Agenda - City of Santa Monica
Agenda - City of Santa Monica
Agenda - City of Santa Monica
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CITY OF SANTA MONICA<br />
REGULAR CITY COUNCIL MEETING AGENDA<br />
CITY HALL COUNCIL CHAMBERS - 1685 MAIN STREET<br />
TUESDAY, MAY 14, 2013<br />
MEETING BEGINS AT 5:30 P.M.<br />
CALL TO ORDER<br />
PLEDGE OF ALLEGIANCE<br />
ROLL CALL<br />
(Please note that <strong>Agenda</strong> Items may be reordered during the Council meeting at the<br />
discretion <strong>of</strong> the <strong>City</strong> Council.)<br />
1. CLOSED SESSIONS:<br />
1-A:<br />
1-B:<br />
1-C:<br />
Conference with Labor Negotiator.<br />
<strong>City</strong> Negotiator: Donna Peter, Director <strong>of</strong> Human Resources<br />
Bargaining Units: Administrative Team Associates (ATA)<br />
Management Team Associates (MTA)<br />
Supervisory Team Associates (STA)<br />
Conference with Legal Counsel – Anticipated Litigation: Anticipate<br />
significant exposure to litigation pursuant to Government Code Section<br />
54956.9 (d)(2) – 2 Cases - 1) Claim <strong>of</strong> Danny Galvan & Sandra Ramirez –<br />
Claim Number 12-1050 2) 2009 La Mesa<br />
Conference with Legal Counsel – Existing Litigation – Litigation has been<br />
initiated formally pursuant to Government Code Section 54956.9 (d)(1) –<br />
<strong>City</strong> <strong>of</strong> <strong>Santa</strong> <strong>Monica</strong> et al. v. California Department <strong>of</strong> Finance et al.,<br />
Sacramento Superior Court Case Number 34-2013-80001383<br />
The following is the order <strong>of</strong> business for items to be heard no earlier than 6:30 p.m.<br />
1<br />
May 14, 2013
2. SPECIAL AGENDA ITEMS:<br />
2-A:<br />
2-B:<br />
Proclamation declaring May 2013 as Mental Health Awareness Month in<br />
<strong>Santa</strong> <strong>Monica</strong> (CCS)<br />
Proclamation declaring May 2013 as Older Americans Month in <strong>Santa</strong><br />
<strong>Monica</strong> (CCS)<br />
3. CONSENT CALENDAR: (All items will be considered and approved in one motion<br />
unless removed by a Councilmember for discussion.)<br />
3-A:<br />
Approval <strong>of</strong> minutes for the March 12, 2013, <strong>City</strong> Council meeting.<br />
3-B: Update to the <strong>Santa</strong> <strong>Monica</strong> Multi Hazard Functional Emergency Plan –<br />
recommendation that <strong>City</strong> Council approve the update to the <strong>City</strong> <strong>of</strong> <strong>Santa</strong><br />
<strong>Monica</strong> Multi-hazard Functional Emergency Plan.<br />
3-C: Big Blue Bus Unlimited Ride Transit Program with <strong>Santa</strong> <strong>Monica</strong> College –<br />
recommendation to authorize the <strong>City</strong> Manager to negotiate and execute an<br />
agreement to renew the “Any Line, Any Time” unlimited ride transit program<br />
between the Big Blue Bus and <strong>Santa</strong> <strong>Monica</strong> College in the amount <strong>of</strong><br />
$1,317,040 for transit services provided during FY 2013-14.<br />
3-D: Parking Facilities Tax and Business License Tax Audit Services –<br />
recommendation to authorize the <strong>City</strong> Manager to negotiate and execute a twoyear<br />
pr<strong>of</strong>essional services agreement with MuniServices, in an amount not to<br />
exceed $221,262 for parking facilities tax and business license tax audit<br />
services.<br />
3-E: Award Contracts for Annual Paving and Sidewalk Repair Project –<br />
recommendation to authorize the <strong>City</strong> Manager to negotiate and execute a<br />
contract with Toro Enterprises, Inc. in an amount not to exceed $2,404,836 for<br />
Annual Paving and Sidewalk Repair Project; and a contract with Civil Source,<br />
Inc. in an amount not to exceed $254,054 for construction management and<br />
inspection services for the Annual Paving and Sidewalk Repair Project;<br />
appropriate the budget changes; and authorize necessary changes.<br />
3-F:<br />
Contract Modification for Construction Services for the Universally<br />
Accessible Playground Project – recommendation to authorize the <strong>City</strong><br />
Manager to negotiate and execute a first modification to Construction Contract<br />
No. 9644 (CCS), with Micon Construction, Inc. in the amount <strong>of</strong> $102,762 to<br />
provide additional construction services for the Universally Accessible<br />
Playground, resulting in an amended contract with a new total amount not to<br />
exceed $1,101,243 over a one-year period; and authorize necessary changes.<br />
2<br />
May 14, 2013
3-G:<br />
3-H:<br />
3-I:<br />
3-J:<br />
Award Bid for the Purchase and Delivery <strong>of</strong> Ford Parts – recommendation to<br />
award Bid No. F4023a to Buerge Ford, Inc., in the amount <strong>of</strong> $45,000 for the<br />
purchase and delivery <strong>of</strong> Ford Original Equipment Manufacturer (OEM) parts,<br />
with two one-year renewal options, for a total amount not to exceed $135,000<br />
over a three-year period.<br />
Award Bid for Purchase <strong>of</strong> Nine Police Motorcycles – recommendation to<br />
award Bid No. F4049 to Hollister Honda, in the amount <strong>of</strong> $234,433 for the<br />
purchase and delivery <strong>of</strong> nine police motorcycles.<br />
Award Construction Contract for the Inline Storm Drain Run<strong>of</strong>f Infiltration<br />
Pilot Project – recommendation to authorize the <strong>City</strong> Manager to negotiate and<br />
execute a contract with Blois Construction, Inc., in an amount not to exceed<br />
$182,070 for the Inline Storm Drain Run<strong>of</strong>f Infiltration Pilot Project; and authorize<br />
necessary changes.<br />
Reject Bids for the Purchase and Delivery <strong>of</strong> Vehicle Filters and Miscellaneous<br />
Parts – recommendation to reject all bids received on February 4, 2013 for the<br />
purchase and delivery <strong>of</strong> vehicle filters and miscellaneous parts; and direct staff to<br />
modify and reissue a bid in order to obtain the best bidder for vehicle filters and<br />
miscellaneous parts.<br />
3-K: Reject Bids for the Purchase <strong>of</strong> Three Animal Control Unit Vehicles –<br />
recommendation to reject all bids received on February 15, 2013 for the<br />
purchase and delivery <strong>of</strong> three new vehicles for the Police Department’s Animal<br />
Control Unit; and direct staff to reissue a bid for new animal control vehicles after<br />
a needs evaluation is completed.<br />
4. STUDY SESSION:<br />
4-A:<br />
Sustainable Water Master Plan Status Update – recommendation to direct<br />
staff to proceed with the Sustainable Water Master Plan (SWMP) and fully<br />
develop Option 1; review and comment on SBx7-7 water use goal <strong>of</strong> 123 gallons<br />
per capita per day (GPCD) and direct staff to change the next Urban Water<br />
Management Plan (UWMP) SBx7-7 water use goal from 123 GPCD to 141<br />
GPCD at the UWMP 2015 update; and direct staff to proceed with the water and<br />
wastewater rate study.<br />
3<br />
May 14, 2013
7. ORDINANCES: (Public comment is permitted on ordinances for introduction and<br />
first reading. No public discussion is permitted on ordinances for second reading and<br />
adoption.)<br />
7-A:<br />
Introduction and first reading <strong>of</strong> an ordinance adopting Development<br />
Agreement 12DEV-001 to allow a new 4-story mixed-use development<br />
project consisting <strong>of</strong> 53 residential units and 6,664 Square Feet <strong>of</strong> ground<br />
floor commercial space at 1318 2 nd Street.<br />
8. STAFF ADMINISTRATIVE ITEMS:<br />
8-A:<br />
8-B:<br />
Colorado Esplanade Final Design and Civic Center Specific Plan (CCSP)<br />
Amendment – recommendation to approve the final design for the full Colorado<br />
Esplanade as proposed, direct staff to prepare a bid package, and solicit bids for<br />
the reduced footprint core project; and amend the Civic Center Specific Plan<br />
(CCSP) to eliminate the 2 nd Street Bridge extension as a public improvement,<br />
and replace with the planned Main to 2 nd Street alignment proposed by the<br />
Colorado Esplanade project.<br />
Resolution to support the Move to Amend Campaign – recommendation that<br />
<strong>City</strong> Council adopt a resolution to Support the Move to Amend Campaign’s Call for<br />
an amendment to the U.S. Constitution to abolish corporate personhood.<br />
11. RESOLUTIONS:<br />
11-A: Amendment and Expansion <strong>of</strong> Preferential Parking Zone E –<br />
recommendation to amend Zone E regulations to “Two hour parking 9 a.m. to 6<br />
p.m. and no parking 6 p.m. to 9 a.m. daily, except by permit” including the<br />
following blocks: 21 st Place and 22 nd through 25 th Streets between San Vicente<br />
Blvd and Carlyle Ave; 26 th Street between Georgina Ave./Brentwood Terrace and<br />
Marguerita Ave./Baltic Street; Georgina and Carlyle Avenues between 21 st Place<br />
and 25 th Streets and expand Zone E to include Georgina and Carlyle Avenues<br />
between 25 th and 26 th Streets; and, approve a Resolution amending Preferential<br />
Parking Zone E and amending Resolution 9344 (CCS) “Preferential Parking<br />
Zones” by replacing Exhibit A.<br />
11-B: Amendment <strong>of</strong> Preferential Parking Zone T – recommendation to amend Zone<br />
T to “No parking 8 a.m. to 10 p.m. daily, except by permit” which includes the<br />
following blocks: Exposition Blvd, Delaware Avenue, and Virginia Avenue<br />
between Stewart Street and Centinela Avenue; Stewart Street, Yorkshire<br />
Avenue, Dorchester Avenue, and Warwick Avenue between Exposition Blvd,<br />
4<br />
May 14, 2013
and Virginia Avenue; 34 th Street between Exposition Blvd. and Delaware<br />
Avenue; and approve Resolution 9344 (CCS) “Preferential Parking Zones” by<br />
replacing Exhibit A.<br />
13. COUNCILMEMBER DISCUSSION ITEMS:<br />
13-A: Recommendation to accept Autumn Peebles’ resignation from the<br />
Commission on the Status <strong>of</strong> Women and authorize the <strong>City</strong> Clerk to<br />
publish the vacancy.<br />
13-B: Request <strong>of</strong> Councilmembers Davis, Holbrook, and McKeown that the<br />
Council support commercial property tax reform that will require<br />
commercial properties to be reassessed regularly, while maintaining<br />
residential property owners' protections under Prop 13; and direct that our<br />
position be communicated to our lobbyist, our state legislators, and<br />
Governor Brown.<br />
13-C: Request <strong>of</strong> Councilmember Winterer that the Council allocate $10,650 <strong>of</strong><br />
Council discretionary funds to the Ocean Park Association's Fourth <strong>of</strong> July<br />
Parade account as a grant to <strong>of</strong>fset <strong>City</strong> fees for this annual event.<br />
14. PUBLIC INPUT: (Public comment is permitted only on items not on the agenda<br />
that are within the subject matter jurisdiction <strong>of</strong> the <strong>City</strong>. State law prohibits the <strong>City</strong><br />
Council from taking any action on items not listed on the agenda, including issues<br />
raised under this agenda item.)<br />
ADJOURNMENT.<br />
Any documents produced by the <strong>City</strong> and distributed to a majority <strong>of</strong> the <strong>City</strong> Council<br />
regarding any item on this agenda will be made available at the <strong>City</strong> Clerk's Counter<br />
located at <strong>City</strong> Hall, 1685 Main Street, <strong>Santa</strong> <strong>Monica</strong>, and at the <strong>City</strong>’s public libraries<br />
during normal business hours. Documents are also available at<br />
http://www.smgov.net/departments/clerk/agendas.aspx.<br />
For a free subscription to <strong>City</strong> Council <strong>Agenda</strong>s sign up at http://www01.smgov.net/win<br />
or call the <strong>City</strong> Clerk’s Office at (310) 458-8211.<br />
Any member <strong>of</strong> the public unable to attend a meeting but wishing to comment on an<br />
item(s) listed on the agenda may submit written comments prior to the meeting by<br />
mailing them to: <strong>City</strong> Clerk, 1685 Main Street, <strong>Santa</strong> <strong>Monica</strong>, CA 90401. Comments<br />
may also be e-mailed to: clerk@smgov.net<br />
Si desea comunicarse con alguien en español, llame a nuestra <strong>of</strong>icina al (310) 458-8211 y<br />
pida hablar con Esterlina Lugo.<br />
5<br />
May 14, 2013
<strong>City</strong> Hall and the Council Chamber is wheelchair accessible. If you require any special<br />
disability related accommodations (i.e. sign language interpreting, access to an<br />
amplified sound system, etc.), please contact the <strong>City</strong> Clerk’s Office at (310) 458-8211<br />
or TDD: (310) 917-6626 at least 3 days prior to the scheduled meeting. This agenda is<br />
available in alternate format upon request by calling the <strong>City</strong> Clerk’s Office.<br />
Parking is available in front <strong>of</strong> <strong>City</strong> Hall and on Olympic Drive and in the Civic Center<br />
Parking Structure (validation free).<br />
6<br />
May 14, 2013
(NOT APPROVED)<br />
CITY OF SANTA MONICA<br />
CITY COUNCIL MINUTES<br />
MARCH 12, 2013<br />
A regular meeting <strong>of</strong> the <strong>Santa</strong> <strong>Monica</strong> <strong>City</strong> Council was called to order by Mayor Pro Tem O’Day at<br />
5:33 p.m., on Tuesday, March 12, 2013, at <strong>City</strong> Council Chambers, 1685 Main Street.<br />
Roll Call: Present: Mayor Pro Tem Terry O’Day<br />
Councilmember Gleam Davis<br />
Councilmember Robert T. Holbrook<br />
Councilmember Kevin McKeown<br />
Councilmember Ted Winterer<br />
Absent:<br />
Also Present:<br />
CONVENE/PLEDGE<br />
CLOSED SESSIONS<br />
Mayor Pam O’Connor<br />
Councilmember Tony Vazquez<br />
<strong>City</strong> Manager Rod Gould<br />
<strong>City</strong> Attorney Marsha Jones Moutrie<br />
Assistant <strong>City</strong> Clerk Denise Anderson-Warren<br />
On order <strong>of</strong> the Mayor Pro Tem, the <strong>City</strong> Council convened at 5:33 p.m.,<br />
with Councilmember Vazquez and Mayor O’Connor absent.<br />
Councilmember Winterer led the assemblage in the Pledge <strong>of</strong> Allegiance.<br />
Member <strong>of</strong> the public Catherine Eldridge commented on Item 1-B.<br />
On order <strong>of</strong> the Mayor Pro Tem, the <strong>City</strong> Council recessed at 5:36 p.m., to<br />
consider closed sessions and returned at 6:48 p.m., with Councilmember<br />
Vazquez and Mayor O’Connor absent, to report the following:<br />
1-A:<br />
Conference with Legal Counsel – Existing Litigation: Menjivar<br />
v. Murphy, <strong>City</strong> <strong>of</strong> <strong>Santa</strong> <strong>Monica</strong>, Los Angeles Superior Court<br />
Case No. 115 430.<br />
The <strong>City</strong> Attorney, Marsha Moutrie recommended approval <strong>of</strong> Settlement<br />
Agreement No. 9717 (CCS) in the amount <strong>of</strong> $430,000 for a bus accident.<br />
Motion by Councilmember Davis, seconded by Councilmember McKeown,<br />
to approve Settlement Agreement No. 9717 (CCS), in the amount <strong>of</strong><br />
$430,000 for a bus accident. The motion was approved by the following<br />
vote:<br />
1 March 12, 2013
AYES: Councilmembers McKeown, Winterer, Holbrook, Davis,<br />
Mayor Pro Tem O’Day<br />
NOES: None.<br />
ABSENT: Councilmember Vazquez, Mayor O’Connor<br />
1-B:<br />
Conference with Legal Counsel- Existing Litigation: Village<br />
Trailer Park v. <strong>City</strong> <strong>of</strong> <strong>Santa</strong> <strong>Monica</strong>, Los Angeles Superior<br />
Court Case No. BS141223<br />
The <strong>City</strong> Attorney Marsha Moutrie recommended the approval <strong>of</strong> Process<br />
Settlement Agreement No. 9718 (CCS), with the developer <strong>of</strong> the Village<br />
Trailer Park property. Pursuant to this agreement the parties will:<br />
Seek a stay <strong>of</strong> the lawsuit;<br />
<br />
<br />
<br />
The Developer will submit a revised development agreement;<br />
The Council will consider the new proposal on March 19 th and will<br />
have complete discretion to approve or reject the proposal and to<br />
suggest changes; the Developer may reject proposed changes;<br />
If the revised proposed Development Agreement is ultimately<br />
adopted and executed, the Developer will dismiss it’s lawsuit<br />
against the <strong>City</strong> with prejudice, and release its claims against the<br />
<strong>City</strong>.<br />
Motion by Councilmember Davis, seconded by Councilmember Holbrook,<br />
to approve the Settlement Agreement No. 9718 (CCS). The motion was<br />
approved by the following vote:<br />
AYES: Councilmembers Davis, Holbrook, Winterer, McKeown,<br />
Mayor Pro Tem O’Day<br />
NOES: None.<br />
ABSENT: Councilmember Vazquez, Mayor O’Connor<br />
1-C:<br />
Conference with Legal Counsel – Anticipated Litigation:<br />
Consideration <strong>of</strong> whether to initiate litigation pursuant to<br />
Government Code Section 54956.9 (c) – 3 cases<br />
The <strong>City</strong> Attorney advised that this matter was heard and no reportable<br />
action taken.<br />
1-D:<br />
Conference with Legal Counsel – Anticipated Litigation:<br />
Anticipate significant exposure to litigation pursuant to<br />
Government Code Section 54956.9 (b) - 2 cases<br />
The <strong>City</strong> Attorney advised that this matter was heard and no reportable<br />
action taken.<br />
2 March 12, 2013
CONSENT CALENDAR:<br />
All items were considered and approved in one motion unless removed by a<br />
Councilmember for discussion.<br />
Members <strong>of</strong> the public Denise Barton and Jerry Rubin commented on<br />
various Consent Calendar items.<br />
Motion by Councilmember Holbrook, seconded by Councilmember<br />
McKeown, to approve the Consent Calendar, reading resolutions by title<br />
only and waiving further reading there<strong>of</strong>. The motion was approved by the<br />
following vote:<br />
AYES: Councilmembers McKeown, Winterer, Holbrook, Davis,<br />
Mayor Pro Tem O’Day<br />
NOES: None.<br />
ABSENT: Councilmember Vazquez, Mayor O’Connor<br />
CANCEL MARCH<br />
26 TH MEETING<br />
3-A: Cancellation <strong>of</strong> a regular Council meeting scheduled for<br />
Tuesday, March 26, 2013, due to observance <strong>of</strong> a religious holiday, was<br />
approved.<br />
WATER METERS 3-B: Purchase <strong>of</strong> Water Meters and Repair Parts – recommendation<br />
to award a sole-source contract to Badger Meter, Inc. in the amount <strong>of</strong><br />
$60,000 per year for the purchase <strong>of</strong> water meters and repair parts over a<br />
three-year term, for a total amount <strong>of</strong> $180,000, was approved.<br />
PREVAILING WAGES 3-C: Prevailing Wage Monitoring for Affordable Housing<br />
Construction – recommendation to authorize the <strong>City</strong> Manager to<br />
negotiate and execute a fifth modification to Pr<strong>of</strong>essional Services<br />
Agreement No. 9052 (CCS) with Comprehensive Housing Services, Inc.<br />
in the amount <strong>of</strong> $88,000 to provide federal and state prevailing wage<br />
monitoring and Section 3 compliance for <strong>City</strong>-funded affordable housing<br />
developments, resulting in a new total amount not to exceed $513,000<br />
through June 30, 2014, was approved.<br />
CONSULTING SERVICES 3-D: Movie Theater Consulting Services – recommendation to<br />
authorize the <strong>City</strong> Manager to negotiate and execute a sixth modification to<br />
Pr<strong>of</strong>essional Services Agreement No. 8943 (CCS) with IJM<br />
Enterprises, in the amount <strong>of</strong> $60,000 to provide consulting services<br />
related to development <strong>of</strong> a cinema project in the Downtown, resulting in a<br />
new total amount not to exceed $180,000, was approved.<br />
1122 22 ND STREET 3-E: Resolution No. 10742 (CCS) entitled, “A RESOLUTION OF THE<br />
CITY COUNCIL OF THE CITY OF SANTA MONICA DECLARING<br />
CITY-OWNED PROPERTY AT 1122 22 ND STREET AS SURPLUS AND<br />
TO COMMENCE INVITING BIDS FOR THE SALE OF REAL<br />
PROPERTY,” was adopted.<br />
3 March 12, 2013
CHARNOCK WELL 3-F: Agreement Modification for Technical Oversight and Support<br />
Services for Charnock Well Field Restoration Project –<br />
recommendation to authorize the <strong>City</strong> Manager to negotiate and execute a<br />
third modification to Pr<strong>of</strong>essional Services Agreement No. 8929 (CCS)<br />
with WorleyParsons, in the amount <strong>of</strong> $369,336 to provide technical<br />
oversight and support services for continued groundwater monitoring <strong>of</strong> the<br />
Charnock Well Field Restoration Project; perform an evaluation to<br />
optimize the granular activated carbon Treatment System; and perform a<br />
siting study to evaluate potential sites for an Olympic basin treatment<br />
facility. This will result in a 4-year amended agreement with a new total<br />
amount not to exceed $1,269,336, and appropriate budget increases, was<br />
approved.<br />
ORDINANCES:<br />
MAIN STREET<br />
COMMERCIAL<br />
DISTRICT<br />
7-A: Second reading and adoption <strong>of</strong> Ordinance No. 2419 (CCS)<br />
entitled, “AN ORDINANCE OF THE CITY COUNCIL OF THE CITY<br />
OF SANTA MONICA AMENDING SANTA MONICA MUNICIPAL<br />
CODE SECTION 9.52.135 TO ELIMINATE THE MARCH 31, 2013<br />
SUNSET PROVISION IN THIS SECTION WHICH PERMITS<br />
BUSINESSES LOCATED WITHIN THE MAIN STREET<br />
COMMERCIAL DISTRICT TO UTILIZE A SINGLE PORTABLE SIGN<br />
TO PROMOTE THEIR RESPECTIVE BUSINESS PROVIDED THE<br />
SIGN MEETS SPECIFIES REQUIREMENTS,” was presented.<br />
Motion by Councilmember Davis, seconded by Councilmember Winterer,<br />
to adopt Ordinance No. 2419 (CCS), reading by title only and waiving<br />
further reading there<strong>of</strong>. The motion was approved by the following vote:<br />
AYES: Councilmembers Davis, Holbrook, Winterer, McKeown,<br />
Mayor Pro Tem O’Day<br />
NOES: None.<br />
ABSENT: Councilmember Vazquez, Mayor O’Connor<br />
TRANSPORTATION<br />
IMPACT FEE<br />
7-B: Second reading and adoption <strong>of</strong> Ordinance No. 2420 (CCS)<br />
entitled, “AN ORDINANCE OF THE CITY COUNCIL OF THE CITY<br />
OF SANTA MONICA ADDING CHAPTER 9.73 TO THE SANTA<br />
MONICA MUNICIPAL CODE ESTABLISHING THE<br />
TRANSPORTATION IMPACT FEE PROGRAM, THE<br />
TRANSPORTATION IMPACT FEE, AND ESTABLISHING AN<br />
ADJUSTMENT AND WAIVER PROVISION,” was presented.<br />
Motion by Councilmember Davis, seconded by Councilmember Winterer,<br />
to adopt Ordinance No. 2420 (CCS), reading by title only and waiving<br />
further reading there<strong>of</strong>. The motion was approved by the following vote:<br />
4 March 12, 2013
AYES: Councilmembers McKeown, Winterer, Holbrook, Davis,<br />
Mayor Pro Tem O’Day<br />
NOES: None.<br />
ABSENT: Councilmember Vazquez, Mayor O’Connor<br />
SUSTAINABLE BILL OF<br />
RIGHTS<br />
Councilmember Winterer was<br />
excused at 7:28 p.m.<br />
Councilmember Holbrook<br />
was excused at 7:28 p.m.<br />
RECESS<br />
Councilmember Winterer<br />
returned at 7:30 p.m.<br />
7-C: Introduction and First Reading <strong>of</strong> an Ordinance Establishing<br />
Sustainable Rights for <strong>Santa</strong> <strong>Monica</strong> residents and the natural<br />
environment, was presented.<br />
Ryan Sindon, Gillian Ware, Denise Barton, Marianne Simon, Mark Gold,<br />
Leslie Tamminen, Jerry Rubin, Robert Lempest, Benjamin Kay, Kathy<br />
Knight, Harvey Eder, Michael Tarbet, Cris Gutierrez, Louis Steiner, Steven<br />
Johnson, Christel Anders, Marcy Winograd, Zina Josephs, Linda Piera-<br />
Avila, Katie Oran, Aubrey Dondick, and Michael Broadsky spoke in<br />
support <strong>of</strong> the recommendation.<br />
On order <strong>of</strong> the Mayor Pro Tem, Council recessed at 7:29 p.m. due to a<br />
lack <strong>of</strong> quorum, and returned with a quorum at 7:30 p.m., with<br />
Councilmembers Vazquez, Holbrook, and Mayor O’Connor absent.<br />
Motion by Councilmember McKeown, seconded by Councilmember<br />
Winterer, to approve the recommendation with the amendment to Section<br />
4.75.040(b) <strong>of</strong> the Ordinance to read as follows: Natural Communities and<br />
ecosystems possess fundamental and inalienable rights to exist and flourish<br />
in the <strong>City</strong> <strong>of</strong> <strong>Santa</strong> <strong>Monica</strong>. To effectuate those rights on behalf <strong>of</strong> the<br />
environment, residents <strong>of</strong> the <strong>City</strong> may bring actions to protect these<br />
natural communities and ecosystems, defined as: groundwater aquifers,<br />
atmospheric systems, marine waters, and native species within the<br />
boundaries <strong>of</strong> the <strong>City</strong>. The motion was approved by the following vote:<br />
AYES:<br />
NOES:<br />
ABSENT:<br />
Councilmembers Davis, Winterer, McKeown,<br />
Mayor Pro Tem O’Day<br />
None.<br />
Councilmembers Holbrook, Vazquez, Mayor O’Connor<br />
STAFF ITEMS:<br />
BERGAMOT AREA PLAN<br />
RECESS<br />
8-A: Draft Bergamot Area Plan – recommendation that <strong>City</strong> Council<br />
review and comment on the goals, policies and strategies in the Draft<br />
Bergamot Area Plan; and direct staff to proceed with California<br />
Environmental Quality Act (CEQA) review based on Council input, and<br />
return with a final draft Plan and CEQA compliance documentation for<br />
Council action after Planning Commission review, was presented.<br />
On order <strong>of</strong> the Mayor Pro Tem, Council recessed at 8:35 p.m., and<br />
returned at 8:44 p.m., with Councilmembers Vazquez, Holbrook, and<br />
Mayor O’Connor absent.<br />
5 March 12, 2013
Members <strong>of</strong> the public Stephen Youngerman, Jerry Rubin, Michael Tarbet,<br />
Dale Goldsmith, Crystal Andersen, Zina Josephs, Valerie Griffin, Dave<br />
Rand, Mary Marlow, Kent Strumpell, William Turner, John Smith, and<br />
Stephen Chao spoke either in opposition <strong>of</strong> the plan or expressed concerns<br />
and had suggestions to improve the plan.<br />
Members <strong>of</strong> the public Ed Horowitz, Walter Meyer, and Jade Wollman<br />
spoke in support <strong>of</strong> the plan.<br />
Questions were asked <strong>of</strong> staff including, but not limited to: decrease in<br />
residential parking standards; more jobs than housing and trip savings<br />
citywide; average unit size versus affordability; artist live/work spaces;<br />
green space/public park in the middle <strong>of</strong> the land and who owns it; unbundling<br />
parking for deed restricted affordable housing; Michigan Avenue<br />
becoming a bike boulevard; developing design standards and architecture;<br />
trip reduction strategies (extending Big Blue Bus service), and circulation<br />
strategies. Staff responded and answered questions satisfactorily.<br />
Discussion ensued on the information presented and public comment<br />
related to the Plan. Council provided ideas and preferences for the project<br />
including, but not limited to: considering senior housing and physical<br />
requirements; design guidelines (rigid step-back measurements); green<br />
space in a broad sense (public pool, tennis courts, public gym, dog parks,<br />
other recreational facilities); good ground floor height ratio for retail;<br />
artistic design; un-bundling parking for affordable housing; matching<br />
people who work in the <strong>City</strong> with affordable housing lists; parking<br />
structures and rates; minimum unit sizes; traffic operations; community<br />
benefits; the new community being family friendly including possibility for<br />
a new school; housing creation; provision for Open Space; creating a<br />
north/south connection; building heights throughout the plan; and a mixeduse<br />
creative district.<br />
Motion by Councilmember McKeown, seconded by Councilmember Davis,<br />
to approve the recommendation. The motion was approved by the<br />
following vote:<br />
AYES: Councilmembers McKeown, Davis, Winterer,<br />
Mayor Pro Tem O’Day<br />
NOES: None.<br />
ABSENT: Councilmember Vazquez, Holbrook, Mayor O’Connor<br />
RECESS<br />
On order <strong>of</strong> the Mayor Pro Tem, Council recessed at 10:22 p.m., and<br />
returned at 10:31 p.m. with Councilmembers Vazquez, Holbrook, and<br />
Mayor O’Connor absent.<br />
6 March 12, 2013
ANNOUNCEMENTS Upon returning, Mayor Pro Tem O’Day made a couple announcements: 1)<br />
congratulations to the <strong>City</strong> for being one <strong>of</strong> five winners <strong>of</strong> the Bloomberg<br />
Philanthropies’ Mayors Challenge, which comes with a $1 million grant<br />
award; and, 2) sad news, Councilmember Holbrook’s mother had been ill,<br />
and unfortunately passed away this evening. Condolences go out to<br />
Councilmember Holbrook and his family.<br />
PUBLIC HEARINGS:<br />
STREETLIGHT<br />
ASSESSMENT<br />
9-A: Public Hearing and Resolution to Confirm Assessment Costs for<br />
the 15 th Street Streetlight Assessment Project – recommendation to hold<br />
a public hearing, receive comment, and adopt Resolution No. 10736<br />
(CCS) entitled, “A RESOLUTION OF THE CITY COUNCIL OF THE<br />
CITY OF SANTA MONICA APPROVING ASSESSMENT DIAGRAM<br />
DEPICTED IN CITY ENGINEER’S DRAWING SERIES NO. 10109-A<br />
AND CONFIRMING ASSESSMENT COSTS FOR THE STREET<br />
LIGHTING IMPROVEMENTS ON 15 TH STREET WITHIN THE CITY<br />
OF SANTA MONICA,” was presented.<br />
There was no one present for public comment.<br />
Motion by Councilmember McKeown, seconded by Councilmember<br />
Winterer, to approve staff recommendation and adopt Resolution No.<br />
10736 (CCS), reading by title only and waiving further reading there<strong>of</strong>.<br />
The motion was approved by the following vote:<br />
AYES: Councilmembers Davis, Winterer, McKeown,<br />
Mayor Pro Tem O’Day<br />
NOES: None.<br />
ABSENT: Councilmembers Holbrook, Vazquez, Mayor O’Connor<br />
RESOLUTIONS:<br />
PREFENTIAL PARKING<br />
ZONE NN<br />
11-A: Establishment <strong>of</strong> Preferential Parking Zone NN and Clarifying<br />
Existing Preferential Parking Regulations – recommendation that the<br />
<strong>City</strong> Council: establish Preferential Parking Zone NN to include: on<br />
Lincoln Blvd. through 14 th Street between Idaho and California Avenues,<br />
15 th Street between Idaho and Washington Avenues, and Washington<br />
Avenue between Lincoln Boulevard and 16 th Street the regulations will be:<br />
“Two hour parking 9 a.m. to 6 p.m. daily and no parking 6 p.m. to 2 a.m.<br />
daily, except by permit.”; on Montana and Idaho Avenues between 17 th and<br />
20 th Streets, Washington Avenue between 16 th and 17 th Streets, and 17 th<br />
Streets between Idaho and Washington Avenues, and 18 th and 19 th Streets<br />
between Montana and Washington Avenues the regulations will be: “Two<br />
hour parking 9 a.m. to 10 p.m. daily, except by permit.”; and, adopt<br />
Resolution No. 10737 (CCS) entitled: “A RESOLUTION OF THE CITY<br />
COUNCIL OF THE CITY OF SANTA MONICA ESTABLISHING<br />
PREFERENTIAL PARKING ZONE NN, AND AMENDING<br />
RESOLUTION 9344 “PREFERENTIAL PARKING ZONES” CCS BY<br />
REPLACING EXHIBIT A, was presented.<br />
7 March 12, 2013
Members <strong>of</strong> the public John McDowell, Joleigh Sherwood, Chris Kresch,<br />
and Thomas L<strong>of</strong>aro spoke in support <strong>of</strong> the recommendation.<br />
Motion by Councilmember McKeown, seconded by Councilmember Davis,<br />
to approve the establishment <strong>of</strong> Preferential Park Zone NN and adopt<br />
Resolution No. 10737(CCS), reading by title only and waiving further<br />
reading ther<strong>of</strong>. The motion was approved by the following vote:<br />
AYES: Councilmembers McKeown, Winterer, Davis,<br />
Mayor Pro Tem O’Day<br />
NOES: None.<br />
ABSENT: Councilmembers Holbrook, Vazquez, Mayor O’Connor<br />
Council directed staff to: take a look at changing the meaning <strong>of</strong><br />
Preferential Parking to possibly include a pilot program that charges nonresidents<br />
to park on the streets instead <strong>of</strong> having residents pay to restrict<br />
parking on their streets; and, to return with a possible modification to the<br />
two-block rule for Preferential Parking.<br />
COUNCIL ITEMS:<br />
RECREATION AND<br />
PARKS COMMISSION<br />
AIRPORT COMMISSION<br />
13-A: Appointment to one unscheduled vacancy on the Recreation<br />
and Parks Commission for a term ending on June 30, 2015, was<br />
continued to a future meeting.<br />
13-B: Recommendation to accept Ofer Grossman’s resignation from<br />
the Airport Commission and authorize the <strong>City</strong> Clerk to publish the<br />
vacancy, was presented.<br />
Motion by Councilmember Winterer, seconded by Councilmember<br />
McKeown, to approve the recommendation, with regrets. The motion was<br />
unanimously approved by voice vote, with Councilmembers Vazquez,<br />
Holbrook, and Mayor O’Connor absent.<br />
PUBLIC INPUT:<br />
ADJOURNMENT<br />
Members <strong>of</strong> the public Denise Barton and Roberto Gomez commented on<br />
various local issues.<br />
On order <strong>of</strong> the Mayor Pro Tem, the <strong>City</strong> Council meeting was adjourned at<br />
10:53 p.m. in memory <strong>of</strong> Sergeant Loran “Butch” Baker, Detective<br />
Elizabeth Chase Butler, and Dr. Robert Howard Rubin.<br />
ATTEST:<br />
APPROVED:<br />
Denise Anderson-Warren<br />
Assistant <strong>City</strong> Clerk<br />
Terry O’Day<br />
Mayor Pro Tempore<br />
8 March 12, 2013
<strong>City</strong> <strong>of</strong> <strong>Santa</strong> <strong>Monica</strong><br />
SEMS/NIMS<br />
Multi Hazard Functional<br />
Emergency Plan<br />
2013
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2
<strong>City</strong> Disclaimer:<br />
This Multi Hazard Functional Emergency Plan is written in compliance with<br />
California’s Standardized Emergency Management System and the<br />
National Incident Management System. The plan is developed with a multihazard<br />
perspective to make it applicable to the widest range <strong>of</strong><br />
emergencies and disasters, both natural and manmade. However, Incident<br />
Commanders and Emergency Operations Center Directors retain the<br />
flexibility to modify procedures and/or organization structure as necessary<br />
to accomplish the emergency/disaster response and recovery missions in<br />
the context <strong>of</strong> a particular hazard scenario.<br />
3
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4
Multi Hazard Functional Emergency Plan<br />
Table <strong>of</strong> Contents<br />
GENERAL ...................................................................................................................... 7<br />
SEMS ........................................................................................................................... 19<br />
NIMS ............................................................................................................................. 29<br />
ICS .............................................................................................................................. 33<br />
MANAGEMENT POSITIONS & DUTIES ...................................................................... 35<br />
OPERATIONS POSITIONS & DUTIES ........................................................................ 79<br />
PLANNING POSITIONS & DUTIES ........................................................................... 131<br />
LOGISTICS POSITIONS & DUTIES ........................................................................... 177<br />
FINANCE POSITIONS & DUTIES ............................................................................... 225<br />
THREAT SUMMARY AND ASSESSMENT FOR THE CITY OF SANTA MONICA ... 251<br />
Threat Assessment 1: Major Earthquake .................................................................... 255<br />
Threat Assessment 2: Hazardous Material Incident .................................................... 271<br />
Threat Assessment 3: Severe Storms & Flooding ....................................................... 275<br />
Threat Assessment 4: Reservoir/Dam Flooding .......................................................... 277<br />
Threat Assessment 5: Transportation: Major Air Crash ............................................... 279<br />
Threat Assessment 6: Civil Unrest .............................................................................. 285<br />
Threat Assessment 7: Terrorism ................................................................................. 287<br />
Threat Assessment 8: Tsunami ................................................................................... 295<br />
Threat Assessment 9: Fire .......................................................................................... 303<br />
Threat Assessment 10: Landslides ............................................................................. 307<br />
Threat Assessment 11: Windstorms............................................................................ 309<br />
MUTUAL AID .............................................................................................................. 315<br />
EMERGENCY OPERATIONS .................................................................................... 327<br />
CONTINUITY OF GOVERNMENT .............................................................................. 349<br />
EMERGENCY PROCLAMATION PROCESS ............................................................ 353<br />
SUPPORTING DOCUMENTATION CONTENTS ....................................................... 357<br />
5
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6
GENERAL<br />
This Multi Hazard Functional Emergency Plan addresses the <strong>City</strong> <strong>of</strong> <strong>Santa</strong> <strong>Monica</strong>’s<br />
planned response to emergency/disaster situations associated with natural disasters,<br />
technological incidents and national security emergencies. The plan does not address<br />
day-to-day emergencies or the well-established and routine procedures used in coping<br />
with such emergencies. Instead, the operational concepts reflected in this plan focus on<br />
large-scale events.<br />
This plan is a preparedness document designed to be read, understood and exercised<br />
prior to an emergency/disaster. The plan incorporates the concepts and principles <strong>of</strong><br />
the California Standardized Emergency Management System (SEMS), National Incident<br />
Management System (NIMS) and the Incident Command System (ICS) into the<br />
emergency operations <strong>of</strong> the <strong>City</strong> <strong>of</strong> <strong>Santa</strong> <strong>Monica</strong>. This plan is flexible enough to use<br />
in all emergencies and will facilitate response and short-term recovery activities.<br />
Assumptions<br />
<br />
<br />
<br />
<br />
<br />
<br />
<br />
The <strong>City</strong> <strong>of</strong> <strong>Santa</strong> <strong>Monica</strong> is hereafter referred to as the ―<strong>City</strong>‖ in this plan unless<br />
otherwise noted.<br />
The <strong>City</strong> is responsible for emergency/disaster actions and will commit all available<br />
resources to save lives, minimize injury to persons, minimize damage to property<br />
and preserve the environment.<br />
The <strong>City</strong> will utilize SEMS and NIMS in emergency/disaster response operations.<br />
The <strong>City</strong> will use the Incident Command System (ICS) and the Multi-agency<br />
Coordination System (MACS) at all incidents and events.<br />
The Director <strong>of</strong> Emergency Services and/ or Office <strong>of</strong> Emergency Management will<br />
coordinate the <strong>City</strong>’s disaster response. The <strong>City</strong> is part <strong>of</strong> the Los Angeles County<br />
Operational Area.<br />
The Los Angeles County Operational Area is hereafter referred to as the<br />
―Operational Area‖ in this plan unless otherwise noted.<br />
Mutual aid assistance will be requested when disaster response and relief<br />
requirements exceed the <strong>City</strong>’s ability to meet them.<br />
7
Scope<br />
This Multi Hazard Functional Emergency Plan:<br />
Defines the scope <strong>of</strong> preparedness and incident management activities.<br />
Describes the organizational structures, roles and responsibilities, policies and<br />
protocols for providing emergency support.<br />
Facilitates response and short-term recovery activities.<br />
Is flexible enough for use in all emergencies/disasters.<br />
Describes the purpose, situation and assumptions, concept <strong>of</strong> operations,<br />
organization, assignment <strong>of</strong> responsibilities, administration and logistics, plan<br />
development and maintenance, authorities and references.<br />
Pre-designates jurisdictional and/or functional area representatives to the Incident<br />
Command, Unified Command and the Emergency Operations Center (EOC)<br />
whenever possible to facilitate responsive and collaborative incident management.<br />
Emergency/Disaster Management Goals<br />
<br />
<br />
<br />
<br />
Provide effective life safety measures and reduce property loss.<br />
Provide for the rapid resumption <strong>of</strong> community services.<br />
Provide accurate documentation required for cost recovery efforts.<br />
Protection <strong>of</strong> the built and natural environment.<br />
Organization <strong>of</strong> the Multi Hazard Functional Emergency Plan<br />
Basic Plan - Overall organizational and operational concepts <strong>of</strong> preparedness,<br />
response, recovery, mitigation, an overview <strong>of</strong> potential hazards and a description <strong>of</strong> the<br />
emergency/disaster response organization. Checklists and supporting documents for<br />
each function/position.<br />
Supporting Documentation − Hazard specific plans, operational plans, standard<br />
operating procedures, etc.<br />
Activation <strong>of</strong> the Multi Hazard Functional Emergency Plan<br />
<br />
<br />
<br />
<br />
On the order <strong>of</strong> the <strong>City</strong> Manager, Assistant <strong>City</strong> Manager, Emergency Manager,<br />
Chief <strong>of</strong> Police, Chief <strong>of</strong> Fire Department, Director <strong>of</strong> Public Works.<br />
When the Governor has proclaimed a State <strong>of</strong> Emergency in an area including the<br />
<strong>City</strong> <strong>of</strong> <strong>Santa</strong> <strong>Monica</strong>.<br />
Automatically on the proclamation <strong>of</strong> a State <strong>of</strong> War Emergency as defined in<br />
California Emergency Services Act (Chapter 7, Division 1, Title 2, California<br />
Government Code).<br />
A Presidential declaration <strong>of</strong> a National Emergency.<br />
8
Automatically on receipt <strong>of</strong> an attack warning or the confirmation <strong>of</strong> a nuclear<br />
detonation.<br />
Maintenance <strong>of</strong> the Multi Hazard Emergency Functional Plan<br />
The Multi Hazard Functional Emergency Plan will be reviewed regularly to ensure that<br />
plan elements are valid and current. Changes in government structure and emergency<br />
response organizations will also be considered in the Multi Hazard Functional<br />
Emergency Plan revisions. The <strong>City</strong>’s Office <strong>of</strong> Emergency Management is responsible<br />
for making revisions to the Multi Hazard Functional Emergency Plan and will prepare,<br />
coordinate, publish and distribute any necessary changes to the plan<br />
The <strong>City</strong> Attorney’s Office will also review documents that provide the legal basis for<br />
emergency planning to ensure conformance to SEMS/NIMS requirements and modify<br />
the Multi Hazard Functional Emergency Plan as necessary.<br />
9
PLAN DISTRIBUTION LIST<br />
Departments/Agencies receiving<br />
copies <strong>of</strong> the Multi Hazard Functional Emergency Plan<br />
# <strong>of</strong><br />
Copies:<br />
CalEMA, Southern Region 1<br />
Area A DMAC (CD Rom version)<br />
CD<br />
<strong>City</strong> Emergency Operations Center 5<br />
Mayor/<strong>City</strong> Council 14<br />
Director <strong>of</strong> Emergency Services (<strong>City</strong> Manager) 1<br />
10
PLAN RECORD OF REVISIONS<br />
Date Section Page Numbers Entered By<br />
11
Purpose<br />
The Basic Plan addresses the <strong>City</strong>'s planned response to natural or human-caused<br />
disasters. It provides an overview <strong>of</strong> operational concepts, identifies components <strong>of</strong> the<br />
<strong>City</strong>’s emergency/disaster management organization within the Standardized<br />
Emergency Management System (SEMS) and the National Incident Management<br />
System (NIMS). It describes the overall responsibilities <strong>of</strong> the federal, state and county<br />
entities and the <strong>City</strong> for protecting life and property and assuring the overall well-being<br />
<strong>of</strong> the population.<br />
Preparedness Elements<br />
The <strong>City</strong> will place emphasis on:<br />
Emergency/disaster planning.<br />
Training <strong>of</strong> full-time, auxiliary and reserve personnel and volunteers.<br />
Public awareness and education.<br />
Identifying the resources needed to cope with emergency/disaster response.<br />
Emphasis will also be placed on prevention and mitigation measures to reduce losses<br />
from disasters, as detailed in the <strong>City</strong>’s Local Hazard Mitigation Plan.<br />
Concept <strong>of</strong> Operations<br />
Operations involve a full spectrum <strong>of</strong> response activities, from a minor incident, to a<br />
major earthquake, to a nuclear detonation. There are a number <strong>of</strong> similarities in<br />
operational concepts for responding to natural and man-made disasters. Some<br />
emergencies/disasters will be preceded by a build-up or warning period, providing<br />
sufficient time to warn the population and implement mitigation measures designed to<br />
reduce loss <strong>of</strong> life and property damage. Other emergencies occur with little or no<br />
advance warning, thus requiring immediate activation <strong>of</strong> the emergency/disaster<br />
operations plan and commitment <strong>of</strong> resources. All Departments and Divisions must be<br />
prepared to respond promptly and effectively to any emergency/disaster, including the<br />
provision and utilization <strong>of</strong> mutual aid.<br />
Emergency Management Phases:<br />
There are typically four phases <strong>of</strong> Emergency Management:<br />
<br />
<br />
<br />
<br />
Mitigation<br />
Preparedness<br />
Response<br />
Recovery<br />
12
Mitigation Phase<br />
Mitigation efforts occur both before and following disasters. Post-disaster mitigation is<br />
part <strong>of</strong> the recovery process. Eliminating or reducing the impact <strong>of</strong> hazards which exist<br />
within the <strong>City</strong> and are a threat to life and property are part <strong>of</strong> the mitigation efforts.<br />
Mitigation efforts are ongoing and are intended to minimize the impacts <strong>of</strong> disasters to<br />
the community.<br />
Mitigation tools include:<br />
<br />
<br />
<br />
<br />
<br />
<br />
<br />
<br />
<strong>City</strong>’s Local Hazard Mitigation Plan.<br />
Local ordinances & statutes (zoning ordinance, building codes & enforcement, etc.).<br />
Structural measures.<br />
Tax levee or abatements.<br />
Public information and community relations.<br />
Land use planning.<br />
Pr<strong>of</strong>essional training.<br />
Alerting and Notification utilizing SM Alerts.<br />
Preparedness Phase<br />
The preparedness phase involves activities taken in advance <strong>of</strong> an emergency/disaster.<br />
These activities help develop operational capabilities for disaster response. These<br />
actions might include mitigation activities, emergency/disaster planning, training,<br />
exercises and public education. The agencies and departments identified in this plan as<br />
having either a primary or support role relative to response and recovery will utilize<br />
standard operating procedures (SOPs) and checklists detailing personnel assignments,<br />
policies, notification rosters and resource lists. Personnel should be acquainted with<br />
these SOPs and checklists through periodic training in the activation and use <strong>of</strong><br />
procedures.<br />
Day to Day<br />
The preparedness phase involves activities undertaken in advance <strong>of</strong> an emergency.<br />
Disaster plans are developed and revised to guide disaster response and increase the<br />
readiness <strong>of</strong> available resources.<br />
Planning activities include:<br />
Developing hazard analysis.<br />
Writing mutual aid plans.<br />
Developing standard operating procedures (SOPs) and checklists.<br />
Training personnel and volunteers.<br />
Improving public information and communications systems.<br />
13
Developing systems for logistical support and financial accountability, i.e. disaster<br />
accounting system, pre-approved disaster contacts, vendor lists.<br />
Develop and implement a plan for photo documentation <strong>of</strong> pre-disaster condition <strong>of</strong><br />
public buildings and infrastructure.<br />
Review and update emergency/disaster plans, standard operating procedures<br />
(SOPs) and resources listings.<br />
Review emergency purchasing agreements and contractor/vendor lists.<br />
Review disaster cost accounting procedures.<br />
Disseminate accurate and timely public information.<br />
Accelerate training <strong>of</strong> all staff and volunteers.<br />
Recruit volunteers as Disaster Services Workers.<br />
Prepare resources for possible mobilization.<br />
Test warning and communications systems.<br />
Response Phase<br />
Pre-Emergency/Disaster<br />
When a disaster is inevitable, actions are precautionary and emphasize protection <strong>of</strong><br />
life. Typical responses might be:<br />
Evacuation <strong>of</strong> threatened populations to safe areas.<br />
Advising threatened populations <strong>of</strong> the emergency/disaster and notifying them <strong>of</strong><br />
safety measures to be implemented.<br />
Advising the Operational Area <strong>of</strong> the emergency/disaster.<br />
Identifying the need for and requesting mutual aid.<br />
Consider activation <strong>of</strong> the <strong>City</strong> Emergency Operations Center (EOC).<br />
Consider Proclamation <strong>of</strong> a Local Emergency by local authorities.<br />
Emergency/Disaster Response<br />
During this phase, emphasis is placed on saving lives and property, control <strong>of</strong> the<br />
situation and minimizing effects <strong>of</strong> the disaster. Immediate response is accomplished<br />
within the affected area by local government, the private sector and volunteer agencies.<br />
The EOC will give priority to the following operations:<br />
Protection <strong>of</strong> lives.<br />
Protection <strong>of</strong> property.<br />
Preservation <strong>of</strong> the environment.<br />
Dissemination <strong>of</strong> accurate and timely information and warning to the public.<br />
Situation analysis.<br />
Resource allocation and tracking.<br />
Evacuation and rescue operations.<br />
Medical care operations.<br />
Coroner operations.<br />
14
Care and shelter operations.<br />
Perimeter and access control.<br />
Public health operations.<br />
Photographic documentation <strong>of</strong> all disaster damage to public property.<br />
Restoration <strong>of</strong> vital services and utilities.<br />
Protecting the environment.<br />
Ensuring plans are in place to accommodate members <strong>of</strong> the community with<br />
Access and Functional Needs.<br />
When local resources are committed or are anticipated to be fully committed and<br />
additional resources are required, requests for mutual aid will be initiated through the<br />
Operational Area. Fire and law enforcement agencies will request or render mutual aid<br />
directly through existing mutual aid channels.<br />
Depending on the severity <strong>of</strong> the emergency/disaster, the local Emergency Operations<br />
Center (EOC) may be activated and a Local Emergency may be proclaimed. If a Local<br />
Emergency is proclaimed, the EOC must be activated.<br />
Sustained Disaster Operations<br />
In addition to continuing life and property protection operations, mass care, relocation,<br />
<strong>of</strong> displaced persons and damage assessment operations will be continued until<br />
conditions are stabilized.<br />
Recovery Phase<br />
Recovery is both short-term activity intended to return critical systems to operation and<br />
long-term activity designed to return life to normal in the community.<br />
The <strong>City</strong> will implement economic recovery plans, mitigation plans and local legislative<br />
strategies necessary to promote recovery. <strong>City</strong> departments will review impacts on<br />
programs, and the <strong>City</strong> will aggressively pursue state and federal assistance for local<br />
recovery.<br />
The <strong>City</strong> will work with community partners and outside agencies in an effort to provide<br />
some short-term assistance to disaster victims. Local Assistance Centers (LACs) or<br />
telephone call centers may also be established, providing a "one-stop" service to begin<br />
the process <strong>of</strong> receiving federal, state and local recovery assistance for the community.<br />
The recovery period has major objectives which may overlap, including:<br />
Reunification <strong>of</strong> families.<br />
Restoring government and community services.<br />
Rebuilding damaged property.<br />
Identifying and mitigating hazards caused by the disaster.<br />
Recovering disaster costs associated with response and recovery efforts.<br />
15
The following recovery issues are addressed in Supporting Documentation:<br />
The recovery organization.<br />
The recovery damage assessment organization and responsibilities.<br />
Recovery documentation procedures.<br />
Recovery After-Action Reports.<br />
Recovery Disaster Assistance (programs, purpose, restrictions and application<br />
process).<br />
Hazard Identification and Analysis<br />
A Hazard Identification and Analysis is part <strong>of</strong> this plan.<br />
addressed in the <strong>City</strong>’s Local Hazard Mitigation Plan.<br />
Hazard analysis is also<br />
Public Awareness and Education<br />
The public's response to any emergency/disaster is based on an understanding <strong>of</strong> the<br />
nature <strong>of</strong> the emergency/disaster, the potential hazards, the likely response <strong>of</strong><br />
emergency services and knowledge <strong>of</strong> what individuals and groups should do to<br />
improve their ability to prepare for, respond to, and recover from disasters.<br />
Pre-disaster awareness and education programs must be viewed as equal in<br />
importance to all other preparations for emergencies and receive an adequate level <strong>of</strong><br />
planning. These ongoing programs are coordinated among local, state and federal<br />
<strong>of</strong>ficials to ensure their contribution to emergency preparedness and response<br />
operations. Emergency Public Information procedures are addressed in the Alerting<br />
and Warning sections <strong>of</strong> the Plan and detailed procedures and checklists regarding<br />
public information are included.<br />
Access and Functional Needs Considerations for Local Government<br />
Emergency preparedness and response programs must be made accessible to people<br />
with Access and Functional Needs and is required by the Americans with Disabilities<br />
Act <strong>of</strong> 1990 (ADA). Disabilities include but are not limited to mobility, vision, hearing,<br />
cognitive disorders, mental illnesses and language barriers. (See Supporting<br />
Documentation).<br />
Included in the <strong>City</strong>’s planning efforts for those with disabilities are:<br />
Notification and warning procedures.<br />
Evacuation considerations.<br />
Emergency transportation issues.<br />
Sheltering requirements.<br />
Accessibility to medications, refrigeration and back-up power.<br />
Accessibility for mobility devices or service animals while in transit or at shelters.<br />
Accessibility to emergency information.<br />
16
Disaster Animal Care Considerations for Local Government<br />
The PETS Act (Pets Evacuation and Transportation Standards Act <strong>of</strong> 2006) directs that<br />
state and local emergency preparedness plans address the needs <strong>of</strong> people with pets<br />
and service animals after a major disaster, including the rescue, care and sheltering <strong>of</strong><br />
animals. <strong>Santa</strong> <strong>Monica</strong> Animal Control will be the lead agency in planning and<br />
response for animal care issues related to disaster preparedness, response, and<br />
recovery. An annex addressing these needs is included in Supporting Documentation.<br />
Training and Exercises<br />
The Office <strong>of</strong> Emergency Management will conduct regular training and exercising <strong>of</strong><br />
<strong>City</strong> staff in the use <strong>of</strong> this plan and other specific training as required for compliance<br />
with both SEMS and NIMS. The Office <strong>of</strong> Emergency Management is responsible for<br />
coordinating, scheduling and documenting training, exercises and After-Action and<br />
Corrective Action Reports.<br />
Training includes classroom instruction and drills. All staff who may participate in<br />
emergency response in the EOC, in Department Operating Centers (DOCs) or at the<br />
field level must receive appropriate Standardized Emergency Management System<br />
(SEMS)/National Incident Management System (NIMS)/Incident Command Systems<br />
(ICS) training.<br />
Regular exercises are necessary to maintain the readiness <strong>of</strong> operational procedures.<br />
Exercises provide personnel with an opportunity to become thoroughly familiar with the<br />
procedures, facilities and systems which will be used in a disaster.<br />
There are several forms <strong>of</strong> exercises:<br />
Tabletop exercises provide a convenient and low-cost method designed to<br />
evaluate policies, plans and procedures and resolve coordination and responsibility<br />
issues. Such exercises are a good way to test the effectiveness <strong>of</strong> policies and<br />
procedures.<br />
Functional exercises usually take place in the EOC and simulate an emergency in<br />
the most realistic manner possible, without field activities. They are used to test or<br />
evaluate the capabilities <strong>of</strong> one or more functions, such as communications, public<br />
information or overall city response.<br />
Full-scale exercises simulate an actual emergency, typically involving personnel in<br />
both the field and EOC levels and are designed to evaluate operational capabilities.<br />
After an exercise or actual event, After Action and Corrective Action Reports may be<br />
written.<br />
The <strong>City</strong> has developed an exercise program that provides periodic exercises for EOC,<br />
DOC and field personnel under SEMS/NIMS.<br />
17
Alerting and Warning<br />
Warning is the process <strong>of</strong> alerting government agencies and the general public to the<br />
threat <strong>of</strong> imminent danger. <strong>Santa</strong> <strong>Monica</strong> utilizes ―SMAlerts‖, an internal mass<br />
notification and warning system to alert both <strong>City</strong> staff and the community at large, in<br />
times <strong>of</strong> emergencies. The SM Alerts usage policy is included in Supporting<br />
Documentation.<br />
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STANDARDIZED EMERGENCY MANAGEMENT SYSTEM<br />
(SEMS)<br />
The Standardized Emergency Management System was formally adopted by the <strong>City</strong> <strong>of</strong><br />
<strong>Santa</strong> <strong>Monica</strong> on November 9 th , 1999, for managing response to multi-agency and<br />
multi-jurisdiction emergencies and to facilitate communications and coordination<br />
between all levels <strong>of</strong> the system and among all responding agencies.<br />
SEMS (Government Code Section 8607(a)) incorporates the use <strong>of</strong> the Incident<br />
Command System (ICS), the Master Mutual Aid Agreement and existing mutual aid<br />
systems, the Operational Area Concept and multi-agency or inter-agency coordination.<br />
The National Incident Management System (NIMS) was formally adopted by the <strong>City</strong> <strong>of</strong><br />
<strong>Santa</strong> <strong>Monica</strong> on March 28 th , 2006. NIMS principles and components have been<br />
integrated into the planning for emergency preparedness, response, and recovery <strong>of</strong> the<br />
<strong>Santa</strong> <strong>Monica</strong> Multi Hazard Functional Emergency Plan.<br />
SEMS consists <strong>of</strong> five organizational levels: field response, local government,<br />
operational area, regional and state.<br />
Field Response Level<br />
The field response level is where emergency response personnel and resources carry<br />
out tactical activities. SEMS and NIMS regulations require the use <strong>of</strong> the Incident<br />
Command System (ICS) at the field response level <strong>of</strong> an incident. The ICS field<br />
functions are: command, operations, planning/intelligence, logistics and<br />
finance/administration.<br />
Requests for any resources or support that cannot be obtained at the field level are sent<br />
to the <strong>City</strong> Emergency Operations Center (EOC).<br />
Local Government Level<br />
Local governments include cities, counties and special districts. Local governments<br />
manage and coordinate the overall emergency/disaster response and recovery activities<br />
in their jurisdictional EOC. Local governments are required to use SEMS when their<br />
EOC is activated or a local emergency is proclaimed in order to be eligible for state<br />
funding <strong>of</strong> response-related personnel costs. Local governments shall provide the<br />
following functions in the EOC: management, operations, planning/intelligence, logistics<br />
and finance/ administration.<br />
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The <strong>City</strong> EOC will submit all requests for resources that cannot be obtained through<br />
local sources, along with other pertinent disaster information, to the Operational Area.<br />
Local jurisdictions are responsible for overall direction <strong>of</strong> personnel and equipment<br />
provided for emergency/disaster operations through mutual aid (Government Code<br />
Section 8618). The <strong>City</strong> requests all mutual aid (except fire and law) through the<br />
Operational Area. Fire and law mutual aid is coordinated through the designated<br />
Regional Fire and Law Coordinators.<br />
All local governments are responsible for coordinating with the field response level,<br />
other local governments and the operational area. Local governments are also<br />
responsible for providing mutual aid within their capabilities.<br />
SEMS Requirements for Local Governments<br />
The <strong>City</strong> will comply with SEMS regulations in order to be eligible for state funding <strong>of</strong><br />
response-related personnel costs and will use SEMS when:<br />
A local emergency is proclaimed, or<br />
The local government EOC is activated.<br />
Establish coordination and communications with Incident Commanders either:<br />
Through department operations centers (DOCs) to the EOC, when activated, or<br />
Directly to the EOC, when activated.<br />
Use existing mutual aid systems for coordinating fire and law enforcement resources.<br />
Establish coordination and communications between the <strong>City</strong> EOC and any state or<br />
local emergency response agency having jurisdiction at an incident within the <strong>City</strong>.<br />
Use multi-agency or inter-agency coordination to facilitate decisions for overall local<br />
government level disaster/emergency response activities.<br />
<strong>City</strong> Responsibilities under SEMS/NIMS<br />
The integration <strong>of</strong> SEMS/NIMS will be a cooperative effort <strong>of</strong> all departments and<br />
agencies within the <strong>City</strong> that have a disaster/emergency response role. The Office <strong>of</strong><br />
Emergency Management is the Point <strong>of</strong> Contact for SEMS/NIMS compliance for the<br />
<strong>City</strong> with responsibilities for:<br />
<br />
<br />
<br />
<br />
Communicating information within the <strong>City</strong> on SEMS/NIMS requirements and<br />
guidelines.<br />
Coordinating SEMS/NIMS compliance among departments and agencies.<br />
Incorporating SEMS /NIMS into the <strong>City</strong>’s procedures.<br />
Incorporating SEMS/NIMS into the <strong>City</strong>’s emergency ordinances, agreements,<br />
memorandum <strong>of</strong> understandings, etc.<br />
20
Identification <strong>of</strong> special districts that operate or provide services within the <strong>City</strong>. The<br />
disaster/emergency role <strong>of</strong> these special districts should be determined and<br />
provisions made for coordination during emergencies.<br />
Identification <strong>of</strong> local volunteer and private agencies that have a disaster/emergency<br />
response role.<br />
Operational Area (Los Angeles County Operational Area)<br />
Under SEMS, the operational area is defined in the California Emergency Services Act<br />
as the intermediate level <strong>of</strong> the state's emergency services organization, consisting <strong>of</strong> a<br />
county and all political subdivisions within the county area. Political subdivisions include<br />
cities, counties and special districts. The operational area is responsible for:<br />
Coordinating information, resources and priorities among local governments within<br />
the operational area.<br />
Coordinating information, resources and priorities between the regional level and the<br />
local government level.<br />
Using multi-agency or inter-agency coordination to facilitate decisions for overall<br />
operational area level emergency response activities.<br />
In compliance with SEMS regulations, 0n July 5, 1995, the Los Angeles County Board<br />
<strong>of</strong> Supervisors adopted a formal resolution establishing the Los Angeles County<br />
Operational Area, which includes <strong>Santa</strong> <strong>Monica</strong>. An Operational Area Advisory Board<br />
was formed which meets quarterly. The cities within Los Angeles County are<br />
represented on this Board by the Disaster Management Area Coordinators (DMACs).<br />
Los Angeles County Office <strong>of</strong> Emergency Management (OEM) is the coordinating<br />
agency for the Operational Area.<br />
When the Operational Area EOC is activated, the Sheriff <strong>of</strong> Los Angeles County,<br />
designated by County Ordinance, is the Operational Area Coordinator and has the<br />
overall responsibility for coordinating and supporting emergency/disaster operations<br />
within the County. The Operational Area is the focal point for information sharing and<br />
resource requests by cities. The Operational Area submits all requests for resources<br />
that cannot be obtained within the County, and other relevant information, to CalEMA<br />
Southern Region.<br />
The Los Angeles County EOC will fulfill the role <strong>of</strong> the Operational Area EOC.<br />
Activation <strong>of</strong> the Operational Area EOC during a State <strong>of</strong> Emergency or a Local<br />
Emergency is required by SEMS regulations under the following conditions:<br />
1. A local government within the operational area has activated its EOC and requested<br />
activation <strong>of</strong> the operational area EOC to support their emergency operations.<br />
2. Two or more cities within the operational area have proclaimed a local emergency.<br />
3. The county and one or more cities have proclaimed a local emergency.<br />
4. A city or the county has requested a governor's proclamation <strong>of</strong> a state <strong>of</strong><br />
emergency, as defined in the Government Code Section 8558(b).<br />
21
5. A state <strong>of</strong> emergency is proclaimed by the governor for the county or two or more<br />
cities within the operational area.<br />
6. The operational area requests or receives resources from outside its boundaries.<br />
This procedure does not include resources used in normal day-to-day operations<br />
which are obtained through existing mutual aid agreements.<br />
Regional<br />
Because <strong>of</strong> its size and geography, the state has been divided into six mutual aid<br />
regions and three administrative regions. Los Angeles County is within CalEMA Mutual<br />
Aid Region I and the CalEMA Southern Administrative Region, which includes eleven<br />
counties. The primary mission <strong>of</strong> the Southern Region’s emergency management<br />
organization is to support all the operational areas’ response and recovery operations<br />
and to coordinate non-law and non-fire mutual aid regional response and recovery<br />
operations through the Regional EOC (REOC).<br />
State<br />
Emergency management within the State <strong>of</strong> California is overseen and directed by the<br />
California Emergency Management Agency (Cal-EMA).<br />
The state level <strong>of</strong> SEMS manages state resources in response to the<br />
emergency/disaster needs <strong>of</strong> the other levels and coordinates mutual aid among the six<br />
mutual aid regions and between the three administrative regions and state level. The<br />
state level also serves as the coordination and communication link between the state<br />
and the federal disaster response system.<br />
Federal<br />
U.S. Department <strong>of</strong> Homeland Security (DHS)<br />
The Homeland Security Act <strong>of</strong> 2002 established the Department <strong>of</strong> Homeland Security<br />
(DHS) to:<br />
Secure the United States from terrorist threats or attacks.<br />
Reduce the vulnerability <strong>of</strong> the United States to terrorism, natural disasters and other<br />
emergencies.<br />
Minimize the damage and assist in the recovery from terrorist attacks, natural<br />
disasters and other emergencies.<br />
Federal Emergency Management Agency (FEMA)<br />
The Federal Emergency Management Agency (FEMA) serves as the main federal<br />
government contact during disasters and national security emergencies. In a disaster,<br />
different federal agencies may be involved in the response and recovery operations.<br />
Federal disaster assistance is organized under the concept <strong>of</strong> the Emergency Support<br />
Functions (ESFs) as defined in the National Response Framework. All contact with<br />
FEMA and other federal agencies must be made through the Operational Area during<br />
22
the response phase. During the recovery phase, there may be direct city contact with<br />
FEMA and other federal agencies.<br />
Emergency Support Functions<br />
The federal government organized much <strong>of</strong> its resources and capabilities under 15<br />
Emergency Support Functions (ESFs) as described in the National Response<br />
Framework (NRF). When the federal government deploys its resources to assist in an<br />
emergency, it provides the greatest possible access to federal department and agency<br />
assets regardless <strong>of</strong> which organization has those resources.<br />
23
SEMS/NIMS COMMUNCATIONS AND COORDINATION<br />
Field Level Response<br />
Department Operations Center (DOC)<br />
Level<br />
CITY EOC<br />
Los Angeles County<br />
Operational Area EOC<br />
California Office <strong>of</strong><br />
Emergency Services<br />
Southern Region EOC (REOC)<br />
California Emergency Management<br />
Agency (CalEMA)<br />
State Operations Center (SOC)<br />
Federal Government Support<br />
24
SEMS EOC Organization<br />
SEMS regulations require local governments to provide for five functions: management,<br />
operations, planning/intelligence, logistics and finance/administration. These functions<br />
are the basis for structuring the EOC organization.<br />
Management: Responsible for overall emergency policy and coordination through<br />
the joint efforts <strong>of</strong> governmental agencies and private organizations.<br />
Operations: Responsible for coordinating all jurisdictional operations in support <strong>of</strong><br />
the disaster/emergency response through implementation <strong>of</strong> the local government’s<br />
EOC Action Plan.<br />
Planning/Intelligence: Responsible for collecting, evaluating and disseminating<br />
information; developing the EOC Action Plan and After-Action/Corrective Action<br />
Report in coordination with other functions; and maintaining documentation.<br />
Logistics: Responsible for providing facilities, services, personnel, equipment and<br />
materials.<br />
Finance/Administration: Responsible for financial activities and other<br />
administrative aspects.<br />
The EOC organization should also include representatives from special districts,<br />
volunteer agencies, and private agencies with significant response roles.<br />
Special District Involvement<br />
Special districts are defined as local governments in SEMS. The disaster/emergency<br />
response role <strong>of</strong> special districts is generally focused on providing normal services.<br />
During disasters, some special districts will be more involved in the disaster/emergency<br />
response by assisting other local governments.<br />
Coordination and communications should be established among special districts who<br />
are involved in disaster/emergency response, other local governments and the<br />
operational area. This may be accomplished in various ways depending on the local<br />
situation. Relationships among special districts, cities, county government and the<br />
operational area are complicated by overlapping boundaries and by the number <strong>of</strong><br />
special districts. Special districts need to work with the local governments in their<br />
service areas to determine how best to establish coordination and communications in<br />
disasters/emergencies.<br />
Local special districts in <strong>Santa</strong> <strong>Monica</strong> include: The <strong>Santa</strong> <strong>Monica</strong> Airport, the <strong>Santa</strong><br />
<strong>Monica</strong> Malibu Unified School District, and the <strong>Santa</strong> <strong>Monica</strong> College.<br />
It may not be feasible for the <strong>City</strong> EOC to accommodate representatives from all special<br />
districts during area-wide disasters. In such cases, the <strong>City</strong> should work with the<br />
special districts to develop alternate ways <strong>of</strong> establishing coordination and<br />
communications.<br />
The initial reporting contact for a special district would be with the Liaison Officer at both<br />
the EOC and field levels.<br />
25
Coordination with Nongovernmental Agencies and Private Sector Businesses<br />
The <strong>City</strong> partners with nongovernmental agencies and private sector business to ensure<br />
coordination <strong>of</strong> disaster/emergency preparedness, response, recovery, and mitigation<br />
activities.<br />
<br />
<br />
Nongovernmental Organizations (NGOs) provide vital support services to promote<br />
the disaster recovery process for disaster victims and some may provide specialized<br />
services that help individuals with disabilities. These groups collaborate with first<br />
responders, governments at all levels and other agencies and organizations.<br />
Key business partners should be involved in the local crisis decision-making process<br />
or have a direct link to the EOC during an incident.<br />
<strong>City</strong> EOCs will be a focal point for coordination <strong>of</strong> response activities with many <strong>of</strong> these<br />
nongovernmental agencies and key businesses. The EOC should establish<br />
communication with private and volunteer agencies providing services within the city.<br />
In <strong>Santa</strong> <strong>Monica</strong>, community partners include:<br />
<br />
<br />
<br />
<br />
<br />
<br />
<br />
<br />
<br />
<strong>Santa</strong> <strong>Monica</strong> Malibu Unified School District<br />
<strong>Santa</strong> <strong>Monica</strong> College<br />
<strong>Santa</strong> <strong>Monica</strong> Chamber <strong>of</strong> Commerce<br />
Downtown District <strong>of</strong> <strong>Santa</strong> <strong>Monica</strong><br />
<strong>Santa</strong> <strong>Monica</strong> Convention and Visitor’s Bureau<br />
American Red Cross <strong>of</strong> Greater Los Angeles<br />
St John’s Hospital<br />
UCLA- <strong>Santa</strong> <strong>Monica</strong> Hospital<br />
<strong>Santa</strong> <strong>Monica</strong> Organizations Active in Disasters<br />
Agencies that play key roles in the response should have representatives at the EOC or<br />
at the Incident Command Post, and their initial contact would be with the Liaison Officer.<br />
If an agency is supporting one function only, its representative may be located with that<br />
functional element. Some agencies may have several personnel participating in<br />
functional elements in the EOC. For example, American Red Cross personnel may be<br />
part <strong>of</strong> the staffing for the Care and Shelter element <strong>of</strong> the EOC.<br />
Agencies that have countywide response roles and cannot respond to numerous city<br />
EOCs should be represented at the operational area level.<br />
Coordination with volunteer and private agencies that do not have representatives at the<br />
EOC may be accomplished through telecommunications, liaison with community<br />
councils that represent several agencies or involvement <strong>of</strong> agencies in special multiagency<br />
groups on specific issues.<br />
26
Major Concepts <strong>of</strong> SEMS<br />
Organization Flexibility − Modular Organization<br />
The SEMS organization is modular and can be expanded or contracted as the situation<br />
develops. The types <strong>of</strong> activated functions and their relationship to one another will<br />
depend upon the size and nature <strong>of</strong> the incident. Only those functional elements that<br />
are required to meet current objectives will be activated. Those functions which are<br />
needed but not staffed will be the responsibility <strong>of</strong> the next higher element in the<br />
organization.<br />
Management <strong>of</strong> Personnel − Hierarchy <strong>of</strong> Command and Span-<strong>of</strong>-Control<br />
Each activated function will have a person in charge <strong>of</strong> it, but a supervisor may be in<br />
charge <strong>of</strong> more than one functional element. Every individual will have a supervisor and<br />
each supervisor will generally be responsible for no more than seven employees, with<br />
the ideal span-<strong>of</strong>-control being one supervisor to every five persons or units.<br />
EOC Action Plans<br />
At local, operational area, regional and state levels, the use <strong>of</strong> EOC action plans provide<br />
designated personnel with knowledge <strong>of</strong> the objectives to be achieved and the steps<br />
required for achievement. Action plans not only provide direction, but they also serve to<br />
provide a basis for measuring achievement <strong>of</strong> objectives and overall system<br />
performance. Action planning is an important management tool that involves a process<br />
for identifying priorities and objectives for emergency response or recovery efforts<br />
including, documentation <strong>of</strong> the priorities and objectives, the tasks and personnel<br />
assignments associated with meeting them.<br />
The action planning process should include all EOC functions and other agency<br />
representatives, as needed. The Planning/Intelligence Section is responsible for<br />
coordinating the development <strong>of</strong> the action plan and for facilitation <strong>of</strong> action planning<br />
meetings.<br />
Action plans are developed for a specified operational period which may range from a<br />
few hours to 24 hours and beyond. The operational period is determined by first<br />
establishing a set <strong>of</strong> priority actions that need to be performed. A reasonable time<br />
frame is then established for accomplishing those actions. The action plans need not<br />
be complex, but should be sufficiently detailed to guide EOC elements in implementing<br />
the priority actions. Guidelines for developing action plans and example action plan<br />
formats are contained in Supporting Documentation.<br />
27
Multi-Agency or Inter-Agency Coordination at the Local Government Level (EOC)<br />
Emergency response is coordinated at the EOC through representatives from city<br />
departments and agencies, outside agencies, volunteer agencies and private<br />
organizations.<br />
Multi-agency or inter-agency coordination is important for:<br />
Establishing priorities for response.<br />
Allocating critical resources.<br />
Developing strategies for handling multi-agency response problems.<br />
Sharing information.<br />
Facilitating communications.<br />
The <strong>City</strong> may participate with other local governments and agencies in a multi-agency<br />
coordination group organized by another local government.<br />
28
NATIONAL INCIDENT MANAGEMENT SYSTEM<br />
(NIMS)<br />
Homeland Security Presidential Directive-5 (HSPD-5) established the National Incident<br />
Management System (NIMS) as the required emergency/disaster response system.<br />
NIMS integrates existing best practices into a consistent, flexible and adjustable<br />
nationwide approach for emergency management. Using NIMS, Federal, State, local<br />
and tribal governments; the private sector and non-governmental organizations work<br />
together to prepare for, respond to and recover from domestic incidents, regardless <strong>of</strong><br />
cause, size or complexity.<br />
NIMS Components<br />
Six major components make up NIMS.<br />
Command and Management<br />
NIMS standard incident command structures are based on three key organizational<br />
systems:<br />
<br />
<br />
<br />
The Incident Command System (ICS) – ICS is a standardized, all-hazard incident<br />
management concept. Its organizational structure allows its users to match the<br />
complexities and demands <strong>of</strong> single or multiple incidents without being hindered by<br />
jurisdictional boundaries.<br />
Multi Agency Coordination Systems (MACS) – Provides coordination for incident<br />
prioritization, critical resource allocation, communications systems and information<br />
coordination. These systems include facilities, equipment, emergency operation<br />
centers (EOCs), personnel, procedures and communications.<br />
Public Information Systems (PIS) − These refer to processes, procedures and<br />
systems for communicating timely and accurate information to the public during<br />
crisis or emergency situations.<br />
Preparedness<br />
Effective incident management begins with a host <strong>of</strong> preparedness activities conducted<br />
on an ongoing basis, well in advance <strong>of</strong> any potential incident. Preparedness involves<br />
an integrated combination <strong>of</strong> planning, training, exercises, personnel qualification and<br />
certification standards, equipment acquisition and certification standards, and<br />
publication management processes and activities.<br />
Planning − Plans describe how personnel, equipment, and other resources are used to<br />
support incident management and emergency response activities. Plans provide<br />
29
mechanisms and systems for setting priorities, integrating multiple entities and<br />
functions, and ensuring that communications and other systems are available and<br />
integrated in support <strong>of</strong> a full spectrum <strong>of</strong> incident management requirements.<br />
Training − Training includes standard courses on multi agency incident command and<br />
management, organizational structure, and operational procedures; discipline-specific<br />
and agency-specific incident management courses; and courses on the integration and<br />
use <strong>of</strong> supporting technologies.<br />
Exercises − Incident management organizations and personnel must participate in<br />
realistic exercises—including multi-disciplinary, multi-jurisdictional, and multi-sector<br />
interaction—to improve integration and interoperability and optimize resource utilization<br />
during incident operations.<br />
Personnel Qualification and Certification − Qualification and certification activities<br />
are undertaken to identify and publish national-level standards and measure<br />
performance against these standards to ensure that incident management and<br />
emergency responder personnel are appropriately qualified and <strong>of</strong>ficially certified to<br />
perform NIMS-related functions.<br />
Equipment Acquisition and Certification − Incident management organizations and<br />
emergency responders at all levels rely on various types <strong>of</strong> equipment to perform<br />
mission essential tasks. A critical component <strong>of</strong> operational preparedness is the<br />
acquisition <strong>of</strong> equipment that will perform to certain standards, including the capability to<br />
be interoperable with similar equipment used by other jurisdictions.<br />
Mutual Aid − Mutual-aid agreements are the means for one jurisdiction to provide<br />
resources, facilities, services, and other required support to another jurisdiction during<br />
an incident. Each jurisdiction should be party to a mutual-aid agreement with<br />
appropriate jurisdictions from which they expect to receive or to which they expect to<br />
provide assistance during an incident.<br />
Publications Management − Publications management refers to forms and forms<br />
standardization, developing publication materials, administering publications—including<br />
establishing naming and numbering conventions, managing the publication and<br />
promulgation <strong>of</strong> documents, and exercising control over sensitive documents—and<br />
revising publications when necessary.<br />
Resource Management<br />
The NIMS defines standardized mechanisms and establishes requirements for<br />
processes to describe, inventory, mobilize, dispatch, track, and recover resources over<br />
the life cycle <strong>of</strong> an incident.<br />
Communications and Information Management<br />
30
The NIMS identifies the requirement for a standardized framework for communications,<br />
information management (collection, analysis, and dissemination), and informationsharing<br />
at all levels <strong>of</strong> incident management. These elements are briefly described as<br />
follows:<br />
Incident Management Communications − Incident management organizations<br />
must ensure that effective, interoperable communications processes, procedures,<br />
and systems exist to support a wide variety <strong>of</strong> incident management activities across<br />
agencies and jurisdictions.<br />
Information Management − Information management processes, procedures, and<br />
systems help ensure that information, including communications and data, flows<br />
efficiently through a commonly accepted architecture supporting numerous agencies<br />
and jurisdictions responsible for managing or directing domestic incidents, those<br />
impacted by the incident, and those contributing resources to the incident<br />
management effort. Effective information management enhances incident<br />
management and response and helps insure that crisis decision-making is better<br />
informed.<br />
Supporting Technologies<br />
Technology and technological systems provide supporting capabilities essential to<br />
implementing and continuously refining the NIMS. These include voice and data<br />
communications systems, information management systems (i.e., record keeping and<br />
resource tracking), and data display systems. Also included are specialized<br />
technologies that facilitate ongoing operations and incident management activities in<br />
situations that call for unique technology-based capabilities.<br />
Ongoing Management and Maintenance<br />
This component provides strategic direction for and oversight <strong>of</strong> the NIMS, supporting<br />
both routine review and the continuous refinement <strong>of</strong> the system and its components<br />
over the long term.<br />
NIMS Compliance<br />
The State <strong>of</strong> California’s NIMS Advisory Committee issued ―California Implementation<br />
Guidelines for the National Incident Management System” to assist state agencies, local<br />
governments, tribes and special districts to incorporate NIMS into already existing<br />
programs, plans, training and exercises. The <strong>City</strong> is following this document to ensure<br />
NIMS compliance. Cities should be familiar with the National Response Framework and<br />
the Emergency Support Functions (ESFs) process that may provide federal assistance<br />
for response and recovery.<br />
31
INCIDENT COMMAND SYSTEM<br />
(ICS)<br />
The Incident Command System (ICS) is a nationally recognized system for managing<br />
incidents as well as pre-planned events. It consists <strong>of</strong> a modular and flexible<br />
organizational structure as well as features such as management by objectives, action<br />
planning, span <strong>of</strong> control, organizational hierarchy, accountability and resource<br />
management. Detailed information on the Incident Command System (ICS) can be<br />
found at www.fema.gov.<br />
Use <strong>of</strong> ICS at the Field Level<br />
The concepts, principles and organizational structure <strong>of</strong> the Incident Command System<br />
(ICS) will be used in managing field operations. The size, complexity, hazard<br />
environment and objectives <strong>of</strong> the situation will determine the ICS size and the support<br />
that will be required to support field activities. The incident will be managed by<br />
objectives to be achieved and those objectives are communicated to field and EOC<br />
personnel through the use <strong>of</strong> the action planning process.<br />
Typically, an Incident Commander (IC) will communicate with the EOC Director as to<br />
situation and resource status through established communications channels. Members<br />
<strong>of</strong> the IC Command and General Staff will communicate with their counterparts in the<br />
EOC using the same communications methods. Some members <strong>of</strong> the EOC Command<br />
or General Staff may be asked to attend briefings or planning meetings at the<br />
Command Post.<br />
When multiple agencies respond to the incident, the IC will establish a Unified<br />
Command/Multi-Agency Coordination System and agency representatives will be asked<br />
to report to the Liaison Officer. Outside agencies including those from county, state and<br />
federal agencies will participate in the Unified Command/Multi-Agency Coordination<br />
System by assisting in identifying objectives, setting priorities and allocating critical<br />
resources to the incident.<br />
Field/EOC Communications and Coordination<br />
The <strong>City</strong>’s Police and Fire communication centers coordinate the communications<br />
channels and protocols to be used during an incident. Typically, field to EOC<br />
communications will occur at the Command and General Staff levels or, if they are<br />
established, field units will communicate with a Department Operations Center (DOC)<br />
who will, in turn, relay the information to the appropriate section/function in the EOC.<br />
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The <strong>City</strong> EOC will communicate situation and resource status information to the Los<br />
Angeles County Operational Area and other outside agencies via designated<br />
countywide emergency reporting systems and other systems referenced in the Los<br />
Angeles County Operational Area Disaster Information Reporting Procedures.<br />
Field/EOC Direction and Control Interface<br />
The EOC Director will establish jurisdictional objectives and priorities and communicate<br />
those to everyone in the organization through the EOC Action Plan. Incident<br />
Commander(s) will ensure incident objectives and priorities are consistent with those<br />
policies and guidelines established at the city level by the EOC Director.<br />
It is the responsibility <strong>of</strong> the Incident Commander to communicate critical information to<br />
the EOC Director in a timely manner.<br />
Field/EOC Coordination with Department Operations Centers (DOCs)<br />
If a department within the <strong>City</strong> establishes a DOC to coordinate and support their<br />
departmental field activities, its location, time <strong>of</strong> establishment and staffing information<br />
will be communicated to the <strong>City</strong> EOC. All communications with the field units <strong>of</strong> that<br />
department will be directed to the DOC who will then relay situation and resource<br />
information to the EOC. DOCs act as an intermediate communications and<br />
coordination link between field units and the <strong>City</strong> EOC.<br />
34
MANAGEMENT SECTION<br />
Purpose<br />
This section establishes policies and procedures and assigns responsibilities to ensure<br />
the effective management <strong>of</strong> emergency operations under the Standardized Emergency<br />
Management System (SEMS) and the National Incident Management System (NIMS).<br />
It provides information on the <strong>City</strong> <strong>of</strong> <strong>Santa</strong> <strong>Monica</strong>’s emergency management structure<br />
and how the emergency management team is activated.<br />
Overview<br />
Management is responsible for overall emergency policy and coordination through the<br />
joint efforts <strong>of</strong> governmental agencies and private organizations.<br />
Objectives<br />
The overall objective <strong>of</strong> emergency management is to ensure the effective management<br />
<strong>of</strong> response forces and resources in preparing for and responding to situations<br />
associated with natural disasters, technological incidents and national security<br />
emergencies. To carry out its responsibilities, the Management Section will accomplish<br />
the following objectives during a disaster/emergency:<br />
<br />
<br />
<br />
<br />
Overall management and coordination <strong>of</strong> emergency response and recovery<br />
operations, including on-scene incident management as required<br />
Coordinate and liaison with appropriate federal, state and other local government<br />
agencies, as well as applicable segments <strong>of</strong> private sector entities and volunteer<br />
agencies.<br />
Establish priorities and resolve any conflicting demands for support.<br />
Prepare and disseminate emergency public information to inform, alert and warn the<br />
public.<br />
Disseminate damage information and other essential data.<br />
Concept <strong>of</strong> Operations<br />
The Management Section will operate under the following policies during a<br />
disaster/emergency as the situation dictates:<br />
<br />
The Standardized Emergency Management System (SEMS) and the National<br />
Incident Management System (NIMS) will be followed.<br />
35
All existing city and departmental operating procedures will be adhered to unless<br />
modified by the <strong>City</strong> Council or EOC Director.<br />
All on-duty personnel are expected to remain on duty until properly relieved <strong>of</strong> duty.<br />
While in a disaster mode, operational periods will be 12 hours for the duration <strong>of</strong> the<br />
event.<br />
Operational periods will normally change at 07:00 a.m. and 7:00 p.m.<br />
Operational periods should be event driven.<br />
<strong>City</strong> emergency response and recovery operations will be managed in one <strong>of</strong> three<br />
modes, depending on the magnitude <strong>of</strong> the emergency.<br />
Level One — Decentralized Coordination and Direction<br />
A minor to moderate incident wherein local resources are adequate and available. A<br />
Local Emergency may or may not be proclaimed. The <strong>City</strong> EOC may or may not be<br />
activated. Off-duty personnel may be recalled.<br />
Level Two — Centralized Coordination and Decentralized Direction<br />
A moderate to severe emergency wherein local resources are not adequate and mutual<br />
aid may be required on a regional or even statewide basis. Key management level<br />
personnel from the principal involved agencies will co-locate in a central location to<br />
provide jurisdictional or multi-jurisdictional coordination. The EOC should be activated.<br />
Off-duty personnel may be recalled. A Local Emergency will be proclaimed and a State<br />
<strong>of</strong> Emergency may be proclaimed.<br />
Level Three — Centralized Coordination and Direction<br />
A major local or regional disaster wherein resources in or near the impacted area are<br />
overwhelmed and extensive state and/or federal resources are required. A Local<br />
Emergency and a State <strong>of</strong> Emergency will be proclaimed and a Presidential Declaration<br />
<strong>of</strong> an Emergency or Major Disaster will be requested. All response and early recovery<br />
activities will be conducted from the EOC. All <strong>of</strong>f-duty personnel will be recalled.<br />
36
SEMS/NIMS ORGANIZATION CHART<br />
EOC Director<br />
Legislative<br />
Officer<br />
Safety Officer<br />
Liaison<br />
Officer<br />
Public Information<br />
Officer<br />
Legal<br />
Advisor<br />
*OPERATIONS<br />
*PLANNING/<br />
INTELLIGENCE<br />
LOGISTICS<br />
FINANCE<br />
Fire/Rescue/HazMat<br />
Resources<br />
Info. Systems<br />
Cost Recovery<br />
Law Enforcement<br />
Situation Status<br />
Transportation<br />
Time Keeping<br />
Med/Health<br />
Documentation<br />
Personnel<br />
Compensation/<br />
Claims<br />
Care & Shelter<br />
Damage Assessment<br />
Facilities<br />
Cost Analysis<br />
Public Works<br />
Adv. Planning<br />
Procurement<br />
Building & Safety<br />
Recovery Planning<br />
Demobilization<br />
* If all elements are activated, a deputy may be appointed to provide a manageable span<br />
<strong>of</strong> control.<br />
Field Units will be coordinating and communication with each <strong>of</strong> the Branches under the<br />
Operations Section. The Incident Command System will be used in the field.<br />
37
SEMS/NIMS RESPONSIBILITIES CHART<br />
Management<br />
Operations<br />
Section<br />
Planning<br />
Section<br />
Logistics<br />
Section<br />
Finance<br />
Section<br />
Responsibilities:<br />
Management (Management Section)<br />
Responsible for overall emergency management policy and coordination through the<br />
joint efforts <strong>of</strong> governmental agencies and private organizations. The EOC Director will<br />
either activate appropriate sections or perform their functions as needed.<br />
Operations Section<br />
Responsible for coordinating all jurisdictional operations in support <strong>of</strong> the emergency<br />
response through implementation <strong>of</strong> the city’s EOC Action Plan.<br />
Planning/Intelligence Section<br />
Responsible for collecting, evaluating and disseminating information; tracking<br />
resources, developing the city’s EOC Action Plan in coordination with other sections;<br />
initiating and preparation <strong>of</strong> the city’s After-Action Report, Corrective Action Plan and<br />
maintaining documentation.<br />
Logistics Section<br />
Responsible for providing communications, facilities, services, personnel, equipment,<br />
supplies and materials.<br />
Finance/Administration Section<br />
Responsible for financial activities and other administrative aspects.<br />
38
EOC DIRECTOR<br />
EOC DIRECTOR<br />
SUPERVISOR: <strong>City</strong> Council<br />
GENERAL DUTIES:<br />
<br />
<br />
<br />
<br />
<br />
<br />
<br />
Serve as the Director <strong>of</strong> Emergency Services for the <strong>City</strong> <strong>of</strong> <strong>Santa</strong> <strong>Monica</strong>.<br />
Make executive decisions based on policies <strong>of</strong> the <strong>City</strong> Council.<br />
Develop and issue rules, regulations, proclamations and orders.<br />
Establish the appropriate level <strong>of</strong> organization, and continuously monitor the<br />
effectiveness <strong>of</strong> that organization. Make changes as required.<br />
Be prepared to form additional branches/groups/units as dictated by the situation.<br />
Exercise overall management responsibility for the coordination <strong>of</strong> the response<br />
efforts within the affected area. In conjunction with the General Staff, set priorities<br />
for response efforts, and ensure that all agency actions are accomplished within the<br />
priorities established.<br />
Ensure that multi-agency or inter-agency coordination is accomplished effectively<br />
within the EOC.<br />
YOUR RESPONSIBILITY:<br />
Overall management <strong>of</strong> the <strong>City</strong> <strong>of</strong> <strong>Santa</strong> <strong>Monica</strong>’s emergency response and recovery<br />
effort.<br />
READ ENTIRE CHECKLIST AT START-UP AND<br />
AT BEGINNING OF EACH SHIFT<br />
Activation<br />
CHECKLIST<br />
Determine the operational status and appropriate level <strong>of</strong> activation based on<br />
situation as known.<br />
As appropriate, respond to the EOC.<br />
Mobilize appropriate personnel for initial activation <strong>of</strong> the EOC.<br />
Activate an alternate EOC as required. When there is damage to the primary EOC<br />
sufficient to render it unusable, report to the alternate EOC.<br />
39
Obtain briefing from whatever sources are available.<br />
Position Start-Up Actions<br />
Review your position responsibilities.<br />
Identify yourself as the EOC Director by putting on the vest with your title<br />
Direct the implementation <strong>of</strong> the <strong>City</strong> <strong>of</strong> <strong>Santa</strong> <strong>Monica</strong>’s SEMS/NIMS Emergency<br />
Plan.<br />
Confirm level <strong>of</strong> EOC activation and ensure that EOC positions and ICS field<br />
positions are filled as needed.<br />
Notify the Los Angeles County Operational Area that the <strong>City</strong> EOC is activated via<br />
the West Hollywood Sheriff’s Station EOC (Station EOC activated) or Watch<br />
Commander (Station EOC not activated).<br />
Assign staff to initiate check-in procedures.<br />
Ensure that the EOC Organization and staffing chart is posted and that arriving team<br />
members are assigned by name.<br />
Ensure the EOC is properly set up and ready for operations.<br />
Authorize activation <strong>of</strong> emergency volunteer organizations.<br />
Advise Logistics Section to activate employee recall protocols.<br />
Appoint and ensure that EOC Section Chiefs (General Staff) are in place as soon as<br />
possible and are staffing their respective sections.<br />
EOC Operations Section Chief<br />
EOC Planning/Intelligence Section Chief<br />
EOC Logistics Section Chief<br />
EOC Finance/Administration Section Chief<br />
Ensure that the Management Section is staffed as soon as possible at the level<br />
needed.<br />
Public Information Officer<br />
Liaison Officer/EOC Coordinator<br />
Safety Officer<br />
40
Request additional personnel to maintain a 24-hour operation as required.<br />
Brief incoming EOC Section personnel prior to their assuming their duties. Briefings<br />
should include:<br />
Current situation assessment.<br />
Identification <strong>of</strong> specific job responsibilities.<br />
Identification <strong>of</strong> co-workers within the job function and/or geographical<br />
assignment.<br />
Availability <strong>of</strong> communications.<br />
Location <strong>of</strong> work area.<br />
Identification <strong>of</strong> eating and sleeping arrangements as appropriate.<br />
Procedural instructions for obtaining additional supplies, services and personnel.<br />
Identification <strong>of</strong> operational period work shifts.<br />
Prepare work objectives for Section staff, brief staff and make staff assignments.<br />
Open and maintain a position log.<br />
Using activity log, maintain all required records and documentation to support the<br />
After-Action Report and the history <strong>of</strong> the emergency/disaster. Document:<br />
Messages received<br />
Action taken<br />
Decision justification and documentation<br />
Requests filled<br />
EOC personnel, time on duty and assignments<br />
Precise information is essential to meet requirements for possible<br />
reimbursement by CalEMA and FEMA.<br />
Ensure that all EOC Management Team meetings, General Staff meetings and<br />
policy decisions are documented by a scribe.<br />
Ensure that all relevant communication systems are established and operable.<br />
Ensure that all departments account for personnel and work assignments.<br />
Confirm the delegation <strong>of</strong> authority. Obtain any guidance or direction as necessary.<br />
Determine appropriate delegation <strong>of</strong> purchasing authority to the Purchasing Unit <strong>of</strong><br />
the Finance/Administration Section.<br />
Schedule the first planning meeting.<br />
41
Confer with EOC Operations Section Chief and other General Staff to determine<br />
what representation is needed at the EOC from other agencies.<br />
Ensure that the field agency representatives have been assigned to other facilities<br />
as necessary.<br />
Determine need and establish, if necessary, a deputy director position.<br />
Establish the frequency <strong>of</strong> briefing sessions.<br />
Based on the situation as known or forecast, determine likely future EOC<br />
Management Section needs.<br />
Think ahead and anticipate situations and problems before they occur.<br />
Request additional resources through the appropriate EOC Logistics Section Unit.<br />
General Operational Duties<br />
Carry out responsibilities <strong>of</strong> your EOC Section not currently staffed.<br />
Make a list <strong>of</strong> key issues currently facing your Section to be accomplished within the<br />
next operational period.<br />
Ensure that all your Section logs and files are maintained.<br />
Monitor your Section activities and adjust Section organization as appropriate.<br />
Resolve problems that arise in conducting your Section and EOC responsibilities.<br />
Anticipate potential situation changes, such as severe aftershocks, in all Section and<br />
EOC planning. Develop a backup plan for all plans and procedures requiring <strong>of</strong>f-site<br />
communications.<br />
Conduct periodic briefings for your Section. Ensure that all organizational elements<br />
are aware <strong>of</strong> priorities.<br />
Use face-to-face communication in the EOC whenever possible and document<br />
decisions and policy.<br />
Ensure that all your Section personnel and equipment time records and a record <strong>of</strong><br />
expendable materials used are provided to the Time Unit and Cost Analysis Unit <strong>of</strong><br />
the Finance/Administration Section at the end <strong>of</strong> each operational period.<br />
42
Brief your relief at shift change time. Ensure that in-progress activities are identified<br />
and follow-up requirements are known.<br />
Operational Duties<br />
Carry out responsibilities <strong>of</strong> all other EOC Sections not currently staffed.<br />
Assess situation, work in progress, resources and estimate incident duration.<br />
Set up EOC planning meeting schedule with all EOC Section Chiefs.<br />
Develop overall strategy with the EOC Section Chiefs.<br />
Ensure that EOC Sections are carrying out their principle duties:<br />
Implementing operational objectives per the EOC Action Plan.<br />
Preparing action plans and status reports.<br />
Providing adequate facility and operational support.<br />
Providing administrative and fiscal record keeping and support.<br />
Develop and issue appropriate rules, regulations, proclamations and orders.<br />
Initiate Emergency Proclamations as needed (See Supporting Documentation).<br />
Establish <strong>City</strong> Hall hours <strong>of</strong> operation.<br />
Conduct periodic briefing sessions with the entire EOC Management Team to<br />
update the overall situation.<br />
Conduct periodic briefing sessions with the <strong>City</strong> Council to update the overall<br />
situation.<br />
Set priorities for restoration <strong>of</strong> city services.<br />
Hold action planning meeting <strong>of</strong> section and branch coordinators, agency<br />
representatives (as required) and key staff. The activities to be covered in an action<br />
planning meeting are:<br />
Provide briefings on current and forecasted situation and major reportable<br />
incidents within affected Operational Area.<br />
Obtain any additional information from other sources on the current situation<br />
assessment.<br />
Review availability and status <strong>of</strong> ordered, enroute or staged resources.<br />
Establish with staff the next Operational Period for which the EOC Action Plan<br />
should be developed.<br />
43
Define priority actions to be accomplished or undertaken within the next<br />
Operational Period in light <strong>of</strong> the known and forecasted situation and status <strong>of</strong><br />
available resources.<br />
Establish assignments for available and incoming resources based on current<br />
and forecast situation and established priorities.<br />
Determine need for additional resources. Establish specific responsibilities for<br />
ordering.<br />
Discuss and resolve any internal coordination issues.<br />
Ensure that staff is clear on the EOC Action Plan. Have pertinent elements<br />
documented for distribution as necessary.<br />
Establish time for next action planning meeting.<br />
Approve and authorize the implementation <strong>of</strong> the EOC Action Plan developed and<br />
prepared by the EOC Planning/Intelligence Section and EOC Management Team.<br />
In conjunction with the EOC Public Information Officer (PIO), coordinate and conduct<br />
news conferences and review media releases as required. Establish procedure for<br />
information releases affecting inter-agency coordination.<br />
Authorize PIO to release via the <strong>Santa</strong> <strong>Monica</strong> Alert and Notification system, SM<br />
Alerts and the Los Angeles County’s Emergency Alert System (EAS).<br />
Monitor performance <strong>of</strong> EOC personnel for signs <strong>of</strong> stress or under-performance;<br />
initiate Critical Incident Stress Debriefing as appropriate in coordination with<br />
Personnel Unit <strong>of</strong> the Logistics Section.<br />
In conjunction with the EOC Safety Officer, establish and maintain a safe working<br />
environment.<br />
Ensure that proper security <strong>of</strong> the EOC is maintained at all times.<br />
Ensure that the EOC Liaison Officer is providing for and maintaining positive and<br />
effective inter-agency coordination.<br />
Establish and maintain contacts with adjacent jurisdictions/agencies and with other<br />
organizational levels as appropriate.<br />
Monitor section level activities to assure that all appropriate actions are being taken.<br />
Brief your relief at shift change time. Ensure that in-progress activities are identified<br />
and follow-up requirements are known.<br />
44
Deactivation<br />
Authorize deactivation <strong>of</strong> sections, branches or units when they are no longer<br />
required.<br />
Notify Los Angeles County Operational Area via the West Hollywood Sheriff’s<br />
Station EOC or Watch Commander, adjacent facilities and other EOCs as necessary<br />
<strong>of</strong> planned time for deactivation.<br />
Ensure that any open actions not yet completed will be taken care <strong>of</strong> after<br />
deactivation.<br />
Ensure that all required forms or reports are completed prior to deactivation.<br />
Be prepared to provide input to the EOC After-Action Report/Corrective Action<br />
Report.<br />
Deactivate the EOC and close out logs when emergency situation no longer requires<br />
activation.<br />
Proclaim termination <strong>of</strong> the emergency and proceed with recovery operations.<br />
NOTES:<br />
45
LIAISON OFFICER<br />
SUPERVISOR:<br />
EOC Director<br />
GENERAL DUTIES:<br />
<br />
<br />
<br />
<br />
Coordinate with Agency Representatives assigned to the EOC and handle requests<br />
from other agencies for sending liaison personnel to other EOCs.<br />
Function as a central location for incoming Agency Representatives, provide<br />
workspace and arrange for support as necessary.<br />
Interact with other sections and branches/groups/units within the EOC to obtain<br />
information assist in coordination and ensure the proper flow <strong>of</strong> information.<br />
Ensure that all developed guidelines, directives, action plans and appropriate<br />
situation information is disseminated to Agency Representatives.<br />
YOUR RESPONSIBILITY:<br />
Serve as the point <strong>of</strong> contact for Agency Representatives from assisting organizations<br />
and agencies outside the city government structure; aid in coordinating the efforts <strong>of</strong><br />
these outside agencies to reduce the risk <strong>of</strong> their operating independently. Any state<br />
and/or federal emergency <strong>of</strong>ficial should make contact with the Liaison Officer to ensure<br />
continuity <strong>of</strong> operations.<br />
Multi-agency or inter-agency coordination is defined as the participation <strong>of</strong> agencies and<br />
disciplines involved at any level <strong>of</strong> the SEMS/NIMS organization working together in a<br />
coordinated effort to facilitate decisions for overall emergency response activities,<br />
including the sharing <strong>of</strong> critical resources and the prioritization <strong>of</strong> incidents.<br />
READ ENTIRE CHECKLIST AT START-UP AND<br />
AT BEGINNING OF EACH SHIFT<br />
Activation<br />
CHECKLIST<br />
Check-in upon arrival at EOC.<br />
Report to the EOC Director.<br />
47
Obtain a briefing on the situation.<br />
Determine your personal operating location and set up as necessary.<br />
Review your position responsibilities.<br />
Identify yourself as the Liaison Officer by putting on the vest with your title.<br />
Clarify any issues regarding your authority and assignments and what others in the<br />
organization do.<br />
Open and maintain a position activity log.<br />
Determine 24-hour staffing requirements and request additional support as required.<br />
Request additional resources through the appropriate EOC Logistics Section Unit.<br />
Based on the situation as known or forecast determine likely future Section needs.<br />
Think ahead and anticipate situations and problems before they occur.<br />
Using activity log, maintain all required records and documentation to support the<br />
After-Action Report and the history <strong>of</strong> the emergency/disaster. Document:<br />
Messages received<br />
Action taken<br />
Decision justification and documentation<br />
Requests filled<br />
EOC personnel, time on duty and assignments<br />
General Operational Duties<br />
Keep up to date on the situation and resources associated with your position.<br />
Maintain current status reports and displays.<br />
Keep the EOC Director advised <strong>of</strong> your status and activity and on any problem areas<br />
that now need or will require solutions.<br />
Establish operating procedure with the Information Systems Branch <strong>of</strong> the EOC<br />
Logistics Section for use <strong>of</strong> telephone, radio and data systems. Make any priorities<br />
or special requests known.<br />
Review situation reports as they are received. Verify information where questions<br />
exist.<br />
48
Anticipate potential situation changes, such as severe aftershocks, in all planning.<br />
Develop a backup plan for all plans and procedures requiring <strong>of</strong>f-site<br />
communications.<br />
Determine and anticipate support requirements and forward to your Section Chief.<br />
Monitor your position activities and adjust staffing and organization to meet current<br />
needs.<br />
Use face-to-face communication in the EOC whenever possible and document<br />
decisions and policy.<br />
Ensure that your personnel and equipment time records and a record <strong>of</strong> expendable<br />
materials used are provided to your Section Chief at the end <strong>of</strong> each operational<br />
period.<br />
Brief your relief at shift-change time. Ensure that in-progress activities are identified<br />
and follow-up requirements are known.<br />
Position Operational Duties<br />
Arrange and coordinate VIP tours with PIO, Legislative Liaison and <strong>City</strong> Council<br />
members.<br />
Contact all on-site Agency Representatives. Make sure:<br />
They have signed into the EOC.<br />
They understand their assigned function.<br />
They know their work location.<br />
They understand EOC organization and floor plan (provide both).<br />
Determine if outside liaison is required with other agencies such as:<br />
Local/county/state/federal agencies.<br />
Schools.<br />
Volunteer organizations.<br />
Private sector organizations.<br />
Utilities not already represented.<br />
Determine status and resource needs and availability <strong>of</strong> other agencies.<br />
Brief Agency Representatives on current situation, priorities and EOC Action Plan.<br />
Request Agency Representatives contact their agency, determine level <strong>of</strong> activation<br />
<strong>of</strong> agency facilities, and obtain any intelligence or situation information that may be<br />
49
useful to the EOC.<br />
Notify and coordinate with adjacent jurisdictions on facilities and/or dangerous<br />
releases that may impose risk across boundaries.<br />
Respond to requests for liaison personnel from other agencies.<br />
Act as liaison with state or federal emergency response <strong>of</strong>ficials and appropriate<br />
city personnel.<br />
Determine if there are communication problems in contacting outside agencies.<br />
Provide information to the Information Systems Branch <strong>of</strong> the EOC Logistics<br />
Section.<br />
Know the working location for any Agency Representative assigned directly to a<br />
branch/group/unit<br />
Compile list <strong>of</strong> Agency Representatives (agency, name, EOC phone) and make<br />
available to all Section and Branch/Group/Unit Chiefs.<br />
Respond to requests from sections and branches/groups/units for Agency<br />
information. Direct requesters to appropriate Agency Representatives.<br />
Provide periodic update briefings to Agency Representatives as necessary.<br />
Deactivation<br />
Release Agency Representatives no longer required in the EOC after coordination<br />
with the EOC Director and rest <strong>of</strong> the General Staff.<br />
Ensure that all required forms or reports are completed prior to your release and<br />
departure.<br />
Be prepared to provide input to After-Action/Corrective Action Report.<br />
Determine what follow-up to your assignment might be required before you leave.<br />
Deactivate the Liaison Officer position and close out logs when authorized by the<br />
EOC Director.<br />
NOTES:<br />
50
EOC COORDINATOR<br />
SUPERVISOR:<br />
EOC Director<br />
GENERAL DUTIES:<br />
<br />
<br />
<br />
<br />
<br />
<br />
<br />
Coordinate Emergency Operations Center (EOC) internal management systems.<br />
Liaison with outside public jurisdictions and internal departments.<br />
Assist and serve as an advisor to the EOC Director and General Staff as needed.<br />
Provide information and guidance to the EOC Management Team.<br />
Maintain contact with the Los Angeles County Operational Area EOC Liaison Officer.<br />
Serve (temporary assignment) as a Section Chief if assigned by the EOC Director<br />
Coordinate all visits to the EOC in conjunction with the Liaison Officer.<br />
YOUR RESPONSIBILITY:<br />
Facilitate the overall functioning <strong>of</strong> the EOC, coordinate with other agencies and<br />
SEMS/NIMS levels and serve as a resource to the EOC Director.<br />
READ ENTIRE CHECKLIST AT START-UP AND<br />
AT BEGINNING OF EACH SHIFT<br />
Activation<br />
CHECKLIST<br />
Check-in upon arrival at the EOC.<br />
Report to the EOC Director.<br />
Clarify EOC Activation Level.<br />
Activate Department Emergency Voicemail.<br />
Receive incident briefing from the EOC Director.<br />
Notify the Operational Area.<br />
Clarify activation <strong>of</strong> volunteer organizations.<br />
Determine your personal operating location and set up as necessary.<br />
51
Review your position responsibilities.<br />
Identify yourself as the EOC Coordinator by putting on the vest with your title.<br />
Clarify any issues regarding your authority and assignment and what others in the<br />
organization do.<br />
Open and maintain a position activity log.<br />
Ensure Information Systems has activated the Alert Notification System.<br />
Assess emergency impacts and provide advice to the EOC Director as to the extent<br />
<strong>of</strong> EOC activation.<br />
Assist the EOC Director in filling needed workstation assignments.<br />
Provide assistance and information to Section Chiefs as required.<br />
Determine 24-hour staffing requirements and request additional support as required.<br />
Request additional resources through the appropriate Logistics Section Unit.<br />
Based on the situation as known or forecast determine likely future Section needs.<br />
Think ahead and anticipate situations and problems before they occur.<br />
Using activity log to maintain all required records and documentation to support the<br />
After-Action Report and the history <strong>of</strong> the emergency/disaster. Document:<br />
Messages received<br />
Action taken<br />
Decision justification and documentation<br />
Requests filled<br />
EOC personnel, time on duty and assignments<br />
Precise information is essential to meet requirements for possible reimbursement<br />
by CalEMA and FEMA.<br />
General Operational Duties<br />
Keep up to date on the situation and resources associated with your position.<br />
Maintain current status reports and displays.<br />
Keep the EOC Director advised <strong>of</strong> your status and activity and on any problem areas<br />
that now need or will require solutions.<br />
52
Establish operating procedure with the Information Systems Branch <strong>of</strong> the EOC<br />
Logistics Section for use <strong>of</strong> telephone, radio and data systems. Make any priorities<br />
or special requests known.<br />
Review situation reports as they are received. Verify information where questions<br />
exist.<br />
Anticipate potential situation changes, such as severe aftershocks, in all planning.<br />
Develop a backup plan for all plans and procedures requiring <strong>of</strong>f-site<br />
communications.<br />
Determine and anticipate support requirements and forward to your Section Chief.<br />
Monitor your position activities and adjust staffing and organization to meet current<br />
needs.<br />
Use face-to-face communication in the EOC whenever possible and document<br />
decisions and policy.<br />
Ensure that your personnel time records are provided to your Section Chief at the<br />
end <strong>of</strong> each operational period.<br />
Brief your relief at shift-change time. Ensure that in-progress activities are identified<br />
and follow-up requirements are known.<br />
Position Operational Duties<br />
Assist the General Staff and the EOC Director in developing an overall strategy,<br />
including:<br />
Assess the situation.<br />
Define the problem.<br />
Establish priorities.<br />
Determine the need for evacuation.<br />
Estimate the incident duration.<br />
Determine if there is a need to make an ―Emergency Proclamation‖.<br />
Advise the EOC Director about proclamations, emergency ordinances and other<br />
legal documents required by the <strong>City</strong> Council and the EOC Director.<br />
Assist the Planning/Intelligence Section in the development, continuous updating<br />
and execution <strong>of</strong> the EOC Action Plan.<br />
53
Ensure efficient operating procedures within the EOC. Assist any function in<br />
addressing any issues that might arise.<br />
Monitor performance <strong>of</strong> EOC personnel for signs <strong>of</strong> stress or under-performance;<br />
advise EOC Director <strong>of</strong> condition.<br />
Ensure that EOC personnel are properly maintaining all documentation.<br />
Facilitate and attend periodic briefing sessions conducted by the EOC Director.<br />
Advise the EOC Director <strong>of</strong> any issues that need to be addressed and <strong>of</strong> any<br />
responsibilities that need to be assigned.<br />
Liaison with other agencies (Operational Area, State and FEMA) as assigned.<br />
Ensure that all notifications are made to the Los Angeles County Operational Area<br />
and verify that requests for assistance have been addressed or forwarded to the<br />
State Regional EOC.<br />
Ensure that all necessary communications have been established.<br />
Coordinate and monitor all EOC visitations.<br />
Coordinate all EOC functions with neighboring jurisdictions, the Los Angeles County<br />
Operational Area and other support and response organizations.<br />
Assist in shift change issues.<br />
Deactivation<br />
Ensure that all required forms or reports are completed prior to your release and<br />
departure.<br />
Be prepared to provide input to the EOC After-Action/Corrective Report.<br />
Determine what follow-up to your assignment might be required before you leave.<br />
Deactivate the EOC Coordinator position and close out logs when authorized by the<br />
EOC Director.<br />
NOTES:<br />
54
SAFETY OFFICER<br />
SUPERVISOR:<br />
EOC Director<br />
GENERAL DUTIES:<br />
<br />
<br />
<br />
Ensure that all facilities used in support <strong>of</strong> EOC operations have safe operating<br />
conditions.<br />
Monitor all EOC and related facility activities to ensure that they are being conducted<br />
in as safe a manner as possible under the circumstances that exist.<br />
Stop or modify all unsafe operations.<br />
YOUR RESPONSIBILITY:<br />
Identify and mitigate safety hazards and situations <strong>of</strong> potential <strong>City</strong> liability during EOC<br />
operations and ensure a safe working environment in the EOC.<br />
READ ENTIRE CHECKLIST AT START-UP AND<br />
AT BEGINNING OF EACH SHIFT<br />
Activation<br />
CHECKLIST<br />
Check-in upon arrival at the EOC.<br />
Report to the EOC Director.<br />
Obtain a briefing on the situation.<br />
Determine your personal operating location and set up as necessary.<br />
Review your position responsibilities.<br />
Identify yourself as the Safety Officer by putting on the vest with your title.<br />
Clarify any issues regarding your authority and assignment and what others in the<br />
organization do.<br />
Open and maintain a position activity log.<br />
Determine 24-hour staffing requirements and request additional support as required.<br />
55
Request additional resources through the appropriate EOC Logistics Section Unit.<br />
Based on the situation as known or forecast determine likely future Branch/Unit<br />
needs.<br />
Think ahead and anticipate situations and problems before they occur.<br />
Using activity log, maintain all required records and documentation to support the<br />
EOC After-Action Report and the history <strong>of</strong> the emergency/disaster. Document:<br />
Messages received<br />
Action taken<br />
Decision justification and documentation<br />
Requests filled<br />
EOC personnel, time on duty and assignments<br />
Precise information is essential to meet requirements for possible reimbursement<br />
by CalEMA and FEMA.<br />
General Operational Duties<br />
Keep up to date on the situation and resources associated with your position.<br />
Maintain current status reports and displays.<br />
Keep the EOC Director advised <strong>of</strong> your status and activity and on any problem areas<br />
that now need or will require solutions.<br />
Ensure that all relevant communication systems are established and operable.<br />
Review situation reports as they are received. Verify information where questions<br />
exist.<br />
Anticipate potential situation changes, such as severe aftershocks, in all planning.<br />
Develop a backup plan for all plans and procedures requiring <strong>of</strong>f-site<br />
communications.<br />
Determine and anticipate support requirements and forward to your EOC Section<br />
Chief.<br />
Monitor your position activities and adjust staffing and organization to meet current<br />
needs.<br />
Use face-to-face communication in the EOC whenever possible and document<br />
decisions and policy.<br />
56
Ensure that your personnel and equipment time records and record <strong>of</strong> expendable<br />
materials used are provided to your EOC Section Chief at the end <strong>of</strong> each<br />
operational period<br />
Brief your relief at shift-change time. Ensure that in-progress activities are identified<br />
and follow-up requirements are known.<br />
Position Operational Duties<br />
Advise EOC Security Officer <strong>of</strong> your function. Secure information regarding<br />
emergency conditions.<br />
Tour the entire facility area and determine the scope <strong>of</strong> on-going operations.<br />
Evaluate conditions and advise the EOC Director <strong>of</strong> any conditions and actions<br />
which might result in liability—e.g. oversights, improper response actions, etc.<br />
Coordinate with the Personnel Unit <strong>of</strong> the Logistics Section to ensure that training for<br />
personnel includes safety and hazard awareness and is in compliance with OSHA<br />
requirements.<br />
Study the facility to learn the location <strong>of</strong> all fire extinguishers, fire hoses and<br />
emergency pull stations.<br />
Be familiar with particularly hazardous conditions in the facility.<br />
Ensure that the EOC location is free from environmental threats (i.e., radiation<br />
exposure, air purity, water potability, etc.)<br />
If the event that caused activation is an earthquake, provide guidance regarding<br />
actions to be taken in preparation for aftershocks.<br />
Coordinate with EOC Security to obtain assistance for any special safety<br />
requirements.<br />
Keep the EOC Director advised <strong>of</strong> safety conditions.<br />
Coordinate with Compensation/Claims Unit <strong>of</strong> the Finance/Administration Section on<br />
any personnel injury claims or records preparation as necessary for proper case<br />
evaluation and closure.<br />
57
Deactivation<br />
Ensure that all required forms or reports are completed prior to your release and<br />
departure.<br />
Be prepared to provide input to the EOC After-Action/Correction Report.<br />
Determine what follow-up to your assignment might be required before you leave.<br />
Deactivate the EOC Safety Officer position and close out logs when authorized by<br />
the EOC Director.<br />
NOTES:<br />
58
LEGAL OFFICER<br />
SUPERVISOR:<br />
EOC Director<br />
GENERAL DUTIES:<br />
<br />
<br />
<br />
Prepare proclamations, emergency ordinances and other legal documents and<br />
provide legal services as required.<br />
Maintain legal information, records and reports relative to the emergency.<br />
Commence legal proceedings as needed.<br />
YOUR RESPONSIBILITY:<br />
Act as the <strong>City</strong> Attorney, provide legal advice to the EOC Director in all legal matters<br />
relative to the emergency and assist in the proclamation <strong>of</strong> an emergency.<br />
.<br />
Activation<br />
READ ENTIRE CHECKLIST AT START-UP AND<br />
AT BEGINNING OF EACH SHIFT<br />
CHECKLIST<br />
Check-in upon arrival at the EOC.<br />
Report to the EOC Director.<br />
Obtain a briefing on the situation.<br />
Determine your personal operating location and set up as necessary.<br />
Review your position responsibilities.<br />
Identify yourself as the Legal Advisor/Officer by putting on the vest with your title.<br />
Clarify any issues regarding your authority and assignment and what others in the<br />
organization do.<br />
Open and maintain a position activity log.<br />
59
Determine 24-hour staffing requirements and request additional support as required.<br />
Request additional resources through the appropriate EOC Logistics Section Unit.<br />
Based on the situation as known or forecast determine likely future needs.<br />
Think ahead and anticipate situations and problems before they occur.<br />
Using activity log, maintain all required records and documentation to support the<br />
EOC After-Action Report and the history <strong>of</strong> the emergency/disaster. Document:<br />
Messages received<br />
Action taken<br />
Decision justification and documentation<br />
Requests filled<br />
EOC personnel, time on duty and assignments<br />
Precise information is essential to meet requirements for possible reimbursement<br />
by CalEMA and FEMA.<br />
General Operational Duties<br />
Keep up to date on the situation and resources associated with your position.<br />
Maintain current status reports and displays.<br />
Keep the EOC Director advised <strong>of</strong> your status and activity and on any problem areas<br />
that now need or will require solutions.<br />
Ensure that all relevant communication systems are established and operable.<br />
Review situation reports as they are received. Verify information where questions<br />
exist.<br />
Anticipate potential situation changes, such as severe aftershocks, in all planning.<br />
Develop a backup plan for all plans and procedures requiring <strong>of</strong>f-site<br />
communications.<br />
Determine and anticipate support requirements and forward to your Section Chief.<br />
Monitor your position activities and adjust staffing and organization to meet current<br />
needs.<br />
Use face-to-face communication in the EOC whenever possible and document<br />
decisions and policy.<br />
60
Ensure that your personnel and equipment time records and a record <strong>of</strong> expendable<br />
materials used are provided to your Section Chief at the end <strong>of</strong> each operational<br />
period.<br />
Brief your relief at shift-change time.<br />
Ensure that in-progress activities are identified and follow-up requirements are<br />
known.<br />
Position Operational Duties<br />
Prepare proclamations, emergency ordinances and other legal documents required<br />
by the <strong>City</strong> Council and the EOC Director.<br />
Develop rules, regulations and laws required for the acquisition and/or control <strong>of</strong><br />
critical resources.<br />
Develop emergency ordinances and regulations to provide a legal basis for<br />
evacuation and/or population control.<br />
Commence civil and criminal proceedings as necessary and appropriate to<br />
implement and enforce emergency actions.<br />
Advise the EOC Director on areas <strong>of</strong> legal responsibility and identify potential<br />
liabilities.<br />
Advise the <strong>City</strong> Council, EOC Director and management personnel <strong>of</strong> the legality<br />
and/or legal implications <strong>of</strong> contemplated emergency actions and/or policies.<br />
Prepare documents relative to the demolition <strong>of</strong> hazardous structures or conditions.<br />
Deactivation<br />
Ensure that all required forms or reports are completed prior to your release and<br />
departure.<br />
Be prepared to provide input to the EOC After-Action/Corrective Action Report.<br />
Determine what follow-up to your assignment might be required before you leave.<br />
Deactivate the Legal Advisor/Officer position and close out logs when authorized by<br />
the EOC Director.<br />
NOTES:<br />
61
LEGISLATIVE LIAISON OFFICER<br />
SUPERVISOR:<br />
EOC Director<br />
GENERAL DUTIES:<br />
<br />
<br />
<br />
Work closely with the EOC Director to ensure proper support from all legislative<br />
entities.<br />
Liaison with legislative representatives as necessary to acquire vital support for your<br />
jurisdiction.<br />
Assist EOC Director as needed.<br />
YOUR RESPONSIBILITY:<br />
Although this is not a position described in ICS or SEMS/NIMS, it is a management<br />
level function that has demonstrated its necessity during recent disasters. The<br />
Legislative Liaison is a part <strong>of</strong> the management staff and may be a singular person or<br />
group who, as an incident indicates, establishes and maintains personal contact with<br />
the elected <strong>of</strong>ficials representing the impacted area at the county/state/federal levels.<br />
Ensure that a link has been established between the <strong>City</strong> <strong>of</strong> <strong>Santa</strong> <strong>Monica</strong> and the<br />
legislative body to pass on information and requests and to lobby for the filling <strong>of</strong><br />
requests when the established request channels are overloaded and not responsive.<br />
Communicate local needs to your community’s legislative <strong>of</strong>ficers and establish a<br />
continued link between the jurisdiction and all other potential entities as needed.<br />
Identify issues that should be forwarded to the proper political entities to ensure the best<br />
possible response to your community.<br />
READ ENTIRE CHECKLIST AT START-UP AND<br />
AT BEGINNING OF EACH SHIFT<br />
Activation<br />
CHECKLIST<br />
Check in upon arrival at the EOC.<br />
Report to the EOC Director.<br />
Receive incident briefing from the EOC Director.<br />
63
Determine your personal operating location and set up as necessary.<br />
Review your position responsibilities.<br />
Identify yourself as the Legislative Liaison by putting on the vest with your title.<br />
Clarify any issues regarding your authority and assignment and what others in the<br />
organization do.<br />
Open and maintain a position log.<br />
Determine 24-hour staffing requirements and request additional support as required.<br />
Request additional resources through the appropriate EOC Logistics Section Unit.<br />
Based on the situation as known or forecast determine likely future Branch/Unit<br />
needs.<br />
Think ahead and anticipate situations and problems before they occur.<br />
Using activity log, maintain all required records and documentation to support the<br />
After-Action Report and the history <strong>of</strong> the emergency/disaster. Document:<br />
Messages received<br />
Action taken<br />
Decision justification and documentation<br />
Requests filled<br />
EOC personnel, time on duty and assignments<br />
Precise information is essential to meet requirements for possible reimbursement<br />
by CalEMA and FEMA.<br />
General Operational Duties<br />
Keep up to date on the situation and resources associated with your position.<br />
Maintain current status reports and displays.<br />
Keep the EOC Director advised <strong>of</strong> your status and activity and on any problem areas<br />
that now need or will require solutions.<br />
Ensure that all relevant communication systems are established and operable.<br />
Review situation reports as they are received. Verify information where questions<br />
exist.<br />
64
Anticipate potential situation changes, such as severe aftershocks, in all planning.<br />
Develop a backup plan for all plans and procedures requiring <strong>of</strong>f-site<br />
communications.<br />
Determine and anticipate support requirements and forward to your Section Chief.<br />
Monitor your position activities and adjust staffing and organization to meet current<br />
needs.<br />
Use face-to-face communication in the EOC whenever possible and document<br />
decisions and policy.<br />
Ensure that your personnel and equipment time records and a record <strong>of</strong> expendable<br />
materials used are provided to your Section Chief at the end <strong>of</strong> each operational<br />
period.<br />
Brief your relief at shift-change time. Ensure that in-progress activities are identified<br />
and follow-up requirements are known.<br />
Position Operational Duties<br />
Assist EOC Director in preparing a city strategy dealing with legislative issues during<br />
this event.<br />
Establish a link between your jurisdiction, its political bodies and the county and<br />
state legislative bodies.<br />
Assist EOC in addressing any political issues that might arise. Determine, with the<br />
EOC Director, the need to contact specific legislative bodies to ensure the best<br />
possible response to your community.<br />
Brief and coordinate with PIO, Liaison Officer and <strong>City</strong> Council members on VIP<br />
tours.<br />
Ensure that all documentation is being properly maintained. Forward pertinent<br />
documents to appropriate elected <strong>of</strong>ficials. As needed, forward pertinent<br />
documentation upward through proper channels to expedite response to your<br />
jurisdiction.<br />
Advise the EOC Director <strong>of</strong> any political issues that may need to be addressed and<br />
<strong>of</strong> any responsibilities that may need to be assigned.<br />
65
Deactivation<br />
Ensure that all required forms or reports are completed prior to your release and<br />
departure.<br />
Be prepared to provide input to the After-Action Report.<br />
Determine what follow-up to your assignment might be required before you leave.<br />
Deactivate the Legislative Liaison position and close out logs when authorized by<br />
the EOC Director.<br />
NOTES:<br />
66
AGENCY REPRESENTATIVE<br />
SUPERVISOR:<br />
Liaison Officer<br />
YOUR RESPONSIBILITY:<br />
As an individual assigned to the EOC from another agency, the Agency Representative<br />
should be able to speak for his/her agency within established limits.<br />
READ ENTIRE CHECKLIST AT START-UP AND<br />
AT BEGINNING OF EACH SHIFT<br />
Activation<br />
CHECKLIST<br />
Check-in upon arrival at the EOC.<br />
Report to EOC Liaison Officer if that position has been activated. If not activated,<br />
report to the EOC Director.<br />
Obtain a briefing on the situation.<br />
Unpack any kit materials you may have brought with you and set up your assigned<br />
workstation.<br />
Obtain EOC organization chart, floor plan and telephone listing. Review the<br />
locations and general duties <strong>of</strong> all sections and branches/groups/units that have<br />
been activated.<br />
Review your position responsibilities.<br />
Identify yourself as an Agency Representative by putting on the vest with your title.<br />
Clarify any issues regarding your authority and assignment and what others in the<br />
organization do.<br />
Establish communications link(s) with home agency. If unable to communicate,<br />
notify the Information Systems Branch <strong>of</strong> the EOC Logistics Section.<br />
If necessary, clarify your decision making authority with your agency.<br />
67
Open and maintain a position activity log.<br />
Determine 24-hour staffing requirements and request additional support as required.<br />
Request additional resources through the appropriate EOC Logistics Section Unit.<br />
Based on the situation as known or forecast determine likely future Branch/Unit<br />
needs.<br />
Think ahead and anticipate situations and problems before they occur.<br />
Using activity log, maintain all required records and documentation to support EOC<br />
After-Action Report and the history <strong>of</strong> the emergency/disaster. Document:<br />
Messages received<br />
Action taken<br />
Decision justification and documentation<br />
Requests filled<br />
EOC personnel, time on duty and assignments<br />
Precise information is essential to meet requirements for possible reimbursement<br />
by CalEMA and FEMA.<br />
General Operational Duties<br />
Keep up to date on the situation and resources associated with your position.<br />
Maintain current status reports and displays.<br />
Keep the EOC Liaison Officer advised <strong>of</strong> your status and activity and on any<br />
problem areas that now need or will require solutions.<br />
Ensure that all relevant communication systems are established and operable.<br />
Review situation reports as they are received. Verify information where questions<br />
exist.<br />
Anticipate potential situation changes, such as severe aftershocks, in all planning.<br />
Develop a backup plan for all plans and procedures requiring <strong>of</strong>f-site<br />
communications.<br />
Determine and anticipate support requirements and forward to your Section Chief.<br />
Monitor your position activities and adjust staffing and organization to meet current<br />
needs.<br />
68
Use face-to-face communication in the EOC whenever possible and document<br />
decisions and policy.<br />
Ensure that your personnel and equipment time records and a record <strong>of</strong> expendable<br />
materials used are provided to the Liaison Officer at the end <strong>of</strong> each operational<br />
period.<br />
Brief your relief at shift-change time. Ensure that in-progress activities are identified<br />
and follow-up requirements are known.<br />
Position Operational Duties<br />
Obtain current situation briefing from person you are relieving, or from the EOC<br />
Liaison Officer.<br />
Contact EOC sections or branches/groups/units appropriate to your responsibility,<br />
and advise them <strong>of</strong> your presence and assigned work location.<br />
If relocating to work directly with a functional branch/group/unit, advise Liaison<br />
Officer <strong>of</strong> your location.<br />
Facilitate requests for support or information that your agency can provide.<br />
Keep up to date on the general status <strong>of</strong> resources and activity associated with your<br />
agency.<br />
Provide appropriate situation information to the Situation Status Unit <strong>of</strong> the EOC<br />
Planning/Intelligence Section.<br />
Represent your agency at planning meetings as appropriate. Be prepared to<br />
provide update briefings about your agency's activities and priorities at these<br />
meetings.<br />
Inform your agency periodically on EOC priorities and actions that may be <strong>of</strong><br />
interest.<br />
69
Deactivation<br />
Coordinate deactivation with EOC Liaison Officer. Ensure your agency's<br />
representation is no longer needed prior to leaving.<br />
Be prepared to provide input to the EOC After-Action/Corrective Action Report.<br />
Determine what follow-up to your assignment might be required before you leave.<br />
Leave forwarding phone number where you can be reached.<br />
NOTES:<br />
70
PUBLIC INFORMATION OFFICER<br />
SUPERVISOR: EOC Director<br />
GENERAL DUTIES:<br />
<br />
<br />
<br />
<br />
<br />
Serve as the dissemination point for all media releases within the affected area.<br />
Other agencies wishing to release information to the public should coordinate<br />
through the Public Information function.<br />
Coordinate as necessary to ensure that the public within the affected area receives<br />
complete, accurate, timely, and consistent information about lifesaving procedures,<br />
health preservation instructions, emergency status and other information, and relief<br />
programs and services. Information released should be posted on the Press<br />
Release Clip- Board in the EOC. (See Supporting Documentation)<br />
Review and coordinate all related information releases, including dissemination <strong>of</strong><br />
emergency information to city departments to keep employees apprised <strong>of</strong> the<br />
situation.<br />
Maintain a relationship with the media representatives and hold periodic press<br />
conferences as required.<br />
Setup <strong>City</strong>TV Conference Room as the Media Center (1654 19th Street <strong>Santa</strong><br />
<strong>Monica</strong>, CA 90404).<br />
YOUR RESPONSIBILITY:<br />
Ensure that information support is provided on request; that information released is<br />
consistent, accurate, and timely and that appropriate information is provided to all<br />
required agencies.<br />
In larger disasters, the Emergency Public Information function may, as conditions and/or<br />
activation levels require, expand into a Branch structure and may send a representative<br />
to the federal Joint Information Center (JIC).<br />
READ ENTIRE CHECKLIST AT START-UP AND<br />
AT BEGINNING OF EACH SHIFT<br />
Activation<br />
CHECKLIST<br />
Check-in upon arrival at the EOC.<br />
71
Report to EOC Director.<br />
Obtain a briefing on the situation.<br />
Determine your personal operating location and set up as necessary.<br />
Review your position responsibilities.<br />
Identify yourself as the PIO by putting on the vest with your title.<br />
Clarify any issues regarding your authority and assignment and what others in the<br />
organization do.<br />
Open and maintain a position activity log.<br />
Determine 24-hour staffing requirements and request additional support as required.<br />
Determine the need for group or unit establishment. Make required personnel<br />
assignments as staff arrives at the EOC or media center.<br />
Request additional resources through the appropriate Logistics Section Unit.<br />
Based on the situation as known or forecast determine likely future Section needs.<br />
Think ahead and anticipate situations and problems before they occur.<br />
Using activity log, maintain all required records and documentation to support the<br />
After-Action Report and the history <strong>of</strong> the emergency/disaster. Document:<br />
Messages received<br />
Action taken<br />
Decision justification and documentation<br />
Requests filled<br />
EOC personnel, time on duty and assignments<br />
Precise information is essential to meet requirements for possible reimbursement<br />
by CalEMA and FEMA.<br />
General Operational Duties<br />
Keep up to date on the situation and resources associated with your position.<br />
Maintain current status reports and displays.<br />
Keep the EOC Director advised <strong>of</strong> your status and activity and on any problem areas<br />
that now need or will require solutions.<br />
72
Establish operating procedure with the Information Systems Branch <strong>of</strong> the Logistics<br />
Section for use <strong>of</strong> telephone, radio and data systems. Make any priorities or special<br />
requests known.<br />
Review situation reports as they are received. Verify information where questions<br />
exist.<br />
Anticipate potential situation changes, such as severe aftershocks, in all planning.<br />
Develop a backup plan for all plans and procedures requiring <strong>of</strong>f-site<br />
communications.<br />
Determine and anticipate support requirements and forward to your Section Chief.<br />
Monitor your position activities and adjust staffing and organization to meet current<br />
needs.<br />
Use face-to-face communication in the EOC whenever possible and document<br />
decisions and policy.<br />
Ensure that your personnel and equipment time records and a record <strong>of</strong> expendable<br />
materials used are provided to your Section Chief at the end <strong>of</strong> each operational<br />
period.<br />
Brief your relief at shift-change time. Ensure that in-progress activities are identified<br />
and follow-up requirements are known.<br />
Position Operational Duties<br />
Secure guidance from the EOC Director regarding the release <strong>of</strong> available<br />
information.<br />
Keep the EOC Director advised <strong>of</strong> all unusual requests for information and <strong>of</strong> all<br />
major critical or unfavorable media comments. Provide an estimate <strong>of</strong> the impact<br />
and severity and make recommendations as appropriate.<br />
Coordinate all media events with the EOC Director.<br />
Ensure that all departments, agencies and response organizations in the jurisdiction<br />
are aware that they must coordinate release <strong>of</strong> emergency information through the<br />
PIO and that all press releases must be cleared with the EOC Director before<br />
releasing information to the media.<br />
Establish the Media Information Center at the <strong>City</strong>TV conference room or at a site<br />
away from the EOC, Command Post and incident for media use and dissemination<br />
73
<strong>of</strong> information. Provide necessary work space, materials, telephones and staffing.<br />
Announce safe access routes to Media Information Center for media.<br />
Schedule and post times and locations <strong>of</strong> news briefings in the EOC, Media<br />
Information Center and other appropriate areas.<br />
Prepare and provide approved information to the media. Post news releases in the<br />
EOC, Media Information Center and other appropriate areas.<br />
Develop an information release program.<br />
Interact with other branches/groups/units to provide and obtain information relative<br />
to public information operations.<br />
Coordinate with the Situation Status Unit <strong>of</strong> the Planning/Intelligence Section and<br />
define areas <strong>of</strong> special interest for public information action. Identify means for<br />
securing the information as it is developed.<br />
Maintain an up-to-date picture <strong>of</strong> the situation for presentation to media.<br />
Obtain, process, and summarize information in a form usable in presentations.<br />
Provide periodic briefings and press releases about the disaster situation throughout<br />
the affected areas. Refer media representatives to incident level PIOs for specific<br />
information.<br />
As required, periodically prepare briefings for the jurisdiction executives or elected<br />
<strong>of</strong>ficials.<br />
Respond to information requests from the EOC Director and EOC Management<br />
Team.<br />
Ensure that a rumor control function is established as necessary, and has the means<br />
for identifying false or erroneous information. Develop procedure to be used to<br />
squelch such information.<br />
Provide sufficient staffing and telephones to efficiently handle incoming media and<br />
public calls and to gather status information.<br />
Establish and staff a hot-line to answer inquiries from the public as needed.<br />
Provide sufficient staffing and telephones to efficiently handle incoming media and<br />
public calls and to gather status information.<br />
74
Prepare, update and distribute to the public a Disaster Assistance Information<br />
Directory containing locations to obtain food, shelter, supplies, health services, etc.<br />
Prepare a briefing sheet to be distributed to all employees at the beginning <strong>of</strong> each<br />
shift so they can answer questions from the public, such as shelter locations, water<br />
distribution sites, etc.<br />
Broadcast emergency information/updates on local TV, and <strong>City</strong>TV – Channel 16,<br />
either through the message board or live taping <strong>of</strong> Mayor or EOC Director.<br />
Provide regular updates to the <strong>City</strong>’s social media outlets including Facebook,<br />
Twitter, and other sources.<br />
Provide information to be disseminated through SM Alerts<br />
Arrange for meetings between media and city <strong>of</strong>ficials or incident personnel.<br />
Prepare a briefing to be distributed to all employees at the beginning <strong>of</strong> each shift so<br />
they can answer questions from the public, such as shelter locations, water<br />
distribution sites, Disaster Assistant Center, Local Assistant Center, etc.<br />
Provide escort service to the media and VIPs; arrange for tours and photo<br />
opportunities when available staff and time permit. Coordinate VIP tours with<br />
Liaison Officer, <strong>City</strong> Council and Legislative Liaison.<br />
Assist in making arrangements with adjacent jurisdictions for media visits.<br />
Determine which radio and TV stations are operational.<br />
Monitor broadcast media, and use information to develop follow-up news releases<br />
and rumor control.<br />
When federal emergency response teams respond, coordinate activities through the<br />
Los Angeles County Operational Area to ensure coordination <strong>of</strong> local, state and<br />
federal public information activities. If a federal Joint Information Center (JIC) is<br />
established, designate a <strong>City</strong> representative to the JIC.<br />
Ensure that announcements, information and materials are translated and prepared<br />
for special populations (non-English speaking; non-readers; elderly; the hearing,<br />
sight and mobility impaired; etc.).<br />
Prepare materials that describe the health risks associated with each hazard, the<br />
appropriate self-help or first aid actions and other appropriate survival measures.<br />
Prepare instructions for people who must evacuate from a high-risk area, including<br />
the following information for each threat: evacuation routes; suggestions on types<br />
75
and quantities <strong>of</strong> clothing, food, medical items, etc. the evacuees should bring;<br />
location <strong>of</strong> shelters.<br />
During periods <strong>of</strong> increased national readiness, or in time <strong>of</strong> need, prepare materials<br />
that address national security survival tips.<br />
Issue timely and consistent advisories and instructions for life safety, health and<br />
assistance:<br />
What to do and why.<br />
What not to do and why.<br />
Hazardous areas and structures to stay away from.<br />
Evacuation routes, instructions and arrangements for persons without<br />
transportation or special needs (non-ambulatory, sight-impaired, etc.).<br />
Location <strong>of</strong> mass care shelters, first aid stations, food and water distribution<br />
points, etc.<br />
Location where volunteers can register and be given assignments.<br />
Street and freeway overpass conditions, congested areas to avoid and alternate<br />
routes to take.<br />
Instructions from the coroner and public health <strong>of</strong>ficials pertaining to dead bodies,<br />
potable water, human waste and spoiled food disposal.<br />
Weather hazards when appropriate.<br />
Public information hotline numbers.<br />
Status <strong>of</strong> Local Proclamation, Governor’s Proclamation or Presidential<br />
Declaration.<br />
Local, state and federal assistance available; locations and times to apply.<br />
How and where people can obtain information about relatives/friends in the<br />
emergency/disaster area (Coordinate with the Red Cross on the release <strong>of</strong> this<br />
information).<br />
Implement city crisis communications plan (See Supporting Documentation).<br />
Issue other information pertaining to the emergency/disaster (acts <strong>of</strong> heroism,<br />
historical property damaged or destroyed, prominence <strong>of</strong> those injured or killed,<br />
other human interest stories).<br />
Through the Los Angeles County Operational Area, coordinate with state, federal or<br />
private sector agencies to get technical information (health risks, weather, etc.) for<br />
release to the public and media.<br />
Ensure file copies are maintained <strong>of</strong> all information released and posted in the EOC.<br />
Provide copies <strong>of</strong> all releases to the EOC Director.<br />
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Prepare final news releases and advise media representatives <strong>of</strong> points-<strong>of</strong>-contact<br />
for follow-up stories.<br />
Deactivation<br />
Ensure that all required forms or reports are completed prior to your release and<br />
departure.<br />
Be prepared to provide input to the After-Action/Corrective Action Report.<br />
Determine what follow-up to your assignment might be required before you leave.<br />
Deactivate the Emergency Public Information position and close out logs when<br />
authorized by the EOC Director.<br />
NOTES:<br />
77
OPERATIONS SECTION<br />
Purpose<br />
To enhance the capability <strong>of</strong> the <strong>City</strong> <strong>of</strong> <strong>Santa</strong> <strong>Monica</strong> to respond to emergencies by<br />
carrying out coordinated tactical operations based upon the EOC Action Plan. It is the<br />
policy <strong>of</strong> this Section that the priorities <strong>of</strong> responses are to be:<br />
<br />
<br />
<br />
<br />
Protect life, property, and then environment.<br />
Carry out objectives <strong>of</strong> the EOC Action Plan.<br />
Ensure coordinated incident response.<br />
Cooperate with other sections <strong>of</strong> the city’s emergency response team.<br />
Overview<br />
The EOC Operations Section’s primary responsibility is to manage the tactical operation<br />
<strong>of</strong> various response elements involved in the disaster/emergency. These elements may<br />
include:<br />
<br />
<br />
<br />
<br />
<br />
<br />
Fire/Rescue/Hazardous Materials<br />
Law/Coroner<br />
Medical/Health<br />
Care and Shelter<br />
Public Works<br />
Building and Safety<br />
Objectives<br />
The Operations Section is responsible for coordination <strong>of</strong> all response elements applied<br />
to the disaster/emergency. The EOC Operations Section carries out the objectives <strong>of</strong><br />
the EOC Action Plan and requests additional resources as needed.<br />
Concept <strong>of</strong> Operations<br />
The EOC Operations Section will operate under the following policies during a<br />
disaster/emergency as the situation dictates:<br />
<br />
The Standardized Emergency Management System (SEMS) and the National<br />
Incident Management System (NIMS) will be followed.<br />
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All existing city and departmental operating procedures will be adhered to unless<br />
modified by the <strong>City</strong> Council.<br />
All on-duty personnel are expected to remain on duty until properly relieved <strong>of</strong> duty.<br />
Off-duty personnel will be expected to return to work in accordance with department<br />
specific procedures.<br />
While in a disaster mode, operational periods will be 12 hours for the duration <strong>of</strong> the<br />
event. Operational periods should be event driven.<br />
SECTION ACTIVATION PROCEDURES<br />
The EOC Director is authorized to activate the EOC Operations Section.<br />
When to Activate<br />
The EOC Operations Section may be activated when the <strong>City</strong>'s Emergency Operations<br />
Center (EOC) is activated or upon the order <strong>of</strong> the EOC Director.<br />
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SEMS/NIMS RESPONSIBILITES CHART<br />
Management<br />
Operations<br />
Section<br />
Planning<br />
Section<br />
Logistics<br />
Section<br />
Finance<br />
Section<br />
Responsibilities:<br />
Management (Management Section)<br />
The Management Section is responsible for overall emergency management policy and<br />
coordination through the joint efforts <strong>of</strong> governmental agencies and private<br />
organizations. The EOC Director will either activate appropriate sections or perform<br />
their functions as needed.<br />
Operations Section<br />
Responsible for coordinating all jurisdictional operations in support <strong>of</strong> the emergency<br />
response through implementation <strong>of</strong> the city’s EOC Action Plan.<br />
Planning/Intelligence Section<br />
Responsible for collecting, evaluating and disseminating information; tracking<br />
resources, developing the city’s EOC Action Plan in coordination with other sections;<br />
initiating and preparation <strong>of</strong> the city’s After-Action Report, Corrective Action Plan and<br />
maintaining documentation.<br />
Logistics Section<br />
The Logistics Section is responsible for providing communications, facilities, services,<br />
personnel, equipment, supplies and materials.<br />
Finance/Administration Section<br />
The Finance Section is responsible for financial activities and other administrative<br />
aspects.<br />
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OPERATIONS SECTIONS CHIEF<br />
SUPERVISOR:<br />
EOC Director<br />
Responsibilities:<br />
<br />
<br />
<br />
<br />
<br />
<br />
<br />
Ensure that the EOC Operations Function is carried out, including the coordination<br />
<strong>of</strong> response for all operational functions assigned to the EOC, such as Fire, Law,<br />
Medical/Health, Care and Shelter, Public Works and Building and Safety.<br />
Ensure that operational objectives and assignments identified in the EOC Action<br />
Plan are carried out effectively.<br />
Establish the appropriate level <strong>of</strong> branch and unit organization within the EOC<br />
Operations Section, continuously monitoring the effectiveness and modifying<br />
accordingly.<br />
Exercise overall responsibility for the coordination <strong>of</strong> Branch and Unit activities within<br />
the EOC Operations Section.<br />
Ensure that the EOC Planning/Intelligence Section is provided with Branch Status<br />
Reports and Major Incident Reports utilizing Los Angeles County Operational Area<br />
Regional Resource System (OARRS).<br />
Conduct periodic EOC Operations briefings for the EOC Director as required or<br />
requested.<br />
Overall supervision <strong>of</strong> the EOC Operations Section.<br />
READ ENTIRE CHECKLIST AT START-UP AND<br />
AT BEGINNING OF EACH SHIFT<br />
Activation<br />
CHECKLIST<br />
Check in upon arrival at the EOC.<br />
Report to the EOC Director.<br />
Obtain a briefing on the situation and meet with EOC Planning/Intelligence Section<br />
Chief to obtain a preliminary briefing.<br />
Set up your EOC Section workstation, including maps and status boards. Use your<br />
EOC Section materials and on-site supplies.<br />
Activate the Emergency Alert Notification System, SM Alerts.<br />
83
Review your position responsibilities.<br />
Identify yourself as the EOC Operations Section Chief by putting on the vest with<br />
your title.<br />
Clarify any issues you may have regarding your authority and assignment and what<br />
others in the organization do.<br />
Confirm that key EOC Operations Section personnel or alternates are in the EOC or<br />
have been notified. Recall the required staff members necessary for the emergency.<br />
Activate organizational elements within your EOC Section as needed and designate<br />
leaders for each element or combination <strong>of</strong> elements.<br />
Fire Branch<br />
Law Branch<br />
Medical/Health Branch<br />
Care and Shelter Branch<br />
Public Works Branch<br />
Building and Safety Branch<br />
Water Branch<br />
Request additional personnel for the EOC Section to maintain a 24-hour operation<br />
as required.<br />
Brief incoming EOC Section personnel prior to their assuming their duties. Briefings<br />
should include:<br />
Current situation assessment.<br />
Identification <strong>of</strong> specific job responsibilities.<br />
Identification <strong>of</strong> co-workers within the job function and/or geographical<br />
assignment.<br />
Availability <strong>of</strong> communications.<br />
Location <strong>of</strong> work area.<br />
Identification <strong>of</strong> eating and sleeping arrangements as appropriate.<br />
Procedural instructions for obtaining additional supplies, services and personnel.<br />
Identification <strong>of</strong> operational period work shifts.<br />
Inform the EOC Director and General Staff when your Section is fully operational.<br />
Open and maintain Section activity logs.<br />
84
Using activity log maintain all required records and documentation to support the<br />
EOC After-Action/ Corrective Action Report and the history <strong>of</strong> the<br />
emergency/disaster. Document:<br />
Messages received<br />
Action taken<br />
Decision justification and documentation<br />
Requests filled<br />
EOC personnel, time on duty and assignments<br />
Precise information is essential to meet requirements for possible reimbursement<br />
by the CalEMA and FEMA.<br />
Review responsibilities <strong>of</strong> branches/groups/units in your Section. Develop plan for<br />
carrying out all responsibilities.<br />
Prepare work objectives for EOC Section staff and make staff assignments.<br />
Meet with other activated EOC Section Chiefs.<br />
From the Situation Status Unit <strong>of</strong> the EOC Planning/Intelligence Section, obtain and<br />
review major incident reports and additional field operational information that may<br />
pertain to or affect your EOC Section operations. Provide information to appropriate<br />
branches/units.<br />
Based on the situation as known or forecast, determine likely future EOC Operations<br />
Section needs.<br />
Think ahead and anticipate situations and problems before they occur.<br />
Request additional resources through the EOC Logistics Section or established<br />
ordering procedures, as needed.<br />
General Operational Duties<br />
Carry out responsibilities <strong>of</strong> the EOC Operations Section branches/groups/units that<br />
are not currently staffed.<br />
Evaluate the need for Critical Incident Stress Debriefing for all affected personnel,<br />
victims and bystanders. Arrange debriefings through the Personnel Unit <strong>of</strong> the EOC<br />
Logistics Section.<br />
Make a list <strong>of</strong> key issues currently facing your Section to be accomplished within the<br />
next operational period.<br />
85
Keep up to date on situation and resources associated with your Section. Maintain<br />
current status and displays at all times.<br />
Brief the EOC Director on major problem areas that need or will require solutions.<br />
Provide situation and resources information to the Situation Status Unit <strong>of</strong> the EOC<br />
Planning/Intelligence Section on a periodic basis or as the situation requires.<br />
Establish operating procedure with the Information Systems Branch <strong>of</strong> the EOC<br />
Logistics Section for use <strong>of</strong> telephone, data and radio systems. Make any priorities<br />
or special requests known.<br />
Determine status <strong>of</strong> transportation system into and within the affected area in<br />
coordination with the Transportation Unit <strong>of</strong> the EOC Logistics Section. Find out<br />
present priorities and estimated times for restoration <strong>of</strong> the disaster route system.<br />
Provide information to appropriate Branches/Units.<br />
Ensure that your EOC Section logs and files are maintained.<br />
Ensure that all EOC section personnel are maintaining their individual position logs.<br />
Monitor your EOC Section activities and adjust Section organization as appropriate.<br />
Ensure internal coordination between branch/group/unit leaders.<br />
Update status information with other sections as appropriate.<br />
Resolve problems that arise in conducting your Section responsibilities.<br />
Anticipate potential situation changes, such as severe aftershocks, in all EOC<br />
Section planning. Develop a backup plan for all plans and procedures requiring <strong>of</strong>fsite<br />
communications.<br />
Conduct periodic briefings for your Section. Ensure that all organizational elements<br />
are aware <strong>of</strong> priorities.<br />
Use face-to-face communication in the EOC whenever possible and document<br />
decisions and policy.<br />
Make sure that all contacts with the media are fully coordinated first with the Public<br />
Information Officer (PIO).<br />
Participate in the EOC Director’s action planning meetings.<br />
86
Ensure that all your EOC Section personnel and equipment time records and record<br />
<strong>of</strong> expendable materials used are provided to the Time and Cost Analysis Units <strong>of</strong><br />
the Finance/Administration Section at the end <strong>of</strong> each operational period.<br />
Brief your relief at shift change time. Ensure that in-progress activities are identified<br />
and follow-up requirements are known.<br />
EOC Section Operational Duties<br />
Establish field communications with affected areas.<br />
Evaluate the field conditions associated with the disaster/emergency and coordinate<br />
with the Situation Status Unit <strong>of</strong> the EOC Planning/Intelligence Section.<br />
Determine the need to evacuate and issue evacuation orders.<br />
Determine the need for In-Place Sheltering and issue notification orders. (See<br />
Supporting Documentation)<br />
In coordination with the Situation Status Unit <strong>of</strong> the EOC Planning/Intelligence<br />
Section, designate primary and alternate evacuation routes for each incident.<br />
Display on maps the primary and alternate evacuation routes which have been<br />
determined for the incident.<br />
Identify, establish and maintain staging areas for field Operations-related equipment<br />
and personnel.<br />
Direct EOC Operations Branch/Unit Coordinators to maintain up-to-date Incident<br />
Charts, Incident Reports and Branch/Unit specific maps. Ensure that only ACTIVE,<br />
ESSENTIAL information is depicted on the charts and maps. All Branch/Unit related<br />
items <strong>of</strong> interest should be recorded on an EOC Incident Report.<br />
Provide copies <strong>of</strong> the daily EOC Incident Report to the Documentation Unit <strong>of</strong> the<br />
EOC Planning/Intelligence Section at end <strong>of</strong> each operational period.<br />
Coordinate the activities <strong>of</strong> all departments and agencies involved in the operations.<br />
Determine resources committed and resource needs.<br />
Receive, evaluate and disseminate information relative to the Operations <strong>of</strong> the<br />
disaster/emergency.<br />
Provide all relevant emergency information to the Public Information Officer.<br />
87
Conduct periodic EOC Operations Section briefings and work to reach consensus<br />
for forthcoming operational periods.<br />
Work closely with the EOC Planning/Intelligence Section Chief in the development <strong>of</strong><br />
the EOC Action Plan.<br />
Work closely with each Branch/Unit leader to ensure EOC Operations Section<br />
objectives as defined in the current EOC Action Plan are being addressed.<br />
Ensure that intelligence information from Branch/Unit leaders is made available to<br />
the EOC Planning/Intelligence Section.<br />
Coordinate with the Facilities and Procurement Units <strong>of</strong> the EOC Logistics Section<br />
on animal care issues.<br />
Ensure that all fiscal and administrative requirements are coordinated through the<br />
EOC Finance/Administration Section, i.e., notification <strong>of</strong> any emergency expenditure.<br />
Review suggested list <strong>of</strong> resources to be released and initiate recommendations for<br />
their release. Notify the Resources Unit <strong>of</strong> the EOC Logistics Section.<br />
Deactivation<br />
Deactivate Section when no longer required.<br />
Ensure that any open actions are handled by your EOC Section or Authorize<br />
deactivation <strong>of</strong> organizational elements within your transferred to other EOC<br />
elements as appropriate.<br />
Ensure that any required forms or reports are completed prior to your release and<br />
departure.<br />
Be prepared to provide input to the EOC After-Action/Corrective Action Report.<br />
Deactivate your Section and close out logs when authorized by the EOC Director.<br />
NOTES:<br />
88
FIRE BRANCH<br />
SUPERVISOR:<br />
EOC Operations Section Chief<br />
GENERAL DUTIES:<br />
<br />
<br />
<br />
<br />
Coordinate the prevention, control and suppression <strong>of</strong> fires and hazardous materials<br />
incidents.<br />
Coordinate the provision <strong>of</strong> emergency medical care.<br />
Coordinate all search and rescue operations.<br />
Implement that portion <strong>of</strong> the EOC Action Plan appropriate to the Fire Branch.<br />
YOUR RESPONSIBILITY:<br />
Coordinate personnel, equipment and resources committed to the fire, field medical,<br />
search and rescue and hazardous materials elements <strong>of</strong> the incident. Reference <strong>City</strong><br />
<strong>of</strong> <strong>Santa</strong> <strong>Monica</strong> Hazardous Materials Plan.<br />
READ ENTIRE CHECKLIST AT START-UP AND<br />
AT BEGINNING OF EACH SHIFT<br />
Activation<br />
CHECKLIST<br />
Check in upon arrival at the EOC.<br />
Report to the EOC Operations Section Chief and obtain a briefing.<br />
Determine your personal operating location and set up as necessary.<br />
Review your position responsibilities.<br />
Activate Department Emergency Voicemail.<br />
Obtain a briefing from the field command post(s), if activated, prior to assuming EOC<br />
assignment and brief the EOC Operations Section Chief.<br />
Identify yourself as the Fire Branch Director by putting on the vest with your title.<br />
Ensure that all required supplies are available and equipment is working properly<br />
(phones, radios, forms, lists, maps, etc.)<br />
89
Ascertain if all key Fire Department personnel have been notified.<br />
Clarify any issues regarding your authority and assignment.<br />
Activate elements <strong>of</strong> your Branch/Unit, establish work area, assign duties and<br />
ensure Branch/Unit journal/log is opened.<br />
Ensure that all on-duty Fire personnel have been alerted and notified <strong>of</strong> the current<br />
situation.<br />
Ensure that all <strong>of</strong>f-duty Fire personnel have been notified <strong>of</strong> call-back status (when<br />
they should report), in accordance with current department emergency procedures.<br />
Ensure that all Fire personnel have completed status check on equipment, facilities<br />
and operational capabilities.<br />
Determine 24-hour staffing requirement and request additional support as required.<br />
Request additional resources through the EOC Logistics Section or established<br />
ordering procedures, as needed.<br />
Ensure that all your incoming Branch/Unit personnel are fully briefed.<br />
Based on the situation as known or forecast, determine likely future Branch/Unit<br />
needs.<br />
Think ahead and anticipate situations and problems before they occur.<br />
Using activity log, maintain all required records and documentation to support the<br />
EOC After-Action Report and the history <strong>of</strong> the emergency/disaster. Document:<br />
Messages received<br />
Action taken<br />
Decision justification and documentation<br />
Requests filled<br />
EOC personnel, time on duty and assignments<br />
Precise information is essential to meet requirements for possible reimbursement<br />
by CalEMA and FEMA.<br />
General Operational Duties<br />
Develop a plan for your Branch/Unit operations and support <strong>of</strong> field operations as<br />
requested. Assign specific responsibilities.<br />
90
Keep up to date on the situation and resources associated with your Branch/Unit.<br />
Maintain current status reports and displays.<br />
Ensure that the Safety/Damage Assessment plan is being carried out by field units<br />
Obtain regular briefings from field command post(s) or DOC.<br />
Maintain contact with established DOCs and work/control/dispatch centers to<br />
coordinate resources and response personnel.<br />
Direct field units to report pertinent information (casualties, damage observations,<br />
evacuation status, radiation levels, chemical exposures, etc.) to the appropriate EOC<br />
Operations Branch.<br />
Keep the EOC Operations Section Chief advised <strong>of</strong> your Branch/Unit status and<br />
activity and on any problem areas that now need or will require solutions.<br />
Provide periodic situation or status reports to your EOC Section Chief for updating<br />
information to the EOC Planning/Intelligence Section.<br />
Ensure that all relevant communication systems are established and operable.<br />
Review situation reports as they are received. Verify information where questions<br />
exist.<br />
Anticipate potential situation changes, such as severe aftershocks, in all Branch/Unit<br />
planning. Develop a backup plan for all activities and procedures requiring <strong>of</strong>f-site<br />
communications.<br />
Determine and anticipate your support needs and forward to your EOC Section<br />
Chief.<br />
Conduct periodic briefings for your Branch/Unit. Ensure they are aware <strong>of</strong> priorities.<br />
Monitor your Branch/Unit activities and adjust staffing and organization as<br />
appropriate to meet current needs.<br />
Use face-to-face communication in the EOC whenever possible and document<br />
decisions and policy.<br />
Refer all media contacts to your EOC Section Chief.<br />
Be prepared to participate in the EOC Director’s action planning meetings and policy<br />
decisions if requested.<br />
91
Ensure that all your Branch/Unit personnel and equipment time records and record<br />
<strong>of</strong> expendable materials used are provided to your EOC Section Chief at the end <strong>of</strong><br />
each operational period.<br />
Brief your relief at shift-change time. Ensure that in-progress activities are identified<br />
and follow-up requirements are known.<br />
Operational Duties<br />
Assess the impact <strong>of</strong> the disaster on the Fire Department operational capabilities.<br />
Set Fire Department priorities based on the nature and severity <strong>of</strong> the disaster.<br />
Attend planning meetings at the request <strong>of</strong> the EOC Operations Section Chief.<br />
Assist in the preparation <strong>of</strong> the EOC Action Plan.<br />
Estimate need for fire mutual aid.<br />
Request mutual aid resources through proper channels and notify the EOC<br />
Operations Section Chief.<br />
Order all fire resources through the Area ―A‖ Fire Mutual Aid Coordinator.<br />
Order all other resources through the Logistics Section.<br />
Report to the EOC Operations Section Chief when:<br />
EOC Action Plan needs modification.<br />
Additional resources are needed or surplus resources are available.<br />
Significant events occur.<br />
Report to the Area ―A‖ Fire Mutual Aid Coordinator on major problems, actions taken<br />
and resources available or needed.<br />
Alert all emergency responders to the dangers associated with hazardous materials<br />
and fire. Reference <strong>City</strong> <strong>of</strong> <strong>Santa</strong> <strong>Monica</strong> Hazardous Materials Plan<br />
Provide emergency medical care and transportation <strong>of</strong> injured to appropriate<br />
facilities.<br />
Assist in dissemination <strong>of</strong> warning to the public, as needed.<br />
Provide fire protection and safety assessment <strong>of</strong> shelters.<br />
Provide support for radiation monitoring and decontamination operations.<br />
Reference <strong>City</strong> <strong>of</strong> <strong>Santa</strong> <strong>Monica</strong> Hazardous Materials Plan<br />
92
Coordinate with the Procurement and Facilities Units <strong>of</strong> the EOC Logistics Section<br />
for feeding and shelter <strong>of</strong> fire personnel.<br />
Determine if current and forecasted weather conditions will complicate large and<br />
intense fires, hazardous material releases major medical incidents and/or other<br />
potential problems.<br />
Review and approve accident and medical reports originating within the Fire Branch.<br />
Resolve logistical problems reported by the field units.<br />
Deactivation<br />
Ensure that all required forms or reports are completed prior to your release and<br />
departure.<br />
Be prepared to provide input to the EOC After-Action Report.<br />
Determine what follow-up to your assignment might be required before you leave.<br />
Deactivate the Fire Branch position and close out logs when authorized by the<br />
Operations Section Chief or EOC Director.<br />
NOTES:<br />
93
LAW BRANCH<br />
SUPERVISOR:<br />
EOC Operations Section Chief<br />
GENERAL DUTIES:<br />
<br />
<br />
<br />
<br />
<br />
<br />
<br />
<br />
<br />
Coordinate movement and evacuation operations during the disaster.<br />
Alert and notify the public <strong>of</strong> the pending or existing emergency.<br />
Activate any public warning systems. Coordinate with the Public Information Officer.<br />
Coordinate all law enforcement and traffic control operations during the disaster.<br />
Ensure the provision <strong>of</strong> security at incident facilities.<br />
Coordinate incoming law enforcement mutual aid resources during the emergency.<br />
Provide windshield surveys <strong>of</strong> damage, especially at designated critical facilities.<br />
Coordinate with Field Operation's staff. Report information (See Supporting<br />
Documentation).<br />
Maintain oversight <strong>of</strong> EOC Security Officer(s) if necessary.<br />
Coordinate and assume responsibility as necessary for Coroner Operations.<br />
YOUR RESPONSIBILITY:<br />
Alert and warn the public, coordinate evacuations, enforce laws and emergency orders,<br />
establish safe traffic routes, ensure that security is provided at incident facilities, ensure<br />
emergency access control to damaged areas, order and coordinate appropriate mutual<br />
aid resources and assume responsibility for the Coroner function in the absence <strong>of</strong> the<br />
Los Angeles County Coroner. Necessary units or groups may be activated as needed<br />
to carry out these functions (See Supporting Documentation).<br />
READ ENTIRE CHECKLIST AT START-UP AND<br />
AT BEGINNING OF EACH SHIFT<br />
Activation<br />
CHECKLIST<br />
Check in upon arrival at the EOC.<br />
Report to the EOC Operations Section Chief and obtain a briefing.<br />
Determine your personal operating location and set up as necessary.<br />
Review your position responsibilities.<br />
95
Activate Emergency Alert Notification System.<br />
Obtain a briefing from the field command post(s) or DOC prior to assuming EOC<br />
assignment and brief the EOC Operations Section Chief.<br />
Identify yourself as the Law Branch by putting on the vest with your title.<br />
Clarify any issues regarding your authority and assignment and what others in the<br />
organization do.<br />
Activate elements <strong>of</strong> your Branch/Unit, establish work area, assign duties and<br />
ensure Branch/Unit journal/log is opened.<br />
Determine 24-hour staffing requirement and request additional support as required.<br />
Request additional resources through the EOC Logistics Section or established<br />
ordering procedures, as needed.<br />
Ensure that all your incoming Branch/Unit personnel are fully briefed.<br />
Based on the situation as known or forecast, determine likely future Branch/Unit<br />
needs.<br />
Think ahead and anticipate situations and problems before they occur.<br />
Using activity log, maintain all required records and documentation to support the<br />
After-Action Report and the history <strong>of</strong> the emergency/disaster. Document:<br />
Messages received<br />
Action taken<br />
Decision justification and documentation<br />
Requests filled<br />
EOC personnel, time on duty and assignments<br />
Precise information is essential to meet requirements for possible reimbursement<br />
by CalEMA and FEMA.<br />
General Operational Duties<br />
Develop a plan for your Branch/Unit operations and support <strong>of</strong> field operations as<br />
requested. Assign specific responsibilities.<br />
Keep up to date on the situation and resources associated with your Branch/Unit.<br />
Maintain current status reports and displays.<br />
96
Obtain regular briefings from field command post(s) or DOC.<br />
Keep the EOC Operations Section Chief advised <strong>of</strong> your Branch/Unit status and<br />
activity and on any problem areas that now need or will require solutions.<br />
Provide periodic situation or status reports to your EOC Section Chief for updating<br />
information to the EOC Planning/Intelligence Section.<br />
Ensure that all relevant communication systems are operational.<br />
Review situation reports as they are received.<br />
Anticipate potential situation changes, such as severe aftershocks, in all Branch/Unit<br />
planning. Develop a backup plan for all activities and procedures requiring <strong>of</strong>f-site<br />
communications.<br />
Determine and anticipate your support needs and forward to your EOC Section<br />
Chief.<br />
Conduct periodic briefings for your Branch/Unit. Ensure they are aware <strong>of</strong> priorities.<br />
Monitor your Branch/Unit activities and adjust staffing and organization as<br />
appropriate to meet current needs.<br />
Use face-to-face communication in the EOC whenever possible and document<br />
decisions and policy.<br />
Refer all media contacts to your Section Chief.<br />
Be prepared to participate in the EOC Director’s action planning meetings and policy<br />
decisions if requested.<br />
Ensure that all your Branch/Unit personnel and equipment time records and record<br />
<strong>of</strong> expendable materials used are provided to your EOC Section Chief at the end <strong>of</strong><br />
each operational period.<br />
Brief your relief at shift-change time. Ensure that in-progress activities are identified<br />
and follow-up requirements are known.<br />
EOC Branch/Unit Operational Duties<br />
Branch/Unit Operational Duties are organized into categories: Mobilization, Initial<br />
Response, Alerting/Warning, Evacuation, Security, Other, and Additional Actions in<br />
Response to Hazardous Materials, Air Crash, or Flooding/Reservoir Failure.<br />
97
Mobilization<br />
Ensure that all on-duty Law Enforcement personnel have been alerted and notified<br />
<strong>of</strong> the current situation.<br />
Ensure that all <strong>of</strong>f-duty Law Enforcement personnel have been notified <strong>of</strong> callback<br />
status, (when they should report) in accordance with current department emergency<br />
procedures.<br />
Ensure that Law Enforcement personnel have completed status checks on<br />
equipment, facilities, and operational capabilities.<br />
Alter normal patrol procedures to accommodate the emergency situation.<br />
Initial Response<br />
Ensure that field units begin windshield survey <strong>of</strong> critical facilities and report status<br />
information to the EOC Planning/Intelligence Section through the EOC Operations<br />
Section.<br />
Notify West Hollywood Sheriff’s Station EOC or Watch Commander <strong>of</strong> status.<br />
Coordinate with the appropriate units <strong>of</strong> the EOC Logistics Section for supplies,<br />
equipment, personnel, and transportation for field operations.<br />
Establish a multi-purpose staging area as required.<br />
Maintain contact with established DOCs and dispatch centers to coordinate<br />
resources and response personnel.<br />
Direct field units to report pertinent information (casualties, damage observations,<br />
evacuating status, radiation levels, chemical exposure, etc.) to the appropriate EOC<br />
Operations Branch.<br />
Designate area to be warned and/or evacuated.<br />
Develop the warning/evacuation message to be delivered. At a minimum the<br />
message should include:<br />
Nature <strong>of</strong> the emergency and exact threat to public<br />
Threat areas<br />
Time available for evacuation<br />
Evacuation routes<br />
Location <strong>of</strong> evacuee assistance center<br />
98
Radio stations carrying instructions and details<br />
Coordinate all emergency warning and messages with the EOC Director and the<br />
PIO. Consider following dissemination methods:<br />
Utilize Emergency Alert Notification System.<br />
Notifying police units to use loudspeakers and sirens to announce warning<br />
messages.<br />
Determining if helicopters are available and/or appropriate for announcing<br />
warnings.<br />
Using cable TV, local radio stations or local low-power radio stations to deliver<br />
warning or emergency messages upon approval <strong>of</strong> the EOC Director.<br />
Using the SM Alerts Notification System, Social Media Outlets, and Emergency<br />
Alert System (EAS) for local radio and television delivery <strong>of</strong> warnings.<br />
Using explorers, volunteers, reserves and other city personnel as necessary to<br />
help with warnings. Request through the EOC Logistics Section.<br />
Ensure that dispatch notifies special facilities requiring warning and/or notification<br />
(i.e. hospitals, schools, government facilities, special industries, etc.)<br />
Warn all special populations such non-English speaking and hearing and sight<br />
impaired persons <strong>of</strong> the emergency situation/hazard by:<br />
Using bilingual employees whenever possible.<br />
Translating all warnings, written and spoken, into appropriate languages.<br />
Contacting media outlets (radio/television) that serve the languages you need.<br />
Utilizing TDD machines and 9-1-1 translation services to contact the deaf.<br />
Using pre-identified lists <strong>of</strong> disabled and hearing and sight impaired persons for<br />
individual contact.<br />
Check vacated areas to ensure that all people have received warnings.<br />
Evacuation<br />
Establish emergency traffic routes in coordination with the Public Works Branch,<br />
utilizing the County Operational Area Disaster Route Priority Plan.<br />
Coordinate with the EOC Public Works Branch traffic engineering to determine<br />
capacity and safety <strong>of</strong> evacuation routes and time to complete evacuation.<br />
Ensure that evacuation routes do not pass through hazard zones.<br />
Identify alternate evacuation routes where necessary.<br />
Through field unit requests, identify persons/facilities that have special evacuation<br />
requirements; i.e. disabled, hospitalized, elderly, institutionalized, incarcerated etc.<br />
99
Check status. Evacuate if necessary. Coordinate with the Transportation Unit <strong>of</strong> the<br />
EOC Logistics Section for transportation.<br />
Consider use <strong>of</strong> city vehicles if threat is imminent. Coordinate use <strong>of</strong> city vehicles<br />
(buses, trucks, vans, etc.) with the Transportation Unit <strong>of</strong> the EOC Logistics Section.<br />
Encourage the use <strong>of</strong> private vehicles if possible.<br />
Establish evacuation assembly points<br />
Coordinate the evacuation <strong>of</strong> hazardous areas with neighboring jurisdictions and<br />
other affected agencies.<br />
Coordinate with Care and Shelter Branch to open evacuation centers.<br />
Establish traffic control points and provide traffic control for evacuation and<br />
perimeter control for affected areas.<br />
Place towing services on stand-by to assist disabled vehicles on evacuation routes.<br />
Monitor status <strong>of</strong> warning and evacuation processes.<br />
Coordinate with the Public Works Branch to obtain necessary barricades and signs.<br />
Security<br />
Enforce curfew and other emergency orders, as identified in the EOC Action Plan.<br />
Request mutual aid assistance through established protocols.<br />
Coordinate security in the affected areas to protect public and private property.<br />
Coordinate security for critical facilities and resources. (See Supporting<br />
Documentation)<br />
Coordinate with the Public Works Branch for street closures and board up <strong>of</strong><br />
buildings.<br />
Coordinate law enforcement and crowd control services at mass care and<br />
evacuation centers.<br />
Provide information to the PIO on matters relative to public safety.<br />
Ensure that detained inmates are protected from potential hazards. Ensure<br />
adequate security, and relocate if necessary.<br />
100
Consider vehicle security and parking issues at incident facilities and coordinate<br />
security if necessary.<br />
Develop procedures for safe re-entry into evacuated areas.<br />
Other<br />
Coordinate with appropriate animal care agencies and the Facilities and<br />
Procurement Units <strong>of</strong> the EOC Logistic Section. Take required animal control<br />
measures as necessary (See Supporting Documentation).<br />
If requested, assist the County Coroner with removal and disposition <strong>of</strong> the dead.<br />
Activate the EOC Coroner Unit if the Coroner is needed and the County cannot<br />
provide service.<br />
Additional Actions in Response to Hazardous Materials Incidents<br />
Insure that all personnel remain upwind or upstream <strong>of</strong> the incident site. This may<br />
require repositioning <strong>of</strong> personnel and equipment as conditions change.<br />
Notify appropriate local, state, and federal hazard response agencies.<br />
Consider wind direction and other weather conditions. Contact the Situation Status<br />
Unit <strong>of</strong> the EOC Planning/ Intelligence Section for updates.<br />
Assist with the needs at the Unified Command Post as requested.<br />
Assist in efforts to identify spilled substances, including locating shipping papers and<br />
placards, and contacting as required: County Health, CalEMA, shipper,<br />
manufacturer, CHEMTREC, etc.<br />
Additional Actions in Response to a Major Air Crash<br />
Notify the Federal Aviation Agency or appropriate military command.<br />
Request temporary flight restrictions.<br />
Additional Actions in Response to Flooding and/or Reservoir Failure<br />
Notify all units in and near inundation areas <strong>of</strong> flood arrival time.<br />
Direct mobile units to warn public to move to higher ground immediately. Continue<br />
warning as long as needed.<br />
101
Coordinate with <strong>City</strong>TV and PIO to notify radio stations to broadcast warnings.<br />
Deactivation<br />
Ensure that all required forms or reports are completed prior to your release and<br />
departure.<br />
Be prepared to provide input to the EOC After-Action/Corrective Action Report.<br />
Determine what follow-up to your assignment might be required before you leave.<br />
Deactivate the Law Branch position and close out logs when authorized by the<br />
Operations Section Chief or EOC Director.<br />
NOTES:<br />
102
MED/HEALTH BRANCH<br />
SUPERVISOR:<br />
EOC Operations Section Chief<br />
In the event <strong>of</strong> a major disaster, there may be an extended period <strong>of</strong> time before the<br />
County service can be provided. As resources allow, the Medical/Health Branch will<br />
coordinate the appropriate actions until the County responds.<br />
The Los Angeles County Department <strong>of</strong> Health Services, in coordination with the private<br />
hospitals designated as Casualty Collection Points (CCP) or Medical Field Treatment<br />
Sites, is responsible for assigning medical staff to CCPs. (See Supporting<br />
Documentation).<br />
GENERAL DUTIES:<br />
<br />
<br />
<br />
<br />
Monitor and coordinate all tactical operations <strong>of</strong> triage, emergency medical care and<br />
treatment <strong>of</strong> the sick and injured resulting from the incident.<br />
Assess medical casualties and needs.<br />
Coordinate resources and communication with medical/health care facilities and<br />
transportation companies for the evacuation and continual patient care consistent<br />
with the EOC Action Plan.<br />
Coordinate preventive health services and other health-related activities and advise<br />
on general sanitation matters.<br />
YOUR RESPONSIBILITY:<br />
Manage personnel, equipment and resources to provide the best patient care possible<br />
consistent with the EOC Action Plan. Coordinate the provision <strong>of</strong> public health and<br />
sanitation consistent with the EOC Action Plan.<br />
READ ENTIRE CHECKLIST AT START-UP AND<br />
AT BEGINNING OF EACH SHIFT<br />
Activation<br />
CHECKLIST<br />
Check in upon arrival at the EOC.<br />
Report to the EOC Operations Section Chief and obtain a briefing.<br />
Determine your personal operating location and set up as necessary.<br />
103
Review your position responsibilities.<br />
Obtain a briefing from the field command post(s) or DOC, if activated, prior to<br />
assuming EOC assignment and brief the EOC Operations Section Chief.<br />
Identify yourself as the Medical/Health Branch Coordinator by putting on the vest<br />
with your title.<br />
Ensure that all required supplies are available and equipment is working properly<br />
(phones, radios, forms, lists, maps, etc.)<br />
Clarify any issues regarding your authority and assignment and what others in the<br />
organization do.<br />
Activate elements <strong>of</strong> your Branch/Unit, establish work area, assign duties and<br />
ensure Branch/Unit journal/log is opened.<br />
Ensure that a status check on equipment, facilities and operational capabilities has<br />
been completed.<br />
Ensure that field units begin safety/damage assessment survey <strong>of</strong> critical facilities<br />
and report status information to the EOC Planning/Intelligence Section through the<br />
EOC Operations Section.<br />
Determine 24-hour staffing requirement and request additional support as required.<br />
Request additional resources through the EOC Logistics Sections or established<br />
ordering procedures, as needed.<br />
Ensure that all your incoming Branch/Unit personnel are fully briefed.<br />
Based on the situation as known or forecast, determine likely future Branch/Unit<br />
needs.<br />
Think ahead and anticipate situations and problems before they occur.<br />
Using activity log, maintain all required records and documentation to support the<br />
EOC After-Action Report and the history <strong>of</strong> the emergency/disaster. Document:<br />
Messages received<br />
Action taken<br />
Decision justification and documentation<br />
Requests filled<br />
EOC personnel, time on duty and assignments<br />
104
Precise information is essential to meet requirements for possible reimbursement<br />
by CalEMA and FEMA.<br />
General Operational Duties<br />
Develop a plan for your Branch/Unit operations and support <strong>of</strong> field operations as<br />
requested. Assign specific responsibilities.<br />
Keep up to date on the situation and resources associated with your Branch/Unit.<br />
Maintain current status reports and displays.<br />
Obtain regular briefings from field command post(s) or DOC.<br />
Direct field units to report pertinent information (casualties, damage observations,<br />
evacuation status, etc.) to the appropriate EOC Operations Branch.<br />
Keep the EOC Operations Section Chief advised <strong>of</strong> your Branch/Unit status and<br />
activity and on any problem areas that now need or will require solutions.<br />
Provide periodic situation or status reports to your EOC Section Chief for updating<br />
information to the EOC Planning/Intelligence Section.<br />
Ensure that all relevant communication systems are operational.<br />
Review situation reports as they are received.<br />
Anticipate potential situation changes, such as severe aftershocks, in all Branch/Unit<br />
planning. Develop a backup plan for all plans and procedures requiring <strong>of</strong>f-site<br />
communications.<br />
Determine and anticipate your support needs and forward to your EOC Section<br />
Chief.<br />
Conduct periodic briefings for your Branch/Unit. Ensure they are aware <strong>of</strong> priorities.<br />
Monitor your Branch/Unit activities and adjust staffing and organization as<br />
appropriate to meet current needs.<br />
Use face-to-face communication in the EOC whenever possible and document<br />
decisions and policy.<br />
Refer all media contacts to your EOC Section Chief.<br />
Be prepared to participate in the EOC Director’s action planning meetings and policy<br />
decisions if requested.<br />
105
Ensure that all your Branch/Unit personnel and equipment time records and record<br />
<strong>of</strong> expendable materials used are provided to your EOC Section Chief at the end <strong>of</strong><br />
each operational period.<br />
Brief your relief at shift-change time. Ensure that in-progress activities are identified<br />
and follow-up requirements are known.<br />
Branch/Unit Operational Duties<br />
Access County medical/health response by contacting the Los Angeles County<br />
Operational Area EOC.<br />
Arrange for emergency medical support and hospital care for disaster victims during<br />
and after an incident.<br />
Determine number and location <strong>of</strong> casualties that require hospitalization.<br />
Identify hospitals, nursing homes and other facilities that could be expanded into<br />
emergency treatment centers for disaster victims and inform the Los Angeles County<br />
Operational Area EOC.<br />
In the event <strong>of</strong> an evacuation, coordinate with the Law Branch to reduce the patient<br />
population in hospitals, nursing homes and other care facilities.<br />
Provide continued medical care for patients who cannot be moved when hospitals,<br />
nursing homes and other health care facilities are evacuated.<br />
In conjunction with the Shelter Branch, establish and staff medical care stations at<br />
shelter facilities.<br />
Establish and operate first aid stations for emergency workers as appropriate to the<br />
incident.<br />
Coordinate with the Personnel Unit <strong>of</strong> the EOC Logistics Section to obtain additional<br />
health/medical personnel.<br />
In conjunction with the Transportation Unit <strong>of</strong> the EOC Logistics Section, coordinate<br />
transportation and care <strong>of</strong> injured persons to treatment areas.<br />
Provide information on the disaster routes established within the EOC Action Plan to<br />
local hospitals, health care facilities, ambulance companies, etc.<br />
106
Provide to the PIO the locations <strong>of</strong> shelters, first aid facilities, Casualty Collection<br />
Points (CCPs), public health hazards and mitigation procedures and other<br />
information for press release.<br />
In conjunction with the Situation Status Unit <strong>of</strong> the EOC Planning/Intelligence<br />
Section, establish a patient tracking system.<br />
Protect sources <strong>of</strong> potable water and sanitary sewage systems from effects <strong>of</strong><br />
potential hazards.<br />
Identify sources <strong>of</strong> contamination dangerous to the health <strong>of</strong> the community and post<br />
as needed.<br />
Coordinate inspection <strong>of</strong> health hazards in damaged buildings.<br />
Coordinate with the Los Angeles County Operational Area in developing procedures<br />
to distribute medications to shelters or treatment areas as needed.<br />
Coordinate with the Los Angeles County Operational Area in appropriate disease<br />
prevention measures, i.e., inoculation, water purification, pest control, inspection <strong>of</strong><br />
foodstuffs and other consumables, etc.<br />
Coordinate local medical staff with National Disaster Medical System (NDMS)<br />
responders.<br />
Additional Actions in Response to Flooding and/or Reservoir Failure<br />
Identify facilities subject to flooding and prepare to move people from facilities.<br />
Additional Actions in Response to Hazardous Material Incidents<br />
Identify patients and notify hospitals if contaminated or exposed patients are<br />
involved.<br />
Implement the Radiological Protection Procedures as needed. Reference <strong>City</strong> <strong>of</strong><br />
<strong>Santa</strong> <strong>Monica</strong> Hazardous Materials Plan.<br />
Deactivation<br />
Ensure that all required forms or reports are completed prior to your release and<br />
departure.<br />
Be prepared to provide input to the EOC After-Action/Corrective Action Report.<br />
107
Determine what follow-up to your assignment might be required before you leave.<br />
Deactivate the Medical Branch position and close out logs when authorized by the<br />
EOC Operations Section Chief or EOC Director.<br />
NOTES:<br />
108
CARE AND SHELTER BRANCH<br />
SUPERVISOR:<br />
EOC Operations Section Chief<br />
The <strong>City</strong> <strong>of</strong> <strong>Santa</strong> <strong>Monica</strong> works with the <strong>Santa</strong> <strong>Monica</strong> Chapter <strong>of</strong> the American Red<br />
Cross. If the disaster is large enough, the affected American Red Cross chapter(s) may<br />
consolidate operations into a disaster operations headquarters at a site to be<br />
determined.<br />
The Care and Shelter Branch shall ensure that plans are in place to open and operate<br />
evacuation centers and mass care facilities until, and if, the American Red Cross<br />
assumes responsibility <strong>of</strong> the facilities. Thereafter, the Care and Shelter Branch will<br />
work closely with and support the American Red Cross and any other volunteer service<br />
agencies providing assistance to disaster victims.<br />
The Los Angeles County Department <strong>of</strong> Public Social Services has the Operational<br />
Area responsibility for Care and Shelter.<br />
SHELTER SITES<br />
Pre-identified sites with Site Surveys completed include:<br />
1. <strong>Santa</strong> <strong>Monica</strong> College, 1900 Pico Boulevard<br />
2. John Adams Middle School, 2425 16 th Street<br />
3. <strong>Santa</strong> <strong>Monica</strong> High School, 601 Pico Boulevard<br />
4. Lincoln Middle School, 1501 California Avenue<br />
5. Memorial Park Gym, 1401 Olympic Boulevard<br />
In conjunction with the <strong>Santa</strong> <strong>Monica</strong> Chapter, American Red Cross, have permission<br />
and Memos <strong>of</strong> Understanding secured for shelter usage.<br />
In conjunction with the American Red Cross and the <strong>Santa</strong> <strong>Monica</strong>- Malibu Unified<br />
School District, the city <strong>of</strong> <strong>Santa</strong> <strong>Monica</strong> has established the following inspections prior<br />
to opening a shelter.<br />
Structural safety inspection arranged with local Building Inspector.<br />
OSHA safety inspection for safety <strong>of</strong> shelterees and workers.<br />
Facility Walk-Through Survey prior to use (to protect owner and user against<br />
damage claims).<br />
109
Additional Potential shelter sites<br />
<strong>City</strong>-owned facilities such as community centers, recreational facilities or<br />
auditoriums.<br />
Churches and other privately owned facilities.<br />
School multi-purpose buildings and gymnasiums.<br />
<strong>Santa</strong> <strong>Monica</strong> Civic Auditorium<br />
Care and Shelter Branch should coordinate with the American Red Cross in<br />
identifying potential sites. Potential shelters should have the following and meet<br />
all Americans with Disabilities Act (ADA) requirements:<br />
An open space suitable for cots, tables, etc.<br />
Sanitation and hygiene facilities, as available.<br />
Depending upon the scope <strong>of</strong> the emergency, additional shelter sites may need to be<br />
obtained and/or existing shelters upgraded. All suitable buildings, other than those<br />
used for other emergency functions, may be used for sheltering.<br />
Community centers and other city-owned facilities have become the most preferred<br />
facilities for shelter operations as they are public facilities and can usually accommodate<br />
large numbers <strong>of</strong> people. Churches are also appropriate as they are <strong>of</strong>ten large and<br />
have kitchen facilities on the premises. Because it is important that a community return<br />
to normal activities as soon as possible after a disaster, schools should be used in<br />
shelter operations only when other resources are unavailable.<br />
GENERAL DUTIES:<br />
<br />
<br />
<br />
Identify the care and shelter needs <strong>of</strong> the community.<br />
Coordinate with the American Red Cross and other emergency welfare agencies to<br />
identify, set up, staff and maintain evacuation centers and mass care facilities for<br />
disaster victims.<br />
Via the media, encourage residents to go to the shelter nearest their residence.<br />
YOUR RESPONSIBILITY:<br />
Provide care and shelter for disaster victims and coordinate efforts with the American<br />
Red Cross and other volunteer agencies.<br />
READ ENTIRE CHECKLIST AT START-UP AND<br />
AT BEGINNING OF EACH SHIFT<br />
CHECKLIST<br />
110
Activation<br />
Check in upon arrival at the EOC.<br />
Report to the EOC Operations Section Chief and obtain a briefing.<br />
Determine your personal operating location and set up as necessary.<br />
Review your position responsibilities.<br />
Obtain a briefing from the field command post(s) or DOC, if activated, prior to<br />
assuming EOC assignment and brief the EOC Operations Section Chief.<br />
Identify yourself as the Care and Shelter Branch Coordinator by putting on the vest<br />
with your title.<br />
Ensure that all required supplies are available and equipment is working properly<br />
(phones, radios, forms, lists, maps, etc.)<br />
Ascertain if all key Care and Shelter personnel are in the EOC or have been notified.<br />
Clarify any issues regarding your authority and assignment and what others in the<br />
organization do.<br />
Activate elements <strong>of</strong> your Branch/Unit, establish work area, assign duties and<br />
ensure Branch/Unit journal/log is opened.<br />
Ensure that all Care and Shelter personnel have completed status check on<br />
equipment, facilities and operational capabilities.<br />
Determine 24-hour staffing requirement and request additional support as required.<br />
Request additional resources through the EOC Logistics Section or established<br />
ordering procedures, as needed.<br />
Ensure that all your incoming Branch/Unit personnel are fully briefed.<br />
Based on the situation as known or forecast, determine likely future Branch/Unit<br />
needs.<br />
Think ahead and anticipate situations and problems before they occur.<br />
Using activity logs maintain all required records and documentation to support the<br />
EOC After-Action Report and the history <strong>of</strong> the emergency/disaster. Document:<br />
Messages received<br />
Action taken<br />
111
Decision justification and documentation<br />
Requests filled<br />
EOC personnel, time on duty and assignments<br />
Precise information is essential to meet requirements for possible reimbursement<br />
by CalEMA and FEMA.<br />
General Operational Duties<br />
Develop a plan for your Branch/Unit operations and support <strong>of</strong> field operations as<br />
requested. Assign specific responsibilities.<br />
Keep up to date on the situation and resources associated with your Branch/Unit.<br />
Maintain current status reports and displays.<br />
Obtain regular briefings from field command post(s) or DOC.<br />
Direct field units to report pertinent information (casualties, damage observations,<br />
evacuation status, etc.) to the appropriate EOC Operations Branch.<br />
Keep the EOC Operations Section Chief advised <strong>of</strong> your Branch/Unit status and<br />
activity and on any problem areas that now need or will require solutions.<br />
Provide periodic situation or status reports to your EOC Section Chief for updating<br />
information to the Planning/ Intelligence Section.<br />
Ensure that all relevant communication systems are operational.<br />
Review situation reports as they are received. Verify information where questions<br />
exist.<br />
Anticipate potential situation changes, such as severe aftershocks, in all Branch/Unit<br />
planning. Develop a backup plan for all plans and procedures requiring <strong>of</strong>f-site<br />
communications.<br />
Determine and anticipate your support needs and forward to your EOC Section<br />
Chief.<br />
Conduct periodic briefings for your Branch/Unit. Ensure they are aware <strong>of</strong> priorities.<br />
Monitor your Branch/Unit activities and adjust staffing and organization as<br />
appropriate to meet current needs.<br />
Use face-to-face communication in the EOC whenever possible and document<br />
decisions and policy.<br />
112
Refer all media contacts to your EOC Section Chief.<br />
Be prepared to participate in the EOC Director’s action planning meetings and policy<br />
decisions if requested.<br />
Ensure that all your Branch/Unit personnel and equipment time records and record<br />
<strong>of</strong> expendable materials used are provided to your EOC Section Chief at the end <strong>of</strong><br />
each operational period.<br />
Brief your relief at shift-change time. Ensure that in-progress activities are identified<br />
and follow-up requirements are known.<br />
Branch/Unit Operational Duties<br />
If need is established, contact <strong>Santa</strong> <strong>Monica</strong> Chapter <strong>of</strong> the American Red Cross<br />
and request an ARC liaison for the <strong>City</strong> <strong>of</strong> <strong>Santa</strong> <strong>Monica</strong>’s EOC. (The Los Angeles<br />
Chapter <strong>of</strong> the American Red Cross will arrange for a liaison at the Operational Area<br />
EOC which may satisfy local government needs.)<br />
Identify the care and shelter needs <strong>of</strong> the community, in coordination with the other<br />
Operations Branches.<br />
Determine the need for an evacuation center or mass care shelter.<br />
The <strong>Santa</strong> <strong>Monica</strong> Chapter <strong>of</strong> the American Red Cross should be contacted when<br />
considering opening a mass care facility.<br />
Identify and prioritize which designated mass care facilities will be needed and if<br />
they are functional.<br />
Ensure that a building inspector has inspected each shelter site prior to occupancy<br />
following an earthquake and after each significant aftershock.<br />
If evacuation is ordered, in conjunction with the American Red Cross if available,<br />
open evacuation centers in low risk areas and inform public <strong>of</strong> locations.<br />
In conjunction with the American Red Cross, manage care and shelter activities<br />
(staffing, registration, shelter, feeding, pertinent evacuee information, etc.) (See<br />
Supporting Documentation).<br />
Ensure shelter management teams are organized and facilities are ready for<br />
occupancy, meeting all health, safety and ADA standards, in conjunction with the<br />
American Red Cross.<br />
113
Coordinate with the Personnel Unit <strong>of</strong> the EOC Logistics Section to contact volunteer<br />
agencies and recall city staff to assist with mass care functions including basic first<br />
aid, shelter and feeding <strong>of</strong> evacuees and sanitation needs.<br />
Coordinate with the Los Angeles County Operational Area Care and Shelter Unit for<br />
sheltering <strong>of</strong> residential care and special needs populations.<br />
Provide and maintain shelter and feeding areas that are free from contamination and<br />
meet all health, safety and ADA standards.<br />
Coordinate with the <strong>Santa</strong> <strong>Monica</strong> Chapter <strong>of</strong> the American Red Cross, Salvation<br />
Army and other volunteer agencies for emergency mass feeding operations.<br />
Coordinate with the Los Angeles County Operational Area Care and Shelter Unit,<br />
the American Red Cross, other volunteer organizations and private sector if mass<br />
feeding or other support is required at spontaneous shelter sites, e.g. in parks,<br />
schools, etc.<br />
Coordinate with the Information Systems Branch <strong>of</strong> the EOC Logistic Sections to<br />
provide communications where needed to link mass care facilities, the EOC and<br />
other key facilities.<br />
Coordinate with the Procurement and Facilities Units <strong>of</strong> the EOC Logistics Section<br />
the care <strong>of</strong> shelterees’ animals.<br />
Coordinate with the Transportation Unit <strong>of</strong> the EOC Logistics Section the<br />
transportation needs <strong>of</strong> shelterees.<br />
Ensure shelter managers make periodic activity reports to the EOC including<br />
requests for delivery <strong>of</strong> equipment and supplies, any city expenditures, damages,<br />
casualties and numbers and types <strong>of</strong> persons sheltered. The reporting period will be<br />
determined by the Operations Section.<br />
Assist the American Red Cross to ensure adequate food supplies, equipment and<br />
other supplies to operate mass care facilities. Coordinate procurement and<br />
distribution through the Red Cross or the Procurement Unit <strong>of</strong> the EOC Logistics<br />
Section if requested by Red Cross.<br />
Coordinate with the Facilities Unit <strong>of</strong> the EOC Logistics Section in the evacuation<br />
and relocation or shelter-in-place <strong>of</strong> any mass care facilities which may be<br />
threatened by any hazardous condition.<br />
Coordinate with the American Red Cross in the opening, relocating and closing <strong>of</strong><br />
shelter operations. Also coordinate the above with adjacent communities if needed.<br />
114
Deactivation<br />
Ensure that all required forms or reports are completed prior to your release and<br />
departure.<br />
Be prepared to provide input to the After-Action Report.<br />
Determine what follow-up to your assignment might be required before you leave.<br />
Deactivate the Care and Shelter Branch position and close out logs when authorized<br />
by the Operations Section Chief or EOC Director.<br />
NOTES:<br />
115
116
PUBLIC WORKS BRANCH<br />
SUPERVISOR:<br />
Operations Section Chief<br />
GENERAL DUTIES:<br />
<br />
<br />
<br />
<br />
<br />
<br />
Receive and process all field resource requests for Public Works resources.<br />
Coordinate those requests internally and externally as necessary to make sure there<br />
are no duplicate orders.<br />
Coordinate with the EOC Logistics Section on the acquisition <strong>of</strong> all resources and<br />
support supplies, transportation, materials and equipment.<br />
Determine the need for and location <strong>of</strong> general staging areas for unassigned<br />
resources.<br />
Coordinate with the Facilities Unit <strong>of</strong> the EOC Logistics Section and participate in<br />
any action planning meetings pertaining to the establishment <strong>of</strong> additional locations.<br />
Prioritize the allocation <strong>of</strong> resources to individual incidents. Monitor resource<br />
assignments. Make adjustments to assignments based on requirements.<br />
As needed, provide for the procurement and distribution <strong>of</strong> potable water supplies<br />
and coordinate with the Health Branch on water purification notices. (See<br />
Supporting Documentation)<br />
YOUR RESPONSIBILITY:<br />
Coordinate all Public Works operations; maintain public facilities, utilities and services,<br />
as well as restore those that are damaged or destroyed; assist other functions with<br />
traffic issues, search and rescue, transportation, etc. as needed. Necessary units or<br />
groups may be activated as needed to carry out these functions.<br />
READ ENTIRE CHECKLIST AT START-UP AND<br />
AT BEGINNING OF EACH SHIFT<br />
Activation<br />
CHECKLIST<br />
Check in upon arrival at the EOC.<br />
Report to the EOC Operations Section Chief and obtain a briefing.<br />
Determine your personal operating location and set up as necessary.<br />
117
Review your position responsibilities.<br />
Obtain a briefing from the field command post(s) or DOC, if activated, prior to<br />
assuming EOC assignment and brief the EOC Operations Section Chief.<br />
Identify yourself as the Public Works Branch Coordinator by putting on the vest with<br />
your title.<br />
Ensure that all required supplies are available and equipment is working properly<br />
(phones, radios, forms, lists, maps, etc.)<br />
Ascertain if all key Public Works Department personnel are in the EOC or have been<br />
notified.<br />
Clarify any issues regarding your authority and assignment and what others in the<br />
organization do.<br />
Activate elements <strong>of</strong> your Branch/Unit, establish work area, assign duties and<br />
ensure Branch/Unit journal/log is opened.<br />
Ensure that all on-duty Public Works personnel have been alerted and notified <strong>of</strong> the<br />
current situation.<br />
Ensure that all <strong>of</strong>f-duty Public Works personnel have been notified <strong>of</strong> call-back<br />
status (when they should report), in accordance with current department emergency<br />
procedures.<br />
Ensure that all Public Works personnel have completed status check on equipment,<br />
facilities and operational capabilities.<br />
Ensure that field units begin the safety assessment survey <strong>of</strong> public works and<br />
operations facilities and report status information to the EOC Planning/Intelligence<br />
Section.<br />
Determine 24-hour staffing requirement and request additional support as required.<br />
Request additional resources through the Logistics Section or established ordering<br />
procedures, as needed.<br />
Ensure that all your incoming Branch/Unit personnel are fully briefed.<br />
Based on the situation as known or forecast, determine likely future Branch/Unit<br />
needs.<br />
Think ahead and anticipate situations and problems before they occur.<br />
118
Using activity log maintain all required records and documentation to support the<br />
After-Action Report and the history <strong>of</strong> the emergency/disaster. Document:<br />
Messages received<br />
Action taken<br />
Decision justification and documentation<br />
Requests filled<br />
EOC personnel, time on duty and assignments<br />
Precise information is essential to meet requirements for possible reimbursement<br />
by CalEMA and FEMA.<br />
General Operational Duties<br />
Develop a plan for your Branch/Unit operations and support <strong>of</strong> field operations as<br />
requested. Assign specific responsibilities.<br />
Keep up to date on the situation and resources associated with your Branch/Unit.<br />
Maintain current status reports and displays.<br />
Obtain regular briefings from field command post(s) or DOC.<br />
Maintain contact with established DOCs and work/control/dispatch centers to<br />
coordinate resources and response personnel.<br />
Direct field units to report pertinent information (casualties, damage observations,<br />
evacuation status, etc.) to the appropriate EOC Operations Branch.<br />
Keep the EOC Operations Section Chief advised <strong>of</strong> your Branch/Unit status and<br />
activity and on any problem areas that now need or will require solutions.<br />
Provide periodic situation or status reports to your EOC Section Chief for updating<br />
information to the EOC Planning/Intelligence Section.<br />
Ensure that all relevant communication systems are operational.<br />
Review situation reports as they are received. Verify information where questions<br />
exist.<br />
Anticipate potential situation changes, such as severe aftershocks, in all Branch/Unit<br />
planning. Develop a backup plan for all activities and procedures requiring <strong>of</strong>f-site<br />
communications.<br />
Determine and anticipate your support needs and forward to your EOC Section<br />
Chief.<br />
119
Conduct periodic briefings for your Branch/Unit. Ensure they are aware <strong>of</strong> priorities.<br />
Monitor your Branch/Unit activities and adjust staffing and organization as<br />
appropriate to meet current needs.<br />
Use face-to-face communication in the EOC whenever possible and document<br />
decisions and policy.<br />
Refer all media contacts to your EOC Section Chief.<br />
Be prepared to participate in the EOC Director’s action planning meetings and policy<br />
decisions if requested.<br />
Ensure that all your Branch/Unit personnel and equipment time records and record<br />
<strong>of</strong> expendable materials used are provided to your EOC Section Chief at the end <strong>of</strong><br />
each operational period.<br />
Brief your relief at shift-change time. Ensure that in-progress activities are identified<br />
and follow-up requirements are known.<br />
Branch/Unit Operational Duties<br />
Receive and process all requests for Public Works resources.<br />
Maintain back-up power in the EOC.<br />
Assure that all emergency equipment has been moved from unsafe areas.<br />
Mobilize personnel, heavy equipment and vehicles to designated general staging<br />
areas.<br />
Obtain Public Works resources through the EOC Logistics Section, utilizing mutual<br />
aid process when appropriate.<br />
Allocate available resources based on requests and EOC priorities.<br />
Determine priorities for identifying, inspecting and designating hazardous structures<br />
to be demolished.<br />
Ensure that sources <strong>of</strong> potable water and sanitary sewage systems are available<br />
and protected from potential hazards. (See Supporting Documentation)<br />
Develop priorities and coordinate with utility companies for restoration <strong>of</strong> utilities to<br />
critical and essential facilities.<br />
120
In coordination with the Los Angeles County Department <strong>of</strong> Public Works, determine<br />
status <strong>of</strong> the Disaster Routes and other transportation routes into and within the<br />
affected area. Determine present priorities and estimated times for restoration.<br />
Clear and reopen Disaster Routes on a priority basis<br />
Coordinate with the Law Branch to ensure the safety <strong>of</strong> evacuation routes following<br />
a devastating event.<br />
Coordinate with the Procurement Unit <strong>of</strong> the EOC Logistics Section for sanitation<br />
service during an emergency.<br />
Support clean-up and recovery operations during disaster events.<br />
Clear debris from waterways to prevent flooding. Drain flooded areas, as needed.<br />
Develop a debris removal plan to facilitate city clean-up operations, which<br />
addresses:<br />
Identification <strong>of</strong> agencies such as the County Sanitation Districts <strong>of</strong> Los Angeles<br />
and coordination <strong>of</strong> the debris removal process.<br />
Identification <strong>of</strong> and cooperation with landfills (consider fee waivers, modification<br />
<strong>of</strong> landfill operating hours, and public concerns)<br />
Cooperation with various waste management regulatory agencies to address<br />
associated debris removal problems.<br />
Identification and establishment <strong>of</strong> debris collection sites.<br />
Evaluation <strong>of</strong> potential recycling <strong>of</strong> debris.<br />
Prioritization and completion <strong>of</strong> the debris removal process.<br />
Disaster Event Analysis and Waste Characterization Analysis.<br />
- conduct field assessment survey<br />
- use video and photographs<br />
- quantify and document amounts and types <strong>of</strong> disaster debris<br />
- coordinate with Building and Safety Branch and track their information on<br />
damaged buildings inspected to determine the location, type and amount<br />
<strong>of</strong> potential debris<br />
- expect normal refuse volumes to double after a disaster<br />
- develop a list <strong>of</strong> materials to be diverted<br />
- make diversion programs a priority<br />
- get pre-approval from FEMA, if federal disaster, for recycling programs.<br />
coordinate this with County Office <strong>of</strong> Emergency Services.<br />
Determine debris removal/building deconstruction and demolition needs.<br />
- coordinate with Building and Safety to determine if a city contractor will be<br />
needed to remove debris from private property or perform demolition<br />
services.<br />
- Building and Safety should seek reimbursement if property owner does<br />
have to coordinate with Building and Safety to include separation and<br />
salvaging<br />
121
Select debris management program(s) from the following:<br />
- curbside collection - source separation <strong>of</strong> wood, concrete, brick, metals<br />
and Household Hazardous Waste<br />
- drop-<strong>of</strong>f sites for the source separation <strong>of</strong> disaster debris<br />
- Household Hazardous Waste - collection event or curbside program<br />
Identify temporary storage/processing sites, if necessary.<br />
- Coordinate with surrounding cities and the County<br />
- Determine capacity needs<br />
- Selection <strong>of</strong> sites will depend on type <strong>of</strong> debris and proximity to where<br />
debris is generated.<br />
- Coordinate with FEMA regarding reimbursement for temporary sites and<br />
sorting which may require moving materials twice. Coordinate this activity<br />
through County.<br />
Identify facilities and processing operations to be used<br />
Determine contract needs<br />
- Develop estimates <strong>of</strong> types and quantities <strong>of</strong> debris, location <strong>of</strong> debris and<br />
unit cost data for contracts<br />
- Document how contract price was developed<br />
Establish a public information program for debris removal<br />
Establish program length and develop monitoring and enforcement program<br />
Prepare report <strong>of</strong> program activities and results. Prepare documentation for<br />
reimbursement<br />
Determine the need to staff a water task group and secure resources through the<br />
Logistics Section<br />
Contact DHS District Office <strong>of</strong> Drinking Water, local health department, local<br />
water utilities, Public Works, Fire Department, Police Department and other<br />
sources to compile situation information including:<br />
- cause and extent <strong>of</strong> water system damage<br />
- estimated duration <strong>of</strong> system outage<br />
- geographical area affected<br />
- population affected<br />
- actions taken to restore system<br />
- resources needed to reactivate system<br />
- emergency potable water needs (quantity and prioritized areas)<br />
Notify the Los Angeles County Operational Area EOC (OAEOC) <strong>of</strong> the situation<br />
and need for mutual aid and participate in OAEOC Drinking Water conference<br />
calls as requested.<br />
Evaluate and prioritize potable water needs (quantity/location/duration: minimum<br />
2 gallons per person per day).<br />
122
In coordination with the Logistics Section, identify and obtain potable water<br />
resources. (If necessary, recommend Deputy EOC Director request mutual aid<br />
to identify and/or obtain water resources. (A list <strong>of</strong> approved commercial vendors<br />
is maintained by the Food and Drug Branch <strong>of</strong> DHS and is available through the<br />
Regional EOC [REOC] Water Chief.).<br />
Identify and secure locations for water distribution points (e.g., parks, city halls,<br />
shelters, etc.).<br />
In coordination with the Logistics Section, identify and secure staff resources<br />
needed to operate water distribution points. (If necessary recommend that the<br />
Deputy EOC Director request mutual aid to obtain required staff resources.)<br />
Consult with DHS District Office, water utilities and PIO for appropriate public<br />
information announcements and media interface.<br />
Transmit to Finance/Administration Section data on costs incurred in EOC effort<br />
to purchase and distribute potable water.<br />
Please note: Going directly to the State agency (DHS District Office <strong>of</strong> Drinking<br />
Water) is not the normal channel <strong>of</strong> coordination. However, the local level must<br />
coordinate directly with and obtain approval <strong>of</strong> the State water quality agency for<br />
water system restoration.<br />
Maintain information in the Unit regarding facilities opened and operating, supplies<br />
and equipment at the various locations, specific operations and capabilities <strong>of</strong> each<br />
location.<br />
As the requirement for emergency use facilities is identified, coordinate the<br />
acquisition <strong>of</strong> required space.<br />
In coordination with the Operations Section Chief, provide support to facilities used<br />
for disaster response and recovery operations, i.e., staging areas, shelters, disaster<br />
application centers (DACs), etc.<br />
Identify communications requirements to the Information Systems Branch.<br />
Identify equipment, material and supply needs to the Supply/Procurement Unit.<br />
Identify personnel needs to the Personnel Branch.<br />
Identify transportation requirements and support to the Transportation Unit and other<br />
departments.<br />
Identify security requirements to the Law Branch <strong>of</strong> the Operations Section.<br />
Monitor the actions at each facility activated and provide additional support<br />
requested in accordance with Unit capabilities and priorities established.<br />
123
Account for personnel, equipment, supplies and materials provided to each facility.<br />
Ensure that operational capabilities are maintained at facilities.<br />
Oversee the distribution <strong>of</strong> utilities, fuel, water food, other consumables and<br />
essential supplies to all disaster operations facilities.<br />
Ensure that basic sanitation and health needs are met.<br />
Deactivation<br />
Ensure that all required forms or reports are completed prior to your release and<br />
departure.<br />
Be prepared to provide input to the EOC After-Action Report.<br />
Determine what follow-up to your assignment might be required before you leave.<br />
Deactivate the Public Works Branch position and close out logs when authorized by<br />
the EOC Operations Section Chief or EOC Director.<br />
NOTES:<br />
124
BUILDING AND SAFETY BRANCH<br />
SUPERVISOR:<br />
EOC Operations Section Chief<br />
GENERAL DUTIES:<br />
<br />
<br />
<br />
Begin the immediate inspection for re-occupancy <strong>of</strong> key city facilities by departments<br />
responsible for emergency response and recovery.<br />
Provide engineering support as requested for other EOC Operations Section<br />
Branches; i.e. Urban Search and Rescue teams.<br />
Coordinate investigation and safety assessment <strong>of</strong> damage to buildings, structures<br />
and property within the <strong>City</strong> for the purpose <strong>of</strong>:<br />
- Identifying life-threatening hazardous conditions for immediate abatement.<br />
- Inspecting and identifying buildings and property for re-occupancy and<br />
posting and declaring unsafe conditions.<br />
- Determining the cost and percentage <strong>of</strong> damage to all buildings, structures<br />
and properties.<br />
- Provide safety assessment information and statistics to the Damage<br />
Assessment Unit <strong>of</strong> the EOC Planning/Intelligence Section.<br />
- Impose emergency building regulations as determined from performance <strong>of</strong><br />
structures.<br />
- Coordinate investigation <strong>of</strong> building code performance. Determine the extent<br />
<strong>of</strong> damage to buildings and structures and develop recommendations for<br />
building code changes.<br />
YOUR RESPONSIBILITY:<br />
Evaluation <strong>of</strong> all city-owned and private structures that may have been damaged in an<br />
incident. The Building Official in the <strong>City</strong> <strong>of</strong> <strong>Santa</strong> <strong>Monica</strong> is the ultimate authority in<br />
safety assessment and in determining whether or not a building is inhabitable or safely<br />
accessible, and those orders will be enforced by local law enforcement.<br />
In a large incident, the need for outside resources to accomplish building inspection will<br />
be required. The coordination <strong>of</strong> such incoming resources is handled by this branch.<br />
READ ENTIRE CHECKLIST AT START-UP AND<br />
AT BEGINNING OF EACH SHIFT<br />
Activation<br />
CHECKLIST<br />
125
Check in upon arrival at the EOC.<br />
Report to the EOC Operations Section Chief and obtain a briefing.<br />
Determine your personal operating location and set up as necessary.<br />
Review your position responsibilities.<br />
Obtain a briefing from the field command post(s) or DOC, if activated, prior to<br />
assuming EOC assignment and brief the EOC Operations Section Chief.<br />
Identify yourself as the Building and Safety Branch Coordinator by putting on the<br />
vest with your title.<br />
Ensure that all required supplies are available and equipment is working properly<br />
(phones, radios, forms, lists, maps, etc.)<br />
Ascertain if all key Building and Safety Department personnel are in the EOC or<br />
have been notified.<br />
Clarify any issues regarding your authority and assignment.<br />
Activate elements <strong>of</strong> your Branch/Unit, establish work area, assign duties and<br />
ensure Branch/Unit journal/log is opened.<br />
Ensure that all on-duty Building and Safety personnel have been alerted and notified<br />
<strong>of</strong> the current situation.<br />
Ensure that all <strong>of</strong>f-duty Building and Safety personnel have been notified <strong>of</strong> call-back<br />
status (when they should report), in accordance with current department emergency<br />
procedures.<br />
Ensure that all Building and Safety personnel have completed status check on<br />
equipment, facilities and operational capabilities.<br />
Ensure that field units begin safety/damage assessment survey <strong>of</strong> critical facilities<br />
and report status information to the EOC Planning/Intelligence Section through the<br />
EOC Operations Section.<br />
Determine 24-hour staffing requirement and request additional support as required.<br />
Request additional resources through the EOC Logistics Section or established<br />
ordering procedures, as needed.<br />
Ensure that all your incoming Branch/Unit personnel are fully briefed.<br />
126
Based on the situation as known or forecast, determine likely future Branch/Unit<br />
needs.<br />
Think ahead and anticipate situations and problems before they occur.<br />
Using activity log maintain all required records and documentation to support the<br />
After-Action Report and the history <strong>of</strong> the emergency/disaster. Document:<br />
Messages received<br />
Action taken<br />
Decision justification and documentation<br />
Requests filled<br />
EOC personnel, time on duty and assignments<br />
Precise information is essential to meet requirements for possible reimbursement<br />
by CalEMA and FEMA.<br />
General Operational Duties<br />
Develop a plan for your Branch/Unit operations and support <strong>of</strong> field operations as<br />
requested. Assign specific responsibilities.<br />
Keep up to date on the situation and resources associated with your Branch/Unit.<br />
Maintain current status reports and displays.<br />
Ensure that field units are carrying out the Safety/Damage Assessment plan.<br />
Obtain regular briefings from field command post(s) or DOC.<br />
Maintain contact with established DOCs and work/control/dispatch centers to<br />
coordinate resources and response personnel.<br />
Direct field units to report pertinent information (casualties, damage observations,<br />
evacuation status, etc.) to the appropriate EOC Operations Branch.<br />
Keep the EOC Operations Section Chief advised <strong>of</strong> your Branch/Unit status and<br />
activity and on any problem areas that now need or will require solutions.<br />
Provide periodic situation or status reports to your EOC Section Chief for updating<br />
information to the Planning/Intelligence Section.<br />
Ensure that all relevant communication systems are operational.<br />
127
Review situation reports as they are received. Verify information where questions<br />
exist.<br />
Anticipate potential situation changes, such as severe aftershocks, in all Branch/Unit<br />
planning. Develop a backup plan for all activities and procedures requiring <strong>of</strong>f-site<br />
communications.<br />
Determine and anticipate your support needs and forward to your EOC Section<br />
Chief.<br />
Conduct periodic briefings for your Branch/Unit. Ensure they are aware <strong>of</strong> priorities.<br />
Monitor your Branch/Unit activities and adjust staffing and organization as<br />
appropriate to meet current needs.<br />
Use face-to-face communication in the EOC whenever possible and document<br />
decisions and policy.<br />
Refer all media contacts to your Section Chief.<br />
Be prepared to participate in the EOC Director’s action planning meetings and policy<br />
decisions if requested.<br />
Ensure that all your Branch/Unit personnel time and equipment records and record<br />
<strong>of</strong> expendable materials used are provided to your EOC Section Chief at the end <strong>of</strong><br />
each operational period.<br />
Brief your relief at shift-change time. Ensure that in-progress activities are identified<br />
and follow-up requirements are known.<br />
Branch/Unit Operational Duties<br />
Coordinate with Los Angeles County Building and Safety regarding local<br />
jurisdictional needs.<br />
Activate the Operational Area Safety/Damage Assessment Plan. It should include<br />
inspection <strong>of</strong> the following critical facilities (priority) and other facilities (See Unit<br />
Two, Operations Support Documentation):<br />
EOC/DOCs<br />
Police stations<br />
Fire stations<br />
*Hospitals<br />
Schools<br />
128
Congregate care facilities (including private schools, convalescent care facilities,<br />
board and care facilities, day care centers, etc.)<br />
*Public schools<br />
Public Works facilities<br />
Potential HazMat facilities, including gas stations<br />
Designated shelters<br />
Unreinforced masonry buildings<br />
Concrete tilt-up buildings<br />
Multi-story structures—commercial, industrial and residential<br />
*Mobile homes/modular structures<br />
Single-family dwellings<br />
*Note: Certain facilities may fall under the jurisdiction <strong>of</strong> State or County inspectors.<br />
These agencies may exercise their jurisdictional authority to inspect these facilities. As<br />
a practical matter, there are very few State inspectors available, and they may not be<br />
able to respond in a timely manner during the initial stages <strong>of</strong> the emergency/disaster.<br />
Use a three-phase approach to inspection based upon existing disaster<br />
intelligence:<br />
General Area Survey <strong>of</strong> structures<br />
ATC-20 Rapid Inspection<br />
ATC-20 Detailed Inspection<br />
Be prepared to start over due to aftershocks.<br />
After completion <strong>of</strong> the safety/damage survey, develop a preliminary estimate <strong>of</strong> the<br />
need for mutual aid assistance.<br />
Assess the need and establish contacts for requesting or providing mutual aid<br />
assistance.<br />
Alert and stage safety assessment teams as needed.<br />
Implement procedures for posting <strong>of</strong> building occupancy safety status using ATC-20<br />
guidelines.<br />
Activate department procedures and systems to document and report safety<br />
assessment information and forward to the Damage Assessment Unit <strong>of</strong> the<br />
Planning/Intelligence Section.<br />
Arrange for necessary communications equipment from the Information Systems<br />
Branch <strong>of</strong> the EOC Logistics Section and distribute to all field personnel (e.g., radios,<br />
cellular phones, etc.)<br />
129
Brief all personnel on Department Emergency Operating Procedures and<br />
assignments.<br />
Assess the need to require potentially unsafe structures to be vacated.<br />
Provide structural evaluation <strong>of</strong> mass care and shelter facilities to the Shelter<br />
Branch.<br />
Provide public school inspection reports to the state Architect.<br />
Consider establishing a staging area field site to direct and coordinate safety<br />
assessment and inspection teams.<br />
Coordinate with the Public Works Branch on immediate post-event issues (i.e.,<br />
debris removal, demolition, fences, etc.)<br />
Provide policy recommendations to appropriate city <strong>of</strong>ficials for:<br />
Emergency building and safety ordinances.<br />
Expediting plan checking and permit issuance on damaged buildings.<br />
Coordinate with the PIO to establish public information and assistance hotlines.<br />
Consider using 24-hour inspection call-in lines and existing city internet based<br />
applications to take damage reports and requests for safety inspections.<br />
Direct field personnel to advise property owners and tenants that multiple<br />
inspections <strong>of</strong> damage property will be required by various assisting agencies,<br />
including American Red Cross; FEMA; CAL-EMA; local Building and Safety;<br />
insurance carriers and other local, state and federal agencies.<br />
If needed, request police escort <strong>of</strong> safety assessment and inspection personnel.<br />
Deactivation<br />
Ensure that all required forms or reports are completed prior to your release and<br />
departure.<br />
Be prepared to provide input to the EOC After-Action/Corrective Action Report.<br />
Determine what follow-up to your assignment might be required before you leave.<br />
Deactivate the Building and Safety Branch position and close out logs when<br />
authorized by the Operations Section Chief or EOC Director.<br />
NOTES:<br />
130
PLANNING SECTION<br />
Purpose<br />
The Planning Section enhances the capability <strong>of</strong> the <strong>City</strong> <strong>of</strong> <strong>Santa</strong> <strong>Monica</strong> to respond to<br />
emergencies by planning application and coordination <strong>of</strong> available resources. It is the<br />
policy <strong>of</strong> this section that the priorities <strong>of</strong> responses are to be:<br />
<br />
<br />
<br />
<br />
Protect life, property, and the environment.<br />
Provide planning and direction for the emergency operations and optimize the<br />
management <strong>of</strong> resources.<br />
Provide support to the other sections <strong>of</strong> the <strong>City</strong>’s emergency response team.<br />
At the earliest possible opportunity restore essential services and systems.<br />
Overview<br />
The EOC Planning/Intelligence Section's primary responsibility is to collect, evaluate,<br />
display and disseminate incident information and status <strong>of</strong> resources. This Section<br />
functions as the primary support for decision-making to the overall emergency<br />
organization. This Section also provides anticipatory appraisals and develops plans<br />
necessary to cope with changing field events. During a disaster/emergency, other<br />
department heads will advise the EOC Planning/Intelligence Coordinator on various<br />
courses <strong>of</strong> action from their departmental level perspective.<br />
Objectives<br />
The EOC Planning/Intelligence Section ensures that safety/damage assessment<br />
information is compiled, assembled and reported in an expeditious manner to the<br />
various EOC sections, <strong>City</strong> departments and the Los Angeles County Operational Area<br />
via the West Hollywood Sheriff=s Station EOC or Watch Commander, and or using the<br />
Los Angeles County Operational Area Response and Recovery System (OARRS). The<br />
EOC Planning/Intelligence Section is also responsible for the detailed recording<br />
(Documentation Unit) <strong>of</strong> the entire response effort and the preservation <strong>of</strong> these records<br />
during and following the disaster. The EOC Planning/Intelligence Section will<br />
accomplish the following specific objectives during a disaster/emergency:<br />
<br />
<br />
Collect initial situation and safety/damage assessment information.<br />
Display situation and operational information in the Emergency Operations Center<br />
(EOC) using maps and visual aids.<br />
131
Disseminate intelligence information to the EOC Director, EOC Coordinator, Public<br />
Information Officer, General Staff and the Los Angeles County Operational Area via<br />
the West Hollywood Sheriff’s Station EOC or Watch Commander and or by using<br />
Operational Area Regional Reporting System (OARRS)<br />
Conduct mapping and recording operations.<br />
Prepare summary safety/damage assessment reports for dissemination to other<br />
sections, <strong>City</strong> departments, CalEMA, FEMA and the Los Angeles County<br />
Operational Area via the West Hollywood Sheriff’s Station EOC or Watch<br />
Commander.<br />
Prepare required reports identifying the extent <strong>of</strong> damage and financial losses.<br />
Determine the <strong>City</strong>'s post-event condition.<br />
Provide Planning/Intelligence support to other sections.<br />
Ensure accurate recording and documentation <strong>of</strong> the incident.<br />
Prepare the <strong>City</strong>’s EOC Action Plan.<br />
Prepare the <strong>City</strong>’s After-Action Report.<br />
Prepare a post-disaster recovery plan.<br />
Maintain proper and accurate documentation <strong>of</strong> all actions taken to ensure that all<br />
required records are preserved for future use and CalEMA and FEMA filing<br />
requirements.<br />
Acquire technical experts for special interest topics or special technical knowledge<br />
subjects.<br />
132
SEMS/NIMS ORGANIZATION CHART<br />
EOC Director<br />
Legislative<br />
Officer<br />
Safety Officer<br />
Liaison<br />
Officer<br />
Public Information<br />
Officer<br />
Legal<br />
Advisor<br />
*OPERATIONS<br />
*PLANNING/<br />
INTELLIGENCE<br />
LOGISTICS<br />
FINANCE<br />
Fire/Rescue/HazMat<br />
Resources<br />
Info. Systems<br />
Cost Recovery<br />
Med/Health<br />
Situation Status<br />
Transportation<br />
Time Keeping<br />
Law Enforcement<br />
Documentation<br />
Personnel<br />
Compensation/<br />
Claims<br />
Care & Shelter<br />
Damage Assessment<br />
Facilities<br />
Cost Analysis<br />
Public Works<br />
Adv. Planning<br />
Procurement<br />
Building & Safety<br />
Recovery Planning<br />
* If all elements are activated, Demobilization a deputy may be appointed to provide a manageable span<br />
<strong>of</strong> control.<br />
Field Units will be coordinating and communication with each <strong>of</strong> the Branches under the<br />
Operations Section. The Incident Command System will be used in the field.<br />
133
Responsibilities:<br />
Management (Management Section)<br />
The Management Section is responsible for overall emergency management policy and<br />
coordination through the joint efforts <strong>of</strong> governmental agencies and private<br />
organizations. The EOC Director will either activate appropriate sections or perform<br />
their functions as needed.<br />
Operations Section<br />
Responsible for coordinating all jurisdictional operations in support <strong>of</strong> the emergency<br />
response through implementation <strong>of</strong> the city’s EOC Action Plan.<br />
Planning/Intelligence Section<br />
Responsible for collecting, evaluating and disseminating information; tracking<br />
resources, developing the city’s EOC Action Plan in coordination with other sections;<br />
initiating and preparation <strong>of</strong> the city’s After-Action Report, Corrective Action Plan and<br />
maintaining documentation.<br />
Logistics Section<br />
The Logistics Section is responsible for providing communications, facilities, services,<br />
personnel, equipment, supplies and materials.<br />
Finance/Administration Section<br />
The Finance Section is responsible for financial activities and other administrative<br />
aspects.<br />
134
PLANNING SECTION CHIEF<br />
SUPERVISOR:<br />
EOC Director<br />
GENERAL DUTIES:<br />
<br />
<br />
<br />
<br />
<br />
<br />
<br />
<br />
<br />
<br />
<br />
Ensure that the Planning/Intelligence function is performed consistent with<br />
SEMS/NIMS Guidelines, including:<br />
Collecting, analyzing and displaying situation information<br />
Preparing periodic situation reports<br />
Initiating and documenting the <strong>City</strong>’s Action Plan and After-Action Report<br />
Advance planning<br />
Planning for demobilization<br />
Providing Geographic Information Services and other technical support services to<br />
the various organizational elements within the EOC.<br />
Establish the appropriate level <strong>of</strong> organization within the Section, and continuously<br />
monitor the effectiveness <strong>of</strong> that organization. Make changes as required.<br />
Be prepared to form additional branches/groups/units as dictated by the situation.<br />
Exercise overall responsibility for the coordination <strong>of</strong> branch/group/unit activities<br />
within the Section.<br />
Report to the EOC Director on all matters pertaining to Section activities.<br />
YOUR RESPONSIBILITY:<br />
Collect, evaluate, forecast, formulate, disseminate and use <strong>of</strong> information about the<br />
development <strong>of</strong> the incident and status <strong>of</strong> resources.<br />
READ ENTIRE CHECKLIST AT START-UP AND<br />
AT BEGINNING OF EACH SHIFT<br />
Activation<br />
CHECKLIST<br />
Check in upon arrival at the EOC.<br />
Report to the EOC Director or Operations Section Chief.<br />
Obtain a briefing on the situation.<br />
Set up your Section workstation, including maps and status boards.<br />
135
Use your EOC Section materials and on-site supplies.<br />
Review your position responsibilities.<br />
Identify yourself as the EOC Planning/Intelligence Section Chief by putting on the<br />
vest with your title.<br />
Clarify any issues you may have regarding your authority and assignment and what<br />
others in the organization do.<br />
Review organization in place at the EOC. Know where to go for information or<br />
support.<br />
Determine if other Section staff is at the EOC.<br />
Confirm that all key EOC Planning/Intelligence Section personnel or alternates are in<br />
the EOC or have been notified. Recall the required staff members necessary for the<br />
emergency.<br />
Activate organizational elements within your Section as needed and designate<br />
leaders for each element or combination <strong>of</strong> elements:<br />
Resources Unit<br />
Situation Status Unit<br />
Documentation Unit<br />
Damage Assessment Unit<br />
Advance Planning Unit<br />
Recovery Planning Unit<br />
Demobilization Unit<br />
Technical Specialist<br />
Request additional personnel for the Section to maintain a 24-hour operation as<br />
required.<br />
Brief incoming Section personnel prior to their assuming their duties. Briefings<br />
should include:<br />
Current situation assessment<br />
Identification <strong>of</strong> specific job responsibilities<br />
Identification <strong>of</strong> co-workers within the job function and/or geographical<br />
assignment<br />
Availability <strong>of</strong> communications<br />
Location <strong>of</strong> work area<br />
Identification <strong>of</strong> eating and sleeping arrangements as appropriate<br />
136
Procedural instructions for obtaining additional supplies, services and personnel<br />
Identification <strong>of</strong> operational period work shifts<br />
Inform the EOC Director and General Staff when your Section is fully operational.<br />
Open and maintain Section activity logs.<br />
Using activity log, maintain all required records and documentation to support the<br />
After-Action Report and the history <strong>of</strong> the emergency/disaster. Document:<br />
Messages received<br />
Action taken<br />
Decision justification and documentation<br />
Requests filled<br />
EOC personnel, time on duty and assignments<br />
Precise information is essential to meet requirements for possible reimbursement<br />
by the CalEMA and FEMA.<br />
Review responsibilities <strong>of</strong> branches/groups/units in your Section. Develop plan for<br />
carrying out all responsibilities.<br />
Prepare work objectives for Section staff and make staff assignments.<br />
Meet with other Section Chiefs.<br />
Review major incident reports and additional field operational information that may<br />
pertain to or affect Section operations.<br />
Obtain and review major incident reports and other reports from adjacent areas that<br />
have arrived at the EOC.<br />
Direct the Situation Status Unit leader to initiate collection and display <strong>of</strong> significant<br />
disaster events.<br />
Direct the Documentation Unit leader to initiate collection and display <strong>of</strong> disaster<br />
information.<br />
Based on the situation as known or forecast, determine likely future<br />
Planning/Intelligence Section needs.<br />
Think ahead and anticipate situations and problems before they occur.<br />
Request additional resources through the appropriate Logistics Section Unit, as<br />
needed.<br />
137
General Operational Duties<br />
Carry out responsibilities <strong>of</strong> the Planning/Intelligence Section branches/groups/units<br />
that are not currently staffed.<br />
Evaluate the need for Critical Incident Stress Debriefing for all affected personnel,<br />
victims and bystanders. Arrange debriefings through the Personnel Unit <strong>of</strong> the<br />
Logistics Section.<br />
Make a list <strong>of</strong> key issues currently facing your Section to be accomplished within the<br />
next operational period.<br />
Keep up to date on situation and resources associated with your Section. Maintain<br />
current status and displays at all times.<br />
Brief the EOC Director on major problem areas that need or will require solutions.<br />
Establish operating procedure with the Information Systems Branch <strong>of</strong> the Logistics<br />
Section for use <strong>of</strong> telephone, data and radio systems. Make any priorities or special<br />
requests known.<br />
Determine status <strong>of</strong> transportation system into and within the affected area in<br />
coordination with the Transportation Unit <strong>of</strong> the Logistics Section. Find out present<br />
priorities and estimated times for restoration <strong>of</strong> the disaster route system. Provide<br />
information to appropriate Branches/Units.<br />
Ensure that your Section logs and files are maintained.<br />
Monitor your Section activities and adjust Section organization as appropriate.<br />
Ensure internal coordination between branch/group/unit leaders.<br />
Update status information with other sections as appropriate.<br />
Resolve problems that arise in conducting your Section responsibilities.<br />
Anticipate potential situation changes, such as severe aftershocks, in all Section<br />
planning.<br />
Develop a backup plan for all plans and procedures requiring <strong>of</strong>f-site<br />
communications.<br />
Conduct periodic briefings for your Section. Ensure that all organizational elements<br />
are aware <strong>of</strong> priorities.<br />
138
Use face-to-face communication in the EOC whenever possible and document<br />
decisions and policy.<br />
Make sure that all contacts with the media are fully coordinated first with the Public<br />
Information Officer (PIO).<br />
Provide direction and information to the EOC Director for the action planning<br />
meetings.<br />
Ensure that all your Section personnel and equipment time records and record <strong>of</strong><br />
expendable materials used are provided to the Time and Cost Analysis Units <strong>of</strong> the<br />
Finance/Administration Section at the end <strong>of</strong> each operational period.<br />
Brief your relief at shift change time. Ensure that in-progress activities are identified<br />
and follow-up requirements are known.<br />
Section Operational Duties<br />
Assess the impact <strong>of</strong> the disaster/emergency on the <strong>City</strong> <strong>of</strong> <strong>Santa</strong> <strong>Monica</strong>, including<br />
the initial safety/damage assessment by field units.<br />
Develop situation analysis information on the impact <strong>of</strong> the emergency from the<br />
following sources:<br />
Fire Department<br />
Police Department<br />
Public Works<br />
Community and Cultural Services<br />
<strong>Santa</strong> <strong>Monica</strong>/Malibu School District<br />
Transportation<br />
Red Cross, <strong>Santa</strong> <strong>Monica</strong> Chapter<br />
Disaster Communications Services (DCS)<br />
Media (Radio, Television, and Internet)<br />
Ensure that pertinent disaster/emergency information is disseminated through<br />
appropriate channels to response personnel, <strong>City</strong> EOC section staff, <strong>City</strong><br />
departments, Los Angeles County Operational Area.<br />
Review and approve reconnaissance, <strong>City</strong> status and safety/damage assessment<br />
reports for transmission by the Situation Status Unit to the Los Angeles County<br />
Operational Area or by using OARRS operational area regional resource system<br />
(See Supporting Documentation).<br />
139
Working with the EOC Management Team and the Documentation Unit, prepare an<br />
EOC Action Plan to identify priorities and objectives.<br />
Assemble information on alternative strategies.<br />
Identify the need for use <strong>of</strong> special resources.<br />
Initiate the EOC Action Plan development for the current and future operational<br />
periods.<br />
Coordinate action planning briefing to the EOC Director and General Staff, including<br />
analysis and forecast <strong>of</strong> incident potential.<br />
Ensure coordination <strong>of</strong> collection and dissemination <strong>of</strong> disaster information and<br />
intelligence with other sections.<br />
Begin planning for recovery. (Refer to Recovery Planning Unit).<br />
Deactivation<br />
Authorize deactivation <strong>of</strong> organizational elements within your Section when they are<br />
no longer required.<br />
Ensure that any open actions are handled by your Section or transferred to other<br />
EOC elements as appropriate.<br />
Ensure that any required forms or reports are completed prior to your release and<br />
departure.<br />
Be prepared to provide input to the After-Action Report.<br />
Deactivate your Section and close out logs when authorized by the EOC Director.<br />
NOTES:<br />
140
RESOURCES UNIT<br />
SUPERVISOR:<br />
EOC Planning Section Chief<br />
GENERAL DUTIES:<br />
<br />
<br />
<br />
<br />
Prepare and maintain displays, charts and lists that reflect the current status and<br />
location <strong>of</strong> controlled resources, transportation and support vehicles.<br />
Establish a resource reporting system for field and EOC units.<br />
Prepare and process resource status change information.<br />
Provide information to assist the Situation Status and Documentation Units <strong>of</strong> the<br />
EOC Planning/Intelligence Section in strategy planning and briefing presentations.<br />
YOUR RESPONSIBILITY:<br />
Maintain detailed tracking records <strong>of</strong> resources allocation and use (resources already in<br />
place, resources requested but not yet on scene, ―out-<strong>of</strong>-service‖ resources and<br />
estimates <strong>of</strong> future resource needs); logs and invoices to support the documentation<br />
process and resources information displays in the EOC. Cooperate closely with the<br />
EOC Operations Section (to determine resources currently in place and resources<br />
needed) and with the EOC Planning/Intelligence Section (to provide resources<br />
information to the EOC Action Plan) (See Supporting Documentation).<br />
READ ENTIRE CHECKLIST AT START-UP AND<br />
AT BEGINNING OF EACH SHIFT<br />
Activation<br />
CHECKLIST<br />
Check in upon arrival at the EOC.<br />
Report to the EOC Planning Section Chief.<br />
Obtain a briefing on the situation.<br />
Locate your workspace and set up as necessary.<br />
Review your position responsibilities.<br />
Identify yourself as the Resources Unit leader by putting on the vest with your title.<br />
141
Clarify any issues regarding your authority and assignment and what others in the<br />
organization do.<br />
Activate elements <strong>of</strong> your Unit, establish work area, assign duties and ensure Unit<br />
journal/log is opened.<br />
Determine 24-hour staffing requirement and request additional support as required.<br />
Request additional resources through the appropriate Logistics Unit, as needed.<br />
Ensure that all your incoming Unit personnel are fully briefed.<br />
Based on the situation as known or forecast, determine likely future Unit needs.<br />
Think ahead and anticipate situations and problems before they occur.<br />
Using activity log maintain all required records and documentation to support the<br />
After-Action/Corrective Action Report and the history <strong>of</strong> the emergency/disaster.<br />
(See Supporting Documentation) Document:<br />
Messages received<br />
Action taken<br />
Decision justification and documentation<br />
Requests filled<br />
EOC personnel, time on duty and assignments<br />
Precise information is essential to meet requirements for possible reimbursement<br />
by CalEMA and FEMA.<br />
General Operational Duties<br />
Develop a plan for your Unit operations and support <strong>of</strong> field operations as requested.<br />
Assign specific responsibilities.<br />
Keep up to date on the situation and resources associated with your Unit. Maintain<br />
current status reports and displays.<br />
Keep the EOC Logistics Section Chief advised <strong>of</strong> your Unit status and activity and<br />
on any problem areas that now need or will require solutions.<br />
Provide periodic situation or status reports to the EOC Planning/Intelligence Section.<br />
Review situation reports as they are received. Verify information where questions<br />
exist.<br />
142
Anticipate potential situation changes, such as severe aftershocks, in all Unit<br />
planning. Develop a backup plan for all activities and procedures requiring <strong>of</strong>f-site<br />
communications.<br />
Determine and anticipate your support needs and forward to your Section Chief.<br />
Conduct periodic briefings for your Unit. Ensure they are aware <strong>of</strong> priorities.<br />
Monitor your Unit activities and adjust staffing and organization as appropriate to<br />
meet current needs.<br />
Use face-to-face communication in the EOC whenever possible and document<br />
decisions and policy.<br />
Refer all media contacts to your Section Chief.<br />
Be prepared to participate in the EOC Director’s action planning meetings and policy<br />
decisions if requested.<br />
Ensure that all your Unit personnel and equipment time records and a record <strong>of</strong><br />
expendable materials used are provided to your Section Chief at the end <strong>of</strong> each<br />
operational period.<br />
Brief your relief at shift-change time. Ensure that in-progress activities are identified<br />
and follow-up requirements are known.<br />
Unit Operational Duties<br />
Implement resource tracking system.<br />
Establish a reporting procedure for resources at specified locations.<br />
Direct the collection, organization and display status <strong>of</strong> incident resources to include<br />
allocation, deployment and staging areas.<br />
Maintain a master list <strong>of</strong> all resources by utilizing the <strong>Santa</strong> <strong>Monica</strong> Resource<br />
Management Guide.<br />
Provide a resources overview and summary information to the Situation Status Unit<br />
<strong>of</strong> the EOC Planning/Intelligence Section as requested and written status reports on<br />
resources allocations as requested by the Section Chiefs.<br />
Assist in strategic planning based on the evaluation <strong>of</strong> resource allocation, resources<br />
requested and anticipated resource needs.<br />
143
Ensure that available resources are not overlooked by the EOC Operations Section<br />
staff.<br />
Make recommendations to the EOC Logistics Section Chief <strong>of</strong> resources that are not<br />
deployed or should be deactivated.<br />
Deactivation<br />
Ensure that all required forms or reports are completed prior to your release and<br />
departure.<br />
Be prepared to provide input to the After-Action/Corrective Action Report.<br />
Determine what follow-up to your assignment might be required before you leave.<br />
Deactivate the Resources Unit position and close out logs when authorized by the<br />
EOC Logistics Section Chief or EOC Director.<br />
NOTES:<br />
144
SITUATION STATUS UNIT<br />
SUPERVISOR:<br />
EOC Planning Section Chief<br />
GENERAL DUTIES:<br />
<br />
<br />
<br />
<br />
<br />
<br />
<br />
<br />
Collect, organize and analyze situation information from EOC sources.<br />
Provide current situation assessments.<br />
Develop situation reports for dissemination to EOC Planning/Intelligence Section<br />
Chief, EOC Director and other Section Chiefs.<br />
Using Operational Area Regional Response System (OARRS), transmit approved<br />
reports to the Los Angeles County Operational Area.<br />
Develop and maintain current maps and other display tools.<br />
Assess, verify and prioritize situation information.<br />
Evaluate the content <strong>of</strong> all-incoming field situation and major incident reports.<br />
Provide incoming intelligence information directly to appropriate EOC Sections,<br />
summarize and provide current information on maps and displays.<br />
Monitor and ensure the orderly flow <strong>of</strong> disaster and intelligence information within<br />
the EOC.<br />
YOUR RESPONSIBILITY:<br />
Collect and organize incident status and situation information and evaluate, analyze and<br />
display information for use by EOC staff.<br />
READ ENTIRE CHECKLIST AT START-UP AND<br />
AT BEGINNING OF EACH SHIFT<br />
Activation<br />
CHECKLIST<br />
Check in upon arrival at the EOC.<br />
Report to the Planning/Intelligence Section Chief.<br />
Obtain a briefing on the situation.<br />
Determine your personal operating location and set up as necessary.<br />
Review your position responsibilities.<br />
145
Identify yourself as the Situation Status Unit leader by putting on the vest with your<br />
title.<br />
Clarify any issues regarding your authority and assignment and what others in the<br />
organization do.<br />
Activate elements <strong>of</strong> your Unit, establish work area, assign duties and ensure Unit<br />
journal/log is opened.<br />
Determine 24-hour staffing requirement and request additional support as required.<br />
Request additional resources through the appropriate Logistics Section Unit, as<br />
needed.<br />
Ensure that all your incoming Unit personnel are fully briefed.<br />
Based on the situation as known or forecast, determine likely future Branch/Unit<br />
needs.<br />
Think ahead and anticipate situations and problems before they occur.<br />
Using activity log, maintain all required records and documentation to support the<br />
After-Action Report and the history <strong>of</strong> the emergency/disaster. Document:<br />
Messages received<br />
Action taken<br />
Decision justification and documentation<br />
Requests filled<br />
EOC personnel, time on duty and assignments<br />
Precise information is essential to meet requirements for possible reimbursement<br />
by CalEMA and FEMA.<br />
General Operational Duties<br />
Develop a plan for your Unit operations and support <strong>of</strong> field operations as requested.<br />
Assign specific responsibilities.<br />
Keep up to date on the situation and resources associated with your Unit. Maintain<br />
current status reports and displays.<br />
Keep the Planning/Intelligence Section Chief advised <strong>of</strong> your Unit status and activity<br />
and on any problem areas that now need or will require solutions.<br />
146
Provide periodic situation or status reports to your Section Chief.<br />
Ensure that all relevant communication systems are operational.<br />
Review situation reports as they are received. Verify information where questions<br />
exist.<br />
Anticipate potential situation changes, such as severe aftershocks, in all Unit<br />
planning. Develop a backup plan for all activities and procedures requiring <strong>of</strong>f-site<br />
communications.<br />
Determine and anticipate your support needs and forward to your Section Chief.<br />
Conduct periodic briefings for your Unit. Ensure they are aware <strong>of</strong> priorities.<br />
Monitor your Unit activities and adjust staffing and organization as appropriate to<br />
meet current needs.<br />
Use face-to-face communication in the EOC whenever possible and document<br />
decisions and policy.<br />
Refer all media contacts to your Section Chief.<br />
Be prepared to participate in the EOC Director’s action planning meetings and policy<br />
decisions if requested.<br />
Ensure that all your Unit personnel and equipment time records and record <strong>of</strong><br />
expendable materials used are provided to your Section Chief at the end <strong>of</strong> each<br />
operational period.<br />
Brief your relief at shift-change time. Ensure that in-progress activities are identified<br />
and follow-up requirements are known.<br />
Unit Operational Duties<br />
Direct the collection, organization and display <strong>of</strong> status <strong>of</strong> disaster, including:<br />
Location and nature <strong>of</strong> the disaster/emergency<br />
Special hazards<br />
Number <strong>of</strong> injured persons<br />
Number <strong>of</strong> deceased persons<br />
Road closures and disaster routes<br />
Structural property damage (estimated dollar value)<br />
Personal property damage (estimated dollar value)<br />
<strong>City</strong> <strong>of</strong> <strong>Santa</strong> <strong>Monica</strong> resources committed to the disaster/emergency<br />
<strong>City</strong> <strong>of</strong> <strong>Santa</strong> <strong>Monica</strong> resources available<br />
147
Assistance provided by outside agencies and resources committed<br />
Shelters, type, location and number <strong>of</strong> people that can be accommodated<br />
Possible Information Sources include:<br />
Disaster Briefings<br />
EOC Action Plan<br />
Section Reports<br />
Intelligence Reports<br />
Field Observations<br />
Casualty Information<br />
Resource Status Reports<br />
Aerial Reports and Photographs<br />
Values and Hazards Information<br />
On Duty Personnel from other Sections<br />
Prepare and maintain EOC displays.<br />
Post to the significant events log casualty information, health concerns, property<br />
damage, fire status, size <strong>of</strong> risk area, scope <strong>of</strong> the hazard to the public, number <strong>of</strong><br />
evacuees, etc.<br />
Develop sources <strong>of</strong> information and assist the Planning/Intelligence Section Chief in<br />
collecting, organizing and analyzing data from the following:<br />
Management Team<br />
Operations Section<br />
Logistics Section<br />
Finance/Administration Section<br />
Provide for an authentication process in case <strong>of</strong> conflicting status reports on events.<br />
Meet with the Planning/Intelligence Section Chief and the EOC Director to determine<br />
needs for planning meetings and briefings. Determine if there are any special<br />
information needs.<br />
Direct the collection <strong>of</strong> photographs, videos, and/or sound recordings or disaster<br />
events, as appropriate.<br />
Meet with the PIO to determine best methods for exchanging information and<br />
providing the PIO with Situation Status Unit information.<br />
Provide information to the PIO for use in developing media and other briefings.<br />
Establish and maintain an open file <strong>of</strong> situation reports and major incident reports for<br />
review by other sections/units.<br />
148
Determine weather conditions; current and upcoming. Keep up-to-date weather<br />
information posted.<br />
Identify potential problem areas along evacuation routes; i.e., weight restrictions,<br />
narrow bridges, road sections susceptible to secondary effects <strong>of</strong> an incident, etc.<br />
In coordination with the Operations Section, estimate the number <strong>of</strong> people who will<br />
require transportation out <strong>of</strong> the risk areas. Coordinate with the Transportation Unit<br />
<strong>of</strong> the Logistics Section on transportation methods.<br />
Provide resource and situation status information in response to specific requests.<br />
Prepare an evaluation <strong>of</strong> the disaster situation and a forecast on the potential course<br />
<strong>of</strong> the disaster event(s) at periodic intervals or upon request <strong>of</strong> the<br />
Planning/Intelligence Section Chief.<br />
Prepare required Operational Area reports (Operation Area Resource System,<br />
OARRS). Obtain approval from the Planning/Intelligence Section Chief and transmit<br />
to the Los Angeles County EOC.<br />
Prepare written situation reports at periodic intervals at the direction <strong>of</strong> the<br />
Planning/Intelligence Section Chief.<br />
Assist at planning meetings as required. Provide technical assistance.<br />
During a radiological incident, activate the Radiological Protection Procedures as<br />
needed for reporting and documentation.<br />
Deactivation<br />
Ensure that all required forms or reports are completed prior to your release and<br />
departure.<br />
Be prepared to provide input to the After-Action/Corrective Action Report.<br />
Determine what follow-up to your assignment might be required before you leave.<br />
Deactivate the Status Unit position and close out logs when authorized by the<br />
Planning/Intelligence Section Chief or EOC Director.<br />
NOTES:<br />
149
150
DOCUMENTATION UNIT<br />
SUPERVISOR:<br />
EOC Planning Section Chief<br />
GENERAL DUTIES:<br />
<br />
<br />
<br />
<br />
<br />
<br />
<br />
<br />
Maintain an accurate and complete record <strong>of</strong> significant disaster events.<br />
Assist other parts <strong>of</strong> the EOC organization in setting up and maintaining files,<br />
journals and special reports.<br />
Collect and organize all written forms, logs, journals and reports at completion <strong>of</strong><br />
each shift from all sections.<br />
Establish and operate a Message Center at the EOC, and assign appropriate<br />
internal and external message routing.<br />
Provide documentation and copying services to EOC staff.<br />
Maintain and preserve disaster/emergency files for legal, analytical and historical<br />
purposes.<br />
Compile, copy, and distribute the EOC Action Plans as directed by the Section<br />
Chiefs.<br />
Compile, copy, and distribute the After-Action/Corrective Action Report with input<br />
from other sections/units.<br />
YOUR RESPONSIBILITY:<br />
Compile and distribute the <strong>City</strong>’s EOC Action Plans and After-Action/Corrective Action<br />
Reports; maintain accurate and complete incident files; establish and operate an EOC<br />
Message Center; provide copying services to EOC personnel and preserve incident files<br />
for legal, analytical and historical purposes.<br />
READ ENTIRE CHECKLIST AT START-UP AND<br />
AT BEGINNING OF EACH SHIFT<br />
Activation<br />
CHECKLIST<br />
Check in upon arrival at the EOC.<br />
Report to the Planning/Intelligence Section Chief.<br />
Obtain a briefing on the situation.<br />
151
Determine your personal operating location and set up as necessary.<br />
Review your position responsibilities.<br />
Identify yourself as the Documentation Unit leader by putting on the vest with your<br />
title.<br />
Clarify any issues regarding your authority and assignment and what others in the<br />
organization do.<br />
Activate elements <strong>of</strong> your Branch/Unit, establish work area, assign duties and<br />
ensure Unit journal/log is opened.<br />
Determine 24-hour staffing requirement and request additional support as required.<br />
Request additional resources through the appropriate Logistics Section Unit, as<br />
needed.<br />
Obtain necessary equipment and supplies (forms, paper, pens, date/time stamp,<br />
copy machine, computer, s<strong>of</strong>tware, etc.).<br />
Ensure that all your incoming Branch/Unit personnel are fully briefed.<br />
Based on the situation as known or forecast, determine likely future Unit needs.<br />
Think ahead and anticipate situations and problems before they occur.<br />
Using activity log, maintain all required records and documentation to support the<br />
After-Action Report and the history <strong>of</strong> the emergency/disaster. Document:<br />
Messages received<br />
Action taken<br />
Decision justification and documentation<br />
Requests filled<br />
EOC personnel, time on duty and assignments<br />
Precise information is essential to meet requirements for possible reimbursement<br />
by CalEMA and FEMA.<br />
General Operational Duties<br />
Develop a plan for your Branch/Unit operations and support <strong>of</strong> field operations as<br />
requested. Assign specific responsibilities.<br />
152
Keep up to date on the situation and resources associated with your Branch/Unit.<br />
Maintain current status reports and displays.<br />
Keep the Planning/Intelligence Section Chief advised <strong>of</strong> your Branch/Unit status and<br />
activity and on any problem areas that now need or will require solutions.<br />
Provide periodic situation or status reports to your Section Chief.<br />
Ensure that all relevant communication systems are operable.<br />
Review situation reports as they are received. Verify information where questions<br />
exist.<br />
Anticipate potential situation changes, such as severe aftershocks, in all Unit<br />
planning. Develop a backup plan for all activities and procedures requiring <strong>of</strong>f-site<br />
communications.<br />
Determine and anticipate your support needs and forward to your Section Chief.<br />
Conduct periodic briefings for your Unit. Ensure they are aware <strong>of</strong> priorities.<br />
Monitor your Unit activities and adjust staffing and organization as appropriate to<br />
meet current needs.<br />
Use face-to-face communication in the EOC whenever possible and document<br />
decisions and policy.<br />
Refer all media contacts to your Section Chief.<br />
Be prepared to participate in the EOC Director’s action planning meetings and policy<br />
decisions if requested.<br />
Ensure that all your Unit personnel and equipment time records and record <strong>of</strong><br />
expendable materials used are provided to your Section Chief at the end <strong>of</strong> each<br />
operational period.<br />
Brief your relief at shift-change time. Ensure that in-progress activities are identified<br />
and follow-up requirements are known.<br />
Branch/Unit Operational Duties<br />
Meet with the Planning/Intelligence Section Chief to determine what EOC materials<br />
should be maintained for <strong>of</strong>ficial records.<br />
153
Contact other EOC sections and units and inform them <strong>of</strong> the requirement to<br />
maintain <strong>of</strong>ficial records. Assist them as necessary in setting up a file records<br />
system.<br />
Coordinate documentation with the Situation Status Unit.<br />
Following planning meetings, assist in the preparation <strong>of</strong> any written action plans or<br />
procedures.<br />
Ensure that the EOC Action Plans and After-Action/Corrective Action Reports are<br />
compiled, approved, copied and distributed to EOC Sections and Units.<br />
Ensure distribution and use <strong>of</strong> message center forms to capture a written record <strong>of</strong><br />
actions requiring application <strong>of</strong> resources, requests for resources or other<br />
directions/information requiring use <strong>of</strong> the message center form.<br />
Implement filing system.<br />
Identify and establish a ―runner‖ support system for collecting, duplicating journals,<br />
logs and message center forms throughout the EOC.<br />
Establish copying service and respond to authorize copying requests.<br />
Establish a system for collecting all section and unit journal/logs at completion <strong>of</strong><br />
each operational period.<br />
Collect, maintain and store messages, records, reports, logs, journals and forms<br />
submitted by all sections and units for the <strong>of</strong>ficial record.<br />
Participate in and support action planning briefings.<br />
Deactivation<br />
Ensure that all required forms or reports are completed prior to your release and<br />
departure.<br />
Be prepared to provide input to the After-Action/Corrective Action Report.<br />
Determine what follow-up to your assignment might be required before you leave.<br />
Deactivate the Documentation Unit position and close out logs when authorized by<br />
the Planning/Intelligence Section Chief or EOC Director.<br />
NOTES:<br />
154
DAMAGE ASSESSMENT UNIT<br />
SUPERVISOR:<br />
EOC Planning Section Chief<br />
GENERAL DUTIES:<br />
<br />
<br />
<br />
Collect safety/damage assessment information from the EOC Operations Section<br />
and other verifiable sources and prepare appropriate reports.<br />
Provide safety/damage assessment information to the EOC Planning/Intelligence<br />
Section Chief.<br />
Coordinate with the Building and Safety Branch <strong>of</strong> the EOC Operations.<br />
YOUR RESPONSIBILITY:<br />
Maintain detailed records <strong>of</strong> safety/damage assessment information and support the<br />
documentation process.<br />
READ ENTIRE CHECKLIST AT START-UP AND<br />
AT BEGINNING OF EACH SHIFT<br />
Activation<br />
CHECKLIST<br />
Check in upon arrival at the EOC.<br />
Report to the EOC Planning/Intelligence Section Chief.<br />
Obtain a briefing on the situation.<br />
Determine your personal operating location and set up as necessary.<br />
Review your position responsibilities.<br />
Identify yourself as the Damage Assessment Unit leader by putting on the vest with<br />
your title.<br />
Clarify any issues regarding your authority and assignment and what others in the<br />
organization do.<br />
155
Activate elements <strong>of</strong> your Unit, establish work area, assign duties and ensure<br />
Branch/Unit journal/log is opened.<br />
Determine 24-hour staffing requirement and request additional support as required.<br />
Request additional resources through the appropriate EOC Logistics Section Unit,<br />
as needed.<br />
Ensure that all your incoming Branch/Unit personnel are fully briefed.<br />
Based on the situation as known or forecast, determine likely future Unit needs.<br />
Think ahead and anticipate situations and problems before they occur.<br />
Using activity log, maintain all required records and documentation to support the<br />
After-Action Report and the history <strong>of</strong> the emergency/disaster. Document:<br />
Messages received<br />
Action taken<br />
Decision justification and documentation<br />
Requests filled<br />
EOC personnel, time on duty and assignments<br />
Precise information is essential to meet requirements for possible reimbursement<br />
by CalEMA and FEMA.<br />
General Operational Duties<br />
Develop a plan for your Unit operations and support <strong>of</strong> field operations as requested.<br />
Assign specific responsibilities.<br />
Keep up to date on the situation and resources associated with your Unit. Maintain<br />
current status reports and displays.<br />
Keep the Planning/Intelligence Section Chief advised <strong>of</strong> your Unit status and activity<br />
and on any problem areas that now need or will require solutions.<br />
Provide periodic situation or status reports to your Section Chief.<br />
Ensure that all relevant communication systems are operational.<br />
Review situation reports as they are received. Verify information where questions<br />
exist.<br />
156
Anticipate potential situation changes, such as severe aftershocks, in all Unit<br />
planning. Develop a backup plan for all activities and procedures requiring <strong>of</strong>f-site<br />
communications.<br />
Determine and anticipate your support needs and forward to your Section Chief.<br />
Conduct periodic briefings for your Unit. Ensure they are aware <strong>of</strong> priorities.<br />
Monitor your Unit activities and adjust staffing and organization as appropriate to<br />
meet current needs.<br />
Use face-to-face communication in the EOC whenever possible and document<br />
decisions and policy.<br />
Refer all media contacts to your Section Chief.<br />
Be prepared to participate in the EOC Director’s action planning meetings and policy<br />
decisions if requested.<br />
Ensure that all your Unit personnel and equipment time records and record <strong>of</strong><br />
expendable materials used are provided to your Section Chief at the end <strong>of</strong> each<br />
operational period.<br />
Brief your relief at shift-change time. Ensure that in-progress activities are identified<br />
and follow-up requirements are known.<br />
Unit Operational Duties<br />
Coordinate collection <strong>of</strong> safety/damage assessment information with the Building<br />
and Safety Branch <strong>of</strong> the EOC Operations Section.<br />
Prepare safety/damage assessment information and provide to the EOC<br />
Planning/Intelligence Section Chief for approval.<br />
Collect, record and total the type, location and estimate value <strong>of</strong> damage.<br />
Document those structures requiring immediate demolition to ensure the public<br />
safety through inspection records, videos, photographs, etc.<br />
Provide documentation to Legal Advisor/Officer on those structures that may need to<br />
be demolished in the interest <strong>of</strong> public safety.<br />
Coordinate with the American Red Cross, utility companies, and other local<br />
organizations for additional safety/ damage assessment information.<br />
157
Coordinate with all EOC Operations branches (Police, Fire, Public Works,<br />
Medical/Health, Care and Shelter and Building and Safety) for possible information<br />
on damage to structures.<br />
Provide final safety/damage assessment reports to the Documentation Unit.<br />
Deactivation<br />
Ensure that all required forms or reports are completed prior to your release and<br />
departure.<br />
Be prepared to provide input to the After-Action/Corrective Action Report.<br />
Determine what follow-up to your assignment might be required before you leave.<br />
Deactivate the Demobilization Unit position and close out logs when authorized by<br />
the Planning/Intelligence Section Chief or EOC Director.<br />
NOTES:<br />
158
ADVANCE PLANNING UNIT<br />
SUPERVISOR:<br />
EOC Planning Section Chief<br />
GENERAL DUTIES:<br />
<br />
<br />
<br />
Identify issues that will require advanced planning.<br />
Prepare reports and briefings as necessary for use in strategic planning meetings.<br />
Monitor action-planning activity to determine the shift in operational objectives from<br />
response to recovery<br />
YOUR RESPONSIBILITY:<br />
Develop reports and recommendations for future time periods and prepare reports and<br />
briefings for use in strategy and/or planning meetings.<br />
READ ENTIRE CHECKLIST AT START-UP AND<br />
AT BEGINNING OF EACH SHIFT<br />
Activation<br />
CHECKLIST<br />
Check in upon arrival at the EOC.<br />
Report to the EOC Planning/Intelligence Section Chief.<br />
Obtain a briefing on the situation.<br />
Determine your personal operating location and set up as necessary.<br />
Review your position responsibilities.<br />
Identify yourself as the Advance Planning Unit leader by putting on the vest with<br />
your title.<br />
Clarify any issues regarding your authority and assignment and what others in the<br />
organization do.<br />
159
Activate elements <strong>of</strong> your Unit, establish work area, assign duties and ensure Unit<br />
journal/log is opened.<br />
Determine 24-hour staffing requirement and request additional support as required.<br />
Request additional resources through the appropriate EOC Logistics Section Unit,<br />
as needed.<br />
Ensure that all your incoming Unit personnel are fully briefed.<br />
Based on the situation as known or forecast, determine likely future Unit needs.<br />
Think ahead and anticipate situations and problems before they occur.<br />
Using activity log, maintain all required records and documentation to support the<br />
After-Action Report and the history <strong>of</strong> the emergency/disaster (See Supporting<br />
Documentation). Document:<br />
Messages received<br />
Action taken<br />
Decision justification and documentation<br />
Requests filled<br />
EOC personnel, time on duty and assignments<br />
Precise information is essential to meet requirements for possible reimbursement<br />
by CalEMA and FEMA.<br />
General Operational Duties<br />
Develop a plan for your Unit operations and support <strong>of</strong> field operations as requested.<br />
Assign specific responsibilities.<br />
Keep up to date on the situation and resources associated with your Unit. Maintain<br />
current status reports and displays.<br />
Keep the EOC Planning/Intelligence Section Chief advised <strong>of</strong> your Unit status and<br />
activity and on any problem areas that now need or will require solutions.<br />
Provide periodic situation or status reports to your Section Chief.<br />
Ensure that relevant communication systems are operational.<br />
Review situation reports as they are received. Verify information where questions<br />
exist.<br />
160
Anticipate potential situation changes, such as severe aftershocks, in all Unit<br />
planning. Develop a backup plan for all activities and procedures requiring <strong>of</strong>f-site<br />
communications.<br />
Determine and anticipate your support needs and forward to your Section Chief.<br />
Conduct periodic briefings for your Branch/Unit. Ensure they are aware <strong>of</strong> priorities.<br />
Monitor your Unit activities and adjust staffing and organization as appropriate to<br />
meet current needs.<br />
Use face-to-face communication in the EOC whenever possible and document<br />
decisions and policy.<br />
Refer all media contacts to your Section Chief.<br />
Be prepared to participate in the EOC Director’s action planning meetings and policy<br />
decisions if requested.<br />
Ensure that all your Branch/Unit personnel and equipment time records and record<br />
<strong>of</strong> expendable materials used are provided to your Section Chief at the end <strong>of</strong> each<br />
operational period.<br />
Brief your relief at shift-change time. Ensure that in-progress activities are identified<br />
and follow-up requirements are known.<br />
Branch/Unit Operational Duties<br />
Obtain current briefing on the operational situation from the Situation Status Unit.<br />
Determine advanced planning needs.<br />
Determine current priorities and policies from the EOC Planning/Intelligence Section<br />
Chief and EOC Director.<br />
In coordination with other EOC sections, develop written forecasts for future<br />
operational periods as requested. These should include any or all <strong>of</strong> the following:<br />
Determine top priorities for actions and resources.<br />
Identify any recommended changes to EOC policy, organization or procedures.<br />
Identify any issues and constraints that should be addressed.<br />
Provide reports to the EOC Planning/Intelligence Section Chief and/or EOC Director<br />
and others as directed.<br />
161
Coordinate advanced planning with EOC Operations Section and assist the EOC<br />
Planning/Intelligence Section staff in making recommendations on priority response<br />
and recovery actions.<br />
Deactivation<br />
Ensure that all required forms or reports are completed prior to your release and<br />
departure.<br />
Be prepared to provide input to the After-Action Report.<br />
Determine what follow-up to your assignment might be required before you leave.<br />
Deactivate the Advance Planning Unit position and close out logs when authorized<br />
by the EOC Planning/Intelligence Section Chief or EOC Director.<br />
NOTES:<br />
162
RECOVERY PLANNING UNIT<br />
SUPERVISOR:<br />
EOC Planning Section Chief<br />
GENERAL DUTIES:<br />
<br />
<br />
<br />
<br />
Implement disaster cost recovery program to enable the city to recover cost for<br />
which it is eligible.<br />
Ensure that the <strong>City</strong> <strong>of</strong> <strong>Santa</strong> <strong>Monica</strong> is prepared to participate jointly with FEMA,<br />
CalEMA, Los Angeles County Operational Area and non-pr<strong>of</strong>it organizations to<br />
expedite disaster assistance for individuals, families, businesses, public entities and<br />
others entitled to disaster assistance.<br />
Ensure that required and/or approved mitigation measures are carried out.<br />
Assist in the implementation <strong>of</strong> the <strong>City</strong>’s Hazard Mitigation Plan.<br />
YOUR RESPONSIBILITY:<br />
Conduct all initial recovery operations and prepare the EOC organization for transition<br />
to recovery operations to restore the <strong>City</strong> to pre-disaster conditions as quickly and<br />
effectively as possible.<br />
READ ENTIRE CHECKLIST AT START-UP AND<br />
AT BEGINNING OF EACH SHIFT<br />
Activation<br />
CHECKLIST<br />
Check in upon arrival at the EOC.<br />
Report to the EOC Planning/Intelligence Section Chief.<br />
Obtain a briefing on the situation.<br />
Determine your personal operating location and set up as necessary.<br />
Review your position responsibilities.<br />
163
Identify yourself as the Recovery Planning Unit leader by putting on the vest with<br />
your title.<br />
Clarify any issues regarding your authority and assignment and what others in the<br />
organization do.<br />
Activate elements <strong>of</strong> your Unit, establish work area, assign duties and ensure Unit<br />
journal/log is opened.<br />
Determine 24-hour staffing requirement and request additional support as required.<br />
Request additional resources through the appropriate EOC Logistics Section Unit,<br />
as needed.<br />
Ensure that all your incoming Unit personnel are fully briefed.<br />
Based on the situation as known or forecast, determine likely future Unit needs.<br />
Think ahead and anticipate situations and problems before they occur.<br />
Using activity log, maintain all required records and documentation to support the<br />
After-Action/Corrective Action Report and the history <strong>of</strong> the emergency/disaster.<br />
(See Supporting Documentation). Document:<br />
Messages received<br />
Action taken<br />
Decision justification and documentation<br />
Requests filled<br />
EOC personnel, time on duty and assignments<br />
Precise information is essential to meet requirements for possible reimbursement<br />
by CalEMA and FEMA.<br />
General Operational Duties<br />
Develop a plan for your Unit operations and support <strong>of</strong> field operations as requested.<br />
Assign specific responsibilities.<br />
Keep up to date on the situation and resources associated with your Unit. Maintain<br />
current status reports and displays.<br />
Keep the EOC Planning/Intelligence Section Chief advised <strong>of</strong> your Unit status and<br />
activity and on any problem areas that now need or will require solutions.<br />
Provide periodic situation or status reports to your Section Chief.<br />
164
Ensure that all relevant communication systems are operable.<br />
Review situation reports as they are received. Verify information where questions<br />
exist.<br />
Anticipate potential situation changes, such as severe aftershocks, in all Unit<br />
planning. Develop a backup plan for all activities and procedures requiring <strong>of</strong>f-site<br />
communications.<br />
Determine and anticipate your support needs and forward to your Section Chief.<br />
Conduct periodic briefings for your Unit. Ensure they are aware <strong>of</strong> priorities.<br />
Monitor your Unit activities and adjust staffing and organization as appropriate to<br />
meet current needs.<br />
Use face-to-face communication in the EOC whenever possible and document<br />
decisions and policy.<br />
Refer all media contacts to your Section Chief.<br />
Be prepared to participate in the EOC Director’s action planning meetings and policy<br />
decisions if requested.<br />
Ensure that all your Branch/Unit personnel and equipment time records and record<br />
<strong>of</strong> expendable materials used are provided to your Section Chief at the end <strong>of</strong> each<br />
operational period.<br />
Brief your relief at shift-change time. Ensure that in-progress activities are identified<br />
and follow-up requirements are known.<br />
Unit Operational Duties<br />
Identify issues to be prioritized by the EOC Director on restoration <strong>of</strong> services to the<br />
<strong>City</strong>.<br />
Assist in the implementation <strong>of</strong> the city’s Hazard Mitigation Program.<br />
Maintain contact with Los Angeles County Operational Area and CAL-EMA and<br />
FEMA sources for advice and assistance in obtaining maximum eligible funds for<br />
disaster costs.<br />
In coordination with the Building and Safety Branch <strong>of</strong> the EOC Operations Section,<br />
establish criteria for temporary entry <strong>of</strong> posted buildings so owners/occupants may<br />
165
etrieve business/personal property.<br />
In coordination with the Building and Safety Branch <strong>of</strong> the EOC Operations Section,<br />
establish criteria for re-occupancy <strong>of</strong> posted buildings.<br />
In coordination with Building and Safety Branch <strong>of</strong> the EOC Operations Section,<br />
establish criteria for emergency demolition <strong>of</strong> buildings/structures that are<br />
considered to be an immediate and major danger to the population or adjacent<br />
structures. Ensure that homeowners’ and business owners’ rights are considered to<br />
the fullest extent and arrangements are made for appropriate hearings, if at all<br />
possible.<br />
Ensure that ―Historical Buildings‖ considered for demolition follow the city’s Historical<br />
Building Preservation guidelines.<br />
With Section Chiefs, develop a plan for initial recovery operations.<br />
Prepare the EOC organization for transition to Recovery Operations.<br />
Coordinate with Planning and Development for all land use and zoning variance<br />
issues; permits and controls for new development; revision <strong>of</strong> building regulations<br />
and codes; code enforcement; plan review; and building and safety inspections.<br />
Coordinate with L.A County Department <strong>of</strong> Health Services for restoration <strong>of</strong> medical<br />
facilities and associated services; continue to provide mental health services; and<br />
perform environmental reviews.<br />
Coordinate with Public Works for debris removal; demolition; construction;<br />
management <strong>of</strong> and liaison with construction contractors; and restoration <strong>of</strong> utility<br />
services.<br />
Coordinate with Finance Department for public finance; budgeting; contracting;<br />
accounting and claims processing; taxation; and insurance settlements.<br />
Coordinate with Planning and Community Development for redevelopment <strong>of</strong><br />
existing areas; planning <strong>of</strong> new redevelopment projects; and financing new projects.<br />
Coordinate applications for disaster financial assistance; liaison with assistance<br />
providers, onsite recovery support; and disaster financial assistance project<br />
manager with the Finance Department.<br />
Coordinate with <strong>City</strong> Attorney regarding emergency authorities; actions, and<br />
associated liabilities; preparation <strong>of</strong> legal opinions; and preparation <strong>of</strong> new<br />
ordinances and resolutions.<br />
166
Coordinate with <strong>City</strong> Manager’s Office for continuity <strong>of</strong> operations and<br />
communications; space acquisition; supplies and equipment; vehicles; personnel;<br />
and related support.<br />
Deactivation<br />
Ensure that all required forms or reports are completed prior to your release and<br />
departure.<br />
Be prepared to provide input to the After-Action/Corrective Action Report.<br />
Determine what follow-up to your assignment might be required before you leave.<br />
Deactivate the Recovery Planning Unit position and close out logs when authorized<br />
by the Planning/Intelligence Section Chief or EOC Director.<br />
NOTES:<br />
167
168
DEMOBILIZATION UNIT<br />
SUPERVISOR:<br />
EOC Planning Section Chief<br />
GENERAL DUTIES:<br />
<br />
<br />
<br />
<br />
Provide assistance to the EOC Planning/Intelligence Section Chief and EOC<br />
Director in planning for the EOC demobilization.<br />
Develop demobilization strategy and plan with Section Chiefs.<br />
Prepare written demobilization plan or procedures for all responding departments<br />
and agencies if necessary.<br />
Follow through on the implementation <strong>of</strong> the plan and monitor its operation.<br />
YOUR RESPONSIBILITY:<br />
Prepare an EOC Demobilization Plan to ensure the orderly, safe and cost-effective<br />
release <strong>of</strong> personnel and equipment.<br />
READ ENTIRE CHECKLIST AT START-UP AND<br />
AT BEGINNING OF EACH SHIFT<br />
Activation<br />
CHECKLIST<br />
Check in upon arrival at the EOC.<br />
Report to the EOC Planning/Intelligence Section Chief.<br />
Obtain a briefing on the situation.<br />
Determine your personal operating location and set up as necessary.<br />
Review your position responsibilities.<br />
Identify yourself as the Demobilization Unit leader by putting on the vest with your<br />
title.<br />
169
Clarify any issues regarding your authority and assignment and what others in the<br />
organization do.<br />
Activate elements <strong>of</strong> your Unit, establish work area, assign duties and ensure Unit<br />
journal/log is opened.<br />
Determine 24-hour staffing requirement and request additional support as required.<br />
Request additional resources through the appropriate EOC Logistics Section Unit,<br />
as needed.<br />
Ensure that all your incoming Unit personnel are fully briefed.<br />
Based on the situation as known or forecast, determine likely future Unit needs.<br />
Think ahead and anticipate situations and problems before they occur.<br />
Using activity log, maintain all required records and documentation to support the<br />
After-Action Report and the history <strong>of</strong> the emergency/disaster. Document:<br />
Messages received<br />
Action taken<br />
Decision justification and documentation<br />
Requests filled<br />
EOC personnel, time on duty and assignments<br />
Precise information is essential to meet requirements for possible reimbursement<br />
by CalEMA and FEMA.<br />
General Operational Duties<br />
Develop a plan for your Unit operations and support <strong>of</strong> field operations as requested.<br />
Assign specific responsibilities.<br />
Keep up to date on the situation and resources associated with your Unit. Maintain<br />
current status reports and displays.<br />
Keep the EOC Planning/Intelligence Section Chief advised <strong>of</strong> your Unit<br />
status and activity and on any problem areas that now need or will require solutions.<br />
Provide periodic situation or status reports to your Section Chief.<br />
Ensure that all relevant communication systems are operable.<br />
170
Review situation reports as they are received. Verify information where questions<br />
exist.<br />
Anticipate potential situation changes, such as severe aftershocks, in all Unit<br />
planning. Develop a backup plan for all activities and procedures requiring <strong>of</strong>f-site<br />
communications.<br />
Determine and anticipate your support needs and forward to your Section Chief.<br />
Conduct periodic briefings for your Unit. Ensure they are aware <strong>of</strong> priorities.<br />
Monitor your Unit activities and adjust staffing and organization as appropriate to<br />
meet current needs.<br />
Use face-to-face communication in the EOC whenever possible and document<br />
decisions and policy.<br />
Refer all media contacts to your Section Chief.<br />
Be prepared to participate in the EOC Director’s action planning meetings and policy<br />
decisions if requested.<br />
Ensure that all your Unit personnel and equipment time records and record <strong>of</strong><br />
expendable materials used are provided to your Section Chief at the end <strong>of</strong> each<br />
operational period.<br />
Brief your relief at shift-change time. Ensure that in-progress activities are identified<br />
and follow-up requirements are known.<br />
Unit Operational Duties<br />
Coordinate with the field level Demobilization Unit Leader.<br />
Review the organization and current staffing to determine the likely size and extent<br />
<strong>of</strong> demobilization effort.<br />
Request the General Staff to assess long-term staffing needs within their sections<br />
and provide listing <strong>of</strong> positions and personnel for release by priority.<br />
Coordinate with the Agency Representatives to determine:<br />
Agencies not requiring formal demobilization<br />
Personal care and safety needs<br />
Coordination procedures with cooperating/assisting agencies<br />
Evaluate logistics and transportation capabilities to support the demobilization effort.<br />
171
Prepare a Demobilization Plan to include the following:<br />
Release plan strategies and general information<br />
Priorities for release (according to agency, kind, and type <strong>of</strong> resource)<br />
Transfer <strong>of</strong> authorities, where appropriate<br />
Completion and submit all required documentation<br />
Obtain approval <strong>of</strong> the Demobilization Plan from the EOC Director.<br />
Ensure that all sections and branches/groups/units understand their specific<br />
demobilization responsibilities.<br />
Supervise execution <strong>of</strong> the Demobilization Plan.<br />
Brief EOC Planning/Intelligence Section Chief on demobilization progress.<br />
Obtain identification and description <strong>of</strong> surplus resources.<br />
Establish ―check-in‖ stations, as required, to facilitate the return <strong>of</strong> supplies,<br />
equipment and other resources.<br />
Deactivation<br />
Ensure that all required forms or reports are completed prior to your release and<br />
departure.<br />
Be prepared to provide input to the After-Action/Corrective Action Report.<br />
Determine what follow-up to your assignment might be required before you leave.<br />
Deactivate the Demobilization Unit position and close out logs when authorized by<br />
the EOC Planning/Intelligence Section Chief or EOC Director.<br />
NOTES:<br />
172
TECHNICAL SPECIALIST<br />
SUPERVISOR:<br />
EOC Planning Section Chief<br />
GENERAL DUTIES:<br />
<br />
<br />
Provide technical expertise to the EOC Planning/Intelligence Section and others as<br />
required.<br />
Provide mapping and Crisis Information Management Systems support to EOC<br />
operations.<br />
YOUR RESPONSIBILITY:<br />
Provide support specific to a field or function not addressed elsewhere or by any other<br />
discipline.<br />
READ ENTIRE CHECKLIST AT START-UP AND<br />
AT BEGINNING OF EACH SHIFT<br />
Activation<br />
CHECKLIST<br />
Check in upon arrival at the EOC.<br />
Report to the EOC Planning/Intelligence Section Chief.<br />
Obtain a briefing on the situation.<br />
Determine your personal operating location and set up as necessary.<br />
Review your position responsibilities.<br />
Identify yourself as Technical Specialist by putting on the vest with your title. Print<br />
your name on the EOC organization chart next to your assignment.<br />
Clarify any issues regarding your authority and assignment and what others in the<br />
organization do.<br />
173
Determine 24-hour staffing requirement and request additional support as required.<br />
Request additional resources through the appropriate EOC Logistics Section Unit,<br />
as needed.<br />
Based on the situation as known or forecast, determine likely future needs.<br />
Think ahead and anticipate situations and problems before they occur.<br />
Using activity log, maintain all required records and documentation to support the<br />
After-Action Report and the history <strong>of</strong> the emergency/disaster. (See Supporting<br />
Documentation). Document:<br />
Messages received<br />
Action taken<br />
Decision justification and documentation<br />
Requests filled<br />
EOC personnel, time on duty and assignments<br />
Precise information is essential to meet requirements for possible reimbursement<br />
by CalEMA and FEMA.<br />
General Operational Duties<br />
Develop a plan for operations and support <strong>of</strong> field operations as requested. Assign<br />
specific responsibilities.<br />
Keep up to date on the situation and resources associated with your position.<br />
Maintain current status reports and displays.<br />
Keep the EOC Planning/Intelligence Section Chief advised <strong>of</strong> your position status<br />
and activity and on any problem areas that now need or will require solutions.<br />
Provide periodic situation or status reports to your Section Chief.<br />
Ensure that all relevant communication systems are operable.<br />
Review situation reports as they are received. Verify information where questions<br />
exist.<br />
Anticipate potential situation changes, such as severe aftershocks, in all position<br />
planning. Develop a backup plan for all plans and procedures requiring <strong>of</strong>f-site<br />
communications.<br />
Determine and anticipate your support needs and forward to your Section Chief.<br />
174
Use face-to-face communication in the EOC whenever possible and document<br />
decisions and policy.<br />
Refer all media contacts to your Section Chief.<br />
Be prepared to participate in the EOC Director’s action planning meetings and policy<br />
decisions if requested.<br />
Ensure that all your personnel time and equipment records and record <strong>of</strong><br />
expendable materials used are provided to your Section Chief at the end <strong>of</strong> each<br />
operational period.<br />
Brief your relief at shift-change time. Ensure that in-progress activities are identified<br />
and follow-up requirements are known.<br />
Branch/Unit Operational Duties<br />
Act as a resource to members <strong>of</strong> the EOC staff in matters relative to your technical<br />
specialty.<br />
Deactivation<br />
Ensure that all required forms or reports are completed prior to your release and<br />
departure.<br />
Be prepared to provide input to the After-Action/Corrective Action Report.<br />
Determine what follow-up to your assignment might be required before you leave.<br />
Deactivate the Technical Specialist position and close out logs when authorized by<br />
the Planning/Intelligence Section Chief or EOC Director.<br />
NOTES:<br />
175
176
LOGISTICS SECTION<br />
Purpose<br />
To enhance the capability <strong>of</strong> the <strong>City</strong> <strong>of</strong> <strong>Santa</strong> <strong>Monica</strong> to respond to emergencies by<br />
establishing logistics protocols in managing personnel and equipment. It is the policy <strong>of</strong><br />
this section that the priorities <strong>of</strong> responses are to be:<br />
<br />
<br />
<br />
<br />
Protect life, property and the environment.<br />
Provide operational and logistical support for emergency response personnel and<br />
optimize the utilization <strong>of</strong> resources.<br />
Provide support to the other sections <strong>of</strong> the <strong>City</strong>’s emergency response team.<br />
Support the restoration <strong>of</strong> essential services and systems.<br />
Overview<br />
The EOC Logistics Section’s primary responsibility is to ensure the acquisition,<br />
transportation and mobilization <strong>of</strong> resources to support the response effort at the<br />
disaster sites, public shelters, EOCs, etc. This Section provides all necessary<br />
personnel, supplies and equipment procurement support. Methods for obtaining and<br />
using facilities, equipment, supplies, services and other resources to support<br />
emergency response at all operational sites during emergency/disaster conditions will<br />
be the same as that used during normal operations unless authorized by the EOC<br />
Director or emergency orders <strong>of</strong> the <strong>City</strong> Council.<br />
Objectives<br />
The EOC Logistics Section ensures that all other sections are supported for the duration<br />
<strong>of</strong> the incident. Any personnel, equipment, supplies or services required by the other<br />
sections will be ordered through the EOC Logistics Section.<br />
The EOC Logistics Section will accomplish the following specific objectives during a<br />
disaster/emergency:<br />
Collect information from other sections to determine needs and prepare for expected<br />
operations.<br />
Coordinate provision <strong>of</strong> logistical support with the EOC Director.<br />
Prepare required reports identifying the activities performed by the EOC Logistics<br />
Section.<br />
Determine the <strong>City</strong>’s logistical support needs and plan for both immediate and longterm<br />
requirements.<br />
Maintain proper and accurate documentation <strong>of</strong> all actions taken and all items<br />
procured to ensure that all required records are preserved for future use and<br />
CalEMA and FEMA filing requirements.<br />
177
SEMS/NIMS ORGANIZATIONCHART<br />
EOC Director<br />
Legislative<br />
Officer<br />
Safety Officer<br />
Liaison<br />
Officer<br />
Public Information<br />
Officer<br />
Legal<br />
Advisor<br />
*OPERATIONS<br />
*PLANNING/<br />
INTELLIGENCE<br />
LOGISTICS<br />
FINANCE<br />
Fire/Rescue/HazMat<br />
Resources<br />
Info. Systems<br />
Cost Recovery<br />
Med/Health<br />
Situation Status<br />
Transportation<br />
Time Keeping<br />
Law Enforcement<br />
Documentation<br />
Personnel<br />
Compensation/<br />
Claims<br />
Care & Shelter<br />
Damage Assessment<br />
Facilities<br />
Cost Analysis<br />
Public Works<br />
Adv. Planning<br />
Procurement<br />
Building & Safety<br />
Recovery Planning<br />
Demobilization<br />
* If all elements are activated, a deputy may be appointed to provide a manageable span <strong>of</strong> control.<br />
** Position is normally coordinated by the County, but a local coordinator may be designated, if needed<br />
Field Units will be coordinating and communication with each <strong>of</strong> the Branches under the Operations Section. The Incident<br />
Command System will be used in the field.<br />
178
SEMS/NIMS RESPONSIBILITIES CHART<br />
Management<br />
Operations<br />
Section<br />
Planning<br />
Section<br />
Logistics<br />
Section<br />
Finance<br />
Section<br />
Responsibilities:<br />
Management (Management Section)<br />
The Management Section is responsible for overall emergency management policy and<br />
coordination through the joint efforts <strong>of</strong> governmental agencies and private<br />
organizations. The EOC Director will either activate appropriate sections or perform<br />
their functions as needed.<br />
Operations Section<br />
Responsible for coordinating all jurisdictional operations in support <strong>of</strong> the emergency<br />
response through implementation <strong>of</strong> the city’s EOC Action Plan.<br />
Planning/Intelligence Section<br />
Responsible for collecting, evaluating and disseminating information; tracking<br />
resources, developing the city’s EOC Action Plan in coordination with other sections;<br />
initiating and preparation <strong>of</strong> the city’s After-Action Report, Corrective Action Plan and<br />
maintaining documentation.<br />
Logistics Section<br />
The Logistics Section is responsible for providing communications, facilities, services,<br />
personnel, equipment, supplies and materials.<br />
Finance/Administration Section<br />
The Finance Section is responsible for financial activities and other administrative<br />
aspects.<br />
179
180
LOGISTICS SECTION CHIEF<br />
SUPERVISOR:<br />
EOC Director<br />
GENERAL DUTIES:<br />
<br />
<br />
<br />
<br />
<br />
<br />
<br />
<br />
<br />
<br />
<br />
<br />
Ensure the logistics function is carried out consistent with SEMS/NIMS guidelines,<br />
including:<br />
Resources management and tracking.<br />
Coordinate all radio, data and telephone needs <strong>of</strong> the EOC.<br />
Coordinate transportation needs and issues.<br />
Manage personnel issues and registering volunteers as Disaster Services Workers<br />
(See Supporting Documentation).<br />
Obtain all materials, equipment and supplies to support emergency operations.<br />
Coordinate management <strong>of</strong> facilities used during disaster response and recovery.<br />
Establish the appropriate level <strong>of</strong> staffing within the Section, and continuously<br />
monitor the effectiveness <strong>of</strong> the section. Make changes as required.<br />
Be prepared to form additional branches/groups/units as dictated by the situation.<br />
Exercise overall responsibility for the coordination <strong>of</strong> branch/group/unit activities<br />
within the Section.<br />
Coordinate the provision <strong>of</strong> logistical support for the EOC.<br />
Report to the EOC Director on all matters pertaining to Section activities.<br />
YOUR RESPONSIBILITY:<br />
Support the response effort and oversee procurement, transportation and mobilization<br />
<strong>of</strong> resources.<br />
READ ENTIRE CHECKLIST AT START-UP AND<br />
AT BEGINNING OF EACH SHIFT<br />
Activation<br />
CHECKLIST<br />
Check in upon arrival at the EOC.<br />
181
Report to the EOC Director.<br />
Obtain a briefing on the situation.<br />
Set up your Section workstation, including maps and status boards.<br />
Review your position responsibilities.<br />
Identify yourself as the EOC Logistics Section Chief by putting on the vest with your<br />
title.<br />
Clarify any issues you may have regarding your authority and assignment and what<br />
others in the organization do.<br />
Review organization in place at the EOC.<br />
Confirm that all key EOC Logistics Section personnel or alternates are in the EOC or<br />
have been notified. Recall the required staff members necessary for the emergency.<br />
Activate organizational elements within your Section and designate leaders, as<br />
needed:<br />
Information Systems Branch<br />
Transportation Unit<br />
Personnel Unit<br />
Procurement Unit<br />
Facilities Unit<br />
Request additional personnel for the Section to maintain a 24-hour operation as<br />
required.<br />
Brief incoming Section personnel prior to their assuming duties. Briefings should<br />
include:<br />
Current situation assessment.<br />
Identification <strong>of</strong> specific job responsibilities.<br />
Identification <strong>of</strong> co-workers within the job function and/or geographical<br />
assignment.<br />
Availability <strong>of</strong> communications.<br />
Location <strong>of</strong> work area.<br />
Identification <strong>of</strong> eating and sleeping arrangements as appropriate.<br />
Procedural instructions for obtaining additional supplies, services and personnel.<br />
Identification <strong>of</strong> operational period work shifts.<br />
Inform the EOC Director and General Staff when your Section is fully operational.<br />
182
Open and maintain Section logs.<br />
Using activity log, maintain all required records and documentation to support the<br />
After-Action/Corrective Action Report and the history <strong>of</strong> the emergency/disaster.<br />
Document:<br />
Messages received<br />
Action taken<br />
Decision justification and documentation<br />
Requests filled<br />
EOC personnel, time on duty and assignments<br />
Precise information is essential to meet requirements for possible reimbursement<br />
by the CalEMA and FEMA.<br />
Review responsibilities <strong>of</strong> branches/groups/units in your Section. Develop plan for<br />
carrying out all responsibilities.<br />
Prepare work objectives for Section staff and make staff assignments.<br />
Meet with other EOC Section Chiefs.<br />
Obtain and review major incident reports and additional field operational information<br />
that may pertain to or affect your Section operations. Provide information to<br />
appropriate branches/units.<br />
Determine likely future Logistics Section needs.<br />
Request additional resources through the appropriate Logistics Unit, as needed.<br />
General Operational Duties<br />
Carry out responsibilities <strong>of</strong> the EOC Logistics Section branches/groups/units that<br />
are not currently staffed.<br />
Evaluate the need for Critical Incident Stress Debriefing for all affected personnel,<br />
victims and bystanders. Arrange debriefings through the Personnel Unit <strong>of</strong> the EOC<br />
Logistics Section. (See Supporting Documentation)<br />
Make a list <strong>of</strong> key issues currently facing your Section to be accomplished within the<br />
next operational period.<br />
Keep up to date on situation and resources associated with your Section. Maintain<br />
current status and displays at all times.<br />
183
Brief the EOC Director on major problem areas that need or will require solutions.<br />
Provide situation and resource information to the Situation Status Unit <strong>of</strong> the EOC.<br />
Provide briefing to the General Staff on operating procedure for use <strong>of</strong> telephone,<br />
data and radio systems.<br />
Determine status <strong>of</strong> transportation system into and within the affected area.<br />
Ensure that your Section activity logs and files are maintained.<br />
Monitor your Section activities and adjust Section organization as appropriate.<br />
Ensure internal coordination between branch/group/unit leaders.<br />
Update status information with other sections as appropriate.<br />
Resolve problems that arise in conducting your Section responsibilities.<br />
Anticipate potential situation changes, such as severe aftershocks, in all Section<br />
planning.<br />
Develop a backup plan for all activities and procedures requiring <strong>of</strong>f-site<br />
communications.<br />
Conduct periodic briefings for your Section. Ensure that all organizational elements<br />
are aware <strong>of</strong> priorities.<br />
Use face-to-face communication in the EOC whenever possible and document<br />
decisions and policy.<br />
Make sure that all contacts with the media are fully coordinated first with the Public<br />
Information Officer (PIO).<br />
Participate in the EOC Director’s action planning meetings.<br />
Ensure that all your Section personnel and equipment time records and a record <strong>of</strong><br />
expendable materials used are provided to the Time Unit and Cost Analysis Unit <strong>of</strong><br />
the Finance/Administration Section at the end <strong>of</strong> each operational period.<br />
Brief your relief at shift change time. Ensure that in-progress activities are identified<br />
and follow-up requirements are known.<br />
Section Operational Duties<br />
184
Meet with EOC Finance/Administration Section Chief and review financial and<br />
administration support needs and procedures. Determine level <strong>of</strong> purchasing<br />
authority to be delegated to EOC Logistics Section.<br />
Ensure that orders for additional resources necessary to meet known or expected<br />
demands have been placed and are being coordinated with the EOC and field units.<br />
Keep the Los Angeles County Operational Area Logistics Section Chief apprised <strong>of</strong><br />
overall situation and status <strong>of</strong> resource requests via the EOC.<br />
Identify resource requirements for planned and expected operations.<br />
Oversee the allocation <strong>of</strong> personnel, equipment, services and facilities required to<br />
support emergency management activities.<br />
Resolve problems associated with requests for supplies, facilities, transportation,<br />
communication and food.<br />
Receive, coordinate and process requests for resources.<br />
Deactivation<br />
Authorize deactivation <strong>of</strong> organizational elements within your Section when they are<br />
no longer required.<br />
Ensure that any open actions are handled by your Section or transferred to other<br />
EOC elements as appropriate.<br />
Ensure that any required forms or reports are completed prior to your release and<br />
departure.<br />
Be prepared to provide input to the After-Action/Corrective Action Report.<br />
Deactivate your Section and close out logs when authorized by the EOC Director.<br />
NOTES:<br />
185
186
INFORMATION SYSTEMS BRANCH<br />
SUPERVISOR:<br />
EOC Logistics Section Chief<br />
GENERAL DUTIES:<br />
<br />
<br />
<br />
<br />
Oversee the installation, activation and maintenance <strong>of</strong> all radio, data and telephone<br />
communications services inside <strong>of</strong> the EOC and agencies.<br />
Ensure effective continuous 24-hour operation <strong>of</strong> all communications services.<br />
Make special assignment <strong>of</strong> radio, data and telephone services as directed by the<br />
EOC Director.<br />
Oversee the operation <strong>of</strong> Disaster Communications System (DCS) amateur radio<br />
services working in support <strong>of</strong> the EOC.<br />
YOUR RESPONSIBILITY:<br />
Manage all radio, data, and telephone needs <strong>of</strong> the EOC staff.<br />
READ ENTIRE CHECKLIST AT START-UP AND<br />
AT BEGINNING OF EACH SHIFT<br />
Activation<br />
CHECKLIST<br />
Check in upon arrival at the EOC.<br />
Report to the EOC Logistics Section Chief.<br />
Obtain a briefing on the situation.<br />
Determine your personal operating location and set up as necessary.<br />
Review your position responsibilities.<br />
Identify yourself as the Information Systems Branch leader by putting on the vest<br />
with your title.<br />
Clarify any issues regarding your authority and assignment and what others in the<br />
organization do.<br />
187
Activate elements <strong>of</strong> your Branch/Unit, establish work area, assign duties and<br />
ensure Branch/Unit journal/log is opened.<br />
Determine 24-hour staffing requirement and request additional support as required.<br />
Request additional resources through the appropriate Logistics Unit, as needed.<br />
Ensure that all your incoming Branch/Unit personnel are fully briefed.<br />
Based on the situation as known or forecast, determine likely future Branch/Unit<br />
needs.<br />
Think ahead and anticipate situations and problems before they occur.<br />
Using activity log. Maintain all required records and documentation to support the<br />
After-Action/Corrective Action Report and the history <strong>of</strong> the emergency/disaster.<br />
Document:<br />
Messages received<br />
Action taken<br />
Decision justification<br />
Requests filled<br />
EOC personnel, time on duty and assignments<br />
Precise information is essential to meet requirements for possible reimbursement<br />
by CalEMA and FEMA.<br />
General Operational Duties<br />
Develop a plan for your Branch/Unit operations and support <strong>of</strong> field operations as<br />
requested. Assign specific responsibilities.<br />
Keep up to date on the situation and resources associated with your Branch/Unit.<br />
Maintain current status reports and displays.<br />
Keep the EOC Logistics Section Chief advised <strong>of</strong> your Branch/Unit status and<br />
activity and on any problem areas that now need or will require solutions.<br />
Provide periodic situation or status reports to your Section Chief for updating<br />
information to the EOC Planning/Intelligence Section.<br />
Establish operating procedure for use <strong>of</strong> telephone, radio and data systems and<br />
provide to other units.<br />
Review situation reports as they are received.<br />
188
Anticipate potential situation changes, such as severe aftershocks, in all Branch/Unit<br />
planning. Develop a backup plan for all activities and procedures requiring <strong>of</strong>f-site<br />
communications.<br />
Determine and anticipate your support needs and forward to your Section Chief.<br />
Conduct periodic briefings for your Branch/Unit. Ensure they are aware <strong>of</strong> priorities.<br />
Monitor your Branch/Unit activities and adjust staffing and organization as<br />
appropriate to meet current needs.<br />
Use face-to-face communication in the EOC whenever possible and document<br />
decisions and policy.<br />
Refer all media contacts to your Section Chief.<br />
Be prepared to participate in the EOC Director’s action planning meetings and policy<br />
decisions if requested.<br />
Ensure that all your Branch/Unit personnel and equipment time records and a record<br />
<strong>of</strong> expendable materials used are provided to your Section Chief at the end <strong>of</strong> each<br />
operational period.<br />
Brief your relief at shift-change time. Ensure that in-progress activities are identified<br />
and follow-up requirements are known.<br />
Branch/Unit Operational Duties<br />
Coordinate operating procedures for use <strong>of</strong> telephone, data and radio systems for all<br />
EOC and field personnel.<br />
Monitor operational effectiveness <strong>of</strong> EOC communications systems. Obtain<br />
additional communications capability as needed.<br />
Coordinate frequency and network activities with Los Angeles County Operational<br />
Area.<br />
Provide communications briefings as requested at action planning meetings.<br />
Participate in developing the EOC Communication Plan<br />
Deactivation<br />
Ensure that all required forms or reports are completed prior to your release and<br />
departure.<br />
189
Be prepared to provide input to the After-Action/Corrective Action Report.<br />
Determine what follow-up to your assignment might be required before you leave.<br />
Deactivate the Information Systems Branch position and close out logs when<br />
authorized by the EOC Logistics Section Chief or EOC Director.<br />
NOTES:<br />
190
ACCESS AND FUNCTIONAL NEEDS COORDINATOR<br />
SUPERVISOR:<br />
EOC Logistics Section Chief<br />
GENERAL DUTIES:<br />
The EOC AFN Coordinator is a member <strong>of</strong> the Logistics Section Staff and is responsible<br />
for making recommendations on issues related to persons with disabilities and others<br />
with Access and Functional Needs (AFN) in <strong>Santa</strong> <strong>Monica</strong>. This position will work with<br />
EOC General Staff as needed to ensure that the Sections address and coordinate<br />
response and recovery functions as they relate to and affect people with disabilities and<br />
others with access and functional needs in accordance with the Americans with<br />
Disability Act (ADA), the California State Emergency Plan as well as the <strong>City</strong>’s Multi<br />
Hazard Functional Emergency Plan. When the EOC is activated, the AFN Coordinator<br />
will report to the EOC Logistics Section Chief to provide an overall safety oversight.<br />
<br />
<br />
<br />
<br />
<br />
<br />
<br />
<br />
AFN Coordinator is responsible for working with and assisting EOC General Staff on<br />
issues related to AFN.<br />
Work with EOC General Staff as needed to ensure that the Sections address and<br />
coordinate response and recovery functions as they relate to AFN in accordance<br />
with the ADA, the California State Emergency Plan as well as the <strong>Santa</strong> <strong>Monica</strong><br />
Multi Hazard Functional Emergency Plan.<br />
Maintain and monitor situation reports and the EOC Action Plan for potential issues<br />
affecting the AFN community.<br />
Work with Management Section regarding public information and outreach to AFN<br />
community. This includes the content and means <strong>of</strong> delivery <strong>of</strong> public safety and<br />
emergency alerting and warning messages.<br />
Work with the EOC Care and Shelter Branch on any AFN needs and issues.<br />
Work with the EOC Transportation Branch on any AFN needs and issues.<br />
Review the EOC Action Plan for AFN implications.<br />
Maintain Unit Log<br />
READ ENTIRE CHECKLIST AT START-UP AND<br />
AT BEGINNING OF EACH SHIFT<br />
Activation<br />
CHECKLIST<br />
Check in upon arrival at the EOC.<br />
191
Review the WebEOC checklist for your position<br />
Obtain a briefing and the current EOC Action Plan and Situation Report from the<br />
EOC Director or his/her designee<br />
Establish and maintain a Duty Log through WebEOC to chronologically describe<br />
actions taken during your shift<br />
General Operational Duties<br />
Maintain a WebEOC Activity Log <strong>of</strong> key activities<br />
Take part in Logistics Section briefings and staff meetings as needed.<br />
Consult with the Logistics Section Chief on all issues related to AFN community<br />
members.<br />
Document all AFN issues observed during the incident or event.<br />
Provide recommendations as appropriate to the EOC Director and Logistics Section<br />
Chief related to the AFN community.<br />
Prepare and present briefings for the EOC Director, Management Staff, Logistics<br />
Section and General Staff as appropriate regarding the AFN community.<br />
Establish contact with Law Branch, Fire Branch, Community and Cultural Services<br />
Department, and other relevant EOC Sections and <strong>City</strong> Departments to stay<br />
informed <strong>of</strong> all AFN issues that may develop in the response and/ or recovery<br />
process.<br />
Work with PIO to coordinate press releases associated with AFN needs issues<br />
Brief supervisor on any significant issues relating to AFN needs.<br />
Determine if additional representation is required from:<br />
Volunteer organizations<br />
Disability organizations<br />
Other agencies<br />
Monitor and maintain copies <strong>of</strong> all Action Plans, Situation Reports, Press Releases<br />
and other documents as necessary<br />
Monitor incident operations to identify potential AFN problems. Keep Logistics<br />
Section Chief apprised <strong>of</strong> such issues. (Logistical problems, inadequate<br />
communications, and strategic and tactical direction, etc.)<br />
192
End <strong>of</strong> Shift Actions<br />
Participate in shift change briefings with your position replacement<br />
Ensure that open actions are assigned for completion<br />
Provide input for the After Action Report<br />
Closeout your WebEOC Duty log<br />
Deactivation<br />
Follow all end <strong>of</strong> shift, demobilization and/or deactivation procedures<br />
Demobilize in accordance with EOC Demobilization Plan<br />
193
194
COMMUNICATIONS UNIT<br />
SUPERVISOR:<br />
Information Systems Branch Coordinator<br />
YOUR RESPONSIBILITY:<br />
Manage all radio, data and telephone needs <strong>of</strong> the EOC staff.<br />
READ ENTIRE CHECKLIST AT START-UP AND<br />
AT BEGINNING OF EACH SHIFT<br />
Activation<br />
CHECKLIST<br />
Check in upon arrival at the EOC.<br />
Report to the Information Systems Branch Coordinator.<br />
Obtain a briefing on the situation.<br />
Determine your personal operating location and set up as necessary.<br />
Review your position responsibilities.<br />
Identify yourself as the Communications Unit leader by putting on the vest with your<br />
title.<br />
Clarify any issues regarding your authority and assignment and what others in the<br />
organization do.<br />
Activate elements <strong>of</strong> your Branch/Unit, establish work area, assign duties and<br />
ensure Branch/Unit journal/log is opened.<br />
Determine 24-hour staffing requirement and request additional support as required.<br />
Request additional resources through the appropriate EOC Logistics Unit, as<br />
needed.<br />
Ensure that all your incoming Branch/Unit personnel are fully briefed.<br />
195
Based on the situation as known or forecast, determine likely future Branch/Unit<br />
needs.<br />
Think ahead and anticipate situations and problems before they occur.<br />
Using activity log, maintain all required records and documentation to support the<br />
After-Action/Corrective Action Report and the history <strong>of</strong> the emergency/disaster.<br />
Document:<br />
Messages received<br />
Action taken<br />
Decision justification<br />
Requests filled<br />
EOC personnel, time on duty and assignments<br />
Precise information is essential to meet requirements for possible reimbursement<br />
by CalEMA and FEMA.<br />
General Operational Duties<br />
Develop a plan for your Branch/Unit operations and support <strong>of</strong> field operations as<br />
requested. Assign specific responsibilities.<br />
Keep up to date on the situation and resources associated with your Branch/Unit.<br />
Maintain current status reports and displays.<br />
Keep the Information Systems Branch Coordinator advised <strong>of</strong> your Branch/Unit<br />
status and activity and on any problem areas that now need or will require solutions.<br />
Provide periodic situation or status reports to your Branch Coordinator for updating<br />
information to the EOC Planning/Intelligence Section.<br />
Establish operating procedure for use <strong>of</strong> telephone, radio and data systems and<br />
provide to the Information Systems Branch Coordinator.<br />
Review situation reports as they are received.<br />
Anticipate potential situation changes, such as severe aftershocks, in all Branch/Unit<br />
planning. Develop a backup plan for all activities and procedures requiring <strong>of</strong>f-site<br />
communications.<br />
Determine and anticipate your support needs and forward to your Section Chief.<br />
Conduct periodic briefings for your Branch/Unit. Ensure they are aware <strong>of</strong> priorities.<br />
196
Monitor your Branch/Unit activities and adjust staffing and organization as<br />
appropriate to meet current needs.<br />
Use face-to-face communication in the EOC whenever possible and document<br />
decisions and policy.<br />
Refer all media contacts to your Section Chief.<br />
Be prepared to participate in the EOC Director’s action planning meetings and policy<br />
decisions if requested.<br />
Ensure that all your Branch/Unit personnel and equipment time records and a record<br />
<strong>of</strong> expendable materials used are provided to your Section Chief at the end <strong>of</strong> each<br />
operational period.<br />
Brief your relief at shift-change time. Ensure that in-progress activities are identified<br />
and follow-up requirements are known.<br />
Branch/Unit Operational Duties<br />
Meet with section and branch/group/unit coordinators and provide a briefing on EOC<br />
on-site and external communications needs, capabilities and restrictions and<br />
operating procedures for the use <strong>of</strong> telephones and radio systems.<br />
Coordinate all communications activities.<br />
Establish a primary and alternate system for communications<br />
Coordinate with volunteer and private sector organizations to supplement<br />
communications needs.<br />
Establish a plan to ensure staffing and repair <strong>of</strong> communications equipment.<br />
Protect equipment from weather, aftershocks, electromagnetic pulse, etc.<br />
Deactivation<br />
Ensure that all required forms or reports are completed prior to your release and<br />
departure.<br />
Be prepared to provide input to the After-Action/Corrective Action Report.<br />
Determine what follow-up to your assignment might be required before you leave.<br />
197
Deactivate the Communications Unit and close out logs when authorized by the<br />
Logistics Section Chief or EOC Director.<br />
NOTES:<br />
198
COMPUTER UNIT<br />
SUPERVISOR:<br />
Information Systems Branch Coordinator<br />
YOUR RESPONSIBILITY:<br />
Establish and manage all necessary computer support to the EOC staff and field units.<br />
READ ENTIRE CHECKLIST AT START-UP AND<br />
AT BEGINNING OF EACH SHIFT<br />
Activation<br />
CHECKLIST<br />
Check in upon arrival at the EOC.<br />
Report to the Information Systems Branch Coordinator.<br />
Obtain a briefing on the situation.<br />
Determine your personal operating location and set up as necessary.<br />
Review your position responsibilities.<br />
Identify yourself as the Computer Unit leader by putting on the vest with your title.<br />
Clarify any issues regarding your authority and assignment and what others in the<br />
organization do.<br />
Activate elements <strong>of</strong> your Unit, establish work area, assign duties and ensure Unit<br />
journal/log is opened.<br />
Determine 24-hour staffing requirement and request additional support as required.<br />
Request additional resources through the appropriate Logistics Unit, as needed.<br />
Ensure that all your incoming Unit personnel are fully briefed.<br />
199
Based on the situation as known or forecast, determine likely future Unit needs.<br />
Think ahead and anticipate situations and problems before they occur.<br />
Using activity log, maintain all required records and documentation to support the<br />
After-Action/Corrective Action Report and the history <strong>of</strong> the emergency/disaster.<br />
Document:<br />
Messages received<br />
Action taken<br />
Decision justification and documentation<br />
Requests filled<br />
EOC personnel, time on duty and assignments<br />
Precise information is essential to meet requirements for possible reimbursement<br />
by CalEMA and FEMA.<br />
General Operational Duties<br />
Develop a plan for your Unit operations and support <strong>of</strong> field operations as requested.<br />
Assign specific responsibilities.<br />
Keep up to date on the situation and resources associated with your Unit. Maintain<br />
current status reports and displays.<br />
Keep the Information Systems Branch Coordinator advised <strong>of</strong> your Unit status and<br />
activity and on any problem areas that now need or will require solutions.<br />
Provide periodic situation or status reports to your Branch Coordinator for updating<br />
information to the EOC Planning/Intelligence Section.<br />
Review situation reports as they are received.<br />
Anticipate potential situation changes, such as severe aftershocks, in all Branch/Unit<br />
planning. Develop a backup plan for all activities and procedures requiring <strong>of</strong>f-site<br />
communications.<br />
Determine and anticipate your support needs and forward to your Section Chief.<br />
Conduct periodic briefings for your Branch/Unit. Ensure they are aware <strong>of</strong> priorities.<br />
Monitor your Unit activities and adjust staffing and organization as appropriate to<br />
meet current needs.<br />
200
Use face-to-face communication in the EOC whenever possible and document<br />
decisions and policy.<br />
Refer all media contacts to your Section Chief.<br />
Be prepared to participate in the EOC Director’s action planning meetings and policy<br />
decisions if requested.<br />
Ensure that all your Branch/Unit personnel and equipment time records and a record<br />
<strong>of</strong> expendable materials used are provided to your Section Chief at the end <strong>of</strong> each<br />
operational period.<br />
Brief your relief at shift-change time. Ensure that in-progress activities are identified<br />
and follow-up requirements are known.<br />
Branch/Unit Operational Duties<br />
Coordinate needed telephone data lines with the Communications Unit.<br />
Support activities for restoration <strong>of</strong> computer services.<br />
Deactivation<br />
Ensure that all required forms or reports are completed prior to your release and<br />
departure.<br />
Be prepared to provide input to the After-Action/Corrective Action Report.<br />
Determine what follow-up to your assignment might be required before you leave.<br />
Deactivate the Computer Unit and close out logs when authorized by the EOC<br />
Logistics Section Chief or EOC Director.<br />
NOTES:<br />
201
202
TRANSPORTATION UNIT<br />
SUPERVISOR:<br />
EOC Logistics Section Chief<br />
GENERAL DUTIES:<br />
<br />
<br />
Coordinate the transportation <strong>of</strong> emergency personnel and resources within the <strong>City</strong><br />
by all available means.<br />
Coordinate all public transportation resources.<br />
Your Responsibility:<br />
Transportation <strong>of</strong> emergency personnel, equipment and supplies and coordinate the<br />
Disaster Route Priority Plan.<br />
READ ENTIRE CHECKLIST AT START-UP AND<br />
AT BEGINNING OF EACH SHIFT<br />
Activation<br />
CHECKLIST<br />
Check in upon arrival at the EOC.<br />
Report to the EOC Logistics Section Chief.<br />
Obtain a briefing on the situation.<br />
Determine your personal operating location and set up as necessary.<br />
Review your position responsibilities.<br />
Identify yourself as the Transportation Unit/Branch leader by putting on the vest with<br />
your title.<br />
Clarify any issues regarding your authority and assignment<br />
Activate elements <strong>of</strong> your Branch/Unit, establish work area, assign duties and<br />
ensure Branch/Unit journal/log is opened.<br />
203
Determine 24-hour staffing requirement and request additional support as required.<br />
Request additional resources through the appropriate EOC Logistics Unit, as<br />
needed.<br />
Ensure that all your incoming Branch/Unit personnel are fully briefed.<br />
Based on the situation as known or forecast, determine likely future Branch/Unit<br />
needs.<br />
Think ahead and anticipate situations and problems before they occur.<br />
Using activity log, maintain all required records and documentation to support the<br />
After-Action/Corrective Action Report and the history <strong>of</strong> the emergency/disaster.<br />
Document:<br />
Messages received<br />
Action taken<br />
Decision justification<br />
Requests filled<br />
EOC personnel, time on duty and assignments<br />
Precise information is essential to meet requirements for possible reimbursement<br />
by CalEMA and FEMA.<br />
General Operational Duties<br />
Develop a plan for your Branch/Unit operations and support <strong>of</strong> field operations as<br />
requested. Assign specific responsibilities.<br />
Keep up to date on the situation and resources associated with your Branch/Unit.<br />
Maintain current status reports and displays.<br />
Keep the EOC Logistics Section Chief advised <strong>of</strong> your Branch/Unit status and<br />
activity and on any problem areas that now need or will require solutions.<br />
Provide periodic situation or status reports to your Section Chief for updating<br />
information to the EOC Planning/Intelligence Section.<br />
Review situation reports as they are received.<br />
Anticipate potential situation changes, such as severe aftershocks, in all Branch/Unit<br />
planning. Develop a backup plan for all activities and procedures requiring <strong>of</strong>f-site<br />
204
communications.<br />
Determine and anticipate your support needs and forward to your Section Chief.<br />
Conduct periodic briefings for your Branch/Unit. Ensure they are aware <strong>of</strong> priorities.<br />
Monitor your Branch/Unit activities and adjust staffing and organization as<br />
appropriate to meet current needs.<br />
Use face-to-face communication in the EOC whenever possible and document<br />
decisions and policy.<br />
Refer all media contacts to your Section Chief.<br />
Be prepared to participate in the EOC Director’s action planning meetings and policy<br />
decisions if requested.<br />
Ensure that all your Branch/Unit personnel and equipment time records and a record<br />
<strong>of</strong> expendable materials used are provided to your Section Chief at the end <strong>of</strong> each<br />
operational period.<br />
Brief your relief at shift-change. Ensure that in-progress activities are identified and<br />
follow-up requirements are known.<br />
Branch/Unit Operational Duties<br />
Coordinate with the EOC Planning/Intelligence and Operations Sections to<br />
determine which disaster routes are available for emergency use.<br />
Coordinate use <strong>of</strong> disaster routes with the Operations Section.<br />
Identify transportation priorities.<br />
Establish a transportation plan for movement <strong>of</strong>:<br />
Personnel, supplies and equipment<br />
Individuals to medical facilities.<br />
Emergency workers and volunteers to and from risk area.<br />
Dependents and families <strong>of</strong> emergency workers as requested by the Care and<br />
Shelter Branch.<br />
Coordinate with the movement <strong>of</strong> disabled and elderly persons with EOC operations.<br />
Coordinate transportation <strong>of</strong> animals as required. (See Supporting<br />
Documentation)<br />
205
Coordinate with local and private transportation agencies to establish availability <strong>of</strong><br />
resources for use in evacuations and other operations as needed.<br />
Analyze the situation and anticipate transportation requirements.<br />
Maintain inventory <strong>of</strong> support and transportation vehicles (staff cars, buses, pick-up<br />
trucks, light/heavy trucks).<br />
Arrange for fueling <strong>of</strong> all transportation resources.<br />
Establish mobilization staging areas for vehicles as directed.<br />
Coordinate with staff and other agency representatives to ensure adherence to<br />
service and repair policies.<br />
Ensure that vehicle usage is properly documented to include date, time, activity,<br />
project and personnel.<br />
Deactivation<br />
Ensure that all required forms or reports are completed prior to your release and<br />
departure.<br />
Be prepared to provide input to the After-Action/Corrective Action Report.<br />
Determine what follow-up to your assignment might be required before you leave.<br />
Deactivate the Transportation Branch/Unit position and close out logs when<br />
authorized by the EOC Logistics Section Chief or EOC Director.<br />
NOTES:<br />
206
PERSONNEL UNIT<br />
SUPERVISOR:<br />
EOC Logistics Section Chief<br />
GENERAL DUTIES:<br />
<br />
<br />
<br />
<br />
<br />
Coordinate all requests for personnel.<br />
Identify sources and maintain an inventory <strong>of</strong> personnel resources. Request<br />
personnel resources from those agencies as needed.<br />
Ensure that all Disaster Service Workers and volunteers are registered and<br />
integrated into the emergency response system. (See Supporting Documentation)<br />
Assign personnel within the EOC as needs are identified.<br />
Coordinate emergency management mutual aid (EMMA) as necessary through the<br />
Los Angeles County Operational Area.<br />
YOUR RESPONSIBILITY:<br />
Obtain, coordinate and allocate all non-fire and non-law enforcement mutual aid<br />
personnel. Register volunteers as Disaster Services Workers and manage EOC<br />
personnel issues and requests.<br />
READ ENTIRE CHECKLIST AT START-UP AND<br />
AT BEGINNING OF EACH SHIFT<br />
Activation<br />
CHECKLIST<br />
Check in upon arrival at the EOC.<br />
Report to the EOC Logistics Section Chief.<br />
Obtain a briefing on the situation.<br />
Determine your personal operating location and set up as necessary.<br />
Review your position responsibilities.<br />
Identify yourself as the Personnel Unit/Branch leader by putting on the vest with your<br />
title.<br />
207
Clarify any issues regarding your authority and assignment.<br />
Activate elements <strong>of</strong> your Branch/Unit, establish work area, assign duties and<br />
ensure Branch/Unit journal/log is opened.<br />
Determine 24-hour staffing requirement and request additional support as required.<br />
Request additional resources through the appropriate Logistics Unit, as needed.<br />
Ensure that all your incoming Branch/Unit personnel are fully briefed.<br />
Based on the situation as known or forecast, determine likely future Branch/Unit<br />
needs.<br />
Think ahead and anticipate situations and problems before they occur.<br />
Using activity log, maintain all required records and documentation to support the<br />
After-Action/Corrective Action Report and the history <strong>of</strong> the emergency/disaster.<br />
Document:<br />
Messages received<br />
Action taken<br />
Decision justification<br />
Requests filled<br />
EOC personnel, time on duty and assignments<br />
Precise information is essential to meet requirements for possible reimbursement<br />
by CalEMA and FEMA.<br />
General Operational Duties<br />
Develop a plan for your Branch/Unit operations and support <strong>of</strong> field operations as<br />
requested. Assign specific responsibilities.<br />
Keep up to date on the situation and resources associated with your Branch/Unit.<br />
Maintain current status reports and displays.<br />
Keep the EOC Logistics Section Chief advised <strong>of</strong> your Branch/Unit status and<br />
activity and on any problem areas that now need or will require solutions.<br />
Provide periodic situation or status reports to your Section Chief for updating<br />
information to the Planning/Intelligence Section.<br />
Review situation reports as they are received.<br />
208
Anticipate potential situation changes, such as severe aftershocks, in all Branch/Unit<br />
planning. Develop a backup plan for all activities and procedures requiring <strong>of</strong>f-site<br />
communications.<br />
Determine and anticipate your support needs and forward to your Section Chief.<br />
Conduct periodic briefings for your Branch/Unit. Ensure they are aware <strong>of</strong> priorities.<br />
Monitor your Branch/Unit activities and adjust staffing and organization as<br />
appropriate to meet current needs.<br />
Use face-to-face communication in the EOC whenever possible and document<br />
decisions and policy.<br />
Refer all media contacts to your Section Chief.<br />
Be prepared to participate in the EOC Director’s action planning meetings and policy<br />
decisions if requested.<br />
Ensure that all your Branch/Unit personnel and equipment time records and record<br />
<strong>of</strong> expendable materials used are provided to your Section Chief at the end <strong>of</strong> each<br />
operational period.<br />
Brief your relief at shift-change time. Ensure that in-progress activities are identified<br />
and follow-up requirements are known.<br />
Branch/Unit Operational Duties<br />
Receive and process all incoming requests for personnel support. Identify number<br />
<strong>of</strong> personnel, special qualifications or training, location where needed and person to<br />
report to upon arrival.<br />
Develop a system for tracking personnel/volunteers processed by the Unit. Maintain<br />
sign in/out logs. Control must be established for the accountability <strong>of</strong> personnel used<br />
in the response effort. Personnel/volunteers relieved from assignments will be<br />
processed through the Demobilization Unit.<br />
Maintain information regarding:<br />
Personnel/volunteers processed.<br />
Personnel/volunteers allocated and assigned by agency/location.<br />
Personnel/volunteers on standby.<br />
Special personnel requests by category not filled.<br />
209
Ensure training <strong>of</strong> assigned response staff and volunteers to perform emergency<br />
functions. Coordinate with Safety Officer to ensure that training for personnel<br />
includes safety and hazard awareness and is in compliance with OSHA<br />
requirements.<br />
Obtain crisis counseling for emergency workers.<br />
Coordinate feeding, shelter and care <strong>of</strong> personnel, employees’ families and<br />
volunteers with the Procurement and Facilities Unit.<br />
Activate Child Care Plan for <strong>City</strong> employees as needed. Coordinate with Facilities<br />
Unit for suitable facilities (See Supporting Documentation).<br />
Assist and support employees and their families.<br />
Coordinate with agencies who have personnel resources capable <strong>of</strong> assisting those<br />
with special needs.<br />
Coordinate with the Los Angeles County Operational Area via the EOC.<br />
Ensure the recruitment, registration, mobilization and assignment <strong>of</strong> volunteers.<br />
Establish Disaster Service Worker and Volunteer registration and interview<br />
locations. Assign staff to accomplish these functions.<br />
Issue ID cards to Disaster Service Workers.<br />
Coordinate transportation <strong>of</strong> personnel and volunteers with the Transportation Unit.<br />
If the need for a call for volunteers is anticipated, coordinate with the PIO and<br />
provide the specific content <strong>of</strong> any broadcast item desired.<br />
Keep the PIO advised <strong>of</strong> the volunteer situation. If the system is saturated with<br />
volunteers, advise the PIO <strong>of</strong> that condition and take steps to reduce or redirect the<br />
response.<br />
Ensure the organization, management, coordination and channeling <strong>of</strong> the services<br />
<strong>of</strong> individual citizens and volunteer groups during and following the emergency.<br />
Obtain health/medical personnel, e.g., nurses’ aides, paramedics, Red Cross<br />
personnel and other trained volunteers to meet health/medical needs.<br />
Request technical expertise resources not available within the jurisdiction<br />
(hazardous materials, environmental impact, structural analysis, geotechnical<br />
information, etc.) through established channels, mutual aid channels or the Los<br />
Angeles County Operational Area EOC.<br />
210
Deactivation<br />
Ensure that all required forms or reports are completed prior to your release and<br />
departure.<br />
Be prepared to provide input to the After-Action/Corrective Action Report.<br />
Determine what follow-up to your assignment might be required before you leave.<br />
Deactivate the Personnel Unit position and close out logs when authorized by the<br />
EOC Logistics Section Chief or EOC Director.<br />
NOTES:<br />
211
212
PROCUREMENT UNIT<br />
SUPERVISOR:<br />
EOC Logistics Section Chief<br />
GENERAL DUTIES:<br />
<br />
<br />
<br />
<br />
<br />
<br />
<br />
<br />
Coordinate and oversee the procurement, allocation and distribution <strong>of</strong> resources<br />
not normally obtained through existing mutual aid sources, such as food, potable<br />
water, petroleum fuels, heavy and special equipment and other supplies and<br />
consumables.<br />
Provide supplies for the EOC, field operations and other necessary facilities.<br />
Determine if the required items exist within the <strong>City</strong> supply system.<br />
Determine the appropriate supply houses, vendors or contractors who can supply<br />
the item, product or commodity if <strong>City</strong> stocks do not exist.<br />
Purchase items within limits <strong>of</strong> delegated authority from EOC Finance/Administration<br />
Section. Coordinate with the EOC Finance/Administration Section on actions<br />
necessary to purchase or contract for items exceeding delegated authority.<br />
Arrange for the delivery <strong>of</strong> the items procured, contracted for or purchased.<br />
Maintain records to ensure a complete accounting <strong>of</strong> supplies procured and monies<br />
expended.<br />
Support activities for restoration <strong>of</strong> disrupted services and utilities.<br />
YOUR RESPONSIBILITY:<br />
Obtain all non-fire and non-law enforcement mutual aid material, equipment and<br />
supplies to support emergency operations and arrange for delivery <strong>of</strong> those resources.<br />
PROCUREMENT POLICY:<br />
The procurement <strong>of</strong> resources will follow the priority outlined below:<br />
1. Resources within the <strong>City</strong> inventory (<strong>City</strong>-owned).<br />
2. Other sources that may be obtained without direct cost to the <strong>City</strong>.<br />
3. Resources that may be leased/purchased within spending authorizations.<br />
READ ENTIRE CHECKLIST AT START-UP AND<br />
AT BEGINNING OF EACH SHIFT<br />
213
Activation<br />
CHECKLIST<br />
Check in upon arrival at the EOC.<br />
Report to the EOC Logistics Section Chief.<br />
Obtain a briefing on the situation.<br />
Determine your personal operating location and set up as necessary.<br />
Review your position responsibilities.<br />
Identify yourself as the Procurement Unit/Branch leader by putting on the vest with<br />
your title.<br />
Clarify any issues regarding your authority and assignment and what others in the<br />
organization do.<br />
Activate elements <strong>of</strong> your Branch/Unit, establish work area, assign duties and<br />
ensure Branch/Unit journal/log is opened.<br />
Determine 24-hour staffing requirement and request additional support as required.<br />
Obtain additional resources, as needed.<br />
Ensure that all your incoming Branch/Unit personnel are fully briefed.<br />
Based on the situation as known or forecast, determine likely future Branch/Unit<br />
needs.<br />
Think ahead and anticipate situations and problems before they occur.<br />
Using activity log maintain all required records and documentation to support the<br />
After-Action/Corrective Action Report and the history <strong>of</strong> the emergency/disaster.<br />
Document:<br />
Messages received<br />
Action taken<br />
Decision justification<br />
Requests filled<br />
EOC personnel, time on duty and assignments<br />
Precise information is essential to meet requirements for possible reimbursement<br />
by CalEMA and FEMA.<br />
214
General Operational Duties<br />
Develop a plan for your Branch/Unit operations and support <strong>of</strong> field operations as<br />
requested. Assign specific responsibilities.<br />
Keep up to date on the situation and resources associated with your Branch/Unit.<br />
Maintain current status reports and displays.<br />
Keep the EOC Logistics Section Chief advised <strong>of</strong> your Branch/Unit status and<br />
activity and on any problem areas that now need or will require solutions.<br />
Provide periodic situation or status reports to your Section Chief for updating<br />
information to the Planning/Intelligence Section.<br />
Review situation reports as they are received.<br />
Anticipate potential situation changes, such as severe aftershocks, in all Branch/Unit<br />
planning. Develop a backup plan for all activities and procedures requiring <strong>of</strong>f-site<br />
communications.<br />
Determine and anticipate your support needs and forward to your Section Chief.<br />
Conduct periodic briefings for your Branch/Unit. Ensure they are aware <strong>of</strong> priorities.<br />
Monitor your Branch/Unit activities and adjust staffing and organization as<br />
appropriate to meet current needs.<br />
Use face-to-face communication in the EOC whenever possible and document<br />
decisions and policy.<br />
Refer all media contacts to your Section Chief.<br />
Be prepared to participate in the EOC Director’s action planning meetings and policy<br />
decisions if requested.<br />
Ensure that all your Branch/Unit personnel and equipment time records and record<br />
<strong>of</strong> expendable materials used are provided to your Section Chief at the end <strong>of</strong> each<br />
operational period.<br />
Brief your relief at shift-change. Ensure that in-progress activities are identified and<br />
follow-up requirements are known.<br />
Branch/Unit Operational Duties<br />
215
Meet and coordinate activities with EOC Finance/Administration Coordinator and<br />
determine purchasing authority to be delegated to Procurement Unit. Review<br />
emergency purchasing and contracting procedures.<br />
Review, verify and process requests from other sections for resources.<br />
Maintain information regarding:<br />
Resources readily available<br />
Resources requests<br />
Status <strong>of</strong> shipments<br />
Priority resource requirements<br />
Shortfalls<br />
Coordinate with other branches/groups/units as appropriate on resources requests.<br />
Determine if needed resources are available from <strong>City</strong> stocks, mutual aid sources or<br />
other mutual aid partners. Arrange for delivery if available.<br />
Determine availability and cost <strong>of</strong> resources from private vendors.<br />
Issue purchase orders for goods and resources.<br />
Notify EOC Finance/Administration Section Chief <strong>of</strong> procurement needs that exceed<br />
delegated authority. Obtain needed authorizations and paperwork.<br />
If contracts are needed for procuring resources, request that the Purchasing Unit <strong>of</strong><br />
the EOC Finance/Administration Section develop necessary agreements.<br />
Arrange for delivery <strong>of</strong> procured resources. Coordinate with Transportation and<br />
Facilities Units.<br />
Identify any significant resource request(s) which cannot be met locally.<br />
Establish contact with the appropriate Operations Section Branches and Red Cross<br />
representatives(s) regarding food and potable water situation with regard to mass<br />
care shelters and mass feeding locations. Coordinate actions.<br />
Establish a plan for field and EOC feeding operations. Coordinate with EOC<br />
Operations Section to avoid duplication. (See Supporting Documentation)<br />
Be prepared to provide veterinary care and feeding <strong>of</strong> animals. (See Supporting<br />
Documentation)<br />
216
Assemble resource documents that will allow for agency, vendor and contractor<br />
contacts; e.g., telephone listings, procurement catalogs, directories and supply<br />
locations.<br />
Revise contact methods with suppliers as improved communications become<br />
available.<br />
Review the situation reports as they are received. Determine/anticipate support<br />
requirements.<br />
Begin disaster documentation and record tracking <strong>of</strong> disaster-related requests for<br />
expenditures <strong>of</strong> equipment, supplies, personnel, funds, etc.<br />
Provide updated reports on resource status to Resources Unit.<br />
Identify and maintain a list <strong>of</strong> available and accessible equipment and supplies to<br />
support response and recovery efforts.<br />
Arrange for storage, maintenance and replenishment or replacement <strong>of</strong> equipment<br />
and materials.<br />
Provide and coordinate with EOC Operations Section the allocation and distribution<br />
<strong>of</strong> utilities, fuel, water, food, other consumables and essential supplies to all disaster<br />
operation facilities, including mass care shelters.<br />
Procure and arrange for basic sanitation and health needs at mass care facilities<br />
(toilets, showers, etc.) as requested by EOC Operations Section.<br />
Support activities for restoration <strong>of</strong> utilities to critical facilities.<br />
Procure and coordinate water resources for consumption, sanitation and firefighting.<br />
Coordinate resources with relief agencies (American Red Cross, etc.)<br />
Obtain and coordinate necessary medical supplies and equipment for special needs<br />
persons.<br />
Obtain necessary protective respiratory devices, clothing, equipment and antidotes<br />
for personnel performing assigned tasks in hazardous radiological and/or chemical<br />
environments.<br />
Ensure the organization, management, coordination <strong>of</strong> donations <strong>of</strong> goods from<br />
individual citizens and volunteer groups during and following the<br />
disaster/emergency.<br />
217
Identify supply sources to augment and/or satisfy expanded medical needs during<br />
emergency operations.<br />
In coordination with EOC Operations Section and Los Angeles County Operational<br />
Area, maintain essential medical supplies in designated Field Treatment Sites.<br />
Deactivation<br />
Ensure that all required forms or reports are completed prior to your release and<br />
departure.<br />
Be prepared to provide input to the After-Action/Corrective Action Report.<br />
Determine what follow-up to your assignment might be required before you leave.<br />
Deactivate the Procurement Unit position and close out logs when authorized by the<br />
Logistics Section Chief or EOC Director.<br />
NOTES:<br />
218
FACILITIES UNIT<br />
SUPERVISOR:<br />
EOC Logistics Section Chief<br />
GENERAL DUTIES:<br />
<br />
<br />
<br />
<br />
<br />
Coordinate and oversee the management <strong>of</strong> and support to the EOC and other<br />
essential facilities and sites used during disaster operations.<br />
Coordinate with other EOC branches/groups/units for support required for facilities.<br />
Support activities for restoration <strong>of</strong> disrupted services and utilities to facilities.<br />
Coordinate with EOC Finance/Administration Section on any claims or fiscal matters<br />
relating to facilities’ operations.<br />
Close out each facility when no longer needed.<br />
YOUR RESPONSIBILITY:<br />
Ensure that adequate facilities are provided for the response effort, including securing<br />
access to the facility and providing staff, furniture, supplies and materials necessary to<br />
configure the facility in a manner adequate to accomplish the mission.<br />
READ ENTIRE CHECKLIST AT START-UP AND<br />
AT BEGINNING OF EACH SHIFT<br />
Activation<br />
CHECKLIST<br />
Check in upon arrival at the EOC.<br />
Report to the EOC Logistics Section Chief.<br />
Obtain a briefing on the situation.<br />
Determine your personal operating location and set up as necessary.<br />
Review your position responsibilities.<br />
Identify yourself as the EOC Facilities Unit leader by putting on the vest with your<br />
title.<br />
219
Clarify any issues regarding your authority and assignment.<br />
Activate elements <strong>of</strong> your Unit, establish work area, assign duties and ensure<br />
Branch/Unit journal/log is opened.<br />
Determine 24-hour staffing requirement and request additional support as required.<br />
Request additional resources through the appropriate Logistics Unit, as needed.<br />
Ensure that all your incoming Unit personnel are fully briefed.<br />
Based on the situation as known or forecast, determine likely future Branch/Unit<br />
needs.<br />
Think ahead and anticipate situations and problems before they occur.<br />
Using activity log, maintain all required records and documentation to support the<br />
After-Action Report and the history <strong>of</strong> the emergency/disaster (See Supporting<br />
Documentation). Document:<br />
Messages received<br />
Action taken<br />
Decision justification<br />
Requests filled<br />
EOC personnel, time on duty and assignments<br />
Precise information is essential to meet requirements for possible reimbursement<br />
by CalEMA and FEMA.<br />
General Operational Duties<br />
Develop a plan for your Branch/Unit operations and support <strong>of</strong> field operations as<br />
requested. Assign specific responsibilities.<br />
Keep up to date on the situation and resources associated with your Branch/Unit.<br />
Maintain current status reports and displays.<br />
Keep the EOC Logistics Section Chief advised <strong>of</strong> your Branch/Unit status and<br />
activity and on any problem areas that now need or will require solutions.<br />
Provide periodic situation or status reports to your Section Chief for updating<br />
information to the EOC Planning/Intelligence Section.<br />
Review situation reports as they are received.<br />
220
Anticipate potential situation changes, such as severe aftershocks, in all Branch/Unit<br />
planning. Develop a backup plan for all activities and procedures requiring <strong>of</strong>f-site<br />
communications.<br />
Determine and anticipate your support needs and forward to your Section Chief.<br />
Conduct periodic briefings for your Branch/Unit. Ensure they are aware <strong>of</strong> priorities.<br />
Monitor your Branch/Unit activities and adjust staffing and organization as<br />
appropriate to meet current needs.<br />
Use face-to-face communication in the EOC whenever possible and document<br />
decisions and policy.<br />
Refer all media contacts to your Section Chief.<br />
Be prepared to participate in the EOC Director’s action planning meetings and policy<br />
decisions if requested.<br />
Ensure that all your Branch/Unit personnel and equipment time records and record<br />
<strong>of</strong> expendable materials used are provided to your Section Chief at the end <strong>of</strong> each<br />
operational period.<br />
Brief your relief at shift-change. Ensure that in-progress activities are identified and<br />
follow-up requirements are known.<br />
Branch/Unit Operational Duties<br />
Maintain information in the Unit regarding:<br />
Facilities opened and operating.<br />
Facility managers.<br />
Supplies and equipment at the various locations.<br />
Specific operations and capabilities <strong>of</strong> each location.<br />
As the requirement for emergency-use facilities is identified, coordinate the<br />
acquisition <strong>of</strong> required space to include any use permit, agreement or restriction<br />
negotiations required.<br />
In coordination with the Operations Section, provide support to facilities used for<br />
disaster response and recovery operations; i.e., staging areas, shelters, etc.<br />
Identify communications requirements to the Information Systems Branch.<br />
Identify equipment, material and supply needs to the Procurement Unit.<br />
221
Identify personnel needs to the Personnel Unit.<br />
Identify transportation requirements to the Transportation Unit. Coordinate<br />
evacuation schedules and identify locations involved.<br />
Identify security requirements to the Law Branch <strong>of</strong> the EOC Operations Section.<br />
Monitor the actions at each facility activated and provide additional support<br />
requested in accordance with Unit capabilities and priorities established.<br />
Account for personnel, equipment, supplies and materials provided to each facility.<br />
Coordinate the receipt <strong>of</strong> incoming resources to facilities.<br />
Ensure that operational capabilities are maintained at facilities.<br />
Oversee the distribution <strong>of</strong> utilities, fuel, water, food, other consumables and<br />
essential supplies to all disaster operation facilities.<br />
Ensure that basic sanitation and health needs at mass care facilities (toilets,<br />
showers, etc.) are met.<br />
Ensure that access and other related assistance for residential care and special<br />
needs persons are provided in facilities.<br />
Provide facilities for sheltering essential workers, employees’ families and<br />
volunteers.<br />
Be prepared to provide facilities for animal boarding as required (See Supporting<br />
Documentation).<br />
Coordinate water resources for consumption, sanitation and firefighting at all<br />
facilities.<br />
Deactivation<br />
Ensure that all required forms or reports are completed prior to your release and<br />
departure.<br />
Be prepared to provide input to the After-Action/Corrective Action Report.<br />
Determine what follow-up to your assignment might be required before you leave.<br />
222
Deactivate the EOC Facilities Unit position and close out logs when authorized by<br />
the EOC Logistics Section Chief or EOC Director.<br />
NOTES:<br />
223
224
FINANCE SECTION<br />
Purpose<br />
This Section explains the organizational structure <strong>of</strong> Finance/Administration and assigns<br />
responsibilities for fiscal management, financial oversight and support to <strong>City</strong><br />
emergency operations. It begins the cost recovery efforts <strong>of</strong> the <strong>City</strong> and provides the<br />
basis for transition to intermediate and long-term recovery.<br />
Overview<br />
The Finance/Administration Section is responsible for maintaining the financial and<br />
documentation systems necessary to keep the <strong>City</strong> functioning during a disaster and to<br />
begin the process for recovering disaster-related costs from the state and federal<br />
governments.<br />
Objectives<br />
The Finance/Administration Section ensures all required records are organized and<br />
preserved for cost recovery efforts, through maintenance <strong>of</strong> complete and accurate<br />
documentation <strong>of</strong> all expenditures and losses. In addition, this Section should assist<br />
with the development <strong>of</strong> pre-disaster policies and procedures which would provide for<br />
maximum reimbursement <strong>of</strong> disaster costs.<br />
The Finance/Administration Section will prepare and maintain complete disaster<br />
documentation by:<br />
Ensuring sufficient written and photographic documentation <strong>of</strong> disaster losses.<br />
Documenting all labor, equipment, supply and other costs associated with the<br />
disaster in a manner consistent with eligibility requirements <strong>of</strong> CalEMA and FEMA.<br />
Compiling a general summary <strong>of</strong> disaster losses throughout the community to<br />
analyze the economic and social impacts <strong>of</strong> the disaster.<br />
Ensuring that document retention policies follow state and federal audit guidelines.<br />
Concept <strong>of</strong> Operations<br />
The Finance/Administration Section will operate under the following policies during a<br />
disaster as the situation dictates:<br />
The Standardized Emergency Management System (SEMS) and the National<br />
Incident Management System (NIMS) will be followed.<br />
Use disaster financial operating systems that have been developed and adopted<br />
prior to the disaster. Otherwise, use existing city and departmental fiscal operating<br />
procedures.<br />
All on-duty personnel are expected to remain on duty until relieved <strong>of</strong> duty. Off-duty<br />
personnel will be expected to return to work in accordance with the <strong>City</strong>’s policies.<br />
225
While in a disaster mode, work shifts typically will be 12 hours on and 12 hours <strong>of</strong>f<br />
for the duration <strong>of</strong> the event. The length <strong>of</strong> the work shifts may be adjusted to meet<br />
local conditions.<br />
Finance/<br />
Administration<br />
Purchasing Unit<br />
Cost Recovery<br />
Documentation Unit<br />
Time Unit<br />
Compensation/Claims Unit<br />
Cost Analysis Unit<br />
Procurement Unit<br />
(Or in Logistics)<br />
226
FINANCE/ADMINISTRATION SECTION CHIEF<br />
SUPERVISOR:<br />
EOC Director<br />
GENERAL DUTIES:<br />
<br />
<br />
<br />
<br />
Supervise the Finance/Administration Section.<br />
Activate the <strong>City</strong>’s disaster financial systems, which include: Disaster Accounting<br />
System and Disaster Purchasing Policy<br />
Be sure that all disaster damages and costs are documented.<br />
Participate in the action planning meeting and be sure that the Section plan<br />
objectives are met.<br />
READ ENTIRE CHECKLIST AT START-UP AND<br />
AT BEGINNING OF EACH SHIFT<br />
Activation<br />
CHECKLIST<br />
Check in upon arrival at the EOC.<br />
Determine EOC assignment.<br />
Put on the vest with your title.<br />
Obtain a briefing on the situation.<br />
Activate the Disaster Accounting System.<br />
Obtain a copy <strong>of</strong> the current EOC Action Plan (not available at initial EOC<br />
activation).<br />
Determine your work location and set up as necessary.<br />
Review your position responsibilities.<br />
Begin documenting events and activities.<br />
Clarify issues regarding your authority and assignment.<br />
227
Confirm that all needed Section personnel are in the EOC or have been notified.<br />
When personnel arrive, assign and staff Section positions as needed for:<br />
- Cost Recovery Documentation Unit<br />
- Time Unit<br />
- Purchasing Unit<br />
- Compensation and Claims Unit<br />
- Cost Analysis Unit<br />
- Other units as needed<br />
Determine the ongoing need for personnel based on the EOC schedule<br />
Carry out responsibilities <strong>of</strong> the Section not currently staffed.<br />
Notify all personnel and vendors that the Disaster Accounting System is activated.<br />
Brief incoming or relief Section personnel prior to their beginning their duties.<br />
Briefings should include:<br />
Current situation assessment<br />
Identification <strong>of</strong> specific job responsibilities<br />
Identification <strong>of</strong> co-workers within the job function and/or geographical assignment<br />
Availability <strong>of</strong> communications<br />
Location <strong>of</strong> work area<br />
Identification <strong>of</strong> eating and sleeping arrangements as appropriate.<br />
Procedural instructions for obtaining additional supplies, services and personnel<br />
Work shifts<br />
Conduct periodic briefings for the Section. Be sure that all personnel are aware <strong>of</strong><br />
both Section and overall priorities.<br />
Brief the EOC Director on major problem areas that need solution.<br />
Identify Section priorities, objectives and significant problems.<br />
Participate in all Action Planning meetings<br />
Distribute EOC Action Plan to all Section supervisors.<br />
Precise information is essential to meet requirements for possible reimbursement<br />
by CalEMA and FEMA.<br />
228
General Operational Duties<br />
Open and maintain an Activity Log (Form #EOC-001). This is a log to record what<br />
you do during your shift at the EOC. Document such things as:<br />
Messages received.<br />
Action taken.<br />
Decision and policy justification and documentation<br />
Requests filled.<br />
EOC assignments<br />
Be sure that all Section meetings are documented.<br />
Information supporting Section policy decisions and their justification should be<br />
documented.<br />
Be sure that all units account for personnel and work assignments.<br />
Be sure that all the Section logs and files are maintained.<br />
Provide Section personnel and equipment time records to the Time Unit at the end<br />
<strong>of</strong> each shift.<br />
Ensure that all records relating to personnel, equipment and materials used are<br />
received from other Sections and submitted to the Time Unit at the end <strong>of</strong> each shift<br />
(See Supporting Documentation).<br />
Remind personnel to use the Disaster Accounting System [OR] Remind personnel to<br />
use the <strong>City</strong>’s existing policy accounting system.<br />
Remind personnel to follow the <strong>City</strong>’s established purchasing policy OR Remind<br />
personnel to follow the <strong>City</strong>’s pre-existing Disaster Purchasing Policy.<br />
Determine levels <strong>of</strong> purchasing authority for the Finance/Administration and<br />
Logistics Sections.<br />
Identify critical <strong>City</strong> financial processes to be maintained during the disaster; i.e.,<br />
payroll, accounts receivable, etc.<br />
Branch/Unit Operational Duties<br />
Determine if the <strong>City</strong>’s bank(s) can continue handling financial transactions.<br />
Ensure that all <strong>City</strong> financial processes (payroll, revenue collection, accounts<br />
receivable, audits, etc.) continue.<br />
229
Provide input in all planning sessions on financial matters.<br />
Ensure documents prepared during the disaster are completed.<br />
Keep the General Staff informed <strong>of</strong> overall financial situations.<br />
Organize, manage and distribute cash donations received during a disaster (Go to<br />
www.aidmatrix.org for valuable assistance with this task).<br />
Be prepared for inquiries and visits from state, federal and other high-ranking<br />
<strong>of</strong>ficials.<br />
Determine section logistical needs and request resources through Logistics Section.<br />
Monitor Section activities and organization and adjust as needed.<br />
As Coordinator for the Finance and Administration Section, coordinate with Logistics<br />
Section Personnel Unit regarding employee welfare issues.<br />
Deactivation<br />
Brief incoming personnel and identify in-progress activities which need follow-up.<br />
Provide incoming personnel the next EOC Action Plan.<br />
Submit completed logs, time cards, etc. for the Section before you leave.<br />
Determine when you should return for your next work shift.<br />
Leave contact information where you can be reached.<br />
Authorize deactivation <strong>of</strong> branches or units in the Section when they are no longer<br />
required.<br />
Be sure that all required forms or reports are completed prior to deactivation.<br />
Prepare a list <strong>of</strong> outstanding issues that need to be addressed after the EOC has<br />
been deactivated.<br />
Deactivate the Section and close out logs when authorized by the EOC Director.<br />
Provide input to the After-Action Report/Corrective Action Report (AAR/CAR).<br />
NOTES:<br />
230
PURCHASING UNIT<br />
SUPERVISOR:<br />
Finance/Administration Section Chief<br />
GENERAL DUTIES:<br />
Coordinate vendor contracts and manage equipment use agreements.<br />
Confer with the Section Chief on disaster spending limits.<br />
Implement the pre-existing Disaster Purchasing Policy.<br />
Supervise the Purchasing Unit.<br />
READ ENTIRE CHECKLIST AT START-UP AND<br />
AT BEGINNING OF EACH SHIFT<br />
Activation<br />
CHECKLIST<br />
Check in upon arrival at the EOC.<br />
Determine EOC assignment.<br />
Put on the vest with your title.<br />
Obtain a briefing on the situation.<br />
Obtain a copy <strong>of</strong> the current EOC Action Plan (not available at initial EOC<br />
activation).<br />
Determine your work location and set up as necessary.<br />
Review your position responsibilities.<br />
Begin documenting events and activities.<br />
Report to the Section Chief.<br />
Clarify issues regarding your authority and assignment.<br />
Brief new or relief personnel in the Unit.<br />
231
Attend all Section meetings and briefings.<br />
Assist the Section in developing Section objectives for the EOC Action Plan.<br />
Precise information is essential to meet requirements for possible reimbursement<br />
by CalEMA and FEMA.<br />
General Operational Duties<br />
Open and maintain any Activity Log (Form #EOC-001). Document such things as:<br />
Messages received.<br />
Action taken.<br />
Decision and policy justification and documentation.<br />
Requests filled.<br />
EOC assignments.<br />
Provide personnel and equipment time records to the Section Chief at the end <strong>of</strong><br />
each work shift.<br />
Implement Disaster Purchasing Policy.<br />
Branch/Unit Operational Duties<br />
Review and use EOC disaster purchasing procedures.<br />
Brief EOC personnel on purchasing and procurement policies, procedures and<br />
issues.<br />
Process disaster related contracts and agreements for equipment, supplies, labor,<br />
etc.<br />
Ensure that all disaster records identify scope <strong>of</strong> work and site-specific locations.<br />
Implement disaster procedures for acquisition, inventory control and disposal <strong>of</strong><br />
equipment and supplies.<br />
Interpret contact/agreements and resolve claims or disputes.<br />
232
Deactivation<br />
Brief incoming personnel and identify in-progress activities which need follow-up.<br />
Provide incoming personnel the next EOC Action Plan.<br />
Submit completed logs, time cards, etc. for the Section before you leave.<br />
Determine when you should return for your next work shift.<br />
Authorize deactivation <strong>of</strong> branches or units in the Section when they are no longer<br />
required.<br />
Be sure that all required forms or reports are completed prior to deactivation.<br />
Prepare a list <strong>of</strong> outstanding issues that need to be addressed after the EOC has<br />
been deactivated.<br />
Provide input to the After-Action Report/Corrective Action Report (AAR/CAR).<br />
NOTES:<br />
233
234
COST RECOVERY DOCUMENTATION UNIT<br />
SUPERVISOR:<br />
Finance/Administration Section Chief<br />
GENERAL DUTIES:<br />
Coordinate cost recovery efforts with County, State and Federal agencies.<br />
Coordinate collection <strong>of</strong> cost documentation with other sections.<br />
Organize cost recovery documentation for the Public Assistance process.<br />
Supervise the Cost Recovery Documentation Unit.<br />
Implement the Disaster Accounting.<br />
READ ENTIRE CHECKLIST AT START-UP AND<br />
AT BEGINNING OF EACH SHIFT<br />
Activation<br />
CHECKLIST<br />
Check in upon arrival at the EOC.<br />
Determine EOC assignment.<br />
Obtain a briefing on the situation.<br />
Obtain a copy <strong>of</strong> the current EOC Action Plan.<br />
Determine your work location and set up as necessary.<br />
Put on the vest with your title.<br />
Review your position responsibilities.<br />
Begin documenting events and activities.<br />
Activate pre-arranged agreements for service with vendors and suppliers.<br />
Assist the Section in developing Section objectives for the EOC Action Plan.<br />
Open and maintain an Activity log. Document such things as:<br />
235
Messages received.<br />
Action taken.<br />
Decision and policy justification and documentation.<br />
Requests filled.<br />
EOC assignments.<br />
Precise information is essential to meet requirements for possible reimbursement<br />
by CalEMA and FEMA.<br />
General Operational Duties<br />
Brief new or relief personnel in the Unit.<br />
Attend all Section meetings and briefings.<br />
Coordinate the collection and documentation <strong>of</strong> costs pertaining to the disaster.<br />
Provide personnel and equipment time records to the Section Chief at the end <strong>of</strong><br />
each work shift.<br />
Keep the Section Chief advised <strong>of</strong> your status and activity.<br />
Provide estimates <strong>of</strong> damages and costs to the Section Chief and EOC Director.<br />
Determine Unit logistical needs and forward to the Section Chief for approval.<br />
Request approved resources through the Logistics Section.<br />
Position Operational Duties<br />
Implement the Disaster Accounting System.<br />
Implement the <strong>City</strong>’s Damage Documentation Procedures.<br />
Maintain the Disaster Accounting System and procedures to capture and document<br />
costs relating to a disaster in coordination with other sections and departments. (See<br />
Supporting Documentation)<br />
Assign disaster financial codes if not already in place.<br />
Inform all sections and departments that the Disaster Accounting System.<br />
236
Upon proclamation <strong>of</strong> a disaster, coordinate with disaster response, relief and<br />
recovery agencies.<br />
Compile a comprehensive list <strong>of</strong> all public sector damages.<br />
Coordinate with other Sections and outside agencies (i.e., American Red Cross,<br />
insurance companies, etc.) to compile a general list <strong>of</strong> all community damages,<br />
including homes, business, etc.<br />
Ensure costs are directly tied to corresponding damages (i.e., costs associated with<br />
replacing windows are tied to the specific building, floor or room).<br />
Act as liaison with the disaster assistance agencies and coordinate the recovery <strong>of</strong><br />
costs as allowed by law.<br />
Collect and organize required documentation for the recovery <strong>of</strong> disaster costs.<br />
(Note: This responsibility will continue after the EOC is deactivated.)<br />
Coordinate with the Planning/Intelligence Documentation Unit.<br />
Deactivation<br />
Brief incoming personnel and identify in-progress activities which need follow-up.<br />
Provide incoming personnel the next EOC Action Plan.<br />
Submit completed logs, time cards, etc. to the Section Chief before you leave.<br />
Determine when you should return for your next work shift.<br />
Be sure that all required forms or reports are completed prior to deactivation.<br />
Prepare a list <strong>of</strong> outstanding issues that need to be addressed after EOC has been<br />
deactivated.<br />
Provide input to the After-Action Report/Corrective Action Report (AAR/CAR).<br />
NOTES:<br />
237
238
TIME UNIT<br />
SUPERVISOR:<br />
Finance/Administration Section Chief<br />
GENERAL DUTIES:<br />
<br />
<br />
<br />
Record time for personnel, volunteers and equipment working on the disaster.<br />
Be sure time records comply with CAL-EMA and FEMA requirements.<br />
Supervise the Time Unit.<br />
READ ENTIRE CHECKLIST AT START-UP AND<br />
AT BEGINNING OF EACH SHIFT<br />
Activation<br />
CHECKLIST<br />
Check in upon arrival at the EOC.<br />
Determine EOC assignment.<br />
Obtain a briefing on the situation.<br />
Obtain a copy <strong>of</strong> the current EOC Action Plan.<br />
Determine your work location and set up as necessary.<br />
Put on the vest with your title.<br />
Review your position responsibilities.<br />
Begin documenting events and activities.<br />
Clarify issues regarding your authority and assignment.<br />
Attend all Section meetings and briefings.<br />
Assist the Section in developing Section objectives for the EOC Action Plan.<br />
Open and maintain an Activity Log. This is a log to record what you do during your<br />
shift at the EOC. Document such things as:<br />
239
Messages received<br />
Action taken<br />
Decision and policy justification and documentation<br />
Requests filled<br />
EOC assignments<br />
Precise information is essential to meet requirements for possible reimbursement<br />
by CalEMA and FEMA.<br />
General Operational Duties<br />
Provide personnel and equipment time records to the Section Chief at the end <strong>of</strong><br />
each work shift.<br />
Brief your relief at shift-change. Ensure that in-progress activities are identified and<br />
follow-up requirements are known.<br />
Position Operational Duties<br />
PERSONNEL TIME RECORDER<br />
Provide personnel and equipment time records to the Section Chief at the end <strong>of</strong><br />
each work shift.<br />
Determine specific requirements for the time recording function.<br />
Initiate, gather or update a time report from all applicable personnel assigned to the<br />
emergency/disaster for each work shift (See Supporting Documentation).<br />
Ensure that all records identify scope <strong>of</strong> work and site-specific work location.<br />
Ensure that time data includes: travel, work hours (straight time and overtime),<br />
specific work location, mileage expense and any changes in personnel status that<br />
may affect costs<br />
Ensure that daily personnel time recording documents are accurate and prepared in<br />
compliance with policy.<br />
Process all travel requests, forms and claims.<br />
240
Ensure that all employee identification information is correct on the time report and<br />
that time reports are signed.<br />
Ensure that straight time and overtime hours are clearly identified on time records.<br />
In the first operational period, establish a file for employee time records for each<br />
person.<br />
Maintain records security and data backup.<br />
Make sure that each person has turned in time cards prior to leaving.<br />
EQUIPMENT TIME RECORDER<br />
Coordinate with the Logistics Section for current inventory <strong>of</strong> disaster equipment.<br />
Assist EOC staff in establishing a system for collecting equipment time reports.<br />
Ensure that all records identify scope <strong>of</strong> work and site-specific work location (See<br />
Finance Section Supporting Document).<br />
Maintain records security and data backup.<br />
Establish and maintain a file <strong>of</strong> time reports on force account, rented, donated and<br />
mutual aid equipment, per CAL-EMA and FEMA requirements.<br />
Track the type <strong>of</strong> equipment used, make/model numbers, horsepower, date and time<br />
<strong>of</strong> usage, operator name/agency affiliation, per CAL-EMA and FEMA requirements.<br />
Track city-owned equipment separate from rented, donated or mutual aid<br />
equipment, per CAL-EMA and FEMA requirements.<br />
Determine Unit logistical needs and forward to the Section Chief for approval.<br />
Request approved resources through the Logistics Section.<br />
Keep the Section Chief advised <strong>of</strong> your status and activity.<br />
Deactivation<br />
Brief incoming personnel and identify in-progress activities which need follow-up.<br />
Provide incoming personnel the next EOC Action Plan.<br />
Submit completed logs, time cards, etc. to the Section Chief before you leave.<br />
241
Determine when you should return for your next work shift.<br />
Be sure that all required forms or reports are completed prior to deactivation.<br />
Prepare a list <strong>of</strong> outstanding issues that need to be addressed after EOC has been<br />
deactivated.<br />
Provide input to the After-Action Report/Corrective Action Report (AAR/CAR).<br />
NOTES:<br />
242
COMPENSATION/CLAIMS UNIT<br />
SUPERVISOR:<br />
Finance/Administration Section Chief<br />
GENERAL DUTIES:<br />
<br />
<br />
<br />
<br />
Receive disaster related claims against the <strong>City</strong>.<br />
Assist with investigation <strong>of</strong> disaster related claims against the <strong>City</strong>.<br />
Maintain files <strong>of</strong> disaster related injuries and illnesses.<br />
Supervise the Compensation and Claims Unit.<br />
READ ENTIRE CHECKLIST AT START-UP AND<br />
AT BEGINNING OF EACH SHIFT<br />
CHECKLIST<br />
Activation and General Operational Duties<br />
Check in upon arrival at the EOC.<br />
Determine EOC assignment.<br />
Obtain a briefing on the situation.<br />
Obtain a copy <strong>of</strong> the current EOC Action Plan (not available at initial EOC<br />
activation).<br />
Determine your work location and set up as necessary.<br />
Put on the vest with your title.<br />
Review your position responsibilities.<br />
Begin documenting events and activities.<br />
Clarify issues regarding your authority and assignment.<br />
Attend all Section meetings and briefings.<br />
Assist the Section in developing Section objectives for the EOC Action Plan.<br />
243
Open and maintain an Activity Log (Form #EOC-001). This is a log to record what<br />
you do during your shift at the EOC. Document such things as:<br />
Messages received.<br />
Action taken.<br />
Decision and policy justification and documentation.<br />
Requests filled.<br />
EOC assignments.<br />
Provide personnel and equipment time records to the Section Chief at the end <strong>of</strong><br />
each work shift.<br />
Precise information is essential to meet requirements for possible reimbursement<br />
by CalEMA and FEMA.<br />
Position Operational Duties<br />
Coordinate with the Safety Officer, Liaison Officer, Agency Representatives,<br />
Logistics Section Personnel Unit and ICS Field Level Compensation/Claims Unit<br />
Leader.<br />
Maintain a file <strong>of</strong> all injuries occurring during the disaster.<br />
Develop and maintain a log <strong>of</strong> existing and pending claims.<br />
Prepare property damage claims on <strong>City</strong> property and file with insurers.<br />
Determine if there is a need for a Risk Management Claims Specialist and request<br />
personnel.<br />
Ensure that all Workers Compensation Claims logs and forms are complete and<br />
routed to the appropriate department for post-EOC processing.<br />
Complete all forms required by worker’s compensation program for both employees<br />
and the <strong>City</strong>’s registered disaster service workers.<br />
Provide administrative support to the investigation <strong>of</strong> all disaster-related activities.<br />
Provide report <strong>of</strong> injuries and coordinate with the Safety Officer for mitigation <strong>of</strong><br />
hazards.<br />
Obtain all witness statements pertaining to claims and review for completeness.<br />
Determine Unit logistical needs and forward to the Section Chief for approval.<br />
Request approved resources through the Logistics Section.<br />
244
Keep the Section Chief advised <strong>of</strong> your status and activity.<br />
Deactivation<br />
Brief incoming personnel and identify in-progress activities which need follow-up.<br />
Provide incoming personnel the next EOC Action Plan.<br />
Submit completed logs, time cards, etc. to the Section Chief before you leave.<br />
Determine when you should return for your next work shift.<br />
Leave contact information where you can be reached.<br />
Be sure that all required forms or reports are completed prior to deactivation.<br />
Prepare a list <strong>of</strong> outstanding issues that need to be addressed after EOC has been<br />
deactivated.<br />
Provide input to the After-Action Report/Corrective Action Report (AAR/CAR).<br />
NOTES:<br />
245
246
COST ANALYSIS UNIT<br />
SUPERVISOR: Finance/Administration Section Chief<br />
GENERAL DUTIES:<br />
<br />
<br />
<br />
<br />
<br />
<br />
Prepare and analyze cost estimates <strong>of</strong> EOC and field operations.<br />
Analyze the impact <strong>of</strong> revenue losses caused by the disaster.<br />
Analyze the extended economic impact <strong>of</strong> the disaster (i.e., property tax erosion,<br />
sales tax loss, etc).<br />
Evaluate alternative costs <strong>of</strong> <strong>City</strong> operations caused by damages to facilities and<br />
equipment<br />
Evaluate the <strong>City</strong>’s uninsured losses resulting from the disaster.<br />
Supervise the Cost Analysis Unit.<br />
READ ENTIRE CHECKLIST AT START-UP AND<br />
AT BEGINNING OF EACH SHIFT<br />
READ ENTIRE CHECKLIST AT START-U<br />
CHECKLIST<br />
Activation and General Operational Duties<br />
Check in upon arrival at the EOC.<br />
Determine EOC assignment.<br />
Obtain a briefing on the situation.<br />
Obtain a copy <strong>of</strong> the current EOC Action Plan (not available at initial EOC<br />
activation).<br />
Determine your work location and set up as necessary.<br />
Put on the vest with your title.<br />
Review your position responsibilities.<br />
Begin documenting events and activities.<br />
247
Clarify issues regarding your authority and assignment.<br />
Attend all Section meetings and briefings.<br />
Assist the Section in developing Section objectives for the EOC Action Plan.<br />
Open and maintain an Activity Log (Form #EOC-001). This is a log to record what<br />
you do during your shift at the EOC. Document such things as:<br />
Messages received.<br />
Action taken.<br />
Decision and policy justification and documentation.<br />
Requests filled.<br />
EOC assignments.<br />
Provide personnel and equipment time records to the Section Chief at the end <strong>of</strong><br />
each work shift.<br />
Precise information is essential to meet requirements for possible reimbursement<br />
by CalEMA and FEMA.<br />
Position Operational Duties<br />
Collect and record all cost data. (See Supporting Documentation)<br />
Maintain a fiscal record <strong>of</strong> all expenditures related to the emergency/disaster.<br />
Provide analyses and estimates <strong>of</strong> disaster losses and costs for the Section Chief<br />
and EOC Director.<br />
Maintain accurate information on the estimated and actual cost for the use <strong>of</strong> a<br />
assigned resources.<br />
Make recommendations for cost savings to the Finance/Administration Section<br />
Chief.<br />
Deactivation<br />
Brief incoming personnel and identify in-progress activities which need follow-up.<br />
Provide incoming personnel the next EOC Action Plan.<br />
248
Submit completed logs, time cards, etc. to the Section Chief before you leave.<br />
Determine when you should return for your next work shift.<br />
Leave contact information where you can be reached.<br />
Be sure that all required forms or reports are completed prior to deactivation.<br />
Prepare a list <strong>of</strong> outstanding issues that need to be addressed after EOC has been<br />
deactivated.<br />
Provide input to the After-Action Report/Corrective Action Report (AAR/CAR).<br />
NOTES:<br />
249
250
THREAT SUMMARY AND ASSESSMENT FOR<br />
CITY OF SANTA MONICA<br />
This section <strong>of</strong> the Basic Plan consists <strong>of</strong> a series <strong>of</strong> threat summaries for the <strong>City</strong> <strong>of</strong><br />
<strong>Santa</strong> <strong>Monica</strong>. The purpose is to describe the area at risk and the anticipated nature <strong>of</strong><br />
the situation, which could result should the event threaten or occur.<br />
The <strong>City</strong> is located within Disaster Management Area A in Los Angeles County and in<br />
the Southern Administrative Region <strong>of</strong> the California Emergency Management Agency.<br />
The <strong>City</strong> is located 8 miles north <strong>of</strong> Los Angeles International Airport and 9.5 miles west<br />
<strong>of</strong> downtown Los Angeles. The <strong>City</strong> is bordered by Los Angeles on three sides and the<br />
Pacific Ocean. The latitude is 34° 1' 9" N and longitude is 118° 29' 25" W.<br />
The <strong>City</strong> <strong>of</strong> <strong>Santa</strong> <strong>Monica</strong> is 8.3 square miles and according to the 2010 Census has a<br />
population <strong>of</strong> approximately 90,000 residents or about 10,100 persons per square mile.<br />
The daytime population is approximately 150,000, with a summer weekend population<br />
<strong>of</strong> approximately 250,000. Median age <strong>of</strong> the population is 40.4 years. 72% <strong>of</strong><br />
households are renters and 28% are homeowners. 38% are families and 62% are nonfamilies.<br />
Serving the city are 2500 employees.<br />
The <strong>City</strong> Manager’s Office and other <strong>City</strong> Departments are located at <strong>City</strong> Hall, 1685<br />
Main Street, <strong>Santa</strong> <strong>Monica</strong>, CA 90401.<br />
The <strong>Santa</strong> <strong>Monica</strong> Office <strong>of</strong> Emergency Management (OEM) is located in the Public<br />
Safety Facility, 333 Olympic Drive, <strong>Santa</strong> <strong>Monica</strong>, CA 90401. The Emergency<br />
Operations Center is managed by OEM staff and is part <strong>of</strong> the <strong>City</strong> Manager’s Office.<br />
The <strong>Santa</strong> <strong>Monica</strong> Police Department and Fire Department Headquarters/<br />
Administration Offices are located at the <strong>Santa</strong> <strong>Monica</strong> Public Safety Facility, 333<br />
Olympic Drive, <strong>Santa</strong> <strong>Monica</strong>, CA 90401.<br />
The <strong>City</strong>’s Fire Department has stations located at the following:<br />
Fire Department Administration HQ 333 Olympic Drive<br />
Station 1: 1444 7 th Street<br />
Station 2: 222 Hollister Avenue<br />
Station 3 and 4: 1302 19 th Street<br />
Station 5:2450 Ashland Avenue<br />
251
Any single incident or a combination <strong>of</strong> events could require evacuation and/or<br />
sheltering <strong>of</strong> the population. Neither the <strong>City</strong> nor the County <strong>of</strong> Los Angeles has the<br />
capability to plan for the organized evacuation <strong>of</strong> the basin; therefore, the extent <strong>of</strong><br />
planning at this time is restricted to assisting and expediting spontaneous evacuation.<br />
In the increased readiness stage, expedient shelters will be utilized as appropriate and<br />
information will be provided to the public as the <strong>City</strong> no longer maintains public fallout<br />
shelters.<br />
<strong>Santa</strong> <strong>Monica</strong> is known for its excellent public and private schools. There are eleven<br />
elementary schools, four middle schools, three high schools and an alternative K-8<br />
school in the <strong>Santa</strong> <strong>Monica</strong>-Malibu Unified School District, which serves both <strong>Santa</strong><br />
<strong>Monica</strong> and Malibu residents. The <strong>City</strong> is also home to five private schools for children<br />
in elementary and high schools. The <strong>City</strong> is home to <strong>Santa</strong> <strong>Monica</strong> College, a two-year<br />
community college, with 30,000 fulltime and part-time students on several campuses<br />
<strong>of</strong>fering more than 90 fields <strong>of</strong> study. The college is the leader among the state's 109<br />
community colleges in transferring students to the University <strong>of</strong> California, University <strong>of</strong><br />
Southern California, and other four-year campuses<br />
<strong>Santa</strong> <strong>Monica</strong> is fortunate to have two highly renowned and respected health facilities<br />
within its city boundaries. Saint John’s Health Center located at 2121 <strong>Santa</strong> <strong>Monica</strong><br />
Blvd. Saint John’s Health Center has approximately 266 beds.<br />
<strong>Santa</strong> <strong>Monica</strong>-UCLA Medical Center is part <strong>of</strong> the UCLA Healthcare system and has<br />
been serving <strong>Santa</strong> <strong>Monica</strong> and West Los Angeles since 1926. The Medical Center is<br />
highly regarded for its primary and specialty care. <strong>Santa</strong> <strong>Monica</strong>- UCLA Medical Center<br />
has 266 beds.<br />
<strong>Santa</strong> <strong>Monica</strong> <strong>of</strong>fers convenient access to major freeways, bus lines and airports. It is<br />
served by two freeways, <strong>Santa</strong> <strong>Monica</strong> (Interstate 10) and San Diego (405); and by four<br />
major east-west thoroughfares: <strong>Santa</strong> <strong>Monica</strong> (Route 66), Wilshire, Olympic and Pico<br />
Boulevards.<br />
<strong>Santa</strong> <strong>Monica</strong> has one general aviation airport that handles single-engine propeller<br />
airplanes, medium size twin propeller plans and turbo propeller airplanes, and business/<br />
corporate jets. The airport is located at 3223 Donald Douglas Loop South<br />
<strong>Santa</strong> <strong>Monica</strong>, CA 90405.<br />
The <strong>City</strong> also works closely with the American Red Cross for assistance with emergency<br />
shelters and other necessary emergency services.<br />
The following threat assessments identify and summarize the hazards that could impact<br />
the <strong>City</strong>.<br />
Threat Assessment 1: Major Earthquake<br />
Threat Assessment 2: Hazardous Materials<br />
Threat Assessment 3: Flooding<br />
Threat Assessment 4: Severe Storm and Flooding<br />
252
Threat Assessment 5: Transportation: Major Air Crash<br />
Threat Assessment 6: Civil Unrest<br />
Threat Assessment 7: Terrorism<br />
Threat Assessment 8: Tsunami<br />
Threat Assessment 9: Fire<br />
Threat Assessment 10: Landslide<br />
Threat Assessment 11: Windstorm<br />
253
254
THREAT ASSESSMENT 1 – MAJOR EARTHQUAKE<br />
General Situation<br />
Since 1800 there have been approximately 60 damaging seismic events, or<br />
"earthquakes," in the Los Angeles region. After a brief hiatus between major events<br />
(circa 1940-1972), the greater Los Angeles area has experienced a number <strong>of</strong><br />
moderate events which have resulted in considerable disruption <strong>of</strong> the infrastructure,<br />
impact on social and economic life, loss <strong>of</strong> lives and extensive property damage within<br />
the <strong>City</strong> <strong>of</strong> Los Angeles, the greater metropolitan area and the adjacent region including<br />
<strong>Santa</strong> <strong>Monica</strong>. According to the Geological Survey's records, some 20 quakes <strong>of</strong><br />
magnitude 6.0 or higher have occurred in Southern California since 1912. The most<br />
recent <strong>of</strong> these was the M6.7, 1994 Northridge Earthquake which was centered in the<br />
northwest part <strong>of</strong> the <strong>City</strong>, in the general vicinity <strong>of</strong> the 1971 San Fernando (a.k.a.<br />
Sylmar) quake.<br />
Following the 1994 Northridge and 1995 Kobe, Japan earthquakes, a variety <strong>of</strong> studies<br />
and cooperative information exchange ventures were initiated to expand knowledge<br />
concerning earthquakes so that people could be better protected in the event <strong>of</strong> future<br />
significant seismic events. Kobe, Northridge and other seismic event information are<br />
being used in formulating methodologies for strengthening buildings and structures to<br />
more successfully withstand severe damage and to better protect occupants and<br />
equipment during various types and degrees <strong>of</strong> seismic events.<br />
The California State Geologist's Seismic Hazards Mapping Program has provided maps<br />
that identify amplified shaking, liquefaction and landslide hazard zones. These maps are<br />
used in revising the <strong>City</strong>’s building, zoning and other codes, plans, standards,<br />
procedures and/or development permit requirements.<br />
Based on Richter scale and pre-Richter calculations, the second most-powerful tremor<br />
recorded in Los Angeles proper was in 1923 and centered in the San Jacinto<br />
Mountains, southeast <strong>of</strong> the <strong>City</strong>. The M6.3 earthquake caused only light damage in Los<br />
Angeles. In 1918, also in the isolated San Jacinto Mountains, some 150 miles from<br />
downtown, a mighty M6.8 quake occurred.<br />
Los Angeles experienced two quakes <strong>of</strong> identical 6.3 magnitude - one in the Long<br />
Beach area in 1933 and another in <strong>Santa</strong> Barbara in 1925—that produced disastrous<br />
damage because their epicenters were near central cities. The Long Beach toll was $40<br />
million in property destruction and 115 lives lost. The <strong>Santa</strong> Barbara shake leveled<br />
much <strong>of</strong> the business district at a $6 million loss there, and killing 20.<br />
An earthquake in 1927 ranks--along with Tehachapi-Bakersfield in 1952--as the all-time<br />
southern California strongest earthquakes. Registering at M7.5, the 1927 upheaval<br />
centered just north <strong>of</strong> Point Arguello in the upper <strong>Santa</strong> Barbara channel, destroying<br />
railways bridges, crumbling cliffs and sending a seismic wave as far north as Pismo<br />
255
Beach. The Kern County’s series <strong>of</strong> quakes in 1952 reached M7.7 and rank as secondlargest<br />
in the United States since records were kept, behind San Francisco's M8.3<br />
cataclysm <strong>of</strong> 1906. The great Alaskan shake <strong>of</strong> March 27, 1964, with a magnitude <strong>of</strong><br />
M8.5 was the strongest ever recorded in the nation.<br />
The San Andreas fault is responsible for the April 18, 1906 San Francisco earthquake<br />
and fire. This earthquake, is one <strong>of</strong> many that have resulted from episodic displacement<br />
along the fault throughout its life <strong>of</strong> about 15-20 million years.<br />
<strong>Santa</strong> <strong>Monica</strong> Fault<br />
The <strong>Santa</strong> <strong>Monica</strong> fault is part <strong>of</strong> the Transverse Ranges Southern Boundary fault<br />
system, a west-trending system <strong>of</strong> reverse, oblique-slip, and strike-slip faults that<br />
extends for more than 200 km along the southern edge <strong>of</strong> the Transverse Ranges<br />
(Dolan et al., 1997, 2000a). Other faults in this system are the Hollywood and Raymond<br />
faults. The Anacapa-Dume, Malibu Coast, <strong>Santa</strong> Cruz Island, and <strong>Santa</strong> Rosa Island<br />
faults to the west are also part <strong>of</strong> this system. (See Attachment 2 - Earthquake<br />
Planning Scenario Map)<br />
The <strong>Santa</strong> <strong>Monica</strong> fault extends east from the coastline in Pacific Palisades through<br />
<strong>Santa</strong> <strong>Monica</strong> and West Los Angeles and merges with the Hollywood fault at the West<br />
Beverly Hills Lineament in Beverly Hills, west <strong>of</strong> the crossing <strong>of</strong> <strong>Santa</strong> <strong>Monica</strong> Boulevard<br />
and Wilshire Boulevard, where its strike is northeast. Onshore, the fault <strong>of</strong>fsets the<br />
surface 2-3.5 km south <strong>of</strong> the <strong>Santa</strong> <strong>Monica</strong> Mountains range front. 1<br />
Vulnerability Assessment<br />
At risk from earthquake damage are large stocks <strong>of</strong> old buildings and bridges: many<br />
high tech and hazardous materials facilities: extensive sewer, water, and natural gas<br />
pipelines; earth dams; petroleum pipelines; and other critical facilities and private<br />
property located in the county. The relative or secondary earthquake hazards, which<br />
are liquefaction, ground shaking, amplification, and earthquake-induced landslides, can<br />
be just as devastating as the earthquake.<br />
The California Geological Survey has identified areas most vulnerable to liquefaction.<br />
Liquefaction occurs when ground shaking causes wet granular soils to change from a<br />
solid state to a liquid state. This results in the loss <strong>of</strong> soil strength and the soil's ability<br />
to support weight. Buildings and their occupants are at risk when the ground can no<br />
longer support these buildings and structures.<br />
Southern California has many active landslide areas, and a large earthquake could<br />
trigger accelerated movement in these slide areas, in addition to jarring loose other<br />
unknown areas <strong>of</strong> landslide risk.<br />
1 Donlon, et. al., “Active Faults In the Los Angeles Metropolitan Region”, Southern California Earthquake Center,<br />
Group C<br />
256
The 1994 Northridge Earthquake<br />
The January 17, 1994 magnitude 6.7 Northridge Earthquake (thrust fault), with its<br />
epicenter beneath Reseda, produced severe ground motions, caused 57 deaths, 9,253<br />
injuries and left over 20,000 people displaced within the Los Angeles area. It was the<br />
most expensive disaster in the history <strong>of</strong> <strong>Santa</strong> <strong>Monica</strong>, which sustained more than<br />
$250 million in damage. More than 530 buildings, including 2,300 housing units, were<br />
red or yellow-tagged, rendering them uninhabitable or with limited accessibility. An<br />
estimated 16,000 apartments, condominiums or houses sustained some damage and<br />
were green-tagged, or still inhabitable.<br />
Because <strong>of</strong> the severe damage in <strong>Santa</strong> <strong>Monica</strong>, city <strong>of</strong>ficials implemented a number <strong>of</strong><br />
measures to expedite recovery efforts, including a streamlined permit process and fee<br />
waivers, as well as rent increases to cover earthquake repairs in rent-controlled<br />
buildings. Funds received from the Federal Emergency Management Agency included<br />
$93.4 million for home repairs, temporary housing, infrastructure repairs and retr<strong>of</strong>itting<br />
to help lessen the effects <strong>of</strong> future disasters.<br />
The earthquake affected almost every building on the <strong>Santa</strong> <strong>Monica</strong> College campus<br />
with an estimated $80 million spent on the recovery effort. <strong>Santa</strong> <strong>Monica</strong> Hospital<br />
Medical Center suffered significant damage leading to the hospital’s partnership with<br />
UCLA. The hospital’s pavilion and tower sustained about $15 million in immediate<br />
damage, forcing the tower’s closure for nine months. All <strong>of</strong> the hospital’s operations<br />
were consolidated into the pavilion.<br />
The hospital stayed open for three days before it was forced to shut down completely<br />
because <strong>of</strong> the extensive damage. On October 3, 1994, Saint John’s was fully<br />
operational minus its north wing, which was demolished. The cost <strong>of</strong> repairs totaled $32<br />
million.<br />
Magnitude and Intensity <strong>of</strong> an Earthquake<br />
During an earthquake, energy stored up in faults is released. In major earthquakes, the<br />
energy released is sufficient to break a large portion <strong>of</strong> the causative fault. In the worstcase<br />
scenario the fault ruptures along its entire length. When the fault ruptures, seismic<br />
waves propagate, resulting in the ground vibrations normally felt during an earthquake.<br />
Ground shaking generally causes the most widespread damage in an earthquake.<br />
Strong ground motion can catastrophically damage vulnerable structures such as<br />
freeway overpasses and unreinforced masonry buildings. Ground shaking can also<br />
trigger a variety <strong>of</strong> secondary hazards such as liquefaction, landslides, soil subsidence,<br />
fire, dam failure and even toxic chemical releases.<br />
USGS Earthquake Magnitude policy is to use Moment Magnitude (M), an earthquake<br />
magnitude measurement very similar to the Richter measurement, which measures the<br />
amount <strong>of</strong> energy released by the fault movement in relation to the fault area broken to<br />
determine the magnitude <strong>of</strong> an earthquake.<br />
257
An earthquake size is usually expressed as a magnitude; however, an earthquake's<br />
destructiveness is commonly measured as seismic intensity. Intensity is used to<br />
measure the strength <strong>of</strong> shaking produced by the earthquake at a certain location, and<br />
is determined from effects on people, human structures and the natural environment.<br />
The intensity scale most <strong>of</strong>ten used is the Modified Mercalli (MMI). The MMI scale<br />
consists <strong>of</strong> 12 levels <strong>of</strong> shaking; the higher the number, the greater the damage<br />
I. Not felt except by a very few under especially favorable conditions.<br />
II. Felt only by a few persons at rest, especially on upper floors <strong>of</strong> buildings.<br />
III. Felt quite noticeably by persons indoors, especially on upper floors <strong>of</strong> buildings.<br />
Many people do not recognize it as an earthquake. Standing motor cars may rock<br />
slightly. The vibrations are similar to the passing <strong>of</strong> a truck.<br />
IV. Felt indoors by many, outdoors by few during the day. At night, some awakened.<br />
Dishes, windows, doors disturbed; walls make cracking sound. Sensation is like a heavy<br />
truck striking a building. Standing motor cars are rocked noticeably.<br />
V. Felt by nearly everyone; many awakened. Some dishes, windows broken. Unstable<br />
objects overturned.<br />
VI. Felt by all, many frightened. Some heavy furniture moved; a few instances <strong>of</strong> fallen<br />
plaster. Damage is likely to be slight.<br />
VII. Damage negligible in buildings <strong>of</strong> good design and construction; slight to moderate<br />
in well-built ordinary structures; considerable damage in poorly built or badly designed<br />
structures; some chimneys may be broken.<br />
VIII. Damage slight in specially designed structures; considerable damage in ordinary<br />
substantial buildings with partial collapse. Damage may be great in poorly built<br />
structures. Collapse is likely <strong>of</strong> chimneys, factory stacks, columns, monuments, and<br />
walls. Heavy furniture will likely be overturned.<br />
IX. Damage considerable in specially designed structures; well-designed frame<br />
structures thrown out <strong>of</strong> plumb. Damage may be great in substantial buildings, with<br />
partial collapse. Buildings will be shifted <strong>of</strong>f foundations.<br />
X. Some well-built wooden structures destroyed; most masonry and frame structures<br />
destroyed with foundations.<br />
XI. Few, if any (masonry) structures remain standing. Bridges destroyed. Rails are likely<br />
to be bent.<br />
XII. Damage total. Lines <strong>of</strong> sight and level are distorted. Objects will be thrown into the<br />
air.<br />
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Scientists have stated that such devastating shaking should be considered the norm<br />
near any large thrust earthquake. Recent reports from scientists <strong>of</strong> the U.S. Geological<br />
Survey and the Southern California Earthquake Center say that the Los Angeles Area<br />
could expect one earthquake every year <strong>of</strong> magnitude 5.0 or more for the foreseeable<br />
future.<br />
As experienced in the Northridge earthquake, a major earthquake occurring in or near<br />
this jurisdiction may cause many deaths and casualties, extensive property damage,<br />
fires and hazardous material spills and other ensuing hazards. The effects could be<br />
aggravated by aftershocks and by the secondary effects <strong>of</strong> fire, hazardous<br />
material/chemical accidents and possible failure <strong>of</strong> the waterways and dams. The time<br />
<strong>of</strong> day and season <strong>of</strong> the year would have a pr<strong>of</strong>ound effect on the number <strong>of</strong> dead and<br />
injured and the amount <strong>of</strong> property damage sustained. Such an earthquake would be<br />
catastrophic in its affect upon the population and could exceed the response capabilities<br />
<strong>of</strong> the individual cities, Los Angeles County Operational Area and the State <strong>of</strong> California<br />
Emergency Services. Damage control and disaster relief support would be required<br />
from other local governmental and private organizations, and from the state and federal<br />
governments.<br />
Extensive search and rescue operations would be required to assist trapped or injured<br />
persons. Emergency medical care, food and temporary shelter could be required by<br />
injured or displaced persons. Identification and burial <strong>of</strong> many dead persons would<br />
pose difficult problems; public health would be a major concern. Mass evacuation may<br />
be essential to save lives, particularly in areas downwind from hazardous material<br />
releases. Many families would be separated particularly if the earthquake should occur<br />
during working hours. Emergency operations could be seriously hampered by the loss<br />
<strong>of</strong> communications and damage to transportation routes within, and to and from, the<br />
disaster area and by the disruption <strong>of</strong> public utilities and services.<br />
The economic impact on the <strong>City</strong> <strong>of</strong> <strong>Santa</strong> <strong>Monica</strong> from a major earthquake would be<br />
considerable in terms <strong>of</strong> loss <strong>of</strong> employment and loss <strong>of</strong> tax base. Also, a major<br />
earthquake could cause serious damage and/or outage <strong>of</strong> computer systems. The loss<br />
<strong>of</strong> such facilities could curtail or seriously disrupt the operations <strong>of</strong> banks, insurance<br />
companies and other elements <strong>of</strong> the financial community. In turn, this could affect the<br />
ability <strong>of</strong> local government, business and the population to make payments and<br />
purchases.<br />
Specific Situation<br />
The potential hazards that the <strong>City</strong> <strong>of</strong> <strong>Santa</strong> <strong>Monica</strong> may face in an earthquake include<br />
the following:<br />
Ground Shaking<br />
The most significant earthquake action in terms <strong>of</strong> potential structural damage and loss<br />
<strong>of</strong> life is ground shaking. Ground shaking is the movement <strong>of</strong> the earth's surface in<br />
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esponse to a seismic event. The intensity <strong>of</strong> the ground shaking and the resultant<br />
damages are determined by the magnitude <strong>of</strong> the earthquake, distance from the<br />
epicenter, and characteristics <strong>of</strong> surface geology. This hazard is the primary cause <strong>of</strong><br />
the collapse <strong>of</strong> buildings and other structures.<br />
It is generally understood that an earthquake does not in itself present a seismic hazard,<br />
but that it becomes a hazard when it occurs in a highly urbanized area. Therefore, the<br />
significance <strong>of</strong> an earthquake's ground shaking action is directly related to the density<br />
and type <strong>of</strong> buildings and number <strong>of</strong> people exposed to its effect.<br />
Earthquake Induced Landslides<br />
Earthquake induced landslides are secondary earthquake hazards that occur from<br />
ground shaking. They can destroy the roads, buildings, utilities, and other critical<br />
facilities necessary to respond and recover from an earthquake. The <strong>City</strong> <strong>of</strong> <strong>Santa</strong><br />
<strong>Monica</strong> has a high likelihood <strong>of</strong> encountering such risks, especially in areas with steep<br />
slopes.<br />
Liquefaction<br />
Liquefaction <strong>of</strong> soil may occur in the beach area. Structures, including the <strong>Santa</strong><br />
<strong>Monica</strong> Pier, which are otherwise sound, may collapse if built on sandy water-saturated<br />
ground. Liquefaction is a phenomenon involving the loss <strong>of</strong> shear strength <strong>of</strong> a soil. The<br />
shear strength loss results from the increase <strong>of</strong> poor water pressure caused by the<br />
rearrangement <strong>of</strong> soil particles induced by shaking or vibration. Liquefaction has been<br />
observed in many earthquakes, usually in s<strong>of</strong>t, poorly graded granular materials (i.e.,<br />
loose sands), with high water tables. Liquefaction usually occurs in the soil during or<br />
shortly after a large earthquake. In effect, the liquefaction soil strata behave as a heavy<br />
fluid. Buried tanks may float to the surface and objects above the liquefaction strata<br />
may sink. Pipelines passing through liquefaction materials typically sustain a relatively<br />
large number <strong>of</strong> breaks in an earthquake.<br />
Damage to Vital Public Services, Systems and Facilities<br />
Bed Loss in Hospitals<br />
<strong>Santa</strong> <strong>Monica</strong> has two major hospitals with a total capacity <strong>of</strong> 532 beds. Public service<br />
agencies and volunteer personnel would be used to assist in the care <strong>of</strong> the injured.<br />
<strong>Santa</strong> <strong>Monica</strong> UCLA<br />
The <strong>Santa</strong> <strong>Monica</strong>-UCLA Medical Center is staffed by more than 900 employees,<br />
whose efforts are complemented by over 300 volunteers and 200 care extenders. The<br />
medical staff consists <strong>of</strong> 750 physicians representing virtually all medical and surgical<br />
specialties.<br />
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<strong>Santa</strong> <strong>Monica</strong>-UCLA Medical Center has as Emergency Preparedness Program that<br />
addresses disasters both internal and external to the medical center. During an<br />
emergency the hospital operates under the Incident Command System/SEMS and will<br />
activate their Emergency Command Center. The Emergency Incident Commander (EIC)<br />
or the Liaison Officer will be the primary contact with the <strong>City</strong> <strong>of</strong> <strong>Santa</strong> <strong>Monica</strong> Fire<br />
Department and the <strong>City</strong>’s Emergency Operations Center (EOC).<br />
If an evacuation is necessary, patients are transferred from the hospital to an outside<br />
area, to other hospitals, or other alternative areas. In the event <strong>of</strong> a total facility<br />
evacuation when it has been determined that the facility is not safe to occupy, one or<br />
more <strong>of</strong> the following locations are to be utilized:<br />
16 th Street Emergency Department Parking Lot<br />
16 th Street Patient Pick-up Parking Lot<br />
16 th Street Out-Patient Parking Lot<br />
16 th Street Employee Parking Lot<br />
The UCLA Emergency Medicine Center is the designated provider <strong>of</strong> emergency<br />
medical services for individuals involved in radiation accidents. If the Emergency<br />
Command Center at <strong>Santa</strong> <strong>Monica</strong>-UCLA Medical Center is contacted by phone by an<br />
outside source/agency, they are to contact the Radiation Safety Officer and the<br />
Emergency Medicine Center at UCLA.<br />
Saint John’s Health Center<br />
Saint John’s Hospital and Health Center is staffed by more than 1400 employees who<br />
are complemented by over 265 volunteers. The medical staff consists <strong>of</strong> over 900<br />
physicians representing virtually all medical and surgical specialties.<br />
Saint John’s Health Center’s Emergency Preparedness Program addresses disaster<br />
situations both internal and external to the Health Center. During an emergency, the<br />
Emergency Command Center is activated. The Health Center operates under the<br />
Incident Command System/SEMS (Standardized Emergency Management System) and<br />
Hospital Emergency Incident Command System (HEICS). The Emergency incident<br />
Commander or the Liaison Officer will be the primary contact with the <strong>City</strong> <strong>of</strong> <strong>Santa</strong><br />
<strong>Monica</strong> Fire Department and the <strong>City</strong>’s Emergency Operations Center.<br />
Several <strong>of</strong> the acute care hospitals in Los Angeles County may be lost due to structural<br />
damage. This will impair the number <strong>of</strong> beds available and create the need for several<br />
field hospitals. Most <strong>of</strong> the subscribing hospitals to the Los Angeles County Department<br />
<strong>of</strong> Health and Human Services will be controlled by the Department as to the availability<br />
<strong>of</strong> beds and transfer <strong>of</strong> patients.<br />
Although a percentage <strong>of</strong> the remaining beds could be made available by discharging or<br />
transferring non-emergency patients, it will probably be necessary to receive an<br />
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immediate influx <strong>of</strong> emergency medical aid and/or export some <strong>of</strong> the seriously injured<br />
to out-<strong>of</strong>-county facilities.<br />
Communications<br />
Telephone systems will be affected by system failure, overloads, loss <strong>of</strong> electrical power<br />
and possible failure <strong>of</strong> some alternate power systems. Immediately after the event,<br />
numerous failures will occur coupled with saturation overloads. This will disable up to<br />
80% <strong>of</strong> the telephone system for approximately one day. In light <strong>of</strong> the expected<br />
situation, emergency planners should not plan on the use <strong>of</strong> telephone systems for the<br />
first few days after the event.<br />
During a major emergency, communication from the <strong>City</strong>’s Emergency Operations<br />
Center (EOC) to the outside world is a primary necessity.<br />
Four separate and independent radio systems are available for emergency use by EOC<br />
personnel. They are already in place and are operated by the Public Works Department,<br />
Fire Department, the Police Department and Transportation Department. Each system<br />
has its own unique characteristics. In a disaster, it is possible that all systems could be<br />
rendered partially or completely inoperative.<br />
REDINET - HEAR OPERATION - is used to monitor all transmissions from the Los<br />
Angeles County Emergency Network Medical Alert Center (MAC). The Los Angeles<br />
County Emergency Network Medical Alert Center (MAC) monitors the Redinet and<br />
HEAR Radio for Hospital availability and capability.<br />
Additionally, the Disaster Communication Services (DCS) provides amateur radio<br />
communication. DCS Communication equipment is located at the EOC and Fire Station<br />
#5.<br />
Department <strong>of</strong> Public Works Communications<br />
The backbone <strong>of</strong> the Public Works radio system is a fully repeated receiver/transmitter<br />
located on the reservoir property in the 800-900 block <strong>of</strong> Franklin Street. There are five<br />
locations within the city that have remote control links connected to the system; <strong>City</strong><br />
Hall; Police Headquarters; <strong>City</strong> Yards; Clover Park; and the Fire Department. The<br />
primary area <strong>of</strong> concern during a disaster would be whether or not the telephone lines<br />
would continue to function from the control points and receiver locations. If telephone<br />
lines were to fail and if the Franklin equipment were not damaged, the system would<br />
continue to operate by itself, for car to car operation, but with some range limitation.<br />
There is good possibility that the back-up system located at 2500 Michigan would<br />
enable one <strong>of</strong> these systems to work during and after a disaster.<br />
Fire Department Communications<br />
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The Fire Department’s radio system functions through three remote receivers which are<br />
connected via telephone lines to the main receiver site located at 2500 Michigan<br />
Avenue. The major disadvantage with this type <strong>of</strong> system lies with the telephone<br />
connections. If the main lines between the dispatcher and transmitter should fail, the<br />
dispatcher would lose the ability to hear or transmit to field units. To mitigate this<br />
problem, the fire department has installed a back-up transmitter at their dispatch center.<br />
Although providing only reduced coverage, this back-up will provide emergency<br />
communication should the main transmitter site fail.<br />
Police Department Communications<br />
The Police Department’s radio system operates from their main transmitter site located<br />
on the ro<strong>of</strong> <strong>of</strong> 100 Wilshire Boulevard. A backup transmitter is located at the Public<br />
Safety Facility, 333 Olympic Drive, <strong>Santa</strong> <strong>Monica</strong>. Receivers are placed in five strategic<br />
locations throughout the <strong>City</strong>. A sixth receiver is located in Beverly Hills. Received<br />
transmissions are routed via a mixture <strong>of</strong> leased telephone lines and microwave to<br />
comparators located at the Public Safety Facility. The best signal is selected and<br />
routed back up to the 100 Wilshire site for transmission. Generator power and battery<br />
backup is available at the Public Safety Facility and the 100 Wilshire site.. The <strong>City</strong> Hall<br />
telephone system, the 9-1-1 telephone system, and the Police dispatch equipment are<br />
all supported by battery backup and generator.<br />
Dam/Flood Control Channels<br />
No dam/flood control channels exist in <strong>Santa</strong> <strong>Monica</strong>. Portions <strong>of</strong> the <strong>City</strong> may be<br />
subject to flooding, due to flash flooding, or urban flooding (storm drain<br />
failure/infrastructure breakdown). The <strong>City</strong> has not historically been vulnerable to storm<br />
surge inundation associated with hurricanes and tropical storms.<br />
Storage Reservoirs<br />
<strong>Santa</strong> <strong>Monica</strong> maintains the capability to store 40 million gallons <strong>of</strong> water among its four<br />
storage reservoirs – Arcadia, Franklin Street (also referred to as Mt. Olivette), San<br />
Vicente, and Riviera. This discussion addresses the impacts <strong>of</strong> a sudden loss <strong>of</strong> water<br />
from the reservoirs due to a structural failure.<br />
Arcadia reservoir was built in 1924 as a partially buried concrete tank. Its capacity is<br />
5.0 million gallons. Given its age and construction methods employed at the time, a<br />
strong earthquake is likely to cause a rupture <strong>of</strong> the structural walls <strong>of</strong> the reservoir.<br />
The reservoir is located at the Arcadia Water Treatment Plant in West Los Angeles in a<br />
heavily urbanized area. Loss <strong>of</strong> reservoir water would result in short duration localized<br />
flooding; likely entering the storm drains in surrounding streets.<br />
Franklin Street reservoir is located at the crest <strong>of</strong> the hill on Franklin Street in <strong>Santa</strong><br />
<strong>Monica</strong> between Wilshire Boulevard and Montana Avenue. Its capacity is 5.0 million<br />
gallons. It is located in a residential area, and is constructed as a completely buried<br />
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concrete tank. Should the tank fail it could result in surface land erosion and possible<br />
damage to residences down slope to the south and west.<br />
San Vicente Reservoir is a 5.0 million gallon concrete, completely buried tank situated<br />
under the median <strong>of</strong> San Vicente Boulevard between 23 rd Street and 25 th Street in<br />
<strong>Santa</strong> <strong>Monica</strong>. The surrounding land use is principally single family residential. A<br />
failure <strong>of</strong> this reservoir would not result in significant surface disruption or flooding as<br />
the reservoir is buried below grade. Water released from a tank failure would seep into<br />
the adjoining soil structure; should it ultimately find its way to the street level, the slope<br />
<strong>of</strong> the streets would carry water in a westerly direction toward existing storm water catch<br />
basins.<br />
Riviera Reservoir is the largest <strong>of</strong> the city’s water storage reservoirs. With a storage<br />
capacity <strong>of</strong> 25 million gallons, it is located underneath the tennis courts at Riviera<br />
Country Club in Pacific Palisades. It is rectangular in shape, with compacted fill on the<br />
north and west side <strong>of</strong> the structure. A tank wall failure on the north and/or west side <strong>of</strong><br />
the structure will result in water seeping into the adjoining soil structure and potential<br />
soil erosion and possible damage to structures and homes adjacent to the area. Failure<br />
in the east side would release significant amounts <strong>of</strong> water, jeopardizing homes and golf<br />
course structures on that side. Failure on the south side would similarly release a<br />
significant amount <strong>of</strong> water and flood the golf course, ultimately being channeled<br />
through <strong>Santa</strong> <strong>Monica</strong> Creek to the Pacific Ocean.<br />
Electrical Power<br />
Major power plants are expected to sustain some damage due to liquefaction and the<br />
intensity <strong>of</strong> the earthquake. During the Northridge earthquake power was restored<br />
within 24 hours in most areas <strong>of</strong> <strong>Santa</strong> <strong>Monica</strong>. Up to 60% <strong>of</strong> the system load may be<br />
interrupted immediately following the initial shock. According to representatives <strong>of</strong><br />
Southern California Edison Company, the electrical power will not be rerouted and will<br />
be lost for an undefined period <strong>of</strong> time. Much <strong>of</strong> the imported power is expected to be<br />
lost. In some areas <strong>of</strong> greatest shaking it should be anticipated that some <strong>of</strong> the<br />
distribution lines, both underground and surface, will be damaged. Much <strong>of</strong> the affected<br />
area may have service restored in days; damaged areas with underground distribution<br />
may require a longer time. Loss <strong>of</strong> Southern California Edison transmission lines is<br />
possible.<br />
Fire Operations<br />
Although total collapse <strong>of</strong> fire stations is not expected, possible disruption <strong>of</strong> utilities,<br />
inoperable apparatus doors and loss <strong>of</strong> power can create major problems. Numerous<br />
fires due to disruption <strong>of</strong> power and natural gas networks can be expected. Many<br />
connections to major water sources may be out and storage facilities would have to be<br />
relied on; water supply could vary from little or none to inadequate. First response from<br />
fire personnel is expected to be assessment <strong>of</strong> the area to establish what is needed to<br />
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determine response and recovery needs. Operations may take days because <strong>of</strong> the<br />
disruption <strong>of</strong> transportation routes for fire department personnel and equipment.<br />
Secondary responses by the Fire Service after assessment will be placed upon<br />
diversion <strong>of</strong> resources to accomplish search and rescue <strong>of</strong> trapped persons and<br />
extinguishment <strong>of</strong> fires with conflagration potential. Major problems the Fire Service<br />
should expect are loss <strong>of</strong> power and water, restricted mobility due to debris, and<br />
possible loss <strong>of</strong> primary dispatch capability.<br />
Highways and Bridges<br />
Damage to freeway systems is expected to be major as experienced in the partial<br />
collapse <strong>of</strong> the <strong>Santa</strong> <strong>Monica</strong> Freeway (U.S. Highway 10) during the Northridge<br />
earthquake. Any inner surface transportation routes could be subject to delays and<br />
detours. A major portion <strong>of</strong> surface streets in the vicinity <strong>of</strong> freeways could be blocked<br />
due to collapsed overpasses. Many surface streets in the older central business<br />
districts will be blocked by debris from buildings, falling electrical wires and pavement<br />
damage.<br />
Natural Gas<br />
Damage to natural gas facilities will consist primarily <strong>of</strong> (a) some isolated breaks in<br />
major transmission lines, and (b) innumerable breaks in mains and individual service<br />
connections within the distribution systems, particularly in the areas <strong>of</strong> intense ground<br />
shaking. These many leaks in the distribution system will affect a major portion <strong>of</strong> the<br />
urban areas, resulting in a loss <strong>of</strong> service for extended periods. Fires should be<br />
expected at the sites <strong>of</strong> a small percentage <strong>of</strong> ruptures both in the transmission lines<br />
and the distribution system. Transmission pipelines serving the general basin area are<br />
most vulnerable to damage.<br />
Crude Oil Pipelines<br />
One crude oil pipeline runs beneath the <strong>City</strong>’s streets traversing dense residential and<br />
commercial neighborhoods. A rupture <strong>of</strong> the pipeline could pose major hazards to<br />
persons, property and the environment. Information regarding the pipeline can be<br />
obtained from the Fire Department Hazardous Materials Specialist.<br />
Railroads<br />
No operational railroads exist in the <strong>City</strong> <strong>of</strong> <strong>Santa</strong> <strong>Monica</strong>. Metrolink is governed by the<br />
Southern California Regional Rail Authority (SCRRA), a joint powers authority that was<br />
formed in 1991 and comprises five county agencies that were tasked with reducing<br />
highway congestion and improving mobility throughout Southern California: Los Angeles<br />
County Metropolitan Transportation Authority (Metro), Orange County Transportation<br />
Authority, Riverside County Transportation Commission, San Bernardino Associated<br />
Governments and Ventura County Transportation Commission. SCRRA created<br />
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Metrolink in October 1992 to fill a void in Southern California’s transportation<br />
infrastructure. Our organization has served as the link between six Southern California<br />
counties by providing commuters seamless transportation connectivity options.<br />
Metrolink has grown tremendously during our 19 years in service, expanding from three<br />
service lines, 11 stations and 2,300 daily passengers to seven service lines, 55 stations<br />
and 40,000 daily passengers, all over a 512 route-mile network.<br />
Since 2008, Metrolink implemented several safety enhancements in its mission to<br />
become the safest commuter railroad in the nation.<br />
The Exposition Light Rail Project (Expo LRT) is a 15-mile light rail line extending from<br />
Downtown Los Angeles to Downtown <strong>Santa</strong> <strong>Monica</strong> and will be the first extension <strong>of</strong><br />
Metro rail to the west side. Project completion is targeted for 2015. Expo LRT in <strong>Santa</strong><br />
<strong>Monica</strong> will consist <strong>of</strong> three stations, a maintenance facility, a bike path, and<br />
approximately three miles <strong>of</strong> trackway. East <strong>of</strong> 17 th Street, tracks will run in the existing<br />
Metro right-<strong>of</strong>-way located south <strong>of</strong> Colorado and crossing to the south side <strong>of</strong> Olympic<br />
Boulevard near 20 th Street. West <strong>of</strong> 17 th Street the tracks will run in the center <strong>of</strong><br />
Colorado Avenue. The three stations in <strong>Santa</strong> <strong>Monica</strong> are located at Olympic/26 th Street<br />
(Bergamot Station), at Colorado Avenue/17 th Street (Memorial Park/17 th St. Station),<br />
and at 4 th /Colorado (Downtown Station).<br />
The Expo LRT to <strong>Santa</strong> <strong>Monica</strong> is a significant and long-term public investment in<br />
transit, city-wide and regional mobility, and sustainability. It will provide <strong>Santa</strong> <strong>Monica</strong><br />
residents, employees, students and visitors with easier access to major destinations<br />
both locally and regionally. The light rail stations were incorporated in the <strong>City</strong>’s Land<br />
Use and Circulation Element (LUCE), and are part <strong>of</strong> an integrated citywide strategy to<br />
reduce greenhouse gases and achieve no net new evening peak trips.<br />
Sanitation Systems<br />
The sewer system is a collection system operated by the <strong>City</strong> <strong>of</strong> <strong>Santa</strong> <strong>Monica</strong>, with<br />
treatment performed by the <strong>City</strong> <strong>of</strong> Los Angeles at the Hyperion Treatment Plant in<br />
Playa del Rey. The collection system comprises approximately 125 miles <strong>of</strong> sanitary<br />
sewers. The <strong>City</strong> <strong>of</strong> <strong>Santa</strong> <strong>Monica</strong> operates the Moss Avenue Pumping Plant adjacent<br />
to <strong>Santa</strong> <strong>Monica</strong> Pier, which lifts waste water from PCH to Ocean Avenue for<br />
subsequent gravity flow to Hyperion.<br />
Breakage <strong>of</strong> sewer mains throughout the <strong>City</strong> may result in sanitary sewer overflows<br />
and raw waste water flowing out <strong>of</strong> manholes and pavement ruptures. This will either<br />
flow on surface streets or in available storm drains into the Pacific Ocean. Raw<br />
wastewater on the surface streets or ponding at various locations creates a public<br />
health hazard, requiring emergency disinfection. Many private sewer laterals will break<br />
and become inoperative, resulting in sewer backups into private property. Assuming<br />
the treatment facilities at Hyperion are incapacitated by the same event which caused<br />
the collection system failures in <strong>Santa</strong> <strong>Monica</strong>, wastewater flow may back up into the<br />
regional sewer system and result in sewer overflows.<br />
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The <strong>City</strong>’s Moss Avenue Pumping Station may experience failure <strong>of</strong> pumps, control<br />
systems, machinery, and backup power systems. The result will be a backup and<br />
spillage <strong>of</strong> raw wastewater in PCH. Additionally, the wet well adjacent to the Pumping<br />
Station will back up and overflow, resulting in a wastewater spill adjacent to the <strong>Santa</strong><br />
<strong>Monica</strong> Pier and potentially in the Pacific Ocean.<br />
Water Supply<br />
The <strong>City</strong>’s water system serves residential and business customers through more than<br />
17,000 service connections, 4,500 valves, and 236 miles <strong>of</strong> distribution and<br />
transmission mains. Fire protection is supported through a network <strong>of</strong> 1,100 fire<br />
hydrants and 865 fire sprinkler connections.<br />
The majority <strong>of</strong> the <strong>City</strong>’s water supply is provided by local wells, and supplemented by<br />
water purchased from the Metropolitan Water District (MWD). MWD imports water from<br />
Northern California and the Colorado River. The aqueducts serving Southern California<br />
will likely be out <strong>of</strong> service after a major earthquake, leaving <strong>Santa</strong> <strong>Monica</strong> to rely on<br />
water in storage and water available from local wells. Although water wells owned by<br />
the <strong>City</strong> have emergency backup power, this power supply may also be interrupted in a<br />
major earthquake. Should the loss <strong>of</strong> water from <strong>City</strong> wells be interrupted, available<br />
storage may provide up to four days <strong>of</strong> supply for the city. This estimated duration is<br />
likely to be shortened, depending on the level <strong>of</strong> storage at the time <strong>of</strong> the earthquake,<br />
and the amount <strong>of</strong> water being used for firefighting.<br />
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ATTACHMENT 1<br />
MAJOR ACTIVE SURFACE FAULTS IN SOUTHERN CALIFORNIA<br />
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ATTACHMENT 2<br />
EARTHQUAKE PLANNING SCENARIO MAP<br />
TYPE OF FAULTING: left-reverse<br />
LENGTH: 24 km<br />
NEARBY COMMUNITIES: Pacific Palisades, Westwood, Beverly Hills, <strong>Santa</strong> <strong>Monica</strong><br />
MOST RECENT SURFACE RUPTURE: Late Quaternary<br />
SLIP RATE: between 0.27 and 0.39 mm/yr<br />
INTERVAL BETWEEN MAJOR RUPTURES: unknown<br />
PROBABLE MAGNITUDES: M W 6.0 - 7.0 (?)<br />
OTHER NOTES: This is a north-dipping fault. Its slip rate may be greatest at its western end. 2<br />
2 http://www.data.scec/.org/fault_index/monica.html<br />
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Definition <strong>of</strong> Masonry A, B, C, D:<br />
Masonry A: Good workmanship, mortar, and design; reinforced, especially laterally,<br />
and bound together by using steel, concrete, etc.; designed to resist<br />
lateral forces.<br />
Masonry B: Good workmanship and mortar; reinforced, but not designed in detail to<br />
resist lateral forces.<br />
Masonry C: Ordinary workmanship and mortar; no extreme weaknesses like failing to<br />
tie in at corners, but neither reinforced nor designed against horizontal<br />
forces.<br />
Masonry D: Weak materials, such as adobe; poor mortar; low standards <strong>of</strong><br />
workmanship; weak horizontally.<br />
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THREAT ASSESSMENT 2 - HAZARDOUS MATERIAL INCIDENT<br />
General Situation<br />
The <strong>City</strong> <strong>of</strong> <strong>Santa</strong> <strong>Monica</strong> has a Hazardous Materials Plan which provides an overview<br />
<strong>of</strong> the <strong>City</strong>'s industrial locations and the potential involvement <strong>of</strong> hazardous material<br />
incidents. The <strong>Santa</strong> <strong>Monica</strong> Fire Department Hazardous Material Area Plan 2010 is<br />
available from the <strong>Santa</strong> <strong>Monica</strong> Fire Department and is updated regularly. Coupling the<br />
database <strong>of</strong> potentially hazardous locations with other elements <strong>of</strong> the plan provides an<br />
analysis and a beneficial planning tool. Hazardous materials are any substance or<br />
combination <strong>of</strong> substances which because <strong>of</strong> quantity, concentration, or characteristics<br />
may cause or significantly contribute to an increase in death or serious injury, or pose<br />
substantial hazards to humans and/or the environment.<br />
Hazardous material incidents differ from other emergency response situations because<br />
<strong>of</strong> the wide diversity <strong>of</strong> causative factors and the pervasiveness <strong>of</strong> the potential threat.<br />
Circumstances such as the prevailing wind and geographic features in the vicinity <strong>of</strong><br />
emergency incidents are relevant factors that may greatly increase the hazardous<br />
chemical dangers. Incidents may occur at fixed facilities where, most likely, the<br />
occupants have filed site specific emergency response contingency and evacuation<br />
plans. However, incidents may also occur at any place along any land, water or air<br />
transportation routes, and (in event <strong>of</strong> vessel mishaps, aircraft accidents, misuse <strong>of</strong><br />
agricultural chemicals and illegal dumping) may occur in unpredictable areas, relatively<br />
inaccessible by ground transportation.<br />
In <strong>Santa</strong> <strong>Monica</strong> the vast majority <strong>of</strong> hazardous material incidents are handled prior to<br />
their becoming a major disaster. Nevertheless, the emergency organization needs to<br />
be flexible and evolutionary in its response to a developing incident. The Hazardous<br />
Material Plan is designed to accommodate both the large number <strong>of</strong> relatively routine<br />
minor spill incidents and the truly catastrophic hazardous material disaster.<br />
Specific Situation<br />
The threat <strong>of</strong> a major hazardous material incident in <strong>Santa</strong> <strong>Monica</strong> exists from five<br />
different sources: (1) commercial vehicle, (2) air transportation; (3) pipeline; (4) fixed<br />
facility; and (5) clandestine dumping.<br />
There are numerous locations within the city which pose an above average risk <strong>of</strong><br />
hazardous materials incident occurrence. This is due to the nature <strong>of</strong> the business<br />
conducted at each location rather than unauthorized use <strong>of</strong> hazardous materials. Many<br />
<strong>of</strong> the businesses classified as posing an above average risk store and handle Class I<br />
and II flammable liquids. These businesses have been mapped and can due to the<br />
sensitive nature <strong>of</strong> the information is available for emergency response from the Fire<br />
Department. Mapping higher risk businesses has achieved two things; areas <strong>of</strong> high risk<br />
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usiness concentration have been identified, and local resources can now be located or<br />
positioned where they will do the most good.<br />
Freeway/Transportation<br />
The <strong>Santa</strong> <strong>Monica</strong> Freeway Interstate 10 passes through the center <strong>of</strong> the <strong>City</strong>. This<br />
freeway is part <strong>of</strong> the Inter-state system and is heavily traveled by trucks moving many<br />
types <strong>of</strong> materials, many <strong>of</strong> them hazardous.<br />
A major truck incident that occurs in a heavily populated industrial area or residential<br />
area can result in considerable loss <strong>of</strong> life and property. When a truck is involved in an<br />
accident, there is no longer control as to the direction the truck will travel. Potential<br />
hazards could be overturned tank trailers, direct impact either into a residence or<br />
industrial building, or entering into the normal flow <strong>of</strong> traffic.<br />
Each <strong>of</strong> these hazards encompasses many threats, such as hazardous materials<br />
incident, fire, severe damage to either adjacent buildings or vehicles, and loss <strong>of</strong> life <strong>of</strong><br />
pedestrians or those in either the adjacent buildings or vehicles.<br />
SANTA MONICA TRUCKING ROUTES<br />
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LOS ANGELES COUNTY FREEWAY MAP<br />
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Air Transportation<br />
The <strong>Santa</strong> <strong>Monica</strong> Airport handles small, single-engine propeller airplanes, medium size<br />
twin props and turboprop, and business/corporate jets. No air carrier aircraft operate at<br />
the <strong>Santa</strong> <strong>Monica</strong> Airport. However, the <strong>City</strong> <strong>of</strong> <strong>Santa</strong> <strong>Monica</strong> is in the flight pattern <strong>of</strong><br />
arriving and department aircraft carriers at the Los Angeles Airport.<br />
Crude Oil Pipeline<br />
A crude oil pipeline, owned and operated by Keystone XL Company runs beneath the<br />
<strong>City</strong>’s streets. This pipeline enters from the north under 26 th Street and travels west<br />
under Colorado, south beneath Cloverfield, west under Ocean Park, and exits the <strong>City</strong><br />
to the south, beneath 23 rd Street. The steel pipe is ten inches in diameter, is buried<br />
three to four feet deep. The pipeline runs within 50 feet <strong>of</strong> the municipal reservoir and<br />
well. It is located near 25 th Street and San Vicente, and crosses the <strong>Santa</strong> <strong>Monica</strong> Fault<br />
between Montana and Idaho, it intersects a major storm drain at 26 th Street and<br />
Broadway, and crosses over the <strong>Santa</strong> <strong>Monica</strong> Freeway on Cloverfield. Its route<br />
traverses dense residential and commercial neighborhoods. A rupture <strong>of</strong> the pipeline<br />
could pose major hazards to persons, property and the environment. Ruptures in the<br />
fifty-year old line have occurred at least three times at locations outside the <strong>City</strong>.<br />
Fixed Facility<br />
A serious hazardous material threat exists from an accidental spill and/or incident at one<br />
<strong>of</strong> the known facilities that manufacture, warehouse, and process toxic chemicals and/or<br />
generate hazardous waste materials within or next to <strong>City</strong> boundaries. Although there<br />
are numerous facilities involved with hazardous materials, they are less <strong>of</strong> a threat due<br />
to required plant contingency and evacuation plans.<br />
Clandestine Dumping<br />
Clandestine dumping is the criminal act <strong>of</strong> disposing <strong>of</strong> toxic materials and hazardous<br />
waste on public or private property. As the costs and restrictions increase for legitimate<br />
hazardous waste disposal sites, it can be anticipated that illegal dumping <strong>of</strong> hazardous<br />
materials will increase proportionately.<br />
Emergency Response Actions<br />
Emergency response checklists applicable to all common hazards are presented in this<br />
Multi Hazard Functional Emergency Plan. Refer to the <strong>City</strong> <strong>of</strong> <strong>Santa</strong> <strong>Monica</strong> Hazardous<br />
Material Plan for specific information. Appropriate facility listings and maps are<br />
contained in that plan.<br />
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THREAT ASSESSMENT 3 - SEVERE STORMS & FLOODING<br />
General Situation<br />
<strong>Santa</strong> <strong>Monica</strong> is designated by the National Flood Insurance Program as a Zone "C", or<br />
<strong>City</strong> <strong>of</strong> minimal flood hazard. The hazardous situations caused by storms are generally<br />
dependent on the amount <strong>of</strong> warning time that the <strong>City</strong> receives prior to an actual<br />
disaster. Monitoring <strong>of</strong> storms by weather services have historically provided warning<br />
times that can vary from weeks to hours prior to the event. The ability <strong>of</strong> <strong>City</strong> personnel<br />
to conduct an evacuation, provide sandbagging, and perform other mitigating measures<br />
is dependent on the amount <strong>of</strong> warning time that the <strong>City</strong> receives from weather<br />
services<br />
Emergency activities that take place in a storm situation include: rescuing people<br />
trapped by flood water, securing utilities, cordoning <strong>of</strong>f flooded areas, crowd and traffic<br />
control, and evacuating the Pier and other impacted areas. These actions could overtax<br />
the <strong>City</strong>’s capabilities and additional personnel and resources may be required. (See<br />
Attachment 6 - Storm Drain System and Attachment 7 - Sanitary Sewer System)<br />
Specific Situation<br />
The <strong>City</strong> <strong>of</strong> <strong>Santa</strong> <strong>Monica</strong> is familiar with the flooding and destruction caused by<br />
astronomical tides and heavy storm conditions. During the winter <strong>of</strong> 1983, the <strong>City</strong><br />
suffered a major loss to the Pier facility. Most <strong>of</strong> the west end <strong>of</strong> the Pier and the section<br />
under Pacific Park was rebuilt with concrete pilings and caps following the 1983 storm.<br />
Again, in 1988, additional storm damage was sustained. In 1998, the El Nino Storms<br />
created approximated $400,000 in flood damage and recurring landslides along<br />
Palisades Park blocking Pacific Coast Highway. The landslide was approximately 115<br />
feet high and 150 feet wide. Sloughing affected the stability <strong>of</strong> the near vertical bluff.<br />
Mitigation measures <strong>of</strong> drilling vertically and horizontally into the hillside assisted in<br />
removing water from bluff and grading the top and bottom <strong>of</strong> the bluff reduced the threat<br />
to life and property.<br />
Pier Emergency Response<br />
Due to special considerations on the Pier, specific emergency procedures for the Pier<br />
have been developed. The Pier representatives and the <strong>Santa</strong> <strong>Monica</strong> Police<br />
Department have developed emergency response plans and protocols to ensure the<br />
safety <strong>of</strong> those who live and work on and around the Pier.<br />
A decision to close and or reopen the Pier will be made by the Chief <strong>of</strong> Police<br />
Department, Chief <strong>of</strong> Fire Department, or <strong>City</strong> Manager. Once ordered, Police<br />
Department personnel will begin re-opening <strong>of</strong> the Pier. Re-entry into an evacuated<br />
area will require the individual to have proper identification and to be authorized and<br />
escorted by the Police Department.<br />
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Emergency coordination takes place with Los Angles <strong>City</strong>, Los Angeles County<br />
Lifeguards, Cal Trans, California Highway Patrol (CHP), and County Public Works in<br />
coordinating EOC Planning, Operations, Logistics and Financial resources in the event<br />
<strong>of</strong> a major disaster.<br />
Evacuation Routes<br />
It is expected that major streets will be open. As such, evacuation should be easily<br />
facilitated. Other pertinent information relating to evacuation operations can be found in<br />
SEMS Functions and Checklist, Operations Section.<br />
County Response<br />
The Department <strong>of</strong> Public Works Emergency Response Plan involves numerous stages<br />
<strong>of</strong> response for affected County Departments, cities and agencies. Prioritized warning<br />
and alerting stages will be activated according to established procedures. Some <strong>of</strong> the<br />
agencies to be contacted include the County’s Emergency Operations Center and<br />
Sheriff’s Department, all Los Angeles County Departments, U.S. Army Corps <strong>of</strong><br />
Engineers, Office <strong>of</strong> Emergency Management and the thirteen cities that lie within the<br />
100-year flood inundation area.<br />
STORM DRAIN SYSTEM MAP<br />
See Supporting Documentation MAPS<br />
SANITARY SEWER SYSTEM MAP<br />
See Supporting Documentation MAPS<br />
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THREAT ASSESSMENT 4 - RESERVOIR/DAM FAILURE<br />
General Situation<br />
Dam failures can result from a number <strong>of</strong> natural or manmade causes such as<br />
earthquakes, erosion <strong>of</strong> the face or foundation, improper silting, rapidly rising flood<br />
waters, and structural/design flaws. There are three general types <strong>of</strong> dams: earth and<br />
rock fill, concrete arch or hydraulic fill, and concrete gravity. Each <strong>of</strong> these types <strong>of</strong><br />
dams has different failure characteristics.<br />
A dam failure will cause loss <strong>of</strong> life, damage to property, and other ensuing hazards, as<br />
well as the displacement <strong>of</strong> persons residing in the inundation path. Damage to electric<br />
transmission lines could impact life support systems in communities outside the<br />
immediate hazard areas. A catastrophic dam failure, depending on size <strong>of</strong> dam and<br />
population downstream, could exceed the response capability <strong>of</strong> local communities.<br />
Damage control and disaster relief support would be required from other local<br />
governmental and private organizations, and from the state and federal governments.<br />
Mass evacuation <strong>of</strong> the inundation areas would be essential to save lives, if warning<br />
time should permit. Extensive search and rescue operations may be required to assist<br />
trapped or injured persons. Emergency medical care, food, and temporary shelter<br />
would be required for injured or displaced persons. Identification and burial <strong>of</strong> many<br />
dead persons would pose difficult problems; public health would be a major concern.<br />
Many families would be separated, particularly if the failure should occur during working<br />
hours.<br />
These and other emergency/disaster operations could be seriously hampered by the<br />
loss <strong>of</strong> communications, damage to transportation routes, and the disruption <strong>of</strong> public<br />
utilities and other essential services. Governmental assistance could be required and<br />
may continue for an extended period. Actions would be required to remove debris and<br />
clear roadways, demolish unsafe structures, assist in reestablishing public services and<br />
utilities, and provide continuing care and welfare for the affected population including,<br />
as required, temporary housing for displaced persons.<br />
Storage Reservoirs<br />
<strong>Santa</strong> <strong>Monica</strong> maintains the capability to store 40 million gallons <strong>of</strong> water among its four<br />
storage reservoirs – Arcadia, Franklin Street (also referred to as Mt. Olivette), San<br />
Vicente, and Riviera. This discussion addresses the impacts <strong>of</strong> a sudden loss <strong>of</strong> water<br />
from the reservoirs due to a structural failure.<br />
Arcadia reservoir was built in 1924 as a partially buried concrete tank. Its capacity is<br />
5.0 million gallons. Given its age and construction methods employed at the time, a<br />
strong earthquake is likely to cause a rupture <strong>of</strong> the structural walls <strong>of</strong> the reservoir.<br />
The reservoir is located at the Arcadia Water Treatment Plant in West Los Angeles in a<br />
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heavily urbanized area. Loss <strong>of</strong> reservoir water would result in short duration localized<br />
flooding; likely entering the storm drains in surrounding streets.<br />
Franklin Street reservoir is located at the crest <strong>of</strong> the hill on Franklin Street in <strong>Santa</strong><br />
<strong>Monica</strong> between Wilshire Boulevard and Montana Avenue. Its capacity is 5.0 million<br />
gallons. It is located in a residential area, and is constructed as a completely buried<br />
concrete tank. Should the tank fail it could result in surface land erosion and possible<br />
damage to residences down slope to the south and west.<br />
San Vicente Reservoir is a 5.0 million gallon concrete, completely buried tank situated<br />
under the median <strong>of</strong> San Vicente Boulevard between 23 rd Street and 25 th Street in<br />
<strong>Santa</strong> <strong>Monica</strong>. The surrounding land use is principally single family residential. A<br />
failure <strong>of</strong> this reservoir would not result in significant surface disruption or flooding as<br />
the reservoir is buried below grade. Water released from a tank failure would seep into<br />
the adjoining soil structure; should it ultimately find its way to the street level, the slope<br />
<strong>of</strong> the streets would carry water in a westerly direction toward existing storm water catch<br />
basins.<br />
Riviera Reservoir is the largest <strong>of</strong> the city’s water storage reservoirs. With a storage<br />
capacity <strong>of</strong> 25 million gallons, it is located underneath the tennis courts at Riviera<br />
Country Club in Pacific Palisades. It is rectangular in shape, with compacted fill on the<br />
north and west side <strong>of</strong> the structure. A tank wall failure on the north and/or west side <strong>of</strong><br />
the structure will result in water seeping into the adjoining soil structure and potential<br />
soil erosion and possible damage to structures and homes adjacent to the area. Failure<br />
in the east side would release significant amounts <strong>of</strong> water, jeopardizing homes and golf<br />
course structures on that side. Failure on the south side would similarly release a<br />
significant amount <strong>of</strong> water and flood the golf course, ultimately being channeled<br />
through <strong>Santa</strong> <strong>Monica</strong> Creek to the Pacific Ocean.<br />
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THREAT ASSESSMENT 5 - TRANSPORTATION: MAJOR AIR CRASH<br />
General Situation<br />
A major air crash that occurs in a heavily populated residential area can result in<br />
considerable loss <strong>of</strong> life and property. Damage assessment and disaster relief efforts<br />
associated with an air crash incident will require support from other local governments,<br />
private organizations and in certain instances from the state and federal governments.<br />
Emergency medical care, food and temporary shelter will be required by injured or<br />
displaced persons. Investigators from the National Transportation and Safety Board<br />
and the Los Angeles County Coroner’s Office will have short-term jurisdiction over the<br />
crash area and investigations will be completed before the area is released for clean up.<br />
The clean-up operation may consist <strong>of</strong> the removal <strong>of</strong> large debris, clearing <strong>of</strong><br />
roadways, demolishing unsafe structures and towing <strong>of</strong> demolished vehicles.<br />
A coordinated response team, comprised <strong>of</strong> mental health pr<strong>of</strong>essionals, will take a<br />
proactive approach toward identifying and addressing mental health needs stemming<br />
from any traumatic disaster.<br />
Specific Situation<br />
<strong>Santa</strong> <strong>Monica</strong> Airport<br />
Type: Airport, Status: Operational, Activation Date: 04/01/1940, Runways: 2, Land Area<br />
Covered By Airport: 215 acres, Ownership: Publicly owned, Facility Use: Open to public,<br />
Site Number: 02253.*A, Location ID: SMO, Region: Western-Pacific, District Office:<br />
LAX, Unicom Frequency: 122.950 Hz, Common Traffic Advisory Frequency (CTAF):<br />
120.100 Hz, Aeronautical sectional chart: Los Angeles, Tie-In FSS: No, Tie-In FSS ID:<br />
HHR, Tie-In FSS Name: Hawthorne, Tie-In FSS Toll-Free Number: 1-800-WX-BRIEF,<br />
Elevation: 177 ft, Elevation determination method: Surveyed, Elevation Source: NGS<br />
(2006-02-12), Air traffic control tower: Yes, Boundary ARTCC (FAA) computer ID: ZCL,<br />
Boundary ARTCC ID: ZLA, Boundary ARTCC Name: Los Angeles, Airspace<br />
Determination: No Objection, Federal Agreements: NGPY3, NOTAM Service: Yes,<br />
NOTAM Facility ID: SMO, Last Inspection<br />
State: California, County: Los Angeles, <strong>City</strong>: <strong>Santa</strong> <strong>Monica</strong>, GPS (Degrees): Latitude:<br />
34° 00' 57'', Longitude: -118° 27' 04.700'', GPS (Seconds): Longitude: 34.015833,<br />
Latitude: -118. State: California, County: Los Angeles, <strong>City</strong>: <strong>Santa</strong> <strong>Monica</strong>, GPS<br />
(Degrees): GPS determination method: Estimated, Position Source: NGS (2006-02-12),<br />
Distance from central business district: 3 mi<br />
Single Engine Aircraft: 254, Multi Engine Aircraft: 35, Jet Engine Aircraft: 7, Helicopters:<br />
7<br />
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<strong>City</strong> Of <strong>Santa</strong> <strong>Monica</strong>, 3223 Donald Douglas Loop S., <strong>Santa</strong> <strong>Monica</strong>, Ca 90405, 310-<br />
458-8591<br />
Runway #1<br />
ID: '03/21, Length: 4973 ft, Width: 150 ft, Runway Surface Type Condition: Asphalt or<br />
bituminous concrete, Good condition, Runway Surface Treatment: Saw-cut or plastic<br />
grooved, Runway Weight Bearing Capacity: Single Wheel: 40,000 lbs, Dual Wheel:<br />
60,000 lbs, Dual Tandem Wheel: 105,000 lbs, Edge Lights Intensity: Medium Base End<br />
Base End ID: '03, True Alignment: 44, Right Traffic Pattern: Yes, Runway Markings<br />
Type: Non-precision instrument, Markings Condition: Good, Physical GPS (Degrees):<br />
Lat: 34° 00' 39.435'', Lng: -118° 27' 25.427'', Physical GPS (Seconds): Lat: 34.010954,<br />
Lng: -118.457063, Physical Elevation: 118 ft, Threshold Crossing Height: 27.0 ft, Glide<br />
Path Angle: 0.04 °, Elevation At Touchdown Zone: 154.0 ft, Visual Glide Slope<br />
Indicators: V4L, Runway Visual Range Equipment (RVR): Midfield, Runway End<br />
Identifier Lights (REIL): Yes, Centerline Lights: No, Touchdown Lights: No, Controlling<br />
Object Description: TREE, FAA FAR Part 77 Category: Other than utility runway with a<br />
visual approach, Object Clear Slope: 6, Object Height: 45 ft, Object Distance From<br />
Runway: 475.0 ft, Object Offset From Runway: 150L ft, Runway End Gradient: 1.2,<br />
Position Source: NGS (02/12/2006), Elevation Source: NGS (02/12/2006), Touchdown<br />
Zone Elevation Source: NGS (02/12/2006) Reciprocal End Reciprocal End ID: '21, True<br />
Alignment: 224, Instrument Landing System (ILS) Type: Localizer-type directional aid,<br />
Right Traffic Pattern: No, Runway Markings Type: Non-precision instrument, Markings<br />
Condition: Good, Physical GPS (Degrees): Lat: 34° 01' 14.476'', Lng: -118° 26' 43.964'',<br />
Physical GPS (Seconds): Lat: 34.020688, Lng: -118.445546, Physical Elevation: 177 ft,<br />
Threshold Crossing Height: 65.0 ft, Glide Path Angle: 0.04 °, Elevation At Touchdown<br />
Zone: 177.0 ft, Visual Glide Slope Indicators: P4L, Runway Visual Range Equipment<br />
(RVR): Midfield, Runway End Identifier Lights (REIL): Yes, Centerline Lights: No,<br />
Touchdown Lights: No, FAA FAR Part 77 Category: Other than utility runway with a<br />
visual approach, Object Clear Slope: 50, Runway End Gradient: 1.2, Position Source:<br />
NGS (02/12/2006), Elevation Source: NGS (02/12/2006), Touchdown Zone Elevation<br />
Source: NGS (02/12/2006)<br />
Runway #2<br />
ID: 'H1, Length: 40 ft, Width: 40 ft, Runway Surface Type Condition: Asphalt or<br />
bituminous concrete, Good condition, Edge Lights Intensity: PERI Base End Base End<br />
ID: 'H1, Runway Markings Type: Basic, Markings Condition: Good<br />
Emergency Response Actions<br />
In the event <strong>Santa</strong> <strong>Monica</strong> experiences a major disaster and if the airport is not<br />
rendered inoperative, the following facilities/services will be provided:<br />
<br />
The Airport Manager is the designated Emergency Coordinator and the Airside<br />
Operations Coordinator is the Airport’s Assistant Emergency Coordinator. The<br />
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Airport Administration Building serves as the base for the Department Operations<br />
Center (DOC). Communications equipment includes a transmitter and receiver,<br />
telephones, personal cellular telephones, two-way radios used between airport staff<br />
and airport security staff, and a small, hand-held VHF transmitter and receiver with<br />
limited range.<br />
<br />
<br />
<br />
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<br />
The airport is equipped to handle the arrival and transport <strong>of</strong> key staff and <strong>of</strong>ficials,<br />
and can provide a base for emergency activities such as damage surveyors, law<br />
enforcement, firefighting, relief organizations such as the American Red Cross,<br />
search and rescue teams, medical evacuation/air ambulances and the news media.<br />
The Federal Aviation Administration (FAA) Control Tower has complete backup<br />
power and is capable <strong>of</strong> communicating with all types <strong>of</strong> aircraft, and the <strong>Santa</strong><br />
<strong>Monica</strong> EOC. VHF radio, microwave radio and telephone communications are<br />
available in the control tower. In the event the Control Tower becomes<br />
uninhabitable, the public observation deck located outside the Airport Administration<br />
Building is the designated emergency Control Tower and direct air traffic from this<br />
alternate location until such time the facility is deemed safe to occupy.<br />
The FAA Automated Terminal Information System (ATIS) gives current weather<br />
information <strong>of</strong> the <strong>Santa</strong> <strong>Monica</strong> Airport. The information is updated hourly and in the<br />
event <strong>of</strong> a significant change in weather conditions. The ATIS is broadcast on<br />
119.15 MHZ and is available via telephone 450-4620. Note: ATIS information is<br />
given in Greenwich Mean Time (by dialing ZULU Time).<br />
Airport Security personnel are on-site 24 hours per day, and are capable <strong>of</strong><br />
responding to emergency needs as required and directed by the <strong>Santa</strong> <strong>Monica</strong><br />
Police Department.<br />
The <strong>City</strong> <strong>of</strong> <strong>Santa</strong> <strong>Monica</strong>’s Fire Station #5 is located immediately adjacent to the<br />
northwest edge <strong>of</strong> the <strong>Santa</strong> <strong>Monica</strong> Airport. That facility has an ―immediate<br />
response‖ capability to respond to the airport. There are two fire trucks located at<br />
Station 5 – a triple pumper engine and a special aircraft firefighting apparatus.<br />
Aviation fuel for fixed wing props, turbo props, helicopters, and turbine-powered<br />
aircraft, can be obtained from American Flyers and Supermarine (both are FBOs<br />
located on the airfield). No automobile or diesel fuel is available.<br />
The Federal Aviation Administration (FAA) control tower has complete backup power<br />
and capable <strong>of</strong> communicating with aircraft, the EOC, VHF radio systems, as well as<br />
other forms <strong>of</strong> communications.<br />
The Civil Air Patrol (CAP) is a civilian auxiliary <strong>of</strong> the United States Air Force. CAP<br />
has <strong>of</strong>fices located at <strong>Santa</strong> <strong>Monica</strong> Airport. Their emergency services mission<br />
includes search and rescue, civil defense, and disaster relief operations in support <strong>of</strong><br />
local, state, federal, and other emergency services organizations. The CAP<br />
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maintains mutual support relationships with the American Red Cross, Salvation<br />
Army, Federal Emergency Management Agency (FEMA), FAA, U.S. Coast Guard<br />
Auxiliary, and other humanitarian organizations in conducting emergency relief<br />
operations. The CAP utilizes paging and radio systems in conducting their missions,<br />
and they have the ability to communicate nationally. They also have Emergency<br />
Locator Transmitters. CAP provides air and ground transportation.<br />
<br />
<br />
Angel Flight is a non-pr<strong>of</strong>it organization with over 450 volunteers, some based at<br />
<strong>Santa</strong> <strong>Monica</strong> Airport. Angel Flight’s primary mission is to fly medically stable,<br />
ambulatory patients to hospitals and medical facilities throughout the state.<br />
However, they also have a Disaster Response Team consisting <strong>of</strong> volunteer pilots<br />
who hold state identification cards and are available to assist CalEMA in times <strong>of</strong><br />
state or federally declared emergencies. The Disaster Response Team is activated<br />
by CalEMA, however Angel Flight can call CalEMA when a major emergency arises<br />
and let them know that they are available to provide assistance.<br />
<strong>Santa</strong> <strong>Monica</strong> Airport has numerous hangars that can be used for the purpose <strong>of</strong><br />
providing temporary shelter, staging areas for supplies and equipment, and or<br />
staging for emergency medical treatment. The largest <strong>of</strong> these is Barker Hangar<br />
which is located on the south side <strong>of</strong> the airport. Barker Hangar can be used as a<br />
shelter, medical triage center, morgue, supply center, etc., in the event <strong>of</strong> a major<br />
emergency. Although the hangar does not have a back-up power generator on site,<br />
arrangements are in place for a generator to be brought in should a major<br />
emergency occur.<br />
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ATTACHMENT 9<br />
LOCAL AIRPORTS<br />
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THREAT ASSESSMENT 7 - CIVIL UNREST<br />
General Situation<br />
The spontaneous disruption <strong>of</strong> normal, orderly conduct and activities in urban areas, or<br />
outbreak <strong>of</strong> rioting or violence that is <strong>of</strong> a large nature is referred to as civil unrest Civil<br />
unrest is usually noted by the fact that normal on-duty police and safety forces cannot<br />
adequately deal with the situation until additional resources can be acquired. This is the<br />
time period when civil unrest can grow to large proportions. Threat to law enforcement,<br />
fire service and other safety personnel can be severe. Securing <strong>of</strong> essential facilities<br />
and services is necessary.<br />
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THREAT ASSESSMENT 8 - TERRORISM<br />
General Situation<br />
In the wake <strong>of</strong> the 1993 World Trade Center bombing in New York and the Oklahoma<br />
<strong>City</strong> bombing in 1995, terrorism became a serious concern for emergency management,<br />
emergency responders, and the public at large. However, the attack on the World<br />
Trade Center and the Pentagon in 2001 has elevated concern about terrorism to a very<br />
high level which requires us to be prepared for and able to respond to situations that go<br />
beyond previously considered terrorist incident scenarios<br />
Terrorism is defined as the use <strong>of</strong> fear or intimidation, usually political goals. Terrorism<br />
is a crime where the threat <strong>of</strong> violence is <strong>of</strong>ten as effective as the commission <strong>of</strong> the<br />
violent act itself. Terrorism affects us through fear, physical injuries, economic losses,<br />
psychological trauma, and erosion <strong>of</strong> faith in government. Terrorism is not an ideology.<br />
Terrorism is a strategy used by individuals or groups to achieve their political goals.<br />
Terrorists espouse a wide range <strong>of</strong> causes. They can be for or against almost any<br />
issue, religious belief, political position, or group <strong>of</strong> people <strong>of</strong> one national origin or<br />
another. Because <strong>of</strong> the tremendous variety <strong>of</strong> causes supported by terrorists and the<br />
wide variety <strong>of</strong> potential targets, there is no place that is truly safe from terrorism.<br />
Throughout California there is nearly limitless number <strong>of</strong> potential targets, depending on<br />
the perspective <strong>of</strong> the terrorist. Some <strong>of</strong> these targets include: government <strong>of</strong>fices,<br />
pregnancy centers, religious facilities, public places (such as shopping centers),<br />
schools, power plants, refineries, utility infrastructures, water storage facilities, dams,<br />
private homes, prominent individuals, financial institutions and other businesses.<br />
In Los Angeles County, the Joint Regional Information Center (JRIC) is tasked with<br />
gathering, analyzing, and disseminating terrorist threat information to local jurisdictions.<br />
The JRIC is coordinated by the Los Angeles County Sheriff’s Department and shares<br />
information with Fire, Police, and Emergency Management <strong>of</strong>ficials regularly.<br />
There are unique challenges to a terrorist event involving a Weapon <strong>of</strong> Mass<br />
Destruction (WMD), such as a nuclear, radiological, biological, explosive or chemical<br />
weapon. As in all incidents, WMD incidents may involve mass casualties and damage<br />
to buildings or other types <strong>of</strong> property. However, there are a number <strong>of</strong> factors<br />
surrounding WMD incidents that are unlike any other type <strong>of</strong> incidents that must be<br />
taken into consideration when planning a response.<br />
<br />
The situation may not be recognizable until there are multiple casualties or a<br />
secondary event occurs that indicates that the first was not an accident. Most<br />
chemical and biological agents are not detectable by conventional methods used for<br />
explosives and firearms. Most agents can be carried in containers that look like<br />
ordinary items.<br />
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There may be multiple events (i.e., one event in an attempt to influence another<br />
event’s outcome).<br />
Responders are placed at a higher risk <strong>of</strong> becoming casualties because agents are<br />
not readily identifiable. Responders may become contaminated before recognizing<br />
the agents involved. First responders may, in addition, be targets for secondary<br />
releases or explosions.<br />
The location <strong>of</strong> the incident will be treated as a crime scene. As such, preservation<br />
and collection <strong>of</strong> evidence is critical.<br />
Therefore, it is important to ensure that actions on-scene are coordinated between<br />
response organizations to minimize any conflicts between law enforcement authorities,<br />
who view the incident as a crime scene, and other responders, who view it as a<br />
hazardous materials or disaster scene.<br />
In addition to local response coordination challenges, the WMD incident will add a<br />
myriad <strong>of</strong> state and federal agencies into the system. Coordination and<br />
communication issues between all response levels (local, state, and federal) will<br />
constantly need to be assessed.<br />
Contamination <strong>of</strong> critical facilities and large geographic areas may result. Victims<br />
may carry an agent unknowingly to public transportation facilities, businesses,<br />
residences, doctors' <strong>of</strong>fices, walk-in medical clinics, or emergency rooms because<br />
they don’t realize that they are contaminated. First responders may carry the agent<br />
to fire or precinct houses, hospitals, or to the locations <strong>of</strong> subsequent calls.<br />
The scope <strong>of</strong> the incident may expand geometrically and may affect mutual aid<br />
jurisdictions. Airborne agents flow with the air current and may disseminate via<br />
ventilation systems, carrying the agents far from the initial source.<br />
There will be a stronger reaction from the public than with other types <strong>of</strong> incidents.<br />
The deliberate destruction <strong>of</strong> life and property is both horrific and difficult to process,<br />
and the fear <strong>of</strong> additional attacks as well as the unknown makes the public’s<br />
response more severe. Also, the thought <strong>of</strong> exposure to a chemical or biological<br />
agent or radiation evokes terror in most people.<br />
Time is working against responding elements. The incident can expand<br />
geometrically and very quickly. In addition, the effects <strong>of</strong> some chemicals and<br />
biological agents worsen over time.<br />
Support facilities, such as utility stations and 911 centers along with critical<br />
infrastructures, are at risk as targets.<br />
Specialized State and local response capabilities may be overwhelmed.<br />
Terrorism Hazards<br />
Terrorism hazards may be WMD (including conventional explosives, secondary devices,<br />
and combined hazards) or other means <strong>of</strong> attack (including low-tech devices and<br />
delivery, attacks on infrastructure, and cyber terrorism).<br />
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WMD Hazard Agents<br />
Weapons <strong>of</strong> mass destruction are defined as any weapon that is designed or intended<br />
to cause death or serious bodily injury through the release, dissemination, or impact <strong>of</strong><br />
toxic or poisonous chemicals; disease organisms; radiation or radioactivity; or explosion<br />
or fire. At least two important considerations distinguish these hazards from other types<br />
<strong>of</strong> terrorist tools.<br />
First, in the case <strong>of</strong> chemical, biological, and radioactive agents, their presence may not<br />
be immediately obvious, making it difficult to determine when and where they have been<br />
released, who has been exposed, and what danger is present for first responders and<br />
medical technicians. Second, although there is a sizable body <strong>of</strong> research on battlefield<br />
exposures to WMD agents, there is limited scientific understanding <strong>of</strong> how these agents<br />
affect civilian populations.<br />
Biological Threats<br />
Biological agents are organisms or toxins that can kill or incapacitate people, livestock<br />
and crops. A biological attack is the deliberate release <strong>of</strong> germs or other biological<br />
substances that can make you sick.<br />
The three basic groups <strong>of</strong> biological agents that would likely be used as weapons are<br />
bacteria, viruses and toxins. Most biological agents are difficult to grow and maintain.<br />
Many break down quickly when exposed to sunlight and other environmental factors,<br />
while others, such as anthrax spores, are very long lived. Biological agents can be<br />
dispersed by spraying them into the air, by infecting animals that carry the disease to<br />
humans and by contaminating food and water. Delivery methods include:<br />
Aerosols - biological agents are dispersed into the air, forming a fine mist that may<br />
drift for miles. Inhaling the agent may cause disease in people or animals.<br />
Animals - some diseases are spread by insects and animals, such as fleas, mice,<br />
flies, mosquitoes and livestock.<br />
Food and water contamination - some pathogenic organisms and toxins may<br />
persist in food and water supplies. Most microbes can be killed, and toxins<br />
deactivated, by cooking food and boiling water. Most microbes are killed by boiling<br />
water for one minute, but some require longer. Follow <strong>of</strong>ficial instructions.<br />
Person-to-person - spread <strong>of</strong> a few infectious agents is also possible. Humans<br />
have been the source <strong>of</strong> infection for smallpox, plague, and the Lassa viruses.<br />
Specific information on biological agents is available through the Centers for Disease<br />
Control and Prevention.<br />
Chemical Threats<br />
Chemical agents are poisonous vapors, aerosols, liquids and solids that have toxic<br />
effects on people, animals or plants. They can be released by bombs or sprayed from<br />
aircraft, boats and vehicles. They can be used as a liquid to create a hazard to people<br />
and the environment. Some chemical agents may be odorless and tasteless. They can<br />
have an immediate effect (a few seconds to a few minutes) or a delayed effect (2 to 48<br />
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hours). While potentially lethal, chemical agents are difficult to deliver in lethal<br />
concentrations. Outdoors, the agents <strong>of</strong>ten dissipate rapidly. Chemical agents also are<br />
difficult to produce.<br />
A chemical attack could come without warning. Signs <strong>of</strong> a chemical release include<br />
people having difficulty breathing; experiencing eye irritation; losing coordination;<br />
becoming nauseated; or having a burning sensation in the nose, throat and lungs. Also,<br />
the presence <strong>of</strong> many dead insects or birds may indicate a chemical agent release.<br />
Cyber Attack<br />
Often times, we may not realize that our actions online might put us, our families, and<br />
even our country at risk. Learning about the dangers online and taking action to protect<br />
ourselves is the first step in making the Internet a safer place for everyone.<br />
Cybersecurity is a shared responsibility and we each have a role to play.<br />
Cybersecurity involves protecting that infrastructure by preventing, detecting, and<br />
responding to cyber incidents. Unlike physical threats that prompt immediate action–like<br />
stop, drop, and roll in the event <strong>of</strong> a fire–cyber threats are <strong>of</strong>ten difficult to identify and<br />
comprehend. Among these dangers are viruses erasing entire systems, intruders<br />
breaking into systems and altering files, intruders using your computer or device to<br />
attack others, or intruders stealing confidential information. The spectrum <strong>of</strong> cyber risks<br />
is limitless; threats, some more serious and sophisticated than others, can have wideranging<br />
effects on the individual, community, organizational, and national level. These<br />
risks include:<br />
Organized cybercrime, state-sponsored hackers, and cyber espionage can pose<br />
national security risks to our country.<br />
Transportation, power, and other services may be disrupted by large scale cyber<br />
incidents. The extent <strong>of</strong> the disruption is highly uncertain as it will be determined by<br />
many unknown factors such as the target and size <strong>of</strong> the incident.<br />
Vulnerability to data breach and loss increases if an organization’s network is<br />
compromised. Information about a company, its employees, and its customers can<br />
be at risk.<br />
Individually-owned devices such as computers, tablets, mobile phones, and gaming<br />
systems that connect to the Internet are vulnerable to intrusion. Personal information<br />
may be at risk without proper security.<br />
Explosions<br />
Terrorists have frequently used explosive devices as one <strong>of</strong> their most common<br />
weapons. Explosive devices can be highly portable, using vehicles and humans as a<br />
means <strong>of</strong> transport. They are easily detonated from remote locations or by suicide<br />
bombers.<br />
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Conventional bombs have been used to damage and destroy financial, political, social,<br />
and religious institutions. Attacks have occurred in public places and on city streets with<br />
thousands <strong>of</strong> people around the world injured and killed.<br />
Nuclear Blast<br />
A nuclear blast is an explosion with intense light and heat, a damaging pressure wave,<br />
and widespread radioactive material that can contaminate the air, water, and ground<br />
surfaces for miles around. A nuclear device can range from a weapon carried by an<br />
intercontinental missile launched by a hostile nation or terrorist organization, to a small<br />
portable nuclear devise transported by an individual. All nuclear devices cause deadly<br />
effects when exploded, including blinding light, intense heat (thermal radiation), initial<br />
nuclear radiation, blast, fires started by the heat pulse and secondary fires caused by<br />
the destruction.<br />
The nuclear threat present during the Cold War has diminished; however, the possibility<br />
remains that a terrorist could obtain access to a nuclear weapon. Called improvised<br />
nuclear devices (IND), these are generally smaller, less powerful weapons than we<br />
traditionally envision.<br />
Air Burst<br />
An air burst, by definition, is when a nuclear weapon is detonated and the fireball does<br />
not touch the surface <strong>of</strong> the earth. Usually, the weapon is set to detonate at a height <strong>of</strong><br />
between 5,000 and 15,000 feet. Air bursts are generally selected for their capability to<br />
generate high over-pressure and shock effect over large areas, as well as to ignite fires<br />
for great distances. Neither radiation nor radioactive fallout is considered to be a<br />
significant factor in the event <strong>of</strong> an air burst.<br />
Surface Burst<br />
A nuclear detonation is considered to be a surface burst when the fireball generated<br />
touches the surface <strong>of</strong> the earth. Surface bursts could include water bursts, underwater<br />
bursts and underground bursts. Surface bursts produce large amounts <strong>of</strong> radioactive<br />
fallout. Therefore, some targets may be selected not only for the purpose <strong>of</strong> destroying<br />
facilities, but to also use the downwind fallout to prevent access or restrict movement in<br />
large geographical areas. Detonation <strong>of</strong> a nuclear bomb can produce various damaging<br />
effects. Included are blast and over-pressure, intense heat and light, nuclear radiation<br />
(fission and fusion), electromagnetic pulse, and for surface bursts, radioactive fallout.<br />
Blast<br />
When a weapon is detonated, a tremendous pressure is developed, called the blast.<br />
This over-pressure rapidly expands outward in all directions, creating extremely high<br />
winds. The expansion continues until the over-pressure is reduced to normal pressure.<br />
The rapid outward expansion <strong>of</strong> air creates a vacuum which must equalize. The winds<br />
then reverse to the opposite direction and continue until the air pressure is equalized.<br />
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Damage and injury are caused not only by the outward expansion phase <strong>of</strong> the wind<br />
and pressure, but also in the opposite direction when the air is rushing back to fill the<br />
vacuum. It is believed that an ordinary California home would be destroyed at about 1.5<br />
to 2 psi, <strong>of</strong>ten 2 to 5 miles from the detonation.<br />
Thermal Radiation<br />
Thermal radiation is a burst <strong>of</strong> intense light and heat. This phenomenon can initiate fires<br />
as well as produce casualties. A one-megaton explosion can produce flash-blindness<br />
up to 13 miles on a clear day, or 53 miles on a clear night. Thermal radiation can cause<br />
skin and retinal burns many miles from the point <strong>of</strong> detonation. A one-megaton<br />
explosion can cause first-degree burns at distances <strong>of</strong> approximately 7 miles, seconddegree<br />
burns at approximately 6 miles, and third- degree burns at approximately 5 miles<br />
from ground zero. Detonation <strong>of</strong> a single thermonuclear weapon could cause many<br />
thousands <strong>of</strong> burn casualties.<br />
Initial Radiation<br />
Initial radiation is defined as the radiation emitted during the first minute after<br />
detonation, comprised <strong>of</strong> gamma rays and neutrons. For large yield weapons, the<br />
range <strong>of</strong> the initial radiation is less than that <strong>of</strong> the lethal blast and thermal radiation<br />
effects. However, with respect to small yield weapons, the initial radiation may be the<br />
lethal effect with the greatest range.<br />
Fallout<br />
Fallout is produced by surface debris drawn into and irradiated by the fireball, then<br />
rising into the atmosphere and eventually returning to earth. When a nuclear detonation<br />
occurs, fission products and induced radioactive material from the weapon casing and<br />
debris are pulled up into the fireball and returns to earth as fallout. A source <strong>of</strong> ionizing<br />
radiation, fallout may be deposited miles from the point <strong>of</strong> detonation and thus affect<br />
people otherwise safe from the other effects <strong>of</strong> the weapon. The radiation danger<br />
associated with fallout decreases as the radioactive material decays. Decay rates<br />
range from several minutes to several years.<br />
Electromagnetic Pulse (EMP)<br />
An Electromagnetic Pulse is an intense electric and magnetic fields that can damage<br />
unprotected electronic equipment. This effect is most pronounced in high altitude bursts<br />
(above 100,000 feet). Surface bursts typically produce significant EMP up to the 1 psi<br />
over-pressure range, while air bursts produce somewhat less. No evidence exists<br />
suggesting that EMP produces harmful effects in humans.<br />
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Emergency Response Actions<br />
Response activities to the nuclear materials threat will consist <strong>of</strong> in-place protection<br />
measures, relocation and spontaneous evacuation. The population at risk is 96,000<br />
night-time residents and 150,000 to 250,000 during the day time. The fallout shelter<br />
identification program is no longer maintained and utilized within the State <strong>of</strong> California.<br />
Radiological Dispersion Device (RDD)<br />
The use <strong>of</strong> a Radiological Dispersion Devise (RDD) — <strong>of</strong>ten called ―dirty nuke‖ or ―dirty<br />
bomb‖, by terrorists, is considered far more likely than use <strong>of</strong> a nuclear explosive<br />
device. An RDD combines a conventional explosive device such as a bomb with<br />
radioactive material. It is designed to scatter dangerous and sub-lethal amounts <strong>of</strong><br />
radioactive material over a general area. RDDs appeal to terrorists because they<br />
require limited technical knowledge to build and deploy compared to a nuclear device.<br />
Also, the radioactive materials in RDDs are widely used in medicine, agriculture,<br />
industry and research, and are easier to obtain than weapons grade uranium or<br />
plutonium.<br />
The primary purpose <strong>of</strong> the use <strong>of</strong> an RDD is to cause psychological fear and economic<br />
disruption. Some devices could cause fatalities from exposure to radioactive materials.<br />
Depending on the speed at which the area <strong>of</strong> the RDD detonation was evacuated or<br />
how successful people were at sheltering-in-place, the number <strong>of</strong> deaths and injuries<br />
from an RDD might not be substantially greater than from a conventional bomb<br />
explosion.<br />
The size <strong>of</strong> the affected area and the level <strong>of</strong> destruction caused by an RDD would<br />
depend on the sophistication and size <strong>of</strong> the conventional bomb, the type <strong>of</strong> radioactive<br />
material used the quality and quantity <strong>of</strong> the radioactive material, and the local<br />
meteorological conditions - primarily wind and precipitation. The area affected could be<br />
placed <strong>of</strong>f-limits to the public for several months during cleanup efforts.<br />
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THREAT ASSESSMENT 10 - TSUNAMI<br />
What is a Tsunami?<br />
A tsunami is a system <strong>of</strong> gravity waves formed in the sea as a result <strong>of</strong> a large-scale<br />
disturbance <strong>of</strong> sea level over a short duration <strong>of</strong> time. A tsunami can be generated by<br />
submarine volcanic eruptions, by displacement <strong>of</strong> submarine sediments, by coastal<br />
landslides into a bay or harbor, by meteor impact, or by vertical displacement <strong>of</strong> the<br />
earth’s crust along a subduction zone/fault. The latter is by far the most frequent cause<br />
<strong>of</strong> tsunami and for all practical purposes the primary cause <strong>of</strong> tsunami capable <strong>of</strong><br />
propagation across an ocean basin. The rupture <strong>of</strong> the earth’s crust will also generate a<br />
major earthquake that will be detected and measured by seismic instrumentation<br />
throughout the world. However, not all major coastal or near-coastal earthquakes<br />
produce tsunami. At present, there is no operational method to determine if a tsunami<br />
has been generated except to note the occurrence and epicenter <strong>of</strong> the earthquake and<br />
then detect the arrival <strong>of</strong> the characteristic waves at a network <strong>of</strong> tide stations.<br />
Types <strong>of</strong> Tsunamis:<br />
Near Source Tsunami<br />
A near source, or a locally generated tsunami, such as the one that Japan in 2011 and<br />
Sumatra in 2005 are possible at many points along the California Coast. These occur if<br />
a large earthquake displaces the sea floor near the coast; the first waves may reach the<br />
coast within minutes after the ground shaking stops. There is no time for authorities to<br />
issue a warning. People on the beach or in low coastal areas need to be aware <strong>of</strong> the<br />
tsunami risk and be prepared to move to higher ground as soon as they are able after a<br />
strong earthquake and stay there until told by an <strong>of</strong>ficial source that the danger is<br />
passed.<br />
Distance Source Tsunami<br />
Distant source, or regional/pacific wide, tsunami may be generated by very large<br />
earthquakes in other areas <strong>of</strong> the Pacific Ocean and may reach our coastline many<br />
hours after the earthquake occurred. Tsunami Warning Centers are responsible for<br />
gathering information on earthquakes which may generate tsunami and alerting state<br />
and local <strong>of</strong>ficials who may order evacuation. The Japan earthquake in 2011 created a<br />
―Distant Source Tsunami‖ warning for areas outside <strong>of</strong> the earthquake impact area,<br />
including western Coast <strong>of</strong> the United States.<br />
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EMERGENCY STATUS:<br />
Sequence <strong>of</strong> Operational Activities<br />
Tsunami Watch: A Tsunami Watch is issued to alert <strong>City</strong> <strong>of</strong>ficials and the public <strong>of</strong> an<br />
event that my later impact the watch area. The watch area may be upgraded to a<br />
warning or advisory - or canceled - based on updated information and analysis.<br />
Therefore emergency management <strong>of</strong>ficials and the public should prepare to take<br />
action. Watches are normally issued based on seismic information without confirmation<br />
that a destructive tsunami is underway.<br />
Tsunami Advisory: A Tsunami Advisory is issued due to the threat <strong>of</strong> a potential<br />
tsunami, which may produce strong currents or waves dangerous to those in or near the<br />
water. Coastal regions historically prone to damage due to strong currents induced by<br />
tsunamis are at the greatest risk. The threat may continue for several hours after the<br />
arrival <strong>of</strong> the initial wave, but significant widespread inundation is not expected for areas<br />
under an advisory. Appropriate actions to be taken by local <strong>of</strong>ficials may include closing<br />
beaches, evacuating harbors and marinas, and repositioning <strong>of</strong> ships to deep waters<br />
when there is time to safely do so.<br />
Tsunami Warning: A Tsunami Warning is issued when a potential tsunami with<br />
significant widespread inundation is imminent or expected. Warnings alert the public<br />
that widespread, dangerous coastal flooding accompanied by powerful currents is<br />
possible and may continue for several hours after arrival <strong>of</strong> the initial wave. Warnings<br />
also alert emergency management <strong>of</strong>ficials to take action for the entire tsunami hazard<br />
zone. Appropriate actions to be taken by local <strong>of</strong>ficials may include the evacuation <strong>of</strong><br />
low-lying coastal areas and repositioning <strong>of</strong> ships to deep waters when there is time to<br />
safely do so. A local tsunami requires immediate self-evacuation possibly through<br />
areas damaged by earthquake and at risk <strong>of</strong> after-shocks. Distant events may allow<br />
several hours to implement emergency procedures and evacuation. Evacuation routes<br />
must take into account potential earthquake damage. In the event <strong>of</strong> a Tsunami<br />
warning, Los Angeles County will use the Emergency Alert System (EAS) to warn the<br />
public about an anticipated tsunami.<br />
The <strong>City</strong> <strong>of</strong> <strong>Santa</strong> <strong>Monica</strong> will utilize all means <strong>of</strong> communications to inform the<br />
community <strong>of</strong> an impending tsunami event.<br />
Primary means <strong>of</strong> notification will include:<br />
<br />
<br />
Utilization <strong>of</strong> the <strong>City</strong> <strong>of</strong> <strong>Santa</strong> <strong>Monica</strong>’s Alert and Notification system called SM<br />
Alerts, which is capable <strong>of</strong> disseminating thousands <strong>of</strong> notifications in a short period<br />
<strong>of</strong> time. The Alert <strong>Santa</strong> <strong>Monica</strong> system has pre-loaded the contact information for<br />
those located in the designated ―Tsunami Inundation Zone‖, and those who have<br />
―opted-in‖ to receive emergency notifications.<br />
Additionally, the Police Department will also utilize the Nixel Alert System as a<br />
redundant means <strong>of</strong> notification. Deployment <strong>of</strong> all available <strong>City</strong> vehicles with<br />
public address systems, bullhorns, and sirens to notify those located within the<br />
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designated ―Tsunami Inundation Zone‖. Door to door notifications by public safety<br />
personnel will also be conducted.<br />
Coordinated Public Information notification <strong>City</strong>wide utilizing existing local media<br />
sources and contacts including local and regional media outlets. Local newspaper,<br />
online media sources, radio, television organizations including ( <strong>City</strong> TV Channel 16<br />
and AM Radio KRS 1680)<br />
Warnings may be updated, adjusted geographically, downgraded, or canceled. To<br />
provide the earliest possible alert, initial warnings are normally based on seismic<br />
information.<br />
Damage Assessment Phase: The Public Works Department will serve as the lead for<br />
damage assessment and will be the representative for all utilities concerns. Additionally,<br />
the Building and Safety Division <strong>of</strong> the Planning and Community Development<br />
Department will work closely with the Police, Fire, and Public Works Departments to<br />
quickly and accurately evaluate impacted areas. Activities include reconnaissance <strong>of</strong><br />
public infrastructure, alternate route identification, building access, utility access<br />
rerouting, and temporary repairs.<br />
Emergency Public Information (all phases): The Office <strong>of</strong> Emergency Management<br />
is responsible for developing all public information related to a potential or imminent<br />
tsunami event. The <strong>City</strong> <strong>of</strong> <strong>Santa</strong> <strong>Monica</strong> has a pre-established Public Information<br />
Team that is comprised <strong>of</strong> staff from all <strong>City</strong> departments. This group will assist in the<br />
dissemination <strong>of</strong> all event related public information. The team will utilize the telephone<br />
based alert and notification system (―SM Alerts‖) <strong>City</strong> T.V., local news television and<br />
radio stations, email group lists, the <strong>City</strong>’s internet website, and other forms <strong>of</strong> media.<br />
People who live or work in the projected tsunami inundation zone can register for SM<br />
Alerts to receive information updates and notifications <strong>of</strong> potential tsunami alerts,<br />
watches, or warnings by telephone, email, and text message. Those who do not<br />
register with the <strong>City</strong> <strong>of</strong> <strong>Santa</strong> <strong>Monica</strong>’s notification system will be notified by landline<br />
telephone only.<br />
As part <strong>of</strong> the Office <strong>of</strong> Emergency Management’s ongoing disaster preparedness<br />
public education efforts, tsunami preparedness is a primary focus <strong>of</strong> hazard mitigation<br />
community awareness. Tsunami preparedness information for <strong>Santa</strong> <strong>Monica</strong> is<br />
available from the Office <strong>of</strong> Emergency Management and can be found at the OEM<br />
website.<br />
The <strong>Santa</strong> <strong>Monica</strong> Tsunami Response Plan is located in Supporting Documentation.<br />
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Planning Assumptions:<br />
Based on current scientific and disaster planning information, the majority <strong>of</strong> the <strong>City</strong> <strong>of</strong><br />
<strong>Santa</strong> <strong>Monica</strong> is well protected from damaging impacts <strong>of</strong> a near source or distant<br />
source tsunami. The height <strong>of</strong> the <strong>Santa</strong> <strong>Monica</strong> Bluffs, north <strong>of</strong> the <strong>Santa</strong> <strong>Monica</strong> Pier,<br />
protects much <strong>of</strong> the <strong>City</strong> from any damaging impacts from a tsunami event. South <strong>of</strong><br />
the <strong>Santa</strong> <strong>Monica</strong> Pier, the length <strong>of</strong> sand between the water line and development, in<br />
most cases, is wide enough that impacts to the <strong>City</strong> resulting from a tsunami event are<br />
expected to be minimal. While the <strong>City</strong> <strong>of</strong> <strong>Santa</strong> <strong>Monica</strong>’s evacuation zone includes all<br />
streets west <strong>of</strong> 4 th street, this has been planned with an abundance <strong>of</strong> caution, and the<br />
effects <strong>of</strong> a significant tsunami event are expected to produce ―ankle deep water on<br />
Main Street‖ according to the leading researchers and scientists<br />
According to the leading researchers, The <strong>City</strong> <strong>of</strong> <strong>Santa</strong> <strong>Monica</strong> is largely protected<br />
from the damaging effects <strong>of</strong> a tsunami event. The businesses and residents located<br />
within the potential inundation zone for a tsunami event, prudent planning will allow for<br />
a worst case scenario. If a distant or local event has occurred and generated a<br />
tsunami, it might be expected that the following could occur depending on the size and<br />
scope <strong>of</strong> the undersea disruption:<br />
The activation <strong>of</strong> the city EOC if the event is large enough to trigger a tsunami <strong>of</strong><br />
potentially dangerous proportion.<br />
The Tsunami inundation zone is identified as the four blocks east <strong>of</strong> the Ocean,<br />
south <strong>of</strong> Colorado Boulevard.<br />
There may be loss <strong>of</strong> life.<br />
There may be significant property damage.<br />
Large-scale evacuations may be necessary causing otherwise non-impacted<br />
jurisdictions to become a host for displaced populations, thus requiring advanced<br />
coordination with potential host cities for routes and safe refuge centers.<br />
Transportation and evacuation routes may be damaged /disrupted.<br />
Power outages may occur and communication systems may be damaged.<br />
Economic losses can occur that will require business resumption planning.<br />
Losses to the tourist industry.<br />
Releases <strong>of</strong> toxic pollutants due to the failure <strong>of</strong> the <strong>Santa</strong> <strong>Monica</strong>'s Urban Run<strong>of</strong>f<br />
Recycling Facility.<br />
Impact to the <strong>City</strong> <strong>of</strong> <strong>Santa</strong> <strong>Monica</strong> Annenberg Public Beach House located at 415<br />
Pacific Coast Highway<br />
Impact <strong>of</strong> people at the <strong>City</strong> <strong>of</strong> <strong>Santa</strong> <strong>Monica</strong>’s Senior Center located on 1450 Ocean<br />
Avenue<br />
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CITY OF SANTA MONICA RESPONSIBILITIES:<br />
Tsunami Watch: Reports from responsible authority indicate that a TSUNAMI WATCH<br />
HAS BEEN ISSUED.<br />
1. Verify the situation, and anticipated landfall.<br />
2. Alert <strong>City</strong> emergency response staff.<br />
3. Alert <strong>City</strong> Council.<br />
4. Make preliminary ―Watch‖ notifications to the public.<br />
5. Monitor media for confirmation <strong>of</strong> landfall.<br />
6. Move available resources to pre-designated higher ground.<br />
7. The <strong>City</strong> EOC may be opened at the direction <strong>of</strong> the <strong>City</strong> Manager, Assistant <strong>City</strong><br />
Manager, Emergency Manager, Chief <strong>of</strong> Police Department, Chief <strong>of</strong> Fire<br />
Department, or Director <strong>of</strong> Public Works to help manage the emergency.<br />
Tsunami Warning: Reports from responsible authority indicate that TSUNAMI<br />
INUNDATION IS IMMINENT OR HAS OCCURRED.<br />
The primary concern <strong>of</strong> the <strong>City</strong> <strong>of</strong> <strong>Santa</strong> <strong>Monica</strong> is rescue <strong>of</strong> victims, saving lives, and<br />
protecting property.<br />
1. Verify the situation with Sheriff’s department or County EOC.<br />
2. Make emergency notifications to the public.<br />
3. Alert <strong>City</strong> emergency response staff.<br />
4. Alert <strong>City</strong> Council.<br />
5. Declare a State <strong>of</strong> Emergency.<br />
6. Establish on-going communications with County via OARRS.<br />
7. Open the <strong>City</strong> EOC at the direction <strong>of</strong> the <strong>City</strong> Manager, Assistant <strong>City</strong> Manager,<br />
Emergency Manager, Chief <strong>of</strong> Police Department, Chief <strong>of</strong> Fire Department, or<br />
Director <strong>of</strong> Public Works to help manage the emergency.<br />
8. Ensure safety & logistical support for <strong>City</strong> staff.<br />
9. Send a representative to Unified Command Post as a Liaison.<br />
10. Anticipate and provide for Mutual Aid requirements.<br />
11. Begin planning for the Recovery phase.<br />
12. Continue public notifications.<br />
Tsunami Watch/ Warning Cancellation:<br />
1. Notify staff members and Council<br />
2. Make necessary public notifications<br />
3. Ensure documentation <strong>of</strong> all actions taken, for future reference<br />
4. Return all resources that were relocated to their original locations.<br />
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Tsunami Response Plan Execution: In addition to their normal responsibilities, <strong>City</strong><br />
Departments and agencies are responsible for the following specific actions as part <strong>of</strong><br />
the Tsunami Response Plan:<br />
<br />
<br />
<br />
<br />
<br />
<br />
<br />
<br />
<br />
<br />
<br />
<br />
Plan Development And Maintenance-Office <strong>of</strong> Emergency Management<br />
Managing Emergency Operations-Office <strong>of</strong> Emergency Management<br />
Coordination With The Operational Area-Office <strong>of</strong> Emergency Management<br />
Evacuation Planning-<strong>Santa</strong> <strong>Monica</strong> Police Department<br />
Initial Recovery Planning-Office <strong>of</strong> Emergency Management<br />
Reports To The <strong>City</strong> Council-Office <strong>of</strong> Emergency Management<br />
Warning The Public-<strong>Santa</strong> <strong>Monica</strong> Police Department / Office <strong>of</strong> Emergency<br />
Management/ Public Information and Communications Team<br />
Assessing Damage To <strong>City</strong> Facilities-Public Works Department<br />
Evacuation Transportation-Big Blue bus<br />
Coordination With Utilities-Public Works Department<br />
Coordination With County Public Health On Health Impacts-<strong>Santa</strong> <strong>Monica</strong> Fire<br />
Department<br />
Coordination With The Red Cross On Sheltering Needs-Office <strong>of</strong> Emergency<br />
Management / Community and Cultural Services<br />
300
CITY OF SANTA MONICA TSUNAMI INUNDATION ZONE<br />
CITY OF SANTA MONICA TSUNAMI EVACUATION ROUTES<br />
301
TSUNAMI INUNDATION MAP<br />
302
THREAT ASSESSMENT 11 - FIRE<br />
General Situation<br />
For thousands <strong>of</strong> years, fires have been a natural part <strong>of</strong> the ecosystem in Southern<br />
California. However, wildfires present a substantial hazard to life and property in<br />
communities built within or adjacent to hillsides and mountainous areas. There is a<br />
huge potential for losses due to wildland/urban interface fires in Southern California.<br />
According to the California Division <strong>of</strong> Forestry (CDF), there were over seven thousand<br />
reportable fires in California in 2003, with over one million acres burned. According to<br />
CDF statistics, in the October, 2003 Firestorms, over 4,800 homes were destroyed and<br />
22 lives were lost.<br />
The fall <strong>of</strong> 2003 marked the most destructive wildfire season in California history. In a<br />
ten day period, 12 separate fires raged across Southern California in Los Angeles,<br />
Riverside, San Bernardino, San Diego and Ventura counties. The massive ―Cedar‖ fire<br />
in San Diego County alone consumed <strong>of</strong> 2,800 homes and burned over a quarter <strong>of</strong> a<br />
million acres.<br />
Wildland/Urban Interface<br />
One challenge Southern California faces regarding the wildfire hazard is from the<br />
increasing number <strong>of</strong> houses being built on the urban/wildland interface. Every year the<br />
growing population has expanded further and further into the hills and mountains,<br />
including forest lands. The increased "interface" between urban/suburban areas and<br />
the open spaces created by this expansion has produced a significant increase in<br />
threats to life and property from fires and has pushed existing fire protection systems<br />
beyond original or current design and capability. Property owners in the interface are<br />
not aware <strong>of</strong> the problems and threats they face. Therefore, many owners have done<br />
very little to manage or <strong>of</strong>fset fire hazards or risks on their own property. Furthermore,<br />
human activities increase the incidence <strong>of</strong> fire ignition and potential damage.<br />
There are three categories <strong>of</strong> interface fire: The classic wildland/urban interface<br />
exists where well-defined urban and suburban development presses up against open<br />
expanses <strong>of</strong> wildland areas; the mixed wildland/urban interface is characterized by<br />
isolated homes, subdivisions and small communities situated predominantly in wildland<br />
settings; and the occluded wildland/urban interface exists where islands <strong>of</strong> wildland<br />
vegetation occur inside a largely urbanized area. Certain conditions must be present for<br />
significant interface fires to occur. The most common conditions include: hot, dry and<br />
windy weather; the inability <strong>of</strong> fire protection forces to contain or suppress the fire; the<br />
occurrence <strong>of</strong> multiple fires that overwhelm committed resources; and a large fuel load<br />
(dense vegetation). Once a fire has started, several conditions influence its behavior,<br />
including fuel topography, weather, drought and development.<br />
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Areas <strong>of</strong> Risk<br />
Southern California has two distinct areas <strong>of</strong> risk for wildland fire. The foothills and<br />
lower mountain areas are most <strong>of</strong>ten covered with scrub brush or chaparral. The higher<br />
elevations <strong>of</strong> mountains also have heavily forested terrain. The lower elevations<br />
covered with chaparral create one type <strong>of</strong> exposure.<br />
Fuel<br />
Fuel is the material that feeds a fire and is a key factor in wildfire behavior. Fuel is<br />
classified by volume and by type. Volume is described in terms <strong>of</strong> "fuel loading" or the<br />
amount <strong>of</strong> available vegetative fuel.<br />
The type <strong>of</strong> fuel also influences wildfire. Chaparral is a primary fuel <strong>of</strong> Southern<br />
California wildfires. Chaparral habitat ranges in elevation from near sea level to over<br />
5,000 in Southern California. Chaparral communities experience long dry summers and<br />
receive most <strong>of</strong> their annual precipitation from Winter rains. Although chaparral is <strong>of</strong>ten<br />
considered as a single species, there are two distinct types; hard chaparral and s<strong>of</strong>t<br />
chaparral. Within these two types are dozens <strong>of</strong> different plants, each with its own<br />
particular characteristics.<br />
Topography<br />
Topography influences the movement <strong>of</strong> air, thereby directing a fire course. For<br />
example, if the percentage <strong>of</strong> uphill slope doubles, the rate <strong>of</strong> spread in wildfire will likely<br />
double. Gulches and canyons can funnel air and act as chimneys, which intensify fire<br />
behavior and cause the fire to spread faster. Solar heating <strong>of</strong> dry, south-facing slopes<br />
produces up slope drafts that can complicate fire behavior. Unfortunately, hillsides with<br />
hazardous topographic characteristics are also desirable residential areas in many<br />
communities. This underscores the need for wildfire hazard mitigation and increased<br />
education and outreach to homeowners living in interface areas.<br />
Weather<br />
Weather patterns combined with certain geographic locations can create a favorable<br />
climate for wildfire activity. Areas where annual precipitation is less than 30 inches per<br />
year are extremely fire susceptible. High-risk areas in Southern California share a hot,<br />
dry season in late summer and early fall when high temperatures and low humidity favor<br />
fire activity. The so-called ―<strong>Santa</strong> Ana‖ winds, which are heated by compression as they<br />
flow down to Southern California from Utah create a particularly high risk, as they can<br />
rapidly spread what might otherwise be a small fire.<br />
304
Drought<br />
Recent concerns about the effects <strong>of</strong> climate change, particularly drought, are<br />
contributing to concerns about wildfire vulnerability. The term drought is applied to a<br />
period in which an unusual scarcity <strong>of</strong> rain causes a serious hydrological imbalance.<br />
Unusually dry winters, or significantly less rainfall than normal, can lead to relatively<br />
drier conditions and leave reservoirs and water tables lower. Drought leads to problems<br />
with irrigation and may contribute to additional fires, or additional difficulties in fighting<br />
fires.<br />
Development<br />
Growth and development in scrubland and forested areas is increasing the number <strong>of</strong><br />
human-made structures in Southern California interface areas. Wildfire has an effect on<br />
development, yet development can also influence wildfire. Owners <strong>of</strong>ten prefer homes<br />
that are private, have scenic views, are nestled in vegetation and use natural materials.<br />
A private setting may be far from public roads, or hidden behind a narrow, curving<br />
driveway. These conditions, however, make evacuation and fire fighting difficult. The<br />
scenic views found along mountain ridges can also mean areas <strong>of</strong> dangerous<br />
topography. Natural vegetation contributes to scenic beauty, but it may also provide a<br />
ready trail <strong>of</strong> fuel leading a fire directly to the combustible fuels <strong>of</strong> the home itself.<br />
Specific Situation<br />
The <strong>City</strong> <strong>of</strong> <strong>Santa</strong> <strong>Monica</strong> Fire Department has an operations manual describing<br />
procedures for fire related emergencies within the cities 8.3 square miles. Eight % in<br />
industrial, 15 % commercial, and 60% residential. The maximum height <strong>of</strong> a structure is<br />
20 stories with the majority <strong>of</strong> the buildings less than 15 stories. Construction within the<br />
city is governed by the Planning and Community Development Department and follows<br />
the uniform Building, Electrical, Fire and Mechanical Codes.<br />
The threat <strong>of</strong> major fire incidents in <strong>Santa</strong> <strong>Monica</strong> exists from three different areas: (1)<br />
residential exposure to brush fire from neighboring city, (2) hi-rise fires, and (3)<br />
commercial-industrial fires.<br />
Brush Fire Exposure<br />
The entire northern limits are bordered by hillside brush which is located in the <strong>City</strong> <strong>of</strong><br />
Los Angeles. Multi-million dollar homes over look the brush area. In the event <strong>of</strong> a fire<br />
starting during high brush season, the spread to these homes could result due to many<br />
<strong>of</strong> them having wood shake ro<strong>of</strong>s.<br />
Hi-rise Fires<br />
All buildings over 55 feet tall are equipped with automatic sprinklers which should<br />
contain all fires while they are small. In the event the system is shut down, the small fire<br />
will grow resulting in a major fire problem.<br />
305
Commercial Industrial<br />
Due to the large amount <strong>of</strong> square footage that makes up most industrial and<br />
commercial buildings, fire starting in any type could spread quickly. As with high-rise,<br />
most commercial and industrial buildings are equipped with automatic sprinklers. In the<br />
event <strong>of</strong> a system shutdown, fire may spread quickly and become large in a matter <strong>of</strong><br />
minutes.<br />
Emergency Response Actions<br />
Emergency Response Actions applicable to all common hazards are in Part One,<br />
SEMS/NIMS Functions and Checklists. Please refer to Fire Department Operations<br />
Manual for specific information.<br />
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THREAT ASSESSMENT 12 – LANDSLIDES<br />
General Situation<br />
Landslides are a serious geologic hazard in almost every state in America. Nationally,<br />
landslides cause 25 to 50 deaths each year. The best estimate <strong>of</strong> direct and indirect<br />
costs <strong>of</strong> landslide damage in the United States range between $1 and $2 billion<br />
annually. 3 As a seismically active region, California has had significant number <strong>of</strong><br />
locations impacted by landslides. Some landslides result in private property damage,<br />
other landslides impact transportation corridors, fuel and energy conduits, and<br />
communication facilities. They can also pose a serious threat to human life.<br />
Landslides can be broken down into two categories: (1) rapidly moving (generally<br />
known as debris flows), and (2) slow moving. Rapidly moving landslides or debris flows<br />
present the greatest risk to human life, and people living in or traveling through areas<br />
prone to rapidly moving landslides are at increased risk <strong>of</strong> serious injury. Slow moving<br />
landslides can cause significant property damage, but are less likely to result in serious<br />
human injuries.<br />
Specific Situation<br />
The topography <strong>of</strong> the <strong>City</strong> <strong>of</strong> <strong>Santa</strong> <strong>Monica</strong> is essentially flat and there is little (or no)<br />
danger <strong>of</strong> landslide activity. However, the Palisades Bluffs rise 30 to 150 feet above<br />
Pacific Coast Highway from the McClure tunnel to the northerly city limits. The slope <strong>of</strong><br />
the bluff is steep to near vertical at various locations with deeply eroded gullies and<br />
areas <strong>of</strong> landslide debris. After the January 17, 1994 Northridge earthquake, various<br />
sections were impacted by earth falls, debris and mudflows, fractures and slides.<br />
Further sloughing after the disaster level storms <strong>of</strong> 1995 and 1998 exacerbated. The<br />
<strong>City</strong> <strong>of</strong> <strong>Santa</strong> <strong>Monica</strong> also does have liquefaction zones as indicated on Attachment 11.<br />
Since the settlement <strong>of</strong> the city in the 1800's, there have not (or have) been any<br />
instances <strong>of</strong> liquefaction associated with seismic activity.<br />
Fortunately, there are no critical facilities that are at risk <strong>of</strong> being impacted by landslides<br />
in <strong>Santa</strong> <strong>Monica</strong>. The built environment that could be impacted by landslide activity at<br />
the Bluffs includes public walkways, lighting, irrigation systems, a senior center, and<br />
other structures in Palisades Park. Consideration should also be made on how a<br />
landslide, rock slide or debris flows could impact Pacific Coast Highway as a critical<br />
transportation route.<br />
Emergency Response Actions<br />
Emergency Response Actions applicable to all common hazards are in the<br />
SEMS/NIMS Functions and Checklists.<br />
3 Brabb, E.E., and B.C. Harrod. (Eds.) Landsslides: Extent and Economic Significance. Proceedings <strong>of</strong> the 28 th<br />
International Geological Congress Symposium on Landslides (1989), Washington D.C. Rotterdam: Belkema.<br />
307
LANDSLIDE SUSCEPTIBILITY IN SANTA MONICA<br />
308
THREAT ASSESSMENT 13 – WINDSTORMS<br />
General Situation<br />
Based on local history, most incidents <strong>of</strong> high wind in the <strong>City</strong> <strong>of</strong> <strong>Santa</strong> <strong>Monica</strong> are the<br />
result <strong>of</strong> the <strong>Santa</strong> Ana wind conditions. While high impact wind incidents are not<br />
frequent in the area, significant <strong>Santa</strong> Ana Wind events and sporadic tornado activity<br />
have been known to negatively impact the local community.<br />
What are <strong>Santa</strong> Ana Winds?<br />
―<strong>Santa</strong> Ana winds are generally defined as warm, dry winds that blow from the east or<br />
northeast (<strong>of</strong>fshore). These winds occur below the passes and canyons <strong>of</strong> the coastal<br />
ranges <strong>of</strong> Southern California and in the Los Angeles basin. <strong>Santa</strong> Ana winds <strong>of</strong>ten<br />
blow with exceptional speed in the <strong>Santa</strong> Ana Canyon (the canyon from which it derives<br />
its name). Forecasters at the National Weather Service <strong>of</strong>fices in Oxnard and San<br />
Diego usually place speed minimums on these winds and reserve the use <strong>of</strong> "<strong>Santa</strong><br />
Ana" for winds greater than 25 knots.‖ 4 These winds accelerate to speeds <strong>of</strong> 35 knots<br />
as they move through canyons and passes, with gusts to 50 or even 60 knots.<br />
―The complex topography <strong>of</strong> Southern California combined with various atmospheric<br />
conditions create numerous scenarios that may cause widespread or isolated <strong>Santa</strong><br />
Ana events. Commonly, <strong>Santa</strong> Ana winds develop when a region <strong>of</strong> high pressure<br />
builds over the Great Basin (the high plateau east <strong>of</strong> the Sierra Mountains and west <strong>of</strong><br />
the Rocky Mountains including most <strong>of</strong> Nevada and Utah). Clockwise circulation around<br />
the center <strong>of</strong> this high pressure area forces air downslope from the high plateau. The air<br />
warms as it descends toward the California coast at the rate <strong>of</strong> 5 degrees F per 1000<br />
feet due to compressional heating. Thus, compressional heating provides the primary<br />
source <strong>of</strong> warming. The air is dry since it originated in the desert, and it dries out even<br />
more as it is heated.‖ 5<br />
These regional winds typically occur from October to March, and, according to most<br />
accounts are named either for the <strong>Santa</strong> Ana River Valley where they originate or for<br />
the <strong>Santa</strong> Ana Canyon, southeast <strong>of</strong> Los Angeles, where they pick up speed.<br />
What are Tornados?<br />
Tornadoes are spawned when there is warm, moist air near the ground, cool air al<strong>of</strong>t,<br />
and winds that speed up and change direction. An obstruction, such as a house, in the<br />
path <strong>of</strong> the wind causes it to change direction. This change increases pressure on parts<br />
<strong>of</strong> the house, and the combination <strong>of</strong> increased pressures and fluctuating wind speeds<br />
creates stresses that frequently cause structural failures.<br />
4 http://nimbo.wrh.hoaa.gov/Sandiego/shawind.html<br />
5 http://nimbo.wrh.hoaa.gov/Sandiego/shawind.html<br />
309
In order to measure the intensity and wind strength <strong>of</strong> a tornado, Dr. T. Theodore Fujita<br />
developed the Fujita Tornado Damage Scale. This scale compares the estimated wind<br />
velocity with the corresponding amount <strong>of</strong> suspected damage. The scale measures six<br />
classifications <strong>of</strong> tornadoes with increasing magnitude from an ―F0‖ tornado to a ―F6+<br />
tornado‖.<br />
Microbursts<br />
Unlike tornados, microbursts are strong, damaging winds which strike the ground and<br />
<strong>of</strong>ten give the impression a tornado has struck. They frequently occur during intense<br />
thunderstorms. The origin <strong>of</strong> a microburst is downward moving air from a<br />
thunderstorm's core. But unlike a tornado, they affect only a rather small area. microbursts.<br />
Tornados, like those that occur every year in the Midwest and Southeast parts <strong>of</strong><br />
the United States, are a rare phenomenon in most <strong>of</strong> California, with most tornado-like<br />
activity coming from micro-bursts.<br />
A downburst is a straight-direction surface wind in excess <strong>of</strong> 39 mph caused by a smallscale,<br />
strong downdraft from the base <strong>of</strong> convective thundershowers and<br />
thunderstorms. In later investigations into the phenomena he defined two subcategories<br />
<strong>of</strong> downbursts: the larger macrobursts and small microbursts.<br />
Macrobursts are downbursts with winds up to 117 mph which spread across a path<br />
greater than 2.5 miles wide at the surface and which last from 5 to 30 minutes. The<br />
microburst, on the other hand is confined to an even smaller area, less than 2.5 miles in<br />
diameter from the initial point <strong>of</strong> downdraft impact. An intense microburst can result in<br />
damaging winds near 270 km/hr (170 mph) and <strong>of</strong>ten last for less than five minutes.<br />
―Downbursts <strong>of</strong> all sizes descend from the upper regions <strong>of</strong> severe<br />
thunderstorms when the air accelerates downward through either<br />
exceptionally strong evaporative cooling or by very heavy rain which drags<br />
dry air down with it. When the rapidly descending air strikes the ground, it<br />
spreads outward in all directions, like a fast-running faucet stream hitting<br />
the sink bottom.<br />
When the microburst wind hits an object on the ground such as a house,<br />
garage or tree, it can flatten the buildings and strip limbs and branches<br />
from the tree. After striking the ground, the powerful outward running gust<br />
can wreak further havoc along its path. Damage associated with a<br />
microburst is <strong>of</strong>ten mistaken for the work <strong>of</strong> a tornado, particularly directly<br />
under the microburst. However, damage patterns away from the impact<br />
area are characteristic <strong>of</strong> straight-line winds rather than the twisted pattern<br />
<strong>of</strong> tornado damage.‖ 6<br />
6 <strong>Santa</strong> <strong>Monica</strong> DRAFT Hazard Mitigation Plan, February 1, 2005<br />
310
Specific Situation<br />
Utilities<br />
Historically, falling trees have been the major cause <strong>of</strong> power outages in the region.<br />
Windstorms such as strong microbursts and <strong>Santa</strong> Ana Wind conditions can cause<br />
flying debris and downed utility lines. For example, tree limbs breaking in winds <strong>of</strong> only<br />
45 mph can be thrown over 75 feet. As such, overhead power lines can be damaged<br />
even in relatively minor windstorm events. Falling trees can bring electric power lines<br />
down to the pavement, creating the possibility <strong>of</strong> lethal electric shock. Rising population<br />
growth and new infrastructure in the region creates a higher probability for damage to<br />
occur from windstorms as more life and property are exposed to risk.<br />
Infrastructure<br />
Windstorms can damage buildings, power lines, and other property and infrastructure<br />
due to falling trees and branches. During wet winters, saturated soils cause trees to<br />
become less stable and more vulnerable to uprooting from high winds.<br />
Windstorms can result in collapsed or damaged buildings or blocked roads and bridges,<br />
damaged traffic signals, streetlights, and parks, among others. Roads blocked by fallen<br />
trees during a windstorm may have severe consequences to people who need access<br />
to emergency services. Emergency response operations can be complicated when<br />
roads are blocked or when power supplies are interrupted. Industry and commerce can<br />
suffer losses from interruptions in electric services and from extended road closures.<br />
They can also sustain direct losses to buildings, personnel, and other vital equipment.<br />
There are direct consequences to the local economy resulting from windstorms related<br />
to both physical damages and interrupted services.<br />
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Increased Fire Threat<br />
Perhaps the greatest danger from windstorm activity in Southern California comes from<br />
the combination <strong>of</strong> the <strong>Santa</strong> Ana winds with the major fires that occur every few years<br />
in the urban/wildland interface. With the <strong>Santa</strong> Ana winds driving the flames, the speed<br />
and reach <strong>of</strong> the flames is even greater than in times <strong>of</strong> calm wind conditions. The<br />
higher fire hazard raised by a <strong>Santa</strong> Ana wind condition requires that even more care<br />
and attention be paid to proper brush clearances on property in the wildland/urban<br />
interface areas.<br />
Transportation<br />
Windstorm activity can have an impact on local transportation in addition to the<br />
problems caused by downed trees and electrical wires blocking streets and highways.<br />
During periods <strong>of</strong> extremely strong <strong>Santa</strong> Ana winds, major highways can be<br />
temporarily closed to truck and recreational vehicle traffic. However, typically these<br />
disruptions are not long lasting, nor do they carry a severe long term economic impact<br />
on the region.<br />
Emergency Response Actions<br />
Emergency Response Actions applicable to all common hazards are in SEMS/NIMS<br />
Functions and Checklists. Please refer to Fire Department Operations Manual for<br />
specific information.<br />
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Existing Windstorm Mitigation Activities<br />
As stated, one <strong>of</strong> the most common problems<br />
associated with windstorms is power outage.<br />
High winds commonly occur during winter<br />
storms, and can cause trees to bend, sag, or<br />
fail (tree limbs or entire trees), coming into<br />
contact with nearby distribution power lines.<br />
Fallen trees can cause short-circuiting and<br />
conductor overloading. Wind-induced<br />
damage to the power system causes power<br />
outages to customers, incurs cost to make<br />
repairs, and in some cases can lead to<br />
ignitions that start wild land fires.<br />
One <strong>of</strong> the strongest and most widespread<br />
existing mitigation strategies pertains to tree<br />
clearance. Currently, California State Law<br />
requires utility companies to maintain specific<br />
clearances (depending on the type <strong>of</strong> voltage<br />
running through the line) between electric<br />
power lines and all vegetation.<br />
Enforcement <strong>of</strong> the following California Public Resource Code Sections provides<br />
guidance on tree pruning regulations.<br />
4293: Power Line Clearance Required<br />
4292: Power Line Hazard Reduction<br />
4291: Reduction <strong>of</strong> Fire Hazards Around Buildings<br />
4171: Public Nuisances<br />
The following pertain to tree pruning regulations and are taken from the California Code<br />
<strong>of</strong> Regulations:<br />
Title 14: Minimum Clearance Provisions<br />
Sections 1250-1258<br />
General Industry Safety Orders<br />
Title 8: Group 3: Articles 12, 13, 36, 37, 38<br />
California Penal Code Section 385<br />
Finally, the following California Public Utilities Commission section has additional<br />
guidance:<br />
California Public Utilities Commission<br />
General Order 95: Rule 35<br />
Homeowner Liability<br />
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Failure to allow a utility company to comply with the law can result in liability to the<br />
homeowner for damages or injuries resulting from a vegetation hazard. Many insurance<br />
companies do not cover these types <strong>of</strong> damages if the policy owner has refused to allow<br />
the hazard to be eliminated.<br />
The power companies, in compliance with the above regulations, collect data about tree<br />
failures and their impact on power lines. This mitigation strategy assists the power<br />
company in preventing future tree failure. From the collection <strong>of</strong> this data, the power<br />
company can advise residents as to the most appropriate vegetative planting and<br />
pruning procedures.<br />
314
MUTUAL AID<br />
The foundation <strong>of</strong> California's emergency planning and response is a statewide mutual<br />
aid system which is designed to ensure that adequate resources, facilities, and other<br />
support is provided to jurisdictions whenever their own resources prove to be<br />
inadequate to cope with a given situation(s). The basis for the system is the California<br />
Disaster and Civil Defense Master Mutual Aid Agreement as provided for in the<br />
California Emergency Services Act. This Agreement was developed in 1950 and has<br />
been adopted by the state, all 58 counties, and most incorporated cities in the State <strong>of</strong><br />
California. The Master Mutual Aid Agreement creates a formal structure wherein the<br />
<strong>City</strong> retains control <strong>of</strong> its own facilities, personnel, and resources but may also receive<br />
or render assistance to other jurisdictions within the state. State government is<br />
obligated to provide available resources to assist the <strong>City</strong> in emergencies. It is the<br />
responsibility <strong>of</strong> the <strong>City</strong> <strong>of</strong> <strong>Santa</strong> <strong>Monica</strong> to negotiate, coordinate and prepare mutual<br />
aid agreements. Mutual aid agreements exist in law enforcement, fire services, medical<br />
and public works, building and safety, and emergency management.<br />
MUTUAL AID SYSTEM<br />
A statewide mutual aid system, operating within the framework <strong>of</strong> the Master Mutual Aid<br />
Agreement, allows for the progressive mobilization <strong>of</strong> resources to and from emergency<br />
response agencies, local governments, operational areas, regions and state with the<br />
intent to provide requesting agencies with adequate resources. The general flow <strong>of</strong><br />
mutual aid resource requests and resources within mutual aid systems are depicted in<br />
the diagram in<br />
The statewide mutual aid system includes several discipline-specific mutual aid<br />
systems, such as fire and rescue, law, medical and public works. The adoption <strong>of</strong><br />
SEMS or NIMS does not alter existing mutual aid systems. These systems work<br />
through local government, operational area, regional and state levels consistent with<br />
SEMS and NIMS. Mutual aid may also be obtained from other states.<br />
Interstate mutual aid may be obtained through direct state-to-state contacts, pursuant to<br />
interstate agreements and compacts, or may be coordinated through federal agencies.<br />
Governor Schwarzenegger signed legislation on September 21, 2005 making the State<br />
<strong>of</strong> California the 49 th state to join the Emergency Management Assistance Compact<br />
(EMAC). EMAC is a partnership between states.<br />
MUTUAL AID REGIONS<br />
The Governor established mutual aid regions under the Emergency Services Act. Six<br />
mutual aid regions numbered I-VI have been established within California. The <strong>City</strong> <strong>of</strong><br />
315
<strong>Santa</strong> <strong>Monica</strong> is within Region I which is divided into two regions for law enforcement<br />
mutual aid: Regions I and Region IA. Each mutual aid region consists <strong>of</strong> designated<br />
counties. Region I is in the CalEMA Southern Administrative Region.<br />
MUTUAL AID COORDINATORS<br />
To facilitate mutual aid, discipline-specific mutual aid systems work through designated<br />
mutual aid coordinators at the operational area, regional and state levels. The basic<br />
role <strong>of</strong> a mutual aid coordinator is to receive mutual aid requests, coordinate the<br />
provision <strong>of</strong> resources from within the coordinator's geographic area <strong>of</strong> responsibility<br />
and pass on unfilled requests to the next level.<br />
Mutual aid requests that do not fall into one <strong>of</strong> the discipline-specific mutual aid systems<br />
are handled through the emergency services mutual aid system by emergency<br />
management staff at the local government, operational area, regional and state levels.<br />
Some incidents require mutual aid but do not necessitate activation <strong>of</strong> the cities or<br />
operational area EOCs because <strong>of</strong> the incident's limited impacts. When the <strong>City</strong>'s EOC<br />
is activated, all activated department-specific mutual aid systems should establish<br />
coordination and communications with the EOC.<br />
LOS ANGELES COUNTY OPERATIONAL AREA MANAGEMENT ORGANIZATION<br />
If the Los Angeles County Operational Area is activated, the Los Angeles County<br />
Sheriff's designated by County Ordinance, will function as the Operational Area<br />
Coordinator and will have the overall responsibility for coordinating and supporting<br />
emergency operations within the County. The Operational Area will also be the focal<br />
point for information transfer and support requests by cities within the County. The<br />
Operational Area Staff will submit all requests for support that cannot be obtained within<br />
the county, and other relevant information, to CalEMA Mutual Aid Region I.<br />
LOS ANGELES COUNTY OPERATIONAL AREA PROVISION OF ASSISTANCE TO<br />
CITIES<br />
When a disaster or emergency occurs, the <strong>City</strong> will normally use its own internal assets<br />
to provide emergency services. If the <strong>City</strong>’s internal assets are not sufficient to provide<br />
required services, the <strong>City</strong> will normally make a request to Area A cities: <strong>City</strong> <strong>of</strong> <strong>Santa</strong><br />
<strong>Monica</strong>, West Hollywood, Beverly Hills, and Culver <strong>City</strong>, for pre-arranged mutual aid.<br />
If mutual aid is not available, a request for Operational Area support will be made to the<br />
Operational Area via the West Hollywood Sheriff’s Station EOC or On-Duty Watch<br />
Commander. The <strong>City</strong> should enter the request into the Los Angeles County<br />
Operational Area Response and Recovery System (OARRS) and forward it to the<br />
appropriate County EOC (CEOC) agency. CEOC staff will analyze the request and<br />
forward it appropriately. The CEOC or County Department will inform the <strong>City</strong> <strong>of</strong> the<br />
status <strong>of</strong> the request. Existing mutual aid agreements and financial protocols will be<br />
followed.<br />
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MUTUAL AID REGION EMERGENCY MANAGEMENT ORGANIZATION<br />
The <strong>City</strong> <strong>of</strong> <strong>Santa</strong> <strong>Monica</strong> is within CalEMA Mutual Aid Region I and the CalEMA<br />
Southern Administrative Region. The primary mission <strong>of</strong> the Southern Region's<br />
emergency management organization is to support Operational Area response and<br />
recovery operations and to coordinate non-law and non-fire Mutual Aid Regional<br />
response and recovery operations through the Regional EOC (REOC).<br />
STATE EMERGENCY MANAGEMENT ORGANIZATION<br />
The Governor, through CalEMA and its Mutual Aid Regions, will coordinate statewide<br />
operations to include the provision <strong>of</strong> mutual aid and other support to local jurisdictions<br />
and the redirection <strong>of</strong> essential supplies and other resources as required. The CalEMA<br />
Director assisted by State agency directors and their staffs and identified volunteer<br />
agency staff will constitute the State emergency management staff.<br />
PARTICIPATION OF VOLUNTEER AND PRIVATE AGENCIES<br />
Volunteer agencies and private agencies may participate in the mutual aid system along<br />
with governmental agencies. For example, the disaster medical mutual aid system<br />
relies heavily on private sector involvement for medical/health resources. Some<br />
volunteer agencies such as the American Red Cross, Salvation Army and others are an<br />
essential element <strong>of</strong> the statewide emergency response to meet the needs <strong>of</strong> disaster<br />
victims. Volunteer agencies with extensive involvement in the emergency response<br />
should be represented in the <strong>City</strong> EOC as appropriate.<br />
Some private agencies have established mutual aid arrangements to assist other<br />
private agencies within their functional area. For example, electric and gas utilities have<br />
mutual aid agreements within their industry and established procedures for coordinating<br />
with governmental EOCs.<br />
EMERGENCY FACILITIES USED FOR MUTUAL AID<br />
Incoming mutual aid resources may be received and processed at several types <strong>of</strong><br />
facilities including marshaling areas, mobilization centers and incident facilities. Each<br />
type <strong>of</strong> facility is described briefly below.<br />
Marshaling Area: Defined in the Federal Response Plan as an area used for the<br />
complete assemblage <strong>of</strong> personnel and other resources prior to their being sent<br />
directly to the disaster affected area. Marshaling areas may be established in<br />
other states for a catastrophic California earthquake.<br />
Mobilization Center: Off-incident location at which emergency service personnel<br />
and equipment are temporarily located pending assignment, release or<br />
reassignment. For major area-wide disasters, mobilization centers may be<br />
located in or on the periphery <strong>of</strong> the disaster area.<br />
Incident Facilities/Staging Areas: Incoming resources may be sent to staging<br />
areas, other incident facilities or directly to an incident, depending on the<br />
317
circumstances. Staging areas are temporary locations at an incident where<br />
personnel and equipment are kept while awaiting tactical assignments.<br />
POLICIES AND PROCEDURES<br />
Mutual aid resources will be provided and utilized in accordance with the California<br />
Master Mutual Aid Agreement.<br />
During a proclaimed emergency, inter-jurisdictional mutual aid will be coordinated at the<br />
county, operational area or mutual aid regional level.<br />
Because different radio frequencies are in use among most agencies, The <strong>City</strong> <strong>of</strong><br />
Beverly Hills should provide incoming mutual aid forces with portable radios having city<br />
frequencies.<br />
The <strong>City</strong> <strong>of</strong> <strong>Santa</strong> <strong>Monica</strong> will make mutual aid requests through the Los Angeles<br />
County Operational Area via the West Hollywood Sheriff's Station EOC or Watch<br />
Commander. Requests should specify, at a minimum:<br />
<br />
<br />
<br />
<br />
<br />
<br />
<br />
number and type <strong>of</strong> personnel needed<br />
type and amount <strong>of</strong> equipment needed<br />
reporting time and location<br />
authority to whom forces should report<br />
access routes<br />
estimated duration <strong>of</strong> operations<br />
risks and hazards<br />
AUTHORITIES AND REFERENCES<br />
Mutual aid assistance may be provided under one or more <strong>of</strong> the following authorities:<br />
California Master Mutual Aid Agreement<br />
<br />
<br />
California Fire and Rescue Emergency Plan<br />
California Law Enforcement Mutual Aid Plan<br />
Robert T. Stafford Disaster Relief and Emergency Assistance Act (Public Law 93-<br />
288, as amended) - provides federal support to state and local disaster activities<br />
California Emergency Managers Mutual Aid Agreement, November 1997<br />
Emergency Management Assistance Compact, September 21, 2005<br />
318
CITY OF SANTA MONICA'S MUTUAL AID AGREEMENTS<br />
WITH FOR DATE<br />
California Master Mutual Aid Statewide Mutual Aid 11/15/1950<br />
Los Angeles County Fire Protection<br />
District<br />
Uniform Mutual Assistance Agreement 11/10/1964<br />
Area A & County <strong>of</strong> Los Angeles Disaster Management 6/6/2000<br />
319
MUTUAL AID SYSTEM FLOW CHART 7<br />
7 California Emergency Plan, September 2005<br />
320
MUTUAL AID COORDINATORS:<br />
GENERAL FLOW OF RESOURCE REQUESTS AND INFORMATION 8<br />
8 California Emergency Plan, September 2005<br />
321
STATE MUTUAL AID REGIONS MAP<br />
322
Subsequent<br />
Contact (No<br />
OARRS)<br />
Copy<br />
DMAC<br />
In OARRS<br />
If city has no OARRS,<br />
LASD transfers city<br />
data to OARRS &<br />
transmits to<br />
Operational Area<br />
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LOS ANGELES COUNTY OPERATIONAL AREA<br />
CITY ASSISTANCE REQUESTS DIAGRAM<br />
CALIFORNIA EMERGENCY ORGANIZATION<br />
MUTUAL AID<br />
REQUEST<br />
NO COMM'S or<br />
REGION OR<br />
STATE MUTUAL<br />
AID REQUEST<br />
FROM COUNTY<br />
CITY<br />
USES INTERNAL<br />
ASSETS<br />
CITY MAKES<br />
REQUEST FOR<br />
OUTSIDE HELP<br />
NO MUTUAL AID<br />
SYSTEM FOR<br />
NEED or<br />
NO MUTUAL AID<br />
ASSETS<br />
AVAILABLE or<br />
LASD<br />
CONTACT<br />
STATION<br />
COUNTY EOC<br />
DON'T KNOW<br />
WHAT TO DO<br />
DEPT EOC<br />
OPNL AREA<br />
MUTUAL AID<br />
COORDINATOR<br />
DISASTER WITH POTENTIAL TO<br />
OVERWHELM SERVICE PROVIDERS<br />
324
325
326
EMERGENCY OPERATIONS<br />
Concept <strong>of</strong> Operations<br />
The <strong>City</strong> will operate under the following policies during a disaster/emergency as the<br />
situation dictates:<br />
The Standardized Emergency Management System (SEMS) and the National<br />
Incident Management System (NIMS) will be followed.<br />
<br />
<br />
All city and department operating procedures will be adhered to unless directed<br />
otherwise by the Emergency Operations Center Director.<br />
All on-duty personnel are expected to remain on duty until relieved <strong>of</strong> duty. Off-duty<br />
personnel will be expected to return to work in accordance with the <strong>City</strong>'s policies<br />
detailed in 2.16.060 <strong>of</strong> the Municipal Code.<br />
<strong>City</strong> Emergency Management Organization and Responsibilities<br />
The <strong>City</strong>'s Office <strong>of</strong> Emergency Management will be directed by the <strong>City</strong> Manager who<br />
serves as the Emergency Operations Center Director and responsibilities include:<br />
Implementing the SEMS/NIMS Multi Hazard Functional Emergency Plan.<br />
<br />
<br />
Working with the <strong>City</strong> Council.<br />
Oversee all city disaster operations.<br />
The designated EOC Director has overall responsibility for:<br />
<br />
<br />
<br />
<br />
<br />
<br />
<br />
Organizing, staffing and operating the Emergency Operations Center (EOC).<br />
All communications and warning systems.<br />
Providing information and guidance to the public.<br />
Maintaining information on the status <strong>of</strong> resources, services and operations.<br />
Directing overall operations.<br />
Obtaining support for the <strong>City</strong> and providing support to other jurisdictions as<br />
required.<br />
Identifying and analyzing potential hazards and recommending appropriate<br />
countermeasures.<br />
327
Collecting, evaluating and disseminating damage assessment and other essential<br />
information.<br />
Providing status and other reports to the Operational Area.<br />
328
CHART 1 − SEMS/NIMS EOC FUNCTION CHART (EXAMPLE)<br />
Policy Group<br />
<strong>City</strong> Council<br />
Mutual<br />
Aid<br />
EOC Director<br />
Special<br />
Districts<br />
PIO<br />
Safety Officer<br />
Non-governmental<br />
Organizations<br />
Private Sector<br />
Liaison<br />
Officer<br />
EOC<br />
Coordinator<br />
Security<br />
Officer<br />
Legal Advisor<br />
Operations<br />
Section<br />
Plan & Intel<br />
Section<br />
Logistics<br />
Section<br />
Finance & Admin<br />
Section<br />
Law<br />
Branch<br />
Situation<br />
Status<br />
Information<br />
Systems<br />
Personnel<br />
Time<br />
Recording<br />
Coroner<br />
Documentation<br />
Communications<br />
Transportation<br />
Cost Recovery<br />
Fire<br />
Branch<br />
Damage<br />
Assessment<br />
Computers<br />
Facilities<br />
Cost Analysis<br />
Care &<br />
Shelter<br />
Advance<br />
Planning<br />
Resources<br />
Purchasing<br />
Health &<br />
Medical<br />
Recovery<br />
Planning<br />
Procurement<br />
Comp & Claims<br />
Public Works<br />
Technical<br />
Specialists<br />
Photo<br />
Documentation<br />
??<br />
Building &<br />
Safety<br />
Demobilization<br />
Others?<br />
This ICS organization chart represents a full-scale EOC activation for a large<br />
organization. The EOC for the <strong>City</strong> may not have all branches and units fully<br />
staffed, depending on the nature and extent <strong>of</strong> an event. To maintain the span <strong>of</strong><br />
control, deputies may be appointed. When sections, branches or units are not<br />
activated, the responsibility for those functions rises to the next highest level <strong>of</strong><br />
supervision. The EOC Director is responsible for maintaining the appropriate<br />
staffing levels.<br />
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Employee Assignments and Responsibilities<br />
California Labor Code §3211.92(b) identifies public agency employees as Disaster<br />
Service Workers. Consequently, all on-duty <strong>City</strong> employees are expected to remain at<br />
work. Off-duty employees should report for work in accordance with <strong>City</strong> policy. <strong>Santa</strong><br />
<strong>Monica</strong> Municipal Code section 2.16.060 details the powers given to the <strong>City</strong> Manager<br />
regarding employee responsibilities in the event <strong>of</strong> disasters. If at home when a<br />
disaster occurs, employees are expected to ensure the welfare <strong>of</strong> their families and<br />
homes before reporting to work<br />
At the time <strong>of</strong> an emergency, all <strong>City</strong> employees are eligible to be called upon to<br />
assume an emergency assignment. Should that become necessary, the <strong>City</strong> Manager<br />
may suspend normal <strong>City</strong> business activities. The Personnel Unit in the <strong>City</strong> EOC<br />
Logistics Section will coordinate recruiting, orienting and assigning <strong>City</strong> employees and<br />
volunteers to emergency tasks.<br />
In addition to being available for an emergency assignment, it is the responsibility <strong>of</strong> all<br />
<strong>City</strong> staff to:<br />
Be familiar with the <strong>City</strong> emergency organization, concept <strong>of</strong> emergency operations<br />
and the procedures outlined in this Multi Hazard Functional Emergency Plan.<br />
Be familiar with department emergency procedures.<br />
Attend required emergency training and exercises.<br />
Maintain pr<strong>of</strong>iciency in any special skills needed for emergency assignment.<br />
<strong>City</strong> Employee Notification and Recall<br />
The <strong>City</strong> <strong>of</strong> <strong>Santa</strong> <strong>Monica</strong> has implemented an automated alert and notification system<br />
called SM Alerts, designed to notify the public and city employees <strong>of</strong> emergency<br />
incidents and events. The SM Alerts system will be utilized to contact employees in<br />
times <strong>of</strong> emergencies through phone call, emails, and text messages. In the event <strong>of</strong> an<br />
emergency, all <strong>City</strong> personnel are expected to:<br />
Follow their respective department response plans.<br />
During an emergency, <strong>City</strong> radios should be limited to emergency radio traffic<br />
only.<br />
1680 AM will broadcast local emergency information.<br />
For area wide emergency information, listen to one <strong>of</strong> the following Emergency<br />
Alert Systems (EAS).<br />
KSRF (103.1 FM) KFI (640 AM) KFWB (980 AM)<br />
KNX (1070 AM) KCRW (89.9 - <strong>Santa</strong> <strong>Monica</strong> College)<br />
Monitor radio and television news stations including KFI 640 AM, KFWB 980 AM<br />
or KNX 1070 AM for instructions.<br />
Refer to the <strong>City</strong>’s website at www.smgov.net.<br />
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Emergency Operations Center (EOC)<br />
In normal conditions, day-to-day operations are conducted by departments and<br />
agencies that are widely dispersed throughout the <strong>City</strong>. In a major emergency or<br />
disaster, the <strong>City</strong> will use an Emergency Operations Center (EOC), from which<br />
centralized disaster/emergency management can be performed. This facilitates a<br />
coordinated response by the <strong>City</strong> and representatives <strong>of</strong> other organizations who are<br />
involved in the emergency response and recovery. The level <strong>of</strong> EOC staffing will vary<br />
with the specific disaster/emergency situation.<br />
An EOC provides a central location for information and decision making, and allows for<br />
face-to-face coordination among personnel who must make emergency decisions. The<br />
following functions may be performed in the <strong>City</strong>’s EOC:<br />
Managing and coordinating disaster/emergency operations.<br />
Receiving and disseminating warning information.<br />
Developing emergency policies and procedures.<br />
Collecting intelligence from, and disseminating information to, the various EOC<br />
representatives and to County, State, Federal and other agencies.<br />
Preparing intelligence summaries, situation reports, operational reports and other<br />
reports.<br />
Maintaining maps, display boards and other disaster related information.<br />
Continuing analysis <strong>of</strong> disaster information.<br />
Coordinating operational and logistical support.<br />
Maintaining contact and coordination with department operations centers (DOCs),<br />
other local government EOCs and the Operational Area.<br />
Providing disaster/emergency information to the public and making <strong>of</strong>ficial releases<br />
to the news media.<br />
Communications.<br />
Resource dispatching and tracking.<br />
<strong>City</strong> emergency/disaster response and recovery operations will be managed in one <strong>of</strong><br />
three modes, depending on the magnitude <strong>of</strong> the emergency/disaster.<br />
Level One<br />
Level One EOC activation may be a minor to moderate incident wherein local resources<br />
are adequate and available. A Local Emergency may or may not be proclaimed. The<br />
<strong>City</strong> EOC may be activated at a minimal level or may not be activated. Off-duty<br />
personnel may be recalled.<br />
Level Two<br />
Level Two activation may be a moderate to severe emergency/disaster wherein local<br />
resources are not adequate and mutual aid may be required on a regional or significant<br />
331
event. Key management level personnel from the principal involved agencies will colocate<br />
in a central location to provide jurisdictional or multi-jurisdictional coordination.<br />
The EOC should be activated. Off-duty personnel may be recalled. A Local Emergency<br />
may be proclaimed by the <strong>City</strong>/County and a State <strong>of</strong> Emergency may be proclaimed by<br />
the Governor.<br />
Level Three<br />
Level Three activation may be a local or regional disaster or incident wherein resources<br />
in or near the impacted area are overwhelmed and extensive state and/or federal<br />
resources are required. All response and early recovery activities will be conducted from<br />
the EOC.<br />
EOC Location and Description<br />
The primary EOC is located at the Public Safety Facility, 333 Olympic Drive, 2 nd floor<br />
<strong>Santa</strong> <strong>Monica</strong>, CA 90401.<br />
The alternate EOC is located at the <strong>Santa</strong> <strong>Monica</strong> Main Public Library Multi-Purpose<br />
Room, 601 <strong>Santa</strong> <strong>Monica</strong> Blvd. <strong>Santa</strong> <strong>Monica</strong>, CA 90401.<br />
332
Emergency Operations Center<br />
The EOC is divided among the Management, Operations, Logistics,<br />
Planning/Intelligence and Finance/Administration sections. Emergency power is<br />
provided by a diesel generator. The emergency fuel reserve is sufficient for 10 days.<br />
The EOC has the capability to house and feed staff for up to 5 days. On-site services<br />
include: kitchen, bathrooms, food and water supply and sleeping cots.<br />
The alternate EOC may be activated when the primary EOC is unusable. The Logistics<br />
Section will coordinate the relocation to the alternate EOC. The operational functions <strong>of</strong><br />
the alternate EOC will be the same as those <strong>of</strong> the primary EOC.<br />
EOC Displays<br />
Because the EOC’s major purpose is gathering and sharing information for coordinated<br />
emergency response, The WebEOC computer based information management system<br />
will be used to track all incident related information. All EOC sections must track<br />
information so that other EOC staff can quickly comprehend what actions have been<br />
taken, what resources are available and the damage in the <strong>City</strong> resulting from the<br />
disaster. The Planning/Intelligence Section is responsible for coordinating displays <strong>of</strong><br />
information.<br />
Planning Section is responsible for compiling and sharing all disaster related information<br />
during EOC activations. This includes the creation <strong>of</strong> all Situation Status reports and<br />
Event and Incident Action Plans through the WebEOC system. This information will<br />
then be made available to the entire EOC in both print and electronic formats through<br />
the WebEOC system.<br />
The <strong>City</strong> <strong>of</strong> <strong>Santa</strong> <strong>Monica</strong> utilizes a computer based Incident Management System<br />
called WebEOC. WebEOC is the primary tool for all EOC based operations. All EOC<br />
personnel are assigned WebEOC log in accounts and are required to be trained in the<br />
use <strong>of</strong> the system.<br />
In the event that the WebEOC system is non-operational, status boards are located<br />
along the west facing windows <strong>of</strong> the EOC. Additionally, copies <strong>of</strong> the Multi Hazard<br />
Functional Emergency Plan, Position checklists, EOC, ICS, and FEMA forms, as well as<br />
<strong>of</strong>fice supplies and other materials are located in the cabinets on west side <strong>of</strong> the EOC.<br />
Additional <strong>of</strong>fice supplies are located in the EOC storage closet on the south end <strong>of</strong> the<br />
EOC and in the larger storage closet outside <strong>of</strong> the EOC, in the hallway on the north<br />
end <strong>of</strong> the facility next to the Police communications center.<br />
EOC Communications<br />
Communications in the EOC include the use <strong>of</strong> the WebEOC incident management<br />
system, telephones, emails, and radios located in the Operations Section. The<br />
Logistics Section is responsible for communications.<br />
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Disaster Communications Services (DCS)<br />
Amateur communications or ham radio is an alternative mode <strong>of</strong> communication during<br />
a disaster. The <strong>City</strong> maintains a cadre <strong>of</strong> ham radios. Radio frequencies are:<br />
145.280 - 127.3<br />
145.280 Simplex<br />
144.315 Simplex<br />
144.360 Simplex<br />
144.350 Simplex<br />
EOC Facility Management<br />
Management <strong>of</strong> and maintaining operational readiness <strong>of</strong> the primary and alternate<br />
EOC facilities is the responsibility <strong>of</strong> the Office <strong>of</strong> Emergency Management staff.<br />
The EOC Director will have the primary responsibility for ensuring that the <strong>City</strong> Council<br />
is kept informed <strong>of</strong> the situation and will bring all major policy issues to the Council for<br />
review and decision.<br />
EOC Activation Policy<br />
The EOC is activated when field response agencies need support, a citywide<br />
perspective is needed or multiple-departments need to coordinate their response.<br />
Activated EOCs may be partially or fully staffed to meet the demands <strong>of</strong> the situation.<br />
The Operational Area must be notified via the designated countywide emergency<br />
reporting systems when the EOC is activated. The Disaster Management Area<br />
Coordinator must also be notified.<br />
When to Activate the EOC<br />
An emergency situation that has occurred or might occur that will require a large<br />
commitment <strong>of</strong> resources from two or more <strong>City</strong> Departments over an extended period<br />
<strong>of</strong> time. Examples include: an earthquake, brush fire, bombing, flooding, major<br />
hazardous material incident, civil disturbance, aircraft disaster, high rise structure fire,<br />
severe weather conditions, act <strong>of</strong> terrorism, large-scale school incident and special<br />
events.<br />
An impending or declared "State <strong>of</strong> War Emergency".<br />
Who Can Activate the EOC<br />
The following individuals, either acting as the EOC Director or on behalf <strong>of</strong> the EOC<br />
Director, or their appointed representatives are authorized to activate the EOC:<br />
334
<strong>City</strong> Manager<br />
Assistant <strong>City</strong> Manager<br />
Emergency Manager<br />
Chief <strong>of</strong> Police Department<br />
Chief <strong>of</strong> Fire Department<br />
Director <strong>of</strong> Public Works<br />
EOC Activation Guidelines<br />
Call an <strong>of</strong>ficial who has authority to activate the EOC (see list above) and request<br />
activation.<br />
Identify yourself as the Incident Commander or other appropriate authority and<br />
provide a call-back confirmation phone number.<br />
Briefly describe the emergency/disaster situation requiring the EOC activation.<br />
Identify in general what EOC functions will be needed.<br />
Notify Office <strong>of</strong> Emergency Management staff <strong>of</strong> pending activation.<br />
EOC Activation Procedures<br />
Determine level <strong>of</strong> EOC activation and staffing levels<br />
Notify Office <strong>of</strong> Emergency Management staff.<br />
Notify the Operational Area and your Disaster Management Area Coordinator<br />
(DMAC) that the <strong>City</strong> EOC has been activated.<br />
EOC Deactivation Procedures<br />
The EOC Director will determine which units, branches or sections are no longer<br />
needed and order EOC deactivation to begin.<br />
Deactivated units will complete all required paperwork and transfer any remaining<br />
tasks or responsibilities to the appropriate unit, branch or section.<br />
As EOC deactivation continues, this process will repeat itself.<br />
The deactivation should be overseen by the Demobilization Unit to ensure<br />
procedures are followed.<br />
Notify the Operational Area and your Disaster Management Area Coordinator<br />
(DMAC) when the EOC deactivation is complete.<br />
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Coordination with the Field Response Level<br />
Coordination among SEMS levels is clearly necessary for effective emergency<br />
response. In a major disaster/emergency, the <strong>City</strong>’s EOC may be activated to<br />
coordinate the overall response while the Incident Command System is used by field<br />
responders. Incident Commanders may report to department operations centers<br />
(DOCs) which in turn will coordinate with the EOC. In some jurisdictions Incident<br />
Commanders may report directly to the EOC, usually to their counterpart in the<br />
Operations Section<br />
Communication and Coordination with the Operational Area Level<br />
Communications should be established between all cities and the Operational Area.<br />
Designated countywide emergency reporting systems should be used to coordinate and<br />
communicate reports and resource requests with the Operational Area EOC. If those<br />
systems are not available, all reports and requests are to be sent to the Sheriff’s Station<br />
by means coordinated with and agreed to by the Watch Commander and <strong>City</strong> staff. The<br />
Sheriff’s Station will then be responsible for sending the information to the Operational<br />
Area EOC.<br />
A <strong>City</strong> should report its status to the Operational Area EOC whether or not it has any<br />
disaster damage. The Operational Area will use the Multi-Agency Coordinating System<br />
(MACS) concept when developing response and recovery operations.<br />
Reporting to the Operational Area<br />
<strong>City</strong> reports and notifications are to be made to the Operational Area. These reports<br />
and notifications include:<br />
Activation <strong>of</strong> the EOC.<br />
Proclamation <strong>of</strong> a Local Emergency.<br />
Reconnaissance (Recon) Reports.<br />
<strong>City</strong> Status Reports.<br />
Initial Damage Estimates.<br />
Incident Reports.<br />
Resource Requests.<br />
Established reporting procedures include:<br />
Use <strong>of</strong> the designated countywide emergency reporting system.<br />
Phoning or faxing information to the Operational Area EOC.<br />
Contacting the West Hollywood Sheriff’s Station by means coordinated with and<br />
agreed to by the Watch Commander and city staff. West Hollywood Sheriff’s Station<br />
is responsible for sending the information to the Operational Area EOC if the <strong>City</strong> is<br />
unable to do so.<br />
o Verify with the Operational Area EOC as soon as possible that they have<br />
received your reports.<br />
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Resource Request Process<br />
When a disaster or emergency occurs, a city will use its own internal assets to provide<br />
emergency services. If a city’s internal assets are not sufficient, the <strong>City</strong> will normally<br />
make a request to a neighboring jurisdiction for assistance. Internal assets include<br />
supplies and equipment available from local vendors.<br />
If resources are still not available, resource requests should be directed to the<br />
Operational Area EOC via the designated countywide emergency reporting systems.<br />
Existing mutual aid agreements and financial protocols will be followed.<br />
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338
CITY OF SANTA MONICA’S<br />
EMERGENCY OPERATIONS CENTER<br />
The Emergency Operations Center (EOC) serves as the centralized point to manage<br />
overall city response to major disasters. The EOC operates under the Standardized<br />
Emergency Management System (SEMS). EOC staff coordinates interdepartmental<br />
activity, implements city policy, determines the mission and priorities, engage in long<br />
range planning and coordination with outside agencies, and provides direction and<br />
authority to act. It is the link between the city and outside resources. The EOC provides<br />
the cost recovery efforts for the city, by tracking and reporting the personnel, supplies<br />
and equipment used by the various departments and agencies.<br />
Under SEMS, the city has responsibilities at two levels, the field response and local<br />
government levels. At the field response level, all department and agencies will use the<br />
Incident Command System (ICS) to standardize the emergency response and report<br />
emergency related information to the emergency management organization in the <strong>City</strong>’s<br />
EOC.<br />
The <strong>Santa</strong> <strong>Monica</strong> EOC reports to the Los Angeles Operational Area (OA). SEMS<br />
regulations require an operational area EOC to be activated when a local government<br />
within the operational area activates its EOC, and/or when two or more cities within the<br />
Operational Area have declared a local emergency.<br />
EOC LOCATION AND DESCRIPTION<br />
The EOC is divided among the Management, Operations, Logistics, Planning and<br />
Finance sections. Emergency power is provided by a diesel generator. The emergency<br />
fuel reserve is sufficient for 10 days (2,500 gallons). Re-supply <strong>of</strong> emergency fuel will<br />
be obtained in house via a Public Works fuel truck that can get fuel from the pumping<br />
station at the <strong>City</strong> Yard. Power will provide for lighting panels, selected wall circuits,<br />
telephones and radios. The EOC has the capability to house and feed staff for 48<br />
consecutive hours. On-site services include kitchen, bathrooms, food and water supply<br />
and sleeping cots.<br />
The alternate EOC will be activated only when the primary EOC is damaged,<br />
inaccessible, and/or evacuation <strong>of</strong> EOC staff members becomes necessary. When the<br />
use <strong>of</strong> an alternate EOC becomes necessary, those occupying the primary EOC will be<br />
asked to relocate to the alternate EOC site. If the primary EOC is unusable before its<br />
activation, staff members will be asked to report to the alternate EOC site. The<br />
Logistics Section will arrange for relocation <strong>of</strong> EOC staff members to the alternate EOC.<br />
Direction and control authority will be transferred from the primary EOC to an alternate<br />
EOC when necessary by the EOC Director. All Section Coordinators will advise their<br />
emergency response field forces <strong>of</strong> the transition to the alternate EOC.<br />
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340
CITY OF SANTA MONICA’S<br />
EOC ACTIVATION POLICY<br />
Activation <strong>of</strong> the local government level means that at least one local government<br />
<strong>of</strong>ficial implements SEMS/NIMS as appropriate to the scope <strong>of</strong> the disaster/emergency<br />
and the local government’s role in response to the disaster/emergency.<br />
The local government level is activated when field response agencies need support.<br />
The local <strong>of</strong>ficial(s) implementing SEMS/NIMS may function from the EOC or from other<br />
locations depending on the situation. Activated EOCs may be partially or fully staffed to<br />
meet the demands <strong>of</strong> the situation.<br />
The Los Angeles County Operational Area should be notified when the <strong>City</strong> <strong>of</strong> <strong>Santa</strong><br />
<strong>Monica</strong>'s EOC is activated.<br />
EOC ACTIVATION:<br />
The <strong>City</strong> Manager, Assistant <strong>City</strong> Manager, Emergency Manager, Chief <strong>of</strong> Police, Chief<br />
<strong>of</strong> Fire Department and Director <strong>of</strong> Public Works Management have the authority to<br />
activate the EOC by notifying the Police Watch Commander to activate the Emergency<br />
Off-Duty Recall list. Additionally, the <strong>City</strong> Manager, Assistant <strong>City</strong> Manager, Emergency<br />
Manager, Chief <strong>of</strong> the Police, Chief <strong>of</strong> Fire Department, and or the Director <strong>of</strong> Public<br />
Works will determine when it is appropriate to deactivate the EOC.<br />
The emergency management staff operates from the EOC and is directed by the <strong>City</strong><br />
Manager who serves as the Director <strong>of</strong> Emergency Services. He/she is responsible to<br />
the <strong>City</strong> Council and Disaster Council per Article II, Section 2.16.020, <strong>of</strong> the <strong>Santa</strong><br />
<strong>Monica</strong> Municipal Code. The Director <strong>of</strong> Emergency Services has the authority to direct<br />
all EOC activity and is responsible for the <strong>City</strong>’s overall emergency management policy<br />
and coordination. This is accomplished through the joint efforts <strong>of</strong> all city departments,<br />
other public and private organizations, as needed and volunteer agencies.<br />
EOC Activation will take place under the following circumstances:<br />
<br />
<br />
<br />
<br />
<br />
A significant earthquake causing damage in the <strong>City</strong> or neighboring jurisdictions.<br />
Upon notification <strong>of</strong> an uncontrolled release or failure <strong>of</strong> Stone Canyon Reservoir or<br />
Riviera Reservoir.<br />
Upon notification <strong>of</strong> a tsunami warning that will impact the <strong>City</strong> <strong>of</strong> <strong>Santa</strong> <strong>Monica</strong>.<br />
An impending or declared "State <strong>of</strong> War Emergency".<br />
An emergency situation that has occurred or might occur <strong>of</strong> such a magnitude that it<br />
will require a large commitment <strong>of</strong> resources from two or more <strong>City</strong> Departments<br />
over an extended period <strong>of</strong> time. Examples include a major hazardous material<br />
incident, civil disturbance, aircraft disaster, high-rise structure fire or severe weather<br />
conditions.<br />
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LOCAL GOVERNMENT EOC STAFFING GUIDE<br />
Event/Situation<br />
Unusual occurrences with severe potential<br />
impacts on the health and safety <strong>of</strong> the<br />
public and/or environment<br />
Severe Weather Issuances (See<br />
Supporting Documentation)<br />
Significant incidents involving 2 or more<br />
departments<br />
Earthquake Advisory/Prediction Level One<br />
Earthquake with damage reported<br />
Earthquake Advisory/Prediction Level Two<br />
or Three<br />
Major wind or rain storm<br />
Two or more large incidents involving 2 or<br />
more departments<br />
Wildfire affecting developed area<br />
Major scheduled event<br />
Severe hazardous materials incident<br />
involving large-scale or possible large-scale<br />
evacuations<br />
Unusual occurrences with severe potential<br />
impacts on the health and safety <strong>of</strong> the<br />
public and/or environment<br />
Major city or regional emergency-multiple<br />
departments with heavy resource<br />
involvement<br />
Earthquake with damage in <strong>Santa</strong> <strong>Monica</strong><br />
or adjacent cities.<br />
Unusual occurrences with severe potential<br />
impacts on the health and safety <strong>of</strong> the<br />
public and/or environment<br />
Activation<br />
Level<br />
One<br />
Two<br />
Three<br />
EOC Director<br />
Minimum Staffing<br />
Other Designees<br />
Note: May be limited to<br />
Department Operations Center<br />
activation.<br />
EOC Director<br />
Section Coordinators, Branches<br />
and Units as appropriate to<br />
situation<br />
Liaison/Agency representatives<br />
as appropriate.<br />
Public Information Officer<br />
All EOC positions<br />
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EMPLOYEE RESPONSE:<br />
If a disaster occurs during the regular work day, all staff should make contact with their<br />
immediate supervisor or return to the <strong>of</strong>fice as soon as possible and await further<br />
instruction.<br />
Off-Duty Notification<br />
It is the responsibility <strong>of</strong> each <strong>City</strong> department to be able to contact staff thorough the<br />
<strong>City</strong>’s emergency alert and notification system, SM Alerts. Departments are required to<br />
have the ability to contact employees following incidents or emergencies. Employees<br />
should be informed <strong>of</strong> when and where they should report for duty when contacted. SM<br />
Alerts usage policy is included in the supporting documentation section <strong>of</strong> this plan.<br />
Automatic EOC Activation<br />
A minimum <strong>of</strong> a Level II EOC Activation will be initiated when an earthquake <strong>of</strong> 6.0 or<br />
greater magnitude occurs within a 50 mile radius <strong>of</strong> the <strong>City</strong> <strong>of</strong> <strong>Santa</strong> <strong>Monica</strong>, or a 7.0<br />
earthquake occurs within the four (4) county areas <strong>of</strong> Los Angeles, San Bernardino,<br />
Orange, and Ventura, where the <strong>City</strong> <strong>of</strong> <strong>Santa</strong> <strong>Monica</strong> may have suffered serious<br />
damage, or where city manpower may be seriously impacted.<br />
If telephones are not operating, employees should listen to the radio for emergency<br />
information to determine the extent <strong>of</strong> damage. If reports indicate extensive damage to<br />
the <strong>Santa</strong> <strong>Monica</strong> area and the Westside, employees should report to work as<br />
previously directed by supervisor.<br />
In other disaster situations such as a hazardous materials incident, flood, or major fire,<br />
some <strong>City</strong> employees may not know if they are supposed to report to work. Generally,<br />
during these situations, an employee will be contacted by a supervisor or an assigned<br />
member <strong>of</strong> their department who will provide emergency instructions.<br />
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PHASES OF EMERGENCY MANAGEMENT<br />
This SEMS/NIMS Emergency Plan addresses the entire spectrum <strong>of</strong> contingencies,<br />
ranging from relatively minor incidents to large-scale disasters, such as an earthquake.<br />
Some emergencies will be preceded by a buildup or warning period, providing sufficient<br />
time to warn the public and implement mitigation measures designed to reduce loss <strong>of</strong><br />
life, property damage, and effects on the environment. Other emergencies occur with<br />
little or no advance warning, thus requiring immediate activation <strong>of</strong> the SEMS/NIMS<br />
Emergency Plan and efficient and coordinated mobilization and deployment <strong>of</strong><br />
resources. All departments and agencies <strong>of</strong> the <strong>City</strong> must be prepared to promptly and<br />
effectively respond to any foreseeable emergency, taking all appropriate actions,<br />
including requesting and providing mutual aid.<br />
Emergency management activities during peacetime and national security<br />
emergencies are <strong>of</strong>ten associated with the four federal defined phases:<br />
<br />
<br />
<br />
<br />
Mitigation Phase<br />
Preparedness Phase<br />
Response Phase<br />
Recovery Phase<br />
Mitigation Phase<br />
Mitigation efforts occur both before and after emergencies or disasters.<br />
Post-disaster mitigation is actually part <strong>of</strong> the recovery process. This includes<br />
eliminating or reducing the impact <strong>of</strong> hazards that exist within the <strong>City</strong> <strong>of</strong> <strong>Santa</strong> <strong>Monica</strong>.<br />
The <strong>City</strong> <strong>of</strong> <strong>Santa</strong> <strong>Monica</strong> created and adopted the <strong>Santa</strong> <strong>Monica</strong> Local Hazard<br />
Mitigation Plan in 2004. The <strong>City</strong> Council adopted the Local Hazard Mitigation Plan in<br />
September <strong>of</strong> 2004. The Local Hazard Mitigation Plan was formally approved by the<br />
Federal Emergency Management Agency in April <strong>of</strong> 2005.<br />
The goals <strong>of</strong> the <strong>Santa</strong> <strong>Monica</strong> Local Hazard Mitigation Plan include:<br />
1. Protection <strong>of</strong> lives and property.<br />
2. Improve emergency services capability.<br />
3. Increase public awareness <strong>of</strong> local hazards.<br />
4. Develop partnerships in implementation.<br />
5. Promote sustainable living.<br />
Preparedness Phase<br />
The preparedness phase involves activities that are undertaken in advance <strong>of</strong> an<br />
emergency or disaster. These activities develop operational capabilities and effective<br />
responses to a disaster. Disaster plans are developed and revised to guide disaster<br />
344
esponse and increase available resources. Planning activities include developing<br />
hazard analyses, training response personnel, and improving public information and<br />
communications systems.<br />
Preparedness activities fall into two basic areas: readiness and capability.<br />
Preparedness activities are part <strong>of</strong> the implementation <strong>of</strong> the Emergency Services Act<br />
(ESA), the Master Mutual Aid Agreement (MMAA), and the State Emergency Plan.<br />
Readiness activities shape the framework and create the basis <strong>of</strong> knowledge necessary<br />
to complete a task or mission. Readiness activities might include:<br />
<br />
<br />
<br />
<br />
<br />
<br />
<br />
Implementing hazard mitigation projects.<br />
Developing hazard analyses.<br />
Developing and maintaining emergency plans and procedures.<br />
Conducting general and specialized training.<br />
Conducting exercises.<br />
Developing mutual aid agreements.<br />
Improving emergency public education and warning systems.<br />
Standard Operating Procedures<br />
<strong>City</strong> departments and agencies that have responsibilities in this plan have<br />
prepared Department specific Standard Operating Procedures (SOPs) detailing<br />
personnel assignments, policies, notification rosters, and resource lists.<br />
Emergency response personnel should be acquainted with these SOPs, and<br />
receive periodic training on the policies and procedures contained within the<br />
SOPs.<br />
Capability activities involve the procurement <strong>of</strong> items or tools necessary to<br />
complete the task(s) or mission(s). Capability activities include:<br />
<br />
<br />
<br />
Assessment <strong>of</strong> the <strong>City</strong> and its resources.<br />
Comparison and analysis <strong>of</strong> anticipated resource requirements and resources.<br />
Identification <strong>of</strong> local sources to meet anticipated resource "shortfall‖.<br />
Response Phase<br />
The response phase includes increased readiness, initial response, and<br />
extended response activities. Upon receipt <strong>of</strong> a warning or the observation that<br />
an emergency situation is imminent or likely to occur, <strong>Santa</strong> <strong>Monica</strong> will initiate<br />
actions to increase its readiness.<br />
Events, which may trigger increased readiness activities, include:<br />
Issuance <strong>of</strong> a credible long-term earthquake prediction.<br />
Receipt <strong>of</strong> a flood advisory or other special weather statement.<br />
Receipt <strong>of</strong> a tsunami warning or watch.<br />
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Receipt <strong>of</strong> a potential reservoir/dam failure advisory.<br />
Conditions conducive to fires, such as the combination <strong>of</strong> high heat, strong winds,<br />
and low humidity.<br />
An expansive hazardous materials incident.<br />
A rapidly-deteriorating international situation that could lead to an attack upon the<br />
United States.<br />
Information or circumstances indicating the potential for acts <strong>of</strong> violence or civil<br />
disturbance.<br />
Increased Readiness<br />
As a crisis begins to develop, local jurisdictions and government takes action to<br />
increase its readiness. Increased readiness activities may include, but are not limited to,<br />
the following:<br />
Briefing <strong>of</strong> <strong>City</strong> Manager and other key <strong>of</strong>ficials or employees <strong>of</strong> <strong>Santa</strong> <strong>Monica</strong>.<br />
Reviewing and updating <strong>of</strong> SEMS/NIMS Emergency Plan & SOPs.<br />
Increasing public information efforts.<br />
Accelerating training efforts.<br />
Inspecting critical facilities and equipment, including testing warning and<br />
communications systems.<br />
Recruiting additional staff and Disaster Service Workers.<br />
Warning threatened elements <strong>of</strong> the population.<br />
Conducting precautionary evacuations in the potentially impacted area(s).<br />
Mobilizing personnel and pre-positioning resources and equipment.<br />
Contacting county, state and federal agencies that maybe involved in field activities.<br />
Initial Response<br />
The <strong>City</strong>’s initial response activities are primarily performed at the field response<br />
level. Emphasis is placed on saving lives, and minimizing the effects <strong>of</strong> the<br />
emergency or disaster.<br />
Supporting Documentation provides hazard-specific information for departments<br />
who are responsible for initial response operations in the <strong>City</strong>.<br />
Examples <strong>of</strong> initial response activities include:<br />
<br />
<br />
<br />
<br />
<br />
Making all necessary notifications, including <strong>City</strong> Departments and personnel, the<br />
American Red Cross (ARC), Salvation Army, other involved agencies, and the<br />
Operational Area.<br />
Disseminating warnings, emergency public information, and instructions to the<br />
citizens <strong>of</strong> <strong>Santa</strong> <strong>Monica</strong>.<br />
Conducting evacuations and/or rescue operations.<br />
Caring for displaced persons and treating the injured.<br />
Conducting initial damage assessments and surveys.<br />
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Assessing need for mutual aid assistance.<br />
Restricting movement <strong>of</strong> traffic/people and unnecessary access to affected areas.<br />
Developing and implementing Initial Action Plans.<br />
Extended Response<br />
The <strong>City</strong>'s extended response activities are primarily conducted in the emergency<br />
operations center (EOC). Extended emergency operations involve the coordination and<br />
management <strong>of</strong> personnel and resources to mitigate an emergency and facilitate the<br />
transition to recovery operations.<br />
Examples <strong>of</strong> extended response activities include:<br />
<br />
<br />
<br />
<br />
<br />
<br />
<br />
<br />
<br />
<br />
<br />
<br />
<br />
<br />
Preparing detailed damage assessments<br />
Co-operating mass care facilities<br />
Coordinating and/or operating coroner operations<br />
Procuring required resources to sustain operations<br />
Documenting situation status<br />
Protecting, controlling, and allocating vital resources<br />
Restoring vital utility services<br />
Tracking resource allocation<br />
Conducting advance planning activities<br />
Documenting expenditures<br />
Developing and implementing Action Plans for extended operations<br />
Disseminating emergency public information<br />
Proclaiming a local emergency; and<br />
Coordinating with county and state and federal agencies working within the county.<br />
Recovery Phase<br />
Recovery activities involve the restoration <strong>of</strong> services to the public and returning<br />
the affected area(s) to pre-emergency conditions. Recovery activities may be<br />
both short-term and long-term, ranging from restoration <strong>of</strong> essential utilities such<br />
as water and power, to mitigation measures designed to prevent future<br />
occurrences <strong>of</strong> a given threat. Examples <strong>of</strong> recovery activities include:<br />
Restoring utilities<br />
Applying for state and federal assistance programs<br />
Conducting hazard mitigation analyses<br />
Identifying residual hazards<br />
Determining and recovering costs associated with response and recovery.<br />
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SEMS/NIMS EMERGENCY ACTIVITIES FLOW CHART<br />
DISASTER EVENT OCCURS<br />
▼<br />
Director <strong>of</strong> Emergency Services determines extent <strong>of</strong> EOC activation<br />
▼<br />
Make notifications <strong>of</strong> EOC activation to elected <strong>of</strong>ficials and <strong>City</strong> staff<br />
▼<br />
Set up EOC<br />
▼<br />
Make notifications <strong>of</strong> EOC activation to outside agencies: Op Area, DMAC,<br />
Sheriff Station, Neighboring Cities and others<br />
▼<br />
EOC briefing regarding current status<br />
▼<br />
Begin initial EOC operations<br />
▼<br />
Sustained EOC operations and begin initial recovery planning<br />
▼<br />
Extended recovery operations<br />
▼<br />
Deactivation/Demobilization <strong>of</strong> EOC<br />
▼<br />
Debriefing and critique <strong>of</strong> incident<br />
▼<br />
After-Action Report (AAR)/Corrective Action Report (CAR)<br />
▼<br />
Revision <strong>of</strong> EOP/SOPs/SOGs based on AAR/CAR<br />
▼<br />
Recovery operations continue<br />
348
CONTINUITY OF GOVERNMENT<br />
Purpose<br />
A major disaster could result in great loss <strong>of</strong> life and property, including the death or<br />
injury <strong>of</strong> key government <strong>of</strong>ficials. At the same time, there could be partial or complete<br />
destruction <strong>of</strong> established seats <strong>of</strong> government, and the destruction <strong>of</strong> public and private<br />
records essential to continued operations <strong>of</strong> government and industry.<br />
In the aftermath <strong>of</strong> a major disaster, law and order must be preserved and essential<br />
government services must be maintained. This preservation is best accomplished by<br />
civil government. To this end, it is particularly essential that local government continue<br />
to function.<br />
Responsibilities<br />
Government at all levels is responsible for providing continuous, effective leadership<br />
and authority under all aspects <strong>of</strong> emergency services operations (prevention,<br />
preparedness, response, recovery and mitigation). Under California's concept <strong>of</strong> mutual<br />
aid, local <strong>of</strong>ficials remain in control <strong>of</strong> their jurisdiction's emergency operations while<br />
other jurisdictions may provide additional resources upon request. A key aspect <strong>of</strong> this<br />
control is to be able to communicate <strong>of</strong>ficial requests, situation reports and emergency<br />
information during any disaster a community might face.<br />
Preservation <strong>of</strong> Local Government<br />
Article 15 <strong>of</strong> the California Emergency Services Act (Chapter 7 <strong>of</strong> Division 1 <strong>of</strong> Title 2 <strong>of</strong><br />
the Government Code) provides the authority, as well as the procedures to be<br />
employed, to ensure continued functioning <strong>of</strong> political subdivisions within the State <strong>of</strong><br />
California. Generally, Article 15 permits the appointment <strong>of</strong> up to three standby <strong>of</strong>ficers<br />
for each member <strong>of</strong> the governing body, and up to three standby <strong>of</strong>ficers for the chief<br />
executive, if not a member <strong>of</strong> the governing body. Article 15 provides for the<br />
succession <strong>of</strong> <strong>of</strong>ficers who head departments responsible for maintaining law and order,<br />
or in furnishing public services relating to health and safety.<br />
Article 15 also outlines procedures to assure continued functioning <strong>of</strong> political<br />
subdivisions in the event the governing body, including standby <strong>of</strong>ficers, is unavailable<br />
to serve.<br />
The Emergency Services Act provides for the preservation <strong>of</strong> city government in the<br />
event <strong>of</strong> a major disaster.<br />
349
Lines <strong>of</strong> Succession for Officials with Emergency Responsibilities<br />
The first step in assuring continuity <strong>of</strong> government is to have personnel who are<br />
authorized and prepared to carry out emergency actions for government in the event <strong>of</strong><br />
a natural, technological or national security disaster.<br />
<strong>City</strong> Council<br />
Article 15, Section 8638 <strong>of</strong> the Emergency Services Act authorizes governing bodies to<br />
designate and appoint three standby <strong>of</strong>ficers for each member <strong>of</strong> the governing body<br />
and for the chief executive, if not a member <strong>of</strong> the governing body. Standby <strong>of</strong>ficers<br />
may be residents or <strong>of</strong>ficers <strong>of</strong> a political subdivision other than that to which they are<br />
appointed. Standby <strong>of</strong>ficers take the same oath as regular <strong>of</strong>ficers and are designated<br />
Number 1, 2 or 3 as the case may be.<br />
Article 15, Section 8644 <strong>of</strong> the Emergency Services Act establishes a method for<br />
reconstituting the governing body. It authorizes that, should all members, including all<br />
standbys be unavailable, temporary <strong>of</strong>ficers shall be appointed as follows:<br />
By the chairman <strong>of</strong> the board <strong>of</strong> the county in which the political subdivision is<br />
located, or<br />
By the mayor <strong>of</strong> any city within 150 miles (nearest and most populated down to<br />
farthest and least populated).<br />
Article 15, Section 8642 <strong>of</strong> the Emergency Services Act authorizes local governing<br />
bodies to convene as soon as possible whenever a State <strong>of</strong> War Emergency, State <strong>of</strong><br />
Emergency, or Local Emergency exists, and at a place not necessarily within the<br />
political subdivision.<br />
Article 15, Section 8643 Emergency Services Act describes the duties <strong>of</strong> a governing<br />
body during emergencies as follows:<br />
Ascertain the damage to the jurisdiction and its personnel and property.<br />
Reconstitute itself and any subdivisions.<br />
Perform functions in preserving law and order and furnishing local services.<br />
Director <strong>of</strong> Emergency Services<br />
A successor to the position <strong>of</strong> Director <strong>of</strong> Emergency Services is appointed by the <strong>City</strong><br />
Council. The succession occurs:<br />
Should the director be unavailable or unable to serve, the positions listed below, in<br />
order, shall act as the Director <strong>of</strong> Emergency Services.<br />
Should these positions be unavailable or unable to serve, the individuals who hold<br />
permanent appointments to the following positions in the city will automatically serve<br />
as acting director in the order shown. The individual who serves as acting director<br />
shall have the authority and powers <strong>of</strong> the Director, and will serve until the Director is<br />
again able to serve, or until a successor has been appointed by the <strong>City</strong> Council.<br />
First Alternate: Assistant <strong>City</strong> Manager<br />
350
Second Alternate: Emergency Manager<br />
Third Alternate: Chief <strong>of</strong> Police Department<br />
Fourth Alternate: Chief <strong>of</strong> Fire Department<br />
Notification <strong>of</strong> any successor changes shall be made through the established chain <strong>of</strong><br />
command.<br />
Department Heads<br />
Article 15, Section 8637 <strong>of</strong> the Emergency Services Act authorizes political subdivisions<br />
to provide for the succession <strong>of</strong> <strong>of</strong>ficers (department heads) having duties related to law<br />
and order and/or health and safety.<br />
Temporary <strong>City</strong> Seat and <strong>City</strong> Council Meeting Location<br />
Section 23600 <strong>of</strong> the California Government Code provides among other things:<br />
The <strong>City</strong> Council shall designate alternative city seats which may be located outside<br />
city boundaries.<br />
Real property cannot be purchased for this purpose.<br />
Additional sites may be designated if needed.<br />
In the event the primary location is not usable because <strong>of</strong> emergency conditions, the<br />
temporary seat <strong>of</strong> city government will be as follows:<br />
First Alternate:<br />
Second Alternate:<br />
<strong>Santa</strong> <strong>Monica</strong> Main Public Library<br />
601 <strong>Santa</strong> <strong>Monica</strong> Blvd,<br />
<strong>Santa</strong> <strong>Monica</strong>, CA 90401<br />
Annenberg Beach House<br />
415 Pacific Coast Highway<br />
<strong>Santa</strong> <strong>Monica</strong>, CA 90402<br />
Preservation <strong>of</strong> Vital Records<br />
The following individuals are responsible for the preservation <strong>of</strong> vital records in the <strong>City</strong>:<br />
1. <strong>City</strong> Clerk<br />
2. Deputy <strong>City</strong> Clerk<br />
Vital records are defined as those records that are essential to:<br />
<br />
Protect and preserve the rights and interests <strong>of</strong> individuals, governments,<br />
corporations and other entities. Examples include contracts, legislative actions, land<br />
and tax records, license registers, birth and death records and articles <strong>of</strong><br />
incorporation.<br />
351
Conduct emergency response and recovery operations. Records <strong>of</strong> this type include<br />
utility system maps, locations <strong>of</strong> emergency supplies and equipment, emergency<br />
operations plans and procedures, personnel rosters, etc.<br />
Reestablish normal governmental functions and protect the rights and interests <strong>of</strong><br />
government. Constitutions and charters, statutes and ordinances, court records,<br />
<strong>of</strong>ficial proceedings and financial records would be included here.<br />
Record depositories should be located well away from potential danger zones and/or<br />
housed in facilities designed to withstand most destructive forces.<br />
Each department within the city should identify, maintain and protect its own essential<br />
records.<br />
References<br />
Judicial System, Article VI, Section 1, 4, 5 and 10, <strong>of</strong> the Constitution <strong>of</strong> California.<br />
Local Government, Article XI, <strong>of</strong> the Constitution <strong>of</strong> California.<br />
Preservation <strong>of</strong> Local Government, Article 15 <strong>of</strong> the California Emergency Services Act<br />
(Chapter 7 <strong>of</strong> Division 1 <strong>of</strong> Title 2 <strong>of</strong> the Government Code).<br />
352
EMERGENCY PROCLAMATION PROCESS<br />
General<br />
The California Emergency Services Act provides the basic authorities for conducting<br />
emergency operations following a proclamation <strong>of</strong> Local Emergency, State <strong>of</strong><br />
Emergency or State <strong>of</strong> War Emergency by the Governor and/or appropriate local<br />
authorities, consistent with the provisions <strong>of</strong> the Act. There are three types <strong>of</strong><br />
proclamations <strong>of</strong> emergency in the State <strong>of</strong> California: local emergency, state <strong>of</strong><br />
emergency and state <strong>of</strong> war emergency.<br />
Local Emergency in <strong>Santa</strong> <strong>Monica</strong><br />
A Local Emergency may be proclaimed by the <strong>City</strong> Council or by the <strong>City</strong> Manager. A<br />
Local Emergency proclaimed by the <strong>City</strong> Manager must be ratified by the <strong>City</strong> Council<br />
within seven days. The governing body must review the need to continue the<br />
proclamation at least every fourteen days until the Local Emergency is terminated. The<br />
Local Emergency must be terminated by resolution as soon as conditions warrant.<br />
Proclamations are normally made when there is an actual incident or threat <strong>of</strong> disaster<br />
or extreme peril to the safety <strong>of</strong> persons and property within the city caused by natural<br />
or man-made situations.<br />
The proclamation <strong>of</strong> a Local Emergency provides the governing body with the legal<br />
authority to:<br />
If necessary, request that the Governor proclaim a State <strong>of</strong> Emergency and/or<br />
request a Presidential declaration.<br />
Promulgate or suspend orders and regulations necessary to provide for the<br />
protection <strong>of</strong> life and property, including issuing orders or regulations imposing a<br />
curfew within designated boundaries.<br />
Exercise full power to provide mutual aid to any affected area in accordance with<br />
local ordinances, resolutions, emergency plans or agreements.<br />
Request state agencies and other jurisdictions to provide mutual aid.<br />
Require the emergency services <strong>of</strong> any local <strong>of</strong>ficial or employee.<br />
Requisition necessary personnel and materials from any local department or<br />
agency.<br />
Obtain vital supplies and equipment and, if required, immediately commandeer the<br />
same for public use.<br />
Impose penalties for violation <strong>of</strong> lawful orders.<br />
Conduct emergency operations without incurring legal liability for performance, or<br />
failure <strong>of</strong> performance. (Note: Article 17 <strong>of</strong> the Emergency Services Act, Section<br />
8655, provides for certain privileges and immunities.)<br />
353
Note: Emergency proclamation forms are in Supporting Documentation.<br />
The <strong>City</strong> Attorney is responsible for preparing and submitting the paperwork with the<br />
assistance <strong>of</strong> the <strong>City</strong> Clerk’s Office. Documents will be on file in the EOC and intranet.<br />
The <strong>City</strong> should immediately notify and send a copy <strong>of</strong> the <strong>City</strong>’s proclamation to the<br />
Operational Area EOC so that the County can request a Local Emergency proclamation<br />
or a concurrence by the County.<br />
Local Emergency in the County <strong>of</strong> Los Angeles<br />
Los Angeles County Office <strong>of</strong> Emergency Management is the administrative coordinator<br />
<strong>of</strong> the Operational Area (OA). When the County’s Office <strong>of</strong> Emergency Management<br />
(OEM) receives the <strong>City</strong>’s proclamation, the County may:<br />
Proclaim a local emergency or;<br />
Concur with the <strong>City</strong>’s proclamation or;<br />
Take no action.<br />
The County then forwards to the California Emergency Management Agency (Cal-EMA)<br />
Southern Region:<br />
The <strong>City</strong>’s proclamation.<br />
The County’s proclamation.<br />
The County’s concurrence with the local proclamation.<br />
When the County <strong>of</strong> Los Angeles proclaims a local emergency, the <strong>City</strong> will be covered<br />
under the County proclamation (62 Ops.Cal.Atty.Gen. 701, 708 (1979). If the<br />
emergency/disaster affects the <strong>City</strong>, it is recommended that the <strong>City</strong> also proclaim a<br />
local emergency, as that will enable the <strong>City</strong> to adopt emergency ordinances and<br />
promulgate regulations that would not otherwise be valid. Note that, according to the<br />
Attorney General, the County’s ordinances prevail in the event there is a conflict<br />
between the County’s ordinances and ordinances adopted by the <strong>City</strong> (62<br />
Ops.Cal.Atty.Gen. 701, 708 (1979).<br />
When the County proclaims a local emergency, they may request that:<br />
The California Emergency Management Agency Secretary concur with the local<br />
proclamation;<br />
The Governor proclaim a State <strong>of</strong> Emergency and/or;<br />
The Governor request a Presidential Declaration <strong>of</strong> an Emergency or Major Disaster.<br />
State <strong>of</strong> Emergency<br />
A State <strong>of</strong> Emergency may be proclaimed by the Governor when:<br />
Conditions <strong>of</strong> disaster or extreme peril exist which threaten the safety <strong>of</strong> persons and<br />
property within the state caused by natural or man-made incidents.<br />
Requested to do so by local authorities.<br />
Local authority is inadequate to cope with the emergency.<br />
354
Whenever the Governor proclaims a State <strong>of</strong> Emergency:<br />
Mutual aid shall be rendered in accordance with approved emergency plans when<br />
the need arises in any county or city for outside assistance.<br />
The Governor shall, to the extent deemed necessary, have the right to exercise all<br />
police power vested in the state by the Constitution and the laws <strong>of</strong> the State <strong>of</strong><br />
California within the designated area.<br />
Jurisdictions may command the aid <strong>of</strong> citizens as deemed necessary to cope with an<br />
emergency.<br />
The Governor may suspend the provisions <strong>of</strong> orders, rules or regulations <strong>of</strong> any<br />
state agency; and any regulatory statute or statute prescribing the procedure for<br />
conducting state business.<br />
The Governor may commandeer or make use <strong>of</strong> any private property or personnel<br />
(other than the media) in carrying out the responsibilities <strong>of</strong> the <strong>of</strong>fice.<br />
The Governor may promulgate issue and enforce orders and regulations deemed<br />
necessary.<br />
State <strong>of</strong> War Emergency<br />
Whenever the Governor proclaims a State <strong>of</strong> War Emergency, or if a State <strong>of</strong> War<br />
Emergency exists, all provisions associated with a State <strong>of</strong> Emergency apply, plus: All<br />
state agencies and political subdivisions are required to comply with the lawful orders<br />
and regulations <strong>of</strong> the Governor which are made or given within the limits <strong>of</strong> authority as<br />
provided for in the Emergency Services Act.<br />
Federal Declaration<br />
The Governor can request a Presidential Declaration <strong>of</strong> an Emergency or a Major<br />
Disaster. This opens the door for federal disaster assistance. In some circumstances,<br />
a Presidential Declaration may allow for the termination <strong>of</strong> public works contracts<br />
(California Government Code 4410-4412).<br />
355
356
SUPPORTING DOCUMENTATION CONTENTS<br />
ACCESS AND FUNCTIONAL NEEDS<br />
a. State <strong>of</strong> California’s People With Access And Functional Needs Shelter Annex<br />
b. FEMA Guidance on Planning for Integration <strong>of</strong> Functional Needs Support<br />
Services in General Population Shelters<br />
ALERTING AND WARNING<br />
a. Emergency Alert Flow Chart<br />
b. SM Alerts Policy and Procedures<br />
AUTHORITIES AND REFERENCES<br />
a. Authorities and References<br />
COMMUNICATIONS<br />
b. Los Angeles County Operational Area Disaster Information Reporting System<br />
EARTHQUAKE<br />
a. State <strong>of</strong> California, Southern California Earthquake Response Plan<br />
b. Windshield Survey Forms<br />
FINANCE<br />
a. Procedures for Applying for Financial Assistance<br />
Hazard Mitigation<br />
a. Final Local Hazard Mitigation Plan<br />
b. Hazard Mitigation Summary<br />
LOGISTICS<br />
a. Emergency Volunteer Processing Forms<br />
MAPS<br />
a. <strong>City</strong> Map<br />
b. Geologic Hazards Map<br />
c. CalEMA Map <strong>of</strong> Southern California Region<br />
d. Map <strong>of</strong> Sewer System in <strong>Santa</strong> <strong>Monica</strong><br />
e. Map <strong>of</strong> Storm Drains in <strong>Santa</strong> <strong>Monica</strong><br />
f. Map <strong>of</strong> Potable Water in <strong>Santa</strong> <strong>Monica</strong><br />
357
OPERATIONAL AREA RESPONSE AND RECOVERY SYSTEM (OARRS)<br />
a. Los Angeles County Operational Area Disaster Information Reporting System-<br />
Flow Chart<br />
OPERATIONS<br />
a. Casualty Collection Point (CCP) Field Treatment Site<br />
b. Emergency Potable Water Procurement & Distribution<br />
c. Federal Aviation Regulations Flight Rules Section Temporary Flight Restrictions<br />
d. Procedures To Be Followed For Handling The Dead<br />
e. Radiological Protection Procedures For Cities In The Los Angeles County<br />
Operational Area<br />
f. Requesting Critical Incident Stress Debriefing (CISD) Procedures<br />
g. Shelter In Place<br />
PLANNING<br />
a. Planning Forms<br />
b. Glossary and Acronyms<br />
c. Planning P<br />
d. Los Angeles Regional Recovery Guidance for Emergency Planners<br />
e. Los Angeles County Operational Area Recovery Annex Template<br />
PROCLAMATIONS AND DECLARATIONS<br />
a. Authorities And Responsibilities <strong>of</strong> Local Health Officers In Disasters<br />
b. Emergency Management Assistance Compact<br />
c. Los Angeles County Operational Area Guide to Emergency Proclamations and<br />
Disaster Declarations<br />
d. Orders and Regulations Which May Be Selectively Promulgated by the Governor<br />
During a State <strong>of</strong> Emergency<br />
e. Sample Local Resolution Requesting State Director, Office <strong>of</strong> Emergency<br />
Services' Concurrence in Local Emergencies<br />
f. Sample Orders and Regulations Promulgated by the Governor to Take Effect<br />
Upon the Existence <strong>of</strong> a State Of War Emergency<br />
g. Sample Resolution Confirming Existence <strong>of</strong> A Local Emergency<br />
h. Sample Resolution Proclaiming Existence <strong>of</strong> A Local Emergency And Requesting<br />
Governor To (1) Proclaim a State Of Emergency; And (2) Request a Presidential<br />
Declaration<br />
i. Sample Resolution Proclaiming Existence <strong>of</strong> A Local Emergency<br />
j. Sample Resolution Proclaiming Termination <strong>of</strong> Local Emergency<br />
k. Sample Resolution Requesting Governor to Proclaim a State Of Emergency<br />
l. CalEMA Emergency Proclamations a Quick Reference Guide For Local<br />
Government<br />
PUBLIC INFORMATION MATERIAL<br />
a. Media Contact List<br />
b. Sample Messages For Release To The Public And Media (Disasters/<br />
Emergencies)<br />
358
c. The Public Information Officer Guide<br />
SANTA MONICA EMERGENCY OPERATIONS CENTER<br />
a. EOC Floor Plan<br />
SHELTERING<br />
a. <strong>City</strong> <strong>of</strong> <strong>Santa</strong> <strong>Monica</strong> Emergency Shelter Staff and Resources<br />
b. <strong>City</strong> <strong>of</strong> <strong>Santa</strong> <strong>Monica</strong> Daily Shelter Activity Report<br />
c. American Red Cross Facility Use Agreement<br />
d. Mass Care and Shelter Handbook<br />
e. Los Angeles County Animal Emergency Response Annex<br />
f. Los Angeles Operational Area Mass Care Guidance For Emergency Planners<br />
g. Los Angeles Operational Area Reception Processing Guidance For Emergency<br />
Planners<br />
h. Los Angeles County Operational Area Reception Annex Template<br />
i. Mass Care and Shelter Checklists<br />
j. Shelter Forms<br />
k. <strong>Santa</strong> <strong>Monica</strong>-Malibu Unified School District, Shelter Facilities and Contacts<br />
TSUNAMI<br />
a. <strong>City</strong> <strong>of</strong> <strong>Santa</strong> <strong>Monica</strong> Tsunami Response Plan<br />
359
<strong>City</strong> Council Report<br />
<strong>City</strong> Council Meeting: May 14, 2013<br />
<strong>Agenda</strong> Item: 3-C<br />
To:<br />
From:<br />
Subject:<br />
Mayor and <strong>City</strong> Council<br />
Edward F. King, Director <strong>of</strong> Transit Services<br />
Big Blue Bus Unlimited Ride Transit Program with <strong>Santa</strong> <strong>Monica</strong> College<br />
Recommended Action<br />
Staff recommends that the <strong>City</strong> Council authorize the <strong>City</strong> Manager to negotiate and<br />
execute an agreement to renew the “Any Line, Any Time” unlimited ride transit program<br />
between the Big Blue Bus and <strong>Santa</strong> <strong>Monica</strong> College (SMC) in the amount <strong>of</strong><br />
$1,317,040 for transit services provided during FY 2013-14.<br />
Executive Summary<br />
Big Blue Bus (BBB) has had annual agreements with SMC to provide unlimited access<br />
to BBB transit services for all student, staff, and faculty members who choose to<br />
participate in the “Any Line, Any Time” program. Under this agreement, BBB charges<br />
SMC a fixed annual amount for all passengers with a valid, activated SMC identification<br />
card bearing a current semester sticker. The SMC Partnership was most recently<br />
renewed at the June 12, 2012 Council meeting for the period <strong>of</strong> July 1, 2012 through<br />
June 30, 2013. Staff recommends renewing the agreement for an a dditional year<br />
through June 30, 2014 and increasing the fixed annual amount to $1,317,040.<br />
Background<br />
In 2007, <strong>Santa</strong> <strong>Monica</strong> College was the primary trip generator in <strong>Santa</strong> <strong>Monica</strong>,<br />
however, most <strong>of</strong> the 34,300 students and 1,700 staff commuted by automobile.<br />
Insufficient parking capacity at the campus led to the need for perimeter parking at the<br />
<strong>City</strong>’s beach lots and was a significant community safety and traffic concern. As a result,<br />
SMC and the <strong>City</strong> asked for Big Blue Bus’ help developing a comprehensive<br />
transportation solution. A one-year demonstration project with SMC was initiated in<br />
February 2007 when SMC agreed to reimburse BBB for trips taken by students, faculty<br />
1
and staff presenting their school identification card on the Crosstown Ride and a new<br />
service known as the Line 6 SMC Commuter, operating from the Palms/Mar Vista area<br />
to SMC. In August 2008 a third route was added: the Sunset Ride which connects the<br />
Bundy and Main campuses.<br />
Council authorized the implementation <strong>of</strong> the “Any Line, Any Time” program with SMC<br />
with the adoption <strong>of</strong> the Fiscal Year 2008-10 Short Range Transit Plan adopted<br />
on March 25, 2008. The Big Blue Bus implemented the unlimited ride transit program<br />
with SMC in the fall <strong>of</strong> 2008. A fixed annual amount for the Any Line, Any Time program<br />
was established in 2008 by multiplying two factors. The first factor was an average rate<br />
per boarding <strong>of</strong> $0.625, which was based on the estimate that half <strong>of</strong> all SMC riders<br />
would be eligible for the under 21 years <strong>of</strong> age youth fare <strong>of</strong> $0.50, and that the other<br />
half would fall into the regular fare category <strong>of</strong> $0.75 per boarding. The second factor<br />
was the 1,951,168 passengers counted by surveyors boarding and alighting at bus<br />
stops adjacent to SMC in the spring 2007 Line-by-Line Analysis before the program<br />
went into effect. These two factors total an annual fare amount <strong>of</strong> $1,219,480. The<br />
agreement was most recently renewed on June 12, 2012 for FY 2012-13. Over the last<br />
year, the <strong>City</strong> and College have engaged in discussion on the importance <strong>of</strong> program<br />
continuation while realizing that the appropriate level <strong>of</strong> financial support has not<br />
matched the significant increase in the number <strong>of</strong> students utilizing the service. In<br />
addition, reliable data has been collected during the last year providing consistent<br />
ridership information for SMC and BBB analysis for the first time since the 2007 Line-by-<br />
Line Analysis was conducted.<br />
Discussion<br />
As <strong>of</strong> February 2013 fiscal year-to-date SMC boardings are 1.78 million, a 12 percent<br />
increase over FY 2011-12 boardings for the same period. In recognition <strong>of</strong> the ridership<br />
increase the College agreed to an eight percent increase in the annual contract amount<br />
for FY 2013/14. The new fixed rate will be maintained for one year.<br />
2
To accommodate the strong ridership by SMC community members since 2007, BBB<br />
has made service enhancements including: schedule revisions to Route 7, extension <strong>of</strong><br />
Rapid 7 t o the Wilshire-Western Metro Rail station, the use <strong>of</strong> articulated buses on<br />
Rapid 7, and launched Route 11 service connecting SMC to UCLA.<br />
Representatives from BBB and SMC are currently meeting to discuss the<br />
implementation <strong>of</strong> BBB’s new fare collection system and conversion <strong>of</strong> SMC riders to<br />
Smart Cards by February 2014. The new cards will be purchased directly by SMC, as<br />
they will be us ed as their student ID and programmed by BBB for the Any Line-Any<br />
Time service. The new technology will help speed boarding time and provide more<br />
accurate information regarding ridership patterns.<br />
Financial Impacts & Budget Actions<br />
The agreement between Big Blue Bus and <strong>Santa</strong> <strong>Monica</strong> College for reimbursement for<br />
transit services to be provided in FY 2013-14 is $1,317,040, representing an increase <strong>of</strong><br />
$97,560 over the current year rate. The revenue increase will be included for Council<br />
approval in the FY 2013-15 proposed budget at account 41642.4020000.<br />
Prepared by: Joe Stitcher, Chief Administrative Officer<br />
Approved:<br />
Forwarded to Council:<br />
Edward F. King<br />
Director <strong>of</strong> Transit Services<br />
Rod Gould<br />
<strong>City</strong> Manager<br />
3
<strong>City</strong> Council Report<br />
<strong>City</strong> Council Meeting: May 14, 2013<br />
<strong>Agenda</strong> Item: 3-D<br />
To:<br />
From:<br />
Subject:<br />
Mayor and <strong>City</strong> Council<br />
Gigi Decavalles-Hughes, Director or Finance<br />
Parking Facilities Tax and Business License Tax Audit Services<br />
Recommended Action<br />
Staff recommends that the <strong>City</strong> Council authorize the <strong>City</strong> Manager to negotiate and<br />
execute a t wo-year pr<strong>of</strong>essional services agreement with MuniServices, a Californiabased<br />
company, in an amount not-to-exceed $221,262 for parking facilities tax and<br />
business license tax audit services.<br />
Executive Summary<br />
In order to ensure that the <strong>City</strong> is realizing the full tax revenue owed by companies that<br />
are not properly reporting, and to comply with Section 6.04.280 <strong>of</strong> the <strong>Santa</strong> <strong>Monica</strong><br />
Municipal Code (SMMC), which requires the Finance Director to conduct a program to<br />
audit business license tax returns <strong>of</strong> businesses operating in the <strong>City</strong> <strong>of</strong> <strong>Santa</strong> <strong>Monica</strong>,<br />
the <strong>City</strong> seeks to contract with an agency to provide Parking Facilities Tax and Business<br />
License Tax auditing services. The recommended contract amount would allow the <strong>City</strong><br />
to audit 89 par king facilities, as well as specific companies identified by staff as<br />
potentially underreporting gross receipts used to calculate business license tax.<br />
Staff recommends MuniServices, LLC to provide audit and revenue enhancement<br />
services to ensure accurate reporting and payment <strong>of</strong> Parking Facilities Tax and<br />
Business License tax. T he fee for the audits would be a not-to-exceed amount <strong>of</strong><br />
$221,262 for 89 parking facilities and for as-needed business license tax audits<br />
Background<br />
Parking Tax<br />
The <strong>City</strong> <strong>of</strong> <strong>Santa</strong> <strong>Monica</strong> levies a 10% tax on private and public parking fees collected<br />
in the <strong>City</strong>, which generates approximately $9.3 million annually in Parking Facility Tax<br />
(PFT) revenues, two-thirds (approximately $6.2 million) <strong>of</strong> which is collected and<br />
remitted to the <strong>City</strong> by 177 private parking facilities that report collecting parking taxes.<br />
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The remaining one t hird (approximately $3.1 million) is generated by <strong>City</strong>-owned<br />
facilities that would not be part <strong>of</strong> the scope <strong>of</strong> services <strong>of</strong> this contract.<br />
Business License Tax<br />
Businesses operating in the <strong>City</strong> <strong>of</strong> <strong>Santa</strong> <strong>Monica</strong> are required to obtain a business<br />
license annually and pay a tax. In most cases, the amount <strong>of</strong> the tax is based on prior<br />
calendar year gross receipts.<br />
There are three major gross receipts categories:<br />
• Pr<strong>of</strong>essional: $5.00 for each $1,000 in gross receipts<br />
• Services: $3.00 for each $1,000 in gross receipts<br />
• Retail/Other: $1.25 for each $1,000 in gross receipts<br />
Businesses with gross receipts between $40,000 and $60,000 annually pay a minimum<br />
tax <strong>of</strong> $75. Businesses physically located within <strong>Santa</strong> <strong>Monica</strong> with worldwide gross<br />
receipts less than $40,000 annually are exempt. Certain other small categories pay a<br />
flat tax.<br />
Business License taxes are due on June 30th <strong>of</strong> each year for the upcoming fiscal year,<br />
which runs from July 1st to June 30th <strong>of</strong> each year. If full payment is not received by<br />
August 31st, a 10% penalty is assessed each month, up to 100% <strong>of</strong> the business<br />
license tax due. The <strong>City</strong> currently administers approximately 22,000 business license<br />
accounts annually, and collected $25.5 million and $26.3 million in business license<br />
taxes and penalties in FY 2010-11 and FY 2011-12, respectively.<br />
The <strong>City</strong> may not receive all the tax revenue that it is legally entitled to due human error,<br />
the complex nature <strong>of</strong> the business, or fraud. Therefore, audits should be conducted to<br />
ensure proper payment <strong>of</strong> taxes. Additionally, Section 6.04.280 <strong>of</strong> the SMMC requires<br />
the Finance Director to conduct a program to audit business license tax returns <strong>of</strong><br />
businesses operating in the <strong>City</strong> <strong>of</strong> <strong>Santa</strong> <strong>Monica</strong><br />
2
Discussion<br />
On September 10, 2012, to provide ample opportunity for competitive bidding, per<br />
SMMC 2.24.070, staff issued a Request for Proposals (RFP) for parking facilities and<br />
transient occupancy tax auditing and other related services, and an RFP for Business<br />
License Discovery 1 and Auditing Services. The RFPs aimed to identify one or more<br />
agencies to provide auditing and discovery services to assist the <strong>City</strong> with realizing all <strong>of</strong><br />
the tax revenue due.<br />
Vendor Selection<br />
Both RFPs were posted on the <strong>City</strong>’s online bidding system. The deadline to respond to<br />
both RFPs was October 11, 2012. Four companies responded to the RFPs, with<br />
MuniServices being the only company to respond to all three audit services. Two<br />
companies responded to Parking Facilities Tax Audit and Transient Tax Audit services;<br />
one company responded only to Transient Occupancy Tax Audit services; and one<br />
company only responded to Business License Tax Audit services.<br />
A selection committee comprised <strong>of</strong> Finance and Housing and Economic Development<br />
staff evaluated the proposals in compliance with Section 2.24.072 <strong>of</strong> the SMMC, taking<br />
into consideration criteria including but not limited to price, the quality <strong>of</strong> the services<br />
<strong>of</strong>fered, the ability to perform the service, the capacity to perform the service, the<br />
applicability <strong>of</strong> the proponent’s experience as it relates to the RFP’s scope <strong>of</strong> work, and<br />
whether the respondent would have available resources to accomplish all elements <strong>of</strong><br />
the scope <strong>of</strong> services.<br />
Based on the proposals submitted, MuniServices was found to be the firm that could<br />
best provide the broad range <strong>of</strong> required services with experienced staff at a<br />
competitive cost to the <strong>City</strong>. In particular, MuniServices met the RFP criteria through<br />
their experience and resources. MuniServices has over thirty years <strong>of</strong> service history<br />
1 Discovery is the process <strong>of</strong> identifying businesses that are operating without a business license and<br />
using available tools to bring the business into compliance.<br />
3
providing similar services to over 900 government agencies nationwide, including over<br />
50 clients in Southern California. T he <strong>City</strong> contracted with MuniServices to perform<br />
Business License Discovery in 2006. It currently has a contract with the company to<br />
perform Utility Users Tax Audits.<br />
As part <strong>of</strong> their Parking Facilities Tax audits, MuniServices would assist the <strong>City</strong> in<br />
realizing all <strong>of</strong> the tax revenue from companies that are not properly reporting the full<br />
amount <strong>of</strong> tax to which they are subject; and identify businesses that are potentially<br />
underreporting, or not reporting, all applicable taxes. MuniServices would review the<br />
audited company’s records to ensure compliance with <strong>City</strong> taxes, including internal<br />
controls related to the preparation <strong>of</strong> the Parking Facilities Tax returns, in order to<br />
determine the adequacy <strong>of</strong> those procedures over the calculation and reporting <strong>of</strong> taxes<br />
due to the <strong>City</strong>.<br />
MuniServices would also provide, on an as-needed basis, Business License Tax Audit<br />
services to assist the <strong>City</strong> in realizing all <strong>of</strong> the tax revenue from companies that are not<br />
properly reporting the full amount <strong>of</strong> tax to which they are subject, and identify<br />
businesses that are potentially underreporting, or not reporting, all applicable taxes.<br />
MuniServices would review the audited companies’ records to ensure compliance with<br />
<strong>City</strong> taxes, including internal controls related to the preparation <strong>of</strong> business license<br />
returns, in order to determine the adequacy <strong>of</strong> those procedures over the calculation<br />
and reporting <strong>of</strong> taxes due to the <strong>City</strong>. Audits would only be conducted on businesses<br />
specifically identified by staff as potentially underreporting gross receipts and therefore<br />
underpaying business license taxes due.<br />
Staff determined that the return on investment for transient occupancy tax audits would<br />
not warrant conducting these audits in the coming fiscal year as a previous, five-year<br />
contract for such audits expired on J une 30, 2012. I n addition, staff concluded that<br />
conducting business license discovery efforts in-house with existing staff was feasible<br />
and more cost effective approach, allowing the <strong>City</strong> to retain 100% <strong>of</strong> revenues<br />
4
discovered as opposed to paying contingency fees. Therefore, staff is not pursuing<br />
contracts for Transient Occupancy Tax Audits or Business License Discovery services.<br />
In the future, staff would determine whether issuing an R FP for these services is<br />
beneficial to the <strong>City</strong>.<br />
Financial Impacts & Budget Actions<br />
The contract to be awarded to MuniServcies is for an amount not to exceed $221,262<br />
for a two-year term. This contract will be charged to account 01224.555060. Budget<br />
authority for FY 2013-14 and FY 2014-15 will be requested in the proposed FY 2013-15<br />
budget.<br />
Prepared by: Salvador M. Valles, Business & Revenue Operations Manager<br />
Approved:<br />
Forwarded to Council:<br />
Gigi Decavalles-Hughes<br />
Director <strong>of</strong> Finance<br />
Rod Gould<br />
<strong>City</strong> Manager<br />
5
<strong>City</strong> Council Report<br />
To:<br />
From:<br />
Subject:<br />
<strong>City</strong> Council Meeting: May 14, 2013<br />
<strong>Agenda</strong> Item: 3-E<br />
Mayor and <strong>City</strong> Council<br />
Martin Pastucha, Director <strong>of</strong> Public Works<br />
Award Contracts for Annual Paving and Sidewalk Repair Project<br />
Recommended Action<br />
Staff recommends that the <strong>City</strong> Council:<br />
1. Authorize the <strong>City</strong> Manager to negotiate and ex ecute a c ontract with Toro<br />
Enterprises, Inc., a California-based company, in an a mount not to exceed<br />
$2,404,836 (includes a 10% contingency) for the Annual Paving and Sidewalk<br />
Repair Project.<br />
2. Authorize the <strong>City</strong> Manager to negotiate and execute a contract with Civil Source,<br />
Inc., a California-based company, in an amount not to exceed $254,054 (includes<br />
a 10% contingency) for construction management and inspection services for the<br />
Annual Paving and Sidewalk Repair Project.<br />
3. Appropriate the budget changes outlined in the Financial Impacts and Budget<br />
Actions section <strong>of</strong> this report.<br />
4. Authorize the Director <strong>of</strong> Public Works to issue any necessary change orders to<br />
complete additional work within budget authority.<br />
Executive Summary<br />
Improvements made through the Annual Paving and S idewalk Repair Project would<br />
maintain the <strong>City</strong>’s streets at a high functional rating level, enhance pedestrian safety,<br />
and continue implementing recommendations <strong>of</strong> the <strong>City</strong>’s Bicycle Action Plan. Specific<br />
work would include asphalt paving and slurry sealing; striping improvements contingent<br />
on the <strong>City</strong>’s Bicycle Action Plan; repairing sidewalk locations damaged or uplifted by<br />
tree roots; and other improvements consistent with the project’s scope <strong>of</strong> work.<br />
This project is funded by General, Water, Wastewater, Gas Tax, Proposition 1B,<br />
Measure-V and Miscellaneous Grant funds. Following a competitive bidding process,<br />
the construction contract is recommended to be awarded to Toro Enterprises, Inc., in an<br />
amount not to exceed $2,404,836. Civil Source, Inc. is recommended to provide<br />
construction management and inspection services in an amount not to exceed<br />
$254,054.<br />
1
Discussion<br />
Annual street and sidewalk maintenance work consists <strong>of</strong> cold-milling and as phalt<br />
overlay, slurry sealing, sidewalk removal and reconstruction, curb and gutter removal<br />
and reconstruction, pervious gutter construction, and tree root pruning. In addition to<br />
the annual work, striping modifications would be completed on newly paved, adjacent,<br />
connecting, or priority streets to continue implementing recommendations <strong>of</strong> the <strong>City</strong>’s<br />
Bicycle Action Plan. Street paving would occur mainly in the North <strong>of</strong> Montana<br />
neighborhood, north <strong>of</strong> Montana Avenue and east <strong>of</strong> 17 th Street. Sidewalk repair work<br />
is mainly concentrated in the North <strong>of</strong> Montana neighborhood based on the most recent<br />
sidewalk inspection (Attachment 1).<br />
Contractor Selection<br />
On December 19 and 22, 2012, the <strong>City</strong> published a Notice Inviting Bids in the <strong>Santa</strong><br />
<strong>Monica</strong> Daily Press and on t he <strong>City</strong>’s online bidding site. The <strong>City</strong> Clerk’s <strong>of</strong>fice<br />
received seven sealed bids, which were publicly opened by the Deputy <strong>City</strong> Clerk on<br />
January 10, 2013.<br />
Bid results are as follows:<br />
Bidder Location Bid Amount<br />
Toro Enterprises, Inc. Oxnard, CA $2,186,214<br />
PIMA Corp. Los Angeles, CA $2,195,808<br />
Hardy & Harper <strong>Santa</strong> Ana, CA $2,196,000<br />
All American Asphalt Corona, CA $2,277,277<br />
Sully-Miller Contracting Co. Brea, CA $2,337,100<br />
PALP, dba Excel Paving Co. Long Beach, CA $2,982,411<br />
Shawnan Downey, CA $3,332,350<br />
Bids were reviewed by Public Works staff and evaluated based on understanding <strong>of</strong> the<br />
project’s scope, price, direct experience on similar projects, approach to the work,<br />
technical competence, qualifications <strong>of</strong> the proposed staff, and the ability to meet the<br />
desired time frames.<br />
2
Toro Enterprises, Inc. located in Oxnard, CA, is recommended as the best bidder based<br />
on the evaluation criteria. The references provided by Toro Enterprises, Inc. include<br />
recent similar projects for the cities <strong>of</strong> Simi Valley, Burbank, Thousand Oaks, Ventura,<br />
Oxnard and <strong>Santa</strong> Barbara. All reference agencies reported the contractor’s work was<br />
completed in a t imely and c ost-efficient manner while maintaining consistent quality.<br />
The Contractors State License Board also verified that Toro Enterprise’s and its<br />
subcontractors’ licenses are current, active, and in good standing.<br />
Construction Management Selection<br />
In June 2011, the <strong>City</strong> requested Statements <strong>of</strong> Qualifications for construction<br />
management and inspection services for upcoming construction projects throughout the<br />
<strong>City</strong>. The request for Statements <strong>of</strong> Qualifications was advertised on the <strong>City</strong>’s online<br />
bidding site. Thirty-three firms submitted Statements <strong>of</strong> Qualifications for this project,<br />
which were reviewed and r ated by Public Works staff. Selection criteria included<br />
technical competence, staffing capability, project approach, past performance, dispute<br />
resolution, quality control, cost control, management services, customer service and the<br />
ability to meet required time frames. The top five firms were invited to interview with<br />
Public Works staff in January 2012. Civil Source, Inc. is recommended as the best firm<br />
to provide construction management and inspection services based on their competitive<br />
prices and their direct experience working on street resurfacing projects for the <strong>City</strong> <strong>of</strong><br />
<strong>Santa</strong> <strong>Monica</strong>. Services provided by Civil Source, Inc. would include public outreach,<br />
construction management, material testing, and continuous inspection <strong>of</strong> the<br />
contractor’s work. Staff contacted reference agencies and all respondents reported that<br />
Civil Source, Inc. provided exceptional construction management and inspection<br />
services.<br />
Public Outreach<br />
Public outreach during construction <strong>of</strong> this project would be provided by Civil Source,<br />
Inc., as part <strong>of</strong> the construction management effort. The outreach process would<br />
typically consist <strong>of</strong> public notifications on t he scope <strong>of</strong> the project, potential impacts,<br />
schedule, and periodic project updates. Properties impacted by the project will receive<br />
3
two construction notices. The first general notice would be mailed to properties within<br />
500 feet <strong>of</strong> the proposed work three weeks prior to the start <strong>of</strong> construction. A second<br />
two-day notice would be subsequently hand-delivered to each adjacent property with<br />
detailed information regarding the planned construction activity, potential impacts and<br />
contact information. The notices would be prepared by Public Works staff and<br />
distributed by the contractor. A project information sign would also be prepared by the<br />
contractor and placed at a highly visible location within the project. For work requiring<br />
temporary closures or detours on m ajor roads, highly visible electronic changeable<br />
message signs would be placed at strategic locations one-week prior to the planned<br />
work to notify the travelling public. Updates regarding the project would be provided on<br />
the <strong>City</strong>’s website and various social media channels.<br />
Construction Schedule<br />
Work is anticipated to begin the week <strong>of</strong> June 17, 2013 and be completed by October<br />
25, 2013.<br />
Financial Impacts & Budget Actions<br />
The contract to be awarded to Toro Enterprises, Inc., is for an amount not to exceed<br />
$2,404,836 (including a 10% contingency). The contract to be awarded to Civil Source,<br />
Inc. is for an amount not to exceed $254,054 (including a 10% contingency). The total<br />
project cost is $2,658,890. Funds are available in the FY2012-14 Capital Improvement<br />
Program budget in the following accounts:<br />
Account No. Description FY12-13 FY13-14 Total FY12-14<br />
M010152.589000 Street Repair/Resurfacing $1,060,000 $198,492 $1,258,492<br />
M200152.589000 Street Repair/Resurfacing $350,000 $0 $350,000<br />
M250152.589000 Street Repair/Resurfacing $300,000 $0 $300,000<br />
M310152.589000 Street Repair/Resurfacing $250,000 $0 $250,000<br />
M430152.589000 Street Repair/Resurfacing $350,000 $0 $350,000<br />
C066018.589000 Permeable Street Gutters $94,398 $0 $94,398<br />
Total Funds Available $2,404,398 $198,492 $2,602,890<br />
4
Award <strong>of</strong> the construction contract would require an appropriation <strong>of</strong> $56,000 to account<br />
C047031.589000 using State Bond Proposition 1B funds and release <strong>of</strong> $56,000 from<br />
the Proposition 1B fund balance at 4.366205.<br />
The construction contract with Toro Enterprises, Inc. would be charged to the following<br />
accounts:<br />
Account No.<br />
Amount<br />
M010152.589000 $1,004,438<br />
M200152.589000 $350,000<br />
M250152.589000 $300,000<br />
M310152.589000 $250,000<br />
M430152.589000 $350,000<br />
C047031.589000 $56,000<br />
C066018.589000 $94,398<br />
Total Contract Amount $2,404,836<br />
The construction management contract with Civil Source, Inc. would be charged to the<br />
following account:<br />
Account No.<br />
Amount<br />
M010152.589000 $254,054<br />
Prepared by: Allan Sheth, Civil Engineering Associate<br />
Approved:<br />
Forwarded to Council:<br />
Martin Pastucha<br />
Director <strong>of</strong> Public Works<br />
Rod Gould<br />
<strong>City</strong> Manager<br />
Attachment: 1 – Annual Paving Project Map<br />
5
ALTA<br />
WILSHIRE<br />
AVE<br />
BLVD<br />
PACIFIC<br />
SHEET 2 OF 2<br />
6731 OF<br />
DWG. NO.:<br />
ANNUAL PAVING & SIDEWALK REPAIR PROJECT<br />
PROJECT TITLE:<br />
Scale<br />
BICYCLE NETWORK STRIPING LEGEND<br />
#Y<br />
#Y #Y<br />
#Y<br />
DR<br />
LA MESA<br />
W<br />
LA MESADR<br />
OO DACRES<br />
ERMONT<br />
#Y#Y<br />
WAY<br />
LA MESA<br />
24TH<br />
ST<br />
#Y#Y#Y#Y<br />
#Y<br />
#Y#Y<br />
#Y<br />
#Y<br />
#Y#Y<br />
#Y#Y<br />
21ST<br />
PL<br />
GALE<br />
PL<br />
PL<br />
#Y #Y<br />
RD<br />
BLVD<br />
BLVD<br />
SAN VICENTE<br />
ESPARTA WAY<br />
FOX<br />
AVE<br />
TAIL<br />
DR<br />
LAR<br />
KIN<br />
PL<br />
AVE<br />
GEORGINA<br />
WINNETT<br />
PL<br />
ADELAIDE<br />
500 0 500 1500<br />
#Y<br />
#Y<br />
INSTALL "SHARROWS" PER CITY STANDARD DETAIL.<br />
(TYPICALLY 3 SYMBOLS PER BLOCK)<br />
REMOVE EXISTING STRIPING (IF NECESSARY) AND<br />
INSTALL "BIKE LANE" PER CITY STANDARD DETAIL.<br />
PL<br />
ADELAIDE DR<br />
BRENTWOOD<br />
TER<br />
GEORGINA<br />
SAN VICENTE<br />
OCEAN<br />
PALISADES<br />
AVE<br />
CARLYLE<br />
CARLYLE AVE<br />
GEORGINA<br />
AVE<br />
MARGUERITA<br />
AVE<br />
MARGUERITA<br />
4TH ST<br />
AVE<br />
AVE<br />
AVE<br />
ALTA<br />
AVE<br />
PALISADES<br />
MONTANA AVE<br />
AVE<br />
MONTANA<br />
BEACH<br />
CENTINELA<br />
#Y#Y<br />
FRANKLIN<br />
#Y#Y#Y #Y #Y #Y#Y #Y#Y#Y#Y #Y#Y<br />
#Y #Y<br />
#Y #Y#Y#Y<br />
#Y#Y#Y #Y#Y#Y #Y #Y #Y#Y#Y<br />
REMOVE EXISTING STRIPING (IF NECESSARY) AND<br />
#Y #Y#Y#Y #Y #Y #Y#Y<br />
INSTALL "BUFFERED BIKE LANE" PER CITY STANDARD<br />
#Y #Y<br />
DETAIL.<br />
ST<br />
#Y #Y #Y #Y #Y #Y #Y#Y#Y #Y #Y #Y#Y #Y #Y#Y #Y#Y<br />
REMOVE EXISTING STRIPING (IF NECESSARY) AND<br />
#Y#Y<br />
INSTALL "CLIMBING LANE" IN UP-HILL DIRECTION AND<br />
#Y #Y<br />
#Y #Y #Y #Y #Y#Y<br />
ST<br />
#Y#Y #Y #Y#Y<br />
"SHARROWS" IN DOWN-HILL DIRECTION PER CITY<br />
#Y#Y<br />
STANDARD DETAIL.<br />
#Y #Y<br />
#Y<br />
#Y<br />
YALE<br />
ST<br />
STEWART<br />
#Y #Y #Y#Y#Y #Y #Y #Y #Y<br />
#Y #Y#Y #Y#Y#Y #Y#Y #Y #Y #Y#Y<br />
#Y #Y #Y#Y #Y #Y#Y #Y#Y #Y #Y #Y#Y<br />
#Y#Y HARVARD<br />
#Y #Y #Y#Y #Y #Y #Y #Y #Y<br />
#Y #Y #Y#Y#Y #Y#Y<br />
#Y#Y<br />
#Y #Y #Y#Y<br />
RE-STRIPE SANTA MONICA BLVD IN THERMO PLASTIC<br />
#Y<br />
TO MATCH EXISTING (FADED) PAINT MARKINGS.<br />
PRINCETON<br />
ST<br />
26TH ST<br />
#Y#Y#Y#Y#Y #Y#Y #Y #Y #Y #Y #Y #Y#Y#Y #Y #Y#Y #Y#Y<br />
#Y #Y#Y #Y #Y#Y #Y#Y #Y<br />
#Y #Y<br />
#Y<br />
#Y #Y#Y#Y<br />
#Y#Y #Y<br />
#Y#Y#Y<br />
#Y#Y #Y #Y 26TH #Y#Y #Y#Y #Y ST<br />
ST<br />
#Y#Y #Y #Y#Y #Y #Y #Y #Y #Y #Y<br />
#Y#Y #Y#Y #Y#Y #Y #Y #Y#Y#Y #Y#Y#Y<br />
#Y #Y#Y#Y#Y #Y #Y<br />
FRANK ST<br />
25TH<br />
ST<br />
#Y #Y #Y<br />
#Y<br />
#Y#Y#Y#Y<br />
#Y #Y#Y#Y #Y #Y#Y #Y#Y #Y #Y<br />
#Y<br />
#Y #Y #Y #Y<br />
#Y #Y<br />
HIGH<br />
CHELSEA<br />
AVE<br />
PARK DR<br />
PL<br />
#Y #Y #Y#Y #Y #Y #Y #Y #Y #Y#Y #Y #Y #Y#Y #Y#Y#Y #Y#Y #Y#Y #Y#Y #Y #Y#Y #Y #Y#Y #Y#Y #Y #Y#Y<br />
#Y<br />
#Y#Y<br />
#Y<br />
#Y<br />
#Y #Y #Y#Y #Y#Y#Y<br />
#Y<br />
ST<br />
#Y<br />
24TH ST<br />
24TH ST<br />
23RD ST<br />
24TH<br />
ST<br />
#Y #Y #Y #Y #Y#Y#Y #Y #Y #Y #Y<br />
#Y #Y<br />
#Y#Y #Y#Y #Y #Y #Y #Y #Y#Y#Y #Y #Y #Y#Y #Y #Y #Y #Y#Y #Y#Y #Y#Y#Y #Y #Y #Y #Y#Y#Y #Y<br />
#Y#Y #Y #Y<br />
#Y<br />
#Y<br />
CLOVERFIELD<br />
BLVD<br />
#Y<br />
23RD<br />
ST<br />
23RD<br />
#Y#Y #Y #Y #Y #Y#Y #Y#Y #Y#Y#Y #Y#Y#Y #Y #Y#Y #Y #Y#Y #Y #Y#Y #Y #Y#Y #Y #Y#Y #Y#Y#Y#Y #Y #Y#Y #Y #Y#Y #Y #Y<br />
#Y#Y<br />
#Y #Y#Y<br />
#Y<br />
#Y#Y<br />
#Y<br />
#Y<br />
#Y<br />
#Y #Y #Y<br />
#Y #Y#Y#Y#Y<br />
#Y#Y<br />
#Y#Y<br />
#Y<br />
#Y<br />
#Y<br />
#Y #Y #Y#Y#Y#Y #Y #Y<br />
#Y#Y#Y#Y<br />
#Y #Y<br />
#Y#Y<br />
#Y #Y<br />
21ST PL<br />
22ND #Y<br />
ST<br />
22ND ST<br />
#Y #Y #Y #Y#Y#Y<br />
#Y#Y #Y#Y #Y<br />
ST<br />
21ST ST<br />
#Y<br />
#Y#Y #Y #Y#Y #Y #Y#Y<br />
#Y#Y #Y #Y #Y<br />
21ST<br />
ST<br />
21ST ST<br />
21ST<br />
#Y #Y#Y#Y #Y #Y#Y #Y#Y<br />
ST<br />
#Y #Y #Y #Y#Y #Y #Y #Y#Y#Y #Y #Y #Y #Y #Y#Y#Y<br />
#Y<br />
#Y #Y #Y #Y #Y#Y#Y #Y #Y#Y #Y#Y#Y#Y<br />
#Y<br />
#Y#Y #Y#Y<br />
#Y #Y #Y #Y #Y#Y#Y #Y#Y #Y#Y #Y #Y #Y<br />
20TH<br />
ST<br />
20TH #Y #Y#Y #Y<br />
ST<br />
#Y #Y#Y #Y #Y #Y #Y #Y #Y #Y #Y #Y#Y #Y#Y #Y#Y #Y #Y #Y#Y #Y#Y #Y #Y#Y#Y #Y #Y #Y #Y#Y#Y#Y #Y #Y #Y #Y<br />
#Y<br />
#Y #Y#Y #Y #Y<br />
#Y<br />
#Y #Y<br />
#Y#Y<br />
#Y #Y<br />
#Y<br />
#Y#Y<br />
#Y<br />
19TH<br />
ST<br />
19TH ST<br />
#Y#Y #Y #Y #Y#Y #Y#Y #Y #Y<br />
#Y #Y #Y #Y #Y#Y #Y #Y #Y #Y #Y#Y #Y #Y #Y #Y #Y<br />
#Y<br />
#Y#Y#Y<br />
#Y#Y#Y<br />
#Y#Y #Y#Y<br />
#Y<br />
#Y #Y<br />
#Y<br />
#Y#Y<br />
#Y #Y #Y#Y #Y #Y #Y#Y<br />
18TH<br />
ST<br />
18TH<br />
ST<br />
#Y #Y #Y #Y #Y#Y #Y #Y<br />
#Y #Y #Y #Y #Y<br />
#Y<br />
#Y#Y #Y#Y #Y #Y #Y<br />
#Y#Y<br />
#Y #Y #Y #Y #Y #Y#Y#Y#Y #Y<br />
#Y #Y#Y#Y<br />
17TH ST #Y#Y #Y#Y #Y #Y #Y#Y #Y #Y #Y<br />
17TH<br />
ST<br />
17TH<br />
#Y#Y #Y#Y #Y #Y #Y #Y#Y #Y#Y#Y #Y #Y#Y#Y #Y #Y#Y #Y #Y #Y#Y<br />
#Y #Y #Y#Y<br />
#Y<br />
#Y<br />
#Y #Y#Y #Y#Y#Y#Y#Y #Y#Y #Y #Y #Y #Y#Y#Y<br />
#Y#Y<br />
#Y #Y #Y #Y<br />
#Y#Y<br />
#Y#Y #Y #Y#Y #Y<br />
#Y<br />
#Y<br />
16TH #Y#Y<br />
ST<br />
16TH ST<br />
#Y #Y<br />
#Y #Y#Y<br />
#Y#Y<br />
#Y<br />
#Y#Y#Y<br />
#Y<br />
#Y<br />
#Y<br />
#Y #Y#Y #Y<br />
15TH<br />
ST<br />
15TH ST<br />
#Y#Y #Y#Y#Y#Y#Y#Y#Y#Y #Y #Y#Y #Y#Y #Y#Y #Y#Y #Y #Y #Y #Y#Y #Y #Y #Y#Y #Y #Y<br />
#Y#Y#Y #Y #Y #Y #Y #Y #Y<br />
#Y<br />
#Y #Y#Y #Y #Y #Y #Y #Y#Y#Y#Y<br />
#Y#Y #Y#Y#Y#Y #Y #Y#Y #Y<br />
#Y#Y#Y#Y<br />
14TH #Y#Y #Y ST #Y #Y<br />
14TH<br />
#Y#Y #Y #Y<br />
ST<br />
14TH<br />
#Y#Y#Y #Y#Y#Y#Y#Y #Y #Y #Y #Y#Y #Y#Y#Y<br />
#Y#Y #Y #Y #Y #Y #Y #Y #Y #Y #Y<br />
#Y #Y<br />
#Y<br />
#Y<br />
#Y#Y<br />
#Y#Y#Y<br />
#Y<br />
#Y<br />
#Y<br />
#Y #Y #Y #Y #Y #Y#Y #Y #Y#Y #Y #Y #Y #Y#Y<br />
#Y ST<br />
#Y<br />
#Y<br />
#Y<br />
#Y #Y #Y #Y #Y#Y#Y<br />
ST<br />
#Y<br />
#Y #Y #Y #Y #Y #Y#Y#Y<br />
#Y<br />
#Y<br />
#Y<br />
#Y#Y#Y #Y<br />
#Y #Y #Y<br />
#Y<br />
#Y<br />
#Y#Y #Y #Y #Y #Y #Y<br />
#Y #Y#Y #Y #Y#Y#Y #Y #Y #Y<br />
12TH #Y#Y ST<br />
12TH<br />
ST<br />
#Y<br />
#Y<br />
#Y#Y#Y#Y#Y<br />
#Y #Y #Y #Y 11TH ST<br />
11TH<br />
ST<br />
#Y #Y#Y#Y #Y #Y #Y #Y #Y #Y#Y#Y#Y #Y#Y #Y #Y #Y#Y #Y #Y #Y#Y#Y #Y #Y #Y<br />
#Y #Y<br />
#Y #Y#Y#Y #Y#Y #Y#Y #Y<br />
#Y<br />
#Y<br />
#Y #Y#Y#Y#Y #Y#Y#Y<br />
#Y#Y#Y<br />
#Y<br />
#Y<br />
#Y<br />
#Y #Y<br />
#Y<br />
#Y<br />
#Y<br />
#Y #Y #Y#Y #Y #Y 10TH<br />
#Y ST<br />
10TH<br />
ST<br />
#Y #Y #Y #Y #Y<br />
#Y<br />
#Y<br />
#Y<br />
#Y #Y<br />
#Y<br />
#Y<br />
#Y<br />
#Y#Y<br />
#Y #Y #Y #Y #Y#Y #Y #Y #Y<br />
9TH #Y #Y<br />
#Y#Y<br />
#Y#Y#Y<br />
9TH<br />
#Y #Y#Y #Y #Y #Y #Y #Y #Y#Y #Y #Y#Y #Y #Y<br />
#Y#Y<br />
#Y<br />
#Y#Y<br />
#Y#Y #Y #Y#Y #Y#Y #Y#Y #Y LINCOLN #Y#Y<br />
#Y BLVD#Y#Y #Y#Y<br />
#Y#Y #Y<br />
#Y #Y<br />
#Y #Y #Y #Y<br />
#Y#Y<br />
#Y<br />
#Y #Y #Y #Y#Y<br />
#Y#Y #Y #Y #Y#Y #Y #Y#Y #Y<br />
#Y<br />
#Y<br />
#Y#Y #Y 7TH#Y ST #Y #Y #Y #Y 7TH<br />
ST<br />
#Y#Y #Y 7TH ST<br />
#Y<br />
#Y #Y<br />
#Y #Y<br />
#Y #Y#Y #Y<br />
#Y<br />
#Y #Y<br />
#Y<br />
#Y<br />
ST<br />
#Y #Y #Y#Y#Y#Y #Y #Y #Y<br />
#Y<br />
#Y<br />
#Y<br />
#Y#Y<br />
#Y#Y#Y<br />
#Y #Y#Y<br />
#Y<br />
#Y#Y<br />
#Y #Y #Y#Y<br />
#Y<br />
#Y<br />
#Y<br />
#Y #Y #Y<br />
#Y<br />
#Y #Y<br />
#Y#Y #Y #Y<br />
#Y<br />
5TH #Y#Y#Y #Y #Y<br />
ST#Y #Y #Y #Y #Y#Y<br />
#Y#Y#Y #Y<br />
#Y<br />
#Y#Y<br />
#Y #Y #Y#Y<br />
#Y<br />
#Y<br />
#Y#Y #Y<br />
#Y<br />
#Y<br />
#Y#Y #Y<br />
4TH<br />
ST<br />
#Y #Y #Y #Y #Y #Y#Y<br />
#Y #Y #Y #Y#Y #Y #Y#Y#Y#Y #Y #Y#Y #Y#Y#Y<br />
#Y #Y<br />
#Y<br />
#Y #Y #Y<br />
#Y#Y<br />
#Y #Y<br />
#Y#Y<br />
#Y#Y<br />
#Y #Y #Y ST #Y#Y #Y #Y<br />
ST PROM<br />
#Y#Y #Y<br />
#Y#Y #Y#Y<br />
#Y #Y #Y #Y<br />
#Y<br />
#Y<br />
#Y #Y<br />
#Y<br />
#Y<br />
MAIN<br />
#Y#Y<br />
#Y #Y#Y #Y #Y#Y 2ND#Y<br />
ST #Y #Y<br />
#Y<br />
#Y #Y#Y #Y<br />
#Y<br />
#Y#Y<br />
#Y<br />
#Y<br />
#Y#Y#Y<br />
#Y #Y<br />
#Y<br />
#Y<br />
#Y#Y<br />
#Y#Y#Y<br />
#Y<br />
OCEAN<br />
#Y#Y AVE<br />
#Y<br />
OCEAN<br />
AVE<br />
PAVEMENT RE-STRIPING LEGEND<br />
Feet<br />
#Y<br />
#Y<br />
#Y #Y #Y #Y<br />
#Y#Y#Y<br />
BERKELEY<br />
STANFORD<br />
AVE<br />
IDAHO<br />
AVE<br />
IDAHO<br />
24TH<br />
WASHINGTON<br />
AVE<br />
WASHINGTON<br />
AVE<br />
6TH<br />
3RD<br />
LIPTON AVE<br />
EUCLID<br />
AVE<br />
CALIFORNIA<br />
AVE<br />
CALIFORNIA<br />
#Y<br />
BLVD<br />
WILSHIRE<br />
BLVD<br />
3RD<br />
ST<br />
ROAD<br />
AVE<br />
ARIZONA<br />
ARIZONA<br />
CHELSEA<br />
PL<br />
BLVD<br />
SANTA MONICA<br />
BLVD<br />
SANTA MONICA<br />
OCEAN FRONT WALK<br />
AVE<br />
ST<br />
ST<br />
25TH ST<br />
SCHADER<br />
DR<br />
BROADWAY<br />
ST<br />
BROADWAY<br />
BROADWAY<br />
BROADWAY<br />
AVE<br />
COLORADO<br />
AVE<br />
COLORADO<br />
SANTA<br />
MOSS<br />
AVE<br />
PENNSYLVANIA<br />
PENNSYLVANIA<br />
AVE<br />
AVE<br />
EUCLID<br />
SEASIDE<br />
TER<br />
26TH<br />
OLYMPIC<br />
ARCADIA<br />
TER<br />
ARCADIA<br />
TER<br />
PENN AVE<br />
PACIFIC<br />
TER<br />
OLYMPIC<br />
MONICA<br />
ST<br />
MARINE<br />
TER<br />
AVE<br />
NEBRASKA<br />
MICHIGAN AVE<br />
AVE<br />
MICHIGAN<br />
SEAVIEW<br />
TER<br />
DELAWARE<br />
AVE<br />
AVE<br />
DELAWARE<br />
4TH<br />
APPIAN WAY<br />
TER<br />
OCEAN FRONT WALK<br />
VICENTE<br />
TER<br />
11TH<br />
ST<br />
PICO<br />
BLVD<br />
YORKSHIRE<br />
AVE<br />
DORCHESTER<br />
AVE<br />
EXPOSITION BLVD<br />
22ND<br />
20TH<br />
BLVD<br />
LINCOLN<br />
BAY ST<br />
NEILSON<br />
OCEAN WAY<br />
DELAWARE AVE<br />
FWY<br />
ST<br />
OCEAN<br />
VIRGINIA AVE<br />
10TH<br />
BAY<br />
6TH ST<br />
BICKNELL AVE<br />
27TH ST<br />
VIRGINIA<br />
21ST<br />
ST<br />
BAY ST<br />
EUCLID<br />
ST<br />
GRANT<br />
PACIFIC<br />
34TH<br />
WARWICK<br />
AVE<br />
KANSAS<br />
ST<br />
DELAWARE<br />
AVE<br />
CENTINELA<br />
AVE<br />
AVE<br />
DORCHESTER<br />
URBAN<br />
YORKSHIRE<br />
ST<br />
AVE<br />
AVE<br />
23RD<br />
22ND<br />
AVE<br />
25TH<br />
24TH<br />
PICO BLVD PICO<br />
ST<br />
PACIFIC<br />
ST<br />
7TH<br />
PACIFIC<br />
5TH<br />
16TH<br />
ST<br />
ST<br />
STRAND<br />
27TH<br />
26TH<br />
29TH<br />
28TH<br />
31ST<br />
30TH<br />
32ND<br />
PEARL ST<br />
PEARL<br />
MAIN<br />
NEILSON<br />
ST<br />
ST<br />
ST<br />
ST<br />
ST<br />
ST<br />
ST<br />
CLOVERFIELD BLVD<br />
#Y #Y#Y#Y #Y #Y #Y#Y<br />
#Y #Y #Y<br />
#Y #Y #Y #Y #Y<br />
#Y #Y#Y<br />
#Y #Y#Y #Y#Y #Y #Y #Y<br />
#Y #Y<br />
#Y #Y#Y<br />
#Y #Y #Y #Y#Y #Y#Y#Y #Y #Y#Y #Y #Y #Y #Y #Y #Y<br />
#Y<br />
<strong>Santa</strong> <strong>Monica</strong><br />
<strong>City</strong> <strong>of</strong><br />
PUBLIC WORKS DEPARTMENT<br />
Civil Engineering Division<br />
1437 4th Street, Suite 300, <strong>Santa</strong> <strong>Monica</strong>, CA 90401<br />
tel. ( 310 ) 458-8721 fax ( 310 ) 393-4425<br />
e-mail : sm.engineering@smgov.net<br />
Pacific Ocean<br />
#Y#Y#Y #Y#Y<br />
#Y<br />
#Y#Y #Y #Y#Y<br />
#Y<br />
#Y#Y<br />
NO. DATE BY DESCRIPTION APPROVED<br />
REVISIONS<br />
Pacific Ocean<br />
REVIEWED :<br />
#Y<br />
21ST<br />
ST<br />
PEARL<br />
KENSINGTON<br />
RD<br />
ST<br />
CEDAR<br />
CEDAR ST<br />
ST<br />
WAY<br />
ST<br />
PINE<br />
PINE ST<br />
BEVERLY AVE<br />
6TH ST<br />
AVE<br />
3RD<br />
HOLLISTER<br />
HOLLISTER AVE<br />
AVE<br />
WADSWORTH<br />
BARNARD<br />
HART AVE<br />
BLVD<br />
MILLS<br />
FRASER AVE<br />
CEDAR<br />
ST<br />
ST<br />
ST<br />
ST<br />
MAPLE<br />
ST<br />
PARK<br />
18TH ST<br />
PINE<br />
ST<br />
ST<br />
ST<br />
ST<br />
MAPLE<br />
ST<br />
ST<br />
ST<br />
ST<br />
ST<br />
ST<br />
ST<br />
17TH<br />
OAK<br />
ST<br />
ST<br />
ST<br />
ST<br />
ST<br />
HILL<br />
BLVD<br />
ST<br />
2ND ST<br />
NORMAN<br />
#Y#Y<br />
OCEAN<br />
OCEAN FRONT WALK<br />
34TH<br />
33RD<br />
#Y<br />
BLVD<br />
BEACH<br />
OCEAN PARK OCEAN PARK BLVD<br />
HIGHLAND<br />
6TH<br />
COPELAND CT<br />
HILL<br />
WAY<br />
#Y#Y<br />
BLVD<br />
HILL<br />
ST<br />
RAYMOND<br />
AVE<br />
ASHLAND<br />
AVE<br />
SEA COLONY DR<br />
31ST<br />
GOLDSMITH<br />
ST<br />
BENTLEY<br />
RUSKIN<br />
ST<br />
CT<br />
ST<br />
WAY<br />
ST<br />
AVE<br />
25TH ST<br />
ST<br />
W<br />
AVE<br />
ELLESLEY<br />
LOOP NORTH<br />
PIER<br />
BRYN MAWR<br />
ST<br />
DOUGLAS<br />
CLOVER ST<br />
AVE<br />
SUNSET<br />
LONGFELLOW ST<br />
OZONE<br />
MARINE<br />
DR<br />
23RD<br />
21ST ST<br />
ST<br />
18TH ST<br />
KINNEY<br />
ASHLAND<br />
10TH<br />
ST<br />
PIER AVE<br />
ST<br />
PIER AVE<br />
ST<br />
11TH<br />
AVE<br />
PIER<br />
WILSON PL<br />
SUNSET AVE<br />
MARGARET LN<br />
STEINER AVE<br />
PROSPECT AVE<br />
GLENN AVE<br />
PIER AVE<br />
7THST<br />
#Y #Y #Y<br />
#Y#Y #Y#Y #Y #Y#Y #Y #Y#Y<br />
#Y #Y #Y #Y #Y #Y#Y#Y#Y #Y<br />
#Y#Y #Y<br />
#Y#Y<br />
#Y#Y<br />
#Y<br />
#Y#Y<br />
#Y#Y#Y #Y #Y #Y #Y #Y#Y #Y<br />
#Y<br />
DATE : 20<br />
TRANSPORTATION MANAGEMENT DIVISION<br />
REVIEWED :<br />
REVIEWED :<br />
DATE :<br />
CITY CLIENTS<br />
20<br />
DATE : 20<br />
REFERENCE:<br />
DATE :<br />
20<br />
SUBMITTED BY :<br />
MARK CUNEO, P.E. - PRINCIPAL CIVIL ENGINEER<br />
APPROVED BY:<br />
LEE SWAIN, P.E. - CITY ENGINEER<br />
#Y#Y<br />
#Y<br />
#Y<br />
AVE<br />
MARINE<br />
ST<br />
NAVY ST<br />
6TH ST<br />
5TH ST<br />
#Y<br />
SP-FILE NO. :<br />
LINDA<br />
LN<br />
PAULA<br />
DR<br />
OZONE<br />
ST<br />
DONALD<br />
AVE<br />
MARINE ST<br />
ST<br />
#Y#Y<br />
AVE<br />
NAVY<br />
AVE<br />
ROBSON AVE<br />
ST<br />
FREDERICK ST<br />
COMPUTER FILE NAME :<br />
ST<br />
SP2236<br />
ST<br />
DEWEY<br />
DONALD DOUGLAS<br />
ST<br />
LOOP SOUTH<br />
AIRPORT<br />
AVE<br />
NOTE: IN ADDITION TO THE ABOVE LOCATIONS, FULL-DEPTH ASPHALT REPAIRS WILL ALSO BE IDENTIFIED AND SCHEDULED FOR SLURRY SEAL<br />
AND OVERLAY LOCATIONS. THE CONSTRUCTION MANAGER AND/OR INSPECTOR WILL MARK-OUT ASPHALT REPAIR LOCATIONS AT LEAST 2-WEEK<br />
PRIOR TO THE PROPOSED WORK BASED ON THE APPROVED SCHEDULE, OR UPON THE CONTRACTOR'S REQUEST.<br />
SLURRY SEAL LOCATIONS (TYPE-II)<br />
GENERAL NOTES FOR CONSTRUCTION<br />
3RD STREET FROM PICO BLVD (S/S) TO OCEAN PARK BLVD (N/S)<br />
3RD STREET FROM OCEAN PARK BLVD (S/S) TO SOUTH CITY LIMITS<br />
21ST PLACE FROM SAN VICENTE BLVD (S/S) TO CARLYLE AVE (N/S)<br />
22ND STREET FROM SAN VICENTE BLVD (S/S) TO MARGUERITA AVE (N/S)<br />
COLD-MILL & OVERLAY LOCATIONS (VARIABLE DEPTH COLD-MILL HEARDER-CUT & 2" ARHM OVERLAY)<br />
Ñ<br />
20TH STREET FROM SAN VICENTE BLVD (S/S) TO CARLYLE AVE (N/S)<br />
21ST STREET FROM GEORGINA AVE (S/S) TO MONTANA AVE (N/S)<br />
22ND STREET FROM MARGUERITA AVE (S/S) TO MONTANA AVE (N/S)<br />
23RD STREET FROM SAN VICENTE BLVD (S/S) TO ALTA AVE (N/S)<br />
26TH STREET FROM NORTH CITY LIMITS TO SAN VICENTE BLVD (N/S)<br />
ALTA AVE FROM 18TH STREET (E/S) TO 22ND STREET (W/S)<br />
$<br />
Ñ<br />
1.<br />
2.<br />
3.<br />
4.<br />
PAVEMENT STRIPING, MARKINGS & LEGENDS, AND RAISED PAVEMENT MARKERS (RPMs) SHALL CONFORM<br />
TO THE LATEST EDITION OF THE CALIFORNIA DEPARTMENT OF TRANSPORTATION STANDARD PLANS AND<br />
SPECIFICATIONS.<br />
ALL OTHER WORK AND MATERIALS NOT IDENTIFIED IN GENERAL NOTE 1 SHALL CONFORM TO THE<br />
STANDARD SPECIFICATIONS FOR PUBLIC WORKS CONSTRUCTION (SSPWC), LATEST EDITION; THE STANDARD<br />
PLANS FOR PUBLIC WORKS CONSTRUCTION (SPPWC), LATEST EDITION; AND THE SPECIAL PROVISIONS FOR<br />
THIS PROJECT (SP2236) UNLESS NOTED OTHERWISE.<br />
MIX DESIGN AND PLACEMENT OF ASPHALT RUBBER HOT MIX (ARHM) SHALL COMPLY WITH SECTIONS 203-11<br />
AND 302-5 OF THE SSPWC. SPECIFICALLY, ARHM FOR THIS PROJECT SHALL BE ARHM-GG-C. THE ASPHALT CEMENT<br />
BINDER SHALL CONFORM TO PG 64-16 (PERFORMANCE GRADE) WITH RUBBER, AND SHALL BE MODIFIED WITH AN<br />
ASPHALT MODIFIER.<br />
MIX DESIGN, SURFACE PREPARATION AND PLACEMENT OF RUBBERIZED EMULSION AGGREGATE SLURRY (REAS)<br />
SHALL COMPLY WITH SECTION 600-3 OF THE SSPWC. SPECIFICALLY, REAS FOR THIS PROJECT SHALL BE TYPE-I.<br />
RUBBERIZED POLYMER MODIFIED EMULSION (RPME) SHALL BE A QUICK-SET TYPE, UNLESS APPROVED OTHERWISED<br />
BY THE ENGINEER.<br />
PAVING LEGEND<br />
FULL-DEPTH ASPHALT REPAIRS (8" DEEP)<br />
BROADWAY FROM 4TH STREET (E/S) TO 6TH STREET (W/S)<br />
EUCLID AVE FROM WASHINGTON AVE (S/S) TO WILSHIRE BLVD (N/S)<br />
COLD-MILL & OVERLAY (ARHM)<br />
2" COLD-MILLING WITH 2" ARHM OVERLAY<br />
COLD-MILL & OVERLAY ONLY<br />
CONCRETE GUTTERS, COLD-MILL & OVERLAY<br />
PERVIOUS CONCRETE GUTTERS, COLD-MILL & OVERLAY<br />
SLURRY SEALING (TYPE-II)<br />
SLURRY SEALING WITH TYPE-II SLURRY<br />
CONCRETE PANEL REPAIR<br />
REPLACE DAMAGED CONCRETE PANELS - 8" THICK (TYP.)<br />
ASPHALT DIG-OUT & REPAIR<br />
FULL-DEPTH ASPHALT REPAIR - 8" DEEP<br />
CONCRETE CROSS-GUTTER<br />
CONSTRUCT PCC CROSS GUTTER PER APWA STANDARD<br />
SIDEWALK REPAIR LEGEND<br />
#Y<br />
#Y<br />
#Y<br />
PRIORITY 1 LOCATION<br />
VERTICAL DISPLACEMENT > 3"<br />
PRIORITY 2 LOCATION<br />
VERTICAL DISPLACEMENT BETWEEN 1" & 3"<br />
PRIORITY 3 LOCATION<br />
VERTICAL DISPLACEMENT < 1"<br />
24TH STREET FROM SAN VICENTE BLVD (S/S) TO MONTANA AVE (N/S)<br />
ALTA AVE FROM 22ND STREET (E/S) TO 26TH STREET (W/S)<br />
CARLYLE AVE FROM 18TH STREET (E/S) TO 21ST STREET (W/S)<br />
LOCATIONS REQUIRING INSTALLATION OF CONCRETE GUTTERS<br />
LOCATIONS REQUIRING INSTALLATION OF PERVIOUS CONCRETE GUTTERS<br />
ANNUAL PAVING AND SIDEWALK REPAIR PROJECT<br />
(FISCAL YEAR 2012-2013 FUNDED)<br />
PAVING & SIDEWALK REPAIR LOCATIONS<br />
DESIGN BY:<br />
DRAWN BY:<br />
CHECKED BY:<br />
A. SHETH<br />
CONSULTANT DWG. NO.<br />
DRAWING NO.<br />
AND BICYCLE ACTION PLAN STRIPING MODIFICATIONS 6731<br />
DATE : 20<br />
PROJECT AND SHEET TITLE<br />
SHT OF SHTS<br />
Ñ<br />
CARLYLE AVE FROM 21ST STREET (E/S) TO 26TH STREET (W/S)<br />
GEORGINA AVE FROM 18TH STREET (E/S) TO 21ST PLACE (W/S)<br />
GEORGINA AVE FROM 21ST PLACE (E/S) TO 26TH STREET (W/S)<br />
MARGUERITA AVE FROM 18TH STREET (E/S) TO 26TH STREET (W/S)<br />
2<br />
A. SHETH<br />
2
<strong>City</strong> Council Report<br />
To:<br />
From:<br />
Subject:<br />
Mayor and <strong>City</strong> Council<br />
Martin Pastucha, Director <strong>of</strong> Public Works<br />
<strong>City</strong> Council Meeting: May 14, 2013<br />
<strong>Agenda</strong> Item: 3-F<br />
Contract Modification for Construction Services for the Universally<br />
Accessible Playground Project<br />
Recommended Action<br />
Staff recommends that the <strong>City</strong> Council:<br />
1. Authorize the <strong>City</strong> Manager to negotiate and execute a first modification to<br />
Construction Contract No. 9644 (CCS) in the amount <strong>of</strong> $102,762 (includes a<br />
10% contingency) with Micon Construction, Inc., a California-based company, to<br />
provide additional construction services for the Universally Accessible<br />
Playground. This will result in a new amended construction contract not to<br />
exceed $1,101,243 over a one-year period.<br />
2. Authorize the Director <strong>of</strong> Public Works to issue any necessary change orders to<br />
complete additional work within budget authority.<br />
Executive Summary<br />
On September 11, 2012, Council approved Construction Contract No. 9644 (CCS) in an<br />
amount not to exceed $998,481 with Micon Construction, Inc. for construction services<br />
for the Universally Accessible Playground. Additional construction services in the<br />
amount <strong>of</strong> $102,762 (including 10% contingency) are necessary due to unforeseen<br />
conditions and requirements during construction as well as additional recommended<br />
Alternate Bid items.<br />
Background<br />
On September 11, 2012, Council awarded Contract No.9644 to Micon Construction, Inc.<br />
for the construction <strong>of</strong> the Universally Accessible Playground Project in an amount not<br />
to exceed $998,481. Construction began on October 15, 2012, with a target date for<br />
completion <strong>of</strong> June 20, 2013, in time to fulfill the schedule for funding dictated by the<br />
Community Development Block Grant (CDBG) criteria. Construction has progressed<br />
well with the target completion date still in effect.<br />
1
Contractor Selection<br />
On July 19, 2012, the <strong>City</strong> published Notices Inviting Bids for construction services for<br />
the Universally Accessible Playground Project. The bid was posted on the <strong>City</strong>’s on-line<br />
bidding site and notices were advertised in the <strong>Santa</strong> <strong>Monica</strong> Daily Press in accordance<br />
with <strong>City</strong> Charter and Municipal Code provisions. Over 750 vendors were notified and<br />
49 prospective bidders made requests for bid documents. Three bids were received<br />
and publicly opened on August 9, 2012. The bids were evaluated based on price, direct<br />
experience on similar projects, record performing public sector work, hourly rates for<br />
services, understanding <strong>of</strong> the project’s scope, approach to the work, qualifications <strong>of</strong><br />
proposed staff, and scheduling <strong>of</strong> project activities. Based on these criteria, Micon<br />
Construction, Inc. was recommended as the best bidder to provide construction<br />
services for the Universally Accessible Playground Project.<br />
Discussion<br />
Unforeseen Conditions<br />
Due to unforeseen conditions and additional requirements encountered during<br />
construction, the scope <strong>of</strong> work required has increased. The total cost for unforeseen<br />
conditions and additional requirements is $46,305 and includes:<br />
• The project was bid by contractors before construction documents had been<br />
approved by Building & Safety in order to meet CDGB funding requirements to<br />
commit grant funds before the end <strong>of</strong> Fiscal Year 2012-13. After Micon<br />
Construction, Inc. was selected, a number <strong>of</strong> plan check changes were made to<br />
the scope <strong>of</strong> work which increased project costs. These plan check changes<br />
include: an increased size and strength <strong>of</strong> the structural foundations, redesigned<br />
entranceway, ramp and gate, and more slip resistant concrete sidewalk finishes.<br />
Inaccurate soil quantity estimates included with the construction documents<br />
resulted in additional soil removal costs.<br />
• Old, buried concrete footings, wooden piles and steel structures were<br />
encountered on the site.<br />
Alternate Bid Items<br />
The community engagement process included a community workshop, a focus group,<br />
outreach to the special education and preschool communities, coordination with the<br />
Disabilities and Recreation & Parks Commissions and on-going outreach to the<br />
immediate neighbors <strong>of</strong> the project site (Sea Colony condominium complex). The<br />
2
specific program and amenities for the new playground were determined through this<br />
process, and by working closely with the Disabilities and the Recreation & Parks<br />
Commissions and neighborhood stakeholders. The stated importance <strong>of</strong> incorporating<br />
elements to integrate play for children <strong>of</strong> all abilities prompted the inclusion <strong>of</strong> all<br />
remaining Alternate Bid items to Construction Contract No. 9644. Alternate bid items 1<br />
and 6 (an additional concrete seat wall and second pair <strong>of</strong> picnic tables) were included<br />
at award <strong>of</strong> the construction contract because the selected contractor’s bid was<br />
sufficiently below the funding limit for the project to allow those additions at that time.<br />
The additional play elements, which had been shown during the community review<br />
process, (Alternate bid items 2 through 5) include: an additional set <strong>of</strong> Chitter Chatter<br />
Talk Tubes, a Sway Fun Glider, a Wake Ride, and a Spinner Saddle for a total cost <strong>of</strong><br />
$47,115.<br />
The unknown and additional requirements impact the project budget and result in<br />
additional construction costs. The total for all change orders that are the result <strong>of</strong><br />
unforeseen conditions, requested play equipment additions and scope <strong>of</strong> work changes,<br />
is $102,762 (including a 10% contingency).<br />
Financial Impacts & Budget Actions<br />
The contract modification to be awarded to Micon Construction, Inc. is $102,762, for an<br />
amended contract total not to exceed $1,101,243. Funds in the amount <strong>of</strong> $102,762 are<br />
available in the FY 2012-13 Capital Improvement Program budget in account<br />
C116011.589000.<br />
Prepared by: Jean Bellman, Architect<br />
Gene Higginbotham, Engineering Project Specialist<br />
Judith Meister, Beach Administrator – CCS<br />
Approved:<br />
Forwarded to Council:<br />
Martin Pastucha<br />
Director <strong>of</strong> Public Works<br />
Rod Gould<br />
<strong>City</strong> Manager<br />
3
<strong>City</strong> Council Report<br />
To:<br />
From:<br />
Subject:<br />
<strong>City</strong> Council Meeting: May 14, 2013<br />
<strong>Agenda</strong> Item: 3-G<br />
Mayor and <strong>City</strong> Council<br />
Martin Pastucha, Director <strong>of</strong> Public Works<br />
Bid Award for the Purchase and Delivery <strong>of</strong> Ford Parts<br />
Recommended Action<br />
Staff recommends that the <strong>City</strong> Council award Bid #F4023a for the purchase and delivery<br />
<strong>of</strong> Ford Original Equipment Manufacturer (OEM) parts to Buerge Ford, Inc., a Californiabased<br />
company, in an amount not to exceed $45,000, with two one-year renewal options<br />
in the amount <strong>of</strong> $45,000, for a total amount not to exceed $135,000 over a three-year<br />
period, with future year funding contingent on Council budget approval.<br />
Executive Summary<br />
The <strong>City</strong> utilizes a variety <strong>of</strong> new parts to replace worn and damaged parts on all <strong>City</strong>owned<br />
vehicles manufactured by Ford and maintained by staff. In January 2013, the <strong>City</strong><br />
solicited bids for the purchase <strong>of</strong> Ford OEM parts. After reviewing the two bids received,<br />
staff recommends Buerge Ford, Inc. as the best bidder to provide Ford OEM parts in the<br />
amount <strong>of</strong> $45,000 per year, for a total not to exceed amount <strong>of</strong> $135,000 over a threeyear<br />
period.<br />
Discussion<br />
The <strong>City</strong> purchases a broad variety <strong>of</strong> Ford OEM parts to replace worn and damaged parts<br />
and ensure the safe and reliable operation <strong>of</strong> all 309 Ford vehicles in the <strong>City</strong> fleet,<br />
including 92 Ford pickup trucks and 136 Crown Victoria model police sedans, which<br />
comprise the bulk <strong>of</strong> Ford vehicles. The <strong>City</strong> purchased Ford OEM parts from Buerge Ford<br />
in the amount <strong>of</strong> $38,868 in FY 2011-12 and $20,230 so far this fiscal year.<br />
Vendor Selection<br />
In January 2013, the <strong>City</strong> published Notices Inviting Bids to furnish and deliver Ford OEM<br />
parts as required by Fleet Management in accordance with <strong>City</strong> specifications. The bid<br />
was posted on the <strong>City</strong>’s on-line bidding site, and notices were advertised in the <strong>Santa</strong><br />
<strong>Monica</strong> Daily Press in accordance with <strong>City</strong> Charter and Municipal Code provisions. Two<br />
1
ids were received and publicly opened on February 4, 2013, per Attachment A. Bids<br />
were evaluated based on price, ability to deliver, product availability, and compliance with<br />
<strong>City</strong> specifications. Buerge Ford, Inc. was the lowest bidder on all items requested in the<br />
bid, is less than two miles from the Fleet Management facility, <strong>of</strong>fers Ford parts at cost plus<br />
4.5% versus cost plus 5% by the competing bidder, and has a good standing relationship<br />
with the <strong>City</strong>. Based on these criteria, Buerge Ford, Inc. is recommended as the best<br />
bidder to provide Ford OEM parts in accordance with the <strong>City</strong> specification.<br />
Financial Impacts & Budget Actions<br />
The purchase order to be awarded to Buerge Ford, Inc. is for an amount not to exceed<br />
$135,000. F unds in the amount <strong>of</strong> $45,000 are included in the proposed FY2013-14<br />
budget in division 54459. The purchase order will be charged to the following accounts:<br />
54459.522990 $42,000<br />
54459.522920 $ 3,000<br />
TOTAL $45,000<br />
Budget authority for subsequent years will be requested in each budget cycle for Council<br />
approval. Future funding is contingent upon Council approval and budget adoption.<br />
Prepared by: David Lasher, Administrative Analyst<br />
Approved:<br />
Forwarded to Council:<br />
Martin Pastucha<br />
Director <strong>of</strong> Public Works<br />
Rod Gould<br />
<strong>City</strong> Manager<br />
Attachment: A – Bid Summary<br />
2
Attachment A ‐ Pricing<br />
Bid No.: 4023a<br />
Bid Close Date: 2/4/2013<br />
Bid Description: Furnish and deliver OEM Ford parts for passenger cars and light trucks, as required by Fleet Management.<br />
Buerge Ford<br />
Bob Wondries Ford<br />
W. Los Angeles, CA Alhambra, Ca<br />
Item No. Description U/M Unit Price Unit Price<br />
3W7Z‐ 14524‐BAE Bezel, master window switch, black EA $45.00 $45.21<br />
6W7Z‐14527‐BA Bezel, master window switch, brown EA $41.33 $41.53<br />
5L1Z‐14529‐AA Switch, master window EA $60.36 $60.65<br />
F75Z‐1130‐AC Hub cap EA $55.23 $55.49<br />
8W7Z‐5420709‐A Weather strip EA $52.47 $52.72<br />
XL3Z‐7A031‐B Trans cooler line EA $64.55 ‐<br />
6W7Z‐17682‐AACP Mirror EA $76.44 $76.81<br />
9W7Z‐17682‐A Mirror EA $114.36 $114.91<br />
4C3Z‐17K707‐BA Mirror EA $45.23 $46.05<br />
7W1Z‐13K359‐AA Multi‐function switch EA $104.86 $105.36<br />
6W7Z‐5423209‐AA Window regulator EA $62.69 $62.99<br />
8C3Z‐2523200‐B Window regulator EA $37.91 $38.09<br />
7W7Z‐7000‐CARM Reman Trans EA $1,669.91 $1,677.90<br />
4W7Z‐6375‐AA Flywheel EA $61.85 $62.15<br />
5W7Z‐7000‐LRM Reman Trans EA $1,653.19 $1,661.10<br />
Miscellaneous<br />
Response<br />
Response<br />
Percent discount <strong>of</strong>f MFR Price List for related items<br />
Cost plus 4.5% Cost plus 5%<br />
Distance in miles from Fleet Management<br />
1.8 miles 22 miles<br />
Payment Terms<br />
Net 30 Net 30<br />
Additional Fees & Charges<br />
N/A<br />
N/A<br />
Proposed Delivery Time ARO<br />
Year 2 Renewal Price Increase<br />
Year 3 Renewal Price Increase<br />
Vendor Comments<br />
30 minutes 2 hours<br />
0% increase 0% increase<br />
0% increase 0% increase
<strong>City</strong> Council Report<br />
To:<br />
From:<br />
Subject:<br />
<strong>City</strong> Council Meeting: May 14, 2013<br />
<strong>Agenda</strong> Item: 3-H<br />
Mayor and <strong>City</strong> Council<br />
Martin Pastucha, Director <strong>of</strong> Public Works<br />
Bid Award for Purchase <strong>of</strong> Nine Police Motorcycles<br />
Recommended Action<br />
Staff recommends that the <strong>City</strong> Council award Bid #F4049 for the purchase and delivery<br />
<strong>of</strong> nine police motorcycles to Hollister Honda, a C alifornia-based company, in the<br />
amount <strong>of</strong> $234,433.<br />
Executive Summary<br />
This purchase would replace nine motorcycles that have reached the end <strong>of</strong> their useful<br />
life. In January 2013, the <strong>City</strong> solicited bids for the purchase <strong>of</strong> nine new and unused<br />
Honda police motorcycles. A fter reviewing the four bids received, staff recommends<br />
Hollister Honda as the best bidder for the purchase and delivery <strong>of</strong> nine police<br />
motorcycles in the amount <strong>of</strong> $234,433.<br />
Discussion<br />
The <strong>City</strong> replaces vehicles that have reached the end <strong>of</strong> their useful life through the<br />
vehicle replacement program. The nine motorcycles to be r eplaced are used by the<br />
<strong>Santa</strong> <strong>Monica</strong> Police Department Special Enforcement Division.<br />
Vendor Selection<br />
In January 2013, the <strong>City</strong> published a N otice Inviting Bids to furnish and deliver nine<br />
new and unused Honda police motorcycles. The bid was posted on the <strong>City</strong>’s on-line<br />
bidding site and notices were advertised in the <strong>Santa</strong> <strong>Monica</strong> Daily Press in accordance<br />
with <strong>City</strong> Charter and Municipal Code provisions. Four bids were received and publicly<br />
opened on February 15, 2013 per Attachment A. The bids were evaluated based on<br />
price, ability to deliver, and quality <strong>of</strong> product.<br />
1
Only two <strong>of</strong> the four companies that competed submitted bid packages referencing a<br />
Honda motorcycle. Of the two companies that submitted bids for the referenced Honda<br />
police motorcycle, Hollister Honda <strong>of</strong>fered the lowest price and the shortest delivery<br />
window and ha d no bidder’s exceptions associated with their bid package. The <strong>City</strong><br />
previously purchased two multipurpose utility vehicles (MUVs) from Hollister Honda (for<br />
the Police Department) with positive results. Based upon these criteria, Hollister Honda<br />
is recommended as the best bidder for the purchase <strong>of</strong> these vehicles in accordance<br />
with <strong>City</strong> specifications.<br />
Currently, Fleet Management does not service the <strong>City</strong>’s motorcycles. Normal service<br />
and any applicable warranty service for the Honda motorcycles could be provided by<br />
any authorized Honda service center regardless <strong>of</strong> where the motorcycles are<br />
purchased. The nearest Honda motorcycle service centers are in Marina Del Rey,<br />
Inglewood and Hollywood.<br />
Financial Impacts & Budget Actions<br />
The purchase order amount to be awarded to Hollister Honda is for an amount not to<br />
exceed $ 234,433. Funds are available in the FY2012-13 Capital Improvement Program<br />
budget in account C540167.589200.<br />
Prepared by: David Lasher, Administrative Analyst<br />
Approved:<br />
Forwarded to Council:<br />
Martin Pastucha<br />
Director <strong>of</strong> Public Works<br />
Rod Gould<br />
<strong>City</strong> Manager<br />
Attachments: A – Summary <strong>of</strong> Bids<br />
2
Attachment A ‐ Pricing<br />
Bid No.: 4049<br />
Bid Close Date: 2/15/13<br />
Bid Description: Furnish and Deliver Nine (9) New and Unused Honda Motorcycles, as Required by Fleet Management<br />
Hollister Honda<br />
Hollister, CA<br />
Long Beach BMW<br />
Long Beach, CA<br />
Huntington Beach Honda<br />
Huntington Beach, CA<br />
Enforcement Motors Inc.<br />
Hayden, IA<br />
Item Description QTY Unit Price Extended Unit Extended Unit Extended Unit Extended<br />
1 Honda Motorcycle Model ST1200PA 9 $23,785.00 $214,065.00 $25,370.28 $228,332.52 $26,949.20 $242,542.80 $25,465.00 $229,185.00<br />
2 Sales Tax (9.5%)<br />
$20,336.17 $21,691.59 $23,041.57 $21,772.58<br />
3 Warranty 9 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00<br />
4 Tire Fee 9 $3.50 $31.50 $3.50 $31.50 $3.50 $31.50 $2.20 $19.80<br />
5 Delivery 9 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $405.00 $3,645.00<br />
6 Other<br />
N/a N/a N/a N/a N/a N/a N/a N/a<br />
7 Grand Total<br />
$234,432.67 $250,055.61 $265,030.87 $254,622.38<br />
Item Description<br />
Response<br />
Response<br />
Response<br />
Response<br />
8 Delivery Date ARO<br />
9 Payment Terms<br />
30 Days*<br />
Net 30<br />
30 to 45 Days<br />
Net 30<br />
60 Days<br />
Net 30<br />
90 Days<br />
Net 30<br />
10 Response to Additional Purchases <strong>of</strong> Motorcycles<br />
11 Vendor Comments<br />
Same price for additional units<br />
*30 Days if nothing is back ordered.<br />
Same price for additional units<br />
They quoted on a BMW motorcycle.<br />
No price extension <strong>of</strong>fered Same price for additional units<br />
They quoted a Yamaha FJR1300P.
<strong>City</strong> Council Report<br />
To:<br />
From:<br />
Subject:<br />
Mayor and <strong>City</strong> Council<br />
Martin Pastucha, Director <strong>of</strong> Public Works<br />
<strong>City</strong> Council Meeting: May 14, 2013<br />
<strong>Agenda</strong> Item: 3-I<br />
Award Construction Contract for the Inline Storm Drain Run<strong>of</strong>f Infiltration<br />
Pilot Project<br />
Recommended Action<br />
Staff recommends that the <strong>City</strong> Council:<br />
1. Authorize the <strong>City</strong> Manager to negotiate and ex ecute a c ontract with Blois<br />
Construction, Inc., a California-based company, in an amount not to exceed<br />
$182,070 (includes a 10% contingency) for the Inline Storm Drain Run<strong>of</strong>f<br />
Infiltration Pilot Project.<br />
2. Authorize the Director <strong>of</strong> Public Works to issue any necessary change orders to<br />
complete additional work within budget authority.<br />
Executive Summary<br />
<strong>Santa</strong> <strong>Monica</strong> received $300,000 from Proposition 84 for the In-Line Storm Drain Run<strong>of</strong>f<br />
Infiltration Project (Project). The purpose <strong>of</strong> the Project is to evaluate retr<strong>of</strong>it options for<br />
existing catch basins and manholes to capture and infiltrate urban run<strong>of</strong>f. Pilot retr<strong>of</strong>its<br />
would be implemented for two catch basins at the intersection <strong>of</strong> Nebraska and Franklin<br />
and one manhole at the intersection <strong>of</strong> Nebraska and Stanford. In February 2013, the<br />
<strong>City</strong> solicited bids for the Project. After reviewing the eight bids received, staff<br />
recommends Blois Construction, Inc. to provide construction services for the Project at<br />
a cost not to exceed $182,070.<br />
Background<br />
On January 26, 2010, Council adopted the Measure V FY2010-11 through FY2014-15<br />
Five Year Plan which included the Inline Storm Drain Run<strong>of</strong>f Infiltration Pilot Project.<br />
On November 8, 2011, Council authorized staff to accept a $ 300,000 grant with the<br />
State Water Resources Control Board to construct the In-Line Storm Drain Run<strong>of</strong>f<br />
Infiltration Project.<br />
1
On February 12, 2013, Council approved California Watershed Engineering to perform<br />
all <strong>of</strong> the water quality monitoring, testing and analysis as required by the <strong>City</strong>’s<br />
agreement with the State Water Resources Control Board for an amount not to exceed<br />
$80,000.<br />
Discussion<br />
The Project aims to evaluate the feasibility <strong>of</strong> retr<strong>of</strong>itting existing storm drain<br />
infrastructure, such as catch basins and manholes, for run<strong>of</strong>f infiltration purposes.<br />
Retr<strong>of</strong>its would be implemented for two catch basins at the intersection <strong>of</strong> Nebraska and<br />
Franklin and one manhole at the intersection <strong>of</strong> Nebraska and Stanford. Evaluation <strong>of</strong><br />
the pilot project based on pollutant reduction analysis, construction complexities, cost,<br />
time, and adverse impacts would determine if the strategies could be ad opted as a<br />
standard best management practice for other catch basin and manhole retr<strong>of</strong>its as the<br />
<strong>City</strong> strives to achieve compliance with its National Pollutant Discharge Elimination<br />
System (NPDES) permit.<br />
The Project is part <strong>of</strong> the Measure V Five Year Capital Improvement Plan. The<br />
construction <strong>of</strong> the Project would be funded by Proposition 84 and anticipated to be<br />
completed by September 2013.<br />
Contractor Selection<br />
On February 23 and 25, 2013, the <strong>City</strong> published a N otice Inviting Bids in the <strong>Santa</strong><br />
<strong>Monica</strong> Daily Press and on the <strong>City</strong>’s online bidding site. Eight sealed bids were<br />
received by the <strong>City</strong> Clerk’s <strong>of</strong>fice and publicly opened on March 14, 2013 by the<br />
Deputy <strong>City</strong> Clerk. The bid results are as follows:<br />
Bidder<br />
Bid Amount<br />
GRFCO, Inc.<br />
non-responsive/non-responsible<br />
Blois Construction, Inc. $165,519<br />
Bali Construction, Inc. $176,800<br />
Y & M Construction, Inc. $188,470<br />
Mike Prlich & Sons, Inc. $215,500<br />
Clarke Contracting Co. $226,455<br />
Atlas-Allied, Inc. $237,450<br />
MMC, Inc. $266,850<br />
2
The bids were evaluated on competitive pricing, understanding <strong>of</strong> the project’s scope,<br />
direct experience with similar projects, approach to the work, technical competence,<br />
qualifications <strong>of</strong> the proposed staff, and the ability to meet the project schedule.<br />
On March 19, 2013, staff received documentation from the Center for Contract<br />
Compliance, a nonpr<strong>of</strong>it labor/management trust that monitors public works projects,<br />
which contained debarment and litigation history <strong>of</strong> the principals <strong>of</strong> GRFCO, including<br />
its <strong>of</strong>ficer and project manager, and their various related and affiliated entities, Garcia<br />
Juarez Construction and Southern California Underground. T he Center for Contract<br />
Compliance's documentation contain reports from the <strong>City</strong> <strong>of</strong> San Diego debarring the<br />
two principals and their related entity, a temporary protective order against one principal<br />
requested by the <strong>City</strong> <strong>of</strong> Riverside, CAL/OSHA citations, and lawsuits for non-payment<br />
<strong>of</strong> prevailing wage. None <strong>of</strong> which were disclosed by GRFCO in the current bid. Staff<br />
has verified the complaints against GRFCO staff and their various related and affiliated<br />
entities.<br />
Based on the information provided by the Center for Contract Compliance and the<br />
inaccurate responses on GRFCO’s bid, staff deems GRFCO, Inc. a non-responsive,<br />
non-responsible bidder and r ecommends Blois Construction, Inc. as the best bidder<br />
based on their price, quality <strong>of</strong> services <strong>of</strong>fered, and experience with similar projects.<br />
Blois Construction, Inc. provided in excess <strong>of</strong> ten references for recently completed<br />
projects. Staff contacted references for three representative projects from the <strong>City</strong> <strong>of</strong><br />
Ventura, County <strong>of</strong> Ventura, and <strong>City</strong> <strong>of</strong> Burbank. All references reported that the work<br />
performed by Blois Construction, Inc. was completed in a timely and c ost-effective<br />
manner while maintaining consistent quality. S taff also verified with the Contractors<br />
State License Board that Blois Construction, Inc. and its subcontractors’ licenses are<br />
current, active, and in good standing.<br />
3
Construction Manager Selection<br />
Construction management for this project would be pr ovided by staff. Construction<br />
management would include inspecting the contractor’s work during construction,<br />
verifying and c ontrolling field changes and unforeseen conditions, monitoring and<br />
mitigating impacts as a result <strong>of</strong> the construction activities, attending contractor’s safety<br />
meetings, attending periodic progress meetings, and maintaining all necessary<br />
inspection documentation relevant to the work conducted during construction.<br />
Financial Impacts & Budget Actions<br />
The construction contract to be awarded to Blois Construction, Inc. is in an amount not<br />
to exceed $182,070 (includes a 10% contingency). Funds are included in the FY 2012-<br />
13 Capital Improvement Program budget at account C209031.589000, Proposition 84<br />
State Water Board.<br />
Prepared by: Joshua Carvalho, P.E., Assistant Civil Engineer<br />
Approved:<br />
Forwarded to Council:<br />
Martin Pastucha<br />
Director <strong>of</strong> Public Works<br />
Rod Gould<br />
<strong>City</strong> Manager<br />
4
<strong>City</strong> Council Report<br />
To:<br />
From:<br />
Subject:<br />
Mayor and <strong>City</strong> Council<br />
Martin Pastucha, Director <strong>of</strong> Public Works<br />
<strong>City</strong> Council Meeting: May 14, 2013<br />
<strong>Agenda</strong> Item: 3-J<br />
Reject Bids for the Purchase and Delivery <strong>of</strong> Vehicle Filters and<br />
Miscellaneous Parts<br />
Recommended Action<br />
Staff recommends that the <strong>City</strong> Council:<br />
1. Reject all bids received on February 4, 2013 for the purchase and delivery <strong>of</strong><br />
vehicle filters and miscellaneous parts.<br />
2. Direct staff to modify and reissue a bid in order to obtain the best bidder for vehicle<br />
filters and miscellaneous parts.<br />
Executive Summary<br />
On February 4, 2013, three bids were received for the purchase and delivery <strong>of</strong> filters and<br />
miscellaneous parts used in the maintenance <strong>of</strong> <strong>City</strong> vehicles. Staff recommends rejecting<br />
all bids received for Bid #4025 and modifying the bid specification to incorporate additional<br />
requirements that would allow for more competitive and accurate pricing, inclusive <strong>of</strong> all<br />
parts within a m anufacturer’s price list for parts needed in the maintenance <strong>of</strong> <strong>City</strong><br />
vehicles.<br />
Discussion<br />
In January 2013, the <strong>City</strong> published a Notice Inviting Bids to furnish and deliver filters and<br />
miscellaneous non-original equipment manufacturer (OEM) parts used in the maintenance<br />
<strong>of</strong> <strong>City</strong>-owned vehicles. The bid was posted on the <strong>City</strong>’s on-line bidding site, and notices<br />
were advertised in the <strong>Santa</strong> <strong>Monica</strong> Daily Press in accordance with <strong>City</strong> Charter and<br />
Municipal Code provisions. Three bids were received and publicly opened on February 4,<br />
2013 per Attachment A.<br />
The results for Bid #4025 include pricing for a sample <strong>of</strong> the most used parts. In the past,<br />
this has caused confusion as vendors claim that they only need to provide pricing on the<br />
items stated in the bid specifications. Staff recommends rejecting all the bids received for<br />
1
Bid #4025 to modify the bid specifications and require vendors to bid on product lines and<br />
brands and provide a discount on all parts, not only the representative sample. This would<br />
allow for more competitive and accurate pricing, inclusive <strong>of</strong> all parts within a<br />
manufacturer’s list. Staff would rebid the purchase <strong>of</strong> vehicle filters and miscellaneous<br />
parts at a later time.<br />
Financial Impacts & Budget Actions<br />
There are no budget or financial impacts associated with the recommendation made in this<br />
report.<br />
Prepared by: David Lasher, Administrative Analyst<br />
Approved:<br />
Forwarded to Council:<br />
Martin Pastucha<br />
Director <strong>of</strong> Public Works<br />
Rod Gould<br />
<strong>City</strong> Manager<br />
Attachment: A – Bid Summary<br />
2
ATTACHMENT A<br />
Bid No.: 4025<br />
Bid Close Date: 2/4/2013<br />
Bid Description: Furnish and deliver filters as required by Fleet Management
<strong>City</strong> Council Report<br />
To:<br />
From:<br />
Subject:<br />
<strong>City</strong> Council Meeting: May 14, 2013<br />
<strong>Agenda</strong> Item: 3-K<br />
Mayor and <strong>City</strong> Council<br />
Martin Pastucha, Director <strong>of</strong> Public Works<br />
Reject Bids for the Purchase <strong>of</strong> Three Animal Control Unit Vehicles<br />
Recommended Action<br />
Staff recommends that the <strong>City</strong> Council:<br />
1. Reject all bids received on February 15, 2013 for the purchase and delivery <strong>of</strong><br />
three new vehicles for the Police Department’s Animal Control Unit.<br />
2. Direct staff to reissue a bi d for new animal control vehicles after a ne eds<br />
evaluation is completed.<br />
Executive Summary<br />
On February 15, 2013, six bids were received for the purchase and delivery <strong>of</strong> three<br />
new vehicles for the Police Department’s Animal Control Unit. Staff recommends<br />
rejecting all bids received for Bid #4050 to allow the Police Department time to reevaluate<br />
the type <strong>of</strong> vehicles needed for animal control operations.<br />
Discussion<br />
In January 2013, the <strong>City</strong> published a Notice Inviting Bids to furnish and deliver three<br />
new conventional cab trucks with specialized animal control bodies and related animal<br />
transportation equipment for the Police Department. The bid was posted on the <strong>City</strong>’s<br />
on-line bidding site, and notices were advertised in the <strong>Santa</strong> <strong>Monica</strong> Daily Press in<br />
accordance with <strong>City</strong> Charter and Municipal Code provisions. Six bids were received<br />
and publicly opened on February 15, 2013 per Attachment A.<br />
After the bids were received, Police Department staff decided to look into the Transit<br />
Connect vehicle, which is a smaller vehicle that provides a lower cage entry height for<br />
the animals. C urrent vehicle configuration consists <strong>of</strong> six animal transport cages.<br />
Police Department staff are evaluating their transport capacity needs. Also, it has been<br />
1
determined that not all <strong>of</strong> the Animal Control Unit’s vehicles need to be 4x4 vehicles for<br />
beach access. Staff recommends rejecting all bids received for Bid #4050 as the Police<br />
Department re-evaluates the type <strong>of</strong> vehicles needed for animal control operations.<br />
Staff would rebid the purchase <strong>of</strong> new animal control vehicles at a later time once the<br />
Police Department has determined vehicles specifications that address their operational<br />
needs.<br />
Financial Impacts & Budget Actions<br />
There are no budget or financial impacts associated with the recommendation made in<br />
this report.<br />
Prepared by: David Lasher, Administrative Analyst<br />
Approved:<br />
Forwarded to Council:<br />
Martin Pastucha<br />
Director <strong>of</strong> Public Works<br />
Rod Gould<br />
<strong>City</strong> Manager<br />
Attachment: A – Bid Summary<br />
2
ATTACHMENT A<br />
Bid No.: 4050<br />
Bid Closing Date: 2/15/13<br />
Bid Description: Furnish and Deliver Three (3) CNG Conventional Cab Trucks with Animal Control Bodies and Animal Transportation Units, As Required by Fleet Management<br />
Carmenita Truck Center<br />
Fritts Ford<br />
Frontier Ford<br />
<strong>Santa</strong> Fe Springs, CA<br />
Riverside, CA<br />
<strong>Santa</strong> Clara, CA<br />
Item Description QTY Unit Price Extended Unit Price Extended Unit Price Extended<br />
1 CNG Conventional Cab Trucks W/ Animal Control Bodies 3 $58,841.71 $176,525.13 $55,946.10 $167,838.30 $50,612.25 $151,836.75<br />
2 Sales Tax (9.5%)<br />
$16,769.89 $15,944.64 $14,424.50<br />
3 Tire Fee 3 $8.75 $26.25 $8.75 $21.00 $7.00 $21.00<br />
4 Delivery 3 $125.00 $375.00 $0.00 $0.00 $0.00 $0.00<br />
5 Other<br />
N/a N/a N/a N/a N/a N/a<br />
6 Grand Total<br />
$193,696.27 $183,803.94 $166,282.25<br />
Item Description<br />
Response<br />
Response<br />
Response<br />
7 Year, Make, Model <strong>of</strong> Proposed Unit<br />
8 Year, Make, Model <strong>of</strong> Proposed Fiberglass Coaches<br />
9 Guaranteed Delivery Date (ARO)<br />
10 Payment Terms<br />
11 Vendor Comments<br />
2013 Ford F350 Regular Cab XL<br />
2013 Custom Fiberglass Coaches PRO6WS7<br />
185 Days<br />
Net 30<br />
2013 Ford Super Duty F250<br />
2013 Custom Fiberglass Coaches PRO6WS7<br />
180 to 210 Days<br />
$1000 20, Net 30<br />
2013 Ford F350 Regular Cab<br />
PRO6WS7 By Custom Fiberglass Coaches<br />
180 to 220 Days<br />
2% Discount 20 Days/Net 30<br />
Illustrated Parts Book not available<br />
Reynolds Buick, Inc.<br />
South Bay Ford<br />
Wondries Fleet Group<br />
Covina, CA<br />
Hawthorne, CA<br />
Alhambra, CA<br />
Item Description QTY Unit Price Extended Unit Price Extended Unit Price Extended<br />
1 CNG Conventional Cab Trucks W/ Animal Control Bodies 3 $51,015.31 $153,045.93 $61,597.81 $184,784.43 $57,852.52 $173,557.56<br />
2 Sales Tax (9.5%)<br />
$14,539.36 $17,554.52 $16,487.97<br />
3 Tire Fee 3 Included Included $8.93 $26.79 $7.00 $21.00<br />
4 Delivery 3 Included Included $0.00 $0.00 $0.00 $0.00<br />
5 Other<br />
N/a N/a N/a N/a N/a N/a<br />
6 Grand Total<br />
$167,585.29 $202,635.74 $190,066.53<br />
Item Description<br />
Response<br />
Response<br />
Response<br />
7 Year, Make, Model <strong>of</strong> Proposed Unit<br />
8 Year, Make, Model <strong>of</strong> Proposed Fiberglass Coaches<br />
9 Guaranteed Delivery Date (ARO)<br />
10 Payment Terms<br />
11 Vendor Comments<br />
2013 GMC Sierra<br />
Bowie Int'l Custom Fiberglass Coach PRO6WS7<br />
120 to 150 Days<br />
2% 30 Days<br />
2013 Ford F350 F3A<br />
2013 Custom Fiberglass Coaches PRO6WS7<br />
280 to 300 Days<br />
2% 21 Days, Net 30<br />
2013 Ford F350/PU Box Delete<br />
Not indicated in bid<br />
120 to 160 Days<br />
Net 30 Days<br />
NOTES:<br />
Received a No Bid response from Fladeboe Automotice Group, Inc.
<strong>City</strong> Council Report<br />
To:<br />
Mayor and <strong>City</strong> Council<br />
<strong>City</strong> Council Meeting: May 14, 2013<br />
<strong>Agenda</strong> Item: 4-A<br />
From:<br />
Subject:<br />
Martin Pastucha, Director <strong>of</strong> Public Works<br />
Sustainable Water Master Plan Status Update<br />
Recommended Action<br />
Staff recommends that the <strong>City</strong> Council:<br />
1. Direct staff to proceed with the Sustainable Water Master Plan (SWMP) and fully<br />
develop Option 1 – Staff Recommendation.<br />
2. Review and comment on SBx7-7 water use goal <strong>of</strong> 123 gallons per capita per<br />
day (GPCD) and direct staff to change the next Urban Water Management Plan<br />
(UWMP) SBx7-7 water use goal from 123 GPCD to 141 GPCD at the UWMP<br />
2015 update.<br />
3. Direct staff to proceed with the water and wastewater rate study.<br />
Executive Summary<br />
The development <strong>of</strong> a Sustainable Water Master Plan (SWMP) entails a multi-faceted<br />
approach to address the <strong>City</strong>’s goal <strong>of</strong> achieving water self-sufficiency by the year<br />
2020. With the <strong>City</strong>’s current capability to meet approximately 70% <strong>of</strong> its water demand<br />
from local groundwater sources, the objective is to develop strategies to close the “gap”<br />
represented by the current purchase <strong>of</strong> imported water. Through a c ombination <strong>of</strong><br />
demand management approaches and water supply augmentation tactics, subjected to<br />
a life cycle cost assessment, various portfolios are being developed to represent<br />
permutations and combinations <strong>of</strong> options that best meet the program objectives and<br />
continue to support the <strong>City</strong>’s Sustainability Plan. This report presents an update <strong>of</strong> the<br />
SWMP and the process and tools developed, including portfolio development and the<br />
rate study update to allow the Council and the community to evaluate the mix <strong>of</strong><br />
strategies to achieve water self-sufficiency by 2020. Additionally, this report<br />
recommends a portfolio <strong>of</strong> conservation and s upply approaches, as well as a<br />
modification to the water consumption goal previously adopted.<br />
Background<br />
In a study session at the March 8, 2011 Council meeting, staff presented the concepts<br />
and principles involved in achieving the goal <strong>of</strong> water self-sufficiency by the year<br />
2020. Following the study session, staff embarked on the development <strong>of</strong> a Sustainable<br />
1
Water Master Plan (SWMP) in order to achieve this goal. In support <strong>of</strong> this effort an<br />
agreement with Richard C. Slade and Associates, LLC (RCS) to perform a groundwater<br />
assessment was authorized at the August 23, 2011 Council meeting, and another<br />
agreement with Kennedy/Jenks Consultants (KJC) was authorized at the March 27,<br />
2012 Council meeting to prepare the Sustainable Water Master Plan.<br />
In an information item to Council dated November 5, 2012, staff presented an update on<br />
the status <strong>of</strong> the development <strong>of</strong> a Sustainable Water Master Plan (SWMP) to guide the<br />
<strong>City</strong>‘s efforts to achieve the goal <strong>of</strong> water self-sufficiency by 2020. At that time, the<br />
SWMP was 25 percent complete. The SWMP is now 75 percent complete. This report<br />
presents an update on the status <strong>of</strong> the work performed since the last report and a<br />
request that Council provide comment and direction in order to complete the SWMP.<br />
This update includes information regarding the following:<br />
• Advisory Committee<br />
• Water demand analysis<br />
• Water conservation program modeling and analysis<br />
• Analysis <strong>of</strong> additional local groundwater opportunities<br />
• Analysis <strong>of</strong> the potential for rainwater harvesting and c ity-wide stormwater<br />
capture<br />
• Recycled water market study<br />
• Preliminary implementation cost analysis<br />
Discussion<br />
At its core, a w ater master plan targeting water self-sufficiency by 2020 m ust first<br />
develop an estimate <strong>of</strong> the demand in that year, and t hen compare the city’s current<br />
supply capabilities against this demand. The resultant “gap” is then filled by a portfolio<br />
<strong>of</strong> water conservation strategies and new water supply opportunities such that the city’s<br />
demand in 2020 can be met without dependence on imported water supplies. The<br />
following sections <strong>of</strong> this report address the demand estimated for the year 2020, along<br />
with recommended water conservation programs and new supply approaches.<br />
2
Advisory Committee<br />
A volunteer advisory committee was formed near the inception <strong>of</strong> the project comprising<br />
<strong>of</strong> individuals interested in assisting the <strong>City</strong> pursue its goal <strong>of</strong> water self-sufficiency.<br />
Advisory committee members include Mark Gold, Chair <strong>of</strong> the <strong>City</strong>’s Environmental<br />
Task Force, Associate Director UCLA Institute <strong>of</strong> the Environment and S ustainability;<br />
Andy Lipkis, Tree People Founder and P resident; Conner Everts, Southern California<br />
Watershed Alliance Executive Director; Ed Osann, Natural Resources Defense Council<br />
Senior Policy Analyst, Water Program; Judy Abdo, <strong>Santa</strong> <strong>Monica</strong> representative on the<br />
MWD Board <strong>of</strong> Directors, former <strong>Santa</strong> <strong>Monica</strong> Mayor and C ouncilmember; Caryn<br />
Mandelbaum, Environment Now Freshwater Program Director, Staff Attorney; Tracy<br />
Quinn, Natural Resources Defense Council Policy Analyst, Water Program; Deborah<br />
Weinstein, Tree People Director <strong>of</strong> Policy. Meetings with available members <strong>of</strong> the<br />
committee have occurred January 10, February 28, March 11, and April 10 to discuss<br />
approaches and strategies to be included in the SWMP. It is anticipated the advisory<br />
committee will continue to be c onvened throughout the duration <strong>of</strong> the project. The<br />
<strong>City</strong>’s Task Force on the Environment was presented an update <strong>of</strong> the project at its April<br />
15, 2013 meeting.<br />
Water Demand Analysis<br />
To achieve water self-sufficiency by the year 2020, the <strong>City</strong> must have a c lear<br />
understanding <strong>of</strong> its future water needs, or demands. The total amount <strong>of</strong> local water<br />
supplies needed to meet the <strong>City</strong>’s sustainability goal includes water supplied to<br />
customers as well as an allowance for system water loss, and water lost through the<br />
treatment process referred to as brine or production loss.<br />
The <strong>City</strong>’s initial estimate <strong>of</strong> the volume <strong>of</strong> water needed to meet the sustainability goal<br />
was approximately 3,700 acre-feet (AF); however, that estimate was based on the<br />
assumption that water demand would not increase in the future beyond current levels<br />
and did not consider the effects that economic activity and weather may have on future<br />
water demands. While the extent <strong>of</strong> these effects may vary based on local conditions,<br />
there is a general increase in demands with increased economic activity and hot ter,<br />
3
drier weather conditions. These effects were not incorporated in the demand<br />
projections available in current planning documents, including the 2010 Land Use and<br />
Circulation Element (LUCE). A comparison <strong>of</strong> current water demands and the LUCE<br />
projected demands suggests that the LUCE projection may be too high. The 2010<br />
LUCE projected water demands <strong>of</strong> approximately 15,300 AF in 2012; a detailed billing<br />
data analysis shows actual demand in 2012 was approximately 13,500 AF – a<br />
difference <strong>of</strong> 1,800 AF.<br />
To plan for future supply needs, a comprehensive demand analysis was performed in<br />
order to develop new demand projections that align more closely with current demands<br />
and were adjusted for effects <strong>of</strong> weather and economic activity applicable to <strong>Santa</strong><br />
<strong>Monica</strong>. First, a new baseline demand projection was developed. This baseline<br />
demand projection begins with current actual demands <strong>of</strong> approximately 13,500 AF in<br />
2012 and grows at the same rate as the water demand projection found in the LUCE.<br />
LUCE annual growth rates were used since it was developed based on the <strong>City</strong>'s best<br />
estimates <strong>of</strong> demographic and development projections used in the <strong>City</strong>’s General Plan<br />
and other planning documents. Figure 1 compares the water demand projection found<br />
in the LUCE with the new baseline demand projection.<br />
4
Figure 1. Demand Analysis: Comparison <strong>of</strong> the LUCE Water Demand Projection with the Baseline<br />
Demand Projection<br />
15,300<br />
15,900<br />
13,500<br />
14,100<br />
Next, the effects <strong>of</strong> weather and economic conditions on the <strong>City</strong>’s water demand were<br />
explored. Regression analyses were performed to evaluate the correlation between<br />
water use for various customer categories (single family, multi-family, commercial,<br />
institutional and landscape irrigation) and weather and economic (unemployment rate)<br />
factors. Data from the regression analyses indicated that there was no s ignificant<br />
correlation observed with weather related parameters for the <strong>City</strong>. However, a better<br />
correlation was found between the <strong>City</strong>’s unemployment rate and the water use <strong>of</strong><br />
single family, multi-family and landscape irrigation customer classes. A decrease in the<br />
unemployment rate resulted in an increase in water use among these customers. The<br />
analysis suggests the reduction in water use was due in large part to the recession and<br />
higher unemployment rate.<br />
5
Accordingly, the baseline water demand was adjusted to project future water demands<br />
under good economic conditions, as shown in Figure 2. The “good economy” demand<br />
projection is approximately 10 p ercent higher than the baseline water demand<br />
projection. Given that the <strong>City</strong>’s existing local water supply capacity is approximately<br />
9,000 AF, the demand analysis suggests that the gap between available water supply<br />
and the volume <strong>of</strong> water required to meet the <strong>City</strong>’s sustainability goal in 2020 i s<br />
actually closer to 6,500 AF, rather than 3,700 AF (Figure 2).<br />
Figure 2. Demand Analysis: Luce Demand Projection, Baseline Demand Projection & Good<br />
Economy Demand Projection<br />
15,900<br />
15,300<br />
15,490<br />
14,800<br />
14,100<br />
13,500<br />
Approximately 6,500 AF<br />
needed to <strong>City</strong>’s<br />
sustainability goal in 2020<br />
A multi-faceted water supply portfolio is required in order for the <strong>City</strong> to meet its water<br />
self-sufficiency goal. This portfolio should include both demand reduction measures<br />
through the implementation <strong>of</strong> water conservation programs, as well as new supply and<br />
water treatment options. New water supply options may include additional groundwater<br />
6
capacity, rainwater harvesting and s tormwater capture, and additional recycled water<br />
sources. These supply options are explored in greater detail in the following sections.<br />
Water Conservation Modeling and Analysis<br />
Since the November status report, the water conservation analysis was refined to better<br />
define the <strong>City</strong>'s opportunities to reduce the projected water demands described above<br />
through the implementation <strong>of</strong> water conservation programs. After completion <strong>of</strong> a<br />
detailed billing and past conservation program and policy analysis, a comprehensive list<br />
<strong>of</strong> water conservation programs was developed and modeled using the Alliance for<br />
Water Efficiency’s Water Conservation Tracking Tool. This model allows users to<br />
analyze the water savings potential and implementation costs <strong>of</strong> a collection <strong>of</strong> water<br />
conservation programs. The model also uses local demographic and housing<br />
characteristics to estimate water savings that could be attributable to enhanced<br />
efficiency requirements in State plumbing codes and water fixture usage standards, and<br />
predict reductions in demand from other applicable programs.<br />
The suite <strong>of</strong> programs selected for analysis address each <strong>of</strong> the <strong>City</strong>’s water customer<br />
sectors (single-family, multi-family, commercial, institutional, and landscape) with an<br />
emphasis on water users that shows opportunity for additional conservation. Since<br />
1988 the <strong>City</strong> has invested millions <strong>of</strong> dollars in resources to retr<strong>of</strong>it nearly every indoor<br />
plumbing fixture in commercial, single-family and m ulti-family buildings with water<br />
saving products. As a r esult water usage in the <strong>City</strong> has declined even though the<br />
<strong>City</strong>’s population and development have increased.<br />
Results <strong>of</strong> the billing analysis indicated that the greatest remaining potential for water<br />
conservation exists among the <strong>City</strong>’s commercial and institutional customers, as well as<br />
in landscape water use. Two specific large water users, St. John’s Medical Center, the<br />
<strong>Santa</strong> <strong>Monica</strong>-Malibu Unified School District, and laundry facilities, were identified by<br />
<strong>City</strong> staff as customers with a high potential for additional water savings and programs<br />
were developed to target those potential savings.<br />
7
Implementation levels for each water conservation program modeled were based on<br />
analyses <strong>of</strong> saturation rate <strong>of</strong> existing water saving plumbing fixtures and landscapes,<br />
customer surveys, staff knowledge <strong>of</strong> the <strong>City</strong>’s customers and their willingness to<br />
implement these programs, and products that will have long-term water savings that are<br />
not dependent on significant changes in the customer’s behavior. The goal was to<br />
develop a diverse selection <strong>of</strong> programs that aggressively pursued demand reduction<br />
through retr<strong>of</strong>itting existing indoor plumbing that is already water-saving with plumbing<br />
fixtures that save about twenty percent more water in addition to retr<strong>of</strong>itting landscapes<br />
with plants and irrigation that can save up to eighty percent more compared to existing<br />
landscapes.<br />
The resulting suite <strong>of</strong> conservation programs (Table 1) is projected to save<br />
approximately 775 AFY <strong>of</strong> water in the year 2020. An additional 420 AFY <strong>of</strong> savings is<br />
expected in 2020 as a result <strong>of</strong> State plumbing and building code standards that require<br />
higher water saving fixtures. In addition, a reduction in system-wide leaks and nonrevenue<br />
water through capital investment in the system is projected to save another 250<br />
AFY <strong>of</strong> water for a total demand reduction <strong>of</strong> approximately 1,443 AFY in 2020.<br />
8
Table 1. Water Conservation Programs<br />
Figure 3 shows the potential effect <strong>of</strong> implementing the recommended water<br />
conservation programs on the <strong>City</strong>’s projected water demand assuming the “good<br />
economy” water demand projection previously described. Implementation <strong>of</strong> the<br />
recommended water conservation programs reduces the volume <strong>of</strong> additional water the<br />
<strong>City</strong> must produce to meet its self-sufficiency goals from approximately 6,500 AF to<br />
approximately 5,000 AF. While water conservation alone will not enable the <strong>City</strong> to meet<br />
its water self-sufficiency goal, it can significantly reduce the volume <strong>of</strong> additional water<br />
supply required.<br />
9
Figure 3 - Demand Reduction as a Result <strong>of</strong> Recommended Water Conservation Program<br />
While conservation programs are <strong>of</strong>ten less expensive than physically constructing and<br />
operating new water supply or treatment facilities, the noted reductions in projected<br />
water demand are not without a cost. For the <strong>City</strong> <strong>of</strong> <strong>Santa</strong> <strong>Monica</strong>, these costs include<br />
the cost <strong>of</strong> the actual conservation program, increased staff and public outreach costs<br />
associated with new program implementation and management, and the associated<br />
loss in water sales revenues (this latter component is partially <strong>of</strong>fset by reduced water<br />
supply production costs). Based on the <strong>City</strong>'s current demands and water revenues, it<br />
is estimated that the total cost for the recommended water conservation program<br />
reflected in Table 1 is approximately $7.2 million through 2020.<br />
10
Additional Local Groundwater Opportunities<br />
In addition to implementing the water conservation programs described above, the <strong>City</strong><br />
will also need to expand local groundwater resources. Currently, the <strong>City</strong> obtains local<br />
groundwater from the <strong>Santa</strong> <strong>Monica</strong> Basin via five wells. These wells are located within<br />
the Arcadia and Olympic Sub-basins, and can produce approximately 3,000 acre feet<br />
per year (AFY). Additionally, there are five wells located outside <strong>of</strong> the <strong>City</strong> limits in the<br />
Charnock Sub-basin with a combined production capacity <strong>of</strong> approximately 6,000 AFY.<br />
However, since 1995, the <strong>City</strong> has had to purchase most <strong>of</strong> its annual water supply<br />
needs from the Metropolitan Water District (MWD) as the Charnock well field was shut<br />
down due to methyl tertiary butyl ether (MTBE) contamination. This supply is now being<br />
used in the system after treatment at the Charnock Water Treatment plant. The total<br />
groundwater production capacity from the Arcadia, Olympic, and Charnock sub-basins<br />
is currently estimated at approximately 9,000 AFY.<br />
Another study <strong>of</strong> the groundwater basin was recently performed by Richard C. Slade<br />
and Associates, LLC (RCS). T he study suggests the <strong>City</strong> may have additional local<br />
groundwater opportunities within the Olympic, Charnock and Coastal Sub-basins. The<br />
Coastal sub-basin has not been utilized as a g roundwater source to date due to salt<br />
water intrusion; additional treatment would be required to utilize water from this basin.<br />
Additional efforts are needed to assess potential sites and derive the potential quality<br />
and quantity <strong>of</strong> additional well production for the <strong>City</strong>'s supply portfolio. Incorporating<br />
the RCS study with the SWMP’s evaluations and discussions, has led to the following<br />
preliminary recommendations for additional local groundwater production and treatment<br />
facilities. These preliminary recommendations are:<br />
• Expansion <strong>of</strong> the existing Arcadia Water Treatment Plant<br />
• Design and c onstruct new Olympic Water Treatment Plant (Gillette/Boeing<br />
Settlement Project)<br />
• Rehabilitate old wells and drill additional new wells in the Olympic, Charnock and<br />
Coastal Sub-basins<br />
• Develop and i mplement improvements in treatment efficiency to reduce the<br />
amount <strong>of</strong> water lost to brine disposal during treatment (reduction <strong>of</strong> brine water<br />
losses from 18% to 9%)<br />
11
While additional engineering and hydrogeologic studies will be required to determine a<br />
realistic production capacity for these wells, it is believed that the <strong>City</strong> could attain as<br />
much as an additional 6,000 AFY <strong>of</strong> local water if all <strong>of</strong> these strategies were<br />
implemented. Of course, an eq uivalent increase in local water treatment capacity is<br />
required to deliver this water to the <strong>City</strong>'s customers, requiring an i ncrease in the<br />
capacity <strong>of</strong> the Arcadia Water Treatment Plant and/or using settlement funds and other<br />
sources to construct a new water treatment plant (currently referred to as the Olympic<br />
Water Treatment Plant as it is designed to focus on treating water from the Olympic<br />
sub-basin). The current approach for this future water supply strategy is reflected<br />
graphically on Figure 4.<br />
Figure 4. Groundwater Basins and Facilities<br />
12
Beyond the additional local groundwater opportunities described above, potential exists<br />
for joint-development <strong>of</strong> nearby under-utilized groundwater basins, including the<br />
Hollywood and Central Basins. These are multi-jurisdictional opportunities that will<br />
require coordination between the <strong>City</strong> and the Los Angeles Department <strong>of</strong> Water and<br />
Power and/or the <strong>City</strong> <strong>of</strong> Beverly Hills. Given the nature <strong>of</strong> institutional-related projects,<br />
these opportunities are considered as more long-term water supply options and are not<br />
included in the list <strong>of</strong> potential new groundwater opportunities available to the <strong>City</strong> to<br />
meet its self-sufficiency goal by 2020.<br />
Rainwater Harvesting and Stormwater Capture<br />
Rainwater harvesting (the capture and onsite use <strong>of</strong> rainwater for landscape irrigation<br />
purposes) <strong>of</strong>fers minimal opportunity as an additional water supply within the <strong>City</strong>.<br />
<strong>Santa</strong> <strong>Monica</strong>’s Mediterranean climate is characterized by seasonal rainfall, with the<br />
majority <strong>of</strong> rain falling in the winter months <strong>of</strong> November through March. Conversely,<br />
landscape water demands are highest in the warmer, drier months <strong>of</strong> April through<br />
September. Analyses were performed to evaluate and compare the potential for<br />
rainwater harvesting based on average monthly precipitation data and monthly<br />
landscape water demand for residential and commercial customers.<br />
Results <strong>of</strong> the above analysis indicate that the potential for rainwater harvesting as a<br />
supply option in <strong>Santa</strong> <strong>Monica</strong> is limited by the large size <strong>of</strong> cisterns and customers’<br />
motivation to install them. For most residential and commercial customers in the <strong>City</strong>,<br />
space is limited; therefore, it was assumed customers would install no more than 500<br />
gallons <strong>of</strong> rain harvesting capacity. A cistern <strong>of</strong> this size is depleted quickly, even in the<br />
wetter winter months. In the drier summer months, rainwater supply is minimal, and<br />
when available, landscape irrigation demand far exceeds the capacity <strong>of</strong> the cistern<br />
therefore depleting this supply rapidly. Residential cistern installation, even with a<br />
rebate <strong>of</strong> $1,000 per cistern, has been minimally accepted by the <strong>City</strong>’s customers.<br />
Accordingly, it is estimated that the rainwater harvesting incentive program may provide<br />
only 1-2 AF per year.<br />
13
Similarly, a <strong>City</strong>-wide stormwater capture program <strong>of</strong>fers a s easonal, unreliable<br />
additional water supply option for the <strong>City</strong>. A scenario was developed in which<br />
stormwater captured through the <strong>City</strong>’s storm drain system would be routed to the <strong>Santa</strong><br />
<strong>Monica</strong> Urban Run<strong>of</strong>f Recycling Facility (SMURRF) for distribution to landscape<br />
irrigation customers. It is estimated that a <strong>City</strong>-wide stormwater capture program could<br />
generate an additional 160 AF <strong>of</strong> supply per year. The costs for this program are not<br />
yet developed.<br />
Recycled Water<br />
Currently, the <strong>City</strong> distributes approximately 85 A FY <strong>of</strong> recycled urban run<strong>of</strong>f to<br />
customers for landscape irrigation and indoor commercial use through the SMURRF<br />
and associated distribution system. The <strong>City</strong> does not operate a wastewater treatment<br />
plant and t hus does not have a local source for additional recycled water supplies.<br />
However, the <strong>City</strong> could partner with adjacent agencies that currently produce recycled<br />
water in order to bring additional recycled water supplies to its customers. The West<br />
Basin Municipal Water District (WBMWD) operates a recycled water system that<br />
terminates near Marina Del Rey, which may provide the <strong>City</strong> with a potentially feasible<br />
source for recycled water. The Los Angeles Department <strong>of</strong> Water and Power (LADWP)<br />
also looked into utilizing this source and has prepared a master plan that suggests a<br />
potential for connection at this same location.<br />
A recycled water market study was performed to estimate the potential for recycled<br />
water use within the <strong>City</strong>. Results <strong>of</strong> this study indicate that 350 AF <strong>of</strong> recycled water<br />
could be used by the <strong>City</strong>’s dedicated landscape irrigation customers that reside along<br />
some key corridors into the <strong>City</strong>. Figure 5 proposes a potential recycled water<br />
distribution system that focuses on delivering year-round recycled water to the <strong>City</strong>'s<br />
existing SMURRF facility and serves a number <strong>of</strong> customers along the way.<br />
14
Figure 5. Proposed Recycled Water System Map<br />
15
In this potential system, the <strong>City</strong> may be able to partner with LADWP to jointly fund a<br />
new transmission and pumping system that connects to the WBMWD line and bring<br />
recycled water to the southeast side <strong>of</strong> <strong>Santa</strong> <strong>Monica</strong> (Figure 6). The project would<br />
require approximately 5 miles <strong>of</strong> pipe from its current point <strong>of</strong> termination. Establishing<br />
the partnerships and agreements necessary to make this type <strong>of</strong> inter-agency program<br />
a reality will require time, and this option should be considered a long-range strategy for<br />
the <strong>City</strong>. It is unlikely that the <strong>City</strong> could deliver additional recycled water to its<br />
customers before 2020.<br />
Portfolio Options and Per Capita Water Consumption Targets<br />
Implementation <strong>of</strong> the strategies described above (Option 1) suggest that the <strong>City</strong> can<br />
meet its self-sufficiency goal through a c ombination <strong>of</strong> water conservation programs,<br />
additional local groundwater production (Figure 6), and additional supplies from<br />
rainwater harvesting and <strong>City</strong>-wide stormwater capture. In the future, the <strong>City</strong> may also<br />
be able to establish additional recycled water supplies through inter-agency<br />
partnerships with adjacent water agencies and municipalities. Figure 7 presents three<br />
different options for obtaining water self-sufficiency. Details for each option are<br />
presented in this section.<br />
16
Figure 6. Water Supply and Demand Comparison Including New Supply Opportunities<br />
17
Figure 7. Potential Portfolios<br />
(closing the 6,500 AFY gap)<br />
Option 1<br />
To implement Option 1, “Staff Recommendation,” the <strong>City</strong> would close the gap <strong>of</strong> 6,500<br />
AF and achieve water self-sufficiency by 2020 through increased activity in existing<br />
water conservation programs, new water conservation programs, maximize new<br />
groundwater supplies, new rainwater harvesting and stormwater capture programs<br />
described above. In this scenario, it is estimated that the <strong>City</strong>’s per capita water use<br />
would be 135 gallons per capita per day (GPCD) in 2020. This portfolio should achieve<br />
the <strong>City</strong>’s goal <strong>of</strong> water self-sufficiency by the year 2020, but will fall short <strong>of</strong> the <strong>City</strong>’s<br />
current water use reduction target adopted in the 2010 Urban Water Management Plan<br />
(UWMP) in response to Senate Bill x7-7 (SBx7-7). In contrast, the <strong>City</strong>'s adopted target<br />
per capita water use in 2020 is 123 GPCD.<br />
18
The State formula for calculating GPCD is not the standard formula used in the water<br />
conservation field. The standard formula divides the water used by the residents by the<br />
number <strong>of</strong> residents. Following this formula residents are only using 86 G PCD. The<br />
State formula divides all the water used by all <strong>of</strong> the customers (businesses, residents,<br />
and landscapes) and divides that by the number <strong>of</strong> residents. This does not allow the<br />
<strong>City</strong> to include the nearly 250,000 daily visitors to the <strong>City</strong> in the calculation.<br />
Option 2<br />
To implement Option 2, “Proposed Policy Consideration,” the <strong>City</strong> would close the gap<br />
<strong>of</strong> 6,500 AF, achieve water self-sufficiency and meet the SBx7-7 target <strong>of</strong> 123 GPCD by<br />
2020 through very aggressive water conservation programs and policies, limited new<br />
groundwater supplies, new rainwater harvesting and stormwater capture programs<br />
described above. In this scenario, it is estimated that the <strong>City</strong>’s per capita water use<br />
would be 123 GPCD in 2020.<br />
In order to reduce demand to levels low enough to permanently achieve a per capita<br />
water use <strong>of</strong> 123 GPCD, 2,880 AF <strong>of</strong> the <strong>City</strong>’s potable water demand must be reduced<br />
or <strong>of</strong>fset by non-potable sources and new regulations requiring residential and<br />
commercial property owners to retr<strong>of</strong>it plumbing fixtures, landscaping with water-saving<br />
plants and irrigation, or banning sprinklers and lawns before 2020. Staff is asking for<br />
Council’s comments on the new policies proposed below by the Advisory Committee for<br />
the SWMP. The proposed policies target specific customer categories that have the<br />
highest potential for saving water.<br />
• Ban sprinklers and lawns in residential properties - savings 1,280 AFY<br />
• Ban sprinklers in the parkways but allow for hand-watering <strong>of</strong> street trees<br />
• Require all hotels to retr<strong>of</strong>it plumbing fixtures to meet the <strong>City</strong>’s current Green<br />
Building Ordinance requirements<br />
• Require landscaping to meet the <strong>City</strong>’s current Green Building Ordinance<br />
requirements before the sale <strong>of</strong> the property<br />
• Require <strong>City</strong>-owned facilities and landscapes to reduce water use<br />
19
Option 2 could reach the 123 GPCD goal but at a high cost to residents, businesses,<br />
and the <strong>City</strong> to pay for the required retr<strong>of</strong>its and increased staffing to enforce the<br />
requirements.<br />
Option 3<br />
To implement Option 3, “Long Range Regional Recycled Water,” the <strong>City</strong> would develop<br />
additional recycled water through regional inter-agency partnerships as a m eans <strong>of</strong><br />
reducing potable water use. This option should be considered a long range program<br />
and should not be relied upon to meet an adopted per capita water use requirement. As<br />
discussed earlier, it is unlikely that these partnerships could be established and the<br />
infrastructure completed by 2020.<br />
Recommendations<br />
Option 1 is the portfolio recommended by staff. In light <strong>of</strong> this additional analysis, staff<br />
also recommends that the <strong>City</strong> change its water use reduction target when it adopts an<br />
update to its UWMP in 2015. Specifically, in its 2010 UMWP, in accordance with SBX7-<br />
7 the California Department <strong>of</strong> Water Resources’ Methodologies for Calculating<br />
Baseline and Compliance Urban Per Capita Water Use, the <strong>City</strong> calculated several<br />
water use targets in accordance with the SBX7-7 requirements. At the June 28, 2013<br />
Council meeting, staff recommended Method 3 with a target <strong>of</strong> 141 GPCD, because it is<br />
achievable based on the existing budget and staffing limitations for implementing<br />
conservation programs and p olicies, water saving products available in the market,<br />
willingness <strong>of</strong> customers to voluntarily conserve water by participating in numerous<br />
conservation programs, and would not open the <strong>City</strong> up to possible litigation for failing to<br />
meet the target by 2020. However, Council chose to formally adopt the stricter 20<br />
percent reduction <strong>of</strong> 123 GPCD.<br />
Since the formal adoption <strong>of</strong> the 123 GPCD target puts the <strong>City</strong> at potential risk for<br />
litigation for waste and unreasonable use <strong>of</strong> water resources in 2021 and it does not<br />
appear to be achievable, it is recommended that the 141 GPCD target be adopted in the<br />
<strong>City</strong>'s 2015 U WMP. This change is allowable under SBX7-7 and reduces the <strong>City</strong>’s<br />
20
potential risk <strong>of</strong> litigation. A t Council's direction, reducing overall water use a f ull 20<br />
percent to achieve a per capita water use <strong>of</strong> 123 GPCD could still be an internal <strong>City</strong><br />
goal and implemented over a longer period <strong>of</strong> time beyond 2020.<br />
Next Steps<br />
As discussed, the SWMP is well on i ts way. R efinement to some <strong>of</strong> the program<br />
opportunities, evaluation <strong>of</strong> hydraulic capacities, development <strong>of</strong> costs, and the<br />
preparation <strong>of</strong> an accompanying rate study are the primary next steps. With the<br />
Sustainable Water Master Plan approximately 70% complete and the current solid<br />
financial position <strong>of</strong> both the water and wastewater funds, staff has placed additional<br />
work on the water and wastewater rate study on hold until the options, approaches, and<br />
programs described in this report are presented to Council. Council’s recommended<br />
sustainable water supply strategy will inform the rate study, which will commence in<br />
FY2013-14. The rate study is logically sequenced after the SWMP is completed, in<br />
order to allow capital projects identified in the SWMP to be included in the rate study.<br />
The rate study will be the subject <strong>of</strong> a future Council study session in the coming fiscal<br />
year.<br />
Financial Impacts & Budget Actions<br />
There is no immediate financial impact or budget action necessary as a r esult <strong>of</strong> the<br />
recommended action.<br />
Prepared by: Gil Borboa, P.E., Water Resources Manager<br />
Approved:<br />
Forwarded to Council:<br />
Martin Pastucha<br />
Director <strong>of</strong> Public Works<br />
Rod Gould<br />
<strong>City</strong> Manager<br />
21
<strong>City</strong> Council Report<br />
To:<br />
From:<br />
Subject:<br />
Mayor and <strong>City</strong> Council<br />
<strong>City</strong> Council Meeting: May 14, 2013<br />
David Martin, Director <strong>of</strong> Planning and Community Development<br />
<strong>Agenda</strong> Item: 7-A<br />
Development Agreement 12DEV-001 to allow a ne w 4-story mixed-use<br />
development project consisting <strong>of</strong> 53 residential units and 6,664 SF <strong>of</strong><br />
ground floor commercial space at 1318 2 nd Street.<br />
Recommended Action<br />
Staff recommends the <strong>City</strong> Council:<br />
1. Approve Development Agreement 12DEV-001.<br />
2. Introduce for first reading an or dinance adopting Development Agreement<br />
12DEV001.<br />
Executive Summary<br />
The applicant, Century West Partners, proposes a Development Agreement to allow a<br />
new mixed-use development project located at 1318 2 nd Street. The project involves<br />
the construction <strong>of</strong> a 4-story building (45’-0” in height) consisting <strong>of</strong> 53 residential units<br />
(28 studios, 19 one-bedroom, 6 two-bedroom units) and 6,664 SF <strong>of</strong> ground floor<br />
commercial space. The two-level subterranean parking garage consists <strong>of</strong> 66 parking<br />
spaces. The project site consists <strong>of</strong> 15,000 SF, and is located in the BSC-4 zoning<br />
district, and the <strong>City</strong>’s Downtown Parking Assessment District.<br />
Pursuant to the <strong>City</strong>’s Interim Zoning Ordinance No. 2417 (CCS) (“IZO”), this project<br />
requires approval <strong>of</strong> a Development Agreement since it exceeds 32 feet in height.<br />
Based on the size <strong>of</strong> this proposed housing project located in the Downtown,<br />
Commission and Council float-up reviews for this CEQA-exempt project were not<br />
required.<br />
The site is located in the Downtown Frame land use designation and Downtown District<br />
<strong>of</strong> the Land Use and Circulation Element (LUCE) <strong>of</strong> the General Plan. Project<br />
development compliance is limited to the LUCE and s pecifically the Bayside District<br />
Specific Plan (1996), while other aspects <strong>of</strong> the project such as height, floor area,<br />
setbacks, and other standard zoning requirements will be es tablished by the<br />
Development Agreement. As proposed, the project is designed to comply with all<br />
Zoning Code development standards except for overall building height (above 32’<br />
established by IZO), building stepbacks, open space, and ground floor height<br />
requirements.<br />
1
Community benefits have been negotiated as part <strong>of</strong> the Development Agreement. The<br />
applicant has agreed to the following community benefits for the project:<br />
• A monetary contribution <strong>of</strong> $125,493 towards transportation infrastructure<br />
improvements in the Downtown area. T his contribution is consistent with the<br />
Transportation Impact Fee formula approved by the <strong>City</strong> Council on February 26,<br />
2013.<br />
• A monetary contribution <strong>of</strong> $125,000 towards the Colorado Esplanade<br />
improvements.<br />
• A monetary contribution <strong>of</strong> $225,000 towards parks and open space.<br />
• A monetary contribution <strong>of</strong> $25,000 towards Big Blue Bus infrastructure<br />
improvements in the Downtown.<br />
• A monetary contribution <strong>of</strong> $25,000 towards Historic Preservation programs for the<br />
Downtown.<br />
• A Transportation Demand Management (TDM) plan with measures applicable to<br />
both the commercial and residential components <strong>of</strong> the project.<br />
• Provision <strong>of</strong> 5 EV stub-outs for charging stations within the subterranean garage.<br />
• Physical improvements consisting <strong>of</strong> a ground floor setback that widens the adjacent<br />
sidewalk.<br />
• A local hiring provision to facilitate the employment <strong>of</strong> local workers during<br />
construction and for commercial employees.<br />
Pending Community Benefits for Discussion:<br />
• Affordable Housing: The Planning Commission recommended that the project<br />
provide a total <strong>of</strong> 10 units (20%) on-site as affordable units. The level <strong>of</strong> affordability<br />
for the units would consist <strong>of</strong> five very-low income one-bedroom units, and five<br />
moderate-income studio units defined as 80% <strong>of</strong> the area median income (instead <strong>of</strong><br />
typical 100% <strong>of</strong> area median as defined by AHPP). The applicant does not agree<br />
with the Commission’s recommendation, and has elected to maintain their proposal<br />
<strong>of</strong> eight on-site affordable units (5 very-low income one-bedroom units, and 3 lowincome<br />
studio units) as proposed prior to the Commission’s review <strong>of</strong> the project.<br />
The three low-income studio units would be in addition to the five very-low income<br />
units required by the AHPP.<br />
• LEED® Platinum Certification: The Planning Commission recommended that the<br />
project be designed and constructed to achieve a minimum LEED® Platinum<br />
certification as established by the LEED® Rating System. The applicant has<br />
expressed difficulties in achieving platinum status based on the project size, type,<br />
and location as an u rban infill residential project. T he applicant has agreed to<br />
2
design the project to achieve a LE ED® Gold certification as established by the<br />
LEED® Rating System.<br />
• Solar Panels: The Commission recommended that the project provide an adequate<br />
amount <strong>of</strong> solar panels that would fully <strong>of</strong>f-set the energy required to operate the<br />
common areas (lighting for internal hallways, etc) <strong>of</strong> the project. The applicant<br />
proposes to provide 24 solar panels on the ro<strong>of</strong>, which may equate to providing<br />
approximately half <strong>of</strong> the energy required to operate the common areas.<br />
In addition to the Development Agreement findings provided in this report, the following<br />
issues should be considered by the <strong>City</strong> Council in its review <strong>of</strong> the proposed project:<br />
• Whether the proposed design and site plan are appropriate and compatible with the<br />
neighborhood and the subject site.<br />
• Whether the proposed plan and proposed community benefits are consistent with<br />
the objective, goals, general land uses, and programs specified in the LUCE.<br />
Background<br />
The project site is located in the BSC-4 Downtown Frame midblock on the west side <strong>of</strong><br />
2 nd Street between Arizona Avenue and <strong>Santa</strong> <strong>Monica</strong> Boulevard, and consists <strong>of</strong> two<br />
contiguous parcels with a t otal <strong>of</strong> 15,000 SF <strong>of</strong> land area. The site is located in the<br />
downtown area and is surrounded by commercial and residential uses. The property is<br />
adjacent to commercial use to the north (NRDC Building, 2-3-story building), residential<br />
apartments to the south (Step-Up on Second, 4-story building), <strong>City</strong> Parking Structure 4<br />
to the east, and commercial/residential uses across the rear alley to the west (Shangri-<br />
La Hotel, Gussy Moran House, Landmark). The site is located in the <strong>City</strong>’s Parking<br />
Assessment District.<br />
3
Existing Conditions: Mid-block on west side <strong>of</strong> 2 nd Street<br />
The photos shown below further illustrate the surrounding project site.<br />
Subject Commercial Bldg/Adjacent Surface Parking Lot<br />
Adjacent NRDC Building to the North<br />
Adjacent Step-Up On Second Residential to the South<br />
2 nd Street View Looking North<br />
4
Gussie Moran House (Landmark, view from Ocean Ave)<br />
Rear Building, Gussie Moran House (Rear Alley)<br />
Shangri-La Surface Parking Lot (View from Ocean Ave)<br />
Shangri-La Surface Parking Lot (Rear Alley)<br />
Project Analysis<br />
Project Description<br />
The applicant proposes a new mixed-use development project at the subject site. The<br />
project involves the construction <strong>of</strong> a 4-story building (45’-0” in height) consisting <strong>of</strong> 53<br />
residential units (28 studios, 19 one-bedroom, 6 two-bedroom, 39,757 SF gross) and<br />
6,664 SF <strong>of</strong> total ground floor commercial space. The total project includes 46,421 SF<br />
<strong>of</strong> gross floor area. The average size <strong>of</strong> the residential studio units is 478 SF (smallest<br />
unit 424 SF), and 694 SF for one-bedroom units. The average size <strong>of</strong> the two-bedroom<br />
units is 1,104 SF. The ground floor would consist <strong>of</strong> a total <strong>of</strong> 5,905 SF <strong>of</strong> usable<br />
commercial area divided into two separate tenant spaces. These spaces are physically<br />
separated by the primary residential entry (lobby/elevator corridor) for the building. A<br />
commercial loading space, transformer vault, refuse and recycling area, and gas meter<br />
room are located along the rear elevation adjacent to the alley. Four residential studio<br />
units are proposed in the rear half <strong>of</strong> the building on the ground floor (described as artist<br />
studios by the applicant), with remaining residential units located on floors 2-4. The ro<strong>of</strong><br />
deck area consists <strong>of</strong> 750 SF <strong>of</strong> uncovered common open space, mechanical<br />
equipment, stair enclosure (9’-0” above ro<strong>of</strong>line), and an elevator enclosure (14’-0”<br />
above ro<strong>of</strong>line).<br />
5
Second Street Elevation<br />
Located in the <strong>City</strong>’s Downtown Parking Assessment District, the project is not required<br />
to provide on-site parking. Nonetheless, the project includes a two-level subterranean<br />
garage that would provide 66 parking spaces, accessible from the rear alley. The<br />
garage would include 60 secured bike locker spaces and 53 ha nging bike racks for<br />
residents, 4 secured bike lockers for commercial employees, and 2 unisex showers for<br />
commercial employees. In addition, 7 short-term bike parking spaces are provided<br />
adjacent to the sidewalk and commercial tenant spaces, with an additional 6 spaces for<br />
residential guests located in the lobby area.<br />
Project Design<br />
The building design is modern/contemporary. The ground floor is comprised <strong>of</strong><br />
expansive glazing for the commercial tenant spaces, and s un shading devices for<br />
pedestrians at the residential lobby entrance. The front elevation on mid-level floors<br />
features a floating box-projection that frames residential balconies, tall glazing surfaces,<br />
recessed balconies with wire railings, trespa panels, and steel frame accents. The top<br />
floor is stepped back from the lower face <strong>of</strong> the building, providing considerable private<br />
open space balconies (with glass railings) for street facing residential units. Sun<br />
shading devices are provided at the ro<strong>of</strong>line, providing shade for top floor balconies and<br />
6
skyline interest as viewed from the street. The floating frame provides visual interest<br />
and a vertical connection between the mid-level and top portions <strong>of</strong> the building which<br />
breaks the horizontal planes to provide a varied elevation. The front balconies also help<br />
to activate the building on upper floors.<br />
The north side elevation is designed with four units that face the interior side property<br />
line that are inset to allow for private balconies, glazing surfaces, and natural light into<br />
the residential units. The recessed portion <strong>of</strong> the building provides visual interest to the<br />
interior elevation. Generally, the top 20 feet <strong>of</strong> the building (floors 3 and 4) would be<br />
visible (except to the rear) based on the height <strong>of</strong> the adjacent NRDC building (2-3<br />
stories). Trespa paneling proposed on the front elevation would wrap around the<br />
building corner along this side elevation, providing detail to the front building corner.<br />
The rear elevation along the alley is designed similar to the front elevation. Although<br />
less developed and refined, the elevation includes recessed balconies and tall glazing<br />
surfaces on upper floors that would provide adequate ocean views for rear facing units.<br />
The south side elevation would match the height <strong>of</strong> the adjacent Step-Up on Second<br />
residential building, and would not be visible.<br />
Pedestrian Orientation<br />
The commercial spaces would be occupied by neighborhood serving commercial uses.<br />
The ground floor design includes expansive storefront glazing, sun shading devices for<br />
pedestrians at the residential lobby entrance, and short-term bicycle parking for<br />
commercial visitors. T he project would provide 7 short-term bicycle spaces for<br />
commercial patrons, and 6 short-term bicycle spaces for residential visitors, consistent<br />
with standards contemplated in the updated Zoning Ordinance. The existing sidewalk is<br />
approximately 12’-0” wide along this segment <strong>of</strong> 2 nd Street. The ground floor would be<br />
setback from the front property line, and would provide a b uilding setback <strong>of</strong> 15’-0”<br />
between the curb and building. The proposed setbacks would be consistent with the 15<br />
foot building setbacks (curb to building) contemplated in the Downtown Specific Plan for<br />
Second Street.<br />
7
15’-0”<br />
15’-0”<br />
The ground floor tenant space floor to floor height would be 15 feet, which is less than<br />
the code required 18 feet in the district. The three upper residential floors are designed<br />
9’-10” from floor to floor, resulting in 15’-6” reserved for the ground floor (maximum<br />
building height <strong>of</strong> 45 feet). H owever, the average natural grade is approximately 6<br />
inches below the finished floor line (same grade as sidewalk), resulting in a ground floor<br />
height <strong>of</strong> 15 feet. Moreover, the building cannot exceed 45 feet in overall height as<br />
established by the applicable 1996 Bayside District Specific Plan. H owever, with<br />
exposed ceilings, the ground floor would have a floor-to-ceiling height <strong>of</strong> approximately<br />
14 feet that would still provide for a v iable commercial space. F uthermore, the<br />
expansive ground floor glazing would provide considerable natural light that would<br />
improve conditions. Based on these circumstances, staff believes the proposed height<br />
is acceptable. Staff has included Condition No. 13 that requires the ground floor<br />
commercial tenant spaces to maintain exposed ceilings to ensure adequate floor to<br />
ceiling heights for prospective commercial tenants. Notwithstanding the interior height,<br />
the ground floor design is consistent with urban design and LUCE principles.<br />
8
Building Mass and Design Compatibility<br />
The proposed project floor area ratio is 1.7, and is compliant with the maximum 2.0 FAR<br />
permitted in the BSC-4 district. This includes the 50% residential square foot reduction<br />
provided for the district (3.1 actual FAR w/o residential reduction). The proposed<br />
building height is 45 feet, excluding ro<strong>of</strong> projections, consistent with the height <strong>of</strong> the<br />
adjacent Step-Up on Second residential building. The adjacent NRDC building to the<br />
north ranges from approximately 25 feet in height at the street to 45 feet along the rear<br />
alley. The proposed project’s front façade setback is slightly differentiated from the<br />
Step-Up on Second and the NRDC buildings, resulting in a modulated transition<br />
between adjacent buildings. Although slightly differentiated, the proposed building<br />
visually reinforces the existing building facade line, resulting in the building’s<br />
compatibility in terms <strong>of</strong> building shape and form. Staff believes enhancing the street<br />
wall on upper floors is appropriate for this site in the downtown, and the overall building<br />
mass is appropriately scaled based on the existing height and mass <strong>of</strong> adjacent<br />
properties.<br />
9<br />
2 nd Street Elevation<br />
The ground floor is setback three feet from the front property line, while the front façade<br />
on floors 2-3 are scaled back two feet, thereby allowing the featured floating-frame to<br />
project two feet from the primary building façade (without encroaching over the<br />
sidewalk). The top floor is stepped back from the mid-level <strong>of</strong> the building, reducing the<br />
building mass along the skyline. The elevation visually has a base, middle, and top that<br />
reduces the overall building mass <strong>of</strong> the elevation. F urthermore, the recessed
alconies provide added depth, variation, and vertical breaks in the building’s general<br />
horizontal shape.<br />
Open Space<br />
A majority <strong>of</strong> the units are designed with balconies that provide adequate private open<br />
space for residents. However, six studio units facing the internal courtyard on upper<br />
floors are not designed with balconies. The remaining units comply with the minimum<br />
50 square feet <strong>of</strong> private open space required by code, and the ro<strong>of</strong> level would provide<br />
750 SF <strong>of</strong> common open space, providing ocean views to the west for residents.<br />
Staff and the Commission have concerns with the lack <strong>of</strong> light and air for the residential<br />
units facing the internal courtyard. This open air space primarily functions as a lightwell<br />
for upper units and private balconies. Moreover, studio units B, C, and D on the ground<br />
floor share a common open air courtyard space that needs further refinement to<br />
improve the overall accessibility <strong>of</strong> these units for future residents. Therefore, staff has<br />
included Condition No. 25 that recommends the Architecture Review Board, in their<br />
review <strong>of</strong> the project design, pay particular attention to the courtyard aesthetic design,<br />
including ground floor unit entrances, layout, and overall circulation and accessibility.<br />
10
Parking | Bike Parking<br />
Although the project is located in the <strong>City</strong>’s Downtown Parking Assessment District and<br />
is not required to provide on-site parking, the project would provide 66 parking spaces<br />
within a two-level subterranean garage, accessible from the rear alley. Moreover, the<br />
developer would “unbundle” all parking spaces, and thereby lease parking to residential<br />
and commercial tenants separately from their respective units and tenant spaces.<br />
However, the applicant proposes to a provide parking for the affordable units at no<br />
additional cost, and would provide a $100 (fixed-rate) rent reduction if the parking space<br />
is not elected by the resident. S taff and the Planning Commission support this<br />
provision.<br />
Staff and the Commission recommend that the project be subject to all current and<br />
future parking in-lieu fees (Downtown Parking In-Lieu Fee Program) established for the<br />
Downtown area, as highlighted in Section 5.2.1(h) <strong>of</strong> the Development Agreement. The<br />
applicant disagrees with this provision, and proposes additional language to be added<br />
to this section that would allow the <strong>City</strong> to waive any future downtown parking in-lieu<br />
fees , provided the Developer produces a parking demand study demonstrating to the<br />
satisfaction <strong>of</strong> the <strong>City</strong> Planning Department that the number <strong>of</strong> proposed parking<br />
spaces identified on the final Project Plans will satisfy the building’s projected parking<br />
demand. Staff believes the project should be subject to the future ordinance, and an<br />
exception outside the ordinance should not be created. .<br />
The project would provide 60 secured bike parking spaces (bike lockers) for residents,<br />
and 4 secured bike spaces (bike lockers) for commercial employees within the<br />
subterranean garage. Moreover, an additional 53 bike spaces will be provided through<br />
wall-hanging bike racks located above parking spaces in the subterranean garage,<br />
equating to at least 2 bike parking spaces per residential unit. Two unisex showers<br />
would be provided nearby the bike locker area. Seven short-term bike parking spaces<br />
would be provided adjacent to the Second Street sidewalk for commercial patrons, with<br />
an additional six spaces on t he ground floor for resident visitors. These bicycle<br />
provisions are included in the applicant’s Transportation Demand Management<br />
Program, which is further outlined in the community benefits section <strong>of</strong> this report.<br />
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Architecture Review Board – Concept Review<br />
The Architecture Review Board conceptually reviewed the project’s design on February<br />
21, 2013, and individual design comments were provided by board members for the<br />
applicant’s consideration. B oard members were generally supportive <strong>of</strong> the project’s<br />
design, shape, massing, and pedestrian orientation, and commented that the building<br />
had a good overall composition and color palate, consisting <strong>of</strong> appropriate breaks and<br />
stepbacks (4 th floor). The board members liked the floating frame on the front elevation,<br />
and suggested to further enhance its prominence as it relates to the elevation. Board<br />
members supported the overall industrial design, and suggested to further enhance the<br />
residential cues (appearance) on the building to counter-balance the overall industrial<br />
appearance. Additional comments included to further enhance the rear elevation to be<br />
consistent with the level <strong>of</strong> detail and attention as the front elevation, and to further<br />
enhance the residential entry on the front elevation. M oreover, board members had<br />
concerns with the quality and m ateriality <strong>of</strong> the internal courtyard (light-well), and<br />
recommended that the light-well (siding) should be designed with the same level and<br />
quality consistent with the street elevation. Furthermore, board members commented<br />
that the solar sun shading devices (canopy) along the ro<strong>of</strong> appeared as decorative, and<br />
wanted to ensure that the projections will provide shading for the fourth floor units. The<br />
applicant will continue work on developing the plans to address these design comments<br />
prior to ARB review.<br />
Zoning Ordinance Development Standards<br />
As mentioned, the proposed project is compliant with applicable zoning requirements<br />
with the exception <strong>of</strong> the following standards:<br />
Interim Zoning Ordinance No. 2417 (CCS) Building Height: The Interim Zoning<br />
Ordinance establishes a m aximum building height <strong>of</strong> 32 feet (zoning compliant<br />
project). The proposed project is 45 feet and therefore exceeds the maximum<br />
building height permitted. C ompliance with this requirement would result in a<br />
two-story building with an approximate 0.9 FAR (discounted) due to the height<br />
limitation. R elief from this particular standard allows the project to provide<br />
additional residential units.<br />
9.04.08.15.060(b) Building Stepbacks: Any portion <strong>of</strong> a building elevation<br />
fronting on 4 th Street above 30 feet in height shall be stepped back at a 36.9<br />
degree angle measured from the horizontal. This requirement results in a tiered<br />
stepback <strong>of</strong> floors 3-4. As designed, a slight portion <strong>of</strong> the building above 30 feet<br />
exceeds this envelope. Relief from this particular standard allows for flexibility in<br />
12
design, resulting in a street elevation consisting <strong>of</strong> base, middle, and top sections<br />
that visually reduces the overall building mass <strong>of</strong> the elevation. The building<br />
design is consistent with the intent <strong>of</strong> this standard, and t herefore staff is<br />
supportive <strong>of</strong> this modification.<br />
9.04.10.02.040 Building Volume Envelope: Buildings shall not project beyond the<br />
building volume envelope which requires additional setbacks/stepbacks as the<br />
building increases in height. This would result in either a tiered stepback <strong>of</strong> floors<br />
3-4, or additional average setbacks throughout the entire elevation. As designed,<br />
the project slightly exceeds this requirement. Similar to the building stepback<br />
requirement above, relief from this particular standard allows for flexibility in<br />
design. As designed, the proposed façade still provides depth and variation at<br />
the street elevation that achieves the design goals intended by this provision, and<br />
therefore staff is supportive <strong>of</strong> this modification.<br />
9.04.10.02.111(d) Private Open Space: For residential uses in commercial<br />
districts, residential units exceeding 375 S F in area requires 50 SF <strong>of</strong> private<br />
open space, defined as outdoor open space designed adjacent to, accessible<br />
from, and at the same elevation as the primary space <strong>of</strong> the residential unit. For<br />
the project, 6 (studio) <strong>of</strong> the 53 units do not have private balconies/open space<br />
and do not comply this requirement. Although the six studio units do not comply<br />
with this requirement, the 750 square foot common ro<strong>of</strong> deck would provide<br />
common open space for residents nonetheless.<br />
9.04.08.15.070(b) Ground Floor Height: The ground floor level floor-to-floor<br />
height shall be a minimum <strong>of</strong> 18 feet within the front 75 feet <strong>of</strong> the building. Due<br />
to the upper residential floors designed 9’-10” feet from floor to floor, an average<br />
natural grade approximately 6 i nches below the finished floor line, and t he<br />
maximum building height <strong>of</strong> 45 feet, an 18 foot ground floor level floor-to-floor<br />
height cannot be achieved without reducing the height <strong>of</strong> the residential floors or<br />
reducing the number <strong>of</strong> stories (15’-0” ground floor to floor height proposed). As<br />
mentioned, with exposed ceilings, the ground floor would have a floor-to-ceiling<br />
height <strong>of</strong> approximately 14’-0” that would still provide for a v iable commercial<br />
space, which staff finds acceptable. Staff recommends Condition No. 13 that<br />
requires the ground floor commercial tenant spaces to maintain exposed ceilings<br />
to ensure adequate floor to ceiling heights for prospective commercial tenants.<br />
The project generally includes modest variations above zoning requirements, which<br />
should be considered when analyzing the level <strong>of</strong> community benefits for the project.<br />
13
Zoning and IZO Comparison<br />
A project designed pursuant to the IZO subject to a Development Review Permit (Tier 1<br />
Project, 32 feet maximum) would consist <strong>of</strong> a 2 -story mixed-use building with<br />
approximately 23,400 gross square feet, 22 residential units (588 SF average size),<br />
6,270 SF <strong>of</strong> ground floor commercial retail, and 32 subterranean parking spaces.<br />
The current project includes a total <strong>of</strong> 46,421 square feet <strong>of</strong> actual floor area. Below is<br />
a chart that provides the differences between the proposed project, and IZO<br />
requirements.<br />
Development Standard Proposed Project IZO Base Project<br />
Building Height 45 Feet 32 Feet<br />
Number <strong>of</strong> Stories 4 Stories 2 Stories<br />
FAR (50% residential<br />
discount)<br />
1.7 FAR +/-0.9 FAR due t o<br />
height limitation <strong>of</strong> 32<br />
feet, with 50%<br />
residential discount<br />
Total Actual Floor Area 46,421 SF +/- 23,400 SF<br />
Total Units 53 units +/- 22 units<br />
An economic study <strong>of</strong> the proposed project compared to a project developed pursuant<br />
to the Interim Zoning Ordinance was performed. The <strong>City</strong> contracted Keyser Marston<br />
and Associates to prepare a Value Enhancement Analysis and Fiscal Impact Analysis,<br />
which is further detailed in Attachment D.<br />
Value Enhancement Analysis<br />
The premise <strong>of</strong> the value enhancement analysis is that additional building height and<br />
floor area above the IZO Base Project threshold (32 feet max height) enhances the<br />
economic value <strong>of</strong> a site. To quantify the amount <strong>of</strong> this value enhancement, the <strong>City</strong>’s<br />
financial consultant (KMA) independently prepared a pro forma analyses, and estimated<br />
the difference in residual land values (estimated value less estimated construction<br />
costs) for the IZO Base Project and the Proposed Project. Based on the report, KMA<br />
estimates that the Proposed Project would provide a residual land value <strong>of</strong> $5,515,000,<br />
with a value enhancement <strong>of</strong> approximately $2,367,000 over the IZO Base Project.<br />
Development Agreement Overview<br />
A development agreement is a c ontract between the <strong>City</strong> and a dev eloper that<br />
authorizes the type and amount <strong>of</strong> development that may occur within a specific period<br />
<strong>of</strong> time. D evelopment agreements provide developers with guaranteed development<br />
14
ights in exchange for public benefits. A development agreement must comply with the<br />
Land Use and Circulation Element, but can establish different development standards<br />
than provided by zoning regulations.<br />
A development agreement can provide greater latitude to advance local planning<br />
policies compared to the Development Review Permit process. While a development<br />
agreement is an alternative to the standard development approval process, in practice it<br />
is similar to other public review processes where the <strong>City</strong> Council makes the final<br />
decision with the exception that the <strong>City</strong> Council has more discretion in imposing<br />
conditions and requirements on the proposed project since the Development<br />
Agreements are adopted by ordinance and are negotiated contracts.<br />
The proposed development agreement is included as Attachment C.<br />
Community Benefits<br />
The applicant and <strong>City</strong> staff have agreed on the following community benefits:<br />
Transportation Infrastructure Contribution<br />
The project would provide a transportation impact contribution to the <strong>City</strong> that would<br />
provide a range <strong>of</strong> transportation improvements to the Downtown area, in an am ount<br />
similar to the updated Transportation Impact Fee formula proposed to Council. Based<br />
on this formula which consists <strong>of</strong> $2,600 per residential unit, $21 a s quare foot <strong>of</strong><br />
commercial space, and a credit based on the existing general <strong>of</strong>fice space (-$121,266)<br />
a transportation impact contribution <strong>of</strong> $125,493 would be provided for the project.<br />
Colorado Esplanade Contribution<br />
The project would provide a $125, 000 contribution towards the Colorado Esplanade<br />
project. The project would benefit from the Main Street/2 nd Street realignment located 2<br />
½ blocks south <strong>of</strong> the project site that would improve the connection and circulation <strong>of</strong><br />
Main Street into the Downtown via 2 nd Street. The contribution would support the<br />
funding <strong>of</strong> the core project.<br />
15
Open Space Contribution<br />
The project would provide a $225,000 contribution that supports open space<br />
improvements in the Downtown area. A contribution that supports open space/parks<br />
would provide amenities that would directly benefit project residents living in the<br />
downtown.<br />
Big Blue Bus Contribution<br />
Staff recommends a $25,000 contribution that supports Big Blue Bus infrastructure,<br />
specifically transit stop improvements in the Downtown. The proposed contribution is<br />
appropriate based on the project’s location in the Downtown that is served by various<br />
Big Blue Bus transit routes. Infrastructure improvements would directly benefit project<br />
residents, employees, and commercial patrons who utilize transit in the downtown.<br />
Historic Preservation Contribution<br />
Given the significant number <strong>of</strong> historic resources in the downtown, staff and the<br />
Planning Commission recommend a $25,000 contribution that exclusively supports<br />
historic preservation programs for the Downtown. Potential areas <strong>of</strong> contribution could<br />
include support for a Plaque Program for Landmarks and significant structures in the<br />
Downtown, and way-finding signage. The developer would create a separate interestbearing<br />
trust fund for this contribution.<br />
Transportation Demand Management Plan<br />
The following TDM plan is comprised <strong>of</strong> components that apply to the entire project, the<br />
commercial component only, and the residential component only:<br />
1. Measures Applicable to the Entire Project<br />
• Transportation Information Center (TIC): The TIC would include information for<br />
employees, visitors, and residents about local public transit services and bicycle<br />
information<br />
• Unbundled Parking: Parking spaces would be leased to residential tenants<br />
separately from the residential units, and employee parking would be leased to<br />
commercial tenants separately from the commercial space. However, a parking<br />
space would be included with the affordable units, and a $100 rent reduction<br />
would be provided if the parking space is not elected by the resident.<br />
16
• Public Bicycle Parking. Developer would provide bicycle parking for public use in<br />
the amount <strong>of</strong> 13 short-term bicycle parking spaces for commercial patrons and<br />
residential visitors, as shown on the Project Plans.<br />
• Marketing: Promotion <strong>of</strong> ridesharing through periodic newsletters and other<br />
communications to residential and commercial tenants and at least one annual<br />
rideshare event.<br />
• On-Site Transportation Coordinator: Coordinator to manage and be responsible<br />
for implementing, maintaining, and monitoring the TDM plan.<br />
2. Measures Applicable to the Commercial Component<br />
• AVR Requirements: Achieve an Average Vehicle Ridership (AVR) <strong>of</strong> 2.0 by the<br />
third year after issuance <strong>of</strong> Certificate <strong>of</strong> Occupancy for the project.<br />
• Transportation Demand Management Association (TMA): Property owner and<br />
tenant required to participate in formation <strong>of</strong> a geographic-based TMA that may<br />
be defined by the <strong>City</strong>.<br />
• Employee Transit Subsidy: Developer would require in all tenant leases it<br />
executes as landlord that each tenant <strong>of</strong>fer its employees who do not purchase<br />
monthly automobile parking in the Project a monthly Metro EZ Transit Pass (or a<br />
similar bus pass if the EZ Transit Pass is no longer available) at no cost.<br />
• Employee Secure Bicycle Storage. Developer would provide four (4) secure<br />
bicycle parking spaces for commercial employees as shown on t he Project<br />
Plans. For the purpose <strong>of</strong> this Section, secure bicycle parking shall mean bicycle<br />
lockers, an at tended cage, or a s ecure parking area. C ommercial employee<br />
secure bicycle storage would be provided in an area separate from the secure<br />
bicycle storage for residents.<br />
• Employee Shower and Locker Facility. A minimum <strong>of</strong> two unisex showers and<br />
locker facility adjacent to a commercial use would be provided for employees <strong>of</strong><br />
commercial uses on site who bicycle or use another active means, powered by<br />
human propulsion, <strong>of</strong> getting to work or who exercise during the work day.<br />
• Employee Flex-Time Schedule. The Developer would require in all commercial<br />
leases it executes as landlord for space within the Project that, when<br />
commercially feasible, employers permit employees within the Project to adjust<br />
their work hours in order to accommodate public transit schedules, rideshare<br />
arrangements, or <strong>of</strong>f-peak hour commuting.<br />
• Employee Guaranteed Return Trip: Guaranteed return trip for employees who<br />
rideshare at no cost to employee when emergency situation requires.<br />
3. Measures Applicable to the Residential Component<br />
17
• Transit Welcome Package for Residents: Welcome package for new residents<br />
containing information on transit, bicycle facilities, and local amenities.<br />
• Convenient and Secure Bicycle Storage: Developer would provide sixty (60)<br />
secure bicycle parking spaces for residents as shown on the Project Plans. For<br />
the purpose <strong>of</strong> this Section, secure bicycle parking shall mean bicycle lockers, an<br />
attended cage, or a secure parking area. Furthermore, 53 hanging bike racks<br />
would be provided for residents above parking spaces within the subterranean<br />
garage.<br />
• Marketing and Outreach to Downtown Employers and Employees. Developer<br />
would prepare and implement a marketing and outreach plan designed to notify<br />
Downtown employers and their employees <strong>of</strong> the Project's residential component<br />
for the purpose <strong>of</strong> encouraging those that work in the Downtown area to consider<br />
residing in the Project.<br />
Solar Panels<br />
The applicant proposes to provide 24 s olar panels on t he ro<strong>of</strong>. Ro<strong>of</strong>-mounted solar<br />
panels would be considered a community benefit since it would provide a r enewable<br />
source <strong>of</strong> energy for the building, and reduce overall energy consumption and energy<br />
that is needed for the downtown area.<br />
Electric Vehicle Charging Stations<br />
The project would provide five electric vehicle stub-outs for charging stations within the<br />
subterranean garage. These stations would accommodate and encourage the use <strong>of</strong><br />
electric vehicles that would help to reduce vehicle emissions in the Downtown.<br />
Urban Design / Physical Improvements<br />
The project would provide a ground floor setback <strong>of</strong> 15’-0” along 2 nd Street. This would<br />
effectively widen the existing 12 foot sidewalk by 3 feet for pedestrians along 2 nd Street,<br />
although this space could be used to accommodate a potential outdoor dining area for<br />
future ground floor restaurant uses.<br />
Local Hiring Provision<br />
A local hiring provision to facilitate the hiring <strong>of</strong> local workers during construction and for<br />
permanent commercial employees would be implemented.<br />
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Consistent with the policies provided in the LUCE, the level <strong>of</strong> community benefits<br />
described above is appropriate. Moreover, significant “project benefits” include but are<br />
not limited to, Code required Childcare Linkage fee ($37,502) and Cultural Arts fees<br />
($93,016).<br />
Pending Community Benefits for Discussion<br />
Affordable Housing Production Program<br />
One mechanism for meeting the <strong>City</strong>’s Affordable Housing Production Program (AHPP)<br />
is by restricting 10% <strong>of</strong> the units for very-low income households, i.e., 5.3 <strong>of</strong> the total<br />
units (the fractional unit is satisfied by a fee). The applicant proposes to exceed these<br />
requirements by providing eight affordable units on-site consisting <strong>of</strong> five very-low onebedroom<br />
units and three low-income studio units, approximately 15% <strong>of</strong> the total units.<br />
This 5% increase <strong>of</strong> three additional affordable housing units above the AHPP would be<br />
considered a community benefit.<br />
Based on the project’s unit composition, the AHPP requires that the on-site affordable<br />
units consist <strong>of</strong> two-bedroom units with a minimum size <strong>of</strong> 850 square feet. Instead, the<br />
project would provide the minimum five on-site units as one-bedroom units. The project<br />
originally consisted <strong>of</strong> zero and one-bedroom units, where the AHPP allows the required<br />
on-site units to be one-bedroom units. Because the applicant has worked with staff by<br />
adding two-bedroom units to the project, thereby improving the project’s overall unit size<br />
and composition, staff believes that this modification request is reasonable.<br />
Council recently determined priority categories for new projects, which includes projects<br />
that provide either 20% on-site affordable units, projects with a unit mix with fewer<br />
studio units and more one, two, and three bedroom units, or Tier 2 pr ojects. This<br />
project, as proposed, qualifies as a priority project due to it being a Tier 2 project. The<br />
project, which also provides 15% affordable units, was initiated and progressed through<br />
negotiations earlier compared to recently submitted projects. S pecifically, the<br />
community meeting, scheduling for Architecture Review Board Concept Review, and<br />
Development Agreement negotiations had already been c ompleted prior to Council’s<br />
direction. Staff believes that this project was negotiated in a manner appropriate for the<br />
size and scope <strong>of</strong> the project.<br />
19
Nonetheless, the Planning Commission recommended that the project provide a total <strong>of</strong><br />
10 units (20%) on-site as affordable units. The level <strong>of</strong> affordability for the units would<br />
consist <strong>of</strong> five very-low income one-bedroom units, and five moderate-income studio<br />
units defined as 80% <strong>of</strong> the area median income (instead <strong>of</strong> typical 100% <strong>of</strong> area<br />
median as defined by AHPP). The applicant does not agree with the Commission’s<br />
recommendation, and has chosen not to modify their proposal <strong>of</strong> eight on-site affordable<br />
units. Based on KMA’s financial analysis, the cost to the applicant <strong>of</strong> providing three<br />
low income studio units @ 60% Area Median Income (AMI), as currently proposed by<br />
the applicant, would be approximately $746,700. A s recommended by the Planning<br />
Commission, the cost to the applicant <strong>of</strong> providing five moderate income studio units @<br />
80% AMI would be approximately $935,500. The difference between the two scenarios<br />
would be $188,800.<br />
LEED® Platinum Certification<br />
The Commission recommended that the project be designed and constructed to<br />
achieve a minimum LEED® Platinum certification as established by the LEED® Rating<br />
System. The applicant has expressed concerns with achieving platinum status based<br />
on the difficulties in obtaining the required LEED points. The applicant states that<br />
project’s location as an urban infill residential project limits the project from obtaining<br />
readily available points, and is therefore required to seek points in other development<br />
areas that they believe is cost-prohibitive. The applicant has agreed to design the<br />
project to achieve a LEED® Gold certification as established by the LEED® Rating<br />
System.<br />
Solar Panels<br />
The Commission recommended that the project provide an adequate amount <strong>of</strong> solar<br />
panels that would fully <strong>of</strong>f-set the energy required to operate the common areas (lighting<br />
for internal hallways, etc.) <strong>of</strong> the project. The applicant proposes to provide 24 solar<br />
panels on t he ro<strong>of</strong>, which may equate to providing approximately half <strong>of</strong> the energy<br />
required to operate the common areas.<br />
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Planning Commission Action<br />
The Planning Commission considered this development agreement on March 20, 2013<br />
and April 3, 2013. The Commission recommended that the <strong>City</strong> Council approve the<br />
proposed Development Agreement, and provided the following recommendations for<br />
<strong>City</strong> Council’s consideration:<br />
• Affordable Housing. The project shall provide 10 on-site affordable housing units<br />
(20% on-site), consisting <strong>of</strong> five very-low income one-bedroom units, and five<br />
moderate-income studio units defined as 80% <strong>of</strong> the area median income. As<br />
discussed, staff believes that the 15% affordable units as proposed would be<br />
appropriate for this particular project.<br />
• Additional ADA Consideration for Ground Floor Residential Units. The project<br />
should provide additional space for accessibility within residential units, s<strong>of</strong>ten<br />
turns in courtyard, provide wider paths, etc. to improve the overall accessibility<br />
for residents. Staff has included Condition No. 25 that recommends the<br />
Architecture Review Board, in their review <strong>of</strong> the project design, pay particular<br />
attention to the courtyard aesthetic design, ground floor unit layout and<br />
entrances, and overall circulation and accessibility.<br />
• LEED® Platinum Certification. Commission recommended that the project be<br />
designed and constructed to achieve a minimum LEED® Platinum certification as<br />
established by the LEED® Rating System. The applicant has agreed to design<br />
the project to achieve a LEED® Gold certification as established by the LEED®<br />
Rating System.<br />
• Solar Panels. Commission recommended that the project provide an ad equate<br />
amount <strong>of</strong> ro<strong>of</strong>-mounted solar panels that would fully <strong>of</strong>f-set the energy required<br />
to operate the common areas (lighting for internal hallways, etc) <strong>of</strong> the project.<br />
The applicant proposes to provide 24 solar panels on the ro<strong>of</strong>, which may equate<br />
to providing approximately half <strong>of</strong> the energy required to operate the common<br />
areas.<br />
• Floating Frame Design. Commission expressed concerns that the floating frame<br />
on the front elevation adds to the overall building mass, and recommended that<br />
the ARB reevaluate this design feature during their review <strong>of</strong> the project’s design.<br />
Condition No. 26 has been added to reflect this recommendation.<br />
• Historic Preservation Contribution. Commission recommended that $25,000 be<br />
reallocated from the proposed Open Space Contribution to the creation <strong>of</strong> a<br />
Historic Preservation Fund. The Open Space Contribution would be reduced to<br />
from $250,000 to $225,000. Staff agrees with the Commission and this provision<br />
has been added to the Development Agreement.<br />
• Future Downtown Parking In-Lieu Fee Program. Commission supported staff’s<br />
recommendation that the project shall be subject to any future downtown parking<br />
21
in-lieu fees established for the downtown area. S pecific language in Section<br />
5.2.1(h) <strong>of</strong> the Development Agreement addresses this issue. T he applicant<br />
disagrees with this provision, and proposes additional language to be added to<br />
this section that would allow the <strong>City</strong> to waive the downtown parking in-lieu fees,<br />
provided the Developer produces a parking demand study demonstrating to the<br />
satisfaction <strong>of</strong> the <strong>City</strong> Planning Department that the number <strong>of</strong> proposed parking<br />
spaces identified on t he final Project Plans will satisfy the building’s projected<br />
parking demand. Staff believes the project should be s ubject to any future<br />
ordinance, and additional exceptions should not be created.<br />
LUCE Consistency<br />
The project is located in the Downtown Frame land use designation and within the<br />
LUCE Downtown District. More specifically, the project is located within the Bayside<br />
District Specific Plan area that provides more specific goals for properties located in the<br />
Bayside zoning districts. The LUCE vision for the Downtown seeks to maintain and<br />
enhance the Downtown area as a t hriving, mixed-use urban environment in which<br />
people can live, work, be entertained, and be c ulturally enriched. The Downtown<br />
designation and District allows for the broadest mix <strong>of</strong> uses and activities, and seeks to<br />
provide new housing units in mixed-use projects.<br />
The proposed Development Agreement is consistent with the objectives, policies,<br />
general land uses and programs specified in the general plan and any applicable<br />
specific plan, in that consistent with LUCE Policy D7.1 <strong>of</strong> the Downtown District, the<br />
proposed mixed-use project balances a broad mix <strong>of</strong> uses that creates dynamic activity<br />
in both the daytime and evening hours including retail and high-density residential uses<br />
in the Downtown. Consistent with Policy D7.2, the project encourages local-serving<br />
uses that are an integral part <strong>of</strong> complete neighborhoods and support an overall trip<br />
reduction strategy. The proposed project is also consistent with Policy D8.7 in that it<br />
encourages mixed-use developments to have active ground floor uses that face the<br />
boulevard with residential uses located on the upper floors. The implementation <strong>of</strong> a<br />
Transportation Demand Management (TDM) plan in efforts to reduce vehicle trips in the<br />
area and reduce associated parking demand is consistent with LUCE Circulation Policy<br />
T19.2 which seeks appropriate TDM requirements for new development. Furthermore,<br />
the project is consistent with LUCE’s overall land use policies by providing community<br />
benefits for the area, including but not limited to, additional affordable housing units<br />
exceeding AHPP requirements, a variety <strong>of</strong> contributions to support area improvements,<br />
22
construction <strong>of</strong> a LEED Gold certified building including solar panels and EV charging<br />
stub-outs, and a local hiring provision.<br />
Environmental Analysis<br />
The proposed four-story, 53-unit, mixed-use project is exempt from the provisions <strong>of</strong> the<br />
California Environmental Quality Act pursuant to CEQA Section 21159.24 which<br />
exempts infill housing projects from CEQA if a project is consistent with the applicable<br />
general plan and a community level environmental review was previously certified or<br />
adopted in the last five years. Specifically, the proposed project meets all <strong>of</strong> the criteria<br />
prescribed in Section 21159.24(a):<br />
1. The proposed project is a r esidential project on a n infill site. P er Section<br />
21159.24(d), a residential project is defined as a project with residential units and<br />
primarily neighborhood serving retail/commercial uses that do not exceed 15<br />
percent <strong>of</strong> the total floor area. These neighborhood serving retail/commercial uses<br />
will be small-scale general or specialty establishments primarily serving residents<br />
or employees <strong>of</strong> the neighborhood and will include but not be limited to retail or<br />
restaurant use. The proposed project includes approximately 39,757 square feet<br />
<strong>of</strong> residential floor area and approximately 6,664 square feet <strong>of</strong> commercial use for<br />
a total project area <strong>of</strong> approximately 46,421 square feet. The commercial space<br />
does not exceed 15 percent <strong>of</strong> total floor area, and therefore, the proposed project<br />
meets the definition <strong>of</strong> a residential project.<br />
2. The proposed project is located within an urbanized area as defined in CEQA<br />
Section 21071. Additionally, the project site has been previously developed and is<br />
surrounded by existing development.<br />
3. The project site satisfies the criteria <strong>of</strong> Section 21159.21 in that the project is<br />
consistent with the LUCE and the <strong>City</strong>'s Zoning Ordinance in effect at the time that<br />
the application was deemed complete. In addition, the project can be adequately<br />
served by existing utilities, and the project applicant will pay all applicable in-lieu<br />
and development fees. The project site also does not contain wetlands or wildlife<br />
habitat; is not listed as a hazardous waste site pursuant to Section 65952.5 <strong>of</strong> the<br />
Government Code; and will be s ubject to a Phase I environmental site<br />
assessment. The proposed project will have no impact on historic resources in the<br />
area. As detailed in the attached historical assessment prepared by Ostashay &<br />
Associates (Attachment F) the property itself is not an historic resource. In<br />
addition, the Landmarks Commission approved the request for a demolition permit<br />
for the existing building at the March 11 th Landmarks Commission meeting.<br />
Furthermore, the proposed project would not impact the Gussy Moran House and<br />
surface parking lot utilized by the Shangri-La Hotel. The primary Gussy Moran<br />
House is a <strong>City</strong> Landmark, however the rear garage/guest house along the rear<br />
alley is new construction, is not a part <strong>of</strong> the designation, and is not historically<br />
significant. The proposed project is located across the existing 20 foot wide alley,<br />
with additional setback from the Gussy Moran House. The project site is not<br />
23
subject to wild-land fire hazard, high risk <strong>of</strong> fire or explosion, or significant public<br />
health risk. The project site is also not located within a delineated earthquake fault<br />
zone or seismic hazard zone or a l andslide flood plain, and flood way area; on<br />
developed open space; or within the boundary <strong>of</strong> a state conservancy.<br />
4. Community level environmental review was adopted within five years <strong>of</strong> the date <strong>of</strong><br />
the project application. Specifically, a Final EIR for the LUCE was certified in June<br />
2010.<br />
5. The project site is approximately 0.34 acres and does not exceed the threshold <strong>of</strong><br />
four acres.<br />
6. The project includes 53 units and does not exceed the threshold <strong>of</strong> 100 residential<br />
units.<br />
7. The proposed project will satisfy the <strong>City</strong>’s Affordable Housing Production Program<br />
by providing at least five very-low income units, and three low-income units.<br />
8. The proposed project is located within one-half mile <strong>of</strong> a m ajor transit stop at<br />
Fourth Street and <strong>Santa</strong> <strong>Monica</strong> Boulevard. This stop is served by at least four Big<br />
Blue Bus routes including Lines 1, 2, 3, and 7 with 15 minute headways or less<br />
during the morning and afternoon peak commuter hours.<br />
9. The proposed project is approximately 46,421 square feet and does not exceed<br />
100,000 square feet.<br />
10. The proposed project provides the equivalent density <strong>of</strong> 154 units per acre and<br />
thus, is presumed to promote higher density infill housing.<br />
Furthermore, in accordance with Section 21559.24(b), there is no reasonable possibility<br />
that the project will have a project-specific, significant effect on the environment due to<br />
unusual circumstances. There is no feature <strong>of</strong> this project which would distinguish it<br />
from any other mixed-use project in this area or other projects in the exempt class. No<br />
substantial changes with respect to the circumstances under which the project is being<br />
undertaken have occurred since the community-level environmental review (LUCE Final<br />
EIR) was certified. In addition, no new information has become available regarding the<br />
project and its circumstances that was not known at the time <strong>of</strong> the LUCE Final EIR.<br />
Therefore, based on the above, the proposed project is exempt from CEQA pursuant to<br />
Section 21559.24.<br />
24
Community Meeting and Public Input<br />
A community meeting to review the proposed project was held in May 2012 at the Ken<br />
Edwards Center, with 11 members <strong>of</strong> the public in attendance. A n informative<br />
discussion was held as the participants had questions regarding the project and review<br />
process. Participants expressed concerns with traffic, and suggested to minimize the<br />
number <strong>of</strong> parking spaces to reduce vehicular trips in the area. Suggestions on<br />
community benefits included on-site affordable housing, housing units for families,<br />
community meeting space, contributions to the Big Blue Bus for transit improvements,<br />
contributions to cultural arts, promotion <strong>of</strong> alternate transportation, ground floor<br />
pedestrian-oriented uses, sustainable architecture and design, and a greater preference<br />
for trees and open space.<br />
Financial Impacts & Budget Actions<br />
Based on the fiscal impact analysis provided by Keyser Marston and Associates, it is<br />
anticipated that the proposed project exhibits a slightly positive net annual fiscal benefit<br />
to the <strong>City</strong>’s General Fund. Moreover, the project would provide one-time contributions<br />
in the form <strong>of</strong> community benefits that the applicant will be required to provide pursuant<br />
to the proposed Development Agreement:<br />
• Transportation Infrastructure Contribution <strong>of</strong> $125,493 in account 04267.402050<br />
• Colorado Esplanade Contribution <strong>of</strong> $125,000 in revenue account 04267.410060<br />
• Open Space Contribution <strong>of</strong> $225,000 in revenue account 04551.410070<br />
• Big Blue Bus Contribution <strong>of</strong> $25,000 in revenue account 41642.410080<br />
There are no anticipated financial or budgetary impacts to the <strong>City</strong> at this time.<br />
Prepared by: Steve Mizokami, Associate Planner<br />
Approved:<br />
Forwarded to Council:<br />
David Martin, Director<br />
Planning and Community Development<br />
Rod Gould<br />
<strong>City</strong> Manager<br />
25
Attachments:<br />
A. Ordinance Adopting Development Agreement 12DEV001<br />
B. Development Agreement Findings<br />
C. Proposed Development Agreement<br />
D. Public Notification<br />
E. Keyser Marston and Associates Economic Analysis<br />
F. Historic Assessment Memorandum<br />
G. Project Plans and Renderings<br />
26
ATTACHMENT A<br />
ORDINANCE ADOPTING<br />
DEVELOPMENT AGREEMENT 12DEV001<br />
27
CA:f\atty\muni\laws\barry\1318 2 nd Street Development Agreement<br />
<strong>City</strong> Council Meeting 05-14-13<br />
<strong>Santa</strong> <strong>Monica</strong>, California<br />
ORDINANCE NUMBER __________ (CCS)<br />
(<strong>City</strong> Council Series)<br />
AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF SANTA MONICA<br />
APPROVING THE DEVELOPMENT AGREEMENT BETWEEN THE CITY OF<br />
SANTA MONICA, A MUNICIPAL CORPORATION AND 1320 2 ND STREET, LLC.,<br />
A CALIFORNIA LIMITED LIABILITY COMPANY<br />
WHEREAS, 1320 2 nd Street, LLC, a California limited liability corporation<br />
(“Developer”) is the owner <strong>of</strong> property located at 1318-1324 2 nd Street; and<br />
WHEREAS, on January 13, 2012, Developer submitted an application for a<br />
development agreement for a new mixed-use development project involving the<br />
construction <strong>of</strong> a 4-story building consisting <strong>of</strong> 53 residential units and approximately<br />
6,700 square feet <strong>of</strong> ground floor neighborhood serving commercial space with a twolevel<br />
subterranean parking; and<br />
WHEREAS, this project is an i nfill project exempt from the California<br />
Environmental Quality Act pursuant to CEQA Section 21159; and<br />
WHEREAS, the development agreement is consistent with the General Plan,<br />
as summarized below, and as detailed in the accompanying <strong>City</strong> Council staff report<br />
prepared for this proposed project and the exhibits thereto, incorporated herein by<br />
reference, including, but not limited to:<br />
(a) Consistent with LUCE Policy D7.1 <strong>of</strong> the Downtown District, the proposed<br />
mixed-use project balances a broad mix <strong>of</strong> uses that creates dynamic activity in both<br />
1
the daytime and evening hours including retail and high-density residential uses in the<br />
Downtown.<br />
(b) Consistent with Policy D7.2, the project encourages local-serving uses that<br />
are an integral part <strong>of</strong> complete neighborhoods and support an overall trip reduction<br />
strategy.<br />
(c) Consistent with Policy D8.7, the project is a mixed-use development with<br />
active ground floor uses that face the boulevard with residential uses located on the<br />
upper floors.<br />
(d) The project will also implement a Transportation Demand Management<br />
(TDM) plan which reduces vehicle trips in the area and associated parking demand<br />
consistent with LUCE Circulation Policy T19.2 which seeks appropriate TDM<br />
requirements for new development.<br />
(e) The project is also consistent with LUCE’s overall land use policies by<br />
providing community benefits for the area, including but not limited to, a transit<br />
contribution for the downtown that would support transit improvements, and an open<br />
space contribution that would support nearby park improvements.<br />
NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF SANTA<br />
MONICA DOES HEREBY ORDAIN AS FOLLOWS:<br />
SECTION 1. The Development Agreement attached hereto as Exhibit 1 and<br />
incorporated herein by reference between the <strong>City</strong> <strong>of</strong> <strong>Santa</strong> <strong>Monica</strong>, a municipal<br />
corporation, and 1320 2 nd Street, a California limited liability corporation, is hereby<br />
2
approved. The <strong>City</strong> Manager is authorized to execute the attached Development<br />
Agreement.<br />
SECTION 2. Each and every term and c ondition <strong>of</strong> the Development<br />
Agreement approved in Section 1 <strong>of</strong> this Ordinance shall be and is made a part <strong>of</strong> the<br />
<strong>Santa</strong> <strong>Monica</strong> Municipal Code and any appendices thereto. The <strong>City</strong> Council <strong>of</strong> the<br />
<strong>City</strong> <strong>of</strong> <strong>Santa</strong> <strong>Monica</strong> finds that public necessity, public convenience, and general<br />
welfare require that any provision <strong>of</strong> the <strong>Santa</strong> <strong>Monica</strong> Municipal Code or appendices<br />
thereto inconsistent with the provisions <strong>of</strong> this Development Agreement, to the extent<br />
<strong>of</strong> such inconsistencies and no f urther, be r epealed or modified to that extent<br />
necessary to make fully effective the provisions <strong>of</strong> this Development Agreement.<br />
SECTION 3. Any provision <strong>of</strong> the <strong>Santa</strong> <strong>Monica</strong> Municipal Code or appendices<br />
thereto, inconsistent with the provisions <strong>of</strong> this Ordinance, to the extent <strong>of</strong> such<br />
inconsistencies and no further, are hereby repealed or modified to that extent<br />
necessary to effect the provisions <strong>of</strong> this Ordinance.<br />
SECTION 4. If any section, subsection, sentence, clause, or phrase <strong>of</strong> this<br />
Ordinance is for any reason held to be invalid or unconstitutional by a decision <strong>of</strong> any<br />
court <strong>of</strong> any competent jurisdiction, such decision shall not affect the validity <strong>of</strong> the<br />
remaining portions <strong>of</strong> this Ordinance. The <strong>City</strong> Council hereby declares that it would<br />
have passed this Ordinance, and each and every section, subsection, sentence,<br />
clause, or phrase not declared invalid or unconstitutional without regard to whether<br />
3
any portion <strong>of</strong> the Ordinance would be s ubsequently declared invalid or<br />
unconstitutional.<br />
SECTION 5. The Mayor shall sign and t he <strong>City</strong> Clerk shall attest to the<br />
passage <strong>of</strong> this Ordinance. The <strong>City</strong> Clerk shall cause the same to be published once<br />
in the <strong>of</strong>ficial newspaper within 15 days after its adoption. This Ordinance shall be<br />
effective 30 days from its adoption.<br />
APPROVED AS TO FORM:<br />
______________________________<br />
MARSHA JONES MOUTRIE<br />
<strong>City</strong> Attorney<br />
4
EXHIBIT 1<br />
DEVELOPMENT AGREEMENT<br />
5
ATTACHMENT B<br />
DEVELOPMENT AGREEMENT FINDINGS<br />
DEVELOPMENT AGREEMENT FINDINGS<br />
1. The proposed Development Agreement is consistent with the objectives, policies,<br />
general land uses and programs specified in the general plan and any applicable<br />
specific plan, in that consistent with LUCE Policy D7.1 <strong>of</strong> the Downtown District,<br />
the proposed mixed-use project balances a br oad mix <strong>of</strong> uses that creates<br />
dynamic activity in both the daytime and evening hours including retail and highdensity<br />
residential uses in the Downtown. C onsistent with Policy D7.2, the<br />
project encourages local-serving uses that are an i ntegral part <strong>of</strong> complete<br />
neighborhoods and support an overall trip reduction strategy. The proposed<br />
project is also consistent with Policy D8.7 in that it encourages mixed-use<br />
developments to have active ground floor uses that face the boulevard with<br />
residential uses located on the upper floors. The implementation <strong>of</strong> a<br />
Transportation Demand Management (TDM) plan in efforts to reduce vehicle<br />
trips in the area and reduce associated parking demand is consistent with LUCE<br />
Circulation Policy T19.2 which seeks appropriate TDM requirements for new<br />
development. F urthermore, the project is consistent with LUCE’s overall land<br />
use policies by providing community benefits for the area, including but not<br />
limited to, additional affordable housing units exceeding AHPP requirements, a<br />
variety <strong>of</strong> contributions to support area improvements, construction <strong>of</strong> a LE ED<br />
Gold certified building including solar panels and EV charging stub-outs, and a<br />
local hiring provision..<br />
2. The proposed Development Agreement is compatible with the uses authorized in<br />
the district in which the real property is located, in that the subject property is<br />
located in the Downtown BSC-4 District that permits multi-family dwelling units<br />
and commercial uses. The proposed Development agreement is consistent with<br />
LUCE Policy D7.1 <strong>of</strong> the Downtown District in that the proposed mixed-use<br />
project balances a broad mix <strong>of</strong> uses that creates dynamic activity in both the<br />
daytime and evening hours including retail and high-density residential uses in<br />
the Downtown. Consistent with Policy D7.2 the project encourages local-serving<br />
uses that are an integral part <strong>of</strong> complete neighborhoods and support an overall<br />
trip reduction strategy. The proposed TDM plan seeks to reduce the overall<br />
parking demand and vehicular trips within the area by providing bicycle facilities<br />
for residents and employees, and provisions for transit subsidies for commercial<br />
employees.<br />
3. The proposed Development Agreement is in conformity with the public necessity,<br />
public convenience, general welfare, and good land use practices, in that it<br />
allows for the redevelopment <strong>of</strong> existing, underutilize properties with a mixed-use<br />
project that is compliant with the new Land and Use Circulation Element vision<br />
for the area. The proposed project provides 53 new residential units and w ill<br />
feature a neighborhood serving commercial use, and would provide community<br />
28
enefits including additional affordable housing units exceeding AHPP<br />
requirements, a v ariety <strong>of</strong> contributions to support area improvements,<br />
construction <strong>of</strong> a LEED Gold certified building including solar panels and EV<br />
charging stub-outs, and a local hiring provision.<br />
4. The proposed Development Agreement will not be detrimental to the health,<br />
safety and general welfare, in that the agreement would allow for the<br />
redevelopment <strong>of</strong> existing, underutilized parcels with a use that is compliant with<br />
the new Land an d Use Circulation Element vision for the area. The proposed<br />
project will be located in an urbanized area and is consistent with other similar<br />
improvements in the area, and does not have the potential to disrupt the urban<br />
environment or cause health or safety problems. The proposed project provides<br />
53 new residential units and will feature a neighborhood serving commercial use,<br />
and would provide community benefits including additional affordable housing<br />
units exceeding AHPP requirements, a v ariety <strong>of</strong> contributions to support area<br />
improvements, construction <strong>of</strong> a LEED Gold certified building including solar<br />
panels and EV charging stub-outs, and a local hiring provision.<br />
5. The proposed Development Agreement will not adversely affect the orderly<br />
development <strong>of</strong> the property, in that the Development Agreement is contingent<br />
upon the review and approval <strong>of</strong> a specific site plan consistent with recognized<br />
urban design principles that reflect the goals and policies <strong>of</strong> the <strong>City</strong> <strong>of</strong> <strong>Santa</strong><br />
<strong>Monica</strong> which were established through a long range planning process and are<br />
reflected in the recently adopted update <strong>of</strong> the Land Use and Circulation Element<br />
<strong>of</strong> the <strong>City</strong>’s General Plan.<br />
6. The proposed Development Agreement will have a positive fiscal impact on the<br />
<strong>City</strong>, in that the ground floor commercial uses are subject to <strong>City</strong> business license<br />
taxes. The <strong>City</strong> will incur no cost associated with the implementation <strong>of</strong> the<br />
applicant’s Transportation Demand Management plan and the associated<br />
community benefit <strong>of</strong> reduced vehicle trips and parking demand in the area.<br />
Furthermore, if the fee or monetary contribution options required in SMMC<br />
Sections 9.04.10.20 and 9.72 for cultural arts and child care respectively are<br />
exercised, the payment <strong>of</strong> fees related to cultural arts (approximately $93,016)<br />
and child care (approximately $37,502.45) will be r equired to obtain project<br />
approval. M oreover, the project would provide a transportation infrastructure<br />
contribution <strong>of</strong> $125,493, a Colorado Esplanade contribution <strong>of</strong> $125,000, an<br />
Open Space contribution <strong>of</strong> $225,000, an Historic Preservation Contribution <strong>of</strong><br />
$25,000, and a B ig Blue Bus contribution <strong>of</strong> $25,000. For these reasons, the<br />
project will have a positive fiscal impact on the <strong>City</strong>.<br />
29
ATTACHMENT C<br />
PROPOSED DEVELOPMENT AGREEMENT<br />
1318 2 ND STREET<br />
30
Recording Requested By:<br />
<strong>City</strong> <strong>of</strong> <strong>Santa</strong> <strong>Monica</strong><br />
When Recorded Mail To:<br />
<strong>City</strong> <strong>of</strong> <strong>Santa</strong> <strong>Monica</strong><br />
<strong>Santa</strong> <strong>Monica</strong> <strong>City</strong> Attorney's Office<br />
1685 Main Street, Third Floor<br />
<strong>Santa</strong> <strong>Monica</strong>, CA 90401<br />
Attention: Senior Land Use Attorney<br />
________________________________________________________________________<br />
Space Above Line For Recorder's Use<br />
No Recording Fee Required<br />
California Government Code Section 27383<br />
DEVELOPMENT AGREEMENT<br />
BETWEEN<br />
CITY OF SANTA MONICA<br />
AND<br />
1320 SECOND STREET, LLC<br />
__________________, 2013<br />
F:\RECORDSANDELECTIONSHARE\MEETINGS\WWW\2013\20130514\WORD DOCUMENTS\2013051407-A-2.DOC
TABLE OF CONTENTS<br />
Recitals ........................................................................................................................................... 1<br />
Article 1 Definitions.............................................................................................................. 3<br />
Article 2 Description <strong>of</strong> the Project ...................................................................................... 4<br />
2.1 General Description ............................................................................................... 4<br />
2.2 Principal Components <strong>of</strong> the Project ..................................................................... 5<br />
2.3 No Obligation to Develop ...................................................................................... 5<br />
2.4 Vested Rights ......................................................................................................... 5<br />
2.5 Permitted Uses ....................................................................................................... 7<br />
2.6 Significant Project Features and LUCE Community Benefits ............................ 10<br />
2.7 Parking ................................................................................................................. 18<br />
2.8 Design .................................................................................................................. 18<br />
2.9 Contract with <strong>City</strong> ................................................................................................ 19<br />
Article 3 Construction ......................................................................................................... 19<br />
3.1 Construction Mitigation Plan ............................................................................... 19<br />
3.2 Construction Hours .............................................................................................. 19<br />
3.3 Outside Building Permit Issuance Date ............................................................... 19<br />
3.4 Construction Period ............................................................................................. 20<br />
3.5 Damage or Destruction ........................................................................................ 20<br />
Article 4 Project Fees, Exactions and Conditions ............................................................... 20<br />
4.1 Fees, Exactions and Conditions ........................................................................... 20<br />
4.2 Conditions on Modifications................................................................................ 20<br />
4.3 Implementation <strong>of</strong> Conditions <strong>of</strong> Approval ......................................................... 20<br />
Article 5 Effect <strong>of</strong> Agreement on <strong>City</strong> Laws and Regulations ........................................... 21<br />
1<br />
F:\RECORDSANDELECTIONSHARE\MEETINGS\WWW\2013\20130514\WORD DOCUMENTS\2013051407-A-2.DOC
5.1 Development Standards for the Property; Existing Regulations ......................... 21<br />
5.2 Permitted Subsequent Code Changes .................................................................. 22<br />
5.3 Common Set <strong>of</strong> Existing Regulations .................................................................. 23<br />
5.4 Conflicting Enactments ........................................................................................ 24<br />
5.5 Timing <strong>of</strong> Development ....................................................................................... 24<br />
Article 6 Architectural Review Board ................................................................................ 24<br />
6.1 Architectural Review Board Approval ................................................................ 24<br />
6.2 [Reserved]............................................................................................................ 24<br />
Article 7 <strong>City</strong> Technical Permits ......................................................................................... 24<br />
7.1 Definitions............................................................................................................ 24<br />
7.2 Diligent Action by <strong>City</strong> ........................................................................................ 25<br />
7.3 Conditions for Diligent Action by the <strong>City</strong>.......................................................... 25<br />
7.4 Duration <strong>of</strong> Technical <strong>City</strong> Permits ..................................................................... 26<br />
7.5 [Reserved]............................................................................................................ 27<br />
7.6 [Reserved]............................................................................................................ 27<br />
Article 8 Amendment and Modification ............................................................................. 27<br />
8.1 Amendment and Modification <strong>of</strong> Development Agreement ............................... 27<br />
Article 9 Term ..................................................................................................................... 27<br />
9.1 Effective Date ...................................................................................................... 27<br />
9.2 Term ..................................................................................................................... 27<br />
Article 10 Periodic Review <strong>of</strong> Compliance ................................................................................ 27<br />
10.1 <strong>City</strong> Review ......................................................................................................... 27<br />
10.2 Evidence <strong>of</strong> Good Faith Compliance ................................................................... 28<br />
10.3 Information to be Provided to Developer ............................................................ 28<br />
10.4 Notice <strong>of</strong> Breach; Cure Rights ............................................................................. 28<br />
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10.5 Failure <strong>of</strong> Periodic Review .................................................................................. 28<br />
10.6 Termination <strong>of</strong> Development Agreement ............................................................ 28<br />
10.7 <strong>City</strong> Cost Recovery .............................................................................................. 28<br />
Article 11 Default.................................................................................................................. 29<br />
11.1 Notice and Cure ................................................................................................... 29<br />
11.2 Remedies for Monetary Default........................................................................... 29<br />
11.3 Remedies for Non-Monetary Default .................................................................. 30<br />
11.4 Modification or Termination Agreement by <strong>City</strong> ................................................ 32<br />
11.5 Cessation <strong>of</strong> Rights and Obligations .................................................................... 32<br />
11.6 Completion <strong>of</strong> Improvements .............................................................................. 33<br />
Article 12 Mortgagees ........................................................................................................... 33<br />
12.1 Encumbrances on the Property ............................................................................ 33<br />
Article 13 Transfers and Assignments .................................................................................. 35<br />
13.1 Transfers and Assignments .................................................................................. 35<br />
13.2 Release Upon Transfer ......................................................................................... 35<br />
Article 14 Indemnity to <strong>City</strong> ................................................................................................. 36<br />
14.1 Indemnity ............................................................................................................. 36<br />
14.2 <strong>City</strong>’s Right to Defense ........................................................................................ 36<br />
Article 15 General Provisions ............................................................................................... 36<br />
15.1 Notices ................................................................................................................. 36<br />
15.2 Entire Agreement; Conflicts ................................................................................ 37<br />
15.3 Binding Effect ...................................................................................................... 38<br />
15.4 Agreement Not for Benefit <strong>of</strong> Third Parties ........................................................ 38<br />
15.5 No Partnership or Joint Venture .......................................................................... 38<br />
15.6 Estoppel Certificates ............................................................................................ 38<br />
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15.7 Time ..................................................................................................................... 39<br />
15.8 Excusable Delays ................................................................................................. 39<br />
15.9 Governing Law .................................................................................................... 40<br />
15.10 Cooperation in Event <strong>of</strong> Legal Challenge to Agreement ..................................... 40<br />
15.11 Attorneys’ Fees .................................................................................................... 40<br />
15.12 Recordation .......................................................................................................... 40<br />
15.13 No Waiver ............................................................................................................ 40<br />
15.14 Construction <strong>of</strong> this Agreement ........................................................................... 40<br />
15.15 Other Governmental Approvals ........................................................................... 41<br />
15.16 Venue .................................................................................................................. 42<br />
15.17 Exhibits ................................................................................................................ 42<br />
15.18 Counterpart Signatures......................................................................................... 42<br />
15.19 Certificate <strong>of</strong> Performance ................................................................................... 42<br />
15.20 Interest <strong>of</strong> Developer............................................................................................ 43<br />
15.21 Operating Memoranda ......................................................................................... 43<br />
15.22 Acknowledgments, Agreements and Assurance on the Part <strong>of</strong> Developer ......... 43<br />
15.23 Not a Public Dedication ....................................................................................... 44<br />
15.24 Other Agreements ................................................................................................ 44<br />
15.25 Severability and Termination ............................................................................... 44<br />
Exhibit “A”<br />
Exhibit “B”<br />
Exhibit “C”<br />
Exhibit “D”<br />
Exhibit “E”<br />
Exhibit “F-1”<br />
Exhibit "F-2"<br />
Exhibit "G"<br />
Exhibit “H”<br />
Exhibit “I”<br />
Legal Description <strong>of</strong> Property<br />
Project Plans<br />
Permitted Fees and Exactions<br />
Conditions <strong>of</strong> Approval<br />
SMMC Article 9 (Planning and Zoning)<br />
Local Hiring Program for Construction<br />
Local Hiring Program for Permanent Employment<br />
[Reserved]<br />
Construction Mitigation Plan<br />
Assignment and Assumption Agreement<br />
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DEVELOPMENT AGREEMENT<br />
This Development Agreement (“Agreement”), dated ____________, 2013<br />
("Effective Date"), is entered into by and between 1320 2 nd STREET, LLC, a California<br />
limited liability company (“Developer”), and the CITY OF SANTA MONICA, a<br />
municipal corporation organized and existing pursuant to the laws <strong>of</strong> the State <strong>of</strong><br />
California and the Charter <strong>of</strong> the <strong>City</strong> <strong>of</strong> <strong>Santa</strong> <strong>Monica</strong> (the “<strong>City</strong>”), with reference to the<br />
following facts:<br />
RECITALS<br />
A. Pursuant to California Government Code Section 65864 et seq., Chapter<br />
9.48 <strong>of</strong> the <strong>Santa</strong> <strong>Monica</strong> Municipal Code, and <strong>Santa</strong> <strong>Monica</strong> Interim Ordinance No.<br />
2356 (collectively, the “Development Agreement Statutes”), the <strong>City</strong> is authorized to<br />
enter into binding development agreements with persons or entities having a legal or<br />
equitable interest in real property for the development <strong>of</strong> such real property.<br />
B. Developer is the owner <strong>of</strong> approximately 15,000 square feet <strong>of</strong> land<br />
located in the <strong>City</strong> <strong>of</strong> <strong>Santa</strong> <strong>Monica</strong>, State <strong>of</strong> California, commonly known as 1318 to<br />
1324 2 nd Street , as more particularly described in Exhibit “A” attached hereto and<br />
incorporated herein by this reference (the “Property”).<br />
C. The <strong>City</strong> has included the Property within the Downtown Core land use<br />
designation, which is also part <strong>of</strong> the Downtown District, under the <strong>City</strong>’s recently<br />
adopted Land Use and Circulation Element <strong>of</strong> its General Plan (the “LUCE”). The<br />
Property is located within the BSC-4 (Bayside Commercial District – 4) under the <strong>City</strong>’s<br />
Zoning Ordinance. To aid in the redevelopment <strong>of</strong> the Property, the <strong>City</strong> and Developer<br />
desire to allow Developer to construct a mixed-use building with subterranean parking..<br />
D. On January 13, 2012, Developer filed an application for a Development<br />
Agreement, pursuant to <strong>Santa</strong> <strong>Monica</strong> Municipal Code (“SMMC”) Section 9.48.020<br />
(the “Development Application”). The Development Application was designated by the<br />
<strong>City</strong> as Application No. DEV 12001. The Development Application is for the planned<br />
development <strong>of</strong> the Property with an approximately 46,421square foot mixed use project<br />
containing 53 residential units, approximately 6,664 square feet <strong>of</strong> ground floor<br />
commercial space, a two-level subterranean parking garage, and related facilities<br />
(collectively the “Project”). The Project is more fully descried in this Agreement.<br />
E. On April 26, 2011, the <strong>City</strong> Council adopted Interim Ordinance No 2356<br />
("IZO"). The <strong>City</strong> Council extended and/or modified the IZO on several occasions<br />
thereafter. The IZO prohibits the issuance <strong>of</strong> permits for development projects which<br />
would constitute a Tier 2 or Tier 3 project as established pursuant to LUCE Chapter 2.1<br />
or which would exceed 32 feet in height in the Downtown Core as delineated in the Land<br />
Use Designation Map approved by the <strong>City</strong> Council on July 6, 2010 unless developed<br />
pursuant to a development agreement adopted in accordance with SMMC Chapter 9.48.<br />
Adoption <strong>of</strong> this Agreement will allow for the issuance <strong>of</strong> permits for the Project.<br />
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F. Developer has paid all necessary costs and fees associated with the <strong>City</strong>’s<br />
processing <strong>of</strong> the Development Application and this Agreement.<br />
G. Following filing <strong>of</strong> the Development Application, the <strong>City</strong> determined that the<br />
project was exempt from the California Environmental Quality Act ("CEQA") pursuant<br />
to CEQA Guideline Section 21159.24.<br />
H. The primary purpose <strong>of</strong> the Project is to permit Developer to construct a<br />
mixed-use residential and commercial Project that is consistent with the LUCE and that<br />
provides needed housing units and commercial space in the Downtown District. The<br />
Parties desire to enter into this Agreement in conformance with the Development<br />
Agreement Statutes in order to achieve the development <strong>of</strong> the Project on the Property.<br />
I. The <strong>City</strong> Council has determined that a development agreement is<br />
appropriate for the proposed development <strong>of</strong> the Property. This Agreement will<br />
(1) eliminate uncertainty in planning for the Project and result in the orderly<br />
development <strong>of</strong> the Project, (2) assure installation <strong>of</strong> necessary improvements on the<br />
Property, (3) provide for public infrastructure and services appropriate to development <strong>of</strong><br />
the Project, (4) preserve substantial <strong>City</strong> discretion in reviewing subsequent development<br />
<strong>of</strong> the Property, (5) secure for the <strong>City</strong> improvements that benefit the public, and<br />
(6) otherwise achieve the goals and purposes for which the Development Agreement<br />
Statutes were enacted.<br />
J. This Agreement is consistent with the public health, safety, and welfare<br />
needs <strong>of</strong> the residents <strong>of</strong> the <strong>City</strong> and the surrounding region. The <strong>City</strong> has specifically<br />
considered and approved the impact and benefits <strong>of</strong> the development <strong>of</strong> the Project on the<br />
Property in accordance with this Agreement upon the welfare <strong>of</strong> the region. The Project<br />
will provide a number <strong>of</strong> community benefits, including without limitation the following:<br />
(i) three (3) low income studio units beyond the minimum AHPP requirement; ; (ii)<br />
sustainable design for the Project (LEED Gold); (iii) electric vehicle conduit and<br />
stubouts; (iv) a monetary contribution towards transportation infrastructure<br />
improvements; (v) a monetary contribution towards open space; (vi) a monetary<br />
contribution towards the Colorado Esplanade improvement; (vii) a monetary contribution<br />
toward Big Blue Bus improvements; (viii) a Transportation Demand Management<br />
program that includes unbundled parking and bicycle parking for residents, employees<br />
and commercial patrons; (ix) ro<strong>of</strong>-mounted photovoltaic solar panels; and (x) a local<br />
hiring provision.<br />
K. The <strong>City</strong> Council has found that the provisions <strong>of</strong> this Development<br />
Agreement are consistent with the relevant provisions <strong>of</strong> (1) <strong>City</strong>’s General Plan,<br />
including the LUCE and (2) the Bayside District Specific Plan.<br />
L. On March 20, 2013 and April 3, 2013, the <strong>City</strong>'s Planning Commission<br />
held duly noticed public hearings on the Development Application, and this Agreement.<br />
At the April 3, 2013 hearing, the Planning Commission recommended that <strong>City</strong> Council<br />
approve the proposed project generally supporting the recommendation <strong>of</strong> staff in its<br />
March 20, 2013 staff report. Furthermore, the Commission provided recommendations,<br />
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including but not limited to, additional affordable units, and a LEED Platinum<br />
Certification building status.<br />
M. On May 14, 2013, the <strong>City</strong> Council held a duly noticed public hearing on<br />
the Development Application, this Agreement and at such hearing it introduced<br />
Ordinance No. _____ for first reading, approving this Agreement.<br />
N. On ____________, 2013, the <strong>City</strong> Council adopted Ordinance No.<br />
______, approving this Agreement.<br />
NOW THEREFORE, in consideration for the covenants and conditions<br />
hereinafter set forth, the Parties hereto do hereby agree as follows:<br />
ARTICLE 1<br />
DEFINITIONS<br />
The terms defined below have the meanings in this Agreement as set forth below<br />
unless the context otherwise requires:<br />
1.1 “Agreement” means this Development Agreement entered into between<br />
the <strong>City</strong> and Developer as <strong>of</strong> the Effective Date.<br />
1.2 “ARB” means the <strong>City</strong>’s Architectural Review Board.<br />
1.3 “Building” means the building to be constructed as part <strong>of</strong> the Project, as<br />
generally depicted in the Project Plans.<br />
1.4 “<strong>City</strong> Council” means the <strong>City</strong> Council <strong>of</strong> the <strong>City</strong> <strong>of</strong> <strong>Santa</strong> <strong>Monica</strong>, or its<br />
designee.<br />
1.5 “<strong>City</strong> General Plan” or “General Plan” means the General Plan <strong>of</strong> the<br />
<strong>City</strong> <strong>of</strong> <strong>Santa</strong> <strong>Monica</strong>, and all elements there<strong>of</strong> including the LUCE, as <strong>of</strong> the Effective<br />
Date unless otherwise indicated in this Agreement.<br />
1.6 “Discretionary Approvals” are actions which require the exercise <strong>of</strong><br />
judgment or a discretionary decision, and which contemplate and authorize the<br />
imposition <strong>of</strong> revisions or additional conditions, by the <strong>City</strong>, including any board,<br />
commission, or department <strong>of</strong> the <strong>City</strong> and any <strong>of</strong>ficer or employee <strong>of</strong> the <strong>City</strong>.<br />
Discretionary Approvals do not include Ministerial Approvals.<br />
1.7 “Effective Date” has the meaning set forth in Section 9.1 below.<br />
1.8 "Floor Area" has the meaning as defined in Sections 9.04.02.030.315 and<br />
9.04.08.15.060(a)(2) <strong>of</strong> the Zoning Ordinance, as further modified by Section 3(f) <strong>of</strong><br />
Interim Ordinance No. 2417. The maximum allowable Floor Area for the Project is<br />
46,421 square feet, not including the residential floor area discount.<br />
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1.9 “Floor Area Ratio" and FAR” means floor area ratio as defined in<br />
Sections 9.04.02.030.320 and 9.04.08.15.060(a)(2) <strong>of</strong> the Zoning Ordinance and Section<br />
3(f) <strong>of</strong> Interim Ordinance No. 2417.<br />
1.10 “Including” means “including, but not limited to.”<br />
1.11 "LEED® Rating System" means the Leadership in Energy and<br />
Environmental Design (LEED®) Green Building Rating System for New Construction &<br />
Major Renovations, adopted by the U.S. Green Building Council in effect at the time <strong>of</strong><br />
ARB approval. An alternate version <strong>of</strong> the rating system or an alternate rating system<br />
may be used with approval <strong>of</strong> the <strong>City</strong>’s Planning Director.<br />
1.12 “Legal Action” means any action in law or equity.<br />
1.13 “Low Income Studio Units” means studio units set aside for low income<br />
households as defined by <strong>Santa</strong> <strong>Monica</strong> Municipal Code Section 9.56.020<br />
1.14 “Maximum Floor Area” means 46,421 square feet <strong>of</strong> floor area.<br />
1.15 “Ministerial Approvals” mean any action which merely requires the <strong>City</strong><br />
(including any board, commission, or department <strong>of</strong> the <strong>City</strong> and any <strong>of</strong>ficer or employee<br />
<strong>of</strong> the <strong>City</strong>), in the process <strong>of</strong> approving or disapproving a permit or other entitlement, to<br />
determine whether there has been compliance with applicable statutes, ordinances,<br />
regulations, or conditions <strong>of</strong> approval.<br />
1.16 “Parties” mean both the <strong>City</strong> and Developer and “Party” means either<br />
the <strong>City</strong> or Developer, as applicable.<br />
1.17 “Planning Director” means the Planning Director <strong>of</strong> the <strong>City</strong> <strong>of</strong> <strong>Santa</strong><br />
<strong>Monica</strong>, or his or her designee.<br />
1.18 “Project Plans” mean the plans for the Project that are attached to this<br />
Agreement as Exhibit “B.”<br />
1.19 “Very-Low Income One-Bedroom Units” means one-bedroom units set<br />
aside for very-low income households as defined by <strong>Santa</strong> <strong>Monica</strong> Municipal Code<br />
Section 9.56.020.<br />
1.20 “Zoning Ordinance” means the <strong>City</strong> <strong>of</strong> <strong>Santa</strong> <strong>Monica</strong> Comprehensive<br />
Land Use and Zoning Ordinance (Chapter 9.04 <strong>of</strong> the SMMC), and any applicable<br />
Interim Zoning Ordinance, as the same are in effect on the Effective Date, is set forth in<br />
its entirety as part <strong>of</strong> Exhibit “E” (Planning and Zoning).<br />
ARTICLE 2<br />
DESCRIPTION OF THE PROJECT<br />
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2.1 General Description. The Project includes all aspects <strong>of</strong> the proposed<br />
development <strong>of</strong> the Property as more particularly described in this Agreement and on the<br />
Project Plans. If there is a conflict or inconsistency between the text <strong>of</strong> this Agreement<br />
and the Project Plans, the Project Plans will prevail; provided, however, that omissions<br />
from the Project Plans shall not constitute a conflict or inconsistency with the text <strong>of</strong> this<br />
Agreement.<br />
2.2 Principal Components <strong>of</strong> the Project. The Project consists <strong>of</strong> the<br />
following principal components, as well as the other components delineated in the Project<br />
Plans, all <strong>of</strong> which are hereby approved by the <strong>City</strong> subject to the other provisions <strong>of</strong> this<br />
Agreement: (a) fifty-three (53) dwelling units, consisting <strong>of</strong> forty-five (45) market rate<br />
units, five (5) very low income one-bedroom units, and three (3) low income studio units,<br />
(b) approximately 6,664 square feet <strong>of</strong> Floor Area <strong>of</strong> commercial use, and (c) sixty-six<br />
(66) parking spaces in a two-level subterranean parking garage.<br />
2.3 No Obligation to Develop.<br />
2.3.1 Except as specifically provided herein:<br />
(a) Nothing in this Agreement shall be construed to require<br />
Developer to proceed with the construction <strong>of</strong> the Project or any portion there<strong>of</strong>.<br />
(b) The decision to proceed or to forbear or delay in<br />
proceeding with construction <strong>of</strong> the Project or any portion there<strong>of</strong> shall be in Developer’s<br />
sole discretion.<br />
(c) Failure by Developer to proceed with construction <strong>of</strong> the<br />
Project or any portion there<strong>of</strong> shall not give rise to any liability, claim for damages or<br />
cause <strong>of</strong> action against Developer, except as may arise pursuant to a nuisance abatement<br />
proceeding under SMMC Chapter 8.96, or any successor legislation.<br />
2.3.2 Failure by Developer to proceed with construction <strong>of</strong> the Project or<br />
any portion there<strong>of</strong> shall not result in any loss or diminution <strong>of</strong> development rights,<br />
except upon expiration <strong>of</strong> Developer’s vested rights pursuant to this Agreement, or the<br />
termination <strong>of</strong> this Agreement.<br />
2.3.3 Notwithstanding any provision <strong>of</strong> this Section 2.3 to the contrary,<br />
Developer shall be required to implement all conditions <strong>of</strong> approval required under this<br />
Agreement in accordance with Exhibit “D”.<br />
2.4 Vested Rights.<br />
2.4.1 Approval <strong>of</strong> Project Plans. The <strong>City</strong> hereby approves the Project<br />
Plans. The <strong>City</strong> shall maintain a complete copy <strong>of</strong> the Project Plans, stamped<br />
“Approved” by the <strong>City</strong>, in the Office <strong>of</strong> the <strong>City</strong> Clerk, and Developer shall maintain a<br />
complete copy <strong>of</strong> the Project Plans, stamped “Approved” by the <strong>City</strong>, in its <strong>of</strong>fices or at<br />
the Project site. The Project Plans to be maintained by the <strong>City</strong> and Developer shall be in<br />
a half-size set. Further detailed plans for the construction <strong>of</strong> the Building and<br />
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improvements, including, without limitation, structural plans and working drawings shall<br />
be prepared by Developer subsequent to the Effective Date based upon the Project Plans.<br />
2.4.2 Minor Modifications to Project. Developer with the approval <strong>of</strong><br />
the Planning Director, may make minor changes to the Project or Project Plans (“Minor<br />
Modifications”) without amending this Agreement; provided that the Planning Director<br />
makes the following specific findings that the Minor Modifications: (i) are consistent<br />
with the Project’s approvals as approved by the <strong>City</strong> Council; (ii) are consistent with the<br />
provisions, purposes and goals <strong>of</strong> this Agreement; (iii) are not detrimental to the public<br />
health, safety, convenience or general welfare; and (iv) will not significantly and<br />
adversely affect the public benefits associated with the Project. The Planning Director<br />
shall notify the Planning Commission in writing <strong>of</strong> any Minor Modifications approved<br />
pursuant to this Section 2.4.2. Any proposed change which the Planning Director denies<br />
as not qualifying for a Minor Modification based on the above findings must be<br />
processed as a Major Modification.<br />
2.4.3 Modifications Requiring Amendment to this Agreement.<br />
Developer shall not make any “Major Modifications” (defined below) to the Project<br />
without first amending this Agreement to permit such Major Modifications. A “Major<br />
Modification” means the following:<br />
(a) Reduction <strong>of</strong> any setback <strong>of</strong> the Project, as depicted on the<br />
Project Plans, if by such reduction the applicable setback would be less than is permitted<br />
in the applicable zoning district under the Zoning Ordinance in effect on the date such<br />
modification is applied for;<br />
(b) Any change in use not consistent with the permitted uses<br />
defined in Section 2.5 below;<br />
(c) A reduction in the number <strong>of</strong> Rental Housing units<br />
specified in Section 2.2 by more than 5 units;<br />
(d) Any increase in the number <strong>of</strong> compact parking spaces<br />
shown on the Project Plans by more than 10 percent (10%) above the amount provided<br />
for in Section 2.7; or any decrease in the number <strong>of</strong> parking spaces below 60;<br />
(e)<br />
shown on the Project Plans;<br />
Any material change in the number or location <strong>of</strong> curb cuts<br />
(f) Any variation in the design, massing or building<br />
configuration, including but not limited to, floor area and building height, that renders<br />
such aspects out <strong>of</strong> substantial compliance with the Project Plans after ARB Approval;<br />
and<br />
(g) Any change that would substantially reduce or alter the<br />
community benefits or significant project features as set forth in Section 2.6.<br />
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esidential unit.<br />
(h)<br />
Any increase or decrease in the number <strong>of</strong> bedrooms per<br />
If a proposed modification does not exceed the Major Modification<br />
thresholds established above, then the proposed modification may be reviewed in<br />
accordance with Section 2.4.2.<br />
2.4.4 <strong>City</strong> Consent to Modification. The Planning Director shall not<br />
unreasonably withhold, condition, or delay its approval <strong>of</strong> a request for such Minor<br />
Modification. The <strong>City</strong> may impose fees, exactions, conditions, and mitigation measures<br />
in connection with its approval <strong>of</strong> a Minor or Major Modification, subject to any<br />
applicable law. Notwithstanding anything to the contrary herein or in the Existing<br />
Regulations, if the Planning Director approves a Minor Modification or if the <strong>City</strong><br />
approves a Major Modification (and the corresponding amendment to this Agreement for<br />
such Major Modification), as the case may be, Developer shall not be required to obtain<br />
any other Discretionary Approvals for such modification, except for ARB approval, in<br />
the case <strong>of</strong> certain Major Modifications.<br />
2.4.5 Right to Develop. Subject to the provisions <strong>of</strong> Section 3.3 below,<br />
during the Term (as defined in ARTICLE 9 below) <strong>of</strong> this Development Agreement,<br />
Developer shall have the vested rights (the “Vested Rights”) to (a) develop and construct<br />
the Project in accordance with the following: (i) the Project Plans (as the same may be<br />
modified from time to time in accordance with this Agreement); (ii) any Minor<br />
Modifications approved in accordance with Section 2.4.2; (iii) any Major Modifications<br />
which are approved pursuant to Section 2.4.3; and (iv) the requirements and obligations<br />
<strong>of</strong> Developer related to the improvements which are specifically set forth in this<br />
Agreement, and (b) use and occupy the Project for the permitted uses set forth in<br />
Section 2.5. Except for any required approvals from the ARB pursuant to Section 6.1 <strong>of</strong><br />
this Agreement, the <strong>City</strong> shall have no further discretion over the elements <strong>of</strong> the Project<br />
which have been delineated in the Project Plans (as the same may be modified from time<br />
to time in accordance with this Agreement).<br />
2.5 Permitted Uses. The <strong>City</strong> approves the following permitted uses for the<br />
Project:<br />
2.5.1 Above the Ground Floor: Rental Housing.<br />
2.5.2 On the Ground Floor: The following uses shall be permitted on the<br />
ground floor: (a) rental housing, and (b) any non-residential uses permitted by the Zoning<br />
Ordinance in effect at the time the use is established, provided that all such uses shall be<br />
primarily neighborhood serving goods, services, or retail uses and shall be subject to<br />
Section 2.5.5 (Limitation on Non-residential Uses). These neighborhood-serving<br />
nonresidential uses shall be small-scale general or specialty establishments primarily<br />
serving residents or employees <strong>of</strong> the neighborhood, including guests <strong>of</strong> hotels located in<br />
the neighborhood (“Neighborhood Serving Uses”). A determination that a use<br />
constitutes a “Neighborhood Serving Use” shall be rendered by the <strong>City</strong> at the time <strong>of</strong><br />
issuance <strong>of</strong> a business license for each such individual use and not thereafter.<br />
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Restaurants are automatically to be deemed “Neighborhood Serving Uses.” For purposes<br />
<strong>of</strong> this Agreement, given the Property’s location in the Downtown Core, Neighborhood<br />
Serving Uses <strong>of</strong> not more than 6,500 square feet <strong>of</strong> usable area, not including<br />
subterranean storage areas, the transformer area, meter area, or refuse area, shall be<br />
deemed “small scale establishments.”<br />
2.5.3 Conditionally Permitted Uses. Conditionally Permitted Uses shall<br />
be all non-residential uses that are identified as conditionally permitted uses in the<br />
Zoning Ordinance in effect at the time the use is established provided that all such uses<br />
shall be Neighborhood Serving Uses, as defined in Section 2.5.2. Conditionally<br />
Permitted Uses may commence operating at the Project upon issuance <strong>of</strong> a Conditional<br />
Use Permit (“CUP”) in accordance with the procedures established in the Zoning<br />
Ordinance and the issuance <strong>of</strong> a business license. Conditionally Permitted Uses are not<br />
permitted above the ground floor.<br />
2.5.4 Other Uses Subject to Discretionary <strong>City</strong> Planning Approvals. In<br />
addition to the Permitted Uses and Conditionally Permitted Uses, Developer may seek a<br />
discretionary planning approval for ground floor uses that are allowed by any other <strong>City</strong><br />
discretionary process as provided in the Zoning Ordinance in effect when the use is<br />
sought to be established, provided that all such uses shall be Neighborhood Serving Uses<br />
as defined in Section 2.5.2 and shall be subject to Section 2.5.5. Such uses (a) may not<br />
commence until the requisite <strong>City</strong> discretionary planning approval and a business license<br />
are obtained and (b) are not permitted above the ground floor.<br />
2.5.5 Limitation on Non-Residential Uses. Notwithstanding the above,<br />
in no event shall the Project’s non-residential uses exceed 15 percent (15%) <strong>of</strong> the<br />
Project’s total Floor Area.<br />
2.5.6 Alcoholic Beverage Permits.<br />
(a) In the event Developer or a business operator proposes a<br />
new business or use dispensing for sale or other consideration, alcoholic beverages,<br />
including beer, wine, malt beverages, and distilled spirits for on-site or <strong>of</strong>f-site<br />
consumption, a Conditional Use Permit shall be required except for Restaurants<br />
complying with Section (b) below. No Conditional Use Permit shall be required for<br />
catered events for which Developer obtains the permits then required for such events.<br />
(b) Restaurants which <strong>of</strong>fer alcoholic beverages including beer<br />
or wine incidental to meal service shall be exempt from the provisions <strong>of</strong> Section<br />
9.04.10.18 <strong>of</strong> the Municipal Code, provided that the operator <strong>of</strong> the Restaurant (or<br />
Developer if Developer is the applicant) agrees in writing to comply with all <strong>of</strong> the<br />
following criteria and conditions:<br />
1. The primary use <strong>of</strong> the Restaurant premises shall be<br />
for sit-down meal service to patrons. Alcohol shall not be served to persons except those<br />
intending to purchase meals.<br />
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2. If a counter service area is provided in the<br />
Restaurant, a patron shall not be permitted to sit at the counter unless the patron is<br />
ordering a meal in the same manner as patrons ordering meals at the table seating. The<br />
seats located around the counter service area cannot be used as a waiting area where<br />
patrons may drink before being seated or as a bar where beverages only are served.<br />
3. Window or other signage visible from the public<br />
right-<strong>of</strong>-way that advertises the Restaurant’s beer or alcohol shall not be permitted.<br />
4. Customers shall be permitted to order meals at all<br />
times and at all areas <strong>of</strong> the Restaurant where alcohol is being served. The Restaurant<br />
shall serve food to patrons during all hours the Restaurant is open for customers.<br />
5. The Restaurant shall maintain a kitchen or foodserving<br />
area in which a variety <strong>of</strong> food is prepared on the premises.<br />
6. Take out service from the Restaurant shall only be<br />
incidental to the primary sit-down use.<br />
7. No alcoholic beverage shall be sold for<br />
consumption beyond the Restaurant premises.<br />
8. Except for special events, alcohol shall not be<br />
served by the Restaurant in any disposable containers such as disposable plastic or paper<br />
cups.<br />
permitted in the Restaurant.<br />
9. No video or other amusement games shall be<br />
10. No dancing is permitted at the Restaurant. Live<br />
entertainment may only be permitted in the manner set forth in Section 9.04.02.030.730<br />
<strong>of</strong> the Municipal Code.<br />
11. Any minimum purchase requirement may be<br />
satisfied by the purchase <strong>of</strong> beverages or food.<br />
12. The primary use <strong>of</strong> any outdoor dining area shall be<br />
for seated meal service. Patrons who are standing in the outdoor seating area shall not be<br />
served.<br />
13. The Restaurant operation shall at all times be<br />
conducted in a manner not detrimental to surrounding properties by reason <strong>of</strong> lights,<br />
noise, activities or other actions. The Restaurant operator shall control noisy patrons<br />
leaving the restaurant.<br />
14. The permitted hours <strong>of</strong> alcoholic beverage service<br />
shall be nine a.m. to twelve midnight Sunday through Thursday, and nine a.m. to one<br />
a.m. Friday and Saturday with complete closure and all Restaurant employees vacated<br />
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from the building by one a.m. Sunday through Thursday, and two a.m. Friday and<br />
Saturday. All alcoholic beverages must be removed from the outdoor dining area no later<br />
than twelve midnight. No after-hours operation <strong>of</strong> the Restaurant is permitted.<br />
15. No more than thirty-five percent (35%) <strong>of</strong> the<br />
Restaurant’s total gross revenues per year shall be from alcohol sales. The Restaurant<br />
operator shall maintain records <strong>of</strong> gross revenue sources which shall be submitted<br />
annually to the <strong>City</strong>’s Planning Division at the beginning <strong>of</strong> the calendar year and also<br />
available to the <strong>City</strong> and the California Department <strong>of</strong> State Alcoholic Beverage Control<br />
(“ABC”) upon request.<br />
16. Prior to occupancy <strong>of</strong> the Restaurant, a Restaurant<br />
security plan shall be submitted to the Chief <strong>of</strong> Police for review and approval. The plan<br />
shall address both physical and operational security issues.<br />
17. Prior to occupancy, the Restaurant operator shall<br />
submit a plan for approval by the Planning Director regarding its employee alcohol<br />
awareness training programs and policies. The plan shall outline a mandatory alcoholawareness<br />
training program for all Restaurant employees having contact with the public<br />
and shall state management’s policies addressing alcohol consumption and inebriation.<br />
The program shall require all Restaurant employees having contact with the public to<br />
complete an ABC-sponsored alcohol awareness training program within ninety days <strong>of</strong><br />
the effective date <strong>of</strong> the exemption determination. In the case <strong>of</strong> new Restaurant<br />
employees, the employees shall attend the alcohol awareness training within ninety days<br />
<strong>of</strong> hiring. In the event the ABC no longer sponsors an alcohol awareness training<br />
program, all Restaurant employees having contact with the public shall complete an<br />
alternative program approved by the Planning Director. The Restaurant operator shall<br />
provide the <strong>City</strong> with an annual report regarding compliance with this requirement. The<br />
Restaurant operator shall be subject to any future citywide alcohol awareness training<br />
program affecting similar establishments.<br />
18. Within thirty days from the date <strong>of</strong> approval <strong>of</strong> this<br />
exemption, the Restaurant applicant shall provide a copy <strong>of</strong> the signed exemption to the<br />
local <strong>of</strong>fice <strong>of</strong> the State ABC.<br />
19. Prior to occupancy, the Restaurant operator shall<br />
submit a plan describing the establishment’s designated driver program, which shall be<br />
<strong>of</strong>fered by the operator to the establishment’s patrons. The plan shall specify how the<br />
Restaurant operator will inform patrons <strong>of</strong> the program, such as <strong>of</strong>fering on the menu a<br />
free non-alcoholic drink for every party <strong>of</strong> two or more ordering alcoholic beverages.<br />
2.6 Significant Project Features and LUCE Community Benefits. The<br />
significant project features and LUCE community benefits identified below in this<br />
Section 2.6 shall be achieved and developed in accordance with the terms <strong>of</strong> this<br />
Agreement.<br />
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2.6.1 Significant Project Features. Set forth below in this Section 2.6.1<br />
are the significant project features that will be provided to the <strong>City</strong>: (i) increased tax<br />
revenues; (ii) aesthetic enhancement to the Downtown Core with development <strong>of</strong> a welldesigned<br />
mixed use development; (iii) an estimated one-hundred (100) new design and<br />
construction related employment opportunities; (iv) developer fees for cultural arts; (v)<br />
developer fees for child care facilities; (vi) installation <strong>of</strong> standard water and wastewater<br />
reduction fixtures for the Project as legally applicable; (vii) various standard public<br />
improvements and fees; and (viii) five (5) on-site very low income one-bedroom housing<br />
units provided in accordance with the <strong>City</strong>’s Affordable Housing Production Program<br />
requirements.<br />
2.6.2 LUCE Community Benefits. Set forth below in this Section 2.6.2<br />
are the additional community benefits that will be provided by the Project:<br />
(a) Additional Affordable Housing Units. In addition to the<br />
five (5) very low income one-bedroom housing units provided in satisfaction <strong>of</strong> the<br />
<strong>City</strong>’s Affordable Housing Production Program requirements, the Developer will provide<br />
an additional three (3) low income studio units, for a total <strong>of</strong> eight (8) affordable housing<br />
units in the Project. All eight (8) affordable housing units shall be deed restricted in<br />
accordance with the <strong>City</strong>’s Affordable Housing Production Program.<br />
(b) Sustainable Design Features: LEED® Gold Requirement.<br />
Developer shall design the Project so that, at a minimum, the Project shall achieve<br />
LEED® “Gold” certification under the LEED® Rating System (the “Sustainable Design<br />
Status”). Developer shall retain the services <strong>of</strong> a LEED accredited pr<strong>of</strong>essional to consult<br />
with Developer regarding inclusion <strong>of</strong> sustainable design features for the Project.<br />
Developer shall confirm to the <strong>City</strong> that the design for the Project has achieved the<br />
Sustainable Design Status in accordance with the following requirements:<br />
1. Prior to the submission <strong>of</strong> plans for Architecture<br />
Review Board review, Developer shall submit a preliminary checklist <strong>of</strong> anticipated<br />
LEED® credits (that shall be prepared by the LEED® accredited pr<strong>of</strong>essional) for review<br />
by the <strong>City</strong>, along with a narrative to demonstrate that the Project is likely to achieve the<br />
Sustainable Design Status.<br />
2. Prior to issuance <strong>of</strong> a building permit, Developer<br />
shall grant access to the <strong>City</strong>’s Green Building Program Advisor as a “Project Team<br />
Manager” to the project’s documentation in the LEED Online system. The <strong>City</strong>’s Green<br />
Program Advisor will use this online documentation to verify that the project is<br />
reasonably likely to achieve the Sustainable Design Status.<br />
3. Prior to issuance <strong>of</strong> a final Certificate <strong>of</strong><br />
Occupancy for the Project, the <strong>City</strong> shall verify (which verification shall not be<br />
unreasonably withheld, conditioned or delayed) that the Project has achieved the<br />
Sustainable Design Status.<br />
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4. Notwithstanding the foregoing, if the <strong>City</strong> has not<br />
verified that the constructed Project has achieved the Sustainable Design Status, the <strong>City</strong><br />
shall nonetheless issue a temporary Certificate <strong>of</strong> Occupancy for the Project (assuming<br />
that the Project is otherwise entitled to receive a temporary Certificate <strong>of</strong> Occupancy).<br />
The temporary Certificate <strong>of</strong> Occupancy shall be converted to a final Certificate <strong>of</strong><br />
Occupancy once the constructed Project has achieved the Sustainable Design Status.<br />
5. If the Project is denied certification for the<br />
Sustainable Design Status by the Green Building Certification Institute, and the<br />
Developer is unwilling or unable to appeal the denial <strong>of</strong> certification, then the Developer<br />
shall ensure that the Project achieves certification to the Gold level under the LEED<br />
Existing Buildings Operations & Maintenance (LEED EBOM) rating system that is<br />
current at the time that the temporary Certificate <strong>of</strong> Occupancy was issued for the Project.<br />
Developer shall ensure that the Project achieves the Gold level LEED EBOM<br />
certification no later than 2 years after the temporary Certificate <strong>of</strong> Occupancy was issued<br />
for the Project.<br />
(c) Transportation Infrastructure Contribution. Developer shall<br />
pay to the <strong>City</strong>, prior to obtaining a building permit for the Project, the sum <strong>of</strong> one<br />
hundred and twenty-five thousand four-hundred and ninety three dollars ($125,493) to be<br />
used by the <strong>City</strong> for transportation infrastructure improvements.<br />
(d) Esplanade Contribution. Developer shall pay to the <strong>City</strong>,<br />
prior to obtaining a building permit for the Project, the sum <strong>of</strong> one hundred and twenty<br />
five thousand dollars ($125,000) to be used by the <strong>City</strong> for the Colorado Esplanade<br />
public improvement project.<br />
(e) Open Space Contribution. Developer shall pay to the <strong>City</strong>,<br />
prior to obtaining a building permit for the Project, the sum <strong>of</strong> two hundred and twentyfive<br />
thousand dollars ($225,000) to be used by the <strong>City</strong> for public open space<br />
improvements.<br />
(f) Big Blue Bus Contribution. Developer shall pay to the<br />
<strong>City</strong>, prior to obtaining a building permit for the Project, the sum <strong>of</strong> twenty five thousand<br />
dollars ($25,000) to be used by the <strong>City</strong> for the Big Blue Bus transportation system.<br />
(g) Historic Preservation Contribution. Prior to obtaining a<br />
building permit for the Project, Developer shall create a separate, interest-bearing trust<br />
fund and make a contribution in the amount <strong>of</strong> twenty five thousand dollars ($25,000).<br />
The monies available in this fund shall be used exclusively for historic preservation<br />
programs for the Downtown area in the <strong>City</strong>. These monies shall be applied for and<br />
distributed in accordance with a process, to be established by the Planning Director,<br />
whereby those entities that are exclusively devoted to historic preservation may make an<br />
application to receive distribution <strong>of</strong> some or all <strong>of</strong> the trust funds.<br />
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(h) Transportation Demand Management (“TDM”) Plan.<br />
Developer shall implement and maintain the following Transportation Demand<br />
Management Plan (“TDM Plan”):<br />
and Residential Elements):<br />
1. Measures Applicable to Entire Project (Commercial<br />
A. Transportation Information Center. The<br />
Developer shall maintain, for the life <strong>of</strong> the Project, a Transportation Information Center<br />
("TIC"). The location <strong>of</strong> the TIC shall be mutually agreed upon by the <strong>City</strong>’s<br />
Transportation Demand Program Manager and the Developer prior to the <strong>City</strong>’s issuance<br />
<strong>of</strong> a certificate <strong>of</strong> occupancy for the Building, and may be relocated from time to time<br />
thereafter upon mutual agreement <strong>of</strong> the Developer (or Developer’s successor in interest)<br />
and the Transportation Demand Program Manager. The TIC shall include information<br />
for employees, visitors and residents about:<br />
• Local public transit services, including current maps, bus lines, light rail<br />
lines, fare information, schedules for public transit routes serving the Project, telephone<br />
numbers and website links for referrals on transportation information, including numbers<br />
for the regional ridesharing agency, vanpool providers, ridematching and local transit<br />
operators, ridesharing promotional material supplied by commuter-oriented organizations<br />
and shuttles; and<br />
• Bicycle facilities, including routes, rental and sales locations, on-site<br />
bicycle facilities, bicycle safety information and the shower facility for the commercial<br />
tenants <strong>of</strong> the Project.<br />
The TIC shall also include a list <strong>of</strong> facilities available for carpoolers, vanpoolers,<br />
bicyclists, transit riders and pedestrians at the site, including locations <strong>of</strong> EV charging<br />
stations, and car share and bike share locations. Walking maps and information about<br />
local services, restaurants, movie theaters and recreational activities within walking<br />
distance <strong>of</strong> the Project shall also be made available. Such transportation information<br />
shall be provided on-site, regardless <strong>of</strong> whether also provided on a website.<br />
B. Unbundled Parking. Developer shall lease<br />
(a) its parking to residential tenants separately from the residential units and (b) its<br />
employee parking to commercial tenants separately from the commercial space. Such<br />
parking shall be leased at market rates established by Developer from time to time.<br />
However, Developer shall <strong>of</strong>fer a parking space for the tenant(s) <strong>of</strong> the affordable units at<br />
no additional cost, and shall provide a $100 rent reduction if the affordable unit tenant(s)<br />
declines a parking space. Developer may, subject to the Planning Director’s approval,<br />
reconfigure the parking spaces and operations from time-to-time in order to facilitate<br />
unbundling <strong>of</strong> parking. Developer shall require in all tenant leases it executes as landlord<br />
that each tenant charge its employees for parking and that all subleases contain this same<br />
provision.<br />
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C. Public Bicycle Parking. Developer shall<br />
provide bicycle parking for public use in the amount <strong>of</strong> seven (7) short-term bicycle<br />
parking spaces for commercial patrons, and six (6) short-term bicycle spaces for resident<br />
visitors (13 total public bike spaces), as shown on the Project Plans.<br />
D. Marketing. Developer shall promote<br />
ridesharing quarterly through newsletters or other communications to tenants, both<br />
residential and commercial. Furthermore, Developer shall hold at least one rideshare<br />
event annually for residential tenants and commercial employees <strong>of</strong> the Project, which<br />
may be provided in conjunction with the contemplated TMA.<br />
E. Transportation Coordinator. Developer<br />
shall designate an existing employee as the “Transportation Coordinator” to be<br />
responsible for implementing, maintaining and monitoring the TDM Plan. Once at least<br />
50% <strong>of</strong> the residential units are occupied, the Transportation Coordinator must dedicate a<br />
minimum <strong>of</strong> fifteen hours per week to overseeing the TDM Plan. The Transportation<br />
Coordinator’s contact information shall be provided to the <strong>City</strong> and updated as necessary.<br />
The Transportation Coordinator shall be responsible for promoting the TDM Plan to<br />
employees and residents, updating information boards/websites, <strong>of</strong>fering carpool and<br />
vanpool matching services and assisting with route planning and will be the point <strong>of</strong><br />
contact for administration <strong>of</strong> the annual survey and TDM Plan report required by this<br />
Agreement, in addition to any other services the Transportation Coordinator may perform<br />
at the Project for Developer. Transportation Coordinator services may be provided<br />
through the TMA contemplated in Section 2(B) below.<br />
Component Only:<br />
2. Measures Applicable to Project's Commercial<br />
A. Target AVR. For employees <strong>of</strong> the<br />
commercial tenants, Developer shall achieve an average vehicle ridership ("AVR") <strong>of</strong> 2.0<br />
by the third year after the <strong>City</strong>’s issuance <strong>of</strong> a certificate <strong>of</strong> occupancy for the Project and<br />
the 2.0 AVR shall continue to be achieved and maintained thereafter. SMMC Chapter<br />
9.16 in force and effect as <strong>of</strong> the Effective Date, shall govern how the AVR is calculated.<br />
Developer will determine its AVR through employee surveys for one consecutive week<br />
each calendar year beginning the first year the commercial component is at least 50%<br />
occupied. Developer shall submit such baseline survey to the <strong>City</strong> at the time <strong>of</strong><br />
submittal <strong>of</strong> its annual compliance report for this Agreement. The <strong>City</strong> shall monitor the<br />
TDM Plan performance as part <strong>of</strong> the <strong>City</strong>’s Periodic Review for the Project. If during<br />
any annual evaluation <strong>of</strong> the Project’s employee trip reduction plan, the AVR<br />
requirement has not been achieved for the Project, then Developer shall propose<br />
modifications to the TDM Plan that Developer considers likely to achieve the AVR<br />
requirement by the date <strong>of</strong> the next annual evaluation <strong>of</strong> the Project’s employee trip<br />
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eduction plan. In addition, the <strong>City</strong>’s Planning Director may recommend feasible<br />
modifications to the TDM Plan. Failure to achieve the AVR performance standard as<br />
provided in this Section (A) will not constitute a Default within the meaning <strong>of</strong> the<br />
Agreement so long as Developer is working cooperatively with the <strong>City</strong> and taking all<br />
feasible steps to achieve compliance. The term “feasible” shall have the meaning given<br />
that term in Section 21061.1 <strong>of</strong> the California Public Resources Code.<br />
For purposes <strong>of</strong> determining AVR, the survey must be conducted in accordance with<br />
Section 9.16.070(d)(2)(1) <strong>of</strong> the Zoning Ordinance except to the extent modified by this<br />
Agreement below: The survey must be taken over five consecutive days during which<br />
the majority <strong>of</strong> employees are scheduled to arrive at or leave the worksite. The days<br />
chosen cannot contain a holiday and cannot occur during ‘Rideshare Week’ or other<br />
‘event’ weeks (i.e., Bicycle Week, Walk to Work Week, Transit Week, etc.). This survey<br />
must have a minimum response rate <strong>of</strong> seventy-five percent <strong>of</strong> employees who report to<br />
or leave work between six a.m. and ten a.m., inclusive, and seventy-five percent <strong>of</strong><br />
employees who report to or leave work between three p.m. and seven p.m., inclusive.<br />
Employers that achieve a ninety percent or better survey response rate for the a.m. or<br />
p.m. window may count the ‘no-survey responses’ as ‘other’ when calculating their<br />
AVR.<br />
The procedure for calculating AVR at a worksite shall be as follows:<br />
i. The AVR calculation shall be based<br />
on data obtained from an employee survey as defined in Section 9.16.070(d)(2) <strong>of</strong> the<br />
Zoning Ordinance, except as provided herein.<br />
ii. AVR shall be calculated by dividing<br />
the number <strong>of</strong> employees who report to or leave the worksite by the number <strong>of</strong> vehicles<br />
arriving at or leaving the worksite during the peak periods. All employees who report to<br />
or leave the worksite that are not accounted for by the employee survey shall be<br />
calculated as one employee per vehicle arriving at or leaving the worksite. Employees<br />
walking, bicycling, telecommuting, using public transit, arriving at the worksite in a zero<br />
emission vehicle, or utilizing other shared ride shuttle services for at least 75% <strong>of</strong> their<br />
commute shall be counted as employees arriving at or leaving the worksite without<br />
vehicles. Employees telecommuting or on their day <strong>of</strong>f under a recognized compressed<br />
work week schedule shall also be counted as employees arriving at or leaving the<br />
worksite without vehicles. Motorcycles shall be counted as vehicles.<br />
iii. A child or student may be calculated<br />
in the AVR as an additional passenger in the carpool/vanpool if the child or student<br />
travels in the car/van to a worksite or school/childcare facility for the majority (at least<br />
fifty-one percent) <strong>of</strong> the total commute.<br />
iv. If two or more employees from<br />
different employers commute in the same vehicle, each employer must account for a<br />
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proportional share <strong>of</strong> the vehicle consistent with the number <strong>of</strong> employees that employer<br />
has in the vehicle.<br />
v. Any employee dropped <strong>of</strong>f at a<br />
worksite shall count as arriving in a carpool/vanpool only if the driver <strong>of</strong> the<br />
carpool/vanpool is continuing on to his/her worksite.<br />
vi. Any employee telecommuting at<br />
home, <strong>of</strong>f-site, or at a telecommuting center for a full work day, eliminating the trip to<br />
work or reducing the total travel distance by at least fifty-one percent shall be calculated<br />
as if the employee arrived at the worksite in no vehicle.<br />
vii. Zero emission vehicles (electric<br />
vehicles) shall be calculated as zero vehicles arriving at the worksite.<br />
Furthermore, the definition <strong>of</strong> AVR contained in SMMC Section 9.16.030, in force and<br />
effect as <strong>of</strong> the Effective Date, shall govern how AVR is calculated. That definition<br />
reads as follows:<br />
“The total number <strong>of</strong> employees who report to or leave the worksite or another jobrelated<br />
activity during the peak periods divided by the number <strong>of</strong> vehicles driven by these<br />
employees over that five-day period. The AVR calculation requires that the five-day<br />
period must represent the five days during which the majority <strong>of</strong> employees are<br />
scheduled to arrive at the worksite. The hours and days chosen must be consecutive. The<br />
averaging period cannot contain a holiday and shall represent a normal situation so that a<br />
projection <strong>of</strong> the average vehicle ridership during the year is obtained.”<br />
B. Transportation Demand Management<br />
Association. The property owner and building tenants shall be required to participate in<br />
the establishment <strong>of</strong> a Transportation Demand Management Association ("TMA") that<br />
may be defined by the <strong>City</strong>. TMAs provide employees, businesses, and visitors <strong>of</strong> an<br />
area with resources to increase the amount <strong>of</strong> trips taken by transit, walking, bicycling<br />
and carpooling. If a TMA is formed in the <strong>City</strong>, Developer shall participate as a full dues<br />
paying member <strong>of</strong> the TMA. Developer shall require in all leases it executes as landlord<br />
for space within the Project that building tenants be required to participate in the TMA<br />
and that all subleases contain this same provision. Developer may elect to provide some<br />
or all <strong>of</strong> the services required by this Section 2.6.2(h) through the TMA, in consultation<br />
with the <strong>City</strong>’s Transportation Demand Program Manager.<br />
C. Employee Transit Subsidy In Lieu <strong>of</strong><br />
Parking. Developer shall require in all tenant leases it executes as landlord that each<br />
tenant <strong>of</strong>fer its employees who do not purchase monthly automobile parking in the<br />
Project a one month long Metro EZ Transit Pass (or equivalent multi-agency monthly<br />
transit pass) at no cost, with such passes provided on-site.<br />
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D. Employee Secure Bicycle Storage.<br />
Developer shall provide secure bicycle parking for commercial employees in the amount<br />
<strong>of</strong> four (4) long-term spaces as shown on the Project Plans. For the purpose <strong>of</strong> this<br />
Section, secure bicycle parking shall mean bicycle lockers, an attended cage, or a secure<br />
parking area. If the secure bicycle storage is not secure individual bicycle lockers,<br />
commercial employee secure bicycle storage shall be provided in an area separate from<br />
the secure bicycle storage for residents.<br />
E. Employee Showers and Locker Facilities.<br />
Two (2) single shower and locker facilities shall be provided for employees <strong>of</strong><br />
commercial uses on site who bicycle or use another active means, powered by human<br />
propulsion, <strong>of</strong> getting to work or who exercise during the work day.<br />
F. Employee Flex-Time Schedule. The<br />
Developer shall require in all commercial leases it executes as landlord for space within<br />
the Project that, when commercially feasible, employers shall permit employees within<br />
the Project to adjust their work hours in order to accommodate public transit schedules,<br />
rideshare arrangements, or <strong>of</strong>f-peak hour commuting.<br />
G. Employee Guaranteed Return Trip. The<br />
Developer shall require in all leases it executes as landlord for space within the Project<br />
that tenants provide employees who rideshare (this includes transit riders, vanpoolers,<br />
walkers, carpool), with a return trip to their point <strong>of</strong> commute origin at no additional<br />
cost to the employee, when a personal emergency situation, such as personal and<br />
family illness or injury, requires it. Developer, or Developer’s successor in interest,<br />
shall be responsible for ensuring this obligation is satisfied. The employee guaranteed<br />
return trip may be provided through the TMA contemplated in Section 2.6.2(h)(2)(B)<br />
above.<br />
Component Only:<br />
3. Measures Applicable to Project's Residential<br />
A. Transit Welcome Package for Residents.<br />
The Developer shall provide new residents <strong>of</strong> the rental housing units <strong>of</strong> the Project with<br />
a Resident Transit Welcome Package (RTWP). One RTWP shall be provided to each<br />
unit upon the commencement <strong>of</strong> a new tenancy. The RTWP at a minimum will include<br />
one voucher good for a Metro EZ Transit Pass or equivalent multi-agency pass valid for<br />
at least the first month <strong>of</strong> the tenant's residency, as well as area bus/rail transit route<br />
information. The RTWP will also inform residents about the Transit Information Center<br />
discussed in Section 1.A above and explain how to access the Transit Information Center.<br />
B. Marketing and Outreach to Downtown<br />
Employers and Employees. Developer shall prepare and implement a marketing and<br />
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outreach plan designed to notify Downtown employers and their employees <strong>of</strong> the<br />
Project's residential component for the purpose <strong>of</strong> encouraging those that work in the<br />
Downtown area to consider residing in the Project. Such plan shall be subject to<br />
reasonable approval by the Planning Director. As residential units become vacant,<br />
Developer shall make reasonable efforts to contact Downtown employers and their<br />
employees for the purpose <strong>of</strong> informing them <strong>of</strong> such vacancies and the opportunity to<br />
live closer to their places <strong>of</strong> employment.<br />
C. Convenient and Secure Bicycle Storage for<br />
Residents. The Developer shall provide a convenient and secure bicycle parking area for<br />
residents <strong>of</strong> the Project in the Subterranean Space as shown on the Project Plans that shall<br />
have sufficient space to accommodate one (1) bicycle for each bedroom at the Project<br />
(with a minimum <strong>of</strong> one (1) space per unit). For the purposes <strong>of</strong> this Section, secure<br />
bicycle parking shall mean bicycle lockers, an attended cage, or a secure parking room.<br />
If the secure bicycle storage is not secure individual bicycle lockers, residential secure<br />
bicycle storage shall be provided in an area separate from the secure bicycle storage for<br />
commercial employees. Furthermore, the Developer shall provide 53 additional bike<br />
racks for residents above vehicular parking spaces in the subterranean garage.<br />
4. Changes to TDM Plan. Subject to the reasonable<br />
approval <strong>of</strong> the <strong>City</strong>’s Planning Director, the Developer may: (a) modify this TDM Plan<br />
provided the TDM Plan, as modified, can be demonstrated as equal or superior in its<br />
effectiveness at mitigating the traffic-generating effects <strong>of</strong> this Project or (b) modify this<br />
TDM Plan to help the Project achieve the applicable AVR standards. The Planning<br />
Director may also propose modifications to the TDM Plan to achieve the applicable AVR<br />
standards. Changes to the TDM Plan in accordance with this Section shall be treated as<br />
Minor Modifications pursuant to Section 2.4.2.<br />
5. New TDM Ordinance. If the <strong>City</strong> adopts a new<br />
ordinance <strong>of</strong> general application that updates or replaces Chapter 9.16 <strong>of</strong> the Zoning<br />
Ordinance and that applies to the geographic area in which the Property is located (“New<br />
TDM Ordinance”), then, subject to the Planning Director’s approval in his or her sole and<br />
absolute discretion, Developer may elect to comply with the new TDM Ordinance in lieu<br />
<strong>of</strong> complying with the TDM Plan outlined in this Agreement.<br />
(i) Electric Vehicle Parking: Developer shall install stub-outs<br />
in the Project for five (5) electric vehicle charging stations for the purpose <strong>of</strong> promoting<br />
electric car usage and reduced vehicular emissions.<br />
(j) Photovoltaic Panels: Developer shall install photovoltaic<br />
solar panels on the ro<strong>of</strong> <strong>of</strong> the Project, as shown on the plans.<br />
(k) Local Hiring Program: Developer shall implement and<br />
monitor the Local Hiring Program as set forth in Exhibit “F.”<br />
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(l) Project Design. As a result <strong>of</strong> this Agreement, there are<br />
enhanced elements <strong>of</strong> the Project design, including an Enhanced Walkway Area as shown<br />
on the Project Plans. Developer shall make the Enhanced Walkway Area accessible to<br />
the public at all times, except between the hours <strong>of</strong> 2:00am through 6:00 am. The public<br />
use <strong>of</strong> that certain area designated on the Project Plans as “Enhanced Walkway” shall be:<br />
(i) consistent with the terms and conditions <strong>of</strong> this Agreement; (ii) solely for pedestrian<br />
access to and passive use <strong>of</strong> the Enhanced Walkway by the public, including walking,<br />
strolling, and similar activity; and (iii) compatible with Developer’s development, use<br />
and enjoyment <strong>of</strong> the Project. No use other than pedestrian access to and passive use <strong>of</strong><br />
the Enhanced Walkway by the public shall be permitted on the Enhanced Walkway.<br />
Notwithstanding the above, Developer may limit public access to the Enhanced Walkway<br />
Area during other hours, but only if the Enhanced Walkway area is utilized for outdoor<br />
dining.<br />
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2.7 Prohibited Activities in the Enhanced Walkway. Nothing in this<br />
Agreement shall give members <strong>of</strong> the public the right, without the prior written consent<br />
<strong>of</strong> Developer, which consent may be conditioned or withheld by Developer in<br />
Developer’s sole discretion, to engage in any other activity on the Enhanced Walkway,<br />
including, without limitation any <strong>of</strong> the following: (i) cooking, dispensing or preparing<br />
food; (ii) selling any item or engaging in the solicitation <strong>of</strong> money, signatures, or other<br />
goods or services; (iii) sleeping or staying overnight; (iv) engaging in political or other<br />
demonstrations; (v) using sound amplifying equipment; or (vi) engaging in any illegal,<br />
dangerous or other activity that Developer reasonably deems to be inconsistent with other<br />
uses in the Project or with the use <strong>of</strong> the Enhanced Walkway by other members <strong>of</strong> the<br />
public for the permitted purposes, such as excessive noise or boisterous activity, bicycle<br />
or skateboard riding skating or similar activity, being intoxicated, having <strong>of</strong>fensive bodily<br />
hygiene, having shopping carts or other wheeled conveyances (except for wheelchairs<br />
and baby strollers/carriages), and Developer shall retain the right to cause persons<br />
engaging in such conduct to be removed from the Project. If any such persons refuse to<br />
leave the Project, they shall be deemed to be trespassing and be subject to arrest in<br />
accordance with applicable law. Developer shall be entitled to establish and post rules<br />
and regulations for use <strong>of</strong> the Enhanced Walkway consistent with the foregoing. Nothing<br />
in this Agreement or in the Project Plans shall be deemed to mean that the Enhanced<br />
Walkway is a public park or is subject to legal requirements applicable to a public park or<br />
other public space. The Enhanced Walkway shall remain the private property <strong>of</strong><br />
Developer with members <strong>of</strong> the public having only a license to occupy and use the<br />
Enhanced Walkway in a manner consistent with this Article 2<br />
2.8 Parking. The number <strong>of</strong> parking spaces provided in the Project shall be<br />
sixty six (66), including up to ten (10) compact parking spaces. This Agreement and the<br />
Project Plans set forth the exclusive <strong>of</strong>f-street parking requirements for the Project and<br />
supersede all other minimum space parking requirements under the Existing Regulations,<br />
including without limitation Part 9.04.10.08 <strong>of</strong> the Zoning Ordinance.<br />
2.9 Design.<br />
2.9.1 Setbacks. Developer shall maintain the setbacks for the Project as<br />
set shown on the Project Plans. In the event that any inconsistencies exist between the<br />
Zoning Ordinance and the setbacks established by this Agreement, then the setbacks<br />
required by this Agreement shall prevail.<br />
2.9.2 Building Height. The maximum height <strong>of</strong> the Building as well as<br />
each floor to ceiling height shall be as set forth on the Project Plans. In the event that any<br />
inconsistencies exist between the Zoning Ordinance and the Building height and/or floor<br />
to ceiling heights allowed by this Agreement, then the Building height and floor to<br />
ceiling heights allowed by this Agreement shall prevail.<br />
2.9.3 Stepbacks. Developer shall maintain the stepbacks for the Project<br />
as set forth on the Project Plans. In the event that any inconsistencies exist between the<br />
Zoning Ordinance and the stepbacks required by this Agreement, then the stepbacks<br />
established by this Agreement shall prevail.<br />
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2.9.4 Permitted Projections. Projections shall be permitted as reflected<br />
on the Project Plans. In the event that any inconsistencies exist between the Zoning<br />
Ordinance and the projections permitted by this Agreement, then the projections<br />
permitted by this Agreement shall prevail.<br />
2.9.5 Signage. The location, size, materials, and color <strong>of</strong> any signage<br />
shall be reviewed by the ARB (or the Planning Commission on appeal) in accordance<br />
with the procedures set forth in Section 6.1 <strong>of</strong> this Agreement. All signs on the Property<br />
shall be subject to Chapter 9.52 <strong>of</strong> the Zoning Ordinance (<strong>Santa</strong> <strong>Monica</strong> Sign Code) in<br />
effect as <strong>of</strong> the Effective Date, a copy <strong>of</strong> which is set forth in its entirety in Exhibit "E".<br />
Directional signs for vehicles shall be located at approaches to driveways as required by<br />
the <strong>City</strong>'s Strategic Transportation Planning Division.<br />
Project Plans.<br />
2.9.6 Balconies. Balconies shall be provided in accordance with the<br />
2.9.7 Open Space. The amount and location <strong>of</strong> Project open space shall<br />
be provided in accordance with the Project Plans.<br />
2.9.8 Floor Area. The amount <strong>of</strong> Floor Area shall be permitted as set<br />
forth in this Agreement and as depicted on the Project Plans. In the event that any<br />
inconsistencies exist between the Zoning Ordinance and the FAR allowed by this<br />
Agreement and as depicted on the Project Plans, then the FAR allowed by this<br />
Agreement and as depicted on the Project Plans shall prevail.<br />
2.10 Contract with <strong>City</strong>. Developer hereby acknowledges that in approving<br />
this Development Agreement for the Project, the <strong>City</strong> is waiving fees and taxes and<br />
modifying development standards otherwise applicable to the Project such as increasing<br />
unit density, reducing parking standards, and other property development standards. In<br />
exchange for such forms <strong>of</strong> assistance from the <strong>City</strong>, which are <strong>of</strong> financial benefit to the<br />
Developer, Developer has entered into this contract with the <strong>City</strong> and agreed to the other<br />
conditions <strong>of</strong> the Development Agreement, including the requirement to provide and<br />
maintain eight (8) affordable units on site for occupancy by income qualified households.<br />
The parties agree and acknowledge that this is a contract providing forms <strong>of</strong> assistance to<br />
the Developer within the meaning <strong>of</strong> Civil Code Section 1954.52(b) and Government<br />
Code Section 65915 et seq.<br />
ARTICLE 3<br />
CONSTRUCTION<br />
3.1 Construction Mitigation Plan. During the construction phase <strong>of</strong> the<br />
Project, Developer shall comply with the Construction Mitigation Plan attached as<br />
Exhibit “H” hereto.<br />
3.2 Construction Hours. Developer shall be permitted to perform construction<br />
between the hours <strong>of</strong> 8:00 a.m. to 6:00 p.m. Monday through Friday, and 9:00 a.m. to<br />
5:00 p.m. Saturday; provided that interior construction work which does not generate<br />
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noise <strong>of</strong> more than thirty (30) decibels beyond the Property line may also be performed<br />
between the hours <strong>of</strong> 7:00 a.m. to 8:00 a.m. and 6:00 p.m. to 7:00 p.m. Monday through<br />
Friday, and 8:00 a.m. to 9:00 a.m. and 5:00 p.m. to 6:00 p.m. Saturday. Notwithstanding<br />
the foregoing, pursuant to SMMC Section 4.12.110(e), Developer has the right to seek a<br />
permit from the <strong>City</strong> authorizing construction activity during the times otherwise<br />
prohibited by this Section. The Parties acknowledge and agree that, among other things,<br />
after hours construction permits can be granted for concrete pours.<br />
3.3 Outside Building Permit Issuance Date. If Developer has not been issued<br />
a building permit for the Project by the “Outside Building Permit Issuance Date” (defined<br />
below), then on the day after the Outside Building Permit Issuance Date, without any<br />
further action by either Party, this Agreement shall automatically terminate and be <strong>of</strong> no<br />
further force or effect. For purposes <strong>of</strong> clarity, if Developer has not been issued a<br />
building permit for the Project by the Outside Building Permit Issuance Date, the <strong>City</strong><br />
shall not be required to pursue its remedies under Section 11.4 <strong>of</strong> this Agreement, and<br />
this Agreement shall, instead, automatically terminate. “Outside Building Permit<br />
Issuance Date” means the date that is the last day <strong>of</strong> the thirty-sixth (36 th ) full calendar<br />
month after the Effective Date; provided that the Outside Building Permit Issuance Date<br />
may be extended by applicable Excusable Delays and otherwise in accordance with the<br />
remainder <strong>of</strong> this paragraph. If the approval by the ARB <strong>of</strong> the Project design does not<br />
occur within four (4) months <strong>of</strong> the submittal by Developer to the ARB <strong>of</strong> the Project<br />
design, then the Outside Building Permit Issuance Date shall be extended one month for<br />
each additional month greater than four that the final ARB approval is delayed. At any<br />
time before the last day <strong>of</strong> the thirty-sixth (36 th ) full calendar month after the Effective<br />
Date (the "Extension Notice Date"), Developer may deliver written notice to the<br />
Planning Director, requesting an extension <strong>of</strong> the Outside Building Permit Issuance Date<br />
for an additional twelve (12) months. The Outside Building Permit Issuance Date may be<br />
administratively extended not more than one (1) time for an additional twelve (12)<br />
months.. The Planning Director may grant such extension if Developer can demonstrate<br />
substantial progress has been made towards obtaining a building permit and show<br />
reasonable cause why Developer will not be able to obtain the building permit for the<br />
Project by the initial Outside Building Permit Issuance Date and can demonstrate that:<br />
(a) the condition <strong>of</strong> the Property will not adversely affect public health or safety and (b)<br />
the continued delay will not create any unreasonable visual or physical detriment to the<br />
neighborhood.<br />
3.4 Construction Period. Construction <strong>of</strong> the Project shall be subject to the<br />
provisions <strong>of</strong> SMMC Section 8.08.070.<br />
3.5 Damage or Destruction. If the Project, or any part there<strong>of</strong>, is damaged or<br />
destroyed during the term <strong>of</strong> this Agreement, Developer shall be entitled to reconstruct<br />
the Project in accordance with this Agreement if: (a) Developer obtains a building permit<br />
for this reconstruction prior to the expiration <strong>of</strong> this Agreement and (b) the Project is<br />
found to be consistent with the <strong>City</strong>’s General Plan in effect at the time <strong>of</strong> obtaining the<br />
building permit.<br />
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ARTICLE 4<br />
PROJECT FEES, EXACTIONS,<br />
AND CONDITIONS<br />
4.1. Fees, Exactions, and Conditions. Except as expressly set forth in Section<br />
2.6.2 (relating to Community Benefits), Section 4.2 (relating to modifications), and<br />
Section 5.2 (relating to Subsequent Code Changes) below, the <strong>City</strong> shall charge and<br />
impose only those fees, exactions,, conditions, and standards <strong>of</strong> construction set forth in<br />
this Agreement, including Exhibits “C”, “D” and “I” attached hereto, and no others. If<br />
any <strong>of</strong> the conditions set forth on Exhibit “D” is satisfied by others, Developer shall be<br />
deemed to have satisfied such measures or conditions.<br />
4.2. Conditions on Modifications. The <strong>City</strong> may impose fees, exactions,<br />
mitigation measures and conditions in connection with its approval <strong>of</strong> Minor or Major<br />
Modifications, provided that all fees, exactions, mitigation measures and conditions shall<br />
be in accordance with any applicable law.<br />
4.3. Implementation <strong>of</strong> Conditions <strong>of</strong> Approval.<br />
4.3.1 Compliance with Conditions <strong>of</strong> Approval. Developer shall be<br />
responsible to adhere to the conditions <strong>of</strong> approval set forth in Exhibit “D” in accordance<br />
with the timelines established in Exhibit "D."<br />
4.3.2 Survival <strong>of</strong> Conditions <strong>of</strong> Approval. If Developer proceeds with<br />
the construction <strong>of</strong> the Project, except as otherwise expressly limited in this Agreement,<br />
the obligations and requirements imposed by the conditions <strong>of</strong> approval set forth in the<br />
attached Exhibit “D” shall survive the expiration <strong>of</strong> the Term <strong>of</strong> this Agreement and shall<br />
remain binding on Developer, its successors and assigns, and shall continue in effect for<br />
the life <strong>of</strong> the Project.<br />
4.3.3 On-Site Affordable Fee Waivers and Reductions. Notwithstanding<br />
the foregoing, the Residential Buildings shall be entitled to all fee waivers and fee<br />
reductions available for projects involving on-site affordable housing under the SMMC<br />
then in effect.<br />
ARTICLE 5<br />
EFFECT OF AGREEMENT ON CITY LAWS AND REGULATIONS<br />
5.1 Development Standards for the Property; Existing Regulations. The<br />
following development standards and restrictions set forth in this Section 5.1 govern the<br />
use and development <strong>of</strong> the Project and shall constitute the Existing Regulations, except<br />
as otherwise expressly required by this Agreement.<br />
forth below:<br />
5.1.1 Defined Terms. The following terms shall have the meanings set<br />
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(a) “Existing Regulations” collectively means all <strong>of</strong> the<br />
following which are in force and effect as <strong>of</strong> the Effective Date: (i) the General Plan<br />
(including, without limitation, the LUCE); (ii) the Bayside District Specific Plan; (iii) the<br />
Zoning Ordinance except as modified herein; (iv) the IZO; (v) any and all ordinances,<br />
rules, regulations, standards, specifications and <strong>of</strong>ficial policies <strong>of</strong> the <strong>City</strong> governing,<br />
regulating or affecting the demolition, grading, design, development, building,<br />
construction, occupancy or use <strong>of</strong> buildings and improvements or any exactions<br />
therefore, except as amended by this Agreement; and (vi) the development standards and<br />
procedures in ARTICLE 2 <strong>of</strong> this Agreement.<br />
(b) “Subsequent Code Changes” collectively means all <strong>of</strong> the<br />
following which are adopted or approved subsequent to the Effective Date, whether such<br />
adoption or approval is by the <strong>City</strong> Council, any department, division, <strong>of</strong>fice, board,<br />
commission or other agency <strong>of</strong> the <strong>City</strong>, by the people <strong>of</strong> the <strong>City</strong> through charter<br />
amendment, referendum, initiative or other ballot measure, or by any other method or<br />
procedure: (i) any amendments, revisions, additions or deletions to the Existing<br />
Regulations; or (ii) new codes, ordinances, rules, regulations, standards, specifications<br />
and <strong>of</strong>ficial policies <strong>of</strong> the <strong>City</strong> governing or affecting the grading, design, development,<br />
construction, occupancy or use <strong>of</strong> buildings or improvements or any exactions therefor.<br />
“Subsequent Code Changes” includes, without limitation, any amendments, revisions or<br />
additions to the Existing Regulations imposing or requiring the payment <strong>of</strong> any fee,<br />
special assessment or tax.<br />
5.1.2 Existing Regulations Govern the Project. Except as provided in<br />
Section 5.2, development <strong>of</strong> the Buildings and improvements that will comprise the<br />
Project, including without limitation, the development standards for the demolition,<br />
grading, design, development, construction, occupancy or use <strong>of</strong> such Buildings and<br />
improvements, and any exactions therefor, shall be governed by the Existing Regulations.<br />
The <strong>City</strong> agrees that this Agreement is consistent with the General Plan, including the<br />
LUCE, and the Bayside District Specific Plan as more fully described in the Recitals.<br />
Any provisions <strong>of</strong> the Existing Regulations inconsistent with the provisions <strong>of</strong> this<br />
Agreement, to the extent <strong>of</strong> such inconsistencies and not further, are hereby deemed<br />
modified to that extent necessary to effectuate the provisions <strong>of</strong> this Agreement. The<br />
Project shall be exempt from: (a) all Discretionary Approvals or review by the <strong>City</strong> or<br />
any agency or body there<strong>of</strong>, other than the matters <strong>of</strong> architectural review by the ARB as<br />
specified in Section 6.1 and review <strong>of</strong> modifications to the Project as expressly set forth<br />
in Sections 2.4.2 and 2.4.3; (b) the application <strong>of</strong> any subsequent local development or<br />
building moratoria, development or building rationing systems or other restrictions on<br />
development which would adversely affect the rate, timing, or phasing <strong>of</strong> construction <strong>of</strong><br />
the Project, and (c) Subsequent Code Changes which are inconsistent with this<br />
Agreement.<br />
5.2 Permitted Subsequent Code Changes.<br />
5.2.1 Applicable Subsequent Code Changes. Notwithstanding the terms<br />
<strong>of</strong> Section 5.1, this Agreement shall not prevent the <strong>City</strong> from applying to the Project the<br />
following Subsequent Code Changes set forth below in this Section 5.2.1.<br />
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(a) Processing fees and charges imposed by the <strong>City</strong> to cover<br />
the estimated actual costs to <strong>City</strong> <strong>of</strong> processing applications for development approvals<br />
including: (i) all application, permit, and processing fees incurred for the processing <strong>of</strong><br />
this Agreement, any administrative approval <strong>of</strong> a Minor Modification, or any amendment<br />
<strong>of</strong> this Agreement in connection with a Major Modification; (ii) all building plan check<br />
and building inspection fees for work on the Property in effect at the time an application<br />
for a grading permit or building permit is applied for; and (iii) the public works plan<br />
check fee and public works inspection fee for public improvements constructed and<br />
installed by Developer and (iv) fees for monitoring compliance with any development<br />
approvals, or any environmental impact mitigation measures; provided that such fees and<br />
charges are uniformly imposed by the <strong>City</strong> at similar stages <strong>of</strong> project development on all<br />
similar applications and for all similar monitoring.<br />
(b) General or special taxes, including, but not limited to,<br />
property taxes, sales taxes, parcel taxes, transient occupancy taxes, business taxes, which<br />
may be applied to the Property or to businesses occupying the Property; provided that (i)<br />
the tax is <strong>of</strong> general applicability <strong>City</strong>-wide and does not burden the Property<br />
disproportionately to other similar developments within the <strong>City</strong>; and (ii) the tax is not a<br />
levy, assessment, fee or tax imposed for the purpose <strong>of</strong> funding public or private<br />
improvements on other property located within the Downtown District (as defined in the<br />
<strong>City</strong>’s General Plan as <strong>of</strong> the Effective Date).<br />
(c) Procedural regulations relating to hearing bodies, petitions,<br />
applications, notices, documentation <strong>of</strong> findings, records, manner in which hearings are<br />
conducted, reports, recommendations, initiation <strong>of</strong> appeals, and any other matters <strong>of</strong><br />
procedure; provided such regulations are uniformly imposed by the <strong>City</strong> on all matters,<br />
do not result in any unreasonable decision-making delays and do not affect the<br />
substantive findings by the <strong>City</strong> in approving this Agreement or as otherwise established<br />
in this Agreement.<br />
(d) Regulations governing construction standards and<br />
specifications which are <strong>of</strong> general application that establish standards for the<br />
construction and installation <strong>of</strong> structures and associated improvements, including,<br />
without limitation, the <strong>City</strong>’s Building Code, Plumbing Code, Mechanical Code,<br />
Electrical Code and Fire Code; provided that such construction standards and<br />
specifications are applied on a <strong>City</strong>-wide basis and do not otherwise limit or impair the<br />
Project approvals granted in this Agreement unless adopted to meet health and safety<br />
concerns.<br />
writing.<br />
(e)<br />
Any <strong>City</strong> regulations to which Developer has consented in<br />
(f) Collection <strong>of</strong> such fees or exactions as are imposed and set<br />
by governmental entities not controlled by <strong>City</strong> but which are required to be collected by<br />
<strong>City</strong>.<br />
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(g) Regulations which do not impair the rights and approvals<br />
granted to Developer under this Agreement. For the purposes <strong>of</strong> this Section 5.2.1(g),<br />
regulations which impair Developer’s rights or approvals include, but are not limited to,<br />
regulations which (i) materially increase the cost <strong>of</strong> the Project (except as provided in<br />
Section 5.2.1(a), (b), and (d) above), or (ii) which would materially delay development <strong>of</strong><br />
the Project or that would cause a material change in the uses <strong>of</strong> the Project as provided in<br />
this Agreement.<br />
(h) Developer acknowledges that the Property is subject to the<br />
Parking Developer Fee adopted by the <strong>City</strong> Council on August 19, 1986 (Resolution No.<br />
7286 (CCS)). Developer further acknowledges that the <strong>City</strong> is currently addressing how<br />
this fee might be revised, updated or restructured (“revised fee”). This Agreement<br />
neither precludes the <strong>City</strong> from imposing the revised fee on Developer nor prevents<br />
Developer from challenging the revised fee if imposed on Developer except Developer<br />
cannot assert that this Agreement serves as a bar to the imposition <strong>of</strong> the revised fee.<br />
5.2.2 New Rules and Regulations. This Agreement shall not be<br />
construed to prevent the <strong>City</strong> from applying new rules, regulations and policies in those<br />
circumstances specified in Government Code Section 65866.<br />
5.2.3 State or Federal Laws. In the event that state or federal laws or<br />
regulations, enacted after the Effective Date, prevent or preclude compliance with one or<br />
more <strong>of</strong> the provisions <strong>of</strong> this Agreement, such provisions <strong>of</strong> this Agreement shall be<br />
modified or suspended as may be necessary to comply with such state or federal laws or<br />
regulations; provided that this Agreement shall remain in full force and effect to the<br />
extent it is not inconsistent with such laws or regulations and to the extent such laws or<br />
regulations do not render such remaining provisions impractical to enforce.<br />
5.3 Common Set <strong>of</strong> Existing Regulations. Prior to the Effective Date, the <strong>City</strong><br />
and Developer shall use reasonable efforts to identify, assemble and copy three identical<br />
sets <strong>of</strong> the Existing Regulations, to be retained by the <strong>City</strong> and Developer, so that if it<br />
becomes necessary in the future to refer to any <strong>of</strong> the Existing Regulations, there will be<br />
a common set <strong>of</strong> the Existing Regulations available to all Parties.<br />
5.4 Conflicting Enactments. Except as provided in Section 5.2 above, any<br />
Subsequent Code Change which would conflict in any way with or be more restrictive<br />
than the Existing Regulations shall not be applied by the <strong>City</strong> to any part <strong>of</strong> the Property.<br />
Developer may, in its sole discretion, give the <strong>City</strong> written notice <strong>of</strong> its election to have<br />
any Subsequent Code Change applied to such portion <strong>of</strong> the Property as it may have an<br />
interest in, in which case such Subsequent Code Change shall be deemed to be an<br />
Existing Regulation ins<strong>of</strong>ar as that portion <strong>of</strong> the Property is concerned. If there is any<br />
conflict or inconsistency between the terms and conditions <strong>of</strong> this Agreement and the<br />
Existing Regulations, the terms and conditions <strong>of</strong> this Agreement shall control.<br />
5.5 Timing <strong>of</strong> Development. The California Supreme Court held in Pardee<br />
Construction Co. v. <strong>City</strong> <strong>of</strong> Camarillo, 37 Cal.3d 465 (1984), that failure <strong>of</strong> the parties in<br />
that case to provide for the timing <strong>of</strong> development resulted in a later adopted initiative<br />
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estricting the timing <strong>of</strong> development to prevail over the parties’ agreement. It is the<br />
intent <strong>of</strong> Developer and the <strong>City</strong> to cure that deficiency by expressly acknowledging and<br />
providing that any Subsequent Code Change that purports to limit over time the rate or<br />
timing <strong>of</strong> development or to alter the sequencing <strong>of</strong> development phases (whether<br />
adopted or imposed by the <strong>City</strong> Council or through the initiative or referendum process)<br />
shall not apply to the Property or the Project and shall not prevail over this Agreement.<br />
In particular, but without limiting any <strong>of</strong> the foregoing, no numerical restriction shall be<br />
placed by the <strong>City</strong> on the amount <strong>of</strong> total square feet or the number <strong>of</strong> buildings,<br />
structures, residential units that can be built each year on the Property except as expressly<br />
provided in this Agreement.<br />
ARTICLE 6<br />
ARCHITECTURAL REVIEW BOARD<br />
6.1 Architectural Review Board Approval. The Project shall be subject to<br />
review and approval or conditional approval by the ARB in accordance with design<br />
review procedures in effect under the Existing Regulations. Consistent with Existing<br />
Regulations, the ARB cannot require modifications to the building design which negates<br />
the fundamental development standards established by this Agreement. For example, the<br />
ARB cannot require reduction in the overall height <strong>of</strong> the buildings, reduction in the<br />
number <strong>of</strong> stories in the buildings, reduction in density, or reduction in floor area greater<br />
than three and a half percent (3.5%). Decisions <strong>of</strong> the ARB are appealable to the<br />
Planning Commission in accordance with the Existing Regulations.<br />
6.2 [Reserved]<br />
ARTICLE 7<br />
CITY TECHNICAL PERMITS<br />
7.1 Definitions. For purposes <strong>of</strong> this Agreement, the following terms shall<br />
have the meanings set forth below:<br />
7.1.1 “Technical <strong>City</strong> Permits” means any Ministerial Approvals,<br />
consents or permits from the <strong>City</strong> or any <strong>of</strong>fice, board, commission, department, division<br />
or agency <strong>of</strong> the <strong>City</strong>, which are necessary for the actual construction <strong>of</strong> the Project or<br />
any portion there<strong>of</strong> in accordance with the Project Plans and this Agreement. Technical<br />
<strong>City</strong> Permits include, without limitation (a) building permits, (b) related mechanical,<br />
electrical, plumbing and other technical permits, (c) demolition, excavation and grading<br />
permits, (d) encroachment permits, and (e) temporary and final certificates <strong>of</strong> occupancy.<br />
7.1.2 “Technical Permit Applications” means any applications<br />
required to be filed by Developer for any Technical <strong>City</strong> Permits.<br />
7.2 Diligent Action by <strong>City</strong>.<br />
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7.2.1 Upon satisfaction <strong>of</strong> the conditions set forth in Section 7.3, the<br />
<strong>City</strong> shall accept the Technical Permit Applications filed by Developer with the <strong>City</strong> and<br />
shall diligently proceed to process such Technical Permit Applications to completion.<br />
7.2.2 Upon satisfaction <strong>of</strong> the conditions set forth in Section 7.3, the<br />
<strong>City</strong> shall diligently issue the Technical <strong>City</strong> Permits which are the subject <strong>of</strong> the<br />
Technical Permit Applications.<br />
7.3 Conditions for Diligent Action by the <strong>City</strong>.<br />
7.3.1 Acceptance and Processing <strong>of</strong> Technical Permit Applications. The<br />
obligation <strong>of</strong> the <strong>City</strong> to accept and diligently process the Technical Permit Applications<br />
which are filed by Developer, and then issue the Technical <strong>City</strong> Permits, is subject to the<br />
satisfaction <strong>of</strong> the following conditions:<br />
(a) Developer shall have completed and filed all Technical<br />
Permit Applications which are required under the administrative procedures and policies<br />
<strong>of</strong> the <strong>City</strong> which are in effect on the date when the Technical Permit Application is filed;<br />
provided that such procedures and policies are uniformly in force and effect throughout<br />
the <strong>City</strong>;<br />
(b) Developer shall have paid all processing and permit fees<br />
established by the <strong>City</strong> in connection with the filing and processing <strong>of</strong> any Technical<br />
Permit Application which are in effect on the date when the Technical Permit Application<br />
is filed; provided that such fees are uniformly in force and effect throughout the <strong>City</strong>; and<br />
(c) If required for the particular Technical Permit Application,<br />
Developer shall have obtained the approval <strong>of</strong> the ARB referred to in Section 6.1. above.<br />
7.3.2 Issuance <strong>of</strong> a Technical <strong>City</strong> Permit. The obligation <strong>of</strong> the <strong>City</strong> to<br />
issue a Technical <strong>City</strong> Permit which is the subject <strong>of</strong> a Technical Permit Application filed<br />
by Developer is subject to the satisfaction <strong>of</strong> the following conditions (and only such<br />
conditions and no others):<br />
(a) Developer shall have complied with all <strong>of</strong> its obligations<br />
under this Agreement which are required to be performed prior to or concurrent with the<br />
issuance <strong>of</strong> the Technical <strong>City</strong> Permits for the proposed Buildings;<br />
(b) Developer shall have received any permits or approvals<br />
from other governmental agencies which are required by law to be issued prior to or<br />
concurrent with the issuance <strong>of</strong> the Technical <strong>City</strong> Permits for the proposed Buildings;<br />
(c) The proposed Buildings conform to the development<br />
standards for such Buildings established in this Agreement. In the event that a proposed<br />
Building is not in conformance with the development standards, Developer shall have the<br />
right to seek any relief from such standards under the procedures then available in the<br />
<strong>City</strong>; and<br />
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(d) The proposed Buildings conform to the Administrative and<br />
Technical Construction Codes <strong>of</strong> the <strong>City</strong> (Article VIII, Chapter 1 <strong>of</strong> the <strong>Santa</strong> <strong>Monica</strong><br />
Municipal Code) (the “Technical Codes”) in effect on the date that the Technical Permit<br />
Application is filed.<br />
7.3.3 New Technical Requirements. From time to time, the <strong>City</strong>’s<br />
Technical Codes are amended to meet new technical requirements related to techniques<br />
<strong>of</strong> building and construction. If the sole means <strong>of</strong> achieving compliance for the Project<br />
with such revisions to the Technical Codes made after the Effective Date (“New<br />
Technical Requirements”) would require an increase from the allowable Building<br />
Height established in this Agreement for the Project, then the Planning Director is hereby<br />
authorized to grant Developer limited relief from the allowable Building Height without<br />
amending this Agreement if the requested relief is in compliance with the <strong>City</strong>’s General<br />
Plan. Any such approval shall be granted only after the Planning Director’s receipt <strong>of</strong> a<br />
written request for such relief from Developer. Developer is required to supply the<br />
Planning Director with written documentation <strong>of</strong> the fact that compliance with the New<br />
Technical Requirements cannot be achieved by some other method. Any such relief shall<br />
only be granted to the extent necessary in the Planning Director’s determination for<br />
Developer to comply with the New Technical Requirements.<br />
7.4 Duration <strong>of</strong> Technical <strong>City</strong> Permits. The duration <strong>of</strong> Technical <strong>City</strong><br />
Permits issued by the <strong>City</strong>, and any extensions <strong>of</strong> the time period during which such<br />
Technical <strong>City</strong> Permits remain valid, shall be established in accordance with the<br />
Technical Codes in effect at the time that the Technical <strong>City</strong> Permits are issued. Subject<br />
to the terms <strong>of</strong> the next sentence, the lapse or expiration <strong>of</strong> a Technical <strong>City</strong> Permit shall<br />
not preclude or impair Developer from subsequently filing another Technical Permit<br />
Application for the same matter during the Term <strong>of</strong> this Agreement, which shall be<br />
processed by the <strong>City</strong> in accordance with the provisions <strong>of</strong> this ARTICLE 7.<br />
Notwithstanding anything to the contrary in this Agreement, if Developer obtains<br />
building permits for the Project and, at any time after the Outside Building Permit<br />
Issuance Date, such building permits expire or are revoked pursuant to the applicable<br />
terms <strong>of</strong> the SMMC (as the same may be amended from time to time), then Developer<br />
may not subsequently apply for new building permits for the Project without first<br />
obtaining the prior written consent <strong>of</strong> the Planning Director, which may be granted or<br />
withheld in the Planning Director’s sole discretion.<br />
7.5 [Reserved]<br />
7.6 [Reserved]<br />
ARTICLE 8<br />
AMENDMENT AND MODIFICATION<br />
8.1 Amendment and Modification <strong>of</strong> Development Agreement. Subject to the<br />
notice and hearing requirements <strong>of</strong> the applicable Development Agreement Statutes, this<br />
Agreement may be modified or amended from time to time only with the written consent<br />
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<strong>of</strong> Developer and the <strong>City</strong> or their successors and assigns in accordance with the<br />
provisions <strong>of</strong> the SMMC and Section 65868 <strong>of</strong> the California Government Code.<br />
ARTICLE 9<br />
TERM<br />
9.1 Effective Date. This Agreement shall be dated, and the obligations <strong>of</strong> the<br />
Parties hereunder shall be effective as <strong>of</strong> the date upon which the ordinance approving<br />
this Agreement becomes effective (the “Effective Date”). The Parties shall execute this<br />
Agreement within ten (10) working days <strong>of</strong> the Effective Date.<br />
9.2 Term.<br />
9.2.1 Term <strong>of</strong> Agreement. The term <strong>of</strong> this Agreement shall commence<br />
on the Effective Date and shall continue for ten (10) years thereafter (the “Term”), unless<br />
the Term is otherwise terminated pursuant to Section 11.4, after the satisfaction <strong>of</strong> all<br />
applicable public hearing and related procedural requirements or pursuant to Section 3.3.<br />
9.2.2 Termination Certificate. Upon termination <strong>of</strong> this Agreement, the<br />
Parties hereto shall execute an appropriate certificate <strong>of</strong> termination in recordable form (a<br />
“Termination Certificate”), which shall be recorded in the <strong>of</strong>ficial records <strong>of</strong> Los<br />
Angeles County.<br />
9.2.3 Effect <strong>of</strong> Termination. Except as expressly provided herein (e.g.,<br />
Section 4.3.2 ), none <strong>of</strong> the parties' respective rights and obligations under this<br />
Agreement shall survive the Term.<br />
ARTICLE 10<br />
PERIODIC REVIEW OF COMPLIANCE<br />
10.1 <strong>City</strong> Review. The <strong>City</strong> shall review compliance with this Development<br />
Agreement once each year, on or before March 31 st (each, a “Periodic Review”), in<br />
accordance with this ARTICLE 10 in order to determine whether or not Developer is out<strong>of</strong>-compliance<br />
with any specific term or provision <strong>of</strong> this Agreement.<br />
10.2 Evidence <strong>of</strong> Good Faith Compliance. On or before October 1 st <strong>of</strong> each<br />
year, Developer shall deliver to the <strong>City</strong> a written report demonstrating that Developer<br />
has been in good faith compliance with this Agreement during the twelve (12) month<br />
period prior to the anniversary <strong>of</strong> the Effective Date. The written report shall be provided<br />
in the form established by the <strong>City</strong>. For purposes <strong>of</strong> this Agreement, the phrase “good<br />
faith compliance” shall mean the following: (a) compliance by Developer with the<br />
requirements <strong>of</strong> the Existing Regulations, except as otherwise modified by this<br />
Agreement; and (b) compliance by Developer with the terms and conditions <strong>of</strong> this<br />
Agreement, subject to the existence <strong>of</strong> any specified Excusable Delays (as defined in<br />
Section 15.8 below) which prevented or delayed the timely performance by Developer <strong>of</strong><br />
any <strong>of</strong> its obligations under this Agreement.<br />
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10.3 Information to be Provided to Developer. Prior to any public hearing<br />
concerning the Periodic Review <strong>of</strong> this Agreement, the <strong>City</strong> shall deliver to Developer a<br />
copy <strong>of</strong> all staff reports prepared in connection with a Periodic Review, written<br />
comments from the public and, to the extent practical, all related exhibits concerning<br />
such Periodic Review. If the <strong>City</strong> delivers to Developer a Notice <strong>of</strong> Breach pursuant to<br />
Section 11.1 below, the <strong>City</strong> shall concurrently deliver to Developer a copy <strong>of</strong> all staff<br />
reports prepared in connection with such Notice <strong>of</strong> Breach, all written comments from the<br />
public and all related exhibits concerning such Notice <strong>of</strong> Breach.<br />
10.4 Notice <strong>of</strong> Breach; Cure Rights. If during any Periodic Review, the <strong>City</strong><br />
reasonably concludes on the basis <strong>of</strong> substantial evidence that Developer has not<br />
demonstrated that it is in good faith compliance with this Agreement, then the <strong>City</strong> may<br />
issue and deliver to Developer a written Notice <strong>of</strong> Breach pursuant to Section 11.1 below,<br />
and Developer shall have the opportunity to cure the default identified in the Notice <strong>of</strong><br />
Breach during the cure periods and in the manner provided by Section 11.2 and Section<br />
11.3, as applicable.<br />
10.5 Failure <strong>of</strong> Periodic Review. The <strong>City</strong>’s failure to review at least annually<br />
compliance by Developer with the terms and conditions <strong>of</strong> this Agreement shall not<br />
constitute or be asserted by any Party as a breach by any other Party <strong>of</strong> this Agreement.<br />
10.6 Termination <strong>of</strong> Development Agreement. If Developer fails to timely cure<br />
any item(s) <strong>of</strong> non-compliance set forth in a Notice <strong>of</strong> Default, then the <strong>City</strong> shall have<br />
the right but not the obligation to initiate proceedings for the purpose <strong>of</strong> terminating this<br />
Agreement pursuant to Section 11.4 below.<br />
10.7 <strong>City</strong> Cost Recovery. Following completion <strong>of</strong> each Periodic Review,<br />
Developer shall reimburse the <strong>City</strong> for its actual and reasonable costs incurred in<br />
connection with such review.<br />
11.1 Notice and Cure.<br />
ARTICLE 11<br />
DEFAULT<br />
11.1.1 Breach. If either Party fails to substantially to perform any term,<br />
covenant or condition <strong>of</strong> this Agreement which is required on its part to be performed (a<br />
“Breach”), the non-defaulting Party shall have those rights and remedies provided in this<br />
Agreement; provided that such non-defaulting Party has first sent a written notice <strong>of</strong><br />
Breach (a “Notice <strong>of</strong> Breach”), in the manner required by Section 15.1, specifying the<br />
precise nature <strong>of</strong> the alleged Breach (including references to pertinent Sections <strong>of</strong> this<br />
Agreement and the Existing Regulations or Subsequent Code Changes alleged to have<br />
been breached), and the manner in which the alleged Breach may satisfactorily be cured.<br />
If the <strong>City</strong> alleges a Breach by Developer, the <strong>City</strong> shall also deliver a copy <strong>of</strong> the Notice<br />
<strong>of</strong> Breach to any Secured Lender <strong>of</strong> Developer which has delivered a Request for Notice<br />
to the <strong>City</strong> in accordance with ARTICLE 12.<br />
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11.1.2 Monetary Breach. In the case <strong>of</strong> a monetary Breach by Developer,<br />
Developer shall promptly commence to cure the identified Breach and shall complete the<br />
cure <strong>of</strong> such Breach within thirty (30) business days after receipt by Developer <strong>of</strong> the<br />
Notice <strong>of</strong> Breach; provided that if such monetary Breach is the result <strong>of</strong> an Excusable<br />
Delay or the cure <strong>of</strong> the same is delayed as a result <strong>of</strong> an Excusable Delay, Developer<br />
shall deliver to the <strong>City</strong> reasonable evidence <strong>of</strong> the Excusable Delay.<br />
11.1.3 Non-Monetary Breach. In the case <strong>of</strong> a non-monetary Breach by<br />
either Party, the alleged defaulting Party shall promptly commence to cure the identified<br />
Breach and shall diligently prosecute such cure to completion; provided that the<br />
defaulting Party shall complete such cure within thirty (30) days after receipt <strong>of</strong> the<br />
Notice <strong>of</strong> Breach or provide evidence <strong>of</strong> Excusable Delay that prevents or delays the<br />
completion <strong>of</strong> such cure. The thirty (30) day cure period for a non-monetary Breach shall<br />
be extended as is reasonably necessary to remedy such Breach; provided that the alleged<br />
defaulting Party commences such cure promptly after receiving the Notice <strong>of</strong> Breach and<br />
continuously and diligently pursues such remedy at all times until such Breach is cured.<br />
11.1.4 Excusable Delay. Notwithstanding anything to the contrary<br />
contained in this Agreement, the <strong>City</strong>’s exercise <strong>of</strong> any <strong>of</strong> its rights or remedies under this<br />
ARTICLE 11 shall be subject to the provisions regarding Excusable Delay in<br />
Section 15.8 below.<br />
11.2 Remedies for Monetary Default. If there is a Breach by Developer in the<br />
performance <strong>of</strong> any <strong>of</strong> its monetary obligations under this Agreement which remains<br />
uncured (a) thirty (30) business days after receipt by Developer <strong>of</strong> a Notice <strong>of</strong> Breach<br />
from the <strong>City</strong> and (b) after expiration <strong>of</strong> Secured Lender’s Cure Period under Section<br />
12.1 (if a Secured Lender <strong>of</strong> Developer has delivered a Request for Notice to the <strong>City</strong> in<br />
accordance with Section 12.1), then an “Event <strong>of</strong> Monetary Default” shall have<br />
occurred by Developer and the <strong>City</strong> shall have available any right or remedy provided in<br />
this Agreement, at law or in equity. All <strong>of</strong> said remedies shall be cumulative and not<br />
exclusive <strong>of</strong> one another, and the exercise <strong>of</strong> any one or more <strong>of</strong> said remedies shall not<br />
constitute a waiver or election in respect to any other available remedy.<br />
11.3 Remedies for Non-Monetary Default.<br />
11.3.1 Remedies <strong>of</strong> Parties. If any Party receives a Notice <strong>of</strong> Breach from<br />
the other Party regarding a non-monetary Breach, and the non-monetary Breach remains<br />
uncured: (a) after expiration <strong>of</strong> all applicable notice and cure periods, and (b) in the case<br />
<strong>of</strong> a Breach by Developer, after the expiration <strong>of</strong> Secured Lender’s Cure Period under<br />
Section 12.1 (if a Secured Lender <strong>of</strong> Developer has delivered a Request for Notice to the<br />
<strong>City</strong> in accordance with Section 12.1), then an “Event <strong>of</strong> Non-Monetary Default” shall<br />
have occurred and the non-defaulting Party shall have available any right or remedy<br />
provided in this Agreement, or provided at law or in equity except as prohibited by this<br />
Agreement. All <strong>of</strong> said remedies shall be cumulative and not exclusive <strong>of</strong> one another,<br />
and the exercise <strong>of</strong> any one or more <strong>of</strong> said remedies shall not constitute a waiver or<br />
election in respect to any other available remedy.<br />
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11.3.2 Specific Performance. The <strong>City</strong> and Developer acknowledge that<br />
monetary damages and remedies at law generally are inadequate and that specific<br />
performance is an appropriate remedy for the enforcement <strong>of</strong> this Agreement. Therefore,<br />
unless otherwise expressly provided herein, the remedy <strong>of</strong> specific performance shall be<br />
available to the non-defaulting party if the other Party causes an Event <strong>of</strong> Non-Monetary<br />
Default to occur.<br />
11.3.3 Writ <strong>of</strong> Mandate. The <strong>City</strong> and Developer hereby stipulate that<br />
Developer shall be entitled to obtain relief in the form <strong>of</strong> a writ <strong>of</strong> mandate in accordance<br />
with Code <strong>of</strong> Civil Procedure Section 1085 or Section 1094.5, as appropriate, to remedy<br />
any Event <strong>of</strong> Non-Monetary Default by the <strong>City</strong> <strong>of</strong> its obligations and duties under this<br />
Agreement. Nothing in this Section 11.3.3, however, is intended to alter the evidentiary<br />
standard or the standard <strong>of</strong> review applicable to any action <strong>of</strong>, or approval by, the <strong>City</strong><br />
pursuant to this Agreement or with respect to the Project.<br />
11.3.4 No Damages Relief Against <strong>City</strong>. It is acknowledged by<br />
Developer that the <strong>City</strong> would not have entered into this Agreement if the <strong>City</strong> were to be<br />
liable in damages under or with respect to this Agreement or the application there<strong>of</strong>.<br />
Consequently, and except for the payment <strong>of</strong> attorneys’ fees and court costs, the <strong>City</strong><br />
shall not be liable in damages to Developer and Developer covenants on behalf <strong>of</strong> itself<br />
and its successors in interest not to sue for or claim any damages:<br />
(a)<br />
for any default under this Agreement;<br />
(b) for the regulatory taking, impairment or restriction <strong>of</strong> any<br />
right or interest conveyed or provided hereunder or pursuant hereto; or<br />
(c) arising out <strong>of</strong> or connected with any dispute, controversy or<br />
issue regarding the application or interpretation or effect <strong>of</strong> the provisions <strong>of</strong> this<br />
Agreement.<br />
The <strong>City</strong> and Developer agree that the provisions <strong>of</strong> this Section<br />
11.3.4 do not apply for damages which:<br />
(a)<br />
do not arise under this Agreement;<br />
(b) are not with respect to any right or interest conveyed or<br />
provided under this Agreement or pursuant to this Agreement; or<br />
(c) do not arise out <strong>of</strong> or which are not connected to any<br />
dispute, controversy, or issue regarding the application, interpretation, or effect <strong>of</strong> the<br />
provisions <strong>of</strong> this Agreement or the application <strong>of</strong> any <strong>City</strong> rules, regulations, or <strong>of</strong>ficial<br />
policies.<br />
11.3.5 Enforcement by the <strong>City</strong>. The <strong>City</strong>, at its discretion, shall be<br />
entitled to apply the remedies set forth in Chapters 1.09 and 1.10 <strong>of</strong> the SMMC as the<br />
same may be amended from time to time and shall follow the notice procedures <strong>of</strong><br />
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Chapter 1.09 and 1.10 respectively in lieu <strong>of</strong> Section 11.1 <strong>of</strong> this Agreement if these<br />
remedies are applied.<br />
11.3.6 No Damages Against Developer. It is acknowledged by the <strong>City</strong><br />
that Developer would not have entered into this Agreement if Developer were to be liable<br />
in damages in connection with any non-monetary default hereunder. Consequently, and<br />
except for the payment <strong>of</strong> attorneys’ fees and court costs, Developer shall not be liable in<br />
damages to the <strong>City</strong> for any nonmonetary default and the <strong>City</strong> covenants on behalf <strong>of</strong><br />
itself not to sue for or claim any damages:<br />
(a)<br />
for any non-monetary default hereunder or;<br />
(b) arising out <strong>of</strong> or connected with any dispute, controversy or<br />
issue regarding the application or interpretation or effect <strong>of</strong> the provisions <strong>of</strong> this<br />
Agreement.<br />
The <strong>City</strong> and Developer agree that the provisions <strong>of</strong> this Section<br />
11.3.6 do not apply for damages which:<br />
(a)<br />
are for a monetary default; or<br />
(b) do not arise out <strong>of</strong> or which are not connected with any<br />
dispute, controversy or issue regarding the application, interpretation, or effect <strong>of</strong> the<br />
provisions <strong>of</strong> this Agreement to or the application <strong>of</strong>, any <strong>City</strong> rules, regulations, or<br />
<strong>of</strong>ficial policies.<br />
11.3.7 No Other Limitations. Except as expressly set forth in this Section<br />
11.3, the provisions <strong>of</strong> this Section 11.3 shall not otherwise limit any other rights,<br />
remedies, or causes <strong>of</strong> action that either the <strong>City</strong> or Developer may have at law or equity<br />
after the occurrence <strong>of</strong> any Event <strong>of</strong> Non-Monetary Default.<br />
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11.4 Modification or Termination <strong>of</strong> Agreement by <strong>City</strong>.<br />
11.4.1 Default by Developer. If Developer causes either an Event <strong>of</strong><br />
Monetary Default or an Event <strong>of</strong> Non-Monetary Default, then the <strong>City</strong> may commence<br />
proceedings to modify or terminate this Agreement pursuant to this Section 11.4.<br />
11.4.2 Procedure for Modification or Termination. The procedures for<br />
modification or termination <strong>of</strong> this Agreement by the <strong>City</strong> for the grounds set forth in<br />
Section 11.4.1 are as follows:<br />
(a) The <strong>City</strong> shall provide a written notice to Developer (and to<br />
any Secured Lender <strong>of</strong> Developer which has delivered a Request for Notice to the <strong>City</strong> in<br />
accordance <strong>of</strong> Section 12.1) <strong>of</strong> its intention to modify or terminate this Agreement unless<br />
Developer (or the Secured Lender) cures or corrects the acts or omissions that constitute<br />
the basis <strong>of</strong> such determinations by the <strong>City</strong> (a “Hearing Notice”). The Hearing Notice<br />
shall be delivered by the <strong>City</strong> to Developer in accordance with Section 15.1 and shall<br />
contain the time and place <strong>of</strong> a public hearing to be held by the <strong>City</strong> Council on the<br />
determination <strong>of</strong> the <strong>City</strong> to proceed with modification or termination <strong>of</strong> this Agreement.<br />
The public hearing shall not be held earlier than: (i) thirty-one (31) days after delivery <strong>of</strong><br />
the Hearing Notice to Developer or (ii) if a Secured Lender has delivered a Request for<br />
Notice in accordance with Section 12.1, the day following the expiration <strong>of</strong> the “Secured<br />
Lender Cure Period” (as defined in Section 12.1.3).<br />
(b) If, following the conclusion <strong>of</strong> the public hearing, the <strong>City</strong><br />
Council: (i) determines that an Event <strong>of</strong> Non-Monetary Default has occurred or the<br />
Developer has not been in good faith compliance with this Agreement pursuant to<br />
Section 10.1, as applicable and (ii) further determines that Developer (or the Secured<br />
Lender, if applicable) has not cured (within the applicable cure periods) the acts or<br />
omissions that constitute the basis <strong>of</strong> the determination under clause (i) above or if those<br />
acts or omissions could not be reasonably remedied prior to the public hearing that<br />
Developer (or the Secured Lender) has not in good faith commenced to cure or correct<br />
such acts or omissions prior to the public hearing or is not diligently and continuously<br />
proceeding therewith to completion, then upon making such conclusions, the <strong>City</strong><br />
Council may modify or terminate this Agreement. The <strong>City</strong> cannot unilaterally modify<br />
the provisions <strong>of</strong> this Agreement pursuant to this Section 11.4. Any such modification<br />
requires the written consent <strong>of</strong> Developer. If the <strong>City</strong> Council does not terminate this<br />
Agreement, but proposes a modification to this Agreement as a result <strong>of</strong> the public<br />
hearing and Developer does not (within five (5) days <strong>of</strong> receipt) execute and deliver to<br />
the <strong>City</strong> the form <strong>of</strong> modification <strong>of</strong> this Agreement submitted to Developer by the <strong>City</strong>,<br />
then the <strong>City</strong> Council may elect to terminate this Agreement at any time after the sixth<br />
day after Developer’s receipt <strong>of</strong> such proposed modification.<br />
11.5 Cessation <strong>of</strong> Rights and Obligations. If this Agreement is terminated by<br />
the <strong>City</strong> pursuant to and in accordance with Section 11.4, the rights, duties and<br />
obligations <strong>of</strong> the Parties under this Agreement shall cease as <strong>of</strong> the date <strong>of</strong> such<br />
termination, except only for those rights and obligations that expressly survive the<br />
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termination <strong>of</strong> this Agreement. In such event, any and all benefits, including money<br />
received by the <strong>City</strong> prior to the date <strong>of</strong> termination, shall be retained by the <strong>City</strong>.<br />
11.6 Completion <strong>of</strong> Improvements. Notwithstanding the provisions <strong>of</strong><br />
Sections 11.2, 11.3, 11.4, and 11.5, if prior to termination <strong>of</strong> this Agreement, Developer<br />
has performed substantial work and incurred substantial liabilities in good faith reliance<br />
upon a building permit issued by the <strong>City</strong>, then Developer shall have acquired a vested<br />
right to complete construction <strong>of</strong> the Buildings in accordance with the terms <strong>of</strong> the<br />
building permit and occupy or use each such Building upon completion for the uses<br />
permitted for that Building as provided in this Agreement. Any Building completed or<br />
occupied pursuant to this Section 11.6 shall be considered legal non-conforming subject<br />
to all <strong>City</strong> ordinances standards and policies as they then exist governing legal nonconforming<br />
buildings and uses unless the Building otherwise complies with the property<br />
development standards for the district in which it is located and the use is otherwise<br />
permitted or conditionally permitted in the district.<br />
ARTICLE 12<br />
MORTGAGEES<br />
12.1 Encumbrances on the Property. This Agreement shall not prevent or limit<br />
Developer (in its sole discretion), from encumbering the Property (in any manner) or any<br />
portion there<strong>of</strong> or any improvement thereon by any mortgage, deed <strong>of</strong> trust, assignment<br />
<strong>of</strong> rents or other security device securing financing with respect to the Property (a<br />
“Mortgage”). Each mortgagee <strong>of</strong> a mortgage or a beneficiary <strong>of</strong> a deed <strong>of</strong> trust (each, a<br />
“Secured Lender”) on the Property shall be entitled to the rights and privileges set forth<br />
in this ARTICLE 12. Any Secured Lender may require from the <strong>City</strong> certain<br />
interpretations <strong>of</strong> this Agreement. The <strong>City</strong> shall from time to time, upon request made<br />
by Developer, meet with Developer and representatives <strong>of</strong> each <strong>of</strong> its Secured Lenders to<br />
negotiate in good faith any Secured Lender’s request for interpretation <strong>of</strong> any part <strong>of</strong> this<br />
Agreement. The <strong>City</strong> will not unreasonably withhold, condition or delay the delivery to a<br />
Secured Lender <strong>of</strong> the <strong>City</strong>’s written response to any such requested interpretation.<br />
12.1.1 Mortgage Not Rendered Invalid. Except as provided in Section<br />
12.1.2, neither entering into this Agreement nor a Breach <strong>of</strong> this Agreement, nor any<br />
Event <strong>of</strong> Monetary Default nor any Event <strong>of</strong> Non-Monetary Default shall defeat, render<br />
invalid, diminish, or impair the lien <strong>of</strong> any Mortgage made in good faith and for value.<br />
12.1.2 Priority <strong>of</strong> Agreement. This Agreement shall be superior and<br />
senior to the lien <strong>of</strong> any Mortgage. Any acquisition or acceptance <strong>of</strong> title or any right or<br />
interest in or with respect to the Property or any portion there<strong>of</strong> by a Secured Lender or<br />
its successor in interest (whether pursuant to foreclosure, trustee’s sale, deed in lieu <strong>of</strong><br />
foreclosure, lease termination or otherwise) shall be subject to all <strong>of</strong> the terms and<br />
conditions <strong>of</strong> this Agreement.<br />
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12.1.3 Right <strong>of</strong> Secured Lender to Cure Default.<br />
(a) A Secured Lender may give notice to the <strong>City</strong>, specifying<br />
the name and address <strong>of</strong> such Secured Lender and attaching thereto a true and complete<br />
copy <strong>of</strong> the Mortgage held by such Secured Lender, specifying the portion <strong>of</strong> the<br />
Property that is encumbered by the Secured Lender’s lien (a “Request for Notice”). If<br />
the Request for Notice has been given, at the same time the <strong>City</strong> sends to Developer any<br />
Notice <strong>of</strong> Breach or Hearing Notice under this Agreement, then if such Notice <strong>of</strong> Breach<br />
or Hearing Notice affects the portion <strong>of</strong> the Property encumbered by the Secured<br />
Lender’s lien, the <strong>City</strong> shall send to such Secured Lender a copy <strong>of</strong> each such Notice <strong>of</strong><br />
Breach and each such Hearing Notice from the <strong>City</strong> to Developer. The copy <strong>of</strong> the<br />
Notice <strong>of</strong> Breach or the Hearing Notice sent to the Secured Lender pursuant to this<br />
Section 12.1.3(a) shall be addressed to such Secured Lender at its address last furnished<br />
to the <strong>City</strong>. The period within which a Secured Lender may cure a particular Event <strong>of</strong><br />
Monetary Default or Event <strong>of</strong> Non-Monetary Default shall not commence until the <strong>City</strong><br />
has sent to the Secured Lender such copy <strong>of</strong> the applicable Notice <strong>of</strong> Breach or Hearing<br />
Notice.<br />
(b) After a Secured Lender has received a copy <strong>of</strong> such Notice<br />
<strong>of</strong> Default or Hearing Notice, such Secured Lender shall thereafter have a period <strong>of</strong> time<br />
(in addition to any notice and/or cure period afforded to Developer under this Agreement)<br />
equal to: (a) ten (10) business days in the case <strong>of</strong> any Event <strong>of</strong> Monetary Default and (b)<br />
thirty (30) days in the case <strong>of</strong> any Event <strong>of</strong> Non-Monetary Default, during which period<br />
the Secured Lender may provide a remedy or cure <strong>of</strong> the applicable Event <strong>of</strong> Monetary<br />
Default or may provide a remedy or cure <strong>of</strong> the applicable Event <strong>of</strong> Non-Monetary<br />
Default; provided that if the cure <strong>of</strong> the Event <strong>of</strong> Non-Monetary Default cannot<br />
reasonably be completed within thirty days, Secured Lender may, within such 30-day<br />
period, commence to cure the same and thereafter diligently prosecute such cure to<br />
completion (a “Secured Lender’s Cure Period”). If Developer has caused an Event <strong>of</strong><br />
Monetary Default or an Event <strong>of</strong> Non-Monetary Default, then each Secured Lender shall<br />
have the right to remedy such Event <strong>of</strong> Monetary Default or an Event <strong>of</strong> Non-Monetary<br />
Default, as applicable, or to cause the same to be remedied prior to the conclusion <strong>of</strong> the<br />
Secured Lender’s Cure Period and otherwise as herein provided. The <strong>City</strong> shall accept<br />
performance by any Secured Lender <strong>of</strong> any covenant, condition, or agreement on<br />
Developer’s part to be performed hereunder with the same force and effect as though<br />
performed by Developer.<br />
(c) The period <strong>of</strong> time given to the Secured Lender to cure any<br />
Event <strong>of</strong> Monetary Default or an Event <strong>of</strong> Non-Monetary Default by Developer which<br />
reasonably requires that said Secured Lender be in possession <strong>of</strong> the Property to do so,<br />
shall be deemed extended to include the period <strong>of</strong> time reasonably required by said<br />
Secured Lender to obtain such possession (by foreclosure, the appointment <strong>of</strong> a receiver<br />
or otherwise) promptly and with due diligence; provided that during such period all other<br />
obligations <strong>of</strong> Developer under this Agreement, including, without limitation, payment <strong>of</strong><br />
all amounts due, are being duly and promptly performed.<br />
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12.1.4 Secured Lender Not Obligated Under this Agreement.<br />
(a) No Secured Lender shall have any obligation or duty under<br />
this Agreement to perform the obligations <strong>of</strong> Developer’s or the affirmative covenants <strong>of</strong><br />
Developer’s hereunder or to guarantee such performance unless and until such time as a<br />
Secured Lender takes possession or becomes the owner <strong>of</strong> the estate covered by its<br />
Mortgage. If the Secured Lender takes possession or becomes the owner <strong>of</strong> any portion<br />
<strong>of</strong> the Property, then from and after that date, the Secured Lender shall be obligated to<br />
comply with all provisions <strong>of</strong> this Agreement; provided that the Secured Lender shall not<br />
be responsible to the <strong>City</strong> for any unpaid monetary obligations <strong>of</strong> Developer that accrued<br />
prior to the date the Secured Lender became the fee owner <strong>of</strong> the Property.<br />
(b) Nothing in Section 12.1.4(a) is intended, nor should be<br />
construed or applied, to limit or restrict in any way the <strong>City</strong>’s authority to terminate this<br />
Agreement, as against any Secured Lender as well as against Developer if any curable<br />
Event <strong>of</strong> Monetary Default or an Event <strong>of</strong> Non-Monetary Default is not completely cured<br />
within the Secured Lender’s Cure Period.<br />
13.1 Transfers and Assignments.<br />
ARTICLE 13<br />
TRANSFERS AND ASSIGNMENTS<br />
13.1.1 Not Severable from Ownership Interest in Property. This<br />
Agreement shall not be severable from Developer’s interest in the Property and any<br />
transfer <strong>of</strong> the Property or any portion there<strong>of</strong> shall automatically operate to transfer the<br />
benefits and burdens <strong>of</strong> this Agreement with respect to the transferred Property or<br />
transferred portions, as applicable.<br />
13.1.2 Transfer Rights. Developer may freely sell, transfer, exchange,<br />
hypothecate, encumber or otherwise dispose <strong>of</strong> its interest in the Property, without the<br />
consent <strong>of</strong> the <strong>City</strong>. Developer shall, however, give written notice to the <strong>City</strong>, in<br />
accordance with Section 15.1, <strong>of</strong> any transfer <strong>of</strong> the Property, disclosing in such notice<br />
(a) the identity <strong>of</strong> the transferee <strong>of</strong> the Property (the “Property Transferee”) and (b) the<br />
address <strong>of</strong> the Property Transferee as applicable.<br />
13.2 Release Upon Transfer. Upon the sale, transfer, exchange or<br />
hypothecation <strong>of</strong> the rights and interests <strong>of</strong> Developer to the Property, Developer shall be<br />
released from its obligations under this Agreement to the extent <strong>of</strong> such sale, transfer or<br />
exchange with respect to the Property if : (a) Developer has provided written notice <strong>of</strong><br />
such transfer to <strong>City</strong>; and (b) the Property Transferee executes and delivers to <strong>City</strong> a<br />
written agreement in which the Property Transferee expressly and unconditionally<br />
assumes all <strong>of</strong> the obligations <strong>of</strong> Developer under this Agreement with respect to the<br />
Property in the form <strong>of</strong> Exhibit "I" attached hereto (the “Assumption Agreement”).<br />
Upon such transfer <strong>of</strong> the Property and the express assumption <strong>of</strong> Developer’s obligations<br />
under this Agreement by the transferee, the <strong>City</strong> agrees to look solely to the transferee for<br />
compliance with the provisions <strong>of</strong> this Agreement. Any such transferee shall be entitled<br />
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to the benefits <strong>of</strong> this Agreement as “Developer” hereunder and shall be subject to the<br />
obligations <strong>of</strong> this Agreement. Failure to deliver a written Assumption Agreement<br />
hereunder shall not affect the transfer <strong>of</strong> the benefits and burdens as provided in Section<br />
13.1, provided that the transferor shall not be released from its obligations hereunder<br />
unless and until the executed Assumption Agreement is delivered to the <strong>City</strong>.<br />
ARTICLE 14<br />
INDEMNITY TO CITY<br />
14.1 Indemnity. Developer agrees to and shall defend, indemnify and hold<br />
harmless the <strong>City</strong>, its <strong>City</strong> Council, boards and commissions, <strong>of</strong>ficers, agents, employees,<br />
volunteers and other representatives (collectively referred to as “<strong>City</strong> Indemnified<br />
Parties”) from and against any and all loss, liability, damages, cost, expense, claims,<br />
demands, suits, attorney’s fees and judgments (collectively referred to as “Damages”),<br />
including but not limited to claims for damage for personal injury (including death) and<br />
claims for property damage arising directly or indirectly from the following: (1) for any<br />
act or omission <strong>of</strong> Developer or those <strong>of</strong> its <strong>of</strong>ficers, board members, agents, employees,<br />
volunteers, contractors, subcontractors or other persons acting on its behalf (collectively<br />
referred to as the “Developer Parties”) which occurs during the Term and relates to this<br />
Agreement; (2) for any act or omission related to the operations <strong>of</strong> Developer Parties,<br />
including but not limited to the maintenance and operation <strong>of</strong> areas on the Property<br />
accessible to the public. Developer’s obligation to defend, indemnify and hold harmless<br />
applies to all actions and omissions <strong>of</strong> Developer Parties as described above caused or<br />
alleged to have been caused in connection with the Project or Agreement, except to the<br />
extent any Damages are caused by the active negligence or willful misconduct <strong>of</strong> any<br />
<strong>City</strong> Indemnified Parties. This Section 14.1 applies to all Damages suffered or alleged to<br />
have been suffered by the <strong>City</strong> Indemnified Parties regardless <strong>of</strong> whether or not the <strong>City</strong><br />
prepared, supplied or approved plans or specifications or both for the Project.<br />
14.2 <strong>City</strong>’s Right to Defense. The <strong>City</strong> shall have the right to approve legal<br />
counsel retained by Developer to defend any claim, action or proceeding which<br />
Developer is obligated to defend pursuant to Section 14.1, which approval shall not be<br />
unreasonably withheld, conditioned or delayed. If any conflict <strong>of</strong> interest results during<br />
the mutual representation <strong>of</strong> the <strong>City</strong> and Developer in defense <strong>of</strong> any such action, or if<br />
the <strong>City</strong> is reasonably dissatisfied with legal counsel retained by Developer, the <strong>City</strong> shall<br />
have the right (a) at Developer’s costs and expense, to have the <strong>City</strong> Attorney undertake<br />
and continue the <strong>City</strong>’s defense, or (b) with Developer’s approval, which shall not be<br />
reasonably withheld or delayed, to select separate outside legal counsel to undertake and<br />
continue the <strong>City</strong>’s defense.<br />
ARTICLE 15<br />
GENERAL PROVISIONS<br />
15.1 Notices. Formal notices, demands and communications between the<br />
Parties shall be deemed sufficiently given if delivered to the principal <strong>of</strong>fices <strong>of</strong> the <strong>City</strong><br />
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or Developer, as applicable, by (i) personal service, or (ii) express mail, Federal Express,<br />
or other similar overnight mail or courier service, regularly providing pro<strong>of</strong> <strong>of</strong> delivery,<br />
or (iii) registered or certified mail, postage prepaid, return receipt requested, or (iv)<br />
facsimile (provided that any notice delivered by facsimile is followed by a separate notice<br />
sent within twenty-four (24) hours after the transmission by facsimile delivered in one <strong>of</strong><br />
the other manners specified above). Such notice shall be addressed as follows:<br />
To <strong>City</strong>:<br />
<strong>City</strong> <strong>of</strong> <strong>Santa</strong> <strong>Monica</strong><br />
1685 Main Street, Room 204<br />
<strong>Santa</strong> <strong>Monica</strong>, CA 90401<br />
Attention: <strong>City</strong> Manager<br />
Fax: (310) 917-6640<br />
With a Copy to:<br />
<strong>City</strong> <strong>of</strong> <strong>Santa</strong> <strong>Monica</strong><br />
1685 Main Street, Room 212<br />
<strong>Santa</strong> <strong>Monica</strong>, CA 90401<br />
Attn: Planning and Community Development Director<br />
Fax: (310) 458-3380<br />
To Developer:<br />
1320 2 nd Street, LLC<br />
12121 Wilshire Blvd. Suite 720<br />
Los Angeles, CA. 90025<br />
Attn: ________________<br />
Fax: _________________<br />
With a Copy to:<br />
Armbruster Goldsmith & Delvac LLP<br />
11611 San Vicente Blvd., Suite 900<br />
Los Angeles, CA 90049<br />
Notice given in any other manner shall be effective when received by the addressee. Any<br />
Party may change the addresses for delivery <strong>of</strong> notices to such Party by delivering notice<br />
to the other Party in accordance with this provision.<br />
15.2 Entire Agreement; Conflicts. This Agreement represents the entire<br />
agreement <strong>of</strong> the Parties. This Agreement integrates all <strong>of</strong> the terms and conditions<br />
mentioned herein or incidental hereto, and supersedes all negotiations or previous<br />
agreements between the Parties or their predecessors in interest with respect to all or any<br />
part <strong>of</strong> the subject matter here<strong>of</strong>. Should any or all <strong>of</strong> the provisions <strong>of</strong> this Agreement<br />
be found to be in conflict with any other provision or provisions found in the Existing<br />
Regulations, then the provisions <strong>of</strong> this Agreement shall prevail. .<br />
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15.3 Binding Effect. The Parties intend that the provisions <strong>of</strong> this Agreement<br />
shall constitute covenants which shall run with the land comprising the Property during<br />
the Term for the benefit there<strong>of</strong> and that the burdens and benefits there<strong>of</strong> shall bind and<br />
inure to the benefit <strong>of</strong> all successors-in-interest to the Parties hereto. Every Party who<br />
now or hereafter owns or acquires any right, title, or interest in or to any portion <strong>of</strong> the<br />
Project during the Term is and shall be conclusively deemed to have consented and<br />
agreed to every provision contained herein, to the extent relevant to said right, title or<br />
interest, whether or not any reference to this Agreement is contained in the instrument by<br />
which such person acquired an interest in the Project.<br />
15.4 Agreement Not for Benefit <strong>of</strong> Third Parties. This Agreement is made and<br />
entered into for the sole protection and benefit <strong>of</strong> Developer and the <strong>City</strong> and their<br />
respective successors and assigns. No other person shall have any right <strong>of</strong> action based<br />
upon any provision <strong>of</strong> this Agreement.<br />
15.5 No Partnership or Joint Venture. Nothing in this Agreement shall be<br />
deemed to create a partnership or joint venture between the <strong>City</strong> and Developer or to<br />
render either Party liable in any manner for the debts or obligations <strong>of</strong> the other.<br />
15.6 Estoppel Certificates. Either Party may, at any time, and from time to<br />
time, deliver written notice to the other Party requesting such Party to certify in writing<br />
(each, an “Estoppel Certificate”): (a) that this Agreement is in full force and effect, (b)<br />
that this Agreement has not been amended or modified either orally or in writing, or if so<br />
amended, identifying the amendments, (c) whether or not, to the knowledge <strong>of</strong> the<br />
responding Party, the requesting Party is in Breach or claimed Breach in the performance<br />
<strong>of</strong> its obligations under this Agreement, and, if so, describing the nature and amount <strong>of</strong><br />
any such Breach or claimed Breach, and (d) whether or not, to the knowledge <strong>of</strong> the<br />
responding Party, any event has occurred or failed to occur which, with the passage <strong>of</strong><br />
time or the giving <strong>of</strong> notice, or both, would constitute an Event <strong>of</strong> Monetary Default or an<br />
Event <strong>of</strong> Non-Monetary Default and, if so, specifying each such event. A Party receiving<br />
a request for an Estoppel Certificate shall execute and return such Certificate within thirty<br />
(30) days following the receipt <strong>of</strong> the request therefor. If the party receiving the request<br />
hereunder does not execute and return the certificate in such 30-day period and if<br />
circumstances are such that the Party requesting the notice requires such notice as a<br />
matter <strong>of</strong> reasonable business necessity, the Party requesting the notice may seek a<br />
second request which conspicuously states “FAILURE TO EXECUTE THE<br />
REQUESTED ESTOPPEL CERTIFICATE WITHIN FIFTEEN (15) DAYS SHALL BE<br />
DEEMED WAIVER PURSUANT TO SECTIONS 15.6 AND 15.13 OF THE<br />
DEVELOPMENT AGREEMENT” and which sets forth the business necessity for a<br />
timely response to the estoppel request. If the Party receiving the second request fails to<br />
execute the Estoppel Certificate within such 15-day period, it shall be conclusively<br />
deemed that the Agreement is in full force and effect and has not been amended or<br />
modified orally or in writing, and that there are no uncured defaults under this Agreement<br />
or any events which, with passage <strong>of</strong> time <strong>of</strong> giving <strong>of</strong> notice, <strong>of</strong> both, would constitute a<br />
default under the Agreement. The <strong>City</strong> Manager shall have the right to execute any<br />
Estoppel Certificate requested by Developer under this Agreement. The <strong>City</strong><br />
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acknowledges that an Estoppel Certificate may be relied upon by any Property<br />
Transferee, Secured Lender or other party.<br />
15.7 Time. Time is <strong>of</strong> the essence for each provision <strong>of</strong> this Agreement <strong>of</strong><br />
which time is an element.<br />
15.8 Excusable Delays.<br />
15.8.1 In addition to any specific provisions <strong>of</strong> this Agreement, nonperformance<br />
by Developer <strong>of</strong> its obligations under this Agreement shall be excused when<br />
it has been prevented or delayed in such performance by reason <strong>of</strong> any act, event or<br />
condition beyond the reasonable control <strong>of</strong> Developer (collectively, “Excusable Delays”)<br />
for any <strong>of</strong> the following reasons:<br />
(a) War, insurrection, walk-outs, riots, acts <strong>of</strong> terrorism,<br />
floods, earthquakes, fires, casualties, acts <strong>of</strong> God, or similar grounds for excused<br />
performances;<br />
(b) Governmental restrictions or moratoria imposed by the <strong>City</strong><br />
or by other governmental entities or the enactment <strong>of</strong> conflicting State or Federal laws or<br />
regulations;<br />
(c) The imposition <strong>of</strong> restrictions or moratoria by judicial<br />
decisions or by litigation, contesting the validity, or seeking the enforcement or<br />
clarification <strong>of</strong>, this Agreement whether instituted by Developer, the <strong>City</strong> or any other<br />
person or entity, or the filing <strong>of</strong> a lawsuit by any Party arising out <strong>of</strong> this Agreement or<br />
any permit or approval Developer deems necessary or desirable for the implementation <strong>of</strong><br />
the Project;<br />
(d) The institution <strong>of</strong> a referendum pursuant to Government<br />
Code Section 65867.5 or a similar public action seeking to in any way invalidate, alter,<br />
modify or amend the ordinance adopted by the <strong>City</strong> Council approving and implementing<br />
this Agreement;<br />
(e) Inability to secure necessary labor, materials or tools, due<br />
to strikes, lockouts, or similar labor disputes; and<br />
(f) Failure <strong>of</strong> the <strong>City</strong> to timely perform its obligations<br />
hereunder, including its obligations under Section 7.2 above.<br />
15.8.2 Under no circumstances shall the inability <strong>of</strong> Developer to secure<br />
financing be an Excusable Delay to the obligations <strong>of</strong> Developer.<br />
15.8.3 In order for an extension <strong>of</strong> time to be granted for any Excusable<br />
Delay, Developer must deliver to the <strong>City</strong> written notice <strong>of</strong> the commencement <strong>of</strong> the<br />
Excusable Delay within sixty (60) days after the date on which Developer becomes aware<br />
<strong>of</strong> the existence <strong>of</strong> the Excusable Delay. The extension <strong>of</strong> time for an Excusable Delay<br />
shall be for the actual period <strong>of</strong> the delay.<br />
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15.8.4 Nothing contained in this Section 15.8 is intended to modify the<br />
terms <strong>of</strong> either Section 5.1.2 or Section 5.5 <strong>of</strong> this Agreement.<br />
15.9 Governing Law. This Agreement shall be governed exclusively by the<br />
provisions here<strong>of</strong> and by the laws <strong>of</strong> the State <strong>of</strong> California.<br />
15.10 Cooperation in Event <strong>of</strong> Legal Challenge to Agreement. If there is any<br />
court action or other proceeding commenced that includes any challenge to the validity,<br />
enforceability or any term or provision <strong>of</strong> this Agreement, then Developer shall<br />
indemnify, hold harmless, pay all costs actually incurred, and provide defense in said<br />
action or proceeding, with counsel reasonably satisfactory to both the <strong>City</strong> and<br />
Developer. The <strong>City</strong> shall cooperate with Developer in any such defense as Developer<br />
may reasonably request.<br />
15.11 Attorneys’ Fees. If any Party commences any action for the interpretation,<br />
enforcement, termination, cancellation or rescission <strong>of</strong> this Agreement or for specific<br />
performance for the Breach <strong>of</strong> this Agreement, the prevailing Party shall be entitled to its<br />
reasonable attorneys’ fees, litigation expenses and costs. Attorneys’ fees shall include<br />
attorneys’ fees on any appeal as well as any attorneys’ fees incurred in any post-judgment<br />
proceedings to collect or enforce the judgment. Such attorneys’ fees shall be paid<br />
whether or not such action is prosecuted to judgment. In any case where this Agreement<br />
provides that the <strong>City</strong> or Developer is entitled to recover attorneys’ fees from the other,<br />
the Party so entitled to recover shall be entitled to an amount equal to the fair market<br />
value <strong>of</strong> services provided by attorneys employed by it as well as any attorneys’ fees<br />
actually paid by it to third Parties. The fair market value <strong>of</strong> the legal services for public<br />
attorneys shall be determined by utilizing the prevailing billing rates <strong>of</strong> comparable<br />
private attorneys.<br />
15.12 Recordation. The Parties shall cause this Agreement to be recorded<br />
against title to the Property in the Official Records <strong>of</strong> the County <strong>of</strong> Los Angeles. The<br />
cost, if any, <strong>of</strong> recording this Agreement shall be borne by Developer.<br />
15.13 No Waiver. No waiver <strong>of</strong> any provision <strong>of</strong> this Agreement shall be<br />
effective unless in writing and signed by a duly authorized representative <strong>of</strong> the Party<br />
against whom enforcement <strong>of</strong> a waiver is sought and referring expressly to this Section<br />
15.13. No delay or omission by either Party in exercising any right or power accruing<br />
upon non-compliance or failure to perform by the other Party under any <strong>of</strong> the provisions<br />
<strong>of</strong> this Agreement shall impair any such right or power or be construed to be a waiver<br />
there<strong>of</strong>, except as expressly provided herein. No waiver by either Party <strong>of</strong> any <strong>of</strong> the<br />
covenants or conditions to be performed by the other Party shall be construed or deemed<br />
a waiver <strong>of</strong> any succeeding breach or nonperformance <strong>of</strong> the same or other covenants and<br />
conditions here<strong>of</strong> <strong>of</strong> this Agreement.<br />
15.14 Construction <strong>of</strong> this Agreement. The Parties agree that each Party and its<br />
legal counsel have reviewed and revised this Agreement and that any rule <strong>of</strong> construction<br />
to the effect that ambiguities are to be resolved against the drafting Party shall not apply<br />
in the interpretation <strong>of</strong> this Agreement or any amendments or exhibits thereto.<br />
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15.15 Other Governmental Approvals. Developer may apply for such other<br />
permits and approvals as may be required for development <strong>of</strong> the Project in accordance<br />
with this Agreement from other governmental or quasi-governmental agencies having<br />
jurisdiction over the Property. The <strong>City</strong> shall reasonably cooperate with Developer in its<br />
endeavors to obtain such permits and approvals.<br />
15.15.1 Further Assurances; Covenant to Sign Documents. Each Party<br />
shall take all actions and do all things, and execute, with acknowledgment or affidavit, if<br />
required, any and all documents and writings, which may be necessary or proper to<br />
achieve the purposes and objectives <strong>of</strong> this Agreement.<br />
15.15.2 Processing. Upon satisfactory completion by Developer <strong>of</strong> all<br />
required preliminary actions and payments <strong>of</strong> appropriate processing fees, if any, the <strong>City</strong><br />
shall, subject to all legal requirements, promptly initiate, diligently process, and complete<br />
at the earliest possible time all required steps, and expeditiously act upon any approvals<br />
and permits necessary for the development by Developer <strong>of</strong> the Project in accordance<br />
with this Agreement, including, but not limited to, the following:<br />
(a) the processing <strong>of</strong> applications for and issuing <strong>of</strong> all<br />
Discretionary Approvals requiring the exercise <strong>of</strong> judgment and deliberation by <strong>City</strong>;<br />
(b)<br />
the holding <strong>of</strong> any required public hearings; and<br />
(c) the processing <strong>of</strong> applications for and issuing <strong>of</strong> all <strong>City</strong><br />
Technical Permits requiring the determination <strong>of</strong> conformance with the Existing<br />
Regulations.<br />
15.15.3 No Revocation. The <strong>City</strong> shall not revoke or subsequently<br />
disapprove any approval or future approval for the development <strong>of</strong> the Project or the<br />
Property once issued by the <strong>City</strong> provided that the development <strong>of</strong> the Project or the<br />
Property is in accordance with such approval. Any disapproval by the <strong>City</strong> shall state in<br />
writing the reasons for such disapproval and the suggested actions to be taken in order for<br />
approval to be granted.<br />
15.15.4 Processing During Third Party Litigation. If any third party<br />
lawsuit is filed against the <strong>City</strong> or Developer relating to this Agreement or to other<br />
development issues affecting the Property, the <strong>City</strong> shall not delay or stop the<br />
development, processing or construction <strong>of</strong> the Property, or issuance <strong>of</strong> the <strong>City</strong><br />
Technical Permits, unless the third party obtains a court order preventing the activity.<br />
The <strong>City</strong> shall not stipulate to or fail to oppose the issuance <strong>of</strong> any such order.<br />
Notwithstanding the foregoing and without prejudice to the provisions <strong>of</strong> Section 15.8(c),<br />
after service on the <strong>City</strong> or Developer <strong>of</strong> the initial petition or complaint challenging this<br />
Agreement or the Project, the Developer may apply to the Planning Director for a tolling<br />
<strong>of</strong> the applicable deadlines for Developer to otherwise comply with this Agreement.<br />
Within 40 days after receiving such an application, the Planning Director shall either toll<br />
the time period for up to five years during the pendency <strong>of</strong> the litigation or deny the<br />
requested tolling.<br />
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15.15.5 State, Federal or Case Law. Where any state, federal or case<br />
law allows the <strong>City</strong> to exercise any discretion or take any act with respect to that law, the<br />
<strong>City</strong> shall, in an expeditious and timely manner, at the earliest possible time, (i) exercise<br />
its discretion in such a way as to be consistent with, and carry out the terms <strong>of</strong>, this<br />
Agreement and (ii) take such other actions as may be necessary to carry out in good faith<br />
the terms <strong>of</strong> this Agreement.<br />
15.16 Venue. Any legal action or proceeding among the Parties arising out <strong>of</strong><br />
this Agreement shall be instituted in the Superior Court <strong>of</strong> the County <strong>of</strong> Los Angeles,<br />
State <strong>of</strong> California, in any other appropriate court in that County, or in the Federal<br />
District Court in the Central District <strong>of</strong> California.<br />
15.17 Exhibits. The following exhibits which are part <strong>of</strong> this Agreement are<br />
attached hereto and each <strong>of</strong> which is incorporated herein by this reference as though set<br />
forth in full:<br />
Exhibit “A”<br />
Exhibit “B”<br />
Exhibit “C”<br />
Exhibit “D”<br />
Exhibit “E”<br />
Exhibit "F-1"<br />
Exhibit "F-2"<br />
Exhibit "G"<br />
Exhibit “H”<br />
Exhibit “I”<br />
Legal Description <strong>of</strong> the Property<br />
Project Plans<br />
Permitted Fees and Exactions<br />
Conditions <strong>of</strong> Approval<br />
SMMC Article 9 (Planning and Zoning)<br />
Local Hiring Program for Construction<br />
Local Hiring Program for Permanent Employment<br />
[Reserved]<br />
Construction Mitigation Plan<br />
Assignment and Assumption Agreement<br />
Except as to the Project Plans (attached hereto as Exhibit “B”) which shall<br />
be treated in accordance with Section 2.1 above, the text <strong>of</strong> this Agreement shall prevail<br />
in the event that any inconsistencies exist between the Exhibits and the text <strong>of</strong> this<br />
Agreement.<br />
15.18 Counterpart Signatures. The Parties may execute this Agreement on<br />
separate signature pages which, when attached hereto, shall constitute one complete<br />
Agreement.<br />
15.19 Certificate <strong>of</strong> Performance. Upon the completion <strong>of</strong> the Project, or any<br />
phase there<strong>of</strong>, or upon performance <strong>of</strong> this Agreement or its earlier revocation and<br />
termination, the <strong>City</strong> shall provide Developer, upon Developer’s request, with a statement<br />
(“Certificate <strong>of</strong> Performance”) evidencing said completion, termination or revocation<br />
and the release <strong>of</strong> Developer from further obligations hereunder, except for any further<br />
obligations which survive such completion, termination or revocation. The Certificate <strong>of</strong><br />
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Performance shall be signed by the appropriate agents <strong>of</strong> Developer and the <strong>City</strong> and<br />
shall be recorded against title to the Property in the <strong>of</strong>ficial records <strong>of</strong> Los Angeles<br />
County, California. Such Certificate <strong>of</strong> Performance is not a notice <strong>of</strong> completion as<br />
referred to in California Civil Code Section 3093.<br />
15.20 Interests <strong>of</strong> Developer. Developer represents to the <strong>City</strong> that, as <strong>of</strong> the<br />
Effective Date, it is the owner <strong>of</strong> the entire Property, subject to encumbrances, easements,<br />
covenants, conditions, restrictions, and other matters <strong>of</strong> record.<br />
15.21 Operating Memoranda. The provisions <strong>of</strong> this Agreement require a close<br />
degree <strong>of</strong> cooperation between the <strong>City</strong> and Developer. During the Term <strong>of</strong> this<br />
Agreement, clarifications to this Agreement and the Existing Regulations may be<br />
appropriate with respect to the details <strong>of</strong> performance <strong>of</strong> the <strong>City</strong> and Developer. If and<br />
when, from time to time, during the term <strong>of</strong> this Agreement, the <strong>City</strong> and Developer<br />
agree that such clarifications are necessary or appropriate, they shall effectuate such<br />
clarification through operating memoranda approved in writing by the <strong>City</strong> and<br />
Developer, which, after execution, shall be attached hereto and become part <strong>of</strong> this<br />
Agreement and the same may be further clarified from time to time as necessary with<br />
future written approval by the <strong>City</strong> and Developer. Operating memoranda are not<br />
intended to and cannot constitute an amendment to this Agreement but mere ministerial<br />
clarifications, therefore public notices and hearings shall not be required for any<br />
operating memorandum. The <strong>City</strong> Attorney shall be authorized, upon consultation with,<br />
and approval <strong>of</strong>, Developer, to determine whether a requested clarification may be<br />
effectuated pursuant to the execution and delivery <strong>of</strong> an operating memorandum or<br />
whether the requested clarification is <strong>of</strong> such character to constitute an amendment <strong>of</strong> this<br />
Agreement which requires compliance with the provisions <strong>of</strong> Section 8.1 above. The<br />
authority to enter into such operating memoranda is hereby delegated to the <strong>City</strong><br />
Manager and the <strong>City</strong> Manager is hereby authorized to execute any operating memoranda<br />
hereunder without further action by the <strong>City</strong> Council.<br />
15.22 Acknowledgments, Agreements and Assurance on the Part <strong>of</strong> Developer.<br />
15.22.1 Developer’s Faithful Performance. The Parties<br />
acknowledge and agree that Developer’s faithful performance in developing the Project<br />
on the Property and in constructing and installing certain public improvements pursuant<br />
to this Agreement and complying with the Existing Regulations will fulfill substantial<br />
public needs. The <strong>City</strong> acknowledges and agrees that there is good and valuable<br />
consideration to the <strong>City</strong> resulting from Developer’s assurances and faithful performance<br />
there<strong>of</strong> and that same is in balance with the benefits conferred by the <strong>City</strong> on the Project.<br />
The Parties further acknowledge and agree that the exchanged consideration hereunder is<br />
fair, just and reasonable. Developer acknowledges that the consideration is reasonably<br />
related to the type and extent <strong>of</strong> the impacts <strong>of</strong> the Project on the community and the<br />
Property, and further acknowledges that the consideration is necessary to mitigate the<br />
direct and indirect impacts caused by Developer on the Property.<br />
15.22.2 Obligations to be Non-Recourse. As a material element <strong>of</strong><br />
this Agreement, and in partial consideration for Developer’s execution <strong>of</strong> this Agreement,<br />
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the Parties each understand and agree that the <strong>City</strong>’s remedies for breach <strong>of</strong> the<br />
obligations <strong>of</strong> Developer under this Agreement shall be limited as described in Sections<br />
11.2 through 11.4 above.<br />
15.23 Not a Public Dedication. Except for the dedications to be made by<br />
Developer pursuant to Section 2.6, nothing in this Agreement shall be deemed to be a gift<br />
or dedication <strong>of</strong> the Property, or <strong>of</strong> the Project, or any portion there<strong>of</strong>, to the general<br />
public, for the general public, or for any public use or purpose whatsoever, it being the<br />
intention and understanding <strong>of</strong> the Parties that this Agreement be strictly limited to and<br />
for the purposes herein expressed for the development <strong>of</strong> the Project as private property.<br />
Developer shall have the right to prevent or prohibit the use <strong>of</strong> the Property, or the<br />
Project, or any portion there<strong>of</strong>, including common areas and buildings and improvements<br />
located thereon, by any person for any purpose inimical to the development <strong>of</strong> the<br />
Project, including without limitation to prevent any person or entity from obtaining or<br />
accruing any prescriptive or other right to use the Property or the Project. Any portion <strong>of</strong><br />
the Property to be conveyed to the <strong>City</strong> by Developer as provided in this Agreement,<br />
shall be held and used by the <strong>City</strong> only for the purposes contemplated herein or otherwise<br />
provided in such conveyance, and the <strong>City</strong> shall not take or permit to be taken (if within<br />
the power or authority <strong>of</strong> the <strong>City</strong>) any action or activity with respect to such portion <strong>of</strong><br />
the Property that would deprive Developer <strong>of</strong> the material benefits <strong>of</strong> this Agreement or<br />
would materially and unreasonably interfere with the development <strong>of</strong> the Project as<br />
contemplated by this Agreement.<br />
15.24 Other Agreements. The <strong>City</strong> acknowledges that certain additional<br />
agreements may be necessary to effectuate the intent <strong>of</strong> this Agreement and facilitate<br />
development <strong>of</strong> the Project. The <strong>City</strong> Manager or his/her designee is hereby authorized<br />
to prepare, execute, and record those additional agreements.<br />
15.25 Severability and Termination. If any provision <strong>of</strong> this Agreement is<br />
determined by a court <strong>of</strong> competent jurisdiction to be invalid or unenforceable, or if any<br />
provision <strong>of</strong> this Agreement is superseded or rendered unenforceable according to any<br />
law which becomes effective after the Effective Date, the remainder <strong>of</strong> this Agreement<br />
shall be effective to the extent the remaining provisions are not rendered impractical to<br />
perform, taking into consideration the purposes <strong>of</strong> this Agreement.<br />
This Agreement is executed by the Parties on the date first set forth above and is<br />
made effective on and as <strong>of</strong> the Effective Date.<br />
DEVELOPER:<br />
1320 2 nd Street, LLC<br />
12121 Wilshire Blvd. Suite 720<br />
Los Angeles, CA. 90025<br />
By: ________DRAFT_______________<br />
Name: __________________________<br />
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Title: ___________________________<br />
CITY:<br />
CITY OF SANTA MONICA,<br />
a municipal corporation<br />
By: ________DRAFT_______________<br />
Name: ___________________________<br />
Title: _____________________________<br />
ATTEST:<br />
By: ________DRAFT_______________<br />
Name: ______________________________<br />
<strong>City</strong> Clerk<br />
APPROVED AS TO FORM:<br />
By: ________DRAFT_______________<br />
Name: ______________________________<br />
<strong>City</strong> Attorney<br />
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EXHIBIT “A”<br />
LEGAL DESCRIPTION OF PROPERTY<br />
The land referred to herein is situated in the State <strong>of</strong> California, County <strong>of</strong> Los Angeles,<br />
<strong>City</strong> <strong>of</strong> <strong>Santa</strong> <strong>Monica</strong>, and described as follows:<br />
LOTS “D” AND “E” IN BLOCK 148 OF THE TOWN OF SANTA MONICA, IN THE<br />
CITY OF SANTA MONICA, COUNTY OF LOS ANGELES, STATE OF<br />
CALIFORNIA, AS PER MAP RECORDED IN BOOK 3 PAGES 80 AND 81 AND IN<br />
BOOK 39 PAGE 45 ET SEQ. OF MISCELLANEOUS RECORDS, IN THE OFFICE<br />
OF THE COUNTY RECORDER OF SAID COUNTY.<br />
APN: 4291-014-005, 4291-014-006<br />
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EXHIBIT “B”<br />
PROJECT PLANS<br />
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EXHIBIT “C”<br />
PERMITTED FEES AND EXACTIONS<br />
1. Developer shall pay the following fees and charges that are within the <strong>City</strong>’s<br />
jurisdiction and at the rate in effect at the time payments are made:<br />
(a)<br />
(b)<br />
(c)<br />
Upon submittal for Architectural Review Board (ARB) review, Developer<br />
shall pay <strong>City</strong> fees for processing <strong>of</strong> ARB applications;<br />
Upon submittal for plan check, Developer shall pay <strong>City</strong> plan check fees;<br />
Prior to issuance <strong>of</strong> construction permits, Developer shall pay the<br />
following <strong>City</strong> fees and all other standard fees imposed on similar<br />
development projects:<br />
• Building, Plumbing, Mechanical, Electrical, Grading, Seismic Mapping,<br />
Excavation and Shoring Permit fees (collected by Building & Safety)<br />
• Shoring Tieback fee (collected by EPWM)<br />
• Park and Recreation Facilities Tax (SMMC Section 6.80). Developer<br />
shall pay a fee <strong>of</strong> $200.00 per residential unit, due and payable at the<br />
time <strong>of</strong> issuance <strong>of</strong> a building permit for the construction or placement<br />
<strong>of</strong> residential units on the subject property.<br />
• Construction and Demolition (C&D) Waste Management fee (SMMC<br />
Section 7.60.020) (collected by EPWM) (collected by EPWM)<br />
• Wastewater Capital Facilities Fee (SMMC Section 7.04.460) (collected<br />
by EPWM)<br />
• Water Capital Facilities Fee & Water Meter Instillation fee (Water<br />
Meter Permit fee) (SMMC Section 7.12.090) (collected by EPWM)<br />
• Fireline Meter fee (SMMC Section 7.12.090) (collected by EPWM)<br />
• Childcare Linkage Fee (SMMC Section 9.72.040). Developer shall<br />
execute a contract to pay the fee prior to issuance <strong>of</strong> a building permit.<br />
Developer shall pay the fee prior to the issuance <strong>of</strong> a final certificate <strong>of</strong><br />
occupancy for the Project.<br />
• Cultural Arts Fee (SMMC Section 9.04.10.20). Developer shall execute<br />
a contract to pay the fee prior to issuance <strong>of</strong> a building permit.<br />
Developer shall pay the fee prior to the issuance <strong>of</strong> a final certificate <strong>of</strong><br />
occupancy for the Project.<br />
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(d)<br />
Upon inspection <strong>of</strong> the Project during the course <strong>of</strong> construction, <strong>City</strong><br />
inspection fees.<br />
These fees shall be reimbursed to Developer in accordance with the <strong>City</strong>'s<br />
standard practice should Developer not proceed with development <strong>of</strong> the Project.<br />
2. Prior to issuance <strong>of</strong> permits for any construction work in the public right-<strong>of</strong>-way,<br />
or use <strong>of</strong> public property, Developer shall pay the following <strong>City</strong> fees:<br />
• Use <strong>of</strong> Public Property Permit fees (SMMC 7.04.670) (EPWM)<br />
• Utility Excavation Permit fee (SMMC 7.04.010) (EPWM)<br />
• Street Permit fee (SMMC 7.04.790) (EPWM)<br />
3. Developer shall reimburse the <strong>City</strong> for its ongoing actual costs to monitor the<br />
project’s compliance with this Development Agreement. The <strong>City</strong> shall bill<br />
Developer for staff time and any material used pursuant to the hourly fees in<br />
effect at the time monitoring is performed. Developer shall submit payment to the<br />
<strong>City</strong> within 30 days.<br />
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EXHIBIT “D”<br />
CONDITIONS OF APPROVAL<br />
Project Specific Conditions<br />
1. On-Site Affordable Housing. Developer shall meet its affordable housing<br />
obligation through the development <strong>of</strong> on-site units for very-low income tenants<br />
pursuant to the <strong>City</strong>’s Affordable Housing Production Program (SMMC Chapter<br />
9.56). In addition to the five (5) very-low income one-bedroom units required by<br />
AHPP, the project shall provide and maintain three (3) additional low income<br />
studio units as a community benefit, for a total <strong>of</strong> eight (8) affordable units onsite.<br />
All eight (8) affordable housing units shall be deed restricted in accordance<br />
with the <strong>City</strong>’s Affordable Housing Production Program.<br />
2. Transportation Demand Management Plan. Developer shall maintain and<br />
implement the following Transportation Demand Management Plan ("TDM<br />
Plan"):<br />
I. Measures Applicable to Entire Project (Commercial and Residential<br />
Elements)<br />
A. Transportation Information Center. The Developer shall maintain,<br />
for the life <strong>of</strong> the Project, a Transportation Information Center<br />
("TIC"). The location <strong>of</strong> the TIC shall be mutually agreed upon by<br />
the Transportation Demand Program Manager and the Developer<br />
prior to the <strong>City</strong>’s issuance <strong>of</strong> a certificate <strong>of</strong> occupancy for the<br />
Building, and may be relocated from time to time thereafter upon<br />
mutual agreement <strong>of</strong> the Developer (or Developer’s successor in<br />
interest) and the Transportation Demand Program Manager. The<br />
TIC shall include information for employees, visitors and residents<br />
about:<br />
• Local public transit services, including current maps, bus<br />
lines, light rail lines, fare information, schedules for public<br />
transit routes serving the Project, telephone numbers and<br />
website links for referrals on transportation information,<br />
including numbers for the regional ridesharing agency,<br />
vanpool providers, ridematching and local transit operators,<br />
ridesharing promotional material supplied by commuteroriented<br />
organizations and shuttles; and<br />
• Bicycle facilities, including routes, rental and sales<br />
locations, on-site bicycle facilities, bicycle safety<br />
information and the shower facility for the commercial<br />
tenants <strong>of</strong> the Project.<br />
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The TIC shall also include a list <strong>of</strong> facilities available for<br />
carpoolers, vanpoolers, bicyclists, transit riders and pedestrians at<br />
the site, including locations <strong>of</strong> EV charging stations, and car share<br />
and bike share locations. Walking maps and information about<br />
local services, restaurants, movie theaters and recreational<br />
activities within walking distance <strong>of</strong> the Project shall also be made<br />
available. Such transportation information shall be provided onsite,<br />
regardless <strong>of</strong> whether also provided on a website.<br />
B. Unbundled Parking. Developer shall lease (a) its parking to<br />
residential tenants separately from the residential units and (b) its<br />
employee parking to commercial tenants separately from the<br />
commercial space. Such parking shall be leased at market rates<br />
established by Developer from time to time. However, Developer<br />
shall <strong>of</strong>fer a parking space for the tenant(s) <strong>of</strong> the affordable units<br />
at no additional cost, and shall provide a $100 rent reduction if the<br />
affordable unit tenant(s) declines a parking space. Developer may,<br />
subject to the Planning Director’s approval, reconfigure the<br />
parking spaces and operations from time-to-time in order to<br />
facilitate unbundling <strong>of</strong> parking. Developer shall require in all<br />
tenant leases it executes as landlord that each tenant charge its<br />
employees for parking and that all subleases contain this same<br />
provision.<br />
C. Public Bicycle Parking. Developer shall provide bicycle parking<br />
for public use in the amount <strong>of</strong> seven (7) short-term bicycle<br />
parking spaces for commercial patrons and six (6) short-term<br />
bicycle spaces for resident visitors (13 total public bike spaces), as<br />
shown on the Project Plans.<br />
D. Marketing. Developer shall periodically promote ridesharing<br />
through newsletters or other communications to tenants, both<br />
residential and commercial. Furthermore, Developer shall hold at<br />
least one rideshare event annually for residential tenants and<br />
commercial employees <strong>of</strong> the Project, which may be provided in<br />
conjunction with the contemplated TMA.<br />
E. Transportation Coordinator. Developer shall designate an existing<br />
employee at the project site as the “Transportation Coordinator” to<br />
be responsible for implementing, maintaining and monitoring the<br />
TDM Plan. Once at least 50% <strong>of</strong> the residential units are occupied,<br />
the Transportation Coordinator must be able to dedicate a<br />
minimum <strong>of</strong> fifteen hours per week to overseeing the TDM Plan.<br />
The Transportation Coordinator’s contact information shall be<br />
provided to the <strong>City</strong> and updated as necessary. The Transportation<br />
Coordinator shall be responsible for promoting the TDM Plan to<br />
employees and residents, updating information boards/websites,<br />
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<strong>of</strong>fering carpool and vanpool matching services and assisting with<br />
route planning and will be the point <strong>of</strong> contact for administration<br />
<strong>of</strong> the annual survey and TDM Plan report required by this<br />
Agreement, in addition to any other services the Transportation<br />
Coordinator may perform at the Project for Developer.<br />
Transportation Coordinator services may be provided through the<br />
TMA contemplated in DA Section (2)(B) below.<br />
II.<br />
Measures Applicable to Project's Commercial Component Only<br />
A. Target AVR. For employees <strong>of</strong> the commercial tenants, Developer<br />
shall achieve an average vehicle ridership ("AVR") <strong>of</strong> 2.0 by the<br />
third year after the <strong>City</strong>’s issuance <strong>of</strong> a certificate <strong>of</strong> occupancy for<br />
the Project and the 2.0 AVR shall continue to be achieved and<br />
maintained thereafter. SMMC Chapter 9.16 in force and effect as<br />
<strong>of</strong> the Effective Date, shall govern how the AVR is calculated.<br />
Developer will determine its AVR through employee surveys for<br />
one consecutive week each calendar year beginning the first year<br />
the commercial component is at least 50% occupied. Developer<br />
shall submit such baseline survey to the <strong>City</strong> at the time <strong>of</strong><br />
submittal <strong>of</strong> its annual compliance report for this Agreement. The<br />
<strong>City</strong> shall monitor the TDM Plan performance as part <strong>of</strong> the <strong>City</strong>’s<br />
Periodic Review for the Project. If during any annual evaluation <strong>of</strong><br />
the Project’s employee trip reduction plan, the AVR requirement<br />
has not been achieved for the Project, then Developer shall propose<br />
modifications to the TDM Plan that Developer considers likely to<br />
achieve the AVR requirement by the date <strong>of</strong> the next annual<br />
evaluation <strong>of</strong> the Project’s employee trip reduction plan. In<br />
addition, the <strong>City</strong>’s Planning Director may recommend feasible<br />
modifications to the TDM Plan. Failure to achieve the AVR<br />
performance standard as provided in this Section (A) will not<br />
constitute a Default within the meaning <strong>of</strong> the Agreement so long<br />
as Developer is working cooperatively with the <strong>City</strong> and taking all<br />
feasible steps to achieve compliance. The term “feasible” shall<br />
have the meaning given that term in Section 21061.1 <strong>of</strong> the<br />
California Public Resources Code.<br />
For purposes <strong>of</strong> determining AVR, the survey must be conducted<br />
in accordance with SMMC 9.16.070(d)(2)(1), except to the extent<br />
modified by the Agreement below<br />
“The survey must be taken over five consecutive<br />
days during which the majority <strong>of</strong> employees are<br />
scheduled to arrive at or leave the worksite. The<br />
days chosen cannot contain a holiday and cannot<br />
occur during ‘Rideshare Week’ or other ‘event’<br />
weeks (i.e., Bicycle Week, Walk to Work Week,<br />
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Transit Week, etc.). This survey must have a<br />
minimum response rate <strong>of</strong> seventy-five percent <strong>of</strong><br />
employees who report to or leave work between six<br />
a.m. and ten a.m., inclusive, and seventy-five<br />
percent <strong>of</strong> employees who report to or leave work<br />
between three p.m. and seven p.m., inclusive.<br />
Employers that achieve a ninety percent or better<br />
survey response rate for the a.m. or p.m. window<br />
may count the ‘no-survey responses’ as ‘other’<br />
when calculating their AVR . . .<br />
* * *<br />
“The procedure for calculating AVR at a worksite<br />
shall be as follows:<br />
“(A) The AVR calculation shall be based<br />
on data obtained from an employee survey as<br />
defined in [SMMC Section 9.16.070(d)(2)], except<br />
as provided herein.<br />
“(B) AVR shall be calculated by dividing<br />
the number <strong>of</strong> employees who report to or leave the<br />
worksite by the number <strong>of</strong> vehicles arriving at or<br />
leaving the worksite during the peak periods. All<br />
employees who report to or leave the worksite that<br />
are not accounted for by the employee survey shall<br />
be calculated as one employee per vehicle arriving<br />
at or leaving the worksite. Employees walking,<br />
bicycling, telecommuting, using public transit,<br />
arriving at the worksite in a zero emission vehicle,<br />
or utilizing other shared ride shuttle services for at<br />
least 75% <strong>of</strong> their commute shall be counted as<br />
employees arriving at or leaving the worksite<br />
without vehicles. Employees telecommuting or on<br />
their day <strong>of</strong>f under a recognized compressed work<br />
week schedule shall also be counted as employees<br />
arriving at or leaving the worksite without vehicles.<br />
Motorcycles shall be counted as vehicles.<br />
“(C) A child or student may be calculated<br />
in the AVR as an additional passenger in the<br />
carpool/vanpool if the child or student travels in the<br />
car/van to a worksite or school/childcare facility for<br />
the majority (at least fifty-one percent) <strong>of</strong> the total<br />
commute.<br />
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“(D) If two or more employees from<br />
different employers commute in the same vehicle,<br />
each employer must account for a proportional<br />
share <strong>of</strong> the vehicle consistent with the number <strong>of</strong><br />
employees that employer has in the vehicle.<br />
“(E) Any employee dropped <strong>of</strong>f at a<br />
worksite shall count as arriving in a<br />
carpool/vanpool only if the driver <strong>of</strong> the<br />
carpool/vanpool is continuing on to his/her<br />
worksite.<br />
“(F) Any employee telecommuting at<br />
home, <strong>of</strong>f-site, or at a telecommuting center for a<br />
full work day, eliminating the trip to work or<br />
reducing the total travel distance by at least fiftyone<br />
percent shall be calculated as if the employee<br />
arrived at the worksite in no vehicle.<br />
(G) Zero emission vehicles (electric<br />
vehicles) shall be calculated as zero vehicles<br />
arriving at the worksite.<br />
Furthermore, the definition <strong>of</strong> AVR contained in SMMC Section<br />
9.16.030, as written on the Effective Date, shall govern how AVR<br />
is calculated. That definition reads as follows:<br />
“The total number <strong>of</strong> employees who report to or<br />
leave the worksite or another job-related activity<br />
during the peak periods divided by the number <strong>of</strong><br />
vehicles driven by these employees over that fiveday<br />
period. The AVR calculation requires that the<br />
five-day period must represent the five days during<br />
which the majority <strong>of</strong> employees are scheduled to<br />
arrive at the worksite. The hours and days chosen<br />
must be consecutive. The averaging period cannot<br />
contain a holiday and shall represent a normal<br />
situation so that a projection <strong>of</strong> the average vehicle<br />
ridership during the year is obtained.”<br />
B. Transportation Demand Management Association. The property<br />
owner and building tenants shall be required to participate in the<br />
establishment <strong>of</strong> a Transportation Demand Management<br />
Association ("TMA") that may be defined by the <strong>City</strong>. TMAs<br />
provide employees, businesses, and visitors <strong>of</strong> an area with<br />
resources to increase the amount <strong>of</strong> trips taken by transit, walking,<br />
bicycling and carpooling. If a TMA is formed in the <strong>City</strong>,<br />
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Developer shall participate as a full dues paying member <strong>of</strong> the<br />
TMA. Developer shall require in all leases it executes as landlord<br />
for space within the Project that building tenants be required to<br />
participate in the TMA and that all subleases contain this same<br />
provision. Developer may elect to provide some or all <strong>of</strong> the<br />
services required by this TDM plan through the TMA.<br />
C. Employee Transit Subsidy In Lieu <strong>of</strong> Parking. Developer shall<br />
require in all tenant leases it executes as landlord that each tenant<br />
<strong>of</strong>fer its employees who do not purchase monthly automobile<br />
parking in the Project a one month long Metro EZ Transit Pass (or<br />
equivalent multi-agency monthly transit pass) at no cost, with such<br />
passes provided on-site.<br />
D. Employee Secure Bicycle Storage. Developer shall provide secure<br />
bicycle parking for commercial employees in the amount <strong>of</strong> four<br />
(4) long-term spaces as shown on the Project Plans. For the<br />
purpose <strong>of</strong> this Section, secure bicycle parking shall mean bicycle<br />
lockers, an attended cage, or a secure parking area. If the secure<br />
bicycle storage is not secure individual bicycle lockers,<br />
commercial employee secure bicycle storage shall be provided in<br />
an area separate from the secure bicycle storage for residents.<br />
E. Employee Showers and Locker Facilities. Two (2) single showers<br />
and locker facility shall be provided for employees <strong>of</strong> commercial<br />
uses on site who bicycle or use another active means, powered by<br />
human propulsion, <strong>of</strong> getting to work or who exercise during the<br />
work day.<br />
F. Employee Flex-Time Schedule. The Developer shall require in all<br />
leases it executes as landlord for space within the Project that,<br />
when commercially feasible, employers shall permit employees<br />
within the Project to adjust their work hours in order to<br />
accommodate public transit schedules, rideshare arrangements, or<br />
<strong>of</strong>f-peak hour commuting.<br />
G. Employee Guaranteed Return Trip. The Developer shall require in<br />
all leases it executes as landlord for space within the Project that<br />
tenants provide employees who rideshare (this includes transit<br />
riders, vanpoolers, walkers, carpool), with a return trip to their<br />
point <strong>of</strong> commute origin at no additional cost to the employee,<br />
when a personal emergency situation such as personal and family<br />
illness or injury requires it. Developer, or Developer’s successor<br />
in interest, shall be responsible for ensuring this obligation is<br />
satisfied. The employee guaranteed return trip may be provided<br />
through the TMA contemplated in Section (2)(B) <strong>of</strong> this condition.<br />
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III.<br />
Measures Applicable to Project's Residential Component Only<br />
A. Transit Welcome Package for Residents. The Developer shall<br />
provide new residents <strong>of</strong> the Rental Housing Units <strong>of</strong> the Project<br />
with a Resident Transit Welcome Package (RTWP). One RTWP<br />
shall be provided to each unit upon the commencement <strong>of</strong> a new<br />
tenancy. The RTWP at a minimum will include one voucher good<br />
for a Metro EZ Transit Pass or equivalent multi-agency pass valid<br />
for at least the first month <strong>of</strong> the tenant's residency, as well as area<br />
bus/rail transit route information. The RTWP will also inform<br />
residents about the Transit Information Center discussed in Section<br />
(I)(A) above and explain how to access the Transit Information<br />
Center.<br />
B. Marketing and Outreach to Downtown Employers and Employees.<br />
Developer shall prepare and implement a marketing and outreach<br />
plan designed to notify Downtown employers and their employees<br />
<strong>of</strong> the Project's residential component for the purpose <strong>of</strong><br />
encouraging those that work in the Downtown area to consider<br />
residing in the Project. Such plan shall be subject to reasonable<br />
approval by the Planning Director. As residential units become<br />
vacant, Developer shall make reasonable efforts to contact<br />
Downtown employers and their employees for the purpose <strong>of</strong><br />
informing them <strong>of</strong> such vacancies and the opportunity to live<br />
closer to their places <strong>of</strong> employment.<br />
C. Convenient and Secure Bicycle Storage for Residents. The<br />
Developer shall provide a convenient and secure bicycle parking<br />
area for residents <strong>of</strong> the Project in the Subterranean Space as<br />
shown on the Project Plans that shall have sufficient space to<br />
accommodate one (1) bicycle for each bedroom at the Project,<br />
minimum 1 space per unit. For the purposes <strong>of</strong> this Section, secure<br />
bicycle parking shall mean bicycle lockers, an attended cage, or a<br />
secure parking room. If the secure bicycle storage is not secure<br />
individual bicycle lockers, residential secure bicycle storage shall<br />
be provided in an area separate from the secure bicycle storage for<br />
commercial employees. Furthermore, the Developer shall provide<br />
53 additional bike racks for residents above vehicular parking<br />
racks in the subterranean garage.<br />
IV.<br />
Changes to TDM Plan. Subject to the reasonable approval <strong>of</strong> the <strong>City</strong>’s<br />
Planning Director, the Developer may: (a) modify this TDM Plan<br />
provided the TDM Plan, as modified, can be demonstrated as equal or<br />
superior in its effectiveness at mitigating the traffic-generating effects <strong>of</strong><br />
this Project or (b) modify this TDM Plan to help the Project achieve the<br />
applicable AVR standards. The Planning Director may also propose<br />
modifications to the TDM Plan to achieve the applicable AVR standards.<br />
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Changes to the TDM Plan in accordance with this Condition 2.IV shall be<br />
treated as Minor Modifications pursuant to DA Section 2.4.2.<br />
V. New TDM Ordinance. If the <strong>City</strong> adopts a new ordinance <strong>of</strong> general<br />
application that updates or replaces Chapter 9.16 <strong>of</strong> the SMMC and that<br />
applies to the geographic area in which the Property is located (“New<br />
TDM Ordinance”), then, subject to the Planning Director’s approval in his<br />
or her sole and absolute discretion, Developer may elect to comply with<br />
the new TDM Ordinance in lieu <strong>of</strong> complying with the TDM Plan outlined<br />
in this Agreement.<br />
3. Transportation Infrastructure Contribution. On or before issuance <strong>of</strong> a<br />
building permit for the Project, Developer shall make a $125,493 transit and<br />
circulation infrastructure contribution to the <strong>City</strong> to be specifically used for<br />
improvements in the Downtown area.<br />
4. Colorado Esplanade Contribution: On or before issuance <strong>of</strong> a building permit<br />
for the Project, Developer shall make a $125,000 contribution to the <strong>City</strong> to be<br />
specifically used for the Colorado Esplanade project in the Downtown.<br />
5. Open Space Contribution: On or before issuance <strong>of</strong> a building permit for the<br />
Project, Developer shall make a $225,000 contribution to the <strong>City</strong> to be<br />
specifically used for open space improvements in the Downtown area.<br />
6. Big Blue Bus Contribution: On or before issuance <strong>of</strong> a building permit for the<br />
Project, Developer shall make a $25,000 contribution to the <strong>City</strong> to be specifically<br />
used for transit improvements in the Downtown.<br />
7. Historic Preservation Contribution: Prior to obtaining a building permit for the<br />
Project, Developer shall create a separate, interest-bearing trust fund and make a<br />
contribution in the amount <strong>of</strong> twenty five thousand dollars ($25,000). The monies<br />
available in this fund shall be used exclusively for historic preservation programs<br />
for the Downtown area in the <strong>City</strong>. These monies shall be applied for and<br />
distributed in accordance with a process, to be established by the Planning<br />
Director, whereby those entities that are exclusively devoted to historic<br />
preservation may make an application to receive distribution <strong>of</strong> some or all <strong>of</strong> the<br />
trust funds.<br />
8. LEED® Gold Certification Requirement. Developer shall design the Project so<br />
that, at a minimum, the Project shall achieve LEED® “Gold” certification under<br />
the LEED® Rating System (the “Sustainable Design Status”). Developer shall<br />
retain the services <strong>of</strong> a LEED accredited pr<strong>of</strong>essional to consult with Developer<br />
regarding inclusion <strong>of</strong> sustainable design features for the Project. Developer shall<br />
confirm to the <strong>City</strong> that the design for the Project has achieved the Sustainable<br />
Design Status in accordance with the following requirements:<br />
A. Prior to the submission <strong>of</strong> plans for Architecture Review Board review,<br />
Developer shall submit a preliminary checklist <strong>of</strong> anticipated LEED®<br />
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credits (that shall be prepared by the LEED® accredited pr<strong>of</strong>essional) for<br />
review by the <strong>City</strong>, along with a narrative to demonstrate that the Project<br />
is likely to achieve the Sustainable Design Status.<br />
B. Prior to issuance <strong>of</strong> a building permit, Developer shall grant access to the<br />
<strong>City</strong>’s Green Building Program Advisor as a “Project Team Manager” to<br />
the project’s documentation in the LEED Online system. The <strong>City</strong>’s<br />
Green Program Advisor will use this online documentation to verify that<br />
the project is reasonably likely to achieve the Sustainable Design Status.<br />
C. Prior to issuance <strong>of</strong> a final Certificate <strong>of</strong> Occupancy for the Project, the<br />
<strong>City</strong> Advisor shall verify (which verification shall not be unreasonably<br />
withheld, conditioned or delayed) that the Project has achieved the<br />
Sustainable Design Status.<br />
D. Notwithstanding the foregoing, if the <strong>City</strong>’ has not verified that the<br />
constructed Project has achieved the Sustainable Design Status, the <strong>City</strong><br />
shall nonetheless issue a temporary Certificate <strong>of</strong> Occupancy for the<br />
Project (assuming that the Project is otherwise entitled to receive a<br />
temporary Certificate <strong>of</strong> Occupancy). The temporary Certificate <strong>of</strong><br />
Occupancy shall be converted to a final Certificate <strong>of</strong> Occupancy once the<br />
constructed Project has achieved the Sustainable Design Status.<br />
E. If the Project is denied certification for the Sustainable Design Status by<br />
the Green Building Certification Institute, and the Developer is unwilling<br />
or unable to appeal the denial <strong>of</strong> certification, then the Developer shall<br />
ensure that the Project achieves certification to the Gold level under the<br />
LEED Existing Buildings Operations & Maintenance (LEED EBOM)<br />
rating system that is current at the time that the temporary Certificate <strong>of</strong><br />
Occupancy was issued for the Project. Developer shall ensure that the<br />
Project achieves the Gold level LEED EBOM certification no later than 2<br />
years after the temporary Certificate <strong>of</strong> Occupancy was issued for the<br />
Project.<br />
9. Photovoltaic Solar Panels. Photovoltaic solar panels shall be installed on the<br />
ro<strong>of</strong> deck in accordance with the Project Plans.<br />
10. Electric Vehicle Charging Stations. Developer shall install in the subterranean<br />
parking garage not less than five (5) 208/240 V 40 amp AC outlets (or panel<br />
capacity and conduit for the future installation <strong>of</strong> such 5 electrical outlets),<br />
designed to allow the simultaneous charging <strong>of</strong> electric vehicles.<br />
11. Local Hiring. Developer shall implement the local hiring program set forth in<br />
Exhibit “F”.<br />
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12. Project Design. As a result <strong>of</strong> this Agreement, there are enhanced elements <strong>of</strong><br />
the Project design, including an Enhanced Walkway Area as shown on the Project<br />
Plans. Developer shall make the Enhanced Walkway Area accessible to the<br />
public at all times, except between the hours <strong>of</strong> 2:00am through 6:00 am. The<br />
public use <strong>of</strong> that certain area designated on the Project Plans as “Enhanced<br />
Walkway” shall be: (i) consistent with the terms and conditions <strong>of</strong> this<br />
Agreement; (ii) solely for pedestrian access to and passive use <strong>of</strong> the Enhanced<br />
Walkway by the public, including walking, strolling, and similar activity; and (iii)<br />
compatible with Developer’s development, use and enjoyment <strong>of</strong> the Project. No<br />
use other than pedestrian access to and passive use <strong>of</strong> the Enhanced Walkway by<br />
the public shall be permitted on the Enhanced Walkway. Notwithstanding the<br />
above, Developer may limit public access to the Enhanced Walkway Area during<br />
other hours, but only if the Enhanced Walkway area is utilized for outdoor dining.<br />
13. Ground floor commercial tenant spaces shall maintain exposed ceilings to ensure<br />
adequate floor to ceiling heights for prospective commercial tenants.<br />
CITY PLANNING<br />
Administrative Conditions<br />
14. In the event permittee violates or fails to comply with any conditions <strong>of</strong> approval<br />
<strong>of</strong> this permit, no further permits, licenses, approvals or certificates <strong>of</strong> occupancy<br />
shall be issued until such violation has been fully remedied.<br />
Conformance with Approved Plans<br />
15. This approval is for those plans dated________ a copy <strong>of</strong> which shall be<br />
maintained in the files <strong>of</strong> the <strong>City</strong> Planning Division. Project development shall<br />
be consistent with such plans, except as otherwise specified in these conditions <strong>of</strong><br />
approval.<br />
16. Minor amendments to the plans shall be subject to approval by the Director <strong>of</strong><br />
Planning. A significant change in the approved concept shall be subject to review<br />
as provided in the Development Agreement. Construction shall be in conformance<br />
with the plans submitted or as modified in accordance with the Development<br />
Agreement.<br />
17. Except as otherwise provided by the Development Agreement, project plans shall<br />
be subject to complete Code Compliance review when the building plans are<br />
submitted for plan check and shall comply with all applicable provisions <strong>of</strong><br />
Article IX <strong>of</strong> the Municipal Code and all other pertinent ordinances and General<br />
Plan policies <strong>of</strong> the <strong>City</strong> <strong>of</strong> <strong>Santa</strong> <strong>Monica</strong> prior to building permit issuance.<br />
Fees<br />
18. No building permit shall be issued for the project until the developer complies<br />
with the requirements <strong>of</strong> Part 9.04.10.20 <strong>of</strong> the <strong>Santa</strong> <strong>Monica</strong> Municipal Code,<br />
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Private Developer Cultural Arts Requirement. If the developer elects to comply<br />
with these requirements by providing on-site public art work or cultural facilities,<br />
no final <strong>City</strong> approval shall be granted until such time as the Director <strong>of</strong> the<br />
Community and Cultural Services Department issues a notice <strong>of</strong> compliance in<br />
accordance with Part 9.04.10.20.<br />
19. No building permit shall be issued for the project until the developer complies<br />
with the requirements <strong>of</strong> Chapter 9.72 <strong>of</strong> the <strong>Santa</strong> <strong>Monica</strong> Municipal Code, the<br />
Child Care Linkage Program.<br />
Cultural Resources<br />
20. Except as other provided by the Development Agreement, no demolition <strong>of</strong><br />
buildings or structures built 40 years <strong>of</strong> age or older shall be permitted until the<br />
end <strong>of</strong> a 60-day review period by the Landmarks Commission to determine<br />
whether an application for landmark designation shall be filed. If an application<br />
for landmark designation is filed, no demolition shall be approved until a final<br />
determination is made by the Landmarks Commission on the application.<br />
21. If any archaeological remains are uncovered during excavation or construction,<br />
work in the affected area shall be suspended and a recognized specialist shall be<br />
contacted to conduct a survey <strong>of</strong> the affected area at project's owner's expense. A<br />
determination shall then be made by the Director <strong>of</strong> Planning to determine the<br />
significance <strong>of</strong> the survey findings and appropriate actions and requirements, if<br />
any, to address such findings.<br />
Project Operations<br />
22. The operation shall at all times be conducted in a manner not detrimental to<br />
surrounding properties or residents by reason <strong>of</strong> lights, noise, activities, parking or<br />
other actions.<br />
23. The project shall at all times comply with the provisions <strong>of</strong> the Noise Ordinance<br />
(SMMC Chapter 4.12).<br />
Final Design<br />
24. Plans for final design, landscaping, screening, trash enclosures, and signage shall<br />
be subject to review and approval by the Architectural Review Board.<br />
25. The Architectural Review Board, in its review, shall pay particular attention to the<br />
courtyard aesthetic design, including ground floor unit entrances, layout, and<br />
overall circulation and accessibility.<br />
26. The Architectural Review Board, in its review, shall reevaluate the floating frame<br />
element on the front building elevation.<br />
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27. Landscaping plans shall comply with Subchapter 9.04.10.04 (Landscaping<br />
Standards) <strong>of</strong> the Zoning Ordinance including use <strong>of</strong> water-conserving<br />
landscaping materials, landscape maintenance and other standards contained in<br />
the Subchapter.<br />
28. Refuse areas, storage areas and mechanical equipment shall be screened in<br />
accordance with SMMC Section 9.04.10.02.130, 140, and 150. Refuse areas shall<br />
be <strong>of</strong> a size adequate to meet on-site need, including recycling. The Architectural<br />
Review Board in its review shall pay particular attention to the screening <strong>of</strong> such<br />
areas and equipment. Any ro<strong>of</strong>top mechanical equipment shall be minimized in<br />
height and area, and shall be located in such a way as to minimize noise and<br />
visual impacts to surrounding properties. Unless otherwise approved by the<br />
Architectural Review Board, ro<strong>of</strong>top mechanical equipment shall be located at<br />
least five feet from the edge <strong>of</strong> the ro<strong>of</strong>. Except for solar hot water heaters, no<br />
residential water heaters shall be located on the ro<strong>of</strong>.<br />
29. No gas or electric meters shall be located within the required front or street side<br />
yard setback areas. The Architectural Review Board in its review shall pay<br />
particular attention to the location and screening <strong>of</strong> such meters.<br />
30. Prior to consideration <strong>of</strong> the project by the Architectural Review Board, the<br />
applicant shall review disabled access requirements with the Building and Safety<br />
Division and make any necessary changes in the project design to achieve<br />
compliance with such requirements. The Architectural Review Board, in its<br />
review, shall pay particular attention to the aesthetic, landscaping, and setback<br />
impacts <strong>of</strong> any ramps or other features necessitated by accessibility requirements.<br />
31. As appropriate, the Architectural Review Board shall require the use <strong>of</strong> antigraffiti<br />
materials on surfaces likely to attract graffiti.<br />
Construction Plan Requirements<br />
32. Final building plans submitted for approval <strong>of</strong> a building permit shall include on<br />
the plans a list <strong>of</strong> all permanent mechanical equipment to be placed indoors which<br />
may be heard outdoors.<br />
Demolition Requirements<br />
33. Until such time as the demolition is undertaken, and unless the structure is<br />
currently in use, the existing structure shall be maintained and secured by<br />
boarding up all openings, erecting a security fence, and removing all debris,<br />
bushes and planting that inhibit the easy surveillance <strong>of</strong> the property to the<br />
satisfaction <strong>of</strong> the Building and Safety Officer and the Fire Department. Any<br />
landscaping material remaining shall be watered and maintained until demolition<br />
occurs.<br />
34. Prior to issuance <strong>of</strong> a demolition permit, applicant shall prepare for Building<br />
Division approval a rodent and pest control plan to insure that demolition and<br />
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construction activities at the site do not create pest control impacts on the project<br />
neighborhood.<br />
Construction Period<br />
35. Construction Moratorium: There shall be no construction activities that require<br />
opening, closing, or blocking <strong>of</strong> streets, sidewalks, alleys, or street parking in<br />
retail areas <strong>of</strong> the <strong>City</strong> over the holiday season that runs from the day before<br />
Thanksgiving through January 2 nd . Exemptions are allowed for emergencies and<br />
special conditions authorized in advance by the Director <strong>of</strong> Public Works. The<br />
following areas are affected by this condition: Downtown (Wilshire to the 10<br />
Freeway and Lincoln to Ocean Avenue; Main Street (Pico to the Southerly city<br />
limit); Montana Avenue (6 th Court to 17 th Street); Pico Boulevard (from the<br />
Ocean to the Easterly city limit at Centinela).<br />
36. Any construction related activity in the public right-<strong>of</strong>-way will be required to<br />
acquire the approvals by the <strong>City</strong> <strong>of</strong> <strong>Santa</strong> <strong>Monica</strong>, including but not limited to:<br />
Use <strong>of</strong> Public Property Permits, Sewer Permits, Excavation Permits, Alley<br />
Closure Permits, Street Closure Permits, and Temporary Traffic Control Plans.<br />
37. Immediately after demolition and during construction, a security fence, the height<br />
<strong>of</strong> which shall be the maximum permitted by the Zoning Ordinance, shall be<br />
maintained around the perimeter <strong>of</strong> the lot. The lot shall be kept clear <strong>of</strong> all trash,<br />
weeds, etc.<br />
38. Vehicles hauling dirt or other construction debris from the site shall cover any<br />
open load with a tarpaulin or other secure covering to minimize dust emissions.<br />
Immediately after commencing dirt removal from the site, the general contractor<br />
shall provide the <strong>City</strong> <strong>of</strong> <strong>Santa</strong> <strong>Monica</strong> with written certification that all trucks<br />
leaving the site are covered in accordance with this condition <strong>of</strong> approval.<br />
39. During demolition, excavation, and construction, this project shall comply with<br />
SCAQMD Rule 403 to minimize fugitive dust and associated particulate<br />
emission, including but not limited to the following:<br />
40. All material excavated or graded shall be sufficiently watered to prevent<br />
excessive amounts <strong>of</strong> dust. Watering shall occur at least three times daily with<br />
complete coverage, preferably at the start <strong>of</strong> the day, in the late morning, and after<br />
work is done for the day.<br />
41. All grading, earth moving, or excavation activities shall cease during periods <strong>of</strong><br />
high winds (i.e., greater than 20 mph measured as instantaneous wind gusts) so as<br />
to prevent excessive amounts <strong>of</strong> dust.<br />
42. Soils stockpiles shall be covered.<br />
43. Onsite vehicle speeds shall be limited to 15 mph.<br />
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44. Wheel washers shall be installed where vehicles enter and exit the construction<br />
site onto paved roads or wash <strong>of</strong>f trucks and any equipment leaving the site each<br />
trip.<br />
45. An appointed construction relations <strong>of</strong>ficer shall act as a community liaison<br />
concerning onsite construction activity including resolution <strong>of</strong> issues related to<br />
PM10 generation.<br />
46. Streets shall be swept at the end <strong>of</strong> the day using SCAQMD Rule 1186 certified<br />
street sweepers or roadway washing trucks if visible soil is carried onto adjacent<br />
public paved roads (recommend water sweepers with reclaimed water).<br />
47. All active portions the construction site shall be sufficiently watered three times a<br />
day to prevent excessive amounts <strong>of</strong> dust.<br />
48. Developer shall prepare a notice, subject to the review by the Director <strong>of</strong> Planning<br />
and Community Development, that lists all construction mitigation requirements,<br />
permitted hours <strong>of</strong> construction, and identifies a contact person at <strong>City</strong> Hall as<br />
well as the developer who will respond to complaints related to the proposed<br />
construction. The notice shall be mailed to property owners and residents <strong>of</strong> the<br />
neighborhood within 500 feet <strong>of</strong> the Project at least five (5) days prior to the start<br />
<strong>of</strong> construction.<br />
49. A sign shall be posted on the property in a manner consistent with the public<br />
hearing sign requirements which shall identify the address and phone number <strong>of</strong><br />
the owner and/or applicant for the purposes <strong>of</strong> responding to questions and<br />
complaints during the construction period. Said sign shall also indicate the hours<br />
<strong>of</strong> permissible construction work.<br />
50. A copy <strong>of</strong> these conditions shall be posted in an easily visible and accessible<br />
location at all times during construction at the project site. The pages shall be<br />
laminated or otherwise protected to ensure durability <strong>of</strong> the copy.<br />
51. No construction-related vehicles may be parked on the street at any time or on the<br />
subject site during periods <strong>of</strong> peak parking demand. All construction-related<br />
vehicles must be parked for storage purposes at on <strong>of</strong>fsite location on a private lot<br />
for the duration <strong>of</strong> demolition and construction. The <strong>of</strong>fsite location shall be<br />
approved as part <strong>of</strong> the Department <strong>of</strong> Environmental and Public Works review <strong>of</strong><br />
the construction period mitigation plan and by the Department <strong>of</strong> <strong>City</strong> Planning if<br />
a Temporary Use Permit is required.<br />
52. Construction period signage shall be subject to the approval <strong>of</strong> the Architectural<br />
Review Board.<br />
Standard Conditions<br />
53. Mechanical equipment shall not be located on the side <strong>of</strong> any building which is<br />
adjacent to a residential building on the adjoining lot, unless otherwise permitted<br />
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y applicable regulations. Ro<strong>of</strong> locations may be used when the mechanical<br />
equipment is installed within a sound-rated parapet enclosure.<br />
54. Final approval <strong>of</strong> any mechanical equipment installation will require a noise test<br />
in compliance with SMMC Section 4.12.040. Equipment for the test shall be<br />
provided by the owner or contractor and the test shall be conducted by the owner<br />
or contractor. A copy <strong>of</strong> the noise test results on mechanical equipment shall be<br />
submitted to the Community Noise Officer for review to ensure that noise levels<br />
do not exceed maximum allowable levels for the applicable noise zone.<br />
55. The property owner shall insure any graffiti on the site is promptly removed<br />
through compliance with the <strong>City</strong>’s graffiti removal program.<br />
Condition Monitoring<br />
56. The applicant authorizes reasonable <strong>City</strong> inspections <strong>of</strong> the property to ensure<br />
compliance with the conditions <strong>of</strong> approval imposed by the <strong>City</strong> in approving this<br />
project and will bear the reasonable cost <strong>of</strong> these inspections.<br />
STRATEGIC AND TRANSPORTATION PLANNING<br />
57. Final auto parking, bicycle parking and loading layouts specifications shall be<br />
subject to the review and approval <strong>of</strong> the Strategic and Transportation Planning<br />
Division:<br />
http://www.smgov.net/uploadedFiles/Departments/Transportation/Transportation<br />
_Management/ParkingStandards.pdf<br />
58. Where a driveway, garage, parking space or loading zone intersects with the<br />
public right-<strong>of</strong>-way at the alley or sidewalk, hazardous visual obstruction triangles<br />
shall be provided in accordance with SMMC Section 9.04.10.02.090. Please<br />
reference the following standards:<br />
http://www.smgov.net/uploadedFiles/Departments/Transportation/Transportation<br />
_Management/HVO.pdf<br />
59. Slopes <strong>of</strong> all driveways and ramps used for ingress or egress <strong>of</strong> parking facilities<br />
shall be designed in accordance with the standards established by the Strategic<br />
and Transportation Planning Manager but shall not exceed a twenty percent slope.<br />
Please reference the following standards:<br />
http://www.smgov.net/uploadedFiles/Departments/Transportation/Transportation<br />
_Management/RampSlope.pdf<br />
60. [RESERVED]<br />
61. [RESERVED]<br />
BIG BLUE BUS<br />
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62. For the life <strong>of</strong> the project, the property owner shall notify all tenants (residential<br />
and/or commercial) in writing as part <strong>of</strong> their lease or rental agreement that the<br />
<strong>City</strong> envisions a network <strong>of</strong> transit services in the Downtown area that may result<br />
in public transit services operating on any street in the Downtown area, both on<br />
streets currently used by transit or through expansion <strong>of</strong> service to streets not<br />
currently utilized by transit. In addition, new bus stops or bus layover zones may<br />
be established on these streets for regular use by either the Big Blue Bus or other<br />
fixed route or specialized transit operators. On-street parking may be removed at<br />
any time to create a bus zone in an appropriate location for safe vehicular<br />
movement and passenger safety regardless <strong>of</strong> business or residential adjacency.<br />
Developer, or Developer’s successor in interest, shall be responsible for ensuring<br />
this obligation is satisfied.<br />
63. Structures that include spaces specifically intended for seniors and/or persons<br />
with disabilities should include an appropriate space for the boarding and<br />
alighting <strong>of</strong> this population into specialty vehicles in a safe location such that the<br />
stopped vehicle will not interfere with traffic flow.<br />
PUBLIC LANDSCAPE<br />
64. Street trees shall be maintained, relocated or provided as required in a manner<br />
consistent with the <strong>City</strong>’s Urban Forest Master Plan, per the specifications <strong>of</strong> the<br />
Public Landscape Division <strong>of</strong> the Community & Cultural Services Department<br />
and the <strong>City</strong>’s Tree Code (SMMC Chapter 7.40). No street trees shall be removed<br />
without the approval <strong>of</strong> the Public Landscape Division.<br />
65. Prior to the issuance <strong>of</strong> a demolition permit all street trees that are adjacent to or<br />
will be impacted by the demolition or construction access shall have tree<br />
protection zones established in accordance with the Urban Forest Master Plan.<br />
All tree protection zones shall remain in place until demolition and/or<br />
construction has been completed.<br />
66. Replace or plant new street trees in accordance with in accordance with Urban<br />
Forest Master Plan and in consultation with city arborist<br />
OFFICE OF SUSTAINABILITY AND THE ENVIRONMENT<br />
67. Developer shall enroll the property in the Savings By Design incentive program<br />
where available through Southern California Edison prior to submittal <strong>of</strong> plans for<br />
Architectural Review. Developer shall execute an incentive agreement with<br />
Southern California Edison prior to the issuance <strong>of</strong> a building permit.<br />
68. The project shall comply with requirements in section 8.106 <strong>of</strong> the <strong>Santa</strong> <strong>Monica</strong><br />
Municipal code, which adopts by reference the California Green Building<br />
Standards Code and which adds local amendments to that Code. In addition, the<br />
project shall meet the landscape water conservation and construction and<br />
demolition waste diversion requirements specified in Section 8.108 <strong>of</strong> the <strong>Santa</strong><br />
<strong>Monica</strong> Municipal Code.<br />
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RENT CONTROL<br />
69. Pursuant to SMMC Section 4.24.030, prior to receipt <strong>of</strong> the final permit necessary<br />
to demolish, convert, or otherwise remove a controlled rental unit(s) from the<br />
housing market, the owner <strong>of</strong> the property shall first secure a removal permit<br />
under Section 1803(t), an exemption determination, an approval <strong>of</strong> a vested rights<br />
claim from the Rent Control board, or have withdrawn the controlled rental<br />
unit(s) pursuant to the provisions <strong>of</strong> the Ellis Act.<br />
HOUSING AND ECONOMIC DEVELOPMENT<br />
70. In accordance with Condition No. 1, the Developer shall meet its affordable<br />
housing obligation through the development <strong>of</strong> on-site units for very-low income<br />
tenants pursuant to the <strong>City</strong>’s Affordable Housing Production Program (SMMC<br />
Chapter 9.56). Specifically, five (5) very-low income one-bedroom units shall be<br />
provided and maintained to satisfy AHPP requirements. Furthermore, the project<br />
shall provide and maintain three (3) additional low income studio units as a<br />
community benefit, for a total <strong>of</strong> eight (8) affordable units on-site. All eight (8)<br />
affordable housing units shall be deed restricted in accordance with the <strong>City</strong>’s<br />
Affordable Housing Production Program.<br />
To ensure AHPP compliance, a monitoring fee will be applied to each affordable<br />
unit produced. A separate fee has been established for a new unit start-up,<br />
subsequent re-occupancy/resale and an annual monitoring fee.<br />
The Administrative Guidelines for the AHPP (fee structures, costs, and<br />
affordability limits) are updated annually and available on the <strong>Santa</strong> <strong>Monica</strong><br />
House and Economic Development website.<br />
71. Pursuant to Chapter 4.36 <strong>of</strong> the <strong>Santa</strong> <strong>Monica</strong> Municipal Code, relocation<br />
assistance shall be provided, by the owner, to a tenant whose tenancy is<br />
terminated as a result <strong>of</strong> the removal <strong>of</strong> a housing unit from the rental housing<br />
market. The relocation fee is determined according to the size (number <strong>of</strong><br />
bedrooms) <strong>of</strong> the unit. The fee is adjusted each July 1 st , based on the rent <strong>of</strong><br />
primary resident component <strong>of</strong> the CPI-W Index for Los<br />
Angeles/Riverside/Orange County area, as published by the United States<br />
Department <strong>of</strong> Labor.<br />
72. The <strong>City</strong> <strong>of</strong> <strong>Santa</strong> <strong>Monica</strong> operates four weekly farmers markets<br />
(http://www.smgov.net/portals/farmersmarket/ for details). For properties<br />
abutting or adjacent to the <strong>City</strong> <strong>of</strong> <strong>Santa</strong> <strong>Monica</strong>’s Farmers Markets:<br />
A. Construction shall not obstruct or impede the market operations, either for<br />
market participants or pedestrian customers. Overall access to the markets<br />
must be maintained – including alleys, parking structures, parking lots,<br />
street access, overflow parking, Bike Valet, special permit areas, street<br />
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closures and any other ingress or egress from the farmers market site on<br />
market days. In the event <strong>of</strong> street or alley closures, alternate routes must<br />
be identified with adequate signage and Police (TSO’s) deployed to direct<br />
traffic if necessary, and should be coordinated with the Farmers Market<br />
Supervisor. Sub-contract utility work will not be permitted on market<br />
days on or adjacent to the market sites.<br />
B. The property owner shall notify all tenants (residential and/or commercial)<br />
in writing as part <strong>of</strong> their lease or rental agreement that the <strong>City</strong> operates<br />
the weekly farmers market adjacent to their property. The Downtown<br />
<strong>Santa</strong> <strong>Monica</strong> Farmers Market’s operation requirements include road<br />
closures and the temporary removal <strong>of</strong> some on-street parking on market<br />
days. Storefronts fronting on the Downtown SM market (Arizona<br />
Avenue, 2 nd Street) may be obscured during market operations by larger<br />
vehicles; in such cases the Farmers Market Manager will work with the<br />
tenant(s) to help enhance visibility during the market.<br />
PUBLIC WORKS<br />
General Conditions<br />
73. Developer shall be responsible for the payment <strong>of</strong> the following Public Works<br />
Department (PWD) permit fees prior to issuance <strong>of</strong> a building permit:<br />
a. Water Services<br />
b. Wastewater Capital Facility<br />
c. Water Demand Mitigation<br />
d. Fire Service Connection<br />
e. Tieback Encroachment<br />
f. Encroachment <strong>of</strong> on-site improvements into public right-<strong>of</strong>-way<br />
g. Construction and Demolition Waste Management – If the valuation <strong>of</strong> a<br />
project is at least $50,000 or if the total square feet <strong>of</strong> the project is equal<br />
to or greater than 1000 square feet, then the owner or contractor is<br />
required to complete and submit a Waste Management Plan. All<br />
demolition projects are required to submit a Waste Management Plan. A<br />
performance deposit is collected for all Waste Management Plans equal to<br />
3% <strong>of</strong> the project value, not to exceed $30,000. All demolition only<br />
permits require a $1,000 deposit or $1.00 per square foot, whichever is the<br />
greater <strong>of</strong> the two.<br />
Some <strong>of</strong> these fees shall be reimbursed to developer in accordance with the <strong>City</strong>’s<br />
standard practice should Developer not proceed with development <strong>of</strong> the Project.<br />
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In order to receive a refund <strong>of</strong> the Construction and Demolition performance<br />
deposit, the owner or contractor must provide receipts <strong>of</strong> recycling 70% <strong>of</strong> all<br />
materials listed on the Waste Management Plan.<br />
74. Any work or use <strong>of</strong> the public right-<strong>of</strong>-way including any proposed<br />
encroachments <strong>of</strong> on-site improvements into the public right-<strong>of</strong>-way will require a<br />
permit from the Public Works Department (PWD) - Administrative Services<br />
Division.<br />
75. Plans and specifications for all <strong>of</strong>fsite improvements shall be prepared by a<br />
Registered Civil Engineer licensed in the State <strong>of</strong> California for approval by the<br />
<strong>City</strong> Engineer prior to issuance <strong>of</strong> a building permit.<br />
76. Immediately after demolition and during construction, a security fence, the height<br />
<strong>of</strong> which shall be the maximum permitted by the Zoning Ordinance, shall be<br />
maintained around the perimeter <strong>of</strong> the lot. The lot shall be kept clear <strong>of</strong> all trash,<br />
weeds, etc.<br />
77. A sign shall be posted on the property in a manner consistent with the public<br />
hearing sign requirements, which shall identify the address and phone number <strong>of</strong><br />
the owner, developer and contractor for the purposes <strong>of</strong> responding to questions<br />
and complaints during the construction period. Said sign shall also indicate the<br />
hours <strong>of</strong> permissible construction work.<br />
78. Prior to the demolition <strong>of</strong> any existing structure, the applicant shall submit a<br />
report from an industrial hygienist to be reviewed and approved as to content and<br />
form by the Building & Safety Division. The report shall consist <strong>of</strong> a hazardous<br />
materials survey for the structure proposed for demolition. The report shall<br />
include a section on asbestos and in accordance with the South Coast AQMD<br />
Rule 1403, the asbestos survey shall be performed by a state Certified Asbestos<br />
Consultant (CAC). The report shall include a section on lead, which shall be<br />
performed by a state Certified Lead Inspector/Assessor. Additional hazardous<br />
materials to be considered by the industrial hygienist shall include: mercury (in<br />
thermostats, switches, fluorescent light), polychlorinated biphenyls (PCBs)<br />
(including light Ballast), and fuels, pesticides, and batteries.<br />
Water Resources<br />
79. Connections to the sewer or storm drains require a sewer permit from the PWD -<br />
Civil Engineering Division. Connections to storm drains owned by Los Angeles<br />
County require a permit from the L.A. County Department <strong>of</strong> Public Works.<br />
80. Parking areas and structures and other facilities generating wastewater with<br />
potential oil and grease content are required to pretreat the wastewater before<br />
discharging to the <strong>City</strong> storm drain or sewer system. Pretreatment will require<br />
that a clarifier or oil/water separator be installed and maintained on site.<br />
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81. If the project involves dewatering, developer/contractor shall contact the LA<br />
Regional Water Quality Control Board (RWQCB) to obtain an NPDES Permit for<br />
discharge <strong>of</strong> groundwater from construction dewatering to surface water. For<br />
more information refer to: http://www.waterboards.ca.gov/losangeles/ and search<br />
for Order # R4-2003-0111.<br />
82. Prior to the issuance <strong>of</strong> the first building permit, the applicant shall submit a<br />
sewer study that shows that the <strong>City</strong>’s sewer system can accommodate the entire<br />
development. Developer shall be responsible to upgrade any downstream<br />
deficiencies, to the satisfaction <strong>of</strong> the Water Resources Manager, if calculations<br />
show that the project will cause such mains to receive greater demand than can be<br />
accommodated. Improvement plans shall be submitted to the Engineering<br />
Division. All reports and plans shall also be approved by the Water Resources<br />
Engineer.<br />
83. Prior to the issuance <strong>of</strong> the first building permit, the applicant shall submit a water<br />
study that shows that the <strong>City</strong>’s water system can accommodate the entire<br />
development for fire flows and all potable needs. Developer shall be responsible<br />
to upgrade any water flow/pressure deficiencies, to the satisfaction <strong>of</strong> the Water<br />
Resources Manager, if calculations show that the project will cause such mains to<br />
receive greater demand than can be accommodated. Improvement plans shall be<br />
submitted to the Engineering Division. All reports and plans shall also be<br />
approved by the Water Resources Engineer.<br />
84. Prior to the issuance <strong>of</strong> the first building permit, the applicant shall submit a<br />
hydrology study <strong>of</strong> all drainage to and from the site to demonstrate adequacy <strong>of</strong><br />
the existing storm drain system for the entire development. Developer shall be<br />
responsible to upgrade any system deficiencies, to the satisfaction <strong>of</strong> <strong>City</strong><br />
Engineer, if calculations show that the project will cause such facilities to receive<br />
greater demand than can be accommodated. All reports and improvement plans<br />
shall be submitted to Engineering Division for review and approval. The study<br />
shall be performed by a Registered Civil Engineer licensed in the State <strong>of</strong><br />
California.<br />
85. Developer shall not directly connect to a public storm drain pipe or direct site<br />
drainage to the public alley.<br />
86. All existing sanitary sewer “house connections” to be abandoned, shall be<br />
removed and capped at the “Y” connections.<br />
87. The fire services and domestic services 3-inches or greater must be above ground,<br />
on the applicant’s site, readily accessible for testing. Commercial or residential<br />
units are required to either have an individual water meter or a master meter with<br />
sub-meters.<br />
88. Developer is required to meet state cross-connection and potable water sanitation<br />
guidelines. Refer to requirements and comply with the cross-connections<br />
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guidelines available at:<br />
http://www.lapublichealth.org/eh/progs/encirp/ehcross.htm. Prior to issuance <strong>of</strong> a<br />
Certificate <strong>of</strong> Occupancy, a cross-connection inspection shall be completed.<br />
89. All new restaurants and cooking facilities at the site are required to install Gravity<br />
Grease Interceptors to pretreat wastewater containing grease. The minimum<br />
capacity <strong>of</strong> the interceptor shall be determined by using table 10-3 <strong>of</strong> the 2007<br />
Uniform Plumbing Code, Section 1014.3. All units shall be fitted with a standard<br />
final-stage sample box. The 2007 Uniform Plumbing Code guideline in sizing<br />
Gravity Grease Interceptors is intended as a minimum requirement and may be<br />
increased at the discretion <strong>of</strong> PWD, Water Resources Protection Program.<br />
90. Plumbing fixtures that meet the standards for 20% water use reduction specified<br />
in the California Green Building Standards Code are required on all new<br />
development and remodeling where plumbing is to be added.<br />
Urban Water Run<strong>of</strong>f Mitigation<br />
91. To mitigate storm water and surface run<strong>of</strong>f from the project site, an Urban Run<strong>of</strong>f<br />
Mitigation Plan shall be required by the PWD pursuant to Municipal Code<br />
Chapter 7.10. Prior to submittal <strong>of</strong> landscape plans for Architectural Review<br />
Board approval, the applicant shall contact PWD to determine applicable<br />
requirements, such as:<br />
a. The site must comply with SMMC Chapter 7.10 Urban Run<strong>of</strong>f Pollution<br />
Ordinance for the construction phase and post construction activities;<br />
b. Non-stormwater run<strong>of</strong>f, sediment and construction waste from the<br />
construction site and parking areas is prohibited from leaving the site;<br />
c. Any sediments or materials which are tracked <strong>of</strong>f-site must be removed<br />
the same day they are tracked <strong>of</strong>f-site;<br />
d. Excavated soil must be located on the site and soil piles should be covered<br />
and otherwise protected so that sediments are not tracked into the street or<br />
adjoining properties;<br />
e. No run<strong>of</strong>f from the construction site shall be allowed to leave the site; and<br />
f. Drainage control measures shall be required depending on the extent <strong>of</strong><br />
grading and topography <strong>of</strong> the site.<br />
g. Development sites that result in land disturbance <strong>of</strong> one acre or more are<br />
required by the State Water Resources Control Board (SWRCB) to submit<br />
a Storm Water Pollution Prevention Plan (SWPPP). Effective September<br />
2, 2011, only individuals who have been certified by the Board as a<br />
“Qualified SWPPP Developer” are qualified to develop and/or revise<br />
SWPPPs. A copy <strong>of</strong> the SWPPP shall also be submitted to the PWD.<br />
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92. Prior to implementing any temporary construction dewatering or permanent<br />
groundwater seepage pumping, a permit is required from the <strong>City</strong> Water<br />
Resources Protection Program (WRPP). Please contact the WRPP for permit<br />
requirements at least two weeks in advance <strong>of</strong> planned dewatering or seepage<br />
pumping. They can be reached at (310) 458-8235.<br />
Public Streets & Right-<strong>of</strong>-Way<br />
93. Prior to the issuance <strong>of</strong> a Certificate <strong>of</strong> Occupancy for the Project, all required<br />
<strong>of</strong>fsite improvements, such as AC pavement rehabilitation, replacement <strong>of</strong><br />
sidewalk, curbs and gutters, installation <strong>of</strong> street trees, lighting, etc. shall be<br />
designed and installed to the satisfaction <strong>of</strong> the Public Works Department and<br />
Public Landscape Division.<br />
94. Unless otherwise approved by the PWD, all sidewalks shall be kept clear and<br />
passable during the grading and construction phase <strong>of</strong> the project.<br />
95. Sidewalks, curbs, gutters, paving and driveways which need replacing or removal<br />
as a result <strong>of</strong> the project or needed improvement prior to the project, as<br />
determined by the PWD shall be reconstructed to the satisfaction <strong>of</strong> the PWD.<br />
Design, materials and workmanship shall match the adjacent elements. This is<br />
especially true for areas within the <strong>City</strong> that have architectural concrete, pavers,<br />
tree wells, art elements, special landscaping, etc.<br />
96. Street and alley sections adjacent to the development shall be replaced as<br />
determined by the PWD. This typically requires full reconstruction <strong>of</strong> the street<br />
or alley in accordance with <strong>City</strong> <strong>of</strong> <strong>Santa</strong> <strong>Monica</strong> standards for the full adjacent<br />
length <strong>of</strong> the property.<br />
Utilities<br />
97. No Excavation Permit shall be issued without a Telecommunications<br />
Investigation by the <strong>City</strong> <strong>of</strong> <strong>Santa</strong> <strong>Monica</strong> Information Systems Department. The<br />
telecommunications investigation shall provide a list <strong>of</strong> recommendations to be<br />
incorporated into the project design including, but not limited to measures<br />
associated with joint trench opportunities, location <strong>of</strong> tie-back and other<br />
underground installations, telecommunications conduit size and specifications,<br />
fiber optic cable specifications, telecommunications vault size and placement and<br />
specifications, interior riser conduit and fiber optic cable, and adjacent public<br />
right <strong>of</strong> way enhancements. Developer shall install two Telecommunications<br />
Vaults in either the street, alley and/or sidewalk locations dedicated solely for<br />
<strong>City</strong> <strong>of</strong> <strong>Santa</strong> <strong>Monica</strong> use. Developer shall provide two unique,<br />
telecommunication conduit routes and fiber optic cables from building<br />
Telecommunications Room to Telecommunications Vaults in street, alley and/or<br />
sidewalk. Developer will be responsible for paying for the connection <strong>of</strong> each<br />
Telecommunications Vault to the existing <strong>City</strong> <strong>of</strong> <strong>Santa</strong> <strong>Monica</strong> fiber optic<br />
network, or the extension <strong>of</strong> conduit and fiber optic cable for a maximum <strong>of</strong> 1km<br />
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terminating in a new Telecommunications Vault for future interconnection with<br />
<strong>City</strong> network. The final telecommunications design plans for the project site shall<br />
be submitted to and approved by the <strong>City</strong> <strong>of</strong> <strong>Santa</strong> <strong>Monica</strong> Information Systems<br />
Department prior to approval <strong>of</strong> project.<br />
a. Project shall comply with <strong>City</strong> <strong>of</strong> <strong>Santa</strong> <strong>Monica</strong> Telecommunications<br />
Guidelines<br />
b. Project shall comply with <strong>City</strong> <strong>of</strong> <strong>Santa</strong> <strong>Monica</strong> Right-<strong>of</strong>-Way<br />
Management Ordinance No. 2129CCS, Section 3 (part), adopted 7/13/04<br />
98. Prior to the issuance <strong>of</strong> a Certificate <strong>of</strong> Occupancy for the Project, provide new<br />
street-pedestrian lighting with a multiple circuit system along the new street right<strong>of</strong>-way<br />
and within the development site in compliance with the PWD Standards<br />
and requirements. New street-pedestrian light poles, fixtures and appurtenances<br />
to meet <strong>City</strong> standards and requirements.<br />
99. Prior to submitting plans, make arrangements with all affected utility companies<br />
and indicate points <strong>of</strong> connection for all services on the site plan drawing. Pay for<br />
undergrounding <strong>of</strong> all overhead utilities within and along the development<br />
frontages. Existing and proposed overhead utilities need to be relocated<br />
underground.<br />
100. Location <strong>of</strong> Southern California Edison electrical transformer and switch<br />
equipment/structures must be clearly shown <strong>of</strong> the development site plan and<br />
other appropriate plans within the project limits. The SCE structures serving the<br />
proposed development shall not be located in the public right-<strong>of</strong>-way.<br />
Resource Recovery and Recycling<br />
101. Development plans must show the refuse and recycling (RR) area dimensions to<br />
demonstrate adequate and easily accessible area. If the RR area is completely<br />
enclosed, then lighting, ventilation and floor drain connected to sewer will be<br />
required. Section 9.04.10.02.151 <strong>of</strong> the SMMC has dimensional requirements for<br />
various sizes and types <strong>of</strong> projects. Developments that place the RR area in<br />
subterranean garages must also provide a bin staging area on their property for the<br />
bins to be placed for collection.<br />
102. Contact Resource Recovery and Recycling RRR division to obtain dimensions <strong>of</strong><br />
the refuse recycling enclosure.<br />
103. Prior to issuance <strong>of</strong> a Permit, submit a waste management plan, a map <strong>of</strong> the<br />
enclosure and staging area with dimensions and a recycling plan to the RRR<br />
Division for its approval. The State <strong>of</strong> California AB 341 requires any multifamily<br />
building housing 5 units or more to have a recycling program in place for<br />
its tenants. All commercial businesses generating 4 cubic yards <strong>of</strong> trash per week<br />
must also have a recycling program in place for its employees and<br />
clients/customers. Show compliance with these requirements on the building<br />
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plans. Visit the Resource Recovery and Recycling (RRR) website or contact the<br />
RRR Division for requirements <strong>of</strong> the Waste Management Plan and to obtain the<br />
minimum dimensions <strong>of</strong> the refuse recycling enclosure. The recycling plan shall<br />
include:<br />
a. List <strong>of</strong> materials such as white paper, computer paper, metal cans, and<br />
glass to be recycled;<br />
b. Location <strong>of</strong> recycling bins;<br />
c. Designated recycling coordinator;<br />
d. Nature and extent <strong>of</strong> internal and external pick-up service;<br />
e. Pick-up schedule; and<br />
f. Plan to inform tenants/ occupants <strong>of</strong> service.<br />
Construction Period Mitigation<br />
104. A construction period mitigation plan shall be prepared by the applicant for<br />
approval by the PWD prior to issuance <strong>of</strong> a building permit. The approved<br />
mitigation plan shall be posted on the site for the duration <strong>of</strong> the project<br />
construction and shall be produced upon request. As applicable, this plan shall:<br />
a. Specify the names, addresses, telephone numbers and business license<br />
numbers <strong>of</strong> all contractors and subcontractors as well as the developer and<br />
architect;<br />
b. Describe how demolition <strong>of</strong> any existing structures is to be accomplished;<br />
c. Indicate where any cranes are to be located for erection/construction;<br />
d. Describe how much <strong>of</strong> the public street, alleyway, or sidewalk is proposed<br />
to be used in conjunction with construction;<br />
e. Set forth the extent and nature <strong>of</strong> any pile-driving operations;<br />
f. Describe the length and number <strong>of</strong> any tiebacks which must extend under<br />
the public right-<strong>of</strong>-way and other private properties;<br />
g. Specify the nature and extent <strong>of</strong> any dewatering and its effect on any<br />
adjacent buildings;<br />
h. Describe anticipated construction-related truck routes, number <strong>of</strong> truck<br />
trips, hours <strong>of</strong> hauling and parking location;<br />
i. Specify the nature and extent <strong>of</strong> any helicopter hauling;<br />
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Air Quality<br />
j. State whether any construction activity beyond normally permitted hours<br />
is proposed;<br />
k. Describe any proposed construction noise mitigation measures, including<br />
measures to limit the duration <strong>of</strong> idling construction trucks;<br />
l. Describe construction-period security measures including any fencing,<br />
lighting, and security personnel;<br />
m. Provide a grading and drainage plan;<br />
n. Provide a construction-period parking plan which shall minimize use <strong>of</strong><br />
public streets for parking;<br />
o. List a designated on-site construction manager;<br />
p. Provide a construction materials recycling plan which seeks to maximize<br />
the reuse/recycling <strong>of</strong> construction waste;<br />
q. Provide a plan regarding use <strong>of</strong> recycled and low-environmental-impact<br />
materials in building construction; and<br />
r. Provide a construction period urban run<strong>of</strong>f control plan.<br />
105. Dust generated by the development activities shall be kept to a minimum with a<br />
goal <strong>of</strong> retaining dust on the site through implementation <strong>of</strong> the following<br />
measures recommended by the SCAQMD Rule 403 Handbook:<br />
• During clearing, grading, earth moving, excavation, or transportation <strong>of</strong><br />
cut or fill materials, water trucks or sprinkler systems are to be used to the<br />
extent necessary to prevent dust from leaving the site and to create a crust<br />
after each day’s activities cease.<br />
• Vehicles hauling dirt or other construction debris from the site shall cover<br />
any open load with a tarpaulin or other secure covering to minimize dust<br />
emissions. Immediately after commencing dirt removal from the site, the<br />
general contractor shall provide the <strong>City</strong> with written certification that all<br />
trucks leaving the site are covered in accordance with this condition <strong>of</strong><br />
approval.<br />
• During clearing, grading, earth moving, excavation, or transportation <strong>of</strong><br />
cut or fill materials, streets and sidewalks within 150 feet <strong>of</strong> the site perimeter<br />
shall be swept and cleaned a minimum <strong>of</strong> twice weekly or as frequently as<br />
required by the PWD.<br />
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• During construction, water trucks or sprinkler systems shall be used to<br />
keep all areas <strong>of</strong> vehicle movement damp enough to prevent dust from leaving<br />
the site. At a minimum, this would include wetting down such areas in the<br />
later morning and after work is completed for the day and whenever wind<br />
exceeds 15 miles per hour.<br />
• Soil stockpiled for more than two days shall be covered, kept moist, or<br />
treated with soil binders to prevent dust generation.<br />
106. Construction equipment used on the site shall meet the following conditions in<br />
order to minimize NOx and ROC emissions:<br />
• Diesel-powered equipment such as booster pumps or generators should be<br />
replaced by electric equipment to the extent feasible; and<br />
• The operation <strong>of</strong> heavy-duty construction equipment shall be limited to no<br />
more than 5 pieces <strong>of</strong> equipment at one time.<br />
Noise Attenuation<br />
107. All diesel equipment shall be operated with closed engine doors and shall be<br />
equipped with factory-recommended mufflers.<br />
108. Electrical power shall be used to run air compressors and similar power tools.<br />
109. For all noise-generating activity on the project site associated with the installation<br />
<strong>of</strong> new facilities, additional noise attenuation techniques shall be employed to<br />
reduce noise levels to <strong>City</strong> <strong>of</strong> <strong>Santa</strong> <strong>Monica</strong> noise standards. Such techniques<br />
may include, but are not limited to, the use <strong>of</strong> sound blankets on noise generating<br />
equipment and the construction <strong>of</strong> temporary sound barriers between construction<br />
sites and nearby sensitive receptors.<br />
Miscellaneous<br />
110. For temporary excavation and shoring that includes tiebacks into the public right<strong>of</strong>-way,<br />
a Tieback Agreement, prepared by the <strong>City</strong> Attorney, will be required.<br />
FIRE<br />
General Requirements<br />
The following comments are to be included on plans if applicable.<br />
Requirements are based on the California Fire Code (CFC), the <strong>Santa</strong> <strong>Monica</strong> Municipal<br />
Code (SMMC) and the California Building Code (CBC).<br />
California Fire Code/ <strong>Santa</strong> <strong>Monica</strong> Fire Department Requirements<br />
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111. A fire apparatus access road shall be provided to within 150 feet <strong>of</strong> all exterior<br />
walls <strong>of</strong> the first floor <strong>of</strong> the building. The route <strong>of</strong> the fire apparatus access road<br />
shall be approved by the fire department. The 150 feet is measured by means <strong>of</strong><br />
an unobstructed route around the exterior <strong>of</strong> the building.<br />
112. Apparatus access roads shall have a minimum unobstructed width <strong>of</strong> 20 feet. A<br />
minimum vertical clearance <strong>of</strong> 13 feet 6 inches shall be provided for the apparatus<br />
access roads.<br />
113. Dead-end fire apparatus access roads in excess <strong>of</strong> 150 feet in length shall be<br />
provided with an approved means for turning around the apparatus.<br />
114. A “Knox” key storage box shall be provided for ALL new construction. For<br />
buildings, other than high-rise, a minimum <strong>of</strong> 3 complete sets <strong>of</strong> keys shall be<br />
provided. Keys shall be provided for all exterior entry doors, fire protection<br />
equipment control equipment rooms, mechanical and electrical rooms, elevator<br />
controls and equipment spaces, etc. For high-rise buildings, 6 complete sets are<br />
required.<br />
115. <strong>Santa</strong> <strong>Monica</strong> Municipal Code Chapter 8 section 8.44.050 requires an approved<br />
automatic fire sprinkler system in ALL new construction and certain remodels or<br />
additions. Any building that does not have a designated occupant and use at the<br />
time fire sprinkler plans are submitted for approval, the system shall be designed<br />
and installed to deliver a minimum density <strong>of</strong> not less than that required for<br />
ordinary hazard, Group 2, with a minimum design area <strong>of</strong> not less than three<br />
thousand square feet. Plans and specifications for fire sprinkler systems shall be<br />
submitted and approved prior to system installation.<br />
116. Buildings four or more stories in height shall be provided with not less than one<br />
standpipe during construction.<br />
117. The standpipe(s) shall be installed before the progress <strong>of</strong> construction is more<br />
than 35- feet above grade. Two-and-one-half-inch valve hose connections shall<br />
be provided at approved, accessible locations adjacent to useable stairs.<br />
Temporary standpipes shall be capable <strong>of</strong> delivering a minimum demand <strong>of</strong> 500<br />
gpm at 100-psi residual pressure. Pumping equipment shall be capable <strong>of</strong><br />
providing the required pressure and volume.<br />
118. Provide Multipurpose Dry Chemical type fire extinguishers with a minimum<br />
rating <strong>of</strong> 2A-10B:C. Extinguishers shall be located on every floor or level.<br />
Maximum travel distance from any point in space or building shall not exceed 75<br />
feet. Extinguishers shall be mounted on wall or installed in cabinet no higher than<br />
4 ft. above finished floor and plainly visible and readily accessible or signage<br />
shall be provided.<br />
119. An automatic fire extinguishing system complying with UL 300 shall be provided<br />
to protect commercial-type cooking or heating equipment that produces greaseladen<br />
vapors. A separate plan submittal is required for the installation <strong>of</strong> the<br />
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system and shall be in accordance with UFC Article 10, NFPA 17A and NFPA<br />
96. Provide a Class “K” type portable fire extinguisher within 30 feet the kitchen<br />
appliances emitting grease-laden vapors.<br />
120. Every building and/or business suite is required to post address numbers that are<br />
visible from the street and alley. Address numbers shall be a minimum <strong>of</strong> six (6)<br />
inches in height and contrast with their background. Suite or room numbers shall<br />
be a minimum <strong>of</strong> four (4) inches in height and contrast with their background.<br />
<strong>Santa</strong> <strong>Monica</strong> Municipal Code Chapter 8 Section 8.48.130 (l) (1)<br />
121. When more than one exit is required they shall be arranged so that it is possible to<br />
go in either direction to a separate exit, except deadends not exceeding 20 feet,<br />
and 50 feet in fully sprinklered buildings.<br />
122. Exit and directional signs shall be installed at every required exit doorway,<br />
intersection <strong>of</strong> corridors, exit stairways and at other such locations and intervals<br />
as necessary to clearly indicate the direction <strong>of</strong> egress. This occupancy/use<br />
requires the installation <strong>of</strong> approved floor level exit pathway marking. Exit doors<br />
shall be openable from the inside without the use <strong>of</strong> a key, special effort or<br />
knowledge.<br />
123. Show ALL door hardware intended for installation on Exit doors.<br />
124. In buildings two stories or more in height an approved floor plan providing<br />
emergency procedure information shall be posted at the entrance to each stairway,<br />
in every elevator lobby, and immediately inside all entrances to the building. The<br />
information shall be posted so that it describes the represented floor and can be<br />
easily seen upon entering the floor level or the building. Required information<br />
shall meet the minimum standards established in the <strong>Santa</strong> <strong>Monica</strong> Fire<br />
Department, Fire Prevention Division, information sheet entitled “Evacuation<br />
Floor Plan Signs.” (California Code <strong>of</strong> Regulations Title 19 Section 3.09)<br />
125. Stairway Identification shall be in compliance with CBC 1022.8<br />
126. Floor-level exit signs are required in Group A, E, I, R-1, R-2 and R-4<br />
occupancies.<br />
127. In buildings two stories in height at least one elevator shall conform to the<br />
California Building Code Chapter 30 section 3003.5a for General Stretcher<br />
Requirements for medical emergency use.<br />
a. The elevator entrance shall not be less than 42 inches wide by 72 inches<br />
high.<br />
b. The elevator car shall have a minimum clear distance between walls<br />
excluding return panels <strong>of</strong> not less than 80 inches by 54 inches.<br />
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c. Medical emergency elevators shall be identified by the international<br />
symbol (star <strong>of</strong> life) for emergency elevator use. The symbol shall be not<br />
less than 3-inches in size.<br />
128. Storage, dispensing or use <strong>of</strong> any flammable or combustible liquids, flammable<br />
compressed gases or other hazardous materials shall comply with the Uniform<br />
Fire Code. The <strong>Santa</strong> <strong>Monica</strong> Fire Department prior to any materials being stored<br />
or used on site shall approve the storage and use <strong>of</strong> any hazardous materials.<br />
Complete and submit a “Consolidated Permit Application Package.” Copies may<br />
be obtained by calling (310) 458-8915.<br />
129. Alarm-initiating devices, alarm-notification devices and other fire alarm system<br />
components shall be designed and installed in accordance with the appropriate<br />
standards <strong>of</strong> Chapter 35 <strong>of</strong> the Building Code, and the National Fire Alarm Code<br />
NFPA 72. The fire alarm system shall include visual notification appliances for<br />
warning the hearing impaired. Approved visual appliances shall be installed in<br />
ALL rooms except private (individual) <strong>of</strong>fices, closets, etc.<br />
130. An approved fire alarm system shall be installed as follows:<br />
131. Group A Occupancies with an occupant load <strong>of</strong> 1,000 or more shall be provided<br />
with a manual fire alarm system and an approved prerecorded message<br />
announcement using an approved voice communication system. Emergency<br />
power shall be provided for the voice communication system.<br />
132. Group E Occupancies having occupant loads <strong>of</strong> 50 or more shall be provided with<br />
an approved manual fire alarm system.<br />
133. Group R-1, R-2 Apartment houses containing 16 or more dwelling units, in<br />
building three or more stories in height R-2.1 and R-4 Occupancies shall be<br />
provided with a manual alarm system. Smoke detectors shall be provided in all<br />
common areas and interior corridors <strong>of</strong> required exits. Recreational, laundry,<br />
furnace rooms and similar areas shall be provided with heat detectors.<br />
134. Plans and specifications for fire alarm systems shall be submitted and approved<br />
prior to system installation<br />
<strong>Santa</strong> <strong>Monica</strong> Fire Department - Fire Prevention Policy Number 5-1<br />
Subject: Fire Apparatus Access Road Requirements<br />
Scope: This policy identifies the minimum standards for apparatus access roads required<br />
by California Fire Code, Section 503.<br />
Application<br />
135. Fire apparatus access roads shall comply with the following minimum standards:<br />
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a. The minimum clear width shall be not less than 20 feet. No parking,<br />
stopping or standing <strong>of</strong> vehicles is permitted in this clear width.<br />
b. When fire hydrants or fire department connections to fire sprinkler<br />
systems are located on fire apparatus access roads the minimum width<br />
shall be 26 feet. This additional width shall extend for 20 feet on each side<br />
<strong>of</strong> the centerline <strong>of</strong> the fire hydrant or fire department connection.<br />
c. The minimum vertical clearance shall be 13 feet, 6 inches.<br />
d. The minimum turn radius for all access road turns shall be not less than 39<br />
feet for the inside radius and 45 feet for the outside radius.<br />
e. Dead-end access roads in excess <strong>of</strong> 150 feet in length shall be provided<br />
with either a 96 feet diameter “cul-de-sac,” 60 foot “Y” or 120-foot<br />
“hammerhead” to allow the apparatus to turn.<br />
f. The surface shall be designed and maintained to support the imposed loads<br />
<strong>of</strong> at least 75,000-pound and shall be “all-weather.” An “all-weather”<br />
surface is asphalt, concrete or other approved driving surface capable <strong>of</strong><br />
supporting the load.<br />
136. Gates installed on fire apparatus access roads shall comply with the following:<br />
a. The width <strong>of</strong> any gate installed on a fire apparatus access road shall be a<br />
minimum <strong>of</strong> 20 feet.<br />
b. Gates may be <strong>of</strong> the swinging or sliding type.<br />
c. Gates shall be constructed <strong>of</strong> materials that will allow for manual<br />
operation by one person.<br />
d. All gate components shall be maintained in an operative condition at all<br />
times and shall be repaired or replaced when defective.<br />
e. Electric gates shall be equipped with a means <strong>of</strong> opening the gate by fire<br />
department personnel for emergency access. The Fire Prevention Division<br />
shall approve emergency opening devices.<br />
f. Manual opening gates may be locked with a padlock, as long it is<br />
accessible to be opened by means <strong>of</strong> forcible entry tools.<br />
g. The Fire Prevention Division shall approve locking device specification.<br />
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137. Fire apparatus access roads shall be marked with permanent NO PARKING –<br />
FIRE LANE CVC SECTION 22500.1. Signs shall have a minimum dimension <strong>of</strong><br />
12 inches wide and 18 inches high having red letters on a white reflective<br />
background.<br />
a. Fire apparatus access roads signs and placement shall comply with the<br />
following:<br />
i. Fire Apparatus access roads 20 to 26 feet wide must be posted on<br />
both sides as a fire lane.<br />
ii.<br />
Fire Apparatus access roads 26 to 32 feet wide must be posted on<br />
one side as a fire lane.<br />
138. Buildings or facilities exceeding 30 feet in height or more than 3 stories in height<br />
shall have at least 2 fire apparatus access roads for each structure.<br />
139. Fire apparatus access roads for commercial and industrial development shall<br />
comply with the following:<br />
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i. Buildings or facilities exceeding 30 feet in height or more than 3 stories in<br />
height shall have at least 2 means <strong>of</strong> fire apparatus access for each<br />
structure.<br />
ii. Buildings or facilities having a gross floor area <strong>of</strong> more than 62,000<br />
square feet shall be provided with 2 fire apparatus access roads.<br />
iii.<br />
When two access roads are required, they shall be placed a distance apart<br />
equal to not less than one half <strong>of</strong> the length <strong>of</strong> the maximum overall<br />
diagonal dimension <strong>of</strong> the property or area to be accessed measured in a<br />
straight line between access.<br />
140. Aerial apparatus access roads shall comply with the following:<br />
i. Buildings or portions <strong>of</strong> buildings or facilities exceeding 30 feet in height<br />
from the lowest point <strong>of</strong> Fire Department access shall be provided shall be<br />
provided with approved apparatus access roads capable <strong>of</strong> accommodating<br />
aerial apparatus.<br />
ii.<br />
iii.<br />
Apparatus access roads shall have a minimum width <strong>of</strong> 26 feet in the<br />
immediate vicinity <strong>of</strong> any building or portion <strong>of</strong> a building more than 30<br />
feet in height.<br />
At least one <strong>of</strong> the required access roads meeting this condition shall be<br />
located within a minimum <strong>of</strong> 15 feet and maximum <strong>of</strong> 30 feet from the<br />
building and shall be a positioned parallel to one entire side <strong>of</strong> the<br />
building.<br />
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141. California Building Code / <strong>Santa</strong> <strong>Monica</strong> Fire Department Requirements<br />
Occupancy Classification and Division<br />
• If a change in occupancy or use, identify the existing and all proposed new<br />
occupancy classifications and uses<br />
• Assembly (A-1, A-2, A-3), Business (B), Mercantile (M), Residential (R), etc.<br />
• Include all accessory uses<br />
Building Height<br />
• Height in feet (SMMC defines a High-Rise as any structure greater then 55<br />
feet.)<br />
• Number <strong>of</strong> stories<br />
• Detail increase in allowable height<br />
• Type I (II-FR.) buildings housing Group B <strong>of</strong>fice or Group R, Division 1<br />
Occupancies each having floors used for human occupancy located more than<br />
55 feet above the lowest level <strong>of</strong> fire department vehicle access shall comply<br />
with CBC Section 403.<br />
a. Automatic sprinkler system.<br />
b. Smoke-detection systems.<br />
c. Smoke control system conforming to Chapter 9 section 909.<br />
d. Fire alarm and communication systems.<br />
1. Emergency voice alarm signaling system.<br />
2. Fire department communication system.<br />
e. Central control station. (96 square feet minimum with a<br />
minimum dimension <strong>of</strong> 8’ ft.)<br />
f. {omitted}<br />
g. Elevators.<br />
h. Standby power and light and emergency systems.<br />
i. Exits<br />
j. Seismic consideration.<br />
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Total Floor Area <strong>of</strong> Building or Project<br />
• Basic Allowable Floor Area<br />
• Floor Area for each room or area<br />
• Detail allowable area increase calculations<br />
Corridor Construction<br />
• Type <strong>of</strong> Construction<br />
• Detail any and all code exceptions being used<br />
Occupant Load Calculations<br />
• Occupancy Classification for each room or area.<br />
• Occupant Load Calculation for each room or area based on use or occupancy<br />
• Total Proposed Occupant Load<br />
Means <strong>of</strong> Egress<br />
• Exit width calculations<br />
• Exit path <strong>of</strong> travel<br />
• Exit Signage and Pathway Illumination (low level exit signage)<br />
Atria - Atria shall comply with CBC Section 404 as follows:<br />
• Atria shall not be permitted in buildings containing Group H Occupancies.<br />
• The entire building shall be sprinklered.<br />
• A mechanically operated smoke-control system meeting the requirements <strong>of</strong><br />
Section 909 and 909.9 shall be installed.<br />
• Smoke detectors shall be installed in accordance with the Fire Code.<br />
• Except for open exit balconies within the atrium, the atrium shall be separated<br />
from adjacent spaces by one-hour fire-resistive construction. See exceptions to<br />
Section 404.6.<br />
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• When a required exit enters the atrium space, the travel distance from the<br />
doorway <strong>of</strong> the tenant space to an enclosed stairway, horizontal exit, exterior<br />
door or exit passageway shall not exceed 200 feet.<br />
• In other than jails, prisons and reformatories, sleeping rooms <strong>of</strong> Group I<br />
Occupancies shall not have required exits through the atrium.<br />
• Standby power shall be provided for the atrium and tenant space smokecontrol<br />
system. Sections 404.7 and 909.11.<br />
• The interior finish for walls and ceilings <strong>of</strong> the atrium and all unseparated<br />
tenant spaces shall be Class I. Section 404.8.<br />
Atriums <strong>of</strong> a height greater than 20 feet, measured from the ceiling sprinklers, shall only<br />
contain furnishings and decorative materials with potential heat <strong>of</strong> combustion less than<br />
9,000 Btu's per pound. All furnishings to comply with California Bureau <strong>of</strong> Home<br />
Furnishings, Technical Bulletin 133, “Flammability Test for Seating Furniture in Public<br />
Occupancies.”<br />
All furnishings in public areas shall comply with California Bureau <strong>of</strong> Home Furnishings,<br />
Technical Bulletin 133, “Flammability Test for Seating Furniture in Public Occupancies.”<br />
Los Angeles County Fire<br />
142. Fire Flow Requirements<br />
I. INTRODUCTION<br />
A. Purpose: To provide Department standards for fire flow, hydrant spacing<br />
and specifications.<br />
B. Scope: Informational to the general public and instructional to all<br />
individuals, companies, or corporations involved in the subdivision <strong>of</strong> land,<br />
construction <strong>of</strong> buildings, or alterations and/or installation <strong>of</strong> fire protection<br />
water systems and hydrants.<br />
C. Author: The Deputy Chief <strong>of</strong> the Prevention Services Bureau through<br />
the Assistant Fire Chief (Fire Marshal) <strong>of</strong> the Fire Prevention Division<br />
is responsible for the origin and maintenance <strong>of</strong> this regulation.<br />
D. Definitions:<br />
1. GPM – gallons per minute<br />
2. psi – pounds per square inch<br />
3. Detached condominiums – single detached dwelling units on<br />
land owned in common<br />
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II. RESPONSIBILITY<br />
4. Multiple family dwellings – three or more dwelling units<br />
attached<br />
A. Land Development Unit<br />
1. The Department’s Land Development Unit shall review all<br />
subdivisions <strong>of</strong> land and apply fire flow and hydrant spacing<br />
requirements in accordance with this regulation and the present<br />
zoning <strong>of</strong> the subdivision or allowed land use as approved by the<br />
County’s Regional Planning Commission or city planning<br />
department.<br />
B. Fire Prevention Engineering Section<br />
III. POLICY<br />
1. The Department’s Fire Prevention Engineering Section shall<br />
review building plans and apply fire flow and hydrant spacing<br />
requirements in accordance with this regulation.<br />
A. The procedures, standards, and policies contained herein are provided<br />
to ensure the adequacy <strong>of</strong>, and access to, fire protection water and shall<br />
be enforced by all Department personnel.<br />
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IV. PROCEDURES<br />
A. Land development: fire flow, duration <strong>of</strong> flow, and hydrant spacing<br />
The following requirements apply to land development issues such as: tract<br />
and parcel maps, conditional use permits, zone changes, lot line adjustments,<br />
planned unit developments, etc.<br />
1. Residential<br />
Fire Zones 3<br />
Very High Fire Hazard Severity Zone (VHFHSZ)<br />
a. Single family dwelling<br />
Public<br />
Hydrant<br />
Duration Spacing<br />
Fire Flow <strong>of</strong> Flow<br />
1,250 GPM 2 hrs. 600 ft.<br />
and detached condominiums<br />
(1 – 4 Units)<br />
(Under 5,000 square feet)<br />
b. Detached condominium<br />
1,500 GPM 2 hrs. 300 ft.<br />
(5 or more units)<br />
c. Two family dwellings 1,500 GPM 2 hrs. 600 ft.<br />
NOTE: FOR SINGLE FAMILY DWELLINGS OVER<br />
5,000 SQUARE FEET. SEE, TABLE 1 FOR FIRE FLOW<br />
REQUIREMENTS PER BUILDING SIZE.<br />
2. Multiple family dwellings, hotels, high rise, commercial, industrial, etc.<br />
a. Due to the undetermined building designs for new land<br />
development projects (undeveloped land), the required fire flow<br />
shall be: 5,000 GPM 5 hrs. 300 ft.<br />
NOTE:<br />
REDUCTION IN FIRE FLOW IN ACCORDANCE<br />
WITH TABLE 1.<br />
b. Land development projects consisting <strong>of</strong> lots having existing<br />
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structures shall be in compliance with Table 1 (fire flow per<br />
building size). This standard applies to multiple family<br />
dwellings, hotels, high rise, commercial, industrial, etc.<br />
NOTE: FIRE FLOWS PRECEDING ARE MEASURED AT 20<br />
POUNDS PER SQUARE INCH RESIDUAL<br />
PRESSURE.<br />
B. Building plans<br />
The Department’s Fire Prevention Engineering Section shall review building plans<br />
and apply fire flow requirements and hydrant spacing in accordance with the<br />
following:<br />
1. Residential<br />
Building Occupancy Classification<br />
a. Single family dwellings - Fire Zone 3 (Less than 5,000 square feet)<br />
Fire Flow<br />
Duration<br />
<strong>of</strong> Flow<br />
Public Hydrant<br />
Spacing<br />
On a lot <strong>of</strong> one acre or more 750 GPM 2 hrs. 600 ft.<br />
On a lot less than one acre 1,250 GPM 2 hrs. 600 ft.<br />
b. Single family dwellings – VHFHSZ (Less than 5,000 square feet)<br />
On a lot <strong>of</strong> one acre or more 1,000 GPM 2 hrs. 600 ft.<br />
On a lot less than one acre 1,250 GPM 2 hrs. 600 ft.<br />
NOTE: FOR SINGLE FAMILY DWELLINGS GREATER THAN 5,000<br />
SQUARE FEET IN AREA SEE TABLE<br />
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Fire Flow<br />
Duration<br />
<strong>of</strong> Flow<br />
Public Hydrant<br />
Spacing<br />
c. Two family dwellings – VHFHSZ (Less than 5,000 square feet)<br />
Duplexes 1,500 GPM 2 hrs. 600 ft.<br />
2. Mobile Home Park<br />
a. Recreation Buildings Refer to Table 1 for fire flow according to building<br />
size.<br />
b. Mobile Home Park 1,250 GPM 2 hrs. 600 ft.<br />
3. Multiple residential, apartments, single family residences (greater than<br />
5,000 square feet), private schools, hotels, high rise, commercial,<br />
industrial, etc. (R-1, E, B, A, I, H, F, M, S) (see Table 1).<br />
C. Public fire hydrant requirements<br />
1. Fire hydrants shall be required at intersections and along access ways as<br />
spacing requirements dictate<br />
2. Spacing<br />
a. Cul-de-sac<br />
When cul-de-sac depth exceeds 450' (residential) or<br />
200' (commercial), hydrants shall be required at midblock.<br />
Additional hydrants will be required if hydrant<br />
spacing exceeds specified distances.<br />
b. Single family dwellings<br />
Fire hydrant spacing <strong>of</strong> 600 feet<br />
NOTE:<br />
The following guidelines shall be used in<br />
meeting single family dwellings hydrant<br />
spacing requirements:<br />
(1) Urban properties (more than one unit per acre):<br />
No portion <strong>of</strong> lot frontage should be more than<br />
450' via vehicular access from a public hydrant.<br />
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(2) Non-Urban Properties (less than one unit per acre):<br />
No portion <strong>of</strong> a structure should be placed on a<br />
lot where it exceeds 750' via vehicular access<br />
from a properly spaced public hydrant that meets<br />
the required fire flow.<br />
c. All occupancies<br />
Other than single family dwellings, such as commercial,<br />
industrial, multi-family dwellings, private schools,<br />
institutions, detached condominiums (five or more<br />
units), etc.<br />
Fire hydrant spacing shall be 300 feet.<br />
NOTE: The following guidelines shall be used in<br />
meeting the hydrant spacing requirements.<br />
(1) No portion <strong>of</strong> lot frontage shall be more than<br />
200 feet via vehicular access from a public hydrant.<br />
(2) No portion <strong>of</strong> a building should exceed 400 feet<br />
via vehicular access from a properly spaced public<br />
hydrant.<br />
d. Supplemental fire protection<br />
When a structure cannot meet the required public<br />
hydrant spacing distances, supplemental fire protection<br />
shall be required.<br />
NOTE: Supplemental fire protection is not limited to<br />
the installation <strong>of</strong> on-site fire hydrants; it may include<br />
automatic extinguishing systems.<br />
3. Hydrant location requirements - both sides <strong>of</strong> a street<br />
Hydrants shall be required on both sides <strong>of</strong> the street whenever:<br />
a. Streets having raised median center dividers that make access to<br />
hydrants difficult, causes time delay, and/or creates undue hazard.<br />
b. For situations other than those listed in “a” above, the Department’s<br />
inspector’s judgment shall be used. The following items shall be<br />
considered when determining hydrant locations:<br />
(1) Excessive traffic loads, major arterial<br />
route, in which traffic would be difficult to<br />
detour.<br />
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D. On-Site Hydrant Requirements<br />
(2) Lack <strong>of</strong> adjacent parallel public streets in<br />
which traffic could be redirected (e.g.,<br />
Pacific Coast Highway).<br />
(3) Past practices in the area.<br />
(4) Possibility <strong>of</strong> future development in the<br />
area.<br />
(5) Type <strong>of</strong> development (i.e., flag-lot units,<br />
large apartment or condo complex, etc.).<br />
(6) Accessibility to existing hydrants<br />
(7) Possibility <strong>of</strong> the existing street having a<br />
raised median center divider in the near<br />
future.<br />
1. When any portion <strong>of</strong> a proposed structure exceeds (via vehicular access)<br />
the allowable distances from a public hydrant and on-site hydrants are<br />
required, the following spacing requirements shall be met:<br />
a. Spacing distance between on-site hydrants shall be 300 to 600 feet.<br />
(1) Design features shall assist in allowing<br />
distance modifications.<br />
b. Factors considered when allowing distance modifications.<br />
(1) Only sprinklered buildings qualify for the<br />
maximum spacing <strong>of</strong> 600 feet.<br />
2. Fire flow<br />
(2) For non-sprinklered buildings,<br />
consideration should be given to fire<br />
protection, access doors, outside storage,<br />
etc. Distance between hydrants should<br />
not exceed 400 feet.<br />
a. All on-site fire hydrants shall flow a minimum <strong>of</strong> 1,250 gallons per<br />
minute at 20 psi for a duration <strong>of</strong> two hours. If more than one onsite<br />
fire hydrant is required, the on-site fire flow shall be at least<br />
2,500 gallons per minute at 20 psi, flowing from two hydrants<br />
simultaneously. On site flow may be greater depending upon the<br />
size <strong>of</strong> the structure and the distance from public hydrants.<br />
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NOTE:<br />
ONE OF THE TWO HYDRANTS TESTED SHALL BE<br />
THE FARTHEST FROM THE PUBLIC WATER<br />
SOURCE.<br />
3. Distance from structures<br />
All on-site hydrants shall be installed a minimum <strong>of</strong> 25 feet from a<br />
structure or protected by a two-hour firewall.<br />
4. Shut-<strong>of</strong>f valves<br />
All on-site hydrants shall be equipped with a shut-<strong>of</strong>f (gate) valve,<br />
which shall be located as follows:<br />
a. Minimum distance to the hydrant 10 feet.<br />
b. Maximum distance from the hydrant 25 feet<br />
5. Inspection <strong>of</strong> new installations<br />
All new on-site hydrants and underground installations are subject<br />
to inspection <strong>of</strong> the following items by a representative <strong>of</strong> the<br />
Department:<br />
a. Piping materials and the bracing and support there<strong>of</strong>.<br />
b. A hydrostatic test <strong>of</strong> 200 psi for two hours.<br />
c. Adequate flushing <strong>of</strong> the installation.<br />
d. Flow test to satisfy required fire flow.<br />
(1) Hydrants shall be painted with two coats <strong>of</strong> red primer and<br />
one coat <strong>of</strong> red paint, with the exception <strong>of</strong> the stem and<br />
threads, prior to flow test and acceptance <strong>of</strong> the system.<br />
6. Maintenance<br />
It shall be the responsibility <strong>of</strong> the property management company,<br />
the homeowners association, or the property owner to maintain onsite<br />
hydrants.<br />
a. Hydrants shall be painted with two coats <strong>of</strong> red primer and one coat<br />
<strong>of</strong> red, with the exception <strong>of</strong> the stem and threads, prior to flow test<br />
and acceptance <strong>of</strong> the system.<br />
b. No barricades, walls, fences, landscaping, etc., shall be installed or<br />
planted within three feet <strong>of</strong> a fire hydrant.<br />
E. Public Hydrant Flow Procedure<br />
The minimum acceptable flow from any existing public hydrant shall be 1,000<br />
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GPM unless the required fire flow is less. Hydrants used to satisfy fire<br />
flow requirements will be determined by the following items:<br />
1. Only hydrants that meet spacing requirements are acceptable<br />
for meeting fire flow requirements.<br />
2. In order to meet the required fire flow:<br />
a. Flow closest hydrant and calculate to determine flow at 20<br />
pounds per square inch residual pressure. If the calculated<br />
flow does not meet the fire flow requirement, the next closest<br />
hydrant shall be flowed simultaneously with the first<br />
hydrant, providing it meets the spacing requirement, etc.<br />
b. If more than one hydrant is to be flowed in order to meet<br />
the required fire flow, the number <strong>of</strong> hydrants shall be<br />
flowed as follows:<br />
One hydrant<br />
Two hydrants<br />
Three hydrants<br />
1,250 GPM and below<br />
1,251– 3,500 GPM flowing simultaneously<br />
3,501– 5,000 GPM flowing simultaneously<br />
F. Hydrant Upgrade Policy<br />
1. Existing single outlet 2 1/2" inch hydrants shall be upgraded to a<br />
double outlet 6" x 4" x 2 1/2" hydrant when the required fire flow<br />
exceeds 1,250<br />
GPM.<br />
2. An upgrade <strong>of</strong> the fire hydrant will not be required if the required fire<br />
flow is between the minimum requirement <strong>of</strong> 750 gallons per minute,<br />
up to and including 1,250 gallons per minute, and the existing public<br />
water system will provide the required fire flow through an existing<br />
wharf fire hydrant.<br />
3. All new required fire hydrant installations shall be approved<br />
6" x 4" x 2 1/2" fire hydrants.<br />
4. When water main improvements are required to meet GPM flow,<br />
and the existing water main has single outlet 2 1/2" fire<br />
hydrant(s), then a hydrant(s) upgrade will be required. This<br />
upgrade shall apply regardless <strong>of</strong> flow requirements.<br />
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5. The owner-developer shall be responsible for making the<br />
necessary arrangements with the local water purveyor for the<br />
installation <strong>of</strong> all public facilities.<br />
6. Approved fire hydrant barricades shall be installed if curbs are not<br />
provided (see Figures 1, 2, and 3 following on pages 11 and 12).<br />
G. Hydrant Specifications<br />
All required public and on-site fire hydrants shall be installed to the<br />
following specifications prior to flow test and acceptance <strong>of</strong> the system.<br />
1. Hydrants shall be:<br />
a. Installed so that the center line <strong>of</strong> the lowest outlet is<br />
between 14 and 24 inches above finished grade<br />
b. Installed so that the front <strong>of</strong> the riser is between 12 and 24<br />
inches behind the curb face<br />
c. Installed with outlets facing the curb at a 45-degree angle to<br />
the curb line if there are double outlet hydrants<br />
d. Similar to the type <strong>of</strong> construction which conforms to current<br />
A.W.W.A. Standards<br />
e. Provided with three-foot unobstructed clearance on all sides.<br />
f. Provided with approved plastic caps<br />
g. Painted with two coats <strong>of</strong> red primer and one coat <strong>of</strong> traffic<br />
signal yellow for public hydrants and one coat <strong>of</strong> red for onsite<br />
hydrants, with the exception <strong>of</strong> the stems and threads<br />
2. Underground shut-<strong>of</strong>f valves are to be located:<br />
a. A minimum distance <strong>of</strong> 10 feet from the hydrant<br />
b. A maximum distance <strong>of</strong> 25 feet from the hydrant<br />
Exception: Location can be less than 10 feet when the water<br />
main is already installed and the 10-foot minimum distance<br />
cannot be satisfied.<br />
3. All new water mains, laterals, gate valves, buries, and riser shall<br />
be a minimum <strong>of</strong> six inches inside diameter.<br />
4. When sidewalks are contiguous with a curb and are five feet wide<br />
or less, fire hydrants shall be placed immediately behind the<br />
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sidewalk. Under no circumstances shall hydrants be more than six<br />
feet from a curb line.<br />
5. The owner-developer shall be responsible for making the<br />
necessary arrangements with the local water purveyor for the<br />
installation <strong>of</strong> all public facilities.<br />
6. Approved fire hydrant barricades shall be installed if curbs are<br />
not provided (see Figures 1, 2, and 3 following on pages 11 and<br />
12).<br />
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Barricade/Clearance Details<br />
Figure 1<br />
Figure 2<br />
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Figure 3<br />
Notes:<br />
1. Constructed <strong>of</strong> steel not less than four inches in diameter, six inches if heavy<br />
truck traffic is anticipated, schedule 40 steel and concrete filled.<br />
2. Posts shall be set not less than three feet deep in a concrete footing <strong>of</strong> not less<br />
than 15 inches in diameter, with the top <strong>of</strong> the posts not less than three feet<br />
above ground and not less than three feet from the hydrant<br />
3. Posts, fences, vehicles, growth, trash storage and other materials or things shall<br />
not be placed or kept near fire hydrants in a manner that would prevent fire<br />
hydrants from being immediately discernible.<br />
4. If hydrant is to be barricaded, no barricade shall be constructed in front <strong>of</strong> the<br />
hydrant outlets (Figure 2, shaded area).<br />
5. The exact location <strong>of</strong> barricades may be changed by the field inspector during a<br />
field inspection.<br />
6. The steel pipe above ground shall be painted a minimum <strong>of</strong> two field coats <strong>of</strong><br />
primer.<br />
7. Two finish coats <strong>of</strong> “traffic signal yellow” shall be used for fire hydrant<br />
barricades.<br />
8. Figure 3 shows hydrant hook up during fireground operations. Notice apparatus<br />
(hydra-assist-valve) connected to hydrant and the required area. Figure 3 shows<br />
the importance <strong>of</strong> not constructing barricades or other obstructions in front <strong>of</strong><br />
hydrant outlets.<br />
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H. Private fire protection systems for rural commercial and industrial development<br />
Where the standards <strong>of</strong> this regulation cannot be met for industrial and<br />
commercial developments in rural areas, alternate proposals which meet NFPA<br />
Standard 1142 may be submitted to the Fire Marshal for review. Such<br />
proposals shall also be subject to the following:<br />
1. The structure is beyond 3,000 feet <strong>of</strong> any existing, adequatelysized<br />
water system.<br />
a. Structures within 3,000 feet <strong>of</strong> an existing, adequately-sized<br />
water system, but beyond a water purveyor service area, will<br />
be reviewed on an individual basis.<br />
2. The structure is in an area designated by the County <strong>of</strong> Los<br />
Angeles’ General Plan as rural non-urban.<br />
I. Blue reflective hydrant markers replacement policy<br />
1. Purpose: To provide information regarding the replacement <strong>of</strong><br />
blue reflective hydrant markers, following street construction or<br />
repair work.<br />
a. Fire station personnel shall inform Department <strong>of</strong> Public<br />
Works Road Construction Inspectors <strong>of</strong> the importance <strong>of</strong><br />
the blue reflective hydrant markers, and encourage them to<br />
enforce their Department permit requirement, that streets and<br />
roads be returned to their original condition, following<br />
construction or repair work.<br />
b. When street construction or repair work occurs within this<br />
Department's jurisdiction, the nearest Department <strong>of</strong> Public<br />
Works Permit Office shall be contacted. The location can be<br />
found by searching for the jurisdiction <strong>of</strong>fice in the "County<br />
<strong>of</strong> Los Angeles Telephone Directory" under "Department <strong>of</strong><br />
Public Works Road Maintenance Division." The importance<br />
<strong>of</strong> the blue reflective hydrant markers should be explained,<br />
and the requirement encouraged that the street be returned to<br />
its original condition, by replacing the hydrant markers.<br />
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TABLE 1 *<br />
BUILDING SIZE<br />
(First floor area)<br />
Under 3,000<br />
3,000 to 4,999<br />
sq. ft.<br />
sq. ft.<br />
sq. ft.<br />
sq. ft.<br />
sq. ft.<br />
Fire Flow *(1) (2) Duration Hydrant Spacing<br />
1,000 GPM 2 hrs.<br />
300 ft.<br />
1,250 GPM 2 hrs.<br />
300 ft.<br />
5,000 to 7,999<br />
1,500 GPM<br />
2 hrs.<br />
300 ft.<br />
15,000 to 19,999<br />
20,000 to 24,999<br />
sq. ft.<br />
sq. ft.<br />
sq. ft.<br />
sq. ft.<br />
sq. ft.<br />
3,000 GPM<br />
3,500 GPM<br />
3 hrs.<br />
3 hrs.<br />
300 ft.<br />
300 ft.<br />
25,000 to 29,999<br />
4,000 GPM<br />
4 hrs.<br />
300 ft.<br />
* See applicable footnotes below:<br />
(FIRE FLOWS MEASURED AT 20 POUNDS PER SQUARE INCH<br />
RESIDUAL PRESSURE)<br />
(1) Conditions requiring additional fire flow.<br />
a. Each story above ground level - add 500 GPM per story.<br />
b. Any exposure within 50 feet - add a total <strong>of</strong> 500 GPM.<br />
c. Any high-rise building (as determined by the jurisdictional building code)<br />
the fire flow shall be a minimum <strong>of</strong> 3,500 GPM for 3 hours at 20 psi.<br />
d. Any flow may be increased up to 1,000 GPM for a hazardous occupancy.<br />
(2) Reductions in fire flow shall be cumulative for type <strong>of</strong> construction and a fully<br />
sprinklered building. The following allowances and/or additions may be made<br />
to standard fire flow requirements:<br />
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a. A 25% reduction shall be granted for the following types <strong>of</strong> construction:<br />
Type I-F.R, Type II-F.R., Type II one-hour, Type II-N, Type III one-hour,<br />
Type III-N, Type IV, Type IV one hour, and Type V one-hour. This<br />
reduction shall be automatic and credited on all projects using these types<br />
<strong>of</strong> construction. Credit will not be given for Type V-N structures (to a<br />
minimum <strong>of</strong> 2,000 GPM available fire flow).<br />
b. A 25% reduction shall be granted for fully sprinklered buildings (to a<br />
minimum <strong>of</strong> 2,000 GPM available fire flow).<br />
c. When determining required fire flows for structures that total 70,000<br />
square feet or greater, such flows shall not be reduced below 3,500 GPM<br />
at 20 psi for three hours.<br />
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EXHIBIT “E”<br />
SMMC ARTICLE 9 (PLANNING AND ZONING)<br />
On file with the <strong>City</strong> Clerk<br />
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EXHIBIT “F-1”<br />
LOCAL HIRING PROGRAM FOR CONSTRUCTION<br />
Local Hiring Policy For Construction. Developer shall implement a local hiring policy<br />
(the “Local Hiring Policy”) for construction <strong>of</strong> the Project, consistent with the following<br />
guidelines:<br />
1. Purpose. The purpose <strong>of</strong> the Local Hiring Policy is to facilitate the employment<br />
by Developer and its contractors at the Project <strong>of</strong> residents <strong>of</strong> the <strong>City</strong> <strong>of</strong> <strong>Santa</strong><br />
<strong>Monica</strong> (the “Targeted Job Applicants”), and in particular, those residents who<br />
are “Low-Income Individuals” (defined below).<br />
2. Definitions.<br />
a. “Contract” means a contract or other agreement for the providing <strong>of</strong> any<br />
combination <strong>of</strong> labor, materials, supplies, and equipment to the<br />
construction <strong>of</strong> the Project that will result in On-Site Jobs, directly or<br />
indirectly, either pursuant to the terms <strong>of</strong> such contract or other agreement<br />
or through one or more subcontracts.<br />
b. “Contractor” means a prime contractor, a sub-contractor, or any other<br />
entity that enters into a Contract with Developer for any portion or<br />
component <strong>of</strong> the work necessary to construct the Project (excluding<br />
architectural, design and other “s<strong>of</strong>t” components <strong>of</strong> the construction <strong>of</strong><br />
the Project).<br />
c. “Low Income Individual” means a resident <strong>of</strong> the <strong>City</strong> <strong>of</strong> <strong>Santa</strong> <strong>Monica</strong><br />
whose household income is no greater than 80% <strong>of</strong> the Median Income.<br />
d. “Median Income” means the median income for the Los Angeles-Long<br />
Beach Primary Metropolitan Statistical Area, as published from time to<br />
time by the <strong>City</strong> in connection with its Affordable Housing Production<br />
Program pursuant to SMMC Section 9.56.<br />
e. “On-Site Jobs” means all jobs by a Contractor under a Contract for which<br />
at least fifty percent (50%) <strong>of</strong> the work hours for such job requires the<br />
employee to be at the Project site, regardless <strong>of</strong> whether such job is in the<br />
nature <strong>of</strong> an employee or an independent contractor.<br />
3. Priority for Targeted Job Applicants. Subject to Section 6 below in this<br />
Exhibit “F-1,” the Local Hiring Policy provides that the Targeted Job Applicants<br />
shall be considered for each On-Site Job in the following order <strong>of</strong> priority:<br />
a. First Priority: Low Income Individuals living within one mile <strong>of</strong> the<br />
Project;<br />
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. Second Priority: Low Income Individuals living in census tracts<br />
throughout the <strong>City</strong> for which household income is no greater than 80% <strong>of</strong><br />
the Median Income;<br />
c. Third Priority: Low Income Individuals living in the <strong>City</strong>, other than the<br />
first priority and second priority Low Income Individuals; and<br />
d. Fourth Priority: <strong>City</strong> residents other than the first priority, second priority,<br />
and third priority <strong>City</strong> residents.<br />
4. Coverage. The Local Hiring Policy shall apply to all hiring for On-Site Jobs<br />
related to the construction <strong>of</strong> the Project, by Developer and its Contractors.<br />
5. Outreach. So that Targeted Job Applicants are made aware <strong>of</strong> the availability <strong>of</strong><br />
On-Site Jobs, Developer or its Contractors shall advertise available On-Site Jobs<br />
in the <strong>Santa</strong> <strong>Monica</strong> Daily Press or similar local newspaper, or similar local<br />
media and electronically on a <strong>City</strong>-sponsored website, if such a resource exists.<br />
In addition, Developer shall consult with and provide written notice to at least two<br />
first source hiring organizations, which may include but are not limited to the<br />
following:<br />
(i)<br />
(ii)<br />
(iii)<br />
(iv)<br />
Local first source hiring programs.<br />
Trade unions.<br />
Apprenticeship programs at local colleges.<br />
<strong>Santa</strong> <strong>Monica</strong> educational institutions<br />
(v) Other non-pr<strong>of</strong>it organizations involved in referring eligible applicants for<br />
job opportunities<br />
6. Hiring. Developer and its prime contractor shall consider in good faith all<br />
applications submitted by Targeted Job Applicants for On-Site Jobs, in<br />
accordance with their respective normal hiring practices. The <strong>City</strong> acknowledges<br />
that the Contractors shall determine in their respective subjective business<br />
judgment whether any particular Targeted Job Applicant is qualified to perform<br />
the On-Site Job for which such Targeted Job Applicant has applied.<br />
7. Term. The Local Hiring Policy shall continue to apply to the construction <strong>of</strong> the<br />
Project until the final certificate <strong>of</strong> occupancy for the Project has been issued by<br />
the <strong>City</strong>.<br />
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EXHIBIT "F-2"<br />
LOCAL HIRING PROGRAM FOR PERMANENT EMPLOYMENT<br />
Local Hiring Policy For Permanent Employment. The Developer (if an Operator) or<br />
Commercial Operator shall implement a local hiring policy (the “Local Hiring Policy”),<br />
consistent with the following guidelines:<br />
1. Purpose. The purpose <strong>of</strong> the Local Hiring Policy is to facilitate the employment<br />
by the commercial tenants <strong>of</strong> the Project <strong>of</strong> residents <strong>of</strong> the <strong>City</strong> <strong>of</strong> <strong>Santa</strong> <strong>Monica</strong><br />
(the “Targeted Job Applicants”), and in particular, those residents who are<br />
“Low-Income Individuals” (defined below) by ensuring Targeted Job Applicants<br />
are aware <strong>of</strong> Project employment opportunities and have a fair opportunity to<br />
apply and compete for such jobs. The goal <strong>of</strong> this policy is local hiring.<br />
2. Findings.<br />
a. Approximately 73,000-74,000 individuals work in the <strong>City</strong>. The <strong>City</strong> has<br />
a resident labor force <strong>of</strong> approximately 56,800. However, only about onethird<br />
(32.2 percent) <strong>of</strong> the <strong>City</strong>'s resident labor force works at jobs located<br />
in the <strong>City</strong>, with the balance working outside <strong>of</strong> the <strong>City</strong>. Consequently, a<br />
significant portion <strong>of</strong> the <strong>City</strong>'s resident and non-resident work force is<br />
required to commute long distances to find work, causing increased traffic<br />
on state highways, increased pollution, increased use <strong>of</strong> gas and other<br />
fuels and other serious environmental impacts.<br />
b. Due to their employment outside <strong>of</strong> the <strong>City</strong>, many residents <strong>of</strong> the <strong>City</strong><br />
are forced to leave for work very early in the morning and return late in<br />
the evening, <strong>of</strong>ten leaving children and teenagers alone and unsupervised<br />
during the hours between school and the parent return from work outside<br />
the area.<br />
c. Absentee parents and unsupervised youth can result in increased problems<br />
for families, communities and the <strong>City</strong> as a whole, including, but not<br />
limited to, increased crime, more frequent and serious injuries, poor<br />
homework accomplishments, failing grades and increased high school<br />
dropout rates.<br />
d. Of the approximately 45,000 households in the <strong>City</strong>, thirty percent are<br />
defined as low-income households or lower, with eleven percent <strong>of</strong> these<br />
households defined as extremely low income and eight percent very low<br />
income. Approximately 10.5% <strong>of</strong> the <strong>City</strong>'s residents are unemployed.<br />
e. By ensuring that Targeted Job Applicants are aware <strong>of</strong> and have a fair<br />
opportunity to compete for Project jobs, this local hiring policy will<br />
facilitate job opportunities to <strong>City</strong> residents which would expand the <strong>City</strong>'s<br />
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3. Definitions.<br />
employment base and reduce the impacts on the environment caused by<br />
long commuting times to jobs outside the area.<br />
a. “Low Income Individual” means a resident <strong>of</strong> the <strong>City</strong> <strong>of</strong> <strong>Santa</strong> <strong>Monica</strong><br />
whose household income is no greater than 80% <strong>of</strong> the Median Income.<br />
b. “Median Income” means the median income for the Los Angeles-Long<br />
Beach Primary Metropolitan Statistical Area, as published from time to<br />
time by the <strong>City</strong> in connection with its Affordable Housing Production<br />
Program pursuant to SMMC Section 9.56.<br />
c. “On-Site Jobs” means all jobs on the Project site within the nonresidential<br />
uses <strong>of</strong> greater than 1,500 gross square feet, regardless <strong>of</strong><br />
whether such job is in the nature <strong>of</strong> an employee or an independent<br />
contractor.<br />
d. “Commercial Operator” means the operators <strong>of</strong> non-residential uses on<br />
the Project site.<br />
4. Priority for Targeted Job Applicants. Subject to Section 6 below in this<br />
Exhibit “F-2,” the Local Hiring Policy provides that the Targeted Job Applicants<br />
shall be considered for each On-Site Job in the following order <strong>of</strong> priority:<br />
a. First Priority: Low Income Individuals living within one mile <strong>of</strong> the<br />
Project;<br />
b. Second Priority: Low Income Individuals living in the <strong>City</strong>, other than the<br />
first priority Low Income Individuals; and<br />
c. Third Priority: <strong>City</strong> residents other than the first priority and second<br />
priority <strong>City</strong> residents.<br />
For purposes <strong>of</strong> this Local Hiring Policy, the employer is authorized to rely on the<br />
most recent year’s income tax records (W-2) and pro<strong>of</strong> <strong>of</strong> residency (e.g. driver’s<br />
license, utility bill, voter registration) if voluntarily submitted by a prospective job<br />
applicant for purposes <strong>of</strong> assessing a Targeted Job Applicant’s place <strong>of</strong> residence<br />
and income.<br />
5. Coverage. The Local Hiring Policy shall apply to all hiring for On-Site Jobs.<br />
Notwithstanding the foregoing, the Local Hiring Policy shall not apply to<br />
temporary employees utilized while a permanent employee is temporarily absent<br />
or while a replacement is being actively sought for a recently-departed permanent<br />
employee. Furthermore, the Local Hiring Policy shall not preclude the re-hiring<br />
<strong>of</strong> a prior employee or the transfer <strong>of</strong> an existing employee from another location.<br />
6. Recruitment.<br />
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a. Advanced Local Recruitment - Initial Hiring for New Business. So that<br />
Targeted Job Applicants are made aware <strong>of</strong> the availability <strong>of</strong> On-Site<br />
Jobs, at least 30 days before recruitment (“Advanced Recruitment<br />
Period”) is opened up to general circulation for the initial hiring by a new<br />
business, Operator shall advertise available On-Site Jobs in the <strong>Santa</strong><br />
<strong>Monica</strong> Daily Press, or <strong>Santa</strong> <strong>Monica</strong> Police Activity League or similar<br />
organization, or similar local media and electronically on a <strong>City</strong>-sponsored<br />
website, if such a resource exists. In addition, Developer shall consult<br />
with and provide written notice to at least two first source hiring<br />
organizations, which may include but are not limited to the following:<br />
(i) Local first source hiring programs<br />
(ii) Trade unions<br />
(iii) Apprenticeship programs at local colleges<br />
(iv) <strong>Santa</strong> <strong>Monica</strong> educational institutions<br />
(v) Other non-pr<strong>of</strong>it organizations involved in referring eligible<br />
applicants for job opportunities<br />
b. Advanced Local Recruitment - Subsequent Hiring. For subsequent<br />
employment opportunities, the Advanced Recruitment Period for Targeted<br />
Job Applicants can be reduced to at least 7 days before recruitment is<br />
opened up to general circulation. Alternatively, the Developer may also<br />
use an established list <strong>of</strong> potential Targeted Job Applicants <strong>of</strong> not more<br />
than one year old.<br />
c. Obligations After Completion <strong>of</strong> Advanced Recruitment Period. Once<br />
these advanced local recruitment obligations have been met, Developer is<br />
not precluded from advertising regionally or nationally for employees.<br />
7. Hiring. Developer or Commercial Operator shall consider in good faith all<br />
applications submitted by Targeted Job Applicants for On-Site Jobs in accordance<br />
with their normal practice to hire the most qualified candidate for each position<br />
and shall be make good faith efforts to hire Targeted Job Applicants when such<br />
Applicants are most qualified or equally qualified as other applicants. The <strong>City</strong><br />
acknowledges that the Developer or Commercial Operator shall determine in their<br />
respective subjective business judgment whether any particular Targeted Job<br />
Applicant is qualified to perform the On-Site Job for which such Targeted Job<br />
Applicant has applied.<br />
8. Proactive Outreach. Developer shall designate a “First-Source Hiring<br />
Coordinator” (FHC) that shall manage all aspects <strong>of</strong> the Local Hiring Policy.<br />
The FHC shall be responsible for actively seeking partnerships with local firstsource<br />
hiring organizations prior to employment opportunities being available.<br />
The FHC shall also be responsible for encouraging and making available<br />
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information on first-source hiring to respective commercial tenants <strong>of</strong> the Project.<br />
The FHC shall contact new employers on the Project site to inform them <strong>of</strong> the<br />
available resources on first-source hiring. In addition to implementation <strong>of</strong> the<br />
Local Hiring Policy, the FHC can have other work duties unrelated to the Local<br />
Hiring Policy.<br />
9. Term. The Local Hiring Policy shall apply for the life <strong>of</strong> the Project.<br />
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EXHIBIT "G"<br />
[RESERVED]<br />
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Construction Mitigation Plan.<br />
EXHIBIT “H”<br />
CONSTRUCTION MITIGATION PLAN<br />
The applicant shall prepare, implement and maintain a Construction Mitigation Plan that<br />
shall be designed to:<br />
• Prevent material traffic impacts on the surrounding roadway network.<br />
• Minimize parking impacts both to public parking and access to private<br />
parking to the greatest extent practicable.<br />
• Ensure safety for both those constructing the project and the surrounding<br />
community.<br />
• Prevent substantial truck traffic through residential neighborhoods.<br />
The Construction Mitigation Plan shall be subject to review and approval by the<br />
following <strong>City</strong> departments: Department <strong>of</strong> Public Works; Fire; Planning and Community<br />
Development; and Police. This review will ensure that the Plan has been designed in<br />
accordance with this mitigation measure. This review shall occur prior to commencement<br />
<strong>of</strong> any construction staging for the project. The Mitigation Plan shall, at a minimum,<br />
include the following:<br />
Ongoing Requirements Throughout the Duration <strong>of</strong> Construction<br />
• A detailed traffic control plan for work zones shall be maintained which<br />
includes at a minimum accurate existing and proposed: parking and travel lane<br />
configurations; warning, regulatory, guide and directional signage; and area<br />
sidewalks, bicycle lanes and parking lanes. The plan shall include specific<br />
information regarding the project’s construction activities that may disrupt<br />
normal pedestrian and traffic flow and the measures to address these<br />
disruptions. Such plans must be reviewed and approved by the Transportation<br />
Management Division prior to commencement <strong>of</strong> construction and<br />
implemented in accordance with this approval.<br />
• Work within the public right-<strong>of</strong>-way shall be performed between 9:00 AM<br />
and 4:00 PM, including: dirt and demolition material hauling and construction<br />
material delivery. Work within the public right-<strong>of</strong>-way outside <strong>of</strong> these hours<br />
shall only be allowed after the issuance <strong>of</strong> an after-hours construction permit.<br />
• Streets and equipment shall be cleaned in accordance with established PW<br />
requirements.<br />
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• Trucks shall only travel on a <strong>City</strong> approved construction route. Truck<br />
queuing/staging shall not be allowed on <strong>Santa</strong> <strong>Monica</strong> streets. Limited<br />
queuing may occur on the construction site itself.<br />
• Materials and equipment shall be minimally visible to the public; the preferred<br />
location for materials is to be on-site, with a minimum amount <strong>of</strong> materials<br />
within a work area in the public right-<strong>of</strong>-way, subject to a current Use <strong>of</strong><br />
Public Property Permit.<br />
• Any requests for work before or after normal construction hours within the<br />
public right-<strong>of</strong>-way shall be subject to review and approval through the After<br />
Hours Permit process administered by the Building and Safety Division.<br />
• Off-street parking shall be provided for construction workers. This may<br />
include the use <strong>of</strong> a remote location with shuttle transport to the site, if<br />
determined necessary by the <strong>City</strong> <strong>of</strong> <strong>Santa</strong> <strong>Monica</strong>.<br />
Project Coordination Elements That shall Be Implemented Prior to Commencement <strong>of</strong><br />
Construction<br />
• The traveling public shall be advised <strong>of</strong> impending construction activities (e.g.<br />
information signs, portable message signs, media listing/notification,<br />
implementation <strong>of</strong> an approved traffic control plan).<br />
• Any construction work requiring encroachment into public rights-<strong>of</strong>-way,<br />
detours or any other work within the public right-<strong>of</strong>-way shall require<br />
approval from the <strong>City</strong> through issuance <strong>of</strong> a Use <strong>of</strong> Public Property Permit,<br />
Excavation Permit, Sewer Permit or Oversize Load Permit, as well as any<br />
Caltrans Permits required.<br />
• Timely notification <strong>of</strong> construction schedules shall be given to all affected<br />
agencies (e.g., Big Blue Bus, Police Department, Fire Department,<br />
Department <strong>of</strong> Public Works, and Planning and Community Development<br />
Department) and to all owners and residential and commercial tenants <strong>of</strong><br />
property within a radius <strong>of</strong> 500 feet.<br />
• Construction work shall be coordinated with affected agencies in advance <strong>of</strong><br />
start <strong>of</strong> work. Approvals may take up to two weeks per each submittal.<br />
• The Strategic Transportation Planning Division shall approve <strong>of</strong> any haul<br />
routes, for earth, concrete or construction materials and equipment hauling.<br />
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(a) Diesel Equipment Mufflers.<br />
All diesel equipment shall be operated with closed engine doors and shall be equipped<br />
with factory-recommended mufflers.<br />
(b) Electrically-Powered Tools.<br />
Electrical power shall be used to run air compressors and similar power tools.<br />
(c) Restrictions on Excavation and Foundation/Conditioning.<br />
Pile driving, excavation, foundation- laying, and conditioning activities (the noisiest<br />
phases <strong>of</strong> construction) shall be restricted to between the hours <strong>of</strong> 10:00 AM and 3:00<br />
PM, Monday through Friday, in accordance with Section 4.12.110(d) <strong>of</strong> the <strong>Santa</strong><br />
<strong>Monica</strong> Municipal Code.<br />
(d) Additional Noise Attenuation Techniques.<br />
For all noise generating construction activity on the project site, additional noise<br />
attenuation techniques shall be employed to reduce noise levels at to 83 dB or less from<br />
8:00 to 6:00 PM weekdays and 9:00 AM to 5:00 PM Saturdays. Per the Noise Ordinance,<br />
construction noise may exceed 83 dB if it only occurs between 10:00 AM and 3:00 PM.<br />
Such techniques may include, but are not limited to, the use <strong>of</strong> sound blankets on noise<br />
generating equipment and the construction <strong>of</strong> temporary sound barriers around the<br />
perimeter <strong>of</strong> the project construction site.<br />
(e) Construction Sign Posting.<br />
In accordance with Municipal Code Section 4.12.120, the project applicant shall be<br />
required to post a sign informing all workers and subcontractors <strong>of</strong> the time restrictions<br />
for construction activities. The sign shall also include the <strong>City</strong> telephone numbers where<br />
violations can be reported and complaints associated with construction noise can be<br />
submitted.<br />
(f) ROG Control Measures.<br />
The applicant shall ensure that architectural coatings used on the project comply with<br />
SCAQMD Rule 1113, which limits the VOC content <strong>of</strong> architectural coatings.<br />
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(g) Fugitive Dust Control Measures.<br />
The following shall be implemented during construction to minimize fugitive dust and<br />
associated particulate emissions:<br />
• Sufficiently water all excavated or graded material to prevent excessive<br />
amounts <strong>of</strong> dust.<br />
• Watering shall occur at least three times daily with complete coverage,<br />
preferably at the start <strong>of</strong> the day, in the late morning and after work is done for<br />
the day.<br />
• Cease all grading, earth moving or excavation activities during periods <strong>of</strong> high<br />
winds (i.e., greater than 20 mph measured as instantaneous wind gusts) so as<br />
to prevent excessive amounts <strong>of</strong> dust. Securely cover all material transported<br />
on and <strong>of</strong>f-site to prevent excessive amounts <strong>of</strong> dust.<br />
• Cover all soil stockpiles.<br />
• Limit on-site vehicle speeds to 15 mph.<br />
• Install wheel washers where vehicles enter and exit the construction site onto<br />
paved roads or wash <strong>of</strong>f trucks and any equipment leaving the site each trip.<br />
• Appoint a construction relations <strong>of</strong>ficer to act as a community liaison<br />
concerning on-site construction activity including resolution <strong>of</strong> issues related<br />
to PM10 generation.<br />
• Sweep streets at the end <strong>of</strong> the day using SCAQMD Rule 1186 certified street<br />
sweepers or roadway washing trucks if visible soil is carried onto adjacent<br />
public paved roads (recommend water sweepers with reclaimed water).<br />
118<br />
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EXHIBIT “I”<br />
ASSIGNMENT AND ASSUMPTION AGREEMENT<br />
Recording Requested By and<br />
When Recorded Mail To:<br />
Armbruster Goldsmith & Delvac LLP<br />
11611 San Vicente Blvd., Suite 900<br />
Los Angeles, CA 90049<br />
Attn:<br />
________________________________________________________________________<br />
ASSIGNMENT AND ASSUMPTION AGREEMENT<br />
This ASSIGNMENT AND ASSUMPTION AGREEMENT (“Agreement”) is<br />
made and entered into by and between ___________________________, a California<br />
limited liability company (“Assignor”), and ________________________, a<br />
__________________ (“Assignee”).<br />
R E C I T A L S<br />
A. The <strong>City</strong> <strong>of</strong> <strong>Santa</strong> <strong>Monica</strong> (“<strong>City</strong>”) and Assignor entered into that certain<br />
Development Agreement dated _______________, 2013 (the “Development<br />
Agreement”), with respect to the real property located in the <strong>City</strong> <strong>of</strong> <strong>Santa</strong> <strong>Monica</strong>, State<br />
<strong>of</strong> California more particularly described in Exhibit “A” attached hereto (the “Project<br />
Site”).<br />
B. Assignor has obtained from the <strong>City</strong> certain development approvals and<br />
permits with respect to the development <strong>of</strong> the Project Site, including without limitation,<br />
approval <strong>of</strong> the Development Agreement and a vesting parcel map for the Project Site<br />
(collectively, the “Project Approvals”).<br />
C. Assignor intends to sell, and Assignee intends to purchase, the Project<br />
Site.<br />
D. In connection with such purchase and sale, Assignor desires to transfer all<br />
<strong>of</strong> the Assignor’s right, title, and interest in and to the Development Agreement and the<br />
Project Approvals with respect to the Project Site. Assignee desires to accept such<br />
assignment from Assignor and assume the obligations <strong>of</strong> Assignor under the<br />
Development Agreement and the Project Approvals with respect to the Project Site.<br />
THEREFORE, the parties agree as follows:<br />
1. Assignment. Assignor hereby assigns and transfers to Assignee all <strong>of</strong><br />
Assignor’s right, title, and interest in and to the Development Agreement and the Project<br />
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Approvals with respect to the Project Site. Assignee hereby accepts such assignment<br />
from Assignor.<br />
2. Assumption. Assignee expressly assumes and agrees to keep, perform,<br />
and fulfill all the terms, conditions, covenants, and obligations required to be kept,<br />
performed, and fulfilled by Assignor under the Development Agreement and the Project<br />
Approvals with respect to the Project Site.<br />
3. Effective Date. The execution by <strong>City</strong> <strong>of</strong> the attached receipt for this<br />
Agreement shall be considered as conclusive pro<strong>of</strong> <strong>of</strong> delivery <strong>of</strong> this Agreement and <strong>of</strong><br />
the assignment and assumption contained herein. This Agreement shall be effective upon<br />
its recordation in the Official Records <strong>of</strong> Los Angeles County, California, provided that<br />
Assignee has closed the purchase and sale transaction and acquired legal title to the<br />
Project Site.<br />
IN WITNESS WHEREOF, the parties hereto have executed this Agreement as <strong>of</strong><br />
the dates set forth next to their signatures below.<br />
“ASSIGNOR”<br />
_________________________________<br />
a California limited liability company<br />
“ASSIGNEE”<br />
120<br />
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RECEIPT BY CITY<br />
The attached ASSIGNMENT AND ASSUMPTION AGREEMENT is received<br />
by the <strong>City</strong> <strong>of</strong> <strong>Santa</strong> <strong>Monica</strong> on this ___ day <strong>of</strong> ________________, ________.<br />
CITY OF SANTA MONICA<br />
___________________________________<br />
By: _______________________________<br />
Planning Director<br />
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ATTACHMENT D<br />
PUBLIC NOTIFICATION INFORMATION<br />
Pursuant to Municipal Code Sections 9.04.20.22.050 and 9.48.110, notice <strong>of</strong> the public<br />
hearing was mailed to all owners and r esidential and commercial tenants <strong>of</strong> property<br />
located within a 1,000-foot radius <strong>of</strong> the project and published in the <strong>Santa</strong> <strong>Monica</strong> Daily<br />
Press at least ten consecutive calendar days prior to the hearing.<br />
On April 4, 2013, the applicant was notified <strong>of</strong> the subject hearing date.<br />
31
NOTICE OF A PUBLIC HEARING<br />
BEFORE THE SANTA MONICA CITY COUNCIL<br />
SUBJECT:<br />
Development Agreement 12DEV001<br />
1318 2 nd Street<br />
APPLICANT:<br />
David Forbes Hibbert, AIA<br />
PROPERTY OWNER: Michael Sorochinsky, 1320 2 nd Street, LLC<br />
A public hearing will be held by the <strong>City</strong> Council to consider the following request:<br />
The applicant is requesting <strong>City</strong> Council approval <strong>of</strong> a Development Agreement with the <strong>City</strong> to<br />
construct a n ew four-story mixed-use building with fifty-three (53) residential units,<br />
approximately 6,664 square feet <strong>of</strong> ground floor neighborhood-serving commercial space, and a<br />
two level subterranean garage providing 66 parking spaces. As a part <strong>of</strong> the Development<br />
Agreement, the proposed project would provide community benefits, including but not limited to,<br />
additional affordable housing units, and v arious contributions to support improvements in the<br />
downtown area.<br />
DATE/TIME:<br />
LOCATION:<br />
TUESDAY, MAY 14, 2013 AT 6:30 P.M.<br />
<strong>City</strong> Council Chambers, Second Floor, <strong>Santa</strong> <strong>Monica</strong> <strong>City</strong> Hall<br />
1685 Main Street, <strong>Santa</strong> <strong>Monica</strong>, California<br />
HOW TO COMMENT<br />
The <strong>City</strong> <strong>of</strong> <strong>Santa</strong> <strong>Monica</strong> encourages public comment. You may comment at the <strong>City</strong> Council<br />
public hearing, or by writing a letter. Written information will be given to the <strong>City</strong> Council at the<br />
meeting.<br />
Address your letters to:<br />
Steve Mizokami, Associate Planner<br />
Re: 12DEV001<br />
<strong>City</strong> Planning Division<br />
1685 Main Street, Room 212<br />
<strong>Santa</strong> <strong>Monica</strong>, CA 90401<br />
MORE INFORMATION<br />
If you want more information about this project or wish to review the project file, please contact<br />
Steve Mizokami at (310) 458-8341, or by e-mail at steve.mizokami@smgov.net. The Zoning<br />
Ordinance is available at the Planning Counter during business hours and on the <strong>City</strong>’s web site<br />
at www.smgov.net.<br />
The meeting facility is wheelchair accessible. For disability-related accommodations, please<br />
contact (310) 458-8341 or (310) 458-8696 TTY at least 72 hours in advance. Every attempt will<br />
made to provide the requested accommodation. All written materials are available in alternate<br />
format upon request. <strong>Santa</strong> <strong>Monica</strong> Big Blue Bus Lines numbered 2, 3, Rapid 3, and 9 serve<br />
<strong>City</strong> Hall.<br />
Pursuant to California Government Code Section 65009(b), if this matter is subsequently<br />
challenged in Court, the challenge may be l imited to only those issues raised at the public<br />
hearing described in this notice, or in written correspondence delivered to the <strong>City</strong> <strong>of</strong> <strong>Santa</strong><br />
<strong>Monica</strong> at, or prior to, the public hearing.<br />
ESPAÑOL<br />
32
Esto es una noticia de una audiencia pública para revisar applicaciónes proponiendo desarrollo<br />
en <strong>Santa</strong> <strong>Monica</strong>. S i deseas más información, favor de l lamar a C armen Gutierrez en l a<br />
División de Planificación al número (310) 458-8341.<br />
APPROVED AS TO FORM:<br />
___________________________<br />
Amanda Schachter<br />
Planning Manager<br />
33
ATTACHMENT E<br />
KEYSER MARSTON ASSOCIATES<br />
ECONOMIC ANALYSIS<br />
1318 2 ND STREET<br />
35
MEMORANDUM<br />
To:<br />
From:<br />
Steve Mizokami, Associate Planner<br />
<strong>City</strong> <strong>of</strong> <strong>Santa</strong> <strong>Monica</strong><br />
Kathleen Head<br />
Tim Bretz<br />
Date: April 23, 2013<br />
Subject:<br />
1320 2 nd Street: Value Enhancement & Fiscal Impact Analysis<br />
At your request, Keyser Marston Associates, Inc. (KMA) reviewed the proposal<br />
submitted by Century West Partners (Developer) to develop the property located at<br />
1318-1320 2 nd Street (Site) with a mixed-use development consisting <strong>of</strong> apartments,<br />
ground floor retail space and subterranean parking (Proposed Project). The KMA<br />
analysis consists <strong>of</strong> the following components:<br />
1. KMA prepared pro forma analyses to compare the land value supported by a<br />
project that meets the base zoning standards imposed on the Site (Base Zoning<br />
Alternative), to the land value generated by the Proposed Project which utilizes<br />
certain increased height and floor area ratio (FAR) incentives provided by the<br />
<strong>City</strong> <strong>of</strong> <strong>Santa</strong> <strong>Monica</strong> (<strong>City</strong>).<br />
2. The Developer submitted a fiscal impact analysis to the <strong>City</strong> related to a scope <strong>of</strong><br />
development that had previously been proposed. KMA utilized the Developer’s<br />
fiscal impact assumptions to prepare estimates <strong>of</strong> the net fiscal impact <strong>of</strong> the<br />
currently Proposed Project under two income and affordability alternatives.<br />
EXECUTIVE SUMMARY<br />
The following table summarizes the differences between the Proposed Project and the<br />
scope <strong>of</strong> development allowed by the Base Zoning Alternative:<br />
1210011_v4;SM:TRB<br />
19305.013.001
To: Steve Mizokami, <strong>City</strong> <strong>of</strong> <strong>Santa</strong> <strong>Monica</strong> April 23, 2013<br />
Subject: 1320 2 nd Street: Value Enhancement & Fiscal Impact Analysis Page 2<br />
Base<br />
Zoning<br />
Alternative<br />
Proposed<br />
Project<br />
Difference<br />
Residential Units 22 53 31<br />
Retail Square Footage 6,270 6,180 90<br />
Parking Spaces 32 66 34<br />
The analysis prepared by KMA concludes that the Proposed Project generates a<br />
supportable land value that is $2.37 million more than the land value supported by the<br />
Base Zoning Alternative. This represents the value enhancement created by the height<br />
and FAR incentives proposed to be utilized for the Proposed Project.<br />
KMA prepared a fiscal impact analysis based on the Proposed Project, and estimated<br />
the net benefit to the <strong>City</strong>’s General Fund at approximately $900. KMA prepared an<br />
alternative analysis based on the income and affordability mix recommended by the<br />
<strong>Santa</strong> <strong>Monica</strong> Planning Commission (Planning Commission). The alternative analysis<br />
generated a net benefit to the <strong>City</strong>’s General Fund <strong>of</strong> approximately $600 per year. 1<br />
BACKGROUND STATEMENT<br />
The scope <strong>of</strong> development included in the Proposed Project exceeds the development<br />
scope allowed by the base zoning standards imposed on the Site. In order for the<br />
Developer to obtain height and FAR incentives, the Developer is proposing to enter into<br />
a Development Agreement with the <strong>City</strong>. To assist in evaluating the proposed<br />
Development Agreement, the <strong>City</strong> requested that KMA analyze the enhanced value<br />
created by the proposed incentives.<br />
VALUE ENHANCEMENT ANALYSIS<br />
It is the fundamental premise <strong>of</strong> this analysis that providing building height and FAR<br />
incentives will enhance the economic value <strong>of</strong> the Site. To quantify the amount <strong>of</strong> this<br />
value enhancement, KMA conducted pro forma analyses for the Base Zoning Alternative<br />
and the Proposed Project. The value enhancement is estimated by comparing the<br />
supportable land value for the Base Zoning Alternative to the supportable land value for<br />
the Proposed Project.<br />
1 The proposed Community Benefits Package includes three low income studio units at 60% <strong>of</strong><br />
the Los Angeles County Area Median Income (AMI). The Planning Commission recommended<br />
that the Package include five moderate income studio units at 80% <strong>of</strong> the (AMI).<br />
1210011_v4;SM:TRB<br />
19305.013.001
To: Steve Mizokami, <strong>City</strong> <strong>of</strong> <strong>Santa</strong> <strong>Monica</strong> April 23, 2013<br />
Subject: 1320 2 nd Street: Value Enhancement & Fiscal Impact Analysis Page 3<br />
The KMA financial analyses are described in the following sections <strong>of</strong> this memorandum.<br />
The KMA pro forma analyses are presented in Appendices A and B, and are organized<br />
as follows:<br />
Table 1:<br />
Table 2:<br />
Table 3:<br />
Estimated Construction Costs<br />
Estimated Stabilized Net Operating Income<br />
Estimated Supportable Land Value<br />
Base Zoning Alternative Analysis<br />
Scope <strong>of</strong> Development<br />
The scope <strong>of</strong> development under the Base Zoning Alternative can be described as<br />
follows:<br />
1. The gross building area (GBA) is estimated at 23,400 square feet, and is<br />
comprised <strong>of</strong> the following:<br />
a. Residential Component – 17,130 square feet; and<br />
b. Retail Component – 6,270 square feet.<br />
3. The development includes 22 residential units, with an average unit size <strong>of</strong> 588<br />
square feet. The units are allocated as follows:<br />
Live/Work Units 4<br />
Studio Units 9<br />
One-Bedroom Units with View 4<br />
One-Bedroom Units 5<br />
Total Units 22<br />
4. Thirty-two (32) subterranean parking spaces are provided. This equates to a<br />
ratio <strong>of</strong> 1.45 spaces per residential unit.<br />
5. The Base Zoning Alternative analysis is based on the assumption that the<br />
Developer would pay the <strong>City</strong>’s affordable housing in-lieu fee instead <strong>of</strong> providing<br />
income-restricted units on site.<br />
1210011_v4;SM:TRB<br />
19305.013.001
To: Steve Mizokami, <strong>City</strong> <strong>of</strong> <strong>Santa</strong> <strong>Monica</strong> April 23, 2013<br />
Subject: 1320 2 nd Street: Value Enhancement & Fiscal Impact Analysis Page 4<br />
Pro Forma Analysis (Appendix A)<br />
The following sections <strong>of</strong> the analysis summarize the major assumptions applied in the<br />
KMA pro forma analysis <strong>of</strong> the Base Zoning Alternative:<br />
Estimated Construction Costs (Appendix A - Table 1)<br />
Direct Costs<br />
KMA assumed that the Base Zoning Alternative could be developed using Type V<br />
construction standards. In addition, KMA assumed that the Base Zoning Alternative<br />
would not be subject to prevailing wage requirements. Based on these assumptions,<br />
KMA estimates the direct costs as follows:<br />
1. A $200,000 allowance for <strong>of</strong>f-site improvements is provided.<br />
2. The on-site improvement costs are estimated at $15 per square foot <strong>of</strong> land area,<br />
or $225,000.<br />
3. The costs for the single level subterranean parking garage are estimated at<br />
$30,000 per space.<br />
4. Based on Type V construction standards, the building costs are estimated as<br />
follows:<br />
a. The residential building costs are estimated at $110 per square foot <strong>of</strong><br />
residential GBA; and<br />
b. The retail building costs are estimated at $120 per square foot <strong>of</strong> retail<br />
GBA.<br />
5. The retail tenant improvement costs are estimated at $30 per square foot <strong>of</strong> retail<br />
GBA.<br />
6. The contractor fees and general requirements costs are estimated at 14% <strong>of</strong><br />
construction costs.<br />
7. An allowance for builder’s risk insurance was provided equal to 2% <strong>of</strong><br />
construction costs.<br />
8. A direct cost contingency allowance equal to 5% <strong>of</strong> other direct costs was<br />
provided.<br />
KMA estimates the total direct costs at $5.13 million, or $219 per square foot <strong>of</strong> GBA.<br />
1210011_v4;SM:TRB<br />
19305.013.001
To: Steve Mizokami, <strong>City</strong> <strong>of</strong> <strong>Santa</strong> <strong>Monica</strong> April 23, 2013<br />
Subject: 1320 2 nd Street: Value Enhancement & Fiscal Impact Analysis Page 5<br />
Indirect Costs<br />
KMA utilized the following assumptions to estimate the indirect costs for the Base Zoning<br />
Alternative:<br />
1. The architecture, engineering and consulting costs are estimated at 8% <strong>of</strong> direct<br />
costs.<br />
2. <strong>City</strong> staff estimated the public permits and fees costs at approximately $14.05<br />
per square foot <strong>of</strong> GBA. 2<br />
3. The <strong>City</strong>’s affordable housing in-lieu fee is estimated at $13.68 per square foot <strong>of</strong><br />
net residential area.<br />
4. The taxes, insurance, legal and accounting costs are estimated at 3% <strong>of</strong> direct<br />
costs.<br />
5. The marketing and leasing costs are estimated as follows:<br />
a. The residential marketing costs are estimated at 2% <strong>of</strong> direct costs; and<br />
b. The retail leasing commissions are estimated at $3.00 per square foot <strong>of</strong><br />
retail GBA.<br />
6. A development management fee estimated at 4% <strong>of</strong> direct costs is provided.<br />
7. An indirect cost contingency allowance equal to 5% <strong>of</strong> other indirect costs is<br />
provided.<br />
KMA estimates the total indirect costs at $1.47 million<br />
Financing Costs<br />
The financing costs for the Base Zoning Alternative are estimated as follows:<br />
1. The construction period and absorption period interest costs are estimated at<br />
$469,000. These costs are based on the following assumptions:<br />
a. The construction period interest costs are based on a 5.5% interest rate,<br />
an 18-month construction period, and a 60% average outstanding loan<br />
balance.<br />
2 <strong>City</strong> staff provided KMA an estimate <strong>of</strong> the public permits and fees for the Proposed Project.<br />
KMA extrapolated this estimate to estimate the public permits and fees for the Base Zoning<br />
Alternative.<br />
1210011_v4;SM:TRB<br />
19305.013.001
To: Steve Mizokami, <strong>City</strong> <strong>of</strong> <strong>Santa</strong> <strong>Monica</strong> April 23, 2013<br />
Subject: 1320 2 nd Street: Value Enhancement & Fiscal Impact Analysis Page 6<br />
b. The absorption period interest costs are based on a three-month<br />
absorption period with a 100% average outstanding loan balance.<br />
2. The financing fees are set at 2.5 points. This equates to $357,000.<br />
KMA estimates the total financing costs at $826,000.<br />
Total Construction Costs<br />
The following table summarizes the KMA construction cost estimates:<br />
Total Direct Costs $5,126,000<br />
Total Indirect Costs 1,466,000<br />
Total Financing Costs 826,000<br />
Total Construction Costs $7,418,000<br />
Per SF GBA $317<br />
Estimated Stabilized Net Operating Income (Appendix A - Table 2)<br />
Residential Net Operating Income<br />
1. The market rents are estimated as follows:<br />
a. $2,400 per unit for the live/work units;<br />
b. $2,075 per unit for the studio units;<br />
c. $2,850 per unit for the one-bedroom units with a view; and<br />
d. $2,650 per unit for the one-bedroom units.<br />
2. A $10 per unit per month allowance is provided for miscellaneous income.<br />
3. A 5% vacancy and collection allowance is provided.<br />
4. KMA estimates the residential operating expenses as follows:<br />
a. The general operating expenses are estimated at $5,000 per unit per<br />
year.<br />
1210011_v4;SM:TRB<br />
19305.013.001
To: Steve Mizokami, <strong>City</strong> <strong>of</strong> <strong>Santa</strong> <strong>Monica</strong> April 23, 2013<br />
Subject: 1320 2 nd Street: Value Enhancement & Fiscal Impact Analysis Page 7<br />
b. The management fee cost is estimated at 5% <strong>of</strong> the effective gross<br />
residential income.<br />
c. The annual property tax payments are estimated at $3,940 per unit. 3<br />
d. A capital reserve equal to $150 per unit per year is provided.<br />
Based on the preceding assumptions, KMA estimates the effective gross income for the<br />
residential component at $605,700, and the operating expenses at $230,300. The<br />
resulting residential net operating income is $375,400.<br />
Retail Net Operating Income<br />
1. Revenues:<br />
a. The retail rent is set at $4.00 per square foot <strong>of</strong> retail GBA per month.<br />
b. The common area maintenance (CAM) reimbursements are estimated at<br />
$10 per square foot per year.<br />
2. A 5% vacancy and collection allowance is provided.<br />
3. KMA estimates the retail operating expenses as follows:<br />
a. The CAM expenses are estimated at $10 per square foot per year.<br />
b. The management fee is set at 3% <strong>of</strong> effective gross retail income.<br />
KMA estimates the effective gross income for the retail component at $345,500, and the<br />
operating expenses at $73,100. Based on these assumptions, the retail net operating<br />
income is set at $272,400.<br />
Total Net Operating Income<br />
KMA estimates the net operating income for the residential component at $375,400, and<br />
for the retail component at $272,400. The resulting net operating income for the Base<br />
Zoning Alternative at $647,800.<br />
3 This estimate is based on a 5.5% capitalization rate and a 1.27% property tax rate.<br />
1210011_v4;SM:TRB<br />
19305.013.001
To: Steve Mizokami, <strong>City</strong> <strong>of</strong> <strong>Santa</strong> <strong>Monica</strong> April 23, 2013<br />
Subject: 1320 2 nd Street: Value Enhancement & Fiscal Impact Analysis Page 8<br />
Estimated Supportable Land Value (Appendix A - Table 3)<br />
The supportable land value is equal to the difference between the estimated value <strong>of</strong> the<br />
Base Zoning Alternative, and the $7.42 million in estimated construction costs. The<br />
value supported by the Base Zoning Alternative is estimated by capitalizing the project’s<br />
net operating income at a capitalization rate that reflects current market conditions.<br />
To estimate the value supported by the Base Zoning Alternative, KMA capitalized the<br />
project’s net operating income at a 6.13% rate; this rate is derived from a weighted<br />
average <strong>of</strong> 5.5% for the residential component and 7% for the retail component. The<br />
valuation analysis prepared by KMA is summarized in the following table:<br />
Estimated Net Operating Income $647,800<br />
Capitalization Rate 6.13%<br />
Project Value $10,566,000<br />
The resulting supportable land value derived for the Base Zoning Alternative under the<br />
KMA analysis can be summarized as follows:<br />
Project Value $10,566,000<br />
(Less) Total Construction Costs (7,418,000)<br />
Supportable Land Value $3,148,000<br />
Proposed Project Analysis<br />
Scope <strong>of</strong> Development<br />
The following summarizes the scope <strong>of</strong> development for the Proposed Project:<br />
1. The project includes 46,510 square feet <strong>of</strong> GBA. The space is allocated as<br />
follows:<br />
a. Residential Component – 40,330 square feet; and<br />
b. Retail Component – 6,180 square feet.<br />
2. The project includes 53 residential units at an average size <strong>of</strong> 618 square feet.<br />
1210011_v4;SM:TRB<br />
19305.013.001
To: Steve Mizokami, <strong>City</strong> <strong>of</strong> <strong>Santa</strong> <strong>Monica</strong> April 23, 2013<br />
Subject: 1320 2 nd Street: Value Enhancement & Fiscal Impact Analysis Page 9<br />
3. The residential units are allocated to the following product types:<br />
Live/Work Units 4<br />
Studio Units 24<br />
One-Bedroom Units 19<br />
Two-Bedroom Units 6<br />
Total Units 53<br />
4. Sixty-six (66) parking spaces are provided in a two-level subterranean parking<br />
garage. This equates to a ratio <strong>of</strong> 1.25 spaces per residential unit.<br />
Pro Forma Analysis (Appendix B)<br />
The following sections <strong>of</strong> this analysis describe the assumptions used in the KMA pro<br />
forma analysis <strong>of</strong> the Proposed Project.<br />
Estimated Construction Costs (Appendix B - Table 1)<br />
Direct Costs<br />
The Developer assumes that the Proposed Project would utilize Type III construction<br />
standards. In addition, KMA assumes that the Proposed Project would not be subject to<br />
prevailing wage requirements. KMA estimates the direct costs as follows:<br />
1. A $200,000 allowance for <strong>of</strong>f-site improvements is provided.<br />
2. The on-site improvement costs are estimated at $15 per square foot <strong>of</strong> land area,<br />
or $225,000.<br />
3. The subterranean parking costs are estimated as follows:<br />
a. $30,000 per space for the 1 st level <strong>of</strong> subterranean parking; and<br />
b. $35,000 per space for the 2 nd level <strong>of</strong> subterranean parking.<br />
4. Based on Type III construction standards, the building costs are estimated as<br />
follows:<br />
a. The residential building costs are estimated at $155 per square foot <strong>of</strong><br />
residential GBA; and<br />
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To: Steve Mizokami, <strong>City</strong> <strong>of</strong> <strong>Santa</strong> <strong>Monica</strong> April 23, 2013<br />
Subject: 1320 2 nd Street: Value Enhancement & Fiscal Impact Analysis Page 10<br />
b. The retail building costs are estimated at $120 per square foot <strong>of</strong> retail<br />
GBA.<br />
5. The retail tenant improvement costs are estimated at $30 per square foot <strong>of</strong> retail<br />
GBA.<br />
6. The contractor fees and general requirements costs are estimated at 14% <strong>of</strong><br />
construction costs.<br />
7. An allowance for builder’s risk insurance was provided equal to 2% <strong>of</strong><br />
construction costs.<br />
8. A direct cost contingency allowance equal to 5% <strong>of</strong> other direct costs was<br />
provided.<br />
KMA estimates the total direct costs at $11.88 million, or $255 per square foot <strong>of</strong> GBA.<br />
Indirect Costs<br />
KMA utilized the following assumptions to estimate the Proposed Project indirect costs:<br />
1. The architecture, engineering and consulting costs are estimated at 6% <strong>of</strong> direct<br />
costs.<br />
2. <strong>City</strong> staff estimated the public permits and fees costs at approximately $14.05<br />
per square foot <strong>of</strong> GBA.<br />
3. The taxes, insurance, legal and accounting costs are estimated at 2% <strong>of</strong> direct<br />
costs.<br />
4. The marketing and leasing costs are estimated as follows:<br />
a. The residential marketing costs are estimated at 2% <strong>of</strong> direct costs; and<br />
b. The retail leasing commissions are estimated at $3.00 per square foot <strong>of</strong><br />
retail GBA.<br />
5. A development management fee estimated at 4% <strong>of</strong> direct costs is provided.<br />
6. An indirect cost contingency allowance equal to 5% <strong>of</strong> other indirect costs is<br />
provided.<br />
KMA estimates the total indirect costs at $2.45 million.<br />
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19305.013.001
To: Steve Mizokami, <strong>City</strong> <strong>of</strong> <strong>Santa</strong> <strong>Monica</strong> April 23, 2013<br />
Subject: 1320 2 nd Street: Value Enhancement & Fiscal Impact Analysis Page 11<br />
Financing Costs<br />
The financing costs are estimated as follows:<br />
1. The construction period and absorption period interest costs are estimated at<br />
$1.02 million. These costs are based on the following assumptions:<br />
a. The construction period interest costs are based on a 5.5% interest rate,<br />
an 18-month construction period, and a 60% average outstanding<br />
balance.<br />
b. The absorption period interest costs are based on a three-month<br />
absorption period with a 100% average outstanding balance.<br />
2. The financing fees are set at 2.5 points. This equates to $754,000.<br />
KMA estimates the total financing costs at $1.77 million.<br />
Total Construction Costs<br />
KMA estimates the total construction costs as follows:<br />
Total Direct Costs $11,878,000<br />
Total Indirect Costs 2,454,000<br />
Total Financing Costs 1,773,000<br />
Total Construction Costs $16,105,000<br />
Per SF GBA $346<br />
Estimated Stabilized Net Operating Income (Appendix B - Table 2)<br />
Residential Net Operating Income<br />
1. Rent Income<br />
a. The market rents are estimated as follows:<br />
i. $2,400 per unit for the live/work units;<br />
ii.<br />
iii.<br />
$2,100 per unit for the studio units;<br />
$3,000 per unit for the one-bedroom units; and<br />
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To: Steve Mizokami, <strong>City</strong> <strong>of</strong> <strong>Santa</strong> <strong>Monica</strong> April 23, 2013<br />
Subject: 1320 2 nd Street: Value Enhancement & Fiscal Impact Analysis Page 12<br />
iv.<br />
$4,000 per unit for the two-bedroom units.<br />
b. To fulfill the <strong>City</strong>’s inclusionary housing requirements, the Proposed<br />
Project includes five very-low income one-bedroom units. In 2012, the<br />
rent for these units is set by the <strong>City</strong> at $854. 4<br />
2. An allowance <strong>of</strong> $10 per unit per month is provided for miscellaneous income.<br />
3. A 5% vacancy and collection allowance is provided.<br />
4. KMA estimates the residential operating expenses as follows:<br />
a. The general operating expenses are estimated at $3,600 per unit per<br />
year.<br />
b. A management fee estimated at 5% <strong>of</strong> effective gross residential income<br />
is provided.<br />
c. The annual property tax payments are estimated at $4,310 per unit. 5<br />
d. A capital reserve equal to $150 per unit is provided.<br />
KMA estimates the effective gross income for the residential component at $1.49 million,<br />
and the operating expenses at $501,800. The resulting residential net operating income<br />
is estimated at $989,800.<br />
Retail Net Operating Income<br />
1. Revenues:<br />
a. The retail rent is estimated at $4.00 per square foot <strong>of</strong> retail GBA per<br />
month.<br />
b. The CAM reimbursements are set at $10 per square foot per year.<br />
2. A 5% vacancy and collection allowance is provided.<br />
3. KMA estimates the retail operating expenses as follows:<br />
a. The CAM expenses are estimated at $10 per square foot per year.<br />
4 Additional affordable units will be provided as part <strong>of</strong> the Community Benefits Package. The<br />
effective cost <strong>of</strong> those units is included in the calculation <strong>of</strong> the Community Benefits to be<br />
received by the <strong>City</strong>.<br />
5 Based on a 5.5% capitalization rate and a 1.27% property tax rate.<br />
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19305.013.001
To: Steve Mizokami, <strong>City</strong> <strong>of</strong> <strong>Santa</strong> <strong>Monica</strong> April 23, 2013<br />
Subject: 1320 2 nd Street: Value Enhancement & Fiscal Impact Analysis Page 13<br />
b. The management fee is set at 3% <strong>of</strong> the effective gross retail income.<br />
KMA estimates the effective gross income for the retail component at $340,500, and the<br />
operating expenses at $72,000. The retail net operating income is estimated at<br />
$268,500.<br />
Total Net Operating Income<br />
KMA estimates the net operating income for the residential component at $989,800, and<br />
for the retail component at $268,500. The resulting net operating income for the<br />
Proposed Project is estimated at $1.26 million.<br />
Estimated Supportable Land Value (Appendix B - Table 3)<br />
The valuation analysis prepared by KMA for the Proposed Project is summarized in the<br />
following table. As discussed previously in this analysis, the capitalization rate is derived<br />
from a weighted average <strong>of</strong> 5.5% for the residential component and 7% for the retail<br />
component.<br />
Estimated Net Operating Income $1,258,300<br />
Capitalization Rate 5.82%<br />
Project Value $21,620,000<br />
The supportable land value derived under the KMA analysis is presented in the following<br />
table:<br />
Project Value $21,620,000<br />
(Less) Total Construction Costs (16,105,000)<br />
Supportable Land Value $5,515,000<br />
Value Enhancement Calculation<br />
The value enhancement is equal to the difference between the land values supported by<br />
the Base Zoning Alternative and the Proposed Project. The following table presents the<br />
KMA estimate <strong>of</strong> the value enhancement:<br />
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19305.013.001
To: Steve Mizokami, <strong>City</strong> <strong>of</strong> <strong>Santa</strong> <strong>Monica</strong> April 23, 2013<br />
Subject: 1320 2 nd Street: Value Enhancement & Fiscal Impact Analysis Page 14<br />
Supportable Land Value<br />
Proposed Project $5,515,000<br />
Base Zoning Alternative $3,148,000<br />
Total Value Enhancement $2,367,000<br />
FISCAL IMPACT ANALYSIS (APPENDICES C AND D)<br />
As part <strong>of</strong> the original proposal to the <strong>City</strong>, the Developer submitted a fiscal impact<br />
analysis <strong>of</strong> the project. The assumptions applied in the Developer’s analysis were vetted<br />
by KMA, and overall were deemed to fall within the reasonable range.<br />
During the Development Agreement negotiations between the <strong>City</strong> and the Developer,<br />
the scope <strong>of</strong> development has been modified to eliminate three <strong>of</strong> the residential units,<br />
and to reduce the GBA <strong>of</strong> ground floor retail space by approximately 91 square feet. In<br />
addition, the following affordable housing unit contributions are being considered for<br />
inclusion in the Community Benefits Package:<br />
Proposed Project<br />
Planning<br />
Commission<br />
Recommendation<br />
Number <strong>of</strong> Studio Units 3 5<br />
Income Restriction<br />
Low Income @<br />
60% AMI<br />
Moderate Income<br />
@ 80% AMI<br />
The following KMA fiscal impact analysis is based on the assumptions applied in the<br />
Developer’s fiscal impact analysis <strong>of</strong> the original scope <strong>of</strong> development. Using these<br />
assumptions, KMA prepared analyses for both affordable housing alternatives being<br />
considered.<br />
Fiscal Impact Analysis Assumptions<br />
The major assumptions used in this fiscal impact analysis are outlined in the following<br />
table:<br />
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19305.013.001
To: Steve Mizokami, <strong>City</strong> <strong>of</strong> <strong>Santa</strong> <strong>Monica</strong> April 23, 2013<br />
Subject: 1320 2 nd Street: Value Enhancement & Fiscal Impact Analysis Page 15<br />
Proposed<br />
Project<br />
Planning<br />
Commission<br />
Recommendation<br />
Unit Mix<br />
Market Rate Units 45 43<br />
Moderate Income Units 0 5<br />
Low Income Units 3 0<br />
Very-Low Income Units 5 5<br />
Total Units 53 53<br />
Equivalent Dwelling Units 58 58<br />
Total Population 75 75<br />
Total Project Value 6 $20,909,000 $20,719,000<br />
Retail Sales / Square Foot GBA $300 $300<br />
Estimated Average Resident Income<br />
Market Rate Units $80,000 $80,000<br />
Income - Restricted Units $34,400 $40,500<br />
Resident Expenditures as % <strong>of</strong> Income<br />
Market Rate Units 16% 16%<br />
Income – Restricted Units 23% 23%<br />
<strong>City</strong> Expenses / Unit $1,785 $1,785<br />
6 The project value directly impacts the property tax revenue and the motor vehicle license fee<br />
revenue.<br />
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To: Steve Mizokami, <strong>City</strong> <strong>of</strong> <strong>Santa</strong> <strong>Monica</strong> April 23, 2013<br />
Subject: 1320 2 nd Street: Value Enhancement & Fiscal Impact Analysis Page 16<br />
Fiscal Impact Analysis Findings<br />
The General Fund revenue and expense analyses for the two alternatives are presented<br />
in Appendices C and D. The results are summarized in the following table:<br />
Proposed<br />
Project<br />
Planning<br />
Commission<br />
Recommendation<br />
Estimated General Fund Revenues $95,500 $95,200<br />
Estimated General Fund Expense $94,600 $94,600<br />
Net Annual General Fund Benefit $900 $600<br />
Based on the results <strong>of</strong> the fiscal impact analysis, KMA estimates that both alternatives<br />
being tested exhibit a net annual fiscal benefit to the <strong>City</strong>’s General Fund. However,<br />
given that the alternatives are projected to generate only a slightly positive fiscal impact,<br />
any change in the assumptions could shift the balance.<br />
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APPENDIX A<br />
BASE ZONING ALTERNATIVE<br />
PRO FORMA ANALYSIS<br />
Prepared by: Keyser Marston Associates, Inc.<br />
Filename: 1320 2nd Street_4 23 13; PF - Base; trb
APPENDIX A - TABLE 1<br />
ESTIMATED CONSTRUCTION COSTS<br />
BASE ZONING ALTERNATIVE: TYPE V CONSTRUCTION<br />
22 MARKET RATE APARTMENT UNITS & 6,270 SF OF RETAIL SPACE<br />
1320 SECOND STREET<br />
SANTA MONICA, CALIFORNIA<br />
I. Direct Costs 1<br />
Off-Site Improvement Costs $200,000<br />
On-Site Improvement Costs 15,000 Sf Land $15 /Sf Land 225,000<br />
Parking Costs<br />
1st-Level Subterranean 32 Spaces $30,000 /Space 960,000<br />
2nd-Level Subterranean 0 Spaces $35,000 /Space 0<br />
Building Costs<br />
Residential 17,130 Sf GBA $110 /Sf GBA 1,884,000<br />
Retail 6,270 Sf GBA $120 /Sf GBA 752,000<br />
Tenant Improvements - Retail 6,270 Sf GBA $30 /Sf Retail GBA 188,000<br />
Contractor Fees/General Requirements 14.0% Construction Costs 589,000<br />
Builder's Risk Insurance 2.0% Construction Costs 84,000<br />
Contingency Allowance 5.0% Other Direct Costs 244,000<br />
Total Direct Costs 23,400 Sf GBA $219 /Sf GBA $5,126,000<br />
II.<br />
Indirect Costs<br />
Arch, Eng, Consulting & Construction Mgmt 8.0% Direct Costs $410,000<br />
Permits & Fees/Impact Fees 2 23,400 Sf GBA $14 /Sf GBA 329,000<br />
Affordable Housing In-Lieu Fee 12,900 SF Net Residential $14 /Sf Net Residential 176,000<br />
Taxes, Insurance, Legal & Accounting 3.0% Direct Costs 154,000<br />
Marketing and Leasing Costs<br />
Marketing - Residential 2.0% Direct Costs 103,000<br />
Leasing Commissions - Commercial 6,270 Sf GBA $3.00 /Sf GBA 19,000<br />
Development Management 4.0% Direct Costs 205,000<br />
Contingency Allowance 5.0% Other Indirect Costs 70,000<br />
Total Indirect Costs $1,466,000<br />
III.<br />
Financing Costs<br />
Interest During Construction 3 $7,418,000 Financed 5.50% Interest $469,000<br />
Loan Fees<br />
Construction Loan Fees $7,418,000 Financed 2.50 Points 185,000<br />
Permanent Loan Fees 4 $6,868,000 Financed 2.50 Points 172,000<br />
Total Financing Costs $826,000<br />
IV. Total Construction Costs 23,400 Sf GBA $317 /Sf GBA $7,418,000<br />
1<br />
Direct costs assume prevailing wage requirements will not be imposed on the Project. KMA assumes Type V construction standards for the Base<br />
Zoning Alternative.<br />
2 Based on the estimate <strong>of</strong> the fee cost per square foot <strong>of</strong> GBA provided by <strong>City</strong> staff for the Proposed Project.<br />
3<br />
Assumes an 18-month construction period with a 60% average outstanding balance, and a 3-month lease-up period with a 100% average<br />
outstanding balance.<br />
4 Assumes a 6.13% capitalization rate and a 65% loan-to-value ratio.<br />
Prepared by: Keyser Marston Associates, Inc.<br />
Filename: 1320 2nd Street_4 23 13; PF - Base; trb
APPENDIX A - TABLE 2<br />
ESTIMATED STABILIZED NET OPERATING INCOME<br />
BASE ZONING ALTERNATIVE: TYPE V CONSTRUCTION<br />
22 MARKET RATE APARTMENT UNITS & 6,270 SF OF RETAIL SPACE<br />
1320 SECOND STREET<br />
SANTA MONICA, CALIFORNIA<br />
I. Residential Rental Income 1<br />
Market-Rate Units<br />
Live/Work Units 4 Units $2,400 /Unit/Month $115,200<br />
Studio Units 9 Units $2,075 /Unit/Month 224,100<br />
One-Bedroom Units w/ View 4 Units $2,850 /Unit/Month 136,800<br />
One-Bedroom Units 5 Units $2,650 /Unit/Month 159,000<br />
Two-Bedroom Units 0 Units $0 /Unit/Month 0<br />
Affordable Units 2<br />
Very-Low Income Studio 0 Units $747 /Unit/Month 0<br />
Very-Low Income One-Bedroom 0 Units $854 /Unit/Month 0<br />
Gross Rental Income $635,100<br />
Laundry/Miscellaneous Income 22 Units $10 /Unit/Month 2,600<br />
Gross Income $637,700<br />
(Less) Vacancy & Collection Allowance 5.0% Gross Income (32,000)<br />
Effective Gross Income $605,700<br />
II.<br />
Residential Operating Expenses<br />
General Operating Expenses 22 Units $5,000 /Unit $110,000<br />
Management Fee 5% Effective Gross Income 30,300<br />
Property Taxes 22 Units $3,940 /Unit 86,700<br />
Capital Reserve 22 Units $150 /Unit 3,300<br />
Total Residential Operating Expenses 22 Units $10,470 $230,300<br />
III. Residential Net Operating Income $375,400<br />
IV. Retail Income<br />
Retail 1 6,270 Sf GBA $48.00 /Sf/Year $301,000<br />
CAM Reimbursements 6,270 Sf GBA $10.00 /Sf/Year 62,700<br />
Gross Income $363,700<br />
(Less): Vacancy and Collection 5.0% Gross Income (18,200)<br />
Effective Gross Income $345,500<br />
V. Retail Operating Expenses<br />
CAM Expenses 6,270 Sf GBA $10.00 /Sf/Year $62,700<br />
Management Fee 3% Effective Gross Income 10,400<br />
Total Operating Expenses 6,270 Sf GBA $11.70 /Sf/Year $73,100<br />
VI. Retail Net Operating Income $272,400<br />
VII. Total Net Operating Income $647,800<br />
1<br />
2<br />
Based on Developer estimates.<br />
Assumes the Developer will pay an in-lieu fee instead <strong>of</strong> providing affordable units on site.<br />
Prepared by: Keyser Marston Associates, Inc.<br />
Filename: 1320 2nd Street_4 23 13; PF - Base; trb
APPENDIX A - TABLE 3<br />
ESTIMATED SUPPORTABLE LAND VALUE<br />
BASE ZONING ALTERNATIVE: TYPE V CONSTRUCTION<br />
22 MARKET RATE APARTMENT UNITS & 6,270 SF OF RETAIL SPACE<br />
1320 SECOND STREET<br />
SANTA MONICA, CALIFORNIA<br />
I. Estimated Project Value<br />
Net Operating Income $647,800<br />
Capitalization Rate 1 6.13%<br />
Total Project Value $10,566,000<br />
II.<br />
Supportable Land Value<br />
Total Project Value $10,566,000<br />
(Less) Total Construction Costs (7,418,000)<br />
III. Supportable Land Value $3,148,000<br />
1 Based on a weighted average <strong>of</strong> 5.50% for the residential component and 7.00% for the retail component.<br />
Prepared by: Keyser Marston Associates, Inc.<br />
Filename: 1320 2nd Street_4 23 13; PF - Base; trb
APPENDIX B<br />
PROPOSED PROJECT<br />
PRO FORMA ANALYSIS<br />
Prepared by: Keyser Marston Associates, Inc.<br />
Filename: 1320 2nd Street_4 23 13; PF - Proposed; trb
APPENDIX B - TABLE 1<br />
ESTIMATED CONSTRUCTION COSTS<br />
PROPOSED PROJECT: TYPE III CONSTRUCTION<br />
48 MARKET RATE APARTMENT UNITS, 5 AFFORDABLE APARTMENT UNITS & 6,179 SF OF RETAIL SPACE<br />
1320 SECOND STREET<br />
SANTA MONICA, CALIFORNIA<br />
I. Direct Costs 1<br />
Off-Site Improvement Costs $200,000<br />
On-Site Improvement Costs 15,000 Sf Land $15 /Sf Land 225,000<br />
Parking Costs<br />
1st-Level Subterranean 32 Spaces $30,000 /Space 960,000<br />
2nd-Level Subterranean 34 Spaces $35,000 /Space 1,190,000<br />
Building Costs<br />
Residential 40,329 Sf GBA $155 /Sf GBA 6,251,000<br />
Retail 6,179 Sf GBA $120 /Sf GBA 741,000<br />
Tenant Improvements - Retail 6,179 Sf GBA $30 /Sf Retail GBA 185,000<br />
Contractor Fees/General Requirements 14.0% Construction Costs 1,365,000<br />
Builder's Risk Insurance 2.0% Construction Costs 195,000<br />
Contingency Allowance 5.0% Other Direct Costs 566,000<br />
Total Direct Costs 46,508 Sf GBA $255 /Sf GBA $11,878,000<br />
II.<br />
Indirect Costs<br />
Arch, Eng, Consulting & Construction Mgmt 6.0% Direct Costs $713,000<br />
Permits & Fees/Impact Fees 2 46,508 Sf GBA $14 /Sf GBA 654,000<br />
Taxes, Insurance, Legal & Accounting 2.0% Direct Costs 238,000<br />
Marketing and Leasing Costs<br />
Marketing - Residential 2.0% Direct Costs 238,000<br />
Leasing Commissions - Commercial 6,179 Sf GBA $3.00 /Sf GBA 19,000<br />
Development Management 4.0% Direct Costs 475,000<br />
Contingency Allowance 5.0% Other Indirect Costs 117,000<br />
Total Indirect Costs $2,454,000<br />
III.<br />
Financing Costs<br />
Interest During Construction 3 $16,105,000 Financed 5.50% Interest $1,019,000<br />
Loan Fees<br />
Construction Loan Fees $16,105,000 Financed 2.50 Points 403,000<br />
Permanent Loan Fees 4 $14,053,000 Financed 2.50 Points 351,000<br />
Total Financing Costs $1,773,000<br />
IV. Total Construction Costs 46,508 Sf GBA $346 /Sf GBA $16,105,000<br />
1<br />
Direct costs assume prevailing wage requirements will not be imposed on the Project. KMA assumes Type III construction standards for the<br />
Proposed Project. The gross building area (GBA) estimates were provided by <strong>City</strong> staff.<br />
2 Based on estimate provided by <strong>City</strong> staff.<br />
3<br />
Assumes an 18-month construction period with a 60% average outstanding balance, and a 3-month lease-up period with a 100% average<br />
outstanding balance.<br />
4 Assumes a 5.82% capitalization rate and a 65% loan-to-value ratio.<br />
Prepared by: Keyser Marston Associates, Inc.<br />
Filename: 1320 2nd Street_4 23 13; PF - Proposed; trb
APPENDIX B - TABLE 2<br />
ESTIMATED STABILIZED NET OPERATING INCOME<br />
PROPOSED PROJECT: TYPE III CONSTRUCTION<br />
48 MARKET RATE APARTMENT UNITS, 5 AFFORDABLE APARTMENT UNITS & 6,179 SF OF RETAIL SPACE<br />
1320 SECOND STREET<br />
SANTA MONICA, CALIFORNIA<br />
I. Residential Rental Income 1<br />
Market-Rate Units<br />
Live/Work Units 4 Units $2,400 /Unit/Month $115,200<br />
Studio Units 24 Units $2,100 /Unit/Month 604,800<br />
One-Bedroom Units 14 Units $3,000 /Unit/Month 504,000<br />
Two-Bedroom Units 6 Units $4,000 /Unit/Month 288,000<br />
Affordable Units 2<br />
Very-Low Income One-Bedroom Units 5 Units $854 /Unit/Month 51,200<br />
Gross Rental Income $1,563,200<br />
Laundry/Miscellaneous Income 53 Units $10 /Unit/Month 6,400<br />
Gross Income $1,569,600<br />
(Less) Vacancy & Collection Allowance 5.0% Gross Income (78,000)<br />
Effective Gross Income $1,491,600<br />
II.<br />
Residential Operating Expenses<br />
General Operating Expenses 53 Units $3,600 /Unit $190,800<br />
Management Fee 5% Effective Gross Income 74,600<br />
Property Taxes 53 Units $4,310 /Unit 228,400<br />
Capital Reserve 53 Units $150 /Unit 8,000<br />
Total Residential Operating Expenses 53 Units $9,470 $501,800<br />
III. Residential Net Operating Income $989,800<br />
IV. Retail Income<br />
Retail 1 6,179 Sf GBA $48.00 /Sf/Year $296,600<br />
CAM Reimbursements 6,179 Sf GBA $10.00 /Sf/Year 61,800<br />
Gross Income $358,400<br />
(Less): Vacancy and Collection 5.0% Gross Income (17,900)<br />
Effective Gross Income $340,500<br />
V. Retail Operating Expenses<br />
CAM Expenses 6,179 Sf GBA $10.00 /Sf/Year $61,800<br />
Management Fee 3% Effective Gross Income 10,200<br />
Total Operating Expenses 6,179 Sf GBA $11.70 /Sf/Year $72,000<br />
VI. Retail Net Operating Income $268,500<br />
VII. Total Net Operating Income $1,258,300<br />
1<br />
2<br />
Based on Developer estimates. Three <strong>of</strong> the studio units will be restricted to low income households per the Community Benefits Agreement with<br />
the <strong>City</strong>.<br />
Based on the affordable rents published by the <strong>City</strong>. The low income rents are set at 60% Median and the very-low income rents are set at 50%<br />
Median.<br />
Prepared by: Keyser Marston Associates, Inc.<br />
Filename: 1320 2nd Street_4 23 13; PF - Proposed; trb
APPENDIX B - TABLE 3<br />
ESTIMATED SUPPORTABLE LAND VALUE<br />
PROPOSED PROJECT: TYPE III CONSTRUCTION<br />
48 MARKET RATE APARTMENT UNITS, 5 AFFORDABLE APARTMENT UNITS & 6,179 SF OF RETAIL SPACE<br />
1320 SECOND STREET<br />
SANTA MONICA, CALIFORNIA<br />
I. Estimated Project Value<br />
Net Operating Income SEE APPENDIX B - TABLE 2 $1,258,300<br />
Capitalization Rate 1 5.82%<br />
Total Project Value $21,620,000<br />
II.<br />
Supportable Land Value<br />
Total Project Value $21,620,000<br />
(Less) Construction Costs (16,105,000)<br />
III. Supportable Land Value $5,515,000<br />
1 Based on a weighted average <strong>of</strong> 5.50% for the residential component and 7.00% for the retail component.<br />
Prepared by: Keyser Marston Associates, Inc.<br />
Filename: 1320 2nd Street_4 23 13; PF - Proposed; trb
APPENDIX C<br />
PROPOSED PROJECT<br />
FISCAL IMPACT ANALYSIS<br />
Prepared by: Keyser Marston Associates, Inc.<br />
Filename: 1320 2nd Street_4 23 13; FIA Dev Aff; trb
APPENDIX C - TABLE 1<br />
EQUIVALENT DWELLING UNIT AND POPULATION ESTIMATES<br />
PROPOSED PROJECT<br />
1320 SECOND STREET<br />
SANTA MONICA, CALIFORNIA<br />
I. Equivalent Dwelling Units<br />
Occupied Housing Units 1 50<br />
Retail Square Feet 5,870<br />
Estimated Retail Square Feet Per Employee 500<br />
Estimated Number <strong>of</strong> Employees 12<br />
Estimated Persons Per Dwelling Unit 1.50<br />
Estimated Housing Units Occupied by Retail Workers 8<br />
Estimated Total Equivalent Dwelling Units 58<br />
II.<br />
Population<br />
Occupied Housing Units 50<br />
Persons Per Unit 1.50<br />
Estimated Total Population 75<br />
1<br />
Based on 53 total housing units and a 5% vacancy rate.<br />
Prepared by: Keyser Marston Associates, Inc.<br />
Filename: 1320 2nd Street_4 23 13; FIA Dev Aff; trb
APPENDIX C - TABLE 2<br />
ANNUAL GENERAL FUND REVENUES<br />
PROPOSED PROJECT<br />
1320 SECOND STREET<br />
SANTA MONICA, CALIFORNIA<br />
I. Property Tax Revenue<br />
Assessed Value $20,909,000<br />
Property Tax Rate 1.00%<br />
Total Property Tax Revenue $209,090<br />
<strong>City</strong> Share <strong>of</strong> Property Tax Revenue 14.00%<br />
<strong>City</strong> Property Tax Revenue $29,273<br />
II.<br />
Motor Vehicle License In-Lieu Fee Revenue<br />
FY 2012-2013 MVLF Revenue $7,565,006<br />
Percent <strong>of</strong> Assessed Value 0.081%<br />
Motor Vehicle License In-Lieu Fee Revenue $6,139<br />
III.<br />
Sales Tax Revenue<br />
A. Aggregate Resident Sales Tax Revenue<br />
Taxable Sales $11,295 /Unit<br />
Number <strong>of</strong> Occupied Housing Units 50<br />
Taxable Sales $564,775<br />
Sales Tax Rate (Includes Measure Y Increase) 1.25%<br />
Aggregate Resident Sales Tax Revenue $7,060<br />
B. Commercial Sales Tax Revenue<br />
Taxable Sales $1,761,015<br />
Sales Tax Rate (Includes Measure Y Increase) 1.25%<br />
Commercial Sales Tax Revenue $22,013<br />
Total Sales Tax Revenue $29,072<br />
IV. Business License Revenue<br />
A. Residential Business License Tax Revenue<br />
Residential Gross Income $1,450,300<br />
Residential Rate $1.25 Per $1,000 <strong>of</strong> gross receipts<br />
Residential Business License Tax Revenue $1,813<br />
B. Commercial Business License Tax Revenue<br />
Commercial Gross Receipts $2,201,269<br />
Pr<strong>of</strong>essional Services Rate $1.25 Per $1,000 <strong>of</strong> gross receipts<br />
Commercial Business License Tax Revenue $2,752<br />
Total Business License Revenue $4,564<br />
V. Utility Tax Revenue<br />
Residential Utilities $200 /Month $120,000<br />
Commercial Utilities $2.00 /SF 11,740<br />
Total Utilities $131,740<br />
Utility User Tax Rate 10%<br />
Utility Tax Revenue $13,174<br />
VI. Miscellaneous Revenues<br />
Vehicle License Fees $2.79 Per Capita $209<br />
Other Fees $226 /EDU 13,081<br />
Total Miscellaneous Revenues $13,291<br />
VII. Total Annual Revenues $95,513<br />
Prepared by: Keyser Marston Associates, Inc.<br />
Filename: 1320 2nd Street_4 23 13; FIA Dev Aff; trb
APPENDIX C - TABLE 3<br />
ANNUAL GENERAL FUND EXPENDITURES & NET FISCAL IMPACT<br />
PROPOSED PROJECT<br />
1320 SECOND STREET<br />
SANTA MONICA, CALIFORNIA<br />
I. Annual Expenditures<br />
Administration $88 /EDU $5,104<br />
Information Services $24 /EDU 1,392<br />
Finance $74 /EDU 4,292<br />
Public Works 1 $269 /EDU NA<br />
Planning & Community Development 1 $164 /EDU NA<br />
Housing & Economic Development 1 $71 /EDU NA<br />
Community & Cultural Services $202 Per Capita 15,150<br />
Library $32 Per Capita 2,400<br />
Police $733 /EDU 42,514<br />
Fire $317 /EDU 18,386<br />
Non-Departmental $93 /EDU 5,394<br />
Total Annual Expenditures $94,632<br />
II.<br />
Net Fiscal Impact Calculation<br />
Total Annual Revenues $95,513<br />
Less Total Annual Expenditures ($94,632)<br />
Net Fiscal Impact $881<br />
1<br />
Per the Developer's fiscal impact analysis, it is assumed that the small size <strong>of</strong> the Proposed Project will have no impact on these<br />
departments.<br />
Prepared by: Keyser Marston Associates, Inc.<br />
Filename: 1320 2nd Street_4 23 13; FIA Dev Aff; trb
APPENDIX D<br />
PLANNING COMMISSION RECOMMENDATION<br />
FISCAL IMPACT ANALYSIS<br />
Prepared by: Keyser Marston Associates, Inc.<br />
Filename: 1320 2nd Street_4 23 13; FIA PC; trb
APPENDIX D - TABLE 1<br />
EQUIVALENT DWELLING UNIT AND POPULATION ESTIMATES<br />
PLANNING COMMISSION RECOMMENDATION<br />
1320 SECOND STREET<br />
SANTA MONICA, CALIFORNIA<br />
I. Equivalent Dwelling Units<br />
Occupied Housing Units 1 50<br />
Retail Square Feet 5,870<br />
Estimated Retail Square Feet Per Employee 500<br />
Estimated Number <strong>of</strong> Employees 12<br />
Estimated Persons Per Dwelling Unit 1.50<br />
Estimated Housing Units Occupied by Retail Workers 8<br />
Estimated Total Equivalent Dwelling Units 58<br />
II.<br />
Population<br />
Occupied Housing Units 50<br />
Persons Per Unit 1.50<br />
Estimated Total Population 75<br />
1<br />
Based on 53 total housing units and a 5% vacancy rate.<br />
Prepared by: Keyser Marston Associates, Inc.<br />
Filename: 1320 2nd Street_4 23 13; FIA PC; trb
APPENDIX D - TABLE 2<br />
ANNUAL GENERAL FUND REVENUES<br />
PLANNING COMMISSION RECOMMENDATION<br />
1320 SECOND STREET<br />
SANTA MONICA, CALIFORNIA<br />
I. Property Tax Revenue<br />
Assessed Value $20,719,000<br />
Property Tax Rate 1.00%<br />
Total Property Tax Revenue $207,190<br />
<strong>City</strong> Share <strong>of</strong> Property Tax Revenue 14.00%<br />
<strong>City</strong> Property Tax Revenue $29,007<br />
II.<br />
Motor Vehicle License In-Lieu Fee Revenue<br />
FY 2012-2013 MVLF Revenue $7,565,006<br />
Percent <strong>of</strong> Assessed Value 0.080%<br />
Motor Vehicle License In-Lieu Fee Revenue $6,083<br />
III.<br />
Sales Tax Revenue<br />
A. Aggregate Resident Sales Tax Revenue<br />
Taxable Sales $11,378 /Unit<br />
Number <strong>of</strong> Occupied Housing Units 50<br />
Taxable Sales $568,877<br />
Sales Tax Rate (Includes Measure Y Increase) 1.25%<br />
Aggregate Resident Sales Tax Revenue $7,111<br />
B. Commercial Sales Tax Revenue<br />
Taxable Sales $1,761,015<br />
Sales Tax Rate (Includes Measure Y Increase) 1.25%<br />
Commercial Sales Tax Revenue $22,013<br />
Total Sales Tax Revenue $29,124<br />
IV. Business License Revenue<br />
A. Residential Business License Tax Revenue<br />
Residential Gross Income $1,439,300<br />
Residential Rate $1.25 Per $1,000 <strong>of</strong> gross receipts<br />
Residential Business License Tax Revenue $1,799<br />
B. Commercial Business License Tax Revenue<br />
Commercial Gross Receipts $2,201,269<br />
Pr<strong>of</strong>essional Services Rate $1.25 Per $1,000 <strong>of</strong> gross receipts<br />
Commercial Business License Tax Revenue $2,752<br />
Total Business License Revenue $4,551<br />
V. Utility Tax Revenue<br />
Residential Utilities $200 /Month $120,000<br />
Commercial Utilities $2.00 /SF 11,740<br />
Total Utilities $131,740<br />
Utility User Tax Rate 10%<br />
Utility Tax Revenue $13,174<br />
VI. Miscellaneous Revenues<br />
Vehicle License Fees $2.79 Per Capita $209<br />
Other Fees $226 /EDU 13,081<br />
Total Miscellaneous Revenues $13,291<br />
VII. Total Annual Revenues $95,229<br />
Prepared by: Keyser Marston Associates, Inc.<br />
Filename: 1320 2nd Street_4 23 13; FIA PC; trb
APPENDIX D - TABLE 3<br />
ANNUAL GENERAL FUND EXPENDITURES & NET FISCAL IMPACT<br />
PLANNING COMMISSION RECOMMENDATION<br />
1320 SECOND STREET<br />
SANTA MONICA, CALIFORNIA<br />
I. Annual Expenditures<br />
Administration $88 /EDU $5,104<br />
Information Services $24 /EDU 1,392<br />
Finance $74 /EDU 4,292<br />
Public Works 1 $269 /EDU NA<br />
Planning & Community Development 1 $164 /EDU NA<br />
Housing & Economic Development 1 $71 /EDU NA<br />
Community & Cultural Services $202 Per Capita 15,150<br />
Library $32 Per Capita 2,400<br />
Police $733 /EDU 42,514<br />
Fire $317 /EDU 18,386<br />
Non-Departmental $93 /EDU 5,394<br />
Total Annual Expenditures $94,632<br />
II.<br />
Net Fiscal Impact Calculation<br />
Total Annual Revenues $95,229<br />
Less Total Annual Expenditures ($94,632)<br />
Net Fiscal Impact $597<br />
1<br />
Per the Developer's fiscal impact analysis, it is assumed that the small size <strong>of</strong> the Proposed Project will have no impact on these<br />
departments.<br />
Prepared by: Keyser Marston Associates, Inc.<br />
Filename: 1320 2nd Street_4 23 13; FIA PC; trb
ATTACHMENT F<br />
HISTORIC ASSESSMENT<br />
MEMORANDUM<br />
37
Memorandum<br />
P.O. Box 542<br />
Long Beach, CA<br />
562.500.9451<br />
HISTORICS@AOL.COM<br />
To: Scott Albright, <strong>City</strong> <strong>of</strong> <strong>Santa</strong> <strong>Monica</strong> Date: 03/11/2013<br />
From:<br />
Jan Ostashay, Principal OAC<br />
Re:<br />
HISTORICAL ASSESSMENT REVIEW: 1318-1322 2 nd Street, <strong>Santa</strong> <strong>Monica</strong>, CA<br />
Overview<br />
At the request <strong>of</strong> the <strong>City</strong> <strong>of</strong> <strong>Santa</strong> <strong>Monica</strong> Planning & Community Development Department, <strong>City</strong><br />
Planning Division, Ostashay & Associates Consulting (OAC) has conducted a survey review to assess<br />
if the subject property referenced above is considered a historical resource pursuant to the California<br />
Environmental Quality Act (CEQA). Therefore, OAC has assessed whether the property is individually<br />
eligible for local landmark designation and if it continues to merit recognition as a contributor to a<br />
potential locally eligible <strong>City</strong> <strong>of</strong> <strong>Santa</strong> <strong>Monica</strong> historic district (the Central Business District in downtown<br />
<strong>Santa</strong> <strong>Monica</strong>). OAC has performed a site visit and has also reviewed relevant archival materials,<br />
including Sanborn Fire Insurance maps, tax assessor records, previous survey documents, and<br />
building permits. The following information is for your use. If you have any questions, please do not<br />
hesitate to contact me.<br />
Background Information<br />
The subject property is situated along the west side <strong>of</strong> 2 nd Street between Arizona Avenue and <strong>Santa</strong><br />
<strong>Monica</strong> Boulevard on lot D <strong>of</strong> Block 148 <strong>of</strong> the Town <strong>of</strong> <strong>Santa</strong> <strong>Monica</strong> tract in the <strong>City</strong> <strong>of</strong> <strong>Santa</strong> <strong>Monica</strong>.<br />
The rectangular shape lot size is approximately 50 feet by 150 feet. The property consists <strong>of</strong> a twostory<br />
commercial building with 11,672 square feet <strong>of</strong> space. It is a moderate example <strong>of</strong> a post-World<br />
War II era vernacular commercial building that incorporates simplistic Modern stylistic elements to its<br />
design, materials, and overall composition.<br />
Modern design, while based upon the tenets <strong>of</strong> the International Style, is generally less formal in its<br />
expression <strong>of</strong> Modernist tenets with results that vary widely in terms <strong>of</strong> materials, form, and spatial<br />
arrangements. Typically, the deft hand <strong>of</strong> a master architect is clearly evident in properties where the<br />
term “Modern” is used. In contrast, if the result incorporates Modern stylistic elements yet the<br />
composition is comparatively ordinary the term “vernacular” Modern is generally used. According to the<br />
findings <strong>of</strong> the most recent city-wide survey update most examples <strong>of</strong> the style found in <strong>Santa</strong> <strong>Monica</strong><br />
are considered vernacular Modern. Of those, the subject property is a modest example with typical<br />
features <strong>of</strong> the idiom.<br />
Erected in 1948 and designed by architect L.L. Harris, this concrete block property has a “U” shape<br />
courtyard plan consisting <strong>of</strong> two linear rows <strong>of</strong> units organized around the east/west oriented open<br />
space. Originally designed as a one-story building, a second story was added in 1956. The street<br />
1
HISTORICAL ASSESSMENT REVIEW: 1318-1322 2 nd Street<br />
(east) facade (primary elevation) is divided at the floor plate by a pronounced stringcourse. A simple<br />
articulated boxed cornice terminates the flat ro<strong>of</strong>ed building. The central entrance to the courtyard is<br />
flanked by two wall planes with canted corners that provide access to the first floor commercial units. A<br />
third unit along this elevation is accessible from the far south end <strong>of</strong> the street façade. Flagstone<br />
veneer covers the baseboard <strong>of</strong> the entrance façade at the sidewalk. The upper level <strong>of</strong> the east<br />
elevation is punctuated by four horizontally oriented metal framed tripartite windows <strong>of</strong> similar size.<br />
Sheathed in stucco the north, south, and east elevations are devoid <strong>of</strong> fenestration. Over the years,<br />
little if any significant exterior modifications have occurred to the building.<br />
The property located at 1318-1322 2 nd Street (APN 4291-014-005) was initially identified and evaluated<br />
in 1998 as part <strong>of</strong> the historic resources inventory update efforts <strong>of</strong> the Central Business District and the<br />
Third Street Promenade (final report dated 1998 by Tearnen, Bricker, and Field). At that time, the<br />
property was found to be a contributor to the Central Business District historic district and was<br />
documented on a State DPR523A inventory form. The DPR523 form prepared for this survey did not<br />
indicate that the property was individually significant. The subject property was later re-evaluated for<br />
historical significance as part <strong>of</strong> the city-wide historic resources inventory update survey performed in<br />
2007 (final report dated 2010 by ICF International). In concluding that assessment, the property<br />
continued to appear eligible for local listing as a contributor to the previously identified “Central<br />
Business District” and as such a new DPR523 inventory form was prepared. The new DPR523 form<br />
prepared for that survey assessment did not indicate that the property was individually significant.<br />
Upon recordation on the inventory form, the property was assigned a California Historical Resource<br />
Status Code <strong>of</strong> 5D3 (5D3: appears to be a contributor to a district that appears eligible for local listing or<br />
designation through survey evaluation).<br />
In reviewing the previous survey findings for this property it can be concluded that the building was<br />
found to lack sufficient historical and architectural significance to merit individual eligibility on the<br />
National Register <strong>of</strong> Historic Places, the California Register <strong>of</strong> Historical Resources, or as a local <strong>City</strong> <strong>of</strong><br />
<strong>Santa</strong> <strong>Monica</strong> landmark since such recognition was never indicated on the DPR523 forms.<br />
Historical Assessment<br />
In assessing the property’s current historic status it was noticed that the overall integrity and<br />
composition <strong>of</strong> the Central Business District appeared questionable. In addition to evaluating the<br />
significance <strong>of</strong> the subject property OAC, therefore, conducted a preliminary cursory investigation <strong>of</strong> the<br />
Central Business District to ascertain if it was still a valid historic district with sufficient contributing<br />
properties to comprise a qualified historic district, as defined by the <strong>City</strong>’s historic preservation<br />
ordinance (<strong>Santa</strong> <strong>Monica</strong> Municipal Code 9.36, Landmarks and Historic Districts) and the National Park<br />
Service technical bulletin entitled National Register Bulletin: How to Apply the National Register Criteria<br />
for Evaluation (see Attachments A and B). The following information is presented as part <strong>of</strong> the<br />
evaluation process for the subject property.<br />
The Central Business District was originally surveyed for historical significance in 1983 as part <strong>of</strong> Phase<br />
1 <strong>of</strong> the <strong>City</strong>’s overall historic resources survey efforts, and the area was re-surveyed in 1986 during<br />
Phase 2 <strong>of</strong> the historic survey update process. The <strong>City</strong>-eligible Central Business District is roughly<br />
bounded by Wilshire Boulevard to the north, Second Street to the west, Colorado Avenue to the south,<br />
and Seventh Street to the east. The Third Street Promenade is located within the boundaries <strong>of</strong> the<br />
Central Business District.<br />
2
HISTORICAL ASSESSMENT REVIEW: 1318-1322 2 nd Street<br />
As originally surveyed, the Central Business District historic district included 119 contributing properties.<br />
Another survey <strong>of</strong> the area was conducted following the Northridge earthquake in 1994. Referred to as<br />
the 1995 survey inventory update, 14 contributing buildings were removed from the district due to<br />
earthquake related demolitions, historically insensitive remodeling, or commercial development within<br />
the area. At the onset <strong>of</strong> the 1998 Historic Resources Inventory Update, the Central Business District<br />
had 105 contributing buildings. Upon completion <strong>of</strong> the survey 19 properties were added and 47 were<br />
removed from the district total, giving a total <strong>of</strong> 77 contributors remaining.<br />
The 1998 inventory update survey utilized a cut<strong>of</strong>f date <strong>of</strong> 1959. Any building constructed after 1959<br />
was removed from the list <strong>of</strong> potential additions. For those properties constructed on or before 1959,<br />
construction date, architect, and builder name (where available) were recorded. Because <strong>of</strong> its date <strong>of</strong><br />
construction the subject property was one <strong>of</strong> those included in the Central Business District grouping as<br />
a district contributor and relevant building permit information on the property was added to the inventory<br />
form (DPR523 form).<br />
As previously mentioned, a city-wide survey update was conducted in 2007 with a final report prepared<br />
in 2010. This survey effort re-evaluated the contributing properties to the Central Business District,<br />
including the subject property at 1318-1322 2 nd Street. Upon concluding this survey work the district<br />
was found to have 69 contributors within its boundaries. Eight previously identified contributors were<br />
removed from the district grouping since it was last documented in 1998.<br />
Throughout all <strong>of</strong> the previous survey efforts, including the most recent survey in 2007, the total number<br />
<strong>of</strong> properties in the Central Business District and the identification <strong>of</strong> non-contributing properties were<br />
never identified or calculated. Typically, to qualify as a historic district, besides satisfying applicable<br />
significance criteria, a majority <strong>of</strong> contributing properties is necessary in order to assess integrity and<br />
visually convey the district’s historic character and significance. The National Register Bulletin: How to<br />
Apply the National Register Criteria for Evaluation, which is used as an industry standard for the<br />
identification <strong>of</strong> historic property categories and the understanding <strong>of</strong> historical significance, defines a<br />
district as one that “possesses a significant concentration, linkage, or continuity <strong>of</strong> sites, buildings,<br />
structures, or objects united historically or aesthetically by plan or physical development.”<br />
In reviewing all <strong>of</strong> the previous survey findings, Sanborn map data, and the integrity level <strong>of</strong> all<br />
properties within the Central Business District and then plotting this information onto a map <strong>of</strong> the<br />
existing District it appears that there are currently more non-contributing properties than contributors<br />
within this area. Utilizing the <strong>City</strong>’s GIS information it appears there are approximately 314 buildings<br />
(not including parking structures) within the boundary that currently defines the Central Business<br />
District. Of that number, 69 <strong>of</strong> those buildings are considered contributors to the historic district. That<br />
information equates to a district that is comprised <strong>of</strong> roughly 22 percent contributing properties and 78<br />
percent non-contributors. In addition, the “outpost” discontiguous location <strong>of</strong> some district contributors is<br />
such that it is difficult to associate them with the remaining ‘core’ resources so prominently clustered<br />
along portions <strong>of</strong> Wilshire Boulevard, <strong>Santa</strong> <strong>Monica</strong> Boulevard or 3rd Street.<br />
Conclusions and Recommendations<br />
As related to the re-evaluation <strong>of</strong> the subject property for historic significance and in consideration <strong>of</strong><br />
this new finding for the Central Business District, it appears that the structure is now situated outside<br />
the revised, redefined boundaries <strong>of</strong> this historic district. As such, the property is, therefore, no longer a<br />
contributor to the Central Business District historic district. In re-evaluating the subject property for<br />
individual significance, the previous findings <strong>of</strong> ineligibility for federal, state, and local landmark listing<br />
3
HISTORICAL ASSESSMENT REVIEW: 1318-1322 2 nd Street<br />
are concurred since the building does not possess a direct association with any important historical<br />
events; is not directly connected with any important personages; and does not reflect the distinctive,<br />
distinguishing stylistic qualities necessary for architectural merit. Pursuant to the CEQA Guidelines<br />
(California Code <strong>of</strong> Regulations, Title 14, Chapter, Section 15064.5), the property is not considered a<br />
historical resource.<br />
Based on the statistical formation <strong>of</strong> the Central Business District it is highly recommended that the<br />
boundaries <strong>of</strong> this historic district be re-defined and delineated to accurately reflect the “core”<br />
composition <strong>of</strong> “intact” historic commercial properties in the area that are united by function, physical<br />
development, architecture, and location. Though this area should be re-surveyed and documented at<br />
the intensive level, a boundary roughly consisting <strong>of</strong> both sides <strong>of</strong> Wilshire Boulevard between 2nd<br />
Street and 4th Street (northern boundary); the east side <strong>of</strong> 2nd Street (western boundary); the north<br />
side <strong>of</strong> Broadway (southern boundary); and the east side <strong>of</strong> 4th Street (eastern boundary) would<br />
capture the majority <strong>of</strong> contributing resources that retain their historic integrity and best reflect the<br />
historic significance <strong>of</strong> the Central Business District as a single unified entity.<br />
For planning purposes, those properties outside this new boundary should, therefore, be reconsidered<br />
and reassessed for their individual significance rather than as part <strong>of</strong> any particular grouping or district.<br />
Many <strong>of</strong> these properties may be or have already been identified for their own merit <strong>of</strong> historical<br />
significance (i.e. Rapp Saloon, Sears Main Building, <strong>Santa</strong> <strong>Monica</strong> Pr<strong>of</strong>essional Building, etc.).<br />
As a part <strong>of</strong> this recordation update work, it is further recommended that not only should the individual<br />
contributing properties be accurately documented, but an updated Central Business District DPR523D<br />
district record form should be prepared that also includes the identification <strong>of</strong> non-contributing<br />
improvements and the mapping <strong>of</strong> all resources (contributing and non-contributing) onto a DPR523J<br />
form. Together, this new information would benefit property owners, <strong>City</strong> planning staff, the Landmarks<br />
Commission, and others in making policy decisions and assisting in future preservation planning efforts<br />
in the community.<br />
4
HISTORICAL ASSESSMENT REVIEW: 1318-1322 2 nd Street<br />
ATTACHMENT A<br />
<strong>Santa</strong> <strong>Monica</strong> Landmark or Historic District Designation Criteria<br />
(<strong>Santa</strong> <strong>Monica</strong> Municipal Code, Article 9, Chapter 9.36, Section 9.36.100)<br />
(a) For purposes <strong>of</strong> this Chapter, the Landmark Commission may approve the landmark designation<br />
<strong>of</strong> a structure, improvement, natural feature or an object if it finds that it meets one or more <strong>of</strong> the<br />
following criteria:<br />
(1) It exemplifies, symbolizes, or manifests elements <strong>of</strong> the cultural, social, economic, political, or<br />
architectural history <strong>of</strong> the <strong>City</strong>.<br />
(2) It has aesthetic or artistic interest or value, or other noteworthy interest or value.<br />
(3) It is identified with historic personages or with important events in local, state or national<br />
history.<br />
(4) It embodies distinguishing architectural characteristics valuable to a study <strong>of</strong> a period, style,<br />
method <strong>of</strong> construction, or the use <strong>of</strong> indigenous materials or craftsmanship, or is a unique or<br />
rare example <strong>of</strong> an architectural design, detail or historical type valuable to such a study.<br />
(5) It is a significant or a representative example <strong>of</strong> the work or product <strong>of</strong> a notable builder,<br />
designer, or architect.<br />
(6) It has a unique location, a singular physical characteristic, or is an established and familiar<br />
visual feature <strong>of</strong> a neighborhood, community, or the <strong>City</strong>.<br />
(b) For purposes <strong>of</strong> this Chapter, a geographic area or a noncontiguous grouping <strong>of</strong> thematically<br />
related properties may be designated a Historic District if the <strong>City</strong> Council finds that such area<br />
meets one or more <strong>of</strong> the following criteria:<br />
(1) Any <strong>of</strong> the criteria identified in Section 9.36.100(a)(1) through (6).<br />
(2) It is a noncontiguous grouping <strong>of</strong> thematically related properties or a definable area possessing<br />
a concentration <strong>of</strong> historic, scenic or thematic sites, which contribute to each other and are<br />
unified aesthetically by plan, physical development, or architectural quality.<br />
(3) It reflects significant geographical patterns, including those associated with different eras <strong>of</strong><br />
settlement and growth, particular transportation modes, or distinctive examples <strong>of</strong> park or<br />
community planning.<br />
(4) It has a unique location, a singular physical characteristic, or is an established and familiar<br />
visual feature <strong>of</strong> a neighborhood, community, or the <strong>City</strong>.<br />
5
HISTORICAL ASSESSMENT REVIEW: 1318-1322 2 nd Street<br />
ATTACHMENT B<br />
National Register <strong>of</strong> Historic Places<br />
Historic District Defined<br />
In order to identify, assess and evaluate potential historic districts for local, state, or federal level<br />
significance standard pr<strong>of</strong>essional protocol uses, among other industry standards, the information<br />
contained in National Register Bulletin: How to Apply the National Register Criteria for Evaluation.<br />
Published by the U.S. Department <strong>of</strong> the Interior, National Park Service (1990, rev. 1997) this<br />
document defines the term “Historic District” as the following:<br />
HISTORIC DISTRICT<br />
A district possesses a significant concentration, linkage, or continuity <strong>of</strong> sites, buildings, structures, or<br />
objects united historically or aesthetically by plan or physical development.<br />
Concentration, Linkage and Continuity <strong>of</strong> Features:<br />
A district derives its importance from being a unified entity, even though it is <strong>of</strong>ten composed <strong>of</strong><br />
a wide variety <strong>of</strong> resources. The identity <strong>of</strong> a district results from the interrelationship <strong>of</strong> tis<br />
resources, which can convey a visual sense <strong>of</strong> the overall historic environment or be an<br />
arrangement <strong>of</strong> historically or functionally related properties.<br />
Significance<br />
A district must be significant and be an identifiable entity. It must also be important for historical,<br />
architectural, archaeological, engineering, or cultural values.<br />
Types <strong>of</strong> Features<br />
A district can be comprised <strong>of</strong> both features that lack individual distinction and individually<br />
distinctive features that serve as focal points. A district may be considered eligible if all <strong>of</strong> its<br />
components lack individual distinction, provided that the grouping achieves significance as a<br />
whole within its historic context. The majority <strong>of</strong> the components that add to the district’s historic<br />
character, even if they are individually undistinguished, must possess historical integrity, as<br />
must the district as a whole. A district may also contain properties that do not contribute to the<br />
significance <strong>of</strong> the district (non-contributors). It is important that the number <strong>of</strong> non-contributors<br />
in the district do not compromise its integrity and sense <strong>of</strong> time and place. Typically, a district<br />
must be comprised <strong>of</strong> a majority <strong>of</strong> contributors in order for it to qualify as such.<br />
6
HISTORICAL ASSESSMENT REVIEW: 1318-1322 2 nd Street<br />
ATTACHMENT C<br />
Property Specific DPR523 Forms (Inventory Forms)<br />
7
State <strong>of</strong> California -- The Resources Agency<br />
DEPARTMENT OF PARKS AND RECREATION<br />
PRIMARY RECORD<br />
Page<br />
<strong>of</strong><br />
* Resource Name or #:<br />
P1.<br />
* P2.<br />
1<br />
2<br />
1318-1322 2nd St<br />
Other Listings<br />
Review Code<br />
Reviewer<br />
Primary #<br />
b. USGS 7.5' Quad Date T ; R ; 1/4 <strong>of</strong> 1/4 <strong>of</strong> Sec ; B.M.<br />
c. Address 1318-1322 2nd St<br />
<strong>City</strong> <strong>Santa</strong> <strong>Monica</strong><br />
Zip 90401<br />
HR #<br />
Trinomial<br />
NRHP Status Code<br />
Other Identifier:<br />
Location: Not for Publication Unrestricted a. County Los Angeles<br />
5D1<br />
d. UTM: (Give more than one for large and/or linear feature) Zone , mE/ mN<br />
e. Other Locational Data: (e.g. parcel #, legal description, directions to resource, elevation, additional UTMs, etc. as appro<br />
APN(s): 4291014005<br />
5D3<br />
Date<br />
* P3a. Description: (Describe resource and its major elements. Include design, materials, condition, alterations, size, setting, and boundaries.)<br />
* P3b. Resource Attributes: (List attributes and codes)<br />
* P4. Resources Present:<br />
P5a. Photograph or Drawing<br />
Building Structure Object Site District Element <strong>of</strong> District Other (Isolates, etc.)<br />
P5b. Description <strong>of</strong> Photo: (View, date, etc.)<br />
4/19/2007<br />
* P6. Date Constructed/Age and Sources:<br />
Prehistoric Historic Both<br />
1948<br />
* P7. Owner and Address:<br />
Rth Management Company Llc<br />
23332 Mildred Dr # 120<br />
Laguna Hills Ca, 926530000<br />
* P8. Recorded by: (Name, affiliation, address)<br />
P. Moruzzi, M. Potter, K. Lain<br />
ICF International<br />
811 W 7th Street, Suite 800<br />
Los Angeles, CA 90017<br />
* P9. Date Recorded:<br />
* P10. Survey Type: (Describe)<br />
Reconaissance-Level Survey<br />
* P11. Report Citation: (Cite survey report/other sources or "none")<br />
<strong>Santa</strong> <strong>Monica</strong> <strong>City</strong>wide Historic Resources Inventory Update Final Report, prepared for <strong>City</strong> <strong>of</strong> <strong>Santa</strong> <strong>Monica</strong> by ICF Intl, 2010<br />
* Attachments: NONE Location Map<br />
Archaeological Record District Record<br />
Photograph Record Other: (List)<br />
DPR 523A (1/95)<br />
Sketch Map<br />
Linear Feature Record<br />
Continuation Sheet Building, Structure, and Object Record<br />
Milling Station Record Rock Art Record Artifact Record<br />
* Required Information
State <strong>of</strong> California -- The Resources Agency<br />
DEPARTMENT OF PARKS AND RECREATION<br />
1318-1322 2nd St<br />
Page 2 <strong>of</strong> 2<br />
* NRHP Status Code 5D3<br />
* Resource Name or #: 1318-1322 2nd St<br />
B1.<br />
B2.<br />
B3.<br />
Historic Name:<br />
Common Name:<br />
Original Use:<br />
None<br />
None<br />
Commercial/Store & Office Building B4. Present Use: Commercial/Store & Office Building<br />
* B5. Architectural Style: Vernacular Modern<br />
* B6.<br />
Construction History:<br />
Primary #<br />
HR #<br />
BUILDING, STRUCTURE, AND OBJECT RECORD<br />
(Construction date, alterations, and date <strong>of</strong> alterations.)<br />
* B7.<br />
* B8.<br />
Moved?<br />
Related Features:<br />
No Yes Unknown Date: Original Location:<br />
B9a.<br />
Architect:<br />
* B10. Significance:<br />
Period <strong>of</strong> Significance<br />
b. Builder:<br />
Theme Commercial Development<br />
Area <strong>Santa</strong> <strong>Monica</strong><br />
1948<br />
Property Type Commercial<br />
Applicable Criteria A.4<br />
(Discuss importance in terms <strong>of</strong> historical or architectural context as defined by theme, period, and geographic scope. Also address integrity.)<br />
A.4 - Contributes to a district embodying distinguishing architectural characteristics valuable to a study <strong>of</strong> a period, style,<br />
method <strong>of</strong> construction, or the use <strong>of</strong> indigenous materials or craftsmanship, or is a unique or rare example <strong>of</strong> an<br />
architectural design, detail or historical type valuable to such a study. The resource is recorded in the Historic Resources<br />
Inventory with a prior evaluation <strong>of</strong> 5D1. Also contributes under local Criterion A.1. This property does not appear to have<br />
experienced significant alterations since it was most recently surveyed. It continues to appear eligible for local listing as a<br />
contributor to the previously identified "Central Business District" in the <strong>City</strong> <strong>of</strong> <strong>Santa</strong> <strong>Monica</strong>.<br />
B11.<br />
Additional Resource Attributes: (List attributes and codes):<br />
* B12. References:<br />
Basten, Fred. '<strong>Santa</strong> <strong>Monica</strong> Bay: Paradise By the Sea'; Los Angeles<br />
County Tax Assessor Records; McAlester, Virginia and Lee. 'A Field Guide<br />
to American Houses;' Sanborn Maps. <strong>Santa</strong> <strong>Monica</strong> <strong>City</strong> Building Permits.<br />
<strong>Santa</strong> <strong>Monica</strong> Public Library Collections.<br />
(Sketch map with north arrow required)<br />
B13.<br />
Remarks:<br />
* B14.<br />
Evaluator: P. Moruzzi, M. Potter, K. Lain ICF International<br />
Date <strong>of</strong> Evaluation:<br />
(This space reserved for <strong>of</strong>ficial comments.)
ATTACHMENT G<br />
PROJECT PLANS & RENDERINGS<br />
Electronic version <strong>of</strong> attachment is not available for review. D ocument is<br />
available for review at the <strong>City</strong> Clerk’s <strong>of</strong>fice and the Libraries.
<strong>City</strong> Council Report<br />
To:<br />
From:<br />
Mayor and <strong>City</strong> Council<br />
<strong>City</strong> Council Meeting: May 14, 2013<br />
<strong>Agenda</strong> Item: 8-A<br />
David Martin, Director <strong>of</strong> Planning and Community Development<br />
Subject: Colorado Esplanade Final Design and CCSP Amendment<br />
Recommended Action<br />
Staff recommends that the <strong>City</strong> Council:<br />
1. Approve the final design for the full Colorado Esplanade as proposed, direct staff<br />
to prepare a bid package, and solicit bids for the reduced footprint core project;<br />
2. Amend the CCSP to eliminate the 2 nd Street Bridge Extension as a pu blic<br />
improvement, and replace with the planned Main to 2 nd Street alignment<br />
proposed by the Colorado Esplanade project.<br />
Executive Summary<br />
This report recommends approval <strong>of</strong> the final design for the Colorado Esplanade, a<br />
circulation infrastructure and streetscape project located between the future terminus <strong>of</strong><br />
the regional Expo light rail line, the Downtown, and one <strong>of</strong> the <strong>City</strong>’s most prominent<br />
landmarks, the <strong>Santa</strong> <strong>Monica</strong> Pier. Due to funding limitations, this report recommends a<br />
first phase <strong>of</strong> construction for a core project with a slightly reduced footprint from the<br />
project presented at the February 14, 2012 Council meeting. Additional funding is being<br />
sought to construct the full project in subsequent phases. Also recommended in this<br />
report is a minor amendment <strong>of</strong> the Civic Center Specific Plan (CCSP) to achieve the<br />
CCSP vision for connecting the Civic Center and Downtown Districts by replacing the<br />
2 nd Street Bridge concept with the proposed Esplanade alignment <strong>of</strong> Main and 2 nd<br />
Streets.<br />
With the arrival <strong>of</strong> the Exposition Light Rail in 2016, the Esplanade project would resolve<br />
the complex circulation needs adjacent to the new Expo Light Rail station at 4 th<br />
Street/Colorado Avenue, including provision <strong>of</strong> additional space to safely accommodate<br />
anticipated pedestrian surges. The project would address the community vision for an<br />
integrated light rail system, easily accessed from key destinations and by multiple travel<br />
modes. The final design <strong>of</strong> the Colorado Esplanade by Peter Walker Partners (PWP)<br />
organizes arrival/departure for drivers, bicyclists, pedestrians and bus and transit<br />
patrons, while creating a C ity gateway that integrates the beach, Civic Center and<br />
Downtown.<br />
1
This report summarizes the design refinements which have occurred since the Council<br />
update on February 14, 2012 including a construction and funding phasing strategy in<br />
response to budget changes over the past year. Staff is requesting that the <strong>City</strong> Council<br />
approve the full design scope <strong>of</strong> the project as outlined herein.<br />
The current estimate for the full project is $13.5 million. The estimate for the reduced<br />
footprint core project is $10.7 million, <strong>of</strong> which $9.7 million is secured pending Council<br />
approval <strong>of</strong> the FY 2013-14 CIP Exception Based Budget in June 2013. The core<br />
project includes the re-alignment <strong>of</strong> Second and Main Streets, critical infrastructure<br />
upgrades on C olorado Avenue between Ocean Avenue and 4th Street, and the<br />
connection between the future station, the Pier and t he new Civic Center parks, but<br />
does not include the areas directly adjacent to the station between 4 th and 5 th Streets,<br />
the Gateway Triangle, or the proposed improvements for 4 th Street north <strong>of</strong> Colorado.<br />
A proposed minor amendment to the Civic Center Specific Plan (CCSP) is also included<br />
in this report for Council approval, proposing to replace the 2 nd Street Bridge concept,<br />
previously envisioned in the CCSP, with the reconfigured roadway included in the<br />
Esplanade design which achieves the same goals <strong>of</strong> the CCSP.<br />
The Planning Commission has reviewed and supports the CCSP amendment and the<br />
project design components, which implement Land Use and Circulation Element goals<br />
to encourage walking, biking and transit, while addressing vehicle congestion in <strong>Santa</strong><br />
<strong>Monica</strong>. And, in compliance with California Environmental Quality Act (CEQA), a<br />
Mitigated Negative Declaration for the project was adopted by Council on March 19,<br />
2013.<br />
Background<br />
In anticipation <strong>of</strong> the Light Rail, the <strong>City</strong> and community have been defining a vision<br />
specifically for the Downtown/Civic Center station area through a series <strong>of</strong> long-range<br />
planning efforts, beginning with the Civic Center Specific Plan (2005), the Land Use and<br />
Circulation Element (LUCE 2010) and continuing with the Downtown Specific Plan and<br />
significant investment in civic projects which are currently in various stages <strong>of</strong><br />
procurement, design, and construction:<br />
• 4 th and Arizona<br />
• Pier Bridge replacement<br />
• Early Childhood Education Center<br />
• Tongva Park and Ken Genser Square<br />
• The Civic Center Village<br />
• Parking Structure 6<br />
• Expo Light Rail Terminus Station<br />
2
Serving the increase in pedestrians and responding to the roadway changes being<br />
made by the Light Rail requires re-consideration <strong>of</strong> the circulation networks immediately<br />
adjacent and leading to the stations.<br />
The Expo Light Rail will<br />
reconfigure Colorado Avenue<br />
from 17 th to 5 th Streets to onelane<br />
in either direction with<br />
the light rail tracks and<br />
guideway located in the<br />
middle <strong>of</strong> the street. The vehicle lanes in the block <strong>of</strong> Colorado between 5 th and 4 th<br />
Streets will become one-way in the westbound direction in order to accommodate the<br />
light rail station and optimal light rail operations. Temporary construction barriers were<br />
installed in February 2013 that initiated the one-way flow. The final westbound-only<br />
configuration will provide one through-lane and a dedicated left-turn lane at 4 th Street.<br />
On February 14, 2012 the Council reviewed the Esplanade schematic design and<br />
circulation alternatives. The Esplanade project traffic analysis determined the benefit <strong>of</strong><br />
continuing the one-way traffic from 4 th Street all the way to Ocean Avenue, therefore<br />
reducing the number <strong>of</strong> turn movements, providing a c orresponding improvement in<br />
flow, and allowing signal timing adjustments to accommodate increased pedestrians<br />
without compromising vehicle flow into the downtown.<br />
The design scope for Peter Walker Partners included the schematic design <strong>of</strong> the<br />
station plaza to ensure seamless integration with the Esplanade, including connections<br />
and orientation/wayfinding opportunities as passengers both leave and approach the<br />
station. The Downtown Station Plaza will be constructed by Expo as part <strong>of</strong> the <strong>City</strong>’s<br />
betterments for the Downtown Station. PWP has coordinated with the major<br />
stakeholders, the <strong>City</strong>, Metro and Expo, to refine the station design in order to address<br />
access, maintenance, construction cost and Metro operating criteria.<br />
The Esplanade project is supported by Land Use & Circulation Element (LUCE) Goal<br />
D2, to maximize placemaking associated with the Expo Light Rail station and create<br />
3
vibrant Downtown gateways through the Colorado Esplanade project. The Esplanade<br />
also creates a critical piece <strong>of</strong> the diverse transportation network needed to achieve the<br />
No Net New PM Peak trips target. The Colorado Esplanade project is also consistent<br />
with the Open Space Element as it creates wider parkways, makes clear visual and<br />
pedestrian linkages between the streetscape, open space and adjacent parks, and<br />
implements Objective 7, using open space to shape the urban landscape and create a<br />
sense <strong>of</strong> place, reinforcing “Streets as Public Open Space”.<br />
The 2005 Civic Center Specific Plan update called for the re-alignment <strong>of</strong> 2 nd Street and<br />
Main Street with a new bridge across the freeway to streamline north-south access.<br />
Due to proximity <strong>of</strong> the potential bridge footings to the Moreton Bay fig tree and the<br />
Wyndham Hotel (formerly the Holiday Inn) property and the cost considerations, it was<br />
determined that the new bridge concept approved as part <strong>of</strong> the CCSP was infeasible,<br />
as outlined to the <strong>City</strong> Council in a March 24, 2009 staff report. The Colorado<br />
Esplanade design achieves the streamlined roadway alignment intended in the CCSP<br />
while preserving this significant tree, and at a substantially lower cost. It is proposed to<br />
amend the CCSP at this time to reflect the proposed realignment included in the<br />
Esplanade proposal. At their June 20, 2012 meeting, the Planning Commission<br />
recommended approval <strong>of</strong> the proposed CCSP Amendment (Attachment A).<br />
Previous Council discussions over the last two years have supported the continued<br />
Esplanade planning process beginning with the Council’s identification <strong>of</strong> the project as<br />
a funding priority in the Civic Center/Downtown district on May 24, 2011. On June 28,<br />
2011 Council authorized a c ontract with Peter Walker and Partners Landscape<br />
Architecture to design the Colorado Esplanade and prepare construction bid<br />
documentation.<br />
Council has provided direction on development <strong>of</strong> the Esplanade and Downtown Station<br />
design on four occasions, beginning with a presentation on September 13, 2011 <strong>of</strong><br />
proposals for improved Downtown Station layout and access. The Esplanade project<br />
was presented to <strong>City</strong> Council for review <strong>of</strong> the schematic design on February 14, 2012.<br />
The Council discussed the project in the context <strong>of</strong> considering capital improvement<br />
4
priorities on May 22, 2012, at which time the project budget was adjusted from<br />
redevelopment to general fund sources. In compliance with California Environmental<br />
Quality Act (CEQA) requirements, the proposed Colorado Esplanade project was<br />
evaluated through a Mitigated Negative Declaration that was adopted by Council on<br />
March 19, 2013. The traffic analysis for the MND found that vehicle circulation would<br />
improve over current conditions as the one-way reconfiguration reduces turning<br />
movements at the intersections.<br />
The project is moving forward with a schedule and design that is coordinated with the<br />
Expo Station, Olympic Drive extension, and California Incline. In addition to working with<br />
the Expo Construction Authority and t he light rail design-build contractor on t he<br />
Downtown station plaza to meet the <strong>City</strong>’s urban integration criteria and Metro<br />
Operations requirements, the design team has also coordinated with Big Blue Bus and<br />
Metro on bus rerouting options in and around the Esplanade and station.<br />
Discussion<br />
The transformation <strong>of</strong> Colorado Avenue from a vehicular corridor to a multi-modal hub is<br />
the starting point for the design <strong>of</strong> the proposed Colorado Esplanade and Downtown<br />
Station Plaza. The designer was directed to meet the needs <strong>of</strong> a growing number <strong>of</strong><br />
pedestrians and bicyclists, to provide a s afe venue for multiple travel modes that<br />
connects them to the Downtown, Oceanfront and Civic Center, while maintaining an<br />
optimal flow for vehicular traffic - all in time to be ready for the opening <strong>of</strong> the station.<br />
Throughout the outreach process members <strong>of</strong> the community supported the project for<br />
its role in preparing the <strong>City</strong>’s infrastructure for the arrival <strong>of</strong> the Light Rail, while<br />
implementing the community vision to serve pedestrians, bicyclists, transit riders and<br />
drivers and to create meaningful places for people in public rights <strong>of</strong> way. Community<br />
comments prioritized achieving both the circulation benefits, and creating an i conic<br />
gateway. Comments provided during the wide-ranging outreach process are captured<br />
in these overarching themes:<br />
5
• View corridor: Preserving and improving the view to the Pier sign was considered<br />
the highest design priority.<br />
• Durability and maintenance: Using elements that could withstand heavy use and<br />
minimal maintenance is <strong>of</strong> critical importance to <strong>City</strong> departments and Downtown<br />
<strong>Santa</strong> <strong>Monica</strong> Inc.<br />
• Overhead lighting: The festive sensibility, reduced clutter, and improved view<br />
corridor to the Pier sign provided by the overhead lighting garnered widespread<br />
support for the overhead lighting.<br />
• Coordination <strong>of</strong> all travel modes with area access: All groups expressed the<br />
desire to improve circulation. Bicycle experts as well as <strong>City</strong>, property owner and<br />
DTSM, Inc. representatives noted the necessity to coordinate vehicle, bus,<br />
pedestrian, and bike flow at the entrance to Parking Structure 8. Improving these<br />
conditions informed the decision for the southern location <strong>of</strong> the widened<br />
sidewalk and cycle track, in turn allowing for sufficient land area to create the<br />
necessary road geometry to realign 2 nd and Main Streets.<br />
• Wayfinding: All groups expressed the desire for improved wayfinding at this<br />
complex crossroads. Many people were interested in ways that the design<br />
elements can provide wayfinding cues, such as custom pavers, the intersection<br />
treatments, the orientation <strong>of</strong> the stairs at the station, and the opportunity for the<br />
views that allow visual orientation from the station platform. Several<br />
stakeholders requested additional investment for 4 th Street streetscape<br />
improvements, commensurate to the Colorado Esplanade, to guide Expo patrons<br />
north into the downtown.<br />
6
• Emergency and universal access: Stakeholders appreciated that the design<br />
seamlessly meets strict safety and disabled access requirements, including<br />
opportunities to sit or rest; improves the station ramp experience with design<br />
refinements to the pathway and env irons; and proposes lighting, roadway and<br />
curb designs that have been coordinated and developed with input from fire and<br />
police personnel.<br />
<strong>City</strong> staff and the Peter Walker Partners (PWP) design team have been working with<br />
local stakeholders and the community since Summer 2011 to produce a streetscape<br />
and circulation design that reflects the ideas <strong>of</strong> Boards and Commissions, area property<br />
owners, residents and <strong>City</strong> departments and enjoys strong community support. The<br />
project’s goals <strong>of</strong> sustainability, high quality <strong>of</strong> design and universal access respond to<br />
core community values as represented by the five essential defining elements <strong>of</strong> the<br />
Esplanade project:<br />
1) Reconfiguration <strong>of</strong> the public right <strong>of</strong> way to provide multi-modal traffic<br />
improvements - supporting pedestrian safety and congestion management<br />
• A wide pedestrian sidewalk,<br />
• Separated bike facility,<br />
• Westbound vehicle/bus lanes that continue westbound movement created<br />
by Expo; and<br />
• Realignment <strong>of</strong> Main Street to 2 nd Street that achieves the Civic Center<br />
Specific Plan vision;<br />
2) Custom sidewalk paving - referencing rippling waves and sand forms, reflecting<br />
<strong>Santa</strong> <strong>Monica</strong>’s natural environment;<br />
3) Unique lighting - maintaining the view corridor and providing vibrancy and safety<br />
at night;<br />
4) Large framing trees and a multi-sensory landscape palette - identifying an<br />
important <strong>City</strong> site;<br />
5) Gateway designs at the street intersections <strong>of</strong> 4 th Street, Main Street and Ocean<br />
Avenue - marking major crossroads.<br />
7
Core Project: $10.7 Million Reduced Footprint<br />
The full project vision is estimated to cost $13.5 Million. Due to project budget changes<br />
following the elimination <strong>of</strong> redevelopment funds, <strong>City</strong> staff and PWP have value<br />
engineered the project and have also identified a reduced core project to achieve the<br />
critical circulation changes to accommodate the Expo Light Rail and m eet the<br />
expectations <strong>of</strong> the community and s takeholders without compromising the project<br />
quality. Future phases including the areas directly adjacent to the station between 4 th<br />
and 5 th Streets, the Gateway Triangle, and t he proposed improvements for 4 th Street<br />
north <strong>of</strong> Colorado will be prioritized as funding becomes available.<br />
8
Downtown <strong>Santa</strong> <strong>Monica</strong> Station<br />
The Expo 4 th Street Station is outside <strong>of</strong> the scope <strong>of</strong> the Colorado Esplanade Project<br />
and will be c onstructed by the Expo Construction Authority, but the integration <strong>of</strong> the<br />
two projects is critical to the success <strong>of</strong> both projects. This report includes a description<br />
<strong>of</strong> the station to provide context for how the two projects interconnect. The coordinated<br />
Esplanade and Station Plaza design creates opportunities for visual orientation and<br />
wayfinding, and pr ovides for a fluid arrival experience. The elevated platform allows<br />
views up 4 th Street into Downtown. The natural slope <strong>of</strong> the ground drops toward the<br />
west to create additional views from the station platform level to the Pacific Ocean and<br />
Tongva Park, and from the landing and sidewalk plaza levels down the Colorado<br />
Esplanade to the Pier Sign, allowing visitors to easily orient themselves and find their<br />
destinations.<br />
The final north ramp-and-stair configuration <strong>of</strong> the station creates a triangular space<br />
between the ramp, stairs, and sidewalk. The grand stairs are designed to open onto the<br />
sidewalk Esplanade paving, and an ar t or garden wall is designed along the ramp.<br />
Within the triangular space, the original PWP schematic design included an<br />
amphitheater seating element, in wood or composite wood, to visually connect the<br />
9
station plaza to the Pier, and to merge the experience <strong>of</strong> arriving in <strong>Santa</strong> <strong>Monica</strong> with<br />
arriving at the water’s edge. However, based on material restrictions in Metro’s Design<br />
Criteria, maintenance concerns from Metro and the <strong>City</strong>, and concerns about universal<br />
access to the amphitheater, PWP redesigned the space to be a series <strong>of</strong> terraced<br />
gardens that can be equally shared by all pedestrians whether they use the stairs, the<br />
ramp, or pass by the station.<br />
The new north entrance design simplifies wayfinding and enhances the north ramp.<br />
The garden terraces are designed with bold landscaping to create a s ense <strong>of</strong> place,<br />
featuring fragrant and colorful plants and signaling arrival. Whether exiting from the<br />
north ramp or stairs, the pedestrian would step out <strong>of</strong> the station directly onto the<br />
Colorado Esplanade, where additional visual cues <strong>of</strong> ripple-patterned pavers and string<br />
lights create a dramatic yet uniquely <strong>Santa</strong> <strong>Monica</strong> arrival experience and a sensory<br />
connection to the water’s edge.<br />
Design: Colorado Esplanade Streetscape and Circulation Infrastructure Features<br />
The Colorado Esplanade design includes the incorporation <strong>of</strong> functional and safety<br />
design improvements that are woven together respectfully with adjacent private and<br />
public spaces. Implementing a community priority to reduce visual clutter and simplify<br />
the complexity <strong>of</strong> the existing conditions, PWP applied a limited design palette <strong>of</strong> five<br />
defining elements to unify functional elements and to orient and direct people through<br />
10
integrated urban design. The result is a sequence <strong>of</strong> paths, intersections and gateways<br />
that provide definition, meaning, and improved functionality, while creating a sense <strong>of</strong><br />
place for people at this critical city junction.<br />
Streetscape Design Elements<br />
A. Street Cross Section: In February 2012, the Council reviewed numerous street<br />
configurations including conceptual recommendations for one-way vehicle flow that<br />
continues the westbound only flow between 4 th and 5 th Streets created by the Expo<br />
station. While the redesigned traffic lanes appropriately calm traffic in an area filled<br />
with pedestrians and cyclists, the one-way direction keeps vehicle traffic moving.<br />
The narrowness <strong>of</strong> the one-way traffic zone also avoids overwhelming the corridor<br />
with fast-moving traffic. With the new configuration, vehicles, bicyclists and<br />
pedestrians can equally share the <strong>Santa</strong> <strong>Monica</strong> experience <strong>of</strong> traveling towards<br />
the Pier Sign, the symbolic end <strong>of</strong> Route 66.<br />
Design refinements: By aggregating pedestrian space on the southern side and<br />
pushing the strong frame <strong>of</strong> street trees to the outer edge, the generous sidewalk<br />
and cycle track become part <strong>of</strong> the view corridor and the procession towards the<br />
ocean, which was previously centered on vehicle traffic.<br />
With the expanded pedestrian and bicycle facilities on the south side <strong>of</strong> Colorado,<br />
the southern side gains enough land area for Main Street to be realigned almost<br />
directly with 2 nd Street, eliminating the existing roadway jog and one <strong>of</strong> the existing<br />
signalized intersections. The costly realignment was not included in the original<br />
concept for the Esplanade but the design team recognized that this single<br />
infrastructural improvement would manifest valuable benefits for each mode: fewer<br />
intersections for pedestrians and c yclists to cross, and an i mproved north-south<br />
traffic flow for vehicles. This realignment would fulfill the vision <strong>of</strong> the Civic Center<br />
Specific Plan, better connecting the Downtown and Civic Center Districts, and<br />
improving access between them.<br />
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To provide clarity about where each road user should be positioned, and in<br />
response to community requests, the cross section is designed with two buffer<br />
elements, both low enough not to interfere with the view to the Pier sign:<br />
• the cycle track is<br />
separated from the<br />
vehicles by a 3’ wide and<br />
6” high curb, designed to<br />
be mountable for<br />
emergency vehicles;<br />
• the pedestrian walkway is<br />
separated from the cycle<br />
track by a standard<br />
sidewalk curb and<br />
pedestrian buffer,<br />
designed as small benches<br />
to provide a brief respite<br />
along the length <strong>of</strong> the<br />
Esplanade.<br />
The<br />
Commission for the Senior<br />
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Community and the Disabilities Commission particularly noted the benefit <strong>of</strong><br />
these elements, while other stakeholders requested that the design be<br />
further refined.<br />
The Wyndham Hotel (formerly the Holiday Inn), Sears and <strong>Santa</strong> <strong>Monica</strong> Place<br />
representatives requested specific design details to ensure access to their<br />
driveways, and PWP and <strong>City</strong> staff have responded with design elements to<br />
optimize driveway access such as: bike box and s top bar striping, pedestrian<br />
bollards, differentiated driveway pavement treatments, and a combination <strong>of</strong> bicycle<br />
signal heads, vehicle signal heads, and pedestrian indications which will allow the<br />
flexibility <strong>of</strong> signal operations at the Colorado/Main/2 nd Street intersection. There<br />
was a specific request for traffic analysis to ensure that the proposed one-way<br />
vehicle design did not impact the efficiency <strong>of</strong> vehicle traffic. The traffic study found<br />
that due to the simplification <strong>of</strong> intersection movements, traffic flow was improved.<br />
Some trips dispersed to parallel streets north and south, including the new Olympic<br />
Drive extension between Main Street and Ocean Avenue, but were sufficiently<br />
diversified so as not to create impacts.<br />
Funding: The street cross section, including both sides <strong>of</strong> Colorado and the Main to<br />
Second Street realignment, is essential to the remaining design components, and is<br />
therefore recommended as part <strong>of</strong> the core project.<br />
B. Cycle Track: The previous version reviewed by Council explored bicycle facility<br />
options to connect the areas between Ocean Avenue and the Pier to the Expo<br />
Station, and included alternatives on both sides <strong>of</strong> the street and a separated bike<br />
facility (“cycle track”) located adjacent to the south curb. Working closely with<br />
<strong>Santa</strong> <strong>Monica</strong> Spoke and <strong>City</strong> staff, P WP is designing the <strong>City</strong>’s first separated<br />
cycle track based on staff and stakeholder input and industry best practices.<br />
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Design Refinements: The new facility is designed to include 6’ lanes in each<br />
direction and a 3’ raised lane divider to separate bicycles from vehicles. It would<br />
also include state-<strong>of</strong>-the-art bike facility pavement markings and signal timing at<br />
intersections to ensure optimal connection with the new Bike Center, future Pier<br />
Bridge bicycle improvements, and the <strong>City</strong>’s existing bicycle network. The<br />
separated cycle track on t he south side is the preferred solution to minimize<br />
conflicts, especially at busy public garage driveways on the north side <strong>of</strong> Colorado.<br />
The separate facility would allow better defined intersections with optimal<br />
signalizations for all modes. The Main to 2 nd Street realignment would connect the<br />
Main Street bike lane directly to the new Bike Center and Downtown. The cycle<br />
track would also serve an ancillary purpose as a circumnavigation route for<br />
emergency vehicles during incidents. A future bike connection through the 4 th Court<br />
alley would connect the Downtown Station to the bike lanes on Broadway.<br />
Funding: As a key component for Metro grant eligibility, the cycle track is<br />
fundamental to the street cross section and is therefore recommended as part <strong>of</strong><br />
the core project.<br />
C. Gateway Triangle: Just as the 4 th Street and Ocean Avenue intersections are<br />
designed to signify strong north-south connections between Downtown and t he<br />
Civic Center, the gateway triangle design creates a strong visual gateway to <strong>City</strong><br />
Hall, the Civic Auditorium and Civic Center parks. The gateway triangle is an<br />
opportunity for a newly enlarged public space created by realigning Main and 2 nd<br />
Streets. An earlier concept called for the re-location <strong>of</strong> the ficus trees on Colorado<br />
to the new public space, extending the concept <strong>of</strong> the ficus grove in Tongva Park<br />
across the freeway. However, the <strong>City</strong> Urban Forester expressed concern that the<br />
ficus trees are approaching the end <strong>of</strong> their natural life and would likely not survive<br />
the roadway and sidewalk reconstruction or relocation to another site.<br />
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Design refinements: The refined design presents a hybrid <strong>of</strong> early concepts,<br />
showing a small plaza at the convergence <strong>of</strong> a pinwheel <strong>of</strong> accessible pedestrian<br />
pathways that cross through planting beds filled with simple, bold and aromatic<br />
native or drought-tolerant landscaping. Based on the community’s input, and<br />
supported by the Streets as Public Open Space concept in the Open Space<br />
Element, the final design for the triangle was revised to include a higher proportion<br />
<strong>of</strong> planting to paving; yet because the community preferred the formal design <strong>of</strong><br />
alternating rows <strong>of</strong> paving and planting shown in an early concept, the new design<br />
translated these as different planting types rather than paving. The rows are<br />
oriented north-south, reinforcing the linkage over the freeway between the<br />
Downtown and C ivic Center Districts. The Recreation and P arks Commission<br />
envisioned the Gateway Triangle as a landscaped pathway to the new parks - a<br />
connective open space that would lead people to the adjacent active parks <strong>of</strong> Town<br />
Square and Tongva Park. The final open space design includes accessible paths<br />
and benches, and is designed to serve as a bea utifully landscaped gateway that<br />
provides a place for the community to stroll through, sit in and enjoy without it being<br />
a programmable space. The proposed Gateway Triangle is an inviting entrance to<br />
the Civic Center and a potential site for significant public art.<br />
Funding: The Gateway Triangle is identified as a crucial gateway and or ientation<br />
element between the Downtown and C ivic Center. However, because the open<br />
space can be easily constructed in a s eparate phase when funding becomes<br />
available, the Gateway Triangle is excluded from the recommended core project.<br />
Staff is seeking grant funding for the Gateway Triangle. Eligibility for the grant<br />
depends on replacing the water thirsty lawn with drought tolerant planting. Upon<br />
staff request for Recreation and Parks Commission endorsement <strong>of</strong> the grant<br />
15
application, the commissioners requested the grant application language be<br />
changed to call the Gateway Triangle a “ landscape” or a “garden” rather than a<br />
“pocket park”, and pursuant to such commitment from staff, unanimously acted to<br />
support the grant application. In response, staff changed the grant application title<br />
to “Gateway Triangle Garden” instead <strong>of</strong> “Gateway Pocket Park”. The temporary<br />
design proposed for the Gateway Triangle consists <strong>of</strong> expanding the existing lawn.<br />
D. Paving Design: Designed to run along both sides <strong>of</strong> Colorado between 5 th Street<br />
and Ocean, the ripple patterned custom concrete sidewalk pavers elevate the<br />
pedestrian realm, resonating with the natural wave forms <strong>of</strong> the ocean and the<br />
sand. <strong>Santa</strong> <strong>Monica</strong>’s beach is a destination for residents, visitors, and people <strong>of</strong> all<br />
walks <strong>of</strong> life, and the paver design extends the experience <strong>of</strong> the beach into the<br />
Downtown. These uniquely shaped concrete pavers continue the <strong>Santa</strong> <strong>Monica</strong><br />
culture <strong>of</strong> marking special<br />
pathways such as Olympic Drive,<br />
the Transit Mall paving on<br />
Broadway and <strong>Santa</strong> <strong>Monica</strong>, and<br />
the Third Street Promenade with<br />
identifiable and contextual paving.<br />
Design refinements: Previous<br />
versions <strong>of</strong> the paving design<br />
included in-street pavers, which<br />
are now proposed as asphalt<br />
surface. The design for the<br />
custom sidewalk paver has<br />
changed from a rectilinear to a<br />
wave form, and to a reduced size<br />
for a more flexible system that<br />
would allow for easy repair and<br />
maintenance as well as simpler<br />
16
and less expensive installation (as pavers can be po pped out and replaced for<br />
maintenance or development construction). Unlike specialty poured concrete,<br />
patches would be able to match the original field <strong>of</strong> pavers. P WP is currently<br />
reviewing several custom colors to specify a color that holds significance to <strong>Santa</strong><br />
<strong>Monica</strong> while providing identity to the Esplanade. Responding to the community<br />
desire to simplify signage and improve wayfinding, integrated compass medallions<br />
are proposed in the form <strong>of</strong> inlaid pavers, directing pedestrians toward key<br />
destinations in the Downtown, Civic Center and Oceanfront/Beach Districts.<br />
Funding: The paving design, string lighting and bold framing trees proposed by<br />
PWP are cost effective yet character-giving design elements <strong>of</strong> the streetscape,<br />
and are therefore proposed as part <strong>of</strong> the core project. The custom concrete paver<br />
material and size have been value engineered for cost effectiveness and ease <strong>of</strong><br />
maintenance, and provide an i dentifiable character and importance to the<br />
Esplanade.<br />
E. Lighting: Identified by the community as a priority for the Esplanade, the signature<br />
string lighting design is one o f the essential coordinated and unifying elements<br />
providing the unique identity to the project. Chosen for its functional, aesthetic, and<br />
low pr<strong>of</strong>ile qualities, string lighting strengthens the corridor by providing a safe and<br />
signature night-time environment with the least amount <strong>of</strong> visual obstruction for the<br />
sidewalk and roadway. For the same cost as the <strong>City</strong>’s standard light pole, string<br />
lights open the view shed for pedestrians looking west toward the Pier.<br />
Design refinements: In response to concerns that string lights might interfere with<br />
the view <strong>of</strong> the Pier sign or detract from a sense <strong>of</strong> open air, the height <strong>of</strong> the string<br />
lights were raised (to 26 feet above grade) and the designer has confirmed that the<br />
lighting would clear the Pier sign, even as viewed from the top <strong>of</strong> the station<br />
platform (11 feet above grade). To address the goal <strong>of</strong> preserving the view to the<br />
Pier Sign and reducing visual clutter, this design proposes to move the vertical<br />
poles to the back <strong>of</strong> the south sidewalk, widening the open view, and eliminating the<br />
17
need for separate roadway and pedestrian light poles. Light poles on the north side<br />
<strong>of</strong> the street would be located in a similar condition to the present. The lights are<br />
energy efficient LED bulbs with a 12-½ year lifespan and would provide all required<br />
lighting for the Esplanade. The overhead lights would echo traditional festive Pier<br />
lighting and create a distinctive ambiance at night that enlivens the area. During the<br />
day, the low pr<strong>of</strong>ile string lights would provide an unobstructed view to the Pier Sign<br />
from the Downtown Station. A t night, the lights would provide a safe, well-lit<br />
corridor for pedestrians making transit transfers or just out for a stroll.<br />
Funding: Cost evaluation and maintenance studies conducted early in the Design<br />
Development phase confirmed the cost effectiveness <strong>of</strong> string lighting. In addition,<br />
the string lighting preserves the view corridor to the Pier and reduces sidewalk<br />
clutter and is therefore recommended for inclusion in the core project. The<br />
informational graphics originally planned for the string light poles have been<br />
eliminated from the core project. Application <strong>of</strong> graphic information can be added to<br />
the poles at a later date if additional funding is identified.<br />
F. Street Trees and Landscape: PWP has designed a strong planting palette and a<br />
bold vertical frame <strong>of</strong> street trees to unify the widened view shed and to s<strong>of</strong>ten the<br />
roadway hardscape. Fragrant and colorful plants in strong simple patterns reinforce<br />
both simplicity and celebratory importance. Guided by the community’s desire for a<br />
strong tree element which frames the view, PWP and <strong>City</strong> staff worked with the<br />
<strong>City</strong>’s Urban Forester, the Urban Forest Task Force Species Subcommittee and the<br />
Task Force to propose an appropriate tree species to meet the goals <strong>of</strong> the <strong>City</strong>’s<br />
adopted Urban Forest Masterplan. The Masterplan deferred the tree species for the<br />
Esplanade area to the Council design approval process. On February 27, 2013, the<br />
18
Task Force selected the Queensland Kauri (Agathis robusta)<br />
as their recommendation to Council for the Esplanade tree.<br />
This evergreen tree provides strong framing design features:<br />
it is a t all columnar tree with small leaves that provide<br />
dappled shade; the branches grow close to the trunk,<br />
meeting the need to maintain the view shed to the Pier Sign<br />
and not obscure retail signage; the tree is especially<br />
adaptable to tight sidewalk conditions next to building faces;<br />
is fast growing and is appropriate to the coastal climate <strong>of</strong><br />
<strong>Santa</strong> <strong>Monica</strong>. Two alternative evergreen trees discussed at<br />
length with the subcommittee are the Canary Island Pine<br />
(Pinus canariensis) and the Spotted Gum (Corymbia<br />
maculate). B oth alternative trees have impressive stature,<br />
and have narrow canopies so as not to impede views to the<br />
sign, and both species provide dappled shade and visibility<br />
through the canopy and are appropriate to the climate and<br />
proposed tree well conditions. The Canary Island Pine is a<br />
large pyramidal evergreen tree that is planted throughout the<br />
Southern California. The Spotted Gum is a t all evergreen<br />
tree that has a round habit and distinctive bark and leaf<br />
coloration. Based on recommendations from the <strong>City</strong>’s Urban Forester the existing<br />
street trees will be r elocated if their health permits and replaced by the new<br />
Esplanade trees.<br />
Funding: The street trees are character-defining elements <strong>of</strong> the Esplanade and<br />
integral to the symmetrical cross section <strong>of</strong> the street, and therefore are part <strong>of</strong> the<br />
recommended core project. The tree sizes have been value engineered from 48” or<br />
60” box size at time <strong>of</strong> planting to 36”, however, the Agathis robusta is a fast<br />
growing tree and is anticipated to thrive in the proposed north side tree wells and<br />
south side parkway proposed for Colorado Avenue.<br />
G. Public Art: The selection <strong>of</strong> artist Deborah Aschheim was approved by the Public Art<br />
Committee <strong>of</strong> the Arts Commission at their June 18, 2012 meeting. Ms. Aschheim,<br />
19
a highly recognized Los Angeles based artist, was selected as a r esult <strong>of</strong> a<br />
competitive application process. PWP Design Partner Adam Greenspan<br />
participated in the panel interview and s election process, along with Artist Anne<br />
Marie Karlsen and Margaret Bruning Director <strong>of</strong> Civic Art for the Los Angeles<br />
County Arts Commission. PWP will work closely with her to integrate the public art<br />
piece within the Colorado Esplanade Project. The artist will work with the design<br />
team and C ity staff to identify a s ite for the art, with many prominent potential<br />
locations available. Given the prominence <strong>of</strong> the Colorado Esplanade and its<br />
location at a significant crossroads in the <strong>City</strong>, the public art installation will be an<br />
important element in helping to define the urban space and identity <strong>of</strong> the<br />
Esplanade. Public art is included in the core project.<br />
Circulation Infrastructure Features (listed east to west)<br />
1. 4th Street Intersection and North-South Axis: The 4 th Street and Colorado<br />
intersection is the eastern edge <strong>of</strong> the core Esplanade project. P atterned to<br />
reinforce the traditional right angle pedestrian flow at crosswalks, the intersection<br />
graphic design marks a k ey zone where vehicles, pedestrians and cyclists will<br />
interface. The pattern is bold to draw attention to the interface <strong>of</strong> modes, to provide<br />
legibility and safety for all users. The pattern is flexible enough in its design such that<br />
it can be altered to accommodate a future scramble intersection if future circulation<br />
demands and benefits justify such a change.<br />
The 4 th Street gateway into Downtown is an important north-south axis that PWP<br />
emphasizes in the design <strong>of</strong> the Downtown Station configuration and 4 th Street<br />
streetscape design. The station retaining wall along 4 th Street is designed to be<br />
legible as a land form, accentuating the station and increasing visibility for people<br />
arriving and departing. The station stairs follow the axis line <strong>of</strong> the wall and direct<br />
pedestrians north or south upon arrival. PWP recommends enhancing the<br />
20
streetscape and continuing the line <strong>of</strong> Metro signature palm trees on both sides <strong>of</strong> 4 th<br />
Street to further reinforce north south connections, to integrate better with the Metro<br />
station and to provide orientation and wayfinding elements along the pedestrian<br />
route to and from the station and Downtown. Funding: The 4 th Street / Colorado<br />
Avenue intersection improvements are included in the core project. The original<br />
RFP for the Colorado Esplanade Design identified the need to strengthen<br />
connections north and south between the Civic Center and Downtown by<br />
encouraging the designer to look outside the Metro grant project boundaries for<br />
areas or elements to enhance connections. PWP has designed a widened sidewalk<br />
on 4 th Street north <strong>of</strong> Colorado to strengthen the connection from the station to<br />
Downtown; however, based on funding limitations, the 4 th Street improvements north<br />
and south <strong>of</strong> the intersection are not included in the core project. C ity staff has<br />
applied for a separate Metro grant to complete these improvements in the future.<br />
2. Colorado Avenue, between 4 th and 5 th Streets: The interface between the station<br />
and the Colorado Esplanade occurs most directly on the block <strong>of</strong> Colorado between<br />
4 th and 5 th Streets. Therefore, the coordination between two separate projects,<br />
Expo’s light rail station and the <strong>City</strong>’s Colorado Esplanade, were central to creating a<br />
seamless pedestrian experience. For schedule and coordination efficiencies due to<br />
Expo’s limits <strong>of</strong> construction on Colorado, the south sidewalk pavers, the cycle track,<br />
the roadway and the string lights on both sides <strong>of</strong> Colorado are being incorporated<br />
into the <strong>City</strong>’s betterment for the Expo 4 th Street Station project. The north sidewalk,<br />
also designed with the Esplanade street tree and custom pavers, is outside <strong>of</strong> the<br />
Expo construction limit and would therefore need to be constructed by the <strong>City</strong> or by<br />
adjacent property owners, either in close coordination with Expo, or after Expo<br />
construction activities have concluded.<br />
21
Funding: The proposed improvements for the north side <strong>of</strong> Colorado between 4 th<br />
and 5 th Streets, including the custom paver and the Esplanade street trees, are not<br />
included in the Expo project or in the core Esplanade project. However, if additional<br />
funding becomes available, the <strong>City</strong> will work with Expo and the adjacent property<br />
owners to coordinate the schedule and construction <strong>of</strong> the proposed north sidewalk<br />
improvements.<br />
3. Main to 2 nd Street Realignment and Midblock Crossing at <strong>Santa</strong> <strong>Monica</strong> Place: The<br />
realignment <strong>of</strong> Main Street and 2nd Street is one <strong>of</strong> the major circulation<br />
infrastructural changes proposed by the Colorado Esplanade project. The<br />
realignment eliminates one <strong>of</strong> the four intersections along the stretch <strong>of</strong> Colorado<br />
between 4 th and Ocean, reducing the pedestrian/vehicle conflicts, while improving<br />
the north-south vehicle flow. The realignment <strong>of</strong> Main to Second Streets is proposed<br />
to replace the infeasible bridge concept previously recommended in the Civic Center<br />
Specific Plan.<br />
Just east <strong>of</strong> the realigned<br />
intersection, PWP proposes<br />
improvements to the midblock<br />
crosswalk between the <strong>Santa</strong><br />
<strong>Monica</strong> Place and Sears sites, at<br />
the location <strong>of</strong> the existing<br />
signalized crosswalk. With<br />
pedestrian safety and legibility for<br />
vehicles in mind, PWP proposes a<br />
widened crosswalk pattern similar<br />
to the patterns proposed for 4 th ,<br />
Main/2nd, and Ocean, to provide<br />
more visibility to drivers, and to<br />
indicate an active pedestrian zone.<br />
Funding: The Main to 2 nd Street realignment and the midblock crossing are<br />
included in the core Esplanade project.<br />
4. Ocean Avenue Intersection & Sidewalk Widening, connecting to the Pier and new<br />
Civic Center Parks: The Ocean / Colorado intersection experiences the highest<br />
pedestrian volumes in the <strong>City</strong>. T he Esplanade design includes a scramble<br />
intersection, leading the pedestrian and bicyclist through the intersection both in the<br />
traditional right angle movement as well as diagonally, to encourage the connection<br />
between the new Tongva Park and the existing historic Palisades Park as<br />
envisioned by the Civic Center Specific Plan. PWP has designed a special pattern<br />
for the intersection that extends the lines <strong>of</strong> the <strong>City</strong>’s international-style crosswalk<br />
markings toward the interior <strong>of</strong> the intersection, creating a unique, artful geometric<br />
pattern. The design accentuates the diagonal pedestrian movements allowed and<br />
the complexity and integration <strong>of</strong> different modes at this shared street plaza. The<br />
design <strong>of</strong> the intersection is also flexible to absorb revisions to the Pier Bridge<br />
22
entrance that may follow as the Pier Bridge Reconstruction Project gets underway.<br />
Designed as an integral part <strong>of</strong> the Project and modeled in the environmental<br />
analysis traffic studies, the scramble intersection is critical to providing stronger<br />
connections between the Pier Bridge, Palisades Park, Tongva Park and t he<br />
Esplanade.<br />
In addition, PWP worked with <strong>City</strong> staff to propose a sidewalk expansion on Ocean<br />
Avenue so that the Colorado Esplanade and Tongva Park projects integrate<br />
intentionally and gracefully. The sidewalk expansion is made possible by the oneway<br />
westbound configuration on C olorado Avenue in that the removal <strong>of</strong> the<br />
northbound right turn lane on Ocean Avenue provides the space necessary to widen<br />
the sidewalk in front <strong>of</strong> the park and adj acent to a highly utilized bus stop. The<br />
additional sidewalk space at this active bus stop strengthens the connection<br />
between the bus stop and the Esplanade and the Expo station, making wayfinding<br />
for transit transfers between bus and light rail more legible and pedestrian friendly.<br />
Funding: The Ocean and Colorado Avenue intersection is part <strong>of</strong> the Metro grant<br />
funded project, providing a c onnection between the pedestrian improvements on<br />
Colorado Avenue and Pier, and is included in the core project.<br />
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5. Bus Stops: As noted above, the Metro Rapid bus stop located at Ocean Avenue and<br />
Colorado Avenue is one <strong>of</strong> the busiest bus stops in <strong>Santa</strong> <strong>Monica</strong>. The Colorado<br />
Esplanade has been designed to accommodate buses and bus riders and to<br />
facilitate connections to and from the station. <strong>City</strong> staff is working with Big Blue Bus<br />
and Metro, in coordination with the Expo Construction Authority as necessary, to<br />
locate convenient and appropriate bus facilities near the station and the Esplanade.<br />
PWP and sub-consultant Fehr & Peers completed a bus reroute feasibility study to<br />
survey, map and provide route recommendations in coordination with Big Blue Bus<br />
and Metro regarding all bus routes affected by the one way configuration <strong>of</strong><br />
Colorado Avenue. Routes affected by the reconfiguration <strong>of</strong> Colorado Avenue west<br />
<strong>of</strong> 5th Street include: BBB Line 5, and Metro 20, 33, 534, 720 and 733. Metro and<br />
Big Blue Bus are continuing to work on rerouting priorities to provide optimal service.<br />
Funding: The proposed bus stop and sidewalk on Ocean Avenue south <strong>of</strong> Colorado<br />
is proposed to be added to the core project utilizing transit funds available through<br />
the Village Development Agreement to enhance the sidewalk adjacent to one <strong>of</strong> the<br />
most active bus stops in the <strong>City</strong>.<br />
Public Outreach<br />
The project team has engaged a wide range <strong>of</strong> <strong>City</strong> Boards and Commissions, including<br />
Planning, Landmarks, Recreation and Parks, Senior Community and Disabilities<br />
Commissions, and the Urban Forest Task Force. P resentations were made to key<br />
stakeholders, including the <strong>Santa</strong> <strong>Monica</strong> Pier Corporation, <strong>Santa</strong> <strong>Monica</strong> Spoke,<br />
Downtown <strong>Santa</strong> <strong>Monica</strong>, Inc. and the <strong>Santa</strong> <strong>Monica</strong> Convention and Visitors Bureau.<br />
This project has also involved almost every <strong>City</strong> department, including public safety<br />
<strong>of</strong>ficials and the Big Blue Bus as well as close coordination with Metro and the Expo<br />
Construction Authority. All <strong>of</strong> these stakeholders have expressed overall support, and<br />
the final design has benefited from their refinements.<br />
Planning Commission Review<br />
The Planning Commission reviewed the final design at the June 6, 2012, meeting and<br />
unanimously supported the roadway changes and d esign progression. Although the<br />
Urban Forest Master Plan gives Council authority over streetscape design, the<br />
Commission suggested that the project team consult with the Urban Forest Task Force<br />
to recommend a species for the street tree, which has occurred in the last few months.<br />
24
The Planning Commission also requested that the final design incorporate the<br />
necessary design refinements to ensure driveway access for the Wyndham Hotel<br />
(formerly the Holiday Inn) and Sears while preserving optimal pedestrian access, and to<br />
consider additional concepts for continuing the vibrancy and urban design along Fourth<br />
Street towards the center <strong>of</strong> the downtown. The Planning Commission agreed with the<br />
consistent comment that wayfinding is a c ritical component and anticipates that the<br />
project designers will coordinate with other wayfinding efforts in the area.<br />
Next Steps for Project Implementation<br />
Phasing and Budget Strategies - The Esplanade was originally budgeted for<br />
construction using $10 million <strong>of</strong> redevelopment funding and $3.3 million <strong>of</strong> secured<br />
Metro grant funding for a total <strong>of</strong> $13.3 million. Due to the elimination <strong>of</strong> redevelopment<br />
funding, Council approved project funding from the General Fund <strong>of</strong> $5.7 million and<br />
Metro grant funding <strong>of</strong> $3.3 million at the June 12, 2012 Council hearing, reducing the<br />
project budget to $9 million. In August 2012, PWP provided <strong>City</strong> staff with a draft cost<br />
estimate <strong>of</strong> approximately $13.5 million for the project, including the projected additional<br />
costs <strong>of</strong> realigning Main and 2nd Streets, scope that was not anticipated in the original<br />
project. <strong>City</strong> staff and the design team have value engineered the full project design to<br />
$12.7 million and have devised a phasing strategy that would allow for a $10.7 million<br />
core project which constructs in the first phase the critical circulation changes that<br />
accommodate the Expo Light Rail. <strong>City</strong> staff has identified additional funding sources in<br />
the amount <strong>of</strong> $710,000 leaving the current estimated unsecured funding gap for the<br />
core project at $990,000. With the inclusion <strong>of</strong> anticipated additional contributions from<br />
pipeline development projects, the gap for the core project would be reduced to<br />
$520,000. Staff will return to Council to appropriate these funds after they are secured.<br />
To date staff has made applications for several grants and i s anticipating significant<br />
additional contributions from Development Agreement projects in the downtown. Upon<br />
bid <strong>of</strong> the core project, if the funding gap has not been filled, one or more <strong>of</strong> the design<br />
components would need to be scaled back and a revised core project would be brought<br />
to Council, or additional funding would be requested.<br />
25
The Esplanade improves critical southern entrance intersections and provides access<br />
improvements for all <strong>of</strong> the downtown, with specific adjacent benefits for projects<br />
located on Colorado Avenue, 4 th Street, 2 nd Street and Ocean Avenue. As the Colorado<br />
Esplanade project and Downtown Station Plaza meet LUCE criteria for community<br />
benefits for additional open space and improved circulation for alternative modes<br />
contributing to sustainable development and reduction <strong>of</strong> greenhouse gases, it is<br />
anticipated that future phases would be considered priority community benefits for<br />
which funding amounts would be i ncluded in community benefit negotiations for<br />
Downtown development agreement projects. Later phases to the project could be<br />
constructed as funding becomes available.<br />
Next steps include completing the design and construction documents for the full project<br />
vision, and preparing a bi d document for the core project to complete the critical<br />
infrastructure upgrades. <strong>City</strong> staff and PWP will continue to refine material<br />
specifications, construction details and identify final finishes and colors during the<br />
construction document phase, working closely with the <strong>City</strong> and stakeholders on<br />
wayfinding development and p ublic art integration. Staff is requesting that the <strong>City</strong><br />
26
Council approve the full design scope <strong>of</strong> the project as outlined herein and direct staff to<br />
prepare a bid package and s olicit bids for the core project, while continuing to seek<br />
additional funding sources for future phases.<br />
Financial Impacts and Budget Actions<br />
Funds in the amount <strong>of</strong> $9.0 million are included in the FY 2012-14 Adopted Capital<br />
Improvement Program (CIP) Budget at accounts C017040.589000 ($5,715,000) and<br />
C207040.589000 ($3,285,000).<br />
The following funds will be included in the FY 2013-14 CIP Exception Based Budget,<br />
pending Council approval:<br />
Colorado Avenue Esplanade - McGuire Thomas Developer Agreement C047081.589000 160,000<br />
Colorado Avenue Esplanade -Village Project Developer Agreement (Transit) C047081.589000 200,000<br />
Colorado Avenue Esplanade Water Main C257040.589000 175,000<br />
Colorado Avenue Esplanade Sewers/Manholes C317040.589000 175,000<br />
710,000<br />
The estimated funding gap for the core project is $990,000. With the inclusion <strong>of</strong><br />
anticipated additional contributions from pipeline development projects, the gap for the<br />
core project would be reduced to $520,000. Staff will return to Council to appropriate<br />
these funds after they are secured.<br />
Any further changes to the project design or budget will be addressed when the project<br />
comes forward for construction contract award. Upon completion <strong>of</strong> construction<br />
documents, the project will be bid with various options to add or subtract scope at the<br />
award <strong>of</strong> bid. Also, at that time <strong>City</strong> staff will present any additional funding secured<br />
from grants, developer agreements and other sources, for Council consideration, and<br />
27
may recommend that additional General Funds be used to fund the core project, or<br />
other phases, prior to receipt <strong>of</strong> anticipated developer agreement contributions.<br />
Prepared by:<br />
Sarah Lejeune, Principal Planner<br />
Joanna Hankamer, Senior Planner<br />
Approved:<br />
Forwarded to Council:<br />
David Martin, Director<br />
Planning & Community Development<br />
Department<br />
Rod Gould<br />
<strong>City</strong> Manager<br />
Attachments:<br />
A. Resolution amending the CCSP<br />
B. Colorado Esplanade Information Package, Plans and Renderings<br />
28
Attachment A<br />
Resolution amending the CCSP<br />
29
<strong>City</strong> Council Meeting 5-14-13<br />
<strong>Santa</strong> <strong>Monica</strong>, California<br />
RESOLUTION NO. _______ (CCS)<br />
(<strong>City</strong> Council Series)<br />
A RESOLUTION OF THE CITY COUNCILOF THE CITY OF SANTA MONICA<br />
ADOPTING AMENDMENTS TO THE CIVIC CENTER SPECIFIC PLAN TO<br />
ELIMINATE THE SECOND STREET BRIDGE EXTENSION AND TO REPLACE THIS<br />
POLICY WITH THE COLORADO ESPLANADE PROJECT MAIN STREET TO<br />
SECOND STREET ALIGNMENT<br />
WHEREAS, on November 23, 1993, the <strong>City</strong> Council <strong>of</strong> the <strong>City</strong> <strong>of</strong> <strong>Santa</strong> <strong>Monica</strong><br />
(“Council”) approved Resolution No. 8685, adopt<br />
ing the Civic Center Specific Plan<br />
(“1993 CCSP”), which set forth a new vision fo r the Civic Center area, and anticipated a<br />
variety <strong>of</strong> public improvements based on an organizing urban design concept; and,<br />
WHEREAS, in 2003, the <strong>City</strong> began preparation <strong>of</strong> the Environmental Impact<br />
Report for an updated CCSP; and<br />
WHEREAS, on June 28, 2005, the <strong>City</strong> Co<br />
uncil certified a Final Environmental<br />
Impact Report (“CCSP EIR”) for amendment s to the CCSP and adopted said CCSP<br />
amendments (“2005 CCSP”); and<br />
WHEREAS, the 2005 CCSP, in part, estab lished policies for a new brid ge<br />
connecting Main Street with Second Street; and
WHEREAS, the new bridge concept was subsequently considered infeasible due<br />
to proximity <strong>of</strong> the potential bridge footings to a Moret on Bay fig tree located on the<br />
south side <strong>of</strong> I-10 and due to cost considerations; and<br />
WHEREAS, on March 24, 2009, the Ci<br />
ty Council discussed, among o ther<br />
circulation improvements to the Civic Cent er and Downtown District, opportunities to<br />
eliminate the Second Street Bridge as a public improv ement for Main Street in the Civic<br />
Center; and<br />
WHEREAS, the Land Use & Circulation El<br />
ement (LUCE) expressly addressed<br />
the infeasibility <strong>of</strong> Second Street Bridge; and<br />
WHEREAS, LUCE P olicy D15.3 calls for updating the CCSP to reflect the<br />
emergence <strong>of</strong> the district as an integral open space link, including “Eliminate the current<br />
CCSP-proposed Main Street to 2 nd Street Bridge;” and<br />
WHEREAS, the Colorado Es planade design achieves the streamlined roadway<br />
alignment intended in the 2005 CCSP while preser ving the Moreton Bay tree and<br />
significantly lowering the cost; and<br />
WHEREAS, on June 20, 2012, the Planning Commission held a public hearing,<br />
reviewed the Mitigat ed Negative Dec laration for the Colorado Esp<br />
lanade Project<br />
prepared in compliance with the Califor<br />
nia Environmental Quality Act, and<br />
recommended approval <strong>of</strong> t he proposed CCSP Amendment to eliminate the proposed<br />
Second Street Bridge Extension as a pub<br />
lic improvement for t he Civic Center an d
eplace this proposed extensio n with the Colorado Esplanade Project Main Street to<br />
Second Street Alignment; and<br />
WHEREAS, the <strong>City</strong> Counc il adopted the Mitigated N egative Declaration and<br />
Mitigation Monitoring Program for the Colo rado Esplanade Project on March 19, 2013,<br />
and<br />
WHEREAS, the <strong>City</strong> Counc il has c onsidered the Planning Commission’s<br />
recommendations and reviewed the propos ed CCSP Amendment at a duly noticed<br />
public hearing on M ay 14, 2013, and ha s determined that the propos ed CCSP<br />
amendment to eliminate the pr oposed Second Street Bridge Extension and to replace<br />
this proposed extension with the Colorado Espl anade Project Main Street to Second<br />
Street Alignment is consistent with the General Plan,<br />
NOW, THEREFORE, THE CITY COUNCIL OF THE CI TY OF SANTA MONICA<br />
DOES HEREBY RESOLVE AS FOLLOWS:<br />
SECTION 1. Pursuant to the Sant a <strong>Monica</strong> Municipal Code Sec tion<br />
9.04.20.18.160, the <strong>City</strong> Counc il hereby adopts the amendmen t to the Civic Center<br />
Specific Plan, as contained in Exhibit 1.<br />
SECTION 2. The <strong>City</strong> Clerk shall certif y to the adoption <strong>of</strong> this Resolution and<br />
thenceforth and thereafter the same shall be in full force and effect.<br />
APPROVED AS TO FORM:<br />
________________________<br />
MARSHA JONES MOUTRIE<br />
<strong>City</strong> Attorney
Exhibit 1<br />
THE CIVIC CENTER SPECIFIC PLAN WILL BE AMENDED BY<br />
REPLACING THE EXISTING LANGUAGE WITH THE FOLLOWING:<br />
(The strikethrough sections depict the language that is being removed from the Civic<br />
Center Specific Plan (CCSP) and the italic sections depict new language being added.)<br />
CCSP Modifications – Elimination <strong>of</strong> Second Street Bridge<br />
Page – 3<br />
The need for a new crossing over the <strong>Santa</strong> <strong>Monica</strong> Freeway due to the capacity<br />
constraints <strong>of</strong> the existing Main Street Bridge<br />
Page – 7<br />
The Civic Center in the Future<br />
The Civic Center will retain its governmental and institutional role, but these uses will be<br />
integrated with new residential, recreational, civic and cultural activities to become a<br />
vibrant mixed use district within the city. New linkages will connect the area to the<br />
surrounding neighborhoods. Main Street will become an integral part <strong>of</strong> the open space<br />
system and a more significant and central feature which unifies the site. The pedestrian<br />
experience <strong>of</strong> Palisades Park will be extended through the area and bike paths will<br />
connect with the Downtown, Ocean Park neighborhood and <strong>Santa</strong> <strong>Monica</strong> High School.<br />
A new Second Street Bridge will be extended over the freeway directly into the site,<br />
allowing for a mixed-mode connection with Downtown and the Main Street commercial<br />
area beyond. Main Street will be realigned to connect to 2nd Street allowing for a<br />
smoother transition and mixed mode connection from the Civic Center District to the<br />
Downtown and the Main Street commercial areas. A direct visual and physical linkage<br />
will be created to the Beach and <strong>Santa</strong> <strong>Monica</strong> Bay – taking advantage <strong>of</strong> the naturally<br />
declining grades and reinstating Olympic Drive along a corridor that was usurped by the<br />
construction <strong>of</strong> the <strong>Santa</strong> <strong>Monica</strong> Freeway and the RAND complex.<br />
Page – 25 Promenades and Pathways<br />
OS-10. Improve the historic Main Street Bridge to increase pedestrian<br />
friendliness on the linkage between the downtown and the Civic Center. Convert<br />
the historic Main Street Bridge to exclusive pedestrian use, linking the downtown<br />
with the Civic Center. At the other end <strong>of</strong> Main Street, the permanent closing <strong>of</strong> the<br />
Main Street Bridge to vehicular traffic and its development for exclusive pedestrian use<br />
greatly strengthens pedestrian linkages between the Civic Center and Downtown. The<br />
distinctive elements <strong>of</strong> the Main Street Bridge, including its balustrades and pilasters,<br />
and supporting arches are preserved and restored. In addition, the triangular parcel <strong>of</strong><br />
city-owned land along Colorado Avenue is improved as a gateway plaza, with a direct<br />
pedestrian link to the Main Street Bridge and the potential to incorporate public art,<br />
commemorative elements or a water feature.
Page – 32 Vehicular Circulation<br />
C-2. Realign Main Street to Second Street to coordinate a smooth transition for<br />
all modes <strong>of</strong> transportation crossing the Colorado Avenue intersection.Close<br />
Main Street north <strong>of</strong> Olympic Drive to vehicular traffic, and extend Second Street<br />
south to Olympic Drive. North <strong>of</strong> Olympic Drive, Main Street is closed to vehicular<br />
traffic in order to accommodate the Town Square, and to create a distinctive northern<br />
visual terminus with the open space and <strong>City</strong> Services Building. Vehicular and bicycle<br />
traffic along Main Street is channeled toward Second Street, leading across the <strong>Santa</strong><br />
<strong>Monica</strong> Freeway on a new bridge to the downtown core.<br />
Page – 41<br />
Second Street Extension<br />
As described above, the Plan calls for Second Street to be extended south from its<br />
current terminus at Colorado Avenue, across the <strong>Santa</strong> <strong>Monica</strong> Freeway on a new<br />
bridge to Olympic Drive. The street is improved with one vehicular lane and one bicycle<br />
lane in each direction, and curbside parking along both sides <strong>of</strong> the street. Generous<br />
sidewalks and parkway landscaping are provided along the street. This project requires<br />
coordination with the Holiday Inn to minimize construction impacts, and to allow for the<br />
development <strong>of</strong> a reconfigured drop-<strong>of</strong>f and short-term parking lot for the hotel. The<br />
new bridge across the freeway is envisioned as a distinctive landmark structure that<br />
provides a complementary counterpoint to the historic Main Street Bridge and a new<br />
gateway to the Civic Center from downtown.<br />
Page – 82<br />
I-9. The <strong>City</strong> <strong>of</strong> <strong>Santa</strong> <strong>Monica</strong> will coordinate with the State <strong>of</strong> California Department <strong>of</strong><br />
Transportation (Caltrans) for the construction <strong>of</strong> a new Second Street bridge across the<br />
<strong>Santa</strong> <strong>Monica</strong> Freeway.<br />
Page – 83<br />
Table 2: Civic Center Specific Plan Improvement Program<br />
The extension <strong>of</strong> Second Street between Colorado Avenue and Olympic Drive including<br />
the construction <strong>of</strong> a new bridge across the <strong>Santa</strong> <strong>Monica</strong> Freeway. The improvement<br />
<strong>of</strong> the Main Street Bridge and the existing public right-<strong>of</strong>-way along Colorado Avenue as<br />
a pedestrian way and gateway plaza to the Civic Center.<br />
THE CIVIC CENTER SPECIFIC PLAN GRAPHICS WILL BE AMENDED BY<br />
REPLACING EXISTING GRAPHICS AS FOLLOWS:<br />
Page -6<br />
The Illustrative Plan is modified as attached hereto to depict the new Main Street<br />
Alignment without the Second Street Bridge Extension.<br />
The graphics on the following pages will be similarly modified to depict the new<br />
alignment.
Additional Graphic Changes:<br />
Page – 10 Open Space Plan<br />
Page – 12 Proposed Open Space and Landscaped Areas<br />
Page – 15 Linkages Diagram<br />
Page – 18 Diagram<br />
Page – 32 Vehicular Circulation<br />
Page – 34 Transit<br />
Page – 37 Bicycle and Pedestrian Pathways<br />
Page – 39 Diagram<br />
Page – 41 Main/Second Street Diagram<br />
Page – 47 Special Use Districts<br />
Page – 50 Illustrative Plan<br />
Page – 57 The Civic Core Special Use District
Attachment B<br />
Colorado Esplanade Plans and Renderings<br />
30
COLORADO ESPLANADE | CITY COUNCIL INFORMATION PACKAGE<br />
PWP LANDSCAPE ARCHITECTURE<br />
739 ALLSTON WAY<br />
BERKELEY, CALIFORNIA 94710<br />
MAY 14, 2013
COLORADO ESPLANADE<br />
PALISADES PARK<br />
THE SITE PLAN COORDINATES AND INCLUDES:<br />
• A HIGHLY VISIBLE AND ICONIC INTEGRATED DESIGN OF UNIQUE ELEMENTS.<br />
• ONE-WAY VEHICULAR TRAFFIC FROM 4TH STREET TO OCEAN AVENUE.<br />
• A WIDE PEDESTRIAN ZONE.<br />
• INTEGRATED WAY FINDING.<br />
• ENHANCED, BALANCED, AND ACCESSIBLE MOVEMENT ROUTES FOR ALL MODES.<br />
2ND STREET<br />
SANTA MONICA PLACE<br />
The Colorado Esplanade has been designed<br />
as a gateway to the heart <strong>of</strong> <strong>Santa</strong> <strong>Monica</strong><br />
and its major destinations. The Esplanade<br />
will connect the new EXPO Station to points<br />
North, South, East, and West, and will create<br />
a landmark identity for the city that will be<br />
seen by pedestrians, cyclists, drivers, and bus<br />
and light rail riders that approach it on city<br />
streets, as well as from the freeway.<br />
LANDSCAPE ARCHITECTURE<br />
739 ALLSTON WAY<br />
BERKELEY, CA 94710<br />
COLORADO ESPLANADE<br />
CITY OF SANTA MONICA<br />
PASEO DEL MAR<br />
101 COLORADO<br />
AVENUE<br />
HOLIDAY INN<br />
PARKING STRUCTURE 8<br />
COLORADO AVENUE<br />
BLOOMINGDALE’S<br />
BANK OF<br />
THE WEST<br />
MIDAS<br />
OCEAN AVENUE<br />
PALISADES<br />
GARDEN<br />
WALK<br />
PACIFIC COAST HIGHWAY<br />
MAIN STREET<br />
GATEWAY<br />
TRIANGLE<br />
SEARS<br />
4TH STREET<br />
EXPO STATION<br />
-BY OTHERS<br />
POTENTIAL TOD SITE<br />
5TH STREET<br />
OVERALL SITE PLAN<br />
CITY<br />
HALL<br />
2
LANDSCAPE ARCHITECTURE<br />
BERKELEY, CA 94710<br />
COLORADO ESPLANADE<br />
CITY OF SANTA MONICA<br />
LOOKING WEST DOWN THE ESPLANADE<br />
3<br />
VIEW LOOKING WEST FROM EXPO STATION
FRAMING THE VIEW<br />
Preserving the view to the Pier Sign<br />
was a desire <strong>of</strong> all the constituents.<br />
As a new multi-model corridor, we<br />
thought it important that all modes<br />
<strong>of</strong> movement be able to participate<br />
in the view corridor to the Pier Sign.<br />
This space allocation diagram<br />
represents the framework for the<br />
Esplanade design and accomplishes<br />
all <strong>of</strong> these project goals.<br />
LANDSCAPE ARCHITECTURE<br />
BERKELEY, CA 94710<br />
COLORADO ESPLANADE<br />
CITY OF SANTA MONICA<br />
SPACE ALLOCATION AND VIEW FRAMING<br />
CONCEPT DIAGRAM<br />
4
ESPLANADE STREET<br />
TREE GOALS<br />
LANDSCAPE ARCHITECTURE<br />
The Esplanade should be easily<br />
739 ALLSTON WAY<br />
BERKELEY, CA 94710<br />
identif able and an iconic statement<br />
in the <strong>City</strong> <strong>of</strong> <strong>Santa</strong> <strong>Monica</strong>. A<br />
bold, yet simple planting strategy<br />
can help provide identity to this<br />
corridor. To meet the design<br />
TREE VISIBILITY FROM PCH DIAGRAM<br />
A unique Esplanade Tree will give the<br />
Esplanade identity and visibility from<br />
adjacent locations<br />
goals, the framing tree should<br />
engage the spirit <strong>of</strong> <strong>Santa</strong> <strong>Monica</strong><br />
as arboretum, it should frame or<br />
highlight the Pier sign, it should<br />
strengthen the identity <strong>of</strong> the<br />
Esplanade, and it should provide<br />
modulation and dappled shade.<br />
We are currently reviewing a few<br />
COLORADO ESPLANADE<br />
CITY OF SANTA MONICA<br />
species that meet the goals with<br />
the city forester prior to making the<br />
f nal selection.<br />
COLUMNAR OR PYRAMIDAL<br />
FORM TO PRESERVE<br />
VIEWS TO THE PIER SIGN<br />
The low shrub planting down the<br />
Esplanade will be bold, simple and<br />
hardy, maintaining a strong line<br />
which draws ones attention down<br />
EXISTING VIEW DOWN COLORADO<br />
TREE FORM + OPEN CANOPY<br />
STRUCTURE TO PROVIDE<br />
DAPPLED SHADE AND VIEWS<br />
TO THE BUILDINGS<br />
CLEAR TRUNK<br />
the street towards the pier sign<br />
and past many destinations along<br />
the way. Fragrant plants will be<br />
used in moderation along the way<br />
to highlight key moments in the<br />
design.<br />
ESPLANADE TREE PLANTING<br />
VIEW DOWN COLORADO<br />
TREE FORM CRITERIA<br />
5
EXISTING GINGKOS<br />
-TO REMAIN<br />
BLOOMINGDALE’S<br />
4TH STREET<br />
INTERSECTION PLAZA<br />
BANK OF THE WEST<br />
COLORADO AVENUE<br />
4TH<br />
COURT<br />
WIDENED SIDEWALK ON 4 TH STREET<br />
WAY FINDING COMPASS<br />
STRING LIGHTS<br />
-POLE WITH INFORMATIONAL GRAPHICS<br />
FRAMING TREE<br />
-IN ACCENT PAVING<br />
BIKE BUFFER<br />
ESPLANADE PAVING<br />
END OF CYCLE TRACK + FUTURE<br />
CONNECTION TO BROADWAY<br />
-BIKE CONTINUES THROUGH 4 TH COURT<br />
LANDSCAPE ARCHITECTURE<br />
739 ALLSTON WAY<br />
BERKELEY, CA 94710<br />
COLORADO ESPLANADE<br />
CITY OF SANTA MONICA<br />
CYCLE TRACK<br />
-BY OTHERS<br />
VINE OR ART WALL<br />
-BY OTHERS<br />
VINE OR<br />
ART WALL<br />
-BY OTHERS<br />
GRAND STAIRCASE<br />
-BY OTHERS<br />
EXPO<br />
STATION<br />
-BY OTHERS<br />
TERRACED PLANTING WITH<br />
BOLD, FRAGRANT PLANTING<br />
-BY OTHERS<br />
4TH STREET AND COLORADO AVENUE<br />
6
LANDSCAPE ARCHITECTURE<br />
BERKELEY, CA 94710<br />
COLORADO ESPLANADE<br />
CITY OF SANTA MONICA<br />
VIEW OF METRO STATION PLAZA<br />
STATION PLAZA VIEW LOOKING SOUTHEAST<br />
7
PARKING STRUCTURE 8<br />
SANTA MONICA<br />
PLACE<br />
BLOOMINGDALE’S<br />
LANDSCAPE ARCHITECTURE<br />
739 ALLSTON WAY<br />
BERKELEY, CA 94710<br />
STRING LIGHTS<br />
-POLE WITH INFORMATIONAL GRAPHICS<br />
FRAMING TREE<br />
-IN ACCENT PAVING<br />
BIKE BUFFER<br />
ESPLANADE PAVING<br />
COLORADO ESPLANADE<br />
CITY OF SANTA MONICA<br />
CYCLE TRACK<br />
CROSSWALK TO SANTA MONICA<br />
PLACE AND 3 RD STREET<br />
-SIGNALIZED INTERSECTION<br />
- 70’ WIDE CROSSWALK<br />
GATEWAY<br />
TRIANGLE<br />
SEARS<br />
PEDESTRIAN BUFFER<br />
LOW SHRUB PLANTING<br />
WAY FINDING COMPASS<br />
INTERSECTION ENLARGEMENTS<br />
3RD STREET AND COLORADO AVENUE<br />
8
LANDSCAPE ARCHITECTURE<br />
739 ALLSTON WAY<br />
BERKELEY, CA 94710<br />
COLORADO ESPLANADE<br />
CITY OF SANTA MONICA<br />
VIEW OF GATEWAY TRIANGLE AND<br />
WIDENED CROSSWALK TO 3RD STREET<br />
VIEW FROM GATEWAY TRIANGLE TO 3RD STREET PEDESTRIAN CONNECTION<br />
9
The one-way westbound traffic allows<br />
for the realignment <strong>of</strong> Main Street and<br />
Second Street, which is an important<br />
LANDSCAPE ARCHITECTURE<br />
101 COLORADO AVENUE<br />
BIKE CENTER<br />
PARKING STRUCTURE 8<br />
move to ease the connection between<br />
downtown and the Civic Center across<br />
739 ALLSTON WAY<br />
BERKELEY, CA 94710<br />
the Freeway.<br />
Bike boxes allow for bikes to easily<br />
access the Bike Center and simplify<br />
HOTEL<br />
DRIVEWAY<br />
the movements <strong>of</strong> bikes heading North<br />
and South <strong>of</strong>f <strong>of</strong> the cycle track at this<br />
intersection.<br />
BIKE BUFFER<br />
PEDESTRIAN BUFFER<br />
ESPLANADE PAVING<br />
FRAMING TREE<br />
COLORADO ESPLANADE<br />
CITY OF SANTA MONICA<br />
HOLIDAY INN<br />
GATEWAY<br />
TRIANGLE<br />
Appropriate design components will be incorporated into the Colorado Esplanade to provide for safe and effi cient vehicular ingress/egress and<br />
deliveries at the properties located on the south side <strong>of</strong> Colorado Avenue between Fourth Street and Ocean Avenue through the installation <strong>of</strong> bike<br />
box and stop bar striping, pedestrian bollards, and differentiated pavement treatment at driveways. In addition, the signal at Colorado/2nd/Main will<br />
include a combination <strong>of</strong> bicycle signal heads, vehicle signal heads, and pedestrian indications which will allow the fl exibility <strong>of</strong> signal operations to<br />
provide lead or lag protected/permissive left-turns for vehicles.<br />
LOW SHRUB PLANTING<br />
STRING LIGHTS<br />
-POLE WITH INFORMATIONAL GRAPHICS<br />
WAY FINDING COMPASS<br />
BOLLARD<br />
-AT EDGE OF HOLIDAY INN DRIVEWAY<br />
INTERSECTION ENLARGEMENTS<br />
MAIN STREET l SECOND STREET REALIGNMENT<br />
AT COLORADO AVENUE<br />
10
OCEAN AND COLORADO<br />
The Ocean Avenue and<br />
THE<br />
LOBSTER<br />
INTERSECTION PLAZA<br />
PASEO DEL MAR<br />
TRAFFIC SIGNAL<br />
FRAMING TREE<br />
-IN ACCENT PAVING<br />
BIKE BUFFER<br />
PEDESTRIAN BUFFER<br />
ESPLANADE PAVING<br />
LOW SHRUB PLANTING<br />
STRING LIGHTING<br />
-POLE WITH INFORMATIONAL GRAPHICS<br />
WAY FINDING COMPASS<br />
PGW BENCH AND TRELLIS<br />
- WITH VINES<br />
- BY OTHERS<br />
PGW PAVING<br />
- BY OTHERS<br />
Colorado Avenue intersection is<br />
designed as a scramble intersection,<br />
leading the pedestrian and bicyclist<br />
through the intersection both in the<br />
traditional right angle movement<br />
as well as diagonally, to encourage<br />
the connection between the new<br />
Palisades Garden Walk and the<br />
existing historic Palisades Park, as<br />
envisioned by the Civic Center Specif c<br />
Plan. The intersection plaza includes<br />
a special pattern for the intersection<br />
that extends the lines <strong>of</strong> the <strong>City</strong>’s<br />
international-style crosswalk marking<br />
towards the interior <strong>of</strong> the intersection,<br />
creating a unique and artistic<br />
geometry. The design accentuates the<br />
diagonal pedestrian movement while<br />
also suggesting the complexity and<br />
integration <strong>of</strong> different modes at this<br />
multi-modal street plaza.<br />
LANDSCAPE ARCHITECTURE<br />
739 ALLSTON WAY<br />
BERKELEY, CA 94710<br />
COLORADO ESPLANADE<br />
CITY OF SANTA MONICA<br />
OCEAN AVENUE<br />
PALISADES<br />
GARDEN WALK<br />
INTERSECTION ENLARGEMENTS<br />
OCEAN AND COLORADO AVENUES<br />
11
LANDSCAPE ARCHITECTURE<br />
BLOOMINGDALE’S<br />
739 ALLSTON WAY<br />
BERKELEY, CA 94710<br />
ESPLANADE PAVING<br />
COLORADO AVENUE<br />
STRING LIGHTS<br />
-POLE WITH INFORMATIONAL GRAPHICS<br />
FRAMING TREE<br />
-IN ACCENT PAVING<br />
COLORADO ESPLANADE<br />
CITY OF SANTA MONICA<br />
CYCLE TRACK<br />
BIKE BUFFER<br />
WIDENED PEDESTRIAN ZONE<br />
WAY FINDING COMPASS<br />
PEDESTRIAN BUFFER<br />
4TH STREET<br />
LOW SHRUB PLANTING<br />
ENLARGEMENT PLAN<br />
TYPICAL PLAN<br />
12
LANDSCAPE ARCHITECTURE<br />
739 ALLSTON WAY<br />
BERKELEY, CA 94710<br />
FRAMING TREE<br />
STRING LIGHTS<br />
COLORADO ESPLANADE<br />
CITY OF SANTA MONICA<br />
STRING LIGHT POLE<br />
- WITH INFORMATIONAL GRAPHICS<br />
- BEYOND<br />
HOLIDAY INN<br />
PLANTING ZONE<br />
PEDESTRIAN BUFFER<br />
BICYCLE BUFFER<br />
PEDESTRIAN ZONE BIKE ZONE VEHICULAR ZONE<br />
PLANTING AND<br />
PEDESTRIAN ZONE<br />
MCDONALDS<br />
TYPICAL CROSS SECTION<br />
13
GATEWAY TRIANGLE<br />
The Gateway Triangle design<br />
LANDSCAPE ARCHITECTURE<br />
PARKING STRUCTURE 8<br />
PARKING GARAGE<br />
ENTRANCE AND EXIT<br />
creates a strong visual gateway<br />
to <strong>City</strong> Hall, the Civic Auditorium,<br />
739 ALLSTON WAY<br />
BERKELEY, CA 94710<br />
and new Civic Center Parks. The<br />
design consists <strong>of</strong> a small plaza at<br />
the convergence <strong>of</strong> a pinwheel <strong>of</strong><br />
COLORADO AVENUE<br />
pedestrian pathways that lead from<br />
the Esplanade to the Main Street<br />
Bridge through planting beds f lled<br />
with simple, bold and aromatic<br />
landscape.<br />
ESPLANADE PAVING<br />
PEDESTRIAN BUFFER<br />
COLORADO ESPLANADE<br />
CITY OF SANTA MONICA<br />
BIKE BUFFER<br />
FRAMING TREE<br />
STRING LIGHTS<br />
-POLE WITH INFORMATIONAL GRAPHICS<br />
GATEWAY TRIANGLE COLOR ROWS<br />
SCREENING SHRUB<br />
ACCENT TREE<br />
POSSIBLE ART LOCATION<br />
MAIN STREET<br />
SEARS<br />
ENLARGEMENT PLAN<br />
GATEWAY TRIANGLE<br />
14
LANDSCAPE ARCHITECTURE<br />
739 ALLSTON WAY<br />
BERKELEY, CA 94710<br />
COLORADO ESPLANADE<br />
CITY OF SANTA MONICA<br />
VIEW OF GATEWAY TRIANGLE<br />
15<br />
VIEW OF GATEWAY TRIANGLE
LANDSCAPE ARCHITECTURE<br />
739 ALLSTON WAY<br />
BERKELEY, CA 94710<br />
COLORADO ESPLANADE<br />
CITY OF SANTA MONICA<br />
ESPLANADE PLANTING PALETTE<br />
AGATHIS ROBUSTA<br />
16<br />
BOUGAINVILLEA
LANDSCAPE ARCHITECTURE<br />
739 ALLSTON WAY<br />
BERKELEY, CA 94710<br />
COLORADO ESPLANADE<br />
CITY OF SANTA MONICA<br />
ESPLANADE PLANTING PALETTE<br />
GATEWAY TRIANGLE PALETTE OPTIONS<br />
17
STRING LIGHTING<br />
NIGHT LIGHTING CONCEPT PLAN<br />
Identif ed by the community as<br />
a priority for the Esplanade, the<br />
signature string lighting design is<br />
one <strong>of</strong> the essential, coordinated and<br />
unifying elements providing a unique<br />
identity to the project. Chosen for its<br />
functional, aesthetic, and low pr<strong>of</strong> le<br />
quality, string lighting strengthens the<br />
corridor by providing a festive, safe<br />
and signature nighttime environment<br />
with the least amount <strong>of</strong> visual<br />
obstruction for the sidewalk and<br />
roadway.<br />
The vertical poles are located at the<br />
back <strong>of</strong> the South sidewalk, widening<br />
the open view, and eliminating the<br />
need for separate roadway and<br />
pedestrian light poles. Light poles<br />
on the North side <strong>of</strong> the street<br />
would either be located in a similar<br />
condition to the present or eliminated<br />
where the string light cables can be<br />
attached to the adjacent buildings,<br />
such as Parking Structure 8. The<br />
overhead light would echo traditional<br />
festive Pier lights and create a<br />
distinctive ambiance at night that<br />
enlivens the area.<br />
LANDSCAPE ARCHITECTURE<br />
739 ALLSTON WAY<br />
BERKELEY, CA 94710<br />
COLORADO ESPLANADE<br />
CITY OF SANTA MONICA<br />
STRING LIGHTING<br />
VIEW DOWN THE ESPLANADE AT NIGHT<br />
18
STRING LIGHTS<br />
WIRE MAY HAVE BREAKAWAY<br />
CONNECTION OR MAY BE<br />
CUT IF NECESSARY FOR FIRE<br />
EMERGENCY<br />
POLE MOUNTED STRING LIGHTING<br />
CABLE CONNECTION TO BUILDING<br />
The lights are energyeff<br />
cient LED bulbs with<br />
a 12.5 year lifespan and<br />
would provide all required<br />
lighting for the Esplanade.<br />
During the day, the low<br />
pr<strong>of</strong> le string lights would<br />
provide an unobstructed<br />
view to the Pier sign from<br />
the Downtown Station. At<br />
night, the lights would create<br />
a sense <strong>of</strong> place, enlivening<br />
the gateway to the <strong>City</strong><br />
and providing a safe, welllit<br />
corridor for pedestrians<br />
making transit transfers or<br />
just out for a stroll.<br />
LANDSCAPE ARCHITECTURE<br />
739 ALLSTON WAY<br />
BERKELEY, CA 94710<br />
COLORADO ESPLANADE<br />
CITY OF SANTA MONICA<br />
CABLES RECEDE IN DAYTIME<br />
26’<br />
STRING LIGHTING<br />
POSSIBLE CONNECTION OF STRING LIGHTING TO PARKING STRUCTURE 8<br />
STRING LIGHTS AT NIGHTTIME<br />
19
LANDSCAPE ARCHITECTURE<br />
739 ALLSTON WAY<br />
BERKELEY, CA 94710<br />
COLORADO ESPLANADE<br />
CITY OF SANTA MONICA<br />
STRING LIGHTING<br />
POSSIBLE FIXTURES<br />
<br />
<br />
<br />
20
PAVING<br />
VIEW OF ESPLANADE PAVING<br />
Designed to run along both sides<br />
<strong>of</strong> Colorado Avenue and between<br />
5th and Ocean Avenue, the ripple<br />
patterned custom concrete unit<br />
pavers elevate the pedestrian realm,<br />
inspiring movement and resonating<br />
with the natural wave forms <strong>of</strong> the<br />
ocean and the sand. <strong>Santa</strong> <strong>Monica</strong>’s<br />
beach is a destination for residents,<br />
visitors and people <strong>of</strong> all walks <strong>of</strong><br />
life, and the paver design extends<br />
the experience <strong>of</strong> the beach into the<br />
Downtown. These uniquely shaped<br />
concrete pavers continue the <strong>Santa</strong><br />
<strong>Monica</strong> culture <strong>of</strong> marking pathways<br />
such as Olympic Drive, the Transit<br />
Mall paving on Broadway and<br />
<strong>Santa</strong> <strong>Monica</strong>, and the Third Street<br />
Promenade with identif able and<br />
contextual paving.<br />
LANDSCAPE ARCHITECTURE<br />
739 ALLSTON WAY<br />
BERKELEY, CA 94710<br />
COLORADO ESPLANADE<br />
CITY OF SANTA MONICA<br />
1/8th Inch Joints<br />
PAVING<br />
PAVING LAYOUT AND GEOMETRY<br />
21
LANDSCAPE ARCHITECTURE<br />
739 ALLSTON WAY<br />
BERKELEY, CA 94710<br />
OLYMPIC DRIVE, SANTA MONICA, CA<br />
COPACABANA, RIO DE JANEIRO<br />
COLORADO ESPLANADE<br />
CITY OF SANTA MONICA<br />
CONCRETE UNIT PAVER MATERIAL STUDIES<br />
PAVING<br />
LA RAMBLA, BARCELONA, SPAIN<br />
UC SAN DIEGO<br />
22
PEDESTRIAN BUFFER<br />
The Esplanade design includes a pedestrian buffer element<br />
which both provides clarity and safety between the different<br />
modes <strong>of</strong> movement. It also functions as a brief resting place<br />
or moment <strong>of</strong> pause along the length <strong>of</strong> the Esplanade. The<br />
buffers are divided into smaller elements so they do not invite<br />
people to lie on them and cannot be used by skateboarders.<br />
LANDSCAPE ARCHITECTURE<br />
739 ALLSTON WAY<br />
BERKELEY, CA 94710<br />
PEDESTRIAN BUFFER<br />
2’ X 2’ X 15”<br />
-COMPOSITE WOOD<br />
CYCLE TRACK<br />
COLORADO ESPLANADE<br />
CITY OF SANTA MONICA<br />
PEDESTRIAN BUFFER CONCEPT IMAGE<br />
1’ 2’ 1’-6”<br />
14”<br />
PEDESTRIAN BUFFERS<br />
22’-0”<br />
PEDESTRIAN BUFFER PLAN AND SECTION<br />
VIEW OF PEDESTRIAN BUFFER<br />
23
N<br />
Downtown<br />
WAY FINDING<br />
W<br />
Bike Station<br />
<strong>Santa</strong> <strong>Monica</strong><br />
Pier<br />
Palisades<br />
Garden Walk<br />
c<br />
Civic Center<br />
S<br />
<strong>Santa</strong> <strong>Monica</strong><br />
Place<br />
High School<br />
Metro Station<br />
E<br />
Clarity in way f nding is an important<br />
element for the downtown. In<br />
addition to using way f nding<br />
signage and signals that are<br />
integrated into a city-wide standard,<br />
the Esplanade proposes the use <strong>of</strong><br />
an inlaid way f nding compass that<br />
is integrated into the ground plane.<br />
This element will orient people to<br />
key destination and locations in the<br />
surrounding area.<br />
LANDSCAPE ARCHITECTURE<br />
739 ALLSTON WAY<br />
BERKELEY, CA 94710<br />
COLORADO ESPLANADE<br />
CITY OF SANTA MONICA<br />
Bike Station<br />
Downtown<br />
<strong>Santa</strong> <strong>Monica</strong><br />
Place<br />
<strong>Santa</strong> <strong>Monica</strong><br />
Pier<br />
Metro Station<br />
Palisades<br />
Garden Walk<br />
Civic Center<br />
7’<br />
High School<br />
3/8” EPOXY<br />
TERRAZZO<br />
DIVIDER STRIP<br />
WAY FINDING COMPASS<br />
CONCEPT DIAGRAM<br />
CONCRETE<br />
SLAB<br />
WAY FINDING COMPASS CONCEPT PLAN<br />
INLAID WAY FINDING CONCEPT IMAGES<br />
POSSIBLE INSTALLATION METHOD<br />
24
1909 - The Municipal Pier is built, joining with the Newcomb Pier to become our beloved <strong>Santa</strong> <strong>Monica</strong> Pier.<br />
1912 - Ocean Park Pier burns down, as does the “Million Dollar” amusement pier built in its place.<br />
1916 – The Carousel Building is built by Charles Lo<strong>of</strong>f. It has been faithfully restored in 1983, and remains one <strong>of</strong> the few surviving<br />
all-wooden Carousels in the world.<br />
1917 - Sightings <strong>of</strong> a great Sea Serpent take the town by storm, until the monster is realized to be a giant string <strong>of</strong> kelp.<br />
LANDSCAPE ARCHITECTURE<br />
739 ALLSTON WAY<br />
BERKELEY, CA 94710<br />
1920 - Beach volleyball fi rst appears on the shores <strong>of</strong> <strong>Santa</strong> <strong>Monica</strong>.<br />
1936 - Route 66 is extended from Downtown Los Angeles to <strong>Santa</strong> <strong>Monica</strong>.<br />
1938 – <strong>Santa</strong> <strong>Monica</strong> <strong>City</strong> Hall is built by architects Donald B. Parkinson and Joseph M. Estep in the style <strong>of</strong> Deco Moderne.<br />
1945 – KCRW is founded as the College Radio Workshop to train servicemen returning from World War II in the then-new technology,<br />
FM broadcasting.<br />
1961 – The last <strong>of</strong> <strong>Santa</strong> <strong>Monica</strong>’s Red Cars is retired, a relic <strong>of</strong> the fi rst rail system built in the late 1800s.<br />
1982 – Sylvester Stallone (Rocky Balboa) trains on the streets <strong>of</strong> <strong>Santa</strong> <strong>Monica</strong> in Rocky III.<br />
2010 - <strong>Santa</strong> <strong>Monica</strong>’s population grew from 417 in 1880 to 89,736 in 2010.<br />
EXAMPLES OF POTENTIAL TIMELINE TEXT<br />
COLORADO ESPLANADE<br />
CITY OF SANTA MONICA<br />
26’<br />
12’<br />
6’<br />
Timeline<br />
c c c c c c c c c c<br />
2013<br />
1990<br />
1982<br />
1961<br />
1960<br />
1945<br />
1936<br />
1916<br />
1912<br />
1909<br />
METRO LIGHT RAIL<br />
In 2015<br />
The Municipal Pier is<br />
built, joining with the<br />
Newcomb Pier to<br />
become our beloved <strong>Santa</strong><br />
<strong>Monica</strong> Pier. The pier, the<br />
oldest in California, is half a<br />
mile long and is built from<br />
wood cut down from forests<br />
in Oregon.<br />
INFORMATIONAL INFRASTRUCTURE<br />
POLES AS INFORMATIONAL GRAPHICS<br />
Scale: 1” = 1’-0”<br />
TIMELINE CONCEPT<br />
INFORMATIONAL GRAPHICS<br />
25
<strong>City</strong> Council Report<br />
To:<br />
From:<br />
Subject:<br />
<strong>City</strong> Council Meeting: May 14, 2013<br />
<strong>Agenda</strong> Item: 11-A<br />
Mayor and <strong>City</strong> Council<br />
David Martin, Planning and Community Development Director<br />
Amendment and Expansion <strong>of</strong> Preferential Parking Zone E<br />
Recommended Action<br />
Staff recommends that the <strong>City</strong> Council:<br />
1. Amend the regulations to “Two hour parking 9 a.m. to 6 p.m. and no parking 6 p.m.<br />
to 9 a.m. daily, except by permit” for Preferential Parking Zone E which includes the<br />
following blocks:<br />
• 21 st Place and 22 nd through 25 th Streets between San Vicente Boulevard and<br />
Carlyle Avenue<br />
• 26 th Street between Georgina Avenue/Brentwood Terrace and Marguerita<br />
Avenue/Baltic Street<br />
• Georgina and Carlyle Avenues between 21 st Place and 25 th Street<br />
Expand Preferential Parking Zone E to include two additional blocks:<br />
• Georgina and Carlyle Avenues between 25 th and 26 th Streets<br />
2. Approve the attached Resolution amending Preferential Parking Zone E and<br />
amending Resolution 9344 CCS (Resolution <strong>of</strong> the <strong>City</strong> Council <strong>of</strong> the <strong>City</strong> <strong>of</strong> <strong>Santa</strong><br />
<strong>Monica</strong> Re-Establishing Various Preferential Parking Zones) by replacing Exhibit A.<br />
Executive Summary<br />
Residents <strong>of</strong> the 2500 block <strong>of</strong> Georgina Avenue between 25 th and 26 th Streets have<br />
submitted a petition to be included in the existing preferential parking zone. They assert<br />
that nonresident parking in the neighborhood generated by 26 th Street restaurants is<br />
impacting their ability to find parking near their homes, particularly at night. In addition,<br />
the residents <strong>of</strong> the 2400 block <strong>of</strong> Georgina Avenue between 24 th and 25 th Streets have<br />
petitioned to add overnight restrictions to the current two hour daytime restrictions. Staff<br />
recommends expanding Zone E to include the 2500 blocks <strong>of</strong> both Georgina and<br />
Carlyle Avenues and amending the preferential parking regulations in this Zone E to<br />
address non-resident parking. The proposed regulations are: “Two hour parking 9 a.m.<br />
to 6 p.m. and no parking 6 p.m. to 9 a.m. daily, except by permit.” Significant additional<br />
revenue is not anticipated as a result <strong>of</strong> this action. New signage would be required at<br />
an estimated cost <strong>of</strong> $1,000.<br />
1
Background<br />
Preferential parking is a t ool the <strong>City</strong> uses to manage non-resident parking on<br />
residential streets, as authorized by <strong>Santa</strong> <strong>Monica</strong> Municipal Code Chapter 3.08 and the<br />
California Vehicle Code. Preferential parking regulations manage the use <strong>of</strong> on-street<br />
parking to assist residents in finding parking near their home. Only residents who live on<br />
a block with preferential parking restrictions are eligible to purchase a permit. Permits<br />
may be used within two block faces <strong>of</strong> the permit owner’s address.<br />
Residents may petition to modify the regulations in a preferential parking zone at any<br />
time. Upon receipt <strong>of</strong> a pet ition representing two-thirds <strong>of</strong> the residential units on a<br />
block, a parking occupancy study <strong>of</strong> the neighborhood is conducted and a community<br />
meeting is held. In evaluating the petitions, staff typically evaluates the larger<br />
neighborhood, rather than an individual block due to the potential for parking<br />
displacement when regulations are changed. Staff typically recommends that Council<br />
pre-approve preferential parking regulations for the entire zone to streamline and<br />
expedite the process for adjacent blocks should some displacement occur. The Council<br />
considers the preferential parking request and Municipal Code requirements to approve<br />
the amendment <strong>of</strong> a preferential parking zone.<br />
Once Council amends preferential parking regulations, the changes are implemented on<br />
the block or blocks that have submitted qualifying petitions. Changes are not<br />
implemented on blocks that have been pre-approved by the Council until the time that<br />
the residents <strong>of</strong> those blocks submit qualifying petitions representing two-thirds <strong>of</strong> the<br />
residential units on the block.<br />
Discussion<br />
Zone E was established by Council on November 26, 1985 and amended on February<br />
27, 2001. Refer to Attachment B for a map <strong>of</strong> the area parking regulations. It is<br />
comprised <strong>of</strong> the area bounded by: San Vicente Boulevard, 25 th Street, Carlyle Avenue<br />
and 21 st Place. It also includes 26 th Street between Georgina Avenue/Brentwood<br />
Terrace and Marguerita Avenue/Baltic Street. The neighborhood is predominately single<br />
2
family homes and commercial uses along 26 th Street between San Vicente Boulevard<br />
and Georgina Avenue. The existing regulations in Zone E are “two hour parking 9 a.m.<br />
to 6 p.m. Monday through Saturday, except by permit.”<br />
In April 2012, a petition was submitted to include the 2500 block <strong>of</strong> Georgina Avenue<br />
between 25 th and 26 th Streets in the preferential parking zone. The petition represented<br />
75% <strong>of</strong> the households on t he block. The petition specifically requested overnight<br />
restrictions. This block and the 2500 block <strong>of</strong> Carlyle Avenue are not included in Zone<br />
E, even though they are surrounded by blocks that are included in the Zone.<br />
A parking occupancy study was conducted <strong>of</strong> the petitioning block and immediately<br />
adjacent blocks. The parking occupancy was observed hourly on Saturday, June 23 and<br />
Tuesday, June 26, 2012 between 3 p.m. and 11 p.m. The study indicates a range <strong>of</strong><br />
occupancies throughout the neighborhood. High weekday and w eekend occupancies<br />
were observed along the petitioning block, which is understandable given its proximity<br />
to the commercial uses along 26 th Street. Maps <strong>of</strong> the peak parking occupancies are<br />
included as Attachment C.<br />
A community meeting was held October 29, 2012 to discuss amending the preferential<br />
parking regulations. Five community members were in attendance. Participants<br />
identified an increase in the number <strong>of</strong> restaurants in the vicinity as contributing to the<br />
evening parking problem. There was a consensus among the group that the 2500 block<br />
<strong>of</strong> Georgina Avenue should have the recommended parking regulations. Full meeting<br />
comments are included as Attachment D. After the community meeting, the 2400 block<br />
<strong>of</strong> Georgina Avenue between 24 th and 25 th Streets submitted a pet ition representing<br />
100% <strong>of</strong> the households to add overnight restrictions as well.<br />
Staff sent a survey to all households in Zone E to determine whether they were in favor<br />
<strong>of</strong> adding overnight restrictions to their blocks as well. Thirty households responded,<br />
with an even split between households on blocks with preferential parking regulations<br />
and those without. The majority <strong>of</strong> the respondents on the blocks in Zone E with<br />
3
preferential parking regulations (24 th through 26 th Streets) were in favor <strong>of</strong> adding<br />
overnight restrictions, while the majority <strong>of</strong> the respondents on blocks without<br />
preferential parking regulations (21 st Place through 23 rd Street) were opposed to the<br />
change.<br />
Staff recommends approving all blocks in Zone E for the recommended regulations:<br />
“Two hour parking 9 a. m. to 6 p.m. and no parking 6 p.m. to 9 a.m. daily, except by<br />
permit.” This action will allow all blocks within the Zone to petition for the same<br />
regulations that neighboring streets have and av oid the confusion <strong>of</strong> two sets <strong>of</strong><br />
regulations within the Zone.<br />
Alternatives<br />
The Council could maintain the existing conditions or adopt different hours and types <strong>of</strong><br />
restrictions than recommended.<br />
Environmental Analysis<br />
The proposed project has been d etermined to be c ategorically exempt from the<br />
provisions <strong>of</strong> the California Environmental Quality Act (CEQA), pursuant to Article 19,<br />
Section 15301 (c) which defines Class 1 exempt projects in the following way: "Class 1<br />
consists <strong>of</strong> the operation, repair, maintenance, permitting, leasing, licensing, or minor<br />
alteration <strong>of</strong> existing public or private structures, facilities, mechanical equipment, or<br />
topographical features, involving negligible or no expansion <strong>of</strong> use beyond that existing<br />
at the time <strong>of</strong> the lead agency’s determination." This exemption includes: “Existing<br />
highways and s treets, sidewalks, gutters, bicycle and pe destrian trails, and similar<br />
facilities." Preferential parking zones involve only the issuance <strong>of</strong> permits for the use <strong>of</strong><br />
an existing public street and include negligible or no expansion <strong>of</strong> this existing use.<br />
Next Steps<br />
If the preferential parking regulations are amended, they will be implemented on the<br />
petitioning blocks within 8 w eeks. Regulations will be i mplemented on the remaining<br />
blocks upon receipt <strong>of</strong> a qualifying two-thirds petition from the residents <strong>of</strong> that block.<br />
Blocks that have preferential parking regulations would be eligible to petition for the<br />
4
new, more restrictive regulations. Pre-approved blocks would only be eligible to petition<br />
for the new regulations.<br />
Per Council’s direction, staff plans to undertake an evaluation <strong>of</strong> the preferential parking<br />
program this year to determine ways in which the program could be enhanced to further<br />
improve parking in residential areas.<br />
Financial Impacts & Budget Actions<br />
It is not estimated that this change will result in new permit sales as most blocks in this<br />
area already have preferential parking regulations. New signage will need to be ordered<br />
and installed at an estimated cost <strong>of</strong> $1,000. Funds for the purchase and installation <strong>of</strong><br />
new signage are available in account 01416.544010.<br />
Prepared by: Jason Kligier, AICP, Transportation Planning Associate<br />
Approved:<br />
Forwarded to Council:<br />
David Martin<br />
Director, Planning and Community<br />
Development<br />
Rod Gould<br />
<strong>City</strong> Manager<br />
Attachments:<br />
A. Resolution Establishing Preferential Parking, Exhibit A – Preferential Parking<br />
Zones<br />
B. Existing parking regulations map<br />
C. Parking occupancy data maps<br />
D. Community meeting comments<br />
5
<strong>City</strong> Council Meeting May 14, 2013<br />
ATTACHMENT A<br />
<strong>Santa</strong> <strong>Monica</strong>, California<br />
RESOLUTION NUMBER _________ (CCS)<br />
(<strong>City</strong> Council Series)<br />
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SANTA MONICA<br />
AMENDING AND EXPANDING PREFERENTIAL PARKING ZONE E AND AMENDING<br />
RESOLUTION 9344 “PREFERENTIAL PARKING ZONES” CCS BY REPLACING<br />
EXHIBIT A<br />
WHEREAS, the Planning and Community Development Department has<br />
received a petition requesting the amendment and expansion <strong>of</strong> a preferential parking<br />
zone; and<br />
WHEREAS, the petition to be signed by residents living in two-thirds (67%) <strong>of</strong> the<br />
dwelling units comprising not less than fifty percent (50%) <strong>of</strong> the developed frontage <strong>of</strong><br />
the proposed preferential parking zone have been verified; and<br />
WHEREAS, the Planning and Community Development Department has<br />
undertaken such studies and surveys deemed necessary to determine whether a<br />
preferential parking zone should be designated in the above area; and<br />
WHEREAS, the <strong>City</strong> Council hereby finds that the proposed area meets the<br />
designation criteria set forth in Municipal Code Section 3.08.040; and<br />
1
WHEREAS, consistent with long standing <strong>City</strong> practice, preferential parking<br />
regulation for additional blocks in the vicinity will be implemented once the appropriate<br />
number <strong>of</strong> signatures have been submitted and verified.<br />
NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF SANTA MONICA<br />
DOES RESOLVE AS FOLLOWS:<br />
SECTION 1. Preferential Parking Zone E is hereby amended. The regulations for<br />
Preferential Parking Zone E are as follows:<br />
(a) The following named and d escribed streets within the <strong>City</strong> shall<br />
constitute Preferential Parking Zone E:<br />
1. 21st Place, 22nd Street, 23rd Street, 24th Street and 25th Street<br />
between San Vicente Boulevard and Carlyle Avenue<br />
2. 26th Street between Georgina Avenue/Brentwood Terrace and<br />
Marguerita Avenue/Baltic Street<br />
3. Georgina Avenue and Carlyle Avenue between 21st Place and<br />
26th Street<br />
(b) No vehicle shall be parked adjacent to any curb within Zone E for<br />
more than two hours between the hours <strong>of</strong> 9 a.m. and 6 p.m. daily,<br />
and no vehicle shall be parked adjacent to any curb between the<br />
hours <strong>of</strong> 6 p.m. and 9 a.m. daily, except by permit.<br />
SECTION 2. In all preferential parking zones, vehicles displaying valid residential<br />
parking permits for the proper zone shall be exempt from posted preferential parking<br />
regulations.<br />
SECTION 3. In all preferential parking zones, preferential parking restrictions<br />
shall be implemented and posted in an eligible block within the zone upon receipt and<br />
2
verification <strong>of</strong> a q ualifying petition representing two-thirds <strong>of</strong> the dwelling units and at<br />
least 50% <strong>of</strong> the abutting frontage on that block.<br />
SECTION 4. Exhibit A to this Resolution, attached hereto and incorporated<br />
herein by reference, hereby delineates all preferential parking zones established in the<br />
<strong>City</strong> including but not limited to Zone E.<br />
SECTION 5. If there are any inconsistencies between the provisions adopted in<br />
this Resolution and any adopted prior resolution, the provisions <strong>of</strong> this Resolution shall<br />
take precedence.<br />
SECTION 6. The <strong>City</strong> Clerk shall certify to the adoption <strong>of</strong> this Resolution, and<br />
thenceforth and thereafter the same shall be in full force and effect.<br />
APPROVED AS TO FORM:<br />
_________________________<br />
MARSHA JONES MOUTRIE<br />
<strong>City</strong> Attorney<br />
3
Exhibit A: Preferential Parking Zones<br />
Zone A [Ord. No. 1296CCS, adopted 1/24/84]<br />
No vehicle shall be parked adjacent to any curb between the hours <strong>of</strong> 9 a.m. and 6 p.m.<br />
daily, except by permit on the following street:<br />
1. Vicente Terrace between Ocean Avenue and Appian Way<br />
Zone B [Ord. No. 1404CCS, adopted 3/10/87]<br />
No vehicle shall be parked adjacent to any curb, except by permit on the following<br />
streets:<br />
1. Bicknell Avenue, Pacific Street and Strand Street between Neilson Way and<br />
Ocean Avenue<br />
2. Hollister Avenue between Neilson Way and Ocean Avenue/Barnard Way<br />
3. Ocean Park Boulevard (north side only), Fraser Avenue, Hart Avenue and<br />
Wadsworth Avenue between Neilson Way and Barnard Way<br />
Zone C [Ord. No. 1310CCS, adopted 8/14/84]<br />
No vehicle shall be parked adjacent to any curb between the hours <strong>of</strong> 6 p.m. and 2 a.m.<br />
daily, except by permit on the following streets:<br />
1. 2 nd Street and 3 rd Street between Ocean Park Boulevard and the south <strong>City</strong> limits<br />
2. Beach Street between 2 nd Street and 3 rd Street<br />
3. Ashland Avenue and Marine Street between Main Street and 3 rd Street<br />
4. Hill Street between Main Street and 4 th Street<br />
Zone D [Ord. 1324CCS, adopted 1/8/85; amended by Ord. No. 1371CCS, adopted<br />
5/13/86]<br />
No vehicle shall be parked adjacent to any curb between the hours <strong>of</strong> 12 a.m. and 2<br />
a.m. and 9 p.m. and 12 a.m. Monday—Friday, all day on Saturday and Sunday or for<br />
more than 2 hours between the hours <strong>of</strong> 9 a.m. and 6 p.m. Monday—Friday, except by<br />
permit on the following street:<br />
1. Stanford Street between Wilshire Boulevard and Lipton Avenue<br />
Zone E [Ord. No. 1346CCS, adopted 11/26/85; amended by Reso. No. 9627, adopted<br />
2/27/01; amended by Reso. No. ____, adopted 5/14/13]<br />
No vehicle shall be parked adjacent to any curb for more than 2 hours between the<br />
hours <strong>of</strong> 9 a.m. and 6 p.m. daily and no vehicle shall be parked adjacent to any curb<br />
between the hours <strong>of</strong> 6 p.m. and 9 a.m. daily, except by permit on the following streets:<br />
1. 21 st Place, 22 nd Street, 23 rd Street, 24 th Street and 25 th Street between San<br />
Vicente Boulevard and Carlyle Avenue<br />
2. 26 th Street between Georgina Avenue/Brentwood Terrace and Marguerita<br />
Avenue/Baltic Street<br />
3. Georgina Avenue and Carlyle Avenue between 21 st Place and 26 th Street<br />
Zone F [Ord. No. 1354CCS, adopted 1/14/86]<br />
No vehicle shall be parked adjacent to any curb for more than 2 hours between the<br />
hours <strong>of</strong> 7 a.m. and 6 p.m. daily, except by permit on the following streets:<br />
2
1. Hill Street and Raymond Street between Lincoln Boulevard and 7 th Street<br />
Zone G [Ord. No. 1359CCS, adopted 3/25/86; amended by Ord. No. 1903CCS Sec. 1,<br />
adopted 2/24/98; amended by Reso. No. 9870, adopted 6/24/03; amended by Reso No.<br />
10398, adopted 6/9/09]<br />
No vehicle shall be parked adjacent to any curb for more than 2 hours between the<br />
hours <strong>of</strong> 9 a.m. and 9 p.m. Monday—Saturday, except by permit on the following<br />
streets:<br />
1. Lincoln Boulevard, 9 th , 10 th , 11 th , 12 th , Euclid, 14 th , 15 th , 16 th and 17 th Streets<br />
between Idaho and Alta Avenues,<br />
2. Idaho Avenue between Lincoln Boulevard and 17 th Street, and<br />
3. Alta Avenue (south side only) between 9 th and 17 th Streets<br />
Zone H [Reference: Ord. No. 1469CCS, adopted 3/28/89; amended by Reso. No.<br />
9642, adopted 4/10/01]<br />
No vehicle shall be parked adjacent to any curb for more than 2 hours between the<br />
hours <strong>of</strong> 9 a.m. and 6 p.m. daily, except by permit on the following streets:<br />
1. 31 st , 32 nd , 33 rd and 34 th Streets between Pearl Street and Ocean Park Boulevard<br />
2. Pearl Street between 26 th and 27 th Streets<br />
3. Pearl Street between 29 th Street and Centinela Avenue<br />
No vehicle shall be parked adjacent to any curb for more than 2 hours between the<br />
hours <strong>of</strong> 9 a.m. and 6 p.m. Monday—Friday, except by permit on the following street:<br />
1. 30 th Street between Pearl Street and Ocean Park Boulevard<br />
Zone I [Ord. No. 1360CCS, adopted 3/25/86; amended by Reso. No. 9544 adopted<br />
7/25/00]<br />
No vehicle shall be parked adjacent to any curb between the hours <strong>of</strong> 6 p.m. and 2 a.m.<br />
or for more than 2 hours between the hours <strong>of</strong> 9 a.m. and 6 p.m. daily, except by permit<br />
on the following streets:<br />
1. 2 nd and 3 rd Streets between Ocean Park Boulevard and Strand Street<br />
2. Strand Street, Hollister Avenue and Ocean Park Boulevard between Main Street<br />
and 3 rd Street<br />
3. Norman Place between Main Street and 2 nd Street<br />
4. Mills Street between 2 nd Street and 3 rd Street<br />
Zone J [Ord. No. 1365CCS, adopted 4/22/86]<br />
No vehicle shall be parked adjacent to any curb between the hours <strong>of</strong> 7 a.m. and 7 p.m.<br />
daily, except by permit on the following street:<br />
1. 24 th Street between <strong>Santa</strong> <strong>Monica</strong> Boulevard and Broadway<br />
Zone K [Ord. No. 1430CCS, adopted 4/11/89; amended by Ord. No. 1567CCS Sec. 1,<br />
adopted 2/26/91; amended by Reso. No. 9836, adopted 2/25/03; amended by Reso.<br />
No. 10413, adopted 6/23/09]<br />
3
No vehicle shall be parked adjacent to any curb for more than 2 hours between the<br />
hours <strong>of</strong> 9 a.m. and 8 p.m. Monday—Saturday, except by permit on the following<br />
streets:<br />
1. 16 th Street between California and Washington Avenues<br />
2. 17 th , 18 th and 19 th Streets between Wilshire Boulevard and Washington Avenue<br />
3. California Avenue between 16 th and 20 th Streets<br />
4. Washington Avenue between 17 th and 20 th Streets<br />
No vehicle shall be parked adjacent to any curb for more than 2 hours between the<br />
hours <strong>of</strong> 9 a.m. and 6 p.m. daily, and no vehicle shall be parked between the hours <strong>of</strong> 6<br />
p.m. and 2 a.m. daily, except by permit on the following streets:<br />
1. California Avenue between 14 th and 16 th Streets<br />
2. 14 th , 15 th and 16 th Streets between Wilshire Boulevard and California Avenue<br />
Zone L [Ord. No. 1444CCS, adopted 6/14/88; amended by Ord. No. 1603CCS Sec. 1,<br />
adopted 10/8/91; amended by Ord. No. 1871CCS Sec. 1, adopted 1/14/97; amended by<br />
Reso. No. 12463, adopted 12/7/99; amended by Reso. No. 9768, adopted 6/11/02]<br />
No vehicle shall be parked adjacent to any curb between the hours <strong>of</strong> 8 a.m. and 8 p.m.<br />
Monday—Thursday, and 8 a.m. and 5 p.m. Friday, except by permit on streets included<br />
within the following named and described area:<br />
The area bounded by Ashland Avenue between 23 rd and 11 th Streets on the<br />
south; 11 th Street between Ashland Avenue and Ocean Park Boulevard, Ocean<br />
Park Boulevard between 11 th and 10 th Streets, 10 th Street between Ocean Park<br />
Boulevard and the <strong>Santa</strong> <strong>Monica</strong> Freeway on the west; the <strong>Santa</strong> <strong>Monica</strong><br />
Freeway between 10 th Street and Cloverfield Boulevard on the north; Cloverfield<br />
Boulevard between the <strong>Santa</strong> <strong>Monica</strong> Freeway and Ocean Park Boulevard,<br />
Ocean Park Boulevard between Cloverfield Boulevard and 23 rd Street, 23 rd Street<br />
between Ocean Park Boulevard and Ashland Avenue on the east.<br />
Zone M [Ord. No. 1546CCS, adopted 9/25/90]<br />
No vehicle shall be parked adjacent to any curb between the hours <strong>of</strong> 10 p.m. and 2<br />
a.m., or for more than 2 hours between the hours <strong>of</strong> 9 a.m. and 10 p.m. daily, except by<br />
permit on the following streets:<br />
1. 3 rd Street between Pico Boulevard and Strand Street<br />
2. Bay and Pacific Streets between Neilson Way and 3 rd Street<br />
3. Bicknell Avenue between Neilson Way and 4 th Street<br />
Zone N [Ord. No. 1550CCS, adopted 10/9/90; amended by Reso. 10186, adopted<br />
11/28/06]<br />
No vehicle shall be parked adjacent to any curb between the hours <strong>of</strong> 9 a.m. and 2 a.m.<br />
Monday—Saturday, and 3 p.m. and 2 a.m. Sunday, except by permit on the following<br />
streets:<br />
1. 14 th , 15 th , 16 th , 17 th , 18 th and 19 th Streets between Wilshire Boulevard and <strong>Santa</strong><br />
<strong>Monica</strong> Boulevard<br />
2. Arizona Avenue between 14 th and 20 th Streets<br />
4
Zone O [Reso. No. 9836, adopted 2/25/03]<br />
No vehicle shall be parked adjacent to any curb for more than 2 hours between the<br />
hours <strong>of</strong> 9 a.m. and 6 p.m. Monday—Saturday, and no vehicle shall be parked for any<br />
time between the hours <strong>of</strong> 6 p.m. and 2 a.m. daily, except by permit on the following<br />
streets:<br />
1. Lincoln Boulevard, 9th, 12th, and Euclid Streets between Wilshire Boulevard and<br />
California Avenue<br />
2. California Avenue between Lincoln Boulevard and 14th Street<br />
No vehicle shall be parked adjacent to any curb for more than 2 hours from between the<br />
hours <strong>of</strong> 9 a.m. and 6 p.m. Monday—Saturday, and for more than 2 hours between 1<br />
p.m. and 6 p.m. Sunday, and no vehicle shall be parked for any time between the hours<br />
<strong>of</strong> 6 p.m. and 2 a.m. daily, except by permit on the following streets:<br />
1. 10 th and 11 th Streets between Wilshire Boulevard and California Avenue<br />
Zone P [Ord. No. 1474CCS, adopted 4/11/89]<br />
No vehicle shall be parked adjacent to any curb, except by permit on the following<br />
street:<br />
1. Barnard Way frontage road<br />
The annual fee for each permit issued for Preferential Parking Zone P shall be $15.00<br />
for the first permit and $100.00 for each additional permit, or such other fee as may be<br />
established from time to time by resolution <strong>of</strong> the <strong>City</strong> Council.<br />
Zone Q [Ord. No. 1541CCS, adopted 9/11/90]<br />
No vehicle shall be parked adjacent to any curb, except by permit on the following<br />
street:<br />
1. 25 th Street between <strong>Santa</strong> <strong>Monica</strong> Boulevard and Broadway<br />
Zone R [Ord. No. 1560CCS, adopted 1/8/91]<br />
No vehicle shall be parked adjacent to any curb between the hours <strong>of</strong> 7 a.m. and 12<br />
midnight daily, except by permit on the following named and described area:<br />
The area bounded by 20 th Street, Wilshire Boulevard, 26 th Street and Broadway,<br />
excluding 24 th and 25 th Streets between <strong>Santa</strong> <strong>Monica</strong> Boulevard and Broadway,<br />
and excluding 26 th Street.<br />
Zone S [Reso. No. 10038, adopted 5/17/05]<br />
No vehicle shall be parked adjacent to any curb between the hours <strong>of</strong> 7 a.m. and 6 p.m.<br />
Monday—Friday, except by permit on the following streets:<br />
1. Franklin Street between Colorado and Nebraska Avenues<br />
2. Berkeley Street between Colorado and Pennsylvania Avenues<br />
3. Pennsylvania Avenue between Stanford Court and Centinela Avenue<br />
4. Nebraska Avenue (north side only) between Berkeley Court and Centinela<br />
Avenue<br />
5
Zone T [Ord. No. 1545CCS, adopted 10/2/90; amended 12/18/01 Reso. 9736CCS;<br />
amended 5/14/13 Reso. ____CCS (Includes UU, originally adopted 9/14/99 by Reso.<br />
No. 9438)]<br />
No vehicle shall be parked adjacent to any curb between the hours <strong>of</strong> 8 a.m. and 10<br />
p.m. daily, except by permit on:<br />
1. Exposition Boulevard, Delaware Avenue, and Virginia Avenue between Stewart<br />
Street and Centinela Avenue<br />
2. Stewart Street, Yorkshire Avenue, Dorchester Avenue, and Warwick Avenue<br />
between Exposition Boulevard and Virginia Avenue<br />
3. 34th Street between Exposition Boulevard and Delaware Avenue<br />
Zone U [Reso. No. 10246, adopted 9/11/07]<br />
No vehicle shall be parked adjacent to any curb for more than 2 hours between the<br />
hours <strong>of</strong> 7 a.m. and 6 p.m. Monday—Friday, except by permit on the following streets:<br />
1. Bay Street between 4 th and 6 th Streets<br />
2. 6 th Street between Bay Street and Ocean Park Boulevards<br />
3. 5 th Street between Bay Street and Ocean Park Boulevard<br />
4. 7 th Street between Grant Street and Ocean Park Boulevard<br />
5. Grant Street between Lincoln Boulevard and 6 th Street<br />
6. Pacific Street between Lincoln Boulevard and 4 th Street<br />
7. Strand Street between 7 th and 4 th Streets<br />
8. Kensington Road between 7 th Street and Beverley Avenue<br />
9. Hollister Avenue between Beverley and 4 th Street<br />
10. Beverley Avenue between Kensington Road and Ocean Park Boulevard<br />
No vehicle shall be parked adjacent to any curb between the hours <strong>of</strong> 7 a.m. and 6 p.m.<br />
Monday—Friday, except by permit on the following streets:<br />
1. Bay Street between Lincoln Boulevard and 6 th Street<br />
2. 6 th Street between Pico Boulevard to deadend (eastern portion <strong>of</strong> 6 th Street)<br />
Zone V [Ord. No. 1592CCS Sec. 1, adopted 7/23/91]<br />
No vehicle shall be parked adjacent to any curb between the hours <strong>of</strong> 8 a.m. and 6 p.m.<br />
daily, except by permit on the following streets:<br />
1. Pine and Maple Streets between Lincoln Boulevard and 10 th Street<br />
Zone W [Ord. No. 1593CCS Sec. 1, adopted 7/23/91; amended 10/10/00 Reso. No.<br />
9587]<br />
No vehicle shall be parked adjacent to any curb for more than 2 hours between the<br />
hours <strong>of</strong> 9 a.m. and 6 p.m., Monday—Friday, except by permit on the following streets:<br />
1. 29th Street between Pearl Street and Ocean Park Boulevard<br />
2. Pearl Street between 27th Street and 29th Street<br />
No vehicle shall be parked adjacent to any curb between the hours <strong>of</strong> 9 a.m. and 6 p.m.,<br />
Monday—Friday, except by permit on the following street:<br />
1. 28 th Street between Pearl Street and Ocean Park Boulevard<br />
6
Zone X [Ord. No. 1594CCS Sec. 1, adopted 7/23/91; amended 5/27/08 Reso. No.<br />
10296]<br />
No vehicle shall be parked adjacent to any curb between the hours <strong>of</strong> 6 p.m. overnight<br />
until 9 a.m. daily or for more than 2 hours between the hours <strong>of</strong> 9 a.m. and 6 p.m. daily,<br />
except by permit on the following streets:<br />
1. Stanford Street between Wilshire Boulevard and <strong>Santa</strong> <strong>Monica</strong> Boulevard<br />
2. Berkeley Street between Wilshire Boulevard and <strong>Santa</strong> <strong>Monica</strong> Boulevard<br />
3. Franklin Street between Wilshire Boulevard and <strong>Santa</strong> <strong>Monica</strong> Boulevard<br />
4. Arizona Avenue between Yale Street and Centinela Avenue<br />
Zone Y [Reso. No. 10574CCS, adopted 4/26/11]<br />
No vehicle shall be parked adjacent to any curb for more than 2 hours between the<br />
hours <strong>of</strong> 8 a.m. and 6 p.m. Monday—Friday, except by permit on the streets within the<br />
following named and described area:<br />
The area bounded by Ashland Avenue, 23rd Street, Dewey Street, and 16th<br />
Street, excluding Ashland Avenue.<br />
Zone Z [Ord. No. 1640CCS Sec. 1, adopted 8/11/92]<br />
No vehicle shall be parked adjacent to any curb between the hours <strong>of</strong> 8 a.m. and 6 p.m.<br />
daily, except by permit on the following street:<br />
1. Cedar Street between Lincoln Boulevard and 10 th Street<br />
Zone AA [Ord. No. 1681CCS Sec. 1, adopted 6/1/93]<br />
No vehicle shall be parked adjacent to any between the hours <strong>of</strong> 8 a.m. and 6 p.m.<br />
daily, except by permit within the following named and described area:<br />
The area bounded by Kensington Road, 7 th Street, Pine Street, and Lincoln<br />
Boulevard, excluding Lincoln Boulevard.<br />
Zone BB [Ord. No. 1682CCS Sec. 1, adopted 6/1/93]<br />
No vehicle shall be parked adjacent to any curb for more than 1 hour between the hours<br />
<strong>of</strong> 9 a.m. and 6 p.m. Monday—Friday, except by permit on the following street:<br />
1. Yale Street between Wilshire Boulevard and Washington Avenue<br />
Zone CC [Ord. No. 10631CCS Sec. 1, adopted 11/8/11]<br />
No vehicle shall be parked adjacent to any curb for more than 2 hours between the<br />
hours <strong>of</strong> 8 a.m. and 6 p.m. Monday—Friday, except by permit on the following streets:<br />
1. Ashland Avenue, Oak and Hill Streets between 23rd and 25th Streets<br />
2. Pier Avenue between 23rd and Clover Streets<br />
Zone DD [Ord. No. 1797CCS Sec. 1, adopted 4/25/95; amended 1/22/13 Reso. No.<br />
10727(CCS)]<br />
No vehicle shall be parked adjacent to any curb for more than 2 hours between the<br />
hours <strong>of</strong> 8 a.m. and 6 p.m. daily, except by permit on the following streets:<br />
1. 24 th (southern half <strong>of</strong> block), 25 th and 26 th Streets between Pico Boulevard and<br />
Pearl Street<br />
7
No vehicle shall be parked adjacent to any curb between the hours <strong>of</strong> 8 a.m. and 6 p.m.<br />
daily, except by permit on the following street segment:<br />
1. 24 th Street (northern half <strong>of</strong> block) between Pico Boulevard and Pearl Street<br />
No vehicle shall be parked adjacent to any curb for more than 2 hours between the<br />
hours <strong>of</strong> 8 a.m. and 6 p.m. Monday—Friday, except by permit on the following streets:<br />
1. Pearl Street between Cloverfield Boulevard and 26 th Street<br />
2. 24 th Street north <strong>of</strong> Ocean Park Boulevard to Grant School<br />
3. 25 th and 26 th Streets between Pearl Street and Ocean Park Boulevard<br />
Zone EE [Ord. No. 1848CCS Sec. 1, adopted 5/14/96; amended 1/27/09 Reso. No.<br />
10379]<br />
No vehicle shall be parked adjacent to any curb between the hours <strong>of</strong> 8 a.m. and 6 p.m.<br />
daily, except by permit on the following streets:<br />
1. Navy and Ozone Streets between Longfellow and 7th Streets<br />
No vehicle shall be parked adjacent to any curb, except by permit on the following<br />
streets:<br />
1. Navy and Ozone Streets between Longfellow Street and Lincoln Boulevard<br />
2. Longfellow Street between Ozone and Marine Streets<br />
Zone FF [Ord. No. 1849CCS Sec. 1, adopted 5/14/96]<br />
No vehicle shall be parked adjacent to any curb between the hours <strong>of</strong> 8 a.m. and 6 p.m.<br />
daily, except by permit on the following street:<br />
1. Strand Street between Lincoln Boulevard and 7th Street<br />
Zone GG [Ord. No. 1850CCS Sec. 1, adopted 5/14/96; amended by Reso. No.<br />
10677(CCS), adopted 5/08/12]<br />
No vehicle shall be parked adjacent to any curb, except by permit on the following<br />
streets:<br />
1. 7 th Street between Michigan Avenue and Pico Boulevard<br />
2. Michigan Avenue between 7 th Street and Lincoln Boulevard<br />
Zone HH [Ord. No. 1846CCS Sec. 1, adopted 3/26/96]<br />
No vehicle shall be parked adjacent to any curb between the hours <strong>of</strong> 6 p.m. and 8 a.m.<br />
daily, except by permit on the streets within the following named and described area:<br />
The area bounded by Adelaide Drive, 7 th Street, San Vicente Boulevard and<br />
Ocean Avenue.<br />
Zone II [Ord. No. 1908CCS Sec. 1, adopted 3/24/98]<br />
No vehicle shall be parked adjacent to any curb between the hours <strong>of</strong> 8 a.m. and 12<br />
a.m. midnight daily, except by permit on the streets within the following named and<br />
described area:<br />
The area bounded by 26 th Street, <strong>Santa</strong> <strong>Monica</strong> Boulevard, Yale Street and<br />
Colorado Avenue.<br />
8
Zone KK [Ord. No. 1905CCS Sec. 1, adopted 3/24/98; amended by Reso. No. 9487,<br />
adopted 2/22/00; amended by Reso. No. 9798, adopted 9/10/02]<br />
No vehicle shall be parked adjacent to any curb between the hours <strong>of</strong> 9 a.m. and 9 p.m.<br />
Monday—Saturday, except by permit on the following streets:<br />
1. 14 th , 15 th , 16 th , 17 th , 18 th and 19 th Streets between <strong>Santa</strong> <strong>Monica</strong> Boulevard and<br />
Colorado Avenue<br />
Zone LL [Ord. No. 1904CCS Sec. 1, adopted 2/24/98; amended by Reso. No. 10104,<br />
adopted 1/10/06]<br />
No vehicle shall be parked adjacent to any curb for more than 2 hours between the<br />
hours <strong>of</strong> 9 a.m. and 6 p.m. Monday—Saturday, except by permit on the following<br />
streets:<br />
1. Centinela Avenue, Franklin Street and Berkeley Street between Wilshire<br />
Boulevard and Lipton Avenue<br />
Zone MM [Reso. No. 9751(CCS), adopted 3/5/02; amended by Reso. No. 9937,<br />
adopted 3/23/04; amended by Reso. No. 10677(CCS), adopted 5/8/12]<br />
No vehicle shall be parked adjacent to any curb for more than two hours from 7 a.m.<br />
until 9 p.m. Monday—Friday, and from 9 a.m. until 6 p.m. Saturday, except by permit on<br />
the following streets:<br />
1. Bay, Grant and Pacific Streets between Lincoln Boulevard and 10 th Street (north<br />
side <strong>of</strong> street only)<br />
2. Pearl Street between Lincoln Boulevard and 10 th Street<br />
No vehicle shall be parked adjacent to any curb for more than two hours between 9 a.m.<br />
and 6 p.m. daily and no vehicle shall be parked adjacent to any curb from 6 p.m. to 9<br />
a.m. daily, except by permit on the following streets:<br />
1. Michigan Avenue between Lincoln Boulevard and 10 th Street<br />
2. 9 th Street between Pico Boulevard and the <strong>Santa</strong> <strong>Monica</strong> Freeway<br />
Zone NN [Reso. No. 10737(CCS), adopted 3/12/13]<br />
No vehicle shall be parked adjacent to any curb for more than two hours from 9 a.m.<br />
until 6 p.m. daily, and no vehicle shall be parked adjacent to any curb from 6 p.m. until 2<br />
a.m. daily, except by permit on the following streets:<br />
1. Lincoln Boulevard, 9 th , 10 th , 11 th , 12 th , Euclid, and 14 th Streets between Idaho and<br />
California Avenues<br />
2. 15 th Street between Idaho and Washington Avenues<br />
3. Washington Avenue between Lincoln Boulevard and 16 th Street<br />
No vehicle shall be parked adjacent to any curb for more than two hours between 9 a.m.<br />
and 10 p.m. daily, except by permit on the following streets:<br />
1. Montana and Idaho Avenues between 17 th and 20 th Streets<br />
2. Washington Avenue between 16 th and 17 th Streets<br />
3. 16 th and 17 th Streets between Idaho and Washington Avenues<br />
4. 18 th and 19 th Streets between Montana and Washington Avenues<br />
9
Zone PP [Ord. No. 1913CCS Sec. 1, adopted 5/26/98]<br />
No vehicle shall be parked adjacent to any curb between the hours <strong>of</strong> 8 a.m. and 9 p.m.<br />
daily, except by permit on the following street:<br />
1. Stewart Street between Pico Boulevard and Kansas Avenue<br />
Zone QQ [Reso. No. 9332, adopted 10/27/98]<br />
No vehicle shall be parked adjacent to any curb for more than 2 hours between the<br />
hours <strong>of</strong> 9 a.m. and 6 p.m. Monday—Friday, except by permit on the following street:<br />
1. Harvard Street between Wilshire Boulevard and Washington Avenue<br />
Zone TT [Reso. No. 9434, adopted 8/17/99; amended by Reso. No. 9620, adopted<br />
2/13/01; amended by Reso. No. 10041, adopted 6/14/05; amended by Reso. No.<br />
10728(CCS), adopted 1/22/13]<br />
No vehicle shall be parked adjacent to any curb for more than 2 hours between the<br />
hours <strong>of</strong> 9 am and 10 pm daily, except by permit on the following streets:<br />
1. 20 th , 21 st , 22 nd , and 23 rd Streets between Wilshire Boulevard and Montana<br />
Avenue<br />
2. 24 th Street between Idaho and Washington Avenues and between Wilshire<br />
Boulevard and California Avenue<br />
3. Chelsea Avenue between Washington Avenue and Wilshire Boulevard<br />
4. 25 th Street between Montana and Washington Avenues and between Wilshire<br />
Boulevard and California Avenue<br />
5. 26 th Street between Montana and Washington Avenues<br />
6. Montana and Idaho Avenues between 20 th and 26 th Streets<br />
7. California and Washington Avenues between 20 th and 26 th Streets<br />
No vehicle shall be parked adjacent to any curb for more than 2 hours between the<br />
hours <strong>of</strong> 9 am and 9 pm daily, except by permit on the following street:<br />
1. 24 th Street between California and Washington Avenues<br />
No vehicle shall be parked adjacent to any curb for more than 2 hours between the<br />
hours <strong>of</strong> 9 am and 6 pm daily, except by permit on the following street:<br />
1. 25 th Street between California and Washington Avenues<br />
Zone UU [Reso. No. 9768, adopted 6/11/02]<br />
No vehicle shall be parked adjacent to any curb between the hours <strong>of</strong> 6 p.m. and 8 a.m.<br />
daily, except by permit on the following streets:<br />
1. Ocean Avenue, 2 nd , 3 rd and 4 th Streets between Wilshire Boulevard and Montana<br />
Avenue<br />
2. Montana, Idaho, Washington and California Avenues between Ocean Avenue<br />
and 4 th Street<br />
Zone VV [Reso. No. 9424CCS, adopted 7/20/99; amended by Reso. No. 10574CCS,<br />
adopted 4/26/11]<br />
No vehicle shall be parked adjacent to any curb, except by permit on the following<br />
streets:<br />
10
1. Franklin Street between <strong>Santa</strong> <strong>Monica</strong> Boulevard and Colorado Avenue<br />
2. Broadway and Colorado Avenue between Centinela Avenue and Berkeley Street<br />
No vehicle shall be parked adjacent to any curb for more than 2 hours between the<br />
hours <strong>of</strong> 8 a.m. and 5 p.m., Monday—Friday, and no vehicle shall be parked adjacent to<br />
any curb between the hours <strong>of</strong> 5 p.m. and 8 a.m. Monday—Friday, or anytime Saturday<br />
and Sunday, except by permit on the following streets:<br />
1. Stanford and Berkeley Streets between <strong>Santa</strong> <strong>Monica</strong> Boulevard and Colorado<br />
Avenue<br />
2. Broadway or Colorado Avenue between Yale and Berkeley Streets<br />
Zone WW [Reso. No. 9464, adopted 12/14/99, effective 6/1/00; amended by Reso. No.<br />
9654, adopted 4/10/01; amended by Reso. No. 9996, adopted 11/23/04]<br />
No vehicle shall be parked adjacent to any curb for more than 2 hours between the<br />
hours <strong>of</strong> 8 a.m. and 6 p.m. Monday—Saturday, and no vehicle shall be parked adjacent<br />
to any curb between the hours <strong>of</strong> 6 p.m. and 8 a.m. daily, except by permit on the<br />
following streets:<br />
1. 28th, 29th, 30th, 31st, 32nd, 33rd and 34th Streets between Pico Boulevard and<br />
Pearl Street<br />
2. Dorchester and Yorkshire Avenues between Pico Boulevard and the <strong>Santa</strong><br />
<strong>Monica</strong> Freeway<br />
3. Urban Avenue between Pico Boulevard and Yorkshire Avenue<br />
4. Kansas Avenue between Stewart Street and the <strong>Santa</strong> <strong>Monica</strong> Freeway<br />
No vehicle shall be parked adjacent to any curb for more than 2 hours between<br />
the hours <strong>of</strong> 8 a.m. and 6 p.m. Monday—Saturday, except by permit on the following<br />
streets:<br />
1. 27th Street between Pico Boulevard and Pearl Street<br />
Zone XX [Reso. No. 9596, adopted 11/14/00]<br />
No vehicle shall be parked adjacent to any curb between the hours <strong>of</strong> 7am and 2am<br />
daily, except by permit on the following streets:<br />
1. 9th, 10th, 11th, 12th and Euclid Streets between Wilshire Boulevard and<br />
Colorado Avenue<br />
2. Arizona Avenue between Lincoln Boulevard and 14th Street<br />
Vehicles displaying commercial parking permits shall be exempt from posted<br />
regulations from 9am to 6pm daily.<br />
Zone YY [Reso. No. 9620, adopted 2/13/01]<br />
No vehicle shall be parked adjacent to any curb for more than 2 hours between the<br />
hours <strong>of</strong> 9 a.m. and 10 p.m., daily, except by permit on the following streets:<br />
11
1. 26th Street and Princeton Street between Arizona Avenue and Washington<br />
Avenue<br />
2. Harvard Street and Yale Street between Arizona Avenue and Wilshire Boulevard<br />
3. Washington Avenue between 26th Street and Stanford Street<br />
No vehicle shall be parked adjacent to any curb between the hours <strong>of</strong> 9 a.m. and 10<br />
p.m., daily, except by permit on the following streets:<br />
1. 26th, Princeton, Harvard and Yale Streets between <strong>Santa</strong> <strong>Monica</strong> Boulevard and<br />
Arizona Avenue<br />
2. Arizona Avenue between 26th and Yale Streets<br />
Zone ZZ [Reso. No. 9703CCS, adopted 9/25/01; amended by Reso. No. 9768, adopted<br />
6/11/02; amended by Reso. No. 10025, adopted 3/8/05]<br />
No vehicle shall be parked adjacent to any curb for more than 2 hours between the<br />
hours <strong>of</strong> 8 a.m. and 6 p.m. daily, and no vehicle shall be parked adjacent to any curb<br />
between the hours <strong>of</strong> 6 p.m. and 8 a.m. daily, except by permit on the following streets:<br />
1. 5th, 6th and 7th Streets between Wilshire Boulevard and Montana Avenue<br />
2. California and Montana Avenues between 4th and 7th Streets<br />
3. Idaho and Washington Avenues between 4th Street and Lincoln Boulevard<br />
12
d<br />
Attachment B<br />
Existing Regulations<br />
<strong>City</strong> Limits<br />
26TH ST<br />
Brentwood Country Mart<br />
26TH ST<br />
25TH ST<br />
BLVD<br />
VICENTE<br />
SAN<br />
GEORGINA AVE<br />
CARLYLE AVE<br />
24TH ST<br />
24TH 26TH ST<br />
23RD ST<br />
San Vicente<br />
Median Park<br />
22ND ST<br />
21ST PL<br />
Legend<br />
2 hour parking<br />
9AM-6PM Mon-Sat<br />
Pre-approved<br />
(petition needed)<br />
Petitioning Block<br />
Preferential Parking<br />
Zone E<br />
Land Use:<br />
Residential<br />
Commercial
Attachment C<br />
Peak Parking Occupancy<br />
Tuesday, June 26, 2012, 3PM-11PM<br />
<strong>City</strong> Limits<br />
26TH ST<br />
Brentwood Country Mart<br />
84% 8PM 67% 7PM<br />
0% 3PM - 11PM<br />
100% 4PM<br />
7% 3PM - 11PM<br />
61% 4PM<br />
60% 7PM, 9PM<br />
25TH ST<br />
BLVD<br />
VICENTE<br />
SAN<br />
GEORGINA AVE<br />
CARLYLE AVE<br />
24TH ST<br />
Legend<br />
Peak Parking Occupancy<br />
85 - 100%<br />
67 - 84%<br />
0 - 66%<br />
Petitioning Block<br />
Preferential Parking Status as <strong>of</strong> June 2012<br />
Implemented<br />
Pre-approved
Attachment C<br />
Peak Parking Occupancy<br />
Saturday, June 23, 2012, 3PM-11PM<br />
<strong>City</strong> Limits<br />
26TH ST<br />
Brentwood Country Mart<br />
97% 6PM 61% 6PM<br />
100% 6PM - 9PM<br />
75% 5PM, 9PM<br />
43% 3PM - 4PM<br />
47% 11PM<br />
71% 6PM<br />
25TH ST<br />
BLVD<br />
VICENTE<br />
SAN<br />
GEORGINA AVE<br />
CARLYLE AVE<br />
24TH ST<br />
Legend<br />
Peak Parking Occupancy<br />
85 - 100%<br />
67 - 84%<br />
0 - 66%<br />
Petitioning Block<br />
Preferential Parking Status as <strong>of</strong> June 2012<br />
Implemented<br />
Pre-approved
ATTACHMENT D<br />
Preferential Parking for the 2500 blocks <strong>of</strong> Georgina and Carlyle Avenues<br />
Montana Avenue Branch Library<br />
Monday, October 29, 2012<br />
• 25 th and Georgina needs a 4-way stop sign<br />
• Enhance the safety <strong>of</strong> the crosswalk at 26 th and Georgina<br />
• Not many cars park on Carlyle<br />
• Many cars park on Georgina<br />
• We want PP on the 2500 block <strong>of</strong> Carlyle<br />
• The alley amplifies the noise on the 2500 block <strong>of</strong> Georgina<br />
o Engine noise, people hanging out in their cars x2<br />
• Beer cans left on the yard<br />
• Enforcement <strong>of</strong> regulations is lacking<br />
• Want PP after 6pm<br />
• There is plenty <strong>of</strong> parking at the Bank <strong>of</strong> America at night<br />
• The “no evening parking” regulations were great<br />
• Many <strong>of</strong> theOffice memberships end at 6pm<br />
• Restaurant employees park on 2500 block <strong>of</strong> Georgina<br />
• Nighttime parking is difficult for residents<br />
• Valets park customer cars on residential blocks <strong>of</strong> 25 th Street and Georgina<br />
• There has been an increase in restaurants in the area<br />
• There is a consensus in the room for 2 hour parking daytime (9am to 6pm) and no parking 6pm<br />
to 9am, except by permit for the 2500 block <strong>of</strong> Georgina
<strong>City</strong> Council Report<br />
To:<br />
From:<br />
Subject:<br />
<strong>City</strong> Council Meeting: May 14, 2013<br />
<strong>Agenda</strong> Item: 11-B<br />
Mayor and <strong>City</strong> Council<br />
David Martin, Planning and Community Development Director<br />
Amendment <strong>of</strong> Preferential Parking Zone T<br />
Recommended Action<br />
Staff recommends that the <strong>City</strong> Council:<br />
1. Amend the regulations to “No parking 8 a.m. to 10 p.m. daily, except by permit” for<br />
Preferential Parking Zone T which includes the following blocks:<br />
• Exposition Boulevard, Delaware Avenue, and Virginia Avenue between Stewart<br />
Street and Centinela Avenue<br />
• Stewart Street, Yorkshire Avenue, Dorchester Avenue, and Warwick Avenue<br />
between Exposition Boulevard and Virginia Avenue<br />
• 34 th Street between Exposition Boulevard and Delaware Avenue<br />
2. Approve the attached Resolution amending Preferential Parking Zone T and<br />
amending Resolution 9344 CCS (Resolution <strong>of</strong> the <strong>City</strong> Council <strong>of</strong> the <strong>City</strong> <strong>of</strong> <strong>Santa</strong><br />
<strong>Monica</strong> Re-Establishing Various Preferential Parking Zones) by replacing Exhibit A.<br />
Executive Summary<br />
Residents <strong>of</strong> the 3000 blocks <strong>of</strong> Exposition Boulevard and Delaware Avenue, and the<br />
1800-1900 block <strong>of</strong> Warwick Avenue have submitted petitions to change the existing<br />
preferential parking regulations. They assert that nonresident parking in the<br />
neighborhood generated by Exposition Boulevard businesses is impacting their ability to<br />
find parking near their homes. Staff recommends amending the preferential parking<br />
regulations in this neighborhood to address existing non-resident parking and in<br />
anticipation <strong>of</strong> the opening <strong>of</strong> the Expo Light Rail station at 26 th Street and O lympic<br />
Boulevard. The proposed regulations are: “No parking 8 a.m. to 10 p.m. daily, except by<br />
permit.” Additional revenue is not anticipated as a r esult <strong>of</strong> this action. New signage<br />
would be required at an estimated cost <strong>of</strong> $2,400.<br />
Background<br />
Preferential parking is a tool the <strong>City</strong> uses to manage non-resident parking on<br />
residential streets, as authorized by <strong>Santa</strong> <strong>Monica</strong> Municipal Code Chapter 3.08 and the<br />
California Vehicle Code. Preferential parking regulations manage the use <strong>of</strong> on-street<br />
1
parking to assist residents in finding parking near their home. Only residents who live on<br />
a block with preferential parking restrictions are eligible to purchase a permit. Permits<br />
may be used within two block faces <strong>of</strong> the permit owner’s address.<br />
Residents may petition to modify the regulations in a preferential parking zone at any<br />
time. Upon receipt <strong>of</strong> a pet ition representing two-thirds <strong>of</strong> the residential units on a<br />
block, a parking occupancy study <strong>of</strong> the neighborhood is conducted and a community<br />
meeting is held. In evaluating the petitions, staff typically evaluates the larger<br />
neighborhood, rather than an individual block due to the potential for parking<br />
displacement when regulations are changed. Staff typically recommends that Council<br />
pre-approve preferential parking regulations for the entire zone to streamline and<br />
expedite the process for adjacent blocks should some displacement occur. The Council<br />
considers the preferential parking request and Municipal Code requirements to approve<br />
the amendment <strong>of</strong> a preferential parking zone.<br />
Once Council amends preferential parking regulations, the changes are implemented on<br />
the block or blocks that have submitted qualifying petitions. Changes are not<br />
implemented on blocks that have been pre-approved by the Council until the time that<br />
the residents <strong>of</strong> those blocks submit qualifying petitions representing two-thirds <strong>of</strong> the<br />
residential units on the block.<br />
Discussion<br />
Zone T was established by Council on October 2, 1990 and amended on December 18,<br />
2001. Refer to Attachment B for a map <strong>of</strong> the area parking regulations. It is comprised<br />
<strong>of</strong> the area bounded by: Stewart Street, Exposition Boulevard, Centinela Avenue, and<br />
Virginia Avenue. The neighborhood is predominantly single family homes, small<br />
multifamily residences and commercial uses along Exposition Boulevard. Stewart Street<br />
Park and the Expo buffer park are located within the Zone. There are two types <strong>of</strong><br />
regulations in Zone T. Stewart Street and the blocks between Stewart Street and<br />
Yorkshire Avenue are “no parking 8 a.m. to 8 p.m. Monday through Friday, except by<br />
2
permit.” The restrictions on the remaining blocks are “two hour parking 8 a.m. to 8 p.m.<br />
Monday through Friday, except by permit.”<br />
In March 2012, a petition was submitted to change the existing preferential parking<br />
regulations representing 71 percent <strong>of</strong> the households on the 3000 block <strong>of</strong> Exposition<br />
Boulevard between Dorchester and Warwick Avenues. Subsequent petitions have been<br />
submitted by the 1800-1900 block <strong>of</strong> Warwick Avenue between Exposition Boulevard<br />
and Virginia Avenue (68 percent in April 2013) and the 3000 block <strong>of</strong> Delaware Avenue<br />
between Dorchester and Warwick Avenues (68 percent in April 2013).<br />
As a r esult <strong>of</strong> the original petition, a parking occupancy study was conducted <strong>of</strong> the<br />
neighborhood. The parking occupancy <strong>of</strong> each block was observed hourly on Saturday,<br />
August 25 and Wednesday, August 29, 2012. The study indicates a range <strong>of</strong><br />
occupancies throughout the neighborhood. Generally, high weekday occupancies were<br />
observed along Exposition Boulevard, with lower occupancies on the blocks to the<br />
south. Weekend occupancies are lower with the exception <strong>of</strong> spaces immediately<br />
adjacent to Stewart Street Park. Maps <strong>of</strong> the peak parking occupancies are included as<br />
Attachment C.<br />
Residents identified employees <strong>of</strong> Beachbody LLC (3301 Exposition Boulevard) as<br />
contributing to the parking problem in the neighborhood. In an effort to identify short<br />
term solutions while simultaneously pursuing changes to the preferential parking<br />
regulations, staff co-hosted two neighborhood meetings with Beachbody management<br />
in summer 2012. At these meetings, Beachbody staff detailed their parking<br />
management plan, which includes shuttling employees to two <strong>of</strong>fsite lots. During new<br />
hire orientation, they explain to employees that parking in the neighborhood is against<br />
company policy and communicate with anyone found to be violating the policy.<br />
A community meeting was held on January 10, 2013 to discuss amending the<br />
preferential parking regulations. Fifteen community members were in attendance and<br />
3
expressed unanimous support for more stringent preferential parking regulations. Full<br />
meeting comments are included as Attachment D.<br />
In response to ongoing nonresident parking in the neighborhood generated by<br />
Exposition Boulevard businesses, as well as an anticipated increase in parking demand<br />
in the vicinity to be generated by the Expo station at 26 th Street and Olympic Boulevard,<br />
staff recommends amending the regulations in this neighborhood to be: “No parking 8<br />
a.m. to 10 p. m. daily, except by permit.” Extending the regulations to 10 p. m. would<br />
prevent most non-resident parkers from using <strong>of</strong> neighborhood streets as a park and<br />
ride for the Expo station. Adjacent blocks are included in the recommendation to<br />
expedite the preferential parking implementation process should they submit complete<br />
petitions in the future.<br />
Alternatives<br />
The Council could maintain the existing conditions or adopt different hours and types <strong>of</strong><br />
restrictions than recommended.<br />
Environmental Analysis<br />
The proposed project has been d etermined to be c ategorically exempt from the<br />
provisions <strong>of</strong> the California Environmental Quality Act (CEQA), pursuant to Article 19,<br />
Section 15301 (c) which defines Class 1 exempt projects in the following way: "Class 1<br />
consists <strong>of</strong> the operation, repair, maintenance, permitting, leasing, licensing, or minor<br />
alteration <strong>of</strong> existing public or private structures, facilities, mechanical equipment, or<br />
topographical features, involving negligible or no expansion <strong>of</strong> use beyond that existing<br />
at the time <strong>of</strong> the lead agency’s determination." This exemption includes: “Existing<br />
highways and s treets, sidewalks, gutters, bicycle and pe destrian trails, and similar<br />
facilities." Preferential parking zones involve only the issuance <strong>of</strong> permits for the use <strong>of</strong><br />
an existing public street and include negligible or no expansion <strong>of</strong> this existing use.<br />
4
Next Steps<br />
If the preferential parking regulations are amended, they will be implemented on the<br />
petitioning blocks within 8 w eeks. Regulations will be i mplemented on the remaining<br />
blocks upon receipt <strong>of</strong> a qualifying two-thirds petition from the residents <strong>of</strong> that block.<br />
Blocks that have preferential parking regulations would be eligible to petition for the<br />
new, more restrictive regulations. Pre-approved blocks would only be eligible to petition<br />
for the new regulations.<br />
Per Council’s direction, staff plans to undertake an evaluation <strong>of</strong> the preferential parking<br />
program this year to determine ways in which the program could be enhanced to further<br />
address parking in residential areas.<br />
Financial Impacts & Budget Actions<br />
It is not estimated that this change will result in new permit sales as most blocks in this<br />
area already have preferential parking regulations. New signage will need to be ordered<br />
and installed at an estimated cost <strong>of</strong> $2,400. Funds for the purchase and installation <strong>of</strong><br />
new signage are available in account 01416.544010.<br />
Prepared by: Jason Kligier, AICP, Transportation Planning Associate<br />
Approved:<br />
Forwarded to Council:<br />
David Martin<br />
Director, Planning and Community<br />
Development<br />
Rod Gould<br />
<strong>City</strong> Manager<br />
Attachments:<br />
A. Resolution Establishing Preferential Parking, Exhibit A – Preferential Parking<br />
Zones<br />
B. Existing parking regulations map<br />
C. Parking occupancy data map<br />
D. Community meeting comments<br />
5
<strong>City</strong> Council Meeting May 14, 2013<br />
ATTACHMENT A<br />
<strong>Santa</strong> <strong>Monica</strong>, California<br />
RESOLUTION NUMBER _________ (CCS)<br />
(<strong>City</strong> Council Series)<br />
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SANTA MONICA<br />
AMENDING PREFERENTIAL PARKING ZONE T AND AMENDING RESOLUTION<br />
9344 “PREFERENTIAL PARKING ZONES” CCS BY REPLACING EXHIBIT A<br />
WHEREAS, the Planning and Community Development Department has<br />
received a petition requesting the amendment <strong>of</strong> a preferential parking zone; and<br />
WHEREAS, the petition to be signed by residents living in two-thirds (67%) <strong>of</strong> the<br />
dwelling units comprising not less than fifty percent (50%) <strong>of</strong> the developed frontage <strong>of</strong><br />
the proposed preferential parking zone have been verified; and<br />
WHEREAS, the Planning and Community Development Department has<br />
undertaken such studies and surveys deemed necessary to determine whether a<br />
preferential parking zone should be designated in the above area; and<br />
WHEREAS, the <strong>City</strong> Council hereby finds that the proposed area meets the<br />
designation criteria set forth in Municipal Code Section 3.08.040; and<br />
WHEREAS, consistent with long standing <strong>City</strong> practice, preferential parking<br />
regulation for additional blocks in the vicinity will be implemented once the appropriate<br />
number <strong>of</strong> signatures have been submitted and verified.<br />
1
NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF SANTA MONICA<br />
DOES RESOLVE AS FOLLOWS:<br />
SECTION 1. Preferential Parking Zone T is hereby amended. The regulations for<br />
Preferential Parking Zone T are as follows:<br />
(a) The following named and d escribed streets within the <strong>City</strong> shall<br />
constitute Preferential Parking Zone T:<br />
1. Exposition Boulevard, Delaware Avenue, and Virginia Avenue<br />
between Stewart Street and Centinela Avenue<br />
2. Stewart Street, Yorkshire Avenue, Dorchester Avenue, and<br />
Warwick Avenue between Exposition Boulevard and Virginia<br />
Avenue<br />
3. 34th Street between Exposition Boulevard and Delaware<br />
Avenue<br />
(b) No vehicle shall be par ked adjacent to any curb within Zone T<br />
between the hours <strong>of</strong> 8 a.m. and 10 p.m. daily, except by permit.<br />
SECTION 2. In all preferential parking zones, vehicles displaying valid residential<br />
parking permits for the proper zone shall be exempt from posted preferential parking<br />
regulations.<br />
SECTION 3. In all preferential parking zones, preferential parking restrictions<br />
shall be implemented and posted in an eligible block within the zone upon receipt and<br />
verification <strong>of</strong> a q ualifying petition representing two-thirds <strong>of</strong> the dwelling units and at<br />
least 50% <strong>of</strong> the abutting frontage on that block.<br />
2
SECTION 4. Exhibit A to this Resolution, attached hereto and incorporated<br />
herein by reference, hereby delineates all preferential parking zones established in the<br />
<strong>City</strong> including but not limited to Zone T.<br />
SECTION 5. If there are any inconsistencies between the provisions adopted in<br />
this Resolution and any adopted prior resolution, the provisions <strong>of</strong> this Resolution shall<br />
take precedence.<br />
SECTION 6. The <strong>City</strong> Clerk shall certify to the adoption <strong>of</strong> this Resolution, and<br />
thenceforth and thereafter the same shall be in full force and effect.<br />
APPROVED AS TO FORM:<br />
_________________________<br />
MARSHA JONES MOUTRIE<br />
<strong>City</strong> Attorney<br />
3
Exhibit A: Preferential Parking Zones<br />
Zone A [Ord. No. 1296CCS, adopted 1/24/84]<br />
No vehicle shall be parked adjacent to any curb between the hours <strong>of</strong> 9 a.m. and 6 p.m.<br />
daily, except by permit on the following street:<br />
1. Vicente Terrace between Ocean Avenue and Appian Way<br />
Zone B [Ord. No. 1404CCS, adopted 3/10/87]<br />
No vehicle shall be parked adjacent to any curb, except by permit on the following<br />
streets:<br />
1. Bicknell Avenue, Pacific Street and Strand Street between Neilson Way and<br />
Ocean Avenue<br />
2. Hollister Avenue between Neilson Way and Ocean Avenue/Barnard Way<br />
3. Ocean Park Boulevard (north side only), Fraser Avenue, Hart Avenue and<br />
Wadsworth Avenue between Neilson Way and Barnard Way<br />
Zone C [Ord. No. 1310CCS, adopted 8/14/84]<br />
No vehicle shall be parked adjacent to any curb between the hours <strong>of</strong> 6 p.m. and 2 a.m.<br />
daily, except by permit on the following streets:<br />
1. 2 nd Street and 3 rd Street between Ocean Park Boulevard and the south <strong>City</strong> limits<br />
2. Beach Street between 2 nd Street and 3 rd Street<br />
3. Ashland Avenue and Marine Street between Main Street and 3 rd Street<br />
4. Hill Street between Main Street and 4 th Street<br />
Zone D [Ord. 1324CCS, adopted 1/8/85; amended by Ord. No. 1371CCS, adopted<br />
5/13/86]<br />
No vehicle shall be parked adjacent to any curb between the hours <strong>of</strong> 12 a.m. and 2<br />
a.m. and 9 p.m. and 12 a.m. Monday—Friday, all day on Saturday and Sunday or for<br />
more than 2 hours between the hours <strong>of</strong> 9 a.m. and 6 p.m. Monday—Friday, except by<br />
permit on the following street:<br />
1. Stanford Street between Wilshire Boulevard and Lipton Avenue<br />
Zone E [Ord. No. 1346CCS, adopted 11/26/85; amended by Reso. No. 9627, adopted<br />
2/27/01]<br />
No vehicle shall be parked adjacent to any curb for more than 2 hours between the<br />
hours <strong>of</strong> 9 a.m. and 6 p.m. Monday—Saturday, except by permit on the following<br />
streets:<br />
1. 21 st Place, 22 nd Street, 23 rd Street, 24 th Street and 25 th Street between San<br />
Vicente Boulevard and Carlyle Avenue<br />
2. 26 th Street between Georgina Avenue/Brentwood Terrace and Marguerita<br />
Avenue/Baltic Street<br />
3. Georgina Avenue and Carlyle Avenue between 21 st Place and 25 th Street<br />
Zone F [Ord. No. 1354CCS, adopted 1/14/86]<br />
No vehicle shall be parked adjacent to any curb for more than 2 hours between the<br />
hours <strong>of</strong> 7 a.m. and 6 p.m. daily, except by permit on the following streets:<br />
2
1. Hill Street and Raymond Street between Lincoln Boulevard and 7 th Street<br />
Zone G [Ord. No. 1359CCS, adopted 3/25/86; amended by Ord. No. 1903CCS Sec. 1,<br />
adopted 2/24/98; amended by Reso. No. 9870, adopted 6/24/03; amended by Reso No.<br />
10398, adopted 6/9/09]<br />
No vehicle shall be parked adjacent to any curb for more than 2 hours between the<br />
hours <strong>of</strong> 9 a.m. and 9 p.m. Monday—Saturday, except by permit on the following<br />
streets:<br />
1. Lincoln Boulevard, 9 th , 10 th , 11 th , 12 th , Euclid, 14 th , 15 th , 16 th and 17 th Streets<br />
between Idaho and Alta Avenues,<br />
2. Idaho Avenue between Lincoln Boulevard and 17 th Street, and<br />
3. Alta Avenue (south side only) between 9 th and 17 th Streets<br />
Zone H [Reference: Ord. No. 1469CCS, adopted 3/28/89; amended by Reso. No.<br />
9642, adopted 4/10/01]<br />
No vehicle shall be parked adjacent to any curb for more than 2 hours between the<br />
hours <strong>of</strong> 9 a.m. and 6 p.m. daily, except by permit on the following streets:<br />
1. 31 st , 32 nd , 33 rd and 34 th Streets between Pearl Street and Ocean Park Boulevard<br />
2. Pearl Street between 26 th and 27 th Streets<br />
3. Pearl Street between 29 th Street and Centinela Avenue<br />
No vehicle shall be parked adjacent to any curb for more than 2 hours between the<br />
hours <strong>of</strong> 9 a.m. and 6 p.m. Monday—Friday, except by permit on the following street:<br />
1. 30 th Street between Pearl Street and Ocean Park Boulevard<br />
Zone I [Ord. No. 1360CCS, adopted 3/25/86; amended by Reso. No. 9544 adopted<br />
7/25/00]<br />
No vehicle shall be parked adjacent to any curb between the hours <strong>of</strong> 6 p.m. and 2 a.m.<br />
or for more than 2 hours between the hours <strong>of</strong> 9 a.m. and 6 p.m. daily, except by permit<br />
on the following streets:<br />
1. 2 nd and 3 rd Streets between Ocean Park Boulevard and Strand Street<br />
2. Strand Street, Hollister Avenue and Ocean Park Boulevard between Main Street<br />
and 3 rd Street<br />
3. Norman Place between Main Street and 2 nd Street<br />
4. Mills Street between 2 nd Street and 3 rd Street<br />
Zone J [Ord. No. 1365CCS, adopted 4/22/86]<br />
No vehicle shall be parked adjacent to any curb between the hours <strong>of</strong> 7 a.m. and 7 p.m.<br />
daily, except by permit on the following street:<br />
1. 24 th Street between <strong>Santa</strong> <strong>Monica</strong> Boulevard and Broadway<br />
Zone K [Ord. No. 1430CCS, adopted 4/11/89; amended by Ord. No. 1567CCS Sec. 1,<br />
adopted 2/26/91; amended by Reso. No. 9836, adopted 2/25/03; amended by Reso.<br />
No. 10413, adopted 6/23/09]<br />
3
No vehicle shall be parked adjacent to any curb for more than 2 hours between the<br />
hours <strong>of</strong> 9 a.m. and 8 p.m. Monday—Saturday, except by permit on the following<br />
streets:<br />
1. 16 th Street between California and Washington Avenues<br />
2. 17 th , 18 th and 19 th Streets between Wilshire Boulevard and Washington Avenue<br />
3. California Avenue between 16 th and 20 th Streets<br />
4. Washington Avenue between 17 th and 20 th Streets<br />
No vehicle shall be parked adjacent to any curb for more than 2 hours between the<br />
hours <strong>of</strong> 9 a.m. and 6 p.m. daily, and no vehicle shall be parked between the hours <strong>of</strong> 6<br />
p.m. and 2 a.m. daily, except by permit on the following streets:<br />
1. California Avenue between 14 th and 16 th Streets<br />
2. 14 th , 15 th and 16 th Streets between Wilshire Boulevard and California Avenue<br />
Zone L [Ord. No. 1444CCS, adopted 6/14/88; amended by Ord. No. 1603CCS Sec. 1,<br />
adopted 10/8/91; amended by Ord. No. 1871CCS Sec. 1, adopted 1/14/97; amended by<br />
Reso. No. 12463, adopted 12/7/99; amended by Reso. No. 9768, adopted 6/11/02]<br />
No vehicle shall be parked adjacent to any curb between the hours <strong>of</strong> 8 a.m. and 8 p.m.<br />
Monday—Thursday, and 8 a.m. and 5 p.m. Friday, except by permit on streets included<br />
within the following named and described area:<br />
The area bounded by Ashland Avenue between 23 rd and 11 th Streets on the<br />
south; 11 th Street between Ashland Avenue and Ocean Park Boulevard, Ocean<br />
Park Boulevard between 11 th and 10 th Streets, 10 th Street between Ocean Park<br />
Boulevard and the <strong>Santa</strong> <strong>Monica</strong> Freeway on the west; the <strong>Santa</strong> <strong>Monica</strong><br />
Freeway between 10 th Street and Cloverfield Boulevard on the north; Cloverfield<br />
Boulevard between the <strong>Santa</strong> <strong>Monica</strong> Freeway and Ocean Park Boulevard,<br />
Ocean Park Boulevard between Cloverfield Boulevard and 23 rd Street, 23 rd Street<br />
between Ocean Park Boulevard and Ashland Avenue on the east.<br />
Zone M [Ord. No. 1546CCS, adopted 9/25/90]<br />
No vehicle shall be parked adjacent to any curb between the hours <strong>of</strong> 10 p.m. and 2<br />
a.m., or for more than 2 hours between the hours <strong>of</strong> 9 a.m. and 10 p.m. daily, except by<br />
permit on the following streets:<br />
1. 3 rd Street between Pico Boulevard and Strand Street<br />
2. Bay and Pacific Streets between Neilson Way and 3 rd Street<br />
3. Bicknell Avenue between Neilson Way and 4 th Street<br />
Zone N [Ord. No. 1550CCS, adopted 10/9/90; amended by Reso. 10186, adopted<br />
11/28/06]<br />
No vehicle shall be parked adjacent to any curb between the hours <strong>of</strong> 9 a.m. and 2 a.m.<br />
Monday—Saturday, and 3 p.m. and 2 a.m. Sunday, except by permit on the following<br />
streets:<br />
1. 14 th , 15 th , 16 th , 17 th , 18 th and 19 th Streets between Wilshire Boulevard and <strong>Santa</strong><br />
<strong>Monica</strong> Boulevard<br />
2. Arizona Avenue between 14 th and 20 th Streets<br />
4
Zone O [Reso. No. 9836, adopted 2/25/03]<br />
No vehicle shall be parked adjacent to any curb for more than 2 hours between the<br />
hours <strong>of</strong> 9 a.m. and 6 p.m. Monday—Saturday, and no vehicle shall be parked for any<br />
time between the hours <strong>of</strong> 6 p.m. and 2 a.m. daily, except by permit on the following<br />
streets:<br />
1. Lincoln Boulevard, 9th, 12th, and Euclid Streets between Wilshire Boulevard and<br />
California Avenue<br />
2. California Avenue between Lincoln Boulevard and 14th Street<br />
No vehicle shall be parked adjacent to any curb for more than 2 hours from between the<br />
hours <strong>of</strong> 9 a.m. and 6 p.m. Monday—Saturday, and for more than 2 hours between 1<br />
p.m. and 6 p.m. Sunday, and no vehicle shall be parked for any time between the hours<br />
<strong>of</strong> 6 p.m. and 2 a.m. daily, except by permit on the following streets:<br />
1. 10 th and 11 th Streets between Wilshire Boulevard and California Avenue<br />
Zone P [Ord. No. 1474CCS, adopted 4/11/89]<br />
No vehicle shall be parked adjacent to any curb, except by permit on the following<br />
street:<br />
1. Barnard Way frontage road<br />
The annual fee for each permit issued for Preferential Parking Zone P shall be $15.00<br />
for the first permit and $100.00 for each additional permit, or such other fee as may be<br />
established from time to time by resolution <strong>of</strong> the <strong>City</strong> Council.<br />
Zone Q [Ord. No. 1541CCS, adopted 9/11/90]<br />
No vehicle shall be parked adjacent to any curb, except by permit on the following<br />
street:<br />
1. 25 th Street between <strong>Santa</strong> <strong>Monica</strong> Boulevard and Broadway<br />
Zone R [Ord. No. 1560CCS, adopted 1/8/91]<br />
No vehicle shall be parked adjacent to any curb between the hours <strong>of</strong> 7 a.m. and 12<br />
midnight daily, except by permit on the following named and described area:<br />
The area bounded by 20 th Street, Wilshire Boulevard, 26 th Street and Broadway,<br />
excluding 24 th and 25 th Streets between <strong>Santa</strong> <strong>Monica</strong> Boulevard and Broadway,<br />
and excluding 26 th Street.<br />
Zone S [Reso. No. 10038, adopted 5/17/05]<br />
No vehicle shall be parked adjacent to any curb between the hours <strong>of</strong> 7 a.m. and 6 p.m.<br />
Monday—Friday, except by permit on the following streets:<br />
1. Franklin Street between Colorado and Nebraska Avenues<br />
2. Berkeley Street between Colorado and Pennsylvania Avenues<br />
3. Pennsylvania Avenue between Stanford Court and Centinela Avenue<br />
4. Nebraska Avenue (north side only) between Berkeley Court and Centinela<br />
Avenue<br />
5
Zone T [Ord. No. 1545CCS, adopted 10/2/90; amended 12/18/01 Reso. 9736CCS;<br />
amended 5/14/13 Reso. ____CCS (Includes UU, originally adopted 9/14/99 by Reso.<br />
No. 9438)]<br />
No vehicle shall be parked adjacent to any curb between the hours <strong>of</strong> 8 a.m. and 10<br />
p.m. daily, except by permit on:<br />
1. Exposition Boulevard, Delaware Avenue, and Virginia Avenue between Stewart<br />
Street and Centinela Avenue<br />
2. Stewart Street, Yorkshire Avenue, Dorchester Avenue, and Warwick Avenue<br />
between Exposition Boulevard and Virginia Avenue<br />
3. 34th Street between Exposition Boulevard and Delaware Avenue<br />
Zone U [Reso. No. 10246, adopted 9/11/07]<br />
No vehicle shall be parked adjacent to any curb for more than 2 hours between the<br />
hours <strong>of</strong> 7 a.m. and 6 p.m. Monday—Friday, except by permit on the following streets:<br />
1. Bay Street between 4 th and 6 th Streets<br />
2. 6 th Street between Bay Street and Ocean Park Boulevards<br />
3. 5 th Street between Bay Street and Ocean Park Boulevard<br />
4. 7 th Street between Grant Street and Ocean Park Boulevard<br />
5. Grant Street between Lincoln Boulevard and 6 th Street<br />
6. Pacific Street between Lincoln Boulevard and 4 th Street<br />
7. Strand Street between 7 th and 4 th Streets<br />
8. Kensington Road between 7 th Street and Beverley Avenue<br />
9. Hollister Avenue between Beverley and 4 th Street<br />
10. Beverley Avenue between Kensington Road and Ocean Park Boulevard<br />
No vehicle shall be parked adjacent to any curb between the hours <strong>of</strong> 7 a.m. and 6 p.m.<br />
Monday—Friday, except by permit on the following streets:<br />
1. Bay Street between Lincoln Boulevard and 6 th Street<br />
2. 6 th Street between Pico Boulevard to deadend (eastern portion <strong>of</strong> 6 th Street)<br />
Zone V [Ord. No. 1592CCS Sec. 1, adopted 7/23/91]<br />
No vehicle shall be parked adjacent to any curb between the hours <strong>of</strong> 8 a.m. and 6 p.m.<br />
daily, except by permit on the following streets:<br />
1. Pine and Maple Streets between Lincoln Boulevard and 10 th Street<br />
Zone W [Ord. No. 1593CCS Sec. 1, adopted 7/23/91; amended 10/10/00 Reso. No.<br />
9587]<br />
No vehicle shall be parked adjacent to any curb for more than 2 hours between the<br />
hours <strong>of</strong> 9 a.m. and 6 p.m., Monday—Friday, except by permit on the following streets:<br />
1. 29th Street between Pearl Street and Ocean Park Boulevard<br />
2. Pearl Street between 27th Street and 29th Street<br />
No vehicle shall be parked adjacent to any curb between the hours <strong>of</strong> 9 a.m. and 6 p.m.,<br />
Monday—Friday, except by permit on the following street:<br />
1. 28 th Street between Pearl Street and Ocean Park Boulevard<br />
6
Zone X [Ord. No. 1594CCS Sec. 1, adopted 7/23/91; amended 5/27/08 Reso. No.<br />
10296]<br />
No vehicle shall be parked adjacent to any curb between the hours <strong>of</strong> 6 p.m. overnight<br />
until 9 a.m. daily or for more than 2 hours between the hours <strong>of</strong> 9 a.m. and 6 p.m. daily,<br />
except by permit on the following streets:<br />
1. Stanford Street between Wilshire Boulevard and <strong>Santa</strong> <strong>Monica</strong> Boulevard<br />
2. Berkeley Street between Wilshire Boulevard and <strong>Santa</strong> <strong>Monica</strong> Boulevard<br />
3. Franklin Street between Wilshire Boulevard and <strong>Santa</strong> <strong>Monica</strong> Boulevard<br />
4. Arizona Avenue between Yale Street and Centinela Avenue<br />
Zone Y [Reso. No. 10574CCS, adopted 4/26/11]<br />
No vehicle shall be parked adjacent to any curb for more than 2 hours between the<br />
hours <strong>of</strong> 8 a.m. and 6 p.m. Monday—Friday, except by permit on the streets within the<br />
following named and described area:<br />
The area bounded by Ashland Avenue, 23rd Street, Dewey Street, and 16th<br />
Street, excluding Ashland Avenue.<br />
Zone Z [Ord. No. 1640CCS Sec. 1, adopted 8/11/92]<br />
No vehicle shall be parked adjacent to any curb between the hours <strong>of</strong> 8 a.m. and 6 p.m.<br />
daily, except by permit on the following street:<br />
1. Cedar Street between Lincoln Boulevard and 10 th Street<br />
Zone AA [Ord. No. 1681CCS Sec. 1, adopted 6/1/93]<br />
No vehicle shall be parked adjacent to any between the hours <strong>of</strong> 8 a.m. and 6 p.m.<br />
daily, except by permit within the following named and described area:<br />
The area bounded by Kensington Road, 7 th Street, Pine Street, and Lincoln<br />
Boulevard, excluding Lincoln Boulevard.<br />
Zone BB [Ord. No. 1682CCS Sec. 1, adopted 6/1/93]<br />
No vehicle shall be parked adjacent to any curb for more than 1 hour between the hours<br />
<strong>of</strong> 9 a.m. and 6 p.m. Monday—Friday, except by permit on the following street:<br />
1. Yale Street between Wilshire Boulevard and Washington Avenue<br />
Zone CC [Ord. No. 10631CCS Sec. 1, adopted 11/8/11]<br />
No vehicle shall be parked adjacent to any curb for more than 2 hours between the<br />
hours <strong>of</strong> 8 a.m. and 6 p.m. Monday—Friday, except by permit on the following streets:<br />
1. Ashland Avenue, Oak and Hill Streets between 23rd and 25th Streets<br />
2. Pier Avenue between 23rd and Clover Streets<br />
Zone DD [Ord. No. 1797CCS Sec. 1, adopted 4/25/95; amended 1/22/13 Reso. No.<br />
10727(CCS)]<br />
No vehicle shall be parked adjacent to any curb for more than 2 hours between the<br />
hours <strong>of</strong> 8 a.m. and 6 p.m. daily, except by permit on the following streets:<br />
1. 24 th (southern half <strong>of</strong> block), 25 th and 26 th Streets between Pico Boulevard and<br />
Pearl Street<br />
7
No vehicle shall be parked adjacent to any curb between the hours <strong>of</strong> 8 a.m. and 6 p.m.<br />
daily, except by permit on the following street segment:<br />
1. 24 th Street (northern half <strong>of</strong> block) between Pico Boulevard and Pearl Street<br />
No vehicle shall be parked adjacent to any curb for more than 2 hours between the<br />
hours <strong>of</strong> 8 a.m. and 6 p.m. Monday—Friday, except by permit on the following streets:<br />
1. Pearl Street between Cloverfield Boulevard and 26 th Street<br />
2. 24 th Street north <strong>of</strong> Ocean Park Boulevard to Grant School<br />
3. 25 th and 26 th Streets between Pearl Street and Ocean Park Boulevard<br />
Zone EE [Ord. No. 1848CCS Sec. 1, adopted 5/14/96; amended 1/27/09 Reso. No.<br />
10379]<br />
No vehicle shall be parked adjacent to any curb between the hours <strong>of</strong> 8 a.m. and 6 p.m.<br />
daily, except by permit on the following streets:<br />
1. Navy and Ozone Streets between Longfellow and 7th Streets<br />
No vehicle shall be parked adjacent to any curb, except by permit on the following<br />
streets:<br />
1. Navy and Ozone Streets between Longfellow Street and Lincoln Boulevard<br />
2. Longfellow Street between Ozone and Marine Streets<br />
Zone FF [Ord. No. 1849CCS Sec. 1, adopted 5/14/96]<br />
No vehicle shall be parked adjacent to any curb between the hours <strong>of</strong> 8 a.m. and 6 p.m.<br />
daily, except by permit on the following street:<br />
1. Strand Street between Lincoln Boulevard and 7th Street<br />
Zone GG [Ord. No. 1850CCS Sec. 1, adopted 5/14/96; amended by Reso. No.<br />
10677(CCS), adopted 5/08/12]<br />
No vehicle shall be parked adjacent to any curb, except by permit on the following<br />
streets:<br />
1. 7 th Street between Michigan Avenue and Pico Boulevard<br />
2. Michigan Avenue between 7 th Street and Lincoln Boulevard<br />
Zone HH [Ord. No. 1846CCS Sec. 1, adopted 3/26/96]<br />
No vehicle shall be parked adjacent to any curb between the hours <strong>of</strong> 6 p.m. and 8 a.m.<br />
daily, except by permit on the streets within the following named and described area:<br />
The area bounded by Adelaide Drive, 7 th Street, San Vicente Boulevard and<br />
Ocean Avenue.<br />
Zone II [Ord. No. 1908CCS Sec. 1, adopted 3/24/98]<br />
No vehicle shall be parked adjacent to any curb between the hours <strong>of</strong> 8 a.m. and 12<br />
a.m. midnight daily, except by permit on the streets within the following named and<br />
described area:<br />
The area bounded by 26 th Street, <strong>Santa</strong> <strong>Monica</strong> Boulevard, Yale Street and<br />
Colorado Avenue.<br />
8
Zone KK [Ord. No. 1905CCS Sec. 1, adopted 3/24/98; amended by Reso. No. 9487,<br />
adopted 2/22/00; amended by Reso. No. 9798, adopted 9/10/02]<br />
No vehicle shall be parked adjacent to any curb between the hours <strong>of</strong> 9 a.m. and 9 p.m.<br />
Monday—Saturday, except by permit on the following streets:<br />
1. 14 th , 15 th , 16 th , 17 th , 18 th and 19 th Streets between <strong>Santa</strong> <strong>Monica</strong> Boulevard and<br />
Colorado Avenue<br />
Zone LL [Ord. No. 1904CCS Sec. 1, adopted 2/24/98; amended by Reso. No. 10104,<br />
adopted 1/10/06]<br />
No vehicle shall be parked adjacent to any curb for more than 2 hours between the<br />
hours <strong>of</strong> 9 a.m. and 6 p.m. Monday—Saturday, except by permit on the following<br />
streets:<br />
1. Centinela Avenue, Franklin Street and Berkeley Street between Wilshire<br />
Boulevard and Lipton Avenue<br />
Zone MM [Reso. No. 9751(CCS), adopted 3/5/02; amended by Reso. No. 9937,<br />
adopted 3/23/04; amended by Reso. No. 10677(CCS), adopted 5/8/12]<br />
No vehicle shall be parked adjacent to any curb for more than two hours from 7 a.m.<br />
until 9 p.m. Monday—Friday, and from 9 a.m. until 6 p.m. Saturday, except by permit on<br />
the following streets:<br />
1. Bay, Grant and Pacific Streets between Lincoln Boulevard and 10 th Street (north<br />
side <strong>of</strong> street only)<br />
2. Pearl Street between Lincoln Boulevard and 10 th Street<br />
No vehicle shall be parked adjacent to any curb for more than two hours between 9 a.m.<br />
and 6 p.m. daily and no vehicle shall be parked adjacent to any curb from 6 p.m. to 9<br />
a.m. daily, except by permit on the following streets:<br />
1. Michigan Avenue between Lincoln Boulevard and 10 th Street<br />
2. 9 th Street between Pico Boulevard and the <strong>Santa</strong> <strong>Monica</strong> Freeway<br />
Zone NN [Reso. No. 10737(CCS), adopted 3/12/13]<br />
No vehicle shall be parked adjacent to any curb for more than two hours from 9 a.m.<br />
until 6 p.m. daily, and no vehicle shall be parked adjacent to any curb from 6 p.m. until 2<br />
a.m. daily, except by permit on the following streets:<br />
1. Lincoln Boulevard, 9 th , 10 th , 11 th , 12 th , Euclid, and 14 th Streets between Idaho and<br />
California Avenues<br />
2. 15 th Street between Idaho and Washington Avenues<br />
3. Washington Avenue between Lincoln Boulevard and 16 th Street<br />
No vehicle shall be parked adjacent to any curb for more than two hours between 9 a.m.<br />
and 10 p.m. daily, except by permit on the following streets:<br />
1. Montana and Idaho Avenues between 17 th and 20 th Streets<br />
2. Washington Avenue between 16 th and 17 th Streets<br />
3. 16 th and 17 th Streets between Idaho and Washington Avenues<br />
4. 18 th and 19 th Streets between Montana and Washington Avenues<br />
9
Zone PP [Ord. No. 1913CCS Sec. 1, adopted 5/26/98]<br />
No vehicle shall be parked adjacent to any curb between the hours <strong>of</strong> 8 a.m. and 9 p.m.<br />
daily, except by permit on the following street:<br />
1. Stewart Street between Pico Boulevard and Kansas Avenue<br />
Zone QQ [Reso. No. 9332, adopted 10/27/98]<br />
No vehicle shall be parked adjacent to any curb for more than 2 hours between the<br />
hours <strong>of</strong> 9 a.m. and 6 p.m. Monday—Friday, except by permit on the following street:<br />
1. Harvard Street between Wilshire Boulevard and Washington Avenue<br />
Zone TT [Reso. No. 9434, adopted 8/17/99; amended by Reso. No. 9620, adopted<br />
2/13/01; amended by Reso. No. 10041, adopted 6/14/05; amended by Reso. No.<br />
10728(CCS), adopted 1/22/13]<br />
No vehicle shall be parked adjacent to any curb for more than 2 hours between the<br />
hours <strong>of</strong> 9 am and 10 pm daily, except by permit on the following streets:<br />
1. 20 th , 21 st , 22 nd , and 23 rd Streets between Wilshire Boulevard and Montana<br />
Avenue<br />
2. 24 th Street between Idaho and Washington Avenues and between Wilshire<br />
Boulevard and California Avenue<br />
3. Chelsea Avenue between Washington Avenue and Wilshire Boulevard<br />
4. 25 th Street between Montana and Washington Avenues and between Wilshire<br />
Boulevard and California Avenue<br />
5. 26 th Street between Montana and Washington Avenues<br />
6. Montana and Idaho Avenues between 20 th and 26 th Streets<br />
7. California and Washington Avenues between 20 th and 26 th Streets<br />
No vehicle shall be parked adjacent to any curb for more than 2 hours between the<br />
hours <strong>of</strong> 9 am and 9 pm daily, except by permit on the following street:<br />
1. 24 th Street between California and Washington Avenues<br />
No vehicle shall be parked adjacent to any curb for more than 2 hours between the<br />
hours <strong>of</strong> 9 am and 6 pm daily, except by permit on the following street:<br />
1. 25 th Street between California and Washington Avenues<br />
Zone UU [Reso. No. 9768, adopted 6/11/02]<br />
No vehicle shall be parked adjacent to any curb between the hours <strong>of</strong> 6 p.m. and 8 a.m.<br />
daily, except by permit on the following streets:<br />
1. Ocean Avenue, 2 nd , 3 rd and 4 th Streets between Wilshire Boulevard and Montana<br />
Avenue<br />
2. Montana, Idaho, Washington and California Avenues between Ocean Avenue<br />
and 4 th Street<br />
Zone VV [Reso. No. 9424CCS, adopted 7/20/99; amended by Reso. No. 10574CCS,<br />
adopted 4/26/11]<br />
No vehicle shall be parked adjacent to any curb, except by permit on the following<br />
streets:<br />
10
1. Franklin Street between <strong>Santa</strong> <strong>Monica</strong> Boulevard and Colorado Avenue<br />
2. Broadway and Colorado Avenue between Centinela Avenue and Berkeley Street<br />
No vehicle shall be parked adjacent to any curb for more than 2 hours between the<br />
hours <strong>of</strong> 8 a.m. and 5 p.m., Monday—Friday, and no vehicle shall be parked adjacent to<br />
any curb between the hours <strong>of</strong> 5 p.m. and 8 a.m. Monday—Friday, or anytime Saturday<br />
and Sunday, except by permit on the following streets:<br />
1. Stanford and Berkeley Streets between <strong>Santa</strong> <strong>Monica</strong> Boulevard and Colorado<br />
Avenue<br />
2. Broadway or Colorado Avenue between Yale and Berkeley Streets<br />
Zone WW [Reso. No. 9464, adopted 12/14/99, effective 6/1/00; amended by Reso. No.<br />
9654, adopted 4/10/01; amended by Reso. No. 9996, adopted 11/23/04]<br />
No vehicle shall be parked adjacent to any curb for more than 2 hours between the<br />
hours <strong>of</strong> 8 a.m. and 6 p.m. Monday—Saturday, and no vehicle shall be parked adjacent<br />
to any curb between the hours <strong>of</strong> 6 p.m. and 8 a.m. daily, except by permit on the<br />
following streets:<br />
1. 28th, 29th, 30th, 31st, 32nd, 33rd and 34th Streets between Pico Boulevard and<br />
Pearl Street<br />
2. Dorchester and Yorkshire Avenues between Pico Boulevard and the <strong>Santa</strong><br />
<strong>Monica</strong> Freeway<br />
3. Urban Avenue between Pico Boulevard and Yorkshire Avenue<br />
4. Kansas Avenue between Stewart Street and the <strong>Santa</strong> <strong>Monica</strong> Freeway<br />
No vehicle shall be parked adjacent to any curb for more than 2 hours between<br />
the hours <strong>of</strong> 8 a.m. and 6 p.m. Monday—Saturday, except by permit on the following<br />
streets:<br />
1. 27th Street between Pico Boulevard and Pearl Street<br />
Zone XX [Reso. No. 9596, adopted 11/14/00]<br />
No vehicle shall be parked adjacent to any curb between the hours <strong>of</strong> 7am and 2am<br />
daily, except by permit on the following streets:<br />
1. 9th, 10th, 11th, 12th and Euclid Streets between Wilshire Boulevard and<br />
Colorado Avenue<br />
2. Arizona Avenue between Lincoln Boulevard and 14th Street<br />
Vehicles displaying commercial parking permits shall be exempt from posted<br />
regulations from 9am to 6pm daily.<br />
Zone YY [Reso. No. 9620, adopted 2/13/01]<br />
No vehicle shall be parked adjacent to any curb for more than 2 hours between the<br />
hours <strong>of</strong> 9 a.m. and 10 p.m., daily, except by permit on the following streets:<br />
11
1. 26th Street and Princeton Street between Arizona Avenue and Washington<br />
Avenue<br />
2. Harvard Street and Yale Street between Arizona Avenue and Wilshire Boulevard<br />
3. Washington Avenue between 26th Street and Stanford Street<br />
No vehicle shall be parked adjacent to any curb between the hours <strong>of</strong> 9 a.m. and 10<br />
p.m., daily, except by permit on the following streets:<br />
1. 26th, Princeton, Harvard and Yale Streets between <strong>Santa</strong> <strong>Monica</strong> Boulevard and<br />
Arizona Avenue<br />
2. Arizona Avenue between 26th and Yale Streets<br />
Zone ZZ [Reso. No. 9703CCS, adopted 9/25/01; amended by Reso. No. 9768, adopted<br />
6/11/02; amended by Reso. No. 10025, adopted 3/8/05]<br />
No vehicle shall be parked adjacent to any curb for more than 2 hours between the<br />
hours <strong>of</strong> 8 a.m. and 6 p.m. daily, and no vehicle shall be parked adjacent to any curb<br />
between the hours <strong>of</strong> 6 p.m. and 8 a.m. daily, except by permit on the following streets:<br />
1. 5th, 6th and 7th Streets between Wilshire Boulevard and Montana Avenue<br />
2. California and Montana Avenues between 4th and 7th Streets<br />
3. Idaho and Washington Avenues between 4th Street and Lincoln Boulevard<br />
12
Attachment B<br />
Existing Regulations<br />
Expo Station @<br />
Olympic/26th<br />
agensys<br />
STEWART STREET<br />
LANTANA<br />
maintenance facility<br />
BUFFER PARK<br />
OLYMPIC BLVD<br />
EXPO LIGHT RAIL<br />
EXPOSITION BLVD<br />
IMAX<br />
BEACHBODY<br />
creative<br />
<strong>of</strong>fice<br />
<strong>City</strong> Limits<br />
34TH ST<br />
STEWART<br />
PA R K<br />
YORKSHIRE AVE<br />
DELAWARE AVE<br />
DORCHESTER AVE<br />
WARWICK AVE<br />
CENTINELA AVE<br />
<strong>City</strong> Limits<br />
VIRGINIA AVE<br />
I-10<br />
Legend<br />
No parking 8AM-8PM Mon-Fri, except by permit<br />
2 hour parking 8AM-8PM Mon-Fri, except by permit<br />
Pre-approved (petition needed)<br />
Petitioning Block
Attachment C<br />
Peak Parking Occupancy 8AM - 8PM<br />
Wednesday, August 29, 2012<br />
STEWART STREET<br />
STEWART<br />
PARK<br />
100% 8AM,<br />
9AM, 10AM,<br />
12PM, 2PM, 7PM<br />
91% 8PM BUFFER PARK 78% 1PM 90% 4PM<br />
55% 8PM<br />
40% 7PM<br />
LANTANA<br />
80% 1PM 54% 8PM<br />
YORKSHIRE AVE<br />
OLYMPIC BLVD<br />
EXPO LIGHT RAIL<br />
EXPOSITION BLVD<br />
69% 6PM 62% 6PM<br />
DORCHESTER AVE<br />
IMAX<br />
31% 7PM 51% 4PM<br />
DELAWARE AVE<br />
BEACHBODY<br />
93% 8AM,<br />
9AM, 10AM 22% 11AM<br />
VIRGINIA AVE<br />
30% 7PM<br />
92%<br />
5PM<br />
67% 6PM 78% 6PM<br />
WARWICK AVE<br />
100%<br />
12PM,<br />
1PM<br />
50% 1PM<br />
34TH ST<br />
64%<br />
3PM, 4PM<br />
34% 7PM<br />
CENTINELA AVE<br />
I-10<br />
Legend<br />
Peak Parking Occupancy<br />
85 - 100%<br />
67 - 84%<br />
0 - 66%<br />
Petitioning Block
Attachment C<br />
Peak Parking Occupancy 11AM - 2PM<br />
Saturday, August 25, 2012<br />
STEWART STREET<br />
STEWART<br />
PARK<br />
100% 11AM,<br />
12PM, 2PM 44% 11AM<br />
76% 11AM BUFFER PARK 67% 1PM 76% 11AM<br />
34% 11AM<br />
LANTANA<br />
67% 2PM 60% 1PM<br />
YORKSHIRE AVE<br />
OLYMPIC BLVD<br />
EXPO LIGHT RAIL<br />
EXPOSITION BLVD<br />
29% 2PM 60% 11AM<br />
DORCHESTER AVE<br />
21% 12PM 43% 1PM<br />
DELAWARE AVE<br />
40% 1PM 22% 1PM 28% 1PM<br />
VIRGINIA AVE<br />
I-10<br />
IMAX<br />
BEACHBODY<br />
62%<br />
12PM,<br />
1PM<br />
57% 11AM 57% 11AM<br />
WARWICK AVE<br />
29% 12PM<br />
34TH ST<br />
50%<br />
11AM, 12PM,<br />
1PM, 2PM<br />
67% 11AM<br />
33% 1PM<br />
CENTINELA AVE<br />
Legend<br />
Peak Parking Occupancy<br />
85 - 100%<br />
67 - 84%<br />
0 - 66%<br />
Petitioning Block
Attachment D<br />
Preferential Parking Community Meeting<br />
January 10, 2013<br />
• Concern about employees parking in neighborhood on weekdays<br />
• Spill over on to other blocks<br />
• Weekend parking is sometimes difficult<br />
• The streets are full during the day including 5pm<br />
• I would like 7 days a week no parking 8am to 8pm (many in favor)<br />
o Ditto, but I would like it to end at 11pm<br />
• Quarterly events at Beachbody result in parking in the neighborhood on weekends<br />
• There will be SMC students parking here once the parking lot on Stewart is closed<br />
• When Expo starts running, there will be little to no parking at Bergamot Station<br />
• Trains will run until 11 or midnight and Agensys will remain open until 30 mins after last train<br />
• Regulations on 34 th Street are working fine and I do not want a change<br />
• Preferential Parking is difficult when having many visitors in town<br />
• Concern about the maintenance yard and the employee parking generated by it<br />
• Imax validates parking for screening events and pays for more parking spaces than they need<br />
and asks visitors to park in the parking lot
13-B<br />
May 14, 2013<br />
CITY CLERK’S OFFICE - MEMORANDUM<br />
To:<br />
From:<br />
<strong>City</strong> Council<br />
Councilmembers Davis, Holbrook, and McKeown<br />
Date: May 14, 2013<br />
13-B: Request <strong>of</strong> Councilmembers Davis, Holbrook, and McKeown that the Council<br />
support commercial property tax reform that will require commercial<br />
properties to be reassessed regularly, while maintaining residential property<br />
owners' protections under Prop 13; and direct that our position be<br />
communicated to our lobbyist, our state legislators, and Governor Brown.<br />
ATTACHMENTS:<br />
1 – Public Policy Institue – <strong>Santa</strong> <strong>Monica</strong> College<br />
2 – Close the Corporate Loophole<br />
3 – LA Times: Prop. 13 Loophole Gives Edge to Big Players<br />
13-B<br />
May 14, 2013
13-C<br />
May 14, 2013<br />
CITY CLERK’S OFFICE - MEMORANDUM<br />
To:<br />
From:<br />
<strong>City</strong> Council<br />
Councilmember Winterer<br />
Date: May 14, 2013<br />
13-C: Request <strong>of</strong> Councilmember Winterer that the Council allocate $10,650 <strong>of</strong><br />
Council discretionary funds to the Ocean Park Association's Fourth <strong>of</strong> July<br />
Parade account as a grant to <strong>of</strong>fset <strong>City</strong> fees for this annual event.<br />
ATTACHMENT:<br />
<strong>City</strong> <strong>of</strong> <strong>Santa</strong> <strong>Monica</strong> 2013 Fourth <strong>of</strong> July Parade Cost Estimates<br />
(Scroll below to view)<br />
13-B<br />
May 14, 2013
<strong>City</strong> <strong>of</strong> <strong>Santa</strong> <strong>Monica</strong> 2013 Fourth <strong>of</strong> July Parade Cost Estimates<br />
Prepared May 2013<br />
Department Item Road closure<br />
8:00 am through<br />
parade<br />
completion<br />
Police Department Overtime plus equestrian cleanup ($300.) $5,800.00<br />
Fire Department Bike medic team, consisting <strong>of</strong> (2) ALS capable paramedics $1,200.00<br />
BBB Rerouting <strong>of</strong> bus lines & associated outreach $300.00<br />
Finance Parking Meters (including signs and stickers) - Total <strong>of</strong> 276<br />
parking meter spaces. 40 @ $2.00 per hour, 236 @$1.00 per<br />
hour which equals to $316.00 per hour; From 9:00am to 1:00pm<br />
is $1,264.00; and $316.00 / hour thereafter.<br />
$1,500.00<br />
Finance<br />
Parking for event organizers and volunteers in<br />
Civic Center Lot (100 validations @ $5 per validation) $ 500.00<br />
Finance<br />
Beach Parking Lot - No cost for dismissal only at completion.<br />
Any vehicle remains $10.00 for parking, $30.00 for reserved<br />
space. $ -<br />
Bike Valet (Starts one our before event and ends one hour after<br />
PCD<br />
event ends) $550.00<br />
Resource Recovery & Recycling Additional trash can collection $250.00<br />
Resource Recovery & Recycling Green containers for horse manure $ 50.00<br />
Misc. Expenses $500.00<br />
Total $ 10,650.00