APPENDIX
Appendix 1-1
Checklist
Appendix 5-1
SBx7-7 Verification Tables
Appendix 6-1
Central Basin Third Amended Judgment
Appendix 6-2
Watermaster Service in the Central Basin
Los Angeles County
July 1, 2024 – June 30, 2025
Central Basin Watermaster
November 2025
Central Basin Watermaster Report –2024 – 2025 i
WATERMASTER SERVICE
IN THE CENTRAL BASIN
LOS ANGELES COUNTY
July 1, 2024 – June 30, 2025
November 2025
Prepared by the
Water Replenishment District of Southern California (WRD) Central Basin Administrative Body
for the
Central Basin Watermaster Water Rights Panel
Adopted on
November xx, 202x
Central Basin Watermaster
ii Central Basin Watermaster – November 2025
Contents
Summary of Pertinent Data _______________________________________________________________ 1 Introduction ____________________________________________________________________________ 2 Executive Summary ____________________________________________________________________ 2 Background___________________________________________________________________________ 2 Water Use ______________________________________________________________________________ 4 A. Allowed Pumping Allocation Extractions by Parties __________________________________ 4 B. Storage Transactions _____________________________________________________________ 4 C. Regional Disadvantaged Communities Incentive Program ____________________________ 5 D. Total Extraction Right and Over-extraction __________________________________________ 5 E. Extractions by Non-Parties ________________________________________________________ 6 F. Extractions of Contaminated Groundwater __________________________________________ 6 G. Allowed Pumping Allocation Transfers _____________________________________________ 6 H. Exchange Pool ___________________________________________________________________ 7 I. Status of Extraction Wells _________________________________________________________ 7 J. Meter Testing Program ___________________________________________________________ 7 Water Supply __________________________________________________________________________ 10 A. Precipitation ____________________________________________________________________ 10 B. Groundwater Recharge __________________________________________________________ 10 C. In-Lieu Replenishment ___________________________________________________________ 11 D. Imported Water _________________________________________________________________ 11 E. Recycled Water _________________________________________________________________ 11 F. Total Water Use _________________________________________________________________ 11 G. Exported Water _________________________________________________________________ 11 H. Increased Extraction in the Basin for Certain Purveyors Serving Overlying Communities 11 I. Alamitos Gap Barrier Project _____________________________________________________ 12 J. Groundwater Levels _____________________________________________________________ 12 Watermaster Costs and Budget __________________________________________________________ 13 November 2025
Central Basin Watermaster Report – 2024 – 2025 iii
Tables
Table 1a – Water Rights Accounting (acre-feet) ____________________________________________________ 14 Table 1b – Drought Carryover ___________________________________________________________________ 18 Table 2 – Storage Accounting ___________________________________________________________________ 19 Table 3 – Water Put into Storage _________________________________________________________________ 20 Table 4 – Water Extracted from Storage __________________________________________________________ 20 Table 5 – Storage Transfers _____________________________________________________________________ 22 Table 6 – Historical Storage Summary ____________________________________________________________ 23 Table 7 – Over-extractions ______________________________________________________________________ 24 Table 8 – Extractions by Non-Parties ______________________________________________________________ 24 Table 9 – Non-Consumptive Water Use Permits ____________________________________________________ 25 Table 10 – Leases (acre-feet) ____________________________________________________________________ 26 Table 11 – Change of Ownership (acre-feet) ______________________________________________________ 30 Table 12 – Exchange Pool _______________________________________________________________________ 32 Table 13 – Extraction Wells Completed ___________________________________________________________ 32 Table 14 – Extraction Wells Destroyed ____________________________________________________________ 32 Table 15 – Replenishment Operations ____________________________________________________________ 33 Table 16 – WRD In-Lieu Recharge ________________________________________________________________ 33 Table 17 – Imported Water Use __________________________________________________________________ 34 Table 18 – Recycled Water Use __________________________________________________________________ 35 Table 19 – Alamitos Gap Barrier Project Operations ________________________________________________ 36 Table 20 – Apportionment of Budget Among Rights Holders ________________________________________ 36 Figures
Figure 1 – Central Basin (showing groundwater production) ________________________________________ 40 Figure 2 – Monthly Water Production (Excludes non-consumptive use, includes storage production) ____ 41 Figure 3 – Central Basin (showing key wells and facilities) ___________________________________________ 42 Figure 4 – Monthly Average Precipitation _________________________________________________________ 43 Figure 5 – Total Water Use (excludes groundwater recharge) _______________________________________ 44 Figure 6 – Key Well Hydrographs – Montebello Forebay ____________________________________________ 45 Figure 7 – Key Well Hydrographs – Central Basin Pressure Area _____________________________________ 46 Figure 8 – Key Well Hydrographs – Los Angeles Forebay ___________________________________________ 46 Appendices
Appendix A – Groundwater Extractions July 2024-June 2025 _______________________________________ 47 Appendix B – Succession of Adjudicated Rights as of June 2025 ____________________________________ 67 Appendix C – Parties to the Third Amended Judgment as of June 2025 _____________________________ 102 Appendix D – Erratum of Central Basin Watermaster Annual Report for 2023-2024 ___________________ 105 Central Basin Watermaster
iv Central Basin Watermaster – November 2025
Governance
2024-2025 AY
Central Basin Administrative Body
Water Replenishment District
President
Joy Langford
Division 1
Vice-President
Vera Robles Dewitt
Division 5
Secretary
Sergio Calderon
Division 4
Treasurer
Rob Katherman
Division 2
Director
John D.S. Allen
Division 3
General Manager
Stephan Tucker
Storage Panel
Water Replenishment District
Board of Directors
Central Basin Water Rights Panel
Central Basin Water Rights Panel
Chair
Anatole Falagan
City of Long Beach
Vice-Chair
Dan Mueller
City of Downey
Treasurer
Derek Nguyen
City of Lakewood
Steve Lenton
Bellflower-Somerset Mutual Water Company
Joanna Moreno
City of Vernon
Raymond Cordero
City of Whittier
Toby Moore
Golden State Water Company
Administrative Body Staff
Esther Valle Rojas
Jackie Ramirez
Greg Osti
Asha Kreiling
Tiffani Fong
November 2025
Summary of Pertinent Data – 2024 - 2025 1
Summary of Pertinent Data
Item Administrative Year
2023 - 2024
Administrative Year
2024 - 2025
Parties 151 151
Rights Holders 120 117
Active pumpers 60 62
Active non-parties 0 0
Allowed pumping allocation (acre-feet) 217,367 217,367
Water put into Storage (acre-feet)1 38,041.22 41,687
Mean Precipitation (inches) 23.29 5.49
Injection at the Alamitos Barrier project (acre-feet)23,929 3,153 Spreading operations (acre-feet) 3 198,259 94,938
Watermaster Budget, total4$290,695 $318,264
Exported water use (acre-feet)5 1,950 1,793
APA Extractions (acre-feet)6129,114.21 128,301.86
Storage Production (acre-feet) 26,466.84 40,664.58
Recycled water use by entities (acre-feet) 13,399 13,942 Imported water use by entities (acre-feet)7 99,902 103,779 Total Water Use by Parties (acre-feet) 268,882 286,687
1 Includes carryover conversion corrections of 1,644.24 af (Table 2). 2 Only includes injection from the Los Angeles County portion of the Alamitos Barrier. 3 Provisional information from the Los Angeles County Department of Public Works (includes advanced treated water). 4 For 2024-2025 AY, Water Rights Panel assessment was $54,342 Administrative Body assessment was $263,922. 5 Cal American Water Company exported groundwater to its service area that overlies the West Coast Basin. 6 Excludes extractions by parties and non-parties with non-consumptive water use permits. 7 Includes groundwater imported from the San Gabriel Basin.
Central Basin Watermaster
2 Central Basin Watermaster – November 2025
Introduction
Executive Summary
This 2024-2025 Watermaster Report, developed by the Administrative Body and adopted by the Water Rights Panel, provides information on groundwater extractions, storage accounts, use of imported water and recycled water, replenishment operations, and the budget and finances of the Central Basin (Basin) Watermaster during the 2024-2025 administrative year (AY). This report complies with the provisions set forth in the Central Basin Third Amended Judgment (Judgment).
During 2024-2025 AY, the Basin experienced an increase in groundwater extractions (production and storage withdrawals) in comparison to the previous AY. Furthermore, no imported water was purchased by the Water Replenishment District of Southern California (WRD) for spreading at the Montebello Forebay.
This report is organized into three sections, including Water Use, Water Supply, and Watermaster Costs and Budget. In addition, the report provides various tables and figures describing the narrated information.
Background
The Central Basin Watermaster Service Area overlies approximately 227 square miles of the Basin in southeastern Los Angeles County. Figure 1 shows the location and boundaries of the Central Basin Watermaster Service Area (adjudicated boundary). The Watermaster Service Area is bounded by the Newport-Inglewood Uplift on the southwest, the Los Angeles-Orange County line on the southeast, and an irregular line that approximately follows Stocker Street, Martin Luther King Boulevard, Alameda Street, Olympic Boulevard, the boundary between the City of Los Angeles and unincorporated East Los Angeles, and the foot of the Merced Hills and Puente Hills on the north. Twenty-three incorporated cities and several unincorporated communities lie within the Watermaster Service Area. Groundwater from the Basin provides a substantial portion of the water supply needed by the residents, businesses, and industries in the area overlying the Basin.
More than 60 years ago, groundwater overdraft and declining water levels in the Basin threatened the area’s groundwater supply and caused the intrusion of seawater into the aquifers in the southern part of the Basin. However, timely legal action and adjudication of the water rights halted the overdraft and prevented further damage to the Basin. Since that time, groundwater extraction from the Basin was limited to the amounts set by a Superior Court Judgment and monitored by a Court-appointed Watermaster.
The first Judgment was finalized and signed in 1965, and it appointed the Department of Water Resources (DWR) as the Watermaster. Since its inception, the Judgment has been amended three times. The Judgment was first amended in 1980 to transition the administrative year from a water November 2025
Introduction – 2024 - 2025 3
year (October 1 to September 30) to a fiscal year (July 1 to June 30). The Judgement was amended for the second time in 1985 to modify the annual budget ($20 minimum assessment) and exchange pool provisions. In addition, the second amendment modified carryover and overproduction provisions, defined carryover, and provided for exemptions for extractors of contaminated groundwater. The Third Amended Judgment was finalized on December 23, 2013.
For the first time, the Court allowed Parties to have direct input into how the Judgment is administered and enforced. The Judgment confirmed the retirement of DWR as the Watermaster and created three separate bodies that assist the Court in the administration and enforcement of the provisions of the Judgment.
The first body is the Administrative Body, which administers the Watermaster accounting and reporting functions. The WRD was appointed by the Court to fulfill this role.
The second body is the Water Rights Panel, which enforces issues related to the pumping rights within the adjudication. The Water Rights Panel is made up of seven water rights holders who are elected by rights holders in the Central Basin. Members of the Water Rights Panel during the 2024-2025 AY included Bellflower-Somerset Mutual Water Company, City of Downey, Golden State Water Company, City of Lakewood, City of Long Beach, City of Whittier, and City of Vernon.
The third body is the Storage Panel, which is comprised of the Water Rights Panel and the WRD Board of Directors; together they review and approve certain groundwater storage efforts.
Central Basin Watermaster
4 Central Basin Watermaster – November 2025
Water Use
A. Allowed Pumping Allocation Extractions by Parties
The Judgment limits the amount of groundwater each Party to the Judgment may extract annually from the Basin. This amount is known as the Party’s Allowed Pumping Allocation, or “APA”. The APA for each Party is listed in Table 1a. Parties are required to report groundwater extractions to the Administrative Body monthly (or quarterly for smaller producers). In addition, Table 1b lists the total drought carryover rights for the parties that hold them. Appendix A lists, by Party, the volume of groundwater extracted monthly from each active well in the Basin. Figure 1 describes the variation of groundwater production by three distinct production classifications: less than 500 acre-feet per year (afy), 500 to 2,000 afy, and more than 2,000 afy, during the 2024-2025 AY. In addition, Figure 2 illustrates the monthly water production (excluding non-consumptive use) for the 2024-2025 AY, which totaled 168,966.44 af (includes 40,664.58 af of storage production), which is an 8.6% total production increase from the previous AY.
To provide flexibility regarding groundwater extractions, the Judgment contains provisions, such as the “One-Year Carryover”, which allows each Party to carryover into the succeeding administrative year a portion of its unused APA. Specifically, Parties are allowed to carryover unused rights up to the greater of: • 60% of their APA plus (+) or minus (-) any leases with flex or 20 af, whichever is more, less the amount of water in a Party’s storage account; or • 20% of a Party’s APA This type of provision is necessary to meet unforeseen water demands. In addition, any unused Exchange Pool water, discussed in Section (I), is carried over into the following AY.
B. Storage Transactions
The Judgment allows Parties with water rights to store water in the Basin for later extraction. In 2022-2023 AY, an updated interpretation of the carryover conversion to storage provision went into effect. Specifically, the carryover conversion changed from allowing only one-year carryover to be converted into storage to allowing both one-year and current AY carryover to be converted into storage. Furthermore, parties are required to pay the Replenishment Assessment to WRD for all carryover conversion to storage.
On May 12, 2022, the Water Rights Panel reviewed and approved the updated interpretation of carryover conversion. Subsequently, the Administrative Body approved an update to their rules to reflect the new interpretation. The updated interpretation references, Section III.A.(2) of the Judgment states that a party having carryover may elect to convert all or part into stored water.
Therefore, parties may convert one-year carryover and current AY carryover into storage. This November 2025
Water Use – 2024 - 2025 5
process allows parties to put more water into storage in any given year. Current AY carryover is defined as water rights that will not be extracted or leased out prior to the end of the current AY.
To convert current AY carryover, parties must exhaust their one-year carryover balance and then may choose to convert current AY carryover. Any carryover conversion is subject to storage capacity limits in accordance with the Judgment. Table 2 describes storage accounting including total carryover from the 2023-2024 AY and storage activity for the 2024-2025 AY.
In addition, there were three carryover correction agreements implemented during the 2022-2023 AY. Specifically, there was a carryover conversion calculation error identified in 2021-2022 AY. The calculation error resulted in carryover to be less than it should have been in the ensuing AY. The error impacted specific parties that withdrew from storage between the 2013-2014 to 2018-2019 AY. The agreements for each party state that they will be credited specific storage amounts for five (5) years followed by paid annual installments (2022-2023 AY to 2026-2027 AY). The following parties will be credited annually as follows: City of Downey: 670.00 af, City of Lakewood: 794.34 af, and City of Long Beach: 179.90 af. Table 3 lists the quantity of water that was put into storage by each Party during the 2024-2025 AY. The overall total of water that was put into storage was 41,687.00 af including the carryover corrections, which is a 9.6% increase from the previous AY.
In 2024-2025 AY a total of 40,664.58 af was extracted from storage by six Parties, the details are in Table 4. The Judgment allows for the transfer of stored water between Parties. There were no transfers of stored water (Table 5).
Table 6 provides a historical storage summary from 2013-2014 to 2024-2025 AY of water put into and extracted from storage, storage balances, and the available adjudicated storage capacity.
C. Regional Disadvantaged Communities Incentive Program Section II.H. of the Judgment contains provisions for the development of a Regional Disadvantaged Communities Incentive Program (RDCIP) that allocates 23,000 af of storage space for the use or benefit of Disadvantaged Communities (DAC) within the Central Basin. A DAC is defined as any area that is served by a water purveyor and consisting of one or more contiguous census tracts, which based upon the most recent U.S. Census data, demonstrates a median household income which is less than eighty percent (80%) of the median household income for all Census Tracts within the State of California. This program was developed by the Water Rights Panel during the 2014-2015 AY and approved by the Court in June 2015.
There were no requests for participation in the RDCIP in the 2024-2025 AY.
D. Total Extraction Right and Over-extraction
The total extraction right is the maximum amount of groundwater that can be extracted in a single AY. In the Central Basin, Parties with carryover and/or storage rights are allowed to extract up to 140% of the sum of their APA plus or minus (+/-) leased water rights.
For example, if a Party has an APA of 1,000 af, 400 af of stored water rights, and leased in an additional 200 af, their total extraction right would be calculated as follows:
Central Basin Watermaster
6 Central Basin Watermaster – November 2025
(1,000 + 200) X 1.4 = 1,680 af. Conversely, if the Party leased out 200 af, their total extraction right would be (1,000 – 200) X 1.4 = 1,120 af. Parties with no carryover and/or storage rights may overextract 20% of their APA plus or minus (+/-) leased water or 20 af, whichever is greater.
Under certain circumstances, a Party may extract in a greater amount if they receive prior approval from Watermaster. Any Party that exceeds their total extraction right without prior approval from Watermaster is in violation of the Judgment.
Any over-extraction, which is the difference between total rights and total extractions, is deducted from that Party’s subsequent administrative year’s APA. The over-extraction must be reconciled in the following administrative year unless Watermaster concludes that making up the over-extraction would create an unreasonable hardship for the Party. In such cases, Watermaster may prorate the reduction in the Party’s APA over a period of up to five years. The Watermaster will notify a Party when they are in violation of the Judgment and/or over-extract.
During the 2024-2025 AY, there were two parties with over-extractions, none in violation of the Judgment. Atlas Iron & Metal had an overextraction of 3.51. Caltrans has had a significant overextraction carryover from previous years, resulting from dewatering under the 105 Freeway (Table 7).
E. Extractions by Non-Parties
There were no reported extractions by Non-Parties this AY (Table 8).
F. Extractions of Contaminated Groundwater
A Party may petition WRD for a Non-Consumptive Water Use Permit (NCWUP) as part of a project to remediate or ameliorate groundwater contamination. If the petition is granted, the Party may extract the groundwater without counting against its production rights, so long as the conditions of the Judgment are met. A non-Party may extract contaminated groundwater for cleanup purposes by partnering with a Party who obtains the NCWUP and then assigns it to the non-Party.
Table 9 lists current NCWUPs issued by WRD, and the amounts of groundwater extracted under those permits. In the 2024-2025 AY there were 266.91 af of NCWUP extractions via six permits.
Appendix A reports these extractions monthly by well.
G. Allowed Pumping Allocation Transfers
Each year, APAs are transferred between Parties through leases (temporary transfers) and sales (permanent transfers) transactions. Table 10 shows transfers of APAs through leases, specifically the parties involved, transaction type, amount, and recordation date. During the 2024-2025 AY there were 35 leases that transferred 17,374 af (27 leases with flex and 8 leases without flex).
Leases with flex transfer both the pumping right and associated carryover rights to the lessee for the term stated within the lease agreement.
In transferring water rights, Parties must specify (1) the type of right (i.e., APA, one-year carryover, or drought carryover); (2) the amount of right to the nearest 0.01 af; and (3) the period of the lease, November 2025
Water Use – 2024 - 2025 7
if applicable. Moreover, all leases must be made on an administrative year basis and must be executed by the Parties and received by Watermaster no later than one month and 15 days following the end of the AY in which the lease is effective.
Table 11 shows permanent transfers of APA and carryover. There were six permanent transfers of APAs totaling 20.30 af and carryover transfers totaling 90.00 af.
The permanent transfer of water rights must be documented accordingly. For example, when land is sold on which a water right has been developed, the Watermaster must receive a copy of the transfer document if the water right is also transferred. Water rights do not automatically pass to the new landowner when land is sold, unless the transfer document specifies that the water right was transferred with the land. For the proper accounting of the water right, the transfer document must specify (1) the type of right (i.e., APA, one-year carryover, drought carryover, or stored water) and (2) the exact amount of water right(s) transferred. Watermaster provides a template for a Deed of Water Rights–Permanent Transfer transaction on its website to ensure the information provided is sufficient.
For the 2024-2025 AY, there were 151 Parties to the Judgment (individuals or entities that have a privilege or obligation to the Judgment) and 117 Water Rights Holders. Compared to the previous AY, there was a decrease of three water rights holders, including John Emoto, Loline Hathaway, and William A Hathaway, who permanently transferred their APA to an existing Party. Appendix B shows the succession of each party’s APA, and Appendix C lists current Parties to the Judgment and Water Rights Holders, including non-parties that own water rights.
H. Exchange Pool
The Judgment authorizes an Exchange Pool to provide additional water rights to Parties without sufficient water. If a Party’s estimated water requirement for the following AY exceeds its total available water supply, that Party may purchase additional water from the Exchange Pool. Any Party wishing to purchase water from the Exchange Pool must file a request with the Watermaster before April 1. If no requests are received by April 1, the Exchange Pool will not operate in the following AY, and Watermaster will not process Exchange Pool forms. There were no requests for Exchange Pool water during the 2024-2025 AY (Table 12).
I. Status of Extraction Wells
In 2024-2025 AY, there were 252 wells with reported extractions, which is a decrease of four wells from the prior AY. There were no new extraction wells reported completed (Table 13) and one well reported destroyed (Table 14). The location of the wells and their relative amounts pumped are shown in Figure 1.
J. Meter Testing Program
Accurate measurement of groundwater extractions is essential for the successful management of groundwater in the Basin. Therefore, Watermaster requires an operative water meter to be installed at each extraction well. It is the responsibility of each Party to ensure that its meter and Central Basin Watermaster
8 Central Basin Watermaster – November 2025
testing facilities are installed properly and are maintained in good working condition. It is the goal of Watermaster to test the water meter at each active extraction well at least once every two years or when a Party requests a meter calibration. Watermaster tests meters by volumetric or pitot tube comparisons. Watermaster notifies a Party that it must repair or replace its meter when the meter registers beyond five percent accuracy. Watermaster calculates the monthly water production for each well using the meter readings and Unit of Measure Code reported for the well that month. If the registration accuracy of the meter deviates by as much as five percent, the calculated well production could be subject to revision.
The meter testing program is managed by the Water Rights Panel. The meter testing services are currently administered by the Department of Water Resources (DWR). During the 2024-2025 AY, the DWR visited 28 Parties and performed 148 tests. Tests showed that zero meters were inconclusive, and one meter failed, which means the meter was either more than five percent fast or slow. The Watermaster Administrative Body notified pumpers to schedule repair and retesting of failed meters in a timely manner.
November 2025
Water Use – 2024 - 2025 9
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Central Basin Watermaster
10 Central Basin Watermaster – November 2025
Water Supply
A. Precipitation
Precipitation over the Basin has relatively minimal direct influence on the replenishment of the groundwater in the Basin. This is a result of the low soil permeability that characterizes the primary water-producing aquifers throughout much of the Basin and largely impermeable surfaces (i.e., pavement and buildings) covering most of the forebay areas. However, during the years of higher rainfall, increased runoff in the upstream areas of the Basin can result in increased replenishment to the Basin and decreased groundwater demand by the water users, which in turn can result in lower rates of groundwater extraction from the Basin.
During the 2024-2025 AY, the following amounts of precipitation were measured at five precipitation stations located throughout the Central Basin region: • 6.09 inches at Los Angeles-RD241 (formerly 96th and Central) • 5.28 inches at Montana Ranch • 6.72 inches at University of Southern California • 4.88 inches at La Mirada Station • 4.49 inches at Imperial Yard Figure 3 shows the locations of these precipitation stations, and Figure 4 shows the monthly precipitation average measured at the stations. Based on the total rainfall measured at the stations, the mean precipitation over the Central Basin was 5.49 inches, which is 45% of the long-term mean of 12.11 inches. The mean precipitation for 2024-2025 AY decreased by 17.8 inches compared to the prior AY.
B. Groundwater Recharge
Natural replenishment of the groundwater in the Basin occurs largely from surface flow and underflow through Whittier Narrows from the San Gabriel Valley. As mentioned above, minimal rainfall over the Basin infiltrates into deeper aquifers of the Basin.
Intentional replenishment of groundwater in the Basin is accomplished by capturing and spreading river water at the Rio Hondo and the San Gabriel River Coastal Spreading Grounds in the Montebello Forebay (Figure 3). The sources of this replenishment water include local storm runoff, local dry weather urban runoff, imported water purchased from the Metropolitan Water District of Southern California (MWD), and recycled water purchased from Los Angeles County Sanitation Districts. There was 29,360 af in “local runoff” a decrease of 116,700 af or 80% compared to the previous AY. Table 15 shows the sources and quantities of water spread to replenish the groundwater for the 2023-2024 AY and 2024-2025 AY. Furthermore, WRD purchased zero imported water for spreading, which is the sixth consecutive year that no imported November 2025
Water Supply – 2024 - 2025 11
water is purchased. In addition, WRD purchased 55,454 af of recycled water for spreading, which is a 10,977 af or 25% increase from the previous AY. The increase in recycled water recharge is directly related to the decrease in rainfall.
C. In-Lieu Replenishment
During the 1965-1966 water year, WRD, in cooperation with the MWD, began an in-lieu replenishment program, where discounted imported water was offered seasonally due to availability. WRD has contracted with producers having access to supplemental imported water that could be used in lieu of extracting groundwater from the Basin to reduce overall pumping impacts. There was no in-lieu recharge during the 2024-2025 AY (Table 16).
D. Imported Water
Water is imported from Northern California via the State Water Project and the Colorado River and is made available to water users by MWD through its member agencies: Central Basin Municipal Water District (CBMWD) and the City of Compton, City of Long Beach, and City of Los Angeles Department of Water & Power (LADWP). LADWP also imports water from the Owens River-Mono Basin. Furthermore, California Domestic Water Company, San Gabriel Valley Water Company, Suburban Water Systems, and the City of Whittier import groundwater from the San Gabriel Valley groundwater basin, which lies to the northeast and upstream of the Basin. In the 2024-2025 AY, a total of 103,779 af of water was imported, for potable use, to the area overlying the Central Basin.
Table 17 lists imported water use by source of water, Party, and quantity, not including WRD replenishment water.
E. Recycled Water
Table 18 shows that 13,942 af of recycled water was used in the area overlying the Basin during the 2024-2025 AY, not including WRD replenishment water. This was a decrease of 543 af from the previous AY.
F. Total Water Use
Figure 5 shows 286,687 af of total water use in the Basin during the 2024-2025 AY, including extracted groundwater, imported water, and recycled water for direct use.
G. Exported Water
In the 2024-2025 AY, the California-American Water Company exported 1,792.52 af of groundwater from the Basin to its service area that overlies a portion of the West Coast Basin, which is a decrease of 154.19 af from the prior AY.
H. Increased Extraction in the Basin for Certain Purveyors Serving Overlying Communities Per Section IV.K of the Judgment, “certain purveyors” are Parties to both the Central Basin Third Amended Judgment and the West Coast Basin Judgment and serve communities overlying both the Central and West Coast Basins. These purveyors include the City of Los Angeles, Golden State Central Basin Watermaster
12 Central Basin Watermaster – November 2025
Water Company, and California Water Service Company and are allowed to increase their extraction in the Central Basin beyond their APA. The increased extraction, which is limited to 5,000 af per AY, is counted against their adjudicated right (AR) in the West Coast Basin.
There were no increased extractions in 2024-25 AY.
I. Alamitos Gap Barrier Project
The Los Angeles County Public Works operates a seawater intrusion barrier to protect water supply wells located inland of the Alamitos Gap near the San Gabriel River (i.e. Alamitos Gap Seawater Barrier Project). The barrier lies in the Central Basin and Orange County, which is shown in Figure 3.
The quantities of imported and recycled water injected into the Los Angeles County side of the barrier in 2023-2024 and 2024-2025 AY are summarized in Table 19. There was a 24% increase in imported water use and a 39% decrease in recycled water use for injection from the previous AY.
J. Groundwater Levels
Figure 3 shows the location of the selected wells that are used to monitor groundwater level elevations in the Basin. Figure 6 shows the water level elevations in key wells located in the Montebello Forebay, Figure 7 shows the water level elevations in wells perforated in Principal Aquifers of the Basin, and Figure 8 shows the water level elevations in one well located in the Los Angeles Forebay. WRD’s annual Engineering Survey and Report and Regional Groundwater Monitoring Report provide more information on groundwater levels. These reports are available on WRD’s website.
November 2025
Watermaster Costs and Budget – 2024 - 2025 13
Watermaster Costs and Budget
To fund Watermaster activities, both the Administrative Body and the Water Rights Panel have annual assessments that are levied on water rights holders under the terms of the Judgment.
The Administrative Body assessment applies to the rights holders that have extracted from the Central Basin within the current or past two administrative years (active groundwater producers).
The assessment is a flat fee of twenty dollars ($20) for each active rights holder. In addition, a proportion of the remaining Administrative Body budget is based on the APA of the active rights holder. For 2024-2025 AY, the Watermaster budget for the Administrative Body was $263,922, which was a 2% increase from the prior AY. As required by the Judgment, this budget increase was approved by the Water Rights Panel.
Since 2013, the Administrative Body has implemented various tools to improve parties’ access to their water rights information, including the development of the online water rights calculator (rights.wrd.org), which provides parties with real-time information regarding their water rights; various templates for leases, sales, storage and augmentation project applications; and customized water rights accounting support for each party.
Separately, the Water Rights Panel assessment is charged to all water rights holders, not just active rights holders, and it is based on their APA. The Water Rights Panel budget was $54,342, specifically the assessment increased from $0.15 to $0.25 per acre-foot, which is a 40% increase from the prior AY.
The overall Watermaster budget was $318,264, including the Administrative Body and Water Rights Panel Assessments, which is 9.5% or $27,569 increase compared to the prior AY. Table 20 lists the budget summary for the 2024-2025 AY.
Central Basin Watermaster November 2025 Table 1a– Water Rights Accounting (Continued) 15 Central Basin Watermaster – November 2025 Water Rights Accounting – 2024 – 2025 Party/Water Rights Holder APA 2024- 20251 Net Carryover 2 from 2023- 2024 Leases 3 Storage 4 Total Rights 5 Production 6 Storage Production 7 Total Production 8 Balance9 One-Year Carryover into 2025-2026 w/ Flex w/o Flex Flesch, Elizabeth Et Al 14.00 34.00 0.00 0.00 0.00 48.00 0.00 0.00 0.00 48.00 20.00 Footbridge 1 Trust 3.75 20.00 -3.75 0.00 0.00 20.00 0.00 0.00 0.00 20.00 20.00 Ford Motor Company 4.50 24.50 0.00 0.00 0.00 29.00 0.00 0.00 0.00 29.00 20.00 Forestar USA 0.00 20.00 0.00 0.00 0.00 20.00 0.00 0.00 0.00 20.00 20.00 Golden State Water Company 16,439.20 8,999.19 0.00 0.00 0.00 25,438.39 18,019.68 0.00 18,019.68 7,418.71 7,371.50 Gordon, Robert E. 4.00 24.80 0.00 0.00 0.00 28.80 0.00 0.00 0.00 28.80 20.00 Harada Brothers 6.00 26.00 0.00 0.00 0.00 32.00 0.00 0.00 0.00 32.00 20.00 Hathaway, Loline 1.86 20.00 0.00 0.00 0.00 21.86 0.00 0.00 0.00 21.86 20.00 Hathaway, Richard F, Jr. 4.07 16.28 0.00 0.00 0.00 20.35 0.00 0.00 0.00 20.35 20.00 HMB Bandini LLC 1.00 4.10 0.00 0.00 0.00 5.10 0.18 0.00 0.18 4.92 4.92 Hoke, Barbara 1.50 0.00 -1.50 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Huntington Park, City 3,853.00 2,993.63 0.00 0.00 0.00 6,846.63 2,800.45 0.00 2,800.45 4,046.18 2,311.80 Inglewood Park Cemetery 317.00 55.00 0.00 0.00 0.00 372.00 0.00 0.00 0.00 372.00 190.20 Julee M. Metz, Jon Schwartz & Darrin Margulies Trust 3.00 3.00 -3.00 0.00 0.00 3.00 0.00 0.00 0.00 3.00 3.00 LA Brickyard 9.00 29.75 0.00 0.00 0.00 38.75 0.00 0.00 0.00 38.75 20.00 Los Angeles County Rancho Los Amigos 490.00 438.36 0.00 0.00 0.00 928.36 225.16 0.00 225.16 703.20 294.00 La Habra Heights County Water District 2,668.00 1,603.24 0.00 0.00 0.00 4,271.24 2,512.64 0.00 2,512.64 1,758.60 1,600.80 Lakewood, City of 2, 7, 10, 11 9,432.00 -3,732.00 -2,000.00 -2,200.00 13,453.36 14,953.36 0.00 6,522.06 6,522.06 8,431.30 0.00 Liberty Utilities Corporation 1,159.30 2,454.13 3,800.00 0.00 0.00 7,413.43 4,438.24 0.00 4,438.24 2,975.19 2,975.19 Lincoln Memorial Park 34.00 80.64 0.00 0.00 0.00 114.64 0.00 0.00 0.00 114.64 20.40 Little Lake Cemetery District 14.00 33.22 0.00 0.00 0.00 47.22 0.00 0.00 0.00 47.22 20.00 Long Beach, City 2, 7, 10, 11 32,692.00 -18,768.07 0.00 0.00 59,182.20 73,106.13 7,381.24 23,851.83 31,233.07 41,873.06 6,538.40 Los Angeles, City of Dept of Water & Power 17,236.00 8,697.20 0.00 0.00 22,924.59 48,857.79 0.00 16.56 16.56 48,841.23 3,447.20 Lunday-Thagard Oil Company 212.00 8.31 -212.00 0.00 0.00 8.31 0.00 0.00 0.00 8.31 0.00 Lussman, Paul H. Jr., Et Al 7.00 26.76 0.00 0.00 0.00 33.76 0.00 0.00 0.00 33.76 20.00 Lynwood Park Mutual Water Company 222.00 133.20 0.00 0.00 0.00 355.20 35.29 0.00 35.29 319.91 133.20 Lynwood, City 5,337.00 3,233.81 0.00 0.00 0.00 8,570.81 4,079.27 0.00 4,079.27 4,491.54 3,202.20 Maywood Mutual No. 1 741.00 454.26 0.00 0.00 0.00 1,195.26 592.76 0.00 592.76 602.50 444.60 Maywood Mutual No. 2 912.00 545.14 0.00 0.00 0.00 1,457.14 930.69 0.00 930.69 526.45 507.10 Maywood Mutual No. 3 1,407.00 597.60 0.00 0.00 100.00 2,104.60 1,407.42 0.00 1,407.42 697.18 524.54 Mellano, G et al 0.00 -15.93 0.00 0.00 0.00 -15.93 0.00 0.00 0.00 -15.93 -15.93 Mitsuuchi, Mary F Trust 11.00 20.00 0.00 0.00 0.00 31.00 0.00 0.00 0.00 31.00 20.00 Montebello Land and Water Company 1,901.15 1,007.40 849.00 0.00 0.00 3,757.55 2,921.39 0.00 2,921.39 836.16 588.88 Montebello, City 386.50 20.00 -386.50 0.00 0.00 20.00 0.00 0.00 0.00 20.00 20.00 Nancy Dee Keane Living Trust 4.00 4.00 -4.00 0.00 0.00 4.00 0.00 0.00 0.00 4.00 4.00 New England Mu. Life Insurance Co. 2.00 22.00 0.00 0.00 0.00 24.00 0.00 0.00 0.00 24.00 20.00 Newark Group, Inc. 157.00 -2.66 0.00 0.00 0.00 154.34 135.08 0.00 135.08 19.26 19.26 Northrop Grumman Systems Corporation 4.50 40.00 0.00 0.00 0.00 44.50 0.00 0.00 0.00 44.50 20.00 Norwalk, City 2,273.00 1,525.66 0.00 0.00 0.00 3,798.66 387.65 0.00 387.65 3,411.01 1,363.80 Norwalk-La Mirada U.S.D 378.00 324.10 0.00 0.00 0.00 702.10 0.00 0.00 0.00 702.10 226.80 O N K Farms 8.00 28.00 0.00 0.00 0.00 36.00 0.00 0.00 0.00 36.00 20.00 Central Basin Watermaster November 2025 Table 1a– Water Rights Accounting (Continued) 16 Central Basin Watermaster – November 2025 Water Rights Accounting – 2024 – 2025 Party/Water Rights Holder APA 2024- 20251 Net Carryover 2 from 2023- 2024 Leases 3 Storage 4 Total Rights 5 Production 6 Storage Production 7 Total Production 8 Balance9 One-Year Carryover into 2025-2026 w/ Flex w/o Flex Oltmans Construction Company 3.00 23.00 0.00 0.00 0.00 26.00 0.00 0.00 0.00 26.00 20.00 Omega OU1/OU3 LLC 0.50 1.00 0.00 0.00 0.00 1.50 0.00 0.00 0.00 1.50 1.50 Omega OU2 LLC 7.47 1.00 0.00 0.00 0.00 8.47 0.00 0.00 0.00 8.47 8.47 Orchard Dale Water District 1,254.00 795.09 0.00 500.00 0.00 2,549.09 1,911.23 0.00 1,911.23 637.86 568.34 OU2 Environmental Remediation Trust 0.00 32.95 0.00 0.00 0.00 32.95 0.00 0.00 0.00 32.95 20.00 PABCO Building Products, LLC 500.00 0.95 -500.00 0.00 0.00 0.95 0.00 0.00 0.00 0.95 0.95 Paradise Memorial Park 16.00 20.95 0.00 0.00 0.00 36.95 7.72 0.00 7.72 29.23 20.00 Paramount Unified School District 46.00 27.60 0.00 0.00 0.00 73.60 4.37 0.00 4.37 69.23 27.60 Paramount, City 5,883.00 4,820.38 0.00 0.00 0.00 10,703.38 2,778.81 0.00 2,778.81 7,924.57 3,529.80 Patrician Associates Inc/Majestic Realty 12.00 32.00 0.00 0.00 0.00 44.00 0.00 0.00 0.00 44.00 20.00 Petersburg, LP 1.00 10.00 0.00 0.00 0.00 11.00 0.00 0.00 0.00 11.00 11.00 Pico Boys Baseball 13.00 20.00 0.00 0.00 0.00 33.00 0.00 0.00 0. 33.00 20.00 Pico Rivera, City 5,579.00 3,507.16 -500.00 0.00 0.00 8,586.16 3,948.04 0.00 3,948.04 4,638.12 3,047.40 Pico Water District 3,624.00 2,458.66 0.00 -620.00 0.00 5,462.66 2,594.96 0.00 2,594.96 2,867.70 2,174.40 Puente Basin Water Agency 965.00 227.75 -465.00 -500.00 479.00 706.75 0.00 0.00 0.00 706.75 100.00 Rippy, Francine 4.07 20.00 0.00 0.00 0.00 24.07 0.00 0.00 0.00 24.07 20.00 Rockview Dairies 101.00 88.60 2.00 0.00 0.00 191.60 166.36 0.00 166.36 25.24 25.24 Roman Catholic Archbishop 347.00 298.81 0.00 0.00 0.00 645.81 312.12 0.00 312.12 333.69 208.20 Rosales, Elvira C 3.00 25.00 0.00 0.00 0.00 28.00 0.00 0.00 0.00 28.00 20.00 Rosing, Nancy 1.50 0.00 -1.50 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Rowland Water District 1.00 6.17 -1.00 0.00 0.00 6.17 0.00 0.00 0.00 6.17 6.17 San Gabriel Valley Water Company 2,569.42 21.98 386.50 0.00 4,252.49 7,230.39 2,977.90 104.13 3,082.03 4,148.36 0.00 Santa Fe Springs, City 4,035.78 3,704.49 0.00 0.00 0.00 7,740.27 1,563.92 0.00 1,563.92 6,176.35 2,421.47 Sativa Water District- LA County Public Works 0.00 182.59 0.00 0.00 0.00 182.59 0.00 0.00 0.00 182.59 20.00 Scantlebury, Robert P. 4.00 41.49 0.00 0.00 0.00 45.49 0.56 0.00 0.56 44.93 20.00 September Properties LLC 12 0.00 -0.21 0.00 0.00 0.00 -0.21 0.00 0.00 0.00 -0.21 -0.21 Signal Hill, City 2,022.00 1,920.90 0.00 0.00 0.00 3,942.90 875.27 0.00 875.27 3,067.63 1,213.20 South Gate, City10 11,183.00 -4,816.19 0.00 -1,000.00 15,000.00 20,366.81 529.32 7,500.00 8,029.32 12,337.49 2,236.60 South Montebello Irrigation District 1,268.00 323.32 0.00 500.00 0.00 2,091.32 1,616.05 0.00 1,616.05 475.27 475.27 Southern California Edison Company 670.00 636.50 0.00 0.00 0.00 1,306.50 0.00 0.00 0.00 1,306.50 402.00 St John Bosco School 42.00 37.87 0.00 0.00 0.00 79.87 4.15 0.00 4.15 75.72 25.20 Statewide Stations, Inc. 1.00 35.00 0.00 0.00 0.00 36.00 0.00 0.00 0.00 36.00 20.00 Suburban Water Systems 4,195.00 295.35 -392.00 0.00 0.00 4,098.35 2,727.57 0.00 2,727.57 1,370.78 1,335.78 Taurek, Mary 0.00 1.00 0.00 0.00 0.00 1.00 0.00 0.00 0.00 1.00 0.00 Tesoro Refining & Marketing Company LLC 54.00 67.40 0.00 0.00 0.00 121.40 0.00 0.00 0.00 121.40 32.40 Tract 180 Water Company 2,137.00 776.16 -350.00 0.00 0.00 2,563.16 1,220.76 0.00 1,220.76 1,342.40 1,072.20 Tract 349 Mutual Water Company 423.00 103.63 200.00 0.00 0.00 726.63 640.52 0.00 640.52 86.11 80.83 Tucker, William M & Robertson, Bobby Ray JR 0.00 -0.02 0.00 0.00 0.00 -0.02 0.00 0.00 0.00 -0.02 -0.02 Vangrootheest, Ernest A 10.00 0.00 0.00 0.00 0.00 10.00 0.00 0.00 0.00 10.00 10.00 Vernon Environmental Response Trust 0.00 55.00 0.00 0.00 0.00 55.00 0.00 0.00 0.00 55.00 20.00 Central Basin Watermaster November 2025 Table 1a– Water Rights Accounting (Continued) 17 Central Basin Watermaster – November 2025 Water Rights Accounting – 2024 – 2025 Party/Water Rights Holder APA 2024- 20251 Net Carryover 2 from 2023- 2024 Leases 3 Storage 4 Total Rights 5 Production 6 Storage Production 7 Total Production 8 Balance9 One-Year Carryover into 2025-2026 w/ Flex w/o Flex Vernon, City 7,539.00 5,044.57 -2,000.00 0.00 0.00 10,583.57 4,600.91 0.00 4,600.91 5,982.66 3,323.40 Virginia Country Club 274.00 164.40 0.00 120.00 0.00 558.40 290.06 0.00 290.06 268.34 164.40 Walnut Park Mutual Water Company 1,009.00 436.44 150.00 0.00 1,077.91 2,673.35 968.15 0.00 968.15 1,705.20 231.80 WEMS, Inc. 8.00 28.00 0.00 0.00 0.00 36.00 0.00 0.00 0.00 36.00 20.00 Whittier Union High School District 100.00 34.12 -50.00 0.00 50.00 134.12 21.35 0.00 21.35 112.77 10.00 Whittier, City 895.00 1,594.46 4,892.00 0.00 1,790.00 9,171.46 5,852.07 0.00 5,852.07 3,319.39 1,529.39 Wolfsberger, Helen and Chris Joseph 2.00 22.00 0.00 0.00 0.00 24.00 0.00 0.00 0.00 24.00 20.00 Yamamoto, Alice and George 14.00 33.82 0.00 0.00 0.00 47.82 0.00 0.00 0.00 47.82 20.00 TOTAL 217,367.00 40,620.62 0.00 0.00 128,741.37 386,728.99 128,301.86 40,664.58 168,966.44 217,762.55 56,171.23 1011 1 APA – Allowed Pumping Allocation 2 Net Carryover = Drought Carryover + One-year Carryover from the previous year (2023-2024 AY) less the amount of carryover conversion for the current year (2024-2025 AY). See Table 1b for Drought Carryover totals. See Table 3 for carryover conversion (water put into storage) per party for 2024-2025 AY. Net carryover 2023-2024 AY will be negative due to over-extractions in prior years or from carryover conversion to storage of current administrative year carryover: Lakewood, City of; Long Beach, City of; South Gate, City of. 3 See Table 10 for information concerning leases. Lease with flex include carryover provisions. 4 Storage includes all storage carryover conversions for 2024-2025 AY. See Table 2 for a summary of all Storage Accounting per party for 2024-2025 AY. 5 Total Rights = Allowed Pumping Allocation + Net Carryover + Leases + Storage + Increased Extractions but does not equal the Annual Extraction Limit (see page 5, section D). 6 Production for 2024-2025 AY, does not include storage production. 7 Storage Production includes all withdrawals from a Party’s Individual Storage Accounts and Community Storage Accounts, which totaled 40,664.58 af for 2024-2025 AY. See Table 4 for storage withdrawal amounts per party. 8 Total Production = Assessed Production + Storage Production. 9 Balance = Total Rights - Total Production 10Completed carryover conversion into storage: AY 2023-2024 One-year Carryover Conversions: Downey, City of: 2,000.00 AF; Long Beach, City of: 6,538.40 AF; South Gate, City of: 2,236.60 AF AY 2024-2025 Current-year Carryover Conversions: Lakewood, City of: 5,232.00 AF; City of: Long Beach, City of: 18,772.36 AF, South Gate, City of: 5,263.40 11Carryover Correction Agreements (2022-2023 AY to 2026-2027 AY): Downey, City of: 670.00 AF; Lakewood, City of: 794.34 AF; Long Beach, City of: 179.90 AF 12 Negative One-Year Carryover will be deducted from the subsequent year’s APA.
Central Basin Watermaster November 2025 18 Central Basin Watermaster – November 2025 Drought Carryover –2024 – 2025 Table 1b – Drought Carryover Party Drought Carryover DCO 771 DCO 912 ABC Unified School District 0.00 25.21 American Textile Maintenance Company 0.00 35.00 Arco Metals Co. 24.46 0.00 Bell Gardens, City 0.00 149.88 Bellflower, City 0.00 483.00 California American Water Company 0.00 35.00 California Water Service Company (East LA) 2,696.92 340.84 Cerritos, City 30.44 1,007.78 Chang I-Hsin and Associates 3.84 0.00 Coast Packing Company 0.00 34.21 Commerce, City 0.00 1,778.35 Compton Unified School District 0.00 35.00 Compton, City 0.00 59.64 Crandell F.J. 0.75 1.00 Darling-Delaware Company 0.00 40.95 Downey, City 0.00 910.06 El Rancho Unified School District 0.00 30.49 EcoGas Inc 0.00 2.00 Equilon Enterprises 0.00 6.00 Flesch, Elizabeth Et Al 0.00 14.00 Ford Motor Company 0.00 4.50 Golden State Water Company 47.21 0.00 Gordon, Robert E. 0.80 4.00 Harada Brothers 0.00 6.00 Huntington Park, City 0.00 681.83 Inglewood Park Cemetery 0.00 35.00 LA Brickyard 0.75 9.00 Lakewood, City of 0.00 1,500.00 Lincoln Memorial Park 46.66 13.58 Little Lake Cemetery District 0.00 13.22 Long Beach, City 4.29 0.00 Los Angeles County Rancho Los Amigos 0.00 144.36 Los Angeles, City of Dept of Water & Power 0.00 5,250.00 Lunday-Thagard Oil Company 0.00 8.31 Lussman, Paul H. Jr., Et Al 0.00 6.76 Lynwood, City 0.00 31.61 Maywood Mutual No. 1 0.00 9.66 Maywood Mutual No. 2 19.35 0.00 Maywood Mutual No. 3 0.00 72.64 1 DCO 77 – drought carryover created in 1977 2 DCO 91 – drought carryover created in 1991 Party Drought Carryover DCO 771 DCO 912 Montebello Land and Water Company 39.66 207.62 New England Mutual Life Insurance Company 0.00 2.00 Northrop Grumman/Omega Chemical 0.00 20.00 Norwalk, City 0.00 161.86 Norwalk-La Mirada U.S.D 0.00 97.30 O N K Farms 0.00 8.00 Oltmans Construction Company 0.00 3.00 Orchard Dale Water District 2.00 67.52 OU2 Environmental Remediation Trust 1.38 11.57 Paradise Memorial Park 0.00 0.95 Paramount, City 0.00 1,290.58 Patrician Associates Inc/Majestic Realty Co. 0.00 12.00 Pico Rivera, City 0.00 566.26 Pico Water District 0.00 284.26 Puente Basin Water Agency 0.00 127.75 Roman Catholic Archbishop 0.00 90.61 Rosales, Elvira C 2.00 3.00 Santa Fe Springs, City 166.88 1,116.14 Sativa Water District 0.00 162.59 Scantlebury, Robert P. 18.00 3.49 Signal Hill, City 0.00 707.70 South Gate, City 0.00 447.21 Southern California Edison Company 234.50 0.00 St John Bosco School 0.00 12.67 Statewide Stations, Inc. 14.00 1.00 Suburban Water Systems 0.00 35.00 Taurek, Mary 0.00 1.00 Tesoro Refining & Marketing Company LLC 0.00 35.00 Tract 180 Mutual Water Company 0.00 63.96 Tract 349 Mutual Water Company 0.00 5.28 Vernon, City 204.88 316.29 Vernon Environmental Response Trust 0.00 35.00 Walnut Park Mutual Water Company 0.00 204.64 WEMS, Inc. 0.00 8.00 Whittier Union High School District 0.00 24.12 Wolfsberger, Helen and Chris Joseph 0.00 2.00 Yamamoto, Alice and George 0.00 13.82 TOTAL: 3,558.77 18,928.07 Central Basin Watermaster November 2025 19 Central Basin Watermaster – November 2025 Storage Accounting –2024 – 2025 Table 2 – Storage Accounting (acre-feet) Party Carryover from 2023-2024 2024-2025 Storage Activity Carryover Corrections3 Water Extracted Water put into Storage Balance ISA 1 CSP
2 ISA CSP ISA CSP ISA CSP ISA CSP Total Bellflower-Somerset Mutual Water Company 1,000.00 - - - - - - - 1,000.00 - 1,000.00 Cerritos, City 2,340.02 2,421.80 - - - - - - 2,340.02 2,421.80 4,761.82 Downey, City 2,000.00 - 670.00 - 2,670.00 - 2,000.00 - 2,000.00 - 2,000.00 Lakewood, City of 4,716.00 2,711.02 - 794.34 3,016.70 3,505.36 3,016.70 2,215.30 4,716.00 2,215.30 6,931.30 Long Beach, City of 16,346.00 17,345.54 - 179.90 6,326.39 17,525.44 6,326.39 18,984.37 16,346.00 18,984.37 35,330.37 Los Angeles, City of Dept of Water and Power 8,618.00 14,306.59 - 16.56 - - 8,618.00 14,290.03 22,908.03 Maywood Mutual No. 3 100.00 - - - - - - - 100.00 - 100.00 Puente Basin Water Agency 479.00 - - - - - 479.00 - 479.00 San Gabriel Valley Water Company 1,284.71 2,967.78 - - - 104.13 - - 1,284.71 2,863.65 4,148.36 South Gate, City 5,591.50 1,908.50 - - 5,591.50 1,908.50 5,591.50 1,908.50 5,591.50 1,908.50 7,500.00 Walnut Park Mutual Water Company 504.50 573.41 - - - - - - 504.50 573.41 1,077.91 Whittier, City of 447.50 1,342.50 - - - - - - 447.50 1,342.50 1,790.00 Whittier Union High School District 50.00 - - - - - - - 50.00 - 50.00 Total 43,477.23 43,577.14 670.00 974.24 17,604.59 23,059.99 16,934.59 23,108.17 43,477.23 44,599.56 88,076.79 1 Individual Storage Account. 2 Community Storage Pool. 3 Includes 5-Year Carryover Correction Agreements (2022-2023 AY to 2026-2027 AY): total of 1,644.24 af with City of Downey, City of Lakewood, and City of Long Beach due to prior year calculation errors (Table 3).
Central Basin Watermaster
20 Central Basin Watermaster – November 2025
Table 3 – Water Put into Storage
Party Total Quantity
(acre-feet) ISA1 CSP2
Storage Method3 Date
Downey, City of 2,000.00 2,000.00 - CC 7/1/25
Downey, City of 670.00 670.00 - CC Correction 10/1/24
Lakewood, City of 794.34 - 794.34 CC Correction 10/1/24 Lakewood, City of 5,232.00 3,016.70 2,215.30 CC 7/22/25 Long Beach, City of 179.90 - 179.90 CC Correction 10/1/24 Long Beach, City of 25,310.76 6,326.39 18,984.37 CC 8/12/25 South Gate, City of 7,500.00 5,591.50 1,908.50 CC 7/23/25 Total 41,687.00
Table 4 – Water Extracted from Storage
Party Quantity
(acre-feet) Storage Account Month/Year Monthly Totals
Lakewood, City of 657.39 CSP July 2024
4,184.07
Long Beach, City of 2,778.35 CSP July 2024
Los Angeles, City of Dept of Water and Power 1.87 CSP July 2024 South Gate, City of 746.46 CSP July 2024
Downey, City of 1,000.00 ISA August 2024
5,075.33
Lakewood, City of 609.42 CSP August 2024
Long Beach, City of 2,697.97 CSP August 2024
Los Angeles, City of Dept of Water and Power 1.42 CSP August 2024 South Gate, City of 766.52 CSP August 2024
Downey, City of 1,000.00 ISA September 2024
5,229.94
Lakewood, City of 664.23 CSP September 2024
Long Beach, City of 2,841.97 CSP September 2024
Los Angeles, City of Dept of Water and Power 1.44 CSP September 2024 South Gate, City of 722.30 ISA September 2024
Lakewood, City of 563.79 CSP October 2024
4,181.26
Long Beach, City of 2,924.93 CSP October 2024
Los Angeles, City of Dept of Water and Power 1.36 CSP October 2024 South Gate, City of 691.18 ISA October 2024 1 ISA = Individual Storage Account. 2 CSP = Community Storage Pool. 3
Storage Method: CC=Carryover Conversion 4 CC Correction- 5-Year Agreement (2022-2023 AY to 2026-2027 AY) with City of Downey, City of Lakewood, and City of Long Beach due to prior year calculation errors.
November 2025
Storage Transactions – 2024–2025 21
Party Quantity
(acre-feet) Storage Account Month/Year Monthly Totals
Downey, City of 670.00 ISA November 2024
4,556.19
Lakewood, City of 537.88 CSP November 2024
Long Beach, City of 2,699.45 CSP November 2024
Los Angeles, City of Dept of Water and Power 1.14 CSP November 2024 South Gate, City of 647.72 ISA November 2024
Lakewood, City of 489.05 ISA December 2024
3,713.65
Long Beach, City of 2,601.03 CSP December 2024
Los Angeles, City of Dept of Water and Power 1.27 CSP December 2024 South Gate, City of 622.30 ISA December 2024
Lakewood, City of 482.21 ISA January 2025
3,746.73
Long Beach, City of 2,639.41 ISA January 2025
Los Angeles, City of Dept of Water and Power 1.31 CSP January 2025 South Gate, City of 623.80 ISA January 2025
Lakewood, City of 379.11 ISA February 2025
Long Beach, City of 2,231.18 ISA February 2025 3,158.82 Los Angeles, City of Dept of Water and Power 1.24 CSP February 2025 South Gate, City of 547.29 ISA February 2025
Lakewood, City of 457.99 ISA March 2025
3,526.47
Long Beach, City of 2,437.54 ISA March 2025
Los Angeles, City of Dept of Water and Power 1.08 CSP March 2025 South Gate, City of 629.86 ISA March 2025
Lakewood, City of 498.71 ISA April 2025
Los Angeles, City of Dept of Water and Power 1.12 CSP April 2025 1,138.43 South Gate, City of 638.60 ISA April 2025
Lakewood, City of 606.34 ISA May 2025
Los Angeles, City of Dept of Water and Power 1.90 CSP May 2025 1,302.63 South Gate, City of 694.39 ISA May 2025
Lakewood, City of 575.94 ISA June 2025
851.06
Los Angeles, City of Dept of Water and Power 1.41 CSP June 2025 San Gabriel Valley Water Company 104.13 CSP June 2025
South Gate, City of 169.58 ISA June 2025
Total 40,664.58
Central Basin Watermaster
22 Central Basin Watermaster – November 2025
Table 5 – Storage Transfers
Party Quantity
(acre-feet) Storage Account Date
No water was stored in the 2024-2025 AY.
Central Basin Watermaster November 2025 23 Central Basin Watermaster – November 2025 Historical Storage Summary – 2024 – 2025 Table 6 – Historical Storage Summary (acre-feet) Year Water Extracted from Storage Water Put into Storage Storage Balance Available Adjudicated Storage Capacity ISA CSP Total ISA CSP Total ISA CSP Total ISA CSP Total 2013-14 0.00 0.00 0.00 19,796.80 0.00 19,796.80 19,796.80 0.00 19,796.80 88,953.20 111,250.00 200,203.20 2014-15 899.49 0.00 899.49 3,500.00 0.00 3,500.00 22,397.31 0.00 22,397.31 86,352.69 111,250.00 197,602.69 2015-16 0.00 0.00 0.00 5,662.47 1,047.00 6,709.47 28,059.78 1,047.00 29,106.78 80,690.22 110,203.00 190,893.22 2016-17 1,815.24 0.00 1,815.24 2,243.29 3,614.98 5,858.27 28,487.83 4,661.98 33,149.81 80,262.17 106,588.02 186,850.19 2017-18 1,350.00 0.00 1,350.00 5,091.15 4,557.63 9,648.78 32,228.98 9,219.61 41,448.59 76,521.02 102,030.39 178,551.41 2018-19 4,656.47 0.00 4,656.47 2,295.77 4,161.38 6,457.15 29,868.28 13,380.99 43,249.27 78,881.72 97,869.01 176,750.73 2019-20 2,505.79 1,159.98 3,665.77 9,697.58 7,225.73 16,923.31 37,060.07 19,446.74 56,506.81 71,689.93 91,803.26 163,493.19 2020-21 9,697.58 3,265.66 12,963.24 6,118.47 3,802.78 9,921.25 33,480.96 19,983.86 53,464.82 75,269.04 91,266.14 166,535.18 2021-22 6,073.20 3,369.71 9,442.91 14,051.47 3,990.73 18,042.20 41,459.23 20,604.88 62,064.11 67,290.77 90,645.12 157,935.89 2022-23 14,204.79 4,345.26 18,550.05 16,460.29 15,505.64 31,965.93 43,714.73 31,765.26 75,479.99 65,035.27 79,484.74 144,520.01 2023-24 13,772.50 12,694.34 26,466.84 13,535.00 24,506.22 38,041.22 43,477.23 43,577.14 87,054.37 65,272.77 67,672.86 132,945.63 2024-25 17,604.59 23,059.99 40,664.58 17,604.59 24,082.41 41,687.00 43,477.23 44,599.56 88,076.79 65,272.77 66,650.44 131,923.21 Central Basin Watermaster
24 Central Basin Watermaster – November 2025
Table 7 – Over-extractions (acre-feet)
Party APA
Carryover
and/or
Stored
Water
Maximum
Allowable
Extraction 1
Total
Rights 2 AmountPumped
Overextraction 3Violation of
Judgement?
Atlas & Iron 0.00 No 20.00 -3.29 0.22 -3.51 No
California, State of 4 50.00 No 20.00 -24,320.86 7.87 -24,328.73 No Total: -24,332.24
Table 8 – Extractions by Non-Parties
Non-Party Amount Pumped
(acre-feet)
No extractions by non-parties in the 2024-2025 AY.
1 Maximum Allowable Extraction: If the Party has carryover or stored water, they have a maximum yearly extraction of 140% of APA +/- leases and not be in violation of the Judgment if they do not have carryover and/or stored water, they are allowed to over-extract 20% of APA +/- leases or 20 af, whichever is greater. 2
Total Rights= APA + one-year carryover + leases (In accordance with the maximum allowable extraction provision, stored water is not counted under total rights.) 3 Over-extraction= Total Rights - Amount Pumped 4 Includes Caltrans prior years over-extractions from dewatering under the 105 Freeway.
November 2025
Non-Consumptive Water Use Permits – 2024 – 2025
Table 9 – Non-Consumptive Water Use Permits
Entity WRD Res. No. Description 2024-2025
Extraction
Boeing Company (Assigned NCWUP by
City of Long Beach)
22-1178 Allowed to extract 242 acre-feet of water per year for the period from December 1, 2022 -
November 30, 2027
100.48
Boeing Company (Assigned NCWUP by
City of Compton)
22-1179 Allowed to extract 145 acre-feet of water per year for the period from July 1, 2022 - June 30, 2027
70.64 Defense Logistics Agency (Assigned
NCWUP by City of Norwalk)
24-1228 Allowed to extract 11.50 acre-feet of water per year for the period from February 3, 2024 -
February 2, 2029
1.89 Demenno/Kerdoon 22-1180 Allowed to extract 25 acre-feet of water per year for the period from July 1, 2022 - June 30, 2027
3.11 Omega OU1/OU3 LLC 23-1202 Allowed to extract 43 acre-feet of water per year for the period from October 1, 2022 - September
30, 2027
8.57 Water Replenishment District
(Assigned NCWUP by City of Vernon for
perchlorate remediation)
22-1170 Allowed to extract 320 acre-feet of water per year for the period from May 1, 2022 - January 31,
2042
82.22 Total 266.91
Central Basin Watermaster November 2025 26 Central Basin Watermaster – November 2025 Leases – 2024 – 2025 Table 10 – Leases (acre-feet) Party Transaction Type Amount Recordation Date Party Net Amount ABC Unified School District Lease -250.00 5/31/23 TO Cerritos, City of -250.00 Artesia Cemetery District Lease with flex -12.00 6/25/24 TO Cerritos, City of -12.00 Baker, Mary Lease with flex -28.00 7/16/24 TO Montebello Land and Water Company -28.00 Bellflower Home Garden Water Company Lease with flex -306.00 5/30/24 TO Liberty Utilities Corporation -306.00 Bell Gardens, City of Lease with flex -994.00 8/6/25 TO Liberty Utilities Corporation -994.00 Buell, Mary Dolores Lease with flex -1.00 6/27/24 TO Cerritos, City of -1.00 California Domestic Water Company Lease with flex -87.00 7/31/24 TO Montebello Land and Water Company -87.00 California Water Service Company (Dominguez) Lease with flex -1,250.00 6/26/24 TO Whittier, City of -1,250.00 California Water Service Company (East LA) Lease with flex -1,250.00 6/26/24 TO Whittier, City of -1,250.00 Cerritos, City of Lease with flex 500.00 3/7/2022 FROM PABCO Building Products, LLC Cerritos, City of Lease 250.00 5/31/23 FROM ABC Unified School District Cerritos, City of Lease 700.00 7/24/24 FROM Lakewood, City of Cerritos, City of Lease 2,000.00 4/5/23 FROM Downey, City of Cerritos, City of Lease with flex 4.00 6/20/24 FROM Nancy Dee Keane Living Trust Cerritos, City of Lease with flex 3.75 6/25/24 FROM Corning Trust Cerritos, City of Lease with flex 12.00 6/25/24 FROM Artesia Cemetery District Cerritos, City of Lease with flex 1.00 6/27/24 FROM Buell, Mary Dolores Cerritos, City of Lease 1,000.00 2/8/23 FROM South Gate, City of Cerritos, City of Lease with flex 3.75 11/13/24 FROM Footbridge 1 Trust 4,474.50 Compton, City of Lease 1,500.00 1/12/23 FROM Lakewood, City of 1,500.00 Corning Trust Lease with flex -3.75 6/25/24 TO Cerritos, City of -3.75 Central Basin Watermaster November 2025 27 Central Basin Watermaster – November 2025 Leases – 2024 – 2025 Table 10 – Leases (acre-feet) Party Transaction Type Amount Recordation Date Party Net Amount Dolan, J.E. P.A. Lease with flex -2.00 5/7/24 TO Rockview Dairies, Inc. -2.00 Downey, City of Lease -2,000.00 4/5/23 TO Cerritos, City of -2,000.00 Footbridge 1 Trust Lease with flex -3.75 11/13/24 TO Cerritos, City of -3.75 Hoke, Barbara Lease with flex -1.50 7/16/24 TO Montebello Land and Water Company -1.50 Julee Margulies Metz, Jon Schwartz and Darrin Margulies Trust Lease with flex -3.00 7/16/24 TO Montebello Land and Water Company -3.00 Lakewood, City of Lease -1,500.00 1/12/23 TO Compton, City of Lakewood, City of Lease -700.00 7/24/24 TO Cerritos, City of Lakewood, City of Lease with flex -2,000.00 7/19/23 TO Whittier, City of -4,200.00 Liberty Utilities Corporation Lease with flex 2,000.00 6/18/25 FROM Vernon, City of Liberty Utilities Corporation Lease with flex 500.00 1/4/24 FROM Pico Rivera, City of Liberty Utilities Corporation Lease with flex 306.00 5/30/24 FROM Bellflower Home Garden Water Company Liberty Utilities Corporation Lease with flex 994.00 8/6/25 FROM Bell Gardens, City of 3,800.00 Lunday-Thagard Oil Company Lease with flex -212.00 5/8/25 TO Montebello Land and Water Company -212.00 Montebello Land and Water Company Lease with flex 212.00 5/8/25 FROM Lunday-Thagard Oil Company Montebello Land and Water Company Lease with flex 465.00 7/31/24 FROM Puente Basin Water Agency Montebello Land and Water Company Lease with flex 87.00 7/31/24 FROM California Domestic Water Company Montebello Land and Water Company Lease with flex 1.00 7/31/24 FROM Rowland Water District Montebello Land and Water Company Lease with flex 1.50 7/16/24 FROM Hoke, Barbara Montebello Land and Water Company Lease with flex 3.00 7/16/24 FROM Julee Margulies Metz, Jon Schwartz & Darrin Margulies Trust Montebello Land and Water Company Lease with flex 50.00 7/16/24 FROM Whittier Union High School District Montebello Land and Water Company Lease with flex 28.00 7/16/24 FROM Baker, Mary Montebello Land and Water Company Lease with flex 1.50 7/16/24 FROM Rosing, Nancy 849.00 Central Basin Watermaster November 2025 28 Central Basin Watermaster – November 2025 Leases – 2024 – 2025 Table 10 – Leases (acre-feet) Party Transaction Type Amount Recordation Date Party Net Amount Montebello, City of Lease with flex -38650 2/15/23 TO San Gabriel Valley Water Company -386.50 Nancy Dee Keane Living Trust Lease with flex -4.00 6/20/24 TO Cerritos, City of -4.00 Orchard Dale Water District Lease 500.00 5/8/25 FROM Pico Water District 500.00 PABCO Building Products, LLC Lease with flex -500.00 3/7/22 TO Cerritos, City of -500.00 Pico Rivera, City of Lease with flex -500.00 1/4/24 TO Liberty Utilities Corporation -500.00 Pico Water District Lease -120.00 6/17/25 TO Virginia Country Club Pico Water District Lease -500.00 5/8/25 TO Orchard Dale Water District -620.00 Puente Basin Water Agency Lease with flex -465.00 7/31/24 TO Montebello Land and Water Company Puente Basin Water Agency Lease -500.00 10/17/23 TO South Montebello Irrigation District -965.00 Rockview Dairies, Inc. Lease with flex 2.00 5/7/24 FROM Dolan, J.E. P.A. 2.00 Rosing, Nancy Lease with flex -1.50 7/16/24 TO Montebello Land and Water Company -1.50 Rowland Water District Lease with flex -1.00 7/31/24 TO Montebello Land and Water Company -1.00 San Gabriel Valley Water Company Lease with flex 386.50 2/15/23 FROM Montebello, City of 386.50 South Gate, City of Lease -1,000.00 2/8/23 TO Cerritos, City of -1,000.00 South Montebello Irrigation District Lease 500.00 10/17/23 FROM Puente Basin Water Agency 500.00 Suburban Water Systems Lease with flex -392.00 5/15/25 TO Whittier, City of -392.00 Tract 180 Mutual Water Company Lease with flex -150.00 5/12/22 TO Walnut Park Mutual Water Company Tract 180 Mutual Water Company Lease with flex -200.00 6/6/25 TO Tract 349 Mutual Water Company -350.00 Central Basin Watermaster November 2025 29 Central Basin Watermaster – November 2025 Leases – 2024 – 2025 Table 10 – Leases (acre-feet) Party Transaction Type Amount Recordation Date Party Net Amount Tract 349 Mutual Water Company Lease with flex 200.00 6/6/25 FROM Tract 180 Mutual Water Company 200.00 Vernon, City of Lease with flex -2,000.00 6/18/25 TO Liberty Utilities Corporation -2,000.00 Virginia Country Club Lease 120.00 6/17/25 FROM Pico Water District 120.00 Walnut Park Mutual Water Company Lease with flex 150.00 5/12/22 FROM Tract 180 Mutual Water Company 150.00 Whittier Union High School District Lease with flex -50.00 7/16/24 TO Montebello Land and Water Company -50.00 Whittier, City of Lease with flex 392.00 5/15/25 FROM Suburban Water Systems Whittier, City of Lease with flex 1,250.00 6/26/24 FROM California Water Service Company (East LA) Whittier, City of Lease with flex 1,250.00 6/26/24 FROM California Water Service Company (Dominguez) Whittier, City of Lease with flex 2,000.00 7/19/23 FROM Lakewood, City of 4,892.00 Total Leased Volume (a.f.) 17,374.00 Central Basin Watermaster November 2025 30 Central Basin Watermaster – November 2025 Change of Ownership – 2024 – 2025 Table 11 – Change of Ownership (acre-feet) Party Transaction Type Amount Recordation Date Party Net Amount Dolan, J.E. P.A. Transfer of NCO -8.00 8/3/24 TO Rockview Dairies, Inc. -8.00 EcoGas Inc. Transfer of DCO 91 2.00 6/30/25 FROM Emoto, John H EcoGas Inc. Sale -2.15 7/1/25 TO Montebello Land and Water Company EcoGas Inc. Sale -8.00 12/18/24 TO Montebello Land and Water Company EcoGas Inc. Sale 2.00 5/25/25 FROM Emoto, John H EcoGas Inc. Sale 4.07 12/17/24 FROM Hathaway, William A EcoGas Inc. Sale 4.08 12/11/24 FROM Hathaway, Loline EcoGas Inc. Transfer of NCO 20.00 6/30/25 FROM Emoto, John H EcoGas Inc. Transfer of NCO 20.00 12/11/24 FROM Hathaway, William A EcoGas Inc. Transfer of NCO 20.00 12/11/24 FROM Hathaway, Loline 62.00 Emoto, John H Transfer of NCO -20.00 6/30/25 TO EcoGas, Inc. Emoto, John H Sale -2.00 5/25/25 TO EcoGas, Inc. Emoto, John H Transfer of DCO 91 -2.00 6/30/25 TO EcoGas, Inc. -24.00 Hathaway, Loline Transfer of NCO -20.00 12/11/24 TO EcoGas, Inc. Hathaway, Loline Sale -4.08 12/11/24 TO EcoGas, Inc. -24.08 Hathaway, William A Transfer of NCO -20.00 12/11/24 TO EcoGas, Inc. Hathaway, William A Sale -4.07 12/17/24 TO EcoGas, Inc. -24.07 Montebello Land and Water Company Sale 8.00 12/18/24 FROM EcoGas, Inc. Montebello Land and Water Company Sale 2.15 7/1/25 FROM EcoGas, Inc. 10.15 Central Basin Watermaster November 2025 31 Central Basin Watermaster – November 2025 Change of Ownership – 2024 – 2025 Party Transaction Type Amount Recordation Date Party Net Amount Rockview Dairies, Inc. Transfer of NCO 20.00 9/24/24 FROM Vangrootheest, Ernest A Rockview Dairies, Inc. Transfer of NCO 8.00 8/3/24 FROM Dolan, J.E. P.A. 28.00 Vangrootheest, Ernest A Transfer of NCO -20.00 TO Rockview Dairies, Inc. -20.00 Total APA Transfers (a.f.): 20.30 Total Carryover Transfers (a.f.): 90.00 Total Change of Ownership (a.f.): 110.30 Central Basin Watermaster
32 Central Basin Watermaster – November 2025
Table 12 – Exchange Pool
Party APA Required Offer Actual Offer Amount Sold Payment Due Exchanger There were no requests to purchase water, therefore, operation of the Exchange Pool Program was suspended in the 2024-2025 AY.
Table 13 – Extraction Wells Completed
Party Recordation No. State Well No. Owner Designation
There were no new wells completed in AY 2024-2025.
Table 14 – Extraction Wells Destroyed
Party Recordation No. State Well No. Owner Designation
City of Long Beach 202902 4S/12W-13Q01S COM23
November 2025
Exchange Pool and Extraction Wells Completed/Destroyed – 2024 – 2025 33 Table 15 – Replenishment Operations
Water spread in the Montebello Forebay area of the Central Basin.
Source of Water
Quantity (acre-feet)
2023 - 2024 2024 – 2025
Local Runoff 146,060 29,360
Recycled Water:
Whittier Narrows Water Reclamation Plant 8,278 8,693
San Jose Water Reclamation Plant 33,268 43,871
Pomona Water Reclamation Plant 2,931 2,890
Advanced Treated Water:
Albert Robles Center Advanced Water Treatment Plant 7,722 10,124 MWD untreated Tier 1 water purchased by WRD 0 0
Make-up water from Upper San Gabriel Basin 0 0
Total 198,259 94,938
Table 16 – WRD In-Lieu Recharge
Party In-Lieu Amount (acre-feet)
There was no in-lieu recharge in AY 2024-2025
Central Basin Watermaster
34 Central Basin Watermaster – November 2025
Table 17 – Imported Water Use
Source of Water Party/Entity
Quantity (acre-feet)
2023 – 2024 2024 - 2025
State Water Project Compton, City of 6 23
Colorado River Long Beach, City of1 19,161 16,320
Subtotal 19,167 16,343
Central Basin Municipal Water District:
Bell Gardens, City of 905 942
Bellflower - Somerset Mutual Water Company 0 0
California Water Service Company (ELA) 1,226 1,628
California Water Service Company
(C )
306 289
Cerritos, City of 0 0
Downey, City of 0 0
Golden State Water Company 6,558 6,296
Huntington Park, City of 1,293 1,282
La Habra Heights County Water District 23 21
Lakewood, City of 0 0
Liberty Utilities Corporation 4,597 4,843
Los Angeles County Rancho Los Amigos 0 0
Lynwood, City of 5 96
Maywood Mutual Water Company No. 1 0 36
Maywood Mutual Water Company No. 2 11 12
Maywood Mutual Water Company No. 3 0 0
Montebello, City of 0 0
Norwalk, City of 1,048 1,080
Orchard Dale Water District 0 0
Paramount, City of 2,177 2,289
San Gabriel Valley Water Company 328 362
Santa Fe Springs, City of 3,771 3,926
Signal Hill, City of 272 700
South Gate, City of 0 0
Suburban Water Systems 223 7
Vernon, City of 0 0
Walnut Park Mutual Water Company 0 67
CBMWD Subtotal 22,743 23,876
State Water Project,
Colorado River, Owens River- Mono
Basin
Los Angeles, City of – Dept. of Water & Power 29,039 30,762 San Gabriel Basin groundwater California Domestic Water Company 18,456 19,385 San Gabriel Valley Water Company 1,526 1,698
Suburban Water Systems 8,694 10,635
Whittier, City of 277 1,080
San Gabriel Basin Subtotal 28,953 32,798
Total Imported Water by Parties 99,902 103,779
Total Imported Water by Non-parties 0 0
Total Imported Water 99,902 103,779 1
The values of imported water from the City of Long Beach are the same in the West Coast Basin.
November 2025
Recycled Water Use – 2024 – 2025 35
Table 18 – Recycled Water Use
Source of Water Party/Entity
Quantity (acre-feet)1
2023 - 2024 2024 - 2025
Century - E. Thornton Bellflower, City of (Bellflower Municipal System) 7 9 Ibbetson Reclamation Bellflower - Somerset Mutual Water Company 75 91 Program Downey, City of 607 793
Golden State Water Company 258 351
Liberty Utilities Corporation 201 272
Lynwood, City of 11 8
Norwalk, City of 37 50
Paramount, City of 222 253
Santa Fe Springs, City of 889 941
South Gate, City of 130 200
Cudahy, City of 2
1 2
Los Angeles County - Rancho Los Amigos 237 222
Century Subtotal 2,675 3,192
Cerritos Reclamation Cerritos, City of 1,164 1,640
Program Lakewood, City of 332 465
Cerritos Reclamation Subtotal 1,496 2,105
Rio Hondo - Esteban E. Huntington Park, City of 43 44
Torres Reclamation San Gabriel Valley Water Company 231 282 Program Whittier, City of 64 64
Pico Rivera, City of 39 68
Pico Water District 42 56
Vernon, City of 361 473
Upper San Gabriel Valley MWD2
27 39
Esteban E. Torres Subtotal 807 1,026
Long Beach, City of 8,421 7,622
Total Recycled Water by Parties 13,371 13,901
Total Recycled Water by Non-parties 28 41
Total Recycled Water 13,399 13,942 1Excludes recycled water used for groundwater recharge. 2Non-party Central Basin Watermaster
36 Central Basin Watermaster – November 2025
Table 19 – Alamitos Gap Barrier Project Operations
Source of Water
Quantity (acre-feet)
2023 - 2024 2024 - 2025
Water injected (on the LA County side of the Barrier)
Imported Water 1,196 1,485
Recycled Water 2,733 1,668
Total 3,929 3,153
Table 20 – Apportionment of Budget Among Rights Holders Party APA
(acre-feet)
Water
Rights Panel
Administrative
Body
Total Amount
Billed
ABC Unified School District 298.00 $74.50 $386.48 $460.98 American Textile Maintenance Company 65.00 $16.25 $99.94 $116.19 Angeles Abbey Memorial Park, Inc. 4.00 $1.00 $0.00 $1.00 Artesia Cemetery District 12.00 $3.00 $0.00 $3.00
Artesia, City of 24.00 $6.00 $49.52 $55.52
Atlas Iron & Metal Co 0.00 $0.00 $20.00 $20.00
Automobile Club of Southern California 6.00 $1.50 $0.00 $1.50 Baker Commodities Inc. 60.00 $15.00 $0.00 $15.00
Baker, Mary 28.00 $7.00 $0.00 $7.00
Bell Gardens, City of 1,914.00 $478.50 $2,373.84 $2,852.34 Bellflower, City of 680.00 $170.00 $856.26 $1,026.26
Bellflower Home Garden Water Company 306.00 $76.50 $0.00 $76.50 Bellflower Unified School District 89.00 $22.25 $0.00 $22.25 Bellflower-Somerset Mutual Water Company 4,412.88 $1,103.22 $5,446.96 $6,550.18 Blakslee Trust 33.00 $8.25 $0.00 $8.25
Boy Scouts of America 1.00 $0.25 $0.00 $0.25
Buell, Mary Dolores 1.00 $0.25 $0.00 $0.25
California American Water Company 2,875.00 $718.75 $3,555.68 $4,274.43 California Domestic Water Company 87.00 $21.75 $0.00 $21.75 California, State of (Caltrans) 50.00 $12.50 $81.49 $93.99 California Water Service Company (East LA) 11,774.00 $2,943.50 $14,499.67 $17,443.17 California Water Service Company (Dominguez) 6,480.00 $1,620.00 $7,989.10 $9,609.10 Central Basin Municipal Water District 4.65 $1.16 $0.00 $1.16 Cerritos, City of 4,680.03 $1,170.01 $5,775.50 $6,945.51 Cerritos Community College District 147.00 $36.75 $0.00 $36.75 Chang, I-Hsin and Associates 1.00 $0.25 $0.00 $0.25
Coast Packing Company 530.00 $132.50 $671.79 $804.29
Commerce, City of 5,081.00 $1,270.25 $6,268.61 $7,538.86 Compton, City of 5,780.00 $1,445.00 $7,128.24 $8,573.24 Compton Unified School District 38.00 $9.50 $0.00 $9.50 November 2025
Apportionment of Budget Among Rights Holders – 2024 – 2025 37 Party APA
(acre-feet)
Water
Rights Panel
Administrative
Body
Total Amount
Billed
Corning Trust 3.75 $0.94 $0.00 $0.94
Crandell, F.J. 1.00 $0.24 $0.00 $0.24
Darling-Delaware Company, Inc 117.00 $29.25 $0.00 $29.25 Dolan, J.E. P.A. & T.P. 2.00 $0.50 $0.00 $0.50
Downey, City of 16,553.62 $4,138.41 $20,377.64 $24,516.05 El Rancho Unified School District 55.00 $13.75 $0.00 $13.75 Emoto, John H 2.00 $0.50 $0.00 $0.50
Equilon Enterprises, LLC 6.00 $1.50 $0.00 $1.50
Flesch, Elizabeth Et Al 14.00 $3.50 $0.00 $3.50
Footbridge 1 Trust 3.75 $0.94 $0.00 $0.94
Ford Motor Company 4.50 $1.13 $0.00 $1.13
Golden State Water Company 16,439.20 $4,109.80 $20,236.93 $24,346.73 Gordon, Robert E. 4.00 $1.00 $0.00 $1.00
Harada Brothers 6.00 $1.50 $0.00 $1.50
Hathaway, Merrie F 1.86 $0.47 $0.00 $0.47
Hathaway, Richard F, Jr. 4.07 $1.02 $0.00 $1.02
Hathaway, William A 4.07 $1.02 $0.00 $1.02
Hathaway, Loline 4.08 $1.02 $0.00 $1.02
HMB Bandini LLC 1.00 $0.25 $0.00 $0.25
Hoke, Barbara 1.50 $0.35 $0.00 $0.35
Huntington Park, City of 3,853.00 $963.25 $4,758.42 $5,721.67 Inglewood Park Cemetery 317.00 $79.25 $0.00 $79.25
LA Brickyard, LLC 9.00 $2.25 $0.00 $2.25
La Habra Heights County Water District 2,668.00 $667.00 $3,301.11 $3,968.11 Lakewood, City of 9,432.00 $2,358.00 $11,619.47 $13,977.47 Lincoln Memorial Park Inc 34.00 $8.50 $60.81 $69.31
Little Lake Cemetery District 14.00 $3.50 $37.22 $40.72 Long Beach, City of 32,692.00 $8,173.00 $40,224.62 $48,397.62 Los Angeles, City of Dept of Water and Power 17,236.00 $4,309.00 $21,216.83 $25,525.83 Los Angeles County Rancho Los Amigos 490.00 $122.50 $622.60 $745.10 Lunday-Thagard Oil Company 212.00 $53.00 $280.72 $333.72 Lussman, Paul H. Jr., Et Al 7.00 $1.75 $0.00 $1.75
Lynwood, City of 5,337.00 $1,334.25 $6,583.44 $7,917.69 Lynwood Park Mutual Water Company 222.00 $55.50 $293.02 $348.52 Julee Margulies Metz, Jon Schwartz and Darrin Margulies Trust 3.00 $0.75 $0.00 $0.75 Maywood Mutual Water Company No. 1 741.00 $185.25 $931.28 $1,116.53 Maywood Mutual Water Company No. 2 912.00 $228.00 $1,141.58 $1,369.58 Maywood Mutual Water Company No. 3 1,407.00 $351.75 $1,750.33 $2,102.08 Mitsuuchi, Mary F Trust 11.00 $2.75 $0.00 $2.75
Montebello, City of 386.50 $96.63 $0.00 $96.63
Montebello Land and Water Company 1,891.00 $472.75 $2,345.55 $2,818.30 Nancy Dee Keane Living Trust 4.00 $1.00 $0.00 $1.00
New England Mutual Life Insurance Company 2.00 $0.50 $0.00 $0.50 Newark Group, Inc., The 157.00 $39.25 $213.08 $252.33
Central Basin Watermaster
38 Central Basin Watermaster – November 2025
Party APA
(acre-feet)
Water
Rights Panel
Administrative
Body
Total Amount
Billed
Northrop Grumman Systems Corporation 4.50 $1.10 $25.53 $26.63 Norwalk, City of 2,273.00 $568.25 $2,815.34 $3,383.59
Norwalk-La Mirada Unified School District 378.00 $94.50 $0.00 $94.50 O N K Farms 8.00 $2.00 $0.00 $2.00
Oltmans Construction Company 3.00 $0.75 $0.00 $0.75
Omega OU2 LLC 7.47 $1.87 $0.00 $1.87
Omega OU1/OU3 LLC 0.50 $0.13 $20.61 $20.74
Orchard Dale Water District 1,254.00 $313.50 $1,562.17 $1,875.67 PABCO Building Products, LLC 500.00 $125.00 $0.00 $125.00 Paradise Memorial Park 16.00 $4.00 $39.68 $43.68
Paramount, City of 5,883.00 $1,470.75 $7,254.91 $8,725.66 Paramount Unified School District 46.00 $11.50 $76.57 $88.07 Liberty Utilities Corporation 1,159.30 $289.83 $1,445.71 $1,735.54 Patrician Associates Inc/Majestic Realty Company 12.00 $3.00 $0.00 $3.00 Petersburg, L.P. 1.00 $0.25 $0.00 $0.25
Pico Boys Baseball, Inc. 13.00 $3.25 $0.00 $3.25
Pico Water District 3,624.00 $906.00 $4,476.80 $5,382.80 Pico Rivera, City of 5,579.00 $1,394.75 $6,881.05 $8,275.80 Puente Basin Water Agency 965.00 $241.25 $0.00 $241.25
Rippy, Francine 4.07 $1.02 $0.00 $1.02
Rockview Dairies, Inc. 101.00 $25.25 $144.21 $169.46
Roman Catholic Archbishop of Los Angeles 347.00 $86.75 $446.74 $533.49 Rosales, Elvira C 3.00 $0.75 $0.00 $0.75
Rosing, Nancy 1.50 $0.38 $0.00 $0.38
Rowland Water District 1.00 $0.25 $0.00 $0.25
St John Bosco School 42.00 $10.50 $71.65 $82.15
San Gabriel Valley Water Company 2,569.42 $642.36 $3,179.87 $3,822.23 Santa Fe Springs, City of 4,035.78 $1,008.95 $4,983.20 $5,992.15 Scantlebury, Robert P. 4.00 $1.00 $24.92 $25.92
Signal Hill, City of 2,022.00 $505.50 $2,506.66 $3,012.16 South Montebello Irrigation District 1,268.00 $317.00 $1,579.39 $1,896.39 Southern California Edison Company 670.00 $167.50 $843.97 $1,011.47 South Gate, City of 11,183.00 $2,795.75 $13,772.85 $16,568.60 Statewide Stations, Inc. 1.00 $0.25 $0.00 $0.25
Suburban Water Systems 4,195.00 $1,048.75 $5,179.01 $6,227.76 Tesoro Refining & Marketing Company LLC 54.00 $13.50 $0.00 $13.50 Tract 180 Mutual Water Company 2,137.00 $534.25 $2,648.08 $3,182.33 Tract 349 Mutual Water Company 423.00 $105.75 $540.21 $645.96 Vangrootheest, Ernest A 10.00 $2.50 $0.00 $2.50
Vernon, City of 7,539.00 $1,884.75 $9,291.46 $11,176.21 Virginia Country Club 274.00 $68.50 $356.97 $425.47
WEMS, Inc., A California Corp. 8.00 $2.00 $0.00 $2.00
Walnut Park Mutual Water Company 1,009.00 $252.25 $1,260.87 $1,513.12 Whittier, City of 895.00 $223.75 $1,120.67 $1,344.42
November 2025
Apportionment of Budget Among Rights Holders – 2024 – 2025 39 Party APA
(acre-feet)
Water
Rights Panel
Administrative
Body
Total Amount
Billed
Whittier Union High School District 100.00 $25.00 $142.98 $167.98 Wolfsberger, Helen/Joseph, Chris 2.00 $0.50 $0.00 $0.50 Yamamoto, George and Alice Acct. 14.00 $3.50 $31.80 $35.30 217,367 54,342 263,922 318,264
Central Basin Watermaster November 2025 40 Central Basin Watermaster – November 2025 Figures – 2024 – 2025 Figure 1 – Central Basin (Showing groundwater production) Central Basin Watermaster November 2025 41 Central Basin Watermaster – November 2025 Figures – 2024– 2025 Figure 2 – Monthly Water Production (Excludes non-consumptive use, includes storage production) - 5,000 20,000 15,000 10,000 Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Acre-Feet Total 2024-25 Production: 168,966.44 acre-feet Central Basin Watermaster November 2025 42 Central Basin Watermaster – November 2025 Figures – 2024– 2025 Figure 3 – Central Basin (Showing key wells and facilities) Central Basin Watermaster November 2025 43 Central Basin Watermaster – November 2025 Figures – 2024– 2025 Figure 4 – Monthly Average Precipitation 4.00 3.00 2.00 1.00 0.00 Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Average Rainfall (Inches) 2024-2025 Total = 5.49 Inches Central Basin Watermaster November 2025 44 Central Basin Watermaster – November 2025 Figures – 2024– 2025 Figure 5 – Total Water Use (Excludes Groundwater Recharge) 50353025201510 Thousands of Acre-feet 2024-2025 Water Use Extracted Groundwater Imported Water Recycled Water November 2025
Figures – 2024 – 2025 45
Figure 6 – Key Well Hydrographs – Montebello Forebay
See Figure 3 for all well locations.
X-Axis: Year
Y-Axis: Groundwater Elevation (feet mean sea level)
Central Basin Watermaster
46 Central Basin Watermaster – November 2025
Figure 7 – Key Well Hydrographs – Central Basin Pressure Area Figure 8 –Key Well Hydrographs – Los Angeles Forebay
See Figure 3 for all well locations.
X-Axis: Year
Y-Axis: Groundwater Elevation (feet mean sea level)
November 2025
Groundwater Extractions – 2024 – 2025 47
Appendix A
Groundwater Extractions
July 2024 – June 2025
(includes storage production and non-consumptive use)
Central Basin Watermaster November 2025 48 Central Basin Watermaster – November 2025 Appendix A – Groundwater Extractions – 2024 – 2025 Appendix A – Groundwater Extractions (acre-feet) 0020 – ABC Unified School District JUL AUG SEPT OCT NOV DEC JAN FEB MAR APR MAY JUN TOTAL SWN/Owner No. 0.11 0.71 1.20 1.88 1.50 1.06 0.89 0.70 0.60 0.99 0.92 0.55 11.11 003S011W31N002S/MESCH 0.11 0.71 1.20 1.88 1.50 1.06 0.89 0.70 0.60 0.99 0.92 0.55 11.11 0107- American Textile Maintenance Company JUL AUG SEPT OCT NOV DEC JAN FEB MAR APR MAY JUN TOTAL SWN/Owner No. 5.76 5.92 5.45 6.56 5.92 0.00 6.22 5.99 6.65 6.35 6.33 6.32 67.47 004S012W08N002S 5.76 5.92 5.45 6.56 5.92 0.00 6.22 5.99 6.65 6.35 6.33 6.32 67.47 0160 – Artesia, City of JUL AUG SEPT OCT NOV DEC JAN FEB MAR APR MAY JUN TOTAL SWN/Owner No. 0.30 0.25 0.17 0.25 0.08 0.05 0.20 0.05 0.09 0.15 0.42 0.30 2.31 003S011W31N002S/1 0.30 0.25 0.17 0.25 0.08 0.05 0.20 0.05 0.09 0.15 0.42 0.30 2.31 0225 - Atlas Iron & Metal Co JUL AUG SEPT OCT NOV DEC JAN FEB MAR APR MAY JUN TOTAL SWN/Owner No. 0.00 0.00 0.10 0.00 0.00 0.10 0.00 0.00 0.00 0.00 0.00 0.02 0.22 002S013W34Q002S/1 0.00 0.00 0.10 0.00 0.00 0.10 0.00 0.00 0.00 0.00 0.00 0.02 0.22 0445 – Bellflower-Somerset Mutual Water Company JUL AUG SEPT OCT NOV DEC JAN FEB MAR APR MAY JUN TOTAL SWN/Owner No. 480.31 436.11 448.87 420.43 409.39 377.62 390.90 344.13 377.91 387.25 418.17 430.57 4,921.66 003S012W22M002S/884 5.62 31.73 28.82 28.68 27.49 15.48 0.52 10.74 0.01 0.44 0.18 0.97 150.68 003S012W23E004S/587 65.95 60.06 60.17 57.90 60.40 33.36 0.15 22.65 0.61 0.47 0.62 1.43 363.77 003S012W26C002S/944 68.01 57.92 53.14 44.36 36.26 17.37 1.11 2.65 0.14 0.58 0.91 1.51 283.96 003S012W27B002S/1 230.95 193.22 198.05 182.25 176.73 132.68 100.18 116.85 86.85 97.39 112.43 114.99 1,742.57 003S012W27R001S/955 61.80 49.33 63.50 61.87 64.35 35.07 0.30 24.45 0.45 0.19 0.48 9.09 370.88 003S012W33B001S/615 47.98 43.85 45.19 45.37 44.16 26.36 0.37 19.13 0.00 0.00 0.00 18.21 290.62 03S12W22G06S/Leahy 0.00 0.00 0.00 0.00 0.00 117.30 288.27 147.66 289.85 288.18 303.55 284.37 1,719.18 Central Basin Watermaster November 2025 Appendix A – Groundwater Extractions (Continued) 49 Central Basin Watermaster – November 2025 Appendix A – Groundwater Extractions – 2024 – 2025 0496 – Boeing Company, Compton Site (NCWUP) JUL AUG SEPT OCT NOV DEC JAN FEB MAR APR MAY JUN TOTAL SWN/Owner No. 0.00 0.00 21.26 0.00 0.00 29.25 0.00 0.00 17.62 0.00 0.00 32.35 100.48 003S013W22K002S/MWD061 0.00 0.00 21.26 0.00 0.00 29.25 0.00 0.00 17.62 0.00 0.00 32.35 100.48 0496 – Boeing Company, Compton Site (NCWUP) JUL AUG SEPT OCT NOV DEC JAN FEB MAR APR MAY JUN TOTAL SWN/Owner No. 0.00 0.00 13.40 0.00 0.00 19.96 0.00 0.00 18.42 0.00 0.00 18.86 70.64 003S013W22K002S/MWD061 0.00 0.00 13.40 0.00 0.00 19.96 0.00 0.00 18.42 0.00 0.00 18.86 70.64 0679 – California American Water Company JUL AUG SEPT OCT NOV DEC JAN FEB MAR APR MAY JUN TOTAL SWN/Owner No. 147.31 175.55 144.71 167.35 133.30 138.01 160.21 127.81 135.95 138.60 173.53 150.19 1,792.52 002S014W10Q002S/CREN 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 6.88 6.95 13.83 002S014W14C006S/VERN3 89.93 113.95 89.64 113.62 84.52 91.93 112.73 90.09 89.36 88.44 110.37 86.40 1,160.98 003S012W27B002S/1 57.38 61.60 55.07 53.73 48.78 46.08 47.48 37.72 46.59 50.16 56.28 56.84 617.71 0740 – California Water Service Company (ELA) JUL AUG SEPT OCT NOV DEC JAN FEB MAR APR MAY JUN TOTAL SWN/Owner No. 1,013.56 871.18 883.67 854.76 1,032.83 1,002.98 990.96 905.12 1,015.95 1,022.35 1,075.56 1,087.45 11,756.37 002S012W04C001S/25-01 36.26 36.27 35.12 36.40 34.94 36.00 36.10 32.65 35.68 34.98 35.89 34.75 425.04 002S012W07G002S/39-02 100.21 98.73 95.01 97.57 92.61 96.57 94.35 74.24 96.90 93.29 97.11 92.58 1,129.17 002S012W07H001S/22-01 36.07 35.51 34.41 37.35 35.97 37.17 36.75 29.30 27.44 0.02 0.00 26.86 336.85 002S012W07Q004S/10-03 60.60 63.45 61.40 63.45 59.75 61.83 61.29 53.13 59.81 56.15 57.22 57.57 715.65 002S012W08F001S/43-01 46.82 50.49 49.00 55.45 57.50 59.25 59.50 53.09 52.68 48.62 49.52 47.88 629.80 002S012W08P001S/54-01 71.71 73.38 71.06 71.66 18.49 0.00 19.51 67.84 75.35 71.63 73.08 70.77 684.48 002S012W09Q001S/62-01 244.50 245.53 238.89 89.35 242.04 198.86 172.16 188.75 196.08 211.99 234.35 230.71 2,493.21 002S012W09Q002S/62-02 243.24 112.31 0.00 98.65 223.70 229.14 226.85 189.21 217.62 227.78 236.81 238.82 2,244.13 Central Basin Watermaster November 2025 Appendix A – Groundwater Extractions (Continued) 50 Central Basin Watermaster – November 2025 Appendix A – Groundwater Extractions – 2024 – 2025 0742 – California Water Service Company (Dominguez) JUL AUG SEPT OCT NOV DEC JAN FEB MAR APR MAY JUN TOTAL SWN/Owner No. 86.15 112.52 124.63 124.56 118.39 127.16 120.08 105.36 118.76 115.79 105.08 112.45 1,370.93 003S013W35F001S/290-01 77.25 79.81 80.74 79.82 76.39 82.72 77.97 68.83 77.97 76.63 65.74 75.18 919.05 003S013W35H002S/297-01 8.90 32.71 43.89 43.13 41.44 43.62 42.11 36.53 40.79 39.16 39.34 37.27 448.89 004S013W02G002S/272-01 0.00 0.00 0.00 1.61 0.56 0.82 0.00 0.00 0.00 0.00 0.00 0.00 2.99 0690 – California, State of (Caltrans) JUL AUG SEPT OCT NOV DEC JAN FEB MAR APR MAY JUN TOTAL SWN/Owner No. 0.46 0.49 0.61 0.30 0.50 0.37 0.21 0.45 0.68 0.38 0.19 3.23 7.87 003S012W17E003S/1D3 0.00 0.00 0.00 0.04 0.05 0.09 0.00 0.03 0.02 0.01 0.01 0.04 0.29 003S012W17E004S/1D4 0.14 0.07 0.09 0.01 0.35 0.03 0.04 0.02 0.00 0.05 0.00 0.09 0.89 003S012W17E005S/1D5 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.06 0.01 0.00 0.01 0.08 003S012W17E007S/1D7 0.10 0.01 0.07 0.03 0.02 0.03 0.03 0.02 0.01 0.06 0.00 0.02 0.40 003S012W17E008S/1D6A 0.03 0.07 0.11 0.15 0.01 0.06 0.05 0.25 0.38 0.10 0.03 0.40 1.64 003S012W17F002S/1D8 0.00 0.27 0.00 0.02 0.01 0.02 0.03 0.03 0.06 0.02 0.01 2.52 2.99 003S012W17F003S/1D9 0.07 0.01 0.02 0.01 0.01 0.06 0.04 0.03 0.08 0.02 0.00 0.02 0.37 003S012W17F004S/1D10 0.04 0.04 0.09 0.02 0.03 0.05 0.01 0.05 0.05 0.06 0.01 0.04 0.49 003S012W17F006S/1D12 0.08 0.02 0.23 0.02 0.02 0.03 0.01 0.02 0.02 0.05 0.13 0.09 0.72 0740 – California Water Service Company (ELA) JUL AUG SEPT OCT NOV DEC JAN FEB MAR APR MAY JUN TOTAL SWN/Owner No. 1,013.56 871.18 883.67 854.76 1,032.83 1,002.98 990.96 905.12 1,015.95 1,022.35 1,075.56 1,087.45 11,756.37 002S012W14M001S/63-01 173.81 155.17 298.78 304.26 267.83 284.16 284.45 216.91 252.84 277.89 291.58 287.28 3,094.96 002S012W17D002S/13-02 0.34 0.34 0.00 0.62 0.00 0.00 0.00 0.00 1.55 0.00 0.00 0.23 3.08 Central Basin Watermaster November 2025 Appendix A – Groundwater Extractions (Continued) 51 Central Basin Watermaster – November 2025 Appendix A – Groundwater Extractions – 2024 – 2025 0826 – Cerritos, City of JUL AUG SEPT OCT NOV DEC JAN FEB MAR APR MAY JUN TOTAL SWN/Owner No. 727.33 739.93 692.88 663.22 565.53 572.38 557.10 444.46 481.84 542.43 613.03 685.64 7,285.77 003S011W28G005S/C-2 257.50 252.12 218.61 169.07 101.01 115.37 114.35 103.05 91.08 109.56 137.91 276.98 1,946.61 003S011W29N006S/C-1 228.76 220.97 221.41 229.08 215.33 225.47 227.25 193.63 212.72 221.42 229.67 183.61 2,609.32 003S012W26J003S/C-4 241.07 266.84 252.86 265.07 249.19 231.54 215.50 147.78 178.04 211.45 245.45 225.05 2,72.984 1017 – Commerce, City of JUL AUG SEPT OCT NOV DEC JAN FEB MAR APR MAY JUN TOTAL SWN/Owner No. 154.22 154.65 130.63 145.20 132.19 113.45 130.17 124.50 136.90 135.53 140.36 127.15 1,624.95 002S012W21G003S/4L 57.14 57.62 36.35 51.96 46.38 53.13 46.87 34.79 44.46 43.03 44.46 47.24 563.43 002S012W21R002S/7 97.08 97.03 94.28 93.24 85.81 60.32 83.30 89.71 92.44 92.50 95.90 79.91 1,061.52 1020 – Compton, City of JUL AUG SEPT OCT NOV DEC JAN FEB MAR APR MAY JUN TOTAL SWN/Owner No. 640.61 643.65 597.96 585.80 528.81 531.10 530.06 456.45 508.11 545.11 602.30 594.38 6,764.34 003S013W11M003S/17 87.86 83.83 45.12 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 216.81 003S013W14F001S/18 178.90 156.28 174.69 199.32 161.77 173.52 141.17 91.81 128.60 179.88 271.16 193.81 2,050.91 003S013W14K003S/19 154.66 191.00 174.05 175.76 165.12 154.02 178.23 183.96 173.08 169.75 163.76 198.40 2,081.79 003S013W16B001S/20 0.39 0.00 0.00 0.00 0.00 0.00 2.28 0.21 0.00 0.00 0.00 0.00 2.88 003S013W26C001S/13 102.08 118.67 116.38 116.77 111.25 118.04 114.80 95.84 113.23 109.70 116.57 112.40 1,345.73 003S013W27E002S/11 21.93 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 21.93 003S013W27G001S/15 94.79 93.87 87.72 93.95 90.67 85.52 93.58 84.63 93.20 85.78 50.81 89.77 1,044.29 0970 – Coast Packing Company JUL AUG SEPT OCT NOV DEC JAN FEB MAR APR MAY JUN TOTAL SWN/Owner No. 11.38 10.73 11.55 14.99 13.63 15.14 15.38 13.25 13.19 5.34 4.17 10.61 139.36 002S013W11P003S/1 11.38 10.73 11.55 14.99 13.63 15.14 15.38 13.25 13.19 5.34 4.17 10.61 139.36 Central Basin Watermaster November 2025 Appendix A – Groundwater Extractions (Continued) 52 Central Basin Watermaster – November 2025 Appendix A – Groundwater Extractions – 2024 – 2025 1450 – Downey, City of JUL AUG SEPT OCT NOV DEC JAN FEB MAR APR MAY JUN TOTAL SWN/Owner No. 1,276.94 1,317.92 1,327.24 1,211.02 1,166.13 1,054.74 1,013.04 892.11 1,031.82 1,059.40 1,266.95 1,130.36 13,747.67 002S012W27R002S/4 158.02 0.46 0.00 0.00 311.53 366.91 262.84 288.69 0.00 275.37 124.73 0.00 1,788.55 002S012W28J006S/7 53.80 55.47 58.16 56.26 38.19 35.31 28.75 27.60 31.19 29.13 33.70 35.10 482.66 002S012W28Q001S/8 97.27 103.62 106.61 103.96 107.99 103.31 57.98 41.93 78.27 101.24 112.10 95.69 1,109.97 002S012W33M001S/17 34.70 37.44 39.17 37.27 36.27 32.13 29.42 28.20 35.61 29.38 25.28 70.45 435.32 002S012W34P001S/14 90.63 90.51 84.68 73.54 70.08 94.09 97.14 76.17 112.18 64.23 65.42 60.87 979.54 002S012W35D004S/5 57.54 54.87 63.97 61.93 48.65 40.30 37.08 41.92 48.45 46.00 65.38 56.17 622.26 1255 - Defense Logistics Agency (NCWUP) JUL AUG SEPT OCT NOV DEC JAN FEB MAR APR MAY JUN TOTAL SWN/Owner No. 0.00 0.00 0.61 0.00 0.00 0.56 0.00 0.00 0.51 0.00 0.00 0.21 1.89 003S011W99A099S/REMED 0.00 0.00 0.61 0.00 0.00 0.56 0.00 0.00 0.51 0.00 0.00 0.21 1.89 1333 – Demenno/Kerdoon (NCWUP) JUL AUG SEPT OCT NOV DEC JAN FEB MAR APR MAY JUN TOTAL SWN/Owner No. 0.00 0.00 0.61 0.00 0.00 0.74 0.00 0.00 0.88 0.00 0.00 0.88 3.11 003S013W14E001S/MW-5A 0.00 0.00 0.02 0.00 0.00 0.03 0.00 0.00 0.03 0.00 0.00 0.03 0.11 003S013W14M003S/RW-6 0.00 0.00 0.01 0.00 0.00 0.02 0.00 0.00 0.02 0.00 0.00 0.03 0.08 003S013W14M004S/RW-11 0.00 0.00 0.20 0.00 0.00 0.21 0.00 0.00 0.21 0.00 0.00 0.15 0.77 003S013W14M005S/APX-MW-20A 0.00 0.00 0.02 0.00 0.00 0.01 0.00 0.00 0.02 0.00 0.00 0.03 0.08 003S013W15H002S/RW-2 0.00 0.00 0.00 0.00 0.00 0.01 0.00 0.00 0.01 0.00 0.00 0.01 0.03 003S013W15H003S/RW-7 0.00 0.00 0.31 0.00 0.00 0.34 0.00 0.00 0.40 0.00 0.00 0.44 1.49 003S013W15H004S/RW-8 0.00 0.00 0.00 0.00 0.00 0.03 0.00 0.00 0.09 0.00 0.00 0.09 0.21 003S013W15H006S/RW-4 0.00 0.00 0.00 0.00 0.00 0.01 0.00 0.00 0.01 0.00 0.00 0.00 0.02 003S013W15J001S/RW-1 0.00 0.00 0.01 0.00 0.00 0.02 0.00 0.00 0.03 0.00 0.00 0.03 0.09 003S013W15J002S/RW-5 0.00 0.00 0.01 0.00 0.00 0.01 0.00 0.00 0.00 0.00 0.00 0.01 0.03 003S013W15J003S/RW-10R 0.00 0.00 0.03 0.00 0.00 0.05 0.00 0.00 0.06 0.00 0.00 0.06 0.20 Central Basin Watermaster November 2025 Appendix A – Groundwater Extractions (Continued) 53 Central Basin Watermaster – November 2025 Appendix A – Groundwater Extractions – 2024 – 2025 1450 – Downey, City of JUL AUG SEPT OCT NOV DEC JAN FEB MAR APR MAY JUN TOTAL SWN/Owner No. 1,276.94 1,317.92 1,327.24 1,211.02 1,166.13 1,054.74 1,013.04 892.11 1,031.82 1,059.40 1,266.95 1,130.36 13,747.67 002S012W35P001S/10 58.49 96.11 21.09 0.00 0.00 19.61 98.74 90.69 126.36 89.46 101.25 86.13 787.93 003S012W02H004S/12 180.67 178.26 185.98 182.10 183.41 62.14 46.85 58.64 188.18 65.53 38.44 21.77 1,391.97 003S012W02L001S/15 15.53 15.05 14.22 15.92 16.26 16.12 18.23 17.33 18.04 17.31 19.03 15.93 198.97 003S012W03F001S/11 196.27 366.24 373.02 360.58 67.77 0.79 82.03 0.00 0.00 0.00 270.10 330.67 2,047.47 003S012W03J001S/16 103.87 77.31 122.87 92.39 105.37 66.02 70.07 76.40 113.03 84.98 98.30 88.26 1,098.87 003S012W04D002S/18 56.16 56.50 52.00 43.81 26.36 44.77 45.16 37.42 65.35 56.40 63.61 50.62 598.16 003S012W04Q002S/23 24.58 20.73 48.11 52.21 55.14 15.88 24.51 20.64 23.65 29.15 47.88 40.41 402.89 003S012W09B001S/25 29.07 35.18 35.90 31.61 24.43 45.71 26.15 15.80 47.23 41.37 59.59 48.55 440.59 003S012W09G001S/29 21.54 20.07 19.59 20.55 19.48 20.85 18.79 17.85 19.43 19.69 21.06 17.97 236.87 003S012W10N003S/30 31.85 48.26 47.37 34.58 15.56 36.10 10.50 6.51 58.41 46.09 47.07 61.02 443.32 003S012W11E001S/24 66.95 61.84 54.50 44.31 39.64 54.70 58.80 46.32 66.44 64.07 74.01 50.75 682.33 1843 – Golden State Water Company JUL AUG SEPT OCT NOV DEC JAN FEB MAR APR MAY JUN TOTAL SWN/Owner No. 1,565.91 1,621.72 1,577.78 1,541.82 1,429.41 1,480.13 1,469.91 1,277.22 1,421.89 1,434.49 1,624.66 1,574.74 18,019.68 002S012W28N005S/Clara #2 103.77 130.51 128.57 134.96 128.73 132.27 131.18 116.42 69.29 23.93 113.86 101.18 1,314.67 002S012W29M005S/PRY02 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 9.56 0.00 0.00 9.56 002S012W30G003S/WATSON1 59.70 48.80 58.05 61.07 39.41 59.64 59.39 53.06 63.18 67.24 62.58 70.10 702.22 002S013W21K004S/CONVERSE1 32.28 40.84 37.97 34.99 31.38 29.87 28.02 24.08 28.50 29.41 36.81 42.69 396.84 002S013W21K007S/CONVERSE2 73.84 72.97 71.01 72.79 70.75 73.08 73.22 66.18 71.91 70.75 72.36 70.12 858.98 002S013W23J003S/Bissel 2 0.00 0.00 0.00 0.26 0.01 2.50 0.28 0.12 0.71 0.61 0.17 0.18 4.84 002S013W23R002S/Bissel 3 3.48 6.75 113.94 40.79 53.75 81.11 91.04 78.90 113.91 130.00 112.86 124.87 951.40 002S013W24Q004S/OTIS #3 143.29 117.31 4.39 56.55 60.87 61.45 58.55 49.83 56.45 58.28 56.72 60.86 784.55 Central Basin Watermaster November 2025 Appendix A – Groundwater Extractions (Continued) 54 Central Basin Watermaster – November 2025 Appendix A – Groundwater Extractions – 2024 – 2025 2268 - HMB Bandini, LLC JUL AUG SEPT OCT NOV DEC JAN FEB MAR APR MAY JUN TOTAL SWN/Owner No. 0.04 0.02 0.01 0.02 0.02 0.01 0.01 0.01 0.01 0.01 0.01 0.01 0.18 002S013W12P004S/BAND2 0.04 0.02 0.01 0.02 0.02 0.01 0.01 0.01 0.01 0.01 0.01 0.01 0.18 1843 – Golden State Water Company JUL AUG SEPT OCT NOV DEC JAN FEB MAR APR MAY JUN TOTAL SWN/Owner No. 1,565.91 1,621.72 1,577.78 1,541.82 1,429.41 1,480.13 1,469.91 1,277.22 1,421.89 1,434.49 1,624.66 1,574.74 18,019.68 002S013W27E003S/NA003 60.37 60.65 59.64 61.33 59.42 61.63 61.41 55.17 60.69 59.25 60.59 58.68 718.83 003S011W07E001S/PIONEER1 6.26 0.73 0.59 2.40 2.05 0.82 0.35 0.29 0.20 0.00 0.28 0.61 14.58 003S011W18G006S/Dace Well #2 2.70 103.32 119.77 125.41 121.43 86.51 127.86 113.86 124.08 118.12 132.28 109.51 1,284.85 003S012W02R006S/ST003 73.11 58.04 59.83 75.48 75.09 75.65 71.02 40.09 42.63 56.80 74.72 68.80 771.26 003S012W07Q005S/CTY01 9.35 6.87 3.29 2.48 2.44 0.35 0.19 0.50 0.00 0.00 0.02 0.00 25.49 003S012W12A002S/PIONEER3 52.47 53.99 45.27 15.67 0.42 24.94 30.60 9.76 5.51 0.28 20.31 25.86 285.08 003S012W13A002S/IMPERIAL2 98.82 97.98 87.61 61.62 38.82 45.77 16.64 0.01 0.00 2.61 45.82 45.91 541.61 003S012W13B004S/IMPERIAL3 26.80 19.88 19.07 31.49 22.49 26.93 11.29 49.28 77.43 75.30 54.99 30.60 445.55 003S012W17A002S/MCK03 57.28 58.66 57.69 56.83 52.42 52.59 53.00 43.74 50.50 52.22 58.56 60.51 654.00 003S012W25Q003S/ROS02 96.95 21.38 19.24 3.41 2.01 0.93 61.44 73.77 84.71 83.14 84.95 87.57 619.50 003S012W36B001S/ROS01 92.29 95.85 96.60 98.00 97.68 99.85 98.09 88.54 96.51 93.78 96.27 92.43 1,145.89 003S013W04N001S/BEL03 115.03 116.37 112.27 117.29 110.50 91.07 91.10 84.57 116.09 117.36 120.28 111.09 1,303.02 003S013W04N004S/BEL04 137.65 134.51 129.53 135.12 127.19 141.97 133.39 121.90 127.69 126.41 127.97 123.25 1,566.58 003S013W10L004S/WLBK3 82.12 79.03 70.10 69.98 73.33 69.57 70.27 57.50 61.02 66.40 73.10 70.36 842.78 004S011W07H002S/HAW01 8.65 30.51 42.59 40.16 38.06 34.40 6.50 1.02 0.31 0.37 2.30 8.88 213.75 004S011W07L005S/CEN06 0.00 0.00 0.00 0.48 0.09 4.01 3.09 0.97 3.43 4.09 4.29 1.48 21.93 004S011W07L006S/CEN07 142.79 167.19 158.60 157.23 141.42 142.26 131.40 115.87 130.81 122.06 125.94 137.38 1,672.95 004S011W18F002S/Juan04 86.91 99.58 82.16 86.03 79.65 80.96 60.59 31.79 36.26 66.52 86.63 71.82 868.90 004S012W12J001S/MAS01 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.07 0.00 0.00 0.00 0.07 Central Basin Watermaster November 2025 Appendix A – Groundwater Extractions (Continued) 55 Central Basin Watermaster – November 2025 Appendix A – Groundwater Extractions – 2024 – 2025 2378 – Huntington Park, City of JUL AUG SEPT OCT NOV DEC JAN FEB MAR APR MAY JUN TOTAL SWN/Owner No. 243.59 246.79 235.64 245.77 241.73 226.36 222.42 187.37 219.32 228.91 250.80 251.75 2,800.45 002S013W22P002S/15 0.00 8.65 41.43 58.90 77.31 64.76 68.66 82.41 74.75 75.00 82.83 85.98 720.68 002S013W23J004S/18 158.01 165.02 133.32 130.66 113.24 110.20 105.53 64.68 102.43 111.00 116.03 110.42 1,420.54 002S013W25D004S/16 0.87 0.00 1.44 0.64 0.57 0.00 1.07 0.37 0.00 0.00 0.00 0.00 4.96 002S013W25Q001S/12 84.71 73.12 59.45 55.57 50.61 51.40 47.16 39.91 42.14 42.91 51.94 55.35 654.27 2749 – La Habra Heights County Water District JUL AUG SEPT OCT NOV DEC JAN FEB MAR APR MAY JUN TOTAL SWN/Owner No. 279.92 284.24 264.91 237.05 196.51 183.61 183.45 112.75 131.61 180.05 218.14 240.40 2,512.64 002S011W19F001S/8 43.01 42.23 34.39 28.41 10.70 9.49 11.64 6.17 8.56 11.35 22.74 17.35 246.04 002S011W19P002S/10 83.68 95.14 96.16 75.71 57.00 49.13 48.80 21.36 39.12 57.83 83.73 84.13 791.79 002S011W19P003S/11 153.23 146.87 134.36 132.93 128.81 124.99 123.01 85.22 83.93 110.87 111.67 138.92 1,474.81 2770 – Lakewood, City of Water Department JUL AUG SEPT OCT NOV DEC JAN FEB MAR APR MAY JUN TOTAL SWN/Owner No. 657.39 609.42 664.23 563.79 537.88 489.05 482.21 379.11 457.99 498.71 606.34 575.94 6,522.06 003S012W33A007S/LK002A 53.57 32.41 38.72 15.22 8.60 12.83 12.23 7.50 7.15 15.06 18.85 17.02 239.16 003S012W34F001S/LK018 90.05 73.11 75.28 37.94 10.18 15.92 15.34 6.17 10.15 12.88 26.90 35.41 409.33 004S011W07M001S/LK006 7.94 8.40 8.85 5.30 4.23 2.62 2.09 1.07 3.05 5.35 8.19 8.61 65.70 004S012W02F002S/LK013A 2.29 2.74 2.34 32.39 42.93 40.26 41.66 39.82 45.23 42.80 44.83 40.22 377.51 004S012W03A002S/LK015A 0.00 0.00 50.41 48.15 107.68 61.66 39.09 58.01 61.58 66.56 83.09 87.82 664.05 004S012W03H001S/LK017 100.48 80.68 92.82 59.15 24.08 29.61 34.35 7.87 13.47 20.20 39.01 47.15 548.87 004S012W10G001S/LK004 73.33 56.36 56.05 36.60 9.42 22.01 11.57 3.92 6.66 14.91 23.41 29.41 343.65 004S012W10H001S/LK010 44.81 54.29 43.44 32.87 29.64 37.68 41.62 22.88 25.70 29.80 35.93 39.12 437.78 004S012W10H003S/LK008 0.00 0.00 0.00 0.00 36.23 0.00 0.00 26.78 31.43 36.75 43.87 47.92 222.98 004S012W10H004S/LK027 81.82 128.85 118.97 102.19 75.93 84.37 112.84 49.77 73.05 91.71 106.62 77.98 1,104.10 004S012W10H005S/28 203.10 172.58 177.35 193.98 188.96 182.09 171.42 155.32 180.52 162.69 175.64 145.28 2,108.93 Central Basin Watermaster November 2025 Appendix A – Groundwater Extractions (Continued) 56 Central Basin Watermaster – November 2025 Appendix A – Groundwater Extractions – 2024 – 2025 3780 – Liberty Utilities Corporation JUL AUG SEPT OCT NOV DEC JAN FEB MAR APR MAY JUN TOTAL SWN/Owner No. 413.42 360.36 333.37 373.35 331.97 341.10 340.04 299.37 323.12 331.11 368.21 622.82 4,438.24 003S012W11K006S/41A 0.00 0.05 0.00 0.04 0.06 0.00 0.00 0.04 0.00 0.11 0.16 72.52 72.98 003S012W14F001S/28B 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 67.82 67.82 003S012W14J001S/46C 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 102.11 102.11 003S012W16H001S/40D 60.34 53.92 51.96 50.41 46.42 48.45 49.13 46.66 46.88 39.56 40.32 41.10 575.15 003S013W09H001S/19C 172.29 174.60 162.48 166.72 152.67 151.58 152.83 131.12 143.12 152.82 175.77 179.72 1,915.72 003S013W13F004S/4B 73.16 49.55 35.51 64.05 58.00 54.41 58.23 58.08 55.96 54.87 61.12 60.20 683.14 003S013W16K002S/12C 37.80 35.41 36.26 25.29 19.52 20.62 18.23 17.13 16.42 17.89 19.17 22.65 286.39 003S013W25F004S/9D 69.83 46.83 47.16 66.84 55.30 66.04 61.62 46.34 60.74 65.86 71.67 76.70 734.93 2910 – Long Beach, City of JUL AUG SEPT OCT NOV DEC JAN FEB MAR APR MAY JUN TOTAL SWN/Owner No. 2,778.35 2,697.97 2,841.97 2,924.93 2,699.45 2,601.03 2,639.41 2,231.18 2,437.54 2,352.92 2,507.65 2,520.67 31,233.07 4S/12W-13L01S/COM22A 0.00 170.77 188.04 171.69 159.74 131.31 160.12 146.51 155.75 128.29 110.15 122.45 1,644.82 004S/12W-13F002S/COM21 188.94 182.57 171.67 175.84 170.08 180.00 179.24 163.97 180.97 167.95 166.16 169.18 2,096.57 004S012W03A002S/LK015A 148.04 125.32 78.17 72.49 0.00 25.62 62.53 0.00 0.00 0.00 0.00 0.00 512.17 004S012W06J002S/NLB11 50.40 48.42 45.25 45.17 42.34 42.54 41.71 35.45 37.87 16.15 41.03 38.11 484.44 004S012W08M001S/NLB12 386.12 371.41 354.31 355.79 333.79 336.88 330.85 286.17 306.74 260.13 216.66 238.56 3,777.41 004S012W10H003S/LK008 82.72 63.98 51.78 46.01 0.00 42.01 40.82 0.00 0.00 0.00 0.00 0.00 327.32 004S012W10H004S/LK027 162.43 10.98 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 25.33 198.74 004S012W13G001S/1 0.00 21.58 20.97 12.71 0.00 0.00 0.00 0.00 0.00 0.00 12.22 35.23 102.71 004S012W13H001S/COM20 0.01 0.00 152.72 184.73 178.37 119.55 182.26 160.96 172.58 156.72 152.02 149.24 1,609.16 004S012W14A002S/COM10 93.66 91.99 88.02 90.59 88.17 92.69 93.68 87.03 96.29 92.47 94.88 89.67 1,099.14 004S012W14A004S/COM18 118.79 115.37 108.54 110.75 107.47 113.12 47.23 0.00 0.00 0.00 0.00 0.00 721.27 004S012W14B002S/COM17 54.50 52.62 48.91 47.66 47.34 48.92 49.31 45.16 49.69 46.94 46.77 44.45 582.27 004S012W14D004S/COM14 0.00 0.00 147.53 203.67 240.05 228.96 0.00 0.00 0.00 216.77 253.42 239.13 1,529.53 Central Basin Watermaster November 2025 Appendix A – Groundwater Extractions (Continued) 57 Central Basin Watermaster – November 2025 Appendix A – Groundwater Extractions – 2024 – 2025 2910 – Long Beach, City of JUL AUG SEPT OCT NOV DEC JAN FEB MAR APR MAY JUN TOTAL SWN/Owner No. 2,778.35 2,697.97 2,841.97 2,924.93 2,699.45 2,601.03 2,639.41 2,231.18 2,437.54 2,352.92 2,507.65 2,520.67 31,233.07 004S012W15A001S/COM16 119.61 117.36 109.92 110.91 105.19 109.13 112.11 69.15 58.48 61.03 88.26 103.65 1,164.80 004S012W15B003S/COM15 166.29 163.76 156.58 158.21 149.10 155.31 159.25 144.17 158.51 152.42 156.01 149.75 1869.36 004S012W15N001S/COM25 99.45 96.82 89.94 89.75 84.14 66.99 88.63 79.40 86.81 34.30 85.79 81.37 983.39 004S012W16A001S/COM24 156.55 154.24 146.14 148.95 142.35 129.47 151.26 137.37 152.15 147.82 150.96 144.08 1,761.34 004S012W16J003S/CIT09 119.86 118.15 112.63 113.81 108.66 86.81 113.18 101.86 111.47 106.53 109.02 104.58 1,306.56 004S012W17E001S/DEV09 74.14 69.59 63.36 62.15 57.49 42.96 46.48 51.50 56.04 23.07 57.36 52.86 657.00 004S012W20G001S/DEV05 0.00 0.00 0.00 7.76 0.00 2.87 2.10 2.39 0.00 0.00 0.00 0.00 15.12 004S012W20K001S/CIT10 384.41 357.09 362.54 366.68 349.73 357.76 353.08 311.71 339.95 327.98 335.72 322.13 4,168.78 004S012W21M007S/CIT7A 0.00 0.00 0.00 0.00 0.00 0.00 111.13 141.48 155.36 145.27 130.90 125.59 809.73 004S012W23C001S/WIL1A 183.80 180.96 172.64 176.83 169.29 131.38 179.26 161.99 178.38 169.22 177.72 171.25 2,052.72 004S012W24M008S/WIS1A 81.29 79.72 74.13 74.80 73.83 76.69 74.05 47.64 86.98 81.86 82.91 79.51 913.41 004S012W28H006S/ALA8 68.34 66.75 61.95 61.49 57.22 52.11 56.18 50.67 53.52 18.00 39.69 34.55 620.47 004S012W28H012S/ALA13 39.00 38.52 36.23 36.49 35.10 27.95 4.95 6.60 0.00 0.00 0.00 0.00 224.84 2930 – Los Angeles County Rancho Los Amigos JUL AUG SEPT OCT NOV DEC JAN FEB MAR APR MAY JUN TOTAL SWN/Owner No. 25.21 21.01 24.62 23.15 10.19 24.06 6.74 12.85 14.21 20.60 18.13 24.39 225.16 003S012W05P003S/DW001 25.21 21.01 24.62 21.29 10.19 24.06 6.74 12.85 13.74 20.60 18.13 24.39 222.83 003S012W08F001S/PH003 0.00 0.00 0.00 1.86 0.00 0.00 0.00 0.00 0.47 0.00 0.00 0.00 2.33 2920 – Los Angeles, City of Dept of Water and Power JUL AUG SEPT OCT NOV DEC JAN FEB MAR APR MAY JUN TOTAL SWN/Owner No. 1.87 1.42 1.44 1.36 1.14 1.27 1.31 1.24 1.08 1.12 1.90 1.41 16.56 2S/14W23H17S/1391E 0.14 0.17 0.16 0.12 0.12 0.12 0.16 0.16 0.11 0.10 0.17 0.11 1.64 002S014W23H014S/5 0.19 0.21 0.19 0.21 0.16 0.19 0.20 0.19 0.14 0.17 0.20 0.19 2.24 002S014W23H018S/MH-PW-12 0.40 0.22 0.22 0.21 0.19 0.23 0.25 0.21 0.20 0.21 0.28 0.28 2.90 Central Basin Watermaster November 2025 Appendix A – Groundwater Extractions (Continued) 58 Central Basin Watermaster – November 2025 Appendix A – Groundwater Extractions – 2024 – 2025 2920 – Los Angeles, City of Dept of Water and Power JUL AUG SEPT OCT NOV DEC JAN FEB MAR APR MAY JUN TOTAL SWN/Owner No. 1.87 1.42 1.44 1.36 1.14 1.27 1.31 1.24 1.08 1.12 1.90 1.41 16.56 002S014W23H019S/MH-PW-11 0.39 0.24 0.24 0.22 0.22 0.21 0.23 0.20 0.19 0.21 0.49 0.38 3.22 002S014W23H020S/MH-PW-10 0.44 0.22 0.23 0.24 0.23 0.25 0.22 0.23 0.21 0.20 0.28 0.23 2.98 002S014W23H021S/MH-PW-08 0.31 0.36 0.40 0.36 0.22 0.27 0.25 0.25 0.23 0.23 0.48 0.22 3.58 3080 – Lynwood Park Mutual Water Company JUL AUG SEPT OCT NOV DEC JAN FEB MAR APR MAY JUN TOTAL SWN/Owner No. 2.65 3.85 3.03 3.38 2.75 2.15 1.68 2.67 3.20 2.35 3.58 4.00 35.29 003S013W10R008S/NW25 0.10 0.15 0.11 0.09 0.14 0.14 0.11 0.10 0.08 0.08 0.09 0.07 1.26 003S013W10R009S/SOUTH 2.35 3.40 2.82 3.09 2.51 1.91 1.47 2.37 2.92 1.67 2.79 3.53 30.83 003S013W15H001S/MONA 0.20 0.30 0.10 0.20 0.10 0.10 0.10 0.20 0.20 0.60 0.70 0.40 3.20 3060 – Lynwood, City of JUL AUG SEPT OCT NOV DEC JAN FEB MAR APR MAY JUN TOTAL SWN/Owner No. 438.07 445.32 12.54 378.15 310.96 240.81 339.81 336.34 373.00 359.36 421.10 423.81 4,079.27 003S013W10K001S/19 230.44 226.78 7.42 227.25 123.56 8.29 112.12 205.18 237.62 231.07 236.49 227.50 2073.72 003S013W12E004S/8 57.55 64.07 2.11 55.16 51.95 75.52 55.18 40.52 45.22 48.08 49.03 44.86 589.25 003S013W12J001S/5 73.77 72.64 1.23 27.74 45.83 20.88 78.59 33.68 32.43 28.65 60.69 72.38 548.51 003S013W13D001S/9 438.07 445.32 12.54 378.15 310.96 240.81 339.81 336.34 373.00 359.36 421.10 423.81 4,079.27 3170 – Maywood Mutual Water Company No. 1 JUL AUG SEPT OCT NOV DEC JAN FEB MAR APR MAY JUN TOTAL SWN/Owner No. 58.38 58.18 56.08 53.41 51.45 50.38 49.99 44.58 49.51 50.49 55.26 15.05 592.76 002S013W24B002S/4 58.28 58.05 56.02 53.32 51.39 50.32 49.95 44.47 49.45 50.39 54.97 14.99 591.60 002S013W24F001S/3 0.10 0.13 0.06 0.09 0.06 0.06 0.04 0.11 0.06 0.10 0.29 0.06 1.16 Central Basin Watermaster November 2025 Appendix A – Groundwater Extractions (Continued) 59 Central Basin Watermaster – November 2025 Appendix A – Groundwater Extractions – 2024 – 2025 3180 – Maywood Mutual Water Company No. 2 JUL AUG SEPT OCT NOV DEC JAN FEB MAR APR MAY JUN TOTAL SWN/Owner No. 83.17 83.61 79.26 75.38 78.94 79.46 73.00 67.72 76.08 69.42 71.23 93.42 930.69 002S012W18M001S/52ST 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 69.39 69.39 002S013W13M002S/MAYAV 83.17 83.61 79.26 75.38 78.94 79.46 73.00 67.72 76.08 69.42 71.23 24.03 861.30 3190 – Maywood Mutual Water Company No. 3 JUL AUG SEPT OCT NOV DEC JAN FEB MAR APR MAY JUN TOTAL SWN/Owner No. 138.57 118.95 123.17 120.97 116.77 114.49 114.62 98.46 115.09 101.22 130.41 114.70 1,407.42 002S012W19C003S/7 12.08 3.99 23.14 19.25 17.58 21.65 33.06 7.93 0.00 0.00 0.00 0.00 138.68 002S012W19J003S/Well 4 44.73 37.91 18.33 17.71 17.87 6.70 3.25 0.00 0.67 13.66 17.48 17.20 195.51 002S012W19M004S/8 81.76 77.05 81.70 84.01 81.32 86.14 78.31 90.53 114.42 87.56 112.93 97.50 1,073.23 3360 – Montebello Land and Water Company JUL AUG SEPT OCT NOV DEC JAN FEB MAR APR MAY JUN TOTAL SWN/Owner No. 276.91 285.49 262.91 255.78 234.72 230.81 232.92 194.37 219.37 224.33 246.60 257.18 2,921.39 002S012W11G001S/14 55.13 54.30 48.49 49.79 50.80 34.32 35.21 30.54 30.99 45.91 48.55 51.42 535.45 002S012W11R004S/11A 8.37 13.58 8.91 3.08 3.79 5.50 2.81 6.54 6.03 7.98 4.23 3.80 74.62 002S012W12E005S/9 6.60 8.01 10.70 37.77 35.70 33.71 28.43 34.80 34.64 27.04 30.60 27.52 315.52 002S012W12E006S/10 46.72 55.49 39.77 43.02 41.01 48.52 40.05 20.58 33.99 40.67 42.68 39.19 491.69 002S012W12E007S/8A 62.36 51.98 55.88 46.07 20.52 27.78 47.14 30.16 29.49 36.97 48.07 59.27 515.69 002S012W12E008S/12 39.27 36.42 51.14 40.50 33.77 41.71 37.81 28.11 34.03 32.58 33.40 38.39 447.13 002S012W12M002S/7 58.46 65.71 48.02 35.55 49.13 39.27 41.47 43.64 50.20 33.18 39.07 37.59 541.29 3517 – Newark Group, Inc., The JUL AUG SEPT OCT NOV DEC JAN FEB MAR APR MAY JUN TOTAL SWN/Owner No. 12.12 8.86 14.31 12.07 12.80 9.55 11.24 7.00 8.58 11.86 13.57 13.12 135.08 002S012W20M002S/2 12.12 8.86 14.31 12.07 12.80 9.55 11.24 7.00 8.58 11.86 13.57 13.12 135.08 Central Basin Watermaster November 2025 Appendix A – Groundwater Extractions (Continued) 60 Central Basin Watermaster – November 2025 Appendix A – Groundwater Extractions – 2024 – 2025 3550 – Norwalk, City of JUL AUG SEPT OCT NOV DEC JAN FEB MAR APR MAY JUN TOTAL SWN/Owner No. 36.69 36.98 35.50 32.60 28.29 30.72 31.55 27.13 27.96 31.25 34.43 34.55 387.65 003S012W13L001S/LEF 4.00 5.41 0.30 1.34 0.30 0.09 0.75 0.08 0.04 0.01 0.01 0.02 12.35 003S012W13Q001S/TAD 32.69 31.57 35.20 31.26 27.99 30.63 30.80 27.05 27.92 31.24 34.42 34.53 375.30 3607 - Omega OU1/OU3 LLC (NCWUP) JUL AUG SEPT OCT NOV DEC JAN FEB MAR APR MAY JUN TOTAL SWN/Owner No. 0.00 0.00 1.82 0.00 0.00 1.98 0.00 0.00 2.94 0.00 0.00 1.83 8.57 002S011W28E006S/DPE-3 0.00 0.00 0.27 0.00 0.00 0.38 0.00 0.00 0.54 0.00 0.00 0.38 1.57 002S011W28E007S/DPE-4 0.00 0.00 0.43 0.00 0.00 0.30 0.00 0.00 0.94 0.00 0.00 0.66 2.33 002S011W28E008S/DPE-5 0.00 0.00 0.57 0.00 0.00 0.66 0.00 0.00 0.44 0.00 0.00 0.15 1.82 002S011W28E009S/DPE-8 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.63 0.00 0.00 0.39 1.02 002S011W28E010S/DPE-9 0.00 0.00 0.55 0.00 0.00 0.64 0.00 0.00 0.39 0.00 0.00 0.25 1.83 3640 – Orchard Dale Water District JUL AUG SEPT OCT NOV DEC JAN FEB MAR APR MAY JUN TOTAL SWN/Owner No. 187.06 188.37 179.33 167.79 150.12 148.16 147.31 115.63 131.04 147.46 167.91 181.05 1,911.23 002S011W19F001S/8 28.74 27.99 23.28 20.11 8.17 7.65 9.35 6.33 8.53 9.29 17.50 13.06 180.00 002S011W19P002S/10 55.92 63.05 65.10 53.59 43.54 39.64 39.18 21.91 38.95 47.37 64.46 63.37 596.08 002S011W19P003S/11 102.40 97.33 90.95 94.09 98.41 100.87 98.78 87.39 83.56 90.80 85.95 104.62 1,135.15 3745 – Paradise Memorial Park. JUL AUG SEPT OCT NOV DEC JAN FEB MAR APR MAY JUN TOTAL SWN/Owner No. 1.03 1.12 1.12 1.12 1.31 1.09 0.31 0.31 0.31 0.00 0.00 0.00 7.72 3S/12W-01K09S/1 1.03 1.12 1.12 1.12 1.31 1.09 0.31 0.31 0.31 0.00 0.00 0.00 7.72 Central Basin Watermaster November 2025 Appendix A – Groundwater Extractions (Continued) 61 Central Basin Watermaster – November 2025 Appendix A – Groundwater Extractions – 2024 – 2025 3760 – Paramount Unified School District JUL AUG SEPT OCT NOV DEC JAN FEB MAR APR MAY JUN TOTAL SWN/Owner No. 0.16 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.02 2.09 1.05 1.05 4.37 3S/12W-33F02S/COKE 0.16 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.02 2.09 1.05 1.05 4.37 3755 – Paramount, City of JUL AUG SEPT OCT NOV DEC JAN FEB MAR APR MAY JUN TOTAL SWN/Owner No. 239.19 237.84 229.78 234.65 230.35 227.13 237.90 213.44 234.80 226.15 232.53 235.05 2,778.81 003S012W19E005S/15 239.19 237.84 229.78 234.65 230.35 227.13 237.90 213.44 234.80 226.15 232.53 235.05 2,778.81 3853 – Pico Rivera, City of JUL AUG SEPT OCT NOV DEC JAN FEB MAR APR MAY JUN TOTAL SWN/Owner No. 412.28 340.63 371.88 355.07 317.04 302.20 262.63 250.43 295.95 306.11 360.33 373.49 3,948.04 002S012W12A001S/W1 166.83 127.57 56.43 130.40 80.54 162.25 110.27 104.70 88.85 53.88 41.25 61.40 1,184.37 002S012W12A005S/W2 40.51 75.64 131.77 51.29 61.31 0.00 5.54 43.18 84.77 104.46 87.79 75.55 761.81 002S012W23B004S/W3 30.32 37.15 59.85 64.84 44.90 64.70 82.76 53.65 48.92 57.17 152.25 162.17 858.68 002S012W23B008S/W4 26.29 0.00 32.80 31.60 51.05 27.95 10.05 25.83 51.52 68.82 17.37 12.86 356.14 002S012W25G001S/W12 78.50 17.42 7.92 5.28 27.00 0.05 0.00 0.00 0.00 0.00 0.00 0.00 136.17 002S012W25G002S/W11 3.02 2.04 1.70 0.60 0.46 0.07 0.11 0.00 0.00 0.00 0.00 0.00 8.00 002S012W26D007S/W5 59.63 76.88 79.78 69.46 49.21 47.13 53.90 23.07 21.78 21.78 61.67 61.51 625.80 002S012W26E003S/W6 7.18 3.93 1.63 1.60 2.57 0.05 0.00 0.00 0.11 0.00 0.00 0.00 17.07 3850 – Pico Water District JUL AUG SEPT OCT NOV DEC JAN FEB MAR APR MAY JUN TOTAL SWN/Owner No. 250.57 245.04 238.38 227.84 203.44 200.95 200.74 162.08 194.10 211.68 224.10 236.04 2,594.96 002S011W07P002S/10 31.64 40.28 47.66 41.57 33.54 24.10 12.25 9.63 33.19 36.36 16.04 20.78 347.04 002S012W13L005S/8 24.92 49.06 66.57 38.75 45.27 31.06 36.62 50.01 80.03 93.10 90.96 66.09 672.44 002S012W24E007S/5A 38.52 89.01 107.06 7.18 42.41 37.95 23.01 22.78 74.21 70.70 65.11 55.97 633.91 002S012W24F004S/Well 11 155.49 66.69 17.09 140.34 82.22 107.84 128.86 79.66 6.67 11.52 51.99 93.20 941.57 Central Basin Watermaster November 2025 Appendix A – Groundwater Extractions (Continued) 62 Central Basin Watermaster – November 2025 Appendix A – Groundwater Extractions – 2024 – 2025 4115 – Rockview Dairies, Inc. JUL AUG SEPT OCT NOV DEC JAN FEB MAR APR MAY JUN TOTAL SWN/Owner No. 14.42 14.14 14.40 14.84 14.31 12.83 13.21 13.99 13.81 13.30 14.86 12.25 166.36 003S012W05C009S/NEW3 14.42 14.14 14.40 14.84 14.31 12.83 13.21 13.99 13.81 13.30 14.86 12.25 166.36 4150 – Roman Catholic Archbishop of Los Angeles JUL AUG SEPT OCT NOV DEC JAN FEB MAR APR MAY JUN TOTAL SWN/Owner No. 32.44 45.76 40.31 33.09 17.27 21.35 8.23 7.19 16.31 24.42 29.50 36.25 312.12 002S012W06K010S/Service Yard #4 32.44 45.76 40.31 33.09 17.27 21.35 8.23 7.19 16.31 24.42 29.50 36.25 312.12 4330 – San Gabriel Valley Water Company JUL AUG SEPT OCT NOV DEC JAN FEB MAR APR MAY JUN TOTAL SWN/Owner No. 295.76 302.26 275.47 263.34 251.48 248.20 243.46 198.57 217.21 242.03 267.29 276.96 3,082.03 002S011W19F007S/W-6C 168.83 201.74 104.46 11.77 15.80 0.29 0.48 1.81 0.32 6.01 1.19 47.84 560.54 002S011W19F008S/W-6D 126.93 100.52 171.01 251.57 235.68 247.91 242.98 196.76 216.89 236.02 266.10 229.12 2,521.49 4335 – Santa Fe Springs, City of JUL AUG SEPT OCT NOV DEC JAN FEB MAR APR MAY JUN TOTAL SWN/Owner No. 102.02 408.71 98.21 102.33 98.55 100.56 101.13 91.17 97.58 100.46 134.10 129.10 1,563.92 002S011W07D010S/CB-1 102.02 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 102.02 002S011W07D010S/CB-1 0.00 0.00 98.21 102.33 98.55 100.56 101.13 91.17 97.58 100.46 134.10 129.10 1,053.19 003S011W21B004S/12 0.00 408.71 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 408.71 4349 – Scantlebury, Robert P. JUL AUG SEPT OCT NOV DEC JAN FEB MAR APR MAY JUN TOTAL SWN/Owner No. 0.00 0.00 0.12 0.00 0.00 0.25 0.00 0.00 0.05 0.00 0.00 0.14 0.56 003S011W07N001S/1 0.00 0.00 0.12 0.00 0.00 0.25 0.00 0.00 0.05 0.00 0.00 0.14 0.56 Central Basin Watermaster November 2025 Appendix A – Groundwater Extractions (Continued) 63 Central Basin Watermaster – November 2025 Appendix A – Groundwater Extractions – 2024 – 2025 4450 – Signal Hill, City of JUL AUG SEPT OCT NOV DEC JAN FEB MAR APR MAY JUN TOTAL SWN/Owner No. 81.90 55.00 65.88 55.81 28.75 54.31 62.48 102.54 106.01 74.78 89.77 98.04 875.27 003S012W31B001S/7 81.56 54.85 65.66 55.72 28.25 54.20 62.32 40.66 40.88 74.65 89.56 96.87 745.18 004S012W20M001S/9 0.34 0.15 0.22 0.09 0.50 0.11 0.16 61.88 65.13 0.13 0.21 1.17 130.09 4590 - South Gate, City JUL AUG SEPT OCT NOV DEC JAN FEB MAR APR MAY JUN TOTAL SWN/Owner No. 746.46 766.52 722.30 691.18 647.72 622.30 623.80 547.29 629.86 638.60 694.39 698.90 8,029.32 002S012W31Q003S/24 139.39 141.58 145.63 119.54 127.63 133.43 136.07 128.17 139.50 131.13 130.39 24.17 1,496.63 002S013W34A003S/29 183.38 182.79 167.95 178.97 173.23 176.42 178.81 162.41 176.02 168.77 170.45 161.28 2,080.48 002S013W34Q003S/26 0.00 0.00 0.00 0.00 8.40 5.30 0.00 16.27 85.37 45.42 22.86 68.90 252.52 002S013W34R001S/27 142.69 145.42 135.25 120.13 135.23 44.21 64.80 4.12 0.00 66.64 114.07 87.78 1,060.34 002S013W35A002S/28 130.15 133.71 119.55 127.09 132.85 129.14 135.71 126.76 124.72 116.07 141.90 144.80 1,562.45 003S012W06D001S/13 0.00 0.00 0.00 0.24 0.00 0.00 0.08 0.00 0.00 0.07 0.00 0.00 0.39 003S012W06D002S/14 0.24 0.00 0.00 0.26 0.00 0.00 0.17 0.00 0.00 0.00 0.00 0.00 0.67 003S012W06D003S/18 0.16 0.00 0.00 0.18 0.00 0.00 0.31 0.00 0.00 0.13 0.00 0.00 0.78 003S012W06D004S/19 150.45 163.02 153.92 144.77 70.38 133.80 107.85 109.56 104.25 110.37 114.72 211.97 1,575.06 4540 – South Montebello Irrigation District JUL AUG SEPT OCT NOV DEC JAN FEB MAR APR MAY JUN TOTAL SWN/Owner No. 156.97 162.00 151.74 141.64 121.68 128.27 126.61 107.63 123.02 121.44 136.89 138.16 1,616.05 002S012W13D007S/5 24.53 31.73 25.15 9.45 8.25 3.02 0.00 0.00 0.00 0.00 0.00 0.00 102.13 002S012W14B008S/3 120.84 127.78 126.59 51.24 37.12 95.00 55.16 58.73 93.11 90.68 57.81 58.29 972.35 002S012W15J004S/6 11.60 2.49 0.00 80.95 76.31 30.25 71.45 48.90 29.91 30.76 79.08 79.87 541.57 002S012W22G002S/7 156.97 162.00 151.74 141.64 121.68 128.27 126.61 107.63 123.02 121.44 136.89 138.16 1,616.05 Central Basin Watermaster November 2025 Appendix A – Groundwater Extractions (Continued) 64 Central Basin Watermaster – November 2025 Appendix A – Groundwater Extractions – 2024 – 2025 4300 – St John Bosco School JUL AUG SEPT OCT NOV DEC JAN FEB MAR APR MAY JUN TOTAL SWN/Owner No. 4.10 0.00 0.00 0.00 0.00 0.00 0.05 0.00 0.00 0.00 0.00 0.00 4.15 3S/12W-15K03S/15HP 4.10 0.00 0.00 0.00 0.00 0.00 0.05 0.00 0.00 0.00 0.00 0.00 4.15 4810 – Suburban Water Systems JUL AUG SEPT OCT NOV DEC JAN FEB MAR APR MAY JUN TOTAL SWN/Owner No. 257.62 222.58 241.60 247.89 207.80 248.76 249.24 206.80 243.17 217.84 212.46 171.81 2,727.57 003S011W22L003S/409/W3 142.96 124.27 136.91 136.18 104.16 145.02 145.68 120.26 141.14 124.76 130.53 135.78 1,587.65 003S011W27L001S/410 80.66 77.59 73.43 74.94 71.42 68.65 67.55 59.77 64.05 60.44 52.69 0.00 751.19 003S013W15G001S/3 34.00 20.72 31.26 36.77 32.22 35.09 36.01 26.77 37.98 32.64 29.24 36.03 388.73 4980 – Tract 180 Mutual Water Company JUL AUG SEPT OCT NOV DEC JAN FEB MAR APR MAY JUN TOTAL SWN/Owner No. 108.99 112.04 105.65 107.28 100.79 100.66 100.48 87.82 94.91 97.07 104.00 101.07 1,220.76 2S/13W-25H06S/6 0.01 0.20 31.60 51.83 55.90 51.10 50.27 43.32 46.92 49.45 51.64 56.57 488.81 2S/13W-25H08S/5 108.98 111.84 74.05 55.45 44.89 49.56 50.21 44.50 47.99 47.62 52.36 44.50 731.95 4990 – Tract 349 Mutual Water Company JUL AUG SEPT OCT NOV DEC JAN FEB MAR APR MAY JUN TOTAL SWN/Owner No. 58.43 57.74 54.33 56.41 51.98 55.08 51.18 44.54 49.99 53.65 52.92 54.27 640.52 002S012W31D001S/3 002S013W25D006S/Well No.4 0.67 1.01 0.65 0.87 0.87 0.83 21.88 44.54 49.99 7.97 0.79 0.73 130.80 57.76 56.73 53.68 55.54 51.11 54.25 29.30 0.00 0.00 45.68 52.13 53.54 509.72 5460 – Vernon, City of JUL AUG SEPT OCT NOV DEC JAN FEB MAR APR MAY JUN TOTAL SWN/Owner No. 401.15 407.55 402.56 395.99 372.85 370.30 386.10 340.80 363.80 376.75 396.89 386.17 4,600.91 002S013W10P005S/11 142.50 146.01 140.90 146.03 141.67 146.41 151.12 129.65 130.86 132.21 138.95 132.98 1,679.29 002S013W13H002S/20 87.41 82.36 77.31 46.99 79.91 82.49 82.47 57.14 82.37 79.76 82.47 81.35 922.03 002S013W14E003S/22 107.23 105.53 82.27 59.05 69.30 57.39 87.30 97.64 95.60 92.40 96.04 92.54 1,042.29 Central Basin Watermaster November 2025 Appendix A – Groundwater Extractions (Continued) 65 Central Basin Watermaster – November 2025 Appendix A – Groundwater Extractions – 2024 – 2025 5460 – Vernon, City of JUL AUG SEPT OCT NOV DEC JAN FEB MAR APR MAY JUN TOTAL SWN/Owner No. 401.15 407.55 402.56 395.99 372.85 370.30 386.10 340.80 363.80 376.75 396.89 386.17 4,600.91 002S013W14H004S/15 64.01 73.65 81.45 66.27 60.17 63.49 65.21 56.37 54.97 72.38 79.43 79.30 816.70 002S013W15P011S/9 0.00 0.00 20.63 77.65 21.80 20.52 0.00 0.00 0.00 0.00 0.00 0.00 140.60 5490 – Virginia Country Club JUL AUG SEPT OCT NOV DEC JAN FEB MAR APR MAY JUN TOTAL SWN/Owner No. 39.91 45.19 30.62 23.35 16.89 10.00 12.34 7.01 12.68 21.91 31.99 38.17 290.06 004S013W12E010S/VIR2 0.04 0.04 0.04 0.03 0.03 0.02 0.02 0.02 0.03 0.04 0.04 0.05 0.40 004S013W12M006S/TEX1 39.87 45.15 30.58 23.32 16.86 9.98 12.32 6.99 12.65 21.87 31.95 38.12 289.66 5917- WRD, Vernon Site (NCWUP) JUL AUG SEPT OCT NOV DEC JAN FEB MAR APR MAY JUN TOTAL SWN/Owner No. 0.00 0.00 24.59 0.00 0.00 22.82 0.00 0.00 20.51 0.00 0.00 14.30 82.22 002S/13W10F99S 0.00 0.00 24.59 0.00 0.00 22.82 0.00 0.00 20.51 0.00 0.00 14.30 82.22 5610 – Walnut Park Mutual Water Company JUL AUG SEPT OCT NOV DEC JAN FEB MAR APR MAY JUN TOTAL SWN/Owner No. 96.36 97.91 93.88 90.85 83.05 81.13 63.72 19.72 79.92 82.31 89.96 89.34 968.15 002S013W27B020S/10 35.44 31.99 40.85 23.38 0.00 0.00 3.48 4.33 28.81 29.38 32.87 37.50 268.03 002S013W27B022S/11 29.65 27.98 35.19 44.47 48.23 50.28 16.95 2.23 28.81 29.46 34.18 27.43 374.86 002S013W27B024S/12 31.27 37.94 17.84 23.00 34.82 30.85 43.29 13.16 22.30 23.47 22.91 24.41 325.26 5670 – Whittier Union High School District JUL AUG SEPT OCT NOV DEC JAN FEB MAR APR MAY JUN TOTAL SWN/Owner No. 2.64 4.06 3.20 0.73 0.00 1.80 1.32 0.33 0.74 2.03 0.00 4.50 21.35 2S/11W-32J04S/SH550 2.64 4.06 3.20 0.73 0.00 1.80 1.32 0.33 0.74 2.03 0.00 4.50 21.35 Central Basin Watermaster November 2025 Appendix A – Groundwater Extractions (Continued) 66 Central Basin Watermaster – November 2025 Appendix A – Groundwater Extractions – 2024 – 2025 5660 – Whittier, City of JUL AUG SEPT OCT NOV DEC JAN FEB MAR APR MAY JUN TOTAL SWN/Owner No. 492.41 481.41 452.99 476.92 461.98 471.79 461.68 407.20 456.20 502.10 585.91 601.48 5,852.07 002S011W05N004S/14 256.61 247.35 228.52 242.07 234.25 236.64 242.89 216.66 190.09 58.51 161.05 192.37 2,507.01 002S011W07C005S/CB-2 0.12 0.12 14.93 0.62 0.09 0.12 0.30 0.78 57.66 246.63 252.51 243.38 817.26 002S011W07D010S/CB-1 235.68 233.94 209.54 234.23 227.64 235.03 218.49 189.76 208.45 196.96 172.35 165.73 2,527.80 November 2025
Appendix B – Succession of Allowed Pumping Allocations – 2024 – 2025 67 Appendix B
Successions of Allowed Pumping Allocations
as of
June 2025
Central Basin Watermaster
102 Central Basin Watermaster – November 2025
Appendix C
Parties to the Third Amended Judgment and Water Rights Holders as of
June 2025
November 2025
Appendix C- Parties to the Third Amended Judgment & Water Rights Holders– 2024 – 2025 103 ABC Unified School District
American Textile Maintenance Company
Angeles Abbey Memorial Park, Inc
Aqua Capital Management LP
Arco Metals Co. American Brass
Artesia Cemetery District
Artesia, City of
Artesia Ice
Atkinson Brick Company
Atlantic Richfield Company
Atlas Iron & Metal Co.
Automobile Club of Southern California
Baker Commodities Inc
Bell Gardens, City of
Bellflower Home Garden Water Company
Bellflower Unified School District
Bellflower, City of
Bellflower-Somerset Mutual Water Company
Boy Scouts of America, Long Beach Area
Buell, Mary Dolores
California-American Water Company
California-Domestic Water Company
State of California, Caltrans
California Water Service Company (East LA)
California Water Service Company (Dominguez)
Central Basin Municipal Water District
Cerritos, City of
Cerritos Community College District
Chang, I-Hsin and Associates
Chevron USA, Inc
Coast Packing Company
Commerce, City of
Compton, City of
Compton Unified School District
Corning Trust
Crandell, F.J.
Darling-Delaware Company, Inc
Dolan, J.E., P.A., & T.P.
Downey, City of
EcoGas, Inc.
El Rancho Unified School District
Emoto, John H.
Equilon Enterprises, LLC
Exide Technologies
Farmers & Merchants Trust Co. of Long Beach
Flesch, Elizabeth, et al
Footbridge 1 Trust
Ford Motor Company
Forestar (USA) Real Estate Group Inc
Frampton, Harvey
Frampton, William H.
Furr, Nancy
Golden State Water Company
Gordon, Robert E
Grant, John
Graham, Hugh W. or Marcia K., Trustees
Harada Brothers
Hathaway, Jesse R.
Hathaway, Merrie F.
Hathaway, Richard F., Jr.
Hathaway, William A
Hathaway, Loline
Hoke, Barbara and Rosing, Nancy
Hoke, Barbara
Huntington Park, City of
Inglewood Park Cemetery
Jones Company, The
Kotake, Masao
LA Brickyard, LLC
La Habra Heights County Water District
Lakewood, City of
Liberty Utilities (Park Water Company)
Lincoln Memorial Park, Inc
Little Lake Cemetery District
Long Beach, City of
Los Angeles, City of - Dept. of Water & Power
Los Angeles County Rancho Los Amigos
Lunday-Thagard Oil Company
Lussman, Paul H., Jr., et al
Lynwood, City of
Lynwood Park Mutual Water Company
Margulies, Kathryn and Schwartz, Jon
Martin, Mary
Maywood Mutual Water Company No 1
Maywood Mutual Water Company No 2
Maywood Mutual Water Company No 3
November 2025
104 Central Basin Watermaster – November 2025
Mellano, G., et al
Metro Water Systems
Mitsuuchi, Mary F. Trust
Montebello, City of
Montebello Land and Water Company
Nancy Dee Keane Living Trust
New England Mutual Life Insurance Company
Newark Group, Inc, The
Northrop Grumman Systems Corporation
Norwalk, City of
Norwalk-La Mirada Unified School District
ONK Farms
Omega OU1 OU3 LLC
Omega OU2, LLC
Oltmans Construction Company
Orchard Dale Water District
OU2 Environmental Remediation Trust
PABCO Building Products, LLC
Paradise Memorial Park
Paramount, City of
Paramount Unified School District
Patrician Associates Inc/Majestic Realty Company
Petersburg, L.P.
Pico Boys Baseball, Inc
Pico Rivera, City of
Pico Water District
Puente Basin Water Agency
Randall, Villis Family Trust
Rippy, Francine
Rockview Dairies, Inc
Rocky Mountain Industries, Inc
Roman Catholic Archbishop of Los Angeles
Rosales, Elvira C
Rosing, L.S. Trust and P. Schwartz
Rosing, Nancy
Rowland Water District
Parties that are bold signify water rights holder
St. John Bosco School
San Gabriel Valley Water Company
Santa Fe Springs, City of
Sativa- Los Angeles County Water District
Scantlebury, Robert P.
September Properties LLC
Signal Hill, City of
Simmons Survivor’s Trust
South Gate, City of
South Montebello Irrigation District
Southern California Edison Company
Statewide Stations, Inc
Suburban Water Systems
Taurek, Mary
Tesoro Logistics Operations
Tesoro Refining & Marketing Company LLC
Tract No. 180 Mutual Water Company
Tract No. 349 Mutual Water Company
Tucker, W. and/or Bobby Robertson
Vangrootheest, Ernest A
Vernon, City of
Virginia Country Club
Walnut Park Mutual Water Company
WEMS, Inc
Whittier, City of
Whittier Union High School District
Wolfsberger, Helen and Christine Joseph
Yamamoto, George and Alice
Zane Living Trust
Non-Parties w/ Water Rights
Baker, Mary
Metz, Julee Margulies, Jon Schwartz and Darrin
Margulies Trust
Blakslee Trust
1 November 2025
Appendix D- Erratum of the Central Basin Watermaster Annual Report for 2023-2024 105 Appendix D
Erratum of the Central Basin Watermaster Annual Report for 2023-2024 as of
June 2025
Central Basin Watermaster
106 Central Basin Watermaster – November 2025
Report Page No. Original Text [Error Type] Correction
22 Table 6- Historical Storage Summary [Typo]
Year 2023-24 (last row)
Water Extracted From Storage
ISA- 13,722.50
Total Extracted From Storage-24,416.84
Storage Balance
ISA- 43,527.23
Total Storage Balance- 87,104.37
Available Adjudicated Storage Capacity
ISA- 65,222.77
Total- 132,895.63
Table 6- Historical Storage Summary
Year 2023-24 (last row)
Water Extracted From Storage
ISA- 13,772.50
Total Extracted From Storage-24,466.84
Storage Balance
ISA- 43,477.23
Total Storage Balance- 87,054.37
Available Adjudicated Storage Capacity
ISA- 65,272.77
Total- 132,945.63
Appendix 7-1
2024 Annual Water Quality Report
CITY OF SIGNAL HILL
2024 CONSUMER CONFIDENCE REPORT
Since 1991, California water utilities have been providing information on water served to its consumers. This report, prepared May 2025, is a snapshot of the tap water quality that we provided last year. Included are details about where your water comes from, how it is tested, what is in it, and how it compares with state and federal limits. We strive to keep you informed about the quality of your water, and to provide a reliable and economic supply that meets all regulatory
requirements.
Where Does My Tap Water Come From?
Your tap water
comes from 2
sources:
groundwater
and surface
water. We
pump
groundwater
from local,
deep wells.
We also use
Metropolitan
Water District
of Southern
California’s
(MWD) surface
water from
both the Colorado River and the State Water Project in
northern California. These water sources supply our service area shown on the adjacent map. The quality of our
groundwater and MWD’s surface water supplies is presented in this report.
How is My Drinking Water Tested?
Your drinking water is tested regularly for unsafe levels of chemicals, radioactivity and bacteria at the source and in the distribution system. We test weekly, monthly, quarterly, annually or less often depending on the substance. State and federal laws allow us to test some substances less than once per year because their levels do not change frequently. All water quality tests are conducted by specially trained technicians in state-certified laboratories.
What Are Drinking Water Standards?
The U.S Environmental Protection Agency (USEPA) limits the amount of certain substances allowed in tap water. In California, the State Water Resources Control Board (State Water Board) regulates tap water quality by enforcing limits that are at least as stringent as the Federal EPA’s. Historically, California limits are more stringent than the Federal ones.
There are two types of these limits, known as standards.
Primary standards protect you from substances that could potentially affect your health. Secondary standards regulate substances that affect the aesthetic qualities of water.
Regulations set a Maximum Contaminant Level (MCL) for each of the primary and secondary standards. The MCL is the highest level of a substance that is allowed in your drinking water.
Public Health Goals (PHGs) are set by the California
Environmental Protection Agency. PHGs provide more
information on the quality of drinking water to customers, and are similar to their federal counterparts, Maximum Contaminant Level Goals (MCLGs). PHGs and MCLGs are advisory levels that are nonenforceable. Both PHGs and MCLGs are
concentrations of a substance below which there are no known or expected health risks.
How Do I Read the Water Quality Table?
Although we test for over 100 substances, regulations require us to report only those found in your water. The first column of the water quality table lists substances detected in your water.
The next columns list the average concentration and range of concentrations found in your drinking water. Following are columns that list the MCL and PHG or MCLG, if appropriate.
The last column describes the likely sources of these
substances in drinking water.
To review the quality of your drinking water, compare the highest concentration and the MCL. Check for substances greater than the MCL. Exceedence of a primary MCL does not usually
constitute an immediate health threat. Rather, it requires testing the source water more frequently for a short duration. If test results show that the water continues to exceed the MCL, the water must be treated to remove the substance, or the source must be removed from service.
Why Do I See So Much Coverage in the News
About the Quality Of Tap Water?
The sources of drinking water (both tap water and bottled water) include rivers, lakes, streams, ponds, reservoirs, springs and wells. As water travels over the surface of the land or through the ground, it dissolves naturally occurring minerals and, in some cases, radioactive material, and can pick up substances resulting from the presence of animals or from human activity.
Contaminants that may be present in source water include:
Microbial contaminants, including viruses and bacteria, that may come from sewage treatment plants, septic
systems, agricultural livestock operations, and wildlife; Inorganic contaminants, such as salts and metals, that can be naturally-occurring or result from urban stormwater
runoff, industrial or domestic wastewater discharges, oil and gas production, mining or farming;
Pesticides and herbicides, which may come from a variety of sources such as agriculture, urban stormwater runoff, and residential uses;
Organic chemical contaminants, including synthetic and
volatile organic chemicals, that are byproducts of industrial processes and petroleum production, and can also come
from gas stations, urban stormwater runoff, agricultural application, and septic systems;
Radioactive contaminants, which can be naturally
occurring or be the result of oil and gas production and mining activities.
In order to ensure that tap water is safe to drink, the USEPA and the State Water Resources Control Board (State Water Board) prescribe regulations that limit the amount of certain
contaminants in water provided by public water systems. U.S.
Food and Drug Administration regulations and California law also establish limits for contaminants in bottled water that provide the same protection for public health.
Drinking water, including bottled water, may reasonably be expected to contain at least small amounts of some
contaminants. The presence of contaminants does not
necessarily indicate that water poses a health risk. More information about contaminants and potential health effects can be obtained by calling the USEPA’s Safe Drinking Water Hotline (1-800-426-4791). You can also get more information on tap water by logging on to these helpful web sites:
https://www.epa.gov/ground-water-and-drinkingwater/safe-drinking-water-information (USEPA’s web site)
http://www.waterboards.ca.gov/drinking_water/certl
ic/drinkingwater/Chemicalcontaminants.html
(State Board web site)
If present, elevated levels of lead can cause serious health problems, especially for pregnant women and young children.
Lead in drinking water is primarily from materials and
components associated with services lines and home plumbing.
The City of Signal Hill is responsible for providing high quality drinking water, but cannot control the variety of materials used in plumbing components. When your water has been sitting for several hours, you can minimize the potential for lead exposure by flushing your tap for 30 seconds to 2 minutes before using water for drinking or cooking. If you are concerned about lead in your water, you may wish to have your water tested.
Information on lead in drinking water, testing methods, and steps you can take to minimize exposure is available from the Safe Drinking Water Hotline or at http://www.epa.gov/lead. Should I Take Additional Precautions? Some people may be more vulnerable to contaminants in
drinking water than the general population.
Immunocompromised persons such as persons with cancer
undergoing chemotherapy, persons who have undergone organ transplants, people with HIV/AIDS or other immune system disorders, some elderly, and infants can be particularly at risk from infections. These people should seek advice about
drinking water from their health care providers. The
USEPA/Centers for Disease Control guidelines on appropriate means to lessen the risk of infection of Cryptosporidium and other microbial contaminants are available from the USEPA’s Safe Drinking Water Hotline (1-800-426-4791).
Source Water Assessment
MWD completed an assessment of its Colorado River and State Water Project supplies in 2002. Colorado River supplies are considered most vulnerable to recreation, urban/storm water runoff, increasing urbanization in the watershed, and
wastewater. State Water Project supplies are considered most vulnerable to urban/storm water runoff, wildlife, agriculture, recreation and wastewater. A copy of the assessment can be obtained by contacting MWD at (213) 217-6450.
The City of Signal Hill conducted an assessment of its
groundwater supplies in January 2003. Groundwater supplies are considered most vulnerable to chemical/petroleum
processing/storage, metal plating/finishing/fabricating, dry cleaners, automobile gas stations, automobile body shops, automobile repair shops, junk/scrap/salvage yards, and
plastics/synthetics producers. A copy of the approved
assessment may be obtained by contacting the City of Signal Hill Water Department at (562) 989-7251 or at
www.cityofsignalhill.org. How Can I Participate in Decisions On Water Issues That Affect Me?
The public is welcome to attend our City Council meetings held the second and fourth Tuesdays of each month at 7:00 p.m. at 2175 Cherry Avenue, Signal Hill, CA 90755
How Do I Contact My Water Agency If I Have Any
Questions About Water Quality?
If you have specific questions about your tap water quality, please contact Tanner Hiers at (562) 355-9160.
Some Helpful Water Conservation Tips
Fix leaky faucets in your home – save up to 20 gallons
every day for every leak stopped
Save between 15 and 50 gallons each time by only
washing full loads of laundry
Adjust your sprinklers so that water lands on your
lawn/garden, not the sidewalk/driveway – save 500
gallons per month
Use organic mulch around plants to reduce evaporation – save hundreds of gallons a year
Visit http://www.epa.gov/watersense for more
information.
Visit us at www.cityofsignalhill.org
PRIMARY STANDARDS MONITORED AT THE SOURCE-MANDATED FOR PUBLIC HEALTH ORGANIC TREATED GROUNDWATER MWD'S SURFACE WATER PRIMARY MCLG MAJOR SOURCES IN DRINKING WATER CHEMICALS (µg/l) (a) AVERAGE RANGE AVERAGE RANGE MCL or PHG ND ND ND ND 1 0.15 Discharge from plastics, dyes, and nylon factories; leaching from gas storage tanks and landfills. Some people who use water containing benzene in excess of MCL over many years may experience anemia or a decrease in blood platelets, and may have an increased risk of getting cancer. INORGANICS Sampled from 2022 to 2024 (b) Aluminum (mg/l) ND ND 0.05 ND - 0.15 1 0.6 (c) Erosion of natural deposits; residue from surface water treatment processes Arsenic (µg/l) (d) 2.2 0.9 - 3.5 ND ND 10 0.004 Erosion of natural deposits; glass/electronics production wastes; runoff from orchards. Some people who drink water containing arsenic in excess of the MCL over many years may experience skin damage or circulatory system problems, and may have an increased risk of getting cancer. Barium (mg/l) 0.027 0.007 - 0.048 ND ND 1 2 (c) Oil drilling waste and metal refinery discharge; erosion of natural deposits Fluoride (mg/l) (l) 0.4 0.35 - 0.40 0.70 0.6 - 0.8 2.0 1 (c) Erosion of natural deposits, water additive that promotes strong teeth Nitrate (mg/l as N) ND ND ND ND 10 10 (c) Runoff and leaching from fertilizer use/septic tanks/sewage, natural erosion (m) 0.1 0.08 - 0.11 ND ND 10 0.02 Discharge from electroplating factories, leather tanneries, wood preservation, chemical synthesis, refractory production, and textile manufacturing facilities; erosion of natural deposits. RADIOLOGICAL - (pCi/l) (Results are from 2022-2024) (b) Gross Alpha 1.3 ND - 4.0 ND ND - 5.0 15 (f) 0 Erosion of natural deposits Gross Beta NA NA 2.0 ND - 5.0 50 0 Decay of natural and man-made deposits Radium 226 ND ND ND ND 0.05 Erosion of natural deposits Radium 228 ND ND ND ND 0.019 Erosion of natural deposits Uranium 0.22 0.16 - 0.26 0.5 ND - 3.0 20 (f) 0.43 (c) Erosion of natural deposits PRIMARY STANDARDS MONITORED IN THE DISTRIBUTION SYSTEM - MANDATED FOR PUBLIC HEALTH DISTRIBUTION SYSTEM PRIMARY MCLG MICROBIALS (m) MCL or PHG Total Coliform Bacteria < 1 positive 0 Naturally present in the environment Fecal Coliform and E.Coli Bacteria 0 0 Human and animal fecal waste No. of Acute Violations - - DISTRIBUTION SYSTEM PRIMARY MCLG MCL or PHG Turbidity (NTU) TT - Soil runoff DISINFECTION BY-PRODUCTS (f) DISTRIBUTION SYSTEM PRIMARY MCLG AND DISINFECTION RESIDUALS MCL or PHG Total Trihalomethanes-TTHMS (µg/l) 80 - By-product of drinking water chlorination Haloacetic Acids (µg/l) 60 - By-product of drinking water disinfection Total Chlorine Residual (mg/l)) 4.0 (h) 4.0 (i) Drinking water disinfectant added for treatment AT THE TAP ACTION MCLG PHYSICAL CONSTITUENTS LEVEL 30 sites sampled in 2024 AL or PHG Copper (mg/l) 1.3 AL 0.3 (c) Internal corrosion of household plumbing, erosion of natural deposits Lead (µg/l) 15 AL 2 (c) Internal corrosion of household plumbing, industrial manufacturer discharges Sampled in 2024 00 0.2 0.0 90%ile (j) 0.01 - 3.38 DISTRIBUTION SYSTEM 0.6 # OF SITES ABOVE THE AL 0 Benzene (ug/l) (l) 11.0 0.0 - 13.4 0 9.0 - 54.7 0.28 ND - 0.84 31.5 Hexavalent Chromium (ug/l) 5 (e) The State allows monitoring for some contaminants less than once per year because the concentrations of these contaminants do not change frequently. Some of the data, though representative, are more than one year old. CITY OF SIGNAL HILL Results are from the most recent testing performed in accordance with state and federal drinking water regulations 2024 CONSUMER CONFIDENCE REPORT RANGE OF # POSITIVE AVERAGE # POSITIVE 0.00 0 0 RANGE HIGHEST RUNNING AVERAGE RANGE AVERAGE
SECONDARY STANDARDS MONITORED AT THE SOURCE-FOR AESTHETIC PURPOSES Sampled from 2022 to 2024 TREATED GROUNDWATER MWD'S SURFACE WATER SECONDARY MCLG AVERAGE RANGE AVERAGE RANGE MCL or PHG Aggressiveness Index (corrosivity) 12.3 12.2 - 12.3 12.3 12.1 - 12.6 Non-corrosive - Natural/industrially-influenced balance of hydrogen/carbon/oxygen in water Aluminum (µg/l) (k) ND ND 47 ND - 150 200 600 (c) Erosion of natural deposits, surface water treatment process residue Chloride (mg/l) 80 20 - 140 105 96 - 116 500 - Runoff/leaching from natural deposits, seawater influence Color (color units) (l) 1.1 1.0 - 4.0 1.5 1.0 - 2.0 15 - Naturally-occurring organic materials Specific Conductance (uS/cm) 591.4 370 - 890 987.5 888 - 1080 1,600 - Substances that form ions when in water, seawater influence Iron (µg/l) (d) 20.6 ND - 81.0 ND ND 300 - Leaching from natural deposits, industrial wastes Manganese (µg/l) (d) 0.2 ND - 12.0 ND ND 50 - Leaching from natural deposits Odor (threshold odor number) (l) 1.1 1.0 - 2.0 0.5 ND - 1.0 3 - Naturally-occurring organic materials. Sulfate (mg/l) 16.5 5.0 - 28.0 224.5 196 - 253 500 - Runoff/leaching from natural deposits, industrial wastes Total Dissolved Solids (mg/l) 337.1 200 - 480 626.5 556 - 690 1,000 - Runoff/leaching from natural deposits Turbidity (NTU) 0.91 0.1 - 1.4 ND ND 5 - Soil runoff SECONDARY STANDARDS MONITORED IN THE DISTRIBUTION SYSTEM-FOR AESTHETIC PURPOSES GENERAL SECONDARY MCLG PHYSICAL CONSTITUENTS MCL or PHG Color (color units) 15 - Naturally-occurring organic materials Odor (threshold odor number) 3 - Naturally-occurring organic materials ADDITIONAL CHEMICALS OF INTEREST FOOTNOTES Sampled from 2022 to 2024 TREATED GROUNDWATER MWD'S SURFACE WATER (a) Over 50 regulated and unregulated organic chemicals were analyzed. AVERAGE RANGE AVERAGE RANGE (b) Indicates dates sampled for groundwater sources only. Alkalinity (mg/l) 145 140 - 150 116 105 - 127 Boron (µg/l) NA NA 140 140.0 federal Maximum Contaminant Level Goals (MCLGs). Calcium (mg/l) 26.7 21.2 - 32.0 68.0 58 - 78 NA NA 78.5 77 - 80 Lithium (ug/l) NA NA 40 32 - 47 (e) State MCL is 5 pCi/L for combined Radium-226 and -228. Magnesium (mg/l) 3.2 2.5 - 3.9 26 22 - 29 (f) MCL compliance based on 4 consecutive quarters of sampling. N-Nitrosodimethylamine (NDMA) (ng/l) NA NA ND ND - 3.0 (g) Running annual average used to calculate average, range, and MCL compliance. pH (standard unit) 8.3 8.1 - 8.4 8.2 8.2 (h) Maximum Residual Disinfectant Level (MRDL) Potassium (mg/l) 2.1 1.9 - 2.2 4.95 4.4 - 5.4 (i) Maximum Residual Disinfectant Level Goal (MRDLG) Sodium (mg/l) 79 48 - 110 104 90 - 117 (j) 90th percentile from the most recent sampling at selected customer taps. Total Hardness (mg/l) 79.1 69.2 - 89 271 235 - 305 (k) Aluminum has primary and secondary standards. Total Organic Carbon (mg/l) NA NA 2.4 2.0 - 2.6 Vandium (ug/l) NA NA ND ND - 3.0 ABBREVIATIONS (<) = less than NA = constituent not analyzed ND = constituent not detected at the reporting limit mg/l = milligrams per liter or parts per million (equivalent to 1 drop in 42 gallons) NTU = nephelometric turbidity units pCi/l = picoCuries per liter ng/l = nanograms per liter or parts per trillion (equivalent to 1 drop in 42,000,000 gallons) SI = saturation index uS/cm = microSiemens per centimeter µg/l = micrograms per liter or parts per billion (equivalent to 1 drop in 42,000 gallons) (m) Hexavalent Chromium (CR-6) was detected in several wells in 2024. Pursuant to the Detection (d) Limits for Purposes of Reporting (DLRs), the DLR for Hexavalent Chromium is 0.0001 mg/L or 0.1 ug/L. City of Signal Hill monitored for Hexavalent Chromium and has not exceeded the annual running average of 10 ug/l. While your drinking water meets the federal and state standard for arsenic, it does contain low levels of arsenic. The arsenic standard balances the current understanding of arsenic's possible health effects against the costs of removing arsenic from drinking water. The US Environmental Protection Agency continues to research the health effects of low levels of arsenic, which is a mineral known to cause cancer in humans at high concentrations and is linked to other health effects such as skin damage and circulatory problems. For this well system, the filtration treatment (c) technique is used to remove arsenic, iron, and manganese from the water prior to distribution. The data located on the water quality table is representative from the City's treated groundwater and MWD's treated surface water. Water after treatment is in compliance and below the MCL. California Public Health Goal (PHG). Other advisory levels listed in this column are Chlorate (ug/l) (l) This well system uses treatment for benzene, color and odor for one of the wells prior to distribution. The data located on the water quality table is representative prior to the distribution system in 2024. Water after treatment is in compliance. DISTRIBUTION SYSTEMND - 1.0 ND - 1.0 1.0 1.0 RANGE AVERAGE DEFINITIONS Public Health Goal (PHG): The level of a contaminant in drinking water below which there is no known or expected risk to health. PHGs are set by the California Environmental Protection Agency. Treatment Technique (TT): A required process intended to reduce the level of a contaminant in drinking water. Regulatory Action Level (AL): The concentration of a contaminant which, if exceeded, triggers treatment or other requirements that a water system must follow. Primary Drinking Water Standards (PDWS): MCLs and MRDLs for contaminants that affect health along with their monitoring and reporting requirements, and water treatment requirements. Variances and Exemptions: State Water Board permission to exceed an MCL or not comply with a treatment technique under certain conditions. AVERAGE RANGE 15.9 ND - 58 9.0 ug/l Maximum Contaminant Level Goal (MCLG): Lithium (ug/l) The level of a contaminant in drinking water below which there is no known or expected risk to health. MCLGs are set by the U.S. Environmental Protection Agency. Notification Level FIFTH UNREGULATED CONTAMINANT MONITORING REGULATION (UCMR 5) : The level at which notification of the public water system governing body is required. A health-based advisory level for an unregulated contaminant. Maximum Residual Disinfectant Level (MRDL): The highest level of a disinfectant allowed in drinking water. There is convincing evidence that addition of a disinfectant is necessary for control of microbial contaminants. Maximum Residual Disinfectant Level Goal (MRDLG): The level of a drinking water disinfectant below which there is no known or expected risk to health. MRDLGs do not reflect the benefits of the use of disinfectants to control micrbial contaminants. UNREGULATED CONTAMINANT MONITORING REGULATION (UCMR-5) The Safe Drinking Water Act requires the Environmental Protection Agency (EPA) to identify unregulated contaminants for potential regulations. Every five years, EPA identifies a list of unregulated contaminants to be monitored for by the nation's water utilities over a three year period. This is occurring in 2023-2025 with the Fifth UCMR (UCMR-5). In 2024, the City of Signal Hill monitored for a total of 30 chemical contaminants from its wells along with a corresponding sampling from the distribution system reflecting water from each well. Once EPA has obtained this occurrence data nationally, they are required to determine if there is a meaningful opportunity for increased health protection of drinking water by regulating these contaminants. The findings from this monitoring are reported in this year's Consumer Confidence Report. Naturally-occurring metal that may concentrate in brine waters; lithium salts are used as pharmaceuticals, used in eletrochemical cells, batteries, and in organic syntheses. Monitored in 2024 Minimum Reporting Level USE OR ENVIRONMENTAL SOURCE Maximum Contaminant Level (MCL): CHEMICALS PARAMETERS The highest level of a contaminant that is allowed in drinking water. Primary MCLs are set as close to the PHGs (or MCLGs) as is economically and technologically feasible. Secondary MCLs are set to protect the odor, taste, and appearance of drinking water. Secondary Water Standards (SDWS): MCLs and MRDLs for contaminants that affect the aesthetic qualities, such as taste, odor, or appearance of the drinking water. Contaminants with SDWSs do not affect the health at the MCL levels.
CIUDAD DE SIGNAL HILL
INFORME DE CONFIANZA DE CONSUMIDOR de 2024
Desde 1991, las agencias proveedoras de recursos hidráulicos de California han emitido información sobre el agua que se provee al consumidor. Este informe, preparado en mayo de 2025, es una instantánea de la calidad del agua del grifo que proporcionamos el año pasado. Nos esforzamos por
mantenerle informado sobre la calidad de su agua, y proveerle un abastecimiento confiable y económico que cumpla con todos los requisitios. ¿De Dónde Proviene el Aqua que Tomo?
Su agua de la llave proviene de 2 fuentes: de las aguas naturales (subterránea) y de aguas superficiales (de los ríos).
Bombeamos aguas naturales de profundos pozos locales.
También usamos agua superficial de la agencia Metropolitan Water District del Sur de California (MWD) importada del Río Colorado y del proyecto State Water Project del Norte de California. Estas dos fuentes de agua nos abastecen en las áreas de servicio que se muestran en el mapa adjunto. Este reporte informa sobre la calidad de nuestra agua subterranea y el abastecimiento del agua superficial del MWD.
¿Cómo Se Analiza Mi Agua Potable?
El agua que toma se analiza regularmente para asegurarnos de que no halla niveles altos de sustancias químicas, de
radioactividad o de bacteria en el sistema de distribución y en las tomas de servicios. Estos análisis se llevan a cabo semanal, mensual, trimestral, y anualmente o con más frecuencia, dependiendo de la sustancia analizada. Bajo las leyes estatales y federales, se nos permite analizar algunas sustancias menos frecuentemente que los periodos anuales porque los resultados no cambian.
¿Cuales Son Los Estándares del Agua Potable?
La Agencia federal de Proteción al Medio Ambiente (USEPA) impone los límites de las cantidades de ciertos contaminantes en el agua potable. En California, la Junta de Control de Recursos Hídricos del Estado (State Water Board) regula la calidad del agua de beber siguiendo normas que sean al menos tan estrictas como las normas federales. Historicamente, los estandares de California han sido más estrictos que los federales.
Hay dos tipos de límites conocidos como estándares. Los estándares primarios lo protegen de sustancias que
potencialmente podrían afectar su salud. Las normas
establecen los Niveles Contaminantes Máximos (MCL, en
inglés) que se permite del contaminante primario o secundario en el agua de beber. Los abastecedores de agua deben
asegurarse de que la calidad de esta cumpla con los Niveles Contaminantes Máximos (o MCLs, en inglés). No todas las sustancias tienen un Nivel Contaminante Máximo. El plomo y el cobre, por ejemplo, son regulados, por cierto nivel de acción.
Si cualquier sustancia química sobrepasa el nivel de acción, se dará la necesidad de un proceso de tratamiento para rebajar los niveles en el agua de beber. Los abastecedores de agua deben cumplir con los Niveles Contaminantes Máximos para asegurar la calidad del agua.
Las Metas para la Salud Pública ( MSP [o PHGs, en inglés]) son establecidas por la agencia estatal de California-EPA. Las PHGs proveen más información con respecto a la calidad del agua, y son similares a los reglamentos federales nombrados Metas para Los Niveles de Contaminante Maximos (MNCM [o MCLGs, en inglés]). Las PHGs y MCLGs son metas a nivel
recomendable. Las PHG y MCLG son ambas definidas como
los niveles de contaminantes en el agua potable por debajo de los niveles donde no se esperan riesgos a la salud y no enforzables. Ambos niveles PHG y MCLG son concentraciones de una sustancia en las que no hay riesgos a la salud aún conocidos.
¿Cómo Interpreto Mi Informe de Calidad del Agua?
Aunque analizamos más de 100 sustancias, las normas nos requireren que reportemos solo aquellas que se encuentran en el agua. La primer columna en la tabla de la calidad de agua muestra la lista de las sustancias detectadas en el agua. La siguiente columna muestra la lista de la concentracion promedio y el rango de concentraciones que se hallan encontrado en el agua que usted toma. En seguida están las listas de el MCL, el PHG y el MCLG, si estos son apropiados. La última columna describe las probables fuentes u origen de las sustancias detectadas en el agua potable.
Para revisar la calidad de su agua de beber, compare los valores por encima del promedio, mínimos y máximos y el Nivel Contaminante Máximo. Revise todos los químicos que se
encuentran por encima del Nivel Contaminante Máximo. Si los químicos sobrepasan el Nivel Contaminante Máximo no
significa que sea detrimental a la salud de inmediato. Más bien, se requiere que se realizen análisis más frecuentemente en el abastecimiento del agua por un corto período. Si los resultados muestran sobrepasar el MCL, el agua debe ser tratada para remover esa sustancia, o el abastecimiento de esta debe decomisionarse.
¿Por Qué Hay Tanta Publicidad Sobre La Calidad Del Agua Potable?
Las fuentes del agua potable (de ambas agua de la llave y agua embotellada) incluye ríos, lagos, arroyos, lagunas, embalses, manantiales, y pozos. Al pasar el agua por la superficie de los suelos o por la tierra, se disuelven minerales que ocurren al natural, y en algunas ocasiones, material radioactivo, al igual que pueden levantar sustancias generadas por la presencia de animales o por actividades humanas.
Entre los contaminantes que puenden existir en las fuentes de agua se incluyen:
Contaminantes microbiales como los viruses y la bacteria, los que pueden venir de las plantas de tratamiento de
aguas negras, de los sistemas sépticos, de las operaciones de ganadería, y de la vida salvaje;
Contaminantes inorgánicos, como las sales y los metales, los cuales pueden ocurrir naturalmente o como resultado del desagüe pluvial, industrial, o de alcantarillado,
producción de gas natural y petróleo, minas y agricultura.
Pesticidas y herbicidas, los cuales pueden venir de varias fuentes tales como la agricultura, del desagüe pluvial, y de usos residenciales;
Contaminantes de otras sustancias químicas orgánicas,
incluyendo químicos orgánicos volátiles y sintéticos que son productos de procesos industriales y de la producción de petróleo, y que pueden provenir de las estaciones de gasolina, desagües pluviales urbanos, y agricultura
applicación y de sistemas sépticos;
Contaminantes radioactivos, los cuales puenden ocurrir
naturalmente o que puenden ser resultados de las
actividades de la producción de gas natural y minería.
A fin de asegurar que el agua de la llave es segura para beber, la Agencia de Protección Ambiental de Los Estados Unidos (USEPA) y el Tablero de Control de Recursos de Echar agua Estatal (Bordo Estatal) prescriben regulaciones que limitan la cantidad de ciertos contaminantes en el agua proporcionada por sistemas de agua públicas. Las regulaciones de la
Administración de Alimentos y Medicamentos de Estados
Unidos y la ley de California también establecen límites para los contaminantes en el agua embotellada que brindan la misma protección para la salud pública.
Toda el agua potable, incluyendo el agua embotellada, puede contener cantidades pequeñas de ciertos contaminantes. La presencia de contaminantes no necesariamente indica que haya algún riesgo de salud. Para más información acerca de contaminantes y riesgos a la salud favor de llamar a la USEPA encargada de proteger el agua potable al teléfono (1-800-426- 4791). Usted puede obtener más información sobre el agua potable al conectarse al Internet en los siguientes domicilios:
https://www.epa.gov/ground-water-and-drinkingwater/safe-drinking-water-information (el sitio Web del USEPA)
http://www.waterboards.ca.gov/drinking_water/certl
ic/drinkingwater/Chemicalcontaminants.html
(sitio Web de Bordo Estatal)
Si presente, los niveles elevados del plomo pueden causar el problemas de salud serio, sobre todo para mujeres
embarazadas y chiquitos. El plomo en el agua potable es principalmente de materiales y componentes asociados con líneas de servicios y a casa fontanería. La Ciudad de la Colina de Señal es responsable de proporcionar el agua potable de alta calidad, pero no puede controlar la variedad de materiales usados en la fontanería de componentes. Cuando su agua ha estado sentándose durante varias horas, usted puede minimizar el potencial para la exposición de plomo limpiando con agua su grifo durante 30 segundos a 2 minutos antes de usar el agua para beber o cocinarse. Si usted está preocupado por el plomo en su agua, usted puede desear hacer probar su agua. La información en el plomo en el agua potable, probando métodos, y pasos que usted puede tomar para minimizar la exposición está disponible de la Línea directa de Agua Potable Segura o en http: // www.epa.gov/lead. ¿Debería Tomar Otras Precauciones? Algunas personas pueden ser más vulnerables a los
contaminantes en el agua potable que el público en general.
Las personas que tienen problemas imunológicos, o sea esas personas que estén en tratamiento por medio de quimoterapia cancerosa; personas que tienen órganos transplantados, o personas con SIDA o desordenes imunológicos, personas de edad avanzada, y los bebés que son particularmente
suseptibles a ciertas infecciones. Estas personas deben de consultar a sus proveedores de salud médica. Las guias de la USEPA/Centros de Control de Enfermedades aconsejan cómo disminuir los riesgos para prevenir la infección de
Cryptosporidium y otros contaminantes microbiales están disponibles por teléfono de la USEPA encargada de proteger el agua potable al teléfono (1-800-426-4791).
Valoración de su Abastecimiento de Agua
El distrito Metropolitano de agua del Sur de California completo una valoración de su abastecimiento del Río Colorado y del Proyecto de Agua del Estado en el 2002. El abastecimiento del Río Colorado es considerado más vulnerable a la recreación, al agua que corre de la ciudad después de una tormenta, a la creciente urbanización en la cuenca, y aguas residuales. El Proyecto de abastecimiento de agua del Estado es considerado más vulnerable al agua que corre de la ciudad después de una tormenta, a la fauna, la agricultura, la recreación, y aguas residuales. Téléphone el distrito Metropolitano de agua del Sur de California para un copie de una valoración al (213) – 217- 6450.
La Ciudad de la Colina de Señal condujo una evaluación de sus provisiones de agua subterránea en el enero de 2003. Las provisiones de agua subterránea son consideradas el más vulnerables a procesamiento/almacenaje químico/de petróleo, enchapado/acabamiento/fabricación metálico, secan a
encargados de limpieza, gasolineras de coche, tiendas de cuerpo de coche, tiendas de reparación de autos,
desechan/desechan/salvan yardas, y productores de
plásticos/fibras sintéticas. Una copia del informe de evaluación pueden obtenerse poniéndose en contacto con la ciudad de Signal Hill Departamento de Agua al (562) 989-7251.
¿ Cómo Puedo Participar en las Decisiones Sobre Asuntos Acerca del Agua Que Me Puedan Afectar ?
El público es bienvenido a asistir a las reuniones del
Ayuntamiento llevan a cabo el segundo y cuarto martes de cada mes a las 19:00 en el 2175 Cherry Avenue, Signal Hill, CA 90755
¿Cómo Me Pongo En Contacto Con Mi Agencia del Agua Si
Tengo Preguntas Sobre La Calidad Del Agua?
Si tiene preguntas específicas sobre la calidad del agua del grifo, comuníquese con Tanner Hiers al (562) 355-9160.
Algunas extremidades provechosas de la conservación
del agua
• Arreglar los grifos que gotean en su hogar - excepto hasta 20 galones cada día por cada detenido de fugas
• Guardar entre 15 y 50 galones por cada vez que el lavado sólo cargas completas de ropa
• Ajuste sus regaderas de modo que el agua caiga en su
césped / jardín, no la acera / calzada - excepto 500 galones por mes
• Utilice pajote orgánico alrededor de las plantas para reducir la evaporación - guardar cientos de galones por año
Visite http://www.epa.gov/watersense para obtener más
información.
Visítenos en la página www.cityofsignalhill.org
CITY OF SIGNAL HILL
2175 EAST 28TH STREET
SIGNAL HILL, CA 90755
CITY OF SIGNAL HILL 2024 CONSUMER CONFIDENCE REPORT
CITY OF SIGNAL HILL
2024 CONSUMER CONFIDENCE REPORT
Este informe contiene información muy importante sobre su agua potable. Tradúzcalo ó hable con alguien que lo enteinda bien. Para obtener una copia en Español, llame a (562) 989-7253 Daimntawv tshaj tawm no muaj lus tseemceeb txog koj cov dej haus.
Tshab txhais nws, los yog tham nrog tej tug neeg uas totaub txog nws.
Appendix 8-1
City of Signal Hill
2026 Water Shortage Contingency Plan
CITY OF SIGNAL HILL
WATER SHORTAGE
CONTINGENCY PLAN
June 2026
CITY OF SIGNAL HILL
2175 Cherry Avenue
Signal Hill, CA 90755
TABLE OF CONTENTS
TOC-1
TABLE OF CONTENTS
Section Page
1 WATER SERVICE RELIABILITY AND DROUGHT RISK ASSESSMENT 1-1 Introduction ............................................................................................................................ 1-1 1-2 Water Service Reliability Assessment ................................................................................... 1-1 1-2.1 Constraints on Water Sources ........................................................................................ 1-1 1-2.1.1 Groundwater Supplies .............................................................................................. 1-1 1-2.1.2 Imported Water Supplies .......................................................................................... 1-2 1-2.1.3 Recycled Water Supplies .......................................................................................... 1-3 1-2.2 Year Type Characterization ............................................................................................. 1-4 1-2.3 Water Service Reliability .................................................................................................. 1-5 1-2.4 Description of Management Tools and Options .............................................................. 1-7 1-3 Drought Risk Assessment ...................................................................................................... 1-7 1-3.1 Data and Methods ........................................................................................................... 1-8 1-3.2 Basis for the Supply Shortage Conditions ....................................................................... 1-8 1-3.3 Water Source Reliability .................................................................................................. 1-8 1-3.4 Water Supply and Use Comparison ................................................................................ 1-8 1-3.5 Demand Strategies .......................................................................................................... 1-9 1-4 Climate Change ..................................................................................................................... 1-9 2 ANNUAL WATER SUPPLY AND DEMAND ASSESSMENT PROCEDURES
2-1 General .................................................................................................................................. 2-1 2-2 Water Code ............................................................................................................................ 2-1 2-3 Decision Making Process ....................................................................................................... 2-1 2-4 Key Data Inputs and Methodology ......................................................................................... 2-2 2-4.1 General Evaluation Criteria ............................................................................................. 2-2 2-4.2 Upcoming Year Available Water Supply ......................................................................... 2-2 2-4.3 Upcoming Year Unconstrained Customer Demand ........................................................ 2-3 2-4.4 Infrastructure Considerations .......................................................................................... 2-4 3 SIX STANDARD WATER SHORTAGE LEVELS
3-1 Water Code ............................................................................................................................ 3-1 3-2 Standard Water Shortage Levels ........................................................................................... 3-1 3-3 Water Shortage Level Crosswalk ........................................................................................... 3-1 4 SHORTAGE RESPONSE ACTIONS
4-1 Water Code ............................................................................................................................ 4-1 4-2 Supply Augmentation ............................................................................................................. 4-1 4-3 Demand Reductions............................................................................................................... 4-2 4-3.1 Normal Water Shortage Condition .................................................................................. 4-2
TABLE OF CONTENTS
TOC-2
4-3.2 Level 1 Water Shortage Condition .................................................................................. 4-4 4-3.3 Level 2 Water Shortage Condition .................................................................................. 4-5 4-3.4 Level 3 Water Shortage Condition .................................................................................. 4-7 4-4 Operational Changes ............................................................................................................. 4-8 4-5 Additional Mandatory Restrictions ......................................................................................... 4-8 4-6 Emergency Response Plan ................................................................................................... 4-8 4-7 Seismic Risk Assessment and Mitigation Plan ...................................................................... 4-8 5 COMMUNICATION PROTOCOLS
5-1 Water Code ............................................................................................................................ 5-1 5-2 Procedures for Determination of a Water Supply Shortage .................................................. 5-1 5-3 Procedures for Notification of a Water Supply Shortage to the Public .................................. 5-1 5-4 Procedures for Notification of a Water Supply Shortage to Public Entities and Officials ...... 5-1 6 COMPLIANCE AND ENFORCEMENT
6-1 Water Code ............................................................................................................................ 6-1 6-2 Penalties and Violations ......................................................................................................... 6-1 6-2.1 Penalties .......................................................................................................................... 6-1 6-2.2 Cost of Flow Restrictor and Discontinuing Service ......................................................... 6-2 6-2.1 Separate Offenses ........................................................................................................... 6-2 6-2.2 Notice and Hearing .......................................................................................................... 6-2 6-3 Hardship Waiver ..................................................................................................................... 6-2 6-4 Enforcement ........................................................................................................................... 6-3 7 LEGAL AUTHORITIES
7-1 Water Code ............................................................................................................................ 7-1 7-2 Legal Authorities .................................................................................................................... 7-1 7-3 Declaration of a Water Shortage Emergency ........................................................................ 7-1 7-4 Coordination for a Local Emergency...................................................................................... 7-1 8 FINANCIAL CONSEQUENCES OF WSCP ACTIVATION
8-1 Water Code ............................................................................................................................ 8-1 8-2 Potential Revenue Reductions and Expenses ....................................................................... 8-1 8-3 Mitigation Actions ................................................................................................................... 8-1 8-4 Cost of Compliance ................................................................................................................ 8-2 9 MONITORING AND REPORTING
9-1 Water Code ............................................................................................................................ 9-1 9-2 Monitoring and Reporting ....................................................................................................... 9-1 9-3 Data Collection ....................................................................................................................... 9-1 9-4 Customer Water Use.............................................................................................................. 9-1
TABLE OF CONTENTS
TOC-3
10 WSCP REFINEMENT PROCEDURES
10-1 Water Code .......................................................................................................................... 10-1 10-2 WSCP Refinement Procedures ........................................................................................... 10-1
ATTACHMENTS
4A Emergency Response Plan Plan Overview
4B Hazard Mitigation Plan
LIST OF TABLES
Table Page
1-1 Rainfall Data ........................................................................................................................... 1-4 1-2 Basis of Water Year Data ...................................................................................................... 1-5 1-3 Normal Year Supply and Demand Comparison ..................................................................... 1-5 1-4 Single Dry Year Supply and Demand Comparison ................................................................ 1-6 1-5 Multiple Dry Years Supply and Demand Comparison ........................................................... 1-7 1-6 Historical Production and Purchase Data for Driest Five Years on Record .......................... 1-8 1-7 Five-Year Drought Risk Assessment ..................................................................................... 1-9 2-1 Historical Monthly Water Use Ratios ..................................................................................... 2-3 3-1 Water Shortage Stage Crosswalk .......................................................................................... 3-1 8-1 Water Use Consumption Charge by Billing Unit by Tier and Customer Type ....................... 8-2 1-1
SECTION 1
WATER SERVICE RELIABILITY AND DROUGHT RISK ASSESSMENT
1-1 Introduction
California Water Code (CWC) §10635 requires every urban water supplier to include as part of the Urban Water Management Plan (UWMP) an assessment of the reliability of its water service to its customers during normal, dry, and multiple dry years. The supply and demand assessment is a comparison of the total water supply sources available to the long-term projected water use over the next 20 years, in five year increments for a normal, single dry water year, and a drought lasting five consecutive years.
Urban water suppliers are also required to include a Drought Risk Assessment (DRA) for its water service to its customers as a part of information considered in developing the demand management measure and water supply projects and programs. The DRA includes the following:
1. A description of the data, methodology, and basis for one or more supply shortage conditions
2. A determination of the reliability of each source of supply under a variety of water shortage conditions.
3. A comparison of the total water supply sources available to the water supplier with the total projected water use for the drought period.
4. Considerations of the historical drought hydrology, plausible changes on projected supplies and demands under climate change conditions, anticipated regulatory changes, and other locally applicable criteria
1-2 Water Service Reliability Assessment
1-2.1 Constraints on Water Sources
The City of Signal Hill’s (City) water supplies include groundwater, imported water, and recycled water. The City receives the majority of its water supply from pumped water from within the Central Basin and the rest is supplemented by imported water. There is one City park irrigation system served recycled water from the Long Beach Public Utilities Department (LBPUD) recycled water system. 1-2.1.1 Groundwater Supplies
Groundwater supplies come from Central Basin, which was adjudicated in 1965 due to declining water levels. In the years following adjudication, groundwater levels rebounded and have been maintained by active recharge and annual limits to groundwater pumping by each party to the adjudication. The Central Basin Watermaster is tasked with ensuring compliance with the Judgment and preventing future overdraft conditions.
Groundwater elevation and quality in Central Basin have been monitored by the WRD for over 65 years.
Monitoring data is compiled into annual reports, providing a comprehensive overview of the status of the basin. The most recently produced annual report is the Regional Groundwater Monitoring Report, Water Year 2024-2025.
WATER SERVICE RELIABILITY AND DROUGHT RISK ASSESSMENT
1-2
In water year 2024-2025, the Central Basin and West Coast Basin (CBWCB) water levels decreased due to well below normal precipitation. The Montebello Forebay decreased just over 16 feet. The Los Angeles Forebay water levels decreased by an average of 1.8 feet, Whittier Area decreased an average of 6.3 feet, and the Central Basin Pressure Area experienced an average decrease of 9.3 feet. The West Coast Basin had the least amount of change, with water levels increasing an average of 1.6 feet; however, this increase was artificially influenced by temporary reduction in refinery pumping just before the annual water level measurements were taken. Over the entire WRD service area, water levels decreased and average of 3.9 feet. This led to an overall decrease in groundwater storage of 80,900 AF.
In addition to monitoring, the Water Replenishment District of Southern California (WRD) replenishes the Central Basin with a combination of local storm water and recycled water. The completion of the Albert Robles Center for Water Recycling and Environmental Learning (ARC) in 2019 enabled WRD to be completely locally sustainable, eliminating imported water as a source of replenishment. The City does not anticipate that legal or quantity issues will constrain the groundwater supply in the future.
WRD reports the groundwater quality in Central Basin “remains very good, with only some areas facing poor water quality from natural or anthropogenic sources that WRD staff continue to monitor closely to evaluate increasing or decreasing trends”. Overall, salt and nutrient concentrations in groundwater are “generally stable, and although a few individual well zones show increasing trends, a comparable number show decreasing trends.”
Beginning in water year 2018-2019 and ending in water year 2019-2020, WRD completed a District-wide assessment for the presence of polyfluoroalkyl substance (PFAS) constituents in WRD nested monitoring wells and production wells. Perfluorooctane sulfonic acid (PFOS) and perfluorooctanoic acid (PFOA) detections in Central Basin are generally restricted to the vicinity of the Montebello Forebay. They occur within the Montebello Forebay, immediately adjacent and to its west, as well as downgradient along the Los Angeles and San Gabriel Rivers. Fortunately for the City, PFOS and PFOA testing has resulted in nondetect at all three active wells.
Per the City’s 2024 Consumer Confidence Report, all substances found were at concentrations below the maximum contaminant level (MCL), public health goals (PHG), and maximum contaminant level goals (MCLG) established by the California and U.S. Environmental Protection Agency (EPA) and California State Water Board.
Sea water intrusion in the Alamitos Gap near the mouth of the San Gabriel River poses a threat to the groundwater in the basin. The Alamitos Gap Barrier Project, operated by the Los Angeles County Department of Public Works (LADPW), is made up of 43 injection wells that are designed to prevent sea water intrusion into the basin by creating a groundwater pressure ridge. The project also includes 220 observation wells used to monitor groundwater levels and quality. 1-2.1.2 Imported Water Supplies
Imported water is provided by the Metropolitan Water District of Southern California (MWD). MWD is a wholesale water provider serving most of Southern California, therefore, its water reliability is essential to the region. MWD water supplies are imported from Northern California through the State Water Project’s (SWP) California Aqueduct and from the Colorado River through the Colorado River Aqueduct (CRA). In the development of the 2020 Integrated Resources Plan (IRP), MWD conducted scenario planning and thoroughly analyzed four potential future scenarios. In the scenarios, demands on MWD imported supplies varied due to different weather and demographic patterns, among other factors. Supplies also varied due
WATER SERVICE RELIABILITY AND DROUGHT RISK ASSESSMENT
1-3
to reasons such as climate change and regulatory impacts. Potential water shortages emerged, particularly for a large portion of MWD’s service area that is vulnerable to Northern California drought and regulatory restrictions. MWD has limited capacity to move Colorado River water to northern portions of the service area served by the SWP, therefore ensuring water reliability to the SWP Dependent Areas is challenging.
The SWP Dependent Areas include the City of Burbank, Calleguas MWD, Eastern MWD, Inland Empire Utility Agency, Las Virgenes MWD, City of Los Angeles, City of San Fernando, Three Valleys MWD, Upper San Gabriel Valley MWD, and Western MWD. Fortunately, the City and the Central Basin service area is not a part of the identified SWP Dependent Area.
MWD has built reliability into their system by creating the ability to store capacity in wet years for use in dry years and by diversifying supply sources across multiple watersheds. And because the supplies come from three geographically distinct regions – Northern California, the Colorado River and local resources – a dry year in one region can be offset by the other two regions. Supplies from the Colorado River Aqueduct (CRA) are less susceptible to volatility from year-to-year hydrologic conditions than MWD’s core supplies from the SWP. However, all of the region’s imported supplies face significant threats from various drivers of uncertainty, including climate change.
The 2020 IRP identified potential water shortages. Only a future with low demands and stable imported supplies would allow Southern California to avoid a shortage without additional water supply and system reliability investments. The completion of the 2020 IRP launches MWD into what is termed the “One Water Implementation” phase which will involve extensive collaboration among MWD and its member agencies to develop an adaptive management strategy to approach regional problems and resource needs.
Based on the analysis provided in MWD’s 2020 IRP, the City does not anticipate that imported water will constrain supply reliability in the future.
Quality of imported water supplies is not expected to impact supply reliability for the City. Imported water comes from the Bay-Delta system through the SWP and from the Colorado River through the CRA. Water imported through the SWP is generally of high water quality, with total dissolved solids (TDS) concentrations averaging 325 mg/L. Potential water quality concerns for SWP water include total organic carbon (TOC), bromide, and salinity. TOCs and bromides present the greatest water quality concern for the SWP because they cause operational constraints and require additional treatment at MWD facilities. The most significant concern for supplies from the Colorado River is salinity. Water imported through the CRA has much higher salinity than from the SWP, averaging 630 mg/L. SWP water is typically blended with CRA water to reduce the overall salinity of imported water delivered through MWD and its member agencies.
1-2.1.3 Recycled Water Supplies
The City receives recycled water from LBPUD for one customer, Reservoir Park. The City may increase recycled water use in the future by extending the system to additional parks. Recycled water exhibits less variability than other supply sources and it is dependent on wastewater generation and not precipitation or other climatological factors. As recycled water is not limited by hydrologic variation, it is considered a nearly 100 percent reliable, drought resistant supply. Typical water quality concerns with recycled water including salinity, nutrients and pharmaceuticals and personal care products. Water quality issues with recycled water are less significant than other sources that are used for potable purposes. All recycled water distributed in the City’s service area is treated to tertiary standards and is not expected to impact utilization of this water supply for non-potable water uses in the future.
WATER SERVICE RELIABILITY AND DROUGHT RISK ASSESSMENT
1-4
1-2.2 Year Type Characterization
The City’s water use is primarily
provided via groundwater wells
and supplemented by imported
water. For purposes of reliability
planning, hydrologic impacts to
local groundwater (the main
supply source) are considered.
Since groundwater supply is
partially dependent on local
runoff, rainfall data was
analyzed to determine the
average, single dry, and 5-
consecutive year drought
periods.
Historical rainfall data from
water year 2000-2001 through
2023-2024 is shown in Table 1-
1. The average rainfall is 11.76
inches. Water year 2007-2008
experienced 10.90 inches of
rainfall, which is the closest to
the historical average and
therefore considered an
“average” year. Water year
2006-2007 experienced 2.58
inches of rainfall, which was the
minimum amount and therefore
considered the “single dry” year.
The 5-consecutive year drought
is defined as the driest 5-year
historical sequence
experienced. Water year 2011-
2012 through 2015-2016 is
considered the “5-consecutive
year drought” period with the
lowest amount of total rainfall
(33.24 inches) over 5 years.
The basis of water year data
used for the water service
reliability assessment is
provided in Table 1-2. Based on the historical rainfall data shown in Table 1-1, the City selected 2007-2008 as the “average” year, 2006-2007 as the “single dry” year, and 2011-2012 through 2015-2016 as the “5- consecutive year drought” period.
Water Year
(Oct. 1-Sept. 30)
% of
Average
Rainfall
5 Year
Total
Rainfall
(in) Year Type
2000-2001 15.67 1133% -
2001-2002 4.08 135% -
2002-2003 15.33 1130% -
2003-2004 6.69 157% -
2004-2005 28.00 1238% 69.77
2005-2006 9.28 179% 63.38
2006-2007 2.58 222% 61.88 Single Dry
2007-2008 10.90 293% 57.45 Average
2008-2009 9.44 280% 60.20
2009-2010 15.66 2133% 47.86
2010-2011 18.80 2160% 57.38
2011-2012 7.59 2646% 62.39
2012-2013 6.69 2569% 58.18
2013-2014 4.62 2393% 53.36
2014-2015 9.35 2795% 47.05
2015-2016 4.99 2424% 33.24
2016-2017 20.10 2171% 45.75
2017-2018 3.53 230% 42.59
2018-2019 17.63 2150% 55.60
2019-2020 14.21 2121% 60.46
2020-2021 4.56 239% 60.03
2021-2022 7.59 265% 47.52
2022-2023 23.75 2202% 67.74
2023-2024 21.09 2179% 71.20
Minimum 2.58
Average 11.76
Maximum 28.00
5-Consectutive
Year Drought
Total
Rainfall
(in)
1Rainfall data at Long Beach Reclamation Plant (LADWP Station 1254) 2Rainfall data at Long Beach Airport (LADWP Station 662D) Rainfall Data
Table 1-1
WATER SERVICE RELIABILITY AND DROUGHT RISK ASSESSMENT
1-5
Table 1-2
Basis of Water Year Data
1-2.3 Water Service Reliability
The “average” year is interchangeable with “normal” year. The comparison of supply and demand in normal water years is shown in Table 1-3 based on projections enumerated in Urban Water Management Plan Section 6 – Water Supply Characterization and Section 4 – Water Use Characterization. The comparison is provided for potable water only since the City only provides potable water service to its customers. In a normal water year, the City anticipates having enough supply to meet projected demands for years 2030 through 2050, with an average surplus of 2,506 AF per year.
Table 1-3
Normal Year Supply and Demand Comparison
The comparison of supply and demand in a single dry water year is shown in Table 1-4. The comparison is provided for potable water only since the City only provides potable water service to its customers. In all future single dry year scenarios, the City anticipates having the same volume of water available to it as is % of Average Supply
Average Year 2008 100%
Single-Dry Year 2007 110%
Consecutive Dry Years 1st Year 2012 102%
Consecutive Dry Years 2nd Year 2013 105%
Consecutive Dry Years 3rd Year 2014 99%
Consecutive Dry Years 4th Year 2015 87%
Consecutive Dry Years 5th Year 2016 84%
2,178
2,228
NOTES:
2,110
1,845
1,789
2,129
2,338
Year Type
Base Year
If not using a
calendar year,
type in the last
year of the
fiscal, water
year, or range
of years, for
example, water
year 2024-
2025, use 2025
Optional Submittal Table 7-1 Retail: Basis of Water Year Data (Reliability Assessment) Available Supplies if
Year Type Repeats
Check the box if quantification of available supplies is not compatible with this table and is provided elsewhere in the UWMP.
Location: [insert location from UWMP]
Volume Available (AF)
Quantification of available supplies is provided in this table as either volume only, percent only, or both.
2030 (AF) 2035 (AF) 2040 (AF) 2045 (AF) 2050 (AF)
Supply totals
(autofill from Submittal Table 6-9 R) 4,322 4,322 4,322 4,322 4,322 Use totals
(autofill from Submittal Table 4-2 R) 1,723 1,769 1,816 1,862 1,909 Surplus/(shortfall) 2,599 2,553 2,506 2,460 2,413
OPTIONAL Submittal Table 7-2 Retail: Normal Year Supply and Use Comparison - POTABLE NOTES: Recycled water use is not included in the supply or demands.
WATER SERVICE RELIABILITY AND DROUGHT RISK ASSESSMENT
1-6
available under normal year conditions. Groundwater replenishment varies with hydrology and access to recharge supplies, but the ability to extract groundwater is more a function of long-term average recharge and is less subject to hydrologic variability from year to year. Additionally, WRD’s ARC facility and other replenishment efforts to increase recharge in wet years to allow more storage and extraction in dry years will further increase the reliability of the City’s water supply in dry years. As evidence, in 2007, the year selected to represent single dry year hydrology, groundwater yield was unaffected by the drought and the City had access to enough water supply to satisfy all demands. In a single dry year, the City anticipates having enough supply to meet projected demands for years 2030 through 2050, with an average surplus of 1,845AF per year.
Table 1-4
Single Dry Year Supply and Demand Comparison
Under the multiple dry year scenario (5-consecutive year drought conditions), based on hydrologic conditions similar to the 2012-2016 period, the City also anticipates having enough water supplies to meet the majority of projected demands as shown in Table 1-5.
The first dry year was assumed to be similar to 2012 with an adjustment for future demands due to a population increase. The 2012 demand was 2,178 AF.
The second dry year demand was assumed to be similar to 2013 with an adjustment for future demands due to a population increase. The 2013 demand was 2,228 AF. The increase in demand is about 2.3 percent from the previous year.
The third dry year demand was assumed to be similar to 2014 with an adjustment for future demands due to a population increase. The 2014 demand was 2,110 AF. The decrease in demand is about 5.3 percent from the previous year.
Due to the establishment of a Level 1 Water Shortage Condition and the implementation of drought messaging in 2014, the City’s actual demands decreased to 1,845 AF or by about 12.6 percent in from the previous year. Since the City now has permanent water conservation requirements and best management practices in place, the water demands are not expected to decrease as significantly as when the Level 1 Water Shortage Condition was initially implemented. Therefore, the fourth dry year demand was assumed to drop by 5.0 percent from the prior year with an adjustment for future demands due to a population increase.
In the fifth dry year, demands were assumed to decrease by 5.0 percent from the prior year with an adjustment for future demands due to population increase.
Supply totals 4,322 4,322 4,322 4,322 4,322
Use totals 2,384 2,431 2,477 2,524 2,570
Surplus/(shortfall) 1,938 1,891 1,845 1,798 1,752
2035 (AF) 2040 (AF) 2045 (AF) 2050 (AF)
NOTES: Demand in 2007 = 2,338 AF. This demand was increased by the amount of water demand expected from an increase in population for each of the future years.
OPTIONAL Submittal Table 7-3 Retail: Single Dry Year Supply and Use Comparison - POTABLE
2030 (AF)
WATER SERVICE RELIABILITY AND DROUGHT RISK ASSESSMENT
1-7
Table 1-5
Multiple Dry Years Supply and Demand Comparison
1-2.4 Description of Management Tools and Options
The City recently replaced Well No. 8 with newly constructed Well No. 10. The City plans to maintain the reliable production of groundwater supplies by refurbishing and improving production of older wells and drilling additional wells as needed.
The City has remained in Level 2 since 2021. The City will consider going from a Level 2 to Level 1 after undergoing an assessment of demand at the end of FY 26-27. In the event of a future supply shortage, the City will move to Level 3 or higher to increase water conservation efforts if needed. 1-3 Drought Risk Assessment
The drought risk assessment (DRA) evaluation is required so that a water supplier can contemplate management of their water supplies during stressed hydrologic conditions in relation to variations in customer water use. Most importantly, it provides the water supplier an opportunity to evaluate the functionality of its Water Shortage Contingency Plan (WSCP) shortage response actions and understand the degree of response that may be necessary as it relates to managing water supplies. The evaluation can help identify undesired risks and allow proactive steps to be taken prior to the next actual drought period lasting at least five consecutive years.
The DRA must include a description of the following:
1. Data and methods used
2. Basis for the supply shortage conditions
3. Determination of the reliability of each source
2030 (AF) 2035 (AF) 2040 (AF) 2045 (AF) 2050 (AF)
Supply totals 4,332 4,332 4,332 4,332 4,332
Use totals 2,224 2,271 2,317 2,364 2,410
Surplus/(shortfall) 2,108 2,061 2,015 1,968 1,922
Supply totals 4,332 4,332 4,332 4,332 4,332
Use totals 2,274 2,203 2,249 2,296 2,342
Surplus/(shortfall) 2,058 2,129 2,083 2,036 1,990
Supply totals 4,332 4,332 4,332 4,332 4,332
Use totals 2,156 2,203 2,249 2,296 2,342
Surplus/(shortfall) 2,176 2,129 2,083 2,036 1,990
Supply totals 4,332 4,332 4,332 4,332 4,332
Use totals 2,051 2,098 2,144 2,191 2,237
Surplus/(shortfall) 2,281 2,234 2,188 2,141 2,095
Supply totals 4,332 4,332 4,332 4,332 4,332
Use totals 1,951 1,998 2,044 2,091 2,137
Surplus/(shortfall) 2,381 2,334 2,288 2,241 2,195
NOTES: The 1st through 3rd years are based on the demand in 2012 through 2014. The 4th and 5th dry year demands were assumed to drop by 5% from the previous year. The demands were increased by the amount of water demand expected from an increase in population for each of the future years.
OPTIONAL Submittal Table 7-4 Retail: Multiple Dry Years Supply and Use Comparison - First
year
Second
year
Third
year
Fourth
year
Fifth
year
WATER SERVICE RELIABILITY AND DROUGHT RISK ASSESSMENT
1-8
4. Comparison of total water supplies and uses during the drought 1-3.1 Data and Methods
The DRA evaluation is based on the five driest consecutive years on record, which occurred from 2011- 2012 through 2015-2016 as shown in Table 1-1. The total production and purchase for 2012 through 2016 is shown in Table 1-6. This production and purchase data is increased by the amount of water demand expected from an increase in population by 2030 and in the DRA evaluation to represent the annual water use for a potential future 5-year dry period.
Table 1-6
Historical Production and Purchase Data
for Driest Five Years on Record
1-3.2 Basis for the Supply Shortage Conditions
The City’s total groundwater rights is 2,022 AF and the average carryover of water rights for the past 10 years is 1,921 AF. For the Drought Risk Assessment, the City conservatively conducted the assessment as if only the amount of groundwater rights was available and there was no carryover included in the City’s total available groundwater supply.
1-3.3 Water Source Reliability
The City completed the construction of Well No. 10 in 2025 and it is currently permitted to operate by the Department of Drinking Water. Once in operation, the City plans to provide about 70 percent of the supply with groundwater and 30 percent with imported water. Imported water will primarily be used to meet the peak demands or as an emergency supply source.
1-3.4 Water Supply and Use Comparison
The five-year DRA analysis is shown in Table 1-7. For this analysis, the total supply is only the City’s total groundwater rights of 2,022 AF without any carryover from previous years. As shown in Table 1-7, the demands exceed the groundwater rights for the first three years of the drought. The deficit ranges from 29 AF to 252 AF. This would require the use of imported water or up to a 9 percent reduction in demand which could be achieved with additional water conservation efforts or declaring an additional Water Shortage Condition stage.
Total
Production
and
Purchase
DRA Water
Use
Projection1
AFY % AFY % AFY AFY
2012 2,147 98.6% 31 1.4% 2,178 2,224
2013 2,067 92.8% 161 7.2% 2,228 2,274
2014 1,356 64.3% 754 35.7% 2,110 2,156
2015 1,754 95.1% 91 4.9% 1,845 2,051
2016 1,789 100.0% 0 0.0% 1,789 1,950
Year
Well
Production
Imported
Water
Purchase
1DRA water use projection = Total production purchase during historical drought years increased by the amount of water demand expected from an increase in population by 2030. See Table 7-4, 2030 projections.
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1-9
Table 1-7
Five-Year Drought Risk Assessment
1-3.5 Demand Strategies
To account for deficits and to build resiliency in addressing potential supply shortfalls, the City has the ability to use carryovers, storage, and other means to address shortages that would not require escalating current or future potable water restrictions. The City plans to convert unused water rights into storage in fiscal years where the total water use (AF) is less than the total APA (2022 AF) in efforts to increase supplies and provide the City with the ability to address demand need and not default to WSCP Action.
Other efforts include establishing a better means of obtaining additional water resources through the establishment of future active interconnections that would be less costly than the City’s singular interconnection. The City of Signal Hill has engaged with the City of Long Beach and is actively working with the Public Utilities Department to establish a permanent active interconnection for potable water. 1-4 Climate Change
Fortunately, WRD took the initiative and completed the construction of the ARC so that 21,000 AFY of advanced treated water can be used to replenish the Central Basin. This has ended WRD’s reliance on imported water for groundwater replenishment as well as significantly reducing the need for local runoff for replenishment. A significant reduction in supply due to climate change is therefore not expected over the 25-year planning horizon.
2026 Total
Total Water Use (AF) 2,224
Total Supplies (AF) 2,022
Surplus/Shortfall w/o WSCP Action (202)
2027 Total
Total Water Use (AF) 2,274
Total Supplies (AF) 2,022
Surplus/Shortfall w/o WSCP Action (252)
2028 Total
Total Water Use (AF) 2,156
Total Supplies (AF) 2,022
Surplus/Shortfall w/o WSCP Action (134)
2029 Total
Total Water Use (AF) 2,051
Total Supplies (AF) 2,022
Surplus/Shortfall w/o WSCP Action (29)
2030 Total
Total Water Use (AF) 1,951
Total Supplies (AF) 2,022
Surplus/Shortfall w/o WSCP Action 71
OPTIONAL Submittal Table 7-5 Retail: Five-Year Drought Risk Assessment -
POTABLE
NOTES:
WATER SERVICE RELIABILITY AND DROUGHT RISK ASSESSMENT
1-10
Climate change may not significantly reduce supply in Central Basin but demands in the GLAC Region are predicted to increase due to increased temperatures, especially because potable water is still used for irrigation purposes. This in turn could place a larger demand on the groundwater supplies that are available.
The City’s maximum water use in 2013 was 2,228 AF which is 206 AF more than its groundwater rights of 2,022 AF without accounting for normal carryover. The difference is 9.2% of the maximum water use.
Currently, the water use is about 1,677 AF per year. This is about 24.7% lower than the maximum water use. Therefore, even if imported water is not available and the City does not have access to its normal carryover volume in the groundwater basin due to climate change, the City should still have sufficient supply to meet its current demands. A water deficit is not expected as long as system demands remain approximately the same or less.
2-1
SECTION 2
ANNUAL WATER SUPPLY AND DEMAND ASSESSMENT PROCEDURES
2-1 General
Water suppliers are required to prepare an annual water supply and demand assessment and submit an Annual Water Shortage Assessment Report (AWSAR) to the California Department of Water Resources (DWR). The AWSAR is due July 1st each year as required by Water Code Section 10632.1. The annual assessment and associated reporting to be conducted are detailed in this section of the WSCP. 2-2 Water Code
Water Code Section 10632 (a)(2)
The procedures used in conducting an annual water supply and demand assessment that include, at a minimum, both of the following:
(A) The written decision-making process that an urban water supplier will use each year to determine its water supply reliability.
(i) The key data inputs and assessment methodology used to evaluate the urban water supplier’s water supply reliability for the current year and one dry year, including all of the following:
(ii) Current year unconstrained demand, considering weather, growth, and other influencing factors, such as policies to manage current supplies to meet demand objectives in future years, as applicable. (iii) Existing infrastructure capabilities and plausible constraints. (iv) A defined set of locally applicable evaluation criteria that are consistently relied upon for each annual water supply and demand assessment.
(v) A description and quantification of each source of supply.
Water Code Section 10632.1
An urban water supplier shall conduct an annual water supply and demand assessment pursuant to subdivision (a) of Section 10632 and, on or before July 1 of each year, submit an annual water shortage assessment report to the department with information for anticipated shortage, triggered shortage response actions, compliance and enforcement actions, and communication actions consistent with the supplier’s water shortage contingency plan. An urban water supplier that relies on imported water from the State Water Project or the Bureau of Reclamation shall submit its annual water supply and demand assessment within 14 days of receiving its final allocations or by July 1 or each year, whichever is later.
The Water Code uses the term “current year”. It should be noted that this term implies the upcoming water year for an agency. In the case of the City, the Annual Water Supply and Demand Assessment will be discussed in terms of fiscal years because the Central Basin Watermaster tracks and reports supply and demand in terms of fiscal years. In this section of the report, “upcoming” year refers to the Water Code term “current year” and the future July to June time period
2-3 Decision-Making Process
The following is the City’s written decision making process, describing the functional steps for determining water supply reliability every year.
ANNUAL WATER SUPPLY AND DEMAND ASSESSMENT PROCEDURES
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The Water Utility Superintendent shall be responsible for ensuring that the annual water supply and demand assessment is completed and the AWSAR is submitted to DWR each year by July 1st. The City Council is responsible for declaring a water shortage through the adoption of a resolution.
The general timeline for completing and approving the AWSAR is as follows:
1. January – Gather data needed to assess supply and demands for upcoming year. Analyze data and prepare preliminary results of supply and demand assessment
2. February/March – Submit and present preliminary supply and demand report to the City Council
3. April/May – Finalize assessment and present final AWSAR to the City Council with a request to vote on the findings and appropriately trigger any recommendations for specific shortage response actions resulting from the assessment.
4. June – Activate Shortage Response Actions, seek supplemental supplies (leases), finalize the AWSAR
5. July 1st – Submit finalized AWSAR to DWR
2-4 Key Data Inputs and Methodology
2-4.1 General Evaluation Criteria
The City’s supply and demand assessment will basically calculate the available supply for the upcoming year and the estimated demands for the upcoming year.
The City will maintain a spreadsheet that tracks monthly production for a minimum of five years prior to the assessment year. Annual production, supply, billing data and rainfall will also be tracked in a spreadsheet.
A preliminary assessment will be conducted at the beginning of each year. This assessment will be updated and refined as data becomes available to complete the information input for the previous fiscal year. 2-4.2 Upcoming Year Available Water Supply
The City’s water supply is primarily groundwater from the Central Groundwater Basin. The total amount of groundwater produced from all wells and the amount of imported water utilized is tracked monthly by the City.
This information will be utilized in determining the historical production and purchase as well as predicting the upcoming year (i.e. upcoming fiscal year) supply needs.
The upcoming year available water supply will be based on the City’s Annual Pumping Allocation (APA), normal carryover, storage balance, and water leases in the Central Groundwater Basin. The City currently has an APA of 2,022 AF.
The Central Basin Watermaster publishes an annual report summarizing information on groundwater extractions, storage accounts, use of imported water and recycled water, replenishment operations, and the budget and finances of the Central Basin Watermaster for each administrative year (July 1 to June 30). This annual report provides the City’s total rights for the fiscal year, which includes the APA, net carryover from the previous year, and leases.
In 2025-2026, the City’s total water right was 3,942.9 AF, made up of the following components:
1. APA = 2,022 AF
2. Net Carryover from 2024-2025 = 1920.9 AF
In order for the City to calculate the supply for the upcoming fiscal year, an assumption has to be made for the net carryover. This can be done by estimating the total water extractions for the upcoming fiscal year and
ANNUAL WATER SUPPLY AND DEMAND ASSESSMENT PROCEDURES
2-3
subtracting it from the total rights. If the water supply and demand assessment is conducted in January each year, the demands for January through June will need to be estimated. This will be done by using historical monthly ratios of water use as shown in Table 2-1.
Table 2-1
Historical Monthly Water Use Ratios
The known system demands for July 2025 through December 2025 are shown in Table 2-1. The total demand for these six months was 860 AF. It is assumed that this is 55 percent of the total fiscal year (sum of historical average monthly ratio from July through December). The total system demand for FY 2025-2026 is therefore calculated to be 1,564 AF (860/0.55). The system demands for January 2026 through June 2026 are estimated using the “Historical Average Monthly Ratio” times the total estimated system demand for FY 2025-2026 or 1,564 AF. This is the system demand that will be used to determine the carryover for 2025-2026.
Carryover from 2025-2026 = (Water Rights for 2025-2026) – (Estimated Total Production for 2025-2026) = 3,942.9 AF – 1,564 AF
= 2,378.9 AF
Although the calculation results in a carryover of 2,378.9 AF, the City’s Net Carryover has been capped at 1,920.9 AF for the past ten years, so it is expected that the Net Carryover in 2026-2027 will also be 1,920.9 AF.
Each year, the aforementioned calculations will be made to estimate the City’s water rights or water supply for the upcoming fiscal year.
2-4.3 Upcoming Year Unconstrained Customer Demand
Per Southern California Association of Governments (SCAG) data. The estimated population increase within the City’s service area is very minimal. The population is expected to increase by 1,587 persons over the next 25 years.
2020-21 2021-2022 2022-2023 2023-2024 2024-2025
AF AF AF AF AF AF Ratio
July 184.8 178.1 159.2 147.1 135.3 161 0.0943 154.2
August 188.6 194.3 172.3 146.2 168.3 174 0.1019 157.6
September 178.9 189.5 167.6 149.9 165.3 170 0.0997 158.9 October 157.2 180.6 154.6 126.6 135.7 151 0.0884 153.1
November 138.4 164.9 133.1 144.9 133.8 143 0.0838 115.1 December 150.4 151.2 122.6 126.1 150.4 140 0.0821 121.4 January 136.8 157.0 124.0 119.9 79.6 123 0.0723 113 *
February 127.9 140.1 101.6 104.3 103.8 116 0.0677 106 * March 143.8 158.5 94.8 98.1 110.1 121 0.0709 111 *
April 158.0 158.9 94.8 143.9 81.6 127 0.0747 117 *
May 173.9 176.8 94.8 86.5 146.1 136 0.0794 124 *
June 170.6 168.7 111.0 128.6 145.5 145 0.0849 133 *
Total 1,909 2,019 1,530 1,522 1,556 1,707 1.0000 1,564
Rainfall (in) 5.65 20.12 3.51 17.73
*Estimated based on historical average monthly ratio Total for July - Dec 2025 860 Estimated Total for 2025-2026 1,564
Total Production and Purchase
Historical
Monthly
Average
Historical
Average
Monthly
Month AF
2025-2026
Total
Production
ANNUAL WATER SUPPLY AND DEMAND ASSESSMENT PROCEDURES
2-4
The City already implements permanent water conservation measures, therefore significant changes in water use are not expected due to additional policies and/or regulations.
Customer demand for the upcoming year is primarily dependent on weather conditions since there is limited recycled water utilized within the service area. Potable water is used for irrigation purposes as well as indoor use. The City considers weather forecasts and drought conditions, utilizing resources such as the National Oceanic and Atmospheric Administration (NOAA) and Western Regional Climate Center (WRCC), in estimating the customer demand for the upcoming year.
In lieu of reliable weather forecasts, it will be assumed that the upcoming year could be a dry year and the demands from a recent dry year (such as 2017-2018 shown in Table 2-1) or the current estimated demands, whichever is more conservative, will be considered for the demand of the upcoming year.
Based on the data shown in Table 2-1, the demands for 2025-2026 will be estimated at 1,564. 2-4.4 Infrastructure Considerations
The City will evaluate the following to determine if there will be any constraints on the system related to infrastructure that will affect its ability to deliver supplies to meet the expected demands in the upcoming year:
1. Capital Improvement Projects
2. Planned Upgrades or Repairs
3-1
SECTION 3
SIX STANDARD WATER SHORTAGE LEVELS
3-1 Water Code
Water Code Section 10632(1)(3)
(A) Six standard water shortage levels corresponding to progressive ranges of up to 10, 20, 30, 40, and 50 percent shortages and greater than 50 percent shortage. Urban water suppliers shall define these shortage levels based on the suppliers’ water supply conditions, including percentage reductions in water supply, changes in groundwater levels, changes in surface elevation or level of subsidence, or other changes in hydrological or other local conditions indicative of the water supply available for use.
Shortage levels shall also apply to catastrophic interruption of water supplies, including but not limited to, a regional power outage, an earthquake, and other potential emergency events. (B) An urban water supplier with an existing water shortage contingency plan that uses different water shortage levels may comply with the requirement in subparagraph (A) by developing and including a cross-reference relating its existing categories to the six standard water shortage levels. 3-2 Standard Water Shortage Levels
Water Code Section 10632(1)(3) requires water suppliers to include six standard water shortage levels that represent shortages from the normal reliability. The shortage levels have been standardized to provide a consistent regional and statewide approach to conveying the relative severity of water supply shortage conditions. The six standard water shortage levels must correspond to progressively increasing estimated shortage conditions (up to 10-, 20-, 30-, 40-, 50- percent, and greater than 50 percent shortage compared to normal reliability condition) and align with response actions the supplier would implement to meet the severity of the impending shortages.
3-3 Water Shortage Levels
Water Code Section 10632(1)(3)(B) authorizes suppliers to continue using their own water shortage levels that have been provided in past Water Shortage Contingency Plans as long as the relationship to the six standard water shortage levels is provided.
The City of Signal Hill’s six water shortage levels are currently as follows as shown in Table 3-1.
Table 3-1
Water Shortage Levels
Shortage
Level Shortage Condition
1 Up to 10%
2 10-20%
3 20-30%
4 30-40%
5 40-50%
6 Greater than 50%
SHORTAGE RESPONSE ACTIONS
4-1
SECTION 4
SHORTAGE RESPONSE ACTIONS
4-1 Water Code
Water Code Section 1-632(a)(4)
Shortage response actions that align with the defined shortage levels and include, at a minimum, all of the following:
(A) Locally appropriate supply augmentation actions.
(B) Locally appropriate demand reduction actions to adequately respond to shortages. (C) Locally appropriate operational changes
(D) Additional, mandatory prohibitions against specific water use practices that are in addition to statemandated prohibitions and appropriate to the local conditions. (E) For each action, an estimate of the extent to which the gap between supplies and demand will be reduced by implementation of the action.
4-2 Supply Augmentation
Basin, imported water, and a small volume of recycled water. The City has an Allowed Pumping Allocation (APA) of 2,022 acre-feet per year (AFY). Whi
reliable supply, severe shortage conditions may require the activation of specific operational augmentation measures to bridge the gap between supply and demand. In accordance with Water Code Section 10632(a)(4)(A), the City has identified the following locally appropriate, operational supply augmentation actions to respond to progressive water shortage levels:
1. maintained. However, during extended multi-year droughts where carryover is depleted, the City can operationally pursue short-term water leases. Through the Central Basin Watermaster, the City can lease unpumped groundwater rights from other Central Basin purveyors to temporarily augment local supply yields without capital infrastructure investments.
2. To ensure that local groundwater remains a highly reliable baseload supply, the City can operationally prioritize and maximize production at Well No. 9. By optimizing the run-times of the multi-stage nanofiltration and liquid granular activated carbon (LGAC) treatment systems at this site, the City can safely process and utilize groundwater that might otherwise be constrained by water quality fluctuations during extended dry periods.
3. Historically, imported water has served as a backup supply to meet peak demands during warm summer months. If a shortage event specifically impacts the Central Basin (such as sudden well failure or localized contamination), operations can be temporarily adjusted to shift the system baseload entirely to the pressure regulating station connected to the Metropolitan Water District (MWD) supply line, isolating and serving Pressure Zone 1 directly while local basin issues are resolved.
4. During acute, short-term shortage conditions (such as extreme heat waves compounded by supply constrains), the City can implement strategic drafting of its finished water storage at Gundry, Temple, and Hilltop Reservoirs. By maximizing the drawdown of these reservoirs during peak daytime hours and utilizing available supplies to slowly refill them during off-
SHORTAGE RESPONSE ACTIONS
4-2
the peak demand curve, avoiding the need to over-pump wells or drastically surge imported water purchases.
5. In the event of a severe shortage or localized infrastructure failure, the City may activate emergency interconnects with neighboring jurisdictions, such as the Long Beach Public Utilities Department (LBPUD), which is planned to be active by the end of 2026. Opening these interconnections provides immediate, short-term hydraulic relief and potable supply augmentation to affected pressure zones until unexpected shortage conditions are mitigated or standard transmission and distribution operations can be restored.
6. To ensure the City can reliably access its full APA and mitigate reliance on imported water during prolonged shortages, the Water Division prioritizes the proactive maintenance and expansion of local groundwater infrastructure. As a supply augmentation measure during extended dry periods, the City has planned accelerating capital and operational improvements, including the targeted redevelopment of Well No. 7 and Well No. 9, and implementing improvements to the Well 9 treatment system to effectively restore and increase their baseline pumping capacities. Furthermore, the City is actively evaluating securing viable locations for a new well site. Bringing an additional active well online will provide essential system redundancy, distribute the pumping load more efficiently, and significantly constrained.
4-3 Demand Reductions
4-3.1 Normal Water Shortage Condition
Under normal conditions, permanent water conservation requirements are effective at all times and are permanent. Violations of the requirements are considered wasteful and unreasonable use of water.
Permanent Water Conservation Requirements
A. Automated Watering (Irrigation) System Operation
1. Automated watering or irrigation of any lawn, landscape, or other vegetated area with potable water is prohibited between the hours of 9:00 a.m. and 4:00 p.m. Pacific Standard time on any day.
Automated landscape irrigation systems may nevertheless be operated during these hours for very short periods of time, such as ten minutes, for the express purpose of adjusting or repairing a landscape irrigation system.
2. Automated Watering Duration Limits
a) High Flow Sprinkler Heads (Greater than two gallons per minute). All watering activities are required to avoid visible runoff or pooling on adjacent hard surfaces. Automated sprinkler heads with flow rates greater than two gallons per minute may be operated up to a maximum of ten minutes (per valve station) on each authorized day so long as no visible runoff or pooling occurs. If runoff or pooling is visible, the sprinkler run time shall be further reduced to eliminate runoff and pooling. Watering is prohibited from 9:00 a.m. to 4:00 p.m. daily. b) Low Flow sprinkler/rotator Heads (Less than two gallons per minute). All watering activities are required to avoid visible runoff and pooling on adjacent hard surfaces. Automated sprinkler heads with flow rate less than two gallons per minute may be operated up to a maximum of twenty minutes (per valve station) on each authorized day so long as no visible runoff or pooling occurs. If runoff is visible, the sprinkler station run time shall be further reduced to eliminate runoff and pooling. Watering is prohibited from 9:00 a.m. to 4:00 p.m. daily.
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4-3
c) Drip Watering Systems (Less than two gallons per hour). Properly installed automated drip systems with flow rates less than two gallons per hour are exempt from day and duration limitations so long as no visible runoff or pooling is created. Watering is prohibited from 9:00 a.m. to 4:00 p.m. daily.
B. Handheld Watering of Lawn, Tree and Vegetable Gardens. All watering activities are required to avoid visible runoff on adjacent hard surfaces. Use of a handheld bucket or similar container, a hand held hose equipped with a positive self-closing water shut off nozzle or device is exempt from day, time of day and duration limitations. Vegetable gardens may be watered by hand or with soaker hoses without day, time of day and duration limitations. Trees may be watered by hand, soaker hose under the dripline of the tree canopy or with automatic tree bubblers without limitation.
C. Excessive Water Flow or Runoff or Pooling. Any watering; irrigating of any lawn, landscape or area with vegetation; or any other use of water in a manner that causes or results in excessive water flow, runoff or pooling onto an adjoining surfaces, including but not limited to sidewalks, walkways, driveways, parking areas, streets, alleys, gutters, or ditches is prohibited.
D. Washing Down Hard or Paved Surfaces Prohibited. Washing of driveways, sidewalks, parking areas, patios, other outdoor impermeable surface areas, kitchens or objects, such as kitchen non-skid mats with a hose, is prohibited unless using a water-conserving pressurized cleaning device as defined herein. A water-conserving pressurized cleaning device is defined as a device that discharges water at a minimum of one thousand pounds per square inch or a device that has been rated at using less than three gallons of water per minute. A simple spray nozzle does not qualify as a water conserving pressurized cleaning device.
E. Obligations to Fix Leaks, Breaks, or malfunctions. Excessive use, loss, or escape of water through of time after such escape of water should have reasonably been discovered and corrected and in no event more than seven days of receiving notice from the City is prohibited.
F. Re-circulating Water Required for Water Fountains and Decorative Water Features. Operating a water fountain or other decorative water feature that does not use re-circulated water is prohibited.
G. Limits on Washing Vehicles. Using water to wash or clean a vehicle, including but not limited to any automobile, motorcycle, truck, van, bus, recreational vehicle, boat or trailer, camping or cargo trailer, whether motorized or not is prohibited, except by use of a hand-held bucket or similar container, or a hand-held hose equipped with a positive self-closing water shut off nozzle or device. No excessive water flow or runoff as defined in Section 13.03.040 is permitted. This provision does not apply to any commercial car washing facility.
H. Drinking Water Served Upon Request Only. Eating or drinking establishments, including but not limited to a restaurant, hotel, café, bar, club , or other public place where food or drinks are sold, served, or offered for sale, are prohibited from providing drinking water to any person unless expressly requested.
I. Commercial Lodging Establishments Must provide Option to Not Launder Linen Daily. Hotels, motels, and other commercial lodging establishments must provide customers the option of not having towels and linen laundered daily. Commercial lodging establishments shall prominently display notice of this option in each bathroom using clear and easily understood language.
J. No Installation of Single Pass Cooling System. Installation of single pass cooling systems is prohibited in buildings requesting new water service.
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K. No Installation of Non-re-circulating Commercial Car Wash and Laundry Systems. Installation of nonre-circulating water systems is prohibited in new commercial conveyor car wash and new commercial laundry systems.
L. Restaurants Required to Use Water Conserving Dish Wash Spray Valves. Food preparation establishments, such as restaurants or cafes, are prohibited from using non-water conserving dish wash spray valves.
M. Commercial Car Wash Systems. Effective on January 1, 2011, all commercial conveyor car wash systems must have installed and operational re-circulating water systems, or must have secured an extension of this requirement from the City.
N. Large Landscape Areas Rain Sensors: Effective January 1, 2011, large landscape areas, such as parks, cemeteries, golf courses, school grounds, and playing fields, that use landscape irrigation systems to water or irrigate, must use landscape irrigation systems with rain sensors that automatically shut off such systems during periods of rain or irrigation timers which automatically use information such as evapotranspiration sensors to set an efficient water use schedule or must have secured an extension of this requirement from the City.
O. Reporting Mechanism Hotline. The City will establish a water waste hotline for residents to report violations of this WSCP. This hotline may be set-up and offered through a dedicated phone number P. All automated outdoor irrigation during and within forty-eight hours following measurable rainfall is prohibited.
Q. Exceptions to Permanent Restrictions
1. Watering with a hand-held hose or a refillable watering vessel, such as a bucket or a tree irrigator, is allowed at any time on any day of the week.
2. Drip irrigation systems with emitters of less than three gallons per hour capacity are exempt from run time and day restrictions due to increased efficiency.
3. Soaker hoses or automatic tree bubblers may be used to water trees so long as watering is done under the drip-line of the tree canopy
4. Watering a vegetable garden with a soaker hose is exempt from the watering limitations. (Ord. 2015-09-1478 § 3 (part); Ord. 2009-04-1399 § 1 (part))
4-3.2 Level 1 Water Shortage Condition
The Level 1 water shortage condition is equivalent to the Water Code Standard Water Shortage Level 1, which is defined as a water shortage up to 10 percent of normal reliability.
A Level 1 water supply shortage exists when the City determines, in its sole discretion, that due to drought or other water supply reductions, a water supply shortage exists and a consumer demand reduction of ten percent is necessary to ensure sufficient supplies will be available to meet anticipated mandatory Level 1 conservation measure identified in this WSCP.
The City may use the following criteria, as well as any other reliable information, date, or indices which would indicate the existence of a city or regional water shortage, to anticipate and implement the provisions within this section for a level 1 water supply shortage:
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4-5
1. Reduction by the Metropolitan Water District of ten percent of imported water deliveries to its member agencies;
2. Reduction by the Central Basin Municipal Water District of ten percent of imported water deliveries to member agencies;
3. Over three years of drought, as defined by the National Weather Service, exists within the Los Angeles County Central Basin of the Colorado River Basin of the State of California.
Additional Water Conservation Measures - In addition to the prohibited uses of water in Section 4-3.1 Permanent Restrictions, the following water conservation requirements apply during a declared Level 1 Water Supply Shortage:
A. Limits on Watering Days. Watering or irrigating of any lawn, landscape or other vegetated area with potable water is limited to the following three days per week: Tuesday, Thursday and Saturday. This provision does not apply to landscape irrigation systems that exclusively use very-low flow drip type irrigation systems if no emitter produces more than one gallon of water per hour. Automated landscape irrigation systems may only be operated on other days for very short periods of time, such as ten minutes, or as reasonably required for the express purpose of adjusting or repairing a landscape irrigation system.
B. Obligation to Fix Leaks, Breaks or Malfunctions. All leaks, breaks or other malfunctions in the -two hours of
notification by the City unless other arrangements are made with the City.
C. Limits on filling Ornamental Lakes or Ponds. Filling or re-filling ornamental lakes or ponds is prohibited, except to the extent necessary to sustain aquatic life that has been actively managed or cared for within the ornamental lake or pond, prior to the City declaring a supply shortage level pursuant to this section.
D. Other Prohibited Uses. The City may implement other prohibited water uses as determined by E. Exemptions to Level 1 Shortage Restrictions
1. Watering with a hand-held hose or a refillable watering vessel, such as a bucket or a tree irrigator is allowed at any time on any day of the week.
2. Drip irrigation systems with emitters of less than two gallons per hour capacity are exempt from duration and day of week restrictions due to increased efficiency.
3. Soaker hoses or automatic tree bubblers may be used to water trees so long as watering is done under the drip-line of the tree canopy.
4. Watering a vegetable garden with a soaker hose is exempt from the watering limitations. (Ord. 2015-09-1478 § 3 (part); Ord. 2009-04-1399 § 1 (part))
4-3.3 Level 2 Water Shortage Condition
The Level 2 water shortage condition is equivalent to the Water Code Standard Water Shortage Level 2, which is defined as a water shortage of 10 to 20 percent of normal reliability, respectively.
A Level 2 water supply shortage exists when the City determines, in its sole discretion, that due to drought or other water supply reductions, a water supply shortage exists and a consumer demand reduction of more than
SHORTAGE RESPONSE ACTIONS
4-6
ten percent, but less than twenty percent is necessary to ensure that sufficient supplies will be available to meet anticipated demands. Upon declaration by the City of a Level 2 Water Supply Shortage condition, the City shall implement the mandatory Level 2 conservation measures identified in this Section:
1. Reduction by the Metropolitan Water District of more than ten percent, but less than twenty percent of imported water deliveries to its member agencies;
2. Reduction by the Central Basin Municipal Water District of more than ten percent, but less than twenty percent of imported water deliveries to member agencies;
3. Over four years of drought, as defined by the National Weather Service, exists within the Los Angeles County Central Basin of the Colorado River Basin of the State of California.
Additional Water Conservation Measures In addition to the prohibited uses of water identified in Sections 4-
3.1 and 4-3.2, the following additional water conservation requirements apply during a declared Level 2 water supply shortage:
A. Eating or drinking establishments, including but not limited to a restaurant, hotel, café, bar, club, or other public place where food or drinks are sold, served, or offered for sale, are prohibited from providing drinking water to any person unless expressly requested.
B. Watering Days. Watering or irrigating of any lawn, landscape or other vegetated area with potable water is limited to the following two days per week, Tuesday and Saturday. This provision does not apply to landscape irrigation systems that exclusively use very-low flow drip type irrigation systems when no emitter produces more than two gallons of water per hour. Automated landscape irrigation systems may be operated on other days for very short periods of time, such as ten minutes or as reasonably required, for the express purpose of adjusting or repairing a landscape irrigation system.
C. Obligation to Fix Leaks, Breaks or Malfunctions. All leaks, breaks, or other malfunctions in the water -eight hours of notification by the
City unless other arrangements are made with the City.
D. Limits on Washing Vehicles. Using water to wash or clean a vehicle, including but not limited to any automobile, truck, van, bus, motorcycle, boat or trailer, whether motorized or not, is prohibited except by use of a hand-held bucket or similar container, a hand-held hose equipped with a positive selfclosing water shut-off nozzle or device, by high pressure/low volume wash systems, or at a commercial car washing facility that utilizes a re-circulating water system to capture or reuse water.
E. Limits on Filling Residential Swimming Pools and Spas. Re-filling of more than one foot and initial filling of residential swimming pools or outdoor spas with potable water is prohibited.
F. Limits on Filling Ornamental Lakes or Ponds. Filling or re-filling ornamental lakes or ponds is prohibited, except to the extent needed to sustain aquatic life that has been actively managed within the water feature prior to declaration of a supply shortage level under this ordinance.
G. Median Irrigation. The irrigation with potable water of ornamental turf on public street medians is prohibited.
H. Other Prohibited Uses. The City may implement other prohibited water uses as determined by the City I. Exemptions to Level 2 Shortage Restrictions
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1. Watering with a hand-held hose or a refillable watering vessel, such as a bucket or a tree irrigator is allowed at any time on any day of the week.
2. Drip irrigation systems with emitters of less than three gallons per hour capacity are exempt from duration and day of week restrictions due to increased efficiency.
3. Soaker hoses or automatic tree bubblers may be used to water trees so long as watering is done under the drip-line of the tree canopy or you may use automatic tree bubblers.
4. Watering a vegetable garden with a soaker hose is exempt from the watering limitations. (Ord. 2015-09-1478 § 3 (part); Ord. 2009-04-1399 § 1 (part))
4-3.4 Level 3 Water Shortage Condition
The Level 3 water shortage condition is equivalent to the Water Code Standard Water Shortage Level 3 through 6, which is defined as a water shortage greater than 20 percent of normal reliability, respectively.
A level 3 water supply shortage condition exists when the City declares a water shortage emergency condition exists pursuant to provisions set forth under California Water code Section 350 through 357, including providing twenty percent consumer demand
reduction is required to ensure sufficient supplies for human consumption, sanitation, and fire protection. The City must declare a water supply shortage emergency in the manner and on the grounds provided in California Water Code Section 350.
A twenty percent or greater shortage of water supplies can be anticipated when one or more of the following events occur:
1. Reduction by the Metropolitan Water District of twenty percent or more of imported water deliveries to its member agencies;
2. Reduction by the Central Basin Municipal Water District of twenty percent or more of imported water deliveries to member agencies;
3. Over five years of drought, as defined by the National Weather Service, exists within the Los Angeles County Central Basin of the Colorado River Basin of the State of California.
Additional Water Conservation Measures In addition to the prohibited uses of water identified in Section 4-
3.1, 4-3.2 and 4-3.3, the following water conservation requirements apply during a declared Level 3 water supply shortage emergency condition:
A. Watering or irrigating of any lawn, landscape or other vegetated area with potable water is prohibited.
This restriction shall not apply to the following categories of use unless the City has determined that recycled water is available and may be lawfully applied to the use:
1. Maintenance of vegetation, including trees and shrubs, that are watered using a hand-held bucket or similar container, a hand-held hose equipped with a positive self-closing water shut-off nozzle or device, or a very-low flow drip type irrigation system when no emitter produces more than two gallons of water per hour subject to the watering day and excessive runoff restrictions in Section 4-
3.3. 2. Maintenance of existing landscape necessary for fire protection;
3. Maintenance of existing landscape for soil erosion control;
4. Maintenance of plant materials identified to be rare or essential to the wellbeing of rare animals;
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5. Maintenance of landscape within active public parks and playing fields, day care centers, school grounds, cemeteries, and golf courses, provided that such irrigation does not exceed two days per week according to the schedule established in Section 4-3.3 and time restrictions in 4-3.3; and
6. Public works projects and actively irrigated environmental mitigation projects.
B. Obligation to Fix Leaks, Breaks or Malfunctions. All leaks, breaks, or other malfunctions in the water -four hours of notification by the
City unless other arrangements are made with the City.
C. Discontinue Service. The City, in its sole discretion, customers who willfully violate provisions under a declared level 3 water supply shortage. The city may also assert other penalties and violations as set forth in this section against water customers who willfully violate provisions under a declared level 3 water supply shortage.
D. No new Annexations. Upon declaration of a level 3 water supply shortage condition, the City will suspend consideration of annexations to its service area. This provision does not apply to boundary corrections and annexations that will not result in any increased use of water.
E. Other Prohibited uses. The City may implement other prohibited water uses as determined by the City -09-1478 § 3 (part); Ord. 2009-04-1399
§ 1 (part)).
4-4 Operational Changes
The City does not implement any operational changes to address water shortages. 4-5 Additional Mandatory Restrictions
The City has permanent water conservation requirements as described in Section 4-3.1. These requirements are in place under normal conditions and therefore always apply to all customers. 4-6 Emergency Response Plan
The Cit in 2025. It is included as Attachment 4A. The
purpose of the ERP is to protect the health of employees and the public, limit the impact of a crisis on services and resources, and ensure a quick recovery following an emergency.
Compliance with the ERP will hasten the recovery of system facilities following a disaster, such as fire, flood, storm, epidemic, riot, earthquakes, terrorism or other conditions.
The Cit
with findings of the risk and resilience assessment.
4-7 Seismic Risk Assessment and Mitigation Plan
Water Code Section 10632.5(a)
In addition to the requirements of paragraph (3) of subdivision (a) of Section 10632, beginning January 1, 2020, the plan shall include a seismic risk assessment and mitigation plan to assess the vulnerability of each of the various facilities of a water system and mitigate those vulnerabilities. (b) An urban water supplier shall update the seismic risk assessment and mitigation plan when updating its urban water management plan as required by Section 10621.
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(c) An urban water supplier may comply with this section by submitting, pursuant to Section 10644, a copy of the most recent adopted local hazard mitigation plan or multihazard mitigation plan under the federal Disaster Mitigation Act of 2000 (Public Law 106-390) if the local hazard mitigation plan or multihazard mitigation plan addresses seismic risk.
A copy of the City of Signal Hill igation Plan, dated September 2025 is included as Attachment 4B.
Earthquake hazards and seismic risk are addressed within this plan. 5-1
SECTION 5
COMMUNICATION PROTOCOLS
5-1 Water Code
Water Code Section 10632 (a) (5)
Communication protocols and procedures to inform customers, the public, interested parties, and local, regional, and state governments, regarding, at a minimum, all of the following:
(A) Any current or predicted shortages as determined by the annual water supply and demand assessment described pursuant to Section 10632.1
(B) Any shortage response actions triggered or anticipated to be triggered by the annual water supply and demand assessment described pursuant to Section 10632.1. (C) Any other relevant communications.
5-2 Procedures for Determination of a Water Supply Shortage The City Council may declare a water shortage at any time that it is determined that the water supply available to the City is likely to be insufficient to meet the expected demands of the City’s customers due to any cause, including but not limited to:
Results of annual water supply and demand assessment
Facility failure
The existence of Level 1, Level 2 or Level 3 water supply shortage conditions may be declared by resolution of the City Council adopted at a regular or special public meeting held in accordance with State law. The mandatory conservation requirements applicable to Level 1, Level 2 or Level 3 conditions shall take effect on the fifteenth day after the date the shortage is declared. 5-3 Procedures for Notification of a Water Supply Shortage to the Public Within ten (10) days following the declaration of the shortage level, the City shall publish a copy of the resolution in a newspaper used for publication of official notices. If the City establishes a water allocation, it shall provide notice of the allocation by including it in the regular billing statement or by any other mailing to the address to which the City customarily mails the billing statement for fees or charges for on-going water service.
Ord. 2015-09-1478 § 3 (part); Ord. 2009-04-1399 § 1 (part)) 5-4 Procedures for Notification of a Water Supply Shortage to Public Entities and Officials Within five days following the declaration of the shortage level, the City shall notify the County of Los Angeles.
The Director of Water Resources at the Los Angeles County Department of Public Works will be contacted by telephone and a follow-up letter.
6-1
SECTION 6
COMPLIANCE AND ENFORCEMENT
6-1 Water Code
Water Code Section 10632(a)(6)
For an urban retail water supplier, customer compliance, enforcement, appeal, and exemption procedures for triggered shortage response actions as determined pursuant to Section 10632.2. 6-2 Penalties and Violations
6-2.1 Penalties
A. Misdemeanor.
Any violation of this WSCP may be prosecuted as a misdemeanor punishable by imprisonment in the county jail for not more than thirty days, or by fine not exceeding one thousand dollars or both, under the provisions of Chapter 1.16 of the Signal Hill Municipal Code.
B. Civil Penalties.
Civil penalties for failure to comply with any provisions of the WSCP shall be as follows:
1. First Violation
The City will issue a written warning and deliver a copy of this WSCP by certified mail. Such notice shall refer to the code section(s) violated and facts supporting the issuance of notice of violation.
2. Second Violation
A second violation within a twelve-month period is punishable by a fine not to exceed one hundred dollars. Such notice shall refer to the code section(s) violated and facts supporting the issuance of notice of violation. The correction notice shall also describe the action(s) necessary to correct the violation and state the final date by which the correction must be completed and inform the offender that he or she is subject to a fine if the correction is not made by that date.
3. Third Violation
A third violation within a twelve-month period is punishable by a fine not to exceed two hundred and fifty. Such notice shall refer to the code section(s) violated and facts supporting the issuance of notice of violation. The correction notice shall also describe the action(s) necessary to correct the violation and state the final date by which the correction must be completed and inform the offender that he or she is subject to a greater fine if the correction is not made by that date.
4. Fourth and Subsequent Violation
A fourth violation and any subsequent violation within a twelve-month period is punishable by a fine not to exceed five hundred. Such notice shall refer to the code section(s) violated and facts supporting the issuance of notice of violation. The correction notice shall also describe the action(s) necessary to correct the violation and state the final date by which the correction must be completed and inform the offender that he or she is subject to (1), (2) and Section 6-2.2 if the correction is not made by that date. .
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6-2
a. Water Flow Restrictor
In addition to any fines, the City may install a water flow restrictor device of approximately one gallon per minute capacity for services up to one and one-half inch size and comparatively sized restrictors for larger services after written notice of intent to install a flow restrictor for a minimum of forty-eight hours.
b. Discontinuing Service
In addition to any fines and the installation of a water flow restrictor, the City may disconnect and/or terminate a water customer’s water service for willful violation of mandatory restrictions in this WSCP. 6-2.2 Cost of Flow Restrictor and Discontinuing Service A person or entity that violates this WSCP is responsible for payment of the City’s charges for installing and/or removing any flow restricting device and for disconnecting and/or reconnecting service per the City’s schedule of charges then in effect. The charge for installing and/or removing any flow restrictor device shall be paid to the City before the device is removed. Nonpayment will be subject to the same remedies as nonpayment of basic water rates.
6-2.3 Separate Offenses
Each day that a violation of this WSCP occurs is a separate offense. 6-2.4 Notice and Hearing
The City will issue a notice of violation by mail or personal delivery at least fifteen calendar days before taking enforcement action and said notice shall describe the action to be taken. A customer may appeal the notice of violation by filing a written notice of appeal with the City no later than the close of business on the day before the date scheduled for enforcement action. Any notice of violation not timely appealed will be final. Upon receipt of a timely appeal, a hearing on the appeal shall be scheduled in a timely manner, and the City shall mail written notice of the hearing date to the customer at least fifteen calendar days before the date of the said hearing.
Pending receipt of a written appeal or pending a hearing pursuant to an appeal, the City may take appropriate steps to prevent the unauthorized use of water as appropriate to the nature and extent of the violations and the current declared water level condition.
(Ord. 2015-09-1478 § 3 (part); Ord. 2009-04-1399 § 1 (part)) 6-3 Hardship Waiver
A. Undue and Disproportionate Hardship
If, due to unique circumstances, a specific requirement of this WSCP would result in undue hardship to a person using water or to property upon which water is used, that is disproportionate to the impacts to water users generally or to similar property or classes of water users, then the person may apply for a waiver to the requirements as provided in this section.
B. Written Finding
The waiver may be granted or conditionally granted only upon a written finding of the existence of facts demonstrating an undue hardship to a person using water or to property upon which water is used, that is disproportionate to the impacts to water users generally or to similar property or classes of water user due to specific and unique circumstances of the user or the user’s property.
COMPLIANCE AND ENFORCEMENT
6-3
1. Application. Application for a waiver shall be on a form prescribed by the City and shall be accompanied by a non-refundable processing fee in amount set by resolution of the City.
2. Supporting Documentation. The application shall be accompanied by photographs, maps, drawings, and other information, including a written statement of the applicant.
3. Required Findings for Variance. An application for a waiver shall be denied unless the approving authority, either City Manager or the City Manager’s designee, finds, based on the information provided in the application, supporting documents, or such additional information as may be requested, and on water use information for the property as shown by the records of the City, all of the following:
a. That the waiver does not constitute a grant of special privilege inconsistent with the limitations upon other residents and businesses.
b. That because of special circumstances applicable to the property or its use, the strict application of this WSCP would have a disproportionate impact on the property or use that exceeds the impact to residents and businesses generally. c. That the authorizing of such waiver will not be of substantial detriment to adjacent properties, and will not materially affect the ability of the City to effectuate the purpose of this WSCP and will not be detrimental to the public interest; and
d. That the condition or situation of the subject property or the intended use of the property for which the waiver is sought is not common, recurrent or general in nature.
4. Approval Authority. The City Manager or their designee shall exercise approval authority and act upon any completed application no later than fifteen business days after submittal and may approve, conditionally approve, or deny the waiver. The applicant requesting the waiver must be promptly notified in writing of any action taken. Unless specified otherwise at the time a waiver is approved, the waiver applies to the subject property during the term of the mandatory water supply shortage condition.
5. Appeals to the City. An applicant may appeal a decision or condition of the City Manager of the city Manager’s designee, on a waiver application to the City Council within fifteen calendar days of the decision upon written request for a hearing. The request shall state the grounds for the appeal. At a public meeting, the City Council shall act as the approval authority and review the appeal de novo by following the regular waiver procedure. The decision of the City Council is final.
Ord. 2015-09-1478 § 3 (part); Ord. 2009-04-1399 § 1 (part)) 6-4 Enforcement
The City will transition to an Automated Meter Reading (AMR) system utilizing Sensus and Neptune-compatible meters with Sensus SmartPoint wired 520M endpoint radios. The AMR project will include installation of approximately 3,000 endpoint radios, enabling remote meter reading, improved data accuracy, and enhanced system monitoring. This upgrade will reduce reliance on manual meter reading, improve operational efficiency, and support early detection of leaks and abnormal water use, consistent with the City’s long-term infrastructure and financial planning objectives. The upgrade will also help in identification of WSCP violations and enforcement actions.
7-1
SECTION 7
LEGAL AUTHORITIES
7-1 Water Code
Water Code Section 10632(a)(7)
(A) A description of the legal authorities that empower the urban water supplier to implement and enforce its shortage response actions specified in paragraph (4) that may include, but are not limited to, statutory authorities, ordinances, resolutions, and contract provisions. (B) A statement that an urban water supplier shall declare a water shortage emergency in accordance with Chapter 3 (commencing with Section 350) of Division 1.
(C) A statement that an urban water supplier shall coordinate with any city or county within which it provides water supply services for the possible proclamation of a local emergency, as defined in Section 8558 of the Government Code.
Water Code Section Division 1, Section 350
Declaration of water shortage emergency condition. The governing body of a distributor of a public water supply, whether publicly or privately owned and including a mutual water company, shall declare a water shortage emergency condition to prevail within the area served by such distributor whenever it finds and determines that the ordinary demands and requirements of water consumers cannot be satisfied without depleting the water supply of the distributor to the extent that there would be insufficient water for human consumption, sanitation, and fire protection.
7-2 Legal Authorities
Resolution No. 2021-11-6648 “Water Shortage Contingency Plan” provides a mechanism for the City to implement a water conservation plan based on the severity of a water supply shortage. 7-3 Declaration of a Water Shortage Emergency
The City shall declare a water shortage emergency in accordance with Water Code Section Division 1, Section 350.
7-4 Coordination for a Local Emergency
The City shall coordinate with the County of Los Angeles for the possible proclamation of a local emergency, as defined in Section 8558 of the Government Code.
The contact information for the County of Los Angeles are as follows:
1. County of Los Angeles
Mr. Dan Lafferty – Deputy Director of Water Resources
[email protected]
(626) 458-4012
900 S. Freemont Avenue
Alhambra, CA 91803
Coordination protocols for local emergencies will follow City’s Emergency Response Plan (See Attachment 4A). 8-1
SECTION 8
FINANCIAL CONSEQUENCES OF WSCP ACTIVATION
8-1 Water Code
Water Code Section 10632(a)(8)
A description of the financial consequences of, and responses for, drought conditions, including, but not limited to, all of the following:
(A) A description of potential revenue reductions and expense increases associated with activated shortage response actions described in paragraph (4).
(B) A description of mitigation actions needed to address revenue reductions and expense increases associated with activated shortage response actions described in paragraph (4). (C) A description of the cost of compliance with Chapter 3.3 (commencing with Section 365) of Division 1. (retail urban suppliers only)
8-2 Potential Revenue Reductions and Expenses
When shortage response actions are activated, revenue is reduced because water use is reduced throughout the system. There is a monthly fixed charge that remains the same, but the water use charge will go down as each customer conserves water. The City’s overall revenue is reduced at the same time.
When shortage response actions are activated, the potential expense increases are as follows:
1. Notification costs for newspaper articles, billing fliers, and changes to website.
2. Increased staff costs for tracking, reporting, and to patrol and enforce actions. 8-3 Mitigation Actions
Historically, the City has not had a significant enough reduction in revenue due to shortage response actions to prompt mitigation actions. This is not expected to change significantly in the future either since the City has permanent water conservation requirements in place.
If in the future, mitigation actions are needed to address revenue reductions and expense increases associated with activated shortage response actions, the City’s options are as follows:
1. Using financial reserves
2. Reducing operation and maintenance expenses
3. Water rate adjustments
4. Triggering drought rate structures or surcharges
5. Deferring capital improvement projects
6. Make advanced purchases of water rights by converting one year carryover balances to individual and community storage options thereby ensuring long term stability of Signal Hill groundwater supply and securing current year replenishment assessment (RA) rates applied by WRD (as opposed to future year RA fees)
FINANCIAL CONSEQUENCES OF WSCP ACTIVATION
8-2
8-4 Cost of Compliance
There are no additional costs anticipated beyond what is discussed in Section 8-2 for discouraging excessive water use during a drought emergency. The City water fees and charges inherently discourages excessive water use by using a tiers to charge customers. The tiers are as shown in Table 8-1.
Table 8-1
Water Usage Consumption Charge per Billing Unit by Tier and Customer Type Effective Date 7/1/2025 7/1/2026 7/1/2027 7/1/2028 7/1/2029 Tier 1
0 - 15 units
Tier 2
> 16 units
Tier 1
0 - 15 units
Tier 2
16 - 150 units
Tier 3
> 151 units
Tier 1
0 - 15 units
Tier 2
> 16 units
Rates per City of Signal Hill Water Rate Study, April 1, 2025 Commercial, Industrial, and Institutional
Residential - Single Family and Multi-Family
$5.04 $5.80 $6.61 $7.54 $8.29
$8.04 $9.25 $10.55 $12.03 $13.23
Irrigation
$5.04 $5.80 $6.61 $7.54 $8.29
$8.04 $9.25 $10.55 $12.03 $13.23
$11.83 $13.60 $15.50 $17.67 $19.44
$7.66 $8.81 $10.04 $11.45 $12.60
$5.04 $5.80 $6.61 $7.54 $8.29
9-1
SECTION 9
MONITORING AND REPORTING
9-1 Water Code
Water code Section 10632(a)(9)
For an urban retail water supplier, monitoring and reporting requirements and procedures that ensure appropriate data is collected, tracked, and analyzed for purposes of monitoring customer compliance and to meet state reporting requirements. 9-2 Monitoring and Reporting The City submits monthly reports to the California State Water Resources Control Board per the regulation on Monthly Urban Water Conservation Reporting that went into effect July, 2014. These reports include the following items:
1. Reporting Month
2. Water Shortage Level
3. Population
4. Total Potable Water Production
5. Commercial Agricultural Water
6. Residential Use Percentage
7. CII Water
8. Recycled Water
9. Non-revenue Water
10. Estimated Residential Gallons per Capita per Day
9-3 Data Collection
Well production data is collected and tracked monthly for each individual well owned by the City. The flow meters are inspected and calibrated on an annual basis.
Customers are billed monthly and the water sales is therefore tracked on a monthly basis. 9-4 Customer Water Use
At the end of each monthly meter reading cycle, an audit of the meter reads is done. Any meter reads that are higher than the software created average for each account is placed on a “reread list”. These meters are inspected by City staff for possible leaks. The meter is observed to see if the leak indicator on the meter is moving. If it is, the meter will observed to see if usage stops or is constant. If the meter usage is constant, the customer will be notified of a possible leak. Customer are notified in person, by phone, or by door hanger. 10-1
SECTION 10
WSCP REFINEMENT PROCEDURES
10-1 Water Code
Water Code Section 10632(a)(10)
Reevaluation and improvement procedures for systematically monitoring and evaluating the functionality of the water shortage contingency plan in order to ensure shortage risk tolerance is adequate and appropriate water shortage mitigation strategies are implemented as needed. 10-2 WSCP Refinement Procedures
The City will review the following data from before, after, and during the time a shortage stage was in effect:
1. Reduction in total water use
2. Reduction in gallons per capita per day
3. Reduction in water use by meter type: single family residential, multi-family residential, commercial, government, and irrigation
Review and analysis of the aforementioned data would allow the City to evaluate the effectiveness of the water conservation measures specified for the shortage stage that was implemented.
Review of data by meter type would be used to determine where the most reductions are occurring and where water conservation measures may need to be adjusted to increase water savings during a shortage. For any meter type that did not meet or is not meeting the required water reduction percentage, the City will review the related conservation measures and adjust as needed.
In addition to reviewing conservation measures, the City will consider increasing its efforts in public communication and education in regards to the water conservation requirements and best management practices.
At a minimum, the City will review data annually and refine its WSCP procedures as needed.
Attachment 4A
City of Signal Hill
Emergency Response Plan
CITY OF SIGNAL HILL
Emergency Operations Plan
i
CITY OF SIGNAL HILL
Emergency Operations Plan
ii
THIS PAGE INTENTIONALLY LEFT BLANK
CITY OF SIGNAL HILL
Emergency Operations Plan
iii
Foreword
To: Officials, Employees, and Contract Staff of the City of Signal Hill The preservation of life, property, and the environment is an inherent responsibility of local, state, and Federal governments. The City of Signal Hill (City) has prepared this Emergency Operations Plan (EOP) to ensure the most effective and economical allocation of resources for protection of people and property in time of an emergency or disaster. The objective of this Plan is to incorporate and coordinate all the facilities and personnel of the City into an efficient organization capable of responding effectively to any emergency.
Enclosed is the EOP. This Plan is designed as a reference and guidance document and is the foundation for disaster response and recovery operations for the city. It establishes the emergency organization, concept of operations, as well as specifies policies, general procedures and processes for coordination of the City’s responsibilities as a member of the Los Angeles Operational Area with other Operational Area organizations. This plan builds upon previous efforts to enhance the City’s emergency and disaster preparedness, response, and recovery capabilities and includes the critical elements of the Standardized Emergency Management System (SEMS), the National Incident Management System (NIMS), the National Response Framework and the Incident Command System (ICS).
The City Police Department will annually coordinate review of this Plan and collaborate with other staff to ensure that emergency processes are responsive to all needs. All City staff will become familiar with this plan and their role in the event of an activation where they will be called upon to assist and support the emergency operations.
The City Council gives its full support to this plan and urges all officials, employees, and residents, individually and collectively, to do their share in the total emergency preparedness, response, and recovery efforts of the City of Signal Hill.
This EOP becomes effective upon approval and resolution of the City Council. This letter promulgates the City’s EOP and constitutes the City’s adoption of the EOP and the SEMS.
Sincerely,
Carlo Tomaino, City Manager
CITY OF SIGNAL HILL
Emergency Operations Plan
iv
Plan Concurrence
As a designated official or principal in the City’s emergency management effort, and having reviewed the EOP, I hereby sign this concurrence page to show my approval of the plan and its contents.
Position Signature Date
City Manager
Police Chief
Los Angeles County Fire
Captain
Public Works Director
Administrative Services
Officer/Finance Director
Parks, Recreation, and Library
Services Director
Community Development
Director
CITY OF SIGNAL HILL
Emergency Operations Plan
v
Distribution List
The distribution list designates the departments and agencies that received copies of the City of Signal Hill Emergency Operations Plan (EOP). All EOC staff shall have access to the EOP. Sufficient copies of the EOP will be maintained in the EOC for each position listed in Appendix C. The plan was distributed in an electronic form or printed version to:
City Departments and Partner Agencies
Signal Hill City Manager
Signal Hill Public Works (City Yard)
LA County Fire (Station 60)
Signal Hill Police Department
Administrative Services Officer/Finance Director
Parks, Recreation, and Library Services Director
Community Development Director
Long Beach Disaster Preparedness
LA County OEM
Portions of this document may contain sensitive information pertaining to the deployment, mobilization, and tactical operations of the City government in response to emergencies.
Refer any request to view the plan or for a copy of this document to the City’s Emergency Management Coordinator.
CITY OF SIGNAL HILL
Emergency Operations Plan
vi
Plan Maintenance and Record of Revisions
Per Section 2.76.080 of the City Municipal Code, the Signal Hill Disaster Council shall be responsible for the development of the City EOP. The EOP shall provide for the effective mobilization of all the resources of the City, both public and private, to meet any condition constituting a local emergency, state of emergency or state of war emergency, and shall provide for the organization, powers and duties, services and staff of the emergency organization. The EOP will take effect upon adoption by resolution of the City Council.
The City EOP was written with input from City departments having an official emergency responsibility in the City. The EOP was submitted to the California Governor’s Office of Emergency Services (Cal OES) for review and then presented to the City Council for analysis. Upon concurrence by the City Council, the EOP was officially adopted through resolution.
Maintenance of the EOP is coordinated by the City Emergency Management Coordinator with support from the police department. Individual City Departments are responsible for updating and revising their departmental procedures regularly and submit those updates to the Emergency Management Coordinator who will incorporate the updates into the EOP. These updates should include new information (e.g., update of phone numbers and revisions of relevant standard operational procedures or positions). All changes to the EOP will be documented in the record of revisions table below. Changes to the EOP will be distributed to the City departments and agencies shown on the Plan Distribution list.
Major revisions to the EOP will be submitted to the City Manager for approval or for recommendation for review by the City Council.
Change
No.
Description Change Date Approved By
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Emergency Operations Plan
1 Table of Contents
Foreword....................................................................................................................... iii Plan Concurrence ........................................................................................................ iv Distribution List ............................................................................................................ v Plan Maintenance and Record of Revisions.............................................................. vi
1. Emergency Operations Plan Overview and Administration................................. 3
1.1 Purpose and Scope............................................................................................ 3
1.2 Plan Format........................................................................................................ 4
1.3 Planning Assumptions........................................................................................ 4
1.4 Signal Hill EOP Activation................................................................................... 5
1.5 Standard Operating Procedures/Guides (SOPs/SOGs)..................................... 5
2. City Description........................................................................................................ 6
2.1 City Description .................................................................................................. 6
2.2 Hazard Analysis.................................................................................................. 6
3. Concept of Operations ............................................................................................ 7
3.1 Phases of Emergency Management .................................................................. 7
3.2 National Incident Management System (NIMS) and the..................................... 8 Standardized Emergency Management System (SEMS)......................................... 8
3.3 Incident Command System (ICS)..................................................................... 13
3.4 Emergency Proclamations ............................................................................... 14
3.5 Signal Hill Emergency Organization................................................................. 16
3.6 Roles and Responsibilities ............................................................................... 17
3.7 Populations with Disabilities and Others with Access and................................ 19 Functional Needs ................................................................................................... 19
3.8 Animal Considerations...................................................................................... 20
4. Emergency Operations.......................................................................................... 22
4.1 EOC Priorities................................................................................................... 22
4.2 Emergency Organization.................................................................................. 28
4.3 EOC Action Planning........................................................................................ 38
4.4 EOC Information Collection, Analysis, and Dissemination ............................... 38
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2 4.5 Mutual Aid ........................................................................................................ 40
4.7 Alerting and Warning ........................................................................................ 44
4.8 Communications............................................................................................... 47
4.9 Public Information............................................................................................. 48
5. Administration, Finance, and Logistics ............................................................... 50
6. Plan Development, Distribution and Maintenance.............................................. 51
6.1 Plan Updates.................................................................................................... 51
6.2 Plan Testing, Training and Exercises................................................................ 52
6.3 After-Action Review.......................................................................................... 54
6.5 Relationship to Other Plans/References .......................................................... 54
7. Appendices............................................................................................................. 55
7.1 Appendix A: Glossary and Acronyms ............................................................... 56
7.2 Appendix B: Information Collection and Dissemination.................................... 64
7.3 Appendix C: EOC Position Specific Binders & Checklists................................ 74
7.4 Appendix D: EOC Staffing Roster .................................................................... 76
7.5 Appendix E: Action Planning and Situation Reporting...................................... 81
7.6 Appendix F: After-Action Report....................................................................... 83
7.7 Appendix G: Recovery Operations Framework ................................................ 85
7.8 Appendix H: Continuity of Government ............................................................ 94
7.9 Appendix I: EOC Layout................................................................................... 98
8. Functional Annexes ............................................................................................... 99
8.1 Annex A: Emergency Public Information Annex ............................................ 100
8.2 Annex B: Evacuation...................................................................................... 109
8.3 Annex C: Logistics and Resource Management ............................................ 119
8.4 Annex D: Transportation................................................................................. 124
8.5 Annex E: Communications ............................................................................. 127
8.6 Annex F: Cost Recovery ................................................................................ 130
8.7 Annex G: Pandemic Annex ............................................................................ 134
CITY OF SIGNAL HILL
Emergency Operations Plan
3 1. Emergency Operations Plan Overview and
Administration
The EOP is designed to assist City and other staff members who have key roles and responsibilities for responding during disasters, emergency incidents and pre-planned events. Emergency management organization staff that support emergency response, report to the EOC, Department Operations Centers (DOC) or are assigned to field response duties should use the EOP to guide their actions in completing assigned tasks.
1.1 Purpose and Scope
The EOP provides guidance to City staff to promote effective response and recovery operations when any emergency affects City operations or citizens. The scope of the EOP includes the City’s population, personnel, property, and facilities, and it is applicable to any incident resulting from any hazard or threat.
The EOP:
• Describes the City’s organizational structure and management system for emergency response
• Sets forth lines of authority and organizational relationships and shows how emergency response activity will be coordinated
• Identifies the actions taken to activate and operate the City EOC • Identifies personnel, equipment, facilities, supplies, and other resources available to support EOC operations
• Provides detailed guidance for EOC staff to carry out their responsibilities • Describes EOC processes and products such as the EOC Action Plan and Situation Status Report
The objectives of the EOP are to:
• Describe the internal processes that address emergency response and coordination including identifying the roles and responsibilities of EOC positions that may be staffed at the City EOC upon activation
• Describe the Incident Command System (ICS) which will be used in the preparation for, response to, and recovery from emergencies, and may be used to aid in the mitigation of potential threats
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4 • Provide tools and templates such as emergency procedures and communications methods for EOC and other staff to use in supporting response to emergencies.
1.2 Plan Format
Basic Plan – The EOP provides an overview of the City’s organization, policies, and approach to all phases of emergency preparedness. It is the foundation document for the City’s emergency management program. The EOP identifies the functions and responsibilities for the emergency response organization and EOC staff and provides guidance for plan maintenance. It describes internal processes that address emergency response and coordination. The intent of the EOP is to provide supporting documentation to emergency response staff that is detailed enough for effective response yet is flexible enough to be used in any emergency response including one that requires emergency water transportation operations to support movement of first responders or evacuation of affected populations.
Appendices – The EOP appendices include forms, checklists, and other supplemental information to be used in preparation for, and during, an emergency. Appendices also include supporting information that may frequently change, such as personnel rosters and contact lists.
Functional Annexes – Annexes are the parts of the EOP that provide specific information and direction on key components, such as Public Information, Resources, and Communications.
1.3 Planning Assumptions
The EOP is based upon several planning assumptions:
• City staff will take immediate actions to address threats to life-safety or property damage within the constraints of their abilities and resources • The EOC Director will mobilize required resources and task City staff to fulfill the response/recovery objectives
• More than one EOC position may be filled by the same person. Some or all of the EOC team may perform their duties remotely
• City owned and contracted resources will act as one entity to conduct emergency response and recovery operations
• The EOC will work with private industry and government agencies in the incident impact area to provide essential services during the response and recovery periods of an emergency
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5 1.4 Signal Hill EOP Activation
Activation of the EOP occurs because of any of the following conditions:
• By order of the City Manager as Director of Emergency Services as specified in Signal Hill Municipal Code Chapter 2.76.050, provided that the existence or threatened existence of a Local Emergency has been proclaimed in accordance with the Signal Hill Municipal Code
• When it is determined by the EOC Director that the available resources are inadequate to cope with the incident
• When required to support pre-planned events
• When the Governor proclaims a State of Emergency for an area that includes the City
1.5 Standard Operating Procedures/Guides (SOPs/SOGs)
Additional organizational and/or functional Standard Operating Procedures (SOPs) or Standard Operating Guides (SOGs) are used by City Departments and other agencies and organizations that have responsibilities in this plan. City emergency operations staff should be acquainted with this and other relevant SOPs/SOGs and receive periodic training on the policies and procedures contained within them.
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6 2. City Description
2.1 City Description
Signal Hill is a small city located in the Los Angeles County region of Southern California. Covering just 2.2 square miles, it stands out for its rich history and unique geographic features, including its namesake hill, which rises prominently above the surrounding area. The city boasts a diverse community and a vibrant economy supported by retail businesses, professional services, and a robust oil industry, which has been a cornerstone of local development since the early 20th century. Signal Hill's strategic location offers panoramic views of the Pacific Ocean and the Greater Los Angeles area, making it not only a vital economic hub but also a desirable place to live and visit.
2.2 Hazard Analysis
The City is subject to a number of potential hazards. The 2025 Local Hazard Mitigation Plan (LHMP) contains a list of 6 hazards and details descriptions of the nature, past occurrences, location, extent and probability of future events for hazards. It also addresses the potential impacts resulting from climate change on the hazards.
Hazards identified in the 2025 LHMP are contained in Table 2-1. Table 2-1: 2025 LHMP Hazards
1. Earthquake
2. Flooding
3. Landslide
4. Drought
5. Climate Change
6. Windstorm
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Emergency Operations Plan
7 3. Concept of Operations
This section identifies how the City organizes to manage, coordinate, and respond to emergencies within the context of existing emergency management and response doctrine, as well as current City legal authority, organization, and operations.
3.1 Phases of Emergency Management
In California, emergency management activities are associated with the five (5) phases (Figure 3-1) indicated below. Not every disaster will necessarily include all the phases.
All City Departments have responsibilities in one or more of the emergency management phases:
• Mitigation Phase - Mitigation is the effort to reduce loss of life and property by lessening the impact of disasters and emergencies. It refers to measures or actions that can prevent an emergency, reduce the chance of an emergency or reduce the damaging effects of unavoidable emergencies. • Preparedness Phase - Preparedness is a continuous cycle of planning, organizing, training, equipping, exercising, evaluating and taking corrective action. Training and exercising plans are the cornerstone of preparedness, which focuses on readiness to respond to all hazards, incidents and emergencies.
• Response Phase - The response phase is a reaction to the occurrence of a catastrophic disaster or emergency. It consists of actions which are aimed at saving lives, reducing economic losses and alleviating suffering. • Recovery Phase - Recovery consists of those activities that continue beyond the emergency period to restore critical community functions and begin to manage stabilization efforts. The recovery phase begins immediately after the threat to human life has subsided.
• Prevention Phase - Prevention focuses on preventing hazards from occurring, whether they are natural, technological or caused by humans. Not all hazards are preventable, but the risk of loss of life and injury can be limited with good evacuation plans, environmental planning and design standards.
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8 Figure 3-1: Five Phases of Emergency Management
3.2 National Incident Management System (NIMS) and the
Standardized Emergency Management System (SEMS)
The City conforms to the requirements of SEMS and NIMS and uses the concepts of incident command, common terminology, span of control, and resource management common to both systems. In managing small incidents, the City applies standard operating processes and procedures and may not activate an incident command structure for every incident.
NIMS incorporates the Incident Command Structure (ICS), a standardized on-scene emergency management concept designed to provide an integrated organizational structure for single or multiple emergencies and to facilitate emergency response across jurisdictional boundaries.
SEMS is required by the California Office of Emergency Services (CalOES) for managing multi-agency and multi-jurisdictional responses to emergencies in
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Emergency Operations Plan
9 California. The system unifies all elements of California’s emergency management community into a single integrated system and standardizes key elements. SEMS incorporates the use of ICS, California Disaster and Civil Defense Master Mutual Aid Agreement, the Operational Area concept, and multiagency or inter-agency coordination. State agencies are required to use SEMS, and local government entities must use SEMS to be eligible for any reimbursement of response-related costs under the state’s disaster assistance programs.
Under SEMS, response activities are managed at the lowest possible organizational level. SEMS consists of five (5) levels: Field, Local, Operational Area, Region, and State as illustrated below Figure 3-2. The City of Signal Hill utilizes SEMS during incidents that require a multi-agency response or when the incident involves multiple jurisdictions.
Figure 3-2: SEMS Levels
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10 Field Response – The Field Response level is where emergency response personnel and resources, under the command and control of responsible officials, carry out tactical decisions and activities in direct response to an incident or threat (emergency operations that take place in the field such as evacuations, fire suppression, damage assessments or temporary construction are considered to occur at the Field level). The Signal Hill Police Department conducts law enforcement within the City. The City contracts with the Los Angeles County Fire Department for fire, rescue and emergency medical services. These two agencies are the primary emergency service responders.
The Signal Hill Police Department is located at: 2745 Walnut Ave Signal Hill, CA 90755 The Los Angeles County Fire Department has the following station located in the City:
Station 60
2300 E. 27th St.
Signal Hill, CA 90755
Additional departments that respond to and assist the police and fire in emergency response include the Signal Hill Public Works Department, Community Development, and numerous utility companies, special districts and non-governmental organizations.
SEMS regulations require the use of ICS at the field level of a multi-agency or multijurisdictional incident. Requests for any resources or support that cannot be filled at the field level will be requested through a Department Operations Center (DOC) or the City EOC.
Unified Command – Allows agencies with responsibility for an incident, either geographical or functional, to manage an incident by establishing a common set of incident objectives and strategies. This is accomplished without losing or abdicating agency authority, autonomy, responsibility, or accountability. The Signal Hill Police Department and/or Los Angeles County Fire Department will implement or represent City field operations in a Unified Command when the situation requires a Unified Command.
Local Government – The Local Government level includes cities, counties, and special districts, and the administrative and coordinative operations of agencies thereof. Local governments manage and coordinate the overall emergency response and recovery activities within their jurisdiction. As a condition of state reimbursement of response-related costs, local governments are required to use SEMS when the local EOC is activated or a Local Emergency is proclaimed.
Implementation of SEMS by the City is a cooperative effort of all departments with an emergency response role. The Signal Hill Police Department Emergency Management
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11 Coordinator and Police Chief lead the city to comply with SEMS requirements. They conduct the following activities:
• Communicates information within the City on SEMS requirements and guidelines
• Coordinates SEMS development among departments and agencies • Identifies departments and agencies involved in field level response • Identifies departments and agencies with DOCs
• Coordinates with other local governments, the Operational Area, and volunteer and private agencies on application of SEMS principles
• Ensures SEMS is incorporated into the City’s EOP and procedures • Ensures SEMS is incorporated into the City’s emergency ordinances, agreements, memoranda of understanding, etc.
• Identifies local volunteer and private agencies that have an emergency response role. Contacts should be made to develop arrangements for coordination in emergencies.
Operational Area – An Operational Area is the intermediate level of the State’s emergency management organization. The Operational Area level encompasses a county and is responsible for coordination among all political subdivisions located therein to include incorporated cities and special districts. The Operational Area facilitates and/or coordinates information, resources, and decisions regarding priorities among Local governments within the Operational Area. The Operational Area operates an EOC and serves as the coordination and communication link between local governments and regional levels.
In Los Angeles County, the Administrator of Emergency Services is the County Office of Emergency Management (COEM). The Administrator of Emergency Services is responsible for implementing the Los Angeles Operational Area Emergency Operations Plan. The Administrator of Emergency Services is supported by the Los Angeles County Sheriff’s Office of Emergency Services and has overall responsibility for the following:
• Developing response and recovery plans for the Operational Area and the unincorporated areas of the county
• Organizing and staffing the County EOC and operating as the County EOC Director
• Operating communications and warning systems
• Providing information and guidance to the public and elected officials • Maintaining information on the status of resources, services, and operations
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12 • Directing overall operations
• Obtaining support for the Los Angeles Operational Area and providing support to other jurisdictions as needed
• Identifying and analyzing potential hazards and recommending appropriate countermeasures
• Collecting, evaluating and disseminating damage assessment and other essential information
Activation of the Operational Area during a State of Emergency or a Local Emergency is required by SEMS regulations under the following conditions:
• A local government within the Operational Area has activated its EOC and requested activation of the Operational Area EOC to support their emergency operations
• Two (2) or more cities within the Operational Area have proclaimed a local emergency
• A city, city and county, or county has requested a Governor’s proclamation of a State of Emergency, as defined in the Government Code Section 8558(b) • A State of Emergency has been proclaimed by the Governor for the county or two (2) or more cities within the operational area
• The Operational Area has requested resources from outside its boundaries.
This does not include resources used in normal day-to-day operations that are obtained through existing mutual aid agreements.
Regional Level and Regional Emergency Operations Center (REOC) – The Regional level is administered by the State and manages and coordinates information and resources among Operational Areas and within or between one or more mutual aid regions established by Cal OES. The Regional level coordinates overall State agency support for emergency response activities within the Region. California is divided into three Cal OES administrative regions – Inland, Coastal, and Southern; six (6) fire and rescue mutual aid regions; and seven (7) law enforcement mutual aid regions. The Regional level operates the REOC and serves as the coordination and communication link between the Operational Area and the State level.
There are 11 counties within the Southern Administration Region, Region I & VI, and 226 incorporated cities, numerous tribal nations, small unincorporated communities, special districts, and a total population of approximately 22,885,880 people. Southern Region is located at:
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Emergency Operations Plan
13 Cal OES Southern Region
4671 Liberty Avenue.
Los Alamitos, CA 90720
(925) 953-1402 Office
(925) 953-1418 Fax
State Level and State Operations Center (SOC) – The State level of SEMS prioritizes tasks and coordinates State resources in response to the requests from the Regional level and coordinates mutual aid among the Regions. The State level also serves as the coordination and communication link between the State and the Federal emergency response system. The State level requests assistance from other State governments through the Emergency Management Assistance Compact (EMAC) and similar interstate compacts/agreements and coordinates with FEMA. The Cal OES SOC is located at:
Cal OES State Operations Center
3650 Schriever Avenue
Mather, CA 95655
3.3 Incident Command System (ICS)
NIMS and SEMS require emergency response agencies to use ICS for multi-agency, multijurisdictional incidents. ICS is a standardized, on-scene, all-hazards incident management approach that:
• Allows for the integration of facilities, equipment, personnel, procedures, and communications operating within a common organizational structure • Enables a coordinated response among various jurisdictions and functional agencies, both public and private
• Establishes common processes for planning and managing resources ICS is used by all levels of government—federal, state, tribal, and local—as well as by many nongovernmental organizations and the private sector. ICS is also applicable across disciplines. It is structured to facilitate activities in five (5) major functional areas:
Command/Management
Operations
Planning/Intelligence
Logistics
Finance/Administration.
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14 All the functional areas may or may not be used depending on the needs of the incident.
The Signal Hill Police Department and/or Los Angeles County Fire Department utilize ICS during day-to-day responses and multi-agency response incidents.
SEMS regulations require local governments to provide for the five ICS functions as the basis for structuring the organization: • Command/Management – Responsible for overall emergency policy and coordination through the joint efforts of governmental agencies and private organizations • Operations – Responsible for coordinating all operations in support of the emergency response through implementation of the Incident or EOC Action Plan • Planning/Intelligence – Responsible for collecting, evaluating, and disseminating information to promote situational awareness, developing the Action Plan and After-Action Report (AAR) and maintaining documentation • Logistics – Responsible for providing facilities, services, personnel, equipment, and materials in support of the incident • Finance/Administration – Responsible for financial activities and other administrative aspects
3.4 Emergency Proclamations
A Local Emergency may be proclaimed by the City Council or by the City Manager, serving as the Director of Emergency Services as specified by Signal Hill Municipal Code Chapter 2.70.050.
A Local Emergency proclaimed by the City Council must be ratified within seven (7) days. The governing body must review the need to continue the proclamation at least every 14 days until the Local Emergency is terminated. The Local Emergency may be terminated by resolution as soon as conditions warrant or terminates by expiration after 14 days.
Proclamations are normally made when there is an actual incident, threat of disaster, or extreme peril to the safety of persons and property within the city caused by natural or human-caused incident. The proclamation of a Local Emergency provides the governing body with legal authority to:
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Emergency Operations Plan
15 • If necessary, request that the Governor proclaim a State of Emergency • Promulgate or suspend orders and regulations as necessary to provide for the protection of life and property including issuing orders or regulations imposing a curfew within designated boundaries
• Exercise full power to provide mutual aid to any affected area in accordance with local ordinances, resolutions, emergency plans, or agreements • Request state agencies and other jurisdictions to provide mutual aid • Require the emergency services of any local official or employee • Request necessary personnel and materials from any local department or agency
• Obtain vital supplies and equipment and, if required, immediately commandeer the same for public use
• Impose penalties for violation of lawful orders
• Conduct emergency operations without incurring legal liability for performance or failure of performance (see Article 17 of the Emergency Services Act for privileges/immunities)
When the City proclaims a Local Emergency, they will notify the Los Angeles County Operational Area EOC. The Local Emergency Proclamation will be emailed to the Los Angeles Operational Area EOC. Requests for Fire and Law Enforcement mutual aid will be made through existing Regional Mutual Aid Coordinators that may be present at the Operational Area EOC. Other requests for mutual aid will be made through the Operational Area EOC.
State of War Emergency
Whenever the Governor proclaims a State of War Emergency, or if a State of War Emergency exists, all provisions associated with a State of Emergency apply, additionally:
All State agencies and political subdivisions are required to comply with the lawful orders and regulations of the Governor which are made or given within the limits of his authority as provided for in the Emergency Services Act When a State of Emergency has been proclaimed:
• The Governor shall, to the extent deemed necessary, have the right to exercise all police power vested in the state by the Constitution and the laws of the State of California within the designated area
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16 • Jurisdictions may command the aid of citizens as deemed necessary to cope with an emergency
• The Governor may suspend the provisions of orders, rules or regulations of any state agency and any regulatory statute or statute prescribing the procedure for conducting state business
• The Governor may commandeer or make use of any private property or personnel (other than the media) in carrying out the responsibilities of their office
• The Governor may promulgate, issue, and enforce orders and regulations deemed necessary
3.5 Signal Hill Emergency Organization
The city organizes and implements emergency operations at the field and local government levels of the SEMS. The City’s EOC and DOC’s function to coordinate field level activities. City staff may serve as liaisons to the Operational Area level when requested.
3.5.1 Field Level Incident Command System
The concepts, principles and organizational structure of the ICS are used to manage all field operations. The size, complexity, hazard environment, and objectives of the situation will determine the ICS structure and the level of support that will be required by field activities. All incidents will be managed by developing operational objectives to be achieved that are clearly communicated to field and EOC staff through use of the action planning process.
Typically, an Incident Commander will communicate with the EOC Director as to the situation and resource status through the Operations Section. Members of the Incident Command and General Staff will communicate with their counterparts in the EOC.
When multiple agencies respond to the incident, the Incident Commander will establish a Unified Command or Multi-Agency Coordination System (MACS), and any other supporting organizations will provide a representative who will report to the Liaison Officer. Other agencies including those from county, state and federal levels may participate in the Unified Command/MACS by assisting in identifying objectives, setting priorities, and allocating critical resources to the incident.
3.5.2 Field/EOC Communications and Coordination
The Logistics Section, working with the Operations Section and City Police and County Fire Departments, will develop a Communications Plan outlining all emergency communications capabilities including radio channels and protocols to be used during
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17 an incident. The Incident Action Plan (IAP) developed for a specific incident will include the Emergency Communications Plan (ICS FORM 205). Typically, field to EOC communications will occur at the Command and General Staff levels or, if they are established, field units will communicate with the DOC which will, in turn, relay the information to the appropriate section/function in the EOC. It is the responsibility of Incident Commander(s) to communicate critical information to the EOC Director in a timely manner.
The Operational Area EOC will communicate situation and resource status information to the City via OARRS and Situational Reporting.
3.5.3 Field/EOC Direction and Control Interface
The EOC Director will establish jurisdictional objectives and priorities and communicate those to all organizations through the EOC Action Plan. The EOC Action Plan does not direct or control field units but coordinates support for their activities. Incident Commander(s) will ensure incident objectives and priorities are consistent with those policies and guidelines established at the City level by the EOC Director.
3.5.4 Field/EOC Coordination with Department Operations Centers (DOCs) If a department within the City establishes a DOC to coordinate and support their field activities, the DOC Manager will provide the location, time of establishment, and staffing information to the City EOC. All communications with the field units of that department will be directed to the DOC who will then relay situation and resource information to the City EOC. DOCs act as an intermediate communications and coordination link between field units and the City EOC. The Public Works Department and Police Department will typically operate DOCs.
3.6 Roles and Responsibilities
The following section describes roles and responsibilities for organizations supporting emergency responses.
3.6.1 City Departments
Below is a list of city departments and their role in emergency response.
Administration Department – The Administrative Department consist of the following: • City Attorney – Compliance and legal advice for EOC Management Team.
Assist with the writing and ratification of local emergency and emergency orders.
Acts in an advisory role to the Director of the EOC and the City Executive Team.
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18 • City Council – Proclaim and/or ratify a local emergency, approve emergency orders and serve as City Official. Act in an advisory role to the City Manager. • City Clerk – During an election, staff may serve as a Deputy Director to the Police Department and provide subject matter expertise to help make informed decisions. In non-election situations, they may provide support staff to assist the various sections of the EOC. • City Manager’s Office – The City Manager leads the Policy Group and is the interface between the EOC and the City Council. Provides staff to serve as the EOC Public Information Officer and appoints staff to special projects. Overseas the City’s emergency services function and provides staff to manage the EOC facility, and serve an advisor to the EOC Director. The City Manager has the authority to activate the EOC and mobilize staff. • Economic Development – Provides staff to the Business Operations Officer position within the EOC. Interfaces with City business during emergency events. • Human Resources – Provides staff for the Management Section’s Policy Group and Safety Officer. May staff the Personnel Unit under the Logistics Section. • Information Technology (Consultant) – Provides staff to the Logistics Section for the Information Technology (IT) Unit, Communications Unit and the EOC Systems Support Unit. All IT-related requests must be routed through EOC Management prior to the submission of a ticket.
Community Development – Provides staff to the Management Section’s Policy Group and to the planning section of the EOC.
Finance – Provides staff to the Management Section’s Policy Group and to the Finance & Administration Section to serve as Section Chief, Cost Recovery, Documentation Unit, and Cost Analysis Unit.
Fire Department (County) – Provides staff to the Management Section’s Policy Group, EOC Director (Fire-led event) and to the Operations Section to serve as Section Chief and/or Fire Branch.
Parks, Recreation and Library Services – Provides staff to the Management Section’s Policy Group. May staff the Care and Shelter Branch under Operations Section and/or Facilities Unit in the Logistics Section.
Police Department – Provides staff to the Management Section’s Policy Group, EOC Director (Law Event) and to the Operations Section to serve as Section Chief and/or Law Branch.
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19 Public Works – Provides staff to the Management Section’s Policy Group and to the Operations Section to serve as the Public Works Branch. Additionally, provides staff to the Operations Section to serve as the Utilities Unit.
3.6.2 Special Districts, Private, and Non-Profit Organizations Volunteers
Depending on the event, EOC personnel can be composed of private and Nongovernmental Organizations (NGOs) who have technical expertise. As staff become available, volunteers will be incorporated into EOC operations. Volunteers can also assist in the field, distributing commodities or collecting donations.
Private Sector EOC Representatives
Private sector organizations play a key role before, during, and after an emergency.
Private Sector Representatives can be composed of power, communication networks, transportation, security, and numerous other services upon which both response and recovery are particularly dependent.
Nongovernmental Organizations
NGOs play an important role before, during and after an emergency. NGOs such as the American Red Cross (ARC) and The Salvation Army are vital partners in supporting and promoting emergency preparedness, disaster response and mutual assistance.
3.7 Populations with Disabilities and Others with Access and Functional Needs
Priorities for emergency incidents will be providing effective alerting and warning messaging, conducting lifesaving operations, ordering and executing evacuations and providing shelter while addressing the issues related to communications, mobility, and accessibility. Included in the City’s planning efforts are those with disabilities and others with access and functional needs are:
• Americans with Disabilities Act of 1990 (ADA) compliant access to City programs, services, and facilities and ARC shelter facilities. The City either owns or has agreements in place with facility owners to operate shelters that meet ADA guidelines.
• Assistance with animal services for evacuation of service dogs and sheltering • Identified transportation assistance for those requiring physical assistance • Reverse telephone system for specific geographic areas • Notification and warning procedures in various forms of communications
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20 • Evacuation considerations
• Emergency transportation issues
• Sheltering requirements
• Accessibility to medications, refrigeration and back-up power
3.7.1 Functional Needs Populations
Functional needs populations are those members of the community who may have additional needs before, during, and after an incident in functional areas, including, but not limited to, maintaining independence, communication, transportation, supervision and medical care. Individuals in need of additional response assistance may include those who have disabilities; who live in institutionalized settings; who are older adults; who are children; who are from diverse cultures; who have limited English proficiency or are non-English speaking; or who are transportation disadvantaged.
Additionally, the U.S. Department of Health and Human Services emPOWER program creates a partnership between the Administration for Strategic Preparedness and Response (ASPR) and the Centers for Medicare and Medicaid Services (CMS). This program provides federal data, mapping, and artificial intelligence tools, as well as training and resources, to help communities nationwide protect the health of at-risk Medicare beneficiaries, including 4.5 million individuals who live independently and rely on electricity-dependent durable medical and assistive equipment and devices, and/or certain essential health care services.
3.8 Animal Considerations
The Pets Evacuation and Transportation Standards Act of 2006 (PETS Act) directs that state and local emergency preparedness plans address the needs of people with pets and service animals after a major disaster, including the rescue, care and sheltering of animals. The PETS Act amends the Stafford Act, and requires evacuation plans to consider the needs of individuals with household pets and service animals, prior to, during, and after a major disaster or emergency.
The Signal Hill Parks, Recreation, and Library Services, in conjunction with the Long Beach Animal Care Services Department, leads the implementation of the PETS Act during emergency response. The Long Beach Animal Care Services Department will provide for the coordination of evacuation and sheltering of household and service animals in the event of a disaster.
There are no animal shelters in the City. The closest shelters that provide rescue services in the event of animal evacuations are:
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21 Shelters Address and contact information
Long Beach Animal Care
Services 7700 E. Spring St.
Long Beach, CA 90815
Phone: (562) 570-7387
Link: http://www.longbeach.gov/acs/
The city may request assistance from the Los Angeles County Animal Care and Control (DACC). DACC serves unincorporated Los Angeles County and 45 contract cities with a combined total population of over 3 million residents.
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22 4. Emergency Operations
This section provides details on operating procedures and essential elements of incident management to meet the particulars of the City’s emergency organization and operations while aligning with Concept of Emergency Operations described in Section
3. The City’s emergency organizational structure includes field response by the Police Department, Public Works staff and other staff who may respond directly to an incident.
Los Angeles County Fire Department provides field level response for firefighting and emergency medical services. The City also supports the local government level in the SEMS by activating and staffing the EOC and Public Work’s DOC.
4.1 EOC Priorities
The City EOC is organized to manage, coordinate, and support emergencies using SEMS. ICS, which is incorporated into SEMS, provides for management of emergencies in the field based on a command and control approach. The City uses ICS for EOC operations based on a management approach.
Priorities for EOC activities, regardless of hazard, are:
• Life/Safety
• Incident Stabilization
• Property Preservation
4.1.1 Purpose and Functions of the EOC
The purpose of the City EOC is to provide a facility from which the organization’s response to an emergency can be effectively coordinated. During an emergency, the EOC will provide a single focal point for centralized activities to include:
• Decision-making at the operational level
• Management of information by developing, maintaining, displaying, and disseminating Situational Awareness of the incident
• Resource support to identify, obtain, and manage City and other resources for emergency operations
• Providing logistics support when multiple incident commands require coordination
• Performing accounting and recordkeeping to track disaster costs • Providing liaisons to other organizations
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23 The EOC performs these tasks by communicating across departments, agencies and jurisdictions to relieve on-scene command of the burden of external coordination, resource allocation, and information collection, verification, and dissemination. The decisions made through the EOC are designed to be broad in scope and offer guidance on overall priorities.
The EOC is operated by City and other staff that are specially trained to perform their ICS position roles in emergency management. They provide support to Incident Commanders and the Public Works DOC, conduct public notification and warning, provide incident emergency and public communications, and manage resource coordination. The EOC facility has specialized equipment, information systems, and various tools that in conducting City-wide emergency response operations.
The EOC does not directly manage or command incidents. Field level emergency responders, such as the Police, Fire, and Public Works Departments are managed by on scene Incident Commander(s). The role of the EOC is to collect, validate and organize incident information and to provide for the overall coordination of resources required during response and recovery operations.
Tasks performed by the EOC and processes to complete them are more fully described in detailed Position Checklists located in the City EOC.
4.1.2 EOC Locations
The City EOCs are located at:
Primary: Signal Hill Police Department
2745 Walnut Avenue. Signal Hill, CA 90755
Alternate: Signal Hill City Hall
2175 Cherry Avenue, Signal Hill, CA 90755
The alternate EOC will be activated only when the primary EOC is damaged, inaccessible, and/or evacuation of EOC staff members becomes necessary. If the primary EOC is unusable before its activation, staff members will be asked to report to the alternate EOC site. The EOC Logistics Section will arrange for the relocation of EOC staff members to the alternate EOC. All field Incident Commanders will be notified of the transition to the alternate EOC.
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24 4.1.3 EOC Activation and Deactivation
Activation of the City EOC is determined based on the nature and severity of an emergency. The EOC may be activated at the direction of the City Manager or at the request of the Operational Area.
Activation
Depending on the severity of the emergency, the EOC may be activated either partially or fully. Under a partial activation, the EOC Director will determine which EOC positions are required (a list of EOC staff positions and their functions is provided in Appendix C). In a full activation, all EOC positions identified in Appendix C will be staffed.
Should an activation be needed after hours, EOC staff may self-activate or may begin seeking more information on the impact to the city. After assuring the safety of their own families and homes, EOC staff should contact their direct supervisor for information and further instructions. The EOC will be staffed for the initial response and initial activation periods; positions may be released as the incident stabilizes and the need for specific skill sets changes.
A self-evident disaster, such as a major earthquake (M5.5+), communications failure, Major Airport Disaster, or pipeline rupture does not require instruction from the EOC Director to activate the EOC. Under such circumstances, and in the absence of affirmative direction, and where there is an inability to reach City leadership, members of the EOC Team are to deploy to the designated EOC facility.
Key to making staff notification processes effective are accurate staff contact information and early decision making on the appropriate staff to notify of an emergency. The city would utilize a phone tree notification method to contact staff and stakeholders during an emergency.
Activation Levels:
Level 3: Duty Officer/Standby - At the information level, City operations staff track the incident for possible impacts on operations and monitor for potential escalation.
Level 3 emergencies may include:
• Any on-the-job recordable incident
• Minor fire at a City facility or within the City limits where on-site resources are deemed sufficient to handle the event and there are no serious injuries • Severe weather conditions that warrant monitoring because of potential to do significant damage to infrastructure or injure residents
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25 • Any incident where the facility’s emergency response actions include the assembly and shelter-in-place of all on-site personnel as a precaution to protect their health and safety
• Any event that has a reasonable potential to escalate in scope and thereby harm the City’s communities, reputation, assets or employees, and population including an event in a neighboring jurisdiction or facility • County Department of Public Health warning of a potentially harmful disease outbreak
Level 2: Partial Activation - The EOC Director and potentially assigned EOC staff are notified at Level 2 emergencies regardless of time of day, to establish their availability, review planning, heighten preparedness, share information, and establish an information network for status tracking and reporting. The EOC is not fully activated for a Level II emergency, although some staff may report during non-normal working hours and many staff may interrupt normal business activities to address the incident.
Level 2 emergencies may include:
• Loss of life to a City employee or injury to five or more City staff during a single incident
• Loss of critical infrastructure that may potentially threaten the life or health of City residents or severely disrupt normal City services • Damage of more than $100,000 at a City owned facility • Severe weather conditions that warrant monitoring because of likelihood to do significant damage to infrastructure or injure residents • Operational Area messaging that City residents may be in danger of being impacted by an emergency
• Potential terrorist threat against City infrastructure or population • County Department of Public Health warning of a pending harmful disease outbreak
Level 1: Full Activation - The EOC is normally activated when a Level 1 emergency has occurred. Each incident is evaluated for its severity and the need for EOC operations. The Respond Level of activation can occur immediately upon initial notification or as an event escalates from a lower activation level. Level 1 emergencies will likely require resources beyond the City’s normal control. They may be regional in nature and require extensive interagency coordination. The EOC may be fully or partially activated. EOC staff will normally include, at a minimum, an EOC Director, Operations and Planning Section Chiefs, and a Public Information Officer.
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26 Level 1 incidents include:
• Major regional earthquake
• National Weather Service warnings of severe weather conditions that are predicted to cause significant damage to infrastructure or potentially injure residents
• Disruption of critical infrastructure that threatens the life or health of City residents or severely disrupt normal City services
• Credible terrorist threat against City infrastructure or population • County Department of Public Health warning of a harmful disease outbreak • Any event that is judged by the Executive Director to warrant an activation Deactivation
The EOC will operate until a determination is made by the EOC Director to return to normal operations. EOC operations may be downgraded from a full or partial activation to a reduced level. When the EOC is deactivated or the activation level is downgraded, all internal and external contacts informed of the initial activation will be notified.
Appropriate contact phone number(s) will be provided to external partners upon deactivation to ensure continuity of access as additional support or informational needs may arise.
For incidents that require recovery operations, the EOC may transition to a recovery operations center which is likely to operate during normal business hours. Additional information on recovery operations is contained in Appendix G. Disaster Service Workers (DSW) According to Chapter 8, Division 4 of Title 1, Section 3100 of the California Government Code, all public employees are hereby declared to be disaster service workers (DSW), subject to such disaster service activities as may be assigned to them by their superiors or by law. In the event of a local emergency, under subsection 2.76.060. of the Signal Hill Municipal Code, the Director of Emergency Services may require the emergency services of any City officer or employee and may requisition necessary personnel or materials of any City department or agency.
During a disaster, City employees may be unable to report to work due to injury, imminent danger to themselves or family, road closures, collapsed bridges, or other structural damage. The City expects DSWs to make every reasonable effort to report as requested without jeopardizing themselves or their families.
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27 Emergency Reporting Procedures
If a disaster occurs during the regular workday, all staff should contact their immediate supervisor for instructions or return to the office and await further instructions. The City would utilize a phone tree to provide notification to City staff of emergency activations.
Before an emergency occurs, employees should be informed of when and where they should report for duty following a disaster. Employees reporting for duty from outside the City should be aware that routes through and access to disaster areas may be closed and be prepared to show proper City identification and explain the purpose for gaining entry to the area upon request by any law enforcement official.
Employees with assignments in the EOC should report to the EOC or alternate EOC, whichever is activated. Employees who are not assigned to the EOC who are recalled for duty following a disaster should report immediately to their normal department or alternate location as designated for emergency instructions.
If telephones are not operating, employees should listen to the radio for emergency information to determine the extent of damage and instructions. During working hours, employees should report to their emergency assignment location and await instructions.
The City will attempt to notify employees via a phone tree notification method with instructions on reporting for duty after normal working hours and weekends/holidays.
Once notified, employees should ensure the well-being of their family and report as directed. If reports indicate extensive damage within the City, employees assigned to EOC positions should make every effort to determine the status and location of the activated EOC.
Self-Deployment Procedures
Previous emergencies have led to the recognition that there are certain conditions requiring EOC designated personnel to self-deploy to the EOC. While this is contrary to the conventional emergency management practice to not self-deploy during a disaster, in the absence of an automated notification system or functioning communications systems (landline phones, cell phones, internet, etc.), experience has shown that some emergencies warrant self-deployment to the EOC.
Self-deployment conditions would include an incident or event that renders alerting and communication methods inoperative or severely degraded. In the City area, this could include an earthquake with extended power outage, other disaster such as a cyberattack accompanied by regional loss of power or severely degraded communications infrastructure. In these types of circumstances, primary EOC staff should self-deploy to the EOC unless it is known that the facility or area is inaccessible or unsafe. If the primary EOC is not operational, staff should report to the alternate EOC.
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28 Emergency Work Provisions
The City may provide accommodations for staff required to report to the EOC following a disaster. Meals may be provided on a limited basis, and sleep areas may be designated for employees that need to rest. Special provisions required by emergency workers should be requested through supervisors in the EOC. Employees should bring their City identification card when reporting to the EOC to obtain meals and lodging or gain access to designated facilities or operations.
4.2 Emergency Organization
The City EOC is the focal point for managing incidents that cannot be dealt with by activity solely at the field level. The EOC then functions to support Incident Commander(s) at the field level by providing information collection, analysis and dissemination, resource prioritization and allocation, and organizing logistics support.
The EOC may be supported by DOCs that manage their own response resources such as the Department of Public Works.
Figure 4-1 depicts the City’s emergency response organization.
Figure 4-1: City Emergency Response Organization
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29 City staff and other personnel who operate the EOC are known collectively as the EOC Team. The EOC Team includes staff with either technical ability or decision-making authority to support life safety response activity, protect property and restore essential City services after an incident. Staffing is a function of the scope and scale of the emergency and requirements for effective response; therefore, not all identified EOC positions will necessarily be staffed in the event of activation. City personnel, who are not designated as members of the EOC Team, may be directed to move to other facilities or workstations or may be advised to remain at or return home pending further instructions.
Policy Group
The Policy Group consists of all City Council members. Their Legal Advisor is the City Attorney who will assist the EOC Director and the Policy Group as needed. The Policy Group is responsible for assisting the EOC Director in the development of policy, overall strategy, and rules, regulations, proclamations, and orders. The Policy Group should consider strategic aspects rather than attempt to direct operational considerations or tactical application of resources. Strategy involves understanding the big picture and looking into the future to recognize the overall effort needed to restore the whole community. Taking a hands-on direct approach for emergency operations may create confusion and lack of coordination within the EOC or incident command and result in loss of unity of effort. The EOC organizational structure through SEMS and NIMS supports this process.
The City Council Liaison supports the Policy Group and is responsible for documenting and recording all emergency orders and decisions of the Policy Group. The Policy Group also contains Department Directors involved in the emergency who do not fill a position in the EOC. In carrying out their responsibilities, the Policy Group should use the following guidance:
Questions to consider:
• What location(s) or geographical area(s) have been affected? Is this likely to change?
• How many people are threatened, affected, injured or dead? • Are any City assets or facilities damaged?
• What response actions have already been taken?
• Has the Operational Area EOC been activated?
• What other jurisdictions, agencies and organizations are currently responding to the incident?
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30 • What are the likely long-term impacts on City residents and on the ability of the City and other organizations to provide essential services? Policy Group Activities:
• Monitor executive issues (business and finance, media, information systems, risk management). Let the City’s operational managers coordinate the response in the field and EOC within their areas of expertise. At the executive level, watch for emerging issues related to overall continuity of operations, media issues, risk management concerns and other enterprise-wide considerations.
• Proclaim and/or ratify a local emergency and end of the emergency • Support the Public Information Organization to Develop and Implement External Messaging
• Brief the Public Information Officer (PIO) as needed on policy issues. The PIO will be responsible for reviewing the immediate situation and issues, developing a public information plan and initiating external messaging. • Engage legal counsel as part of the emergency response effort • Stay apprised of legal issues as they emerge and consult with counsel as necessary and appropriate
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31 Management Section
The responsibilities of the Management Section are to effectively implement response and recovery activities and to efficiently manage resources. To meet these responsibilities, the Management Section directs the following overarching objectives:
• Provide overall management and coordination of the City’s emergency response and recovery operations
• Support the Policy Group
• Coordinate with appropriate federal, state and other local government agencies as well as private sector entities and volunteer agencies • Establish response priorities and resolve any conflicting demands for resource support
• Prepare and disseminate emergency public information to inform, alert and warn the public
• Disseminate damage information and other essential data • Ensure that all EOC Sections are aware of and follow documentation procedures to recover all eligible disaster response and recovery costs • Review and approve the EOC Action Plan
The Management Section consists of the following ICS positions. Detailed position binders with checklists are available in the EOC as hard copy or electronically EOC Director
The EOC Director reports to the Policy Group. The Management Staff and General Staff Section Chiefs report to the EOC Director. The EOC Director has overall responsibility of managing the emergency response in accordance with the guidance provided by the City Council. In concert with the EOC General Staff, the EOC Director sets priorities for response efforts and establishes coordination between the City and other emergency response agencies. During EOC activation, the EOC Director has authority to authorize expenditure of funds.
Legal Advisor / City Attorney
The Legal Advisor supports the Policy Group and the EOC. The Legal Advisor prepares proclamations, emergency ordinances and other legal documents and provides legal services as required. They maintain legal information, records and
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32 reports relative to the emergency legal proceedings and participate as a member of the EOC Management Team.
City Council Liaison (If needed)
The City Council Liaison coordinates between the City Council, Legal Advisor and EOC Director. They coordinate with other EOC sections and branches/groups/units within the EOC to obtain information and ensure the proper flow of information. They are responsible for developing guidelines, directives, action plans and situation updates to support the City Council in conjunction with EOC Director.
EOC Coordinator
The EOC Coordinator is responsible for EOC set up, activation, and coordination. They monitor EOC internal management systems, coordinate with outside public jurisdictions and internal departments, and serve as an advisor to the EOC Director and General Staff. They provide information and guidance to the EOC Management Team and coordinate with the Los Angeles County Operational Area EOC if a liaison is not assigned. The EOC Coordinator may serve (temporary assignment) as a Section Chief if assigned by the EOC Director.
Public Information Officer (PIO)
The PIO is a member of the Management Staff and reports to the EOC Director. The PIO conducts media monitoring and ensures that government officials, the media, and the public receive complete, accurate, and consistent information about the status of City emergency operations. The PIO also serves as the coordination point for all media contacts and news releases.
EOC Liaison
The EOC Liaison reports to the EOC Director. They coordinate with representatives assigned to the EOC and respond to requests from agencies outside the City. They function as a central location for other incoming agency representatives, provide workspace, and arrange for support as necessary.
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33 Operations Section
The Operations Section is responsible for coordination of all response efforts in support of incident activities. The Operations Section carries out the objectives of the EOC Action Plan and requests additional resources as requested.
The Operations Section consists of the following ICS positions: Detailed position binders with checklists are available in the EOC as hard copy or electronically.
Operations Section Chief (OSC)
The OSC reports to the EOC Director. The OSC is responsible for executing the operational objectives identified in the EOC Action Plan. The OSC establishes the appropriate level of Branch/Division organization within the EOC Operations Section, continuously monitoring effectiveness and modifying accordingly. They direct coordination of all field response operations and supervise operational functions assigned to the EOC, such as Fire, Law, Public Works/Utilities, and Building and Safety. The OSC requests and directs Los Angeles County Fire personnel who respond to the EOC to serve as the Fire Branch. They provide the Planning/Intelligence Section with field status reports and other incident information. The OSC determines resource requirements and provides them to the Logistics Section Chief. They conduct Operations briefings for the EOC Director, and other staff as required or requested.
Law Enforcement Branch
The Law Enforcement Branch reports to the OSC. They are responsible for alerting and notifying the public of pending or existing emergencies and activating all public warning systems. They coordinate movement and evacuation operations, law enforcement, traffic control operations and provide security at incident facilities. The Law Enforcement Branch coordinates incoming law enforcement mutual aid resources.
They assume responsibility as necessary for Fatalities Management if the County Coroner is delayed in responding.
Fire and Rescue Branch
The Fire and Rescue Branch reports to the OSC. The Branch coordinates the prevention, control and suppression of fires and response to hazardous spills. They manage execution of urban search and rescue operations. The Branch also supports hazardous materials response incidents. They assist in mobilizing hazardous material spill response resources and provide them with support.
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34 Public Works / Utilities Branch
The Public Works / Utilities Branch reports to the OSC. The Branch is responsible for City owned infrastructure and for coordinating with privately-owned utility operators.
They conduct damage assessments and provide the status of infrastructure to the Situation Status Unit. The Branch conducts response operations to protect and restore damaged or deranged City infrastructure. They manage their own resources and coordinate with the Logistics Section for procurement of support supplies, transportation, materials and equipment. They are also responsible for the distribution of potable water supplies in the City.
Building and Safety Branch
The Building and Safety Branch reports to the OSC. The Branch is responsible for inspection and re-occupancy processes for key city facilities. They provide engineering support as requested for response activities such as urban search and rescue. They coordinate with the Public Works / Utilities Branch to conduct safety assessments of damage to buildings, structures and property within the City and provide safety assessment information and statistics to the Damage Assessment Unit. The Branch tags structures that are unsafe to enter or inhabit. They work with the City Attorney to condemn unsafe structures that have been abandoned by owners. They review City building code and develop recommendations for building code changes. Responsible for conducting building, structure and property inspections using approved procedures.
Planning/Intelligence Section
The Planning/Intelligence Section collects, evaluates, and disseminates incident situation information and intelligence for the EOC, DOCs and field response incident personnel. This Section prepares status reports, displays situation information, maintains the status of resources assigned to the incident, and prepares and documents the EOC Action Plan, based on Operations Section input and guidance from the Incident Commander/Unified Command.
The Planning/Intelligence Section consists of the following ICS positions: Detailed position binders with checklists are available in the EOC as hard copy or electronically.
Planning Section Chief (PSC)
The PSC reports to the EOC Director. The PSC directs the Section to collect, analyze, display and disseminate situation information, prepare situation status reports and develop the EOC Action Plan. They provide incident documentation collection and maintenance. The PSC supports developing incident analytical tools such as GIS
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35 maps and databases. They are responsible for advanced planning for complex, longduration incidents. The PSC reviews and confirms information that becomes intelligence for action planning. The PSC leads the After-Action Review process.
Resource Status
The Resources Status Unit reports to the PSC. They support tracking resources and resources status. For complex, multi-operational period incidents, the Unit supports advanced planning beyond the next operational period by anticipating developing requirements and creating long- term strategies. They begin recovery planning while response operations are ongoing.
Situation Status Unit
The Situation Status Unit reports to the PSC. They collect, organize and analyze incident information from all sources. They develop and provide situational awareness based on evaluation of information. The Unit develops status reports, generates databases, creates displays for dissemination to the EOC and other organizations.
They evaluate field status reports and incident action plans provided by the Operations Section. The Unit works to provide a common operating picture (COP) for development of the EOC Action Plan. The unit keeps status boards up to date.
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36 Logistics Section
The Logistics Section is responsible for all service support requirements needed to facilitate effective and efficient EOC and incident management including ordering resources from off-incident locations. This Section provides facilities, security, transportation, supplies, equipment maintenance and fuel, food services, communications and information technology support, and emergency responder medical services, including inoculations.
The Logistics Section consists of the following ICS positions: Detailed position binders with checklists are available in the EOC as hard copy or electronically.
Logistics Section Chief
The Logistics Section Chief (LSC) reports to the EOC Director. They supervise the Logistic Section and work closely with the OSC to determine resource requirements and act to meet them. The LSC supervises technical communications and supports development of the Emergency Communications Plan. They are responsible for resource tracking and demobilization.
Resource Request Unit
The Resource Request Unit reports to the LSC. The Unit is responsible for obtaining resources that have been approved by the EOC Director. Resources can range from personnel, volunteers, transportation, food, and other accommodations and response resources needed by the field response and EOC teams. They identify and provide support for staging areas and maintain records of work location activities and resources used.
Resource Tracking Unit
The Resource Tracking Unit reports to the LSC. The Unit is responsible for resource management. They are responsible for tracking the resource from procurement, to staging, through demobilization. The unit tracks resources using a resource tracking spreadsheet and keeps the EOC appraised of resources through EOC Resource Status Boards.
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37 Finance/Administration Section
The Finance/Administration Section is established when incident management activities require EOC support to track finance and other administrative services.
Functions that fall within the scope of the Section are recording personnel time, maintaining vendor contracts, compensation, and claims, purchasing resources, and conducting an overall cost analysis for the incident. Records maintained by the Finance Section are vital to process incident cost recovery action through the State and FEMA.
The Finance Section consists of the following ICS positions: Detailed position binders with checklists are available in the EOC as hard copy or electronically.
Finance Section Chief
The Finance Section Chief (FSC) reports to the EOC Director. The FSC is responsible for developing a comprehensive understanding of the incident / situation from a financial perspective. They establish and maintain overall finance requirements (e.g. source of funds, different agency spending authorities, documentation requirements, etc.) The FSC identifies specific finance requirements of each operational period and implements them in accordance with City fiscal policy.
Cost Accounting / Purchasing Unit
The Cost Accounting / Purchasing Unit Leader reports to the FSC. They are responsible for coordinating vendor contracts not previously addressed by existing approved vendor lists and establishing purchasing authority for the Logistics Section.
The Unit collects cost information and performs cost-effectiveness analysis. They provide cost estimates and cost savings recommendations.
Time Unit
The Time Unit reports to the FSC. The Unit’s primary responsibilities are ensuring that daily personnel time recording documents, including any overtime hours, are prepared and maintained and establishing equipment time recording activity at appropriate locations.
Compensation & Claims Unit
The Compensation & Claims Unit reports to the FSC. The Unit processes claims made against the City as a result of an incident. They collaborate with Legal Advisor to ensure claims are directed to the Unit. They establish a claims phone-in number and arrange with the PIO to inform the media. In complex incidents, the Unit will determine the need for engaging compensation for injury and claims specialists.
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38 Documentation Unit
The Documentation Unit reports to the FSC. The Unit maintains an accurate and complete record of significant disaster events. They support the EOC organization by setting up and maintaining files, journals and special reports. The Unit collects and organizes written Action Plans, forms, logs, journals and reports at completion of operational period. Unit provides documentation and copying services to EOC staff.
4.2.1 EOC Safety and Security
The EOC Coordinator will ensure all necessary security and access controls are provided at the EOC and other alternate facilities. They will coordinate with the Police Department for security to impose a higher level of security (such as prohibiting building access to all visitors) if necessary for EOC operations.
If EOC activation is due to an earthquake, the Building and Safety Unit or Alternate will ensure that all building safety inspection and reentry procedures have been followed prior to use of the facility. The City Public Works Department will arrange for EOC inspection and damage assessment on a priority basis.
4.3 EOC Action Planning
EOC Action Planning provides designated personnel with knowledge of the incident objectives and the steps required for achievement. Action plans not only provide direction, but they also serve to provide a basis for measuring achievement of objectives and overall system performance. Action planning is an important management tool that involves:
• A process for identifying priorities and objectives for emergency response or recovery efforts
• Documentation of the priorities and objectives as well as the tasks and personnel assignments associated with meeting them
Appendix E provides detailed information on developing Action Plans.
4.4 EOC Information Collection, Analysis, and Dissemination Incident situation status, operational objective, resource tracking and other information will be shared within the EOC by using display boards and various charts mounted on the walls of the facility. Large-scale pre-printed ICS forms are ideal for this purpose.
Additionally, the EOC Director will assign the Planning Section to update an Incident Briefing (ICS FORM 201) on a continual basis to provide routine briefings to EOC staff for collective situational awareness. The ICS FORM 201 should be shared with Field
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39 Incident Command Posts and the Operational Area. The ICS FORM 201 will contain at a minimum:
• Operational period duration
• Operational objectives and their status
• Current location and status of resources
• Requests for resources from other agencies
• Key leadership status information
• Relevant maps
• Essential information to support the public
The Situation Status Unit must ensure that all displays are frequently and accurately updated to ensure information conflicts do not arise.
To manage information effectively, the EOC will use the Information Collection Plan in Appendix B to develop and maintain situational awareness and track situation status.
The Situation Status Report will provide City staff and other EOCs with current information regarding the operability of City facilities and ongoing response and recovery operations.
Situational Awareness
Situational awareness refers to the ability to identify, process, and comprehend the critical elements of information about what is happening as a result of an incident, or with respect to a specifically assigned mission. More simply, situational awareness means knowing what is going on around you. Situational awareness is critical for the effectiveness of decision-making in both field operations and the EOC and is critical for ensuring the safety of responders and the public.
During an emergency, the EOC Director will convene briefings on a regular basis, at which time the EOC staff will attend and provide verbal and/or written summaries of existing problems, actions taken, priorities and timetables and potential for new issues for incorporation into the Action Plan. The situational awareness approach will take the form of consolidating situation reports, obtaining supplemental information, and preparing maps and status boards.
Situation Status Reports
Situation Status Reports are essential to providing a picture of the developing emergency and response efforts. They are to be completed by the first person setting up the EOC for the initial shift and updated by the Planning Section for continuing shifts. Status reports should be included in the EOC Action Plan. The Situation Status Report template is included in Appendix E. This form will be used by the city to inform
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40 staff, the Operational Area, and other agencies and field units of the status of emergency operations, including EOC activation level, damages to facilities, operational capabilities, and resource status. Once the initial information is gathered and reported, the EOC will transmit a Situation Report for each operational period or when requested by the Operational Area.
An initial report should be made within the first two to four hours following an emergency, and reporting should continue as long as the EOC is activated or as circumstances warrant. Within four (4) to eight (8) hours, a confirmation and update of the initial Situation Report should be made including a preliminary damage assessment and status of City response operations.
4.5 Mutual Aid
The following section discusses mutual aid systems and procedures.
4.5.1 California Master Mutual Aid Agreement
California's emergency resource management system is based on a statewide mutual aid organization designed to ensure that additional resources are provided to the State’s political subdivisions whenever their own resources are overwhelmed or inadequate. The basis for this system is the California Disaster and Civil Defense Master Mutual Aid Agreement, which is entered into by local governments and the State. The agreement facilitates implementation of Chapter 7 of Division 1 of Title 2 of the Government Code entitled "California Emergency Services Act” and includes participation by the various departments and agencies within the political subdivisions, municipal corporations, and public agencies within the State to assist each other by providing resources during an emergency.
The agreement obligates each signatory entity to provide aid to each other during an emergency without expectation of reimbursement. Under specific conditions, federal and State monies may be appropriated to reimburse public agencies who aid other jurisdictions. If other agreements, memoranda and contracts are used to provide assistance for consideration, the terms of those documents may affect disaster assistance eligibility, and local entities may only be reimbursed if funds are available.
The Master Mutual Aid Agreement promotes the establishment of emergency assistance agreements between public and private sector agencies at all levels.
The statewide mutual aid system, operating within the framework of the Master Mutual Aid Agreement, allows for the progressive mobilization of resources to and from emergency response agencies, local governments, operational areas, regions and the State with the intent to provide requesting agencies with adequate resources. The system includes several discipline-specific mutual aid systems, such as fire and
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41 rescue, law, medical and public works. The adoption of SEMS and NIMS does not alter these existing systems but enhances the facilitation of mutual aid through the local government, operational area, regional, and State levels.
Figure 4-7: California Mutual Aid Regions
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42 4.5.2 Public Works Master Mutual Aid Agreement
The Public Works Mutual Aid Agreement (PWMAA) was established in October 1989 as a means for public works agencies to receive mutual aid quickly following a catastrophic disaster, such as a large earthquake. It is voluntary and participating agencies are under no obligation to provide or deplete their own resources. The PWMAA was modeled on the fire and law mutual aid systems with the notable exception that the PWMAA requires a local emergency proclamation and that the requesting jurisdiction pays for any assistance.
4.5.3 Mutual Aid Coordinators
To facilitate mutual aid, discipline-specific mutual aid systems work through designated mutual aid coordinators at the Operational Area, regional and state levels. The role of a mutual aid coordinator is to receive mutual aid requests, coordinate the provision of resources from within the coordinator's geographic area of responsibility, and pass on unfilled requests to the next level. Law Enforcement, Fire and Rescue Services, Coroners and the Medical Health Operational Coordinators work within existing state mutual aid systems for requests and assignments of mutual aid.
Mutual aid requests that do not fall into one of the discipline-specific mutual aid systems are handled through the emergency services mutual aid system by emergency management staff at the local government, Operational Area, regional and state levels. When EOCs are activated, all discipline-specific mutual aid systems will establish coordination and communications within the respective local, Operational Area, regional or state EOCs. Mutual aid system representatives at an EOC may be in various functional elements (sections, branches, groups or units) or serve as an agency representative
depending on how the EOC is organized and the extent to which it is activated.
4.5.4 Signal Hill Mutual Aid
The City is a signatory to the California Disaster and Civil Defense Master Mutual Aid Agreement which gives authority to the various fire and law enforcement mutual aid plans and agreements for assistance and resources during emergencies and disasters. The Los Angeles County Fire Department is part of the California Fire and Rescue Mutual Aid System and operates under the California Fire Service and Rescue Emergency Mutual Aid Plan. The Signal Hill Police Department is part of the California Law Enforcement Mutual Aid System, established in 1961, and operates in accordance with the California Law Enforcement Mutual Aid Plan. The basic concept provides that during an incident where mutual aid is needed, adjacent or neighboring law enforcement agencies within an operational area will assist each other. All Signal Hill Police requests for additional
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43 resources will be initiated by the Incident Commander who will request assistance through EOC Law Enforcement Branch to the Los Angeles County Sheriff’s Department and/or Long Beach Police Department, whose representative may be located at the Operational Area EOC, if activated.
The City is a member of the California Water/Wastewater Agency Response Network (CalWARN). The mission of CalWARN is to support and promote statewide emergency preparedness, disaster response and mutual assistance processes for public and private water and wastewater utilities. CalWARN expands member abilities to achieve agency, regional and state preparedness by providing tools and proven practices to enhance readiness.
4.5.5 Emergency Management Assistance Compact (EMAC)
California is a signatory to the interstate EMAC; an organization ratified by the U.S.
Congress that provides form, structure and procedures for rendering emergency assistance between states. Once the Governor has declared a State of Emergency, Cal OES will assess the resource needs for the incident. California can then request resources through the EMAC network for assistance provided by other states. The use of EMAC resolves two of the key issues regarding mutual aid – liability and reimbursement – so that a disaster-impacted state can request and receive assistance from other member states quickly and efficiently.
4.5.6 Community Emergency Response Teams
The Community Emergency Response Team (CERT) program educates volunteers about disaster preparedness for the hazards that may impact their area and trains them in basic disaster response skills, such as fire safety, light search and rescue, team organization, and disaster medical operations. CERT offers a consistent, nationwide approach to volunteer training and organization that professional responders can rely on during disaster situations allowing them to focus on more complex tasks.
Through hands-on practice and realistic exercises, CERT members:
• Learn how to safely respond to manmade and natural hazards • Help organize basic disaster response
• Promote preparedness by hosting and participating in community events CERTs are composed of community volunteers who train, equip and organize to provide a ready resource to support incident response operations. During incident response, CERT leaders should check in with the Logistics Section of the EOC. The Operations Section Chief will assign CERT members based upon the incident requirements. All CERT members must be sworn in as DSWs prior to deployment.
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44 CERT members should not self deploy. Effective assignments for CERTs are volunteer and donations management operations, points of distribution center support, and care and shelter operations.
4.7 Alerting and Warning
Alert and warning is the process of alerting governmental organizations and the public to the threat of imminent extraordinary danger. Depending upon the nature of the threat and the population group at risk, warning can originate at any level of government.
Success in saving lives and property is dependent upon timely dissemination of warning and emergency information to persons in threatened areas. Local governments are responsible for warning the population within their jurisdiction.
Government officials accomplish this using various warning systems and processes such as the police dispatch centers, mass communications systems, or the Operational Area mass communication systems.
4.7.1 Integrated Public Alert and Warning System
The Integrated Public Alert and Warning System (IPAWS) unifies the U.S.’s Emergency Alert System (EAS), National Warning System (NWS), Wireless Emergency Alerts(WEA), and National Oceanic and Atmospheric Administration (NOAA) Weather Radio under a single platform. IPAWS is designed to modernize these systems by enabling alerts to be aggregated over a network and distributed to the appropriate system for public dissemination, including television, radio, and cellular phones.
4.7.1.1 Emergency Alert System (EAS)
The EAS is designed for the broadcast media to disseminate emergency public information. This system enables the President, and federal, state, and local governments to communicate with the public through commercial broadcast stations.
EAS is operated by the broadcast industry on a voluntary basis per established and approved EAS plans, SOPs, and the rules and regulations of the Federal Communications Commission (FCC). EAS can be accessed at federal, state, and local levels to transmit essential information to the public. Message priorities under Part
73.922(a) of the FCC’s rules are as follows:
• Priority One - Presidential Messages (carried live)
• Priority Two - EAS Operational (Local) Area Programming • Priority Three - State Programming
• Priority Four - National Programming and News
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45 State programming originates from the California State Warning Center (CSWC) and is transmitted throughout the State using the State's California Law Enforcement Radio System (CLERS) VHF/UHF radio relay stations. CLERS is a microwave interconnected radio repeater system with statewide coverage. It is managed by Cal OES and provides a point-to-point (fixed and temporary mobile base) or dispatch-todispatch communications and mobile and portable communications for interagency coordination among State and local law enforcement agencies. CLERS also serves as one delivery method of the EAS for the State and as the alternate alert system for Operational Areas.
The State message priorities are as follows:
• Priority One - Immediate and positive action without delay is required to save lives
• Priority Two - Actions required for the protection of property and instructions to the public requiring expedient dissemination
• Priority Three - Information to the public and all others Emergency information is broadcast directly through the transmitters to all broadcasters in the City simultaneously and to special districts and businesses with more than 100 employees who by law must monitor this frequency. Emergencies that may warrant an alert include an child abduction emergency, civil danger or emergencies, evacuations, law enforcement or fire warning, radiological or hazardous materials warnings, flash flooding, and severe weather warnings.
The monitor assignments are as follows:
Station Monitors
KLBP 99.1 Long Beach
KPCC 89.3 Los Angeles/Orange County
KKJZ 88.1 Los Angeles
4.7.1.2 Wireless Emergency Alert (WEA)
WEA is a public safety system that allows customers who own certain wireless phones and other enabled mobile devices to receive geographically targeted, text-like messages alerting them of imminent threats to safety in their area. WEA enables government officials to target emergency alerts to specific geographic areas – Signal Hill Hilltop Park, for example.
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46 The alerts from authenticated public safety officials are sent through FEMA's IPAWS to participating wireless carriers, which then push the alerts to mobile devices in the affected area. Cell service customers do not need to sign up for this service. WEA allows government officials to send emergency alerts to all subscribers with WEAcapable devices if their wireless carrier participates in the program.
4.7.2 California State Warning Center (CSWC)
The CSWC is staffed 24 hours a day, seven (7) days a week. The mission of the CSWC is to be the central information hub for statewide emergency communications and notifications. The CSWC is staffed with Emergency Notification Controllers, Emergency Services Coordinators, and Senior Communications Coordinators. The CSWC serves as a highly reliable and accurate “one-stop” resource for emergency management, law enforcement, and key decision-making personnel throughout the State. The CSWC can be reached at (916) 845-8911.
The CSWC has the responsibility to receive, coordinate, verify, and disseminate information pertaining to events which occur within California or that could affect California. Information received by the CSWC is coordinated between Cal OES and other sources to ensure that the information which is disseminated is both timely and accurate.
The following is a list of current functions and responsibilities of the CSWC:
• Facilitates multi-regional and statewide AMBER Alerts • Carries out critical incident notifications, warnings, and tactical alerts to all involved agencies and organizations
• Conducts computer crime incident notifications
• Conducts homeland security incident notifications
• Conducts hazardous material notifications
• Monitors natural disasters and coordinates emergency response • Monitors and maintains state and national emergency response communications
• Conducts Governor and executive staff notifications
• Facilitates toxic callouts (drug labs)
4.7.3 National Weather Service (NWS)
The CSWC works alongside the National Weather Service (NWS) to provide weather, hydrologic, and climate forecasts and warnings for California for the protection of life and property and the enhancement of the national economy. Warnings are provided for flooding, high winds, tornados, severe heat, rain, snowstorms, and other
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47 meteorological and hydrological events. The NWS uses the Common Alert Protocol (CAP), an XML-based information standard, to facilitate emergency information sharing and data exchange across local, state, tribal, national and non-governmental organizations of different professions that provide emergency response and management services. The NWS provides a subscriber-based registry that delivers warnings via email and SMS message.
The NWS, in conjunction with other agencies, operates the California Nevada River Forecast Center (CNRFC). The CNRFC provides river and flood forecasts and warnings for the protection of lives and property.
The NWS Weather Radio All Hazards transmitters broadcast on one of seven VHF frequencies from 162.400 MHz to 162.550 MHz frequencies.
4.8 Communications
This section describes other communications systems available to the City that can provide alternatives to telephones, SMS or public safety radios. Radio communications are provided in the SHPD Communications Center and in our Emergency Operations Center room located at the police department. The communication system includes:
Primary Communication Channels
The City’s primary communication channels include: Cellular Phone, Email, Fax, Modems Utilizing Radio Frequencies, and Two-Way Radios.
City of Signal Hill Radio System Base Station.
Signal Hill Police Department manages and maintains an 800mhz digital trunked two-way radio communication system, which includes multiple mutual aid frequencies that allows for communication with Long Beach Police Department, LA County Fire Department, as well as other regional support agencies.
4.8.7 Government Emergency Telecommunications Services/Wireless Priority Service
City staff utilize Government Emergency Telecommunications Service (GETS). GETS is a federally sponsored program that provides government first responders with priority service for landline telecommunications. A GETS card has been issued to all managerial staff, each position in the Planning Section, Logistics Section, and Finance Section, and to both the Emergency Manager and Coordinator. Wireless Priority Service (WPS) is intended to be used in an emergency or crisis situation when the wireless network is congested and the probability of completing a normal call is reduced. All staff can add to their personal cell phones for an additional charge.
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48 4.8.8 Operational Area Satellite Information System (OASIS) The Operational Area Satellite Information System (OASIS) is a network of over 80 earth stations (terminals) located statewide. The terminals provide broadband internet and telephone access immune to regional failures in the terrestrial network. The inventory of terminals includes both fixed and transportable terminals.
Fixed terminals are sited at Emergency Operations Centers in all 58 California Counties. Additional fixed remotes serve locations of particular importance to Disaster Response; seismological laboratories, California National Guard Headquarters, etc.
A fleet of transportable units is available for both response and recovery missions. The transportables regularly serve Incident Command Posts providing reachback communications from locations in austere conditions. Transportables are also used to provide needed internet and telephone communications in a variety of recovery settings; shelters, local assistance centers, logistics marshalling, etc.
4.8.9 Radio Amateur Civil Emergency Services (RACES)
RACES is sponsored by FEMA and operates according to FCC rules (Part 97 Amateur Radio Service). It is a volunteer organization of licensed amateur radio operators who donate time, energy, skills, and use of personal equipment for public service.
RACES is part of the Sheriffs County Sheriff’s Office of Emergency Services communications unit. All RACES members must pass the standard Sheriff's Office background check and are sworn DSWs. RACES members may provide communications support using amateur radio, cellular and regular phones, computers, e-mail, facsimile, internet, microwave, public service radio, satellite, television and video-conferencing systems as well as field and in-office support of personnel. RACES communications serve the Operational Areas as a back-up communications service in time of disaster.
4.9 Public Information
This section provides information on means to provide information to the public during an emergency.
4.9.1 Reverse 9-1-1
Reverse 911 is a public safety communications technology used by Signal Hill Police Department to communicate with groups of people in a defined geographic area. The system uses a database of telephone numbers and associated addresses, which, when tied into geographic information systems (GIS), can be used to deliver recorded emergency notifications to a selected set of telephone service subscribers. It is important to note that with the increase reliance on cellular phones, more residents have ousted
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49 their landlines for cellular phones, so reverse 9-1-1 might not have the same effect as before.
4.9.2 NIXLE
Nixle is a Community Information Service dedicated to helping residents stay connected to the information that matters most to them, depending on your physical location. You stay connected to your local police department, your children’s schools, your local community agencies and organizations, and the important information from other locations throughout the country that are relevant to you. Information is immediately available over cell phone by text message, by email, and over the web. Nixle has the ability to support teletypewriter (TTY) and Telecommunications Device for the Deaf (TDD) to assist in communicating with residents with hearing or speech difficulties.
4.9.3 Signal Hill Cable TV
The City of Signal Hill Cable TV network can be used to provide residents with emergency related information, view City Council Meetings, events, and City programming.
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50 5. Administration, Finance, and Logistics
When activated, the City EOC establishes priorities for resource allocation during the emergency. All City resources are considered part of a pool, which may be allocated by the EOC to fulfill priority missions. Each department retains control of its nonassigned resources until released for an emergency assignment by the EOC.
Resource Requests will be made through one of the following processes:
• Discipline-specific (usually Fire and Law) mutual aid systems: Requests for resources that are normally within the inventories of the mutual aid system will go from local coordinators to Operational Area Mutual Aid Coordinator to the Regional Mutual Aid Coordinator.
• All other resource requests will be made through the Logistics Section to determine if the resource is available internally or if there are other more appropriate resources located within the OA.
Resource requests for equipment, personnel, or technical assistance not available to the City should be requested through the County EOC. Once the request is coordinated, approved and resources deployed, the EOC Resource Tracking Unit, in coordination with various Operations Branches, is responsible for tracking the resources.
Once received, available resources will be allocated to the requesting field incident activity.
If requests for a specific resource exceed the supply, the available resources will be allocated consistent with the priorities established through the action planning process.
The Section Chiefs in the EOC are responsible for ensuring that priorities are followed.
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51 6. Plan Development, Distribution and Maintenance
Per Section 2.76.080 of the Signal Hill Municipal Code, the Signal Hill Disaster Council shall be responsible for the development of the City emergency plan. The plan shall provide for the effective mobilization of all the resources of the City, both public and private, to meet any condition constituting a local emergency, state of emergency, or state of war emergency, and shall provide for the organization, powers and duties, services and staff of the emergency organization. The plan will take effect upon adoption by resolution of the City Council.
The City EOP was written with input from City departments having an official emergency responsibility in the City. The EOP was submitted to Cal OES for review and then presented to the City Council for review. Upon concurrence by the City Council, the plan was officially adopted through resolution.
6.1 Plan Updates
The Police Department’s Emergency Management Coordinator will update the EOP to reflect any applicable changes that are made. Individual departments are responsible for updating and revising their departmental procedures regularly and submitting those updates to the Emergency Management Coordinator, who will incorporate the updates into the EOP. These updates should include new information (e.g., update of phone numbers and revisions of relevant standard operational procedures or positions). All changes to the EOP will be documented in the Record of Revisions table. Changes to the EOP will be distributed to the City departments and agencies shown on the Plan Distribution list. Major revisions to the EOP will be submitted to the City Manager for approval or recommendation for review by the City Council.
Evaluating the effectiveness of the EOP involves capturing information from training events, exercises and real-world incidents to determine whether the goals, incident objectives, decisions and timing outlined led to a successful response. This process may indicate that deficiencies exist. City staff should discuss the deficiencies and consider assigning responsibility for generating remedies. Remedial actions may involve revising planning assumptions and operational concepts, changing organizational tasks, or modifying organizational implementing instructions such as checklists or templates.
Remedial actions may also involve providing refresher training for EOC personnel.
The EOP should be reviewed and updated annually by City staff and whenever the following occur:
• A major incident
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52 • A change in operational capabilities or resources (e.g., policy, personnel, organizational structures, management processes, facilities, equipment) • A formal update of planning guidance or standards
• A change in the acceptability of various risks
6.2 Plan Testing, Training and Exercises
Maintenance of the EOP and evaluating its effectiveness involves using training and exercises, and evaluation of actual incidents to determine whether goals, decisions, and timing outlined in the plan led to a successful response. Short of real-world operation, exercises are the best method of evaluating the effectiveness of a plan.
They also provide a valuable tool in training emergency responders and other City staff to become familiar with the procedures, equipment, and systems that they use or manage in emergency situations. Exercises must be conducted on a regular basis to maintain readiness. Table 6-1 provides a recommended schedule of training for City staff. Table 6-2 provides a recommended schedule of exercise for City staff.
Table 6-1: Recommended City-wide Training Schedule
Frequency Type Participants
On hiring and
every 5 years
ICS 100 – Introduction to Incident
Command System
All employees
On hiring and
every 5 years
ICS 200 – Basic Incident
Command System for Initial
Response
All employees
On hiring and
every 5 years
IS 700 – An Introduction to the
National Incident Management
System
All employees
On hiring and
every 5 years
ICS 300 – Intermediate ICS for
Expanding Incidents
EOC staff
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53 Frequency Type Participants
On hiring and
every 5 years
ICS 400 – Advanced ICS for
Complex Incidents
EOC staff
On hiring and
every 5 years
G289 – Public Information Officer
Awareness
PIO Staff
Annually Veoci Training/Internal
Contact Updates
PIO/Communications Staff
Annually Cost Recovery Training Finance Staff
Table 6-2: Recommended City-wide Exercise Schedule
Frequency Type Participants
Annually EOP Workshop New Employees
Annually Evacuation Drills of All City
Owned Facilities
All employees
Annually Tabletop or Functional Exercise Emergency operations staff Every 3 years or
as available
Full-Scale Exercise Emergency operations staff
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54 6.3 After-Action Review
After every exercise or incident, an After-Action Report/Improvement Plan (AAR/IP) should be completed. The AAR/IP has two components: an AAR, which captures observations and recommendations based on incident objectives as associated with the capabilities and tasks, and an IP, which identifies specific corrective actions, assigns them to responsible parties, and establishes targets for their completion. The EOC Coordinator is responsible for the development of the AAR/IP and convenes participants to discuss action items and solicit recommendations for improvement.
6.5 Relationship to Other Plans/References
The EOP is the primary document used by the City to describe the conduct of emergency management activities. The EOP addresses how emergency response and recovery operations will be conducted and how resource support will be requested and coordinated.
The EOP is not a stand-alone document. Its purpose is to coordinate emergency operations while supporting the emergency plans and procedures of all City departments. The EOP is designed to be flexible enough to adapt to a changing response environment while meeting the needs of supporting and requesting organizations. Other plans and guidelines the EOP may support/complement include:
• State of California Emergency Plan 2024
• State of California Emergency Management Mutual Aid Plan 2022 • California Law Enforcement Mutual Aid Plan 2019
• California Fire Service and Rescue Emergency Mutual Aid Plan 2023 • California Public Health and Medical Emergency Operations Manual 2023
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55 7. Appendices
Appendix A: Glossary and Acronyms
Appendix B: Information Collection and Dissemination
Appendix C: EOC Position Checklists/Forms (Separate Document) Appendix D: EOC Staffing Roster
Appendix E: Action Planning and Situation Reporting
Appendix F: After-Action Report
Appendix G: Recovery Operations Framework
Appendix H: Continuity of Government
Appendix I: EOC Layouts
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56 7.1 Appendix A: Glossary and Acronyms
Acronym Definition
AAR After-Action Report
AAR/IP After-Action Report / Improvement Plan
ADA Americans with Disabilities Act of 1990
ADAAA ADA Amendment Act
AFN Access and Functional Needs
ARC American Red Cross
ASPR Administration for Strategic Preparedness and Response Cal OES California Governor’s Office of Emergency Services CAL FIRE California Department of Forestry and Fire Protection CalWARN California Water/Wastewater Agency Response Network CALWAS California Warning System
CAPSNET California Public Safety Microwave Network
CART Los Angeles County Animal Response Team
CBRNE chemical, biological, radiological, nuclear and explosives CDFA California Department of Food and Agriculture
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57 Acronym Definition
CERT Community Emergency Response Teams
CESRS California Emergency Services Radio System
CLEMARS California Law Enforcement Mutual Aid Radio System CLERS California Law Enforcement Radio System
CLETS California Law Enforcement Telecommunications System CMS Medicare and Medicaid Services
COOP Continuity of Operations Plan
COP Common operating picture
CSWC California State Warning Center
CUPA Certified Unified Program Agency
CWS Community Warning System
DART Disaster Animal Response Team
DDW Division of Drinking Water
DMA Disaster Mitigation Act of 2000
DOC Department Operations Center
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58 Acronym Definition
DSW Disaster Service Workers
DSWV Disaster Service Worker Volunteer
DTSC State Department of Toxic Substances Control
EAS Emergency Alert System
EDD California Employment Development Department
EDIS Emergency Digital Information System
EF Enhanced Fujita
EMAC Emergency Management Assistance Compact
EMMA Emergency Management Mutual Aid System
EOC Emergency Operations Center
EOP Emergency Operations Plan
FAST Functional Assessment Service Teams
FCC Federal Communications Commission
FCO Federal Coordinating Officer
FEMA Federal Emergency Management Agency
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59 Acronym Definition
FSC Finance Section Chief
GETS Government Emergency Telecommunications Service
HERU Health Emergency Response Unit
HHS U.S. Department of Health and Human Services
HMGP Hazard Mitigation Grant Program
HSPD Homeland Security Presidential Directive
IAP Incident Action Plan
ICP Incident Command Post
ICS Incident Command System
IDA Initial Damage Assessment
IDE Initial Damage Estimates
IFGP Individual and Family Grant Program
IHP Individuals and Households Program
IPAWS Integrated Public Alert and Warning System
JFO Joint Field Office
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60 Acronym Definition
JIC Joint Information Center
KCFCC Kirker Creek Flood Control Channel
LAC Local Assistance Centers
LDRM Local Disaster Recovery Manager
LHMP Local Hazard Mitigation Plan
LSC Logistics Section Chief
MAC Multi/Inter-Agency Coordination
MACS Multi-Agency Coordination System
MHOAC Medical Health Operational Area Coordinator
MMI Modified Mercalli Intensity
M-POD Medical Point of Dispensing
MRC Medical Reserve Corps
NAWAS National Warning System
NDRF National Disaster Recovery Framework
NFIP National Flood Insurance Program
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61 Acronym Definition
NFPA National Fire Protection Association
NGO Nongovernmental organization
NIMS National Incident Management System
NOAA National Oceanic and Atmospheric Administration
NRF National Response Framework
NWS National Weather Service
OA Operational Area
OASIS Operational Area Satellite Information System
OSC Operations Section Chief
PA Public Assistance
PAPPG Public Assistance Program and Policy Guide
PDA Preliminary Damage Assessment
PETS Act Pets Evacuation and Transportation Standards Act of 2006 PIO Public Information Officer
PNP Private Nonprofit
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62 Acronym Definition
POD Point of Distribution
PPD-8 Presidential Policy Directive
PSC Planning Section Chief
PUSD Signal Hill Unified School District
PWMAA Public Works Mutual Aid Agreement
RACES Radio Amateur Civil Emergency Services
RDMHC Regional Disaster Medical Health Coordinators
REOC Regional EOC
ROC Recovery Operations Center
SAP Safety Assessment Program
SBA Small Business Administration
SCE Southern California Edison
SCO State Coordinating Officer
SCU Santa Clara Unit
SEMS Standardized Emergency Management System
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63 Acronym Definition
SOC State Operations Center
SOG Standard Operating Guide
SOP Standard Operating Procedure
TDD Telecommunications Devices for the Deaf
TENS Telephone Emergency Notification System
TTY Teletypewriters
UC Unified Command
UCERF3 Third Uniform California Earthquake Rupture Forecast USGS U.S. Geological Survey
VOAD Volunteer Organizations Active in Disasters
WARN Warning, Alert and Response Network
WEA Wireless Emergency Alert
WGCEP Working Group on California Earthquake Probabilities WPS Wireless Priority Service
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64 7.2 Appendix B: Information Collection and Dissemination This Appendix describes EOC information collection and management processes for an incident that requires EOC activation.
Incident Critical Information Collection Plan
The information collection plan is a tool that describes the types of information that may be gathered and shared for senior leaders, emergency managers, EOC staff, and Incident Commander(s) to understand the situation and make decisions regarding detailed response priorities and resource allocations. The information collection tool should be completed and updated by the Situation Unit in the Planning Section. The Operations Section should supply information from field activities such as incident boundaries and access, damage assessments, and infrastructure functionality reports.
The Logistic Section should provide information on resource needs and shortfalls. The specifics of the information collection tool should be revised as the scope of the incident changes.
Table B-1 provides a template for an information collection plan that supports systematically developing situational awareness of the magnitude and effects of an incident. This information collection plan template can be modified for each individual incident dependent upon its level and phase of response.
Damage Assessments
Initial damage assessments are gathered by field staff and reported to the EOC.
Damage assessment is the process of identifying and quantifying damage that occurs because of an incident. The objective of the damage assessment is to provide situational awareness to the EOC about the state of critical and essential functions to help facilitate the move from response into recovery. It also facilitates the decision to appropriately direct resources and teams. As a component of the damage assessment, agencies also determine Initial Damage Estimates (IDE) which are used as the initial basis to justify or determine state or federal assistance.
Damage assessments are conducted in two phases outlined below:
• Initial Damage Assessment (IDA) – This assessment begins during the response phase and helps to determine life safety issues, identify hardest hit areas, and to estimate the damaged infrastructure within the jurisdiction. The initial damage assessment determines whether more detailed damage assessments are necessary and identifies certain areas where continued efforts should be concentrated. This includes an IDE, an estimated cost for emergency response actions, temporary measures and permanent repairs.
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65 These are educated estimates that are needed as soon as possible during the response and are updated as information becomes available. • Preliminary Damage Assessment (PDA) – This assessment is done to verify the initial damage assessment during the recovery phase (especially for state/federal assistance). A FEMA/State team will usually visit local jurisdictions and view their damage first-hand to assess the scope of damage and estimate repair costs. The assessment also identifies any unmet needs that may require immediate attention.
CITY OF SIGNAL HILL Emergency Operations Plan 66 FOR OFFICIAL USE ONLY Table B-1: Information Collection Plan Critical Information Specific Information Methodology/Source Responsible Entity Product Timeline 1. Boundaries of incident area (at risk populations, fire, flooding, HAZMAT spill) • Geographic limits of damage • Description of the severity of damage • Estimated number of people inside incident boundaries • On-scene reports • Social media • Media • Assessment teams • Remote sensing • Aerial/waterborne reconnaissance • First responders • GIS impact maps • SITSTAT Report • Incident Briefing ICS 201 Initial estimate within 2 hours of EOC activation and updated every operational period 2. Access points to incident areas • Location of access points • Credentials needed to enter • Best routes to approach the incident area • First responders • Aerial reconnaissance • Incident Commander(s) • Unified Command • GIS maps • Displays • Incident Briefing ICS 201 Initial estimate within 2 hours of EOC activation and updated every operational period CITY OF SIGNAL HILL Emergency Operations Plan 67 FOR OFFICIAL USE ONLY Critical Information Specific Information Methodology/Source Responsible Entity Product Timeline 3. Jurisdictions impacted • Counties, cities, towns, and special districts affected by the incident • Cal OES Southern REOC • Operational Area EOC • Other EOCs • Cal OES • Los Angeles County • Liaisons • SITSTAT Report • Incident Briefing ICS 201 • Media releases As soon as possible postincident and ongoing as Required 4. Impacts to staff and population • Casualties • Populations in life threatening situations • Number of evacuees • Numbers without critical lifeline infrastructure • City staff • First responders • Reports from populations • News media • Social media • HAZUS • Incident Commanders • Unified Commands • City DOCs • Operational Area • GIS impact maps • SITSTAT Report • Incident Briefing ICS 201 • Media releases Initial estimate within 2 hours and updated every operational period CITY OF SIGNAL HILL Emergency Operations Plan 68 FOR OFFICIAL USE ONLY Critical Information Specific Information Methodology/Source Responsible Entity Product Timeline 5. Hazard-specific information toxic and radiological issues. Safety hazards • Extent of fires • Actual or potential for release of hazardous materials • Affected locations and what they contain • Personal safety issues • Public health concerns • Staff • First responders • Assessment teams • News media • Social media • • City Staff • First responders • Incident Commanders • Unified Commands • Private industry • GIS products depicting actual or potential threats • SITSTAT Report • Incident Briefing ICS 201 • Media releases • Safety briefing/messages Initial estimate within 2 hours and updated every operational period 6. Weather • Forecast postincident conditions and implications for impeding operations • National Weather Service • EOC Planning Section • SITSTAT Report • Incident briefing ICS 201 • Safety Briefings/ messages As soon as possible postincident and ongoing as required CITY OF SIGNAL HILL Emergency Operations Plan 69 FOR OFFICIAL USE ONLY Critical Information Specific Information Methodology/Source Responsible Entity Product Timeline 7. Status of City resources • Operability of roadways, water systems, Public Works equipment • Availability of City staff • City departments report • DOC action plans/ situation status reports • Department directors • DOC Planning Sections • SITSTAT Report • Incident briefing ICS 201 • As soon as possible post incident and ongoing as required 8. Damage assessments and initial needs • Status of damage assessment teams • Status of landings, maintenance facilities, and navigable waterways • Description of incidents requiring immediate response (life safety) • On-scene reports • Incident commands • Aerial reconnaissance • Media • Social media • Incident Commanders • City staff • GIS maps • SITSTAT Report • Incident Briefing ICS 201 Form Initial estimate within 1 hour and updated every 6 hours CITY OF SIGNAL HILL Emergency Operations Plan 70 FOR OFFICIAL USE ONLY Critical Information Specific Information Methodology/Source Responsible Entity Product Timeline 9. Status of communications / IT systems • Status of radio systems • Status of telecommunications service including internet • Reliability of cellular service • Status of notification systems • Status of City social media sites • Internet service providers/phone company • IT • County EOC • News media/open sources • Social Media • Logistics Section • SITSTAT Report • Incident Briefing ICS 201 • Incident Communications Plan ICS 205 Initial estimate within 1 hour and updated every 6 hours 10. Status of transportation systems • Status of roadways and bridges • Status of mass transportation systems • Status of airports • On scene reports • Public Works • Caltrans • Aerial reconnaissance • Media • EOC Operations and Planning Sections • City DOCs • SITSTAT Report • Incident Briefing ICS 201 Form • Safety briefings/messages Initial estimate within 4 hours and updated every operational period CITY OF SIGNAL HILL Emergency Operations Plan 71 FOR OFFICIAL USE ONLY Critical Information Specific Information Methodology/Source Responsible Entity Product Timeline 11. Status of Emergency Operations Center • Status of functionality • Level of activation • Level of staffing • Ability to conduct sustained operations • EOC Coordinator • EOC Director • SITSTAT Report • Organization Assignment List ICS 203 Initial status within 1 hour and updated every operational period 12. Status of City and other critical infrastructure and facilities • Functionality of City facilities • Capability to support operations • Estimate of resources needed to restore operations • On-scene reports • Assessment teams • Remote sensing • Aerial reconnaissance • Media reports • • Public Works • City DOCs • SCE • • SITSTAT Report • Incident Briefing ICS 201 • Safety briefings/messages Initial estimate within 4 hours and updated every operational period 13. Status of fueling locations and available fuel • Location and availability of fuel • Amount of fuel available for emergency operations • Fuel suppliers • Local fuel retailers • EOC Operations Section • SITSTAT Report • Incident Briefing ICS 201 • GIS maps Initial estimate within 4 hours and updated every operational period CITY OF SIGNAL HILL Emergency Operations Plan 72 FOR OFFICIAL USE ONLY Critical Information Specific Information Methodology/Source Responsible Entity Product Timeline 14. Status of key staff / staff issues • Well-being, location, and contact information of City Council and key City staff • HR • Notification systems • Key staff • SITSTAT Report • Incident Briefing ICS 201 • Organization Assignment List ICS 203 Initial estimate within 2 hours and updated as necessary
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Situation Summary Reports
Situation Summary Reports provide a description of a developing emergency as it occurs and detail response efforts in progress. Situation Summary Reports are developed by the Planning Section Chief using the City Report template. When completed, the Situation Summary Report informs EOC staff and other organizations of the status of response and recovery operations.
The initial Status Report should be developed and delivered within two (2) to four (4) hours following an emergency and follow-on Reports may be required as often as every two (2) hours.
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7.3 Appendix C: EOC Position Specific Binders & Checklists Under the EOC Organization, select City Staff are organized into functional sections under the ICS. Authority for managing EOC operations is delegated from the City Council to the City Manager as EOC Director and from the EOC Director to the Sections. Figure 4-1. provides an EOC Team Organization Chart. Upon conclusion of the emergency, normal lines of authority and reporting are restored and a transition from a response / recovery mode to normal operations will occur.
EOC Position Binders & Checklists
This section identifies the full complement of positions within the EOC and specifies the staff reporting hierarchy. Individual Position Job Aid / Checklists for the following are available in the EOC Position Binders and electronically:
1. EOC Director
2. Public Information Officer (PIO)
3. EOC Liaison
4. EOC Coordinator
5. Legal Advisor
6. Operations Section Chief
7. Law Enforcement Branch
8. Fire and Rescue Branch
9. Public Works / Utilities Branch
10.Building and Safety Branch
11.Damage Assessment Unit
12.Planning/Intelligence Section Chief
13.Resource Tracking Unit
14.Situation Status Analyst
15.Logistics Section Chief
16.Resource Unit
17.Transportation Unit
18.Personnel/Volunteers Unit
19.Communications Unit
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20.Finance/Administration Section Chief
21.Cost Accounting / Purchasing Unit
22.Time Unit
23.Compensation & Claims Unit
24.Documentation Unit
CITY OF SIGNAL HILL Emergency Operations Plan 76 7.4 FOR OFFICIAL USE ONLY Appendix D: EOC Staffing Roster It is important to maintain a roster of personnel who are available to staff the City EOC in the event of an activation. The purpose of this section is to provide a procedure for maintaining a current roster of City employees available to staff in the specific EOC positions identified in the Base Plan. A form is provided below for this purpose. In addition, the procedure for maintaining current phone numbers for these personnel is described below. MANAGEMENT SECTION POSITION PRIMARY SECONDARY Title Name Email Name Email EOC Director Public Information Officer EOC Coordinator EOC Liaison Legal Advisor CITY OF SIGNAL HILL Emergency Operations Plan 77 FOR OFFICIAL USE ONLY OPERATIONS SECTION POSITION PRIMARY SECONDARY Title Name Email Name Email Operations Section Chief Law Enforcement Branch Public Works / Utilities Branch Building & Safety Branch Damage Assessment Unit Fire & Rescue Branch CITY OF SIGNAL HILL Emergency Operations Plan 78 FOR OFFICIAL USE ONLY PLANNING AND INTELLIGENCE SECTION POSITION PRIMARY SECONDARY Title Name Email Name Email Planning Section Chief Situation Status Analyst Documentation / Message Center CITY OF SIGNAL HILL Emergency Operations Plan 79 FOR OFFICIAL USE ONLY LOGISTICS SECTION POSITION PRIMARY SECONDARY Title Name Email Name Email Logistics Section Chief Resource Request Unit Resource Tracking Unit IT Unit CITY OF SIGNAL HILL Emergency Operations Plan 80 FOR OFFICIAL USE ONLY FINANCE SECTION POSITION PRIMARY SECONDARY Title Name Email Name Email Finance Chief Cost Accounting Time Comp & Claims
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7.5 Appendix E: Action Planning and Situation Reporting Action Planning
The EOC Action Plan is required during activation and an important document to Cal OES and FEMA demonstrating processes and procedures followed during an event. The Action Plan is a key document submitted for Disaster Recovery and Cal OES / FEMA may request to review this document if visiting the agency during an event.
Development of the Action Plan
The ICS emphasizes orderly and systematic planning. The Action Plan is the central tool for planning during a response to an emergency. The Action Plan is prepared by the Planning Section Chief with input from the appropriate sections and Units of the EOC. It should be written at the outset and revised continually throughout the response.
Incidents vary in their type, complexity, size, and requirements for detailed and written plans. An initial response for an incident that is readily controlled may not require a written Action Plan. However, larger, more complex incidents will require an Action Plan to coordinate activities. The level of detail required in an Action Plan will vary according to the complexity of the response. The Action Plan process ensures timely and coordinated development of situational awareness, objectives, tactics, planning, execution, and assessment of and for emergency response.
The following outlines the process required to develop an Action Plan. Following the steps below will allow effective development of an Action Plan, while minimizing the time required to do so.
General Responsibilities of the Planning Section
The Planning Section Chief should review with the EOC Director and General Staff the following responsibilities associated with the development of the Action Plan prior to the planning meeting.
EOC Director
• Provide general incident objectives and strategy
• Provide direction or overall management and strategy
• Approve the completed Action Plan by signature
Planning Section Chief
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• Conduct the planning meeting and operation shift briefing • Coordinate preparation of the Action Plan
Operations Section Chief
• Determine resource requirements
• Determine tactics
• Determine work assignments for operations personnel
Logistics Section Chief
• Establish the procedure for resource ordering
• Ensure that the Logistics Section can support the Action Plan Finance/Administration Section Chief
• Provide cost implications of incident objectives as required • Ensure that the Action Plan remains within the financial limits established by the EOC Director
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7.6 Appendix F: After-Action Report
City of Signal Hill After-Action Report
Emergency Name: _________________
Date of Emergency: _________________
Date: ________ Page ____ of _____
Summary of the Emergency:
Response Actions Taken:
EOC Positions Staffed:
Key Response Actions Taken:
Key Recovery Activities:
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What Went Right:
Reviewed and
Prepared by: Approved by:
What Went Wrong:
Improvements and/or
Recommendations:
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7.7 Appendix G: Recovery Operations Framework
This framework defines how the whole community, including emergency managers, community development professionals, recovery practitioners, City departments, private sector, NGO leaders and the public will collaborate and coordinate to more effectively utilize existing resources to promote resilience and support the recovery of those affected by an incident. The framework advances the concept that recovery extends beyond simply repairing damaged structures. It also includes the continuation or restoration of services critical to supporting the physical, emotional and financial well-being of impacted community members.
Recovery includes the restoration and strengthening of key systems and resource assets that are critical to the economic stability, vitality and long-term sustainability of the communities themselves. These include health (including behavioral health) and human services capabilities and networks, public and private disability support and service systems, educational systems, community social networks, natural and cultural resources, affordable and accessible housing, infrastructure systems, and local economic drivers. Together, these elements of recovery contribute to rebuilding resilient communities equipped with the physical, social, cultural, economic and natural infrastructure required to meet future needs.
The recovery process is best described as a sequence of interdependent and often concurrent activities that progressively advance a community toward its planned recovery outcomes. Decisions made and priorities set by a community pre-disaster and early in the response process have a cascading effect on the nature, speed and inclusiveness of recovery. Figure G-1 depicts the interconnectedness of recovery activities from preincident through the long term.
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SEMS Disaster Recovery Organization
The National Disaster Recovery Framework (NDRF) strongly recommends that local government leaders appoint a Local Disaster Recovery Manager (LDRM) to serve as the central manager for recovery coordination activities for the jurisdiction. The role of the LDRM is to organize, coordinate, and advance the recovery at the City level. The LDRM will serve as the jurisdiction’s primary point of contact with the state agencies. The City has selected the Emergency Management Coordinator fill this position.
The City has established a Disaster Council under Signal Hill Municipal Code Chapter 2.76.
The Disaster Council may convene to review a recovery plan, make recommendations on priorities, objectives, and issues to be addressed in the recovery plan. The Mayor serves as the Chair of the Disaster Council; the City Manager serves as the Vice-Chair.
Damage Assessments and Incident Impacts
After a disaster, the City will seek to rebuild and revitalize all sectors of the community, including local critical infrastructure and essential services. City Departments also must focus on business retention and the redevelopment of housing units that are damaged or destroyed. The process of repairing and rebuilding presents an opportunity for the local government to promote and integrate mitigation measures into recovery rebuilding strategies and plans.
Figure G-1: Recovery Continuum
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The City EOC will compile damage assessments that are provided by City in responding to the disaster. Additional information must be collected from privately owned critical infrastructure providers and commercial entities located in the City. Detailed damage assessments of City facilities must be completed by:
• Administration (Economic Development)
• Parks, Recreation and Library Services
• Police Department
• LA County Fire Department
• Public Works for water distribution systems, sewers, storm drains, streets, sidewalks, streetlights, street trees, and buildings
Additional damage assessments must be collected from other organizations including:
• Long Beach Transit
• Cellular service providers such as AT&T, Verizon and others • Southern California Edison
• Long Beach Utilities (Gas)
• Long Beach Unified School District
• Signal Hill Chamber of Commerce
• Local hospitals and medical clinics
• Long-term care and skilled nursing facilities
• Churches and other NGOs
• Signal Hill Petroleum
Damage Assessments should include the following information at a minimum:
• Location such as street address or description of location • Potential hazards
• Detailed description of facility (number of buildings, dimensions, size, use, contents, occupancy)
• Detailed description of damage by construction systems (foundations, walls, roofing, HVAC, electrical, plumbing, IT, fixtures, pavement and parking) • Estimated cost associated with damage
• Insurance coverage and limits
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Not all the information may be available initially and acquiring it may require professional engineering services. CalOES operates the Statewide SAP for post-earthquake damage assessments. The SAP provides certified engineers and scientists to support jurisdictions after a disaster. More information on the SAP Guidelines is available on the Cal OES website.
The ROC Planning Section is responsible for compiling damage assessments and providing information and displays to the LDRM to support resource requests and prioritization. Damage assessment information should also be provided to Cal OES and FEMA to support their PDA for Stafford Act assistance programs such as Individual and Public Assistance.
Recovery Reporting and Documentation
Keeping accurate, complete records of recovery efforts is essential for reimbursement and promotes efficient use of limited resources and funds. The ROC Finance Section is responsible for maintaining documentation for the post disaster recovery process.
Documentation is required for the following disaster related activities:
• Staff overtime
• Emergency protective measures
• Mutual aid support from other jurisdictions
• Contracted emergency services and equipment
• Disaster debris removal (the City is developing a Disaster Debris Plan) • • Inspections, repairs and reconstruction of City facilities Documentation goes beyond a description of the extent and nature of the damage to facilities. It should also include detailed assessments of the overall community impacts.
Key indicators are:
• Percent of housing stock affected
• Percent of community without essential services including fuel, groceries and prescription medication access
• Status of public and private schools
• Businesses that have shut down or reduced operations
• Available funds for recovery financing
• Number of people in long term shelters
• Percent of population displaced
• Impacts on neighboring jurisdictions and the region
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Monitoring these indicators provides City leaders with information essential to guide recovery planning efforts, request resources and determine priorities.
Disaster Assistance Programs
There are numerous disaster assistance programs. They are administrated by federal, state and local government, NGOs and private organizations.
Federal programs include:
• Stafford Act Programs
• Disaster Housing Assistance Program – This is a federal program administered by FEMA that provides temporary housing to disaster victims during presidentially declared disasters.
• Disaster Mortgage and Rental Assistance Program – This program provides grants for home related mortgage or rent payments to disaster victims, who, as a result of a disaster, have lost their job or business and face foreclosure or eviction from their homes. It is a federal program available under a presidentially declared disaster.
• Housing and Urban Development (HUD) Program – This program is offered to families that meet certain income guidelines and may provide a percentage of the rental cost for a limited period to disaster victims. It is also available under a presidentially declared disaster.
• Small Business Administration (SBA) – This program is automatically implemented following a presidential disaster declaration for Individual Assistance or may be implemented at the request of the governor. It provides low interest loans to businesses and individuals who have suffered disaster losses. • Individual and Family Grant Program (IFGP) – This is authorized only by a federal disaster declaration. It provides grants to disaster victims who are not eligible for SBA loans.
• Cora Brown Fund - This is authorized only by a federal disaster declaration. The fund provides disaster victims with assistance provided they are not eligible for any other disaster assistance award from the government or other organizations • U.S. Department of Health and Human Services (HHS) – HHS provides programs such as community health services including the Emergency Prescription Assistance Program and the Strategic National Stockpile of medicines.
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These are only a few federal programs that can be activated under a presidentially declared disaster. Disaster assistance may also be altered by legislation passed at the time of the event. Other types of assistance may also be made available depending on the disaster.
State programs include:
• Unemployment and job services – The California Employment Development Department (EDD) provides a variety of services to individuals and businesses impacted by disasters in California. These range from assistance for those who may have lost a job due to the disaster to employers who are forced to shut down operations.
• State Public Assistance Program – The California Public Assistance Program provides funding to cities, counties, special districts, school districts, community colleges, and certain private nonprofit organizations in the event of a state disaster.
• Local Assistance Center (LAC) activation and staffing – The LAC is normally staffed and supported by local, state and federal agencies, as well as non-profit and voluntary organizations. The LAC provides a single facility at which individuals, families and businesses can access available disaster assistance programs and services.
Volunteer programs include:
• American Red Cross exists to provide compassionate care to those in need. The network of donors, volunteers and employees share a mission of preventing and relieving suffering through disaster relief efforts.
• Volunteer Organizations Active in Disasters (VOAD) improve outcomes for people affected by disasters by facilitating cooperation, communication, coordination, and collaboration among nonprofit organizations, community-based groups, government agencies, and for-profit companies.
• Community Emergency Response Teams (CERT) – This program educates people about disaster preparedness for hazards that may impact their area and trains them in basic disaster response skills, such as fire safety, light search and rescue, team organization, and disaster medical operations. CERT members can assist others in their neighborhood or workplace following an event when professional responders are not immediately available to help. CERT members also are encouraged to support emergency response agencies by taking a more active role in emergency preparedness projects in their community. • The Salvation Army has a mission to meet human needs without discrimination.
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Stafford Act Programs
Stafford Act programs include individual and public assistance. These programs are available after a presidential disaster declaration. They are administered through joint State / federal organization located in a Joint Field Office (JFO). The JFO is organized along ICS principles and follows NIMS/SEMS processes for both response and recovery operations. Eligible applicants for Stafford Act assistance include the following:
• Individuals
• State agencies
• Counties
• Cities
• Special districts
• Schools K-12
• Colleges and institutions of higher education
• Private non-profit organizations organized under §501(c)3 of the Internal Revenue Code
Individual Assistance
The Individuals and Households Program (IHP) provides financial help or direct services to those who have necessary expenses and serious needs if they are unable to meet these needs through other means. Program support includes:
Housing Assistance
• Temporary Housing: Money to rent a different place to live or a temporary housing unit (when rental properties are not available).
• Repair: Money for homeowners to repair damage from the disaster that is not covered by insurance. The goal is to repair the home to a safe and sanitary living or functioning condition. FEMA may provide some funds for home repair; then the homeowner may apply for a Small Business Administration disaster loan for additional repair assistance. FEMA will not pay to return a home to its condition before the disaster. Flood insurance may be required if the home is in a Special Flood Hazard Area.
• Replacement: Money to replace a disaster-damaged home, under rare conditions, if this can be done with limited funds.
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Other Needs Assistance
• The Other Needs Assistance provision of the Individuals and Households Program provides grants for uninsured, disaster-related necessary expenses and serious needs. Assistance includes:
• Medical and dental expenses
• Funeral and burial costs
• Repair, cleaning, or replacement of:
o Clothing
o Household items (room furnishings, appliances)
o Specialized tools or protective clothing and equipment required for your job o Necessary educational materials (computers, schoolbooks, supplies) o Clean-up items (wet/dry vacuum, air purifier, and dehumidifier) o Fuel (fuel, chain saw, firewood)
o Repairing or replacing vehicles damaged by the disaster, or providing for public transportation or other transportation costs
o Moving and storage expenses related to the disaster (including evacuation, storage, or the return of property to a home)
o Other necessary expenses or serious needs (for example, towing, or setup or connecting essential utilities for a housing unit not provided by FEMA) Public Assistance
The Public Assistance (PA) grant program provides federal assistance to government organizations and certain private nonprofit (PNP) organizations following a presidential disaster declaration. PA provides grants to state, tribal, territorial, and local governments, and certain types of PNP organizations so that communities can quickly respond to and recover from major disasters or emergencies.
The PA program provides supplemental federal disaster grant assistance for debris removal, life-saving emergency protective measures, and the repair, replacement or restoration of disaster-damaged publicly owned facilities and the facilities of certain PNP organizations. The PA program also encourages protection of these damaged facilities from future events by providing assistance for hazard mitigation measures during the recovery process.
Public Assistance categories are:
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• Category A: Debris Clearance – Clearance of debris, wreckage, demolition, and removal of buildings damaged beyond repair • Category B: Emergency Protective Measures – Measures to eliminate or lessen immediate threats to life, public health, and safety • Category C: Roads and Bridges – All non-emergency work and any that may require more time for decision-making, preparation of detailed design, construction plans, cost estimates, and schedules • Category D: Water Control Facilities – Includes flood control, drainage, levees, dams, dikes, irrigation works, and bulkheads • Category E: Public Buildings and Equipment – Buildings, vehicles or other equipment, transportation systems, fire stations, supplies or inventory, higher education facilities, libraries, and schools • Category F: Utilities – Water supply systems, sanitary sewerage treatment plants, storm drainage, and light/power • Category G: Other – Park facilities, public and private non-profit facilities, recreational facilities, and playground equipment PA programs provide at least 75% of costs associated with presidentially declared disasters if program projects meet stringent requirements for documentation, regulatory compliance, and administration. Detailed guidance is provided on FEMA’s webpage for Assistance for Governments and Private Non-Profits After a Disaster. Hazard Mitigation Grant Programs The Hazard Mitigation Grant Program (HMGP) provides grants to implement long-term hazard mitigation measures after declaration of a major disaster. The purpose of the HMGP is to reduce the loss of life and property due to natural disasters and to enable mitigation measures to be implemented during the immediate recovery from a disaster.
To qualify for HMGP funding, projects must provide a long-term solution to a problem, and the project’s potential savings must exceed the cost of implementing the project.
HMGP Funds may be used to protect either public or private property or to purchase property that has been subjected to, or is in danger of, repetitive damage. The amount of funding available for the HMGP under a particular disaster declaration is limited. Under the program, the federal government may provide a state or tribe with up to 20 percent of the total disaster grants awarded by FEMA under Stafford Act programs and may provide up to 75 percent of the cost of any projects approved under the program. In California, these funds are administered by the Cal OES Hazard Mitigation Grant Program Unit.
Additional information on HMGP is available in the City’s 2025 LHMP.
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7.8 Appendix H: Continuity of Government
A major disaster or national security emergency could result in the death or injury of key government officials, or the partial or complete destruction of established seats of government and public and private records essential to continued operations of government. Government at all levels is responsible for providing continuity of effective leadership, authority and adequate direction of emergency and recovery operations. The California Government Code Section 8643(b) and the Constitution of California provide the authority for state and local government to reconstitute itself in the event incumbents are unable to serve.
A Continuity of Operations Plan (COOP) outlines the steps a municipality will take to continue their essential functions and maintain government operations within their jurisdiction. The City has not yet developed a detailed, separate COOP.
Alternate Seat of Government
Section 23600 of the California Government Code provides alternate seats of government:
• The City Council shall designate alternative City seats, which may be located outside city boundaries
• Real property cannot be purchased for this purpose
• A resolution designating the alternate City seats must be filed with the Secretary of State
• Additional sites may be designated subsequently to the original site designations if circumstances warrant
In the event the primary location is not usable because of emergency conditions, the temporary seat of city government are as follows:
First Alternate Deputy City Manager
Second Alternate Police Chief
Third Alternate Police Captain
Lines of Succession
The initial step in assuring continuity of government is to designate personnel who are authorized and prepared to carry out emergency actions for government in the event of a natural, technological, or national security disaster.
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The City Manager is designated as the Director of Emergency Services and also serves as the EOC Director. The successors to the position of Director of Emergency Services are appointed by the Director. Should the Director be unavailable or unable to serve, the positions listed below, in order, shall act as the City’s Director of Emergency Services.
The individual who serves as acting director shall have the authority and powers of the Director and will serve until the Director is again able to serve, or until a successor has been appointed by the City Council.
First Alternate Deputy City Manager
Second Alternate Police Chief
Third Alternate Police Captain
Notification of any successor changes shall be made through the established chain of command. Article 15, Section 8637 of the Emergency Services Act authorizes political subdivisions to provide for the succession of officers (department heads) having duties related to law and order and/or health and safety.
Article 15, Section 8638 of the Emergency Services Act also establishes a method for the governing body to provide for the continuance of the legislative and executive departments of the political subdivision during a State of War Emergency or a State of Emergency or a local emergency. The governing body shall have the power to appoint the following standby officers as follows:
• Three for each member of the governing body
• Three for the chief executive, if s/he is not a member of the governing body. In case a standby officer becomes vacant because of removal, death, resignation, or other cause, the governing body shall have the power to appoint another person to fill said office. Standby officers shall be designated Nos. 1, 2, and 3 as the case may be
Article 15, Section 8644 of the Emergency Services Act Section 8644 allows for reconstitution of the governing body if all members of the governing body, including all standby members, are unavailable. Temporary officers may be appointed to serve until a regular member or a standby member becomes available or until an election or appointment of a new regular or standby member. Temporary officers shall be appointed as follows:
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(a) By the chairman of the Board of Supervisors of the county in which the political subdivision is located, and if he is unavailable,
(b) By the chairman of the Board of Supervisors of any other county within 150 miles of the political subdivision, beginning with the nearest and most populated county and going to the farthest and least populated, and if he is unavailable, (c) By the mayor of any city within 150 miles of the political subdivision, beginning with the nearest and most populated city, and going to the farthest and least populated.
Article 15, Section 8642 of the Emergency Services Act authorizes local governing bodies to convene as soon as possible whenever a State of War Emergency, State of Emergency, or local emergency exists, and at a place not necessarily within the political subdivision.
Article 15, Section 8643 of the Emergency Services Act describes the duties of a governing body during emergencies as follows:
• Ascertain the damage to the political subdivision, and its population and property.
For this purpose, it shall have the power to issue subpoenas to compel the attendance of witnesses and the production of records
• Proceed to reconstitute itself by filling vacancies until there are sufficient officers to form the largest quorum required by the law applicable to that political subdivision. If only one member of the governing body or only one standby officer is available, that one shall have power to reconstitute the governing body • Proceed to reconstitute the political subdivision by appointment of qualified persons to fill vacancies
• Proceed to perform its functions in the preservation of law and order, and in the furnishing of local services
Departmental Lines of Succession
The City Manager, or a designee, will ensure staff are assigned to leadership positions.
The successor positions for departmental continuity will be assigned at the time of an incident determined by the type of incident, affected City facilities and staff, and eligible staff to fill the positions.
Vital Records Retention
The preservation of vital records is critical to the City’s recovery from a catastrophic event. In addition to the information retrieval requirements of response, each response function has a record-keeping component. Although the principal focus of vital records preservation is to
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support recovery through reimbursement of disaster-related costs, vital records also have a broader and arguably more important function. Vital records become vital because they help to describe a reasonably complete compilation of damage, death, physical or mental trauma, and allocation of public and private resources, making it possible to learn from the disaster experience. In the City, the City Clerk is responsible for the preservation of vital records. The City Clerk’s Office stores hardcopy minutes, resolutions, deeds, and contracts in the vault located in the City Clerk’s Office at City Hall.
Offsite Records Storage
The City’s offsite storage is located at Long Beach Self Storage - 1856 Cherry Ave. Long Beach.
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7.9 Appendix I: EOC Layout
8. Functional Annexes
Annex A: Emergency Public Information Annex
Annex B: Evacuation Annex
Annex C: Logistics and Resource Annex
Annex D: Transportation Annex
Annex E: Communications Annex
Annex F: Cost Recovery Annex
Annex G: Pandemic Annex
8.1 Annex A: Emergency Public Information Annex
The vital part of the City’s responsibility during an emergency or disaster is providing the public with accurate information and instructions. The Crisis Communications Annex is a guide for PIO and communications staff who are providing public information and or serving in an activated Emergency Operations Center during an incident.
Purpose
This Annex is designed to provide a framework for the most efficient, accurate, and complete dissemination of information to the public. It provides for the conduct and coordination of public information activities and establishes a mutual understanding of responsibilities, functions and operations.
Scope
The Emergency Public Information Annex is an extension of the City of Signal Hill Emergency Operations Plan. This Annex details procedures, processes, and provides tools and resources for the function of emergency communications during an incident.
The Annex is applicable to all hazards including, but not limited to, power outages, earthquakes, wildfire, flood, hazardous materials, pandemic and terrorism. The Annex can also be used during inclement weather, extreme heat, poor air quality and other incidents when strategic emergency communications are required.
Assumptions
The following assumptions were established in the development of this Annex:
• Access and Functional Needs (AFN) are complex and must be considered within various aspects of planning and response. However, during disaster response, planning and recovery, the City will work to ensure AFN considerations and concerns are addressed within public information. • Signal Hill Police Department is the primary agency responsible for communicating with the Public during an emergency but will access other subject matter experts and liaisons at the City/County as needed. • Public Information Officers are responsible for maintaining positive working relationships, open communication, and active coordination before, during, and after an emergency
• Emergency communications during an incident will require use of multiple channels that include mass media (TV, radio, and print), social media (X/Twitter, Facebook, Instagram, Nextdoor), emergency website, email, town halls and community meetings, door-to-door canvassing, signage and the City’s alert and warning system which reaches people via their cell phone, landline or email Whole Community Approach
The City of Signal Hill is committed to providing readily accessible procedures in compliance with State and Federal AFN guidelines for tools and resources for use by PIOs and communications staff during an incident or emergency, including templates, checklists, standard operating procedures and forms.
Emergency Communications Principles and Guidelines
Following these basic principles and guidelines from Crisis Emergency Risk Communication, published by the U.S. Department of Health and Human Services Centers for Disease Control and Prevention, can help establish a sense of order and consistency. These principles are applicable to any incident, disaster, and emergency. • Be First: Crises are time sensitive. Communicating information quickly is crucial.
For members of the public, the first source of information often becomes the preferred source • Be Right: Accuracy establishes credibility and trust. Even if all the facts are not known at a given time, the PIO can let the public know: a) what is known, b) what is not known and c) what is being done to fill in the gaps • Be Credible: Honesty and truthfulness should not be compromised during crises • Express Empathy: Crises create harm, and the suffering should be acknowledged in words. Addressing what people are feeling, and the challenges they face, builds trust and rapport • Promote Action: Giving people meaningful things to do calms anxiety, helps restore order and promotes some sense of control • Show Respect: Respectful communication is particularly important when people feel vulnerable. Respectful communication promotes cooperation and rapport Proactive – Not Reactive – Communications
A proactive approach to emergency communications will help set a tempo for the release of information to the media and public and establish the JIC as a primary and credible source of information. Proactive methods include:
• As soon as possible, release a statement about the incident to the media and sharing across all channels
• Observe the Emergency Communications Principles and Guidelines in crafting and delivering these messages and include public health and safety messages and instructions
• Establish and publicize a media briefing schedule and closely adhere to it • Create a content calendar and use social media to post regular updates and address community concerns in a way that is proactive and not reactive. For example, post broad statements to address emerging trends and do not respond to individual posts unless they contain potentially harmful misinformation Content Strategy
The Management Section personnel, the EOC Director and Lead PIO, provide direction for communication priorities and information to be shared with the media and public. The PIO staff will develop a content strategy that reflects these priorities and ensures that the right messages get to the right audiences at the right time in a targeted, culturally competent manner. Elements of a content strategy include situation analysis, audience analysis, communication goals and objectives, key messages, call-to-action, communication channels, timeline and plan of action.
Spokespersons
The Lead PIO may serve as a spokesperson or delegate a spokesperson and coordinates additional spokespersons for specific areas of responsibility and expertise such as law enforcement, fire, Public Health, Medical Examiner, public and private utilities such as Transit Authorities, and SCE.
Information Collection and Dissemination
The City EOC staff will use a variety of methods to collect and disseminate emergency information through EOC representatives, representatives from other agencies involved in the disaster, information from public calls to 9-1-1, call center, monitoring traditional media, monitoring social media and the internet, and other means as appropriate. The goal is to share timely and easy-to-understand emergency information to keep the public safe and informed. In the event of a large-scale disaster, information will be disseminated to the public and media through many communication channels:
Social Media Monitoring
Monitoring social media (X/Twitter, Facebook, Instagram, Nextdoor) in the EOC helps the communications team to maintain situational awareness and dispel misinformation and potentially harmful rumors. Keeping a regular posting schedule on social media provides a constant flow of useful information and reassurance to the community. Social media management tools such as Hootsuite help manage social media by providing visibility to multiple social media handles, reporting and streamlines the process of scheduling and posting to multiple accounts.
Language Access
The City of Signal Hill recognizes the rich diversity of the City and is committed to keeping all its residents informed during emergency events, no matter their English language proficiency. The EOC will translate emergency updates into Spanish and Khmer for posting on the City website and app as well as X/Twitter feed. A team of City employees who speak Spanish and Khmer will be called on for translation duty in the EOC, or to handle the duties remotely via email. EOC staff will leverage Spanish language media to convey information to the Spanish-speaking population to reach members of the community who speak other languages. City EOC staff can also work with County staff who are fluent in other commonly spoken languages in the region to assist with translation as needed.
Water Quality Notifications
The State of California's drinking water regulations require public notification under certain circumstances. Water systems must contact the Division of Drinking Water's (DDW's) district office if public notification is required. Any notification must be approved by DDW prior to distribution or posting, unless otherwise directed by DDW. Water Quality Templates can be found on the State Water Resource Control Board website.
See next page for Emergency Messaging Templates
Sample Messages for Alert and Warning
Emergency Message Guidelines
Message Character limits
Wireless Emergency Alert (WEA) – Character Limit
Short: 90 characters
Long: 360 characters
NIXLE– Character Limit
SMS (text): 120 characters
Nixel: 2500 characters
To maximize effectiveness of alert and warning messages:
1. Record the voicemail in a calm voice
2. Send sequential messages to reinforce the urgency
3. Include links to more information
4. Only include high level information maps, e.g. specific to the geography of the incident with a “You Are Here” marker (when possible).
Template for alert and warning messages (CalOES)
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Note: Sample messages only. Adjust message to fit
the circumstances of the incident and ensure the
length conforms with the system you will be using.
Message Template – Active Shooter
Short: 90 characters
ALERT SH: Active shooter near [location]. Avoid Area or Run, Hide, Fight. Visit www.cityofsignalhill.org
Long: 360 characters
ALERT SH: As of XX am/pm, Signal Hill Police advises the public to avoid the area of [insert location]. Officers are responding to an active shooter. Those located in the area should seek shelter and mute phones. If engaged with the shooter, RUN,HIDE, FIGHT. Visit www.cityofsignalhill.org for more information.
Message Template – Aircraft Incident
Short: 90 characters
ALERT SH: Aircraft Incident at LB Airport. More Information to follow. Visit www.longbeach.gov/lgb/
Long: 360 characters
ALERT SH: At [XX:XX am/pm] an aircraft [crash landed] at LB. There will be an increase in public safety vehicle traffic across the City. [There is no current danger to residents/residents are recommended to shelter in place to avoid any possible aerosolized chemicals; and stay clear of the Airport.] Visit www.longbeach.gov/lgb/ for more information.
Message Template – Cyber Incident
Short: 90 characters
ALERT SH: Cyber incident currently affecting [enter systems or infrastructure] Visit www.cityofsignalhill.org
Long: 360 characters
ALERT SH: The City was the target of a criminal cyberattack. We are currently experiencing interruptions to {enter systems or infrastructure] Visit www.cityofsignalhill.org for more information.
Message Template – Earthquake Notification
Short: 90 characters
ALERT SH: A M[XX]earthquake occurred at [XX:XX am/pm] today. Visit earthquake.usgs.gov/
Long: 360 characters
ALERT SH: A M[XX] earthquake occurred at [XX:XX am/pm] today. Visit earthquake.usgs.gov/ for more information about latest earthquakes or call 9-1-1 if you have a life-threatening emergency. This message will be updated based on changing conditions.
Message Template - Extreme Heat/Cold
Short: 90 characters
ALERT SH: Extreme [heat/cold] expected on [Date/s]. Stay indoors from [10 a.m. to 3 p.m]. when the heat/cold is strongest.
Long: 360 characters
ALERT SH: The National Weather Service has issued an Extreme [heat/cold] warning on [Date/s] from [times]. Stay indoors from 10 a.m. to 3 p.m. when the [heat/cold] is strongest.
Visit www.cityofsignalhill.org for more information.
Message Template – Shelter In Place (Hazmat incident))
Short: 90 characters
ALERT SH: [Enter hazard]. If within half mile of [location]. Get Inside. Stay Inside.
Long: 360 characters
ALERT SH: The City is issuing a mandatory shelter in place order for everyone within half a mile of [location]. [Enter Hazard] has created potential hazardous conditions for residents. All residents in the impacted area should shelter in place immediately. Visit http://www.cityofsignalhill.org/ or [enter alternate source] Message Template – Power Loss
Short: 90 characters
ALERT SH: Due to [Event], power outages have affected areas of [location].
Long: 360 characters
ALERT SH: Due to [Event], power outages have affected areas of [location]. SCE estimates power restoration by [time] on [date]. These times may change vary based on other outages in the area and prioritization based on SCE’s analysis.
Additional information at CityofSignalHill.org
Message Template –Severe Storm
Short: 90 characters
ALERT SH: Severe Thunderstorm Warning on [Date/s] from [times]. Take shelter. Follow local media.
Long: 360 characters
ALERT SH: The National Weather Service has issued a Severe Thunderstorm Warning on [Date/s] from [times]. Stay indoors. Visit www.cityofsignalhill.org for more information.
Message Template – Severe Wind
Short: 90 characters
ALERT SH: High Wind Warning on [Date/s] from [times]. Stay indoors if possible. Call 911 for downed powerlines.
Long: 360 characters
ALERT SH: The National Weather Service has issued a High Wind Warning on [Date/s] from [times]. Seek shelter. If driving, use caution. Call 911 if you experience a lifethreatening emergency. Visit www.cityofsignalhill.org for more information.
Message Template – Structure Fire
Short: 90 characters
ALERT SH: Structure fire near [location]. Stay away, close windows and doors to avoid any hazardous fumes.
Long: 360 characters
ALERT SH: As of XX am/pm, a structure fire is in progress in [location]. Residents are urged to stay away from the area and shelter in place to avoid any hazardous conditions. Visit www.cityofsignalhill.org for more information.
8.2 Annex B: Evacuation
The Evacuation Annex outlines strategies, procedures, recommendations, and organizational structures that can be used to implement a coordinated evacuation effort in the City of Signal Hill.
Purpose
This Annex is meant to provide guidance for City departments and supporting organizations that have authorities, roles, and responsibilities to assess the need to evacuate populations, make appropriate evacuation decisions, order evacuation of residents, conduct evacuation operations in a safe and secure manner, provide directions to shelter and assembly points, and support repopulation of evacuated areas for people and their pets.
Scope
This Evacuation Annex applies to the City, including all special districts. It is not intended to supersede any other emergency plans. This Evacuation Annex supports the City and County EOP.
Whole Community Approach
The City of Signal Hill is committed to achieving and fostering a whole community emergency management system that is fully inclusive of individuals with disabilities and others with access and functional needs. For further details on our whole community approach to emergency management, which includes the integration of inclusive emergency management practices, refer to the Basic Plan. Nixle has the ability to support teletypewriter (TTY) and Telecommunications Device for the Deaf (TDD) to assist in communicating with residents with hearing or speech difficulties.
Assumptions
The following assumptions were established in development of this Annex:
• This annex was developed for a Level II (moderate severity) evacuation scenario and will be activated when a community within the City is impacted by an evacuation
• A decision to evacuate will be made at the local jurisdiction level with regional collaboration
• Law enforcement agencies are the primary lead for evacuation activities with other agencies playing supporting roles
• If activated, this annex will complement other jurisdictional evacuation plans
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The City will request and coordinate County resources under the California Master Mutual Aid Agreement
The City EOC will coordinate City evacuation efforts
• Most people at risk will evacuate when officials recommend that they do so • Some individuals will refuse to evacuate, regardless of the threat • Most evacuees will use their personal vehicles to evacuate, however, evacuation assistance may need to be considered for individuals with disabilities and others with access and functional needs, including, but not limited to, those without access to personal vehicles
• Accommodations will need to be made for the evacuation of service animals (Americans with Disabilities Act) and household pets (Pets Evacuation and Transportation Standards Act)
• The majority of evacuees seek shelter with relatives or friends or in commercial accommodations rather than in public shelter facilities. It is estimated that approximately 5% to 10% of evacuees will require public shelter assistance • Response decisions, including the decision to evacuate, will be based on maximizing the preservation of life first, then protecting property, the environment, and the economy. Several factors will be considered. The capacity to safely move or shelter all population groups, roadway conditions, health and safety issues, and the duration of sheltering will be instrumental in making the decision to evacuate or to shelter-in- place
Evacuation Objectives
The overall objectives of emergency evacuation operations and notifications are to:
• Expedite the movement of persons from hazardous areas • Institute access control measures to prevent unauthorized persons from entering vacated, or partially vacated areas. The Law Enforcement agencies may use discretion in allowing access for caregivers, personal care assistants, or other support personnel on a case-by-case basis as determined by the incident commander
• Provide for evacuation to appropriate transportation points, evacuation points, and shelters
• Provide adequate means of transportation for individuals with disabilities and others with access and functional needs, which includes, but is not limited to, older adults, children and individuals who are transportation disadvantaged
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Provide for the procurement, allocation, and use of necessary transportation and law enforcement resources by means of mutual aid or other agreements Control evacuation traffic
• Account for the needs of individuals with household pets and service animals prior to, during and following a major disaster or emergency
• Provide initial notification, ongoing and re-entry communications to the public through the City PIO
• Assure the safe re-entry of the evacuated persons
Roles and Responsibilities
Conducting evacuation activities and coordinating the movement of large numbers of people in the City is a function of the City EOC. There are circumstances where the evacuation activities exceed City capabilities, and the County may need to provide resources and support. Requests for assistance will be initiated through the Operational Area. Should the County be unable to procure the resources, requests will be forwarded to the Regional Emergency Operations Center, then to the State’s Emergency Operations Center (SOC). Private partners, such as transportation authorities, hotels, and local businesses, may also have an essential role in a successful evacuation.
City Manager’s Office
The office of the City Manager in coordination with the Emergency Management Coordinator is charged with emergency management for the City and is responsible for maintaining situational awareness of threats that may necessitate an evacuation. The City Manager’s office is responsible for evacuation coordination and is responsible for the following specific functions:
• Conduct a City leadership coordination conference call or meeting with essential stakeholders. The purpose is to determine the urgency of the threat, potential evacuation order triggers, the population of the evacuation area, available resources and potential mutual aid needs
• Activate the EOC to the appropriate emergency level
• Notify City staff of pending EOC activation and/or to current activation levels and coordinate staffing of positions
• Request assistance from support agencies and communication resources as appropriate. Maintain coordination and communication between the EOC and support agencies
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• Communicate with the County EOC and keep them apprised of the local situation.
Request additional resources as needed. Provide support to the City PIO • Provide information to the public on shelter sites, services provided, available routes, and transportation options
City Police Department
The Signal Hill Police Department supports the EOC when activated as the lead of the Law Enforcement Branch of the Operations Section, as well as being the lead agency for the Evacuations. As such, the police department is responsible for the overall evacuation and movement of citizens throughout the City. Law enforcement agencies will be integral in the tactical incident command post in evacuating people from the impacted area.
During significant evacuation emergencies, the police departments key functions include:
• Pre-identify evacuation assembly points for evacuees
• Facilitate the movement of emergency vehicles with local police, County Sheriff’s Department and California Highway Patrol
• Appoint an Incident Commander at Field Command Post/s • Coordinate the activation of Alert Signal Hill/Everbridge, Wireless Emergency Alerts, and other notification modes
• Mobilizes CERT resources to support evacuation operations • Use loudspeakers on field vehicles to alert those in the immediately threatened area/s
• Give ample and redundant information to critical facilities, such as daycares, schools, adult residential care, skilled nursing, board and care facilities, etc. These will need additional time to close or evacuate and may need to close or evacuate as a precautionary action
• Identify people and populations that appear to need special assistance • Establish evacuation routes (keeping in mind fueling services will be needed on evacuation routes) and transit pickup points
• Calculate route capacity and consider contraflow
• Coordinate the routes for movement of motorists toward designated / safest evacuation routes
• Control and monitor primary routes and area access
• Close roads that will not be used as the primary egress or ingress routes to the evacuated area
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• Provide for tow trucks on evacuation routes to assist disabled vehicles and clearing roadways
• Post-emergency: Coordinate the return movement of evacuees back to their homes
City Parks, Recreation, and Library Services
The Department of Parks, Recreation, and Library Services assists Los Angeles County Health to identify shelter location within the City of Signal Hill and assist with the set up and implementation of the shelter/s. During significant evacuation emergencies, the Parks, Recreation, and Library Services Department’s key functions include:
• Serves as the lead agency for parks and provides facilities for safe refuge, shelters and sheltering social services
• Responsible for notifications to, and evacuation of, the public in park facilities • Provides notifications to executive staff
• Provides personnel to support County Health and law enforcement during evacuation operations
• Provides facility availability information in anticipation of activating mass care and shelter facilities
• Coordinates with the Long Beach School Districts and NGOs supporting mass care and shelter activities
• Provides access to, and maintenance of, facilities to support evacuation operations (e.g., safe refuge sites, pick-up points, and shelters) City Public Works
The Department of Public Works is responsible for assisting City and County departments with the evacuation. During significant evacuation emergencies, the Public Works Department’s key functions include:
• Oversees the City’s Debris removal strategy, in conjunction with County Public Works. Areas of responsibility include street services, street lighting, and administration of emergency engineering contracts
• With the support of County Public Works, removes debris to facilitate evacuation or ingress for emergency personnel
• Provides road and bridge damage assessments; conducts engineering investigations
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• Administers and manages emergency contracts to support evacuation operations • Installs appropriate signage, traffic control devices, and barricades County Health Department
Los Angeles County Department of Public Health is responsible for activating and running shelter operations for the Operational Area in coordination with local city partners. Public Health will provide the following support:
• Coordinate/support the establishment of shelters in coordination with NGOs and City of Signal Hill Parks, Recreation, and Library Services Department. • Coordination support for the movement of individuals with disabilities and others with access and functional needs during an evacuation emergency • Coordinate with Medical Reserve Corps (MRC) volunteers, if activated • Provide specialized staff to shelters if requested
• Support disaster victims and/or shelter inhabitants in understanding what recovery programs may be available to them
Public Health also coordinates the reunification of children who have been evacuated without an appropriate adult. Public Health coordinates specialized transportation for evacuees with medical and functional needs; care for evacuees whose needs cannot be accommodated in general population shelters; monitoring support for individuals at pickup points; and, by providing medical support at designated evacuation assembly areas and pickup points to perform triage of citizens prior to evacuation.
Long Beach Animal Care Services/Los Angeles County Animal Services Long Beach Animal Care Services provides services to the City of Signal Hill. During significant evacuation emergencies Animal Care Services would:
• Coordinate with the City EOC to house evacuated animals at designated shelters. Attempt to place animals with or near owners when possible • Coordinate the movement of Animal Control Officers to support evacuation • Coordinate the inter-county movement of animals. For larger animals, some coordination with the REOC and/or the California Department of Food and Agriculture (CDFA) may be needed
In the event the Long Beach Animal Care Services is unable to support the City, a resource request will be submitted to the County for assistance.
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County Sheriff’s Department
Los Angeles County Sheriff provides law enforcement services to unincorporated areas of the County. During an evacuation, the Sheriff will assist the Signal Hill Police Department to evacuate residents. During significant evacuation emergencies County Sheriff’s would:
• Provide support for coordinating the evacuation
• Provide law enforcement mutual aid, as requested
Los Angeles County Fire
Los Angeles County Fire Department provides fire protection services for the City of Signal Hill. During an evacuation, the County Fire Department will assist City and County law enforcement agencies to evacuate residents. During significant evacuation emergencies County Fire would:
• Provide resources through automated-aid and mutual-aid requests between neighboring jurisdictions
• Provides agency representatives, as necessary, to the Incident Command Post / Unified Command (ICP/UC)
Long Beach School District
During significant evacuation emergencies, Long Beach SchoolDdistrict would:
• Coordinates the evacuations out of school buildings, but to remain on campus • In the event the campus requires a full evacuation, the school districts provide the relocation of students to an alternative school district property o Public K–12 schools are a dependent population, and as such, the school district is responsible for the custodianship of the students until they are released to a custodial adult
o Provides the necessary personnel and resources to ensure that people with disabilities and others with access and functional needs are evacuated and supported until they are released to their custodial adult • Provides transportation assistance, as available, during non-school hours • Provides a District Representative at the City EOC and ICP/UC, as necessary
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Concept of Operations
There are several factors which must be considered when planning for an evacuation.
Among these are the characteristics of the hazard or threat itself. The magnitude, intensity, speed of onset, duration and impact on the local community are all significant elements to be considered. They will determine the number of people to be evacuated, time available in which to conduct the evacuation, and the time and distance of travel necessary to ensure safety.
An evacuation of any area requires significant coordination among numerous public, private and community/non-profit organizations. The event may or may not allow time for responders to conduct evacuation notification in advance of immediate threat to life safety. During no-notice and short-notice incidents, every attempt will be made to assist residents with safe evacuation. Acceptable risk to first responders is an important consideration. Residents are encouraged to help their neighbors, friends, and family to evacuate if doing so will not cause danger to themselves or others.
Evacuation Coordination Processes
The decision to evacuate will be made at the local jurisdiction level with regional collaboration:
• Based on the information gathered, the City will make the determination on whether to evacuate communities as the need arises, on a case-by-case basis • The decision to evacuate will depend entirely upon the nature, scope and severity of the emergency, the number of people affected and what actions are necessary to protect the public
• The Operational Area (OA) EOC may make recommendations on whether a jurisdiction should evacuate and may help coordinate the evacuation effort Decision to Evacuate
The decision whether to evacuate or shelter-in-place must be carefully considered with the timing and nature of the incident. This decision is generally made by first responders in the field at the ICP, with input from both fire and law enforcement personnel. Because evacuation operations are complex and stress both systems and people, it should be considered a last resort option and implemented when there is an immediate need to move people out of an area where there is a clear and present danger.
If practical, evacuation decisions will be implemented before an actual event occurs.
Those with disabilities and others with access and functional needs will require extended time to evacuate and need as much advanced warning as possible. An imminent or
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occurring hazardous materials release may require a decision on evacuation versus sheltering in place.
If an event has the potential to impact evacuation routes such as flooding or fire. When able, the City will make evacuation decisions early enough to allow people to leave the area of impact. A wait-and-see policy may be disastrous if people cannot safely evacuate once the danger is present.
Evacuation Notification
The EOP Basic Plan contains information on emergency warning and notification. During an evacuation timely warning and notification is essential. Effective public communication for evacuation must meet the following objectives:
• Provide timely and accurate communication of evacuation instructions • Describe evacuation routes
• Point to the locations of reception and care facilities • Provide sufficient explanations of the potential hazard to convince evacuees to leave
Providing information to the public is vital to the evacuees, including convincing them that they need to evacuate to avoid life threatening situations. Evacuation messages must include information about:
• The urgent need to evacuate
• Estimated time to remain evacuated
• Availability of shelters
• Accommodation for pets
• Security for their homes and neighborhoods, and security at evacuation shelters Evacuation Warning
An Evacuation Warning considers the probability that an area will be affected within a given time frame and prepares people for a potential evacuation order.
Evacuation Order
An evacuation order requires the immediate movement of people out of an affected area due to an imminent threat to life.
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Shelter-In-Place
A shelter-in-place order advises people to stay secure at their current location. This tactic shall only be used if evacuation will cause a higher potential for loss of life.
Temporary Evacuation Sites and Shelters
Depending on the amount of time the emergency is expected to last, the city must designate evacuation gathering points or evacuation shelters to house and provide resources to those evacuating. Evacuation Gathering Points can be large parking lots/structures for short term evacuations that are out of the hazard zone, or Evacuation Shelters for prolonged evacuations. These sites must be identified prior to any evacuation.
Evacuation of Individuals with Disabilities and Others with Access and Functional Needs
It is critical that modes of available transportation are identified that can be used in the evacuation of people with disabilities and others with access and functional needs during an emergency. Transportation that can accommodate wheelchairs, scooters, or other mobility aids will typically be needed in a large-scale evacuation. Lift-equipped buses or vans may be an option. It is essential that local jurisdictions establish and maintain working relationships with public and private agencies that serve transportationdependent populations.
Reentry
Once the threat has passed, and assuming the evacuated area is safe from debris, contamination, or other residual threats, the evacuated persons will be allowed to reenter the area. The EOC will coordinate transportation, routes, and resource use strategy to support the reentry.
The strategy will be coordinated with regional partners, as any evacuation will likely have impacts beyond the City. The Operations Section Chief is responsible for providing the PIO with information regarding the safe return to the evacuated area. Those who needed assistance to evacuate will again need assistance to return.
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8.3 Annex C: Logistics and Resource Management
This Annex addresses personnel, supplies, and equipment and how they are procured and supported within the City. Some assets may come from the County or State, and the Annex outlines how the accountability of these resources will be conducted. All costs need to be tracked so that claims can be made to state and federal agencies during the recovery process. The Annex describes how the functions will be carried out within the City EOC.
Introduction
This Annex introduces the basic concepts, policies and procedures for providing and/or coordinating the provision of services, personnel, equipment and supplies to support operations associated with natural disasters and human caused incidents within the City.
It describes the governmental organizations responsible for providing such logistics (facilities, supply/procurement, personnel, transportation, equipment and utilities) and the private sector elements that typically offer commodities and services.
Purpose
The purpose of this Annex is to describe the process in which the logistics function will be executed to support the logistical needs of emergency response within the City.
Scope
The Annex applies to an emergency response operation within the City and is typically executed during a City EOC activation. This annex applies primarily to major or potentially life-threatening or property loss incidents, resulting in demands that exceed City capabilities.
Objectives
The overall objectives of logistics operations are:
• Coordinate all EOC Sections to locate, procure, and allocate essential resources such as:
o Personnel, services, and materials to support incident and City EOC operations
o Transportation, fuel, and like-equipment resources
o Supplies for care and shelter facilities, LACs, and points of distribution (POD) • Oversee the distribution and inventory of food and essential supplies for emergency subsistence
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• Support the Operations Section with maintaining communications systems, potable water systems, electrical, sanitation, and other utility systems and services. If required, coordinate the emergency restoration of disrupted private services with public utilities
• Coordinate fiscal questions and responsibilities with the Finance Section • In coordination with the Finance Section, document all resources and their use until they are demobilized
Concept of Operations
When an emergency occurs within the City, the emergency response will be handled at the lowest level possible (locally) until the emergency can no longer be addressed using only local resources. If the emergency exceeds the capabilities of the local emergency response, the City EOC will be activated. Upon activation, the City EOP will be implemented along with the necessary annexes, including the Logistics Annex, as well as other applicable plans in support of the emergency. Once activated, the Logistics Annex will enable the Logistics Section of the City EOC to support the emergency response and provide the resource needs (personnel, facilities, equipment, supplies, etc.) to responders.
Coordination
The Logistics Section monitors and manages resource requests submitted through the City EOC. The Logistics Section will work to identify how to fulfill the request. Resources may be available internally (City-owned, mutual aid, etc.) or may need to be ordered/requested from outside vendors via vendor lists and other emergency agreements. The EOC Logistics Section will continually monitor for new and existing resource requests until the resource is demobilized.
Resource Ordering
The EOC Logistics Section will follow the below sequence to locate and procure requested resources:
1. Internal resources
2. Mutual aid resources
3. Donated goods/services
4. Rented or leased resources
5. Purchased resources in accordance with purchasing guidelines
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Resource Tracking
After the Logistics Section locates and procures the necessary resources to fulfill a request, the Logistics Section will coordinate with the Resources Unit Leader in the Planning Section to ensure the resource was delivered to the appropriate location and checked into the response.
Donation Management
Donations can be an essential resource for survivors, especially when there are unmet needs following a disaster due to a lack of insurance, being underinsured or limited federal Individual Assistance programs. However, an overabundance of donations, especially of a type not needed by survivors, can become a challenge and take up local government and NGO resources.
Proactive monitoring, messaging and management of donations may be needed depending on the disaster's size, community need and donations available.
Messaging about responsible donating and coordinating with local VOAD is critical to a successful donations management effort.
Financial Donations
Financial donations are almost always more effective in supporting disaster survivors than commodities. Members of the community looking to donate should be encouraged to consider a financial gift to a trusted local organization with missions and services that meet the donor's interests and intent. The City will most likely be unable to directly accept monetary donations and will encourage donors to supply donations to organizations directly responding to the emergency.
In-Kind/Commodities (clothing, furniture, household items, bulk goods) Commodity and In-Kind donations, especially when unsolicited, unpackaged and unplanned can become a challenge during the response and recovery phases. Managing donated goods can take up space, personnel and time, as well as, in many circumstances, donated goods may not meet the needs of survivors.
If there is an identified need for commodity donations, it is important to be clear on the exact commodities needed, quantity needed, who will be accepting them, where they may be delivered, who will be transporting them (donor if possible), how they are packaged, and any special handling needs, i.e. refrigeration, lift gates, forklifts, etc. Some members of VOAD may accept commodity donations. If commodity donations are being offered or are becoming an issue in the field (at temporary evacuation points, shelters, points of
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distribution, etc.), these member organizations should be coordinated with for possible donation drop off sites or specific pick-up locations.
Volunteer Management
Dependent on the needs, size and scope of the situation, the City may rely on volunteers to provide services to aid in the preparation for and response to emergency situations.
All public employees in the State of California, including employees of the City of Signal Hill, are considered DSWs and may be assigned duties outside their normal scope of work for disaster response and/or recovery during a state of emergency.
Other organized volunteers the City may call on are the County MRC, the CERT who have basic disaster response skills, such as fire safety, light search and rescue, team organization, and disaster medical operations.
Private Sector Coordination
• Transportation Industries - Transportation industries function under their own management and operate their systems and facilities to provide the maximum possible service (within their capabilities) to fill essential needs specified by federal, state and local government authorities. This includes responsibility for continuity of management, protection of personnel and facilities, conservation of supplies, restoration of damaged lines and terminals, rerouting, expansion or improvement of operations, providing mobility needs accessible transportation, and securing necessary personnel, materials, and services. • Utility Companies - The utility companies, in mutual support of each other and the state and local governments, have provided a representative working in Cal OES to manage its Utilities Division. The Division has developed the State of California Utilities Emergency Plan, which provides for electric, gas and water coordinators at the Mutual Aid Region and State levels. The Coordinators, who are representatives of the various utility organizations, provide a channel for mutual aid and other support as required. The Utilities Emergency Plan will be utilized during major emergencies. Additionally, the local utilities have assigned positions, telephones, and radio communications links within the OA EOC. • Heavy Construction Industries - Heavy construction industries function under their own management and operate their systems and facilities to provide the maximum possible service (within their capabilities) to fill essential needs specified by federal, state, and local government authorities. This includes the responsibility to furnish materials, operate equipment and supply skilled personnel
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as long as necessary, through the direction of civil and military authorities in charge of disaster relief.
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8.4 Annex D: Transportation
This Annex is a support document for use during emergency response and recovery efforts requiring transportation resources for the movement of the public and incidentrelated resources. This Annex is designed to be scalable and implemented during incidents with minimal to extensive destruction. Efficient transportation of resources is critical to response and recovery operations in any emergency incident. The City understands that access, use of streets, bridges, tunnels or rail lines, and key transportation routes may be interrupted.
Introduction
This Annex introduces the basic concepts, policies, and procedures for providing and/or coordinating transportation assets associated with natural disasters and human caused incidents within the City. It describes the governmental organizations responsible for providing such transportation and the private sector elements that typically offer transportation.
Purpose
The purpose of this Annex is to describe government responsibilities for the managed response of transportation resources. This Annex can be used in conjunction with the Logistics and Resource Management Annex.
Scope
The Annex applies to an emergency response operation within the City and is typically executed during a City EOC activation. This Annex applies primarily to major or potentially life-threatening or property loss incidents, resulting in demands that exceed City capabilities.
Objectives
The overall objectives of transportation operations are:
• Oversee the distribution and inventory of fleet assets, including fuel • Support the Operations Section with obtaining and maintaining transportation resources during response operations
Concept of Operations
When an emergency occurs within the City, the emergency response will be handled at the lowest level possible (locally) until the emergency can no longer be addressed using only local resources. If the emergency exceeds the capabilities of the local emergency
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response, the City EOC will be activated. Upon activation, the City EOP will be implemented along with the necessary annexes, including the Transportation Annex, as well as other applicable plans in support of the emergency. Once activated, the Transportation Annex will enable the Logistics Section of the City EOC to support the emergency response and provide the necessary resources to aid response personnel and the public, including individuals with DAFN.
Coordination for the Movement of Material Resources
• City Resources: When the EOC receives a request for resources that can be fulfilled within the City’s Resources, Public Works will pick up and deliver to the requesting department’s designated location and unload the resources • Vendor Resource: Vendors are responsible for the transport of material resources and the coordination and management of their own supply routes Coordination for the Movement of People
• When the EOC receives a request for the transportation of the public, EOC Operations Section will coordinate with the Los Angeles Transportation Authority for drivers, or with the EOC Logistics Section when necessary. Los Angeles Transportation Authority will ensure that transportation assets are accessible for people with disabilities and others with access and functional needs, and require drivers to reserve accessible spots for seniors, mobility devices, and people with disabilities
• As drivers are received, bus staging areas will be established in a nearby accessible lot prior to moving the public until routes are approved and Public Works has provided an update on road conditions
• As bus drivers take the route, they will maintain contact with their dispatch officer and provide situational reports. Dispatch will relay information from the field to inform decision making
• The EOC will establish strategic collection (pick-up) points throughout the City for those who are able to walk to the pickup destination
• Alternate methods should be established to transfer individuals with disabilities and others with access and functional needs
• Long Beach School Districts can provide transportation assistance as available during non-school hours through the use of private bus lines that support the district.
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Identification of Available Fleet
Following an emergency, all City Departments will assess and report the status of damage to their transportation assets as a result of the incident. The City EOC will check with each department to collect a status on department vehicles.
Transportation for People with Disabilities and Others with Access and Functional Needs
Individuals whose disabilities prevent them from riding traditional fixed-route bus services require special transportation vehicles. The County has several services who can assist the city in times of emergencies. Those are:
• Long Beach Transit
• Los Angeles Metropolitan Transportation Authority
• Access
Identification of Logistics Supply Routes
Depending on the emergency, hazards can impede traffic and cause dangerous road conditions. Identifying alternate routes is essential to ensure vital resources reach their destination. The EOC Operations Section in coordination with field personnel will collect damage assessments from the field to ensure assess and develop alternate supply routes.
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8.5 Annex E: Communications
This Annex is a support document for use during emergency response and recovery efforts requiring communications resources. This Annex is designed to be scalable and implemented during incidents with minimal to extensive destruction. Effective communication systems between departments and local jurisdictions are critical to response and recovery operations in any emergency incident.
Introduction
This Annex introduces the basic concepts, policies, and procedures for providing and/or coordinating communications between city departments and local jurisdictions. It describes the governmental organizations responsible for ensuring alternate communications capabilities are available when normal communications modalities are inoperable.
Purpose
This Annex details government’s responsibilities for a managed and communicated emergency response. This Annex can be used in conjunction with other annexes and plans designed for the protection of the population. This annex will address the communication systems within the City.
Scope
The Annex applies to an emergency response operation within the City and is typically executed during an emergency event that has required the activation of a field ICP and the EOC.
Objectives
The Communications Annex has been developed to meet the following objectives:
• Provide a concept of operations and identify roles and responsibilities for each appropriate department within the City of Signal Hill
• Ensure consistency with Federal, State of California, Los Angeles County OA, and other local governments’ emergency response plans and operations • Outline and detail the communications capabilities of departments with roles and responsibilities during an emergency
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Concept of Operations
Communications resources available for multiple incidents are finite and must be coordinated to ensure the needs of the incident(s) are met while maintaining adequate capability for day to-day operations.
Communication Responsibility and Authority
Information Technology under the Finance Department is the primary department in the City of Signal Hill that provides and maintains communications capabilities. However, to a varying degree, each department in the city may manage and maintain its own communications capabilities. Some departments, including Public Works, Police, Community and Economic Development, and Recreation may have some communications capability. The responsibility and authority over a department’s mode of communication varies with each department and at times may overlap.
Radio Communication
Radio communication in the City of Signal Hill varies based on department. Some departments, such as the Police Department, use Radio Communication as a primary mode of communication; while other departments, such as Public Works may only use it during an emergency. Departmental radios are only to be used by respective department personnel and are not permitted to be used by members of the public or other departments. System types, equipment, number, and frequencies vary by department.
Telephone Communication
Telephone communication in the City of Signal Hill is divided into two categories: landline telephone and mobile telephone. Landline telephones are used for day-to-day operations and possess various capabilities which include voice, voicemail, conference calls, and multiline use. Mobile telephones can be further subdivided into two categories: cellular and satellite. Cellular phones are used for communication with personnel when they are outside the office. Depending on the department, they are used as a primary mode or secondary mode of communication and possess more than voice capabilities. Not all departments have cellular phones. Satellite phones are only used in an emergency to back up failing modes of communication.
Computer Network and Data
Computer networks and data in the City of Signal Hill vary by department. These are used to facilitate computer-based communications such as email, file transfer, internet access and intranet access. System types, connections and servers also vary by department.
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Roles and Responsibilities
Community and Economic Development
Community Development directs Safety Assessment Teams, Safety Assessment Program participants and employees activated during an emergency. The Department will also coordinate with Building, Code Enforcement and inspectors.
Finance (Information Technology Consultant)
An Information Technology consultant provides various support services to all City departments who need their communication systems managed by Information Technology, in addition to operational management/status monitoring, problem response, coordination with City departments in the event of support needs, and the use of available IT staff and resources to meet city communication service needs.
Police Department
The roles and responsibilities of the Department, as they pertain to communication, are to exchange information via data, voice, and video to complete the City’s missions. The Department must have interoperable and seamless communications to manage emergency response, establish command and control, maintain situational awareness, and function under a common operating picture, for a broad scale of incidents. The Department maintains various communication platforms that may be used during emergencies.
Public Works Department
During an emergency, the Public Works is responsible for the maintenance of all City of Signal Hill facilities and infrastructure and operation of the City’s water treatment plant and water distribution system. Public Works staff would provide emergency maintenance of sewers, storm drains, streets, sidewalks, streetlights, street trees and buildings. The department maintains their own 800 MHz radio system for daily operational use.
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8.6 Annex F: Cost Recovery
This Annex is a support document for use during emergency response and recovery efforts. This Annex is designed to be scalable and implemented during incidents with minimal to extensive destruction. Effective cost recovery procedures are critical to recuperate costs associated with a response.
Introduction
Recovery is the phase that involves restoring systems to normal. Short-term recovery actions are taken to assess damage and return operations to a minimum standard; longterm recovery actions may continue for many years. The following information has been referenced from the FEMA’s Public Assistance Program and Policy Guide (2020). The following is not a complete explanation of disaster financial processes, eligibility or regulations.
Purpose
This Annex is to be used by EOC Finance Section staff to make informed decisions for cost recovery operations.
Scope
The Annex applies to an emergency response operation within the city and is typically executed during an emergency event that has required the activation of a field ICP and the City EOC.
Recovery Organization
The recovery period has major objectives which may overlap with response objectives, including:
• Re-establishment of essential public services
• Permanent restoration of public and private property
• Identification of residual hazards
• Plans to mitigate future hazards
• Recovery of costs associated with response and recovery efforts Damage Assessments
Initial damage assessments are gathered by field staff and reported to the EOC. Damage assessment is the process of identifying and quantifying damage that occurs because of an incident. The objective of the damage assessment is to provide situational awareness
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to the EOC about the state of critical and essential functions to help facilitate the move from response into recovery. It also facilitates the decision to appropriately direct resources and teams. As a component of the damage assessment, agencies also determine IDE which are used as the initial basis to justify or determine state or federal assistance.
Damage assessments are conducted in two phases outlined below: • Initial Damage Assessment (IDA) – This assessment begins during the response phase and helps to determine life safety issues, identify hardest hit areas and to estimate the damaged infrastructure within the jurisdiction. The initial damage assessment determines whether more detailed damage assessments are necessary and identifies certain areas where continued efforts should be concentrated. This includes an IDE, an estimated cost for emergency response actions, temporary measures and permanent repairs. These are educated estimates that are needed as soon as possible during the response and are updated as information becomes available. • Preliminary Damage Assessment (PDA) – This assessment is done to verify the initial damage assessment during the recovery phase (especially for state/federal assistance). A FEMA/State team will usually visit local jurisdictions and view their damage first-hand to assess the scope of damage and estimate repair costs. The assessment also identifies any unmet needs that may require immediate attention.
Work Eligibility Expenses
Through the Public Assistance Program, FEMA provides funding for:
• Emergency Work
o Category A - Emergency Protective Measures
o Category B - Debris Removal
• Permanent Work - Permanent restoration of damaged facilities, including cost effective hazard mitigation to protect the facility form future damage
o Category C – Roads/Bridges
o Category D – Water Control facilities
o All dams and reservoirs
o All canals, drainage channels, and aqueducts
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o All stormwater retention and detention basins
o Category F – Utilities
o All water and wastewater treatment plants
o Entire water distribution system
o Entire wastewater collection system
o Entire irrigation system
o Category G – Parks, recreational, and other facilities Emergency Work Labor Eligibility
Below is a breakdown of the labor cost covered by Public Assistance.
Figure 8-1: Emergency Work Labor Cost Breakdown
Vendor Contracts
Emergency Work (Temporary Repairs)
During a public exigency or local emergency where a temporary repair is needed to restore water services and avoid issues to public health. The City may contract directly with a vendor and bypass the competitive bidding process for temporary repairs. This work can only include FEMA Category A: Debris Removal and B: Emergency Protective Measures under the Public Assistance reimbursement process. • Noncompetitive Procurements: Procurement through solicitation of a proposal from only one source or inadequate competition. May be used only when: (a) Full and open competition is infeasible, and either (i) Item available only from single source; or (ii) Public exigency/emergency; or (iii) Awarding agency authorizes; or
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(iv) After solicitation of several sources, competition is determined inadequate; and (b) cost analysis is performed to determine cost reasonableness. • Small Purchase Procedures: May use small purchase procedures for procurements under simplified acquisition threshold $150,000. This type of procurement is often accomplished by inviting vendors to submit three quotes, which the buyer then evaluates and makes an offer.
Permanent Work
During an emergency where a permanent repair is needed to ensure public health and safety, the City must obtain three separate quotes if the total amount for the work performed is between $3,500 and $150,000. If the work exceeds $150,000, the agency must enter a competitive sealed bid process (lowest price bid). The City may complete a Request for Proposal process for architectural or engineering consultation services which is categorized as Category C-G under the Public Assistance reimbursement process.
Recovery Documentation Process
When an agency declares an emergency, the documentation process must be initiated using the following forms to track all associated cost:
• Mutual Aid For Hire or Mutual Assistance Cost Reimbursement Agreement • EMMA Expense Reconciliation Log
• Mutual Aid Request Checklist
• EMMA Documentation Requirements Letter
• Mutual Aid Log For Expense Tracking
Incident Sites
If there are multiple damaged locations, each location must be documented as a separate event/project.
Mutual Aid
Mutual aid resources are eligible for Public Assistance when used for Emergency Work, emergency restoration of services (regardless of whether it is deemed Category B or F) or grant management activities
FEMA provides Public Assistance funding to the Requesting Entity as it is legally responsible for the work. FEMA does not provide Public Assistance funding directly to the providing Entity. For the work to be eligible, the Requesting Entity must have requested the resources provided.
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8.7 Annex G: Pandemic Annex
This Annex is a support document for use during emergency response and recovery efforts for a declared Pandemic. This Annex is designed to be scalable and implemented during incidents with minimal to extensive destruction.
Introduction
This Annex introduces the basic concepts, policies, and procedures for providing and/or coordinating a Pandemic response between city departments and local jurisdictions.
Purpose
The Annex details roles and responsibilities for the managed response to a pandemic emergency and can be used in conjunction with other plans designed for the safety and protection of the population. Organizations, operational concepts, responsibilities and procedures regarding public health response capabilities are defined within this Annex.
Scope
The Annex applies to an emergency response operation within the City and is typically executed during an emergency event that has required the activation of a field ICP and the City EOC.
Objectives
The Pandemic Annex has been developed to meet the following objectives:
• To reduce transmission of the virus strain among staff, clients, and partners • To minimize illness among staff and clients
• To maintain mission-critical operations and services
• To minimize social disruptions and the economic impact of a pandemic event Concept of Operations
Initial Response
Initial response actions will typically be provided from Los Angeles Health (CCH).
Information related to the virus and its effects on human populations as well as instructions on hygiene, social distancing, and other relevant details will be released to the public, in multiple accessible formats, as part of the initial response. Public information includes electronic communications compliant with Section 508 of the Rehabilitation Act and printed material available in multiple accessible formats.
CCH and the City of Signal Hill may activate their respective EOC/DOC to identify and 165
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coordinate necessary resources. As soon as the EOC/DOC is activated, it will provide the coordination of resources to support the incident and the situational awareness for all supporting agencies.
Expanded Response
Distribution of prophylactic drugs to the City population will be at the direction of CCH.
Upon such direction, medical point of dispensing (M-POD) sites will be utilized at points throughout the City.
Immediate Recovery
The key objectives of recovery from a pandemic incident are to restore baseline levels of public health (i.e., curtail the number of new infection cases) and to restore jobs, services and facilities quickly and efficiently. All actions described in the response phase as secondary emphasis are actually recovery efforts. These include restoration of vital services (and public access to those services) that may have been negatively affected by high rates of absenteeism and/or a reduced workforce.
After a pandemic, fatality management will be one of the most demanding aspects of the response. A large number of fatalities may overwhelm the normal Medical Examiners/Coroners system. A respectful, culturally sensitive plan for fatality management, despite diminished capacity of health system infrastructure, will have a direct impact on the citizens’ perception of the government’s ability to manage the emergency and the resilience and recovery of the community and the nation.
Population monitoring activities and any necessary decontamination services should remain flexible and scalable to reflect the prioritized needs of individuals and availability of resources at any given time and location.
Roles and Responsibilities
In the case of a pandemic or other public health-related emergency incident in the City, CCH will be the lead agency with the City Manager’s Office as support. The responsibilities of the City and County, as well as the State of California, the federal government and nongovernmental organizations are detailed below.
City Manager’s Office
• Information Gathering – The City Manager will direct staff to obtain information from CCH and the California Department of Public Health on the current status of the ongoing pandemic. Additionally, work with other Departments to determine the scope of the incident and its impact on City functions and facilities, as well as
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residents. If the EOC is activated, the Situation Status Unit of the Planning Section will gather information. The Situation Status Unit of Planning Section will assess and vet information from all sources (City Department notifications, memos, media, etc.).
• Information Sharing – The City Manager’s Office will facilitate information sharing between the CCH and city departments. This is typically done via conference call or email, depending on the severity of the incident. Should the City EOC be activated, the Situation Status Unit of the Planning Section will present a situational status report to management staff.
City of Signal Hill Departments
During a pandemic, city departments should prepare to activate their department specific COOP which addresses essential functions and staffing succession plans. Additionally, departments should relay information on any impacts or foreseen impacts to services as a result of the pandemic.
Los Angeles County Health
CCH protects health, prevents disease, and promotes the health and well-being for all persons in Los Angeles County and is considered primary public health administrator. In pandemic emergencies, CCH is responsible for activating plans related to pandemic response. CCH responds to all health emergencies and utilizes the following resources:
• Health Emergency Response Unit (HERU) – a multidisciplinary team of public health personnel deployed in the early stages of a potential public health event to assist in coordinating public health functions during a potential pandemic response. HERU provides an on-scene presence, conducts rapid assessment, epidemiologic investigations, identifies risk factors for adverse outcomes, and targets resources for swift recovery and rehabilitation of affected communities. • Mass Prophylaxis – CCH plans and prepares for the rapid distribution of protective medications to residents of Los Angeles County that have been exposed or may potentially be exposed to a disease agent in an outbreak or act of terrorism which requires access to and distribution of pharmaceuticals to the public through emergency health clinic PODs.
Los Angeles County Coroner – Medical Examiner
It is the duty of the coroner to determine the circumstances, manner and cause of all violent, sudden, or unusual deaths. The County Coroner is the lead agency on fatality management during a disaster. A mass or multi-fatality incident (MFI) results in a surge
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of deaths above what is normally managed. In the event of a pandemic that affects the City, it may be several days before the coroner or private mortuaries can respond, process and recover decedents.
Los Angeles County Fire Department
The Los Angeles County Fire Department is a first-responder agency responding to life and health threats of varying scope and degree. The fire department will likely serve as a source of information from the field level back to the Los Angeles County Fire Department DOC, which should relay information to Signal Hill EOC.
Non-Governmental Organizations
Although the City of Signal Hill has no authority to assign responsibilities to nongovernmental organizations, many NGOs provide support services to the City. Those NGOs that may provide assistance include:
• American Red Cross—The Red Cross provides services associated with mass care of populations. In the event of a pandemic incident requiring evacuation and sheltering, the Red Cross will engage in pre-determined operations for evacuation, mass care and sheltering and deploy an agency representative to the City EOC or the County EOC.
• Hospitals (Non-Profit and For-Profit) – Local hospitals and doctors will be the first to see illness in the event of a pandemic. Health care staff assist in early detection efforts by reporting unusual disease occurrences to CCH.
Attachment 4B
City of Signal Hill
Hazard Mitigation Plan
National Flood Insurance Program
Established in 1968, the NFIP provides federally backed flood insurance to homeowners, renters, and businesses in communities that adopt and enforce floodplain management ordinances to reduce future flood damage.
NFIP Participation
https://codelibrary.amlegal.com/codes/signalhill/latest/signalhill_ca/0-0-0-80898. A hard copy is also available in the Attachments.
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.
Repetitive Loss Properties and Severe Repetitive Loss Properties Repetitive Loss Properties (RLPs) and Severe Repetitive Loss Properties (SRLPs) 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 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.
Planning Process
Planning Area
Organizing Resources
Planning Team
Research
Research for Risk Assessment
and HAZUS
Planning Team Meetings
Planning Team Meeting #1
LHMP Overview and Initial
Hazard Briefing
Planning Team Meeting #4
Review Mitigation Actions
Matrix
Planning Team Meeting
(supplemental)
Planning Team Meeting #5
Future Mitigation Action Items
Planning Team Review Initial
Draft Plan
Community Outreach
Public and Stakeholder Input
to First Draft Plan
Plan Adoption and Approval
Submit Second Draft Plan to
Cal OES/FEMA. Complete
Mandated Revisions.
Present Final Draft Plan to City
Council
Forward Proof of Adoption to
FEMA
Receive FEMA Letter of
Approval
Incorporate FEMA Approval
into Final Plan
1. Identify Hazards (Chapter 3)
2. Hazard Profiles (Chapter 3)
3. Identify Community Assets (Chapter 4)
4. Analyze Impacts (Chapter 4)
5. Summarize Vulnerability (Chapter 4)
Hazard Source Profiled
in HMP Reason for Inclusion/Omission
Avalanche NRI SHMP N
The Planning Team determined that this
hazard does not pose a significant threat to
the community.
Coastal Flooding NRI N
The Planning Team determined that this
hazard does not pose a significant threat to
the community.
Climate Change AHMP N
Rather than a dedicated hazard profile, the
Planning Team chose to integrate climate
change impacts into each of the profiled
hazards.
Cold Wave NRI SHMP N
The Planning Team determined that this
hazard does not pose a significant threat to
the community.
Dam Failure SHMP AHMP SE N
The Planning Team determined that this
hazard does not pose a significant threat to
the community.
Drought NRI SHMP AHMP Y
The Planning Team assigned "high" as the
hazard priority ranking and therefore is
profiled.
Earthquake NRI SHMP AHMP SE Y hazard priority ranking and therefore is profiled.
Hail NRI N
The Planning Team determined that this
hazard does not pose a significant threat to
the community.
Heat Wave NRI SHMP N
The Planning Team determined that this
hazard does not pose a significant threat to
the community.
Hurricane NRI N
The Planning Team determined that this
hazard does not pose a significant threat to
the community.
Ice Storm NRI N
The Planning Team determined that this
hazard does not pose a significant threat to
the community.
Landslide NRI SHMP AHMP SE N hazard priority ranking and therefore was not profiled.
Levee Failure SHMP N
The Planning Team determined that this
hazard does not pose a significant threat to
the community.
Lighting NRI N
The Planning Team determined that this
hazard does not pose a significant threat to
the community.
Riverine Flooding NRI SHMP AHMP SE N
The Planning Team assigned "low" as the
hazard priority ranking and therefore was not
profiled.
Strong Wind NRI SHMP Y
h
hazard priority ranking and therefore was
profiled.
Subsidence SHMP SHMP N
The Planning Team determined that this
hazard does not pose a significant threat to
the community.
Tornado NRI N
The Planning Team determined that this
hazard does not pose a significant threat to
the community.
Tsunami NRI SHMP AHMP SE N
The Planning Team determined that this
hazard does not pose a significant threat to
the community.
Volcanic Activity NRI SHMP N
The Planning Team determined that this
hazard does not pose a significant threat to
the community.
Wildfire NRI SHMP AHMP SE N
The Planning Team determined that this
hazard does not pose a significant threat to
the community.
Winter Weather NRI N
The Planning Team determined that this
hazard does not pose a significant threat to
the community.
According to the General Plan
comes from two groundwater wells located in north Long Beach. Additional water may be purchased from the Metropolitan Water District of Southern California.
The City has drilled a third groundwater well centrally located within Signal Hill and is in the process of developing plans and specifications for the necessary pumping and treatment facilities.
The City has three storage reservoirs and pumping facilities, providing water for domestic purposes and firefighting. The Gundry reservoir and pumping facility was constructed in 1929 and has a storage capacity of 4.7 million gallons. This facility is located in the northern part of the city. Two hilltop reservoirs and pumping facilities were constructed in the late 1990s, having a combined storage capacity of 2.6 million gallons.
A significant drought has hit the state of California since 2012. The drought has depleted reservoir levels all across the state. In January of 2014, Governor Brown declared a state of emergency and directed state officials to take all necessary actions to prepare for water shortages. As the drought prolonged into 2015, to help cope with the drought, Governor Brown gave an executive order in April 2015 which mandated a statewide 25 percent reduction in water use. In January of 2016, the DWR and the U.S. Bureau of Reclamation have finalized the 2016 Drought Contingency Plan that outlines State Water Project and Central Valley Project operations for February 2016 to November 2016. The plan was developed in coordination with staff from State and federal agencies. Although the drought has more significantly impacted surfaces waters and other agencies that use water for agriculture, the City of Signal Hill is still affected by the drought, primarily due to reduced reliability of imported water.
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 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 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. 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 See Liquefaction Areas discussion below for
more information.
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. The discussion below on HAZUS (Hazards United States) includes information on how loss projections were determined.
HAZUS
The hazard maps in the mitigation plan were generated by Emergency 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 thei
Liquefaction Area
The City-owned critical facilities include 9 buildings with property and contents valued at based on estimates in 2024. The severe ground shaking and soil liquefaction will result in significant damage or total destruction of these facilities and can be catastrophic for the City of Singal Hill.
The City-owned critical facilities include 9 buildings with property and contents valued at based on estimates in 2024. The severe ground shaking and soil liquefaction will result in significant damage or total destruction of these facilities and can be catastrophic for the City of Singal Hill.
The City-owned critical facilities include 9 buildings with property and contents valued at based on estimates in 2024. The severe ground shaking and soil liquefaction will result in significant damage or total destruction of these facilities and can be catastrophic for the City of Singal Hill.
State Hazard Mitigation Plan Goals
Signal Hill Hazard Mitigation Plan Goals
Mitigation Action Item
Lead Department
Timeline
P-Planning Expanding & Improving Capabilities:
and Regulatory, A-Administrative and Technical, FFinance, E-Education and Outreach : Protect Life and Property Goal
: Encourage Public Awareness Goal
: Protect Natural Systems Goal
: Enhance Partnerships and Implementation Goal
Protect Emergency Services Goal:
GF-General Fund, CIP-Capital Funding Source:
Improvement Project, HMGP, BRIC
GP-General Plan, CIP, GF- Planning Mechanism:
General Fund, HMGP, BRIC
Does the Action item Buildings & Infrastructure:
involve New and/or Existing Buildings and/or
Infrastructure? Yes (Y) or No (N)
L-Low, M-Medium, H-High Benefit:
L-Low, M-Medium, H-High Cost:
L-Low, M-Medium, H-High Priority:
Completed, Revised, 2024 Notes and Status -
Deleted, New, and Deferred
Mitigation Action Item
Lead Department
Timeline
P-Planning Expanding & Improving Capabilities:
and Regulatory, A-Administrative and Technical, FFinance, E-Education and Outreach : Protect Life and Property Goal
: Encourage Public Awareness Goal
: Protect Natural Systems Goal
: Enhance Partnerships and Implementation Goal
Protect Emergency Services Goal:
GF-General Fund, CIP-Capital Funding Source:
Improvement Project, HMGP, BRIC
GP-General Plan, CIP, GF- Planning Mechanism:
General Fund, HMGP, BRIC
Does the Action item Buildings & Infrastructure:
involve New and/or Existing Buildings and/or
Infrastructure? Yes (Y) or No (N)
L-Low, M-Medium, H-High Benefit:
L-Low, M-Medium, H-High Cost:
L-Low, M-Medium, H-High Priority:
Completed, Revised, 2024 Notes and Status -
Deleted, New, and Deferred
Mitigation Action Item
Lead Department
Timeline
P-Planning Expanding & Improving Capabilities:
and Regulatory, A-Administrative and Technical, FFinance, E-Education and Outreach : Protect Life and Property Goal
: Encourage Public Awareness Goal
: Protect Natural Systems Goal
: Enhance Partnerships and Implementation Goal
Protect Emergency Services Goal:
GF-General Fund, CIP-Capital Funding Source:
Improvement Project, HMGP, BRIC
GP-General Plan, CIP, GF- Planning Mechanism:
General Fund, HMGP, BRIC
Does the Action item Buildings & Infrastructure:
involve New and/or Existing Buildings and/or
Infrastructure? Yes (Y) or No (N)
L-Low, M-Medium, H-High Benefit:
L-Low, M-Medium, H-High Cost:
L-Low, M-Medium, H-High Priority:
Completed, Revised, 2024 Notes and Status -
Deleted, New, and Deferred
Mitigation Action Item
Lead Department
Timeline
P-Planning Expanding & Improving Capabilities:
and Regulatory, A-Administrative and Technical, FFinance, E-Education and Outreach : Protect Life and Property Goal
: Encourage Public Awareness Goal
: Protect Natural Systems Goal
: Enhance Partnerships and Implementation Goal
Protect Emergency Services Goal:
GF-General Fund, CIP-Capital Funding Source:
Improvement Project, HMGP, BRIC
GP-General Plan, CIP, GF- Planning Mechanism:
General Fund, HMGP, BRIC
Does the Action item Buildings & Infrastructure:
involve New and/or Existing Buildings and/or
Infrastructure? Yes (Y) or No (N)
L-Low, M-Medium, H-High Benefit:
L-Low, M-Medium, H-High Cost:
L-Low, M-Medium, H-High Priority:
Completed, Revised, 2024 Notes and Status -
Deleted, New, and Deferred
Mitigation Action Item
Lead Department
Timeline
P-Planning Expanding & Improving Capabilities:
and Regulatory, A-Administrative and Technical, FFinance, E-Education and Outreach : Protect Life and Property Goal
: Encourage Public Awareness Goal
: Protect Natural Systems Goal
: Enhance Partnerships and Implementation Goal
Protect Emergency Services Goal:
GF-General Fund, CIP-Capital Funding Source:
Improvement Project, HMGP, BRIC
GP-General Plan, CIP, GF- Planning Mechanism:
General Fund, HMGP, BRIC
Does the Action item Buildings & Infrastructure:
involve New and/or Existing Buildings and/or
Infrastructure? Yes (Y) or No (N)
L-Low, M-Medium, H-High Benefit:
L-Low, M-Medium, H-High Cost:
L-Low, M-Medium, H-High Priority:
Completed, Revised, 2024 Notes and Status -
Deleted, New, and Deferred
Mitigation Action Item
Lead Department
Timeline
P-Planning Expanding & Improving Capabilities:
and Regulatory, A-Administrative and Technical, FFinance, E-Education and Outreach : Protect Life and Property Goal
: Encourage Public Awareness Goal
: Protect Natural Systems Goal
: Enhance Partnerships and Implementation Goal
Protect Emergency Services Goal:
GF-General Fund, CIP-Capital Funding Source:
Improvement Project, HMGP, BRIC
GP-General Plan, CIP, GF- Planning Mechanism:
General Fund, HMGP, BRIC
Does the Action item Buildings & Infrastructure:
involve New and/or Existing Buildings and/or
Infrastructure? Yes (Y) or No (N)
L-Low, M-Medium, H-High Benefit:
L-Low, M-Medium, H-High Cost:
L-Low, M-Medium, H-High Priority:
Completed, Revised, 2024 Notes and Status -
Deleted, New, and Deferred
Mitigation Action Item
Lead Department
Timeline
P-Planning Expanding & Improving Capabilities:
and Regulatory, A-Administrative and Technical, FFinance, E-Education and Outreach : Protect Life and Property Goal
: Encourage Public Awareness Goal
: Protect Natural Systems Goal
: Enhance Partnerships and Implementation Goal
Protect Emergency Services Goal:
GF-General Fund, CIP-Capital Funding Source:
Improvement Project, HMGP, BRIC
GP-General Plan, CIP, GF- Planning Mechanism:
General Fund, HMGP, BRIC
Does the Action item Buildings & Infrastructure:
involve New and/or Existing Buildings and/or
Infrastructure? Yes (Y) or No (N)
L-Low, M-Medium, H-High Benefit:
L-Low, M-Medium, H-High Cost:
L-Low, M-Medium, H-High Priority:
Completed, Revised, 2024 Notes and Status -
Deleted, New, and Deferred
Mitigation Action Item
Lead Department
Timeline
P-Planning Expanding & Improving Capabilities:
and Regulatory, A-Administrative and Technical, FFinance, E-Education and Outreach : Protect Life and Property Goal
: Encourage Public Awareness Goal
: Protect Natural Systems Goal
: Enhance Partnerships and Implementation Goal
Protect Emergency Services Goal:
GF-General Fund, CIP-Capital Funding Source:
Improvement Project, HMGP, BRIC
GP-General Plan, CIP, GF- Planning Mechanism:
General Fund, HMGP, BRIC
Does the Action item Buildings & Infrastructure:
involve New and/or Existing Buildings and/or
Infrastructure? Yes (Y) or No (N)
L-Low, M-Medium, H-High Benefit:
L-Low, M-Medium, H-High Cost:
L-Low, M-Medium, H-High Priority:
Completed, Revised, 2024 Notes and Status -
Deleted, New, and Deferred
Mitigation Action Item
Lead Department
Timeline
P-Planning Expanding & Improving Capabilities:
and Regulatory, A-Administrative and Technical, FFinance, E-Education and Outreach : Protect Life and Property Goal
: Encourage Public Awareness Goal
: Protect Natural Systems Goal
: Enhance Partnerships and Implementation Goal
Protect Emergency Services Goal:
GF-General Fund, CIP-Capital Funding Source:
Improvement Project, HMGP, BRIC
GP-General Plan, CIP, GF- Planning Mechanism:
General Fund, HMGP, BRIC
Does the Action item Buildings & Infrastructure:
involve New and/or Existing Buildings and/or
Infrastructure? Yes (Y) or No (N)
L-Low, M-Medium, H-High Benefit:
L-Low, M-Medium, H-High Cost:
L-Low, M-Medium, H-High Priority:
Completed, Revised, 2024 Notes and Status -
Deleted, New, and Deferred
Mitigation Action Item
Lead Department
Timeline
P-Planning Expanding & Improving Capabilities:
and Regulatory, A-Administrative and Technical, FFinance, E-Education and Outreach : Protect Life and Property Goal
: Encourage Public Awareness Goal
: Protect Natural Systems Goal
: Enhance Partnerships and Implementation Goal
Protect Emergency Services Goal:
GF-General Fund, CIP-Capital Funding Source:
Improvement Project, HMGP, BRIC
GP-General Plan, CIP, GF- Planning Mechanism:
General Fund, HMGP, BRIC
Does the Action item Buildings & Infrastructure:
involve New and/or Existing Buildings and/or
Infrastructure? Yes (Y) or No (N)
L-Low, M-Medium, H-High Benefit:
L-Low, M-Medium, H-High Cost:
L-Low, M-Medium, H-High Priority:
Completed, Revised, 2024 Notes and Status -
Deleted, New, and Deferred
Mitigation Action Item
Lead Department
Timeline
P-Planning Expanding & Improving Capabilities:
and Regulatory, A-Administrative and Technical, FFinance, E-Education and Outreach : Protect Life and Property Goal
: Encourage Public Awareness Goal
: Protect Natural Systems Goal
: Enhance Partnerships and Implementation Goal
Protect Emergency Services Goal:
GF-General Fund, CIP-Capital Funding Source:
Improvement Project, HMGP, BRIC
GP-General Plan, CIP, GF- Planning Mechanism:
General Fund, HMGP, BRIC
Does the Action item Buildings & Infrastructure:
involve New and/or Existing Buildings and/or
Infrastructure? Yes (Y) or No (N)
L-Low, M-Medium, H-High Benefit:
L-Low, M-Medium, H-High Cost:
L-Low, M-Medium, H-High Priority:
Completed, Revised, 2024 Notes and Status -
Deleted, New, and Deferred
Mitigation Action Item
Lead Department
Timeline
P-Planning Expanding & Improving Capabilities:
and Regulatory, A-Administrative and Technical, FFinance, E-Education and Outreach : Protect Life and Property Goal
: Encourage Public Awareness Goal
: Protect Natural Systems Goal
: Enhance Partnerships and Implementation Goal
Protect Emergency Services Goal:
GF-General Fund, CIP-Capital Funding Source:
Improvement Project, HMGP, BRIC
GP-General Plan, CIP, GF- Planning Mechanism:
General Fund, HMGP, BRIC
Does the Action item Buildings & Infrastructure:
involve New and/or Existing Buildings and/or
Infrastructure? Yes (Y) or No (N)
L-Low, M-Medium, H-High Benefit:
L-Low, M-Medium, H-High Cost:
L-Low, M-Medium, H-High Priority:
Completed, Revised, 2024 Notes and Status -
Deleted, New, and Deferred
Mitigation Action Item
Lead Department
Timeline
P-Planning Expanding & Improving Capabilities:
and Regulatory, A-Administrative and Technical, FFinance, E-Education and Outreach : Protect Life and Property Goal
: Encourage Public Awareness Goal
: Protect Natural Systems Goal
: Enhance Partnerships and Implementation Goal
Protect Emergency Services Goal:
GF-General Fund, CIP-Capital Funding Source:
Improvement Project, HMGP, BRIC
GP-General Plan, CIP, GF- Planning Mechanism:
General Fund, HMGP, BRIC
Does the Action item Buildings & Infrastructure:
involve New and/or Existing Buildings and/or
Infrastructure? Yes (Y) or No (N)
L-Low, M-Medium, H-High Benefit:
L-Low, M-Medium, H-High Cost:
L-Low, M-Medium, H-High Priority:
Completed, Revised, 2024 Notes and Status -
Deleted, New, and Deferred
Mitigation Action Item
Lead Department
Timeline
P-Planning Expanding & Improving Capabilities:
and Regulatory, A-Administrative and Technical, FFinance, E-Education and Outreach : Protect Life and Property Goal
: Encourage Public Awareness Goal
: Protect Natural Systems Goal
: Enhance Partnerships and Implementation Goal
Protect Emergency Services Goal:
GF-General Fund, CIP-Capital Funding Source:
Improvement Project, HMGP, BRIC
GP-General Plan, CIP, GF- Planning Mechanism:
General Fund, HMGP, BRIC
Does the Action item Buildings & Infrastructure:
involve New and/or Existing Buildings and/or
Infrastructure? Yes (Y) or No (N)
L-Low, M-Medium, H-High Benefit:
L-Low, M-Medium, H-High Cost:
L-Low, M-Medium, H-High Priority:
Completed, Revised, 2024 Notes and Status -
Deleted, New, and Deferred
Mitigation Action Item
Lead Department
Timeline
P-Planning Expanding & Improving Capabilities:
and Regulatory, A-Administrative and Technical, FFinance, E-Education and Outreach : Protect Life and Property Goal
: Encourage Public Awareness Goal
: Protect Natural Systems Goal
: Enhance Partnerships and Implementation Goal
Protect Emergency Services Goal:
GF-General Fund, CIP-Capital Funding Source:
Improvement Project, HMGP, BRIC
GP-General Plan, CIP, GF- Planning Mechanism:
General Fund, HMGP, BRIC
Does the Action item Buildings & Infrastructure:
involve New and/or Existing Buildings and/or
Infrastructure? Yes (Y) or No (N)
L-Low, M-Medium, H-High Benefit:
L-Low, M-Medium, H-High Cost:
L-Low, M-Medium, H-High Priority:
Completed, Revised, 2024 Notes and Status -
Deleted, New, and Deferred
Mitigation Action Item
Lead Department
Timeline
P-Planning Expanding & Improving Capabilities:
and Regulatory, A-Administrative and Technical, FFinance, E-Education and Outreach : Protect Life and Property Goal
: Encourage Public Awareness Goal
: Protect Natural Systems Goal
: Enhance Partnerships and Implementation Goal
Protect Emergency Services Goal:
GF-General Fund, CIP-Capital Funding Source:
Improvement Project, HMGP, BRIC
GP-General Plan, CIP, GF- Planning Mechanism:
General Fund, HMGP, BRIC
Does the Action item Buildings & Infrastructure:
involve New and/or Existing Buildings and/or
Infrastructure? Yes (Y) or No (N)
L-Low, M-Medium, H-High Benefit:
L-Low, M-Medium, H-High Cost:
L-Low, M-Medium, H-High Priority:
Completed, Revised, 2024 Notes and Status -
Deleted, New, and Deferred
FEMA Letter of Approval
City Council Adoption Resolution
Web Postings and Notifications
City Website Posted November 2024
Video Hazard Mitigation Overview November 2024
City Views Cover (Winter/Spring 2024)
City Views Ad for Mitigation Plan
Instagram
Facebook
Flyer
Public Forums
Pop Ups
Stakeholder List
Public and Stakeholder Input
Date Invited
to Provide
Input or
Input
Gathered
Agency Represented, Name, Position Title Input and Action PUBLIC
General Public
February 1,
2024
Input: Comments from online and paper
preparedness information for residents
Resolution: Comments have been
logged and for requests related to
programs and information, the City is
working on plans for outreach and
communications.
LOCAL AND REGIONAL AGENCIES INVOLVED IN HAZARD MITIGATION ACTIVITIES September
29, 2023
Agency: Signal Hill Planning Team
Rebecca Lopez, Chair Emergency Management
Coordinator, Police Department
Karla Santillan Police Department
Don Moreau Police Department
Brian Leyn Police Department
Carl Charles Police Department
Wayne Byerley Police Department
Grissel Chavez
Yvette Aguilar
Thomas Bekele Public Works
Sharon Del Rosario Finance
Colleen Doan Community Development
Joe Hoefgen
Desiree Jimenez Public Works
Carlos Luis Community Development
Input: Information was gathered from
the Planning Team during review of the
Initial Draft Plan. Planning Team Chair
provided extensive information relating
to the community outreach activities.
Resolution: Information gathered during
initial review or since was incorporated
into the Hazard Mitigation Plan.
February 1,
2024
Agency: Los Angeles County Fire Department,
Station 60
Station has a rotating staff of one captain and three
firefighters. Station was provided both an electronic
and hard copy of the draft plan for input.
No input received
February 1,
2024
Agency: Long Beach Utilities
Name: Shaun Curtis, Manager, Security and
Emergency Preparedness
No input received
February 1,
2024
Agency: Los Angeles County Sanitation District
Name: Ajay Malik, Technical Services Department
Head
No input received.
Date Invited
to Provide
Input or
Input
Gathered
Agency Represented, Name, Position Title Input and Action February 1,
2024 Name: Kathy Dollarhide, Director of Disaster
Resource Center
No input received.
February 1,
2024
Agency: Long Beach Unified School District
Name: Cameron Smith, Director of School Safety
No input received.
February 1,
2024
Agency: Southern California Edison
Name: Celina Luna, Government Relations
Manager
No input received.
February 1,
2024
Agency: Signal Hill Petroleum
Name: Debra Montalvo Layton, VP of Community
Relations
No input received.
February 1,
2024
Agency: City of Long Beach
Name: Tom Modica, City Manager
No input received.
February 1,
2024
Agency: City of Carson
Name: David C. Roberts, Jr., City Manager
No input received.
February 1,
2024
Agency: City of Torrance
Name: Aram Chaparyan, City Manager
No input received.
February 1,
2024
Agency: City of Gardena
Name: Clint Osorio, City Manager
No input received.
February 1,
2024
Agency: City of Compton
Name: Willie A. Hopkins, City Manager
No input received.
February 1,
2024
Agency: City of Paramount
Name: John Moreno, City Manager
No input received.
February 1,
2024
Agency: City of Lakewood
Name: Thaddeus McCormack, City Manager
No input received.
February 1,
2024
Agency: City of Bellflower
Name: Ryan Smoot, City Manager
No input received.
February 1,
2024
Agency: City of Los Alamitos
Name: Chet Simmons, City Manager
No input received.
February 1,
2024
Agency: City of Seal Beach
Name: Deb Machen, Executive Assistant to the City
Manager
No input received.
February 1,
2024
Agency: Cal State University, Long Beach
Name: Allyson Joy, Emergency Preparedness
Assistant
No input received.
February 1,
2024
Agency: Long Beach City College
Name: David Jefferson, Director, Risk Management
and Campus Safety
No input received.
AGENCIES WITH AUTHORITY TO REGULATE DEVELOPMENT
See above Local and Regional Agencies involved in
Hazard Mitigation Activities
February 1,
2024
Agency: Parks & Recreation Commission
Members: Tim Anhorn, Linda Edwards, Kiran
Gidwani, Pam Dutch Hughes, Caroline Kiss-Lee
No input received.
Date Invited
to Provide
Input or
Input
Gathered
Agency Represented, Name, Position Title Input and Action February 1,
2024
Agency: Planning Commission
Members : Perica Bell, Gege Lopez, Victor Parker,
Saeida Miller, Sonia Savoulian
No input received.
OTHER CITY COMMISSIONS AND GROUPS
February 1,
2024
Agency: Civil Service Commission
Members: Julie Doi, Ayda Ghebrezghi, Ronald
Griggs, Paul Patterson, Diana Phillips
No input received.
February 1,
2024
Agency: Parks & Recreation Commission
Members: Tim Anhorn, Linda Edwards, Kiran
Gidwani, Pam Dutch Hughes, Caroline Kiss-Lee
No input received.
February 1,
2024
Agency: Diversity Coalition Committee No input received.
February 1,
2024
Agency: Los Angeles County Department of Public
Health
Name: Stella Fogleman
Position Title: Director, Emergency Preparedness
and Response
No input received.
February 1,
2024
Agency: Los Angeles County Department of Mental
Health
Name: Cynthia Miller
Position Title: Disaster Services Specialist
No input received.
February 1,
2024
Agency: Las Brisas Housing Complex
Name: Kim Johnson / Ana Tello
Position Title: Property Manager
No input received.
February 1,
2024
Agency: Long Beach Memorial Medical Center
Name: Omar Fernandez
Position Title: RN, Disaster Resource Center
No input received.
February 1,
2024
Agency: Los Angeles County Recorder-Clerk
Name: Dean Logan
Position Title: Registrar-Recorder/County Clerk
No input received.
February 1,
2024
Agency: Zinnia Housing Complex
Name: Machara Hogue
Position Title: Property Manager
No input received.
February 1,
2024
Agency: Friends of Signal Hill Library
Name: Cecilia Fidora
Position Title: President
No input received.
February 1,
2024
Agency: Signal Hill Community Foundation
Name: Keir Jones
Position Title: President
No input received.
February 1,
2024
Agency: Signal Hill Police Foundation
Name: Charlie Honeycutt
Position Title: President
No input received.
Date Invited
to Provide
Input or
Input
Gathered
Agency Represented, Name, Position Title Input and Action February 1,
2024
Agency: Signal Hill Rotary Club
Name: Les Young
Position Title: President
No input received.
February 1,
2024
Agency: EDCO
Name: Mark Perumean
Position Title: General Manager
No input received.
February 1,
2024
Agency: Signal Hill Historical Society
Name: Joe Holliday
Position Title: President
No input received.
NEIGHBORING COMMUNITIES
February 1,
2024
Agency: City of Long Beach
Name: Tom Modica, City Manager
No input received.
February 1,
2024
Agency: City of Carson
Name: David C. Roberts, Jr, City Manager
No input received.
February 1,
2024
Agency: City of Torrance
Name: Aram Chaparyan, City Manager
No input received.
February 1,
2024
Agency: City of Gardena
Name: Clint Osorio, City Manager
No input received.
February 1,
2024
Agency: City of Compton
Name: Willie A. Hopkins, City Manager
No input received.
February 1,
2024
Agency: City of Paramount
Name: John Moreno, City Manager
No input received.
February 1,
2024
Agency: City of Lakewood
Name: Thaddeus McCormack, City Manager
No input received.
February 1,
2024
Agency: City of Bellflower
Name: Ryan Smoot, City Manager
No input received.
February 1,
2024
Agency: City of Los Alamitos
Name: Chet Simmons, City Manager
No input received.
February 1,
2024
Agency: City of Seal Beach
Name: Deb Machen, Executive Assistant to the City
Manager
No input received.
BUSINESSES, ACADEMIC, AND OTHER PRIVATE ORGANIZATIONS
February 1,
2024
Agency: Frontier Communications
Name: Felicia Hudson
Position Title: Government and External Affairs
No input received.
February 1,
2024
Agency: Southern California Edison
Name: Celina Luna
Position Title: Government Relations Manager
No input received.
February 1,
2024
Agency: Signal Hill Petroleum
Name: Debra Montalvo Layton
Position Title: VP of Community Relations
No input received.
February 1,
2024
Agency: EDCO
Name: Mark Perumean
Position Title: General Manager
No input received.
Date Invited
to Provide
Input or
Input
Gathered
Agency Represented, Name, Position Title Input and Action February 1,
2024
Agency: Long Beach Unified School District
Name: Cameron Smith
Position Title: Director of School Safety
No input received.
February 1,
2024
Agency: Cal State University, Long Beach
Name: Allyson Joy
Position Title: Emergency Preparedness Assistant
No input received.
February 1,
2024
Agency: Long Beach City College
Name: David Jefferson
Position Title: Director, Risk Management and
Campus Safety
No input received.
February 1,
2024
Agency: Food 4 Less
Name: Natasha Peralta
Position Title: Regional Manager
No input received.
February 1,
2024
Agency: Costco
Name: Audrey Medico
Position Title: Manager
No input received.
February 1,
2024
Agency: Target
Name: Tina Bravo
Position Title: Assistant Manager
No input received.
February 1,
2024
Agency: Home Depot
Name: Miguel Camberos
Position Title: Operation Manager
No input received.
February 1,
2024
Agency: Best Buy
Name: Jon Ordonez
Position Title: General Manager
No input received.
February 1,
2024
Agency: Starbucks
Name: Jose C.
Position Title: Store Manager
No input received.
February 1,
2024
Agency: Office Depot
Name: Greg Gonser
Position Title: General Manager
No input received.
NONPROFIT AND COMMUNITY-BASED ORGANIZATIONS SUPPORTING UNDERSERVED COMMUNITIES
AND SOCIALLY VULNERABLE POPULATIONS
February 1,
2024
Agency: Las Brisas Housing Complex
Name: Kim Johnson / Ana Tello
Position Title: Property Manager
No input received.
February 1,
2024
Agency: Zinnia Housing Complex
Name: Machara Hogue
Position Title: Property Manager
No input received.
February 1,
2024
Agency: Disabled Resources Center
Name: Guadalupe Gracian
Position Title: Emergency Preparedness
Coordinator
No input received.
Date Invited
to Provide
Input or
Input
Gathered
Agency Represented, Name, Position Title Input and Action February 1,
2024
Agency: Long Beach Rescue Mission
Name: Jeff Levine
Position Title: President & CEO
No input received.
February 1,
2024
Agency: Long Beach Senior Center
Name: Brent Dennis
Position Title: Director, Parks, Recreation, &
Marine
No input received.
February 1,
2024
Agency: Mental Health America
Name: Christina Miller
Position Title: President & CEO
No input received.
February 1,
2024
Agency: The Salvation Army Family Service
Name: Jared Arnold
Position Title: Captain
No input received.
February 1,
2024
Star View Behavior Health Care Center
3210 Long Beach Boulevard
Long Beach, CA 90807
No input received.
February 1,
2024
VA Healthcare System
5901 E 7th St.
Long Beach, CA 90822
No input received.
February 1,
2024
Safe Refuge
3111 E 7th Street
Long Beach, CA 90804
No input received
February 1,
2024
Calvary Chapel Signal Hill
1200 E 29th Street
Signal Hill, CA 90755
No input received
February 1,
2024
Aum Sanctuary LB
2071 E Spring Street
Signal Hill, CA 90806
No input received
February 1,
2024
Willow Temple
2710 E Willow Street
Signal Hill, CA 90755
No input received
February 1,
2024
Long Beach Christian Fellowship
3210 E Airport Way
Long Beach, CA 90806
No input received
February 1,
2024
Victory Outreach Long Beach
3300 E Willow Street
Signal Hill, CA 90755
No input received
February 1,
2024
Christ Centered Ministries
2131 Ridgeview Terrace Dr.
Signal Hill, CA 90755
No input received
February 1,
2024
The Well Christian Fellowship
3250 E 19th Street
Signal Hill, CA 90755
No input received
Date Invited
to Provide
Input or
Input
Gathered
Agency Represented, Name, Position Title Input and Action February 1,
2024
Cambodian Harvest Church
1948 E 20th Street
Signal Hill, CA 90755
No input received
February 1,
2024
Dream City Church Long Beach
2094 Cherry Avenue
Signal Hill, CA 90755
No input received
February 1,
2024
Long Beach Islamic Center
995 E 27th Street
Signal Hill, CA 90755
No input received
February 1,
2024
Stand to Reason
1438 E 33rd Street
Signal Hill, CA 90755
No input received
February 1,
2024
Catholic Charities
123 E 14th Street
Long Beach, CA 90813
No input received
February 1,
2024
Christian Outreach in Action
515 E 3rd Street
Long Beach, CA 90802
No input received
February 1,
2024
Luteran Community Care Long Beach
1611 Pine Avenue
Long Beach, CA 90813
No input received
Stakeholders listed above were invited via email or mail and provided with an electronic link to the City of Signal Hill website posting both of the community outreach activities: 1) Posting of the of the Second Draft Plan, Video, and Survey; 2) Reposting of an updated Video and Survey along with an Executive Summary in English, Spanish, and Cambodian. The following is the letter distributed to the stakeholders:
Stakeholder Letter of Invitation
City of Signal Hill Floodplain Ordinance
Appendix 10-1
City and County Notifications
CITY OF SIGNAL HILL
2175 Cherry Avenue Signal Hill, CA 90755-3799
March 20th, 2026
SUBJECT: Notice of the Preparation of the City of Signal Hill’s 2025 Urban Water Management Plan
Dear Potentially Interested Agency,
City of Signal Hill Water Division is currently in the process of reviewing its Urban Water Management Plan (UWMP) for the upcoming 2025 update. Pursuant to Section 10621 of the California Water Code, the City of Signal Hill (City) is preparing the update to it’s UWMP to maintain compliance with the California Urban Water Management Planning Act. The current UWMP and Water Shortage Contingency Plan (WSCP) were completed in 2020 and an update to the UWMP plan is required every five years. The City welcomes your agency's assistance and involvement as we update our UWMP.
The UWMP documents the City’s planning efforts to ensure adequate water supply to meet existing and future water demands under a range of water supply conditions, including water shortages. Upon request, draft portions of the UWMP will be made available to interested parties as they are developed. City of Signal Hill Water Division also invites you to submit comments in anticipation of the development of our 2025 UWMP Update. Please provide written comments within the next 30 days to City of Signal Hill Water Division.
For more information or for any comments, please feel free to contact Gabino Luna, Deputy Public Works Director at (562) 989-7251 ([email protected]) or Jesus Saldana, Associate Engineer at (562) 989-7352 ([email protected]).
Sincerely,
Jesus Saldana
Associate Engineer
CC Gabino Luna, Acting Public Works Director
Appendix 10-2
Notice of Public Hearing
Appendix 10-3
Resolutions of Adoption of
2025 UWMP and WSCP