Agenda packet — Sierra Madre City Council, January 27, 2026 (part 2 of 3)

DISCUSSION & ANALYSIS
The original agreement with GeoCon West, Inc. in the amounts of $20,600 was intended to cover geotechnical services prior to the start of construction. As construction activities advanced, additional testing, inspection, and documentation services became necessary to meet building code requirements and construction standards.

Amendment No. 1, in the amount of $32,000, was executed administratively to address these expanded needs. Since that time, continued construction activities and project duration have necessitated further geotechnical and inspection support.

Approval of Amendment No. 2 in the amount of $49,000 will bring the agreement into full compliance with City contracting policies, provide transparency regarding total project costs, and ensure uninterrupted professional services through completion of the Library project. Because approval Amendment No. 2 will bring the total contract amount above the City Manager’s signing authority, it is being brought to City Council for approval.

Approval of Amendment No. 2 will:
 Ensure required testing and inspection services are completed in compliance with applicable building codes and construction standards;
 Reduce the risk of construction deficiencies, delays, or incomplete documentation; and  Maintain project accountability, quality assurance, and adherence to the established construction schedule.

STRATEGIC PLAN RELATIONSHIP
This action supports Strategic Goal IG 1.3 – Library Renovation, Infrastructure, and Growth Management, by ensuring proper oversight and quality control during construction.

ENVIRONMENTAL ANALYSIS
The proposed action does not constitute a “project” under the California Environmental Quality Act (CEQA) pursuant to CEQA Guidelines Section 15061(b)(3), as it can be seen with certainty that the approval of this amendment will not result in a direct or indirect physical change in the environment.

FISCAL IMPACT
The fiscal impacts of the agreement are summarized below:
 Original Agreement: Not-to-Exceed $20,600
Amendment No. 2 to Professional Services Agreement with GeoCon West January 27, 2026

Page 3 of 3 ends

 Administrative Amendment No. 1: $32,000, Not-to-Exceed $52,600  Proposed Amendment No. 2: $49,000, Not-to-Exceed $101,600 Approval of Amendment No. 2 will increase the total not-to-exceed contract amount to $101,600. Sufficient funds are available within the approved Library Remodel and Construction Expansion Project budget.

Approved by:
___________________________
Michael Bruckner
City Manager
Attachment(s):

A. Amendment No. 2 with GeoCon West
B. Change Order - GeoCon West
424314.1

SECOND AMENDMENT TO

PROFESSIONAL SERVICES AGREEMENT

FOR CONSULTANT SERVICES
This Second Amendment to Professional Services Agreement for Consultant Services (“Amendment”) is entered into by and between the City of Sierra Madre, a California municipal corporation (“City”), and GeoCon West, a Corporation (“Consultant”), (collectively, “Parties”).

RECITALS
A. Under the Agreement, the Consultant provides the City with geotechnical testing services for the Library Construction Project.

B. As the project progressed, further unanticipated testing, inspection services became necessary due to the complexity, duration, and technical requirements of the project, particularly as it enters the closeout phase. These services are critical to ensuring code compliance, completion of punch-list items, and proper documentation for project acceptance.

C. The parties desire to amend this Agreement to include this additional work and to increase the compensation authorized under the Agreement.

AMENDMENTS

1. AMENDMENT: Section A of Article III (Compensation) of the Agreement is amended to read as follows, with underlined text denoting additions and struck-through text denoting deletions:

A. CONTRACTOR agrees to receive and accept the prices set forth in the Bid Proposal and Bid Schedule as full compensation for furnishing all materials, performing all work, and fulfilling all obligations hereunder. In no event shall the total compensation and costs payable to CONTRACTOR under this Agreement exceed the sum of $101,600 (One Hundred One Thousand Six Hundred Dollars) unless specifically approved in advance and in writing by AGENCY.

2. INTEGRATION: This Amendment amends the Agreement and, except as specifically amended hereby, the Agreement shall remain in full force and effect.

3. SEVERABILITY: If any provision of this Amendment is held by a court of competent jurisdiction to be invalid, void, or unenforceable, the remaining provisions shall nevertheless continue in full force and effect.
424314.1
IN WITNESS WHEREOF, this Agreement shall be executed by the representatives of the Parties authorized to do so and shall take effect upon the dates set forth below. “City”
City of Sierra Madre
By:_______________________
Michael Bruckner
City Manager
Date: _____________________
“Contractor”
GeoCon West
By:_______________________
Jelisa Adams
Vice President
Date: _____________________
Attest:

By:_______________________
Laura Aguilar, City Clerk
Date: _____________________
Approved as to form:

By:_______________________
Aleks R. Giragosian, City Attorney
Date: _____________________

SUMMARY
$
$
$
Geocon West, Inc.

By: By:

NEW CONTRACT TOTAL: $81,000.00
Date: Date:

Neal Berliner, GE
President
December 12, 2025
Title: Title:

CHANGE ORDER AGREEMENT FOR PROFESSIONALS
APPROVED BY: APPROVED BY:
1 $49,000.00
ORIGINAL CONTRACT AMOUNT:

GEOCON PROJECT:

TODAY'S DATE:

CHANGE ORDER NO.:

The Client hereby authorizes Geocon West, Inc. to continue to perform as-needed inspection and testing services during construction activities. To determine a suitable budget, we have requested input from the project superintendent on the remaining scope of inspection and testing services. Based on information provided by the superintendent the requested budget was determined and we will bill against this budget as services are performed. Additional change orders may be submitted, if necessary. All services will be provided at the request of the project superintendent or owner’s authorized representative. All service will be performed on a time-and-materials basis in accordance with the Schedule of Fees. Upon completion of inspection and testing, reports will be prepared as required by the Building Official.

THIS CHANGE ORDER NOS.:

CONTRACT DATE:

PROJECT: W1817-06-02
ORIGINAL CONTRACT:

ORIGINAL
December 5, 2024
December 12, 2025
(client)
(authorized agent)
Please sign and return the original signature page to Geocon West, Inc. and keep one copy for your records.

DESCRIPTION:
$32,000.00
1 CLIENT:

ATTENTION:

ADDRESS: 621 E. Sierra Madre Boulevard
Sierra Madre, California 91024
Jennifer Peterson
Sierra Madre Library Rennovations
City Of Sierra Madre
Geocon Contract
Activity ID Activity Name Org
Dur
Start Finish Total
Float
Sierra Madre Library November 232 19-Dec-24 A 03-Mar-26 0 A1500 Project Closeout 10 18-Feb-26 03-Mar-26 -21
A1230 Adverse Weather Allowance 0 18-Feb-26 18-Feb-26 -30 A1530 Substantial Completion (TCO) 0 18-Feb-26 -30
A1510 Final Completion (C of O) 0 03-Mar-26* -32
Submittals 192 19-Dec-24 A 05-Dec-25 11
Submittals, Approvals, Procurements 192 19-Dec-24 A 05-Dec-25 11 Division 03 - Concrete 40 28-Oct-25 A 13-Nov-25 A
Concrete Floor Finishes 40 28-Oct-25 A 13-Nov-25 A
SUBM-334341 Submittal:Concrete Floor FInishes 10 28-Oct-25 A 03-Nov-25 A APPR-333426 Approval: Concrete Floor Finishes 16 04-Nov-25 A 07-Nov-25 A PROC-334096 Procurement: Concrete Floor Finishes 10 10-Nov-25 A 13-Nov-25 A Division 06 - Wood, Plastics, and Composites 129 11-Feb-25 A 06-Nov-25 A Interior Finish Carpentry 20 13-Oct-25 A 06-Nov-25 A
PROC-333936 Procurement: Interior Finish Carpentry 20 13-Oct-25 A 06-Nov-25 A Architectural Wood Casework 40 11-Feb-25 A 06-Nov-25 A
PROC-064102 Procure Architectural Cabinets 40 11-Feb-25 A 06-Nov-25 A Division 09 - Finishes 35 19-Dec-24 A 14-Nov-25 A
Tile Carpeting 35 19-Dec-24 A 14-Nov-25 A
PROC-096813 Procurement: Tile Carpeting 35 19-Dec-24 A 14-Nov-25 A Division 10 - Specialties 35 27-Oct-25 A 05-Dec-25 11
Signage 35 27-Oct-25 A 03-Dec-25 13
PROC-103896 Procurement: Signage 35 27-Oct-25 A 03-Dec-25 13 Phenolic Toilet Compartments 35 27-Oct-25 A 05-Dec-25 11 PROC-102113.17Procurement: Phenolic Toilet Compartments 35 27-Oct-25 A 05-Dec-25 11 Division 27 Communications 30 03-Jul-25 A 04-Nov-25 A
Portable Assistive Listening Systems 30 03-Jul-25 A 04-Nov-25 A PROC-275225 Procurement: Portable Assistive Listening Systems 30 03-Jul-25 A 04-Nov-25 A Division 28 - Electronics Safety & Security 1 03-Nov-25 A 01-Dec-25 A Intrusion Detective Systems 1 03-Nov-25 A 01-Dec-25 A
DELI-283888 Delivery: Intrusive Detective Systems 1 03-Nov-25 A 01-Dec-25 A Division 32- Exterior Improvements 20 03-Nov-25 A 07-Nov-25 A Planting Irrigation Systems 20 03-Nov-25 A 07-Nov-25 A
PROC-328400 Procurement: Planting Irrigation Systems 20 03-Nov-25 A 07-Nov-25 A Construction 149 18-Jun-25 A 19-Feb-26 8
Schedule Impacts 58 13-Aug-25 A 01-Dec-25 -12
Storm Drain/Retaining Wall Conflict 58 13-Aug-25 A 01-Dec-25 -12 IMP-160 Updated Civil Sheets Issued 58 13-Aug-25 A 01-Dec-25 -12 Site Utilities 52 05-Oct-25 A 03-Dec-25 24
SU-170 Site- Complete Storm Drain 5 05-Oct-25 A 02-Dec-25 8 SU-150 Site- Install Storm Filtration System 5 06-Oct-25 A 01-Dec-25 8 Electrical Main 12 19-Nov-25 A 03-Dec-25 -12
A1760 Set Transformer Pad 3 19-Nov-25 A 19-Nov-25 A
A1840 Main Electrical - SCE Set Transformer 3 01-Dec-25 03-Dec-25 -12 Off-Site Water Line 3 01-Dec-25 03-Dec-25 24
OS-90 Off-Site- A/C Patch 3 01-Dec-25 03-Dec-25 24
Building Structure (New Building) 65 24-Sep-25 A 06-Jan-26 32 Structure Steel & Decking 49 24-Sep-25 A 11-Dec-25 48
Nov Dec Jan Feb Mar Apr
2025 2026
Project Closeout
Adverse Weather Allowance
Substantial Completion (TCO)
Final Completion (C of O)
Submittal:Concrete Floor FInishes
Approval: Concrete Floor Finishes
Procurement: Concrete Floor Finishes
Procurement: Interior Finish Carpentry
Procure Architectural Cabinets
Procurement: Tile Carpeting
Procurement: Signage
Procurement: Phenolic Toilet Compartments
Procurement: Portable Assistive Listening Systems
Delivery: Intrusive Detective Systems
Procurement: Planting Irrigation Systems
Updated Civil Sheets Issued
Site- Complete Storm Drain
Site- Install Storm Filtration System
Set Transformer Pad
Main Electrical - SCE Set Transformer
Off-Site- A/C Patch
Remaining Level of Effort
Actual Level of Effort
Actual Work
Remaining Work
Critical Remaining Work
Milestone
Sierra Madre Library
November Mitigated Update

Page 1 of 6 ends

Activity ID Activity Name Org
Dur
Start Finish Total
Float
STR-1370 Stair Handrail 5 24-Sep-25 A 01-Dec-25 51
STR-1360 Stair Precast Treads 5 05-Dec-25 11-Dec-25 48
Exterior 61 13-Oct-25 A 06-Jan-26 32
EXT-1060 Exterior Exterior Lighting 2 13-Oct-25 A 29-Dec-25 1 EXT-1400 Exterior Paint 5 15-Oct-25 A 29-Dec-25 32
EXT-610 Exterior Glass & Glazing 3 27-Oct-25 A 30-Oct-25 A EXT-760 Exterior Doors & Hardware 3 27-Oct-25 A 21-Nov-25 A EXT-1310 Exterior Waterproof Paper & Rigid Board 5 27-Oct-25 A 30-Oct-25 A EXT-1230 Exterior Soffit Scratch Coat 1 01-Dec-25 01-Dec-25 -3 EXT-430 Exterior Balcony Edge Handrail 5 01-Dec-25 05-Dec-25 8 EXT-1240 Exterior Soffit Scratch Cure 1 02-Dec-25 02-Dec-25 -3 EXT-1260 Exterior Soffit Brown Coat 2 03-Dec-25 04-Dec-25 -3 EXT-1270 Exterior Soffit Brown Coat Cure 5 05-Dec-25 11-Dec-25 1 EXT-400 Exterior Brick Veneer 15 05-Dec-25 26-Dec-25 -3 EXT-1280 Exterior Soffit Finish Coat 3 12-Dec-25 16-Dec-25 1 EXT-410 Exterior De-Mob Scaffold 3 23-Dec-25 26-Dec-25 -3 EXT-000 Exterior Caulking & Sealants 2 29-Dec-25 30-Dec-25 -3 EXT-1480 Exterior Building Signage 2 30-Dec-25 31-Dec-25 35 EXT-420 Exterior Anti-Grafitti Coating 5 30-Dec-25 06-Jan-26 32 New Building Roof 50 27-Oct-25 A 12-Dec-25 47
RF-130 Roof Top - HVAC Pipe Insulation 3 27-Oct-25 A 30-Oct-25 A RF-760 Roof Top - Paint & Misc. Finishes 3 29-Oct-25 A 30-Oct-25 A RF-150 Clean-up & Pre-Punch Roof 10 01-Dec-25 12-Dec-25 47 New Building Rough-in Level 0 107 25-Aug-25 A 29-Jan-26 -19 L0-1380 Lvl 0 Frame Soffits 5 25-Aug-25 A 20-Nov-25 A
L0-1180 Lvl 0 Drywall 5 29-Sep-25 A 21-Nov-25 A
L0-1190 Lvl 0 Drywall Tape & Finish 7 29-Sep-25 A 21-Nov-25 A L0-1220 Lvl 0 Rough-in Controls 3 30-Sep-25 A 20-Nov-25 A L0-1290 Lvl 0 O/H Duct 12 05-Oct-25 A 18-Nov-25 A
L0-1230 Lvl 0 Duct Insulation 3 06-Oct-25 A 12-Nov-25 A L0-1050 Lvl 0 HVAC Piping 4 08-Oct-25 A 13-Nov-25 A
L0-1240 Lvl 0 Pipe Insulation 3 28-Oct-25 A 30-Oct-25 A L0-1270 Lvl 0 Install Suspended Drywall Ceiling 4 29-Oct-25 A 04-Dec-25 -21 L0-1250 Lvl 0 Frame Hard Lid Ceilings 3 01-Dec-25 03-Dec-25 -21 Elevator 41 01-Dec-25 29-Jan-26 -19
A-ELEV-691 Install baricades and screen at hoistway openings 2 01-Dec-25 02-Dec-25 -19 A-ELEV-701 Remove bounce pads 2 03-Dec-25 04-Dec-25 -19 A-ELEV-710 Install equipment in equipment room 5 05-Dec-25 11-Dec-25 -19 A-ELEV-721 Install rails 5 12-Dec-25 18-Dec-25 -19
A-ELEV-731 Install balancers 5 19-Dec-25 26-Dec-25 -19
A-ELEV-741 Install car platforms 5 29-Dec-25 05-Jan-26 -19 A-ELEV-751 Install doors 4 06-Jan-26 09-Jan-26 -19
A-ELEV-941 Elevator Leveling & Adjusting 5 08-Jan-26 15-Jan-26 -9 A-ELEV-761 Build car enclosure 10 13-Jan-26 26-Jan-26 -19 A-ELEV-771 Install call button rough ins 2 27-Jan-26 28-Jan-26 -18 A-ELEV-951 Elevator Phone on-line 3 27-Jan-26 29-Jan-26 -19 Electrical & IDF Rms 23 12-Nov-25 A 02-Jan-26 -12
L0-1390 Release Edison for Power 0 12-Nov-25 A
Nov Dec Jan Feb Mar Apr
2025 2026
Stair Handrail
Stair Precast Treads
Exterior Exterior Lighting
Exterior Paint
Exterior Glass & Glazing
Exterior Doors & Hardware
Exterior Waterproof Paper & Rigid Board
Exterior Soffit Scratch Coat
Exterior Balcony Edge Handrail
Exterior Soffit Scratch Cure
Exterior Soffit Brown Coat
Exterior Soffit Brown Coat Cure
Exterior Brick Veneer
Exterior Soffit Finish Coat
Exterior De-Mob Scaffold
Exterior Caulking & Sealants
Exterior Building Signage
Exterior Anti-Grafitti Coating
Roof Top - HVAC Pipe Insulation
Roof Top - Paint & Misc. Finishes
Clean-up & Pre-Punch Roof
Lvl 0 Frame Soffits
Lvl 0 Drywall
Lvl 0 Drywall Tape & Finish
Lvl 0 Rough-in Controls
Lvl 0 O/H Duct
Lvl 0 Duct Insulation
Lvl 0 HVAC Piping
Lvl 0 Pipe Insulation
Lvl 0 Install Suspended Drywall Ceiling
Lvl 0 Frame Hard Lid Ceilings
Install baricades and screen at hoistway openings
Remove bounce pads
Install equipment in equipment room
Install rails
Install balancers
Install car platforms
Install doors
Elevator Leveling & Adjusting
Build car enclosure
Install call button rough ins
Elevator Phone on-line
Release Edison for Power
Remaining Level of Effort
Actual Level of Effort
Actual Work
Remaining Work
Critical Remaining Work
Milestone
Sierra Madre Library
November Mitigated Update

Page 2 of 6 ends

Activity ID Activity Name Org
Dur
Start Finish Total
Float
L0-1350 IDF Rm - Set FATC 3 01-Dec-25 03-Dec-25 3
L0-1360 Electrical Rm Install Terminal Cabinets 5 04-Dec-25 10-Dec-25 3 L0-1400 Edison Pull Wire & Set Meter Section 20 04-Dec-25 02-Jan-26 -12 New Building Finishes Level 0 61 13-Oct-25 A 10-Feb-26 -21 Restrooms 42 13-Oct-25 A 13-Jan-26 -17
L0-RR-1098 Lvl 0 Restroom Flr Drywall/Tape/Finish Ceilings 5 13-Oct-25 A 21-Nov-25 A L0-RR-1168 Lvl 0 Restroom Paint 3 24-Nov-25 A 04-Dec-25 -17 L0-RR-1188 Lvl 0 Restroom Electrical Trim 4 05-Dec-25 10-Dec-25 -17 L0-RR-1128 Lvl 0 Restroom Mortar Set Floor 3 11-Dec-25 15-Dec-25 -17 L0-RR-1138 Lvl 0 Restroom Tile Walls 7 16-Dec-25 24-Dec-25 -17 L0-RR-1148 Lvl 0 Restroom Tile Floors 5 26-Dec-25 02-Jan-26 -17 L0-RR-1158 Lvl 0 Restroom Finish Plumbing Trim 3 05-Jan-26 07-Jan-26 -17 L0-RR-1198 Lvl 0 Restroom Install Hand Dryers 2 05-Jan-26 06-Jan-26 -14 L0-RR-1178 Lvl 0 Restroom Install Toilet Partitions 2 08-Jan-26 09-Jan-26 -17 L0-RR-1208 Lvl 0 Restroom Install Toilet Accessories 1 13-Jan-26 13-Jan-26 -17 Finishes 61 28-Oct-25 A 10-Feb-26 -21
L0-2040 Lvl 0 Install Doors & Hardware 5 28-Oct-25 A 04-Dec-25 16 L0-2110 Lvl 0 Prime Paint & One Coat Color 5 05-Dec-25 11-Dec-25 -21 L02090 Lvl 0 Install Ceiling Grid 5 12-Dec-25 18-Dec-25 -21 L0-2120 Lvl 0 Install Millwork 5 19-Dec-25 26-Dec-25 -21 L0-2080 Lvl 0 Install Countertops 3 29-Dec-25 31-Dec-25 -21 L0-2010 Lvl 0 Finish Paint 6 02-Jan-26 09-Jan-26 -21
L0-1980 Lvl 0 Install Floorcoverings 10 13-Jan-26 26-Jan-26 -21 L0-2030 Lvl 0 O/H Light Fixtures 7 13-Jan-26 21-Jan-26 -18 L0-2050 Lvl 0 Signage 5 13-Jan-26 19-Jan-26 -11
L0-2060 Lvl 0 Fire Alarm Trim 5 13-Jan-26 19-Jan-26 -16 L0-2000 Lvl 0 Misc. Finishes 10 20-Jan-26 02-Feb-26 -21 L02100 Lvl 0 Drop Ceiling Tile 5 20-Jan-26 26-Jan-26 -16 L0-2020 Lvl 0 Concrete Sealer 5 22-Jan-26 28-Jan-26 -18 L0-1990 Lvl 0 Final Inspections 5 03-Feb-26 10-Feb-26 -21 New Building Rough-in Level 1 32 01-Oct-25 A 02-Dec-25 -15 1ST-1640 Install Access Doors 1 01-Oct-25 A 30-Oct-25 A 1ST-1630 Install Suspended Drywall Ceiling 4 30-Oct-25 A 02-Dec-25 -15 New Building Finishes Level 1 92 24-Sep-25 A 06-Feb-26 10 Finishes 92 24-Sep-25 A 06-Feb-26 10
L1-2240 Prime Paint & One Coat Color 5 24-Sep-25 A 03-Dec-25 -15 L1-100 Install Ceiling Grid 5 04-Dec-25 10-Dec-25 -15
L1-2190 O/H Light Fixtures 7 11-Dec-25 19-Dec-25 -6
L1-2220 Fire Alarm Trim 5 11-Dec-25 17-Dec-25 -15
L1-110 Drop Ceiling Tile 4 18-Dec-25 23-Dec-25 -15
L1-2180 Concrete Sealer 5 22-Dec-25 29-Dec-25 -6
L1-2170 Finish Paint 7 24-Dec-25 05-Jan-26 -15
L1-2200 Install Doors & Hardware 5 06-Jan-26 13-Jan-26 -15 L1-2210 Signage 3 06-Jan-26 08-Jan-26 -8
L1-2140 Install Floorcoverings 5 14-Jan-26 20-Jan-26 -15 L1-2160 Misc. Finishes 5 21-Jan-26 27-Jan-26 -15
L1-2250 Install Millwork & Casework 10 21-Jan-26 03-Feb-26 10 L1-2150 Final Inspections 3 28-Jan-26 30-Jan-26 -15
Nov Dec Jan Feb Mar Apr
2025 2026
IDF Rm - Set FATC
Electrical Rm Install Terminal Cabinets
Edison Pull Wire & Set Meter Section
Lvl 0 Restroom Flr Drywall/Tape/Finish Ceilings
Lvl 0 Restroom Paint
Lvl 0 Restroom Electrical Trim
Lvl 0 Restroom Mortar Set Floor
Lvl 0 Restroom Tile Walls
Lvl 0 Restroom Tile Floors
Lvl 0 Restroom Finish Plumbing Trim
Lvl 0 Restroom Install Hand Dryers
Lvl 0 Restroom Install Toilet Partitions
Lvl 0 Restroom Install Toilet Accessories
Lvl 0 Install Doors & Hardware
Lvl 0 Prime Paint & One Coat Color
Lvl 0 Install Ceiling Grid
Lvl 0 Install Millwork
Lvl 0 Install Countertops
Lvl 0 Finish Paint
Lvl 0 Install Floorcoverings
Lvl 0 O/H Light Fixtures
Lvl 0 Signage
Lvl 0 Fire Alarm Trim
Lvl 0 Misc. Finishes
Lvl 0 Drop Ceiling Tile
Lvl 0 Concrete Sealer
Lvl 0 Final Inspections
Install Access Doors
Install Suspended Drywall Ceiling
Prime Paint & One Coat Color
Install Ceiling Grid
O/H Light Fixtures
Fire Alarm Trim
Drop Ceiling Tile
Concrete Sealer
Finish Paint
Install Doors & Hardware
Signage
Install Floorcoverings
Misc. Finishes
Install Millwork & Casework
Final Inspections
Remaining Level of Effort
Actual Level of Effort
Actual Work
Remaining Work
Critical Remaining Work
Milestone
Sierra Madre Library
November Mitigated Update

Page 3 of 6 ends

Activity ID Activity Name Org
Dur
Start Finish Total
Float
L1-2230 Install Countertops 3 04-Feb-26 06-Feb-26 10
Existing Building 139 18-Jun-25 A 04-Feb-26 -13
Rough-in Level 0 51 27-Oct-25 A 15-Dec-25 11
EB-1230 Duct Insulation 3 27-Oct-25 A 12-Nov-25 A
EB-1270 Install Suspended Drywall Ceiling 4 30-Oct-25 A 02-Dec-25 -13 MDF Rm 11 01-Dec-25 15-Dec-25 11
EB-1320 MDF Rm - Install Panels 3 01-Dec-25 03-Dec-25 11 EB-1350 MDF Rm - Set FATC 3 04-Dec-25 08-Dec-25 11
EB-1360 MDF Rm Install Terminal Cabinets 5 09-Dec-25 15-Dec-25 11 Finishes Level 0 41 03-Nov-25 A 30-Jan-26 -13
Restrooms 33 21-Nov-25 A 20-Jan-26 -8
EB-RR-818 Restroom Flr Drywall/Tape/Finish Ceilings 5 21-Nov-25 A 02-Dec-25 -11 EB-RR-838 Restroom Set Drains 2 03-Dec-25 04-Dec-25 -6
EB-RR-888 Restroom Paint 3 03-Dec-25 05-Dec-25 -11
EB-RR-908 Restroom Electrical Trim 4 08-Dec-25 11-Dec-25 -11 EB-RR-848 Restroom Mortar Set Floor 3 12-Dec-25 16-Dec-25 -11 EB-RR-858 Restroom Tile Walls 7 17-Dec-25 26-Dec-25 -11 EB-RR-868 Restroom Tile Floors 5 29-Dec-25 05-Jan-26 -11 EB-RR-878 Restroom Finish Plumbing Trim 3 06-Jan-26 08-Jan-26 -11 EB-RR-918 Restroom Install Hand Dryers 2 06-Jan-26 07-Jan-26 -8 EB-RR-938 Restroom Install Doors & Hardware 5 06-Jan-26 13-Jan-26 -8 EB-RR-898 Restroom Install Toilet Partitions 2 09-Jan-26 13-Jan-26 -11 EB-RR-928 Restroom Install Toilet Accessories 1 14-Jan-26 14-Jan-26 -11 EB-RR-948 Restroom Signage 5 14-Jan-26 20-Jan-26 -8
Finishes 40 03-Nov-25 A 30-Jan-26 -13
EB-FN-1485 Prime Paint & One Coat Color 5 03-Nov-25 A 06-Nov-25 A EB-FN-1350 Install Ceiling Grid 5 10-Nov-25 A 14-Nov-25 A EB-FN1490 O/H Light Fixtures 7 17-Nov-25 A 20-Nov-25 A
EB-FN1480 Concrete Sealer 5 03-Dec-25 09-Dec-25 -1
EB-FN1870 Fire Alarm Trim 5 03-Dec-25 09-Dec-25 -13
EB-FN2000 Mechanical Trim 5 03-Dec-25 09-Dec-25 -13
EB-FN-1360 Drop Ceiling Tile 5 10-Dec-25 16-Dec-25 -13
EB-FN1470 Finish Paint 7 17-Dec-25 26-Dec-25 -13
EB-FN1330 Install Floorcoverings 10 29-Dec-25 13-Jan-26 -13 EB-FN1860 Signage 5 29-Dec-25 05-Jan-26 2
EB-FN1880 Electrical Trim 5 29-Dec-25 05-Jan-26 2
EB-FN1520 Install Doors & Hardware 5 14-Jan-26 20-Jan-26 -8 EB-FN-1365 Install Millwork 5 14-Jan-26 20-Jan-26 -13
EB-FN1350 Misc. Finishes 7 15-Jan-26 23-Jan-26 -11
EB-FN1890 Install Countertops 5 21-Jan-26 27-Jan-26 -13 EB-FN1340 FF&E 3 28-Jan-26 30-Jan-26 -13
Rough-in Level 01 103 18-Jun-25 A 17-Nov-25 A
EB-010 Wall & O/H Inspections 2 18-Jun-25 A 05-Nov-25 A EB-050 Drywall Tape & Finish 7 28-Aug-25 A 12-Nov-25 A
EB-923 Install Access Doors 1 14-Nov-25 A 14-Nov-25 A
EB-460 Rough-in Controls 3 17-Nov-25 A 17-Nov-25 A
Finishes Level 1 45 03-Nov-25 A 04-Feb-26 -13
Restrooms 13 21-Nov-25 A 12-Dec-25 19
Nov Dec Jan Feb Mar Apr
2025 2026
Install Countertops
Duct Insulation
Install Suspended Drywall Ceiling
MDF Rm - Install Panels
MDF Rm - Set FATC
MDF Rm Install Terminal Cabinets
Restroom Flr Drywall/Tape/Finish Ceilings
Restroom Set Drains
Restroom Paint
Restroom Electrical Trim
Restroom Mortar Set Floor
Restroom Tile Walls
Restroom Tile Floors
Restroom Finish Plumbing Trim
Restroom Install Hand Dryers
Restroom Install Doors & Hardware
Restroom Install Toilet Partitions
Restroom Install Toilet Accessories
Restroom Signage
Prime Paint & One Coat Color
Install Ceiling Grid
O/H Light Fixtures
Concrete Sealer
Fire Alarm Trim
Mechanical Trim
Drop Ceiling Tile
Finish Paint
Install Floorcoverings
Signage
Electrical Trim
Install Doors & Hardware
Install Millwork
Misc. Finishes
Install Countertops
FF&E
Wall & O/H Inspections
Drywall Tape & Finish
Install Access Doors
Rough-in Controls
Remaining Level of Effort
Actual Level of Effort
Actual Work
Remaining Work
Critical Remaining Work
Milestone
Sierra Madre Library
November Mitigated Update

Page 4 of 6 ends

Activity ID Activity Name Org
Dur
Start Finish Total
Float
EB-RR-1008 Restroom Epoxy Floors 5 21-Nov-25 A 21-Nov-25 A EB-RR-1018 Restroom Finish Plumbing Trim 3 24-Nov-25 A 28-Nov-25 A EB-RR-1048 Restroom Electrical Trim 4 01-Dec-25 04-Dec-25 17 EB-RR-1058 Restroom Install Hand Dryers 2 01-Dec-25 02-Dec-25 21 EB-RR-1078 Restroom Install Doors & Hardware 5 01-Dec-25 05-Dec-25 19 EB-RR-1038 Restroom Install Toilet Partitions 2 05-Dec-25 08-Dec-25 17 EB-RR-1088 Restroom Signage 5 08-Dec-25 12-Dec-25 19
EB-RR-1068 Restroom Install Toilet Accessories 1 09-Dec-25 09-Dec-25 17 Finishes 45 03-Nov-25 A 04-Feb-26 -13
EB-FN-1495 Install Ceiling Grid 5 03-Nov-25 A 06-Nov-25 A EB-FN1950 O/H Light Fixtures 7 17-Nov-25 A 21-Nov-25 A
EB-FN1980 Fire Alarm Trim 5 17-Nov-25 A 21-Nov-25 A
EB-FN2020 Mechanical Trim 5 17-Nov-25 A 21-Nov-25 A
EB-FN2010 Electrical Trim 5 20-Nov-25 A 09-Dec-25 -8
EB-FN1940 Concrete Sealer 5 01-Dec-25 05-Dec-25 -6
EB-FN-1505 Drop Ceiling Tile 5 01-Dec-25 05-Dec-25 -8
EB-FN1960 Install Doors & Hardware 5 08-Dec-25 12-Dec-25 6 EB-FN1970 Signage 5 08-Dec-25 12-Dec-25 19
EB-FN1900 Install Floorcoverings 10 10-Dec-25 23-Dec-25 -8 EB-FN-1525 Install Millwork 10 24-Dec-25 08-Jan-26 -8
EB-FN1920 Misc. Finishes 10 09-Jan-26 23-Jan-26 -8
EB-FN1990 Install Countertops 4 09-Jan-26 15-Jan-26 -7
EB-FN1910 Final Inspections 3 02-Feb-26 04-Feb-26 -13
Commissioning, Punch & Turnover 32 05-Jan-26 19-Feb-26 8 C/O-110 Energize Electrical 3 05-Jan-26 07-Jan-26 -12
C/O-100 Low Voltage Testing 3 08-Jan-26 13-Jan-26 -4
C/O-252 Lighting Controls Start-up /Programming 3 08-Jan-26 13-Jan-26 -5 C/O-120 Start-up Mechanical Equipment 3 08-Jan-26 13-Jan-26 -12 C/O-412 Test Controls 3 14-Jan-26 16-Jan-26 -12
C/O-448 Low Voltage PA & Clock Test 2 14-Jan-26 15-Jan-26 -4 C/O-253 Lighting Controls Functional Testing 3 14-Jan-26 16-Jan-26 -5 C/O-130 M&O Training 3 19-Jan-26 21-Jan-26 -3
C/O-411 Program Fire Alarm & Pre-Test 2 20-Jan-26 21-Jan-26 -15 C/O-413 Test & Balance 2 22-Jan-26 23-Jan-26 -15
C/O-414 Life Safety Inspections 2 22-Jan-26 23-Jan-26 -10 C/O-418 NFPA 72 Fire Alarm Test & Sign-off 2 22-Jan-26 23-Jan-26 -10 C/O-140 State Elevator Inspection 5 30-Jan-26 05-Feb-26 -19 C/O-415 Building Final 5 11-Feb-26 17-Feb-26 -21
C/O-470 Subs Complt Pre-punchlist 6 12-Feb-26 19-Feb-26 8 BS-C/O-150 Substantial Completion Notification 0 17-Feb-26 -21 Site Finishes Sierra Madre Elevation 50 18-Nov-25 A 12-Feb-26 13 SF-20 Site - Adjust Utilities to Grade 3 18-Nov-25 A 21-Nov-25 A SF-40 Site - Rough-in Irrigation 4 01-Dec-25 04-Dec-25 -9 SF-110 Site- Form & Pour Curbs 2 15-Dec-25 16-Dec-25 -17 SF-50 Site - Install Base 3 17-Dec-25 19-Dec-25 -17
SF-60 Site - Place Hardscape 10 22-Dec-25 06-Jan-26 -17 SF-70 Site - Pull Site Wire 4 07-Jan-26 13-Jan-26 3
SF-80 Site - Finish Irrgation 7 07-Jan-26 16-Jan-26 -12 Nov Dec Jan Feb Mar Apr
2025 2026
Restroom Epoxy Floors
Restroom Finish Plumbing Trim
Restroom Electrical Trim
Restroom Install Hand Dryers
Restroom Install Doors & Hardware
Restroom Install Toilet Partitions
Restroom Signage
Restroom Install Toilet Accessories
Install Ceiling Grid
O/H Light Fixtures
Fire Alarm Trim
Mechanical Trim
Electrical Trim
Concrete Sealer
Drop Ceiling Tile
Install Doors & Hardware
Signage
Install Floorcoverings
Install Millwork
Misc. Finishes
Install Countertops
Final Inspections
Energize Electrical
Low Voltage Testing
Lighting Controls Start-up /Programming
Start-up Mechanical Equipment
Test Controls
Low Voltage PA & Clock Test
Lighting Controls Functional Testing
M&O Training
Program Fire Alarm & Pre-Test
Test & Balance
Life Safety Inspections
NFPA 72 Fire Alarm Test & Sign-off
State Elevator Inspection
Building Final
Subs Complt Pre-punchlist
Substantial Completion Notification
Site - Adjust Utilities to Grade
Site - Rough-in Irrigation
Site- Form & Pour Curbs
Site - Install Base
Site - Place Hardscape
Site - Pull Site Wire
Site - Finish Irrgation
Remaining Level of Effort
Actual Level of Effort
Actual Work
Remaining Work
Critical Remaining Work
Milestone
Sierra Madre Library
November Mitigated Update

Page 5 of 6 ends

Activity ID Activity Name Org
Dur
Start Finish Total
Float
SF-100 Site - Site Light Fixtures 5 07-Jan-26 14-Jan-26 2 SF-130 Site- Alley A/C Pave 5 07-Jan-26 14-Jan-26 -17
SF-155 Site - Perimeter Fence 7 15-Jan-26 23-Jan-26 -17 SF-90 Site - Landscape 12 26-Jan-26 11-Feb-26 -17
SF-120 Site- Site Furnishings 1 12-Feb-26 12-Feb-26 13
Site Finishes - South Side 47 08-Dec-25 16-Feb-26 11
SF-295 Site - Excavate Retaining Wall 4 08-Dec-25* 11-Dec-25 -17 SF-305 Site - Form/RebarPour Retaining Wall Footing 1 12-Dec-25 12-Dec-25 -17 SF-185 Site - Rough-in Irrigation 7 15-Dec-25 23-Dec-25 3 SF-315 Site - Erect Retaining Wall CMU 8 15-Dec-25 24-Dec-25 -10 SF-335 Site- Backfill Retaining Wall 2 26-Dec-25 29-Dec-25 -10 SF-165 Site - Set Grade 3 30-Dec-25 02-Jan-26 -10
SF-175 Site - Adjust Utilities to Grade 3 05-Jan-26 07-Jan-26 -6 SF-265 Site- Form & Pour Curbs 7 05-Jan-26 14-Jan-26 -10 SF-195 Site - Install Base 2 15-Jan-26 16-Jan-26 -10
SF-205 Site - Place Hardscape 10 19-Jan-26 30-Jan-26 -10 SF-215 Site - Pull Site Wire 4 02-Feb-26 05-Feb-26 17
SF-225 Site - Finish Irrgation 7 02-Feb-26 11-Feb-26 -7 SF-235 Site - Landscape 10 02-Feb-26 16-Feb-26 -10
SF-245 Site - Site Light Fixtures 5 02-Feb-26 06-Feb-26 16 SF-325 Site- A/C Pave 3 02-Feb-26 04-Feb-26 -8
DEMO-140 Site-Stripe Parking Lot 2 05-Feb-26 06-Feb-26 10 SF-285 Site - Perimeter Fence/Rolling Gate 5 05-Feb-26 12-Feb-26 -8 Trash Enclosure 24 08-Dec-25 13-Jan-26 8
SW-690 Trash Enclosure - Excavate Footing 3 08-Dec-25 10-Dec-25 -9 SW-700 Trash Enclosure - Footing Rebar 1 12-Dec-25 12-Dec-25 -9 SW-710 Trash Enclosure - Pour Footing 2 15-Dec-25 16-Dec-25 -9 SW-750 Trash Enclosure - Set Gate Tube Steel/Bollards 2 15-Dec-25 16-Dec-25 -9 SW-720 Trash Enclosure - CMU Walls 8 17-Dec-25 29-Dec-25 -9 SW-730 Trash Enclosure - Pour Slab 2 30-Dec-25 31-Dec-25 -9 SW-740 Trash Enclosure - Steel Gates 2 02-Jan-26 05-Jan-26 8 SW-760 Trash Enclosure - Paint 5 06-Jan-26 13-Jan-26 8
Nov Dec Jan Feb Mar Apr
2025 2026
Site - Site Light Fixtures
Site- Alley A/C Pave
Site - Perimeter Fence
Site - Landscape
Site- Site Furnishings
Site - Excavate Retaining Wall
Site - Form/RebarPour Retaining Wall Footing
Site - Rough-in Irrigation
Site - Erect Retaining Wall CMU
Site- Backfill Retaining Wall
Site - Set Grade
Site - Adjust Utilities to Grade
Site- Form & Pour Curbs
Site - Install Base
Site - Place Hardscape
Site - Pull Site Wire
Site - Finish Irrgation
Site - Landscape
Site - Site Light Fixtures
Site- A/C Pave
Site-Stripe Parking Lot
Site - Perimeter Fence/Rolling Gate
Trash Enclosure - Excavate Footing
Trash Enclosure - Footing Rebar
Trash Enclosure - Pour Footing
Trash Enclosure - Set Gate Tube Steel/Bollards
Trash Enclosure - CMU Walls
Trash Enclosure - Pour Slab
Trash Enclosure - Steel Gates
Trash Enclosure - Paint
Remaining Level of Effort
Actual Level of Effort
Actual Work
Remaining Work
Critical Remaining Work
Milestone
Sierra Madre Library
November Mitigated Update

Page 6 of 6 ends

Sierra Madre Library Expansion Project
Geo-Con: Geo-technical Services - Construction Phase
12/22/2025
Employee / Vendor / Client Name Posting Date Transaction Date Activity Type Name Quantity Effort Rate Effort Subtotals Comment JOSEPH HICKS 12/8/2024 12/2/2024 RESPONSE TO RFI/RFC/SUBMITTAL 1.00 155.0000 155.00 Initial Contract 12/6/2024 for $32,000 JOSEPH HICKS 12/8/2024 12/5/2024 PROJECT MANAGEMENT QA/QC 1.00 155.0000 155.00 MATTHEW LEWIN 12/8/2024 12/6/2024 TESTING/OBSERVATION-BUILDING PAD 4.00 135.0000 540.00 MATTHEW LEWIN 12/8/2024 12/6/2024 TRUCK AND NUCLEAR GAUGE 4.00 20.0000 80.00 JOSEPH HICKS 12/8/2024 12/6/2024 RESPONSE TO RFI/RFC/SUBMITTAL 1.00 155.0000 155.00 KELSEY FILBAN 12/8/2024 12/6/2024 FILE PREPARATION 0.50 95.0000 47.50 JOSEPH HICKS 12/15/2024 12/9/2024 RESPONSE TO RFI/RFC/SUBMITTAL 1.00 155.0000 155.00 JOSEPH HICKS 12/15/2024 12/9/2024 MEETINGS - ARCH./STRUCT/CIVIL 1.00 155.0000 155.00 MATTHEW LEWIN 12/15/2024 12/10/2024 TESTING/OBSERVATION- GRADING 4.00 135.0000 540.00 MATTHEW LEWIN 12/15/2024 12/10/2024 TRUCK AND NUCLEAR GAUGE 4.00 20.0000 80.00 MATTHEW LEWIN 12/15/2024 12/11/2024 TESTING/OBSERVATION-BUILDING PAD 6.00 135.0000 810.00 MATTHEW LEWIN 12/15/2024 12/11/2024 TRAVEL TO SITE 0.50 135.0000 67.50 MATTHEW LEWIN 12/15/2024 12/11/2024 TRUCK AND NUCLEAR GAUGE 6.00 20.0000 120.00 AMANDA FAIR 12/15/2024 12/11/2024 SCHEDULING/DISPATCH/FIELD SUPPORT 1.00 95.0000 95.00 NEAL BERLINER 12/15/2024 12/12/2024 PROJECT MANAGEMENT QA/QC 1.00 175.0000 175.00 MATTHEW LEWIN 12/15/2024 12/12/2024 TRAVEL TO SITE 0.50 135.0000 67.50 MATTHEW LEWIN 12/15/2024 12/12/2024 TESTING/OBSERVATION-BUILDING PAD 7.50 135.0000 1,012.50 MATTHEW LEWIN 12/15/2024 12/12/2024 TRUCK AND NUCLEAR GAUGE 7.50 20.0000 150.00 MATTHEW LEWIN 12/15/2024 12/13/2024 TESTING/OBSERVATION-BUILDING PAD 4.00 135.0000 540.00 MATTHEW LEWIN 12/15/2024 12/13/2024 TRUCK AND NUCLEAR GAUGE 4.00 20.0000 80.00 MATTHEW LEWIN 12/22/2024 12/16/2024 TESTING/OBSERVATION-BUILDING PAD 4.00 135.0000 540.00 MATTHEW LEWIN 12/22/2024 12/16/2024 TRUCK AND NUCLEAR GAUGE 4.00 20.0000 80.00 HARRY DERKALOUSDIAN 12/22/2024 12/17/2024 REPORT PREPARATION 3.00 175.0000 525.00 JAMES ONTIVEROS 12/22/2024 12/17/2024 FIGURE/TABLE PREPARATION 3.00 95.0000 285.00 HARRY DERKALOUSDIAN 12/22/2024 12/18/2024 REPORT PREPARATION 1.00 175.0000 175.00 JOSEPH HICKS 12/22/2024 12/18/2024 PROJECT MANAGEMENT QA/QC 2.00 155.0000 310.00 JAMES ONTIVEROS 12/22/2024 12/18/2024 FIGURE/TABLE PREPARATION 1.00 95.0000 95.00 KELSEY FILBAN 12/22/2024 12/19/2024 REPORT/LETTER PRODUCTION 2.00 95.0000 190.00 JOSEPH HICKS 1/26/2025 1/20/2025 PROJECT MANAGEMENT QA/QC 1.00 155.0000 155.00 NEAL BERLINER 1/26/2025 1/21/2025 PROJECT MANAGEMENT QA/QC 0.50 175.0000 87.50 AGUSTIN MATA 1/26/2025 1/21/2025 TESTING/OBSERVATION- UTILITY TRENCH 4.00 135.0000 540.00 AGUSTIN MATA 1/26/2025 1/21/2025 TRUCK AND NUCLEAR GAUGE 4.00 20.0000 80.00 MATTHEW LEWIN 1/26/2025 1/23/2025 TRAVEL TO SITE 0.50 135.0000 67.50 MATTHEW LEWIN 1/26/2025 1/23/2025 TESTING/OBSERVATION- UTILITY TRENCH 7.50 135.0000 1,012.50 MATTHEW LEWIN 1/26/2025 1/23/2025 TRUCK AND NUCLEAR GAUGE 7.50 20.0000 150.00 MATTHEW LEWIN 1/26/2025 1/24/2025 TESTING/OBSERVATION- UTILITY TRENCH 4.00 135.0000 540.00 MATTHEW LEWIN 1/26/2025 1/24/2025 TRUCK AND NUCLEAR GAUGE 4.00 20.0000 80.00 JOSEPH HICKS 2/2/2025 1/27/2025 RESPONSE TO RFI/RFC/SUBMITTAL 1.00 155.0000 155.00 MATTHEW LEWIN 2/2/2025 1/28/2025 TRAVEL TO SITE 0.50 135.0000 67.50 MATTHEW LEWIN 2/2/2025 1/28/2025 TESTING/OBSERVATION- UTILITY TRENCH 6.00 135.0000 810.00 MATTHEW LEWIN 2/2/2025 1/28/2025 TRUCK AND NUCLEAR GAUGE 6.00 20.0000 120.00 NEAL BERLINER 2/2/2025 1/29/2025 PROJECT MANAGEMENT QA/QC 1.00 175.0000 175.00 MATTHEW LEWIN 2/2/2025 1/29/2025 TESTING/OBSERVATION- UTILITY TRENCH 7.50 135.0000 1,012.50 MATTHEW LEWIN 2/2/2025 1/29/2025 TRAVEL TO SITE 0.50 135.0000 67.50 MATTHEW LEWIN 2/2/2025 1/29/2025 TRUCK AND NUCLEAR GAUGE 7.50 20.0000 150.00 MATTHEW LEWIN 2/2/2025 1/30/2025 TRAVEL TO SITE 0.50 135.0000 67.50 MATTHEW LEWIN 2/2/2025 1/30/2025 TESTING/OBSERVATION- UTILITY TRENCH 7.50 135.0000 1,012.50 MATTHEW LEWIN 2/2/2025 1/30/2025 TRUCK AND NUCLEAR GAUGE 7.50 20.0000 150.00 AMANDA FAIR 2/2/2025 1/30/2025 SCHEDULING/DISPATCH/FIELD SUPPORT 1.00 95.0000 95.00 MATTHEW LEWIN 2/2/2025 1/31/2025 TESTING/OBSERVATION- GRADING 4.00 135.0000 540.00 MATTHEW LEWIN 2/2/2025 1/31/2025 TRUCK AND NUCLEAR GAUGE 4.00 20.0000 80.00 MATTHEW LEWIN 2/23/2025 2/19/2025 FOUNDATION OBSERVATION 8.00 160.0000 1,280.00 MATTHEW LEWIN 2/23/2025 2/19/2025 TRAVEL TO SITE 0.50 240.0000 120.00 MATTHEW LEWIN 2/23/2025 2/19/2025 FOUNDATION OBSERVATION 0.50 240.0000 120.00 MATTHEW LEWIN 2/23/2025 2/19/2025 TRUCK 8.00 10.0000 80.00 MATTHEW LEWIN 2/23/2025 2/19/2025 TRUCK 0.50 10.0000 5.00 NEAL BERLINER 2/23/2025 2/20/2025 PROJECT MANAGEMENT QA/QC 1.00 175.0000 175.00 MATTHEW LEWIN 2/23/2025 2/20/2025 FOUNDATION OBSERVATION 4.00 160.0000 640.00 MATTHEW LEWIN 2/23/2025 2/20/2025 TRUCK 4.00 10.0000 40.00 MATTHEW LEWIN 3/2/2025 2/24/2025 TESTING/OBSERVATION- UTILITY TRENCH 4.00 135.0000 540.00 MATTHEW LEWIN 3/2/2025 2/24/2025 TRUCK AND NUCLEAR GAUGE 4.00 20.0000 80.00 Sierra Madre Library Expansion Project
Geo-Con: Geo-technical Services - Construction Phase
12/22/2025
Employee / Vendor / Client Name Posting Date Transaction Date Activity Type Name Quantity Effort Rate Effort Subtotals Comment JOSEPH HICKS 3/2/2025 2/26/2025 RESPONSE TO RFI/RFC/SUBMITTAL 1.00 155.0000 155.00 MATTHEW LEWIN 3/2/2025 2/27/2025 TRAVEL TO SITE 0.50 135.0000 67.50 MATTHEW LEWIN 3/2/2025 2/27/2025 TESTING/OBSERVATION- UTILITY TRENCH 7.50 135.0000 1,012.50 MATTHEW LEWIN 3/2/2025 2/27/2025 TRUCK AND NUCLEAR GAUGE 7.50 20.0000 150.00 NEAL BERLINER 3/2/2025 2/28/2025 PROJECT MANAGEMENT QA/QC 1.00 175.0000 175.00 MATTHEW LEWIN 3/2/2025 2/28/2025 TESTING/OBSERVATION- UTILITY TRENCH 4.00 135.0000 540.00 MATTHEW LEWIN 3/2/2025 2/28/2025 TRUCK AND NUCLEAR GAUGE 4.00 20.0000 80.00 AMANDA FAIR 3/2/2025 2/28/2025 SCHEDULING/DISPATCH/FIELD SUPPORT 0.50 95.0000 47.50 JOSEPH HICKS 3/9/2025 3/4/2025 RESPONSE TO RFI/RFC/SUBMITTAL 1.00 155.0000 155.00 MATTHEW LEWIN 3/9/2025 3/5/2025 TESTING/OBSERVATION- UTILITY TRENCH 4.00 135.0000 540.00 MATTHEW LEWIN 3/9/2025 3/5/2025 TRUCK AND NUCLEAR GAUGE 4.00 20.0000 80.00 NEAL BERLINER 3/23/2025 3/18/2025 PROJECT MANAGEMENT QA/QC 0.50 175.0000 87.50 MATTHEW LEWIN 3/23/2025 3/18/2025 FOUNDATION OBSERVATION 4.00 160.0000 640.00 MATTHEW LEWIN 3/23/2025 3/18/2025 TRUCK 4.00 10.0000 40.00 NEAL BERLINER 4/6/2025 4/2/2025 PROJECT MANAGEMENT QA/QC 1.00 175.0000 175.00 MATTHEW LEWIN 4/6/2025 4/2/2025 TESTING/OBSERVATION- UTILITY TRENCH 4.00 135.0000 540.00 MATTHEW LEWIN 4/6/2025 4/2/2025 TRUCK AND NUCLEAR GAUGE 4.00 20.0000 80.00 MATTHEW LEWIN 4/6/2025 4/4/2025 TRAVEL TO SITE 0.50 135.0000 67.50 MATTHEW LEWIN 4/6/2025 4/4/2025 TESTING/OBSERVATION- UTILITY TRENCH 4.00 135.0000 540.00 MATTHEW LEWIN 4/6/2025 4/4/2025 TRUCK AND NUCLEAR GAUGE 4.00 20.0000 80.00 JOSEPH HICKS 4/13/2025 4/7/2025 PROJECT MANAGEMENT QA/QC 1.00 155.0000 155.00 RICARDO YADID DEL REY 4/13/2025 4/7/2025 TRAVEL TO SITE 0.50 135.0000 67.50 RICARDO YADID DEL REY 4/13/2025 4/7/2025 TESTING/OBSERVATION- UTILITY TRENCH 5.50 135.0000 742.50 RICARDO YADID DEL REY 4/13/2025 4/7/2025 TRUCK AND NUCLEAR GAUGE 5.50 20.0000 110.00 NEAL BERLINER 4/13/2025 4/11/2025 PROJECT MANAGEMENT QA/QC 1.00 175.0000 175.00 JOSEPH HICKS 4/13/2025 4/11/2025 PROJECT MANAGEMENT QA/QC 1.00 155.0000 155.00 RYAN AMARAL 4/13/2025 4/11/2025 TESTING/OBSERVATION- UTILITY TRENCH 4.00 135.0000 540.00 RYAN AMARAL 4/13/2025 4/11/2025 TRUCK AND NUCLEAR GAUGE 4.00 20.0000 80.00 JOSEPH HICKS 4/20/2025 4/14/2025 PROJECT MANAGEMENT QA/QC 1.00 155.0000 155.00 MATTHEW LEWIN 4/20/2025 4/15/2025 TRAVEL TO SITE 0.50 160.0000 80.00 MATTHEW LEWIN 4/20/2025 4/15/2025 WATERPROOFING / VAPOR BARRIER 7.50 160.0000 1,200.00 MATTHEW LEWIN 4/20/2025 4/15/2025 TRUCK 7.50 10.0000 75.00 NEAL BERLINER 4/20/2025 4/16/2025 PROJECT MANAGEMENT QA/QC 1.00 175.0000 175.00 MATTHEW LEWIN 4/20/2025 4/16/2025 TESTING/OBSERVATION-SIDEWALK/CURB 4.00 135.0000 540.00 MATTHEW LEWIN 4/20/2025 4/16/2025 TRUCK AND NUCLEAR GAUGE 4.00 20.0000 80.00 STANDARD PROCTOR (4" MOLD) 4/20/2025 4/16/2025 STANDARD PROCTOR (4" MOLD) 1.00 300.0000 300.00 MATTHEW LEWIN 4/20/2025 4/18/2025 WATERPROOFING / VAPOR BARRIER 4.00 160.0000 640.00 MATTHEW LEWIN 4/20/2025 4/18/2025 TRUCK 4.00 10.0000 40.00 MATTHEW LEWIN 5/4/2025 4/30/2025 WATERPROOFING / VAPOR BARRIER 4.00 160.0000 640.00 MATTHEW LEWIN 5/4/2025 4/30/2025 TRUCK 4.00 10.0000 40.00 NEAL BERLINER 5/4/2025 5/1/2025 PROJECT MANAGEMENT QA/QC 1.00 175.0000 175.00 MATTHEW LEWIN 5/4/2025 5/1/2025 TESTING/OBSERVATION- UTILITY TRENCH 2.50 135.0000 337.50 MATTHEW LEWIN 5/4/2025 5/1/2025 TRAVEL TO SITE 0.50 160.0000 80.00 MATTHEW LEWIN 5/4/2025 5/1/2025 WATERPROOFING / VAPOR BARRIER 5.00 160.0000 800.00 MATTHEW LEWIN 5/4/2025 5/1/2025 TRUCK AND NUCLEAR GAUGE 2.50 20.0000 50.00 MATTHEW LEWIN 5/4/2025 5/1/2025 TRUCK 5.00 10.0000 50.00 JOSEPH HICKS 5/11/2025 5/6/2025 PROJECT MANAGEMENT QA/QC 1.00 155.0000 155.00 HARRY DERKALOUSDIAN 5/18/2025 5/16/2025 RESPONSE TO RFI/RFC/SUBMITTAL 1.00 175.0000 175.00 NEAL BERLINER 6/8/2025 6/6/2025 PROJECT MANAGEMENT QA/QC 0.50 175.0000 87.50 MATTHEW LEWIN 6/8/2025 6/6/2025 TESTING/OBSERVATION- UTILITY TRENCH 4.00 135.0000 540.00 MATTHEW LEWIN 6/8/2025 6/6/2025 TRUCK AND NUCLEAR GAUGE 4.00 20.0000 80.00 JOSEPH HICKS 6/8/2025 6/6/2025 PROJECT MANAGEMENT QA/QC 1.00 155.0000 155.00 6/6/2025 - All Budget has been depleted NICHOLAS PEREZ 6/22/2025 6/18/2025 TESTING/OBSERVATION- UTILITY TRENCH 4.00 135.0000 540.00 Continuing Inspection on Good Faith Awaitng CO $ 32,142.50 Subotal: Initial Contract 12/6/2024 for $32,000 NICHOLAS PEREZ 6/22/2025 6/18/2025 TRUCK AND NUCLEAR GAUGE 4.00 20.0000 80.00 JOSEPH HICKS 6/22/2025 6/19/2025 PROJECT MANAGEMENT QA/QC 1.00 155.0000 155.00 JOSEPH HICKS 7/27/2025 7/23/2025 PROJECT MANAGEMENT QA/QC 1.00 155.0000 155.00 MATTHEW LEWIN 7/27/2025 7/25/2025 TRAVEL TO SITE 0.50 160.0000 80.00 MATTHEW LEWIN 7/27/2025 7/25/2025 FOUNDATION OBSERVATION 4.50 160.0000 720.00 MATTHEW LEWIN 7/27/2025 7/25/2025 TRUCK 4.50 10.0000 45.00 JOSEPH HICKS 8/3/2025 7/30/2025 PROJECT MANAGEMENT QA/QC 1.00 155.0000 155.00 Sierra Madre Library Expansion Project
Geo-Con: Geo-technical Services - Construction Phase
12/22/2025
Employee / Vendor / Client Name Posting Date Transaction Date Activity Type Name Quantity Effort Rate Effort Subtotals Comment MATTHEW LEWIN 8/10/2025 8/5/2025 TESTING/OBSERVATION- UTILITY TRENCH 4.00 135.0000 540.00 MATTHEW LEWIN 8/10/2025 8/5/2025 TRUCK AND NUCLEAR GAUGE 4.00 20.0000 80.00 NEAL BERLINER 8/10/2025 8/6/2025 PROJECT MANAGEMENT QA/QC 1.00 175.0000 175.00 MATTHEW LEWIN 8/10/2025 8/6/2025 TRAVEL TO SITE 0.50 135.0000 67.50 MATTHEW LEWIN 8/10/2025 8/6/2025 TESTING/OBSERVATION- UTILITY TRENCH 5.50 135.0000 742.50 MATTHEW LEWIN 8/10/2025 8/6/2025 TRUCK AND NUCLEAR GAUGE 5.50 20.0000 110.00 JOSEPH HICKS 8/24/2025 8/20/2025 PROJECT MANAGEMENT QA/QC 1.00 155.0000 155.00 MATTHEW LEWIN 8/31/2025 8/27/2025 TESTING/OBSERVATION- UTILITY TRENCH 4.00 135.0000 540.00 MATTHEW LEWIN 8/31/2025 8/27/2025 TRUCK AND NUCLEAR GAUGE 4.00 20.0000 80.00 JOSEPH HICKS 9/7/2025 9/3/2025 PROJECT MANAGEMENT QA/QC 1.00 155.0000 155.00 MATTHEW LEWIN 9/7/2025 9/4/2025 TRAVEL TO SITE 0.50 202.5000 101.25 MATTHEW LEWIN 9/7/2025 9/4/2025 TESTING/OBSERVATION- UTILITY TRENCH 8.00 135.0000 1,080.00 MATTHEW LEWIN 9/7/2025 9/4/2025 TRUCK AND NUCLEAR GAUGE 8.00 20.0000 160.00 NEAL BERLINER 9/7/2025 9/5/2025 PROJECT MANAGEMENT QA/QC 0.50 175.0000 87.50 MATTHEW LEWIN 9/7/2025 9/5/2025 TESTING/OBSERVATION- UTILITY TRENCH 5.50 135.0000 742.50 MATTHEW LEWIN 9/7/2025 9/5/2025 TRAVEL TO SITE 0.50 135.0000 67.50 MATTHEW LEWIN 9/7/2025 9/5/2025 TRUCK AND NUCLEAR GAUGE 5.50 20.0000 110.00 NEAL BERLINER 9/14/2025 9/10/2025 PROJECT MANAGEMENT QA/QC 0.50 175.0000 87.50 MATTHEW LEWIN 9/14/2025 9/10/2025 TESTING/OBSERVATION- UTILITY TRENCH 4.00 135.0000 540.00 MATTHEW LEWIN 9/14/2025 9/10/2025 TRUCK AND NUCLEAR GAUGE 4.00 20.0000 80.00 MATTHEW LEWIN 10/5/2025 10/3/2025 TESTING/OBSERVATION- UTILITY TRENCH 4.00 135.0000 540.00 MATTHEW LEWIN 10/5/2025 10/3/2025 TRUCK AND NUCLEAR GAUGE 4.00 20.0000 80.00 AMANDA FAIR 10/12/2025 10/6/2025 SCHEDULING/DISPATCH/FIELD SUPPORT 1.00 95.0000 95.00 NEAL BERLINER 10/12/2025 10/7/2025 PROJECT MANAGEMENT QA/QC 1.00 175.0000 175.00 MATTHEW LEWIN 10/12/2025 10/7/2025 TESTING/OBSERVATION- UTILITY TRENCH 4.00 135.0000 540.00 MATTHEW LEWIN 10/12/2025 10/7/2025 TRUCK AND NUCLEAR GAUGE 4.00 20.0000 80.00 MATTHEW LEWIN 10/12/2025 10/8/2025 TESTING/OBSERVATION- UTILITY TRENCH 4.00 135.0000 540.00 MATTHEW LEWIN 10/12/2025 10/8/2025 TRUCK AND NUCLEAR GAUGE 4.00 20.0000 80.00 MATTHEW LEWIN 10/12/2025 10/10/2025 TESTING/OBSERVATION- UTILITY TRENCH 4.00 135.0000 540.00 MATTHEW LEWIN 10/12/2025 10/10/2025 TRUCK AND NUCLEAR GAUGE 4.00 20.0000 80.00 MATTHEW LEWIN 10/19/2025 10/13/2025 TESTING/OBSERVATION- UTILITY TRENCH 4.00 135.0000 540.00 MATTHEW LEWIN 10/19/2025 10/13/2025 TRUCK AND NUCLEAR GAUGE 4.00 20.0000 80.00 NEAL BERLINER 10/19/2025 10/15/2025 PROJECT MANAGEMENT QA/QC 0.50 175.0000 87.50 MATTHEW LEWIN 10/19/2025 10/15/2025 TESTING/OBSERVATION- UTILITY TRENCH 4.00 135.0000 540.00 MATTHEW LEWIN 10/19/2025 10/15/2025 TRUCK AND NUCLEAR GAUGE 4.00 20.0000 80.00 MATTHEW LEWIN 10/26/2025 10/21/2025 TESTING/OBSERVATION- UTILITY TRENCH 4.00 135.0000 540.00 MATTHEW LEWIN 10/26/2025 10/21/2025 TRUCK AND NUCLEAR GAUGE 4.00 20.0000 80.00 NEAL BERLINER 10/26/2025 10/22/2025 PROJECT MANAGEMENT QA/QC 1.00 175.0000 175.00 MICHAEL CARPENTER 10/26/2025 10/22/2025 TESTING/OBSERVATION- UTILITY TRENCH 4.00 135.0000 540.00 MICHAEL CARPENTER 10/26/2025 10/22/2025 TRUCK AND NUCLEAR GAUGE 4.00 20.0000 80.00 MATTHEW LEWIN 10/26/2025 10/24/2025 TESTING/OBSERVATION- UTILITY TRENCH 4.00 135.0000 540.00 MATTHEW LEWIN 10/26/2025 10/24/2025 TRUCK AND NUCLEAR GAUGE 4.00 20.0000 80.00 AMANDA FAIR 10/26/2025 10/24/2025 SCHEDULING/DISPATCH/FIELD SUPPORT 0.50 95.0000 47.50 BRANDON CROW 11/2/2025 10/27/2025 TESTING/OBSERVATION- UTILITY TRENCH 7.50 135.0000 1,012.50 BRANDON CROW 11/2/2025 10/27/2025 TRAVEL TO SITE 0.50 135.0000 67.50 BRANDON CROW 11/2/2025 10/27/2025 TRUCK AND NUCLEAR GAUGE 7.50 20.0000 150.00 NEAL BERLINER 11/2/2025 10/29/2025 PROJECT MANAGEMENT QA/QC 1.00 175.0000 175.00 MATTHEW LEWIN 11/2/2025 10/29/2025 TESTING/OBSERVATION- UTILITY TRENCH 4.00 135.0000 540.00 MATTHEW LEWIN 11/2/2025 10/29/2025 TRUCK AND NUCLEAR GAUGE 4.00 20.0000 80.00 AMANDA FAIR 11/2/2025 10/29/2025 SCHEDULING/DISPATCH/FIELD SUPPORT 1.00 95.0000 95.00 MATTHEW LEWIN 11/2/2025 10/30/2025 TESTING/OBSERVATION- UTILITY TRENCH 6.00 135.0000 810.00 MATTHEW LEWIN 11/2/2025 10/30/2025 TRAVEL TO SITE 0.50 135.0000 67.50 MATTHEW LEWIN 11/2/2025 10/30/2025 TRUCK AND NUCLEAR GAUGE 6.00 20.0000 120.00 MATTHEW LEWIN 11/2/2025 10/31/2025 TESTING/OBSERVATION- UTILITY TRENCH 7.50 135.0000 1,012.50 MATTHEW LEWIN 11/2/2025 10/31/2025 TRAVEL TO SITE 0.50 135.0000 67.50 MATTHEW LEWIN 11/2/2025 10/31/2025 TRUCK AND NUCLEAR GAUGE 7.50 20.0000 150.00 MATTHEW LEWIN 11/9/2025 11/3/2025 TESTING/OBSERVATION- UTILITY TRENCH 4.00 135.0000 540.00 MATTHEW LEWIN 11/9/2025 11/3/2025 TRUCK AND NUCLEAR GAUGE 4.00 20.0000 80.00 AMANDA FAIR 11/9/2025 11/3/2025 SCHEDULING/DISPATCH/FIELD SUPPORT 1.00 95.0000 95.00 MATTHEW LEWIN 11/9/2025 11/4/2025 TESTING/OBSERVATION- UTILITY TRENCH 4.00 135.0000 540.00 MATTHEW LEWIN 11/9/2025 11/4/2025 TRUCK AND NUCLEAR GAUGE 4.00 20.0000 80.00 Sierra Madre Library Expansion Project
Geo-Con: Geo-technical Services - Construction Phase
12/22/2025
Employee / Vendor / Client Name Posting Date Transaction Date Activity Type Name Quantity Effort Rate Effort Subtotals Comment ROBERTO PEREZ BARRERA 11/9/2025 11/5/2025 TESTING/OBSERVATION- UTILITY TRENCH 4.00 135.0000 540.00 ROBERTO PEREZ BARRERA 11/9/2025 11/5/2025 TRUCK AND NUCLEAR GAUGE 4.00 20.0000 80.00 NEAL BERLINER 11/9/2025 11/6/2025 PROJECT MANAGEMENT QA/QC 1.00 175.0000 175.00 MATTHEW LEWIN 11/9/2025 11/6/2025 TESTING/OBSERVATION- UTILITY TRENCH 4.00 135.0000 540.00 MATTHEW LEWIN 11/9/2025 11/6/2025 TRUCK AND NUCLEAR GAUGE 4.00 20.0000 80.00 JACOB BERLINER 11/9/2025 11/7/2025 TRAVEL TO SITE 0.50 135.0000 67.50 JACOB BERLINER 11/9/2025 11/7/2025 TESTING/OBSERVATION- UTILITY TRENCH 5.50 135.0000 742.50 JACOB BERLINER 11/9/2025 11/7/2025 TRUCK AND NUCLEAR GAUGE 5.50 20.0000 110.00 NEAL BERLINER 11/16/2025 11/10/2025 PROJECT MANAGEMENT QA/QC 1.00 175.0000 175.00 VICTOR GONZALEZ GOMEZ 11/16/2025 11/10/2025 TESTING/OBSERVATION- UTILITY TRENCH 7.00 135.0000 945.00 VICTOR GONZALEZ GOMEZ 11/16/2025 11/10/2025 TRAVEL TO SITE 0.50 135.0000 67.50 VICTOR GONZALEZ GOMEZ 11/16/2025 11/10/2025 TRUCK AND NUCLEAR GAUGE 7.00 20.0000 140.00 MATTHEW LEWIN 11/16/2025 11/12/2025 TESTING/OBSERVATION- UTILITY TRENCH 4.00 135.0000 540.00 MATTHEW LEWIN 11/16/2025 11/12/2025 TRUCK AND NUCLEAR GAUGE 4.00 20.0000 80.00 MATTHEW LEWIN 11/16/2025 11/13/2025 TESTING/OBSERVATION- UTILITY TRENCH 4.00 135.0000 540.00 MATTHEW LEWIN 11/16/2025 11/13/2025 TRUCK AND NUCLEAR GAUGE 4.00 20.0000 80.00 MATTHEW LEWIN 11/23/2025 11/19/2025 TESTING/OBSERVATION- GRADING 4.00 135.0000 540.00 MATTHEW LEWIN 11/23/2025 11/19/2025 TRUCK AND NUCLEAR GAUGE 4.00 20.0000 80.00 MATTHEW LEWIN 12/7/2025 12/2/2025 TRAVEL TO SITE 0.50 135.0000 67.50 MATTHEW LEWIN 12/7/2025 12/2/2025 TESTING/OBSERVATION- GRADING 7.50 135.0000 1,012.50 MATTHEW LEWIN 12/7/2025 12/2/2025 TRUCK AND NUCLEAR GAUGE 7.50 20.0000 150.00 686.00 57,828.75 $ 25,686.25 Additional services provided since $32,000 was exhausted 6-22-25 $ 23,313.75 Project Services remaining to complete the project $ 49,000.00 Revised CO1 (assuming 53 cummalitive days after 6/6/2025) sent 12/12/2025 for $49,000.00

CITY OF
SIERRA
MADRE

STAFF REPORT
{{ASSIGNEDDEPARTMENT}}
DATE: January 27, 2026
TO: Honorable Mayor and City Council
FROM: AgendaLink, Support
By: AgendaLink, Support
SUBJECT:

Revised Amendment No. 1 to the Professional Services Agreement with Vertex Companies, LLC for construction management and oversight services for the Library Remodel and Construction Expansion Project

RECOMMENDATION
It is recommended that the City Council (adopt, approve, introduce, receive and file, etc.)...

SUMMARY
[Provide summary information about staff report here, including background on historical city actions....]

DISCUSSION & ANALYSIS
[Explain what the department is requesting, why this action is necessary, what the benefits are, trade-offs, pros & cons, and alternatives. If sub-headers are needed use italics such as Traffic Study, Development Impact, etc.]

STRATEGIC PLAN RELATIONSHIP
[Provide the strategic plan relationship here in summary format only...]

ENVIRONMENTAL ANALYSIS
[Generally, most actions will not impact CEQA and the following standard language must be used. If your project has a different categorical exemption or is not exempt, provide the appropriate detail...] The proposed action does not constitute as a project under the California Environmental Quality Act (“CEQA”), based on Section 15061(b)(3) of the CEQA Guidelines, as it can be determined with certainty that it will have no impact on the environment.

FISCAL IMPACT
[Provide an analysis on the impact of the activity and its relationship to the General Fund or any other funding source where the action will have an impact. If there is no impact, then simply state "There is no impact to the General Fund as a result of the recommended action."]
Approved by:
___________________________
Michael Bruckner
City Manager
Attachments
11 f. Revised Amendment No. 1 to the Professional Services with Vertex.pdf

CITY OF

SIERRA MADRE STAFF REPORT

PUBLIC WORKS SERVICES
DATE: January 27, 2026
TO: Honorable Mayor and City Council
FROM: Miguel Hernandez, Assistant City Manager/Interim Public Works Director By: Brian A. Dickinson, Public Works Project Manager
SUBJECT: Revised Amendment No. 1 to the Professional Services Agreement with The Vertex Companies, LLC for Construction Management and Oversight Services for the Library Remodel and Construction Expansion Project

RECOMMENDATION
It is recommended that the City Council approve Revised Amendment No. 1 to the Professional Services Agreement with The Vertex Companies, LLC, in the amount of $125,200, for additional testing, inspection, and construction management services associated with the Library Remodel and Construction Expansion Project.

SUMMARY
At its February 13, 2024, meeting, the City Council approved a Consulting Services Agreement with The Vertex Companies, LLC (“Vertex”) to provide construction management and oversight services for the Library Remodel and Construction Expansion Project. The Agreement commenced on March 11, 2024, and is scheduled to terminate on July 1, 2026, with a not-toexceed amount of $532,000.

Public Works is requesting City Council authorization to approve an Amendment No. 1 to the Agreement in the amount of $125,200. The revised amendment consolidates previously authorized administrative changes and incorporates additional unanticipated testing, inspection, and construction management support required during the project closeout phase.

DISCUSSION & ANALYSIS
The original Agreement with Vertex established a not-to-exceed amount of $532,000 for construction management and oversight services for the Library Remodel and Construction Expansion Project. Subsequent to the original approval, Amendment No. 1 in the amount of $55,875 was administratively executed to address additional project needs that arose during Revised Amendment No. 1 to the Professional Services Agreement with The Vertex Companies January 27, 2026

Page 2 of 3 ends

construction; however, this amendment was not previously presented to the City Council for formal approval.

As the project progressed, further unanticipated testing, inspection, and construction management services became necessary due to the complexity, duration, and technical requirements of the project, particularly as it enters the closeout phase. These services are critical to ensuring code compliance, completion of punch-list items, and proper documentation for project acceptance.

To ensure transparency, adherence to City contracting policies, and continuity of services, Public Works is recommending approval of a Revised Amendment No. 1, which supersedes the prior administrative amendment and consolidates all additional services into a single amendment totaling $125,200.

Approval of the revised amendment will:
 Ensure required testing and inspection services are completed in compliance with applicable building codes and construction standards;
 Provide continued construction management oversight during the critical project closeout phase;
 Reduce the risk of construction deficiencies, delays, or incomplete closeout documentation; and
 Maintain accountability, quality assurance, and adherence to the approved project schedule

STRATEGIC PLAN RELATIONSHIP
Approval of this item supports Strategy IG 1.3 – Library Renovation, Infrastructure, and Growth Management, by ensuring successful completion and long-term operational readiness of a key community facility.

ENVIRONMENTAL ANALYSIS
The proposed action does not constitute a “project” under the California Environmental Quality Act (CEQA) pursuant to CEQA Guidelines Section 15061(b)(3), as it can be determined with certainty that the action will not have a significant effect on the environment.

FISCAL IMPACT
The original Agreement with The Vertex Companies, LLC was approved with a not-to-exceed amount of $532,000. Approval of Amendment No. 1 in the amount of $125,200 increases the total contract authority to $657,200, representing approximately 6.2% of the total estimated Revised Amendment No. 1 to the Professional Services Agreement with The Vertex Companies January 27, 2026

Page 3 of 3 ends

construction cost of $10,545,700. Of the amendment amount, approximately $95,200 is attributable to additional testing and inspection services. Funding for the revised amendment is included within the approved project budget, and there is no additional impact to the General Fund beyond previously authorized appropriations.

Approved by:
___________________________
Michael Bruckner
City Manager
Attachment(s):

1. Revised Amendment No. 1 with Vertex
431658.1

FIRST AMENDMENT TO

PROFESSIONAL SERVICES AGREEMENT

FOR CONSULTANT SERVICES
This First Amendment to Professional Services Agreement for Consultant Services (“Amendment”) is entered into by and between the City of Sierra Madre, a California municipal corporation (“City”), and The Vertex Companies, LLC., a California Corporation (“Consultant”), (collectively, “Parties”).

RECITALS
A. On March 12, 2024, the City entered into a Professional Services Agreement with Consultant to provide the City with construction management services for the Library Construction Project, including construction management oversite and inspection services including sub-contracting for inspection services (“Agreement”).

B. As the Library Construction Project progressed, further unanticipated testing, inspection, and construction management services became necessary due to the complexity, duration, and technical requirements of the project, particularly as it enters the closeout phase. These services are critical to ensuring code compliance, completion of punch-list items, and proper documentation for project acceptance.

C. The parties desire to amend this Agreement to include this additional work and to increase the compensation authorized under the Agreement.

AMENDMENTS

1. AMENDMENT: Section 3.4 (Maximum Amount) of Section 3 (Definitions) of the Agreement is amended to read as follows, with underlined text denoting additions and struck-through text denoting deletions:

Section 3.4 “Maximum Amount”: The highest total compensation and costs payable to Consultant by City under this Agreement. The Maximum Amount under this Agreement is $657,200.
.

2. INTEGRATION: This Amendment amends the Agreement and, except as specifically amended hereby, the Agreement shall remain in full force and effect.

3. SEVERABILITY: If any provision of this Amendment is held by a court of competent jurisdiction to be invalid, void, or unenforceable, the remaining provisions shall nevertheless continue in full force and effect.
431658.1
IN WITNESS WHEREOF, this Amendment shall be executed by the representatives of the Parties authorized to do so and shall take effect upon the dates set forth below. “City”
City of Sierra Madre
By:_______________________
Michael Bruckner
City Manager
Date: _____________________
“Contractor”
The Vertex Companies, LLC.

By:_______________________
J.L. Summerlin
Vice President
Date: _____________________
Attest:

By:_______________________
Laura Aguilar, City Clerk
Date: _____________________
Approved as to form:

By:_______________________
Aleks R. Giragosian, City Attorney
Date: _____________________

CITY OF

SIERRA MADRE STAFF REPORT

FIRE DEPARTMENT
DATE: January 27, 2026
TO: Honorable Mayor and City Council
FROM: Brent Bartlett, Fire Chief
SUBJECT: Resolution No. 26-10 Adopting the 2025 City of Sierra Madre Local Hazard Mitigation Plan

RECOMMENDATION
It is recommended that the City Council adopt Resolution No. 26-10, approving the 2025 City of Sierra Madre Local Hazard Mitigation Plan (LHMP), and authorize staff to submit the adoption documentation to the Federal Emergency Management Agency (FEMA) for final approval.

SUMMARY
The Local Hazard Mitigation Plan (LHMP) is a federally required planning document that identifies natural and human-caused hazards affecting the City of Sierra Madre, and establishes long-term strategies to reduce risks to life, property, critical infrastructure, and the environment.

The City has completed its required five-year update to the LHMP in accordance with the Disaster Mitigation Act of 2000 and Title 44 of the Code of Federal Regulations (CFR), Part 201.6. On December 22, 2025, FEMA issued an Approvable Pending Adoption (APA) determination for the City’s updated LHMP, confirming that the Plan meets all federal requirements and is eligible for final approval upon adoption by the City Council.

Adoption of the LHMP is the final step necessary to maintain the City’s eligibility for FEMA Hazard Mitigation Assistance grant programs.

DISCUSSION & ANALYSIS
Federal law requires local jurisdictions to adopt and maintain a FEMA-approved Local Hazard Mitigation Plan as a condition of eligibility for federal hazard mitigation funding. These funds support projects that reduce long-term risks from disasters such as wildfires, earthquakes, flooding, severe weather, and other hazards.

Resolution No. 26-10 Adopting the 2025 City of Sierra Madre Local Hazard Mitigation Plan January 27, 2026

Page 2 of 3 ends

The 2025 City of Sierra Madre Local Hazard Mitigation Plan was developed through a collaborative planning process led by the Fire Department, with participation from City departments and stakeholders. The Plan includes:
 A comprehensive assessment of hazards and associated risks affecting the City;  An evaluation of vulnerabilities to people, property, and critical facilities;  A mitigation strategy identifying prioritized actions and projects to reduce risk; and  A framework for ongoing plan maintenance and implementation.

FEMA’s Approvable Pending Adoption determination confirms that the Plan satisfies all federal mitigation planning requirements; however, FEMA cannot grant final approval until the Plan is formally adopted by the City Council. FEMA requires that adoption documentation be submitted within one calendar year of the APA letter date. Failure to do so would require the Plan to be updated and resubmitted for review.

Adoption of the LHMP allows the City to remain eligible for FEMA Hazard Mitigation Assistance programs, including the Hazard Mitigation Grant Program (HMGP), Building Resilient Infrastructure and Communities (BRIC), and Flood Mitigation Assistance (FMA). These programs provide critical funding opportunities to support wildfire mitigation, infrastructure hardening, emergency preparedness, and other resilience projects that align with the City’s public safety and fiscal responsibility goals.

STRATEGIC PLAN RELATIONSHIP
Adoption of the LHMP supports the City’s Strategic Plan goal of Public Safety by strengthening disaster preparedness, reducing long-term risk, and improving the City’s ability to secure external funding for mitigation projects that protect the community.

ENVIRONMENTAL ANALYSIS
The proposed action does not constitute as a project under the California Environmental Quality Act (“CEQA”), based on Section 15061(b)(3) of the CEQA Guidelines, as it can be determined with certainty that it will have no impact on the environment.

FISCAL IMPACT
There is no impact to the General Fund as a result of adopting Resolution No. 26-10.

Resolution No. 26-10 Adopting the 2025 City of Sierra Madre Local Hazard Mitigation Plan January 27, 2026

Page 3 of 3 ends

Approved by:
___________________________
Michael Bruckner
City Manager
Attachment(s):

1. Resolution No. 26-10

2. FEMA’s Hazard Mitigation Plan Approvable Pending Adoption Letter

3. Sierra Madre LHMP 2025
273249.1
RESOLUTION NO. 26-10

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF
SIERRA MADRE CALIFORNIA, ADOPTING THE 2025 CITY OF

SIERRA MADRE LOCAL HAZARD MITIGATION PLAN

RECITALS
WHEREAS, the City of Sierra Madre is vulnerable to natural and human-caused hazards that may result in loss of life, injury, property damage, economic hardship, and threats to public health and safety; and; WHEREAS, the Disaster Mitigation Act of 2000 (Public Law 106-390) and Title 44 of the Code of Federal Regulations, Part 201, require local governments to adopt a FEMA-approved Local Hazard Mitigation Plan as a condition of eligibility for federal hazard mitigation assistance; and;
WHEREAS, the City of Sierra Madre has prepared the 2025 Local Hazard Mitigation Plan, which identifies hazards, assesses risks and vulnerabilities, and establishes mitigation strategies to reduce long-term impacts from disasters; and; WHEREAS, the Local Hazard Mitigation Plan was developed through a planning process that included City staff participation and public involvement, consistent with federal mitigation planning requirements; and;
WHEREAS, on December 22, 2025, the Federal Emergency Management Agency (FEMA) issued a determination that the City of Sierra Madre Local Hazard Mitigation Plan is Approvable Pending Adoption; and; WHEREAS, FEMA requires formal adoption of the Local Hazard Mitigation Plan by the City Council in order to grant final approval and maintain eligibility for funding under FEMA’s Hazard Mitigation Assistance programs.

THEREFORE, THE CITY COUNCIL OF THE CITY OF SIERRA MADRE, CALIFORNIA, DOES RESOLVE AS FOLLOWS:

SECTION 1. Recitals. The Recitals above are true and correct and incorporated herein by reference.

SECTION 2. Adoption of Local Hazard Mitigation Plan. The 2025 City of Sierra Madre Local Hazard Mitigation Plan is hereby adopted.

SECTION 3. Authorization to Submit Adoption Documentation. City staff are authorized and directed to submit this Resolution and all required adoption documentation to FEMA Region IX for final approval of the Local Hazard Mitigation Plan.

SECTION 4. Plan Implementation and Use. The adopted Local Hazard Mitigation Plan shall serve as a guiding document for hazard mitigation planning and 273249.1
implementation within the City of Sierra Madre.

SECTION 5. CEQA. The adoption of the Local Hazard Mitigation Plan does not constitute a project under the California Environmental Quality Act (CEQA) pursuant to CEQA Guidelines Section 15061(b)(3), as it can be seen with certainty that there is no possibility that the action may have a significant effect on the environment.

SECTION 6. Severability. If any sections, subsections, subdivisions, paragraph, sentence, clause or phrase of this Resolution or any part hereof or exhibit hereto is for any reason held to be invalid, such invalidity shall not affect the validity of the remaining portions of this Resolution or any part thereof or exhibit thereto. The City Council hereby declares that it would have passed each section, subsection, subdivision, paragraph, sentence, clause or phrase hereof, irrespective of the fact that anyone or more sections, subsections, subdivisions, paragraph, sentences, clauses or phrases be declared invalid.

SECTION 7. Certification. Pursuant to Government Code Section 36932, the City Clerk shall certify the passage, approval, and adoption of this Resolution by the City Council.

SECTION 8. Effective Date. This Resolution shall take effect immediately upon adoption.

PASSED, APPROVED, AND ADOPTED this 27th day of January, 2026.

Kristine Lowe, Mayor
I HEREBY CERTIFY the foregoing Resolution was duly passed, approved, and adopted by the City Council of the City of Sierra Madre, California, at a meeting held on the 27th day of January by the following vote:

AYES:

NOES:

ABSENT:

ABSTAINED:

Laura Aguilar, City Clerk
U.S. Department of Homeland Security
FEMA Region 9
1111 Broadway, Suite 1200
Oakland, CA 94607-4052
www.fema.gov
December 22, 2025
Brent Bartlett
Fire Chief
Fire Department
242 W. Sierra Madre Boulevard
Sierra Madre, CA 91024
Reference: Hazard Mitigation Plan Approvable Pending Adoption City of Sierra Madre, CA
Dear Brent Bartlett:

The Federal Emergency Management Agency (FEMA) has completed its review of the 2025 City of Sierra Madre Hazard Mitigation Plan and has determined that the plan is eligible for final approval, pending its formal adoption by the City of Sierra Madre.

Formal adoption documentation must be submitted to FEMA Region 9 within one calendar year from the date of this letter. If the adoption is not received within that timeframe, the plan must be updated and resubmitted for review.

FEMA will issue formal approval of the plan upon receipt of the adoption documentation.

Adoption of the plan is required to maintain eligibility for funding under FEMA’s Hazard Mitigation Assistance (HMA) programs. All funding requests will be evaluated individually based on the specific eligibility criteria and requirements of the applicable HMA program.

Please note that while local hazard mitigation plans may include additional content to meet Element H: Additional State Requirements or other local objectives, FEMA’s Approvable Pending Adoption (APA) status does not constitute review or approval of any content exceeding FEMA’s standard mitigation planning requirements.

If you have any questions regarding the planning or review processes, please contact the FEMA Region 9 Hazard Mitigation Planning Team at [email protected].

Sincerely,
For Alison Kearns
Planning and Implementation Branch Chief
Mitigation Division
FEMA Region 9
ZACHARY M MALCARNE Digitally signed by ZACHARY M

MALCARNE
Date: 2025.12.22 12:04:05 -08'00'
City of Sierra Madre Hazard Mitigation Plan Approvable Pending Adoption Notice December 22, 2025

Page 2 of 2 ends

www.fema.gov
Enclosure (1)
City of Sierra Madre Plan Review Tool, dated December 22, 2025 cc: Robyn Fennig, State Hazard Mitigation Officer, California Governor’s Office of Emergency Services
Victoria LaMar-Haas, Hazard Mitigation Planning Chief, California Governor’s Office of Emergency Services
October anua 20, 2025 | Hazard Mitigation Plan
Hazard Mitigation Plan | 2025
Cover and Table of Contents
- 2 -
Credits
Hazard Mitigation Planning Team
Name Department - Division Position (*also a resident)
City of Sierra Madre
Brent Bartlett, Planning Team Chair Fire Department Fire Chief Laura Aguilar City Manager’s Office Deputy City Manager / City Clerk Gustavo Barrientos Police Department Police Chief
Michael Bruckner City Manager’s Office City Manager
James Carlson Public Works Department Management Analyst Miguel Hernandez City Manager’s Office Assistant City Manager Amy Hsu Fire Department Administrative Analyst
Clare Lin Planning & Community Preservation
Department
Director of Planning & Community
Preservation
Anthony Rainey Finance Department Finance Director
Leila Regan Library City Librarian
Jose Reynoso City Manager’s Office City Manager (former) Bob Spears Fire Department Emergency Services Manager*
Arnulfo Yanez Public Works Department Director of Public Works Emergency Planning Consultants
Carolyn J. Harshman Emergency Planning Consultants Planning Director Jill Caputi Independent Contractor Planning Associate and Mapping Analyst
Megan Fritzler Independent Contractor Planning Assistant Point of Contact
To request information or provide comments regarding this mitigation plan, please contact:

Name and Position Title Brent Bartlett, Fire Chief
Email [email protected]
Mailing Address 242 W. Sierra Madre Boulevard, Sierra Madre, CA, 91024 Telephone Number (626) 355-3611 x601
Hazard Mitigation Plan | 2025
Cover and Table of Contents
- 3 -
Consulting Services
Emergency Planning Consultants
✓ Planning Director: Carolyn J. Harshman, MPA, CEM
✓ Planning Associate and Mapping Analyst: Jill Caputi, MS, CEM ✓ Planning Assistant: Megan R. Fritzler, BA
3665 Ethan Allen Avenue
San Diego, California 92117
Cell: 858-922-6964
[email protected]
www.carolynharshman.com
Acknowledgements
City Council
✓ Robert Parkhurst, Mayor
✓ Kristine Lowe, Mayor Pro Tem
✓ Edward Garcia, Council Member
✓ Gene Goss, Council Member
✓ Kelly Kriebs, Council Member
Mapping
The maps in this plan were provided by the City of Sierra Madre, County of Los Angeles, Federal Emergency Management Agency (FEMA), or were acquired from public sources. Care was taken in the creation of the maps contained in this plan, however they are provided "as is". The City of Sierra Madre cannot accept any responsibility for any errors, omissions or positional accuracy, and therefore, there are no warranties that accompany these products (the maps). Although information from land surveys may have been used in the creation of these products, in no way does this product represent or constitute a land survey. Users are cautioned to field-verify information on this product before making any decisions.

Mandated Content
In an effort to assist the readers and reviewers of this document, the jurisdiction has inserted “markers” emphasizing mandated content as identified in the Disaster Mitigation Act of 2000 (Public Law – 390). The following is a sample marker:
*EXAMPLE*
Q&A | ELEMENT A: PLANNING PROCESS | A1-a.

Q Does the plan document how the plan was prepared, including the schedule or time frame and activities that made up the plan’s development, as well as who was involved? (Requirement 44 CFR § 201.6(c)(1))
A:

Hazard Mitigation Plan | 2025
Cover and Table of Contents
- 4 -
Table of Contents
Credits Page 2
Executive Summary Page 5
Element A: Planning Process Page 7
Element B: Risk Assessment Page 24
Element C: Mitigation Strategy Page 105
Element D: Plan Maintenance Page 145
Element E: Plan Update Page 151
Element F: Plan Adoption Page 155
Attachments Page 156
Hazard Mitigation Plan | 2025
Executive Summary
- 5 -
Executive Summary
The City of Sierra Madre’s Hazard Mitigation Plan (HMP) is a strategic framework designed to reduce the loss of life and property by lessening the impact of disasters. The primary goal of the HMP is to identify potential hazards, assess their risks, and implement long-term strategies to mitigate their effects on a community. This comprehensive plan involves a systematic process of identifying hazards, evaluating vulnerabilities, and developing actions to minimize the damage and disruption caused by natural hazard events.

Before we go into the details of the planning process, it’s important to define hazard mitigation as actions taken to minimize or eliminate threats associated with hazards.

In 2019, the National Institute of Building Sciences
issued an update to its landmark report “Natural
Hazard Mitigation Saves”. The study analyzed the
benefit cost ratio of a range of mitigation activities
including mitigation planning and building retrofits.

The findings revealed a dramatic return on investment.

For mitigation activities, every dollar spent yielded a six dollar return on avoided losses in the future. For
building retrofits, every dollar spent yielded a four
dollar return on avoided losses in the future.

FEMA’s mitigation website recommends 4 steps in the overall planning process: Step #1 is to organize the planning process and resources. Step #2 is to assess risks and capabilities. Step #3 is to develop a Mitigation Strategy. Step #4 is to Adopt and Implement the Plan.

FEMA’s April 11, 2025, Local Mitigation Planning Policy Guide divides requirements into seven elements including A - Planning Process, B - Risk Assessment, C - Mitigation Strategy, D - Plan Maintenance, E - Plan Update, F - Plan Adoption, G - High Hazard Potential Dams.

Element A: Planning Process lays out how the plan was developed, who was involved and what data and information were used to build the plan. Much of the content focuses on the robust community outreach process. In developing the HMP, a Planning Team was formed to undertake a detailed analysis of the City’s unique risks and challenges. The Team included department representatives from the Fire, City Manager, Police, Public Works, Planning and Community Preservation, Water, IT, and Finance. The Team met five times with the consultant, contributing to the Initial Draft Plan. In addition to the planning document itself, the Team developed and was actively involved in a community outreach strategy.

The planning process involved collaboration among adjoining local governments and special districts, businesses organization, residents, and other stakeholders to gather data, assess vulnerabilities, and prioritize mitigation actions. The process ensured that the City is better prepared to respond to and recover from disasters, while enhancing overall resilience.

Throughout the entire planning process, the Planning Team kept the public stakeholders informed of the Team’s progress and opportunities to provide input. These outreach activities began with a project briefing to the City Council on November 12, 2024, followed by press releases, social media postings, solicitations to participate in a mitigation survey, and to provide input to the First Draft Plan.

Hazard Mitigation Plan | 2025
Executive Summary
- 6 -
Once public and stakeholder input are incorporated, the Second Draft Plan will be submitted for a formal review by Cal OES and FEMA. That process will result in FEMA’s issuance of Approvable Pending Adoption. Next, the plan will need to be adopted by the City Council. Following submission of the resolution to adopt the plan, FEMA will issue a Letter of Approval which will grant eligibility for mitigation-related grants for a period of five years. The Planning Team will immediately begin the process of plan implementation which will continue with the tradition of sharing and incorporating input from customers and stakeholders.

The ability to communicate with others during a disaster is imperative for residents to be able to take the necessary precautions related to the disaster. When individuals do not speak the language in which emergency information is presented, it can negatively influence the individual’s ability to comprehend the situation and take appropriate action.

Element B: Risk Assessment is divided into three sub-sections: the City Profile, the Hazard Assessment, and the Vulnerability and Impacts. The City Profile describes the features of the planning area as a medium sized local government serving a predominately single-family community with neighborhood commercial.

The Hazard Analysis sub-section includes a comprehensive evaluation of the hazard events that could result in significant losses. In the case of Sierra Madre, the profiled hazards include earthquake, wildfire, power outage, windstorm, landslide, flood, and drought. The sub-section on Vulnerability and Impacts focuses on the City’s assets including people, structures, economy, natural, historic, and cultural resources, and activities that bring value to the community.

Element C: Mitigation Strategy includes a discussion on the plan’s goals as well as the jurisdiction’s existing capabilities to conduct mitigation activities. Also, the Mitigation Actions Matrix identifies more than 50 projects and policies that will create a more resilient community.

Element D: Plan Maintenance describes a planning process for the Planning Team to use once the plan is adopted and approved. Implementation of the mitigation action items, gathering updates on hazards, and keeping the public and stakeholders involved are the priorities for the 5- year life of the plan.

Element E: Plan Update content is applicable only to plans that are being updated from a previous FEMA-approved version. Required information would include significant changes in the jurisdiction’s built environment as well as changes in the jurisdiction’s priorities since the last version of the plan.

Element F: Plan Adoption identifies the process and documentation involved in the plan’s adoption by the City Council.

Element G: High Hazard Potential Dams is an optional section of the plan for those jurisdictions with critical infrastructure like dams and levees. This Element is required if a jurisdiction seeks funding from the High Hazard Potential Dams (HHPD) Grant Program. Since the City is not planning to seek monies through HHPD, Element G is not included.

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Element A: Planning Process
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Element A: Planning Process
Q&A | ELEMENT A: PLANNING PROCESS | A1-a.

Q: Does the plan document the planning process, including how it was prepared and who was involved in the process for each jurisdiction? (Requirement 44 CFR § 201.6(c)(1)) A: See Graphic A.1, Credits, Tables A.1-4, Plan Writing below.

Q&A | ELEMENT A: PLANNING PROCESS | A1-b.

Q: Does the plan list the jurisdiction(s) participating in the plan that seek approval, and describe how they participated in the planning process? (Requirement 44 CFR § 201.6(c)(1)) A: See Planning Process below.

Q&A | ELEMENT A: PLANNING PROCESS | A2-a.

Q: Does the plan identify all stakeholders involved or given an opportunity to be involved in the planning process, and how each stakeholder was presented with this opportunity? (Requirement 44 CFR § 201.6(b)(2))
A: See Table A.1, Stakeholder Outreach, Stakeholder Opportunities for Input by Category, Table A.3, Table A.4 below.

Q&A | ELEMENT A: PLANNING PROCESS | A3-a.

Q: Does the plan document how the public was given the opportunity to be involved in the planning process and how their feedback was included in the plan? (Requirement 44 CFR § 201.6(b)(1)) A: See Public Outreach, Table A.3, Table A.4 below.

Q&A | ELEMENT A: PLANNING PROCESS | A4-a.

Q: Does the plan document what existing plans, studies, reports, and technical information were reviewed for the development of the plan, as well as how they were 44 CFR § 201.6(b)(3)) incorporated into the document? (Requirement
A: See Use of Existing Data below.

Introduction
This Hazard Mitigation (HMP) update was prepared in response to the Disaster Mitigation Act of 2000 (DMA 2000). DMA 2000 (also known as Public Law 106-390) since 2005 has required state and local governments (including special districts and joint powers authorities) to prepare mitigation plans to document their mitigation planning process, and identify hazards, potential losses, mitigation needs, goals, and strategies. This type of planning supplements the City of Sierra Madre’s comprehensive land use planning and emergency management planning programs. The jurisdiction’s most recent HMP was approved by FEMA in 2020. Once adopted by the City Council and approved by FEMA, the Plan will ensure eligibility for Hazard Mitigation Grant Program (HMGP) and other funding requiring hazard mitigation plans.

Planning Area
The boundary of the City of Sierra Madre constitutes the planning area and the city government served as what FEMA refers to as the “planning participant.” Therefore, this is a single-jurisdiction plan.

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Element A: Planning Process
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Map A.1: Map of Planning Area
Source: Google Maps
Regulations and Guidance
DMA 2000 was designed to establish a national program for pre-disaster mitigation, streamline disaster relief at the federal and state levels, and control federal disaster assistance costs.

Congress believed these requirements would produce the following benefits:
✓ Reduce loss of life and property, human suffering, economic disruption, and disaster costs.
✓ Prioritize hazard mitigation at the local level with increased emphasis on planning and public involvement, assessing risks, implementing loss reduction measures, and ensuring critical facilities/services survive a disaster.
✓ Promote education and economic incentives to form community-based partnerships and leverage non-federal resources to commit to and implement long-term hazard mitigation activities.

Planning Approach
The four-step planning approach outlined below is from FEMA. It is the approach used by the Planning Team during the plan update.

Step 1: Organize the Planning Process and Resources
At the start, a state, local, tribal nation, or territorial government should focus on assembling the resources needed for a successful mitigation planning process. This includes securing technical expertise, defining the planning area, and identifying key individuals, agencies, neighboring jurisdictions, businesses, and/or other stakeholders to participate in the process. The planning process for local governments and tribal nations must include opportunities for the public to comment on the plan.

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Element A: Planning Process
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Graphic A.1: Planning Approach
Source: FEMA’s Hazard Mitigation Planning Website
Step 2: Assess Risks and Capabilities
Next, the state, local, tribal nation, or
territorial government needs to identify the
characteristics and potential consequences
of hazards. It is important to understand
what geographic areas the hazards might
impact and how people, property, or other
assets might be vulnerable. The four basic
components of a risk assessment are:
o Hazard identification
o Profiling of hazard events
o Inventory of assets
o Estimation of potential human and
economic losses based on the exposure
and vulnerability of people, buildings, and
infrastructure
Step 3: Develop a Mitigation Strategy
The state, local, tribal nation, or territorial
government then sets priorities and
develops long-term strategies for avoiding or minimizing the undesired effects of disasters. The strategy is based on an assessment of the unique set of regulatory, administrative, and financial capabilities to undertake mitigation. The mitigation strategy also includes a description of how the mitigation actions will be implemented and administered.

Step 4: Adopt and Implement the Plan
Once FEMA has received proof of adoption from the governing body, the plan will be approved by FEMA. Next, the state, local, tribal nation, or territorial government can bring the mitigation plan to life in a variety of ways, ranging from implementing specific mitigation actions to changing aspects of day-to-day organizational operations. To ensure success, the plan must remain a relevant, living document through routine maintenance. The state, local, tribal nation needs to conduct periodic evaluations to assess changing risks and priorities and make revisions as needed.

Planning Process
Planning Team
Throughout the entire planning process, the departments represented on the Planning Team served as stakeholders while also making a concerted effort to gather input and ideas from other stakeholders and the public.

The City’s Hazard Mitigation Planning Team was the core group of people responsible for:
• Developing and reviewing drafts of the plan
• Informing the risk assessment
• Developing the mitigation goals and strategy
• Submitting the plan for local adoption
• Promoting the project through various community outreach venues Hazard Mitigation Plan | 2025
Element A: Planning Process
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The City of Sierra Madre chose to build a Planning Team from city departments with expertise about the community’s assets as defined by FEMA to include people, structures (including community lifelines), economy, and other assets. Other assets include natural, historic, and cultural resources as well as activities bringing value to the community. Represented departments included the City Manager’s Office, Finance, Fire, IT, Planning and Community Preservation, Police, Public Works, and Water Departments.

The Planning Team worked with Emergency Planning Consultants to create the updated plan.

Planning Team members were sent email invitations on January 30, 2025, announcing the purpose of the Team and overall schedule and expectations. The department representatives on the Planning Team served as active stakeholders and contributors to the plan’s update.

Throughout the plan development process, the Team confirmed the planning approach, drafted and reviewed content, made revisions, and engaged members of the public. As indicated below, the meetings were designed to maximize contributions from the Team. Insights, opinions, and facts were gathered ranging from hazard history and rankings, capabilities, ongoing and future mitigation activities, and opportunities to engage the public through existing venues and meetings.

See Attachments for Planning Team Meeting Minutes.

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Element A: Planning Process
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Table A.1: Planning Team Level of Participation City of Sierra Madre Brent Bartlett, Planning Team Chair Laura Aguilar Gustavo Barrientos Michael BrucknerJames CarlsonMiguel HernandezAmy HsuClare LinAnthony RaineyLeila ReganJose ReynosoBob SpearsArnulfo YanezEmergency Planning ConsultantsCarolyn HarshmanJill CaputiMegan Fritzler Outreach – Announce
Upcoming Planning Process
at City Council
X
Research and Writing of Plan X X X X X X X X X X X X X X X X Planning Team Meeting #1 X X X X X X X
Outreach – Inform Public and
Stakeholders of Planning
Process and Encourage
Participation in Mitigation
Survey and Video
X X
Planning Team Meeting #2 X X X X X X X X X
Planning Team Meeting #3 X X X X X X X X
Planning Team Meeting #4 X X X X X X X X X X
Outreach – Inform Public and
Stakeholders of Opportunity to
Provide Input to the First Draft
Plan
Submit Second Draft Plan to
Cal OES and FEMA. Revise
as mandated
FEMA Issues Approvable
Pending Adoption
Outreach – Invite Public and
Stakeholders to Adoption
Meeting.

Post Final Draft Plan for City
Council meeting
Submit Resolution to FEMA
FEMA Issues Letter of
Approval
Incorporate Letter of Approval
into Final Plan
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Element A: Planning Process
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Table A.2: Project Timeline
Tasks
November 12, 2024December 2025January 2025February 12, 2025 Planning Team #1 February 19, 2025 Planning Team #2 March 12, 2025March 26, 2025 Planning Team #3 August 13, 2025 Planning Team #4September 23, 2025 Outreach - Announce Planning Process at
City Council
Research and Writing of Plan X
Planning Team Meeting #1 – Discuss
Outreach Strategy X
Planning Team Meeting #2 – Risk
Assessment
X
Outreach – Inform Public and Stakeholders
of Planning Process and Encourage
Participation in Mitigation Survey and Video
X
Planning Team Meeting #3 – Mitigation Action
Items
X
Planning Team Meeting #4 – Review Initial
Draft Plan
X
Outreach – Inform Public and Stakeholders
of Opportunity to Provide Input to First Draft
Plan
X
Submit Second Draft Plan to Cal OES and
FEMA. Revise as mandated
FEMA Issues Approvable Pending Adoption
Outreach – Invite Public and Stakeholders to
Adoption Meeting
Post Final Draft Plan for City Council Meeting
Submit Resolution to FEMA
FEMA Issues Letter of Approval
Incorporate Resolution and Letter of Approval
into Final Plan
Plan Writing
The first community outreach activity took place in November 12, 2024, during the announcement of the planning process to the City Council. The Planning Team’s first meeting was on February 12, 2025.

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Element A: Planning Process
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A total of four Planning Team Meetings gathered vital
information and insights. During the first meeting, the Community Outreach Strategy was developed. The
second meeting included a briefing on the progress of
the Community Outreach Strategy along with a
discussion on the initial Hazard Analysis. The third
meeting focused on providing updates to the 2020
capability assessment and Mitigation Actions Matrix.

An Initial Draft Plan was prepared by the consultant with considerable input from the Planning Team. The Initial
Draft Plan was distributed in advance of the fourth
meeting. The day of the meeting, the consultant
facilitated a discussion of the Initial Draft Plan while soliciting input, corrections, and other suggestions from the Planning Team.

On March 12, 2025, the second community outreach
event announced the availability of the Mitigation
Survey and Video. Flyers, email, and social media were used to inform the public and stakeholders of the planning process as well as asking for participation in the Survey and Video.

While the Video was designed to be informative,
the Survey was designed to provide guidance and
insights to the Planning Team on the hazards as
well as possible mitigation activities. A dedicated
website was created for the Hazard Mitigation
Plan. As Planning Team Meetings took place,
minutes and handouts were posted to the website.

Planning Team Meeting #4 reviewed the input
gathered from the Survey (see Attachments).

Next, the First Draft Plan was ready for notice and
distribution to the public and stakeholders. The
third outreach event took place in September
2025 which focused on the availability of the First
Draft Plan and the Team’s stated desire for input.

The Planning Team wanted to ensure gathering
as many perspectives as possible. Also, sharing
and gathering input served as an excellent means
to enlist local champions interested in mitigation
opportunities regarding their own homes and
businesses.

After documenting the input gathered on the First
Draft Plan, the Second Draft Plan was ready for submission to Cal OES and FEMA along with a request for a formal review and a determination of “approvable pending adoption”. Throughout the formal review process, the Planning Team and consultant completed amendments to the Plan as mandated by Cal OES and FEMA.

Hazard Mitigation Plan | 2025
Element A: Planning Process
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Upon receipt of FEMA’s Approvable Pending Adoption notice, the Final Draft Plan will be posted in advance of City of Sierra Madre’s City Council public meeting. During the fourth community outreach event, the public and stakeholders will be informed of the City Council meeting through email and social media. The purpose of the meeting will be to provide a public forum where additional comments can be gathered from the Council and attendees. The public meeting will include a presentation of a staff report and PowerPoint outlining the planning process and benefits of hazard mitigation. Staff will request the plan be adopted by the City Council and will follow up with forwarding a signed resolution to FEMA. Upon receipt of the proof of adoption, FEMA will issue a Letter of Approval.

Community Outreach Strategy
The planning process was powered by City staff, the public and stakeholders from across the private, public and non-governmental sectors. All of these resources were needed to assist with technical expertise, historical knowledge, and insights into hazards and mitigation strategies.

Stakeholder Outreach
The FEMA Handbook defines the need to identify specific stakeholders with a vested interest in the jurisdiction’s mitigation planning. Table A.3 defines each of the stakeholder categories as defined in the Handbook. Outreach to stakeholders was accomplished through direct emails and mail.

Table A.3: Stakeholder Categories Defined
Stakeholder Categories Defined
Local and Regional Agencies Involved in Hazard Mitigation Activities. Examples include public works, emergency management, local floodplain administration and Geographic Information Systems (GIS) departments.

Agencies that have the Authority to Regulate Development. Examples include zoning, planning, community and economic development departments, building officials, planning commission, and other elected officials.

Neighboring Communities. Examples include adjacent local governments, including special districts, such as those that are affected by similar hazard events or may share a mitigation action or project that crosses jurisdictional boundaries. Neighboring communities may be partners in hazard mitigation and response activities, or maybe where critical assets, such as dams, are located.

Businesses, Academia and other Private Organizations. Examples include a chamber of commerce, institutions of learning, private utilities or major employers that sustain community lifelines (providers of vital services in a community that when stabilized enable all other aspects of society to function).

Nonprofit Organizations and Community-Based Organizations. These organizations work directly with and/or provide support to underserved communities and socially vulnerable populations, among others. It is key to bringing partners to the table who can speak to the unique needs of these groups. Examples include housing, healthcare and social services agencies.

Hazard Mitigation Plan | 2025
Element A: Planning Process
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Table A.4 is the Stakeholder List by Category prepared by the Planning Team.

Table A.4: Stakeholder List by Category
Agency Name Department Name Individual’s Name Individual’s Job Title Local and Regional Agencies Involved in Hazard Mitigation Activities. Need to include agencies and departments identified with responsibilities on the Mitigation Actions Matrix.

City of Sierra Madre
Planning Team
City Manager Office Jose Reynoso City Manager
Miguel Hernandez Assistant City Manager
Laura Aguilar Deputy City Manager
Police Department Gustavo Barrientos Chief of Police
Fire Department Brent Bartlett Fire Chief
Public Works Arnulfo Yanez Public Works Director
Water Department Steven McGee Water Superintendent
Planning Clare Lin Director of Planning &
Community Preservation
Code Enforcement Clare Lin Director of Planning &
Community Preservation
Finance Anthony Rainey Finance Director
IT Department Oscar Millan Information Technology Manager Fire Department Bob Spears Emergency Services Manager
Office of Disaster
Management
Area D Diana Manzano-Garcia Disaster Management Area
Coordinator
City of Glendale Verdugo Fire
Communications
Center
Brian Murphy Fire Chief
Sierra Madre CERT Pat Alcorn President
Sierra Madre Search and
Rescue
Robert Klusman President
Los Angeles City Emergency
Management
Department
Jim McDonnell Chief of Police
Los Angeles County
Sheriff
Temple City Station Dispatch Temple City
Agencies with Authority to Regulate Development. Need to include agencies responsible for enforcing regulatory standards like zoning, building code, and general plan on buildings and facilities owned by the City.

Should include departments as well as any commissions or boards with authority to change standards.

City Council Robert Parkhurst Mayor
Kristine Lowe Mayor Pro Tem
Edward Garcia Council Member
Kelly Kriebs Council Member
Gene Goss Council Member
Sue Spears City Treasurer
Willdan Building and Safety Daren Raskin Deputy Director Fire Sandie Hastings Fire Marshall
Hong Tam Building and Safety Hog Tam Structural Engineer Hazard Mitigation Plan | 2025
Element A: Planning Process
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Agency Name Department Name Individual’s Name Individual’s Job Title Los Angeles County Fire Leticia Pacillas Community Services Liaison California State Department of Fish
and Wildlife
Jane McKeever Senior Environmental Scientist
Supervisor
Community Services
Commission
Lisa Carlson Chair
Roxanne Bartlett Vice Chair
Ashley Bonenfant Commissioner
Ann Palmer Commissioner
Geoffrey Woods Commissioner
Natural Resources
Commission
Allison Evans Chair
Jane Nelsen Commissioner
Kimberly Rodriguez Commissioner
Vicky Ryan Commissioner
William Patzert Commissioner
Planning Commission Tom Denison Chair
Pat Simcock Vice Chair
General
Senior Community
Commission
Patricia Krok Chair
Jacquie Pergola Vice Chair
Mary Carney Commissioner
Stephen Heydorff Commissioner
Marlene Enmark Commissioner
Neighboring Communities. Includes jurisdictions and special districts within the service area and adjoining jurisdictions.

Adjoining & Nearby
Cities
City of Arcadia City Manager Office Dominic Lazzaretto City Manager City of Pasadena City Manager Office Miguel Márquez City Manager City of Monrovia City Manager Office Dylan Feik City Manager City of San Marino City Manager Office Philippe Eskandar City Manager City of South Pasadena City Manager Office Sean Joyce City Manager City of San Gabriel City Manager Office Mark Lazzaretto City Manager City of Glendale City Manager Office Roubik Golanian City Manager City of Burbank City Manager Office Justin Hess City Manager Special Districts
(providing services to the
community)
Pasadena Unified School
District
Unknown Shannon Malone Senior Director
Business Organizations, Academia, and other Private Interests. Private Interests are community lifelines and major employers located in the service area.

Businesses
Organizations
Hazard Mitigation Plan | 2025
Element A: Planning Process
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Agency Name Department Name Individual’s Name Individual’s Job Title Chamber of Commerce Sierra Madre Chamber Chris Cimino President The Kensington Jodie Kendall Director of Community Relations Academia
Pasadena Unified School
District
Shannon Malone Senior Director
Sierra Madre Elementary
School
Jodi Marchesso Principal
Sierra Madre Middlw
School
Garret Newsom Principal
St. Rita School Jon McMaster Office Manager
The Gooden School Sam Enriquez Director, Facilities, Safety and Security
Bethany Christian School Jon Hawes Head of Bethany Christian School
Sierra Madre Community
Nursery School
Thais Anderson Director of Operations
Major Employers
The Kensington Jodie Kendall Director of Community Relations The British Home in
California, Ltd
Unknown Unknown
Taylor’s Ol’ Fashion
Market
Unknown Unknown
Poppy Cake Baking
Company
Unknown Unknown
The Only Place in Town Unknown Unknown
Nonprofit and Community-Based Organizations that work directly with and/or provide support to underserved communities and socially vulnerable populations. FEMA categorizes “socially vulnerable populations” as including but not limited to high poverty, limited access to a vehicle, age (very old or very young), limited English language skills, disability status, race, and ethnicity. The focus with this part of the list is to contact groups that have direct contact with socially vulnerable populations who can share information about the distribution of your materials.

Nonprofit
Organizations
Pasadena-Sierra Madre
YMCA
Kurt Knop Executive Director
Faith-Based
Organizations
Christ Church Sierra
Madre
Jonathan Wee Director of Outreach
Bethany Church of Sierra
Madre
Frank Schifani Front Office
St. Rita Catholic Parish Aida Saldaña Director of Parish Administration Sierra Madre United
Methodist Church
Administrative Assistant
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Element A: Planning Process
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Agency Name Department Name Individual’s Name Individual’s Job Title Disability Services
Agencies
Public Counsel Stephanie Carroll Directing Attorney
Health and Social
Services
Cancer Support
Community
Philip Herrera Office Manager
Service Clubs
Sierra Madre Rotary
Club
Robert
Stockly
President
Sierra Madre Kiwanis
Club
Judy Webb-Martin President
Sierra Madre Civic Club Colleen McKernan President
Community-Based
Organizations
Sierra Madre Woman’s
Club
Mary Carney
Sierra Madre Canyon Catherine Adde Canyon Captain
Other. List other individuals/agencies that are not specifically identified above that you like to include in the distribution of materials.

California State Senate Senator Pérez Office Edmundo Cuevas Chief of Staff California State
Assembly
Assembly Member Tom Steel Chief of Staff
U. S. House of
Representatives
Representative Judy
Chu Office
Ellen Hamilton Chief of Staff
City of Los Angeles Angeles National
Forest Services
Robert Garcia Fire Chief
Charter Spectrum Peter Hidalgo Director of Government Affairs Athens Services Brandon Stansell Government Liaison
Southern California
Edison
Thomas Wong Senior Advisor, Local Public
Affairs
Southern California Gas
Company
Jessica Alvarenga Manager, Public Affairs
SGV Municipal Water
District
Darin Kasamoto General Manager
Los Angeles County Public Works Dai Bui Area Engineer
Planning Amy Bodek Director
State of California Hazard Mitigation
Branch Director &
Building Code
Enforcement
Melissa Boudrye Chief
Public Outreach
Equally important are the individuals who reside, work, study, and play in the Sierra Madre community. Outreach to the public was accomplished through social media, flyers, public forums, newsletters, a dedicated website, and public postings.

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Element A: Planning Process
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Outreach Methods and Activities
The outreach methods identified in Table A.5 include an extensive list of activities utilized throughout the planning process.

Table A.5: Outreach Methods and Activities for Public and Stakeholders Outreach Methods and Activities (See Attachments
for samples)
Stakeholder Categories Public
Local and Regional Agencies Involved in Hazard MitigationAgencies with Authority to Regulate DevelopmentNeighboring Communities (including adjacent local governments and special districts)Businesses, Academia, and other Private OrganizationsNonprofit Organizations, CommunityBased Organizations Email or Mail to Stakeholders – direct communication
for each of the community outreach events.

X X X X X
Public Forums – City Council X X X
Flyer (electronic and hard copy)– shared via Website,
Social Media, and posted at: City Hall, Senior Center,
Community Center, City Facilities, Library, Local
Businesses on Sierra Madre Boulevard

X X X X X X
City’s Website – Posted plan- related documents and
community outreach materials.

X X X X X X
Social Media – Facebook, X, and Instagram X X X X X X
Local Newsletter – Village View X X X X X X
DMAC Area D Meetings X X X
Public and Stakeholder Input
Table A.6 provides details on the results of the Mitigation Survey as well as comments received via the website and the First Draft Plan. Any generalized comments are also included.

Input gathered from the public or stakeholders is listed in the right column. In addition to the input gathered, and how the information was utilized in the plan.

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Element A: Planning Process
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Table A.6: Public and Stakeholder Input
Date(s) of
Invite/Input
Agency, Recipient’s Name,
Position Title
Information Received and Incorporated into Plan
PUBLIC and STAKEHOLDERS
March
2025/March
2025
Received via website survey Information Received: Please see the Attachments.

Incorporated into Plan: Planning Team reviewed all of the results and comments gathered through the Survey. Information gathered influenced additions to the Mitigation Actions Matrix.

PUBLIC
September 23,
2025/October 7,
2025
Bob Spears, Resident Information Received: See Attachments for complete submission and annotated responses. Comments related to clarifications and corrections in Element B.

Incorporated into Plan: Element B – Risk Assessment and Vulnerability & Impacts – numerous changes.

September 23,
2025/October 8,
2025
Glenn Hickman, Resident Information Received: See Attachments for complete submission and annotated responses. Comments related to missing and existing content in Elements A, B, and E. Element A needs to include information in the City of Sierra Madre Eaton Fire Response AfterAction Report and Improvement Plan (AAR/IP) Incorporated into Plan: Element A – AAR/IP was added to “Use of Existing Documents”. Element B – Risk Assessment was revised to include more clarity on the purpose of the Calculated Priority Risk Index, Landslide (slope stabilization), and Vulnerability & Impacts – Structures. Element C – Mitigation-related actions in the Improvement Plan have been added to the Mitigation Actions Matrix. Element E Changes in Development.

September 23,
2025/September
24, 2025
Allen Ma, Resident Information Received: Email (see Attachments) with general questions and comments relating to use of 2020 HMP, historical disaster declarations, selected hazard profiles, structure vulnerability analysis, sharing mitigation resources with other communities, and engaging asset owners.

Incorporated into Plan: 2020 HMP was added to Element A:

Planning Process – Use of Existing Data. As for historical declarations – not all disasters receive both state and federal declarations. As for the hazard profiles, the Team and consultant spent considerable time researching and reviewing possible natural hazards. Debris flow is discussed under the Landslide Profile. FEMA regulations for HMPs do not require information on the specific structural status/improvements to the listed buildings and infrastructure. As for sharing mitigation resources, the Stakeholder List includes a robust collection of neighboring communities, utilities, businesses, and local / regional agencies involved in mitigation and development. As per FEMA regulations, this outreach is intended to inform asset owners of the City’s intentions to mitigation hazards for City-owned buildings and infrastructure. As for CEQA requirements, generally attorneys for local governments recommend a Negative Declaration since the Mitigation Action Items do not contain project-specific details.

September 23,
2025/September
27, 2025
Allen Ma, Resident Information Received: Email (see Attachments) with question about incorporating the Eaton Fire AAR/IP.

Incorporated into Plan: Although the AAR/IP was not included in the First Draft Plan, it has since been incorporated into the Second Draft Plan.

STAKEHOLDERS
Local and Regional Agencies Involved in Hazard Mitigation Activities Hazard Mitigation Plan | 2025
Element A: Planning Process
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Date(s) of
Invite/Input
Agency, Recipient’s Name,
Position Title
Information Received and Incorporated into Plan
September 23,
2025/October 7,
2025
City of Sierra Madre, Bob
Spears, Emergency Services
Manager
See Bob Spears, Resident comments above.

September 23,
2025/October
16, 2025
City of Sierra Madre, Debbie
Roberts, Associate Librarian
Information Received: Email (see Amendments) providing questions and clarifications with most relating to Element B: Risk Assessment.

Incorporated into Plan: Recommendations within the scope of the planning regulations were incorporated into the Second Draft Plan.

Agencies with Authority to Regulate Development
September 23,
2025/October 7,
2025
Los Angeles County Public
Works, Loni Eazell, Disaster
Services Specialist
Information Received: Email (see Attachments) providing clarifications and corrections to Element B: Risk Assessment – Hazard Profiles.

Incorporated into Plan: All of the clarifications and corrections have been incorporated into the plan.

September 23,
2025/October 7,
2025
Willdan Engineering
Company, Sandie Hastings,
Principal Project Manager
Information Received: Email stating “no comments”.

September 23,
2025/September
23, 2025
Sierra Madre Energy,
Environment and Natural
Resources Commission,
William Patzert,
Commissioner
Information Received: Email (see Attachments) providing serious concerns about the status of Eaton Canyon as an “all-natural” environment.

Incorporated into Plan: Eaton Canyon is not with Sierra Madre jurisdiction.

Neighboring Communities
None Received
Business Organizations, Academia, and Private Organizations None Received
Nonprofit Organizations and Community-Based Organizations None Received
Use of Existing Data
The Planning Team gathered and reviewed existing data and plans during plan writing and specifically noted as “sources”. Numerous documents were used to support the planning process:

City of Sierra Madre Hazard Mitigation Plan 2020
No longer posted online
Applicable Incorporation: The 2025 document contains numerous references and content from the 2020 HMP.

City of Sierra Madre Website 2025
https://www.sierramadreca.gov/
Applicable Incorporation: Department Information used in Element B: Risk Assessment - Capability Assessment, Element B: Risk Assessment - City Profile
Element B: Risk Assessment – Hazard Profiles
City of Sierra Madre General Plan 2015
https://www.sierramadreca.gov/cityhall/strategic_planning/general_plan Applicable Incorporation: Information about hazards contributed to Element B: Risk Assessment - City Profile, and Element B: Risk Assessment – Hazard Profiles.

Hazard Mitigation Plan | 2025
Element A: Planning Process
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City of Sierra Madre Safety Element 2023
https://www.sierramadreca.gov/cityhall/strategic_planning/general_plan Applicable Incorporation: Information about hazards contributed to Element B: Risk Assessment - City Profile, and Element B: Risk Assessment – Hazard Profiles.

City of Sierra Madre Circulation Element 2021
https://www.sierramadreca.gov/cityhall/strategic_planning/general_plan Applicable Incorporation: Information about the planning area used in Element B: Risk Assessment – City Profile
Sierra Madre Fire Department Annual Report 2025
https://www.cityofsierramadre.com/cms/One.aspx?portalId=212393&pageId=7371294 Element B: Risk Assessment – Hazard Profiles—Wildfire and Landslide County of Los Angeles General Plan 2035
https://planning.lacounty.gov/long-range-planning/general-plan/ Applicable Incorporation: Information about the planning area and geography used in Element B: Risk Assessment - City Profile, and Element B: Risk Assessment – Hazard Profiles.

Draft County of Los Angeles All-Hazards Mitigation Plan 2025 https://ceo.lacounty.gov/emergency-management/hazard-mitigation-planning-update/ Applicable Incorporation: Information about hazards in the County contributed to Element B: Risk Assessment – Identify Hazards.

State of California Hazard Mitigation Plan 2023
https://www.caloes.ca.gov/office-of-the-director/operations/recovery-directorate/hazard-mitigation/statemitigation-planning/ Applicable Incorporation: Hazard identification information used in Element B: Risk Assessment – Identify Hazards.

HAZUS Maps and Reports 2025
Created by Emergency Planning Consultants
Applicable Incorporation: Numerous HAZUS maps and reports have been included in Element B: Risk Assessment – Hazard Profiles - Earthquake.

National Flood Insurance Program 2025
www.fema.gov/national-flood-insurance-program
Applicable Incorporation: Element C: Mitigation Strategy – Capabilities.

California Department of Forestry and Fire Protection (CAL FIRE) 2025 https://www.fire.ca.gov/
Applicable Incorporation: Element B: Risk Assessment – Hazard Profiles - Wildfire.

California Department of Conservation 2025
www.conservation.ca.gov/cgs
Applicable Incorporation: Element B: Risk Assessment – Hazard Profiles – Earthquake, Landslide.

U.S. Geological Survey 2025
www.usgs.gov
Applicable Incorporation: Element B: Risk Assessment – Hazard Profiles – Earthquake, Landslide
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California’s Fourth Climate Change Assessment: Los Angeles Region Report 2019 https://www.ioes.ucla.edu/project/los-angeles-regional-climate-assessment/ Applicable Incorporation: Element B: Risk Assessment – Vulnerability and Impacts Assessment.

National Weather Service Website 2025
Applicable Incorporation: Element B: Risk Assessment – Hazard Profiles - Windstorm NOAA National Severe Storms Laboratory 2025
Applicable Incorporation: Element B: Risk Assessment – Hazard Profiles - Flooding Department of Water Resources, Division of Safety of Dams 2025 https://fmds.water.ca.gov/maps/damim/
Applicable Incorporation: Element B: Risk Assessment – Hazard Profiles – Flooding NOAA Storm Events Database 2025
https://www.ncdc.noaa.gov/stormevents/
Applicable Incorporation: Element B: Risk Assessment – Hazard Profiles - Wildfire.

U.S. Drought Monitor 2025
https://www.drought.gov/data-maps-tools/us-drought-monitor Applicable Incorporation: Element B: Risk Assessment – Hazard Profiles – Drought City of Sierra Madre Eaton Fire Response After Action Report and Improvement Plan 2025
https://www.sierramadreca.gov/cityhall/city_manager_s_office/transparency/sierra_madre_eaton_fire_after_ action_report
Applicable Incorporation: Element B: Risk Assessment – Hazard Profiles – Wildfire CalMatters – February 2025 How Debris Flows Endanger Fire Ravaged Communities
https://calmatters.org/environment/wildfires/2025/02/debris-flows-eaton-fire-la-montecito/ Applicable Incorporation: Element B: Risk Assessment – Hazard Profiles - Landslides Hazard Mitigation Plan | 2025
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Element B: Risk Assessment
Q&A | ELEMENT B: RISK ASSESSMENT | B1-a.

Q: Does the plan describe all natural hazards that can affect the jurisdiction(s) in the planning area, and does it provide the rationale if omitting any natural hazards that are commonly recognized to affect the jurisdiction(s) in the planning area? (Requirement 44 CFR § 201.6(c)(2)(i)) A: See Identify Hazards, Table B.1, Table B.2, Hazard Profiles, and Table B.5 below.

Q&A | ELEMENT B: RISK ASSESSMENT | B1-b.

Q: Does the plan include information on the location of each identified hazard? (Requirement 44 CFR § 201.6(c)(2)(i))
A: See Local Conditions, Map B.1 below.

Q&A | ELEMENT B: RISK ASSESSMENT | B1-c.

Q: Does the plan describe the extent for each identified hazard? (Requirement 44 CFR § 201.6(c)(2)(ii)) A: See Map B.2-B.4 below.

Q&A | ELEMENT B: RISK ASSESSMENT | B1-d.

Q: Does the plan include the history of previous hazard events for each identified hazard? (Requirement 44 CFR § 201.6(c)(2)(i))
A: See Previous Earthquakes Impacting City of Sierra Madre, Previous Earthquakes Impacting Los Angeles County, and Table B.7 below.

Q&A | ELEMENT B: RISK ASSESSMENT | B1-e.

Q: Does the plan include the probability of future events for each identified hazard? Does the plan describe the effects of future conditions, including the type, location and range of anticipated intensities of identified hazards? (Requirement 44 CFR § 201.6(c)(2)(i)) A: See Probability of Future Earthquakes
FEMA requires this part of the plan to include a description of the type, location, and extent of all natural hazards that can affect the jurisdiction. In addition, the plan includes information on previous occurrences of hazard events and on the probability of future hazard events. Also, the plan is required to include a summary of the jurisdiction’s vulnerability and the impacts on the community from the identified hazards. This includes the National Flood Insurance Program - insured structures that have been repetitively damaged by floods.

Element B: Risk Assessment is divided into three sections: 1) City Profile which provides a brief look at the history and facts about the community, 2) Risk Assessment which focuses on the hazards, and 3) Vulnerability and Impacts Assessment which analyzes the hazards and community assets.

Before delving into the hazards and vulnerability, the jurisdiction believes it is important to share history and background information in the form of a City Profile. Additional information on the assets (People, Structures, Economy, Natural/Historic/Cultural Resources, and Activities Bringing Value to the Community) can be found later in Element B: Risk Assessment – Vulnerability and Impacts Assessment.

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City Profile
The City is one of 29 cities in the San Gabriel Valley region of Los Angeles County. The City encompasses approximately 3.2 square miles with a population of 11,268 people, according to the 2020 census. It is located approximately 17 miles northeast of downtown Los Angeles at the base of the San Gabriel Mountains. Sierra Madre is bounded by the cities of Arcadia to the east and south, Pasadena to the west, and the Angeles National Forest to the north.

Sierra Madre’s General Plan - Circulation Element explains there are no regional transportation facilities located within the City boundaries of Sierra Madre. The City is served by Interstate 210 Foothill Freeway located approximately one‐half mile south of the City. The Los Angeles County Metropolitan Transportation Authority (Metro) maintains a local, on‐demand ridesharing service that serves Sierra Madre, Altadena, and Pasadena as well as nearby light rail service (the Sierra Madre Villa L Line Station is approximately two miles from the center of town and the Arcadia L Line Station is approximately 2.6 miles from downtown Sierra Madre). Major streets which are operated by the City include Michillinda Avenue, Santa Anita Avenue, Grandview Avenue, Sierra Madre Boulevard, and Orange Grove Avenue. The circulation system in the City of Sierra Madre includes a network of surface streets which serve two distinct and equally important functions:
access to adjacent properties, and movement of persons and goods into and out of the City.

Considerably more information about “community profile” is located later in Element B: Risk Assessment – Vulnerability and Impacts Assessment – People.

What is a Risk Assessment?
Conducting a risk assessment can provide information regarding: the types of hazards a jurisdiction is exposed to; the location where the hazard might occur; the history of the hazard in the City of Sierra Madre and surrounding area; and the future risk they pose. Specifically, the five levels of a risk assessment are as follows:

1. Identify Hazards

2. Hazard Profiles

3. Identify Community Assets

4. Analyze Impacts

5. Summarize Vulnerability
Identify Hazards
This section is the description of the geographic extent, potential intensity, and the probability of occurrence of a given hazard. Maps are used in this plan to display hazard identification data.

To determine the hazard with significant potential to impact the Planning Team examined four resources: California’s 2023 State Hazard Mitigation Plan, the Draft Los Angeles County AllHazard Mitigation Plan 2025, the City’s 2015 General Plan, and the General Plan - Safety Element 2023.

The Planning Team reviewed existing documents to determine which of the hazards posed the most significant threat to the planning area and its ability to deliver services. In other words, which hazard would likely result in a local declaration of emergency. The Planning Team also reviewed Hazard Mitigation Plan | 2025
Element B: Risk Assessment
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Federal Disaster Declarations for Los Angeles County. Los Angeles County experienced 15 federal disaster declarations from 2018 – 2024. Table B.1 outlines those disaster declarations.

Table B.1: Federal Disaster Declarations 2018-2024 Los Angeles County Source: FEMA website State and County Disaster Declarations, 2024 Year
Federal
Declaration
Number
State of
Emergency
Declaration
Issued by
California
Declaration Title
2024 DR-4769-CA Yes Severe Winter Storms, Tornadoes
2023 DR-4699-CA Yes Severe Winter Storms, Straight-Line Winds, Flooding, Landslides, and Mudslides
2023 EM-3591-CA Yes Severe Winter Storms, Flooding, and Mudslides 2023 EM-3592-CA Yes Severe Winter Storms, Flooding, Landslides, and Mudslides 2023 DR-4683-CA Severe Winter Storms, Flooding, Landslides, and Mudslides 2022 N/A Yes Extreme Heat
2022 N/A Yes Tropical Storm Kay
2021 DR-4569-CA Wildfires
2021 FM-5381-CA Blue Ridge Fire
2021 N/A Yes Winter Storms
2021 N/A Yes Drought
2020 DR-4482-CA Covid-19 Pandemic
2020 EM-3428-CA Covid-19
2020 N/A Yes Extreme Heat Event
2020 FM-5374-CA Bobcat Fire
2019 FM-5297-CA Getty Fire
2019 FM-5296-CA Wildfires
2019 FM-5293-CA Saddleridge Fire
2018 EM-3409-CA Wildfire
2018 DR-4407-CA Yes Wildfires
2018 DR-5280-CA Yes Woolsey Fire
The Team utilized FEMA’s Calculated Priority Risk Index (CPRI) ranking technique to quantify the probability, magnitude/severity, warning time and duration for each of the hazards. The hazard ranking system is described below in Table B.2.

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Table B.2: Calculated Priority Risk Index
Source: Federal Emergency Management Agency
CPRI
Category
Degree of Risk Assigned
Weighting
Factor
Level ID Description Index
Value
Probability
Unlikely
Extremely rare with no documented history of occurrences or events.

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

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

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

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

Negligible loss of quality of life. Shut down of critical public facilities for less than 24 hours.
1 30%
Limited
Slight property damage (greater than 5% and less than 25% of critical and non-critical facilities and infrastructure).

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

Injuries or illnesses result in permanent disability and at least 1 death. Shut down of critical public facilities for more than 1 week and less than 1 month.
3 Catastrophic
Severe property damage (greater than 50% of critical and non-critical facilities and infrastructure). Injuries and illnesses result in permanent disability and multiple deaths.

Shut down of critical public facilities for more than 1 month. 4 Warning
Time
> 24 hours Population will receive greater than 24 hours of warning. 1 15%
12–24 hours Population will receive between 12-24 hours of warning. 2 6-12 hours Population will receive between 6-12 hours of warning. 3 < 6 hours Population will receive less than 6 hours of warning. 4 Duration
< 6 hours Disaster event will last less than 6 hours. 1 10%
< 24 hours Disaster event will last less than 6-24 hours. 2 < 1 week Disaster event will last between 24 hours and 1 week. 3 > 1 week Disaster event will last more than 1 week. 4
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Table B.3: Calculated Priority Risk Index Ranking for the City of Sierra Madre Source: City of Sierra Madre Planning Team
Hazard
ProbabilityWeighted 45% (x.45)Magnitude SeverityWeighted 30% (x.3)Warning TimeWeighted 15% (x.15)DurationWeighted 10% (x.1)CPRI TotalHazard Priority Ranking * (H-High, M-Medium, L-Low) Earthquake 3 1.35 4 1.20 4 0.60 1 0.10 3.25 H
Wildfire 3 1.35 4 1.20 4 0.60 3 0.30 3.45 H
Power Outage 4 1.60 2 0.60 3 0.45 2 0.20 2.85 H
Windstorm 3 1.35 2 0.60 2 0.30 2 0.20 2.45 M
Landslide 2 0.90 3 0.90 4 0.60 1 0.10 2.5 M
Flood 3 1.35 3 0.90 2 0.30 2 0.20 2.75 H
Drought 3 1.35 2 0.60 1 0.15 4 0.40 2.50 M
Contagious Disease 2 0.90 2 0.60 1 0.15 4 0.40 2.05 L
*Hazard Priority Ranking
High=CPRI score for probability + magnitude/severity (impact) = 6 or higher Medium=CPRI score for probability + magnitude/severity (impact) = 5 Low=CPRI score for probability + magnitude/severity (impact) = 3 or 4 N/A=CPRI score for probability + magnitude/severity (impact) = 2 Table B.4: Hazard Source Review and Inclusion/Omission by Planning Team Source: Planning Team (PT); California State Hazard Mitigation Plan (SHMP); Los Angeles County All-Hazard Mitigation Plan, (AHMP); Safety Element (SE), National Risk Index (NRI) Hazard Source Profiled
in HMP
Reason for Inclusion Reason for Omission
Avalanche NRI, SHMP N Does not pose a
significant threat to the
community.

Climate Change AHMP, SE, PT N The Planning Team
chose to integrate
climate change
information into each of
the profiled hazards.

Coastal Flooding NRI N Does not pose a
significant threat to the
community.

Cold Wave NRI, SHMP N Does not pose a
significant threat to the
community.

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Hazard Source Profiled
in HMP
Reason for Inclusion Reason for Omission
Dam Inundation SHMP, AHMP, SE N Does not pose a
significant threat to the
community.

Disease PT N The Planning Team
assigned hazard priority
ranking of “Low”.

Drought NRI, SHMP, AHMP,
SE, PT
Y The Planning Team
assigned hazard priority
ranking of “Medium”.

Earthquake NRI, SHMP, AHMP,
SE, PT
Y The Planning Team
assigned hazard priority
ranking of “High”.

Riverine Flooding NRI, SHMP, AHMP Y The Planning Team
assigned hazard priority
ranking of “High”.

Hail NRI N Does not pose a
significant threat to the
community.

Heat Wave NRI, SHMP N Does not pose a
significant threat to the
community.

Hurricane NRI N Does not pose a
significant threat to the
community.

Ice Storm NRI N Does not pose a
significant threat to the
community.

Landslide NRI, SHMP, AHMP,
SE, PT
Y The Planning Team
assigned hazard priority
ranking of “Medium”.

Levee Failure SHMP N Does not pose a
significant threat to the
community.

Lighting NRI N Does not pose a
significant threat to the
community.

Power Outage PT Y The Planning Team
assigned hazard priority
ranking of “High”.

Strong Wind NRI, SHMP Y The Planning Team
assigned hazard priority
ranking of “Medium”.

Subsidence SHMP N Does not pose a
significant threat to the
community.

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Hazard Source Profiled
in HMP
Reason for Inclusion Reason for Omission
Tornado NRI N Does not pose a
significant threat to the
community.

Tsunami NRI, SHMP, AHMP N Does not pose a
significant threat to the
community.

Volcanic Activity NRI, SHMP N Does not pose a
significant threat to the
community.

Wildfire NRI, SHMP, AHMP,
SE PT
Y The Planning Team
assigned hazard priority
ranking of “High”.

Winter Weather NRI N Does not pose a
significant threat to the
community.

Hazard Profiles
Table B.2 (Calculated Priority Risk Index) included all of the natural hazards that can affect the jurisdiction. Table B.3 (CPRI Ranking) emphasizes the importance of considering the “scope and scale” of a possible event. In other words, the Planning Team members were reminded to envision an event of such significance that a local declaration of emergency would likely be issued. The planning team chose to profile only those hazards with a medium or high hazard priority ranking (probability + magnitude/severity). In total, these hazards include earthquake, wildfire, power outage, windstorm, landslide, flood, and drought. Table B.4 provided a justification for why or why not a hazard was profiled in the plan. Next, Table B.5 provides a summary of the profiled hazards indicating a generalized perspective of the community’s vulnerability according to extent, location, and probability, and previous significant event.

Table B.5: Hazard Profile of Location, Extent, Probability, Most Recent Previous Significant Event Source: Safety Element, Planning Team
Hazard Location (Where) Extent
(How Big an Event)
Probability *
(How Often)
Most Recent Previous
Significant Event
Earthquake
Entire Project Area The Southern California
Earthquake Center (SCEC) in
2007 concluded that there is a

99.7 % probability that an
earthquake of M6.7 or greater
will hit California within 30
years.1
Likely 1991 - Sierra Madre
M5.6
Wildfire
From Highland
Avenue North
Moderate, High and Very High
Fire Hazard Zones
Likely January 2025
Eaton Fire destroyed 14
homes and 25 other
structures. Severe effects
on the Sierra Madre
Historical Wilderness
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Hazard Location (Where) Extent
(How Big an Event)
Probability *
(How Often)
Most Recent Previous
Significant Event
Area and Mount Wilson
Trail.

Power
Outage
Entire Project Area Broad range of extent based
on the scope and scale of the
utility event.

Likely January 2025
Public Safety Power
Shutoff due to damage
from strong winds and
wildfire.

Windstorm
Entire Project Area 50 miles per hour or greater. Likely January 2025 Santa Ana winds
between 60-70mph.

Caused downed power
lines and fueled wildfire.

Landslide
Northwest, North,
and Northeastern
areas
Earthquake-induced and raininduced landslide events
could impact dozens of
structures.

Possible February 2025
Dangerous debris flows
and heavy flooding led to
road closures,
evacuation orders, and
damage to homes.

Flood
Eastern,
Northwest, North,
and Northeastern
portions of the
project area
All areas against
the foothills
Canyon/urban
wildland above the
City
Urban flooding from severe
weather, particularly after
wildfire.

Possible February 2025
Heavy rainfall and flash
flooding led to road
closures, evacuation
orders, and damage to
homes.

Drought City Wide
The US Drought Website
determined Sierra Madre’s
drought severity as moderate.

Likely
2021-2022, the city was
included in the Executive
order declaring a
statewide drought
emergency.
* Probability is defined as: Unlikely = 1:1,000 years, Possibly = 1:100-1:1,000 years, Likely = 1:10-1:100 years, Highly Likely = 1:1 year
1 Uniform California Earthquake Rupture Forecast
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Earthquake
Description
An earthquake is a sudden motion or trembling that is caused by a release of strain accumulated within or along the edge of the Earth's tectonic plates. The effects of an earthquake can be felt far beyond the site of its occurrence. They usually occur without warning and, after just a few seconds, can cause massive damage and extensive casualties. Common effects of earthquakes are ground motion and shaking, surface fault ruptures, and ground failure.

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

Liquefaction
Liquefaction is a phenomenon in which the strength and stiffness of soil is reduced by earthquake shaking or other events. Liquefaction occurs in saturated soils, which are soils in which the space between individual soil particles is completely filled with water. This water exerts pressure on the soil particles that influences how tightly the particles themselves are pressed together. Prior to an earthquake, the water pressure was relatively low. However, earthquake shaking can cause water pressure to increase to the point where the soil particles can readily move with respect to each other. Because liquefaction only occurs in saturated soil, its effects are most commonly observed in low lying areas. Typically, liquefaction is associated with shallow groundwater, which is less than 50 feet beneath the earth’s surface. See Liquefaction Areas discussion below for more information.

Modified Mercalli Scale and Peak Ground Acceleration Comparison One tool used to describe earthquake intensity is the Magnitude Scale. The Magnitude Scale is sometimes referred to as the Richter Scale. The two are similar but not exactly the same. The Magnitude Scale was devised as a means of rating earthquake strength and is an indirect measure of seismic energy released. The Scale is logarithmic with each one-point increase corresponding to a 10-fold increase in the amplitude of the seismic shock waves generated by the earthquake. In terms of actual energy released, however, each one-point increase on the Richter scale corresponds to about a 32-fold increase in energy released. Therefore, a Magnitude 7 (M7) earthquake is 100 times (10 X 10) more powerful than a M5 earthquake and releases 1,024 times (32 X 32) the energy. Table B.6 compares the Modified Mercalli Scale and Peak Ground Acceleration.

Table B.6: Modified Mercalli Scale and Peak Ground Acceleration Comparison Source: USGS
Modified Mercalli
Scale
Perceived Shaking Potential Structure Damage Estimated PGA Resistant (%g)
Buildings
Vulnerable
Buildings
I Not Felt None None <0.17%
II-III Weak None None 0.17% - 1.4%
IV Light None None 1.4% - 3.9%
V Moderate Very Light Light 3.9% - 9.2%
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VI Strong Light Moderate 9.2% - 18%
VII Very Strong Moderate Moderate/Heavy 18%-34%
VIII Severe Moderate/Heavy Heavy 34%-65%
IX Violent Heavy Very Heavy 65% - 124%
X-XIII Extreme Very Heavy Very Heavy >124%
a. PGA = peak ground acceleration. Measured in percent of g, where g is the acceleration of gravity Sources: USGS, 2008; USGS, 2010
Local Conditions
According to the Safety Element, the City of Sierra Madre is located in a geologically complex area that has a very active history of seismic activity due to the large number of faults in the region.

There are several active and potentially active faults located in the vicinity of the City. The nearest fault is the Sierra Madre Fault Zone which passes through the northern part of the City in a west‐ northwesterly direction. This fault zone consists of several sub‐ parallel branches found at the base of the mountains and within the one‐quarter mile of slope above the mountain base. The Clamshell‐ Sawpit Fault, an off‐shoot of the Sierra Madre Fault Zone, located approximately 1.5 miles east of Sierra Madre, and which generated the 1991 Sierra Madre earthquake, is a branch of the Sierra Madre Fault Zone.

Scientists have identified almost 100 faults in the Los Angeles area that are suspected of being capable of generating earthquakes with magnitudes of 6.0 or greater. Included within the newly discovered faults are faults that are classified as “blind thrusts”. These faults do not reach the ground surface but do connect many of the known surficial faults at depth and underlie nearly the entire Los Angeles, San Fernando and San Gabriel basins.

The U.S. Geological Survey and the Southern California Earthquake Center say that the Los Angeles area could expect one earthquake every year of magnitude 5.0 for the foreseeable future.

On a citywide basis, the Sierra Madre, the Raymond, a blind thrust, and the San Andreas are faults considered to represent the greatest hazard to the City. Although significant earthquakes may occur on faults other than those identified, these faults are considered most likely to cause damage in the City. The Sierra Madre Fault Zone is the principal seismic hazard due not only to its potential for ground rupture, but also potential for seismic shaking. The consequences of strong seismic shaking are of greater significance over a far wider area than is ground rupture by active faulting.

The potential hazards that the City could face in an earthquake include the following: ground rupture, ground shaking, liquefaction, and landslides.

Map B.2 shows the geographic relationship of the City to surrounding active and potentially active faults.

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Map B.2: Earthquake Faults near Sierra Madre
Source: General Plan, 2015
Estimation of Potential Human and Economic Losses Based on the Exposure and Vulnerability of People, Buildings, and Infrastructure
A vulnerability assessment in its simplest form is a simultaneous look at the geographical location of hazards and an inventory of the underlying land uses (populations, structures, etc.). Facilities that provide critical and essential services following a major emergency are of particular concern because these locations house staff and equipment necessary to provide important public safety, emergency response, and/or disaster recovery functions.

HAZUS
The hazard maps in the mitigation plan were generated by Emergency Planning Consultants using FEMA’s Hazards United States – Multi Hazard (HAZUS-MH) software program. Below are the maps
generated by HAZUS. The associated reports are available separately. Once the location and size of a hypothetical earthquake are identified, HAZUS-MH estimates the intensity of the ground shaking, the number of buildings damaged, the number of casualties, the amount of damage to transportation systems and utilities, the number of people displaced from their homes, and the estimated cost of repair and clean up. It’s important to note that the “project area” is based on Census tracts not jurisdictional boundaries.

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Map B.3: Sierra Madre Earthquake Scenarios
Source: Emergency Planning Consultants, 2025
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Map B.4: HAZUS – Whittier Fault M7.0
Source: Emergency Planning Consultants, 2025
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Map B.5: HAZUS – Sierra Madre Fault M7.16
Source: Emergency Planning Consultants, 2025
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Map B.6: HAZUS – San Andreas Fault M7.9
Source: Emergency Planning Consultants, 2025
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Ground Rupture
Ground rupture represents the primary hazard associated with earthquakes since it is the initial result of seismic events. Surface rupture poses a difficult seismic problem from an engineering standpoint because it is far more expensive and complicated to design a foundation and structure to withstand the displacement of even fractions of a foot than to build without consideration of rupture. Such ground fractures can cause parallel displacement in the foundation, causing buildings to crack and split. Development should be avoided in areas of high fault rupture potential.

Ground Shaking
The most significant earthquake action in terms of potential structural damage and loss of life is ground shaking. Ground shaking is the movement of the earth’s surface in response to a seismic event. The intensity of the ground shaking and the resultant damage is determined by the magnitude of the earthquake, distance from the epicenter, and characteristics of surface geology.

This hazard is the primary cause of the collapse of buildings and other structures. Increased hazards from earthquakes occur when seismic activity occurs in a highly urbanized area. The significance of ground shaking action from an earthquake is directly related to the density and type of buildings, and the number of people exposed to its effect.

Liquefaction
According to the Safety Element, liquefaction is a phenomenon involving the loss of shear strength of soil. Liquefaction occurs in saturated soils, in which the space between individual soil particles is completely filled with water. This water exerts pressure on the soil particles that influences how tightly the soil particles themselves are pressed together. Prior to an earthquake, the water pressure is relatively low. However, earthquake shaking can cause water pressure to increase to the point where the soil particles can readily move with respect to each other. If the liquefying layer is near the surface, the effects are much like that of quicksand on any structure located on it. If the layer is in the subsurface, it may provide a sliding surface for the material above it. Liquefaction typically occurs in areas where the groundwater surface is less than 30 feet below the ground surface and where the soils are composed predominantly of poorly consolidated fine sand. During and after severe rain, liquefaction could occur should a moderate to severe earthquake take place. There is one area of the City vulnerable to liquefaction as illustrated in Map B.7 below.

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Map B.7: Liquefaction Hazard Areas
Source: CAL OES MyPlan 2.0 Risk Assessment Explorer
Note: Liquefaction shown in beige
Landslides
Landslides can occur for various reasons. For example, severe flooding can undermine the integrity of the soils in the hillsides, therefore causing instability. Landslides may also occur as the result of brush fires, which weaken the soil by removing vegetation integral to its support structure. Ground shaking from an earthquake presents an additional risk; seismic activity of this type can easily initiate a downslope movement. Landslides in the City typically occur at elevations of between 1,400 and 2,000 feet, well above the urban area of the City. A common type of landslide experienced in Sierra Madre is known as a mudflow. This type of landslide involves very rapid downslope movement of saturated soil, sub soil and weathered bedrock. Large mudflows may have enough force to uproot trees and to carry along boulders several feet in diameter. Due to their fast speeds, mudflows can be very destructive especially along the bottom and the mouths of canyons. Mudslides have generally occurred in several locations within the northern foothill areas of the City. The City’s policies and programs for seismic safety are designed to reduce death, injuries, damage to property and economic and social dislocation that could result from earthquakes and related geologic hazards, as well as to enhance the preparedness of City agencies and the community in general to survive, respond to, and recover from a major earthquake. Map B.8 depicts the areas in Sierra Madre at most risk of earthquake-induced landslides.

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Map B.8: Landslide Hazard Areas
Source: CAL OES MyPlan 2.0 Risk Assessment Explorer
Note: Landslide zones shown in green
Previous Earthquakes Impacting City of Sierra Madre
The most significant earthquake in the City was the Sierra Madre Earthquake. At 7:43 a.m. on June 28, 1991, this 5.8 earthquake struck. The epicenter (Sierra Madre fault) was 7.5 miles northeast of Sierra Madre and damage totaled $12.5 million. There were 18 personal injuries, but no injuries to hikers; 403 structures damaged; 2 businesses uninhabitable; 22 homes condemned (many in west Sierra Madre Sunnyside and Lima Streets), and 3 religious institutions remained unoccupied; other problems included 36 toppled chimneys; 2 damaged church bell towers, 17 natural gas leaks, 6 water leaks, 4 hazardous materials leaks. The fire department received 150 calls. Sierra Madre School served as an emergency shelter. Other nearby communities that were affected were the cities of Arcadia, Azusa, Irwindale, Monrovia, Pasadena and Rosemead. This was the most recent major rupture of the Sierra Madre fault.

Previous Earthquakes Impacting Los Angeles County
Significant earthquakes in the county over the past 50 years included the following:

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Table B.7: Previous Earthquakes Impacting Los Angeles County Source: County of Los Angeles AHMP; FEMA Disaster Declaration, 2024 Date Location Federal
Declaration Impact
July 6, 2019 Ridgecrest (M 7.1) NA fires reported as a result of gas leaks no reported major injuries, deaths or major
building damage
March 28, 2014 La Habra (M 5.1) NA few injuries and $10 million dollars in damages July 29, 2008 Chino Hills (M 5.5) NA 8 injuries and limited damages January 17, 1994 Northridge (M 6.7) DR-1008-CA 57 deaths, 8,700 injuries and up to $40 billion dollars in damages
June 28, 1991 Sierra Madre (M 5.6) NA 1 death, 100+ injuries and up to $40 million dollars in damages
February 28, 1990 Upland (M 5.7) NA 30 injuries and $12.7 million dollars in damages
October 1, 1987 Whitter (M 5.9) DR-799-CA 8 deaths, 200 injuries and $358 million in damages
February 9, 1971 San Fernando (M

6.6)
DR-299-CA 58 – 65 deaths, 200 – 2,000 injuries and up to $553 million in damages
Probability of Future Earthquakes
The U.S. Geological Survey and the Southern California Earthquake Center say that the Los Angeles area could expect one earthquake every year of magnitude 5.0 for the foreseeable future.

The most likely major seismic events to affect Sierra Madre within the next 50 to 200 years most likely would occur as the result of movement along the Sierra Madre Fault, a blind thrust, or the San Andreas Fault. As identified in Table B.3, the Planning Team has rated the probability of future earthquakes as “likely”.

Wildfire
Description
Wildfire is an uncontrolled fire spreading through vegetative fuels and exposing or possibly consuming structures. They often begin unnoticed and spread quickly. Naturally occurring and non-native species of grass, brush, and trees fuel wildfires. A wildland fire is a wildfire in an area in which development is essentially nonexistent, except for roads, railroads, power lines and similar facilities. A wildland/urban interface fire is a wildfire in a geographical area where structures and other human development meet or intermingle with wildland or vegetative fuels.

Wildfire Characteristics
There are three categories of wildland/urban interface fire: classic, mixed, and occluded.

The classic wildland/urban interface exists where well-defined urban and suburban development presses up against open expanses of wildland areas. The mixed wildland/urban interface is characterized by isolated homes, subdivisions, and small communities situated predominantly in wildland settings. The occluded wildland/urban interface exists where islands of wildland vegetation occur inside a largely urbanized area.

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Certain conditions must be present for significant interface fires to occur. The most common conditions include hot, dry and windy weather; the inability of fire protection forces to contain or suppress the fire; the occurrence of multiple fires that overwhelm committed resources; and a large fuel load (dense vegetation).

Once a fire has started, several conditions influence its behavior, including fuel, topography, and weather.

Local Conditions
The Safety Element explains that, while Sierra Madre’s location at the base (southern foothills) of the San Gabriel Mountains affords the City with stunning views and other natural amenities, it also presents a significant wildfire hazard to people and structures. The natural, undeveloped slopes of the hillside areas within the City support open coastal sage scrub and chaparral habitats that are susceptible to wildfires common to the San Gabriel Mountains. Additionally, development in the canyon areas is characterized by narrow roads with tree canopy coverage. These tree canopies provide opportunities for hillside wildfires to spread, creating a potential fire hazard for residents of Sierra Madre.

The State of California maps Fire Hazard Severity Zones (FHSZ) throughout the state. An FHSZ is a mapped area that designates zones (based on factors such as fuel, slope, and fire weather) with varying degrees of fire hazard (i.e., moderate, high, and very high). FHSZ maps evaluate wildfire hazards, which are physical conditions that create a likelihood that an area will burn over a 30- to 50-year period. The Zones also include FHSZ for State Responsibility Area lands and separate Very High Fire Hazard Severity Zones for Local Responsibility Area lands. Moderate, high, and very high FHSZs are found in areas where the State has financial responsibility for fire protection and prevention (SRA). Only very high FHSZs are found in Local Responsibility Areas (LRAs).

Map B.9 shows Fire Hazard Severity Zones, which shows moderate to very high Fire Hazard Severity Zones impacting the City.

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Map B.9: Fire Hazard Severity Zones
Source: CAL FIRE FHSZ Viewer, 2025
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Previous Wildfires Impacting City of Sierra Madre
Large fires have been part of southern California for many years. In April and May 2008, the Santa Anita Fire raged through the foothills above Sierra Madre, forcing the evacuation of all the residents who lived on Grand View Avenue north to the foothills. This fire resulted in over 500 acres being burned, but no houses were destroyed.

According to the 2024-2025 Sierra Madre Fire Department Annual Report, the City experienced significant impacts from the Eaton Fire, which ignited on January 7, 2025, and rapidly spread due to extreme Santa Ana winds. At 8:46am that day, the City issued a NIXLE alert for a Red Flag Warning,
accompanied by parking restrictions due to severe wind
conditions. As fire conditions worsened, a voluntary
evacuation order was issued at 8:06pm for Zone 1 and Zone 16, covering areas north of Grandview Ave and west of Grove Street. By 9:32pm, evacuation orders expanded to include seven zones as the fire spread aggressively.

Burning over 14,000 acres before containment on January 31, the fire devastated portions of the city, destroying 14 homes and 25 additional structures. The Sierra Madre Historical Wilderness Area and Mount Wilson Trail were severely
affected, heightening the risk of post-fire erosion and environmental damage. In response, the City mobilized fire crews, law enforcement, and emergency personnel who worked tirelessly under challenging conditions to protect lives and property. SMFD entered into unified command with CAL FIRE, the U.S. Forest Service, and the Pasadena Fire Department. Together, they worked for 36 hours straight, alongside SMFD’s 11 firefighters, battling the blaze under extreme conditions. On the afternoon of January 9, some evacuation orders were downgraded to evacuation warnings as conditions improved. As the fire was contained, the City turned the attention to post-fire recovery, particularly in stabilizing slopes and preventing landslides. Experts warned that the recovery process would be extensive, requiring ongoing efforts to restore the resilience of the affected areas.

Following the January 7, 2025 Eaton Fire which burned for 24 days and required a coordinated multi-agency response, the City conducted public listening sessions and gathered input from residents, responders, and stakeholders.

The resulting After-Action Report and Improvement Plan
(AAR/IP) documents community feedback, operational findings, and key recommendations to strengthen Sierra Madre’s
emergency preparedness, response, and recovery capabilities.

By sharing this report publicly, the City reaffirmed its dedication to accountability, collaboration, and building resilience against future wildfire threats. Improvement Plan actions relating to hazard mitigation were added to the Element: C Mitigation Strategies – Mitigation Actions Matrix.

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Previous Wildfires Impacting Los Angeles County
Previously, the most recent significant wildfire events to impact Los Angeles County were the Palisades Fire and Eaton Fire in January 2025. The Palisades Fire was a devastating wildfire that ignited on January 7, 2025, in the Santa Monica Mountains of Los Angeles County. Over 24 days, it consumed approximately 23,000 acres, leading to the destruction of nearly 6,800 homes and resulting in at least 29 fatalities. The fire prompted the evacuation of over 100,000 residents from areas including Pacific Palisades, Topanga, and Malibu. Significant cultural landmarks were affected, such as the Getty Villa Museum grounds and historic structures in Will Rogers State Historic Park
The Eaton Fire, which began on January 7, 2025, had a significant impact on Los Angeles County, particularly affecting the San Gabriel Mountains and nearby communities like Altadena, Pasadena, Sierra Madre, arcadia, and Duarte. The fire burned over 9,400 acres, destroying thousands of structures and resulting in 17 fatalities. It prompted widespread evacuations, including residents from at-risk neighborhoods and key facilities like the City of Hope cancer treatment center in Duarte. The fire also brought attention to environmental concerns, as the U.S.

Environmental Protection Agency (EPA) designated a local site, Lario Park, for hazardous debris processing, sparking opposition from local communities over potential contamination risks. The Eaton Fire's destruction and the challenges faced in recovery, including slow rebuilding efforts, highlighted the vulnerability of Los Angeles County to wildfire risks and the need for improved fire prevention, preparedness, and resilience in urban and wildland areas.

Table B.9: Wildfires Impacting Los Angeles County 2018-2025 Source: NOAA Storm Events Database
Date Fire Damage
01/07/2025 Palisades Fire Burned over 23,000 acres. The fire destroyed nearly 6,800 homes and resulted in at least 29 fatalities. Extensive damage to critical infrastructure and roadside facilities.
01/07/2025 Eaton Fire Burned over 9,400 acres. The fire destroyed over 9,400 structures and resulted in 17 fatalities.
9/6/2020 Bobcat Fire The Bobcat Fire burned 115,796 acres in the Angeles National Forest as well as the foothills of the Antelope Valley and San Gabriel Valleys. Overall, 87 homes were destroyed, and 28 more homes were damaged.
10/28/2019 The Getty Fire Burned 745 acres. The fire destroyed 10 residences and damaged 15 other residences.
10/24/2019 The Tick Fire Burned 4,615 acres in the Canyon County area of Los Angeles County. The fire destroyed 23 homes and damaged 40 other homes. During the incident, four firefighter injuries were reported.
10/10/2019 The Saddle
Ridge Fire
Burned 8,799 acres across the foothills of the San Fernando Valley as well as the Santa Clarita Valley and the Los Angeles County mountains. The fire destroyed 19 residences and damaged 88 additional residences. One civilian death was reported (due to cardiac arrest) and eight firefighters were injured. 11/8/2018 The Woolsey
Fire
Burned a total of 96,949 acres in Los Angeles and Ventura Counties including Thousand Oaks, Agoura Hills, Calabasas, the Santa Monica Mountains, Malibu, and West Hills. A total of 1,643 structures were destroyed and 3 people were killed.
6/4/2018 The Stone Fire Burned 1,352 acres in the mountains of Los Angeles County.

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Probability of Future Wildfires
When conducting the risk assessment, the Planning Team determined that the probability of wildfire affecting the City of Sierra Madre is likely with an annual probability of occurrence being between 1 in 10 and 1 in 100 years.

Power Outage
Description
Utility providers provide communities with vital services. Because of training and rigorous safety programs, delivery of services is typically very reliable and without incident. However, in certain hazardous circumstances, like an earthquake, power outage, or high wind, utility providers are impacted just like their customers. In an effort to minimize this vulnerability, power utility providers have developed protocols like Public Safety Power Shutoff.

Over the last decade, California has experienced increased, intense, and record-breaking wildfires in California. These wildfires have resulted in a devastating loss of life and billions of dollars in property and infrastructure damage. Historically, electric utility infrastructure has been responsible for less than 10% of reported wildfires. However, wildfires attributed to electrical infrastructure consist of roughly half of the most destructive wildfires in California history. With the continuing threat of wildfire, the electric investor-owned utilities (IOUs) may proactively cut power to electrical lines as a measure of last resort if the utility reasonably believes that there is an imminent and significant risk that strong winds may topple power lines or cause major vegetation-related issues leading to increased risk of wildfires. This effort is called a Public Safety Power Shutoff (PSPS). While PSPS events may reduce the risk of utility-associated wildfires, PSPS events can leave communities and essential facilities without power, which brings its own risks and hardships, especially for vulnerable communities and individuals.

Local Conditions
According to the Safety Element, electricity throughout the planning areas is provided by Southern California Edison. In 2018, the California Public Utilities Commission (CPUC) directed California’s three largest energy companies to coordinate to prepare all Californians for the threat of wildfires and power outages during times of extreme weather. To help protect customers and communities during extreme weather events, electric power may now be shut off for reasons of public safety in an effort to prevent wildfire. This new protocol is referred to as Public Safety Power Shutoff (PSPS).

Additionally, although a power outage would affect all occupants of the City, it would potentially more critically impact medically challenged individuals with health care equipment reliant on electricity (e.g. oxygen), businesses, emergency service locations, and vulnerable populations center (e.g. schools).

Previous Power Outages Impacting City of Sierra Madre
In December 2011, severe winds contributed to downed power lines, causing complete power outages for up to 7 days for portions of the City.

On January 7, 2025, the Eaton Fire ignited and spread quickly due to Santa Ana winds. On January 9, the City informed residents of power outages. On January 11, Southern California Hazard Mitigation Plan | 2025
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Edison deployed over 40 units to the City with no estimated timeline for full restoration. Portions of the City were without power for several days.

Previous Power Outages Impacting Los Angeles County
The Draft Los Angeles County All-Hazard Mitigation Plan 2025 described previous power outages affecting the county. In August 2020, a severe heatwave led to widespread power outages, affecting nearly 500,000 residents. From February – March 2024, an Atmospheric River Storm caused one of the most intense rainfall events in recent history, resulting in severe flash floods, mudslides, and power outages.

The County of Los Angeles also experienced widespread power outages due to Public Power Safety Shutoff in January 2025. By the night of January 7, nearly 50,000 customers suffered power outages, 28,300 under the Los Angeles Department of Water and Power and 21,699 under Southern California Edison (SCE). The number in the Los Angeles metropolitan area alone increased to over 200,000 by around 9:30p.m. PST, with outages reported in Los Angeles, Glendale, Pasadena, and Burbank. SCE later stated that, at 4p.m. PST on January 8, about 414,000 of its customers were without power and 454,000 customers are under a Public Safety Power Shutoff program watch. As of January 12, 2025, 35,000 customers were still left without electricity.

Probability of Future Power Outages
The Planning Team determined that the probability of a catastrophic power outage related hazard affecting the City of Sierra Madre is highly likely. The Planning Team expects an annual probability of occurrence being greater than 1 every year.

Windstorm
Description
A windstorm is a storm with high winds and little to no precipitation. Wind speeds typically exceed 34 mph, which can include gusts of wind or longer periods of sustained winds. Windstorms can cause damage to trees or structures.

According to the National Weather Service, Santa Ana Winds occur when air from a region of high pressure over the dry, desert region of the southwestern U.S. flows westward towards low pressure located off the California coast. This creates dry winds that flow east to west through the mountain passages in Southern California. These winds are most common during the cooler months of the year, occurring from September through May. Santa Ana winds typically feel warm (or even hot) because as the cool desert air moves down the side of the mountain, it is compressed, which causes the temperature of the air to rise. These strong winds can cause major property damage. They also increase wildfire risk because of the dryness of the winds and the speed at which they can spread a flame across the landscape.

Local Conditions
The Safety Element confirms severe windstorms can pose a significant risk to life and property in Sierra Madre by creating conditions that disrupt essential systems such as public utilities, telecommunications and transportation routes. High winds can and do occasionally cause Hazard Mitigation Plan | 2025
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tornado-like damage to local homes and businesses. High winds can have destructive impacts, especially on trees, power lines, and utility services.

Previous Windstorms Impacting City of Sierra Madre
In November 30, 2011, severe winds caused building damage to 34 residences in Sierra Madre, including eight homes which reported major structural damage and were forced to evacuate and seven homes and one business which had restricted access. The severe winds uprooted many trees and snapped limbs, which attributed to structure damage. Downed electrical power lines significantly impacted the City, which caused complete power outages for up to seven days for portions of the City. Preliminary cost estimates to repair damaged residential structures was costly, including the costs for the extensive clean-up of vegetation debris that obstructed street access following the windstorm.

On January 7, 2025, the Eaton Fire ignited. Due to extreme Santa Ana winds, it spread rapidly.

Before containment on January 31, the fire devastated portions of the city, destroying 14 homes and 25 additional structures. Santa Ana Winds often fall between 30-40 mph, and the winds present during the Easton Fire were 60-70 mph. The extreme wind conditions caused downed power lines, which led to residents being without power for several days.

Previous Windstorms Impacting Los Angeles County
According to the Draft Los Angeles County All-Hazard Mitigation Plan 2025, the County has experienced multiple severe wind events and occasional tornadoes in recent history which caused destruction and wildfires. Some notable incidents include:

Table B.10: History of Windstorms in Los Angeles County Source: Draft Los Angeles County All-Hazard Mitigation Plan, 2025 December 2019 An EF-0 tornado touched down in South Los Angeles, causing minor roof damage and downing power lines.

January 2021 A severe windstorm impacted the region, leading to damage across multiple communities and emergency response efforts to clear roadways.

September 2021 September 2021: An EF-0 tornado developed near the community of Lake of Los Angeles; % no damage was reported.

April 2023 An EF-0 tornado recorded in Cerritos causing tree damage.

March 2023 An EF-1 tornado struck Montebello, one of the strongest tornadoes recorded in the area, causing significant damage to commercial structures and vehicles.

May 2023 An EF-0 tornado occurred near the communities of Carson and Compton damaging buildings and vehicles.

August 2023 Tropical Storm Hillary impacting Los Angeles County.

February 2024 Strong winds impacting across Eastern Santa Monica Mountain and Santa Clarita Valley.

March 2024 Strong winds impacting areas around San Gabriel Valley.

January 2025 A severe windstorm impacted the region, leading to a Potentially Dangerous Situation (PDS), red flag conditions. Several fires broke out in the area, which exhibited extreme fire behavior, causing widespread destruction.

March 2025 As part of a storm event, an EF-0 tornado struck Pico Rivera, California, at 3:15am, with wind speeds reaching up to 85 mph.

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Probability of Future Events
Based on the risk assessment, it is evident that windstorms are likely to occur and continue to have potentially devastating economic impact on certain areas of the city.

Landslide
Description
According to the USGS, landslides are the downslope movement of earth materials (rock, debris, and soil) at rates that range from inches per year to tens of miles per hour. Some landslides can move faster than a person can run. Landslides can happen with no notice or can take place over a period of days, weeks, or longer. Landslides occur in every state and U.S. territory including the Appalachian Mountains, the Rocky Mountains, the Pacific Coastal Ranges, and some parts of Alaska and Hawaii. Any area composed of very weak or fractured materials resting on a steep slope can and will likely experience landslides. Landslides are dangerous and very difficult to predict. Some landslides may provide clues that they are about to happen; others may happen suddenly without any warning signs.

Local Conditions
According to the Safety Element, severe flooding can also undermine the integrity of the soils in the hillsides and cause landslides. Landslides represent only one step in the continuous natural erosion process and represent a basic geologic hazard. Ground shaking from an earthquake could provide the stimulus to initiate downslope movement of an already unstable earth mass.

Movement could also be triggered by heavy rains or by grading. The landslide areas in the City occur at elevations between 1,400 and 2,000 feet, thus above the urban areas.

One of the local conditions that magnifies landslides, debris flow, mudflows, flooding, etc. in Sierra Madre is the angle of repose of the San Gabriel Mountains. Above Sierra Madre the angle is mostly above 65%, which increases the velocity of any debris or water moving downhill into the town.

The same amount of rainfall in most cities will not have the impact that it does above Sierra Madre.

According to several sources, the exact angle of repose, defined as the steepest angle at which loose material can remain stable without moving, varies locally throughout the San Gabriel Mountains depending on factors like soil type, rock strength, and shape. Studies have shown that the average slope gradient in the San Gabriels is often well over 30° to 45°, with some research citing an average of over 65% (approximately 33°). Due to rapid tectonic uplift along faults like the Sierra Madre, many slopes in the mountains are considered "over steepened"— exceeding the natural angle of repose. While average slopes are very steep, catchment-mean slopes across the range can vary considerably, from around 15° to over 48°. Slopes of bare bedrock are often steeper than those that are soil-mantled. (Sources are listed in Element A:

Planning Process – Use of Existing Data, Attachments – Comments from Bob Spears, Resident).

Debris flows are a type of landslide experienced in Sierra Madre. Debris flows involve very rapid downslope movement of saturated soil, sub‐soil and weathered bedrock. Debris flows also include burned or partially burned plant materials. They originate in hillside areas where the soil horizon is well developed, but the soil has poor drainage characteristics. Large debris flows may have the energy to uproot trees and to carry along boulders several feet in diameter. Because they can happen with little or no warning and because of the speed with which they move, debris Hazard Mitigation Plan | 2025
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flows can be quite destructive, especially along the bottom and at the mouths of canyons.

Historically, debris flows have occurred in several locations within the northern portion of the City.

Map B.10: Landslide Zones
Source: Department of Conservation, 2025
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Previous Landslides Impacting City of Sierra Madre
In January 1954, 2,000 residents were urged to evacuate north of Grand View between Grove and Mountain Trail Avenues and evacuation centers were established at the Monastery and the Woman’s Club. Areas hardest hit included North Lima, Bailey Canyon, Carter Avenue, North Auburn Avenue, Woodland Avenue, Brookside Lane; silt, boulders, mud and debris strewn down as far as Sierra Madre Boulevard. Silt was 8-10 feet in some places while catch basins filled with mud (30,000 cubic feet). Boulders broke City water lines in the north section of town while runoff led to water contamination and many residents became sick with abdominal pain.

On March 6, 1994, a cloudburst below Mount Wilson caused a flash flood and mudslide in Bailey Canyon. An inch of rain fell between 4pm and 6pm that afternoon causing 15 feet of mud to collect in the Bailey Canyon catch basin. The mudslide claimed the lives of two hikers, both Sierra Madre residents. Underbrush and grass in the area had been burned by the October 1993 fire.

In February 2025, severe rainfall led to dangerous mudflows throughout Sierra Madre, exacerbating the challenges faced in the Eaton Fire’s aftermath. As a precaution, the City issued a NIXLE alert announcing evacuation orders for portions of Sierra Madre affected by the Eaton Fire burn areas. As heavy flooding led to road closures, evacuation orders, and damage to homes as several feet of mud, rocks, and debris cascaded into residential areas. The City responded swiftly, deploying emergency crews to clear debris, restore infrastructure, and provide support to impacted residents. No injuries were reported, though property damage resulted. While evacuation orders were eventually downgraded to warnings, the risk of future debris flows remains high.

As described below, when rains are projected, Los Angeles County Public Works goes into action to create debris flow maps for areas recently impacted by wildfire:

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The Los Angeles County Public Works Post-Fire Debris Flow Hazards App showing the City of Sierra Madre is shown below using the following legend:

Figure B.1: Post-Fire Debris Flow Hazards Legend
Source: Los Angeles County Public Works, 2025
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Map B.11: Post-Fire Debris Flow Hazards Map
Source: Los Angeles County Public Works, 2025
Previous Landslides Impacting Los Angeles County
According to the 2025 Draft Los Angeles County All-Hazard Mitigation Plan, land movement has historically caused significant damage in Los Angeles County, often resulting in property destruction, infrastructure damage, and road closures. No federal declaration has been made in the planning area in the last five years. Some of the most notable events include:

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Table B.11: History of Landslides in Los Angeles County Source: Draft Los Angeles County All-Hazard Mitigation Plan, 2025 1956 – Portuguese Bend
Landslide
A massive landslide on the Palos Verdes Peninsula began in 1956 and remains active today. The movement of land has displaced homes and infrastructure, highlighting the region’s ongoing geologic instability. 1994 – Northridge
Earthquake-Induced Land
movement
The earthquake triggered more than 11,000 moving events, primarily in the Santa Susana Mountains and San Gabriel Mountains, causing extensive road and structural damage.

March 1995 – Pacific
Palisades Landslide
Heavy rains weakened the coastal bluffs, leading to a 300-foot-wide collapse that buried part of the Pacific Coast Highway under 30 feet of debris.

March 2005 – Sunset Mesa
Landslide
A slope failure near Malibu caused over 20,000 cubic yards of debris to block roadways and damage property.

July 2023 – Peartree Lane
Land Movement (Rolling
Hills Estates)
A sudden slope failure resulted in the displacement of 12 homes, which were red tagged due to structural instability.

September 2024 –
Accelerated Land
Movement in Rancho Palos
Verdes
A significant increase in land movement, with certain areas shifting up to four inches per week toward the ocean, threatening roads and over 250 residential properties.

Probability of Future Events
Based on the risk assessment, the Planning Team determined that landslides continue to have a possible impact on the City.

Flooding
Description
According to the NOAA National Severe Storms Laboratory, flooding is an overflowing of water onto land that is normally dry. Floods can happen during heavy rains, when ocean waves come on shore, when snow melts quickly, or when dams or levees break. Damaging flooding may happen with only a few inches of water, or it may cover a house to the rooftop. Floods can occur within minutes or over a long period, and may last days, weeks, or longer. Floods are the most common and widespread of all weather-related natural disasters.

Flash floods are the most dangerous kinds of floods, because they combine the destructive power of a flood with incredible speed. Flash floods occur when heavy rainfall exceeds the ability of the ground to absorb it. They also occur when water fills normally dry creeks or streams or enough water accumulates for streams to overtop their banks, causing rapid rises of water in a short amount of time. They can happen within minutes of causative rainfall, limiting the time available to warn and protect the public.

Local Conditions
The Safety Element explains that flooding represents a potential hazard to population and buildings, and as such, it is a component of the State‐mandated safety element. This section addresses the risks of flooding due to the City’s natural terrain, vegetation, rainfall, runoff, and risks associated with flooding due to dam failure.

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Flood Insurance Rate Maps (FIRM) are published by the Federal Emergency Management Agency (FEMA.) The 2008 FIRM for Sierra Madre designates the overwhelming majority of the City as Flood Zone X, defined as “areas determined to be outside the 0.2% annual chance floodplain.” A small segment of the community, centered along the Little Santa Anita Creek channel, is classified as Zone D, an “area in which flood hazards are undetermined, but possible.” However, there are specific areas unmapped by FEMA within the City that are considered to be at risk for flooding. All of these areas are against the foothills and are of significant risk of flooding and landslides, particularly after a brush fire. The canyon urban/wild land interface areas above the city are the most prone to major flooding. In the years immediately following a brush fire in the foothills, these areas can be an extreme hazard to people and property during heavy rainfall events. Flooding in these special risk areas can occur rapidly or slowly depending on the time transpired since the fire, the frequency of rainfall events, the duration of rainfall events, and the intensity of the precipitation.

Map B.12: Flood Hazard Zones in the City of Sierra Madre Source: FEMA Flood Map Service Center, 2025
Flood hazards associated with stormwater runoff channeled from the mouths of canyons in the northern part of the city have generally been controlled by dams, debris basins, and flood control channels. There is one dam and a total of seven debris basins located within the city. Table B.12 below lists the existing debris structures and dam in a west to east order.

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Table B.12: Existing Debris Structures and Dam (West to East order) Source: Safety Element
Facility Name Owned/Operated Type Capacity
Sunnyside Debris Basin LA County Public Works Earth Fill .64 DDE Bailey Canyon Debris
Basin LA County Public Works Earth Fill 1.60 DDE
Floral Debris Basin Sierra Madre Public
Works Earth Not available.

Auburn Debris Basin LA County Public Works Earth Fill 1.12 DDE Carter Debris Basin LA County Public Works Earth Fill 1.06 DDE Sierra Madre Dam LA County Public Works Concrete Arch Dam 0.53 DDE Sturtevant Debris Basin LA County Public Works Earth Fill 0.85 DDE Lannan Debris Basin LA County Public Works Earth Fill 1.00 DDE The acronym DDE in Table B.12 indicates Design Debris Event, a term that Los Angeles County Department of Public Works uses to describe the maximum amount of debris a burned watershed could produce. As noted in Table B.12, the Sunnyside, Floral, Sierra Madre Dam, and Sturtevant facilities do not have capacity to contain the amount of debris that their watersheds could produce.

Therefore, residential areas below these facilities are potentially subject to post‐fire debris flow damage.

While these debris facilities protect most of the large watersheds above Sierra Madre, some watershed areas remain in an unprotected condition. If burned in wildfires, these watersheds will produce debris during rainfall events that will flow unhindered into the community. The most notable of these is Stonehouse Canyon, a 67‐acre watershed capable of producing over 20,000 cubic yards of debris. The watershed outlets onto Stonehouse Drive above its intersection with Grandview Avenue. Other uncontrolled watersheds that have been identified are listed in Table B.13.

Table B.13: Watershed Location Area Discharges
Source: Safety Element
Unnamed canyon above Mater Dolorosa behind Retreat Center Main Building: 9 acres Mater Dolorosa private property
Hillside above the private extension of Auburn Avenue northeasterly of the north end of the private street: 6 Acres Private and public portions of Auburn Avenue
Unnamed canyon Parallel to and northwesterly from the private street section of Mt. Wilson Trail: 17 Acres across private property into Mt. Wilson Trail at East Mira Monte Avenue Hillside above Skyland Drive northwesterly of 801 Skyland Drive: 19 Acres across private property into Skyland Drive Unnamed Canyon
Above Woodland Drive southwesterly of Sierra Madre Dam: 16 Acres across private property into the upper intersection of Woodland and Brookside Yucca Canyon* East end of Yucca Trail: 18 Acres Woodland Drive via Yucca Trail
* Los Angeles County Public Works has constructed debris structures in Yucca Canyon Dam Inundation
Flooding which occurs as a result of the structural failure of a dam is called dam inundation.

Structural failure may be caused by seismic activity. Seismic activity may also cause dam inundation by the action of a seismically induced wave that overtops the dam without also causing dam failure. This action is referred to as a seiche. Landslides flowing into a reservoir are also a source of potential dam failure from overtopping.

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The major dam which could have a significant impact on the City in the event of dam failure is the Little Santa Anita Dam/Sierra Madre Dam. However, failure of this dam during a catastrophic event, such as a severe earthquake, is considered a very unlikely event. Due to the method of construction of this dam, it has performed well in earthquakes, and failure is not expected to occur.

The Sierra Madre Dam contains water only during rain as it fulfills its flood control function, the dam may attenuate flows during storm/rain events, however, Los Angeles County Public Works does not currently operate it as a flood control facility, but rather as a debris control facility.

The area one quarter of a mile west of Santa Anita Canyon is an area requiring flood control.

According to the Los Angeles County Public Works Department, the city is included in Big Santa Anita Dam’s inundation area. However, even though the dam is located 2 miles northeast of the City, the dam is not considered to be a threat to the city in the event of dam failure.

Map B.13 illustrates Dam Inundation Area of the Sierra Madre Dam.

Map B.13: Sierra Madre Dam Inundation Sheets 1-9
Source: Department of Water Resources, Division of Safety of Dams, 2025 Hazard Mitigation Plan | 2025
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Previous Flooding Impacting City of Sierra Madre
Flooding has impacted the city throughout history:

March 1938: Perhaps the worst flooding in the history of Los Angeles County. USGS records indicate over 60,000 cubic yards of debris deposited in the basin behind Sierra Madre Dam.

According to Los Angeles County Flood Control District records, the deposit was more than 80 percent of the basin’s total capacity.

January 1954: Floods and mudslides tore through Sierra Madre Canyon, damaging hundreds of homes and businesses and depositing up to 8 feet of silt on city streets.

January 1969: A storm dropped between 20.5 and 25.8 inches of rain in Sierra Madre. In February another storm dropped between 7.6 and 9.5 inches in Sierra Madre. Combined, the storms delivered approximately 110,000 cub yards of debris in the basin behind Sierra Madre Dam. Flows at the dam went over spillway level during the February storm. The trapping of this debris prevented extensive damage to the city neighborhoods immediately downstream of the dam.

May 2008: Debris flow from recent burn areas caused $50,000 in damage. Mitigation measures include K-rail installation by Los Angeles County Department of Public Works at a cost of $2.4 million.

February 2025: Following the January 2025 Eaton Fire, the city experienced heavy rainfall and flash flooding. With the hillsides stripped of vegetation due to the Eaton Fire, the storm caused several feet of mud, rocks, and debris moving into residential areas. According to the City’s website, 2,500 truckloads of debris were removed from the Sierra Madre Dam debris basin, prioritizing areas affected by burn zones to mitigate mudflow risks. The massive 2025 effort was part of debris flow mitigation to prevent blockages in storm drains and potential property damage.

Previous Flooding Impacting Los Angeles County
According to the 2025 Draft Los Angeles County All-Hazards Mitigation Plan, flood hazards are geographically widespread, with more than 240 square miles of land located within the 100- and 500-year floodplains. Historically significant events, such as the 1938 and 1969 floods, as well as more recent storms in 2023 and 2024, have caused substantial damage to infrastructure, triggered evacuations, and challenged long-term recovery efforts. Socially vulnerable populations, including older adults, individuals with access and functional needs, and low-income households, face disproportionate impacts due to limited financial resources, inadequate insurance coverage, and reduced access to services. The County’s flood control system includes concrete river channels, levees, storm drains, debris basins and reservoirs; has helped mitigate some flood risks but remains vulnerable to high-intensity storms that exceed design capacities.

Major flood-prone areas include:
• Los Angeles River, San Gabriel River, and Santa Clara River: These major waterways are prone to overflow during extreme storm events, particularly during El Niño years. • Ballona Creek and Malibu Creek: These urban watersheds experience rapid runoff and flash flooding, especially in developed areas.
• Foothills, Valleys, and Recent Burn Scar Areas: Post-wildfire regions face heightened risk of flash floods and debris flows following storms.

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• Antelope Valley: In desert regions, stormwater pools into temporary lakes, causing flooded roadways and infrastructure damage.
• Coastal Communities: Rising sea levels and storm surges threaten beachfront properties, harbors, and businesses.

Los Angeles County has experienced numerous severe flood events, many of which have caused catastrophic damage to infrastructure, property, and human life. Over the decades, climate variability, rapid urbanization, and an aging flood control system have led to repeated flooding disasters. Below are some of the most significant historical and recent flood events affecting the region. Table B.13 shows the 13 flooding emergencies affecting Los Angeles County:

Table B.13: History of Flood Events in Los Angeles County Source: 2025 Draft Los Angeles County All-Hazard Mitigation Plan Date Description
1938 Los Angeles
Floods
One of the deadliest floods in county history, caused by weeks of torrential rainfall, resulting in over 100 deaths, the destruction of thousands of homes, and widespread infrastructure damage, particularly to bridges and roadways 1969 Winter Storms Heavy rains led to massive debris flows in the San Gabriel Mountains, severe urban flooding across Los Angeles, and multiple dam breaches, prompting major evacuations. 1992-1993 El Niño
Floods
A series of storms triggered landslides, flash flooding, and major coastal erosion, with significant damage to Pacific Coast Highway and residential areas 2017 Winter Storms Record-breaking rainfall led to significant urban flooding, road closures, and mudslides, with severe impacts across multiple communities.

September 2022
Hurricane Kay
A pacific hurricane that caused significant rainfall along with risk of mudflows, coastal flooding, and coastal erosion.

January 2023
Atmospheric River
Event
Heavy rainfall overwhelmed storm drains, causing significant flooding in Hollywood, Baldwin Hills, and low-lying inland areas, leading to evacuations and infrastructure damage.

February 2023 Los
Angeles Floods
A series of intense storms caused widespread flash flooding, freeway closures, and landslides, demonstrating the increasing vulnerability of the county's urban areas to extreme precipitation events
August 2023 Tropical
Storm Hilary
Several locations in the mountains of Southern California received over 10 inches of rainfall which set daily and/or monthly rainfall records, in many locations in Southern California, including within Los Angeles County. It also created significant threat of flash and riverine flooding prompted the evacuation of numerous vulnerable communities near burn scars in the region.

December 2023
Pacific Storm
Storm surges and extreme coastal flooding led to significant erosion along the coastline, particularly impacting Marina del Rey, Long Beach, and Venice Beach.

February - March 2024
Atmospheric River
Storm
One of the most intense rainfall events in recent history, resulting in severe flash floods, mudslides, and power outages, with many homes and businesses sustaining flood damage.

Probability of Future Flooding
Floods and their impacts vary by location and severity of any given flood event, and likely only affect certain areas of the city during specific times. Based on the risk assessment, it is evident that floods are likely to have a devastating economic impact to certain areas of the city.

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Drought
Description
Drought is defined as a deficiency of precipitation over an extended period of time, usually a season or more. This deficiency results in a water shortage for some activity, group, or environmental sector. Drought should be considered relative to some long-term average condition of balance between precipitation and evapotranspiration (i.e., evaporation + transpiration) in a particular area, a condition often perceived as "normal". It is also related to the timing (e.g., principal season of occurrence, delays in the start of the rainy season, occurrence of rains in relation to principal crop growth stages) and the effectiveness of the rains (e.g., rainfall intensity, number of rainfall events).

Other climatic factors such as high temperature, high wind, and low relative humidity are often associated with it in many regions of the world and can significantly aggravate its severity.

Drought should not be viewed as merely a physical phenomenon or natural event. Its impacts on society result from the interplay between a natural event (less precipitation than expected resulting from natural climatic variability) and the demand people place on water supply. Human beings often exacerbate the impact of drought. Recent droughts in both developing and developed countries and the resulting economic and environmental impacts and personal hardships have underscored the vulnerability of all societies to this natural hazard.

One dry year does not normally constitute a drought in California but serves as a reminder of the need to plan for droughts. California's extensive system of water supply infrastructure — its reservoirs, groundwater basins, and inter-regional conveyance facilities — mitigates the effect of short-term dry periods for most water users. Defining when a drought begins is a function of drought impacts to water users. Hydrologic conditions constituting a drought for water users in one location may not constitute a drought for water users elsewhere, or for water users having a different water supply. Individual water suppliers may use criteria such as rainfall/runoff, amount of water in storage, or expected supply from a water wholesaler to define their water supply conditions.

Drought is a gradual phenomenon. Although droughts are sometimes characterized as emergencies, they differ from typical emergency events. Most natural disasters, such as floods or forest fires, occur relatively rapidly and afford little time for preparing for disaster response.

Droughts occur slowly, over a multiyear period. There is no universal definition of when a drought begins or ends. Impacts of drought are typically felt first by those most reliant on annual rainfall - - ranchers engaged in dry land grazing, rural residents relying on wells in low-yield rock formations, or small water systems lacking a reliable source. Criteria used to identify statewide drought conditions do not address these localized impacts. Drought impacts increase with the length of a drought, as carry-over supplies in reservoirs are depleted and water levels in groundwater basins decline.

There are four different ways that drought can be defined:
o Meteorological - a measure of departure of precipitation from normal. Due to climatic differences, what is considered a drought in one location may not be a drought in another location.
o Agricultural - refers to a situation when the amount of moisture in the soil no longer meets the needs of a particular crop.
o Hydrological - occurs when surface and subsurface water supplies are below normal.

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o Socioeconomic - refers to the situation that occurs when physical water shortage begins to affect people.

U.S. Drought Monitor
The U.S. Drought Monitor (USDM) is a map that is updated weekly to show the location and intensity of drought across the country. The USDM uses a five-category system (USDM, 2021):
• D0—Abnormally Dry
o Short-term dryness slowing planting, growth of crops
o Some lingering water deficits
o Pastures or crops not fully recovered
• D1—Moderate Drought
o Some damage to crops, pastures
o Some water shortages developing
o Voluntary water-use restrictions requested
• D2—Severe Drought
o Crop or pasture loss likely
o Water shortages common
o Water restrictions imposed
• D3—Extreme Drought
o Major crop/pasture losses
o Widespread water shortages or restrictions
• D4—Exceptional Drought
o Exceptional and widespread crop/pasture losses
o Shortages of water creating water emergencies
The USDM categories show experts’ assessments of conditions related to drought. These experts check variables including temperature, soil moisture, stream flow, water levels in reservoirs and lakes, snow cover, and meltwater runoff. They also check whether areas are showing drought impacts such as water shortages and business interruptions. Associated statistics show what proportion of various geographic areas are in each category of dryness or drought, and how many people are affected. U.S. Drought Monitor data go back to 2000.

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Infographic B.1: U.S. Drought Monitor – Los Angeles County, California Source: Website – U.S. Drought Monitor 6.10.2025
Local Conditions
Although the City is able to meet its water demands, the city is currently in a drought. Map B.14 shows the drought as severe, and Map B.15 shows the current drought severity is expected to persist.

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Map B.14: U.S Drought Monitor for the City of Sierra Madre Source:National Integrated Drought Information System (Drought.gov) Hazard Mitigation Plan | 2025
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Map B.15: Drought Outlook for the City of Sierra Madre
Source: National Integrated Drought Information System (Drought.gov) Previous Drought Impacting the City of Sierra Madre
According to the City’s website, the City of Sierra Madre has experienced a drought for a number of years. In 2013 the City Council declared a Stage Two Water Emergency, requiring all water customers to reduce consumption by 20% and in July of 2014, conservation measures were increased to 30%. From 2021-2022, the city was included in the Executive order declaring a statewide drought emergency.

Previous Droughts Impacting Los Angeles County
According to the Draft Los Angeles County All-Hazard Mitigation Plan 2025, Los Angeles County has experienced multiple significant droughts, with some lasting several years. Table B.14 outlines the Notable Historical Drought Periods for Los Angeles County.

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Table B.14: Notable Historical Drought Periods for Los Angeles County Source: Draft Los Angeles County All Hazards Mitigation Plan, 2025 Date Description
1917-1921 A widespread drought affecting most of California. 1976-1977 One of the driest two-year periods in recorded history. 1987-1992 A six-year drought that severely impacted water supplies and agriculture. 2007-2009 A prolonged drought leading to state-imposed water restrictions. 2011-2017 The most severe drought in modern history, resulting in groundwater depletion and mandatory conservation measures.
2020-2022 California experienced a significant drought, with Los Angeles County experiencing "abnormally dry" conditions.
2024-2025 Los Angeles County is continuing to experience abnormally dry conditions, with lower average rainfall and arid conditions.

Probability of Future Droughts
Droughts occur every day throughout California. When conducting the risk assessment, the planning team determined that the probability of a significant drought affecting Sierra Madre will remain “likely”.

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Vulnerability and Impacts Assessment
Q&A | ELEMENT B: RISK ASSESSMENT | B2-a.

Q: Does the plan provide an overall summary of each jurisdiction’s vulnerability to the identified hazards? (Requirement 44 CFR § 201.6(c)(2)(ii))
A: See Vulnerability of People, Vulnerability of Structures, Vulnerability of Economy, Vulnerability of Natural, Historic, and Cultural Resources, and Vulnerability of Activities Bringing Value to the Community below.

Q&A | ELEMENT B: RISK ASSESSMENT | B2-b.

Q: For each participating jurisdiction, does the plan describe the potential impacts of each of the identified hazards on each participating jurisdiction? (Requirement §201.6(c)(2)(ii)) A: See Impact Profile of People, Impact Profile of Structures, Impact Profile of Economy, Impact Profile of Natural, Historic, and Cultural Resources, Impact Profile of Activities Bringing Value to the Community, below.

Q&A | ELEMENT B: RISK ASSESSMENT | B2-c.

Q: Does the Plan address NFIP-insured structures within each jurisdiction that have been repetitively damaged by floods? (Requirement 44 CFR § 201.6(c)(2)(ii)) A: See Repetitive Loss Properties/Severe Repetitive Loss Properties, below.

The Vulnerability and Impacts Assessment process analyzes the potential harm of the prioritized hazard events discussed in Element B: Risk Assessment – Risk Assessment.

Vulnerability and Impact Assessment Process
The assessment examines the potential harm that may result from a hazard event, without factoring in its likelihood. This means that equal attention is given to hazards regardless of their probability. The assessment evaluates three key aspects of each hazard on assets: the physical threat posed to facilities, the social threat to vulnerable populations, and the potential impact on other assets. The FEMA Handbook categorizes assets as follows:

People
Structures
Economy
Natural, Historic, and Cultural Resources
Activities Bringing Value to the Community
People
People are the community’s most important asset. In the context of this discussion, people are defined as individuals who live and/or work in the City of Sierra Madre.

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Vulnerability of People
Disasters affect all populations; however, some populations are more adversely affected because of a higher level of social vulnerability. According to The Guide to Expanding Mitigation – Making the Connection to Equity, social vulnerability is defined in terms of the characteristics of a person or group that affect “their capacity to anticipate, cope with, resist, and recover from the impact” of a discrete and identifiable disaster in nature or society.

Using FEMA’s Resilience Analysis and Planning Tool (RAPT), census tract data was used to understand what census tracts might be more vulnerable. Many of the maps in the People section were created using data provided by RAPT. RAPT is a free, publicly available geographic information systems (GIS) tool to help emergency managers and community partners of all GIS skill levels to visualize and assess potential challenges to community resilience. RAPT includes over 100 pre-loaded data layers and the tool’s functionality allows users to visualize combinations of these data layers for a specific location. One of the layers includes community demographics for counties, census tracts, and tribes drawn primarily from the U.S. Census Bureau. RAPT includes 27 demographic layers, including 22 community resilience challenges indicators identified from peer-reviewed research, and FEMA’s Community Resilience Challenges Index (CRCI) for counties and census tracts, a composite value of all 22 community resilience challenges indicators. The graphics below outline the community resilience indicators.

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Graphic B.1: People & Community Indicators
Source: FEMA Resilience Analysis and Planning Tool (RAPT) Hazard Mitigation Plan | 2025
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Graphic B.2: Infrastructure Indicators
Source: FEMA Resilience Analysis and Planning Tool
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Graphic B.3: Hazard and Risk Indicators
Source: FEMA Resilience Analysis and Planning Tool
A person’s vulnerability to disaster is influenced by many factors.

According to CDC’s Planning for an Emergency: Strategies for Identifying and Engaging At-Risk Group, the following six categories are among the most commonly accepted factors:
socioeconomic status, age, gender, race and ethnicity, English language proficiency, and medical issues and disability. These categories were used to analyze the vulnerability of people in Sierra Madre. The compounding effects of these factors will further impact an individual’s ability to withstand the effects of disasters and other hazards.

Below is an overview of Sierra Madre’s population. Due to a limitation on data that is currently available it is not known exactly where in the city those who are more vulnerable may reside.

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Graphic B.4: At Risk Population – City of Sierra Madre
Source: Esri Business Analyst, 2025
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Graphic B.5: Emergency Information – City of Sierra Madre Source: Esri Business Analyst, 2025
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The infographics provide a detailed profile of Sierra Madre focusing on population, at-risk groups, and emergency-related infrastructure. As of July 2025, the city has a total population of 10,883, with 4,789 households and a daytime population of 9,084. Children under 18 (1,948) and seniors over 65 (2,822) represent a significant portion of vulnerable groups. Additionally, 837 households include individuals with disabilities, 131 households lack vehicles, and 1.8% of households lack internet access—factors that can hinder emergency response and evacuation.

Sierra Madre also exhibits notable linguistic and economic vulnerabilities. While the median household income is $144,691, 5% of households fall below the poverty line. A majority of the population (8,468) speaks English; however, there is a small population (~2%) that do not speak English well. This language barrier could pose challenges in disseminating emergency information. The average household size is 2.26, and the median age is 48.7. Overall, Sierra Madre has significant concentrations of at-risk populations, and linguistic diversity that underscore the importance of targeted preparedness and response strategies.

Map B.16: Census Tract
Source: Emergency Planning Consultants, 2025
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Table B.15: Hazard Vulnerability to People by Census Tracts Source: Emergency Planning Consultants
Census Tracts in City of Sierra Madre
DroughtEarthquakeFloodLandslidePower OutageWildfireWindstorm 06037430501 X X X X X X
06037430502 X X X X
Impact Profile of People
Drought
A drought in the City of Sierra Madre can have wide-ranging effects on the daily lives and wellbeing of its residents. One of the most immediate impacts is on the local water supply. With reduced rainfall and snowmelt, the availability of surface and groundwater declines, often leading to strict water use restrictions. Residents may be required to limit outdoor watering, reduce household water consumption, and face higher water bills. These constraints are especially challenging for low-income households and those with limited ability to adapt.

Public health is another critical concern. Drought conditions often coincide with extreme heat, raising the risk of heat-related illnesses and respiratory problems. Dry, dusty conditions also degrade air quality, which can aggravate asthma and other chronic health conditions.

Additionally, prolonged drought dries out local vegetation, significantly increasing the risk of wildfires. This poses serious safety threats, including the possibility of property damage, evacuation, and long-term health effects from smoke exposure.

Economically, drought can impact landscaping, gardening, and local businesses that depend on water, such as nurseries or small farms. Recreational opportunities may also diminish as natural areas become dry and less hospitable. Beyond the physical and economic effects, the psychological toll should not be overlooked. The uncertainty and stress caused by ongoing drought, water insecurity, and fire danger can affect mental health, particularly among seniors, families with young children, and individuals with disabilities. Vulnerable populations often bear the greatest burden, highlighting the need for targeted support and resilience planning in the community.

Earthquake
An earthquake in the City of Sierra Madre could have significant and far-reaching impacts on its residents due to the city's proximity to active fault lines and its location at the base of the San Gabriel Mountains. A strong quake would likely cause structural damage to homes and buildings, particularly older ones that may not be seismically retrofitted. Critical infrastructure like roads, power lines, and water systems could be damaged, severely disrupting daily life and emergency response capabilities.

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speakers—may experience greater challenges in evacuation, accessing emergency services, and recovering afterward. Mental health impacts like anxiety and trauma would also be common in the aftermath, especially for those who suffer displacement or loss.

Secondary hazards such as landslides and fires are also a serious concern in Sierra Madre's hilly terrain. Limited evacuation routes could complicate efforts to move people to safety, while demand for temporary shelter and medical care may quickly exceed available resources. Longterm effects could include economic disruption, school closures, and uneven recovery for residents depending on their access to financial and social support systems. Overall, a major earthquake would strain both physical infrastructure and social resilience in Sierra Madre.

Flood
Flooding in Sierra Madre poses a serious threat to residents, particularly during periods of intense rainfall or rapid snowmelt in the nearby San Gabriel Mountains. Although the city is not located near a major river, its location at the mountain foothills makes it highly vulnerable to flash floods and debris flows, especially in areas near canyons and steep slopes. Stormwater runoff can quickly overwhelm drainage systems, leading to localized flooding of streets, homes, and public infrastructure.

The physical impact on residents includes property damage, road closures, and disrupted utility services. Homes located in flood-prone zones may experience basement or ground-level flooding, resulting in costly repairs and potential displacement. Critical facilities like schools, fire stations, and emergency shelters could also be compromised, affecting response and recovery efforts.

Vulnerable populations such as the elderly, low-income households, and those without adequate insurance are especially at risk. These groups may lack the resources to evacuate quickly or recover from property loss. Health risks from floodwaters—such as exposure to contaminants or mold—can further affect the wellbeing of residents, particularly those with pre-existing conditions.

Landslide
A landslide in Sierra Madre could pose serious risks to residents due to the City's location along the foothills of the San Gabriel Mountains. Heavy rainfall, earthquakes, or wildfires weakening vegetation can trigger landslides, especially on steep slopes. When this occurs, homes situated near hillsides may face structural damage or total destruction, with debris flows potentially burying roads, utilities, and properties in their path.

Residents in high-risk areas may experience forced evacuations or displacement, with limited time to respond if a landslide occurs suddenly. Vulnerable populations, including the elderly and people with limited mobility, may find evacuation particularly challenging. Access to emergency services could be delayed due to blocked roads and damaged infrastructure, hindering rescue efforts and slowing aid delivery.

In addition to physical damage, landslides can disrupt daily life for extended periods. Road closures may cut off access to schools, work, and emergency facilities, while utilities like water, gas, and electricity could be shut down. Psychological stress and economic hardship are also common, especially for residents without insurance or those who suffer home losses. The risk of recurring slides during ongoing rain or seismic activity further complicates recovery and long-term safety planning.

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Power Outage
Abrupt and long-lasting power outages in Sierra Madre could significantly disrupt daily life for residents, particularly during extreme weather or emergencies. Loss of electricity would affect lighting, heating and cooling systems, refrigeration, and access to digital communication, making it difficult for households to stay safe and informed. Extended outages could also disrupt water supply and sewage systems, especially in hillside areas where electric pumps may be necessary.

The impact would be especially severe for vulnerable populations. Seniors and people with medical conditions who rely on electric-powered medical equipment could face serious health risks. Low-income residents may struggle to replace spoiled food or find alternate lodging if conditions become unsafe at home. School closures and business interruptions would affect families’ routines and income sources.

Local infrastructure like traffic lights, gas stations, and grocery stores would also be affected, leading to increased safety risks and reduced access to essentials. If the outage follows or coincides with an emergency, such as an earthquake or wildfire, the consequences would be even more serious, as communication and coordination of emergency services would be hindered. Overall, a major power outage would reveal gaps in preparedness and could significantly challenge the resilience of Sierra Madre’s community systems.

Wildfire
A wildfire in Sierra Madre would pose a serious threat to the safety and well-being of residents due to the city’s location in a wildland-urban interface at the base of the San Gabriel Mountains.

Fast-moving fires, driven by dry conditions and strong Santa Ana winds, could quickly spread into residential areas, threatening homes, critical infrastructure, and lives. The steep terrain and dense vegetation increase the risk of fire ignition and rapid expansion.

Residents in the northern part of the city are in a very high wildfire severity zone. These residents could face immediate dangers such as evacuation orders, property loss, poor air quality, and potential injuries or fatalities. Vulnerable populations, including the elderly, individuals with disabilities, and low-income residents—may struggle with evacuation and access to emergency services. Wildfire smoke poses significant health risks, particularly for children, seniors, and those with respiratory conditions like asthma or COPD.

In the longer term, wildfires could cause displacement, economic hardship, and emotional distress for affected families. Damage to utilities and roads could isolate neighborhoods and delay emergency response. Recovery may be slow, particularly for residents without insurance or access to resources. In addition, the aftermath of wildfire may lead to increased erosion and mudslides during subsequent rainstorms, further threatening homes and infrastructure. Overall, the impact of wildfire on Sierra Madre residents would be both immediate and long-lasting, underscoring the need for preparedness and community resilience.

Wind
High wind events in Sierra Madre, especially strong Santa Ana winds, can significantly affect the safety and well-being of residents. These winds, which often blow through the San Gabriel Valley from the northeast, can reach gusts over 50 miles per hour, posing dangers to people, property, and infrastructure. Tree limbs and power lines may fall, leading to power outages, blocked roads, Hazard Mitigation Plan | 2025
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and even fires sparked by electrical equipment. Homes with older roofs or poorly secured outdoor structures are particularly vulnerable to damage.

Residents face increased health and safety risks during these events. Flying debris can cause injury, and driving becomes hazardous, especially for high-profile vehicles. Prolonged power outages can impact vulnerable individuals who rely on medical equipment or refrigeration for medication. Schools and businesses may also close temporarily due to safety concerns or lack of electricity.

Santa Ana winds also greatly elevate the risk of wildfires, as the dry, fast-moving air can cause fires to ignite and spread rapidly. These conditions can place entire neighborhoods at risk, especially those located near the wildland-urban interface along the mountain foothills.

Evacuations may be necessary with little warning, and smoke from fires can create respiratory problems, particularly for children, seniors, and those with preexisting health conditions.

Structures
Vulnerability of Structures
Structures include critical facilities, properties and structures that serve vital functions in government operations and the services offered to the community. These may include local government offices and yards, community centers, public safety buildings such as police and fire stations, schools, and other properties deemed essential for city operations. Additionally, some critical facilities may serve dual roles if designated as public assembly points during emergencies.

While many critical facilities are owned by the city, certain ones, such as utilities and telecommunication infrastructure, may be privately owned and operated.

FEMA separates critical buildings and facilities into the five categories shown below based on their loss potential. All of the following elements are considered critical facilities:

Essential Facilities are essential to the health and welfare of the whole population and are especially important following hazard events. Essential facilities include hospitals and other medical facilities, police and fire stations, emergency operations centers and evacuation shelters, and schools.

Transportation Systems include airways – airports, heliports; highways – bridges, tunnels, roadbeds, overpasses, transfer centers; railways (trackage, tunnels, bridges, rail yards, depots; and waterways), canals, locks, seaports, ferries, harbors, drydocks, piers.

Lifeline Utility Systems such as potable water, wastewater, oil, natural gas, electric power and communication systems.

High Potential Loss Facilities are facilities that would have a high loss associated with them, such as nuclear power plants, dams, and military installations.

Hazardous Materials Facilities include facilities housing industrial/hazardous materials, such as corrosives, explosives, flammable materials, radioactive materials, and toxins.

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The Planning Team identified critical and essential facilities. Table B.16 illustrates the hazards with potential to impact critical and essential facilities relied upon by the City during the emergency response phase and immediately following.

Table B.16: Hazard Vulnerability to Critical and Essential Structures Source: Planning Team, Emergency Planning Consultants
Note: “X” indicates affirmative
Name of Facility Address
DroughtEarthquakeFloodLandslidePower OutageWildfireWindstorm City of Sierra Madre
Sierra Madre City Hall (includes
EOC)
232 W. Sierra Madre
Boulevard X X X X X X X
Sierra Madre Community
Recreation Center (YMCA)
611 E. Sierra Madre
Boulevard X X X X X X X
Sierra Madra Fire Department 242 W. Sierra Madre
Boulevard X X X X X X X
Sierra Madre Maintenance Yards -
Utility Department
621 E. Sierra Madre
Boulevard X X X X X X X
Sierra Madre Police Department 242 W. Sierra Madre
Boulevard X X X X X X X
Sierra Madre Public Library 440 W. Sierra Madre
Boulevard X X X X X X X
City-Owned Commercial Building 350 W. Sierra Madre
Boulevard X X X X X X X
Sierra Madre Search & Rescue
Facility (Address Protected) X X X X X X X
Sierra Vista Park 611 E. Sierra Madre
Boulevard X X X X X X X
Mount Wilson Trail Park (aka
Turtle Park)
189 East Mira Monte
Avenue

X X X X X X X
Memorial Park 222 W. Sierra Madre
Boulevard X X X X X X X
Hart Park House Senior Center 222 W. Sierra Madre
Boulevard X X X X X X X
Kersting Court
Corner of Sierra Madre
Boulevard and Baldwin
Avenue

X X X X X X X
Bailey Canyon Wilderness Park 451 W. Carter Avenue X X X X X X X Milton & Harriet Goldberg
Recreation Area
171 S. Sunnyside
Avenue X X X X X X X
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Name of Facility Address
DroughtEarthquakeFloodLandslidePower OutageWildfireWindstorm Utilities and Services
Grove Reservoir (Address Protected) X X X X X X
Mira Monte Reservoirs (Address Protected) X X X X X
MWD Water Connection (Address Protected) X X X X X
Sierra Madre Dam (Address Protected) X X X X X X X
Southern California Edison Sierra
Madre Substation (Address Protected) X X X X
Telecom Sierra Madre Substation (Address Protected) X X X X Public and Private Schools
Alverno Hights Academy School 200 N Michillinda
Avenue X X X X X X
Bethany Christian School 93 N. Baldwin Avenue X X X X X X Sierra Madre Elementary School 141 W. Highland
Avenue

X X X X X X
Sierra Madre Middle School 160 N. Canon Avenue X X X X X X St. Ritas School 322 N Baldwin Avenue X X X X X X
The Gooden School 192 N. Baldwin Avenue X X X X X X
Residential Centers
Sierra Madre Hart Park House
Senior Center and Memorial Park
222 W. Sierra Madre
Boulevard X X X X X X
Sierra Vista Apartments 70 Esperanza Avenue X X X X X X The British Home 647 Manzanita Avenue X X X X X X X
CLIMB 161 W. Sierra Madre
Boulevard X X X X X X X
The Kensington Sierra Madre 245 W. Sierra Madre
Boulevard X X X X X X X
Impact Profile of Structures
Drought
Drought conditions in Sierra Madre can have a notable impact on the city’s structures and critical infrastructure. As droughts persist, the ground moisture levels decrease, which can lead to soil shrinkage—especially in areas with clay-rich soils. This shrinkage can cause foundation settlement or cracking in buildings, particularly older structures that may not have been built with Hazard Mitigation Plan | 2025
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modern engineering standards. Sidewalks, roads, and driveways can also develop cracks or become uneven, posing tripping hazards and requiring costly repairs.

In Sierra Madre, the water department is a city-operated utility. Sierra Madre must manage water usage at a local level so the response to drought conditions is not the responsibility of another outside utility. Water-related infrastructure is directly strained during droughts. The city may implement water use restrictions to conserve supply, reducing water available for landscaping, street cleaning, and other municipal functions. Pipes and water mains are more susceptible to breaks during periods of dry soil, which can shift and stress underground infrastructure.

Additionally, the increased reliance on groundwater during droughts can lead to over-extraction, lowering aquifer levels and potentially damaging well systems.

Critical services such as firefighting may also be affected. Limited water availability can hinder firefighting efforts, especially during concurrent high fire-risk periods, such as when drought overlaps with extreme heat and wind events. Furthermore, parks, trees, and green spaces may suffer due to reduced irrigation, increasing the urban heat island effect and placing further stress on public health and cooling infrastructure.

Earthquake
Structures include physical buildings, lifelines, and critical infrastructure in a community. All properties and occupants in Sierra Madre can be either directly impacted or affected by earthquakes. The Planning Department estimates 80% of the planning area’s building stock was built prior to 1975, when seismic provisions became uniformly applied through building code applications. These buildings are at a higher risk of damage from earthquakes due to lack of seismic reinforcement. Some of the critical facilities in the planning area could be at risk. A more thorough review of the age of critical facilities, codes they were built to, and location on liquefiable soils should be conducted. Damage to transportation systems in the planning area after an earthquake has the potential to significantly disrupt response and recovery efforts and lead to isolation of populations. Additionally, seismic events can damage communication systems, complicating efforts to coordinate response to the event. Many structures may need seismic retrofits in order to withstand a moderate earthquake. Residential retrofit programs, such as Earthquake Brace+Bolt, may be able to assist in the costs of these efforts.

Flood
Flooding in Sierra Madre, though less frequent than other natural hazards, can still pose serious risks to structures and critical infrastructure, particularly during intense winter storms or postwildfire rain events. The city’s location at the base of the San Gabriel Mountains makes it vulnerable to flash flooding and debris flows, especially when heavy rainfall occurs on steep, burned hillsides with little vegetation to absorb water.

Structural impacts may include water damage to homes, especially in low-lying areas near storm drains, creeks, or natural drainage channels. Older homes without proper drainage systems or elevated foundations are at higher risk. Floodwater can weaken foundations, erode soil around building supports, and infiltrate basements and crawlspaces, leading to long-term mold and structural integrity issues.

Critical infrastructure such as roads, stormwater systems, and utility lines may also be compromised. Floodwater can wash out roads, damage culverts, and overload the city’s drainage Hazard Mitigation Plan | 2025
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systems. Downed power lines and blocked transportation routes can hinder emergency response efforts and isolate parts of the community. Public facilities like fire stations, schools, and city buildings could be temporarily closed or damaged if located in flood-prone zones.

Landslide
Landslides in Sierra Madre pose a serious threat to structures and critical infrastructure due to the city's location along the steep slopes of the San Gabriel Mountains. Heavy rains, earthquakes, or wildfires (which remove stabilizing vegetation) can trigger slope failures, particularly in hillside neighborhoods. Homes built on or below unstable slopes are at risk of foundation damage, partial collapse, or total destruction. Even well-engineered structures may be compromised if the ground beneath them gives way.

Additionally, as mentioned earlier in Element B: Risk Assessment – Hazard Profiles – Landslide, the angle of repose in the San Gabriel Mountains is a critical geological concept that varies across the range, with many slopes being at or even steeper than the angle of repose for their constituent materials. The region's active tectonics and frequent fires make it prone to destabilized slopes and catastrophic debris flows. Above Sierra Madre the angle is mostly above 65% which increases the velocity of any debris or water moving downhill into the town.

The same amount of rainfall in most cities will not have the impact that it does above Sierra Madre.

Critical infrastructure is also vulnerable. Landslides can block or damage key transportation routes, including mountain access roads and residential streets, isolating parts of the city and delaying emergency response. Water, sewer, and gas lines can rupture if the ground shifts, leading to service interruptions, potential contamination, or hazardous leaks. Power and communication lines, especially overhead systems, may collapse under the pressure of falling debris or shifting soil.

In addition to direct physical damage, landslides can disrupt city services, delay recovery efforts, and strain emergency resources. Facilities like fire stations and emergency shelters located near unstable terrain may be rendered inoperable or inaccessible.

Power Outage
An abrupt or long-lasting power outage in Sierra Madre can have widespread effects on the city's structures and critical infrastructure, especially during extreme weather events or natural disasters. While residential and commercial buildings may remain structurally sound during a blackout, the functionality of these structures is severely reduced. Homes lose lighting, heating or cooling, internet connectivity, and refrigeration, which can endanger vulnerable residents, such as the elderly and medically dependent individuals.

Critical infrastructure is particularly affected. Emergency services like fire stations, police, and hospitals rely on electricity for communications, dispatch systems, and essential equipment. If backup generators fail or are insufficient, response times may increase, and lifesaving operations could be delayed. Traffic signals and streetlights also go dark during outages, creating hazardous driving conditions and raising the risk of accidents, especially on busy corridors like Sierra Madre Boulevard.

Water and wastewater systems are another key concern. Power outages can disable water pumps and treatment facilities, reducing water pressure, limiting availability for firefighting, and Hazard Mitigation Plan | 2025
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potentially contaminating drinking water. Similarly, telecommunications infrastructure can go down, cutting off residents from vital emergency updates and support services.

Wildfire
Sierra Madre is particularly vulnerable to wildfire due to its proximity to hills with dry vegetation and its exposure to strong Santa Ana winds that can rapidly spread flames and embers. In 2025 CAL FIRE updated the Fire Hazard Severity Zone map (see Map B.9: Fire Hazard Severity Zones). The updated 2025 Fire Hazard Severity Zone map identifies a continuous band of moderate to very high fire hazard severity zones across the northern portion of Sierra Madre.

These hazard severity zones extend north of East Montecito Avenue, beginning near North Lima Street on the west and stretching eastward toward North Santa Anita Avenue. Within these mapped boundaries, Sierra Madre Park, the Sierra Madre Public Works Yard, and the Community Center all fall inside designated fire hazard severity zones.

The Moderate Fire Hazard Severity Zone runs just north of Sierra Madre Boulevard, and along portions of East Montecito Avenue. It forms the southernmost edge of the hazard zone, cutting across the base of the foothills. This zone generally buffers the higher hazard areas by covering neighborhoods closest to the city’s core but still vulnerable to ember intrusion.

The High Fire Hazard Severity Zone lies directly north of the yellow zone and covers a large swath of the city’s hillside neighborhoods. It runs across the mid-slopes above Highland Avenue, Grandview Avenue, and Alegria Avenue, indicating where fuel loading, slope, and wind exposure significantly increase fire risk.

The Very High Fire Hazard Severity Zone dominates the upper northern section of Sierra Madre, extending into the Angeles National Forest boundary. It includes steep terrain above Carter Avenue and Sturtevant Drive and stretches laterally across the city’s northern boundary. This zone marks the highest-risk area, where fire behavior is expected to be most extreme due to steep slopes, heavy vegetation, and direct exposure to Santa Ana winds. Prolonged drought and climate change further exacerbate this risk by creating drier, more flammable conditions. These factors highlight the need for proactive fire prevention measures, like fire-resistant landscaping and public awareness, to help protect Sierra Madre’s residents and infrastructure.

Windstorm
A windstorm in Sierra Madre can cause widespread damage to both structures and critical infrastructure due to the city's location near the foothills of the San Gabriel Mountains, where wind speeds can be particularly intense. Structures such as homes, commercial buildings, and schools may sustain roof damage, broken windows, and compromised siding, especially if they are older or not built to modern wind-resistance standards. Detached structures like garages, carports, fences, and sheds are also at high risk of damage or destruction during high wind events.

Critical infrastructure is especially vulnerable. Power lines are frequently brought down by falling trees or snapped poles, resulting in extended electricity outages that can affect traffic signals, streetlights, emergency services, and communication networks. Water systems can also be disrupted if pumps or treatment facilities lose power. Transportation infrastructure may be obstructed by debris or fallen trees, hampering emergency response and isolating parts of the community.

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Public safety facilities like fire stations, police departments, and hospitals must remain operational during such events, but their ability to respond may be hindered by road closures or communication failures. Schools and city buildings may suffer damage that requires temporary closure and repairs, affecting public services and education.

Economy
Vulnerability to Economy
Sierra Madre has several assets that have an important impact on the city’s economy. Several of these economic assets overlap with the assets outlined earlier in this Element under “Structures” as they are community lifelines. Specific information on major employers in Sierra Marde is limited; however, the 2024 Annual Comprehensive Financial Report provided a list of local employers in the area.

Table B.17: Hazard Vulnerability to Economic Assets
Source: 2024 Annual Comprehensive Financial Report
Note: “X” indicates affirmative, asterisk indicates asset is included as a Structure as well Economic Assets Address
DroughtEarthquakeFloodLandslidePower OutageWildfireWindstorm Casual Dinning/Quick-Service
Restaurant
Village Pizzeria 41 N. Baldwin Avenue X X X X
Buccaneer Lounge 70 W. Sierra Madre Boulevard X X X X
Casa Del Rey 31 N. Baldwin Avenue X X X X
Lucky Baldwins Delirium Café 21 Kersting Court X X X X
Monsieur Crepe 54 W. Sierra Madre Boulevard X X X X
Nano Café 322 W. Sierra Madre Boulevard X X X X
Only Place in Town 110 W. Sierra Madre Boulevard X X X X Roe Japanese Fusion 120 W. Sierra Madre Boulevard X X X X Sierra Madre Pizza Co
181 W. Sierra Madre Boulevard,
Suite C

X X X X
Starbucks 1 Kersting Court X X X X
Tacos Ensenada Dom 345 W. Sierra Madre Boulevard X X X X RT Rogers Brewing Co 38 E. Montecito Avenue #1 X X X X
Wistaria Restaurant & Bar 44 N. Baldwin Avenue X X X X
Yui 24 W. Sierra Madre Boulevard # A X X X X
Convenience Stores/Liquor
Bottle Shop 58 W. Sierra Madre Boulevard X X X X
Lucky Stop Liquor and Fine
Wine
12 W. Sierra Madre Boulevard
#2434 X X X X
Florist
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Economic Assets Address
DroughtEarthquakeFloodLandslidePower OutageWildfireWindstorm Flowers by Nobee 370 W. Sierra Madre Boulevard #
A

X X X X
Impact Profile of Economy
Casual Dinning/Quick-Service Restaurant
Drought
Droughts in Sierra Madre affect restaurants primarily through water restrictions and supply chain disruptions. Local ordinances may limit water usage, forcing restaurants to reduce dishwashing, change sanitation procedures, or stop offering tap water by default. Outdoor landscaping requirements can also add costs if restaurants must replace greenery with drought-tolerant alternatives.

On a broader scale, drought impacts agriculture, which affects the availability and price of fresh ingredients. Local restaurants may struggle to source items like produce, meats, and dairy at reasonable prices, forcing changes to menus or raising prices. This, in turn, can hurt customer satisfaction and revenue.

Earthquake
Earthquakes pose a serious threat to restaurants through physical damage and business disruption. Many restaurant buildings in Sierra Madre are older and may not meet current seismic standards. A strong quake could damage structural components, kitchen equipment, refrigeration units, and plumbing, leading to temporary or permanent closure.

Even minor quakes can cause inventory loss (e.g., broken glassware, spilled ingredients), utility outages, and health inspection violations. Additionally, post-quake inspections may delay reopening, while frightened customers may avoid dining out. Insurance, if available, may not cover all losses, especially income lost during the closure.

Flood
Flooding is less common in Sierra Madre due to its elevation, but flash floods or stormwater runoff from the San Gabriel Mountains can still affect lower-lying or poorly drained areas. Restaurants in these zones risk interior flooding, damaging flooring, electrical systems, and food storage areas.

Flood events can lead to mold growth, health code violations, and costly remediation. If surrounding streets or parking lots flood, access for customers and deliveries can be restricted, hurting business even if the restaurant itself remains dry. Business insurance for flood damage is often limited, making recovery more difficult.

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Landslide
Landslides in Sierra Madre can occur after heavy rains or seismic events, especially in hillside areas. Restaurants located near slopes or along canyon roads are at risk of foundation damage, road closures, or complete property loss. Even if not directly impacted, nearby landslides can cut off access, disrupt delivery routes, and reduce foot traffic.

Debris flow can also block storm drains and cause localized flooding around restaurants.

Business interruption insurance may not fully compensate for lost income, especially for smaller restaurants operating on thin margins.

Power Outage
Power outages have an immediate and often severe impact on restaurants. Loss of refrigeration can spoil perishable inventory, forcing operators to discard large quantities of food. Cooking equipment, point-of-sale systems, and lighting are often fully electric, halting service until power is restored.

Extended outages can also result in health inspection issues and customer dissatisfaction.

Backup generators can help mitigate the impact but are expensive and not common among small restaurants. Repeated outages can damage a restaurant’s reputation and discourage return customers.

Wildfire
Wildfire in the foothill-adjacent areas of Sierra Madre can threaten restaurants both directly and indirectly. Direct damage from fire or smoke can destroy property, while evacuation orders or air quality alerts may force closures even if the business is physically unaffected.

Smoke infiltration can render kitchens and dining areas unusable, requiring professional cleaning.

Staff may be unavailable due to personal evacuations, and customers may avoid the area altogether. Wildfire season also raises insurance costs and may reduce tourism, a key revenue source for local businesses.

Windstorm
High winds, especially from Santa Ana conditions, can knock down trees, power lines, and signage, posing both safety hazards and operational challenges. Outdoor dining setups, which many restaurants rely on post-COVID, can be damaged or rendered unusable. Wind-blown debris may break windows or damage roofs.

Like with power outages, windstorms can cause utility disruptions, cutting off electricity or water and forcing temporary closures. Roads blocked by downed trees may delay deliveries or reduce customer access. Repeated wind events can also increase maintenance costs for signage, canopies, and heating systems.

Convenience Stores/Liquor
Drought
Drought primarily impacts convenience stores indirectly but meaningfully. Reduced water availability may lead to restrictions on water usage within the store (e.g., for restrooms, sanitation, and beverage services like fountain drinks or coffee). Supply chains for water-heavy goods— Hazard Mitigation Plan | 2025
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bottled water, produce, and some beverages may also become strained, driving up costs or causing shortages.

In prolonged droughts, consumer behavior can shift: demand for bottled drinks and packaged goods may increase, while fresh food offerings become limited. Convenience stores must adapt by adjusting inventory and possibly investing in water-saving fixtures or sanitation practices to comply with city or county water restrictions.

Earthquake
An earthquake can have immediate and severe effects on convenience stores in Sierra Madre.

Structural damage to the building, including cracked walls, broken windows, or collapsed shelving, can force temporary or long-term closures. Inventory loss is also common as items fall from shelves or refrigeration units fail due to power loss.

Utility disruption, especially electricity and gas, can render the store inoperable. Fuel pumps, ATMs, freezers, and lighting may not work without backup power. If roads are damaged, resupply becomes difficult, leaving the store unable to restock essentials. Recovery costs are significant, and stores without seismic retrofitting may suffer greater damage.

Flood
Flooding, though less common in Sierra Madre due to its elevated topography, can occur from heavy rainstorms or broken infrastructure. Floodwater can damage flooring, electrical systems, and inventory stored at ground level. Contaminated water also poses health risks, possibly requiring professional cleanup and health inspections before reopening.

Flooding can also disrupt deliveries if roads become impassable, limiting access to fresh stock.

In extreme cases, prolonged closures can lead to long-term financial strain, especially for small, independently owned stores that rely on steady daily income.

Landslide
Landslides, especially in Sierra Madre’s hillside neighborhoods, can block access routes, isolate the store, or in rare cases, directly damage the building. While structural impacts are less likely unless the store is located near a slope, the main concern is interruption of supply chains and loss of customer traffic due to impassable roads.

In some cases, nearby landslides may require mandatory evacuation or business shutdowns for safety reasons. Additionally, the threat of follow-on events (like mudslides after fires) makes landslide risk a growing concern.

Power Outage
Power outages are especially disruptive to convenience stores, which rely heavily on refrigeration, lighting, point-of-sale systems, fuel pumps, and ATMs. Even a short-term outage can lead to spoilage of perishable goods and loss of sales due to system failures.

Longer outages can cause significant economic losses, force temporary closures, and harm a store's reputation if customers find unreliable service. Investing in backup generators can mitigate impacts but represents a substantial upfront cost, often unaffordable for small businesses.

Wildfire
While Sierra Madre itself is not usually the ignition point for wildfires, it is located near the wildlandurban interface and can be affected by nearby fires or smoke events. Wildfires may trigger Hazard Mitigation Plan | 2025
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mandatory evacuations or cause significant drops in foot traffic, especially if the air quality is poor or evacuation routes pass through the city.

Smoke and ash can contaminate inventory, requiring disposal of exposed food items. Fires can also damage supply lines and cut off utilities. In worst-case scenarios, a fire could destroy the store entirely, especially if it’s located in an area with dry vegetation or inadequate defensible space.

Windstorm
Severe windstorms, such as Santa Ana winds, can knock out power, damage signage, and break windows or doors, particularly in older buildings. Flying debris can also pose a direct physical threat to the structure or customers. Like wildfires, windstorms may also lead to temporary road closures, disrupting deliveries and customer access.

If the windstorm follows wildfire, the risk of fire spread increases, posing additional threats.

Convenience stores may need to shut down temporarily due to safety concerns, lost inventory, or lack of power that cuts into vital daily revenue.

Florist
Drought
A drought can directly affect a florist’s supply chain by reducing the availability and increasing the cost of locally grown flowers and plants. Since Sierra Madre relies on regional agriculture (including imports from California's Central Valley), water restrictions and crop failures upstream could force florists to purchase more expensive imports or limit product selection.

On-site water use might also be restricted during droughts. This could hinder care for perishable goods, especially if the florist maintains a garden or nursery. A prolonged drought may discourage customers from purchasing water-intensive plants, reducing revenue from certain product lines.

Earthquake
An earthquake could cause major disruptions to a florist shop in Sierra Madre. Structural damage to the building may range from broken windows and ceiling tiles to collapsed shelves and shattered glass vases or containers. Inventory loss could be high, especially for fragile or perishable items.

Utilities like water and power may be temporarily cut, affecting refrigeration systems that are crucial for flower preservation. If roadways are damaged, supply deliveries might be delayed or canceled, further straining operations. If the earthquake impacts customer homes or infrastructure, discretionary spending on floral arrangements may decline temporarily.

Flood
Though widespread flooding is less common in Sierra Madre due to its elevation, localized flooding from heavy rain or blocked storm drains can still damage a florist shop. Water intrusion may ruin inventory, equipment, and furnishings, especially in street-level businesses.

Even minor flooding can lead to mold issues or require temporary closure for cleaning and repairs.

Road closures or hazardous travel conditions during a flood can reduce foot traffic and prevent deliveries from reaching the shop or customers.

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Landslide
Given Sierra Madre’s proximity to steep foothills, landslides (especially after heavy rains) can disrupt road access to the florist shop. Even if the business itself isn't physically damaged, blocked roads may delay deliveries or keep customers from visiting.

If a landslide damages utility lines or communication systems, the florist may face business interruptions, particularly if reliant on online orders or local suppliers using hillside roads.

Emergency response priorities during a landslide may also sideline nonessential businesses like florists for days or even weeks.

Power Outage
Florists rely heavily on refrigeration to preserve fresh flowers. Even a brief power outage can result in spoilage of inventory, lost revenue, and customer dissatisfaction. Longer outages may force temporary closures and damage electrical systems or point-of-sale terminals.

Without lighting, internet, or electronic payment systems, walk-in and delivery orders may be impossible to fulfill. If outages are frequent or prolonged (especially during windstorms or wildfires), the florist may need to invest in a backup generator, adding to operational costs.

Wildfire
Wildfire poses both direct and indirect threats. Although the florist shop may not be in a high-firerisk zone, nearby wildfires can cause smoke damage, evacuations, and long-term air quality issues. Fresh flowers are sensitive to heat and smoke, so even indirect exposure can reduce product quality.

Deliveries may be suspended due to road closures or hazardous air, and customer demand may drop during emergencies. Local events (weddings, funerals, etc.) may also be postponed or canceled, leading to lost revenue for event-focused florists. Insurance costs and business continuity planning become critical considerations.

Windstorm
Strong windstorms, especially Santa Ana winds, can damage the exterior of the shop, signage, and displays. Downed trees or debris may break windows or create hazards around the storefront. If power lines are affected, the florist may face outages and refrigeration loss.

Outdoor plant displays or inventory could be destroyed, and transportation for deliveries might be disrupted by blocked roads or unsafe driving conditions. Windstorms can also temporarily reduce foot traffic, especially if safety advisories are in place.

Natural, Historic, and Cultural Resources
Natural, historic, and cultural resources are essential elements that define the identity and heritage of a community. Natural resources include native flora and fauna, water bodies, landscapes, and climate, providing ecological and recreational benefits. Historic resources consist of buildings, archaeological sites, monuments, and historic districts that hold historical significance. Cultural resources encompass museums, traditional practices, languages, literature, festivals, and public art, reflecting the community's cultural heritage and values.

Together, these resources contribute to preserving the community's history, environment, and cultural identity, enriching the quality of life for its residents.

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Vulnerability of Natural, Historic, and Cultural Resources* Sierra Madre is home to an array of natural, historic, and cultural resources that reflect its unique character. Memorial Park is a central, historic community space located near downtown along Sierra Madre Boulevard. Known for its open green lawns, mature trees, and iconic gazebo, the park serves as a hub for recreation, relaxation, and civic events. It features a children's playground, picnic areas, and the Sierra Madre Veterans Wall, which honors local military service members. The park also hosts concerts, holiday celebrations, and cultural gatherings, making it a vital part of the city's social and historical fabric. Its proximity to the Sierra Madre Playhouse enhances its role as a cultural and community landmark.

The Episcopal Church of the Ascension in Sierra Madre an historic church that was built in 1888.

It was listed on the National Register of Historic Places in 1977. It is site #7 on Sierra Madre designated historical landmarks list. There are forty-eight properties listed on Sierra Madre's Designated Historical Properties List.

Cultural resources also abound. The Sierra Madre Playhouse is a historic, intimate performing arts venue. Originally built in 1910 as a furniture store and later converted into a silent movie theater, it has served various entertainment purposes over the decades. Since the 1970s, it has been operated as a nonprofit live theater, offering professional-quality performances in an accessible, small-town setting. Architecturally, the building retains much of its early 20th-century charm, with a classic marquee and a cozy interior that seats just under 100 people. Despite its modest size, the Playhouse is known for staging critically acclaimed plays, musicals, and youth productions, often drawing audiences from across the San Gabriel Valley. Beyond entertainment, the Sierra Madre Playhouse plays a vital cultural role in the community, hosting educational outreach, workshops, and seasonal programming. Its long history and continued community support make it a treasured institution and a symbol of Sierra Madre’s commitment to the arts and cultural preservation.
*The vulnerability of city parks is included in the section discussing the vulnerability of Structures * The vulnerability of community events such as visits to Sierra Madre Park are discussed in the Activities Bringing Value to the Community section.

Table B.18: Hazard Vulnerability to Natural, Historic, and Cultural Resources Source: Planning Team, Emergency Planning Consultants
Note: “X” indicates affirmative
Natural, Historic, and Cultural Resources
DroughtEarthquakeFloodLandslidePower OutageWildfireWindstorm Natural
Memorial Park X X X X X
Historic
Episcopal Church of the Ascension
191 W. Sierra Madre Boulevard X X X X
Cultural
Sierra Madre Playhouse
87 W. Sierra Madre Boulevard X X X X
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Impact Profile on Natural, Historic, and Cultural Resources Drought
A drought in Sierra Madre can have serious and lasting impacts on the city’s natural, historic, and cultural resources, especially given its foothill setting and dependence on regional water systems.

Natural Resources
Prolonged drought reduces soil moisture, stresses native vegetation, and increases the risk of wildfires. Trees and plants may weaken or die, affecting biodiversity and the overall health of local ecosystems. Wildlife can suffer from diminished water sources and food availability.

Additionally, dry conditions heighten erosion risks and degrade the quality of open space and natural recreational areas.

Historic Resources
Historic buildings and landscapes may deteriorate more quickly during drought conditions.

Reduced soil moisture can cause ground shifting or settling, potentially leading to foundation cracks in older structures. Water restrictions may limit the ability to maintain historic gardens, lawns, or plantings that are part of a site’s historical character. Drought-stressed vegetation around historic properties also increases fire vulnerability.

Cultural Resources
Cultural events, festivals, and public gatherings may be impacted by heat waves or outdoor water use restrictions. Community gardens and green spaces used for cultural programming may suffer, reducing their aesthetic and functional value. Additionally, drought-related concerns may shift public priorities and funding away from cultural projects and preservation toward emergency management and infrastructure needs.

In summary, drought can significantly weaken Sierra Madre’s natural ecosystems, threaten the integrity of historic properties, and disrupt cultural life, highlighting the importance of sustainable water practices and drought resilience planning.

Earthquake
An earthquake can have significant impacts on the natural, historic, and cultural resources in Sierra Madre affecting both the environment and the community's heritage.

Natural Resources
Earthquakes can trigger landslides in hillside areas, damaging trails, vegetation, and wildlife habitats. Ground shaking may also disrupt natural water flows, leading to erosion, blocked drainage systems, or changes in local ecosystems. Mature trees throughout the city could be uprooted or damaged, affecting both the landscape and increasing fire risk due to downed limbs and debris.

Historic Resources
Many of Sierra Madre’s historic structures are vulnerable to seismic damage, particularly older buildings with unreinforced masonry or delicate architectural features. Shaking may lead to structural cracks, collapsed walls, or broken decorative elements. Even minor damage can threaten the preservation of these buildings, often requiring extensive and costly repairs to restore or maintain their historic value.

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Cultural Resources
Cultural facilities and community gathering spaces may be damaged, disrupting performances, educational programs, and public events. Artifacts, archives, and exhibits can be destroyed or compromised during shaking or by water damage from broken pipes. Cultural traditions and celebrations may be postponed or canceled in the aftermath of a quake, weakening community ties and delaying emotional recovery.

In summary, an earthquake could cause widespread and lasting effects on Sierra Madre’s natural landscape, historic architecture, and cultural life, emphasizing the need for preparedness and ongoing investment in preservation and resilience.

Flood
A flood in Sierra Madre, though less common due to the city's foothill location, can still have notable impacts on its natural, historic, and cultural resources, especially during intense storms or in areas prone to runoff and poor drainage.

Natural Resources
Flooding can cause severe soil erosion, damage vegetation, and degrade trails or open spaces.

Excess water may wash pollutants and debris into natural habitats, disrupting local ecosystems and water quality. Saturated soil can weaken root systems, leading to fallen trees and long-term damage to the landscape. Natural creeks or drainage channels may overflow, altering their course and affecting nearby habitats.

Historic Resources
Historic buildings are particularly vulnerable to flood damage, especially if they have older foundations or are not elevated above grade. Floodwater can seep into basements, warp wood structures, and damage original materials like plaster, flooring, and paint. Even minimal water intrusion may lead to mold growth or structural weakening, requiring costly restoration efforts and threatening the long-term preservation of heritage sites.

Cultural Resources
Flooding can damage community centers, theaters, museums, and other cultural facilities, leading to the loss of archives, artifacts, or performance space. Scheduled cultural events may be postponed or canceled due to facility closures or hazardous conditions. Flood-damaged outdoor venues and public art installations may also require extensive repairs, interrupting community life and limiting access to cultural experiences.

In summary, a flood in Sierra Madre could disrupt ecosystems, harm historic buildings, and delay or damage cultural activities, underscoring the need for effective stormwater management and preservation planning in flood-prone areas.

Landslide
Landslides in Sierra Madre poses a serious threat to the city’s natural, historic, and cultural resources, particularly due to its steep terrain and location along the San Gabriel Mountains.

Heavy rainfall or seismic activity can trigger slope failures, especially in areas with loose or saturated soil.

Natural Resources
Landslides can destroy vegetation, disrupt wildlife habitats, and drastically alter the landscape.

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erosion and instability. Trails, natural drainage paths, and open spaces used for recreation and conservation may become inaccessible or unsafe, limiting public access to nature and degrading the environment.

Historic Resources
Historic structures located near hillside areas are at risk of foundation damage, structural shifting, or even complete destruction if a landslide occurs nearby. Earth movement can compromise the stability of older buildings, especially those not designed to withstand soil displacement or lateral pressure. Debris flows may also damage historically significant landscaping or boundary walls, diminishing the integrity of heritage sites.

Cultural Resources
Landslides can isolate or damage community centers, cultural venues, and gathering spaces located near or below steep slopes. Disruption to roads and access routes may cancel events or prevent public participation in cultural activities. Outdoor public art, monuments, or performance areas may also be affected by falling debris or slope instability, limiting their use or requiring restoration.

In summary, landslides in Sierra Madre can have wide-reaching effects on natural landscapes, historic buildings, and cultural activities. Proactive hillside management and slope stabilization are essential to protect these valued community resources.

Power Outage
A power outage in Sierra Madre can significantly disrupt the city’s natural, historic, and cultural resources, especially during emergencies or extreme weather events. While often temporary, outages can have lasting impacts depending on their duration and timing.

Natural Resources
Although the direct impact on natural landscapes may be limited, power outages can hinder the operation of critical systems that support resource management. Irrigation systems for public gardens, parks, and urban trees may fail, leading to plant stress or loss—particularly during hot or dry conditions. Additionally, outages may affect air quality monitoring or environmental control systems, delaying response to natural hazards like fires or flooding.

Historic Resources
Historic buildings often rely on electricity for climate control, security systems, and lighting. A prolonged outage can lead to temperature and humidity fluctuations that damage sensitive materials such as wood, plaster, textiles, or archival documents. Loss of lighting and alarms may also leave historic sites vulnerable to vandalism or accidental damage. Backup systems are not always available in older structures, increasing their risk during blackouts.

Cultural Resources
Power outages can force the cancellation or postponement of cultural events, performances, and public gatherings. Venues such as theaters, museums, and community centers depend on lighting, sound systems, and climate control (all of which may be inoperable during an outage).

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Electronic ticketing, communications, and online engagement also cease, reducing community access to cultural experiences and interrupting programming.

In summary, a power outage in Sierra Madre can disrupt the care of natural areas, compromise the preservation of historic structures, and interrupt cultural life. Investing in backup power systems and emergency planning is essential to protect these community resources from extended electrical disruptions.

Wildfire
A wildfire in Sierra Madre poses a major threat to the city’s natural, historic, and cultural resources, especially given its location at the base of the San Gabriel Mountains and its proximity to wildfireprone areas. Even if the flames do not reach developed parts of the city, smoke, ash, and emergency response efforts can still cause significant disruption.

Natural Resources
Wildfires can devastate local ecosystems, burning native vegetation, damaging wildlife habitats, and increasing the risk of erosion and landslides after the fire is contained. The loss of trees and ground cover affects biodiversity and disrupts natural water flows. Recovery of natural areas can take years, and repeated fires can lead to permanent ecological changes, including the spread of invasive species.

Historic Resources
Historic buildings and landmarks located near wildland-urban interface zones are highly vulnerable to fire damage. Structures made of wood or with historic landscaping can be lost or severely damaged if defensible space is lacking. Even without direct contact with flames, smoke and ash can stain surfaces, corrode materials, and infiltrate interiors, causing long-term degradation. Fire suppression efforts may also unintentionally damage fragile structures.

Cultural Resources
Cultural venues and community events are often canceled or delayed during wildfire incidents due to evacuations, poor air quality, or use of public spaces for emergency response. Theaters, museums, and event spaces may suffer from smoke damage or power outages, and stored collections or equipment could be at risk. Wildfires also strain public resources, potentially diverting funding and attention away from cultural programming during and after the crisis.

In summary, wildfires in Sierra Madre can cause widespread harm to the city’s natural beauty, historic landmarks, and cultural life. Ongoing fire mitigation, defensible space planning, and community preparedness are essential to safeguard these irreplaceable resources.

Windstorm
A serious windstorm in Sierra Madre particularly during strong Santa Ana wind events, can significantly impact the city’s natural, historic, and cultural resources. High wind speeds can cause both direct physical damage and secondary effects such as power outages, falling debris, and heightened wildfire risk.

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Natural Resources
Windstorms can uproot or break tree limbs, damage public gardens, and strip vegetation, especially in hillside and open space areas. Fallen trees may block trails, roads, or access to natural areas, while damaged vegetation increases the risk of erosion and debris flows in subsequent storms. Native plants may be harmed by soil displacement or wind-borne dust and debris, weakening the local ecosystem.

Historic Resources
Historic structures are especially vulnerable to wind damage due to their age and delicate features. Strong winds can loosen roofing materials, break windows, or damage architectural elements such as shutters, trim, or signage. Flying debris may cause additional harm, and loss of power or communications can leave historic sites without security or climate control, increasing the risk of secondary damage.

Cultural Resources
Cultural facilities and events can be disrupted by windstorms, particularly if venues lose power, suffer physical damage, or become unsafe for public use. Outdoor events and performances may be canceled due to hazardous conditions or damage to stages, equipment, or seating areas.

Temporary closures of museums, theaters, and community centers can interrupt programming and reduce access to cultural services.

In summary, windstorms in Sierra Madre can damage natural landscapes, compromise historic buildings, and disrupt cultural life. Proactive tree maintenance, structural reinforcement, and emergency preparedness are essential to minimize the impact on the city’s valued resources.

Activities Bringing Value to the Community
Activities bringing value to the community are those that contribute positively to the well-being, cohesion, and development of the community as a whole. These activities can take various forms and serve different purposes, but they generally aim to enhance the quality of life for community members and promote a sense of belonging and connectedness.

Vulnerability of Activities Bringing Value to the Community Table B.19: Hazard Vulnerability of Activities Bringing Value to the Community Source: Planning Team, Emergency Planning Consultants
Note: “X” indicates affirmative
Activities Bringing Value to the Community
DroughtEarthquakeFloodLandslidePower OutageWildfireWindstorm Concerts In the Park
222 W. Sierra Madre Boulevard X X X X
Family Movie Fridays
222 W. Sierra Madre Boulevard X X X X
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Activities Bringing Value to the Community
DroughtEarthquakeFloodLandslidePower OutageWildfireWindstorm 4th of July Festivities
Sierra Madre Boulevard X X X X X X X
Mt. Wilson Trail Race
N. Baldwin Avenue & Kersting Court X X X X X X X
Wistaria Festival
Sierra Madre Boulevard X X X X X X X
Fire Prevention Festival & Car Show
Memorial Park
222 W. Sierra Madre Boulevard

X X X X X X X
Easter Egg Hunt
Memorial Park 222 W. Sierra Madre Boulevard X X X X X X X Community Yard Sale
Memorial Park 222 W. Sierra Madre Boulevard X X X X X X X Impact Profile on Activities Bringing Value to the Community Drought
A drought in Sierra Madre can impact community events in several ways, both directly and indirectly. During drought conditions, local parks may face water restrictions, leading to dry, brown grass and less inviting outdoor conditions. Without regular irrigation, the comfort and appearance of the event spaces may decline, making it less pleasant for attendees to sit, picnic, or play. If the drought is accompanied by extreme heat or poor air quality, turnout may drop as families opt to stay indoors for health and safety reasons.

Drought conditions can also lead to increased wildfire risk, prompting fire safety regulations that limit certain equipment or activities, such as cooking, lighting, or using power generators in public spaces. In some cases, events may be rescheduled, relocated, or canceled entirely if the risk level becomes too high or if the city prioritizes emergency response over public programming. In summary, a drought can reduce the comfort, safety, and overall appeal of Sierra Madre's outdoor events, potentially leading to lower attendance, scaled-back programming, or temporary cancellations.

Earthquake
An earthquake in Sierra Madre could significantly disrupt community events, particularly if it results in damage to infrastructure, public spaces, or essential services. Immediately following an earthquake, public gatherings may be postponed or canceled due to safety concerns. Parks and event areas may be unsafe if there is ground shifting, damaged walkways, fallen trees, or compromised lighting and electrical systems. Equipment such as sound systems, projectors, and staging structures may also be damaged or inaccessible due to power outages or storage issues.

Even if the park itself remains usable, community focus may shift toward recovery efforts, and attendance at recreational events could decline. Emotional distress, limited resources, and transportation issues following a quake can make it difficult for families to participate in leisure activities. The city may also redirect funding or staffing from public events to emergency services Hazard Mitigation Plan | 2025
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and infrastructure repair. In summary, an earthquake can temporarily halt or scale back community events in Sierra Madre due to safety hazards, infrastructure damage, and shifts in community priorities during recovery.

Flood
A flood in Sierra Madre can significantly affect community events, particularly if it causes damage to parks or disrupts access to public spaces. Flooding can leave park grounds muddy, waterlogged, or structurally unsafe, making it difficult or impossible to safely set up equipment or accommodate attendees. Standing water may damage electrical systems, sound equipment, and projection gear used for concerts and movie nights. Even after the water recedes, cleanup and repairs may take days or weeks, forcing event cancellations or relocation. In addition, roads and sidewalks leading to event areas may become impassable or hazardous, discouraging families from attending or prompting safety concerns. Ongoing flood risks or the potential for additional storms may also lead city officials to postpone events out of caution. In summary, a flood can disrupt or delay Sierra Madre’s outdoor community events by damaging venues, creating safety hazards, and reducing accessibility—often requiring cleanup, rescheduling, or relocation of planned activities.

Landslide
While Concerts in the Park and Family Movie Fridays in Sierra Madre are not located in a landslide-prone area, a landslide elsewhere in the city can still indirectly impact these events. If a landslide occurs, it may block roads or access routes, making it difficult for attendees, performers, or city staff to reach the park. Equipment deliveries or vendor transportation may also be delayed or rerouted, potentially disrupting event setup or operations. Even if the event location is safe, logistical complications could lead to delays or cancellations. In addition, a recent landslide may shift the community’s focus toward emergency response and recovery, reducing attendance or prompting the city to reallocate resources away from public events. Concerns about safety, infrastructure stability, or further slope movement may also discourage public gatherings in the immediate aftermath. In summary, while the event site itself may not be vulnerable, a landslide elsewhere in Sierra Madre can cause logistical challenges and community disruptions that impact the planning and attendance of local outdoor events.

Power Outage
A power outage in Sierra Madre can directly disrupt events like Concerts in the Park and Family Movie Fridays, as both rely heavily on electricity for lighting, sound systems, and audiovisual equipment. Without power, amplification for live music, projectors for movies, and safety lighting may become unavailable, making it impossible to hold these events as planned. Even a shortterm outage around event time can lead to cancellations or early shutdowns. If the outage is widespread or prolonged, it can also affect planning and communication, making it difficult to coordinate vendors, performers, or city staff. Additionally, public safety becomes a concern during nighttime events without lighting, especially for families with children. Limited visibility and the inability to operate essential equipment could make the environment unsafe or unwelcoming for attendees. In summary, power outages can force the cancellation, delay, or downsizing of outdoor community events in Sierra Madre by disabling essential infrastructure and reducing safety and accessibility for the public.

Wildfire
Although Concerts in the Park and Family Movie Fridays in Sierra Madre are held in areas not directly at risk of wildfire, a nearby wildfire can still significantly affect these events. Smoke and Hazard Mitigation Plan | 2025
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poor air quality from surrounding fires can make it unsafe or uncomfortable for families to attend outdoor gatherings, especially for children, older adults, or individuals with respiratory conditions.

Even if the fire is not close, city officials may cancel or postpone events as a precaution due to health advisories or shifting emergency priorities. Additionally, wildfires often lead to road closures, power outages, or emergency resource deployment, which can disrupt event logistics, limit staff availability, or hinder equipment setup. Public spaces may also be temporarily repurposed for emergency response or shelter if the wildfire impacts nearby communities. In summary, while the event location itself may be outside a wildfire hazard zone, smoke, air quality issues, and emergency disruptions from a nearby wildfire can still cause cancellations or reduced participation in Sierra Madre’s outdoor community events.

Windstorm
A serious windstorm in Sierra Madre can significantly disrupt community events like Concerts in the Park and Family Movie Fridays, even if the weather clears by the time of the event. High winds can cause physical damage to event infrastructure, such as tents, screens, sound equipment, and seating. Loose debris, falling branches, or downed trees in or around the park can create safety hazards for attendees and delay event setup or cleanup. In some cases, strong winds may force the cancellation of the event entirely, especially if conditions are unsafe for outdoor gatherings. Even after the storm passes, residual damage or power outages may limit access to necessary equipment or utilities. Families may also be hesitant to attend outdoor events in the aftermath of a windstorm due to lingering weather concerns or cleanup activity in the area.

In summary, a windstorm can lead to unsafe conditions, damaged equipment, and reduced attendance, potentially forcing Sierra Madre’s outdoor community events to be canceled, postponed, or scaled back for safety and logistical reasons.

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Element C: Mitigation Strategy
Q&A | ELEMENT C. MITIGATION STRATEGY | C1-a.

Q: Does the plan describe how the existing capabilities of each participant are available to support the mitigation strategy? Does this include a discussion of the existing building codes and land use and development ordinances or regulations? (Requirement 44 CFR § 201.6(c)(3)) A: See Capability Assessment – Existing Processes and Programs, Table C.1 below.

Q&A | ELEMENT C: MITIGATION STRATEGY | C1-b.

Q: Does the plan describe each participant’s ability to expand and improve the identified capabilities to achieve mitigation? (Requirement 44 CFR § 201.6(c)(3))
A: See Expanding and Improving Capabilities below.

Q&A | ELEMENT C: Mitigation Strategy | C2-a.

Q: Does the plan contain a narrative description or a table/list of their participation activities? (Requirement 44 CFR § 201.6(c)(3)(ii))
A: See NFIP Participation below.

Q&A | ELEMENT C. MITIGATION STRATEGY | C3-a.

Q: Does the plan include goals to reduce the risk from the hazards identified in the plan? (Requirement 44 CFR § 201.6(c)(3)(i))
A: See State Hazard Mitigation Plan Goals, HMP Goals below.

Q&A | ELEMENT C: MITIGATION STRATEGY | C4-a.

Q: Does the plan include an analysis of a comprehensive range of actions/projects that each jurisdiction considered to reduce the impacts of hazards identified in the risk assessment? (Requirement 44 CFR § 201.6(c)(3)(ii))
A: See Mitigation Actions Matrix (Action Items), Priority Rating below.

Q&A | ELEMENT C: MITIGATION STRATEGY | C4-b.

Q: Does the plan include one or more action(s) per jurisdiction for each of the hazards as identified within the plan’s risk assessment? (Requirement 44 CFR § 201.6(c)(3)(ii)) A: See Mitigation Actions Matrix (Action Items) below.

Q&A | ELEMENT C: MITIGATION STRATEGY | C5-a.

Q: Does the plan describe the criteria used for prioritizing actions? (Requirement 44 CFR § 201.6(c)(3)(ii)) A: See Mitigation Actions Matrix (Priority, Goals), Benefit/Cost Ratings below.

Q&A | ELEMENT C: MITIGATION STRATEGY | C5-b.

Q: Does the plan identify the position, office, department, or agency responsible for implementing/administering the identified mitigation actions, as well as potential funding sources and expected time frame? (Requirement 44 CFR § 201.6(c)(3)(iii))) A: See Lead Department below.

Overview of Mitigation Strategy
As the cost of damage from disasters continues to increase nationwide, the City of Sierra Madre recognizes the importance of identifying effective ways to reduce vulnerability to disasters.

Mitigation plans assist communities in reducing risk from natural hazards by identifying resources, information and strategies for risk reduction, while helping to guide and coordinate mitigation activities at city facilities.

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The plan provides a set of action items to reduce risk from hazards through education and outreach programs, and to foster the development of partnerships. Further, the plan provides for the implementation of preventative activities.

Resources and information within the mitigation plan include:

1. Establishing a basis for coordination and collaboration among agencies and the public in the City of Sierra Madre,

2. Identifying and prioritizing future mitigation projects, and

3. Assisting in meeting the requirements of federal assistance programs.

The mitigation plan is integrated with other city plans including the Emergency Operations Plan, General Plan, Capital Improvement Program, as well as department-specific standard operating procedures.

Capability Assessment – Existing Processes and Programs The City will incorporate mitigation planning as an integral component of daily operations. This will be accomplished by the Planning Team members with their respective departments to integrate mitigation strategies into their planning documents and operational guidelines. In addition to the Capability Assessment below, the Planning Team will strive to identify additional policies, programs, practices, and procedures that could be created or modified to address mitigation activities.

FEMA identifies four types of capabilities: Planning and Regulatory, Administrative and Technical, Financial, and Education and Outreach. Following are explanations drawn from “Beyond The Basics” a website developed as part of a multi-year research study funded by the U.S. Department of Homeland Security, Coastal Resilience Center and led by the Center for Sustainable Community Design within the Institute for the Environment at the University of North Carolina at Chapel Hill and the Institute for Sustainable Coastal Communities at Texas A&M University. This excellent resource ties FEMA regulations together with best practices in hazard mitigation.

Planning and Regulatory
Planning and regulatory capabilities are based on the implementation of ordinances, policies, local laws and State statutes, and plans and programs that relate to guiding and managing growth and development. Examples of planning capabilities that can either enable or inhibit mitigation include comprehensive land use plans, capital improvements programs, transportation plans, small area development plans, disaster recovery and reconstruction plans, and emergency preparedness and response plans. Plans describe specific actions or policies that support community goals and drive decisions. Likewise, examples of regulatory capabilities include the enforcement of zoning ordinances, subdivision regulations, and building codes that regulate how and where land is developed and structures are built. Planning and regulatory capabilities refer not only to the current plans and regulations, but also to the community’s ability to change and improve those plans and regulations as needed.

Administrative and Technical
Administrative and technical capability refers to the community’s staff and their skills and tools that can be used for mitigation planning and to implement specific mitigation actions. It also refers to the ability to access and coordinate these resources effectively. Think about the types of personnel employed by each jurisdiction, the public and private sector resources that may be Hazard Mitigation Plan | 2025
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accessed to implement mitigation activities in your community, and the level of knowledge and technical expertise from all of these sources. These include engineers, planners, emergency managers, GIS analysts, building inspectors, grant writers, floodplain managers, and more. For jurisdictions with limited staff resources, capacity should also be considered; while staff members may have specific skills, they may not have the time to devote themselves to additional work tasks.

The planning team can identify resources available through other government entities, such as counties or special districts, which may be able to provide technical assistance to communities with limited resources. For example, a small town may turn to county planners, engineers, or a regional planning agency to support its mitigation planning efforts and provide assistance. For large jurisdictions, reviewing administrative and technical capabilities may involve targeting specific staff in various departments that have the expertise and are available to support hazard mitigation initiatives. The degree of intergovernmental coordination among departments also affects administrative capability.

Financial
Financial capabilities are the resources that a jurisdiction has access to or is eligible to use to fund mitigation actions. The costs associated with implementing mitigation activities vary. Some mitigation actions, such as building assessment or outreach efforts, require little to no costs other than staff time and existing operating budgets. Other actions, such as the acquisition of floodprone properties, could require substantial monetary commitments from local, state, and federal funding sources. Some local governments may have access to a recurring source of revenue beyond property, sales, and income taxes, such as stormwater utility or development impact fees.

These communities may be able to use the funds to support local mitigation efforts independently or as the local match or cost-share often required for grant funding.

Education and Outreach
This type of capability refers to education and outreach programs and methods already in place that could be used to implement mitigation activities and communicate hazard-related information.

Examples include fire safety programs that the Fire Department delivers to students at local schools; and participation in community programs, such as Firewise.

Table C.1 below includes a broad range of capabilities within the City of Sierra Madre to successfully accomplish mitigation.

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Table C.1: Capability Assessment - Existing Processes and Programs Source: City of Sierra Madre Planning Team
Capability Type Capability
Name
Capability Description and Ability to Support Mitigation Planning and RegulatoryAdministrative and TechnicalFinancialEducation and Outreach City Staff
X X X X City Manager’s
Office
The City Manager is appointed by the City Council to enforce municipal laws, direct daily operations of the City, make recommendations to the Council, prepare and observe the municipal budget, appoint and supervise all City department heads and employees, and supervise the operation of all City departments. The City Manager is responsible for implementing policies adopted by the City Council, preparing and submitting the annual budget, and administering the day-to-day operations of the City.

X X Community
Services
The Community Services Department consists of four full-time employees. The Department is responsible for a variety of facilities, parks, events, services and programs ranging from traditional recreation programs to arts and seniors. The Department oversees the Community Recreation Center and Youth Activity Center, Sierra Madre Aquatic Center, Hart Park House Senior Center, and six parks as well as supports and coordinates the activities of the City's Community Services Commission, Senior Community Commission, and various committees.

X X Finance
Department
The Finance Department is responsible for administering the city-wide operating budget and plays a key role in every financial transaction. The Department provides city-wide fiscal oversight, accounting, analysis, debt management, investments, purchasing, result-based budgeting, cash handling, payroll, billing, collections and administrative services.

X X X Fire
Department
The mission of the Sierra Madre Fire Department is to provide superior community service through the delivery of fire suppression, fire prevention, and emergency medical and public education services. The Sierra Madre Fire Department proudly protects those residing, working and visiting the City of Sierra Madre from its central location in downtown. The Department services a primarily residential area of 3.2 square miles with a wildland/urban interface to more than 11,000 residents.

X X Human
Resources
Department
Human Resources is responsible for administering the City's human resources management system, including labor relations, benefits administration, and staff development, as well as providing personnel support services to all City departments. Responsibilities of the Division include recruitment, application review, and testing of all candidates for Hazard Mitigation Plan | 2025
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Capability Type Capability
Name
Capability Description and Ability to Support Mitigation City employment. In addition, the Department oversees the administration of compensation and benefits for all current employees, labor relations, contract negotiations and the maintenance of personnel records. Finally, Human Resources also coordinates all the risk management functions for the City including claims administration.

X X Library
Services
The Sierra Madre Public Library is a community library dedicated to providing equal access to information services and programs reflecting diverse points of view, always endeavoring to be responsive to changing needs of the community, to preserving its history, and to meeting the challenges of the future. The library provides a welcoming environment, quality materials and technologies, and professional, dedicated staff.

X X X Planning and
Community
Preservation
The Planning & Community Preservation Department is comprised of the Planning, Zoning, Building & Safety, and Code Enforcement Divisions. Planning and Zoning divisions are responsible for regulating the type, scale, and land use that may be established at a given location. Building and Safety division is responsible for structural and life safety concerns in the construction, demolition or alteration of buildings. Code Enforcement Division conducts investigations to abate code violations and public nuisance abatement.

X X Police For nearly 100 years, the men and women of the Sierra Madre Police Department have been committed to ensuring a safe environment for those who live, visit and work in Sierra Madre. The Sierra Madre Police Department has 20 full-time members including the Chief of Police, a Lieutenant, four sergeants, two corporals, nine officers (including detective & traffic), and four dispatchers. The Department also has several part-time employees and volunteers who contribute to maintaining a safe community.

X X X X Public Works The Public Works Department and Utilities Department operate and maintain infrastructure for critical services to the City’s residents and visitors. Services include providing potable water to its customers; maintaining the City’s sewer system; safe streets and sidewalks; the City’s urban forest; and City facilities. The Public Works Department also serves as liaison to the power and gas providers.

X X X X Water The City's water quality and supply is maintained by the Water Division, a department within the Sierra Madre Public Works. By providing consistently high-quality service to the residents of Sierra Madre, the City ensures a safe and reliable method of water delivery for all users.

The Water Division has two sources by which they pump, treat, and distribute water. One source of the water supply is derived from four wells drawing from the East Raymond Basin aquifer. The second source is derived from two natural spring tunnels located in the foothills.

City Plans and Policies
X X General Plan The City of Sierra Madre General Plan is a long-range policy document which lays out the framework for all future growth and development within the City. The General Plan is the blueprint that sets the basis for future policy decisions, in that it organizes the desires of the Sierra Madre community with respect to the physical, cultural, economic, and environmental character of the City. Most importantly, the Sierra Madre Hazard Mitigation Plan | 2025
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Capability Type Capability
Name
Capability Description and Ability to Support Mitigation General Plan is a community-based document that reflects the community values and character as expressed in its goals and policies, while also serving as a technical document which provides information about the City. The General Plan shall be used as a guide by the City’s decision makers to achieve the community’s vision and preserve the history, character and shared values of the community for future generations.

The General Plan is intended to be both a long‐term and a dynamic document that must be periodically updated to respond to changing community needs. Unlike the housing element, which is required by State law to be updated every five years, a General Plan does not expire and is not required to have a specific time frame. The City recently updated its 1996 General Plan; updating the General Plan is done to ensure that the plan is a reflection of the community’s values and goals. The update process also allows the City to reflect on challenges of the past years and use these experiences to shape new policy.

On July 14, 2015, the City Council adopted the Sierra Madre General Plan (2015) and certified the General Plan Environmental Impact Report pursuant to Resolutions 15-43 and 15-44.

Add 2023 update to Hazard Prevention Chapter.

Building and
Fire Code
The City re-adopts the California Building Code every three years into its Municipal Code. The most recent adoption took place in 2025.

Expanding and Improving Capabilities
This identifies the capability categories and applicability to individual mitigation action items. Subcategory indicators are P – Planning and Regulatory; A – Administrative and Technical; F – Finance; E – Education and Outreach.

Planning and Regulatory Capabilities – The City builds and maintains its own buildings and infrastructure and regulates all construction within the community as per the International Building Code. Future plans are laid out in the General Plan and Capital Improvement Program. Some of the funding of future construction relies on successful bond measures where plans and justifications are shared with the public. Because of previous hazard mitigation plans and projects, the city is very experienced in adhering to federal and state mandates. Also, departmental protocols are in place that ensure future development projects satisfy “substantial conformance” requirements with the General Plan and Zoning Ordinance. See Element C:

Mitigation Strategy - Mitigation Actions Matrix column “Expanding and Improving Capabilities”.

Administrative and Technical - Existing capabilities are typical for a medium-sized local government. The city already has grant writing and GIS capabilities along with mutual aid agreements, and a warning/notification system. Grant writing capabilities will continue to be especially important once the mitigation plan is approved by FEMA. That approval will trigger Hazard Mitigation Plan | 2025
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eligibility for a range of federal and state grants. Also, the City Council could task a sub-committee dedicated to land use matters and mitigation plan implementation. The Plan’s opportunities for success will be increased by the Council’s involvement. See Element C: Mitigation Strategy - Mitigation Actions Matrix column “Expanding and Improving Capabilities”.

Finance - All local governments have a broad range of funding sources. Taxation, impact fees, bonds, grants, in-kind donations, and philanthropic donations are included in the spectrum. As such, the City needs to keep these resources in mind for future mitigation activities. See Element C: Mitigation Strategy - Mitigation Actions Matrix column “Expanding and Improving Capabilities”.

Education and Outreach – Continue to utilize existing community groups such as CERT to support and encourage mitigation as well as home and business mitigation. Enlist the City Manager and Public Information Officer in learning and talking about the Hazard Mitigation Plan. See Element C: Mitigation Strategy - Mitigation Actions Matrix column “Expanding and Improving Capabilities”.

National Flood Insurance Program
Flood Insurance Rate Maps (FIRM) and Flood Insurance Studies (FIS) are often used to identify flood-prone areas. The National Flood Insurance Program (NFIP) was established in 1968 as a means of providing low-cost flood insurance to the nation’s flood-prone communities. The NFIP also reduces flood losses through regulations that focus on building codes and sound floodplain management. NFIP regulations (44 Code of Federal Regulations (CFR) Chapter 1, Section 60, 3) require that all new construction in floodplains must be elevated at or above base flood level.

NFIP Participation
As discussed earlier in Element B: Risk Assessment – Flood Profile, the 2008 FIRM (Map # 06037C1400F) for Sierra Madre designates the overwhelming majority of the City as Flood Zone X, defined as “Areas determined to be outside the 0.2% annual chance floodplain.” A small segment of the community, centered along the Little Santa Anita Creek channel, is classified as Zone D, an “Area in which flood hazards are undetermined, but possible.” It's important to note that the City’s previous floodplain management regulations were omitted from the Municipal Code in 2008. As such, there is no designated floodplain administrator although it would arguably fall to the City Manager by default.

See the Mitigation Actions Matrix later in this Element to see a recommendation to work with FEMA on determining probabilities for the Zone D designated areas and for the City to reconsideration the need for a floodplain ordinance.

Repetitive Loss Properties and Severe Repetitive Loss Properties Repetitive Loss Properties (RLPs) are most susceptible to flood damage; therefore, they have been the focus of flood hazard mitigation programs. Unlike a Countywide program, the Floodplain Management Plan (FMP) for repetitive loss properties involves highly diversified property profiles, drainage issues, and property owner’s interest. It also requires public involvement processes unique to each RLP area. The objective of an FMP is to provide specific potential mitigation measures and activities to best address the problems and needs of communities with repetitive loss properties. A repetitive loss property is one for which two or more claims of $1,000 or more Hazard Mitigation Plan | 2025
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have been paid by the National Flood Insurance Program (NFIP) within any given ten-year period.

According to FEMA resources, there are no Repetitive Loss Properties (RLPs) within the City of Sierra Madre.

Goals
State Hazard Mitigation Plan Goals
The 2023 State Hazard Mitigation Plan identified the following goals that reflect State’s current priorities:

Goal 1 - Significantly reduce risk to life, community lifelines, the environment, property, and infrastructure by planning and implementing whole-community risk reduction and resilience strategies.

Goal 2 - Build capacity and capabilities to increase disaster resilience among historically underserved populations, individuals with access and functional needs, and communities disproportionately impacted by disasters and climate change.

Goal 3 - Incorporate equity metrics, tools, and strategies into all mitigation planning, policy, funding, outreach, and implementation efforts.

Goal 4 - Apply the best available science and authoritative data to design, implement, and prioritize projects that enhance resilience to natural hazards and climate change impacts.

Goal 5 - Integrate mitigation principles into laws, regulations, policies, and guidance to support equitable outcomes to benefit the whole community.

Goal 6 - Significantly reduce barriers to timely, efficient, and effective hazard mitigation planning and action.
2025 City of Sierra Madre Hazard Mitigation Plan Goals
Following review of the SHMP goals, the Planning Team reviewed the 2020 HMP goals and determined that those goals are consistent with and responsive to the 2025 Element B: Risk Assessment content and that the goals continue to represent a long-term vision for hazard reduction and enhanced mitigation capabilities.

Each of the goals is supported by mitigation action items. The Planning Team developed these action items through its knowledge of the local area, risk assessment, review of past efforts, identification of mitigation activities, and qualitative analysis. See Mitigation Actions Matrix.

The five mitigation goals and descriptions are listed below.

Protect Life and Property
Implement activities that assist in protecting lives by making homes, businesses, infrastructure, critical facilities, and other properties more resistant to losses from natural, human-caused, and technological hazards.

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Reduce losses and repetitive damage for chronic hazard events while promoting insurance coverage for catastrophic hazards.

Improve hazard assessment information to make recommendations for avoiding new development in high hazard areas and encouraging preventative measures for existing development in areas vulnerable to natural, human-caused, and technological hazards.

Public Awareness
Develop and implement education and outreach programs to increase public awareness of the risks associated with natural hazards.

Provide information on tools, partnership opportunities, and funding resources to assist in implementing mitigation activities.

Natural Systems
Balance watershed planning, natural resource management, and land use planning with natural hazard mitigation to protect life, property, and the environment.

Preserve, rehabilitate, and enhance natural systems to serve natural hazard mitigation functions.

Partnerships and Implementation
Strengthen communication and coordinate participation among and within public agencies, citizens, non-profit organizations, business, and industry to gain a vested interest in implementation.

Encourage leadership within public and private sector organizations to prioritize and implement local, county, and regional hazard mitigation activities.

Emergency Services
Establish policy to ensure mitigation projects for critical facilities, services, and infrastructure.

Strengthen emergency operations by increasing collaboration and coordination among public agencies, non-profit organizations, business, and industry.

Coordinate and integrate natural hazard mitigation activities, where appropriate, with emergency operations plans and procedures.

Update the EOP and hazard annexes.

How are the Mitigation Action Items Organized?
The action items are a listing of activities in which city agencies and citizens can be engaged to reduce risk.

The action items are organized within the following Mitigation Actions Matrix, categorized by hazard. Data collection and research and the public participation process resulted in the development of these action items. The Matrix includes the following information for each action item:

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Lead Department
The Mitigation Actions Matrix assigns primary responsibility for each of the action items to either a department or specific position within the city. The primary responsibility for implementing the action items falls to the entity shown as the “Lead Department”. The lead department has the regulatory responsibility to address hazards, or is willing and able to organize resources, find appropriate funding, or oversee activity implementation, monitor, and evaluate. The lead department is a city staff or contracted while supporting agencies may include local governments, county, or regional agencies.

Timeline
The mitigation plan will be updated every 5 years according to FEMA regulations. However, there are projects and programs in the Mitigation Actions Matrix that will require more than 5 years to complete. Some of the actions are identified as “ongoing” since the 2020 HMP or will continue on a regular basis through the 2025 HMP. These items are indicated as either OngoingAnnual/Quarterly/Monthly, or Ongoing-As Needed with an explanation of what triggers the action (e.g., amending the General Plan, a public agency meeting, etc.).

Funding Source
External resources could include a range of FEMA mitigation grants perhaps including the Hazard Mitigation Grant Program (HMGP).

Internal resources could include the General Fund, Capital Improvement Budget, impact fees, human capital, in-kind resources, etc.

Plan Goals Addressed
As mentioned earlier, the plan goals addressed by each action item are included as a way to monitor and evaluate how well the mitigation plan is achieving its goals once implementation begins. The plan goals are organized into the following five areas:
✓ Protect Life and Property
✓ Enhance Public Awareness
✓ Preserve Natural Systems
✓ Encourage Partnerships and Implementation
✓ Strengthening Emergency Services
Planning Mechanism
It’s important that each action item be implemented. Perhaps the best way to ensure implementation is through integration with one or many of the City’s existing “planning mechanisms” including the “internal resources” including the General Plan, Capital Improvement Projects, General Fund, and “external resources” including Grants. Opportunities for integration will be simple and easy in cases where the action item is already compatible with the content of the planning mechanism. As an example, if the action item calls for the creation of a floodplain ordinance and the same action is already identified in the General Plan’s policies, then the General Plan will assist in implementation. On the contrary, if preparation of a floodplain ordinance is not already included in the General Plan policies, then the item will need to be added during the next update to the General Plan.

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The Capital Improvement Program, depending on the budgetary environment, is updated every 5 years. The CIP includes infrastructure projects built and owned by the city. As such, the CIP is an excellent medium for funding and implementing action items from the Mitigation Plan. The Mitigation Actions Matrix includes several items from the existing CIP. The authors of the CIP served on the Planning Team and are already looking to funding addition Mitigation Plan action items in future CIPs. The General Fund is the budget document that guides all of the City’s expenditure and is updated on an annual basis. Although primarily a funding mechanism, it also includes descriptions and details associated with tasks and projects. Grants come from a wide variety of sources – some annually and others triggered by events like disasters. Whatever the source, the City uses the General Fund to identify successful grants as funding sources. Also see Element D: Plan Maintenance for discussion on integration with other planning mechanisms.

Building and Infrastructure
This addresses the issue of whether or not a particular action item results in the reduction of the effects of hazards on new and existing buildings and infrastructure.

Comments
The purpose of the “Comments” is to capture the notes and status of the various action items.

Notations include:
“Revised” – some component(s) of the action item has been revised from the 2020 HMP.

Benefit/Cost Ratings
The benefits of proposed projects were weighed against estimated costs as part of the project prioritization process. The benefit/cost analysis was not of the detailed variety required by FEMA for project grant eligibility under the Hazard Mitigation Grant Program (HMGP). A less formal approach was used because some projects may not be implemented for up to 10 years, and associated costs and benefits could change dramatically in that time. Therefore, a review of the apparent benefits versus the apparent cost of each project will be performed in the future as needed. Parameters were established for assigning subjective ratings (high, medium, and low) to the costs and benefits of these projects.

Cost ratings were defined as follows:

High: Existing funding within the jurisdiction will not cover the cost of the action item so outside sources of revenue would be required.

Medium: The action item could be funded through existing jurisdictional funding but would require budget modifications.

Low: The action item could be funded under existing jurisdictional funding within the assigned lead department.

Benefit ratings were defined as follows:

High: The action item will provide short-term and long-term impacts on the reduction of risk exposure to life and property.

Medium: The action item will have long-term impacts on the reduction of risk exposure to life and property.

Low: The action item will have only short-term impacts on the reduction of risk exposure to life and property.

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Priority Rating
During the 2025 planning process, the Planning Team utilized the Priority Rating system designations of “High”, Medium”, or “Low” priority were assigned to each of the action items.

Does the Action:
 solve the problem?
 address Vulnerability Assessment?
 reduce the exposure or vulnerability to the highest priority hazard?  address multiple hazards?
 benefits equal or exceed costs?
 implement a goal, policy, or project identified in the General Plan or Capital Improvement Project? Can the Action:
 be implemented with existing funds?
 be implemented by existing state or federal grant programs?  be completed within the 5-year life cycle of the LHMP?  be implemented with currently available technologies? Will the Action:
 be accepted by the community?
 be supported by community leaders?
 adversely impact segments of the population or neighborhoods?  require a change in local ordinances or zoning laws?
 positive or neutral impact on the environment?
 comply with all local, state and federal environmental laws and regulations? Is there:
 sufficient staffing to undertake the project?
 existing authority to undertake the project?
As mitigation action items were updated or written the Planning Team, representatives were provided worksheets for each of their assigned action items. Answers to the criteria above determined the priority according to the following scale.
• 1-6 = Low priority
• 7-12 = Medium priority
• 13-18 = High priority
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Mitigation Actions Matrix
Table C.2: Mitigation Actions Matrix
Source: City of Sierra Madre Planning Team Action Item Lead Department Timeline
Goals
Funding Source and Planning Mechanisms: FY=Fiscal Year Budget, HMGP, CIP, GP=General PlanBuildings & Infrastructure: Does the Action item involve New and/or Existing Buildings and/or Infrastructure? Yes (Y), No (N)Benefit (L=Low, M=Med, H=High)Cost (L=Low, M=Med, H=High)Priority (L=Low, M=Med, H=High)Expanding and Improving Capabilities: P- Planning & Regulatory, A-Administrative & Technical, F-Finance, E-Education & Outreach2025 Comments: Status – Completed, Protect Life and PropertyPublic AwarenessNatural SystemsPartnerships and ImplementationEmergency ServicesRegulation and PermittingRevised, Deleted, New, and Deferred Multi-Hazard Mitigation Action
Items
MH-1 (General Plan – Safety
Element Policy Hz 16.1) Integrate
the goals and action items from
the City of Sierra Madre Hazard
Mitigation Plan into existing
regulatory documents and
programs, where appropriate.

City Manager’s
Office Annual
XXX FY, FYYMLLP Revised
MH-2 (General Plan – Safety
Element Policy Hz 16.2) Identify
and pursue funding opportunities
to develop and implement
neighborhood and city mitigation
activities.

Fire MonthlyXXXXXX FY, FYYHLHF Revised
MH-3 (General Plan – Safety
Element Policy Hz 16.3) Develop
inventories of Unreinforced
Planning 1-2 yearsXXXXXX FY, FYYHHH P, A Revised
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Element C: Mitigation Strategy - 118 -
Action ItemLead DepartmentTimeline
Goals
Funding Source and Planning Mechanisms: FY=Fiscal Year Budget, HMGP, CIP, GP=General PlanBuildings & Infrastructure: Does the Action item involve New and/or Existing Buildings and/or Infrastructure? Yes (Y), No (N)Benefit (L=Low, M=Med, H=High)Cost (L=Low, M=Med, H=High)Priority (L=Low, M=Med, H=High)Expanding and Improving Capabilities: P- Planning & Regulatory, A-Administrative & Technical, F-Finance, E-Education & Outreach2025 Comments: Status – Completed, Protect Life and PropertyPublic AwarenessNatural SystemsPartnerships and ImplementationEmergency ServicesRegulation and PermittingRevised, Deleted, New, and Deferred Masonry Buildings and Soft-Story
Structures.

MH-4 Strengthen emergency
services preparedness by
enhancing public awareness.

City Manager’s
Office Monthly
XXXXXX FY, FYNHLH A, E Revised
MH-5 Develop a Multi-Hazard
Emergency Evacuation Plan Police, Fire 1 year
XXXXX FY, FYNHLHP Revised
MH-6 (General Plan – Safety
Element Policy Hz 16.4) Buy
Vactor to pneumatically collect
liquids, sludges, slurries, sewage
or other spills from a location
thereby reducing the threat of
exposure to hazardous spills.

Public Works
Department
X GF, GFNHHM Completed
MH-7 (General Plan – Safety
Element Policy Hz 3.1) Continue
to cooperate with Area C Fire
Departments for second and third
alarm calls and continue with the
State-wide Mutual Aid
Agreements
Fire AnnualXXX FYNHLHA Revised
MH-8 (General Plan – Safety
Element Policy Hz 4.1) Update
Fire, Police t,
Public Works,
Community
4 years
X
XX FYNHLH P, A Revised
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Element C: Mitigation Strategy - 119 -
Action ItemLead DepartmentTimeline
Goals
Funding Source and Planning Mechanisms: FY=Fiscal Year Budget, HMGP, CIP, GP=General PlanBuildings & Infrastructure: Does the Action item involve New and/or Existing Buildings and/or Infrastructure? Yes (Y), No (N)Benefit (L=Low, M=Med, H=High)Cost (L=Low, M=Med, H=High)Priority (L=Low, M=Med, H=High)Expanding and Improving Capabilities: P- Planning & Regulatory, A-Administrative & Technical, F-Finance, E-Education & Outreach2025 Comments: Status – Completed, Protect Life and PropertyPublic AwarenessNatural SystemsPartnerships and ImplementationEmergency ServicesRegulation and PermittingRevised, Deleted, New, and Deferred the Emergency Operations Plan
annually (EOC Related)
Planning and
Preservation
MH-9 (General Plan – Safety
Element Policy Hz 4.2) Maintain a
fully operational Emergency
Operations Center (EOC Related)
Fire, Police,
Public Works, IT Monthly
XXX FYNHLHA Revised
MH-10 (General Plan – Safety
Element Policy Hz 4.3) Enlist
participation from the community
and City staff for emergency
operations (EOC Related)
Public Works,
Fire Annual
XXX FYNHLH A, E Revised
MH-11 (General Plan – Safety
Element Hz 4.4) Provide
emergency operations training
and conduct test runs (EOC
Related)
Public Works,
Fire Annual
XXX FYNHLHA Revised
MH-12 (General Plan – Safety
Element Hz 4.5) Review and
upgrade emergency operations
equipment such as 911
Police, Fire, IT MonthlyXXX FYNHHH P, A Revised
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Element C: Mitigation Strategy - 120 -
Action ItemLead DepartmentTimeline
Goals
Funding Source and Planning Mechanisms: FY=Fiscal Year Budget, HMGP, CIP, GP=General PlanBuildings & Infrastructure: Does the Action item involve New and/or Existing Buildings and/or Infrastructure? Yes (Y), No (N)Benefit (L=Low, M=Med, H=High)Cost (L=Low, M=Med, H=High)Priority (L=Low, M=Med, H=High)Expanding and Improving Capabilities: P- Planning & Regulatory, A-Administrative & Technical, F-Finance, E-Education & Outreach2025 Comments: Status – Completed, Protect Life and PropertyPublic AwarenessNatural SystemsPartnerships and ImplementationEmergency ServicesRegulation and PermittingRevised, Deleted, New, and Deferred equipment, and the police
dispatch system as needed to
maintain modern levels of service
(EOC Related)
MH-13 (General Plan – Safety
Element Policy Hz 4.6) Develop
and utilize emergency public
communication systems
Police, Fire, IT AnnualXXX FYNHHHP Revised
MH-14 (General Plan – Safety
Element Policy Hz 18.5) Make
necessary upgrades to sewer
infrastructure and overflow
response actions to prevent major
sewer overflows.

Public Works 3 yearsXX GR, GRYHHH New
Earthquake Mitigation Action
Items
EQ-1 (General Plan – Safety
Element Policy Hz 13.4) Utilize
contemporary seismic maps
during plan/permit review
process.

Community
Planning &
Preservation
MonthlyXXXXXX FY, FYYHLH P, A Revised
EQ-2 (General Plan – Safety
Element Policy Hz 13.5)
Incorporate the Regional
Fire AnnualXXXXX FY, FYNHLHP Revised
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Element C: Mitigation Strategy - 121 -
Action ItemLead DepartmentTimeline
Goals
Funding Source and Planning Mechanisms: FY=Fiscal Year Budget, HMGP, CIP, GP=General PlanBuildings & Infrastructure: Does the Action item involve New and/or Existing Buildings and/or Infrastructure? Yes (Y), No (N)Benefit (L=Low, M=Med, H=High)Cost (L=Low, M=Med, H=High)Priority (L=Low, M=Med, H=High)Expanding and Improving Capabilities: P- Planning & Regulatory, A-Administrative & Technical, F-Finance, E-Education & Outreach2025 Comments: Status – Completed, Protect Life and PropertyPublic AwarenessNatural SystemsPartnerships and ImplementationEmergency ServicesRegulation and PermittingRevised, Deleted, New, and Deferred Earthquake Transportation
Evacuation Route updated
developed by the Area D Disaster
Management Area Coordinators
into the Emergency Operations
Plan.

EQ-3 (General Plan – Safety
Element Policy Hz 13.6) Identify
funding sources for structural and
non-structural retrofitting of City-
owned structures that are
seismically vulnerable (e.g. City
Library).

Community
Planning &
Preservation
1 yearXXXXX GR, GRYHHHF Revised
EQ-4 (General Plan – Safety
Element Policy Hz 13.7)
Encourage purchase of
earthquake hazard insurance for
private properties and uninsured
City-owned properties.

City Manager’s
Office 2 years
X FY, FYNHLH P, A, F Revised
EQ-5 (General Plan – Safety
Element Policy Hz 13.8)
Encourage hazard reduction with
non-structural and structural
earthquake retrofits and other
Administration AnnualXXX FY, FYYHLHE Revised
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Element C: Mitigation Strategy - 122 -
Action ItemLead DepartmentTimeline
Goals
Funding Source and Planning Mechanisms: FY=Fiscal Year Budget, HMGP, CIP, GP=General PlanBuildings & Infrastructure: Does the Action item involve New and/or Existing Buildings and/or Infrastructure? Yes (Y), No (N)Benefit (L=Low, M=Med, H=High)Cost (L=Low, M=Med, H=High)Priority (L=Low, M=Med, H=High)Expanding and Improving Capabilities: P- Planning & Regulatory, A-Administrative & Technical, F-Finance, E-Education & Outreach2025 Comments: Status – Completed, Protect Life and PropertyPublic AwarenessNatural SystemsPartnerships and ImplementationEmergency ServicesRegulation and PermittingRevised, Deleted, New, and Deferred strategies in homes, businesses,
and City facilities.

EQ-6 (General Plan – Safety
Element Policy Hz 13.9) Replace
water mains in fault zones with
seismic pipe thereby maintaining
water system integrity and
reducing the threat to life and
property loss by providing fire
suppression.

Public Works AnnualXXXXX GF, GFYHHH P, F Revised
EQ-7 (General Plan – Safety
Element Policy Hz 13.10)
Renovate main booster plant with
new booster pumps and control
panels thereby ensuring reliable
water delivery to City’s
distribution system.

Public Works AnnualXXXXX GR, GRYHHH P, F Revised
EQ-8 (General Plan – Safety
Element Policy Hz 13.11) Seismic
retrofit of Auburn reservoir
thereby preserving stored water
for domestic use and fire
suppression.

Public Works 3-5 yearsXXXXX GR, GRYHHH P, F Revised
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Element C: Mitigation Strategy - 123 -
Action ItemLead DepartmentTimeline
Goals
Funding Source and Planning Mechanisms: FY=Fiscal Year Budget, HMGP, CIP, GP=General PlanBuildings & Infrastructure: Does the Action item involve New and/or Existing Buildings and/or Infrastructure? Yes (Y), No (N)Benefit (L=Low, M=Med, H=High)Cost (L=Low, M=Med, H=High)Priority (L=Low, M=Med, H=High)Expanding and Improving Capabilities: P- Planning & Regulatory, A-Administrative & Technical, F-Finance, E-Education & Outreach2025 Comments: Status – Completed, Protect Life and PropertyPublic AwarenessNatural SystemsPartnerships and ImplementationEmergency ServicesRegulation and PermittingRevised, Deleted, New, and Deferred EQ-9 (General Plan – Safety
Element Policy Hz 10.1) Require
that earthquake survival and
efficient post-disaster functioning
be a primary concern in the siting,
design and construction
standards for essential facilities in
Sierra Madre.

Public Works AnnualXXX CIPYHHHP Revised
EQ-10 (General Plan – Safety
Element Policy Hz 10.2) Investigate the limitations on the location of new or altered
residences and critical, sensitive
and high occupancy facilities in
areas near active faults, and
consider conducting a
comprehensive geologic
investigation to show where
active faults pose a hazard to
structures.

Public Works,
Building and
Safety,
Community
Planning and
Preservation
1 yearXXX GPYHHH P, A Revised
EQ-11 (General Plan – Safety
Element Policy Hz 10.3)
Investigate requiring that
proposed new or altered
Building and
Safety,
Community
3 yearsXX FYNHLHP Revised
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Element C: Mitigation Strategy - 124 -
Action ItemLead DepartmentTimeline
Goals
Funding Source and Planning Mechanisms: FY=Fiscal Year Budget, HMGP, CIP, GP=General PlanBuildings & Infrastructure: Does the Action item involve New and/or Existing Buildings and/or Infrastructure? Yes (Y), No (N)Benefit (L=Low, M=Med, H=High)Cost (L=Low, M=Med, H=High)Priority (L=Low, M=Med, H=High)Expanding and Improving Capabilities: P- Planning & Regulatory, A-Administrative & Technical, F-Finance, E-Education & Outreach2025 Comments: Status – Completed, Protect Life and PropertyPublic AwarenessNatural SystemsPartnerships and ImplementationEmergency ServicesRegulation and PermittingRevised, Deleted, New, and Deferred residences and critical, sensitive,
and high occupancy facilities
located in areas near active faults
are not approved unless
necessary subsurface fault
investigations have first been
completed.

Planning and
Preservation
EQ-12 (General Plan – Safety
Element Policy Hz 10.4)
Investigate requiring a thorough
subsurface fault investigation for
any proposed habitable structure
on private property in close
proximity of an active fault zone
and monitor any trenching for
public buried water lines in the
same area. Assign a City
employee the duty of collecting
and assessing of data gathered
from the above listed efforts with
help of a registered geologist.

Public Works,
Building and
Safety
AnnualXXXX GPYHHHP Revised
EQ-13 (General Plan – Safety
Element Policy Hz 10.5) Create a
central depository of all Sierra
Public Works,
Community
Planning and
5 yearsXXXXX GPNHLM P, A Revised
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Element C: Mitigation Strategy - 125 -
Action ItemLead DepartmentTimeline
Goals
Funding Source and Planning Mechanisms: FY=Fiscal Year Budget, HMGP, CIP, GP=General PlanBuildings & Infrastructure: Does the Action item involve New and/or Existing Buildings and/or Infrastructure? Yes (Y), No (N)Benefit (L=Low, M=Med, H=High)Cost (L=Low, M=Med, H=High)Priority (L=Low, M=Med, H=High)Expanding and Improving Capabilities: P- Planning & Regulatory, A-Administrative & Technical, F-Finance, E-Education & Outreach2025 Comments: Status – Completed, Protect Life and PropertyPublic AwarenessNatural SystemsPartnerships and ImplementationEmergency ServicesRegulation and PermittingRevised, Deleted, New, and Deferred Madre geological information the
City obtains through any project
approvals process, including any
government projects.

Preservation,
Building and
Safety
EQ-14 General Plan – Safety
Element Policy (Hz 11.1) Promote
public awareness of the need to
upgrade seismically hazardous
buildings for the protection of
health and safety in the City.

Community
Planning and
Preservation,
Public Works,
Building and
Safety
5 yearsXXXXX GPYHHHE Revised
EQ-15 (General Plan – Safety
Element Policy Hz 11.2)
Encourage seismic review of
buildings.

Building and
Safety 5
yearsXXXXX GPYHHH P, A Revised
EQ-16 (General Plan – Safety
Element Policy Hz 11.3) Promote
seismic upgrading of older
residential and commercial
structures with special attention
given to historic structures.

Building and
Safety 5
yearsXXXXX GPYHHHP Revised
EQ-17 General Plan – Safety
Element Policy (Hz 12.1) Maintain
and update multi-hazard
emergency preparedness plan for
Public Works,
Community
Planning and
AnnualXXX GPNHHH P, A Revised
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Element C: Mitigation Strategy - 126 -
Action ItemLead DepartmentTimeline
Goals
Funding Source and Planning Mechanisms: FY=Fiscal Year Budget, HMGP, CIP, GP=General PlanBuildings & Infrastructure: Does the Action item involve New and/or Existing Buildings and/or Infrastructure? Yes (Y), No (N)Benefit (L=Low, M=Med, H=High)Cost (L=Low, M=Med, H=High)Priority (L=Low, M=Med, H=High)Expanding and Improving Capabilities: P- Planning & Regulatory, A-Administrative & Technical, F-Finance, E-Education & Outreach2025 Comments: Status – Completed, Protect Life and PropertyPublic AwarenessNatural SystemsPartnerships and ImplementationEmergency ServicesRegulation and PermittingRevised, Deleted, New, and Deferred the City that includes seismic
safety. (Plan known as the
Emergency Operations Plan)
Preservation,
Police, Fire, IT
EQ-18 (General Plan – Safety
Element Policy Hz 12.2) Maintain
and upgrade the City's disaster
response plans at least annually,
conduct periodic tests of their
practicality and effectiveness, and
involve residents and business in
the preparation and testing of the
plans,
Public Works,
Fire, Community
Planning and
Preservation,
Police, IT
AnnualXXXX GPNHMHA Revised
EQ-19 (General Plan – Safety
Element Policy Hz 12.3) Prepare
and disseminate to residents and
businesses information regarding
seismic risks affecting the City,
measures to protect life and
property before and during an
earthquake, and emergency
procedures to follow after an
earthquake.

Public Works,
Fire, Building and
Safety,
Community
Services, Library
AnnualXXXX GPNHHH P, A Revised
EQ-20 (General Plan – Safety
Element Policy Hz 12.4)
Public Works,
Fire, Building and
1-2 yearsXX GP, CIPYHHH P, A Revised
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Element C: Mitigation Strategy - 127 -
Action ItemLead DepartmentTimeline
Goals
Funding Source and Planning Mechanisms: FY=Fiscal Year Budget, HMGP, CIP, GP=General PlanBuildings & Infrastructure: Does the Action item involve New and/or Existing Buildings and/or Infrastructure? Yes (Y), No (N)Benefit (L=Low, M=Med, H=High)Cost (L=Low, M=Med, H=High)Priority (L=Low, M=Med, H=High)Expanding and Improving Capabilities: P- Planning & Regulatory, A-Administrative & Technical, F-Finance, E-Education & Outreach2025 Comments: Status – Completed, Protect Life and PropertyPublic AwarenessNatural SystemsPartnerships and ImplementationEmergency ServicesRegulation and PermittingRevised, Deleted, New, and Deferred Incorporate planning for potential
incidents affecting critical,
sensitive and high-occupancy
facilities into the City's
contingency plans for disaster
response and recovery.

Safety,
Community
Services, Library
EQ-21 (General Plan – Safety
Element Policy Hz 12.5) Ensure
that emergency preparedness is
the mutual responsibility of City
agencies, City residents and the
business community.

All City
Departments Annual
XXXX GPNHHH P, A, E Revised
EQ-22 (General Plan – Safety
Element Policy Hz 12.6) Develop
and implement ongoing City-wide
programs for disaster
preparedness and recovery
planning.

All City
Departments Annual
XX GPNHHH A, E Revised
EQ-23 (General Plan – Safety
Element Policy Hz 13.1) Provide
residents and business owners
with a continuing awareness and
expanding knowledge of the
Public Works,
Community
Services
AnnualXXX GPNHLM P, A, E Revised
Hazard Mitigation Plan | 2025
Element C: Mitigation Strategy - 128 -
Action ItemLead DepartmentTimeline
Goals
Funding Source and Planning Mechanisms: FY=Fiscal Year Budget, HMGP, CIP, GP=General PlanBuildings & Infrastructure: Does the Action item involve New and/or Existing Buildings and/or Infrastructure? Yes (Y), No (N)Benefit (L=Low, M=Med, H=High)Cost (L=Low, M=Med, H=High)Priority (L=Low, M=Med, H=High)Expanding and Improving Capabilities: P- Planning & Regulatory, A-Administrative & Technical, F-Finance, E-Education & Outreach2025 Comments: Status – Completed, Protect Life and PropertyPublic AwarenessNatural SystemsPartnerships and ImplementationEmergency ServicesRegulation and PermittingRevised, Deleted, New, and Deferred seismic hazards affecting the
City.

EQ-24 Make necessary upgrades
to sewer infrastructure and
overflow response actions to
prevent major sewer overflows.

Public Works 3 yearsXX GR, GRYHHM

P, A, F, E
Revised
EQ-25 (General Plan – Safety
Element Policy Hz 13.2) Adopt
and maintain high standards for
seismic performance of buildings,
through prompt adoption and
careful enforcement of the best
available standards for seismic
design.

Building and
Safety Every 3 years
XXXXXX FY, FYYHLHP New
EQ-26 (General Plan – Safety
Element Policy Hz 13.3) Adopt a
wood soft first-story ordinance
and program to retrofit potentially
vulnerable buildings.

Building and
Safety
1-2 yearsXXXXXX FY, FYYHLHP New
Wildfire Mitigation Action Items
WF-1 (General Plan – Safety
Element Policy Hz 2.11) Enhance
emergency services to increase
Fire 4 yearsXXX GR, GRYMHH A, F Revised
Hazard Mitigation Plan | 2025
Element C: Mitigation Strategy - 129 -
Action ItemLead DepartmentTimeline
Goals
Funding Source and Planning Mechanisms: FY=Fiscal Year Budget, HMGP, CIP, GP=General PlanBuildings & Infrastructure: Does the Action item involve New and/or Existing Buildings and/or Infrastructure? Yes (Y), No (N)Benefit (L=Low, M=Med, H=High)Cost (L=Low, M=Med, H=High)Priority (L=Low, M=Med, H=High)Expanding and Improving Capabilities: P- Planning & Regulatory, A-Administrative & Technical, F-Finance, E-Education & Outreach2025 Comments: Status – Completed, Protect Life and PropertyPublic AwarenessNatural SystemsPartnerships and ImplementationEmergency ServicesRegulation and PermittingRevised, Deleted, New, and Deferred the efficiency of wildfire response
and recovery activities through
purchase of a Type 5 Vehicle.

WF-2 (General Plan – Safety
Element Hz5.a.2) Maintain
contemporary collection of maps
relating to the fire hazard to help
educate and assist builders and
homeowners in mitigating against
wildfire.

Fire, Community
Planning and
Preservation
1-2 yearsXXXXXX FY, FYYHLH A, E Revised
WF-3 (General Plan – Safety
Element Hz 5a.1) Enhance
outreach and education programs
(e.g. CAL FIRE, Vegetation
Management) aimed at mitigating
wildfire hazards.

Fire AnnualXXXXXX FY, FYYHLHE Revised
WF-4 (General Plan – Safety
Element Policy Hz 2.8 and Hz

5.5) Develop a Vegetation
Management Program and
Vegetation Management Plans
that manage chemise and
chaparral to ensure adequate
firebreaks, to provide adequate
Fire 1 yearXXXXXX FY, FYYHLH P, A, E Revised
Hazard Mitigation Plan | 2025
Element C: Mitigation Strategy - 130 -
Action ItemLead DepartmentTimeline
Goals
Funding Source and Planning Mechanisms: FY=Fiscal Year Budget, HMGP, CIP, GP=General PlanBuildings & Infrastructure: Does the Action item involve New and/or Existing Buildings and/or Infrastructure? Yes (Y), No (N)Benefit (L=Low, M=Med, H=High)Cost (L=Low, M=Med, H=High)Priority (L=Low, M=Med, H=High)Expanding and Improving Capabilities: P- Planning & Regulatory, A-Administrative & Technical, F-Finance, E-Education & Outreach2025 Comments: Status – Completed, Protect Life and PropertyPublic AwarenessNatural SystemsPartnerships and ImplementationEmergency ServicesRegulation and PermittingRevised, Deleted, New, and Deferred access for the fire protection
water systems, and access for
firefighting.

WF-5 (General Plan – Safety
Element Policy Hz 2.4)
Consider water availability in
terms of quantity and water
pressure for safety purposes
when considering the size and
location of new residential
construction.

Public Works AnnualXXX FYYHMHA Revised
WF-6 (General Plan – Safety
Element Policy Hz 2.5) Assess
the impacts of incremental
increases in development density
and related traffic congestion on
fire hazards and emergency
response time, and ensure
through the development review
process that new development
will not result in a reduction of fire
protection services below
acceptable levels.

Building & Safety,
Fire
1-2 yearsXX FYYHMH P, A Revised
Hazard Mitigation Plan | 2025
Element C: Mitigation Strategy - 131 -
Action ItemLead DepartmentTimeline
Goals
Funding Source and Planning Mechanisms: FY=Fiscal Year Budget, HMGP, CIP, GP=General PlanBuildings & Infrastructure: Does the Action item involve New and/or Existing Buildings and/or Infrastructure? Yes (Y), No (N)Benefit (L=Low, M=Med, H=High)Cost (L=Low, M=Med, H=High)Priority (L=Low, M=Med, H=High)Expanding and Improving Capabilities: P- Planning & Regulatory, A-Administrative & Technical, F-Finance, E-Education & Outreach2025 Comments: Status – Completed, Protect Life and PropertyPublic AwarenessNatural SystemsPartnerships and ImplementationEmergency ServicesRegulation and PermittingRevised, Deleted, New, and Deferred WF-7 (General Plan – Safety
Element Policy Hz 2.9) Maintain
and update hillside development
standards which include fire
prevention design measures.

Fire, Community
Planning and
Preservation
AnnualXXXX FYYHLM P, A Revised
WF-8 (General Plan Safety
Element Policy Hz 2.10) Work
with Public Works, the Police
Department and residents to develop a solution to parking issues that affect Fire Department
access in the canyon areas.

Public Works,
Police Annual
XXXX FYYHMHP Revised
WF-9 (General Plan - Safety
Element Policy Hz 5.1) Mandate
annual brush removal.

Public Works,
Fire Annual
XXX FYNMHMA Revised
WF-10 (General Plan – Safety
Element Policy Hz 5.2) Work with
community groups in presenting
information and trainings
regarding wildfire prevention and
awareness.

Public Works,
Fire, Library Annual
XXXX FYNMHM A, E Revised
WF-11 (General Plan – Safety
Element Policy Hz 2.12) All new
residential developments in
Community
Planning and
Preservation
During
permitting
XXXX FYNMHM A, E New
Hazard Mitigation Plan | 2025
Element C: Mitigation Strategy - 132 -
Action ItemLead DepartmentTimeline
Goals
Funding Source and Planning Mechanisms: FY=Fiscal Year Budget, HMGP, CIP, GP=General PlanBuildings & Infrastructure: Does the Action item involve New and/or Existing Buildings and/or Infrastructure? Yes (Y), No (N)Benefit (L=Low, M=Med, H=High)Cost (L=Low, M=Med, H=High)Priority (L=Low, M=Med, H=High)Expanding and Improving Capabilities: P- Planning & Regulatory, A-Administrative & Technical, F-Finance, E-Education & Outreach2025 Comments: Status – Completed, Protect Life and PropertyPublic AwarenessNatural SystemsPartnerships and ImplementationEmergency ServicesRegulation and PermittingRevised, Deleted, New, and Deferred hazard areas shall have at least
two emergency evacuation routes
(i.e., points of ingress and egress)
WF-12 (General Plan – Safety
Element Policy Hz 2.16) The
locations of all new essential
public facilities shall be located
outside of the VHFSZs, when
feasible.

Community
Planning and
Preservation
During
permitting
XXXX FYNMHM A, E New
WF-13 (General Plan – Safety
Element Hz 5.4) Identify funds by
way of a tree assessment district
or “environment fund” or other
source of funds to pay for
vegetation trimming and removal
of dead wood on public property
and private properties where
vegetation is creating a canopy
over public rights‐of‐way
Finance, Public
Works, Fire 1 year

XXXXXX GR, GRYHHH

P, A, F, E
New
WF-14 (General Plan – Safety
Element Hz 5.6) Existing non-
conforming development shall be
mitigated to contemporary fire
Community
Planning and
Preservation, Fire
1 yearXXXXXX FY, FYYHHH

P, A, F, E
New
Hazard Mitigation Plan | 2025
Element C: Mitigation Strategy - 133 -
Action ItemLead DepartmentTimeline
Goals
Funding Source and Planning Mechanisms: FY=Fiscal Year Budget, HMGP, CIP, GP=General PlanBuildings & Infrastructure: Does the Action item involve New and/or Existing Buildings and/or Infrastructure? Yes (Y), No (N)Benefit (L=Low, M=Med, H=High)Cost (L=Low, M=Med, H=High)Priority (L=Low, M=Med, H=High)Expanding and Improving Capabilities: P- Planning & Regulatory, A-Administrative & Technical, F-Finance, E-Education & Outreach2025 Comments: Status – Completed, Protect Life and PropertyPublic AwarenessNatural SystemsPartnerships and ImplementationEmergency ServicesRegulation and PermittingRevised, Deleted, New, and Deferred safe standards and vegetation
hazards.

WF-15 (General Plan – Safety
Element 5.a.3) The City will require all new development to incorporate fire-safe design by requiring property owners to
submit plans showing ingress/egress, evacuation
routes, emergency vehicles
access,
and signage and fuel modification/fire –retardant zones.

Community
Planning and
Preservation, Fire
During
permitting

XXXXXX FY, FYYHHH

P, A, F, E
New
WF-16 (General Plan – Safety
Element Hz 5.a.6) Long-term
maintenance of fire reduction
projects, including but not limited
to, a roadside fuel reduction plan,
defensible space clearances (including fuel breaks) around structures, subdivision, and other
development in the VHFSZ.

Fire, Public
Works Annual

XXXXXX FY, FYYHHH

P, A, F, E
New
WF-17 (General Plan – Safety
Element Hz 5.a.7) The City shall
Fire, Public
Works
During
permitting

XXXXXX FY, FYYHHH

P, A, F, E
New
Hazard Mitigation Plan | 2025
Element C: Mitigation Strategy - 134 -
Action ItemLead DepartmentTimeline
Goals
Funding Source and Planning Mechanisms: FY=Fiscal Year Budget, HMGP, CIP, GP=General PlanBuildings & Infrastructure: Does the Action item involve New and/or Existing Buildings and/or Infrastructure? Yes (Y), No (N)Benefit (L=Low, M=Med, H=High)Cost (L=Low, M=Med, H=High)Priority (L=Low, M=Med, H=High)Expanding and Improving Capabilities: P- Planning & Regulatory, A-Administrative & Technical, F-Finance, E-Education & Outreach2025 Comments: Status – Completed, Protect Life and PropertyPublic AwarenessNatural SystemsPartnerships and ImplementationEmergency ServicesRegulation and PermittingRevised, Deleted, New, and Deferred continue to require vegetation management plans for all new development projects in the
VHFHSZ.

WF-18 (General Plan – Safety
Element Hz 5.a.8 and 5.a.9) The
City shall require new
development projects in VHFSZ
to prepare fire protection plans
and to be constructed based on
CBC7A standards.

Fire, Public
Works
During
permitting

XXXXXX FY, FYYHHH

P, A, F, E
New
Landslide Mitigation Action
Items
LND-1 Improve knowledge of
landslide hazard areas and
understanding of vulnerability and
risk to life and property in hazard-
prone areas.

Community
Planning and
Preservation
AnnualXXXXX FY, FYYHLH A, E Revised
LND-2 To the extent feasible,
provide protective measures
designed to limit debris flow
resulting from the fire/mudflow
sequence, thereby reducing the
threat to life and property relative
Public Works AnnualXXXX GR, GRYMHH P, A, E Revised
Hazard Mitigation Plan | 2025
Element C: Mitigation Strategy - 135 -
Action ItemLead DepartmentTimeline
Goals
Funding Source and Planning Mechanisms: FY=Fiscal Year Budget, HMGP, CIP, GP=General PlanBuildings & Infrastructure: Does the Action item involve New and/or Existing Buildings and/or Infrastructure? Yes (Y), No (N)Benefit (L=Low, M=Med, H=High)Cost (L=Low, M=Med, H=High)Priority (L=Low, M=Med, H=High)Expanding and Improving Capabilities: P- Planning & Regulatory, A-Administrative & Technical, F-Finance, E-Education & Outreach2025 Comments: Status – Completed, Protect Life and PropertyPublic AwarenessNatural SystemsPartnerships and ImplementationEmergency ServicesRegulation and PermittingRevised, Deleted, New, and Deferred to existing development in
threatened areas including debris
basins enhancements, and
property purchases.

LND-3 Amend Hillside
Management Zone.

Community
Planning and
Preservation
1 yearXXXX FY, FYYHLH P, A Revised
LND-4 Next update to General
Plan Safety Element should
include analysis and policies
relating to slope repose.

Community
Planning and
Preservation
Next update
to Safety
Element
XXXXXXGP, GRYMHH A, F, E New
Flood Mitigation Action Items
FLD-1 Identify surface water
drainage obstructions for all parts
of the City of Sierra Madre.

Public Works AnnualXXXXXX GR, GRYMMH A, F, E Revised
FLD-2 Capture flood waters to
lessen the flow within the City
streets.

Public Works 10 yearsXXXXXX GR, GRYLHH P, A Revised
FLD-3 (General Plan – Safety
Element Policy Hz 6.1) Require
that all new development
incorporates sufficient measures
to mitigate flood hazards,
Building and
Safety, Public
Works
During
permitting
XXXX FYYHLH Revised
Hazard Mitigation Plan | 2025
Element C: Mitigation Strategy - 136 -
Action ItemLead DepartmentTimeline
Goals
Funding Source and Planning Mechanisms: FY=Fiscal Year Budget, HMGP, CIP, GP=General PlanBuildings & Infrastructure: Does the Action item involve New and/or Existing Buildings and/or Infrastructure? Yes (Y), No (N)Benefit (L=Low, M=Med, H=High)Cost (L=Low, M=Med, H=High)Priority (L=Low, M=Med, H=High)Expanding and Improving Capabilities: P- Planning & Regulatory, A-Administrative & Technical, F-Finance, E-Education & Outreach2025 Comments: Status – Completed, Protect Life and PropertyPublic AwarenessNatural SystemsPartnerships and ImplementationEmergency ServicesRegulation and PermittingRevised, Deleted, New, and Deferred including the design of
containment systems to capture
stormwater runoff on-site, and
site grading that minimizes
stormwater runoff from increased
impervious surfaces, thereby
addressing impacts to on-site
structures and adjacent
properties.

FLD-4 (General Plan – Safety
Element Policy Hz 6.2) Require
that the landscape of open space
areas provide the maximum
permeable surface area to reduce
site runoff, and prohibit the paving
of a majority of these areas
Building and
Safety, Public
Works,
Community
Planning and
Preservation
AnnualXXXX FYNHLH P, A Revised
FLD-5 (General Plan – Safety
Element Policy Hz 7.1) In the
event of a flood, coordinate Fire
Department emergency
operations with Police
Department, Public Works
Department, the Sierra Madre
Volunteer Search and Rescue
Fire, Police,
Public Works,
Volunteer Search
and Rescue
AnnualXXX FYYHHHA Revised
Hazard Mitigation Plan | 2025
Element C: Mitigation Strategy - 137 -
Action ItemLead DepartmentTimeline
Goals
Funding Source and Planning Mechanisms: FY=Fiscal Year Budget, HMGP, CIP, GP=General PlanBuildings & Infrastructure: Does the Action item involve New and/or Existing Buildings and/or Infrastructure? Yes (Y), No (N)Benefit (L=Low, M=Med, H=High)Cost (L=Low, M=Med, H=High)Priority (L=Low, M=Med, H=High)Expanding and Improving Capabilities: P- Planning & Regulatory, A-Administrative & Technical, F-Finance, E-Education & Outreach2025 Comments: Status – Completed, Protect Life and PropertyPublic AwarenessNatural SystemsPartnerships and ImplementationEmergency ServicesRegulation and PermittingRevised, Deleted, New, and Deferred Team, and other agencies
utilizing the Incident Command
and the National Incident
Management System
FLD-6 (General Plan – Safety
Element Policy Hz 7.2)
Encourage implementation of
emergency evacuation drills to
prepare for the event of floods.

Fire AnnualXX FYYHLHA Revised
FLD-7 (General Plan – Safety
Element Policy Hz 8.1) Require
that residential tract developers
be responsible for construction of
drainage/storm drain systems
improvements that are compatible
with City and County systems
within or adjacent to their project
site.

Public Works,
Community
Planning and
Preservation
AnnualXXXX GPYHHHA Revised
FLD-8 (General Plan – Safety
Element Policy Hz 8.2) Install
required public storm drainage
improvements.

Public Works5-7 yearsXXXX GP, CIPYHHH P, A, F Revised
FLD-9 (General Plan – Safety
Element Policy Hz 8.3) To the
Public Works, LA
County Annual
XXXX FYYHHHA Revised
Hazard Mitigation Plan | 2025
Element C: Mitigation Strategy - 138 -
Action ItemLead DepartmentTimeline
Goals
Funding Source and Planning Mechanisms: FY=Fiscal Year Budget, HMGP, CIP, GP=General PlanBuildings & Infrastructure: Does the Action item involve New and/or Existing Buildings and/or Infrastructure? Yes (Y), No (N)Benefit (L=Low, M=Med, H=High)Cost (L=Low, M=Med, H=High)Priority (L=Low, M=Med, H=High)Expanding and Improving Capabilities: P- Planning & Regulatory, A-Administrative & Technical, F-Finance, E-Education & Outreach2025 Comments: Status – Completed, Protect Life and PropertyPublic AwarenessNatural SystemsPartnerships and ImplementationEmergency ServicesRegulation and PermittingRevised, Deleted, New, and Deferred extent feasible, the City shall
continue to cooperate with and
facilitate L.A. County’s
maintenance efforts to keep the
debris basins clean.

FLD-10 (General Plan – Safety
Element Policy Hz 9.1) Obtain
and make available to the public
updated flood hazard maps
prepared by FEMA
Public Works,
Community
Planning and
Preservation,
Library
1-2 yearsXXXXX GP, GPYHLHA Revised
FLD-11 (General Plan – Safety
Element Policy Hz 9.3) Work with
NFIP to have the FIRM updated
for the project area.

Public Works,
Administration 5 years
XXXXXX FY, FYYHLHA Revised
FLD-12 Work with NFIP on
determining probabilities for the
Zone D designated areas in
Sierra Madre’s FIRM.

Public Works,
Administration
1 yearXXXXXX FY, FYYHLHA New
FLD-13 City will reconsider the
need for a floodplain ordinance
including implementation
protocols for substantial
improvement and substantial
Public Works,
Administration
1 yearXXXXXX FY, FYYHLHA New
Hazard Mitigation Plan | 2025
Element C: Mitigation Strategy - 139 -
Action ItemLead DepartmentTimeline
Goals
Funding Source and Planning Mechanisms: FY=Fiscal Year Budget, HMGP, CIP, GP=General PlanBuildings & Infrastructure: Does the Action item involve New and/or Existing Buildings and/or Infrastructure? Yes (Y), No (N)Benefit (L=Low, M=Med, H=High)Cost (L=Low, M=Med, H=High)Priority (L=Low, M=Med, H=High)Expanding and Improving Capabilities: P- Planning & Regulatory, A-Administrative & Technical, F-Finance, E-Education & Outreach2025 Comments: Status – Completed, Protect Life and PropertyPublic AwarenessNatural SystemsPartnerships and ImplementationEmergency ServicesRegulation and PermittingRevised, Deleted, New, and Deferred damage as required by NFIP and
now a requirement for the HMP.

FLD-14 (General Plan – Safety
Element Policy Hz 7.3) Locate,
when feasible, new essential
public facilities outside of flood
hazard zones, (outside of any
hazard or disaster area/zones)
including hospitals and health
care facilities, emergency
shelters, fire stations, emergency
command centers, and
emergency communications
facilities.

Public Works,
Community
Planning and
Preservation
During
planning and
permitting
XXXXXX FY, FYYHLHA New
FLD-15 (General Plan – Safety
Element Policy Hz 8.4) Identify
surface water drainage
obstructions for all parts of the
City of Sierra Madre.

Public Works AnnualXXXXXX FY, FYNHLHE New
FLD-16 (General Plan – Safety
Element Policy Hz 8.5) Capture
flood waters to lessen the flow
within the City streets.

Public Works AnnualXXXXXX FY, FYNHLHE New
Hazard Mitigation Plan | 2025
Element C: Mitigation Strategy - 140 -
Action ItemLead DepartmentTimeline
Goals
Funding Source and Planning Mechanisms: FY=Fiscal Year Budget, HMGP, CIP, GP=General PlanBuildings & Infrastructure: Does the Action item involve New and/or Existing Buildings and/or Infrastructure? Yes (Y), No (N)Benefit (L=Low, M=Med, H=High)Cost (L=Low, M=Med, H=High)Priority (L=Low, M=Med, H=High)Expanding and Improving Capabilities: P- Planning & Regulatory, A-Administrative & Technical, F-Finance, E-Education & Outreach2025 Comments: Status – Completed, Protect Life and PropertyPublic AwarenessNatural SystemsPartnerships and ImplementationEmergency ServicesRegulation and PermittingRevised, Deleted, New, and Deferred Windstorm Mitigation Action
Items
WND-1 (General Plan – Safety
Element Policy Hz 17.1) Develop
Public Awareness Campaign: To
provide public education
materials to City residents
pertaining to the protection of life
and property before, during, and
after a windstorm.

Fire, Library1-2 yearsXXXXXX FY, FYNHLHE Revised
WND-2 (General Plan – Safety
Element Policy Hz 17.2) Create
local City awareness of tree
appropriateness in regard to the
Fire Code Sections relevant to
utility operations.

Public Works AnnualXXXXXX FY, FYYHLH A, E Revised
WND-3 (General Plan – Safety
Element Policy Hz 17.3)
Encourage property owners and
Critical Facilities to purchase
and/or test backup power facilities
for use during a power failure.

Create an equipment/testing log
Public Works AnnualXXXXXX GR, GRYHHHA Revised
Hazard Mitigation Plan | 2025
Element C: Mitigation Strategy - 141 -
Action ItemLead DepartmentTimeline
Goals
Funding Source and Planning Mechanisms: FY=Fiscal Year Budget, HMGP, CIP, GP=General PlanBuildings & Infrastructure: Does the Action item involve New and/or Existing Buildings and/or Infrastructure? Yes (Y), No (N)Benefit (L=Low, M=Med, H=High)Cost (L=Low, M=Med, H=High)Priority (L=Low, M=Med, H=High)Expanding and Improving Capabilities: P- Planning & Regulatory, A-Administrative & Technical, F-Finance, E-Education & Outreach2025 Comments: Status – Completed, Protect Life and PropertyPublic AwarenessNatural SystemsPartnerships and ImplementationEmergency ServicesRegulation and PermittingRevised, Deleted, New, and Deferred to ensure backup power
equipment is in working service.

Power Outage Mitigation Action
Items
PO-1 (General Plan – Safety
Element Policy Hz 18.1) Install
Public Safety protective shut-offs
for power.

Public Works2-3 yearsXXXXXX GR, GRYHHHP Revised
PO-2 (General Plan – Safety
Element Policy Hz 18.2) Prepare
public and emergency services
for Public Safety Power Shutoffs
(PSPS) by providing back-up
generators for critical City
facilities and at-risk members of
the community. Pursue solar
power and energy storage as
alternative sources of power
during PSPS events for critical
City facilities.

Public Works 1 yearXXX GR, GRYHHH P, A, F Revised
Drought Mitigation Action
Items
DR-1 (General Plan – Safety
Element Policy Hz 18.3) Secure Public Works
2 yearsXXXXX GR, GRYHHH P, A Revised
Hazard Mitigation Plan | 2025
Element C: Mitigation Strategy - 142 -
Action ItemLead DepartmentTimeline
Goals
Funding Source and Planning Mechanisms: FY=Fiscal Year Budget, HMGP, CIP, GP=General PlanBuildings & Infrastructure: Does the Action item involve New and/or Existing Buildings and/or Infrastructure? Yes (Y), No (N)Benefit (L=Low, M=Med, H=High)Cost (L=Low, M=Med, H=High)Priority (L=Low, M=Med, H=High)Expanding and Improving Capabilities: P- Planning & Regulatory, A-Administrative & Technical, F-Finance, E-Education & Outreach2025 Comments: Status – Completed, Protect Life and PropertyPublic AwarenessNatural SystemsPartnerships and ImplementationEmergency ServicesRegulation and PermittingRevised, Deleted, New, and Deferred adequate water surplus and
sources during drought years to
meet demands of public health
and safety and emergency
response.

DR-2 (General Plan – Safety
Element Policy Hz 18.4) Identify
alternative sources of water and
distribution capabilities in the
event of a system-wide
contamination emergency
Public Works2 yearsXXXXX GR, GRYHHH P, A Revised
Utility-Related Mitigation Action
Items
Deleted – no
longer a medium /
high hazard
UT-1 Install Public Safety
protective shut-offs for power. Public Works 5 years
XXXXXX GR, GRYHHH P, A, E Moved to Power
Outage
UT-2 Prepare public and
emergency services for Public
Safety Power Shutoffs (PSPS) by
providing back-up generators for
critical City facilities and at-risk
members of the community.

Pursue solar power and energy
storage as alternative sources of
Public Works 1 yearX X X GR, GRYHHH P, A, E Moved to Power Outage
Hazard Mitigation Plan | 2025
Element C: Mitigation Strategy - 143 -
Action ItemLead DepartmentTimeline
Goals
Funding Source and Planning Mechanisms: FY=Fiscal Year Budget, HMGP, CIP, GP=General PlanBuildings & Infrastructure: Does the Action item involve New and/or Existing Buildings and/or Infrastructure? Yes (Y), No (N)Benefit (L=Low, M=Med, H=High)Cost (L=Low, M=Med, H=High)Priority (L=Low, M=Med, H=High)Expanding and Improving Capabilities: P- Planning & Regulatory, A-Administrative & Technical, F-Finance, E-Education & Outreach2025 Comments: Status – Completed, Protect Life and PropertyPublic AwarenessNatural SystemsPartnerships and ImplementationEmergency ServicesRegulation and PermittingRevised, Deleted, New, and Deferred power during PSPS events for
critical City facilities.

UT-3 Secure adequate water
surplus and sources during
drought years to meet demands
of public health and safety and
emergency response.

Public Works 3 years
XXXXX GR, GRYHHH P, A, E Moved to Drought
UT-4 Identify alternative sources
of water and distribution
capabilities in the event of a
system-wide contamination
emergency
Public Works 3 years
XXXXX GR, GRYHHHP Moved to Drought
UT-5 Make necessary upgrades
to sewer infrastructure and
overflow response actions to
prevent major sewer overflows.

Public Works 3 years

XX GR, GRYHHH
Moved to Multi-
Hazard
Epidemic / Pandemic / Vector-
Borne Mitigation Action Items
EPV-1 Develop inventories of
PPE, and emergency supplies for
pandemic distribution.

Fire Department OngoingXXXX FYHMH
Deleted – no
longer a
medium/high
hazard
EPV-2 Encourage community
preventive measures, through Public Works Ongoing

XXXX FYHLH
Deleted – no
longer a
Hazard Mitigation Plan | 2025
Element C: Mitigation Strategy
- 144 -
Action ItemLead DepartmentTimeline
Goals
Funding Source and Planning Mechanisms: FY=Fiscal Year Budget, HMGP, CIP, GP=General PlanBuildings & Infrastructure: Does the Action item involve New and/or Existing Buildings and/or Infrastructure? Yes (Y), No (N)Benefit (L=Low, M=Med, H=High)Cost (L=Low, M=Med, H=High)Priority (L=Low, M=Med, H=High)Expanding and Improving Capabilities: P- Planning & Regulatory, A-Administrative & Technical, F-Finance, E-Education & Outreach2025 Comments: Status – Completed,
Protect Life and PropertyPublic AwarenessNatural SystemsPartnerships and ImplementationEmergency ServicesRegulation and PermittingRevised, Deleted, New, and Deferred implementation of signage in all
public facilities.
medium/high
hazard
EPV-3 Implement annual
community wellness campaign,
providing educational information
to public, formatted to stopping
the spread of illness.

Fire Department Ongoing X X X X FY H L H
Deleted – no
longer a
medium/high
hazard
EPV-4 Identify and purse funding
opportunities to develop and
implement neighborhood and city
mitigation activities.

ETeam Ongoing X X X X FY H L H
Deleted – no
longer a
medium/high
hazard
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Element D: Plan Maintenance
Q&A | ELEMENT D: PLAN MAINTENANCE | D1-a.

Q: Does the plan describe how communities will continue to seek future public participation after the plan has been approved? (Requirement 44 CFR § 201.6(c)(4)(iii)) A: See Continued Public Involvement below.

Q&A | ELEMENT D: PLAN MAINTENANCE | D2-a.

Q: Does the plan describe the process that will be followed to track the progress/status of the mitigation actions identified within the Mitigation Strategy, along with when this process will occur and who will be responsible for the process? (Requirement 44 CFR § 201.6(c)(4)(i)) A: See Local Mitigation Officer, Method and Scheduling of Plan Implementation, Monitoring and Implementing the Plan, Annual Implementation Matrix below.

Q&A | ELEMENT D: PLAN MAINTENANCE | D2-b.

Q: Does the plan describe the process that will be followed to evaluate the plan for effectiveness? This process must identify the criteria that will be used to evaluate the information in the plan, along with when this process will occur and who will be responsible. (Requirement 44 CFR § 201.6(c)(4)(i)) A: See Evaluation below.

Q&A | ELEMENT D: PLAN MAINTENANCE | D2-c.

Q: Does the plan describe the process that will be followed to update the plan, along with when this process will occur and who will be responsible for the process? (Requirement 44 CFR § 201.6(c)(4)(i)) A: See Formal Update Process below.

Q&A | ELEMENT D: PLAN MAINTENANCE | D3-a.

Q: Does the plan describe each community will follow to integrate the ideas, information and strategy of the mitigation plan into other planning mechanisms? (Requirement 44 CFR § 201.6(c)(4)(ii)) A: See Integration into Other Planning Mechanisms below.

Q&A | ELEMENT D: PLAN MAINTENANCE | D3-b.

Q: Does the plan identify the local planning mechanisms where hazard mitigation information/actions may be integrated? (Requirement 44 CFR § 201.6(c)(4)(ii)) A: See Planning Mechanisms below (repeated from Element C).

The plan maintenance process includes a schedule for monitoring and evaluating the Plan annually and producing a plan revision every five years. This section describes how the City of Sierra Madre will integrate public participation throughout the plan maintenance process.

Continued Public and Stakeholder Involvement
The City of Sierra Madre is dedicated to involving the public directly in the continual review and updates to the mitigation plan. Copies of the plan will be made available at City Hall and on the City’s Hazard Mitigation Plan website. The dedicated website will also contain an email address and phone number of a staff member welcoming any comments, questions, or concerns. At the discretion of the Local Mitigation Officer, a public meeting may be held after the Annual Implementation Meeting. The meeting could provide a public forum in which interested individuals and/or agencies could express their concerns, opinions, or ideas about the plan.

The Local Mitigation Officer will be responsible for using the city resources to publicize any public meetings and always free to maintain public involvement through the public access channel, web page, and newspapers.

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Local Mitigation Officer
The Planning Team involved in research and writing of the Plan will also be responsible for implementation. The Planning Team will be led by the Planning Team Chair Brent Bartlett who will be referred to as the Local Mitigation Officer. Under the direction of the Local Mitigation Officer, the Planning Team will take responsibility for plan maintenance and implementation. The Local Mitigation Officer will facilitate the Planning Team meetings and will assign tasks such as updating and presenting the Plan to the members of the Planning Team. Plan implementation and evaluation will be a shared responsibility among all of the Planning Team members. The Local Mitigation Officer will coordinate with the City of Sierra Madre leadership to ensure funding for 5-year updates to Plan as required by FEMA. The Planning Team will be responsible for coordinating the implementation of plan action items and undertaking the formal review process.

The Local Mitigation Officer will be authorized to make changes in assignments to the current Planning Team.

The Planning Team will meet no less than annually. Meeting dates will be scheduled once the final Planning Team has been established. These meetings will provide an opportunity to discuss the progress of the action items and maintain the partnerships that are essential for the sustainability of the mitigation plan. The Local Mitigation Officer will be responsible for contacting the Planning Team members and organizing the annual meetings.

Plan updates will need to be approved by FEMA every 5 years. However, adequate time should be allowed to secure grant funding (if necessary), allow adequate time for a thorough planning process, and time for the formal review by Cal OES and FEMA. All said, if grant funding is going to be needed, the update timeline should begin 3 years prior to the plan’s due date to FEMA.

Method and Scheduling of Plan Implementation
Year 1 Year 2 Year 3 Year 4 Year 5
Monitoring X X X X X
Evaluating
Internal Planning Team Evaluation X X X X X
Cal OES and FEMA Evaluation X
Updating X
Monitoring and Implementing the Plan
Monitoring the Plan
The Local Mitigation Officer will hold annual meetings with representatives from the coordinating agencies (as identified in the Mitigation Actions Matrix) in order to gather status updates on the mitigation action items. These meetings will provide an opportunity to discuss the progress of the action items and maintain the partnerships that are essential for the sustainability of the mitigation plan. See the Annual Implementation Report (discussed below) which will be a valuable tool for the Planning Team to measure the success of the Hazard Mitigation Plan. The focus of the annual meeting will be on the progress and changes to the Mitigation Action Items.

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Evaluating and Updating the Plan
Evaluation
As discussed at the beginning of this section, the representatives from the coordinating agencies (as identified in the Mitigation Actions Matrix) will meet annually to gather status updates on the mitigation action items. During that meeting, the Local Mitigation Officer will lead a discussion with the coordinating agencies on the success (or failure) of the Mitigation Plan to be effective and to meet the plan goals. Examples of measuring the plan’s effective will include assessing effectiveness include evaluating whether new hazards have emerged, whether community vulnerability has shifted, and whether stated mitigation strategies are still appropriate for the community’s circumstances. The plan goals are defined in the beginning of Element C: Mitigation Strategy and each of the mitigation action items is aligned with a goal or goals.

The results of that discussion will be added to the Evaluation portion of the Annual Implementation Report and inclusion in the 5-year update to the Plan. Efforts will be made immediately by the Local Mitigation Officer to address any failed plan goals.

Formal Update Process
As identified above, the Mitigation Action Items will be monitored for status on an annual basis as well as an evaluation of the plan’s goals. The Local Mitigation Officer will be responsible for contacting the coordinating agency members and organizing the annual meeting which will take place based on the month of the plan’s approval. Planning Team members will also be responsible for participating in the formal update to the Plan every fifth year of the planning cycle.

In the event the city desires to seek grant funding for the update, the application process should begin 2 years in advance of the plan’s expiration. Even without grant funding, the planning process should begin at least 1.5 years ahead of the plan’s expiration.

The Planning Team will begin the update process by reviewing the goals and mitigation action items to determine their relevance to changing situations within the City of Sierra Madre as well as changes in state or federal policy, and to ensure they are addressing current and expected conditions. The Planning Team will also review Element B: Risk Assessment portion of the Plan to determine if this information should be updated or modified, given any new available data. The lead departments responsible for the various action items will report on the status of their projects, including the success of various implementation processes, difficulties encountered, success of coordination efforts, and which strategies should be revised. Amendments will be made to the Mitigation Actions Matrix and other sections in the Plan as deemed necessary by the Planning Team.

Integration with Other Planning Mechanisms
The City of Sierra Madre addresses statewide planning goals and legislative requirements through the General Fund, Capital Projects, and Grants. The mitigation plan provides a series of recommendations - many of which are closely related to the goals and objectives of existing planning programs. The city will implement recommended mitigation action items through existing programs and procedures.

In addition, the city is responsible for adhering to the State of California’s Building and Safety Codes. In addition, the city may work with other agencies at the state level to review, develop and ensure Building and Safety Codes are adequate to mitigate or prevent damage by hazards.

This is to ensure that life-safety criteria are met for new construction.

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Some of the goals and action items in the mitigation plan will be achieved through activities recommended in the strategic and other budget documents. The various departments involved in developing the plan will review it on an annual basis. Upon annual review, the Planning Team will work with the departments to identify areas in the plan’s action items that are consistent with the strategic and budget documents. This will ensure the mitigation plan goals and action items are implemented in a timely fashion.

Upon FEMA approval, the Planning Team will begin the process of incorporating risk information and mitigation action items into existing planning mechanisms including the General Fund (Operating Budget and Capital Projects - see Mitigation Actions Matrix for links between individual action items and associated planning mechanisms). The annual meetings of the Planning Team will provide an opportunity for Planning Team members to report back on the progress made on the integration of mitigation planning elements into the City’s planning documents and procedures. The timing of integration will depend on the cycles of the various planning mechanisms. As an example, state regulations require the Emergency Operations Plan to be updated every 3 years while the General Plan may not be updated for another 20 years. The department representatives should be mindful of opportunities to update or implement action items assigned to their departments.

The 2020 HMP was integrated into the 2023 General Plan – Safety Element with numerous references to hazard-related content.

The Planning Team will utilize the updates of the following HMP Elements into other planning mechanisms:
✓ Element A: Planning Process – Stakeholders into Emergency Operations Plan, Training, and Exercises
✓ Element B: Risk Assessment - City Profile, Risk Assessment, Vulnerability and Impacts Assessment into Emergency Operations Plan – Hazard Analysis and General Plan – Safety Element.
✓ Element C: Mitigation Strategy – Capability Assessment and Mitigation Actions Matrix into General Fund, Capital Projects, and Grants.

Annual Implementation Matrix
The Annual Implementation Matrix is the same as the Mitigation Actions Matrix but with a column added to track the annual status of each Action Item. Upon approval and adoption of the Plan, the Annual Implementation Report will be added to the Plan’s Attachments. Following is a view of the Annual Implementation Matrix:

Annual Implementation Matrix will be inserted here following FEMA approval An equal part of the monitoring process is the need to maintain a strategic planning process which needs to include funding and organizational support. In that light, at least one year in advance of the FEMA-mandated 5-year submission of an update, the Local Mitigation Officer will convene the Planning Team (as well as any other departments with responsibilities on the Mitigation Actions Matrix) to discuss funding and timing of the update planning process. On the fifth year of the planning cycles, the Planning Team will broaden its scope to include discussions and research on all of the sections within the Plan with particular attention given to goal achievement and public participation.

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Economic Analysis of Mitigation Projects
FEMA's approach to identifying the costs and benefits associated with hazard mitigation strategies, measures, or projects fall into two general categories: benefit/cost analysis and costeffectiveness analysis.

Conducting benefit/cost analysis for a mitigation activity can assist communities in determining whether a project is worth undertaking now, in order to avoid disaster-related damage later.

Cost-effectiveness analysis evaluates how best to spend a given amount of money to achieve a specific goal. Determining the economic feasibility of mitigating hazards can provide decisionmakers with an understanding of the potential benefits and costs of an activity, as well as a basis upon which to compare alternative projects.

Given federal funding, the Planning Team will use a FEMA-approved benefit/cost analysis approach to identify and prioritize mitigation action items. For other projects and funding sources, the Planning Team will use other approaches to understand the costs and benefits of each action item and develop a prioritized list.

The “benefit”, “cost”, and overall “priority” of each mitigation action item was included in the Mitigation Actions Matrix located in Element C: Mitigation Strategy. A more technical assessment will be required in the event grant funding is pursued through the Hazard Mitigation Grant Program. FEMA Benefit-Cost Analysis Guidelines are discussed below.

FEMA Benefit-Cost Analysis Guidelines
The Stafford Act authorizes the President to establish a program to provide technical and financial assistance to state and local governments to assist in the implementation of hazard mitigation measures that are cost effective and designed to substantially reduce injuries, loss of life, hardship, or the risk of future damage and destruction of property. To evaluate proposed hazard mitigation projects prior to funding FEMA requires a Benefit-Cost Analysis (BCA) to validate cost effectiveness. BCA is the method by which the future benefits of a mitigation project are estimated and compared to its cost. The end result is a benefit-cost ratio (BCR), which is derived from a project’s total net benefits divided by its total project cost. The BCR is a numerical expression of the cost effectiveness of a project.

A project is considered to be cost effective when the BCR is

1.0 or greater, indicating the benefits of a prospective hazard mitigation project are sufficient to justify the costs.

Although the preparation of a BCA is a technical process, FEMA has developed software, written materials, and
training to support the effort and assist with estimating the expected future benefits over the useful life of a retrofit project. It is imperative to conduct a BCA early in the project development process to ensure the likelihood of meeting the cost-effective eligibility requirement in the Stafford Act.

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The BCA program consists of guidelines, methodologies, and software modules for a range of major natural hazards including:
✓ Flood (Riverine, Coastal Zone A, Coastal Zone V)
✓ Hurricane Wind
✓ Hurricane Safe Room
✓ Damage-Frequency Assessment
✓ Tornado Safe Room
✓ Earthquake
✓ Wildfire
The BCA program provides up to date program data, up to date default and standard values, user manuals and training. Overall, the program makes it easier for users and evaluators to conduct and review BCAs and to address multiple buildings and hazards in a single BCA module run.

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Element E: Plan Update
Q&A | ELEMENT E: PLAN UPDATE | E1-a.

Q: Does the plan describe the changes in development that have occurred in hazard-prone areas that have increased or decreased each community’s vulnerability since the previous plan was approved? (Requirement 44 CFR § 201.6(d)(3))
A: See Changes in Development below.

Q&A | ELEMENT E. PLAN UPDATE | E2-a.

Q: Does the plan describe how it was revised due to changes in community priorities? (Requirement 44 CFR § 201.6(d)(3))
A: See Community Priorities below.

Q&A | ELEMENT E: PLAN UPDATE | E2-b.

Q: Does the plan include a status update for all mitigation actions identified in the previous mitigation plan? (Requirement 44 CFR § 201.6(d)(3))
A: See Status of Previous Mitigation Actions below.

Q&A | ELEMENT E: PLAN UPDATE | E2-c.

Q: Does the plan describe how jurisdictions integrated the mitigation plan, when appropriate, into other planning mechanisms? (Requirement 44 CFR § 201.6(d)(3)) A: See Updates to Planning Mechanisms below.

Updates to Planning Mechanisms
The 2023 update to the Sierra Madre General Plan – Safety Element included numerous references to the 2020 Sierra Madre Hazard Mitigation Plan. In particular, many of the mitigation action items from the HMP were incorporated into the Safety Element policies.

Changes in Development
According to the Planning Department, since the 2020 HMP there have been no significant alterations to the development pattern of the city. As to future changes in development, the city is currently contemplating two major developments: 1) Meadows at Bailey Canyon, a 42-home development; 2) Gingko Stonehouse on Grand View Ave, a 9-home development. The slight increase in density is offset by the modern building codes.

Changes in Community Priorities
Equally important are the changes in priorities to the plan update itself since the writing of the 2020 HMP. Clearly, the fact the Eaton Fire happened at the very beginning of the 2025 HMP planning process. Hazards are no longer “theoretical” to this community. Instead, it is a hard reality with reminders coming in the form of mudflows and other types of instability. A positive outcome has been the growing level of unity among the residents and businesses. Motivation to minimize or eliminate threats associated with hazards is at an all-time high.

The most important change in priorities for the plan itself was to restructure the physical organization of the plan to align with FEMA Plan Review Tool. The restructuring eliminates a great deal of redundancy and makes for an easier read – for staff, the public, and the formal reviewers at Cal OES and FEMA. In addition to the restructuring of the document, new content has been added to address the requirements of the 2025 FEMA Local Mitigation Planning Policy Guide.

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• Executive Summary: new section summarizes the planning process and community outreach activities, and
• Element A: Planning Process - several stakeholder categories were added along with a much more robust community outreach strategy, and
• Element B: Risk Assessment – now delivered in two parts with one part focusing on hazards and the one part focusing on vulnerability and impacts. The recent availability of an updated Fire Hazard Severity Zone map resulted in an increased hazard ranking for wildfire, and
• Element C: Mitigation Strategy – now includes the capability assessment, plan goals, and a more detailed Mitigation Actions Matrix, and
• Element D: Plan Maintenance – added details about integrating the mitigation plan into other documents, and
• Element E: Plan Update - a new section summarizing the details involved in scheduling, funding, and executing future updates to the plan, and • Element F: Plan Adoption – a new section documenting the role of the City Council.

Status of Previous Mitigation Actions
Refer to Element C: Mitigation Strategy – Mitigation Actions Matrix far right column (Comments) for information on the status of each action item.

Authority
Federal Authority
The city is not required to prepare a Mitigation Plan, but state and federal regulations encourage it with financial incentives. The federal Robert T. Stafford Disaster Relief and Emergency Act, amended by the Disaster Management Act of 2000, creates a federal framework for local hazard mitigation planning. It states that jurisdictions that wish to be eligible for federal hazard mitigation grant funding must prepare a hazard mitigation plan that meets a certain set of guidelines and submit this plan to FEMA for review and approval. The following regulations and guidelines apply to this plan:

Federal Laws
Robert T. Stafford Disaster Relief and Emergency Assistance Act (Stafford Act), as amended.

Federal Regulations
44 CFR Part 201 Mitigation Planning.
44 CFR, Part 60, Subpart A, including § 60.3 Floodplain management criteria for floodprone areas. 44 CFR Part 77 Flood Mitigation Grants.
44 CFR Part 206 Subpart N. Hazard Mitigation Grant Program.

Federal Guidance
FEMA Local Mitigation Planning Policy Guide, April 19, 2023.

FEMA Local Mitigation Planning Handbook, May 2023
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State Authority
California Government Code Sections 8685.9 and 65302.6
California Government Code Section 8685.9 (also known as Assembly Bill 2140) limits the State of California's share of disaster relief funds paid out to local governments to 75 percent of the funds not paid for by federal disaster relief efforts unless the jurisdiction has adopted a valid hazard mitigation plan consistent with the Disaster Management Act of 2000 and has incorporated the hazard mitigation plan into the jurisdiction's general plan. In these cases, the State may cover more than 75 percent of the remaining disaster relief costs.

All cities and counties in California must prepare a General Plan, including a Safety Element that addresses various hazard conditions and other public safety issues. The Element may be a stand-alone chapter or incorporated into another section, as the community wishes. California Government Code Section 65302.6 indicates that a community may adopt a mitigation plan into its Safety Element if the mitigation plan meets applicable state requirements. This allows communities to use the mitigation plan to satisfy state requirements for Safety Elements. As the General Plan is an overarching long-term plan for community growth and development, incorporating the mitigation plan into it creates a stronger mechanism for implementing the mitigation plan.

California Government Code Section 65302 (G)(4)
California Government Code Section 65302 (g)(4), also known as Senate Bill (SB) 379, requires that the General Plan Safety Element address the hazards created or exacerbated by climate change. The Element must identify how climate change is expected to affect hazard conditions in the community and include measures to adapt and be more resilient to these anticipated changes. Because the mitigation plan can be incorporated into the Safety Element, including these items in the mitigation plan can satisfy the state requirement. SB 379 requires that climate change be addressed in the Safety Element when the mitigation plan is updated after January 1, 2017, for communities that already have a mitigation plan, or by January 1, 2022, for communities without a FEMA-approved mitigation plan.

Passed in 2006, Assembly Bill No. 2140 (AB 2140) allows California counties and cities to be considered for additional state cost-share on eligible Public Assistance projects by adopting their current, FEMA-approved local hazard mitigation plans (LHMPs) into the Safety Element of their General Plan. This adoption, along with other requirements, makes the county or city eligible to be considered for part or all of its local-share costs on eligible Public Assistance projects to be provided by the state through the California Disaster Assistance Act (CDAA).

AB 2140 compliance is not a requirement; however, if the City is compliant, it is eligible to be considered for up to an additional 6.25% local share to be funded by the state, essentially covering the entire local-share cost for eligible Public Assistance projects in the future. It’s important to note that AB 2140 compliance expires when the 2020 HMP expired and in order to continue compliance, the City of Sierra Madre must re-adopt the 2025 HMP itself and adopt the HMP into the City’s General Plan – Community Safety Element when the HMP is updated. Each time, the jurisdiction must provide the necessary documentation when seeking AB 2140 compliance – e.g. resolution(s) and direction to the appropriate section(s) of the General Plan – Community Safety Element.

In order to issue a letter of AB 2140 compliance, Cal OES will review and verify that the City of Sierra Madre has performed the following:
✓ Has a current, FEMA-approved or approvable pending adoption (APA) HMP. ✓ Formally adopted the HMP via resolution.

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✓ Formally adopted the most current, approved HMP into the General Plan – Safety Element via resolution.
✓ Included language within the General Plan – Safety Element that references the HMP. ✓ Included a web link, appendix, or language within the Community Safety Element that directs the public to the most current, approved HMP in its entirety. ✓ E-mailed the link to the updated General Plan – Safety Element web page along with the signed, adoption resolution(s) to the Cal OES AB 2140 inbox [email protected] for review and approval.

In closing, the City of Sierra Madre’s 2025 HMP is consistent with current standards and regulations, as outlined by the California Office of Emergency Services (Cal OES) and FEMA. It uses the best available science, and its mitigation actions/strategies reflect best practices and community values. It meets the requirements of current state and federal guidelines and makes the city eligible for all appropriate benefits under state and federal law and practices. Note that while FEMA is responsible for reviewing and approving this mitigation plan, and Cal OES is responsible for conducting a preliminary review, it does not grant FEMA or Cal OES any increased role in the governance of the City or authorize either agency to take any specific action in the community.

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Element F: Plan Adoption
Q&A | ELEMENT F: PLAN ADOPTION | F1-a.

Q: Does the participant include documentation of adoption? (Requirement 44 CFR § 201.6(c)(5)) A: See Plan Adoption Process below.

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

The Second Draft Plan was submitted to Cal OES and FEMA for review and approval. When Cal OES determines the plan to be compliant, the document will be forwarded to FEMA. When FEMA determined the plan to be compliant, an Approvable Pending Adoption notice was issued. That now triggers the City Council to conduct a public meeting. Staff will recommend adoption of the Final Draft Plan. Assuming adoption by the City Council, the signed resolution will be forwarded to FEMA along with a request for a FEMA Letter of Approval.

In preparation for the public meeting with the City Council, the Planning Team will post the Final Draft Plan on the City’s website. Notification of the Plan’s availability will also be announced via the mediums utilized during the community outreach activities. Also, the Team will prepare a staff report including an overview of the Planning Process, Risk Assessment, Mitigation Goals, and Mitigation Actions. The staff presentation will include a summary of the input received during the community outreach activities. The meeting participants will be encouraged to present their views and make suggestions on possible mitigation actions.

The City Council heard the item on _____. The City Council voted to ______ the Final Draft of the Hazard Mitigation Plan. The Resolution of adoption by the City Council is below:

Insert
Plan Approval
Upon adoption by the City Council, the resolution was forwarded to FEMA. The FEMA Letter of Approval was issued on __________ and is below:
insert
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Dedicated Website Postings – March 12, 2025
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Flyer
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Flashcards
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Survey Monkey Questions
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Survey Monkey Results
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Village View Newsletter – May 2025
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Village View Newsletter – June 2025
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First Draft Plan Outreach -September 24, 2025
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Planning Team Meeting Minutes
February 11, 2025
Minutes
PowerPoint attached separately
City of Sierra Madre
Planning Team Meeting #1 (Virtual)
Attendees
Carolyn Harshman (Emergency Planning Consultants)
Brent Bartlett, Chair
Anthony Rainey
Clare Lin
Laura Aguilar
Miguel Hernandez
Bob Spears

1. Reviewed the purpose of hazard mitigation and examples of mitigation activities.

2. Discussed the concepts and terms related to hazard mitigation planning.

3. Project Schedule – Five virtual meetings lasting 2-hours will be held on a monthly basis.

4. Community Outreach Strategy – New FEMA regulations require a robust outreach campaign. Carolyn provided details on need to develop a stakeholder list and build an outreach strategy that ensures contact with the public and socially vulnerable populations.

5. Request for Pertinent Documents:

6. Capital Improvement Program, Strategic Plan, Emergency Response Plan.

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February 19, 2025
Minutes
PowerPoint attached separately
City of Sierra Madre
Planning Team Meeting #2 (Virtual)
February 19, 2025
Attendees
Carolyn Harshman (Emergency Planning Consultants)
Brent Bartlett, Chair
Anthony Rainey
Clare Lin
Gustavo Barrientos
James Carlson
Jose Reynoso
Miguel Hernandez
Amy Hsu

1. Recapped Meeting #1 including project schedule and community outreach strategy.

2. Hazard Overview - Discussed hazards identified in the Los Angeles County’s All-Hazard Mitigation Plan, the City’s General Plan - Safety Element, and the State Hazard Mitigation Plan. The Team used the Calculated Priority Risk Index to rank hazards that will be profiled in the plan’s update. Ranking yielded the following as “high” hazard:
earthquake, wildfire, power outage, and flood. Windstorm, landslide, and drought were rated as “medium”.

3. Introduced draft Capability Assessment drawn from information on the District’s website.

Minor changes were provided by the Team.

4. Introduced need to update the Critical Facilities List.

5. Introduced need to update the Mitigation Actions Matrix. Team members were asked to confirm details including timeline, funding source, status, etc. for projects that would likely be assigned to their department.

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March 26, 2025
Minutes
PowerPoint attached separately
City of Sierra Madre
Planning Team Meeting #3 (Virtual)
March 26, 2025
Attendees
Carolyn Harshman (Emergency Planning Consultants)
Brent Bartlett, Chair
Anthony Rainey
Clare Lin
James Carlson
Miguel Hernandez
Bob Spears
Amy Hsu

1. Recapped Meeting #2 including profiled hazards, Capability Assessment, Critical Facilities List, and Mitigation Actions Matrix.

2. Team members provided updates to Carolyn on each of the items.

3. Amy Hsu is in charge of the community outreach activities. She distributed a Public Forum Tracker for Team members to use following delivery of a briefing or flyers to public venues.

4. Carolyn summarized information gathered to date in Survey Monkey.

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Public and Stakeholder Input Documentation
It’s important to note that both of these documents mention the City of Sierra Madre Eaton Fire Response After Action Report and Improvement Plan (June 30, 2025). Although the AAR/IP was not yet complete when the Initial Draft Plan was provided to the Planning Team, relevant contents and implementation measures have been added to the Second Draft Plan. The Planning Team wishes to express its gratitude to both authors for their time, knowledge, and dedication to the safety and well-being of the City of Sierra Madre.

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Author: Bob Spears – October 7, 2025
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Hazard Mitigation Plan | 2025
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Hazard Mitigation Plan | 2025
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Author: Glenn Hickman – October 8, 2025
Hazard Mitigation Plan | 2025
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Author: Allen Ma, Resident – September 23, 2025
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Author: Allen Ma, Resident – September 27, 2025
I have the following additional comment on the Hazard Mitigation Plan Update in light of the recent release of the After-Action Review of Alert Notification Systems and Evacuation Policies for the Eaton and Palisades Fires.

Does this update incorporate appropriate applicable portions and is aligned with the After Action Review of Alert Notification Systems and Evacuation Policies for the Eaton and Palisades Fires? Copy of this After-Action Review is available at the following link: https://lacounty.gov/aar/.

Thank you in advance for accepting this comment.

Allen
Hazard Mitigation Plan | 2025
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Author: Loni Eazell, Los Angeles County Public Works, Disaster Services Specialist – October 7, 2025 (email)
Good afternoon,
Thank you for the opportunity for Los Angeles County Public Works to review the City of Sierra Madre’s draft Hazard Mitigation Plan. Below are our comments:

1. On page 36, the term “mudslide” is used to describe a type of landslide. However, according to the USGS’ The Landslide Handbook (Section1.pdf, p.16), the term "mudslide" is considered an inappropriate term. The USGS recommends using “debris flow” instead, as it more accurately reflects the geologic process involved. I suggest replacing “mudslide” with “debris flow” throughout the document to align with USGS terminology.

2. On page 41, add the highlighted cities… Previous Wildfires Impacting Los Angeles County The Eaton Fire, which began on January 7, 2025, had a significant impact on Los Angeles County, particularly affecting the San Gabriel Mountains and nearby communities like Altadena, Pasadena, Sierra Madre, Arcadia, and Duarte.

3. On page 49, the last sentence of the second paragraph refers to “special flood hazard areas.” This term is FEMA-specific for 1% annual chance flood areas. There are no FEMA-mapped Special Flood Hazard Areas in the City.

4. On page 51, “Sierra Madre Dam…contains water only during rain as a flood control device”; as it fulfils its flood control function, the dam may attenuate flows during storm/rain events, however, PW does not currently operate it as a flood control facility, but rather as a debris control facility.

5. On page 56, The March 1938 storm was one of the worst in Los Angeles County history. A USGS report has a table with data indicating over 60,000 cubic yards of debris deposited in the basin behind Sierra Madre Dam (Water Supply Paper 844, Floods of March 1938 In Southern California, U.S. Department of the Interior, U.S.

Geological Survey, 1942, Pg 374). According to the LACFCD’s report Flood of March 2, 1938, (dated May 1938) this volume amounts to over 80 percent of the basin’s capacity (see attached document). This link is to a City web page that notes a debris flow event in 1954: Mudflows/Flood - Sierra Madre. This link is to a Sierra Madre Historical Preservation Society newsletter referring to the 1969 storms:

SMHPS_Nov2018_aas.qxp_Layout 1. The LACFCD’s Hydrologic Report on Storms of 1969, dated June 1969, had the following information specific to the City of Sierra Madre. The January 1969 Storm dropped between 20.5 and almost 25.8 inches of rain in Sierra Madre (Pgs. 73, 74, 76). The February 1969 storm dropped between 7.6 and

9.5 inches (Pgs. 204, 205, 207) in Sierra Madre. The January and February 1969 storms delivered approximately 110,000 cubic yards of debris in the basin behind Sierra Madre Dam (approximately 72 percent of the basin’s capacity). Flows at the dam went over spillway level during the February storm. The trapping of this debris prevented extensive damage to the city neighborhoods immediately downstream of the Hazard Mitigation Plan | 2025
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dam (Pgs. 23, 39, 115, 239). This link is to a CalMatters news article referring to a mudflow at Bailey Debris Basin in the City in 1994: Deadly boulders and mud: How debris flows endanger LA's fire-ravaged towns - CalMatters Please let me know if you have any questions or would like to discuss any of the comments.

Loni Eazell, CA-PEM
Disaster Services Specialist Los Angeles County Public Works Office: 626-458-7340 Cell: 626-695-7479
Email: [email protected]
Hazard Mitigation Plan | 2025
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Author: William Patzert, City of Sierra Madre Energy, Environment and Natural Resources Commission, Commissioner – September 23, 2025 (email)
Hazard Mitigation Plan | 2025
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Author: Debbie Roberts, City of Sierra Madre, Associate Librarian – October 16, 2025 (email)
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CITY OF
SIERRA
MADRE

STAFF REPORT

CITY CLERK'S OFFICE
DATE: January 27, 2026
TO: Honorable Mayor and City Council
FROM: AgendaLink, Support
By: AgendaLink, Support
SUBJECT: DELETE ME PLEASE I can update the title

RECOMMENDATION
It is recommended that the City Council adopt.

SUMMARY
Can i copy and paste from word into here. YES

STRATEGIC PLAN RELATIONSHIP
[Provide the strategic plan relationship here in summary format only...]

FISCAL IMPACT
[Provide an analysis on the impact of the activity and its relationship to the General Fund or any other funding source where the action will have an impact. If there is no impact, then simply state "There is no impact to the General Fund as a result of the recommended action."]
Approved by:
___________________________
Michael Bruckner
City Manager
Attachments
Exhibit A (blah blah blah)
Exhibit B
City Council
City of Farmers Branch
Meeting Agenda
Farmers Branch City Hall
13000 Wm Dodson Pkwy
Farmers Branch, Texas
75234
Monday, November 17, 2025 3:30 PM Council Chambers

SPECIAL CALLED MEETING
In accordance with Tex. Govt. Code §551.127, notice is hereby given that (i) one or more City Council members may be participating on a regular, non-emergency basis in this meeting by video conference, (ii) the location of the meeting will be at Farmers Branch City Hall, 13000 William Dodson Parkway, Farmers Branch, Texas, where a quorum of the City Council will be physically present, which location will be open to the public, and (iii) it is the intent to have the quorum of members of the City Council present at said location for this meeting.

A. PUBLIC COMMENTS
Public Comment is your opportunity to address the City Council. Persons desiring to address the City Council must fill out a Public Comment Form. Request form(s) will be accepted by the City Secretary from the time the agenda is posted up to 30 minutes prior to the regular meeting. Individuals will not be recognized to speak during the meeting unless the Request Form has been submitted. This process applies to all action items listed on the agenda.

The online Public Comment Form can be found at: https://www.farmersbranchtx.gov/101/City-Council There is a three (3) minute time limit for each citizen to speak. All speakers shall comply with the City ’s Rules of Decorum and Conduct for Public Hearings and Citizen Comments which is available for review on the City’s website at https://www.farmersbranchtx.gov/598/City-Council. The City will not tolerate unruly behavior, intimidation, disparaging or inflammatory remarks, or other attacks or insults not relevant to policy issues or other official business within the City’s jurisdiction or authority.

When called to the podium by the Mayor, please state your name and address prior to beginning your comments. Please direct your comments to the City Council and not the audience.

B. CALL TO ORDER - REGULAR MEETING (3:30 P.M.)
B.1 R2025-237 Consider approving Resolution No. 2025-237 canvassing and declaring the election results of the November 4, 2025, City of Farmers Branch Special Election for City Councilmember District 1; and take appropriate action.

C. ADJOURN
The City Council may convene into executive session at anytime during the Study Session or Regular meeting pursuant to Texas Government Code Section 551.071(2) for the purpose of seeking confidential legal advice from the City Attorney on any agenda item.

City of Farmers Branch Page 1 Printed on 11/17/2025
City Council Meeting Agenda November 17, 2025
Farmers Branch City Hall is wheelchair accessible. Access to the building and special parking are available at the main entrance facing William Dodson Parkway. Persons with disabilities planning to attend this meeting who are deaf, hearing impaired or who may need auxiliary aids such as sign interpreters or large print, are requested to contact the City Secretary at (972) 919-2520 at least 72 hours prior to the meeting.

Certification
I certify that the above notice of this meeting was posted at least three business days prior to the scheduled meeting time, in accordance with the Open Meetings Act, on the bulletin board at City Hall.

Posted by: _________________________
Erin Flores, TRMC, City Secretary
Date posted: __/___/__
City of Farmers Branch Page 2 Printed on 11/17/2025
October 19, 2025
City Council Minutes Page 1
City of Farmers Branch
Action Special Called Meeting
City Council
Sunday, October 19, 2025 7:00 PM Council Chambers
The full video of this meeting is available on the City website at https://farmersbranch.legistar.com/Calendar.aspx.

Council Present: Mayor Terry Lynne, Mayor Pro Tem Tina Bennett-Burton, Deputy Mayor Pro Tem Roger Neal, Councilmember Omar Roman (via Zoom), Councilmember David Reid, Councilmember Elizabeth Villafranca
City Staff Present: City Manager Ben Williamson, Deputy City Manager Jawaria Tareen, Director of Administrative Services Stacy Henderson, City Secretary/Deputy Director of Administrative Services Erin Flores, City Attorney Nicole Corr, and other City staff CALL TO ORDER – SPECIAL CALLED MEETING
Mayor Lynne called the Special Called Meeting to order at 7:00 p.m.

CITIZEN COMMENTS
Al Mahesh, 3302 Wateroak Court, Farmers Branch, spoke on the state of the City Council and the ethics complaints.

Mayor Lynne convened the Council in Executive Session at 7:04 p.m.

EXECUTIVE SESSION
C.1 The City Council will convene into a closed Executive Session pursuant to Section 551.071 of the Texas Government Code, Consultation with Attorney, to seek legal advice regarding a complaint alleging a violation of the City's Code of Ethics pursuant to Section 2-284 of the City’s Code. (Complaint filed October 13, 2025)
C.2 The City Council will convene into a closed Executive Session pursuant to Section 551.071 of the Texas Government Code, Consultation with Attorney, to seek legal advice regarding a complaint alleging a violation of the City's Code of Ethics pursuant to Section 2-284 of the City’s Code. (Complaint 1 of 2, filed October 14, 2025) C.3 The City Council will convene into a closed Executive Session pursuant to Section 551.071 of the Texas Government Code, Consultation with Attorney, to seek legal advice regarding a complaint alleging a violation of the City's Code of Ethics pursuant to Section 2-284 of the City’s Code. (Complaint 2 of 2, filed October 14, 2025) Mayor Pro Tem Bennett-Burton reconvened the regular meeting at 9:55 p.m.

Farmers Branch City Hall
13000 Wm Dodson Pkwy
Farmers Branch, TX 75234
October 19, 2025
City Council Minutes Page 2

TAKE ANY ACTION AS A RESULT OF EXECUTIVE SESSION
C.1 The City Council will convene into a closed Executive Session pursuant to Section 551.071 of the Texas Government Code, Consultation with Attorney, to seek legal advice regarding a complaint alleging a violation of the City's Code of Ethics pursuant to Section 2-284 of the City’s Code. (Complaint filed October 13, 2025)
A motion was made by Councilmember Elizabeth Villafranca, seconded by Councilmember Reid, to reject the Complaint filed October 13, 2025, as related to Item C.1. The motion carried with the following vote:

Aye: Mayor Pro Tem Bennett-Burton, Deputy Mayor Pro Tem Neal, Councilmember Reid, Councilmember Villafranca
Nay: Councilmember Roman
C.2 The City Council will convene into a closed Executive Session pursuant to Section 551.071 of the Texas Government Code, Consultation with Attorney, to seek legal advice regarding a complaint alleging a violation of the City's Code of Ethics pursuant to Section 2-284 of the City’s Code. (Complaint 1 of 2, filed October 14, 2025) A motion was made by Councilmember Elizabeth Villafranca, seconded by Deputy Mayor Pro Tem Neal, to reject the Complaint filed October 14, 2025, as related to Item C.2. The motion carried with the following vote:

Aye: Deputy Mayor Pro Tem Neal, Councilmember Reid, Councilmember Villafranca Nay: Mayor Pro Tem Bennett-Burton, Councilmember Roman
C.3 The City Council will convene into a closed Executive Session pursuant to Section 551.071 of the Texas Government Code, Consultation with Attorney, to seek legal advice regarding a complaint alleging a violation of the City's Code of Ethics pursuant to Section 2-284 of the City’s Code. (Complaint 2 of 2, filed October 14, 2025) A motion was made by Councilmember Elizabeth Villafranca, seconded by Councilmember Reid, to reject the Complaint filed October 14, 2025, as related to Item C.3. The motion carried with the following vote:

Aye: Deputy Mayor Pro Tem Neal, Councilmember Reid, Councilmember Villafranca Nay: Mayor Pro Tem Bennett-Burton, Councilmember Roman

ADJOURNMENT
Mayor Pro Tem Bennett-Burton adjourned the Regular Meeting at 9:57 p.m.

October 19, 2025
City Council Minutes Page 3
_________________________________
City Secretary Erin Flores, TRMC
_________________________________
Mayor Terry Lynne

CITY OF

SIERRA MADRE STAFF REPORT

FIRE DEPARTMENT
DATE: January 27, 2026
TO: Honorable Mayor and City Council
FROM: Brent Bartlett, Fire Chief
SUBJECT: Adoption of Ordinance No. 1489 Amending Chapter 10.52 – Parking Prohibitions on Red Flag Alert Days

RECOMMENDATION
It is recommended that the City Council adopt Ordinance No. 1489, amending Chapter 10.52 (Parking Prohibitions on Red Flag Alert Days) of Title 10 (Vehicles and Traffic) of the Sierra Madre Municipal Code.

SUMMARY
Chapter 10.52 of the Sierra Madre Municipal Code regulates on-street parking during periods of elevated fire danger, debris flow, and mudflow risk in order to ensure emergency vehicle access and protect public safety. Ordinance No. 1489 repeals and replaces Chapter 10.52 in its entirety to remove outdated references to Yellow Flag Alert Days, consolidate Red Flag conditions into a single standard, and update the list of designated streets based on current Fire Department operational planning in the City’s Upper and Lower Canyon areas. These amendments improve clarity for residents, enhance enforceability, and maintain public safety during Red Flag Alert Days.

DISCUSSION & ANALYSIS
California Vehicle Code Section 22507 authorizes cities to adopt ordinances prohibiting or restricting parking on city streets. Chapter 10.52 was originally adopted following significant wildfire and debris flow threats affecting Sierra Madre’s hillside and canyon neighborhoods, and has been amended over time to ensure emergency access during hazardous conditions.

Ordinance No. 1489 represents a comprehensive update to Chapter 10.52 and reflects current Fire Department emergency response practices. Key elements of Ordinance No. 1489 include:
x Removal of all references to Yellow Flag Alert Days to simplify public messaging and reduce confusion during emergency conditions.

Adoption of Ordinance No. 1489 Amending Chapter 10.52 – Parking Prohibitions on Red Flag Alert Days
January 27, 2026

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Sierra Madre City CouncilJanuary 27, 2026

Sierra Madre City Council
January 27, 2026