CITY OF WALNUT & MT. SAN ANTONIO COMMUNITY COLLEGE DISTRICT
REQUEST FOR QUALIFICATIONS
TO UPDATE THE
MULTI-JURISDICTIONAL
ALL-HAZARD MITIGATION PLAN
Circulation Date: Thursday, September 27, 2018
Submission Deadline: Thursday, October 25, 2018 By 5:00 p.m. PST
GENERAL INFORMATION
The City of Walnut (“City”) encompasses approximately 8.9 square miles and is surrounded by the cities of West Covina to the west and north, Pomona to the east, and Industry to the south. Incorporated in 1959, Walnut was developed as a low-density, semi-rural residential community. Walnut is located between the 10, 57, and 60 freeways with accessibility to four (4) counties. The City provides a pleasant mixture of country living and urban convenience. The fundamental goal of the City is to continue its role as a suburban residential community and to preserve its rural character.
The Mt. San Antonio Community College District (“Mt. SAC”) campus sits on 420 rolling acres in Walnut, located on the eastern edge of the Greater Los Angeles Area. Mt. SAC serves everyone, from residents to working professionals and international students. Its local College District boundaries encompass the communities of Baldwin Park, Bassett, Charter Oak, Covina, Diamond Bar, the southern portion of Glendora, Hacienda Heights, City of Industry, Irwindale, La Puente, La Verne, Pomona, Rowland Heights, San Dimas, Valinda, Walnut, and West Covina.
OBJECTIVE
The City & Mt. SAC are seeking written proposals from consulting firms to update the Multi- Jurisdictional All-Hazard Mitigation Plan (“Plan”). The update will include all elements required by the Federal Emergency Management Agency (FEMA) and the California Governor’s Office of Emergency Services (CalOES). Completion of the updated Plan shall result in formal approval of the document by CalOES and FEMA.
PROJECT MANAGEMENT
The Consultant will lead in the preparation of the Plan review and update; however, the City and Mt. SAC will provide input, information, and comments throughout the review process of the Plan. The City will be the Lead Agency for the project. As such, management of and contract administration for the Plan is the primary responsibility of the City.
GENERAL REQUIREMENTS
The Plan shall be updated for compliance with the following laws and requirements:
1. The Disaster Mitigation Act of 2000 and Title 44 Code of Federal Regulations (CFR) Part 201.6, as outlined in FEMA’s Local Mitigation Planning Handbook, published March 1, 2013. 2. FEMA’s Local Mitigation Plan Review Guide, published on October 1, 2011.
SCOPE OF WORK
The Consultant will prepare an updated Multi-Jurisdictional All-Hazard Mitigation Plan. Duties include the following, and any other duties that might be necessary to complete the scope of services:
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1. Gather and analyze necessary data. 2. Attend meetings with City staff & Mt. SAC throughout the duration of the project. 3. Prepare public notices and other materials for the Walnut City Council and Mt. SAC Board of Trustees, in consideration and approval of the Plan. 4. Attend a total of four (4) Public Hearings - two (2) Public Hearings for the Walnut City Council and two (2) Public Hearings for the Mt. SAC Board of Trustees. 5. Prepare and provide draft versions of the Plan to the City & Mt. SAC for review. 6. Submit the Plan to the CalOES and FEMA for review. 7. The final deliverable will be a final Plan approved by CalOES and FEMA. The consultant is responsible for completing all revisions and addressing all comments issued by CalOES and FEMA until final approval is received from these agencies.
SUBMISSION OF PROPOSAL
The organization of the proposal shall follow this general outline:
1. Format – Respondents are asked to submit five (5) copies of their proposals in an 8 ½’’ x 11” format and one (1) electronic copy saved in PDF format on USB. The proposal should include information in sectionalized format addressing the work in the RFQ.
2. Cover Letter – The cover letter should also include: the identification of the firm, including the name, address, and telephone number of the firm; proposed working relationship among the firm and any subcontractor(s), if applicable; name, title, address and telephone number of a contact person during the proposal evaluation period; and, a statement to the effect that the proposal shall remain valid for a period of not less than ninety (90) days from the date of submittal.
3. Qualifications – General company information including number of employees, location of company headquarters and branch offices, number of years in business and organization, disciplines, and staffing. Provide a description of the branch office servicing this proposal including number of employees, location, organization, disciplines and staffing. Provide latest certifications of personnel that will be designated for service with the City and Mt. SAC and identify the consultant’s designated Project Manager.
4. Background and Methodology – The consultant should describe the methodology(ies) that would be pursued in fulfilling the Scope of Work to meet the City’s and Mt. SAC’s needs.
5. Cost/Budget – The City and Mt. SAC expects a fair and reasonable project cost, backed by itemization of how the costs per phase and task were developed. Present the total estimated cost and breakdown in estimated hours. Include an hourly rate schedule for all key personnel expected to play a part in the work products. Prices shall represent the cost and/or hourly rate to complete finished products and cost estimates shall identify expenditures for graphics, hearing participation, and other incidental and administrative costs.
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a) Estimated Contingency – To account for issues that may occur regarding data collection, development, or requests for additional meetings, information, etc. The Contingency may only be accessed at the approval of the City and Mt. SAC.
Neither the City nor Mt. SAC is not liable for any pre-contractual expenses incurred by any firms. Negotiations may or may not be conducted with the firm; therefore, the proposal submitted should contain the firm’s most favorable terms and conditions, since selection and award may be made without discussion with any firm. All prices should reflect Federal, State, local and other taxes.
6. Schedule – Present a schedule reflecting timeframes and milestones for completing each phase and task.
7. References – Describe recent similar experience, supplying the name of the client or reference, a contact person with an address and telephone number, key team members, and the coordinator.
8. Potential Conflicts of Interest – Please disclose any litigation, lobbying, or legislative advocacy involving the consultant or any member of their team which is adverse to the City or Mt. SAC. Any consulting services currently being provided or provided within the last four (4) years to any person, corporation, partnership or other entity in connection with an application to the City for a discretionary land use entitlement or, City and Mt. SAC project(s), should also be disclosed. The City and Mt. SAC may waive, at its discretion, any conflict of interest, in writing, provided the consultant has made a fully written disclosure of all facts.
9. Promotional Material – The consultant may, but is not required to, include a reasonable amount of promotional material.
SELECTION PROCESS
All proposals received will be evaluated by utilizing the following criteria:
1. Completeness of proposal. 2. Qualifications and directly-related experience of the consultant team who will work on the project. 3. The specific method and techniques to be employed by the consultant on the project. 4. Reasonableness of the fee requested to do the work. 5. Overall project timeframe.
INDEPENDENT CONTRACTOR
The firm will be an independent contractor pursuant to the contract, and will not, in any way, be considered to be an officer, agent or employee of the City or Mt. SAC.
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PAYMENT TERMS
Payments are generally made based upon the review of invoices prepared by the firm for work completed to the satisfaction of the City within thirty (30) days of the submitted invoice. All payments will be made in accordance with the contract and subjected to achieved milestones and outlined in a Fee Payment Schedule. Before any work can commence, the selected firm will be required to execute a written contract (Agreement) that will be provided by the City upon selection of the firm.
INSURANCE AND INDEMNIFICATION
The Agreement between the City of Walnut and the selected firm will contain Walnut’s standard insurance and indemnification provisions for Agreements of this type. Proof of insurance is not required to be submitted with your proposal; however the City’s insurance and indemnification requirements must be met and provided to the City to be reviewed by the City Attorney prior to the award of contract. This draft language is set forth in the sample agreement (Attachment 2).
PATENT, COPYRIGHT, TRADE SECRET AND TRADEMARK FEES
Firms must include in the price bid any patent fees, royalties and charges on any patented article or process to be furnished or used in delivery of the contracted services. All documents, records, drawings, designs and specifications developed by the firm will become the property of the City and Mt. SAC upon completion of each task, but may be used by the firm as a portfolio reference.
OBLIGATION TO AWARD A CONTRACT
Issuance of this RFQ and receipt of proposals does not commit the City of Walnut to award a contract. The City and Mt. SAC reserves the right to postpone the review of the proposal for its own convenience, accept or reject any or all proposals received, or waive minor defects, irregularities or informalities in response to the RFQ. The City and Mt. SAC reserves the right to negotiate with more than one (1) firm should negotiations with the selected firm be terminated, to negotiate with more than one (1) firm simultaneously, or to cancel all or part of the RFQ. If it becomes necessary to revise any part of this RFQ, an addendum will be posted and/or circulated. It shall be the sole responsibility of the proposer to check for any addendums to the RFQ that may be issued by the City and Mt. SAC. Each response to this RFQ shall be done at the sole cost and expense of each proposing firm and with the express understanding that no claims against the City and/or Mt. SAC for reimbursement will be accepted. The selection of the best proposal will be based on a consideration of costs, demonstrated product quality, and the proposer's ability to meet the needs of the City and Mt. SAC. The proposal with the lowest monetary cost will not necessarily be selected.
PRICE GUARANTEE
Interested parties are asked to guarantee their prices for a period of six (6) months from the date of submission of the response to this RFQ.
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CONFIDENTIALITY
Questions regarding the RFQ should be directed in writing via email or letter only. Questions and responses may be made available to all potential bidders, if requested. While the City and Mt. SAC understand the Consultant may desire to treat certain information as confidential; the City and Mt. SAC are bound by Applicable Law. The City and Mt. SAC are public agencies and written correspondence may be subject to the Public Records Act and the City and Mt. SAC may not be able to treat matters as confidential. Likewise, any agreement with the contractor has to be approved at a public meeting.
SUBMITTAL DEADLINE
Deadline for submittal is Thursday, October 25, 2018, on or before 5:00 p.m. Pacific Standard Time. It is the responsibility of the Consultant to see that any proposal sent through mail, or any other delivery method, should have sufficient time to be received by the City of Walnut, City Clerk’s Office, prior to the proposal due date and time. Late submittals or electronically transmitted copies will not be accepted.
Proposals should be clearly marked and mailed to:
City of Walnut Attn: Teresa De Dios, City Clerk 21201 La Puente Road Walnut, CA 91789
Should you have any questions regarding this RFQ, please contact Derrick Womble, Senior Management Analyst at (909) 595-7543 ext. 403 or email [email protected].
ATTACHMENT(S) 1. Draft 2013-2014 Multi-Jurisdictional All-Hazard Mitigation Plan 2. Draft Agreement for Professional Services, including insurance and indemnification provisions
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City of Walnut & Mt San Antonio Community College District Multi-Jurisdictional All-Hazard Mitigation Plan
2013-2014
DRAFT VERSION 2.0 City of Walnut/Mt San Antonio Community College District (Version 2.0) Hazard Mitigation Plan Table of Contents
Introduction ...... 3 Summary ...... 3 Definition of Hazard Mitigation ...... 3 Purpose of the Plan ...... 4 Introduction to the City of Walnut ...... 5 Mission of the City of Walnut ...... 5 Profile of the City of Walnut ...... 5 Introduction to Mt San Antonio Community College District ...... 52 Mt San Antonio Community College ...... 52 Profile of Mt San Antonio Community College District ...... 54 Prerequisites ...... 83 Plan Adoption ...... 83 Legal Authority...... 86 Planning Process ...... 89 Documentation of the Planning Process ...... 89 Hazard Mitigation Planning Team ...... 89 Committee By-Laws (Update) ...... 89 Committee Tasks ...... 90 Goals & Objectives ...... 91 Public Participation for City of Walnut & Mt. San Antonio CCD...... 92 Stakeholder Participation ...... 101 Committee Meetings ...... 109 City of Walnut Assets & Critical Facilities ...... 119 Risk Assessment ...... 165 Overview ...... 165 Updated Prioritization Results ...... 168 Profiling Hazards & Assessing Vulnerability ...... 169 High Risk Rating ...... 169 Earthquake ...... 169 Severe Weather including Flood, High Winds, Torrential Rains, Drought ...... 194 Utility Loss Including Substations ...... 211 Wild Land/Urban Interface Fires ...... 219 Data/Telecommunications Loss or Disruption ...... 242 Water Service & Waste Water Loss or Disruption ...... 247 Moderate Risk Rating ...... 260 Transportation Disaster (including Radiological, Rail, Pipeline & Aviation) ...... 260 Landslide ...... 273 Hazardous Materials Disaster ...... 290
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City of Walnut/Mt San Antonio Community College District (Version 2.0) Hazard Mitigation Plan
Biological Disasters including Pandemic ...... 297 Weapons of Mass Destruction (WMD)/Terrorism ...... 311 Economic Disaster ...... 319 Civil Unrest ...... 323 Low to No Risk Rating ...... 328 Hazard Mitigation Strategy ...... 329 Goals & Objectives ...... 329 Identification and Analysis of Mitigation Actions ...... 329 Implementation of Action Items ...... 334 Plan Maintenance ...... 360 Monitoring, Evaluating & Updating ...... 360 Continued Public Involvement ...... 361 Glossary of Acronyms ...... 363
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City of Walnut/Mt San Antonio Community College District (Version 2.0) Hazard Mitigation Plan
Introduction
Summary
To summarize, this updated document contains the Multi-jurisdictional Local Hazard Mitigation Plan UPDATE for the City of Walnut and Mt San Antonio Community College District (referred to as Mt San Antonio CCD). The first edition of the Plan included the Walnut Valley Unified School District who opted out of the update process:
• Updated Hazard Mitigation Strategy Goals & Objectives;
• Hazard Mitigation Plan Review Documentation;
• The City of Walnut/Mt San Antonio CCD Multi-Jurisdictional Updated Risk Assessment
• Coordination & Input Opportunities for Local Interest Groups & Citizens;
• New proposed strategies and actions to reduce short and long term vulnerability to the identified hazards; as recommended by the Plan Steering Committee, its sub-committees and the general public;
• Updated information and data applied to strategies and actions specified in the first edition of the Plan;
• Methods of implementing, monitoring, evaluating, and updating this DMA 2000 Hazard Mitigation Plan;
• Updated constraints to implementing Hazard Mitigation strategies and recommendations;
• Re-convening the Hazard Mitigation Plan Steering Committee to assist in the further development, prioritization and implementation of the recommended Hazard Mitigation strategies.
This document also updates the framework for the identification and coordination of Hazard Mitigation strategies developed in the City of Walnut, and Mount San Antonio Community College District. The strategies reflect related data from other plans; especially those developed by the their departments, agencies and organizations as well as those plans developed in order to file for Federal disaster assistance, as required by P.L. 106-390 (as amended) of the Disaster Mitigation Act of 2000.
Definition of Hazard Mitigation
Hazard Mitigation is any sustained action taken to eliminate or reduce long-term risk to human life, property and the environment posed by a hazard.
Hazard Mitigation Planning is the process of developing a sustained course of action taken to reduce or eliminate long-term risk to people and property from both natural and technological hazards and their
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City of Walnut/Mt San Antonio Community College District (Version 2.0) Hazard Mitigation Plan effects. The planning process includes establishing goals and recommendations for mitigation strategies.
Hazard Mitigation may occur during any phase of a threat, emergency or disaster. Mitigation may also take place during the preparedness (before), response (during), and recovery (after) phases.
The process of hazard mitigation involves evaluating a hazard’s impact, and identifying and implementing actions to minimize or eliminate the impact.
Purpose of the Plan
The purpose of this plan update is to comply with FEMA requirements for 5-year Hazard Mitigation Plan review and updates as well as integrate Hazard Mitigation strategies into the day-to-day activities and programs of the City of Walnut, and Mt. San Antonio CCD.
This plan update identifies and evaluates specific strategies considered by the Hazard Mitigation Planning Steering Committee and its offshoots. It offers a jurisdiction-wide support document as well as a planning support tool for those strategies developed by the jurisdictions’ political subdivisions, agencies, departments, and organizations.
The strategies reviewed and presented are deemed appropriate and effective by recommendation of Hazard Mitigation Plan Steering Committee and the jurisdictions’ agencies, departments and private groups and other identified stakeholders.
Upon acceptance by the California Emergency Management Agency (CalEMA) and the Federal Emergency Management Agency (FEMA), selected strategies are developed for funding and implementation by the lead jurisdictional agencies and departments. This plan describes the potential sources of Hazard Mitigation Strategy funding, and general procedures to obtain that funding for each jurisdiction.
This updated plan is based upon the update City of Walnut and Mt San Antonio SSD Risk Assessment that considers natural, technological, and human-caused risks to which the jurisdictions and their stakeholders vulnerable. The updated plan describes strategies that government and private sector organizations may use to develop their capabilities to mitigate those hazards.
It is understood that the mitigation strategies adopted in this plan are recommendations only, and they must be approved by Walnut’s City Council, and Mt. San Antonio CCD’s Board of Trustees and funded in order to be implemented as official Hazard Mitigation Strategies.
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City of Walnut/Mt San Antonio Community College District (Version 2.0) Hazard Mitigation Plan Introduction to the City of Walnut
Mission of the City of Walnut
The City of Walnut’s mission is to exceed expectations of the people of Walnut and to collaborate with the community to enhance Walnut’s civic pride.
Walnut prides itself on being a place where small town values are respected and blended with contemporary ideals. It is a community that considers the lessons of the past, understands current and future realities, and shares a sense of cultural belonging. These are the core values celebrated on the eve of the City’s 50th anniversary with our mission statement.
Exceed expectations by:
Delivering an excellent level of service Striving to be educated and well informed Rewarding innovation Seeking new cost efficiencies Preparing Walnut for the future.
Collaborate by:
Encouraging open discussion Responding to residents with courtesy Embracing cultural diversity Providing clear directions for people using our services Building teamwork among employees
Enhance civic pride by:
Ensuring the City is well maintained Promoting Public Safety Offering superior facilities and programs Creating opportunities for Walnut families Honoring the City’s history Supporting a prosperous business environment Recognizing achievements
Profile of the City of Walnut
History
The history of Walnut dates back to the Indians who were of Shoshone origin. The Spaniards called them Gabrielino Indians because they lived in an area controlled by the San Gabriel Mission. Walnut was primarily a place for the grazing of cattle and sheep by the Mission.
Spaniards who arrived here in the early 1800s introduced the concept of ranchos and started agricultural development and the creation of home sites. The first land grants in the Walnut area were
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City of Walnut/Mt San Antonio Community College District (Version 2.0) Hazard Mitigation Plan those of the Rancho De San Jose granted to Don Ricardo Vejar and Don Ygnacio Palomares; the Rancho De Los Nogales, issued to Jose De La Cruz Linares; and Rancho La Puente, issued to John Rowland and William Workman in 1842, which consisted of a total of 48,790.5 acres. The City of Walnut was included as part of one of the 24 ranchos belonging to the San Gabriel Mission
In 1868, John Rowland and William Workman divided Rancho La Puente, leaving Rowland the eastern half and Workman the western half. Rowland's land included the western portion of Walnut. The land was used for raising cattle and growing wheat, grapes, and fruit trees.
Many years earlier in 1840, Mexican Governor Juan Alvardo awarded a man named Jose De La Cruz Linares a land grant of land, which included a portion of Walnut. This land was known as Rancho De Nogales, or Ranch of the Walnut Trees. In 1847, seven years after the unfortunate death of Linares, the rancho was acquired by Ricardo Vejar. This land included the eastern portion of Walnut and became part of Rancho San Jose. The City of Walnut originally obtained its name from the Rancho De Los Nogales land grant, Nogales being the Spanish word for walnut.
In order to preserve part of the community's history, the City of Walnut's Bicentennial Commission selected the construction of Lemon Creek Park and the restoration of the William R. Rowland Adobe Redwood Ranch House as Walnut's bicentennial project. In 1871, the Lemon Creek Park area became the property of Sheriff William Rowland, who inherited the ranch from his father, John Rowland. The modest structure served as the home of Mr. Meridith, ranch foreman for William Rowland. It was built in 1883. The adobe redwood ranch house is one of the few remaining original ranch style redwood and adobe structures in the area. On October 1, 1975, the State Landmark Committee placed the W.R. Rowland ranch house in the National Registry of Historical Places.
Walnut City Hall
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City of Walnut/Mt San Antonio Community College District (Version 2.0) Hazard Mitigation Plan
Historic Sites in Walnut
1. Suzanne Park, 1959 625 Suzanne Road Suzanne Park was the first park to be developed after the City was incorporated in 1959. The park was built by Walnut residents.
2. Bob Quattlebaum Windmill Fuerte Drive (Located within Suzanne Park Site) This metal windmill was donated to the City by the Quattlebaum family in memory of their father, Bob Quattlebaum. It was located on the family's property on Kelso Road and is now located at Suzanne Park.
3. Brookside Equestrian Center 800 Meadow Pass Road This site first belonged to the Sentous family, holders of the 2,200 acre Sentous Ranch. It was later used in the filming of National Velvet, starring Elizabeth Taylor. The ranch is now owned by the Walton Family and used for equestrian programs, most notably as an Olympic training facility.
4. W. R. Rowland Adobe Ranch House 130 Avenida Alipaz This Adobe Ranch House, with its thick adobe walls, heavy wide doors, wood shingled roof and dirt floors, is the oldest building in the City of Walnut. It belonged to the owner of the Rowland Ranch, an area which included much of western Walnut.
5. Bourdet Home Home of Mayor Pete Bourdet 166 Lemon Avenue Pete Bourdet became the first mayor of Walnut in 1959. He was born here, farmed here and helped establish the first Walnut water system. His house was built in the 1920’s.
6. Martinez Adobe Built by Santiago Martinez 20222 Vejar Road (Vejar Elementary School Site) The Martinez Adobe was located on the current site of Vejar Elementary School, and was built in the 1840’s by Santiago Martinez. Adobe homes were advantageous in California’s hot climate, due to their efficient insulation.
7. Carrey Home Home of the Carrey Family 20330 Carrey Road Ernest Carrey, son of Pierre Carrey, found employment on a walnut ranch and used the money he earned to buy the site of present day Walnut High School. His son, Robert Carrey, was one of the first City Council members, and held meetings in his small garage. He also helped to build the first City Hall. Carrey and Pierre Roads honor this family’s contributions to the City.
8. Site of First Walnut City Hall 20550 Carrey Road Walnut was incorporated as a city on January 19, 1959, and the new town established a City Hall that same year.
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City of Walnut/Mt San Antonio Community College District (Version 2.0) Hazard Mitigation Plan
9. Wild Life Sanctuary, Mt. SAC 1100 N. Grand Avenue This 10-acre nature preserve was established in 1964 to serve as a protected example of Walnut’s natural habitat. It contains a stream, pond and countless species of birds.
10. Grove of Walnut Trees Grand Avenue An example of walnut trees native to the area found growing throughout the City.
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City of Walnut/Mt San Antonio Community College District (Version 2.0) Hazard Mitigation Plan
General Data
Latitude: 34.03 N, Longitude: 117.86 W
Daytime population change due to commuting: -3,954 (-13.5%) Workers who live and work in this city: 1,557 (11.3%)
Area code commonly used in this area: 909
Walnut is a city in Los Angeles County, California, United States. The population is 32,
The City of Walnut is approximately 8.9 square miles and is home to approximately 30,000 people. It is primarily a residential community with over 600 businesses. The City has a rural charm which is preserved by a well defined general plan.
The City of Walnut is a general law city incorporated on January 19, 1959. Walnut uses the council/city manager form of government. A five-member city council is elected by the residents, and a mayor is elected annually by the council to serve a twelve-month term. A city manager is appointed by the council to oversee the daily activities of the city.
Under the direction of the City Manager, the Administrative Services Department is responsible for overseeing the day-to-day administrative activities of the City. Specifically, the city clerk, human resources, risk management, public information, economic development, and public safety functions all fall under the Administrative Services Department.
Walnut City Hall
Also under the direction of the City Manager, the Community Development Department encompasses building and planning, the Community Services Department oversees parks and recreation as well as public works and engineering, and the Finance Department manages the City’s budget and purchasing.
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City of Walnut/Mt San Antonio Community College District (Version 2.0) Hazard Mitigation Plan
Incorporated in January 19, 1959, the City of Walnut is a general law city. Operated under the City Council-City Manager form of government, the five Council member's are elected at large to four-year terms. Every twelve months, they select one of their members to serve as Mayor and another as Mayor Pro Tempore.
The City Council appoints a City Manager to direct and coordinate administrative functions of the City.
As a "contract city," Walnut receives numerous municipal services from the County of Los Angeles or private firms through contracts or special agreements. To assure cost effective services, the City maintains in-house Administration, Finance, Recreation, and Parks Maintenance Departments.
Walnut Senior Citizen and Community Center
The area was once predominantly white. Upper-middle-class Asian immigrants have settled in Walnut, where they now form the majority of the population. As with other parts of the San Gabriel Valley, many immigrants are from Taiwan, but there is a growing affluent expatriate population from Hong Kong, Philippines and China as well. The growing amount of Asian-owned businesses - although Mainland Chinese noodle and dumpling eateries are represented - are not an uncommon sight in the area. Walnut is part of a small cluster of communities (along with Rowland Heights, California, Hacienda Heights, California, Diamond Bar, California, and Chino Hills, California) in the region with large concentrations of Asian Americans of Chinese decent. Walnut is also one of eleven cities in California that have at least 50% Asian Americans in their populations. Other cities include Alhambra, Cerritos, Daly City, Milpitas, Monterey Park, Rosemead, Rowland Heights, San Gabriel, San Marino and Union City.
With exceptions to some busy intersections (such as near Mt. San Antonio College), the hilly and affluent city is considerably more relaxed in comparison to most nearby neighborhoods. The city is almost and is home to more than 32,000 people and 600 businesses. A large Sysco headquarters is located in the city.
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City of Walnut/Mt San Antonio Community College District (Version 2.0) Hazard Mitigation Plan
Water/Waste Water/Sewer
Walnut Valley Water District 909-595-7554 Suburban Water Dept. 626-814-8455 Southern California Water Co. 909-599-1289
In general, the City of Walnut system adequately serves existing development, and it enjoys a fiscally sound and administratively smoothly functioning operation and maintenance program through its coordination with the County Sanitation District 21 and the Consolidated Sewer Maintenance District of the county Engineer’s Department. Future sewer needs for the community are set forth in the General Plan.
Utility
Cable TV Charter Communications 866-499-8080
Electric Southern California Edison Co. 800-655-4555
Gas Southern California Gas Co. 800-427-2200
Telephone General Telephone Co. 800-483-3000
Water Walnut Valley Water District 909-595-7554 Suburban Water Dept. 626-814-8455 Southern California Water Co. 909-599-1289
Housing units lacking complete plumbing facilities: 6.8% Housing units lacking complete kitchen facilities: 6.4%
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City of Walnut/Mt San Antonio Community College District (Version 2.0) Hazard Mitigation Plan
Notable Natives/Residents
• Paul Caligiuri, Retired Soccer Player; formerly with the Los Angeles Galaxy, inducted into the National Soccer Hall of Fame in 2004.
• Darius McCrary, Actor; known most for playing Eddie Winslow on the television show Family Matters.
• Jim Hall, Table Tennis Player; 1996 Special Olympics Table Tennis Gold medalist.
• Alan Haskvitz, National Teachers Hall of Fame, Reader's Digest Hero in Education, NCSS National Teacher of the Year, International Teacher of the Year (Cherry Award), Learning Magazine Best Teacher in America, three Golden Bell Award, George Washington Medal.
• Gerardo, Rapper and singer who later became a recording-industry executive.
• Evelyn Ashford, American athlete, the 1984 Olympic champion in the 100 m. Arguably the greatest female sprinter ever, with a career that spanned an unprecedented five Olympic Games.
• Taboo, Best known for being in the group Black Eyed Peas.
• Daniel Saito, MySQL, Co-Founder of MySQL in Japan and successful serial entrepreneur. Studied under Mr.Alan Haskvitz at Suzanne Middle School
• William Ringland, Superteen winner of California (Highest honor awarded to high school students)
• Tod McBride, former NFL Player with Green Bay Packers, Atlanta Falcons and St. Louis Rams; standout wide receiver at Walnut High School and defensive back at UCLA
Sister Cities
Diamond Bar, California, United States of America
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City of Walnut/Mt San Antonio Community College District (Version 2.0) Hazard Mitigation Plan
Notable Locations in Walnut
A. Walnut Siding B. Royal Vista Golf Course C. Walnut City Hall D. Walnut Branch County of Los Angeles Public Library E. Los Angeles County Fire Department Station 119 F. Los Angeles County Fire Department Station 146 G. Walnut Sheriff Station H. Los Angeles County Fire Department Station 61
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City of Walnut/Mt San Antonio Community College District (Version 2.0) Hazard Mitigation Plan
Park Locations
1. Hilmer Lodge Stadium 2. Arroyo Park 3. Lemon Creek Bicentennial Park 4. Snow Creek Park 5. Suzanne Park 6. Walnut Ranch Park 7. Butterfield Park 8. Walnut Hills Park
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City of Walnut/Mt San Antonio Community College District (Version 2.0) Hazard Mitigation Plan
Crime Rates
Type 2005 2006 2007 2008 2009 2010 2011 Murders 0 0 2 0 0 0 1 per 100,000 0.0 0.0 6.4 0.0 0.0 0.0 3.4 Rapes 1 6 2 1 3 3 3 per 100,000 3.1 18.9 6.4 3.2 9.7 9.8 10.2 Robberies 21 25 22 18 21 4 8 per 100,000 66.0 78.8 69.9 58.0 68.1 13.1 27.1 Assaults 23 15 30 32 19 22 28 per 100,000 72.3 47.3 95.3 103.1 61.7 71.8 94.9 Burglaries 178 183 179 138 122 159 107 per 100,000 559.4 577.2 568.8 444.7 395.9 519.0 362.5 Thefts 236 348 308 261 299 248 211 per 100,000 741.7 1097.5 978.7 841.0 970.2 809.5 714.9 Auto thefts 78 74 63 57 35 40 36 per 100,000 245.2 233.4 200.2 183.7 113.6 130.6 122.0 Arson 6 4 5 4 1 2 4 per 100,000 18.9 12.6 15.9 12.9 3.2 6.5 13.6
City-data.com crime rate (higher means 134.5 162.4 164.1 128.9 124.8 113.1 113.6 more crime, U.S. average = 319.1)
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City of Walnut/Mt San Antonio Community College District (Version 2.0) Hazard Mitigation Plan
Danger compared to other nearby cities
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City of Walnut/Mt San Antonio Community College District (Version 2.0) Hazard Mitigation Plan
Demographics
As of the census of 2000, there were 30,004 people, 8,260 households, and 7,582 families residing in the city. The population density was 1,290.0/km² (3,340.5/mi²). There were 8,395 housing units at an average density of 360.9/km² (934.6/mi²). The racial makeup of the city was 55.75% Asian, 28.37% White, 4.20% African American, 0.24% Native American, 0.08% Pacific Islander, 7.65% from other races, and 3.71% from two or more races. Hispanic or Latino of any race were 19.34% of the population.
There were 8,260 households out of which 50.6% had children under the age of 18 living with them, 77.1% were married couples living together, 9.9% had a female householder with no husband present, and 8.2% were non-families. 5.8% of all households were made up of individuals and 1.3% had someone living alone who was 65 years of age or older. The average household size was 3.63 and the average family size was 3.74.
In the city the population was spread out with 27.8% under the age of 18, 9.8% from 18 to 24, 27.2% from 25 to 44, 28.4% from 45 to 64, and 6.9% who were 65 years of age or older. The median age was 37 years. For every 100 females there were 96.7 males. For every 100 females age 18 and over, there were 93.5 males.
The median income for a household in the city was $97,367, and the median income for a family was $106,996. Males had a median income of $51,944 versus $36,197 for females. The per capita income for the city was $31,196. About 5.8% of families and 6.5% of the population were below the poverty line, including 7.8% of those under age 18 and 6.3% of those age 65 or over.
Population Breakdown
Population in 2012: 30,011 (100% urban, 0% rural). Population change since 2000: +0.0%
Males: 14,713 (49.0%)
Females: 15,298 (51.0%)
Median resident age: 43.1 years
California median age: 45.6 years
For population 25 years and over in Walnut:
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• High school or higher: 92.5% • Bachelor's degree or higher: 49.5% • Graduate or professional degree: 16.8% • Unemployed: 5.4%
Mean travel time to work (commute): 33.6 minutes
For population 15 years and over in Walnut city:
• Never married: 32.4% • Now married: 57.3% • Separated: 0.9% • Widowed: 5.0% • Divorced: 4.4%
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Ancestry
13,874 residents are foreign born (39.6% Asia, 4.9% Latin America).
This city: 46.2%
California: 26.2%
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English speakers - Total:
• 38.6% of residents of Walnut speak English at home. • 10.1% of residents speak Spanish at home (78% speak English very well, 22% speak English less than very well). • 51.2% of residents speak other language at home (54% speak English very well, 46% speak English less than very well).
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Income
Estimated median household income in 2011: $94,178 (it was $81,015 in 2000)
Walnut: $94,178 California: $57,287 Estimated per capita income in 2011: $32,090
Percentage of residents living in poverty in 2011: 4.9%
(5.6% for White Non-Hispanic residents, 0.0% for Black residents, 4.3% for Hispanic or Latino residents, 0.0% for American Indian residents, 2.8% for other race residents, 5.3% for two or more races residents)
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Ethnicity
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Real Estate
Median real estate property taxes paid for housing units with mortgages in 2011: $4,628 (0.7%)
Median real estate property taxes paid for housing units with no mortgage in 2011: $3,818 (0.6%)
Houses: 8,395 (8,260 occupied: 7,340 owner occupied, 920 renter occupied)
% of renters here: 11% State: 10% Housing density: 935 houses/condos per square mile
Median price asked for vacant for-sale houses and condos in 2009 in this state: $361,782.
Median contract rent in 2009: $1,769 (lower quartile is $1,405, upper quartile is $2,001)
Median gross rent in Walnut, CA in 2009: $1,900
Housing units in Walnut with a mortgage: 6,493 (930 second mortgage, 620 home equity loan, 12 both second mortgage and home equity loan)
Houses without a mortgage: 664
Median household income for houses/condos with a mortgage: $112,822
Median household income for apartments without a mortgage: $69,444
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Median monthly housing costs: $2,174
Median value of housing units with mortgages in 2010:
Walnut: $547,401 California: $417,800
Median value of housing units with no mortgage in 2010:
Walnut: $489,678 California: $367,700
Mean price in 2010:
Detached houses: $683,227 (126% of state mean Townhouses or other attached units: $339,880 (75% of state mean) In 3-to-4-unit structures: $348,484 (76% of state mean) In 5-or-more-unit structures: $174,424 (44% of state mean) Mobile homes: $167,141 (159% of state mean)
Estimated number of vacant for-rent houses and condos in 2010: 41
Estimated number of vacant for-sale houses and condos in 2010: 23
Estimated median house or condo value in 2011: $544,348 (it was $280,300 in 2000)
Walnut: $544,348 California: $355,600 Mean prices in 2011: All housing units: $681,830; Detached houses: $683,922; Townhouses or other attached units: $350,907; In 2-unit structures: $1,475,403; In 3-to-4-unit structures: $1,397,751; In 5-or- more-unit structures: $307,505
Median gross rent in 2011: $1,900.
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Housing Rehabilitation
The City of Walnut is offering grants and loans to homeowners of single family detached dwellings through its new Housing Rehabilitation Program. The program assists low to moderate income homeowners with funding for home improvements which preserve safe and sanitary housing, correct hazardous structural conditions, eliminate blight, correct code violations, and provide handicapped access.
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The Housing Rehabilitation Program provides grants of up to $7500 and deferred loans at zero percent interest up to a maximum of $30,000, to eligible low- to moderate- income residential owner-occupants living in Walnut. The grants need not be repaid and are designed to assist with addressing Code items in addition to work requested by the owner. The loans are deferred with no interest until the property changes title or is refinanced. Funding is available on a first-come-first-served basis and residents may participate every two years.
Participation in the Housing Rehabilitation Program is limited to applicants whose annual income does not exceed the Housing and Community Development and HUD established income limits. Applicants will be required to submit proof of income, a copy of a recent tax bill, proof of property insurance, and proof of identification.
Applications for the Housing Rehabilitation Program are available at the City Hall. For more information please contacts the Planning Department at (909) 595-7543.
Development
Land Use (City of Walnut General Plan)
1. Promote the concept of attractive, quality residential environments that meet the individual, social and cultural needs of the residents of each neighborhood.
2. Industrial, agricultural, and commercial land uses should meet high quality development and performance standards.
3. Determine intensities and forms of land use on the basis of natural land characteristics, efficient supporting services capabilities, and the goals of the community to generally maintain a low-density single family residential character in the City.
4. Provide for the proper location and distribution of schools, parks, recreational areas, fire stations, libraries and other necessary public facilities.
5. Minimize alteration of the natural terrain.
6. Maintain a reasonable balance between the costs of municipal services to land and its uses, and the municipal income derived from land, improvements and use.
7. Encourage maintenance of all land and improvements in a safe healthful and attractive condition.
Employment
Unemployment in August 2012:
Walnut: 5.4% California: 10.4%
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Local government employment and payroll (March 2007) Average Full-time Monthly full- Part-time Monthly part- Function yearly full- employees time payroll employees time payroll time wage Financial Administration 8 $40,173 $60,260 0 $0 Other Government 19 $80,335 $50,738 5 $6,934 Administration Parks and Recreation 19 $95,970 $60,613 31 $23,081 Totals for Government 46 $216,478 $56,473 36 $30,015
Business & Industry
Businesses in Walnut, CA Name Count Name Count 7-Eleven 1 Nike 1 Albertsons 1 Panda Express 1 Applebee's 1 Quality 1 Burger King 1 Quiznos 1 Chipotle 1 Safeway 1 Cold Stone Creamery 1 Staples 1 Curves 1 Starbucks 1 DHL 3 Subway 2 Domino's Pizza 1 T.J.Maxx 1 El Pollo Loco 1 Taco Bell 1 FedEx 8 The Room Place 1 Firestone Complete Auto Care 1 True Value 1 GNC 1 U-Haul 1 Jack In The Box 1 UPS 6 McDonald's 1 Vons 1
Top industries in Walnut by the number of employees:
Wholesale Trade
• Computer and Computer Peripheral Equipment and Software Merchant Wholesalers (250-499 employees: 1 establishment, 100-249 employees: 1 establishment, 50-99 employees: 2 establishments, 20-49 employees: 5 establishments, 10-19 employees: 9 establishments, 5- 9 employees: 17 establishments, 1-4 employees: 45 establishments)
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• Other Grocery and Related Products Merchant Wholesalers (250-499: 1, 20-49: 1, 10-19: 2, 5-9: 1, 1-4: 6)
• Dairy Product (except Dried or Canned) Merchant Wholesalers (250-499: 1)
Construction
• Electrical Contractors (500-999: 1, 250-499: 1, 5-9: 5, 1-4: 5)
• Other Heavy and Civil Engineering Construction (250-499: 1, 100-249: 1)
Administrative and Support and Waste Management and Remediation Services
• Temporary Help Services (500-999: 1, 20-49: 1)
Wholesale Trade
• General Line Grocery Merchant Wholesalers (500-999: 1)
Accommodation and Food Services
• Full-Service Restaurants (100-249: 1, 20-49: 6, 10-19: 3, 5-9: 6, 1-4: 29)
• Limited-Service Restaurants (20-49: 9, 10-19: 8, 5-9: 7, 1-4: 12)
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Climate
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Healthcare
Hospitals/medical centers near Walnut
• CITRUS VALLEY MEDICAL CENTER-IC CAMPUS (Acute Care Hospitals, Voluntary non- profit - Other, provides emergency services, about 5 miles away; COVINA, CA)
• EAST VALLEY HOSPITAL MEDICAL CENTER (Acute Care Hospitals, Voluntary non- profit - Private, provides emergency services, about 7 miles away; GLENDORA, CA)
• FOOTHILL PRESBYTERIAN HOSPITAL (Acute Care Hospitals, Voluntary non-profit - Private, provides emergency services, about 7 miles away; GLENDORA, CA)
Healthcare Industry Economic Impact
Annual Number of Number of Shipments / Sales / Payroll Industry Description Establishments Employees Receptions ($1,000) ($1,000) [1997 / 2002] [1997 / 2002] [1997 / 2002] [1997 / 2002] Administrative & support & $9,757 / waste management & 38 / 35 656 / 862 $24,470 / $35,390 $17,124 remediation service Administrative & support $9,757 / 38 / 35 656 / 862 $24,470 / $35,390 services $17,124 $4,250 / Employment services 7 / 6 124 / 606 $7,438 / $16,723 $10,788 Business support services 7 / 8 100-249 - - Business service centers 4 / 5 100-249 - - Other business service centers 3 100-249 - - (including copy shops) Services to buildings & $1,041 / 10 / 12 68 / 66 $3,271 / $6,231 dwellings $1,283 Landscaping services - / 3 - / 21 - / $372 - / $3,404 Educational services 7 / 14 47 / 100-249 $829 / - $2,509 / - Educational services 7 / 14 47 / 100-249 $829 / - $2,509 / - Technical & trade schools - / 1 - / 20-99 - - Other schools & instruction - / 12 - / 20-99 - - Fine arts schools - / 2 - / 20-99 - - All other schools & instruction - / 8 - / 20-99 - - Health care & social $6,944 / 48 / 63 549 / 451 $19,641 / $30,131 assistance $11,126 Ambulatory health care $5,200 / 37 / 46 419 / 305 $16,467 / $22,247 services $8,164 Offices of physicians 8 / 7 0-19 / 27 - / $1,363 - / $2,875 $1,396 / Offices of dentists 15 / 17 54 / 90 $3,635 / $7,218 $2,821 Offices of other health 7 / 9 13 / 20-99 $266 / - $4,134 / - practitioners
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Annual Number of Number of Shipments / Sales / Payroll Industry Description Establishments Employees Receptions ($1,000) ($1,000) [1997 / 2002] [1997 / 2002] [1997 / 2002] [1997 / 2002] Offices of mental health practitioners (except 1 / - 0-19 / - - - physicians) Home health care services - / 11 - / 166 - / $3,458 - / $9,116 Nursing & residential care - / 8 - / 64 - / $1,252 - / $3,565 facilities $1,664 / Social assistance 6 / 9 121 / 82 $2,850 / $4,319 $1,710 Individual & family services - / 3 - / 20-99 - - Child day care services 5 20-99 / 55 - / $1,006 - / $2,172
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Transportation
Freeways
Interstate 60, Interstate 57, Interstate 10 are located near the City of Walnut
Nearest Cities
• Nearest city with pop. 50,000+: Diamond Bar, CA (2.9 miles , pop. 56,287). • Nearest city with pop. 200,000+: East San Gabriel Valley, CA (2.9 miles , pop. 933,557). • Nearest city with pop. 1,000,000+: Los Angeles, CA (29.8 miles , pop. 3,694,820). • Nearest cities: South San Jose Hills, CA (1.7 miles ), Diamond Bar, CA (1.7 miles ), East San Gabriel Valley, CA (1.7 miles ), Rowland Heights, CA (1.9 miles ), West Covina, CA (2.0 miles ), Valinda, CA (2.0 miles ), Covina, CA (2.1 miles ), Charter Oak, CA (2.3 miles ).
Amtrak Stations Near Walnut
• 7 miles: POMONA (156 W. COMMERCIAL ST.). Services: partially wheelchair accessible, public payphones, free short-term parking, free long-term parking, call for taxi service, public transit connection.
• 10 miles: CLAREMONT (200 W. 1ST ST.) - Bus Station. Services: fully wheelchair accessible, public payphones, full-service food facilities, free short-term parking, free long-term parking, call for car rental service, call for taxi service, public transit connection.
• 12 miles: FULLERTON (120 E. SANTA FE AVE.). Services: ticket office, fully wheelchair accessible, enclosed waiting area, public restrooms, public payphones, full-service food facilities, free short-term parking, paid long-term parking, taxi stand, public transit connection.
National Bridge Inventory (NBI) Statistics
Number of bridges: 6 Total length: 5 meters (16ft) Total average daily traffic: 15,400 Total average daily truck traffic: 294 Total future (year 2031) average daily traffic: 22,963
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Modes of Transportation
Travel Time to Work
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Traffic Accident Statistics
Fatal accident statistics:
• Fatal accident count: 4 • Vehicles involved in fatal accidents: 6 • Fatal accidents caused by drunken drivers: 1 • Fatalities: 4 • Persons involved in fatal accidents: 9 • Pedestrians involved in fatal accidents: 3
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Airports
Airports certified for carrier operations nearest to Walnut:
• ONTARIO INTL (approx. 19 miles; ONTARIO, CA; ID: ONT) • LOS ALAMITOS AAF (approx. 22 miles; LOS ALAMITOS, CA; ID: SLI) • LONG BEACH /DAUGHERTY FIELD/ (approx. 25 miles; LONG BEACH, CA; ID: LGB)
Other public-use airports nearest to Walnut:
• BRACKETT FIELD (approx. 8 miles; LA VERNE, CA; ID: POC) • EL MONTE (approx. 13 miles; EL MONTE, CA; ID: EMT) • CABLE (approx. 14 miles; UPLAND, CA; ID: CCB)
Mass Transit
• Amtrak 800-872-7245 • Foothill Transit Zone 626-967-3147 • Los Angeles International Airport 310-646-5252 • Metrolink 800-371-LINK • Ontario International Airport 909-937-2700 • Pomona Valley Transportation Authority 909-596-7664 • Walnut Way Dial-A-Cab Membership Information 909-595-7543
Education & Schools
College/University in Walnut:
• Mt San Antonio College (Full-time enrollment: 10,501; Location: 1100 N Grand Ave; Public; Website: www.mtsac.edu)
Other colleges/universities with over 2000 students near Walnut
• California State Polytechnic University-Pomona (about 3 miles; Pomona, CA; Full-time enrollment: 17,476) • DeVry University-California (about 5 miles; Pomona, CA; FT enrollment: 4,008) • Western University of Health Sciences (about 7 miles; Pomona, CA; FT enrollment: 2,597) • Hacienda La Puente Adult Education (about 7 miles; La Puente, CA; FT enrollment: 3,370) • University of La Verne (about 8 miles; La Verne, CA; FT enrollment: 4,166) • Azusa Pacific University (about 8 miles; Azusa, CA; FT enrollment: 6,078) • Citrus College (about 8 miles; Glendora, CA; FT enrollment: 4,774)
Public elementary/middle schools in Walnut
• Suzanne Middle (Students: 1497; Location: 525 Suzanne Rd.; Grades: 5-8) • South Pointe Middle (Students: 1172; Location: 20671 Larkstone Dr.; Grades: 19734606108344) • Walnut High (Students: 771; Location: 400 North Pierre Rd.; Grades: 5-8)
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• Stanley G. Oswalt Elementary (Students: 508; Location: 19501 Shadow Oak Dr.; Grades: K-4) • Vejar Elementary (Students: 446; Location: 20222 Vejar Rd.; Grades:K-4) • Leonard B. Westhoff Elementary (Students: 421; Location: 1323 Country Hollow; Grades: K-4) • Walnut Elementary (Students: 374; Location: 841 South Glenwick; Grades: K-4) • Cyrus J. Morris Elementary (Students: 367; Location: 19875 East Calle Baja; Grades: K- 4) • Ybarra Elementary (Students: 327; Location: 1300 South Brea Canyon Cutoff Rd.; Grades: K-4) • Del Paso High (Continuation) (Students: 20; Location: 476 South Lemon Ave.; Grades: 9- 12)
Private elementary/middle schools in Walnut:
• WALNUT UNITED METHODIST PRESCHOOL (Students: 97; Location: 20601 LA PUENTE RD; Grades: PK - KG) • DISCOVERY WORLD MONTESSORI (Students: 96; Location: 801 BREA CANYON RD; Grades: PK - 2) • THE CROSS CHRISTIAN SCHOOL (Students: 91; Location: 20675 LA PUENTE RD; Grades: PK - 3) • WALNUT VALLEY MONTESSORI SCHOOL (Students: 62; Location: 322 LA TORTOLA DR; Grades: PK - 6) • KID JUNCTION (Students: 56; Location: 20704 SAN JOSE HILLS RD; Grades: PK - KG)
Private vs. public school enrollment
Students in private schools in grades 1 to 8 (elementary and middle school): 940
Walnut: 17.5% California: 8.9% Students in private schools in grades 9 to 12 (high school): 584
Walnut: 15.5% California: 7.9% Students in private undergraduate colleges: 1,032
Walnut: 20.2% California: 15.6%
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Structure of Government
Administrative Body
Walnut City Hall 21201 La Puente Road Walnut, CA 91789-2081
General Information 909-595-7543
Walnut City Hall Mailing Address P.O. Box 682 Walnut, CA 91789-0682
Incorporated in January 19, 1959, the City of Walnut is a general law city. Operated under the City Council-City Manager form of government, the five Councilmember members are elected at large for four-year terms. Every nine months, they select one of their members to serve as Mayor.
The City Council also serves as the Agency Members of the City’s economic revitalization and community redevelopment body, the Walnut Improvement Agency. The Mayor serves as Chairperson and the Mayor Pro Tem serves as Vice Chairperson.
The City Council appoints a City Manager to direct and coordinate administrative functions of the City, and to serve as Executive Director of the Walnut Improvement Agency.
As a "contract city," Walnut receives numerous municipal services from the County of Los Angeles or private firms through contracts or special agreements. To assure cost effective services, the City maintains in-house Administration, Finance, Recreation, and Parks Maintenance Departments.
The Walnut City Council consists of five elected council members selected by the residents of Walnut. Council members serve a term of four years with a rotating election schedule of every two years. In 2005-06, two council seats will be up for election.
City Council meetings are held on the second and fourth Wednesdays of each month at 7:00 p.m. City Council meetings are held in the Council Chambers in the new City Hall, 21201 La Puente Road.
A new mayor and mayor pro tem are selected from the Council by their fellow council members every nine months.
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Organization Chart
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Contracted Services
Animal Pest Management 800-344-6567 Arrowhead Water 800-759-2393 AT & T Wireless Communications 800-888-7600 CAMES Security Monitoring Operator# 909-592-1636 COMARCO Security (Park emergency telephones) 800-487-9166 Curbside Inc (Hazardous Waste Disposal) 888-449-3733 R.F. Dickson (Street Sweeping) 800-573-3222 D & D Rendering (Large Animal disposal) 323-268-7050 Fuel Systems (CNG Fueling Depot) 800-934-2017 Metro Mobile Nextel (Cell phone equipment) 909-869-7901 NEXTEL (Corporate Customer Care (Cell Phone Service 800-390-7545 Safety-Kleen (Hazardous Waste Disposal) 626-625-5186 Sanitation District Landfill (Disposal Site) 562-699-5204 Sanitation District Office 562-699-7411 Sparklett Water 800-453-0292 Waste Management of the San Gabriel/Pomona Valley 626-831-0588 Charter Communication Los Angeles County Sheriff’s Department Los Angeles County Fire Department Los Angeles County Department of Public Works Los Angeles County Animal Care & Control Department
The City of Walnut contracts with the County of Los Angeles for police and fire services. In case of an emergency they can be reached by dialing 9 1 1.
Walnut Sheriff's Station
21695 E. Valley Boulevard (909) 595-2264 (626) 913-1715
The Walnut Sheriff's Station serves the San Dimas, Diamond Bar, and Walnut area. The Sheriff's personnel provide a number of programs and services to keep Walnut a safe community. Programs serving Walnut include Bike Patrol, Senior Volunteer Patrol, Neighborhood Watch, and Substance Abuse Narcotics Education to name a few. This station is under the guidance of Captain Michael Kwan. For more information on these and other services contact the Walnut Sheriff's Station at (909) 595- 2264.
Fire
There are two fire stations serving the City of Walnut: Fire Station No. 61 and Fire Station No. 146.
Fire Station No. 61 serves the City of Walnut as well as the surrounding County areas, the City of Industry, and the City of Diamond Bar. This Station has a paramedics unit and a fire engine. They respond to all emergencies including accidents, fires, swift water rescues, and hazardous material spills.
Station No. 61 Station No. 146 20604 Loyalton Drive 20011 La Puente Road (909) 595-7711 (909) 595-3001
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Fire Station No. 146 serves the City of Walnut including Mt. San Antonio College. This Station is a as a Critical Station. This means that although it responds to emergencies in the City of Walnut, it also provides mutual aid to other cities, such as West Covina and Diamond Bar as well as other areas including Orange County. This Station has one fire engine and a barn type structure to store the fire apparatus. In the event that a mutual aid emergency will be for a period exceeding a one half-hour, another engine is deployed to this Station. This is so that a unit is available to respond to other emergencies that might occur.
Continuity of Government
A major disaster or national security emergency could result in the death or injury of key government officials and/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.
In the aftermath of a major disaster, law and order must be preserved and essential government services must be maintained. Civil government best accomplishes this. To this end, it is particularly essential that local units of government continue to function.
Responsibilities
Government at all levels is responsible for providing continuous, effective leadership and authority under all aspects of emergency services operations (preparedness, response, recovery, and mitigation). Under California’s concept of mutual aid, local officials remain in control of their jurisdiction’s emergency operations while additional resources may be provided by others upon request. A key aspect of this control is to be able to communicate official requests, situation reports, and emergency information throughout any disaster a community might face.
Preservation of Local Government
Article 15 of the California Emergency Services Act (Chapter 7 of Division 1 of Title 2 of the Government Code) provides the authority, as well as the procedures to be employed, to ensure continued functioning of political subdivisions within the State of California. Generally, Article 15 permits the appointment of up to three standby officers for the chief executive, if not a member of the governing body. Article 15 provides for the succession of officers who head departments responsible for maintaining law and order, or in furnishing public services relating to health and safety.
Article 15 also outlines procedures to assure continued functioning of political subdivisions in the event the governing body, including standby officers, is unavailable to serve.
The Emergency Services Act provides for the preservation of city government in the event of a peacetime or national security emergency.
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Lines of Succession for Officials Charged with Discharging Emergency Responsibilities
The first step in assuring continuity of government is to have personnel who are authorized and prepared to carry out emergency actions for government in the event of a natural, technological, or national security disaster.
Article 15, Section 8638 of the Emergency Services Act authorizes governing bodies to designate and appoint three standby officers for each member of the governing body and for the chief executive, if not a member of the governing body. Standby officers may be residents or officers of a political subdivision other than that to which they are appointed. Standby officers take the same oath as regular officers and are designated Number 1, 2, or 3 as the case may be.
A successor to the position of Director of Emergency Services is appointed by the City Council. The succession occurs
Should the director be unavailable or unable to serve, the individuals who hold permanent appointments to the following positions in the city will automatically serve as acting director in the order shown. The individual who serves as acting director shall have the authority and powers of the Director, and serve until the Director is again able to serve, or until a successor has been appointed by the City Council. (CPG-52)
First Alternate: Assistant City Manager Second Alternate: Director of Finance Third Alternate: Director of Community Services
Departments & Responsibilities
General Government includes:
• City Council • City Manager • Personnel • Risk Manager • City Clerk • Elections • City Treasurer • Finance • Computer Services • City Attorney • Administrative Services • Community Center Operations • Public Works • Public Safety • Community Services • Community Development
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Departments
The City of Walnut is a contract City, which utilizes contracts with the county and private businesses to provide essential services to our residents.
The City has a City Manager’s department to handle the administration of the City, a Community Development Department that oversees the building and planning of the City, a Recreation and Parks Department that coordinates and maintains the City’s parks and recreation programs, and a Finance Department that coordinates the City budget and purchasing functions.
Community Development The Community Development Department guides and facilitates development within the City of Walnut. According to the Walnut General Plan, the fundamental goal of the City is to continue its role as a suburban residential community and preserve its rural character. This is accomplished with a commitment to provide the highest standard of development to preserve the health, safety, general welfare and quality of life for all people who live, work and visit Walnut. The Community Development Department is responsible for planning, building, engineering and code enforcement activities within the City, and provides support to the City Council and Planning Commission.
General Plan Final Draft of the 2008-2014 Housing Element available for review. On August 17, 2009, the California Department of Housing and Community Development (HCD) indicated that the Final Draft of the Housing Element complies with State requirements and housing element law. On December 2, 2009, the Planning Commission recommended to the City Council approval of the Final Draft of the Housing Element.
Cities in California are required to update the Housing Element of the General Plan every five years. The City of Walnut has prepared a Draft Housing Element for the 2008 – 2014 planning period which includes an analysis required by State law related to: 1) existing demographics and housing characteristics; 2) market, government and environmental constraints; 3) land, financial and administrative resources available to meet housing demand; 4) establishment of goals and policies to address housing needs; and 5) a review of past accomplishments under the 2000 - 2005 Housing Element. The Southern California Association of Governments (SCAG), as the regional planning agency, is responsible for allocating the Regional Housing Needs Assessment (RHNA) to individual jurisdictions within the six-county region. The RHNA is distributed by income category. The City of Walnut has been allocated a RHNA of 587 dwelling units: 153 extremely/very-low; 97 low; 105 moderate; and 232 above moderate income units.
The Housing Element itself does not create physical residential growth in the City. The City must ensure the availability of residential sites at adequate densities and appropriate development standards to accommodate the RHNA. The Housing Element identifies available sites for residential development during the 2008-2014 planning period that could accommodate between 643 and 671 additional units on a Cal Poly Pomona site and in various commercial districts through a Specific Plan process which exceeds the City’s RHNA allocation.
City Manager's Office The City of Walnut is a general law city incorporated on January 4, 1959. It is governed by the city council/city manager form of government. A five-member city council is elected by the residents, and a mayor is elected by the council to serve a twelve-month term. A city manager is appointed by the council to oversee the daily activities of the city.
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Under the direction of the City Manager, the City Manager's Office is responsible for overseeing the day-to-day administrative activities of the City. Specifically, the City Clerk, Human Resources, Risk Management, Public Information, Cable Channels, Marketing, Economic Development, and Public Safety functions all fall under the City Manager's Office.
Also under the direction of the City Manager, the Community Development Services Department encompasses Building and Planning, the Community Services Department oversees Parks and Recreation as well as Public Works, and the Finance Department manages the City’s budget and Purchasing.
City Clerk
The City Clerk records the official minutes of all City Council meetings; maintains original resolutions and ordinances, and prepares the agendas for Council meetings. Additionally, the Clerk is the chief election officer for municipal elections.
The Clerk assists and supports the public and City departments by making available the records necessary for the City to advance its administrative, legal and legislative functions. The City Clerk encourages the use of cost-saving/productivity improving record management techniques throughout the City such as our paperless agenda for City Council meetings.
Commissions
All Commission meetings are held in the City Council Chambers located in City Hall, 21201 La Puente Road. Agendas are posted 72 hours in advance in City facilities, the Library, and online. All meetings are open to the public and the public may address the commission during the oral communications portion of the meeting.
Planning Commission The five member Planning Commission reviews matters related to zoning, land use, building and planning which may not be approved at a staff level. The Planning Commission may approve or deny building and land use requests or forward recommendations to the City Council. Decisions made by the Planning Commission may be appealed to the City Council. The Planning Commission meets on the first Wednesday of the month at 7:00 p.m.
Parks and Recreation Commission The Parks and Recreation Commission consists of five members who advise staff and Council on matters pertaining to the City’s parks and recreational facilities. The Parks and Recreation Commission meets the third Tuesday of each month at 7:00 p.m.
Senior Commission The five member Senior Commission advises the City Council and staff on matters concerning the City’s Senior Citizens Center. The Commission acts as a voice for the City’s senior population. The Senior Commission meets the first Wednesday of each month at 10:00 a.m.
Youth Advisory Commission The 15 member Youth Advisory Commission plans events and recommends policy to the City Council regarding the city’s teens. The Commission includes junior high and high school students form Walnut Unified School District, Rowland Unified School District, and private schools. The Commission meets on the second Monday of each month at 5:00 pm.
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Sheriff's Community Advisory Committee The five member Public Safety Committee advises the City Council on matters relative to Public Safety. The Committee is chaired by Captain Jeff Scroggin of the Walnut Sheriff's Station and meets on the first Tuesday of each month at the Walnut Sheriff's Station at 7:00 p.m.
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Mt San Antonio Community College
Mission Statement
The mission of Mt. San Antonio College is to support students in achieving their educational goals in an environment of academic excellence.*
Vision Statement
Mt. SAC strives to be regarded as one of the premier community colleges in the nation. We will be viewed as a leader in community college teaching, programs, and services.
As a premier community college, we will provide access to quality, focusing on student success within a climate of integrity and respect. We will earn this reputation by consistently exceeding the expectations of our students, our staff, and our community.
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Core Values
• Integrity: We treat each other honestly, ethically, and responsibly in an atmosphere of trust.
• Diversity: We respect and welcome all differences, and we foster equal participation throughout the campus community.
• Community Building: We work in responsible partnerships through open communication, caring, and a cooperative spirit.
• Student Focus: We address the needs of students and the community in our planning and actions.
• Lifelong Learning: We promote the continuing pursuit of high educational goals through equal access to excellence in both teaching and support services.
• Positive Spirit: We work harmoniously, show compassion, and take pride in our work.
College Goals
The Board of Trustees adopted the college’s 2012-13 goals, which were developed by the Institutional Effectiveness Committee and endorsed by the President’s Advisory Council. The goals are responsive to the dominant themes reported in the Planning for Institutional Effectiveness summaries and to the California Community Colleges System Strategic Plan, the Student Equity Plan goals, and the Basic Skills Initiative. Following are Mt. SAC’s 16 goals:
• The College will secure funding that supports exemplary programs and services.
• The College will prepare students for success through the development and support of exemplary programs and services.
• The College will improve career/vocational training opportunities to help students maintain professional currency and achieve individual goals.
• The College will improve the quality of its partnerships with business and industry, the community, and other educational institutions.
• The College will utilize and support appropriate technology to enhance educational programs and services.
• The College will provide opportunities for increased diversity and equity for all across campus.
• The College will increase access for students by strengthening recruitment and opportunities for full participation in College programs and services.
• The College will encourage and support participation in professional development to strengthen programs and services.
• The College will provide facilities and infrastructure that support exemplary programs and consider the health and safety of the campus community.
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• The College will ensure that basic skills development is a major focus in its planning efforts.
• The College will improve effectiveness and consistency of dialogue between and among departments, committees, teams, and employee groups across the campus.
• The College will engage students in activities and programs designed to increase their term-to- term enrollment (i.e., persistence).
• The College will ensure that curricular. articulation, and counseling efforts are aligned to maximize students' successful university transfer.
• The College will utilize assessment data to guide planning, curriculum design, pedagogy. and/or decision-making at the department/unit and institutional levels.
• The College will utilize existing resources and improve business processes to maximize efficiency of existing resources and to maintain necessary services and programs.
• The College will ensure appropriate staffing to maintain necessary services and support critical functions to implement the College Mission.
Profile of Mt San Antonio Community College District
History
The Mt. San Antonio Community College District was created in December, 1945 when voters of four local high school districts approved the formation of a community college district. Initially known as Eastern Los Angeles County Community College, the College was later renamed Mt. San Antonio College after the most visible snow-capped mountain (popularly known as Mt. Baldy) in the distance behind the Campus.
The 421.33 acre College site was originally part of the 48,000 acre La Puente Rancho. During World War II, the facility was converted into an army hospital and later a navy hospital.
Mt. SAC opened in the Fall of 1946 with 635 students occupying a few Spanish tiled buildings and temporary navy barracks clustered below the San Jose Hills. Walnut, not yet an incorporated city, consisted of very little except dirt roads, cactus, and grasslands covered in the spring with wild mustard grass.
Not surprisingly, the growth of Mt. SAC has mirrored that of the local area. The College now serves the communities of Baldwin Park, Bassett, Charter Oak, Covina, Diamond Bar, the southern portion of Glendora, Hacienda Heights, City of Industry, Irwindale, La Puente, La Verne, Pomona, Rowland Heights, San Dimas, Valinda, Walnut, and West Covina.
Mt. SAC has emerged as a leader in education not only in the San Gabriel Valley, but in the State. The College is the largest, single-campus community college in the State of California with a combined Credit, Continuing Education, and Community Service student enrollment of nearly 40,000. In 2004, Mt. San Antonio College proudly celebrates 58 years of educational excellence. The College will continue to offer access to quality programs and services as well as provide an environment for educational excellence throughout the 21st Century.
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General Data
Mt San Antonio College (MtSAC) is part of the State of California Community College (CCC) system. It was established in 1946 at the site of a former military hospital. It is the largest single campus district in the CCC system. It has one campus and 2 primary and many other small satellite sites. Current enrollment is approximately 65,000 students. The CCC system has 72 districts, each with state established service areas. Districts enroll students from within and outside of their service area. Mt. San Antonio College (Mt. SAC) is a public community college which offers a diversified program designed to develop qualities of general education essential for citizens in a democratic society. The objectives of the education program are to:
• Prepare students for transfer to baccalaureate level colleges and universities. • Increase vocational competence culminating in usable and marketable occupational skills. • Provide a general education emphasizing basic skills and appreciations. • Promote continuing education and lifelong learning. • Assist the student through guidance to know and develop his/her abilities in relation to his/her potential. • Provide community service and adult education.
Mt. San Antonio College is among the largest of California's 112 community colleges. Located in the city of Walnut, Mt. SAC serves nearly 20 communities and a million residents in the bustling San Gabriel Valley. Since the College opened its doors in 1946, Mt. SAC has provided quality and affordable educational opportunities to more than a million students of all ages. Today, the College offers more than 200 degree and certificate programs and has earned statewide and national distinction in a number of disciplines. Our alumni have distinguished themselves in both the private and public sectors.
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Location
Mt. San Antonio College (Mt. SAC) is located on a beautiful, 420-acre campus about 25 miles east of Los Angeles near the foothills of the college's namesake, Mt. San Antonio, more commonly known as, Mt. Baldy. Mt. SAC serves the following incorporated and unincorporated communities of the San Gabriel Valley:
Baldwin Park, City of Industry, Covina, Diamond Bar, Glendora (southern portion), Irwindale, La Puente, La Verne, Pomona, San Dimas, Walnut, West Covina, and the unincorporated communities of Bassett, Charter Oak, Hacienda Heights, Rowland Heights, and Valinda.
Our mailing address and phone number are:
Mt. SAN ANTONIO COLLEGE 1100 N. Grand Avenue, Walnut, CA, 91789 (909) 274-7500
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Overhead Map
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Campus Map
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Accreditation
Mt. San Antonio College (Mt. SAC) is accredited by the Accrediting Commission for Community and Junior Colleges (ACCJC) of the Western Association of Schools and Colleges (WASC), an institutional accrediting body recognized by The Commission of Recognition of Post-Secondary Accreditation and the U.S. Department of Education. ACCJC can be reached as follows
Accrediting Commission for Community and Junior Colleges 10 Commercial Blvd Suite 204, Novato, CA 94949 Tel: 415.506.0234 Fax: 415.506.0238
In fall 2010, the college underwent an extensive evaluation from a team of its peers from different colleges within the ACCJC system. The college's previous self-study was done in 2004 and its midterm report in 2007. The college's next report is its midterm report due in October 2013.
General Education Outcomes (GEOs)
GEOs are statements that define the knowledge, skills, and perspectives acquired by students who satisfy our general education requirements. It is through the formulation and assessment of GEOs that the Mt. SAC general education pattern will be assessed. GEOs have been determined and will be assessed by faculty who teach courses within Areas A – E of our general education pattern. On May 28, 2009, the Academic Senate approved GEOs for Mt. SAC. The GEOs and the Areas for which they apply are:
Area A, Communications:
• Students will be able to perform basic speech delivery skills. • Students will be able to evaluate the reliability of information sources. • Students will critically evaluate public speeches. • Students will understand the need to adapt communication style to acknowledge the differences in others.
Area A, English:
• Students will be able to develop a thesis statement that advances a clear argument. • Students will be able to use textual evidence for support of their thesis. • Students will be able to evaluate the reliability of information from a variety of print and electronic sources.
Area B, The Physical Universe and Life:
• Students completing relevant assignments in Area B courses will evaluate the impact of science on their daily lives.
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Area C, Arts:
• Students completing an assignment in Area C (Arts) courses will be able to analyze modes of artistic expression.
Area C, Humanities:
• Students completing an assignment in Humanities Area C will be able to identify the influence of culture on human expression.
Area D, U.S. History and American Institutions:
• Students will be able to differentiate among changes in the American constitutional government over time.
Area D, Social, Political, and Economic Institutions:
• Students completing relevant assignments in Area D2 courses will analyze the relationship between social, political, and/or economic institutions and human behavior.
Area E, Lifelong Understanding and Self-Development:
• Students completing an assignment in Area E courses will demonstrate meaningful self- evaluation related to increasing their lifelong personal well-being.
Academic Calendar
Semester system, comprising four terms: 16-week fall semester, 6-week winter intersession, 16-week spring semester, 6-week summer session.
Fees
$46/unit for California residents; $217/unit + $46/unit for nonresidents and international students. Additional fees for health services, parking, books and class materials, transcripts
Noncredit: Adult / continuing education / ESL classes offered free (state-funded). Varying fees charged for career / professional, certificate, recreational, and youth programs.
Academic Programs
More than 200 academic and vocational programs, covering all undergraduate majors and unique and specialty programs, such as air traffic control, computer network security, fashion design, restaurant and hospitality management, personal trainer, and a variety of award-winning music and performing arts programs.
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Degrees Offered
• Associate in Arts • Associate in Science • Bachelor of Arts in Aviation Management* • Bachelor of Science in Fire Technology* • Professional Certificates in more than 140 programs * in partnership with Southern Illinois University
Crime Statistics
By October 1 of each year, Mt. SAC is required to publish and distribute an annual campus security report to all current students and employees. In addition, Mt. SAC must provide a timely warning of crimes reported to campus security and local police agencies in a manner that is intended to prevent similar crimes from recurring and to protect the personal safety of students and employees. The following is the latest 3 year summary of crime reports:
CRIME 2009 2010 2011
Murder - Non-Negligent Manslaughter 0 0 0 Murder - Negligent Manslaughter 0 0 0 Sex Offences - Forcible 0 0 1 Sex Offences - Non Forcible 0 0 1 Robbery 6 0 0 Aggravated Assault 9 5 3 Burglary 14 8 6 Burglary from Motor Vehicle 27 29 11 Motor Vehicle Theft (GTA) 12 17 5 Theft from Vehicle 45 16 24 Theft 53 67 62 Arson 0 0 0 Vandalism 31 32 30 Liquor Law Violations 3 1 3 Drug Law Violations 4 2 11 Illegal Weapons Violations 1 0 3 Hate Crimes - Race 0 4 1 Hate Crimes - Gender 0 0 0 Hate Crimes - Religion 0 0 0 Hate Crimes - Sexual Orientation 0 0 0 Hate Crimes - Ethnicity 0 0 0 Hate Crimes - Disability 0 0 0 YEARLY TOTALS 205 182 166
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Demographics
Student Population
2010-11 Student Enrollment
• Credit Students (fall semester) - 35,242
• Continuing Education Students (unduplicated, Includes credit students who also enrolled in noncredit classes) - 43,156
• Community Service Fee Class students (unduplicated) - 4,693
Age
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Ethnicity
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Gender
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Disabilities
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Income
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Language Spoken
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Educational Attainment
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Veterans
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Employee Population
Full-time Faculty 375 Classified Employees 508 Managers 69 Part-time Faculty 1,150 Confidential Employees + Supervisors 22 TOTAL EMPLOYEES 2,124
Diversity Full-time
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Diversity Part-time
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Campus Development
The Mt. SAC Promise is our commitment to our students and community to provide quality facilities, current technology and a campus environment that foster innovative instruction and learning well into the 21st century.
Measure R, the $221-million state bond measure approved by local voters in 2001, has given us an excellent start at keeping that promise. Since the bond's passage, Mt. SAC has moved quickly to renovate and replace deteriorating facilities, and has brought over a dozen new facilities online and upgraded aging infrastructure — comprising more than 620,000 square feet of new and renovated instructional space, athletic fields, infrastructure and support facilities.
The promise continues through an extension bond measure —MEASURE RR—which was approved overwhelmingly by voters during the area's worst economic recession. It is expected to generate $353 million in bond funding and up to $132 million in state matching funds for new instructional facilities and other critical upgrades.
Completed Projects
Thanks to Measure R funding, scores of projects have been completed, including major infrastructure work, renovated classrooms and facilities, new academic complexes, and state-of-the-art athletic fields. Following is a partial list of completed projects along with descriptions, renderings and photos. These projects were either fully funded by Measure R dollars or partially supported by state and other funding sources.
Agricultural Sciences Complex
A four-structure complex comprising classrooms and laboratories for horticulture, animal science and registered veterinary technology programs, as well as modernized farm buildings.
Project Completion: 2011, Estimated cost: $29M ($18.5M from MR), Architect: AC Martin Partners & Hill Partnership
Arts Studio
Renovation of classrooms and seismic retrofitting work.
Completed: 2006, Cost: $4.1M ($2.1M from bond), Architect: GPRA
Athletic Fields
A total of five state-of-the-art fields for women's softball, men's baseball and soccer programs
Completed: 2005, Cost: $8.8M, Architect: GPRA
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Building 23 and Data Center Renovation
Renovated existing 20,000-sf facility and construction of new 7,000-sf Data Center to house campus-wide information technology operations.
Completed: Fall 2007, Cost: $9M Architect: HMC
Campus Infrastructure & Improvements
Includes wide range of improvement projects, including plumbing, electrical, landscape replacement, water pumps, sewer and storm drain systems, road/parking improvements, and wheelchair ramps and other accessibility requirements.
Projected cost: $41.2M
Central Plant
A centralized chilled water production source to supply low-cost cooling to campus buildings and facilities; generates electrical power from clean-burning natural gas.
Completed: 2005, Cost: $13M, Engineer: Chevron Energy Solutions
Classroom Remodel in Bldgs. 7, 11, 26
A 210,000-sf renovation of natural science, social sciences, English, communication and art history classrooms.
Completed: 2008, Cost: $41M ($30M from MR), Architect: Hill Partnership
Founders Hall Project
Combines 3,800 sf of the old President's House with a new 6,000-sf addition, housing Board of Trustees meeting room, President's Office, conference/meeting rooms, and dining facilities.
Completed: 2007, Cost: $6.1M, Architect: Steven Fader Architects
Health Careers Center
A 36,209-sf facility houses Mt. SAC's Nursing, Mental Health, EMT/Paramedic, Radiology Technician and Respiratory Therapist programs.
Completed: 2005, Cost: $10.5M, Architect: HMC
Language Center
A 44,457-sf facility houses 27 classrooms, 19 offices and 3 labs for ESL, American Language, and Foreign Language programs, as well as the Humanities & Social Sciences Division.
Completed: 2005, Cost: $9.7M, Architect: HMC
Livestock Pavilion & Equipment Technology Center
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The first projects completed with bond funds. The 11,500-sf Pavilion houses cows, swine, sheep and other livestock, while 6,500-sf Technology Center teaches students how to maintain farm equipment.
Completed: 2003, Cost: $1.2M, Architect: KTGY Group
Math & Science Complex
A new 65,858-sf complex will house 26 classrooms, faculty and division offices, computer labs, lecture halls, learning center, and exploratorium. Addition of this facility completed the Natural Sciences Complex.
Completed: 2008, Cost: $25M, Architect: Hill Partnership
Music Building Expansion
Added 5,376-sf, two-story structure to existing Performing Arts Center to provide sound- friendly instrumental music rehearsal and practice spaces for students.
Projected completion: Summer 2007, Projected cost: $4.3M, Architect: Dougherty & Dougherty
Science Laboratories
One of the state's most technologically advanced with 65,000 sf of instructional space and 23 state-of-the-art labs for chemistry, biology, geology, anthropology, anatomy, and histology.
Completed: 2006, Cost: $34.6M ($13.9M from bond), Architect: NTD Architects
Student Health & Resource Center
A 5,500-sf building houses facilities for health services as well as a resource center that provides three state-of-the-art skills labs and a human patient simulator.
Completed: 2005, Cost: $1.2M ($1M from Student Health Reserves), Architect: HMC
Student Services Center Renovation
Redesign of 51,000-sf facility was renovated and existing spaces improved to maximize space utilization for delivery of vital student services, including admissions, records, financial aid, disabled student services, counseling, advisement and testing, financial aid, career placement.
Completed: 2008, Cost: $7.7M, Architect: tBP/Architects
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Welding & Air Conditioning Complex
A 26,500-sf twin-building complex provides facilities for students enrolled in welding, air conditioning and refrigeration repair programs.
Completed: 2005, Cost: $5.6 million, Architect: GPRA
Current Projects
The following is a partial list of projects currently under construction along with descriptions and renderings. These projects are being financed through Measure R, and/or Measure RR funding and state funding (as noted).
Administration Building
Renovation of existing 2-level office building, including Instruction Division Office, Human Resources Office, Research & Insitutional Effectiveness Office, Grants Office, Marketing & Public Affairs Office, Printing Services, Administrative Services Office, and classrooms.
Estimated cost: $12.7 ($6.5M from MRR), Architect: HMC
Athletics Field House
Renovation of offices and classrooms.
Project cost: $5.2M
Design Technology Center
A new 69,000-sf center will consolidate computer-based design programs such as animation, architecture, graphic arts, photography and geographic information systems. This is the final Measure R project
Projected cost: $24.5M ($14M from MR), Architect: HMC
Early Childhood Education Center
This is the first Measure RR project. 33,000-sf complex of four buildings will house child development classrooms, labs, observation spaces, and all of the required facilities for providing child care for up to 162 children (infants to 5 year olds). Center will also include faculty and administrative offices, meeting and conference rooms, staff and lab preparation areas, and children's meal preparation and serving spaces.
Estimated cost: $18.5M
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Future Projects
The following is a partial list of future projects along with descriptions, renderings and photos. These are either in the design phase or on the drawing board for the near future. Some projects (as noted) will be financed through Measure RR funding, while the other projects will be financed by future bond and state funding.
Business and Computer Technology Center
An 87,000-sf complex would provide much-needed consolidation of business administration, accounting, management, computer information systems, office technology, and family/consumer sciences instructional programs. The two-building complex would include state-of-the-art technology that supports current teaching methods, including increased use of laboratory-based learning environments as opposed to traditional lecture classrooms.
Estimated cost: $46M (50% from state bond)
Fire Academy & Training Tower
A 10,000-sf complex includes a state-of-the-art fire-fighting training facility and classroom/administration building that meets state, environmental laws, fire service training needs, and local storm water requirements. Facility eliminates need for leasing space from other institutions to train fire technology/firefighter students.
Estimated cost: $10M
Library/Student Activity/Bookstore Complex
A 217,000-sf facility would consolidate all the services of the campus Library/Learning Resource Center, Student Life Center and Campus Center into one permanent complex and free up other facility space for needed classrooms. Facility would function similarly to a university Student Union building, housing student life activities, food service and concessions, and campus bookstore.
Estimated cost: $150M (approx. $79M from state bond)
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Structure of Administration
The Board of Trustees is the ultimate policy-making body of the College. The President & CEO oversees implementation of Board policies and is responsible for the overall administrative governance of the College. All campus groups — faculty, staff, and students — play key roles in this collective and important effort.
Mt. SAC Board of Trustees
The Board of Trustees is empowered by the California State Constitution to be the policy-making body of the College. The Board consists of five elected community members and one Student Trustee.
The Mt. San Antonio College Board of Trustees normally meets the fourth Wednesday of each month at 1100 N. Grand Avenue, Founders Hall, Walnut, CA. The closed session portion of the meeting begins at 6:00 p.m., with the public session following at 6:30 p.m. Special meetings may be called as needed.
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Board Policies
The Board of Trustees governs on behalf of the citizens of the Mt. San Antonio Community College District in accordance with the authority granted and duties defined in Education Code Section 70902. The Board establishes policies that define the institutional mission and set prudent, ethical and legal standards for college operations.
Administrative Procedures
Administrative Procedures (AP) are revised, updated, or edited based on recommendations from units across the campus following a systematic revision and review process and discussion by designated groups whose work is affected by changes to ensure accuracy and broad institutional dialogue as the basis for building consensus. These groups may include the Academic Senate, the classified unions, and the Faculty Association, along with the appropriate councils and committees whose purpose and function determine their participation given the particular issues under discussion.
President & CEO
Dr. William (Bill) Scroggins took office as the ninth President & CEO of Mt. San Antonio College on July 1, 2011. Dr. Scroggins has both policy and management oversight responsibility for California’s largest single-campus community college district. Mt. SAC has some 2,900 employees and serves over 60,000 students annually on a 420-acre campus, located in Walnut, CA. The campus is in the midst of a comprehensive facilities construction and renovation program to provide an environment for innovative teaching and learning.
Dr. Scroggins became well known throughout California's community colleges for his work with the statewide Academic Senate, serving as its president from 1997 to 1999. He is the author of three chemistry books and is in demand as a speaker on a wide range of topics in higher education, including curriculum, technology, shared governance, articulation and transfer, and student learning outcomes.
Academic Senate
The Academic Senate is responsible for making recommendations to the administration and for communicating with the Board of Trustees on policy development and implementation with respect to academic and professional issues. The Board of Trustees primarily relies on the Academic Senate for curriculum, including establishing prerequisites and placing courses within disciplines, degree requirements, grading policies, educational program development, standards and polices for student preparation and success, and policies for faculty professional development. The Academic Senate and the College President/CEO reach mutual agreement for district and governance structures as related to faculty roles, processes for program review, processes for institutional planning and budget development, and other issues recognized as academic and professional in nature stipulated in Title 5 Subchapter 2, Academic Senates, Sections 53200-53204.
Faculty Association
The Mt. San Antonio College Faculty Association, Inc., CTA/NEA is an affiliate of the California Teachers Association and the National Education Association.
The Faculty Association is the exclusive representative for the unit of employees at Mt. San Antonio College known as professors. Included in this unit are Full-Time Regular, Contract, and Temporary
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Instructors, Counselors, Librarians, Department Chairpersons, Instructional Specialists (Disabled Programs and Services), and other faculty on reassigned time.
Association of Student Government
The Associated Students of Mt. San Antonio College are Mt. SAC students who have paid the current Student Activities Fee. Associated Students, otherwise known as student government, is recognized as the official student voice on all college issues. A.S. Officers serve to promote and protect the diverse needs of the student population, enhance the awareness of student concerns, and foster leadership and involvement in the campus community.
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Plan Adoption
Process
The Updated Hazard Mitigation Plan will be reviewed, and approved by Hazard Mitigation Steering Committee. The updated plan will be forwarded to the Walnut City Council and the Mt San Antonio CCD Board of Trustees for consideration and adoption on behalf of the City and the Community College District.
The adopted Plan update will be submitted to the State of California Emergency Management Agency (CalEMA) for final review, recommended approval and forwarding to the Federal Emergency Management Agency (FEMA) for review and approval.
Ongoing Maintenance and Procedures
The Hazard Mitigation Steering Committee shall review and revise the plan every 12 months:
• That review will document the process on implementation of hazard mitigation strategies;
• Review and update changes as appropriate to the Plan;
• The Plan will be re-submitted to the California Emergency Management Agency and FEMA every 5 years for review and approval.
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Adoption Resolutions
City of Walnut
(Adoption Resolution Copy Here)
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Mt. San Antonio Community College District
(Adoption Resolution Copy Here)
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Legal Authority
Federal Laws
Robert T. Stafford Act PL 93-288
Federal Disaster Relief Act of 1974 (Public Law 93-288).
Federal Civil Defense Act of 1950 (Public Law 920), as amended
Public Law 84-99 (U.S. Army Corps of Engineer-Flood Fighting).
State Laws
California Emergency Services Act (Chapter 7 of Division 1 of Title 2 of the Government Code).
California Natural Disaster Assistance Act.
Section 128, California Water Code (California Department of Water Resources- Flood Fighting).
Orders and Regulations which may be Selectively Promulgated by the Governor during a STATE OF EMERGENCY (see Attachment 1-1-A, WALNUT Multihazard Plan).
Orders and Regulations Promulgated by the Governor to Take Effect upon the Existence of a STATE OF WAR EMERGENCY (see Attachment 1-1-B, WALNUT Multihazard Plan).
References
California Emergency Plan
Disaster Assistance Procedural Manual (published by the California Office of Emergency Services)
California Emergency Resources Management Plan
California Master Mutual Aid Agreement and supporting mutual aid agreements.
California Law Enforcement Mutual Aid Plan
California Fire and Rescue Operations Plan.
Local Codes & Ordinances
City of Walnut Municipal Code
Title I GENERAL PROVISIONS AND ADMINISTRATION
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Chapter 1 GENERAL PROVISIONS Chapter 2 ADMINISTRATION Chapter 3 ARRESTS, FINES AND IMPRISONMENT Chapter 4 FINANCE Chapter 5 PURCHASE AND SALE OF EQUIPMENT AND SUPPLIES Title II BUILDINGS AND BUILDING REGULATIONS Chapter 6 BUILDINGS Chapter 7 ELECTRICITY Chapter 8 MECHANICAL CODE Chapter 9 PLUMBING Chapter 9A RESIDENTIAL CODE Title III PUBLIC HEALTH, SAFETY AND WELFARE Chapter 10 ADVERTISING Chapter 11 ANIMALS AND FOWL Chapter 12 CIVIL DEFENSE Chapter 13 FIRE PREVENTION Chapter 14 GAMBLING Chapter 15 HEALTH AND SANITATION Chapter 15A COLLECTION AND DISPOSAL OF REFUSE Chapter 16 MOTOR VEHICLES AND TRAFFIC Chapter 16A NUISANCES Chapter 16B NOISE Chapter 17 OFFENSES—MISCELLANEOUS Chapter 17A CAMPAIGN AND ELECTION REFORM Chapter 17B AIR QUALITY Chapter 17C CONTROLLED SUBSTANCES Chapter 17D SEX OFFENDER RESIDENCY RESTRICTIONS Title IV LICENSES AND PERMITS Chapter 18 BUSINESS LICENSES AND PERMITS GENERALLY Chapter 19 OUTDOOR FESTIVALS Chapter 20 PRIVATE PATROL Title V PUBLIC WORKS Chapter 21 SEWERS AND SEWAGE DISPOSAL Chapter 22 STREETS AND SIDEWALKS Title VI PLANNING AND ZONING Chapter 23 SUBDIVISIONS Chapter 24 UNDERGROUND UTILITIES Chapter 25 ZONING Chapter 26 RESIDENTIAL DEVELOPMENTS IN OVERCROWDED PUBLIC SCHOOL ATTENDANCE AREAS Chapter 27 DEVELOPMENT AGREEMENTS Title VII TAXATION Chapter 28 PROPERTY TAX Chapter 29 SALES AND USE TAX Chapter 30 DOCUMENTARY STAMP TAX Chapter 31 PROPERTY DEVELOPMENT TAX Chapter 32 TRANSIENT OCCUPANCY TAX
Mt San Antonio Community College Board Policies
The official name of the District is Mt. San Antonio Community College District. The official name of the College is Mt. San Antonio College. These names are the property of the District. No person shall,
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BP 2010 Board Membership BP 2015 Student Member BP 2100 Board Elections BP 2105 Election of Student Member BP 2110 Vacancies on the Board BP 2200 Board Duties and Responsibilities BP 2210 Officers BP 2220 Committees of the Board BP 2305 Annual Organizational Meeting BP 2310 Regular Meetings of the Board BP 2315 Closed Sessions BP 2320 Special and Emergency Meetings BP 2330 Quorum and Voting BP 2340 Agendas BP 2345 Public Participation at Board Meetings BP 2350 Speakers BP 2355 Decorum BP 2360 Minutes BP 2365 Recording BP 2410 Policy and Administrative Procedure BP 2430 Delegation of Authority to College President/CEO BP 2431 CEO Selection BP 2432 College President/CEO Succession BP 2435 Evaluation of College President/CEO BP 2610 Presentation of Initial Collective Bargaining Proposals BP 2710 Conflict of Interest BP 2715 Code of Ethics/Standards of Practice BP 2716 Political Activity BP 2717 Personal Use of Public Resources BP 2720 Communications Among Board Members BP 2725 Board Member Compensation BP 2730 Health Benefits BP 2735 Board Member Travel BP 2740 Board Education BP 2745 Board Self-Evaluation
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City of Walnut/Mt San Antonio Community College District (Version 2.0) Hazard Mitigation Plan Planning Process Documentation of the Planning Process
Hazard Mitigation Planning Team
Participating Jurisdictions
• City of Walnut
• Mt San Antonio Community College District
The City of Walnut/Mt San Antonio Community College District combined jurisdictions reconvened the Local Hazard Mitigation Planning Committee on June 14, 2012 for the purpose of updating the information contained in the plan. The following persons served on the committee:
Committee Membership
Make DiMaggio Chief, MSCCD Police Dept [email protected] Karen Saldana Risk Manager, MSCCD [email protected] Becky Mitchell Mgr, Facilities Support Svcs, MSCCD [email protected] Chuck Robinson Dep City Mgr, City of Walnut [email protected] Rosalea Layman Sr. Analyst, City of Walnut [email protected] Lisa James Admin Asst, City of Walnut [email protected] Laura Nash Sr. Planner, City of Walnut [email protected] Rich Rogala Consultant [email protected]
Committee By-Laws (Update)
Proposed and adopted Hazard Mitigation Planning Steering Committee By-Laws
1. The CITY OF WALNUT/MT SAN ANTONIO CCD MULTI-JURISDICTIONAL HAZARD MITIGATION STEERING COMMITTEE is a Multi-Jurisdictional committee represented by members from the CITY OF WALNUT, and MT SAN ANTONIO COMMUNITY COLLEGE DISTRICT.
2. This COMMITTEE agrees to review, update, make and pass policy recommendations by a vote of a simple majority of those members present at the scheduled meeting.
3. Members of this COMMITTEE agree to meet periodically to identify hazard priorities and review, identify and implement hazard mitigation strategy recommendations.
4. Any single Hazard Mitigation Steering Committee member may request, at a scheduled meeting of the Hazard Mitigation Steering Committee, an adoption of, or amendment to any part of the plan or process.
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5. The CITY COMMITTEE was re-organized in June 2012, as reflected by the minutes of that meeting, and agreed to meet periodically to review, update and identify new hazard risks and feasible hazard mitigation strategy recommendations.
6. The COMMITTEE may form subcommittees to review and develop those feasible hazard mitigation strategy recommendations identified that will be reviewed by the Hazard Mitigation Steering Committee as a whole.
7. The sub-committees or members will identify and bring forward hazard mitigation strategies from existing recommendations contained in plans and documents, and from the input of stakeholder jurisdictions, private citizens and organizations.
8. The COMMITTEE will review, update and identify new constraints to mitigation strategies that affect the represented jurisdictions’ ability, authority and responsibility to implement those strategies.
9. The COMMITTEE will develop and implement methods to solicit and receive input from Stakeholders and Citizens throughout the Hazard Mitigation Plan update process.
Committee Tasks
1. Coordinate tasks and activities with the represented jurisdictions’ staff and departments to update the all-hazards disaster mitigation plan and support Committee’s co-chairs oversight of the plan update process.
2. Assist in carrying out the updated goals and objectives of the Hazard Mitigation Plan in compliance with FEMA DMA 2000 Hazard Mitigation Act.
3. Re-prioritize and update risks for implementing mitigation strategies.
4. Review and update selected designated Critical Facilities owned by and in proximity to those owned by the jurisdictions and update the risk exposure analysis for those facilities.
5. Review and select the highest priority and most-desired mitigation recommendations and develop those recommendations for further action by each member of the Committee.
6. Review mitigation plan drafts, recommendations and updates.
7. Review and update long- and short-term goals.
8. Integrate the plan update with all phases of each jurisdiction’s Comprehensive Emergency Management Plan and General or Strategic Plan.
9. Provide for the implementation of Committee decisions.
10. Encourage development of, coordinate and implement a methodology for the implementation of public input.
11. Establish Committee responsibilities to include but not be limited to the following:
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• Update implementation ability and constraints for proposed Hazard Mitigation Steering steps and development of strategies
• Update community concerns through private and public input
• Update implementation resources
• Update lead departments for implementation of strategies
• Provide for the future updates of the Disaster Mitigation Plan on a regularly scheduled basis
• Evaluate and carry out mitigation activities, as feasible
• Assist in implementation of funding identification and procurement
Goals & Objectives
Proposed and adopted Hazard Mitigation Goals
• Support the updated priorities of each jurisdiction; their mandates, employees, students, citizens and the business community.
• Promote updated economic development strategies consistent with seismic, floodplain and risk management guidance as developed by each jurisdiction and its agencies and/or organizations.
• Provide for an effective public awareness program update for natural and technological hazards present in the represented jurisdictions.
• Encourage scientific study and the updated development of data to support mitigation strategies for those hazards that are a threat to each jurisdiction.
• Update the program promoting the recognition of the real value of hazard mitigation to public facilities, public safety and welfare of all citizens of the respective jurisdiction.
• Support the mitigation efforts of local governments, private citizens, non-profit organizations and private businesses throughout.
Proposed and adopted Hazard Mitigation Objectives
1. Review, update and identify new mitigation actions to reduce loss of lives and property.
2. Update mitigation actions that are feasible, to reduce loss of lives and property.
3. Review, update and Identify new mitigation strategies that will allow each jurisdiction to perform its primary mission and goals.
4. Review, update and identify new mitigation opportunities for short- and long-range considerations.
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5. Maintain safe building and zoning codes that support scientific findings of a known risk.
6. Review, update and Identify new lead jurisdictional Departments, Organizations and Agencies that have an interest in mitigation of specific hazards.
7. Update the standard mitigation program utilizing current authorities, policies and programs of each jurisdiction.
8. Train and maintain an effective and ongoing Committee that will facilitate implementation of the Multi-Jurisdictional All-Hazard Mitigation Plan.
9. Review and update other jurisdictional programs to identify current and future mitigation goals and objectives in compliance with city, county, state and Federal requirements.
10. Gain support of each jurisdiction’s administration for the Hazard Mitigation Plan implementation.
11. Achieve the overall goal of constant and consistent review of the comprehensive mitigation program with Federal, state, represented jurisdictions and other appropriate adjacent jurisdictions.
12. Support identified hazard mitigation strategies as set forth in each jurisdiction’s general, master and/or strategic plans and all other represented jurisdictional plans that contain Hazard Mitigation Strategies.
Public Participation for City of Walnut & Mt. San Antonio CCD
Several documents (listed below) were used to solicit public and outside jurisdiction input pertaining to Disaster Hazard Mitigation and the development of this Plan.
Letter of Introduction for Hazard Mitigation Planning Survey
Dear Resident:
The City of Walnut and Mt. San Antonio Community College District are currently updating their Hazard Mitigation Plan as required in the Disaster Mitigation Act of 2000 (DMA-2000). This project addresses:
Safety of Life & Property by:
• Implementing activities that assist in protecting lives by making homes, businesses, infrastructure, critical facilities, and other property more resistant to losses from all hazards.
• Reducing losses and repetitive damages for chronic hazard events.
Public Awareness by:
• Developing and implementing education and outreach programs to increase public awareness of the risks associated with these hazards.
• Providing information on tools; partnership opportunities, and funding resources to assist in
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implementing mitigation activities.
Natural Systems by:
• Balancing natural resource management, and land use planning with natural hazard mitigation to protect life, property, and the environment.
• Preserving, rehabilitating, and enhancing natural systems to serve natural hazard mitigation functions.
Fosters Partnerships and Implementation by:
• Strengthening communication and coordinate participation among and within public agencies, citizens, non-profit organizations, business, and industry to gain a vested interest in implementation.
• Encouraging leadership within public and private sector organizations to prioritize and implement local and regional hazard mitigation activities.
Enhances Emergency Services by:
• Establishing policy to ensure mitigation projects for critical facilities, services, and infrastructure.
• Strengthening emergency operations by increasing collaboration and coordination among public agencies, non-profit organizations, business, and industry.
• Coordinating and integrating hazard mitigation activities, where appropriate, with emergency operations plans and procedures.
In accordance with that law, it is our intent to solicit input regarding hazards from the community we serve. We have enclosed a short questionnaire designed to gather information vital to an effective Hazard Mitigation Planning Project. Please take a few minutes to fill out the questionnaire and return it, no later than October 20, 2012 Mail to: City of Walnut Attn: Lisa James 21201 La Puente Rd Walnut, CA 91789
Thank you for your support.
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Hazard Mitigation Planning Survey
1. Community Zip code: ______Internet Access Y/N _____ Own/Rent ______
2. How concerned are you about the following disasters affecting your community? Please give each hazard a priority rating as follows: 0 = Not concerned; 1 = Somewhat concerned; 2 = Moderately concerned; 3 = Very concerned
Natural: Floods ______Landslide/Mudslides _____ Fire (Wild Land & Urban) _____ Earthquake ______Volcano _____ Severe Weather/High Winds _____ Biological ______
Human caused: Terrorism _____ Hazardous Materials _____ Transportation Accident/Loss _____ Special Events _____ Utilities Loss/Disruption _____ Telecommunications Failure _____ Radiological _____ Health Alert/Pandemic _____ Dam Failure _____
3. What is the most effective way for you to receive information about how to make your household and home safer from natural disasters? (Please check all that apply.)
Newspaper Stories/Ads Books Outdoor Advertising Television News/Ads Mail Church/Religious Organizations Radio News/Ads Fire Dept Internet/Email Employer Sheriff’s Dept. Government Agencies Public Meetings University/Research Brochures Utility Bills
4. In the following list please check those activities that you have done, plan to do in the near future, have not done, or are unable to do. (Please check one answer for each preparedness activity) -
Plan Have Have Unable Have you or someone in your household: to Not Done to Do Do Done Attended meetings or received written information on natural disasters or emergency preparedness? Talked with family members about what to do in case of a disaster or emergency? Developed a “Household/Family Emergency Plan” in order to decide what everyone would do in the event of a disaster? Prepared a “Disaster Supply Kit” (extra food, water, medications, batteries, first aid items and other emergency supplies)? In the last year, has anyone in your household been trained in First Aid or Cardio-Pulmonary Resuscitation (CPR)?
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5. Building a disaster supply kit, receiving First Aid training and developing a household/family emergency plan are all inexpensive activities that require a personal time commitment. How much time (per year) are you willing to spend on disaster/emergency preparedness? (Check only one) 0-1 hour 2-3 hours 4-7 hours 8-15 hours 16+ hours Unknown
6. Did you consider the possible occurrence of a natural hazard when you bought/moved into your current home? Yes No
7. Would you be willing to spend more money on a home that has features that make it more disaster resistant? Yes No
8. Would you be willing to make your home more resistant to natural disasters? Yes No
9. What nonstructural or structural modifications for earthquakes have you made to your home? (Please check all that apply)
9a. Nonstructural 9b. Structural Anchor bookcases, cabinets to wall Secure home to foundation Secure water heater to wall Brace inside of cripple wall with sheathing Install latches on drawers/cabinets Brace un-reinforced chimney Fit gas appliances with flexible connections Brace un-reinforced masonry and concrete walls Brace Foundation Others (please explain) None
10. Natural and human-caused disasters can have a significant impact on a community but planning for these events can help lessen the impact. The following statement will help us determine community priorities for planning for those hazards. Please tell us how important each one is to you.
Statement Very Somewhat Somewhat Not No Important Important Unimportant Important Opinion Protecting private
property Protecting critical facilities (hospitals,
transportation networks, fire stations) Preventing development
in hazard areas Protecting natural
environment Protecting historical and
cultural landmarks Promoting cooperation among public agencies, citizens, non-profit
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organizations and businesses Protecting and reducing
damage to utilities Strengthening emergency services (police, fire, ambulance)
11. Please check the box that best represents your opinion of the following strategies to reduce the risk and loss associated with natural disasters.
Somewhat Do Not No Communitywide Strategies Support Support Support Opinion I support a regulatory approach to reducing risk. I support a non-regulatory approach to reducing
risk. I support policies to prohibit development in areas
subject to natural hazards. I support the use of local tax dollars to reduce risks
and losses from natural disasters. I support protecting historical and cultural
structures. I would be willing to make my home more disaster-
resistant. I support steps to safeguard the local economy
following a disaster event I support improving the disaster preparedness of
schools.
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Hazard Mitigation Survey Results
Survey forms handed out to residents at Emergency Preparedness Seminar, September 20, 2012
28 completed survey forms were received.
NOT SOMEWHAT MODERATELY VERY NO CONCERNED CONCERNED CONCERNED CONCERNED NOTED RESPONSE (0) (1) (2) (3) NATURAL DISASTERS FLOODS 7 4 3 2 2 8 EARTHQUAKES 1 0 1 17 9 1 BIOLOGICAL 1 4 7 4 0 12 LANDSLIDE/MUDSLIDE 4 5 5 2 1 11 VOLCANO 14 0 0 2 0 12 FIRE (Wild Land & Urban) 1 1 9 8 4 5 SEVERE WEATHERS/HIGH 1 5 6 4 2 10 WINDS HUMAN CAUSED TERRORISM 2 5 5 5 6 5 SPECIAL EVENTS 1 7 5 1 1 13 RADIOLOGICAL 4 5 4 3 1 13 HAZARDOUS 1 5 6 6 2 8 MATERIALS UTILITIES 1 5 1 9 6 6 LOSS/DISRUPTION HEALTH 1 3 5 7 2 10 ALERT/PANDEMIC TRANSPORTATION 2 2 8 6 5 5 ACCIDENT/LOSS TELECOMMUNICATION 0 8 3 5 2 10 FAILURE DAM FAILURE 10 4 1 1 1 11
3. What is the most effective way for you to receive information about how to make your household and home safer from natural disasters?
14 Newspaper Stories/Ads 4 Books 4 Outdoor Advertising 19 Television News/Ads 13 Mail 7 Church/Religious Organizations 10 Radio News/Ads 9 Fire Dept 17 Internet/Email 1 Employer 9 Sheriff Dept. 9 Government Agencies 14 Public Meetings 1 University/Research 11 Brochures 5 Utility Bills
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4. What emergency/first aid procedures have you done or plan to do in the near future, have or have not done, or are unable to do?
Have Plan to Have Not Unable to Have you or someone in your household: Done Do Done Do Attended meetings or received written information on natural 18 4 4 2 disasters or emergency preparedness? Talked with family members about what to do in case of a disaster 16 10 2 or emergency? Developed a “Household/Family Emergency Plan” in order to 7 19 2 decide what everyone would do in the event of a disaster? Prepared a “Disaster Supply Kit” (extra food, water, medications, 13 13 2 batteries, first aid items and other emergency supplies)? In the last year, has anyone in your household been trained in 10 6 12 First Aid or Cardio-Pulmonary Resuscitation (CPR)?
5. How much time each year are you willing to spend on disaster/emergency preparedness?
(7) 0-1 hour (7) 2-3 hours ( 7) 4-7 hours (2) 8-15 hours (3)16+ hours (2) Unknown
6. Did you consider the possible occurrence of a natural hazard when you bought/moved into your current home?
16 Yes 12 No
7. Would you be willing to spend more money on a home that has features that make it more disaster resistant?
27 Yes 1 No
8. Would you be willing to make your home more resistant to natural disasters?
28 Yes 0 No
9. What nonstructural or structural notifications for earthquakes have you made to your home?
9a. Nonstructural 9b. Structural
8 - Anchor bookcases, cabinets to wall 2 - Secure home to foundation 18 - Secure water heater to wall 2 - Brace inside of cripple wall with sheathing 5 - Install latches on drawers/cabinets 1 - Brace un-reinforced chimney 5 - Fit gas appliances w/ flexible connections 1 - Brace unreinforced masonry & concrete walls 4 - Brace Foundation 2 - Others (please explain) 5 - None
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10. How important is planning for natural and human caused disasters?
Very Somewhat Somewhat Not No No Statement Important Important Unimportant Important Opinion Response Protecting private property 23 1 1 3 Protecting critical facilities (hospitals, transportation 20 4 4 networks, fire stations) Preventing development in 18 6 4 hazard areas Protecting natural 15 8 5 environment Protecting historical and 12 4 cultural landmarks Promoting cooperation among public agencies, citizens, non-profit 18 9 3 4 organizations and businesses Protecting and reducing 22 4 2 3 damage to utilities Strengthening emergency services (police, fire, 22 3 4 ambulance)
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11. What is your opinion of the strategies for reduce the risk and loss associated with natural disasters?
Communitywide Somewhat Do Not No Support No Opinion Strategies Support Support Response I support a regulatory 18 3 2 5 approach to reducing risk. I support a non- regulatory 15 3 2 8 approach to reducing risk. I support policies to prohibit development in 17 3 1 7 areas subject to natural hazards. I support the use of local tax dollars to reduce risks and 13 6 1 2 6 losses from natural disasters. I support protecting historical and 16 4 1 2 5 cultural structures. I would be willing to make my home 18 3 7 more disaster- resistant. I support steps to safeguard the local 18 4 6 economy following a disaster event I support improving the disaster 21 1 6 preparedness of schools.
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Stakeholder Participation
City of Walnut Identified Stakeholders
The City of Walnut identified the following jurisdictions, agencies, organizations and businesses as Stakeholders in their Hazard Mitigation Planning Process. Each entity was sent a letter (example below) requesting input to the planning process. They were given 30 days to respond.
Thomas G. Page, Battalion Chief Pomona, CA 91766 Operations Bureau 909-620-2051 County of Los Angeles Fire Department 1051 S. Grand Fabrizio Pachano, City Services Diamond Bar, CA 91765 County of Los Angeles Public Works 909-612-5869 Department 213-473-8410 Captain Michael Kwan Walnut/Diamond Bar Sheriff’s Station Karen Powers, General Manager County of Los Angeles Sheriff’s Department Walnut Valley Water District 21695 E. Valley Blvd. 271 S. Brea Canyon Road Walnut, CA 91789 Walnut, CA 91789 909-595-2264 909-595-7554
Dave Gilbertson Ronald J. Leon, Superintendent R.K.A. Rowland Unified School District 398 S. Lemon Creek Drive 1830 Nogales Street Walnut, CA 91789 Rowland Heights, CA 91748 909-594-9702 626-854-8300
Phil Iriarte, City Manager Emergency Services Coordinator/Risk City of Industry Manager 15651 East Stafford Street Amtrak Industry, CA 91744 120 Santa Fe Ave. 626-333-2211 Fullerton, CA 92832 714-992-0530 Andrew Pasmant, City Manager City of West Covina Emergency Services Coordinator/Risk 1444 W. Garvey Ave. Manager West Covina, CA 91790 Metro-Link 626-939-8400 700 S. Flower St. Suite 2600 Los Angeles, CA 90017 Linda Lowry, City Manager 213-347-2800 City of Diamond Bar 21825 Copley Drive Jonathan E. Fielding, M.D., M.P.H., M.B.S. Diamond Bar, CA 91765 County of Los Angeles Health and Human 909-839-7000 Services Department 313 N. Figueroa St. Douglas Dunlap, City Manager Los Angeles, CA 90012 City of Pomona 505 S. Garey Ave. 2nd Floor
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Edwin A. Guiles, CEO Southern California Gas Company Emergency Services Coordinator/Risk P.O. Box 3150 Manager San Dimas, CA 91773 A.A. Equipment Rental 213-244-1200 4811 Brooks Montclair, CA 91763 Alan J. Fohrer, CEO Southern California Edison Emergency Services Coordinator/Risk 2244 Walnut Grove Ave. Manager Rosemead, CA 91770 Puente Ready Mix 626-302-1212 209 N. California Industry, CA 91744 Norman Racine, Chief Information Officer Telepacific Communications Emergency Services Coordinator/Risk 515 South Flower St. 47th Floor Manager Los Angeles, CA 90071 Traffic Operations 800-487-8722 216 Toby W. Pomona, CA 91767 Emergency Services Coordinator/Risk Manager Emergency Services Coordinator/Risk ECS Imaging Manager 3720 Sunnyside Drive, Suite 200 Vons Riverside, CA 92506 350 S. Lemon 909-787-8768 Walnut, CA 91789
Emergency Services Coordinator/Risk Dick Fought Manager Brandel Co. Baron Bag Co. 3531 Pomona Blvd. 2816 E. 54th St. Pomona, CA 91768 Montclair, CA 91763 Emergency Services Coordinator/Risk Emergency Services Coordinator/Risk Manager Manager Power Distributors, Inc. Home Depot 15245 E. Proctor Ave. 4925 W. Slauson Industry, CA 91745 Los Angeles, CA 90056 Emergency Services Coordinator/Risk Emergency Services Coordinator/Risk Manager Manager Pomona Valley Pipe & Supply C & E Lumber 950 W. 2nd Street 2692 N. Towne Ave. Pomona, CA 91766 Pomona, CA 91767 Emergency Services Coordinator/Risk Emergency Services Coordinator/Risk Manager Manager Stater Bros. Costco Wholesale 20676 Amar Road 12700 Day St. Walnut, CA 91789 Moreno Valley, CA 92553 Emergency Services Coordinator/Risk Emergency Services Coordinator/Risk Manager Manager Tony’s Welding Metro Mobile Communications 20653 E. Valley Blvd. 20971 E. Currier Road Walnut, CA 91789 Walnut, CA 91789
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Emergency Services Coordinator/Risk Emergency Services Coordinator/Risk Manager Manager West End Uniforms South Coast Bobcat 4650 Arrow Hwy. 1783 N. Batavia Montclair, CA 91763 Orange, CA 92665
Emergency Services Coordinator/Risk Emergency Services Coordinator/Risk Manager Manager Walnut True Value R.F. Dickson 18718 E. Amar Rd. 12524 Clark Ave. Walnut, CA 91789 Downey, CA 90242
Emergency Services Coordinator/Risk Emergency Services Coordinator/Risk Manager Manager Animal Pest Management D & D Rendering 13655 Redwood Court 55338 Valencia Chino, CA 91710 Valencia, CA 91385
Emergency Services Coordinator/Risk Emergency Services Coordinator/Risk Manager Manager Arrowhead Water Metro Mobile Nextel 2767 E. Imperial Highway 20971 E. Currier Road #E Brea, CA 92821 Walnut, CA 91789
Emergency Services Coordinator/Risk Emergency Services Coordinator/Risk Manager Manager AT & T Wireless Safety-Kleen P.O. Box 68055 10651 Hickson St. Anaheim Hills, CA 92817-8055 El Monte, CA 91731
Emergency Services Coordinator/Risk Emergency Services Coordinator/Risk Manager Manager CAMES Security Monitoring Sanitation District Landfill 450 S. Lone Hill Ave. 13130 Cross Road Parkway San Dimas, CA 91773 Whittier, CA 90601
Emergency Services Coordinator/Risk Emergency Services Coordinator/Risk Manager Manager COMARCO Security Sanitation District Office 2 Cromwell 1955 Workman Mall Road Irvine, CA 92618 Whittier, CA 90601
Emergency Services Coordinator/Risk Emergency Services Coordinator/Risk Manager Manager Curbside Inc. Waste Management of the San Gabriel 1605 N. Spurgeon St. Valley/Pomona Valley Santa Ana, CA 92701 13940 E. Live Oak Ave. Baldwin Park, CA 91706
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City of Walnut & Mt. San Antonio CCD Stakeholder Input Request Letter (Example)
February 2013
(Jurisdiction/Agency/Organization/Business)
Dear Manager:
The City of Walnut and Mt. San Antonio Community College District are currently involved in a project to update their Local Disaster Hazard Mitigation Plan, which is required under the 2002 amendment to the Robert Stafford Act (PL 93-288). The Plan was initially written and implemented in 2005 and focuses on strategies and projects aimed at reducing or eliminating the risk of damage that may be caused as a result of both natural and man-caused disaster events. The City of Walnut and the Hazard Mitigation Planning Team have identified you as a potential stakeholder in the planning project.
As part of the outreach process, we invite your comments and input into the City of Walnut Local Hazard Mitigation Plan Update project. The Planning Team is tasked with analyzing strategies and projects that stakeholders suggest for the purpose of reducing risk of damage from disasters that may be shared between us, and including them in the updated Plan.
Rosalea Layman, Senior Management Analyst for the City of Walnut is the Chairperson for the Hazard Mitigation Planning Team. Please address any input you care to share to her at:
Rosalea Layman 21201 La Puente Road Walnut, CA 91789 (909) 595-7543 ext. 304 [email protected]
We ask that you forward any input before March 29, 2013 so that we may include it in the latest edition of the Plan.
Your concerns and ideas are welcome and would be a valuable addition to our Local Hazard Mitigation Plan. Thank you.
Sincerely.
Senior Management Analyst City of Walnut
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Mt San Antonio Community College District Identified Stakeholders
Mt San Antonio Community College District identified the following jurisdictions, agencies, organizations and businesses as stakeholders to the planning process. A letter (example below) was sent to each requesting input to the planning process. They were given 30 days to respond.
Mr. Eric Zeigler Captain Michael Kwan City of Glendora Walnut/Diamond Bar Sheriff’s Station 150 S. Glendora Ave. 21695 E. Valley Blvd. Glendora, CA 91741 Walnut, CA 91789
Mr. Blaine Michaelis Emergency Services Coordinator/Risk City of San Dimas Manager 245 E. Bonita Ave. Amtrak San Dimas, CA 91773 120 Santa Fe Ave. Fullerton, CA 92832 Mr. Marvin Lomeli City of La Verne Emergency Services Coordinator/Risk 2061 Third Ave Manager La Verne, CA 91750 Metro Link 700 S. Flower St., Suite 2600 Mr. Paul Phillips Los Angeles, CA, 90017 City of Covina 444 N. Citrus Avenue Mr. Edwin A. Guiles Covina, CA 91723 Southern California Gas Company PO Box 3150 Mr. Douglas Dunlap San Dimas, CA 91773 City of Pomona 505 S. Gary Ave, 2nd Floor Mr. Alan J. Fohrer Pomona, CA 91766 Southern California Edison 2244 Walnut Grove Ave. Ms. Linda Lowery Rosemead, CA 91770 City of Diamond Bar 21825 Coply Dr. Emergency Services Coordinator/Risk Diamond Bar, CA 91765 Manager Metro Mobile Nextel Mr. Andrew Pasmant 20971 E. Currier Road #3 City of West Covina Walnut, CA 91789 1444 W. Garvey Ave. West Covina, CA 91790 Mr. Rudy Argondona Advantage Construction Mr. Phil Iriarte 551 E. Edna Place, Suite A City of Industry Covina, CA 91723 15651 East Stafford Street Industry, CA 91744 Mr. John Dickerson Allied Air Conditioning Chief Thomas G. Page 1480 East Third Street County of Los Angeles Fire Department Pomona, CA 91766 Operations Bureau 1051 S. Grand Emergency Services Coord/Risk Manager Diamond Bar, CA 91765 American Electric Company 1015 W. Briardale Orange, CA 92865
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Emergency Services Coordinator/Risk Emergency Services Coordinator/Risk Manager Manager Hirsche Pipe & Supply Ben’s Asphalt & Seal Coating 950 W. 2nd St. 2200 Yale Street Pomona, CA 91766 Santa Ana, CA 92704 Emergency Services Coordinator/Risk Emergency Services Coordinator/Risk Manager Manager Johnstone Supply CED 1336 West 9th Street 15336 Proctor Ave. Upland, CA 91786 Industry, CA 91745 Ms. Laura Dalhem Emergency Services Coordinator/Risk LAD Construction Manager 1094 E. Ninth Street Clark Security Products Upland, CA 91786 1210 N. Kramer Blvd. Anaheim, CA 92806 Emergency Services Coordinator/Risk Manager Emergency Services Coordinator/Risk Market Refrigeration Specialists, Inc. Manager 1810 Compton Ave. Falcon Fuels Corona, CA 91719 PO Box 347 Paramount, CA 90723 Emergency Services Coordinator/Risk Manager Emergency Services Coordinator/Risk Mobile Modular Mgmt Corp Manager 2500 Grant Avenue Ganahl Lumber San Lorenzo, CA 94580 PO Box 31 Anaheim, CA 92815 Emergency Services Coordinator/Risk Manager Emergency Services Coordinator/Risk Refrigeration Supplies Distributor Manager 203 Pacific Street General Petroleum Pomona, CA 91768 10122 Freeman Ave. Santa Fe Springs, CA 90670 Mr. Ron Watson Unisource Mr. Mohan Upasani 10532 Acacia, Suite B10 Global Geo Engineering Rancho Cucamonga, CA 91730 2712 Dow Ave, Suite B Tustin, CA 92780 Emergency Services Coordinator/Risk Manager Emergency Services Coordinator/Risk Universal Waste Systems Manager PO Box 700 GMS Elevator Services Pomona, CA 91769 446 W. Arrow Highway, No. 30 San Dimas, CA 91773 Emergency Services Coordinator/Risk Manager Emergency Services Coordinator/Risk GNA Brook Fire Protection Manager PO Box 1175 H2 Environmental Consulting Services Glendora, CA 91740 5370 Schaefer Ave, Suite J Chino, CA 91710
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Emergency Services Coordinator/Risk 1102 Q Street Manager Sacramento, CA 95814 Quinn Power Systems Associates 3500 Shepherd Street Emergency Services Coordinator/Risk City of Industry, CA 90601 Manager Pomona valley Medical Center 1798 N. Garey Ave. Emergency Services Coordinator/Risk Pomona, CA 91767 Manager Los Angeles County Office of Education Emergency Services Coordinator/Risk 9300 Imperial Highway Manager Downey, CA 90242 USH Medical Group 801 Corporate Center Dr., Suite 130 Mr. Fred Harris Pomona, CA 91768 CCCCO
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Mt San Antonio Community College District Stakeholder Input Request Letter
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Committee Meetings
Meetings
Periodic meetings were held as part of the review and update process. Following are agendas and minutes for each of the meetings:
Agenda June 14, 2012
1. Introductions
2. Distribute Plan of discs. Where do we begin?
3. Review of Disaster Mitigation Act of 2000 Planning Process and Requirements
4. Review of Committee by-laws, tasks, goals and objectives • Consider changes to above
5. Review Meeting Strategies • Elect a chair and Vice Chair • Discuss Meeting Plans and Objectives • Schedule meetings as required • Discuss time frame for the project
6. Review of Hazard Analysis and need for update • Has there been a new HAZUS Study? • Development in the area? • Disaster Incidents since plan adopted? • Future City Plans
7. Introduce the DMA 2008 FEMA Crosswalk
8. Review Mitigation Strategies completed or in process • Completed? Deleted? Changed? • Strategy data must be specific
9. Review Stakeholders • Who are they? • Expectations. • Inclusion in planning process.
10. Prospect for Planning Partners i.e. School District, other jurisdictions
11. Public Involvement in the Process and Public Outreach for input into future of Plan • How? • Opportunities to meet with Public? • Media involvement?
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• Other Ideas?
12. Identify Critical Facilities. • Potential damage to critical facilities in monetary and service costs
13. Discuss other issues as needed.
14. Adjourn
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Minutes of June 14, 2012 Meeting
June 14, 2012
ATTENDEES:
Make DiMaggio Chief, MSCCD Police Dept [email protected] Karen Saldana Risk Manager, MSCCD [email protected] Becky Mitchell Manager, Facilities Support Svcs, MSCCD [email protected] Chuck Robinson Dep City Mgr, City of Walnut [email protected] Rosalea Layman Sr. Analyst, City of Walnut [email protected] Lisa James Admin Asst, City of Walnut [email protected] Laura Nash Sr. Planner, City of Walnut [email protected] Rich Rogala Consultant [email protected]
The meeting was called to order at 10:30 AM.
INTRODUCTIONS
Membership introductions were made.
PLANNING PROCESS
Rich reviewed the planning process and requirements with the membership. A copy of the FEMA Hazard Mitigation Planning Guidelines was made available to the members to review on the city intranet.
BY-LAWS, TASKS, GOALS, OBJECTIVES
The by-laws, tasks, goals and objectives from the original Plan were reviewed by the membership. The membership confirmed that the Walnut Valley Unified School District has opted out of the planning process and will be removed from the updated document. Wording to this affect will be included in the update. Language in the update will be changed to reflect the plan update process. Also all reference to the college will be consistent and show as ‘Mt San Antonio Community College District” vice Mt. Sac. Rosalee motioned to re-adopt. Chuck seconded. A draft of the updated by-laws, tasks, goals and objectives will be distributed for approval at the next meeting.
HAZARD ANALYSIS
Rich facilitated a comprehensive review of the Hazard Risk Priorities. The following changes will be included in the Plan update:
HIGH RISK PRIORITIES
Earthquake
Severe Weather (including flood, high winds, torrential rains and drought. Weather-caused Landslides are classified under ‘Landslides’ in the Moderate Risk listing.)
Utility Loss including Sub Stations Wild Land Fire
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Data Telecommunications Loss or Disruption (re-prioritized from moderate) Water Service and Waste Water Loss or Disruption (re-prioritized from moderate)
MODERATE RISK PRIORITIES
Transportation Disaster (including radiological, rail, pipeline and aviation) Landslide (including geological and weather-caused) Hazardous Materials Disaster Biological Disasters (including pandemic) Weapons of Mass Destruction/Terrorism Economic Disaster Civil Unrest (new consideration and evaluated as a moderate risk by the committee)
LOW TO NO RISK
Explosion Tsunami Volcanic Special Events
Rich said that requirements for profiling the natural hazards have changed for submission of the update and specific data will be required including, development trends, estimated losses, asset risks and impacts.
MITIGATION STRATEGIES
Copies of the Hazard Mitigation Strategies were distributed to the membership for their review. Changes, additions and deletions will be discussed at the next meeting.
STAKEHOLDERS & PUBLIC INVOLVEMENT
Stakeholder identification and the process to involve the public in the planning process will be discussed at the next meeting.
CRITICAL FACILITIES AND ASSETS
A short discussion regarding water service was held during the Hazard Analysis review. Mt San Antonio CCD owns and operates the Three Valley Water district. Also, Walnut Valley Water District and Golden State Water (a privately-owned water purveyor) provide service to the area.
ADJOURN
Meeting adjourned at 12:15 PM. The next meeting will be scheduled for the week of August 20th.
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Agenda August 22, 2012
(Approximate meeting time one hour)
1. Introductions
2. Review and approve minutes from last meeting
3. Data Grab (electronic format best, if hard copy, please bring to meeting)
• City General Plan • College Master Plan • Strategic Plans • Map Data (best is PDF or other Image File) • Demographic Data (City/College) • Facilities Data (City/College) • Infrastructure • Buildings • Identify Critical
4. Report on Mitigation Strategies
• Completed? Deleted? Changed? • Strategy data must be specific • New Strategies? • Pending Projects that may benefit strategies • Budget/Bonds/Grants. Other financial data.
5. Stakeholders
• Who are they? • Expectations. • Inclusion in planning process.
6. Public Involvement in the Process and Public Outreach for input into future planning.
• How? (City/College) • Opportunities to meet with Public • Media Involvement • Other ideas?
7. Discuss next meeting Plans and Objectives.
8. Discuss other issues as needed.
9. Adjourn
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Minutes August 22, 2012 Meeting
August 22, 2012
ATTENDEES:
Rosalea Layman Sr. Analyst, City of Walnut [email protected] Mark DiMaggio Chief, Mt. Sac CCD Police Dept [email protected] Becky Mitchell Mgr, Facilities Support, Mt. Sac [email protected] Lisa James Admin Asst, City of Walnut [email protected] Laura Nash Sr. Planner, City of Walnut [email protected] Rich Rogala Consultant [email protected]
The meeting was called to order at 10:35 AM.
INTRODUCTIONS/MINUTES
Membership introductions were made. The minutes from the June 14 meeting were approved with the following corrections:
Change Make DiMaggio to ‘MARK’ Correct Karen Saldana’s email address to ‘ksaldana @ mtsac.edu Remove Melecia Picazo from attendees’ list Replace ‘vice’ with ‘instead of’ in BY-LAWS (etc) section Correct spelling of Rosalea’s name in BY-LAWS (etc) section Correct CRITICAL FACILITIES section to read “… Mt San Antonio CCD owns their water district and operates it as a member of Three Valley Water District.”
GOALS & OBJECTIVES
Rich distributed copies of the Goals & Objectives for the Committee as amended to reflect the updated plan. The membership will review them and provide any feedback at the next meeting.
DATA GRAB
Rich received the following data:
A DVD Disc from Mt. SAC containing the Master Plan, Aerial Photo, and Campus Map Notations on the Mt. SAC Mitigation Strategies from the initial plan edition Demographic Information on City of Walnut City of Walnut General Plan (hard copy) City of Walnut GP Housing Element Update from Jan 2010, with updated Housing Site Status map
STRATEGIES
Rich requested a bit of further information from Mt. SAC on initial strategy notations regarding projects completed; namely:
A summary of the project, Summary of Project Budget
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Source of Funding Responsible Department(s) Project Duration
Rosalea reported that the grant for this DMA Plan Update Project has been approved and the city is awaiting the package from CalEMA/FEMA.
Mt. SAC reported that they have been completing projects as a result of a $350 million college bond issue passed previously and that only $65 million has been used. The poor economy has delayed the bond sales for funding further projects.
PUBLIC/STAKEHOLDER INPUT
Rosalea will work on a plan to identify Stakeholders and get input from them and the Public for the City of Walnut. Mt. Sac will also provide a list of Stakeholders. She will share with Mt. Sac who will adapt applicable parts for their own plan. Rich will forward a copy of the City of Commerce update survey to Rosalea to be used as a basis for developing Walnut’s survey.
NEXT MEETING
Rich requested the following information for the next meeting:
• New Strategies from both jurisdictions. (The information required for strategy update [see above] should be estimated ) • Initial Strategy updates from City of Walnut (Laura indicated she would email this information to Rich) • Stakeholder identification (both jurisdictions) • Draft Stakeholder Letter and a timeline for input (both jurisdictions) • Public Input Plan (both jurisdictions) • Feedback on the BY-LAWS (etc) amendment.
The next committee meeting is tentatively scheduled for October 11th.
(** Late note – changed to January 23, 2013)
ADJOURN
The meeting was adjourned at 11:40 AM.
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Agenda January 23, 2013
(Approximate meeting time one hour)
1. Introductions
2. Review and approve minutes from last meeting
3. Member feedback on review of By-Laws/Goals etc.
4. Mitigation Strategies
• New Strategies (City/College) • City Strategy Update on strategies from previous edition of plan
5. Stakeholders
• Identify (City/College) • Draft Stakeholder Letter (Separate for City/College) • Timeline
6. Public Outreach Plan for input into future planning (City/College)
• Methodology (City/College) • Timeline
7. Discuss other issues as needed.
8. Discuss next meeting Plans and Objectives.
9. Adjourn
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Minutes January 23, 2013 Meeting
January 23, 2013
ATTENDEES:
Rosalea Layman Sr. Analyst, City of Walnut [email protected] Mark DiMaggio Chief, Mt. Sac CCD Police Dept [email protected] Becky Mitchell Mgr, Facilities Support, Mt. Sac [email protected] Lisa James Admin Asst, City of Walnut [email protected] Laura Nash Sr. Planner, City of Walnut [email protected] Rich Rogala Consultant [email protected]
The meeting was called to order at 10:12 AM.
MINUTES
Minutes from the August 22, 2012 meeting were approved by the membership.
GOALS & OBJECTIVES
The membership reviewed the Goals & Objectives as presented by Rich to apply to this updated edition of the LHMP.
DATA GRAB
Rich received the following data:
Updates to the City strategies listed in the initial plan. Rich asked that three items be added to the list including; Date Completed, Cost and Funding Source. This information is necessary to show that the jurisdictions are addressing the strategies in the form of projects.
Rich received a copy of the survey used by City for public input to add to the plan.
STRATEGIES
Rich further requested more information from Mt. SAC on initial strategy notations regarding projects completed (similarly to City); namely:
A summary of the project, Summary of Project Budget Source of Funding Responsible Department(s) Project Duration
Rich urged members to search within each of their jurisdictions’ own staffs for NEW strategies to be added to the plan update.
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PUBLIC/STAKEHOLDER INPUT
Both jurisdictions reported that they are still updating the lists of stakeholders and are preparing the letter requesting input into this planning process.
City handed out surveys to public participants during an Emergency Preparedness Seminar held September 20th. Lisa is still tabulating the results.
Mt. SAC will use a similar survey and place it online by linking it to their website. City will do something similar to attempt to get more input.
NEXT MEETING
Rich requested that the remaining data required be sent to him either electronically or by US Mail. The membership will not be required to meet again until Rich has the data and can put together a Plan Draft that will be reviewed.
The next committee meeting date is pending.
ADJOURN
The meeting was adjourned at 10:36 AM
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City of Walnut Assets & Critical Facilities
General Facilities
County
Walnut Sheriff's Station 21695 E. Valley Boulevard (909) 595-2264 (626) 913-1715
Fire Station No. 61 20011LaPuenteRoad (909)595-3001
Fire Station No. 146 20604 Loyalton Drive (909) 595-7711
Inventory of Assets
City of Walnut City Hall 21201 E. La Puente Rd $1,243,855.00 5/02/02 Building Permit Senior Center 21215 E. La Puente Rd $1,300,000.00 3/18/99 Building Permit City Teen Center & Gym 21003 E. La Puente Rd $2,200,000.00 3/20/00 Building Permit New Maintenance Building 212701 Valley Blvd $ 416,500.00 3/23/91 Building Permit
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Updated GASB 34 Valuations on City of Walnut Assets
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5/21/2003 Page 6 of 7 Exhibit 8
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Parks
• Arroyo Park, 19891 Camino Arroyo, 2 Covered picnic tables, Play ground area, 2 Barbecue grills, 1 Drinking fountain, in 2 acres.
• Butterfield Park, 19370 Camino Arroyo, 1 Multi-purpose court, 2 Covered picnic tables, Play ground area, 1 Back stop, 1 Drinking fountain, 1 Restroom, in 4 acres.
• Country Hollow Park, Country Hollow Drive/Parker Canyon, 4 Picnic tables (2 Covered), Exercise equipment, in 7 acres.
• Creekside Park, 780 Creekside Drive, 3 Baseball Fields, (2 Lighted), 1 Restroom/Snack Bar, Play ground area, 10 Picnic tables, 4 Barbecue grills, Parking lot, 2 Drinking fountain, 2 Park benches, 1 Volleyball Court, in 12 Acres.
• Heidelberg park, 20406 Loyalton Drive, 1 Covered picnic tables, Play ground area, 1 Drinking fountain, 1 Barbecue grill, 2 Park benches, in .14 acre.
• Lemon Creek Park, 130 Avenida Alipaz, 14 Covered picnic tables, Play ground area, 4 Barbecue pit grills, 1 Set volleyball poles, 1 Drinking fountain, 1 Restroom, Rowland Ranch House, in 3 Acres.
• Norm Ashley Park, 19711 Camino De Teodoro, 2 Basketball courts, 2 Covered picnic tables, Playground area, 1 Drinking fountain, 4 Benches.
• Snow Creek Park, 20633 Snow Creek Drive, 1 Baseball field (lighted), 7 Picnic tables (4 covered), 4 Barbecue grills, Play ground area, 1 Restroom/Snack Bar, 2 Drinking fountains, 1 Volleyball court, in 7 acres.
• Suzanne Park, 625 Suzanne Road, 4 Softball fields (2 lighted), 3 Restrooms, 2 Snack bars, 16 picnic tables (5 covered), 1 Equestrian area, Play ground area, 6 Barbecues, in 14 acres.
• Walnut Hills Park, 19475 Avenida Del Sol, 2 Covered picnic tables, 2 Barbecue grills, Play ground area, 1 Set volleyball poles, 1 Drinking fountain.
• Walnut Ranch Park, 20101 Amar Road, 12 Picnic tables, 1 Restroom/Snack bar, 3 Lighted tennis courts, Play ground area, 8 Drinking fountains, 4 Park benches, 12 Bleachers, 4 Lighted Soccer fields, in 45 acres.
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City of Walnut Critical Facilities
Thomas Facility Location Bros Map Contact Coord. Sheriff’s Station 21695 E. Valley Bvld 639J-6 Watch Commander Fire Station #61 20011 E. La Puente Rd 639E-7 Captain Fire Station #146 20604 E. Loyalton Dr. 639F-4 Captain Public Works Yard 21701 E. Valley Bvld. 639J-6 City Hall 21201 E. La Puente Rd 639H-6 City Manager Senior Center 21215 E. La Puente Rd. 639H-6 Gymnasium 21003 E. La Puente Rd. 639H-6 Walnut High School 400 N. Pierre Rd 639G-7 Principal Suzanne Middle School 725 N. Suzanne Rd 639G-6 Principal Mt. SAC College/Stadium Temple Ave/Bonita Road Walnut Ranch Park 20101 Amar Road Stater Bros Shopping Center Amar Road/Sunset Bluff Phone System-Telepacific 515 South Flower Street 47th Floor Los Angeles Vons Shopping Center Lemon Ave/La Puente Rd 639E-7 Albertsons Shopping Center Nogales St/Amar Rd 639B-6 Water System-Walnut Water 271 South Brea Canyon Road District Electrical – Southern California Rancho Cucamonga Office Edison Los Angeles County Public 900 S. Fremont Ave, Alhambra Works Chevron Gas Station Grand Av/Amar Rd 639G-4 Manager Red Cross 675 North Park Ave, Pomona National Guard 9800 Goethe Road, Sacramento Army Corps of Engineers 915 Wilshire Blvd. Suite 980, Los Angeles,CA Doctor’s Office Lemon Ave/La Puente Road Doctor’s Office Amar Road/Nogales St.
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Location of City of Walnut Critical Facilities
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Mt San Antonio Community College District Assets & Critical Facilities
Inventory of Assets
Mt San Antonio Community College District provided the following list of assets:
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Mt San Antonio Community College District Critical Assets
The Mt San Antonio Community College District identified the following facilities as ‘Critical’ to remain in operation during a disaster response:
Type Facility Address City Service Provided
Los Angeles County 9300 Imperial Issues vendor and payroll Financial Downey 90242 Office of Education Highway Warrants (checks) California Community Provides funding for Sacramento Financial Colleges Chancellor’s 1103 Q Street Apportionment and state 95814 Office funded projects. Los Angeles County 21695 Valley Provides law enforcement for Safety Sheriff’s Department Walnut 91789 Blvd the Campus Walnut/Diamond Bar Los Angeles County 20604 E. Provides fire and paramedic Safety Walnut 91789 Fire Department #146 Loyalton Drive Services for the campus Pomona Valley 1789 N. Garey Provides treatment for injured Health Pomona 91767 Medical Center Ave workers and students. San Dimas 1350 West San Dimas Provides treatment for injured Health Community Hospital Covina Blvd. 91773 workers and students 801 Corporate Provides treatment for injured Health USH Medical Group Center Dr. Suite Pomona 91768 workers and students 130
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Risk Assessment
Overview
A hazard can be defined as a condition that has the potential to result in equipment or system failure that can result in human injury or death or damage to the environment. Hazards are divided into two categories: natural or technological. Natural hazards include earthquakes, wild fires, and floods; while technological hazards include transportation accidents, illegal disposal, and equipment failures during manufacturing, storage, transportation, and use of hazardous materials.
A risk assessment is the process of evaluating the degree of harm a hazard presents. Risk assessments are used in developing emergency response plans and procedures, designing and modifying safety systems, identifying needed resources, conducting training and exercises, and minimizing damage and liability.
In Hazard Mitigation Planning, Risk Assessments identify the characteristics and potential consequences of hazards. This helps to understand how much of the community can be affected by specific hazards and what the impacts would be for important community assets.
Risk Assessment provides the foundation for the rest of the mitigation planning process. The risk assessment process focuses attention on areas most in need by evaluating which population and facilities are most vulnerable to hazards and to what extent injuries and damages may occur. It outlines:
• Hazards to which the community is susceptible;
• What these hazards can do to physical, social, and economic assets;
• Which areas are most vulnerable to damage from these hazards; and
• The resulting estimated cost of damages or costs avoided through future mitigation projects.
In addition to benefiting mitigation planning, risk assessment information also allows emergency management personnel to establish early response priorities by identifying potential hazards and vulnerable assets.
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Event History
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Tornado Activity
Walnut-area historical tornado activity is significantly above California state average. It is 72% smaller than the overall U.S. average.
On 11/9/1982, a category F2 (max. wind speeds 113-157 mph) tornado 14.9 miles away from the Walnut city center caused between $500,000 and $5,000,000 in damages.
On 11/7/1966, a category F2 tornado 19.8 miles away from the city center injured 10 people and caused between $50,000 and $500,000 in damages.
Earthquake Activity
Walnut-area historical earthquake activity is above California state average. It is 3234% greater than the overall U.S. average.
On 7/21/1952 at 11:52:14, a magnitude 7.7 (7.7 UK, Class: Major, Intensity: VIII - XII) earthquake occurred 93.5 miles away from the city center, causing $50,000,000 total damage
On 6/28/1992 at 11:57:34, a magnitude 7.6 (6.2 MB, 7.6 MS, 7.3 MW, Depth: 0.7 mi) earthquake occurred 76.8 miles away from Walnut center, causing 3 deaths (1 shaking deaths, 2 other deaths) and 400 injuries, causing $100,000,000 total damage and $40,000,000 insured losses
On 10/16/1999 at 09:46:44, a magnitude 7.4 (6.3 MB, 7.4 MS, 7.2 MW, 7.3 ML) earthquake occurred 88.2 miles away from the city center
On 4/21/1918 at 22:32:30, a magnitude 6.8 (6.8 UK, Class: Strong, Intensity: VII - IX) earthquake occurred 28.4 miles away from the city center
On 6/28/1992 at 15:05:30, a magnitude 6.9 (6.3 MB, 6.7 MS, 6.5 MW, 6.9 ME, Depth: 3.1 mi) earthquake occurred 62.4 miles away from Walnut center
On 1/17/1994 at 12:30:55, a magnitude 6.8 (6.4 MB, 6.8 MS, 6.7 MW, Depth: 11.4 mi) earthquake occurred 41.9 miles away from the city center, causing 60 deaths (60 shaking deaths) and 7000 injuries
Magnitude types: body-wave magnitude (MB), energy magnitude (ME), local magnitude (ML), surface- wave magnitude (MS), moment magnitude (MW)
Other Natural Disasters
The number of natural disasters in Los Angeles County (51) is a lot greater than the US average (12).
Major Disasters (Presidential) Declared: 24
Emergencies Declared: 4
Causes of natural disasters: Fires: 34, Floods: 14, Storms: 8, Landslides: 5, Winter Storms: 5, Mudslides: 4, Earthquakes: 2, Heavy Rain: 1, Snow: 1, Storm: 1, Tornado: 1, Wind: 1, Freeze: 1, Hurricane: 1 (Note: Some incidents may be assigned to more than one category).
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City of Walnut/Mt San Antonio Community College District (Version 2.0) Hazard Mitigation Plan
Hazard Prioritization
The committee did an extensive review of the Hazard Risk Priorities as listed in the first edition of this plan. Each hazard risk was re-evaluated the following criteria:
• Magnitude of physical and economic impact, • Duration of the effects, • Distribution of the effects among all sectors of the community, • Area Affected, Frequency of recurrence, • Degree of Vulnerability • Effect on Community Priorities.
Changes in prioritization and language were discussed by the committee membership and then voted on. The list below is how risks were prioritized for this update.
Updated Prioritization Results
HIGH RISK PRIORITIES
• Earthquake • Severe Weather (including flood, high winds, torrential rains and drought. Weather-caused Landslides are classified under ‘Landslides’ in the Moderate Risk listing.) • Utility Loss including Sub Stations • Wild Land Fire • Data Telecommunications Loss or Disruption (re-prioritized from moderate) • Water Service and Waste Water Loss or Disruption (re-prioritized from moderate)
MODERATE RISK PRIORITIES
• Transportation Disaster (including radiological, rail, pipeline and aviation) • Landslide (including geological and weather-caused) • Hazardous Materials Disaster • Biological Disasters (including pandemic) • Weapons of Mass Destruction/Terrorism • Economic Disaster • Civil Unrest (new consideration and evaluated as a moderate risk by the committee)
LOW TO NO RISK
• Explosion • Tsunami • Volcanic • Special Events
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City of Walnut/Mt San Antonio Community College District (Version 2.0) Hazard Mitigation Plan Profiling Hazards & Assessing Vulnerability High Risk Rating Earthquake Earthquake was rated as a HIGH PRIORITY HAZARD in the City of Walnut and Mt San Antonio Community College District.
Profile
City of Walnut
The impact can vary from minimal to catastrophic, depending on numerous factors, such as the time of the disaster, magnitude and location. If the earthquake occurs during commute hours the potential for loss of life is much greater due to the fact of number of people in transit. The secondary effects are economic, utility, transportation, data/telecommunication loss, landslides, flooding, and fire.
Mt SAC District
The impact is mainly the same as the City of Walnut. The age of the students prohibits the College from the ability to keep students on the campus. The students have the right to evacuate during the event or shortly after, causing a potential mob mentality and danger to themselves and College’s staff.
Description
Causes and Characteristics of Earthquakes in Southern California
Fault
A fault is a fracture along between blocks of the earth’s crust where either side moves relative to the other along a parallel plane to the fracture.
Strike-slip
Strike-slip faults are vertical or almost vertical rifts where the earth’s plates move mostly horizontally. From the observer’s perspective, if the opposite block looking across the fault moves to the right, the slip style is called a right lateral fault; if the block moves left, the shift is called a left lateral fault.
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City of Walnut/Mt San Antonio Community College District (Version 2.0) Hazard Mitigation Plan Dip-slip
Dip-slip faults are slanted fractures where the blocks mostly shift vertically. If the earth above an inclined fault moves down, the fault is known as a normal fault, but when the rock above the fault moves up, the fault is called a reverse fault. Thrust faults have a reverse fault with a dip of 45 ° or less.
Earthquakes of California are caused by the movement of huge blocks of the earth's crust. Southern California straddles the boundary between the Pacific and North American plates. These large sections of the earth's crust (the North American plate extends east to Iceland while the Pacific plate extends west to Japan) are moving past each other. The Pacific plate is moving northwest, scraping horizontally past North America at a rate of about 50 millimeters (2 inches) per year.
About two-thirds of this, 50 millimeters per year, occurs on the San Andreas Fault and some parallel faults—the San Jacinto, Elsinore, and Imperial faults. These four faults are among the fastest moving, and therefore most dangerous, in Southern California. Over time, these four faults produce about half of the significant earthquakes of the region.
However, this is not the whole picture. Unlike central and Northern California, much of this plate movement in Southern California is not parallel to the San Andreas Fault. Between the southern end of the San Joaquin Valley and the San Bernardino Mountains, in the so-called "big bend," the San Andreas Fault runs in a more-westerly direction.
Below is a schematic block model of Southern California showing the motion of the Pacific and North American plates, and the big bend of the San Andreas fault where the plates squeeze together.
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City of Walnut/Mt San Antonio Community College District (Version 2.0) Hazard Mitigation Plan Where the fault bends, plate motion is complex. The Pacific and North American plates push into each other, compressing the earth's crust into the mountains of southern California and producing faults and earthquakes. While these 300 or so faults are generally much shorter and slower moving than the four faults mentioned previously, over half of the significant earthquakes in southern California, occur on these faults.
The City of Walnut can be adversely affected by seismic activity on any one of several faults that have been catalogued by the scientific community. Of paramount concern are two faults that geologists consider to possess the capability to cause significant damage or destruction within the city. These two faults are the Newport-Inglewood and the San Andreas, in this latter case the southern sector of the fault line. The two faults are the focus of detailed earthquake response planning on the part of the State of California.
Of additional concern are three faults in close proximity to the area – the Sierra Madre Fault Zone, the Raymond Hill Fault and the Duarte Fault.
Location
Since seismologists started recording and measuring earthquakes, there have been tens of thousands of recorded earthquakes in Southern California, most with a magnitude below three. No community in Southern California is beyond the reach of a damaging earthquake. The table below describes the historical earthquake events that have affected Southern California.
About 30 earthquakes occur every day in Southern California. Most have a magnitude of less than 2.0. No evidence exists that earthquakes are more likely to occur in certain kinds of weather.
The best place to see any part of the monstrous, 800-mile San Andreas Fault is in Palmdale in a road cut along the Antelope Valley Freeway (Route 14) just north of Avenue S. The last time this part of the fault was active was in 1857.
Faults
Historical and geological records show that California has a long history of seismic events. Southern California is probably best known for the San Andreas Fault, a 400-mile long fault running from the Mexican border to a point offshore, west of San Francisco. “Geologic studies show that over the past 1,400 to 1,500 years large earthquakes have occurred at about 130 year intervals on the southern San Andreas Fault. As the last large earthquake on the southern San Andreas occurred in 1857, that section of the fault is considered a likely location for an earthquake within the next few decades. But San Andreas is only one of dozens of known earthquake faults that crisscross Southern California. Some of the better-known faults include the Newport-Inglewood, Whittier, Chatsworth, Elsinore, Hollywood, Los Alamitos, and Palos Verdes faults. Beyond the known faults, there are potentially a large number of “blind” faults that underlie the surface of Southern California. One such blind fault was involved in the Whittier Narrows earthquake in October 1987.
Although the most famous of the faults, the San Andreas, is capable of producing an earthquake with a magnitude of 8+ on the Richter scale, some of the “lesser” faults have the potential to inflict greater damage on the urban core of the Los Angeles Basin. Seismologists believe that a 6.0 earthquake on the Newport-Inglewood would result in far more death and destruction than a “great” quake on the San Andreas, because the San Andreas is relatively remote from the urban centers of Southern California.
For decades, partnerships have flourished between the USGS, Cal Tech, the California Geological Survey and universities to share research and educational efforts with Californians. Tremendous earthquake mapping and mitigation efforts have been made in California in the past two decades, and [171]
City of Walnut/Mt San Antonio Community College District (Version 2.0) Hazard Mitigation Plan public awareness has risen remarkably during this time. Major federal, state, and local government agencies and private organizations support earthquake risk reduction, and have made significant contributions in reducing the adverse impacts of earthquakes. Despite the progress, the majority of California communities remain unprepared because there is a general lack of understanding regarding earthquake hazards among Californians.
The City of Walnut is in the vicinity of several known active and potentially active earthquake faults including the San Andreas, the San Jose, the Walnut Creek, San Jacinto, the Sierra Madre, Whittier- Elsinore, and the Newport-Inglewood. New faults within the region are continuously being discovered. Scientists have identified almost 100 faults in the Los Angeles area known to be capable of a magnitude 6.0 or greater earthquake. The January 17, 1994 magnitude 6.7 Northridge Earthquake (thrust fault) which produced sever ground motions, caused 57 deaths, 9,253 injuries and left over 20,000 displaced. Scientists have stated that such devastating shaking should be considered the norm near any large thrust earthquake.
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City of Walnut/Mt San Antonio Community College District (Version 2.0) Hazard Mitigation Plan Southern California Earthquake Fault Map
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Recent reports from scientists of the U.S. Geological Survey and the Southern California Earthquake Center say that the Los Angeles Area could expect one earthquake every year of magnitude 5.0 or more for the foreseeable future.
SCEC Community Fault Model courtesy of Andreas Plesch, Harvard. This map shows the 3- dimensional structure of major faults beneath Southern California. Vertical faults such as the San Andreas (yellow band from top left to bottom right) are shown as a thin strip. Faults that are at an angle to the surface are shown as wider ribbons of color. The nearest fault to you might be a few miles beneath your home. Areas that seem to have few faults can still experience strong shaking from earthquakes on unmapped faults or from large earthquakes on distant faults.
Geologic Rates
The movement between the Pacific and North American plates, 50 millimeters (2 inches) each year, is about how fast your fingernails grow, but it has been going on for eons. Los Angeles City Hall is now 3 meters (10 feet) closer to San Francisco than when it was built in 1924. It would take a mere (geologically speaking) 2 million years for your nails to extend 100 kilometers (60 miles) from San Bernardino to Palmdale. It took many millions of years for our faults to slip enough, and rocks to move enough, to shape Southern California’s current landscape.
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City of Walnut/Mt San Antonio Community College District (Version 2.0) Hazard Mitigation Plan Unknown Faults
As the Northridge earthquake confirmed, some faults are not known until they move in large and damaging earthquakes. What do we do about the faults we cannot see and don't know about yet? Do we still have to wait until the next earthquake reveals them?
Not necessarily; In 2001, scientists of the Southern California Earthquake Center completed the Southern California Integrated GPS Network (SCIGN), an advanced system of 250 Global Positioning System (GPS) receivers. With this network the positions of locations throughout Southern California can be precisely measured.
By measuring these locations for several years, we can see how different sites are moving relative to each other—for instance, Palos Verdes is moving toward Pasadena at about 4 millimeters (5/32 inch) per year. If movement between two locations is greater than the movement on known faults, then we have a reasonable idea that there may be another fault in the area, perhaps buried by sediment. This can lead to focused research using other methods to identify the unknown fault. Information from the Southern California Earthquake Center
Earthquake Faults in the Greater Los Angeles/Ventura County Area
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City of Walnut/Mt San Antonio Community College District (Version 2.0) Hazard Mitigation Plan Major Earthquake Faults
Extent
The study of California’s geologic fault system and the evaluation of earthquake activity and potential have received increased emphasis by the United States Geologic Survey and the California Division of Mines and Geology since 1973. These agencies have published documents that evaluate the possible effects of major or catastrophic quakes along the Newport-Inglewood and San Andreas faults. The documents are:
Special Publication 60, Earthquake Planning Scenario for A Magnitude 8.3 Earthquake on the San Andreas Fault in Southern California, California Department of Conservation, Division of Mines and Geology, 1982. This document identifies seismic intensity distribution and lifeline damage assessment for a catastrophic event on the Southern San Andreas Fault. It is the basis for California’s emergency planning for such as event.
U.S. Geological Survey Professional Paper 1360 – Evaluating Earthquake Hazards in the Los Angeles Region – An Earth –Science Perspective, Department of the Interior, U.S. Geological Survey, 1985. The paper addresses the total of the earthquake problem in the Los Angeles region. In the section of Applications, there is included a detailed discussion on “Predicted Geologic and Seismologic Effects of A Postulated Magnitude 6.5 Earthquake Along the Northern Part of the Newport-Inglewood Zone.”
There are no identified documents which treat, with the same detail, an evaluation of the effects of a major event along the Sierra Madre fault zone, the Raymond Hill or Duarte faults.
The Alquist-Priolo Earthquake Fault Zone Act
The Alquist-Priolo Earthquake Fault Zone Act was passed in 1972 by the State of California to mitigate the hazard of surface faulting to structures for human occupancy. This state law was a direct result of the 1971 San Fernando Earthquake, which resulted in extensive surface fault ruptures that damaged numerous homes, commercial buildings, and other structures.
The Act's main purpose is to prevent the construction of buildings used for human occupancy of the surface trace of active faults. The Act only addresses the hazard of surface fault rupture and is not directed toward other earthquake hazards, such as ground shaking or liquefaction.
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City of Walnut/Mt San Antonio Community College District (Version 2.0) Hazard Mitigation Plan The law requires the State Geologist to establish regulatory zones (known as Earthquake Fault Zones) around the surface traces of active faults and issue appropriate maps. These maps are distributed to all affected cities, counties, and state agencies for their use in planning and controlling new or renewed construction. Local agencies must regulate most development projects within the zones. Projects include all land divisions and most structures for human occupancy. Single family wood-frame and steel-frame dwellings up to two stories not part of a development of four units or more are exempt. However, local agencies can be more restrictive than the state law requires.
Before a project can be permitted, cities and counties must require a geologic investigation to demonstrate the proposed buildings will not be constructed across active faults. An evaluation and written report of a specific site must be prepared by a registered geologist. If an active fault is found, a structure for human occupancy cannot be placed over the trace fault and must be set back from the fault (generally 50 feet).
Earthquake Fault Zones Affecting Los Angeles County (Alquist-Priolo)
The AP Act addresses the seismic hazard of surface fault rupture by prohibiting the placement of most structures for human occupancy across traces of active faults. The AP Act addresses the seismic hazard of surface fault rupture by prohibiting the placement of most structures for human occupancy across traces of active faults. The Act also requires sellers and real estate agents to inform buyers whether real property being sold is within a state-designated Earthquake Fault Zone. The Department of Conservation, Division of Mines and Geology has issued 544 regulatory maps as of March 1, 2000 at a scale of 1:24,000. These maps, designated as Earthquake Fault Zones maps, are issued in order to assist cities and counties in avoiding the hazard of surface fault rupture.
This index shows all Official Maps of Earthquake Fault Zones (EFZ) affecting Los Angeles County.
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City of Walnut/Mt San Antonio Community College District (Version 2.0) Hazard Mitigation Plan Alquist-Priolo Map Segments
These maps show the documented seismic hazard areas in and around the City of Walnut.
INSET
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City of Walnut/Mt San Antonio Community College District (Version 2.0) Hazard Mitigation Plan Earthquake History
Since seismologists started recording and measuring earthquakes, there have been tens of thousands of recorded earthquakes in Southern California, most with a magnitude below three. No community in Southern California is beyond the reach of a damaging earthquake. The table below describes the historical earthquake events that have affected Southern California.
Notable Earthquakes in Southern California
Year Date Location Time Richter Mercalli Deaths & Property Damage
1769 Jul 28 L.A. Area --- 6.0 VIII No information
40 deaths, Mission San Juan Capistrano severely to 1812 Dec 8 L.A. Area 3:00pm 7.0 VII moderately damaged. Mission San Gabriel moderately damaged.
1827 Sep 24 L.A. Area 4:00am 5.5 --- No information
Bells of Mission San Gabriel torn down. 26 buildings 1855 Jul 11 L.A. Area 4:15am 6.0 VIII damaged in L.A.
1857 Jan 9 Fort Tejon 4:24pm 7.9 IX 2 deaths; Heavy property damage and loss
1916 Oct 23 Tejon Pass Region 2:44pm 5.3 --- No information
1933 Mar 10 Long Beach 5:54pm 6.4 IX 120 deaths; $50 million
1941 Oct 21 Torrance-Gardena 10:57pm 4.8 VII No deaths; $100,000
1941 Nov 14 Torrance-Gardena 12:42am 4.8 VIII No deaths; $1 million
San Clemente 1951 Dec 25 4:46pm 5.9 --- No deaths; No appreciable damage Island
1971 Feb 9 San Fernando 6:01am 6.6 --- 65 deaths; $505 million
1979 Jan 1 Malibu 3:15pm 5.2 --- No deaths; minor damage
1987 Oct 1 Whittier-Narrows 7:42am 5.9 --- 8 deaths; $358 million
1988 Dec 3 Pasadena 11:38pm 5.0 --- No deaths; No appreciable damage
1989 Jan 19 Malibu 10:38pm 5.0 --- No deaths; slight damage
1989 Jun 12 Montebello 9:57am 4.6 --- No deaths; No appreciable damage
1991 Jun 28 Sierra Madre 7:44am 5.8 --- 2 deaths; $40 million
1994 Jan 17 Northridge 4:31am 6.7 --- 61 deaths Est. $20 billion
1999 Oct 16 Hector Mine 2:46am 7.1 No deaths, localized damage
SE of West 2001 Sep 9 4:59pm 4.2 --- No deaths; moderate damage Hollywood
2003 Feb 22 Big Bear City 4:19am 5.2 No damage reported
2005 Jun 16 L.A. Area 1:53pm 4.9 Minor Damage, 2 injured
2008 Jul 29 L. A. Area 11:42am 5.5 Minor Damage, no casualties
2009 May 18 L. A. Area 8:39pm 4.7 Light damage
2012 Aug 7 L. A. Area 11:30pm 4.4 No damage
SOURCE: Southern California Earthquake Center (SCEC)
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City of Walnut/Mt San Antonio Community College District (Version 2.0) Hazard Mitigation Plan The most recent significant earthquake event affecting Southern California was the January 17th 1994 Northridge Earthquake. At 4:31 A.M. on Monday, January 17, a moderate but very damaging earthquake with a magnitude of 6.7 struck the San Fernando Valley. In the following days and weeks, thousands of aftershocks occurred, causing additional damage to affected structures.
Fifty-seven people were killed and more than 1,500 people seriously injured. For days afterward, thousands of homes and businesses were without electricity; tens of thousands had no gas; and nearly 50,000 had little or no water. Approximately 15,000 structures were moderately to severely damaged, which left thousands of people temporarily homeless. 66,500 buildings were inspected. Nearly 4,000 were severely damaged and over 11,000 were moderately damaged. Several collapsed bridges and overpasses created commuter havoc on the freeway system. Extensive damage was caused by ground shaking, but earthquake triggered liquefaction and dozens of fires also caused additional severe damage. This extremely strong ground motion in large portions of Los Angeles County resulted in record economic losses.
However, the earthquake occurred early in the morning on a holiday. This circumstance considerably reduced the potential effects. Many collapsed buildings were unoccupied, and most businesses were not yet open. The direct and indirect economic losses ran into the 10's of billions of dollars.
To better understand the earthquake hazard, the scientific community has looked at historical records and accelerated research on those faults that are the sources of the earthquakes occurring in the Southern California region. Historical earthquake records can generally be divided into records of the pre-instrumental period and the instrumental period. In the absence of instrumentation, the detection earthquakes are based on observations and felt reports, and are dependent upon population density and distribution. Since California was sparsely populated in the 1800s, the detection of pre- instrumental earthquakes is relatively difficult. However, two very large earthquakes, the Fort Tejon in 1857 (7.9) and the Owens Valley in 1872 (7.6) are evidence of the tremendously damaging potential of earthquakes in Southern California. In more recent times two 7.3 earthquakes struck Southern California, in Kern County (1952) and Landers (1992). The damage from these four large earthquakes was limited because the occurred in areas which were sparsely populated at the time they happened. The seismic risk is much more severe today than in the past because the population at risk is in the millions, rather than a few hundred or a few thousand persons.
For decades, partnerships have flourished between the USGS, Cal Tech, the California Geological Survey and universities to share research and educational efforts with Californians. Tremendous earthquake mapping and mitigation efforts have been made in California in the past two decades, and public awareness has risen remarkably during this time. Major federal, state, and local government agencies and private organizations support earthquake risk reduction, and have made significant contributions in reducing the adverse impacts of earthquakes. Despite the progress, the majority of California communities remain unprepared because there is a general lack of understanding regarding earthquake hazards among Californians.
Dr. Kerry Sieh of Cal Tech has investigated the San Andreas fault at Pallett Creek. ―The record at Pallett Creek shows that rupture has recurred about every 130 years, on average, over the past 1500 years. But actual intervals have varied greatly, from less than 50 years to more than 300. The physical cause of such irregular recurrence remains unknown.‖ ii Damage from a great quake on the San Andreas would be widespread throughout Southern California.
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City of Walnut/Mt San Antonio Community College District (Version 2.0) Hazard Mitigation Plan
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City of Walnut/Mt San Antonio Community College District (Version 2.0) Hazard Mitigation Plan The Northridge Earthquake
The magnitude 6.7 Northridge earthquake occurred at 4:31 on the morning of January 17, 1994, a national holiday, when most Californians were at home asleep. Fifty-seven people lost their lives, nearly 9,000 were injured, and damage was in excess of $20 billion.
Responding to the losses from the Northridge earthquake, Governor Pete Wilson issued Executive Order W-78-94 instructing the Seismic Safety Commission to review the effects of the earthquake and to coordinate a study of the specific policy implications arising from the Northridge earthquake, with particular attention to seismic structural safety and land-use planning.
Probability
A major earthquake occurring in or near this jurisdiction may cause many deaths and casualties extensive property damage, fires and hazardous material spills and other ensuing hazards. The effects could aggravated by aftershocks and by the secondary affects of fire, hazardous material/chemical accidents and possible failure of the waterways and dams. The time of day and season of the year would have a profound effect on the number of dead and injured and the amount of property damage sustained. Such an earthquake would be catastrophic in its affect upon the populations and could exceed the response capabilities of the individual cities, Los Angeles County Operational Area and the State of California Emergency Management Agency. Damage control and disaster relief support would be required from other local governmental and private organizations, and from the state and federal governments.
Extensive search and rescue operations may be required to assist trapped or injured persons. Emergency medical care, food service and temporary shelter may be required for injured or displaced persons. Identification and disposition of the deceased may pose difficult problems; public health a major concern. Mass evacuation may be essential, particularly if the earthquake occurs during working hours and a personal inquiry or locator system would be essential to maintain order. Emergency operations would be seriously hampered by the loss of communications and damage to transportation infrastructure and by the disruption of public utilities and services.
The economic impact on the City of Walnut and Mt. San Antonio CCD from a major earthquake would be considerable in terms of loss of employment and tax base. A major earthquake may cause serious damage and/or outages of computer facilities. The loss of such facilities would curtail or seriously disrupt the operations of banks, insurance companies and other elements of the financial community. In turn, this could affect the ability of local government, business and the population to make payments and purchases. Using recent HAZUS statistics supplied by the Southern California Earthquake Center, University of Southern California, approximately 19% of all structures would be affected to some extent. Mt.San Antonio CCD is located in the City of Wanlut would have the same amount of damage to their structures and facilities.
Earthquake Related Hazards
Ground shaking, landslides, liquefaction, and amplification are the specific hazards associated with earthquakes. The severity of these hazards depends on several factors, including soil and slope conditions, proximity to the fault, earthquake magnitude, and the type of earthquake.
Ground Shaking
Ground shaking is the motion felt on the earth's surface caused by seismic waves generated by the earthquake. It is the primary cause of earthquake damage. The strength of ground shaking depends on
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City of Walnut/Mt San Antonio Community College District (Version 2.0) Hazard Mitigation Plan the magnitude of the earthquake, the type of fault, and distance from the epicenter (where the earthquake originates). Buildings on poorly consolidated and thick soils will typically see more damage than buildings on consolidated soils and bedrock.
Earthquake Induced Landslides
Earthquake induced landslides are secondary earthquake hazards that occur from ground shaking. They can destroy the roads, buildings, utilities, and other critical facilities necessary to respond and recover from an earthquake. Many communities in Southern California have a high likelihood of encountering such risks, especially in areas with steep slopes.
Liquefaction
Liquefaction occurs when ground shaking causes wet granular soils to change from a solid state to a liquid state. This results in the loss of soil strength and the soil's ability to support weight. Buildings and their occupants are at risk when the ground can no longer support these buildings and structures. Many communities in Southern California are built on ancient river bottoms and have sandy soil. In some cases this ground may be subject to liquefaction, depending on the depth of the water table.
Amplification
Soils and soft sedimentary rocks near the earth's surface can modify ground shaking caused by earthquakes. One of these modifications is amplification. Amplification increases the magnitude of the seismic waves generated by the earthquake. The amount of amplification is influenced by the thickness of geologic materials and their physical properties. Buildings and structures built on soft and unconsolidated soils can face greater risk. Amplification can also occur in areas with deep sediment filled basins and on ridge tops.
In California, many agencies are focused on seismic safety issues: the State’s Seismic Safety Commission, the Applied Technology Council, Governor’s Office of Emergency Services, United States Geological Survey, Cal Tech, the California Geological Survey as well as a number of universities and private foundations.
These organizations, in partnership with other state and federal agencies, have undertaken a rigorous program in California to identify seismic hazards and risks including active fault identification, bedrock shaking, tsunami inundation zones, ground motion amplification, liquefaction, and earthquake induced landslides. Seismic hazard maps have been published and are available for many communities in California through the State Division of Mines and Geology.
Probability of earthquakes within the next 50 years
Even though the losses from these and other moderate earthquakes are significant, they do not reflect the overall risk to the region, since none has been as strong as the largest credible earthquake, an 8.0+ magnitude event on the San Andreas Fault. The probability that such a large earthquake will occur sometime in the next 25 years near the Los Angeles metropolitan area is estimated to be 50 percent or greater. Projected losses would exceed those of any previous natural disaster in the United Stated.
The USGS database shows that there is a 97.596% chance of a major earthquake within 50 kilometers of Los Angeles, California within the next 50 years. The largest earthquake within 100 miles of Los Angeles, California was a 6.7 Magnitude in 1994.
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City of Walnut/Mt San Antonio Community College District (Version 2.0) Hazard Mitigation Plan Probability within 31 Miles / 50km above magnitude 5.0
Magnitude Probability 5.0 97.596% 5.1 96.383% 5.2 94.918% 5.3 93.258% 5.4 91.471% 5.5 89.628% 5.6 87.796% 5.7 86.028% 5.8 84.363% 5.9 82.828% 6.0 81.438% 6.1 80.072% 6.2 78.842% 6.3 77.565% 6.4 74.313% 6.5 66.904% 6.6 59.721% 6.7 52.293% 6.8 46.900% 6.9 42.705% 7.0 38.742% 7.1 35.815% 7.2 32.655% 7.3 29.358% 7.4 26.300% 7.5 23.142% 7.6 20.093% 7.7 16.357% 7.8 12.242% 7.9 8.125% 8.0 4.394% 8.1 1.698% 8.2 0.302% 8.3 0.061% 8.4 0.013% 8.5 0.000%
Vulnerability
Overview
The potential hazards that the City of Walnut may face in an earthquake include the following:
Ground Shaking: The most significant earthquake action in terms of potential structural damage and loss of life is ground shaking. Ground shaking is the movement of the earth’s surface in response to a seismic event. The intensity of the ground shaking and the resultant damages are determined by the magnitude o the earthquake, distance from the epicenter, and characteristics of surface geology.
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City of Walnut/Mt San Antonio Community College District (Version 2.0) Hazard Mitigation Plan Understandably, an earthquake does not in itself present a seismic hazard, but that I becomes a hazard when it occurs in highly urbanized area. Therefore, the significance of an earthquake’s ground shaking action is directly related to the density and type of buildings and number of people exposed to its effect.
Liquefaction: Many areas have buildings destroyed or unusable due to the phenomenon of liquefaction. Liquefaction is a phenomenon involving the loss of shear strength of a soil. The shear strength loss results from the increase of poor water pressure caused by the rearrangement of soil particles induced by shaking or vibration. Liquefaction has been observed in many earthquakes, usually in soft, poorly graded granular materials (i.e. loose sands), with high water tables. Liquefaction usually occurs in the soil during or shortly after a large earthquake. In effect, the liquefaction soil strata behave as a heavy fluid. Buried tanks may float to the surface and objects above the liquefaction strata may sink. Pipelines passing through liquefaction materials typically sustain a relatively large number of breaks in an earthquake.
Walnut has some unreinforced masonary buildings that may be affected by the above conditions.
Damage to Vital Public Services, Systems, and Facilities
Bed Loss in Hospitals: Walnut has no major medical facility. Public service agencies and volunteer personnel would be used to assist in the care of the injured. Several of the acute care hospitals in Los Angeles County are expected to be lost due to structural damage. This will impair the number of beds available and create the need for several field hospitals. The department as to the availability of beds and transfer of patients will control most of the subscribing hospitals to the Los Angeles County Department of Health.
Although a percentage of the remaining beds could be made available by discharging or transferring non-emergency patients, it will probably be necessary to receive an immediate influx of emergency medical aid and/or export some of the seriously injured out-of-county facilities.
Communications: Telephone systems will be affected by system failure, overloads, loss of electrical power and possible failure of some alternate power systems. Immediately after the event numerous failures will occur coupled with saturation overloads. This will disable up to 80% of the telephone system for one day. In light of the expected situation, emergency planners should not plan on the use of telephone systems for the first few days after the event.
Radio systems are expected to be 40 to 75% effective; microwave systems, 30% effective or less.
Dam and Flood Control Channels: Because of the current design and construction practices and ongoing programs of review and modification, catastrophic dam failure is considered unlikely. Many flood control channels are expected to suffer damage. Pumping stations in coastal communities are expected to fail due to liquefaction.
Electrical Power: Major power plants are expected to sustain some damage due to liquefaction and the intensity of the earthquake. Up to 60% of the system load may be interrupted immediately following the initial shock. According to representatives of Southern California Edison Company, the electrical power will not be rerouted and will be lost for an undefined period of time. Much of the imported power is expected to be lost. In some areas of greatest shaking it should be anticipated that some of the distribution lines, both underground and surface, will be damaged. Much of the affected area may have service restored in days; damaged areas with underground distribution may require a longer time. Loss of Southern California Edison transmission lines is possible.
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City of Walnut/Mt San Antonio Community College District (Version 2.0) Hazard Mitigation Plan Fire Operations: Although total collapse of fire stations is not expected, possible disruption of utilities, twisted doors and loss of power can create major problems. Numerous fires due to disruption of power and natural gas networks can be expected. Many connections to major water sources may be out and storage facilities would have to be relied on; water supply could vary from little or none to inadequate. First response from fire personnel is expected to be assessment of the area to establish what is needed to determine response and recovery needs. Operations may take days because of the disruption of transportation routes for fire department personnel and equipment. Walnut contracts with Los Angeles County Fire Department for fire services and can expect the equipment located in the City at the time of the event to be available for the City.
Secondary responses by the Fire Service after assessment will be placed upon diversion of resources to accomplish search and rescue of trapped persons. Major problems the Fire Service should expect are loss of power and water, jammed doors, restricted mobility due to debris, possible loss of primary dispatch capability and delays in reaching maximum effectiveness due to personnel shortages.
Highways and Bridges: Damage to freeway systems is expected to be major. Any inner surface transportation routes could be subject to delays and detours. Grand Avenue. between Valley Boulevard and the SR60 freeway may be blocked because of collapsed overpasses. Many surface streets may be blocked by debris from buildings, fallen electrical wires and pavement damage.
Natural Gas: Damage to natural gas facilities could range from some isolated breaks in a major transmission lines, to a large number of breaks in mains and individual service connections within the distribution systems, particularly in the areas of intense ground shaking. Leaks in the distribution system may affect a major portion of the urban areas, resulting in a loss of service for extended periods. Fires should be expected at the sites of a small percentage of ruptures both in the transmission lines and in the distribution system. Transmission pipelines serving the general basin area are most vulnerable to damage.
Petroleum Fuels: Most major pipelines cross the San Andreas Fault. Pipeline breakage is expected. Although refineries located on poor soil may be damaged, all of the major oil refineries in the region are likely to survive. Older pipelines are located in areas of poor soil stability garnering a possibility of fire where pipeline failures occur. Priorities would likely be established to assure adequate fuel for emergency crews. Ruptures of lines due to breaks on the Newport-Inglewood Fault are most likely. Fire is a serious threat if leaking products are ignited. All the oil refineries in the Los Angeles area are
Walnut has three pipelines that cross the streets from the city boundary, in the City of Industry. These three pipes, 16”, 20” and 24” lines, contain jet fuels and could rupture during a strong quake which might result in a large explosion and fire. Sensors along these lines would automatically shut down the flow of fuel, but the existing fuel in the lines would continue to burn off.
Railroads: It is expected that 21 of the 59 route segments serving the Southern California region could be unavailable for post earthquake service; the 21 segments include all major connections with the north. The post earthquake capacity to serve both the Los Angeles and Orange County areas would be very small – probably no more than 5 trains a day, a dramatic loss from the 120 to 140 trains per day that currently enter the area. Many railroad bridges are susceptible to damage because of age, design and construction. Some lines may be blocked because of damage to freeway overpass structures.
Sanitation Systems: Many of the wastewater treatment facilities could be out of service for 4 to 6 months depending on the damage caused by the severity of intensity and liquefaction. There is a limited volume of storage available in the wastewater treatment plants; if the treatment train is not restored before storage is exceeded, the wastewater will require discharge with emergency chlorination
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City of Walnut/Mt San Antonio Community College District (Version 2.0) Hazard Mitigation Plan to reduce health hazards. Overflow of sewage through manholes and from ponds may occur because of breakage in mains and loss of power. As a result, there may be danger of excessive collection of explosive gas in sewer mains, and flow of untreated sewage into some street gutters. Many house sewage connections will break and plug.
Water Supply: Two of the three major aqueducts serving Southern California are expected to be out of service for 3 to 6 months following the event; only the Colorado River Aqueduct is expected to remain in service. The imported water supply to Los Angeles County may be only partial for 3 to 6 months period. Several ruptures may occur along the water pipelines in the county. Anticipated damage to reservoir outlet works could take weeks to repair. The majority of water may be disabled from loss of electricity and the lack of backup power sources. In addition, shear forces may render about a third of the wells inoperative for an indefinite period.Water availability and distribution for needed life support, to treat the sick and injured and for fire suppression activities is of major concern to each community.
Studies of Earthquake Damage
The scientific community looked at historical records and accelerated research on those faults that are the sources of the earthquakes occurring in the Southern California region to understand earthquake hazards better. Historical earthquake records are divided into records of the pre-instrumental period and the instrumental period. In the absence of instrumentation, the detection of earthquakes is based on observations and ‘felt’ reports, and are dependent upon population density and distribution. Since California was sparsely populated in the 1800s, the detection of pre-instrumental earthquakes is relatively difficult. However, two very large earthquakes, the Fort Tejon in 1857 (7.9) and the Owens Valley in 1872 (7.6) are evidence of the tremendously damaging potential of earthquakes in Southern California. In more recent times two 7.3 earthquakes struck Southern California, in Kern County (1952) and Landers (1992). The damage from these four large earthquakes was limited because the occurred in areas which were sparsely populated at the time they happened. The seismic risk is much more severe today than in the past because the population at risk is in the millions, rather than a few hundred or a few thousand persons.
For decades, partnerships have flourished between the USGS, Cal Tech, the California Geological Survey and universities to share research and educational efforts with Californians. Tremendous earthquake mapping and mitigation efforts were made in California in the past three decades, and public awareness has risen remarkably during this time. Major federal, state, and local government agencies and private organizations support earthquake risk reduction, and have made significant contributions in reducing the adverse impacts of earthquakes.
Despite the progress, the majority of California communities remain unprepared because there is a general lack of understanding regarding earthquake hazards among Californians and lack of funds to strengthen and modernize infrastructure.
Structures
As a result of the Northridge Earthquake in 1994, approximately 10,000 buildings in the region were damaged initially, with additional damage occurring after the major October 4 aftershock. Structural damage impacted primarily unreinforced masonry commercial buildings, wood frame homes, apartments, mobile homes, and concrete frame structures. Other areas affected included nonstructural damage, transportation and lifelines.
Based on this history, the following can be anticipated in the event of a major earthquake:
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City of Walnut/Mt San Antonio Community College District (Version 2.0) Hazard Mitigation Plan Unreinforced Masonry Structures
The most heavily damaged structures were older commercial buildings constructed of unreinforced masonry. The business district of Whittier experienced heavy damage to these types of structures. Following the earthquake, the entire business district was closed, and a number of the damaged buildings were demolished. Typical damaged consisted of failure of one or more load-bearing walls, with occasional collapse of floor or roof diaphragm elements.
The Unreinforced Masonry Building Act (SB 547), the state law passed in 1986 to require local jurisdictions to develop hazard mitigation programs for unreinforced masonry buildings, had not yet been fully implemented at the local level. The cities of Los Angeles and Monterey Park had enacted hazardous building ordinances, but had not yet fully implemented them. Other communities in the impacted area were considering enacting this type of ordinance.
The City of Walnut has very few unreinforced masonry structures, and these are not buildings and structures that are occupied or critical to the infrastructure.
Mt. San Antonio CCD’s facilities contain no unreinforced masonry structures.
Residential Structures
A second serious type of structural damage involved single family homes, apartment buildings, and mobile homes. In some cases, homes experienced damage to unreinforced masonry walls, especially hollow clay tile walls, a construction material popular in older southern California buildings. In most cases, however, residential damage was to wood frame structures. Typically the failure of the supporting “cripple wall” between the concrete foundation and the floor diaphragm caused the building to slide off the foundation, destroying exterior structural components and breaking utilities connections. Many homes sustained minor damage such as chimney collapse.
Un-reinforced masonry apartment buildings experienced significant damage, although none actually collapsed. Wood frames/stucco apartment buildings were less heavily impacted, but some sustained major cracking of exterior walls that in effect made the structure uninhabitable. Some damage occurred also to the more modern apartment and condominium structures, including wall cracks, fallen ceilings, and collapse of balconies. Damage was also reported to mobile homes. Typically, this damage involved loss of support from foundation piers due to earthquake shaking.
The City of Walnut expects moderate damage to single family woo-framed homes and apartment structures.
Modern Concrete Frame Structures
Some modern concrete frame buildings experienced significant problems, while steel frame buildings performed well. Concrete frame parking structures experienced damage, in one case resulting in a fatality. Several concrete frame buildings on the campus of California State University, Los Angeles, sustained significant damage. Pre-cast concrete buildings proved particularly vulnerable to earthquake shaking, and would probably have experienced severe damage if the duration of the earthquake shaking had been slightly longer. A 1976 pre-cast concrete frame structure in Rosemead experienced serious structural damage which forced the corporate occupant to relocate its work force in temporary outdoor units.
Walnut and Mt. San Antonio College do have concrete frame structures but most have been seismically retrofitted to reduce the potential for catastrophic damage.
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City of Walnut/Mt San Antonio Community College District (Version 2.0) Hazard Mitigation Plan Nonstructural Damage
Widespread nonstructural damage will following a major earthquake. Many broken glass storefront windows may result in severe injuries if the earthquake occurs when pedestrian traffic is present. Other nonstructural damage of serious concern are the widespread failure of elevators, the partial collapse of many ceilings, fallen light fixtures, and the toppling of building contents.
Transportation & Lifelines
Even though damage to the transportation system was minimal after the Northridge earthquake, a longer duration or more intense event may result in damage to freeways, local roads and highways. . Airports will suffer enough damage to require temporary closure, but will back in operation within a day or two. Water and sewer mains are very vulnerable to damage from earth movement and liquefaction.
Repetitive Loss
The nature, infrequency and lack of ability to predict earthquakes are not conductive to maintaining Repetitive Loss records for damage to structures and property. Generally, after a destructive earthquake, damaged structures are either demolished and replaced or retrofitted to enhance their survivability in future earthquakes with the same or greater magnitude.
Potential Loss Estimates
Any major or catastrophic earthquake can be expected to cause:
• A significant number of injuries and some deaths.
• Considerable disruption to life’s routines and to business and government operations for a protracted period of time until recovery operations can be accomplished.
• Loss of utilities, communications, and traffic flow until repair and reconstruction actions can be completed.
• Displacement of people and the resultant requirement to provide temporary shelter, mass feeding and welfare services.
The city and the population are advised to be prepared to be self sufficient for a period of up to 72 hours until mutual aid and state and federal support mechanisms can become operational and effective.
A Newport-Inglewood event at, or greater than, a 6.5 magnitude as measured on the Richter scale or a Southern San Andreas event at 8.3 magnitude will effect large areas of the Los Angeles Basin. Casualties will vary widely depending on the time of day and day of the week that the earthquake occurs. However, on an hour-for-hour comparative basis, the Newport-Inglewood event is expected to cause greater casualties than the San Andreas event of a greater magnitude.
The postulated Southern San Andreas event will have an effect requiring wide ranging emergency response over a seven county area. Such an event will all but preclude any local mutual aid response between jurisdictions within the impacted area.
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City of Walnut/Mt San Antonio Community College District (Version 2.0) Hazard Mitigation Plan Casualties
Studies conducted by the Federal Emergency Management Agency (FEMA) and the National Oceanographic and Atmospheric Administration (NOAA) indicate the highest earthquake casualty rates will be experience if the event occurs during late afternoon rush hours. This evaluation addresses the high volume of people who are departing the work place and heading for home. Events occurring between rush hours indicate reduced casualty figures because there is less exposure of people to outside environments.
Earthquake casualties are primarily caused by collapsing structures, falling debris and the improper actions of people who place themselves in jeopardy by attempting to move to perceived safer places.
• Lacerations, cuts, and bruises • Fractures • Internal injuries • There is a significant incidence of cardiac problems.
Even though the losses from these and other moderate earthquakes are significant, they do not reflect the overall risk to the region, since none has been as strong as the largest credible earthquake, an 8.0+ magnitude event on the San Andreas Fault. The probability that such a large earthquake will occur sometime in the next 25 years near the Los Angeles metropolitan area is estimated to be 50 percent or greater. Projected losses would exceed those of any previous natural disaster in the United Stated.
HAZUS MH
To help determine potential losses in the event of a major earthquake in the area of the City of Walnut, HAZUS-MH information was researched. The likely scenario of an earthquake of M6.5 Richter to occur on the Whittier Fault was used to generate the HAZUS findings. Information pertinent to the City of Walnut was extrapolated from the Earthquake Event Report printed June 3, 2009.
HAZUS MH Damage Estimate Extrapolation for the City of Walnut
The following scientific findings may apply to the City of Walnut:
Peak ground acceleration for this event would be severe at 0.318-0.338
Building Loss ratio would be between 0.033 and 0.064
Building Damage: None 4,660 Slight 492 Moderate 69 Extensive 3 Complete 0
Damage to Essential Facilities: Hospitals, schools, police and fire facilities and the EOC are expected to have greater than 90% functionality with full restoration within 1 week.
Highways, railways, light rail and busses are expected to maintain greater than 50% functionality through the first week of recovery. Roadway segments, railroad track and light rail tracks are expected to sustain slight to moderate damage by ground failure.
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City of Walnut/Mt San Antonio Community College District (Version 2.0) Hazard Mitigation Plan Water, wastewater and electrical power systems will be damaged with the possibility of at least 1 major water main break, 2 wastewater system breaks and 3 electrical system failures due to damage. There are expected to be at least 51 households without water and 244 households without electrical power at day 1.
There would be 2 – 9 displaced households per census tract
Casualties expected: Requiring Medical Aid 12-50 Requiring Hospital Care 1-5 Life-threatening 1-2 Fatalities 1
Estimated Dollar Losses
Buildings: $36,822,000 and $77,759,000 Transportation System Lifeline: $9,603,000 Utility System Lifeline: $3,474,000
Mt. San Antonio College
Estimated Daily Potential $ losses to Potential $ Losses to Potential Other $ Total Potential $ Population at Risk Critical Facilities or Other Owned Losses Losses Infrastructure Buildings
47,000 enrollment $50,307,000 14,202,000 $11,570,000 $76,079,000 2,124 employees
Development Trends
The following standards are in place to protect citizens and property from seismic hazards while taking existing and future development into consideration.
No structures for human occupancy are permitted on or across the trace of an identified active fault. Prior to approval of development of properties within the Alquist-Priolo Geologic Studies Zone, as delineated by the California Division of Mines and Geology, applicants must submit a report of the geologic investigation of potential faults that may affect structures proposed at the site. The Report is required for parcel maps, tract maps, development on residential lots, and residential additions adding floor area for human occupancy, and must be prepared by a Registered Geotechnical Engineer registered with the State of California.
Properties located within known or potential fault areas are required to submit a geotechnical report at the time of submittal of the parcel or tract map, or for development on residential lots with single family dwellings, or additions to dwellings that add floor area for human occupancy. The report must analyze the surface and subsurface geology of the site, the degree of seismic hazard and must include conclusions and recommendations regarding the effect of geologic conditions on the proposed development and opinions and recommended criteria to mitigate any identified geologic hazards. This investigation and report must be performed by a professional geotechnical engineer experienced in the practice of engineering geology and registered with the State of California.
Modifications to the set back limits specified by the Alquist-Priolo Act may be permitted at the discretion of the City, if such modifications also comply with the Municipal Code, based on a geotechnical report
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City of Walnut/Mt San Antonio Community College District (Version 2.0) Hazard Mitigation Plan prepared by an independent licensed geotechnical engineer and/or geologist, mutually agreed upon between the City and developer and paid for by the developer. The geotechnical report is reviewed and subject to the approval of the City Engineer or his designee and is maintained on file by the City. The recommendations made in the geotechnical report may be approved, modified or denied by the City. Setback modifications may be permitted only if the developer and/or owner executes and records a restrictive covenant, in a form acceptable to the City Attorney, against the title to the property.
Geotechnical reports submitted in response to the these standards must be reviewed for adequacy by a Registered Geotechnical Engineer, and a report of that review submitted to the appropriate agency of the City.
A geotechnical report, prepared by a geologist registered with the state, must be provided for all projects listed below.
• Provide reports for the following located within an Alquist-Priolo Special Studies Zone:
• All new buildings for human occupancy. This must include single family dwellings, guest houses and rental units.
• Additions to buildings when the area of the addition will exceed 50% of the area of the existing building.
• Any conversion from a building not used for human occupancy into one which is.)
• No report is required for accessory buildings such as garages, tool sheds, swimming pool dressing rooms, etc. since these buildings are not normally used for human occupancy more than 2,000 person-hours per year.
Other development standards and objectives include:
• Implementing programs to deal with hazardous areas or buildings
• Advocating and supporting state legislation that would require existing vital facilities to be brought into compliance with modern seismic design and construction standards
• Supporting legislation that provides for income tax incentives to encourage the repair of potentially hazardous buildings
The City also requires that all development take appropriate measures to protect public health and safety by continuing to adopt and implement the most recent uniform building code (with special attention to Chapter 23 and Chapter 70), and all supplements which include the latest most stringent earthquake regulations for new construction.
If through an Environmental Impact Report (EIR), or if detailed geologic investigation confirms existence of seismic hazards, the City requires special earthquake resistant design features or use limitations to protect the public health and safety and to reduce the exposure of individuals and property to seismic risks.
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City of Walnut/Mt San Antonio Community College District (Version 2.0) Hazard Mitigation Plan
Severe Weather including Flood, High Winds, Torrential Rains, Drought Severe Weather/Flood/Winds/Drought/Landslide were rated a HIGH PRIORITY HAZARD in the City of Walnut and Mt. San Antonio CCD.
Profile
Description
Severe weather refers to any dangerous meteorological phenomena with the potential to cause damage, serious social disruption, or loss of human life. It includes thunderstorms, downbursts, tornadoes, waterspouts, snowstorms, ice storms, and dust storms.
Severe weather can be categorized into two groups: those that form over wide geographic areas are classified as general severe weather; those with a more limited geographic area are classified as localized severe weather.
Severe weather, technically, is not the same as extreme weather, which refers to unusual weather events that are at the extremes of the historical distribution for a given area. Three types of severe weather events typically impact the area around the City of Walnut: thunderstorms, damaging winds and hail storms. These types of severe weather are described in the following sections. There have been two recorded tornado/funnel cloud events in Los Angeles County since 1950. However, these were F0-rated events that caused no damages, and tornados are not considered a high risk.
DEFINITIONS
Freezing Rain—The result of rain occurring when the temperature is below the freezing point. The rain freezes on impact, resulting in a layer of glaze ice up to an inch thick. In a severe ice storm, an evergreen tree 60 feet high and 30 feet wide can be burdened with up to six tons of ice, creating a threat to power and telephone lines and transportation routes.
Severe Local Storm—”Micro-scale” atmospheric systems, including tornadoes, thunderstorms, windstorms, ice storms and snowstorms. These storms may cause a great deal of destruction and even death, but their impact is generally confined to a small area. Typical impacts are on transportation infrastructure and utilities.
Thunderstorm—A storm featuring heavy rains, strong winds, thunder and lightning, typically about 15 miles in diameter and lasting about 30 minutes. Hail and tornadoes are also dangers associated with thunderstorms. Lightning is a serious threat to human life. Heavy rains over a small area in a short time can lead to flash flooding.
Tornado—Funnel clouds that generate winds up to 500 miles per hour. They can affect an area up to three-quarters of a mile wide, with a path of varying length. Tornadoes can come from lines of cumulonimbus clouds or from a single storm cloud. They are measured using the Fujita Scale, ranging from F0 to F5.
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City of Walnut/Mt San Antonio Community College District (Version 2.0) Hazard Mitigation Plan Windstorm—A storm featuring violent winds. Southwesterly winds are associated with strong storms moving onto the coast from the Pacific Ocean. Southern winds parallel to the coastal mountains are the strongest and most destructive winds. Windstorms tend to damage ridgelines that face into the winds.
Winter Storm—A storm having significant snowfall, ice, and/or freezing rain; the quantity of precipitation varies by elevation.
Location
Generally the entire area for the City of Walnut and Mt. San Antonio College can be affected by a Severe Weather Hazard. Areas with trees, power and light poles, large signs, communications towers and other structures with exposed surface areas are all vulnerable to the affects of severe weather.
Extent
Thunderstorms
A thunderstorm is a rain event that includes thunder and lightning. A thunderstorm is classified as “severe” when it contains one or more of the following: hail with a diameter of three-quarter inch or greater, winds gusting in excess of 50 knots (57.5 mph), or tornado.
Three factors cause thunderstorms to form: moisture, rising unstable air (air that keeps rising when disturbed), and a lifting mechanism to provide the disturbance. The sun heats the surface of the earth, which warms the air above it. If this warm surface air is forced to rise (hills or mountains can cause rising motion, as can the interaction of warm air and cold air or wet air and dry air) it will continue to rise as long as it weighs less and stays warmer than the air around it. As the air rises, it transfers heat from the surface of the earth to the upper levels of the atmosphere (the process of convection). The water vapor it contains begins to cool and freezing. Some of the water vapor turns to ice and some of it turns into water droplets. Both have electrical charges. Ice particles usually have positive charges, and rain droplets usually have negative charges. When the charges build up enough, they are discharged in a bolt of lightning, which causes the sound waves we hear as thunder. Thunderstorms have three stages (see figure below):
The developing stage of a thunderstorm is marked by a cumulus cloud that is being pushed upward by a rising column of air (updraft). The cumulus cloud soon looks like a tower (called towering cumulus) as the updraft continues to develop. There is little to no rain during this stage but occasional lightning. The developing stage lasts about 10 minutes.
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City of Walnut/Mt San Antonio Community College District (Version 2.0) Hazard Mitigation Plan The thunderstorm enters the mature stage when the updraft continues to feed the storm, but precipitation begins to fall out of the storm, and a downdraft begins (a column of air pushing downward). When the downdraft and rain-cooled air spread out along the ground, they form a gust front, or a line of gusty winds. The mature stage is the most likely time for hail, heavy rain, frequent lightning, strong winds, and tornadoes. The storm occasionally has a black or dark green appearance.
Eventually, a large amount of precipitation is produced and the updraft is overcome by the downdraft beginning the dissipating stage. At the ground, the gust front moves out a long distance from the storm and cuts off the warm moist air that was feeding the thunderstorm.
Rainfall decreases in intensity, but lightning remains a danger.
There are four types of thunderstorms:
Single-Cell Thunderstorms—Single-cell thunderstorms usually last 20 to 30 minutes. A true single- cell storm is rare, because the gust front of one cell often triggers the growth of another. Most single-cell storms are not usually severe, but a single-cell storm can produce a brief severe weather event. When this happens, it is called a pulse severe storm.
Multi-Cell Cluster Storm—A multi-cell cluster is the most common type of thunderstorm. The multi- cell cluster consists of a group of cells, moving as one unit, with each cell in a different phase of the thunderstorm life cycle. Mature cells are usually found at the center of the cluster and dissipating cells at the downwind edge. Multi-cell cluster storms can produce moderate-size hail, flash floods and weak tornadoes. Each cell in a multi-cell cluster lasts only about 20 minutes; the multi-cell cluster itself may persist for several hours. This type of storm is usually more intense than a single cell storm.
Multi-Cell Squall Line—A multi-cell line storm, or squall line, consists of a long line of storms with a continuous well-developed gust front at the leading edge. Squall lines can produce large hail, heavy rainfall, weak tornadoes, and strong downdrafts. Occasionally, a strong downburst will accelerate a portion of the squall line ahead of the rest of the line. This produces what is called a bow echo.
Super-Cell Storm—A super-cell is a highly organized thunderstorm that poses a high threat to life and property. It is similar to a single-cell storm in that it has one main updraft, but the updraft is extremely strong, reaching speeds of 150 to 175 miles per hour. Super-cells are rare. The main characteristic that sets them apart from other thunderstorms is the presence of rotation. The rotating updraft of a super- cell (called a meso-cyclone when visible on radar) helps the super-cell to produce extreme weather events, such as giant hail (more than 2 inches in diameter), strong downbursts of 80 miles an hour or more, and strong to violent tornadoes.
Damaging Winds
Damaging winds are classified as those exceeding 60 mph. Damage from such winds accounts for half of all severe weather reports in the lower 48 states and is more common than damage from tornadoes. Wind speeds can reach up to 100 mph and can produce a damage path extending for hundreds of miles. There are seven types of damaging winds:
Straight-line winds—Any thunderstorm wind that is not associated with rotation; this term is used mainly to differentiate from tornado winds. Most thunderstorms produce some straight-line winds as a result of outflow generated by the thunderstorm downdraft.
Downdrafts—A small-scale column of air that rapidly sinks toward the ground.
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City of Walnut/Mt San Antonio Community College District (Version 2.0) Hazard Mitigation Plan Downbursts—A strong downdraft with horizontal dimensions larger than 2.5 miles resulting in an outward burst or damaging winds on or near the ground. Downburst winds may begin as a microburst and spread out over a wider area, sometimes producing damage similar to a strong tornado. Although usually associated with thunderstorms, downbursts can occur with showers too weak to produce thunder.
Microburst—A small concentrated downburst that produces an outward burst of damaging winds at the surface. A Microburst are generally less than 2.5 miles across and short-lived, lasting only 5 to 10 minutes, with maximum wind speeds up to 168 mph. There are two kinds of microbursts: wet and dry. A wet microburst is accompanied by heavy precipitation at the surface. Dry microbursts, common in places like the high plains and the intermountain west, occur with little or no precipitation reaching the ground.
Gust front—A gust front is the leading edge of rain-cooled air that clashes with warmer thunderstorm inflow. Gust fronts are characterized by a wind shift, temperature drop, and gusty winds out ahead of a thunderstorm. Sometimes the winds push up air above them, forming a shelf cloud or detached roll cloud.
Derecho—A derecho is a widespread thunderstorm wind caused when new thunderstorms form along the leading edge of an outflow boundary (the boundary formed by horizontal spreading of thunderstorm-cooled air). The word “derecho” is of Spanish origin and means “straight ahead.” Thunderstorms feed on the boundary and continue to reproduce. Derechos typically occur in summer when complexes of thunderstorms form over plains, producing heavy rain and severe wind. The damaging winds can last a long time and cover a large area.
Bow Echo—A bow echo is a linear wind front bent outward in a bow shape. Damaging straight-line winds often occur near the center of a bow echo. Bow echoes can be 200 miles long, last for several hours, and produce extensive wind damage at the ground.
The potential risk of widespread damage in Los Angeles County from wind is not as considerable as the risk from earthquakes or wildfires. Nevertheless, severe windstorms pose a significant risk to life and property by creating conditions that disrupt essential systems such as public utilities, telecommunications, and transportation routes.
High winds can and do occasionally cause damage to homes and businesses. Severe windstorms can present a very destabilizing effect on the dry brush that covers local hillsides and urban wildland interface areas and increase wildfire threat. Destructive impacts to trees, power lines, and utility services also are associated with high winds.
Santa Ana Winds
Based on local history, most incidents of high wind in the Los Angeles County are the result of Santa Ana wind conditions. While high impact wind incidents are not frequent in the area, significant Santa Ana wind events have been known to negatively impact areas of the County.
Santa Ana winds are blustery, warm – (often hot) – dry winds that blow from the east or northeast. These occur below the passes and canyons of the coastal ranges of Southern California and in the Los Angeles basin. Typically they occur from October to March when cooler air in the desert increases air pressure and creates strong westerly winds. Generally speaking, wind speed must reach 25 knots to be classified as a Santa Ana wind.
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City of Walnut/Mt San Antonio Community College District (Version 2.0) Hazard Mitigation Plan The map right shows the direction of the Santa Ana winds as they travel from the stable, high-pressure weather system called the Great Basin High through the canyons and towards the low pressure system off the Pacific. Areas of Los Angeles County are in the direct path of the ocean-bound Santa Ana winds.
While the effects of Santa Ana Winds are often overlooked, it should be noted that in 2003, two deaths in Southern California were directly related to the fierce condition. A falling tree struck one woman in San Diego. The second death occurred when a passenger in a vehicle was hit by a flying pickup truck cover launched by Santa Ana winds.
In windstorms, reports of dislodged roofs and fallen trees and power lines are common. The winds are not considered major widespread threats to population and property, but do involve responses from emergency service personnel. Fallen power lines may cause widespread power outages and fire. Falling trees can occasionally cause fatalities and serious structural damage. These incidents are rare as well as localized.
Windstorms that affect Los Angeles County, notably Santa Ana winds, are not location specific but rather impact much of the area. Passes between hillsides are susceptible to slightly higher wind speeds, although the amount of unsheltered development in hillside passes is not substantial.
In the case of a Santa Ana wind – which can last several days – hazards created by wind-fallen trees or utility poles can threaten property and have the potential for personal injury and even death. Many older neighborhoods have larger trees. Although these trees are usually well-rooted enough to withstand higher speed winds, broken and falling tree limbs can create significant hazards.
Strong Santa Ana winds typically occur annually. It is unlikely that Los Angeles County will be subject to widespread damage from wind storm activity but there is potential for isolated events, such as damage to property or communications. Although Santa Ana winds are frequent, the occurrence wind with enough velocity to cause significant damage is much less.
Severe Weather Flooding
The Federal Emergency Management Agency (FEMA) informed the City on October 3, 2000 that:
"The entire community [City of Walnut and surrounding area] has been placed in Zone D, an area of possible but undetermined flood hazard. There is no Federal requirement for the purchase of flood insurance in this zone, nor is the community required to implement any floodplain management regulations as a condition for participation in the National Flood Insurance Program (NFIP). Additionally, because the entire community has been placed in Zone D, the Federal Emergency Management Agency has not printed a Flood Insurance Rate Map for the community.
“Federally backed flood insurance is available within Walnut at reasonable rates. While there are no identifiable flood hazards within Walnut, we urge property owners to consider the purchase of flood insurance. Over 23 percent of all flood insurance claims are made by property owners outside of identified flood hazards.
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City of Walnut/Mt San Antonio Community College District (Version 2.0) Hazard Mitigation Plan "Although there are no specific requirements for floodplain management in Walnut, we recommend that the community recognize the possible existence of hazards from floods, mudslides, and flood-related erosion and carefully evaluate new development that could aggravate, or be affected by, these hazards.”
Flood containment usually involves preparing for the Standard Project flood. This type of flood is defined by the Corps of Engineers as follows:
"Standard Project Flood: The flood that may be expected from the most severe combination of meteorological and hydrological conditions that are considered reasonably characteristic of the geographical area in which the drainage basin is located, excluding extremely rare combinations. Peak discharges for these floods are generally about 40-60 percent of the Probably Maximum Floods for the basins. As used by the Corps of Engineers, Standard Project Floods are intended as practical expressions of the degree of protection that should be sought In the design of flood control works, the failure of which might be disastrous."
Drought
There are four different ways that drought can be defined: Meteorological - a measure of departure of precipitation from normal. Due to climatic differences what is considered a drought in one location may not be a drought in another location. Agricultural - refers to a situation when the amount of moisture in the soil no longer meets the needs of a particular crop. Hydrological - occurs when surface and
Droughts are not clearly defined. Identifying periods of drought in a statewide context is a matter of subjective interpretation, even in retrospect. The period of drought during the 1920's and 1930's in California, for example, has been variously identified as 1922-34 (Troxell, 1957). 1923-34 (Thomas and others, 1963), 1924-34 (Matthai. 1979). 1928-34 (California Department of Water Resources, 1987), 1929-34 (California Department of Water Resources, 1973), and 1928-37 (Earle and Fritts, 1986). Differences in the duration and severity of droughts from place to place account for much of the discrepancy. Even at a given location, however, it is a matter of judgment whether a period of greater than normal runoff represents the end of a drought or just a minor interruption.
In California, the total annual runoff generally is more important to the State's water supplies than the distribution of runoff within the year. Short periods of greater than normal runoff do not necessarily mark the end of a drought and are commonly included within identified droughts. In some instances, even an entire year of slightly greater than average flow is included in a drought. For example, three of the six representative gauging stations had greater than average flows during water year 1932, which by all accounts is considered to be part of a major statewide drought. In assessing the statewide significance of a period of drought, more importance is given to droughts in the northern part of the State than in the southern part because the northern part is the source of much of the State's developed water supply.
Agricultural Definition of Drought
Drought is a protracted period of deficient precipitation resulting in extensive damage to crops, resulting in loss of yield.
Lack of rainfall for an extended period of time can bring farmers and major metropolitan areas to their knees. It does not take very long; a few rain-free weeks spreads panic and shrivels crops. We are told to stop washing our cars, cease watering the grass and take other weather conservation steps. Continued sunshine without sufficient rain can turn a rain forest into a desert; so maybe sunny weather is not always the best weather.
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City of Walnut/Mt San Antonio Community College District (Version 2.0) Hazard Mitigation Plan Drought is an insidious hazard of nature. Although it has scores of definitions, it originates from a deficiency of precipitation over an extended period of time, usually a season or more. This deficiency results in a water shortage for some activity, group, or environmental sector. Drought should be considered relative to some long-term average condition of balance between precipitation and evapo- transpiration (i.e., evaporation + transpiration) in a particular area, a condition often perceived as "normal". It is also related to the timing (i.e., principal season of occurrence, delays in the start of the rainy season, occurrence of rains in relation to principal crop growth stages) and the effectiveness of the rains (i.e., rainfall intensity, number of rainfall events). Other climatic factors such as thigh temperature, high wind, and low relative humidity are often associated with it in many regions of the world and can significantly aggravate its severity. Drought should not be viewed as merely a physical phenomenon or natural event. Its impacts on society result from the interplay between a natural event (less precipitation than expected resulting from natural climatic variability) and the demand people place on water supply. Human beings often exacerbate the impact of drought. Recent droughts in both developing and developed countries and the resulting economic and environmental impacts and personal hardships have underscored the vulnerability of all societies to this "natural" hazard. A five- year drought has parched soils, lowered reservoirs and weakened forests. And if the past is any guide, the dry spell could go on for decades.
One dry year does not normally constitute a drought in California, but serves as a reminder of the need to plan for droughts. California's extensive system of water supply infrastructure -- its reservoirs, groundwater basins, and inter-regional conveyance facilities -- mitigates the effect of short-term dry periods for most water users. Defining when a drought begins is a function of drought impacts to water users. Hydrologic conditions constituting a drought for water users in one location may not constitute a drought for water users elsewhere, or for water users having a different water supply. Individual water suppliers may use criteria such as rainfall/runoff, amount of water in storage, or expected supply from a water wholesaler to define their water supply conditions.
Drought is a gradual phenomenon. Although droughts are sometimes characterized as emergencies, they differ from typical emergency events. Most natural disasters, such as floods or forest fires, occur relatively rapidly and afford little time for preparing for disaster response. Droughts occur slowly, over a multiyear period. There is no universal definition of when a drought begins or ends. Impacts of drought are typically felt first by those most reliant on annual rainfall -- ranchers engaged in dry land grazing, rural residents relying on wells in low-yield rock formations, or small water systems lacking a reliable source. Criteria used to identify statewide drought conditions do not address these localized impacts. Drought impacts increase with the length of a drought, as carry-over supplies in reservoirs are depleted and water levels in groundwater basins decline.
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City of Walnut/Mt San Antonio Community College District (Version 2.0) Hazard Mitigation Plan The Drought Monitor was introduced as an operational weekly product in 1999 to provide an overview of conditions averaged across a broad array of time scales and impact indicators, leaning toward those that seem most relevant to observed impacts. This approach has led to an unprecedented degree of cooperation and coordination among a variety of disparate Federal, state, and local government agencies, in addition to many interested members of the academic and private research communities. The result has boiled the complex issues of drought and drought-related impact assessment down to a single, simple, visually-intuitive summary of conditions, which has replaced the uncoordinated, disparate, and often contradictory assortment of opinions, and data that formerly characterized responses to requests for drought information.
California's most recent drought began over most of the State in 1987 and is still in progress at the time of this writing (July 1989). In parts of southern California, less than normal runoff began in 1984, but with little statewide implication. The relative deficiencies in runoff accumulated during 1987-88 were greatest along the central coast and in the northern Sierra Nevada.
The West has been dry for millions of years, with hugely varying annual rainfall, climatologists say. The Southland gets an average of 15 inches a year — enough water to supply 5 million people. But that can range from the 3 inches that Los Angeles eked by with seven years ago, to the 38 inches dumped on it during an El Niño season.
Longer cycles could bring severe drought. The 11th century saw an 80-year drought, long enough to wipe out a tribe of pre-Columbian Pueblo peoples. With the exception of a few water heavy storms, it’s been drier than normal for a decade.
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City of Walnut/Mt San Antonio Community College District (Version 2.0) Hazard Mitigation Plan Probability
Severe weather events have the potential to happen anywhere in the planning area. Communities in low-lying areas next to streams or lakes are more susceptible to flooding. Wind events are most damaging to areas that are heavily wooded.
The severe weather events for Los Angeles County shown in table on the next page are often related to high winds associated with winter storms and thunderstorms. The planning area can expect to experience exposure to some type of severe weather event at least annually.
The most common problems associated with severe storms are immobility and loss of utilities. Fatalities are uncommon, but can occur. Roads may become impassable due to flooding, downed trees, ice or snow, or a landslide. Power lines may be downed due to high winds or ice accumulation, and services such as water or phone may not be able to operate without power. Lightning can cause severe damage and injury.
Windstorms can be a frequent problem in the planning area and have been known to cause damage to utilities. The predicted wind speed given in wind warnings issued by the National Weather Service is for a one-minute average; gusts may be 25 to 30 percent higher.
Tornadoes are potentially the most dangerous of local storms, but they are not common in the planning area. If a major tornado were to strike within the populated areas of the county, damage could be widespread. Businesses could be forced to close for an extended period or permanently, fatalities could be high, many people could be homeless for an extended period, and routine services such as telephone or power could be disrupted. Buildings may be damaged or destroyed. California ranks 32nd among states for frequency of tornadoes, 44th for the frequency of tornados per square mile, 36th for injuries, and 31st for cost of damage. The state has no reported deaths from tornadoes.
Meteorologists can often predict the likelihood of a severe storm. This can give several days of warning time. However, meteorologists cannot predict the exact time of onset or severity of the storm. Some storms may come on more quickly and have only a few hours of warning time.
The most significant secondary hazards associated with severe local storms are floods, falling and downed trees, landslides and downed power lines. Rapidly melting snow combined with heavy rain can overwhelm both natural and man-made drainage systems, causing overflow and property destruction. Landslides occur when the soil on slopes becomes oversaturated and fails.
Climate change presents a significant challenge for risk management associated with severe weather. The frequency of severe weather events has increased steadily over the last century. The number of weather-related disasters during the 1990s was four times that of the 1950s, and cost 14 times as much in economic losses. Historical data shows that the probability for severe weather events increases in a warmer climate (see figure below). The changing hydrograph caused by climate change could have a significant impact on the intensity, duration and frequency of storm events. All of these impacts could have significant economic consequences.
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City of Walnut/Mt San Antonio Community College District (Version 2.0) Hazard Mitigation Plan
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City of Walnut/Mt San Antonio Community College District (Version 2.0) Hazard Mitigation Plan
Vulnerability
Overview
Severe local storms can and do occur frequently in the planning area. The impacts of these events can be significant, particularly when secondary hazards of flood and landslide occur. A worst-case event would involve prolonged high winds during a winter storm accompanied by thunderstorms. Such an event would have both short-term and longer-term effects. Initially, schools and roads would be closed due to power outages caused by high winds and downed tree obstructions. Some subdivisions could experience limited ingress and egress. Prolonged rain could produce flooding, overtopped culverts with water ponding on roads, and landslides on steep slopes. Flooding and landslides could further obstruct roads and bridges, further isolating residents.
Vulnerable populations are the elderly, low income or linguistically isolated populations, people with life- threatening illnesses, and residents living in areas that are isolated from major roads. Power outages can be life threatening to those dependent on electricity for life support. Isolation of these populations is a significant concern. These populations face isolation and exposure during severe weather events and could suffer more secondary effects of the hazard.
There have been past occurrences of winds strong enough to create damage to property in Los Angeles County. However, there has not been a recorded instance of a windstorm strong enough to create wide spread damage. Damage is usually done to roofs and trees damage, and is generally isolated.
Life and Property
Based on the historical data for the region, windstorm events can be expected, perhaps annually, across widespread areas of the County. This can result in i emergency responses. Both residential and commercial structures with vulnerable or weak construction are susceptible to damage. Wind pressure can create a direct and frontal assault on a structure, pushing walls, doors, and windows inward. Conversely, passing currents can create lift suction forces that pull building components and surfaces outward. With extreme wind forces, roofs or entire buildings can fail, causing considerable damage. Debris carried by strong winds can contribute directly to loss of life, and indirectly to the failure of protective building envelopes, siding, or walls. When severe windstorms strike a community, resulting downed trees, power lines, and damaged property are major hindrances to emergency response and disaster recovery.
Flooding
Flood Loss Information
California has a chronic and destructive flood history. Of seventy-two federally declared disasters in the state between 1950 and 2000, half were flood related.
As of September 7, 1984, the Federal Emergency Management Agency (FEMA) determined that no Special Flood Hazard Areas existed, at that time, within the corporate limits of Walnut. The entire community was placed in Zone “D”, which has no mandatory flood insurance purchase requirement due to its minimal flood hazard. The jurisdictions rated flood as a high priority due to secondary effects
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City of Walnut/Mt San Antonio Community College District (Version 2.0) Hazard Mitigation Plan of severe storms. The direct impact of flooding to buildings is low reflected by the Flood D zone rating. Walnut Valley and Mt. SAC are geographical located in the same area. The Flood D zone rating and risk is the same for them as well..
Land Slides (see Moderate Risk Priorities for in depth discussion)
Incapacity and loss of roads are the primary transportation failures resulting from severe weather, mostly associated with secondary hazards. Landslides caused by heavy prolonged rains can block roads are. High winds can cause significant damage to trees and power lines, blocking roads with debris, incapacitating transportation, isolating population, and disrupting ingress and egress. Of particular concern are roads providing access to isolated areas and to the elderly.
Prolonged obstruction of major routes due to landslides, debris or floodwaters can disrupt the shipment of goods and other commerce. Large, prolonged storms can have negative economic impacts for an entire region.
Severe windstorms and downed trees, can create serious impacts on power and above-ground communication lines. Loss of electricity and phone connection would leave certain populations isolated because residents would be unable to call for assistance.
Drought
Past California Droughts
Droughts exceeding three years are relatively rare in Northern California, the source of much of the State's developed water supply. The 1929-34 drought established the criteria commonly used in designing storage capacity and yield of large Northern California reservoirs. The table below compares the 1929-34 drought in the Sacramento and San Joaquin Valleys to the 1976-77 and 1987-92 droughts. The driest single year of California's measured hydrologic record was 1977. California's most recent multi-year drought was 1987-92.
Measured hydrologic data for droughts prior to 1900 are minimal. Multi-year dry periods in the second half of the 19th century can be qualitatively identified from the limited records available combined with historical accounts, as illustrated in the figure below, but the severity of the dry periods cannot be directly quantified.
One approach to supplementing California's limited period of measured data is to statistically reconstruct data through the study of tree rings (called dendrochronology). Information on the thickness
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City of Walnut/Mt San Antonio Community College District (Version 2.0) Hazard Mitigation Plan of annual growth rings can be used to infer the wetness of the season. Site-specific approaches to supplementing the historical record can include age-dating dryland plant remains now submerged in place by rising water levels, or sediment and pollen studies. For example, a 1994 study of relict tree stumps rooted in present-day lakes, rivers, and marshes suggested that California sustained two epic drought periods, extending over more than three centuries. The first epic drought lasted more than two centuries before the year 1112; the second drought lasted more than 140 years before 1350. In this study, the researcher used drowned tree stumps rooted in Mono Lake, Tenaya Lake, West Walker River, and Osgood Swamp in the central Sierra Nevada. These investigations indicate that California has been subject to droughts more severe and more prolonged than those witnessed in the brief historical record.
The historical record of California hydrology is brief in comparison to geologically modern climatic conditions. The following sampling of changes in climatic conditions over time helps put California's twentieth century droughts into perspective. Most of the dates shown below are necessarily approximations. Not only must the climatic conditions be inferred from indirect evidence, but the onset or extent of changed conditions may vary with geographic location. Readers interested in the subject of paleo-climatology are encouraged to seek out the extensive body of popular and scientific literature on this subject.
Potential Impacts of Drought
Drought is one of the most costly natural disasters affecting the U.S. The National Integrated Drought Information System (NIDIS) was established in 2006 (NIDIS Act) to provide the nation with a drought early warning system.
Continuing drought conditions affect the area in several ways:
• Food and fuel prices will feel strong upward pressure. Only large surplus production elsewhere in the world will be able to counterbalance price pressure. The jurisdictions’ already tight budgets will feel the impact. The U.S. Department of Agriculture estimates that the drought will push retail food prices up by between 3% and 4% in 2013. That’s a higher-than-average number, but only barely: over the last 20 years, average annual increases have been between 2.5% and 3%. Next year, most of the cost increases will be centered on animal products, like eggs, beef and dairy, which were particularly affected by not only this year’s drought but a similar dry spell across cattle farm-heavy stretches of the southwestern United States in 2011.
• Businesses and economies that depend on agricultural productivity will see major shortfalls. Some local economies will collapse.
• For areas where water supplies are already under major strain, individuals - even entire towns - will be forced to leave their homes. In many instances, individuals who stay will have to pay for water delivery. Some local governments will start to build water pipelines to adjacent municipalities.
• Many wildfires will break out and spread, leading to one of the worst wildfire seasons ever in the US.
• Forests and other ecosystems will suffer. Some regions will experience permanent loss of plant and animal species from that area; some endangered and threatened species could go extinct.
• Landscaping and lawns will shrivel and die because of lack of water available for maintenance.
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City of Walnut/Mt San Antonio Community College District (Version 2.0) Hazard Mitigation Plan Drought-related Health Issues
These extreme weather conditions can lead to wellness issues that linger after the searing, dry weather breaks. We spoke to microbiology experts to find out what long-term problems drought can bring:
Depression and stress
Coping with a prolonged drought’s economic fallout can easily snowball into heightened stress levels and take a serious toll on people’s mental health. Lots of difficult decisions and choices need to be made.. For instance, people may struggle with higher food prices, or their homes may be threatened by drought-fueled wildfires.
These escalated stress levels can cause depression, post-traumatic stress disorder, substance abuse and more.
Respiratory illness
There are a lot more airborne pollutants because there is no rain water to flush them out of the atmosphere.. The increased dust, mold and pollen particles aggravate allergies and asthma, and can potentially lead to bronchitis, he notes.
Viruses
When water levels decline, pools of water become stagnant and polluted — ripe breeding grounds for mosquitoes carrying West Nile virus, which according to some experts is the greatest waterborne health risk in the country. The virus ranges in severity. Some infected people may not have any symptoms, but others may get a headache and high fever, or even suffer convulsions, coma or paralysis.
Infections
When trying to minimize water usage during a drought, some people cut down on daily hygiene routines, such as washing hands and showering. This can put people at risk for gastrointestinal disorders and other infectious diseases.
Nutritional deficiencies
Although widespread malnutrition is not an immediate issue for Americans, skyrocketing prices for such basic food staples as vegetables and meat can push people into unbalanced eating habits, which can lead to anemia and other nutritional deficiencies.
Structures
Urban Flooding
Portions of the City of Walnut are prone to urban flooding, also sometimes referred to as ponding, due to low areas along traffic lanes, with an occasional problem of debris accumulation in storm drains.
Flood control channels and basins are at risk of overflowing their banks during times of heavy rainfall.
The following areas are considered at risk due to urban flooding:
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City of Walnut/Mt San Antonio Community College District (Version 2.0) Hazard Mitigation Plan • Temple Av.. between Bonita Dr. and the east city border (both directions). • La Puente Rd.. between Gartel Dr. and Pierre Rd.. (westbound) • Valley Bl.. between Lemon Creek Dr. and the Lemon Creek Overpass (westbound). • Valley Bl.. between Lemon Av.. and Paseo Tesoro (westbound ) • Vejar Rd.. between Ricci Av.. and Scherer Av.. (Eastbound)
The problem areas are considered to be a hazard only to their specific location and are not expected to threaten or endanger the lives of persons in the surrounding areas.
Emergency Readiness Stages
Flooding in the identified risk areas can occur rapidly or slowly depending on the heaviness and severity of rainfall. Emergency preparedness will be based on four stages of response actions.
Stage I (Watch Stage)
Light to moderate rain for indefinite period. All field units (Public Works, Sheriff, Fire Depts., etc.) are to review their procedures for flood incidents.
Stage II
Moderate to heavy rain expected for next four to six hours. Public Information on location of sand bags.
Stage III (Advisory Stage)
Continuation of heavy rain over next six to twelve hours. Identified risk areas should be closed to traffic. Public information to be distributed to residents and businesses in affected areas by all available means.
Stage IV
Safety/Health threat to private property and persons. Areas should be evacuated should flooding constitute a safety or health hazard.
Evacuation Routes
It is expected that most streets will remain open. Should it become necessary, evacuations should be easily facilitated. Other pertinent information relating to evacuation operations are in Part Two, Operations Section.
Emergency Response Actions
The City of Walnut has written “Standard Operating Procedures for Rainy Days” that will be used to check problem locations throughout the city.
General Flood Loss Information
While the “Great Flood” of 1861-62 may be unmatched in scope, the devastating effects of recent floods far exceed the damage of a century ago. Despite the construction of massive and relatively effective flood control projects, California remains vulnerable to flooding. A steady rise in population and accompanying development contribute to increased flood risks throughout the state.
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City of Walnut/Mt San Antonio Community College District (Version 2.0) Hazard Mitigation Plan Between 1992 and 2002, every county in California was declared a federal disaster area at least once for a flooding event. The counties of Los Angeles, Orange, and San Bernardino were declared federal flood disaster areas five times, and sixteen other counties were declared disaster areas four times.
The South Coast hydrologic region extends up from the U.S.-Mexico border to the Tehachapi, San Bernardino, San Gabriel, and San Jacinto mountains. Nearly one-third of the area is coastal plain.
Major stream systems in the South Coast region include:
• Calleguas Creek Basin • Malibu and Santa Monica Bay streams • Ventura River • Santa Clara River • Los Angeles River • San Gabriel River • Santa Ana River • Santa Margarita River • San Luis Rey River • San Dieguito River • San Diego River • Sweetwater River • Otay-Tijuana River
This region contains major urban centers, including the counties of Los Angeles, Orange, and San Diego. Much of the flooding is sudden and severe, resulting in massive slides, debris flows, and mudflows. Typical of the flooding that occurs in this area were the 1969 winter storms that killed forty- seven and resulted in $300 million in property damage. During these storms, an alluvial flood and debris flow on Deer Creek in San Bernardino County killed eleven. Normally Deer Creek is dry and is not considered a special flood hazard area on the National FIRMs. However, the region has experienced tremendous population growth since 1969 and the area of the Deer Creek alluvial fan is now home to several public schools and Ontario International Airport.
All property is vulnerable during severe weather events, but properties in poor condition or in particularly vulnerable locations may risk the most damage. Those in higher elevations and on ridges may be more prone to wind damage. Those that are located under or near overhead lines or near large trees are also more vulnerable.
Repetitive Loss
Floods
The entire community [City of Walnut and Mt. San Antonio CC] have been placed in Zone D, an area of possible but undetermined flood hazard. There is no Federal requirement for the purchase of flood insurance in this zone, nor is the community required to implement any floodplain management regulations as a condition for participation in the National Flood Insurance Program (NFIP). Additionally, because the entire community has been placed in Zone D, the Federal Emergency Management Agency has not printed a Flood Insurance Rate Map for the community.
Potential Loss Estimates
Loss estimates for the severe weather hazard are not based on damage functions, because no such damage functions have been generated. Instead, loss estimates were developed representing 10
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City of Walnut/Mt San Antonio Community College District (Version 2.0) Hazard Mitigation Plan percent, 30 percent and 50 percent of the assessed value of exposed structures. This allows emergency managers to select a range of potential economic impact based on an estimate of the percent of damage to the general building stock. Damage in excess of 50 percent is considered to be substantial by most building codes and typically requires total reconstruction of the structure. The table below lists the loss estimates to the general building stock for the City of Walnut.
Assessed Value of Potential Loss Exposed Buildings 10% 30% 50% $421,187,000 $42,118,700 $126,356,100 $210,593,500
For Mt. San Antonio CCD, the estimates are based on estimated population at risk at any given time and estimated monetary losses.
Estimated Daily Potential $ losses to Potential $ Losses to Potential Other $ Total Potential $ Population at Risk Critical Facilities or Other Owned Losses Losses Infrastructure Buildings
>30 $62,000 $157,000 >$10,000 $229,000 <10
Development Trends
All future development will be affected by severe storms. The ability to withstand impacts lies in sound land use practices and consistent enforcement of codes and regulations for new construction. The City of Walnut and Mt. San Antonio CCD have adopted the International Building Code in response to California mandates. This code is equipped to deal with the impacts of severe weather events. Land use policies identified in the general plan also address many of the secondary impacts (flood and landslide) of the severe weather hazard. With these tools, the City of Walnut and Mt. San Antonio CCD are equipped to deal with future growth and the associated impacts of severe weather.
Los Angeles County, the nation’s leading county in water conservation, is already ahead of the game, according to the Department of Water and Power. Among other steps, last summer the agency launched a $300,000 study on additional ways to save water.
On an average year, the area’s 10 million residents now get more than a third of their water from the L.A. Aqueduct, half their water from imports by the Metropolitan Water District, 11 percent from groundwater and 1 percent from reclaimed sewer water.
By 2025 — 10 years ahead of its long-term projections — the area expects to cut its Delta and Colorado imports in half, while boosting groundwater use to 16 percent, recycled sewer water to 8 percent, water conservation to 9 percent and storm water capture to 3 percent.
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City of Walnut/Mt San Antonio Community College District (Version 2.0) Hazard Mitigation Plan
Utility Loss Including Substations Utility Loss was rated as a HIGH PRIORITY HAZARD in the City of Walnut and Mt. San Antonio CCD.
Profile
California's massive electricity in-state generation system generates more than 200,000 gigawatt-hours each year and is transported over the state's 32,000 miles of transmission lines. In 2011, California produced 70% of the electricity it uses; the rest was imported from the Pacific Northwest (10%) and the U.S. Southwest (20%). Natural gas is the main source for electricity generation at 45% of the total in- state electric generation system power.
The state's main challenge is to ensure adequate electricity supplies while reducing greenhouse gas emissions as directed by AB 32 (33% reduction by 2020). Since 2003, California's energy policy has recognized an electricity "loading order" as the preferred sequence for meeting electricity demands. The loading order lists energy efficiency and demand response first, renewable resources second, and clean and efficient natural gas-fired power plants third.
In addition, under the Renewables Portfolio Standard, California's goal was to increase the amount of electricity generated from renewable energy resources to 20% by 2010 and in 2011 legislation passed that pushes that goal to 33% by 2020. Currently, California's in-state renewable generation is comprised of biomass, geothermal, small hydro, wind, and solar generation sites that make up approximately 17% of the total in-state generational output.
Description
California is served by about 75 load-serving entities (LSEs). These are broken down as:
• Investor-Owned Utilities - 6 • Publicly Owned Utilities - 48 • Rural Electricity Cooperatives - 4 • Native American Utilities - 3 • Other Electricity Service Providers - 14
The five largest utilities and total electricity consumption (in 2007) are:
• Southern California Edison Company (SCE) - 88,208 million kilowatt-hours • Pacific Gas and Electric Company (PG&E) - 85,057 million kilowatt-hours • Los Angeles Department of Water and Power (LADWP) - 24,317 million kilowatt-hours • San Diego Gas & Electric (SDG&E) - 20,300 million kilowatt-hours • Sacramento Municipal Utility District (SMUD) - 10,917 million kilowatt-hours
California's investor-owned electric utilities send power through roughly 200,000 miles of overhead transmission and distribution lines and an additional 70,000 miles of underground lines.
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City of Walnut/Mt San Antonio Community College District (Version 2.0) Hazard Mitigation Plan Power Plants
California produces roughly 70 percent of its electricity from power plants located within our state and from plants that are outside of the state but owned by California utilities. About 30 percent is imported electricity from the Pacific Northwest and the American Southwest. In 2010, the total electricity imported was 92,130 gig watt-hours.
The installed capacity of the 1,008 in-state power plants (greater than 0.1 megawatts - MW) totals 69,709 MW. These plants produced 205,695 gig watt-hours of electricity in 2009.
Northern California Major Electrical Transmission Lines
California and the Pacific Northwest share generating resources by long-distance transmission lines. The Pacific Northwest hydropower supplies may be less available in California in the future (Markoff and Cullen 2008, Perez et al., 2009). Lu et al. (2010) have demonstrated the adverse impact of simultaneous warming across the Western Grid.
Walnut and Mt. San Antonio CCD receive electrical power from the Southern California Edison Company.
Extent
The California electricity crisis, also known as the Western U.S. Energy Crisis of 2000 and 2001 was a situation in which California had a shortage of electricity caused by market manipulations and illegal shutdowns of pipelines by Texas energy consortiums. The state suffered from multiple large-scale blackouts, one of the state's largest energy companies collapsed, and the economic fall-out greatly harmed Governor Gray Davis's standing. Drought, delays in approval of new power plants, and market manipulation decreased supply. This caused 800% increase in wholesale prices from April 2000 to December 2000. In addition, rolling blackouts adversely affected many businesses dependent upon a reliable supply of electricity, and inconvenienced a large number of retail consumers.
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City of Walnut/Mt San Antonio Community College District (Version 2.0) Hazard Mitigation Plan California had an installed generating capacity of 45GW. At the time of the blackouts, demand was 28GW. A demand supply gap was created by energy companies, mainly Enron, to create an artificial shortage. Energy traders took power plants offline for maintenance in days of peak demand to increase the price. Traders were thus able to sell power at premium prices, sometimes up to a factor of 20 times its normal value. Because the state government had a cap on retail electricity charges, this market manipulation squeezed the industry's revenue margins, causing the bankruptcy of Pacific Gas and Electric Company (PG&E) and near bankruptcy of Southern California Edison in early 2001.[
The financial crisis was possible because of partial deregulation legislation instituted in 1996 by Governor Pete Wilson. Enron took advantage of this deregulation and was involved in economic withholding and inflated price bidding in California's spot markets. The crisis cost between $40 to $45 billion.
September 8, 2011 Power Failure
The worst blackout in California history began with maintenance work at a transmission substation outside Yuma, Arizona that tripped off a 500-kilovolt power line at 3:27 p.m. That disruption cascaded across San Diego County and Baja California, halting 11 minutes later at a San Onofre switch yard 45 miles north of San Diego.
The western transmission grid, stretching across 14 states and into Canada and Mexico, is designed and monitored to withstand any major failure, such as the initial power-line outage on Sept. 8. The outage exposed weakness in the electricity grid that supplies San Diego County with its power.
The grid is part of a web of power lines stretching from Canada to northern Baja California, connecting electricity plants with their customers. Because of San Diego’s position in a geographical cul de sac, it is connected to the grid only through two major energy lines: a northern line connected to the San Onofre nuclear plants and an eastern line connected to power plants in Imperial County, Arizona, and northern Mexico.
The problem began at an Arizona substation that is a major delivery point of electricity between power plants in Arizona and San Diego. Just before 3:30 p.m., a worker at the substation replaced monitoring equipment that had been causing trouble earlier in the day. That created a short-term power outage for about 56,000 customers in Yuma and western Arizona, said APS, Arizona’s largest electric utility, which runs the substation.
Ten minutes later, workers at the substation unsuccessfully tried to restore power to the region, shorting the circuits. That led to a disruption in the electricity lines across Imperial County to San Diego — one of the county’s two major sources of electricity.
The worst that should have happened was thought to be temporary, localized “rolling” brownouts or blackouts as the county began to draw power from its second major energy source, the northern power lines connected to the San Onofre nuclear plants. But there were no rolling blackouts. Officials at San Diego Gas & Electric described a “cascading effect” as the electric system shut down.
A safeguard that was a built-in as an automatic protective device activated when the San Onofre power plant shut off. The reason that the outage tended to cascade was that the system tried to protect itself from voltage fluctuations.
Amid a heat wave and surging energy demands, SDG&E engineers worked nonstop to execute a “black start” from zero power.
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Probability
Extreme summer heat drives up electricity demand for cooling. This can strain electrical supply, transmission, and distribution systems and thereby increase the risks of very costly and disruptive blackouts. An analysis released by Oak Ridge National Laboratory cites two examples in Arizona in
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City of Walnut/Mt San Antonio Community College District (Version 2.0) Hazard Mitigation Plan 2011 that illustrate the vulnerability of the electrical system under very hot conditions. "Heat waves have become longer and more extreme," says the National Academy of Sciences in Advancing the Science of Climate Change: America’s Climate Choices (2010), adding that "it is very likely" that "heat waves will become more intense, more frequent" in the future.
Cities and towns across America already are seeing changes in weather extremes and experiencing the disruptive consequences," says Keya Chatterjee of WWF. "This report describes the growing threat to our communities, and demonstrates that the threat will be much greater in the long term if we do not sharply reduce our greenhouse gas emissions. Washington’s inaction on climate change is leaving our cities dangerously exposed. Now is time for cities to address these challenges, and for citizens of every city and town to begin building a safer, healthier and happier future."
Extreme Weather
Regarding implications of climate change for infrastructures in the United States, we find that:
• Extreme weather events associated with climate change will increase disruptions of infrastructure services in some locations.
• A series of less extreme weather events associated with climate change, occurring in rapid succession, or severe weather events associated with other disruptive events may have similar effects.
• Disruptions of services in one infrastructure will almost always result in disruptions in one or more other infrastructures, especially in urban systems, triggering serious cross-sector cascading infrastructure system failures in some locations, at least for short periods of time.
These risks are greater for infrastructures that are:
• Located in areas exposed to extreme weather events
• Located at or near particularly climate-sensitive environmental features, such as coastlines, rivers, storm tracks, and vegetation in arid areas
• Already stressed by age and/or by demand levels that exceed what they were designed to deliver.
• These risks are significantly greater if climate change is substantial rather than moderate.
Regarding implications of climate change for urban systems in the United States:
• Urban systems are vulnerable to extreme weather events that will become more intense, frequent, and/or longer-lasting with climate change.
• Urban systems are vulnerable to climate change impacts on regional infrastructures on which they depend.
• Urban systems and services will be affected by disruptions in relatively distant locations due to linkages through national infrastructure networks and the national economy.
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City of Walnut/Mt San Antonio Community College District (Version 2.0) Hazard Mitigation Plan • Cascading system failures related to infrastructure interdependencies will increase threats to health and local economies in urban areas, especially in locations vulnerable to extreme weather events.
Such effects will be especially problematic for parts of the population that are more vulnerable because of limited coping capacities.
"Heat waves have become longer and more extreme," says the National Academy of Sciences in Advancing the Science of Climate Change: America’s Climate Choices (2010), adding that "it is very likely" that "heat waves will become more intense, more frequent" in the future.
"The likely increase in heat waves implies more peak load demands, stresses on the energy distribution systems and more frequent brownout and blackouts," says the ORNL in Climate Change and Infrastructure, Urban Systems, and Vulnerabilities. "These will have negative impacts on local health and local economies. "
The ORNL findings are consistent with those of researchers who reported on Climate, Extreme Heat, and Electricity Demand in California in the June 2008 issue of the Journal of Applied Meteorology and Climatology. They concluded that "[o]ver the twenty-first century, the frequency of extreme-heat events for major cities in heavily air conditioned California is projected to increase rapidly." They added that "present-day `heat wave' conditions may dominate summer months—and patterns of electricity demand—in the future" and that "[s]imilar increases in extreme-heat days are likely for other southwestern U.S. urban locations."
"By the end of this century, all model/scenario combinations indicate an increase in region- wide extreme temperature conditions of a severity associated with electricity shortages under the current configuration of the electric power system and patterns of demand," said the researchers.
Economic and Social Effects
Electricity is the backbone of each industrialized society and economy. Modern countries are not used to having even short power blackouts. The increased dependency on continuous power supply related to electronics, industrial production, and daily life makes today’s society much more vulnerable concerning power supply interruptions.
A brownout (reduced voltage) of some minutes or a similar blackout (complete failure of electricity supply) may cause some inconvenience at home such as having the lights turn off. But a blackout of a few hours or even several days would have a significant impact on our daily life and the entire economy.
• Critical infrastructure such as communication and transport would be hampered, the heating and water supply would stop and production processes and trading would cease.
• Emergency services like fire, police or ambulance could not be called due the breakdown of the telecommunication systems.
• Hospitals would only be able to work as long as the emergency power supply is supplied with fuel.
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City of Walnut/Mt San Antonio Community College District (Version 2.0) Hazard Mitigation Plan • Financial trading, cash machines and supermarkets would in turn have to close down, which would ultimately cause a catastrophic scenario.
Already, electricity reliability considerations are affecting business decisions. California’s electricity supply reliability problems in periods during which demand exceeds the available generating and/or transmitting capacity have already resulted in industries moving out of California to regions with a more dependable supply of electricity. In the future, this issue is likely to continue to plague California, the southwestern United States, and other heavily air conditioned regions in which electricity shortfalls occur.
Vulnerability
Overview
The energy industry today consists of a patchwork of companies with different and competing interests. Even though the electrical grid on the North American continent is now split into two large sections plus Texas, the responsibility for producing, distributing and maintaining energy is distributed among thousands of power companies and utilities. There are over 6,000 power plants, owned by 3,000 utilities, that pour power into140 regional ‘control areas,’ which communicate with one another to coordinate moving the electricity as it is bought and sold.
While power generation and the wholesale energy market have been deregulated, transmission and the sale of electricity to consumers is as yet still partially regulated. This means that companies that own both generating plants and transmission networks are more likely to cut back spending on the latter and invest more in the former. Moreover, it is often difficult for utilities that own networks to receive permission from local authorities to build new lines or raise consumer rates.
Energy demand has grown by 35 percent over the past decade, but investment in the grid has increased by only 18 percent. The total investment of utility companies in transmission infrastructure in the United States is about the same as in the United Kingdom, even though the electrical grid in the US is 15 times as large.
Adding to these burdens on the transmission grid is the fact that in areas where deregulation has gone ahead, utilities that own transmission lines are required by law to open their grids to other companies, meaning that while the utilities will have to bear the brunt of the cost, the benefit goes to any company that uses the lines.
Concurrent with the breakup of the old regulatory mechanisms, there has been a vast expansion in the amount of energy being pumped through the grid and a major lengthening of the distance through which it passes between buyer and seller. This has placed added strains on the physical capacity of the system, and has also exacerbated the problems associated with the balkanized character of ownership and regulation in the grid.
There is no regulatory authority that has the power to oversee the entire system and enforce standards on utility and power companies. The North American Energy Reliability Council (NERC) is an industry- sponsored group that sets some guidelines, but has no mechanism for enforcement. NERC describes itself as a “voluntary organization, relying on reciprocity, peer pressure and the mutual self-interest of all those involved.” As part of the deregulatory fervor, over the past several years the limited regulatory authority possessed by the Federal Energy Regulatory Commission has been cut back.
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City of Walnut/Mt San Antonio Community College District (Version 2.0) Hazard Mitigation Plan The fact that the electrical grid in some regions may be unreliable has been known for some time. Over the past several years, the frequency of transmission bottlenecks and failures has increased.
Impact
Though a wide-spread and prolonged power failure has not affected the City of Walnut, the potential damage as a result of one would negatively impact services provided to the citizens by the City, the function of City government and the quality of life for residents. Small power outages may impact these; however, the community is prepared to respond and maintain as long as there is fuel for generators, infrastructure in place to protect vital services and people who can implement emergency power plans.
The City of Walnut and Mt. San Antonio CCD Hazard Mitigation Planning Team rate the risk to the community HIGH when given the scenario of a wide-spread and prolonged power failure because they realize that the city’s ability to continue is contingent on short-term response and neither has the resources nor the people to provide suitable electrical power to residents and business for an extended period.
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Wild Land/Urban Interface Fires Wildland/Urban Interface Fires were rated as a HIGH PRIORITY HAZARD in the City of Walnut and Mt. San Antonio CCD.
Profile
Description
California is recognized as one of the most fire‐prone and consequently fire‐adapted landscapes in the world. The combination of complex terrain, Mediterranean climate, and productive natural plant communities, along with ample natural and aboriginal ignition sources, has created a land forged in fire. Excluding fires occurring in the desert, estimates of annual acreage burned prior to the arrival of European settlers range between 4.5 and 12 million acres annually (Stephens et al., 2007). These findings indicate the dramatic influence of natural wildfire, which supports and maintains ecosystem structure and function in California’s wild lands.
Dramatic changes in fire activity accompanied the European settlement of California, partly due to agriculture, grazing, logging, and mining. These changes were magnified through land use practices (agriculture, urbanization) that removed natural fuel. After the turn of the 20th century, these land uses were organized around fire suppression designed to protect people and property.
From 1950 to 2008, an average of 320,000 acres burned annually. However, there is substantial annual variability, attributable to weather conditions and large lightning events that result in many dispersed ignitions in remote locations. Annual totals range from a low of 31,000 acres in 1963 to a high of 1.37 million acres in 2008. Looking at acreage burned by decade and life form confirms these basic trends. Fire is most common in shrub lands across all decades, with a large spike in the first decade of the 2000s.
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City of Walnut/Mt San Antonio Community College District (Version 2.0) Hazard Mitigation Plan Since 1950, an upward trend in acres burned is strongly evident. Although conifer, hardwood, and herbaceous (grassland) burned at relatively similar amounts through the 1970s, 1980s, and 1990s, conifer shows a very large increase in annual acres burned during the 2000s, averaging 193,000 acres burned per year, contrasted with an average of 48,000 acres burned each decade over the preceding four decades. The three largest fire years were all in the most recent decade (2003, 2007, 2008). The total annual average acres burned since 2000 is 598,000, or almost twice that burned in the pre‐2000 period (264,000 acres).
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City of Walnut/Mt San Antonio Community College District (Version 2.0) Hazard Mitigation Plan Wild Land Fire vs. Wild Land‐Urban Interface Fires
There are two primary types of wildfires: “wild land‐urban Interface” (WUI) fire and “wild land” fire. This distinction is important because mitigation, damage, and actions related to the two types may differ significantly.
California experiences an average of 5,000 WUI fires each year. WUI is defined as “the area or zone where structures and other human development meet or intermingle with undeveloped wildland or vegetative fuels.” For more information and definitions.. Most WUI fires are controlled so that they cover minimal acreage and cause minimal damage; the remainder cause extensive damage. Many of these WUI fires occur in areas that have a historical pattern of wild land fires that burn under extreme conditions. The most common extreme fire behavior factor is high wind, such as Santa Ana winds, that follow a predictable location and seasonable pattern.
WUI fire represents a significant concern for the State of California for several reasons. First, California has a chronic and destructive WUI fire history. Since 1950, 56 percent (86) of federally declared disasters in the state were the result of WUI fires. California has widespread WUI fire vulnerability, as indicated by CAL FIRE mapping of WUI zones showing increasing pattern of development encroaching into previously wild land areas. WUI fire zones are present near many populated areas. Third, nearly all local governments that have submitted Local Hazard Mitigation Plans (LHMPs) have identified fire and WUI fires as hazards. WUI fires occur where the natural forested landscape and urban‐built environment meet or intermix and tend to be the most damaging. Even relatively small acreage fires may result in disastrous damages. The 1991 Oakland Hills WUI fire (Tunnel Fire) destroyed more than 2,800 buildings and claimed 25 lives, yet only burned 1,600 acres, a small to medium‐sized fire at most by wild land fire standards. The damages are primarily reported as damage to infrastructure, built environment, loss of socio‐economic values, and injuries to people.
The pattern of increased damages is directly related to increased urban spread into historical forested areas that have wildfire as part of the natural ecosystem. Many WUI fire areas have long histories of wild land fires that burned only vegetation in the past. However, with new development, a wild land fire following a historical pattern now burns developed areas. WUI fires can occur where there is a distinct boundary between the built and natural areas or where development or infrastructure has encroached or is intermixed in the natural area. WUI fires may include fires that occur in remote areas that have critical infrastructure easements through them, including electrical transmission towers, railroads, water reservoirs, communications relay sites, or other infrastructure assets.
Wild land fires that burn in natural settings with little or no development are part of a natural ecological cycle and may actually be beneficial to the landscape. Century‐old policies of fire exclusion and aggressive suppression have given way to better understanding of the importance fire plays in the natural cycle of certain forest types.
Fire is being used more extensively as a land management tool to replicate natural fire cycles; this policy change has resulted in intentionally larger acreages burned, especially in federally managed land areas. There may be secondary negative impacts from the wild land fire related to air quality, soil erosion resulting they are rarely classified as disasters because they do not affect people or the built environment. Wild land fires, regardless of size, that burn primarily on federally managed lands are only rarely classified as disasters.
The 2007 Zaca Fire and 2009 Station Fire, the largest wild land fires in the history of Santa Barbara and Los Angeles counties, respectively, burned on land managed by the U.S. Forest Service; neither fire obtained federal disaster status. The 2007 Zaca Fire burned more than 220,000 acres in Santa Barbara County and was one of the largest fires in the history of California. Because it burned in a wild
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City of Walnut/Mt San Antonio Community College District (Version 2.0) Hazard Mitigation Plan land area and did not burn structures, however, the Zaca Fire did not even meet Fire Management Assistant Grant (FMAG) criteria. Concerns about the secondary hazard of downstream flooding, especially in the vulnerable Santa Maria River levee system, were high because a high percentage of the watershed that feeds that river was burned.
Wildfire Protection Responsibility in California
There are literally hundreds of agencies that have fire protection responsibility for wildland and WUI fires in California. Local, state, tribal, and federal organizations have legal (and financial) primary responsibility for wildfire fire protection. In many instances, two fire organizations have dual primary responsibility on the same parcel of land — one for wild land fire protection and the other for structural or “improvement” fire protection.
This layering of responsibility and resulting dual policies, rules, practices, and legal ordinances can cause conflict or confusion. To address wild land fire jurisdictional responsibilities, the California state legislature in 1981 adopted Public Resource Code Section 4291.5 and Health and Safety Code Section 13108.5 establishing Federal Responsibility Areas (FRAs), State Responsibility Areas (SRAs), and Local Responsibility Areas (LRAs).
Federal Responsibility Areas (FRAs)
Federal Responsibility Areas (FRAs) are fire‐prone wild land areas that are owned or managed by a federal agency such as the U.S. Forest Service, National Park Service, Bureau of Land Management, U.S. Fish and Wildlife Service, or U.S. Department of Defense. Primary financial and rule‐making jurisdictional authority rests with the federal land agency. In many instances, FRAs are interspersed with private land ownership or leases. Fire protection for developed private property is usually NOT the responsibility of the federal land management agency; structural protection responsibility is that of a local government agency.
State Responsibility Areas (SRAs)
State Responsibility Areas (SRAs) are those lands within California that meet specific geographic and environmental criteria. These are areas where CAL FIRE has legal and financial responsibility for wild land fire protection and where CAL FIRE administers fire hazard classifications and building standard regulations.
SRAs are defined as lands that 1) are county unincorporated areas, 2) are not federally owned, 3) have wild land vegetation cover rather than agricultural or ornamental plants, 4) have watershed and/or range/forage value, and 5) have housing densities not exceeding three units per acre.55 Similar to the FRAs, where SRAs contain built environment or development, the responsibility for fire protection of those improvements (non‐wild land) is that of a local government agency.
Location
Southern California has two distinct areas of risk for wild land fire. The foothills and lower mountain areas are most often covered with scrub brush or chaparral. The higher elevations of mountains also have heavily forested terrain. The lower elevations covered with chaparral create one type of exposure.
Fire safety in the Walnut area is concentrated on suppression, prevention, and emergency care. Fire prevention is addressed primarily through enforcement of the Uniform Fire and Building Codes and State and City ordinances. Additionally, several other programs concentrate primarily on avoidance or impact reduction strategies. Despite these efforts, residential, commercial, industrial, and brush fires
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City of Walnut/Mt San Antonio Community College District (Version 2.0) Hazard Mitigation Plan still remain a continual threat, particularly in times of severe drought. It is the purpose of this section to evaluate the effectiveness of the existing prevention programs and their potential for improvement in dealing with fire problems.
According to Fire Department evaluation, nearly 75% of the different types of fires experienced are directly related to man. Natural fires caused by lightning or spontaneous ignition are very infrequent and represent little threat to the safety of the community. The Fire Department has addressed itself to prevention and control of man-made fires throughout the city. Natural areas of dry vegetation adjacent to urban areas such as the San Jose Hills are exposed to man-induced fire hazards and are designated as high fire risk areas during the dry season. During extreme dry periods combined with high winds, fire in the San Jose Hills has the potential of becoming a major threat to lives and property in the community, especially above La Puente Road.
Extent
The Interface
One challenge Southern California faces regarding the wildfire hazard is from the increasing number of houses being built on the urban/wild land interface. Every year the growing population has expanded further and further into the hills and mountains, including forest lands. The increased "interface" between urban/suburban areas and the open spaces created by this expansion has produced a significant increase in threats to life and property from fires and has pushed existing fire protection systems beyond original or current design and capability. Property owners in the interface are not aware of the problems and threats they face. Therefore, many owners have done very little to manage or offset fire hazards or risks on their own property. Furthermore, human activities increase the incidence of fire ignition and potential damage.
Past fire suppression is not to blame for causing large shrub land wildfires, nor has it proven effective in halting them. Under Santa Ana conditions, fires carry through all chaparral regardless of age class. Therefore, prescribed burning programs over large areas to remove old stands and maintain young growth as bands of firebreaks resistant to ignition are futile at stopping these wildfires.
The higher elevations of Southern California’s mountains are typically heavily forested. The magnitude of the 2003 fires is the result of three primary factors:
1. Severe drought, accompanied by a series of storms that produce thousands of lightning strikes and windy conditions;
2. An infestation of bark beetles that has killed thousands of mature trees; and
3. The effects of wildfire suppression over the past century has led to buildup of brush and small diameter trees in the forests.
Probability
The history of California wildfires indicates that the following trends will continue. Risk from wildfire to life, property, natural resources, and firefighter safety is increasing.
• Topography and climate support ecosystems where large wildfires can be expected. • Drought and fuel moisture conditions will be unpredictable but almost always dangerous in fire season. • More structures will be constructed in areas that are very susceptible to wildfire.
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City of Walnut/Mt San Antonio Community College District (Version 2.0) Hazard Mitigation Plan • Historical legacy of narrow roads, difficult entrance, insufficient water supplies, flammable building construction and location that make many communities and homes wildfire-prone still exits. • Public demand for wildland fire protection and other services will increase.
Deteriorating forest health, increasing fuel loads and other factors have led to more intense, destructive wildfires; unabated this pattern will continue.
Assets at risk will increase, especially watershed assets, because of the rapid rise in the demand for water to supply more people. Based on population projections, the potential for accelerating loss of protected assets, especially life and property, will be greater from disastrous wildfires.
Large wildfires do not respect political or property boundaries. Historically, a strength of California's firefighting agencies is found within a concept of mutual cooperation at the federal, state, and local levels of government. Day-to-day mutual aid for initial attack, as well as a statewide mutual-aid system for fire disasters, is the basis of this cooperation and coordination. The ability to rapidly mobilize, effectively deploy and support large numbers of specialized firefighting resources is essential to cope with large multiple fires. Hence, CDF, in cooperation with other fire agencies, must maintain infrastructure, including communications and capital improvements necessary to facilitate such a response.
Fire protection forces in California must have sufficient depth to respond to large, multiple wildfires and still prevent other small fires from becoming large damaging fires. CDF plays a key role in supplying and coordinating such forces; it should maintain and enhance this ability. The 1985 Fire Plan includes a model to provide adequate depth of resources that show CDF needing 96 additional engines and 825 personnel for managing large fires using the Incident Command System. There is a greater need today as reflected in the California Fire Plan.
California Fire Plan
According to the California Division of Forestry and Fire Protection ( CAL FIRE) for the years 2011 and2010 the following fire season totals were reported in California:
While the number of fires in 2011 and 2010 were less than average, Los Angeles County suffered a great deal of damage from wildfires in the three preceding years, 2007, 2008 and 2009. Recent major fire events include the 2009 Station Fire, the 2008 Sayre Fire and the 2007 Ranch and Buckweed Fires.
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City of Walnut/Mt San Antonio Community College District (Version 2.0) Hazard Mitigation Plan The following table shows examples of significant fires in Los Angeles County from 1993 to 2009:
Wildfires are called wild for a reason – they are often uncontrollable. What is controllable, however, is the preparation undertaken to protect homes from damage and loss once wildfires strike. Increasingly destructive wildfires are ravaging homes and businesses in more than three-fourths of our states. One of the most devastating fires in recent history was the $1 billion Witch Creek Wildfire that decimated vast parts of San Diego County, California, in October 2007. By the time it was fully contained, the fire had burned an estimated 198,000 acres and damaged or destroyed more than 1,200 homes and 500 outbuildings.
To be considered Shelter-in-Place (SIP), an entire community must be designed to withstand heat and flames from an approaching wildfire. This means that every home must share the same fire-resistive design qualities, including a well-maintained fire district-approved vegetation management plan. “Shelter-in-Place” is a term used in San Diego County; however, the SIP restrictions and covenants that combine to protect homes community-wide could be referred to as “Wildfire Resistant Communities” for purposes of exporting the standards to other areas.
The following are key facts with regard to wild fire probability in California:
• The number and degree of wildfire losses are increasing in California decade by decade.
• Each year, over $100 million is being spent on suppression efforts and more in the disaster recovery phases of catastrophic, natural and/or human caused hazards, but the losses continue to mount.
• Hundreds of thousands of acres burn within the Wild Land Urban Interface (WUI) each year.
• Thousands of homes, businesses and other structures are damaged or destroyed each year by wildfires, resulting on average in more than $200 million in annual property damage.
• Many of these fires result in injury and/or death to fire department and law enforcement personnel, and members of the public.
• In the 2003-2004 wildfire sieges, CAL FIRE’s fire suppression costs exceeded $252.3 million; property damage costs exceeded $974 million; 5,394 structures were destroyed; and more than 23 people lost their lives as a result of California wildfires.
• More than 5 million homes are currently located in California’s WUI. As more homes are built within these areas, the danger to life and property will continue to increase, unless significant action takes place to prevent these fires or mitigate the damage and injury caused by fire.
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City of Walnut/Mt San Antonio Community College District (Version 2.0) Hazard Mitigation Plan Primary goals in mitigation are to reduce the loss of life and large-scale property damage/losses from wildfire, and to increase awareness of fire officials, the insurance industry and the public on methods and ways to prevent and mitigate wildfire losses.
The threat of life and property losses related to wildfires is a significant issue for federal, state, and local fire and planning agencies who consider the mix of residential areas and wild lands. The wild land fire threat is part of the more general consideration of human development encroaching wild lands. Presently, the wild land fire threat to homes influences fire management and protection policies at national and local levels.
The current national attention to the wild land fire threat to homes was initiated after 1,400 homes were destroyed in 1985 (Laughlin and Page 1987). In 1986 the National Wild Land/Urban Interface Fire Protection Program, a multi-agency endeavor, was established. The Program has functioned to the present with sponsorship by the Department of Interior land management agencies, the USDA Forest Service, the National Association of State Foresters, and the National Fire Protection Association.
This program also has an advisory committee associated with the multi-agency National Wildfire Coordinating Group. Recent Congressional attention to the wildfire related home fire loss problem indicates its national prominence. The wild land fire threat to homes is commonly termed the wild land- urban interface (W-UI) fire problem. This and similar terms (e.g., wild land-urban intermix) refer to an area or location where a wild land fire can potentially ignite homes. Although the term “wild land-urban interface” generally defines a context, the term does not indicate the specific nature of the problem.
Homes ("urban") are a potential fuel. This indicates that the distance between the wild land fire and the home ("close enough") is an important factor for structure ignition. How close the fire is to a home relates to how much heat the structure will receive.
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These two factors, the homes and fire proximity, represent the fuel and heat "sides" of the fire triangle, respectively (figure above). The fire triangle-- fuel, heat, and oxygen—represents the critical factors for combustion. Fires burn and ignitions occur only if a sufficient supply of each factor is present. By characterizing the home as fuel and the heat from flames and firebrands, we can describe a home's ignition potential. An understanding of home ignition potential provides a basis for understanding the wildfire threat to homes, and thus leads to reducing potential W-UI fire losses.
Fire spreads as a continually propagating process, not as a moving mass. Unlike a flash flood or an avalanche where a mass engulfs objects in its path, fire spreads because the locations along the path meet the requirements for combustion. A wild land fire does not spread to homes unless the homes meet the fuel and heat requirements sufficient for ignition and continued combustion.
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City of Walnut/Mt San Antonio Community College District (Version 2.0) Hazard Mitigation Plan Effective landscape fuel reduction does not necessarily prevent W-UI home fire destruction. Given severe fire conditions and high home ignitability, any exposure to flames and particularly firebrands can result in residential destruction. However, focusing efforts on homes and their immediate surroundings can reduce W-UI home losses. At higher densities where neighboring homes may occupy the immediate surroundings, loss reductions may necessarily involve a community. If homes have a sufficiently low home ignitability, a community exposed to a severe wildfire can survive without major fire destruction. This provides the option of mitigating the wild land fire threat to homes at the residential location without extensive wild land fuel reduction.
If no wildfires or prescribed fires occurred, the wild land fire threat to residential development would not exist. However, our understanding of the fire ecology for most of North America indicates that fire exclusion is neither possible nor desirable. Therefore, we can assume that wild land fires will occur at sometime in most of our W-UI areas.
The extent of the home ignition zone corresponds more to specific home and community ownership than to the landscapes of federal, state and local land management agencies.
Wild land Fire Protection Fiscal Issues
Multi-year fiscal problems are occurring at all governmental levels, constraining the availability of funding to address the increasing workload, costs and losses of the California wildland fire protection system.
The increasing number of structures and people in California wild lands and the growing importance of the state’s natural resources create a growing demand to fund additional wildland fire protection services for both the structures and the wildland resource assets.
The primary fiscal responsibilities for the initial attack responsibilities: (1) for federal wildland fire protection are the federal taxpayers, (2) for privately owned wildland fire protection are the state taxpayers, and (3) for structure fire protection in wildland areas are the local taxpayers. However, during the annual fire season, the state and federal taxpayers provide a minimum level of structural fire protection that is incidental to their primary missions of wildland fire protection. Similarly, in most wildland areas, local taxpayers provide year-round wildland fire protection on both state and federal responsibility areas that is incidental to the local government primary mission of structural fire protection.
Over the last decade, part of the increased costs for additional initial attack wildland resource protection and structural protection have been funded by local taxpayers through property taxes, fire district fees and volunteer firefighters. However, when a wildland fire overwhelms local resources and reaches a major fire status, both the state and the federal taxpayers pay for the costs of wildfires, structure protection, and the resulting disaster relief.
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City of Walnut/Mt San Antonio Community College District (Version 2.0) Hazard Mitigation Plan For the local taxpayers, the following continue to increase: (1) the structural values and number of people being protected on wild lands, (2) the costs of wildland and structure initial attack fire suppression funded at the local levels, and (3) the losses from the extended attack and larger fires.
For state and federal taxpayers, the following will continue to increase: (1) extended and large fire emergency fund expenditures for wildland fires, (2) protecting structures during initial attack and extended attack fires, and (3) state and federal agency disaster expenditures for damages to wildland resources and structures.
Health and Safety Code Section 13009 allows for recovery of fire suppression costs which, when obtained, be placed back into the state’s general fund rather than invested in a pre-fire management program.
There is a direct relationship between reduced expenditures for pre-fire management and suppression and increased emergency fund expenditures, disaster funding, and private taxpayers expenditures and losses. Reduction of pre-fire management or suppression resources allows more fires to become major disastrous fires. Major fires create additional suppression and disaster relief costs at all levels of government and increase citizen and business losses.
According to representatives of the insurance industry that insures structures in California wildland areas, (1) the insurer average costs and losses are about $1.09 for each $1.00 received in premiums, and (2) the urban dwellers are subsidizing the wildland homeowner through service-wide rating schedules.
Fire-Safe and Land Use Planning
Population increases in wildland areas have raised strategic concerns about wildfire protection. Clearance laws, zoning, and related fire safety requirements implemented by state and local authorities need to address these factors:
Fire-resistant construction standards: We can no longer view a wildland fire as affecting only watershed, wildlife and vegetation resources; we must now consider their effect on people and their structures. Further, this increase in people and structures have provided increasing ignition sources for fire which, due to their proximity, can spread into the wildland. Building construction standards that encompass such items as roof covering, opening protection and fire resistance are designed to both protect the structure from external fires and to contain internal fires for longer periods.
Hazard reduction near structures (defensible space): The public image of defensible space as part of pre-fire management should be expanded to include such immediate benefits as improved aesthetics, increased health of large remaining trees and other valued plants, and enhanced wildlife habitat. The use of defensible space that provides landscape naturalness, along with its compatibility with wildlife, water conservation and forest health, should be emphasized.
Infrastructure: Effective fire protection in the intermix cannot be accomplished solely through the acquisition of equipment, personnel and training. The area’s infrastructure also must be considered during the formulation of development plans. Specific fire hazard areas should be evaluated and reasonable safety standards adopted, covering such elements as adequacy of nearby water supplies, routes or throughways for fire equipment, addresses and street signs, and maintenance. The ultimate objectives for fire-safe planning and construction are (1) improve the ability of communities and other high value assets that will survive a large, high intensity wildfire with minimal fire suppression effort and (2) provide for improved citizen and firefighter safety.
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Urban Interface & Wild Land Fires
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City of Walnut/Mt San Antonio Community College District (Version 2.0) Hazard Mitigation Plan
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City of Walnut/Mt San Antonio Community College District (Version 2.0) Hazard Mitigation Plan
Vulnerability
Overview
Communities at Risk from Wildfire
The City of Walnut has been listed by CalFire as a ‘Community at risk from Wildfire”. The extensive wild land interface with USDA forest land at its northern border makes the City susceptible to the affects of any fire that originates in the northern reaches.
Walnut, CA
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City of Walnut/Mt San Antonio Community College District (Version 2.0) Hazard Mitigation Plan Los Angeles County Wildfire Risk
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City of Walnut/Mt San Antonio Community College District (Version 2.0) Hazard Mitigation Plan Wild Fire Smoke
The behavior of smoke depends on many factors, including the fire’s size and location, the topography of the area and the weather. Inversions are common in mountainous terrain. Smoke often fills the valleys, where people usually live. Smoke levels are unpredictable: a wind that usually clears out a valley may simply blow more smoke in, or may fan the fires, causing a worse episode the next day. Smoke concentrations change constantly. By the time public health officials can issue a warning or smoke advisory, the smoke may already have cleared. National Weather Service satellite photos, weather and wind forecasts, and knowledge of the area can all help in predicting how much smoke will come into an area, but predictions are rarely accurate for more than a few hours.
Estimating Particulate Matter Levels
Particulate matter levels are measured as micrograms (mg) of particles per cubic meter of air. Most particle monitoring devices measure particulate matter with a median diameter of 10 micrometers or less (PM10). An increasing number of monitors now measure smaller particles, also known as fine particles, which have median diameters of 2.5 micrometers or less (PM2.5). In wildfire smoke, most particles are less than one micrometer, so the values obtained by measuring either PM10 or PM2.5 are virtually interchangeable, and are treated as such in this document.
Communities with established air quality programs may issue public alerts based on predicted 24-hour average concentrations of particulate matter. Smoke emergencies need to be handled differently, however, as smoke concentrations generally tend to be very high for only a few hours at a time. These short-term peaks may cause some of the most deleterious health effects.
Another factor is public perception. Since smoke is so effective at scattering light, visibility changes drastically as smoke concentrations increase. Even without being told, the public can tell when the smoke is getting worse, and they want authorities to respond to changes as they are happening. Many communities don’t have continuous PM monitoring, and therefore need to estimate particle levels. Continuous PM monitors give an instant reading of particulate matter concentrations. However, visibility can sometimes serve as a good surrogate. Even in areas with monitors, this index can be useful, since smoke levels change constantly and can vary dramatically even between monitors that are near one another. A visibility index gives members of the public a quick way to assess smoke levels for themselves.
Estimating particulate matter concentrations from visibility assessment
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City of Walnut/Mt San Antonio Community College District (Version 2.0) Hazard Mitigation Plan Smoke Hazards as a Result of Wild Land Fires
Smoke is composed primarily of carbon dioxide, water vapor, carbon monoxide, particulate matter, hydrocarbons and other organic chemicals, nitrogen oxides, trace minerals and several thousand other compounds. The actual composition of smoke depends on the fuel type, the temperature of the fire, and the wind conditions. Different types of wood and vegetation are composed of varying amounts of cellulose, lignin, tannins and other polyphenolics, oils, fats, resins, waxes and starches, which produce different compounds when burned.
Particulate matter is the principal pollutant of concern from wildfire smoke for the relatively short-term exposures (hours to weeks) typically experienced by the public. Particulate matter is a generic term for particles suspended in the air, typically as a mixture of both solid particles and liquid droplets. Particles from smoke tend to be very small - less than one micrometer in diameter. For purposes of comparison, a human hair is about 60 micrometers in diameter. Particulate matter in wood smoke has a size range near the wavelength of visible light (0.4 – 0.7 micrometers). Thus, smoke particles efficiently scatter light and reduce visibility. Moreover, such small particles can be inhaled into the deepest recesses of the lung and are thought to represent a greater health concern than larger particles.
Another pollutant of concern during smoke events is carbon monoxide. Carbon monoxide is a colorless, odorless gas, produced by incomplete combustion of wood or other organic materials. Carbon monoxide levels are highest during the smoldering stages of a fire. Other air pollutants, such as acrolein, benzene, and formaldehyde, are present in smoke, but in much lower concentrations than particulate matter and carbon monoxide.
The effects of smoke range from eye and respiratory tract irritation to more serious disorders, including reduced lung function, bronchitis, exacerbation of asthma, and premature death. Studies have found that fine particles are linked (alone or with other pollutants) with increased mortality and aggravation of pre-existing respiratory and cardiovascular disease. In addition, particles are respiratory irritants, and exposures to high concentrations of particulate matter can cause persistent cough, phlegm, wheezing and difficulty breathing. Particles can also affect healthy people, causing respiratory symptoms, transient reductions in lung function, and pulmonary inflammation. Particulate matter can also affect the body’s immune system and make it more difficult to remove inhaled foreign materials from the lung, such as pollen and bacteria. The principal public health threat from short-term exposures to smoke is considered to come from exposure to particulate matter.
Wildfire smoke also contains significant quantities of respiratory irritants. Formaldehyde and acrolein are two of the principal irritant chemicals that add to the cumulative irritant properties of smoke, even though the concentrations of these chemicals individually may be below levels of public health concern.
Sensitive Populations
Most healthy adults and children will recover quickly from smoke exposures and will not suffer long- term consequences. However, certain sensitive populations may experience more severe short-term and chronic symptoms from smoke exposure. Much of the information about how particulate matter affects these groups has come from studies involving airborne particles in cities, though a few studies examining the effects of exposure to smoke suggest that the health effects of wildfire smoke are likely to be similar. More research is needed to determine whether particles from wildfires affect susceptible subpopulations differently.
Individuals with asthma and other respiratory diseases: Levels of pollutants that may not affect healthy people may cause breathing difficulties for people with asthma or other chronic lung diseases. Asthma, derived from the Greek word for panting, is a condition characterized by chronic inflammation
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City of Walnut/Mt San Antonio Community College District (Version 2.0) Hazard Mitigation Plan of the airways, with intermittent bronchial-constriction and airflow obstruction, causing shortness of breath, wheezing, chest tightness, coughing, sometimes accompanied by excess phlegm production. During an asthma attack, the muscles tighten around the airways and the lining of the airways becomes inflamed and swollen, constricting the free flow of air. Because children’s airways are narrower than those of adults, irritation that would create minor problems for an adult may result in significant obstruction in the airways of a young child. However, the highest mortality rates from asthma occur among older adults. Individuals with chronic obstructive pulmonary disease (COPD), which is generally considered to encompass emphysema and chronic bronchitis, may also experience a worsening of their conditions because of exposure to wildfire smoke. Patients with COPD often have an asthmatic component to their condition, which may result in their experiencing asthma-like symptoms. However, because their pulmonary reserve has typically been seriously compromised, additional bronchial-constriction in individuals with COPD may result in symptoms requiring medical attention. Epidemiological studies have indicated that individuals with COPD run an increased risk of requiring emergency medical care after exposure to particulate matter or forest fire smoke. Exposure to smoke may also depress the lung’s ability to fight infection. People with COPD may develop lower respiratory infections after exposure to wildfire smoke, which may require urgent medical care as well. In addition, because COPD is usually the result of many years of smoking, individuals with this condition may also have heart disease, and are potentially at risk from both conditions.
Individuals with airway hyper-responsiveness: A significant fraction of the population may have airway hyper-responsiveness, an exaggerated tendency of the bronchi and bronchioles to constrict in response to respiratory irritants and other stimuli. While airway hyper-responsiveness is considered a hallmark of asthma, this tendency may also be found in many non-asthmatics, as well; for example, during and following a lower respiratory tract infection. In such individuals, smoke exposure may cause bronchial-spasm and asthma-like symptoms.
Individuals with cardiovascular disease: Diseases of the circulatory system include, among others, high blood pressure, cardiovascular diseases, such as coronary artery disease and congestive heart failure, and cerebro-vascular conditions, such as atherosclerosis of the arteries bringing blood to the brain. These chronic conditions can render individuals susceptible to attacks of angina pectoris, heart attacks, sudden death due to a cardiac arrhythmia, acute congestive heart failure, or stroke. Cardiovascular diseases represent the leading cause of death in the United States, responsible for about 30 to 40 percent of all deaths each year. The vast majority of these deaths are in people over the age of 65. Studies have linked urban particulate matter to increased risks of heart attacks, cardiac arrhythmias, and other adverse effects in those with cardiovascular disease. People with chronic lung or heart disease may experience one or more of the following symptoms: shortness of breath, chest tightness, pain in the chest, neck, shoulder or arm, palpitations, or unusual fatigue or lightheadedness. Chemical messengers released into the blood because of particle-related lung inflammation may increase the risk of blood clot formation, angina episodes, heart attacks and strokes.
The elderly. In several studies researchers have estimated that tens of thousands of elderly people die prematurely each year from exposure to particulate air pollution, probably because the elderly are more likely to have pre-existing lung and heart diseases, and therefore are more susceptible to particle- associated effects. The elderly may also be more affected than younger people because important respiratory defense mechanisms may decline with age. Particulate air pollution can compromise the function of alveolar macrophages, cells involved in immune defenses in the lungs, potentially increasing susceptibility to bacterial or viral respiratory infections.
Children. Children, even those without any pre-existing illness or chronic conditions, are considered a sensitive population because their lungs are still developing, making them more susceptible to air pollution than healthy adults. Several factors lead to increased exposure in children compared with adults: they tend to spend more time outside; they engage in more vigorous activity, and they inhale
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City of Walnut/Mt San Antonio Community College District (Version 2.0) Hazard Mitigation Plan more air (and therefore more particles) per pound of body weight. Studies have shown that particulate pollution is associated with increased respiratory symptoms and decreased lung function in children, including symptoms such as episodes of coughing and difficulty breathing. These can result in school absences and limitations of normal childhood activities.
Pregnant women. While there have not been studies of the effects of exposure to wildfire smoke on pregnancy outcomes, there is substantial evidence of adverse effects of repeated exposures to cigarette smoke, including both active and passive smoking. Wildfire smoke contains many of the same compounds as cigarette smoke. In addition, recent data suggest that exposures to ambient air pollution in cities may result in low birth weight and possibly other, more serious adverse reproductive effects. Therefore, it would be prudent to consider pregnant women as a potentially susceptible population as well.
Smokers. People who smoke, especially those who have smoked for many years, have already compromised their lung function. However, due to adaptation of their lungs to ongoing irritation, smokers are less likely to report symptoms from exposure to irritant chemicals than are nonsmokers. However, they may still be injured by wildfire smoke. Therefore, some smokers may unwittingly put themselves at greater risk of potentially harmful wildfire smoke exposures, believing that they are not being affected.
Hazards Associated Cleanup of Wild Land Fires
Heat sources may remain as a result of smoldering wood or other debris that could reignite if contact is made with a combustible material or if oxygen becomes available. Workers and employers must therefore take extra precautions.
Cleanup activities may involve walking on unstable surfaces such as construction debris, trees and other vegetation. Piles of debris and other unstable work surfaces create a risk for traumatic injury from slips, falls, puncture wounds from nails and sharp objects, and collapsing materials. Extreme caution is necessary when working on these surfaces. Protective equipment, such as hard hats, safety glasses, leather gloves, and steel toe boots should be considered to minimize the risk of injury.
Cleanup workers are at risk for developing serious musculoskeletal injuries to the hands, back, knees, and shoulders. Special attention is needed to avoid back injuries associated with manual lifting and handling of debris and building materials.
Cleanup workers are at serious risk for developing heat stress. Excessive exposure to hot environments can cause a variety of heat-related problems, including heat stroke, heat exhaustion, heat cramps, and fainting
Fires can rearrange and damage natural walkways, as well as sidewalks, parking lots, roads, and buildings. Never assume that fire-damaged structures or ground are stable. Buildings that have been burned may have suffered structural damage and could be dangerous.
Fires to commercial and residential buildings and water used to fight the fire can dislodge tanks, drums, pipes, and equipment, which may contain hazardous materials such as pesticides or propane. Containers may be damaged by fire and heat.
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City of Walnut/Mt San Antonio Community College District (Version 2.0) Hazard Mitigation Plan Wild Land Fire Protection Fiscal Issues
Multi-year fiscal problems are occurring at all governmental levels, constraining the availability of funding to address the increasing workload, costs and losses of the California wild land fire protection system.
The increasing number of structures and people in California wild lands and the growing importance of the state’s natural resources create a growing demand to fund additional wild land fire protection services for both the structures and the wild land resource assets.
The primary fiscal responsibilities for the initial attack responsibilities: (1) for federal wild land fire protection are the federal taxpayers, (2) for privately owned wild land fire protection are the state taxpayers, and (3) for structure fire protection in wild land areas are the local taxpayers. However, during the annual fire season, the state and federal taxpayers provide a minimum level of structural fire protection that is incidental to their primary missions of wild land fire protection. Similarly, in most wild land areas, local taxpayers provide year-round wild land fire protection on both state and federal responsibility areas that is incidental to the local government primary mission of structural fire protection.
Over the last decade, part of the increased costs for additional initial attack wild land resource protection and structural protection have been funded by local taxpayers through property taxes, fire district fees and volunteer firefighters. However, when a wild land fire overwhelms local resources and reaches a major fire status, both the state and the federal taxpayers pay for the costs of wildfires, structure protection, and the resulting disaster relief.
For the local taxpayers, the following continue to increase: (1) the structural values and number of people being protected on wild lands, (2) the costs of wild land and structure initial attack fire suppression funded at the local levels, and (3) the losses from the extended attack and larger fires.
For state and federal taxpayers, the following will continue to increase: (1) extended and large fire emergency fund expenditures for wild land fires, (2) protecting structures during initial attack and extended attack fires, and (3) state and federal agency disaster expenditures for damages to wild land resources and structures.
Health and Safety Code Section 13009 allows for recovery of fire suppression costs which, when obtained, be placed back into the state’s general fund rather than invested in a pre-fire management program.
There is a direct relationship between reduced expenditures for pre-fire management and suppression and increased emergency fund expenditures, disaster funding, and private taxpayers expenditures and losses. Reduction of pre-fire management or suppression resources allows more fires to become major disastrous fires. Major fires create additional suppression and disaster relief costs at all levels of government and increase citizen and business losses.
According to representatives of the insurance industry that insures structures in California wild land areas, (1) the insurer average costs and losses are about $1.09 for each $1.00 received in premiums, and (2) the urban dwellers are subsidizing the wild land homeowner through service-wide rating schedules.
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City of Walnut/Mt San Antonio Community College District (Version 2.0) Hazard Mitigation Plan Structures
The greatest fire danger to the City is from Wild Land Urban Interface (WUI), where homes meet the 30-50 year brush growth. Flying brands pose a danger anywhere in the City where wood shake roofs exist. An program to reduce the fuel hazard is critical to the safety of the public and their homes. In order to work with many owners of undeveloped property and the owners of homes in the brush hazard area, a year-round inspection and abatement program is critical.
Walnut has 2 fire stations serving the community. They are a part of the Los Angeles County Fire Department and also serve the areas surrounding Walnut. LA County regulations pertaining to fire prevention have been adopted by Walnut and Mt. San Antonio CCD.
The diversity of wild land urban interface (WUI) settings and disagreement about alternative mitigation strategies have led to confusion and different methods of defining and mapping WUI areas. One major disagreement has been caused by terms such as “hazard” and “risk” being used interchangeably. Hazard is the physical condition that can lead to damage to a particular asset or resource. The term “fire hazard” is related to those physical conditions related to fire and its ability to cause damage, specifically how often a fire burns a given locale and what the fire is like when it burns (its fire behavior). Thus, fire hazard only refers to the potential characteristics of the fire itself.
Risk is the likelihood of a fire occurring at a given site (burn probability) and the associated mechanisms of fire behavior that cause damage to assets and resources (fire behavior). This includes the impact of fire brands (embers) that may be blown some distance igniting fires well away from the main fire.
Walnut is surrounded by hillsides that are covered in chaparral. The term applies to the shrubby vegetation seen on both coastal and inland hillsides. Chaparral can be separated into two types; soft chaparral (usually called coastal sage scrub) and the taller hard chaparral. Chaparral is dominated by evergreen and drought deciduous shrubs 1 to 15 feet tall. Most of these plants are recognized by their tough, leathery leaves that reduce water loss in the dry climate. Many chaparral plant species contain volatile oils which produce a strong odor and increase their flammability. Common examples include various species of Ceanothus, Manzanita, Sage, Sumac, Toyon, and Chamise. Chaparral ecosystems are very efficient at controlling erosion and protecting watersheds. The deep root systems of these plants help to stabilize slopes and allow them to thrive in the dry Mediterranean climate of Southern California. Chaparral plant communities depend upon fire as an integral part of their life cycle, and periodic burning is essential in order for these communities to rejuvenate. As unburned plants grow older, the amount of dead material increases dramatically. By age 50 as much as 50% of an individual plant may be dead. Where chaparral plants are uniformly old, and cover a broad area, fires tend to be large and devastating.
Wildfire poses significant risk to the people who build their homes near chaparral, as evidenced by an increasing trend in structural losses from wild land fires. The risk is predominantly associated with wild land‐urban interface (WUI) areas. WUI is a general term that applies to development interspersed within or adjacent to landscapes that support wild land fire.
There are approximately 180 homes in the Walnut area that are within this ‘danger’ zone. These areas fall under the County’s Fuel Modification Plan.
THE FUEL MODIFICATION PLAN identifies specific zones within a property which are subject to fuel modification. A fuel modification zone is a strip of land where combustible native or ornamental vegetation has been modified and/or partially or totally replaced with drought-tolerant, low-fuel-volume plants.
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City of Walnut/Mt San Antonio Community College District (Version 2.0) Hazard Mitigation Plan The Fire Department’s Forestry Division’s Fuel Modification Unit provides guidelines and reviews the landscape and irrigation plans submitted by the property owner for approval before construction or remodeling of a structure. The fuel modification plans vary in complexity and reflect the fire history, the amount and type of vegetation, the arrangement of the fuels, topography, local weather patterns, and construction, design and placement of structures. The Fire Department works with Walnut Community Development and Mt. San Antonio Facilities Management to fulfill the guidelines of the program.
Repetitive Loss
There is no formula available for determining Repetitive Loss Properties due to Wild Land Fires.
Potential Loss Estimates
A catastrophic loss would be very costly to residents whose homes are in the high risk wild fire zone.
Estimated Loss is 180 homes for a total of $6.5million; infrastructure loss $1.6million.
Development Trends
Population increases in wild land areas have raised strategic concerns about wildfire protection. Clearance laws, zoning, and related fire safety requirements implemented by state and local authorities need to address these factors:
Fire-resistant construction standards: Wild land fires can no longer be viewed as affecting only watershed, wildlife and vegetation resources; we must now consider their effect on people and their structures. Further, this increase in people and structures have provided increasing ignition sources for fire, which, due to their proximity, can spread into the wild land. Building construction standards that encompass such items as roof covering, opening protection and fire resistance are designed to both protect the structure from external fires and to contain internal fires for longer periods.
Hazard reduction near structures (defensible space): The public image of defensible space as part of pre-fire management should be expanded to include such immediate benefits as improved aesthetics, increased health of large remaining trees and other valued plants, and enhanced wildlife habitat. The use of defensible space that provides landscape naturalness, along with its compatibility with wildlife, water conservation and forest health, should be emphasized.
Infrastructure
Effective fire protection in the intermix cannot be accomplished solely through the acquisition of equipment, personnel and training. The area’s infrastructure also must be considered during the formulation of development plans. Specific fire hazard areas should be evaluated and reasonable safety standards adopted, covering such elements as adequacy of nearby water supplies, routes or throughways for fire equipment, addresses and street signs, and maintenance. The ultimate objectives for fire-safe planning and construction are (1) improve the ability of communities and other high value assets that will survive a large, high intensity wildfire with minimal fire suppression effort and (2) provide for improved citizen and firefighter safety.
California Fire Plan
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City of Walnut/Mt San Antonio Community College District (Version 2.0) Hazard Mitigation Plan Data/Telecommunications Loss or Disruption Data/Telecommunications Loss was rated as a HIGH PRIORITY HAZARD in the City of Walnut and Mt. San Antonio CCD.
Profile
Telephone Systems
Walnut and Mt. San Antonio CCD are in a “planning zone C” for the major earthquake scenarios. This means that almost total outage of telephone communications can be expected immediately after the quake with a gradual recovery of service over days to weeks. In a “C” zone it is expected that no more than 35-40 percent recovery can be expected within three days.
Radio System
Emergency response and other local jurisdiction radio systems are expected to operate at around 40% effectiveness for response forces for the first 12-24 hours following a major quake. This will occur because of the need to employ these communications system for a broad spectrum of transmissions until augmentation can be secured. The integration of amateur radio volunteers will be required. Such capabilities exist in a volunteer system within the city.
Radio traffic will be unfavorably impacted if microwave towers, repeater stations and/or antenna system become misaligned or are damaged.
Effective radio communications require that communications discipline procedures be followed.
Commercial Broadcasters
All radio and television stations in the basin are expected to incur some disruption of broadcast capability for periods of up to 24 hours. This will occur because of equipment failure, damage, destruction, transmission line outages or power problems. The Emergency Broadcast System (EBS) is expected to experience some reduction in capability for the first hours after the event.
Persons or facilities with the capability of monitoring out of area broadcasts must be cautious about accepting this broadcast information at face value.
Local governments depend upon information systems and communications networks to carry out nearly all aspects of day to day business. In this digital era, as we use automated information technology (IT) systems to process information for better support of our missions, risk management plays a critical role in protecting an our information assets, and therefore our missions, from IT-related risk.
An effective risk management process is an important component of a successful IT security program. The principal goal of an organization’s risk management process should be to protect the organization and its ability to perform their mission, not just its IT assets. Therefore, the risk management process should not be treated primarily as a technical function carried out by the IT experts who operate and manage the IT system, but as an essential management function of the organization.
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City of Walnut/Mt San Antonio Community College District (Version 2.0) Hazard Mitigation Plan The City of Walnut depends upon information systems and communications networks to carry out nearly all aspects of day to day business. In this digital era, as we use automated information technology (IT) systems to process information for better support of our missions, risk management plays a critical role in protecting an our information assets, and therefore our missions, from IT-related risk.
Vulnerability
Electrical & Technical Failures
The term downtime is used to refer to periods when a system is unavailable. Downtime or outage duration refers to a period of time that a system fails to provide or perform its primary function. Reliability, availability, recovery, and unavailability are related concepts. The unavailability is the proportion of a time span that a system is unavailable or offline. This is usually a result of the system failing to function because of an unplanned event, or because of routine maintenance.
The term is commonly applied to networks and servers. The common reasons for unplanned outages are system failures (such as a crash) or communications failures (commonly known as network outage). Unplanned downtime may be the result of a software bug, human error, equipment failure, malfunction, high bit error rate, power failure, overload due to exceeding the channel capacity, a cascading failure, etc.
Telecommunication Outage Classifications
Downtime can be caused by failure in hardware (physical equipment), software (logic controlling equipment), interconnecting equipment (such as cables, facilities, routers,...), wireless transmission (wireless, microwave, satellite), electrical outage, and/or capacity (system limits).
The failures can occur because of damage, failure, design, procedural (improper use by humans), engineering (how to use and deployment), overload (traffic or system resources stressed beyond designed limits), environment (support systems like power and HVAC), scheduled downtime (outages designed into the system for a purpose such as software upgrades and equipment growth), or for an unknown reason.
The failures can be the responsibility of customer/service provider, vender/supplier, utility, government, contractor, end customer, public individual or act of nature.
Cyber Threats
In February 2013, President Barrack Obama signed Executive Order 13636, Improving Critical Infrastructure Cyber Security, which states; “Repeated cyber intrusions into critical infrastructure demonstrates the need for improved cyber security. Critical Infrastructure means systems and assets, whether physical or virtual, so vital to the United States that the incapacity or destruction of such systems or assets would have a debilitating impact on security, national economic security, national public health and safety or any combination of those matters.” In May 2011, President Obama signed the Presidential Policy Directive (PPD)‐21 on Critical Infrastructure Security and Resilience which is intended to strengthen the security and resilience of critical infrastructure against evolving threats.
The California Department of Technology, Office of Information Security (OIS) plays a critical role in ensuring the State's Information Technology infrastructure is capable of delivering vital services in a
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City of Walnut/Mt San Antonio Community College District (Version 2.0) Hazard Mitigation Plan secure, reliable, and trustworthy manner. The OIS is involved in a broad range of activities within the state and collaborates with Federal, County, and City security professionals. OIS responsibilities include security incident management, security policy development, disaster recovery planning, risk management, mitigation planning, security training and awareness, public outreach, and coordination with hundreds of Information Security Officers, Privacy Coordinators and DRP professionals across the state. The OIS is the primary state government authority in ensuring the confidentiality, integrity, and availability of state systems and applications, and ensuring the protection of state information. Their office represents the State to federal, state, and local government entities, higher education, private industry, and others on security‐related matters. They are committed to securing the State's information assets to build and maintain the trust of Californians.
Every May, the California Department of Technology is joining schools and community partners statewide to encourage students and families to think critically, behave safely and participate responsibly and ethically online. California Digital Citizenship Month is an opportunity to teach and dialogue on topics impacting California youth such as cyber bullying, digital foot prints, on‐line privacy, security and copyrights.
By teaching digital citizenship, California is preparing its students to be safe and secure in a 21st century digital world. Each October the Center for Internet Security (CIS) and Multi‐State Information Sharing and Analysis Center (MS‐ISAC) Center serves as a co‐host with the U.S. Department of Homeland Security's National Cyber Security Division, the National Association of Chief Information Officers and the National Cyber Security Alliance in promoting Cyber Security Awareness Month. The MS‐ISAC develops and distributes Cyber Security Awareness Toolkit materials to all 50 states, the District of Columbia and its member Territories in support of Cyber Security Awareness Month.
The CIS is starting a new initiative called the Integrated Intelligence Center (IIC) to serve as a resource for state, local, tribal, and territorial government partners on cyber security information. Through this initiative the IIC will provide fusion centers with access to a broad range of cyber security products, reflecting input from many sources. The goal of this initiative is to ensure actionable information, collected and analyzed by both DHS and the IIC, is shared with fusion centers in a timely manner. CIS, in partnership with DHS, has established a mechanism for all fusion centers to engage in a new collaborative information sharing and analysis environment on cyber security issues.
Computer Security Breaches
As the need for high levels of computer security became increasingly apparent to government and business owners, many began to earmark additional dollars for security technology and for staff to oversee security measures. By then, the most popular form of attack was the denial of service (DOS), which simply overloads a network system until it crashes. For example, a DOS attack on online auction giant eBay in February 2000, which involved sending the site a barrage of fake requests for Web pages, caused eBay's system to crash. Similarly, CERT's Web site was shut down for two days after a myriad of fake information requests overloaded its system. A DOS known as a worm began gaining significant media attention in 2001. In July of that year, the worm entitled Code Red began attacking Microsoft Internet Information Server systems. Code Red infected servers running Windows NT 4, Windows 2000, Windows XP, and IIS 4.0, and it replaced Web site content with the phrase "Welcome to www.worm.com Hacked by Chinese!" The damage caused by the Code Red worm was estimated at $1.2 billion. As Alex Salkever stated in a May 2001 BusinessWeek Online article, these types of attacks are commonplace. "According to a study released last week by scientists at the University of California- San Diego's supercomputing facility, more than 4,000 DOS attacks happen each week. The most sophisticated and serious last for days as dozens, hundreds, even thousands, of hijacked 'zombie' computers pour forth an unceasing barrage of Web-page requests, all unbeknownst to the machines' owners."
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City of Walnut/Mt San Antonio Community College District (Version 2.0) Hazard Mitigation Plan Mail bombs behave in the same manner. However, they target a network's mail server with the goal of shutting down e-mail service by overloading the system. Hackers targeting networks may also attempt to gain access to secure areas containing sensitive data, such as credit card numbers or social security numbers. A security breach of this type can cause serious damage to a business or institution since data files can be not only copied, but also deleted. AOL became victim to this type of attack in the late 1990s when teenagers from Wichita, Kansas, successfully hacked AOL's network and used the credit card numbers they found there to purchase video games.
Other types of attacks on computers include viruses and Trojan horses. A virus is a program designed to affix itself to something within a computer, such as a file or boot sector, and begin reproducing itself. A file virus, like the Friday the 13th virus that originated in the late 1980s, attaches itself to an executable file—one that controls applications—and begins overwriting parts of the file. Roughly two- thirds of all virus attacks involve boot sector viruses, which are harder to detect than file viruses because they make no discernible impact on a system until they actually attack. Boot sector viruses are quite often designed to overwrite an entire hard drive. A virus also might be designed to use all of a computer's resources and prompt it to crash. Two of the most popular transmission methods for viruses are floppy disks and e-mail. For example, the "I LOVE YOU" and the "Love Bug" viruses that appeared in May of 2000 were circulated via e-mail. The resulting damage to individuals, companies, and institutions was judged to be nearly $10 billion. Like viruses, logic bombs attack computer files and hard drives. Quite often, hackers use a Trojan horse to gain initial access to computers. Trojan horses are disguised as harmless programs, but once executed might release a virus or even a worm.
In July, 2003, California enacted a law mandating the public disclosure of computer security breaches involving confidential information. The law covers not just state agencies but all private enterprises doing business in California. The law essentially states that any entity that fails to disclose that a breach has occurred could be liable for civil damages or face class action suits.
Cyber Crime
Cyber crime is becoming one of the Net's growth businesses. Attacks that gum up Web sites for hours- -known as ''denial of service''--is only one type. Today, criminals are doing everything from stealing intellectual property and committing fraud to unleashing viruses and committing acts of cyber terrorism in which political groups or unfriendly governments nab crucial information. Cyber thieves have at their fingertips a dozen dangerous tools, from ''scans'' that ferret out weaknesses in Web site software programs to ''sniffers'' that snatch passwords. All told, the FBI estimates computer losses at up to $10 billion a year.
As broadband connections have caught on and dial-up has waned, the Web has gone from being the occasionally accessed to being ''always on. That concept is nirvana to e-tailers, but poses a real danger to consumers where cyber crooks can come and go into their computer systems at will. Cyber criminals keep knocking on doors until they find computers that aren't protected. Sadly, the biggest threat is from within. Law enforcement officials estimate that up to 60% of break-ins are from employees.
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City of Walnut/Mt San Antonio Community College District (Version 2.0) Hazard Mitigation Plan Impact
Outages caused by system failures can have a serious impact on the users of computer/network systems, in particular those industries that rely on a nearly 24-hour service:
• Medical informatics • Nuclear power and other infrastructure • Banks and other financial institutions • Government records availability and processing • Limited or no emergency dispatch services • Aeronautics, airlines • News reporting • E-commerce and online transaction processing • Persistent online games
Also affected can be the users of an Internet Service Provider (ISP) and other customers of a telecommunication network. Corporations can lose business due to network outage or they may default on a contract, resulting in financial losses. Governments may not be able to provide services to citizens. Those people or organizations that are affected by downtime can be more sensitive to particular aspects. Some are more affected by the length of an outage - it matters to them how much time it takes to recover from a problem. Others are sensitive to the timing of an outage - outages during peak hours affect them the most. The most demanding users are those that require high availability.
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City of Walnut/Mt San Antonio Community College District (Version 2.0) Hazard Mitigation Plan
Water Service & Waste Water Loss or Disruption Water/wastewater disruption was rated as a HIGH RISK HAZARD in the City of Walnut and Mt. San Antonia CCD..
Profile
Description
Local water supply systems and delivery pipelines can be damaged in any earthquake. While water supplies in reservoirs may exist, damage to delivery systems will impact upon the ready availability of water at normal outlet. Water delivery by tanker truck, water trailers, bottles or cans will be necessary. Central water points will have to be established or the accommodation of the population. Distribution to institutions (hospitals, convalescent centers, mass care shelters and mass feeding locations may be required.
Water Supply and Waste Disposal
The aqueducts supplying water to the Los Angeles Basin are the Los Angeles and California lines. A major earthquake on the Southern San Andreas Fault will disrupt water delivery form those systems until repairs are made – a period estimated at 3-6 months.
Local water supply systems and delivery pipelines can be damaged in any earthquake. While water supplies in reservoirs may exist, damage to delivery systems will impact upon the ready availability of water at normal outlet. Water delivery by tanker truck, water trailers, bottles or cans will be necessary. Central water points will have to be established or the accommodation of the population. Distribution to institutions (hospitals, convalescent centers, mass care shelters and mass feeding locations may be required.
Waste disposal can operate effectively only if water and electric power are available. Failing the supply of these utilities, waste systems can not process raw sewage. Damage to the sewer infrastructure may also occur as a result of earth shaking and/or surface rupture. Such conditions will require that alternate sanitary facilities (port-a-potties and garbage/refuse dumps) be established on a temporary basis until repairs are made.
If sewer lines are ruptured and surface flow of raw sewage results, this condition will require the attention of public health officials to the problem and appropriate, specific cautions and direction must be issued to the public.
Water Sheds
A watershed is the area of land where all of the water that is under it or drains off of it goes into the same place. John Wesley Powell, scientist geographer, put it best when he said that a watershed is:
"that area of land, a bounded hydrologic system, within which all living things are inextricably linked by their common water course and where, as humans settled, simple logic demanded that they become part of a community."
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City of Walnut/Mt San Antonio Community College District (Version 2.0) Hazard Mitigation Plan Watersheds come in all shapes and sizes. They cross county, state, and national boundaries. No matter where you are, you're in a watershed.
Location
City of Walnut
Walnut Valley Water District
The Walnut Valley Water District was established on July 24, 1952 at 19717 E. Fifth Avenue, which was also numbered 1539 S. Brea Canyon Cutoff Road, Walnut, California.
The first Board was charged with developing guidelines and direction for the management and operations of the new District as well as adopting the District's own set of bylaws, which included the establishment of the time, place and conduct of the Board meetings, and the method and manner in which Board elections were to be held. Over the next few years, the Board also prepared and implemented the plans and projects for the development and distribution of water supplies in this area.
Other water providers are Suburban Water System and Rowland Water District. Due to the limited availability of local groundwater sources, the water service is primarily dependent on surface water imported from the Colorado River and Northern California by MWD.
Development of Water Supplies and Distribution System
Due to the limited availability of local groundwater sources, the District is primarily dependent on surface water imported from the Colorado River and Northern California by the Metropolitan Water District of Southern California (MWD), the sole importer of water to this area, through a wholesale member agency, Three Valleys Municipal Water District (TVMWD). In 1955, the District, in concert with
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City of Walnut/Mt San Antonio Community College District (Version 2.0) Hazard Mitigation Plan the City of Pomona and the Rowland Water District, constructed a joint pipeline (Joint Water Line) for the purpose of delivering imported water to meet the water supply needs of these communities. This pipeline varies in diameter from 42 inches to 54 inches and transports potable water from MWD's Weymouth Treatment Plant in La Verne and, when surplus water is available, from TVMWD's Miramar Treatment Plant in Claremont to the District's Edmund M. Biederman Terminal Storage Reservoir and Hydroelectric Facilities in Walnut.
Weymouth Treatment Plant Miramar Treatment Plant District's primary water supplier Additional District water supplier
Park in Walnut, CA Irrigated with recycled water supplied by the District.
The Joint Water Line is 7.6 miles in length and, for many years, was the District's sole source of water until completion of the Badillo/Grand Transmission Main in 1993, which effectively doubled this area's import water supply and provided an alternate supply route. The construction of this 5.5-mile transmission main was critical to the District since it provides access to a secondary water source, ensuring system reliability in times of catastrophic need such as fire or earthquake. The District also presently owns and operates a 150-kilowatt hydroelectric plant at its connection to the Joint Water Line. Power generated by this plant is sold to the Edison Company.
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City of Walnut/Mt San Antonio Community College District (Version 2.0) Hazard Mitigation Plan In an effort to reduce its dependence on imported potable water, the District also operates a recycled water system for use in irrigating large landscaped areas such as parks and school grounds, which have traditionally placed a significant demand on the District's potable drinking water system.
The District obtains its recycled water from the County Sanitation Districts' Pomona Water Reclamation Plant. Recycled water is the official name given to wastewater which has undergone an extensive treatment process and is available for reuse after being tested and certified by the Department of Health Services to ensure that it is safe for irrigation purposes. The District's recycled water system, which is completely separate from the potable water system, delivers an average of 537 million gallons annually of this "drought-proof" water. The recycled water supply is augmented by groundwater from the District's recycled wells.
Mt. San Antonio Community College
Mt. San Antonio Community College facilities receive water service from the Three Valleys Municipal Water District located in Claremont, California. Mt. San Antonio Community College District is one of 13 of the Three Valleys MWD’s customers or member agencies. Three Valleys MWD is a member agency of the Metropolitan Water District of Southern California which serves most of Los Angeles County.
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City of Walnut/Mt San Antonio Community College District (Version 2.0) Hazard Mitigation Plan Three Valleys MWD is divided into 7 service areas. (See map below):
Mt. San Antonio Community College is located in Service Area 6.
Three Valleys Municipal Water District operates 18 service connections with Metropolitan Water District of Southern California. Three Valleys' Miramar Water and Hydroelectric Facilities include a 25-million gallon-a-day treatment plant, two 8 million gallon storage reservoirs, three hydroelectric stations, 10 miles of distribution pipeline. Three pumping stations are maintained for use on an as-needed basis. Three Valleys also retains a drought tolerant landscape throughout its 25-acre site and demonstrates above- and below-ground rainwater storage technologies. The Three Valleys MWD’s main water sources are the 242 mile long Colorado River Aqueduct (by way of Metropolitan Water) and the Miramar Water and Hydroelectric Facility.
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City of Walnut/Mt San Antonio Community College District (Version 2.0) Hazard Mitigation Plan Southern California Water
There are 6 water sheds serving Los Angeles County; Antelope-Fremont Valleys, Santa Clara, Los Angeles, San Gabriel, Santa Monica Bay, and San Pedro/Channel Islands (see map on next page). The map below shows the area of South Coast Water Sheds.
Walnut
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Watersheds in Los Angeles County
San Gabriel Water Shed
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City of Walnut/Mt San Antonio Community College District (Version 2.0) Hazard Mitigation Plan Wastewater Service
Public wastewater lines, which exclude those connecting from private properties, are maintained by the County. Maintenance of infrastructure in surrounding unincorporated areas also affects Walnut. Unlike areas within the City limits, the county unincorporated areas are not required to connect to a wastewater system bye are facing tightening discharge restrictions from Los Angeles County due to groundwater pollution concerns. These areas rely on septic tanks, which can contaminate groundwater supplies. The City of Walnut requires annexation in order to connect to the City’s wastewater system.
Probability
Our groundwater basins are over-drafted and our existing surface storage cannot meet future water demands, particularly in times of drought.
The gap between water supply and demand in California is predicted to total 2.4 million acre feet during drought years and up to 6.2 million acre feet in drought years by 2020. (An acre foot is enough to meet the annual needs of between one and two households.) Six million feet is roughly triple the amount of water the Bay Area uses in a year. At the same time, growers, manufactures and businesses are demanding more reliable and better quality water. It can take 20 years or longer to develop and finance a supplemental water supply for new developments. About 894 gallons of water are needed to grow the food for the daily diet of an average person. On an annual basis, an individual's water use is about 326, 310 gallons.
Water
With a stable population, the recession driven economy, increasing environmental concerns and vibrant industry, the City of Walnut and Mt. San Antonio CCD depend on their existing water and wastewater facilities to provide for the health and safety of its citizens.
The gap between water supply and demand in California is predicted to total 2.4 million acre feet during drought years and up to 6.2 million acre feet in drought years by 2020. (It can take 20 years or longer to develop and finance a supplemental water supply for new developments. About 894 gallons of water are needed to grow the food for the daily diet of an average person. On an annual basis, an individual's water use is about 326 gallons.
Solutions - Water
Through a state/federal partnership known as CALFED, for example, some $10 billion in expanded storage, increased recycling and conservation, ecological restoration of key watersheds, and improved water distribution and conveyance has been identified that over the next few decades help meet some of these challenges. Cities are expanding wastewater treatment systems, improving water distribution infrastructure, and developing local recycling programs as well, some using funds from the CALFED program.
To offset water shortages, the state's water recycling program needs more investment. In 1998, the last year it revised its state Water Plan, the California Department of Water Resources issued a 10-year capital improvement forecast calling for more than $1.6 billion in spending to ensure delivery of clean water. In addition, a state/federal partnership known as CALFED is overseeing a vast reworking of the state's water storage and distribution system. The CALFED program as it is known foresees $10 billion in environmental and ecological restoration projects, new storage facilities, recycling programs, water transfer arrangements to help strike a balance the state's competing water needs.
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City of Walnut/Mt San Antonio Community College District (Version 2.0) Hazard Mitigation Plan The Small Watershed Program in California - PL 83-566 and PL 73-534
The USDA's Small Watershed Program assists local organizations in conducting watershed surveys and investigations, and in planning and installing structural and land treatment measures for watershed protection and flood prevention. In California, the Watershed Planning and Engineering staffs are responsible for implementation of these programs.
The watershed is the unit of landscape and framework around which to think together about the land and its role in peoples' lives. The lessons learned through the implementation of PL 78-534 and PL 83- 566 - the ability to work with private landowners and communities to plan and install conservation measures on a watershed scale - forms the foundation upon which locally-led conservation is built and supported by NRCS.
Background
USDA's Small Watershed Program was authorized by the Flood Control Act of 1944, Public Law 78- 534, and the Watershed Protection and Flood Prevention Act of 1954, Public Law 83-566. The original program, PL 78-534, was established for 11 selected watersheds throughout the country, including the Los Angeles River and Santa Ynez River in California. The subsequent legislation, PL 83-566, was passed to expand the program to all of the nation's watersheds.
USDA's Small Watershed Program has three general purposes: 1) preventing damage from erosion, floodwater and sediment, 2) furthering the conservation development, utilization, and disposal of water, and 3) further the conservation and proper utilization of land.
The program applies to watersheds 250,000 acres and smaller. At least 20 percent of any project benefits must related directly to agriculture, including rural communities. A local sponsoring organization is needed to carry out, maintain, and operate works of improvement.
The program has two main components, each of which is funded separately: 1) watershed surveys and planning; and 2) watershed and flood prevention operations and construction.
Status of the Program in California
The Small Watershed Program in California has been used primarily for flood control, agricultural water management, and watershed protection work. There are 30 completed watershed projects in California and 15 operational projects. About 30 watersheds are currently receiving technical assistance for local planning activities.
From 1978 through 2002, over $100 million was spent in California under PL83-566 operations to install conservation measures. During this same time period, over $120 million was spent in 45 counties in California under Emergency Watershed Protection to provide emergency flood and fire repair work.
In fiscal year 2002, California received PL83-566 annual appropriations of $950,000 for watershed planning, $1,390,000 for technical assistance, and $3,351, 136 for installing practices.
Emergency Response Plans
All water systems serving a population of 3,300 or more (1,000 connections or more) must update their Emergency Response Plan (ERP) and send a completed certification form to EPA within 6 months of completing their Security Vulnerability Assessment (Security VA). All water systems are required to
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City of Walnut/Mt San Antonio Community College District (Version 2.0) Hazard Mitigation Plan have an Emergency Notification Plan (ENP). CRWA is putting on a series of FREE ERP classes, which will include a free manual and a free CD that will assist you in updating or creating an Emergency Response Plan for your water system. It also includes a special section on how to prepare a Drought Response Plan as a key component of your ERP. All systems no matter what size are invited to attend and will benefit from this class, and attendees will earn contact hours for Distribution and Water Treatment certification renewal.
Vulnerability
Climate Change
More than eight out of ten California counties will face frequent water shortages within 40 years. That’s the conclusion of a report released by Tetra Tech for the Natural Resources Defense Council. It shows the toll climate change will take on the water resources in the U.S.
Tetra Tech projects that climate change will exacerbate water problems in more than a third of counties across the US. In California, the outlook is worse. Forty-eight counties (83%) will be at risk by 2050, and 19 counties are on the critical list, those the report describes as under “extreme risk.” Only ten counties, mostly at the northern end of the state, were assigned to the low-risk category.
In the report, the authors have mapped the entire US according to drought risk, parsing data to the county level. The number of counties listed at greatest risk for water shortages is 14 times greater than in previous studies. Critical regions are the Great Plains and the Southwest. The report uses the most recent data from the US Department of Agriculture and other agencies, as well as the most recent climate models from the Intergovernmental Panel on Climate Change (IPCC) to evaluate water withdrawal.
As the climate continues to warm, there will be a tighter squeeze on water supplies. These stresses include a shriveling Sierra snowpack and earlier spring runoff, which result in reduced water storage capacity. The report also projects precipitation to decrease in some parts of California by five inches per year, by 2050. Rising surface temperatures imply greater moisture loss in vegetation and on the ground surface.
In California alone, the counties at risk for water sustainability produce $21 billion in agricultural crops. “The state’s economy is at risk if we don’t change,” says Spencer. “If we keep acting the way we’re acting, we’ll be in serious trouble by 2050.”
The report warns that without any comprehensive climate policy, demand for freshwater will overtake available supply in this century.
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City of Walnut/Mt San Antonio Community College District (Version 2.0) Hazard Mitigation Plan
California Counties and their future risk of water shortage. (Image: NRDC). Los Angeles County is rated among the HIGH group in Water Supply Sustainability Index.
Mitigation
The Watershed Management Approach
A quick review of key components of the local, voluntary watershed approach to protecting natural resources will help you evaluate groundwater management approaches and how they may be used in your particular situation. The most critical component to the watershed management approach is the
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City of Walnut/Mt San Antonio Community College District (Version 2.0) Hazard Mitigation Plan involvement and consensus of all key stakeholders (or organizations representing them) at each step in the process. Other key components include:
• Assess natural resources-soil, water (including groundwater), air, plants, animals, and people. • Identify and prioritize problems. • Develop measurable objectives-based on local environmental, economic and social goals. • Identify and agree upon strategies for reaching objectives. • Implement strategies and assess results. • Some of the activities, as they pertain to groundwater, are described in this guide. For example: • Determining boundaries of the groundwater and watershed areas is typically part of assessment. • Discussing existing and future uses of water is part of setting goals. • Defining pollutants and sources is part of assessment, goal setting and solution identification. • Understanding various tools is part of identifying and implementing solutions.
Wastewater Disruption
Problems
Some of our cities rely on water mains and sewers that are more than 100 years old.
In 2001 California officials issued more than 2,000 beach closings and health advisories because of sewer spills and overflows. Spills and overflows typically happen because wastewater systems have not been upgraded to facilitate new growth, and sewer pipes have not been replaced in time to avert a main break.
When it rains, at times as little as one-quarter inch, the volume of combined runoff and wastewater becomes too great for sewage treatment plants to handle, and the flow is diverted to outfall points that discharge raw sewage, toxic industrial waste and floatables such as garbage and syringes.
California needs an estimated $8.4 billion for local wastewater treatment improvements.
Solutions - Wastewater
State and federal water quality regulations require cities and other municipalities to upgrade wastewater treatment and distribution systems to prevent overflows during wet weather no later than 2014. Pipe replacement projects, construction of new retention ponds, increased recycling and conservation programs, and expanded treatment facilities are all part of the mix of solutions.
California Dept. of Water Resources, Water Education Foundation, Natural Resources Defense Council
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City of Walnut/Mt San Antonio Community College District (Version 2.0) Hazard Mitigation Plan Characteristics of Effluents from Large Municipal Wastewater Treatment Facilities
Effluents from the Hyperion Treatment Plant (HTP) of the City of Los Angeles, the Joint Water Pollution Control Plant (JWPCP) of County Sanitation Districts of Los Angeles County (CSDLAC), Wastewater Treatment Plants 1 and 2 of County Sanitation Districts of Orange County (CSDOC), and Point Loma Wastewater Treatment Plant (PLWTP) of the City of San Diego comprise 90% of municipal wastewater discharged directly to the Southern California Bight. These agencies have routinely measured the characteristics of their effluents for at least two decades. Each year during this period, the Southern California Coastal Water Research Project (SCCWRP) has summarized these measurements and reported on discharge and constituent trends.
Failure of treatment facilities, in delivery systems or in water purity has the potential for severely affecting the City of Walnut. Emergency operations would most probably be in full swing until services are restored.
Potable water is essential for the city. Circumstances leading up to the discovery of a failure in the delivery system could result in widespread sickness.
Waste water failures could severely damage facilities and also could result in widespread sickness depending upon the circumstances.
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City of Walnut/Mt San Antonio Community College District (Version 2.0) Hazard Mitigation Plan Moderate Risk Rating Transportation Disaster (including Radiological, Rail, Pipeline & Aviation) Transportation Disasters were rated as a MODERATE RISK HAZARD in the City of Walnut and Mt. San Antonio CCD.
Profile
Transportation disruption and loss in Los Angeles County have the potential for catastrophic consequences on the populace. The area’s heavy reliance on conveyances is a major factor in economic stability and survival during emergencies. Los Angeles County’s transportation corridor interconnections link all parts of the county to neighboring jurisdictions and their stability and dependability is necessary to assure population health and welfare in an emergency. A catastrophic loss or extended disruption in any of the transportation forms listed below could have severe and long- lasting impacts on the area’s economy and health.
In Walnut and the surrounding areas, adequate circulation facilities are necessary for the movement of people and goods. The need for access and mobility are ingrained in today’s urban and suburban population.
Transportation for Mt. San Antonio College is paramount to its function. All students, staff and faculty rely on the transportation system to travel to and from the facilities.
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City of Walnut/Mt San Antonio Community College District (Version 2.0) Hazard Mitigation Plan Public Transit Ridership Los Angeles County, Fiscal Year 2004-2005
Vehicles in Operation at Peak System Ridership Weekday Usage MTA* - Motor Bus 364,787,355 2,041 MTA* - Street Car 37,970,291 89 MTA* - Rapid Rail 36,272,621 62
Long Beach Transit 26,964,674 179
Santa Monica's Big Blue Bus 20,543,294 145
Foothill Transit 14,747,521 250
Montebello Bus Lines 9,474,939 67 Southern California Regional Rail 10,693,327 139 Authority (MetroLink)
Gardena Municipal Bus Lines 4,656,211 40
Culver City Transit 5,402,335 32 Vehicles in Operation at Peak System Ridership Weekday Usage
Torrance Transit 4,612,548 55
Antelope Valley Transit Authority 2,693,772 49
Santa Clarita Transit 3,446,513 47
Norwalk Transit 2,556,054 27 Los Angeles Department of Transportation (LADOT) (Commuter 2,404,328 146 Express; Community Connection; DASH)
Commerce Municipal Bus Lines 675,074 6
DowneyLINK Public Transit Service 232,504 6
Palos Verdes Transit Authority 165,249 21 Beach Cities Transit (Redondo 56,918 5 Beach)
Transportation disruption and loss in the Walnut area has the potential for catastrophic consequences on the populace. The area’s heavy reliance on conveyances is a major factor in economic stability and survival during emergencies. Los Angeles County’s transportation corridor interconnections link all parts of the county to neighboring jurisdictions and their stability and dependability is necessary to assure population health and welfare in an emergency. A catastrophic loss or extended disruption in any of the transportation forms listed below could have severe and long-lasting impacts on the area’s economy and health.
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Los Angeles County Transportation Map (Los Angeles County GIS Data)
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Vulnerability
Radiological Incidents
Radioactive materials are routinely transported in California. These materials include the medical and industrial sources described below, as well as wastes that have radioactive components. Many of the radioactive waste shipments come from research and cleanup efforts at national laboratories.
The San Onofre plant, has not produced electricity since January 2012 due to the discovery of eroded tubes in recently installed steam generators and was retired in June 2013. Radiological accidents that result in the release of radioactive materials may result in long‐term health risks and contamination of the state resources, including air, water supply, groundwater, and agricultural lands.
Radiological Accident Hazards
Due to strict regulation of nuclear power plants in the United States, significant nuclear power incidents that can cause harm to the public have low probability of occurrence, and none have occurred to date in California. The probability of a catastrophic event involving a nuclear power plant is low and these plants are extremely well protected. However, as evidenced by the March 2011 events at the Fukushima Daiichi plant in Japan, caused by the Tohoku Earthquake and Tsunami, the consequences of a severe accident or a successful terrorist attack on a nuclear power plant that results in a release of radioactive materials could be very significant.
State and local governments having jurisdiction within ten miles of an operating nuclear power plant in the U.S. must plan, train, and conduct emergency exercises annually in accordance with federal regulations. Detailed emergency plans are maintained by each affected agency. Four Emergency Classification Levels (ECLs) have been established in federal regulations to characterize the severity of the emergency and the response actions required. The ECLs must be used as the foundation for emergency response planning, training and exercises (described in the table below).
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Nuclear Power Plant Safeguards
Triple‐safeguard features are designed to prevent the release of radiation at nuclear power plants:
1. Metal tubes or rods, which contain the fuel pellets, act as the first barrier
2. Next, the fuel rods are contained in the reactor vessel within 8‐inch‐thick steel walls
3. Finally, an airtight containment building is constructed of metal and reinforced concrete walls, totaling more than four feet thick
Control and safety systems within the plant are designed to overlap for safety. Automatic systems have the ability to shut down the reactors within seconds if monitoring devices detect unusual conditions, such as an excessive heat buildup. Should any individual safety component fail, there are back‐up systems that take over immediately.
The Nuclear Regulatory Commission (NRC) has resident inspectors assigned to each plant site. The inspectors oversee plant operations and ensure compliance with regulations governing operational and occupational safety. There are automatic communications systems that contact the State Warning Center in Sacramento if certain conditions, such as an earthquake or certain plant conditions, occur. The State Warning Center will be able to contact key personnel needed in an emergency.
Nuclear Power Plant Emergency Preparedness
Planning, preparing, and training for nuclear power plant emergencies are also part of the safeguards. Federal, state, and local emergency management agencies work with the utilities to ensure that nuclear power plants are safe and that each agency and utility has an effective emergency plan describing the actions to be taken in response to an emergency. Residents and businesses near a nuclear power plant should prepare a disaster plan for all emergencies, including nuclear power plant emergencies, and become familiar with the emergency preparedness information
Radiological Waste Transportation
Since 1989, the staff of the Energy Commission has represented California on two western state groups: the Western Governors' Association WIPP Transportation Advisory Group and the Western Interstate Energy Board's High‐Level Radioactive Waste Committee. Both groups work with the U.S. Department of Energy and other state regional groups to develop accident prevention and emergency response plans for major federal non‐classified shipments of radioactive waste. Staff also coordinates the California Nuclear Transport Working Group that develops and updates accident prevention and emergency response plans for federal shipments of transuranic waste to the Waste Isolation Pilot Plant (WIPP) in New Mexico.
To mitigate disaster, federal regulations require that 1) radiological materials transported by train use special packaging based on the hazard of the shipment, 2) there is extensive worker training and documentation, 3) vehicle and packages of radioactive materials are inspected, and 4) the waste travels via specific, controlled routes. More information about radiological waste transportation can be found on Cal OES’s radiological transportation website.
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Rail Incidents
Train accidents are generally localized and the incidents result in limited impacts at the community level. However, if there are volatile or flammable substances on the train and the train is in a highly populated or densely forested area, death, injuries, and damage to homes, infrastructure, and the environment, including forest fires can occur.
According to CalEMA, there have been 14 train accidents affecting 12 communities since 1950. Several significant train accidents, derailments, fires and hazardous material releases have occurred in California in the past 40 years that resulted in multiple deaths, numerous injuries, and property damage and have, thus, stimulated changes in land use and rail safety regulations.
Duffy Street Derailment, San Bernardino
On May 12, 1989, a 6‐locomotive/69‐car Southern Pacific freight train picked up speed while descending down the Cajon Pass in Southern California. The train reached a speed of 110 miles per hour on a curve at Duffy Street designed for no more than 40 miles per hour. The train derailed and plowed into a residential area on Duffy Street. The conductor, head‐end brakeman, and two residents were killed in the crash. Seven homes were destroyed, as was the entire train.
During the cleanup effort, an underground 14‐inch high pressure gasoline transit pipeline suffered undetected damage. On May 25, 13 days after the train derailment, the pipeline burst, showering the neighborhood in gasoline and igniting a large fire that killed two people and destroyed 11 more homes. The total property damage was $14.3 million. Many residents moved after this, and homes are no longer allowed to be built next to the rail lines.
Investigations determined several causes that contributed to the derailment: a miscalculation of the weight of the freight, which was underestimated by 40 percent; lack of dynamic brakes on three of the six locomotives; and train engineer error in activating the emergency brake, which cancelled the dynamic brakes on the functioning three locomotives.
Glendale Derailment
On January 26, 2005, a southbound Metrolink commuter train collided with a sport utility vehicle (SUV) that had been abandoned on the tracks near the Glendale‐Los Angeles city boundary. The train jackknifed and struck trains on both sides of it, one a stationary freight train and the other a northbound Metrolink train traveling in the opposite direction. The collisions resulted in 11 deaths and 100 to 200 injuries. The driver of the SUV left the vehicle prior to the crash and was later charged and convicted of 11 deaths and arson.
Subsequent criticism focused on the issue of train configuration. Many commuter trains use a “pusher configuration” to avoid turnaround maneuvers and facilities required to reverse a train’s direction. This means the trains are pushed from the back by the locomotive. There were assertions that this type of configuration made the accident worse and claims that if the engine had been in the front, the train might not have jackknifed and caused the second Metrolink train to derail.
To increase rider safety, Metrolink temporarily roped off the first cars in all of their trains and allowed passenger seating in the second car and beyond. Metrolink gradually modified this policy. As of 2007, the line permitted passengers to sit in a portion of the first car when in "push mode," but did not allow seating in the forward‐most section of the first car.
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Chatsworth Derailment
The September 12, 2008 Chatsworth train accident, resulting in 25 deaths and injuring more than half the train’s passengers, spawned significant changes to national rail safety standards. The head‐on collision occurred in Chatsworth, a neighborhood of Los Angeles located at the western edge of the San Fernando Valley, involving a Metrolink commuter train and a Union Pacific freight train. All three locomotives, the leading Metrolink passenger car, and seven freight cars derailed.
According to the National Transportation Safety Board (NTSB), the Metrolink train engineer most likely caused the collision because he was distracted by sending text messages while on duty. He failed to obey a red stop signal that indicated it was not safe to proceed from the double‐track into the single‐track section and, thus, collided head‐on with the freight train that was traveling on the same single‐track section from the opposite direction. The NTSB also believed that deployment of a positive train control (PTC), which is a safety back‐up system that can automatically stop a train and prevent train collisions, could have avoided the disastrous collision and derailment.
Although not required at the time of the Chatsworth accident, PTCs have been a high priority for the NTSB following similar collisions since the mid‐1980s, and voluntary implementation has been uneven and incremental across the country since that time, primarily due to the high costs associated with installation and maintenance. Following the Chatsworth collision, Metrolink expanded the existing automated train stop system used on 30 miles of Metrolink track in Orange County across its 350‐mile system. Metrolink's automated train stop system will automatically apply the brakes to stop a train if the engineer fails to respond to a warning within eight seconds.
Train derailments are so localized that the incidents themselves would not constitute a disaster. However, if there are volatile or flammable substances on the train and the train is in a highly populated or densely forested area, death, injuries, damage to homes, or forest fires could occur.
There have been 14 train accidents affecting 12 communities since 1950.
Incident Location Metrolink collision Glendale Southern Pacific collision Beaumont Union Pacific derailment Kelso Freight train derailment Cajon Atchison, Topeka, & Santa Fe/Union Pacific collision Cajon Atchison, Topeka, & Santa Fe/ATSF collision Corona Amtrak passenger train collision Stockton Southern Pacific derailment San Bernardino Southern Pacific derailment West Surf Union Pacific collision Kelso Western Pacific derailment Hayward Southern Pacific collision Thousand Palms Southern Pacific collision Tracy Two Southern Pacific trains collision Indio
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In Los Angeles County, there was a total of 148 train accidents from January 2000 to June 2004. The following statistics append this figure:
• Deaths – 0 • Injuries – 13 • Loss - $7,978,342
TYPE OF ACCIDENT
• Collisions – 9 • Derailments – 112 • Other – 27
CAUSE OF ACCIDENT
• Equipment – 1 • Human Error – 84 • Other – 13 • Signal Malfunction – 1 • Track Faulty – 49
Federal Railroad Administration, Office of Safety Analysis
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Light Rail Incidents
Light rail agencies experience their most serious safety-related incidents from:
• collisions with motor vehicles, • operator violations of rules and procedures, • collisions with pedestrians and trespassers, • equipment failures, and • slips, trips and falls in stations and while boarding/deboarding trains.
Heavy rail agencies experience their most serious safety incidents from:
• passenger slips and falls in stations and while boarding/debarking trains, • collisions with trespassers, • equipment failure, • risky passenger behavior in stations and while boarding/debarking trains, and • operator violations of rules and procedures.
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Highway Incidents
On any given day, Los Angeles County highways have thousands of large trucks carrying all sorts of cargos (including hazardous materials). The potential for a highway accident involving one or more trucks carrying volatile cargo is great. Generally, these accidents are handled as incidents by the appropriate jurisdiction; however, because of the dense population and shear volume of vehicular traffic, the risk of a crash becoming a catastrophic event grows.
Large trucks account for about 4 percent of all registered vehicles and 7 percent of total vehicle miles traveled. Large trucks account for about 8 percent of all vehicles involved in fatal crashes and 4 percent of all vehicles involved in injury and property-damage-only crashes.
The average cost per crash involving a large truck is $95,637. With about 429,000 large truck-related crashes per year, the total monetary expense is minimally $41,028,273,000.00 using today’s cost estimates.
Chain reaction accidents on crowded interstate highways that intertwine Los Angeles County are also another consideration. These events can quickly grow into localized disasters that overstrain local responders. Potentially, they could expand into catastrophic incidents involving hazardous materials, mass casualties, fire, and transportation disruption. Depending on the occurrence, the response could involve mass evacuation, mutual aid and other aspects of managing a disaster.
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Pipeline Incident
The United States is heavily dependent on transmission pipelines to distribute energy and fuel sources. Virtually all natural gas, which accounts for about 28 percent of energy consumed annually, is transported by transmission pipelines.67 Energy demand in the United States continues to increase. Although California is a leader in exploring and implementing alternative energy sources such as wind and solar, the expansion of traditional energy sources, such as natural gas, continues. Increased urbanization is resulting in more people living and working closer to existing gas transmission pipelines that were placed prior to government agencies adopting and implementing land use and other pipeline safety regulations.
Compounding the potential risk is the age and gradual deterioration of the gas transmission system due to natural causes. Significant failure, including pipe breaks and explosions, can result in loss of life, injury, property damage, and environmental impacts. Causes of and contributors to pipeline failures include construction errors, material defects, internal and external corrosion, operational errors, control system malfunctions, outside force damage, subsidence, and seismicity. Growth in population, urbanization, and land development near transmission pipelines, together with addition of new facilities to meet new demands, may increase the likelihood of pipeline damage due to human activity and the exposure of people and property to pipeline failures.
Natural Gas Pipeline Hazards
Most of the natural gas used in California comes from out‐of‐state natural gas basins. It is delivered to California via the interstate natural gas pipeline system. In 2012, California customers received 42 percent of their natural gas supply from basins in the Southwest, 22 percent from Canada, 23 percent from the Rocky Mountains, and 12 percent from California. Natural gas transported via the interstate pipelines, and some of the California‐produced natural gas, is delivered into the Pacific Gas & Electric (PG&E) and Southern California Gas (SoCal Gas) intrastate natural gas transmission pipeline systems. Natural gas on the utilities' backbone pipeline systems is then delivered into the local transmission and distribution pipeline systems, or to natural gas storage fields. PG&E and SoCal Gas own and operate several natural gas storage fields that are located in Northern and Southern California.
Generally speaking, transmission lines are large‐diameter steel pipes carrying natural gas at high pressure and compressed to provide higher carrying capacity. Transmission lines are both interstate and intrastate, with the latter connecting to smaller distribution lines delivering gas directly to homes and businesses. Data compiled by the Pipeline and Hazardous Materials Safety Administration (PHMSA) report a total of 115,292 miles of gas pipelines in California, of which 12,414 miles are classified as gas transmission lines, 403 miles are gas‐gathering lines, and the majority, 102,475 miles, are for gas distribution. Nearly 40 percent of gas transmission lines are located in Los Angeles, Kern, and San Bernardino counties.
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Incidents and Losses from Pipeline Accidents
PHMSA tracks significant incidents and losses as a result of pipeline accidents occurring on gas transmission lines and gas distribution lines. Significant incidents are those reported by pipeline operators with either 1) a fatality or injury requiring in‐patient hospitalization, or 2) $50,000 or more in total costs, measured in 1984 dollars. From 2000 to 2009, a total of 22 incidents were reported on California transmission lines, causing one fatality, two injuries, and $12 million in property damage. For that period, a total of 65 incidents were reported on local gas distribution lines, resulting in three fatalities, 16 injuries, and $14 million in property damage. Individual Local Hazard Mitigation Plans may include information on pipeline vulnerability pertinent to their communities, if this information is known. Earthquake planning scenarios produced by the California Geological Survey and others are the best source of information on potential disruptions, length of outages, and estimates of post‐earthquake fire. For a discussion of vulnerability of gas and other pipelines to earthquake, see Chapter 5, Section 5.2.4.2 under the heading “Pipeline Networks ‐ Natural Gas, Oil and Water”.
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Specific information on pipeline vulnerability is maintained by owners/operators such as PG&E and SoCal Gas. This information is not always readily available to local government planners. PG&E monitors system status in real time on a 24‐hour basis and regularly conducts leak inspections, surveys, and patrols of all its natural gas transmission pipelines to identify issues to be addressed immediately. PG&E also uses the data it collects to help plan and set priorities for future work. One of the tools PG&E uses is a risk management program that inventories and evaluates each of the 20,000 segments within PG&E's natural gas transmission pipeline system. A pipeline segment may be identified for further study and long‐range planning based on its risk for one of several factors:
• Potential for third‐party damage • Potential for corrosion • Potential for ground movement • Physical design and characteristics
Overall, did not score high in any one factor, but scored moderately high in more than one factor. PG&E also considers proximity to high‐density populations, potential reliability impacts, and environmentally sensitive areas. Based on these factors, PG&E determines which segments warrant further evaluation, monitoring, or other future action. PG&E also creates a list of the "Top 100" segments to help inform future work plans. As conditions change from year to year, PG&E reevaluates the segments included on the list.
Aircraft Incidents
Airline crashes are listed as a less significant hazard because individually they are less likely to result in a state or federal disaster declaration. However, CalEMA recognizes the severity of these incidents as they often lead to deaths and injuries.
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Landslide Severe Weather/Flood/Winds/Drought/Landslide were rated a HIGH PRIORITY HAZARD in the City of Walnut and Mt. San Antonio CCD
More than one third of California, including the area surround the City of Walnut and Mt. San Antonio Community College is mountainous terrain. Steep topography, weak rocks, heavy winter rains, and occasional earthquakes all lead to slope failures more frequently than would otherwise occur under gravity alone.
A landslide is the breaking away and gravity‐driven downward movement of hill slope materials, which can travel at speeds ranging from fractions of an inch per year to tens of miles per hour depending on the slope steepness and water content of the rock/soil mass. Landslides range from the size of an automobile to a mile or more in length and width and, due to their sheer weight and speed, can cause serious damage and loss of life. Their secondary effects can be far‐reaching; for example, catastrophic flooding can result from the sudden release of river water impounded by landslide debris or slope failure of an earthen dam.
Although the area affected by a single landslide is less than that of earthquakes, landslides are pervasive in California’s mountainous terrain and occur far more often, resulting in cumulative losses approaching $200 million in a given year. Average annual landslide losses in California are estimated at about $100 million. Because landslides occur as isolated events in both time and location, and there is presently no systematic means in place for documenting their losses, landslide hazard is often underestimated or goes unrecognized in the policy arena, even though landslides continue to cause millions of dollars in cumulative damage to California’s homes, businesses, and infrastructure.
Profile
Landslides are classified into many different types based on form and type of movement. They range from slow‐moving rotational slumps and earth flows, which can slowly distress structures but are less threatening to personal safety, to fast‐moving rock avalanches and debris flows that are a serious threat to structures and have been responsible for most fatalities during landslide events. Many large landslides are complex, being a combination of more than one landslide type.
Description
Landslides can be broken down into two categories: (1) rapidly moving (generally known as debris flows), and (2) slow moving. Rapidly moving landslides or debris flows present the greatest risk to human life, and people living in or traveling through areas prone to rapidly moving landslides are at increased risk of serious injury. Slow moving landslides can cause significant property damage, but are In and around Walnut, there are areas that are susceptible to landslides due to slope instability, fire activity, rainfall and the geologic make-up of the area. Although Walnut prohibits development in areas that may be prone to landslides, there are existing properties that may be susceptible to landslide activity.
Slope-failure Hazards
The geologic setting of southern California locally is conducive to slope failures and slope-failure deposits (landslides) that can be a hazard to human life and property. These hazards are created when
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• Slope angle • Geologic materials (substrate) • Climatic conditions • Earthquake shaking
Slide
A slide occurs where there is a tilted, pre-existing plane of weakness within a slope which serves as a slide surface for overlying sediment/rock to move downward. Such planes of weakness are either flat sedimentary surfaces (usually where one layer of sediment or sedimentary rock is in contact with another layer), planes of cleavage (determined by mineral foliation) within metamorphic rocks, or a fracture (fault or joint) within a body of rock. Slides can be massive, occasionally involving an entire mountainside, making them a real hazard in areas where a surface of weakness tilts in the same direction as the surface of the slope. Slides can be triggered by earthquakes or by the saturation of a slope with water. The addition of water to a slope increases its mass, and therefore increases the pull of gravity on the slope. In addition, water can lubricate a layer of clay or shale within a slope, which then serves as a slide surface for the rock above it.
This graphic shows layers of sediment and debris tilted downward to the right. The topmost layer is prone to sliding because it lacks support at the base of the slope.
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This graphic shows how gravity finally overcame the friction between the topmost layer and the sediment or debris beneath it. Once this occurs, the topmost layer slides downward as a coherent block. As it comes to a sudden stop the slide block may break apart and continue moving for some distance as a rock avalanche or debris flow.
Debris Flows
Sudden "mudslides" gushing down rain-sodden slopes and gullies are widely recognized by geologists as a hazard to human life and property. Most "mudslides" are localized in small gullies, threatening only those buildings in their direct path. They can burst out of the soil on almost any rain-saturated hill when rainfall is heavy enough. Often they occur without warning in localities where they have never been seen before.
Sketch of a typical debris avalanche scar and track. Although this figure shows the "zone of deposition" as quite near the source, debris avalanches can travel thousands of feet or, in exceptional cases, miles from the point of origin. Original drawing by Janet K. Smith.
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The ashy slopes left denuded by wildfires in California are especially susceptible to "mudslides" during and immediately after major rainstorms. Those who live down slope of a wildfire area should be aware of this potential for slope failure that is present until new vegetation rebinds the soil.
Debris avalanches and debris flows (both popularly called "mudslides") are shallow landslides, saturated with water, that travel rapidly down slope as muddy slurries. The flowing mud carries rocks, bushes, and other debris as it pours down the slopes.
A debris avalanche is a fast-moving debris flow that travels faster than about 10 mph or approximately 25 yards in about 5 seconds. Speeds in excess of 20 mph are not uncommon, and speeds in excess of 100 mph, although rare, do occur locally. Debris avalanches pose hazards that are often overlooked. Houses in the path of debris avalanches can be severely damaged or demolished. Persons in these structures can be severely injured or killed.
Most rainstorms are of such low intensity that they do not trigger debris avalanches. Some intense storms may trigger only a few debris avalanches. However, when the ground is already saturated from previous rain, even relatively short high-intensity rainstorms may trigger debris avalanches. The most common cause of debris avalanches and debris flows is the combination of heavy rainfall, steep slopes, and loose soil. Most fairly steep slopes have enough soil and loose rock for potential landslides. Although "stable" when dry, such slopes can produce local debris flows, often without warning.
Normally the source of the excess water is intense rainfall, although broken water pipes or misdirected runoff concentrated by roads, roofs, or large paved areas may trigger, or help to trigger, debris avalanches and debris flows. In California, most debris flows occur during wet winters.
Debris avalanches occur all over the world. They are particularly common in mountainous areas underlain by rocks that produce sandy soils. Debris avalanches have been noted in southern California during at least nine rainy seasons since 1915. Debris flows are known to start on slopes as low as 15 degrees, but the more dangerous, faster moving flows (debris avalanches) are more likely to develop on steeper slopes. About two-thirds of all debris avalanches start in hollows or troughs at the heads of small drainage courses. Typically, a debris avalanche bursts out of a hillside and flows quickly down slope, inundating anything in its path. Because the path of a debris flow is controlled by the local topography just like flowing water, debris avalanches and debris flows generally follow stream courses.
Slopes burned by range and forest fires are especially susceptible to debris avalanches and debris flows because of the absence of vegetation and roots to bind the soil. The areas directly down slope are especially subject to damage from debris flows.
by Alan Barrows and Ted Smith, Calif. Dept of Conservation
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Slump
Slumps are fairly small when compared to rock slides. Slumps form where the base of a slope is removed by natural processes (stream or wave erosion) or by human efforts (road or building construction). Removal of the lower part of a slope effectively removes physical support for the upper part of a slope, causing the formation of a new fracture in the sediment/rock comprising the slope. Soon thereafter, the slope will begin sliding downward, often rotating along the curved surface of rupture.
Location
Landslides are a common hazard in California. Weathering and the decomposition of geologic materials produces conditions conducive to landslides and human activity further exacerbates many landslide problems. Many landslides are difficult to mitigate, particularly in areas of large historic movement with weak underlying geologic materials. As communities continue to modify the terrain and influence natural processes, it is important to be aware of the physical properties of the underlying soils as they, along with climate, create landslide hazards. Even with proper planning, landslides will continue to threaten the safety of people, property, and infrastructure, but without proper planning, landslide hazards will be even more common and more destructive.
The increasing scarcity of build-able land, particularly in urban areas, increases the tendency to build on geologically marginal land. Additionally, hillside housing developments in Southern California are prized for the view lots that they provide.
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Rock falls occur when blocks of material come loose on steep slopes. Weathering, erosion, or excavations, such as those along highways, can cause falls where the road has been cut through bedrock. They are fast moving with the materials free falling or bouncing down the slope. In falls, material is detached from a steep slope or cliff. The volume of material involved is generally small, but large boulders or blocks of rock can cause significant damage.
Earth flows are plastic or liquid movements in which land mass (e.g. soil and rock) breaks up and flows during movement. Earthquakes often trigger flows. Debris flows normally occur when a landslide moves downslope as a semi-fluid mass scouring, or partially scouring soils from the slope along its path. Flows are typically rapidly moving and also tend to increase in volume as they scour out the channel. Flows often occur during heavy rainfall, can occur on gentle slopes, and can move rapidly for large distances.
Landslide Conditions
Landslides are often triggered by periods of heavy rainfall. Earthquakes, subterranean water flow and excavations may also trigger landslides. Certain geologic formations are more susceptible to landslides than others. Human activities, including locating development near steep slopes, can increase susceptibility to landslide events. Landslides on steep slopes are more dangerous because movements can be rapid.
Although landslides are a natural geologic process, the incidence of landslides and their impacts on people can be exacerbated by human activities. Grading for road construction and development can increase slope steepness. Grading and construction can decrease the stability of a hill slope by adding weight to the top of the slope, removing support at the base of the slope, and increasing water content. Other human activities effecting landslides include: excavation, drainage and groundwater alterations, and changes in vegetation.
Wild land fires in hills covered with chaparral are often a precursor to debris flows in burned out canyons. The extreme heat of a wildfire can create a soil condition in which the earth becomes impervious to water by creating a waxy-like layer just below the ground surface. Since the water cannot be absorbed into the soil, it rapidly accumulates on slopes, often gathering loose particles of soil in to a sheet of mud and debris. Debris flows can often originate miles away from unsuspecting persons, and approach them at a high rate of speed with little warning.
Natural Conditions
Natural processes can cause landslides or re-activate historical landslide sites. The removal or undercutting of shoreline-supporting material along bodies of water by currents and waves produces countless small slides each year. Seismic tremors can trigger landslides on slopes historically known to have landslide movement. Earthquakes can also cause additional failure (lateral spreading) that can occur on gentle slopes above steep streams and riverbanks.
Particularly Hazardous Landslide Areas
Locations at risk from landslides or debris flows include areas with one or more of the following conditions:
• On or close to steep hills; • Steep road-cuts or excavations;
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• Existing landslides or places of known historic landslides (such sites often have tilted power lines, trees tilted in various directions, cracks in the ground, and irregular-surfaced ground); • Steep areas where surface runoff is channeled, such as below culverts, V -shaped valleys, canyon bottoms, and steep stream channels; and • Fan-shaped areas of sediment and boulder accumulation at the outlets of canyons. • Canyon areas below hillside and mountains that have recently (within 1-6 years) been subjected to a wild land fire.
Walnut and Surround Area
The USGS classifies and maps the susceptibility of areas to landslide using the following scale:
1 2 3 4
Least Marginally Generally Most
AREA 1 – Least Susceptible Area. Landslides and features related to slope instability are very rare to non-existent within this area. Included within this area are topographically low-lying valley bottoms and alleviated floodplains. Part of the area may be underlain by material that lacks the strength to support steep slopes (such as unconsolidated alluvium) but occupies a relatively stable position due to the flatness of the slope (lacks potential energy). Also included are broad, relatively level areas along the tops of ridges underlain by resistant rock, that is either exposed at the surface or covered only by shallow soil or colluviums. Land within area 1 will probably remain relatively stable unless the topography is altered radically.
AREA 2 – Marginally Susceptible Area. This area includes gentle to moderate slopes underlain by relatively competent material or colluviums that is considered unlikely to remobilize under natural conditions. Also includes ridge tops and spur crests that are underlain by relatively competent material but flanked by steep, potentially unstable slopes. The stability of slopes within area 2 may change radically in response to future natural or artificial alteration of the adjacent terrain.
AREA 3 – Generally Susceptible Area. Slopes within this area are at or near their stability limits due to a combination of weaker materials and steeper slopes. Although most slopes within area 3 do not currently contain landslide deposits, the materials that underlie them can be expected to fail, locally, when modified by natural processes or the activities of man because they are close to their stability limits. Most landslides now present in area 3 are interpreted to be in relatively more stable positions than those classified within area 4.
AREA 4 – Most Susceptible Area. This area is characterized by steep slopes and includes most landslides in upslope area, whether apparently active at present or not, and slopes upon which there is substantial evidence of downslope creep of surface materials. Land within area 4 should be considered naturally unstable, subject to failure even in the absence of the activities of man.
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Area from central City of Walnut to the west
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Area from central City of Walnut East and South
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Area surrounding Mt. San Antonio Community College
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Probability
Landslide risk is high in the coastal regions of California, which is home to much of the state’s population, industry, and infrastructure. Particularly hazardous terrain lies where weak rock layers are inclined in the same direction as the mountain slope, which is found in many areas of California. The Franciscan Formation, which makes up much of the Northern California Coast Ranges, contains weak rock and that is both easily eroded and landslide prone. Because past decades of development have been continuing to spread into mountainous terrain where hazard exposure is high, most reported landslide losses occur in these regions, as illustrated in the cumulative landslide occurrences resulting from the 1995 El Nino winter storms.
Debris flows can cause damage to structures and endanger lives in hillside areas, and can also run out beyond the mountains. Alluvial fans are geologic features built by successive runoff spreading out on the broad fan‐like surface as debris‐laden floods or debris flows. As residential and business land use has expanded onto these mountain‐front alluvial fan areas, more lives and property is at risk from debris laden floods and debris flows.
Geologic Considerations
Southern California's geologic setting and geologic history are as dynamic as the more than 20 million people that inhabit its landscape. The region has been shaped by restless earth forces that not only have created the mountains, valleys, deserts, and coastal lowlands we call home, but have created diverse geologic materials and geologic structures that form the landscape's foundation. These geologic elements include endless varieties of rocks, geologic structures (faults and folds), and surficial geologic materials.
Geologic Setting of the Transverse Ranges Province
The Transverse Ranges Province of southern California is so-named because the mountains, valleys, and geologic structures within this province lie east-west or "transverse to" the prevailingly northwest- trending grain characteristic of southern California. For example, northwest-trending faults of the Peninsular Ranges Province lend a northwest-oriented topographic and structural grain to that province. Likewise, the Coast Ranges and Sierra Nevada Provinces of southern and central California also are prevailingly northwest-trending. The Transverse Ranges lie athwart this northwest grain.
Although referred to collectively as the Transverse Ranges, the province consists of several discrete mountain ranges and intervening valleys, including:
• The Santa Ynez and Topatopa Mountains • Oak Ridge and the Santa Susanna Mountains • Santa Clara and Simi Valleys • Santa Monica Mountains • San Gabriel Mountains • San Bernardino Mountains • Little San Bernardino Mountains • Pinto Mountains • Eagle and Cottonwood Mountains
Geologists group these discrete landforms within the Western, Central, and Eastern Transverse Ranges.
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Earthquakes & Landslides
Although less frequent, the most devastating landslides worldwide have been triggered by earthquakes. Strong ground shaking can add the additional forces necessary to weaken and cause slopes that are already distressed by gravity to fail. The greatest landslide disaster in history occurred in 1920 in central China, where a Magnitude 8.5 earthquake caused weak, wind‐deposit slopes to collapse into a densely populated valley, killing an estimated 180,000 people.
Besides additional forces, earthquake shaking can rapidly weaken loose water‐saturated sediments via liquefaction, which can greatly increase ground deformation and sliding, even on gentle slopes. This happened during the 1971 San Fernando Earthquake, when the soil beneath a juvenile detention facility and an earth‐fill dam partially liquefied and shifted, causing partial collapse of both facilities. Those events resulted in over a half‐billion dollars in damage and the temporary evacuation of 80,000 people below the dam.
Besides blocking the flow of streams and causing the potential for catastrophic flooding by sudden release of impounded waters, landslides can collapse into water bodies causing very large, destructive splash waves. In 1958, a Magnitude 8 earthquake collapsed a hillside into Lituya Bay, Alaska, which caused a water splash wave that reached 1,720 feet up the mountain slope, stripping all vegetation. A massive landslide into the Vaoint Reservoir in Italy in 1963 caused a tremendous water splash wave that swept 800 feet over the top of the dam, causing a major flood that killed an estimated 2,600 people below. Grading during construction of reservoirs and alteration of the groundwater regime due to the impounded water can weaken the adjacent hillsides, which must be taken into consideration during design and construction.
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Landslide damage from the Northridge earthquake was only moderate because the area of greatest landslide activity is not yet heavily developed. However landslides did, as described below, block roads; damage and destroy homes; locally disrupt water mains, sewers, and power lines; and damage oil- and gas-production facilities.
Landslides impeded traffic flow that was diverted onto secondary highways as a result of the collapsed interchange at I-5 and California State Highway 14. Rock falls and rock slides closed many of the alternate routes across the San Gabriel Mountains from the Lancaster/Palmdale and Santa Clarita Valley areas (plate 1) to Los Angeles, and it was several days before some of these routes were cleared of rock debris and made available to commuters.
Dozens of homes in the central and eastern Santa Monica Mountains were moderately or severely damaged by reactivation of deep block slides. Although the landslide features are subtle and the damage patterns complex, making it difficult to distinguish shaking damage from ground-failure damage in this area, many clusters of damaged homes clearly relate to reactivation of old, deep block slides. Fill failures in some areas also damaged hundreds of homes and other buildings.
Climate Change and Landslides
Climate change may result in precipitation extremes (i.e., wetter wet periods and drier dry periods). While total average annual rainfall may decrease only slightly, rainfall is predicted to occur in fewer, more intense precipitation events. The combination of a generally drier climate in the future, which will increase the chance of drought and wildfires, and the occasional extreme downpour is likely to cause more mudslides and landslides (CNRA, 2009; California Climate Change Center, 2009).
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Vulnerability
Overview
If enough rain falls, some slides could contain enough debris to cover a football field with about 60 feet of mud and rock, and could reach far into communities along the San Gabriel Mountains. There is an 80% likelihood of flows. Under certain conditions, some flows could contain up to 100,000 cubic yards of debris -- enough to cover a football field with mud and rock about 60 feet deep.
Under the worst-case scenario, in which there would be 12 hours of gentle, sustained rain, the report said thick flows of soil, rocks and vegetation could stream downhill into neighborhoods Wild fires burned 250 square miles in August and September, leaving hillsides barren. There is little vegetation left to prevent water, sediment, rocks and branches from rushing down toward thousands of homes when it rains.
Federal geologists use computer models to estimate the likelihood of debris flows in 678 drainage basins in the burned area, as well as how voluminous the material might be and where it might go. They based their projections on the steepness of the slopes, the extent and severity of the fire, soil characteristics and possible rainfall. The assessment posed two scenarios -- a three-hour, high- intensity thunderstorm, and a 12-hour, gentle rainstorm -- and found high probabilities that each would cause large debris flows in neighborhoods that front the San Gabriels. If drainage basins in the mountains fill up, debris could stream into neighborhoods.
Triggered by rainfall, debris flows can travel faster than a grown person can run. The rushing water, soil and rocks can destroy bridges, roads and buildings, and seriously injure or kill people in the way.
Structures
The two main types of structures that are vulnerable to landslides are buildings and “lifelines” (such as utility and transportation lines). Table 6.B lists notable landslides and debris flows in California.
Buildings
Landslides directly damage engineered structures in two general ways: 1) disruption of structural foundations caused by differential movement and deformation of the ground upon which the structure sits, and 2) physical impact of debris moving down‐slope against structures located in the travel path. As a landslide breaks away from a slope and moves, it deforms the ground into an undulating, hummocky surface broken up by fissures and scarps.
When situated on top of a landslide, the deformation distresses structural foundations and the structures themselves by settlement, cracking, and tilting. This can occur slowly, over years, or rapidly within days/hours. A water‐saturated, fast‐moving debris flow (called “mudslides” by the media) can destroy all in its path, collapsing walls and shifting structures off their foundations. The 2005 La Conchita Landslide in Ventura County traveled with such force that it destroyed 30 homes, scraping many off their foundations and piling them, one on top of another, three high.
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Structures backed up to the steep slopes of the mountains from Foothill Blvd north are at the greatest risk. Roads in steep terrain or with high side banks can act as chutes from debris and mud coming downhill and landing on their surfaces. The majority of structures at risk in Walnut are privately owned.
Utilities and Transportation
In addition to buildings, utilities and transportation structures are vulnerable to the impact and ground deformation caused by slope failures. They present a particular vulnerability because of their geographic extent and susceptibility to physical distress. Lifelines are generally linear structures that, because of their geographic extent, have a greater chance of being affected by ground failure (hazard exposure).
Extension, bending, and compression caused by ground deformation can break lifelines. Failure of any component along the lifeline can result in failure to deliver service over a large region. Once broken, transmission of the commodity through the lifeline ceases, which can have catastrophic repercussions down the line: loss of power to critical facilities such as hospitals, impaired disposal of sewage, contamination of water supplies, disruption of all forms of transportation, release of flammable fuels, and so on. Therefore, the overall impact of lifeline failures, including secondary failure of systems that depend on lifelines, can be much greater than the impact of individual building failures.
Repetitive Loss
There is no formula to for determining repetitive losses in the City of Walnut due to landslides.
Potential Loss Estimates
A catastrophic loss would be very costly to residents whose homes are in the high-risk landslide areas.
Estimated Loss is 20 homes for a total of $17.6million; infrastructure loss $8.3million.
Development Trends
Geological Discussion
The frequent storms that occurred in February 1998 saturated soils and triggered numerous debris flows and landslides, resulting in severe damage throughout river valleys and coastal areas. Eroding cliffs jeopardized homes, and debris flows forced many residents to evacuate their homes. Such headline grabbing events focused attention on the geologic problems produced by the wet season. It should be noted, however, that deep-seated landslide movements could continue after the heavy rains have stopped.
Soil and rock that comprises hill slopes will eventually move downhill. Some of this material will move grain-by-grain thorough erosion and soil creep, and some will move as larger slabs or liquefied masses, commonly called landslides and mudslides. Geologists generally classify landslides on their shape, rate (speed) of movement, type of motion, and material properties. In most classification schemes, there are three distinct types of movement: flow (e.g. debris flows and mudflows); sliding along a discrete plane or failure (e.g. debris slide); and falling (e.g. rock falls and avalanches).
Landslides can be small, involving only a few cubic yards of material, or large, involving more than a square mile of land. Some landslides are shallow, only a few feet deep, while others can be hundreds
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While most hill slopes are marginally stable under dry conditions, the addition of water from rainfall, snowmelt, or human activities (e.g. watering lawns) can radically alter the character of the soil and weathered rock and lessen the stability of slopes. Generally, all other conditions being equal, if groundwater is at or near the ground surface, there is a great probability that a landslide or debris flow will occur.
Another major factor that may trigger landslides is sudden changes in the shape of the slope. Slope changes that may trigger landslides include, but are not limited to, man-made cuts and fills, undermining of slopes by stream erosion or formation of gullies, or undermining and overloading of slopes due to landslide movement on adjacent land. In fact, landslide movement in one part of a hill slope can radically affect the stability of adjacent slopes. Events at Rio Nido in Sonoma County illustrate how complex the changes in stability can be. In simplified terms, the Rio Nido landslide began when a block of soil and rock, high on a ridge, rotated down and out on the slope. This movement pushed a bulge of material onto the existing steep slope at the toe of the landslide. Fissures opened at both the top of the rotational block and within the toe of the landslide. The rotational movement of the landslide also undermines up-slope areas (decreasing stability), changing the groundwater flow patterns (increasing stability in parts of the slide while decreasing stability in other). Because the toe of the landslide was no longer supported by the surrounding slope (the slope became overly steep), the saturated outside edge failed by toppling and breaking apart. This loose material then mobilized as debris flow down a stream channel, picking up additional debris, including sediment and trees, as it flowed toward the houses on the canyon flow below. Immediate concerns were that the landslide mass would continue to move high on the slope, and as it did, the entire mass would break apart and fail as a massive debris flow that would inundate a much larger down slope area. Currently, the rotational component of the Rio Nido landslide has not shifted since monitoring equipment was installed two weeks after the failure began.
Hillsides may also be more vulnerable to debris flows following wildfires. Removal of vegetation generally makes hillsides more susceptible to erosion and landslides. After a forest fire there is reduction in the amount of vegetation on the hillsides to hold the soil in place. Also, the roots decay over a period of years following the fire. This results in an increased landslide hazard for 3 to 5 years following a large fire. In 1997, Southern California had 27 wildfires greater than 300 acres. At least 22 of those sites had some erosion damage in 1987, and it came in the form of debris flows and minor flooding.
There is evidence to suggest that most landslides and debris flows occur where they have happened in the past. For example, the Rio Nido landslide is next to an existing landslide deposit identified on a CA Division of Mines and Geology (DMG) map.
Though landslides are fairly common in California’s hillside areas, there is considerable pressure to construct new homes at these locations. Some communities require site-specific investigations prior to permitting development. Engineers attempt to stabilize slopes by providing drainage, flattening slopes, and filing-in valleys. Sometimes, these modified slopes and fills require maintenance and while many of these modified slopes could last decades, some failures occur.
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Development Standards
Development standards shall include geologic failure and landslide prevention measures.
• Retain land use regulations, which mandate the review, evaluation and restriction of development that may be subject to undue risk in geologically hazardous areas.
• Encourage conditions for minimization of structural hazards within the community consistent with the degree of risk the community is willing to accept.
• Any additional regulations to be included in subdivision, grading, zoning or other ordinances, should include requirements specifically relating to geologic hazards where appropriate.
• In the development of public or private projects, the potential of significant geologic, soils and hydrologic problems should be resolved at the earliest stage of project approval rather than after a project has become fully committed.
• The City of Walnut should continue to adopt all new provisions in the International Conference of Building Officials ‘Uniform Building Code; that relate to safety in Walnut.
• Maintain in a current status the City of Walnut’s emergency operations plan for mobilizing and employing public and private resources to meet essential needs in extraordinary emergencies.
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Hazardous Materials Disaster Hazardous Materials Disasters were rated as a MODERATE PRIORITY HAZARD in the City of Walnut and Mt. San Antonio CCD.
Hazardous Material Incident
Hazardous Materials are any substance or combination of substances which because of quantity, concentration, or characteristics may cause or significantly contribute to an increase in death or serious injury, or pose substantial hazards to humans and/or the environment. The production and use of these hazardous materials is a part of our society over which local governments have little control.
Releases of explosive, caustic and flammable materials have caused injuries and deaths and necessitated large-scale evacuations. Toxic chemicals in gaseous and liquid form have caused injuries among emergency response personnel as well as passerby. When toxic materials have entered either surface, ground or reservoir water supplies, serious health effects have resulted. Releases of hazardous chemicals can be especially damaging when they occur in highly populated areas or along transportation routes used simultaneously by commuters and hazardous materials haulers.
A hazardous chemical release in the City of Walnut would most likely involve either transportation of chemicals by railroad or truck, use of chemicals at a business, or illegal dumping of chemical waste.
Transportation Accidents
Chemicals are often transported next to Walnut on two rail lines, and on two surface street truck routes. Valley Boulevard traverses east-west through the southern part of town. Nogales Street traverses north-south along the western border of the city.
Business User Accidents
There are three businesses that have large amounts of hazardous materials. Two are located just outside the east city limits in Pomona and one adjacent to the city’s southern border. They would affect residents or businesses in the area based on the types of materials.
1. Timet Castings Co. uses a large amount of chlorine and acid. Both tanks are fully contained and are in separate areas of the plant. 2. Teledyne Cast Products uses a large amount of chemical “binders” to bind sand into forms. These do not pose a risk to surrounding areas other then smell. 3. Bulk transportation uses tanker trucks to deliver a variety of liquid hazardous materials.
The City is also home to a number of smaller chemical users such as school laboratories and stores with supplies of pool chemicals as well as gas stations.
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Clandestine Dumping
Clandestine dumping is the criminal act of disposing of toxic materials and hazardous waste on public or private property. As the costs and restrictions increase for legitimate hazardous waste disposal sites, it can be anticipated that illegal dumping of hazardous materials will increase proportionately.
Locations of California Hazardous Material Spills Between October 9-17, 2002 Waterway Substation Oil Field 5% 3% 4%
Road/Hwy Industrial Plant 20% 4% Shipping 13%
Airport Refinery 8% 10%
Other Residence 16% Business 13% 4%
Regulatory Programs
Hazard analysis and risk assessments are performed by businesses at individual facilities. They are also conducted by specific industries or organizations for processes common to all operators in that industry. Transporters of hazardous materials also conduct these activities, whether the materials are moved by road, rail, water, air, or pipeline.
There are a number of legally mandated programs requiring businesses to conduct hazard analysis and risk assessment. Some of the existing requirements include California Accidental Release Prevention Program (Ca1ARP) required pursuant to H&SC 25531, et seq. implements the federal Accidental Release Prevention program with additional California-specific requirements. This program requires any business with more than a threshold quantity of a regulated substance in a process, unless exempted, to implement an accidental release prevention program. There are three
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City of Walnut/Mt San Antonio Community College District (Version 2.0) Hazard Mitigation Plan levels for the program with businesses subject to levels two and three required to conduct a hazard assessment. Businesses may be required to prepare and implement a Risk Management Plan (RMP). A map of facilities that have prepared a Risk Management Plan or Ca1ARP Document follows this section of the Emergency Plan. This map was developed through the Environmental Protection Agency (EPA) for facilities that submitted RMP documents to EPA by June 21, 1999. A map is provided in attachment 10, along with a list of Certified Unified Program Agency (CUPA) & Participating Agencys (PA's) in LEPC Region 1.
Air Toxics "Hot Spots" Information and Assessment Act required pursuant to H&SC 44300, et seq. requires emitters of hazardous air contaminants to conduct health risk assessments to evaluate those emissions. This program is designed to identify, assess, and control ambient levels of hazardous air pollutants. It seeks to collect and evaluate information concerning the amounts, exposures, and short- and long-term health effects of hazardous substances released into the atmosphere.
California Refinery and Chemical Plant Worker Safety Act required pursuant to California Labor Code § 7850 et. seq. Evaluates chemical process safety when dealing with the risks associated with handling or working near hazardous chemicals. It is intended to prevent or minimize the consequences of catastrophic releases of acutely hazardous, flammable, or explosive chemicals. The law requires the employer to conduct a hazard analysis for identifying, evaluating, and controlling hazards involved in a process. While focused on employee protection, a successful program will have the effect of also protecting the surrounding community.
Worker Health and Safety Regulations [federal (29 CFR 1910.120) and state (8 CCR 5192)] require employers to identify, evaluate, and control hazards employees may encounter during hazardous waste operations and emergency response.
Vulnerability
Hazardous Materials Transportation
Federal emergency planning requirements include the formation of local emergency planning committees (LEPCs). The LEPC is required to evaluate facilities using threshold quantities of extremely hazardous substances (EHS), and determine which facilities are at risk of a release or subject to additional risk due to their proximity to another facility using EHS. The LEPC is also required to identify hazardous materials transportation routes. This requirement has led Region I LEPC to develop a specific transportation element to its plan. The following represents the Region I transportation element:
Transportation of hazardous materials by air, land, or water poses a significant need to plan and coordinate emergency resources necessary to respond to hazardous materials spills and releases. These types of incidents could affect several million Californians and are potentially hazardous to both the local community, and those traveling near the incident site. First, we will discuss the different modes of transportation and the unique challenges presented for planners and emergency responders. Next will follow a discussion of the effects of a hazardous materials incident occurring in a highway scenario.
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Air
The southern California region has several major air transportation facilities. In some instances, there may be hazardous materials incidents involving air cargo either on the aircraft or on the ground. Initial response to these incident would be provided by airport emergency response personnel. The need may arise for additional resources to respond. Response efforts must be coordinated to ensure all personnel are made aware of the material involved and of the potential hazards. In the event of a crash of an aircraft, the major hazardous materials concerns will be fuel from the aircraft, hydraulic fluid, and oxygen systems. The threat posed by onboard hazardous cargo will be minimal. Regulations on hazardous materials shipments by air are found in 49 CFR section 175.
Water
Two major ports serve the southern California region. These are the Port of Los Angeles and the Port of Long Beach. The prime concern for these two major ports would be releases of petroleum products from both oil tankers and other large ocean going vessels. Not only is there a significant potential from fire and explosion, the environmental effects could be catastrophic. Additionally many other types of hazardous materials may be shipped by bulk or containerized cargo. Planners must recognize potential risks associated with vessels and port facilities in their hazard assessment. Response to water related incidents is coordinated through the Coast Guard and the California Department of Fish and Game. Regulations governing transportation of hazardous materials by vessel are found in 49 CFR section 176.
Ground
Ground transportation provides the largest movement of hazardous materials and will generate the majority of incidents which will be confronted by local emergency response personnel. The three modes of ground transportation are rail, highway, and pipeline.
Rail is unique in both the quantity and types of hazardous materials which can be involved in one incident. Collisions, derailments, and mechanical failure, as well as loading and unloading, can all result in very serious hazardous materials incidents. A critical consideration for planners is a careful evaluation of the rail traffic in their jurisdiction. Rail companies as well as product manufacturers have emergency response teams available to assist local emergency responders. The United States Department of Transportation governs the transportation of hazardous materials by rail. The regulations are found in 49 CFR section 174. Additional oversight is provided in California by the Public Utilities Commission
Highway related hazardous materials incidents account for the vast majority of situations faced by local responders. Highway incidents range from minor releases of diesel fuel, to multiple vehicle accidents involving large quantities of multiple types of hazardous materials. A concern for planners is the fact that these incidents can occur anyplace throughout the region. Multiple agency coordination is essential for successful control and mitigation of these incidents. Section 2454 of the California Vehicle Code mandates authority for incident command at the scene of an on highway hazardous substance incident in the appropriate law enforcement agency having primary traffic investigative authority on the highway where the incident occurs. Local agencies. The local governing body of the city may assign the authority to the local fire protection agency.
Pipeline incidents will typically involve compressed natural gas, or petroleum products. An important aspect for planners to consider is that pipelines are frequently out of sight and out of mind. Southern California region is honeycombed with underground pipelines ranging from a few inches to several feet
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Potential Effects of a Hazardous Materials Incident
As previously mentioned, highway accidents and incidents will constitute the majority of emergency response situations. There are two distinct facets which must be addressed in a local emergency action plan. Planners must consider the local community with fixed facilities and those individuals in transit. The following is illustrative of typical concerns which planners will encounter in addressing hazardous material occurrences.
Residential and Business Community
Chemical spills on streets and highways can impact the public in one or more of the following ways:
• Shelter-in-place • Evacuations • Restriction or detour of local traffic • Damage to homes and businesses • Injury, illness or death
Because of these potentially dangerous situations, it is necessary for emergency responders to be familiar with requirements for hazmat spill notification and to obtain and direct the resources necessary to protect public health and the environment. The following requirements address immediate spill notification:
California Health and Safety Code Section 25507 2. California Vehicle Code2453 3. California Government Code 8574.17 4. 42 U.S.C. 9602
In addition, provisions for response recovery are provided if the National Response Center is contacted (refer 40 CFR Part 310). All agencies within LEPC Region I are encouraged to report all spills and releases to the Office of Emergency Services and National Response Center when there is any significant or potential threat to the public. Additionally, public information through the news media to the public is a priority of California OES and Region I Local Emergency Planning Committee.
Commuter/Delivery Traffic
In addition to the surrounding locale, travelers going through or near transportation incidents may be impacted in several ways:
• Exposure to harmful or flammable chemicals resulting in injury or illness • Delayed travel • Accidents • Vehicle damage due to chemical contact
Agencies with on highway responsibility in LEPC Region I should become familiar with shipping corridors and traffic patterns. The California Highway Patrol has designated Maps 12 through 13A (13 CCR Section 1152.2-3.1) as required hazardous materials inspection stop locations and areas for Safe Stopping Places.
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Hazardous material transporters are also required to report incidents involving hazardous materials or wastes pursuant to the following regulations,
• Title 13 California Code of Regulations, Section 1166 2. Title 49 Code of Federal Regulations, Part 17
Region I Transportation Needs
Research has indicated that the majority of hazardous materials incidents occur in the transportation arena. This fact strongly suggests that the region make the following recommendations for further transportation planning assessment:
• Identify various surface transporters within the region • Determine level of training as it relates to transportation routes and notification requirements • Evaluate emergency response resources for both public and private hazardous materials response teams • Prioritize response resources in areas unable to respond to proportionally higher number of incidents. • Develop standard guidelines for evacuation of populations impacted by transportation related incidents. • Evaluate the need to perform Transportation Risk Assessment for selected high priority areas.
Emergency planning principles and practices indicate that emergency plans include all the hazards existing within a jurisdiction. California OES has developed the Emergency Planning Guidance for Local Government to assist local government in conducting emergency planning. Information on hazard analysis is also included in this guidance document.
City of Walnut Active Hazardous Materials Handlers List
Facility Name Site Address A-1 Auto Quality 19717 E Valley Blvd. #B ABC Auto Center 19729 E Valley Blvd. ACE Auto Care 20225 E Valley Blvd. #F Action Envelope 803 Tucker Ln Albertson’s #6588 18703 E Amar Rd Aqua Backflow & Chlorination Inc 328 S Lemon St ARCO #5610 1010 Fairway Dr ARCO #82317 AMPM 780 Brea Canyon Rd AT&T Wireless – Mt. San Antonio College 1100 N Grand Ave #B Auto Budget 788 Francesca Dr # A-2 Auto Care 101 750 N Nogales St # E Biometrics 270 Paseo Sonrisa Bocchi Laboratories 20465 E Walnut Dr Bulk Transportation 415 Lemon Ave C&J Auto Shop 19811 Valley Blvd Cal – Trans (Diamond Bar Mait. Sta.) 21420 Golden Springs Rd Caliber Collision Centers 20601 E Valley Blvd California Coach 22064 Valley Blvd CEMEX Construction Materials L P 20903 Currier Rd Change Ad Letter Company Inc. 20954 Currier Rd CHEVRON #20209 1203 N Grand Ave
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Facility Name Site Address CHEVRON #91175 (Brea Canyon) 21095 Golden Springs Dr Color Marble Inc 20530 Earlgate St Contemporary Products 406 S Lemon Ave #6 County Chemical Corp 3960 Valley Blvd. #U Crush Master Grinding Corp 755 S Penarth Ave Daves Little Car Shop 3920 Valley Blvd. #E Diamond Bar Shell 21103 Golden Springs Dr Discount Tire Centers #145 20225 E Valley Blvd. #A&B Dong – Yang Auto Body 250 Paseo Tesoro Dow Corning 20832 Currier Rd DV SmogPros 19817 E Valley Blvd Dynamic Transmission 20241 E Valley Blvd. #G EDRO Engineering Inc 20500 Carrey Rd ENCLOS Corp 20501 Earlgate St European Auto Service 319 S Lemon Creek Dr #H Eurotech Motorsports 19917 E Valley Blvd. # C Fair Oaks Automotive Service 19917 E Valley Blvd. #B Falcon Abrasive MFG Inc 255 Paseo Tesoro Firestone Tire & Service Center 860 Nogales St Frederick Pump Co. 205 Lemon Creek Dr Ganesh Fair Oaks Automotive 19917 E Valley Blvd #A GE Appliances/Dart Log SVC C 20005 E Business Pkwy Golden State Foods 20405 E Walnut Dr S HAT Automotive 750 N Nogales St # C Honda Star 319 Lemon Creek Dr. # F Identigraphix Inc. 19866 Quiroz Ct Japan Auto Body 319 S Lemon Creek Dr # I&J Johnson Controls – Walnut Station 21695 Valley Blvd. # 2 JPack International Inc. 260 Paseo Tesoro St. Kelly Paper Company 288 Brea Canyon Rd Kragen Auto Parts #1513 18724 Amar Rd L A Royal Vista Golf Course 20055 E Colma Rd LA CO FD Station #061 20011 La Puente Rd LA CO FD Station #119 20480 Pathfinder Rd LA CO Sheriff Dept (Walnut) 21695 E Valley Blvd #1 Lee’ s Dixon V W 921 Fairway Dr
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Biological Disasters including Pandemic Biological/Health Emergencies were rated as a MODERATE RISK HAZARD in the City of Walnut and Mt. San Antonio CCD.
Profile
Los Angeles County has experienced numerous disasters, varying in type and severity. Disasters often result in the need for health and human services as part of the immediate and long-term recovery period. Some disasters are localized with service needs focused in a single location; other disasters, such as earthquakes and civil unrest, result in geographically widespread health and human services needs.
It is essential following a disaster to identify locations where large numbers of people are gathered in open areas. These areas will require evaluation in order to assess health and human service needs. The recovery period may be shortened if health, mental health, and housing problems can be addressed quickly.
This plan is primarily directed to Los Angeles County Departments that will provide the initial team members. Other key human service providers, public and private, will be added to the teams to meet the growing needs of disaster victims.
Mission statements of the following Departments all relate to health and human services; they are annotated below:
Department of Health Services:
“...To protect, maintain, and improve the health of the community.”
Community Health Services:
“... To provide population based public health services and public health clinics in order to assure healthy communities in Los Angeles County through the services of Public Health Nurses, Public Health Investigators, and others.”
Environmental Health Services:
“... To protect health, prevent disease, and promote health for all persons in Los Angeles County through the management of potentially harmful chemical, physical, or biological agents in the environment.”
Department of Mental Health:
The Department of Mental Health (DMH) will coordinate and provide mental health services to community disaster victims and disaster workers throughout the entire duration of the disaster and its recovery period. DMH will augment the Department of Health Services by providing disaster mental health services.
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Department of Public Social Services:
The Department of Pubic Social Services (DPSS) is responsible, in partnership with the American Red Cross, to ensure that residents receive appropriate emergency shelter. DPSS is the County’s liaison with Emergency Network Los Angeles/LA Voluntary Agencies Active in Disaster (ENLA/LAVOAD). In a disaster, DPSS will communicate community needs to this agency.
Department of Children and Family Services:
The Department of Children and Family Services (DCFS) is responsible for the safety and well-being of the children in its care, and the children otherwise known as “unaccompanied minors” who may be left unsupervised as a result of a disaster.
Department of Community and Senior Services:
The Department of Community and Senior Services (CSS) will manage and staff emergency shelters; contact high-risk IHSS clients; implement the Federal Repatriation Program; staff Disaster Services Centers using volunteers and contract agencies; provide public information through the Information and Referral network; and perform outreach and disaster assistance services through grants received from the California Departments of Aging and Social Services.
Disaster Assessment & Recovery Team (DART)
County human services departments have formed interdisciplinary Disaster Assessment and Recovery Teams (DARTs), which will activate following a disaster. Once activated, DARTs will go to parks, shelters, and other areas where large numbers of people are gathered. Activities will:
• Encourage people to move to established shelters or, if safe, return to their homes. • Identify health and human services needs that will assist large groups of people to recover from the event; • Maximize resource utilization. • Eliminate resource duplication; and • Respond immediately to meet health and human needs for larger groups of people.
Public Health Rapid Response Team (PHRRT)
The mission of the Public Health Rapid Response Teams (PHRRT) will be to conduct rapid, coordinated epidemiologic investigations or health needs assessments while providing technical assistance to DART members and response partners in the mitigation of public health emergencies. The PHRRT units will be trained and equipped to respond to CBRNE (Chemical, Biological, Radiological, Nuclear, and Explosive) events, natural and manmade disasters, and other large-scale infectious disease outbreaks. PHRRT members will be equipped to respond 24 hours a day / 7 days a week to a variety of emergency settings countywide including field investigation sites, impact zones, recovery shelters, field treatment centers, and/or medical facilities. Team functions will include:
• Rapid collection, analysis, and dissemination of epidemiologic data to provide decision makers with critical information in the midst of a public health emergency
• Post-disaster surveillance or monitoring, via active or passive mechanisms, of critical health- related data sources and zones of impact
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• Technical or operational assistance to emergency response personnel under the Incident Command Structure of the Standardized Emergency Management System including Disaster Assessment and Recovery Team personnel.
• Identification of at-risk populations for the effective deployment and delivery of public health resources (needs assessments, contact tracing, etc.)
• Provide critical public health information to those affected and interface with other local responders on the potential health risks of a disaster.
• Assist with the implementation and evaluation of disaster mitigation strategies that will set the stage for additional comprehensive public health interventions
• Evaluation and analysis of post-disaster impact, resource utilization, and community health through rapid needs assessments and impact surveys
Vulnerability
Disasters often result in the need for health and human services as part of the immediate and long-term recovery period. Some disasters are localized with service needs focused in a single location; other disasters, such as floods, wildfires, and severe storms result in geographically widespread health and human services needs.
It is essential following a disaster to identify locations where large numbers of people are gathered in open areas. These areas will require evaluation in order to assess health and human service needs. The recovery period may be shortened if health, mental health, and housing problems can be addressed quickly.
West Nile Virus
West Nile virus (WNV) is a mosquito-borne disease first found common in Africa , west Asia and the Middle East. West Nile virus was first detected in the United States in New York in 1999. Since then, WNV has spread throughout the United States, Canada and Mexico. California has seen a marked increase in WNV cases with the greatest rate of increase in 2011-2012. Los Angeles County has recorded a low incidence of WNV reports. So far in 2012, records show a reduced number of dead birds testing West Nile virus:
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Human Infection
People usually get WNV from the bite of an infected mosquito. There is also evidence that WNV can be acquired via a blood transfusion or organ transplant from an infected donor.
In September 2012, one case of WNV human infection was reported in Los Angeles County. The victim was reported as an adult male with a non-fatal outcome.
WNV affects the central nervous system. However, symptoms vary:
• Serious symptoms in a few people. Less than one percent of individuals (about 1 in 150 people) infected with WNV will develop severe illness. The severe symptoms can include high fever, headache, neck stiffness, stupor, disorientation, coma, tremors, convulsions, muscle weakness, vision loss, numbness and paralysis. These symptoms may last several weeks, and neurological effects may be permanent. WNV infection can be fatal.
• Milder symptoms in some people. Up to 20 percent of the people (about 1 in 5) who become infected will display symptoms which can include fever, headache, body aches, nausea, vomiting, and sometimes swollen lymph glands or a skin rash on the chest, stomach and back. Symptoms generally last for just a few days, although even previously healthy people have been sick for several weeks.
• No symptoms in most people. Approximately 80 percent of people (about 4 out of 5) who are infected with WNV will not show any symptoms. California has a long history of conducting surveillance for mosquito-borne viruses and has taken active steps to ensure early detection of WNV. Due to ongoing collaboration between over 70 local mosquito and vector control
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agencies and state public agencies, California is well prepared to detect, monitor, and respond to WNV. These agencies use a variety of scientific techniques and products to control mosquitoes in their earliest stages and play a key role in reducing the risk of WNV. Also California has launched a statewide public education effort about personal protection measures and reporting dead birds.
People over the age of 50 have a higher chance of getting sick and are more likely to develop serious symptoms when infected with WNV. Being outside, especially at dawn or at dusk, increases the risk of being bitten by an infected mosquito. Precautions to avoid mosquito bites should be taken if a lot of time is spent outside, either working or playing. Risk of transmission through medical procedures is very low. All donated blood is checked for WNV before being used. The risk of getting WNV through blood transfusions and organ transplants is very small, and should not prevent people who need surgery from having it.
The public is encouraged to assist in the efforts to detect and monitor WNV by calling the WNV hotline if they find a crow, raven, magpie, jay, sparrow, finch, or hawk that has been dead for about a day. Birds play an important role in maintaining and spreading this virus. Mosquitoes acquire the virus from infected birds, and then transmit the virus to people. Evidence of the virus in dead birds is often the first indication that WNV has been introduced into a new region.
Vector Control
A surveillance program adequate to monitor WNV activity levels associated with human risk must be in place. Detection of epizootic transmission of enzootic arboviruses typically precedes detection of human cases by several days to 2 weeks or longer. If adequate surveillance is in place, the lead time between detecting significant levels of epizootic transmission and occurrence of human cases can be increased, which will allow for more effective intervention practices. Early-season detection of enzootic or epizootic WNV activity appears to be correlated with increased risk of human cases later in the season. Control activity should be intensified in response to evidence of virus transmission, as deemed necessary by the local health departments.
Such programs should consist of public education emphasizing personal protection and residential source reduction; municipal larval control to prevent repopulation of the area with competent vectors; adult mosquito control to decrease the density of infected, adult mosquitoes in the area; and continued surveillance to monitor virus activity and efficacy of control measures.
Los Angeles County Mosquito and Vector Control
The Vector Control program is in place to:
• Decrease the potential for vector-borne virus transmission. Vector-borne viruses are in California and are monitored by the District. In 2004 West Nile Virus (WNV) arrived in Los Angeles County and is the highest priority for the District. WNV is only transmitted by mosquitoes (some cases of blood and maternal transfer have been documented). The only way to reduce the threat of WNV or other mosquito borne disease is by mosquito control. Research has shown that on average, each WNV human case costs approximately $60,000. In areas without comprehensive mosquito control humans have 10 times the risk to contract WNV. Further recent research has shown that risks from infection of WNV far exceed the risk of exposure to mosquito insecticides.
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• Reduce secondary infections and allergies from mosquito bites, which can be severely uncomfortable and may require medical attention.
• Decrease nuisance and aggravation from mosquitoes.
• Control mosquito populations that might reduce real estate values impacting the local economy.
• Conduct surveillance of mosquito populations and existing or potential vector borne viruses.
• Monitor and when possible reduce the nuisance and disease potential of other vectors.
Severe Acute Respiratory Syndrome (SARS)
Los Angeles County and the City of Walnut are part of a major transportation corridor between Canada and Mexico, and as such diseases anywhere in the world constitute a potential threat.
The worldwide outbreak of SARS that occurred between November 2002 and July 2003 most likely originated in China and then spread through travel. During this outbreak 22 potential SARS cases were investigated in Los Angeles. Seven were considered probable SARS but none of these cases had a specimen that was positive for SARS-CoV infection. The investigation and monitoring required for 22 potential cases was considerable.
It is possible that SARS may re-emerge; therefore, it is important that Los Angeles County be prepared to immediately identify cases and contain the disease.
The California Health and Safety Code (H&S), the California Code of Regulations (CCR) and the Los Angeles County Code (grant the Los Angeles County Health Officer authority to collect records and data with respect to communicable disease, initiate disease control measures, control property and manage persons (including isolation and quarantine).
Mad Cow Disease (Creutzfeldt-Jakob disease (vCJD))
New variant CJD (vCJD) is a rare, degenerative, fatal brain disorder in humans. Although experience with this new disease is limited, evidence to date indicates that there has never been a case of vCJD transmitted through direct contact of one person with another. However, a case of probable transmission of vCJD through transfusion of blood components from an asymptomatic donor who subsequently developed the disease has been reported.
As of December 1, 2003, a total of 153 cases of vCJD had been reported in the world: 143 from the United Kingdom, six from France, and one each from Canada, Ireland, Italy, and the United States (note: the Canadian, Irish, and U.S. cases were reported in persons who resided in the United Kingdom during a key exposure period of the U.K. population to the BSE agent).
Almost all the 153 vCJD patients had multiple-year exposures in the United Kingdom between 1980 and 1996 during the occurrence of a large UK outbreak of bovine spongiform encephalopathy (BSE, commonly known as mad cow disease) among cattle.
There has never been a case of vCJD that did not have a history of exposure within a country where this cattle disease, BSE, was occurring.
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It is believed that the persons who have developed vCJD became infected through their consumption of cattle products contaminated with the agent of BSE. There is no known treatment of vCJD and it is invariably fatal.
Since 1996, evidence has been increasing for a causal relationship between ongoing outbreaks in Europe of a disease in cattle, called bovine spongiform encephalopathy (BSE, or "mad cow disease"), and a disease in humans, called variant Creutzfeldt-Jakob disease (vCJD). Both disorders are invariably fatal brain diseases with unusually long incubation periods measured in years, and are caused by an unconventional transmissible agent.
On December 23, 2003, the U.S. Department of Agriculture (USDA) announced a presumptive diagnosis of bovine spongiform encephalopathy (BSE, or "mad cow" disease) in an adult Holstein cow from Washington State. The diagnosis was confirmed by an international reference laboratory in Weybridge, England, on December 25. Preliminary trace-back based on an ear-tag identification number suggests that the BSE-infected cow was imported into the United States from Canada in August 2001.
Influenza (Flu) and Bird Flu H1N1
Epidemics of influenza typically occur during the winter months and have been responsible for an average of approximately 36,000 deaths/year in the United States during 1990–1999. Influenza viruses also can cause pandemics, during which rates of illness and death from influenza-related complications can increase dramatically worldwide. Influenza viruses cause disease among all age groups. Rates of infection are highest among children, but rates of serious illness and death are highest among persons aged > 65 years and persons of any age who have medical conditions that place them at increased risk for complications from influenza.
Influenza vaccination is the primary method for preventing influenza and its severe complications. In this report from the Advisory Committee on Immunization Practices (ACIP), the primary target groups recommended for annual vaccination are 1) groups that are at increased risk for influenza-related complications (e.g., persons aged > 65 years and persons of any age with certain chronic medical conditions); 2) the group aged 50–64 years because this group has an elevated prevalence of certain chronic medical conditions; and 3) persons who live with or care for persons at high risk (e.g., health- care workers and household contacts who have frequent contact with persons at high risk and who can transmit influenza to persons at high risk). Vaccination is associated with reductions in influenza-related respiratory illness and physician visits among all age groups, hospitalization and death among persons at high risk, otitis media among children, and work absenteeism among adults. Although influenza vaccination levels increased substantially during the 1990s, further improvements in vaccine coverage levels are needed, chiefly among persons aged <65 years who are at increased risk for influenza- related complications among all racial and ethnic groups and among blacks and Hispanics aged > 65 years. ACIP recommends using strategies to improve vaccination levels, including using reminder/recall systems and standing orders programs. Although influenza vaccination remains the cornerstone for the control and treatment of influenza, information is also presented regarding antiviral medications, because these agents are an adjunct to vaccine.
Influenza Epidemic
The influenza (flu) epidemics that happen nearly every year are important events. Influenza is a respiratory illness that makes hundreds of thousands of people sick each year. The illness can cause severe health problems for the elderly and younger people with diseases, such as diabetes, heart or lung disease, and illness that can weaken the immune system. Typical primary influenza illness lasts
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Influenza infection not only causes primary illness but also can lead to severe secondary medical complications, including influenza viral pneumonia, secondary bacterial pneumonia, worsening of underlying medical conditions, such as congestive heart failure, asthma, or diabetes, or other complications such as ear infections (i.e., otitis media) in children.
Elderly persons (i.e., those 65 years and over) and persons with certain underlying medical conditions, such as chronic heart or lung disease, are at increased risk for developing complications from influenza infection. These complications increase the risk for hospitalization or death.
One of the most important features about influenza viruses is that their structure changes slightly but frequently over time (a process known as “drift”), and that this process results in the appearance of different strains that circulate each year. The composition of the flu vaccine is changed each year to help protect people from the strains of influenza virus that are expected to be the most common ones circulating during the coming flu season.
The ability of the vaccine to protect against influenza during a particular season depends on several factors, but particularly 1) the match between influenza strains in the vaccine and strains circulating in the community, and 2) the ability of each person's immune system to mount a protective response as a result of the vaccination. Although the vaccine may not prevent everyone who takes it from getting sick, it does reduce the risk of severe illness, hospitalization, and death. That's why it is so important for anyone who wants to reduce his or her risk of getting severely ill from influenza to receive the vaccine each year.
Influenza Pandemic
By contrast to the more gradual process of drift, in some years, the influenza virus changes dramatically and unexpectedly through a process known as “shift.” Shift results in the appearance of a new influenza virus to which few (if any) people are immune. If this new virus spreads easily from person to person, it could quickly travel around the world and cause increased levels of serious illness and death, affecting millions of people. This is called influenza pandemic.
Fortunately, pandemics don't occur very often. There has not been an influenza pandemic since 1968. In 1997, however, a flu virus, that had previously infected only birds, caused an outbreak of illness in humans.
Avian Influenza (Bird Flu)
Influenza viruses that infect birds are called “ avian influenza viruses.” Only influenza A viruses infect birds. All known subtypes of influenza A virus can infect birds. However, there are substantial genetic differences between the subtypes that typically infect both people and birds. Within subtypes of avian influenza viruses there also are different strains (described in “Strains”).
Avian influenza H5 and H7 viruses can be distinguished as “low pathogenic” and “high pathogenic” forms on the basis of genetic features of the virus and the severity of the illness they cause in poultry; influenza H9 virus has been identified only in a “low pathogenicity” form. Each of these three avian influenza viruses (H5, H7, and H9) can theoretically be partnered with any one of nine neuraminidase
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Below is summary information about these three prominent subtypes of avian influenza virus:
Influenza A H5 • Potentially nine different subtypes • Can be highly pathogenic or low pathogenic • H5 infections have been documented among humans, sometimes causing severe illness and death
Influenza A H7 • Potentially nine different subtypes • Can be highly pathogenic or low pathogenic • H7 infection in humans is rare, but can occur among persons who have close contact with infected birds; symptoms may include conjunctivitis and/or upper respiratory symptoms
Influenza A H9 • Potentially nine different subtypes • Documented only in low pathogenic form • Three H9 infections in humans have been confirmed.
Spread of Avian Influenza Viruses among Birds
Avian influenza viruses circulate among birds worldwide. Certain birds, particularly water birds, act as hosts for influenza viruses by carrying the virus in their intestines and shedding it. Infected birds shed virus in saliva, nasal secretions, and feces. Susceptible birds can become infected with avian influenza virus when they have contact with contaminated nasal, respiratory, or fecal material from infected birds. Fecal-to-oral transmission is the most common mode of spread between birds.
Most often, the wild birds that are host to the virus do not get sick, but they can spread influenza to other birds. Infection with certain avian influenza A viruses (for example, some H5 and H7 strains) can cause widespread disease and death among some species of domesticated birds.
Avian Influenza Infection in Humans
Although avian influenza A viruses do not usually infect humans, several instances of human infections and outbreaks of avian influenza have been reported since 1997. Most cases of avian influenza infection in humans are thought to have resulted from contact with infected poultry or contaminated surfaces. However, there is still a lot to learn about how different subtypes and strains of avian influenza virus might affect humans. For example, it is not known how the distinction between low pathogenic and highly pathogenic strains might impact the health risk to humans. Of the documented cases of human infection with avian influenza viruses, illnesses caused by highly pathogenic viruses appear to be more severe.
Small Pox
Smallpox virus is a high-priority “Category A” agent that poses a risk Los Angeles County, California and national security because it can be easily disseminated and transmitted from person to person, results in high mortality rates and has the potential for major public health impact, might cause public panic and social disruption, and requires special action for public health preparedness.
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Vaccination
The federal government has not yet provided definitive guidance on the extent of preparedness vaccination (smallpox vaccination of persons prior to a confirmed case of smallpox). It is anticipated that the guidance will be forthcoming in the near future. Such guidance, and release of sufficient quantities of smallpox vaccine, may be for: (1) specified first responders only, (2) a larger group of health care workers, law enforcement, and emergency responders, or (3) the entire population on a voluntary basis. Guidance may be provided in a phased manner for these, or other, groups over time.
Monkey Pox
The Centers for Disease Control and Prevention (CDC) and state and local health departments continue to investigate cases of monkey pox among persons who had close contact with wild or exotic mammalian pets or persons with monkey pox. Results of serologic testing, polymerase-chain-reaction analysis, viral culture and gene sequencing performed at the CDC indicate that the causative agent is monkey pox virus, a member of the orthopox virus group of viruses. CDC is updating previous interim guidance concerning infection control precautions and exposure management in the health-care and community settings. The guidance will be further updated as additional information about the epidemiology of disease transmission is better understood.
Limited data on transmission of monkey pox virus are available from studies conducted in Africa. Person-to-person transmission is believed to occur primarily through direct contact and also by respiratory droplet spread. Transmission of monkey pox within hospitals has been described, albeit rarely. Extrapolating from smallpox for which airborne transmission has been clearly described, airborne transmission of monkey pox virus cannot be excluded, especially in patients presenting with cough.
To date in the United States there has been no evidence of person-to-person transmission of monkey pox. However, recovery of monkey pox virus from skin lesions and tonsillar tissue demonstrates the potential for contact and droplet transmission, and at least a theoretical risk for airborne transmission.
Hoof & Mouth Disease
In the United States we usually call it "Hoof and Mouth Disease." In the U.K. they call it "Foot and Mouth Disease." But, wherever it appears, and whatever it's called, this highly contagious livestock disease means trouble. The outbreak of the disease in Great Britain quickly spread to the European continent, and British officials even considered eradicating that country's entire livestock population. The last major outbreak in the U.S. was in 1929.
Hoof and mouth disease is a viral infection that afflicts animals with cloven hooves such as cattle, pigs, and sheep. Onset of the disease is characterized by fever, which is followed by the development of blisters inside the mouth and on the feet. It is transmitted easily among animals through fluids such as blood, saliva, and milk. Fluid from broken blisters has especially high concentrations of the virus. The disease is not necessarily fatal, and symptoms can clear up after several weeks, but the disease generally leaves animals underweight and sometimes disabled. Because of the highly infectious nature of the disease, and the condition in which it leaves animals even after they have recovered, farmers almost always destroy infected animals and burn their carcasses.
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Hepatitis
Hepatitis is inflammation of the liver. Several different viruses cause viral hepatitis. They are named the hepatitis A, B, C, D, and E viruses.
All of these viruses cause acute, or short-term, viral hepatitis. The hepatitis B, C, and D viruses can also cause chronic hepatitis, in which the infection is prolonged, sometimes lifelong.
Other viruses may also cause hepatitis, but they have yet to be discovered and they are obviously rare causes of the disease.
Hepatitis A
The hepatitis A virus is found in the stool of people with hepatitis A. It is spread from person to person by putting something in your mouth that has been contaminated with the stool of an infected person. Therefore, hepatitis A is most commonly transmitted in drinking water or food contaminated with the stool containing the virus.
Hepatitis A occurs sporadically and epidemically worldwide, with a tendency to cyclic recurrences. Epidemics are uncommon in developing countries where adults are generally immune. Improved sanitation and hygiene conditions in different parts of the world leave large segments of the population susceptible to infection, and outbreaks may result whenever the virus is introduced.
Common-source epidemics, related to contaminated food or water, may evolve explosively, as did the largest mollusk-linked epidemic in Shanghai, in 1988, involving about 300 000 people.
Worldwide, HAV infections account for 1.4 million cases annually.
Hepatitis B
HBV is spread when blood, semen, or vaginal fluids (including menstrual blood) from an infected person enter another person's body. Symptoms appear an average of 60 to 90 days (although they can appear 45 to 180 days) after you have contact with the hepatitis B virus (incubation period). Blood, semen, and vaginal fluids (including menstrual blood), whether fresh or dried, are highly contagious (HBV can be easily spread) during this period and for several weeks after the onset of symptoms.
Blood contains the highest quantities of the hepatitis B virus. Blood and other body fluids that contain the virus can remain contagious for at least a week and possibly much longer, even if they are dried.
Hepatitis B is less prone to become epidemic. Most adults who get hepatitis B have it for a short time and then get better. This is called acute hepatitis B. One can have hepatitis B and not know it. The infected person may not have symptoms at al or sometimes symptoms can be mistaken for flu, but as long as a person has the virus, it can be spread to others. Sometimes the virus causes a long-term infection, called chronic hepatitis B. Over time, it can damage the liver. Babies and young children infected with the virus are more likely to get chronic hepatitis B.
Hepatitis C
Hepatitis C is caused by the hepatitis C virus. It is spread by contact with an infected person's blood and therefore is not prone to become an epidemic.
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There are two phases of hepatitis C. The first form is called acute hepatitis C. It means that a person recently became infected with the virus. The second form is called chronic hepatitis C. It means that the person has had an infection for more than 6 months.
Right after one is infected with hepatitis C, they enter the acute stage. Some people fight off the virus and never have any liver problems. But up to 85% of people who are infected will go on to have chronic hepatitis C
Long-term hepatitis C often causes tiny scars in the liver. If there are a lot of these scars, it becomes hard for the liver to work well. About 25% of people who develop chronic hepatitis C eventually have more serious liver problems such as cirrhosis or liver cancer, usually over a period of 20 or more years.
The nearly 4 million Americans chronically infected with the hepatitis C virus (HCV) can transmit the infection to others through blood and other bodily fluids. The route of transmission can usually be determined in over 90% of new cases.
Environment Association
Although the risks of developing chronic diseases are attributed to both genetic and environmental factors, 70 to 90% of disease risks are probably due to differences in environments. Yet, epidemiologists increasingly use genome-wide association studies (GWAS) to investigate diseases, while relying on questionnaires to characterize “environmental exposures.” This is because GWAS represent the only approach for exploring the totality of any risk factor (genes, in this case) associated with disease prevalence. Moreover, the value of costly genetic information is diminished when inaccurate and imprecise environmental data lead to biased inferences regarding gene-environment interactions. A more comprehensive and quantitative view of environmental exposure is needed if epidemiologists are to discover the major causes of chronic diseases.
Disaster-related Disease Association
The relationship between natural disasters and communicable diseases is frequently misconstrued. The risk for outbreaks is often presumed to be very high in the chaos that follows natural disasters, a fear likely derived from a perceived association between dead bodies and epidemics. However, the risk factors for outbreaks after disasters are associated primarily with population displacement. The availability of safe water and sanitation facilities, the degree of crowding, the underlying health status of the population, and the availability of healthcare services all interact within the context of the local disease ecology to influence the risk for communicable diseases and death in the affected population.
The sudden presence of large numbers of dead bodies in the disaster-affected area may heighten concerns of disease outbreaks, despite the absence of evidence that dead bodies pose a risk for epidemics after natural disasters. When death is directly due to the natural disaster, human remains do not pose a risk for outbreaks. Dead bodies only pose health risks in a few situations that require specific precautions, such as deaths from cholera or hemorrhagic fevers.
The risk for communicable disease transmission after disasters is associated primarily with the size and characteristics of the population displaced, specifically the proximity of safe water and functioning latrines, the nutritional status of the displaced population, the level of immunity to vaccine-preventable diseases such as measles, and the access to healthcare services. Outbreaks are less frequently reported in disaster-affected populations than in conflict-affected populations, where two thirds of deaths may be from communicable diseases. Malnutrition increases the risk for death from
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A systematic and comprehensive evaluation should identify 1) endemic and epidemic diseases that are common in the affected area; 2) living conditions of the affected population, including number, size, location, and density of settlements; 3) availability of safe water and adequate sanitation facilities; 4) underlying nutritional status and immunization coverage among the population; and 5) degree of access to healthcare and to effective case management.
Water-related Communicable Diseases
Access to safe water can be jeopardized by a natural disaster. Diarrheal disease outbreaks can occur after drinking water has been contaminated and have been reported after flooding and related displacement.
Diseases Associated with Crowding
Crowding is common in populations displaced by natural disasters and can facilitate the transmission of communicable diseases such as measles, meningitis, and acute respiratory infections.
Vector-borne Diseases
Natural disasters, particularly meteorological events such as cyclones, hurricanes, and flooding, can affect vector-breeding sites and vector borne disease transmission. While initial flooding may wash away existing mosquito-breeding sites, standing water caused by heavy rainfall or overflow of rivers can create new breeding sites. This situation can result (with typically some weeks’ delay) in an increase of the vector population and potential for disease transmission, depending on the local mosquito vector species and its preferred habitat. The crowding of infected and susceptible hosts, a weakened public health infrastructure, and interruptions of ongoing control programs are all risk factors for vector borne disease transmission.
Other Diseases Associated with Natural Disasters
Tetanus is not transmitted person to person but is caused by a toxin released by the anaerobic tetanus bacillus Clostridium tetani. Contaminated wounds, particularly in populations where vaccination coverage levels are low, are associated with illness and death from tetanus.
An unusual outbreak of coccidiomycosis occurred after the January 1994 Southern California earthquake. The infection is not transmitted person to person and is caused by the fungus Coccidioides immitis, which is found in soil in certain semiarid areas of North and South America. This outbreak was associated with exposure to increased levels of airborne dust subsequent to landslides in the aftermath of the earthquake.
Disaster-related deaths are overwhelmingly caused by the initial traumatic impact of the event. Disaster-preparedness plans, appropriately focused on trauma and mass casualty management, should also take into account the health needs of the surviving disaster-affected populations. The health effects associated with the sudden crowding of large numbers of survivors, often with inadequate access to safe water and sanitation facilities, will require planning for both therapeutic and preventive interventions, such as the rapid delivery of safe water and the provision of rehydration materials, antimicrobial agents, and measles vaccination materials.
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Weapons of Mass Destruction (WMD)/Terrorism Terrorism/WMD were rated a as a MODERATE PRIORITY HAZARD in the City of Walnut and Mt. San Antonio CCD.
Terrorism is defined as the use of fear for intimidation, usually for political goals. Terrorism is a crime where the threat of violence is often as effective as the commission of the violent act itself. Terrorism affects us through fear, physical injuries, economic losses, psychological trauma, and erosion of faith in government. Terrorism is not an ideology. Terrorism is a strategy used by individuals or groups to achieve their political goals.
Terrorists espouse a wide range of causes. They can be for or against almost any issue, religious belief, political position, or group of people of one national origin or another. Because of the tremendous variety of causes supported by terrorists and the wide variety of potential targets, there is no place that is truly safe from terrorism. Throughout California, there is a nearly limitless number of potential targets, depending on the perspective of the terrorist. Some of these targets include: abortion clinics, religious facilities, government offices, public places (such as shopping centers), schools, power plants, refineries, utility infrastructures, water storage facilities, dams, private homes, prominent individuals, financial institutions and other businesses.
Profile
Recent Events
ISIS represents a dangerous new chapter in the global war being waged by Al Qaeda and its affiliated and inspired groups, and a clear and present threat to the U.S. homeland.
Four new “areas of concern” show why this is the case.
Quantity vs. Quality
Ever since the Taliban government in Afghanistan was ousted in late 2001, the core Al Qaeda group founded by Osama bin Laden has been without formal training camps and facilities. This has forced the organization to rely more and more on recruits and foot soldiers trained under less-than-optimal circumstances, sometimes just over the Internet.
Many terrorism experts believe the multiple “near-attacks” against the United States over the past five years—such as over Detroit in December 2009, in Times Square in May 2010, and on inbound cargo airliners in late 2010—are all signs that while the organization is not lacking in “quantity” of potential recruits, they lack the ability to effectively train “quality” foot soldiers to effectively carry out major attacks.
One of the great challenges ISIS poses is that it currently controls thousands of square miles of ungoverned territory; and it is recruiting highly motivated fighters from all over the world. This influx of fighters, along with the open space needed by ISIS commanders to formally train them, offers the group an ability to creatively think up and effectively carry out major attacks, including against the United States.
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Fellow Travelers
The militant Islamist ideology that underpins ISIS is nothing new—it has been around since the Middle Ages, and has ebbed and flowed in prominence over the centuries under movements such as Wahhabism in Arabia, Jamaat-e-Islami in South Asia and the Muslim Brotherhood in the broader Middle East. Unfortunately, movements guided by this ideology are much more flowing than ebbing now.
For example, while attention is focused on ISIS in the Mideast, two other related challenges have recently exploded elsewhere. In Libya, an Islamist-dominated militia known as “Libya Dawn” has taken over enormous chunks of the country, and is crossing the border of Tunisia and other parts of the region.
And a bit further south in Nigeria, a new offensive by the group Boko Haram has seized towns, villages and hundreds of square miles of territory in the northeast; potentially pushing well across the borders of Cameroon, Niger and Chad.
Though some take solace that local jihadi groups—such as Boko Haram in Nigeria and Ansar Dine in Mali—come from different regions, nationalities, tribes and so on, and have their own local grievances, they are also fellow travelers of the revolutionary global jihad. In fact, they are often connected by larger umbrella organizations—like Al Qaeda’s formal affiliate in Africa, Al Qaeda in the Islamic Maghreb (AQIM), which interacts with all of these groups.
For ISIS, this means vast swaths of new friendly territory is opening up in Africa and elsewhere, offering it more opportunity to recruit fighters and find logistical and other operational support for attacks it may wish to commit internationally.
And while some have pointed optimistically to splits between fellow traveler groups like ISIS and Al Qaeda’s formal affiliate in Syria, the al-Nusra Front, there is less to such splits than meet the eye. They are almost always over tactics, like ISIS’ wanton killing of Sunni Muslims, which core Al Qaeda believes hurts the broader jihad movement. The splits are not over the goals of the movement itself.
In fact, such splits may actually incentivize competition between the different groups to see which can carry out the most high-profile and devastating attack, in order to boost its own franchise name, and reinvigorate its financing and recruitment. Nothing would do so more than a major attack against the United States.
Asymmetric Advantages
Terrorism is by definition “asymmetric”—a weaker party using violence as a political tactic against a more powerful adversary. And any capable terrorist group can be thought of as having “asymmetric advantages” because it operates in the shadows and can often pick the time, place and nature of attack against its enemies.
But groups like Al Qaeda and its more sophisticated offshoots are especially problematic with regard to asymmetric advantages because they operate in effective, secret global networks. They are focused primarily on Western liberal democracies that are more open and therefore more vulnerable than other types of political systems; and they recruit actors willing to die on their missions, so they are less concerned about carrying dangerous substances, like radiological or biological material.
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This relates to ISIS in two critical ways. First, if the tens-of-thousands of ISIS fighters—including many with Western passports—decide to start attacks against the West and the United States, this will obviously create an “asymmetry problem” of monumental proportions; leading to even more aggressive surveillance and intelligence gathering by the West.
Second, and more problematic, a group like ISIS, with its troves of hard currency from its seizure of hundreds of millions of dollars in bank deposits from towns and cities it has overrun, and from tens of millions more in black-market oil sales, is less susceptible to international electronic surveillance.
Though it is not often publicized, tracking “terror financing” is one of the best ways to fight terrorism— often even more so than tracking terrorist communications. Terrorists simply cannot operate without financing, so law enforcement and intelligence agencies constantly monitor known or suspected terror financiers or facilitators, which can break up terror finance networks, expose terror cells and even thwart major plots.
Theory of the Strong Horse
Of the four areas of concern relating to ISIS and the reinvigorated global jihad, the concept of the “strong horse” is the most misunderstood in the West. It is also the most important because it directly relates to macro “world views.”
As Osama bin Laden said on tape just two months after the attacks on Sept. 11, 2001: “When people see a strong horse and a weak horse, by nature, they will like the strong horse.”
This brief sentiment underscored the broader religious-ideological theory espoused by bin Laden and his followers: That those who dedicate themselves to the martial defense of Islam will always defeat those (particularly in the spiritually bankrupt West) who, despite their wealth and sophisticated technology, are actually weak horses or “paper tigers.”
Al Qaeda and its affiliates have always relied on “strong horse” propaganda for their success as an organization. You cannot look through Al Qaeda training manuals without constantly coming across several key dates, notably 1989—the year they claim to have defeated the Soviet Empire; and 1993— the year they claim to have defeated the United States in Somalia following the “Black Hawk Down” disaster in Mogadishu.
This directly relates to the ISIS challenge, because ISIS is the descendent of Al Qaeda in Iraq (AQI), which formed in the mid-2000s during the darkest days of America’s war in Iraq, only to be decimated by the Bush administration’s troop “surge” in 2008. AQI’s defeat was a devastating blow to the “strong horse” narrative for Al Qaeda, both locally and globally.
And now the former AQI has reconstituted as a vast terrorist army in Iraq and war-torn Syria; is viewed as the “strong horse” in the region; and serves as a model for countless other groups with similar goals.
Stuart Gottlieb teaches American foreign policy and counterterrorism at Columbia University, where he is also a Member of the Saltzman Institute of War & Peace Studies. He is author of Debating Terrorism and Counterterrorism: Conflicting Perspectives on Causes, Contexts, and Responses (CQ Press, 2013).
The complexity, scope, and potential consequences of a terrorist threat or incident require that there be a rapid and decisive capability to resolve the situation. The resolution to an act of terrorism demands an extraordinary level of coordination of crisis and consequence management functions and technical expertise across all levels of government. No single Federal, State, or local governmental agency has
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The incident may affect a single location or multiple locations, each of which maybe a disaster scene, a hazardous scene and/or a crime scene simultaneously.
Differences Between WMD Incidents and Other Incidents
As in all incidents, WMD incidents may involve mass casualties and damage to buildings or other types of property. However, there are several factors surrounding WMD incidents that are unlike any other type of incidents that must be taken into consideration when planning a response. First responders’ ability to identify aspects of the incident (e.g., signs and symptoms exhibited by victims) and report them accurately will be essential to maximizing the use of critical local resources and for triggering a Federal response.
1. The situation may not be recognizable until there are multiple casualties. Most chemical and biological agents are not detectable by methods used for explosives and firearms. Most agents can be carried in containers that look like ordinary items.
2. There may be multiple events (e.g., one event in an attempt to influence another event’s outcome).
3. Responders are placed at a higher risk of becoming casualties. Because agents are not readily identifiable, responders may become contaminated before recognizing the agent involved. First responders may, in addition, be targets for secondary releases or explosions.
4. The location of the incident will be treated as a crime scene. As such, preservation and collection of evidence is critical. Therefore, it is important to ensure that actions on-scene are coordinated between response organizations to minimize any conflicts between law enforcement authorities, who view the incident as a crime scene, and other responders, who view it as a hazardous materials or disaster scene.
5. Contamination of critical facilities and large geographic areas may result. Victims may carry an agent unknowingly to public transportation facilities, businesses, residences, doctors’ offices, walk-in medical clinics, or emergency rooms because they don’t realize that they are contaminated. First responders may carry the agent to fire or precinct houses, hospitals, or to the locations of subsequent calls.
6. The scope of the incident may expand geometrically and may affect mutual aid jurisdictions. Airborne agents flow with the air current and may disseminate via ventilation systems, carrying the agents far from the initial source.
7. There will be a stronger reaction from the public than with other types of incidents. The thought of exposure to a chemical or biological agent or radiation evokes terror in most people. The fear of the unknown also makes the public’s response more severe.
8. Time is working against responding elements. The incident can expand geometrically and very quickly. In addition, the effects of some chemicals and biological agents worsen over time.
9. Support facilities, such as utility stations and 911 centers along with critical infrastructures, are at risk as targets.
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10. Specialized State and local response capabilities may be overwhelmed.
State of California Terrorism Guidance
The catastrophic attacks on the World Trade Center Building in New York City and the Alfred P. Murrah Federal Building in Oklahoma City shocked the nation into the reality that there are no domestic safe havens from acts of terrorism. These two apparently unrelated events punctuate our nation’s vulnerability, and highlight California’s risk of similar attack against its public officials, private and multi- national corporations, public infrastructure, and government facilities.
Historically, California has had a long experience combating terrorist groups, both domestic and international. Domestic terrorist groups in the state have been largely issue-oriented, while the few known internationally based incidents have mostly targeted the state’s émigré communities and been related to foreign disputes. Today, however, both groups are more likely to be aligned nationally and/or internationally through electronic networking. The issues and politics of these groups remain essentially unchanged but now include increasing expressions of hatred for existing forms of government. The World Trade Center Incident demonstrates that international terrorist groups have the potential to operate with deadly effectiveness in this country. Such groups may offer no allegiance to any particular country but seek political or personal objectives that transcend national/state boundaries.
There is appropriate concern that such attacks as witnessed in Tokyo, New York City, and Oklahoma City could occur in California. A terrorist acting alone or in concert with any of the known national or international groups could readily commit acts of terrorism in California. The open availability of basic shelf-type chemicals and mail order biological research materials, coupled with an access to even the crudest laboratory facilities, could enable the individual extremist or an organized terrorist faction to manufacture proven highly lethal substances or to fashion less sophisticated weapons of mass destruction. The use of such weapons could result in mass casualties, long term contamination, and wreak havoc to both the state and national economies.
The freedom of movement and virtually unrestricted access to government officials, buildings, and critical infrastructure afforded to California’s citizens and foreign visitors, presents the terrorist with the opportunity and conditions of anonymity to deliver such devastation and its tragic consequences with only the crudest devices of nuclear, chemical, or biological content.
Terrorist incidents create a unique environment in which to manage emergency response. Local responders are typically the first on scene during an actual incident and local government has primary responsibility for protecting public health and safety. Ordinarily, the local first response will be conducted under California’s Standardized Emergency Management System (SEMS) which forms the basis of California’s concept of operations for managing any kind of emergency or disaster, including terrorist incidents. The local responders will manage all aspects of the incident until the FBI assumes command, by virtue of its legal authority, of the law enforcement aspects relating to identifying, apprehending, and neutralizing the terrorists and their weapons.
Los Angeles County Terrorism Early Warning (TEW) Group
Effective and rapid dissemination of indications and warnings to local emergency response agencies is an essential yet problematic element of terrorism management efforts. For bio-terrorist threats, such efforts must integrate ongoing real-time surveillance efforts. Terrorism Early Warning Groups are a multilateral, multidisciplinary effort to monitor open source data to identify trends and potential threats, monitor potential threat information during periods of heightened concern, assess potential targets and perform net assessments to guide decision making during actual events. TEW provides integrated
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IAFC, October 2001 (et sec)
The Los Angeles Operational Area TEW Group provides Unified Command Structure with the impact of an attack on the operational area, gauges resource needs and shortfalls, continuously monitors and assesses situational awareness and status, and acts as the point of contact for inter-agency liaison in order to develop options for courses of action for incident resolution. TEW is an Emerging Threat Workspace (Civil Battle Lab) for stimulating National Strategy for emerging threat issues:
• Terrorism and Infrastructure Protection • Public Order (Riots/Disturbances) • Civil-Military Interoperability for Urban Operations • Civilian Police (CIVPOL) for Peace Officers • Networked Threats and Emerging Threats • Counterterrorism Technology Test Bed
Vulnerability
Biological & Chemical Terrorism
The Public Health Response to Biological and Chemical Terrorism: Interim Planning Guidance for State Public Health Officials (hereafter referred to as the Planning Guidance) outlines steps for strengthening the capacity of the public health system to respond to and protect the nation against the dangers of a terrorism incident. Although the Planning Guidance focuses on the biological and chemical terrorism preparedness efforts of state-level health department personnel, it can be used as a planning tool by anyone in the response community, regardless of his or her position within that community or level of government.
The public health community at large also can use this document to improve its terrorism preparedness and develop terrorism response plans. The preparedness program outlined in this Planning Guidance, once implemented, should improve the ability of all public health agencies to respond to emergency situations arising from all sources, not just terrorism.
The Planning Guidance focuses on the capabilities that state health departments are likely to need to respond effectively to a terrorism incident. Despite the public health focus of this document, the terrorism plan ultimately should not be agency-specific. Instead, the terrorism plan should be integrated, outlining the roles and responsibilities of all agencies that participate in a response. This coordinated terrorism plan should then be annexed to the states all-hazard Emergency Operations Plan (EOP)
Because the primary mechanism for past terrorist incidents has been bombings and because of the potential for mass casualties from a WMD terrorist event, the primary focus of the state’s hazard mitigation strategy for terrorism is on mitigation measures that reduce risk from bomb blast and nuclear, biological, and chemical attacks to critical state facilities and population. Measures include:
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Hardening (construction/retrofitting)
• Relocation/retrofitting of air intakes • Ventilation system upgrade/retrofit • Protect tower bases of bridges • Seismic retrofitting • Upgrade/retrofit water main system • Blast guard window film/glazing, frames
Egress and Ingress improvements
• Barriers and Fencing • Fencing around air intakes • Fencing around fuel supply • Vehicle barriers, bollards, popup gates, hydraulic barriers • Perimeter fencing
System improvements
• Fire protection system • Communications systems • Information Technology systems • Utility systems • Security systems/early warning systems • Warning and alarms systems directly related to system protection/shut down • Smart utility management systems on all critical services.
Planning/Studies
• Telecommunications plans • IT disaster recovery plans • Business continuity/resumption plans • Intelligence gathering and sharing • Threat, vulnerability, and risk assessments • Evacuation plans • Site security planning • Seismic Study
Security
• Interior lighting • Exterior lighting • Staging areas • Surveillance • Secure Access & Entry Points • Card swipe system • Magnetometer • Metal detectors • Surveillance cameras & closed circuit TVs • Personnel detection equipment • Vehicle detection equipment
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• Radar systems • Building access system • Motion detectors • Replacing door locks and keys • Security management system • Building access system • Employee identification system • Coding protocol for sensitive records
These above-listed measures are already being used in Walnut and Mt. San Antonio CCD and have proven effective in reducing or eliminating hazard risk. Each of these measures directly meets an objective stated in the state’s Hazard Mitigation Strategy.
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Economic Disaster Economic Disruption was rated as a MODERATE RISK HAZARD in the City of Walnut & Mt. San Antonio Community College District.
Los Angeles County is the most populous county in the nation. With approximately 10 million residents, it is home to about 30 percent of the state’s population. The county has grown by nearly 2 million residents in the past 20 years, including more new immigrants than any other region of the country except the New York City area. Today, the county’s population is 45 percent Latino, 31 percent non- Latino white, 12 percent Asian, and 10 percent black—similar to the racial/ethnic profile that state demographers predict for California by 2040. The county is also home to large numbers of low-income residents. Reflecting the size and diversity of the county, local government is large and complex, as are the problems of delivering local services to residents. In recent years, local governments in Los Angeles County have confronted difficult issues such as providing health care for the uninsured, reducing air pollution, improving low-performing schools, coping with racial/ethnic tensions involving police actions, and coming to terms with local efforts to secede from the city of Los Angeles. There are also housing, transportation, land use, and environmental issues relating to population growth and development. These factors tend to contribute negatively, on a large scale, to any economic downturn or disruption in the community.
Profile
The Great Recession
The effects of the Great Recession were felt far and wide. According to official measures, the recession ran from December 2007 until June 2009. During that time, California experienced record unemployment, a housing market bust, sizable budget shortfalls, and downturns across nearly all major industries in the state. These problems continued well past the technical end of the recession.
The Great Recession and its aftermath hit California’s families hard. Family income has declined across the spectrum, with lower incomes seeing the steepest losses. The gap between upper- and lower-income families is now wider than ever and the number of families in the middle-income range is shrinking. Specifically:
• Total income for the median family in California fell more than 5 percent between 2007 and 2009 (the official recession years) and an additional 6 percent between 2009 and 2010.
• At the lowest income level—the 10th percentile—family income fell more than 21 percent in total. At the 90th percentile, family income fell 5 percent.
• After adjusting for California’s higher cost of living, just less than half—47.9 percent— of individuals were in families that are classified middle income in 2010.
As these findings suggest, the Great Recession reached extremes. These include record high measures of inequality, near-record lows in the proportion of middle-income families, and record high unemployment and unemployment duration. Through 2010, past the technical end of the recession, there was no evidence of recovery in income across the distribution.
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Unemployment and underemployment and working fewer hours or weeks per year were hallmarks of the Great Recession, and California is still facing high unemployment numbers. Even for working families, income fell during the Great Recession for the middle of the distribution and below. Underemployment, rather than a decline in wages, appears to have driven this income drop. This suggests that policies that create jobs and promote fulltime employment, rather than those that target wage rates, are more likely to be effective in aiding the recovery of family income.
Family Income Decline During the Great Recession
The timing of the recovery from the Great Recession and how that recovery will be shared across the income distribution is yet unknown. If previous recovery patterns repeat themselves, it is likely that the lower half of the income distribution will recover much more slowly than the upper half, potentially allowing already record-high income inequality to persist.
The erosion of low and middle incomes raises concerns about the equity of economic opportunity in the state. The most important factor driving the gap between high- and low-income workers is education. Looking ahead, California may need to find innovative ways to promote opportunity through education, especially so that middle- and lower-income families are not left behind.
Local Impact
Small businesses are regularly called the backbone of the American economy because they play such a critical economic role in the communities they call home—no matter how large or small the community. That is especially true in small cities like Walnut, where the vitality of small businesses often becomes the economic engine for communities, helping them thrive in good times and survive in bad.
The City of Walnut is dedicated to maintaining their small community atmosphere. Any disruption in the City or local businesses day-to-day operation impacts the City and Mt. San Antonio College. Although, the City is proactive in providing city service to their citizens and business community, they are limited in their ability to mitigate private industry’s hazard mitigation.
Walnut residents are all affected when it comes to the state of the economy in California, the county, and their local areas. When asked to evaluate the Los Angeles County economy today, only 24 percent of resident’s rate it as excellent or good—48 percent say it is fair, and 27 percent rate it as poor. The low ratings are consistent across geographic areas and demographic groups.
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Small businesses are critical players in large cities but also in small cities and suburban communities. The economic downturn has hit everyone, and small businesses have been especially hard hit, but they are the force that continues to push the economy forward toward a brighter future. That brighter future often comes as a result of pulling together during difficult economic periods in small cities, say business owners. While each small community is unique, they generally share a commitment to building strong ties between businesses and the citizens who live there.
Walnut officials do a lot to make small businesses feel like they are part of the community. What often distinguishes small towns from large cities is the ability to build a bond where everyone recognizes their interdependence.
In 2009, there were 27.5 million businesses in the United States, and small companies—those with fewer than 500 employees—represented 99.7 percent of the total, according to the Small Business Administration (SBA).
Because the pool of clients is so small in a city like Walnut, the addition of even a single new entrepreneur or business may causes problems small cities and towns. More and more people get laid off from big companies and they look for extra work or start their own businesses, which makes it more competitive.
Moving forward is essential, since small businesses carry a substantial economic load in this country. Small companies employ half of all private-sector employees, paying 44 percent of total U.S. private payrolls, according to the SBA. They are responsible for generating 65 percent of net new jobs over the past 17 years.
Vulnerability
An economic disaster, which, by definition, is a negative economic condition that is so widespread and all-encompassing that local resources are inadequate to cope, has the potential to drive small communities out of existence. Resources from overseeing governmental entities (counties, states and federal), are required to maintain services and a decent quality of life for small town residents.
The ability to receive adequate goods and services is paramount for a small town to survive. Disruption of deliveries, product unavailability and service cuts dictated by budget reductions negatively impact the citizens. A cascading effect of closed businesses, foreclosed homes, crumbling infrastructure and unemployed residents would occur leading to a point where administrators and elected officials may have no alternative but to disincorporation and close the doors for vital services to the residents.
State Budget Deficit and Local Tax Increases
Only 3 percent of county residents identify the state budget deficit as the most important issue facing Los Angeles County. Nevertheless, 92 percent of county residents say they are very concerned (71%) or somewhat concerned (21%) that the state budget deficit will cause severe cuts in areas such as city and county government and local schools. This concern is shared across the county’s major areas and racial/ethnic groups. Women tend to be more concerned than men that the deficit will cause severe cuts in local services: 77% are very concerned, compared to 64% of men. Majorities in all partisan groups are concerned about potential cuts. However, Democrats (78%) are more likely than independents (68%) and Republicans (66%) to be very concerned.
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Los Angeles County residents are willing to raise certain new taxes to fund some local services in light of the large state budget deficit. For example, 64 percent of county residents favor new taxes on alcoholic beverages and cigarettes in order to fund county-level public health and medical emergency services. However, there are large partisan differences: 69 percent of Democrats, 60 percent of independents, and 52 percent of Republicans support new alcohol and cigarette taxes. Women (69%) are much more likely than men (60%) and those under age 35 (68%) are more likely than those ages 55 and older (57%), to favor these so-called “sin taxes.” Some six in 10 residents in each of the four geographic areas would support this tax increase to fund county-level services.
Public Policy Institute of California; Special Survey of Los Angeles in collaboration with the University of Southern California; Mark Baldassare, Research Director & Survey Director
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Civil Unrest Civil Unrest was rated as a moderate risk priority by the City of Walnut and Mt. San Antonio Community College District.
Profile
Civil disturbances can occur almost anywhere. However, the most significant ones in California have historically taken place in large urban centers. Deaths and injuries occurred to individuals who were in or around the disturbances while they were happening. Damage was caused by thrown objects, fires, and looting. Educational facilities are thought to be especially vulnerable because of the nature of openness and the student populations it serves.
History of Civil Unrest in Los Angeles County
Recent protests in communities across the country reflect frustration, anger, and disbelief over the deaths of Michael Brown and Eric Garner, two African Americans who have been killed by white police officers, and the officers’ cases that have ended without indictment. The protests, which have taken many forms, boil down to the issue of race and racism, and the conditions that allow for an unarmed black man to seemingly pose enough of a threat to a white police officer that the latter can kill with impunity.
In 1992, the acquittal of four police officers accused of beating Rodney King was the match that ignited a city, setting off a wave of violence that left 53 dead, thousands injured and hundreds of businesses destroyed.
There was a lot of accumulated tinder to burn. Los Angeles was struggling with a faltering and de- industrialized economy that left too many without good jobs, a wave of demographic transition that caused ethnic and generational tensions, and a widening gap between rich and poor that was just beginning to emerge into public view — a bit like the U.S. today.
In the ensuing years, one South L.A. organization brought together residents to prevent the rebuilding of more than 150 nuisance liquor stores that had been magnets for crime. A joint labor-community effort emerged to fight for a living wage and then "community benefits agreements," in which private developers promised and delivered good jobs for locals. Other groups worked to expand bus service, and still others motivated and mobilized new and occasional voters.
Top-down approaches were complemented by bottom-up strategies. The Christopher Commission and federal police oversight were positive engines of official change, and they were matched with grass- roots pressure that has fundamentally transformed the Los Angeles Police Department. In 2005, Los Angeles elected an avowedly progressive mayor, Antonio Villaraigosa, who has worked with community groups to clean up the ports, expand public transportation and take on a failing school system.
Discussion
Civil disorder - as a means to enact change - has a long history in the United States, and arguably played a key role in forming the nation’s identity. Colonial protests against British rule such as the Boston Tea Party or the tarring and feathering of Loyalists could be termed riots, or acts of public
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City of Walnut/Mt San Antonio Community College District (Version 2.0) Hazard Mitigation Plan violence leading to casualties and/or property damage. Protests in Ferguson, New York, and around the country reflect a pattern of protest and rioting that emerged in the last century when a clash between a minority citizen and a white authority figure triggers unrest and inspires action from those who identify with and condemn the harsh treatment of their fellow citizen.
During the twentieth century a common thread linked many of the nation’s most violent racially- motivated riots. Major social upheavals – primarily war and economic depression – helped trigger events in which whites perpetrated violence against blacks. New conditions in the World War I era – black migration to northern cities and black military experience abroad – had changed social parameters and set the tone for inter-racial strife. In the summer of 1919 alone there were 26 race riots across the country, but these were bookended by deadly riots in East St. Louis in 1917 – when more than 50 people died – and in Tulsa in 1921 – a particularly gruesome event that caused the deaths of close to 100 blacks and 50 whites.
During World War II, thousands of white servicemen and some Angelenos attacked Mexican-American youth living in Los Angeles. For ten days these groups battled it out in what was known as the Zoot Suit Riots (because whites often stripped the Mexican-Americans of their signature suits deemed unacceptably baggy during wartime cloth rations). Wartime anxieties brought to a head the fears, distrust, and misunderstanding that too often brewed among America’s ethnic and racial groups, groups that have long been divided at school, at work, in the neighborhood, and in leisure-time pursuits. But war also brought colored men into positions of authority as servicemen that altered the social hierarchy; some whites sought to suppress such advancement.
Widespread discrimination continued to drive civil protest after World War II. Minority servicemen returned home from a war against racist Nazis only to be met by continued prejudice. This experience prompted the Civil Rights Movement that brought important legal victories – the Civil Rights and Voting Rights Acts – but also resistance from some whites. The 1963 KKK bombing of an African-American Baptist church in Birmingham, the passage of Prop 14 in California to repeal a fair housing act, as well as many other such reactions, revealed a further entrenchment of prejudice that spurred some blacks to reject the non-violent approach of Martin Luther King, Jr. The Watts Riots of 1965, sparked by the arrest of a black driver by a white police officer, revealed a deep and complex set of issues in the black L.A. neighborhood, problems that echoed in urban areas across the country.
Residents of Watts reacted against economic and social discrimination; a state commission convened in the wake of the uprising determined that these residents suffered from inadequate health and social services, employment, education, housing, and transportation. Strikingly, these shortcomings all existed during the state’s phenomenal post-war economic expansion. The state called for improvements along these lines, but the L.A. Riots of 1992, during the state’s post-Cold War recession, exposed just how little progress had been made. In fact, a later report revealed that opportunities in education and housing for minorities had actually deteriorated in the region since 1965. Throughout the United States, deindustrialization and the growth of middle-class suburbs further isolated urban minorities from social and economic opportunities; a war on drugs increased incarceration rates and conflict between black communities and police; and the urban rebellions of the late 1960s, in turn, led to increased middle-class and business flight out of city centers.
Racial discrimination is complex; it stems not only from socio-economic factors and a history of oppression, but from biases portrayed in popular culture and media. In 1968 the Kerner Commission’s federal investigation and report argued that the nation was “moving toward two societies, one black, and one white – separate and unequal.” Cases like Brown’s and Garner’s, and disproportionate minority incarceration rates, reveal that in the twenty-first century President Barack Obama presides
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Today’s protests are not only in response to the flash points in Ferguson and New York, but also to the underlying issues that include record levels and growing concentration of poverty, a growing wealth gap between rich and poor, the recent recession hitting hardest against non-white communities, and disturbing levels of de facto segregation of schools and neighborhoods: indicators of persistent discrimination.
Civil Unrest in Los Angeles County of 1992
Deaths and Injuries
Law enforcement officials indicate that between 44 to 52 deaths were directly related to the riots. Those killed included African Americans, Latinos, Asians and whites. Over three-fourths of the shooting victims were shot by someone other than the police or National Guard. By comparison, during the riots of 1965 in Watts, three-fourths of the shooting deaths (23 of the 31) were from police and soldier gunfire. As of June 2. 1992, law enforcement officials had made arrests in connection with nine of the deaths in the SCIA disorder. The riots also resulted in 248 critical and 2,077 noncritical injuries.
Property Damage
The County of Los Angeles estimates that the riots resulted in $735 million in property damage in incorporated and unincorporated areas. It estimates that 1,573 buildings were damaged, of which 613 were completely destroyed. The damage occurred in the following communities. (Data from Los Angeles County Chief Administrative Officer, June 3, 1992.)
Arrests
Of the persons arrested in the riots, approximately 40 percent had prior criminal records, and 30 percent were on probation or parole for criminal convictions. Of the 9,000 arrests, 5,800 were on felony charges and 4,200 were for misdemeanors. The majority of misdemeanor charges were for curfew violations.
Law enforcement agencies arrested people at unprecedented rates during the riots. Furthermore, many law enforcement officials were not able to take the time from riot patrol to process arrest reports. These factors lengthened holding times for suspects before they were formally arraigned.
Prior to the riots, state law required the judicial system to provide persons arrested for felonies with arraignment hearings before a judge within two working days. Senate Bill 11 17 (Roberti) allowed judges, between May 5 and June 1, 1992, to extend the deadline for arraignment hearings from two to 10 days. SB 1117 allowed for these extensions under special circumstances, including times when large numbers of people are arrested. State Supreme Court Chief Justice Lucas on May 5, 1992, extended the two-day deadline for arraignment hearings to 10 days, as provided in SB 1117. Jail populations increased by 26,000 after the Los Angeles riots.
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Vulnerability
Two decades since those verdicts resulted in what are commonly known as the L.A. Riots, misconceptions linger about the nature of the uprising. Getting that history right is essential to understanding why, and how, Los Angeles is moving toward a brighter future.
The most misleading and harmful myth, hardened into apocryphal legend by the sensational images broadcast around the world, is that those six days in 1992 were best defined as a racialized conflict between African-Americans and Koreans.
The undeniable reality of it is that poverty and economic distress -- not race -- were the primary factors in the upheaval. Indeed, we are determined to see that history records the unrest for the "rainbow uprising" it was: a multiracial affair that involved Whites, African Americans, Latinos and Koreans in the violence, but more importantly, also in the subsequent drive to responsibly rebuild our communities.
Whatever role race relations did play in the uprising, twenty years of hard work have put them on a steady march away from the city's troubled history. According to a poll by the Center for the Study of Los Angeles, the percentage of Angelinos who consider race relations good has swelled from 34 percent in 1997 to 68 percent today.
This new era is attributed in no small part to the fact that several multiracial organizations committed to social justice -- Community Coalition, Strategic Concepts in Organizing Policy Education (SCOPE), Strategic Actions for a Just Economy (SAJE), Labor Strategy Community Center and L.A. Alliance for a New Economy (LAANE), Community Build among them -- began or grew in their capacity and professionalism directly after the 1992 unrest. Their increased access to resources resulted in successful campaigns that impacted land use policy, living wages, community benefit agreements, jobs and economic development in South Los Angeles.
While this change didn't come quickly, demographic shifts and relationship-building efforts are what actually delivered truth to power, and allowed people to make grassroots-level changes that transformed communities.
Historically, schools and college campuses have been origins of the beginnings of civil unrest. Civil unrest frequently erupt during demonstrations. Everything from lack of jobs, perceived government brutality (police incidents), racial strife, rising prices, etc. are causes for activists and demonstrations. School and College administrations are responsible for the safety and well-being of their students and staffs.
Gangs in Los Angeles County
Comparatively, the City of Walnut and Mt San Antonio College are relatively free of gang activity; however, there have been instances where gangs have influenced activities around school grounds and college campuses. Asian gang activity has become more pronounced over recent times in Mt. San Antonia CCF facilities.
There are 88 incorporated cities and dozens of other unincorporated places in Los Angeles County (LAC). In doing this research on the proliferation of gangs within Los Angeles, each of these places is or has been affected by some kind of gang activity.
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Gang Legislation
Since the 1980s many states have adopted legislation and laws specifically drafted to combat street gangs and to make it easier to prosecute their offenses. California has led the nation in laws written to prosecute gangs, but many US states have their own laws. This section will focus on California, City of Los Angeles, and the County of Los Angeles' laws related to gang activity.
CALIFORNIA
California 186.20, also known as the "California Street Terrorism Enforcement and Prevention Act" or STEP Act.
California 186.22(a) California 186.22(b)(c)(d) , gang participation California 186.22(e)(f), gang definitions California 186.22(b)(4) , gang enhancement California 189, Drive-by Shootings; Murder; Carjacking California 190.2(a)(22), Shooting from a Motor Vehicle California 213, Robbery California 246, discharging a weapon from a car. California Code 666.7, sentence enhancement California 12022.55, Shooting from a Motor Vehicle California 12034, Driver's responsibilities
Graffiti Prohibition
County of Los Angeles
Title 13 PUBLIC PEACE, MORALS AND WELFARE Chapter 13.12 GRAFFITI PREVENTION, PROHIBITION AND REMOVAL 13.12.020. Definitions.
13.12.030. Unlawful to apply graffiti -- Prohibition of defacement 13.12.040. Possession of graffiti implements by minors prohibited 13.12.050. Possession of graffiti implements prohibited in designated public places 13.12.060. Limiting access to graffiti implements -- Furnishing to minors prohibited 13.12.060. Limiting access to graffiti implements -- Furnishing to minors prohibited 13.12.070. Display for sale -- Requirements 13.12.090. Graffiti declared public nuisance 13.12.100. Removal of graffiti by perpetrator 13.12.110. Removal provisions 13.12.120. Rewards for information 13.12.130. Penalties and civil liability of parents 13.12.140. Violations--Civil remedies available 13.12.150. Severability
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Low to No Risk Rating The following risks were evaluated and considered to be of LOW to NO RISK to the City of Walnut and Mt San Antonio Community College District:
• EXPLOSION
• TSUNAMI
• VOLCANIC
• SPECIAL EVENTS
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Hazard Mitigation Strategy
Goals & Objectives
The information in the hazard profile and loss estimation information presented in Section 4 was used as a basis for developing mitigation goals and objectives. Mitigation goals are defined as general guidelines explaining what the jurisdiction wants to achieve in terms of hazard and loss prevention. Goal statements are typically long-range, policy-oriented statements representing city/college-wide visions. Objectives are statements that detail how the City’s & College’s goals will be achieved, and typically define strategies or implementation steps to attain identified goals. Other important inputs to the development of City/College-level goals and objectives include performing reviews of existing local plans, policy documents, and regulations for consistency and complementary goals, as well as soliciting input from the public.
Identification and Analysis of Mitigation Actions
Mitigation actions that addressed the goals and objectives developed in the previous step were reviewed, updated, evaluated, and prioritized. These actions form the core of the mitigation plan. The City & College updated the capabilities assessment by reviewing existing local plans, policies, and regulations for any other capabilities relevant to hazard mitigation planning. The analysis of their capability to carry out these implementation measures with an eye toward hazard and loss prevention was updated. The capabilities assessment required an inventory of the City’s and College’s legal, administrative, fiscal and technical capacities to support hazard mitigation planning. After completion of the update of the capabilities assessment, mitigation strategies were updated, evaluated and prioritized. The social, technical, administrative, political, legal, economic, and environmental opportunities and constraints of implementing a particular mitigation action were considered. This step resulted in an updated list of acceptable and realistic actions that address the hazards identified.
Updated Long Term Goals, Objectives & Actions
Listed below are the Planning Jurisdiction long-term hazard mitigation goals, objectives and related actions. For each goal, one or more objectives were identified that provide strategies to attain that goal. Where appropriate, the Planning Jurisdictions have identified a range of specific actions to achieve the long-term objective and actions.
In addition, Planning Jurisdiction representatives met with consultant staff and Departments to discuss these hazard-related goals, objectives and actions as they related to the overall Plan.
Representatives of numerous Planning Jurisdictions’ departments were involved in the hazard mitigation plan update process as well. Those departments are listed in the minutes of the meetings.
Long-Term Goals, Objectives & Actions
The Planning Jurisdictions have jointly developed the following Long Term Goals for their Hazard Mitigation Plan Update.
Goal 1. Promote Disaster-resistant future development.
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Goal 2. Increase public understanding and support for effective hazard mitigation.
Goal 3. Build and support local support and commitment to become less vulnerable to hazards.
Goal 4. Enhance hazard mitigation coordination and communication with federal, state, local
Goal 5. Reduce the possibility of damage and losses to existing assets, particularly people, critical facilities/infrastructure, and Planning Jurisdiction owned facilities from the following high risks:
• Earthquake • Severe Weather/Flood/Winds/Drought/Landslide • Utility Loss • Wild Land/Urban Interface Fires • Data/Telecommunications Loss or Disruption • Water Service & Waste Water Loss or Disruption
Long Term Objectives and Actions
The Planning Jurisdictions updated the following broad list of objectives and actions to assist in the implementation of each of their identified goals. As well, the Planning Jurisdictions updated the objectives that assist in achieving their hazard mitigation goals. For each of objective, specific actions were updated that assist in their implementation. A discussion of the prioritization and implementation of the action item follows:
Objective 1: Facilitate the development or updating of general plans and zoning ordinances to limit development in hazard areas.
Action 1. Update General Plan every 10 years.
Action.2 Attract and retain qualified, professional and experienced staff.
Action 3 Identify high hazard areas.
Objective 1.B: Facilitate the adoption of building codes that protect existing assets and restrict new development in hazard areas.
Action 4 Review Codes every 3 years.
Action 5 Establish emergency review procedures for codes.
Objective 2: Facilitate consistent enforcement of general plans, zoning ordinances, and building codes.
Objective 3: Limit future development in hazardous areas
Action 6 Development should be in harmony with existing topography.
Action 7 Development patterns should respect environmental characteristics.
Action 8 Development should be limited in areas of known geologic hazards.
Action 9 Development in floodplains shall be limited to protect lives and property.
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Objective 4: Address identified data limitations regarding the lack of information about new development and build-out potential in hazard areas.
Objective5: Increase public understanding, support and demand for hazard mitigation for new developments.
Action 10 Gain public acceptance for avoidance policies in high hazard areas.
Prioritization & Implementation of Action Items
Once the comprehensive list of Planning Jurisdictions’ goals, objectives, and action items listed above was developed, the proposed mitigation actions were re-prioritized by the Planning Committee. This step resulted in an upfsyrf list of acceptable and realistic long-term actions that address the hazards identified by the Planning Jurisdictions.
The Disaster Mitigation Action of 2000 (at 44 CFR Parts 201 and 206) requires an update of the action plan that not only includes reviewed prioritized actions but one that includes a re-evaluation of the information on for how the prioritized actions are implemented. Implementation consists of identifying who is responsible for which action, what kind of funding mechanisms and other resources are available or will be pursued, and when the action will be completed.
Updated Specific Goals & Objectives
Listed below are the specific hazard mitigation goals and related objectives and actions for the City of Walnut and Mt San Antonio CCD. For each goal, one or more action items have been identified that provide strategies to attain the goal. Where appropriate, the Jurisdictions have identified a range of specific actions to achieve the objective.
The goals and actions were reviewed and updated by considering (a) the risk assessment findings, (b) localized hazard identification and loss/exposure estimates, and (c) an analysis of the jurisdictions’ current Capabilities Assessment. These goals and actions were updated and represent a vision of long-term hazard reduction or enhancement of capabilities.
In addition, Jurisdictional representatives met with the consultant staff and Jurisdictions Departments to specifically discuss these hazard-related goals and actions as they relate to the overall Plan. Those Departments are listed specifically on the minutes of the meetings.
Specific Goal 1: Increase public understanding and support for effective hazard mitigation.
Objective 1: Continue educating the public to increase awareness of hazards and opportunities for mitigation actions.
Action 1 Publicize and encourage the adoption of appropriate hazard mitigation actions.
Action 2 Provide information to the public on the Planning Jurisdictions website.
Action 3 Gain public acceptance for avoidance policies in high hazard areas.
Specific Goal 2: Increase public understanding and support for effective hazard mitigation.
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Objective 1: Educate the public to increase awareness of hazards and opportunities for mitigation actions.
Action 1 Publicize and encourage the adoption of appropriate hazard mitigation actions.
Action 2 Provide information to the public on the Planning Jurisdictions website.
Action 3 Gain public acceptance for avoidance policies in high hazard areas.
Specific Goal 3: Enhance hazard mitigation coordination and communication with federal, state, County and local regional jurisdictions.
Objective 1 Establish and maintain closer working relationships with state agencies, county departments and local regional jurisdictions.
Action 1 Maintain multi-jurisdictional/multi-functional training and exercises to enhance hazard mitigation.
Objective 2 Encourage other organizations to incorporate hazard mitigation activities.
Action 2 Leverage resources and expertise that will further hazard mitigation efforts.
Action 3 Update the Planning Jurisdictions multi-hazard mitigation plan on a regular basis.
Action 4 Update and maintain lasting partnerships through existing Planning Jurisdictions’ organization
Action 5 Maintain coordination, communication and cooperation with the State in administering recovery programs.
Action 6 Continue to exchange resources and work with local and regional partners.
Specific Goal 4: Reduce the possibility of damage and losses to existing assets, including people, critical facilities/infrastructure, and public facilities due to earthquakes.
Objective 1: Review and update the comprehensive approach to reducing the possibility of damage and losses due to earthquakes.
Action 1 Maintain Building Codes to reflect current earthquake standards.
Action 2 Continue to encourage and participate in community awareness meetings.
Action 3 Continue to distribute printed publications to the communities concerning hazards.
Objective 2: Protect existing assets with the highest relative vulnerability to the effects of earthquakes.
Action 4 Review existing and identify new hazard-prone structures as feasible
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Action 5 Encourage and continue the study ground motion, landslide, and liquefaction.
Objective3: Continue supporting existing efforts to mitigate earthquake hazards.
Action 6 Review and identify new projects for pre-disaster mitigation funding.
Action 7 Maintain an ongoing public seismic risk assessment program.
Action 8 Collaborate with Federal, State, universities and local agencies’ mapping efforts.
Objective 4: Re-address identified data limitations regarding the lack of information about the relative vulnerability of assets from earthquakes.
Action 9 Assess Planning Jurisdictions’ utility infrastructure with regard to earthquake risk, including public and private utilities.
Action 10 Continue encouraging the public to prepare and maintain a 3-day preparedness kit for home and work for all hazards.
Specific Goal 9: Reduce the possibility of damage and losses to existing assets, including people, critical facilities/infrastructure, and public facilities due to severe weather.
Objective 1: Update the comprehensive approach to reducing the possibility of damage and losses due to severe weather.
Objective 2: Protect existing assets with the highest relative vulnerability to the effects of severe weather.
Action 1 Update storm water system plans and improve storm water facilities in high- risk areas.
Action 2 Ensure adequate evacuation time in case of major hazard event.
Action 3 Improve hazard warning and response planning.
Action 4 Seek pre-disaster mitigation funding.
Action 5 Maintain, develop and implement hazard awareness program.
Project Prioritization Discussion
Once the specific list of City of Walnut, and Mt. San Antonio CCD goals listed above were updated, the proposed mitigation actions items were prioritized by the Hazard Mitigation Planning Committee. This step produced a list of acceptable and realistic specific actions that address the hazards identified within the jurisdictions.
The Disaster Mitigation Action of 2000 (at 44 CFR Parts 201 and 206) requires the update of the action plan that not only includes prioritized actions but one also information on how the prioritized actions will be implemented.
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Implementation of Action Items
Implementation consists of identifying who is responsible for which action, what kind of funding mechanisms and other resources are available or will be pursued, and when the action will be completed.
The prioritized mitigation action items as well as an implementation strategy for each are:
Action Item #1: .Review and update plans that would include coordination with cities, special districts and county departments.
• Coordinating Individual/Organizations: City of Walnut, and Mt. San Antonia CCD
• Potential Funding Source: General Funds/ State and Federal Grants
Action Item #2: Support and coordinate with Los Angeles County Fire Department every three years.
• Coordinating Individual/Organization: Department of Planning and Urban Development
• Potential Funding Source: General Funds/Federal or State Grants.
• Implementation Timeline: 1 - 3 years
Action Item #3: Promote cooperative vegetation management programs that incorporate hazard mitigation.
• Coordinating Individual/Organization: County Fire and DPW / Watershed Management, Mt Sac CCD Facilities Department
• Potential Funding Source: General Funds/Federal or State grants
• Implementation Timeline: 1 - 3 years
Action Item #4: Publicize and encourage the adoption of appropriate hazard mitigation actions.
• Coordinating Individual/Organization: City of Walnut and Mt San Antonio CCD Hazard Mitigation Planning Committee
• Potential Funding Source: General Funds/Federal or State grants.
• Implementation Timeline: 1 - 3 years
Action Item #5: Update Building Codes to reflect current earthquake standards.
• Coordinating Individual/Organization: City Department of Planning, College Facilities Department
• Potential Funding Source: General Funds/Federal or State Grants.
• Implementation Timeline: 2 - 5 years
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Action Item #6: Encourage the public to prepare and maintain a 3-day preparedness kit for home and work.
• Coordinating Individual/Organization: City of Walnut Community Service Department, Mt San Antonio CCD Public Relations
• Potential Funding Source: General Funds/Federal or State grants
• Implementation Timeline: 1 - 3 years
Specific Mitigation Actions
City of Walnut Specific Actions
Program/Project Earthquake Insurance for retrofitted City Facilities; City Hall, Gymnasium, Senior Center, Cost To be determined Timeline 10 years Department Joint Powers Authority, Risk Management Financing Grants, PGMA Goal Addressed Provide earthquake coverage for City Facilities Related Hazard Earthquake Priority 1
Program/Project Generator for City Facilities Cost $ 60,000.00 Timeline As funds become available Department Public Works Financing Grants, Goal Addressed Provide back-up power to maintain infrastructure operations Related Hazard All-hazards Priority 1
Program/Project Annual Weed Abatement Cost $55,000.00 Timeline Annual Department City of Walnut Public Works, Code Dept. Los Angeles County Fire Department Financing General Fund Goal Addressed Fuel modification. For 850-1000 acres of undeveloped land Related Hazard Wild Land/Urban Interface Fire Priority 1
Program/Project Evacuation Routes Cost $100,000.00 Timeline As funds become available Department City of Walnut Traffic Engineer, Los Angeles County Sheriff’s Dept. Financing General Fund Goal Addressed Establish alternative evacuation routes to minimize gridlock on limited routes: Grand, Valley, Amar, and Lemon Ave Related Hazard All-Hazards Priority 1
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Program/Project Mobile Phones Cost $28, 000.00 annually Timeline Current Department Public Works Financing General Fund Goal Addressed Warning communication Related Hazard All-Hazards Priority 1
Program/Project Mobile Phones Cost $28, 000.00 annually Timeline Current Department Public Works Financing General Fund Goal Addressed Warning communication Related Hazard Data/Telecommunication Loss, All-Hazards Priority 1
Program/Project Cable Channels Cost No cost (part of Cable franchise) Timeline Current Department Charter Communications Financing Grant Goal Addressed Enhance communication back – up systems, Citizen warning system Related Hazard All-Hazards Priority 1
Program/Project Satellite Phones – Cell Phones outside the area – GETS phone Cost $2000.00 annually Timeline As funds become available Department Public Works Financing Grant Goal Addressed Warning communication Related Hazard All-Hazards Priority 1
Program/Project Procurement Program (Credit Cards) Cost $300.00-10,000.00 annually Timeline Current Department Department of Finance Financing General Fund Goal Addressed Procure necessary items in a disaster response Related Hazard All-Hazards, Economic Disruption Priority 1
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Program/Project Upgrade basic Emergency Kits Cost $3,200.00 annually Timeline 6 months Department Risk Management, Emergency Services Financing General Fund Goal Addressed Assistance in disaster response, provide basic first aid to citizens and staff Related Hazard All-Hazards Priority 1
Program/Project Procurement Program Cost $10,000.00 Timeline Annual Department Risk Management, Emergency Services Financing General Fund Goal Addressed Procure necessary items in a disaster response; 72 hours of food, water, Sanitation Portables, equipment for first responders. Related Hazard All-Hazards Priority 1
Program/Project City Wide Camera System for Traffic Improvement Cost $ 1 million Timeline 3 years Department Public Works, Engineering, Emergency Services Financing Grants Goal Addressed Install cameras at 36 intersections to provide the city to evaluate traffic and evacuation routes/ traffic control Related Hazard All-Hazards Priority 1
Program/Project Ongoing: Quarterly Maintenance – silt removal creeks. Cost $5,000 per year Timeline Start 2007, Complete: 2008-2009 Department City Manager Financing Walnut Improvement Agency Goal Addressed Storm Drain: Grand Avenue, Amar, Temple Related Hazard Severe Weather Priority 2
Program/Project Review as part of any future development applicants, Sandbags, Barriers/Retaining walls, Clam Shell Digger Cost Clam Shell Digger - $20,000-30,000 Timeline As funds become available Department Community Development, Los Angeles County Public Works/Emergency Response Financing FEMA Grants, private development Goal Addressed Building barriers, retaining walls, to reduce risk of landslides Related Hazard Severe Weather, Earthquake, Landslides Priority 2
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Program/Project 800mHz dedicated phone system. Cost $ 100,000.00 Timeline 12 months Department Public Works Financing General Fund Goal Addressed Enhance communications back-up systems Related Hazard All Hazards Priority 2
Program/Project Feasibility study of the jet fuel pipeline at Brea Canyon Cost $200,000.00 Timeline As funds become available 2-3 years Department Los Angeles County Fire Department, Contract Service Financing Grants Goal Addressed Identify privately owned jet fuel pipelines and develop a methodology to reduce or eliminate the potential for explosions or incidents Related Hazard Transportation Accidents/Incident Pipelines, explosions Priority 2
Program/Project Five portable solar message boards with battery backup. Cost To be determined Timeline 12 months Department Emergency Services Financing Grant: State/Federal Goal Addressed Evacuation Routes, Communication, Notification sites Related Hazard All Hazards, Data/Telecommunications Loss Priority 2
Program/Project GIS Database Cost $200,000 Timeline 2 years Department Community Development Financing Grant Goal Addressed Create the ability to locate city facilities & critical infrastructure, overlay hazards. Related Hazard All Hazards Priority 2
Program/Project Training Programs, i.e. Table Top Exercises Cost $50,000 Timeline As funds become available 12-24 months Department Community Development Financing Grant Goal Addressed Assist city staff and contract services i.e. Los Angeles County Fire and Sheriff’s Department to work in a cooperative manner in responding to disasters. Related Hazard All Hazards Priority 2
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Program/Project DMA 2000 Plan Maintenance Cost To be determines Timeline annual Department Community Development Financing Grant Goal Addressed Hire a consultant to provide expertise and update Plan. Related Hazard Plan Maintenance for All-Hazard Priority 2
Program/Project Back-up generators for school sites, upgrade Cost $ 800.00 Timeline 18-24 months Department Maintenance and Operations Financing Safety Credits, ASCIP Risk Management Funds Goal Addressed Purchase back-up generators for utility loss at school sites, back-up power for students on life support systems Related Hazard Utility loss Priority 2
Program/Project Siren warning system feasibility study. Cost $100,000 Timeline 36 months Department Emergency Service, Community Service, Community Development Financing Grant Goal Addressed Communications Related Hazard All Hazards Priority 3
Program/Project Equipment: Level B suits, Mark 4 Kits, Masks Cost $ 50,000.00 Timeline As funds become available Department Risk Management Financing General Funds/Grant Goal Addressed Terrorism first response Related Hazard WMD/Terrorism Priority 3
Program/Project Drop Helicopter Cost $ 1 million Timeline As funds become available Department Los Angeles County Fire Department Financing FEMA grants Goal Addressed Fire Mitigation Related Hazard Wild Land/Urban Interface Fires Priority 3
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Mt San Antonio CCD Updated Specific Actions
Program/Project Gas pipe upgrade Cost $75,000 Timeline To be determined Department Mt. San Antonio Community College District Financing To be determined Goal Addressed Replace 800 linear feet 4” PVC gas pipe Related Hazard Explosions, Earthquake Priority 1
Program/Project Campus Main Water Feeder Cost $3,000,000 Timeline To be determined Department Mt. San Antonio Community College District Financing To be determined Goal Addressed Replace campus main line water feed (transite pipe) Related Hazard Utility Loss, Hazardous Materials Priority 1
Program/Project Upgrade electrical transformers and switches Cost $175,000 Timeline To be determined Department Mt. San Antonio Community College District Financing To be determined Goal Addressed Continue to replace transformers and switches to prevent equipment catastrophic failure. Related Hazard Utility Loss Priority 1
Program/Project Construct Emergency Operations Center Cost $2,000,000 Timeline 2013/14 Department Mt. San Antonio Community College District Financing Measure RR Bond Goal Addressed Provide Emergency Operations Center with secure utilities for management of emergency situations. Related Hazard All Emergencies Priority 1
Program/Project East Campus Main Fire Road Access Cost $1,500,000 Timeline After 2016 Department Mt. San Antonio Community College District Financing Future Bond Funding Goal Addressed Improve Fire Road on east side of campus. Related Hazard All Emergencies Priority 1
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Program/Project West Campus Main Fire Road Access Cost $250,000 Timeline After 2016 Department Mt. San Antonio Community College District Financing Future Bond Funding Goal Addressed Improve Fire Road on west side of campus. Related Hazard All Emergencies Priority 1
Program/Project Potable Water Storage Tank Cost $1,500,000 Timeline After 2016 Department Mt. San Antonio Community College District Financing Future Bond Funding Goal Addressed Increase quantity of stored water to continue to provide water to campus for several days. Related Hazard Fire, Earthquake, Utility Loss Priority 1
Program/Project Installation of 1.5 MW Solar Panels Cost $6,500,000 Timeline 2014-2016 Department Mt. San Antonio Community College District Financing Energy Grant Goal Addressed Increase amount of electricity generated by the campus. Related Hazard Utility Loss Priority 1
Program/Project Upgrade water pipe through the farm Cost $ 100,000.00 Timeline To be determined Department Mt. San Antonio Community College District Financing To be determined Goal Addressed Replace 1000 linear feet of 12” trans site water pipe through the farm. Related Hazard Earthquake, Flood, Severe Weather Priority 1
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Capabilities Assessment - City of Walnut
The City of Walnut reviewed and updated its capabilities available for implementing hazard mitigation activities. The Capability Assessment portion of the hazard mitigation plan identifies administrative, technical, legal and fiscal capabilities. This includes a summary of departments and their responsibilities associated to hazard mitigation planning as well as codes, ordinances, and plans already in place associated to hazard mitigation planning. The second part of the Assessment provides fiscal capabilities that may be applicable to providing financial resources to implement identified mitigation action items.
Existing Institutions, Plans, Policies and Ordinances
The following is (1) a summary of existing positions, their responsibilities related to hazard mitigation planning and implementation; and (2) a list of existing planning documents and regulations related to mitigation efforts within the Operational Area. The administrative and technical capabilities of the City of Walnut, as shown in the table below, provides an identification of the staff, personnel, and department resources available to implement the actions identified in the mitigation section of the Plan. Specific resources reviewed include those involving technical personnel such as planners/engineers with knowledge of land development and land management practices, engineers trained in construction practices related to building and infrastructure, planners and engineers with an understanding of natural or human-caused hazards, surveyors, and personnel with GIS skills and scientists familiar with hazards in the community.
Administrative & Technical Capacity
Position Y/N Department/Agency
Planner(s) or engineer(s) with knowledge of land development and Y land management practices Engineer(s) or professional(s) trained in construction practices related to N Contract Necessary Service buildings and/or infrastructure Planners or Engineer(s) with an understanding of natural and/or human- Y caused hazards Floodplain manager N Surveyors N Staff with education or expertise to assess the community’s vulnerability to Y hazards Personnel skilled in GIS and/or HAZUS Y Scientists familiar with the hazards of the community N Emergency manager Y
Grant writers Y
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Regulatory Tools
The legal and regulatory capabilities of the City of Walnut are listed in the table below, which presents the existing ordinances and codes that affect the physical or built environment of the City. Examples of legal and/or regulatory capabilities can include: a City’s building codes, zoning ordinances, subdivision ordnances, special purpose ordinances, growth management ordinances, site plan review, general plans, capital improvement plans, economic development plans, emergency response plans, and real estate disclosure plans.
Regulatory Tools (ordinances, codes, plans) Y/N Comments
Building code Y Zoning ordinance Y Subdivision ordinance or regulations Y Special purpose ordinances (floodplain management, storm water management, hillside or steep slope Y ordinances, wildfire ordinances, hazard setback requirements) Growth management ordinances (also called “smart Y growth” or anti-sprawl programs) Site plan review requirements Y General or comprehensive plan Y A capital improvements plan Y An economic development plan Y An emergency response plan Y A post-disaster recovery plan Y A post-disaster recovery ordinance Y Adopted State Real estate disclosure requirements Y Requirements Habitat Management Plan Y However, the city has Master Drainage, Sewer, Water, & Reclaimed Water N sewer plan. Redevelopment Master Plan Y
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Fiscal Resources
The table below shows specific financial and budgetary tools available to the City of Walnut such as community development block grants; capital improvements project funding; authority to levy taxes for specific purposes; fees for water, sewer, gas, or electric services; impact fees for homebuyers or developers for new development; ability to incur debt through general obligations bonds; and withholding spending in hazard-prone areas.
Financial Resources Y/N Comments
Community Development Block Grants Y Capital improvements project funding Y Authority to levy taxes for specific purposes Y Fees for water, sewer, gas, or electric service N Impact fees for homebuyers or developers for new N developments/homes Incur debt through general obligation bonds N Incur debt through special tax and revenue bonds N Incur debt through private activity bonds N Withhold spending in hazard-prone areas N * Subject to grant from State ** Subject to voter approval
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City of Walnut Identified Mitigation Constraints
The City of Walnut reviewed each of the constraints identified in the previous edition of this Plan. The review indicated that the constraints to Hazard Mitigation Projects remain the same.
The City of Walnut contracts for services from:
• Los Angeles County Fire Department • Los Angeles County Sheriff’s Department • Los Angeles County Department of Public Works • Los Angeles County Animal Control
Therefore, the staffing and ability to mitigate hazards are limited and are under the constraints of service provided by the above agencies.
The City of Walnut borders jurisdictions with Industrial Hazardous Materials, Wild Land Urban Interface fire potential, railways, and transportation routes, which represent hazards to the City of Walnut. The Wild Land/Urban Interface risk potential comes from land located in Los Angeles County, West Covina, City of Industry and the City of Pomona. The committee asked for recommendations from the Los Angeles County Fire Department, West Covina, City of Industry and the City of Pomona. The response from Los Angeles County Fire Department is located on pages 55 & 56 of this plan. The City of Industry did not respond or participate in this plan. The City of West Covina and Pomona has completed a DMA 2000 Plan, please reference their plan for migitation strategies.
The same dangers exist for Walnut Valley Unified School District and Mount San Antonio College. These jurisdictions support and encourage mitigation strategies that reduce the multi-hazard risk exposure to them.
The City of Walnut is located in a Flood D zone. The City’s included flooding as a high priority due to secondary effects of severe storms and earthquake. The direct impact of flooding is low reflected by the Flood D zone rating.
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Capabilities Assessment - Mt. San Antonio Community College
The Mt San Antonio Community College District identified current capabilities available for implementing hazard mitigation activities. The Capability Assessment portion of the hazard mitigation plan identifies administrative, technical, legal and fiscal capabilities. This includes a summary of departments and their responsibilities associated to hazard mitigation planning as well as codes, ordinances, and plans already in place associated to hazard mitigation planning. The second part of the Assessment provides fiscal capabilities that may be applicable to providing financial resources to implement identified mitigation action items.
Existing Institutions, Plans, Policies and Ordinances
The following is (1) a summary of existing positions their responsibilities related to hazard mitigation planning and implementation; and (2) a list of existing planning documents and regulations related to mitigation efforts within the jurisdictional area. The administrative and technical capabilities of each Mt San Antonio CCD, as shown in the table below, provides an identification of the staff, personnel, and department resources available to implement the actions identified in the mitigation section of the Plan. Specific resources reviewed include those involving technical personnel such as planners/engineers with knowledge of land development and land management practices, engineers trained in construction practices related to building and infrastructure, planners with an understanding of natural or human- caused hazards, surveyors, and personnel with GIS skills and scientists familiar with hazards in the community.
Administrative & Technical Capacity
Position Y/N Department/Agency
Planner(s) or engineer(s) with knowledge of land development and land management practices N
Engineer(s) or professional(s) trained in construction practices related to buildings and/or infrastructure N
Planners or Engineer(s) with an understanding of natural and/or Facilities Management human-caused hazards Y
Floodplain manager N Surveyors N
Staff with education or expertise to assess the community’s Facilities Management vulnerability to hazards Y
Personnel skilled in GIS and/or HAZUS Y Technology and Health Division Scientists familiar with the hazards of the community Y Instruction Services Emergency manager Y Administrative Services
Grant writers Y Institutional Advancement
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Regulatory Tools
The legal and regulatory capabilities of Mt. San Antonia CCD listed in the table below represents the existing ordinances and codes that affect the physical or built environment of this college. Since the District must follow local building, zoning and land use codes, several of the categories are not applicable.
Regulatory Tools (ordinances, codes, plans) Y/N Comments
Building code N/A Zoning ordinance N/A Subdivision ordinance or regulations N/A Special purpose ordinances (floodplain management, storm water management, hillside or steep slope N/A ordinances, wildfire ordinances, hazard setback requirements) Growth management ordinances (also called “smart N/A growth” or anti-sprawl programs) Site plan review requirements N/A General or comprehensive plan Y A capital improvements plan Y An economic development plan Y An emergency response plan Y A post-disaster recovery plan Y A post-disaster recovery ordinance N/A Real estate disclosure requirements N/A Habitat Management Plan N/A Master Drainage, Sewer, Water, & Reclaimed Water N/A Redevelopment Master Plan N/A
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Fiscal Resources
The table below shows specific financial and budgetary tools available to Mt San Antonio CCD such as community development block grants; capital improvements project funding; authority to levy taxes for specific purposes; fees for water, sewer, gas, or electric services; impact fees for homebuyers or developers for new development; ability to incur debt through general obligations bonds; and withholding spending in hazard-prone areas.
Financial Resources Y/N Comments
Community Development Block Grants N Capital improvements project funding Y Authority to levy taxes for specific purposes N Fees for water, sewer, gas, or electric service N Impact fees for homebuyers or developers for new N developments/homes Incur debt through general obligation bonds N Incur debt through special tax and revenue bonds Y Incur debt through private activity bonds N Withhold spending in hazard-prone areas Y * Subject to grant from State ** Subject to voter approval
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Capital Expenditures Plans
City of Walnut Capital Expenditures Plan
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Mt San Antonio CCD Capital Expenditures Plan
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Budgets
City of Walnut Budget
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Mt San Antonio CCD Budget
2012-13 Unrestricted General Fund Adopted Budget
Other State Property Enrollment Nonresident Federal Revenues Local Lottery Total Apportionment Taxes Fees Tuition Funds Income
Amount $99,085,924 17,854,370 4,130,277 7,443,324 3,591,924 3,000,000 420,000 $135,525,819
Percent 73.1% 13.2% 3.0% 5.5% 2.7% 2.2% 0.3% 100.00%
Academic Classified Employee Supplies Services Capital Other Total Expenditures Salaries Salaries Benefits Outlay Outgo
Amount $67,082,342 32,833,240 23,019,399 2,905,414 14,395,342 1,702,822 547,874 $142,486,433
Percent 47.1% 23.0% 16.2% 2.0% 10.1% 1.2% 0.4% 100.00%
Benefit-Cost Analysis
Benefit-cost review (BCR) is an abbreviated quantitative method of comparing the projected benefits to projected costs of a project or policy. It is used as a measure of cost effectiveness. A modified process called “STAPLEE” will be used to methodically review the benefit as opposed to the cost of each strategy and action listed where that information was attainable. The STAPLEE process considers the following:
Community Effect on Segment of Population SOCIAL Acceptance Technical Long-term Solution Secondary Impacts TECHNICAL Feasibility ADMINISTRATIVE Staffing Funding Allocated Maintenance/Operations POLITICAL Political Support Local Champion Public Support LEGAL State Authority Existing Local Authority Potential Legal Challenge Benefit of Cost of Contributes to Economic Outside Funding ECONOMIC Action Action Goals Required Consistent with Effect on Effect on Consistent Effects on Community Endangered HAZMAT / with Federal ENVIRONMENTAL Land/Water Environmental Species Waste Sites Laws Goals Because projects are planned for 1-3+ years in the future, the City of Walnut and Mt San Antonio CCD decided that it would not be efficient to do full-blown benefit-cost review software process at this stage. BCRs using the STAPLEE process will be conducted when funding is earmarked and scheduling is firm for mitigation projects.
The action plan must be prioritized according to a benefit/cost analysis of the proposed projects and their associated costs (44 CFR, Section 201.6(c)(3)(iii)). The benefits of proposed projects were weighed against estimated costs as part of the project prioritization process. The benefit/cost review
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Cost ratings were defined as follows:
High—Existing funding will not cover the cost of the project; implementation would require new revenue through an alternative source (for example, bonds, grants, and fee increases).
Medium—The project could be implemented with existing funding but would require a reapportionment of the budget or a budget amendment, or the cost of the project would have to be spread over multiple years.
Low—The project could be funded under the existing budget. The project is part of or can be part of an ongoing existing program.
Benefit ratings were defined as follows:
High—Project will provide an immediate reduction of risk exposure for life and property.
Medium—Project will have a long-term impact on the reduction of risk exposure for life and property, or project will provide an immediate reduction in the risk exposure for property.
Low—Long-term benefits of the project are difficult to quantify in the short term. Using this approach, projects with positive benefit versus cost ratios (such as high over high, high over medium, medium over low, etc.) are considered cost-beneficial and are prioritized accordingly.
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Plan Implementation
The effectiveness of the hazard mitigation plan depends on its implementation and incorporation of its action items into the jurisdictions’ existing plans, policies and programs. Together, the action items in the plan provide a framework for activities that the City of Walnut and Mt San Antonio CCD can implement over the next 5 years. The planning team has established goals and objectives and have prioritized mitigation actions that will be implemented through existing plans, policies, and programs.
The information on hazard, risk, vulnerability, and mitigation contained in this plan is based on the best science and technology available at the time this plan was prepared. The City of Walnut General Plan and the Mt San Antonio CCD Master and Strategic Plans are considered to be integral parts of this plan. The City of Walnut and Mt San Antonio CCD, through adoption of these plans, has prepared for the impact of natural hazards. The plan update process provided the City and College with the opportunity to review and expand on policies contained within these planning mechanisms. The planning team used their general, strategic and master plans as well as this hazard mitigation plan as complementary documents that work together to achieve the goal of reducing risk exposure to the citizens of the City of Walnut and Mt San Antonio CCD. An update to a comprehensive plan may trigger an update to this hazard mitigation plan.
All planning partners are committed to creating a linkage between the hazard mitigation plan and their individual comprehensive plans by identifying a mitigation initiative as such and giving that initiative a high priority. Other planning processes and programs to be coordinated with the recommendations of the hazard mitigation plan include the following:
• Emergency response plans • Capital improvement programs • Municipal and Institutional codes • Community design guidelines • Water-efficient landscape design guidelines • Storm water management programs • Water system vulnerability assessments • Master fire protection plans.
Some action items do not need to be implemented through regulation. Instead, these items can be implemented through the creation of new educational programs, continued interagency coordination, or improved public participation. As information becomes available from other planning mechanisms that can enhance this plan, that information will be incorporated via the update process.
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Plan Maintenance This section of the Plan describes the formal process that ensures that the Plan remains an active and relevant document. The plan maintenance process includes a schedule for monitoring and evaluating the Plan annually and producing a plan revision every five years. It also describes how the City of Walnut and Mt. San Antonio Community College District integrate public participation throughout the plan maintenance process. Finally, this section includes an explanation of how jurisdictions incorporate the mitigation strategies outlined in this plan into existing planning mechanisms such as General Plans, Strategic Plans, Master Plans, Capital Improvement Plans, and Building Codes.
Monitoring, Evaluating & Updating
The Hazard Mitigation Planning Committee participants are responsible for monitoring the plan annually for updates to goals, objectives, and action items. If needed, these participants will integrate these updates into the Plan. The City of Walnut and Mt. San Antonio CCD are responsible for monitoring the overall Plan for updates on an annual basis.
Plan Evaluation
1. The Plan is evaluated by the jurisdictions at least every two years to determine the effectiveness of programs, and to reflect changes in land development or programs that may affect mitigation priorities.
2. The Plan is re-evaluated by the Hazard Mitigation Planning Committee leads (or their select representatives) based upon the initial STAPPLEE criteria used to draft goals, objectives, and action items.
3. The Hazard Mitigation Planning Committee also review the goals and action items to determine their relevance to changing situations in their jurisdictions, as well as changes in State or Federal regulations and policy.
4. The Hazard Mitigation Planning Committee review the risk assessment portion of the Plan to determine if this information should be updated or modified, given any available new data.
5. The coordinating organizations responsible for the various action items report on the status of their projects, the success of various implementation processes, difficulties encountered, success of coordination efforts, and which strategies should be revised.
6. Any updates or changes necessary are forwarded to the Hazard Mitigation Planning Committee for inclusion in further updates to the Plan. The Hazard Mitigation Steering Committee and each Departmental Representivel meet annually to discuss the status of the Plan.
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Plan Updates
The Hazard Mitigation Planning Committee is the responsible organization to handle updates to the Plan. Participants are responsible to provide the committee with departmental-level updates to the Plan when/if necessary as described above. Every five years the updated plan will be submitted to State OES and FEMA for review.
This section of the Plan describes the formal process that will ensure that the Plan remains an active and relevant document. The plan maintenance process includes a schedule for monitoring and evaluating the Plan annually and producing a plan revision every five years.
The Planning Jurisdictions are responsible for monitoring the plan annually for updates to jurisdictional goals, objectives, and action items. If needed, these participants coordinate through the Planning Hazard Mitigation Steering Committee to integrate these updates into the Plan. The Chairman of the Planning Hazard Mitigation Steering Committee will be responsible for monitoring the overall Plan for updates on an annual basis. The Chairman will reconvene the Steering Committee as needed to make these updates.
The Plan is evaluated by The City of Walnut and Mt. San Antonio CCD at least every two years to determine the effectiveness of programs, and to reflect changes in land development or programs that may affect mitigation priorities. The Plan is also re-evaluated by Planning Jurisdiction leads or their select jurisdictional representative based upon the initial Plan criteria used to draft goals, objectives, and action items for this Plan. Action items are reviewed to determine their relevance to changing situations in the Planning Jurisdictions, as well as changes in State or Federal regulations and policy Planning Jurisdiction Team Members will conduct an assessment of each portion of the Plan to determine if this information should be updated or modified, given any new available data.
The Planning Jurisdictions lead team members are the group responsible for updates to the Plan. All Planning Jurisdiction participants are responsible to provide the Steering Committee Chairperson with jurisdictional-level updates to the Plan when/if necessary as described above. Every five years the updated plan will be submitted to the State of California and FEMA for review.
The Planning Jurisdictions has the opportunity to implement recommended action items through existing programs and procedures that are deemed appropriate. Upon adoption of the Plan, the multi- jurisdictional participants can use the Plan as a baseline of information on the natural hazards that impact the region.
Continued Public Involvement
The Hazard Mitigation Steering Committee is dedicated to involving the public directly in reviews and updates of the Plan.
A representative from each participating jurisdiction is responsible for monitoring, evaluating, and updating the Plan as described above. During all phases of plan maintenance, the public will have the opportunity to provide feedback.
A copy of the Plan is publicized and available for review on the City of Walnut and Mt San Antonio CCD websites. In addition, copies of the plan are catalogued and kept at all of the appropriate participants in the Planning Jurisdictions. The existence and location of these copies is also posted on the
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Jurisdiction’s websites. The sites contain contact information for Planning Jurisdictions to which people can direct their comments and concerns.
All public feedback is forwarded to the Hazard Mitigation Planning Committee for review and incorporation (if deemed appropriate).
A press release requesting public comments is issued after each evaluation or when deemed necessary by the Planning Jurisdictions. The press release directs people to the website or appropriate local agency location where the public can review proposed updated versions of the Plan. This provides the public an outlet for which they can express their concerns, opinions, or ideas about any updates/changes that are proposed to the Plan. The lead Planning Jurisdiction Team members assure the resources are available to publicize the press releases and maintain public involvement through public access channels, web pages, and newspapers as deemed appropriate.
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Glossary of Acronyms
ARC American Red Cross
BFE Base Flood Elevation (100 yr.) BIA Bureau of Indian Affairs BICEP Business and Industry Council for Emergency Preparedness BLM Bureau of Land Management BOR Bureau of Reclamation
CALTRANS California Department of Transportation CBSC California Building Standards Commission CCC California Conservation Corp CDC Center for Disease Control CDEC California Data Exchange Center CDF California Dept. of Forestry and Fire Protection CDFA California Department of Food and Agriculture CFSA Consolidated Farm Service Agency CFR Code of Federal Regulations CIS Chemical Inventory System CRDL Chemical and Radiation Detection Laboratory CLETS California Law Enforcement Telecommunication System CRS NFIP Community Rating System
DMA 2000 Disaster Mitigation Act of 2000 DFG California Department of Fish and Game DOC/DMG California Department of Conservation/Division of Mines and Geology DoD U.S. Department of Defense DOT U.S. Department of Transportation DOE U.S. Department of Energy DPR California Department of Parks and Recreation DPW Department of Public Works DWR California Department of Water Resources
EAL Federal Emergency Action Levels EIS Early Implementation Strategy EIS/EIR Environmental Impact Statement &
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Environmental Impact Report EPA U.S. Environmental Protection Agency ESA Explosive Storage Area EXPL Explosives
FEMA Federal Emergency Management Agency FIRM Flood Insurance Rate Maps GHAD Geological Hazard Statement Districts GIS Geographic Information System
HMP Hazard Mitigation Program HMGP Hazard Mitigation Grant Program HUD US Department of Housing and Urban Development HVA Hazard Vulnerability Analysis
IA Individual Assistance Program ICBO International Congress of Building Officials ICS Incident Command System IFGP Individual Family Grant Program IHMT Interagency Hazard Mitigation Team
JFOC Joint Flood Operations Center JIC Joint Information Center JOC Joint Operations Center
LACO Los Angeles County LPG Liquefied Petroleum Gas
MSDS Material Safety Data Sheet Mt. SAC Mt. San Antonio Community College District
NFIP National Flood Insurance Program NFPA National Fire Protection Agency NPDES National Pollutant Discharge Elimination System NOAA National Oceanic and Atmospheric Administration NMF National Marine Fisheries NPGA National Propane Gas Association NPS National Park Service NRC U.S. Nuclear Regulatory Commission NRCS U.S. Natural Resource Conservation Service NWS National Weather Service
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OEM Office of Emergency Management OES Office of Emergency Services OMB US Office of Management and Budget
PA FEMA Public Assistance Program PDA Preliminary Damage Assessment PG&E Pacific Gas and Electric
RCD Resource Conservation Districts RFC NWS River Forecast Center
SBA U.S. Small Business Administration SCCAG Southern California Council of Governments SEMS Standard Emergency Management System SOP Standard Operating Procedure SRB State Reclamation Board
UBC Uniform Building Code USACE US Army Corps of Engineers USCG United States Coast Guard USDA United States Department of Agriculture USFS United States Forestry Service USFWS United States Fish and Wildlife Service USGS United States Geological Survey USNRC U.S. Nuclear Regulatory Commission
VOLAG Volunteer Agencies
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AGREEMENT FOR PROFESSIONAL SERVICES
THIS AGREEMENT is effective as of , between the City of Walnut, a municipal corporation (“CITY”) and ., a California corporation (“CONSULTANT”). In consideration of the mutual covenants and conditions set forth herein, the parties agree as follows:
1. TERM
This AGREEMENT shall commence on and shall remain and continue in effect until the services and related work described herein are completed, in accordance with CONSULTANT’s Proposal (Exhibit E), but in no event later than unless sooner terminated pursuant to the provisions of this AGREEMENT.
2. SERVICES
CONSULTANT shall perform the services described and set forth in the SCOPE OF WORK (Exhibit A). CONSULTANT shall perform such services and complete the tasks to be performed at the time, place, and in the manner specified in this AGREEMENT, subject to the direction of the CITY through its designated representative as set forth in Section 4 of this AGREEMENT. CONSULTANT shall complete the services according to the SCHEDULE OF PERFORMANCE (Exhibit B). Any change in the services to be provided or tasks to be performed shall be set forth in a written amendment approved by the City Manager and physically attached to this AGREEMENT.
3. PERFORMANCE
(a) Time is of the essence in the performance of this AGREEMENT. The time for completion of the services and related work to be performed by CONSULTANT is an essential condition of this AGREEMENT.
(b) CONSULTANT shall at all times faithfully, competently and to the best of its ability, experience, and talent, perform all services and related work contemplated pursuant to this AGREEMENT consistent with CONSULTANT’s Proposal (Exhibit E). CONSULTANT shall employ, at a minimum, generally accepted industry standards and practices utilized by persons engaged in providing same or similar services as are required of CONSULTANT hereunder in meeting its obligations under this AGREEMENT and shall provide, furnish and pay all labor, materials, necessary tools, expendable equipment, and all taxes, utility and transportation services required to perform such the services and related work.
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4. CITY MANAGEMENT
CITY’s Assistant City Manager – Development Services or his/her designee shall be the CITY’s designated representative in all matters pertaining to the administration of this AGREEMENT, review and approval of all products submitted by CONSULTANT, but not including the authority to enlarge the tasks to be performed or change the compensation due to CONSULTANT. City Manager shall be authorized to act on CITY’s behalf and to execute all necessary documents to change the services to be provided or the tasks to be performed or change CONSULTANT’s compensation, subject to Section 5 hereof.
5. PAYMENT
(a) The CITY agrees to pay CONSULTANT in accordance with the payment rates and terms and the schedule of payment as set forth in Exhibit C, provided, however, that CITY has initially authorized an amount that shall not exceed unless and until such time as the City Council for the CITY authorizes any additional amounts, which notification of such authorization shall be made in writing delivered to CONSULTANT and the maximum authorization shall be stated therein.
(b) CONSULTANT shall not be compensated for any non-contemplated services rendered in connection with its performance of this AGREEMENT unless such additional services are authorized in advance and in writing by CITY. CONSULTANT shall only be compensated for any additional services in the amounts and in the manner as agreed to by CITY and CONSULTANT.
(c) CONSULTANT will submit invoices for actual services performed. Invoices shall be submitted on or about the first business day of each month, or as soon thereafter as practical, for services provided in the previous month or as tasks are completed as specified in the CONSULTANT’S Proposal (Exhibit E). Notwithstanding any provision of CONSULTANT’s Proposal (Exhibit E) to the contrary, out of pocket expenses shall be reimbursed at cost without an inflator or administrative charge. Payment shall be made within thirty (30) days of receipt of each invoice as to all non-disputed fees. If the CITY disputes any of CONSULTANT’s fees it shall give written notice to CONSULTANT within ten (10) days of receipt of an invoice of any disputed fees set forth on the invoice. Payment by CITY under this AGREEMENT shall not be deemed a waiver of defects, even if such defects were known to the CITY at the time of payment.
(d) CONSULTANT agrees to notify CITY of business status change and agrees to submit a new W-9 form within (3) business days. CONSULTANT also agrees to notify CITY representative, as per Section 13 of this AGREEMENT, of changes to contact and billing address or phone number.
6. SUSPENSION OR TERMINATION OF AGREEMENT
(a) The CITY may at any time, for any reason, with or without cause, suspend or terminate this AGREEMENT, or any portion hereof, by serving upon the CONSULTANT at least ten (10) days prior written notice. Upon receipt of said notice, the CONSULTANT shall immediately cease all work under this AGREEMENT, unless the notice provides otherwise.
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(b) In the event this AGREEMENT is terminated pursuant to this Section, the CITY shall pay to CONSULTANT the actual value of the agreed work performed up to the time of termination. Upon termination of the AGREEMENT pursuant to this Section, the CONSULTANT will submit an invoice to the CITY pursuant to Section 5.
7. OWNERSHIP OF DOCUMENTS
(a) CONSULTANT shall maintain complete and accurate records with respect to sales, costs, expenses, receipts, and other such information required by CITY that relate to the performance of services under this AGREEMENT. CONSULTANT shall maintain adequate records of services provided in sufficient detail to permit an evaluation of services. All such records shall be maintained in accordance with generally accepted accounting principles and shall be clearly identified and readily accessible. CONSULTANT shall provide free access to the representatives of CITY or its designees at reasonable times to such books and records; shall give CITY the right to examine and audit said books and records; shall permit CITY to make transcripts there from as necessary; and shall allow inspection of all work, data, documents, proceedings, and activities related to this AGREEMENT. Such records, together with supporting documents, shall be maintained for a period of three (3) years after receipt of final payment.
(b) Upon completion of, or in the event of termination or suspension of this AGREEMENT, all original documents, designs, drawings, maps, models, computer files, surveys, notes, and other documents prepared in the course of providing the services to be performed pursuant to this AGREEMENT shall become the sole property of the CITY and may be used, reused, or otherwise disposed of by the CITY without the permission of the CONSULTANT. With respect to computer files, CONSULTANT shall make available to the CITY, at the CONSULTANT’s office and upon reasonable written request by the CITY, the necessary computer software and hardware for purposes of accessing, compiling, transferring, and printing computer files.
(c) All ideas, memoranda, specifications, plans, procedures, drawings, descriptions, computer program data, input record data, and any written information either created by or provided to CONSULTANT in connection with the performance of this AGREEMENT shall be held confidential by CONSULTANT. Such materials shall not, without the prior written consent of CITY, be used by CONSULTANT for any purposes other than the performance of the services under this AGREEMENT. Nor shall such materials be disclosed to any person or entity not connected with the performance of the services under this AGREEMENT. Nothing furnished to CONSULTANT which is otherwise known to CONSULTANT or is generally known, or has become known, to the related industry shall be deemed confidential. CONSULTANT shall not use CITY’s name or insignia, photographs relating to project for which CONSULTANT’s services are rendered, or any publicity pertaining to the CONSULTANT’s services under this AGREEMENT in any magazine, trade paper, newspaper, television or radio production or other similar medium without the prior written consent of CITY.
(d) CITY shall have sole determination of the public’s rights to documents under the Public Records Act, and any third-party requests of CONSULTANT shall be immediately referred to CITY, without any other actions by CONSULTANT.
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8. INDEMNIFICATION
(a) Indemnification for Professional Liability. When the law establishes a professional standard of care for CONSULTANT’s services, to the fullest extent permitted by law, CONSULTANT shall indemnify, protect, defend and hold harmless CITY and any and all of its officials, employees and agents (“Indemnified Parties”) from and against any and all losses, liabilities, damages, costs and expenses, including attorney’s fees and costs to the extent same are caused in whole or in part by any negligent or wrongful act, error or omission of CONSULTANT, its officers, agents, employees or sub-consultants (or any entity or individual that CONSULTANT shall bear the legal liability thereof) in the performance of professional services under this AGREEMENT. With respect to the design of public improvements, the CONSULTANT shall not be liable for any injuries or property damage resulting from the reuse of the design at a location other than that specified in Exhibit D without the written consent of the CONSULTANT. CONSULTANT shall not be liable to any third parties for any liability exempted by statute.
(b) Indemnification for Other Than Professional Liability. Other than in the performance of professional services and to the full extent permitted by law, CONSULTANT shall indemnify, defend and hold harmless CITY, and any and all of its employees, officials and agents from and against any liability (including liability for claims, suits, actions, arbitration proceedings, administrative proceedings, regulatory proceedings, losses, expenses or costs of any kind, whether actual, alleged or threatened, including attorneys’ fees and costs, court costs, interest, defense costs, and expert witness fees), where the same arise out of, are a consequence of, or are in any way attributable to, in whole or in part, the performance of this AGREEMENT by CONSULTANT or by any individual or entity for which CONSULTANT is legally liable, including but not limited to officers, agents, employees or sub-consultants of CONSULTANT. CONSULTANT shall not be liable to third parties for any liability exempted by statute.
(c) General Indemnification Provisions. CONSULTANT agrees to obtain executed indemnity agreements with provisions identical to those set forth here in this section from each and every sub-consultant or any other person or entity involved by, for, with or on behalf of CONSULTANT in the performance of this AGREEMENT. In the event CONSULTANT fails to obtain such indemnity obligations from others as required here, CONSULTANT agrees to be fully responsible according to the terms of this section. Failure of CITY to monitor compliance with these requirements imposes no additional obligations on CITY and will in no way act as a waiver of any rights hereunder. This obligation to indemnify and defend CITY as set forth here is binding on the successors, assigns or heirs of CONSULTANT and shall survive the termination of this AGREEMENT or this section.
9. INSURANCE
CONSULTANT shall maintain, prior to the beginning of and for the duration of this AGREEMENT, insurance coverage as specified in Exhibit F attached hereto and incorporated as part of this AGREEMENT. By executing this AGREEMENT, CONSULTANT confirms that he/ she/it has reviewed and approved the requirements of Exhibit F.
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10. INDEPENDENT CONTRACTOR
(a) CONSULTANT is and shall at all times remain as to the CITY a wholly independent contractor. The personnel performing the services under this AGREEMENT on behalf of CONSULTANT shall at all times be under CONSULTANT’s exclusive direction and control. Neither CITY nor any of its officers, employees, or agents shall have control over the conduct of CONSULTANT or any of CONSULTANT’s officers, employees, or agents, except as set forth in this AGREEMENT. CONSULTANT shall not at any time or in any manner represent that it or any of its officers, employees, or agents are in any manner officers, employees, or agents of the CITY. CONSULTANT shall not incur or have the power to incur any debt, obligation, or liability whatsoever against CITY, or bind CITY in any manner.
(b) No employee benefits shall be available to CONSULTANT or any of its employees, agents, and subcontractors providing services in connection with the performance of this AGREEMENT. Except for the fees paid to CONSULTANT as provided in the AGREEMENT, CITY shall not pay salaries, wages, or other compensation benefit, or any incident of employment by CITY, including but not limited to eligibility to enroll in PERS as an employee of CITY and entitlement to any contribution to be paid by CITY for employer contribution and/or employee contributions for PERS benefits. CITY shall not be liable for compensation or indemnification to CONSULTANT for injury or sickness arising out of performing services hereunder.
(c) In the event that CONSULTANT or any employee, agent, or subcontractor of CONSULTANT providing services under this AGREEMENT claims or is determined by a court of competent jurisdiction or the California Public Employees Retirement System (PERS) to be eligible for enrollment in PERS as an employee of the CITY, CONSULTANT shall indemnify, defend, and hold harmless CITY for the payment of any employee and/or employer contributions for PERS benefits on behalf of CONSULTANT or its employees, agents, or subcontractors, as well as for the payment of any penalties and interest on such contributions, which would otherwise be the responsibility of CITY.
11. INTERESTS OF CONSULTANT
CONSULTANT (including principals, associates and professional employees) covenants and represents that it does not now have any investment or interest in real property and shall not acquire any interest, direct or indirect, in the area covered by this AGREEMENT or any other source of income, interest in real property or investment which would be affected in any manner or degree by the performance of CONSULTANT’s services hereunder. CONSULTANT further covenants and represents that in the performance of its duties hereunder no person having any such interest shall perform any services under this AGREEMENT.
CONSULTANT is not a designated employee within the meaning of the Political Reform Act because CONSULTANT:
(a) will conduct research and arrive at conclusions with respect to his/her rendition of information, advice, recommendation or counsel independent of the control and direction of the CITY or of any City official, other than normal agreement monitoring; and
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(b) possesses no authority with respect to any CITY decision beyond rendition of information, advice, recommendation or counsel. (FPPC Reg. 18700(a)(2).)
12. LEGAL RESPONSIBILITIES
The CONSULTANT shall keep informed of State and Federal laws and regulations which in any manner affect those employed by it or in any way affect the performance of its service pursuant to this AGREEMENT. The CONSULTANT shall at all times observe and comply with all such laws and regulations. The CITY, and its officers and employees, shall not be liable at law or in equity occasioned by failure of the CONSULTANT to comply with this Section.
13. NOTICES
Any notices which either party may desire to give to the other party under this AGREEMENT must be in writing and may be given either by (i) personal service, (ii) delivery by a reputable document delivery service, such as but not limited to, Federal Express, which provides a receipt showing date and time of delivery, or (iii) mailing in the United States Mail, certified mail, postage prepaid, return receipt requested, addressed to the address of the party as set forth below or at any other address as that party may later designate by notice:
To CITY: City of Walnut Attention: City Clerk 21201 La Puente Road P.O. Box 682 Walnut, CA 91789
To CONSULTANT:
14. ASSIGNMENT
The CONSULTANT shall not assign the performance of this AGREEMENT, nor any part thereof, nor any monies due hereunder, without prior written consent of the CITY. Because of the personal nature of the services to be rendered pursuant to this AGREEMENT, only CONSULTANT shall perform the services described in this AGREEMENT.
15. LICENSES
At all times during the term of this AGREEMENT, CONSULTANT shall have in full force and effect, all licenses required of it by law for the performance of the services described in this AGREEMENT.
16. GOVERNING LAW
The CITY and CONSULTANT understand and agree that the laws of the State of California shall govern the rights, obligations, duties, and liabilities of the parties to this AGREEMENT and also govern the interpretation of this AGREEMENT. Any litigation 6 of 17
concerning this AGREEMENT shall take place in the superior or federal district court with jurisdiction over the CITY.
17. MEDIATION
The parties agree to make a good faith attempt to resolve any disputes arising out of this AGREEMENT through mediation prior to commencing litigation. The parties shall mutually agree upon the mediator and share the costs of mediation equally. If the parties are unable to agree upon a mediator, the dispute shall be submitted to JAMS or its successor in interest. JAMS shall provide the parties with the names of five qualified mediators. Each party shall have the option to strike two of the five mediators selected by JAMS and thereafter the mediator remaining shall hear the dispute. If the dispute remains unresolved after mediation, either party may commence litigation.
18. LITIGATION EXPENSES AND ATTORNEYS’ FEES
If either party to this AGREEMENT commences any legal action against the other party arising out of this AGREEMENT, the prevailing party shall be entitled to recover its reasonable litigation expenses, including court costs, expert witness fees, discovery expenses, and attorneys’ fees.
19. INCORPORATION OF EXHIBITS; CONTENTS OF REQUEST FOR PROPOSAL AND PROPOSAL
The parties agree that the Exhibits attached hereto are a part of this AGREEMENT and are hereby incorporated by reference herein as though set forth in full. CONSULTANT is bound by the contents of CITY’s Request for Proposal, (Exhibit D), and the contents of the proposal submitted by the CONSULTANT’S Proposal, (Exhibit E) hereto. In the event of conflict, the requirements of CITY’s Request for Proposals and this AGREEMENT shall take precedence over those contained in the CONSULTANT’s proposals.
20. ENTIRE AGREEMENT
This AGREEMENT contains the entire understanding between the parties relating to the obligations of the parties described in this AGREEMENT. All prior or contemporaneous Agreements, understandings, representations, and statements, oral or written, are merged into this AGREEMENT and shall be of no further force or effect. Each party is entering into this AGREEMENT based solely upon the representations set forth herein and upon each party’s own independent investigation of any and all facts such party deems material. Any amendments to this AGREEMENT must be in a writing of equal dignity.
21. AMENDMENTS
This AGREEMENT may be modified or amended only by a written document executed by both CONSULTANT and CITY and approved as to form by the City Attorney.
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22. SEVERABILITY
If any term or portion of this AGREEMENT is held to be invalid, illegal, or otherwise unenforceable by a court of competent jurisdiction, the remaining provisions of this AGREEMENT shall continue in full force and effect.
23. AUTHORITY TO EXECUTE THIS AGREEMENT
The person or persons executing this AGREEMENT on behalf of CONSULTANT warrants and represents that he/she has the authority to execute this AGREEMENT on behalf of the CONSULTANT and has the authority to bind CONSULTANT to the performance of its obligations hereunder.
This AGREEMENT may be executed in several counterparts, each of which shall constitute one and the same instrument and shall become binding upon the parties when at least one copy hereof shall have been signed by both parties hereto. Facsimile and transmitted signatures indicating concurrence shall be binding as original signatures.
IN WITNESS WHEREOF, the parties hereto have caused this AGREEMENT to be executed the day and year first above written.
CITY OF WALNUT , a California corporation
By: Robert Wishner, City Manager By:
Date: Its:
Attest: Date:
Teresa de Dios, City Clerk
Approved As To Form:
Barbara Leibold, City Attorney
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EXHIBIT A
SCOPE OF WORK
REFER TO EXHIBIT E
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EXHIBIT B
SCHEDULE OF PERFORMANCE
REFER TO EXHIBIT E
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EXHIBIT C
PAYMENT SCHEDULE
REFER TO EXHIBIT E
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EXHIBIT D
REQUEST FOR PROPOSAL
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EXHIBIT E
PROPOSAL SUBMITTED BY CONSULTANT
REFER TO PROPOSAL
ATTACHED
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EXHIBIT F
INSURANCE REQUIREMENTS
Prior to the beginning of and throughout the duration of Work, CONSULTANT will maintain insurance in conformance with the requirements set forth below. CONSULTANT acknowledges that the insurance coverage and policy limits set forth in this section constitute the minimum amount of coverage required. Any insurance proceeds available to CITY in excess of the limits and coverage required in this AGREEMENT and which is applicable to a given loss, will be available to CITY.
[Note: Minimum limit for each coverage may be verified with Risk Manager]
Insurance Requirements. Without limiting CONSULTANT’s indemnification of CITY, and prior to commencement of Work, CONSULTANT shall obtain, provide and maintain at its own expense during the term of this AGREEMENT, policies of insurance of the type and amounts described below and in a form satisfactory to CITY. All insurance policies shall be issued by an insurance company currently authorized by the Insurance Commissioner to transact business of insurance in the State of California, with an assigned policyholders’ rating of A or higher and Financial Size Category Class VII or higher in accordance with the latest edition of Best’s Key Rating Guide, unless otherwise approved by the CITY’s Risk Manager. CONSULTANT shall provide the following scope and limits of insurance:
1. Minimum Scope of Insurance. Coverage shall be at least as broad as:
a. General Liability: Insurance Services Office form CG 00 01.
b. Automobile Liability: Insurance Services Office form number CA 00 01 covering bodily injury and property damage for all activities of the CONSULTANT arising out of or in connection with Work to be performed under this AGREEMENT, including coverage for any owned, hired, non- owned or rented vehicles.
c. Professional Liability: Errors and omissions liability insurance appropriate to the CONSULTANT’s Services to be performed in connection with this AGREEMENT.
d. Workers’ Compensation: Insurance as required by Section 3700 of the Labor Code of State of California, and Employer’s Liability Insurance covering all persons providing services on behalf of the CONSULTANT and all risks to such persons under this AGREEMENT.
2. Minimum Limits of Insurance. CONSULTANT shall maintain limits of insurance no less than:
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a. General Liability: $1,000,000 per occurrence, $2,000,000 general aggregate, for bodily injury, personal injury, and property damage, including without limitation, blanket contractual liability.
b. Automobile Liability: $1,000,000 combined single limit for each accident.
c. Professional Liability (Errors & Omissions): $1,000,000 per claim and in the aggregate. Any policy inception date, continuity date or retroactive date must be before the effective date of this AGREEMENT and CONSULTANT agrees to maintain continuous coverage through a period of no less than three years after completion of the services required by this AGREEMENT.
d. Workers’ Compensation and Employer’s Liability: Statutory Limits for Workers’ Compensation as required by the Labor Code of the State of California and Employers Liability limits of $1,000,000 policy limit.
3. Other Provisions. Insurance policies required by this AGREEMENT shall contain the following provisions:
a. All Policies.
i. Proof of Insurance. CONSULTANT shall provide certificates of insurance to CITY as evidence of the insurance coverage required herein, along with a waiver of subrogation endorsement for workers’ compensation. Insurance certificates and endorsement must be approved by CITY’s Risk Manager prior to commencement of performance. Current certification of insurance shall be kept on file with CITY at all times during the term of AGREEMENT. CITY reserves the right to require complete, certified copies of all required insurance policies, at any time.
ii. Duration of Coverage. Consultant shall procure and maintain for the duration of the contract insurance against claims for injuries to persons or damages to property, which may arise from or in connection with the performance of the Work hereunder by Consultant, his agents, representatives, employees or sub- consultants.
iii. CITY’s Rights of Enforcement. In the event any policy of insurance required under this AGREEMENT does not comply with these specifications or is canceled and not replaced, CITY has the right but not the duty to obtain the insurance it deems necessary and any premium paid by CITY will be promptly reimbursed by CONSULTANT or CITY will withhold amounts sufficient to pay premium from CONSULTANT payments. In the alternative, CITY may cancel this AGREEMENT.
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iv. Enforcement of Agreement Provisions (non estoppel). CONSULTANT acknowledges and agrees that any actual or alleged failure on the part of the CITY to inform CONSULTANT of non- compliance with any requirement imposes no additional obligations on the CITY nor does it waive any rights hereunder.
v. Requirements not limiting. Requirements of specific coverage features or limits contained in this Section are not intended as a limitation on coverage, limits or other requirements, waiver of any coverage normally provided by insurance or to fulfill the indemnification provisions and requirements of this AGREEMENT. Specific reference to a given coverage feature is for purposes of clarification only as it pertains to a given issue and is not intended by any party or insured to be all inclusive, or to the exclusion of other coverage, or a waiver of any type. vi. Notice of cancellation. Each insurance policy required by this Exhibit “F” shall be endorsed and state the coverage shall not be cancelled by the insurance agent, broker, or either party to this AGREEMENT. CONSULTANT agrees to provide CITY with a thirty (30) day notice of cancellation or nonrenewal of coverage for each required coverage. vii. Agency’s right to revise requirements. The CITY reserves the right at any time during the term of the contract to change the amounts and types of insurance required by giving the CONSULTANT ninety (90) days advance written notice of such change. If such change results in substantial additional cost to the CONSULTANT, the CITY and CONSULTANT may renegotiate CONSULTANT’s compensation. viii. Self-insured retentions. Any deductibles or self-insured retention must be declared to and approved by CITY. CITY reserves the right to require that self- insured retentions be eliminated, lowered, or replaced by a deductible. Self- insurance will not be considered to comply with these specifications unless approved by CITY. ix. Timely notice of claims. CONSULTANT shall give CITY prompt and timely notice of claims made or suits instituted that arise out of or result from CONSULTANT’s performance under this AGREEMENT, and that involve or may involve coverage under any of the required liability policies. x. Additional insurance. CONSULTANT shall also procure and maintain, at its own cost and expense, any additional kinds of insurance, which in its own judgment may be necessary for its proper protection and prosecution of work. 16 of 17
b. General Liability and Excess Liability Coverage.
i. Additional insured status. Policies shall provide or be endorsed to provide that CITY and its officers, officials, employees, and agents shall be additional insureds under such policies. c. Workers’ Compensation and Employer’s Liability Coverage.
i. Waiver of subrogation. All insurance coverage maintained or procured pursuant to this AGREEMENT shall be endorsed to waive subrogation against CITY, its elected or appointed officers, agents, officials, employees and volunteers or shall specifically allow CONSULTANT or others providing insurance evidence in compliance with these specifications to waive their right of recovery prior to a loss. CONSULTANT hereby waives its own right of recovery against CITY, and shall require similar written express waivers and insurance clauses from each of its sub-consultants.
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