Agenda - City of Santa Monica

CITY OF SANTA MONICA
REGULAR CITY COUNCIL MEETING AGENDA
CITY HALL COUNCIL CHAMBERS - 1685 MAIN STREET
TUESDAY, MAY 14, 2013
MEETING BEGINS AT 5:30 P.M.
CALL TO ORDER
PLEDGE OF ALLEGIANCE
ROLL CALL
(Please note that Agenda Items may be reordered during the Council meeting at the
discretion of the City Council.)
1. CLOSED SESSIONS:
1-A:
1-B:
1-C:
Conference with Labor Negotiator.
City Negotiator: Donna Peter, Director of Human Resources
Bargaining Units: Administrative Team Associates (ATA)
Management Team Associates (MTA)
Supervisory Team Associates (STA)
Conference with Legal Counsel – Anticipated Litigation: Anticipate
significant exposure to litigation pursuant to Government Code Section
54956.9 (d)(2) – 2 Cases - 1) Claim of Danny Galvan & Sandra Ramirez –
Claim Number 12-1050 2) 2009 La Mesa
Conference with Legal Counsel – Existing Litigation – Litigation has been
initiated formally pursuant to Government Code Section 54956.9 (d)(1) –
City of Santa Monica et al. v. California Department of Finance et al.,
Sacramento Superior Court Case Number 34-2013-80001383
The following is the order of business for items to be heard no earlier than 6:30 p.m.
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May 14, 2013

2. SPECIAL AGENDA ITEMS:
2-A:
2-B:
Proclamation declaring May 2013 as Mental Health Awareness Month in
Santa Monica (CCS)
Proclamation declaring May 2013 as Older Americans Month in Santa
Monica (CCS)
3. CONSENT CALENDAR: (All items will be considered and approved in one motion
unless removed by a Councilmember for discussion.)
3-A:
Approval of minutes for the March 12, 2013, City Council meeting.
3-B: Update to the Santa Monica Multi Hazard Functional Emergency Plan –
recommendation that City Council approve the update to the City of Santa
Monica Multi-hazard Functional Emergency Plan.
3-C: Big Blue Bus Unlimited Ride Transit Program with Santa Monica College –
recommendation to authorize the City Manager to negotiate and execute an
agreement to renew the “Any Line, Any Time” unlimited ride transit program
between the Big Blue Bus and Santa Monica College in the amount of
$1,317,040 for transit services provided during FY 2013-14.
3-D: Parking Facilities Tax and Business License Tax Audit Services –
recommendation to authorize the City Manager to negotiate and execute a twoyear
professional services agreement with MuniServices, in an amount not to
exceed $221,262 for parking facilities tax and business license tax audit
services.
3-E: Award Contracts for Annual Paving and Sidewalk Repair Project –
recommendation to authorize the City Manager to negotiate and execute a
contract with Toro Enterprises, Inc. in an amount not to exceed $2,404,836 for
Annual Paving and Sidewalk Repair Project; and a contract with Civil Source,
Inc. in an amount not to exceed $254,054 for construction management and
inspection services for the Annual Paving and Sidewalk Repair Project;
appropriate the budget changes; and authorize necessary changes.
3-F:
Contract Modification for Construction Services for the Universally
Accessible Playground Project – recommendation to authorize the City
Manager to negotiate and execute a first modification to Construction Contract
No. 9644 (CCS), with Micon Construction, Inc. in the amount of $102,762 to
provide additional construction services for the Universally Accessible
Playground, resulting in an amended contract with a new total amount not to
exceed $1,101,243 over a one-year period; and authorize necessary changes.
2
May 14, 2013

3-G:
3-H:
3-I:
3-J:
Award Bid for the Purchase and Delivery of Ford Parts – recommendation to
award Bid No. F4023a to Buerge Ford, Inc., in the amount of $45,000 for the
purchase and delivery of Ford Original Equipment Manufacturer (OEM) parts,
with two one-year renewal options, for a total amount not to exceed $135,000
over a three-year period.
Award Bid for Purchase of Nine Police Motorcycles – recommendation to
award Bid No. F4049 to Hollister Honda, in the amount of $234,433 for the
purchase and delivery of nine police motorcycles.
Award Construction Contract for the Inline Storm Drain Runoff Infiltration
Pilot Project – recommendation to authorize the City Manager to negotiate and
execute a contract with Blois Construction, Inc., in an amount not to exceed
$182,070 for the Inline Storm Drain Runoff Infiltration Pilot Project; and authorize
necessary changes.
Reject Bids for the Purchase and Delivery of Vehicle Filters and Miscellaneous
Parts – recommendation to reject all bids received on February 4, 2013 for the
purchase and delivery of vehicle filters and miscellaneous parts; and direct staff to
modify and reissue a bid in order to obtain the best bidder for vehicle filters and
miscellaneous parts.
3-K: Reject Bids for the Purchase of Three Animal Control Unit Vehicles –
recommendation to reject all bids received on February 15, 2013 for the
purchase and delivery of three new vehicles for the Police Department’s Animal
Control Unit; and direct staff to reissue a bid for new animal control vehicles after
a needs evaluation is completed.
4. STUDY SESSION:
4-A:
Sustainable Water Master Plan Status Update – recommendation to direct
staff to proceed with the Sustainable Water Master Plan (SWMP) and fully
develop Option 1; review and comment on SBx7-7 water use goal of 123 gallons
per capita per day (GPCD) and direct staff to change the next Urban Water
Management Plan (UWMP) SBx7-7 water use goal from 123 GPCD to 141
GPCD at the UWMP 2015 update; and direct staff to proceed with the water and
wastewater rate study.
3
May 14, 2013

7. ORDINANCES: (Public comment is permitted on ordinances for introduction and
first reading. No public discussion is permitted on ordinances for second reading and
adoption.)
7-A:
Introduction and first reading of an ordinance adopting Development
Agreement 12DEV-001 to allow a new 4-story mixed-use development
project consisting of 53 residential units and 6,664 Square Feet of ground
floor commercial space at 1318 2 nd Street.
8. STAFF ADMINISTRATIVE ITEMS:
8-A:
8-B:
Colorado Esplanade Final Design and Civic Center Specific Plan (CCSP)
Amendment – recommendation to approve the final design for the full Colorado
Esplanade as proposed, direct staff to prepare a bid package, and solicit bids for
the reduced footprint core project; and amend the Civic Center Specific Plan
(CCSP) to eliminate the 2 nd Street Bridge extension as a public improvement,
and replace with the planned Main to 2 nd Street alignment proposed by the
Colorado Esplanade project.
Resolution to support the Move to Amend Campaign – recommendation that
City Council adopt a resolution to Support the Move to Amend Campaign’s Call for
an amendment to the U.S. Constitution to abolish corporate personhood.
11. RESOLUTIONS:
11-A: Amendment and Expansion of Preferential Parking Zone E –
recommendation to amend Zone E regulations to “Two hour parking 9 a.m. to 6
p.m. and no parking 6 p.m. to 9 a.m. daily, except by permit” including the
following blocks: 21 st Place and 22 nd through 25 th Streets between San Vicente
Blvd and Carlyle Ave; 26 th Street between Georgina Ave./Brentwood Terrace and
Marguerita Ave./Baltic Street; Georgina and Carlyle Avenues between 21 st Place
and 25 th Streets and expand Zone E to include Georgina and Carlyle Avenues
between 25 th and 26 th Streets; and, approve a Resolution amending Preferential
Parking Zone E and amending Resolution 9344 (CCS) “Preferential Parking
Zones” by replacing Exhibit A.
11-B: Amendment of Preferential Parking Zone T – recommendation to amend Zone
T to “No parking 8 a.m. to 10 p.m. daily, except by permit” which includes the
following blocks: Exposition Blvd, Delaware Avenue, and Virginia Avenue
between Stewart Street and Centinela Avenue; Stewart Street, Yorkshire
Avenue, Dorchester Avenue, and Warwick Avenue between Exposition Blvd,
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May 14, 2013

and Virginia Avenue; 34 th Street between Exposition Blvd. and Delaware
Avenue; and approve Resolution 9344 (CCS) “Preferential Parking Zones” by
replacing Exhibit A.
13. COUNCILMEMBER DISCUSSION ITEMS:
13-A: Recommendation to accept Autumn Peebles’ resignation from the
Commission on the Status of Women and authorize the City Clerk to
publish the vacancy.
13-B: Request of Councilmembers Davis, Holbrook, and McKeown that the
Council support commercial property tax reform that will require
commercial properties to be reassessed regularly, while maintaining
residential property owners' protections under Prop 13; and direct that our
position be communicated to our lobbyist, our state legislators, and
Governor Brown.
13-C: Request of Councilmember Winterer that the Council allocate $10,650 of
Council discretionary funds to the Ocean Park Association's Fourth of July
Parade account as a grant to offset City fees for this annual event.
14. PUBLIC INPUT: (Public comment is permitted only on items not on the agenda
that are within the subject matter jurisdiction of the City. State law prohibits the City
Council from taking any action on items not listed on the agenda, including issues
raised under this agenda item.)
ADJOURNMENT.
Any documents produced by the City and distributed to a majority of the City Council
regarding any item on this agenda will be made available at the City Clerk's Counter
located at City Hall, 1685 Main Street, Santa Monica, and at the City’s public libraries
during normal business hours. Documents are also available at
http://www.smgov.net/departments/clerk/agendas.aspx.
For a free subscription to City Council Agendas sign up at http://www01.smgov.net/win
or call the City Clerk’s Office at (310) 458-8211.
Any member of the public unable to attend a meeting but wishing to comment on an
item(s) listed on the agenda may submit written comments prior to the meeting by
mailing them to: City Clerk, 1685 Main Street, Santa Monica, CA 90401. Comments
may also be e-mailed to: clerk@smgov.net
Si desea comunicarse con alguien en español, llame a nuestra oficina al (310) 458-8211 y
pida hablar con Esterlina Lugo.
5
May 14, 2013

City Hall and the Council Chamber is wheelchair accessible. If you require any special
disability related accommodations (i.e. sign language interpreting, access to an
amplified sound system, etc.), please contact the City Clerk’s Office at (310) 458-8211
or TDD: (310) 917-6626 at least 3 days prior to the scheduled meeting. This agenda is
available in alternate format upon request by calling the City Clerk’s Office.
Parking is available in front of City Hall and on Olympic Drive and in the Civic Center
Parking Structure (validation free).
6
May 14, 2013

(NOT APPROVED)
CITY OF SANTA MONICA
CITY COUNCIL MINUTES
MARCH 12, 2013
A regular meeting of the Santa Monica City Council was called to order by Mayor Pro Tem O’Day at
5:33 p.m., on Tuesday, March 12, 2013, at City Council Chambers, 1685 Main Street.
Roll Call: Present: Mayor Pro Tem Terry O’Day
Councilmember Gleam Davis
Councilmember Robert T. Holbrook
Councilmember Kevin McKeown
Councilmember Ted Winterer
Absent:
Also Present:
CONVENE/PLEDGE
CLOSED SESSIONS
Mayor Pam O’Connor
Councilmember Tony Vazquez
City Manager Rod Gould
City Attorney Marsha Jones Moutrie
Assistant City Clerk Denise Anderson-Warren
On order of the Mayor Pro Tem, the City Council convened at 5:33 p.m.,
with Councilmember Vazquez and Mayor O’Connor absent.
Councilmember Winterer led the assemblage in the Pledge of Allegiance.
Member of the public Catherine Eldridge commented on Item 1-B.
On order of the Mayor Pro Tem, the City Council recessed at 5:36 p.m., to
consider closed sessions and returned at 6:48 p.m., with Councilmember
Vazquez and Mayor O’Connor absent, to report the following:
1-A:
Conference with Legal Counsel – Existing Litigation: Menjivar
v. Murphy, City of Santa Monica, Los Angeles Superior Court
Case No. 115 430.
The City Attorney, Marsha Moutrie recommended approval of Settlement
Agreement No. 9717 (CCS) in the amount of $430,000 for a bus accident.
Motion by Councilmember Davis, seconded by Councilmember McKeown,
to approve Settlement Agreement No. 9717 (CCS), in the amount of
$430,000 for a bus accident. The motion was approved by the following
vote:
1 March 12, 2013

AYES: Councilmembers McKeown, Winterer, Holbrook, Davis,
Mayor Pro Tem O’Day
NOES: None.
ABSENT: Councilmember Vazquez, Mayor O’Connor
1-B:
Conference with Legal Counsel- Existing Litigation: Village
Trailer Park v. City of Santa Monica, Los Angeles Superior
Court Case No. BS141223
The City Attorney Marsha Moutrie recommended the approval of Process
Settlement Agreement No. 9718 (CCS), with the developer of the Village
Trailer Park property. Pursuant to this agreement the parties will:
Seek a stay of the lawsuit;
The Developer will submit a revised development agreement;
The Council will consider the new proposal on March 19 th and will
have complete discretion to approve or reject the proposal and to
suggest changes; the Developer may reject proposed changes;
If the revised proposed Development Agreement is ultimately
adopted and executed, the Developer will dismiss it’s lawsuit
against the City with prejudice, and release its claims against the
City.
Motion by Councilmember Davis, seconded by Councilmember Holbrook,
to approve the Settlement Agreement No. 9718 (CCS). The motion was
approved by the following vote:
AYES: Councilmembers Davis, Holbrook, Winterer, McKeown,
Mayor Pro Tem O’Day
NOES: None.
ABSENT: Councilmember Vazquez, Mayor O’Connor
1-C:
Conference with Legal Counsel – Anticipated Litigation:
Consideration of whether to initiate litigation pursuant to
Government Code Section 54956.9 (c) – 3 cases
The City Attorney advised that this matter was heard and no reportable
action taken.
1-D:
Conference with Legal Counsel – Anticipated Litigation:
Anticipate significant exposure to litigation pursuant to
Government Code Section 54956.9 (b) - 2 cases
The City Attorney advised that this matter was heard and no reportable
action taken.
2 March 12, 2013

CONSENT CALENDAR:
All items were considered and approved in one motion unless removed by a
Councilmember for discussion.
Members of the public Denise Barton and Jerry Rubin commented on
various Consent Calendar items.
Motion by Councilmember Holbrook, seconded by Councilmember
McKeown, to approve the Consent Calendar, reading resolutions by title
only and waiving further reading thereof. The motion was approved by the
following vote:
AYES: Councilmembers McKeown, Winterer, Holbrook, Davis,
Mayor Pro Tem O’Day
NOES: None.
ABSENT: Councilmember Vazquez, Mayor O’Connor
CANCEL MARCH
26 TH MEETING
3-A: Cancellation of a regular Council meeting scheduled for
Tuesday, March 26, 2013, due to observance of a religious holiday, was
approved.
WATER METERS 3-B: Purchase of Water Meters and Repair Parts – recommendation
to award a sole-source contract to Badger Meter, Inc. in the amount of
$60,000 per year for the purchase of water meters and repair parts over a
three-year term, for a total amount of $180,000, was approved.
PREVAILING WAGES 3-C: Prevailing Wage Monitoring for Affordable Housing
Construction – recommendation to authorize the City Manager to
negotiate and execute a fifth modification to Professional Services
Agreement No. 9052 (CCS) with Comprehensive Housing Services, Inc.
in the amount of $88,000 to provide federal and state prevailing wage
monitoring and Section 3 compliance for City-funded affordable housing
developments, resulting in a new total amount not to exceed $513,000
through June 30, 2014, was approved.
CONSULTING SERVICES 3-D: Movie Theater Consulting Services – recommendation to
authorize the City Manager to negotiate and execute a sixth modification to
Professional Services Agreement No. 8943 (CCS) with IJM
Enterprises, in the amount of $60,000 to provide consulting services
related to development of a cinema project in the Downtown, resulting in a
new total amount not to exceed $180,000, was approved.
1122 22 ND STREET 3-E: Resolution No. 10742 (CCS) entitled, “A RESOLUTION OF THE
CITY COUNCIL OF THE CITY OF SANTA MONICA DECLARING
CITY-OWNED PROPERTY AT 1122 22 ND STREET AS SURPLUS AND
TO COMMENCE INVITING BIDS FOR THE SALE OF REAL
PROPERTY,” was adopted.
3 March 12, 2013

CHARNOCK WELL 3-F: Agreement Modification for Technical Oversight and Support
Services for Charnock Well Field Restoration Project –
recommendation to authorize the City Manager to negotiate and execute a
third modification to Professional Services Agreement No. 8929 (CCS)
with WorleyParsons, in the amount of $369,336 to provide technical
oversight and support services for continued groundwater monitoring of the
Charnock Well Field Restoration Project; perform an evaluation to
optimize the granular activated carbon Treatment System; and perform a
siting study to evaluate potential sites for an Olympic basin treatment
facility. This will result in a 4-year amended agreement with a new total
amount not to exceed $1,269,336, and appropriate budget increases, was
approved.
ORDINANCES:
MAIN STREET
COMMERCIAL
DISTRICT
7-A: Second reading and adoption of Ordinance No. 2419 (CCS)
entitled, “AN ORDINANCE OF THE CITY COUNCIL OF THE CITY
OF SANTA MONICA AMENDING SANTA MONICA MUNICIPAL
CODE SECTION 9.52.135 TO ELIMINATE THE MARCH 31, 2013
SUNSET PROVISION IN THIS SECTION WHICH PERMITS
BUSINESSES LOCATED WITHIN THE MAIN STREET
COMMERCIAL DISTRICT TO UTILIZE A SINGLE PORTABLE SIGN
TO PROMOTE THEIR RESPECTIVE BUSINESS PROVIDED THE
SIGN MEETS SPECIFIES REQUIREMENTS,” was presented.
Motion by Councilmember Davis, seconded by Councilmember Winterer,
to adopt Ordinance No. 2419 (CCS), reading by title only and waiving
further reading thereof. The motion was approved by the following vote:
AYES: Councilmembers Davis, Holbrook, Winterer, McKeown,
Mayor Pro Tem O’Day
NOES: None.
ABSENT: Councilmember Vazquez, Mayor O’Connor
TRANSPORTATION
IMPACT FEE
7-B: Second reading and adoption of Ordinance No. 2420 (CCS)
entitled, “AN ORDINANCE OF THE CITY COUNCIL OF THE CITY
OF SANTA MONICA ADDING CHAPTER 9.73 TO THE SANTA
MONICA MUNICIPAL CODE ESTABLISHING THE
TRANSPORTATION IMPACT FEE PROGRAM, THE
TRANSPORTATION IMPACT FEE, AND ESTABLISHING AN
ADJUSTMENT AND WAIVER PROVISION,” was presented.
Motion by Councilmember Davis, seconded by Councilmember Winterer,
to adopt Ordinance No. 2420 (CCS), reading by title only and waiving
further reading thereof. The motion was approved by the following vote:
4 March 12, 2013

AYES: Councilmembers McKeown, Winterer, Holbrook, Davis,
Mayor Pro Tem O’Day
NOES: None.
ABSENT: Councilmember Vazquez, Mayor O’Connor
SUSTAINABLE BILL OF
RIGHTS
Councilmember Winterer was
excused at 7:28 p.m.
Councilmember Holbrook
was excused at 7:28 p.m.
RECESS
Councilmember Winterer
returned at 7:30 p.m.
7-C: Introduction and First Reading of an Ordinance Establishing
Sustainable Rights for Santa Monica residents and the natural
environment, was presented.
Ryan Sindon, Gillian Ware, Denise Barton, Marianne Simon, Mark Gold,
Leslie Tamminen, Jerry Rubin, Robert Lempest, Benjamin Kay, Kathy
Knight, Harvey Eder, Michael Tarbet, Cris Gutierrez, Louis Steiner, Steven
Johnson, Christel Anders, Marcy Winograd, Zina Josephs, Linda Piera-
Avila, Katie Oran, Aubrey Dondick, and Michael Broadsky spoke in
support of the recommendation.
On order of the Mayor Pro Tem, Council recessed at 7:29 p.m. due to a
lack of quorum, and returned with a quorum at 7:30 p.m., with
Councilmembers Vazquez, Holbrook, and Mayor O’Connor absent.
Motion by Councilmember McKeown, seconded by Councilmember
Winterer, to approve the recommendation with the amendment to Section
4.75.040(b) of the Ordinance to read as follows: Natural Communities and
ecosystems possess fundamental and inalienable rights to exist and flourish
in the City of Santa Monica. To effectuate those rights on behalf of the
environment, residents of the City may bring actions to protect these
natural communities and ecosystems, defined as: groundwater aquifers,
atmospheric systems, marine waters, and native species within the
boundaries of the City. The motion was approved by the following vote:
AYES:
NOES:
ABSENT:
Councilmembers Davis, Winterer, McKeown,
Mayor Pro Tem O’Day
None.
Councilmembers Holbrook, Vazquez, Mayor O’Connor
STAFF ITEMS:
BERGAMOT AREA PLAN
RECESS
8-A: Draft Bergamot Area Plan – recommendation that City Council
review and comment on the goals, policies and strategies in the Draft
Bergamot Area Plan; and direct staff to proceed with California
Environmental Quality Act (CEQA) review based on Council input, and
return with a final draft Plan and CEQA compliance documentation for
Council action after Planning Commission review, was presented.
On order of the Mayor Pro Tem, Council recessed at 8:35 p.m., and
returned at 8:44 p.m., with Councilmembers Vazquez, Holbrook, and
Mayor O’Connor absent.
5 March 12, 2013

Members of the public Stephen Youngerman, Jerry Rubin, Michael Tarbet,
Dale Goldsmith, Crystal Andersen, Zina Josephs, Valerie Griffin, Dave
Rand, Mary Marlow, Kent Strumpell, William Turner, John Smith, and
Stephen Chao spoke either in opposition of the plan or expressed concerns
and had suggestions to improve the plan.
Members of the public Ed Horowitz, Walter Meyer, and Jade Wollman
spoke in support of the plan.
Questions were asked of staff including, but not limited to: decrease in
residential parking standards; more jobs than housing and trip savings
citywide; average unit size versus affordability; artist live/work spaces;
green space/public park in the middle of the land and who owns it; unbundling
parking for deed restricted affordable housing; Michigan Avenue
becoming a bike boulevard; developing design standards and architecture;
trip reduction strategies (extending Big Blue Bus service), and circulation
strategies. Staff responded and answered questions satisfactorily.
Discussion ensued on the information presented and public comment
related to the Plan. Council provided ideas and preferences for the project
including, but not limited to: considering senior housing and physical
requirements; design guidelines (rigid step-back measurements); green
space in a broad sense (public pool, tennis courts, public gym, dog parks,
other recreational facilities); good ground floor height ratio for retail;
artistic design; un-bundling parking for affordable housing; matching
people who work in the City with affordable housing lists; parking
structures and rates; minimum unit sizes; traffic operations; community
benefits; the new community being family friendly including possibility for
a new school; housing creation; provision for Open Space; creating a
north/south connection; building heights throughout the plan; and a mixeduse
creative district.
Motion by Councilmember McKeown, seconded by Councilmember Davis,
to approve the recommendation. The motion was approved by the
following vote:
AYES: Councilmembers McKeown, Davis, Winterer,
Mayor Pro Tem O’Day
NOES: None.
ABSENT: Councilmember Vazquez, Holbrook, Mayor O’Connor
RECESS
On order of the Mayor Pro Tem, Council recessed at 10:22 p.m., and
returned at 10:31 p.m. with Councilmembers Vazquez, Holbrook, and
Mayor O’Connor absent.
6 March 12, 2013

ANNOUNCEMENTS Upon returning, Mayor Pro Tem O’Day made a couple announcements: 1)
congratulations to the City for being one of five winners of the Bloomberg
Philanthropies’ Mayors Challenge, which comes with a $1 million grant
award; and, 2) sad news, Councilmember Holbrook’s mother had been ill,
and unfortunately passed away this evening. Condolences go out to
Councilmember Holbrook and his family.
PUBLIC HEARINGS:
STREETLIGHT
ASSESSMENT
9-A: Public Hearing and Resolution to Confirm Assessment Costs for
the 15 th Street Streetlight Assessment Project – recommendation to hold
a public hearing, receive comment, and adopt Resolution No. 10736
(CCS) entitled, “A RESOLUTION OF THE CITY COUNCIL OF THE
CITY OF SANTA MONICA APPROVING ASSESSMENT DIAGRAM
DEPICTED IN CITY ENGINEER’S DRAWING SERIES NO. 10109-A
AND CONFIRMING ASSESSMENT COSTS FOR THE STREET
LIGHTING IMPROVEMENTS ON 15 TH STREET WITHIN THE CITY
OF SANTA MONICA,” was presented.
There was no one present for public comment.
Motion by Councilmember McKeown, seconded by Councilmember
Winterer, to approve staff recommendation and adopt Resolution No.
10736 (CCS), reading by title only and waiving further reading thereof.
The motion was approved by the following vote:
AYES: Councilmembers Davis, Winterer, McKeown,
Mayor Pro Tem O’Day
NOES: None.
ABSENT: Councilmembers Holbrook, Vazquez, Mayor O’Connor
RESOLUTIONS:
PREFENTIAL PARKING
ZONE NN
11-A: Establishment of Preferential Parking Zone NN and Clarifying
Existing Preferential Parking Regulations – recommendation that the
City Council: establish Preferential Parking Zone NN to include: on
Lincoln Blvd. through 14 th Street between Idaho and California Avenues,
15 th Street between Idaho and Washington Avenues, and Washington
Avenue between Lincoln Boulevard and 16 th Street the regulations will be:
“Two hour parking 9 a.m. to 6 p.m. daily and no parking 6 p.m. to 2 a.m.
daily, except by permit.”; on Montana and Idaho Avenues between 17 th and
20 th Streets, Washington Avenue between 16 th and 17 th Streets, and 17 th
Streets between Idaho and Washington Avenues, and 18 th and 19 th Streets
between Montana and Washington Avenues the regulations will be: “Two
hour parking 9 a.m. to 10 p.m. daily, except by permit.”; and, adopt
Resolution No. 10737 (CCS) entitled: “A RESOLUTION OF THE CITY
COUNCIL OF THE CITY OF SANTA MONICA ESTABLISHING
PREFERENTIAL PARKING ZONE NN, AND AMENDING
RESOLUTION 9344 “PREFERENTIAL PARKING ZONES” CCS BY
REPLACING EXHIBIT A, was presented.
7 March 12, 2013

Members of the public John McDowell, Joleigh Sherwood, Chris Kresch,
and Thomas Lofaro spoke in support of the recommendation.
Motion by Councilmember McKeown, seconded by Councilmember Davis,
to approve the establishment of Preferential Park Zone NN and adopt
Resolution No. 10737(CCS), reading by title only and waiving further
reading therof. The motion was approved by the following vote:
AYES: Councilmembers McKeown, Winterer, Davis,
Mayor Pro Tem O’Day
NOES: None.
ABSENT: Councilmembers Holbrook, Vazquez, Mayor O’Connor
Council directed staff to: take a look at changing the meaning of
Preferential Parking to possibly include a pilot program that charges nonresidents
to park on the streets instead of having residents pay to restrict
parking on their streets; and, to return with a possible modification to the
two-block rule for Preferential Parking.
COUNCIL ITEMS:
RECREATION AND
PARKS COMMISSION
AIRPORT COMMISSION
13-A: Appointment to one unscheduled vacancy on the Recreation
and Parks Commission for a term ending on June 30, 2015, was
continued to a future meeting.
13-B: Recommendation to accept Ofer Grossman’s resignation from
the Airport Commission and authorize the City Clerk to publish the
vacancy, was presented.
Motion by Councilmember Winterer, seconded by Councilmember
McKeown, to approve the recommendation, with regrets. The motion was
unanimously approved by voice vote, with Councilmembers Vazquez,
Holbrook, and Mayor O’Connor absent.
PUBLIC INPUT:
ADJOURNMENT
Members of the public Denise Barton and Roberto Gomez commented on
various local issues.
On order of the Mayor Pro Tem, the City Council meeting was adjourned at
10:53 p.m. in memory of Sergeant Loran “Butch” Baker, Detective
Elizabeth Chase Butler, and Dr. Robert Howard Rubin.
ATTEST:
APPROVED:
Denise Anderson-Warren
Assistant City Clerk
Terry O’Day
Mayor Pro Tempore
8 March 12, 2013

City of Santa Monica
SEMS/NIMS
Multi Hazard Functional
Emergency Plan
2013

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City Disclaimer:
This Multi Hazard Functional Emergency Plan is written in compliance with
California’s Standardized Emergency Management System and the
National Incident Management System. The plan is developed with a multihazard
perspective to make it applicable to the widest range of
emergencies and disasters, both natural and manmade. However, Incident
Commanders and Emergency Operations Center Directors retain the
flexibility to modify procedures and/or organization structure as necessary
to accomplish the emergency/disaster response and recovery missions in
the context of a particular hazard scenario.
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Multi Hazard Functional Emergency Plan
Table of Contents
GENERAL ...................................................................................................................... 7
SEMS ........................................................................................................................... 19
NIMS ............................................................................................................................. 29
ICS .............................................................................................................................. 33
MANAGEMENT POSITIONS & DUTIES ...................................................................... 35
OPERATIONS POSITIONS & DUTIES ........................................................................ 79
PLANNING POSITIONS & DUTIES ........................................................................... 131
LOGISTICS POSITIONS & DUTIES ........................................................................... 177
FINANCE POSITIONS & DUTIES ............................................................................... 225
THREAT SUMMARY AND ASSESSMENT FOR THE CITY OF SANTA MONICA ... 251
Threat Assessment 1: Major Earthquake .................................................................... 255
Threat Assessment 2: Hazardous Material Incident .................................................... 271
Threat Assessment 3: Severe Storms & Flooding ....................................................... 275
Threat Assessment 4: Reservoir/Dam Flooding .......................................................... 277
Threat Assessment 5: Transportation: Major Air Crash ............................................... 279
Threat Assessment 6: Civil Unrest .............................................................................. 285
Threat Assessment 7: Terrorism ................................................................................. 287
Threat Assessment 8: Tsunami ................................................................................... 295
Threat Assessment 9: Fire .......................................................................................... 303
Threat Assessment 10: Landslides ............................................................................. 307
Threat Assessment 11: Windstorms............................................................................ 309
MUTUAL AID .............................................................................................................. 315
EMERGENCY OPERATIONS .................................................................................... 327
CONTINUITY OF GOVERNMENT .............................................................................. 349
EMERGENCY PROCLAMATION PROCESS ............................................................ 353
SUPPORTING DOCUMENTATION CONTENTS ....................................................... 357
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6

GENERAL
This Multi Hazard Functional Emergency Plan addresses the City of Santa Monica’s
planned response to emergency/disaster situations associated with natural disasters,
technological incidents and national security emergencies. The plan does not address
day-to-day emergencies or the well-established and routine procedures used in coping
with such emergencies. Instead, the operational concepts reflected in this plan focus on
large-scale events.
This plan is a preparedness document designed to be read, understood and exercised
prior to an emergency/disaster. The plan incorporates the concepts and principles of
the California Standardized Emergency Management System (SEMS), National Incident
Management System (NIMS) and the Incident Command System (ICS) into the
emergency operations of the City of Santa Monica. This plan is flexible enough to use
in all emergencies and will facilitate response and short-term recovery activities.
Assumptions
The City of Santa Monica is hereafter referred to as the ―City‖ in this plan unless
otherwise noted.
The City is responsible for emergency/disaster actions and will commit all available
resources to save lives, minimize injury to persons, minimize damage to property
and preserve the environment.
The City will utilize SEMS and NIMS in emergency/disaster response operations.
The City will use the Incident Command System (ICS) and the Multi-agency
Coordination System (MACS) at all incidents and events.
The Director of Emergency Services and/ or Office of Emergency Management will
coordinate the City’s disaster response. The City is part of the Los Angeles County
Operational Area.
The Los Angeles County Operational Area is hereafter referred to as the
―Operational Area‖ in this plan unless otherwise noted.
Mutual aid assistance will be requested when disaster response and relief
requirements exceed the City’s ability to meet them.
7

Scope
This Multi Hazard Functional Emergency Plan:
Defines the scope of preparedness and incident management activities.
Describes the organizational structures, roles and responsibilities, policies and
protocols for providing emergency support.
Facilitates response and short-term recovery activities.
Is flexible enough for use in all emergencies/disasters.
Describes the purpose, situation and assumptions, concept of operations,
organization, assignment of responsibilities, administration and logistics, plan
development and maintenance, authorities and references.
Pre-designates jurisdictional and/or functional area representatives to the Incident
Command, Unified Command and the Emergency Operations Center (EOC)
whenever possible to facilitate responsive and collaborative incident management.
Emergency/Disaster Management Goals
Provide effective life safety measures and reduce property loss.
Provide for the rapid resumption of community services.
Provide accurate documentation required for cost recovery efforts.
Protection of the built and natural environment.
Organization of the Multi Hazard Functional Emergency Plan
Basic Plan - Overall organizational and operational concepts of preparedness,
response, recovery, mitigation, an overview of potential hazards and a description of the
emergency/disaster response organization. Checklists and supporting documents for
each function/position.
Supporting Documentation − Hazard specific plans, operational plans, standard
operating procedures, etc.
Activation of the Multi Hazard Functional Emergency Plan
On the order of the City Manager, Assistant City Manager, Emergency Manager,
Chief of Police, Chief of Fire Department, Director of Public Works.
When the Governor has proclaimed a State of Emergency in an area including the
City of Santa Monica.
Automatically on the proclamation of a State of War Emergency as defined in
California Emergency Services Act (Chapter 7, Division 1, Title 2, California
Government Code).
A Presidential declaration of a National Emergency.
8

Automatically on receipt of an attack warning or the confirmation of a nuclear
detonation.
Maintenance of the Multi Hazard Emergency Functional Plan
The Multi Hazard Functional Emergency Plan will be reviewed regularly to ensure that
plan elements are valid and current. Changes in government structure and emergency
response organizations will also be considered in the Multi Hazard Functional
Emergency Plan revisions. The City’s Office of Emergency Management is responsible
for making revisions to the Multi Hazard Functional Emergency Plan and will prepare,
coordinate, publish and distribute any necessary changes to the plan
The City Attorney’s Office will also review documents that provide the legal basis for
emergency planning to ensure conformance to SEMS/NIMS requirements and modify
the Multi Hazard Functional Emergency Plan as necessary.
9

PLAN DISTRIBUTION LIST
Departments/Agencies receiving
copies of the Multi Hazard Functional Emergency Plan
# of
Copies:
CalEMA, Southern Region 1
Area A DMAC (CD Rom version)
CD
City Emergency Operations Center 5
Mayor/City Council 14
Director of Emergency Services (City Manager) 1
10

PLAN RECORD OF REVISIONS
Date Section Page Numbers Entered By
11

Purpose
The Basic Plan addresses the City's planned response to natural or human-caused
disasters. It provides an overview of operational concepts, identifies components of the
City’s emergency/disaster management organization within the Standardized
Emergency Management System (SEMS) and the National Incident Management
System (NIMS). It describes the overall responsibilities of the federal, state and county
entities and the City for protecting life and property and assuring the overall well-being
of the population.
Preparedness Elements
The City will place emphasis on:
Emergency/disaster planning.
Training of full-time, auxiliary and reserve personnel and volunteers.
Public awareness and education.
Identifying the resources needed to cope with emergency/disaster response.
Emphasis will also be placed on prevention and mitigation measures to reduce losses
from disasters, as detailed in the City’s Local Hazard Mitigation Plan.
Concept of Operations
Operations involve a full spectrum of response activities, from a minor incident, to a
major earthquake, to a nuclear detonation. There are a number of similarities in
operational concepts for responding to natural and man-made disasters. Some
emergencies/disasters will be preceded by a build-up or warning period, providing
sufficient time to warn the population and implement mitigation measures designed to
reduce loss of life and property damage. Other emergencies occur with little or no
advance warning, thus requiring immediate activation of the emergency/disaster
operations plan and commitment of resources. All Departments and Divisions must be
prepared to respond promptly and effectively to any emergency/disaster, including the
provision and utilization of mutual aid.
Emergency Management Phases:
There are typically four phases of Emergency Management:
Mitigation
Preparedness
Response
Recovery
12

Mitigation Phase
Mitigation efforts occur both before and following disasters. Post-disaster mitigation is
part of the recovery process. Eliminating or reducing the impact of hazards which exist
within the City and are a threat to life and property are part of the mitigation efforts.
Mitigation efforts are ongoing and are intended to minimize the impacts of disasters to
the community.
Mitigation tools include:
City’s Local Hazard Mitigation Plan.
Local ordinances & statutes (zoning ordinance, building codes & enforcement, etc.).
Structural measures.
Tax levee or abatements.
Public information and community relations.
Land use planning.
Professional training.
Alerting and Notification utilizing SM Alerts.
Preparedness Phase
The preparedness phase involves activities taken in advance of an emergency/disaster.
These activities help develop operational capabilities for disaster response. These
actions might include mitigation activities, emergency/disaster planning, training,
exercises and public education. The agencies and departments identified in this plan as
having either a primary or support role relative to response and recovery will utilize
standard operating procedures (SOPs) and checklists detailing personnel assignments,
policies, notification rosters and resource lists. Personnel should be acquainted with
these SOPs and checklists through periodic training in the activation and use of
procedures.
Day to Day
The preparedness phase involves activities undertaken in advance of an emergency.
Disaster plans are developed and revised to guide disaster response and increase the
readiness of available resources.
Planning activities include:
Developing hazard analysis.
Writing mutual aid plans.
Developing standard operating procedures (SOPs) and checklists.
Training personnel and volunteers.
Improving public information and communications systems.
13

Developing systems for logistical support and financial accountability, i.e. disaster
accounting system, pre-approved disaster contacts, vendor lists.
Develop and implement a plan for photo documentation of pre-disaster condition of
public buildings and infrastructure.
Review and update emergency/disaster plans, standard operating procedures
(SOPs) and resources listings.
Review emergency purchasing agreements and contractor/vendor lists.
Review disaster cost accounting procedures.
Disseminate accurate and timely public information.
Accelerate training of all staff and volunteers.
Recruit volunteers as Disaster Services Workers.
Prepare resources for possible mobilization.
Test warning and communications systems.
Response Phase
Pre-Emergency/Disaster
When a disaster is inevitable, actions are precautionary and emphasize protection of
life. Typical responses might be:
Evacuation of threatened populations to safe areas.
Advising threatened populations of the emergency/disaster and notifying them of
safety measures to be implemented.
Advising the Operational Area of the emergency/disaster.
Identifying the need for and requesting mutual aid.
Consider activation of the City Emergency Operations Center (EOC).
Consider Proclamation of a Local Emergency by local authorities.
Emergency/Disaster Response
During this phase, emphasis is placed on saving lives and property, control of the
situation and minimizing effects of the disaster. Immediate response is accomplished
within the affected area by local government, the private sector and volunteer agencies.
The EOC will give priority to the following operations:
Protection of lives.
Protection of property.
Preservation of the environment.
Dissemination of accurate and timely information and warning to the public.
Situation analysis.
Resource allocation and tracking.
Evacuation and rescue operations.
Medical care operations.
Coroner operations.
14

Care and shelter operations.
Perimeter and access control.
Public health operations.
Photographic documentation of all disaster damage to public property.
Restoration of vital services and utilities.
Protecting the environment.
Ensuring plans are in place to accommodate members of the community with
Access and Functional Needs.
When local resources are committed or are anticipated to be fully committed and
additional resources are required, requests for mutual aid will be initiated through the
Operational Area. Fire and law enforcement agencies will request or render mutual aid
directly through existing mutual aid channels.
Depending on the severity of the emergency/disaster, the local Emergency Operations
Center (EOC) may be activated and a Local Emergency may be proclaimed. If a Local
Emergency is proclaimed, the EOC must be activated.
Sustained Disaster Operations
In addition to continuing life and property protection operations, mass care, relocation,
of displaced persons and damage assessment operations will be continued until
conditions are stabilized.
Recovery Phase
Recovery is both short-term activity intended to return critical systems to operation and
long-term activity designed to return life to normal in the community.
The City will implement economic recovery plans, mitigation plans and local legislative
strategies necessary to promote recovery. City departments will review impacts on
programs, and the City will aggressively pursue state and federal assistance for local
recovery.
The City will work with community partners and outside agencies in an effort to provide
some short-term assistance to disaster victims. Local Assistance Centers (LACs) or
telephone call centers may also be established, providing a "one-stop" service to begin
the process of receiving federal, state and local recovery assistance for the community.
The recovery period has major objectives which may overlap, including:
Reunification of families.
Restoring government and community services.
Rebuilding damaged property.
Identifying and mitigating hazards caused by the disaster.
Recovering disaster costs associated with response and recovery efforts.
15

The following recovery issues are addressed in Supporting Documentation:
The recovery organization.
The recovery damage assessment organization and responsibilities.
Recovery documentation procedures.
Recovery After-Action Reports.
Recovery Disaster Assistance (programs, purpose, restrictions and application
process).
Hazard Identification and Analysis
A Hazard Identification and Analysis is part of this plan.
addressed in the City’s Local Hazard Mitigation Plan.
Hazard analysis is also
Public Awareness and Education
The public's response to any emergency/disaster is based on an understanding of the
nature of the emergency/disaster, the potential hazards, the likely response of
emergency services and knowledge of what individuals and groups should do to
improve their ability to prepare for, respond to, and recover from disasters.
Pre-disaster awareness and education programs must be viewed as equal in
importance to all other preparations for emergencies and receive an adequate level of
planning. These ongoing programs are coordinated among local, state and federal
officials to ensure their contribution to emergency preparedness and response
operations. Emergency Public Information procedures are addressed in the Alerting
and Warning sections of the Plan and detailed procedures and checklists regarding
public information are included.
Access and Functional Needs Considerations for Local Government
Emergency preparedness and response programs must be made accessible to people
with Access and Functional Needs and is required by the Americans with Disabilities
Act of 1990 (ADA). Disabilities include but are not limited to mobility, vision, hearing,
cognitive disorders, mental illnesses and language barriers. (See Supporting
Documentation).
Included in the City’s planning efforts for those with disabilities are:
Notification and warning procedures.
Evacuation considerations.
Emergency transportation issues.
Sheltering requirements.
Accessibility to medications, refrigeration and back-up power.
Accessibility for mobility devices or service animals while in transit or at shelters.
Accessibility to emergency information.
16

Disaster Animal Care Considerations for Local Government
The PETS Act (Pets Evacuation and Transportation Standards Act of 2006) directs that
state and local emergency preparedness plans address the needs of people with pets
and service animals after a major disaster, including the rescue, care and sheltering of
animals. Santa Monica Animal Control will be the lead agency in planning and
response for animal care issues related to disaster preparedness, response, and
recovery. An annex addressing these needs is included in Supporting Documentation.
Training and Exercises
The Office of Emergency Management will conduct regular training and exercising of
City staff in the use of this plan and other specific training as required for compliance
with both SEMS and NIMS. The Office of Emergency Management is responsible for
coordinating, scheduling and documenting training, exercises and After-Action and
Corrective Action Reports.
Training includes classroom instruction and drills. All staff who may participate in
emergency response in the EOC, in Department Operating Centers (DOCs) or at the
field level must receive appropriate Standardized Emergency Management System
(SEMS)/National Incident Management System (NIMS)/Incident Command Systems
(ICS) training.
Regular exercises are necessary to maintain the readiness of operational procedures.
Exercises provide personnel with an opportunity to become thoroughly familiar with the
procedures, facilities and systems which will be used in a disaster.
There are several forms of exercises:
Tabletop exercises provide a convenient and low-cost method designed to
evaluate policies, plans and procedures and resolve coordination and responsibility
issues. Such exercises are a good way to test the effectiveness of policies and
procedures.
Functional exercises usually take place in the EOC and simulate an emergency in
the most realistic manner possible, without field activities. They are used to test or
evaluate the capabilities of one or more functions, such as communications, public
information or overall city response.
Full-scale exercises simulate an actual emergency, typically involving personnel in
both the field and EOC levels and are designed to evaluate operational capabilities.
After an exercise or actual event, After Action and Corrective Action Reports may be
written.
The City has developed an exercise program that provides periodic exercises for EOC,
DOC and field personnel under SEMS/NIMS.
17

Alerting and Warning
Warning is the process of alerting government agencies and the general public to the
threat of imminent danger. Santa Monica utilizes ―SMAlerts‖, an internal mass
notification and warning system to alert both City staff and the community at large, in
times of emergencies. The SM Alerts usage policy is included in Supporting
Documentation.
18

STANDARDIZED EMERGENCY MANAGEMENT SYSTEM
(SEMS)
The Standardized Emergency Management System was formally adopted by the City of
Santa Monica on November 9 th , 1999, for managing response to multi-agency and
multi-jurisdiction emergencies and to facilitate communications and coordination
between all levels of the system and among all responding agencies.
SEMS (Government Code Section 8607(a)) incorporates the use of the Incident
Command System (ICS), the Master Mutual Aid Agreement and existing mutual aid
systems, the Operational Area Concept and multi-agency or inter-agency coordination.
The National Incident Management System (NIMS) was formally adopted by the City of
Santa Monica on March 28 th , 2006. NIMS principles and components have been
integrated into the planning for emergency preparedness, response, and recovery of the
Santa Monica Multi Hazard Functional Emergency Plan.
SEMS consists of five organizational levels: field response, local government,
operational area, regional and state.
Field Response Level
The field response level is where emergency response personnel and resources carry
out tactical activities. SEMS and NIMS regulations require the use of the Incident
Command System (ICS) at the field response level of an incident. The ICS field
functions are: command, operations, planning/intelligence, logistics and
finance/administration.
Requests for any resources or support that cannot be obtained at the field level are sent
to the City Emergency Operations Center (EOC).
Local Government Level
Local governments include cities, counties and special districts. Local governments
manage and coordinate the overall emergency/disaster response and recovery activities
in their jurisdictional EOC. Local governments are required to use SEMS when their
EOC is activated or a local emergency is proclaimed in order to be eligible for state
funding of response-related personnel costs. Local governments shall provide the
following functions in the EOC: management, operations, planning/intelligence, logistics
and finance/ administration.
19

The City EOC will submit all requests for resources that cannot be obtained through
local sources, along with other pertinent disaster information, to the Operational Area.
Local jurisdictions are responsible for overall direction of personnel and equipment
provided for emergency/disaster operations through mutual aid (Government Code
Section 8618). The City requests all mutual aid (except fire and law) through the
Operational Area. Fire and law mutual aid is coordinated through the designated
Regional Fire and Law Coordinators.
All local governments are responsible for coordinating with the field response level,
other local governments and the operational area. Local governments are also
responsible for providing mutual aid within their capabilities.
SEMS Requirements for Local Governments
The City will comply with SEMS regulations in order to be eligible for state funding of
response-related personnel costs and will use SEMS when:
A local emergency is proclaimed, or
The local government EOC is activated.
Establish coordination and communications with Incident Commanders either:
Through department operations centers (DOCs) to the EOC, when activated, or
Directly to the EOC, when activated.
Use existing mutual aid systems for coordinating fire and law enforcement resources.
Establish coordination and communications between the City EOC and any state or
local emergency response agency having jurisdiction at an incident within the City.
Use multi-agency or inter-agency coordination to facilitate decisions for overall local
government level disaster/emergency response activities.
City Responsibilities under SEMS/NIMS
The integration of SEMS/NIMS will be a cooperative effort of all departments and
agencies within the City that have a disaster/emergency response role. The Office of
Emergency Management is the Point of Contact for SEMS/NIMS compliance for the
City with responsibilities for:
Communicating information within the City on SEMS/NIMS requirements and
guidelines.
Coordinating SEMS/NIMS compliance among departments and agencies.
Incorporating SEMS /NIMS into the City’s procedures.
Incorporating SEMS/NIMS into the City’s emergency ordinances, agreements,
memorandum of understandings, etc.
20

Identification of special districts that operate or provide services within the City. The
disaster/emergency role of these special districts should be determined and
provisions made for coordination during emergencies.
Identification of local volunteer and private agencies that have a disaster/emergency
response role.
Operational Area (Los Angeles County Operational Area)
Under SEMS, the operational area is defined in the California Emergency Services Act
as the intermediate level of the state's emergency services organization, consisting of a
county and all political subdivisions within the county area. Political subdivisions include
cities, counties and special districts. The operational area is responsible for:
Coordinating information, resources and priorities among local governments within
the operational area.
Coordinating information, resources and priorities between the regional level and the
local government level.
Using multi-agency or inter-agency coordination to facilitate decisions for overall
operational area level emergency response activities.
In compliance with SEMS regulations, 0n July 5, 1995, the Los Angeles County Board
of Supervisors adopted a formal resolution establishing the Los Angeles County
Operational Area, which includes Santa Monica. An Operational Area Advisory Board
was formed which meets quarterly. The cities within Los Angeles County are
represented on this Board by the Disaster Management Area Coordinators (DMACs).
Los Angeles County Office of Emergency Management (OEM) is the coordinating
agency for the Operational Area.
When the Operational Area EOC is activated, the Sheriff of Los Angeles County,
designated by County Ordinance, is the Operational Area Coordinator and has the
overall responsibility for coordinating and supporting emergency/disaster operations
within the County. The Operational Area is the focal point for information sharing and
resource requests by cities. The Operational Area submits all requests for resources
that cannot be obtained within the County, and other relevant information, to CalEMA
Southern Region.
The Los Angeles County EOC will fulfill the role of the Operational Area EOC.
Activation of the Operational Area EOC during a State of Emergency or a Local
Emergency is required by SEMS regulations under the following conditions:
1. A local government within the operational area has activated its EOC and requested
activation of the operational area EOC to support their emergency operations.
2. Two or more cities within the operational area have proclaimed a local emergency.
3. The county and one or more cities have proclaimed a local emergency.
4. A city or the county has requested a governor's proclamation of a state of
emergency, as defined in the Government Code Section 8558(b).
21

5. A state of emergency is proclaimed by the governor for the county or two or more
cities within the operational area.
6. The operational area requests or receives resources from outside its boundaries.
This procedure does not include resources used in normal day-to-day operations
which are obtained through existing mutual aid agreements.
Regional
Because of its size and geography, the state has been divided into six mutual aid
regions and three administrative regions. Los Angeles County is within CalEMA Mutual
Aid Region I and the CalEMA Southern Administrative Region, which includes eleven
counties. The primary mission of the Southern Region’s emergency management
organization is to support all the operational areas’ response and recovery operations
and to coordinate non-law and non-fire mutual aid regional response and recovery
operations through the Regional EOC (REOC).
State
Emergency management within the State of California is overseen and directed by the
California Emergency Management Agency (Cal-EMA).
The state level of SEMS manages state resources in response to the
emergency/disaster needs of the other levels and coordinates mutual aid among the six
mutual aid regions and between the three administrative regions and state level. The
state level also serves as the coordination and communication link between the state
and the federal disaster response system.
Federal
U.S. Department of Homeland Security (DHS)
The Homeland Security Act of 2002 established the Department of Homeland Security
(DHS) to:
Secure the United States from terrorist threats or attacks.
Reduce the vulnerability of the United States to terrorism, natural disasters and other
emergencies.
Minimize the damage and assist in the recovery from terrorist attacks, natural
disasters and other emergencies.
Federal Emergency Management Agency (FEMA)
The Federal Emergency Management Agency (FEMA) serves as the main federal
government contact during disasters and national security emergencies. In a disaster,
different federal agencies may be involved in the response and recovery operations.
Federal disaster assistance is organized under the concept of the Emergency Support
Functions (ESFs) as defined in the National Response Framework. All contact with
FEMA and other federal agencies must be made through the Operational Area during
22

the response phase. During the recovery phase, there may be direct city contact with
FEMA and other federal agencies.
Emergency Support Functions
The federal government organized much of its resources and capabilities under 15
Emergency Support Functions (ESFs) as described in the National Response
Framework (NRF). When the federal government deploys its resources to assist in an
emergency, it provides the greatest possible access to federal department and agency
assets regardless of which organization has those resources.
23

SEMS/NIMS COMMUNCATIONS AND COORDINATION
Field Level Response
Department Operations Center (DOC)
Level
CITY EOC
Los Angeles County
Operational Area EOC
California Office of
Emergency Services
Southern Region EOC (REOC)
California Emergency Management
Agency (CalEMA)
State Operations Center (SOC)
Federal Government Support
24

SEMS EOC Organization
SEMS regulations require local governments to provide for five functions: management,
operations, planning/intelligence, logistics and finance/administration. These functions
are the basis for structuring the EOC organization.
Management: Responsible for overall emergency policy and coordination through
the joint efforts of governmental agencies and private organizations.
Operations: Responsible for coordinating all jurisdictional operations in support of
the disaster/emergency response through implementation of the local government’s
EOC Action Plan.
Planning/Intelligence: Responsible for collecting, evaluating and disseminating
information; developing the EOC Action Plan and After-Action/Corrective Action
Report in coordination with other functions; and maintaining documentation.
Logistics: Responsible for providing facilities, services, personnel, equipment and
materials.
Finance/Administration: Responsible for financial activities and other
administrative aspects.
The EOC organization should also include representatives from special districts,
volunteer agencies, and private agencies with significant response roles.
Special District Involvement
Special districts are defined as local governments in SEMS. The disaster/emergency
response role of special districts is generally focused on providing normal services.
During disasters, some special districts will be more involved in the disaster/emergency
response by assisting other local governments.
Coordination and communications should be established among special districts who
are involved in disaster/emergency response, other local governments and the
operational area. This may be accomplished in various ways depending on the local
situation. Relationships among special districts, cities, county government and the
operational area are complicated by overlapping boundaries and by the number of
special districts. Special districts need to work with the local governments in their
service areas to determine how best to establish coordination and communications in
disasters/emergencies.
Local special districts in Santa Monica include: The Santa Monica Airport, the Santa
Monica Malibu Unified School District, and the Santa Monica College.
It may not be feasible for the City EOC to accommodate representatives from all special
districts during area-wide disasters. In such cases, the City should work with the
special districts to develop alternate ways of establishing coordination and
communications.
The initial reporting contact for a special district would be with the Liaison Officer at both
the EOC and field levels.
25

Coordination with Nongovernmental Agencies and Private Sector Businesses
The City partners with nongovernmental agencies and private sector business to ensure
coordination of disaster/emergency preparedness, response, recovery, and mitigation
activities.
Nongovernmental Organizations (NGOs) provide vital support services to promote
the disaster recovery process for disaster victims and some may provide specialized
services that help individuals with disabilities. These groups collaborate with first
responders, governments at all levels and other agencies and organizations.
Key business partners should be involved in the local crisis decision-making process
or have a direct link to the EOC during an incident.
City EOCs will be a focal point for coordination of response activities with many of these
nongovernmental agencies and key businesses. The EOC should establish
communication with private and volunteer agencies providing services within the city.
In Santa Monica, community partners include:
Santa Monica Malibu Unified School District
Santa Monica College
Santa Monica Chamber of Commerce
Downtown District of Santa Monica
Santa Monica Convention and Visitor’s Bureau
American Red Cross of Greater Los Angeles
St John’s Hospital
UCLA- Santa Monica Hospital
Santa Monica Organizations Active in Disasters
Agencies that play key roles in the response should have representatives at the EOC or
at the Incident Command Post, and their initial contact would be with the Liaison Officer.
If an agency is supporting one function only, its representative may be located with that
functional element. Some agencies may have several personnel participating in
functional elements in the EOC. For example, American Red Cross personnel may be
part of the staffing for the Care and Shelter element of the EOC.
Agencies that have countywide response roles and cannot respond to numerous city
EOCs should be represented at the operational area level.
Coordination with volunteer and private agencies that do not have representatives at the
EOC may be accomplished through telecommunications, liaison with community
councils that represent several agencies or involvement of agencies in special multiagency
groups on specific issues.
26

Major Concepts of SEMS
Organization Flexibility − Modular Organization
The SEMS organization is modular and can be expanded or contracted as the situation
develops. The types of activated functions and their relationship to one another will
depend upon the size and nature of the incident. Only those functional elements that
are required to meet current objectives will be activated. Those functions which are
needed but not staffed will be the responsibility of the next higher element in the
organization.
Management of Personnel − Hierarchy of Command and Span-of-Control
Each activated function will have a person in charge of it, but a supervisor may be in
charge of more than one functional element. Every individual will have a supervisor and
each supervisor will generally be responsible for no more than seven employees, with
the ideal span-of-control being one supervisor to every five persons or units.
EOC Action Plans
At local, operational area, regional and state levels, the use of EOC action plans provide
designated personnel with knowledge of the objectives to be achieved and the steps
required for achievement. Action plans not only provide direction, but they also serve to
provide a basis for measuring achievement of objectives and overall system
performance. Action planning is an important management tool that involves a process
for identifying priorities and objectives for emergency response or recovery efforts
including, documentation of the priorities and objectives, the tasks and personnel
assignments associated with meeting them.
The action planning process should include all EOC functions and other agency
representatives, as needed. The Planning/Intelligence Section is responsible for
coordinating the development of the action plan and for facilitation of action planning
meetings.
Action plans are developed for a specified operational period which may range from a
few hours to 24 hours and beyond. The operational period is determined by first
establishing a set of priority actions that need to be performed. A reasonable time
frame is then established for accomplishing those actions. The action plans need not
be complex, but should be sufficiently detailed to guide EOC elements in implementing
the priority actions. Guidelines for developing action plans and example action plan
formats are contained in Supporting Documentation.
27

Multi-Agency or Inter-Agency Coordination at the Local Government Level (EOC)
Emergency response is coordinated at the EOC through representatives from city
departments and agencies, outside agencies, volunteer agencies and private
organizations.
Multi-agency or inter-agency coordination is important for:
Establishing priorities for response.
Allocating critical resources.
Developing strategies for handling multi-agency response problems.
Sharing information.
Facilitating communications.
The City may participate with other local governments and agencies in a multi-agency
coordination group organized by another local government.
28

NATIONAL INCIDENT MANAGEMENT SYSTEM
(NIMS)
Homeland Security Presidential Directive-5 (HSPD-5) established the National Incident
Management System (NIMS) as the required emergency/disaster response system.
NIMS integrates existing best practices into a consistent, flexible and adjustable
nationwide approach for emergency management. Using NIMS, Federal, State, local
and tribal governments; the private sector and non-governmental organizations work
together to prepare for, respond to and recover from domestic incidents, regardless of
cause, size or complexity.
NIMS Components
Six major components make up NIMS.
Command and Management
NIMS standard incident command structures are based on three key organizational
systems:
The Incident Command System (ICS) – ICS is a standardized, all-hazard incident
management concept. Its organizational structure allows its users to match the
complexities and demands of single or multiple incidents without being hindered by
jurisdictional boundaries.
Multi Agency Coordination Systems (MACS) – Provides coordination for incident
prioritization, critical resource allocation, communications systems and information
coordination. These systems include facilities, equipment, emergency operation
centers (EOCs), personnel, procedures and communications.
Public Information Systems (PIS) − These refer to processes, procedures and
systems for communicating timely and accurate information to the public during
crisis or emergency situations.
Preparedness
Effective incident management begins with a host of preparedness activities conducted
on an ongoing basis, well in advance of any potential incident. Preparedness involves
an integrated combination of planning, training, exercises, personnel qualification and
certification standards, equipment acquisition and certification standards, and
publication management processes and activities.
Planning − Plans describe how personnel, equipment, and other resources are used to
support incident management and emergency response activities. Plans provide
29

mechanisms and systems for setting priorities, integrating multiple entities and
functions, and ensuring that communications and other systems are available and
integrated in support of a full spectrum of incident management requirements.
Training − Training includes standard courses on multi agency incident command and
management, organizational structure, and operational procedures; discipline-specific
and agency-specific incident management courses; and courses on the integration and
use of supporting technologies.
Exercises − Incident management organizations and personnel must participate in
realistic exercises—including multi-disciplinary, multi-jurisdictional, and multi-sector
interaction—to improve integration and interoperability and optimize resource utilization
during incident operations.
Personnel Qualification and Certification − Qualification and certification activities
are undertaken to identify and publish national-level standards and measure
performance against these standards to ensure that incident management and
emergency responder personnel are appropriately qualified and officially certified to
perform NIMS-related functions.
Equipment Acquisition and Certification − Incident management organizations and
emergency responders at all levels rely on various types of equipment to perform
mission essential tasks. A critical component of operational preparedness is the
acquisition of equipment that will perform to certain standards, including the capability to
be interoperable with similar equipment used by other jurisdictions.
Mutual Aid − Mutual-aid agreements are the means for one jurisdiction to provide
resources, facilities, services, and other required support to another jurisdiction during
an incident. Each jurisdiction should be party to a mutual-aid agreement with
appropriate jurisdictions from which they expect to receive or to which they expect to
provide assistance during an incident.
Publications Management − Publications management refers to forms and forms
standardization, developing publication materials, administering publications—including
establishing naming and numbering conventions, managing the publication and
promulgation of documents, and exercising control over sensitive documents—and
revising publications when necessary.
Resource Management
The NIMS defines standardized mechanisms and establishes requirements for
processes to describe, inventory, mobilize, dispatch, track, and recover resources over
the life cycle of an incident.
Communications and Information Management
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The NIMS identifies the requirement for a standardized framework for communications,
information management (collection, analysis, and dissemination), and informationsharing
at all levels of incident management. These elements are briefly described as
follows:
Incident Management Communications − Incident management organizations
must ensure that effective, interoperable communications processes, procedures,
and systems exist to support a wide variety of incident management activities across
agencies and jurisdictions.
Information Management − Information management processes, procedures, and
systems help ensure that information, including communications and data, flows
efficiently through a commonly accepted architecture supporting numerous agencies
and jurisdictions responsible for managing or directing domestic incidents, those
impacted by the incident, and those contributing resources to the incident
management effort. Effective information management enhances incident
management and response and helps insure that crisis decision-making is better
informed.
Supporting Technologies
Technology and technological systems provide supporting capabilities essential to
implementing and continuously refining the NIMS. These include voice and data
communications systems, information management systems (i.e., record keeping and
resource tracking), and data display systems. Also included are specialized
technologies that facilitate ongoing operations and incident management activities in
situations that call for unique technology-based capabilities.
Ongoing Management and Maintenance
This component provides strategic direction for and oversight of the NIMS, supporting
both routine review and the continuous refinement of the system and its components
over the long term.
NIMS Compliance
The State of California’s NIMS Advisory Committee issued ―California Implementation
Guidelines for the National Incident Management System” to assist state agencies, local
governments, tribes and special districts to incorporate NIMS into already existing
programs, plans, training and exercises. The City is following this document to ensure
NIMS compliance. Cities should be familiar with the National Response Framework and
the Emergency Support Functions (ESFs) process that may provide federal assistance
for response and recovery.
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INCIDENT COMMAND SYSTEM
(ICS)
The Incident Command System (ICS) is a nationally recognized system for managing
incidents as well as pre-planned events. It consists of a modular and flexible
organizational structure as well as features such as management by objectives, action
planning, span of control, organizational hierarchy, accountability and resource
management. Detailed information on the Incident Command System (ICS) can be
found at www.fema.gov.
Use of ICS at the Field Level
The concepts, principles and organizational structure of the Incident Command System
(ICS) will be used in managing field operations. The size, complexity, hazard
environment and objectives of the situation will determine the ICS size and the support
that will be required to support field activities. The incident will be managed by
objectives to be achieved and those objectives are communicated to field and EOC
personnel through the use of the action planning process.
Typically, an Incident Commander (IC) will communicate with the EOC Director as to
situation and resource status through established communications channels. Members
of the IC Command and General Staff will communicate with their counterparts in the
EOC using the same communications methods. Some members of the EOC Command
or General Staff may be asked to attend briefings or planning meetings at the
Command Post.
When multiple agencies respond to the incident, the IC will establish a Unified
Command/Multi-Agency Coordination System and agency representatives will be asked
to report to the Liaison Officer. Outside agencies including those from county, state and
federal agencies will participate in the Unified Command/Multi-Agency Coordination
System by assisting in identifying objectives, setting priorities and allocating critical
resources to the incident.
Field/EOC Communications and Coordination
The City’s Police and Fire communication centers coordinate the communications
channels and protocols to be used during an incident. Typically, field to EOC
communications will occur at the Command and General Staff levels or, if they are
established, field units will communicate with a Department Operations Center (DOC)
who will, in turn, relay the information to the appropriate section/function in the EOC.
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The City EOC will communicate situation and resource status information to the Los
Angeles County Operational Area and other outside agencies via designated
countywide emergency reporting systems and other systems referenced in the Los
Angeles County Operational Area Disaster Information Reporting Procedures.
Field/EOC Direction and Control Interface
The EOC Director will establish jurisdictional objectives and priorities and communicate
those to everyone in the organization through the EOC Action Plan. Incident
Commander(s) will ensure incident objectives and priorities are consistent with those
policies and guidelines established at the city level by the EOC Director.
It is the responsibility of the Incident Commander to communicate critical information to
the EOC Director in a timely manner.
Field/EOC Coordination with Department Operations Centers (DOCs)
If a department within the City establishes a DOC to coordinate and support their
departmental field activities, its location, time of establishment and staffing information
will be communicated to the City EOC. All communications with the field units of that
department will be directed to the DOC who will then relay situation and resource
information to the EOC. DOCs act as an intermediate communications and
coordination link between field units and the City EOC.
34

MANAGEMENT SECTION
Purpose
This section establishes policies and procedures and assigns responsibilities to ensure
the effective management of emergency operations under the Standardized Emergency
Management System (SEMS) and the National Incident Management System (NIMS).
It provides information on the City of Santa Monica’s emergency management structure
and how the emergency management team is activated.
Overview
Management is responsible for overall emergency policy and coordination through the
joint efforts of governmental agencies and private organizations.
Objectives
The overall objective of emergency management is to ensure the effective management
of response forces and resources in preparing for and responding to situations
associated with natural disasters, technological incidents and national security
emergencies. To carry out its responsibilities, the Management Section will accomplish
the following objectives during a disaster/emergency:
Overall management and coordination of emergency response and recovery
operations, including on-scene incident management as required
Coordinate and liaison with appropriate federal, state and other local government
agencies, as well as applicable segments of private sector entities and volunteer
agencies.
Establish priorities and resolve any conflicting demands for support.
Prepare and disseminate emergency public information to inform, alert and warn the
public.
Disseminate damage information and other essential data.
Concept of Operations
The Management Section will operate under the following policies during a
disaster/emergency as the situation dictates:
The Standardized Emergency Management System (SEMS) and the National
Incident Management System (NIMS) will be followed.
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All existing city and departmental operating procedures will be adhered to unless
modified by the City Council or EOC Director.
All on-duty personnel are expected to remain on duty until properly relieved of duty.
While in a disaster mode, operational periods will be 12 hours for the duration of the
event.
Operational periods will normally change at 07:00 a.m. and 7:00 p.m.
Operational periods should be event driven.
City emergency response and recovery operations will be managed in one of three
modes, depending on the magnitude of the emergency.
Level One — Decentralized Coordination and Direction
A minor to moderate incident wherein local resources are adequate and available. A
Local Emergency may or may not be proclaimed. The City EOC may or may not be
activated. Off-duty personnel may be recalled.
Level Two — Centralized Coordination and Decentralized Direction
A moderate to severe emergency wherein local resources are not adequate and mutual
aid may be required on a regional or even statewide basis. Key management level
personnel from the principal involved agencies will co-locate in a central location to
provide jurisdictional or multi-jurisdictional coordination. The EOC should be activated.
Off-duty personnel may be recalled. A Local Emergency will be proclaimed and a State
of Emergency may be proclaimed.
Level Three — Centralized Coordination and Direction
A major local or regional disaster wherein resources in or near the impacted area are
overwhelmed and extensive state and/or federal resources are required. A Local
Emergency and a State of Emergency will be proclaimed and a Presidential Declaration
of an Emergency or Major Disaster will be requested. All response and early recovery
activities will be conducted from the EOC. All off-duty personnel will be recalled.
36

SEMS/NIMS ORGANIZATION CHART
EOC Director
Legislative
Officer
Safety Officer
Liaison
Officer
Public Information
Officer
Legal
Advisor
*OPERATIONS
*PLANNING/
INTELLIGENCE
LOGISTICS
FINANCE
Fire/Rescue/HazMat
Resources
Info. Systems
Cost Recovery
Law Enforcement
Situation Status
Transportation
Time Keeping
Med/Health
Documentation
Personnel
Compensation/
Claims
Care & Shelter
Damage Assessment
Facilities
Cost Analysis
Public Works
Adv. Planning
Procurement
Building & Safety
Recovery Planning
Demobilization
* If all elements are activated, a deputy may be appointed to provide a manageable span
of control.
Field Units will be coordinating and communication with each of the Branches under the
Operations Section. The Incident Command System will be used in the field.
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SEMS/NIMS RESPONSIBILITIES CHART
Management
Operations
Section
Planning
Section
Logistics
Section
Finance
Section
Responsibilities:
Management (Management Section)
Responsible for overall emergency management policy and coordination through the
joint efforts of governmental agencies and private organizations. The EOC Director will
either activate appropriate sections or perform their functions as needed.
Operations Section
Responsible for coordinating all jurisdictional operations in support of the emergency
response through implementation of the city’s EOC Action Plan.
Planning/Intelligence Section
Responsible for collecting, evaluating and disseminating information; tracking
resources, developing the city’s EOC Action Plan in coordination with other sections;
initiating and preparation of the city’s After-Action Report, Corrective Action Plan and
maintaining documentation.
Logistics Section
Responsible for providing communications, facilities, services, personnel, equipment,
supplies and materials.
Finance/Administration Section
Responsible for financial activities and other administrative aspects.
38

EOC DIRECTOR
EOC DIRECTOR
SUPERVISOR: City Council
GENERAL DUTIES:
Serve as the Director of Emergency Services for the City of Santa Monica.
Make executive decisions based on policies of the City Council.
Develop and issue rules, regulations, proclamations and orders.
Establish the appropriate level of organization, and continuously monitor the
effectiveness of that organization. Make changes as required.
Be prepared to form additional branches/groups/units as dictated by the situation.
Exercise overall management responsibility for the coordination of the response
efforts within the affected area. In conjunction with the General Staff, set priorities
for response efforts, and ensure that all agency actions are accomplished within the
priorities established.
Ensure that multi-agency or inter-agency coordination is accomplished effectively
within the EOC.
YOUR RESPONSIBILITY:
Overall management of the City of Santa Monica’s emergency response and recovery
effort.
READ ENTIRE CHECKLIST AT START-UP AND
AT BEGINNING OF EACH SHIFT
Activation
CHECKLIST
Determine the operational status and appropriate level of activation based on
situation as known.
As appropriate, respond to the EOC.
Mobilize appropriate personnel for initial activation of the EOC.
Activate an alternate EOC as required. When there is damage to the primary EOC
sufficient to render it unusable, report to the alternate EOC.
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Obtain briefing from whatever sources are available.
Position Start-Up Actions
Review your position responsibilities.
Identify yourself as the EOC Director by putting on the vest with your title
Direct the implementation of the City of Santa Monica’s SEMS/NIMS Emergency
Plan.
Confirm level of EOC activation and ensure that EOC positions and ICS field
positions are filled as needed.
Notify the Los Angeles County Operational Area that the City EOC is activated via
the West Hollywood Sheriff’s Station EOC (Station EOC activated) or Watch
Commander (Station EOC not activated).
Assign staff to initiate check-in procedures.
Ensure that the EOC Organization and staffing chart is posted and that arriving team
members are assigned by name.
Ensure the EOC is properly set up and ready for operations.
Authorize activation of emergency volunteer organizations.
Advise Logistics Section to activate employee recall protocols.
Appoint and ensure that EOC Section Chiefs (General Staff) are in place as soon as
possible and are staffing their respective sections.
EOC Operations Section Chief
EOC Planning/Intelligence Section Chief
EOC Logistics Section Chief
EOC Finance/Administration Section Chief
Ensure that the Management Section is staffed as soon as possible at the level
needed.
Public Information Officer
Liaison Officer/EOC Coordinator
Safety Officer
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Request additional personnel to maintain a 24-hour operation as required.
Brief incoming EOC Section personnel prior to their assuming their duties. Briefings
should include:
Current situation assessment.
Identification of specific job responsibilities.
Identification of co-workers within the job function and/or geographical
assignment.
Availability of communications.
Location of work area.
Identification of eating and sleeping arrangements as appropriate.
Procedural instructions for obtaining additional supplies, services and personnel.
Identification of operational period work shifts.
Prepare work objectives for Section staff, brief staff and make staff assignments.
Open and maintain a position log.
Using activity log, maintain all required records and documentation to support the
After-Action Report and the history of the emergency/disaster. Document:
Messages received
Action taken
Decision justification and documentation
Requests filled
EOC personnel, time on duty and assignments
Precise information is essential to meet requirements for possible
reimbursement by CalEMA and FEMA.
Ensure that all EOC Management Team meetings, General Staff meetings and
policy decisions are documented by a scribe.
Ensure that all relevant communication systems are established and operable.
Ensure that all departments account for personnel and work assignments.
Confirm the delegation of authority. Obtain any guidance or direction as necessary.
Determine appropriate delegation of purchasing authority to the Purchasing Unit of
the Finance/Administration Section.
Schedule the first planning meeting.
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Confer with EOC Operations Section Chief and other General Staff to determine
what representation is needed at the EOC from other agencies.
Ensure that the field agency representatives have been assigned to other facilities
as necessary.
Determine need and establish, if necessary, a deputy director position.
Establish the frequency of briefing sessions.
Based on the situation as known or forecast, determine likely future EOC
Management Section needs.
Think ahead and anticipate situations and problems before they occur.
Request additional resources through the appropriate EOC Logistics Section Unit.
General Operational Duties
Carry out responsibilities of your EOC Section not currently staffed.
Make a list of key issues currently facing your Section to be accomplished within the
next operational period.
Ensure that all your Section logs and files are maintained.
Monitor your Section activities and adjust Section organization as appropriate.
Resolve problems that arise in conducting your Section and EOC responsibilities.
Anticipate potential situation changes, such as severe aftershocks, in all Section and
EOC planning. Develop a backup plan for all plans and procedures requiring off-site
communications.
Conduct periodic briefings for your Section. Ensure that all organizational elements
are aware of priorities.
Use face-to-face communication in the EOC whenever possible and document
decisions and policy.
Ensure that all your Section personnel and equipment time records and a record of
expendable materials used are provided to the Time Unit and Cost Analysis Unit of
the Finance/Administration Section at the end of each operational period.
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Brief your relief at shift change time. Ensure that in-progress activities are identified
and follow-up requirements are known.
Operational Duties
Carry out responsibilities of all other EOC Sections not currently staffed.
Assess situation, work in progress, resources and estimate incident duration.
Set up EOC planning meeting schedule with all EOC Section Chiefs.
Develop overall strategy with the EOC Section Chiefs.
Ensure that EOC Sections are carrying out their principle duties:
Implementing operational objectives per the EOC Action Plan.
Preparing action plans and status reports.
Providing adequate facility and operational support.
Providing administrative and fiscal record keeping and support.
Develop and issue appropriate rules, regulations, proclamations and orders.
Initiate Emergency Proclamations as needed (See Supporting Documentation).
Establish City Hall hours of operation.
Conduct periodic briefing sessions with the entire EOC Management Team to
update the overall situation.
Conduct periodic briefing sessions with the City Council to update the overall
situation.
Set priorities for restoration of city services.
Hold action planning meeting of section and branch coordinators, agency
representatives (as required) and key staff. The activities to be covered in an action
planning meeting are:
Provide briefings on current and forecasted situation and major reportable
incidents within affected Operational Area.
Obtain any additional information from other sources on the current situation
assessment.
Review availability and status of ordered, enroute or staged resources.
Establish with staff the next Operational Period for which the EOC Action Plan
should be developed.
43

Define priority actions to be accomplished or undertaken within the next
Operational Period in light of the known and forecasted situation and status of
available resources.
Establish assignments for available and incoming resources based on current
and forecast situation and established priorities.
Determine need for additional resources. Establish specific responsibilities for
ordering.
Discuss and resolve any internal coordination issues.
Ensure that staff is clear on the EOC Action Plan. Have pertinent elements
documented for distribution as necessary.
Establish time for next action planning meeting.
Approve and authorize the implementation of the EOC Action Plan developed and
prepared by the EOC Planning/Intelligence Section and EOC Management Team.
In conjunction with the EOC Public Information Officer (PIO), coordinate and conduct
news conferences and review media releases as required. Establish procedure for
information releases affecting inter-agency coordination.
Authorize PIO to release via the Santa Monica Alert and Notification system, SM
Alerts and the Los Angeles County’s Emergency Alert System (EAS).
Monitor performance of EOC personnel for signs of stress or under-performance;
initiate Critical Incident Stress Debriefing as appropriate in coordination with
Personnel Unit of the Logistics Section.
In conjunction with the EOC Safety Officer, establish and maintain a safe working
environment.
Ensure that proper security of the EOC is maintained at all times.
Ensure that the EOC Liaison Officer is providing for and maintaining positive and
effective inter-agency coordination.
Establish and maintain contacts with adjacent jurisdictions/agencies and with other
organizational levels as appropriate.
Monitor section level activities to assure that all appropriate actions are being taken.
Brief your relief at shift change time. Ensure that in-progress activities are identified
and follow-up requirements are known.
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Deactivation
Authorize deactivation of sections, branches or units when they are no longer
required.
Notify Los Angeles County Operational Area via the West Hollywood Sheriff’s
Station EOC or Watch Commander, adjacent facilities and other EOCs as necessary
of planned time for deactivation.
Ensure that any open actions not yet completed will be taken care of after
deactivation.
Ensure that all required forms or reports are completed prior to deactivation.
Be prepared to provide input to the EOC After-Action Report/Corrective Action
Report.
Deactivate the EOC and close out logs when emergency situation no longer requires
activation.
Proclaim termination of the emergency and proceed with recovery operations.
NOTES:
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LIAISON OFFICER
SUPERVISOR:
EOC Director
GENERAL DUTIES:
Coordinate with Agency Representatives assigned to the EOC and handle requests
from other agencies for sending liaison personnel to other EOCs.
Function as a central location for incoming Agency Representatives, provide
workspace and arrange for support as necessary.
Interact with other sections and branches/groups/units within the EOC to obtain
information assist in coordination and ensure the proper flow of information.
Ensure that all developed guidelines, directives, action plans and appropriate
situation information is disseminated to Agency Representatives.
YOUR RESPONSIBILITY:
Serve as the point of contact for Agency Representatives from assisting organizations
and agencies outside the city government structure; aid in coordinating the efforts of
these outside agencies to reduce the risk of their operating independently. Any state
and/or federal emergency official should make contact with the Liaison Officer to ensure
continuity of operations.
Multi-agency or inter-agency coordination is defined as the participation of agencies and
disciplines involved at any level of the SEMS/NIMS organization working together in a
coordinated effort to facilitate decisions for overall emergency response activities,
including the sharing of critical resources and the prioritization of incidents.
READ ENTIRE CHECKLIST AT START-UP AND
AT BEGINNING OF EACH SHIFT
Activation
CHECKLIST
Check-in upon arrival at EOC.
Report to the EOC Director.
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Obtain a briefing on the situation.
Determine your personal operating location and set up as necessary.
Review your position responsibilities.
Identify yourself as the Liaison Officer by putting on the vest with your title.
Clarify any issues regarding your authority and assignments and what others in the
organization do.
Open and maintain a position activity log.
Determine 24-hour staffing requirements and request additional support as required.
Request additional resources through the appropriate EOC Logistics Section Unit.
Based on the situation as known or forecast determine likely future Section needs.
Think ahead and anticipate situations and problems before they occur.
Using activity log, maintain all required records and documentation to support the
After-Action Report and the history of the emergency/disaster. Document:
Messages received
Action taken
Decision justification and documentation
Requests filled
EOC personnel, time on duty and assignments
General Operational Duties
Keep up to date on the situation and resources associated with your position.
Maintain current status reports and displays.
Keep the EOC Director advised of your status and activity and on any problem areas
that now need or will require solutions.
Establish operating procedure with the Information Systems Branch of the EOC
Logistics Section for use of telephone, radio and data systems. Make any priorities
or special requests known.
Review situation reports as they are received. Verify information where questions
exist.
48

Anticipate potential situation changes, such as severe aftershocks, in all planning.
Develop a backup plan for all plans and procedures requiring off-site
communications.
Determine and anticipate support requirements and forward to your Section Chief.
Monitor your position activities and adjust staffing and organization to meet current
needs.
Use face-to-face communication in the EOC whenever possible and document
decisions and policy.
Ensure that your personnel and equipment time records and a record of expendable
materials used are provided to your Section Chief at the end of each operational
period.
Brief your relief at shift-change time. Ensure that in-progress activities are identified
and follow-up requirements are known.
Position Operational Duties
Arrange and coordinate VIP tours with PIO, Legislative Liaison and City Council
members.
Contact all on-site Agency Representatives. Make sure:
They have signed into the EOC.
They understand their assigned function.
They know their work location.
They understand EOC organization and floor plan (provide both).
Determine if outside liaison is required with other agencies such as:
Local/county/state/federal agencies.
Schools.
Volunteer organizations.
Private sector organizations.
Utilities not already represented.
Determine status and resource needs and availability of other agencies.
Brief Agency Representatives on current situation, priorities and EOC Action Plan.
Request Agency Representatives contact their agency, determine level of activation
of agency facilities, and obtain any intelligence or situation information that may be
49

useful to the EOC.
Notify and coordinate with adjacent jurisdictions on facilities and/or dangerous
releases that may impose risk across boundaries.
Respond to requests for liaison personnel from other agencies.
Act as liaison with state or federal emergency response officials and appropriate
city personnel.
Determine if there are communication problems in contacting outside agencies.
Provide information to the Information Systems Branch of the EOC Logistics
Section.
Know the working location for any Agency Representative assigned directly to a
branch/group/unit
Compile list of Agency Representatives (agency, name, EOC phone) and make
available to all Section and Branch/Group/Unit Chiefs.
Respond to requests from sections and branches/groups/units for Agency
information. Direct requesters to appropriate Agency Representatives.
Provide periodic update briefings to Agency Representatives as necessary.
Deactivation
Release Agency Representatives no longer required in the EOC after coordination
with the EOC Director and rest of the General Staff.
Ensure that all required forms or reports are completed prior to your release and
departure.
Be prepared to provide input to After-Action/Corrective Action Report.
Determine what follow-up to your assignment might be required before you leave.
Deactivate the Liaison Officer position and close out logs when authorized by the
EOC Director.
NOTES:
50

EOC COORDINATOR
SUPERVISOR:
EOC Director
GENERAL DUTIES:
Coordinate Emergency Operations Center (EOC) internal management systems.
Liaison with outside public jurisdictions and internal departments.
Assist and serve as an advisor to the EOC Director and General Staff as needed.
Provide information and guidance to the EOC Management Team.
Maintain contact with the Los Angeles County Operational Area EOC Liaison Officer.
Serve (temporary assignment) as a Section Chief if assigned by the EOC Director
Coordinate all visits to the EOC in conjunction with the Liaison Officer.
YOUR RESPONSIBILITY:
Facilitate the overall functioning of the EOC, coordinate with other agencies and
SEMS/NIMS levels and serve as a resource to the EOC Director.
READ ENTIRE CHECKLIST AT START-UP AND
AT BEGINNING OF EACH SHIFT
Activation
CHECKLIST
Check-in upon arrival at the EOC.
Report to the EOC Director.
Clarify EOC Activation Level.
Activate Department Emergency Voicemail.
Receive incident briefing from the EOC Director.
Notify the Operational Area.
Clarify activation of volunteer organizations.
Determine your personal operating location and set up as necessary.
51

Review your position responsibilities.
Identify yourself as the EOC Coordinator by putting on the vest with your title.
Clarify any issues regarding your authority and assignment and what others in the
organization do.
Open and maintain a position activity log.
Ensure Information Systems has activated the Alert Notification System.
Assess emergency impacts and provide advice to the EOC Director as to the extent
of EOC activation.
Assist the EOC Director in filling needed workstation assignments.
Provide assistance and information to Section Chiefs as required.
Determine 24-hour staffing requirements and request additional support as required.
Request additional resources through the appropriate Logistics Section Unit.
Based on the situation as known or forecast determine likely future Section needs.
Think ahead and anticipate situations and problems before they occur.
Using activity log to maintain all required records and documentation to support the
After-Action Report and the history of the emergency/disaster. Document:
Messages received
Action taken
Decision justification and documentation
Requests filled
EOC personnel, time on duty and assignments
Precise information is essential to meet requirements for possible reimbursement
by CalEMA and FEMA.
General Operational Duties
Keep up to date on the situation and resources associated with your position.
Maintain current status reports and displays.
Keep the EOC Director advised of your status and activity and on any problem areas
that now need or will require solutions.
52

Establish operating procedure with the Information Systems Branch of the EOC
Logistics Section for use of telephone, radio and data systems. Make any priorities
or special requests known.
Review situation reports as they are received. Verify information where questions
exist.
Anticipate potential situation changes, such as severe aftershocks, in all planning.
Develop a backup plan for all plans and procedures requiring off-site
communications.
Determine and anticipate support requirements and forward to your Section Chief.
Monitor your position activities and adjust staffing and organization to meet current
needs.
Use face-to-face communication in the EOC whenever possible and document
decisions and policy.
Ensure that your personnel time records are provided to your Section Chief at the
end of each operational period.
Brief your relief at shift-change time. Ensure that in-progress activities are identified
and follow-up requirements are known.
Position Operational Duties
Assist the General Staff and the EOC Director in developing an overall strategy,
including:
Assess the situation.
Define the problem.
Establish priorities.
Determine the need for evacuation.
Estimate the incident duration.
Determine if there is a need to make an ―Emergency Proclamation‖.
Advise the EOC Director about proclamations, emergency ordinances and other
legal documents required by the City Council and the EOC Director.
Assist the Planning/Intelligence Section in the development, continuous updating
and execution of the EOC Action Plan.
53

Ensure efficient operating procedures within the EOC. Assist any function in
addressing any issues that might arise.
Monitor performance of EOC personnel for signs of stress or under-performance;
advise EOC Director of condition.
Ensure that EOC personnel are properly maintaining all documentation.
Facilitate and attend periodic briefing sessions conducted by the EOC Director.
Advise the EOC Director of any issues that need to be addressed and of any
responsibilities that need to be assigned.
Liaison with other agencies (Operational Area, State and FEMA) as assigned.
Ensure that all notifications are made to the Los Angeles County Operational Area
and verify that requests for assistance have been addressed or forwarded to the
State Regional EOC.
Ensure that all necessary communications have been established.
Coordinate and monitor all EOC visitations.
Coordinate all EOC functions with neighboring jurisdictions, the Los Angeles County
Operational Area and other support and response organizations.
Assist in shift change issues.
Deactivation
Ensure that all required forms or reports are completed prior to your release and
departure.
Be prepared to provide input to the EOC After-Action/Corrective Report.
Determine what follow-up to your assignment might be required before you leave.
Deactivate the EOC Coordinator position and close out logs when authorized by the
EOC Director.
NOTES:
54

SAFETY OFFICER
SUPERVISOR:
EOC Director
GENERAL DUTIES:
Ensure that all facilities used in support of EOC operations have safe operating
conditions.
Monitor all EOC and related facility activities to ensure that they are being conducted
in as safe a manner as possible under the circumstances that exist.
Stop or modify all unsafe operations.
YOUR RESPONSIBILITY:
Identify and mitigate safety hazards and situations of potential City liability during EOC
operations and ensure a safe working environment in the EOC.
READ ENTIRE CHECKLIST AT START-UP AND
AT BEGINNING OF EACH SHIFT
Activation
CHECKLIST
Check-in upon arrival at the EOC.
Report to the EOC Director.
Obtain a briefing on the situation.
Determine your personal operating location and set up as necessary.
Review your position responsibilities.
Identify yourself as the Safety Officer by putting on the vest with your title.
Clarify any issues regarding your authority and assignment and what others in the
organization do.
Open and maintain a position activity log.
Determine 24-hour staffing requirements and request additional support as required.
55

Request additional resources through the appropriate EOC Logistics Section Unit.
Based on the situation as known or forecast determine likely future Branch/Unit
needs.
Think ahead and anticipate situations and problems before they occur.
Using activity log, maintain all required records and documentation to support the
EOC After-Action Report and the history of the emergency/disaster. Document:
Messages received
Action taken
Decision justification and documentation
Requests filled
EOC personnel, time on duty and assignments
Precise information is essential to meet requirements for possible reimbursement
by CalEMA and FEMA.
General Operational Duties
Keep up to date on the situation and resources associated with your position.
Maintain current status reports and displays.
Keep the EOC Director advised of your status and activity and on any problem areas
that now need or will require solutions.
Ensure that all relevant communication systems are established and operable.
Review situation reports as they are received. Verify information where questions
exist.
Anticipate potential situation changes, such as severe aftershocks, in all planning.
Develop a backup plan for all plans and procedures requiring off-site
communications.
Determine and anticipate support requirements and forward to your EOC Section
Chief.
Monitor your position activities and adjust staffing and organization to meet current
needs.
Use face-to-face communication in the EOC whenever possible and document
decisions and policy.
56

Ensure that your personnel and equipment time records and record of expendable
materials used are provided to your EOC Section Chief at the end of each
operational period
Brief your relief at shift-change time. Ensure that in-progress activities are identified
and follow-up requirements are known.
Position Operational Duties
Advise EOC Security Officer of your function. Secure information regarding
emergency conditions.
Tour the entire facility area and determine the scope of on-going operations.
Evaluate conditions and advise the EOC Director of any conditions and actions
which might result in liability—e.g. oversights, improper response actions, etc.
Coordinate with the Personnel Unit of the Logistics Section to ensure that training for
personnel includes safety and hazard awareness and is in compliance with OSHA
requirements.
Study the facility to learn the location of all fire extinguishers, fire hoses and
emergency pull stations.
Be familiar with particularly hazardous conditions in the facility.
Ensure that the EOC location is free from environmental threats (i.e., radiation
exposure, air purity, water potability, etc.)
If the event that caused activation is an earthquake, provide guidance regarding
actions to be taken in preparation for aftershocks.
Coordinate with EOC Security to obtain assistance for any special safety
requirements.
Keep the EOC Director advised of safety conditions.
Coordinate with Compensation/Claims Unit of the Finance/Administration Section on
any personnel injury claims or records preparation as necessary for proper case
evaluation and closure.
57

Deactivation
Ensure that all required forms or reports are completed prior to your release and
departure.
Be prepared to provide input to the EOC After-Action/Correction Report.
Determine what follow-up to your assignment might be required before you leave.
Deactivate the EOC Safety Officer position and close out logs when authorized by
the EOC Director.
NOTES:
58

LEGAL OFFICER
SUPERVISOR:
EOC Director
GENERAL DUTIES:
Prepare proclamations, emergency ordinances and other legal documents and
provide legal services as required.
Maintain legal information, records and reports relative to the emergency.
Commence legal proceedings as needed.
YOUR RESPONSIBILITY:
Act as the City Attorney, provide legal advice to the EOC Director in all legal matters
relative to the emergency and assist in the proclamation of an emergency.
.
Activation
READ ENTIRE CHECKLIST AT START-UP AND
AT BEGINNING OF EACH SHIFT
CHECKLIST
Check-in upon arrival at the EOC.
Report to the EOC Director.
Obtain a briefing on the situation.
Determine your personal operating location and set up as necessary.
Review your position responsibilities.
Identify yourself as the Legal Advisor/Officer by putting on the vest with your title.
Clarify any issues regarding your authority and assignment and what others in the
organization do.
Open and maintain a position activity log.
59

Determine 24-hour staffing requirements and request additional support as required.
Request additional resources through the appropriate EOC Logistics Section Unit.
Based on the situation as known or forecast determine likely future needs.
Think ahead and anticipate situations and problems before they occur.
Using activity log, maintain all required records and documentation to support the
EOC After-Action Report and the history of the emergency/disaster. Document:
Messages received
Action taken
Decision justification and documentation
Requests filled
EOC personnel, time on duty and assignments
Precise information is essential to meet requirements for possible reimbursement
by CalEMA and FEMA.
General Operational Duties
Keep up to date on the situation and resources associated with your position.
Maintain current status reports and displays.
Keep the EOC Director advised of your status and activity and on any problem areas
that now need or will require solutions.
Ensure that all relevant communication systems are established and operable.
Review situation reports as they are received. Verify information where questions
exist.
Anticipate potential situation changes, such as severe aftershocks, in all planning.
Develop a backup plan for all plans and procedures requiring off-site
communications.
Determine and anticipate support requirements and forward to your Section Chief.
Monitor your position activities and adjust staffing and organization to meet current
needs.
Use face-to-face communication in the EOC whenever possible and document
decisions and policy.
60

Ensure that your personnel and equipment time records and a record of expendable
materials used are provided to your Section Chief at the end of each operational
period.
Brief your relief at shift-change time.
Ensure that in-progress activities are identified and follow-up requirements are
known.
Position Operational Duties
Prepare proclamations, emergency ordinances and other legal documents required
by the City Council and the EOC Director.
Develop rules, regulations and laws required for the acquisition and/or control of
critical resources.
Develop emergency ordinances and regulations to provide a legal basis for
evacuation and/or population control.
Commence civil and criminal proceedings as necessary and appropriate to
implement and enforce emergency actions.
Advise the EOC Director on areas of legal responsibility and identify potential
liabilities.
Advise the City Council, EOC Director and management personnel of the legality
and/or legal implications of contemplated emergency actions and/or policies.
Prepare documents relative to the demolition of hazardous structures or conditions.
Deactivation
Ensure that all required forms or reports are completed prior to your release and
departure.
Be prepared to provide input to the EOC After-Action/Corrective Action Report.
Determine what follow-up to your assignment might be required before you leave.
Deactivate the Legal Advisor/Officer position and close out logs when authorized by
the EOC Director.
NOTES:
61

LEGISLATIVE LIAISON OFFICER
SUPERVISOR:
EOC Director
GENERAL DUTIES:
Work closely with the EOC Director to ensure proper support from all legislative
entities.
Liaison with legislative representatives as necessary to acquire vital support for your
jurisdiction.
Assist EOC Director as needed.
YOUR RESPONSIBILITY:
Although this is not a position described in ICS or SEMS/NIMS, it is a management
level function that has demonstrated its necessity during recent disasters. The
Legislative Liaison is a part of the management staff and may be a singular person or
group who, as an incident indicates, establishes and maintains personal contact with
the elected officials representing the impacted area at the county/state/federal levels.
Ensure that a link has been established between the City of Santa Monica and the
legislative body to pass on information and requests and to lobby for the filling of
requests when the established request channels are overloaded and not responsive.
Communicate local needs to your community’s legislative officers and establish a
continued link between the jurisdiction and all other potential entities as needed.
Identify issues that should be forwarded to the proper political entities to ensure the best
possible response to your community.
READ ENTIRE CHECKLIST AT START-UP AND
AT BEGINNING OF EACH SHIFT
Activation
CHECKLIST
Check in upon arrival at the EOC.
Report to the EOC Director.
Receive incident briefing from the EOC Director.
63

Determine your personal operating location and set up as necessary.
Review your position responsibilities.
Identify yourself as the Legislative Liaison by putting on the vest with your title.
Clarify any issues regarding your authority and assignment and what others in the
organization do.
Open and maintain a position log.
Determine 24-hour staffing requirements and request additional support as required.
Request additional resources through the appropriate EOC Logistics Section Unit.
Based on the situation as known or forecast determine likely future Branch/Unit
needs.
Think ahead and anticipate situations and problems before they occur.
Using activity log, maintain all required records and documentation to support the
After-Action Report and the history of the emergency/disaster. Document:
Messages received
Action taken
Decision justification and documentation
Requests filled
EOC personnel, time on duty and assignments
Precise information is essential to meet requirements for possible reimbursement
by CalEMA and FEMA.
General Operational Duties
Keep up to date on the situation and resources associated with your position.
Maintain current status reports and displays.
Keep the EOC Director advised of your status and activity and on any problem areas
that now need or will require solutions.
Ensure that all relevant communication systems are established and operable.
Review situation reports as they are received. Verify information where questions
exist.
64

Anticipate potential situation changes, such as severe aftershocks, in all planning.
Develop a backup plan for all plans and procedures requiring off-site
communications.
Determine and anticipate support requirements and forward to your Section Chief.
Monitor your position activities and adjust staffing and organization to meet current
needs.
Use face-to-face communication in the EOC whenever possible and document
decisions and policy.
Ensure that your personnel and equipment time records and a record of expendable
materials used are provided to your Section Chief at the end of each operational
period.
Brief your relief at shift-change time. Ensure that in-progress activities are identified
and follow-up requirements are known.
Position Operational Duties
Assist EOC Director in preparing a city strategy dealing with legislative issues during
this event.
Establish a link between your jurisdiction, its political bodies and the county and
state legislative bodies.
Assist EOC in addressing any political issues that might arise. Determine, with the
EOC Director, the need to contact specific legislative bodies to ensure the best
possible response to your community.
Brief and coordinate with PIO, Liaison Officer and City Council members on VIP
tours.
Ensure that all documentation is being properly maintained. Forward pertinent
documents to appropriate elected officials. As needed, forward pertinent
documentation upward through proper channels to expedite response to your
jurisdiction.
Advise the EOC Director of any political issues that may need to be addressed and
of any responsibilities that may need to be assigned.
65

Deactivation
Ensure that all required forms or reports are completed prior to your release and
departure.
Be prepared to provide input to the After-Action Report.
Determine what follow-up to your assignment might be required before you leave.
Deactivate the Legislative Liaison position and close out logs when authorized by
the EOC Director.
NOTES:
66

AGENCY REPRESENTATIVE
SUPERVISOR:
Liaison Officer
YOUR RESPONSIBILITY:
As an individual assigned to the EOC from another agency, the Agency Representative
should be able to speak for his/her agency within established limits.
READ ENTIRE CHECKLIST AT START-UP AND
AT BEGINNING OF EACH SHIFT
Activation
CHECKLIST
Check-in upon arrival at the EOC.
Report to EOC Liaison Officer if that position has been activated. If not activated,
report to the EOC Director.
Obtain a briefing on the situation.
Unpack any kit materials you may have brought with you and set up your assigned
workstation.
Obtain EOC organization chart, floor plan and telephone listing. Review the
locations and general duties of all sections and branches/groups/units that have
been activated.
Review your position responsibilities.
Identify yourself as an Agency Representative by putting on the vest with your title.
Clarify any issues regarding your authority and assignment and what others in the
organization do.
Establish communications link(s) with home agency. If unable to communicate,
notify the Information Systems Branch of the EOC Logistics Section.
If necessary, clarify your decision making authority with your agency.
67

Open and maintain a position activity log.
Determine 24-hour staffing requirements and request additional support as required.
Request additional resources through the appropriate EOC Logistics Section Unit.
Based on the situation as known or forecast determine likely future Branch/Unit
needs.
Think ahead and anticipate situations and problems before they occur.
Using activity log, maintain all required records and documentation to support EOC
After-Action Report and the history of the emergency/disaster. Document:
Messages received
Action taken
Decision justification and documentation
Requests filled
EOC personnel, time on duty and assignments
Precise information is essential to meet requirements for possible reimbursement
by CalEMA and FEMA.
General Operational Duties
Keep up to date on the situation and resources associated with your position.
Maintain current status reports and displays.
Keep the EOC Liaison Officer advised of your status and activity and on any
problem areas that now need or will require solutions.
Ensure that all relevant communication systems are established and operable.
Review situation reports as they are received. Verify information where questions
exist.
Anticipate potential situation changes, such as severe aftershocks, in all planning.
Develop a backup plan for all plans and procedures requiring off-site
communications.
Determine and anticipate support requirements and forward to your Section Chief.
Monitor your position activities and adjust staffing and organization to meet current
needs.
68

Use face-to-face communication in the EOC whenever possible and document
decisions and policy.
Ensure that your personnel and equipment time records and a record of expendable
materials used are provided to the Liaison Officer at the end of each operational
period.
Brief your relief at shift-change time. Ensure that in-progress activities are identified
and follow-up requirements are known.
Position Operational Duties
Obtain current situation briefing from person you are relieving, or from the EOC
Liaison Officer.
Contact EOC sections or branches/groups/units appropriate to your responsibility,
and advise them of your presence and assigned work location.
If relocating to work directly with a functional branch/group/unit, advise Liaison
Officer of your location.
Facilitate requests for support or information that your agency can provide.
Keep up to date on the general status of resources and activity associated with your
agency.
Provide appropriate situation information to the Situation Status Unit of the EOC
Planning/Intelligence Section.
Represent your agency at planning meetings as appropriate. Be prepared to
provide update briefings about your agency's activities and priorities at these
meetings.
Inform your agency periodically on EOC priorities and actions that may be of
interest.
69

Deactivation
Coordinate deactivation with EOC Liaison Officer. Ensure your agency's
representation is no longer needed prior to leaving.
Be prepared to provide input to the EOC After-Action/Corrective Action Report.
Determine what follow-up to your assignment might be required before you leave.
Leave forwarding phone number where you can be reached.
NOTES:
70

PUBLIC INFORMATION OFFICER
SUPERVISOR: EOC Director
GENERAL DUTIES:
Serve as the dissemination point for all media releases within the affected area.
Other agencies wishing to release information to the public should coordinate
through the Public Information function.
Coordinate as necessary to ensure that the public within the affected area receives
complete, accurate, timely, and consistent information about lifesaving procedures,
health preservation instructions, emergency status and other information, and relief
programs and services. Information released should be posted on the Press
Release Clip- Board in the EOC. (See Supporting Documentation)
Review and coordinate all related information releases, including dissemination of
emergency information to city departments to keep employees apprised of the
situation.
Maintain a relationship with the media representatives and hold periodic press
conferences as required.
Setup CityTV Conference Room as the Media Center (1654 19th Street Santa
Monica, CA 90404).
YOUR RESPONSIBILITY:
Ensure that information support is provided on request; that information released is
consistent, accurate, and timely and that appropriate information is provided to all
required agencies.
In larger disasters, the Emergency Public Information function may, as conditions and/or
activation levels require, expand into a Branch structure and may send a representative
to the federal Joint Information Center (JIC).
READ ENTIRE CHECKLIST AT START-UP AND
AT BEGINNING OF EACH SHIFT
Activation
CHECKLIST
Check-in upon arrival at the EOC.
71

Report to EOC Director.
Obtain a briefing on the situation.
Determine your personal operating location and set up as necessary.
Review your position responsibilities.
Identify yourself as the PIO by putting on the vest with your title.
Clarify any issues regarding your authority and assignment and what others in the
organization do.
Open and maintain a position activity log.
Determine 24-hour staffing requirements and request additional support as required.
Determine the need for group or unit establishment. Make required personnel
assignments as staff arrives at the EOC or media center.
Request additional resources through the appropriate Logistics Section Unit.
Based on the situation as known or forecast determine likely future Section needs.
Think ahead and anticipate situations and problems before they occur.
Using activity log, maintain all required records and documentation to support the
After-Action Report and the history of the emergency/disaster. Document:
Messages received
Action taken
Decision justification and documentation
Requests filled
EOC personnel, time on duty and assignments
Precise information is essential to meet requirements for possible reimbursement
by CalEMA and FEMA.
General Operational Duties
Keep up to date on the situation and resources associated with your position.
Maintain current status reports and displays.
Keep the EOC Director advised of your status and activity and on any problem areas
that now need or will require solutions.
72

Establish operating procedure with the Information Systems Branch of the Logistics
Section for use of telephone, radio and data systems. Make any priorities or special
requests known.
Review situation reports as they are received. Verify information where questions
exist.
Anticipate potential situation changes, such as severe aftershocks, in all planning.
Develop a backup plan for all plans and procedures requiring off-site
communications.
Determine and anticipate support requirements and forward to your Section Chief.
Monitor your position activities and adjust staffing and organization to meet current
needs.
Use face-to-face communication in the EOC whenever possible and document
decisions and policy.
Ensure that your personnel and equipment time records and a record of expendable
materials used are provided to your Section Chief at the end of each operational
period.
Brief your relief at shift-change time. Ensure that in-progress activities are identified
and follow-up requirements are known.
Position Operational Duties
Secure guidance from the EOC Director regarding the release of available
information.
Keep the EOC Director advised of all unusual requests for information and of all
major critical or unfavorable media comments. Provide an estimate of the impact
and severity and make recommendations as appropriate.
Coordinate all media events with the EOC Director.
Ensure that all departments, agencies and response organizations in the jurisdiction
are aware that they must coordinate release of emergency information through the
PIO and that all press releases must be cleared with the EOC Director before
releasing information to the media.
Establish the Media Information Center at the CityTV conference room or at a site
away from the EOC, Command Post and incident for media use and dissemination
73

of information. Provide necessary work space, materials, telephones and staffing.
Announce safe access routes to Media Information Center for media.
Schedule and post times and locations of news briefings in the EOC, Media
Information Center and other appropriate areas.
Prepare and provide approved information to the media. Post news releases in the
EOC, Media Information Center and other appropriate areas.
Develop an information release program.
Interact with other branches/groups/units to provide and obtain information relative
to public information operations.
Coordinate with the Situation Status Unit of the Planning/Intelligence Section and
define areas of special interest for public information action. Identify means for
securing the information as it is developed.
Maintain an up-to-date picture of the situation for presentation to media.
Obtain, process, and summarize information in a form usable in presentations.
Provide periodic briefings and press releases about the disaster situation throughout
the affected areas. Refer media representatives to incident level PIOs for specific
information.
As required, periodically prepare briefings for the jurisdiction executives or elected
officials.
Respond to information requests from the EOC Director and EOC Management
Team.
Ensure that a rumor control function is established as necessary, and has the means
for identifying false or erroneous information. Develop procedure to be used to
squelch such information.
Provide sufficient staffing and telephones to efficiently handle incoming media and
public calls and to gather status information.
Establish and staff a hot-line to answer inquiries from the public as needed.
Provide sufficient staffing and telephones to efficiently handle incoming media and
public calls and to gather status information.
74

Prepare, update and distribute to the public a Disaster Assistance Information
Directory containing locations to obtain food, shelter, supplies, health services, etc.
Prepare a briefing sheet to be distributed to all employees at the beginning of each
shift so they can answer questions from the public, such as shelter locations, water
distribution sites, etc.
Broadcast emergency information/updates on local TV, and CityTV – Channel 16,
either through the message board or live taping of Mayor or EOC Director.
Provide regular updates to the City’s social media outlets including Facebook,
Twitter, and other sources.
Provide information to be disseminated through SM Alerts
Arrange for meetings between media and city officials or incident personnel.
Prepare a briefing to be distributed to all employees at the beginning of each shift so
they can answer questions from the public, such as shelter locations, water
distribution sites, Disaster Assistant Center, Local Assistant Center, etc.
Provide escort service to the media and VIPs; arrange for tours and photo
opportunities when available staff and time permit. Coordinate VIP tours with
Liaison Officer, City Council and Legislative Liaison.
Assist in making arrangements with adjacent jurisdictions for media visits.
Determine which radio and TV stations are operational.
Monitor broadcast media, and use information to develop follow-up news releases
and rumor control.
When federal emergency response teams respond, coordinate activities through the
Los Angeles County Operational Area to ensure coordination of local, state and
federal public information activities. If a federal Joint Information Center (JIC) is
established, designate a City representative to the JIC.
Ensure that announcements, information and materials are translated and prepared
for special populations (non-English speaking; non-readers; elderly; the hearing,
sight and mobility impaired; etc.).
Prepare materials that describe the health risks associated with each hazard, the
appropriate self-help or first aid actions and other appropriate survival measures.
Prepare instructions for people who must evacuate from a high-risk area, including
the following information for each threat: evacuation routes; suggestions on types
75

and quantities of clothing, food, medical items, etc. the evacuees should bring;
location of shelters.
During periods of increased national readiness, or in time of need, prepare materials
that address national security survival tips.
Issue timely and consistent advisories and instructions for life safety, health and
assistance:
What to do and why.
What not to do and why.
Hazardous areas and structures to stay away from.
Evacuation routes, instructions and arrangements for persons without
transportation or special needs (non-ambulatory, sight-impaired, etc.).
Location of mass care shelters, first aid stations, food and water distribution
points, etc.
Location where volunteers can register and be given assignments.
Street and freeway overpass conditions, congested areas to avoid and alternate
routes to take.
Instructions from the coroner and public health officials pertaining to dead bodies,
potable water, human waste and spoiled food disposal.
Weather hazards when appropriate.
Public information hotline numbers.
Status of Local Proclamation, Governor’s Proclamation or Presidential
Declaration.
Local, state and federal assistance available; locations and times to apply.
How and where people can obtain information about relatives/friends in the
emergency/disaster area (Coordinate with the Red Cross on the release of this
information).
Implement city crisis communications plan (See Supporting Documentation).
Issue other information pertaining to the emergency/disaster (acts of heroism,
historical property damaged or destroyed, prominence of those injured or killed,
other human interest stories).
Through the Los Angeles County Operational Area, coordinate with state, federal or
private sector agencies to get technical information (health risks, weather, etc.) for
release to the public and media.
Ensure file copies are maintained of all information released and posted in the EOC.
Provide copies of all releases to the EOC Director.
76

Prepare final news releases and advise media representatives of points-of-contact
for follow-up stories.
Deactivation
Ensure that all required forms or reports are completed prior to your release and
departure.
Be prepared to provide input to the After-Action/Corrective Action Report.
Determine what follow-up to your assignment might be required before you leave.
Deactivate the Emergency Public Information position and close out logs when
authorized by the EOC Director.
NOTES:
77

OPERATIONS SECTION
Purpose
To enhance the capability of the City of Santa Monica to respond to emergencies by
carrying out coordinated tactical operations based upon the EOC Action Plan. It is the
policy of this Section that the priorities of responses are to be:
Protect life, property, and then environment.
Carry out objectives of the EOC Action Plan.
Ensure coordinated incident response.
Cooperate with other sections of the city’s emergency response team.
Overview
The EOC Operations Section’s primary responsibility is to manage the tactical operation
of various response elements involved in the disaster/emergency. These elements may
include:
Fire/Rescue/Hazardous Materials
Law/Coroner
Medical/Health
Care and Shelter
Public Works
Building and Safety
Objectives
The Operations Section is responsible for coordination of all response elements applied
to the disaster/emergency. The EOC Operations Section carries out the objectives of
the EOC Action Plan and requests additional resources as needed.
Concept of Operations
The EOC Operations Section will operate under the following policies during a
disaster/emergency as the situation dictates:
The Standardized Emergency Management System (SEMS) and the National
Incident Management System (NIMS) will be followed.
79

All existing city and departmental operating procedures will be adhered to unless
modified by the City Council.
All on-duty personnel are expected to remain on duty until properly relieved of duty.
Off-duty personnel will be expected to return to work in accordance with department
specific procedures.
While in a disaster mode, operational periods will be 12 hours for the duration of the
event. Operational periods should be event driven.
SECTION ACTIVATION PROCEDURES
The EOC Director is authorized to activate the EOC Operations Section.
When to Activate
The EOC Operations Section may be activated when the City's Emergency Operations
Center (EOC) is activated or upon the order of the EOC Director.
80

SEMS/NIMS RESPONSIBILITES CHART
Management
Operations
Section
Planning
Section
Logistics
Section
Finance
Section
Responsibilities:
Management (Management Section)
The Management Section is responsible for overall emergency management policy and
coordination through the joint efforts of governmental agencies and private
organizations. The EOC Director will either activate appropriate sections or perform
their functions as needed.
Operations Section
Responsible for coordinating all jurisdictional operations in support of the emergency
response through implementation of the city’s EOC Action Plan.
Planning/Intelligence Section
Responsible for collecting, evaluating and disseminating information; tracking
resources, developing the city’s EOC Action Plan in coordination with other sections;
initiating and preparation of the city’s After-Action Report, Corrective Action Plan and
maintaining documentation.
Logistics Section
The Logistics Section is responsible for providing communications, facilities, services,
personnel, equipment, supplies and materials.
Finance/Administration Section
The Finance Section is responsible for financial activities and other administrative
aspects.
81

OPERATIONS SECTIONS CHIEF
SUPERVISOR:
EOC Director
Responsibilities:
Ensure that the EOC Operations Function is carried out, including the coordination
of response for all operational functions assigned to the EOC, such as Fire, Law,
Medical/Health, Care and Shelter, Public Works and Building and Safety.
Ensure that operational objectives and assignments identified in the EOC Action
Plan are carried out effectively.
Establish the appropriate level of branch and unit organization within the EOC
Operations Section, continuously monitoring the effectiveness and modifying
accordingly.
Exercise overall responsibility for the coordination of Branch and Unit activities within
the EOC Operations Section.
Ensure that the EOC Planning/Intelligence Section is provided with Branch Status
Reports and Major Incident Reports utilizing Los Angeles County Operational Area
Regional Resource System (OARRS).
Conduct periodic EOC Operations briefings for the EOC Director as required or
requested.
Overall supervision of the EOC Operations Section.
READ ENTIRE CHECKLIST AT START-UP AND
AT BEGINNING OF EACH SHIFT
Activation
CHECKLIST
Check in upon arrival at the EOC.
Report to the EOC Director.
Obtain a briefing on the situation and meet with EOC Planning/Intelligence Section
Chief to obtain a preliminary briefing.
Set up your EOC Section workstation, including maps and status boards. Use your
EOC Section materials and on-site supplies.
Activate the Emergency Alert Notification System, SM Alerts.
83

Review your position responsibilities.
Identify yourself as the EOC Operations Section Chief by putting on the vest with
your title.
Clarify any issues you may have regarding your authority and assignment and what
others in the organization do.
Confirm that key EOC Operations Section personnel or alternates are in the EOC or
have been notified. Recall the required staff members necessary for the emergency.
Activate organizational elements within your EOC Section as needed and designate
leaders for each element or combination of elements.
Fire Branch
Law Branch
Medical/Health Branch
Care and Shelter Branch
Public Works Branch
Building and Safety Branch
Water Branch
Request additional personnel for the EOC Section to maintain a 24-hour operation
as required.
Brief incoming EOC Section personnel prior to their assuming their duties. Briefings
should include:
Current situation assessment.
Identification of specific job responsibilities.
Identification of co-workers within the job function and/or geographical
assignment.
Availability of communications.
Location of work area.
Identification of eating and sleeping arrangements as appropriate.
Procedural instructions for obtaining additional supplies, services and personnel.
Identification of operational period work shifts.
Inform the EOC Director and General Staff when your Section is fully operational.
Open and maintain Section activity logs.
84

Using activity log maintain all required records and documentation to support the
EOC After-Action/ Corrective Action Report and the history of the
emergency/disaster. Document:
Messages received
Action taken
Decision justification and documentation
Requests filled
EOC personnel, time on duty and assignments
Precise information is essential to meet requirements for possible reimbursement
by the CalEMA and FEMA.
Review responsibilities of branches/groups/units in your Section. Develop plan for
carrying out all responsibilities.
Prepare work objectives for EOC Section staff and make staff assignments.
Meet with other activated EOC Section Chiefs.
From the Situation Status Unit of the EOC Planning/Intelligence Section, obtain and
review major incident reports and additional field operational information that may
pertain to or affect your EOC Section operations. Provide information to appropriate
branches/units.
Based on the situation as known or forecast, determine likely future EOC Operations
Section needs.
Think ahead and anticipate situations and problems before they occur.
Request additional resources through the EOC Logistics Section or established
ordering procedures, as needed.
General Operational Duties
Carry out responsibilities of the EOC Operations Section branches/groups/units that
are not currently staffed.
Evaluate the need for Critical Incident Stress Debriefing for all affected personnel,
victims and bystanders. Arrange debriefings through the Personnel Unit of the EOC
Logistics Section.
Make a list of key issues currently facing your Section to be accomplished within the
next operational period.
85

Keep up to date on situation and resources associated with your Section. Maintain
current status and displays at all times.
Brief the EOC Director on major problem areas that need or will require solutions.
Provide situation and resources information to the Situation Status Unit of the EOC
Planning/Intelligence Section on a periodic basis or as the situation requires.
Establish operating procedure with the Information Systems Branch of the EOC
Logistics Section for use of telephone, data and radio systems. Make any priorities
or special requests known.
Determine status of transportation system into and within the affected area in
coordination with the Transportation Unit of the EOC Logistics Section. Find out
present priorities and estimated times for restoration of the disaster route system.
Provide information to appropriate Branches/Units.
Ensure that your EOC Section logs and files are maintained.
Ensure that all EOC section personnel are maintaining their individual position logs.
Monitor your EOC Section activities and adjust Section organization as appropriate.
Ensure internal coordination between branch/group/unit leaders.
Update status information with other sections as appropriate.
Resolve problems that arise in conducting your Section responsibilities.
Anticipate potential situation changes, such as severe aftershocks, in all EOC
Section planning. Develop a backup plan for all plans and procedures requiring offsite
communications.
Conduct periodic briefings for your Section. Ensure that all organizational elements
are aware of priorities.
Use face-to-face communication in the EOC whenever possible and document
decisions and policy.
Make sure that all contacts with the media are fully coordinated first with the Public
Information Officer (PIO).
Participate in the EOC Director’s action planning meetings.
86

Ensure that all your EOC Section personnel and equipment time records and record
of expendable materials used are provided to the Time and Cost Analysis Units of
the Finance/Administration Section at the end of each operational period.
Brief your relief at shift change time. Ensure that in-progress activities are identified
and follow-up requirements are known.
EOC Section Operational Duties
Establish field communications with affected areas.
Evaluate the field conditions associated with the disaster/emergency and coordinate
with the Situation Status Unit of the EOC Planning/Intelligence Section.
Determine the need to evacuate and issue evacuation orders.
Determine the need for In-Place Sheltering and issue notification orders. (See
Supporting Documentation)
In coordination with the Situation Status Unit of the EOC Planning/Intelligence
Section, designate primary and alternate evacuation routes for each incident.
Display on maps the primary and alternate evacuation routes which have been
determined for the incident.
Identify, establish and maintain staging areas for field Operations-related equipment
and personnel.
Direct EOC Operations Branch/Unit Coordinators to maintain up-to-date Incident
Charts, Incident Reports and Branch/Unit specific maps. Ensure that only ACTIVE,
ESSENTIAL information is depicted on the charts and maps. All Branch/Unit related
items of interest should be recorded on an EOC Incident Report.
Provide copies of the daily EOC Incident Report to the Documentation Unit of the
EOC Planning/Intelligence Section at end of each operational period.
Coordinate the activities of all departments and agencies involved in the operations.
Determine resources committed and resource needs.
Receive, evaluate and disseminate information relative to the Operations of the
disaster/emergency.
Provide all relevant emergency information to the Public Information Officer.
87

Conduct periodic EOC Operations Section briefings and work to reach consensus
for forthcoming operational periods.
Work closely with the EOC Planning/Intelligence Section Chief in the development of
the EOC Action Plan.
Work closely with each Branch/Unit leader to ensure EOC Operations Section
objectives as defined in the current EOC Action Plan are being addressed.
Ensure that intelligence information from Branch/Unit leaders is made available to
the EOC Planning/Intelligence Section.
Coordinate with the Facilities and Procurement Units of the EOC Logistics Section
on animal care issues.
Ensure that all fiscal and administrative requirements are coordinated through the
EOC Finance/Administration Section, i.e., notification of any emergency expenditure.
Review suggested list of resources to be released and initiate recommendations for
their release. Notify the Resources Unit of the EOC Logistics Section.
Deactivation
Deactivate Section when no longer required.
Ensure that any open actions are handled by your EOC Section or Authorize
deactivation of organizational elements within your transferred to other EOC
elements as appropriate.
Ensure that any required forms or reports are completed prior to your release and
departure.
Be prepared to provide input to the EOC After-Action/Corrective Action Report.
Deactivate your Section and close out logs when authorized by the EOC Director.
NOTES:
88

FIRE BRANCH
SUPERVISOR:
EOC Operations Section Chief
GENERAL DUTIES:
Coordinate the prevention, control and suppression of fires and hazardous materials
incidents.
Coordinate the provision of emergency medical care.
Coordinate all search and rescue operations.
Implement that portion of the EOC Action Plan appropriate to the Fire Branch.
YOUR RESPONSIBILITY:
Coordinate personnel, equipment and resources committed to the fire, field medical,
search and rescue and hazardous materials elements of the incident. Reference City
of Santa Monica Hazardous Materials Plan.
READ ENTIRE CHECKLIST AT START-UP AND
AT BEGINNING OF EACH SHIFT
Activation
CHECKLIST
Check in upon arrival at the EOC.
Report to the EOC Operations Section Chief and obtain a briefing.
Determine your personal operating location and set up as necessary.
Review your position responsibilities.
Activate Department Emergency Voicemail.
Obtain a briefing from the field command post(s), if activated, prior to assuming EOC
assignment and brief the EOC Operations Section Chief.
Identify yourself as the Fire Branch Director by putting on the vest with your title.
Ensure that all required supplies are available and equipment is working properly
(phones, radios, forms, lists, maps, etc.)
89

Ascertain if all key Fire Department personnel have been notified.
Clarify any issues regarding your authority and assignment.
Activate elements of your Branch/Unit, establish work area, assign duties and
ensure Branch/Unit journal/log is opened.
Ensure that all on-duty Fire personnel have been alerted and notified of the current
situation.
Ensure that all off-duty Fire personnel have been notified of call-back status (when
they should report), in accordance with current department emergency procedures.
Ensure that all Fire personnel have completed status check on equipment, facilities
and operational capabilities.
Determine 24-hour staffing requirement and request additional support as required.
Request additional resources through the EOC Logistics Section or established
ordering procedures, as needed.
Ensure that all your incoming Branch/Unit personnel are fully briefed.
Based on the situation as known or forecast, determine likely future Branch/Unit
needs.
Think ahead and anticipate situations and problems before they occur.
Using activity log, maintain all required records and documentation to support the
EOC After-Action Report and the history of the emergency/disaster. Document:
Messages received
Action taken
Decision justification and documentation
Requests filled
EOC personnel, time on duty and assignments
Precise information is essential to meet requirements for possible reimbursement
by CalEMA and FEMA.
General Operational Duties
Develop a plan for your Branch/Unit operations and support of field operations as
requested. Assign specific responsibilities.
90

Keep up to date on the situation and resources associated with your Branch/Unit.
Maintain current status reports and displays.
Ensure that the Safety/Damage Assessment plan is being carried out by field units
Obtain regular briefings from field command post(s) or DOC.
Maintain contact with established DOCs and work/control/dispatch centers to
coordinate resources and response personnel.
Direct field units to report pertinent information (casualties, damage observations,
evacuation status, radiation levels, chemical exposures, etc.) to the appropriate EOC
Operations Branch.
Keep the EOC Operations Section Chief advised of your Branch/Unit status and
activity and on any problem areas that now need or will require solutions.
Provide periodic situation or status reports to your EOC Section Chief for updating
information to the EOC Planning/Intelligence Section.
Ensure that all relevant communication systems are established and operable.
Review situation reports as they are received. Verify information where questions
exist.
Anticipate potential situation changes, such as severe aftershocks, in all Branch/Unit
planning. Develop a backup plan for all activities and procedures requiring off-site
communications.
Determine and anticipate your support needs and forward to your EOC Section
Chief.
Conduct periodic briefings for your Branch/Unit. Ensure they are aware of priorities.
Monitor your Branch/Unit activities and adjust staffing and organization as
appropriate to meet current needs.
Use face-to-face communication in the EOC whenever possible and document
decisions and policy.
Refer all media contacts to your EOC Section Chief.
Be prepared to participate in the EOC Director’s action planning meetings and policy
decisions if requested.
91

Ensure that all your Branch/Unit personnel and equipment time records and record
of expendable materials used are provided to your EOC Section Chief at the end of
each operational period.
Brief your relief at shift-change time. Ensure that in-progress activities are identified
and follow-up requirements are known.
Operational Duties
Assess the impact of the disaster on the Fire Department operational capabilities.
Set Fire Department priorities based on the nature and severity of the disaster.
Attend planning meetings at the request of the EOC Operations Section Chief.
Assist in the preparation of the EOC Action Plan.
Estimate need for fire mutual aid.
Request mutual aid resources through proper channels and notify the EOC
Operations Section Chief.
Order all fire resources through the Area ―A‖ Fire Mutual Aid Coordinator.
Order all other resources through the Logistics Section.
Report to the EOC Operations Section Chief when:
EOC Action Plan needs modification.
Additional resources are needed or surplus resources are available.
Significant events occur.
Report to the Area ―A‖ Fire Mutual Aid Coordinator on major problems, actions taken
and resources available or needed.
Alert all emergency responders to the dangers associated with hazardous materials
and fire. Reference City of Santa Monica Hazardous Materials Plan
Provide emergency medical care and transportation of injured to appropriate
facilities.
Assist in dissemination of warning to the public, as needed.
Provide fire protection and safety assessment of shelters.
Provide support for radiation monitoring and decontamination operations.
Reference City of Santa Monica Hazardous Materials Plan
92

Coordinate with the Procurement and Facilities Units of the EOC Logistics Section
for feeding and shelter of fire personnel.
Determine if current and forecasted weather conditions will complicate large and
intense fires, hazardous material releases major medical incidents and/or other
potential problems.
Review and approve accident and medical reports originating within the Fire Branch.
Resolve logistical problems reported by the field units.
Deactivation
Ensure that all required forms or reports are completed prior to your release and
departure.
Be prepared to provide input to the EOC After-Action Report.
Determine what follow-up to your assignment might be required before you leave.
Deactivate the Fire Branch position and close out logs when authorized by the
Operations Section Chief or EOC Director.
NOTES:
93

LAW BRANCH
SUPERVISOR:
EOC Operations Section Chief
GENERAL DUTIES:
Coordinate movement and evacuation operations during the disaster.
Alert and notify the public of the pending or existing emergency.
Activate any public warning systems. Coordinate with the Public Information Officer.
Coordinate all law enforcement and traffic control operations during the disaster.
Ensure the provision of security at incident facilities.
Coordinate incoming law enforcement mutual aid resources during the emergency.
Provide windshield surveys of damage, especially at designated critical facilities.
Coordinate with Field Operation's staff. Report information (See Supporting
Documentation).
Maintain oversight of EOC Security Officer(s) if necessary.
Coordinate and assume responsibility as necessary for Coroner Operations.
YOUR RESPONSIBILITY:
Alert and warn the public, coordinate evacuations, enforce laws and emergency orders,
establish safe traffic routes, ensure that security is provided at incident facilities, ensure
emergency access control to damaged areas, order and coordinate appropriate mutual
aid resources and assume responsibility for the Coroner function in the absence of the
Los Angeles County Coroner. Necessary units or groups may be activated as needed
to carry out these functions (See Supporting Documentation).
READ ENTIRE CHECKLIST AT START-UP AND
AT BEGINNING OF EACH SHIFT
Activation
CHECKLIST
Check in upon arrival at the EOC.
Report to the EOC Operations Section Chief and obtain a briefing.
Determine your personal operating location and set up as necessary.
Review your position responsibilities.
95

Activate Emergency Alert Notification System.
Obtain a briefing from the field command post(s) or DOC prior to assuming EOC
assignment and brief the EOC Operations Section Chief.
Identify yourself as the Law Branch by putting on the vest with your title.
Clarify any issues regarding your authority and assignment and what others in the
organization do.
Activate elements of your Branch/Unit, establish work area, assign duties and
ensure Branch/Unit journal/log is opened.
Determine 24-hour staffing requirement and request additional support as required.
Request additional resources through the EOC Logistics Section or established
ordering procedures, as needed.
Ensure that all your incoming Branch/Unit personnel are fully briefed.
Based on the situation as known or forecast, determine likely future Branch/Unit
needs.
Think ahead and anticipate situations and problems before they occur.
Using activity log, maintain all required records and documentation to support the
After-Action Report and the history of the emergency/disaster. Document:
Messages received
Action taken
Decision justification and documentation
Requests filled
EOC personnel, time on duty and assignments
Precise information is essential to meet requirements for possible reimbursement
by CalEMA and FEMA.
General Operational Duties
Develop a plan for your Branch/Unit operations and support of field operations as
requested. Assign specific responsibilities.
Keep up to date on the situation and resources associated with your Branch/Unit.
Maintain current status reports and displays.
96

Obtain regular briefings from field command post(s) or DOC.
Keep the EOC Operations Section Chief advised of your Branch/Unit status and
activity and on any problem areas that now need or will require solutions.
Provide periodic situation or status reports to your EOC Section Chief for updating
information to the EOC Planning/Intelligence Section.
Ensure that all relevant communication systems are operational.
Review situation reports as they are received.
Anticipate potential situation changes, such as severe aftershocks, in all Branch/Unit
planning. Develop a backup plan for all activities and procedures requiring off-site
communications.
Determine and anticipate your support needs and forward to your EOC Section
Chief.
Conduct periodic briefings for your Branch/Unit. Ensure they are aware of priorities.
Monitor your Branch/Unit activities and adjust staffing and organization as
appropriate to meet current needs.
Use face-to-face communication in the EOC whenever possible and document
decisions and policy.
Refer all media contacts to your Section Chief.
Be prepared to participate in the EOC Director’s action planning meetings and policy
decisions if requested.
Ensure that all your Branch/Unit personnel and equipment time records and record
of expendable materials used are provided to your EOC Section Chief at the end of
each operational period.
Brief your relief at shift-change time. Ensure that in-progress activities are identified
and follow-up requirements are known.
EOC Branch/Unit Operational Duties
Branch/Unit Operational Duties are organized into categories: Mobilization, Initial
Response, Alerting/Warning, Evacuation, Security, Other, and Additional Actions in
Response to Hazardous Materials, Air Crash, or Flooding/Reservoir Failure.
97

Mobilization
Ensure that all on-duty Law Enforcement personnel have been alerted and notified
of the current situation.
Ensure that all off-duty Law Enforcement personnel have been notified of callback
status, (when they should report) in accordance with current department emergency
procedures.
Ensure that Law Enforcement personnel have completed status checks on
equipment, facilities, and operational capabilities.
Alter normal patrol procedures to accommodate the emergency situation.
Initial Response
Ensure that field units begin windshield survey of critical facilities and report status
information to the EOC Planning/Intelligence Section through the EOC Operations
Section.
Notify West Hollywood Sheriff’s Station EOC or Watch Commander of status.
Coordinate with the appropriate units of the EOC Logistics Section for supplies,
equipment, personnel, and transportation for field operations.
Establish a multi-purpose staging area as required.
Maintain contact with established DOCs and dispatch centers to coordinate
resources and response personnel.
Direct field units to report pertinent information (casualties, damage observations,
evacuating status, radiation levels, chemical exposure, etc.) to the appropriate EOC
Operations Branch.
Designate area to be warned and/or evacuated.
Develop the warning/evacuation message to be delivered. At a minimum the
message should include:
Nature of the emergency and exact threat to public
Threat areas
Time available for evacuation
Evacuation routes
Location of evacuee assistance center
98

Radio stations carrying instructions and details
Coordinate all emergency warning and messages with the EOC Director and the
PIO. Consider following dissemination methods:
Utilize Emergency Alert Notification System.
Notifying police units to use loudspeakers and sirens to announce warning
messages.
Determining if helicopters are available and/or appropriate for announcing
warnings.
Using cable TV, local radio stations or local low-power radio stations to deliver
warning or emergency messages upon approval of the EOC Director.
Using the SM Alerts Notification System, Social Media Outlets, and Emergency
Alert System (EAS) for local radio and television delivery of warnings.
Using explorers, volunteers, reserves and other city personnel as necessary to
help with warnings. Request through the EOC Logistics Section.
Ensure that dispatch notifies special facilities requiring warning and/or notification
(i.e. hospitals, schools, government facilities, special industries, etc.)
Warn all special populations such non-English speaking and hearing and sight
impaired persons of the emergency situation/hazard by:
Using bilingual employees whenever possible.
Translating all warnings, written and spoken, into appropriate languages.
Contacting media outlets (radio/television) that serve the languages you need.
Utilizing TDD machines and 9-1-1 translation services to contact the deaf.
Using pre-identified lists of disabled and hearing and sight impaired persons for
individual contact.
Check vacated areas to ensure that all people have received warnings.
Evacuation
Establish emergency traffic routes in coordination with the Public Works Branch,
utilizing the County Operational Area Disaster Route Priority Plan.
Coordinate with the EOC Public Works Branch traffic engineering to determine
capacity and safety of evacuation routes and time to complete evacuation.
Ensure that evacuation routes do not pass through hazard zones.
Identify alternate evacuation routes where necessary.
Through field unit requests, identify persons/facilities that have special evacuation
requirements; i.e. disabled, hospitalized, elderly, institutionalized, incarcerated etc.
99

Check status. Evacuate if necessary. Coordinate with the Transportation Unit of the
EOC Logistics Section for transportation.
Consider use of city vehicles if threat is imminent. Coordinate use of city vehicles
(buses, trucks, vans, etc.) with the Transportation Unit of the EOC Logistics Section.
Encourage the use of private vehicles if possible.
Establish evacuation assembly points
Coordinate the evacuation of hazardous areas with neighboring jurisdictions and
other affected agencies.
Coordinate with Care and Shelter Branch to open evacuation centers.
Establish traffic control points and provide traffic control for evacuation and
perimeter control for affected areas.
Place towing services on stand-by to assist disabled vehicles on evacuation routes.
Monitor status of warning and evacuation processes.
Coordinate with the Public Works Branch to obtain necessary barricades and signs.
Security
Enforce curfew and other emergency orders, as identified in the EOC Action Plan.
Request mutual aid assistance through established protocols.
Coordinate security in the affected areas to protect public and private property.
Coordinate security for critical facilities and resources. (See Supporting
Documentation)
Coordinate with the Public Works Branch for street closures and board up of
buildings.
Coordinate law enforcement and crowd control services at mass care and
evacuation centers.
Provide information to the PIO on matters relative to public safety.
Ensure that detained inmates are protected from potential hazards. Ensure
adequate security, and relocate if necessary.
100

Consider vehicle security and parking issues at incident facilities and coordinate
security if necessary.
Develop procedures for safe re-entry into evacuated areas.
Other
Coordinate with appropriate animal care agencies and the Facilities and
Procurement Units of the EOC Logistic Section. Take required animal control
measures as necessary (See Supporting Documentation).
If requested, assist the County Coroner with removal and disposition of the dead.
Activate the EOC Coroner Unit if the Coroner is needed and the County cannot
provide service.
Additional Actions in Response to Hazardous Materials Incidents
Insure that all personnel remain upwind or upstream of the incident site. This may
require repositioning of personnel and equipment as conditions change.
Notify appropriate local, state, and federal hazard response agencies.
Consider wind direction and other weather conditions. Contact the Situation Status
Unit of the EOC Planning/ Intelligence Section for updates.
Assist with the needs at the Unified Command Post as requested.
Assist in efforts to identify spilled substances, including locating shipping papers and
placards, and contacting as required: County Health, CalEMA, shipper,
manufacturer, CHEMTREC, etc.
Additional Actions in Response to a Major Air Crash
Notify the Federal Aviation Agency or appropriate military command.
Request temporary flight restrictions.
Additional Actions in Response to Flooding and/or Reservoir Failure
Notify all units in and near inundation areas of flood arrival time.
Direct mobile units to warn public to move to higher ground immediately. Continue
warning as long as needed.
101

Coordinate with CityTV and PIO to notify radio stations to broadcast warnings.
Deactivation
Ensure that all required forms or reports are completed prior to your release and
departure.
Be prepared to provide input to the EOC After-Action/Corrective Action Report.
Determine what follow-up to your assignment might be required before you leave.
Deactivate the Law Branch position and close out logs when authorized by the
Operations Section Chief or EOC Director.
NOTES:
102

MED/HEALTH BRANCH
SUPERVISOR:
EOC Operations Section Chief
In the event of a major disaster, there may be an extended period of time before the
County service can be provided. As resources allow, the Medical/Health Branch will
coordinate the appropriate actions until the County responds.
The Los Angeles County Department of Health Services, in coordination with the private
hospitals designated as Casualty Collection Points (CCP) or Medical Field Treatment
Sites, is responsible for assigning medical staff to CCPs. (See Supporting
Documentation).
GENERAL DUTIES:
Monitor and coordinate all tactical operations of triage, emergency medical care and
treatment of the sick and injured resulting from the incident.
Assess medical casualties and needs.
Coordinate resources and communication with medical/health care facilities and
transportation companies for the evacuation and continual patient care consistent
with the EOC Action Plan.
Coordinate preventive health services and other health-related activities and advise
on general sanitation matters.
YOUR RESPONSIBILITY:
Manage personnel, equipment and resources to provide the best patient care possible
consistent with the EOC Action Plan. Coordinate the provision of public health and
sanitation consistent with the EOC Action Plan.
READ ENTIRE CHECKLIST AT START-UP AND
AT BEGINNING OF EACH SHIFT
Activation
CHECKLIST
Check in upon arrival at the EOC.
Report to the EOC Operations Section Chief and obtain a briefing.
Determine your personal operating location and set up as necessary.
103

Review your position responsibilities.
Obtain a briefing from the field command post(s) or DOC, if activated, prior to
assuming EOC assignment and brief the EOC Operations Section Chief.
Identify yourself as the Medical/Health Branch Coordinator by putting on the vest
with your title.
Ensure that all required supplies are available and equipment is working properly
(phones, radios, forms, lists, maps, etc.)
Clarify any issues regarding your authority and assignment and what others in the
organization do.
Activate elements of your Branch/Unit, establish work area, assign duties and
ensure Branch/Unit journal/log is opened.
Ensure that a status check on equipment, facilities and operational capabilities has
been completed.
Ensure that field units begin safety/damage assessment survey of critical facilities
and report status information to the EOC Planning/Intelligence Section through the
EOC Operations Section.
Determine 24-hour staffing requirement and request additional support as required.
Request additional resources through the EOC Logistics Sections or established
ordering procedures, as needed.
Ensure that all your incoming Branch/Unit personnel are fully briefed.
Based on the situation as known or forecast, determine likely future Branch/Unit
needs.
Think ahead and anticipate situations and problems before they occur.
Using activity log, maintain all required records and documentation to support the
EOC After-Action Report and the history of the emergency/disaster. Document:
Messages received
Action taken
Decision justification and documentation
Requests filled
EOC personnel, time on duty and assignments
104

Precise information is essential to meet requirements for possible reimbursement
by CalEMA and FEMA.
General Operational Duties
Develop a plan for your Branch/Unit operations and support of field operations as
requested. Assign specific responsibilities.
Keep up to date on the situation and resources associated with your Branch/Unit.
Maintain current status reports and displays.
Obtain regular briefings from field command post(s) or DOC.
Direct field units to report pertinent information (casualties, damage observations,
evacuation status, etc.) to the appropriate EOC Operations Branch.
Keep the EOC Operations Section Chief advised of your Branch/Unit status and
activity and on any problem areas that now need or will require solutions.
Provide periodic situation or status reports to your EOC Section Chief for updating
information to the EOC Planning/Intelligence Section.
Ensure that all relevant communication systems are operational.
Review situation reports as they are received.
Anticipate potential situation changes, such as severe aftershocks, in all Branch/Unit
planning. Develop a backup plan for all plans and procedures requiring off-site
communications.
Determine and anticipate your support needs and forward to your EOC Section
Chief.
Conduct periodic briefings for your Branch/Unit. Ensure they are aware of priorities.
Monitor your Branch/Unit activities and adjust staffing and organization as
appropriate to meet current needs.
Use face-to-face communication in the EOC whenever possible and document
decisions and policy.
Refer all media contacts to your EOC Section Chief.
Be prepared to participate in the EOC Director’s action planning meetings and policy
decisions if requested.
105

Ensure that all your Branch/Unit personnel and equipment time records and record
of expendable materials used are provided to your EOC Section Chief at the end of
each operational period.
Brief your relief at shift-change time. Ensure that in-progress activities are identified
and follow-up requirements are known.
Branch/Unit Operational Duties
Access County medical/health response by contacting the Los Angeles County
Operational Area EOC.
Arrange for emergency medical support and hospital care for disaster victims during
and after an incident.
Determine number and location of casualties that require hospitalization.
Identify hospitals, nursing homes and other facilities that could be expanded into
emergency treatment centers for disaster victims and inform the Los Angeles County
Operational Area EOC.
In the event of an evacuation, coordinate with the Law Branch to reduce the patient
population in hospitals, nursing homes and other care facilities.
Provide continued medical care for patients who cannot be moved when hospitals,
nursing homes and other health care facilities are evacuated.
In conjunction with the Shelter Branch, establish and staff medical care stations at
shelter facilities.
Establish and operate first aid stations for emergency workers as appropriate to the
incident.
Coordinate with the Personnel Unit of the EOC Logistics Section to obtain additional
health/medical personnel.
In conjunction with the Transportation Unit of the EOC Logistics Section, coordinate
transportation and care of injured persons to treatment areas.
Provide information on the disaster routes established within the EOC Action Plan to
local hospitals, health care facilities, ambulance companies, etc.
106

Provide to the PIO the locations of shelters, first aid facilities, Casualty Collection
Points (CCPs), public health hazards and mitigation procedures and other
information for press release.
In conjunction with the Situation Status Unit of the EOC Planning/Intelligence
Section, establish a patient tracking system.
Protect sources of potable water and sanitary sewage systems from effects of
potential hazards.
Identify sources of contamination dangerous to the health of the community and post
as needed.
Coordinate inspection of health hazards in damaged buildings.
Coordinate with the Los Angeles County Operational Area in developing procedures
to distribute medications to shelters or treatment areas as needed.
Coordinate with the Los Angeles County Operational Area in appropriate disease
prevention measures, i.e., inoculation, water purification, pest control, inspection of
foodstuffs and other consumables, etc.
Coordinate local medical staff with National Disaster Medical System (NDMS)
responders.
Additional Actions in Response to Flooding and/or Reservoir Failure
Identify facilities subject to flooding and prepare to move people from facilities.
Additional Actions in Response to Hazardous Material Incidents
Identify patients and notify hospitals if contaminated or exposed patients are
involved.
Implement the Radiological Protection Procedures as needed. Reference City of
Santa Monica Hazardous Materials Plan.
Deactivation
Ensure that all required forms or reports are completed prior to your release and
departure.
Be prepared to provide input to the EOC After-Action/Corrective Action Report.
107

Determine what follow-up to your assignment might be required before you leave.
Deactivate the Medical Branch position and close out logs when authorized by the
EOC Operations Section Chief or EOC Director.
NOTES:
108

CARE AND SHELTER BRANCH
SUPERVISOR:
EOC Operations Section Chief
The City of Santa Monica works with the Santa Monica Chapter of the American Red
Cross. If the disaster is large enough, the affected American Red Cross chapter(s) may
consolidate operations into a disaster operations headquarters at a site to be
determined.
The Care and Shelter Branch shall ensure that plans are in place to open and operate
evacuation centers and mass care facilities until, and if, the American Red Cross
assumes responsibility of the facilities. Thereafter, the Care and Shelter Branch will
work closely with and support the American Red Cross and any other volunteer service
agencies providing assistance to disaster victims.
The Los Angeles County Department of Public Social Services has the Operational
Area responsibility for Care and Shelter.
SHELTER SITES
Pre-identified sites with Site Surveys completed include:
1. Santa Monica College, 1900 Pico Boulevard
2. John Adams Middle School, 2425 16 th Street
3. Santa Monica High School, 601 Pico Boulevard
4. Lincoln Middle School, 1501 California Avenue
5. Memorial Park Gym, 1401 Olympic Boulevard
In conjunction with the Santa Monica Chapter, American Red Cross, have permission
and Memos of Understanding secured for shelter usage.
In conjunction with the American Red Cross and the Santa Monica- Malibu Unified
School District, the city of Santa Monica has established the following inspections prior
to opening a shelter.
Structural safety inspection arranged with local Building Inspector.
OSHA safety inspection for safety of shelterees and workers.
Facility Walk-Through Survey prior to use (to protect owner and user against
damage claims).
109

Additional Potential shelter sites
City-owned facilities such as community centers, recreational facilities or
auditoriums.
Churches and other privately owned facilities.
School multi-purpose buildings and gymnasiums.
Santa Monica Civic Auditorium
Care and Shelter Branch should coordinate with the American Red Cross in
identifying potential sites. Potential shelters should have the following and meet
all Americans with Disabilities Act (ADA) requirements:
An open space suitable for cots, tables, etc.
Sanitation and hygiene facilities, as available.
Depending upon the scope of the emergency, additional shelter sites may need to be
obtained and/or existing shelters upgraded. All suitable buildings, other than those
used for other emergency functions, may be used for sheltering.
Community centers and other city-owned facilities have become the most preferred
facilities for shelter operations as they are public facilities and can usually accommodate
large numbers of people. Churches are also appropriate as they are often large and
have kitchen facilities on the premises. Because it is important that a community return
to normal activities as soon as possible after a disaster, schools should be used in
shelter operations only when other resources are unavailable.
GENERAL DUTIES:
Identify the care and shelter needs of the community.
Coordinate with the American Red Cross and other emergency welfare agencies to
identify, set up, staff and maintain evacuation centers and mass care facilities for
disaster victims.
Via the media, encourage residents to go to the shelter nearest their residence.
YOUR RESPONSIBILITY:
Provide care and shelter for disaster victims and coordinate efforts with the American
Red Cross and other volunteer agencies.
READ ENTIRE CHECKLIST AT START-UP AND
AT BEGINNING OF EACH SHIFT
CHECKLIST
110

Activation
Check in upon arrival at the EOC.
Report to the EOC Operations Section Chief and obtain a briefing.
Determine your personal operating location and set up as necessary.
Review your position responsibilities.
Obtain a briefing from the field command post(s) or DOC, if activated, prior to
assuming EOC assignment and brief the EOC Operations Section Chief.
Identify yourself as the Care and Shelter Branch Coordinator by putting on the vest
with your title.
Ensure that all required supplies are available and equipment is working properly
(phones, radios, forms, lists, maps, etc.)
Ascertain if all key Care and Shelter personnel are in the EOC or have been notified.
Clarify any issues regarding your authority and assignment and what others in the
organization do.
Activate elements of your Branch/Unit, establish work area, assign duties and
ensure Branch/Unit journal/log is opened.
Ensure that all Care and Shelter personnel have completed status check on
equipment, facilities and operational capabilities.
Determine 24-hour staffing requirement and request additional support as required.
Request additional resources through the EOC Logistics Section or established
ordering procedures, as needed.
Ensure that all your incoming Branch/Unit personnel are fully briefed.
Based on the situation as known or forecast, determine likely future Branch/Unit
needs.
Think ahead and anticipate situations and problems before they occur.
Using activity logs maintain all required records and documentation to support the
EOC After-Action Report and the history of the emergency/disaster. Document:
Messages received
Action taken
111

Decision justification and documentation
Requests filled
EOC personnel, time on duty and assignments
Precise information is essential to meet requirements for possible reimbursement
by CalEMA and FEMA.
General Operational Duties
Develop a plan for your Branch/Unit operations and support of field operations as
requested. Assign specific responsibilities.
Keep up to date on the situation and resources associated with your Branch/Unit.
Maintain current status reports and displays.
Obtain regular briefings from field command post(s) or DOC.
Direct field units to report pertinent information (casualties, damage observations,
evacuation status, etc.) to the appropriate EOC Operations Branch.
Keep the EOC Operations Section Chief advised of your Branch/Unit status and
activity and on any problem areas that now need or will require solutions.
Provide periodic situation or status reports to your EOC Section Chief for updating
information to the Planning/ Intelligence Section.
Ensure that all relevant communication systems are operational.
Review situation reports as they are received. Verify information where questions
exist.
Anticipate potential situation changes, such as severe aftershocks, in all Branch/Unit
planning. Develop a backup plan for all plans and procedures requiring off-site
communications.
Determine and anticipate your support needs and forward to your EOC Section
Chief.
Conduct periodic briefings for your Branch/Unit. Ensure they are aware of priorities.
Monitor your Branch/Unit activities and adjust staffing and organization as
appropriate to meet current needs.
Use face-to-face communication in the EOC whenever possible and document
decisions and policy.
112

Refer all media contacts to your EOC Section Chief.
Be prepared to participate in the EOC Director’s action planning meetings and policy
decisions if requested.
Ensure that all your Branch/Unit personnel and equipment time records and record
of expendable materials used are provided to your EOC Section Chief at the end of
each operational period.
Brief your relief at shift-change time. Ensure that in-progress activities are identified
and follow-up requirements are known.
Branch/Unit Operational Duties
If need is established, contact Santa Monica Chapter of the American Red Cross
and request an ARC liaison for the City of Santa Monica’s EOC. (The Los Angeles
Chapter of the American Red Cross will arrange for a liaison at the Operational Area
EOC which may satisfy local government needs.)
Identify the care and shelter needs of the community, in coordination with the other
Operations Branches.
Determine the need for an evacuation center or mass care shelter.
The Santa Monica Chapter of the American Red Cross should be contacted when
considering opening a mass care facility.
Identify and prioritize which designated mass care facilities will be needed and if
they are functional.
Ensure that a building inspector has inspected each shelter site prior to occupancy
following an earthquake and after each significant aftershock.
If evacuation is ordered, in conjunction with the American Red Cross if available,
open evacuation centers in low risk areas and inform public of locations.
In conjunction with the American Red Cross, manage care and shelter activities
(staffing, registration, shelter, feeding, pertinent evacuee information, etc.) (See
Supporting Documentation).
Ensure shelter management teams are organized and facilities are ready for
occupancy, meeting all health, safety and ADA standards, in conjunction with the
American Red Cross.
113

Coordinate with the Personnel Unit of the EOC Logistics Section to contact volunteer
agencies and recall city staff to assist with mass care functions including basic first
aid, shelter and feeding of evacuees and sanitation needs.
Coordinate with the Los Angeles County Operational Area Care and Shelter Unit for
sheltering of residential care and special needs populations.
Provide and maintain shelter and feeding areas that are free from contamination and
meet all health, safety and ADA standards.
Coordinate with the Santa Monica Chapter of the American Red Cross, Salvation
Army and other volunteer agencies for emergency mass feeding operations.
Coordinate with the Los Angeles County Operational Area Care and Shelter Unit,
the American Red Cross, other volunteer organizations and private sector if mass
feeding or other support is required at spontaneous shelter sites, e.g. in parks,
schools, etc.
Coordinate with the Information Systems Branch of the EOC Logistic Sections to
provide communications where needed to link mass care facilities, the EOC and
other key facilities.
Coordinate with the Procurement and Facilities Units of the EOC Logistics Section
the care of shelterees’ animals.
Coordinate with the Transportation Unit of the EOC Logistics Section the
transportation needs of shelterees.
Ensure shelter managers make periodic activity reports to the EOC including
requests for delivery of equipment and supplies, any city expenditures, damages,
casualties and numbers and types of persons sheltered. The reporting period will be
determined by the Operations Section.
Assist the American Red Cross to ensure adequate food supplies, equipment and
other supplies to operate mass care facilities. Coordinate procurement and
distribution through the Red Cross or the Procurement Unit of the EOC Logistics
Section if requested by Red Cross.
Coordinate with the Facilities Unit of the EOC Logistics Section in the evacuation
and relocation or shelter-in-place of any mass care facilities which may be
threatened by any hazardous condition.
Coordinate with the American Red Cross in the opening, relocating and closing of
shelter operations. Also coordinate the above with adjacent communities if needed.
114

Deactivation
Ensure that all required forms or reports are completed prior to your release and
departure.
Be prepared to provide input to the After-Action Report.
Determine what follow-up to your assignment might be required before you leave.
Deactivate the Care and Shelter Branch position and close out logs when authorized
by the Operations Section Chief or EOC Director.
NOTES:
115

116

PUBLIC WORKS BRANCH
SUPERVISOR:
Operations Section Chief
GENERAL DUTIES:
Receive and process all field resource requests for Public Works resources.
Coordinate those requests internally and externally as necessary to make sure there
are no duplicate orders.
Coordinate with the EOC Logistics Section on the acquisition of all resources and
support supplies, transportation, materials and equipment.
Determine the need for and location of general staging areas for unassigned
resources.
Coordinate with the Facilities Unit of the EOC Logistics Section and participate in
any action planning meetings pertaining to the establishment of additional locations.
Prioritize the allocation of resources to individual incidents. Monitor resource
assignments. Make adjustments to assignments based on requirements.
As needed, provide for the procurement and distribution of potable water supplies
and coordinate with the Health Branch on water purification notices. (See
Supporting Documentation)
YOUR RESPONSIBILITY:
Coordinate all Public Works operations; maintain public facilities, utilities and services,
as well as restore those that are damaged or destroyed; assist other functions with
traffic issues, search and rescue, transportation, etc. as needed. Necessary units or
groups may be activated as needed to carry out these functions.
READ ENTIRE CHECKLIST AT START-UP AND
AT BEGINNING OF EACH SHIFT
Activation
CHECKLIST
Check in upon arrival at the EOC.
Report to the EOC Operations Section Chief and obtain a briefing.
Determine your personal operating location and set up as necessary.
117

Review your position responsibilities.
Obtain a briefing from the field command post(s) or DOC, if activated, prior to
assuming EOC assignment and brief the EOC Operations Section Chief.
Identify yourself as the Public Works Branch Coordinator by putting on the vest with
your title.
Ensure that all required supplies are available and equipment is working properly
(phones, radios, forms, lists, maps, etc.)
Ascertain if all key Public Works Department personnel are in the EOC or have been
notified.
Clarify any issues regarding your authority and assignment and what others in the
organization do.
Activate elements of your Branch/Unit, establish work area, assign duties and
ensure Branch/Unit journal/log is opened.
Ensure that all on-duty Public Works personnel have been alerted and notified of the
current situation.
Ensure that all off-duty Public Works personnel have been notified of call-back
status (when they should report), in accordance with current department emergency
procedures.
Ensure that all Public Works personnel have completed status check on equipment,
facilities and operational capabilities.
Ensure that field units begin the safety assessment survey of public works and
operations facilities and report status information to the EOC Planning/Intelligence
Section.
Determine 24-hour staffing requirement and request additional support as required.
Request additional resources through the Logistics Section or established ordering
procedures, as needed.
Ensure that all your incoming Branch/Unit personnel are fully briefed.
Based on the situation as known or forecast, determine likely future Branch/Unit
needs.
Think ahead and anticipate situations and problems before they occur.
118

Using activity log maintain all required records and documentation to support the
After-Action Report and the history of the emergency/disaster. Document:
Messages received
Action taken
Decision justification and documentation
Requests filled
EOC personnel, time on duty and assignments
Precise information is essential to meet requirements for possible reimbursement
by CalEMA and FEMA.
General Operational Duties
Develop a plan for your Branch/Unit operations and support of field operations as
requested. Assign specific responsibilities.
Keep up to date on the situation and resources associated with your Branch/Unit.
Maintain current status reports and displays.
Obtain regular briefings from field command post(s) or DOC.
Maintain contact with established DOCs and work/control/dispatch centers to
coordinate resources and response personnel.
Direct field units to report pertinent information (casualties, damage observations,
evacuation status, etc.) to the appropriate EOC Operations Branch.
Keep the EOC Operations Section Chief advised of your Branch/Unit status and
activity and on any problem areas that now need or will require solutions.
Provide periodic situation or status reports to your EOC Section Chief for updating
information to the EOC Planning/Intelligence Section.
Ensure that all relevant communication systems are operational.
Review situation reports as they are received. Verify information where questions
exist.
Anticipate potential situation changes, such as severe aftershocks, in all Branch/Unit
planning. Develop a backup plan for all activities and procedures requiring off-site
communications.
Determine and anticipate your support needs and forward to your EOC Section
Chief.
119

Conduct periodic briefings for your Branch/Unit. Ensure they are aware of priorities.
Monitor your Branch/Unit activities and adjust staffing and organization as
appropriate to meet current needs.
Use face-to-face communication in the EOC whenever possible and document
decisions and policy.
Refer all media contacts to your EOC Section Chief.
Be prepared to participate in the EOC Director’s action planning meetings and policy
decisions if requested.
Ensure that all your Branch/Unit personnel and equipment time records and record
of expendable materials used are provided to your EOC Section Chief at the end of
each operational period.
Brief your relief at shift-change time. Ensure that in-progress activities are identified
and follow-up requirements are known.
Branch/Unit Operational Duties
Receive and process all requests for Public Works resources.
Maintain back-up power in the EOC.
Assure that all emergency equipment has been moved from unsafe areas.
Mobilize personnel, heavy equipment and vehicles to designated general staging
areas.
Obtain Public Works resources through the EOC Logistics Section, utilizing mutual
aid process when appropriate.
Allocate available resources based on requests and EOC priorities.
Determine priorities for identifying, inspecting and designating hazardous structures
to be demolished.
Ensure that sources of potable water and sanitary sewage systems are available
and protected from potential hazards. (See Supporting Documentation)
Develop priorities and coordinate with utility companies for restoration of utilities to
critical and essential facilities.
120

In coordination with the Los Angeles County Department of Public Works, determine
status of the Disaster Routes and other transportation routes into and within the
affected area. Determine present priorities and estimated times for restoration.
Clear and reopen Disaster Routes on a priority basis
Coordinate with the Law Branch to ensure the safety of evacuation routes following
a devastating event.
Coordinate with the Procurement Unit of the EOC Logistics Section for sanitation
service during an emergency.
Support clean-up and recovery operations during disaster events.
Clear debris from waterways to prevent flooding. Drain flooded areas, as needed.
Develop a debris removal plan to facilitate city clean-up operations, which
addresses:
Identification of agencies such as the County Sanitation Districts of Los Angeles
and coordination of the debris removal process.
Identification of and cooperation with landfills (consider fee waivers, modification
of landfill operating hours, and public concerns)
Cooperation with various waste management regulatory agencies to address
associated debris removal problems.
Identification and establishment of debris collection sites.
Evaluation of potential recycling of debris.
Prioritization and completion of the debris removal process.
Disaster Event Analysis and Waste Characterization Analysis.
- conduct field assessment survey
- use video and photographs
- quantify and document amounts and types of disaster debris
- coordinate with Building and Safety Branch and track their information on
damaged buildings inspected to determine the location, type and amount
of potential debris
- expect normal refuse volumes to double after a disaster
- develop a list of materials to be diverted
- make diversion programs a priority
- get pre-approval from FEMA, if federal disaster, for recycling programs.
coordinate this with County Office of Emergency Services.
Determine debris removal/building deconstruction and demolition needs.
- coordinate with Building and Safety to determine if a city contractor will be
needed to remove debris from private property or perform demolition
services.
- Building and Safety should seek reimbursement if property owner does
have to coordinate with Building and Safety to include separation and
salvaging
121

Select debris management program(s) from the following:
- curbside collection - source separation of wood, concrete, brick, metals
and Household Hazardous Waste
- drop-off sites for the source separation of disaster debris
- Household Hazardous Waste - collection event or curbside program
Identify temporary storage/processing sites, if necessary.
- Coordinate with surrounding cities and the County
- Determine capacity needs
- Selection of sites will depend on type of debris and proximity to where
debris is generated.
- Coordinate with FEMA regarding reimbursement for temporary sites and
sorting which may require moving materials twice. Coordinate this activity
through County.
Identify facilities and processing operations to be used
Determine contract needs
- Develop estimates of types and quantities of debris, location of debris and
unit cost data for contracts
- Document how contract price was developed
Establish a public information program for debris removal
Establish program length and develop monitoring and enforcement program
Prepare report of program activities and results. Prepare documentation for
reimbursement
Determine the need to staff a water task group and secure resources through the
Logistics Section
Contact DHS District Office of Drinking Water, local health department, local
water utilities, Public Works, Fire Department, Police Department and other
sources to compile situation information including:
- cause and extent of water system damage
- estimated duration of system outage
- geographical area affected
- population affected
- actions taken to restore system
- resources needed to reactivate system
- emergency potable water needs (quantity and prioritized areas)
Notify the Los Angeles County Operational Area EOC (OAEOC) of the situation
and need for mutual aid and participate in OAEOC Drinking Water conference
calls as requested.
Evaluate and prioritize potable water needs (quantity/location/duration: minimum
2 gallons per person per day).
122

In coordination with the Logistics Section, identify and obtain potable water
resources. (If necessary, recommend Deputy EOC Director request mutual aid
to identify and/or obtain water resources. (A list of approved commercial vendors
is maintained by the Food and Drug Branch of DHS and is available through the
Regional EOC [REOC] Water Chief.).
Identify and secure locations for water distribution points (e.g., parks, city halls,
shelters, etc.).
In coordination with the Logistics Section, identify and secure staff resources
needed to operate water distribution points. (If necessary recommend that the
Deputy EOC Director request mutual aid to obtain required staff resources.)
Consult with DHS District Office, water utilities and PIO for appropriate public
information announcements and media interface.
Transmit to Finance/Administration Section data on costs incurred in EOC effort
to purchase and distribute potable water.
Please note: Going directly to the State agency (DHS District Office of Drinking
Water) is not the normal channel of coordination. However, the local level must
coordinate directly with and obtain approval of the State water quality agency for
water system restoration.
Maintain information in the Unit regarding facilities opened and operating, supplies
and equipment at the various locations, specific operations and capabilities of each
location.
As the requirement for emergency use facilities is identified, coordinate the
acquisition of required space.
In coordination with the Operations Section Chief, provide support to facilities used
for disaster response and recovery operations, i.e., staging areas, shelters, disaster
application centers (DACs), etc.
Identify communications requirements to the Information Systems Branch.
Identify equipment, material and supply needs to the Supply/Procurement Unit.
Identify personnel needs to the Personnel Branch.
Identify transportation requirements and support to the Transportation Unit and other
departments.
Identify security requirements to the Law Branch of the Operations Section.
Monitor the actions at each facility activated and provide additional support
requested in accordance with Unit capabilities and priorities established.
123

Account for personnel, equipment, supplies and materials provided to each facility.
Ensure that operational capabilities are maintained at facilities.
Oversee the distribution of utilities, fuel, water food, other consumables and
essential supplies to all disaster operations facilities.
Ensure that basic sanitation and health needs are met.
Deactivation
Ensure that all required forms or reports are completed prior to your release and
departure.
Be prepared to provide input to the EOC After-Action Report.
Determine what follow-up to your assignment might be required before you leave.
Deactivate the Public Works Branch position and close out logs when authorized by
the EOC Operations Section Chief or EOC Director.
NOTES:
124

BUILDING AND SAFETY BRANCH
SUPERVISOR:
EOC Operations Section Chief
GENERAL DUTIES:
Begin the immediate inspection for re-occupancy of key city facilities by departments
responsible for emergency response and recovery.
Provide engineering support as requested for other EOC Operations Section
Branches; i.e. Urban Search and Rescue teams.
Coordinate investigation and safety assessment of damage to buildings, structures
and property within the City for the purpose of:
- Identifying life-threatening hazardous conditions for immediate abatement.
- Inspecting and identifying buildings and property for re-occupancy and
posting and declaring unsafe conditions.
- Determining the cost and percentage of damage to all buildings, structures
and properties.
- Provide safety assessment information and statistics to the Damage
Assessment Unit of the EOC Planning/Intelligence Section.
- Impose emergency building regulations as determined from performance of
structures.
- Coordinate investigation of building code performance. Determine the extent
of damage to buildings and structures and develop recommendations for
building code changes.
YOUR RESPONSIBILITY:
Evaluation of all city-owned and private structures that may have been damaged in an
incident. The Building Official in the City of Santa Monica is the ultimate authority in
safety assessment and in determining whether or not a building is inhabitable or safely
accessible, and those orders will be enforced by local law enforcement.
In a large incident, the need for outside resources to accomplish building inspection will
be required. The coordination of such incoming resources is handled by this branch.
READ ENTIRE CHECKLIST AT START-UP AND
AT BEGINNING OF EACH SHIFT
Activation
CHECKLIST
125

Check in upon arrival at the EOC.
Report to the EOC Operations Section Chief and obtain a briefing.
Determine your personal operating location and set up as necessary.
Review your position responsibilities.
Obtain a briefing from the field command post(s) or DOC, if activated, prior to
assuming EOC assignment and brief the EOC Operations Section Chief.
Identify yourself as the Building and Safety Branch Coordinator by putting on the
vest with your title.
Ensure that all required supplies are available and equipment is working properly
(phones, radios, forms, lists, maps, etc.)
Ascertain if all key Building and Safety Department personnel are in the EOC or
have been notified.
Clarify any issues regarding your authority and assignment.
Activate elements of your Branch/Unit, establish work area, assign duties and
ensure Branch/Unit journal/log is opened.
Ensure that all on-duty Building and Safety personnel have been alerted and notified
of the current situation.
Ensure that all off-duty Building and Safety personnel have been notified of call-back
status (when they should report), in accordance with current department emergency
procedures.
Ensure that all Building and Safety personnel have completed status check on
equipment, facilities and operational capabilities.
Ensure that field units begin safety/damage assessment survey of critical facilities
and report status information to the EOC Planning/Intelligence Section through the
EOC Operations Section.
Determine 24-hour staffing requirement and request additional support as required.
Request additional resources through the EOC Logistics Section or established
ordering procedures, as needed.
Ensure that all your incoming Branch/Unit personnel are fully briefed.
126

Based on the situation as known or forecast, determine likely future Branch/Unit
needs.
Think ahead and anticipate situations and problems before they occur.
Using activity log maintain all required records and documentation to support the
After-Action Report and the history of the emergency/disaster. Document:
Messages received
Action taken
Decision justification and documentation
Requests filled
EOC personnel, time on duty and assignments
Precise information is essential to meet requirements for possible reimbursement
by CalEMA and FEMA.
General Operational Duties
Develop a plan for your Branch/Unit operations and support of field operations as
requested. Assign specific responsibilities.
Keep up to date on the situation and resources associated with your Branch/Unit.
Maintain current status reports and displays.
Ensure that field units are carrying out the Safety/Damage Assessment plan.
Obtain regular briefings from field command post(s) or DOC.
Maintain contact with established DOCs and work/control/dispatch centers to
coordinate resources and response personnel.
Direct field units to report pertinent information (casualties, damage observations,
evacuation status, etc.) to the appropriate EOC Operations Branch.
Keep the EOC Operations Section Chief advised of your Branch/Unit status and
activity and on any problem areas that now need or will require solutions.
Provide periodic situation or status reports to your EOC Section Chief for updating
information to the Planning/Intelligence Section.
Ensure that all relevant communication systems are operational.
127

Review situation reports as they are received. Verify information where questions
exist.
Anticipate potential situation changes, such as severe aftershocks, in all Branch/Unit
planning. Develop a backup plan for all activities and procedures requiring off-site
communications.
Determine and anticipate your support needs and forward to your EOC Section
Chief.
Conduct periodic briefings for your Branch/Unit. Ensure they are aware of priorities.
Monitor your Branch/Unit activities and adjust staffing and organization as
appropriate to meet current needs.
Use face-to-face communication in the EOC whenever possible and document
decisions and policy.
Refer all media contacts to your Section Chief.
Be prepared to participate in the EOC Director’s action planning meetings and policy
decisions if requested.
Ensure that all your Branch/Unit personnel time and equipment records and record
of expendable materials used are provided to your EOC Section Chief at the end of
each operational period.
Brief your relief at shift-change time. Ensure that in-progress activities are identified
and follow-up requirements are known.
Branch/Unit Operational Duties
Coordinate with Los Angeles County Building and Safety regarding local
jurisdictional needs.
Activate the Operational Area Safety/Damage Assessment Plan. It should include
inspection of the following critical facilities (priority) and other facilities (See Unit
Two, Operations Support Documentation):
EOC/DOCs
Police stations
Fire stations
*Hospitals
Schools
128

Congregate care facilities (including private schools, convalescent care facilities,
board and care facilities, day care centers, etc.)
*Public schools
Public Works facilities
Potential HazMat facilities, including gas stations
Designated shelters
Unreinforced masonry buildings
Concrete tilt-up buildings
Multi-story structures—commercial, industrial and residential
*Mobile homes/modular structures
Single-family dwellings
*Note: Certain facilities may fall under the jurisdiction of State or County inspectors.
These agencies may exercise their jurisdictional authority to inspect these facilities. As
a practical matter, there are very few State inspectors available, and they may not be
able to respond in a timely manner during the initial stages of the emergency/disaster.
Use a three-phase approach to inspection based upon existing disaster
intelligence:
General Area Survey of structures
ATC-20 Rapid Inspection
ATC-20 Detailed Inspection
Be prepared to start over due to aftershocks.
After completion of the safety/damage survey, develop a preliminary estimate of the
need for mutual aid assistance.
Assess the need and establish contacts for requesting or providing mutual aid
assistance.
Alert and stage safety assessment teams as needed.
Implement procedures for posting of building occupancy safety status using ATC-20
guidelines.
Activate department procedures and systems to document and report safety
assessment information and forward to the Damage Assessment Unit of the
Planning/Intelligence Section.
Arrange for necessary communications equipment from the Information Systems
Branch of the EOC Logistics Section and distribute to all field personnel (e.g., radios,
cellular phones, etc.)
129

Brief all personnel on Department Emergency Operating Procedures and
assignments.
Assess the need to require potentially unsafe structures to be vacated.
Provide structural evaluation of mass care and shelter facilities to the Shelter
Branch.
Provide public school inspection reports to the state Architect.
Consider establishing a staging area field site to direct and coordinate safety
assessment and inspection teams.
Coordinate with the Public Works Branch on immediate post-event issues (i.e.,
debris removal, demolition, fences, etc.)
Provide policy recommendations to appropriate city officials for:
Emergency building and safety ordinances.
Expediting plan checking and permit issuance on damaged buildings.
Coordinate with the PIO to establish public information and assistance hotlines.
Consider using 24-hour inspection call-in lines and existing city internet based
applications to take damage reports and requests for safety inspections.
Direct field personnel to advise property owners and tenants that multiple
inspections of damage property will be required by various assisting agencies,
including American Red Cross; FEMA; CAL-EMA; local Building and Safety;
insurance carriers and other local, state and federal agencies.
If needed, request police escort of safety assessment and inspection personnel.
Deactivation
Ensure that all required forms or reports are completed prior to your release and
departure.
Be prepared to provide input to the EOC After-Action/Corrective Action Report.
Determine what follow-up to your assignment might be required before you leave.
Deactivate the Building and Safety Branch position and close out logs when
authorized by the Operations Section Chief or EOC Director.
NOTES:
130

PLANNING SECTION
Purpose
The Planning Section enhances the capability of the City of Santa Monica to respond to
emergencies by planning application and coordination of available resources. It is the
policy of this section that the priorities of responses are to be:
Protect life, property, and the environment.
Provide planning and direction for the emergency operations and optimize the
management of resources.
Provide support to the other sections of the City’s emergency response team.
At the earliest possible opportunity restore essential services and systems.
Overview
The EOC Planning/Intelligence Section's primary responsibility is to collect, evaluate,
display and disseminate incident information and status of resources. This Section
functions as the primary support for decision-making to the overall emergency
organization. This Section also provides anticipatory appraisals and develops plans
necessary to cope with changing field events. During a disaster/emergency, other
department heads will advise the EOC Planning/Intelligence Coordinator on various
courses of action from their departmental level perspective.
Objectives
The EOC Planning/Intelligence Section ensures that safety/damage assessment
information is compiled, assembled and reported in an expeditious manner to the
various EOC sections, City departments and the Los Angeles County Operational Area
via the West Hollywood Sheriff=s Station EOC or Watch Commander, and or using the
Los Angeles County Operational Area Response and Recovery System (OARRS). The
EOC Planning/Intelligence Section is also responsible for the detailed recording
(Documentation Unit) of the entire response effort and the preservation of these records
during and following the disaster. The EOC Planning/Intelligence Section will
accomplish the following specific objectives during a disaster/emergency:
Collect initial situation and safety/damage assessment information.
Display situation and operational information in the Emergency Operations Center
(EOC) using maps and visual aids.
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Disseminate intelligence information to the EOC Director, EOC Coordinator, Public
Information Officer, General Staff and the Los Angeles County Operational Area via
the West Hollywood Sheriff’s Station EOC or Watch Commander and or by using
Operational Area Regional Reporting System (OARRS)
Conduct mapping and recording operations.
Prepare summary safety/damage assessment reports for dissemination to other
sections, City departments, CalEMA, FEMA and the Los Angeles County
Operational Area via the West Hollywood Sheriff’s Station EOC or Watch
Commander.
Prepare required reports identifying the extent of damage and financial losses.
Determine the City's post-event condition.
Provide Planning/Intelligence support to other sections.
Ensure accurate recording and documentation of the incident.
Prepare the City’s EOC Action Plan.
Prepare the City’s After-Action Report.
Prepare a post-disaster recovery plan.
Maintain proper and accurate documentation of all actions taken to ensure that all
required records are preserved for future use and CalEMA and FEMA filing
requirements.
Acquire technical experts for special interest topics or special technical knowledge
subjects.
132

SEMS/NIMS ORGANIZATION CHART
EOC Director
Legislative
Officer
Safety Officer
Liaison
Officer
Public Information
Officer
Legal
Advisor
*OPERATIONS
*PLANNING/
INTELLIGENCE
LOGISTICS
FINANCE
Fire/Rescue/HazMat
Resources
Info. Systems
Cost Recovery
Med/Health
Situation Status
Transportation
Time Keeping
Law Enforcement
Documentation
Personnel
Compensation/
Claims
Care & Shelter
Damage Assessment
Facilities
Cost Analysis
Public Works
Adv. Planning
Procurement
Building & Safety
Recovery Planning
* If all elements are activated, Demobilization a deputy may be appointed to provide a manageable span
of control.
Field Units will be coordinating and communication with each of the Branches under the
Operations Section. The Incident Command System will be used in the field.
133

Responsibilities:
Management (Management Section)
The Management Section is responsible for overall emergency management policy and
coordination through the joint efforts of governmental agencies and private
organizations. The EOC Director will either activate appropriate sections or perform
their functions as needed.
Operations Section
Responsible for coordinating all jurisdictional operations in support of the emergency
response through implementation of the city’s EOC Action Plan.
Planning/Intelligence Section
Responsible for collecting, evaluating and disseminating information; tracking
resources, developing the city’s EOC Action Plan in coordination with other sections;
initiating and preparation of the city’s After-Action Report, Corrective Action Plan and
maintaining documentation.
Logistics Section
The Logistics Section is responsible for providing communications, facilities, services,
personnel, equipment, supplies and materials.
Finance/Administration Section
The Finance Section is responsible for financial activities and other administrative
aspects.
134

PLANNING SECTION CHIEF
SUPERVISOR:
EOC Director
GENERAL DUTIES:
Ensure that the Planning/Intelligence function is performed consistent with
SEMS/NIMS Guidelines, including:
Collecting, analyzing and displaying situation information
Preparing periodic situation reports
Initiating and documenting the City’s Action Plan and After-Action Report
Advance planning
Planning for demobilization
Providing Geographic Information Services and other technical support services to
the various organizational elements within the EOC.
Establish the appropriate level of organization within the Section, and continuously
monitor the effectiveness of that organization. Make changes as required.
Be prepared to form additional branches/groups/units as dictated by the situation.
Exercise overall responsibility for the coordination of branch/group/unit activities
within the Section.
Report to the EOC Director on all matters pertaining to Section activities.
YOUR RESPONSIBILITY:
Collect, evaluate, forecast, formulate, disseminate and use of information about the
development of the incident and status of resources.
READ ENTIRE CHECKLIST AT START-UP AND
AT BEGINNING OF EACH SHIFT
Activation
CHECKLIST
Check in upon arrival at the EOC.
Report to the EOC Director or Operations Section Chief.
Obtain a briefing on the situation.
Set up your Section workstation, including maps and status boards.
135

Use your EOC Section materials and on-site supplies.
Review your position responsibilities.
Identify yourself as the EOC Planning/Intelligence Section Chief by putting on the
vest with your title.
Clarify any issues you may have regarding your authority and assignment and what
others in the organization do.
Review organization in place at the EOC. Know where to go for information or
support.
Determine if other Section staff is at the EOC.
Confirm that all key EOC Planning/Intelligence Section personnel or alternates are in
the EOC or have been notified. Recall the required staff members necessary for the
emergency.
Activate organizational elements within your Section as needed and designate
leaders for each element or combination of elements:
Resources Unit
Situation Status Unit
Documentation Unit
Damage Assessment Unit
Advance Planning Unit
Recovery Planning Unit
Demobilization Unit
Technical Specialist
Request additional personnel for the Section to maintain a 24-hour operation as
required.
Brief incoming Section personnel prior to their assuming their duties. Briefings
should include:
Current situation assessment
Identification of specific job responsibilities
Identification of co-workers within the job function and/or geographical
assignment
Availability of communications
Location of work area
Identification of eating and sleeping arrangements as appropriate
136

Procedural instructions for obtaining additional supplies, services and personnel
Identification of operational period work shifts
Inform the EOC Director and General Staff when your Section is fully operational.
Open and maintain Section activity logs.
Using activity log, maintain all required records and documentation to support the
After-Action Report and the history of the emergency/disaster. Document:
Messages received
Action taken
Decision justification and documentation
Requests filled
EOC personnel, time on duty and assignments
Precise information is essential to meet requirements for possible reimbursement
by the CalEMA and FEMA.
Review responsibilities of branches/groups/units in your Section. Develop plan for
carrying out all responsibilities.
Prepare work objectives for Section staff and make staff assignments.
Meet with other Section Chiefs.
Review major incident reports and additional field operational information that may
pertain to or affect Section operations.
Obtain and review major incident reports and other reports from adjacent areas that
have arrived at the EOC.
Direct the Situation Status Unit leader to initiate collection and display of significant
disaster events.
Direct the Documentation Unit leader to initiate collection and display of disaster
information.
Based on the situation as known or forecast, determine likely future
Planning/Intelligence Section needs.
Think ahead and anticipate situations and problems before they occur.
Request additional resources through the appropriate Logistics Section Unit, as
needed.
137

General Operational Duties
Carry out responsibilities of the Planning/Intelligence Section branches/groups/units
that are not currently staffed.
Evaluate the need for Critical Incident Stress Debriefing for all affected personnel,
victims and bystanders. Arrange debriefings through the Personnel Unit of the
Logistics Section.
Make a list of key issues currently facing your Section to be accomplished within the
next operational period.
Keep up to date on situation and resources associated with your Section. Maintain
current status and displays at all times.
Brief the EOC Director on major problem areas that need or will require solutions.
Establish operating procedure with the Information Systems Branch of the Logistics
Section for use of telephone, data and radio systems. Make any priorities or special
requests known.
Determine status of transportation system into and within the affected area in
coordination with the Transportation Unit of the Logistics Section. Find out present
priorities and estimated times for restoration of the disaster route system. Provide
information to appropriate Branches/Units.
Ensure that your Section logs and files are maintained.
Monitor your Section activities and adjust Section organization as appropriate.
Ensure internal coordination between branch/group/unit leaders.
Update status information with other sections as appropriate.
Resolve problems that arise in conducting your Section responsibilities.
Anticipate potential situation changes, such as severe aftershocks, in all Section
planning.
Develop a backup plan for all plans and procedures requiring off-site
communications.
Conduct periodic briefings for your Section. Ensure that all organizational elements
are aware of priorities.
138

Use face-to-face communication in the EOC whenever possible and document
decisions and policy.
Make sure that all contacts with the media are fully coordinated first with the Public
Information Officer (PIO).
Provide direction and information to the EOC Director for the action planning
meetings.
Ensure that all your Section personnel and equipment time records and record of
expendable materials used are provided to the Time and Cost Analysis Units of the
Finance/Administration Section at the end of each operational period.
Brief your relief at shift change time. Ensure that in-progress activities are identified
and follow-up requirements are known.
Section Operational Duties
Assess the impact of the disaster/emergency on the City of Santa Monica, including
the initial safety/damage assessment by field units.
Develop situation analysis information on the impact of the emergency from the
following sources:
Fire Department
Police Department
Public Works
Community and Cultural Services
Santa Monica/Malibu School District
Transportation
Red Cross, Santa Monica Chapter
Disaster Communications Services (DCS)
Media (Radio, Television, and Internet)
Ensure that pertinent disaster/emergency information is disseminated through
appropriate channels to response personnel, City EOC section staff, City
departments, Los Angeles County Operational Area.
Review and approve reconnaissance, City status and safety/damage assessment
reports for transmission by the Situation Status Unit to the Los Angeles County
Operational Area or by using OARRS operational area regional resource system
(See Supporting Documentation).
139

Working with the EOC Management Team and the Documentation Unit, prepare an
EOC Action Plan to identify priorities and objectives.
Assemble information on alternative strategies.
Identify the need for use of special resources.
Initiate the EOC Action Plan development for the current and future operational
periods.
Coordinate action planning briefing to the EOC Director and General Staff, including
analysis and forecast of incident potential.
Ensure coordination of collection and dissemination of disaster information and
intelligence with other sections.
Begin planning for recovery. (Refer to Recovery Planning Unit).
Deactivation
Authorize deactivation of organizational elements within your Section when they are
no longer required.
Ensure that any open actions are handled by your Section or transferred to other
EOC elements as appropriate.
Ensure that any required forms or reports are completed prior to your release and
departure.
Be prepared to provide input to the After-Action Report.
Deactivate your Section and close out logs when authorized by the EOC Director.
NOTES:
140

RESOURCES UNIT
SUPERVISOR:
EOC Planning Section Chief
GENERAL DUTIES:
Prepare and maintain displays, charts and lists that reflect the current status and
location of controlled resources, transportation and support vehicles.
Establish a resource reporting system for field and EOC units.
Prepare and process resource status change information.
Provide information to assist the Situation Status and Documentation Units of the
EOC Planning/Intelligence Section in strategy planning and briefing presentations.
YOUR RESPONSIBILITY:
Maintain detailed tracking records of resources allocation and use (resources already in
place, resources requested but not yet on scene, ―out-of-service‖ resources and
estimates of future resource needs); logs and invoices to support the documentation
process and resources information displays in the EOC. Cooperate closely with the
EOC Operations Section (to determine resources currently in place and resources
needed) and with the EOC Planning/Intelligence Section (to provide resources
information to the EOC Action Plan) (See Supporting Documentation).
READ ENTIRE CHECKLIST AT START-UP AND
AT BEGINNING OF EACH SHIFT
Activation
CHECKLIST
Check in upon arrival at the EOC.
Report to the EOC Planning Section Chief.
Obtain a briefing on the situation.
Locate your workspace and set up as necessary.
Review your position responsibilities.
Identify yourself as the Resources Unit leader by putting on the vest with your title.
141

Clarify any issues regarding your authority and assignment and what others in the
organization do.
Activate elements of your Unit, establish work area, assign duties and ensure Unit
journal/log is opened.
Determine 24-hour staffing requirement and request additional support as required.
Request additional resources through the appropriate Logistics Unit, as needed.
Ensure that all your incoming Unit personnel are fully briefed.
Based on the situation as known or forecast, determine likely future Unit needs.
Think ahead and anticipate situations and problems before they occur.
Using activity log maintain all required records and documentation to support the
After-Action/Corrective Action Report and the history of the emergency/disaster.
(See Supporting Documentation) Document:
Messages received
Action taken
Decision justification and documentation
Requests filled
EOC personnel, time on duty and assignments
Precise information is essential to meet requirements for possible reimbursement
by CalEMA and FEMA.
General Operational Duties
Develop a plan for your Unit operations and support of field operations as requested.
Assign specific responsibilities.
Keep up to date on the situation and resources associated with your Unit. Maintain
current status reports and displays.
Keep the EOC Logistics Section Chief advised of your Unit status and activity and
on any problem areas that now need or will require solutions.
Provide periodic situation or status reports to the EOC Planning/Intelligence Section.
Review situation reports as they are received. Verify information where questions
exist.
142

Anticipate potential situation changes, such as severe aftershocks, in all Unit
planning. Develop a backup plan for all activities and procedures requiring off-site
communications.
Determine and anticipate your support needs and forward to your Section Chief.
Conduct periodic briefings for your Unit. Ensure they are aware of priorities.
Monitor your Unit activities and adjust staffing and organization as appropriate to
meet current needs.
Use face-to-face communication in the EOC whenever possible and document
decisions and policy.
Refer all media contacts to your Section Chief.
Be prepared to participate in the EOC Director’s action planning meetings and policy
decisions if requested.
Ensure that all your Unit personnel and equipment time records and a record of
expendable materials used are provided to your Section Chief at the end of each
operational period.
Brief your relief at shift-change time. Ensure that in-progress activities are identified
and follow-up requirements are known.
Unit Operational Duties
Implement resource tracking system.
Establish a reporting procedure for resources at specified locations.
Direct the collection, organization and display status of incident resources to include
allocation, deployment and staging areas.
Maintain a master list of all resources by utilizing the Santa Monica Resource
Management Guide.
Provide a resources overview and summary information to the Situation Status Unit
of the EOC Planning/Intelligence Section as requested and written status reports on
resources allocations as requested by the Section Chiefs.
Assist in strategic planning based on the evaluation of resource allocation, resources
requested and anticipated resource needs.
143

Ensure that available resources are not overlooked by the EOC Operations Section
staff.
Make recommendations to the EOC Logistics Section Chief of resources that are not
deployed or should be deactivated.
Deactivation
Ensure that all required forms or reports are completed prior to your release and
departure.
Be prepared to provide input to the After-Action/Corrective Action Report.
Determine what follow-up to your assignment might be required before you leave.
Deactivate the Resources Unit position and close out logs when authorized by the
EOC Logistics Section Chief or EOC Director.
NOTES:
144

SITUATION STATUS UNIT
SUPERVISOR:
EOC Planning Section Chief
GENERAL DUTIES:
Collect, organize and analyze situation information from EOC sources.
Provide current situation assessments.
Develop situation reports for dissemination to EOC Planning/Intelligence Section
Chief, EOC Director and other Section Chiefs.
Using Operational Area Regional Response System (OARRS), transmit approved
reports to the Los Angeles County Operational Area.
Develop and maintain current maps and other display tools.
Assess, verify and prioritize situation information.
Evaluate the content of all-incoming field situation and major incident reports.
Provide incoming intelligence information directly to appropriate EOC Sections,
summarize and provide current information on maps and displays.
Monitor and ensure the orderly flow of disaster and intelligence information within
the EOC.
YOUR RESPONSIBILITY:
Collect and organize incident status and situation information and evaluate, analyze and
display information for use by EOC staff.
READ ENTIRE CHECKLIST AT START-UP AND
AT BEGINNING OF EACH SHIFT
Activation
CHECKLIST
Check in upon arrival at the EOC.
Report to the Planning/Intelligence Section Chief.
Obtain a briefing on the situation.
Determine your personal operating location and set up as necessary.
Review your position responsibilities.
145

Identify yourself as the Situation Status Unit leader by putting on the vest with your
title.
Clarify any issues regarding your authority and assignment and what others in the
organization do.
Activate elements of your Unit, establish work area, assign duties and ensure Unit
journal/log is opened.
Determine 24-hour staffing requirement and request additional support as required.
Request additional resources through the appropriate Logistics Section Unit, as
needed.
Ensure that all your incoming Unit personnel are fully briefed.
Based on the situation as known or forecast, determine likely future Branch/Unit
needs.
Think ahead and anticipate situations and problems before they occur.
Using activity log, maintain all required records and documentation to support the
After-Action Report and the history of the emergency/disaster. Document:
Messages received
Action taken
Decision justification and documentation
Requests filled
EOC personnel, time on duty and assignments
Precise information is essential to meet requirements for possible reimbursement
by CalEMA and FEMA.
General Operational Duties
Develop a plan for your Unit operations and support of field operations as requested.
Assign specific responsibilities.
Keep up to date on the situation and resources associated with your Unit. Maintain
current status reports and displays.
Keep the Planning/Intelligence Section Chief advised of your Unit status and activity
and on any problem areas that now need or will require solutions.
146

Provide periodic situation or status reports to your Section Chief.
Ensure that all relevant communication systems are operational.
Review situation reports as they are received. Verify information where questions
exist.
Anticipate potential situation changes, such as severe aftershocks, in all Unit
planning. Develop a backup plan for all activities and procedures requiring off-site
communications.
Determine and anticipate your support needs and forward to your Section Chief.
Conduct periodic briefings for your Unit. Ensure they are aware of priorities.
Monitor your Unit activities and adjust staffing and organization as appropriate to
meet current needs.
Use face-to-face communication in the EOC whenever possible and document
decisions and policy.
Refer all media contacts to your Section Chief.
Be prepared to participate in the EOC Director’s action planning meetings and policy
decisions if requested.
Ensure that all your Unit personnel and equipment time records and record of
expendable materials used are provided to your Section Chief at the end of each
operational period.
Brief your relief at shift-change time. Ensure that in-progress activities are identified
and follow-up requirements are known.
Unit Operational Duties
Direct the collection, organization and display of status of disaster, including:
Location and nature of the disaster/emergency
Special hazards
Number of injured persons
Number of deceased persons
Road closures and disaster routes
Structural property damage (estimated dollar value)
Personal property damage (estimated dollar value)
City of Santa Monica resources committed to the disaster/emergency
City of Santa Monica resources available
147

Assistance provided by outside agencies and resources committed
Shelters, type, location and number of people that can be accommodated
Possible Information Sources include:
Disaster Briefings
EOC Action Plan
Section Reports
Intelligence Reports
Field Observations
Casualty Information
Resource Status Reports
Aerial Reports and Photographs
Values and Hazards Information
On Duty Personnel from other Sections
Prepare and maintain EOC displays.
Post to the significant events log casualty information, health concerns, property
damage, fire status, size of risk area, scope of the hazard to the public, number of
evacuees, etc.
Develop sources of information and assist the Planning/Intelligence Section Chief in
collecting, organizing and analyzing data from the following:
Management Team
Operations Section
Logistics Section
Finance/Administration Section
Provide for an authentication process in case of conflicting status reports on events.
Meet with the Planning/Intelligence Section Chief and the EOC Director to determine
needs for planning meetings and briefings. Determine if there are any special
information needs.
Direct the collection of photographs, videos, and/or sound recordings or disaster
events, as appropriate.
Meet with the PIO to determine best methods for exchanging information and
providing the PIO with Situation Status Unit information.
Provide information to the PIO for use in developing media and other briefings.
Establish and maintain an open file of situation reports and major incident reports for
review by other sections/units.
148

Determine weather conditions; current and upcoming. Keep up-to-date weather
information posted.
Identify potential problem areas along evacuation routes; i.e., weight restrictions,
narrow bridges, road sections susceptible to secondary effects of an incident, etc.
In coordination with the Operations Section, estimate the number of people who will
require transportation out of the risk areas. Coordinate with the Transportation Unit
of the Logistics Section on transportation methods.
Provide resource and situation status information in response to specific requests.
Prepare an evaluation of the disaster situation and a forecast on the potential course
of the disaster event(s) at periodic intervals or upon request of the
Planning/Intelligence Section Chief.
Prepare required Operational Area reports (Operation Area Resource System,
OARRS). Obtain approval from the Planning/Intelligence Section Chief and transmit
to the Los Angeles County EOC.
Prepare written situation reports at periodic intervals at the direction of the
Planning/Intelligence Section Chief.
Assist at planning meetings as required. Provide technical assistance.
During a radiological incident, activate the Radiological Protection Procedures as
needed for reporting and documentation.
Deactivation
Ensure that all required forms or reports are completed prior to your release and
departure.
Be prepared to provide input to the After-Action/Corrective Action Report.
Determine what follow-up to your assignment might be required before you leave.
Deactivate the Status Unit position and close out logs when authorized by the
Planning/Intelligence Section Chief or EOC Director.
NOTES:
149

150

DOCUMENTATION UNIT
SUPERVISOR:
EOC Planning Section Chief
GENERAL DUTIES:
Maintain an accurate and complete record of significant disaster events.
Assist other parts of the EOC organization in setting up and maintaining files,
journals and special reports.
Collect and organize all written forms, logs, journals and reports at completion of
each shift from all sections.
Establish and operate a Message Center at the EOC, and assign appropriate
internal and external message routing.
Provide documentation and copying services to EOC staff.
Maintain and preserve disaster/emergency files for legal, analytical and historical
purposes.
Compile, copy, and distribute the EOC Action Plans as directed by the Section
Chiefs.
Compile, copy, and distribute the After-Action/Corrective Action Report with input
from other sections/units.
YOUR RESPONSIBILITY:
Compile and distribute the City’s EOC Action Plans and After-Action/Corrective Action
Reports; maintain accurate and complete incident files; establish and operate an EOC
Message Center; provide copying services to EOC personnel and preserve incident files
for legal, analytical and historical purposes.
READ ENTIRE CHECKLIST AT START-UP AND
AT BEGINNING OF EACH SHIFT
Activation
CHECKLIST
Check in upon arrival at the EOC.
Report to the Planning/Intelligence Section Chief.
Obtain a briefing on the situation.
151

Determine your personal operating location and set up as necessary.
Review your position responsibilities.
Identify yourself as the Documentation Unit leader by putting on the vest with your
title.
Clarify any issues regarding your authority and assignment and what others in the
organization do.
Activate elements of your Branch/Unit, establish work area, assign duties and
ensure Unit journal/log is opened.
Determine 24-hour staffing requirement and request additional support as required.
Request additional resources through the appropriate Logistics Section Unit, as
needed.
Obtain necessary equipment and supplies (forms, paper, pens, date/time stamp,
copy machine, computer, software, etc.).
Ensure that all your incoming Branch/Unit personnel are fully briefed.
Based on the situation as known or forecast, determine likely future Unit needs.
Think ahead and anticipate situations and problems before they occur.
Using activity log, maintain all required records and documentation to support the
After-Action Report and the history of the emergency/disaster. Document:
Messages received
Action taken
Decision justification and documentation
Requests filled
EOC personnel, time on duty and assignments
Precise information is essential to meet requirements for possible reimbursement
by CalEMA and FEMA.
General Operational Duties
Develop a plan for your Branch/Unit operations and support of field operations as
requested. Assign specific responsibilities.
152

Keep up to date on the situation and resources associated with your Branch/Unit.
Maintain current status reports and displays.
Keep the Planning/Intelligence Section Chief advised of your Branch/Unit status and
activity and on any problem areas that now need or will require solutions.
Provide periodic situation or status reports to your Section Chief.
Ensure that all relevant communication systems are operable.
Review situation reports as they are received. Verify information where questions
exist.
Anticipate potential situation changes, such as severe aftershocks, in all Unit
planning. Develop a backup plan for all activities and procedures requiring off-site
communications.
Determine and anticipate your support needs and forward to your Section Chief.
Conduct periodic briefings for your Unit. Ensure they are aware of priorities.
Monitor your Unit activities and adjust staffing and organization as appropriate to
meet current needs.
Use face-to-face communication in the EOC whenever possible and document
decisions and policy.
Refer all media contacts to your Section Chief.
Be prepared to participate in the EOC Director’s action planning meetings and policy
decisions if requested.
Ensure that all your Unit personnel and equipment time records and record of
expendable materials used are provided to your Section Chief at the end of each
operational period.
Brief your relief at shift-change time. Ensure that in-progress activities are identified
and follow-up requirements are known.
Branch/Unit Operational Duties
Meet with the Planning/Intelligence Section Chief to determine what EOC materials
should be maintained for official records.
153

Contact other EOC sections and units and inform them of the requirement to
maintain official records. Assist them as necessary in setting up a file records
system.
Coordinate documentation with the Situation Status Unit.
Following planning meetings, assist in the preparation of any written action plans or
procedures.
Ensure that the EOC Action Plans and After-Action/Corrective Action Reports are
compiled, approved, copied and distributed to EOC Sections and Units.
Ensure distribution and use of message center forms to capture a written record of
actions requiring application of resources, requests for resources or other
directions/information requiring use of the message center form.
Implement filing system.
Identify and establish a ―runner‖ support system for collecting, duplicating journals,
logs and message center forms throughout the EOC.
Establish copying service and respond to authorize copying requests.
Establish a system for collecting all section and unit journal/logs at completion of
each operational period.
Collect, maintain and store messages, records, reports, logs, journals and forms
submitted by all sections and units for the official record.
Participate in and support action planning briefings.
Deactivation
Ensure that all required forms or reports are completed prior to your release and
departure.
Be prepared to provide input to the After-Action/Corrective Action Report.
Determine what follow-up to your assignment might be required before you leave.
Deactivate the Documentation Unit position and close out logs when authorized by
the Planning/Intelligence Section Chief or EOC Director.
NOTES:
154

DAMAGE ASSESSMENT UNIT
SUPERVISOR:
EOC Planning Section Chief
GENERAL DUTIES:
Collect safety/damage assessment information from the EOC Operations Section
and other verifiable sources and prepare appropriate reports.
Provide safety/damage assessment information to the EOC Planning/Intelligence
Section Chief.
Coordinate with the Building and Safety Branch of the EOC Operations.
YOUR RESPONSIBILITY:
Maintain detailed records of safety/damage assessment information and support the
documentation process.
READ ENTIRE CHECKLIST AT START-UP AND
AT BEGINNING OF EACH SHIFT
Activation
CHECKLIST
Check in upon arrival at the EOC.
Report to the EOC Planning/Intelligence Section Chief.
Obtain a briefing on the situation.
Determine your personal operating location and set up as necessary.
Review your position responsibilities.
Identify yourself as the Damage Assessment Unit leader by putting on the vest with
your title.
Clarify any issues regarding your authority and assignment and what others in the
organization do.
155

Activate elements of your Unit, establish work area, assign duties and ensure
Branch/Unit journal/log is opened.
Determine 24-hour staffing requirement and request additional support as required.
Request additional resources through the appropriate EOC Logistics Section Unit,
as needed.
Ensure that all your incoming Branch/Unit personnel are fully briefed.
Based on the situation as known or forecast, determine likely future Unit needs.
Think ahead and anticipate situations and problems before they occur.
Using activity log, maintain all required records and documentation to support the
After-Action Report and the history of the emergency/disaster. Document:
Messages received
Action taken
Decision justification and documentation
Requests filled
EOC personnel, time on duty and assignments
Precise information is essential to meet requirements for possible reimbursement
by CalEMA and FEMA.
General Operational Duties
Develop a plan for your Unit operations and support of field operations as requested.
Assign specific responsibilities.
Keep up to date on the situation and resources associated with your Unit. Maintain
current status reports and displays.
Keep the Planning/Intelligence Section Chief advised of your Unit status and activity
and on any problem areas that now need or will require solutions.
Provide periodic situation or status reports to your Section Chief.
Ensure that all relevant communication systems are operational.
Review situation reports as they are received. Verify information where questions
exist.
156

Anticipate potential situation changes, such as severe aftershocks, in all Unit
planning. Develop a backup plan for all activities and procedures requiring off-site
communications.
Determine and anticipate your support needs and forward to your Section Chief.
Conduct periodic briefings for your Unit. Ensure they are aware of priorities.
Monitor your Unit activities and adjust staffing and organization as appropriate to
meet current needs.
Use face-to-face communication in the EOC whenever possible and document
decisions and policy.
Refer all media contacts to your Section Chief.
Be prepared to participate in the EOC Director’s action planning meetings and policy
decisions if requested.
Ensure that all your Unit personnel and equipment time records and record of
expendable materials used are provided to your Section Chief at the end of each
operational period.
Brief your relief at shift-change time. Ensure that in-progress activities are identified
and follow-up requirements are known.
Unit Operational Duties
Coordinate collection of safety/damage assessment information with the Building
and Safety Branch of the EOC Operations Section.
Prepare safety/damage assessment information and provide to the EOC
Planning/Intelligence Section Chief for approval.
Collect, record and total the type, location and estimate value of damage.
Document those structures requiring immediate demolition to ensure the public
safety through inspection records, videos, photographs, etc.
Provide documentation to Legal Advisor/Officer on those structures that may need to
be demolished in the interest of public safety.
Coordinate with the American Red Cross, utility companies, and other local
organizations for additional safety/ damage assessment information.
157

Coordinate with all EOC Operations branches (Police, Fire, Public Works,
Medical/Health, Care and Shelter and Building and Safety) for possible information
on damage to structures.
Provide final safety/damage assessment reports to the Documentation Unit.
Deactivation
Ensure that all required forms or reports are completed prior to your release and
departure.
Be prepared to provide input to the After-Action/Corrective Action Report.
Determine what follow-up to your assignment might be required before you leave.
Deactivate the Demobilization Unit position and close out logs when authorized by
the Planning/Intelligence Section Chief or EOC Director.
NOTES:
158

ADVANCE PLANNING UNIT
SUPERVISOR:
EOC Planning Section Chief
GENERAL DUTIES:
Identify issues that will require advanced planning.
Prepare reports and briefings as necessary for use in strategic planning meetings.
Monitor action-planning activity to determine the shift in operational objectives from
response to recovery
YOUR RESPONSIBILITY:
Develop reports and recommendations for future time periods and prepare reports and
briefings for use in strategy and/or planning meetings.
READ ENTIRE CHECKLIST AT START-UP AND
AT BEGINNING OF EACH SHIFT
Activation
CHECKLIST
Check in upon arrival at the EOC.
Report to the EOC Planning/Intelligence Section Chief.
Obtain a briefing on the situation.
Determine your personal operating location and set up as necessary.
Review your position responsibilities.
Identify yourself as the Advance Planning Unit leader by putting on the vest with
your title.
Clarify any issues regarding your authority and assignment and what others in the
organization do.
159

Activate elements of your Unit, establish work area, assign duties and ensure Unit
journal/log is opened.
Determine 24-hour staffing requirement and request additional support as required.
Request additional resources through the appropriate EOC Logistics Section Unit,
as needed.
Ensure that all your incoming Unit personnel are fully briefed.
Based on the situation as known or forecast, determine likely future Unit needs.
Think ahead and anticipate situations and problems before they occur.
Using activity log, maintain all required records and documentation to support the
After-Action Report and the history of the emergency/disaster (See Supporting
Documentation). Document:
Messages received
Action taken
Decision justification and documentation
Requests filled
EOC personnel, time on duty and assignments
Precise information is essential to meet requirements for possible reimbursement
by CalEMA and FEMA.
General Operational Duties
Develop a plan for your Unit operations and support of field operations as requested.
Assign specific responsibilities.
Keep up to date on the situation and resources associated with your Unit. Maintain
current status reports and displays.
Keep the EOC Planning/Intelligence Section Chief advised of your Unit status and
activity and on any problem areas that now need or will require solutions.
Provide periodic situation or status reports to your Section Chief.
Ensure that relevant communication systems are operational.
Review situation reports as they are received. Verify information where questions
exist.
160

Anticipate potential situation changes, such as severe aftershocks, in all Unit
planning. Develop a backup plan for all activities and procedures requiring off-site
communications.
Determine and anticipate your support needs and forward to your Section Chief.
Conduct periodic briefings for your Branch/Unit. Ensure they are aware of priorities.
Monitor your Unit activities and adjust staffing and organization as appropriate to
meet current needs.
Use face-to-face communication in the EOC whenever possible and document
decisions and policy.
Refer all media contacts to your Section Chief.
Be prepared to participate in the EOC Director’s action planning meetings and policy
decisions if requested.
Ensure that all your Branch/Unit personnel and equipment time records and record
of expendable materials used are provided to your Section Chief at the end of each
operational period.
Brief your relief at shift-change time. Ensure that in-progress activities are identified
and follow-up requirements are known.
Branch/Unit Operational Duties
Obtain current briefing on the operational situation from the Situation Status Unit.
Determine advanced planning needs.
Determine current priorities and policies from the EOC Planning/Intelligence Section
Chief and EOC Director.
In coordination with other EOC sections, develop written forecasts for future
operational periods as requested. These should include any or all of the following:
Determine top priorities for actions and resources.
Identify any recommended changes to EOC policy, organization or procedures.
Identify any issues and constraints that should be addressed.
Provide reports to the EOC Planning/Intelligence Section Chief and/or EOC Director
and others as directed.
161

Coordinate advanced planning with EOC Operations Section and assist the EOC
Planning/Intelligence Section staff in making recommendations on priority response
and recovery actions.
Deactivation
Ensure that all required forms or reports are completed prior to your release and
departure.
Be prepared to provide input to the After-Action Report.
Determine what follow-up to your assignment might be required before you leave.
Deactivate the Advance Planning Unit position and close out logs when authorized
by the EOC Planning/Intelligence Section Chief or EOC Director.
NOTES:
162

RECOVERY PLANNING UNIT
SUPERVISOR:
EOC Planning Section Chief
GENERAL DUTIES:
Implement disaster cost recovery program to enable the city to recover cost for
which it is eligible.
Ensure that the City of Santa Monica is prepared to participate jointly with FEMA,
CalEMA, Los Angeles County Operational Area and non-profit organizations to
expedite disaster assistance for individuals, families, businesses, public entities and
others entitled to disaster assistance.
Ensure that required and/or approved mitigation measures are carried out.
Assist in the implementation of the City’s Hazard Mitigation Plan.
YOUR RESPONSIBILITY:
Conduct all initial recovery operations and prepare the EOC organization for transition
to recovery operations to restore the City to pre-disaster conditions as quickly and
effectively as possible.
READ ENTIRE CHECKLIST AT START-UP AND
AT BEGINNING OF EACH SHIFT
Activation
CHECKLIST
Check in upon arrival at the EOC.
Report to the EOC Planning/Intelligence Section Chief.
Obtain a briefing on the situation.
Determine your personal operating location and set up as necessary.
Review your position responsibilities.
163

Identify yourself as the Recovery Planning Unit leader by putting on the vest with
your title.
Clarify any issues regarding your authority and assignment and what others in the
organization do.
Activate elements of your Unit, establish work area, assign duties and ensure Unit
journal/log is opened.
Determine 24-hour staffing requirement and request additional support as required.
Request additional resources through the appropriate EOC Logistics Section Unit,
as needed.
Ensure that all your incoming Unit personnel are fully briefed.
Based on the situation as known or forecast, determine likely future Unit needs.
Think ahead and anticipate situations and problems before they occur.
Using activity log, maintain all required records and documentation to support the
After-Action/Corrective Action Report and the history of the emergency/disaster.
(See Supporting Documentation). Document:
Messages received
Action taken
Decision justification and documentation
Requests filled
EOC personnel, time on duty and assignments
Precise information is essential to meet requirements for possible reimbursement
by CalEMA and FEMA.
General Operational Duties
Develop a plan for your Unit operations and support of field operations as requested.
Assign specific responsibilities.
Keep up to date on the situation and resources associated with your Unit. Maintain
current status reports and displays.
Keep the EOC Planning/Intelligence Section Chief advised of your Unit status and
activity and on any problem areas that now need or will require solutions.
Provide periodic situation or status reports to your Section Chief.
164

Ensure that all relevant communication systems are operable.
Review situation reports as they are received. Verify information where questions
exist.
Anticipate potential situation changes, such as severe aftershocks, in all Unit
planning. Develop a backup plan for all activities and procedures requiring off-site
communications.
Determine and anticipate your support needs and forward to your Section Chief.
Conduct periodic briefings for your Unit. Ensure they are aware of priorities.
Monitor your Unit activities and adjust staffing and organization as appropriate to
meet current needs.
Use face-to-face communication in the EOC whenever possible and document
decisions and policy.
Refer all media contacts to your Section Chief.
Be prepared to participate in the EOC Director’s action planning meetings and policy
decisions if requested.
Ensure that all your Branch/Unit personnel and equipment time records and record
of expendable materials used are provided to your Section Chief at the end of each
operational period.
Brief your relief at shift-change time. Ensure that in-progress activities are identified
and follow-up requirements are known.
Unit Operational Duties
Identify issues to be prioritized by the EOC Director on restoration of services to the
City.
Assist in the implementation of the city’s Hazard Mitigation Program.
Maintain contact with Los Angeles County Operational Area and CAL-EMA and
FEMA sources for advice and assistance in obtaining maximum eligible funds for
disaster costs.
In coordination with the Building and Safety Branch of the EOC Operations Section,
establish criteria for temporary entry of posted buildings so owners/occupants may
165

etrieve business/personal property.
In coordination with the Building and Safety Branch of the EOC Operations Section,
establish criteria for re-occupancy of posted buildings.
In coordination with Building and Safety Branch of the EOC Operations Section,
establish criteria for emergency demolition of buildings/structures that are
considered to be an immediate and major danger to the population or adjacent
structures. Ensure that homeowners’ and business owners’ rights are considered to
the fullest extent and arrangements are made for appropriate hearings, if at all
possible.
Ensure that ―Historical Buildings‖ considered for demolition follow the city’s Historical
Building Preservation guidelines.
With Section Chiefs, develop a plan for initial recovery operations.
Prepare the EOC organization for transition to Recovery Operations.
Coordinate with Planning and Development for all land use and zoning variance
issues; permits and controls for new development; revision of building regulations
and codes; code enforcement; plan review; and building and safety inspections.
Coordinate with L.A County Department of Health Services for restoration of medical
facilities and associated services; continue to provide mental health services; and
perform environmental reviews.
Coordinate with Public Works for debris removal; demolition; construction;
management of and liaison with construction contractors; and restoration of utility
services.
Coordinate with Finance Department for public finance; budgeting; contracting;
accounting and claims processing; taxation; and insurance settlements.
Coordinate with Planning and Community Development for redevelopment of
existing areas; planning of new redevelopment projects; and financing new projects.
Coordinate applications for disaster financial assistance; liaison with assistance
providers, onsite recovery support; and disaster financial assistance project
manager with the Finance Department.
Coordinate with City Attorney regarding emergency authorities; actions, and
associated liabilities; preparation of legal opinions; and preparation of new
ordinances and resolutions.
166

Coordinate with City Manager’s Office for continuity of operations and
communications; space acquisition; supplies and equipment; vehicles; personnel;
and related support.
Deactivation
Ensure that all required forms or reports are completed prior to your release and
departure.
Be prepared to provide input to the After-Action/Corrective Action Report.
Determine what follow-up to your assignment might be required before you leave.
Deactivate the Recovery Planning Unit position and close out logs when authorized
by the Planning/Intelligence Section Chief or EOC Director.
NOTES:
167

168

DEMOBILIZATION UNIT
SUPERVISOR:
EOC Planning Section Chief
GENERAL DUTIES:
Provide assistance to the EOC Planning/Intelligence Section Chief and EOC
Director in planning for the EOC demobilization.
Develop demobilization strategy and plan with Section Chiefs.
Prepare written demobilization plan or procedures for all responding departments
and agencies if necessary.
Follow through on the implementation of the plan and monitor its operation.
YOUR RESPONSIBILITY:
Prepare an EOC Demobilization Plan to ensure the orderly, safe and cost-effective
release of personnel and equipment.
READ ENTIRE CHECKLIST AT START-UP AND
AT BEGINNING OF EACH SHIFT
Activation
CHECKLIST
Check in upon arrival at the EOC.
Report to the EOC Planning/Intelligence Section Chief.
Obtain a briefing on the situation.
Determine your personal operating location and set up as necessary.
Review your position responsibilities.
Identify yourself as the Demobilization Unit leader by putting on the vest with your
title.
169

Clarify any issues regarding your authority and assignment and what others in the
organization do.
Activate elements of your Unit, establish work area, assign duties and ensure Unit
journal/log is opened.
Determine 24-hour staffing requirement and request additional support as required.
Request additional resources through the appropriate EOC Logistics Section Unit,
as needed.
Ensure that all your incoming Unit personnel are fully briefed.
Based on the situation as known or forecast, determine likely future Unit needs.
Think ahead and anticipate situations and problems before they occur.
Using activity log, maintain all required records and documentation to support the
After-Action Report and the history of the emergency/disaster. Document:
Messages received
Action taken
Decision justification and documentation
Requests filled
EOC personnel, time on duty and assignments
Precise information is essential to meet requirements for possible reimbursement
by CalEMA and FEMA.
General Operational Duties
Develop a plan for your Unit operations and support of field operations as requested.
Assign specific responsibilities.
Keep up to date on the situation and resources associated with your Unit. Maintain
current status reports and displays.
Keep the EOC Planning/Intelligence Section Chief advised of your Unit
status and activity and on any problem areas that now need or will require solutions.
Provide periodic situation or status reports to your Section Chief.
Ensure that all relevant communication systems are operable.
170

Review situation reports as they are received. Verify information where questions
exist.
Anticipate potential situation changes, such as severe aftershocks, in all Unit
planning. Develop a backup plan for all activities and procedures requiring off-site
communications.
Determine and anticipate your support needs and forward to your Section Chief.
Conduct periodic briefings for your Unit. Ensure they are aware of priorities.
Monitor your Unit activities and adjust staffing and organization as appropriate to
meet current needs.
Use face-to-face communication in the EOC whenever possible and document
decisions and policy.
Refer all media contacts to your Section Chief.
Be prepared to participate in the EOC Director’s action planning meetings and policy
decisions if requested.
Ensure that all your Unit personnel and equipment time records and record of
expendable materials used are provided to your Section Chief at the end of each
operational period.
Brief your relief at shift-change time. Ensure that in-progress activities are identified
and follow-up requirements are known.
Unit Operational Duties
Coordinate with the field level Demobilization Unit Leader.
Review the organization and current staffing to determine the likely size and extent
of demobilization effort.
Request the General Staff to assess long-term staffing needs within their sections
and provide listing of positions and personnel for release by priority.
Coordinate with the Agency Representatives to determine:
Agencies not requiring formal demobilization
Personal care and safety needs
Coordination procedures with cooperating/assisting agencies
Evaluate logistics and transportation capabilities to support the demobilization effort.
171

Prepare a Demobilization Plan to include the following:
Release plan strategies and general information
Priorities for release (according to agency, kind, and type of resource)
Transfer of authorities, where appropriate
Completion and submit all required documentation
Obtain approval of the Demobilization Plan from the EOC Director.
Ensure that all sections and branches/groups/units understand their specific
demobilization responsibilities.
Supervise execution of the Demobilization Plan.
Brief EOC Planning/Intelligence Section Chief on demobilization progress.
Obtain identification and description of surplus resources.
Establish ―check-in‖ stations, as required, to facilitate the return of supplies,
equipment and other resources.
Deactivation
Ensure that all required forms or reports are completed prior to your release and
departure.
Be prepared to provide input to the After-Action/Corrective Action Report.
Determine what follow-up to your assignment might be required before you leave.
Deactivate the Demobilization Unit position and close out logs when authorized by
the EOC Planning/Intelligence Section Chief or EOC Director.
NOTES:
172

TECHNICAL SPECIALIST
SUPERVISOR:
EOC Planning Section Chief
GENERAL DUTIES:
Provide technical expertise to the EOC Planning/Intelligence Section and others as
required.
Provide mapping and Crisis Information Management Systems support to EOC
operations.
YOUR RESPONSIBILITY:
Provide support specific to a field or function not addressed elsewhere or by any other
discipline.
READ ENTIRE CHECKLIST AT START-UP AND
AT BEGINNING OF EACH SHIFT
Activation
CHECKLIST
Check in upon arrival at the EOC.
Report to the EOC Planning/Intelligence Section Chief.
Obtain a briefing on the situation.
Determine your personal operating location and set up as necessary.
Review your position responsibilities.
Identify yourself as Technical Specialist by putting on the vest with your title. Print
your name on the EOC organization chart next to your assignment.
Clarify any issues regarding your authority and assignment and what others in the
organization do.
173

Determine 24-hour staffing requirement and request additional support as required.
Request additional resources through the appropriate EOC Logistics Section Unit,
as needed.
Based on the situation as known or forecast, determine likely future needs.
Think ahead and anticipate situations and problems before they occur.
Using activity log, maintain all required records and documentation to support the
After-Action Report and the history of the emergency/disaster. (See Supporting
Documentation). Document:
Messages received
Action taken
Decision justification and documentation
Requests filled
EOC personnel, time on duty and assignments
Precise information is essential to meet requirements for possible reimbursement
by CalEMA and FEMA.
General Operational Duties
Develop a plan for operations and support of field operations as requested. Assign
specific responsibilities.
Keep up to date on the situation and resources associated with your position.
Maintain current status reports and displays.
Keep the EOC Planning/Intelligence Section Chief advised of your position status
and activity and on any problem areas that now need or will require solutions.
Provide periodic situation or status reports to your Section Chief.
Ensure that all relevant communication systems are operable.
Review situation reports as they are received. Verify information where questions
exist.
Anticipate potential situation changes, such as severe aftershocks, in all position
planning. Develop a backup plan for all plans and procedures requiring off-site
communications.
Determine and anticipate your support needs and forward to your Section Chief.
174

Use face-to-face communication in the EOC whenever possible and document
decisions and policy.
Refer all media contacts to your Section Chief.
Be prepared to participate in the EOC Director’s action planning meetings and policy
decisions if requested.
Ensure that all your personnel time and equipment records and record of
expendable materials used are provided to your Section Chief at the end of each
operational period.
Brief your relief at shift-change time. Ensure that in-progress activities are identified
and follow-up requirements are known.
Branch/Unit Operational Duties
Act as a resource to members of the EOC staff in matters relative to your technical
specialty.
Deactivation
Ensure that all required forms or reports are completed prior to your release and
departure.
Be prepared to provide input to the After-Action/Corrective Action Report.
Determine what follow-up to your assignment might be required before you leave.
Deactivate the Technical Specialist position and close out logs when authorized by
the Planning/Intelligence Section Chief or EOC Director.
NOTES:
175

176

LOGISTICS SECTION
Purpose
To enhance the capability of the City of Santa Monica to respond to emergencies by
establishing logistics protocols in managing personnel and equipment. It is the policy of
this section that the priorities of responses are to be:
Protect life, property and the environment.
Provide operational and logistical support for emergency response personnel and
optimize the utilization of resources.
Provide support to the other sections of the City’s emergency response team.
Support the restoration of essential services and systems.
Overview
The EOC Logistics Section’s primary responsibility is to ensure the acquisition,
transportation and mobilization of resources to support the response effort at the
disaster sites, public shelters, EOCs, etc. This Section provides all necessary
personnel, supplies and equipment procurement support. Methods for obtaining and
using facilities, equipment, supplies, services and other resources to support
emergency response at all operational sites during emergency/disaster conditions will
be the same as that used during normal operations unless authorized by the EOC
Director or emergency orders of the City Council.
Objectives
The EOC Logistics Section ensures that all other sections are supported for the duration
of the incident. Any personnel, equipment, supplies or services required by the other
sections will be ordered through the EOC Logistics Section.
The EOC Logistics Section will accomplish the following specific objectives during a
disaster/emergency:
Collect information from other sections to determine needs and prepare for expected
operations.
Coordinate provision of logistical support with the EOC Director.
Prepare required reports identifying the activities performed by the EOC Logistics
Section.
Determine the City’s logistical support needs and plan for both immediate and longterm
requirements.
Maintain proper and accurate documentation of all actions taken and all items
procured to ensure that all required records are preserved for future use and
CalEMA and FEMA filing requirements.
177

SEMS/NIMS ORGANIZATIONCHART
EOC Director
Legislative
Officer
Safety Officer
Liaison
Officer
Public Information
Officer
Legal
Advisor
*OPERATIONS
*PLANNING/
INTELLIGENCE
LOGISTICS
FINANCE
Fire/Rescue/HazMat
Resources
Info. Systems
Cost Recovery
Med/Health
Situation Status
Transportation
Time Keeping
Law Enforcement
Documentation
Personnel
Compensation/
Claims
Care & Shelter
Damage Assessment
Facilities
Cost Analysis
Public Works
Adv. Planning
Procurement
Building & Safety
Recovery Planning
Demobilization
* If all elements are activated, a deputy may be appointed to provide a manageable span of control.
** Position is normally coordinated by the County, but a local coordinator may be designated, if needed
Field Units will be coordinating and communication with each of the Branches under the Operations Section. The Incident
Command System will be used in the field.
178

SEMS/NIMS RESPONSIBILITIES CHART
Management
Operations
Section
Planning
Section
Logistics
Section
Finance
Section
Responsibilities:
Management (Management Section)
The Management Section is responsible for overall emergency management policy and
coordination through the joint efforts of governmental agencies and private
organizations. The EOC Director will either activate appropriate sections or perform
their functions as needed.
Operations Section
Responsible for coordinating all jurisdictional operations in support of the emergency
response through implementation of the city’s EOC Action Plan.
Planning/Intelligence Section
Responsible for collecting, evaluating and disseminating information; tracking
resources, developing the city’s EOC Action Plan in coordination with other sections;
initiating and preparation of the city’s After-Action Report, Corrective Action Plan and
maintaining documentation.
Logistics Section
The Logistics Section is responsible for providing communications, facilities, services,
personnel, equipment, supplies and materials.
Finance/Administration Section
The Finance Section is responsible for financial activities and other administrative
aspects.
179

180

LOGISTICS SECTION CHIEF
SUPERVISOR:
EOC Director
GENERAL DUTIES:
Ensure the logistics function is carried out consistent with SEMS/NIMS guidelines,
including:
Resources management and tracking.
Coordinate all radio, data and telephone needs of the EOC.
Coordinate transportation needs and issues.
Manage personnel issues and registering volunteers as Disaster Services Workers
(See Supporting Documentation).
Obtain all materials, equipment and supplies to support emergency operations.
Coordinate management of facilities used during disaster response and recovery.
Establish the appropriate level of staffing within the Section, and continuously
monitor the effectiveness of the section. Make changes as required.
Be prepared to form additional branches/groups/units as dictated by the situation.
Exercise overall responsibility for the coordination of branch/group/unit activities
within the Section.
Coordinate the provision of logistical support for the EOC.
Report to the EOC Director on all matters pertaining to Section activities.
YOUR RESPONSIBILITY:
Support the response effort and oversee procurement, transportation and mobilization
of resources.
READ ENTIRE CHECKLIST AT START-UP AND
AT BEGINNING OF EACH SHIFT
Activation
CHECKLIST
Check in upon arrival at the EOC.
181

Report to the EOC Director.
Obtain a briefing on the situation.
Set up your Section workstation, including maps and status boards.
Review your position responsibilities.
Identify yourself as the EOC Logistics Section Chief by putting on the vest with your
title.
Clarify any issues you may have regarding your authority and assignment and what
others in the organization do.
Review organization in place at the EOC.
Confirm that all key EOC Logistics Section personnel or alternates are in the EOC or
have been notified. Recall the required staff members necessary for the emergency.
Activate organizational elements within your Section and designate leaders, as
needed:
Information Systems Branch
Transportation Unit
Personnel Unit
Procurement Unit
Facilities Unit
Request additional personnel for the Section to maintain a 24-hour operation as
required.
Brief incoming Section personnel prior to their assuming duties. Briefings should
include:
Current situation assessment.
Identification of specific job responsibilities.
Identification of co-workers within the job function and/or geographical
assignment.
Availability of communications.
Location of work area.
Identification of eating and sleeping arrangements as appropriate.
Procedural instructions for obtaining additional supplies, services and personnel.
Identification of operational period work shifts.
Inform the EOC Director and General Staff when your Section is fully operational.
182

Open and maintain Section logs.
Using activity log, maintain all required records and documentation to support the
After-Action/Corrective Action Report and the history of the emergency/disaster.
Document:
Messages received
Action taken
Decision justification and documentation
Requests filled
EOC personnel, time on duty and assignments
Precise information is essential to meet requirements for possible reimbursement
by the CalEMA and FEMA.
Review responsibilities of branches/groups/units in your Section. Develop plan for
carrying out all responsibilities.
Prepare work objectives for Section staff and make staff assignments.
Meet with other EOC Section Chiefs.
Obtain and review major incident reports and additional field operational information
that may pertain to or affect your Section operations. Provide information to
appropriate branches/units.
Determine likely future Logistics Section needs.
Request additional resources through the appropriate Logistics Unit, as needed.
General Operational Duties
Carry out responsibilities of the EOC Logistics Section branches/groups/units that
are not currently staffed.
Evaluate the need for Critical Incident Stress Debriefing for all affected personnel,
victims and bystanders. Arrange debriefings through the Personnel Unit of the EOC
Logistics Section. (See Supporting Documentation)
Make a list of key issues currently facing your Section to be accomplished within the
next operational period.
Keep up to date on situation and resources associated with your Section. Maintain
current status and displays at all times.
183

Brief the EOC Director on major problem areas that need or will require solutions.
Provide situation and resource information to the Situation Status Unit of the EOC.
Provide briefing to the General Staff on operating procedure for use of telephone,
data and radio systems.
Determine status of transportation system into and within the affected area.
Ensure that your Section activity logs and files are maintained.
Monitor your Section activities and adjust Section organization as appropriate.
Ensure internal coordination between branch/group/unit leaders.
Update status information with other sections as appropriate.
Resolve problems that arise in conducting your Section responsibilities.
Anticipate potential situation changes, such as severe aftershocks, in all Section
planning.
Develop a backup plan for all activities and procedures requiring off-site
communications.
Conduct periodic briefings for your Section. Ensure that all organizational elements
are aware of priorities.
Use face-to-face communication in the EOC whenever possible and document
decisions and policy.
Make sure that all contacts with the media are fully coordinated first with the Public
Information Officer (PIO).
Participate in the EOC Director’s action planning meetings.
Ensure that all your Section personnel and equipment time records and a record of
expendable materials used are provided to the Time Unit and Cost Analysis Unit of
the Finance/Administration Section at the end of each operational period.
Brief your relief at shift change time. Ensure that in-progress activities are identified
and follow-up requirements are known.
Section Operational Duties
184

Meet with EOC Finance/Administration Section Chief and review financial and
administration support needs and procedures. Determine level of purchasing
authority to be delegated to EOC Logistics Section.
Ensure that orders for additional resources necessary to meet known or expected
demands have been placed and are being coordinated with the EOC and field units.
Keep the Los Angeles County Operational Area Logistics Section Chief apprised of
overall situation and status of resource requests via the EOC.
Identify resource requirements for planned and expected operations.
Oversee the allocation of personnel, equipment, services and facilities required to
support emergency management activities.
Resolve problems associated with requests for supplies, facilities, transportation,
communication and food.
Receive, coordinate and process requests for resources.
Deactivation
Authorize deactivation of organizational elements within your Section when they are
no longer required.
Ensure that any open actions are handled by your Section or transferred to other
EOC elements as appropriate.
Ensure that any required forms or reports are completed prior to your release and
departure.
Be prepared to provide input to the After-Action/Corrective Action Report.
Deactivate your Section and close out logs when authorized by the EOC Director.
NOTES:
185

186

INFORMATION SYSTEMS BRANCH
SUPERVISOR:
EOC Logistics Section Chief
GENERAL DUTIES:
Oversee the installation, activation and maintenance of all radio, data and telephone
communications services inside of the EOC and agencies.
Ensure effective continuous 24-hour operation of all communications services.
Make special assignment of radio, data and telephone services as directed by the
EOC Director.
Oversee the operation of Disaster Communications System (DCS) amateur radio
services working in support of the EOC.
YOUR RESPONSIBILITY:
Manage all radio, data, and telephone needs of the EOC staff.
READ ENTIRE CHECKLIST AT START-UP AND
AT BEGINNING OF EACH SHIFT
Activation
CHECKLIST
Check in upon arrival at the EOC.
Report to the EOC Logistics Section Chief.
Obtain a briefing on the situation.
Determine your personal operating location and set up as necessary.
Review your position responsibilities.
Identify yourself as the Information Systems Branch leader by putting on the vest
with your title.
Clarify any issues regarding your authority and assignment and what others in the
organization do.
187

Activate elements of your Branch/Unit, establish work area, assign duties and
ensure Branch/Unit journal/log is opened.
Determine 24-hour staffing requirement and request additional support as required.
Request additional resources through the appropriate Logistics Unit, as needed.
Ensure that all your incoming Branch/Unit personnel are fully briefed.
Based on the situation as known or forecast, determine likely future Branch/Unit
needs.
Think ahead and anticipate situations and problems before they occur.
Using activity log. Maintain all required records and documentation to support the
After-Action/Corrective Action Report and the history of the emergency/disaster.
Document:
Messages received
Action taken
Decision justification
Requests filled
EOC personnel, time on duty and assignments
Precise information is essential to meet requirements for possible reimbursement
by CalEMA and FEMA.
General Operational Duties
Develop a plan for your Branch/Unit operations and support of field operations as
requested. Assign specific responsibilities.
Keep up to date on the situation and resources associated with your Branch/Unit.
Maintain current status reports and displays.
Keep the EOC Logistics Section Chief advised of your Branch/Unit status and
activity and on any problem areas that now need or will require solutions.
Provide periodic situation or status reports to your Section Chief for updating
information to the EOC Planning/Intelligence Section.
Establish operating procedure for use of telephone, radio and data systems and
provide to other units.
Review situation reports as they are received.
188

Anticipate potential situation changes, such as severe aftershocks, in all Branch/Unit
planning. Develop a backup plan for all activities and procedures requiring off-site
communications.
Determine and anticipate your support needs and forward to your Section Chief.
Conduct periodic briefings for your Branch/Unit. Ensure they are aware of priorities.
Monitor your Branch/Unit activities and adjust staffing and organization as
appropriate to meet current needs.
Use face-to-face communication in the EOC whenever possible and document
decisions and policy.
Refer all media contacts to your Section Chief.
Be prepared to participate in the EOC Director’s action planning meetings and policy
decisions if requested.
Ensure that all your Branch/Unit personnel and equipment time records and a record
of expendable materials used are provided to your Section Chief at the end of each
operational period.
Brief your relief at shift-change time. Ensure that in-progress activities are identified
and follow-up requirements are known.
Branch/Unit Operational Duties
Coordinate operating procedures for use of telephone, data and radio systems for all
EOC and field personnel.
Monitor operational effectiveness of EOC communications systems. Obtain
additional communications capability as needed.
Coordinate frequency and network activities with Los Angeles County Operational
Area.
Provide communications briefings as requested at action planning meetings.
Participate in developing the EOC Communication Plan
Deactivation
Ensure that all required forms or reports are completed prior to your release and
departure.
189

Be prepared to provide input to the After-Action/Corrective Action Report.
Determine what follow-up to your assignment might be required before you leave.
Deactivate the Information Systems Branch position and close out logs when
authorized by the EOC Logistics Section Chief or EOC Director.
NOTES:
190

ACCESS AND FUNCTIONAL NEEDS COORDINATOR
SUPERVISOR:
EOC Logistics Section Chief
GENERAL DUTIES:
The EOC AFN Coordinator is a member of the Logistics Section Staff and is responsible
for making recommendations on issues related to persons with disabilities and others
with Access and Functional Needs (AFN) in Santa Monica. This position will work with
EOC General Staff as needed to ensure that the Sections address and coordinate
response and recovery functions as they relate to and affect people with disabilities and
others with access and functional needs in accordance with the Americans with
Disability Act (ADA), the California State Emergency Plan as well as the City’s Multi
Hazard Functional Emergency Plan. When the EOC is activated, the AFN Coordinator
will report to the EOC Logistics Section Chief to provide an overall safety oversight.
AFN Coordinator is responsible for working with and assisting EOC General Staff on
issues related to AFN.
Work with EOC General Staff as needed to ensure that the Sections address and
coordinate response and recovery functions as they relate to AFN in accordance
with the ADA, the California State Emergency Plan as well as the Santa Monica
Multi Hazard Functional Emergency Plan.
Maintain and monitor situation reports and the EOC Action Plan for potential issues
affecting the AFN community.
Work with Management Section regarding public information and outreach to AFN
community. This includes the content and means of delivery of public safety and
emergency alerting and warning messages.
Work with the EOC Care and Shelter Branch on any AFN needs and issues.
Work with the EOC Transportation Branch on any AFN needs and issues.
Review the EOC Action Plan for AFN implications.
Maintain Unit Log
READ ENTIRE CHECKLIST AT START-UP AND
AT BEGINNING OF EACH SHIFT
Activation
CHECKLIST
Check in upon arrival at the EOC.
191

Review the WebEOC checklist for your position
Obtain a briefing and the current EOC Action Plan and Situation Report from the
EOC Director or his/her designee
Establish and maintain a Duty Log through WebEOC to chronologically describe
actions taken during your shift
General Operational Duties
Maintain a WebEOC Activity Log of key activities
Take part in Logistics Section briefings and staff meetings as needed.
Consult with the Logistics Section Chief on all issues related to AFN community
members.
Document all AFN issues observed during the incident or event.
Provide recommendations as appropriate to the EOC Director and Logistics Section
Chief related to the AFN community.
Prepare and present briefings for the EOC Director, Management Staff, Logistics
Section and General Staff as appropriate regarding the AFN community.
Establish contact with Law Branch, Fire Branch, Community and Cultural Services
Department, and other relevant EOC Sections and City Departments to stay
informed of all AFN issues that may develop in the response and/ or recovery
process.
Work with PIO to coordinate press releases associated with AFN needs issues
Brief supervisor on any significant issues relating to AFN needs.
Determine if additional representation is required from:
Volunteer organizations
Disability organizations
Other agencies
Monitor and maintain copies of all Action Plans, Situation Reports, Press Releases
and other documents as necessary
Monitor incident operations to identify potential AFN problems. Keep Logistics
Section Chief apprised of such issues. (Logistical problems, inadequate
communications, and strategic and tactical direction, etc.)
192

End of Shift Actions
Participate in shift change briefings with your position replacement
Ensure that open actions are assigned for completion
Provide input for the After Action Report
Closeout your WebEOC Duty log
Deactivation
Follow all end of shift, demobilization and/or deactivation procedures
Demobilize in accordance with EOC Demobilization Plan
193

194

COMMUNICATIONS UNIT
SUPERVISOR:
Information Systems Branch Coordinator
YOUR RESPONSIBILITY:
Manage all radio, data and telephone needs of the EOC staff.
READ ENTIRE CHECKLIST AT START-UP AND
AT BEGINNING OF EACH SHIFT
Activation
CHECKLIST
Check in upon arrival at the EOC.
Report to the Information Systems Branch Coordinator.
Obtain a briefing on the situation.
Determine your personal operating location and set up as necessary.
Review your position responsibilities.
Identify yourself as the Communications Unit leader by putting on the vest with your
title.
Clarify any issues regarding your authority and assignment and what others in the
organization do.
Activate elements of your Branch/Unit, establish work area, assign duties and
ensure Branch/Unit journal/log is opened.
Determine 24-hour staffing requirement and request additional support as required.
Request additional resources through the appropriate EOC Logistics Unit, as
needed.
Ensure that all your incoming Branch/Unit personnel are fully briefed.
195

Based on the situation as known or forecast, determine likely future Branch/Unit
needs.
Think ahead and anticipate situations and problems before they occur.
Using activity log, maintain all required records and documentation to support the
After-Action/Corrective Action Report and the history of the emergency/disaster.
Document:
Messages received
Action taken
Decision justification
Requests filled
EOC personnel, time on duty and assignments
Precise information is essential to meet requirements for possible reimbursement
by CalEMA and FEMA.
General Operational Duties
Develop a plan for your Branch/Unit operations and support of field operations as
requested. Assign specific responsibilities.
Keep up to date on the situation and resources associated with your Branch/Unit.
Maintain current status reports and displays.
Keep the Information Systems Branch Coordinator advised of your Branch/Unit
status and activity and on any problem areas that now need or will require solutions.
Provide periodic situation or status reports to your Branch Coordinator for updating
information to the EOC Planning/Intelligence Section.
Establish operating procedure for use of telephone, radio and data systems and
provide to the Information Systems Branch Coordinator.
Review situation reports as they are received.
Anticipate potential situation changes, such as severe aftershocks, in all Branch/Unit
planning. Develop a backup plan for all activities and procedures requiring off-site
communications.
Determine and anticipate your support needs and forward to your Section Chief.
Conduct periodic briefings for your Branch/Unit. Ensure they are aware of priorities.
196

Monitor your Branch/Unit activities and adjust staffing and organization as
appropriate to meet current needs.
Use face-to-face communication in the EOC whenever possible and document
decisions and policy.
Refer all media contacts to your Section Chief.
Be prepared to participate in the EOC Director’s action planning meetings and policy
decisions if requested.
Ensure that all your Branch/Unit personnel and equipment time records and a record
of expendable materials used are provided to your Section Chief at the end of each
operational period.
Brief your relief at shift-change time. Ensure that in-progress activities are identified
and follow-up requirements are known.
Branch/Unit Operational Duties
Meet with section and branch/group/unit coordinators and provide a briefing on EOC
on-site and external communications needs, capabilities and restrictions and
operating procedures for the use of telephones and radio systems.
Coordinate all communications activities.
Establish a primary and alternate system for communications
Coordinate with volunteer and private sector organizations to supplement
communications needs.
Establish a plan to ensure staffing and repair of communications equipment.
Protect equipment from weather, aftershocks, electromagnetic pulse, etc.
Deactivation
Ensure that all required forms or reports are completed prior to your release and
departure.
Be prepared to provide input to the After-Action/Corrective Action Report.
Determine what follow-up to your assignment might be required before you leave.
197

Deactivate the Communications Unit and close out logs when authorized by the
Logistics Section Chief or EOC Director.
NOTES:
198

COMPUTER UNIT
SUPERVISOR:
Information Systems Branch Coordinator
YOUR RESPONSIBILITY:
Establish and manage all necessary computer support to the EOC staff and field units.
READ ENTIRE CHECKLIST AT START-UP AND
AT BEGINNING OF EACH SHIFT
Activation
CHECKLIST
Check in upon arrival at the EOC.
Report to the Information Systems Branch Coordinator.
Obtain a briefing on the situation.
Determine your personal operating location and set up as necessary.
Review your position responsibilities.
Identify yourself as the Computer Unit leader by putting on the vest with your title.
Clarify any issues regarding your authority and assignment and what others in the
organization do.
Activate elements of your Unit, establish work area, assign duties and ensure Unit
journal/log is opened.
Determine 24-hour staffing requirement and request additional support as required.
Request additional resources through the appropriate Logistics Unit, as needed.
Ensure that all your incoming Unit personnel are fully briefed.
199

Based on the situation as known or forecast, determine likely future Unit needs.
Think ahead and anticipate situations and problems before they occur.
Using activity log, maintain all required records and documentation to support the
After-Action/Corrective Action Report and the history of the emergency/disaster.
Document:
Messages received
Action taken
Decision justification and documentation
Requests filled
EOC personnel, time on duty and assignments
Precise information is essential to meet requirements for possible reimbursement
by CalEMA and FEMA.
General Operational Duties
Develop a plan for your Unit operations and support of field operations as requested.
Assign specific responsibilities.
Keep up to date on the situation and resources associated with your Unit. Maintain
current status reports and displays.
Keep the Information Systems Branch Coordinator advised of your Unit status and
activity and on any problem areas that now need or will require solutions.
Provide periodic situation or status reports to your Branch Coordinator for updating
information to the EOC Planning/Intelligence Section.
Review situation reports as they are received.
Anticipate potential situation changes, such as severe aftershocks, in all Branch/Unit
planning. Develop a backup plan for all activities and procedures requiring off-site
communications.
Determine and anticipate your support needs and forward to your Section Chief.
Conduct periodic briefings for your Branch/Unit. Ensure they are aware of priorities.
Monitor your Unit activities and adjust staffing and organization as appropriate to
meet current needs.
200

Use face-to-face communication in the EOC whenever possible and document
decisions and policy.
Refer all media contacts to your Section Chief.
Be prepared to participate in the EOC Director’s action planning meetings and policy
decisions if requested.
Ensure that all your Branch/Unit personnel and equipment time records and a record
of expendable materials used are provided to your Section Chief at the end of each
operational period.
Brief your relief at shift-change time. Ensure that in-progress activities are identified
and follow-up requirements are known.
Branch/Unit Operational Duties
Coordinate needed telephone data lines with the Communications Unit.
Support activities for restoration of computer services.
Deactivation
Ensure that all required forms or reports are completed prior to your release and
departure.
Be prepared to provide input to the After-Action/Corrective Action Report.
Determine what follow-up to your assignment might be required before you leave.
Deactivate the Computer Unit and close out logs when authorized by the EOC
Logistics Section Chief or EOC Director.
NOTES:
201

202

TRANSPORTATION UNIT
SUPERVISOR:
EOC Logistics Section Chief
GENERAL DUTIES:
Coordinate the transportation of emergency personnel and resources within the City
by all available means.
Coordinate all public transportation resources.
Your Responsibility:
Transportation of emergency personnel, equipment and supplies and coordinate the
Disaster Route Priority Plan.
READ ENTIRE CHECKLIST AT START-UP AND
AT BEGINNING OF EACH SHIFT
Activation
CHECKLIST
Check in upon arrival at the EOC.
Report to the EOC Logistics Section Chief.
Obtain a briefing on the situation.
Determine your personal operating location and set up as necessary.
Review your position responsibilities.
Identify yourself as the Transportation Unit/Branch leader by putting on the vest with
your title.
Clarify any issues regarding your authority and assignment
Activate elements of your Branch/Unit, establish work area, assign duties and
ensure Branch/Unit journal/log is opened.
203

Determine 24-hour staffing requirement and request additional support as required.
Request additional resources through the appropriate EOC Logistics Unit, as
needed.
Ensure that all your incoming Branch/Unit personnel are fully briefed.
Based on the situation as known or forecast, determine likely future Branch/Unit
needs.
Think ahead and anticipate situations and problems before they occur.
Using activity log, maintain all required records and documentation to support the
After-Action/Corrective Action Report and the history of the emergency/disaster.
Document:
Messages received
Action taken
Decision justification
Requests filled
EOC personnel, time on duty and assignments
Precise information is essential to meet requirements for possible reimbursement
by CalEMA and FEMA.
General Operational Duties
Develop a plan for your Branch/Unit operations and support of field operations as
requested. Assign specific responsibilities.
Keep up to date on the situation and resources associated with your Branch/Unit.
Maintain current status reports and displays.
Keep the EOC Logistics Section Chief advised of your Branch/Unit status and
activity and on any problem areas that now need or will require solutions.
Provide periodic situation or status reports to your Section Chief for updating
information to the EOC Planning/Intelligence Section.
Review situation reports as they are received.
Anticipate potential situation changes, such as severe aftershocks, in all Branch/Unit
planning. Develop a backup plan for all activities and procedures requiring off-site
204

communications.
Determine and anticipate your support needs and forward to your Section Chief.
Conduct periodic briefings for your Branch/Unit. Ensure they are aware of priorities.
Monitor your Branch/Unit activities and adjust staffing and organization as
appropriate to meet current needs.
Use face-to-face communication in the EOC whenever possible and document
decisions and policy.
Refer all media contacts to your Section Chief.
Be prepared to participate in the EOC Director’s action planning meetings and policy
decisions if requested.
Ensure that all your Branch/Unit personnel and equipment time records and a record
of expendable materials used are provided to your Section Chief at the end of each
operational period.
Brief your relief at shift-change. Ensure that in-progress activities are identified and
follow-up requirements are known.
Branch/Unit Operational Duties
Coordinate with the EOC Planning/Intelligence and Operations Sections to
determine which disaster routes are available for emergency use.
Coordinate use of disaster routes with the Operations Section.
Identify transportation priorities.
Establish a transportation plan for movement of:
Personnel, supplies and equipment
Individuals to medical facilities.
Emergency workers and volunteers to and from risk area.
Dependents and families of emergency workers as requested by the Care and
Shelter Branch.
Coordinate with the movement of disabled and elderly persons with EOC operations.
Coordinate transportation of animals as required. (See Supporting
Documentation)
205

Coordinate with local and private transportation agencies to establish availability of
resources for use in evacuations and other operations as needed.
Analyze the situation and anticipate transportation requirements.
Maintain inventory of support and transportation vehicles (staff cars, buses, pick-up
trucks, light/heavy trucks).
Arrange for fueling of all transportation resources.
Establish mobilization staging areas for vehicles as directed.
Coordinate with staff and other agency representatives to ensure adherence to
service and repair policies.
Ensure that vehicle usage is properly documented to include date, time, activity,
project and personnel.
Deactivation
Ensure that all required forms or reports are completed prior to your release and
departure.
Be prepared to provide input to the After-Action/Corrective Action Report.
Determine what follow-up to your assignment might be required before you leave.
Deactivate the Transportation Branch/Unit position and close out logs when
authorized by the EOC Logistics Section Chief or EOC Director.
NOTES:
206

PERSONNEL UNIT
SUPERVISOR:
EOC Logistics Section Chief
GENERAL DUTIES:
Coordinate all requests for personnel.
Identify sources and maintain an inventory of personnel resources. Request
personnel resources from those agencies as needed.
Ensure that all Disaster Service Workers and volunteers are registered and
integrated into the emergency response system. (See Supporting Documentation)
Assign personnel within the EOC as needs are identified.
Coordinate emergency management mutual aid (EMMA) as necessary through the
Los Angeles County Operational Area.
YOUR RESPONSIBILITY:
Obtain, coordinate and allocate all non-fire and non-law enforcement mutual aid
personnel. Register volunteers as Disaster Services Workers and manage EOC
personnel issues and requests.
READ ENTIRE CHECKLIST AT START-UP AND
AT BEGINNING OF EACH SHIFT
Activation
CHECKLIST
Check in upon arrival at the EOC.
Report to the EOC Logistics Section Chief.
Obtain a briefing on the situation.
Determine your personal operating location and set up as necessary.
Review your position responsibilities.
Identify yourself as the Personnel Unit/Branch leader by putting on the vest with your
title.
207

Clarify any issues regarding your authority and assignment.
Activate elements of your Branch/Unit, establish work area, assign duties and
ensure Branch/Unit journal/log is opened.
Determine 24-hour staffing requirement and request additional support as required.
Request additional resources through the appropriate Logistics Unit, as needed.
Ensure that all your incoming Branch/Unit personnel are fully briefed.
Based on the situation as known or forecast, determine likely future Branch/Unit
needs.
Think ahead and anticipate situations and problems before they occur.
Using activity log, maintain all required records and documentation to support the
After-Action/Corrective Action Report and the history of the emergency/disaster.
Document:
Messages received
Action taken
Decision justification
Requests filled
EOC personnel, time on duty and assignments
Precise information is essential to meet requirements for possible reimbursement
by CalEMA and FEMA.
General Operational Duties
Develop a plan for your Branch/Unit operations and support of field operations as
requested. Assign specific responsibilities.
Keep up to date on the situation and resources associated with your Branch/Unit.
Maintain current status reports and displays.
Keep the EOC Logistics Section Chief advised of your Branch/Unit status and
activity and on any problem areas that now need or will require solutions.
Provide periodic situation or status reports to your Section Chief for updating
information to the Planning/Intelligence Section.
Review situation reports as they are received.
208

Anticipate potential situation changes, such as severe aftershocks, in all Branch/Unit
planning. Develop a backup plan for all activities and procedures requiring off-site
communications.
Determine and anticipate your support needs and forward to your Section Chief.
Conduct periodic briefings for your Branch/Unit. Ensure they are aware of priorities.
Monitor your Branch/Unit activities and adjust staffing and organization as
appropriate to meet current needs.
Use face-to-face communication in the EOC whenever possible and document
decisions and policy.
Refer all media contacts to your Section Chief.
Be prepared to participate in the EOC Director’s action planning meetings and policy
decisions if requested.
Ensure that all your Branch/Unit personnel and equipment time records and record
of expendable materials used are provided to your Section Chief at the end of each
operational period.
Brief your relief at shift-change time. Ensure that in-progress activities are identified
and follow-up requirements are known.
Branch/Unit Operational Duties
Receive and process all incoming requests for personnel support. Identify number
of personnel, special qualifications or training, location where needed and person to
report to upon arrival.
Develop a system for tracking personnel/volunteers processed by the Unit. Maintain
sign in/out logs. Control must be established for the accountability of personnel used
in the response effort. Personnel/volunteers relieved from assignments will be
processed through the Demobilization Unit.
Maintain information regarding:
Personnel/volunteers processed.
Personnel/volunteers allocated and assigned by agency/location.
Personnel/volunteers on standby.
Special personnel requests by category not filled.
209

Ensure training of assigned response staff and volunteers to perform emergency
functions. Coordinate with Safety Officer to ensure that training for personnel
includes safety and hazard awareness and is in compliance with OSHA
requirements.
Obtain crisis counseling for emergency workers.
Coordinate feeding, shelter and care of personnel, employees’ families and
volunteers with the Procurement and Facilities Unit.
Activate Child Care Plan for City employees as needed. Coordinate with Facilities
Unit for suitable facilities (See Supporting Documentation).
Assist and support employees and their families.
Coordinate with agencies who have personnel resources capable of assisting those
with special needs.
Coordinate with the Los Angeles County Operational Area via the EOC.
Ensure the recruitment, registration, mobilization and assignment of volunteers.
Establish Disaster Service Worker and Volunteer registration and interview
locations. Assign staff to accomplish these functions.
Issue ID cards to Disaster Service Workers.
Coordinate transportation of personnel and volunteers with the Transportation Unit.
If the need for a call for volunteers is anticipated, coordinate with the PIO and
provide the specific content of any broadcast item desired.
Keep the PIO advised of the volunteer situation. If the system is saturated with
volunteers, advise the PIO of that condition and take steps to reduce or redirect the
response.
Ensure the organization, management, coordination and channeling of the services
of individual citizens and volunteer groups during and following the emergency.
Obtain health/medical personnel, e.g., nurses’ aides, paramedics, Red Cross
personnel and other trained volunteers to meet health/medical needs.
Request technical expertise resources not available within the jurisdiction
(hazardous materials, environmental impact, structural analysis, geotechnical
information, etc.) through established channels, mutual aid channels or the Los
Angeles County Operational Area EOC.
210

Deactivation
Ensure that all required forms or reports are completed prior to your release and
departure.
Be prepared to provide input to the After-Action/Corrective Action Report.
Determine what follow-up to your assignment might be required before you leave.
Deactivate the Personnel Unit position and close out logs when authorized by the
EOC Logistics Section Chief or EOC Director.
NOTES:
211

212

PROCUREMENT UNIT
SUPERVISOR:
EOC Logistics Section Chief
GENERAL DUTIES:
Coordinate and oversee the procurement, allocation and distribution of resources
not normally obtained through existing mutual aid sources, such as food, potable
water, petroleum fuels, heavy and special equipment and other supplies and
consumables.
Provide supplies for the EOC, field operations and other necessary facilities.
Determine if the required items exist within the City supply system.
Determine the appropriate supply houses, vendors or contractors who can supply
the item, product or commodity if City stocks do not exist.
Purchase items within limits of delegated authority from EOC Finance/Administration
Section. Coordinate with the EOC Finance/Administration Section on actions
necessary to purchase or contract for items exceeding delegated authority.
Arrange for the delivery of the items procured, contracted for or purchased.
Maintain records to ensure a complete accounting of supplies procured and monies
expended.
Support activities for restoration of disrupted services and utilities.
YOUR RESPONSIBILITY:
Obtain all non-fire and non-law enforcement mutual aid material, equipment and
supplies to support emergency operations and arrange for delivery of those resources.
PROCUREMENT POLICY:
The procurement of resources will follow the priority outlined below:
1. Resources within the City inventory (City-owned).
2. Other sources that may be obtained without direct cost to the City.
3. Resources that may be leased/purchased within spending authorizations.
READ ENTIRE CHECKLIST AT START-UP AND
AT BEGINNING OF EACH SHIFT
213

Activation
CHECKLIST
Check in upon arrival at the EOC.
Report to the EOC Logistics Section Chief.
Obtain a briefing on the situation.
Determine your personal operating location and set up as necessary.
Review your position responsibilities.
Identify yourself as the Procurement Unit/Branch leader by putting on the vest with
your title.
Clarify any issues regarding your authority and assignment and what others in the
organization do.
Activate elements of your Branch/Unit, establish work area, assign duties and
ensure Branch/Unit journal/log is opened.
Determine 24-hour staffing requirement and request additional support as required.
Obtain additional resources, as needed.
Ensure that all your incoming Branch/Unit personnel are fully briefed.
Based on the situation as known or forecast, determine likely future Branch/Unit
needs.
Think ahead and anticipate situations and problems before they occur.
Using activity log maintain all required records and documentation to support the
After-Action/Corrective Action Report and the history of the emergency/disaster.
Document:
Messages received
Action taken
Decision justification
Requests filled
EOC personnel, time on duty and assignments
Precise information is essential to meet requirements for possible reimbursement
by CalEMA and FEMA.
214

General Operational Duties
Develop a plan for your Branch/Unit operations and support of field operations as
requested. Assign specific responsibilities.
Keep up to date on the situation and resources associated with your Branch/Unit.
Maintain current status reports and displays.
Keep the EOC Logistics Section Chief advised of your Branch/Unit status and
activity and on any problem areas that now need or will require solutions.
Provide periodic situation or status reports to your Section Chief for updating
information to the Planning/Intelligence Section.
Review situation reports as they are received.
Anticipate potential situation changes, such as severe aftershocks, in all Branch/Unit
planning. Develop a backup plan for all activities and procedures requiring off-site
communications.
Determine and anticipate your support needs and forward to your Section Chief.
Conduct periodic briefings for your Branch/Unit. Ensure they are aware of priorities.
Monitor your Branch/Unit activities and adjust staffing and organization as
appropriate to meet current needs.
Use face-to-face communication in the EOC whenever possible and document
decisions and policy.
Refer all media contacts to your Section Chief.
Be prepared to participate in the EOC Director’s action planning meetings and policy
decisions if requested.
Ensure that all your Branch/Unit personnel and equipment time records and record
of expendable materials used are provided to your Section Chief at the end of each
operational period.
Brief your relief at shift-change. Ensure that in-progress activities are identified and
follow-up requirements are known.
Branch/Unit Operational Duties
215

Meet and coordinate activities with EOC Finance/Administration Coordinator and
determine purchasing authority to be delegated to Procurement Unit. Review
emergency purchasing and contracting procedures.
Review, verify and process requests from other sections for resources.
Maintain information regarding:
Resources readily available
Resources requests
Status of shipments
Priority resource requirements
Shortfalls
Coordinate with other branches/groups/units as appropriate on resources requests.
Determine if needed resources are available from City stocks, mutual aid sources or
other mutual aid partners. Arrange for delivery if available.
Determine availability and cost of resources from private vendors.
Issue purchase orders for goods and resources.
Notify EOC Finance/Administration Section Chief of procurement needs that exceed
delegated authority. Obtain needed authorizations and paperwork.
If contracts are needed for procuring resources, request that the Purchasing Unit of
the EOC Finance/Administration Section develop necessary agreements.
Arrange for delivery of procured resources. Coordinate with Transportation and
Facilities Units.
Identify any significant resource request(s) which cannot be met locally.
Establish contact with the appropriate Operations Section Branches and Red Cross
representatives(s) regarding food and potable water situation with regard to mass
care shelters and mass feeding locations. Coordinate actions.
Establish a plan for field and EOC feeding operations. Coordinate with EOC
Operations Section to avoid duplication. (See Supporting Documentation)
Be prepared to provide veterinary care and feeding of animals. (See Supporting
Documentation)
216

Assemble resource documents that will allow for agency, vendor and contractor
contacts; e.g., telephone listings, procurement catalogs, directories and supply
locations.
Revise contact methods with suppliers as improved communications become
available.
Review the situation reports as they are received. Determine/anticipate support
requirements.
Begin disaster documentation and record tracking of disaster-related requests for
expenditures of equipment, supplies, personnel, funds, etc.
Provide updated reports on resource status to Resources Unit.
Identify and maintain a list of available and accessible equipment and supplies to
support response and recovery efforts.
Arrange for storage, maintenance and replenishment or replacement of equipment
and materials.
Provide and coordinate with EOC Operations Section the allocation and distribution
of utilities, fuel, water, food, other consumables and essential supplies to all disaster
operation facilities, including mass care shelters.
Procure and arrange for basic sanitation and health needs at mass care facilities
(toilets, showers, etc.) as requested by EOC Operations Section.
Support activities for restoration of utilities to critical facilities.
Procure and coordinate water resources for consumption, sanitation and firefighting.
Coordinate resources with relief agencies (American Red Cross, etc.)
Obtain and coordinate necessary medical supplies and equipment for special needs
persons.
Obtain necessary protective respiratory devices, clothing, equipment and antidotes
for personnel performing assigned tasks in hazardous radiological and/or chemical
environments.
Ensure the organization, management, coordination of donations of goods from
individual citizens and volunteer groups during and following the
disaster/emergency.
217

Identify supply sources to augment and/or satisfy expanded medical needs during
emergency operations.
In coordination with EOC Operations Section and Los Angeles County Operational
Area, maintain essential medical supplies in designated Field Treatment Sites.
Deactivation
Ensure that all required forms or reports are completed prior to your release and
departure.
Be prepared to provide input to the After-Action/Corrective Action Report.
Determine what follow-up to your assignment might be required before you leave.
Deactivate the Procurement Unit position and close out logs when authorized by the
Logistics Section Chief or EOC Director.
NOTES:
218

FACILITIES UNIT
SUPERVISOR:
EOC Logistics Section Chief
GENERAL DUTIES:
Coordinate and oversee the management of and support to the EOC and other
essential facilities and sites used during disaster operations.
Coordinate with other EOC branches/groups/units for support required for facilities.
Support activities for restoration of disrupted services and utilities to facilities.
Coordinate with EOC Finance/Administration Section on any claims or fiscal matters
relating to facilities’ operations.
Close out each facility when no longer needed.
YOUR RESPONSIBILITY:
Ensure that adequate facilities are provided for the response effort, including securing
access to the facility and providing staff, furniture, supplies and materials necessary to
configure the facility in a manner adequate to accomplish the mission.
READ ENTIRE CHECKLIST AT START-UP AND
AT BEGINNING OF EACH SHIFT
Activation
CHECKLIST
Check in upon arrival at the EOC.
Report to the EOC Logistics Section Chief.
Obtain a briefing on the situation.
Determine your personal operating location and set up as necessary.
Review your position responsibilities.
Identify yourself as the EOC Facilities Unit leader by putting on the vest with your
title.
219

Clarify any issues regarding your authority and assignment.
Activate elements of your Unit, establish work area, assign duties and ensure
Branch/Unit journal/log is opened.
Determine 24-hour staffing requirement and request additional support as required.
Request additional resources through the appropriate Logistics Unit, as needed.
Ensure that all your incoming Unit personnel are fully briefed.
Based on the situation as known or forecast, determine likely future Branch/Unit
needs.
Think ahead and anticipate situations and problems before they occur.
Using activity log, maintain all required records and documentation to support the
After-Action Report and the history of the emergency/disaster (See Supporting
Documentation). Document:
Messages received
Action taken
Decision justification
Requests filled
EOC personnel, time on duty and assignments
Precise information is essential to meet requirements for possible reimbursement
by CalEMA and FEMA.
General Operational Duties
Develop a plan for your Branch/Unit operations and support of field operations as
requested. Assign specific responsibilities.
Keep up to date on the situation and resources associated with your Branch/Unit.
Maintain current status reports and displays.
Keep the EOC Logistics Section Chief advised of your Branch/Unit status and
activity and on any problem areas that now need or will require solutions.
Provide periodic situation or status reports to your Section Chief for updating
information to the EOC Planning/Intelligence Section.
Review situation reports as they are received.
220

Anticipate potential situation changes, such as severe aftershocks, in all Branch/Unit
planning. Develop a backup plan for all activities and procedures requiring off-site
communications.
Determine and anticipate your support needs and forward to your Section Chief.
Conduct periodic briefings for your Branch/Unit. Ensure they are aware of priorities.
Monitor your Branch/Unit activities and adjust staffing and organization as
appropriate to meet current needs.
Use face-to-face communication in the EOC whenever possible and document
decisions and policy.
Refer all media contacts to your Section Chief.
Be prepared to participate in the EOC Director’s action planning meetings and policy
decisions if requested.
Ensure that all your Branch/Unit personnel and equipment time records and record
of expendable materials used are provided to your Section Chief at the end of each
operational period.
Brief your relief at shift-change. Ensure that in-progress activities are identified and
follow-up requirements are known.
Branch/Unit Operational Duties
Maintain information in the Unit regarding:
Facilities opened and operating.
Facility managers.
Supplies and equipment at the various locations.
Specific operations and capabilities of each location.
As the requirement for emergency-use facilities is identified, coordinate the
acquisition of required space to include any use permit, agreement or restriction
negotiations required.
In coordination with the Operations Section, provide support to facilities used for
disaster response and recovery operations; i.e., staging areas, shelters, etc.
Identify communications requirements to the Information Systems Branch.
Identify equipment, material and supply needs to the Procurement Unit.
221

Identify personnel needs to the Personnel Unit.
Identify transportation requirements to the Transportation Unit. Coordinate
evacuation schedules and identify locations involved.
Identify security requirements to the Law Branch of the EOC Operations Section.
Monitor the actions at each facility activated and provide additional support
requested in accordance with Unit capabilities and priorities established.
Account for personnel, equipment, supplies and materials provided to each facility.
Coordinate the receipt of incoming resources to facilities.
Ensure that operational capabilities are maintained at facilities.
Oversee the distribution of utilities, fuel, water, food, other consumables and
essential supplies to all disaster operation facilities.
Ensure that basic sanitation and health needs at mass care facilities (toilets,
showers, etc.) are met.
Ensure that access and other related assistance for residential care and special
needs persons are provided in facilities.
Provide facilities for sheltering essential workers, employees’ families and
volunteers.
Be prepared to provide facilities for animal boarding as required (See Supporting
Documentation).
Coordinate water resources for consumption, sanitation and firefighting at all
facilities.
Deactivation
Ensure that all required forms or reports are completed prior to your release and
departure.
Be prepared to provide input to the After-Action/Corrective Action Report.
Determine what follow-up to your assignment might be required before you leave.
222

Deactivate the EOC Facilities Unit position and close out logs when authorized by
the EOC Logistics Section Chief or EOC Director.
NOTES:
223

224

FINANCE SECTION
Purpose
This Section explains the organizational structure of Finance/Administration and assigns
responsibilities for fiscal management, financial oversight and support to City
emergency operations. It begins the cost recovery efforts of the City and provides the
basis for transition to intermediate and long-term recovery.
Overview
The Finance/Administration Section is responsible for maintaining the financial and
documentation systems necessary to keep the City functioning during a disaster and to
begin the process for recovering disaster-related costs from the state and federal
governments.
Objectives
The Finance/Administration Section ensures all required records are organized and
preserved for cost recovery efforts, through maintenance of complete and accurate
documentation of all expenditures and losses. In addition, this Section should assist
with the development of pre-disaster policies and procedures which would provide for
maximum reimbursement of disaster costs.
The Finance/Administration Section will prepare and maintain complete disaster
documentation by:
Ensuring sufficient written and photographic documentation of disaster losses.
Documenting all labor, equipment, supply and other costs associated with the
disaster in a manner consistent with eligibility requirements of CalEMA and FEMA.
Compiling a general summary of disaster losses throughout the community to
analyze the economic and social impacts of the disaster.
Ensuring that document retention policies follow state and federal audit guidelines.
Concept of Operations
The Finance/Administration Section will operate under the following policies during a
disaster as the situation dictates:
The Standardized Emergency Management System (SEMS) and the National
Incident Management System (NIMS) will be followed.
Use disaster financial operating systems that have been developed and adopted
prior to the disaster. Otherwise, use existing city and departmental fiscal operating
procedures.
All on-duty personnel are expected to remain on duty until relieved of duty. Off-duty
personnel will be expected to return to work in accordance with the City’s policies.
225

While in a disaster mode, work shifts typically will be 12 hours on and 12 hours off
for the duration of the event. The length of the work shifts may be adjusted to meet
local conditions.
Finance/
Administration
Purchasing Unit
Cost Recovery
Documentation Unit
Time Unit
Compensation/Claims Unit
Cost Analysis Unit
Procurement Unit
(Or in Logistics)
226

FINANCE/ADMINISTRATION SECTION CHIEF
SUPERVISOR:
EOC Director
GENERAL DUTIES:
Supervise the Finance/Administration Section.
Activate the City’s disaster financial systems, which include: Disaster Accounting
System and Disaster Purchasing Policy
Be sure that all disaster damages and costs are documented.
Participate in the action planning meeting and be sure that the Section plan
objectives are met.
READ ENTIRE CHECKLIST AT START-UP AND
AT BEGINNING OF EACH SHIFT
Activation
CHECKLIST
Check in upon arrival at the EOC.
Determine EOC assignment.
Put on the vest with your title.
Obtain a briefing on the situation.
Activate the Disaster Accounting System.
Obtain a copy of the current EOC Action Plan (not available at initial EOC
activation).
Determine your work location and set up as necessary.
Review your position responsibilities.
Begin documenting events and activities.
Clarify issues regarding your authority and assignment.
227

Confirm that all needed Section personnel are in the EOC or have been notified.
When personnel arrive, assign and staff Section positions as needed for:
- Cost Recovery Documentation Unit
- Time Unit
- Purchasing Unit
- Compensation and Claims Unit
- Cost Analysis Unit
- Other units as needed
Determine the ongoing need for personnel based on the EOC schedule
Carry out responsibilities of the Section not currently staffed.
Notify all personnel and vendors that the Disaster Accounting System is activated.
Brief incoming or relief Section personnel prior to their beginning their duties.
Briefings should include:
Current situation assessment
Identification of specific job responsibilities
Identification of co-workers within the job function and/or geographical assignment
Availability of communications
Location of work area
Identification of eating and sleeping arrangements as appropriate.
Procedural instructions for obtaining additional supplies, services and personnel
Work shifts
Conduct periodic briefings for the Section. Be sure that all personnel are aware of
both Section and overall priorities.
Brief the EOC Director on major problem areas that need solution.
Identify Section priorities, objectives and significant problems.
Participate in all Action Planning meetings
Distribute EOC Action Plan to all Section supervisors.
Precise information is essential to meet requirements for possible reimbursement
by CalEMA and FEMA.
228

General Operational Duties
Open and maintain an Activity Log (Form #EOC-001). This is a log to record what
you do during your shift at the EOC. Document such things as:
Messages received.
Action taken.
Decision and policy justification and documentation
Requests filled.
EOC assignments
Be sure that all Section meetings are documented.
Information supporting Section policy decisions and their justification should be
documented.
Be sure that all units account for personnel and work assignments.
Be sure that all the Section logs and files are maintained.
Provide Section personnel and equipment time records to the Time Unit at the end
of each shift.
Ensure that all records relating to personnel, equipment and materials used are
received from other Sections and submitted to the Time Unit at the end of each shift
(See Supporting Documentation).
Remind personnel to use the Disaster Accounting System [OR] Remind personnel to
use the City’s existing policy accounting system.
Remind personnel to follow the City’s established purchasing policy OR Remind
personnel to follow the City’s pre-existing Disaster Purchasing Policy.
Determine levels of purchasing authority for the Finance/Administration and
Logistics Sections.
Identify critical City financial processes to be maintained during the disaster; i.e.,
payroll, accounts receivable, etc.
Branch/Unit Operational Duties
Determine if the City’s bank(s) can continue handling financial transactions.
Ensure that all City financial processes (payroll, revenue collection, accounts
receivable, audits, etc.) continue.
229

Provide input in all planning sessions on financial matters.
Ensure documents prepared during the disaster are completed.
Keep the General Staff informed of overall financial situations.
Organize, manage and distribute cash donations received during a disaster (Go to
www.aidmatrix.org for valuable assistance with this task).
Be prepared for inquiries and visits from state, federal and other high-ranking
officials.
Determine section logistical needs and request resources through Logistics Section.
Monitor Section activities and organization and adjust as needed.
As Coordinator for the Finance and Administration Section, coordinate with Logistics
Section Personnel Unit regarding employee welfare issues.
Deactivation
Brief incoming personnel and identify in-progress activities which need follow-up.
Provide incoming personnel the next EOC Action Plan.
Submit completed logs, time cards, etc. for the Section before you leave.
Determine when you should return for your next work shift.
Leave contact information where you can be reached.
Authorize deactivation of branches or units in the Section when they are no longer
required.
Be sure that all required forms or reports are completed prior to deactivation.
Prepare a list of outstanding issues that need to be addressed after the EOC has
been deactivated.
Deactivate the Section and close out logs when authorized by the EOC Director.
Provide input to the After-Action Report/Corrective Action Report (AAR/CAR).
NOTES:
230

PURCHASING UNIT
SUPERVISOR:
Finance/Administration Section Chief
GENERAL DUTIES:
Coordinate vendor contracts and manage equipment use agreements.
Confer with the Section Chief on disaster spending limits.
Implement the pre-existing Disaster Purchasing Policy.
Supervise the Purchasing Unit.
READ ENTIRE CHECKLIST AT START-UP AND
AT BEGINNING OF EACH SHIFT
Activation
CHECKLIST
Check in upon arrival at the EOC.
Determine EOC assignment.
Put on the vest with your title.
Obtain a briefing on the situation.
Obtain a copy of the current EOC Action Plan (not available at initial EOC
activation).
Determine your work location and set up as necessary.
Review your position responsibilities.
Begin documenting events and activities.
Report to the Section Chief.
Clarify issues regarding your authority and assignment.
Brief new or relief personnel in the Unit.
231

Attend all Section meetings and briefings.
Assist the Section in developing Section objectives for the EOC Action Plan.
Precise information is essential to meet requirements for possible reimbursement
by CalEMA and FEMA.
General Operational Duties
Open and maintain any Activity Log (Form #EOC-001). Document such things as:
Messages received.
Action taken.
Decision and policy justification and documentation.
Requests filled.
EOC assignments.
Provide personnel and equipment time records to the Section Chief at the end of
each work shift.
Implement Disaster Purchasing Policy.
Branch/Unit Operational Duties
Review and use EOC disaster purchasing procedures.
Brief EOC personnel on purchasing and procurement policies, procedures and
issues.
Process disaster related contracts and agreements for equipment, supplies, labor,
etc.
Ensure that all disaster records identify scope of work and site-specific locations.
Implement disaster procedures for acquisition, inventory control and disposal of
equipment and supplies.
Interpret contact/agreements and resolve claims or disputes.
232

Deactivation
Brief incoming personnel and identify in-progress activities which need follow-up.
Provide incoming personnel the next EOC Action Plan.
Submit completed logs, time cards, etc. for the Section before you leave.
Determine when you should return for your next work shift.
Authorize deactivation of branches or units in the Section when they are no longer
required.
Be sure that all required forms or reports are completed prior to deactivation.
Prepare a list of outstanding issues that need to be addressed after the EOC has
been deactivated.
Provide input to the After-Action Report/Corrective Action Report (AAR/CAR).
NOTES:
233

234

COST RECOVERY DOCUMENTATION UNIT
SUPERVISOR:
Finance/Administration Section Chief
GENERAL DUTIES:
Coordinate cost recovery efforts with County, State and Federal agencies.
Coordinate collection of cost documentation with other sections.
Organize cost recovery documentation for the Public Assistance process.
Supervise the Cost Recovery Documentation Unit.
Implement the Disaster Accounting.
READ ENTIRE CHECKLIST AT START-UP AND
AT BEGINNING OF EACH SHIFT
Activation
CHECKLIST
Check in upon arrival at the EOC.
Determine EOC assignment.
Obtain a briefing on the situation.
Obtain a copy of the current EOC Action Plan.
Determine your work location and set up as necessary.
Put on the vest with your title.
Review your position responsibilities.
Begin documenting events and activities.
Activate pre-arranged agreements for service with vendors and suppliers.
Assist the Section in developing Section objectives for the EOC Action Plan.
Open and maintain an Activity log. Document such things as:
235

Messages received.
Action taken.
Decision and policy justification and documentation.
Requests filled.
EOC assignments.
Precise information is essential to meet requirements for possible reimbursement
by CalEMA and FEMA.
General Operational Duties
Brief new or relief personnel in the Unit.
Attend all Section meetings and briefings.
Coordinate the collection and documentation of costs pertaining to the disaster.
Provide personnel and equipment time records to the Section Chief at the end of
each work shift.
Keep the Section Chief advised of your status and activity.
Provide estimates of damages and costs to the Section Chief and EOC Director.
Determine Unit logistical needs and forward to the Section Chief for approval.
Request approved resources through the Logistics Section.
Position Operational Duties
Implement the Disaster Accounting System.
Implement the City’s Damage Documentation Procedures.
Maintain the Disaster Accounting System and procedures to capture and document
costs relating to a disaster in coordination with other sections and departments. (See
Supporting Documentation)
Assign disaster financial codes if not already in place.
Inform all sections and departments that the Disaster Accounting System.
236

Upon proclamation of a disaster, coordinate with disaster response, relief and
recovery agencies.
Compile a comprehensive list of all public sector damages.
Coordinate with other Sections and outside agencies (i.e., American Red Cross,
insurance companies, etc.) to compile a general list of all community damages,
including homes, business, etc.
Ensure costs are directly tied to corresponding damages (i.e., costs associated with
replacing windows are tied to the specific building, floor or room).
Act as liaison with the disaster assistance agencies and coordinate the recovery of
costs as allowed by law.
Collect and organize required documentation for the recovery of disaster costs.
(Note: This responsibility will continue after the EOC is deactivated.)
Coordinate with the Planning/Intelligence Documentation Unit.
Deactivation
Brief incoming personnel and identify in-progress activities which need follow-up.
Provide incoming personnel the next EOC Action Plan.
Submit completed logs, time cards, etc. to the Section Chief before you leave.
Determine when you should return for your next work shift.
Be sure that all required forms or reports are completed prior to deactivation.
Prepare a list of outstanding issues that need to be addressed after EOC has been
deactivated.
Provide input to the After-Action Report/Corrective Action Report (AAR/CAR).
NOTES:
237

238

TIME UNIT
SUPERVISOR:
Finance/Administration Section Chief
GENERAL DUTIES:
Record time for personnel, volunteers and equipment working on the disaster.
Be sure time records comply with CAL-EMA and FEMA requirements.
Supervise the Time Unit.
READ ENTIRE CHECKLIST AT START-UP AND
AT BEGINNING OF EACH SHIFT
Activation
CHECKLIST
Check in upon arrival at the EOC.
Determine EOC assignment.
Obtain a briefing on the situation.
Obtain a copy of the current EOC Action Plan.
Determine your work location and set up as necessary.
Put on the vest with your title.
Review your position responsibilities.
Begin documenting events and activities.
Clarify issues regarding your authority and assignment.
Attend all Section meetings and briefings.
Assist the Section in developing Section objectives for the EOC Action Plan.
Open and maintain an Activity Log. This is a log to record what you do during your
shift at the EOC. Document such things as:
239

Messages received
Action taken
Decision and policy justification and documentation
Requests filled
EOC assignments
Precise information is essential to meet requirements for possible reimbursement
by CalEMA and FEMA.
General Operational Duties
Provide personnel and equipment time records to the Section Chief at the end of
each work shift.
Brief your relief at shift-change. Ensure that in-progress activities are identified and
follow-up requirements are known.
Position Operational Duties
PERSONNEL TIME RECORDER
Provide personnel and equipment time records to the Section Chief at the end of
each work shift.
Determine specific requirements for the time recording function.
Initiate, gather or update a time report from all applicable personnel assigned to the
emergency/disaster for each work shift (See Supporting Documentation).
Ensure that all records identify scope of work and site-specific work location.
Ensure that time data includes: travel, work hours (straight time and overtime),
specific work location, mileage expense and any changes in personnel status that
may affect costs
Ensure that daily personnel time recording documents are accurate and prepared in
compliance with policy.
Process all travel requests, forms and claims.
240

Ensure that all employee identification information is correct on the time report and
that time reports are signed.
Ensure that straight time and overtime hours are clearly identified on time records.
In the first operational period, establish a file for employee time records for each
person.
Maintain records security and data backup.
Make sure that each person has turned in time cards prior to leaving.
EQUIPMENT TIME RECORDER
Coordinate with the Logistics Section for current inventory of disaster equipment.
Assist EOC staff in establishing a system for collecting equipment time reports.
Ensure that all records identify scope of work and site-specific work location (See
Finance Section Supporting Document).
Maintain records security and data backup.
Establish and maintain a file of time reports on force account, rented, donated and
mutual aid equipment, per CAL-EMA and FEMA requirements.
Track the type of equipment used, make/model numbers, horsepower, date and time
of usage, operator name/agency affiliation, per CAL-EMA and FEMA requirements.
Track city-owned equipment separate from rented, donated or mutual aid
equipment, per CAL-EMA and FEMA requirements.
Determine Unit logistical needs and forward to the Section Chief for approval.
Request approved resources through the Logistics Section.
Keep the Section Chief advised of your status and activity.
Deactivation
Brief incoming personnel and identify in-progress activities which need follow-up.
Provide incoming personnel the next EOC Action Plan.
Submit completed logs, time cards, etc. to the Section Chief before you leave.
241

Determine when you should return for your next work shift.
Be sure that all required forms or reports are completed prior to deactivation.
Prepare a list of outstanding issues that need to be addressed after EOC has been
deactivated.
Provide input to the After-Action Report/Corrective Action Report (AAR/CAR).
NOTES:
242

COMPENSATION/CLAIMS UNIT
SUPERVISOR:
Finance/Administration Section Chief
GENERAL DUTIES:
Receive disaster related claims against the City.
Assist with investigation of disaster related claims against the City.
Maintain files of disaster related injuries and illnesses.
Supervise the Compensation and Claims Unit.
READ ENTIRE CHECKLIST AT START-UP AND
AT BEGINNING OF EACH SHIFT
CHECKLIST
Activation and General Operational Duties
Check in upon arrival at the EOC.
Determine EOC assignment.
Obtain a briefing on the situation.
Obtain a copy of the current EOC Action Plan (not available at initial EOC
activation).
Determine your work location and set up as necessary.
Put on the vest with your title.
Review your position responsibilities.
Begin documenting events and activities.
Clarify issues regarding your authority and assignment.
Attend all Section meetings and briefings.
Assist the Section in developing Section objectives for the EOC Action Plan.
243

Open and maintain an Activity Log (Form #EOC-001). This is a log to record what
you do during your shift at the EOC. Document such things as:
Messages received.
Action taken.
Decision and policy justification and documentation.
Requests filled.
EOC assignments.
Provide personnel and equipment time records to the Section Chief at the end of
each work shift.
Precise information is essential to meet requirements for possible reimbursement
by CalEMA and FEMA.
Position Operational Duties
Coordinate with the Safety Officer, Liaison Officer, Agency Representatives,
Logistics Section Personnel Unit and ICS Field Level Compensation/Claims Unit
Leader.
Maintain a file of all injuries occurring during the disaster.
Develop and maintain a log of existing and pending claims.
Prepare property damage claims on City property and file with insurers.
Determine if there is a need for a Risk Management Claims Specialist and request
personnel.
Ensure that all Workers Compensation Claims logs and forms are complete and
routed to the appropriate department for post-EOC processing.
Complete all forms required by worker’s compensation program for both employees
and the City’s registered disaster service workers.
Provide administrative support to the investigation of all disaster-related activities.
Provide report of injuries and coordinate with the Safety Officer for mitigation of
hazards.
Obtain all witness statements pertaining to claims and review for completeness.
Determine Unit logistical needs and forward to the Section Chief for approval.
Request approved resources through the Logistics Section.
244

Keep the Section Chief advised of your status and activity.
Deactivation
Brief incoming personnel and identify in-progress activities which need follow-up.
Provide incoming personnel the next EOC Action Plan.
Submit completed logs, time cards, etc. to the Section Chief before you leave.
Determine when you should return for your next work shift.
Leave contact information where you can be reached.
Be sure that all required forms or reports are completed prior to deactivation.
Prepare a list of outstanding issues that need to be addressed after EOC has been
deactivated.
Provide input to the After-Action Report/Corrective Action Report (AAR/CAR).
NOTES:
245

246

COST ANALYSIS UNIT
SUPERVISOR: Finance/Administration Section Chief
GENERAL DUTIES:
Prepare and analyze cost estimates of EOC and field operations.
Analyze the impact of revenue losses caused by the disaster.
Analyze the extended economic impact of the disaster (i.e., property tax erosion,
sales tax loss, etc).
Evaluate alternative costs of City operations caused by damages to facilities and
equipment
Evaluate the City’s uninsured losses resulting from the disaster.
Supervise the Cost Analysis Unit.
READ ENTIRE CHECKLIST AT START-UP AND
AT BEGINNING OF EACH SHIFT
READ ENTIRE CHECKLIST AT START-U
CHECKLIST
Activation and General Operational Duties
Check in upon arrival at the EOC.
Determine EOC assignment.
Obtain a briefing on the situation.
Obtain a copy of the current EOC Action Plan (not available at initial EOC
activation).
Determine your work location and set up as necessary.
Put on the vest with your title.
Review your position responsibilities.
Begin documenting events and activities.
247

Clarify issues regarding your authority and assignment.
Attend all Section meetings and briefings.
Assist the Section in developing Section objectives for the EOC Action Plan.
Open and maintain an Activity Log (Form #EOC-001). This is a log to record what
you do during your shift at the EOC. Document such things as:
Messages received.
Action taken.
Decision and policy justification and documentation.
Requests filled.
EOC assignments.
Provide personnel and equipment time records to the Section Chief at the end of
each work shift.
Precise information is essential to meet requirements for possible reimbursement
by CalEMA and FEMA.
Position Operational Duties
Collect and record all cost data. (See Supporting Documentation)
Maintain a fiscal record of all expenditures related to the emergency/disaster.
Provide analyses and estimates of disaster losses and costs for the Section Chief
and EOC Director.
Maintain accurate information on the estimated and actual cost for the use of a
assigned resources.
Make recommendations for cost savings to the Finance/Administration Section
Chief.
Deactivation
Brief incoming personnel and identify in-progress activities which need follow-up.
Provide incoming personnel the next EOC Action Plan.
248

Submit completed logs, time cards, etc. to the Section Chief before you leave.
Determine when you should return for your next work shift.
Leave contact information where you can be reached.
Be sure that all required forms or reports are completed prior to deactivation.
Prepare a list of outstanding issues that need to be addressed after EOC has been
deactivated.
Provide input to the After-Action Report/Corrective Action Report (AAR/CAR).
NOTES:
249

250

THREAT SUMMARY AND ASSESSMENT FOR
CITY OF SANTA MONICA
This section of the Basic Plan consists of a series of threat summaries for the City of
Santa Monica. The purpose is to describe the area at risk and the anticipated nature of
the situation, which could result should the event threaten or occur.
The City is located within Disaster Management Area A in Los Angeles County and in
the Southern Administrative Region of the California Emergency Management Agency.
The City is located 8 miles north of Los Angeles International Airport and 9.5 miles west
of downtown Los Angeles. The City is bordered by Los Angeles on three sides and the
Pacific Ocean. The latitude is 34° 1' 9" N and longitude is 118° 29' 25" W.
The City of Santa Monica is 8.3 square miles and according to the 2010 Census has a
population of approximately 90,000 residents or about 10,100 persons per square mile.
The daytime population is approximately 150,000, with a summer weekend population
of approximately 250,000. Median age of the population is 40.4 years. 72% of
households are renters and 28% are homeowners. 38% are families and 62% are nonfamilies.
Serving the city are 2500 employees.
The City Manager’s Office and other City Departments are located at City Hall, 1685
Main Street, Santa Monica, CA 90401.
The Santa Monica Office of Emergency Management (OEM) is located in the Public
Safety Facility, 333 Olympic Drive, Santa Monica, CA 90401. The Emergency
Operations Center is managed by OEM staff and is part of the City Manager’s Office.
The Santa Monica Police Department and Fire Department Headquarters/
Administration Offices are located at the Santa Monica Public Safety Facility, 333
Olympic Drive, Santa Monica, CA 90401.
The City’s Fire Department has stations located at the following:
Fire Department Administration HQ 333 Olympic Drive
Station 1: 1444 7 th Street
Station 2: 222 Hollister Avenue
Station 3 and 4: 1302 19 th Street
Station 5:2450 Ashland Avenue
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Any single incident or a combination of events could require evacuation and/or
sheltering of the population. Neither the City nor the County of Los Angeles has the
capability to plan for the organized evacuation of the basin; therefore, the extent of
planning at this time is restricted to assisting and expediting spontaneous evacuation.
In the increased readiness stage, expedient shelters will be utilized as appropriate and
information will be provided to the public as the City no longer maintains public fallout
shelters.
Santa Monica is known for its excellent public and private schools. There are eleven
elementary schools, four middle schools, three high schools and an alternative K-8
school in the Santa Monica-Malibu Unified School District, which serves both Santa
Monica and Malibu residents. The City is also home to five private schools for children
in elementary and high schools. The City is home to Santa Monica College, a two-year
community college, with 30,000 fulltime and part-time students on several campuses
offering more than 90 fields of study. The college is the leader among the state's 109
community colleges in transferring students to the University of California, University of
Southern California, and other four-year campuses
Santa Monica is fortunate to have two highly renowned and respected health facilities
within its city boundaries. Saint John’s Health Center located at 2121 Santa Monica
Blvd. Saint John’s Health Center has approximately 266 beds.
Santa Monica-UCLA Medical Center is part of the UCLA Healthcare system and has
been serving Santa Monica and West Los Angeles since 1926. The Medical Center is
highly regarded for its primary and specialty care. Santa Monica- UCLA Medical Center
has 266 beds.
Santa Monica offers convenient access to major freeways, bus lines and airports. It is
served by two freeways, Santa Monica (Interstate 10) and San Diego (405); and by four
major east-west thoroughfares: Santa Monica (Route 66), Wilshire, Olympic and Pico
Boulevards.
Santa Monica has one general aviation airport that handles single-engine propeller
airplanes, medium size twin propeller plans and turbo propeller airplanes, and business/
corporate jets. The airport is located at 3223 Donald Douglas Loop South
Santa Monica, CA 90405.
The City also works closely with the American Red Cross for assistance with emergency
shelters and other necessary emergency services.
The following threat assessments identify and summarize the hazards that could impact
the City.
Threat Assessment 1: Major Earthquake
Threat Assessment 2: Hazardous Materials
Threat Assessment 3: Flooding
Threat Assessment 4: Severe Storm and Flooding
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Threat Assessment 5: Transportation: Major Air Crash
Threat Assessment 6: Civil Unrest
Threat Assessment 7: Terrorism
Threat Assessment 8: Tsunami
Threat Assessment 9: Fire
Threat Assessment 10: Landslide
Threat Assessment 11: Windstorm
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THREAT ASSESSMENT 1 – MAJOR EARTHQUAKE
General Situation
Since 1800 there have been approximately 60 damaging seismic events, or
"earthquakes," in the Los Angeles region. After a brief hiatus between major events
(circa 1940-1972), the greater Los Angeles area has experienced a number of
moderate events which have resulted in considerable disruption of the infrastructure,
impact on social and economic life, loss of lives and extensive property damage within
the City of Los Angeles, the greater metropolitan area and the adjacent region including
Santa Monica. According to the Geological Survey's records, some 20 quakes of
magnitude 6.0 or higher have occurred in Southern California since 1912. The most
recent of these was the M6.7, 1994 Northridge Earthquake which was centered in the
northwest part of the City, in the general vicinity of the 1971 San Fernando (a.k.a.
Sylmar) quake.
Following the 1994 Northridge and 1995 Kobe, Japan earthquakes, a variety of studies
and cooperative information exchange ventures were initiated to expand knowledge
concerning earthquakes so that people could be better protected in the event of future
significant seismic events. Kobe, Northridge and other seismic event information are
being used in formulating methodologies for strengthening buildings and structures to
more successfully withstand severe damage and to better protect occupants and
equipment during various types and degrees of seismic events.
The California State Geologist's Seismic Hazards Mapping Program has provided maps
that identify amplified shaking, liquefaction and landslide hazard zones. These maps are
used in revising the City’s building, zoning and other codes, plans, standards,
procedures and/or development permit requirements.
Based on Richter scale and pre-Richter calculations, the second most-powerful tremor
recorded in Los Angeles proper was in 1923 and centered in the San Jacinto
Mountains, southeast of the City. The M6.3 earthquake caused only light damage in Los
Angeles. In 1918, also in the isolated San Jacinto Mountains, some 150 miles from
downtown, a mighty M6.8 quake occurred.
Los Angeles experienced two quakes of identical 6.3 magnitude - one in the Long
Beach area in 1933 and another in Santa Barbara in 1925—that produced disastrous
damage because their epicenters were near central cities. The Long Beach toll was $40
million in property destruction and 115 lives lost. The Santa Barbara shake leveled
much of the business district at a $6 million loss there, and killing 20.
An earthquake in 1927 ranks--along with Tehachapi-Bakersfield in 1952--as the all-time
southern California strongest earthquakes. Registering at M7.5, the 1927 upheaval
centered just north of Point Arguello in the upper Santa Barbara channel, destroying
railways bridges, crumbling cliffs and sending a seismic wave as far north as Pismo
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Beach. The Kern County’s series of quakes in 1952 reached M7.7 and rank as secondlargest
in the United States since records were kept, behind San Francisco's M8.3
cataclysm of 1906. The great Alaskan shake of March 27, 1964, with a magnitude of
M8.5 was the strongest ever recorded in the nation.
The San Andreas fault is responsible for the April 18, 1906 San Francisco earthquake
and fire. This earthquake, is one of many that have resulted from episodic displacement
along the fault throughout its life of about 15-20 million years.
Santa Monica Fault
The Santa Monica fault is part of the Transverse Ranges Southern Boundary fault
system, a west-trending system of reverse, oblique-slip, and strike-slip faults that
extends for more than 200 km along the southern edge of the Transverse Ranges
(Dolan et al., 1997, 2000a). Other faults in this system are the Hollywood and Raymond
faults. The Anacapa-Dume, Malibu Coast, Santa Cruz Island, and Santa Rosa Island
faults to the west are also part of this system. (See Attachment 2 - Earthquake
Planning Scenario Map)
The Santa Monica fault extends east from the coastline in Pacific Palisades through
Santa Monica and West Los Angeles and merges with the Hollywood fault at the West
Beverly Hills Lineament in Beverly Hills, west of the crossing of Santa Monica Boulevard
and Wilshire Boulevard, where its strike is northeast. Onshore, the fault offsets the
surface 2-3.5 km south of the Santa Monica Mountains range front. 1
Vulnerability Assessment
At risk from earthquake damage are large stocks of old buildings and bridges: many
high tech and hazardous materials facilities: extensive sewer, water, and natural gas
pipelines; earth dams; petroleum pipelines; and other critical facilities and private
property located in the county. The relative or secondary earthquake hazards, which
are liquefaction, ground shaking, amplification, and earthquake-induced landslides, can
be just as devastating as the earthquake.
The California Geological Survey has identified areas most vulnerable to liquefaction.
Liquefaction occurs when ground shaking causes wet granular soils to change from a
solid state to a liquid state. This results in the loss of soil strength and the soil's ability
to support weight. Buildings and their occupants are at risk when the ground can no
longer support these buildings and structures.
Southern California has many active landslide areas, and a large earthquake could
trigger accelerated movement in these slide areas, in addition to jarring loose other
unknown areas of landslide risk.
1 Donlon, et. al., “Active Faults In the Los Angeles Metropolitan Region”, Southern California Earthquake Center,
Group C
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The 1994 Northridge Earthquake
The January 17, 1994 magnitude 6.7 Northridge Earthquake (thrust fault), with its
epicenter beneath Reseda, produced severe ground motions, caused 57 deaths, 9,253
injuries and left over 20,000 people displaced within the Los Angeles area. It was the
most expensive disaster in the history of Santa Monica, which sustained more than
$250 million in damage. More than 530 buildings, including 2,300 housing units, were
red or yellow-tagged, rendering them uninhabitable or with limited accessibility. An
estimated 16,000 apartments, condominiums or houses sustained some damage and
were green-tagged, or still inhabitable.
Because of the severe damage in Santa Monica, city officials implemented a number of
measures to expedite recovery efforts, including a streamlined permit process and fee
waivers, as well as rent increases to cover earthquake repairs in rent-controlled
buildings. Funds received from the Federal Emergency Management Agency included
$93.4 million for home repairs, temporary housing, infrastructure repairs and retrofitting
to help lessen the effects of future disasters.
The earthquake affected almost every building on the Santa Monica College campus
with an estimated $80 million spent on the recovery effort. Santa Monica Hospital
Medical Center suffered significant damage leading to the hospital’s partnership with
UCLA. The hospital’s pavilion and tower sustained about $15 million in immediate
damage, forcing the tower’s closure for nine months. All of the hospital’s operations
were consolidated into the pavilion.
The hospital stayed open for three days before it was forced to shut down completely
because of the extensive damage. On October 3, 1994, Saint John’s was fully
operational minus its north wing, which was demolished. The cost of repairs totaled $32
million.
Magnitude and Intensity of an Earthquake
During an earthquake, energy stored up in faults is released. In major earthquakes, the
energy released is sufficient to break a large portion of the causative fault. In the worstcase
scenario the fault ruptures along its entire length. When the fault ruptures, seismic
waves propagate, resulting in the ground vibrations normally felt during an earthquake.
Ground shaking generally causes the most widespread damage in an earthquake.
Strong ground motion can catastrophically damage vulnerable structures such as
freeway overpasses and unreinforced masonry buildings. Ground shaking can also
trigger a variety of secondary hazards such as liquefaction, landslides, soil subsidence,
fire, dam failure and even toxic chemical releases.
USGS Earthquake Magnitude policy is to use Moment Magnitude (M), an earthquake
magnitude measurement very similar to the Richter measurement, which measures the
amount of energy released by the fault movement in relation to the fault area broken to
determine the magnitude of an earthquake.
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An earthquake size is usually expressed as a magnitude; however, an earthquake's
destructiveness is commonly measured as seismic intensity. Intensity is used to
measure the strength of shaking produced by the earthquake at a certain location, and
is determined from effects on people, human structures and the natural environment.
The intensity scale most often used is the Modified Mercalli (MMI). The MMI scale
consists of 12 levels of shaking; the higher the number, the greater the damage
I. Not felt except by a very few under especially favorable conditions.
II. Felt only by a few persons at rest, especially on upper floors of buildings.
III. Felt quite noticeably by persons indoors, especially on upper floors of buildings.
Many people do not recognize it as an earthquake. Standing motor cars may rock
slightly. The vibrations are similar to the passing of a truck.
IV. Felt indoors by many, outdoors by few during the day. At night, some awakened.
Dishes, windows, doors disturbed; walls make cracking sound. Sensation is like a heavy
truck striking a building. Standing motor cars are rocked noticeably.
V. Felt by nearly everyone; many awakened. Some dishes, windows broken. Unstable
objects overturned.
VI. Felt by all, many frightened. Some heavy furniture moved; a few instances of fallen
plaster. Damage is likely to be slight.
VII. Damage negligible in buildings of good design and construction; slight to moderate
in well-built ordinary structures; considerable damage in poorly built or badly designed
structures; some chimneys may be broken.
VIII. Damage slight in specially designed structures; considerable damage in ordinary
substantial buildings with partial collapse. Damage may be great in poorly built
structures. Collapse is likely of chimneys, factory stacks, columns, monuments, and
walls. Heavy furniture will likely be overturned.
IX. Damage considerable in specially designed structures; well-designed frame
structures thrown out of plumb. Damage may be great in substantial buildings, with
partial collapse. Buildings will be shifted off foundations.
X. Some well-built wooden structures destroyed; most masonry and frame structures
destroyed with foundations.
XI. Few, if any (masonry) structures remain standing. Bridges destroyed. Rails are likely
to be bent.
XII. Damage total. Lines of sight and level are distorted. Objects will be thrown into the
air.
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Scientists have stated that such devastating shaking should be considered the norm
near any large thrust earthquake. Recent reports from scientists of the U.S. Geological
Survey and the Southern California Earthquake Center say that the Los Angeles Area
could expect one earthquake every year of magnitude 5.0 or more for the foreseeable
future.
As experienced in the Northridge earthquake, a major earthquake occurring in or near
this jurisdiction may cause many deaths and casualties, extensive property damage,
fires and hazardous material spills and other ensuing hazards. The effects could be
aggravated by aftershocks and by the secondary effects of fire, hazardous
material/chemical accidents and possible failure of the waterways and dams. The time
of day and season of the year would have a profound effect on the number of dead and
injured and the amount of property damage sustained. Such an earthquake would be
catastrophic in its affect upon the population and could exceed the response capabilities
of the individual cities, Los Angeles County Operational Area and the State of California
Emergency Services. Damage control and disaster relief support would be required
from other local governmental and private organizations, and from the state and federal
governments.
Extensive search and rescue operations would be required to assist trapped or injured
persons. Emergency medical care, food and temporary shelter could be required by
injured or displaced persons. Identification and burial of many dead persons would
pose difficult problems; public health would be a major concern. Mass evacuation may
be essential to save lives, particularly in areas downwind from hazardous material
releases. Many families would be separated particularly if the earthquake should occur
during working hours. Emergency operations could be seriously hampered by the loss
of communications and damage to transportation routes within, and to and from, the
disaster area and by the disruption of public utilities and services.
The economic impact on the City of Santa Monica from a major earthquake would be
considerable in terms of loss of employment and loss of tax base. Also, a major
earthquake could cause serious damage and/or outage of computer systems. The loss
of such facilities could curtail or seriously disrupt the operations of banks, insurance
companies and other elements of the financial community. In turn, this could affect the
ability of local government, business and the population to make payments and
purchases.
Specific Situation
The potential hazards that the City of Santa Monica may face in an earthquake include
the following:
Ground Shaking
The most significant earthquake action in terms of potential structural damage and loss
of life is ground shaking. Ground shaking is the movement of the earth's surface in
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esponse to a seismic event. The intensity of the ground shaking and the resultant
damages are determined by the magnitude of the earthquake, distance from the
epicenter, and characteristics of surface geology. This hazard is the primary cause of
the collapse of buildings and other structures.
It is generally understood that an earthquake does not in itself present a seismic hazard,
but that it becomes a hazard when it occurs in a highly urbanized area. Therefore, the
significance of an earthquake's ground shaking action is directly related to the density
and type of buildings and number of people exposed to its effect.
Earthquake Induced Landslides
Earthquake induced landslides are secondary earthquake hazards that occur from
ground shaking. They can destroy the roads, buildings, utilities, and other critical
facilities necessary to respond and recover from an earthquake. The City of Santa
Monica has a high likelihood of encountering such risks, especially in areas with steep
slopes.
Liquefaction
Liquefaction of soil may occur in the beach area. Structures, including the Santa
Monica Pier, which are otherwise sound, may collapse if built on sandy water-saturated
ground. Liquefaction is a phenomenon involving the loss of shear strength of a soil. The
shear strength loss results from the increase of poor water pressure caused by the
rearrangement of soil particles induced by shaking or vibration. Liquefaction has been
observed in many earthquakes, usually in soft, poorly graded granular materials (i.e.,
loose sands), with high water tables. Liquefaction usually occurs in the soil during or
shortly after a large earthquake. In effect, the liquefaction soil strata behave as a heavy
fluid. Buried tanks may float to the surface and objects above the liquefaction strata
may sink. Pipelines passing through liquefaction materials typically sustain a relatively
large number of breaks in an earthquake.
Damage to Vital Public Services, Systems and Facilities
Bed Loss in Hospitals
Santa Monica has two major hospitals with a total capacity of 532 beds. Public service
agencies and volunteer personnel would be used to assist in the care of the injured.
Santa Monica UCLA
The Santa Monica-UCLA Medical Center is staffed by more than 900 employees,
whose efforts are complemented by over 300 volunteers and 200 care extenders. The
medical staff consists of 750 physicians representing virtually all medical and surgical
specialties.
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Santa Monica-UCLA Medical Center has as Emergency Preparedness Program that
addresses disasters both internal and external to the medical center. During an
emergency the hospital operates under the Incident Command System/SEMS and will
activate their Emergency Command Center. The Emergency Incident Commander (EIC)
or the Liaison Officer will be the primary contact with the City of Santa Monica Fire
Department and the City’s Emergency Operations Center (EOC).
If an evacuation is necessary, patients are transferred from the hospital to an outside
area, to other hospitals, or other alternative areas. In the event of a total facility
evacuation when it has been determined that the facility is not safe to occupy, one or
more of the following locations are to be utilized:
16 th Street Emergency Department Parking Lot
16 th Street Patient Pick-up Parking Lot
16 th Street Out-Patient Parking Lot
16 th Street Employee Parking Lot
The UCLA Emergency Medicine Center is the designated provider of emergency
medical services for individuals involved in radiation accidents. If the Emergency
Command Center at Santa Monica-UCLA Medical Center is contacted by phone by an
outside source/agency, they are to contact the Radiation Safety Officer and the
Emergency Medicine Center at UCLA.
Saint John’s Health Center
Saint John’s Hospital and Health Center is staffed by more than 1400 employees who
are complemented by over 265 volunteers. The medical staff consists of over 900
physicians representing virtually all medical and surgical specialties.
Saint John’s Health Center’s Emergency Preparedness Program addresses disaster
situations both internal and external to the Health Center. During an emergency, the
Emergency Command Center is activated. The Health Center operates under the
Incident Command System/SEMS (Standardized Emergency Management System) and
Hospital Emergency Incident Command System (HEICS). The Emergency incident
Commander or the Liaison Officer will be the primary contact with the City of Santa
Monica Fire Department and the City’s Emergency Operations Center.
Several of the acute care hospitals in Los Angeles County may be lost due to structural
damage. This will impair the number of beds available and create the need for several
field hospitals. Most of the subscribing hospitals to the Los Angeles County Department
of Health and Human Services will be controlled by the Department as to the availability
of beds and transfer of patients.
Although a percentage of the remaining beds could be made available by discharging or
transferring non-emergency patients, it will probably be necessary to receive an
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immediate influx of emergency medical aid and/or export some of the seriously injured
to out-of-county facilities.
Communications
Telephone systems will be affected by system failure, overloads, loss of electrical power
and possible failure of some alternate power systems. Immediately after the event,
numerous failures will occur coupled with saturation overloads. This will disable up to
80% of the telephone system for approximately one day. In light of the expected
situation, emergency planners should not plan on the use of telephone systems for the
first few days after the event.
During a major emergency, communication from the City’s Emergency Operations
Center (EOC) to the outside world is a primary necessity.
Four separate and independent radio systems are available for emergency use by EOC
personnel. They are already in place and are operated by the Public Works Department,
Fire Department, the Police Department and Transportation Department. Each system
has its own unique characteristics. In a disaster, it is possible that all systems could be
rendered partially or completely inoperative.
REDINET - HEAR OPERATION - is used to monitor all transmissions from the Los
Angeles County Emergency Network Medical Alert Center (MAC). The Los Angeles
County Emergency Network Medical Alert Center (MAC) monitors the Redinet and
HEAR Radio for Hospital availability and capability.
Additionally, the Disaster Communication Services (DCS) provides amateur radio
communication. DCS Communication equipment is located at the EOC and Fire Station
#5.
Department of Public Works Communications
The backbone of the Public Works radio system is a fully repeated receiver/transmitter
located on the reservoir property in the 800-900 block of Franklin Street. There are five
locations within the city that have remote control links connected to the system; City
Hall; Police Headquarters; City Yards; Clover Park; and the Fire Department. The
primary area of concern during a disaster would be whether or not the telephone lines
would continue to function from the control points and receiver locations. If telephone
lines were to fail and if the Franklin equipment were not damaged, the system would
continue to operate by itself, for car to car operation, but with some range limitation.
There is good possibility that the back-up system located at 2500 Michigan would
enable one of these systems to work during and after a disaster.
Fire Department Communications
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The Fire Department’s radio system functions through three remote receivers which are
connected via telephone lines to the main receiver site located at 2500 Michigan
Avenue. The major disadvantage with this type of system lies with the telephone
connections. If the main lines between the dispatcher and transmitter should fail, the
dispatcher would lose the ability to hear or transmit to field units. To mitigate this
problem, the fire department has installed a back-up transmitter at their dispatch center.
Although providing only reduced coverage, this back-up will provide emergency
communication should the main transmitter site fail.
Police Department Communications
The Police Department’s radio system operates from their main transmitter site located
on the roof of 100 Wilshire Boulevard. A backup transmitter is located at the Public
Safety Facility, 333 Olympic Drive, Santa Monica. Receivers are placed in five strategic
locations throughout the City. A sixth receiver is located in Beverly Hills. Received
transmissions are routed via a mixture of leased telephone lines and microwave to
comparators located at the Public Safety Facility. The best signal is selected and
routed back up to the 100 Wilshire site for transmission. Generator power and battery
backup is available at the Public Safety Facility and the 100 Wilshire site.. The City Hall
telephone system, the 9-1-1 telephone system, and the Police dispatch equipment are
all supported by battery backup and generator.
Dam/Flood Control Channels
No dam/flood control channels exist in Santa Monica. Portions of the City may be
subject to flooding, due to flash flooding, or urban flooding (storm drain
failure/infrastructure breakdown). The City has not historically been vulnerable to storm
surge inundation associated with hurricanes and tropical storms.
Storage Reservoirs
Santa Monica maintains the capability to store 40 million gallons of water among its four
storage reservoirs – Arcadia, Franklin Street (also referred to as Mt. Olivette), San
Vicente, and Riviera. This discussion addresses the impacts of a sudden loss of water
from the reservoirs due to a structural failure.
Arcadia reservoir was built in 1924 as a partially buried concrete tank. Its capacity is
5.0 million gallons. Given its age and construction methods employed at the time, a
strong earthquake is likely to cause a rupture of the structural walls of the reservoir.
The reservoir is located at the Arcadia Water Treatment Plant in West Los Angeles in a
heavily urbanized area. Loss of reservoir water would result in short duration localized
flooding; likely entering the storm drains in surrounding streets.
Franklin Street reservoir is located at the crest of the hill on Franklin Street in Santa
Monica between Wilshire Boulevard and Montana Avenue. Its capacity is 5.0 million
gallons. It is located in a residential area, and is constructed as a completely buried
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concrete tank. Should the tank fail it could result in surface land erosion and possible
damage to residences down slope to the south and west.
San Vicente Reservoir is a 5.0 million gallon concrete, completely buried tank situated
under the median of San Vicente Boulevard between 23 rd Street and 25 th Street in
Santa Monica. The surrounding land use is principally single family residential. A
failure of this reservoir would not result in significant surface disruption or flooding as
the reservoir is buried below grade. Water released from a tank failure would seep into
the adjoining soil structure; should it ultimately find its way to the street level, the slope
of the streets would carry water in a westerly direction toward existing storm water catch
basins.
Riviera Reservoir is the largest of the city’s water storage reservoirs. With a storage
capacity of 25 million gallons, it is located underneath the tennis courts at Riviera
Country Club in Pacific Palisades. It is rectangular in shape, with compacted fill on the
north and west side of the structure. A tank wall failure on the north and/or west side of
the structure will result in water seeping into the adjoining soil structure and potential
soil erosion and possible damage to structures and homes adjacent to the area. Failure
in the east side would release significant amounts of water, jeopardizing homes and golf
course structures on that side. Failure on the south side would similarly release a
significant amount of water and flood the golf course, ultimately being channeled
through Santa Monica Creek to the Pacific Ocean.
Electrical Power
Major power plants are expected to sustain some damage due to liquefaction and the
intensity of the earthquake. During the Northridge earthquake power was restored
within 24 hours in most areas of Santa Monica. Up to 60% of the system load may be
interrupted immediately following the initial shock. According to representatives of
Southern California Edison Company, the electrical power will not be rerouted and will
be lost for an undefined period of time. Much of the imported power is expected to be
lost. In some areas of greatest shaking it should be anticipated that some of the
distribution lines, both underground and surface, will be damaged. Much of the affected
area may have service restored in days; damaged areas with underground distribution
may require a longer time. Loss of Southern California Edison transmission lines is
possible.
Fire Operations
Although total collapse of fire stations is not expected, possible disruption of utilities,
inoperable apparatus doors and loss of power can create major problems. Numerous
fires due to disruption of power and natural gas networks can be expected. Many
connections to major water sources may be out and storage facilities would have to be
relied on; water supply could vary from little or none to inadequate. First response from
fire personnel is expected to be assessment of the area to establish what is needed to
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determine response and recovery needs. Operations may take days because of the
disruption of transportation routes for fire department personnel and equipment.
Secondary responses by the Fire Service after assessment will be placed upon
diversion of resources to accomplish search and rescue of trapped persons and
extinguishment of fires with conflagration potential. Major problems the Fire Service
should expect are loss of power and water, restricted mobility due to debris, and
possible loss of primary dispatch capability.
Highways and Bridges
Damage to freeway systems is expected to be major as experienced in the partial
collapse of the Santa Monica Freeway (U.S. Highway 10) during the Northridge
earthquake. Any inner surface transportation routes could be subject to delays and
detours. A major portion of surface streets in the vicinity of freeways could be blocked
due to collapsed overpasses. Many surface streets in the older central business
districts will be blocked by debris from buildings, falling electrical wires and pavement
damage.
Natural Gas
Damage to natural gas facilities will consist primarily of (a) some isolated breaks in
major transmission lines, and (b) innumerable breaks in mains and individual service
connections within the distribution systems, particularly in the areas of intense ground
shaking. These many leaks in the distribution system will affect a major portion of the
urban areas, resulting in a loss of service for extended periods. Fires should be
expected at the sites of a small percentage of ruptures both in the transmission lines
and the distribution system. Transmission pipelines serving the general basin area are
most vulnerable to damage.
Crude Oil Pipelines
One crude oil pipeline runs beneath the City’s streets traversing dense residential and
commercial neighborhoods. A rupture of the pipeline could pose major hazards to
persons, property and the environment. Information regarding the pipeline can be
obtained from the Fire Department Hazardous Materials Specialist.
Railroads
No operational railroads exist in the City of Santa Monica. Metrolink is governed by the
Southern California Regional Rail Authority (SCRRA), a joint powers authority that was
formed in 1991 and comprises five county agencies that were tasked with reducing
highway congestion and improving mobility throughout Southern California: Los Angeles
County Metropolitan Transportation Authority (Metro), Orange County Transportation
Authority, Riverside County Transportation Commission, San Bernardino Associated
Governments and Ventura County Transportation Commission. SCRRA created
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Metrolink in October 1992 to fill a void in Southern California’s transportation
infrastructure. Our organization has served as the link between six Southern California
counties by providing commuters seamless transportation connectivity options.
Metrolink has grown tremendously during our 19 years in service, expanding from three
service lines, 11 stations and 2,300 daily passengers to seven service lines, 55 stations
and 40,000 daily passengers, all over a 512 route-mile network.
Since 2008, Metrolink implemented several safety enhancements in its mission to
become the safest commuter railroad in the nation.
The Exposition Light Rail Project (Expo LRT) is a 15-mile light rail line extending from
Downtown Los Angeles to Downtown Santa Monica and will be the first extension of
Metro rail to the west side. Project completion is targeted for 2015. Expo LRT in Santa
Monica will consist of three stations, a maintenance facility, a bike path, and
approximately three miles of trackway. East of 17 th Street, tracks will run in the existing
Metro right-of-way located south of Colorado and crossing to the south side of Olympic
Boulevard near 20 th Street. West of 17 th Street the tracks will run in the center of
Colorado Avenue. The three stations in Santa Monica are located at Olympic/26 th Street
(Bergamot Station), at Colorado Avenue/17 th Street (Memorial Park/17 th St. Station),
and at 4 th /Colorado (Downtown Station).
The Expo LRT to Santa Monica is a significant and long-term public investment in
transit, city-wide and regional mobility, and sustainability. It will provide Santa Monica
residents, employees, students and visitors with easier access to major destinations
both locally and regionally. The light rail stations were incorporated in the City’s Land
Use and Circulation Element (LUCE), and are part of an integrated citywide strategy to
reduce greenhouse gases and achieve no net new evening peak trips.
Sanitation Systems
The sewer system is a collection system operated by the City of Santa Monica, with
treatment performed by the City of Los Angeles at the Hyperion Treatment Plant in
Playa del Rey. The collection system comprises approximately 125 miles of sanitary
sewers. The City of Santa Monica operates the Moss Avenue Pumping Plant adjacent
to Santa Monica Pier, which lifts waste water from PCH to Ocean Avenue for
subsequent gravity flow to Hyperion.
Breakage of sewer mains throughout the City may result in sanitary sewer overflows
and raw waste water flowing out of manholes and pavement ruptures. This will either
flow on surface streets or in available storm drains into the Pacific Ocean. Raw
wastewater on the surface streets or ponding at various locations creates a public
health hazard, requiring emergency disinfection. Many private sewer laterals will break
and become inoperative, resulting in sewer backups into private property. Assuming
the treatment facilities at Hyperion are incapacitated by the same event which caused
the collection system failures in Santa Monica, wastewater flow may back up into the
regional sewer system and result in sewer overflows.
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The City’s Moss Avenue Pumping Station may experience failure of pumps, control
systems, machinery, and backup power systems. The result will be a backup and
spillage of raw wastewater in PCH. Additionally, the wet well adjacent to the Pumping
Station will back up and overflow, resulting in a wastewater spill adjacent to the Santa
Monica Pier and potentially in the Pacific Ocean.
Water Supply
The City’s water system serves residential and business customers through more than
17,000 service connections, 4,500 valves, and 236 miles of distribution and
transmission mains. Fire protection is supported through a network of 1,100 fire
hydrants and 865 fire sprinkler connections.
The majority of the City’s water supply is provided by local wells, and supplemented by
water purchased from the Metropolitan Water District (MWD). MWD imports water from
Northern California and the Colorado River. The aqueducts serving Southern California
will likely be out of service after a major earthquake, leaving Santa Monica to rely on
water in storage and water available from local wells. Although water wells owned by
the City have emergency backup power, this power supply may also be interrupted in a
major earthquake. Should the loss of water from City wells be interrupted, available
storage may provide up to four days of supply for the city. This estimated duration is
likely to be shortened, depending on the level of storage at the time of the earthquake,
and the amount of water being used for firefighting.
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ATTACHMENT 1
MAJOR ACTIVE SURFACE FAULTS IN SOUTHERN CALIFORNIA
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ATTACHMENT 2
EARTHQUAKE PLANNING SCENARIO MAP
TYPE OF FAULTING: left-reverse
LENGTH: 24 km
NEARBY COMMUNITIES: Pacific Palisades, Westwood, Beverly Hills, Santa Monica
MOST RECENT SURFACE RUPTURE: Late Quaternary
SLIP RATE: between 0.27 and 0.39 mm/yr
INTERVAL BETWEEN MAJOR RUPTURES: unknown
PROBABLE MAGNITUDES: M W 6.0 - 7.0 (?)
OTHER NOTES: This is a north-dipping fault. Its slip rate may be greatest at its western end. 2
2 http://www.data.scec/.org/fault_index/monica.html
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Definition of Masonry A, B, C, D:
Masonry A: Good workmanship, mortar, and design; reinforced, especially laterally,
and bound together by using steel, concrete, etc.; designed to resist
lateral forces.
Masonry B: Good workmanship and mortar; reinforced, but not designed in detail to
resist lateral forces.
Masonry C: Ordinary workmanship and mortar; no extreme weaknesses like failing to
tie in at corners, but neither reinforced nor designed against horizontal
forces.
Masonry D: Weak materials, such as adobe; poor mortar; low standards of
workmanship; weak horizontally.
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THREAT ASSESSMENT 2 - HAZARDOUS MATERIAL INCIDENT
General Situation
The City of Santa Monica has a Hazardous Materials Plan which provides an overview
of the City's industrial locations and the potential involvement of hazardous material
incidents. The Santa Monica Fire Department Hazardous Material Area Plan 2010 is
available from the Santa Monica Fire Department and is updated regularly. Coupling the
database of potentially hazardous locations with other elements of the plan provides an
analysis and a beneficial planning tool. Hazardous materials are any substance or
combination of substances which because of quantity, concentration, or characteristics
may cause or significantly contribute to an increase in death or serious injury, or pose
substantial hazards to humans and/or the environment.
Hazardous material incidents differ from other emergency response situations because
of the wide diversity of causative factors and the pervasiveness of the potential threat.
Circumstances such as the prevailing wind and geographic features in the vicinity of
emergency incidents are relevant factors that may greatly increase the hazardous
chemical dangers. Incidents may occur at fixed facilities where, most likely, the
occupants have filed site specific emergency response contingency and evacuation
plans. However, incidents may also occur at any place along any land, water or air
transportation routes, and (in event of vessel mishaps, aircraft accidents, misuse of
agricultural chemicals and illegal dumping) may occur in unpredictable areas, relatively
inaccessible by ground transportation.
In Santa Monica the vast majority of hazardous material incidents are handled prior to
their becoming a major disaster. Nevertheless, the emergency organization needs to
be flexible and evolutionary in its response to a developing incident. The Hazardous
Material Plan is designed to accommodate both the large number of relatively routine
minor spill incidents and the truly catastrophic hazardous material disaster.
Specific Situation
The threat of a major hazardous material incident in Santa Monica exists from five
different sources: (1) commercial vehicle, (2) air transportation; (3) pipeline; (4) fixed
facility; and (5) clandestine dumping.
There are numerous locations within the city which pose an above average risk of
hazardous materials incident occurrence. This is due to the nature of the business
conducted at each location rather than unauthorized use of hazardous materials. Many
of the businesses classified as posing an above average risk store and handle Class I
and II flammable liquids. These businesses have been mapped and can due to the
sensitive nature of the information is available for emergency response from the Fire
Department. Mapping higher risk businesses has achieved two things; areas of high risk
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usiness concentration have been identified, and local resources can now be located or
positioned where they will do the most good.
Freeway/Transportation
The Santa Monica Freeway Interstate 10 passes through the center of the City. This
freeway is part of the Inter-state system and is heavily traveled by trucks moving many
types of materials, many of them hazardous.
A major truck incident that occurs in a heavily populated industrial area or residential
area can result in considerable loss of life and property. When a truck is involved in an
accident, there is no longer control as to the direction the truck will travel. Potential
hazards could be overturned tank trailers, direct impact either into a residence or
industrial building, or entering into the normal flow of traffic.
Each of these hazards encompasses many threats, such as hazardous materials
incident, fire, severe damage to either adjacent buildings or vehicles, and loss of life of
pedestrians or those in either the adjacent buildings or vehicles.
SANTA MONICA TRUCKING ROUTES
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LOS ANGELES COUNTY FREEWAY MAP
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Air Transportation
The Santa Monica Airport handles small, single-engine propeller airplanes, medium size
twin props and turboprop, and business/corporate jets. No air carrier aircraft operate at
the Santa Monica Airport. However, the City of Santa Monica is in the flight pattern of
arriving and department aircraft carriers at the Los Angeles Airport.
Crude Oil Pipeline
A crude oil pipeline, owned and operated by Keystone XL Company runs beneath the
City’s streets. This pipeline enters from the north under 26 th Street and travels west
under Colorado, south beneath Cloverfield, west under Ocean Park, and exits the City
to the south, beneath 23 rd Street. The steel pipe is ten inches in diameter, is buried
three to four feet deep. The pipeline runs within 50 feet of the municipal reservoir and
well. It is located near 25 th Street and San Vicente, and crosses the Santa Monica Fault
between Montana and Idaho, it intersects a major storm drain at 26 th Street and
Broadway, and crosses over the Santa Monica Freeway on Cloverfield. Its route
traverses dense residential and commercial neighborhoods. A rupture of the pipeline
could pose major hazards to persons, property and the environment. Ruptures in the
fifty-year old line have occurred at least three times at locations outside the City.
Fixed Facility
A serious hazardous material threat exists from an accidental spill and/or incident at one
of the known facilities that manufacture, warehouse, and process toxic chemicals and/or
generate hazardous waste materials within or next to City boundaries. Although there
are numerous facilities involved with hazardous materials, they are less of a threat due
to required plant contingency and evacuation plans.
Clandestine Dumping
Clandestine dumping is the criminal act of disposing of toxic materials and hazardous
waste on public or private property. As the costs and restrictions increase for legitimate
hazardous waste disposal sites, it can be anticipated that illegal dumping of hazardous
materials will increase proportionately.
Emergency Response Actions
Emergency response checklists applicable to all common hazards are presented in this
Multi Hazard Functional Emergency Plan. Refer to the City of Santa Monica Hazardous
Material Plan for specific information. Appropriate facility listings and maps are
contained in that plan.
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THREAT ASSESSMENT 3 - SEVERE STORMS & FLOODING
General Situation
Santa Monica is designated by the National Flood Insurance Program as a Zone "C", or
City of minimal flood hazard. The hazardous situations caused by storms are generally
dependent on the amount of warning time that the City receives prior to an actual
disaster. Monitoring of storms by weather services have historically provided warning
times that can vary from weeks to hours prior to the event. The ability of City personnel
to conduct an evacuation, provide sandbagging, and perform other mitigating measures
is dependent on the amount of warning time that the City receives from weather
services
Emergency activities that take place in a storm situation include: rescuing people
trapped by flood water, securing utilities, cordoning off flooded areas, crowd and traffic
control, and evacuating the Pier and other impacted areas. These actions could overtax
the City’s capabilities and additional personnel and resources may be required. (See
Attachment 6 - Storm Drain System and Attachment 7 - Sanitary Sewer System)
Specific Situation
The City of Santa Monica is familiar with the flooding and destruction caused by
astronomical tides and heavy storm conditions. During the winter of 1983, the City
suffered a major loss to the Pier facility. Most of the west end of the Pier and the section
under Pacific Park was rebuilt with concrete pilings and caps following the 1983 storm.
Again, in 1988, additional storm damage was sustained. In 1998, the El Nino Storms
created approximated $400,000 in flood damage and recurring landslides along
Palisades Park blocking Pacific Coast Highway. The landslide was approximately 115
feet high and 150 feet wide. Sloughing affected the stability of the near vertical bluff.
Mitigation measures of drilling vertically and horizontally into the hillside assisted in
removing water from bluff and grading the top and bottom of the bluff reduced the threat
to life and property.
Pier Emergency Response
Due to special considerations on the Pier, specific emergency procedures for the Pier
have been developed. The Pier representatives and the Santa Monica Police
Department have developed emergency response plans and protocols to ensure the
safety of those who live and work on and around the Pier.
A decision to close and or reopen the Pier will be made by the Chief of Police
Department, Chief of Fire Department, or City Manager. Once ordered, Police
Department personnel will begin re-opening of the Pier. Re-entry into an evacuated
area will require the individual to have proper identification and to be authorized and
escorted by the Police Department.
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Emergency coordination takes place with Los Angles City, Los Angeles County
Lifeguards, Cal Trans, California Highway Patrol (CHP), and County Public Works in
coordinating EOC Planning, Operations, Logistics and Financial resources in the event
of a major disaster.
Evacuation Routes
It is expected that major streets will be open. As such, evacuation should be easily
facilitated. Other pertinent information relating to evacuation operations can be found in
SEMS Functions and Checklist, Operations Section.
County Response
The Department of Public Works Emergency Response Plan involves numerous stages
of response for affected County Departments, cities and agencies. Prioritized warning
and alerting stages will be activated according to established procedures. Some of the
agencies to be contacted include the County’s Emergency Operations Center and
Sheriff’s Department, all Los Angeles County Departments, U.S. Army Corps of
Engineers, Office of Emergency Management and the thirteen cities that lie within the
100-year flood inundation area.
STORM DRAIN SYSTEM MAP
See Supporting Documentation MAPS
SANITARY SEWER SYSTEM MAP
See Supporting Documentation MAPS
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THREAT ASSESSMENT 4 - RESERVOIR/DAM FAILURE
General Situation
Dam failures can result from a number of natural or manmade causes such as
earthquakes, erosion of the face or foundation, improper silting, rapidly rising flood
waters, and structural/design flaws. There are three general types of dams: earth and
rock fill, concrete arch or hydraulic fill, and concrete gravity. Each of these types of
dams has different failure characteristics.
A dam failure will cause loss of life, damage to property, and other ensuing hazards, as
well as the displacement of persons residing in the inundation path. Damage to electric
transmission lines could impact life support systems in communities outside the
immediate hazard areas. A catastrophic dam failure, depending on size of dam and
population downstream, could exceed the response capability of local communities.
Damage control and disaster relief support would be required from other local
governmental and private organizations, and from the state and federal governments.
Mass evacuation of the inundation areas would be essential to save lives, if warning
time should permit. Extensive search and rescue operations may be required to assist
trapped or injured persons. Emergency medical care, food, and temporary shelter
would be required for injured or displaced persons. Identification and burial of many
dead persons would pose difficult problems; public health would be a major concern.
Many families would be separated, particularly if the failure should occur during working
hours.
These and other emergency/disaster operations could be seriously hampered by the
loss of communications, damage to transportation routes, and the disruption of public
utilities and other essential services. Governmental assistance could be required and
may continue for an extended period. Actions would be required to remove debris and
clear roadways, demolish unsafe structures, assist in reestablishing public services and
utilities, and provide continuing care and welfare for the affected population including,
as required, temporary housing for displaced persons.
Storage Reservoirs
Santa Monica maintains the capability to store 40 million gallons of water among its four
storage reservoirs – Arcadia, Franklin Street (also referred to as Mt. Olivette), San
Vicente, and Riviera. This discussion addresses the impacts of a sudden loss of water
from the reservoirs due to a structural failure.
Arcadia reservoir was built in 1924 as a partially buried concrete tank. Its capacity is
5.0 million gallons. Given its age and construction methods employed at the time, a
strong earthquake is likely to cause a rupture of the structural walls of the reservoir.
The reservoir is located at the Arcadia Water Treatment Plant in West Los Angeles in a
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heavily urbanized area. Loss of reservoir water would result in short duration localized
flooding; likely entering the storm drains in surrounding streets.
Franklin Street reservoir is located at the crest of the hill on Franklin Street in Santa
Monica between Wilshire Boulevard and Montana Avenue. Its capacity is 5.0 million
gallons. It is located in a residential area, and is constructed as a completely buried
concrete tank. Should the tank fail it could result in surface land erosion and possible
damage to residences down slope to the south and west.
San Vicente Reservoir is a 5.0 million gallon concrete, completely buried tank situated
under the median of San Vicente Boulevard between 23 rd Street and 25 th Street in
Santa Monica. The surrounding land use is principally single family residential. A
failure of this reservoir would not result in significant surface disruption or flooding as
the reservoir is buried below grade. Water released from a tank failure would seep into
the adjoining soil structure; should it ultimately find its way to the street level, the slope
of the streets would carry water in a westerly direction toward existing storm water catch
basins.
Riviera Reservoir is the largest of the city’s water storage reservoirs. With a storage
capacity of 25 million gallons, it is located underneath the tennis courts at Riviera
Country Club in Pacific Palisades. It is rectangular in shape, with compacted fill on the
north and west side of the structure. A tank wall failure on the north and/or west side of
the structure will result in water seeping into the adjoining soil structure and potential
soil erosion and possible damage to structures and homes adjacent to the area. Failure
in the east side would release significant amounts of water, jeopardizing homes and golf
course structures on that side. Failure on the south side would similarly release a
significant amount of water and flood the golf course, ultimately being channeled
through Santa Monica Creek to the Pacific Ocean.
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THREAT ASSESSMENT 5 - TRANSPORTATION: MAJOR AIR CRASH
General Situation
A major air crash that occurs in a heavily populated residential area can result in
considerable loss of life and property. Damage assessment and disaster relief efforts
associated with an air crash incident will require support from other local governments,
private organizations and in certain instances from the state and federal governments.
Emergency medical care, food and temporary shelter will be required by injured or
displaced persons. Investigators from the National Transportation and Safety Board
and the Los Angeles County Coroner’s Office will have short-term jurisdiction over the
crash area and investigations will be completed before the area is released for clean up.
The clean-up operation may consist of the removal of large debris, clearing of
roadways, demolishing unsafe structures and towing of demolished vehicles.
A coordinated response team, comprised of mental health professionals, will take a
proactive approach toward identifying and addressing mental health needs stemming
from any traumatic disaster.
Specific Situation
Santa Monica Airport
Type: Airport, Status: Operational, Activation Date: 04/01/1940, Runways: 2, Land Area
Covered By Airport: 215 acres, Ownership: Publicly owned, Facility Use: Open to public,
Site Number: 02253.*A, Location ID: SMO, Region: Western-Pacific, District Office:
LAX, Unicom Frequency: 122.950 Hz, Common Traffic Advisory Frequency (CTAF):
120.100 Hz, Aeronautical sectional chart: Los Angeles, Tie-In FSS: No, Tie-In FSS ID:
HHR, Tie-In FSS Name: Hawthorne, Tie-In FSS Toll-Free Number: 1-800-WX-BRIEF,
Elevation: 177 ft, Elevation determination method: Surveyed, Elevation Source: NGS
(2006-02-12), Air traffic control tower: Yes, Boundary ARTCC (FAA) computer ID: ZCL,
Boundary ARTCC ID: ZLA, Boundary ARTCC Name: Los Angeles, Airspace
Determination: No Objection, Federal Agreements: NGPY3, NOTAM Service: Yes,
NOTAM Facility ID: SMO, Last Inspection
State: California, County: Los Angeles, City: Santa Monica, GPS (Degrees): Latitude:
34° 00' 57'', Longitude: -118° 27' 04.700'', GPS (Seconds): Longitude: 34.015833,
Latitude: -118. State: California, County: Los Angeles, City: Santa Monica, GPS
(Degrees): GPS determination method: Estimated, Position Source: NGS (2006-02-12),
Distance from central business district: 3 mi
Single Engine Aircraft: 254, Multi Engine Aircraft: 35, Jet Engine Aircraft: 7, Helicopters:
7
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City Of Santa Monica, 3223 Donald Douglas Loop S., Santa Monica, Ca 90405, 310-
458-8591
Runway #1
ID: '03/21, Length: 4973 ft, Width: 150 ft, Runway Surface Type Condition: Asphalt or
bituminous concrete, Good condition, Runway Surface Treatment: Saw-cut or plastic
grooved, Runway Weight Bearing Capacity: Single Wheel: 40,000 lbs, Dual Wheel:
60,000 lbs, Dual Tandem Wheel: 105,000 lbs, Edge Lights Intensity: Medium Base End
Base End ID: '03, True Alignment: 44, Right Traffic Pattern: Yes, Runway Markings
Type: Non-precision instrument, Markings Condition: Good, Physical GPS (Degrees):
Lat: 34° 00' 39.435'', Lng: -118° 27' 25.427'', Physical GPS (Seconds): Lat: 34.010954,
Lng: -118.457063, Physical Elevation: 118 ft, Threshold Crossing Height: 27.0 ft, Glide
Path Angle: 0.04 °, Elevation At Touchdown Zone: 154.0 ft, Visual Glide Slope
Indicators: V4L, Runway Visual Range Equipment (RVR): Midfield, Runway End
Identifier Lights (REIL): Yes, Centerline Lights: No, Touchdown Lights: No, Controlling
Object Description: TREE, FAA FAR Part 77 Category: Other than utility runway with a
visual approach, Object Clear Slope: 6, Object Height: 45 ft, Object Distance From
Runway: 475.0 ft, Object Offset From Runway: 150L ft, Runway End Gradient: 1.2,
Position Source: NGS (02/12/2006), Elevation Source: NGS (02/12/2006), Touchdown
Zone Elevation Source: NGS (02/12/2006) Reciprocal End Reciprocal End ID: '21, True
Alignment: 224, Instrument Landing System (ILS) Type: Localizer-type directional aid,
Right Traffic Pattern: No, Runway Markings Type: Non-precision instrument, Markings
Condition: Good, Physical GPS (Degrees): Lat: 34° 01' 14.476'', Lng: -118° 26' 43.964'',
Physical GPS (Seconds): Lat: 34.020688, Lng: -118.445546, Physical Elevation: 177 ft,
Threshold Crossing Height: 65.0 ft, Glide Path Angle: 0.04 °, Elevation At Touchdown
Zone: 177.0 ft, Visual Glide Slope Indicators: P4L, Runway Visual Range Equipment
(RVR): Midfield, Runway End Identifier Lights (REIL): Yes, Centerline Lights: No,
Touchdown Lights: No, FAA FAR Part 77 Category: Other than utility runway with a
visual approach, Object Clear Slope: 50, Runway End Gradient: 1.2, Position Source:
NGS (02/12/2006), Elevation Source: NGS (02/12/2006), Touchdown Zone Elevation
Source: NGS (02/12/2006)
Runway #2
ID: 'H1, Length: 40 ft, Width: 40 ft, Runway Surface Type Condition: Asphalt or
bituminous concrete, Good condition, Edge Lights Intensity: PERI Base End Base End
ID: 'H1, Runway Markings Type: Basic, Markings Condition: Good
Emergency Response Actions
In the event Santa Monica experiences a major disaster and if the airport is not
rendered inoperative, the following facilities/services will be provided:
The Airport Manager is the designated Emergency Coordinator and the Airside
Operations Coordinator is the Airport’s Assistant Emergency Coordinator. The
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Airport Administration Building serves as the base for the Department Operations
Center (DOC). Communications equipment includes a transmitter and receiver,
telephones, personal cellular telephones, two-way radios used between airport staff
and airport security staff, and a small, hand-held VHF transmitter and receiver with
limited range.
The airport is equipped to handle the arrival and transport of key staff and officials,
and can provide a base for emergency activities such as damage surveyors, law
enforcement, firefighting, relief organizations such as the American Red Cross,
search and rescue teams, medical evacuation/air ambulances and the news media.
The Federal Aviation Administration (FAA) Control Tower has complete backup
power and is capable of communicating with all types of aircraft, and the Santa
Monica EOC. VHF radio, microwave radio and telephone communications are
available in the control tower. In the event the Control Tower becomes
uninhabitable, the public observation deck located outside the Airport Administration
Building is the designated emergency Control Tower and direct air traffic from this
alternate location until such time the facility is deemed safe to occupy.
The FAA Automated Terminal Information System (ATIS) gives current weather
information of the Santa Monica Airport. The information is updated hourly and in the
event of a significant change in weather conditions. The ATIS is broadcast on
119.15 MHZ and is available via telephone 450-4620. Note: ATIS information is
given in Greenwich Mean Time (by dialing ZULU Time).
Airport Security personnel are on-site 24 hours per day, and are capable of
responding to emergency needs as required and directed by the Santa Monica
Police Department.
The City of Santa Monica’s Fire Station #5 is located immediately adjacent to the
northwest edge of the Santa Monica Airport. That facility has an ―immediate
response‖ capability to respond to the airport. There are two fire trucks located at
Station 5 – a triple pumper engine and a special aircraft firefighting apparatus.
Aviation fuel for fixed wing props, turbo props, helicopters, and turbine-powered
aircraft, can be obtained from American Flyers and Supermarine (both are FBOs
located on the airfield). No automobile or diesel fuel is available.
The Federal Aviation Administration (FAA) control tower has complete backup power
and capable of communicating with aircraft, the EOC, VHF radio systems, as well as
other forms of communications.
The Civil Air Patrol (CAP) is a civilian auxiliary of the United States Air Force. CAP
has offices located at Santa Monica Airport. Their emergency services mission
includes search and rescue, civil defense, and disaster relief operations in support of
local, state, federal, and other emergency services organizations. The CAP
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maintains mutual support relationships with the American Red Cross, Salvation
Army, Federal Emergency Management Agency (FEMA), FAA, U.S. Coast Guard
Auxiliary, and other humanitarian organizations in conducting emergency relief
operations. The CAP utilizes paging and radio systems in conducting their missions,
and they have the ability to communicate nationally. They also have Emergency
Locator Transmitters. CAP provides air and ground transportation.
Angel Flight is a non-profit organization with over 450 volunteers, some based at
Santa Monica Airport. Angel Flight’s primary mission is to fly medically stable,
ambulatory patients to hospitals and medical facilities throughout the state.
However, they also have a Disaster Response Team consisting of volunteer pilots
who hold state identification cards and are available to assist CalEMA in times of
state or federally declared emergencies. The Disaster Response Team is activated
by CalEMA, however Angel Flight can call CalEMA when a major emergency arises
and let them know that they are available to provide assistance.
Santa Monica Airport has numerous hangars that can be used for the purpose of
providing temporary shelter, staging areas for supplies and equipment, and or
staging for emergency medical treatment. The largest of these is Barker Hangar
which is located on the south side of the airport. Barker Hangar can be used as a
shelter, medical triage center, morgue, supply center, etc., in the event of a major
emergency. Although the hangar does not have a back-up power generator on site,
arrangements are in place for a generator to be brought in should a major
emergency occur.
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ATTACHMENT 9
LOCAL AIRPORTS
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THREAT ASSESSMENT 7 - CIVIL UNREST
General Situation
The spontaneous disruption of normal, orderly conduct and activities in urban areas, or
outbreak of rioting or violence that is of a large nature is referred to as civil unrest Civil
unrest is usually noted by the fact that normal on-duty police and safety forces cannot
adequately deal with the situation until additional resources can be acquired. This is the
time period when civil unrest can grow to large proportions. Threat to law enforcement,
fire service and other safety personnel can be severe. Securing of essential facilities
and services is necessary.
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286

THREAT ASSESSMENT 8 - TERRORISM
General Situation
In the wake of the 1993 World Trade Center bombing in New York and the Oklahoma
City bombing in 1995, terrorism became a serious concern for emergency management,
emergency responders, and the public at large. However, the attack on the World
Trade Center and the Pentagon in 2001 has elevated concern about terrorism to a very
high level which requires us to be prepared for and able to respond to situations that go
beyond previously considered terrorist incident scenarios
Terrorism is defined as the use of fear or intimidation, usually political goals. Terrorism
is a crime where the threat of violence is often as effective as the commission of the
violent act itself. Terrorism affects us through fear, physical injuries, economic losses,
psychological trauma, and erosion of faith in government. Terrorism is not an ideology.
Terrorism is a strategy used by individuals or groups to achieve their political goals.
Terrorists espouse a wide range of causes. They can be for or against almost any
issue, religious belief, political position, or group of people of one national origin or
another. Because of the tremendous variety of causes supported by terrorists and the
wide variety of potential targets, there is no place that is truly safe from terrorism.
Throughout California there is nearly limitless number of potential targets, depending on
the perspective of the terrorist. Some of these targets include: government offices,
pregnancy centers, religious facilities, public places (such as shopping centers),
schools, power plants, refineries, utility infrastructures, water storage facilities, dams,
private homes, prominent individuals, financial institutions and other businesses.
In Los Angeles County, the Joint Regional Information Center (JRIC) is tasked with
gathering, analyzing, and disseminating terrorist threat information to local jurisdictions.
The JRIC is coordinated by the Los Angeles County Sheriff’s Department and shares
information with Fire, Police, and Emergency Management officials regularly.
There are unique challenges to a terrorist event involving a Weapon of Mass
Destruction (WMD), such as a nuclear, radiological, biological, explosive or chemical
weapon. As in all incidents, WMD incidents may involve mass casualties and damage
to buildings or other types of property. However, there are a number of factors
surrounding WMD incidents that are unlike any other type of incidents that must be
taken into consideration when planning a response.
The situation may not be recognizable until there are multiple casualties or a
secondary event occurs that indicates that the first was not an accident. Most
chemical and biological agents are not detectable by conventional methods used for
explosives and firearms. Most agents can be carried in containers that look like
ordinary items.
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There may be multiple events (i.e., one event in an attempt to influence another
event’s outcome).
Responders are placed at a higher risk of becoming casualties because agents are
not readily identifiable. Responders may become contaminated before recognizing
the agents involved. First responders may, in addition, be targets for secondary
releases or explosions.
The location of the incident will be treated as a crime scene. As such, preservation
and collection of evidence is critical.
Therefore, it is important to ensure that actions on-scene are coordinated between
response organizations to minimize any conflicts between law enforcement authorities,
who view the incident as a crime scene, and other responders, who view it as a
hazardous materials or disaster scene.
In addition to local response coordination challenges, the WMD incident will add a
myriad of state and federal agencies into the system. Coordination and
communication issues between all response levels (local, state, and federal) will
constantly need to be assessed.
Contamination of critical facilities and large geographic areas may result. Victims
may carry an agent unknowingly to public transportation facilities, businesses,
residences, doctors' offices, walk-in medical clinics, or emergency rooms because
they don’t realize that they are contaminated. First responders may carry the agent
to fire or precinct houses, hospitals, or to the locations of subsequent calls.
The scope of the incident may expand geometrically and may affect mutual aid
jurisdictions. Airborne agents flow with the air current and may disseminate via
ventilation systems, carrying the agents far from the initial source.
There will be a stronger reaction from the public than with other types of incidents.
The deliberate destruction of life and property is both horrific and difficult to process,
and the fear of additional attacks as well as the unknown makes the public’s
response more severe. Also, the thought of exposure to a chemical or biological
agent or radiation evokes terror in most people.
Time is working against responding elements. The incident can expand
geometrically and very quickly. In addition, the effects of some chemicals and
biological agents worsen over time.
Support facilities, such as utility stations and 911 centers along with critical
infrastructures, are at risk as targets.
Specialized State and local response capabilities may be overwhelmed.
Terrorism Hazards
Terrorism hazards may be WMD (including conventional explosives, secondary devices,
and combined hazards) or other means of attack (including low-tech devices and
delivery, attacks on infrastructure, and cyber terrorism).
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WMD Hazard Agents
Weapons of mass destruction are defined as any weapon that is designed or intended
to cause death or serious bodily injury through the release, dissemination, or impact of
toxic or poisonous chemicals; disease organisms; radiation or radioactivity; or explosion
or fire. At least two important considerations distinguish these hazards from other types
of terrorist tools.
First, in the case of chemical, biological, and radioactive agents, their presence may not
be immediately obvious, making it difficult to determine when and where they have been
released, who has been exposed, and what danger is present for first responders and
medical technicians. Second, although there is a sizable body of research on battlefield
exposures to WMD agents, there is limited scientific understanding of how these agents
affect civilian populations.
Biological Threats
Biological agents are organisms or toxins that can kill or incapacitate people, livestock
and crops. A biological attack is the deliberate release of germs or other biological
substances that can make you sick.
The three basic groups of biological agents that would likely be used as weapons are
bacteria, viruses and toxins. Most biological agents are difficult to grow and maintain.
Many break down quickly when exposed to sunlight and other environmental factors,
while others, such as anthrax spores, are very long lived. Biological agents can be
dispersed by spraying them into the air, by infecting animals that carry the disease to
humans and by contaminating food and water. Delivery methods include:
Aerosols - biological agents are dispersed into the air, forming a fine mist that may
drift for miles. Inhaling the agent may cause disease in people or animals.
Animals - some diseases are spread by insects and animals, such as fleas, mice,
flies, mosquitoes and livestock.
Food and water contamination - some pathogenic organisms and toxins may
persist in food and water supplies. Most microbes can be killed, and toxins
deactivated, by cooking food and boiling water. Most microbes are killed by boiling
water for one minute, but some require longer. Follow official instructions.
Person-to-person - spread of a few infectious agents is also possible. Humans
have been the source of infection for smallpox, plague, and the Lassa viruses.
Specific information on biological agents is available through the Centers for Disease
Control and Prevention.
Chemical Threats
Chemical agents are poisonous vapors, aerosols, liquids and solids that have toxic
effects on people, animals or plants. They can be released by bombs or sprayed from
aircraft, boats and vehicles. They can be used as a liquid to create a hazard to people
and the environment. Some chemical agents may be odorless and tasteless. They can
have an immediate effect (a few seconds to a few minutes) or a delayed effect (2 to 48
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hours). While potentially lethal, chemical agents are difficult to deliver in lethal
concentrations. Outdoors, the agents often dissipate rapidly. Chemical agents also are
difficult to produce.
A chemical attack could come without warning. Signs of a chemical release include
people having difficulty breathing; experiencing eye irritation; losing coordination;
becoming nauseated; or having a burning sensation in the nose, throat and lungs. Also,
the presence of many dead insects or birds may indicate a chemical agent release.
Cyber Attack
Often times, we may not realize that our actions online might put us, our families, and
even our country at risk. Learning about the dangers online and taking action to protect
ourselves is the first step in making the Internet a safer place for everyone.
Cybersecurity is a shared responsibility and we each have a role to play.
Cybersecurity involves protecting that infrastructure by preventing, detecting, and
responding to cyber incidents. Unlike physical threats that prompt immediate action–like
stop, drop, and roll in the event of a fire–cyber threats are often difficult to identify and
comprehend. Among these dangers are viruses erasing entire systems, intruders
breaking into systems and altering files, intruders using your computer or device to
attack others, or intruders stealing confidential information. The spectrum of cyber risks
is limitless; threats, some more serious and sophisticated than others, can have wideranging
effects on the individual, community, organizational, and national level. These
risks include:
Organized cybercrime, state-sponsored hackers, and cyber espionage can pose
national security risks to our country.
Transportation, power, and other services may be disrupted by large scale cyber
incidents. The extent of the disruption is highly uncertain as it will be determined by
many unknown factors such as the target and size of the incident.
Vulnerability to data breach and loss increases if an organization’s network is
compromised. Information about a company, its employees, and its customers can
be at risk.
Individually-owned devices such as computers, tablets, mobile phones, and gaming
systems that connect to the Internet are vulnerable to intrusion. Personal information
may be at risk without proper security.
Explosions
Terrorists have frequently used explosive devices as one of their most common
weapons. Explosive devices can be highly portable, using vehicles and humans as a
means of transport. They are easily detonated from remote locations or by suicide
bombers.
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Conventional bombs have been used to damage and destroy financial, political, social,
and religious institutions. Attacks have occurred in public places and on city streets with
thousands of people around the world injured and killed.
Nuclear Blast
A nuclear blast is an explosion with intense light and heat, a damaging pressure wave,
and widespread radioactive material that can contaminate the air, water, and ground
surfaces for miles around. A nuclear device can range from a weapon carried by an
intercontinental missile launched by a hostile nation or terrorist organization, to a small
portable nuclear devise transported by an individual. All nuclear devices cause deadly
effects when exploded, including blinding light, intense heat (thermal radiation), initial
nuclear radiation, blast, fires started by the heat pulse and secondary fires caused by
the destruction.
The nuclear threat present during the Cold War has diminished; however, the possibility
remains that a terrorist could obtain access to a nuclear weapon. Called improvised
nuclear devices (IND), these are generally smaller, less powerful weapons than we
traditionally envision.
Air Burst
An air burst, by definition, is when a nuclear weapon is detonated and the fireball does
not touch the surface of the earth. Usually, the weapon is set to detonate at a height of
between 5,000 and 15,000 feet. Air bursts are generally selected for their capability to
generate high over-pressure and shock effect over large areas, as well as to ignite fires
for great distances. Neither radiation nor radioactive fallout is considered to be a
significant factor in the event of an air burst.
Surface Burst
A nuclear detonation is considered to be a surface burst when the fireball generated
touches the surface of the earth. Surface bursts could include water bursts, underwater
bursts and underground bursts. Surface bursts produce large amounts of radioactive
fallout. Therefore, some targets may be selected not only for the purpose of destroying
facilities, but to also use the downwind fallout to prevent access or restrict movement in
large geographical areas. Detonation of a nuclear bomb can produce various damaging
effects. Included are blast and over-pressure, intense heat and light, nuclear radiation
(fission and fusion), electromagnetic pulse, and for surface bursts, radioactive fallout.
Blast
When a weapon is detonated, a tremendous pressure is developed, called the blast.
This over-pressure rapidly expands outward in all directions, creating extremely high
winds. The expansion continues until the over-pressure is reduced to normal pressure.
The rapid outward expansion of air creates a vacuum which must equalize. The winds
then reverse to the opposite direction and continue until the air pressure is equalized.
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Damage and injury are caused not only by the outward expansion phase of the wind
and pressure, but also in the opposite direction when the air is rushing back to fill the
vacuum. It is believed that an ordinary California home would be destroyed at about 1.5
to 2 psi, often 2 to 5 miles from the detonation.
Thermal Radiation
Thermal radiation is a burst of intense light and heat. This phenomenon can initiate fires
as well as produce casualties. A one-megaton explosion can produce flash-blindness
up to 13 miles on a clear day, or 53 miles on a clear night. Thermal radiation can cause
skin and retinal burns many miles from the point of detonation. A one-megaton
explosion can cause first-degree burns at distances of approximately 7 miles, seconddegree
burns at approximately 6 miles, and third- degree burns at approximately 5 miles
from ground zero. Detonation of a single thermonuclear weapon could cause many
thousands of burn casualties.
Initial Radiation
Initial radiation is defined as the radiation emitted during the first minute after
detonation, comprised of gamma rays and neutrons. For large yield weapons, the
range of the initial radiation is less than that of the lethal blast and thermal radiation
effects. However, with respect to small yield weapons, the initial radiation may be the
lethal effect with the greatest range.
Fallout
Fallout is produced by surface debris drawn into and irradiated by the fireball, then
rising into the atmosphere and eventually returning to earth. When a nuclear detonation
occurs, fission products and induced radioactive material from the weapon casing and
debris are pulled up into the fireball and returns to earth as fallout. A source of ionizing
radiation, fallout may be deposited miles from the point of detonation and thus affect
people otherwise safe from the other effects of the weapon. The radiation danger
associated with fallout decreases as the radioactive material decays. Decay rates
range from several minutes to several years.
Electromagnetic Pulse (EMP)
An Electromagnetic Pulse is an intense electric and magnetic fields that can damage
unprotected electronic equipment. This effect is most pronounced in high altitude bursts
(above 100,000 feet). Surface bursts typically produce significant EMP up to the 1 psi
over-pressure range, while air bursts produce somewhat less. No evidence exists
suggesting that EMP produces harmful effects in humans.
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Emergency Response Actions
Response activities to the nuclear materials threat will consist of in-place protection
measures, relocation and spontaneous evacuation. The population at risk is 96,000
night-time residents and 150,000 to 250,000 during the day time. The fallout shelter
identification program is no longer maintained and utilized within the State of California.
Radiological Dispersion Device (RDD)
The use of a Radiological Dispersion Devise (RDD) — often called ―dirty nuke‖ or ―dirty
bomb‖, by terrorists, is considered far more likely than use of a nuclear explosive
device. An RDD combines a conventional explosive device such as a bomb with
radioactive material. It is designed to scatter dangerous and sub-lethal amounts of
radioactive material over a general area. RDDs appeal to terrorists because they
require limited technical knowledge to build and deploy compared to a nuclear device.
Also, the radioactive materials in RDDs are widely used in medicine, agriculture,
industry and research, and are easier to obtain than weapons grade uranium or
plutonium.
The primary purpose of the use of an RDD is to cause psychological fear and economic
disruption. Some devices could cause fatalities from exposure to radioactive materials.
Depending on the speed at which the area of the RDD detonation was evacuated or
how successful people were at sheltering-in-place, the number of deaths and injuries
from an RDD might not be substantially greater than from a conventional bomb
explosion.
The size of the affected area and the level of destruction caused by an RDD would
depend on the sophistication and size of the conventional bomb, the type of radioactive
material used the quality and quantity of the radioactive material, and the local
meteorological conditions - primarily wind and precipitation. The area affected could be
placed off-limits to the public for several months during cleanup efforts.
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THREAT ASSESSMENT 10 - TSUNAMI
What is a Tsunami?
A tsunami is a system of gravity waves formed in the sea as a result of a large-scale
disturbance of sea level over a short duration of time. A tsunami can be generated by
submarine volcanic eruptions, by displacement of submarine sediments, by coastal
landslides into a bay or harbor, by meteor impact, or by vertical displacement of the
earth’s crust along a subduction zone/fault. The latter is by far the most frequent cause
of tsunami and for all practical purposes the primary cause of tsunami capable of
propagation across an ocean basin. The rupture of the earth’s crust will also generate a
major earthquake that will be detected and measured by seismic instrumentation
throughout the world. However, not all major coastal or near-coastal earthquakes
produce tsunami. At present, there is no operational method to determine if a tsunami
has been generated except to note the occurrence and epicenter of the earthquake and
then detect the arrival of the characteristic waves at a network of tide stations.
Types of Tsunamis:
Near Source Tsunami
A near source, or a locally generated tsunami, such as the one that Japan in 2011 and
Sumatra in 2005 are possible at many points along the California Coast. These occur if
a large earthquake displaces the sea floor near the coast; the first waves may reach the
coast within minutes after the ground shaking stops. There is no time for authorities to
issue a warning. People on the beach or in low coastal areas need to be aware of the
tsunami risk and be prepared to move to higher ground as soon as they are able after a
strong earthquake and stay there until told by an official source that the danger is
passed.
Distance Source Tsunami
Distant source, or regional/pacific wide, tsunami may be generated by very large
earthquakes in other areas of the Pacific Ocean and may reach our coastline many
hours after the earthquake occurred. Tsunami Warning Centers are responsible for
gathering information on earthquakes which may generate tsunami and alerting state
and local officials who may order evacuation. The Japan earthquake in 2011 created a
―Distant Source Tsunami‖ warning for areas outside of the earthquake impact area,
including western Coast of the United States.
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EMERGENCY STATUS:
Sequence of Operational Activities
Tsunami Watch: A Tsunami Watch is issued to alert City officials and the public of an
event that my later impact the watch area. The watch area may be upgraded to a
warning or advisory - or canceled - based on updated information and analysis.
Therefore emergency management officials and the public should prepare to take
action. Watches are normally issued based on seismic information without confirmation
that a destructive tsunami is underway.
Tsunami Advisory: A Tsunami Advisory is issued due to the threat of a potential
tsunami, which may produce strong currents or waves dangerous to those in or near the
water. Coastal regions historically prone to damage due to strong currents induced by
tsunamis are at the greatest risk. The threat may continue for several hours after the
arrival of the initial wave, but significant widespread inundation is not expected for areas
under an advisory. Appropriate actions to be taken by local officials may include closing
beaches, evacuating harbors and marinas, and repositioning of ships to deep waters
when there is time to safely do so.
Tsunami Warning: A Tsunami Warning is issued when a potential tsunami with
significant widespread inundation is imminent or expected. Warnings alert the public
that widespread, dangerous coastal flooding accompanied by powerful currents is
possible and may continue for several hours after arrival of the initial wave. Warnings
also alert emergency management officials to take action for the entire tsunami hazard
zone. Appropriate actions to be taken by local officials may include the evacuation of
low-lying coastal areas and repositioning of ships to deep waters when there is time to
safely do so. A local tsunami requires immediate self-evacuation possibly through
areas damaged by earthquake and at risk of after-shocks. Distant events may allow
several hours to implement emergency procedures and evacuation. Evacuation routes
must take into account potential earthquake damage. In the event of a Tsunami
warning, Los Angeles County will use the Emergency Alert System (EAS) to warn the
public about an anticipated tsunami.
The City of Santa Monica will utilize all means of communications to inform the
community of an impending tsunami event.
Primary means of notification will include:
Utilization of the City of Santa Monica’s Alert and Notification system called SM
Alerts, which is capable of disseminating thousands of notifications in a short period
of time. The Alert Santa Monica system has pre-loaded the contact information for
those located in the designated ―Tsunami Inundation Zone‖, and those who have
―opted-in‖ to receive emergency notifications.
Additionally, the Police Department will also utilize the Nixel Alert System as a
redundant means of notification. Deployment of all available City vehicles with
public address systems, bullhorns, and sirens to notify those located within the
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designated ―Tsunami Inundation Zone‖. Door to door notifications by public safety
personnel will also be conducted.
Coordinated Public Information notification Citywide utilizing existing local media
sources and contacts including local and regional media outlets. Local newspaper,
online media sources, radio, television organizations including ( City TV Channel 16
and AM Radio KRS 1680)
Warnings may be updated, adjusted geographically, downgraded, or canceled. To
provide the earliest possible alert, initial warnings are normally based on seismic
information.
Damage Assessment Phase: The Public Works Department will serve as the lead for
damage assessment and will be the representative for all utilities concerns. Additionally,
the Building and Safety Division of the Planning and Community Development
Department will work closely with the Police, Fire, and Public Works Departments to
quickly and accurately evaluate impacted areas. Activities include reconnaissance of
public infrastructure, alternate route identification, building access, utility access
rerouting, and temporary repairs.
Emergency Public Information (all phases): The Office of Emergency Management
is responsible for developing all public information related to a potential or imminent
tsunami event. The City of Santa Monica has a pre-established Public Information
Team that is comprised of staff from all City departments. This group will assist in the
dissemination of all event related public information. The team will utilize the telephone
based alert and notification system (―SM Alerts‖) City T.V., local news television and
radio stations, email group lists, the City’s internet website, and other forms of media.
People who live or work in the projected tsunami inundation zone can register for SM
Alerts to receive information updates and notifications of potential tsunami alerts,
watches, or warnings by telephone, email, and text message. Those who do not
register with the City of Santa Monica’s notification system will be notified by landline
telephone only.
As part of the Office of Emergency Management’s ongoing disaster preparedness
public education efforts, tsunami preparedness is a primary focus of hazard mitigation
community awareness. Tsunami preparedness information for Santa Monica is
available from the Office of Emergency Management and can be found at the OEM
website.
The Santa Monica Tsunami Response Plan is located in Supporting Documentation.
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Planning Assumptions:
Based on current scientific and disaster planning information, the majority of the City of
Santa Monica is well protected from damaging impacts of a near source or distant
source tsunami. The height of the Santa Monica Bluffs, north of the Santa Monica Pier,
protects much of the City from any damaging impacts from a tsunami event. South of
the Santa Monica Pier, the length of sand between the water line and development, in
most cases, is wide enough that impacts to the City resulting from a tsunami event are
expected to be minimal. While the City of Santa Monica’s evacuation zone includes all
streets west of 4 th street, this has been planned with an abundance of caution, and the
effects of a significant tsunami event are expected to produce ―ankle deep water on
Main Street‖ according to the leading researchers and scientists
According to the leading researchers, The City of Santa Monica is largely protected
from the damaging effects of a tsunami event. The businesses and residents located
within the potential inundation zone for a tsunami event, prudent planning will allow for
a worst case scenario. If a distant or local event has occurred and generated a
tsunami, it might be expected that the following could occur depending on the size and
scope of the undersea disruption:
The activation of the city EOC if the event is large enough to trigger a tsunami of
potentially dangerous proportion.
The Tsunami inundation zone is identified as the four blocks east of the Ocean,
south of Colorado Boulevard.
There may be loss of life.
There may be significant property damage.
Large-scale evacuations may be necessary causing otherwise non-impacted
jurisdictions to become a host for displaced populations, thus requiring advanced
coordination with potential host cities for routes and safe refuge centers.
Transportation and evacuation routes may be damaged /disrupted.
Power outages may occur and communication systems may be damaged.
Economic losses can occur that will require business resumption planning.
Losses to the tourist industry.
Releases of toxic pollutants due to the failure of the Santa Monica's Urban Runoff
Recycling Facility.
Impact to the City of Santa Monica Annenberg Public Beach House located at 415
Pacific Coast Highway
Impact of people at the City of Santa Monica’s Senior Center located on 1450 Ocean
Avenue
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CITY OF SANTA MONICA RESPONSIBILITIES:
Tsunami Watch: Reports from responsible authority indicate that a TSUNAMI WATCH
HAS BEEN ISSUED.
1. Verify the situation, and anticipated landfall.
2. Alert City emergency response staff.
3. Alert City Council.
4. Make preliminary ―Watch‖ notifications to the public.
5. Monitor media for confirmation of landfall.
6. Move available resources to pre-designated higher ground.
7. The City EOC may be opened at the direction of the City Manager, Assistant City
Manager, Emergency Manager, Chief of Police Department, Chief of Fire
Department, or Director of Public Works to help manage the emergency.
Tsunami Warning: Reports from responsible authority indicate that TSUNAMI
INUNDATION IS IMMINENT OR HAS OCCURRED.
The primary concern of the City of Santa Monica is rescue of victims, saving lives, and
protecting property.
1. Verify the situation with Sheriff’s department or County EOC.
2. Make emergency notifications to the public.
3. Alert City emergency response staff.
4. Alert City Council.
5. Declare a State of Emergency.
6. Establish on-going communications with County via OARRS.
7. Open the City EOC at the direction of the City Manager, Assistant City Manager,
Emergency Manager, Chief of Police Department, Chief of Fire Department, or
Director of Public Works to help manage the emergency.
8. Ensure safety & logistical support for City staff.
9. Send a representative to Unified Command Post as a Liaison.
10. Anticipate and provide for Mutual Aid requirements.
11. Begin planning for the Recovery phase.
12. Continue public notifications.
Tsunami Watch/ Warning Cancellation:
1. Notify staff members and Council
2. Make necessary public notifications
3. Ensure documentation of all actions taken, for future reference
4. Return all resources that were relocated to their original locations.
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Tsunami Response Plan Execution: In addition to their normal responsibilities, City
Departments and agencies are responsible for the following specific actions as part of
the Tsunami Response Plan:
Plan Development And Maintenance-Office of Emergency Management
Managing Emergency Operations-Office of Emergency Management
Coordination With The Operational Area-Office of Emergency Management
Evacuation Planning-Santa Monica Police Department
Initial Recovery Planning-Office of Emergency Management
Reports To The City Council-Office of Emergency Management
Warning The Public-Santa Monica Police Department / Office of Emergency
Management/ Public Information and Communications Team
Assessing Damage To City Facilities-Public Works Department
Evacuation Transportation-Big Blue bus
Coordination With Utilities-Public Works Department
Coordination With County Public Health On Health Impacts-Santa Monica Fire
Department
Coordination With The Red Cross On Sheltering Needs-Office of Emergency
Management / Community and Cultural Services
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CITY OF SANTA MONICA TSUNAMI INUNDATION ZONE
CITY OF SANTA MONICA TSUNAMI EVACUATION ROUTES
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TSUNAMI INUNDATION MAP
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THREAT ASSESSMENT 11 - FIRE
General Situation
For thousands of years, fires have been a natural part of the ecosystem in Southern
California. However, wildfires present a substantial hazard to life and property in
communities built within or adjacent to hillsides and mountainous areas. There is a
huge potential for losses due to wildland/urban interface fires in Southern California.
According to the California Division of Forestry (CDF), there were over seven thousand
reportable fires in California in 2003, with over one million acres burned. According to
CDF statistics, in the October, 2003 Firestorms, over 4,800 homes were destroyed and
22 lives were lost.
The fall of 2003 marked the most destructive wildfire season in California history. In a
ten day period, 12 separate fires raged across Southern California in Los Angeles,
Riverside, San Bernardino, San Diego and Ventura counties. The massive ―Cedar‖ fire
in San Diego County alone consumed of 2,800 homes and burned over a quarter of a
million acres.
Wildland/Urban Interface
One challenge Southern California faces regarding the wildfire hazard is from the
increasing number of houses being built on the urban/wildland interface. Every year the
growing population has expanded further and further into the hills and mountains,
including forest lands. The increased "interface" between urban/suburban areas and
the open spaces created by this expansion has produced a significant increase in
threats to life and property from fires and has pushed existing fire protection systems
beyond original or current design and capability. Property owners in the interface are
not aware of the problems and threats they face. Therefore, many owners have done
very little to manage or offset fire hazards or risks on their own property. Furthermore,
human activities increase the incidence of fire ignition and potential damage.
There are three categories of interface fire: The classic wildland/urban interface
exists where well-defined urban and suburban development presses up against open
expanses of wildland areas; the mixed wildland/urban interface is characterized by
isolated homes, subdivisions and small communities situated predominantly in wildland
settings; and the occluded wildland/urban interface exists where islands of wildland
vegetation occur inside a largely urbanized area. Certain conditions must be present for
significant interface fires to occur. The most common conditions include: hot, dry and
windy weather; the inability of fire protection forces to contain or suppress the fire; the
occurrence of multiple fires that overwhelm committed resources; and a large fuel load
(dense vegetation). Once a fire has started, several conditions influence its behavior,
including fuel topography, weather, drought and development.
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Areas of Risk
Southern California has two distinct areas of risk for wildland fire. The foothills and
lower mountain areas are most often covered with scrub brush or chaparral. The higher
elevations of mountains also have heavily forested terrain. The lower elevations
covered with chaparral create one type of exposure.
Fuel
Fuel is the material that feeds a fire and is a key factor in wildfire behavior. Fuel is
classified by volume and by type. Volume is described in terms of "fuel loading" or the
amount of available vegetative fuel.
The type of fuel also influences wildfire. Chaparral is a primary fuel of Southern
California wildfires. Chaparral habitat ranges in elevation from near sea level to over
5,000 in Southern California. Chaparral communities experience long dry summers and
receive most of their annual precipitation from Winter rains. Although chaparral is often
considered as a single species, there are two distinct types; hard chaparral and soft
chaparral. Within these two types are dozens of different plants, each with its own
particular characteristics.
Topography
Topography influences the movement of air, thereby directing a fire course. For
example, if the percentage of uphill slope doubles, the rate of spread in wildfire will likely
double. Gulches and canyons can funnel air and act as chimneys, which intensify fire
behavior and cause the fire to spread faster. Solar heating of dry, south-facing slopes
produces up slope drafts that can complicate fire behavior. Unfortunately, hillsides with
hazardous topographic characteristics are also desirable residential areas in many
communities. This underscores the need for wildfire hazard mitigation and increased
education and outreach to homeowners living in interface areas.
Weather
Weather patterns combined with certain geographic locations can create a favorable
climate for wildfire activity. Areas where annual precipitation is less than 30 inches per
year are extremely fire susceptible. High-risk areas in Southern California share a hot,
dry season in late summer and early fall when high temperatures and low humidity favor
fire activity. The so-called ―Santa Ana‖ winds, which are heated by compression as they
flow down to Southern California from Utah create a particularly high risk, as they can
rapidly spread what might otherwise be a small fire.
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Drought
Recent concerns about the effects of climate change, particularly drought, are
contributing to concerns about wildfire vulnerability. The term drought is applied to a
period in which an unusual scarcity of rain causes a serious hydrological imbalance.
Unusually dry winters, or significantly less rainfall than normal, can lead to relatively
drier conditions and leave reservoirs and water tables lower. Drought leads to problems
with irrigation and may contribute to additional fires, or additional difficulties in fighting
fires.
Development
Growth and development in scrubland and forested areas is increasing the number of
human-made structures in Southern California interface areas. Wildfire has an effect on
development, yet development can also influence wildfire. Owners often prefer homes
that are private, have scenic views, are nestled in vegetation and use natural materials.
A private setting may be far from public roads, or hidden behind a narrow, curving
driveway. These conditions, however, make evacuation and fire fighting difficult. The
scenic views found along mountain ridges can also mean areas of dangerous
topography. Natural vegetation contributes to scenic beauty, but it may also provide a
ready trail of fuel leading a fire directly to the combustible fuels of the home itself.
Specific Situation
The City of Santa Monica Fire Department has an operations manual describing
procedures for fire related emergencies within the cities 8.3 square miles. Eight % in
industrial, 15 % commercial, and 60% residential. The maximum height of a structure is
20 stories with the majority of the buildings less than 15 stories. Construction within the
city is governed by the Planning and Community Development Department and follows
the uniform Building, Electrical, Fire and Mechanical Codes.
The threat of major fire incidents in Santa Monica exists from three different areas: (1)
residential exposure to brush fire from neighboring city, (2) hi-rise fires, and (3)
commercial-industrial fires.
Brush Fire Exposure
The entire northern limits are bordered by hillside brush which is located in the City of
Los Angeles. Multi-million dollar homes over look the brush area. In the event of a fire
starting during high brush season, the spread to these homes could result due to many
of them having wood shake roofs.
Hi-rise Fires
All buildings over 55 feet tall are equipped with automatic sprinklers which should
contain all fires while they are small. In the event the system is shut down, the small fire
will grow resulting in a major fire problem.
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Commercial Industrial
Due to the large amount of square footage that makes up most industrial and
commercial buildings, fire starting in any type could spread quickly. As with high-rise,
most commercial and industrial buildings are equipped with automatic sprinklers. In the
event of a system shutdown, fire may spread quickly and become large in a matter of
minutes.
Emergency Response Actions
Emergency Response Actions applicable to all common hazards are in Part One,
SEMS/NIMS Functions and Checklists. Please refer to Fire Department Operations
Manual for specific information.
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THREAT ASSESSMENT 12 – LANDSLIDES
General Situation
Landslides are a serious geologic hazard in almost every state in America. Nationally,
landslides cause 25 to 50 deaths each year. The best estimate of direct and indirect
costs of landslide damage in the United States range between $1 and $2 billion
annually. 3 As a seismically active region, California has had significant number of
locations impacted by landslides. Some landslides result in private property damage,
other landslides impact transportation corridors, fuel and energy conduits, and
communication facilities. They can also pose a serious threat to human life.
Landslides can be broken down into two categories: (1) rapidly moving (generally
known as debris flows), and (2) slow moving. Rapidly moving landslides or debris flows
present the greatest risk to human life, and people living in or traveling through areas
prone to rapidly moving landslides are at increased risk of serious injury. Slow moving
landslides can cause significant property damage, but are less likely to result in serious
human injuries.
Specific Situation
The topography of the City of Santa Monica is essentially flat and there is little (or no)
danger of landslide activity. However, the Palisades Bluffs rise 30 to 150 feet above
Pacific Coast Highway from the McClure tunnel to the northerly city limits. The slope of
the bluff is steep to near vertical at various locations with deeply eroded gullies and
areas of landslide debris. After the January 17, 1994 Northridge earthquake, various
sections were impacted by earth falls, debris and mudflows, fractures and slides.
Further sloughing after the disaster level storms of 1995 and 1998 exacerbated. The
City of Santa Monica also does have liquefaction zones as indicated on Attachment 11.
Since the settlement of the city in the 1800's, there have not (or have) been any
instances of liquefaction associated with seismic activity.
Fortunately, there are no critical facilities that are at risk of being impacted by landslides
in Santa Monica. The built environment that could be impacted by landslide activity at
the Bluffs includes public walkways, lighting, irrigation systems, a senior center, and
other structures in Palisades Park. Consideration should also be made on how a
landslide, rock slide or debris flows could impact Pacific Coast Highway as a critical
transportation route.
Emergency Response Actions
Emergency Response Actions applicable to all common hazards are in the
SEMS/NIMS Functions and Checklists.
3 Brabb, E.E., and B.C. Harrod. (Eds.) Landsslides: Extent and Economic Significance. Proceedings of the 28 th
International Geological Congress Symposium on Landslides (1989), Washington D.C. Rotterdam: Belkema.
307

LANDSLIDE SUSCEPTIBILITY IN SANTA MONICA
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THREAT ASSESSMENT 13 – WINDSTORMS
General Situation
Based on local history, most incidents of high wind in the City of Santa Monica are the
result of the Santa Ana wind conditions. While high impact wind incidents are not
frequent in the area, significant Santa Ana Wind events and sporadic tornado activity
have been known to negatively impact the local community.
What are Santa Ana Winds?
―Santa Ana winds are generally defined as warm, dry winds that blow from the east or
northeast (offshore). These winds occur below the passes and canyons of the coastal
ranges of Southern California and in the Los Angeles basin. Santa Ana winds often
blow with exceptional speed in the Santa Ana Canyon (the canyon from which it derives
its name). Forecasters at the National Weather Service offices in Oxnard and San
Diego usually place speed minimums on these winds and reserve the use of "Santa
Ana" for winds greater than 25 knots.‖ 4 These winds accelerate to speeds of 35 knots
as they move through canyons and passes, with gusts to 50 or even 60 knots.
―The complex topography of Southern California combined with various atmospheric
conditions create numerous scenarios that may cause widespread or isolated Santa
Ana events. Commonly, Santa Ana winds develop when a region of high pressure
builds over the Great Basin (the high plateau east of the Sierra Mountains and west of
the Rocky Mountains including most of Nevada and Utah). Clockwise circulation around
the center of this high pressure area forces air downslope from the high plateau. The air
warms as it descends toward the California coast at the rate of 5 degrees F per 1000
feet due to compressional heating. Thus, compressional heating provides the primary
source of warming. The air is dry since it originated in the desert, and it dries out even
more as it is heated.‖ 5
These regional winds typically occur from October to March, and, according to most
accounts are named either for the Santa Ana River Valley where they originate or for
the Santa Ana Canyon, southeast of Los Angeles, where they pick up speed.
What are Tornados?
Tornadoes are spawned when there is warm, moist air near the ground, cool air aloft,
and winds that speed up and change direction. An obstruction, such as a house, in the
path of the wind causes it to change direction. This change increases pressure on parts
of the house, and the combination of increased pressures and fluctuating wind speeds
creates stresses that frequently cause structural failures.
4 http://nimbo.wrh.hoaa.gov/Sandiego/shawind.html
5 http://nimbo.wrh.hoaa.gov/Sandiego/shawind.html
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In order to measure the intensity and wind strength of a tornado, Dr. T. Theodore Fujita
developed the Fujita Tornado Damage Scale. This scale compares the estimated wind
velocity with the corresponding amount of suspected damage. The scale measures six
classifications of tornadoes with increasing magnitude from an ―F0‖ tornado to a ―F6+
tornado‖.
Microbursts
Unlike tornados, microbursts are strong, damaging winds which strike the ground and
often give the impression a tornado has struck. They frequently occur during intense
thunderstorms. The origin of a microburst is downward moving air from a
thunderstorm's core. But unlike a tornado, they affect only a rather small area. microbursts.
Tornados, like those that occur every year in the Midwest and Southeast parts of
the United States, are a rare phenomenon in most of California, with most tornado-like
activity coming from micro-bursts.
A downburst is a straight-direction surface wind in excess of 39 mph caused by a smallscale,
strong downdraft from the base of convective thundershowers and
thunderstorms. In later investigations into the phenomena he defined two subcategories
of downbursts: the larger macrobursts and small microbursts.
Macrobursts are downbursts with winds up to 117 mph which spread across a path
greater than 2.5 miles wide at the surface and which last from 5 to 30 minutes. The
microburst, on the other hand is confined to an even smaller area, less than 2.5 miles in
diameter from the initial point of downdraft impact. An intense microburst can result in
damaging winds near 270 km/hr (170 mph) and often last for less than five minutes.
―Downbursts of all sizes descend from the upper regions of severe
thunderstorms when the air accelerates downward through either
exceptionally strong evaporative cooling or by very heavy rain which drags
dry air down with it. When the rapidly descending air strikes the ground, it
spreads outward in all directions, like a fast-running faucet stream hitting
the sink bottom.
When the microburst wind hits an object on the ground such as a house,
garage or tree, it can flatten the buildings and strip limbs and branches
from the tree. After striking the ground, the powerful outward running gust
can wreak further havoc along its path. Damage associated with a
microburst is often mistaken for the work of a tornado, particularly directly
under the microburst. However, damage patterns away from the impact
area are characteristic of straight-line winds rather than the twisted pattern
of tornado damage.‖ 6
6 Santa Monica DRAFT Hazard Mitigation Plan, February 1, 2005
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Specific Situation
Utilities
Historically, falling trees have been the major cause of power outages in the region.
Windstorms such as strong microbursts and Santa Ana Wind conditions can cause
flying debris and downed utility lines. For example, tree limbs breaking in winds of only
45 mph can be thrown over 75 feet. As such, overhead power lines can be damaged
even in relatively minor windstorm events. Falling trees can bring electric power lines
down to the pavement, creating the possibility of lethal electric shock. Rising population
growth and new infrastructure in the region creates a higher probability for damage to
occur from windstorms as more life and property are exposed to risk.
Infrastructure
Windstorms can damage buildings, power lines, and other property and infrastructure
due to falling trees and branches. During wet winters, saturated soils cause trees to
become less stable and more vulnerable to uprooting from high winds.
Windstorms can result in collapsed or damaged buildings or blocked roads and bridges,
damaged traffic signals, streetlights, and parks, among others. Roads blocked by fallen
trees during a windstorm may have severe consequences to people who need access
to emergency services. Emergency response operations can be complicated when
roads are blocked or when power supplies are interrupted. Industry and commerce can
suffer losses from interruptions in electric services and from extended road closures.
They can also sustain direct losses to buildings, personnel, and other vital equipment.
There are direct consequences to the local economy resulting from windstorms related
to both physical damages and interrupted services.
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Increased Fire Threat
Perhaps the greatest danger from windstorm activity in Southern California comes from
the combination of the Santa Ana winds with the major fires that occur every few years
in the urban/wildland interface. With the Santa Ana winds driving the flames, the speed
and reach of the flames is even greater than in times of calm wind conditions. The
higher fire hazard raised by a Santa Ana wind condition requires that even more care
and attention be paid to proper brush clearances on property in the wildland/urban
interface areas.
Transportation
Windstorm activity can have an impact on local transportation in addition to the
problems caused by downed trees and electrical wires blocking streets and highways.
During periods of extremely strong Santa Ana winds, major highways can be
temporarily closed to truck and recreational vehicle traffic. However, typically these
disruptions are not long lasting, nor do they carry a severe long term economic impact
on the region.
Emergency Response Actions
Emergency Response Actions applicable to all common hazards are in SEMS/NIMS
Functions and Checklists. Please refer to Fire Department Operations Manual for
specific information.
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Existing Windstorm Mitigation Activities
As stated, one of the most common problems
associated with windstorms is power outage.
High winds commonly occur during winter
storms, and can cause trees to bend, sag, or
fail (tree limbs or entire trees), coming into
contact with nearby distribution power lines.
Fallen trees can cause short-circuiting and
conductor overloading. Wind-induced
damage to the power system causes power
outages to customers, incurs cost to make
repairs, and in some cases can lead to
ignitions that start wild land fires.
One of the strongest and most widespread
existing mitigation strategies pertains to tree
clearance. Currently, California State Law
requires utility companies to maintain specific
clearances (depending on the type of voltage
running through the line) between electric
power lines and all vegetation.
Enforcement of the following California Public Resource Code Sections provides
guidance on tree pruning regulations.
4293: Power Line Clearance Required
4292: Power Line Hazard Reduction
4291: Reduction of Fire Hazards Around Buildings
4171: Public Nuisances
The following pertain to tree pruning regulations and are taken from the California Code
of Regulations:
Title 14: Minimum Clearance Provisions
Sections 1250-1258
General Industry Safety Orders
Title 8: Group 3: Articles 12, 13, 36, 37, 38
California Penal Code Section 385
Finally, the following California Public Utilities Commission section has additional
guidance:
California Public Utilities Commission
General Order 95: Rule 35
Homeowner Liability
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Failure to allow a utility company to comply with the law can result in liability to the
homeowner for damages or injuries resulting from a vegetation hazard. Many insurance
companies do not cover these types of damages if the policy owner has refused to allow
the hazard to be eliminated.
The power companies, in compliance with the above regulations, collect data about tree
failures and their impact on power lines. This mitigation strategy assists the power
company in preventing future tree failure. From the collection of this data, the power
company can advise residents as to the most appropriate vegetative planting and
pruning procedures.
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MUTUAL AID
The foundation of California's emergency planning and response is a statewide mutual
aid system which is designed to ensure that adequate resources, facilities, and other
support is provided to jurisdictions whenever their own resources prove to be
inadequate to cope with a given situation(s). The basis for the system is the California
Disaster and Civil Defense Master Mutual Aid Agreement as provided for in the
California Emergency Services Act. This Agreement was developed in 1950 and has
been adopted by the state, all 58 counties, and most incorporated cities in the State of
California. The Master Mutual Aid Agreement creates a formal structure wherein the
City retains control of its own facilities, personnel, and resources but may also receive
or render assistance to other jurisdictions within the state. State government is
obligated to provide available resources to assist the City in emergencies. It is the
responsibility of the City of Santa Monica to negotiate, coordinate and prepare mutual
aid agreements. Mutual aid agreements exist in law enforcement, fire services, medical
and public works, building and safety, and emergency management.
MUTUAL AID SYSTEM
A statewide mutual aid system, operating within the framework of the Master Mutual Aid
Agreement, allows for the progressive mobilization of resources to and from emergency
response agencies, local governments, operational areas, regions and state with the
intent to provide requesting agencies with adequate resources. The general flow of
mutual aid resource requests and resources within mutual aid systems are depicted in
the diagram in
The statewide mutual aid system includes several discipline-specific mutual aid
systems, such as fire and rescue, law, medical and public works. The adoption of
SEMS or NIMS does not alter existing mutual aid systems. These systems work
through local government, operational area, regional and state levels consistent with
SEMS and NIMS. Mutual aid may also be obtained from other states.
Interstate mutual aid may be obtained through direct state-to-state contacts, pursuant to
interstate agreements and compacts, or may be coordinated through federal agencies.
Governor Schwarzenegger signed legislation on September 21, 2005 making the State
of California the 49 th state to join the Emergency Management Assistance Compact
(EMAC). EMAC is a partnership between states.
MUTUAL AID REGIONS
The Governor established mutual aid regions under the Emergency Services Act. Six
mutual aid regions numbered I-VI have been established within California. The City of
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Santa Monica is within Region I which is divided into two regions for law enforcement
mutual aid: Regions I and Region IA. Each mutual aid region consists of designated
counties. Region I is in the CalEMA Southern Administrative Region.
MUTUAL AID COORDINATORS
To facilitate mutual aid, discipline-specific mutual aid systems work through designated
mutual aid coordinators at the operational area, regional and state levels. The basic
role of a mutual aid coordinator is to receive mutual aid requests, coordinate the
provision of resources from within the coordinator's geographic area of responsibility
and pass on unfilled requests to the next level.
Mutual aid requests that do not fall into one of the discipline-specific mutual aid systems
are handled through the emergency services mutual aid system by emergency
management staff at the local government, operational area, regional and state levels.
Some incidents require mutual aid but do not necessitate activation of the cities or
operational area EOCs because of the incident's limited impacts. When the City's EOC
is activated, all activated department-specific mutual aid systems should establish
coordination and communications with the EOC.
LOS ANGELES COUNTY OPERATIONAL AREA MANAGEMENT ORGANIZATION
If the Los Angeles County Operational Area is activated, the Los Angeles County
Sheriff's designated by County Ordinance, will function as the Operational Area
Coordinator and will have the overall responsibility for coordinating and supporting
emergency operations within the County. The Operational Area will also be the focal
point for information transfer and support requests by cities within the County. The
Operational Area Staff will submit all requests for support that cannot be obtained within
the county, and other relevant information, to CalEMA Mutual Aid Region I.
LOS ANGELES COUNTY OPERATIONAL AREA PROVISION OF ASSISTANCE TO
CITIES
When a disaster or emergency occurs, the City will normally use its own internal assets
to provide emergency services. If the City’s internal assets are not sufficient to provide
required services, the City will normally make a request to Area A cities: City of Santa
Monica, West Hollywood, Beverly Hills, and Culver City, for pre-arranged mutual aid.
If mutual aid is not available, a request for Operational Area support will be made to the
Operational Area via the West Hollywood Sheriff’s Station EOC or On-Duty Watch
Commander. The City should enter the request into the Los Angeles County
Operational Area Response and Recovery System (OARRS) and forward it to the
appropriate County EOC (CEOC) agency. CEOC staff will analyze the request and
forward it appropriately. The CEOC or County Department will inform the City of the
status of the request. Existing mutual aid agreements and financial protocols will be
followed.
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MUTUAL AID REGION EMERGENCY MANAGEMENT ORGANIZATION
The City of Santa Monica is within CalEMA Mutual Aid Region I and the CalEMA
Southern Administrative Region. The primary mission of the Southern Region's
emergency management organization is to support Operational Area response and
recovery operations and to coordinate non-law and non-fire Mutual Aid Regional
response and recovery operations through the Regional EOC (REOC).
STATE EMERGENCY MANAGEMENT ORGANIZATION
The Governor, through CalEMA and its Mutual Aid Regions, will coordinate statewide
operations to include the provision of mutual aid and other support to local jurisdictions
and the redirection of essential supplies and other resources as required. The CalEMA
Director assisted by State agency directors and their staffs and identified volunteer
agency staff will constitute the State emergency management staff.
PARTICIPATION OF VOLUNTEER AND PRIVATE AGENCIES
Volunteer agencies and private agencies may participate in the mutual aid system along
with governmental agencies. For example, the disaster medical mutual aid system
relies heavily on private sector involvement for medical/health resources. Some
volunteer agencies such as the American Red Cross, Salvation Army and others are an
essential element of the statewide emergency response to meet the needs of disaster
victims. Volunteer agencies with extensive involvement in the emergency response
should be represented in the City EOC as appropriate.
Some private agencies have established mutual aid arrangements to assist other
private agencies within their functional area. For example, electric and gas utilities have
mutual aid agreements within their industry and established procedures for coordinating
with governmental EOCs.
EMERGENCY FACILITIES USED FOR MUTUAL AID
Incoming mutual aid resources may be received and processed at several types of
facilities including marshaling areas, mobilization centers and incident facilities. Each
type of facility is described briefly below.
Marshaling Area: Defined in the Federal Response Plan as an area used for the
complete assemblage of personnel and other resources prior to their being sent
directly to the disaster affected area. Marshaling areas may be established in
other states for a catastrophic California earthquake.
Mobilization Center: Off-incident location at which emergency service personnel
and equipment are temporarily located pending assignment, release or
reassignment. For major area-wide disasters, mobilization centers may be
located in or on the periphery of the disaster area.
Incident Facilities/Staging Areas: Incoming resources may be sent to staging
areas, other incident facilities or directly to an incident, depending on the
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circumstances. Staging areas are temporary locations at an incident where
personnel and equipment are kept while awaiting tactical assignments.
POLICIES AND PROCEDURES
Mutual aid resources will be provided and utilized in accordance with the California
Master Mutual Aid Agreement.
During a proclaimed emergency, inter-jurisdictional mutual aid will be coordinated at the
county, operational area or mutual aid regional level.
Because different radio frequencies are in use among most agencies, The City of
Beverly Hills should provide incoming mutual aid forces with portable radios having city
frequencies.
The City of Santa Monica will make mutual aid requests through the Los Angeles
County Operational Area via the West Hollywood Sheriff's Station EOC or Watch
Commander. Requests should specify, at a minimum:
number and type of personnel needed
type and amount of equipment needed
reporting time and location
authority to whom forces should report
access routes
estimated duration of operations
risks and hazards
AUTHORITIES AND REFERENCES
Mutual aid assistance may be provided under one or more of the following authorities:
California Master Mutual Aid Agreement
California Fire and Rescue Emergency Plan
California Law Enforcement Mutual Aid Plan
Robert T. Stafford Disaster Relief and Emergency Assistance Act (Public Law 93-
288, as amended) - provides federal support to state and local disaster activities
California Emergency Managers Mutual Aid Agreement, November 1997
Emergency Management Assistance Compact, September 21, 2005
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CITY OF SANTA MONICA'S MUTUAL AID AGREEMENTS
WITH FOR DATE
California Master Mutual Aid Statewide Mutual Aid 11/15/1950
Los Angeles County Fire Protection
District
Uniform Mutual Assistance Agreement 11/10/1964
Area A & County of Los Angeles Disaster Management 6/6/2000
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MUTUAL AID SYSTEM FLOW CHART 7
7 California Emergency Plan, September 2005
320

MUTUAL AID COORDINATORS:
GENERAL FLOW OF RESOURCE REQUESTS AND INFORMATION 8
8 California Emergency Plan, September 2005
321

STATE MUTUAL AID REGIONS MAP
322

Subsequent
Contact (No
OARRS)
Copy
DMAC
In OARRS
If city has no OARRS,
LASD transfers city
data to OARRS &
transmits to
Operational Area
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LOS ANGELES COUNTY OPERATIONAL AREA
CITY ASSISTANCE REQUESTS DIAGRAM
CALIFORNIA EMERGENCY ORGANIZATION
MUTUAL AID
REQUEST
NO COMM'S or
REGION OR
STATE MUTUAL
AID REQUEST
FROM COUNTY
CITY
USES INTERNAL
ASSETS
CITY MAKES
REQUEST FOR
OUTSIDE HELP
NO MUTUAL AID
SYSTEM FOR
NEED or
NO MUTUAL AID
ASSETS
AVAILABLE or
LASD
CONTACT
STATION
COUNTY EOC
DON'T KNOW
WHAT TO DO
DEPT EOC
OPNL AREA
MUTUAL AID
COORDINATOR
DISASTER WITH POTENTIAL TO
OVERWHELM SERVICE PROVIDERS
324

325

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EMERGENCY OPERATIONS
Concept of Operations
The City will operate under the following policies during a disaster/emergency as the
situation dictates:
The Standardized Emergency Management System (SEMS) and the National
Incident Management System (NIMS) will be followed.
All city and department operating procedures will be adhered to unless directed
otherwise by the Emergency Operations Center Director.
All on-duty personnel are expected to remain on duty until relieved of duty. Off-duty
personnel will be expected to return to work in accordance with the City's policies
detailed in 2.16.060 of the Municipal Code.
City Emergency Management Organization and Responsibilities
The City's Office of Emergency Management will be directed by the City Manager who
serves as the Emergency Operations Center Director and responsibilities include:
Implementing the SEMS/NIMS Multi Hazard Functional Emergency Plan.
Working with the City Council.
Oversee all city disaster operations.
The designated EOC Director has overall responsibility for:
Organizing, staffing and operating the Emergency Operations Center (EOC).
All communications and warning systems.
Providing information and guidance to the public.
Maintaining information on the status of resources, services and operations.
Directing overall operations.
Obtaining support for the City and providing support to other jurisdictions as
required.
Identifying and analyzing potential hazards and recommending appropriate
countermeasures.
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Collecting, evaluating and disseminating damage assessment and other essential
information.
Providing status and other reports to the Operational Area.
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CHART 1 − SEMS/NIMS EOC FUNCTION CHART (EXAMPLE)
Policy Group
City Council
Mutual
Aid
EOC Director
Special
Districts
PIO
Safety Officer
Non-governmental
Organizations
Private Sector
Liaison
Officer
EOC
Coordinator
Security
Officer
Legal Advisor
Operations
Section
Plan & Intel
Section
Logistics
Section
Finance & Admin
Section
Law
Branch
Situation
Status
Information
Systems
Personnel
Time
Recording
Coroner
Documentation
Communications
Transportation
Cost Recovery
Fire
Branch
Damage
Assessment
Computers
Facilities
Cost Analysis
Care &
Shelter
Advance
Planning
Resources
Purchasing
Health &
Medical
Recovery
Planning
Procurement
Comp & Claims
Public Works
Technical
Specialists
Photo
Documentation
??
Building &
Safety
Demobilization
Others?
This ICS organization chart represents a full-scale EOC activation for a large
organization. The EOC for the City may not have all branches and units fully
staffed, depending on the nature and extent of an event. To maintain the span of
control, deputies may be appointed. When sections, branches or units are not
activated, the responsibility for those functions rises to the next highest level of
supervision. The EOC Director is responsible for maintaining the appropriate
staffing levels.
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Employee Assignments and Responsibilities
California Labor Code §3211.92(b) identifies public agency employees as Disaster
Service Workers. Consequently, all on-duty City employees are expected to remain at
work. Off-duty employees should report for work in accordance with City policy. Santa
Monica Municipal Code section 2.16.060 details the powers given to the City Manager
regarding employee responsibilities in the event of disasters. If at home when a
disaster occurs, employees are expected to ensure the welfare of their families and
homes before reporting to work
At the time of an emergency, all City employees are eligible to be called upon to
assume an emergency assignment. Should that become necessary, the City Manager
may suspend normal City business activities. The Personnel Unit in the City EOC
Logistics Section will coordinate recruiting, orienting and assigning City employees and
volunteers to emergency tasks.
In addition to being available for an emergency assignment, it is the responsibility of all
City staff to:
Be familiar with the City emergency organization, concept of emergency operations
and the procedures outlined in this Multi Hazard Functional Emergency Plan.
Be familiar with department emergency procedures.
Attend required emergency training and exercises.
Maintain proficiency in any special skills needed for emergency assignment.
City Employee Notification and Recall
The City of Santa Monica has implemented an automated alert and notification system
called SM Alerts, designed to notify the public and city employees of emergency
incidents and events. The SM Alerts system will be utilized to contact employees in
times of emergencies through phone call, emails, and text messages. In the event of an
emergency, all City personnel are expected to:
Follow their respective department response plans.
During an emergency, City radios should be limited to emergency radio traffic
only.
1680 AM will broadcast local emergency information.
For area wide emergency information, listen to one of the following Emergency
Alert Systems (EAS).
KSRF (103.1 FM) KFI (640 AM) KFWB (980 AM)
KNX (1070 AM) KCRW (89.9 - Santa Monica College)
Monitor radio and television news stations including KFI 640 AM, KFWB 980 AM
or KNX 1070 AM for instructions.
Refer to the City’s website at www.smgov.net.
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Emergency Operations Center (EOC)
In normal conditions, day-to-day operations are conducted by departments and
agencies that are widely dispersed throughout the City. In a major emergency or
disaster, the City will use an Emergency Operations Center (EOC), from which
centralized disaster/emergency management can be performed. This facilitates a
coordinated response by the City and representatives of other organizations who are
involved in the emergency response and recovery. The level of EOC staffing will vary
with the specific disaster/emergency situation.
An EOC provides a central location for information and decision making, and allows for
face-to-face coordination among personnel who must make emergency decisions. The
following functions may be performed in the City’s EOC:
Managing and coordinating disaster/emergency operations.
Receiving and disseminating warning information.
Developing emergency policies and procedures.
Collecting intelligence from, and disseminating information to, the various EOC
representatives and to County, State, Federal and other agencies.
Preparing intelligence summaries, situation reports, operational reports and other
reports.
Maintaining maps, display boards and other disaster related information.
Continuing analysis of disaster information.
Coordinating operational and logistical support.
Maintaining contact and coordination with department operations centers (DOCs),
other local government EOCs and the Operational Area.
Providing disaster/emergency information to the public and making official releases
to the news media.
Communications.
Resource dispatching and tracking.
City emergency/disaster response and recovery operations will be managed in one of
three modes, depending on the magnitude of the emergency/disaster.
Level One
Level One EOC activation may be a minor to moderate incident wherein local resources
are adequate and available. A Local Emergency may or may not be proclaimed. The
City EOC may be activated at a minimal level or may not be activated. Off-duty
personnel may be recalled.
Level Two
Level Two activation may be a moderate to severe emergency/disaster wherein local
resources are not adequate and mutual aid may be required on a regional or significant
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event. Key management level personnel from the principal involved agencies will colocate
in a central location to provide jurisdictional or multi-jurisdictional coordination.
The EOC should be activated. Off-duty personnel may be recalled. A Local Emergency
may be proclaimed by the City/County and a State of Emergency may be proclaimed by
the Governor.
Level Three
Level Three activation may be a local or regional disaster or incident wherein resources
in or near the impacted area are overwhelmed and extensive state and/or federal
resources are required. All response and early recovery activities will be conducted from
the EOC.
EOC Location and Description
The primary EOC is located at the Public Safety Facility, 333 Olympic Drive, 2 nd floor
Santa Monica, CA 90401.
The alternate EOC is located at the Santa Monica Main Public Library Multi-Purpose
Room, 601 Santa Monica Blvd. Santa Monica, CA 90401.
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Emergency Operations Center
The EOC is divided among the Management, Operations, Logistics,
Planning/Intelligence and Finance/Administration sections. Emergency power is
provided by a diesel generator. The emergency fuel reserve is sufficient for 10 days.
The EOC has the capability to house and feed staff for up to 5 days. On-site services
include: kitchen, bathrooms, food and water supply and sleeping cots.
The alternate EOC may be activated when the primary EOC is unusable. The Logistics
Section will coordinate the relocation to the alternate EOC. The operational functions of
the alternate EOC will be the same as those of the primary EOC.
EOC Displays
Because the EOC’s major purpose is gathering and sharing information for coordinated
emergency response, The WebEOC computer based information management system
will be used to track all incident related information. All EOC sections must track
information so that other EOC staff can quickly comprehend what actions have been
taken, what resources are available and the damage in the City resulting from the
disaster. The Planning/Intelligence Section is responsible for coordinating displays of
information.
Planning Section is responsible for compiling and sharing all disaster related information
during EOC activations. This includes the creation of all Situation Status reports and
Event and Incident Action Plans through the WebEOC system. This information will
then be made available to the entire EOC in both print and electronic formats through
the WebEOC system.
The City of Santa Monica utilizes a computer based Incident Management System
called WebEOC. WebEOC is the primary tool for all EOC based operations. All EOC
personnel are assigned WebEOC log in accounts and are required to be trained in the
use of the system.
In the event that the WebEOC system is non-operational, status boards are located
along the west facing windows of the EOC. Additionally, copies of the Multi Hazard
Functional Emergency Plan, Position checklists, EOC, ICS, and FEMA forms, as well as
office supplies and other materials are located in the cabinets on west side of the EOC.
Additional office supplies are located in the EOC storage closet on the south end of the
EOC and in the larger storage closet outside of the EOC, in the hallway on the north
end of the facility next to the Police communications center.
EOC Communications
Communications in the EOC include the use of the WebEOC incident management
system, telephones, emails, and radios located in the Operations Section. The
Logistics Section is responsible for communications.
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Disaster Communications Services (DCS)
Amateur communications or ham radio is an alternative mode of communication during
a disaster. The City maintains a cadre of ham radios. Radio frequencies are:
145.280 - 127.3
145.280 Simplex
144.315 Simplex
144.360 Simplex
144.350 Simplex
EOC Facility Management
Management of and maintaining operational readiness of the primary and alternate
EOC facilities is the responsibility of the Office of Emergency Management staff.
The EOC Director will have the primary responsibility for ensuring that the City Council
is kept informed of the situation and will bring all major policy issues to the Council for
review and decision.
EOC Activation Policy
The EOC is activated when field response agencies need support, a citywide
perspective is needed or multiple-departments need to coordinate their response.
Activated EOCs may be partially or fully staffed to meet the demands of the situation.
The Operational Area must be notified via the designated countywide emergency
reporting systems when the EOC is activated. The Disaster Management Area
Coordinator must also be notified.
When to Activate the EOC
An emergency situation that has occurred or might occur that will require a large
commitment of resources from two or more City Departments over an extended period
of time. Examples include: an earthquake, brush fire, bombing, flooding, major
hazardous material incident, civil disturbance, aircraft disaster, high rise structure fire,
severe weather conditions, act of terrorism, large-scale school incident and special
events.
An impending or declared "State of War Emergency".
Who Can Activate the EOC
The following individuals, either acting as the EOC Director or on behalf of the EOC
Director, or their appointed representatives are authorized to activate the EOC:
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City Manager
Assistant City Manager
Emergency Manager
Chief of Police Department
Chief of Fire Department
Director of Public Works
EOC Activation Guidelines
Call an official who has authority to activate the EOC (see list above) and request
activation.
Identify yourself as the Incident Commander or other appropriate authority and
provide a call-back confirmation phone number.
Briefly describe the emergency/disaster situation requiring the EOC activation.
Identify in general what EOC functions will be needed.
Notify Office of Emergency Management staff of pending activation.
EOC Activation Procedures
Determine level of EOC activation and staffing levels
Notify Office of Emergency Management staff.
Notify the Operational Area and your Disaster Management Area Coordinator
(DMAC) that the City EOC has been activated.
EOC Deactivation Procedures
The EOC Director will determine which units, branches or sections are no longer
needed and order EOC deactivation to begin.
Deactivated units will complete all required paperwork and transfer any remaining
tasks or responsibilities to the appropriate unit, branch or section.
As EOC deactivation continues, this process will repeat itself.
The deactivation should be overseen by the Demobilization Unit to ensure
procedures are followed.
Notify the Operational Area and your Disaster Management Area Coordinator
(DMAC) when the EOC deactivation is complete.
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Coordination with the Field Response Level
Coordination among SEMS levels is clearly necessary for effective emergency
response. In a major disaster/emergency, the City’s EOC may be activated to
coordinate the overall response while the Incident Command System is used by field
responders. Incident Commanders may report to department operations centers
(DOCs) which in turn will coordinate with the EOC. In some jurisdictions Incident
Commanders may report directly to the EOC, usually to their counterpart in the
Operations Section
Communication and Coordination with the Operational Area Level
Communications should be established between all cities and the Operational Area.
Designated countywide emergency reporting systems should be used to coordinate and
communicate reports and resource requests with the Operational Area EOC. If those
systems are not available, all reports and requests are to be sent to the Sheriff’s Station
by means coordinated with and agreed to by the Watch Commander and City staff. The
Sheriff’s Station will then be responsible for sending the information to the Operational
Area EOC.
A City should report its status to the Operational Area EOC whether or not it has any
disaster damage. The Operational Area will use the Multi-Agency Coordinating System
(MACS) concept when developing response and recovery operations.
Reporting to the Operational Area
City reports and notifications are to be made to the Operational Area. These reports
and notifications include:
Activation of the EOC.
Proclamation of a Local Emergency.
Reconnaissance (Recon) Reports.
City Status Reports.
Initial Damage Estimates.
Incident Reports.
Resource Requests.
Established reporting procedures include:
Use of the designated countywide emergency reporting system.
Phoning or faxing information to the Operational Area EOC.
Contacting the West Hollywood Sheriff’s Station by means coordinated with and
agreed to by the Watch Commander and city staff. West Hollywood Sheriff’s Station
is responsible for sending the information to the Operational Area EOC if the City is
unable to do so.
o Verify with the Operational Area EOC as soon as possible that they have
received your reports.
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Resource Request Process
When a disaster or emergency occurs, a city will use its own internal assets to provide
emergency services. If a city’s internal assets are not sufficient, the City will normally
make a request to a neighboring jurisdiction for assistance. Internal assets include
supplies and equipment available from local vendors.
If resources are still not available, resource requests should be directed to the
Operational Area EOC via the designated countywide emergency reporting systems.
Existing mutual aid agreements and financial protocols will be followed.
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338

CITY OF SANTA MONICA’S
EMERGENCY OPERATIONS CENTER
The Emergency Operations Center (EOC) serves as the centralized point to manage
overall city response to major disasters. The EOC operates under the Standardized
Emergency Management System (SEMS). EOC staff coordinates interdepartmental
activity, implements city policy, determines the mission and priorities, engage in long
range planning and coordination with outside agencies, and provides direction and
authority to act. It is the link between the city and outside resources. The EOC provides
the cost recovery efforts for the city, by tracking and reporting the personnel, supplies
and equipment used by the various departments and agencies.
Under SEMS, the city has responsibilities at two levels, the field response and local
government levels. At the field response level, all department and agencies will use the
Incident Command System (ICS) to standardize the emergency response and report
emergency related information to the emergency management organization in the City’s
EOC.
The Santa Monica EOC reports to the Los Angeles Operational Area (OA). SEMS
regulations require an operational area EOC to be activated when a local government
within the operational area activates its EOC, and/or when two or more cities within the
Operational Area have declared a local emergency.
EOC LOCATION AND DESCRIPTION
The EOC is divided among the Management, Operations, Logistics, Planning and
Finance sections. Emergency power is provided by a diesel generator. The emergency
fuel reserve is sufficient for 10 days (2,500 gallons). Re-supply of emergency fuel will
be obtained in house via a Public Works fuel truck that can get fuel from the pumping
station at the City Yard. Power will provide for lighting panels, selected wall circuits,
telephones and radios. The EOC has the capability to house and feed staff for 48
consecutive hours. On-site services include kitchen, bathrooms, food and water supply
and sleeping cots.
The alternate EOC will be activated only when the primary EOC is damaged,
inaccessible, and/or evacuation of EOC staff members becomes necessary. When the
use of an alternate EOC becomes necessary, those occupying the primary EOC will be
asked to relocate to the alternate EOC site. If the primary EOC is unusable before its
activation, staff members will be asked to report to the alternate EOC site. The
Logistics Section will arrange for relocation of EOC staff members to the alternate EOC.
Direction and control authority will be transferred from the primary EOC to an alternate
EOC when necessary by the EOC Director. All Section Coordinators will advise their
emergency response field forces of the transition to the alternate EOC.
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340

CITY OF SANTA MONICA’S
EOC ACTIVATION POLICY
Activation of the local government level means that at least one local government
official implements SEMS/NIMS as appropriate to the scope of the disaster/emergency
and the local government’s role in response to the disaster/emergency.
The local government level is activated when field response agencies need support.
The local official(s) implementing SEMS/NIMS may function from the EOC or from other
locations depending on the situation. Activated EOCs may be partially or fully staffed to
meet the demands of the situation.
The Los Angeles County Operational Area should be notified when the City of Santa
Monica's EOC is activated.
EOC ACTIVATION:
The City Manager, Assistant City Manager, Emergency Manager, Chief of Police, Chief
of Fire Department and Director of Public Works Management have the authority to
activate the EOC by notifying the Police Watch Commander to activate the Emergency
Off-Duty Recall list. Additionally, the City Manager, Assistant City Manager, Emergency
Manager, Chief of the Police, Chief of Fire Department, and or the Director of Public
Works will determine when it is appropriate to deactivate the EOC.
The emergency management staff operates from the EOC and is directed by the City
Manager who serves as the Director of Emergency Services. He/she is responsible to
the City Council and Disaster Council per Article II, Section 2.16.020, of the Santa
Monica Municipal Code. The Director of Emergency Services has the authority to direct
all EOC activity and is responsible for the City’s overall emergency management policy
and coordination. This is accomplished through the joint efforts of all city departments,
other public and private organizations, as needed and volunteer agencies.
EOC Activation will take place under the following circumstances:
A significant earthquake causing damage in the City or neighboring jurisdictions.
Upon notification of an uncontrolled release or failure of Stone Canyon Reservoir or
Riviera Reservoir.
Upon notification of a tsunami warning that will impact the City of Santa Monica.
An impending or declared "State of War Emergency".
An emergency situation that has occurred or might occur of such a magnitude that it
will require a large commitment of resources from two or more City Departments
over an extended period of time. Examples include a major hazardous material
incident, civil disturbance, aircraft disaster, high-rise structure fire or severe weather
conditions.
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LOCAL GOVERNMENT EOC STAFFING GUIDE
Event/Situation
Unusual occurrences with severe potential
impacts on the health and safety of the
public and/or environment
Severe Weather Issuances (See
Supporting Documentation)
Significant incidents involving 2 or more
departments
Earthquake Advisory/Prediction Level One
Earthquake with damage reported
Earthquake Advisory/Prediction Level Two
or Three
Major wind or rain storm
Two or more large incidents involving 2 or
more departments
Wildfire affecting developed area
Major scheduled event
Severe hazardous materials incident
involving large-scale or possible large-scale
evacuations
Unusual occurrences with severe potential
impacts on the health and safety of the
public and/or environment
Major city or regional emergency-multiple
departments with heavy resource
involvement
Earthquake with damage in Santa Monica
or adjacent cities.
Unusual occurrences with severe potential
impacts on the health and safety of the
public and/or environment
Activation
Level
One
Two
Three
EOC Director
Minimum Staffing
Other Designees
Note: May be limited to
Department Operations Center
activation.
EOC Director
Section Coordinators, Branches
and Units as appropriate to
situation
Liaison/Agency representatives
as appropriate.
Public Information Officer
All EOC positions
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EMPLOYEE RESPONSE:
If a disaster occurs during the regular work day, all staff should make contact with their
immediate supervisor or return to the office as soon as possible and await further
instruction.
Off-Duty Notification
It is the responsibility of each City department to be able to contact staff thorough the
City’s emergency alert and notification system, SM Alerts. Departments are required to
have the ability to contact employees following incidents or emergencies. Employees
should be informed of when and where they should report for duty when contacted. SM
Alerts usage policy is included in the supporting documentation section of this plan.
Automatic EOC Activation
A minimum of a Level II EOC Activation will be initiated when an earthquake of 6.0 or
greater magnitude occurs within a 50 mile radius of the City of Santa Monica, or a 7.0
earthquake occurs within the four (4) county areas of Los Angeles, San Bernardino,
Orange, and Ventura, where the City of Santa Monica may have suffered serious
damage, or where city manpower may be seriously impacted.
If telephones are not operating, employees should listen to the radio for emergency
information to determine the extent of damage. If reports indicate extensive damage to
the Santa Monica area and the Westside, employees should report to work as
previously directed by supervisor.
In other disaster situations such as a hazardous materials incident, flood, or major fire,
some City employees may not know if they are supposed to report to work. Generally,
during these situations, an employee will be contacted by a supervisor or an assigned
member of their department who will provide emergency instructions.
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PHASES OF EMERGENCY MANAGEMENT
This SEMS/NIMS Emergency Plan addresses the entire spectrum of contingencies,
ranging from relatively minor incidents to large-scale disasters, such as an earthquake.
Some emergencies will be preceded by a buildup or warning period, providing sufficient
time to warn the public and implement mitigation measures designed to reduce loss of
life, property damage, and effects on the environment. Other emergencies occur with
little or no advance warning, thus requiring immediate activation of the SEMS/NIMS
Emergency Plan and efficient and coordinated mobilization and deployment of
resources. All departments and agencies of the City must be prepared to promptly and
effectively respond to any foreseeable emergency, taking all appropriate actions,
including requesting and providing mutual aid.
Emergency management activities during peacetime and national security
emergencies are often associated with the four federal defined phases:
Mitigation Phase
Preparedness Phase
Response Phase
Recovery Phase
Mitigation Phase
Mitigation efforts occur both before and after emergencies or disasters.
Post-disaster mitigation is actually part of the recovery process. This includes
eliminating or reducing the impact of hazards that exist within the City of Santa Monica.
The City of Santa Monica created and adopted the Santa Monica Local Hazard
Mitigation Plan in 2004. The City Council adopted the Local Hazard Mitigation Plan in
September of 2004. The Local Hazard Mitigation Plan was formally approved by the
Federal Emergency Management Agency in April of 2005.
The goals of the Santa Monica Local Hazard Mitigation Plan include:
1. Protection of lives and property.
2. Improve emergency services capability.
3. Increase public awareness of local hazards.
4. Develop partnerships in implementation.
5. Promote sustainable living.
Preparedness Phase
The preparedness phase involves activities that are undertaken in advance of an
emergency or disaster. These activities develop operational capabilities and effective
responses to a disaster. Disaster plans are developed and revised to guide disaster
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esponse and increase available resources. Planning activities include developing
hazard analyses, training response personnel, and improving public information and
communications systems.
Preparedness activities fall into two basic areas: readiness and capability.
Preparedness activities are part of the implementation of the Emergency Services Act
(ESA), the Master Mutual Aid Agreement (MMAA), and the State Emergency Plan.
Readiness activities shape the framework and create the basis of knowledge necessary
to complete a task or mission. Readiness activities might include:
Implementing hazard mitigation projects.
Developing hazard analyses.
Developing and maintaining emergency plans and procedures.
Conducting general and specialized training.
Conducting exercises.
Developing mutual aid agreements.
Improving emergency public education and warning systems.
Standard Operating Procedures
City departments and agencies that have responsibilities in this plan have
prepared Department specific Standard Operating Procedures (SOPs) detailing
personnel assignments, policies, notification rosters, and resource lists.
Emergency response personnel should be acquainted with these SOPs, and
receive periodic training on the policies and procedures contained within the
SOPs.
Capability activities involve the procurement of items or tools necessary to
complete the task(s) or mission(s). Capability activities include:
Assessment of the City and its resources.
Comparison and analysis of anticipated resource requirements and resources.
Identification of local sources to meet anticipated resource "shortfall‖.
Response Phase
The response phase includes increased readiness, initial response, and
extended response activities. Upon receipt of a warning or the observation that
an emergency situation is imminent or likely to occur, Santa Monica will initiate
actions to increase its readiness.
Events, which may trigger increased readiness activities, include:
Issuance of a credible long-term earthquake prediction.
Receipt of a flood advisory or other special weather statement.
Receipt of a tsunami warning or watch.
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Receipt of a potential reservoir/dam failure advisory.
Conditions conducive to fires, such as the combination of high heat, strong winds,
and low humidity.
An expansive hazardous materials incident.
A rapidly-deteriorating international situation that could lead to an attack upon the
United States.
Information or circumstances indicating the potential for acts of violence or civil
disturbance.
Increased Readiness
As a crisis begins to develop, local jurisdictions and government takes action to
increase its readiness. Increased readiness activities may include, but are not limited to,
the following:
Briefing of City Manager and other key officials or employees of Santa Monica.
Reviewing and updating of SEMS/NIMS Emergency Plan & SOPs.
Increasing public information efforts.
Accelerating training efforts.
Inspecting critical facilities and equipment, including testing warning and
communications systems.
Recruiting additional staff and Disaster Service Workers.
Warning threatened elements of the population.
Conducting precautionary evacuations in the potentially impacted area(s).
Mobilizing personnel and pre-positioning resources and equipment.
Contacting county, state and federal agencies that maybe involved in field activities.
Initial Response
The City’s initial response activities are primarily performed at the field response
level. Emphasis is placed on saving lives, and minimizing the effects of the
emergency or disaster.
Supporting Documentation provides hazard-specific information for departments
who are responsible for initial response operations in the City.
Examples of initial response activities include:
Making all necessary notifications, including City Departments and personnel, the
American Red Cross (ARC), Salvation Army, other involved agencies, and the
Operational Area.
Disseminating warnings, emergency public information, and instructions to the
citizens of Santa Monica.
Conducting evacuations and/or rescue operations.
Caring for displaced persons and treating the injured.
Conducting initial damage assessments and surveys.
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Assessing need for mutual aid assistance.
Restricting movement of traffic/people and unnecessary access to affected areas.
Developing and implementing Initial Action Plans.
Extended Response
The City's extended response activities are primarily conducted in the emergency
operations center (EOC). Extended emergency operations involve the coordination and
management of personnel and resources to mitigate an emergency and facilitate the
transition to recovery operations.
Examples of extended response activities include:
Preparing detailed damage assessments
Co-operating mass care facilities
Coordinating and/or operating coroner operations
Procuring required resources to sustain operations
Documenting situation status
Protecting, controlling, and allocating vital resources
Restoring vital utility services
Tracking resource allocation
Conducting advance planning activities
Documenting expenditures
Developing and implementing Action Plans for extended operations
Disseminating emergency public information
Proclaiming a local emergency; and
Coordinating with county and state and federal agencies working within the county.
Recovery Phase
Recovery activities involve the restoration of services to the public and returning
the affected area(s) to pre-emergency conditions. Recovery activities may be
both short-term and long-term, ranging from restoration of essential utilities such
as water and power, to mitigation measures designed to prevent future
occurrences of a given threat. Examples of recovery activities include:
Restoring utilities
Applying for state and federal assistance programs
Conducting hazard mitigation analyses
Identifying residual hazards
Determining and recovering costs associated with response and recovery.
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SEMS/NIMS EMERGENCY ACTIVITIES FLOW CHART
DISASTER EVENT OCCURS
▼
Director of Emergency Services determines extent of EOC activation
▼
Make notifications of EOC activation to elected officials and City staff
▼
Set up EOC
▼
Make notifications of EOC activation to outside agencies: Op Area, DMAC,
Sheriff Station, Neighboring Cities and others
▼
EOC briefing regarding current status
▼
Begin initial EOC operations
▼
Sustained EOC operations and begin initial recovery planning
▼
Extended recovery operations
▼
Deactivation/Demobilization of EOC
▼
Debriefing and critique of incident
▼
After-Action Report (AAR)/Corrective Action Report (CAR)
▼
Revision of EOP/SOPs/SOGs based on AAR/CAR
▼
Recovery operations continue
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CONTINUITY OF GOVERNMENT
Purpose
A major disaster could result in great loss of life and property, including the death or
injury of key government officials. At the same time, there could be partial or complete
destruction of established seats of government, and the destruction of public and private
records essential to continued operations of government and industry.
In the aftermath of a major disaster, law and order must be preserved and essential
government services must be maintained. This preservation is best accomplished by
civil government. To this end, it is particularly essential that local government continue
to function.
Responsibilities
Government at all levels is responsible for providing continuous, effective leadership
and authority under all aspects of emergency services operations (prevention,
preparedness, response, recovery and mitigation). Under California's concept of mutual
aid, local officials remain in control of their jurisdiction's emergency operations while
other jurisdictions may provide additional resources upon request. A key aspect of this
control is to be able to communicate official requests, situation reports and emergency
information during any disaster a community might face.
Preservation of Local Government
Article 15 of the California Emergency Services Act (Chapter 7 of Division 1 of Title 2 of
the Government Code) provides the authority, as well as the procedures to be
employed, to ensure continued functioning of political subdivisions within the State of
California. Generally, Article 15 permits the appointment of up to three standby officers
for each member of the governing body, and up to three standby officers for the chief
executive, if not a member of the governing body. Article 15 provides for the
succession of officers who head departments responsible for maintaining law and order,
or in furnishing public services relating to health and safety.
Article 15 also outlines procedures to assure continued functioning of political
subdivisions in the event the governing body, including standby officers, is unavailable
to serve.
The Emergency Services Act provides for the preservation of city government in the
event of a major disaster.
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Lines of Succession for Officials with Emergency Responsibilities
The first step in assuring continuity of government is to have personnel who are
authorized and prepared to carry out emergency actions for government in the event of
a natural, technological or national security disaster.
City Council
Article 15, Section 8638 of the Emergency Services Act authorizes governing bodies to
designate and appoint three standby officers for each member of the governing body
and for the chief executive, if not a member of the governing body. Standby officers
may be residents or officers of a political subdivision other than that to which they are
appointed. Standby officers take the same oath as regular officers and are designated
Number 1, 2 or 3 as the case may be.
Article 15, Section 8644 of the Emergency Services Act establishes a method for
reconstituting the governing body. It authorizes that, should all members, including all
standbys be unavailable, temporary officers shall be appointed as follows:
By the chairman of the board of the county in which the political subdivision is
located, or
By the mayor of any city within 150 miles (nearest and most populated down to
farthest and least populated).
Article 15, Section 8642 of the Emergency Services Act authorizes local governing
bodies to convene as soon as possible whenever a State of War Emergency, State of
Emergency, or Local Emergency exists, and at a place not necessarily within the
political subdivision.
Article 15, Section 8643 Emergency Services Act describes the duties of a governing
body during emergencies as follows:
Ascertain the damage to the jurisdiction and its personnel and property.
Reconstitute itself and any subdivisions.
Perform functions in preserving law and order and furnishing local services.
Director of Emergency Services
A successor to the position of Director of Emergency Services is appointed by the City
Council. The succession occurs:
Should the director be unavailable or unable to serve, the positions listed below, in
order, shall act as the Director of Emergency Services.
Should these positions be unavailable or unable to serve, the individuals who hold
permanent appointments to the following positions in the city will automatically serve
as acting director in the order shown. The individual who serves as acting director
shall have the authority and powers of the Director, and will serve until the Director is
again able to serve, or until a successor has been appointed by the City Council.
First Alternate: Assistant City Manager
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Second Alternate: Emergency Manager
Third Alternate: Chief of Police Department
Fourth Alternate: Chief of Fire Department
Notification of any successor changes shall be made through the established chain of
command.
Department Heads
Article 15, Section 8637 of the Emergency Services Act authorizes political subdivisions
to provide for the succession of officers (department heads) having duties related to law
and order and/or health and safety.
Temporary City Seat and City Council Meeting Location
Section 23600 of the California Government Code provides among other things:
The City Council shall designate alternative city seats which may be located outside
city boundaries.
Real property cannot be purchased for this purpose.
Additional sites may be designated if needed.
In the event the primary location is not usable because of emergency conditions, the
temporary seat of city government will be as follows:
First Alternate:
Second Alternate:
Santa Monica Main Public Library
601 Santa Monica Blvd,
Santa Monica, CA 90401
Annenberg Beach House
415 Pacific Coast Highway
Santa Monica, CA 90402
Preservation of Vital Records
The following individuals are responsible for the preservation of vital records in the City:
1. City Clerk
2. Deputy City Clerk
Vital records are defined as those records that are essential to:
Protect and preserve the rights and interests of individuals, governments,
corporations and other entities. Examples include contracts, legislative actions, land
and tax records, license registers, birth and death records and articles of
incorporation.
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Conduct emergency response and recovery operations. Records of this type include
utility system maps, locations of emergency supplies and equipment, emergency
operations plans and procedures, personnel rosters, etc.
Reestablish normal governmental functions and protect the rights and interests of
government. Constitutions and charters, statutes and ordinances, court records,
official proceedings and financial records would be included here.
Record depositories should be located well away from potential danger zones and/or
housed in facilities designed to withstand most destructive forces.
Each department within the city should identify, maintain and protect its own essential
records.
References
Judicial System, Article VI, Section 1, 4, 5 and 10, of the Constitution of California.
Local Government, Article XI, of the Constitution of California.
Preservation of Local Government, Article 15 of the California Emergency Services Act
(Chapter 7 of Division 1 of Title 2 of the Government Code).
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EMERGENCY PROCLAMATION PROCESS
General
The California Emergency Services Act provides the basic authorities for conducting
emergency operations following a proclamation of Local Emergency, State of
Emergency or State of War Emergency by the Governor and/or appropriate local
authorities, consistent with the provisions of the Act. There are three types of
proclamations of emergency in the State of California: local emergency, state of
emergency and state of war emergency.
Local Emergency in Santa Monica
A Local Emergency may be proclaimed by the City Council or by the City Manager. A
Local Emergency proclaimed by the City Manager must be ratified by the City Council
within seven days. The governing body must review the need to continue the
proclamation at least every fourteen days until the Local Emergency is terminated. The
Local Emergency must be terminated by resolution as soon as conditions warrant.
Proclamations are normally made when there is an actual incident or threat of disaster
or extreme peril to the safety of persons and property within the city caused by natural
or man-made situations.
The proclamation of a Local Emergency provides the governing body with the legal
authority to:
If necessary, request that the Governor proclaim a State of Emergency and/or
request a Presidential declaration.
Promulgate or suspend orders and regulations necessary to provide for the
protection of life and property, including issuing orders or regulations imposing a
curfew within designated boundaries.
Exercise full power to provide mutual aid to any affected area in accordance with
local ordinances, resolutions, emergency plans or agreements.
Request state agencies and other jurisdictions to provide mutual aid.
Require the emergency services of any local official or employee.
Requisition necessary personnel and materials from any local department or
agency.
Obtain vital supplies and equipment and, if required, immediately commandeer the
same for public use.
Impose penalties for violation of lawful orders.
Conduct emergency operations without incurring legal liability for performance, or
failure of performance. (Note: Article 17 of the Emergency Services Act, Section
8655, provides for certain privileges and immunities.)
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Note: Emergency proclamation forms are in Supporting Documentation.
The City Attorney is responsible for preparing and submitting the paperwork with the
assistance of the City Clerk’s Office. Documents will be on file in the EOC and intranet.
The City should immediately notify and send a copy of the City’s proclamation to the
Operational Area EOC so that the County can request a Local Emergency proclamation
or a concurrence by the County.
Local Emergency in the County of Los Angeles
Los Angeles County Office of Emergency Management is the administrative coordinator
of the Operational Area (OA). When the County’s Office of Emergency Management
(OEM) receives the City’s proclamation, the County may:
Proclaim a local emergency or;
Concur with the City’s proclamation or;
Take no action.
The County then forwards to the California Emergency Management Agency (Cal-EMA)
Southern Region:
The City’s proclamation.
The County’s proclamation.
The County’s concurrence with the local proclamation.
When the County of Los Angeles proclaims a local emergency, the City will be covered
under the County proclamation (62 Ops.Cal.Atty.Gen. 701, 708 (1979). If the
emergency/disaster affects the City, it is recommended that the City also proclaim a
local emergency, as that will enable the City to adopt emergency ordinances and
promulgate regulations that would not otherwise be valid. Note that, according to the
Attorney General, the County’s ordinances prevail in the event there is a conflict
between the County’s ordinances and ordinances adopted by the City (62
Ops.Cal.Atty.Gen. 701, 708 (1979).
When the County proclaims a local emergency, they may request that:
The California Emergency Management Agency Secretary concur with the local
proclamation;
The Governor proclaim a State of Emergency and/or;
The Governor request a Presidential Declaration of an Emergency or Major Disaster.
State of Emergency
A State of Emergency may be proclaimed by the Governor when:
Conditions of disaster or extreme peril exist which threaten the safety of persons and
property within the state caused by natural or man-made incidents.
Requested to do so by local authorities.
Local authority is inadequate to cope with the emergency.
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Whenever the Governor proclaims a State of Emergency:
Mutual aid shall be rendered in accordance with approved emergency plans when
the need arises in any county or city for outside assistance.
The Governor shall, to the extent deemed necessary, have the right to exercise all
police power vested in the state by the Constitution and the laws of the State of
California within the designated area.
Jurisdictions may command the aid of citizens as deemed necessary to cope with an
emergency.
The Governor may suspend the provisions of orders, rules or regulations of any
state agency; and any regulatory statute or statute prescribing the procedure for
conducting state business.
The Governor may commandeer or make use of any private property or personnel
(other than the media) in carrying out the responsibilities of the office.
The Governor may promulgate issue and enforce orders and regulations deemed
necessary.
State of War Emergency
Whenever the Governor proclaims a State of War Emergency, or if a State of War
Emergency exists, all provisions associated with a State of Emergency apply, plus: All
state agencies and political subdivisions are required to comply with the lawful orders
and regulations of the Governor which are made or given within the limits of authority as
provided for in the Emergency Services Act.
Federal Declaration
The Governor can request a Presidential Declaration of an Emergency or a Major
Disaster. This opens the door for federal disaster assistance. In some circumstances,
a Presidential Declaration may allow for the termination of public works contracts
(California Government Code 4410-4412).
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356

SUPPORTING DOCUMENTATION CONTENTS
ACCESS AND FUNCTIONAL NEEDS
a. State of California’s People With Access And Functional Needs Shelter Annex
b. FEMA Guidance on Planning for Integration of Functional Needs Support
Services in General Population Shelters
ALERTING AND WARNING
a. Emergency Alert Flow Chart
b. SM Alerts Policy and Procedures
AUTHORITIES AND REFERENCES
a. Authorities and References
COMMUNICATIONS
b. Los Angeles County Operational Area Disaster Information Reporting System
EARTHQUAKE
a. State of California, Southern California Earthquake Response Plan
b. Windshield Survey Forms
FINANCE
a. Procedures for Applying for Financial Assistance
Hazard Mitigation
a. Final Local Hazard Mitigation Plan
b. Hazard Mitigation Summary
LOGISTICS
a. Emergency Volunteer Processing Forms
MAPS
a. City Map
b. Geologic Hazards Map
c. CalEMA Map of Southern California Region
d. Map of Sewer System in Santa Monica
e. Map of Storm Drains in Santa Monica
f. Map of Potable Water in Santa Monica
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OPERATIONAL AREA RESPONSE AND RECOVERY SYSTEM (OARRS)
a. Los Angeles County Operational Area Disaster Information Reporting System-
Flow Chart
OPERATIONS
a. Casualty Collection Point (CCP) Field Treatment Site
b. Emergency Potable Water Procurement & Distribution
c. Federal Aviation Regulations Flight Rules Section Temporary Flight Restrictions
d. Procedures To Be Followed For Handling The Dead
e. Radiological Protection Procedures For Cities In The Los Angeles County
Operational Area
f. Requesting Critical Incident Stress Debriefing (CISD) Procedures
g. Shelter In Place
PLANNING
a. Planning Forms
b. Glossary and Acronyms
c. Planning P
d. Los Angeles Regional Recovery Guidance for Emergency Planners
e. Los Angeles County Operational Area Recovery Annex Template
PROCLAMATIONS AND DECLARATIONS
a. Authorities And Responsibilities of Local Health Officers In Disasters
b. Emergency Management Assistance Compact
c. Los Angeles County Operational Area Guide to Emergency Proclamations and
Disaster Declarations
d. Orders and Regulations Which May Be Selectively Promulgated by the Governor
During a State of Emergency
e. Sample Local Resolution Requesting State Director, Office of Emergency
Services' Concurrence in Local Emergencies
f. Sample Orders and Regulations Promulgated by the Governor to Take Effect
Upon the Existence of a State Of War Emergency
g. Sample Resolution Confirming Existence of A Local Emergency
h. Sample Resolution Proclaiming Existence of A Local Emergency And Requesting
Governor To (1) Proclaim a State Of Emergency; And (2) Request a Presidential
Declaration
i. Sample Resolution Proclaiming Existence of A Local Emergency
j. Sample Resolution Proclaiming Termination of Local Emergency
k. Sample Resolution Requesting Governor to Proclaim a State Of Emergency
l. CalEMA Emergency Proclamations a Quick Reference Guide For Local
Government
PUBLIC INFORMATION MATERIAL
a. Media Contact List
b. Sample Messages For Release To The Public And Media (Disasters/
Emergencies)
358

c. The Public Information Officer Guide
SANTA MONICA EMERGENCY OPERATIONS CENTER
a. EOC Floor Plan
SHELTERING
a. City of Santa Monica Emergency Shelter Staff and Resources
b. City of Santa Monica Daily Shelter Activity Report
c. American Red Cross Facility Use Agreement
d. Mass Care and Shelter Handbook
e. Los Angeles County Animal Emergency Response Annex
f. Los Angeles Operational Area Mass Care Guidance For Emergency Planners
g. Los Angeles Operational Area Reception Processing Guidance For Emergency
Planners
h. Los Angeles County Operational Area Reception Annex Template
i. Mass Care and Shelter Checklists
j. Shelter Forms
k. Santa Monica-Malibu Unified School District, Shelter Facilities and Contacts
TSUNAMI
a. City of Santa Monica Tsunami Response Plan
359

City Council Report
City Council Meeting: May 14, 2013
Agenda Item: 3-C
To:
From:
Subject:
Mayor and City Council
Edward F. King, Director of Transit Services
Big Blue Bus Unlimited Ride Transit Program with Santa Monica College
Recommended Action
Staff recommends that the City Council authorize the City Manager to negotiate and
execute an agreement to renew the “Any Line, Any Time” unlimited ride transit program
between the Big Blue Bus and Santa Monica College (SMC) in the amount of
$1,317,040 for transit services provided during FY 2013-14.
Executive Summary
Big Blue Bus (BBB) has had annual agreements with SMC to provide unlimited access
to BBB transit services for all student, staff, and faculty members who choose to
participate in the “Any Line, Any Time” program. Under this agreement, BBB charges
SMC a fixed annual amount for all passengers with a valid, activated SMC identification
card bearing a current semester sticker. The SMC Partnership was most recently
renewed at the June 12, 2012 Council meeting for the period of July 1, 2012 through
June 30, 2013. Staff recommends renewing the agreement for an a dditional year
through June 30, 2014 and increasing the fixed annual amount to $1,317,040.
Background
In 2007, Santa Monica College was the primary trip generator in Santa Monica,
however, most of the 34,300 students and 1,700 staff commuted by automobile.
Insufficient parking capacity at the campus led to the need for perimeter parking at the
City’s beach lots and was a significant community safety and traffic concern. As a result,
SMC and the City asked for Big Blue Bus’ help developing a comprehensive
transportation solution. A one-year demonstration project with SMC was initiated in
February 2007 when SMC agreed to reimburse BBB for trips taken by students, faculty
1

and staff presenting their school identification card on the Crosstown Ride and a new
service known as the Line 6 SMC Commuter, operating from the Palms/Mar Vista area
to SMC. In August 2008 a third route was added: the Sunset Ride which connects the
Bundy and Main campuses.
Council authorized the implementation of the “Any Line, Any Time” program with SMC
with the adoption of the Fiscal Year 2008-10 Short Range Transit Plan adopted
on March 25, 2008. The Big Blue Bus implemented the unlimited ride transit program
with SMC in the fall of 2008. A fixed annual amount for the Any Line, Any Time program
was established in 2008 by multiplying two factors. The first factor was an average rate
per boarding of $0.625, which was based on the estimate that half of all SMC riders
would be eligible for the under 21 years of age youth fare of $0.50, and that the other
half would fall into the regular fare category of $0.75 per boarding. The second factor
was the 1,951,168 passengers counted by surveyors boarding and alighting at bus
stops adjacent to SMC in the spring 2007 Line-by-Line Analysis before the program
went into effect. These two factors total an annual fare amount of $1,219,480. The
agreement was most recently renewed on June 12, 2012 for FY 2012-13. Over the last
year, the City and College have engaged in discussion on the importance of program
continuation while realizing that the appropriate level of financial support has not
matched the significant increase in the number of students utilizing the service. In
addition, reliable data has been collected during the last year providing consistent
ridership information for SMC and BBB analysis for the first time since the 2007 Line-by-
Line Analysis was conducted.
Discussion
As of February 2013 fiscal year-to-date SMC boardings are 1.78 million, a 12 percent
increase over FY 2011-12 boardings for the same period. In recognition of the ridership
increase the College agreed to an eight percent increase in the annual contract amount
for FY 2013/14. The new fixed rate will be maintained for one year.
2

To accommodate the strong ridership by SMC community members since 2007, BBB
has made service enhancements including: schedule revisions to Route 7, extension of
Rapid 7 t o the Wilshire-Western Metro Rail station, the use of articulated buses on
Rapid 7, and launched Route 11 service connecting SMC to UCLA.
Representatives from BBB and SMC are currently meeting to discuss the
implementation of BBB’s new fare collection system and conversion of SMC riders to
Smart Cards by February 2014. The new cards will be purchased directly by SMC, as
they will be us ed as their student ID and programmed by BBB for the Any Line-Any
Time service. The new technology will help speed boarding time and provide more
accurate information regarding ridership patterns.
Financial Impacts & Budget Actions
The agreement between Big Blue Bus and Santa Monica College for reimbursement for
transit services to be provided in FY 2013-14 is $1,317,040, representing an increase of
$97,560 over the current year rate. The revenue increase will be included for Council
approval in the FY 2013-15 proposed budget at account 41642.4020000.
Prepared by: Joe Stitcher, Chief Administrative Officer
Approved:
Forwarded to Council:
Edward F. King
Director of Transit Services
Rod Gould
City Manager
3

City Council Report
City Council Meeting: May 14, 2013
Agenda Item: 3-D
To:
From:
Subject:
Mayor and City Council
Gigi Decavalles-Hughes, Director or Finance
Parking Facilities Tax and Business License Tax Audit Services
Recommended Action
Staff recommends that the City Council authorize the City Manager to negotiate and
execute a t wo-year professional services agreement with MuniServices, a Californiabased
company, in an amount not-to-exceed $221,262 for parking facilities tax and
business license tax audit services.
Executive Summary
In order to ensure that the City is realizing the full tax revenue owed by companies that
are not properly reporting, and to comply with Section 6.04.280 of the Santa Monica
Municipal Code (SMMC), which requires the Finance Director to conduct a program to
audit business license tax returns of businesses operating in the City of Santa Monica,
the City seeks to contract with an agency to provide Parking Facilities Tax and Business
License Tax auditing services. The recommended contract amount would allow the City
to audit 89 par king facilities, as well as specific companies identified by staff as
potentially underreporting gross receipts used to calculate business license tax.
Staff recommends MuniServices, LLC to provide audit and revenue enhancement
services to ensure accurate reporting and payment of Parking Facilities Tax and
Business License tax. T he fee for the audits would be a not-to-exceed amount of
$221,262 for 89 parking facilities and for as-needed business license tax audits
Background
Parking Tax
The City of Santa Monica levies a 10% tax on private and public parking fees collected
in the City, which generates approximately $9.3 million annually in Parking Facility Tax
(PFT) revenues, two-thirds (approximately $6.2 million) of which is collected and
remitted to the City by 177 private parking facilities that report collecting parking taxes.
1

The remaining one t hird (approximately $3.1 million) is generated by City-owned
facilities that would not be part of the scope of services of this contract.
Business License Tax
Businesses operating in the City of Santa Monica are required to obtain a business
license annually and pay a tax. In most cases, the amount of the tax is based on prior
calendar year gross receipts.
There are three major gross receipts categories:
• Professional: $5.00 for each $1,000 in gross receipts
• Services: $3.00 for each $1,000 in gross receipts
• Retail/Other: $1.25 for each $1,000 in gross receipts
Businesses with gross receipts between $40,000 and $60,000 annually pay a minimum
tax of $75. Businesses physically located within Santa Monica with worldwide gross
receipts less than $40,000 annually are exempt. Certain other small categories pay a
flat tax.
Business License taxes are due on June 30th of each year for the upcoming fiscal year,
which runs from July 1st to June 30th of each year. If full payment is not received by
August 31st, a 10% penalty is assessed each month, up to 100% of the business
license tax due. The City currently administers approximately 22,000 business license
accounts annually, and collected $25.5 million and $26.3 million in business license
taxes and penalties in FY 2010-11 and FY 2011-12, respectively.
The City may not receive all the tax revenue that it is legally entitled to due human error,
the complex nature of the business, or fraud. Therefore, audits should be conducted to
ensure proper payment of taxes. Additionally, Section 6.04.280 of the SMMC requires
the Finance Director to conduct a program to audit business license tax returns of
businesses operating in the City of Santa Monica
2

Discussion
On September 10, 2012, to provide ample opportunity for competitive bidding, per
SMMC 2.24.070, staff issued a Request for Proposals (RFP) for parking facilities and
transient occupancy tax auditing and other related services, and an RFP for Business
License Discovery 1 and Auditing Services. The RFPs aimed to identify one or more
agencies to provide auditing and discovery services to assist the City with realizing all of
the tax revenue due.
Vendor Selection
Both RFPs were posted on the City’s online bidding system. The deadline to respond to
both RFPs was October 11, 2012. Four companies responded to the RFPs, with
MuniServices being the only company to respond to all three audit services. Two
companies responded to Parking Facilities Tax Audit and Transient Tax Audit services;
one company responded only to Transient Occupancy Tax Audit services; and one
company only responded to Business License Tax Audit services.
A selection committee comprised of Finance and Housing and Economic Development
staff evaluated the proposals in compliance with Section 2.24.072 of the SMMC, taking
into consideration criteria including but not limited to price, the quality of the services
offered, the ability to perform the service, the capacity to perform the service, the
applicability of the proponent’s experience as it relates to the RFP’s scope of work, and
whether the respondent would have available resources to accomplish all elements of
the scope of services.
Based on the proposals submitted, MuniServices was found to be the firm that could
best provide the broad range of required services with experienced staff at a
competitive cost to the City. In particular, MuniServices met the RFP criteria through
their experience and resources. MuniServices has over thirty years of service history
1 Discovery is the process of identifying businesses that are operating without a business license and
using available tools to bring the business into compliance.
3

providing similar services to over 900 government agencies nationwide, including over
50 clients in Southern California. T he City contracted with MuniServices to perform
Business License Discovery in 2006. It currently has a contract with the company to
perform Utility Users Tax Audits.
As part of their Parking Facilities Tax audits, MuniServices would assist the City in
realizing all of the tax revenue from companies that are not properly reporting the full
amount of tax to which they are subject; and identify businesses that are potentially
underreporting, or not reporting, all applicable taxes. MuniServices would review the
audited company’s records to ensure compliance with City taxes, including internal
controls related to the preparation of the Parking Facilities Tax returns, in order to
determine the adequacy of those procedures over the calculation and reporting of taxes
due to the City.
MuniServices would also provide, on an as-needed basis, Business License Tax Audit
services to assist the City in realizing all of the tax revenue from companies that are not
properly reporting the full amount of tax to which they are subject, and identify
businesses that are potentially underreporting, or not reporting, all applicable taxes.
MuniServices would review the audited companies’ records to ensure compliance with
City taxes, including internal controls related to the preparation of business license
returns, in order to determine the adequacy of those procedures over the calculation
and reporting of taxes due to the City. Audits would only be conducted on businesses
specifically identified by staff as potentially underreporting gross receipts and therefore
underpaying business license taxes due.
Staff determined that the return on investment for transient occupancy tax audits would
not warrant conducting these audits in the coming fiscal year as a previous, five-year
contract for such audits expired on J une 30, 2012. I n addition, staff concluded that
conducting business license discovery efforts in-house with existing staff was feasible
and more cost effective approach, allowing the City to retain 100% of revenues
4

discovered as opposed to paying contingency fees. Therefore, staff is not pursuing
contracts for Transient Occupancy Tax Audits or Business License Discovery services.
In the future, staff would determine whether issuing an R FP for these services is
beneficial to the City.
Financial Impacts & Budget Actions
The contract to be awarded to MuniServcies is for an amount not to exceed $221,262
for a two-year term. This contract will be charged to account 01224.555060. Budget
authority for FY 2013-14 and FY 2014-15 will be requested in the proposed FY 2013-15
budget.
Prepared by: Salvador M. Valles, Business & Revenue Operations Manager
Approved:
Forwarded to Council:
Gigi Decavalles-Hughes
Director of Finance
Rod Gould
City Manager
5

City Council Report
To:
From:
Subject:
City Council Meeting: May 14, 2013
Agenda Item: 3-E
Mayor and City Council
Martin Pastucha, Director of Public Works
Award Contracts for Annual Paving and Sidewalk Repair Project
Recommended Action
Staff recommends that the City Council:
1. Authorize the City Manager to negotiate and ex ecute a c ontract with Toro
Enterprises, Inc., a California-based company, in an a mount not to exceed
$2,404,836 (includes a 10% contingency) for the Annual Paving and Sidewalk
Repair Project.
2. Authorize the City Manager to negotiate and execute a contract with Civil Source,
Inc., a California-based company, in an amount not to exceed $254,054 (includes
a 10% contingency) for construction management and inspection services for the
Annual Paving and Sidewalk Repair Project.
3. Appropriate the budget changes outlined in the Financial Impacts and Budget
Actions section of this report.
4. Authorize the Director of Public Works to issue any necessary change orders to
complete additional work within budget authority.
Executive Summary
Improvements made through the Annual Paving and S idewalk Repair Project would
maintain the City’s streets at a high functional rating level, enhance pedestrian safety,
and continue implementing recommendations of the City’s Bicycle Action Plan. Specific
work would include asphalt paving and slurry sealing; striping improvements contingent
on the City’s Bicycle Action Plan; repairing sidewalk locations damaged or uplifted by
tree roots; and other improvements consistent with the project’s scope of work.
This project is funded by General, Water, Wastewater, Gas Tax, Proposition 1B,
Measure-V and Miscellaneous Grant funds. Following a competitive bidding process,
the construction contract is recommended to be awarded to Toro Enterprises, Inc., in an
amount not to exceed $2,404,836. Civil Source, Inc. is recommended to provide
construction management and inspection services in an amount not to exceed
$254,054.
1

Discussion
Annual street and sidewalk maintenance work consists of cold-milling and as phalt
overlay, slurry sealing, sidewalk removal and reconstruction, curb and gutter removal
and reconstruction, pervious gutter construction, and tree root pruning. In addition to
the annual work, striping modifications would be completed on newly paved, adjacent,
connecting, or priority streets to continue implementing recommendations of the City’s
Bicycle Action Plan. Street paving would occur mainly in the North of Montana
neighborhood, north of Montana Avenue and east of 17 th Street. Sidewalk repair work
is mainly concentrated in the North of Montana neighborhood based on the most recent
sidewalk inspection (Attachment 1).
Contractor Selection
On December 19 and 22, 2012, the City published a Notice Inviting Bids in the Santa
Monica Daily Press and on t he City’s online bidding site. The City Clerk’s office
received seven sealed bids, which were publicly opened by the Deputy City Clerk on
January 10, 2013.
Bid results are as follows:
Bidder Location Bid Amount
Toro Enterprises, Inc. Oxnard, CA $2,186,214
PIMA Corp. Los Angeles, CA $2,195,808
Hardy & Harper Santa Ana, CA $2,196,000
All American Asphalt Corona, CA $2,277,277
Sully-Miller Contracting Co. Brea, CA $2,337,100
PALP, dba Excel Paving Co. Long Beach, CA $2,982,411
Shawnan Downey, CA $3,332,350
Bids were reviewed by Public Works staff and evaluated based on understanding of the
project’s scope, price, direct experience on similar projects, approach to the work,
technical competence, qualifications of the proposed staff, and the ability to meet the
desired time frames.
2

Toro Enterprises, Inc. located in Oxnard, CA, is recommended as the best bidder based
on the evaluation criteria. The references provided by Toro Enterprises, Inc. include
recent similar projects for the cities of Simi Valley, Burbank, Thousand Oaks, Ventura,
Oxnard and Santa Barbara. All reference agencies reported the contractor’s work was
completed in a t imely and c ost-efficient manner while maintaining consistent quality.
The Contractors State License Board also verified that Toro Enterprise’s and its
subcontractors’ licenses are current, active, and in good standing.
Construction Management Selection
In June 2011, the City requested Statements of Qualifications for construction
management and inspection services for upcoming construction projects throughout the
City. The request for Statements of Qualifications was advertised on the City’s online
bidding site. Thirty-three firms submitted Statements of Qualifications for this project,
which were reviewed and r ated by Public Works staff. Selection criteria included
technical competence, staffing capability, project approach, past performance, dispute
resolution, quality control, cost control, management services, customer service and the
ability to meet required time frames. The top five firms were invited to interview with
Public Works staff in January 2012. Civil Source, Inc. is recommended as the best firm
to provide construction management and inspection services based on their competitive
prices and their direct experience working on street resurfacing projects for the City of
Santa Monica. Services provided by Civil Source, Inc. would include public outreach,
construction management, material testing, and continuous inspection of the
contractor’s work. Staff contacted reference agencies and all respondents reported that
Civil Source, Inc. provided exceptional construction management and inspection
services.
Public Outreach
Public outreach during construction of this project would be provided by Civil Source,
Inc., as part of the construction management effort. The outreach process would
typically consist of public notifications on t he scope of the project, potential impacts,
schedule, and periodic project updates. Properties impacted by the project will receive
3

two construction notices. The first general notice would be mailed to properties within
500 feet of the proposed work three weeks prior to the start of construction. A second
two-day notice would be subsequently hand-delivered to each adjacent property with
detailed information regarding the planned construction activity, potential impacts and
contact information. The notices would be prepared by Public Works staff and
distributed by the contractor. A project information sign would also be prepared by the
contractor and placed at a highly visible location within the project. For work requiring
temporary closures or detours on m ajor roads, highly visible electronic changeable
message signs would be placed at strategic locations one-week prior to the planned
work to notify the travelling public. Updates regarding the project would be provided on
the City’s website and various social media channels.
Construction Schedule
Work is anticipated to begin the week of June 17, 2013 and be completed by October
25, 2013.
Financial Impacts & Budget Actions
The contract to be awarded to Toro Enterprises, Inc., is for an amount not to exceed
$2,404,836 (including a 10% contingency). The contract to be awarded to Civil Source,
Inc. is for an amount not to exceed $254,054 (including a 10% contingency). The total
project cost is $2,658,890. Funds are available in the FY2012-14 Capital Improvement
Program budget in the following accounts:
Account No. Description FY12-13 FY13-14 Total FY12-14
M010152.589000 Street Repair/Resurfacing $1,060,000 $198,492 $1,258,492
M200152.589000 Street Repair/Resurfacing $350,000 $0 $350,000
M250152.589000 Street Repair/Resurfacing $300,000 $0 $300,000
M310152.589000 Street Repair/Resurfacing $250,000 $0 $250,000
M430152.589000 Street Repair/Resurfacing $350,000 $0 $350,000
C066018.589000 Permeable Street Gutters $94,398 $0 $94,398
Total Funds Available $2,404,398 $198,492 $2,602,890
4

Award of the construction contract would require an appropriation of $56,000 to account
C047031.589000 using State Bond Proposition 1B funds and release of $56,000 from
the Proposition 1B fund balance at 4.366205.
The construction contract with Toro Enterprises, Inc. would be charged to the following
accounts:
Account No.
Amount
M010152.589000 $1,004,438
M200152.589000 $350,000
M250152.589000 $300,000
M310152.589000 $250,000
M430152.589000 $350,000
C047031.589000 $56,000
C066018.589000 $94,398
Total Contract Amount $2,404,836
The construction management contract with Civil Source, Inc. would be charged to the
following account:
Account No.
Amount
M010152.589000 $254,054
Prepared by: Allan Sheth, Civil Engineering Associate
Approved:
Forwarded to Council:
Martin Pastucha
Director of Public Works
Rod Gould
City Manager
Attachment: 1 – Annual Paving Project Map
5

ALTA
WILSHIRE
AVE
BLVD
PACIFIC
SHEET 2 OF 2
6731 OF
DWG. NO.:
ANNUAL PAVING & SIDEWALK REPAIR PROJECT
PROJECT TITLE:
Scale
BICYCLE NETWORK STRIPING LEGEND
#Y
#Y #Y
#Y
DR
LA MESA
W
LA MESADR
OO DACRES
ERMONT
#Y#Y
WAY
LA MESA
24TH
ST
#Y#Y#Y#Y
#Y
#Y#Y
#Y
#Y
#Y#Y
#Y#Y
21ST
PL
GALE
PL
PL
#Y #Y
RD
BLVD
BLVD
SAN VICENTE
ESPARTA WAY
FOX
AVE
TAIL
DR
LAR
KIN
PL
AVE
GEORGINA
WINNETT
PL
ADELAIDE
500 0 500 1500
#Y
#Y
INSTALL "SHARROWS" PER CITY STANDARD DETAIL.
(TYPICALLY 3 SYMBOLS PER BLOCK)
REMOVE EXISTING STRIPING (IF NECESSARY) AND
INSTALL "BIKE LANE" PER CITY STANDARD DETAIL.
PL
ADELAIDE DR
BRENTWOOD
TER
GEORGINA
SAN VICENTE
OCEAN
PALISADES
AVE
CARLYLE
CARLYLE AVE
GEORGINA
AVE
MARGUERITA
AVE
MARGUERITA
4TH ST
AVE
AVE
AVE
ALTA
AVE
PALISADES
MONTANA AVE
AVE
MONTANA
BEACH
CENTINELA
#Y#Y
FRANKLIN
#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
REMOVE EXISTING STRIPING (IF NECESSARY) AND
#Y #Y#Y#Y #Y #Y #Y#Y
INSTALL "BUFFERED BIKE LANE" PER CITY STANDARD
#Y #Y
DETAIL.
ST
#Y #Y #Y #Y #Y #Y #Y#Y#Y #Y #Y #Y#Y #Y #Y#Y #Y#Y
REMOVE EXISTING STRIPING (IF NECESSARY) AND
#Y#Y
INSTALL "CLIMBING LANE" IN UP-HILL DIRECTION AND
#Y #Y
#Y #Y #Y #Y #Y#Y
ST
#Y#Y #Y #Y#Y
"SHARROWS" IN DOWN-HILL DIRECTION PER CITY
#Y#Y
STANDARD DETAIL.
#Y #Y
#Y
#Y
YALE
ST
STEWART
#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 HARVARD
#Y #Y #Y#Y #Y #Y #Y #Y #Y
#Y #Y #Y#Y#Y #Y#Y
#Y#Y
#Y #Y #Y#Y
RE-STRIPE SANTA MONICA BLVD IN THERMO PLASTIC
#Y
TO MATCH EXISTING (FADED) PAINT MARKINGS.
PRINCETON
ST
26TH ST
#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
#Y#Y #Y #Y 26TH #Y#Y #Y#Y #Y ST
ST
#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
FRANK ST
25TH
ST
#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
HIGH
CHELSEA
AVE
PARK DR
PL
#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 #Y#Y #Y#Y#Y
#Y
ST
#Y
24TH ST
24TH ST
23RD ST
24TH
ST
#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#Y#Y #Y
#Y#Y #Y #Y
#Y
#Y
CLOVERFIELD
BLVD
#Y
23RD
ST
23RD
#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
#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
#Y #Y
21ST PL
22ND #Y
ST
22ND ST
#Y #Y #Y #Y#Y#Y
#Y#Y #Y#Y #Y
ST
21ST ST
#Y
#Y#Y #Y #Y#Y #Y #Y#Y
#Y#Y #Y #Y #Y
21ST
ST
21ST ST
21ST
#Y #Y#Y#Y #Y #Y#Y #Y#Y
ST
#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#Y#Y #Y#Y #Y#Y #Y #Y #Y
20TH
ST
20TH #Y #Y#Y #Y
ST
#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 #Y #Y
#Y
#Y #Y
#Y#Y
#Y #Y
#Y
#Y#Y
#Y
19TH
ST
19TH ST
#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
#Y#Y
#Y #Y #Y#Y #Y #Y #Y#Y
18TH
ST
18TH
ST
#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
17TH ST #Y#Y #Y#Y #Y #Y #Y#Y #Y #Y #Y
17TH
ST
17TH
#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 #Y#Y#Y
#Y#Y
#Y #Y #Y #Y
#Y#Y
#Y#Y #Y #Y#Y #Y
#Y
#Y
16TH #Y#Y
ST
16TH ST
#Y #Y
#Y #Y#Y
#Y#Y
#Y
#Y#Y#Y
#Y
#Y
#Y
#Y #Y#Y #Y
15TH
ST
15TH ST
#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#Y #Y #Y #Y #Y #Y#Y#Y#Y
#Y#Y #Y#Y#Y#Y #Y #Y#Y #Y
#Y#Y#Y#Y
14TH #Y#Y #Y ST #Y #Y
14TH
#Y#Y #Y #Y
ST
14TH
#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 #Y #Y #Y#Y #Y #Y#Y #Y #Y #Y #Y#Y
#Y ST
#Y
#Y
#Y
#Y #Y #Y #Y #Y#Y#Y
ST
#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
12TH #Y#Y ST
12TH
ST
#Y
#Y
#Y#Y#Y#Y#Y
#Y #Y #Y #Y 11TH ST
11TH
ST
#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#Y#Y#Y #Y#Y#Y
#Y#Y#Y
#Y
#Y
#Y
#Y #Y
#Y
#Y
#Y
#Y #Y #Y#Y #Y #Y 10TH
#Y ST
10TH
ST
#Y #Y #Y #Y #Y
#Y
#Y
#Y
#Y #Y
#Y
#Y
#Y
#Y#Y
#Y #Y #Y #Y #Y#Y #Y #Y #Y
9TH #Y #Y
#Y#Y
#Y#Y#Y
9TH
#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 LINCOLN #Y#Y
#Y BLVD#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 7TH#Y ST #Y #Y #Y #Y 7TH
ST
#Y#Y #Y 7TH ST
#Y
#Y #Y
#Y #Y
#Y #Y#Y #Y
#Y
#Y #Y
#Y
#Y
ST
#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
5TH #Y#Y#Y #Y #Y
ST#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
4TH
ST
#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 ST #Y#Y #Y #Y
ST PROM
#Y#Y #Y
#Y#Y #Y#Y
#Y #Y #Y #Y
#Y
#Y
#Y #Y
#Y
#Y
MAIN
#Y#Y
#Y #Y#Y #Y #Y#Y 2ND#Y
ST #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
OCEAN
#Y#Y AVE
#Y
OCEAN
AVE
PAVEMENT RE-STRIPING LEGEND
Feet
#Y
#Y
#Y #Y #Y #Y
#Y#Y#Y
BERKELEY
STANFORD
AVE
IDAHO
AVE
IDAHO
24TH
WASHINGTON
AVE
WASHINGTON
AVE
6TH
3RD
LIPTON AVE
EUCLID
AVE
CALIFORNIA
AVE
CALIFORNIA
#Y
BLVD
WILSHIRE
BLVD
3RD
ST
ROAD
AVE
ARIZONA
ARIZONA
CHELSEA
PL
BLVD
SANTA MONICA
BLVD
SANTA MONICA
OCEAN FRONT WALK
AVE
ST
ST
25TH ST
SCHADER
DR
BROADWAY
ST
BROADWAY
BROADWAY
BROADWAY
AVE
COLORADO
AVE
COLORADO
SANTA
MOSS
AVE
PENNSYLVANIA
PENNSYLVANIA
AVE
AVE
EUCLID
SEASIDE
TER
26TH
OLYMPIC
ARCADIA
TER
ARCADIA
TER
PENN AVE
PACIFIC
TER
OLYMPIC
MONICA
ST
MARINE
TER
AVE
NEBRASKA
MICHIGAN AVE
AVE
MICHIGAN
SEAVIEW
TER
DELAWARE
AVE
AVE
DELAWARE
4TH
APPIAN WAY
TER
OCEAN FRONT WALK
VICENTE
TER
11TH
ST
PICO
BLVD
YORKSHIRE
AVE
DORCHESTER
AVE
EXPOSITION BLVD
22ND
20TH
BLVD
LINCOLN
BAY ST
NEILSON
OCEAN WAY
DELAWARE AVE
FWY
ST
OCEAN
VIRGINIA AVE
10TH
BAY
6TH ST
BICKNELL AVE
27TH ST
VIRGINIA
21ST
ST
BAY ST
EUCLID
ST
GRANT
PACIFIC
34TH
WARWICK
AVE
KANSAS
ST
DELAWARE
AVE
CENTINELA
AVE
AVE
DORCHESTER
URBAN
YORKSHIRE
ST
AVE
AVE
23RD
22ND
AVE
25TH
24TH
PICO BLVD PICO
ST
PACIFIC
ST
7TH
PACIFIC
5TH
16TH
ST
ST
STRAND
27TH
26TH
29TH
28TH
31ST
30TH
32ND
PEARL ST
PEARL
MAIN
NEILSON
ST
ST
ST
ST
ST
ST
ST
CLOVERFIELD BLVD
#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#Y #Y #Y #Y #Y #Y #Y
#Y
Santa Monica
City of
PUBLIC WORKS DEPARTMENT
Civil Engineering Division
1437 4th Street, Suite 300, Santa Monica, CA 90401
tel. ( 310 ) 458-8721 fax ( 310 ) 393-4425
e-mail : sm.engineering@smgov.net
Pacific Ocean
#Y#Y#Y #Y#Y
#Y
#Y#Y #Y #Y#Y
#Y
#Y#Y
NO. DATE BY DESCRIPTION APPROVED
REVISIONS
Pacific Ocean
REVIEWED :
#Y
21ST
ST
PEARL
KENSINGTON
RD
ST
CEDAR
CEDAR ST
ST
WAY
ST
PINE
PINE ST
BEVERLY AVE
6TH ST
AVE
3RD
HOLLISTER
HOLLISTER AVE
AVE
WADSWORTH
BARNARD
HART AVE
BLVD
MILLS
FRASER AVE
CEDAR
ST
ST
ST
ST
MAPLE
ST
PARK
18TH ST
PINE
ST
ST
ST
ST
MAPLE
ST
ST
ST
ST
ST
ST
ST
17TH
OAK
ST
ST
ST
ST
ST
HILL
BLVD
ST
2ND ST
NORMAN
#Y#Y
OCEAN
OCEAN FRONT WALK
34TH
33RD
#Y
BLVD
BEACH
OCEAN PARK OCEAN PARK BLVD
HIGHLAND
6TH
COPELAND CT
HILL
WAY
#Y#Y
BLVD
HILL
ST
RAYMOND
AVE
ASHLAND
AVE
SEA COLONY DR
31ST
GOLDSMITH
ST
BENTLEY
RUSKIN
ST
CT
ST
WAY
ST
AVE
25TH ST
ST
W
AVE
ELLESLEY
LOOP NORTH
PIER
BRYN MAWR
ST
DOUGLAS
CLOVER ST
AVE
SUNSET
LONGFELLOW ST
OZONE
MARINE
DR
23RD
21ST ST
ST
18TH ST
KINNEY
ASHLAND
10TH
ST
PIER AVE
ST
PIER AVE
ST
11TH
AVE
PIER
WILSON PL
SUNSET AVE
MARGARET LN
STEINER AVE
PROSPECT AVE
GLENN AVE
PIER AVE
7THST
#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 #Y
#Y
DATE : 20
TRANSPORTATION MANAGEMENT DIVISION
REVIEWED :
REVIEWED :
DATE :
CITY CLIENTS
20
DATE : 20
REFERENCE:
DATE :
20
SUBMITTED BY :
MARK CUNEO, P.E. - PRINCIPAL CIVIL ENGINEER
APPROVED BY:
LEE SWAIN, P.E. - CITY ENGINEER
#Y#Y
#Y
#Y
AVE
MARINE
ST
NAVY ST
6TH ST
5TH ST
#Y
SP-FILE NO. :
LINDA
LN
PAULA
DR
OZONE
ST
DONALD
AVE
MARINE ST
ST
#Y#Y
AVE
NAVY
AVE
ROBSON AVE
ST
FREDERICK ST
COMPUTER FILE NAME :
ST
SP2236
ST
DEWEY
DONALD DOUGLAS
ST
LOOP SOUTH
AIRPORT
AVE
NOTE: IN ADDITION TO THE ABOVE LOCATIONS, FULL-DEPTH ASPHALT REPAIRS WILL ALSO BE IDENTIFIED AND SCHEDULED FOR SLURRY SEAL
AND OVERLAY LOCATIONS. THE CONSTRUCTION MANAGER AND/OR INSPECTOR WILL MARK-OUT ASPHALT REPAIR LOCATIONS AT LEAST 2-WEEK
PRIOR TO THE PROPOSED WORK BASED ON THE APPROVED SCHEDULE, OR UPON THE CONTRACTOR'S REQUEST.
SLURRY SEAL LOCATIONS (TYPE-II)
GENERAL NOTES FOR CONSTRUCTION
3RD STREET FROM PICO BLVD (S/S) TO OCEAN PARK BLVD (N/S)
3RD STREET FROM OCEAN PARK BLVD (S/S) TO SOUTH CITY LIMITS
21ST PLACE FROM SAN VICENTE BLVD (S/S) TO CARLYLE AVE (N/S)
22ND STREET FROM SAN VICENTE BLVD (S/S) TO MARGUERITA AVE (N/S)
COLD-MILL & OVERLAY LOCATIONS (VARIABLE DEPTH COLD-MILL HEARDER-CUT & 2" ARHM OVERLAY)
Ñ
20TH STREET FROM SAN VICENTE BLVD (S/S) TO CARLYLE AVE (N/S)
21ST STREET FROM GEORGINA AVE (S/S) TO MONTANA AVE (N/S)
22ND STREET FROM MARGUERITA AVE (S/S) TO MONTANA AVE (N/S)
23RD STREET FROM SAN VICENTE BLVD (S/S) TO ALTA AVE (N/S)
26TH STREET FROM NORTH CITY LIMITS TO SAN VICENTE BLVD (N/S)
ALTA AVE FROM 18TH STREET (E/S) TO 22ND STREET (W/S)
$
Ñ
1.
2.
3.
4.
PAVEMENT STRIPING, MARKINGS & LEGENDS, AND RAISED PAVEMENT MARKERS (RPMs) SHALL CONFORM
TO THE LATEST EDITION OF THE CALIFORNIA DEPARTMENT OF TRANSPORTATION STANDARD PLANS AND
SPECIFICATIONS.
ALL OTHER WORK AND MATERIALS NOT IDENTIFIED IN GENERAL NOTE 1 SHALL CONFORM TO THE
STANDARD SPECIFICATIONS FOR PUBLIC WORKS CONSTRUCTION (SSPWC), LATEST EDITION; THE STANDARD
PLANS FOR PUBLIC WORKS CONSTRUCTION (SPPWC), LATEST EDITION; AND THE SPECIAL PROVISIONS FOR
THIS PROJECT (SP2236) UNLESS NOTED OTHERWISE.
MIX DESIGN AND PLACEMENT OF ASPHALT RUBBER HOT MIX (ARHM) SHALL COMPLY WITH SECTIONS 203-11
AND 302-5 OF THE SSPWC. SPECIFICALLY, ARHM FOR THIS PROJECT SHALL BE ARHM-GG-C. THE ASPHALT CEMENT
BINDER SHALL CONFORM TO PG 64-16 (PERFORMANCE GRADE) WITH RUBBER, AND SHALL BE MODIFIED WITH AN
ASPHALT MODIFIER.
MIX DESIGN, SURFACE PREPARATION AND PLACEMENT OF RUBBERIZED EMULSION AGGREGATE SLURRY (REAS)
SHALL COMPLY WITH SECTION 600-3 OF THE SSPWC. SPECIFICALLY, REAS FOR THIS PROJECT SHALL BE TYPE-I.
RUBBERIZED POLYMER MODIFIED EMULSION (RPME) SHALL BE A QUICK-SET TYPE, UNLESS APPROVED OTHERWISED
BY THE ENGINEER.
PAVING LEGEND
FULL-DEPTH ASPHALT REPAIRS (8" DEEP)
BROADWAY FROM 4TH STREET (E/S) TO 6TH STREET (W/S)
EUCLID AVE FROM WASHINGTON AVE (S/S) TO WILSHIRE BLVD (N/S)
COLD-MILL & OVERLAY (ARHM)
2" COLD-MILLING WITH 2" ARHM OVERLAY
COLD-MILL & OVERLAY ONLY
CONCRETE GUTTERS, COLD-MILL & OVERLAY
PERVIOUS CONCRETE GUTTERS, COLD-MILL & OVERLAY
SLURRY SEALING (TYPE-II)
SLURRY SEALING WITH TYPE-II SLURRY
CONCRETE PANEL REPAIR
REPLACE DAMAGED CONCRETE PANELS - 8" THICK (TYP.)
ASPHALT DIG-OUT & REPAIR
FULL-DEPTH ASPHALT REPAIR - 8" DEEP
CONCRETE CROSS-GUTTER
CONSTRUCT PCC CROSS GUTTER PER APWA STANDARD
SIDEWALK REPAIR LEGEND
#Y
#Y
#Y
PRIORITY 1 LOCATION
VERTICAL DISPLACEMENT > 3"
PRIORITY 2 LOCATION
VERTICAL DISPLACEMENT BETWEEN 1" & 3"
PRIORITY 3 LOCATION
VERTICAL DISPLACEMENT < 1"
24TH STREET FROM SAN VICENTE BLVD (S/S) TO MONTANA AVE (N/S)
ALTA AVE FROM 22ND STREET (E/S) TO 26TH STREET (W/S)
CARLYLE AVE FROM 18TH STREET (E/S) TO 21ST STREET (W/S)
LOCATIONS REQUIRING INSTALLATION OF CONCRETE GUTTERS
LOCATIONS REQUIRING INSTALLATION OF PERVIOUS CONCRETE GUTTERS
ANNUAL PAVING AND SIDEWALK REPAIR PROJECT
(FISCAL YEAR 2012-2013 FUNDED)
PAVING & SIDEWALK REPAIR LOCATIONS
DESIGN BY:
DRAWN BY:
CHECKED BY:
A. SHETH
CONSULTANT DWG. NO.
DRAWING NO.
AND BICYCLE ACTION PLAN STRIPING MODIFICATIONS 6731
DATE : 20
PROJECT AND SHEET TITLE
SHT OF SHTS
Ñ
CARLYLE AVE FROM 21ST STREET (E/S) TO 26TH STREET (W/S)
GEORGINA AVE FROM 18TH STREET (E/S) TO 21ST PLACE (W/S)
GEORGINA AVE FROM 21ST PLACE (E/S) TO 26TH STREET (W/S)
MARGUERITA AVE FROM 18TH STREET (E/S) TO 26TH STREET (W/S)
2
A. SHETH
2

City Council Report
To:
From:
Subject:
Mayor and City Council
Martin Pastucha, Director of Public Works
City Council Meeting: May 14, 2013
Agenda Item: 3-F
Contract Modification for Construction Services for the Universally
Accessible Playground Project
Recommended Action
Staff recommends that the City Council:
1. Authorize the City Manager to negotiate and execute a first modification to
Construction Contract No. 9644 (CCS) in the amount of $102,762 (includes a
10% contingency) with Micon Construction, Inc., a California-based company, to
provide additional construction services for the Universally Accessible
Playground. This will result in a new amended construction contract not to
exceed $1,101,243 over a one-year period.
2. Authorize the Director of Public Works to issue any necessary change orders to
complete additional work within budget authority.
Executive Summary
On September 11, 2012, Council approved Construction Contract No. 9644 (CCS) in an
amount not to exceed $998,481 with Micon Construction, Inc. for construction services
for the Universally Accessible Playground. Additional construction services in the
amount of $102,762 (including 10% contingency) are necessary due to unforeseen
conditions and requirements during construction as well as additional recommended
Alternate Bid items.
Background
On September 11, 2012, Council awarded Contract No.9644 to Micon Construction, Inc.
for the construction of the Universally Accessible Playground Project in an amount not
to exceed $998,481. Construction began on October 15, 2012, with a target date for
completion of June 20, 2013, in time to fulfill the schedule for funding dictated by the
Community Development Block Grant (CDBG) criteria. Construction has progressed
well with the target completion date still in effect.
1

Contractor Selection
On July 19, 2012, the City published Notices Inviting Bids for construction services for
the Universally Accessible Playground Project. The bid was posted on the City’s on-line
bidding site and notices were advertised in the Santa Monica Daily Press in accordance
with City Charter and Municipal Code provisions. Over 750 vendors were notified and
49 prospective bidders made requests for bid documents. Three bids were received
and publicly opened on August 9, 2012. The bids were evaluated based on price, direct
experience on similar projects, record performing public sector work, hourly rates for
services, understanding of the project’s scope, approach to the work, qualifications of
proposed staff, and scheduling of project activities. Based on these criteria, Micon
Construction, Inc. was recommended as the best bidder to provide construction
services for the Universally Accessible Playground Project.
Discussion
Unforeseen Conditions
Due to unforeseen conditions and additional requirements encountered during
construction, the scope of work required has increased. The total cost for unforeseen
conditions and additional requirements is $46,305 and includes:
• The project was bid by contractors before construction documents had been
approved by Building & Safety in order to meet CDGB funding requirements to
commit grant funds before the end of Fiscal Year 2012-13. After Micon
Construction, Inc. was selected, a number of plan check changes were made to
the scope of work which increased project costs. These plan check changes
include: an increased size and strength of the structural foundations, redesigned
entranceway, ramp and gate, and more slip resistant concrete sidewalk finishes.
Inaccurate soil quantity estimates included with the construction documents
resulted in additional soil removal costs.
• Old, buried concrete footings, wooden piles and steel structures were
encountered on the site.
Alternate Bid Items
The community engagement process included a community workshop, a focus group,
outreach to the special education and preschool communities, coordination with the
Disabilities and Recreation & Parks Commissions and on-going outreach to the
immediate neighbors of the project site (Sea Colony condominium complex). The
2

specific program and amenities for the new playground were determined through this
process, and by working closely with the Disabilities and the Recreation & Parks
Commissions and neighborhood stakeholders. The stated importance of incorporating
elements to integrate play for children of all abilities prompted the inclusion of all
remaining Alternate Bid items to Construction Contract No. 9644. Alternate bid items 1
and 6 (an additional concrete seat wall and second pair of picnic tables) were included
at award of the construction contract because the selected contractor’s bid was
sufficiently below the funding limit for the project to allow those additions at that time.
The additional play elements, which had been shown during the community review
process, (Alternate bid items 2 through 5) include: an additional set of Chitter Chatter
Talk Tubes, a Sway Fun Glider, a Wake Ride, and a Spinner Saddle for a total cost of
$47,115.
The unknown and additional requirements impact the project budget and result in
additional construction costs. The total for all change orders that are the result of
unforeseen conditions, requested play equipment additions and scope of work changes,
is $102,762 (including a 10% contingency).
Financial Impacts & Budget Actions
The contract modification to be awarded to Micon Construction, Inc. is $102,762, for an
amended contract total not to exceed $1,101,243. Funds in the amount of $102,762 are
available in the FY 2012-13 Capital Improvement Program budget in account
C116011.589000.
Prepared by: Jean Bellman, Architect
Gene Higginbotham, Engineering Project Specialist
Judith Meister, Beach Administrator – CCS
Approved:
Forwarded to Council:
Martin Pastucha
Director of Public Works
Rod Gould
City Manager
3

City Council Report
To:
From:
Subject:
City Council Meeting: May 14, 2013
Agenda Item: 3-G
Mayor and City Council
Martin Pastucha, Director of Public Works
Bid Award for the Purchase and Delivery of Ford Parts
Recommended Action
Staff recommends that the City Council award Bid #F4023a for the purchase and delivery
of Ford Original Equipment Manufacturer (OEM) parts to Buerge Ford, Inc., a Californiabased
company, in an amount not to exceed $45,000, with two one-year renewal options
in the amount of $45,000, for a total amount not to exceed $135,000 over a three-year
period, with future year funding contingent on Council budget approval.
Executive Summary
The City utilizes a variety of new parts to replace worn and damaged parts on all Cityowned
vehicles manufactured by Ford and maintained by staff. In January 2013, the City
solicited bids for the purchase of Ford OEM parts. After reviewing the two bids received,
staff recommends Buerge Ford, Inc. as the best bidder to provide Ford OEM parts in the
amount of $45,000 per year, for a total not to exceed amount of $135,000 over a threeyear
period.
Discussion
The City purchases a broad variety of Ford OEM parts to replace worn and damaged parts
and ensure the safe and reliable operation of all 309 Ford vehicles in the City fleet,
including 92 Ford pickup trucks and 136 Crown Victoria model police sedans, which
comprise the bulk of Ford vehicles. The City purchased Ford OEM parts from Buerge Ford
in the amount of $38,868 in FY 2011-12 and $20,230 so far this fiscal year.
Vendor Selection
In January 2013, the City published Notices Inviting Bids to furnish and deliver Ford OEM
parts as required by Fleet Management in accordance with City specifications. The bid
was posted on the City’s on-line bidding site, and notices were advertised in the Santa
Monica Daily Press in accordance with City Charter and Municipal Code provisions. Two
1

ids were received and publicly opened on February 4, 2013, per Attachment A. Bids
were evaluated based on price, ability to deliver, product availability, and compliance with
City specifications. Buerge Ford, Inc. was the lowest bidder on all items requested in the
bid, is less than two miles from the Fleet Management facility, offers Ford parts at cost plus
4.5% versus cost plus 5% by the competing bidder, and has a good standing relationship
with the City. Based on these criteria, Buerge Ford, Inc. is recommended as the best
bidder to provide Ford OEM parts in accordance with the City specification.
Financial Impacts & Budget Actions
The purchase order to be awarded to Buerge Ford, Inc. is for an amount not to exceed
$135,000. F unds in the amount of $45,000 are included in the proposed FY2013-14
budget in division 54459. The purchase order will be charged to the following accounts:
54459.522990 $42,000
54459.522920 $ 3,000
TOTAL $45,000
Budget authority for subsequent years will be requested in each budget cycle for Council
approval. Future funding is contingent upon Council approval and budget adoption.
Prepared by: David Lasher, Administrative Analyst
Approved:
Forwarded to Council:
Martin Pastucha
Director of Public Works
Rod Gould
City Manager
Attachment: A – Bid Summary
2

Attachment A ‐ Pricing
Bid No.: 4023a
Bid Close Date: 2/4/2013
Bid Description: Furnish and deliver OEM Ford parts for passenger cars and light trucks, as required by Fleet Management.
Buerge Ford
Bob Wondries Ford
W. Los Angeles, CA Alhambra, Ca
Item No. Description U/M Unit Price Unit Price
3W7Z‐ 14524‐BAE Bezel, master window switch, black EA $45.00 $45.21
6W7Z‐14527‐BA Bezel, master window switch, brown EA $41.33 $41.53
5L1Z‐14529‐AA Switch, master window EA $60.36 $60.65
F75Z‐1130‐AC Hub cap EA $55.23 $55.49
8W7Z‐5420709‐A Weather strip EA $52.47 $52.72
XL3Z‐7A031‐B Trans cooler line EA $64.55 ‐
6W7Z‐17682‐AACP Mirror EA $76.44 $76.81
9W7Z‐17682‐A Mirror EA $114.36 $114.91
4C3Z‐17K707‐BA Mirror EA $45.23 $46.05
7W1Z‐13K359‐AA Multi‐function switch EA $104.86 $105.36
6W7Z‐5423209‐AA Window regulator EA $62.69 $62.99
8C3Z‐2523200‐B Window regulator EA $37.91 $38.09
7W7Z‐7000‐CARM Reman Trans EA $1,669.91 $1,677.90
4W7Z‐6375‐AA Flywheel EA $61.85 $62.15
5W7Z‐7000‐LRM Reman Trans EA $1,653.19 $1,661.10
Miscellaneous
Response
Response
Percent discount off MFR Price List for related items
Cost plus 4.5% Cost plus 5%
Distance in miles from Fleet Management
1.8 miles 22 miles
Payment Terms
Net 30 Net 30
Additional Fees & Charges
N/A
N/A
Proposed Delivery Time ARO
Year 2 Renewal Price Increase
Year 3 Renewal Price Increase
Vendor Comments
30 minutes 2 hours
0% increase 0% increase
0% increase 0% increase

City Council Report
To:
From:
Subject:
City Council Meeting: May 14, 2013
Agenda Item: 3-H
Mayor and City Council
Martin Pastucha, Director of Public Works
Bid Award for Purchase of Nine Police Motorcycles
Recommended Action
Staff recommends that the City Council award Bid #F4049 for the purchase and delivery
of nine police motorcycles to Hollister Honda, a C alifornia-based company, in the
amount of $234,433.
Executive Summary
This purchase would replace nine motorcycles that have reached the end of their useful
life. In January 2013, the City solicited bids for the purchase of nine new and unused
Honda police motorcycles. A fter reviewing the four bids received, staff recommends
Hollister Honda as the best bidder for the purchase and delivery of nine police
motorcycles in the amount of $234,433.
Discussion
The City replaces vehicles that have reached the end of their useful life through the
vehicle replacement program. The nine motorcycles to be r eplaced are used by the
Santa Monica Police Department Special Enforcement Division.
Vendor Selection
In January 2013, the City published a N otice Inviting Bids to furnish and deliver nine
new and unused Honda police motorcycles. The bid was posted on the City’s on-line
bidding site and notices were advertised in the Santa Monica Daily Press in accordance
with City Charter and Municipal Code provisions. Four bids were received and publicly
opened on February 15, 2013 per Attachment A. The bids were evaluated based on
price, ability to deliver, and quality of product.
1

Only two of the four companies that competed submitted bid packages referencing a
Honda motorcycle. Of the two companies that submitted bids for the referenced Honda
police motorcycle, Hollister Honda offered the lowest price and the shortest delivery
window and ha d no bidder’s exceptions associated with their bid package. The City
previously purchased two multipurpose utility vehicles (MUVs) from Hollister Honda (for
the Police Department) with positive results. Based upon these criteria, Hollister Honda
is recommended as the best bidder for the purchase of these vehicles in accordance
with City specifications.
Currently, Fleet Management does not service the City’s motorcycles. Normal service
and any applicable warranty service for the Honda motorcycles could be provided by
any authorized Honda service center regardless of where the motorcycles are
purchased. The nearest Honda motorcycle service centers are in Marina Del Rey,
Inglewood and Hollywood.
Financial Impacts & Budget Actions
The purchase order amount to be awarded to Hollister Honda is for an amount not to
exceed $ 234,433. Funds are available in the FY2012-13 Capital Improvement Program
budget in account C540167.589200.
Prepared by: David Lasher, Administrative Analyst
Approved:
Forwarded to Council:
Martin Pastucha
Director of Public Works
Rod Gould
City Manager
Attachments: A – Summary of Bids
2

Attachment A ‐ Pricing
Bid No.: 4049
Bid Close Date: 2/15/13
Bid Description: Furnish and Deliver Nine (9) New and Unused Honda Motorcycles, as Required by Fleet Management
Hollister Honda
Hollister, CA
Long Beach BMW
Long Beach, CA
Huntington Beach Honda
Huntington Beach, CA
Enforcement Motors Inc.
Hayden, IA
Item Description QTY Unit Price Extended Unit Extended Unit Extended Unit Extended
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
2 Sales Tax (9.5%)
$20,336.17 $21,691.59 $23,041.57 $21,772.58
3 Warranty 9 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00
4 Tire Fee 9 $3.50 $31.50 $3.50 $31.50 $3.50 $31.50 $2.20 $19.80
5 Delivery 9 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $405.00 $3,645.00
6 Other
N/a N/a N/a N/a N/a N/a N/a N/a
7 Grand Total
$234,432.67 $250,055.61 $265,030.87 $254,622.38
Item Description
Response
Response
Response
Response
8 Delivery Date ARO
9 Payment Terms
30 Days*
Net 30
30 to 45 Days
Net 30
60 Days
Net 30
90 Days
Net 30
10 Response to Additional Purchases of Motorcycles
11 Vendor Comments
Same price for additional units
*30 Days if nothing is back ordered.
Same price for additional units
They quoted on a BMW motorcycle.
No price extension offered Same price for additional units
They quoted a Yamaha FJR1300P.

City Council Report
To:
From:
Subject:
Mayor and City Council
Martin Pastucha, Director of Public Works
City Council Meeting: May 14, 2013
Agenda Item: 3-I
Award Construction Contract for the Inline Storm Drain Runoff Infiltration
Pilot Project
Recommended Action
Staff recommends that the City Council:
1. Authorize the City Manager to negotiate and ex ecute a c ontract with Blois
Construction, Inc., a California-based company, in an amount not to exceed
$182,070 (includes a 10% contingency) for the Inline Storm Drain Runoff
Infiltration Pilot Project.
2. Authorize the Director of Public Works to issue any necessary change orders to
complete additional work within budget authority.
Executive Summary
Santa Monica received $300,000 from Proposition 84 for the In-Line Storm Drain Runoff
Infiltration Project (Project). The purpose of the Project is to evaluate retrofit options for
existing catch basins and manholes to capture and infiltrate urban runoff. Pilot retrofits
would be implemented for two catch basins at the intersection of Nebraska and Franklin
and one manhole at the intersection of Nebraska and Stanford. In February 2013, the
City solicited bids for the Project. After reviewing the eight bids received, staff
recommends Blois Construction, Inc. to provide construction services for the Project at
a cost not to exceed $182,070.
Background
On January 26, 2010, Council adopted the Measure V FY2010-11 through FY2014-15
Five Year Plan which included the Inline Storm Drain Runoff Infiltration Pilot Project.
On November 8, 2011, Council authorized staff to accept a $ 300,000 grant with the
State Water Resources Control Board to construct the In-Line Storm Drain Runoff
Infiltration Project.
1

On February 12, 2013, Council approved California Watershed Engineering to perform
all of the water quality monitoring, testing and analysis as required by the City’s
agreement with the State Water Resources Control Board for an amount not to exceed
$80,000.
Discussion
The Project aims to evaluate the feasibility of retrofitting existing storm drain
infrastructure, such as catch basins and manholes, for runoff infiltration purposes.
Retrofits would be implemented for two catch basins at the intersection of Nebraska and
Franklin and one manhole at the intersection of Nebraska and Stanford. Evaluation of
the pilot project based on pollutant reduction analysis, construction complexities, cost,
time, and adverse impacts would determine if the strategies could be ad opted as a
standard best management practice for other catch basin and manhole retrofits as the
City strives to achieve compliance with its National Pollutant Discharge Elimination
System (NPDES) permit.
The Project is part of the Measure V Five Year Capital Improvement Plan. The
construction of the Project would be funded by Proposition 84 and anticipated to be
completed by September 2013.
Contractor Selection
On February 23 and 25, 2013, the City published a N otice Inviting Bids in the Santa
Monica Daily Press and on the City’s online bidding site. Eight sealed bids were
received by the City Clerk’s office and publicly opened on March 14, 2013 by the
Deputy City Clerk. The bid results are as follows:
Bidder
Bid Amount
GRFCO, Inc.
non-responsive/non-responsible
Blois Construction, Inc. $165,519
Bali Construction, Inc. $176,800
Y & M Construction, Inc. $188,470
Mike Prlich & Sons, Inc. $215,500
Clarke Contracting Co. $226,455
Atlas-Allied, Inc. $237,450
MMC, Inc. $266,850
2

The bids were evaluated on competitive pricing, understanding of the project’s scope,
direct experience with similar projects, approach to the work, technical competence,
qualifications of the proposed staff, and the ability to meet the project schedule.
On March 19, 2013, staff received documentation from the Center for Contract
Compliance, a nonprofit labor/management trust that monitors public works projects,
which contained debarment and litigation history of the principals of GRFCO, including
its officer and project manager, and their various related and affiliated entities, Garcia
Juarez Construction and Southern California Underground. T he Center for Contract
Compliance's documentation contain reports from the City of San Diego debarring the
two principals and their related entity, a temporary protective order against one principal
requested by the City of Riverside, CAL/OSHA citations, and lawsuits for non-payment
of prevailing wage. None of which were disclosed by GRFCO in the current bid. Staff
has verified the complaints against GRFCO staff and their various related and affiliated
entities.
Based on the information provided by the Center for Contract Compliance and the
inaccurate responses on GRFCO’s bid, staff deems GRFCO, Inc. a non-responsive,
non-responsible bidder and r ecommends Blois Construction, Inc. as the best bidder
based on their price, quality of services offered, and experience with similar projects.
Blois Construction, Inc. provided in excess of ten references for recently completed
projects. Staff contacted references for three representative projects from the City of
Ventura, County of Ventura, and City of Burbank. All references reported that the work
performed by Blois Construction, Inc. was completed in a timely and c ost-effective
manner while maintaining consistent quality. S taff also verified with the Contractors
State License Board that Blois Construction, Inc. and its subcontractors’ licenses are
current, active, and in good standing.
3

Construction Manager Selection
Construction management for this project would be pr ovided by staff. Construction
management would include inspecting the contractor’s work during construction,
verifying and c ontrolling field changes and unforeseen conditions, monitoring and
mitigating impacts as a result of the construction activities, attending contractor’s safety
meetings, attending periodic progress meetings, and maintaining all necessary
inspection documentation relevant to the work conducted during construction.
Financial Impacts & Budget Actions
The construction contract to be awarded to Blois Construction, Inc. is in an amount not
to exceed $182,070 (includes a 10% contingency). Funds are included in the FY 2012-
13 Capital Improvement Program budget at account C209031.589000, Proposition 84
State Water Board.
Prepared by: Joshua Carvalho, P.E., Assistant Civil Engineer
Approved:
Forwarded to Council:
Martin Pastucha
Director of Public Works
Rod Gould
City Manager
4

City Council Report
To:
From:
Subject:
Mayor and City Council
Martin Pastucha, Director of Public Works
City Council Meeting: May 14, 2013
Agenda Item: 3-J
Reject Bids for the Purchase and Delivery of Vehicle Filters and
Miscellaneous Parts
Recommended Action
Staff recommends that the City Council:
1. Reject all bids received on February 4, 2013 for the purchase and delivery of
vehicle filters and miscellaneous parts.
2. Direct staff to modify and reissue a bid in order to obtain the best bidder for vehicle
filters and miscellaneous parts.
Executive Summary
On February 4, 2013, three bids were received for the purchase and delivery of filters and
miscellaneous parts used in the maintenance of City vehicles. Staff recommends rejecting
all bids received for Bid #4025 and modifying the bid specification to incorporate additional
requirements that would allow for more competitive and accurate pricing, inclusive of all
parts within a m anufacturer’s price list for parts needed in the maintenance of City
vehicles.
Discussion
In January 2013, the City published a Notice Inviting Bids to furnish and deliver filters and
miscellaneous non-original equipment manufacturer (OEM) parts used in the maintenance
of City-owned vehicles. The bid was posted on the City’s on-line bidding site, and notices
were advertised in the Santa Monica Daily Press in accordance with City Charter and
Municipal Code provisions. Three bids were received and publicly opened on February 4,
2013 per Attachment A.
The results for Bid #4025 include pricing for a sample of the most used parts. In the past,
this has caused confusion as vendors claim that they only need to provide pricing on the
items stated in the bid specifications. Staff recommends rejecting all the bids received for
1

Bid #4025 to modify the bid specifications and require vendors to bid on product lines and
brands and provide a discount on all parts, not only the representative sample. This would
allow for more competitive and accurate pricing, inclusive of all parts within a
manufacturer’s list. Staff would rebid the purchase of vehicle filters and miscellaneous
parts at a later time.
Financial Impacts & Budget Actions
There are no budget or financial impacts associated with the recommendation made in this
report.
Prepared by: David Lasher, Administrative Analyst
Approved:
Forwarded to Council:
Martin Pastucha
Director of Public Works
Rod Gould
City Manager
Attachment: A – Bid Summary
2

ATTACHMENT A
Bid No.: 4025
Bid Close Date: 2/4/2013
Bid Description: Furnish and deliver filters as required by Fleet Management

City Council Report
To:
From:
Subject:
City Council Meeting: May 14, 2013
Agenda Item: 3-K
Mayor and City Council
Martin Pastucha, Director of Public Works
Reject Bids for the Purchase of Three Animal Control Unit Vehicles
Recommended Action
Staff recommends that the City Council:
1. Reject all bids received on February 15, 2013 for the purchase and delivery of
three new vehicles for the Police Department’s Animal Control Unit.
2. Direct staff to reissue a bi d for new animal control vehicles after a ne eds
evaluation is completed.
Executive Summary
On February 15, 2013, six bids were received for the purchase and delivery of three
new vehicles for the Police Department’s Animal Control Unit. Staff recommends
rejecting all bids received for Bid #4050 to allow the Police Department time to reevaluate
the type of vehicles needed for animal control operations.
Discussion
In January 2013, the City published a Notice Inviting Bids to furnish and deliver three
new conventional cab trucks with specialized animal control bodies and related animal
transportation equipment for the Police Department. The bid was posted on the City’s
on-line bidding site, and notices were advertised in the Santa Monica Daily Press in
accordance with City Charter and Municipal Code provisions. Six bids were received
and publicly opened on February 15, 2013 per Attachment A.
After the bids were received, Police Department staff decided to look into the Transit
Connect vehicle, which is a smaller vehicle that provides a lower cage entry height for
the animals. C urrent vehicle configuration consists of six animal transport cages.
Police Department staff are evaluating their transport capacity needs. Also, it has been
1

determined that not all of the Animal Control Unit’s vehicles need to be 4x4 vehicles for
beach access. Staff recommends rejecting all bids received for Bid #4050 as the Police
Department re-evaluates the type of vehicles needed for animal control operations.
Staff would rebid the purchase of new animal control vehicles at a later time once the
Police Department has determined vehicles specifications that address their operational
needs.
Financial Impacts & Budget Actions
There are no budget or financial impacts associated with the recommendation made in
this report.
Prepared by: David Lasher, Administrative Analyst
Approved:
Forwarded to Council:
Martin Pastucha
Director of Public Works
Rod Gould
City Manager
Attachment: A – Bid Summary
2

ATTACHMENT A
Bid No.: 4050
Bid Closing Date: 2/15/13
Bid Description: Furnish and Deliver Three (3) CNG Conventional Cab Trucks with Animal Control Bodies and Animal Transportation Units, As Required by Fleet Management
Carmenita Truck Center
Fritts Ford
Frontier Ford
Santa Fe Springs, CA
Riverside, CA
Santa Clara, CA
Item Description QTY Unit Price Extended Unit Price Extended Unit Price Extended
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
2 Sales Tax (9.5%)
$16,769.89 $15,944.64 $14,424.50
3 Tire Fee 3 $8.75 $26.25 $8.75 $21.00 $7.00 $21.00
4 Delivery 3 $125.00 $375.00 $0.00 $0.00 $0.00 $0.00
5 Other
N/a N/a N/a N/a N/a N/a
6 Grand Total
$193,696.27 $183,803.94 $166,282.25
Item Description
Response
Response
Response
7 Year, Make, Model of Proposed Unit
8 Year, Make, Model of Proposed Fiberglass Coaches
9 Guaranteed Delivery Date (ARO)
10 Payment Terms
11 Vendor Comments
2013 Ford F350 Regular Cab XL
2013 Custom Fiberglass Coaches PRO6WS7
185 Days
Net 30
2013 Ford Super Duty F250
2013 Custom Fiberglass Coaches PRO6WS7
180 to 210 Days
$1000 20, Net 30
2013 Ford F350 Regular Cab
PRO6WS7 By Custom Fiberglass Coaches
180 to 220 Days
2% Discount 20 Days/Net 30
Illustrated Parts Book not available
Reynolds Buick, Inc.
South Bay Ford
Wondries Fleet Group
Covina, CA
Hawthorne, CA
Alhambra, CA
Item Description QTY Unit Price Extended Unit Price Extended Unit Price Extended
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
2 Sales Tax (9.5%)
$14,539.36 $17,554.52 $16,487.97
3 Tire Fee 3 Included Included $8.93 $26.79 $7.00 $21.00
4 Delivery 3 Included Included $0.00 $0.00 $0.00 $0.00
5 Other
N/a N/a N/a N/a N/a N/a
6 Grand Total
$167,585.29 $202,635.74 $190,066.53
Item Description
Response
Response
Response
7 Year, Make, Model of Proposed Unit
8 Year, Make, Model of Proposed Fiberglass Coaches
9 Guaranteed Delivery Date (ARO)
10 Payment Terms
11 Vendor Comments
2013 GMC Sierra
Bowie Int'l Custom Fiberglass Coach PRO6WS7
120 to 150 Days
2% 30 Days
2013 Ford F350 F3A
2013 Custom Fiberglass Coaches PRO6WS7
280 to 300 Days
2% 21 Days, Net 30
2013 Ford F350/PU Box Delete
Not indicated in bid
120 to 160 Days
Net 30 Days
NOTES:
Received a No Bid response from Fladeboe Automotice Group, Inc.

City Council Report
To:
Mayor and City Council
City Council Meeting: May 14, 2013
Agenda Item: 4-A
From:
Subject:
Martin Pastucha, Director of Public Works
Sustainable Water Master Plan Status Update
Recommended Action
Staff recommends that the City Council:
1. Direct staff to proceed with the Sustainable Water Master Plan (SWMP) and fully
develop Option 1 – Staff Recommendation.
2. Review and comment on SBx7-7 water use goal of 123 gallons per capita per
day (GPCD) and direct staff to change the next Urban Water Management Plan
(UWMP) SBx7-7 water use goal from 123 GPCD to 141 GPCD at the UWMP
2015 update.
3. Direct staff to proceed with the water and wastewater rate study.
Executive Summary
The development of a Sustainable Water Master Plan (SWMP) entails a multi-faceted
approach to address the City’s goal of achieving water self-sufficiency by the year
2020. With the City’s current capability to meet approximately 70% of its water demand
from local groundwater sources, the objective is to develop strategies to close the “gap”
represented by the current purchase of imported water. Through a c ombination of
demand management approaches and water supply augmentation tactics, subjected to
a life cycle cost assessment, various portfolios are being developed to represent
permutations and combinations of options that best meet the program objectives and
continue to support the City’s Sustainability Plan. This report presents an update of the
SWMP and the process and tools developed, including portfolio development and the
rate study update to allow the Council and the community to evaluate the mix of
strategies to achieve water self-sufficiency by 2020. Additionally, this report
recommends a portfolio of conservation and s upply approaches, as well as a
modification to the water consumption goal previously adopted.
Background
In a study session at the March 8, 2011 Council meeting, staff presented the concepts
and principles involved in achieving the goal of water self-sufficiency by the year
2020. Following the study session, staff embarked on the development of a Sustainable
1

Water Master Plan (SWMP) in order to achieve this goal. In support of this effort an
agreement with Richard C. Slade and Associates, LLC (RCS) to perform a groundwater
assessment was authorized at the August 23, 2011 Council meeting, and another
agreement with Kennedy/Jenks Consultants (KJC) was authorized at the March 27,
2012 Council meeting to prepare the Sustainable Water Master Plan.
In an information item to Council dated November 5, 2012, staff presented an update on
the status of the development of a Sustainable Water Master Plan (SWMP) to guide the
City‘s efforts to achieve the goal of water self-sufficiency by 2020. At that time, the
SWMP was 25 percent complete. The SWMP is now 75 percent complete. This report
presents an update on the status of the work performed since the last report and a
request that Council provide comment and direction in order to complete the SWMP.
This update includes information regarding the following:
• Advisory Committee
• Water demand analysis
• Water conservation program modeling and analysis
• Analysis of additional local groundwater opportunities
• Analysis of the potential for rainwater harvesting and c ity-wide stormwater
capture
• Recycled water market study
• Preliminary implementation cost analysis
Discussion
At its core, a w ater master plan targeting water self-sufficiency by 2020 m ust first
develop an estimate of the demand in that year, and t hen compare the city’s current
supply capabilities against this demand. The resultant “gap” is then filled by a portfolio
of water conservation strategies and new water supply opportunities such that the city’s
demand in 2020 can be met without dependence on imported water supplies. The
following sections of this report address the demand estimated for the year 2020, along
with recommended water conservation programs and new supply approaches.
2

Advisory Committee
A volunteer advisory committee was formed near the inception of the project comprising
of individuals interested in assisting the City pursue its goal of water self-sufficiency.
Advisory committee members include Mark Gold, Chair of the City’s Environmental
Task Force, Associate Director UCLA Institute of the Environment and S ustainability;
Andy Lipkis, Tree People Founder and P resident; Conner Everts, Southern California
Watershed Alliance Executive Director; Ed Osann, Natural Resources Defense Council
Senior Policy Analyst, Water Program; Judy Abdo, Santa Monica representative on the
MWD Board of Directors, former Santa Monica Mayor and C ouncilmember; Caryn
Mandelbaum, Environment Now Freshwater Program Director, Staff Attorney; Tracy
Quinn, Natural Resources Defense Council Policy Analyst, Water Program; Deborah
Weinstein, Tree People Director of Policy. Meetings with available members of the
committee have occurred January 10, February 28, March 11, and April 10 to discuss
approaches and strategies to be included in the SWMP. It is anticipated the advisory
committee will continue to be c onvened throughout the duration of the project. The
City’s Task Force on the Environment was presented an update of the project at its April
15, 2013 meeting.
Water Demand Analysis
To achieve water self-sufficiency by the year 2020, the City must have a c lear
understanding of its future water needs, or demands. The total amount of local water
supplies needed to meet the City’s sustainability goal includes water supplied to
customers as well as an allowance for system water loss, and water lost through the
treatment process referred to as brine or production loss.
The City’s initial estimate of the volume of water needed to meet the sustainability goal
was approximately 3,700 acre-feet (AF); however, that estimate was based on the
assumption that water demand would not increase in the future beyond current levels
and did not consider the effects that economic activity and weather may have on future
water demands. While the extent of these effects may vary based on local conditions,
there is a general increase in demands with increased economic activity and hot ter,
3

drier weather conditions. These effects were not incorporated in the demand
projections available in current planning documents, including the 2010 Land Use and
Circulation Element (LUCE). A comparison of current water demands and the LUCE
projected demands suggests that the LUCE projection may be too high. The 2010
LUCE projected water demands of approximately 15,300 AF in 2012; a detailed billing
data analysis shows actual demand in 2012 was approximately 13,500 AF – a
difference of 1,800 AF.
To plan for future supply needs, a comprehensive demand analysis was performed in
order to develop new demand projections that align more closely with current demands
and were adjusted for effects of weather and economic activity applicable to Santa
Monica. First, a new baseline demand projection was developed. This baseline
demand projection begins with current actual demands of approximately 13,500 AF in
2012 and grows at the same rate as the water demand projection found in the LUCE.
LUCE annual growth rates were used since it was developed based on the City's best
estimates of demographic and development projections used in the City’s General Plan
and other planning documents. Figure 1 compares the water demand projection found
in the LUCE with the new baseline demand projection.
4

Figure 1. Demand Analysis: Comparison of the LUCE Water Demand Projection with the Baseline
Demand Projection
15,300
15,900
13,500
14,100
Next, the effects of weather and economic conditions on the City’s water demand were
explored. Regression analyses were performed to evaluate the correlation between
water use for various customer categories (single family, multi-family, commercial,
institutional and landscape irrigation) and weather and economic (unemployment rate)
factors. Data from the regression analyses indicated that there was no s ignificant
correlation observed with weather related parameters for the City. However, a better
correlation was found between the City’s unemployment rate and the water use of
single family, multi-family and landscape irrigation customer classes. A decrease in the
unemployment rate resulted in an increase in water use among these customers. The
analysis suggests the reduction in water use was due in large part to the recession and
higher unemployment rate.
5

Accordingly, the baseline water demand was adjusted to project future water demands
under good economic conditions, as shown in Figure 2. The “good economy” demand
projection is approximately 10 p ercent higher than the baseline water demand
projection. Given that the City’s existing local water supply capacity is approximately
9,000 AF, the demand analysis suggests that the gap between available water supply
and the volume of water required to meet the City’s sustainability goal in 2020 i s
actually closer to 6,500 AF, rather than 3,700 AF (Figure 2).
Figure 2. Demand Analysis: Luce Demand Projection, Baseline Demand Projection & Good
Economy Demand Projection
15,900
15,300
15,490
14,800
14,100
13,500
Approximately 6,500 AF
needed to City’s
sustainability goal in 2020
A multi-faceted water supply portfolio is required in order for the City to meet its water
self-sufficiency goal. This portfolio should include both demand reduction measures
through the implementation of water conservation programs, as well as new supply and
water treatment options. New water supply options may include additional groundwater
6

capacity, rainwater harvesting and s tormwater capture, and additional recycled water
sources. These supply options are explored in greater detail in the following sections.
Water Conservation Modeling and Analysis
Since the November status report, the water conservation analysis was refined to better
define the City's opportunities to reduce the projected water demands described above
through the implementation of water conservation programs. After completion of a
detailed billing and past conservation program and policy analysis, a comprehensive list
of water conservation programs was developed and modeled using the Alliance for
Water Efficiency’s Water Conservation Tracking Tool. This model allows users to
analyze the water savings potential and implementation costs of a collection of water
conservation programs. The model also uses local demographic and housing
characteristics to estimate water savings that could be attributable to enhanced
efficiency requirements in State plumbing codes and water fixture usage standards, and
predict reductions in demand from other applicable programs.
The suite of programs selected for analysis address each of the City’s water customer
sectors (single-family, multi-family, commercial, institutional, and landscape) with an
emphasis on water users that shows opportunity for additional conservation. Since
1988 the City has invested millions of dollars in resources to retrofit nearly every indoor
plumbing fixture in commercial, single-family and m ulti-family buildings with water
saving products. As a r esult water usage in the City has declined even though the
City’s population and development have increased.
Results of the billing analysis indicated that the greatest remaining potential for water
conservation exists among the City’s commercial and institutional customers, as well as
in landscape water use. Two specific large water users, St. John’s Medical Center, the
Santa Monica-Malibu Unified School District, and laundry facilities, were identified by
City staff as customers with a high potential for additional water savings and programs
were developed to target those potential savings.
7

Implementation levels for each water conservation program modeled were based on
analyses of saturation rate of existing water saving plumbing fixtures and landscapes,
customer surveys, staff knowledge of the City’s customers and their willingness to
implement these programs, and products that will have long-term water savings that are
not dependent on significant changes in the customer’s behavior. The goal was to
develop a diverse selection of programs that aggressively pursued demand reduction
through retrofitting existing indoor plumbing that is already water-saving with plumbing
fixtures that save about twenty percent more water in addition to retrofitting landscapes
with plants and irrigation that can save up to eighty percent more compared to existing
landscapes.
The resulting suite of conservation programs (Table 1) is projected to save
approximately 775 AFY of water in the year 2020. An additional 420 AFY of savings is
expected in 2020 as a result of State plumbing and building code standards that require
higher water saving fixtures. In addition, a reduction in system-wide leaks and nonrevenue
water through capital investment in the system is projected to save another 250
AFY of water for a total demand reduction of approximately 1,443 AFY in 2020.
8

Table 1. Water Conservation Programs
Figure 3 shows the potential effect of implementing the recommended water
conservation programs on the City’s projected water demand assuming the “good
economy” water demand projection previously described. Implementation of the
recommended water conservation programs reduces the volume of additional water the
City must produce to meet its self-sufficiency goals from approximately 6,500 AF to
approximately 5,000 AF. While water conservation alone will not enable the City to meet
its water self-sufficiency goal, it can significantly reduce the volume of additional water
supply required.
9

Figure 3 - Demand Reduction as a Result of Recommended Water Conservation Program
While conservation programs are often less expensive than physically constructing and
operating new water supply or treatment facilities, the noted reductions in projected
water demand are not without a cost. For the City of Santa Monica, these costs include
the cost of the actual conservation program, increased staff and public outreach costs
associated with new program implementation and management, and the associated
loss in water sales revenues (this latter component is partially offset by reduced water
supply production costs). Based on the City's current demands and water revenues, it
is estimated that the total cost for the recommended water conservation program
reflected in Table 1 is approximately $7.2 million through 2020.
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Additional Local Groundwater Opportunities
In addition to implementing the water conservation programs described above, the City
will also need to expand local groundwater resources. Currently, the City obtains local
groundwater from the Santa Monica Basin via five wells. These wells are located within
the Arcadia and Olympic Sub-basins, and can produce approximately 3,000 acre feet
per year (AFY). Additionally, there are five wells located outside of the City limits in the
Charnock Sub-basin with a combined production capacity of approximately 6,000 AFY.
However, since 1995, the City has had to purchase most of its annual water supply
needs from the Metropolitan Water District (MWD) as the Charnock well field was shut
down due to methyl tertiary butyl ether (MTBE) contamination. This supply is now being
used in the system after treatment at the Charnock Water Treatment plant. The total
groundwater production capacity from the Arcadia, Olympic, and Charnock sub-basins
is currently estimated at approximately 9,000 AFY.
Another study of the groundwater basin was recently performed by Richard C. Slade
and Associates, LLC (RCS). T he study suggests the City may have additional local
groundwater opportunities within the Olympic, Charnock and Coastal Sub-basins. The
Coastal sub-basin has not been utilized as a g roundwater source to date due to salt
water intrusion; additional treatment would be required to utilize water from this basin.
Additional efforts are needed to assess potential sites and derive the potential quality
and quantity of additional well production for the City's supply portfolio. Incorporating
the RCS study with the SWMP’s evaluations and discussions, has led to the following
preliminary recommendations for additional local groundwater production and treatment
facilities. These preliminary recommendations are:
• Expansion of the existing Arcadia Water Treatment Plant
• Design and c onstruct new Olympic Water Treatment Plant (Gillette/Boeing
Settlement Project)
• Rehabilitate old wells and drill additional new wells in the Olympic, Charnock and
Coastal Sub-basins
• Develop and i mplement improvements in treatment efficiency to reduce the
amount of water lost to brine disposal during treatment (reduction of brine water
losses from 18% to 9%)
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While additional engineering and hydrogeologic studies will be required to determine a
realistic production capacity for these wells, it is believed that the City could attain as
much as an additional 6,000 AFY of local water if all of these strategies were
implemented. Of course, an eq uivalent increase in local water treatment capacity is
required to deliver this water to the City's customers, requiring an i ncrease in the
capacity of the Arcadia Water Treatment Plant and/or using settlement funds and other
sources to construct a new water treatment plant (currently referred to as the Olympic
Water Treatment Plant as it is designed to focus on treating water from the Olympic
sub-basin). The current approach for this future water supply strategy is reflected
graphically on Figure 4.
Figure 4. Groundwater Basins and Facilities
12

Beyond the additional local groundwater opportunities described above, potential exists
for joint-development of nearby under-utilized groundwater basins, including the
Hollywood and Central Basins. These are multi-jurisdictional opportunities that will
require coordination between the City and the Los Angeles Department of Water and
Power and/or the City of Beverly Hills. Given the nature of institutional-related projects,
these opportunities are considered as more long-term water supply options and are not
included in the list of potential new groundwater opportunities available to the City to
meet its self-sufficiency goal by 2020.
Rainwater Harvesting and Stormwater Capture
Rainwater harvesting (the capture and onsite use of rainwater for landscape irrigation
purposes) offers minimal opportunity as an additional water supply within the City.
Santa Monica’s Mediterranean climate is characterized by seasonal rainfall, with the
majority of rain falling in the winter months of November through March. Conversely,
landscape water demands are highest in the warmer, drier months of April through
September. Analyses were performed to evaluate and compare the potential for
rainwater harvesting based on average monthly precipitation data and monthly
landscape water demand for residential and commercial customers.
Results of the above analysis indicate that the potential for rainwater harvesting as a
supply option in Santa Monica is limited by the large size of cisterns and customers’
motivation to install them. For most residential and commercial customers in the City,
space is limited; therefore, it was assumed customers would install no more than 500
gallons of rain harvesting capacity. A cistern of this size is depleted quickly, even in the
wetter winter months. In the drier summer months, rainwater supply is minimal, and
when available, landscape irrigation demand far exceeds the capacity of the cistern
therefore depleting this supply rapidly. Residential cistern installation, even with a
rebate of $1,000 per cistern, has been minimally accepted by the City’s customers.
Accordingly, it is estimated that the rainwater harvesting incentive program may provide
only 1-2 AF per year.
13

Similarly, a City-wide stormwater capture program offers a s easonal, unreliable
additional water supply option for the City. A scenario was developed in which
stormwater captured through the City’s storm drain system would be routed to the Santa
Monica Urban Runoff Recycling Facility (SMURRF) for distribution to landscape
irrigation customers. It is estimated that a City-wide stormwater capture program could
generate an additional 160 AF of supply per year. The costs for this program are not
yet developed.
Recycled Water
Currently, the City distributes approximately 85 A FY of recycled urban runoff to
customers for landscape irrigation and indoor commercial use through the SMURRF
and associated distribution system. The City does not operate a wastewater treatment
plant and t hus does not have a local source for additional recycled water supplies.
However, the City could partner with adjacent agencies that currently produce recycled
water in order to bring additional recycled water supplies to its customers. The West
Basin Municipal Water District (WBMWD) operates a recycled water system that
terminates near Marina Del Rey, which may provide the City with a potentially feasible
source for recycled water. The Los Angeles Department of Water and Power (LADWP)
also looked into utilizing this source and has prepared a master plan that suggests a
potential for connection at this same location.
A recycled water market study was performed to estimate the potential for recycled
water use within the City. Results of this study indicate that 350 AF of recycled water
could be used by the City’s dedicated landscape irrigation customers that reside along
some key corridors into the City. Figure 5 proposes a potential recycled water
distribution system that focuses on delivering year-round recycled water to the City's
existing SMURRF facility and serves a number of customers along the way.
14

Figure 5. Proposed Recycled Water System Map
15

In this potential system, the City may be able to partner with LADWP to jointly fund a
new transmission and pumping system that connects to the WBMWD line and bring
recycled water to the southeast side of Santa Monica (Figure 6). The project would
require approximately 5 miles of pipe from its current point of termination. Establishing
the partnerships and agreements necessary to make this type of inter-agency program
a reality will require time, and this option should be considered a long-range strategy for
the City. It is unlikely that the City could deliver additional recycled water to its
customers before 2020.
Portfolio Options and Per Capita Water Consumption Targets
Implementation of the strategies described above (Option 1) suggest that the City can
meet its self-sufficiency goal through a c ombination of water conservation programs,
additional local groundwater production (Figure 6), and additional supplies from
rainwater harvesting and City-wide stormwater capture. In the future, the City may also
be able to establish additional recycled water supplies through inter-agency
partnerships with adjacent water agencies and municipalities. Figure 7 presents three
different options for obtaining water self-sufficiency. Details for each option are
presented in this section.
16

Figure 6. Water Supply and Demand Comparison Including New Supply Opportunities
17

Figure 7. Potential Portfolios
(closing the 6,500 AFY gap)
Option 1
To implement Option 1, “Staff Recommendation,” the City would close the gap of 6,500
AF and achieve water self-sufficiency by 2020 through increased activity in existing
water conservation programs, new water conservation programs, maximize new
groundwater supplies, new rainwater harvesting and stormwater capture programs
described above. In this scenario, it is estimated that the City’s per capita water use
would be 135 gallons per capita per day (GPCD) in 2020. This portfolio should achieve
the City’s goal of water self-sufficiency by the year 2020, but will fall short of the City’s
current water use reduction target adopted in the 2010 Urban Water Management Plan
(UWMP) in response to Senate Bill x7-7 (SBx7-7). In contrast, the City's adopted target
per capita water use in 2020 is 123 GPCD.
18

The State formula for calculating GPCD is not the standard formula used in the water
conservation field. The standard formula divides the water used by the residents by the
number of residents. Following this formula residents are only using 86 G PCD. The
State formula divides all the water used by all of the customers (businesses, residents,
and landscapes) and divides that by the number of residents. This does not allow the
City to include the nearly 250,000 daily visitors to the City in the calculation.
Option 2
To implement Option 2, “Proposed Policy Consideration,” the City would close the gap
of 6,500 AF, achieve water self-sufficiency and meet the SBx7-7 target of 123 GPCD by
2020 through very aggressive water conservation programs and policies, limited new
groundwater supplies, new rainwater harvesting and stormwater capture programs
described above. In this scenario, it is estimated that the City’s per capita water use
would be 123 GPCD in 2020.
In order to reduce demand to levels low enough to permanently achieve a per capita
water use of 123 GPCD, 2,880 AF of the City’s potable water demand must be reduced
or offset by non-potable sources and new regulations requiring residential and
commercial property owners to retrofit plumbing fixtures, landscaping with water-saving
plants and irrigation, or banning sprinklers and lawns before 2020. Staff is asking for
Council’s comments on the new policies proposed below by the Advisory Committee for
the SWMP. The proposed policies target specific customer categories that have the
highest potential for saving water.
• Ban sprinklers and lawns in residential properties - savings 1,280 AFY
• Ban sprinklers in the parkways but allow for hand-watering of street trees
• Require all hotels to retrofit plumbing fixtures to meet the City’s current Green
Building Ordinance requirements
• Require landscaping to meet the City’s current Green Building Ordinance
requirements before the sale of the property
• Require City-owned facilities and landscapes to reduce water use
19

Option 2 could reach the 123 GPCD goal but at a high cost to residents, businesses,
and the City to pay for the required retrofits and increased staffing to enforce the
requirements.
Option 3
To implement Option 3, “Long Range Regional Recycled Water,” the City would develop
additional recycled water through regional inter-agency partnerships as a m eans of
reducing potable water use. This option should be considered a long range program
and should not be relied upon to meet an adopted per capita water use requirement. As
discussed earlier, it is unlikely that these partnerships could be established and the
infrastructure completed by 2020.
Recommendations
Option 1 is the portfolio recommended by staff. In light of this additional analysis, staff
also recommends that the City change its water use reduction target when it adopts an
update to its UWMP in 2015. Specifically, in its 2010 UMWP, in accordance with SBX7-
7 the California Department of Water Resources’ Methodologies for Calculating
Baseline and Compliance Urban Per Capita Water Use, the City calculated several
water use targets in accordance with the SBX7-7 requirements. At the June 28, 2013
Council meeting, staff recommended Method 3 with a target of 141 GPCD, because it is
achievable based on the existing budget and staffing limitations for implementing
conservation programs and p olicies, water saving products available in the market,
willingness of customers to voluntarily conserve water by participating in numerous
conservation programs, and would not open the City up to possible litigation for failing to
meet the target by 2020. However, Council chose to formally adopt the stricter 20
percent reduction of 123 GPCD.
Since the formal adoption of the 123 GPCD target puts the City at potential risk for
litigation for waste and unreasonable use of water resources in 2021 and it does not
appear to be achievable, it is recommended that the 141 GPCD target be adopted in the
City's 2015 U WMP. This change is allowable under SBX7-7 and reduces the City’s
20

potential risk of litigation. A t Council's direction, reducing overall water use a f ull 20
percent to achieve a per capita water use of 123 GPCD could still be an internal City
goal and implemented over a longer period of time beyond 2020.
Next Steps
As discussed, the SWMP is well on i ts way. R efinement to some of the program
opportunities, evaluation of hydraulic capacities, development of costs, and the
preparation of an accompanying rate study are the primary next steps. With the
Sustainable Water Master Plan approximately 70% complete and the current solid
financial position of both the water and wastewater funds, staff has placed additional
work on the water and wastewater rate study on hold until the options, approaches, and
programs described in this report are presented to Council. Council’s recommended
sustainable water supply strategy will inform the rate study, which will commence in
FY2013-14. The rate study is logically sequenced after the SWMP is completed, in
order to allow capital projects identified in the SWMP to be included in the rate study.
The rate study will be the subject of a future Council study session in the coming fiscal
year.
Financial Impacts & Budget Actions
There is no immediate financial impact or budget action necessary as a r esult of the
recommended action.
Prepared by: Gil Borboa, P.E., Water Resources Manager
Approved:
Forwarded to Council:
Martin Pastucha
Director of Public Works
Rod Gould
City Manager
21

City Council Report
To:
From:
Subject:
Mayor and City Council
City Council Meeting: May 14, 2013
David Martin, Director of Planning and Community Development
Agenda Item: 7-A
Development Agreement 12DEV-001 to allow a ne w 4-story mixed-use
development project consisting of 53 residential units and 6,664 SF of
ground floor commercial space at 1318 2 nd Street.
Recommended Action
Staff recommends the City Council:
1. Approve Development Agreement 12DEV-001.
2. Introduce for first reading an or dinance adopting Development Agreement
12DEV001.
Executive Summary
The applicant, Century West Partners, proposes a Development Agreement to allow a
new mixed-use development project located at 1318 2 nd Street. The project involves
the construction of a 4-story building (45’-0” in height) consisting of 53 residential units
(28 studios, 19 one-bedroom, 6 two-bedroom units) and 6,664 SF of ground floor
commercial space. The two-level subterranean parking garage consists of 66 parking
spaces. The project site consists of 15,000 SF, and is located in the BSC-4 zoning
district, and the City’s Downtown Parking Assessment District.
Pursuant to the City’s Interim Zoning Ordinance No. 2417 (CCS) (“IZO”), this project
requires approval of a Development Agreement since it exceeds 32 feet in height.
Based on the size of this proposed housing project located in the Downtown,
Commission and Council float-up reviews for this CEQA-exempt project were not
required.
The site is located in the Downtown Frame land use designation and Downtown District
of the Land Use and Circulation Element (LUCE) of the General Plan. Project
development compliance is limited to the LUCE and s pecifically the Bayside District
Specific Plan (1996), while other aspects of the project such as height, floor area,
setbacks, and other standard zoning requirements will be es tablished by the
Development Agreement. As proposed, the project is designed to comply with all
Zoning Code development standards except for overall building height (above 32’
established by IZO), building stepbacks, open space, and ground floor height
requirements.
1

Community benefits have been negotiated as part of the Development Agreement. The
applicant has agreed to the following community benefits for the project:
• A monetary contribution of $125,493 towards transportation infrastructure
improvements in the Downtown area. T his contribution is consistent with the
Transportation Impact Fee formula approved by the City Council on February 26,
2013.
• A monetary contribution of $125,000 towards the Colorado Esplanade
improvements.
• A monetary contribution of $225,000 towards parks and open space.
• A monetary contribution of $25,000 towards Big Blue Bus infrastructure
improvements in the Downtown.
• A monetary contribution of $25,000 towards Historic Preservation programs for the
Downtown.
• A Transportation Demand Management (TDM) plan with measures applicable to
both the commercial and residential components of the project.
• Provision of 5 EV stub-outs for charging stations within the subterranean garage.
• Physical improvements consisting of a ground floor setback that widens the adjacent
sidewalk.
• A local hiring provision to facilitate the employment of local workers during
construction and for commercial employees.
Pending Community Benefits for Discussion:
• Affordable Housing: The Planning Commission recommended that the project
provide a total of 10 units (20%) on-site as affordable units. The level of affordability
for the units would consist of five very-low income one-bedroom units, and five
moderate-income studio units defined as 80% of the area median income (instead of
typical 100% of area median as defined by AHPP). The applicant does not agree
with the Commission’s recommendation, and has elected to maintain their proposal
of eight on-site affordable units (5 very-low income one-bedroom units, and 3 lowincome
studio units) as proposed prior to the Commission’s review of the project.
The three low-income studio units would be in addition to the five very-low income
units required by the AHPP.
• LEED® Platinum Certification: The Planning Commission recommended that the
project be designed and constructed to achieve a minimum LEED® Platinum
certification as established by the LEED® Rating System. The applicant has
expressed difficulties in achieving platinum status based on the project size, type,
and location as an u rban infill residential project. T he applicant has agreed to
2

design the project to achieve a LE ED® Gold certification as established by the
LEED® Rating System.
• Solar Panels: The Commission recommended that the project provide an adequate
amount of solar panels that would fully off-set the energy required to operate the
common areas (lighting for internal hallways, etc) of the project. The applicant
proposes to provide 24 solar panels on the roof, which may equate to providing
approximately half of the energy required to operate the common areas.
In addition to the Development Agreement findings provided in this report, the following
issues should be considered by the City Council in its review of the proposed project:
• Whether the proposed design and site plan are appropriate and compatible with the
neighborhood and the subject site.
• Whether the proposed plan and proposed community benefits are consistent with
the objective, goals, general land uses, and programs specified in the LUCE.
Background
The project site is located in the BSC-4 Downtown Frame midblock on the west side of
2 nd Street between Arizona Avenue and Santa Monica Boulevard, and consists of two
contiguous parcels with a t otal of 15,000 SF of land area. The site is located in the
downtown area and is surrounded by commercial and residential uses. The property is
adjacent to commercial use to the north (NRDC Building, 2-3-story building), residential
apartments to the south (Step-Up on Second, 4-story building), City Parking Structure 4
to the east, and commercial/residential uses across the rear alley to the west (Shangri-
La Hotel, Gussy Moran House, Landmark). The site is located in the City’s Parking
Assessment District.
3

Existing Conditions: Mid-block on west side of 2 nd Street
The photos shown below further illustrate the surrounding project site.
Subject Commercial Bldg/Adjacent Surface Parking Lot
Adjacent NRDC Building to the North
Adjacent Step-Up On Second Residential to the South
2 nd Street View Looking North
4

Gussie Moran House (Landmark, view from Ocean Ave)
Rear Building, Gussie Moran House (Rear Alley)
Shangri-La Surface Parking Lot (View from Ocean Ave)
Shangri-La Surface Parking Lot (Rear Alley)
Project Analysis
Project Description
The applicant proposes a new mixed-use development project at the subject site. The
project involves the construction of a 4-story building (45’-0” in height) consisting of 53
residential units (28 studios, 19 one-bedroom, 6 two-bedroom, 39,757 SF gross) and
6,664 SF of total ground floor commercial space. The total project includes 46,421 SF
of gross floor area. The average size of the residential studio units is 478 SF (smallest
unit 424 SF), and 694 SF for one-bedroom units. The average size of the two-bedroom
units is 1,104 SF. The ground floor would consist of a total of 5,905 SF of usable
commercial area divided into two separate tenant spaces. These spaces are physically
separated by the primary residential entry (lobby/elevator corridor) for the building. A
commercial loading space, transformer vault, refuse and recycling area, and gas meter
room are located along the rear elevation adjacent to the alley. Four residential studio
units are proposed in the rear half of the building on the ground floor (described as artist
studios by the applicant), with remaining residential units located on floors 2-4. The roof
deck area consists of 750 SF of uncovered common open space, mechanical
equipment, stair enclosure (9’-0” above roofline), and an elevator enclosure (14’-0”
above roofline).
5

Second Street Elevation
Located in the City’s Downtown Parking Assessment District, the project is not required
to provide on-site parking. Nonetheless, the project includes a two-level subterranean
garage that would provide 66 parking spaces, accessible from the rear alley. The
garage would include 60 secured bike locker spaces and 53 ha nging bike racks for
residents, 4 secured bike lockers for commercial employees, and 2 unisex showers for
commercial employees. In addition, 7 short-term bike parking spaces are provided
adjacent to the sidewalk and commercial tenant spaces, with an additional 6 spaces for
residential guests located in the lobby area.
Project Design
The building design is modern/contemporary. The ground floor is comprised of
expansive glazing for the commercial tenant spaces, and s un shading devices for
pedestrians at the residential lobby entrance. The front elevation on mid-level floors
features a floating box-projection that frames residential balconies, tall glazing surfaces,
recessed balconies with wire railings, trespa panels, and steel frame accents. The top
floor is stepped back from the lower face of the building, providing considerable private
open space balconies (with glass railings) for street facing residential units. Sun
shading devices are provided at the roofline, providing shade for top floor balconies and
6

skyline interest as viewed from the street. The floating frame provides visual interest
and a vertical connection between the mid-level and top portions of the building which
breaks the horizontal planes to provide a varied elevation. The front balconies also help
to activate the building on upper floors.
The north side elevation is designed with four units that face the interior side property
line that are inset to allow for private balconies, glazing surfaces, and natural light into
the residential units. The recessed portion of the building provides visual interest to the
interior elevation. Generally, the top 20 feet of the building (floors 3 and 4) would be
visible (except to the rear) based on the height of the adjacent NRDC building (2-3
stories). Trespa paneling proposed on the front elevation would wrap around the
building corner along this side elevation, providing detail to the front building corner.
The rear elevation along the alley is designed similar to the front elevation. Although
less developed and refined, the elevation includes recessed balconies and tall glazing
surfaces on upper floors that would provide adequate ocean views for rear facing units.
The south side elevation would match the height of the adjacent Step-Up on Second
residential building, and would not be visible.
Pedestrian Orientation
The commercial spaces would be occupied by neighborhood serving commercial uses.
The ground floor design includes expansive storefront glazing, sun shading devices for
pedestrians at the residential lobby entrance, and short-term bicycle parking for
commercial visitors. T he project would provide 7 short-term bicycle spaces for
commercial patrons, and 6 short-term bicycle spaces for residential visitors, consistent
with standards contemplated in the updated Zoning Ordinance. The existing sidewalk is
approximately 12’-0” wide along this segment of 2 nd Street. The ground floor would be
setback from the front property line, and would provide a b uilding setback of 15’-0”
between the curb and building. The proposed setbacks would be consistent with the 15
foot building setbacks (curb to building) contemplated in the Downtown Specific Plan for
Second Street.
7

15’-0”
15’-0”
The ground floor tenant space floor to floor height would be 15 feet, which is less than
the code required 18 feet in the district. The three upper residential floors are designed
9’-10” from floor to floor, resulting in 15’-6” reserved for the ground floor (maximum
building height of 45 feet). H owever, the average natural grade is approximately 6
inches below the finished floor line (same grade as sidewalk), resulting in a ground floor
height of 15 feet. Moreover, the building cannot exceed 45 feet in overall height as
established by the applicable 1996 Bayside District Specific Plan. H owever, with
exposed ceilings, the ground floor would have a floor-to-ceiling height of approximately
14 feet that would still provide for a v iable commercial space. F uthermore, the
expansive ground floor glazing would provide considerable natural light that would
improve conditions. Based on these circumstances, staff believes the proposed height
is acceptable. Staff has included Condition No. 13 that requires the ground floor
commercial tenant spaces to maintain exposed ceilings to ensure adequate floor to
ceiling heights for prospective commercial tenants. Notwithstanding the interior height,
the ground floor design is consistent with urban design and LUCE principles.
8

Building Mass and Design Compatibility
The proposed project floor area ratio is 1.7, and is compliant with the maximum 2.0 FAR
permitted in the BSC-4 district. This includes the 50% residential square foot reduction
provided for the district (3.1 actual FAR w/o residential reduction). The proposed
building height is 45 feet, excluding roof projections, consistent with the height of the
adjacent Step-Up on Second residential building. The adjacent NRDC building to the
north ranges from approximately 25 feet in height at the street to 45 feet along the rear
alley. The proposed project’s front façade setback is slightly differentiated from the
Step-Up on Second and the NRDC buildings, resulting in a modulated transition
between adjacent buildings. Although slightly differentiated, the proposed building
visually reinforces the existing building facade line, resulting in the building’s
compatibility in terms of building shape and form. Staff believes enhancing the street
wall on upper floors is appropriate for this site in the downtown, and the overall building
mass is appropriately scaled based on the existing height and mass of adjacent
properties.
9
2 nd Street Elevation
The ground floor is setback three feet from the front property line, while the front façade
on floors 2-3 are scaled back two feet, thereby allowing the featured floating-frame to
project two feet from the primary building façade (without encroaching over the
sidewalk). The top floor is stepped back from the mid-level of the building, reducing the
building mass along the skyline. The elevation visually has a base, middle, and top that
reduces the overall building mass of the elevation. F urthermore, the recessed

alconies provide added depth, variation, and vertical breaks in the building’s general
horizontal shape.
Open Space
A majority of the units are designed with balconies that provide adequate private open
space for residents. However, six studio units facing the internal courtyard on upper
floors are not designed with balconies. The remaining units comply with the minimum
50 square feet of private open space required by code, and the roof level would provide
750 SF of common open space, providing ocean views to the west for residents.
Staff and the Commission have concerns with the lack of light and air for the residential
units facing the internal courtyard. This open air space primarily functions as a lightwell
for upper units and private balconies. Moreover, studio units B, C, and D on the ground
floor share a common open air courtyard space that needs further refinement to
improve the overall accessibility of these units for future residents. Therefore, staff has
included Condition No. 25 that recommends the Architecture Review Board, in their
review of the project design, pay particular attention to the courtyard aesthetic design,
including ground floor unit entrances, layout, and overall circulation and accessibility.
10

Parking | Bike Parking
Although the project is located in the City’s Downtown Parking Assessment District and
is not required to provide on-site parking, the project would provide 66 parking spaces
within a two-level subterranean garage, accessible from the rear alley. Moreover, the
developer would “unbundle” all parking spaces, and thereby lease parking to residential
and commercial tenants separately from their respective units and tenant spaces.
However, the applicant proposes to a provide parking for the affordable units at no
additional cost, and would provide a $100 (fixed-rate) rent reduction if the parking space
is not elected by the resident. S taff and the Planning Commission support this
provision.
Staff and the Commission recommend that the project be subject to all current and
future parking in-lieu fees (Downtown Parking In-Lieu Fee Program) established for the
Downtown area, as highlighted in Section 5.2.1(h) of the Development Agreement. The
applicant disagrees with this provision, and proposes additional language to be added
to this section that would allow the City to waive any future downtown parking in-lieu
fees , provided the Developer produces a parking demand study demonstrating to the
satisfaction of the City Planning Department that the number of proposed parking
spaces identified on the final Project Plans will satisfy the building’s projected parking
demand. Staff believes the project should be subject to the future ordinance, and an
exception outside the ordinance should not be created. .
The project would provide 60 secured bike parking spaces (bike lockers) for residents,
and 4 secured bike spaces (bike lockers) for commercial employees within the
subterranean garage. Moreover, an additional 53 bike spaces will be provided through
wall-hanging bike racks located above parking spaces in the subterranean garage,
equating to at least 2 bike parking spaces per residential unit. Two unisex showers
would be provided nearby the bike locker area. Seven short-term bike parking spaces
would be provided adjacent to the Second Street sidewalk for commercial patrons, with
an additional six spaces on t he ground floor for resident visitors. These bicycle
provisions are included in the applicant’s Transportation Demand Management
Program, which is further outlined in the community benefits section of this report.
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Architecture Review Board – Concept Review
The Architecture Review Board conceptually reviewed the project’s design on February
21, 2013, and individual design comments were provided by board members for the
applicant’s consideration. B oard members were generally supportive of the project’s
design, shape, massing, and pedestrian orientation, and commented that the building
had a good overall composition and color palate, consisting of appropriate breaks and
stepbacks (4 th floor). The board members liked the floating frame on the front elevation,
and suggested to further enhance its prominence as it relates to the elevation. Board
members supported the overall industrial design, and suggested to further enhance the
residential cues (appearance) on the building to counter-balance the overall industrial
appearance. Additional comments included to further enhance the rear elevation to be
consistent with the level of detail and attention as the front elevation, and to further
enhance the residential entry on the front elevation. M oreover, board members had
concerns with the quality and m ateriality of the internal courtyard (light-well), and
recommended that the light-well (siding) should be designed with the same level and
quality consistent with the street elevation. Furthermore, board members commented
that the solar sun shading devices (canopy) along the roof appeared as decorative, and
wanted to ensure that the projections will provide shading for the fourth floor units. The
applicant will continue work on developing the plans to address these design comments
prior to ARB review.
Zoning Ordinance Development Standards
As mentioned, the proposed project is compliant with applicable zoning requirements
with the exception of the following standards:
Interim Zoning Ordinance No. 2417 (CCS) Building Height: The Interim Zoning
Ordinance establishes a m aximum building height of 32 feet (zoning compliant
project). The proposed project is 45 feet and therefore exceeds the maximum
building height permitted. C ompliance with this requirement would result in a
two-story building with an approximate 0.9 FAR (discounted) due to the height
limitation. R elief from this particular standard allows the project to provide
additional residential units.
9.04.08.15.060(b) Building Stepbacks: Any portion of a building elevation
fronting on 4 th Street above 30 feet in height shall be stepped back at a 36.9
degree angle measured from the horizontal. This requirement results in a tiered
stepback of floors 3-4. As designed, a slight portion of the building above 30 feet
exceeds this envelope. Relief from this particular standard allows for flexibility in
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design, resulting in a street elevation consisting of base, middle, and top sections
that visually reduces the overall building mass of the elevation. The building
design is consistent with the intent of this standard, and t herefore staff is
supportive of this modification.
9.04.10.02.040 Building Volume Envelope: Buildings shall not project beyond the
building volume envelope which requires additional setbacks/stepbacks as the
building increases in height. This would result in either a tiered stepback of floors
3-4, or additional average setbacks throughout the entire elevation. As designed,
the project slightly exceeds this requirement. Similar to the building stepback
requirement above, relief from this particular standard allows for flexibility in
design. As designed, the proposed façade still provides depth and variation at
the street elevation that achieves the design goals intended by this provision, and
therefore staff is supportive of this modification.
9.04.10.02.111(d) Private Open Space: For residential uses in commercial
districts, residential units exceeding 375 S F in area requires 50 SF of private
open space, defined as outdoor open space designed adjacent to, accessible
from, and at the same elevation as the primary space of the residential unit. For
the project, 6 (studio) of the 53 units do not have private balconies/open space
and do not comply this requirement. Although the six studio units do not comply
with this requirement, the 750 square foot common roof deck would provide
common open space for residents nonetheless.
9.04.08.15.070(b) Ground Floor Height: The ground floor level floor-to-floor
height shall be a minimum of 18 feet within the front 75 feet of the building. Due
to the upper residential floors designed 9’-10” feet from floor to floor, an average
natural grade approximately 6 i nches below the finished floor line, and t he
maximum building height of 45 feet, an 18 foot ground floor level floor-to-floor
height cannot be achieved without reducing the height of the residential floors or
reducing the number of stories (15’-0” ground floor to floor height proposed). As
mentioned, with exposed ceilings, the ground floor would have a floor-to-ceiling
height of approximately 14’-0” that would still provide for a v iable commercial
space, which staff finds acceptable. Staff recommends Condition No. 13 that
requires the ground floor commercial tenant spaces to maintain exposed ceilings
to ensure adequate floor to ceiling heights for prospective commercial tenants.
The project generally includes modest variations above zoning requirements, which
should be considered when analyzing the level of community benefits for the project.
13

Zoning and IZO Comparison
A project designed pursuant to the IZO subject to a Development Review Permit (Tier 1
Project, 32 feet maximum) would consist of a 2 -story mixed-use building with
approximately 23,400 gross square feet, 22 residential units (588 SF average size),
6,270 SF of ground floor commercial retail, and 32 subterranean parking spaces.
The current project includes a total of 46,421 square feet of actual floor area. Below is
a chart that provides the differences between the proposed project, and IZO
requirements.
Development Standard Proposed Project IZO Base Project
Building Height 45 Feet 32 Feet
Number of Stories 4 Stories 2 Stories
FAR (50% residential
discount)
1.7 FAR +/-0.9 FAR due t o
height limitation of 32
feet, with 50%
residential discount
Total Actual Floor Area 46,421 SF +/- 23,400 SF
Total Units 53 units +/- 22 units
An economic study of the proposed project compared to a project developed pursuant
to the Interim Zoning Ordinance was performed. The City contracted Keyser Marston
and Associates to prepare a Value Enhancement Analysis and Fiscal Impact Analysis,
which is further detailed in Attachment D.
Value Enhancement Analysis
The premise of the value enhancement analysis is that additional building height and
floor area above the IZO Base Project threshold (32 feet max height) enhances the
economic value of a site. To quantify the amount of this value enhancement, the City’s
financial consultant (KMA) independently prepared a pro forma analyses, and estimated
the difference in residual land values (estimated value less estimated construction
costs) for the IZO Base Project and the Proposed Project. Based on the report, KMA
estimates that the Proposed Project would provide a residual land value of $5,515,000,
with a value enhancement of approximately $2,367,000 over the IZO Base Project.
Development Agreement Overview
A development agreement is a c ontract between the City and a dev eloper that
authorizes the type and amount of development that may occur within a specific period
of time. D evelopment agreements provide developers with guaranteed development
14

ights in exchange for public benefits. A development agreement must comply with the
Land Use and Circulation Element, but can establish different development standards
than provided by zoning regulations.
A development agreement can provide greater latitude to advance local planning
policies compared to the Development Review Permit process. While a development
agreement is an alternative to the standard development approval process, in practice it
is similar to other public review processes where the City Council makes the final
decision with the exception that the City Council has more discretion in imposing
conditions and requirements on the proposed project since the Development
Agreements are adopted by ordinance and are negotiated contracts.
The proposed development agreement is included as Attachment C.
Community Benefits
The applicant and City staff have agreed on the following community benefits:
Transportation Infrastructure Contribution
The project would provide a transportation impact contribution to the City that would
provide a range of transportation improvements to the Downtown area, in an am ount
similar to the updated Transportation Impact Fee formula proposed to Council. Based
on this formula which consists of $2,600 per residential unit, $21 a s quare foot of
commercial space, and a credit based on the existing general office space (-$121,266)
a transportation impact contribution of $125,493 would be provided for the project.
Colorado Esplanade Contribution
The project would provide a $125, 000 contribution towards the Colorado Esplanade
project. The project would benefit from the Main Street/2 nd Street realignment located 2
½ blocks south of the project site that would improve the connection and circulation of
Main Street into the Downtown via 2 nd Street. The contribution would support the
funding of the core project.
15

Open Space Contribution
The project would provide a $225,000 contribution that supports open space
improvements in the Downtown area. A contribution that supports open space/parks
would provide amenities that would directly benefit project residents living in the
downtown.
Big Blue Bus Contribution
Staff recommends a $25,000 contribution that supports Big Blue Bus infrastructure,
specifically transit stop improvements in the Downtown. The proposed contribution is
appropriate based on the project’s location in the Downtown that is served by various
Big Blue Bus transit routes. Infrastructure improvements would directly benefit project
residents, employees, and commercial patrons who utilize transit in the downtown.
Historic Preservation Contribution
Given the significant number of historic resources in the downtown, staff and the
Planning Commission recommend a $25,000 contribution that exclusively supports
historic preservation programs for the Downtown. Potential areas of contribution could
include support for a Plaque Program for Landmarks and significant structures in the
Downtown, and way-finding signage. The developer would create a separate interestbearing
trust fund for this contribution.
Transportation Demand Management Plan
The following TDM plan is comprised of components that apply to the entire project, the
commercial component only, and the residential component only:
1. Measures Applicable to the Entire Project
• Transportation Information Center (TIC): The TIC would include information for
employees, visitors, and residents about local public transit services and bicycle
information
• Unbundled Parking: Parking spaces would be leased to residential tenants
separately from the residential units, and employee parking would be leased to
commercial tenants separately from the commercial space. However, a parking
space would be included with the affordable units, and a $100 rent reduction
would be provided if the parking space is not elected by the resident.
16

• Public Bicycle Parking. Developer would provide bicycle parking for public use in
the amount of 13 short-term bicycle parking spaces for commercial patrons and
residential visitors, as shown on the Project Plans.
• Marketing: Promotion of ridesharing through periodic newsletters and other
communications to residential and commercial tenants and at least one annual
rideshare event.
• On-Site Transportation Coordinator: Coordinator to manage and be responsible
for implementing, maintaining, and monitoring the TDM plan.
2. Measures Applicable to the Commercial Component
• AVR Requirements: Achieve an Average Vehicle Ridership (AVR) of 2.0 by the
third year after issuance of Certificate of Occupancy for the project.
• Transportation Demand Management Association (TMA): Property owner and
tenant required to participate in formation of a geographic-based TMA that may
be defined by the City.
• Employee Transit Subsidy: Developer would require in all tenant leases it
executes as landlord that each tenant offer its employees who do not purchase
monthly automobile parking in the Project a monthly Metro EZ Transit Pass (or a
similar bus pass if the EZ Transit Pass is no longer available) at no cost.
• Employee Secure Bicycle Storage. Developer would provide four (4) secure
bicycle parking spaces for commercial employees as shown on t he Project
Plans. For the purpose of this Section, secure bicycle parking shall mean bicycle
lockers, an at tended cage, or a s ecure parking area. C ommercial employee
secure bicycle storage would be provided in an area separate from the secure
bicycle storage for residents.
• Employee Shower and Locker Facility. A minimum of two unisex showers and
locker facility adjacent to a commercial use would be provided for employees of
commercial uses on site who bicycle or use another active means, powered by
human propulsion, of getting to work or who exercise during the work day.
• Employee Flex-Time Schedule. The Developer would require in all commercial
leases it executes as landlord for space within the Project that, when
commercially feasible, employers permit employees within the Project to adjust
their work hours in order to accommodate public transit schedules, rideshare
arrangements, or off-peak hour commuting.
• Employee Guaranteed Return Trip: Guaranteed return trip for employees who
rideshare at no cost to employee when emergency situation requires.
3. Measures Applicable to the Residential Component
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• Transit Welcome Package for Residents: Welcome package for new residents
containing information on transit, bicycle facilities, and local amenities.
• Convenient and Secure Bicycle Storage: Developer would provide sixty (60)
secure bicycle parking spaces for residents as shown on the Project Plans. For
the purpose of this Section, secure bicycle parking shall mean bicycle lockers, an
attended cage, or a secure parking area. Furthermore, 53 hanging bike racks
would be provided for residents above parking spaces within the subterranean
garage.
• Marketing and Outreach to Downtown Employers and Employees. Developer
would prepare and implement a marketing and outreach plan designed to notify
Downtown employers and their employees of the Project's residential component
for the purpose of encouraging those that work in the Downtown area to consider
residing in the Project.
Solar Panels
The applicant proposes to provide 24 s olar panels on t he roof. Roof-mounted solar
panels would be considered a community benefit since it would provide a r enewable
source of energy for the building, and reduce overall energy consumption and energy
that is needed for the downtown area.
Electric Vehicle Charging Stations
The project would provide five electric vehicle stub-outs for charging stations within the
subterranean garage. These stations would accommodate and encourage the use of
electric vehicles that would help to reduce vehicle emissions in the Downtown.
Urban Design / Physical Improvements
The project would provide a ground floor setback of 15’-0” along 2 nd Street. This would
effectively widen the existing 12 foot sidewalk by 3 feet for pedestrians along 2 nd Street,
although this space could be used to accommodate a potential outdoor dining area for
future ground floor restaurant uses.
Local Hiring Provision
A local hiring provision to facilitate the hiring of local workers during construction and for
permanent commercial employees would be implemented.
18

Consistent with the policies provided in the LUCE, the level of community benefits
described above is appropriate. Moreover, significant “project benefits” include but are
not limited to, Code required Childcare Linkage fee ($37,502) and Cultural Arts fees
($93,016).
Pending Community Benefits for Discussion
Affordable Housing Production Program
One mechanism for meeting the City’s Affordable Housing Production Program (AHPP)
is by restricting 10% of the units for very-low income households, i.e., 5.3 of the total
units (the fractional unit is satisfied by a fee). The applicant proposes to exceed these
requirements by providing eight affordable units on-site consisting of five very-low onebedroom
units and three low-income studio units, approximately 15% of the total units.
This 5% increase of three additional affordable housing units above the AHPP would be
considered a community benefit.
Based on the project’s unit composition, the AHPP requires that the on-site affordable
units consist of two-bedroom units with a minimum size of 850 square feet. Instead, the
project would provide the minimum five on-site units as one-bedroom units. The project
originally consisted of zero and one-bedroom units, where the AHPP allows the required
on-site units to be one-bedroom units. Because the applicant has worked with staff by
adding two-bedroom units to the project, thereby improving the project’s overall unit size
and composition, staff believes that this modification request is reasonable.
Council recently determined priority categories for new projects, which includes projects
that provide either 20% on-site affordable units, projects with a unit mix with fewer
studio units and more one, two, and three bedroom units, or Tier 2 pr ojects. This
project, as proposed, qualifies as a priority project due to it being a Tier 2 project. The
project, which also provides 15% affordable units, was initiated and progressed through
negotiations earlier compared to recently submitted projects. S pecifically, the
community meeting, scheduling for Architecture Review Board Concept Review, and
Development Agreement negotiations had already been c ompleted prior to Council’s
direction. Staff believes that this project was negotiated in a manner appropriate for the
size and scope of the project.
19

Nonetheless, the Planning Commission recommended that the project provide a total of
10 units (20%) on-site as affordable units. The level of affordability for the units would
consist of five very-low income one-bedroom units, and five moderate-income studio
units defined as 80% of the area median income (instead of typical 100% of area
median as defined by AHPP). The applicant does not agree with the Commission’s
recommendation, and has chosen not to modify their proposal of eight on-site affordable
units. Based on KMA’s financial analysis, the cost to the applicant of providing three
low income studio units @ 60% Area Median Income (AMI), as currently proposed by
the applicant, would be approximately $746,700. A s recommended by the Planning
Commission, the cost to the applicant of providing five moderate income studio units @
80% AMI would be approximately $935,500. The difference between the two scenarios
would be $188,800.
LEED® Platinum Certification
The Commission recommended that the project be designed and constructed to
achieve a minimum LEED® Platinum certification as established by the LEED® Rating
System. The applicant has expressed concerns with achieving platinum status based
on the difficulties in obtaining the required LEED points. The applicant states that
project’s location as an urban infill residential project limits the project from obtaining
readily available points, and is therefore required to seek points in other development
areas that they believe is cost-prohibitive. The applicant has agreed to design the
project to achieve a LEED® Gold certification as established by the LEED® Rating
System.
Solar Panels
The Commission recommended that the project provide an adequate amount of solar
panels that would fully off-set the energy required to operate the common areas (lighting
for internal hallways, etc.) of the project. The applicant proposes to provide 24 solar
panels on t he roof, which may equate to providing approximately half of the energy
required to operate the common areas.
20

Planning Commission Action
The Planning Commission considered this development agreement on March 20, 2013
and April 3, 2013. The Commission recommended that the City Council approve the
proposed Development Agreement, and provided the following recommendations for
City Council’s consideration:
• Affordable Housing. The project shall provide 10 on-site affordable housing units
(20% on-site), consisting of five very-low income one-bedroom units, and five
moderate-income studio units defined as 80% of the area median income. As
discussed, staff believes that the 15% affordable units as proposed would be
appropriate for this particular project.
• Additional ADA Consideration for Ground Floor Residential Units. The project
should provide additional space for accessibility within residential units, soften
turns in courtyard, provide wider paths, etc. to improve the overall accessibility
for residents. Staff has included Condition No. 25 that recommends the
Architecture Review Board, in their review of the project design, pay particular
attention to the courtyard aesthetic design, ground floor unit layout and
entrances, and overall circulation and accessibility.
• LEED® Platinum Certification. Commission recommended that the project be
designed and constructed to achieve a minimum LEED® Platinum certification as
established by the LEED® Rating System. The applicant has agreed to design
the project to achieve a LEED® Gold certification as established by the LEED®
Rating System.
• Solar Panels. Commission recommended that the project provide an ad equate
amount of roof-mounted solar panels that would fully off-set the energy required
to operate the common areas (lighting for internal hallways, etc) of the project.
The applicant proposes to provide 24 solar panels on the roof, which may equate
to providing approximately half of the energy required to operate the common
areas.
• Floating Frame Design. Commission expressed concerns that the floating frame
on the front elevation adds to the overall building mass, and recommended that
the ARB reevaluate this design feature during their review of the project’s design.
Condition No. 26 has been added to reflect this recommendation.
• Historic Preservation Contribution. Commission recommended that $25,000 be
reallocated from the proposed Open Space Contribution to the creation of a
Historic Preservation Fund. The Open Space Contribution would be reduced to
from $250,000 to $225,000. Staff agrees with the Commission and this provision
has been added to the Development Agreement.
• Future Downtown Parking In-Lieu Fee Program. Commission supported staff’s
recommendation that the project shall be subject to any future downtown parking
21

in-lieu fees established for the downtown area. S pecific language in Section
5.2.1(h) of the Development Agreement addresses this issue. T he applicant
disagrees with this provision, and proposes additional language to be added to
this section that would allow the City to waive the downtown parking in-lieu fees,
provided the Developer produces a parking demand study demonstrating to the
satisfaction of the City Planning Department that the number of proposed parking
spaces identified on t he final Project Plans will satisfy the building’s projected
parking demand. Staff believes the project should be s ubject to any future
ordinance, and additional exceptions should not be created.
LUCE Consistency
The project is located in the Downtown Frame land use designation and within the
LUCE Downtown District. More specifically, the project is located within the Bayside
District Specific Plan area that provides more specific goals for properties located in the
Bayside zoning districts. The LUCE vision for the Downtown seeks to maintain and
enhance the Downtown area as a t hriving, mixed-use urban environment in which
people can live, work, be entertained, and be c ulturally enriched. The Downtown
designation and District allows for the broadest mix of uses and activities, and seeks to
provide new housing units in mixed-use projects.
The proposed Development Agreement is consistent with the objectives, policies,
general land uses and programs specified in the general plan and any applicable
specific plan, in that consistent with LUCE Policy D7.1 of the Downtown District, the
proposed mixed-use project balances a broad mix of uses that creates dynamic activity
in both the daytime and evening hours including retail and high-density residential uses
in the Downtown. Consistent with Policy D7.2, the project encourages local-serving
uses that are an integral part of complete neighborhoods and support an overall trip
reduction strategy. The proposed project is also consistent with Policy D8.7 in that it
encourages mixed-use developments to have active ground floor uses that face the
boulevard with residential uses located on the upper floors. The implementation of a
Transportation Demand Management (TDM) plan in efforts to reduce vehicle trips in the
area and reduce associated parking demand is consistent with LUCE Circulation Policy
T19.2 which seeks appropriate TDM requirements for new development. Furthermore,
the project is consistent with LUCE’s overall land use policies by providing community
benefits for the area, including but not limited to, additional affordable housing units
exceeding AHPP requirements, a variety of contributions to support area improvements,
22

construction of a LEED Gold certified building including solar panels and EV charging
stub-outs, and a local hiring provision.
Environmental Analysis
The proposed four-story, 53-unit, mixed-use project is exempt from the provisions of the
California Environmental Quality Act pursuant to CEQA Section 21159.24 which
exempts infill housing projects from CEQA if a project is consistent with the applicable
general plan and a community level environmental review was previously certified or
adopted in the last five years. Specifically, the proposed project meets all of the criteria
prescribed in Section 21159.24(a):
1. The proposed project is a r esidential project on a n infill site. P er Section
21159.24(d), a residential project is defined as a project with residential units and
primarily neighborhood serving retail/commercial uses that do not exceed 15
percent of the total floor area. These neighborhood serving retail/commercial uses
will be small-scale general or specialty establishments primarily serving residents
or employees of the neighborhood and will include but not be limited to retail or
restaurant use. The proposed project includes approximately 39,757 square feet
of residential floor area and approximately 6,664 square feet of commercial use for
a total project area of approximately 46,421 square feet. The commercial space
does not exceed 15 percent of total floor area, and therefore, the proposed project
meets the definition of a residential project.
2. The proposed project is located within an urbanized area as defined in CEQA
Section 21071. Additionally, the project site has been previously developed and is
surrounded by existing development.
3. The project site satisfies the criteria of Section 21159.21 in that the project is
consistent with the LUCE and the City's Zoning Ordinance in effect at the time that
the application was deemed complete. In addition, the project can be adequately
served by existing utilities, and the project applicant will pay all applicable in-lieu
and development fees. The project site also does not contain wetlands or wildlife
habitat; is not listed as a hazardous waste site pursuant to Section 65952.5 of the
Government Code; and will be s ubject to a Phase I environmental site
assessment. The proposed project will have no impact on historic resources in the
area. As detailed in the attached historical assessment prepared by Ostashay &
Associates (Attachment F) the property itself is not an historic resource. In
addition, the Landmarks Commission approved the request for a demolition permit
for the existing building at the March 11 th Landmarks Commission meeting.
Furthermore, the proposed project would not impact the Gussy Moran House and
surface parking lot utilized by the Shangri-La Hotel. The primary Gussy Moran
House is a City Landmark, however the rear garage/guest house along the rear
alley is new construction, is not a part of the designation, and is not historically
significant. The proposed project is located across the existing 20 foot wide alley,
with additional setback from the Gussy Moran House. The project site is not
23

subject to wild-land fire hazard, high risk of fire or explosion, or significant public
health risk. The project site is also not located within a delineated earthquake fault
zone or seismic hazard zone or a l andslide flood plain, and flood way area; on
developed open space; or within the boundary of a state conservancy.
4. Community level environmental review was adopted within five years of the date of
the project application. Specifically, a Final EIR for the LUCE was certified in June
2010.
5. The project site is approximately 0.34 acres and does not exceed the threshold of
four acres.
6. The project includes 53 units and does not exceed the threshold of 100 residential
units.
7. The proposed project will satisfy the City’s Affordable Housing Production Program
by providing at least five very-low income units, and three low-income units.
8. The proposed project is located within one-half mile of a m ajor transit stop at
Fourth Street and Santa Monica Boulevard. This stop is served by at least four Big
Blue Bus routes including Lines 1, 2, 3, and 7 with 15 minute headways or less
during the morning and afternoon peak commuter hours.
9. The proposed project is approximately 46,421 square feet and does not exceed
100,000 square feet.
10. The proposed project provides the equivalent density of 154 units per acre and
thus, is presumed to promote higher density infill housing.
Furthermore, in accordance with Section 21559.24(b), there is no reasonable possibility
that the project will have a project-specific, significant effect on the environment due to
unusual circumstances. There is no feature of this project which would distinguish it
from any other mixed-use project in this area or other projects in the exempt class. No
substantial changes with respect to the circumstances under which the project is being
undertaken have occurred since the community-level environmental review (LUCE Final
EIR) was certified. In addition, no new information has become available regarding the
project and its circumstances that was not known at the time of the LUCE Final EIR.
Therefore, based on the above, the proposed project is exempt from CEQA pursuant to
Section 21559.24.
24

Community Meeting and Public Input
A community meeting to review the proposed project was held in May 2012 at the Ken
Edwards Center, with 11 members of the public in attendance. A n informative
discussion was held as the participants had questions regarding the project and review
process. Participants expressed concerns with traffic, and suggested to minimize the
number of parking spaces to reduce vehicular trips in the area. Suggestions on
community benefits included on-site affordable housing, housing units for families,
community meeting space, contributions to the Big Blue Bus for transit improvements,
contributions to cultural arts, promotion of alternate transportation, ground floor
pedestrian-oriented uses, sustainable architecture and design, and a greater preference
for trees and open space.
Financial Impacts & Budget Actions
Based on the fiscal impact analysis provided by Keyser Marston and Associates, it is
anticipated that the proposed project exhibits a slightly positive net annual fiscal benefit
to the City’s General Fund. Moreover, the project would provide one-time contributions
in the form of community benefits that the applicant will be required to provide pursuant
to the proposed Development Agreement:
• Transportation Infrastructure Contribution of $125,493 in account 04267.402050
• Colorado Esplanade Contribution of $125,000 in revenue account 04267.410060
• Open Space Contribution of $225,000 in revenue account 04551.410070
• Big Blue Bus Contribution of $25,000 in revenue account 41642.410080
There are no anticipated financial or budgetary impacts to the City at this time.
Prepared by: Steve Mizokami, Associate Planner
Approved:
Forwarded to Council:
David Martin, Director
Planning and Community Development
Rod Gould
City Manager
25

Attachments:
A. Ordinance Adopting Development Agreement 12DEV001
B. Development Agreement Findings
C. Proposed Development Agreement
D. Public Notification
E. Keyser Marston and Associates Economic Analysis
F. Historic Assessment Memorandum
G. Project Plans and Renderings
26

ATTACHMENT A
ORDINANCE ADOPTING
DEVELOPMENT AGREEMENT 12DEV001
27

CA:f\atty\muni\laws\barry\1318 2 nd Street Development Agreement
City Council Meeting 05-14-13
Santa Monica, California
ORDINANCE NUMBER __________ (CCS)
(City Council Series)
AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF SANTA MONICA
APPROVING THE DEVELOPMENT AGREEMENT BETWEEN THE CITY OF
SANTA MONICA, A MUNICIPAL CORPORATION AND 1320 2 ND STREET, LLC.,
A CALIFORNIA LIMITED LIABILITY COMPANY
WHEREAS, 1320 2 nd Street, LLC, a California limited liability corporation
(“Developer”) is the owner of property located at 1318-1324 2 nd Street; and
WHEREAS, on January 13, 2012, Developer submitted an application for a
development agreement for a new mixed-use development project involving the
construction of a 4-story building consisting of 53 residential units and approximately
6,700 square feet of ground floor neighborhood serving commercial space with a twolevel
subterranean parking; and
WHEREAS, this project is an i nfill project exempt from the California
Environmental Quality Act pursuant to CEQA Section 21159; and
WHEREAS, the development agreement is consistent with the General Plan,
as summarized below, and as detailed in the accompanying City Council staff report
prepared for this proposed project and the exhibits thereto, incorporated herein by
reference, including, but not limited to:
(a) Consistent with LUCE Policy D7.1 of the Downtown District, the proposed
mixed-use project balances a broad mix of uses that creates dynamic activity in both
1

the daytime and evening hours including retail and high-density residential uses in the
Downtown.
(b) Consistent with Policy D7.2, the project encourages local-serving uses that
are an integral part of complete neighborhoods and support an overall trip reduction
strategy.
(c) Consistent with Policy D8.7, the project is a mixed-use development with
active ground floor uses that face the boulevard with residential uses located on the
upper floors.
(d) The project will also implement a Transportation Demand Management
(TDM) plan which reduces vehicle trips in the area and associated parking demand
consistent with LUCE Circulation Policy T19.2 which seeks appropriate TDM
requirements for new development.
(e) The project is also consistent with LUCE’s overall land use policies by
providing community benefits for the area, including but not limited to, a transit
contribution for the downtown that would support transit improvements, and an open
space contribution that would support nearby park improvements.
NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF SANTA
MONICA DOES HEREBY ORDAIN AS FOLLOWS:
SECTION 1. The Development Agreement attached hereto as Exhibit 1 and
incorporated herein by reference between the City of Santa Monica, a municipal
corporation, and 1320 2 nd Street, a California limited liability corporation, is hereby
2

approved. The City Manager is authorized to execute the attached Development
Agreement.
SECTION 2. Each and every term and c ondition of the Development
Agreement approved in Section 1 of this Ordinance shall be and is made a part of the
Santa Monica Municipal Code and any appendices thereto. The City Council of the
City of Santa Monica finds that public necessity, public convenience, and general
welfare require that any provision of the Santa Monica Municipal Code or appendices
thereto inconsistent with the provisions of this Development Agreement, to the extent
of such inconsistencies and no f urther, be r epealed or modified to that extent
necessary to make fully effective the provisions of this Development Agreement.
SECTION 3. Any provision of the Santa Monica Municipal Code or appendices
thereto, inconsistent with the provisions of this Ordinance, to the extent of such
inconsistencies and no further, are hereby repealed or modified to that extent
necessary to effect the provisions of this Ordinance.
SECTION 4. If any section, subsection, sentence, clause, or phrase of this
Ordinance is for any reason held to be invalid or unconstitutional by a decision of any
court of any competent jurisdiction, such decision shall not affect the validity of the
remaining portions of this Ordinance. The City Council hereby declares that it would
have passed this Ordinance, and each and every section, subsection, sentence,
clause, or phrase not declared invalid or unconstitutional without regard to whether
3

any portion of the Ordinance would be s ubsequently declared invalid or
unconstitutional.
SECTION 5. The Mayor shall sign and t he City Clerk shall attest to the
passage of this Ordinance. The City Clerk shall cause the same to be published once
in the official newspaper within 15 days after its adoption. This Ordinance shall be
effective 30 days from its adoption.
APPROVED AS TO FORM:
______________________________
MARSHA JONES MOUTRIE
City Attorney
4

EXHIBIT 1
DEVELOPMENT AGREEMENT
5

ATTACHMENT B
DEVELOPMENT AGREEMENT FINDINGS
DEVELOPMENT AGREEMENT FINDINGS
1. The proposed Development Agreement is consistent with the objectives, policies,
general land uses and programs specified in the general plan and any applicable
specific plan, in that consistent with LUCE Policy D7.1 of the Downtown District,
the proposed mixed-use project balances a br oad mix of uses that creates
dynamic activity in both the daytime and evening hours including retail and highdensity
residential uses in the Downtown. C onsistent with Policy D7.2, the
project encourages local-serving uses that are an i ntegral part of complete
neighborhoods and support an overall trip reduction strategy. The proposed
project is also consistent with Policy D8.7 in that it encourages mixed-use
developments to have active ground floor uses that face the boulevard with
residential uses located on the upper floors. The implementation of a
Transportation Demand Management (TDM) plan in efforts to reduce vehicle
trips in the area and reduce associated parking demand is consistent with LUCE
Circulation Policy T19.2 which seeks appropriate TDM requirements for new
development. F urthermore, the project is consistent with LUCE’s overall land
use policies by providing community benefits for the area, including but not
limited to, additional affordable housing units exceeding AHPP requirements, a
variety of contributions to support area improvements, construction of a LE ED
Gold certified building including solar panels and EV charging stub-outs, and a
local hiring provision..
2. The proposed Development Agreement is compatible with the uses authorized in
the district in which the real property is located, in that the subject property is
located in the Downtown BSC-4 District that permits multi-family dwelling units
and commercial uses. The proposed Development agreement is consistent with
LUCE Policy D7.1 of the Downtown District in that the proposed mixed-use
project balances a broad mix of uses that creates dynamic activity in both the
daytime and evening hours including retail and high-density residential uses in
the Downtown. Consistent with Policy D7.2 the project encourages local-serving
uses that are an integral part of complete neighborhoods and support an overall
trip reduction strategy. The proposed TDM plan seeks to reduce the overall
parking demand and vehicular trips within the area by providing bicycle facilities
for residents and employees, and provisions for transit subsidies for commercial
employees.
3. The proposed Development Agreement is in conformity with the public necessity,
public convenience, general welfare, and good land use practices, in that it
allows for the redevelopment of existing, underutilize properties with a mixed-use
project that is compliant with the new Land and Use Circulation Element vision
for the area. The proposed project provides 53 new residential units and w ill
feature a neighborhood serving commercial use, and would provide community
28

enefits including additional affordable housing units exceeding AHPP
requirements, a v ariety of contributions to support area improvements,
construction of a LEED Gold certified building including solar panels and EV
charging stub-outs, and a local hiring provision.
4. The proposed Development Agreement will not be detrimental to the health,
safety and general welfare, in that the agreement would allow for the
redevelopment of existing, underutilized parcels with a use that is compliant with
the new Land an d Use Circulation Element vision for the area. The proposed
project will be located in an urbanized area and is consistent with other similar
improvements in the area, and does not have the potential to disrupt the urban
environment or cause health or safety problems. The proposed project provides
53 new residential units and will feature a neighborhood serving commercial use,
and would provide community benefits including additional affordable housing
units exceeding AHPP requirements, a v ariety of contributions to support area
improvements, construction of a LEED Gold certified building including solar
panels and EV charging stub-outs, and a local hiring provision.
5. The proposed Development Agreement will not adversely affect the orderly
development of the property, in that the Development Agreement is contingent
upon the review and approval of a specific site plan consistent with recognized
urban design principles that reflect the goals and policies of the City of Santa
Monica which were established through a long range planning process and are
reflected in the recently adopted update of the Land Use and Circulation Element
of the City’s General Plan.
6. The proposed Development Agreement will have a positive fiscal impact on the
City, in that the ground floor commercial uses are subject to City business license
taxes. The City will incur no cost associated with the implementation of the
applicant’s Transportation Demand Management plan and the associated
community benefit of reduced vehicle trips and parking demand in the area.
Furthermore, if the fee or monetary contribution options required in SMMC
Sections 9.04.10.20 and 9.72 for cultural arts and child care respectively are
exercised, the payment of fees related to cultural arts (approximately $93,016)
and child care (approximately $37,502.45) will be r equired to obtain project
approval. M oreover, the project would provide a transportation infrastructure
contribution of $125,493, a Colorado Esplanade contribution of $125,000, an
Open Space contribution of $225,000, an Historic Preservation Contribution of
$25,000, and a B ig Blue Bus contribution of $25,000. For these reasons, the
project will have a positive fiscal impact on the City.
29

ATTACHMENT C
PROPOSED DEVELOPMENT AGREEMENT
1318 2 ND STREET
30

Recording Requested By:
City of Santa Monica
When Recorded Mail To:
City of Santa Monica
Santa Monica City Attorney's Office
1685 Main Street, Third Floor
Santa Monica, CA 90401
Attention: Senior Land Use Attorney
________________________________________________________________________
Space Above Line For Recorder's Use
No Recording Fee Required
California Government Code Section 27383
DEVELOPMENT AGREEMENT
BETWEEN
CITY OF SANTA MONICA
AND
1320 SECOND STREET, LLC
__________________, 2013
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TABLE OF CONTENTS
Recitals ........................................................................................................................................... 1
Article 1 Definitions.............................................................................................................. 3
Article 2 Description of the Project ...................................................................................... 4
2.1 General Description ............................................................................................... 4
2.2 Principal Components of the Project ..................................................................... 5
2.3 No Obligation to Develop ...................................................................................... 5
2.4 Vested Rights ......................................................................................................... 5
2.5 Permitted Uses ....................................................................................................... 7
2.6 Significant Project Features and LUCE Community Benefits ............................ 10
2.7 Parking ................................................................................................................. 18
2.8 Design .................................................................................................................. 18
2.9 Contract with City ................................................................................................ 19
Article 3 Construction ......................................................................................................... 19
3.1 Construction Mitigation Plan ............................................................................... 19
3.2 Construction Hours .............................................................................................. 19
3.3 Outside Building Permit Issuance Date ............................................................... 19
3.4 Construction Period ............................................................................................. 20
3.5 Damage or Destruction ........................................................................................ 20
Article 4 Project Fees, Exactions and Conditions ............................................................... 20
4.1 Fees, Exactions and Conditions ........................................................................... 20
4.2 Conditions on Modifications................................................................................ 20
4.3 Implementation of Conditions of Approval ......................................................... 20
Article 5 Effect of Agreement on City Laws and Regulations ........................................... 21
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5.1 Development Standards for the Property; Existing Regulations ......................... 21
5.2 Permitted Subsequent Code Changes .................................................................. 22
5.3 Common Set of Existing Regulations .................................................................. 23
5.4 Conflicting Enactments ........................................................................................ 24
5.5 Timing of Development ....................................................................................... 24
Article 6 Architectural Review Board ................................................................................ 24
6.1 Architectural Review Board Approval ................................................................ 24
6.2 [Reserved]............................................................................................................ 24
Article 7 City Technical Permits ......................................................................................... 24
7.1 Definitions............................................................................................................ 24
7.2 Diligent Action by City ........................................................................................ 25
7.3 Conditions for Diligent Action by the City.......................................................... 25
7.4 Duration of Technical City Permits ..................................................................... 26
7.5 [Reserved]............................................................................................................ 27
7.6 [Reserved]............................................................................................................ 27
Article 8 Amendment and Modification ............................................................................. 27
8.1 Amendment and Modification of Development Agreement ............................... 27
Article 9 Term ..................................................................................................................... 27
9.1 Effective Date ...................................................................................................... 27
9.2 Term ..................................................................................................................... 27
Article 10 Periodic Review of Compliance ................................................................................ 27
10.1 City Review ......................................................................................................... 27
10.2 Evidence of Good Faith Compliance ................................................................... 28
10.3 Information to be Provided to Developer ............................................................ 28
10.4 Notice of Breach; Cure Rights ............................................................................. 28
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10.5 Failure of Periodic Review .................................................................................. 28
10.6 Termination of Development Agreement ............................................................ 28
10.7 City Cost Recovery .............................................................................................. 28
Article 11 Default.................................................................................................................. 29
11.1 Notice and Cure ................................................................................................... 29
11.2 Remedies for Monetary Default........................................................................... 29
11.3 Remedies for Non-Monetary Default .................................................................. 30
11.4 Modification or Termination Agreement by City ................................................ 32
11.5 Cessation of Rights and Obligations .................................................................... 32
11.6 Completion of Improvements .............................................................................. 33
Article 12 Mortgagees ........................................................................................................... 33
12.1 Encumbrances on the Property ............................................................................ 33
Article 13 Transfers and Assignments .................................................................................. 35
13.1 Transfers and Assignments .................................................................................. 35
13.2 Release Upon Transfer ......................................................................................... 35
Article 14 Indemnity to City ................................................................................................. 36
14.1 Indemnity ............................................................................................................. 36
14.2 City’s Right to Defense ........................................................................................ 36
Article 15 General Provisions ............................................................................................... 36
15.1 Notices ................................................................................................................. 36
15.2 Entire Agreement; Conflicts ................................................................................ 37
15.3 Binding Effect ...................................................................................................... 38
15.4 Agreement Not for Benefit of Third Parties ........................................................ 38
15.5 No Partnership or Joint Venture .......................................................................... 38
15.6 Estoppel Certificates ............................................................................................ 38
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15.7 Time ..................................................................................................................... 39
15.8 Excusable Delays ................................................................................................. 39
15.9 Governing Law .................................................................................................... 40
15.10 Cooperation in Event of Legal Challenge to Agreement ..................................... 40
15.11 Attorneys’ Fees .................................................................................................... 40
15.12 Recordation .......................................................................................................... 40
15.13 No Waiver ............................................................................................................ 40
15.14 Construction of this Agreement ........................................................................... 40
15.15 Other Governmental Approvals ........................................................................... 41
15.16 Venue .................................................................................................................. 42
15.17 Exhibits ................................................................................................................ 42
15.18 Counterpart Signatures......................................................................................... 42
15.19 Certificate of Performance ................................................................................... 42
15.20 Interest of Developer............................................................................................ 43
15.21 Operating Memoranda ......................................................................................... 43
15.22 Acknowledgments, Agreements and Assurance on the Part of Developer ......... 43
15.23 Not a Public Dedication ....................................................................................... 44
15.24 Other Agreements ................................................................................................ 44
15.25 Severability and Termination ............................................................................... 44
Exhibit “A”
Exhibit “B”
Exhibit “C”
Exhibit “D”
Exhibit “E”
Exhibit “F-1”
Exhibit "F-2"
Exhibit "G"
Exhibit “H”
Exhibit “I”
Legal Description of Property
Project Plans
Permitted Fees and Exactions
Conditions of Approval
SMMC Article 9 (Planning and Zoning)
Local Hiring Program for Construction
Local Hiring Program for Permanent Employment
[Reserved]
Construction Mitigation Plan
Assignment and Assumption Agreement
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DEVELOPMENT AGREEMENT
This Development Agreement (“Agreement”), dated ____________, 2013
("Effective Date"), is entered into by and between 1320 2 nd STREET, LLC, a California
limited liability company (“Developer”), and the CITY OF SANTA MONICA, a
municipal corporation organized and existing pursuant to the laws of the State of
California and the Charter of the City of Santa Monica (the “City”), with reference to the
following facts:
RECITALS
A. Pursuant to California Government Code Section 65864 et seq., Chapter
9.48 of the Santa Monica Municipal Code, and Santa Monica Interim Ordinance No.
2356 (collectively, the “Development Agreement Statutes”), the City is authorized to
enter into binding development agreements with persons or entities having a legal or
equitable interest in real property for the development of such real property.
B. Developer is the owner of approximately 15,000 square feet of land
located in the City of Santa Monica, State of California, commonly known as 1318 to
1324 2 nd Street , as more particularly described in Exhibit “A” attached hereto and
incorporated herein by this reference (the “Property”).
C. The City has included the Property within the Downtown Core land use
designation, which is also part of the Downtown District, under the City’s recently
adopted Land Use and Circulation Element of its General Plan (the “LUCE”). The
Property is located within the BSC-4 (Bayside Commercial District – 4) under the City’s
Zoning Ordinance. To aid in the redevelopment of the Property, the City and Developer
desire to allow Developer to construct a mixed-use building with subterranean parking..
D. On January 13, 2012, Developer filed an application for a Development
Agreement, pursuant to Santa Monica Municipal Code (“SMMC”) Section 9.48.020
(the “Development Application”). The Development Application was designated by the
City as Application No. DEV 12001. The Development Application is for the planned
development of the Property with an approximately 46,421square foot mixed use project
containing 53 residential units, approximately 6,664 square feet of ground floor
commercial space, a two-level subterranean parking garage, and related facilities
(collectively the “Project”). The Project is more fully descried in this Agreement.
E. On April 26, 2011, the City Council adopted Interim Ordinance No 2356
("IZO"). The City Council extended and/or modified the IZO on several occasions
thereafter. The IZO prohibits the issuance of permits for development projects which
would constitute a Tier 2 or Tier 3 project as established pursuant to LUCE Chapter 2.1
or which would exceed 32 feet in height in the Downtown Core as delineated in the Land
Use Designation Map approved by the City Council on July 6, 2010 unless developed
pursuant to a development agreement adopted in accordance with SMMC Chapter 9.48.
Adoption of this Agreement will allow for the issuance of permits for the Project.
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F. Developer has paid all necessary costs and fees associated with the City’s
processing of the Development Application and this Agreement.
G. Following filing of the Development Application, the City determined that the
project was exempt from the California Environmental Quality Act ("CEQA") pursuant
to CEQA Guideline Section 21159.24.
H. The primary purpose of the Project is to permit Developer to construct a
mixed-use residential and commercial Project that is consistent with the LUCE and that
provides needed housing units and commercial space in the Downtown District. The
Parties desire to enter into this Agreement in conformance with the Development
Agreement Statutes in order to achieve the development of the Project on the Property.
I. The City Council has determined that a development agreement is
appropriate for the proposed development of the Property. This Agreement will
(1) eliminate uncertainty in planning for the Project and result in the orderly
development of the Project, (2) assure installation of necessary improvements on the
Property, (3) provide for public infrastructure and services appropriate to development of
the Project, (4) preserve substantial City discretion in reviewing subsequent development
of the Property, (5) secure for the City improvements that benefit the public, and
(6) otherwise achieve the goals and purposes for which the Development Agreement
Statutes were enacted.
J. This Agreement is consistent with the public health, safety, and welfare
needs of the residents of the City and the surrounding region. The City has specifically
considered and approved the impact and benefits of the development of the Project on the
Property in accordance with this Agreement upon the welfare of the region. The Project
will provide a number of community benefits, including without limitation the following:
(i) three (3) low income studio units beyond the minimum AHPP requirement; ; (ii)
sustainable design for the Project (LEED Gold); (iii) electric vehicle conduit and
stubouts; (iv) a monetary contribution towards transportation infrastructure
improvements; (v) a monetary contribution towards open space; (vi) a monetary
contribution towards the Colorado Esplanade improvement; (vii) a monetary contribution
toward Big Blue Bus improvements; (viii) a Transportation Demand Management
program that includes unbundled parking and bicycle parking for residents, employees
and commercial patrons; (ix) roof-mounted photovoltaic solar panels; and (x) a local
hiring provision.
K. The City Council has found that the provisions of this Development
Agreement are consistent with the relevant provisions of (1) City’s General Plan,
including the LUCE and (2) the Bayside District Specific Plan.
L. On March 20, 2013 and April 3, 2013, the City's Planning Commission
held duly noticed public hearings on the Development Application, and this Agreement.
At the April 3, 2013 hearing, the Planning Commission recommended that City Council
approve the proposed project generally supporting the recommendation of staff in its
March 20, 2013 staff report. Furthermore, the Commission provided recommendations,
6
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including but not limited to, additional affordable units, and a LEED Platinum
Certification building status.
M. On May 14, 2013, the City Council held a duly noticed public hearing on
the Development Application, this Agreement and at such hearing it introduced
Ordinance No. _____ for first reading, approving this Agreement.
N. On ____________, 2013, the City Council adopted Ordinance No.
______, approving this Agreement.
NOW THEREFORE, in consideration for the covenants and conditions
hereinafter set forth, the Parties hereto do hereby agree as follows:
ARTICLE 1
DEFINITIONS
The terms defined below have the meanings in this Agreement as set forth below
unless the context otherwise requires:
1.1 “Agreement” means this Development Agreement entered into between
the City and Developer as of the Effective Date.
1.2 “ARB” means the City’s Architectural Review Board.
1.3 “Building” means the building to be constructed as part of the Project, as
generally depicted in the Project Plans.
1.4 “City Council” means the City Council of the City of Santa Monica, or its
designee.
1.5 “City General Plan” or “General Plan” means the General Plan of the
City of Santa Monica, and all elements thereof including the LUCE, as of the Effective
Date unless otherwise indicated in this Agreement.
1.6 “Discretionary Approvals” are actions which require the exercise of
judgment or a discretionary decision, and which contemplate and authorize the
imposition of revisions or additional conditions, by the City, including any board,
commission, or department of the City and any officer or employee of the City.
Discretionary Approvals do not include Ministerial Approvals.
1.7 “Effective Date” has the meaning set forth in Section 9.1 below.
1.8 "Floor Area" has the meaning as defined in Sections 9.04.02.030.315 and
9.04.08.15.060(a)(2) of the Zoning Ordinance, as further modified by Section 3(f) of
Interim Ordinance No. 2417. The maximum allowable Floor Area for the Project is
46,421 square feet, not including the residential floor area discount.
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1.9 “Floor Area Ratio" and FAR” means floor area ratio as defined in
Sections 9.04.02.030.320 and 9.04.08.15.060(a)(2) of the Zoning Ordinance and Section
3(f) of Interim Ordinance No. 2417.
1.10 “Including” means “including, but not limited to.”
1.11 "LEED® Rating System" means the Leadership in Energy and
Environmental Design (LEED®) Green Building Rating System for New Construction &
Major Renovations, adopted by the U.S. Green Building Council in effect at the time of
ARB approval. An alternate version of the rating system or an alternate rating system
may be used with approval of the City’s Planning Director.
1.12 “Legal Action” means any action in law or equity.
1.13 “Low Income Studio Units” means studio units set aside for low income
households as defined by Santa Monica Municipal Code Section 9.56.020
1.14 “Maximum Floor Area” means 46,421 square feet of floor area.
1.15 “Ministerial Approvals” mean any action which merely requires the City
(including any board, commission, or department of the City and any officer or employee
of the City), in the process of approving or disapproving a permit or other entitlement, to
determine whether there has been compliance with applicable statutes, ordinances,
regulations, or conditions of approval.
1.16 “Parties” mean both the City and Developer and “Party” means either
the City or Developer, as applicable.
1.17 “Planning Director” means the Planning Director of the City of Santa
Monica, or his or her designee.
1.18 “Project Plans” mean the plans for the Project that are attached to this
Agreement as Exhibit “B.”
1.19 “Very-Low Income One-Bedroom Units” means one-bedroom units set
aside for very-low income households as defined by Santa Monica Municipal Code
Section 9.56.020.
1.20 “Zoning Ordinance” means the City of Santa Monica Comprehensive
Land Use and Zoning Ordinance (Chapter 9.04 of the SMMC), and any applicable
Interim Zoning Ordinance, as the same are in effect on the Effective Date, is set forth in
its entirety as part of Exhibit “E” (Planning and Zoning).
ARTICLE 2
DESCRIPTION OF THE PROJECT
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2.1 General Description. The Project includes all aspects of the proposed
development of the Property as more particularly described in this Agreement and on the
Project Plans. If there is a conflict or inconsistency between the text of this Agreement
and the Project Plans, the Project Plans will prevail; provided, however, that omissions
from the Project Plans shall not constitute a conflict or inconsistency with the text of this
Agreement.
2.2 Principal Components of the Project. The Project consists of the
following principal components, as well as the other components delineated in the Project
Plans, all of which are hereby approved by the City subject to the other provisions of this
Agreement: (a) fifty-three (53) dwelling units, consisting of forty-five (45) market rate
units, five (5) very low income one-bedroom units, and three (3) low income studio units,
(b) approximately 6,664 square feet of Floor Area of commercial use, and (c) sixty-six
(66) parking spaces in a two-level subterranean parking garage.
2.3 No Obligation to Develop.
2.3.1 Except as specifically provided herein:
(a) Nothing in this Agreement shall be construed to require
Developer to proceed with the construction of the Project or any portion thereof.
(b) The decision to proceed or to forbear or delay in
proceeding with construction of the Project or any portion thereof shall be in Developer’s
sole discretion.
(c) Failure by Developer to proceed with construction of the
Project or any portion thereof shall not give rise to any liability, claim for damages or
cause of action against Developer, except as may arise pursuant to a nuisance abatement
proceeding under SMMC Chapter 8.96, or any successor legislation.
2.3.2 Failure by Developer to proceed with construction of the Project or
any portion thereof shall not result in any loss or diminution of development rights,
except upon expiration of Developer’s vested rights pursuant to this Agreement, or the
termination of this Agreement.
2.3.3 Notwithstanding any provision of this Section 2.3 to the contrary,
Developer shall be required to implement all conditions of approval required under this
Agreement in accordance with Exhibit “D”.
2.4 Vested Rights.
2.4.1 Approval of Project Plans. The City hereby approves the Project
Plans. The City shall maintain a complete copy of the Project Plans, stamped
“Approved” by the City, in the Office of the City Clerk, and Developer shall maintain a
complete copy of the Project Plans, stamped “Approved” by the City, in its offices or at
the Project site. The Project Plans to be maintained by the City and Developer shall be in
a half-size set. Further detailed plans for the construction of the Building and
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improvements, including, without limitation, structural plans and working drawings shall
be prepared by Developer subsequent to the Effective Date based upon the Project Plans.
2.4.2 Minor Modifications to Project. Developer with the approval of
the Planning Director, may make minor changes to the Project or Project Plans (“Minor
Modifications”) without amending this Agreement; provided that the Planning Director
makes the following specific findings that the Minor Modifications: (i) are consistent
with the Project’s approvals as approved by the City Council; (ii) are consistent with the
provisions, purposes and goals of this Agreement; (iii) are not detrimental to the public
health, safety, convenience or general welfare; and (iv) will not significantly and
adversely affect the public benefits associated with the Project. The Planning Director
shall notify the Planning Commission in writing of any Minor Modifications approved
pursuant to this Section 2.4.2. Any proposed change which the Planning Director denies
as not qualifying for a Minor Modification based on the above findings must be
processed as a Major Modification.
2.4.3 Modifications Requiring Amendment to this Agreement.
Developer shall not make any “Major Modifications” (defined below) to the Project
without first amending this Agreement to permit such Major Modifications. A “Major
Modification” means the following:
(a) Reduction of any setback of the Project, as depicted on the
Project Plans, if by such reduction the applicable setback would be less than is permitted
in the applicable zoning district under the Zoning Ordinance in effect on the date such
modification is applied for;
(b) Any change in use not consistent with the permitted uses
defined in Section 2.5 below;
(c) A reduction in the number of Rental Housing units
specified in Section 2.2 by more than 5 units;
(d) Any increase in the number of compact parking spaces
shown on the Project Plans by more than 10 percent (10%) above the amount provided
for in Section 2.7; or any decrease in the number of parking spaces below 60;
(e)
shown on the Project Plans;
Any material change in the number or location of curb cuts
(f) Any variation in the design, massing or building
configuration, including but not limited to, floor area and building height, that renders
such aspects out of substantial compliance with the Project Plans after ARB Approval;
and
(g) Any change that would substantially reduce or alter the
community benefits or significant project features as set forth in Section 2.6.
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esidential unit.
(h)
Any increase or decrease in the number of bedrooms per
If a proposed modification does not exceed the Major Modification
thresholds established above, then the proposed modification may be reviewed in
accordance with Section 2.4.2.
2.4.4 City Consent to Modification. The Planning Director shall not
unreasonably withhold, condition, or delay its approval of a request for such Minor
Modification. The City may impose fees, exactions, conditions, and mitigation measures
in connection with its approval of a Minor or Major Modification, subject to any
applicable law. Notwithstanding anything to the contrary herein or in the Existing
Regulations, if the Planning Director approves a Minor Modification or if the City
approves a Major Modification (and the corresponding amendment to this Agreement for
such Major Modification), as the case may be, Developer shall not be required to obtain
any other Discretionary Approvals for such modification, except for ARB approval, in
the case of certain Major Modifications.
2.4.5 Right to Develop. Subject to the provisions of Section 3.3 below,
during the Term (as defined in ARTICLE 9 below) of this Development Agreement,
Developer shall have the vested rights (the “Vested Rights”) to (a) develop and construct
the Project in accordance with the following: (i) the Project Plans (as the same may be
modified from time to time in accordance with this Agreement); (ii) any Minor
Modifications approved in accordance with Section 2.4.2; (iii) any Major Modifications
which are approved pursuant to Section 2.4.3; and (iv) the requirements and obligations
of Developer related to the improvements which are specifically set forth in this
Agreement, and (b) use and occupy the Project for the permitted uses set forth in
Section 2.5. Except for any required approvals from the ARB pursuant to Section 6.1 of
this Agreement, the City shall have no further discretion over the elements of the Project
which have been delineated in the Project Plans (as the same may be modified from time
to time in accordance with this Agreement).
2.5 Permitted Uses. The City approves the following permitted uses for the
Project:
2.5.1 Above the Ground Floor: Rental Housing.
2.5.2 On the Ground Floor: The following uses shall be permitted on the
ground floor: (a) rental housing, and (b) any non-residential uses permitted by the Zoning
Ordinance in effect at the time the use is established, provided that all such uses shall be
primarily neighborhood serving goods, services, or retail uses and shall be subject to
Section 2.5.5 (Limitation on Non-residential Uses). These neighborhood-serving
nonresidential uses shall be small-scale general or specialty establishments primarily
serving residents or employees of the neighborhood, including guests of hotels located in
the neighborhood (“Neighborhood Serving Uses”). A determination that a use
constitutes a “Neighborhood Serving Use” shall be rendered by the City at the time of
issuance of a business license for each such individual use and not thereafter.
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Restaurants are automatically to be deemed “Neighborhood Serving Uses.” For purposes
of this Agreement, given the Property’s location in the Downtown Core, Neighborhood
Serving Uses of not more than 6,500 square feet of usable area, not including
subterranean storage areas, the transformer area, meter area, or refuse area, shall be
deemed “small scale establishments.”
2.5.3 Conditionally Permitted Uses. Conditionally Permitted Uses shall
be all non-residential uses that are identified as conditionally permitted uses in the
Zoning Ordinance in effect at the time the use is established provided that all such uses
shall be Neighborhood Serving Uses, as defined in Section 2.5.2. Conditionally
Permitted Uses may commence operating at the Project upon issuance of a Conditional
Use Permit (“CUP”) in accordance with the procedures established in the Zoning
Ordinance and the issuance of a business license. Conditionally Permitted Uses are not
permitted above the ground floor.
2.5.4 Other Uses Subject to Discretionary City Planning Approvals. In
addition to the Permitted Uses and Conditionally Permitted Uses, Developer may seek a
discretionary planning approval for ground floor uses that are allowed by any other City
discretionary process as provided in the Zoning Ordinance in effect when the use is
sought to be established, provided that all such uses shall be Neighborhood Serving Uses
as defined in Section 2.5.2 and shall be subject to Section 2.5.5. Such uses (a) may not
commence until the requisite City discretionary planning approval and a business license
are obtained and (b) are not permitted above the ground floor.
2.5.5 Limitation on Non-Residential Uses. Notwithstanding the above,
in no event shall the Project’s non-residential uses exceed 15 percent (15%) of the
Project’s total Floor Area.
2.5.6 Alcoholic Beverage Permits.
(a) In the event Developer or a business operator proposes a
new business or use dispensing for sale or other consideration, alcoholic beverages,
including beer, wine, malt beverages, and distilled spirits for on-site or off-site
consumption, a Conditional Use Permit shall be required except for Restaurants
complying with Section (b) below. No Conditional Use Permit shall be required for
catered events for which Developer obtains the permits then required for such events.
(b) Restaurants which offer alcoholic beverages including beer
or wine incidental to meal service shall be exempt from the provisions of Section
9.04.10.18 of the Municipal Code, provided that the operator of the Restaurant (or
Developer if Developer is the applicant) agrees in writing to comply with all of the
following criteria and conditions:
1. The primary use of the Restaurant premises shall be
for sit-down meal service to patrons. Alcohol shall not be served to persons except those
intending to purchase meals.
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2. If a counter service area is provided in the
Restaurant, a patron shall not be permitted to sit at the counter unless the patron is
ordering a meal in the same manner as patrons ordering meals at the table seating. The
seats located around the counter service area cannot be used as a waiting area where
patrons may drink before being seated or as a bar where beverages only are served.
3. Window or other signage visible from the public
right-of-way that advertises the Restaurant’s beer or alcohol shall not be permitted.
4. Customers shall be permitted to order meals at all
times and at all areas of the Restaurant where alcohol is being served. The Restaurant
shall serve food to patrons during all hours the Restaurant is open for customers.
5. The Restaurant shall maintain a kitchen or foodserving
area in which a variety of food is prepared on the premises.
6. Take out service from the Restaurant shall only be
incidental to the primary sit-down use.
7. No alcoholic beverage shall be sold for
consumption beyond the Restaurant premises.
8. Except for special events, alcohol shall not be
served by the Restaurant in any disposable containers such as disposable plastic or paper
cups.
permitted in the Restaurant.
9. No video or other amusement games shall be
10. No dancing is permitted at the Restaurant. Live
entertainment may only be permitted in the manner set forth in Section 9.04.02.030.730
of the Municipal Code.
11. Any minimum purchase requirement may be
satisfied by the purchase of beverages or food.
12. The primary use of any outdoor dining area shall be
for seated meal service. Patrons who are standing in the outdoor seating area shall not be
served.
13. The Restaurant operation shall at all times be
conducted in a manner not detrimental to surrounding properties by reason of lights,
noise, activities or other actions. The Restaurant operator shall control noisy patrons
leaving the restaurant.
14. The permitted hours of alcoholic beverage service
shall be nine a.m. to twelve midnight Sunday through Thursday, and nine a.m. to one
a.m. Friday and Saturday with complete closure and all Restaurant employees vacated
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from the building by one a.m. Sunday through Thursday, and two a.m. Friday and
Saturday. All alcoholic beverages must be removed from the outdoor dining area no later
than twelve midnight. No after-hours operation of the Restaurant is permitted.
15. No more than thirty-five percent (35%) of the
Restaurant’s total gross revenues per year shall be from alcohol sales. The Restaurant
operator shall maintain records of gross revenue sources which shall be submitted
annually to the City’s Planning Division at the beginning of the calendar year and also
available to the City and the California Department of State Alcoholic Beverage Control
(“ABC”) upon request.
16. Prior to occupancy of the Restaurant, a Restaurant
security plan shall be submitted to the Chief of Police for review and approval. The plan
shall address both physical and operational security issues.
17. Prior to occupancy, the Restaurant operator shall
submit a plan for approval by the Planning Director regarding its employee alcohol
awareness training programs and policies. The plan shall outline a mandatory alcoholawareness
training program for all Restaurant employees having contact with the public
and shall state management’s policies addressing alcohol consumption and inebriation.
The program shall require all Restaurant employees having contact with the public to
complete an ABC-sponsored alcohol awareness training program within ninety days of
the effective date of the exemption determination. In the case of new Restaurant
employees, the employees shall attend the alcohol awareness training within ninety days
of hiring. In the event the ABC no longer sponsors an alcohol awareness training
program, all Restaurant employees having contact with the public shall complete an
alternative program approved by the Planning Director. The Restaurant operator shall
provide the City with an annual report regarding compliance with this requirement. The
Restaurant operator shall be subject to any future citywide alcohol awareness training
program affecting similar establishments.
18. Within thirty days from the date of approval of this
exemption, the Restaurant applicant shall provide a copy of the signed exemption to the
local office of the State ABC.
19. Prior to occupancy, the Restaurant operator shall
submit a plan describing the establishment’s designated driver program, which shall be
offered by the operator to the establishment’s patrons. The plan shall specify how the
Restaurant operator will inform patrons of the program, such as offering on the menu a
free non-alcoholic drink for every party of two or more ordering alcoholic beverages.
2.6 Significant Project Features and LUCE Community Benefits. The
significant project features and LUCE community benefits identified below in this
Section 2.6 shall be achieved and developed in accordance with the terms of this
Agreement.
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2.6.1 Significant Project Features. Set forth below in this Section 2.6.1
are the significant project features that will be provided to the City: (i) increased tax
revenues; (ii) aesthetic enhancement to the Downtown Core with development of a welldesigned
mixed use development; (iii) an estimated one-hundred (100) new design and
construction related employment opportunities; (iv) developer fees for cultural arts; (v)
developer fees for child care facilities; (vi) installation of standard water and wastewater
reduction fixtures for the Project as legally applicable; (vii) various standard public
improvements and fees; and (viii) five (5) on-site very low income one-bedroom housing
units provided in accordance with the City’s Affordable Housing Production Program
requirements.
2.6.2 LUCE Community Benefits. Set forth below in this Section 2.6.2
are the additional community benefits that will be provided by the Project:
(a) Additional Affordable Housing Units. In addition to the
five (5) very low income one-bedroom housing units provided in satisfaction of the
City’s Affordable Housing Production Program requirements, the Developer will provide
an additional three (3) low income studio units, for a total of eight (8) affordable housing
units in the Project. All eight (8) affordable housing units shall be deed restricted in
accordance with the City’s Affordable Housing Production Program.
(b) Sustainable Design Features: LEED® Gold Requirement.
Developer shall design the Project so that, at a minimum, the Project shall achieve
LEED® “Gold” certification under the LEED® Rating System (the “Sustainable Design
Status”). Developer shall retain the services of a LEED accredited professional to consult
with Developer regarding inclusion of sustainable design features for the Project.
Developer shall confirm to the City that the design for the Project has achieved the
Sustainable Design Status in accordance with the following requirements:
1. Prior to the submission of plans for Architecture
Review Board review, Developer shall submit a preliminary checklist of anticipated
LEED® credits (that shall be prepared by the LEED® accredited professional) for review
by the City, along with a narrative to demonstrate that the Project is likely to achieve the
Sustainable Design Status.
2. Prior to issuance of a building permit, Developer
shall grant access to the City’s Green Building Program Advisor as a “Project Team
Manager” to the project’s documentation in the LEED Online system. The City’s Green
Program Advisor will use this online documentation to verify that the project is
reasonably likely to achieve the Sustainable Design Status.
3. Prior to issuance of a final Certificate of
Occupancy for the Project, the City shall verify (which verification shall not be
unreasonably withheld, conditioned or delayed) that the Project has achieved the
Sustainable Design Status.
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4. Notwithstanding the foregoing, if the City has not
verified that the constructed Project has achieved the Sustainable Design Status, the City
shall nonetheless issue a temporary Certificate of Occupancy for the Project (assuming
that the Project is otherwise entitled to receive a temporary Certificate of Occupancy).
The temporary Certificate of Occupancy shall be converted to a final Certificate of
Occupancy once the constructed Project has achieved the Sustainable Design Status.
5. If the Project is denied certification for the
Sustainable Design Status by the Green Building Certification Institute, and the
Developer is unwilling or unable to appeal the denial of certification, then the Developer
shall ensure that the Project achieves certification to the Gold level under the LEED
Existing Buildings Operations & Maintenance (LEED EBOM) rating system that is
current at the time that the temporary Certificate of Occupancy was issued for the Project.
Developer shall ensure that the Project achieves the Gold level LEED EBOM
certification no later than 2 years after the temporary Certificate of Occupancy was issued
for the Project.
(c) Transportation Infrastructure Contribution. Developer shall
pay to the City, prior to obtaining a building permit for the Project, the sum of one
hundred and twenty-five thousand four-hundred and ninety three dollars ($125,493) to be
used by the City for transportation infrastructure improvements.
(d) Esplanade Contribution. Developer shall pay to the City,
prior to obtaining a building permit for the Project, the sum of one hundred and twenty
five thousand dollars ($125,000) to be used by the City for the Colorado Esplanade
public improvement project.
(e) Open Space Contribution. Developer shall pay to the City,
prior to obtaining a building permit for the Project, the sum of two hundred and twentyfive
thousand dollars ($225,000) to be used by the City for public open space
improvements.
(f) Big Blue Bus Contribution. Developer shall pay to the
City, prior to obtaining a building permit for the Project, the sum of twenty five thousand
dollars ($25,000) to be used by the City for the Big Blue Bus transportation system.
(g) Historic Preservation Contribution. Prior to obtaining a
building permit for the Project, Developer shall create a separate, interest-bearing trust
fund and make a contribution in the amount of twenty five thousand dollars ($25,000).
The monies available in this fund shall be used exclusively for historic preservation
programs for the Downtown area in the City. These monies shall be applied for and
distributed in accordance with a process, to be established by the Planning Director,
whereby those entities that are exclusively devoted to historic preservation may make an
application to receive distribution of some or all of the trust funds.
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(h) Transportation Demand Management (“TDM”) Plan.
Developer shall implement and maintain the following Transportation Demand
Management Plan (“TDM Plan”):
and Residential Elements):
1. Measures Applicable to Entire Project (Commercial
A. Transportation Information Center. The
Developer shall maintain, for the life of the Project, a Transportation Information Center
("TIC"). The location of the TIC shall be mutually agreed upon by the City’s
Transportation Demand Program Manager and the Developer prior to the City’s issuance
of a certificate of occupancy for the Building, and may be relocated from time to time
thereafter upon mutual agreement of the Developer (or Developer’s successor in interest)
and the Transportation Demand Program Manager. The TIC shall include information
for employees, visitors and residents about:
• Local public transit services, including current maps, bus lines, light rail
lines, fare information, schedules for public transit routes serving the Project, telephone
numbers and website links for referrals on transportation information, including numbers
for the regional ridesharing agency, vanpool providers, ridematching and local transit
operators, ridesharing promotional material supplied by commuter-oriented organizations
and shuttles; and
• Bicycle facilities, including routes, rental and sales locations, on-site
bicycle facilities, bicycle safety information and the shower facility for the commercial
tenants of the Project.
The TIC shall also include a list of facilities available for carpoolers, vanpoolers,
bicyclists, transit riders and pedestrians at the site, including locations of EV charging
stations, and car share and bike share locations. Walking maps and information about
local services, restaurants, movie theaters and recreational activities within walking
distance of the Project shall also be made available. Such transportation information
shall be provided on-site, regardless of whether also provided on a website.
B. Unbundled Parking. Developer shall lease
(a) its parking to residential tenants separately from the residential units and (b) its
employee parking to commercial tenants separately from the commercial space. Such
parking shall be leased at market rates established by Developer from time to time.
However, Developer shall offer a parking space for the tenant(s) of the affordable units at
no additional cost, and shall provide a $100 rent reduction if the affordable unit tenant(s)
declines a parking space. Developer may, subject to the Planning Director’s approval,
reconfigure the parking spaces and operations from time-to-time in order to facilitate
unbundling of parking. Developer shall require in all tenant leases it executes as landlord
that each tenant charge its employees for parking and that all subleases contain this same
provision.
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C. Public Bicycle Parking. Developer shall
provide bicycle parking for public use in the amount of seven (7) short-term bicycle
parking spaces for commercial patrons, and six (6) short-term bicycle spaces for resident
visitors (13 total public bike spaces), as shown on the Project Plans.
D. Marketing. Developer shall promote
ridesharing quarterly through newsletters or other communications to tenants, both
residential and commercial. Furthermore, Developer shall hold at least one rideshare
event annually for residential tenants and commercial employees of the Project, which
may be provided in conjunction with the contemplated TMA.
E. Transportation Coordinator. Developer
shall designate an existing employee as the “Transportation Coordinator” to be
responsible for implementing, maintaining and monitoring the TDM Plan. Once at least
50% of the residential units are occupied, the Transportation Coordinator must dedicate a
minimum of fifteen hours per week to overseeing the TDM Plan. The Transportation
Coordinator’s contact information shall be provided to the City and updated as necessary.
The Transportation Coordinator shall be responsible for promoting the TDM Plan to
employees and residents, updating information boards/websites, offering carpool and
vanpool matching services and assisting with route planning and will be the point of
contact for administration of the annual survey and TDM Plan report required by this
Agreement, in addition to any other services the Transportation Coordinator may perform
at the Project for Developer. Transportation Coordinator services may be provided
through the TMA contemplated in Section 2(B) below.
Component Only:
2. Measures Applicable to Project's Commercial
A. Target AVR. For employees of the
commercial tenants, Developer shall achieve an average vehicle ridership ("AVR") of 2.0
by the third year after the City’s issuance of a certificate of occupancy for the Project and
the 2.0 AVR shall continue to be achieved and maintained thereafter. SMMC Chapter
9.16 in force and effect as of the Effective Date, shall govern how the AVR is calculated.
Developer will determine its AVR through employee surveys for one consecutive week
each calendar year beginning the first year the commercial component is at least 50%
occupied. Developer shall submit such baseline survey to the City at the time of
submittal of its annual compliance report for this Agreement. The City shall monitor the
TDM Plan performance as part of the City’s Periodic Review for the Project. If during
any annual evaluation of the Project’s employee trip reduction plan, the AVR
requirement has not been achieved for the Project, then Developer shall propose
modifications to the TDM Plan that Developer considers likely to achieve the AVR
requirement by the date of the next annual evaluation of the Project’s employee trip
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eduction plan. In addition, the City’s Planning Director may recommend feasible
modifications to the TDM Plan. Failure to achieve the AVR performance standard as
provided in this Section (A) will not constitute a Default within the meaning of the
Agreement so long as Developer is working cooperatively with the City and taking all
feasible steps to achieve compliance. The term “feasible” shall have the meaning given
that term in Section 21061.1 of the California Public Resources Code.
For purposes of determining AVR, the survey must be conducted in accordance with
Section 9.16.070(d)(2)(1) of the Zoning Ordinance except to the extent modified by this
Agreement below: The survey must be taken over five consecutive days during which
the majority of employees are scheduled to arrive at or leave the worksite. The days
chosen cannot contain a holiday and cannot occur during ‘Rideshare Week’ or other
‘event’ weeks (i.e., Bicycle Week, Walk to Work Week, Transit Week, etc.). This survey
must have a minimum response rate of seventy-five percent of employees who report to
or leave work between six a.m. and ten a.m., inclusive, and seventy-five percent of
employees who report to or leave work between three p.m. and seven p.m., inclusive.
Employers that achieve a ninety percent or better survey response rate for the a.m. or
p.m. window may count the ‘no-survey responses’ as ‘other’ when calculating their
AVR.
The procedure for calculating AVR at a worksite shall be as follows:
i. The AVR calculation shall be based
on data obtained from an employee survey as defined in Section 9.16.070(d)(2) of the
Zoning Ordinance, except as provided herein.
ii. AVR shall be calculated by dividing
the number of employees who report to or leave the worksite by the number of vehicles
arriving at or leaving the worksite during the peak periods. All employees who report to
or leave the worksite that are not accounted for by the employee survey shall be
calculated as one employee per vehicle arriving at or leaving the worksite. Employees
walking, bicycling, telecommuting, using public transit, arriving at the worksite in a zero
emission vehicle, or utilizing other shared ride shuttle services for at least 75% of their
commute shall be counted as employees arriving at or leaving the worksite without
vehicles. Employees telecommuting or on their day off under a recognized compressed
work week schedule shall also be counted as employees arriving at or leaving the
worksite without vehicles. Motorcycles shall be counted as vehicles.
iii. A child or student may be calculated
in the AVR as an additional passenger in the carpool/vanpool if the child or student
travels in the car/van to a worksite or school/childcare facility for the majority (at least
fifty-one percent) of the total commute.
iv. If two or more employees from
different employers commute in the same vehicle, each employer must account for a
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proportional share of the vehicle consistent with the number of employees that employer
has in the vehicle.
v. Any employee dropped off at a
worksite shall count as arriving in a carpool/vanpool only if the driver of the
carpool/vanpool is continuing on to his/her worksite.
vi. Any employee telecommuting at
home, off-site, or at a telecommuting center for a full work day, eliminating the trip to
work or reducing the total travel distance by at least fifty-one percent shall be calculated
as if the employee arrived at the worksite in no vehicle.
vii. Zero emission vehicles (electric
vehicles) shall be calculated as zero vehicles arriving at the worksite.
Furthermore, the definition of AVR contained in SMMC Section 9.16.030, in force and
effect as of the Effective Date, shall govern how AVR is calculated. That definition
reads as follows:
“The total number of employees who report to or leave the worksite or another jobrelated
activity during the peak periods divided by the number of vehicles driven by these
employees over that five-day period. The AVR calculation requires that the five-day
period must represent the five days during which the majority of employees are
scheduled to arrive at the worksite. The hours and days chosen must be consecutive. The
averaging period cannot contain a holiday and shall represent a normal situation so that a
projection of the average vehicle ridership during the year is obtained.”
B. Transportation Demand Management
Association. The property owner and building tenants shall be required to participate in
the establishment of a Transportation Demand Management Association ("TMA") that
may be defined by the City. TMAs provide employees, businesses, and visitors of an
area with resources to increase the amount of trips taken by transit, walking, bicycling
and carpooling. If a TMA is formed in the City, Developer shall participate as a full dues
paying member of the TMA. Developer shall require in all leases it executes as landlord
for space within the Project that building tenants be required to participate in the TMA
and that all subleases contain this same provision. Developer may elect to provide some
or all of the services required by this Section 2.6.2(h) through the TMA, in consultation
with the City’s Transportation Demand Program Manager.
C. Employee Transit Subsidy In Lieu of
Parking. Developer shall require in all tenant leases it executes as landlord that each
tenant offer its employees who do not purchase monthly automobile parking in the
Project a one month long Metro EZ Transit Pass (or equivalent multi-agency monthly
transit pass) at no cost, with such passes provided on-site.
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D. Employee Secure Bicycle Storage.
Developer shall provide secure bicycle parking for commercial employees in the amount
of four (4) long-term spaces as shown on the Project Plans. For the purpose of this
Section, secure bicycle parking shall mean bicycle lockers, an attended cage, or a secure
parking area. If the secure bicycle storage is not secure individual bicycle lockers,
commercial employee secure bicycle storage shall be provided in an area separate from
the secure bicycle storage for residents.
E. Employee Showers and Locker Facilities.
Two (2) single shower and locker facilities shall be provided for employees of
commercial uses on site who bicycle or use another active means, powered by human
propulsion, of getting to work or who exercise during the work day.
F. Employee Flex-Time Schedule. The
Developer shall require in all commercial leases it executes as landlord for space within
the Project that, when commercially feasible, employers shall permit employees within
the Project to adjust their work hours in order to accommodate public transit schedules,
rideshare arrangements, or off-peak hour commuting.
G. Employee Guaranteed Return Trip. The
Developer shall require in all leases it executes as landlord for space within the Project
that tenants provide employees who rideshare (this includes transit riders, vanpoolers,
walkers, carpool), with a return trip to their point of commute origin at no additional
cost to the employee, when a personal emergency situation, such as personal and
family illness or injury, requires it. Developer, or Developer’s successor in interest,
shall be responsible for ensuring this obligation is satisfied. The employee guaranteed
return trip may be provided through the TMA contemplated in Section 2.6.2(h)(2)(B)
above.
Component Only:
3. Measures Applicable to Project's Residential
A. Transit Welcome Package for Residents.
The Developer shall provide new residents of the rental housing units of the Project with
a Resident Transit Welcome Package (RTWP). One RTWP shall be provided to each
unit upon the commencement of a new tenancy. The RTWP at a minimum will include
one voucher good for a Metro EZ Transit Pass or equivalent multi-agency pass valid for
at least the first month of the tenant's residency, as well as area bus/rail transit route
information. The RTWP will also inform residents about the Transit Information Center
discussed in Section 1.A above and explain how to access the Transit Information Center.
B. Marketing and Outreach to Downtown
Employers and Employees. Developer shall prepare and implement a marketing and
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outreach plan designed to notify Downtown employers and their employees of the
Project's residential component for the purpose of encouraging those that work in the
Downtown area to consider residing in the Project. Such plan shall be subject to
reasonable approval by the Planning Director. As residential units become vacant,
Developer shall make reasonable efforts to contact Downtown employers and their
employees for the purpose of informing them of such vacancies and the opportunity to
live closer to their places of employment.
C. Convenient and Secure Bicycle Storage for
Residents. The Developer shall provide a convenient and secure bicycle parking area for
residents of the Project in the Subterranean Space as shown on the Project Plans that shall
have sufficient space to accommodate one (1) bicycle for each bedroom at the Project
(with a minimum of one (1) space per unit). For the purposes of this Section, secure
bicycle parking shall mean bicycle lockers, an attended cage, or a secure parking room.
If the secure bicycle storage is not secure individual bicycle lockers, residential secure
bicycle storage shall be provided in an area separate from the secure bicycle storage for
commercial employees. Furthermore, the Developer shall provide 53 additional bike
racks for residents above vehicular parking spaces in the subterranean garage.
4. Changes to TDM Plan. Subject to the reasonable
approval of the City’s Planning Director, the Developer may: (a) modify this TDM Plan
provided the TDM Plan, as modified, can be demonstrated as equal or superior in its
effectiveness at mitigating the traffic-generating effects of this Project or (b) modify this
TDM Plan to help the Project achieve the applicable AVR standards. The Planning
Director may also propose modifications to the TDM Plan to achieve the applicable AVR
standards. Changes to the TDM Plan in accordance with this Section shall be treated as
Minor Modifications pursuant to Section 2.4.2.
5. New TDM Ordinance. If the City adopts a new
ordinance of general application that updates or replaces Chapter 9.16 of the Zoning
Ordinance and that applies to the geographic area in which the Property is located (“New
TDM Ordinance”), then, subject to the Planning Director’s approval in his or her sole and
absolute discretion, Developer may elect to comply with the new TDM Ordinance in lieu
of complying with the TDM Plan outlined in this Agreement.
(i) Electric Vehicle Parking: Developer shall install stub-outs
in the Project for five (5) electric vehicle charging stations for the purpose of promoting
electric car usage and reduced vehicular emissions.
(j) Photovoltaic Panels: Developer shall install photovoltaic
solar panels on the roof of the Project, as shown on the plans.
(k) Local Hiring Program: Developer shall implement and
monitor the Local Hiring Program as set forth in Exhibit “F.”
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(l) Project Design. As a result of this Agreement, there are
enhanced elements of the Project design, including an Enhanced Walkway Area as shown
on the Project Plans. Developer shall make the Enhanced Walkway Area accessible to
the public at all times, except between the hours of 2:00am through 6:00 am. The public
use of that certain area designated on the Project Plans as “Enhanced Walkway” shall be:
(i) consistent with the terms and conditions of this Agreement; (ii) solely for pedestrian
access to and passive use of the Enhanced Walkway by the public, including walking,
strolling, and similar activity; and (iii) compatible with Developer’s development, use
and enjoyment of the Project. No use other than pedestrian access to and passive use of
the Enhanced Walkway by the public shall be permitted on the Enhanced Walkway.
Notwithstanding the above, Developer may limit public access to the Enhanced Walkway
Area during other hours, but only if the Enhanced Walkway area is utilized for outdoor
dining.
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2.7 Prohibited Activities in the Enhanced Walkway. Nothing in this
Agreement shall give members of the public the right, without the prior written consent
of Developer, which consent may be conditioned or withheld by Developer in
Developer’s sole discretion, to engage in any other activity on the Enhanced Walkway,
including, without limitation any of the following: (i) cooking, dispensing or preparing
food; (ii) selling any item or engaging in the solicitation of money, signatures, or other
goods or services; (iii) sleeping or staying overnight; (iv) engaging in political or other
demonstrations; (v) using sound amplifying equipment; or (vi) engaging in any illegal,
dangerous or other activity that Developer reasonably deems to be inconsistent with other
uses in the Project or with the use of the Enhanced Walkway by other members of the
public for the permitted purposes, such as excessive noise or boisterous activity, bicycle
or skateboard riding skating or similar activity, being intoxicated, having offensive bodily
hygiene, having shopping carts or other wheeled conveyances (except for wheelchairs
and baby strollers/carriages), and Developer shall retain the right to cause persons
engaging in such conduct to be removed from the Project. If any such persons refuse to
leave the Project, they shall be deemed to be trespassing and be subject to arrest in
accordance with applicable law. Developer shall be entitled to establish and post rules
and regulations for use of the Enhanced Walkway consistent with the foregoing. Nothing
in this Agreement or in the Project Plans shall be deemed to mean that the Enhanced
Walkway is a public park or is subject to legal requirements applicable to a public park or
other public space. The Enhanced Walkway shall remain the private property of
Developer with members of the public having only a license to occupy and use the
Enhanced Walkway in a manner consistent with this Article 2
2.8 Parking. The number of parking spaces provided in the Project shall be
sixty six (66), including up to ten (10) compact parking spaces. This Agreement and the
Project Plans set forth the exclusive off-street parking requirements for the Project and
supersede all other minimum space parking requirements under the Existing Regulations,
including without limitation Part 9.04.10.08 of the Zoning Ordinance.
2.9 Design.
2.9.1 Setbacks. Developer shall maintain the setbacks for the Project as
set shown on the Project Plans. In the event that any inconsistencies exist between the
Zoning Ordinance and the setbacks established by this Agreement, then the setbacks
required by this Agreement shall prevail.
2.9.2 Building Height. The maximum height of the Building as well as
each floor to ceiling height shall be as set forth on the Project Plans. In the event that any
inconsistencies exist between the Zoning Ordinance and the Building height and/or floor
to ceiling heights allowed by this Agreement, then the Building height and floor to
ceiling heights allowed by this Agreement shall prevail.
2.9.3 Stepbacks. Developer shall maintain the stepbacks for the Project
as set forth on the Project Plans. In the event that any inconsistencies exist between the
Zoning Ordinance and the stepbacks required by this Agreement, then the stepbacks
established by this Agreement shall prevail.
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2.9.4 Permitted Projections. Projections shall be permitted as reflected
on the Project Plans. In the event that any inconsistencies exist between the Zoning
Ordinance and the projections permitted by this Agreement, then the projections
permitted by this Agreement shall prevail.
2.9.5 Signage. The location, size, materials, and color of any signage
shall be reviewed by the ARB (or the Planning Commission on appeal) in accordance
with the procedures set forth in Section 6.1 of this Agreement. All signs on the Property
shall be subject to Chapter 9.52 of the Zoning Ordinance (Santa Monica Sign Code) in
effect as of the Effective Date, a copy of which is set forth in its entirety in Exhibit "E".
Directional signs for vehicles shall be located at approaches to driveways as required by
the City's Strategic Transportation Planning Division.
Project Plans.
2.9.6 Balconies. Balconies shall be provided in accordance with the
2.9.7 Open Space. The amount and location of Project open space shall
be provided in accordance with the Project Plans.
2.9.8 Floor Area. The amount of Floor Area shall be permitted as set
forth in this Agreement and as depicted on the Project Plans. In the event that any
inconsistencies exist between the Zoning Ordinance and the FAR allowed by this
Agreement and as depicted on the Project Plans, then the FAR allowed by this
Agreement and as depicted on the Project Plans shall prevail.
2.10 Contract with City. Developer hereby acknowledges that in approving
this Development Agreement for the Project, the City is waiving fees and taxes and
modifying development standards otherwise applicable to the Project such as increasing
unit density, reducing parking standards, and other property development standards. In
exchange for such forms of assistance from the City, which are of financial benefit to the
Developer, Developer has entered into this contract with the City and agreed to the other
conditions of the Development Agreement, including the requirement to provide and
maintain eight (8) affordable units on site for occupancy by income qualified households.
The parties agree and acknowledge that this is a contract providing forms of assistance to
the Developer within the meaning of Civil Code Section 1954.52(b) and Government
Code Section 65915 et seq.
ARTICLE 3
CONSTRUCTION
3.1 Construction Mitigation Plan. During the construction phase of the
Project, Developer shall comply with the Construction Mitigation Plan attached as
Exhibit “H” hereto.
3.2 Construction Hours. Developer shall be permitted to perform construction
between the hours of 8:00 a.m. to 6:00 p.m. Monday through Friday, and 9:00 a.m. to
5:00 p.m. Saturday; provided that interior construction work which does not generate
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noise of more than thirty (30) decibels beyond the Property line may also be performed
between the hours of 7:00 a.m. to 8:00 a.m. and 6:00 p.m. to 7:00 p.m. Monday through
Friday, and 8:00 a.m. to 9:00 a.m. and 5:00 p.m. to 6:00 p.m. Saturday. Notwithstanding
the foregoing, pursuant to SMMC Section 4.12.110(e), Developer has the right to seek a
permit from the City authorizing construction activity during the times otherwise
prohibited by this Section. The Parties acknowledge and agree that, among other things,
after hours construction permits can be granted for concrete pours.
3.3 Outside Building Permit Issuance Date. If Developer has not been issued
a building permit for the Project by the “Outside Building Permit Issuance Date” (defined
below), then on the day after the Outside Building Permit Issuance Date, without any
further action by either Party, this Agreement shall automatically terminate and be of no
further force or effect. For purposes of clarity, if Developer has not been issued a
building permit for the Project by the Outside Building Permit Issuance Date, the City
shall not be required to pursue its remedies under Section 11.4 of this Agreement, and
this Agreement shall, instead, automatically terminate. “Outside Building Permit
Issuance Date” means the date that is the last day of the thirty-sixth (36 th ) full calendar
month after the Effective Date; provided that the Outside Building Permit Issuance Date
may be extended by applicable Excusable Delays and otherwise in accordance with the
remainder of this paragraph. If the approval by the ARB of the Project design does not
occur within four (4) months of the submittal by Developer to the ARB of the Project
design, then the Outside Building Permit Issuance Date shall be extended one month for
each additional month greater than four that the final ARB approval is delayed. At any
time before the last day of the thirty-sixth (36 th ) full calendar month after the Effective
Date (the "Extension Notice Date"), Developer may deliver written notice to the
Planning Director, requesting an extension of the Outside Building Permit Issuance Date
for an additional twelve (12) months. The Outside Building Permit Issuance Date may be
administratively extended not more than one (1) time for an additional twelve (12)
months.. The Planning Director may grant such extension if Developer can demonstrate
substantial progress has been made towards obtaining a building permit and show
reasonable cause why Developer will not be able to obtain the building permit for the
Project by the initial Outside Building Permit Issuance Date and can demonstrate that:
(a) the condition of the Property will not adversely affect public health or safety and (b)
the continued delay will not create any unreasonable visual or physical detriment to the
neighborhood.
3.4 Construction Period. Construction of the Project shall be subject to the
provisions of SMMC Section 8.08.070.
3.5 Damage or Destruction. If the Project, or any part thereof, is damaged or
destroyed during the term of this Agreement, Developer shall be entitled to reconstruct
the Project in accordance with this Agreement if: (a) Developer obtains a building permit
for this reconstruction prior to the expiration of this Agreement and (b) the Project is
found to be consistent with the City’s General Plan in effect at the time of obtaining the
building permit.
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ARTICLE 4
PROJECT FEES, EXACTIONS,
AND CONDITIONS
4.1. Fees, Exactions, and Conditions. Except as expressly set forth in Section
2.6.2 (relating to Community Benefits), Section 4.2 (relating to modifications), and
Section 5.2 (relating to Subsequent Code Changes) below, the City shall charge and
impose only those fees, exactions,, conditions, and standards of construction set forth in
this Agreement, including Exhibits “C”, “D” and “I” attached hereto, and no others. If
any of the conditions set forth on Exhibit “D” is satisfied by others, Developer shall be
deemed to have satisfied such measures or conditions.
4.2. Conditions on Modifications. The City may impose fees, exactions,
mitigation measures and conditions in connection with its approval of Minor or Major
Modifications, provided that all fees, exactions, mitigation measures and conditions shall
be in accordance with any applicable law.
4.3. Implementation of Conditions of Approval.
4.3.1 Compliance with Conditions of Approval. Developer shall be
responsible to adhere to the conditions of approval set forth in Exhibit “D” in accordance
with the timelines established in Exhibit "D."
4.3.2 Survival of Conditions of Approval. If Developer proceeds with
the construction of the Project, except as otherwise expressly limited in this Agreement,
the obligations and requirements imposed by the conditions of approval set forth in the
attached Exhibit “D” shall survive the expiration of the Term of this Agreement and shall
remain binding on Developer, its successors and assigns, and shall continue in effect for
the life of the Project.
4.3.3 On-Site Affordable Fee Waivers and Reductions. Notwithstanding
the foregoing, the Residential Buildings shall be entitled to all fee waivers and fee
reductions available for projects involving on-site affordable housing under the SMMC
then in effect.
ARTICLE 5
EFFECT OF AGREEMENT ON CITY LAWS AND REGULATIONS
5.1 Development Standards for the Property; Existing Regulations. The
following development standards and restrictions set forth in this Section 5.1 govern the
use and development of the Project and shall constitute the Existing Regulations, except
as otherwise expressly required by this Agreement.
forth below:
5.1.1 Defined Terms. The following terms shall have the meanings set
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(a) “Existing Regulations” collectively means all of the
following which are in force and effect as of the Effective Date: (i) the General Plan
(including, without limitation, the LUCE); (ii) the Bayside District Specific Plan; (iii) the
Zoning Ordinance except as modified herein; (iv) the IZO; (v) any and all ordinances,
rules, regulations, standards, specifications and official policies of the City governing,
regulating or affecting the demolition, grading, design, development, building,
construction, occupancy or use of buildings and improvements or any exactions
therefore, except as amended by this Agreement; and (vi) the development standards and
procedures in ARTICLE 2 of this Agreement.
(b) “Subsequent Code Changes” collectively means all of the
following which are adopted or approved subsequent to the Effective Date, whether such
adoption or approval is by the City Council, any department, division, office, board,
commission or other agency of the City, by the people of the City through charter
amendment, referendum, initiative or other ballot measure, or by any other method or
procedure: (i) any amendments, revisions, additions or deletions to the Existing
Regulations; or (ii) new codes, ordinances, rules, regulations, standards, specifications
and official policies of the City governing or affecting the grading, design, development,
construction, occupancy or use of buildings or improvements or any exactions therefor.
“Subsequent Code Changes” includes, without limitation, any amendments, revisions or
additions to the Existing Regulations imposing or requiring the payment of any fee,
special assessment or tax.
5.1.2 Existing Regulations Govern the Project. Except as provided in
Section 5.2, development of the Buildings and improvements that will comprise the
Project, including without limitation, the development standards for the demolition,
grading, design, development, construction, occupancy or use of such Buildings and
improvements, and any exactions therefor, shall be governed by the Existing Regulations.
The City agrees that this Agreement is consistent with the General Plan, including the
LUCE, and the Bayside District Specific Plan as more fully described in the Recitals.
Any provisions of the Existing Regulations inconsistent with the provisions of this
Agreement, to the extent of such inconsistencies and not further, are hereby deemed
modified to that extent necessary to effectuate the provisions of this Agreement. The
Project shall be exempt from: (a) all Discretionary Approvals or review by the City or
any agency or body thereof, other than the matters of architectural review by the ARB as
specified in Section 6.1 and review of modifications to the Project as expressly set forth
in Sections 2.4.2 and 2.4.3; (b) the application of any subsequent local development or
building moratoria, development or building rationing systems or other restrictions on
development which would adversely affect the rate, timing, or phasing of construction of
the Project, and (c) Subsequent Code Changes which are inconsistent with this
Agreement.
5.2 Permitted Subsequent Code Changes.
5.2.1 Applicable Subsequent Code Changes. Notwithstanding the terms
of Section 5.1, this Agreement shall not prevent the City from applying to the Project the
following Subsequent Code Changes set forth below in this Section 5.2.1.
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(a) Processing fees and charges imposed by the City to cover
the estimated actual costs to City of processing applications for development approvals
including: (i) all application, permit, and processing fees incurred for the processing of
this Agreement, any administrative approval of a Minor Modification, or any amendment
of this Agreement in connection with a Major Modification; (ii) all building plan check
and building inspection fees for work on the Property in effect at the time an application
for a grading permit or building permit is applied for; and (iii) the public works plan
check fee and public works inspection fee for public improvements constructed and
installed by Developer and (iv) fees for monitoring compliance with any development
approvals, or any environmental impact mitigation measures; provided that such fees and
charges are uniformly imposed by the City at similar stages of project development on all
similar applications and for all similar monitoring.
(b) General or special taxes, including, but not limited to,
property taxes, sales taxes, parcel taxes, transient occupancy taxes, business taxes, which
may be applied to the Property or to businesses occupying the Property; provided that (i)
the tax is of general applicability City-wide and does not burden the Property
disproportionately to other similar developments within the City; and (ii) the tax is not a
levy, assessment, fee or tax imposed for the purpose of funding public or private
improvements on other property located within the Downtown District (as defined in the
City’s General Plan as of the Effective Date).
(c) Procedural regulations relating to hearing bodies, petitions,
applications, notices, documentation of findings, records, manner in which hearings are
conducted, reports, recommendations, initiation of appeals, and any other matters of
procedure; provided such regulations are uniformly imposed by the City on all matters,
do not result in any unreasonable decision-making delays and do not affect the
substantive findings by the City in approving this Agreement or as otherwise established
in this Agreement.
(d) Regulations governing construction standards and
specifications which are of general application that establish standards for the
construction and installation of structures and associated improvements, including,
without limitation, the City’s Building Code, Plumbing Code, Mechanical Code,
Electrical Code and Fire Code; provided that such construction standards and
specifications are applied on a City-wide basis and do not otherwise limit or impair the
Project approvals granted in this Agreement unless adopted to meet health and safety
concerns.
writing.
(e)
Any City regulations to which Developer has consented in
(f) Collection of such fees or exactions as are imposed and set
by governmental entities not controlled by City but which are required to be collected by
City.
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(g) Regulations which do not impair the rights and approvals
granted to Developer under this Agreement. For the purposes of this Section 5.2.1(g),
regulations which impair Developer’s rights or approvals include, but are not limited to,
regulations which (i) materially increase the cost of the Project (except as provided in
Section 5.2.1(a), (b), and (d) above), or (ii) which would materially delay development of
the Project or that would cause a material change in the uses of the Project as provided in
this Agreement.
(h) Developer acknowledges that the Property is subject to the
Parking Developer Fee adopted by the City Council on August 19, 1986 (Resolution No.
7286 (CCS)). Developer further acknowledges that the City is currently addressing how
this fee might be revised, updated or restructured (“revised fee”). This Agreement
neither precludes the City from imposing the revised fee on Developer nor prevents
Developer from challenging the revised fee if imposed on Developer except Developer
cannot assert that this Agreement serves as a bar to the imposition of the revised fee.
5.2.2 New Rules and Regulations. This Agreement shall not be
construed to prevent the City from applying new rules, regulations and policies in those
circumstances specified in Government Code Section 65866.
5.2.3 State or Federal Laws. In the event that state or federal laws or
regulations, enacted after the Effective Date, prevent or preclude compliance with one or
more of the provisions of this Agreement, such provisions of this Agreement shall be
modified or suspended as may be necessary to comply with such state or federal laws or
regulations; provided that this Agreement shall remain in full force and effect to the
extent it is not inconsistent with such laws or regulations and to the extent such laws or
regulations do not render such remaining provisions impractical to enforce.
5.3 Common Set of Existing Regulations. Prior to the Effective Date, the City
and Developer shall use reasonable efforts to identify, assemble and copy three identical
sets of the Existing Regulations, to be retained by the City and Developer, so that if it
becomes necessary in the future to refer to any of the Existing Regulations, there will be
a common set of the Existing Regulations available to all Parties.
5.4 Conflicting Enactments. Except as provided in Section 5.2 above, any
Subsequent Code Change which would conflict in any way with or be more restrictive
than the Existing Regulations shall not be applied by the City to any part of the Property.
Developer may, in its sole discretion, give the City written notice of its election to have
any Subsequent Code Change applied to such portion of the Property as it may have an
interest in, in which case such Subsequent Code Change shall be deemed to be an
Existing Regulation insofar as that portion of the Property is concerned. If there is any
conflict or inconsistency between the terms and conditions of this Agreement and the
Existing Regulations, the terms and conditions of this Agreement shall control.
5.5 Timing of Development. The California Supreme Court held in Pardee
Construction Co. v. City of Camarillo, 37 Cal.3d 465 (1984), that failure of the parties in
that case to provide for the timing of development resulted in a later adopted initiative
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estricting the timing of development to prevail over the parties’ agreement. It is the
intent of Developer and the City to cure that deficiency by expressly acknowledging and
providing that any Subsequent Code Change that purports to limit over time the rate or
timing of development or to alter the sequencing of development phases (whether
adopted or imposed by the City Council or through the initiative or referendum process)
shall not apply to the Property or the Project and shall not prevail over this Agreement.
In particular, but without limiting any of the foregoing, no numerical restriction shall be
placed by the City on the amount of total square feet or the number of buildings,
structures, residential units that can be built each year on the Property except as expressly
provided in this Agreement.
ARTICLE 6
ARCHITECTURAL REVIEW BOARD
6.1 Architectural Review Board Approval. The Project shall be subject to
review and approval or conditional approval by the ARB in accordance with design
review procedures in effect under the Existing Regulations. Consistent with Existing
Regulations, the ARB cannot require modifications to the building design which negates
the fundamental development standards established by this Agreement. For example, the
ARB cannot require reduction in the overall height of the buildings, reduction in the
number of stories in the buildings, reduction in density, or reduction in floor area greater
than three and a half percent (3.5%). Decisions of the ARB are appealable to the
Planning Commission in accordance with the Existing Regulations.
6.2 [Reserved]
ARTICLE 7
CITY TECHNICAL PERMITS
7.1 Definitions. For purposes of this Agreement, the following terms shall
have the meanings set forth below:
7.1.1 “Technical City Permits” means any Ministerial Approvals,
consents or permits from the City or any office, board, commission, department, division
or agency of the City, which are necessary for the actual construction of the Project or
any portion thereof in accordance with the Project Plans and this Agreement. Technical
City Permits include, without limitation (a) building permits, (b) related mechanical,
electrical, plumbing and other technical permits, (c) demolition, excavation and grading
permits, (d) encroachment permits, and (e) temporary and final certificates of occupancy.
7.1.2 “Technical Permit Applications” means any applications
required to be filed by Developer for any Technical City Permits.
7.2 Diligent Action by City.
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7.2.1 Upon satisfaction of the conditions set forth in Section 7.3, the
City shall accept the Technical Permit Applications filed by Developer with the City and
shall diligently proceed to process such Technical Permit Applications to completion.
7.2.2 Upon satisfaction of the conditions set forth in Section 7.3, the
City shall diligently issue the Technical City Permits which are the subject of the
Technical Permit Applications.
7.3 Conditions for Diligent Action by the City.
7.3.1 Acceptance and Processing of Technical Permit Applications. The
obligation of the City to accept and diligently process the Technical Permit Applications
which are filed by Developer, and then issue the Technical City Permits, is subject to the
satisfaction of the following conditions:
(a) Developer shall have completed and filed all Technical
Permit Applications which are required under the administrative procedures and policies
of the City which are in effect on the date when the Technical Permit Application is filed;
provided that such procedures and policies are uniformly in force and effect throughout
the City;
(b) Developer shall have paid all processing and permit fees
established by the City in connection with the filing and processing of any Technical
Permit Application which are in effect on the date when the Technical Permit Application
is filed; provided that such fees are uniformly in force and effect throughout the City; and
(c) If required for the particular Technical Permit Application,
Developer shall have obtained the approval of the ARB referred to in Section 6.1. above.
7.3.2 Issuance of a Technical City Permit. The obligation of the City to
issue a Technical City Permit which is the subject of a Technical Permit Application filed
by Developer is subject to the satisfaction of the following conditions (and only such
conditions and no others):
(a) Developer shall have complied with all of its obligations
under this Agreement which are required to be performed prior to or concurrent with the
issuance of the Technical City Permits for the proposed Buildings;
(b) Developer shall have received any permits or approvals
from other governmental agencies which are required by law to be issued prior to or
concurrent with the issuance of the Technical City Permits for the proposed Buildings;
(c) The proposed Buildings conform to the development
standards for such Buildings established in this Agreement. In the event that a proposed
Building is not in conformance with the development standards, Developer shall have the
right to seek any relief from such standards under the procedures then available in the
City; and
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(d) The proposed Buildings conform to the Administrative and
Technical Construction Codes of the City (Article VIII, Chapter 1 of the Santa Monica
Municipal Code) (the “Technical Codes”) in effect on the date that the Technical Permit
Application is filed.
7.3.3 New Technical Requirements. From time to time, the City’s
Technical Codes are amended to meet new technical requirements related to techniques
of building and construction. If the sole means of achieving compliance for the Project
with such revisions to the Technical Codes made after the Effective Date (“New
Technical Requirements”) would require an increase from the allowable Building
Height established in this Agreement for the Project, then the Planning Director is hereby
authorized to grant Developer limited relief from the allowable Building Height without
amending this Agreement if the requested relief is in compliance with the City’s General
Plan. Any such approval shall be granted only after the Planning Director’s receipt of a
written request for such relief from Developer. Developer is required to supply the
Planning Director with written documentation of the fact that compliance with the New
Technical Requirements cannot be achieved by some other method. Any such relief shall
only be granted to the extent necessary in the Planning Director’s determination for
Developer to comply with the New Technical Requirements.
7.4 Duration of Technical City Permits. The duration of Technical City
Permits issued by the City, and any extensions of the time period during which such
Technical City Permits remain valid, shall be established in accordance with the
Technical Codes in effect at the time that the Technical City Permits are issued. Subject
to the terms of the next sentence, the lapse or expiration of a Technical City Permit shall
not preclude or impair Developer from subsequently filing another Technical Permit
Application for the same matter during the Term of this Agreement, which shall be
processed by the City in accordance with the provisions of this ARTICLE 7.
Notwithstanding anything to the contrary in this Agreement, if Developer obtains
building permits for the Project and, at any time after the Outside Building Permit
Issuance Date, such building permits expire or are revoked pursuant to the applicable
terms of the SMMC (as the same may be amended from time to time), then Developer
may not subsequently apply for new building permits for the Project without first
obtaining the prior written consent of the Planning Director, which may be granted or
withheld in the Planning Director’s sole discretion.
7.5 [Reserved]
7.6 [Reserved]
ARTICLE 8
AMENDMENT AND MODIFICATION
8.1 Amendment and Modification of Development Agreement. Subject to the
notice and hearing requirements of the applicable Development Agreement Statutes, this
Agreement may be modified or amended from time to time only with the written consent
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of Developer and the City or their successors and assigns in accordance with the
provisions of the SMMC and Section 65868 of the California Government Code.
ARTICLE 9
TERM
9.1 Effective Date. This Agreement shall be dated, and the obligations of the
Parties hereunder shall be effective as of the date upon which the ordinance approving
this Agreement becomes effective (the “Effective Date”). The Parties shall execute this
Agreement within ten (10) working days of the Effective Date.
9.2 Term.
9.2.1 Term of Agreement. The term of this Agreement shall commence
on the Effective Date and shall continue for ten (10) years thereafter (the “Term”), unless
the Term is otherwise terminated pursuant to Section 11.4, after the satisfaction of all
applicable public hearing and related procedural requirements or pursuant to Section 3.3.
9.2.2 Termination Certificate. Upon termination of this Agreement, the
Parties hereto shall execute an appropriate certificate of termination in recordable form (a
“Termination Certificate”), which shall be recorded in the official records of Los
Angeles County.
9.2.3 Effect of Termination. Except as expressly provided herein (e.g.,
Section 4.3.2 ), none of the parties' respective rights and obligations under this
Agreement shall survive the Term.
ARTICLE 10
PERIODIC REVIEW OF COMPLIANCE
10.1 City Review. The City shall review compliance with this Development
Agreement once each year, on or before March 31 st (each, a “Periodic Review”), in
accordance with this ARTICLE 10 in order to determine whether or not Developer is outof-compliance
with any specific term or provision of this Agreement.
10.2 Evidence of Good Faith Compliance. On or before October 1 st of each
year, Developer shall deliver to the City a written report demonstrating that Developer
has been in good faith compliance with this Agreement during the twelve (12) month
period prior to the anniversary of the Effective Date. The written report shall be provided
in the form established by the City. For purposes of this Agreement, the phrase “good
faith compliance” shall mean the following: (a) compliance by Developer with the
requirements of the Existing Regulations, except as otherwise modified by this
Agreement; and (b) compliance by Developer with the terms and conditions of this
Agreement, subject to the existence of any specified Excusable Delays (as defined in
Section 15.8 below) which prevented or delayed the timely performance by Developer of
any of its obligations under this Agreement.
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10.3 Information to be Provided to Developer. Prior to any public hearing
concerning the Periodic Review of this Agreement, the City shall deliver to Developer a
copy of all staff reports prepared in connection with a Periodic Review, written
comments from the public and, to the extent practical, all related exhibits concerning
such Periodic Review. If the City delivers to Developer a Notice of Breach pursuant to
Section 11.1 below, the City shall concurrently deliver to Developer a copy of all staff
reports prepared in connection with such Notice of Breach, all written comments from the
public and all related exhibits concerning such Notice of Breach.
10.4 Notice of Breach; Cure Rights. If during any Periodic Review, the City
reasonably concludes on the basis of substantial evidence that Developer has not
demonstrated that it is in good faith compliance with this Agreement, then the City may
issue and deliver to Developer a written Notice of Breach pursuant to Section 11.1 below,
and Developer shall have the opportunity to cure the default identified in the Notice of
Breach during the cure periods and in the manner provided by Section 11.2 and Section
11.3, as applicable.
10.5 Failure of Periodic Review. The City’s failure to review at least annually
compliance by Developer with the terms and conditions of this Agreement shall not
constitute or be asserted by any Party as a breach by any other Party of this Agreement.
10.6 Termination of Development Agreement. If Developer fails to timely cure
any item(s) of non-compliance set forth in a Notice of Default, then the City shall have
the right but not the obligation to initiate proceedings for the purpose of terminating this
Agreement pursuant to Section 11.4 below.
10.7 City Cost Recovery. Following completion of each Periodic Review,
Developer shall reimburse the City for its actual and reasonable costs incurred in
connection with such review.
11.1 Notice and Cure.
ARTICLE 11
DEFAULT
11.1.1 Breach. If either Party fails to substantially to perform any term,
covenant or condition of this Agreement which is required on its part to be performed (a
“Breach”), the non-defaulting Party shall have those rights and remedies provided in this
Agreement; provided that such non-defaulting Party has first sent a written notice of
Breach (a “Notice of Breach”), in the manner required by Section 15.1, specifying the
precise nature of the alleged Breach (including references to pertinent Sections of this
Agreement and the Existing Regulations or Subsequent Code Changes alleged to have
been breached), and the manner in which the alleged Breach may satisfactorily be cured.
If the City alleges a Breach by Developer, the City shall also deliver a copy of the Notice
of Breach to any Secured Lender of Developer which has delivered a Request for Notice
to the City in accordance with ARTICLE 12.
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11.1.2 Monetary Breach. In the case of a monetary Breach by Developer,
Developer shall promptly commence to cure the identified Breach and shall complete the
cure of such Breach within thirty (30) business days after receipt by Developer of the
Notice of Breach; provided that if such monetary Breach is the result of an Excusable
Delay or the cure of the same is delayed as a result of an Excusable Delay, Developer
shall deliver to the City reasonable evidence of the Excusable Delay.
11.1.3 Non-Monetary Breach. In the case of a non-monetary Breach by
either Party, the alleged defaulting Party shall promptly commence to cure the identified
Breach and shall diligently prosecute such cure to completion; provided that the
defaulting Party shall complete such cure within thirty (30) days after receipt of the
Notice of Breach or provide evidence of Excusable Delay that prevents or delays the
completion of such cure. The thirty (30) day cure period for a non-monetary Breach shall
be extended as is reasonably necessary to remedy such Breach; provided that the alleged
defaulting Party commences such cure promptly after receiving the Notice of Breach and
continuously and diligently pursues such remedy at all times until such Breach is cured.
11.1.4 Excusable Delay. Notwithstanding anything to the contrary
contained in this Agreement, the City’s exercise of any of its rights or remedies under this
ARTICLE 11 shall be subject to the provisions regarding Excusable Delay in
Section 15.8 below.
11.2 Remedies for Monetary Default. If there is a Breach by Developer in the
performance of any of its monetary obligations under this Agreement which remains
uncured (a) thirty (30) business days after receipt by Developer of a Notice of Breach
from the City and (b) after expiration of Secured Lender’s Cure Period under Section
12.1 (if a Secured Lender of Developer has delivered a Request for Notice to the City in
accordance with Section 12.1), then an “Event of Monetary Default” shall have
occurred by Developer and the City shall have available any right or remedy provided in
this Agreement, at law or in equity. All of said remedies shall be cumulative and not
exclusive of one another, and the exercise of any one or more of said remedies shall not
constitute a waiver or election in respect to any other available remedy.
11.3 Remedies for Non-Monetary Default.
11.3.1 Remedies of Parties. If any Party receives a Notice of Breach from
the other Party regarding a non-monetary Breach, and the non-monetary Breach remains
uncured: (a) after expiration of all applicable notice and cure periods, and (b) in the case
of a Breach by Developer, after the expiration of Secured Lender’s Cure Period under
Section 12.1 (if a Secured Lender of Developer has delivered a Request for Notice to the
City in accordance with Section 12.1), then an “Event of Non-Monetary Default” shall
have occurred and the non-defaulting Party shall have available any right or remedy
provided in this Agreement, or provided at law or in equity except as prohibited by this
Agreement. All of said remedies shall be cumulative and not exclusive of one another,
and the exercise of any one or more of said remedies shall not constitute a waiver or
election in respect to any other available remedy.
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11.3.2 Specific Performance. The City and Developer acknowledge that
monetary damages and remedies at law generally are inadequate and that specific
performance is an appropriate remedy for the enforcement of this Agreement. Therefore,
unless otherwise expressly provided herein, the remedy of specific performance shall be
available to the non-defaulting party if the other Party causes an Event of Non-Monetary
Default to occur.
11.3.3 Writ of Mandate. The City and Developer hereby stipulate that
Developer shall be entitled to obtain relief in the form of a writ of mandate in accordance
with Code of Civil Procedure Section 1085 or Section 1094.5, as appropriate, to remedy
any Event of Non-Monetary Default by the City of its obligations and duties under this
Agreement. Nothing in this Section 11.3.3, however, is intended to alter the evidentiary
standard or the standard of review applicable to any action of, or approval by, the City
pursuant to this Agreement or with respect to the Project.
11.3.4 No Damages Relief Against City. It is acknowledged by
Developer that the City would not have entered into this Agreement if the City were to be
liable in damages under or with respect to this Agreement or the application thereof.
Consequently, and except for the payment of attorneys’ fees and court costs, the City
shall not be liable in damages to Developer and Developer covenants on behalf of itself
and its successors in interest not to sue for or claim any damages:
(a)
for any default under this Agreement;
(b) for the regulatory taking, impairment or restriction of any
right or interest conveyed or provided hereunder or pursuant hereto; or
(c) arising out of or connected with any dispute, controversy or
issue regarding the application or interpretation or effect of the provisions of this
Agreement.
The City and Developer agree that the provisions of this Section
11.3.4 do not apply for damages which:
(a)
do not arise under this Agreement;
(b) are not with respect to any right or interest conveyed or
provided under this Agreement or pursuant to this Agreement; or
(c) do not arise out of or which are not connected to any
dispute, controversy, or issue regarding the application, interpretation, or effect of the
provisions of this Agreement or the application of any City rules, regulations, or official
policies.
11.3.5 Enforcement by the City. The City, at its discretion, shall be
entitled to apply the remedies set forth in Chapters 1.09 and 1.10 of the SMMC as the
same may be amended from time to time and shall follow the notice procedures of
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Chapter 1.09 and 1.10 respectively in lieu of Section 11.1 of this Agreement if these
remedies are applied.
11.3.6 No Damages Against Developer. It is acknowledged by the City
that Developer would not have entered into this Agreement if Developer were to be liable
in damages in connection with any non-monetary default hereunder. Consequently, and
except for the payment of attorneys’ fees and court costs, Developer shall not be liable in
damages to the City for any nonmonetary default and the City covenants on behalf of
itself not to sue for or claim any damages:
(a)
for any non-monetary default hereunder or;
(b) arising out of or connected with any dispute, controversy or
issue regarding the application or interpretation or effect of the provisions of this
Agreement.
The City and Developer agree that the provisions of this Section
11.3.6 do not apply for damages which:
(a)
are for a monetary default; or
(b) do not arise out of or which are not connected with any
dispute, controversy or issue regarding the application, interpretation, or effect of the
provisions of this Agreement to or the application of, any City rules, regulations, or
official policies.
11.3.7 No Other Limitations. Except as expressly set forth in this Section
11.3, the provisions of this Section 11.3 shall not otherwise limit any other rights,
remedies, or causes of action that either the City or Developer may have at law or equity
after the occurrence of any Event of Non-Monetary Default.
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11.4 Modification or Termination of Agreement by City.
11.4.1 Default by Developer. If Developer causes either an Event of
Monetary Default or an Event of Non-Monetary Default, then the City may commence
proceedings to modify or terminate this Agreement pursuant to this Section 11.4.
11.4.2 Procedure for Modification or Termination. The procedures for
modification or termination of this Agreement by the City for the grounds set forth in
Section 11.4.1 are as follows:
(a) The City shall provide a written notice to Developer (and to
any Secured Lender of Developer which has delivered a Request for Notice to the City in
accordance of Section 12.1) of its intention to modify or terminate this Agreement unless
Developer (or the Secured Lender) cures or corrects the acts or omissions that constitute
the basis of such determinations by the City (a “Hearing Notice”). The Hearing Notice
shall be delivered by the City to Developer in accordance with Section 15.1 and shall
contain the time and place of a public hearing to be held by the City Council on the
determination of the City to proceed with modification or termination of this Agreement.
The public hearing shall not be held earlier than: (i) thirty-one (31) days after delivery of
the Hearing Notice to Developer or (ii) if a Secured Lender has delivered a Request for
Notice in accordance with Section 12.1, the day following the expiration of the “Secured
Lender Cure Period” (as defined in Section 12.1.3).
(b) If, following the conclusion of the public hearing, the City
Council: (i) determines that an Event of Non-Monetary Default has occurred or the
Developer has not been in good faith compliance with this Agreement pursuant to
Section 10.1, as applicable and (ii) further determines that Developer (or the Secured
Lender, if applicable) has not cured (within the applicable cure periods) the acts or
omissions that constitute the basis of the determination under clause (i) above or if those
acts or omissions could not be reasonably remedied prior to the public hearing that
Developer (or the Secured Lender) has not in good faith commenced to cure or correct
such acts or omissions prior to the public hearing or is not diligently and continuously
proceeding therewith to completion, then upon making such conclusions, the City
Council may modify or terminate this Agreement. The City cannot unilaterally modify
the provisions of this Agreement pursuant to this Section 11.4. Any such modification
requires the written consent of Developer. If the City Council does not terminate this
Agreement, but proposes a modification to this Agreement as a result of the public
hearing and Developer does not (within five (5) days of receipt) execute and deliver to
the City the form of modification of this Agreement submitted to Developer by the City,
then the City Council may elect to terminate this Agreement at any time after the sixth
day after Developer’s receipt of such proposed modification.
11.5 Cessation of Rights and Obligations. If this Agreement is terminated by
the City pursuant to and in accordance with Section 11.4, the rights, duties and
obligations of the Parties under this Agreement shall cease as of the date of such
termination, except only for those rights and obligations that expressly survive the
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termination of this Agreement. In such event, any and all benefits, including money
received by the City prior to the date of termination, shall be retained by the City.
11.6 Completion of Improvements. Notwithstanding the provisions of
Sections 11.2, 11.3, 11.4, and 11.5, if prior to termination of this Agreement, Developer
has performed substantial work and incurred substantial liabilities in good faith reliance
upon a building permit issued by the City, then Developer shall have acquired a vested
right to complete construction of the Buildings in accordance with the terms of the
building permit and occupy or use each such Building upon completion for the uses
permitted for that Building as provided in this Agreement. Any Building completed or
occupied pursuant to this Section 11.6 shall be considered legal non-conforming subject
to all City ordinances standards and policies as they then exist governing legal nonconforming
buildings and uses unless the Building otherwise complies with the property
development standards for the district in which it is located and the use is otherwise
permitted or conditionally permitted in the district.
ARTICLE 12
MORTGAGEES
12.1 Encumbrances on the Property. This Agreement shall not prevent or limit
Developer (in its sole discretion), from encumbering the Property (in any manner) or any
portion thereof or any improvement thereon by any mortgage, deed of trust, assignment
of rents or other security device securing financing with respect to the Property (a
“Mortgage”). Each mortgagee of a mortgage or a beneficiary of a deed of trust (each, a
“Secured Lender”) on the Property shall be entitled to the rights and privileges set forth
in this ARTICLE 12. Any Secured Lender may require from the City certain
interpretations of this Agreement. The City shall from time to time, upon request made
by Developer, meet with Developer and representatives of each of its Secured Lenders to
negotiate in good faith any Secured Lender’s request for interpretation of any part of this
Agreement. The City will not unreasonably withhold, condition or delay the delivery to a
Secured Lender of the City’s written response to any such requested interpretation.
12.1.1 Mortgage Not Rendered Invalid. Except as provided in Section
12.1.2, neither entering into this Agreement nor a Breach of this Agreement, nor any
Event of Monetary Default nor any Event of Non-Monetary Default shall defeat, render
invalid, diminish, or impair the lien of any Mortgage made in good faith and for value.
12.1.2 Priority of Agreement. This Agreement shall be superior and
senior to the lien of any Mortgage. Any acquisition or acceptance of title or any right or
interest in or with respect to the Property or any portion thereof by a Secured Lender or
its successor in interest (whether pursuant to foreclosure, trustee’s sale, deed in lieu of
foreclosure, lease termination or otherwise) shall be subject to all of the terms and
conditions of this Agreement.
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12.1.3 Right of Secured Lender to Cure Default.
(a) A Secured Lender may give notice to the City, specifying
the name and address of such Secured Lender and attaching thereto a true and complete
copy of the Mortgage held by such Secured Lender, specifying the portion of the
Property that is encumbered by the Secured Lender’s lien (a “Request for Notice”). If
the Request for Notice has been given, at the same time the City sends to Developer any
Notice of Breach or Hearing Notice under this Agreement, then if such Notice of Breach
or Hearing Notice affects the portion of the Property encumbered by the Secured
Lender’s lien, the City shall send to such Secured Lender a copy of each such Notice of
Breach and each such Hearing Notice from the City to Developer. The copy of the
Notice of Breach or the Hearing Notice sent to the Secured Lender pursuant to this
Section 12.1.3(a) shall be addressed to such Secured Lender at its address last furnished
to the City. The period within which a Secured Lender may cure a particular Event of
Monetary Default or Event of Non-Monetary Default shall not commence until the City
has sent to the Secured Lender such copy of the applicable Notice of Breach or Hearing
Notice.
(b) After a Secured Lender has received a copy of such Notice
of Default or Hearing Notice, such Secured Lender shall thereafter have a period of time
(in addition to any notice and/or cure period afforded to Developer under this Agreement)
equal to: (a) ten (10) business days in the case of any Event of Monetary Default and (b)
thirty (30) days in the case of any Event of Non-Monetary Default, during which period
the Secured Lender may provide a remedy or cure of the applicable Event of Monetary
Default or may provide a remedy or cure of the applicable Event of Non-Monetary
Default; provided that if the cure of the Event of Non-Monetary Default cannot
reasonably be completed within thirty days, Secured Lender may, within such 30-day
period, commence to cure the same and thereafter diligently prosecute such cure to
completion (a “Secured Lender’s Cure Period”). If Developer has caused an Event of
Monetary Default or an Event of Non-Monetary Default, then each Secured Lender shall
have the right to remedy such Event of Monetary Default or an Event of Non-Monetary
Default, as applicable, or to cause the same to be remedied prior to the conclusion of the
Secured Lender’s Cure Period and otherwise as herein provided. The City shall accept
performance by any Secured Lender of any covenant, condition, or agreement on
Developer’s part to be performed hereunder with the same force and effect as though
performed by Developer.
(c) The period of time given to the Secured Lender to cure any
Event of Monetary Default or an Event of Non-Monetary Default by Developer which
reasonably requires that said Secured Lender be in possession of the Property to do so,
shall be deemed extended to include the period of time reasonably required by said
Secured Lender to obtain such possession (by foreclosure, the appointment of a receiver
or otherwise) promptly and with due diligence; provided that during such period all other
obligations of Developer under this Agreement, including, without limitation, payment of
all amounts due, are being duly and promptly performed.
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12.1.4 Secured Lender Not Obligated Under this Agreement.
(a) No Secured Lender shall have any obligation or duty under
this Agreement to perform the obligations of Developer’s or the affirmative covenants of
Developer’s hereunder or to guarantee such performance unless and until such time as a
Secured Lender takes possession or becomes the owner of the estate covered by its
Mortgage. If the Secured Lender takes possession or becomes the owner of any portion
of the Property, then from and after that date, the Secured Lender shall be obligated to
comply with all provisions of this Agreement; provided that the Secured Lender shall not
be responsible to the City for any unpaid monetary obligations of Developer that accrued
prior to the date the Secured Lender became the fee owner of the Property.
(b) Nothing in Section 12.1.4(a) is intended, nor should be
construed or applied, to limit or restrict in any way the City’s authority to terminate this
Agreement, as against any Secured Lender as well as against Developer if any curable
Event of Monetary Default or an Event of Non-Monetary Default is not completely cured
within the Secured Lender’s Cure Period.
13.1 Transfers and Assignments.
ARTICLE 13
TRANSFERS AND ASSIGNMENTS
13.1.1 Not Severable from Ownership Interest in Property. This
Agreement shall not be severable from Developer’s interest in the Property and any
transfer of the Property or any portion thereof shall automatically operate to transfer the
benefits and burdens of this Agreement with respect to the transferred Property or
transferred portions, as applicable.
13.1.2 Transfer Rights. Developer may freely sell, transfer, exchange,
hypothecate, encumber or otherwise dispose of its interest in the Property, without the
consent of the City. Developer shall, however, give written notice to the City, in
accordance with Section 15.1, of any transfer of the Property, disclosing in such notice
(a) the identity of the transferee of the Property (the “Property Transferee”) and (b) the
address of the Property Transferee as applicable.
13.2 Release Upon Transfer. Upon the sale, transfer, exchange or
hypothecation of the rights and interests of Developer to the Property, Developer shall be
released from its obligations under this Agreement to the extent of such sale, transfer or
exchange with respect to the Property if : (a) Developer has provided written notice of
such transfer to City; and (b) the Property Transferee executes and delivers to City a
written agreement in which the Property Transferee expressly and unconditionally
assumes all of the obligations of Developer under this Agreement with respect to the
Property in the form of Exhibit "I" attached hereto (the “Assumption Agreement”).
Upon such transfer of the Property and the express assumption of Developer’s obligations
under this Agreement by the transferee, the City agrees to look solely to the transferee for
compliance with the provisions of this Agreement. Any such transferee shall be entitled
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to the benefits of this Agreement as “Developer” hereunder and shall be subject to the
obligations of this Agreement. Failure to deliver a written Assumption Agreement
hereunder shall not affect the transfer of the benefits and burdens as provided in Section
13.1, provided that the transferor shall not be released from its obligations hereunder
unless and until the executed Assumption Agreement is delivered to the City.
ARTICLE 14
INDEMNITY TO CITY
14.1 Indemnity. Developer agrees to and shall defend, indemnify and hold
harmless the City, its City Council, boards and commissions, officers, agents, employees,
volunteers and other representatives (collectively referred to as “City Indemnified
Parties”) from and against any and all loss, liability, damages, cost, expense, claims,
demands, suits, attorney’s fees and judgments (collectively referred to as “Damages”),
including but not limited to claims for damage for personal injury (including death) and
claims for property damage arising directly or indirectly from the following: (1) for any
act or omission of Developer or those of its officers, board members, agents, employees,
volunteers, contractors, subcontractors or other persons acting on its behalf (collectively
referred to as the “Developer Parties”) which occurs during the Term and relates to this
Agreement; (2) for any act or omission related to the operations of Developer Parties,
including but not limited to the maintenance and operation of areas on the Property
accessible to the public. Developer’s obligation to defend, indemnify and hold harmless
applies to all actions and omissions of Developer Parties as described above caused or
alleged to have been caused in connection with the Project or Agreement, except to the
extent any Damages are caused by the active negligence or willful misconduct of any
City Indemnified Parties. This Section 14.1 applies to all Damages suffered or alleged to
have been suffered by the City Indemnified Parties regardless of whether or not the City
prepared, supplied or approved plans or specifications or both for the Project.
14.2 City’s Right to Defense. The City shall have the right to approve legal
counsel retained by Developer to defend any claim, action or proceeding which
Developer is obligated to defend pursuant to Section 14.1, which approval shall not be
unreasonably withheld, conditioned or delayed. If any conflict of interest results during
the mutual representation of the City and Developer in defense of any such action, or if
the City is reasonably dissatisfied with legal counsel retained by Developer, the City shall
have the right (a) at Developer’s costs and expense, to have the City Attorney undertake
and continue the City’s defense, or (b) with Developer’s approval, which shall not be
reasonably withheld or delayed, to select separate outside legal counsel to undertake and
continue the City’s defense.
ARTICLE 15
GENERAL PROVISIONS
15.1 Notices. Formal notices, demands and communications between the
Parties shall be deemed sufficiently given if delivered to the principal offices of the City
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or Developer, as applicable, by (i) personal service, or (ii) express mail, Federal Express,
or other similar overnight mail or courier service, regularly providing proof of delivery,
or (iii) registered or certified mail, postage prepaid, return receipt requested, or (iv)
facsimile (provided that any notice delivered by facsimile is followed by a separate notice
sent within twenty-four (24) hours after the transmission by facsimile delivered in one of
the other manners specified above). Such notice shall be addressed as follows:
To City:
City of Santa Monica
1685 Main Street, Room 204
Santa Monica, CA 90401
Attention: City Manager
Fax: (310) 917-6640
With a Copy to:
City of Santa Monica
1685 Main Street, Room 212
Santa Monica, CA 90401
Attn: Planning and Community Development Director
Fax: (310) 458-3380
To Developer:
1320 2 nd Street, LLC
12121 Wilshire Blvd. Suite 720
Los Angeles, CA. 90025
Attn: ________________
Fax: _________________
With a Copy to:
Armbruster Goldsmith & Delvac LLP
11611 San Vicente Blvd., Suite 900
Los Angeles, CA 90049
Notice given in any other manner shall be effective when received by the addressee. Any
Party may change the addresses for delivery of notices to such Party by delivering notice
to the other Party in accordance with this provision.
15.2 Entire Agreement; Conflicts. This Agreement represents the entire
agreement of the Parties. This Agreement integrates all of the terms and conditions
mentioned herein or incidental hereto, and supersedes all negotiations or previous
agreements between the Parties or their predecessors in interest with respect to all or any
part of the subject matter hereof. Should any or all of the provisions of this Agreement
be found to be in conflict with any other provision or provisions found in the Existing
Regulations, then the provisions of this Agreement shall prevail. .
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15.3 Binding Effect. The Parties intend that the provisions of this Agreement
shall constitute covenants which shall run with the land comprising the Property during
the Term for the benefit thereof and that the burdens and benefits thereof shall bind and
inure to the benefit of all successors-in-interest to the Parties hereto. Every Party who
now or hereafter owns or acquires any right, title, or interest in or to any portion of the
Project during the Term is and shall be conclusively deemed to have consented and
agreed to every provision contained herein, to the extent relevant to said right, title or
interest, whether or not any reference to this Agreement is contained in the instrument by
which such person acquired an interest in the Project.
15.4 Agreement Not for Benefit of Third Parties. This Agreement is made and
entered into for the sole protection and benefit of Developer and the City and their
respective successors and assigns. No other person shall have any right of action based
upon any provision of this Agreement.
15.5 No Partnership or Joint Venture. Nothing in this Agreement shall be
deemed to create a partnership or joint venture between the City and Developer or to
render either Party liable in any manner for the debts or obligations of the other.
15.6 Estoppel Certificates. Either Party may, at any time, and from time to
time, deliver written notice to the other Party requesting such Party to certify in writing
(each, an “Estoppel Certificate”): (a) that this Agreement is in full force and effect, (b)
that this Agreement has not been amended or modified either orally or in writing, or if so
amended, identifying the amendments, (c) whether or not, to the knowledge of the
responding Party, the requesting Party is in Breach or claimed Breach in the performance
of its obligations under this Agreement, and, if so, describing the nature and amount of
any such Breach or claimed Breach, and (d) whether or not, to the knowledge of the
responding Party, any event has occurred or failed to occur which, with the passage of
time or the giving of notice, or both, would constitute an Event of Monetary Default or an
Event of Non-Monetary Default and, if so, specifying each such event. A Party receiving
a request for an Estoppel Certificate shall execute and return such Certificate within thirty
(30) days following the receipt of the request therefor. If the party receiving the request
hereunder does not execute and return the certificate in such 30-day period and if
circumstances are such that the Party requesting the notice requires such notice as a
matter of reasonable business necessity, the Party requesting the notice may seek a
second request which conspicuously states “FAILURE TO EXECUTE THE
REQUESTED ESTOPPEL CERTIFICATE WITHIN FIFTEEN (15) DAYS SHALL BE
DEEMED WAIVER PURSUANT TO SECTIONS 15.6 AND 15.13 OF THE
DEVELOPMENT AGREEMENT” and which sets forth the business necessity for a
timely response to the estoppel request. If the Party receiving the second request fails to
execute the Estoppel Certificate within such 15-day period, it shall be conclusively
deemed that the Agreement is in full force and effect and has not been amended or
modified orally or in writing, and that there are no uncured defaults under this Agreement
or any events which, with passage of time of giving of notice, of both, would constitute a
default under the Agreement. The City Manager shall have the right to execute any
Estoppel Certificate requested by Developer under this Agreement. The City
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acknowledges that an Estoppel Certificate may be relied upon by any Property
Transferee, Secured Lender or other party.
15.7 Time. Time is of the essence for each provision of this Agreement of
which time is an element.
15.8 Excusable Delays.
15.8.1 In addition to any specific provisions of this Agreement, nonperformance
by Developer of its obligations under this Agreement shall be excused when
it has been prevented or delayed in such performance by reason of any act, event or
condition beyond the reasonable control of Developer (collectively, “Excusable Delays”)
for any of the following reasons:
(a) War, insurrection, walk-outs, riots, acts of terrorism,
floods, earthquakes, fires, casualties, acts of God, or similar grounds for excused
performances;
(b) Governmental restrictions or moratoria imposed by the City
or by other governmental entities or the enactment of conflicting State or Federal laws or
regulations;
(c) The imposition of restrictions or moratoria by judicial
decisions or by litigation, contesting the validity, or seeking the enforcement or
clarification of, this Agreement whether instituted by Developer, the City or any other
person or entity, or the filing of a lawsuit by any Party arising out of this Agreement or
any permit or approval Developer deems necessary or desirable for the implementation of
the Project;
(d) The institution of a referendum pursuant to Government
Code Section 65867.5 or a similar public action seeking to in any way invalidate, alter,
modify or amend the ordinance adopted by the City Council approving and implementing
this Agreement;
(e) Inability to secure necessary labor, materials or tools, due
to strikes, lockouts, or similar labor disputes; and
(f) Failure of the City to timely perform its obligations
hereunder, including its obligations under Section 7.2 above.
15.8.2 Under no circumstances shall the inability of Developer to secure
financing be an Excusable Delay to the obligations of Developer.
15.8.3 In order for an extension of time to be granted for any Excusable
Delay, Developer must deliver to the City written notice of the commencement of the
Excusable Delay within sixty (60) days after the date on which Developer becomes aware
of the existence of the Excusable Delay. The extension of time for an Excusable Delay
shall be for the actual period of the delay.
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15.8.4 Nothing contained in this Section 15.8 is intended to modify the
terms of either Section 5.1.2 or Section 5.5 of this Agreement.
15.9 Governing Law. This Agreement shall be governed exclusively by the
provisions hereof and by the laws of the State of California.
15.10 Cooperation in Event of Legal Challenge to Agreement. If there is any
court action or other proceeding commenced that includes any challenge to the validity,
enforceability or any term or provision of this Agreement, then Developer shall
indemnify, hold harmless, pay all costs actually incurred, and provide defense in said
action or proceeding, with counsel reasonably satisfactory to both the City and
Developer. The City shall cooperate with Developer in any such defense as Developer
may reasonably request.
15.11 Attorneys’ Fees. If any Party commences any action for the interpretation,
enforcement, termination, cancellation or rescission of this Agreement or for specific
performance for the Breach of this Agreement, the prevailing Party shall be entitled to its
reasonable attorneys’ fees, litigation expenses and costs. Attorneys’ fees shall include
attorneys’ fees on any appeal as well as any attorneys’ fees incurred in any post-judgment
proceedings to collect or enforce the judgment. Such attorneys’ fees shall be paid
whether or not such action is prosecuted to judgment. In any case where this Agreement
provides that the City or Developer is entitled to recover attorneys’ fees from the other,
the Party so entitled to recover shall be entitled to an amount equal to the fair market
value of services provided by attorneys employed by it as well as any attorneys’ fees
actually paid by it to third Parties. The fair market value of the legal services for public
attorneys shall be determined by utilizing the prevailing billing rates of comparable
private attorneys.
15.12 Recordation. The Parties shall cause this Agreement to be recorded
against title to the Property in the Official Records of the County of Los Angeles. The
cost, if any, of recording this Agreement shall be borne by Developer.
15.13 No Waiver. No waiver of any provision of this Agreement shall be
effective unless in writing and signed by a duly authorized representative of the Party
against whom enforcement of a waiver is sought and referring expressly to this Section
15.13. No delay or omission by either Party in exercising any right or power accruing
upon non-compliance or failure to perform by the other Party under any of the provisions
of this Agreement shall impair any such right or power or be construed to be a waiver
thereof, except as expressly provided herein. No waiver by either Party of any of the
covenants or conditions to be performed by the other Party shall be construed or deemed
a waiver of any succeeding breach or nonperformance of the same or other covenants and
conditions hereof of this Agreement.
15.14 Construction of this Agreement. The Parties agree that each Party and its
legal counsel have reviewed and revised this Agreement and that any rule of construction
to the effect that ambiguities are to be resolved against the drafting Party shall not apply
in the interpretation of this Agreement or any amendments or exhibits thereto.
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15.15 Other Governmental Approvals. Developer may apply for such other
permits and approvals as may be required for development of the Project in accordance
with this Agreement from other governmental or quasi-governmental agencies having
jurisdiction over the Property. The City shall reasonably cooperate with Developer in its
endeavors to obtain such permits and approvals.
15.15.1 Further Assurances; Covenant to Sign Documents. Each Party
shall take all actions and do all things, and execute, with acknowledgment or affidavit, if
required, any and all documents and writings, which may be necessary or proper to
achieve the purposes and objectives of this Agreement.
15.15.2 Processing. Upon satisfactory completion by Developer of all
required preliminary actions and payments of appropriate processing fees, if any, the City
shall, subject to all legal requirements, promptly initiate, diligently process, and complete
at the earliest possible time all required steps, and expeditiously act upon any approvals
and permits necessary for the development by Developer of the Project in accordance
with this Agreement, including, but not limited to, the following:
(a) the processing of applications for and issuing of all
Discretionary Approvals requiring the exercise of judgment and deliberation by City;
(b)
the holding of any required public hearings; and
(c) the processing of applications for and issuing of all City
Technical Permits requiring the determination of conformance with the Existing
Regulations.
15.15.3 No Revocation. The City shall not revoke or subsequently
disapprove any approval or future approval for the development of the Project or the
Property once issued by the City provided that the development of the Project or the
Property is in accordance with such approval. Any disapproval by the City shall state in
writing the reasons for such disapproval and the suggested actions to be taken in order for
approval to be granted.
15.15.4 Processing During Third Party Litigation. If any third party
lawsuit is filed against the City or Developer relating to this Agreement or to other
development issues affecting the Property, the City shall not delay or stop the
development, processing or construction of the Property, or issuance of the City
Technical Permits, unless the third party obtains a court order preventing the activity.
The City shall not stipulate to or fail to oppose the issuance of any such order.
Notwithstanding the foregoing and without prejudice to the provisions of Section 15.8(c),
after service on the City or Developer of the initial petition or complaint challenging this
Agreement or the Project, the Developer may apply to the Planning Director for a tolling
of the applicable deadlines for Developer to otherwise comply with this Agreement.
Within 40 days after receiving such an application, the Planning Director shall either toll
the time period for up to five years during the pendency of the litigation or deny the
requested tolling.
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15.15.5 State, Federal or Case Law. Where any state, federal or case
law allows the City to exercise any discretion or take any act with respect to that law, the
City shall, in an expeditious and timely manner, at the earliest possible time, (i) exercise
its discretion in such a way as to be consistent with, and carry out the terms of, this
Agreement and (ii) take such other actions as may be necessary to carry out in good faith
the terms of this Agreement.
15.16 Venue. Any legal action or proceeding among the Parties arising out of
this Agreement shall be instituted in the Superior Court of the County of Los Angeles,
State of California, in any other appropriate court in that County, or in the Federal
District Court in the Central District of California.
15.17 Exhibits. The following exhibits which are part of this Agreement are
attached hereto and each of which is incorporated herein by this reference as though set
forth in full:
Exhibit “A”
Exhibit “B”
Exhibit “C”
Exhibit “D”
Exhibit “E”
Exhibit "F-1"
Exhibit "F-2"
Exhibit "G"
Exhibit “H”
Exhibit “I”
Legal Description of the Property
Project Plans
Permitted Fees and Exactions
Conditions of Approval
SMMC Article 9 (Planning and Zoning)
Local Hiring Program for Construction
Local Hiring Program for Permanent Employment
[Reserved]
Construction Mitigation Plan
Assignment and Assumption Agreement
Except as to the Project Plans (attached hereto as Exhibit “B”) which shall
be treated in accordance with Section 2.1 above, the text of this Agreement shall prevail
in the event that any inconsistencies exist between the Exhibits and the text of this
Agreement.
15.18 Counterpart Signatures. The Parties may execute this Agreement on
separate signature pages which, when attached hereto, shall constitute one complete
Agreement.
15.19 Certificate of Performance. Upon the completion of the Project, or any
phase thereof, or upon performance of this Agreement or its earlier revocation and
termination, the City shall provide Developer, upon Developer’s request, with a statement
(“Certificate of Performance”) evidencing said completion, termination or revocation
and the release of Developer from further obligations hereunder, except for any further
obligations which survive such completion, termination or revocation. The Certificate of
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Performance shall be signed by the appropriate agents of Developer and the City and
shall be recorded against title to the Property in the official records of Los Angeles
County, California. Such Certificate of Performance is not a notice of completion as
referred to in California Civil Code Section 3093.
15.20 Interests of Developer. Developer represents to the City that, as of the
Effective Date, it is the owner of the entire Property, subject to encumbrances, easements,
covenants, conditions, restrictions, and other matters of record.
15.21 Operating Memoranda. The provisions of this Agreement require a close
degree of cooperation between the City and Developer. During the Term of this
Agreement, clarifications to this Agreement and the Existing Regulations may be
appropriate with respect to the details of performance of the City and Developer. If and
when, from time to time, during the term of this Agreement, the City and Developer
agree that such clarifications are necessary or appropriate, they shall effectuate such
clarification through operating memoranda approved in writing by the City and
Developer, which, after execution, shall be attached hereto and become part of this
Agreement and the same may be further clarified from time to time as necessary with
future written approval by the City and Developer. Operating memoranda are not
intended to and cannot constitute an amendment to this Agreement but mere ministerial
clarifications, therefore public notices and hearings shall not be required for any
operating memorandum. The City Attorney shall be authorized, upon consultation with,
and approval of, Developer, to determine whether a requested clarification may be
effectuated pursuant to the execution and delivery of an operating memorandum or
whether the requested clarification is of such character to constitute an amendment of this
Agreement which requires compliance with the provisions of Section 8.1 above. The
authority to enter into such operating memoranda is hereby delegated to the City
Manager and the City Manager is hereby authorized to execute any operating memoranda
hereunder without further action by the City Council.
15.22 Acknowledgments, Agreements and Assurance on the Part of Developer.
15.22.1 Developer’s Faithful Performance. The Parties
acknowledge and agree that Developer’s faithful performance in developing the Project
on the Property and in constructing and installing certain public improvements pursuant
to this Agreement and complying with the Existing Regulations will fulfill substantial
public needs. The City acknowledges and agrees that there is good and valuable
consideration to the City resulting from Developer’s assurances and faithful performance
thereof and that same is in balance with the benefits conferred by the City on the Project.
The Parties further acknowledge and agree that the exchanged consideration hereunder is
fair, just and reasonable. Developer acknowledges that the consideration is reasonably
related to the type and extent of the impacts of the Project on the community and the
Property, and further acknowledges that the consideration is necessary to mitigate the
direct and indirect impacts caused by Developer on the Property.
15.22.2 Obligations to be Non-Recourse. As a material element of
this Agreement, and in partial consideration for Developer’s execution of this Agreement,
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the Parties each understand and agree that the City’s remedies for breach of the
obligations of Developer under this Agreement shall be limited as described in Sections
11.2 through 11.4 above.
15.23 Not a Public Dedication. Except for the dedications to be made by
Developer pursuant to Section 2.6, nothing in this Agreement shall be deemed to be a gift
or dedication of the Property, or of the Project, or any portion thereof, to the general
public, for the general public, or for any public use or purpose whatsoever, it being the
intention and understanding of the Parties that this Agreement be strictly limited to and
for the purposes herein expressed for the development of the Project as private property.
Developer shall have the right to prevent or prohibit the use of the Property, or the
Project, or any portion thereof, including common areas and buildings and improvements
located thereon, by any person for any purpose inimical to the development of the
Project, including without limitation to prevent any person or entity from obtaining or
accruing any prescriptive or other right to use the Property or the Project. Any portion of
the Property to be conveyed to the City by Developer as provided in this Agreement,
shall be held and used by the City only for the purposes contemplated herein or otherwise
provided in such conveyance, and the City shall not take or permit to be taken (if within
the power or authority of the City) any action or activity with respect to such portion of
the Property that would deprive Developer of the material benefits of this Agreement or
would materially and unreasonably interfere with the development of the Project as
contemplated by this Agreement.
15.24 Other Agreements. The City acknowledges that certain additional
agreements may be necessary to effectuate the intent of this Agreement and facilitate
development of the Project. The City Manager or his/her designee is hereby authorized
to prepare, execute, and record those additional agreements.
15.25 Severability and Termination. If any provision of this Agreement is
determined by a court of competent jurisdiction to be invalid or unenforceable, or if any
provision of this Agreement is superseded or rendered unenforceable according to any
law which becomes effective after the Effective Date, the remainder of this Agreement
shall be effective to the extent the remaining provisions are not rendered impractical to
perform, taking into consideration the purposes of this Agreement.
This Agreement is executed by the Parties on the date first set forth above and is
made effective on and as of the Effective Date.
DEVELOPER:
1320 2 nd Street, LLC
12121 Wilshire Blvd. Suite 720
Los Angeles, CA. 90025
By: ________DRAFT_______________
Name: __________________________
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Title: ___________________________
CITY:
CITY OF SANTA MONICA,
a municipal corporation
By: ________DRAFT_______________
Name: ___________________________
Title: _____________________________
ATTEST:
By: ________DRAFT_______________
Name: ______________________________
City Clerk
APPROVED AS TO FORM:
By: ________DRAFT_______________
Name: ______________________________
City Attorney
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EXHIBIT “A”
LEGAL DESCRIPTION OF PROPERTY
The land referred to herein is situated in the State of California, County of Los Angeles,
City of Santa Monica, and described as follows:
LOTS “D” AND “E” IN BLOCK 148 OF THE TOWN OF SANTA MONICA, IN THE
CITY OF SANTA MONICA, COUNTY OF LOS ANGELES, STATE OF
CALIFORNIA, AS PER MAP RECORDED IN BOOK 3 PAGES 80 AND 81 AND IN
BOOK 39 PAGE 45 ET SEQ. OF MISCELLANEOUS RECORDS, IN THE OFFICE
OF THE COUNTY RECORDER OF SAID COUNTY.
APN: 4291-014-005, 4291-014-006
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EXHIBIT “B”
PROJECT PLANS
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EXHIBIT “C”
PERMITTED FEES AND EXACTIONS
1. Developer shall pay the following fees and charges that are within the City’s
jurisdiction and at the rate in effect at the time payments are made:
(a)
(b)
(c)
Upon submittal for Architectural Review Board (ARB) review, Developer
shall pay City fees for processing of ARB applications;
Upon submittal for plan check, Developer shall pay City plan check fees;
Prior to issuance of construction permits, Developer shall pay the
following City fees and all other standard fees imposed on similar
development projects:
• Building, Plumbing, Mechanical, Electrical, Grading, Seismic Mapping,
Excavation and Shoring Permit fees (collected by Building & Safety)
• Shoring Tieback fee (collected by EPWM)
• Park and Recreation Facilities Tax (SMMC Section 6.80). Developer
shall pay a fee of $200.00 per residential unit, due and payable at the
time of issuance of a building permit for the construction or placement
of residential units on the subject property.
• Construction and Demolition (C&D) Waste Management fee (SMMC
Section 7.60.020) (collected by EPWM) (collected by EPWM)
• Wastewater Capital Facilities Fee (SMMC Section 7.04.460) (collected
by EPWM)
• Water Capital Facilities Fee & Water Meter Instillation fee (Water
Meter Permit fee) (SMMC Section 7.12.090) (collected by EPWM)
• Fireline Meter fee (SMMC Section 7.12.090) (collected by EPWM)
• Childcare Linkage Fee (SMMC Section 9.72.040). Developer shall
execute a contract to pay the fee prior to issuance of a building permit.
Developer shall pay the fee prior to the issuance of a final certificate of
occupancy for the Project.
• Cultural Arts Fee (SMMC Section 9.04.10.20). Developer shall execute
a contract to pay the fee prior to issuance of a building permit.
Developer shall pay the fee prior to the issuance of a final certificate of
occupancy for the Project.
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(d)
Upon inspection of the Project during the course of construction, City
inspection fees.
These fees shall be reimbursed to Developer in accordance with the City's
standard practice should Developer not proceed with development of the Project.
2. Prior to issuance of permits for any construction work in the public right-of-way,
or use of public property, Developer shall pay the following City fees:
• Use of Public Property Permit fees (SMMC 7.04.670) (EPWM)
• Utility Excavation Permit fee (SMMC 7.04.010) (EPWM)
• Street Permit fee (SMMC 7.04.790) (EPWM)
3. Developer shall reimburse the City for its ongoing actual costs to monitor the
project’s compliance with this Development Agreement. The City shall bill
Developer for staff time and any material used pursuant to the hourly fees in
effect at the time monitoring is performed. Developer shall submit payment to the
City within 30 days.
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EXHIBIT “D”
CONDITIONS OF APPROVAL
Project Specific Conditions
1. On-Site Affordable Housing. Developer shall meet its affordable housing
obligation through the development of on-site units for very-low income tenants
pursuant to the City’s Affordable Housing Production Program (SMMC Chapter
9.56). In addition to the five (5) very-low income one-bedroom units required by
AHPP, the project shall provide and maintain three (3) additional low income
studio units as a community benefit, for a total of eight (8) affordable units onsite.
All eight (8) affordable housing units shall be deed restricted in accordance
with the City’s Affordable Housing Production Program.
2. Transportation Demand Management Plan. Developer shall maintain and
implement the following Transportation Demand Management Plan ("TDM
Plan"):
I. Measures Applicable to Entire Project (Commercial and Residential
Elements)
A. Transportation Information Center. The Developer shall maintain,
for the life of the Project, a Transportation Information Center
("TIC"). The location of the TIC shall be mutually agreed upon by
the Transportation Demand Program Manager and the Developer
prior to the City’s issuance of a certificate of occupancy for the
Building, and may be relocated from time to time thereafter upon
mutual agreement of the Developer (or Developer’s successor in
interest) and the Transportation Demand Program Manager. The
TIC shall include information for employees, visitors and residents
about:
• Local public transit services, including current maps, bus
lines, light rail lines, fare information, schedules for public
transit routes serving the Project, telephone numbers and
website links for referrals on transportation information,
including numbers for the regional ridesharing agency,
vanpool providers, ridematching and local transit operators,
ridesharing promotional material supplied by commuteroriented
organizations and shuttles; and
• Bicycle facilities, including routes, rental and sales
locations, on-site bicycle facilities, bicycle safety
information and the shower facility for the commercial
tenants of the Project.
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The TIC shall also include a list of facilities available for
carpoolers, vanpoolers, bicyclists, transit riders and pedestrians at
the site, including locations of EV charging stations, and car share
and bike share locations. Walking maps and information about
local services, restaurants, movie theaters and recreational
activities within walking distance of the Project shall also be made
available. Such transportation information shall be provided onsite,
regardless of whether also provided on a website.
B. Unbundled Parking. Developer shall lease (a) its parking to
residential tenants separately from the residential units and (b) its
employee parking to commercial tenants separately from the
commercial space. Such parking shall be leased at market rates
established by Developer from time to time. However, Developer
shall offer a parking space for the tenant(s) of the affordable units
at no additional cost, and shall provide a $100 rent reduction if the
affordable unit tenant(s) declines a parking space. Developer may,
subject to the Planning Director’s approval, reconfigure the
parking spaces and operations from time-to-time in order to
facilitate unbundling of parking. Developer shall require in all
tenant leases it executes as landlord that each tenant charge its
employees for parking and that all subleases contain this same
provision.
C. Public Bicycle Parking. Developer shall provide bicycle parking
for public use in the amount of seven (7) short-term bicycle
parking spaces for commercial patrons and six (6) short-term
bicycle spaces for resident visitors (13 total public bike spaces), as
shown on the Project Plans.
D. Marketing. Developer shall periodically promote ridesharing
through newsletters or other communications to tenants, both
residential and commercial. Furthermore, Developer shall hold at
least one rideshare event annually for residential tenants and
commercial employees of the Project, which may be provided in
conjunction with the contemplated TMA.
E. Transportation Coordinator. Developer shall designate an existing
employee at the project site as the “Transportation Coordinator” to
be responsible for implementing, maintaining and monitoring the
TDM Plan. Once at least 50% of the residential units are occupied,
the Transportation Coordinator must be able to dedicate a
minimum of fifteen hours per week to overseeing the TDM Plan.
The Transportation Coordinator’s contact information shall be
provided to the City and updated as necessary. The Transportation
Coordinator shall be responsible for promoting the TDM Plan to
employees and residents, updating information boards/websites,
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offering carpool and vanpool matching services and assisting with
route planning and will be the point of contact for administration
of the annual survey and TDM Plan report required by this
Agreement, in addition to any other services the Transportation
Coordinator may perform at the Project for Developer.
Transportation Coordinator services may be provided through the
TMA contemplated in DA Section (2)(B) below.
II.
Measures Applicable to Project's Commercial Component Only
A. Target AVR. For employees of the commercial tenants, Developer
shall achieve an average vehicle ridership ("AVR") of 2.0 by the
third year after the City’s issuance of a certificate of occupancy for
the Project and the 2.0 AVR shall continue to be achieved and
maintained thereafter. SMMC Chapter 9.16 in force and effect as
of the Effective Date, shall govern how the AVR is calculated.
Developer will determine its AVR through employee surveys for
one consecutive week each calendar year beginning the first year
the commercial component is at least 50% occupied. Developer
shall submit such baseline survey to the City at the time of
submittal of its annual compliance report for this Agreement. The
City shall monitor the TDM Plan performance as part of the City’s
Periodic Review for the Project. If during any annual evaluation of
the Project’s employee trip reduction plan, the AVR requirement
has not been achieved for the Project, then Developer shall propose
modifications to the TDM Plan that Developer considers likely to
achieve the AVR requirement by the date of the next annual
evaluation of the Project’s employee trip reduction plan. In
addition, the City’s Planning Director may recommend feasible
modifications to the TDM Plan. Failure to achieve the AVR
performance standard as provided in this Section (A) will not
constitute a Default within the meaning of the Agreement so long
as Developer is working cooperatively with the City and taking all
feasible steps to achieve compliance. The term “feasible” shall
have the meaning given that term in Section 21061.1 of the
California Public Resources Code.
For purposes of determining AVR, the survey must be conducted
in accordance with SMMC 9.16.070(d)(2)(1), except to the extent
modified by the Agreement below
“The survey must be taken over five consecutive
days during which the majority of employees are
scheduled to arrive at or leave the worksite. The
days chosen cannot contain a holiday and cannot
occur during ‘Rideshare Week’ or other ‘event’
weeks (i.e., Bicycle Week, Walk to Work Week,
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Transit Week, etc.). This survey must have a
minimum response rate of seventy-five percent of
employees who report to or leave work between six
a.m. and ten a.m., inclusive, and seventy-five
percent of employees who report to or leave work
between three p.m. and seven p.m., inclusive.
Employers that achieve a ninety percent or better
survey response rate for the a.m. or p.m. window
may count the ‘no-survey responses’ as ‘other’
when calculating their AVR . . .
* * *
“The procedure for calculating AVR at a worksite
shall be as follows:
“(A) The AVR calculation shall be based
on data obtained from an employee survey as
defined in [SMMC Section 9.16.070(d)(2)], except
as provided herein.
“(B) AVR shall be calculated by dividing
the number of employees who report to or leave the
worksite by the number of vehicles arriving at or
leaving the worksite during the peak periods. All
employees who report to or leave the worksite that
are not accounted for by the employee survey shall
be calculated as one employee per vehicle arriving
at or leaving the worksite. Employees walking,
bicycling, telecommuting, using public transit,
arriving at the worksite in a zero emission vehicle,
or utilizing other shared ride shuttle services for at
least 75% of their commute shall be counted as
employees arriving at or leaving the worksite
without vehicles. Employees telecommuting or on
their day off under a recognized compressed work
week schedule shall also be counted as employees
arriving at or leaving the worksite without vehicles.
Motorcycles shall be counted as vehicles.
“(C) A child or student may be calculated
in the AVR as an additional passenger in the
carpool/vanpool if the child or student travels in the
car/van to a worksite or school/childcare facility for
the majority (at least fifty-one percent) of the total
commute.
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“(D) If two or more employees from
different employers commute in the same vehicle,
each employer must account for a proportional
share of the vehicle consistent with the number of
employees that employer has in the vehicle.
“(E) Any employee dropped off at a
worksite shall count as arriving in a
carpool/vanpool only if the driver of the
carpool/vanpool is continuing on to his/her
worksite.
“(F) Any employee telecommuting at
home, off-site, or at a telecommuting center for a
full work day, eliminating the trip to work or
reducing the total travel distance by at least fiftyone
percent shall be calculated as if the employee
arrived at the worksite in no vehicle.
(G) Zero emission vehicles (electric
vehicles) shall be calculated as zero vehicles
arriving at the worksite.
Furthermore, the definition of AVR contained in SMMC Section
9.16.030, as written on the Effective Date, shall govern how AVR
is calculated. That definition reads as follows:
“The total number of employees who report to or
leave the worksite or another job-related activity
during the peak periods divided by the number of
vehicles driven by these employees over that fiveday
period. The AVR calculation requires that the
five-day period must represent the five days during
which the majority of employees are scheduled to
arrive at the worksite. The hours and days chosen
must be consecutive. The averaging period cannot
contain a holiday and shall represent a normal
situation so that a projection of the average vehicle
ridership during the year is obtained.”
B. Transportation Demand Management Association. The property
owner and building tenants shall be required to participate in the
establishment of a Transportation Demand Management
Association ("TMA") that may be defined by the City. TMAs
provide employees, businesses, and visitors of an area with
resources to increase the amount of trips taken by transit, walking,
bicycling and carpooling. If a TMA is formed in the City,
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Developer shall participate as a full dues paying member of the
TMA. Developer shall require in all leases it executes as landlord
for space within the Project that building tenants be required to
participate in the TMA and that all subleases contain this same
provision. Developer may elect to provide some or all of the
services required by this TDM plan through the TMA.
C. Employee Transit Subsidy In Lieu of Parking. Developer shall
require in all tenant leases it executes as landlord that each tenant
offer its employees who do not purchase monthly automobile
parking in the Project a one month long Metro EZ Transit Pass (or
equivalent multi-agency monthly transit pass) at no cost, with such
passes provided on-site.
D. Employee Secure Bicycle Storage. Developer shall provide secure
bicycle parking for commercial employees in the amount of four
(4) long-term spaces as shown on the Project Plans. For the
purpose of this Section, secure bicycle parking shall mean bicycle
lockers, an attended cage, or a secure parking area. If the secure
bicycle storage is not secure individual bicycle lockers,
commercial employee secure bicycle storage shall be provided in
an area separate from the secure bicycle storage for residents.
E. Employee Showers and Locker Facilities. Two (2) single showers
and locker facility shall be provided for employees of commercial
uses on site who bicycle or use another active means, powered by
human propulsion, of getting to work or who exercise during the
work day.
F. Employee Flex-Time Schedule. The Developer shall require in all
leases it executes as landlord for space within the Project that,
when commercially feasible, employers shall permit employees
within the Project to adjust their work hours in order to
accommodate public transit schedules, rideshare arrangements, or
off-peak hour commuting.
G. Employee Guaranteed Return Trip. The Developer shall require in
all leases it executes as landlord for space within the Project that
tenants provide employees who rideshare (this includes transit
riders, vanpoolers, walkers, carpool), with a return trip to their
point of commute origin at no additional cost to the employee,
when a personal emergency situation such as personal and family
illness or injury requires it. Developer, or Developer’s successor
in interest, shall be responsible for ensuring this obligation is
satisfied. The employee guaranteed return trip may be provided
through the TMA contemplated in Section (2)(B) of this condition.
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III.
Measures Applicable to Project's Residential Component Only
A. Transit Welcome Package for Residents. The Developer shall
provide new residents of the Rental Housing Units of the Project
with a Resident Transit Welcome Package (RTWP). One RTWP
shall be provided to each unit upon the commencement of a new
tenancy. The RTWP at a minimum will include one voucher good
for a Metro EZ Transit Pass or equivalent multi-agency pass valid
for at least the first month of the tenant's residency, as well as area
bus/rail transit route information. The RTWP will also inform
residents about the Transit Information Center discussed in Section
(I)(A) above and explain how to access the Transit Information
Center.
B. Marketing and Outreach to Downtown Employers and Employees.
Developer shall prepare and implement a marketing and outreach
plan designed to notify Downtown employers and their employees
of the Project's residential component for the purpose of
encouraging those that work in the Downtown area to consider
residing in the Project. Such plan shall be subject to reasonable
approval by the Planning Director. As residential units become
vacant, Developer shall make reasonable efforts to contact
Downtown employers and their employees for the purpose of
informing them of such vacancies and the opportunity to live
closer to their places of employment.
C. Convenient and Secure Bicycle Storage for Residents. The
Developer shall provide a convenient and secure bicycle parking
area for residents of the Project in the Subterranean Space as
shown on the Project Plans that shall have sufficient space to
accommodate one (1) bicycle for each bedroom at the Project,
minimum 1 space per unit. For the purposes of this Section, secure
bicycle parking shall mean bicycle lockers, an attended cage, or a
secure parking room. If the secure bicycle storage is not secure
individual bicycle lockers, residential secure bicycle storage shall
be provided in an area separate from the secure bicycle storage for
commercial employees. Furthermore, the Developer shall provide
53 additional bike racks for residents above vehicular parking
racks in the subterranean garage.
IV.
Changes to TDM Plan. Subject to the reasonable approval of the City’s
Planning Director, the Developer may: (a) modify this TDM Plan
provided the TDM Plan, as modified, can be demonstrated as equal or
superior in its effectiveness at mitigating the traffic-generating effects of
this Project or (b) modify this TDM Plan to help the Project achieve the
applicable AVR standards. The Planning Director may also propose
modifications to the TDM Plan to achieve the applicable AVR standards.
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Changes to the TDM Plan in accordance with this Condition 2.IV shall be
treated as Minor Modifications pursuant to DA Section 2.4.2.
V. New TDM Ordinance. If the City adopts a new ordinance of general
application that updates or replaces Chapter 9.16 of the SMMC and that
applies to the geographic area in which the Property is located (“New
TDM Ordinance”), then, subject to the Planning Director’s approval in his
or her sole and absolute discretion, Developer may elect to comply with
the new TDM Ordinance in lieu of complying with the TDM Plan outlined
in this Agreement.
3. Transportation Infrastructure Contribution. On or before issuance of a
building permit for the Project, Developer shall make a $125,493 transit and
circulation infrastructure contribution to the City to be specifically used for
improvements in the Downtown area.
4. Colorado Esplanade Contribution: On or before issuance of a building permit
for the Project, Developer shall make a $125,000 contribution to the City to be
specifically used for the Colorado Esplanade project in the Downtown.
5. Open Space Contribution: On or before issuance of a building permit for the
Project, Developer shall make a $225,000 contribution to the City to be
specifically used for open space improvements in the Downtown area.
6. Big Blue Bus Contribution: On or before issuance of a building permit for the
Project, Developer shall make a $25,000 contribution to the City to be specifically
used for transit improvements in the Downtown.
7. Historic Preservation Contribution: Prior to obtaining a building permit for the
Project, Developer shall create a separate, interest-bearing trust fund and make a
contribution in the amount of twenty five thousand dollars ($25,000). The monies
available in this fund shall be used exclusively for historic preservation programs
for the Downtown area in the City. These monies shall be applied for and
distributed in accordance with a process, to be established by the Planning
Director, whereby those entities that are exclusively devoted to historic
preservation may make an application to receive distribution of some or all of the
trust funds.
8. LEED® Gold Certification Requirement. Developer shall design the Project so
that, at a minimum, the Project shall achieve LEED® “Gold” certification under
the LEED® Rating System (the “Sustainable Design Status”). Developer shall
retain the services of a LEED accredited professional to consult with Developer
regarding inclusion of sustainable design features for the Project. Developer shall
confirm to the City that the design for the Project has achieved the Sustainable
Design Status in accordance with the following requirements:
A. Prior to the submission of plans for Architecture Review Board review,
Developer shall submit a preliminary checklist of anticipated LEED®
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credits (that shall be prepared by the LEED® accredited professional) for
review by the City, along with a narrative to demonstrate that the Project
is likely to achieve the Sustainable Design Status.
B. Prior to issuance of a building permit, Developer shall grant access to the
City’s Green Building Program Advisor as a “Project Team Manager” to
the project’s documentation in the LEED Online system. The City’s
Green Program Advisor will use this online documentation to verify that
the project is reasonably likely to achieve the Sustainable Design Status.
C. Prior to issuance of a final Certificate of Occupancy for the Project, the
City Advisor shall verify (which verification shall not be unreasonably
withheld, conditioned or delayed) that the Project has achieved the
Sustainable Design Status.
D. Notwithstanding the foregoing, if the City’ has not verified that the
constructed Project has achieved the Sustainable Design Status, the City
shall nonetheless issue a temporary Certificate of Occupancy for the
Project (assuming that the Project is otherwise entitled to receive a
temporary Certificate of Occupancy). The temporary Certificate of
Occupancy shall be converted to a final Certificate of Occupancy once the
constructed Project has achieved the Sustainable Design Status.
E. If the Project is denied certification for the Sustainable Design Status by
the Green Building Certification Institute, and the Developer is unwilling
or unable to appeal the denial of certification, then the Developer shall
ensure that the Project achieves certification to the Gold level under the
LEED Existing Buildings Operations & Maintenance (LEED EBOM)
rating system that is current at the time that the temporary Certificate of
Occupancy was issued for the Project. Developer shall ensure that the
Project achieves the Gold level LEED EBOM certification no later than 2
years after the temporary Certificate of Occupancy was issued for the
Project.
9. Photovoltaic Solar Panels. Photovoltaic solar panels shall be installed on the
roof deck in accordance with the Project Plans.
10. Electric Vehicle Charging Stations. Developer shall install in the subterranean
parking garage not less than five (5) 208/240 V 40 amp AC outlets (or panel
capacity and conduit for the future installation of such 5 electrical outlets),
designed to allow the simultaneous charging of electric vehicles.
11. Local Hiring. Developer shall implement the local hiring program set forth in
Exhibit “F”.
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12. Project Design. As a result of this Agreement, there are enhanced elements of
the Project design, including an Enhanced Walkway Area as shown on the Project
Plans. Developer shall make the Enhanced Walkway Area accessible to the
public at all times, except between the hours of 2:00am through 6:00 am. The
public use of that certain area designated on the Project Plans as “Enhanced
Walkway” shall be: (i) consistent with the terms and conditions of this
Agreement; (ii) solely for pedestrian access to and passive use of the Enhanced
Walkway by the public, including walking, strolling, and similar activity; and (iii)
compatible with Developer’s development, use and enjoyment of the Project. No
use other than pedestrian access to and passive use of the Enhanced Walkway by
the public shall be permitted on the Enhanced Walkway. Notwithstanding the
above, Developer may limit public access to the Enhanced Walkway Area during
other hours, but only if the Enhanced Walkway area is utilized for outdoor dining.
13. Ground floor commercial tenant spaces shall maintain exposed ceilings to ensure
adequate floor to ceiling heights for prospective commercial tenants.
CITY PLANNING
Administrative Conditions
14. In the event permittee violates or fails to comply with any conditions of approval
of this permit, no further permits, licenses, approvals or certificates of occupancy
shall be issued until such violation has been fully remedied.
Conformance with Approved Plans
15. This approval is for those plans dated________ a copy of which shall be
maintained in the files of the City Planning Division. Project development shall
be consistent with such plans, except as otherwise specified in these conditions of
approval.
16. Minor amendments to the plans shall be subject to approval by the Director of
Planning. A significant change in the approved concept shall be subject to review
as provided in the Development Agreement. Construction shall be in conformance
with the plans submitted or as modified in accordance with the Development
Agreement.
17. Except as otherwise provided by the Development Agreement, project plans shall
be subject to complete Code Compliance review when the building plans are
submitted for plan check and shall comply with all applicable provisions of
Article IX of the Municipal Code and all other pertinent ordinances and General
Plan policies of the City of Santa Monica prior to building permit issuance.
Fees
18. No building permit shall be issued for the project until the developer complies
with the requirements of Part 9.04.10.20 of the Santa Monica Municipal Code,
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Private Developer Cultural Arts Requirement. If the developer elects to comply
with these requirements by providing on-site public art work or cultural facilities,
no final City approval shall be granted until such time as the Director of the
Community and Cultural Services Department issues a notice of compliance in
accordance with Part 9.04.10.20.
19. No building permit shall be issued for the project until the developer complies
with the requirements of Chapter 9.72 of the Santa Monica Municipal Code, the
Child Care Linkage Program.
Cultural Resources
20. Except as other provided by the Development Agreement, no demolition of
buildings or structures built 40 years of age or older shall be permitted until the
end of a 60-day review period by the Landmarks Commission to determine
whether an application for landmark designation shall be filed. If an application
for landmark designation is filed, no demolition shall be approved until a final
determination is made by the Landmarks Commission on the application.
21. If any archaeological remains are uncovered during excavation or construction,
work in the affected area shall be suspended and a recognized specialist shall be
contacted to conduct a survey of the affected area at project's owner's expense. A
determination shall then be made by the Director of Planning to determine the
significance of the survey findings and appropriate actions and requirements, if
any, to address such findings.
Project Operations
22. The operation shall at all times be conducted in a manner not detrimental to
surrounding properties or residents by reason of lights, noise, activities, parking or
other actions.
23. The project shall at all times comply with the provisions of the Noise Ordinance
(SMMC Chapter 4.12).
Final Design
24. Plans for final design, landscaping, screening, trash enclosures, and signage shall
be subject to review and approval by the Architectural Review Board.
25. The Architectural Review Board, in its review, shall pay particular attention to the
courtyard aesthetic design, including ground floor unit entrances, layout, and
overall circulation and accessibility.
26. The Architectural Review Board, in its review, shall reevaluate the floating frame
element on the front building elevation.
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27. Landscaping plans shall comply with Subchapter 9.04.10.04 (Landscaping
Standards) of the Zoning Ordinance including use of water-conserving
landscaping materials, landscape maintenance and other standards contained in
the Subchapter.
28. Refuse areas, storage areas and mechanical equipment shall be screened in
accordance with SMMC Section 9.04.10.02.130, 140, and 150. Refuse areas shall
be of a size adequate to meet on-site need, including recycling. The Architectural
Review Board in its review shall pay particular attention to the screening of such
areas and equipment. Any rooftop mechanical equipment shall be minimized in
height and area, and shall be located in such a way as to minimize noise and
visual impacts to surrounding properties. Unless otherwise approved by the
Architectural Review Board, rooftop mechanical equipment shall be located at
least five feet from the edge of the roof. Except for solar hot water heaters, no
residential water heaters shall be located on the roof.
29. No gas or electric meters shall be located within the required front or street side
yard setback areas. The Architectural Review Board in its review shall pay
particular attention to the location and screening of such meters.
30. Prior to consideration of the project by the Architectural Review Board, the
applicant shall review disabled access requirements with the Building and Safety
Division and make any necessary changes in the project design to achieve
compliance with such requirements. The Architectural Review Board, in its
review, shall pay particular attention to the aesthetic, landscaping, and setback
impacts of any ramps or other features necessitated by accessibility requirements.
31. As appropriate, the Architectural Review Board shall require the use of antigraffiti
materials on surfaces likely to attract graffiti.
Construction Plan Requirements
32. Final building plans submitted for approval of a building permit shall include on
the plans a list of all permanent mechanical equipment to be placed indoors which
may be heard outdoors.
Demolition Requirements
33. Until such time as the demolition is undertaken, and unless the structure is
currently in use, the existing structure shall be maintained and secured by
boarding up all openings, erecting a security fence, and removing all debris,
bushes and planting that inhibit the easy surveillance of the property to the
satisfaction of the Building and Safety Officer and the Fire Department. Any
landscaping material remaining shall be watered and maintained until demolition
occurs.
34. Prior to issuance of a demolition permit, applicant shall prepare for Building
Division approval a rodent and pest control plan to insure that demolition and
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construction activities at the site do not create pest control impacts on the project
neighborhood.
Construction Period
35. Construction Moratorium: There shall be no construction activities that require
opening, closing, or blocking of streets, sidewalks, alleys, or street parking in
retail areas of the City over the holiday season that runs from the day before
Thanksgiving through January 2 nd . Exemptions are allowed for emergencies and
special conditions authorized in advance by the Director of Public Works. The
following areas are affected by this condition: Downtown (Wilshire to the 10
Freeway and Lincoln to Ocean Avenue; Main Street (Pico to the Southerly city
limit); Montana Avenue (6 th Court to 17 th Street); Pico Boulevard (from the
Ocean to the Easterly city limit at Centinela).
36. Any construction related activity in the public right-of-way will be required to
acquire the approvals by the City of Santa Monica, including but not limited to:
Use of Public Property Permits, Sewer Permits, Excavation Permits, Alley
Closure Permits, Street Closure Permits, and Temporary Traffic Control Plans.
37. Immediately after demolition and during construction, a security fence, the height
of which shall be the maximum permitted by the Zoning Ordinance, shall be
maintained around the perimeter of the lot. The lot shall be kept clear of all trash,
weeds, etc.
38. Vehicles hauling dirt or other construction debris from the site shall cover any
open load with a tarpaulin or other secure covering to minimize dust emissions.
Immediately after commencing dirt removal from the site, the general contractor
shall provide the City of Santa Monica with written certification that all trucks
leaving the site are covered in accordance with this condition of approval.
39. During demolition, excavation, and construction, this project shall comply with
SCAQMD Rule 403 to minimize fugitive dust and associated particulate
emission, including but not limited to the following:
40. All material excavated or graded shall be sufficiently watered to prevent
excessive amounts of dust. Watering shall occur at least three times daily with
complete coverage, preferably at the start of the day, in the late morning, and after
work is done for the day.
41. All grading, earth moving, or excavation activities shall cease during periods of
high winds (i.e., greater than 20 mph measured as instantaneous wind gusts) so as
to prevent excessive amounts of dust.
42. Soils stockpiles shall be covered.
43. Onsite vehicle speeds shall be limited to 15 mph.
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44. Wheel washers shall be installed where vehicles enter and exit the construction
site onto paved roads or wash off trucks and any equipment leaving the site each
trip.
45. An appointed construction relations officer shall act as a community liaison
concerning onsite construction activity including resolution of issues related to
PM10 generation.
46. Streets shall be swept at the end of the day using SCAQMD Rule 1186 certified
street sweepers or roadway washing trucks if visible soil is carried onto adjacent
public paved roads (recommend water sweepers with reclaimed water).
47. All active portions the construction site shall be sufficiently watered three times a
day to prevent excessive amounts of dust.
48. Developer shall prepare a notice, subject to the review by the Director of Planning
and Community Development, that lists all construction mitigation requirements,
permitted hours of construction, and identifies a contact person at City Hall as
well as the developer who will respond to complaints related to the proposed
construction. The notice shall be mailed to property owners and residents of the
neighborhood within 500 feet of the Project at least five (5) days prior to the start
of construction.
49. A sign shall be posted on the property in a manner consistent with the public
hearing sign requirements which shall identify the address and phone number of
the owner and/or applicant for the purposes of responding to questions and
complaints during the construction period. Said sign shall also indicate the hours
of permissible construction work.
50. A copy of these conditions shall be posted in an easily visible and accessible
location at all times during construction at the project site. The pages shall be
laminated or otherwise protected to ensure durability of the copy.
51. No construction-related vehicles may be parked on the street at any time or on the
subject site during periods of peak parking demand. All construction-related
vehicles must be parked for storage purposes at on offsite location on a private lot
for the duration of demolition and construction. The offsite location shall be
approved as part of the Department of Environmental and Public Works review of
the construction period mitigation plan and by the Department of City Planning if
a Temporary Use Permit is required.
52. Construction period signage shall be subject to the approval of the Architectural
Review Board.
Standard Conditions
53. Mechanical equipment shall not be located on the side of any building which is
adjacent to a residential building on the adjoining lot, unless otherwise permitted
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y applicable regulations. Roof locations may be used when the mechanical
equipment is installed within a sound-rated parapet enclosure.
54. Final approval of any mechanical equipment installation will require a noise test
in compliance with SMMC Section 4.12.040. Equipment for the test shall be
provided by the owner or contractor and the test shall be conducted by the owner
or contractor. A copy of the noise test results on mechanical equipment shall be
submitted to the Community Noise Officer for review to ensure that noise levels
do not exceed maximum allowable levels for the applicable noise zone.
55. The property owner shall insure any graffiti on the site is promptly removed
through compliance with the City’s graffiti removal program.
Condition Monitoring
56. The applicant authorizes reasonable City inspections of the property to ensure
compliance with the conditions of approval imposed by the City in approving this
project and will bear the reasonable cost of these inspections.
STRATEGIC AND TRANSPORTATION PLANNING
57. Final auto parking, bicycle parking and loading layouts specifications shall be
subject to the review and approval of the Strategic and Transportation Planning
Division:
http://www.smgov.net/uploadedFiles/Departments/Transportation/Transportation
_Management/ParkingStandards.pdf
58. Where a driveway, garage, parking space or loading zone intersects with the
public right-of-way at the alley or sidewalk, hazardous visual obstruction triangles
shall be provided in accordance with SMMC Section 9.04.10.02.090. Please
reference the following standards:
http://www.smgov.net/uploadedFiles/Departments/Transportation/Transportation
_Management/HVO.pdf
59. Slopes of all driveways and ramps used for ingress or egress of parking facilities
shall be designed in accordance with the standards established by the Strategic
and Transportation Planning Manager but shall not exceed a twenty percent slope.
Please reference the following standards:
http://www.smgov.net/uploadedFiles/Departments/Transportation/Transportation
_Management/RampSlope.pdf
60. [RESERVED]
61. [RESERVED]
BIG BLUE BUS
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62. For the life of the project, the property owner shall notify all tenants (residential
and/or commercial) in writing as part of their lease or rental agreement that the
City envisions a network of transit services in the Downtown area that may result
in public transit services operating on any street in the Downtown area, both on
streets currently used by transit or through expansion of service to streets not
currently utilized by transit. In addition, new bus stops or bus layover zones may
be established on these streets for regular use by either the Big Blue Bus or other
fixed route or specialized transit operators. On-street parking may be removed at
any time to create a bus zone in an appropriate location for safe vehicular
movement and passenger safety regardless of business or residential adjacency.
Developer, or Developer’s successor in interest, shall be responsible for ensuring
this obligation is satisfied.
63. Structures that include spaces specifically intended for seniors and/or persons
with disabilities should include an appropriate space for the boarding and
alighting of this population into specialty vehicles in a safe location such that the
stopped vehicle will not interfere with traffic flow.
PUBLIC LANDSCAPE
64. Street trees shall be maintained, relocated or provided as required in a manner
consistent with the City’s Urban Forest Master Plan, per the specifications of the
Public Landscape Division of the Community & Cultural Services Department
and the City’s Tree Code (SMMC Chapter 7.40). No street trees shall be removed
without the approval of the Public Landscape Division.
65. Prior to the issuance of a demolition permit all street trees that are adjacent to or
will be impacted by the demolition or construction access shall have tree
protection zones established in accordance with the Urban Forest Master Plan.
All tree protection zones shall remain in place until demolition and/or
construction has been completed.
66. Replace or plant new street trees in accordance with in accordance with Urban
Forest Master Plan and in consultation with city arborist
OFFICE OF SUSTAINABILITY AND THE ENVIRONMENT
67. Developer shall enroll the property in the Savings By Design incentive program
where available through Southern California Edison prior to submittal of plans for
Architectural Review. Developer shall execute an incentive agreement with
Southern California Edison prior to the issuance of a building permit.
68. The project shall comply with requirements in section 8.106 of the Santa Monica
Municipal code, which adopts by reference the California Green Building
Standards Code and which adds local amendments to that Code. In addition, the
project shall meet the landscape water conservation and construction and
demolition waste diversion requirements specified in Section 8.108 of the Santa
Monica Municipal Code.
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RENT CONTROL
69. Pursuant to SMMC Section 4.24.030, prior to receipt of the final permit necessary
to demolish, convert, or otherwise remove a controlled rental unit(s) from the
housing market, the owner of the property shall first secure a removal permit
under Section 1803(t), an exemption determination, an approval of a vested rights
claim from the Rent Control board, or have withdrawn the controlled rental
unit(s) pursuant to the provisions of the Ellis Act.
HOUSING AND ECONOMIC DEVELOPMENT
70. In accordance with Condition No. 1, the Developer shall meet its affordable
housing obligation through the development of on-site units for very-low income
tenants pursuant to the City’s Affordable Housing Production Program (SMMC
Chapter 9.56). Specifically, five (5) very-low income one-bedroom units shall be
provided and maintained to satisfy AHPP requirements. Furthermore, the project
shall provide and maintain three (3) additional low income studio units as a
community benefit, for a total of eight (8) affordable units on-site. All eight (8)
affordable housing units shall be deed restricted in accordance with the City’s
Affordable Housing Production Program.
To ensure AHPP compliance, a monitoring fee will be applied to each affordable
unit produced. A separate fee has been established for a new unit start-up,
subsequent re-occupancy/resale and an annual monitoring fee.
The Administrative Guidelines for the AHPP (fee structures, costs, and
affordability limits) are updated annually and available on the Santa Monica
House and Economic Development website.
71. Pursuant to Chapter 4.36 of the Santa Monica Municipal Code, relocation
assistance shall be provided, by the owner, to a tenant whose tenancy is
terminated as a result of the removal of a housing unit from the rental housing
market. The relocation fee is determined according to the size (number of
bedrooms) of the unit. The fee is adjusted each July 1 st , based on the rent of
primary resident component of the CPI-W Index for Los
Angeles/Riverside/Orange County area, as published by the United States
Department of Labor.
72. The City of Santa Monica operates four weekly farmers markets
(http://www.smgov.net/portals/farmersmarket/ for details). For properties
abutting or adjacent to the City of Santa Monica’s Farmers Markets:
A. Construction shall not obstruct or impede the market operations, either for
market participants or pedestrian customers. Overall access to the markets
must be maintained – including alleys, parking structures, parking lots,
street access, overflow parking, Bike Valet, special permit areas, street
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closures and any other ingress or egress from the farmers market site on
market days. In the event of street or alley closures, alternate routes must
be identified with adequate signage and Police (TSO’s) deployed to direct
traffic if necessary, and should be coordinated with the Farmers Market
Supervisor. Sub-contract utility work will not be permitted on market
days on or adjacent to the market sites.
B. The property owner shall notify all tenants (residential and/or commercial)
in writing as part of their lease or rental agreement that the City operates
the weekly farmers market adjacent to their property. The Downtown
Santa Monica Farmers Market’s operation requirements include road
closures and the temporary removal of some on-street parking on market
days. Storefronts fronting on the Downtown SM market (Arizona
Avenue, 2 nd Street) may be obscured during market operations by larger
vehicles; in such cases the Farmers Market Manager will work with the
tenant(s) to help enhance visibility during the market.
PUBLIC WORKS
General Conditions
73. Developer shall be responsible for the payment of the following Public Works
Department (PWD) permit fees prior to issuance of a building permit:
a. Water Services
b. Wastewater Capital Facility
c. Water Demand Mitigation
d. Fire Service Connection
e. Tieback Encroachment
f. Encroachment of on-site improvements into public right-of-way
g. Construction and Demolition Waste Management – If the valuation of a
project is at least $50,000 or if the total square feet of the project is equal
to or greater than 1000 square feet, then the owner or contractor is
required to complete and submit a Waste Management Plan. All
demolition projects are required to submit a Waste Management Plan. A
performance deposit is collected for all Waste Management Plans equal to
3% of the project value, not to exceed $30,000. All demolition only
permits require a $1,000 deposit or $1.00 per square foot, whichever is the
greater of the two.
Some of these fees shall be reimbursed to developer in accordance with the City’s
standard practice should Developer not proceed with development of the Project.
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In order to receive a refund of the Construction and Demolition performance
deposit, the owner or contractor must provide receipts of recycling 70% of all
materials listed on the Waste Management Plan.
74. Any work or use of the public right-of-way including any proposed
encroachments of on-site improvements into the public right-of-way will require a
permit from the Public Works Department (PWD) - Administrative Services
Division.
75. Plans and specifications for all offsite improvements shall be prepared by a
Registered Civil Engineer licensed in the State of California for approval by the
City Engineer prior to issuance of a building permit.
76. Immediately after demolition and during construction, a security fence, the height
of which shall be the maximum permitted by the Zoning Ordinance, shall be
maintained around the perimeter of the lot. The lot shall be kept clear of all trash,
weeds, etc.
77. A sign shall be posted on the property in a manner consistent with the public
hearing sign requirements, which shall identify the address and phone number of
the owner, developer and contractor for the purposes of responding to questions
and complaints during the construction period. Said sign shall also indicate the
hours of permissible construction work.
78. Prior to the demolition of any existing structure, the applicant shall submit a
report from an industrial hygienist to be reviewed and approved as to content and
form by the Building & Safety Division. The report shall consist of a hazardous
materials survey for the structure proposed for demolition. The report shall
include a section on asbestos and in accordance with the South Coast AQMD
Rule 1403, the asbestos survey shall be performed by a state Certified Asbestos
Consultant (CAC). The report shall include a section on lead, which shall be
performed by a state Certified Lead Inspector/Assessor. Additional hazardous
materials to be considered by the industrial hygienist shall include: mercury (in
thermostats, switches, fluorescent light), polychlorinated biphenyls (PCBs)
(including light Ballast), and fuels, pesticides, and batteries.
Water Resources
79. Connections to the sewer or storm drains require a sewer permit from the PWD -
Civil Engineering Division. Connections to storm drains owned by Los Angeles
County require a permit from the L.A. County Department of Public Works.
80. Parking areas and structures and other facilities generating wastewater with
potential oil and grease content are required to pretreat the wastewater before
discharging to the City storm drain or sewer system. Pretreatment will require
that a clarifier or oil/water separator be installed and maintained on site.
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81. If the project involves dewatering, developer/contractor shall contact the LA
Regional Water Quality Control Board (RWQCB) to obtain an NPDES Permit for
discharge of groundwater from construction dewatering to surface water. For
more information refer to: http://www.waterboards.ca.gov/losangeles/ and search
for Order # R4-2003-0111.
82. Prior to the issuance of the first building permit, the applicant shall submit a
sewer study that shows that the City’s sewer system can accommodate the entire
development. Developer shall be responsible to upgrade any downstream
deficiencies, to the satisfaction of the Water Resources Manager, if calculations
show that the project will cause such mains to receive greater demand than can be
accommodated. Improvement plans shall be submitted to the Engineering
Division. All reports and plans shall also be approved by the Water Resources
Engineer.
83. Prior to the issuance of the first building permit, the applicant shall submit a water
study that shows that the City’s water system can accommodate the entire
development for fire flows and all potable needs. Developer shall be responsible
to upgrade any water flow/pressure deficiencies, to the satisfaction of the Water
Resources Manager, if calculations show that the project will cause such mains to
receive greater demand than can be accommodated. Improvement plans shall be
submitted to the Engineering Division. All reports and plans shall also be
approved by the Water Resources Engineer.
84. Prior to the issuance of the first building permit, the applicant shall submit a
hydrology study of all drainage to and from the site to demonstrate adequacy of
the existing storm drain system for the entire development. Developer shall be
responsible to upgrade any system deficiencies, to the satisfaction of City
Engineer, if calculations show that the project will cause such facilities to receive
greater demand than can be accommodated. All reports and improvement plans
shall be submitted to Engineering Division for review and approval. The study
shall be performed by a Registered Civil Engineer licensed in the State of
California.
85. Developer shall not directly connect to a public storm drain pipe or direct site
drainage to the public alley.
86. All existing sanitary sewer “house connections” to be abandoned, shall be
removed and capped at the “Y” connections.
87. The fire services and domestic services 3-inches or greater must be above ground,
on the applicant’s site, readily accessible for testing. Commercial or residential
units are required to either have an individual water meter or a master meter with
sub-meters.
88. Developer is required to meet state cross-connection and potable water sanitation
guidelines. Refer to requirements and comply with the cross-connections
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guidelines available at:
http://www.lapublichealth.org/eh/progs/encirp/ehcross.htm. Prior to issuance of a
Certificate of Occupancy, a cross-connection inspection shall be completed.
89. All new restaurants and cooking facilities at the site are required to install Gravity
Grease Interceptors to pretreat wastewater containing grease. The minimum
capacity of the interceptor shall be determined by using table 10-3 of the 2007
Uniform Plumbing Code, Section 1014.3. All units shall be fitted with a standard
final-stage sample box. The 2007 Uniform Plumbing Code guideline in sizing
Gravity Grease Interceptors is intended as a minimum requirement and may be
increased at the discretion of PWD, Water Resources Protection Program.
90. Plumbing fixtures that meet the standards for 20% water use reduction specified
in the California Green Building Standards Code are required on all new
development and remodeling where plumbing is to be added.
Urban Water Runoff Mitigation
91. To mitigate storm water and surface runoff from the project site, an Urban Runoff
Mitigation Plan shall be required by the PWD pursuant to Municipal Code
Chapter 7.10. Prior to submittal of landscape plans for Architectural Review
Board approval, the applicant shall contact PWD to determine applicable
requirements, such as:
a. The site must comply with SMMC Chapter 7.10 Urban Runoff Pollution
Ordinance for the construction phase and post construction activities;
b. Non-stormwater runoff, sediment and construction waste from the
construction site and parking areas is prohibited from leaving the site;
c. Any sediments or materials which are tracked off-site must be removed
the same day they are tracked off-site;
d. Excavated soil must be located on the site and soil piles should be covered
and otherwise protected so that sediments are not tracked into the street or
adjoining properties;
e. No runoff from the construction site shall be allowed to leave the site; and
f. Drainage control measures shall be required depending on the extent of
grading and topography of the site.
g. Development sites that result in land disturbance of one acre or more are
required by the State Water Resources Control Board (SWRCB) to submit
a Storm Water Pollution Prevention Plan (SWPPP). Effective September
2, 2011, only individuals who have been certified by the Board as a
“Qualified SWPPP Developer” are qualified to develop and/or revise
SWPPPs. A copy of the SWPPP shall also be submitted to the PWD.
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92. Prior to implementing any temporary construction dewatering or permanent
groundwater seepage pumping, a permit is required from the City Water
Resources Protection Program (WRPP). Please contact the WRPP for permit
requirements at least two weeks in advance of planned dewatering or seepage
pumping. They can be reached at (310) 458-8235.
Public Streets & Right-of-Way
93. Prior to the issuance of a Certificate of Occupancy for the Project, all required
offsite improvements, such as AC pavement rehabilitation, replacement of
sidewalk, curbs and gutters, installation of street trees, lighting, etc. shall be
designed and installed to the satisfaction of the Public Works Department and
Public Landscape Division.
94. Unless otherwise approved by the PWD, all sidewalks shall be kept clear and
passable during the grading and construction phase of the project.
95. Sidewalks, curbs, gutters, paving and driveways which need replacing or removal
as a result of the project or needed improvement prior to the project, as
determined by the PWD shall be reconstructed to the satisfaction of the PWD.
Design, materials and workmanship shall match the adjacent elements. This is
especially true for areas within the City that have architectural concrete, pavers,
tree wells, art elements, special landscaping, etc.
96. Street and alley sections adjacent to the development shall be replaced as
determined by the PWD. This typically requires full reconstruction of the street
or alley in accordance with City of Santa Monica standards for the full adjacent
length of the property.
Utilities
97. No Excavation Permit shall be issued without a Telecommunications
Investigation by the City of Santa Monica Information Systems Department. The
telecommunications investigation shall provide a list of recommendations to be
incorporated into the project design including, but not limited to measures
associated with joint trench opportunities, location of tie-back and other
underground installations, telecommunications conduit size and specifications,
fiber optic cable specifications, telecommunications vault size and placement and
specifications, interior riser conduit and fiber optic cable, and adjacent public
right of way enhancements. Developer shall install two Telecommunications
Vaults in either the street, alley and/or sidewalk locations dedicated solely for
City of Santa Monica use. Developer shall provide two unique,
telecommunication conduit routes and fiber optic cables from building
Telecommunications Room to Telecommunications Vaults in street, alley and/or
sidewalk. Developer will be responsible for paying for the connection of each
Telecommunications Vault to the existing City of Santa Monica fiber optic
network, or the extension of conduit and fiber optic cable for a maximum of 1km
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terminating in a new Telecommunications Vault for future interconnection with
City network. The final telecommunications design plans for the project site shall
be submitted to and approved by the City of Santa Monica Information Systems
Department prior to approval of project.
a. Project shall comply with City of Santa Monica Telecommunications
Guidelines
b. Project shall comply with City of Santa Monica Right-of-Way
Management Ordinance No. 2129CCS, Section 3 (part), adopted 7/13/04
98. Prior to the issuance of a Certificate of Occupancy for the Project, provide new
street-pedestrian lighting with a multiple circuit system along the new street rightof-way
and within the development site in compliance with the PWD Standards
and requirements. New street-pedestrian light poles, fixtures and appurtenances
to meet City standards and requirements.
99. Prior to submitting plans, make arrangements with all affected utility companies
and indicate points of connection for all services on the site plan drawing. Pay for
undergrounding of all overhead utilities within and along the development
frontages. Existing and proposed overhead utilities need to be relocated
underground.
100. Location of Southern California Edison electrical transformer and switch
equipment/structures must be clearly shown of the development site plan and
other appropriate plans within the project limits. The SCE structures serving the
proposed development shall not be located in the public right-of-way.
Resource Recovery and Recycling
101. Development plans must show the refuse and recycling (RR) area dimensions to
demonstrate adequate and easily accessible area. If the RR area is completely
enclosed, then lighting, ventilation and floor drain connected to sewer will be
required. Section 9.04.10.02.151 of the SMMC has dimensional requirements for
various sizes and types of projects. Developments that place the RR area in
subterranean garages must also provide a bin staging area on their property for the
bins to be placed for collection.
102. Contact Resource Recovery and Recycling RRR division to obtain dimensions of
the refuse recycling enclosure.
103. Prior to issuance of a Permit, submit a waste management plan, a map of the
enclosure and staging area with dimensions and a recycling plan to the RRR
Division for its approval. The State of California AB 341 requires any multifamily
building housing 5 units or more to have a recycling program in place for
its tenants. All commercial businesses generating 4 cubic yards of trash per week
must also have a recycling program in place for its employees and
clients/customers. Show compliance with these requirements on the building
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plans. Visit the Resource Recovery and Recycling (RRR) website or contact the
RRR Division for requirements of the Waste Management Plan and to obtain the
minimum dimensions of the refuse recycling enclosure. The recycling plan shall
include:
a. List of materials such as white paper, computer paper, metal cans, and
glass to be recycled;
b. Location of recycling bins;
c. Designated recycling coordinator;
d. Nature and extent of internal and external pick-up service;
e. Pick-up schedule; and
f. Plan to inform tenants/ occupants of service.
Construction Period Mitigation
104. A construction period mitigation plan shall be prepared by the applicant for
approval by the PWD prior to issuance of a building permit. The approved
mitigation plan shall be posted on the site for the duration of the project
construction and shall be produced upon request. As applicable, this plan shall:
a. Specify the names, addresses, telephone numbers and business license
numbers of all contractors and subcontractors as well as the developer and
architect;
b. Describe how demolition of any existing structures is to be accomplished;
c. Indicate where any cranes are to be located for erection/construction;
d. Describe how much of the public street, alleyway, or sidewalk is proposed
to be used in conjunction with construction;
e. Set forth the extent and nature of any pile-driving operations;
f. Describe the length and number of any tiebacks which must extend under
the public right-of-way and other private properties;
g. Specify the nature and extent of any dewatering and its effect on any
adjacent buildings;
h. Describe anticipated construction-related truck routes, number of truck
trips, hours of hauling and parking location;
i. Specify the nature and extent of any helicopter hauling;
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Air Quality
j. State whether any construction activity beyond normally permitted hours
is proposed;
k. Describe any proposed construction noise mitigation measures, including
measures to limit the duration of idling construction trucks;
l. Describe construction-period security measures including any fencing,
lighting, and security personnel;
m. Provide a grading and drainage plan;
n. Provide a construction-period parking plan which shall minimize use of
public streets for parking;
o. List a designated on-site construction manager;
p. Provide a construction materials recycling plan which seeks to maximize
the reuse/recycling of construction waste;
q. Provide a plan regarding use of recycled and low-environmental-impact
materials in building construction; and
r. Provide a construction period urban runoff control plan.
105. Dust generated by the development activities shall be kept to a minimum with a
goal of retaining dust on the site through implementation of the following
measures recommended by the SCAQMD Rule 403 Handbook:
• During clearing, grading, earth moving, excavation, or transportation of
cut or fill materials, water trucks or sprinkler systems are to be used to the
extent necessary to prevent dust from leaving the site and to create a crust
after each day’s activities cease.
• Vehicles hauling dirt or other construction debris from the site shall cover
any open load with a tarpaulin or other secure covering to minimize dust
emissions. Immediately after commencing dirt removal from the site, the
general contractor shall provide the City with written certification that all
trucks leaving the site are covered in accordance with this condition of
approval.
• During clearing, grading, earth moving, excavation, or transportation of
cut or fill materials, streets and sidewalks within 150 feet of the site perimeter
shall be swept and cleaned a minimum of twice weekly or as frequently as
required by the PWD.
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• During construction, water trucks or sprinkler systems shall be used to
keep all areas of vehicle movement damp enough to prevent dust from leaving
the site. At a minimum, this would include wetting down such areas in the
later morning and after work is completed for the day and whenever wind
exceeds 15 miles per hour.
• Soil stockpiled for more than two days shall be covered, kept moist, or
treated with soil binders to prevent dust generation.
106. Construction equipment used on the site shall meet the following conditions in
order to minimize NOx and ROC emissions:
• Diesel-powered equipment such as booster pumps or generators should be
replaced by electric equipment to the extent feasible; and
• The operation of heavy-duty construction equipment shall be limited to no
more than 5 pieces of equipment at one time.
Noise Attenuation
107. All diesel equipment shall be operated with closed engine doors and shall be
equipped with factory-recommended mufflers.
108. Electrical power shall be used to run air compressors and similar power tools.
109. For all noise-generating activity on the project site associated with the installation
of new facilities, additional noise attenuation techniques shall be employed to
reduce noise levels to City of Santa Monica noise standards. Such techniques
may include, but are not limited to, the use of sound blankets on noise generating
equipment and the construction of temporary sound barriers between construction
sites and nearby sensitive receptors.
Miscellaneous
110. For temporary excavation and shoring that includes tiebacks into the public rightof-way,
a Tieback Agreement, prepared by the City Attorney, will be required.
FIRE
General Requirements
The following comments are to be included on plans if applicable.
Requirements are based on the California Fire Code (CFC), the Santa Monica Municipal
Code (SMMC) and the California Building Code (CBC).
California Fire Code/ Santa Monica Fire Department Requirements
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111. A fire apparatus access road shall be provided to within 150 feet of all exterior
walls of the first floor of the building. The route of the fire apparatus access road
shall be approved by the fire department. The 150 feet is measured by means of
an unobstructed route around the exterior of the building.
112. Apparatus access roads shall have a minimum unobstructed width of 20 feet. A
minimum vertical clearance of 13 feet 6 inches shall be provided for the apparatus
access roads.
113. Dead-end fire apparatus access roads in excess of 150 feet in length shall be
provided with an approved means for turning around the apparatus.
114. A “Knox” key storage box shall be provided for ALL new construction. For
buildings, other than high-rise, a minimum of 3 complete sets of keys shall be
provided. Keys shall be provided for all exterior entry doors, fire protection
equipment control equipment rooms, mechanical and electrical rooms, elevator
controls and equipment spaces, etc. For high-rise buildings, 6 complete sets are
required.
115. Santa Monica Municipal Code Chapter 8 section 8.44.050 requires an approved
automatic fire sprinkler system in ALL new construction and certain remodels or
additions. Any building that does not have a designated occupant and use at the
time fire sprinkler plans are submitted for approval, the system shall be designed
and installed to deliver a minimum density of not less than that required for
ordinary hazard, Group 2, with a minimum design area of not less than three
thousand square feet. Plans and specifications for fire sprinkler systems shall be
submitted and approved prior to system installation.
116. Buildings four or more stories in height shall be provided with not less than one
standpipe during construction.
117. The standpipe(s) shall be installed before the progress of construction is more
than 35- feet above grade. Two-and-one-half-inch valve hose connections shall
be provided at approved, accessible locations adjacent to useable stairs.
Temporary standpipes shall be capable of delivering a minimum demand of 500
gpm at 100-psi residual pressure. Pumping equipment shall be capable of
providing the required pressure and volume.
118. Provide Multipurpose Dry Chemical type fire extinguishers with a minimum
rating of 2A-10B:C. Extinguishers shall be located on every floor or level.
Maximum travel distance from any point in space or building shall not exceed 75
feet. Extinguishers shall be mounted on wall or installed in cabinet no higher than
4 ft. above finished floor and plainly visible and readily accessible or signage
shall be provided.
119. An automatic fire extinguishing system complying with UL 300 shall be provided
to protect commercial-type cooking or heating equipment that produces greaseladen
vapors. A separate plan submittal is required for the installation of the
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system and shall be in accordance with UFC Article 10, NFPA 17A and NFPA
96. Provide a Class “K” type portable fire extinguisher within 30 feet the kitchen
appliances emitting grease-laden vapors.
120. Every building and/or business suite is required to post address numbers that are
visible from the street and alley. Address numbers shall be a minimum of six (6)
inches in height and contrast with their background. Suite or room numbers shall
be a minimum of four (4) inches in height and contrast with their background.
Santa Monica Municipal Code Chapter 8 Section 8.48.130 (l) (1)
121. When more than one exit is required they shall be arranged so that it is possible to
go in either direction to a separate exit, except deadends not exceeding 20 feet,
and 50 feet in fully sprinklered buildings.
122. Exit and directional signs shall be installed at every required exit doorway,
intersection of corridors, exit stairways and at other such locations and intervals
as necessary to clearly indicate the direction of egress. This occupancy/use
requires the installation of approved floor level exit pathway marking. Exit doors
shall be openable from the inside without the use of a key, special effort or
knowledge.
123. Show ALL door hardware intended for installation on Exit doors.
124. In buildings two stories or more in height an approved floor plan providing
emergency procedure information shall be posted at the entrance to each stairway,
in every elevator lobby, and immediately inside all entrances to the building. The
information shall be posted so that it describes the represented floor and can be
easily seen upon entering the floor level or the building. Required information
shall meet the minimum standards established in the Santa Monica Fire
Department, Fire Prevention Division, information sheet entitled “Evacuation
Floor Plan Signs.” (California Code of Regulations Title 19 Section 3.09)
125. Stairway Identification shall be in compliance with CBC 1022.8
126. Floor-level exit signs are required in Group A, E, I, R-1, R-2 and R-4
occupancies.
127. In buildings two stories in height at least one elevator shall conform to the
California Building Code Chapter 30 section 3003.5a for General Stretcher
Requirements for medical emergency use.
a. The elevator entrance shall not be less than 42 inches wide by 72 inches
high.
b. The elevator car shall have a minimum clear distance between walls
excluding return panels of not less than 80 inches by 54 inches.
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c. Medical emergency elevators shall be identified by the international
symbol (star of life) for emergency elevator use. The symbol shall be not
less than 3-inches in size.
128. Storage, dispensing or use of any flammable or combustible liquids, flammable
compressed gases or other hazardous materials shall comply with the Uniform
Fire Code. The Santa Monica Fire Department prior to any materials being stored
or used on site shall approve the storage and use of any hazardous materials.
Complete and submit a “Consolidated Permit Application Package.” Copies may
be obtained by calling (310) 458-8915.
129. Alarm-initiating devices, alarm-notification devices and other fire alarm system
components shall be designed and installed in accordance with the appropriate
standards of Chapter 35 of the Building Code, and the National Fire Alarm Code
NFPA 72. The fire alarm system shall include visual notification appliances for
warning the hearing impaired. Approved visual appliances shall be installed in
ALL rooms except private (individual) offices, closets, etc.
130. An approved fire alarm system shall be installed as follows:
131. Group A Occupancies with an occupant load of 1,000 or more shall be provided
with a manual fire alarm system and an approved prerecorded message
announcement using an approved voice communication system. Emergency
power shall be provided for the voice communication system.
132. Group E Occupancies having occupant loads of 50 or more shall be provided with
an approved manual fire alarm system.
133. Group R-1, R-2 Apartment houses containing 16 or more dwelling units, in
building three or more stories in height R-2.1 and R-4 Occupancies shall be
provided with a manual alarm system. Smoke detectors shall be provided in all
common areas and interior corridors of required exits. Recreational, laundry,
furnace rooms and similar areas shall be provided with heat detectors.
134. Plans and specifications for fire alarm systems shall be submitted and approved
prior to system installation
Santa Monica Fire Department - Fire Prevention Policy Number 5-1
Subject: Fire Apparatus Access Road Requirements
Scope: This policy identifies the minimum standards for apparatus access roads required
by California Fire Code, Section 503.
Application
135. Fire apparatus access roads shall comply with the following minimum standards:
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a. The minimum clear width shall be not less than 20 feet. No parking,
stopping or standing of vehicles is permitted in this clear width.
b. When fire hydrants or fire department connections to fire sprinkler
systems are located on fire apparatus access roads the minimum width
shall be 26 feet. This additional width shall extend for 20 feet on each side
of the centerline of the fire hydrant or fire department connection.
c. The minimum vertical clearance shall be 13 feet, 6 inches.
d. The minimum turn radius for all access road turns shall be not less than 39
feet for the inside radius and 45 feet for the outside radius.
e. Dead-end access roads in excess of 150 feet in length shall be provided
with either a 96 feet diameter “cul-de-sac,” 60 foot “Y” or 120-foot
“hammerhead” to allow the apparatus to turn.
f. The surface shall be designed and maintained to support the imposed loads
of at least 75,000-pound and shall be “all-weather.” An “all-weather”
surface is asphalt, concrete or other approved driving surface capable of
supporting the load.
136. Gates installed on fire apparatus access roads shall comply with the following:
a. The width of any gate installed on a fire apparatus access road shall be a
minimum of 20 feet.
b. Gates may be of the swinging or sliding type.
c. Gates shall be constructed of materials that will allow for manual
operation by one person.
d. All gate components shall be maintained in an operative condition at all
times and shall be repaired or replaced when defective.
e. Electric gates shall be equipped with a means of opening the gate by fire
department personnel for emergency access. The Fire Prevention Division
shall approve emergency opening devices.
f. Manual opening gates may be locked with a padlock, as long it is
accessible to be opened by means of forcible entry tools.
g. The Fire Prevention Division shall approve locking device specification.
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137. Fire apparatus access roads shall be marked with permanent NO PARKING –
FIRE LANE CVC SECTION 22500.1. Signs shall have a minimum dimension of
12 inches wide and 18 inches high having red letters on a white reflective
background.
a. Fire apparatus access roads signs and placement shall comply with the
following:
i. Fire Apparatus access roads 20 to 26 feet wide must be posted on
both sides as a fire lane.
ii.
Fire Apparatus access roads 26 to 32 feet wide must be posted on
one side as a fire lane.
138. Buildings or facilities exceeding 30 feet in height or more than 3 stories in height
shall have at least 2 fire apparatus access roads for each structure.
139. Fire apparatus access roads for commercial and industrial development shall
comply with the following:
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i. Buildings or facilities exceeding 30 feet in height or more than 3 stories in
height shall have at least 2 means of fire apparatus access for each
structure.
ii. Buildings or facilities having a gross floor area of more than 62,000
square feet shall be provided with 2 fire apparatus access roads.
iii.
When two access roads are required, they shall be placed a distance apart
equal to not less than one half of the length of the maximum overall
diagonal dimension of the property or area to be accessed measured in a
straight line between access.
140. Aerial apparatus access roads shall comply with the following:
i. Buildings or portions of buildings or facilities exceeding 30 feet in height
from the lowest point of Fire Department access shall be provided shall be
provided with approved apparatus access roads capable of accommodating
aerial apparatus.
ii.
iii.
Apparatus access roads shall have a minimum width of 26 feet in the
immediate vicinity of any building or portion of a building more than 30
feet in height.
At least one of the required access roads meeting this condition shall be
located within a minimum of 15 feet and maximum of 30 feet from the
building and shall be a positioned parallel to one entire side of the
building.
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141. California Building Code / Santa Monica Fire Department Requirements
Occupancy Classification and Division
• If a change in occupancy or use, identify the existing and all proposed new
occupancy classifications and uses
• Assembly (A-1, A-2, A-3), Business (B), Mercantile (M), Residential (R), etc.
• Include all accessory uses
Building Height
• Height in feet (SMMC defines a High-Rise as any structure greater then 55
feet.)
• Number of stories
• Detail increase in allowable height
• Type I (II-FR.) buildings housing Group B office or Group R, Division 1
Occupancies each having floors used for human occupancy located more than
55 feet above the lowest level of fire department vehicle access shall comply
with CBC Section 403.
a. Automatic sprinkler system.
b. Smoke-detection systems.
c. Smoke control system conforming to Chapter 9 section 909.
d. Fire alarm and communication systems.
1. Emergency voice alarm signaling system.
2. Fire department communication system.
e. Central control station. (96 square feet minimum with a
minimum dimension of 8’ ft.)
f. {omitted}
g. Elevators.
h. Standby power and light and emergency systems.
i. Exits
j. Seismic consideration.
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Total Floor Area of Building or Project
• Basic Allowable Floor Area
• Floor Area for each room or area
• Detail allowable area increase calculations
Corridor Construction
• Type of Construction
• Detail any and all code exceptions being used
Occupant Load Calculations
• Occupancy Classification for each room or area.
• Occupant Load Calculation for each room or area based on use or occupancy
• Total Proposed Occupant Load
Means of Egress
• Exit width calculations
• Exit path of travel
• Exit Signage and Pathway Illumination (low level exit signage)
Atria - Atria shall comply with CBC Section 404 as follows:
• Atria shall not be permitted in buildings containing Group H Occupancies.
• The entire building shall be sprinklered.
• A mechanically operated smoke-control system meeting the requirements of
Section 909 and 909.9 shall be installed.
• Smoke detectors shall be installed in accordance with the Fire Code.
• Except for open exit balconies within the atrium, the atrium shall be separated
from adjacent spaces by one-hour fire-resistive construction. See exceptions to
Section 404.6.
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• When a required exit enters the atrium space, the travel distance from the
doorway of the tenant space to an enclosed stairway, horizontal exit, exterior
door or exit passageway shall not exceed 200 feet.
• In other than jails, prisons and reformatories, sleeping rooms of Group I
Occupancies shall not have required exits through the atrium.
• Standby power shall be provided for the atrium and tenant space smokecontrol
system. Sections 404.7 and 909.11.
• The interior finish for walls and ceilings of the atrium and all unseparated
tenant spaces shall be Class I. Section 404.8.
Atriums of a height greater than 20 feet, measured from the ceiling sprinklers, shall only
contain furnishings and decorative materials with potential heat of combustion less than
9,000 Btu's per pound. All furnishings to comply with California Bureau of Home
Furnishings, Technical Bulletin 133, “Flammability Test for Seating Furniture in Public
Occupancies.”
All furnishings in public areas shall comply with California Bureau of Home Furnishings,
Technical Bulletin 133, “Flammability Test for Seating Furniture in Public Occupancies.”
Los Angeles County Fire
142. Fire Flow Requirements
I. INTRODUCTION
A. Purpose: To provide Department standards for fire flow, hydrant spacing
and specifications.
B. Scope: Informational to the general public and instructional to all
individuals, companies, or corporations involved in the subdivision of land,
construction of buildings, or alterations and/or installation of fire protection
water systems and hydrants.
C. Author: The Deputy Chief of the Prevention Services Bureau through
the Assistant Fire Chief (Fire Marshal) of the Fire Prevention Division
is responsible for the origin and maintenance of this regulation.
D. Definitions:
1. GPM – gallons per minute
2. psi – pounds per square inch
3. Detached condominiums – single detached dwelling units on
land owned in common
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II. RESPONSIBILITY
4. Multiple family dwellings – three or more dwelling units
attached
A. Land Development Unit
1. The Department’s Land Development Unit shall review all
subdivisions of land and apply fire flow and hydrant spacing
requirements in accordance with this regulation and the present
zoning of the subdivision or allowed land use as approved by the
County’s Regional Planning Commission or city planning
department.
B. Fire Prevention Engineering Section
III. POLICY
1. The Department’s Fire Prevention Engineering Section shall
review building plans and apply fire flow and hydrant spacing
requirements in accordance with this regulation.
A. The procedures, standards, and policies contained herein are provided
to ensure the adequacy of, and access to, fire protection water and shall
be enforced by all Department personnel.
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IV. PROCEDURES
A. Land development: fire flow, duration of flow, and hydrant spacing
The following requirements apply to land development issues such as: tract
and parcel maps, conditional use permits, zone changes, lot line adjustments,
planned unit developments, etc.
1. Residential
Fire Zones 3
Very High Fire Hazard Severity Zone (VHFHSZ)
a. Single family dwelling
Public
Hydrant
Duration Spacing
Fire Flow of Flow
1,250 GPM 2 hrs. 600 ft.
and detached condominiums
(1 – 4 Units)
(Under 5,000 square feet)
b. Detached condominium
1,500 GPM 2 hrs. 300 ft.
(5 or more units)
c. Two family dwellings 1,500 GPM 2 hrs. 600 ft.
NOTE: FOR SINGLE FAMILY DWELLINGS OVER
5,000 SQUARE FEET. SEE, TABLE 1 FOR FIRE FLOW
REQUIREMENTS PER BUILDING SIZE.
2. Multiple family dwellings, hotels, high rise, commercial, industrial, etc.
a. Due to the undetermined building designs for new land
development projects (undeveloped land), the required fire flow
shall be: 5,000 GPM 5 hrs. 300 ft.
NOTE:
REDUCTION IN FIRE FLOW IN ACCORDANCE
WITH TABLE 1.
b. Land development projects consisting of lots having existing
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structures shall be in compliance with Table 1 (fire flow per
building size). This standard applies to multiple family
dwellings, hotels, high rise, commercial, industrial, etc.
NOTE: FIRE FLOWS PRECEDING ARE MEASURED AT 20
POUNDS PER SQUARE INCH RESIDUAL
PRESSURE.
B. Building plans
The Department’s Fire Prevention Engineering Section shall review building plans
and apply fire flow requirements and hydrant spacing in accordance with the
following:
1. Residential
Building Occupancy Classification
a. Single family dwellings - Fire Zone 3 (Less than 5,000 square feet)
Fire Flow
Duration
of Flow
Public Hydrant
Spacing
On a lot of one acre or more 750 GPM 2 hrs. 600 ft.
On a lot less than one acre 1,250 GPM 2 hrs. 600 ft.
b. Single family dwellings – VHFHSZ (Less than 5,000 square feet)
On a lot of one acre or more 1,000 GPM 2 hrs. 600 ft.
On a lot less than one acre 1,250 GPM 2 hrs. 600 ft.
NOTE: FOR SINGLE FAMILY DWELLINGS GREATER THAN 5,000
SQUARE FEET IN AREA SEE TABLE
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Fire Flow
Duration
of Flow
Public Hydrant
Spacing
c. Two family dwellings – VHFHSZ (Less than 5,000 square feet)
Duplexes 1,500 GPM 2 hrs. 600 ft.
2. Mobile Home Park
a. Recreation Buildings Refer to Table 1 for fire flow according to building
size.
b. Mobile Home Park 1,250 GPM 2 hrs. 600 ft.
3. Multiple residential, apartments, single family residences (greater than
5,000 square feet), private schools, hotels, high rise, commercial,
industrial, etc. (R-1, E, B, A, I, H, F, M, S) (see Table 1).
C. Public fire hydrant requirements
1. Fire hydrants shall be required at intersections and along access ways as
spacing requirements dictate
2. Spacing
a. Cul-de-sac
When cul-de-sac depth exceeds 450' (residential) or
200' (commercial), hydrants shall be required at midblock.
Additional hydrants will be required if hydrant
spacing exceeds specified distances.
b. Single family dwellings
Fire hydrant spacing of 600 feet
NOTE:
The following guidelines shall be used in
meeting single family dwellings hydrant
spacing requirements:
(1) Urban properties (more than one unit per acre):
No portion of lot frontage should be more than
450' via vehicular access from a public hydrant.
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(2) Non-Urban Properties (less than one unit per acre):
No portion of a structure should be placed on a
lot where it exceeds 750' via vehicular access
from a properly spaced public hydrant that meets
the required fire flow.
c. All occupancies
Other than single family dwellings, such as commercial,
industrial, multi-family dwellings, private schools,
institutions, detached condominiums (five or more
units), etc.
Fire hydrant spacing shall be 300 feet.
NOTE: The following guidelines shall be used in
meeting the hydrant spacing requirements.
(1) No portion of lot frontage shall be more than
200 feet via vehicular access from a public hydrant.
(2) No portion of a building should exceed 400 feet
via vehicular access from a properly spaced public
hydrant.
d. Supplemental fire protection
When a structure cannot meet the required public
hydrant spacing distances, supplemental fire protection
shall be required.
NOTE: Supplemental fire protection is not limited to
the installation of on-site fire hydrants; it may include
automatic extinguishing systems.
3. Hydrant location requirements - both sides of a street
Hydrants shall be required on both sides of the street whenever:
a. Streets having raised median center dividers that make access to
hydrants difficult, causes time delay, and/or creates undue hazard.
b. For situations other than those listed in “a” above, the Department’s
inspector’s judgment shall be used. The following items shall be
considered when determining hydrant locations:
(1) Excessive traffic loads, major arterial
route, in which traffic would be difficult to
detour.
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D. On-Site Hydrant Requirements
(2) Lack of adjacent parallel public streets in
which traffic could be redirected (e.g.,
Pacific Coast Highway).
(3) Past practices in the area.
(4) Possibility of future development in the
area.
(5) Type of development (i.e., flag-lot units,
large apartment or condo complex, etc.).
(6) Accessibility to existing hydrants
(7) Possibility of the existing street having a
raised median center divider in the near
future.
1. When any portion of a proposed structure exceeds (via vehicular access)
the allowable distances from a public hydrant and on-site hydrants are
required, the following spacing requirements shall be met:
a. Spacing distance between on-site hydrants shall be 300 to 600 feet.
(1) Design features shall assist in allowing
distance modifications.
b. Factors considered when allowing distance modifications.
(1) Only sprinklered buildings qualify for the
maximum spacing of 600 feet.
2. Fire flow
(2) For non-sprinklered buildings,
consideration should be given to fire
protection, access doors, outside storage,
etc. Distance between hydrants should
not exceed 400 feet.
a. All on-site fire hydrants shall flow a minimum of 1,250 gallons per
minute at 20 psi for a duration of two hours. If more than one onsite
fire hydrant is required, the on-site fire flow shall be at least
2,500 gallons per minute at 20 psi, flowing from two hydrants
simultaneously. On site flow may be greater depending upon the
size of the structure and the distance from public hydrants.
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NOTE:
ONE OF THE TWO HYDRANTS TESTED SHALL BE
THE FARTHEST FROM THE PUBLIC WATER
SOURCE.
3. Distance from structures
All on-site hydrants shall be installed a minimum of 25 feet from a
structure or protected by a two-hour firewall.
4. Shut-off valves
All on-site hydrants shall be equipped with a shut-off (gate) valve,
which shall be located as follows:
a. Minimum distance to the hydrant 10 feet.
b. Maximum distance from the hydrant 25 feet
5. Inspection of new installations
All new on-site hydrants and underground installations are subject
to inspection of the following items by a representative of the
Department:
a. Piping materials and the bracing and support thereof.
b. A hydrostatic test of 200 psi for two hours.
c. Adequate flushing of the installation.
d. Flow test to satisfy required fire flow.
(1) Hydrants shall be painted with two coats of red primer and
one coat of red paint, with the exception of the stem and
threads, prior to flow test and acceptance of the system.
6. Maintenance
It shall be the responsibility of the property management company,
the homeowners association, or the property owner to maintain onsite
hydrants.
a. Hydrants shall be painted with two coats of red primer and one coat
of red, with the exception of the stem and threads, prior to flow test
and acceptance of the system.
b. No barricades, walls, fences, landscaping, etc., shall be installed or
planted within three feet of a fire hydrant.
E. Public Hydrant Flow Procedure
The minimum acceptable flow from any existing public hydrant shall be 1,000
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GPM unless the required fire flow is less. Hydrants used to satisfy fire
flow requirements will be determined by the following items:
1. Only hydrants that meet spacing requirements are acceptable
for meeting fire flow requirements.
2. In order to meet the required fire flow:
a. Flow closest hydrant and calculate to determine flow at 20
pounds per square inch residual pressure. If the calculated
flow does not meet the fire flow requirement, the next closest
hydrant shall be flowed simultaneously with the first
hydrant, providing it meets the spacing requirement, etc.
b. If more than one hydrant is to be flowed in order to meet
the required fire flow, the number of hydrants shall be
flowed as follows:
One hydrant
Two hydrants
Three hydrants
1,250 GPM and below
1,251– 3,500 GPM flowing simultaneously
3,501– 5,000 GPM flowing simultaneously
F. Hydrant Upgrade Policy
1. Existing single outlet 2 1/2" inch hydrants shall be upgraded to a
double outlet 6" x 4" x 2 1/2" hydrant when the required fire flow
exceeds 1,250
GPM.
2. An upgrade of the fire hydrant will not be required if the required fire
flow is between the minimum requirement of 750 gallons per minute,
up to and including 1,250 gallons per minute, and the existing public
water system will provide the required fire flow through an existing
wharf fire hydrant.
3. All new required fire hydrant installations shall be approved
6" x 4" x 2 1/2" fire hydrants.
4. When water main improvements are required to meet GPM flow,
and the existing water main has single outlet 2 1/2" fire
hydrant(s), then a hydrant(s) upgrade will be required. This
upgrade shall apply regardless of flow requirements.
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5. The owner-developer shall be responsible for making the
necessary arrangements with the local water purveyor for the
installation of all public facilities.
6. Approved fire hydrant barricades shall be installed if curbs are not
provided (see Figures 1, 2, and 3 following on pages 11 and 12).
G. Hydrant Specifications
All required public and on-site fire hydrants shall be installed to the
following specifications prior to flow test and acceptance of the system.
1. Hydrants shall be:
a. Installed so that the center line of the lowest outlet is
between 14 and 24 inches above finished grade
b. Installed so that the front of the riser is between 12 and 24
inches behind the curb face
c. Installed with outlets facing the curb at a 45-degree angle to
the curb line if there are double outlet hydrants
d. Similar to the type of construction which conforms to current
A.W.W.A. Standards
e. Provided with three-foot unobstructed clearance on all sides.
f. Provided with approved plastic caps
g. Painted with two coats of red primer and one coat of traffic
signal yellow for public hydrants and one coat of red for onsite
hydrants, with the exception of the stems and threads
2. Underground shut-off valves are to be located:
a. A minimum distance of 10 feet from the hydrant
b. A maximum distance of 25 feet from the hydrant
Exception: Location can be less than 10 feet when the water
main is already installed and the 10-foot minimum distance
cannot be satisfied.
3. All new water mains, laterals, gate valves, buries, and riser shall
be a minimum of six inches inside diameter.
4. When sidewalks are contiguous with a curb and are five feet wide
or less, fire hydrants shall be placed immediately behind the
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sidewalk. Under no circumstances shall hydrants be more than six
feet from a curb line.
5. The owner-developer shall be responsible for making the
necessary arrangements with the local water purveyor for the
installation of all public facilities.
6. Approved fire hydrant barricades shall be installed if curbs are
not provided (see Figures 1, 2, and 3 following on pages 11 and
12).
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Barricade/Clearance Details
Figure 1
Figure 2
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Figure 3
Notes:
1. Constructed of steel not less than four inches in diameter, six inches if heavy
truck traffic is anticipated, schedule 40 steel and concrete filled.
2. Posts shall be set not less than three feet deep in a concrete footing of not less
than 15 inches in diameter, with the top of the posts not less than three feet
above ground and not less than three feet from the hydrant
3. Posts, fences, vehicles, growth, trash storage and other materials or things shall
not be placed or kept near fire hydrants in a manner that would prevent fire
hydrants from being immediately discernible.
4. If hydrant is to be barricaded, no barricade shall be constructed in front of the
hydrant outlets (Figure 2, shaded area).
5. The exact location of barricades may be changed by the field inspector during a
field inspection.
6. The steel pipe above ground shall be painted a minimum of two field coats of
primer.
7. Two finish coats of “traffic signal yellow” shall be used for fire hydrant
barricades.
8. Figure 3 shows hydrant hook up during fireground operations. Notice apparatus
(hydra-assist-valve) connected to hydrant and the required area. Figure 3 shows
the importance of not constructing barricades or other obstructions in front of
hydrant outlets.
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H. Private fire protection systems for rural commercial and industrial development
Where the standards of this regulation cannot be met for industrial and
commercial developments in rural areas, alternate proposals which meet NFPA
Standard 1142 may be submitted to the Fire Marshal for review. Such
proposals shall also be subject to the following:
1. The structure is beyond 3,000 feet of any existing, adequatelysized
water system.
a. Structures within 3,000 feet of an existing, adequately-sized
water system, but beyond a water purveyor service area, will
be reviewed on an individual basis.
2. The structure is in an area designated by the County of Los
Angeles’ General Plan as rural non-urban.
I. Blue reflective hydrant markers replacement policy
1. Purpose: To provide information regarding the replacement of
blue reflective hydrant markers, following street construction or
repair work.
a. Fire station personnel shall inform Department of Public
Works Road Construction Inspectors of the importance of
the blue reflective hydrant markers, and encourage them to
enforce their Department permit requirement, that streets and
roads be returned to their original condition, following
construction or repair work.
b. When street construction or repair work occurs within this
Department's jurisdiction, the nearest Department of Public
Works Permit Office shall be contacted. The location can be
found by searching for the jurisdiction office in the "County
of Los Angeles Telephone Directory" under "Department of
Public Works Road Maintenance Division." The importance
of the blue reflective hydrant markers should be explained,
and the requirement encouraged that the street be returned to
its original condition, by replacing the hydrant markers.
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TABLE 1 *
BUILDING SIZE
(First floor area)
Under 3,000
3,000 to 4,999
sq. ft.
sq. ft.
sq. ft.
sq. ft.
sq. ft.
Fire Flow *(1) (2) Duration Hydrant Spacing
1,000 GPM 2 hrs.
300 ft.
1,250 GPM 2 hrs.
300 ft.
5,000 to 7,999
1,500 GPM
2 hrs.
300 ft.
15,000 to 19,999
20,000 to 24,999
sq. ft.
sq. ft.
sq. ft.
sq. ft.
sq. ft.
3,000 GPM
3,500 GPM
3 hrs.
3 hrs.
300 ft.
300 ft.
25,000 to 29,999
4,000 GPM
4 hrs.
300 ft.
* See applicable footnotes below:
(FIRE FLOWS MEASURED AT 20 POUNDS PER SQUARE INCH
RESIDUAL PRESSURE)
(1) Conditions requiring additional fire flow.
a. Each story above ground level - add 500 GPM per story.
b. Any exposure within 50 feet - add a total of 500 GPM.
c. Any high-rise building (as determined by the jurisdictional building code)
the fire flow shall be a minimum of 3,500 GPM for 3 hours at 20 psi.
d. Any flow may be increased up to 1,000 GPM for a hazardous occupancy.
(2) Reductions in fire flow shall be cumulative for type of construction and a fully
sprinklered building. The following allowances and/or additions may be made
to standard fire flow requirements:
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a. A 25% reduction shall be granted for the following types of construction:
Type I-F.R, Type II-F.R., Type II one-hour, Type II-N, Type III one-hour,
Type III-N, Type IV, Type IV one hour, and Type V one-hour. This
reduction shall be automatic and credited on all projects using these types
of construction. Credit will not be given for Type V-N structures (to a
minimum of 2,000 GPM available fire flow).
b. A 25% reduction shall be granted for fully sprinklered buildings (to a
minimum of 2,000 GPM available fire flow).
c. When determining required fire flows for structures that total 70,000
square feet or greater, such flows shall not be reduced below 3,500 GPM
at 20 psi for three hours.
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EXHIBIT “E”
SMMC ARTICLE 9 (PLANNING AND ZONING)
On file with the City Clerk
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EXHIBIT “F-1”
LOCAL HIRING PROGRAM FOR CONSTRUCTION
Local Hiring Policy For Construction. Developer shall implement a local hiring policy
(the “Local Hiring Policy”) for construction of the Project, consistent with the following
guidelines:
1. Purpose. The purpose of the Local Hiring Policy is to facilitate the employment
by Developer and its contractors at the Project of residents of the City of Santa
Monica (the “Targeted Job Applicants”), and in particular, those residents who
are “Low-Income Individuals” (defined below).
2. Definitions.
a. “Contract” means a contract or other agreement for the providing of any
combination of labor, materials, supplies, and equipment to the
construction of the Project that will result in On-Site Jobs, directly or
indirectly, either pursuant to the terms of such contract or other agreement
or through one or more subcontracts.
b. “Contractor” means a prime contractor, a sub-contractor, or any other
entity that enters into a Contract with Developer for any portion or
component of the work necessary to construct the Project (excluding
architectural, design and other “soft” components of the construction of
the Project).
c. “Low Income Individual” means a resident of the City of Santa Monica
whose household income is no greater than 80% of the Median Income.
d. “Median Income” means the median income for the Los Angeles-Long
Beach Primary Metropolitan Statistical Area, as published from time to
time by the City in connection with its Affordable Housing Production
Program pursuant to SMMC Section 9.56.
e. “On-Site Jobs” means all jobs by a Contractor under a Contract for which
at least fifty percent (50%) of the work hours for such job requires the
employee to be at the Project site, regardless of whether such job is in the
nature of an employee or an independent contractor.
3. Priority for Targeted Job Applicants. Subject to Section 6 below in this
Exhibit “F-1,” the Local Hiring Policy provides that the Targeted Job Applicants
shall be considered for each On-Site Job in the following order of priority:
a. First Priority: Low Income Individuals living within one mile of the
Project;
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. Second Priority: Low Income Individuals living in census tracts
throughout the City for which household income is no greater than 80% of
the Median Income;
c. Third Priority: Low Income Individuals living in the City, other than the
first priority and second priority Low Income Individuals; and
d. Fourth Priority: City residents other than the first priority, second priority,
and third priority City residents.
4. Coverage. The Local Hiring Policy shall apply to all hiring for On-Site Jobs
related to the construction of the Project, by Developer and its Contractors.
5. Outreach. So that Targeted Job Applicants are made aware of the availability of
On-Site Jobs, Developer or its Contractors shall advertise available On-Site Jobs
in the Santa Monica Daily Press or similar local newspaper, or similar local
media and electronically on a City-sponsored website, if such a resource exists.
In addition, Developer shall consult with and provide written notice to at least two
first source hiring organizations, which may include but are not limited to the
following:
(i)
(ii)
(iii)
(iv)
Local first source hiring programs.
Trade unions.
Apprenticeship programs at local colleges.
Santa Monica educational institutions
(v) Other non-profit organizations involved in referring eligible applicants for
job opportunities
6. Hiring. Developer and its prime contractor shall consider in good faith all
applications submitted by Targeted Job Applicants for On-Site Jobs, in
accordance with their respective normal hiring practices. The City acknowledges
that the Contractors shall determine in their respective subjective business
judgment whether any particular Targeted Job Applicant is qualified to perform
the On-Site Job for which such Targeted Job Applicant has applied.
7. Term. The Local Hiring Policy shall continue to apply to the construction of the
Project until the final certificate of occupancy for the Project has been issued by
the City.
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EXHIBIT "F-2"
LOCAL HIRING PROGRAM FOR PERMANENT EMPLOYMENT
Local Hiring Policy For Permanent Employment. The Developer (if an Operator) or
Commercial Operator shall implement a local hiring policy (the “Local Hiring Policy”),
consistent with the following guidelines:
1. Purpose. The purpose of the Local Hiring Policy is to facilitate the employment
by the commercial tenants of the Project of residents of the City of Santa Monica
(the “Targeted Job Applicants”), and in particular, those residents who are
“Low-Income Individuals” (defined below) by ensuring Targeted Job Applicants
are aware of Project employment opportunities and have a fair opportunity to
apply and compete for such jobs. The goal of this policy is local hiring.
2. Findings.
a. Approximately 73,000-74,000 individuals work in the City. The City has
a resident labor force of approximately 56,800. However, only about onethird
(32.2 percent) of the City's resident labor force works at jobs located
in the City, with the balance working outside of the City. Consequently, a
significant portion of the City's resident and non-resident work force is
required to commute long distances to find work, causing increased traffic
on state highways, increased pollution, increased use of gas and other
fuels and other serious environmental impacts.
b. Due to their employment outside of the City, many residents of the City
are forced to leave for work very early in the morning and return late in
the evening, often leaving children and teenagers alone and unsupervised
during the hours between school and the parent return from work outside
the area.
c. Absentee parents and unsupervised youth can result in increased problems
for families, communities and the City as a whole, including, but not
limited to, increased crime, more frequent and serious injuries, poor
homework accomplishments, failing grades and increased high school
dropout rates.
d. Of the approximately 45,000 households in the City, thirty percent are
defined as low-income households or lower, with eleven percent of these
households defined as extremely low income and eight percent very low
income. Approximately 10.5% of the City's residents are unemployed.
e. By ensuring that Targeted Job Applicants are aware of and have a fair
opportunity to compete for Project jobs, this local hiring policy will
facilitate job opportunities to City residents which would expand the City's
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3. Definitions.
employment base and reduce the impacts on the environment caused by
long commuting times to jobs outside the area.
a. “Low Income Individual” means a resident of the City of Santa Monica
whose household income is no greater than 80% of the Median Income.
b. “Median Income” means the median income for the Los Angeles-Long
Beach Primary Metropolitan Statistical Area, as published from time to
time by the City in connection with its Affordable Housing Production
Program pursuant to SMMC Section 9.56.
c. “On-Site Jobs” means all jobs on the Project site within the nonresidential
uses of greater than 1,500 gross square feet, regardless of
whether such job is in the nature of an employee or an independent
contractor.
d. “Commercial Operator” means the operators of non-residential uses on
the Project site.
4. Priority for Targeted Job Applicants. Subject to Section 6 below in this
Exhibit “F-2,” the Local Hiring Policy provides that the Targeted Job Applicants
shall be considered for each On-Site Job in the following order of priority:
a. First Priority: Low Income Individuals living within one mile of the
Project;
b. Second Priority: Low Income Individuals living in the City, other than the
first priority Low Income Individuals; and
c. Third Priority: City residents other than the first priority and second
priority City residents.
For purposes of this Local Hiring Policy, the employer is authorized to rely on the
most recent year’s income tax records (W-2) and proof of residency (e.g. driver’s
license, utility bill, voter registration) if voluntarily submitted by a prospective job
applicant for purposes of assessing a Targeted Job Applicant’s place of residence
and income.
5. Coverage. The Local Hiring Policy shall apply to all hiring for On-Site Jobs.
Notwithstanding the foregoing, the Local Hiring Policy shall not apply to
temporary employees utilized while a permanent employee is temporarily absent
or while a replacement is being actively sought for a recently-departed permanent
employee. Furthermore, the Local Hiring Policy shall not preclude the re-hiring
of a prior employee or the transfer of an existing employee from another location.
6. Recruitment.
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a. Advanced Local Recruitment - Initial Hiring for New Business. So that
Targeted Job Applicants are made aware of the availability of On-Site
Jobs, at least 30 days before recruitment (“Advanced Recruitment
Period”) is opened up to general circulation for the initial hiring by a new
business, Operator shall advertise available On-Site Jobs in the Santa
Monica Daily Press, or Santa Monica Police Activity League or similar
organization, or similar local media and electronically on a City-sponsored
website, if such a resource exists. In addition, Developer shall consult
with and provide written notice to at least two first source hiring
organizations, which may include but are not limited to the following:
(i) Local first source hiring programs
(ii) Trade unions
(iii) Apprenticeship programs at local colleges
(iv) Santa Monica educational institutions
(v) Other non-profit organizations involved in referring eligible
applicants for job opportunities
b. Advanced Local Recruitment - Subsequent Hiring. For subsequent
employment opportunities, the Advanced Recruitment Period for Targeted
Job Applicants can be reduced to at least 7 days before recruitment is
opened up to general circulation. Alternatively, the Developer may also
use an established list of potential Targeted Job Applicants of not more
than one year old.
c. Obligations After Completion of Advanced Recruitment Period. Once
these advanced local recruitment obligations have been met, Developer is
not precluded from advertising regionally or nationally for employees.
7. Hiring. Developer or Commercial Operator shall consider in good faith all
applications submitted by Targeted Job Applicants for On-Site Jobs in accordance
with their normal practice to hire the most qualified candidate for each position
and shall be make good faith efforts to hire Targeted Job Applicants when such
Applicants are most qualified or equally qualified as other applicants. The City
acknowledges that the Developer or Commercial Operator shall determine in their
respective subjective business judgment whether any particular Targeted Job
Applicant is qualified to perform the On-Site Job for which such Targeted Job
Applicant has applied.
8. Proactive Outreach. Developer shall designate a “First-Source Hiring
Coordinator” (FHC) that shall manage all aspects of the Local Hiring Policy.
The FHC shall be responsible for actively seeking partnerships with local firstsource
hiring organizations prior to employment opportunities being available.
The FHC shall also be responsible for encouraging and making available
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information on first-source hiring to respective commercial tenants of the Project.
The FHC shall contact new employers on the Project site to inform them of the
available resources on first-source hiring. In addition to implementation of the
Local Hiring Policy, the FHC can have other work duties unrelated to the Local
Hiring Policy.
9. Term. The Local Hiring Policy shall apply for the life of the Project.
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EXHIBIT "G"
[RESERVED]
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Construction Mitigation Plan.
EXHIBIT “H”
CONSTRUCTION MITIGATION PLAN
The applicant shall prepare, implement and maintain a Construction Mitigation Plan that
shall be designed to:
• Prevent material traffic impacts on the surrounding roadway network.
• Minimize parking impacts both to public parking and access to private
parking to the greatest extent practicable.
• Ensure safety for both those constructing the project and the surrounding
community.
• Prevent substantial truck traffic through residential neighborhoods.
The Construction Mitigation Plan shall be subject to review and approval by the
following City departments: Department of Public Works; Fire; Planning and Community
Development; and Police. This review will ensure that the Plan has been designed in
accordance with this mitigation measure. This review shall occur prior to commencement
of any construction staging for the project. The Mitigation Plan shall, at a minimum,
include the following:
Ongoing Requirements Throughout the Duration of Construction
• A detailed traffic control plan for work zones shall be maintained which
includes at a minimum accurate existing and proposed: parking and travel lane
configurations; warning, regulatory, guide and directional signage; and area
sidewalks, bicycle lanes and parking lanes. The plan shall include specific
information regarding the project’s construction activities that may disrupt
normal pedestrian and traffic flow and the measures to address these
disruptions. Such plans must be reviewed and approved by the Transportation
Management Division prior to commencement of construction and
implemented in accordance with this approval.
• Work within the public right-of-way shall be performed between 9:00 AM
and 4:00 PM, including: dirt and demolition material hauling and construction
material delivery. Work within the public right-of-way outside of these hours
shall only be allowed after the issuance of an after-hours construction permit.
• Streets and equipment shall be cleaned in accordance with established PW
requirements.
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• Trucks shall only travel on a City approved construction route. Truck
queuing/staging shall not be allowed on Santa Monica streets. Limited
queuing may occur on the construction site itself.
• Materials and equipment shall be minimally visible to the public; the preferred
location for materials is to be on-site, with a minimum amount of materials
within a work area in the public right-of-way, subject to a current Use of
Public Property Permit.
• Any requests for work before or after normal construction hours within the
public right-of-way shall be subject to review and approval through the After
Hours Permit process administered by the Building and Safety Division.
• Off-street parking shall be provided for construction workers. This may
include the use of a remote location with shuttle transport to the site, if
determined necessary by the City of Santa Monica.
Project Coordination Elements That shall Be Implemented Prior to Commencement of
Construction
• The traveling public shall be advised of impending construction activities (e.g.
information signs, portable message signs, media listing/notification,
implementation of an approved traffic control plan).
• Any construction work requiring encroachment into public rights-of-way,
detours or any other work within the public right-of-way shall require
approval from the City through issuance of a Use of Public Property Permit,
Excavation Permit, Sewer Permit or Oversize Load Permit, as well as any
Caltrans Permits required.
• Timely notification of construction schedules shall be given to all affected
agencies (e.g., Big Blue Bus, Police Department, Fire Department,
Department of Public Works, and Planning and Community Development
Department) and to all owners and residential and commercial tenants of
property within a radius of 500 feet.
• Construction work shall be coordinated with affected agencies in advance of
start of work. Approvals may take up to two weeks per each submittal.
• The Strategic Transportation Planning Division shall approve of any haul
routes, for earth, concrete or construction materials and equipment hauling.
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(a) Diesel Equipment Mufflers.
All diesel equipment shall be operated with closed engine doors and shall be equipped
with factory-recommended mufflers.
(b) Electrically-Powered Tools.
Electrical power shall be used to run air compressors and similar power tools.
(c) Restrictions on Excavation and Foundation/Conditioning.
Pile driving, excavation, foundation- laying, and conditioning activities (the noisiest
phases of construction) shall be restricted to between the hours of 10:00 AM and 3:00
PM, Monday through Friday, in accordance with Section 4.12.110(d) of the Santa
Monica Municipal Code.
(d) Additional Noise Attenuation Techniques.
For all noise generating construction activity on the project site, additional noise
attenuation techniques shall be employed to reduce noise levels at to 83 dB or less from
8:00 to 6:00 PM weekdays and 9:00 AM to 5:00 PM Saturdays. Per the Noise Ordinance,
construction noise may exceed 83 dB if it only occurs between 10:00 AM and 3:00 PM.
Such techniques may include, but are not limited to, the use of sound blankets on noise
generating equipment and the construction of temporary sound barriers around the
perimeter of the project construction site.
(e) Construction Sign Posting.
In accordance with Municipal Code Section 4.12.120, the project applicant shall be
required to post a sign informing all workers and subcontractors of the time restrictions
for construction activities. The sign shall also include the City telephone numbers where
violations can be reported and complaints associated with construction noise can be
submitted.
(f) ROG Control Measures.
The applicant shall ensure that architectural coatings used on the project comply with
SCAQMD Rule 1113, which limits the VOC content of architectural coatings.
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(g) Fugitive Dust Control Measures.
The following shall be implemented during construction to minimize fugitive dust and
associated particulate emissions:
• Sufficiently water all excavated or graded material to prevent excessive
amounts of dust.
• Watering shall occur at least three times daily with complete coverage,
preferably at the start of the day, in the late morning and after work is done for
the day.
• Cease all grading, earth moving or excavation activities during periods of high
winds (i.e., greater than 20 mph measured as instantaneous wind gusts) so as
to prevent excessive amounts of dust. Securely cover all material transported
on and off-site to prevent excessive amounts of dust.
• Cover all soil stockpiles.
• Limit on-site vehicle speeds to 15 mph.
• Install wheel washers where vehicles enter and exit the construction site onto
paved roads or wash off trucks and any equipment leaving the site each trip.
• Appoint a construction relations officer to act as a community liaison
concerning on-site construction activity including resolution of issues related
to PM10 generation.
• Sweep streets at the end of the day using SCAQMD Rule 1186 certified street
sweepers or roadway washing trucks if visible soil is carried onto adjacent
public paved roads (recommend water sweepers with reclaimed water).
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EXHIBIT “I”
ASSIGNMENT AND ASSUMPTION AGREEMENT
Recording Requested By and
When Recorded Mail To:
Armbruster Goldsmith & Delvac LLP
11611 San Vicente Blvd., Suite 900
Los Angeles, CA 90049
Attn:
________________________________________________________________________
ASSIGNMENT AND ASSUMPTION AGREEMENT
This ASSIGNMENT AND ASSUMPTION AGREEMENT (“Agreement”) is
made and entered into by and between ___________________________, a California
limited liability company (“Assignor”), and ________________________, a
__________________ (“Assignee”).
R E C I T A L S
A. The City of Santa Monica (“City”) and Assignor entered into that certain
Development Agreement dated _______________, 2013 (the “Development
Agreement”), with respect to the real property located in the City of Santa Monica, State
of California more particularly described in Exhibit “A” attached hereto (the “Project
Site”).
B. Assignor has obtained from the City certain development approvals and
permits with respect to the development of the Project Site, including without limitation,
approval of the Development Agreement and a vesting parcel map for the Project Site
(collectively, the “Project Approvals”).
C. Assignor intends to sell, and Assignee intends to purchase, the Project
Site.
D. In connection with such purchase and sale, Assignor desires to transfer all
of the Assignor’s right, title, and interest in and to the Development Agreement and the
Project Approvals with respect to the Project Site. Assignee desires to accept such
assignment from Assignor and assume the obligations of Assignor under the
Development Agreement and the Project Approvals with respect to the Project Site.
THEREFORE, the parties agree as follows:
1. Assignment. Assignor hereby assigns and transfers to Assignee all of
Assignor’s right, title, and interest in and to the Development Agreement and the Project
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Approvals with respect to the Project Site. Assignee hereby accepts such assignment
from Assignor.
2. Assumption. Assignee expressly assumes and agrees to keep, perform,
and fulfill all the terms, conditions, covenants, and obligations required to be kept,
performed, and fulfilled by Assignor under the Development Agreement and the Project
Approvals with respect to the Project Site.
3. Effective Date. The execution by City of the attached receipt for this
Agreement shall be considered as conclusive proof of delivery of this Agreement and of
the assignment and assumption contained herein. This Agreement shall be effective upon
its recordation in the Official Records of Los Angeles County, California, provided that
Assignee has closed the purchase and sale transaction and acquired legal title to the
Project Site.
IN WITNESS WHEREOF, the parties hereto have executed this Agreement as of
the dates set forth next to their signatures below.
“ASSIGNOR”
_________________________________
a California limited liability company
“ASSIGNEE”
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RECEIPT BY CITY
The attached ASSIGNMENT AND ASSUMPTION AGREEMENT is received
by the City of Santa Monica on this ___ day of ________________, ________.
CITY OF SANTA MONICA
___________________________________
By: _______________________________
Planning Director
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ATTACHMENT D
PUBLIC NOTIFICATION INFORMATION
Pursuant to Municipal Code Sections 9.04.20.22.050 and 9.48.110, notice of the public
hearing was mailed to all owners and r esidential and commercial tenants of property
located within a 1,000-foot radius of the project and published in the Santa Monica Daily
Press at least ten consecutive calendar days prior to the hearing.
On April 4, 2013, the applicant was notified of the subject hearing date.
31

NOTICE OF A PUBLIC HEARING
BEFORE THE SANTA MONICA CITY COUNCIL
SUBJECT:
Development Agreement 12DEV001
1318 2 nd Street
APPLICANT:
David Forbes Hibbert, AIA
PROPERTY OWNER: Michael Sorochinsky, 1320 2 nd Street, LLC
A public hearing will be held by the City Council to consider the following request:
The applicant is requesting City Council approval of a Development Agreement with the City to
construct a n ew four-story mixed-use building with fifty-three (53) residential units,
approximately 6,664 square feet of ground floor neighborhood-serving commercial space, and a
two level subterranean garage providing 66 parking spaces. As a part of the Development
Agreement, the proposed project would provide community benefits, including but not limited to,
additional affordable housing units, and v arious contributions to support improvements in the
downtown area.
DATE/TIME:
LOCATION:
TUESDAY, MAY 14, 2013 AT 6:30 P.M.
City Council Chambers, Second Floor, Santa Monica City Hall
1685 Main Street, Santa Monica, California
HOW TO COMMENT
The City of Santa Monica encourages public comment. You may comment at the City Council
public hearing, or by writing a letter. Written information will be given to the City Council at the
meeting.
Address your letters to:
Steve Mizokami, Associate Planner
Re: 12DEV001
City Planning Division
1685 Main Street, Room 212
Santa Monica, CA 90401
MORE INFORMATION
If you want more information about this project or wish to review the project file, please contact
Steve Mizokami at (310) 458-8341, or by e-mail at steve.mizokami@smgov.net. The Zoning
Ordinance is available at the Planning Counter during business hours and on the City’s web site
at www.smgov.net.
The meeting facility is wheelchair accessible. For disability-related accommodations, please
contact (310) 458-8341 or (310) 458-8696 TTY at least 72 hours in advance. Every attempt will
made to provide the requested accommodation. All written materials are available in alternate
format upon request. Santa Monica Big Blue Bus Lines numbered 2, 3, Rapid 3, and 9 serve
City Hall.
Pursuant to California Government Code Section 65009(b), if this matter is subsequently
challenged in Court, the challenge may be l imited to only those issues raised at the public
hearing described in this notice, or in written correspondence delivered to the City of Santa
Monica at, or prior to, the public hearing.
ESPAÑOL
32

Esto es una noticia de una audiencia pública para revisar applicaciónes proponiendo desarrollo
en Santa Monica. S i deseas más información, favor de l lamar a C armen Gutierrez en l a
División de Planificación al número (310) 458-8341.
APPROVED AS TO FORM:
___________________________
Amanda Schachter
Planning Manager
33

ATTACHMENT E
KEYSER MARSTON ASSOCIATES
ECONOMIC ANALYSIS
1318 2 ND STREET
35

MEMORANDUM
To:
From:
Steve Mizokami, Associate Planner
City of Santa Monica
Kathleen Head
Tim Bretz
Date: April 23, 2013
Subject:
1320 2 nd Street: Value Enhancement & Fiscal Impact Analysis
At your request, Keyser Marston Associates, Inc. (KMA) reviewed the proposal
submitted by Century West Partners (Developer) to develop the property located at
1318-1320 2 nd Street (Site) with a mixed-use development consisting of apartments,
ground floor retail space and subterranean parking (Proposed Project). The KMA
analysis consists of the following components:
1. KMA prepared pro forma analyses to compare the land value supported by a
project that meets the base zoning standards imposed on the Site (Base Zoning
Alternative), to the land value generated by the Proposed Project which utilizes
certain increased height and floor area ratio (FAR) incentives provided by the
City of Santa Monica (City).
2. The Developer submitted a fiscal impact analysis to the City related to a scope of
development that had previously been proposed. KMA utilized the Developer’s
fiscal impact assumptions to prepare estimates of the net fiscal impact of the
currently Proposed Project under two income and affordability alternatives.
EXECUTIVE SUMMARY
The following table summarizes the differences between the Proposed Project and the
scope of development allowed by the Base Zoning Alternative:
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To: Steve Mizokami, City of Santa Monica April 23, 2013
Subject: 1320 2 nd Street: Value Enhancement & Fiscal Impact Analysis Page 2
Base
Zoning
Alternative
Proposed
Project
Difference
Residential Units 22 53 31
Retail Square Footage 6,270 6,180 90
Parking Spaces 32 66 34
The analysis prepared by KMA concludes that the Proposed Project generates a
supportable land value that is $2.37 million more than the land value supported by the
Base Zoning Alternative. This represents the value enhancement created by the height
and FAR incentives proposed to be utilized for the Proposed Project.
KMA prepared a fiscal impact analysis based on the Proposed Project, and estimated
the net benefit to the City’s General Fund at approximately $900. KMA prepared an
alternative analysis based on the income and affordability mix recommended by the
Santa Monica Planning Commission (Planning Commission). The alternative analysis
generated a net benefit to the City’s General Fund of approximately $600 per year. 1
BACKGROUND STATEMENT
The scope of development included in the Proposed Project exceeds the development
scope allowed by the base zoning standards imposed on the Site. In order for the
Developer to obtain height and FAR incentives, the Developer is proposing to enter into
a Development Agreement with the City. To assist in evaluating the proposed
Development Agreement, the City requested that KMA analyze the enhanced value
created by the proposed incentives.
VALUE ENHANCEMENT ANALYSIS
It is the fundamental premise of this analysis that providing building height and FAR
incentives will enhance the economic value of the Site. To quantify the amount of this
value enhancement, KMA conducted pro forma analyses for the Base Zoning Alternative
and the Proposed Project. The value enhancement is estimated by comparing the
supportable land value for the Base Zoning Alternative to the supportable land value for
the Proposed Project.
1 The proposed Community Benefits Package includes three low income studio units at 60% of
the Los Angeles County Area Median Income (AMI). The Planning Commission recommended
that the Package include five moderate income studio units at 80% of the (AMI).
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To: Steve Mizokami, City of Santa Monica April 23, 2013
Subject: 1320 2 nd Street: Value Enhancement & Fiscal Impact Analysis Page 3
The KMA financial analyses are described in the following sections of this memorandum.
The KMA pro forma analyses are presented in Appendices A and B, and are organized
as follows:
Table 1:
Table 2:
Table 3:
Estimated Construction Costs
Estimated Stabilized Net Operating Income
Estimated Supportable Land Value
Base Zoning Alternative Analysis
Scope of Development
The scope of development under the Base Zoning Alternative can be described as
follows:
1. The gross building area (GBA) is estimated at 23,400 square feet, and is
comprised of the following:
a. Residential Component – 17,130 square feet; and
b. Retail Component – 6,270 square feet.
3. The development includes 22 residential units, with an average unit size of 588
square feet. The units are allocated as follows:
Live/Work Units 4
Studio Units 9
One-Bedroom Units with View 4
One-Bedroom Units 5
Total Units 22
4. Thirty-two (32) subterranean parking spaces are provided. This equates to a
ratio of 1.45 spaces per residential unit.
5. The Base Zoning Alternative analysis is based on the assumption that the
Developer would pay the City’s affordable housing in-lieu fee instead of providing
income-restricted units on site.
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To: Steve Mizokami, City of Santa Monica April 23, 2013
Subject: 1320 2 nd Street: Value Enhancement & Fiscal Impact Analysis Page 4
Pro Forma Analysis (Appendix A)
The following sections of the analysis summarize the major assumptions applied in the
KMA pro forma analysis of the Base Zoning Alternative:
Estimated Construction Costs (Appendix A - Table 1)
Direct Costs
KMA assumed that the Base Zoning Alternative could be developed using Type V
construction standards. In addition, KMA assumed that the Base Zoning Alternative
would not be subject to prevailing wage requirements. Based on these assumptions,
KMA estimates the direct costs as follows:
1. A $200,000 allowance for off-site improvements is provided.
2. The on-site improvement costs are estimated at $15 per square foot of land area,
or $225,000.
3. The costs for the single level subterranean parking garage are estimated at
$30,000 per space.
4. Based on Type V construction standards, the building costs are estimated as
follows:
a. The residential building costs are estimated at $110 per square foot of
residential GBA; and
b. The retail building costs are estimated at $120 per square foot of retail
GBA.
5. The retail tenant improvement costs are estimated at $30 per square foot of retail
GBA.
6. The contractor fees and general requirements costs are estimated at 14% of
construction costs.
7. An allowance for builder’s risk insurance was provided equal to 2% of
construction costs.
8. A direct cost contingency allowance equal to 5% of other direct costs was
provided.
KMA estimates the total direct costs at $5.13 million, or $219 per square foot of GBA.
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To: Steve Mizokami, City of Santa Monica April 23, 2013
Subject: 1320 2 nd Street: Value Enhancement & Fiscal Impact Analysis Page 5
Indirect Costs
KMA utilized the following assumptions to estimate the indirect costs for the Base Zoning
Alternative:
1. The architecture, engineering and consulting costs are estimated at 8% of direct
costs.
2. City staff estimated the public permits and fees costs at approximately $14.05
per square foot of GBA. 2
3. The City’s affordable housing in-lieu fee is estimated at $13.68 per square foot of
net residential area.
4. The taxes, insurance, legal and accounting costs are estimated at 3% of direct
costs.
5. The marketing and leasing costs are estimated as follows:
a. The residential marketing costs are estimated at 2% of direct costs; and
b. The retail leasing commissions are estimated at $3.00 per square foot of
retail GBA.
6. A development management fee estimated at 4% of direct costs is provided.
7. An indirect cost contingency allowance equal to 5% of other indirect costs is
provided.
KMA estimates the total indirect costs at $1.47 million
Financing Costs
The financing costs for the Base Zoning Alternative are estimated as follows:
1. The construction period and absorption period interest costs are estimated at
$469,000. These costs are based on the following assumptions:
a. The construction period interest costs are based on a 5.5% interest rate,
an 18-month construction period, and a 60% average outstanding loan
balance.
2 City staff provided KMA an estimate of the public permits and fees for the Proposed Project.
KMA extrapolated this estimate to estimate the public permits and fees for the Base Zoning
Alternative.
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To: Steve Mizokami, City of Santa Monica April 23, 2013
Subject: 1320 2 nd Street: Value Enhancement & Fiscal Impact Analysis Page 6
b. The absorption period interest costs are based on a three-month
absorption period with a 100% average outstanding loan balance.
2. The financing fees are set at 2.5 points. This equates to $357,000.
KMA estimates the total financing costs at $826,000.
Total Construction Costs
The following table summarizes the KMA construction cost estimates:
Total Direct Costs $5,126,000
Total Indirect Costs 1,466,000
Total Financing Costs 826,000
Total Construction Costs $7,418,000
Per SF GBA $317
Estimated Stabilized Net Operating Income (Appendix A - Table 2)
Residential Net Operating Income
1. The market rents are estimated as follows:
a. $2,400 per unit for the live/work units;
b. $2,075 per unit for the studio units;
c. $2,850 per unit for the one-bedroom units with a view; and
d. $2,650 per unit for the one-bedroom units.
2. A $10 per unit per month allowance is provided for miscellaneous income.
3. A 5% vacancy and collection allowance is provided.
4. KMA estimates the residential operating expenses as follows:
a. The general operating expenses are estimated at $5,000 per unit per
year.
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To: Steve Mizokami, City of Santa Monica April 23, 2013
Subject: 1320 2 nd Street: Value Enhancement & Fiscal Impact Analysis Page 7
b. The management fee cost is estimated at 5% of the effective gross
residential income.
c. The annual property tax payments are estimated at $3,940 per unit. 3
d. A capital reserve equal to $150 per unit per year is provided.
Based on the preceding assumptions, KMA estimates the effective gross income for the
residential component at $605,700, and the operating expenses at $230,300. The
resulting residential net operating income is $375,400.
Retail Net Operating Income
1. Revenues:
a. The retail rent is set at $4.00 per square foot of retail GBA per month.
b. The common area maintenance (CAM) reimbursements are estimated at
$10 per square foot per year.
2. A 5% vacancy and collection allowance is provided.
3. KMA estimates the retail operating expenses as follows:
a. The CAM expenses are estimated at $10 per square foot per year.
b. The management fee is set at 3% of effective gross retail income.
KMA estimates the effective gross income for the retail component at $345,500, and the
operating expenses at $73,100. Based on these assumptions, the retail net operating
income is set at $272,400.
Total Net Operating Income
KMA estimates the net operating income for the residential component at $375,400, and
for the retail component at $272,400. The resulting net operating income for the Base
Zoning Alternative at $647,800.
3 This estimate is based on a 5.5% capitalization rate and a 1.27% property tax rate.
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To: Steve Mizokami, City of Santa Monica April 23, 2013
Subject: 1320 2 nd Street: Value Enhancement & Fiscal Impact Analysis Page 8
Estimated Supportable Land Value (Appendix A - Table 3)
The supportable land value is equal to the difference between the estimated value of the
Base Zoning Alternative, and the $7.42 million in estimated construction costs. The
value supported by the Base Zoning Alternative is estimated by capitalizing the project’s
net operating income at a capitalization rate that reflects current market conditions.
To estimate the value supported by the Base Zoning Alternative, KMA capitalized the
project’s net operating income at a 6.13% rate; this rate is derived from a weighted
average of 5.5% for the residential component and 7% for the retail component. The
valuation analysis prepared by KMA is summarized in the following table:
Estimated Net Operating Income $647,800
Capitalization Rate 6.13%
Project Value $10,566,000
The resulting supportable land value derived for the Base Zoning Alternative under the
KMA analysis can be summarized as follows:
Project Value $10,566,000
(Less) Total Construction Costs (7,418,000)
Supportable Land Value $3,148,000
Proposed Project Analysis
Scope of Development
The following summarizes the scope of development for the Proposed Project:
1. The project includes 46,510 square feet of GBA. The space is allocated as
follows:
a. Residential Component – 40,330 square feet; and
b. Retail Component – 6,180 square feet.
2. The project includes 53 residential units at an average size of 618 square feet.
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3. The residential units are allocated to the following product types:
Live/Work Units 4
Studio Units 24
One-Bedroom Units 19
Two-Bedroom Units 6
Total Units 53
4. Sixty-six (66) parking spaces are provided in a two-level subterranean parking
garage. This equates to a ratio of 1.25 spaces per residential unit.
Pro Forma Analysis (Appendix B)
The following sections of this analysis describe the assumptions used in the KMA pro
forma analysis of the Proposed Project.
Estimated Construction Costs (Appendix B - Table 1)
Direct Costs
The Developer assumes that the Proposed Project would utilize Type III construction
standards. In addition, KMA assumes that the Proposed Project would not be subject to
prevailing wage requirements. KMA estimates the direct costs as follows:
1. A $200,000 allowance for off-site improvements is provided.
2. The on-site improvement costs are estimated at $15 per square foot of land area,
or $225,000.
3. The subterranean parking costs are estimated as follows:
a. $30,000 per space for the 1 st level of subterranean parking; and
b. $35,000 per space for the 2 nd level of subterranean parking.
4. Based on Type III construction standards, the building costs are estimated as
follows:
a. The residential building costs are estimated at $155 per square foot of
residential GBA; and
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Subject: 1320 2 nd Street: Value Enhancement & Fiscal Impact Analysis Page 10
b. The retail building costs are estimated at $120 per square foot of retail
GBA.
5. The retail tenant improvement costs are estimated at $30 per square foot of retail
GBA.
6. The contractor fees and general requirements costs are estimated at 14% of
construction costs.
7. An allowance for builder’s risk insurance was provided equal to 2% of
construction costs.
8. A direct cost contingency allowance equal to 5% of other direct costs was
provided.
KMA estimates the total direct costs at $11.88 million, or $255 per square foot of GBA.
Indirect Costs
KMA utilized the following assumptions to estimate the Proposed Project indirect costs:
1. The architecture, engineering and consulting costs are estimated at 6% of direct
costs.
2. City staff estimated the public permits and fees costs at approximately $14.05
per square foot of GBA.
3. The taxes, insurance, legal and accounting costs are estimated at 2% of direct
costs.
4. The marketing and leasing costs are estimated as follows:
a. The residential marketing costs are estimated at 2% of direct costs; and
b. The retail leasing commissions are estimated at $3.00 per square foot of
retail GBA.
5. A development management fee estimated at 4% of direct costs is provided.
6. An indirect cost contingency allowance equal to 5% of other indirect costs is
provided.
KMA estimates the total indirect costs at $2.45 million.
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Subject: 1320 2 nd Street: Value Enhancement & Fiscal Impact Analysis Page 11
Financing Costs
The financing costs are estimated as follows:
1. The construction period and absorption period interest costs are estimated at
$1.02 million. These costs are based on the following assumptions:
a. The construction period interest costs are based on a 5.5% interest rate,
an 18-month construction period, and a 60% average outstanding
balance.
b. The absorption period interest costs are based on a three-month
absorption period with a 100% average outstanding balance.
2. The financing fees are set at 2.5 points. This equates to $754,000.
KMA estimates the total financing costs at $1.77 million.
Total Construction Costs
KMA estimates the total construction costs as follows:
Total Direct Costs $11,878,000
Total Indirect Costs 2,454,000
Total Financing Costs 1,773,000
Total Construction Costs $16,105,000
Per SF GBA $346
Estimated Stabilized Net Operating Income (Appendix B - Table 2)
Residential Net Operating Income
1. Rent Income
a. The market rents are estimated as follows:
i. $2,400 per unit for the live/work units;
ii.
iii.
$2,100 per unit for the studio units;
$3,000 per unit for the one-bedroom units; and
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Subject: 1320 2 nd Street: Value Enhancement & Fiscal Impact Analysis Page 12
iv.
$4,000 per unit for the two-bedroom units.
b. To fulfill the City’s inclusionary housing requirements, the Proposed
Project includes five very-low income one-bedroom units. In 2012, the
rent for these units is set by the City at $854. 4
2. An allowance of $10 per unit per month is provided for miscellaneous income.
3. A 5% vacancy and collection allowance is provided.
4. KMA estimates the residential operating expenses as follows:
a. The general operating expenses are estimated at $3,600 per unit per
year.
b. A management fee estimated at 5% of effective gross residential income
is provided.
c. The annual property tax payments are estimated at $4,310 per unit. 5
d. A capital reserve equal to $150 per unit is provided.
KMA estimates the effective gross income for the residential component at $1.49 million,
and the operating expenses at $501,800. The resulting residential net operating income
is estimated at $989,800.
Retail Net Operating Income
1. Revenues:
a. The retail rent is estimated at $4.00 per square foot of retail GBA per
month.
b. The CAM reimbursements are set at $10 per square foot per year.
2. A 5% vacancy and collection allowance is provided.
3. KMA estimates the retail operating expenses as follows:
a. The CAM expenses are estimated at $10 per square foot per year.
4 Additional affordable units will be provided as part of the Community Benefits Package. The
effective cost of those units is included in the calculation of the Community Benefits to be
received by the City.
5 Based on a 5.5% capitalization rate and a 1.27% property tax rate.
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Subject: 1320 2 nd Street: Value Enhancement & Fiscal Impact Analysis Page 13
b. The management fee is set at 3% of the effective gross retail income.
KMA estimates the effective gross income for the retail component at $340,500, and the
operating expenses at $72,000. The retail net operating income is estimated at
$268,500.
Total Net Operating Income
KMA estimates the net operating income for the residential component at $989,800, and
for the retail component at $268,500. The resulting net operating income for the
Proposed Project is estimated at $1.26 million.
Estimated Supportable Land Value (Appendix B - Table 3)
The valuation analysis prepared by KMA for the Proposed Project is summarized in the
following table. As discussed previously in this analysis, the capitalization rate is derived
from a weighted average of 5.5% for the residential component and 7% for the retail
component.
Estimated Net Operating Income $1,258,300
Capitalization Rate 5.82%
Project Value $21,620,000
The supportable land value derived under the KMA analysis is presented in the following
table:
Project Value $21,620,000
(Less) Total Construction Costs (16,105,000)
Supportable Land Value $5,515,000
Value Enhancement Calculation
The value enhancement is equal to the difference between the land values supported by
the Base Zoning Alternative and the Proposed Project. The following table presents the
KMA estimate of the value enhancement:
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To: Steve Mizokami, City of Santa Monica April 23, 2013
Subject: 1320 2 nd Street: Value Enhancement & Fiscal Impact Analysis Page 14
Supportable Land Value
Proposed Project $5,515,000
Base Zoning Alternative $3,148,000
Total Value Enhancement $2,367,000
FISCAL IMPACT ANALYSIS (APPENDICES C AND D)
As part of the original proposal to the City, the Developer submitted a fiscal impact
analysis of the project. The assumptions applied in the Developer’s analysis were vetted
by KMA, and overall were deemed to fall within the reasonable range.
During the Development Agreement negotiations between the City and the Developer,
the scope of development has been modified to eliminate three of the residential units,
and to reduce the GBA of ground floor retail space by approximately 91 square feet. In
addition, the following affordable housing unit contributions are being considered for
inclusion in the Community Benefits Package:
Proposed Project
Planning
Commission
Recommendation
Number of Studio Units 3 5
Income Restriction
Low Income @
60% AMI
Moderate Income
@ 80% AMI
The following KMA fiscal impact analysis is based on the assumptions applied in the
Developer’s fiscal impact analysis of the original scope of development. Using these
assumptions, KMA prepared analyses for both affordable housing alternatives being
considered.
Fiscal Impact Analysis Assumptions
The major assumptions used in this fiscal impact analysis are outlined in the following
table:
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To: Steve Mizokami, City of Santa Monica April 23, 2013
Subject: 1320 2 nd Street: Value Enhancement & Fiscal Impact Analysis Page 15
Proposed
Project
Planning
Commission
Recommendation
Unit Mix
Market Rate Units 45 43
Moderate Income Units 0 5
Low Income Units 3 0
Very-Low Income Units 5 5
Total Units 53 53
Equivalent Dwelling Units 58 58
Total Population 75 75
Total Project Value 6 $20,909,000 $20,719,000
Retail Sales / Square Foot GBA $300 $300
Estimated Average Resident Income
Market Rate Units $80,000 $80,000
Income - Restricted Units $34,400 $40,500
Resident Expenditures as % of Income
Market Rate Units 16% 16%
Income – Restricted Units 23% 23%
City Expenses / Unit $1,785 $1,785
6 The project value directly impacts the property tax revenue and the motor vehicle license fee
revenue.
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To: Steve Mizokami, City of Santa Monica April 23, 2013
Subject: 1320 2 nd Street: Value Enhancement & Fiscal Impact Analysis Page 16
Fiscal Impact Analysis Findings
The General Fund revenue and expense analyses for the two alternatives are presented
in Appendices C and D. The results are summarized in the following table:
Proposed
Project
Planning
Commission
Recommendation
Estimated General Fund Revenues $95,500 $95,200
Estimated General Fund Expense $94,600 $94,600
Net Annual General Fund Benefit $900 $600
Based on the results of the fiscal impact analysis, KMA estimates that both alternatives
being tested exhibit a net annual fiscal benefit to the City’s General Fund. However,
given that the alternatives are projected to generate only a slightly positive fiscal impact,
any change in the assumptions could shift the balance.
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APPENDIX A
BASE ZONING ALTERNATIVE
PRO FORMA ANALYSIS
Prepared by: Keyser Marston Associates, Inc.
Filename: 1320 2nd Street_4 23 13; PF - Base; trb

APPENDIX A - TABLE 1
ESTIMATED CONSTRUCTION COSTS
BASE ZONING ALTERNATIVE: TYPE V CONSTRUCTION
22 MARKET RATE APARTMENT UNITS & 6,270 SF OF RETAIL SPACE
1320 SECOND STREET
SANTA MONICA, CALIFORNIA
I. Direct Costs 1
Off-Site Improvement Costs $200,000
On-Site Improvement Costs 15,000 Sf Land $15 /Sf Land 225,000
Parking Costs
1st-Level Subterranean 32 Spaces $30,000 /Space 960,000
2nd-Level Subterranean 0 Spaces $35,000 /Space 0
Building Costs
Residential 17,130 Sf GBA $110 /Sf GBA 1,884,000
Retail 6,270 Sf GBA $120 /Sf GBA 752,000
Tenant Improvements - Retail 6,270 Sf GBA $30 /Sf Retail GBA 188,000
Contractor Fees/General Requirements 14.0% Construction Costs 589,000
Builder's Risk Insurance 2.0% Construction Costs 84,000
Contingency Allowance 5.0% Other Direct Costs 244,000
Total Direct Costs 23,400 Sf GBA $219 /Sf GBA $5,126,000
II.
Indirect Costs
Arch, Eng, Consulting & Construction Mgmt 8.0% Direct Costs $410,000
Permits & Fees/Impact Fees 2 23,400 Sf GBA $14 /Sf GBA 329,000
Affordable Housing In-Lieu Fee 12,900 SF Net Residential $14 /Sf Net Residential 176,000
Taxes, Insurance, Legal & Accounting 3.0% Direct Costs 154,000
Marketing and Leasing Costs
Marketing - Residential 2.0% Direct Costs 103,000
Leasing Commissions - Commercial 6,270 Sf GBA $3.00 /Sf GBA 19,000
Development Management 4.0% Direct Costs 205,000
Contingency Allowance 5.0% Other Indirect Costs 70,000
Total Indirect Costs $1,466,000
III.
Financing Costs
Interest During Construction 3 $7,418,000 Financed 5.50% Interest $469,000
Loan Fees
Construction Loan Fees $7,418,000 Financed 2.50 Points 185,000
Permanent Loan Fees 4 $6,868,000 Financed 2.50 Points 172,000
Total Financing Costs $826,000
IV. Total Construction Costs 23,400 Sf GBA $317 /Sf GBA $7,418,000
1
Direct costs assume prevailing wage requirements will not be imposed on the Project. KMA assumes Type V construction standards for the Base
Zoning Alternative.
2 Based on the estimate of the fee cost per square foot of GBA provided by City staff for the Proposed Project.
3
Assumes an 18-month construction period with a 60% average outstanding balance, and a 3-month lease-up period with a 100% average
outstanding balance.
4 Assumes a 6.13% capitalization rate and a 65% loan-to-value ratio.
Prepared by: Keyser Marston Associates, Inc.
Filename: 1320 2nd Street_4 23 13; PF - Base; trb

APPENDIX A - TABLE 2
ESTIMATED STABILIZED NET OPERATING INCOME
BASE ZONING ALTERNATIVE: TYPE V CONSTRUCTION
22 MARKET RATE APARTMENT UNITS & 6,270 SF OF RETAIL SPACE
1320 SECOND STREET
SANTA MONICA, CALIFORNIA
I. Residential Rental Income 1
Market-Rate Units
Live/Work Units 4 Units $2,400 /Unit/Month $115,200
Studio Units 9 Units $2,075 /Unit/Month 224,100
One-Bedroom Units w/ View 4 Units $2,850 /Unit/Month 136,800
One-Bedroom Units 5 Units $2,650 /Unit/Month 159,000
Two-Bedroom Units 0 Units $0 /Unit/Month 0
Affordable Units 2
Very-Low Income Studio 0 Units $747 /Unit/Month 0
Very-Low Income One-Bedroom 0 Units $854 /Unit/Month 0
Gross Rental Income $635,100
Laundry/Miscellaneous Income 22 Units $10 /Unit/Month 2,600
Gross Income $637,700
(Less) Vacancy & Collection Allowance 5.0% Gross Income (32,000)
Effective Gross Income $605,700
II.
Residential Operating Expenses
General Operating Expenses 22 Units $5,000 /Unit $110,000
Management Fee 5% Effective Gross Income 30,300
Property Taxes 22 Units $3,940 /Unit 86,700
Capital Reserve 22 Units $150 /Unit 3,300
Total Residential Operating Expenses 22 Units $10,470 $230,300
III. Residential Net Operating Income $375,400
IV. Retail Income
Retail 1 6,270 Sf GBA $48.00 /Sf/Year $301,000
CAM Reimbursements 6,270 Sf GBA $10.00 /Sf/Year 62,700
Gross Income $363,700
(Less): Vacancy and Collection 5.0% Gross Income (18,200)
Effective Gross Income $345,500
V. Retail Operating Expenses
CAM Expenses 6,270 Sf GBA $10.00 /Sf/Year $62,700
Management Fee 3% Effective Gross Income 10,400
Total Operating Expenses 6,270 Sf GBA $11.70 /Sf/Year $73,100
VI. Retail Net Operating Income $272,400
VII. Total Net Operating Income $647,800
1
2
Based on Developer estimates.
Assumes the Developer will pay an in-lieu fee instead of providing affordable units on site.
Prepared by: Keyser Marston Associates, Inc.
Filename: 1320 2nd Street_4 23 13; PF - Base; trb

APPENDIX A - TABLE 3
ESTIMATED SUPPORTABLE LAND VALUE
BASE ZONING ALTERNATIVE: TYPE V CONSTRUCTION
22 MARKET RATE APARTMENT UNITS & 6,270 SF OF RETAIL SPACE
1320 SECOND STREET
SANTA MONICA, CALIFORNIA
I. Estimated Project Value
Net Operating Income $647,800
Capitalization Rate 1 6.13%
Total Project Value $10,566,000
II.
Supportable Land Value
Total Project Value $10,566,000
(Less) Total Construction Costs (7,418,000)
III. Supportable Land Value $3,148,000
1 Based on a weighted average of 5.50% for the residential component and 7.00% for the retail component.
Prepared by: Keyser Marston Associates, Inc.
Filename: 1320 2nd Street_4 23 13; PF - Base; trb

APPENDIX B
PROPOSED PROJECT
PRO FORMA ANALYSIS
Prepared by: Keyser Marston Associates, Inc.
Filename: 1320 2nd Street_4 23 13; PF - Proposed; trb

APPENDIX B - TABLE 1
ESTIMATED CONSTRUCTION COSTS
PROPOSED PROJECT: TYPE III CONSTRUCTION
48 MARKET RATE APARTMENT UNITS, 5 AFFORDABLE APARTMENT UNITS & 6,179 SF OF RETAIL SPACE
1320 SECOND STREET
SANTA MONICA, CALIFORNIA
I. Direct Costs 1
Off-Site Improvement Costs $200,000
On-Site Improvement Costs 15,000 Sf Land $15 /Sf Land 225,000
Parking Costs
1st-Level Subterranean 32 Spaces $30,000 /Space 960,000
2nd-Level Subterranean 34 Spaces $35,000 /Space 1,190,000
Building Costs
Residential 40,329 Sf GBA $155 /Sf GBA 6,251,000
Retail 6,179 Sf GBA $120 /Sf GBA 741,000
Tenant Improvements - Retail 6,179 Sf GBA $30 /Sf Retail GBA 185,000
Contractor Fees/General Requirements 14.0% Construction Costs 1,365,000
Builder's Risk Insurance 2.0% Construction Costs 195,000
Contingency Allowance 5.0% Other Direct Costs 566,000
Total Direct Costs 46,508 Sf GBA $255 /Sf GBA $11,878,000
II.
Indirect Costs
Arch, Eng, Consulting & Construction Mgmt 6.0% Direct Costs $713,000
Permits & Fees/Impact Fees 2 46,508 Sf GBA $14 /Sf GBA 654,000
Taxes, Insurance, Legal & Accounting 2.0% Direct Costs 238,000
Marketing and Leasing Costs
Marketing - Residential 2.0% Direct Costs 238,000
Leasing Commissions - Commercial 6,179 Sf GBA $3.00 /Sf GBA 19,000
Development Management 4.0% Direct Costs 475,000
Contingency Allowance 5.0% Other Indirect Costs 117,000
Total Indirect Costs $2,454,000
III.
Financing Costs
Interest During Construction 3 $16,105,000 Financed 5.50% Interest $1,019,000
Loan Fees
Construction Loan Fees $16,105,000 Financed 2.50 Points 403,000
Permanent Loan Fees 4 $14,053,000 Financed 2.50 Points 351,000
Total Financing Costs $1,773,000
IV. Total Construction Costs 46,508 Sf GBA $346 /Sf GBA $16,105,000
1
Direct costs assume prevailing wage requirements will not be imposed on the Project. KMA assumes Type III construction standards for the
Proposed Project. The gross building area (GBA) estimates were provided by City staff.
2 Based on estimate provided by City staff.
3
Assumes an 18-month construction period with a 60% average outstanding balance, and a 3-month lease-up period with a 100% average
outstanding balance.
4 Assumes a 5.82% capitalization rate and a 65% loan-to-value ratio.
Prepared by: Keyser Marston Associates, Inc.
Filename: 1320 2nd Street_4 23 13; PF - Proposed; trb

APPENDIX B - TABLE 2
ESTIMATED STABILIZED NET OPERATING INCOME
PROPOSED PROJECT: TYPE III CONSTRUCTION
48 MARKET RATE APARTMENT UNITS, 5 AFFORDABLE APARTMENT UNITS & 6,179 SF OF RETAIL SPACE
1320 SECOND STREET
SANTA MONICA, CALIFORNIA
I. Residential Rental Income 1
Market-Rate Units
Live/Work Units 4 Units $2,400 /Unit/Month $115,200
Studio Units 24 Units $2,100 /Unit/Month 604,800
One-Bedroom Units 14 Units $3,000 /Unit/Month 504,000
Two-Bedroom Units 6 Units $4,000 /Unit/Month 288,000
Affordable Units 2
Very-Low Income One-Bedroom Units 5 Units $854 /Unit/Month 51,200
Gross Rental Income $1,563,200
Laundry/Miscellaneous Income 53 Units $10 /Unit/Month 6,400
Gross Income $1,569,600
(Less) Vacancy & Collection Allowance 5.0% Gross Income (78,000)
Effective Gross Income $1,491,600
II.
Residential Operating Expenses
General Operating Expenses 53 Units $3,600 /Unit $190,800
Management Fee 5% Effective Gross Income 74,600
Property Taxes 53 Units $4,310 /Unit 228,400
Capital Reserve 53 Units $150 /Unit 8,000
Total Residential Operating Expenses 53 Units $9,470 $501,800
III. Residential Net Operating Income $989,800
IV. Retail Income
Retail 1 6,179 Sf GBA $48.00 /Sf/Year $296,600
CAM Reimbursements 6,179 Sf GBA $10.00 /Sf/Year 61,800
Gross Income $358,400
(Less): Vacancy and Collection 5.0% Gross Income (17,900)
Effective Gross Income $340,500
V. Retail Operating Expenses
CAM Expenses 6,179 Sf GBA $10.00 /Sf/Year $61,800
Management Fee 3% Effective Gross Income 10,200
Total Operating Expenses 6,179 Sf GBA $11.70 /Sf/Year $72,000
VI. Retail Net Operating Income $268,500
VII. Total Net Operating Income $1,258,300
1
2
Based on Developer estimates. Three of the studio units will be restricted to low income households per the Community Benefits Agreement with
the City.
Based on the affordable rents published by the City. The low income rents are set at 60% Median and the very-low income rents are set at 50%
Median.
Prepared by: Keyser Marston Associates, Inc.
Filename: 1320 2nd Street_4 23 13; PF - Proposed; trb

APPENDIX B - TABLE 3
ESTIMATED SUPPORTABLE LAND VALUE
PROPOSED PROJECT: TYPE III CONSTRUCTION
48 MARKET RATE APARTMENT UNITS, 5 AFFORDABLE APARTMENT UNITS & 6,179 SF OF RETAIL SPACE
1320 SECOND STREET
SANTA MONICA, CALIFORNIA
I. Estimated Project Value
Net Operating Income SEE APPENDIX B - TABLE 2 $1,258,300
Capitalization Rate 1 5.82%
Total Project Value $21,620,000
II.
Supportable Land Value
Total Project Value $21,620,000
(Less) Construction Costs (16,105,000)
III. Supportable Land Value $5,515,000
1 Based on a weighted average of 5.50% for the residential component and 7.00% for the retail component.
Prepared by: Keyser Marston Associates, Inc.
Filename: 1320 2nd Street_4 23 13; PF - Proposed; trb

APPENDIX C
PROPOSED PROJECT
FISCAL IMPACT ANALYSIS
Prepared by: Keyser Marston Associates, Inc.
Filename: 1320 2nd Street_4 23 13; FIA Dev Aff; trb

APPENDIX C - TABLE 1
EQUIVALENT DWELLING UNIT AND POPULATION ESTIMATES
PROPOSED PROJECT
1320 SECOND STREET
SANTA MONICA, CALIFORNIA
I. Equivalent Dwelling Units
Occupied Housing Units 1 50
Retail Square Feet 5,870
Estimated Retail Square Feet Per Employee 500
Estimated Number of Employees 12
Estimated Persons Per Dwelling Unit 1.50
Estimated Housing Units Occupied by Retail Workers 8
Estimated Total Equivalent Dwelling Units 58
II.
Population
Occupied Housing Units 50
Persons Per Unit 1.50
Estimated Total Population 75
1
Based on 53 total housing units and a 5% vacancy rate.
Prepared by: Keyser Marston Associates, Inc.
Filename: 1320 2nd Street_4 23 13; FIA Dev Aff; trb

APPENDIX C - TABLE 2
ANNUAL GENERAL FUND REVENUES
PROPOSED PROJECT
1320 SECOND STREET
SANTA MONICA, CALIFORNIA
I. Property Tax Revenue
Assessed Value $20,909,000
Property Tax Rate 1.00%
Total Property Tax Revenue $209,090
City Share of Property Tax Revenue 14.00%
City Property Tax Revenue $29,273
II.
Motor Vehicle License In-Lieu Fee Revenue
FY 2012-2013 MVLF Revenue $7,565,006
Percent of Assessed Value 0.081%
Motor Vehicle License In-Lieu Fee Revenue $6,139
III.
Sales Tax Revenue
A. Aggregate Resident Sales Tax Revenue
Taxable Sales $11,295 /Unit
Number of Occupied Housing Units 50
Taxable Sales $564,775
Sales Tax Rate (Includes Measure Y Increase) 1.25%
Aggregate Resident Sales Tax Revenue $7,060
B. Commercial Sales Tax Revenue
Taxable Sales $1,761,015
Sales Tax Rate (Includes Measure Y Increase) 1.25%
Commercial Sales Tax Revenue $22,013
Total Sales Tax Revenue $29,072
IV. Business License Revenue
A. Residential Business License Tax Revenue
Residential Gross Income $1,450,300
Residential Rate $1.25 Per $1,000 of gross receipts
Residential Business License Tax Revenue $1,813
B. Commercial Business License Tax Revenue
Commercial Gross Receipts $2,201,269
Professional Services Rate $1.25 Per $1,000 of gross receipts
Commercial Business License Tax Revenue $2,752
Total Business License Revenue $4,564
V. Utility Tax Revenue
Residential Utilities $200 /Month $120,000
Commercial Utilities $2.00 /SF 11,740
Total Utilities $131,740
Utility User Tax Rate 10%
Utility Tax Revenue $13,174
VI. Miscellaneous Revenues
Vehicle License Fees $2.79 Per Capita $209
Other Fees $226 /EDU 13,081
Total Miscellaneous Revenues $13,291
VII. Total Annual Revenues $95,513
Prepared by: Keyser Marston Associates, Inc.
Filename: 1320 2nd Street_4 23 13; FIA Dev Aff; trb

APPENDIX C - TABLE 3
ANNUAL GENERAL FUND EXPENDITURES & NET FISCAL IMPACT
PROPOSED PROJECT
1320 SECOND STREET
SANTA MONICA, CALIFORNIA
I. Annual Expenditures
Administration $88 /EDU $5,104
Information Services $24 /EDU 1,392
Finance $74 /EDU 4,292
Public Works 1 $269 /EDU NA
Planning & Community Development 1 $164 /EDU NA
Housing & Economic Development 1 $71 /EDU NA
Community & Cultural Services $202 Per Capita 15,150
Library $32 Per Capita 2,400
Police $733 /EDU 42,514
Fire $317 /EDU 18,386
Non-Departmental $93 /EDU 5,394
Total Annual Expenditures $94,632
II.
Net Fiscal Impact Calculation
Total Annual Revenues $95,513
Less Total Annual Expenditures ($94,632)
Net Fiscal Impact $881
1
Per the Developer's fiscal impact analysis, it is assumed that the small size of the Proposed Project will have no impact on these
departments.
Prepared by: Keyser Marston Associates, Inc.
Filename: 1320 2nd Street_4 23 13; FIA Dev Aff; trb

APPENDIX D
PLANNING COMMISSION RECOMMENDATION
FISCAL IMPACT ANALYSIS
Prepared by: Keyser Marston Associates, Inc.
Filename: 1320 2nd Street_4 23 13; FIA PC; trb

APPENDIX D - TABLE 1
EQUIVALENT DWELLING UNIT AND POPULATION ESTIMATES
PLANNING COMMISSION RECOMMENDATION
1320 SECOND STREET
SANTA MONICA, CALIFORNIA
I. Equivalent Dwelling Units
Occupied Housing Units 1 50
Retail Square Feet 5,870
Estimated Retail Square Feet Per Employee 500
Estimated Number of Employees 12
Estimated Persons Per Dwelling Unit 1.50
Estimated Housing Units Occupied by Retail Workers 8
Estimated Total Equivalent Dwelling Units 58
II.
Population
Occupied Housing Units 50
Persons Per Unit 1.50
Estimated Total Population 75
1
Based on 53 total housing units and a 5% vacancy rate.
Prepared by: Keyser Marston Associates, Inc.
Filename: 1320 2nd Street_4 23 13; FIA PC; trb

APPENDIX D - TABLE 2
ANNUAL GENERAL FUND REVENUES
PLANNING COMMISSION RECOMMENDATION
1320 SECOND STREET
SANTA MONICA, CALIFORNIA
I. Property Tax Revenue
Assessed Value $20,719,000
Property Tax Rate 1.00%
Total Property Tax Revenue $207,190
City Share of Property Tax Revenue 14.00%
City Property Tax Revenue $29,007
II.
Motor Vehicle License In-Lieu Fee Revenue
FY 2012-2013 MVLF Revenue $7,565,006
Percent of Assessed Value 0.080%
Motor Vehicle License In-Lieu Fee Revenue $6,083
III.
Sales Tax Revenue
A. Aggregate Resident Sales Tax Revenue
Taxable Sales $11,378 /Unit
Number of Occupied Housing Units 50
Taxable Sales $568,877
Sales Tax Rate (Includes Measure Y Increase) 1.25%
Aggregate Resident Sales Tax Revenue $7,111
B. Commercial Sales Tax Revenue
Taxable Sales $1,761,015
Sales Tax Rate (Includes Measure Y Increase) 1.25%
Commercial Sales Tax Revenue $22,013
Total Sales Tax Revenue $29,124
IV. Business License Revenue
A. Residential Business License Tax Revenue
Residential Gross Income $1,439,300
Residential Rate $1.25 Per $1,000 of gross receipts
Residential Business License Tax Revenue $1,799
B. Commercial Business License Tax Revenue
Commercial Gross Receipts $2,201,269
Professional Services Rate $1.25 Per $1,000 of gross receipts
Commercial Business License Tax Revenue $2,752
Total Business License Revenue $4,551
V. Utility Tax Revenue
Residential Utilities $200 /Month $120,000
Commercial Utilities $2.00 /SF 11,740
Total Utilities $131,740
Utility User Tax Rate 10%
Utility Tax Revenue $13,174
VI. Miscellaneous Revenues
Vehicle License Fees $2.79 Per Capita $209
Other Fees $226 /EDU 13,081
Total Miscellaneous Revenues $13,291
VII. Total Annual Revenues $95,229
Prepared by: Keyser Marston Associates, Inc.
Filename: 1320 2nd Street_4 23 13; FIA PC; trb

APPENDIX D - TABLE 3
ANNUAL GENERAL FUND EXPENDITURES & NET FISCAL IMPACT
PLANNING COMMISSION RECOMMENDATION
1320 SECOND STREET
SANTA MONICA, CALIFORNIA
I. Annual Expenditures
Administration $88 /EDU $5,104
Information Services $24 /EDU 1,392
Finance $74 /EDU 4,292
Public Works 1 $269 /EDU NA
Planning & Community Development 1 $164 /EDU NA
Housing & Economic Development 1 $71 /EDU NA
Community & Cultural Services $202 Per Capita 15,150
Library $32 Per Capita 2,400
Police $733 /EDU 42,514
Fire $317 /EDU 18,386
Non-Departmental $93 /EDU 5,394
Total Annual Expenditures $94,632
II.
Net Fiscal Impact Calculation
Total Annual Revenues $95,229
Less Total Annual Expenditures ($94,632)
Net Fiscal Impact $597
1
Per the Developer's fiscal impact analysis, it is assumed that the small size of the Proposed Project will have no impact on these
departments.
Prepared by: Keyser Marston Associates, Inc.
Filename: 1320 2nd Street_4 23 13; FIA PC; trb

ATTACHMENT F
HISTORIC ASSESSMENT
MEMORANDUM
37

Memorandum
P.O. Box 542
Long Beach, CA
562.500.9451
HISTORICS@AOL.COM
To: Scott Albright, City of Santa Monica Date: 03/11/2013
From:
Jan Ostashay, Principal OAC
Re:
HISTORICAL ASSESSMENT REVIEW: 1318-1322 2 nd Street, Santa Monica, CA
Overview
At the request of the City of Santa Monica Planning & Community Development Department, City
Planning Division, Ostashay & Associates Consulting (OAC) has conducted a survey review to assess
if the subject property referenced above is considered a historical resource pursuant to the California
Environmental Quality Act (CEQA). Therefore, OAC has assessed whether the property is individually
eligible for local landmark designation and if it continues to merit recognition as a contributor to a
potential locally eligible City of Santa Monica historic district (the Central Business District in downtown
Santa Monica). OAC has performed a site visit and has also reviewed relevant archival materials,
including Sanborn Fire Insurance maps, tax assessor records, previous survey documents, and
building permits. The following information is for your use. If you have any questions, please do not
hesitate to contact me.
Background Information
The subject property is situated along the west side of 2 nd Street between Arizona Avenue and Santa
Monica Boulevard on lot D of Block 148 of the Town of Santa Monica tract in the City of Santa Monica.
The rectangular shape lot size is approximately 50 feet by 150 feet. The property consists of a twostory
commercial building with 11,672 square feet of space. It is a moderate example of a post-World
War II era vernacular commercial building that incorporates simplistic Modern stylistic elements to its
design, materials, and overall composition.
Modern design, while based upon the tenets of the International Style, is generally less formal in its
expression of Modernist tenets with results that vary widely in terms of materials, form, and spatial
arrangements. Typically, the deft hand of a master architect is clearly evident in properties where the
term “Modern” is used. In contrast, if the result incorporates Modern stylistic elements yet the
composition is comparatively ordinary the term “vernacular” Modern is generally used. According to the
findings of the most recent city-wide survey update most examples of the style found in Santa Monica
are considered vernacular Modern. Of those, the subject property is a modest example with typical
features of the idiom.
Erected in 1948 and designed by architect L.L. Harris, this concrete block property has a “U” shape
courtyard plan consisting of two linear rows of units organized around the east/west oriented open
space. Originally designed as a one-story building, a second story was added in 1956. The street
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HISTORICAL ASSESSMENT REVIEW: 1318-1322 2 nd Street
(east) facade (primary elevation) is divided at the floor plate by a pronounced stringcourse. A simple
articulated boxed cornice terminates the flat roofed building. The central entrance to the courtyard is
flanked by two wall planes with canted corners that provide access to the first floor commercial units. A
third unit along this elevation is accessible from the far south end of the street façade. Flagstone
veneer covers the baseboard of the entrance façade at the sidewalk. The upper level of the east
elevation is punctuated by four horizontally oriented metal framed tripartite windows of similar size.
Sheathed in stucco the north, south, and east elevations are devoid of fenestration. Over the years,
little if any significant exterior modifications have occurred to the building.
The property located at 1318-1322 2 nd Street (APN 4291-014-005) was initially identified and evaluated
in 1998 as part of the historic resources inventory update efforts of the Central Business District and the
Third Street Promenade (final report dated 1998 by Tearnen, Bricker, and Field). At that time, the
property was found to be a contributor to the Central Business District historic district and was
documented on a State DPR523A inventory form. The DPR523 form prepared for this survey did not
indicate that the property was individually significant. The subject property was later re-evaluated for
historical significance as part of the city-wide historic resources inventory update survey performed in
2007 (final report dated 2010 by ICF International). In concluding that assessment, the property
continued to appear eligible for local listing as a contributor to the previously identified “Central
Business District” and as such a new DPR523 inventory form was prepared. The new DPR523 form
prepared for that survey assessment did not indicate that the property was individually significant.
Upon recordation on the inventory form, the property was assigned a California Historical Resource
Status Code of 5D3 (5D3: appears to be a contributor to a district that appears eligible for local listing or
designation through survey evaluation).
In reviewing the previous survey findings for this property it can be concluded that the building was
found to lack sufficient historical and architectural significance to merit individual eligibility on the
National Register of Historic Places, the California Register of Historical Resources, or as a local City of
Santa Monica landmark since such recognition was never indicated on the DPR523 forms.
Historical Assessment
In assessing the property’s current historic status it was noticed that the overall integrity and
composition of the Central Business District appeared questionable. In addition to evaluating the
significance of the subject property OAC, therefore, conducted a preliminary cursory investigation of the
Central Business District to ascertain if it was still a valid historic district with sufficient contributing
properties to comprise a qualified historic district, as defined by the City’s historic preservation
ordinance (Santa Monica Municipal Code 9.36, Landmarks and Historic Districts) and the National Park
Service technical bulletin entitled National Register Bulletin: How to Apply the National Register Criteria
for Evaluation (see Attachments A and B). The following information is presented as part of the
evaluation process for the subject property.
The Central Business District was originally surveyed for historical significance in 1983 as part of Phase
1 of the City’s overall historic resources survey efforts, and the area was re-surveyed in 1986 during
Phase 2 of the historic survey update process. The City-eligible Central Business District is roughly
bounded by Wilshire Boulevard to the north, Second Street to the west, Colorado Avenue to the south,
and Seventh Street to the east. The Third Street Promenade is located within the boundaries of the
Central Business District.
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HISTORICAL ASSESSMENT REVIEW: 1318-1322 2 nd Street
As originally surveyed, the Central Business District historic district included 119 contributing properties.
Another survey of the area was conducted following the Northridge earthquake in 1994. Referred to as
the 1995 survey inventory update, 14 contributing buildings were removed from the district due to
earthquake related demolitions, historically insensitive remodeling, or commercial development within
the area. At the onset of the 1998 Historic Resources Inventory Update, the Central Business District
had 105 contributing buildings. Upon completion of the survey 19 properties were added and 47 were
removed from the district total, giving a total of 77 contributors remaining.
The 1998 inventory update survey utilized a cutoff date of 1959. Any building constructed after 1959
was removed from the list of potential additions. For those properties constructed on or before 1959,
construction date, architect, and builder name (where available) were recorded. Because of its date of
construction the subject property was one of those included in the Central Business District grouping as
a district contributor and relevant building permit information on the property was added to the inventory
form (DPR523 form).
As previously mentioned, a city-wide survey update was conducted in 2007 with a final report prepared
in 2010. This survey effort re-evaluated the contributing properties to the Central Business District,
including the subject property at 1318-1322 2 nd Street. Upon concluding this survey work the district
was found to have 69 contributors within its boundaries. Eight previously identified contributors were
removed from the district grouping since it was last documented in 1998.
Throughout all of the previous survey efforts, including the most recent survey in 2007, the total number
of properties in the Central Business District and the identification of non-contributing properties were
never identified or calculated. Typically, to qualify as a historic district, besides satisfying applicable
significance criteria, a majority of contributing properties is necessary in order to assess integrity and
visually convey the district’s historic character and significance. The National Register Bulletin: How to
Apply the National Register Criteria for Evaluation, which is used as an industry standard for the
identification of historic property categories and the understanding of historical significance, defines a
district as one that “possesses a significant concentration, linkage, or continuity of sites, buildings,
structures, or objects united historically or aesthetically by plan or physical development.”
In reviewing all of the previous survey findings, Sanborn map data, and the integrity level of all
properties within the Central Business District and then plotting this information onto a map of the
existing District it appears that there are currently more non-contributing properties than contributors
within this area. Utilizing the City’s GIS information it appears there are approximately 314 buildings
(not including parking structures) within the boundary that currently defines the Central Business
District. Of that number, 69 of those buildings are considered contributors to the historic district. That
information equates to a district that is comprised of roughly 22 percent contributing properties and 78
percent non-contributors. In addition, the “outpost” discontiguous location of some district contributors is
such that it is difficult to associate them with the remaining ‘core’ resources so prominently clustered
along portions of Wilshire Boulevard, Santa Monica Boulevard or 3rd Street.
Conclusions and Recommendations
As related to the re-evaluation of the subject property for historic significance and in consideration of
this new finding for the Central Business District, it appears that the structure is now situated outside
the revised, redefined boundaries of this historic district. As such, the property is, therefore, no longer a
contributor to the Central Business District historic district. In re-evaluating the subject property for
individual significance, the previous findings of ineligibility for federal, state, and local landmark listing
3

HISTORICAL ASSESSMENT REVIEW: 1318-1322 2 nd Street
are concurred since the building does not possess a direct association with any important historical
events; is not directly connected with any important personages; and does not reflect the distinctive,
distinguishing stylistic qualities necessary for architectural merit. Pursuant to the CEQA Guidelines
(California Code of Regulations, Title 14, Chapter, Section 15064.5), the property is not considered a
historical resource.
Based on the statistical formation of the Central Business District it is highly recommended that the
boundaries of this historic district be re-defined and delineated to accurately reflect the “core”
composition of “intact” historic commercial properties in the area that are united by function, physical
development, architecture, and location. Though this area should be re-surveyed and documented at
the intensive level, a boundary roughly consisting of both sides of Wilshire Boulevard between 2nd
Street and 4th Street (northern boundary); the east side of 2nd Street (western boundary); the north
side of Broadway (southern boundary); and the east side of 4th Street (eastern boundary) would
capture the majority of contributing resources that retain their historic integrity and best reflect the
historic significance of the Central Business District as a single unified entity.
For planning purposes, those properties outside this new boundary should, therefore, be reconsidered
and reassessed for their individual significance rather than as part of any particular grouping or district.
Many of these properties may be or have already been identified for their own merit of historical
significance (i.e. Rapp Saloon, Sears Main Building, Santa Monica Professional Building, etc.).
As a part of this recordation update work, it is further recommended that not only should the individual
contributing properties be accurately documented, but an updated Central Business District DPR523D
district record form should be prepared that also includes the identification of non-contributing
improvements and the mapping of all resources (contributing and non-contributing) onto a DPR523J
form. Together, this new information would benefit property owners, City planning staff, the Landmarks
Commission, and others in making policy decisions and assisting in future preservation planning efforts
in the community.
4

HISTORICAL ASSESSMENT REVIEW: 1318-1322 2 nd Street
ATTACHMENT A
Santa Monica Landmark or Historic District Designation Criteria
(Santa Monica Municipal Code, Article 9, Chapter 9.36, Section 9.36.100)
(a) For purposes of this Chapter, the Landmark Commission may approve the landmark designation
of a structure, improvement, natural feature or an object if it finds that it meets one or more of the
following criteria:
(1) It exemplifies, symbolizes, or manifests elements of the cultural, social, economic, political, or
architectural history of the City.
(2) It has aesthetic or artistic interest or value, or other noteworthy interest or value.
(3) It is identified with historic personages or with important events in local, state or national
history.
(4) It embodies distinguishing architectural characteristics valuable to a study of a period, style,
method of construction, or the use of indigenous materials or craftsmanship, or is a unique or
rare example of an architectural design, detail or historical type valuable to such a study.
(5) It is a significant or a representative example of the work or product of a notable builder,
designer, or architect.
(6) It has a unique location, a singular physical characteristic, or is an established and familiar
visual feature of a neighborhood, community, or the City.
(b) For purposes of this Chapter, a geographic area or a noncontiguous grouping of thematically
related properties may be designated a Historic District if the City Council finds that such area
meets one or more of the following criteria:
(1) Any of the criteria identified in Section 9.36.100(a)(1) through (6).
(2) It is a noncontiguous grouping of thematically related properties or a definable area possessing
a concentration of historic, scenic or thematic sites, which contribute to each other and are
unified aesthetically by plan, physical development, or architectural quality.
(3) It reflects significant geographical patterns, including those associated with different eras of
settlement and growth, particular transportation modes, or distinctive examples of park or
community planning.
(4) It has a unique location, a singular physical characteristic, or is an established and familiar
visual feature of a neighborhood, community, or the City.
5

HISTORICAL ASSESSMENT REVIEW: 1318-1322 2 nd Street
ATTACHMENT B
National Register of Historic Places
Historic District Defined
In order to identify, assess and evaluate potential historic districts for local, state, or federal level
significance standard professional protocol uses, among other industry standards, the information
contained in National Register Bulletin: How to Apply the National Register Criteria for Evaluation.
Published by the U.S. Department of the Interior, National Park Service (1990, rev. 1997) this
document defines the term “Historic District” as the following:
HISTORIC DISTRICT
A district possesses a significant concentration, linkage, or continuity of sites, buildings, structures, or
objects united historically or aesthetically by plan or physical development.
Concentration, Linkage and Continuity of Features:
A district derives its importance from being a unified entity, even though it is often composed of
a wide variety of resources. The identity of a district results from the interrelationship of tis
resources, which can convey a visual sense of the overall historic environment or be an
arrangement of historically or functionally related properties.
Significance
A district must be significant and be an identifiable entity. It must also be important for historical,
architectural, archaeological, engineering, or cultural values.
Types of Features
A district can be comprised of both features that lack individual distinction and individually
distinctive features that serve as focal points. A district may be considered eligible if all of its
components lack individual distinction, provided that the grouping achieves significance as a
whole within its historic context. The majority of the components that add to the district’s historic
character, even if they are individually undistinguished, must possess historical integrity, as
must the district as a whole. A district may also contain properties that do not contribute to the
significance of the district (non-contributors). It is important that the number of non-contributors
in the district do not compromise its integrity and sense of time and place. Typically, a district
must be comprised of a majority of contributors in order for it to qualify as such.
6

HISTORICAL ASSESSMENT REVIEW: 1318-1322 2 nd Street
ATTACHMENT C
Property Specific DPR523 Forms (Inventory Forms)
7

State of California -- The Resources Agency
DEPARTMENT OF PARKS AND RECREATION
PRIMARY RECORD
Page
of
* Resource Name or #:
P1.
* P2.
1
2
1318-1322 2nd St
Other Listings
Review Code
Reviewer
Primary #
b. USGS 7.5' Quad Date T ; R ; 1/4 of 1/4 of Sec ; B.M.
c. Address 1318-1322 2nd St
City Santa Monica
Zip 90401
HR #
Trinomial
NRHP Status Code
Other Identifier:
Location: Not for Publication Unrestricted a. County Los Angeles
5D1
d. UTM: (Give more than one for large and/or linear feature) Zone , mE/ mN
e. Other Locational Data: (e.g. parcel #, legal description, directions to resource, elevation, additional UTMs, etc. as appro
APN(s): 4291014005
5D3
Date
* P3a. Description: (Describe resource and its major elements. Include design, materials, condition, alterations, size, setting, and boundaries.)
* P3b. Resource Attributes: (List attributes and codes)
* P4. Resources Present:
P5a. Photograph or Drawing
Building Structure Object Site District Element of District Other (Isolates, etc.)
P5b. Description of Photo: (View, date, etc.)
4/19/2007
* P6. Date Constructed/Age and Sources:
Prehistoric Historic Both
1948
* P7. Owner and Address:
Rth Management Company Llc
23332 Mildred Dr # 120
Laguna Hills Ca, 926530000
* P8. Recorded by: (Name, affiliation, address)
P. Moruzzi, M. Potter, K. Lain
ICF International
811 W 7th Street, Suite 800
Los Angeles, CA 90017
* P9. Date Recorded:
* P10. Survey Type: (Describe)
Reconaissance-Level Survey
* P11. Report Citation: (Cite survey report/other sources or "none")
Santa Monica Citywide Historic Resources Inventory Update Final Report, prepared for City of Santa Monica by ICF Intl, 2010
* Attachments: NONE Location Map
Archaeological Record District Record
Photograph Record Other: (List)
DPR 523A (1/95)
Sketch Map
Linear Feature Record
Continuation Sheet Building, Structure, and Object Record
Milling Station Record Rock Art Record Artifact Record
* Required Information

State of California -- The Resources Agency
DEPARTMENT OF PARKS AND RECREATION
1318-1322 2nd St
Page 2 of 2
* NRHP Status Code 5D3
* Resource Name or #: 1318-1322 2nd St
B1.
B2.
B3.
Historic Name:
Common Name:
Original Use:
None
None
Commercial/Store & Office Building B4. Present Use: Commercial/Store & Office Building
* B5. Architectural Style: Vernacular Modern
* B6.
Construction History:
Primary #
HR #
BUILDING, STRUCTURE, AND OBJECT RECORD
(Construction date, alterations, and date of alterations.)
* B7.
* B8.
Moved?
Related Features:
No Yes Unknown Date: Original Location:
B9a.
Architect:
* B10. Significance:
Period of Significance
b. Builder:
Theme Commercial Development
Area Santa Monica
1948
Property Type Commercial
Applicable Criteria A.4
(Discuss importance in terms of historical or architectural context as defined by theme, period, and geographic scope. Also address integrity.)
A.4 - Contributes to a district embodying distinguishing architectural characteristics valuable to a study of a period, style,
method of construction, or the use of indigenous materials or craftsmanship, or is a unique or rare example of an
architectural design, detail or historical type valuable to such a study. The resource is recorded in the Historic Resources
Inventory with a prior evaluation of 5D1. Also contributes under local Criterion A.1. This property does not appear to have
experienced significant alterations since it was most recently surveyed. It continues to appear eligible for local listing as a
contributor to the previously identified "Central Business District" in the City of Santa Monica.
B11.
Additional Resource Attributes: (List attributes and codes):
* B12. References:
Basten, Fred. 'Santa Monica Bay: Paradise By the Sea'; Los Angeles
County Tax Assessor Records; McAlester, Virginia and Lee. 'A Field Guide
to American Houses;' Sanborn Maps. Santa Monica City Building Permits.
Santa Monica Public Library Collections.
(Sketch map with north arrow required)
B13.
Remarks:
* B14.
Evaluator: P. Moruzzi, M. Potter, K. Lain ICF International
Date of Evaluation:
(This space reserved for official comments.)

ATTACHMENT G
PROJECT PLANS & RENDERINGS
Electronic version of attachment is not available for review. D ocument is
available for review at the City Clerk’s office and the Libraries.

City Council Report
To:
From:
Mayor and City Council
City Council Meeting: May 14, 2013
Agenda Item: 8-A
David Martin, Director of Planning and Community Development
Subject: Colorado Esplanade Final Design and CCSP Amendment
Recommended Action
Staff recommends that the City Council:
1. Approve the final design for the full Colorado Esplanade as proposed, direct staff
to prepare a bid package, and solicit bids for the reduced footprint core project;
2. Amend the CCSP to eliminate the 2 nd Street Bridge Extension as a pu blic
improvement, and replace with the planned Main to 2 nd Street alignment
proposed by the Colorado Esplanade project.
Executive Summary
This report recommends approval of the final design for the Colorado Esplanade, a
circulation infrastructure and streetscape project located between the future terminus of
the regional Expo light rail line, the Downtown, and one of the City’s most prominent
landmarks, the Santa Monica Pier. Due to funding limitations, this report recommends a
first phase of construction for a core project with a slightly reduced footprint from the
project presented at the February 14, 2012 Council meeting. Additional funding is being
sought to construct the full project in subsequent phases. Also recommended in this
report is a minor amendment of the Civic Center Specific Plan (CCSP) to achieve the
CCSP vision for connecting the Civic Center and Downtown Districts by replacing the
2 nd Street Bridge concept with the proposed Esplanade alignment of Main and 2 nd
Streets.
With the arrival of the Exposition Light Rail in 2016, the Esplanade project would resolve
the complex circulation needs adjacent to the new Expo Light Rail station at 4 th
Street/Colorado Avenue, including provision of additional space to safely accommodate
anticipated pedestrian surges. The project would address the community vision for an
integrated light rail system, easily accessed from key destinations and by multiple travel
modes. The final design of the Colorado Esplanade by Peter Walker Partners (PWP)
organizes arrival/departure for drivers, bicyclists, pedestrians and bus and transit
patrons, while creating a C ity gateway that integrates the beach, Civic Center and
Downtown.
1

This report summarizes the design refinements which have occurred since the Council
update on February 14, 2012 including a construction and funding phasing strategy in
response to budget changes over the past year. Staff is requesting that the City Council
approve the full design scope of the project as outlined herein.
The current estimate for the full project is $13.5 million. The estimate for the reduced
footprint core project is $10.7 million, of which $9.7 million is secured pending Council
approval of the FY 2013-14 CIP Exception Based Budget in June 2013. The core
project includes the re-alignment of Second and Main Streets, critical infrastructure
upgrades on C olorado Avenue between Ocean Avenue and 4th Street, and the
connection between the future station, the Pier and t he new Civic Center parks, but
does not include the areas directly adjacent to the station between 4 th and 5 th Streets,
the Gateway Triangle, or the proposed improvements for 4 th Street north of Colorado.
A proposed minor amendment to the Civic Center Specific Plan (CCSP) is also included
in this report for Council approval, proposing to replace the 2 nd Street Bridge concept,
previously envisioned in the CCSP, with the reconfigured roadway included in the
Esplanade design which achieves the same goals of the CCSP.
The Planning Commission has reviewed and supports the CCSP amendment and the
project design components, which implement Land Use and Circulation Element goals
to encourage walking, biking and transit, while addressing vehicle congestion in Santa
Monica. And, in compliance with California Environmental Quality Act (CEQA), a
Mitigated Negative Declaration for the project was adopted by Council on March 19,
2013.
Background
In anticipation of the Light Rail, the City and community have been defining a vision
specifically for the Downtown/Civic Center station area through a series of long-range
planning efforts, beginning with the Civic Center Specific Plan (2005), the Land Use and
Circulation Element (LUCE 2010) and continuing with the Downtown Specific Plan and
significant investment in civic projects which are currently in various stages of
procurement, design, and construction:
• 4 th and Arizona
• Pier Bridge replacement
• Early Childhood Education Center
• Tongva Park and Ken Genser Square
• The Civic Center Village
• Parking Structure 6
• Expo Light Rail Terminus Station
2

Serving the increase in pedestrians and responding to the roadway changes being
made by the Light Rail requires re-consideration of the circulation networks immediately
adjacent and leading to the stations.
The Expo Light Rail will
reconfigure Colorado Avenue
from 17 th to 5 th Streets to onelane
in either direction with
the light rail tracks and
guideway located in the
middle of the street. The vehicle lanes in the block of Colorado between 5 th and 4 th
Streets will become one-way in the westbound direction in order to accommodate the
light rail station and optimal light rail operations. Temporary construction barriers were
installed in February 2013 that initiated the one-way flow. The final westbound-only
configuration will provide one through-lane and a dedicated left-turn lane at 4 th Street.
On February 14, 2012 the Council reviewed the Esplanade schematic design and
circulation alternatives. The Esplanade project traffic analysis determined the benefit of
continuing the one-way traffic from 4 th Street all the way to Ocean Avenue, therefore
reducing the number of turn movements, providing a c orresponding improvement in
flow, and allowing signal timing adjustments to accommodate increased pedestrians
without compromising vehicle flow into the downtown.
The design scope for Peter Walker Partners included the schematic design of the
station plaza to ensure seamless integration with the Esplanade, including connections
and orientation/wayfinding opportunities as passengers both leave and approach the
station. The Downtown Station Plaza will be constructed by Expo as part of the City’s
betterments for the Downtown Station. PWP has coordinated with the major
stakeholders, the City, Metro and Expo, to refine the station design in order to address
access, maintenance, construction cost and Metro operating criteria.
The Esplanade project is supported by Land Use & Circulation Element (LUCE) Goal
D2, to maximize placemaking associated with the Expo Light Rail station and create
3

vibrant Downtown gateways through the Colorado Esplanade project. The Esplanade
also creates a critical piece of the diverse transportation network needed to achieve the
No Net New PM Peak trips target. The Colorado Esplanade project is also consistent
with the Open Space Element as it creates wider parkways, makes clear visual and
pedestrian linkages between the streetscape, open space and adjacent parks, and
implements Objective 7, using open space to shape the urban landscape and create a
sense of place, reinforcing “Streets as Public Open Space”.
The 2005 Civic Center Specific Plan update called for the re-alignment of 2 nd Street and
Main Street with a new bridge across the freeway to streamline north-south access.
Due to proximity of the potential bridge footings to the Moreton Bay fig tree and the
Wyndham Hotel (formerly the Holiday Inn) property and the cost considerations, it was
determined that the new bridge concept approved as part of the CCSP was infeasible,
as outlined to the City Council in a March 24, 2009 staff report. The Colorado
Esplanade design achieves the streamlined roadway alignment intended in the CCSP
while preserving this significant tree, and at a substantially lower cost. It is proposed to
amend the CCSP at this time to reflect the proposed realignment included in the
Esplanade proposal. At their June 20, 2012 meeting, the Planning Commission
recommended approval of the proposed CCSP Amendment (Attachment A).
Previous Council discussions over the last two years have supported the continued
Esplanade planning process beginning with the Council’s identification of the project as
a funding priority in the Civic Center/Downtown district on May 24, 2011. On June 28,
2011 Council authorized a c ontract with Peter Walker and Partners Landscape
Architecture to design the Colorado Esplanade and prepare construction bid
documentation.
Council has provided direction on development of the Esplanade and Downtown Station
design on four occasions, beginning with a presentation on September 13, 2011 of
proposals for improved Downtown Station layout and access. The Esplanade project
was presented to City Council for review of the schematic design on February 14, 2012.
The Council discussed the project in the context of considering capital improvement
4

priorities on May 22, 2012, at which time the project budget was adjusted from
redevelopment to general fund sources. In compliance with California Environmental
Quality Act (CEQA) requirements, the proposed Colorado Esplanade project was
evaluated through a Mitigated Negative Declaration that was adopted by Council on
March 19, 2013. The traffic analysis for the MND found that vehicle circulation would
improve over current conditions as the one-way reconfiguration reduces turning
movements at the intersections.
The project is moving forward with a schedule and design that is coordinated with the
Expo Station, Olympic Drive extension, and California Incline. In addition to working with
the Expo Construction Authority and t he light rail design-build contractor on t he
Downtown station plaza to meet the City’s urban integration criteria and Metro
Operations requirements, the design team has also coordinated with Big Blue Bus and
Metro on bus rerouting options in and around the Esplanade and station.
Discussion
The transformation of Colorado Avenue from a vehicular corridor to a multi-modal hub is
the starting point for the design of the proposed Colorado Esplanade and Downtown
Station Plaza. The designer was directed to meet the needs of a growing number of
pedestrians and bicyclists, to provide a s afe venue for multiple travel modes that
connects them to the Downtown, Oceanfront and Civic Center, while maintaining an
optimal flow for vehicular traffic - all in time to be ready for the opening of the station.
Throughout the outreach process members of the community supported the project for
its role in preparing the City’s infrastructure for the arrival of the Light Rail, while
implementing the community vision to serve pedestrians, bicyclists, transit riders and
drivers and to create meaningful places for people in public rights of way. Community
comments prioritized achieving both the circulation benefits, and creating an i conic
gateway. Comments provided during the wide-ranging outreach process are captured
in these overarching themes:
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• View corridor: Preserving and improving the view to the Pier sign was considered
the highest design priority.
• Durability and maintenance: Using elements that could withstand heavy use and
minimal maintenance is of critical importance to City departments and Downtown
Santa Monica Inc.
• Overhead lighting: The festive sensibility, reduced clutter, and improved view
corridor to the Pier sign provided by the overhead lighting garnered widespread
support for the overhead lighting.
• Coordination of all travel modes with area access: All groups expressed the
desire to improve circulation. Bicycle experts as well as City, property owner and
DTSM, Inc. representatives noted the necessity to coordinate vehicle, bus,
pedestrian, and bike flow at the entrance to Parking Structure 8. Improving these
conditions informed the decision for the southern location of the widened
sidewalk and cycle track, in turn allowing for sufficient land area to create the
necessary road geometry to realign 2 nd and Main Streets.
• Wayfinding: All groups expressed the desire for improved wayfinding at this
complex crossroads. Many people were interested in ways that the design
elements can provide wayfinding cues, such as custom pavers, the intersection
treatments, the orientation of the stairs at the station, and the opportunity for the
views that allow visual orientation from the station platform. Several
stakeholders requested additional investment for 4 th Street streetscape
improvements, commensurate to the Colorado Esplanade, to guide Expo patrons
north into the downtown.
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• Emergency and universal access: Stakeholders appreciated that the design
seamlessly meets strict safety and disabled access requirements, including
opportunities to sit or rest; improves the station ramp experience with design
refinements to the pathway and env irons; and proposes lighting, roadway and
curb designs that have been coordinated and developed with input from fire and
police personnel.
City staff and the Peter Walker Partners (PWP) design team have been working with
local stakeholders and the community since Summer 2011 to produce a streetscape
and circulation design that reflects the ideas of Boards and Commissions, area property
owners, residents and City departments and enjoys strong community support. The
project’s goals of sustainability, high quality of design and universal access respond to
core community values as represented by the five essential defining elements of the
Esplanade project:
1) Reconfiguration of the public right of way to provide multi-modal traffic
improvements - supporting pedestrian safety and congestion management
• A wide pedestrian sidewalk,
• Separated bike facility,
• Westbound vehicle/bus lanes that continue westbound movement created
by Expo; and
• Realignment of Main Street to 2 nd Street that achieves the Civic Center
Specific Plan vision;
2) Custom sidewalk paving - referencing rippling waves and sand forms, reflecting
Santa Monica’s natural environment;
3) Unique lighting - maintaining the view corridor and providing vibrancy and safety
at night;
4) Large framing trees and a multi-sensory landscape palette - identifying an
important City site;
5) Gateway designs at the street intersections of 4 th Street, Main Street and Ocean
Avenue - marking major crossroads.
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Core Project: $10.7 Million Reduced Footprint
The full project vision is estimated to cost $13.5 Million. Due to project budget changes
following the elimination of redevelopment funds, City staff and PWP have value
engineered the project and have also identified a reduced core project to achieve the
critical circulation changes to accommodate the Expo Light Rail and m eet the
expectations of the community and s takeholders without compromising the project
quality. Future phases including the areas directly adjacent to the station between 4 th
and 5 th Streets, the Gateway Triangle, and t he proposed improvements for 4 th Street
north of Colorado will be prioritized as funding becomes available.
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Downtown Santa Monica Station
The Expo 4 th Street Station is outside of the scope of the Colorado Esplanade Project
and will be c onstructed by the Expo Construction Authority, but the integration of the
two projects is critical to the success of both projects. This report includes a description
of the station to provide context for how the two projects interconnect. The coordinated
Esplanade and Station Plaza design creates opportunities for visual orientation and
wayfinding, and pr ovides for a fluid arrival experience. The elevated platform allows
views up 4 th Street into Downtown. The natural slope of the ground drops toward the
west to create additional views from the station platform level to the Pacific Ocean and
Tongva Park, and from the landing and sidewalk plaza levels down the Colorado
Esplanade to the Pier Sign, allowing visitors to easily orient themselves and find their
destinations.
The final north ramp-and-stair configuration of the station creates a triangular space
between the ramp, stairs, and sidewalk. The grand stairs are designed to open onto the
sidewalk Esplanade paving, and an ar t or garden wall is designed along the ramp.
Within the triangular space, the original PWP schematic design included an
amphitheater seating element, in wood or composite wood, to visually connect the
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station plaza to the Pier, and to merge the experience of arriving in Santa Monica with
arriving at the water’s edge. However, based on material restrictions in Metro’s Design
Criteria, maintenance concerns from Metro and the City, and concerns about universal
access to the amphitheater, PWP redesigned the space to be a series of terraced
gardens that can be equally shared by all pedestrians whether they use the stairs, the
ramp, or pass by the station.
The new north entrance design simplifies wayfinding and enhances the north ramp.
The garden terraces are designed with bold landscaping to create a s ense of place,
featuring fragrant and colorful plants and signaling arrival. Whether exiting from the
north ramp or stairs, the pedestrian would step out of the station directly onto the
Colorado Esplanade, where additional visual cues of ripple-patterned pavers and string
lights create a dramatic yet uniquely Santa Monica arrival experience and a sensory
connection to the water’s edge.
Design: Colorado Esplanade Streetscape and Circulation Infrastructure Features
The Colorado Esplanade design includes the incorporation of functional and safety
design improvements that are woven together respectfully with adjacent private and
public spaces. Implementing a community priority to reduce visual clutter and simplify
the complexity of the existing conditions, PWP applied a limited design palette of five
defining elements to unify functional elements and to orient and direct people through
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integrated urban design. The result is a sequence of paths, intersections and gateways
that provide definition, meaning, and improved functionality, while creating a sense of
place for people at this critical city junction.
Streetscape Design Elements
A. Street Cross Section: In February 2012, the Council reviewed numerous street
configurations including conceptual recommendations for one-way vehicle flow that
continues the westbound only flow between 4 th and 5 th Streets created by the Expo
station. While the redesigned traffic lanes appropriately calm traffic in an area filled
with pedestrians and cyclists, the one-way direction keeps vehicle traffic moving.
The narrowness of the one-way traffic zone also avoids overwhelming the corridor
with fast-moving traffic. With the new configuration, vehicles, bicyclists and
pedestrians can equally share the Santa Monica experience of traveling towards
the Pier Sign, the symbolic end of Route 66.
Design refinements: By aggregating pedestrian space on the southern side and
pushing the strong frame of street trees to the outer edge, the generous sidewalk
and cycle track become part of the view corridor and the procession towards the
ocean, which was previously centered on vehicle traffic.
With the expanded pedestrian and bicycle facilities on the south side of Colorado,
the southern side gains enough land area for Main Street to be realigned almost
directly with 2 nd Street, eliminating the existing roadway jog and one of the existing
signalized intersections. The costly realignment was not included in the original
concept for the Esplanade but the design team recognized that this single
infrastructural improvement would manifest valuable benefits for each mode: fewer
intersections for pedestrians and c yclists to cross, and an i mproved north-south
traffic flow for vehicles. This realignment would fulfill the vision of the Civic Center
Specific Plan, better connecting the Downtown and Civic Center Districts, and
improving access between them.
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To provide clarity about where each road user should be positioned, and in
response to community requests, the cross section is designed with two buffer
elements, both low enough not to interfere with the view to the Pier sign:
• the cycle track is
separated from the
vehicles by a 3’ wide and
6” high curb, designed to
be mountable for
emergency vehicles;
• the pedestrian walkway is
separated from the cycle
track by a standard
sidewalk curb and
pedestrian buffer,
designed as small benches
to provide a brief respite
along the length of the
Esplanade.
The
Commission for the Senior
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Community and the Disabilities Commission particularly noted the benefit of
these elements, while other stakeholders requested that the design be
further refined.
The Wyndham Hotel (formerly the Holiday Inn), Sears and Santa Monica Place
representatives requested specific design details to ensure access to their
driveways, and PWP and City staff have responded with design elements to
optimize driveway access such as: bike box and s top bar striping, pedestrian
bollards, differentiated driveway pavement treatments, and a combination of bicycle
signal heads, vehicle signal heads, and pedestrian indications which will allow the
flexibility of signal operations at the Colorado/Main/2 nd Street intersection. There
was a specific request for traffic analysis to ensure that the proposed one-way
vehicle design did not impact the efficiency of vehicle traffic. The traffic study found
that due to the simplification of intersection movements, traffic flow was improved.
Some trips dispersed to parallel streets north and south, including the new Olympic
Drive extension between Main Street and Ocean Avenue, but were sufficiently
diversified so as not to create impacts.
Funding: The street cross section, including both sides of Colorado and the Main to
Second Street realignment, is essential to the remaining design components, and is
therefore recommended as part of the core project.
B. Cycle Track: The previous version reviewed by Council explored bicycle facility
options to connect the areas between Ocean Avenue and the Pier to the Expo
Station, and included alternatives on both sides of the street and a separated bike
facility (“cycle track”) located adjacent to the south curb. Working closely with
Santa Monica Spoke and City staff, P WP is designing the City’s first separated
cycle track based on staff and stakeholder input and industry best practices.
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Design Refinements: The new facility is designed to include 6’ lanes in each
direction and a 3’ raised lane divider to separate bicycles from vehicles. It would
also include state-of-the-art bike facility pavement markings and signal timing at
intersections to ensure optimal connection with the new Bike Center, future Pier
Bridge bicycle improvements, and the City’s existing bicycle network. The
separated cycle track on t he south side is the preferred solution to minimize
conflicts, especially at busy public garage driveways on the north side of Colorado.
The separate facility would allow better defined intersections with optimal
signalizations for all modes. The Main to 2 nd Street realignment would connect the
Main Street bike lane directly to the new Bike Center and Downtown. The cycle
track would also serve an ancillary purpose as a circumnavigation route for
emergency vehicles during incidents. A future bike connection through the 4 th Court
alley would connect the Downtown Station to the bike lanes on Broadway.
Funding: As a key component for Metro grant eligibility, the cycle track is
fundamental to the street cross section and is therefore recommended as part of
the core project.
C. Gateway Triangle: Just as the 4 th Street and Ocean Avenue intersections are
designed to signify strong north-south connections between Downtown and t he
Civic Center, the gateway triangle design creates a strong visual gateway to City
Hall, the Civic Auditorium and Civic Center parks. The gateway triangle is an
opportunity for a newly enlarged public space created by realigning Main and 2 nd
Streets. An earlier concept called for the re-location of the ficus trees on Colorado
to the new public space, extending the concept of the ficus grove in Tongva Park
across the freeway. However, the City Urban Forester expressed concern that the
ficus trees are approaching the end of their natural life and would likely not survive
the roadway and sidewalk reconstruction or relocation to another site.
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Design refinements: The refined design presents a hybrid of early concepts,
showing a small plaza at the convergence of a pinwheel of accessible pedestrian
pathways that cross through planting beds filled with simple, bold and aromatic
native or drought-tolerant landscaping. Based on the community’s input, and
supported by the Streets as Public Open Space concept in the Open Space
Element, the final design for the triangle was revised to include a higher proportion
of planting to paving; yet because the community preferred the formal design of
alternating rows of paving and planting shown in an early concept, the new design
translated these as different planting types rather than paving. The rows are
oriented north-south, reinforcing the linkage over the freeway between the
Downtown and C ivic Center Districts. The Recreation and P arks Commission
envisioned the Gateway Triangle as a landscaped pathway to the new parks - a
connective open space that would lead people to the adjacent active parks of Town
Square and Tongva Park. The final open space design includes accessible paths
and benches, and is designed to serve as a bea utifully landscaped gateway that
provides a place for the community to stroll through, sit in and enjoy without it being
a programmable space. The proposed Gateway Triangle is an inviting entrance to
the Civic Center and a potential site for significant public art.
Funding: The Gateway Triangle is identified as a crucial gateway and or ientation
element between the Downtown and C ivic Center. However, because the open
space can be easily constructed in a s eparate phase when funding becomes
available, the Gateway Triangle is excluded from the recommended core project.
Staff is seeking grant funding for the Gateway Triangle. Eligibility for the grant
depends on replacing the water thirsty lawn with drought tolerant planting. Upon
staff request for Recreation and Parks Commission endorsement of the grant
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application, the commissioners requested the grant application language be
changed to call the Gateway Triangle a “ landscape” or a “garden” rather than a
“pocket park”, and pursuant to such commitment from staff, unanimously acted to
support the grant application. In response, staff changed the grant application title
to “Gateway Triangle Garden” instead of “Gateway Pocket Park”. The temporary
design proposed for the Gateway Triangle consists of expanding the existing lawn.
D. Paving Design: Designed to run along both sides of Colorado between 5 th Street
and Ocean, the ripple patterned custom concrete sidewalk pavers elevate the
pedestrian realm, resonating with the natural wave forms of the ocean and the
sand. Santa Monica’s beach is a destination for residents, visitors, and people of all
walks of life, and the paver design extends the experience of the beach into the
Downtown. These uniquely shaped concrete pavers continue the Santa Monica
culture of marking special
pathways such as Olympic Drive,
the Transit Mall paving on
Broadway and Santa Monica, and
the Third Street Promenade with
identifiable and contextual paving.
Design refinements: Previous
versions of the paving design
included in-street pavers, which
are now proposed as asphalt
surface. The design for the
custom sidewalk paver has
changed from a rectilinear to a
wave form, and to a reduced size
for a more flexible system that
would allow for easy repair and
maintenance as well as simpler
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and less expensive installation (as pavers can be po pped out and replaced for
maintenance or development construction). Unlike specialty poured concrete,
patches would be able to match the original field of pavers. P WP is currently
reviewing several custom colors to specify a color that holds significance to Santa
Monica while providing identity to the Esplanade. Responding to the community
desire to simplify signage and improve wayfinding, integrated compass medallions
are proposed in the form of inlaid pavers, directing pedestrians toward key
destinations in the Downtown, Civic Center and Oceanfront/Beach Districts.
Funding: The paving design, string lighting and bold framing trees proposed by
PWP are cost effective yet character-giving design elements of the streetscape,
and are therefore proposed as part of the core project. The custom concrete paver
material and size have been value engineered for cost effectiveness and ease of
maintenance, and provide an i dentifiable character and importance to the
Esplanade.
E. Lighting: Identified by the community as a priority for the Esplanade, the signature
string lighting design is one o f the essential coordinated and unifying elements
providing the unique identity to the project. Chosen for its functional, aesthetic, and
low profile qualities, string lighting strengthens the corridor by providing a safe and
signature night-time environment with the least amount of visual obstruction for the
sidewalk and roadway. For the same cost as the City’s standard light pole, string
lights open the view shed for pedestrians looking west toward the Pier.
Design refinements: In response to concerns that string lights might interfere with
the view of the Pier sign or detract from a sense of open air, the height of the string
lights were raised (to 26 feet above grade) and the designer has confirmed that the
lighting would clear the Pier sign, even as viewed from the top of the station
platform (11 feet above grade). To address the goal of preserving the view to the
Pier Sign and reducing visual clutter, this design proposes to move the vertical
poles to the back of the south sidewalk, widening the open view, and eliminating the
17

need for separate roadway and pedestrian light poles. Light poles on the north side
of the street would be located in a similar condition to the present. The lights are
energy efficient LED bulbs with a 12-½ year lifespan and would provide all required
lighting for the Esplanade. The overhead lights would echo traditional festive Pier
lighting and create a distinctive ambiance at night that enlivens the area. During the
day, the low profile string lights would provide an unobstructed view to the Pier Sign
from the Downtown Station. A t night, the lights would provide a safe, well-lit
corridor for pedestrians making transit transfers or just out for a stroll.
Funding: Cost evaluation and maintenance studies conducted early in the Design
Development phase confirmed the cost effectiveness of string lighting. In addition,
the string lighting preserves the view corridor to the Pier and reduces sidewalk
clutter and is therefore recommended for inclusion in the core project. The
informational graphics originally planned for the string light poles have been
eliminated from the core project. Application of graphic information can be added to
the poles at a later date if additional funding is identified.
F. Street Trees and Landscape: PWP has designed a strong planting palette and a
bold vertical frame of street trees to unify the widened view shed and to soften the
roadway hardscape. Fragrant and colorful plants in strong simple patterns reinforce
both simplicity and celebratory importance. Guided by the community’s desire for a
strong tree element which frames the view, PWP and City staff worked with the
City’s Urban Forester, the Urban Forest Task Force Species Subcommittee and the
Task Force to propose an appropriate tree species to meet the goals of the City’s
adopted Urban Forest Masterplan. The Masterplan deferred the tree species for the
Esplanade area to the Council design approval process. On February 27, 2013, the
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Task Force selected the Queensland Kauri (Agathis robusta)
as their recommendation to Council for the Esplanade tree.
This evergreen tree provides strong framing design features:
it is a t all columnar tree with small leaves that provide
dappled shade; the branches grow close to the trunk,
meeting the need to maintain the view shed to the Pier Sign
and not obscure retail signage; the tree is especially
adaptable to tight sidewalk conditions next to building faces;
is fast growing and is appropriate to the coastal climate of
Santa Monica. Two alternative evergreen trees discussed at
length with the subcommittee are the Canary Island Pine
(Pinus canariensis) and the Spotted Gum (Corymbia
maculate). B oth alternative trees have impressive stature,
and have narrow canopies so as not to impede views to the
sign, and both species provide dappled shade and visibility
through the canopy and are appropriate to the climate and
proposed tree well conditions. The Canary Island Pine is a
large pyramidal evergreen tree that is planted throughout the
Southern California. The Spotted Gum is a t all evergreen
tree that has a round habit and distinctive bark and leaf
coloration. Based on recommendations from the City’s Urban Forester the existing
street trees will be r elocated if their health permits and replaced by the new
Esplanade trees.
Funding: The street trees are character-defining elements of the Esplanade and
integral to the symmetrical cross section of the street, and therefore are part of the
recommended core project. The tree sizes have been value engineered from 48” or
60” box size at time of planting to 36”, however, the Agathis robusta is a fast
growing tree and is anticipated to thrive in the proposed north side tree wells and
south side parkway proposed for Colorado Avenue.
G. Public Art: The selection of artist Deborah Aschheim was approved by the Public Art
Committee of the Arts Commission at their June 18, 2012 meeting. Ms. Aschheim,
19

a highly recognized Los Angeles based artist, was selected as a r esult of a
competitive application process. PWP Design Partner Adam Greenspan
participated in the panel interview and s election process, along with Artist Anne
Marie Karlsen and Margaret Bruning Director of Civic Art for the Los Angeles
County Arts Commission. PWP will work closely with her to integrate the public art
piece within the Colorado Esplanade Project. The artist will work with the design
team and C ity staff to identify a s ite for the art, with many prominent potential
locations available. Given the prominence of the Colorado Esplanade and its
location at a significant crossroads in the City, the public art installation will be an
important element in helping to define the urban space and identity of the
Esplanade. Public art is included in the core project.
Circulation Infrastructure Features (listed east to west)
1. 4th Street Intersection and North-South Axis: The 4 th Street and Colorado
intersection is the eastern edge of the core Esplanade project. P atterned to
reinforce the traditional right angle pedestrian flow at crosswalks, the intersection
graphic design marks a k ey zone where vehicles, pedestrians and cyclists will
interface. The pattern is bold to draw attention to the interface of modes, to provide
legibility and safety for all users. The pattern is flexible enough in its design such that
it can be altered to accommodate a future scramble intersection if future circulation
demands and benefits justify such a change.
The 4 th Street gateway into Downtown is an important north-south axis that PWP
emphasizes in the design of the Downtown Station configuration and 4 th Street
streetscape design. The station retaining wall along 4 th Street is designed to be
legible as a land form, accentuating the station and increasing visibility for people
arriving and departing. The station stairs follow the axis line of the wall and direct
pedestrians north or south upon arrival. PWP recommends enhancing the
20

streetscape and continuing the line of Metro signature palm trees on both sides of 4 th
Street to further reinforce north south connections, to integrate better with the Metro
station and to provide orientation and wayfinding elements along the pedestrian
route to and from the station and Downtown. Funding: The 4 th Street / Colorado
Avenue intersection improvements are included in the core project. The original
RFP for the Colorado Esplanade Design identified the need to strengthen
connections north and south between the Civic Center and Downtown by
encouraging the designer to look outside the Metro grant project boundaries for
areas or elements to enhance connections. PWP has designed a widened sidewalk
on 4 th Street north of Colorado to strengthen the connection from the station to
Downtown; however, based on funding limitations, the 4 th Street improvements north
and south of the intersection are not included in the core project. C ity staff has
applied for a separate Metro grant to complete these improvements in the future.
2. Colorado Avenue, between 4 th and 5 th Streets: The interface between the station
and the Colorado Esplanade occurs most directly on the block of Colorado between
4 th and 5 th Streets. Therefore, the coordination between two separate projects,
Expo’s light rail station and the City’s Colorado Esplanade, were central to creating a
seamless pedestrian experience. For schedule and coordination efficiencies due to
Expo’s limits of construction on Colorado, the south sidewalk pavers, the cycle track,
the roadway and the string lights on both sides of Colorado are being incorporated
into the City’s betterment for the Expo 4 th Street Station project. The north sidewalk,
also designed with the Esplanade street tree and custom pavers, is outside of the
Expo construction limit and would therefore need to be constructed by the City or by
adjacent property owners, either in close coordination with Expo, or after Expo
construction activities have concluded.
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Funding: The proposed improvements for the north side of Colorado between 4 th
and 5 th Streets, including the custom paver and the Esplanade street trees, are not
included in the Expo project or in the core Esplanade project. However, if additional
funding becomes available, the City will work with Expo and the adjacent property
owners to coordinate the schedule and construction of the proposed north sidewalk
improvements.
3. Main to 2 nd Street Realignment and Midblock Crossing at Santa Monica Place: The
realignment of Main Street and 2nd Street is one of the major circulation
infrastructural changes proposed by the Colorado Esplanade project. The
realignment eliminates one of the four intersections along the stretch of Colorado
between 4 th and Ocean, reducing the pedestrian/vehicle conflicts, while improving
the north-south vehicle flow. The realignment of Main to Second Streets is proposed
to replace the infeasible bridge concept previously recommended in the Civic Center
Specific Plan.
Just east of the realigned
intersection, PWP proposes
improvements to the midblock
crosswalk between the Santa
Monica Place and Sears sites, at
the location of the existing
signalized crosswalk. With
pedestrian safety and legibility for
vehicles in mind, PWP proposes a
widened crosswalk pattern similar
to the patterns proposed for 4 th ,
Main/2nd, and Ocean, to provide
more visibility to drivers, and to
indicate an active pedestrian zone.
Funding: The Main to 2 nd Street realignment and the midblock crossing are
included in the core Esplanade project.
4. Ocean Avenue Intersection & Sidewalk Widening, connecting to the Pier and new
Civic Center Parks: The Ocean / Colorado intersection experiences the highest
pedestrian volumes in the City. T he Esplanade design includes a scramble
intersection, leading the pedestrian and bicyclist through the intersection both in the
traditional right angle movement as well as diagonally, to encourage the connection
between the new Tongva Park and the existing historic Palisades Park as
envisioned by the Civic Center Specific Plan. PWP has designed a special pattern
for the intersection that extends the lines of the City’s international-style crosswalk
markings toward the interior of the intersection, creating a unique, artful geometric
pattern. The design accentuates the diagonal pedestrian movements allowed and
the complexity and integration of different modes at this shared street plaza. The
design of the intersection is also flexible to absorb revisions to the Pier Bridge
22

entrance that may follow as the Pier Bridge Reconstruction Project gets underway.
Designed as an integral part of the Project and modeled in the environmental
analysis traffic studies, the scramble intersection is critical to providing stronger
connections between the Pier Bridge, Palisades Park, Tongva Park and t he
Esplanade.
In addition, PWP worked with City staff to propose a sidewalk expansion on Ocean
Avenue so that the Colorado Esplanade and Tongva Park projects integrate
intentionally and gracefully. The sidewalk expansion is made possible by the oneway
westbound configuration on C olorado Avenue in that the removal of the
northbound right turn lane on Ocean Avenue provides the space necessary to widen
the sidewalk in front of the park and adj acent to a highly utilized bus stop. The
additional sidewalk space at this active bus stop strengthens the connection
between the bus stop and the Esplanade and the Expo station, making wayfinding
for transit transfers between bus and light rail more legible and pedestrian friendly.
Funding: The Ocean and Colorado Avenue intersection is part of the Metro grant
funded project, providing a c onnection between the pedestrian improvements on
Colorado Avenue and Pier, and is included in the core project.
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5. Bus Stops: As noted above, the Metro Rapid bus stop located at Ocean Avenue and
Colorado Avenue is one of the busiest bus stops in Santa Monica. The Colorado
Esplanade has been designed to accommodate buses and bus riders and to
facilitate connections to and from the station. City staff is working with Big Blue Bus
and Metro, in coordination with the Expo Construction Authority as necessary, to
locate convenient and appropriate bus facilities near the station and the Esplanade.
PWP and sub-consultant Fehr & Peers completed a bus reroute feasibility study to
survey, map and provide route recommendations in coordination with Big Blue Bus
and Metro regarding all bus routes affected by the one way configuration of
Colorado Avenue. Routes affected by the reconfiguration of Colorado Avenue west
of 5th Street include: BBB Line 5, and Metro 20, 33, 534, 720 and 733. Metro and
Big Blue Bus are continuing to work on rerouting priorities to provide optimal service.
Funding: The proposed bus stop and sidewalk on Ocean Avenue south of Colorado
is proposed to be added to the core project utilizing transit funds available through
the Village Development Agreement to enhance the sidewalk adjacent to one of the
most active bus stops in the City.
Public Outreach
The project team has engaged a wide range of City Boards and Commissions, including
Planning, Landmarks, Recreation and Parks, Senior Community and Disabilities
Commissions, and the Urban Forest Task Force. P resentations were made to key
stakeholders, including the Santa Monica Pier Corporation, Santa Monica Spoke,
Downtown Santa Monica, Inc. and the Santa Monica Convention and Visitors Bureau.
This project has also involved almost every City department, including public safety
officials and the Big Blue Bus as well as close coordination with Metro and the Expo
Construction Authority. All of these stakeholders have expressed overall support, and
the final design has benefited from their refinements.
Planning Commission Review
The Planning Commission reviewed the final design at the June 6, 2012, meeting and
unanimously supported the roadway changes and d esign progression. Although the
Urban Forest Master Plan gives Council authority over streetscape design, the
Commission suggested that the project team consult with the Urban Forest Task Force
to recommend a species for the street tree, which has occurred in the last few months.
24

The Planning Commission also requested that the final design incorporate the
necessary design refinements to ensure driveway access for the Wyndham Hotel
(formerly the Holiday Inn) and Sears while preserving optimal pedestrian access, and to
consider additional concepts for continuing the vibrancy and urban design along Fourth
Street towards the center of the downtown. The Planning Commission agreed with the
consistent comment that wayfinding is a c ritical component and anticipates that the
project designers will coordinate with other wayfinding efforts in the area.
Next Steps for Project Implementation
Phasing and Budget Strategies - The Esplanade was originally budgeted for
construction using $10 million of redevelopment funding and $3.3 million of secured
Metro grant funding for a total of $13.3 million. Due to the elimination of redevelopment
funding, Council approved project funding from the General Fund of $5.7 million and
Metro grant funding of $3.3 million at the June 12, 2012 Council hearing, reducing the
project budget to $9 million. In August 2012, PWP provided City staff with a draft cost
estimate of approximately $13.5 million for the project, including the projected additional
costs of realigning Main and 2nd Streets, scope that was not anticipated in the original
project. City staff and the design team have value engineered the full project design to
$12.7 million and have devised a phasing strategy that would allow for a $10.7 million
core project which constructs in the first phase the critical circulation changes that
accommodate the Expo Light Rail. City staff has identified additional funding sources in
the amount of $710,000 leaving the current estimated unsecured funding gap for the
core project at $990,000. With the inclusion of anticipated additional contributions from
pipeline development projects, the gap for the core project would be reduced to
$520,000. Staff will return to Council to appropriate these funds after they are secured.
To date staff has made applications for several grants and i s anticipating significant
additional contributions from Development Agreement projects in the downtown. Upon
bid of the core project, if the funding gap has not been filled, one or more of the design
components would need to be scaled back and a revised core project would be brought
to Council, or additional funding would be requested.
25

The Esplanade improves critical southern entrance intersections and provides access
improvements for all of the downtown, with specific adjacent benefits for projects
located on Colorado Avenue, 4 th Street, 2 nd Street and Ocean Avenue. As the Colorado
Esplanade project and Downtown Station Plaza meet LUCE criteria for community
benefits for additional open space and improved circulation for alternative modes
contributing to sustainable development and reduction of greenhouse gases, it is
anticipated that future phases would be considered priority community benefits for
which funding amounts would be i ncluded in community benefit negotiations for
Downtown development agreement projects. Later phases to the project could be
constructed as funding becomes available.
Next steps include completing the design and construction documents for the full project
vision, and preparing a bi d document for the core project to complete the critical
infrastructure upgrades. City staff and PWP will continue to refine material
specifications, construction details and identify final finishes and colors during the
construction document phase, working closely with the City and stakeholders on
wayfinding development and p ublic art integration. Staff is requesting that the City
26

Council approve the full design scope of the project as outlined herein and direct staff to
prepare a bid package and s olicit bids for the core project, while continuing to seek
additional funding sources for future phases.
Financial Impacts and Budget Actions
Funds in the amount of $9.0 million are included in the FY 2012-14 Adopted Capital
Improvement Program (CIP) Budget at accounts C017040.589000 ($5,715,000) and
C207040.589000 ($3,285,000).
The following funds will be included in the FY 2013-14 CIP Exception Based Budget,
pending Council approval:
Colorado Avenue Esplanade - McGuire Thomas Developer Agreement C047081.589000 160,000
Colorado Avenue Esplanade -Village Project Developer Agreement (Transit) C047081.589000 200,000
Colorado Avenue Esplanade Water Main C257040.589000 175,000
Colorado Avenue Esplanade Sewers/Manholes C317040.589000 175,000
710,000
The estimated funding gap for the core project is $990,000. With the inclusion of
anticipated additional contributions from pipeline development projects, the gap for the
core project would be reduced to $520,000. Staff will return to Council to appropriate
these funds after they are secured.
Any further changes to the project design or budget will be addressed when the project
comes forward for construction contract award. Upon completion of construction
documents, the project will be bid with various options to add or subtract scope at the
award of bid. Also, at that time City staff will present any additional funding secured
from grants, developer agreements and other sources, for Council consideration, and
27

may recommend that additional General Funds be used to fund the core project, or
other phases, prior to receipt of anticipated developer agreement contributions.
Prepared by:
Sarah Lejeune, Principal Planner
Joanna Hankamer, Senior Planner
Approved:
Forwarded to Council:
David Martin, Director
Planning & Community Development
Department
Rod Gould
City Manager
Attachments:
A. Resolution amending the CCSP
B. Colorado Esplanade Information Package, Plans and Renderings
28

Attachment A
Resolution amending the CCSP
29

City Council Meeting 5-14-13
Santa Monica, California
RESOLUTION NO. _______ (CCS)
(City Council Series)
A RESOLUTION OF THE CITY COUNCILOF THE CITY OF SANTA MONICA
ADOPTING AMENDMENTS TO THE CIVIC CENTER SPECIFIC PLAN TO
ELIMINATE THE SECOND STREET BRIDGE EXTENSION AND TO REPLACE THIS
POLICY WITH THE COLORADO ESPLANADE PROJECT MAIN STREET TO
SECOND STREET ALIGNMENT
WHEREAS, on November 23, 1993, the City Council of the City of Santa Monica
(“Council”) approved Resolution No. 8685, adopt
ing the Civic Center Specific Plan
(“1993 CCSP”), which set forth a new vision fo r the Civic Center area, and anticipated a
variety of public improvements based on an organizing urban design concept; and,
WHEREAS, in 2003, the City began preparation of the Environmental Impact
Report for an updated CCSP; and
WHEREAS, on June 28, 2005, the City Co
uncil certified a Final Environmental
Impact Report (“CCSP EIR”) for amendment s to the CCSP and adopted said CCSP
amendments (“2005 CCSP”); and
WHEREAS, the 2005 CCSP, in part, estab lished policies for a new brid ge
connecting Main Street with Second Street; and

WHEREAS, the new bridge concept was subsequently considered infeasible due
to proximity of the potential bridge footings to a Moret on Bay fig tree located on the
south side of I-10 and due to cost considerations; and
WHEREAS, on March 24, 2009, the Ci
ty Council discussed, among o ther
circulation improvements to the Civic Cent er and Downtown District, opportunities to
eliminate the Second Street Bridge as a public improv ement for Main Street in the Civic
Center; and
WHEREAS, the Land Use & Circulation El
ement (LUCE) expressly addressed
the infeasibility of Second Street Bridge; and
WHEREAS, LUCE P olicy D15.3 calls for updating the CCSP to reflect the
emergence of the district as an integral open space link, including “Eliminate the current
CCSP-proposed Main Street to 2 nd Street Bridge;” and
WHEREAS, the Colorado Es planade design achieves the streamlined roadway
alignment intended in the 2005 CCSP while preser ving the Moreton Bay tree and
significantly lowering the cost; and
WHEREAS, on June 20, 2012, the Planning Commission held a public hearing,
reviewed the Mitigat ed Negative Dec laration for the Colorado Esp
lanade Project
prepared in compliance with the Califor
nia Environmental Quality Act, and
recommended approval of t he proposed CCSP Amendment to eliminate the proposed
Second Street Bridge Extension as a pub
lic improvement for t he Civic Center an d

eplace this proposed extensio n with the Colorado Esplanade Project Main Street to
Second Street Alignment; and
WHEREAS, the City Counc il adopted the Mitigated N egative Declaration and
Mitigation Monitoring Program for the Colo rado Esplanade Project on March 19, 2013,
and
WHEREAS, the City Counc il has c onsidered the Planning Commission’s
recommendations and reviewed the propos ed CCSP Amendment at a duly noticed
public hearing on M ay 14, 2013, and ha s determined that the propos ed CCSP
amendment to eliminate the pr oposed Second Street Bridge Extension and to replace
this proposed extension with the Colorado Espl anade Project Main Street to Second
Street Alignment is consistent with the General Plan,
NOW, THEREFORE, THE CITY COUNCIL OF THE CI TY OF SANTA MONICA
DOES HEREBY RESOLVE AS FOLLOWS:
SECTION 1. Pursuant to the Sant a Monica Municipal Code Sec tion
9.04.20.18.160, the City Counc il hereby adopts the amendmen t to the Civic Center
Specific Plan, as contained in Exhibit 1.
SECTION 2. The City Clerk shall certif y to the adoption of this Resolution and
thenceforth and thereafter the same shall be in full force and effect.
APPROVED AS TO FORM:
________________________
MARSHA JONES MOUTRIE
City Attorney

Exhibit 1
THE CIVIC CENTER SPECIFIC PLAN WILL BE AMENDED BY
REPLACING THE EXISTING LANGUAGE WITH THE FOLLOWING:
(The strikethrough sections depict the language that is being removed from the Civic
Center Specific Plan (CCSP) and the italic sections depict new language being added.)
CCSP Modifications – Elimination of Second Street Bridge
Page – 3
The need for a new crossing over the Santa Monica Freeway due to the capacity
constraints of the existing Main Street Bridge
Page – 7
The Civic Center in the Future
The Civic Center will retain its governmental and institutional role, but these uses will be
integrated with new residential, recreational, civic and cultural activities to become a
vibrant mixed use district within the city. New linkages will connect the area to the
surrounding neighborhoods. Main Street will become an integral part of the open space
system and a more significant and central feature which unifies the site. The pedestrian
experience of Palisades Park will be extended through the area and bike paths will
connect with the Downtown, Ocean Park neighborhood and Santa Monica High School.
A new Second Street Bridge will be extended over the freeway directly into the site,
allowing for a mixed-mode connection with Downtown and the Main Street commercial
area beyond. Main Street will be realigned to connect to 2nd Street allowing for a
smoother transition and mixed mode connection from the Civic Center District to the
Downtown and the Main Street commercial areas. A direct visual and physical linkage
will be created to the Beach and Santa Monica Bay – taking advantage of the naturally
declining grades and reinstating Olympic Drive along a corridor that was usurped by the
construction of the Santa Monica Freeway and the RAND complex.
Page – 25 Promenades and Pathways
OS-10. Improve the historic Main Street Bridge to increase pedestrian
friendliness on the linkage between the downtown and the Civic Center. Convert
the historic Main Street Bridge to exclusive pedestrian use, linking the downtown
with the Civic Center. At the other end of Main Street, the permanent closing of the
Main Street Bridge to vehicular traffic and its development for exclusive pedestrian use
greatly strengthens pedestrian linkages between the Civic Center and Downtown. The
distinctive elements of the Main Street Bridge, including its balustrades and pilasters,
and supporting arches are preserved and restored. In addition, the triangular parcel of
city-owned land along Colorado Avenue is improved as a gateway plaza, with a direct
pedestrian link to the Main Street Bridge and the potential to incorporate public art,
commemorative elements or a water feature.

Page – 32 Vehicular Circulation
C-2. Realign Main Street to Second Street to coordinate a smooth transition for
all modes of transportation crossing the Colorado Avenue intersection.Close
Main Street north of Olympic Drive to vehicular traffic, and extend Second Street
south to Olympic Drive. North of Olympic Drive, Main Street is closed to vehicular
traffic in order to accommodate the Town Square, and to create a distinctive northern
visual terminus with the open space and City Services Building. Vehicular and bicycle
traffic along Main Street is channeled toward Second Street, leading across the Santa
Monica Freeway on a new bridge to the downtown core.
Page – 41
Second Street Extension
As described above, the Plan calls for Second Street to be extended south from its
current terminus at Colorado Avenue, across the Santa Monica Freeway on a new
bridge to Olympic Drive. The street is improved with one vehicular lane and one bicycle
lane in each direction, and curbside parking along both sides of the street. Generous
sidewalks and parkway landscaping are provided along the street. This project requires
coordination with the Holiday Inn to minimize construction impacts, and to allow for the
development of a reconfigured drop-off and short-term parking lot for the hotel. The
new bridge across the freeway is envisioned as a distinctive landmark structure that
provides a complementary counterpoint to the historic Main Street Bridge and a new
gateway to the Civic Center from downtown.
Page – 82
I-9. The City of Santa Monica will coordinate with the State of California Department of
Transportation (Caltrans) for the construction of a new Second Street bridge across the
Santa Monica Freeway.
Page – 83
Table 2: Civic Center Specific Plan Improvement Program
The extension of Second Street between Colorado Avenue and Olympic Drive including
the construction of a new bridge across the Santa Monica Freeway. The improvement
of the Main Street Bridge and the existing public right-of-way along Colorado Avenue as
a pedestrian way and gateway plaza to the Civic Center.
THE CIVIC CENTER SPECIFIC PLAN GRAPHICS WILL BE AMENDED BY
REPLACING EXISTING GRAPHICS AS FOLLOWS:
Page -6
The Illustrative Plan is modified as attached hereto to depict the new Main Street
Alignment without the Second Street Bridge Extension.
The graphics on the following pages will be similarly modified to depict the new
alignment.

Additional Graphic Changes:
Page – 10 Open Space Plan
Page – 12 Proposed Open Space and Landscaped Areas
Page – 15 Linkages Diagram
Page – 18 Diagram
Page – 32 Vehicular Circulation
Page – 34 Transit
Page – 37 Bicycle and Pedestrian Pathways
Page – 39 Diagram
Page – 41 Main/Second Street Diagram
Page – 47 Special Use Districts
Page – 50 Illustrative Plan
Page – 57 The Civic Core Special Use District

Attachment B
Colorado Esplanade Plans and Renderings
30

COLORADO ESPLANADE | CITY COUNCIL INFORMATION PACKAGE
PWP LANDSCAPE ARCHITECTURE
739 ALLSTON WAY
BERKELEY, CALIFORNIA 94710
MAY 14, 2013

COLORADO ESPLANADE
PALISADES PARK
THE SITE PLAN COORDINATES AND INCLUDES:
• A HIGHLY VISIBLE AND ICONIC INTEGRATED DESIGN OF UNIQUE ELEMENTS.
• ONE-WAY VEHICULAR TRAFFIC FROM 4TH STREET TO OCEAN AVENUE.
• A WIDE PEDESTRIAN ZONE.
• INTEGRATED WAY FINDING.
• ENHANCED, BALANCED, AND ACCESSIBLE MOVEMENT ROUTES FOR ALL MODES.
2ND STREET
SANTA MONICA PLACE
The Colorado Esplanade has been designed
as a gateway to the heart of Santa Monica
and its major destinations. The Esplanade
will connect the new EXPO Station to points
North, South, East, and West, and will create
a landmark identity for the city that will be
seen by pedestrians, cyclists, drivers, and bus
and light rail riders that approach it on city
streets, as well as from the freeway.
LANDSCAPE ARCHITECTURE
739 ALLSTON WAY
BERKELEY, CA 94710
COLORADO ESPLANADE
CITY OF SANTA MONICA
PASEO DEL MAR
101 COLORADO
AVENUE
HOLIDAY INN
PARKING STRUCTURE 8
COLORADO AVENUE
BLOOMINGDALE’S
BANK OF
THE WEST
MIDAS
OCEAN AVENUE
PALISADES
GARDEN
WALK
PACIFIC COAST HIGHWAY
MAIN STREET
GATEWAY
TRIANGLE
SEARS
4TH STREET
EXPO STATION
-BY OTHERS
POTENTIAL TOD SITE
5TH STREET
OVERALL SITE PLAN
CITY
HALL
2

LANDSCAPE ARCHITECTURE
BERKELEY, CA 94710
COLORADO ESPLANADE
CITY OF SANTA MONICA
LOOKING WEST DOWN THE ESPLANADE
3
VIEW LOOKING WEST FROM EXPO STATION

FRAMING THE VIEW
Preserving the view to the Pier Sign
was a desire of all the constituents.
As a new multi-model corridor, we
thought it important that all modes
of movement be able to participate
in the view corridor to the Pier Sign.
This space allocation diagram
represents the framework for the
Esplanade design and accomplishes
all of these project goals.
LANDSCAPE ARCHITECTURE
BERKELEY, CA 94710
COLORADO ESPLANADE
CITY OF SANTA MONICA
SPACE ALLOCATION AND VIEW FRAMING
CONCEPT DIAGRAM
4

ESPLANADE STREET
TREE GOALS
LANDSCAPE ARCHITECTURE
The Esplanade should be easily
739 ALLSTON WAY
BERKELEY, CA 94710
identif able and an iconic statement
in the City of Santa Monica. A
bold, yet simple planting strategy
can help provide identity to this
corridor. To meet the design
TREE VISIBILITY FROM PCH DIAGRAM
A unique Esplanade Tree will give the
Esplanade identity and visibility from
adjacent locations
goals, the framing tree should
engage the spirit of Santa Monica
as arboretum, it should frame or
highlight the Pier sign, it should
strengthen the identity of the
Esplanade, and it should provide
modulation and dappled shade.
We are currently reviewing a few
COLORADO ESPLANADE
CITY OF SANTA MONICA
species that meet the goals with
the city forester prior to making the
f nal selection.
COLUMNAR OR PYRAMIDAL
FORM TO PRESERVE
VIEWS TO THE PIER SIGN
The low shrub planting down the
Esplanade will be bold, simple and
hardy, maintaining a strong line
which draws ones attention down
EXISTING VIEW DOWN COLORADO
TREE FORM + OPEN CANOPY
STRUCTURE TO PROVIDE
DAPPLED SHADE AND VIEWS
TO THE BUILDINGS
CLEAR TRUNK
the street towards the pier sign
and past many destinations along
the way. Fragrant plants will be
used in moderation along the way
to highlight key moments in the
design.
ESPLANADE TREE PLANTING
VIEW DOWN COLORADO
TREE FORM CRITERIA
5

EXISTING GINGKOS
-TO REMAIN
BLOOMINGDALE’S
4TH STREET
INTERSECTION PLAZA
BANK OF THE WEST
COLORADO AVENUE
4TH
COURT
WIDENED SIDEWALK ON 4 TH STREET
WAY FINDING COMPASS
STRING LIGHTS
-POLE WITH INFORMATIONAL GRAPHICS
FRAMING TREE
-IN ACCENT PAVING
BIKE BUFFER
ESPLANADE PAVING
END OF CYCLE TRACK + FUTURE
CONNECTION TO BROADWAY
-BIKE CONTINUES THROUGH 4 TH COURT
LANDSCAPE ARCHITECTURE
739 ALLSTON WAY
BERKELEY, CA 94710
COLORADO ESPLANADE
CITY OF SANTA MONICA
CYCLE TRACK
-BY OTHERS
VINE OR ART WALL
-BY OTHERS
VINE OR
ART WALL
-BY OTHERS
GRAND STAIRCASE
-BY OTHERS
EXPO
STATION
-BY OTHERS
TERRACED PLANTING WITH
BOLD, FRAGRANT PLANTING
-BY OTHERS
4TH STREET AND COLORADO AVENUE
6

LANDSCAPE ARCHITECTURE
BERKELEY, CA 94710
COLORADO ESPLANADE
CITY OF SANTA MONICA
VIEW OF METRO STATION PLAZA
STATION PLAZA VIEW LOOKING SOUTHEAST
7

PARKING STRUCTURE 8
SANTA MONICA
PLACE
BLOOMINGDALE’S
LANDSCAPE ARCHITECTURE
739 ALLSTON WAY
BERKELEY, CA 94710
STRING LIGHTS
-POLE WITH INFORMATIONAL GRAPHICS
FRAMING TREE
-IN ACCENT PAVING
BIKE BUFFER
ESPLANADE PAVING
COLORADO ESPLANADE
CITY OF SANTA MONICA
CYCLE TRACK
CROSSWALK TO SANTA MONICA
PLACE AND 3 RD STREET
-SIGNALIZED INTERSECTION
- 70’ WIDE CROSSWALK
GATEWAY
TRIANGLE
SEARS
PEDESTRIAN BUFFER
LOW SHRUB PLANTING
WAY FINDING COMPASS
INTERSECTION ENLARGEMENTS
3RD STREET AND COLORADO AVENUE
8

LANDSCAPE ARCHITECTURE
739 ALLSTON WAY
BERKELEY, CA 94710
COLORADO ESPLANADE
CITY OF SANTA MONICA
VIEW OF GATEWAY TRIANGLE AND
WIDENED CROSSWALK TO 3RD STREET
VIEW FROM GATEWAY TRIANGLE TO 3RD STREET PEDESTRIAN CONNECTION
9

The one-way westbound traffic allows
for the realignment of Main Street and
Second Street, which is an important
LANDSCAPE ARCHITECTURE
101 COLORADO AVENUE
BIKE CENTER
PARKING STRUCTURE 8
move to ease the connection between
downtown and the Civic Center across
739 ALLSTON WAY
BERKELEY, CA 94710
the Freeway.
Bike boxes allow for bikes to easily
access the Bike Center and simplify
HOTEL
DRIVEWAY
the movements of bikes heading North
and South off of the cycle track at this
intersection.
BIKE BUFFER
PEDESTRIAN BUFFER
ESPLANADE PAVING
FRAMING TREE
COLORADO ESPLANADE
CITY OF SANTA MONICA
HOLIDAY INN
GATEWAY
TRIANGLE
Appropriate design components will be incorporated into the Colorado Esplanade to provide for safe and effi cient vehicular ingress/egress and
deliveries at the properties located on the south side of Colorado Avenue between Fourth Street and Ocean Avenue through the installation of bike
box and stop bar striping, pedestrian bollards, and differentiated pavement treatment at driveways. In addition, the signal at Colorado/2nd/Main will
include a combination of bicycle signal heads, vehicle signal heads, and pedestrian indications which will allow the fl exibility of signal operations to
provide lead or lag protected/permissive left-turns for vehicles.
LOW SHRUB PLANTING
STRING LIGHTS
-POLE WITH INFORMATIONAL GRAPHICS
WAY FINDING COMPASS
BOLLARD
-AT EDGE OF HOLIDAY INN DRIVEWAY
INTERSECTION ENLARGEMENTS
MAIN STREET l SECOND STREET REALIGNMENT
AT COLORADO AVENUE
10

OCEAN AND COLORADO
The Ocean Avenue and
THE
LOBSTER
INTERSECTION PLAZA
PASEO DEL MAR
TRAFFIC SIGNAL
FRAMING TREE
-IN ACCENT PAVING
BIKE BUFFER
PEDESTRIAN BUFFER
ESPLANADE PAVING
LOW SHRUB PLANTING
STRING LIGHTING
-POLE WITH INFORMATIONAL GRAPHICS
WAY FINDING COMPASS
PGW BENCH AND TRELLIS
- WITH VINES
- BY OTHERS
PGW PAVING
- BY OTHERS
Colorado Avenue intersection is
designed as a scramble intersection,
leading the pedestrian and bicyclist
through the intersection both in the
traditional right angle movement
as well as diagonally, to encourage
the connection between the new
Palisades Garden Walk and the
existing historic Palisades Park, as
envisioned by the Civic Center Specif c
Plan. The intersection plaza includes
a special pattern for the intersection
that extends the lines of the City’s
international-style crosswalk marking
towards the interior of the intersection,
creating a unique and artistic
geometry. The design accentuates the
diagonal pedestrian movement while
also suggesting the complexity and
integration of different modes at this
multi-modal street plaza.
LANDSCAPE ARCHITECTURE
739 ALLSTON WAY
BERKELEY, CA 94710
COLORADO ESPLANADE
CITY OF SANTA MONICA
OCEAN AVENUE
PALISADES
GARDEN WALK
INTERSECTION ENLARGEMENTS
OCEAN AND COLORADO AVENUES
11

LANDSCAPE ARCHITECTURE
BLOOMINGDALE’S
739 ALLSTON WAY
BERKELEY, CA 94710
ESPLANADE PAVING
COLORADO AVENUE
STRING LIGHTS
-POLE WITH INFORMATIONAL GRAPHICS
FRAMING TREE
-IN ACCENT PAVING
COLORADO ESPLANADE
CITY OF SANTA MONICA
CYCLE TRACK
BIKE BUFFER
WIDENED PEDESTRIAN ZONE
WAY FINDING COMPASS
PEDESTRIAN BUFFER
4TH STREET
LOW SHRUB PLANTING
ENLARGEMENT PLAN
TYPICAL PLAN
12

LANDSCAPE ARCHITECTURE
739 ALLSTON WAY
BERKELEY, CA 94710
FRAMING TREE
STRING LIGHTS
COLORADO ESPLANADE
CITY OF SANTA MONICA
STRING LIGHT POLE
- WITH INFORMATIONAL GRAPHICS
- BEYOND
HOLIDAY INN
PLANTING ZONE
PEDESTRIAN BUFFER
BICYCLE BUFFER
PEDESTRIAN ZONE BIKE ZONE VEHICULAR ZONE
PLANTING AND
PEDESTRIAN ZONE
MCDONALDS
TYPICAL CROSS SECTION
13

GATEWAY TRIANGLE
The Gateway Triangle design
LANDSCAPE ARCHITECTURE
PARKING STRUCTURE 8
PARKING GARAGE
ENTRANCE AND EXIT
creates a strong visual gateway
to City Hall, the Civic Auditorium,
739 ALLSTON WAY
BERKELEY, CA 94710
and new Civic Center Parks. The
design consists of a small plaza at
the convergence of a pinwheel of
COLORADO AVENUE
pedestrian pathways that lead from
the Esplanade to the Main Street
Bridge through planting beds f lled
with simple, bold and aromatic
landscape.
ESPLANADE PAVING
PEDESTRIAN BUFFER
COLORADO ESPLANADE
CITY OF SANTA MONICA
BIKE BUFFER
FRAMING TREE
STRING LIGHTS
-POLE WITH INFORMATIONAL GRAPHICS
GATEWAY TRIANGLE COLOR ROWS
SCREENING SHRUB
ACCENT TREE
POSSIBLE ART LOCATION
MAIN STREET
SEARS
ENLARGEMENT PLAN
GATEWAY TRIANGLE
14

LANDSCAPE ARCHITECTURE
739 ALLSTON WAY
BERKELEY, CA 94710
COLORADO ESPLANADE
CITY OF SANTA MONICA
VIEW OF GATEWAY TRIANGLE
15
VIEW OF GATEWAY TRIANGLE

LANDSCAPE ARCHITECTURE
739 ALLSTON WAY
BERKELEY, CA 94710
COLORADO ESPLANADE
CITY OF SANTA MONICA
ESPLANADE PLANTING PALETTE
AGATHIS ROBUSTA
16
BOUGAINVILLEA

LANDSCAPE ARCHITECTURE
739 ALLSTON WAY
BERKELEY, CA 94710
COLORADO ESPLANADE
CITY OF SANTA MONICA
ESPLANADE PLANTING PALETTE
GATEWAY TRIANGLE PALETTE OPTIONS
17

STRING LIGHTING
NIGHT LIGHTING CONCEPT PLAN
Identif ed by the community as
a priority for the Esplanade, the
signature string lighting design is
one of the essential, coordinated and
unifying elements providing a unique
identity to the project. Chosen for its
functional, aesthetic, and low prof le
quality, string lighting strengthens the
corridor by providing a festive, safe
and signature nighttime environment
with the least amount of visual
obstruction for the sidewalk and
roadway.
The vertical poles are located at the
back of the South sidewalk, widening
the open view, and eliminating the
need for separate roadway and
pedestrian light poles. Light poles
on the North side of the street
would either be located in a similar
condition to the present or eliminated
where the string light cables can be
attached to the adjacent buildings,
such as Parking Structure 8. The
overhead light would echo traditional
festive Pier lights and create a
distinctive ambiance at night that
enlivens the area.
LANDSCAPE ARCHITECTURE
739 ALLSTON WAY
BERKELEY, CA 94710
COLORADO ESPLANADE
CITY OF SANTA MONICA
STRING LIGHTING
VIEW DOWN THE ESPLANADE AT NIGHT
18

STRING LIGHTS
WIRE MAY HAVE BREAKAWAY
CONNECTION OR MAY BE
CUT IF NECESSARY FOR FIRE
EMERGENCY
POLE MOUNTED STRING LIGHTING
CABLE CONNECTION TO BUILDING
The lights are energyeff
cient LED bulbs with
a 12.5 year lifespan and
would provide all required
lighting for the Esplanade.
During the day, the low
prof le string lights would
provide an unobstructed
view to the Pier sign from
the Downtown Station. At
night, the lights would create
a sense of place, enlivening
the gateway to the City
and providing a safe, welllit
corridor for pedestrians
making transit transfers or
just out for a stroll.
LANDSCAPE ARCHITECTURE
739 ALLSTON WAY
BERKELEY, CA 94710
COLORADO ESPLANADE
CITY OF SANTA MONICA
CABLES RECEDE IN DAYTIME
26’
STRING LIGHTING
POSSIBLE CONNECTION OF STRING LIGHTING TO PARKING STRUCTURE 8
STRING LIGHTS AT NIGHTTIME
19

LANDSCAPE ARCHITECTURE
739 ALLSTON WAY
BERKELEY, CA 94710
COLORADO ESPLANADE
CITY OF SANTA MONICA
STRING LIGHTING
POSSIBLE FIXTURES
20

PAVING
VIEW OF ESPLANADE PAVING
Designed to run along both sides
of Colorado Avenue and between
5th and Ocean Avenue, the ripple
patterned custom concrete unit
pavers elevate the pedestrian realm,
inspiring movement and resonating
with the natural wave forms of the
ocean and the sand. Santa Monica’s
beach is a destination for residents,
visitors and people of all walks of
life, and the paver design extends
the experience of the beach into the
Downtown. These uniquely shaped
concrete pavers continue the Santa
Monica culture of marking pathways
such as Olympic Drive, the Transit
Mall paving on Broadway and
Santa Monica, and the Third Street
Promenade with identif able and
contextual paving.
LANDSCAPE ARCHITECTURE
739 ALLSTON WAY
BERKELEY, CA 94710
COLORADO ESPLANADE
CITY OF SANTA MONICA
1/8th Inch Joints
PAVING
PAVING LAYOUT AND GEOMETRY
21

LANDSCAPE ARCHITECTURE
739 ALLSTON WAY
BERKELEY, CA 94710
OLYMPIC DRIVE, SANTA MONICA, CA
COPACABANA, RIO DE JANEIRO
COLORADO ESPLANADE
CITY OF SANTA MONICA
CONCRETE UNIT PAVER MATERIAL STUDIES
PAVING
LA RAMBLA, BARCELONA, SPAIN
UC SAN DIEGO
22

PEDESTRIAN BUFFER
The Esplanade design includes a pedestrian buffer element
which both provides clarity and safety between the different
modes of movement. It also functions as a brief resting place
or moment of pause along the length of the Esplanade. The
buffers are divided into smaller elements so they do not invite
people to lie on them and cannot be used by skateboarders.
LANDSCAPE ARCHITECTURE
739 ALLSTON WAY
BERKELEY, CA 94710
PEDESTRIAN BUFFER
2’ X 2’ X 15”
-COMPOSITE WOOD
CYCLE TRACK
COLORADO ESPLANADE
CITY OF SANTA MONICA
PEDESTRIAN BUFFER CONCEPT IMAGE
1’ 2’ 1’-6”
14”
PEDESTRIAN BUFFERS
22’-0”
PEDESTRIAN BUFFER PLAN AND SECTION
VIEW OF PEDESTRIAN BUFFER
23

N
Downtown
WAY FINDING
W
Bike Station
Santa Monica
Pier
Palisades
Garden Walk
c
Civic Center
S
Santa Monica
Place
High School
Metro Station
E
Clarity in way f nding is an important
element for the downtown. In
addition to using way f nding
signage and signals that are
integrated into a city-wide standard,
the Esplanade proposes the use of
an inlaid way f nding compass that
is integrated into the ground plane.
This element will orient people to
key destination and locations in the
surrounding area.
LANDSCAPE ARCHITECTURE
739 ALLSTON WAY
BERKELEY, CA 94710
COLORADO ESPLANADE
CITY OF SANTA MONICA
Bike Station
Downtown
Santa Monica
Place
Santa Monica
Pier
Metro Station
Palisades
Garden Walk
Civic Center
7’
High School
3/8” EPOXY
TERRAZZO
DIVIDER STRIP
WAY FINDING COMPASS
CONCEPT DIAGRAM
CONCRETE
SLAB
WAY FINDING COMPASS CONCEPT PLAN
INLAID WAY FINDING CONCEPT IMAGES
POSSIBLE INSTALLATION METHOD
24

1909 - The Municipal Pier is built, joining with the Newcomb Pier to become our beloved Santa Monica Pier.
1912 - Ocean Park Pier burns down, as does the “Million Dollar” amusement pier built in its place.
1916 – The Carousel Building is built by Charles Looff. It has been faithfully restored in 1983, and remains one of the few surviving
all-wooden Carousels in the world.
1917 - Sightings of a great Sea Serpent take the town by storm, until the monster is realized to be a giant string of kelp.
LANDSCAPE ARCHITECTURE
739 ALLSTON WAY
BERKELEY, CA 94710
1920 - Beach volleyball fi rst appears on the shores of Santa Monica.
1936 - Route 66 is extended from Downtown Los Angeles to Santa Monica.
1938 – Santa Monica City Hall is built by architects Donald B. Parkinson and Joseph M. Estep in the style of Deco Moderne.
1945 – KCRW is founded as the College Radio Workshop to train servicemen returning from World War II in the then-new technology,
FM broadcasting.
1961 – The last of Santa Monica’s Red Cars is retired, a relic of the fi rst rail system built in the late 1800s.
1982 – Sylvester Stallone (Rocky Balboa) trains on the streets of Santa Monica in Rocky III.
2010 - Santa Monica’s population grew from 417 in 1880 to 89,736 in 2010.
EXAMPLES OF POTENTIAL TIMELINE TEXT
COLORADO ESPLANADE
CITY OF SANTA MONICA
26’
12’
6’
Timeline
c c c c c c c c c c
2013
1990
1982
1961
1960
1945
1936
1916
1912
1909
METRO LIGHT RAIL
In 2015
The Municipal Pier is
built, joining with the
Newcomb Pier to
become our beloved Santa
Monica Pier. The pier, the
oldest in California, is half a
mile long and is built from
wood cut down from forests
in Oregon.
INFORMATIONAL INFRASTRUCTURE
POLES AS INFORMATIONAL GRAPHICS
Scale: 1” = 1’-0”
TIMELINE CONCEPT
INFORMATIONAL GRAPHICS
25

City Council Report
To:
From:
Subject:
City Council Meeting: May 14, 2013
Agenda Item: 11-A
Mayor and City Council
David Martin, Planning and Community Development Director
Amendment and Expansion of Preferential Parking Zone E
Recommended Action
Staff recommends that the City Council:
1. Amend the regulations to “Two hour parking 9 a.m. to 6 p.m. and no parking 6 p.m.
to 9 a.m. daily, except by permit” for Preferential Parking Zone E which includes the
following blocks:
• 21 st Place and 22 nd through 25 th Streets between San Vicente Boulevard and
Carlyle Avenue
• 26 th Street between Georgina Avenue/Brentwood Terrace and Marguerita
Avenue/Baltic Street
• Georgina and Carlyle Avenues between 21 st Place and 25 th Street
Expand Preferential Parking Zone E to include two additional blocks:
• Georgina and Carlyle Avenues between 25 th and 26 th Streets
2. Approve the attached Resolution amending Preferential Parking Zone E and
amending Resolution 9344 CCS (Resolution of the City Council of the City of Santa
Monica Re-Establishing Various Preferential Parking Zones) by replacing Exhibit A.
Executive Summary
Residents of the 2500 block of Georgina Avenue between 25 th and 26 th Streets have
submitted a petition to be included in the existing preferential parking zone. They assert
that nonresident parking in the neighborhood generated by 26 th Street restaurants is
impacting their ability to find parking near their homes, particularly at night. In addition,
the residents of the 2400 block of Georgina Avenue between 24 th and 25 th Streets have
petitioned to add overnight restrictions to the current two hour daytime restrictions. Staff
recommends expanding Zone E to include the 2500 blocks of both Georgina and
Carlyle Avenues and amending the preferential parking regulations in this Zone E to
address non-resident parking. The proposed regulations are: “Two hour parking 9 a.m.
to 6 p.m. and no parking 6 p.m. to 9 a.m. daily, except by permit.” Significant additional
revenue is not anticipated as a result of this action. New signage would be required at
an estimated cost of $1,000.
1

Background
Preferential parking is a t ool the City uses to manage non-resident parking on
residential streets, as authorized by Santa Monica Municipal Code Chapter 3.08 and the
California Vehicle Code. Preferential parking regulations manage the use of on-street
parking to assist residents in finding parking near their home. Only residents who live on
a block with preferential parking restrictions are eligible to purchase a permit. Permits
may be used within two block faces of the permit owner’s address.
Residents may petition to modify the regulations in a preferential parking zone at any
time. Upon receipt of a pet ition representing two-thirds of the residential units on a
block, a parking occupancy study of the neighborhood is conducted and a community
meeting is held. In evaluating the petitions, staff typically evaluates the larger
neighborhood, rather than an individual block due to the potential for parking
displacement when regulations are changed. Staff typically recommends that Council
pre-approve preferential parking regulations for the entire zone to streamline and
expedite the process for adjacent blocks should some displacement occur. The Council
considers the preferential parking request and Municipal Code requirements to approve
the amendment of a preferential parking zone.
Once Council amends preferential parking regulations, the changes are implemented on
the block or blocks that have submitted qualifying petitions. Changes are not
implemented on blocks that have been pre-approved by the Council until the time that
the residents of those blocks submit qualifying petitions representing two-thirds of the
residential units on the block.
Discussion
Zone E was established by Council on November 26, 1985 and amended on February
27, 2001. Refer to Attachment B for a map of the area parking regulations. It is
comprised of the area bounded by: San Vicente Boulevard, 25 th Street, Carlyle Avenue
and 21 st Place. It also includes 26 th Street between Georgina Avenue/Brentwood
Terrace and Marguerita Avenue/Baltic Street. The neighborhood is predominately single
2

family homes and commercial uses along 26 th Street between San Vicente Boulevard
and Georgina Avenue. The existing regulations in Zone E are “two hour parking 9 a.m.
to 6 p.m. Monday through Saturday, except by permit.”
In April 2012, a petition was submitted to include the 2500 block of Georgina Avenue
between 25 th and 26 th Streets in the preferential parking zone. The petition represented
75% of the households on t he block. The petition specifically requested overnight
restrictions. This block and the 2500 block of Carlyle Avenue are not included in Zone
E, even though they are surrounded by blocks that are included in the Zone.
A parking occupancy study was conducted of the petitioning block and immediately
adjacent blocks. The parking occupancy was observed hourly on Saturday, June 23 and
Tuesday, June 26, 2012 between 3 p.m. and 11 p.m. The study indicates a range of
occupancies throughout the neighborhood. High weekday and w eekend occupancies
were observed along the petitioning block, which is understandable given its proximity
to the commercial uses along 26 th Street. Maps of the peak parking occupancies are
included as Attachment C.
A community meeting was held October 29, 2012 to discuss amending the preferential
parking regulations. Five community members were in attendance. Participants
identified an increase in the number of restaurants in the vicinity as contributing to the
evening parking problem. There was a consensus among the group that the 2500 block
of Georgina Avenue should have the recommended parking regulations. Full meeting
comments are included as Attachment D. After the community meeting, the 2400 block
of Georgina Avenue between 24 th and 25 th Streets submitted a pet ition representing
100% of the households to add overnight restrictions as well.
Staff sent a survey to all households in Zone E to determine whether they were in favor
of adding overnight restrictions to their blocks as well. Thirty households responded,
with an even split between households on blocks with preferential parking regulations
and those without. The majority of the respondents on the blocks in Zone E with
3

preferential parking regulations (24 th through 26 th Streets) were in favor of adding
overnight restrictions, while the majority of the respondents on blocks without
preferential parking regulations (21 st Place through 23 rd Street) were opposed to the
change.
Staff recommends approving all blocks in Zone E for the recommended regulations:
“Two hour parking 9 a. m. to 6 p.m. and no parking 6 p.m. to 9 a.m. daily, except by
permit.” This action will allow all blocks within the Zone to petition for the same
regulations that neighboring streets have and av oid the confusion of two sets of
regulations within the Zone.
Alternatives
The Council could maintain the existing conditions or adopt different hours and types of
restrictions than recommended.
Environmental Analysis
The proposed project has been d etermined to be c ategorically exempt from the
provisions of the California Environmental Quality Act (CEQA), pursuant to Article 19,
Section 15301 (c) which defines Class 1 exempt projects in the following way: "Class 1
consists of the operation, repair, maintenance, permitting, leasing, licensing, or minor
alteration of existing public or private structures, facilities, mechanical equipment, or
topographical features, involving negligible or no expansion of use beyond that existing
at the time of the lead agency’s determination." This exemption includes: “Existing
highways and s treets, sidewalks, gutters, bicycle and pe destrian trails, and similar
facilities." Preferential parking zones involve only the issuance of permits for the use of
an existing public street and include negligible or no expansion of this existing use.
Next Steps
If the preferential parking regulations are amended, they will be implemented on the
petitioning blocks within 8 w eeks. Regulations will be i mplemented on the remaining
blocks upon receipt of a qualifying two-thirds petition from the residents of that block.
Blocks that have preferential parking regulations would be eligible to petition for the
4

new, more restrictive regulations. Pre-approved blocks would only be eligible to petition
for the new regulations.
Per Council’s direction, staff plans to undertake an evaluation of the preferential parking
program this year to determine ways in which the program could be enhanced to further
improve parking in residential areas.
Financial Impacts & Budget Actions
It is not estimated that this change will result in new permit sales as most blocks in this
area already have preferential parking regulations. New signage will need to be ordered
and installed at an estimated cost of $1,000. Funds for the purchase and installation of
new signage are available in account 01416.544010.
Prepared by: Jason Kligier, AICP, Transportation Planning Associate
Approved:
Forwarded to Council:
David Martin
Director, Planning and Community
Development
Rod Gould
City Manager
Attachments:
A. Resolution Establishing Preferential Parking, Exhibit A – Preferential Parking
Zones
B. Existing parking regulations map
C. Parking occupancy data maps
D. Community meeting comments
5

City Council Meeting May 14, 2013
ATTACHMENT A
Santa Monica, California
RESOLUTION NUMBER _________ (CCS)
(City Council Series)
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SANTA MONICA
AMENDING AND EXPANDING PREFERENTIAL PARKING ZONE E AND AMENDING
RESOLUTION 9344 “PREFERENTIAL PARKING ZONES” CCS BY REPLACING
EXHIBIT A
WHEREAS, the Planning and Community Development Department has
received a petition requesting the amendment and expansion of a preferential parking
zone; and
WHEREAS, the petition to be signed by residents living in two-thirds (67%) of the
dwelling units comprising not less than fifty percent (50%) of the developed frontage of
the proposed preferential parking zone have been verified; and
WHEREAS, the Planning and Community Development Department has
undertaken such studies and surveys deemed necessary to determine whether a
preferential parking zone should be designated in the above area; and
WHEREAS, the City Council hereby finds that the proposed area meets the
designation criteria set forth in Municipal Code Section 3.08.040; and
1

WHEREAS, consistent with long standing City practice, preferential parking
regulation for additional blocks in the vicinity will be implemented once the appropriate
number of signatures have been submitted and verified.
NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF SANTA MONICA
DOES RESOLVE AS FOLLOWS:
SECTION 1. Preferential Parking Zone E is hereby amended. The regulations for
Preferential Parking Zone E are as follows:
(a) The following named and d escribed streets within the City shall
constitute Preferential Parking Zone E:
1. 21st Place, 22nd Street, 23rd Street, 24th Street and 25th Street
between San Vicente Boulevard and Carlyle Avenue
2. 26th Street between Georgina Avenue/Brentwood Terrace and
Marguerita Avenue/Baltic Street
3. Georgina Avenue and Carlyle Avenue between 21st Place and
26th Street
(b) No vehicle shall be parked adjacent to any curb within Zone E for
more than two hours between the hours of 9 a.m. and 6 p.m. daily,
and no vehicle shall be parked adjacent to any curb between the
hours of 6 p.m. and 9 a.m. daily, except by permit.
SECTION 2. In all preferential parking zones, vehicles displaying valid residential
parking permits for the proper zone shall be exempt from posted preferential parking
regulations.
SECTION 3. In all preferential parking zones, preferential parking restrictions
shall be implemented and posted in an eligible block within the zone upon receipt and
2

verification of a q ualifying petition representing two-thirds of the dwelling units and at
least 50% of the abutting frontage on that block.
SECTION 4. Exhibit A to this Resolution, attached hereto and incorporated
herein by reference, hereby delineates all preferential parking zones established in the
City including but not limited to Zone E.
SECTION 5. If there are any inconsistencies between the provisions adopted in
this Resolution and any adopted prior resolution, the provisions of this Resolution shall
take precedence.
SECTION 6. The City Clerk shall certify to the adoption of this Resolution, and
thenceforth and thereafter the same shall be in full force and effect.
APPROVED AS TO FORM:
_________________________
MARSHA JONES MOUTRIE
City Attorney
3

Exhibit A: Preferential Parking Zones
Zone A [Ord. No. 1296CCS, adopted 1/24/84]
No vehicle shall be parked adjacent to any curb between the hours of 9 a.m. and 6 p.m.
daily, except by permit on the following street:
1. Vicente Terrace between Ocean Avenue and Appian Way
Zone B [Ord. No. 1404CCS, adopted 3/10/87]
No vehicle shall be parked adjacent to any curb, except by permit on the following
streets:
1. Bicknell Avenue, Pacific Street and Strand Street between Neilson Way and
Ocean Avenue
2. Hollister Avenue between Neilson Way and Ocean Avenue/Barnard Way
3. Ocean Park Boulevard (north side only), Fraser Avenue, Hart Avenue and
Wadsworth Avenue between Neilson Way and Barnard Way
Zone C [Ord. No. 1310CCS, adopted 8/14/84]
No vehicle shall be parked adjacent to any curb between the hours of 6 p.m. and 2 a.m.
daily, except by permit on the following streets:
1. 2 nd Street and 3 rd Street between Ocean Park Boulevard and the south City limits
2. Beach Street between 2 nd Street and 3 rd Street
3. Ashland Avenue and Marine Street between Main Street and 3 rd Street
4. Hill Street between Main Street and 4 th Street
Zone D [Ord. 1324CCS, adopted 1/8/85; amended by Ord. No. 1371CCS, adopted
5/13/86]
No vehicle shall be parked adjacent to any curb between the hours of 12 a.m. and 2
a.m. and 9 p.m. and 12 a.m. Monday—Friday, all day on Saturday and Sunday or for
more than 2 hours between the hours of 9 a.m. and 6 p.m. Monday—Friday, except by
permit on the following street:
1. Stanford Street between Wilshire Boulevard and Lipton Avenue
Zone E [Ord. No. 1346CCS, adopted 11/26/85; amended by Reso. No. 9627, adopted
2/27/01; amended by Reso. No. ____, adopted 5/14/13]
No vehicle shall be parked adjacent to any curb for more than 2 hours between the
hours of 9 a.m. and 6 p.m. daily and no vehicle shall be parked adjacent to any curb
between the hours of 6 p.m. and 9 a.m. daily, except by permit on the following streets:
1. 21 st Place, 22 nd Street, 23 rd Street, 24 th Street and 25 th Street between San
Vicente Boulevard and Carlyle Avenue
2. 26 th Street between Georgina Avenue/Brentwood Terrace and Marguerita
Avenue/Baltic Street
3. Georgina Avenue and Carlyle Avenue between 21 st Place and 26 th Street
Zone F [Ord. No. 1354CCS, adopted 1/14/86]
No vehicle shall be parked adjacent to any curb for more than 2 hours between the
hours of 7 a.m. and 6 p.m. daily, except by permit on the following streets:
2

1. Hill Street and Raymond Street between Lincoln Boulevard and 7 th Street
Zone G [Ord. No. 1359CCS, adopted 3/25/86; amended by Ord. No. 1903CCS Sec. 1,
adopted 2/24/98; amended by Reso. No. 9870, adopted 6/24/03; amended by Reso No.
10398, adopted 6/9/09]
No vehicle shall be parked adjacent to any curb for more than 2 hours between the
hours of 9 a.m. and 9 p.m. Monday—Saturday, except by permit on the following
streets:
1. Lincoln Boulevard, 9 th , 10 th , 11 th , 12 th , Euclid, 14 th , 15 th , 16 th and 17 th Streets
between Idaho and Alta Avenues,
2. Idaho Avenue between Lincoln Boulevard and 17 th Street, and
3. Alta Avenue (south side only) between 9 th and 17 th Streets
Zone H [Reference: Ord. No. 1469CCS, adopted 3/28/89; amended by Reso. No.
9642, adopted 4/10/01]
No vehicle shall be parked adjacent to any curb for more than 2 hours between the
hours of 9 a.m. and 6 p.m. daily, except by permit on the following streets:
1. 31 st , 32 nd , 33 rd and 34 th Streets between Pearl Street and Ocean Park Boulevard
2. Pearl Street between 26 th and 27 th Streets
3. Pearl Street between 29 th Street and Centinela Avenue
No vehicle shall be parked adjacent to any curb for more than 2 hours between the
hours of 9 a.m. and 6 p.m. Monday—Friday, except by permit on the following street:
1. 30 th Street between Pearl Street and Ocean Park Boulevard
Zone I [Ord. No. 1360CCS, adopted 3/25/86; amended by Reso. No. 9544 adopted
7/25/00]
No vehicle shall be parked adjacent to any curb between the hours of 6 p.m. and 2 a.m.
or for more than 2 hours between the hours of 9 a.m. and 6 p.m. daily, except by permit
on the following streets:
1. 2 nd and 3 rd Streets between Ocean Park Boulevard and Strand Street
2. Strand Street, Hollister Avenue and Ocean Park Boulevard between Main Street
and 3 rd Street
3. Norman Place between Main Street and 2 nd Street
4. Mills Street between 2 nd Street and 3 rd Street
Zone J [Ord. No. 1365CCS, adopted 4/22/86]
No vehicle shall be parked adjacent to any curb between the hours of 7 a.m. and 7 p.m.
daily, except by permit on the following street:
1. 24 th Street between Santa Monica Boulevard and Broadway
Zone K [Ord. No. 1430CCS, adopted 4/11/89; amended by Ord. No. 1567CCS Sec. 1,
adopted 2/26/91; amended by Reso. No. 9836, adopted 2/25/03; amended by Reso.
No. 10413, adopted 6/23/09]
3

No vehicle shall be parked adjacent to any curb for more than 2 hours between the
hours of 9 a.m. and 8 p.m. Monday—Saturday, except by permit on the following
streets:
1. 16 th Street between California and Washington Avenues
2. 17 th , 18 th and 19 th Streets between Wilshire Boulevard and Washington Avenue
3. California Avenue between 16 th and 20 th Streets
4. Washington Avenue between 17 th and 20 th Streets
No vehicle shall be parked adjacent to any curb for more than 2 hours between the
hours of 9 a.m. and 6 p.m. daily, and no vehicle shall be parked between the hours of 6
p.m. and 2 a.m. daily, except by permit on the following streets:
1. California Avenue between 14 th and 16 th Streets
2. 14 th , 15 th and 16 th Streets between Wilshire Boulevard and California Avenue
Zone L [Ord. No. 1444CCS, adopted 6/14/88; amended by Ord. No. 1603CCS Sec. 1,
adopted 10/8/91; amended by Ord. No. 1871CCS Sec. 1, adopted 1/14/97; amended by
Reso. No. 12463, adopted 12/7/99; amended by Reso. No. 9768, adopted 6/11/02]
No vehicle shall be parked adjacent to any curb between the hours of 8 a.m. and 8 p.m.
Monday—Thursday, and 8 a.m. and 5 p.m. Friday, except by permit on streets included
within the following named and described area:
The area bounded by Ashland Avenue between 23 rd and 11 th Streets on the
south; 11 th Street between Ashland Avenue and Ocean Park Boulevard, Ocean
Park Boulevard between 11 th and 10 th Streets, 10 th Street between Ocean Park
Boulevard and the Santa Monica Freeway on the west; the Santa Monica
Freeway between 10 th Street and Cloverfield Boulevard on the north; Cloverfield
Boulevard between the Santa Monica Freeway and Ocean Park Boulevard,
Ocean Park Boulevard between Cloverfield Boulevard and 23 rd Street, 23 rd Street
between Ocean Park Boulevard and Ashland Avenue on the east.
Zone M [Ord. No. 1546CCS, adopted 9/25/90]
No vehicle shall be parked adjacent to any curb between the hours of 10 p.m. and 2
a.m., or for more than 2 hours between the hours of 9 a.m. and 10 p.m. daily, except by
permit on the following streets:
1. 3 rd Street between Pico Boulevard and Strand Street
2. Bay and Pacific Streets between Neilson Way and 3 rd Street
3. Bicknell Avenue between Neilson Way and 4 th Street
Zone N [Ord. No. 1550CCS, adopted 10/9/90; amended by Reso. 10186, adopted
11/28/06]
No vehicle shall be parked adjacent to any curb between the hours of 9 a.m. and 2 a.m.
Monday—Saturday, and 3 p.m. and 2 a.m. Sunday, except by permit on the following
streets:
1. 14 th , 15 th , 16 th , 17 th , 18 th and 19 th Streets between Wilshire Boulevard and Santa
Monica Boulevard
2. Arizona Avenue between 14 th and 20 th Streets
4

Zone O [Reso. No. 9836, adopted 2/25/03]
No vehicle shall be parked adjacent to any curb for more than 2 hours between the
hours of 9 a.m. and 6 p.m. Monday—Saturday, and no vehicle shall be parked for any
time between the hours of 6 p.m. and 2 a.m. daily, except by permit on the following
streets:
1. Lincoln Boulevard, 9th, 12th, and Euclid Streets between Wilshire Boulevard and
California Avenue
2. California Avenue between Lincoln Boulevard and 14th Street
No vehicle shall be parked adjacent to any curb for more than 2 hours from between the
hours of 9 a.m. and 6 p.m. Monday—Saturday, and for more than 2 hours between 1
p.m. and 6 p.m. Sunday, and no vehicle shall be parked for any time between the hours
of 6 p.m. and 2 a.m. daily, except by permit on the following streets:
1. 10 th and 11 th Streets between Wilshire Boulevard and California Avenue
Zone P [Ord. No. 1474CCS, adopted 4/11/89]
No vehicle shall be parked adjacent to any curb, except by permit on the following
street:
1. Barnard Way frontage road
The annual fee for each permit issued for Preferential Parking Zone P shall be $15.00
for the first permit and $100.00 for each additional permit, or such other fee as may be
established from time to time by resolution of the City Council.
Zone Q [Ord. No. 1541CCS, adopted 9/11/90]
No vehicle shall be parked adjacent to any curb, except by permit on the following
street:
1. 25 th Street between Santa Monica Boulevard and Broadway
Zone R [Ord. No. 1560CCS, adopted 1/8/91]
No vehicle shall be parked adjacent to any curb between the hours of 7 a.m. and 12
midnight daily, except by permit on the following named and described area:
The area bounded by 20 th Street, Wilshire Boulevard, 26 th Street and Broadway,
excluding 24 th and 25 th Streets between Santa Monica Boulevard and Broadway,
and excluding 26 th Street.
Zone S [Reso. No. 10038, adopted 5/17/05]
No vehicle shall be parked adjacent to any curb between the hours of 7 a.m. and 6 p.m.
Monday—Friday, except by permit on the following streets:
1. Franklin Street between Colorado and Nebraska Avenues
2. Berkeley Street between Colorado and Pennsylvania Avenues
3. Pennsylvania Avenue between Stanford Court and Centinela Avenue
4. Nebraska Avenue (north side only) between Berkeley Court and Centinela
Avenue
5

Zone T [Ord. No. 1545CCS, adopted 10/2/90; amended 12/18/01 Reso. 9736CCS;
amended 5/14/13 Reso. ____CCS (Includes UU, originally adopted 9/14/99 by Reso.
No. 9438)]
No vehicle shall be parked adjacent to any curb between the hours of 8 a.m. and 10
p.m. daily, except by permit on:
1. Exposition Boulevard, Delaware Avenue, and Virginia Avenue between Stewart
Street and Centinela Avenue
2. Stewart Street, Yorkshire Avenue, Dorchester Avenue, and Warwick Avenue
between Exposition Boulevard and Virginia Avenue
3. 34th Street between Exposition Boulevard and Delaware Avenue
Zone U [Reso. No. 10246, adopted 9/11/07]
No vehicle shall be parked adjacent to any curb for more than 2 hours between the
hours of 7 a.m. and 6 p.m. Monday—Friday, except by permit on the following streets:
1. Bay Street between 4 th and 6 th Streets
2. 6 th Street between Bay Street and Ocean Park Boulevards
3. 5 th Street between Bay Street and Ocean Park Boulevard
4. 7 th Street between Grant Street and Ocean Park Boulevard
5. Grant Street between Lincoln Boulevard and 6 th Street
6. Pacific Street between Lincoln Boulevard and 4 th Street
7. Strand Street between 7 th and 4 th Streets
8. Kensington Road between 7 th Street and Beverley Avenue
9. Hollister Avenue between Beverley and 4 th Street
10. Beverley Avenue between Kensington Road and Ocean Park Boulevard
No vehicle shall be parked adjacent to any curb between the hours of 7 a.m. and 6 p.m.
Monday—Friday, except by permit on the following streets:
1. Bay Street between Lincoln Boulevard and 6 th Street
2. 6 th Street between Pico Boulevard to deadend (eastern portion of 6 th Street)
Zone V [Ord. No. 1592CCS Sec. 1, adopted 7/23/91]
No vehicle shall be parked adjacent to any curb between the hours of 8 a.m. and 6 p.m.
daily, except by permit on the following streets:
1. Pine and Maple Streets between Lincoln Boulevard and 10 th Street
Zone W [Ord. No. 1593CCS Sec. 1, adopted 7/23/91; amended 10/10/00 Reso. No.
9587]
No vehicle shall be parked adjacent to any curb for more than 2 hours between the
hours of 9 a.m. and 6 p.m., Monday—Friday, except by permit on the following streets:
1. 29th Street between Pearl Street and Ocean Park Boulevard
2. Pearl Street between 27th Street and 29th Street
No vehicle shall be parked adjacent to any curb between the hours of 9 a.m. and 6 p.m.,
Monday—Friday, except by permit on the following street:
1. 28 th Street between Pearl Street and Ocean Park Boulevard
6

Zone X [Ord. No. 1594CCS Sec. 1, adopted 7/23/91; amended 5/27/08 Reso. No.
10296]
No vehicle shall be parked adjacent to any curb between the hours of 6 p.m. overnight
until 9 a.m. daily or for more than 2 hours between the hours of 9 a.m. and 6 p.m. daily,
except by permit on the following streets:
1. Stanford Street between Wilshire Boulevard and Santa Monica Boulevard
2. Berkeley Street between Wilshire Boulevard and Santa Monica Boulevard
3. Franklin Street between Wilshire Boulevard and Santa Monica Boulevard
4. Arizona Avenue between Yale Street and Centinela Avenue
Zone Y [Reso. No. 10574CCS, adopted 4/26/11]
No vehicle shall be parked adjacent to any curb for more than 2 hours between the
hours of 8 a.m. and 6 p.m. Monday—Friday, except by permit on the streets within the
following named and described area:
The area bounded by Ashland Avenue, 23rd Street, Dewey Street, and 16th
Street, excluding Ashland Avenue.
Zone Z [Ord. No. 1640CCS Sec. 1, adopted 8/11/92]
No vehicle shall be parked adjacent to any curb between the hours of 8 a.m. and 6 p.m.
daily, except by permit on the following street:
1. Cedar Street between Lincoln Boulevard and 10 th Street
Zone AA [Ord. No. 1681CCS Sec. 1, adopted 6/1/93]
No vehicle shall be parked adjacent to any between the hours of 8 a.m. and 6 p.m.
daily, except by permit within the following named and described area:
The area bounded by Kensington Road, 7 th Street, Pine Street, and Lincoln
Boulevard, excluding Lincoln Boulevard.
Zone BB [Ord. No. 1682CCS Sec. 1, adopted 6/1/93]
No vehicle shall be parked adjacent to any curb for more than 1 hour between the hours
of 9 a.m. and 6 p.m. Monday—Friday, except by permit on the following street:
1. Yale Street between Wilshire Boulevard and Washington Avenue
Zone CC [Ord. No. 10631CCS Sec. 1, adopted 11/8/11]
No vehicle shall be parked adjacent to any curb for more than 2 hours between the
hours of 8 a.m. and 6 p.m. Monday—Friday, except by permit on the following streets:
1. Ashland Avenue, Oak and Hill Streets between 23rd and 25th Streets
2. Pier Avenue between 23rd and Clover Streets
Zone DD [Ord. No. 1797CCS Sec. 1, adopted 4/25/95; amended 1/22/13 Reso. No.
10727(CCS)]
No vehicle shall be parked adjacent to any curb for more than 2 hours between the
hours of 8 a.m. and 6 p.m. daily, except by permit on the following streets:
1. 24 th (southern half of block), 25 th and 26 th Streets between Pico Boulevard and
Pearl Street
7

No vehicle shall be parked adjacent to any curb between the hours of 8 a.m. and 6 p.m.
daily, except by permit on the following street segment:
1. 24 th Street (northern half of block) between Pico Boulevard and Pearl Street
No vehicle shall be parked adjacent to any curb for more than 2 hours between the
hours of 8 a.m. and 6 p.m. Monday—Friday, except by permit on the following streets:
1. Pearl Street between Cloverfield Boulevard and 26 th Street
2. 24 th Street north of Ocean Park Boulevard to Grant School
3. 25 th and 26 th Streets between Pearl Street and Ocean Park Boulevard
Zone EE [Ord. No. 1848CCS Sec. 1, adopted 5/14/96; amended 1/27/09 Reso. No.
10379]
No vehicle shall be parked adjacent to any curb between the hours of 8 a.m. and 6 p.m.
daily, except by permit on the following streets:
1. Navy and Ozone Streets between Longfellow and 7th Streets
No vehicle shall be parked adjacent to any curb, except by permit on the following
streets:
1. Navy and Ozone Streets between Longfellow Street and Lincoln Boulevard
2. Longfellow Street between Ozone and Marine Streets
Zone FF [Ord. No. 1849CCS Sec. 1, adopted 5/14/96]
No vehicle shall be parked adjacent to any curb between the hours of 8 a.m. and 6 p.m.
daily, except by permit on the following street:
1. Strand Street between Lincoln Boulevard and 7th Street
Zone GG [Ord. No. 1850CCS Sec. 1, adopted 5/14/96; amended by Reso. No.
10677(CCS), adopted 5/08/12]
No vehicle shall be parked adjacent to any curb, except by permit on the following
streets:
1. 7 th Street between Michigan Avenue and Pico Boulevard
2. Michigan Avenue between 7 th Street and Lincoln Boulevard
Zone HH [Ord. No. 1846CCS Sec. 1, adopted 3/26/96]
No vehicle shall be parked adjacent to any curb between the hours of 6 p.m. and 8 a.m.
daily, except by permit on the streets within the following named and described area:
The area bounded by Adelaide Drive, 7 th Street, San Vicente Boulevard and
Ocean Avenue.
Zone II [Ord. No. 1908CCS Sec. 1, adopted 3/24/98]
No vehicle shall be parked adjacent to any curb between the hours of 8 a.m. and 12
a.m. midnight daily, except by permit on the streets within the following named and
described area:
The area bounded by 26 th Street, Santa Monica Boulevard, Yale Street and
Colorado Avenue.
8

Zone KK [Ord. No. 1905CCS Sec. 1, adopted 3/24/98; amended by Reso. No. 9487,
adopted 2/22/00; amended by Reso. No. 9798, adopted 9/10/02]
No vehicle shall be parked adjacent to any curb between the hours of 9 a.m. and 9 p.m.
Monday—Saturday, except by permit on the following streets:
1. 14 th , 15 th , 16 th , 17 th , 18 th and 19 th Streets between Santa Monica Boulevard and
Colorado Avenue
Zone LL [Ord. No. 1904CCS Sec. 1, adopted 2/24/98; amended by Reso. No. 10104,
adopted 1/10/06]
No vehicle shall be parked adjacent to any curb for more than 2 hours between the
hours of 9 a.m. and 6 p.m. Monday—Saturday, except by permit on the following
streets:
1. Centinela Avenue, Franklin Street and Berkeley Street between Wilshire
Boulevard and Lipton Avenue
Zone MM [Reso. No. 9751(CCS), adopted 3/5/02; amended by Reso. No. 9937,
adopted 3/23/04; amended by Reso. No. 10677(CCS), adopted 5/8/12]
No vehicle shall be parked adjacent to any curb for more than two hours from 7 a.m.
until 9 p.m. Monday—Friday, and from 9 a.m. until 6 p.m. Saturday, except by permit on
the following streets:
1. Bay, Grant and Pacific Streets between Lincoln Boulevard and 10 th Street (north
side of street only)
2. Pearl Street between Lincoln Boulevard and 10 th Street
No vehicle shall be parked adjacent to any curb for more than two hours between 9 a.m.
and 6 p.m. daily and no vehicle shall be parked adjacent to any curb from 6 p.m. to 9
a.m. daily, except by permit on the following streets:
1. Michigan Avenue between Lincoln Boulevard and 10 th Street
2. 9 th Street between Pico Boulevard and the Santa Monica Freeway
Zone NN [Reso. No. 10737(CCS), adopted 3/12/13]
No vehicle shall be parked adjacent to any curb for more than two hours from 9 a.m.
until 6 p.m. daily, and no vehicle shall be parked adjacent to any curb from 6 p.m. until 2
a.m. daily, except by permit on the following streets:
1. Lincoln Boulevard, 9 th , 10 th , 11 th , 12 th , Euclid, and 14 th Streets between Idaho and
California Avenues
2. 15 th Street between Idaho and Washington Avenues
3. Washington Avenue between Lincoln Boulevard and 16 th Street
No vehicle shall be parked adjacent to any curb for more than two hours between 9 a.m.
and 10 p.m. daily, except by permit on the following streets:
1. Montana and Idaho Avenues between 17 th and 20 th Streets
2. Washington Avenue between 16 th and 17 th Streets
3. 16 th and 17 th Streets between Idaho and Washington Avenues
4. 18 th and 19 th Streets between Montana and Washington Avenues
9

Zone PP [Ord. No. 1913CCS Sec. 1, adopted 5/26/98]
No vehicle shall be parked adjacent to any curb between the hours of 8 a.m. and 9 p.m.
daily, except by permit on the following street:
1. Stewart Street between Pico Boulevard and Kansas Avenue
Zone QQ [Reso. No. 9332, adopted 10/27/98]
No vehicle shall be parked adjacent to any curb for more than 2 hours between the
hours of 9 a.m. and 6 p.m. Monday—Friday, except by permit on the following street:
1. Harvard Street between Wilshire Boulevard and Washington Avenue
Zone TT [Reso. No. 9434, adopted 8/17/99; amended by Reso. No. 9620, adopted
2/13/01; amended by Reso. No. 10041, adopted 6/14/05; amended by Reso. No.
10728(CCS), adopted 1/22/13]
No vehicle shall be parked adjacent to any curb for more than 2 hours between the
hours of 9 am and 10 pm daily, except by permit on the following streets:
1. 20 th , 21 st , 22 nd , and 23 rd Streets between Wilshire Boulevard and Montana
Avenue
2. 24 th Street between Idaho and Washington Avenues and between Wilshire
Boulevard and California Avenue
3. Chelsea Avenue between Washington Avenue and Wilshire Boulevard
4. 25 th Street between Montana and Washington Avenues and between Wilshire
Boulevard and California Avenue
5. 26 th Street between Montana and Washington Avenues
6. Montana and Idaho Avenues between 20 th and 26 th Streets
7. California and Washington Avenues between 20 th and 26 th Streets
No vehicle shall be parked adjacent to any curb for more than 2 hours between the
hours of 9 am and 9 pm daily, except by permit on the following street:
1. 24 th Street between California and Washington Avenues
No vehicle shall be parked adjacent to any curb for more than 2 hours between the
hours of 9 am and 6 pm daily, except by permit on the following street:
1. 25 th Street between California and Washington Avenues
Zone UU [Reso. No. 9768, adopted 6/11/02]
No vehicle shall be parked adjacent to any curb between the hours of 6 p.m. and 8 a.m.
daily, except by permit on the following streets:
1. Ocean Avenue, 2 nd , 3 rd and 4 th Streets between Wilshire Boulevard and Montana
Avenue
2. Montana, Idaho, Washington and California Avenues between Ocean Avenue
and 4 th Street
Zone VV [Reso. No. 9424CCS, adopted 7/20/99; amended by Reso. No. 10574CCS,
adopted 4/26/11]
No vehicle shall be parked adjacent to any curb, except by permit on the following
streets:
10

1. Franklin Street between Santa Monica Boulevard and Colorado Avenue
2. Broadway and Colorado Avenue between Centinela Avenue and Berkeley Street
No vehicle shall be parked adjacent to any curb for more than 2 hours between the
hours of 8 a.m. and 5 p.m., Monday—Friday, and no vehicle shall be parked adjacent to
any curb between the hours of 5 p.m. and 8 a.m. Monday—Friday, or anytime Saturday
and Sunday, except by permit on the following streets:
1. Stanford and Berkeley Streets between Santa Monica Boulevard and Colorado
Avenue
2. Broadway or Colorado Avenue between Yale and Berkeley Streets
Zone WW [Reso. No. 9464, adopted 12/14/99, effective 6/1/00; amended by Reso. No.
9654, adopted 4/10/01; amended by Reso. No. 9996, adopted 11/23/04]
No vehicle shall be parked adjacent to any curb for more than 2 hours between the
hours of 8 a.m. and 6 p.m. Monday—Saturday, and no vehicle shall be parked adjacent
to any curb between the hours of 6 p.m. and 8 a.m. daily, except by permit on the
following streets:
1. 28th, 29th, 30th, 31st, 32nd, 33rd and 34th Streets between Pico Boulevard and
Pearl Street
2. Dorchester and Yorkshire Avenues between Pico Boulevard and the Santa
Monica Freeway
3. Urban Avenue between Pico Boulevard and Yorkshire Avenue
4. Kansas Avenue between Stewart Street and the Santa Monica Freeway
No vehicle shall be parked adjacent to any curb for more than 2 hours between
the hours of 8 a.m. and 6 p.m. Monday—Saturday, except by permit on the following
streets:
1. 27th Street between Pico Boulevard and Pearl Street
Zone XX [Reso. No. 9596, adopted 11/14/00]
No vehicle shall be parked adjacent to any curb between the hours of 7am and 2am
daily, except by permit on the following streets:
1. 9th, 10th, 11th, 12th and Euclid Streets between Wilshire Boulevard and
Colorado Avenue
2. Arizona Avenue between Lincoln Boulevard and 14th Street
Vehicles displaying commercial parking permits shall be exempt from posted
regulations from 9am to 6pm daily.
Zone YY [Reso. No. 9620, adopted 2/13/01]
No vehicle shall be parked adjacent to any curb for more than 2 hours between the
hours of 9 a.m. and 10 p.m., daily, except by permit on the following streets:
11

1. 26th Street and Princeton Street between Arizona Avenue and Washington
Avenue
2. Harvard Street and Yale Street between Arizona Avenue and Wilshire Boulevard
3. Washington Avenue between 26th Street and Stanford Street
No vehicle shall be parked adjacent to any curb between the hours of 9 a.m. and 10
p.m., daily, except by permit on the following streets:
1. 26th, Princeton, Harvard and Yale Streets between Santa Monica Boulevard and
Arizona Avenue
2. Arizona Avenue between 26th and Yale Streets
Zone ZZ [Reso. No. 9703CCS, adopted 9/25/01; amended by Reso. No. 9768, adopted
6/11/02; amended by Reso. No. 10025, adopted 3/8/05]
No vehicle shall be parked adjacent to any curb for more than 2 hours between the
hours of 8 a.m. and 6 p.m. daily, and no vehicle shall be parked adjacent to any curb
between the hours of 6 p.m. and 8 a.m. daily, except by permit on the following streets:
1. 5th, 6th and 7th Streets between Wilshire Boulevard and Montana Avenue
2. California and Montana Avenues between 4th and 7th Streets
3. Idaho and Washington Avenues between 4th Street and Lincoln Boulevard
12

d
Attachment B
Existing Regulations
City Limits
26TH ST
Brentwood Country Mart
26TH ST
25TH ST
BLVD
VICENTE
SAN
GEORGINA AVE
CARLYLE AVE
24TH ST
24TH 26TH ST
23RD ST
San Vicente
Median Park
22ND ST
21ST PL
Legend
2 hour parking
9AM-6PM Mon-Sat
Pre-approved
(petition needed)
Petitioning Block
Preferential Parking
Zone E
Land Use:
Residential
Commercial

Attachment C
Peak Parking Occupancy
Tuesday, June 26, 2012, 3PM-11PM
City Limits
26TH ST
Brentwood Country Mart
84% 8PM 67% 7PM
0% 3PM - 11PM
100% 4PM
7% 3PM - 11PM
61% 4PM
60% 7PM, 9PM
25TH ST
BLVD
VICENTE
SAN
GEORGINA AVE
CARLYLE AVE
24TH ST
Legend
Peak Parking Occupancy
85 - 100%
67 - 84%
0 - 66%
Petitioning Block
Preferential Parking Status as of June 2012
Implemented
Pre-approved

Attachment C
Peak Parking Occupancy
Saturday, June 23, 2012, 3PM-11PM
City Limits
26TH ST
Brentwood Country Mart
97% 6PM 61% 6PM
100% 6PM - 9PM
75% 5PM, 9PM
43% 3PM - 4PM
47% 11PM
71% 6PM
25TH ST
BLVD
VICENTE
SAN
GEORGINA AVE
CARLYLE AVE
24TH ST
Legend
Peak Parking Occupancy
85 - 100%
67 - 84%
0 - 66%
Petitioning Block
Preferential Parking Status as of June 2012
Implemented
Pre-approved

ATTACHMENT D
Preferential Parking for the 2500 blocks of Georgina and Carlyle Avenues
Montana Avenue Branch Library
Monday, October 29, 2012
• 25 th and Georgina needs a 4-way stop sign
• Enhance the safety of the crosswalk at 26 th and Georgina
• Not many cars park on Carlyle
• Many cars park on Georgina
• We want PP on the 2500 block of Carlyle
• The alley amplifies the noise on the 2500 block of Georgina
o Engine noise, people hanging out in their cars x2
• Beer cans left on the yard
• Enforcement of regulations is lacking
• Want PP after 6pm
• There is plenty of parking at the Bank of America at night
• The “no evening parking” regulations were great
• Many of theOffice memberships end at 6pm
• Restaurant employees park on 2500 block of Georgina
• Nighttime parking is difficult for residents
• Valets park customer cars on residential blocks of 25 th Street and Georgina
• There has been an increase in restaurants in the area
• There is a consensus in the room for 2 hour parking daytime (9am to 6pm) and no parking 6pm
to 9am, except by permit for the 2500 block of Georgina

City Council Report
To:
From:
Subject:
City Council Meeting: May 14, 2013
Agenda Item: 11-B
Mayor and City Council
David Martin, Planning and Community Development Director
Amendment of Preferential Parking Zone T
Recommended Action
Staff recommends that the City Council:
1. Amend the regulations to “No parking 8 a.m. to 10 p.m. daily, except by permit” for
Preferential Parking Zone T which includes the following blocks:
• Exposition Boulevard, Delaware Avenue, and Virginia Avenue between Stewart
Street and Centinela Avenue
• Stewart Street, Yorkshire Avenue, Dorchester Avenue, and Warwick Avenue
between Exposition Boulevard and Virginia Avenue
• 34 th Street between Exposition Boulevard and Delaware Avenue
2. Approve the attached Resolution amending Preferential Parking Zone T and
amending Resolution 9344 CCS (Resolution of the City Council of the City of Santa
Monica Re-Establishing Various Preferential Parking Zones) by replacing Exhibit A.
Executive Summary
Residents of the 3000 blocks of Exposition Boulevard and Delaware Avenue, and the
1800-1900 block of Warwick Avenue have submitted petitions to change the existing
preferential parking regulations. They assert that nonresident parking in the
neighborhood generated by Exposition Boulevard businesses is impacting their ability to
find parking near their homes. Staff recommends amending the preferential parking
regulations in this neighborhood to address existing non-resident parking and in
anticipation of the opening of the Expo Light Rail station at 26 th Street and O lympic
Boulevard. The proposed regulations are: “No parking 8 a.m. to 10 p.m. daily, except by
permit.” Additional revenue is not anticipated as a r esult of this action. New signage
would be required at an estimated cost of $2,400.
Background
Preferential parking is a tool the City uses to manage non-resident parking on
residential streets, as authorized by Santa Monica Municipal Code Chapter 3.08 and the
California Vehicle Code. Preferential parking regulations manage the use of on-street
1

parking to assist residents in finding parking near their home. Only residents who live on
a block with preferential parking restrictions are eligible to purchase a permit. Permits
may be used within two block faces of the permit owner’s address.
Residents may petition to modify the regulations in a preferential parking zone at any
time. Upon receipt of a pet ition representing two-thirds of the residential units on a
block, a parking occupancy study of the neighborhood is conducted and a community
meeting is held. In evaluating the petitions, staff typically evaluates the larger
neighborhood, rather than an individual block due to the potential for parking
displacement when regulations are changed. Staff typically recommends that Council
pre-approve preferential parking regulations for the entire zone to streamline and
expedite the process for adjacent blocks should some displacement occur. The Council
considers the preferential parking request and Municipal Code requirements to approve
the amendment of a preferential parking zone.
Once Council amends preferential parking regulations, the changes are implemented on
the block or blocks that have submitted qualifying petitions. Changes are not
implemented on blocks that have been pre-approved by the Council until the time that
the residents of those blocks submit qualifying petitions representing two-thirds of the
residential units on the block.
Discussion
Zone T was established by Council on October 2, 1990 and amended on December 18,
2001. Refer to Attachment B for a map of the area parking regulations. It is comprised
of the area bounded by: Stewart Street, Exposition Boulevard, Centinela Avenue, and
Virginia Avenue. The neighborhood is predominantly single family homes, small
multifamily residences and commercial uses along Exposition Boulevard. Stewart Street
Park and the Expo buffer park are located within the Zone. There are two types of
regulations in Zone T. Stewart Street and the blocks between Stewart Street and
Yorkshire Avenue are “no parking 8 a.m. to 8 p.m. Monday through Friday, except by
2

permit.” The restrictions on the remaining blocks are “two hour parking 8 a.m. to 8 p.m.
Monday through Friday, except by permit.”
In March 2012, a petition was submitted to change the existing preferential parking
regulations representing 71 percent of the households on the 3000 block of Exposition
Boulevard between Dorchester and Warwick Avenues. Subsequent petitions have been
submitted by the 1800-1900 block of Warwick Avenue between Exposition Boulevard
and Virginia Avenue (68 percent in April 2013) and the 3000 block of Delaware Avenue
between Dorchester and Warwick Avenues (68 percent in April 2013).
As a r esult of the original petition, a parking occupancy study was conducted of the
neighborhood. The parking occupancy of each block was observed hourly on Saturday,
August 25 and Wednesday, August 29, 2012. The study indicates a range of
occupancies throughout the neighborhood. Generally, high weekday occupancies were
observed along Exposition Boulevard, with lower occupancies on the blocks to the
south. Weekend occupancies are lower with the exception of spaces immediately
adjacent to Stewart Street Park. Maps of the peak parking occupancies are included as
Attachment C.
Residents identified employees of Beachbody LLC (3301 Exposition Boulevard) as
contributing to the parking problem in the neighborhood. In an effort to identify short
term solutions while simultaneously pursuing changes to the preferential parking
regulations, staff co-hosted two neighborhood meetings with Beachbody management
in summer 2012. At these meetings, Beachbody staff detailed their parking
management plan, which includes shuttling employees to two offsite lots. During new
hire orientation, they explain to employees that parking in the neighborhood is against
company policy and communicate with anyone found to be violating the policy.
A community meeting was held on January 10, 2013 to discuss amending the
preferential parking regulations. Fifteen community members were in attendance and
3

expressed unanimous support for more stringent preferential parking regulations. Full
meeting comments are included as Attachment D.
In response to ongoing nonresident parking in the neighborhood generated by
Exposition Boulevard businesses, as well as an anticipated increase in parking demand
in the vicinity to be generated by the Expo station at 26 th Street and Olympic Boulevard,
staff recommends amending the regulations in this neighborhood to be: “No parking 8
a.m. to 10 p. m. daily, except by permit.” Extending the regulations to 10 p. m. would
prevent most non-resident parkers from using of neighborhood streets as a park and
ride for the Expo station. Adjacent blocks are included in the recommendation to
expedite the preferential parking implementation process should they submit complete
petitions in the future.
Alternatives
The Council could maintain the existing conditions or adopt different hours and types of
restrictions than recommended.
Environmental Analysis
The proposed project has been d etermined to be c ategorically exempt from the
provisions of the California Environmental Quality Act (CEQA), pursuant to Article 19,
Section 15301 (c) which defines Class 1 exempt projects in the following way: "Class 1
consists of the operation, repair, maintenance, permitting, leasing, licensing, or minor
alteration of existing public or private structures, facilities, mechanical equipment, or
topographical features, involving negligible or no expansion of use beyond that existing
at the time of the lead agency’s determination." This exemption includes: “Existing
highways and s treets, sidewalks, gutters, bicycle and pe destrian trails, and similar
facilities." Preferential parking zones involve only the issuance of permits for the use of
an existing public street and include negligible or no expansion of this existing use.
4

Next Steps
If the preferential parking regulations are amended, they will be implemented on the
petitioning blocks within 8 w eeks. Regulations will be i mplemented on the remaining
blocks upon receipt of a qualifying two-thirds petition from the residents of that block.
Blocks that have preferential parking regulations would be eligible to petition for the
new, more restrictive regulations. Pre-approved blocks would only be eligible to petition
for the new regulations.
Per Council’s direction, staff plans to undertake an evaluation of the preferential parking
program this year to determine ways in which the program could be enhanced to further
address parking in residential areas.
Financial Impacts & Budget Actions
It is not estimated that this change will result in new permit sales as most blocks in this
area already have preferential parking regulations. New signage will need to be ordered
and installed at an estimated cost of $2,400. Funds for the purchase and installation of
new signage are available in account 01416.544010.
Prepared by: Jason Kligier, AICP, Transportation Planning Associate
Approved:
Forwarded to Council:
David Martin
Director, Planning and Community
Development
Rod Gould
City Manager
Attachments:
A. Resolution Establishing Preferential Parking, Exhibit A – Preferential Parking
Zones
B. Existing parking regulations map
C. Parking occupancy data map
D. Community meeting comments
5

City Council Meeting May 14, 2013
ATTACHMENT A
Santa Monica, California
RESOLUTION NUMBER _________ (CCS)
(City Council Series)
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SANTA MONICA
AMENDING PREFERENTIAL PARKING ZONE T AND AMENDING RESOLUTION
9344 “PREFERENTIAL PARKING ZONES” CCS BY REPLACING EXHIBIT A
WHEREAS, the Planning and Community Development Department has
received a petition requesting the amendment of a preferential parking zone; and
WHEREAS, the petition to be signed by residents living in two-thirds (67%) of the
dwelling units comprising not less than fifty percent (50%) of the developed frontage of
the proposed preferential parking zone have been verified; and
WHEREAS, the Planning and Community Development Department has
undertaken such studies and surveys deemed necessary to determine whether a
preferential parking zone should be designated in the above area; and
WHEREAS, the City Council hereby finds that the proposed area meets the
designation criteria set forth in Municipal Code Section 3.08.040; and
WHEREAS, consistent with long standing City practice, preferential parking
regulation for additional blocks in the vicinity will be implemented once the appropriate
number of signatures have been submitted and verified.
1

NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF SANTA MONICA
DOES RESOLVE AS FOLLOWS:
SECTION 1. Preferential Parking Zone T is hereby amended. The regulations for
Preferential Parking Zone T are as follows:
(a) The following named and d escribed streets within the City shall
constitute Preferential Parking Zone T:
1. Exposition Boulevard, Delaware Avenue, and Virginia Avenue
between Stewart Street and Centinela Avenue
2. Stewart Street, Yorkshire Avenue, Dorchester Avenue, and
Warwick Avenue between Exposition Boulevard and Virginia
Avenue
3. 34th Street between Exposition Boulevard and Delaware
Avenue
(b) No vehicle shall be par ked adjacent to any curb within Zone T
between the hours of 8 a.m. and 10 p.m. daily, except by permit.
SECTION 2. In all preferential parking zones, vehicles displaying valid residential
parking permits for the proper zone shall be exempt from posted preferential parking
regulations.
SECTION 3. In all preferential parking zones, preferential parking restrictions
shall be implemented and posted in an eligible block within the zone upon receipt and
verification of a q ualifying petition representing two-thirds of the dwelling units and at
least 50% of the abutting frontage on that block.
2

SECTION 4. Exhibit A to this Resolution, attached hereto and incorporated
herein by reference, hereby delineates all preferential parking zones established in the
City including but not limited to Zone T.
SECTION 5. If there are any inconsistencies between the provisions adopted in
this Resolution and any adopted prior resolution, the provisions of this Resolution shall
take precedence.
SECTION 6. The City Clerk shall certify to the adoption of this Resolution, and
thenceforth and thereafter the same shall be in full force and effect.
APPROVED AS TO FORM:
_________________________
MARSHA JONES MOUTRIE
City Attorney
3

Exhibit A: Preferential Parking Zones
Zone A [Ord. No. 1296CCS, adopted 1/24/84]
No vehicle shall be parked adjacent to any curb between the hours of 9 a.m. and 6 p.m.
daily, except by permit on the following street:
1. Vicente Terrace between Ocean Avenue and Appian Way
Zone B [Ord. No. 1404CCS, adopted 3/10/87]
No vehicle shall be parked adjacent to any curb, except by permit on the following
streets:
1. Bicknell Avenue, Pacific Street and Strand Street between Neilson Way and
Ocean Avenue
2. Hollister Avenue between Neilson Way and Ocean Avenue/Barnard Way
3. Ocean Park Boulevard (north side only), Fraser Avenue, Hart Avenue and
Wadsworth Avenue between Neilson Way and Barnard Way
Zone C [Ord. No. 1310CCS, adopted 8/14/84]
No vehicle shall be parked adjacent to any curb between the hours of 6 p.m. and 2 a.m.
daily, except by permit on the following streets:
1. 2 nd Street and 3 rd Street between Ocean Park Boulevard and the south City limits
2. Beach Street between 2 nd Street and 3 rd Street
3. Ashland Avenue and Marine Street between Main Street and 3 rd Street
4. Hill Street between Main Street and 4 th Street
Zone D [Ord. 1324CCS, adopted 1/8/85; amended by Ord. No. 1371CCS, adopted
5/13/86]
No vehicle shall be parked adjacent to any curb between the hours of 12 a.m. and 2
a.m. and 9 p.m. and 12 a.m. Monday—Friday, all day on Saturday and Sunday or for
more than 2 hours between the hours of 9 a.m. and 6 p.m. Monday—Friday, except by
permit on the following street:
1. Stanford Street between Wilshire Boulevard and Lipton Avenue
Zone E [Ord. No. 1346CCS, adopted 11/26/85; amended by Reso. No. 9627, adopted
2/27/01]
No vehicle shall be parked adjacent to any curb for more than 2 hours between the
hours of 9 a.m. and 6 p.m. Monday—Saturday, except by permit on the following
streets:
1. 21 st Place, 22 nd Street, 23 rd Street, 24 th Street and 25 th Street between San
Vicente Boulevard and Carlyle Avenue
2. 26 th Street between Georgina Avenue/Brentwood Terrace and Marguerita
Avenue/Baltic Street
3. Georgina Avenue and Carlyle Avenue between 21 st Place and 25 th Street
Zone F [Ord. No. 1354CCS, adopted 1/14/86]
No vehicle shall be parked adjacent to any curb for more than 2 hours between the
hours of 7 a.m. and 6 p.m. daily, except by permit on the following streets:
2

1. Hill Street and Raymond Street between Lincoln Boulevard and 7 th Street
Zone G [Ord. No. 1359CCS, adopted 3/25/86; amended by Ord. No. 1903CCS Sec. 1,
adopted 2/24/98; amended by Reso. No. 9870, adopted 6/24/03; amended by Reso No.
10398, adopted 6/9/09]
No vehicle shall be parked adjacent to any curb for more than 2 hours between the
hours of 9 a.m. and 9 p.m. Monday—Saturday, except by permit on the following
streets:
1. Lincoln Boulevard, 9 th , 10 th , 11 th , 12 th , Euclid, 14 th , 15 th , 16 th and 17 th Streets
between Idaho and Alta Avenues,
2. Idaho Avenue between Lincoln Boulevard and 17 th Street, and
3. Alta Avenue (south side only) between 9 th and 17 th Streets
Zone H [Reference: Ord. No. 1469CCS, adopted 3/28/89; amended by Reso. No.
9642, adopted 4/10/01]
No vehicle shall be parked adjacent to any curb for more than 2 hours between the
hours of 9 a.m. and 6 p.m. daily, except by permit on the following streets:
1. 31 st , 32 nd , 33 rd and 34 th Streets between Pearl Street and Ocean Park Boulevard
2. Pearl Street between 26 th and 27 th Streets
3. Pearl Street between 29 th Street and Centinela Avenue
No vehicle shall be parked adjacent to any curb for more than 2 hours between the
hours of 9 a.m. and 6 p.m. Monday—Friday, except by permit on the following street:
1. 30 th Street between Pearl Street and Ocean Park Boulevard
Zone I [Ord. No. 1360CCS, adopted 3/25/86; amended by Reso. No. 9544 adopted
7/25/00]
No vehicle shall be parked adjacent to any curb between the hours of 6 p.m. and 2 a.m.
or for more than 2 hours between the hours of 9 a.m. and 6 p.m. daily, except by permit
on the following streets:
1. 2 nd and 3 rd Streets between Ocean Park Boulevard and Strand Street
2. Strand Street, Hollister Avenue and Ocean Park Boulevard between Main Street
and 3 rd Street
3. Norman Place between Main Street and 2 nd Street
4. Mills Street between 2 nd Street and 3 rd Street
Zone J [Ord. No. 1365CCS, adopted 4/22/86]
No vehicle shall be parked adjacent to any curb between the hours of 7 a.m. and 7 p.m.
daily, except by permit on the following street:
1. 24 th Street between Santa Monica Boulevard and Broadway
Zone K [Ord. No. 1430CCS, adopted 4/11/89; amended by Ord. No. 1567CCS Sec. 1,
adopted 2/26/91; amended by Reso. No. 9836, adopted 2/25/03; amended by Reso.
No. 10413, adopted 6/23/09]
3

No vehicle shall be parked adjacent to any curb for more than 2 hours between the
hours of 9 a.m. and 8 p.m. Monday—Saturday, except by permit on the following
streets:
1. 16 th Street between California and Washington Avenues
2. 17 th , 18 th and 19 th Streets between Wilshire Boulevard and Washington Avenue
3. California Avenue between 16 th and 20 th Streets
4. Washington Avenue between 17 th and 20 th Streets
No vehicle shall be parked adjacent to any curb for more than 2 hours between the
hours of 9 a.m. and 6 p.m. daily, and no vehicle shall be parked between the hours of 6
p.m. and 2 a.m. daily, except by permit on the following streets:
1. California Avenue between 14 th and 16 th Streets
2. 14 th , 15 th and 16 th Streets between Wilshire Boulevard and California Avenue
Zone L [Ord. No. 1444CCS, adopted 6/14/88; amended by Ord. No. 1603CCS Sec. 1,
adopted 10/8/91; amended by Ord. No. 1871CCS Sec. 1, adopted 1/14/97; amended by
Reso. No. 12463, adopted 12/7/99; amended by Reso. No. 9768, adopted 6/11/02]
No vehicle shall be parked adjacent to any curb between the hours of 8 a.m. and 8 p.m.
Monday—Thursday, and 8 a.m. and 5 p.m. Friday, except by permit on streets included
within the following named and described area:
The area bounded by Ashland Avenue between 23 rd and 11 th Streets on the
south; 11 th Street between Ashland Avenue and Ocean Park Boulevard, Ocean
Park Boulevard between 11 th and 10 th Streets, 10 th Street between Ocean Park
Boulevard and the Santa Monica Freeway on the west; the Santa Monica
Freeway between 10 th Street and Cloverfield Boulevard on the north; Cloverfield
Boulevard between the Santa Monica Freeway and Ocean Park Boulevard,
Ocean Park Boulevard between Cloverfield Boulevard and 23 rd Street, 23 rd Street
between Ocean Park Boulevard and Ashland Avenue on the east.
Zone M [Ord. No. 1546CCS, adopted 9/25/90]
No vehicle shall be parked adjacent to any curb between the hours of 10 p.m. and 2
a.m., or for more than 2 hours between the hours of 9 a.m. and 10 p.m. daily, except by
permit on the following streets:
1. 3 rd Street between Pico Boulevard and Strand Street
2. Bay and Pacific Streets between Neilson Way and 3 rd Street
3. Bicknell Avenue between Neilson Way and 4 th Street
Zone N [Ord. No. 1550CCS, adopted 10/9/90; amended by Reso. 10186, adopted
11/28/06]
No vehicle shall be parked adjacent to any curb between the hours of 9 a.m. and 2 a.m.
Monday—Saturday, and 3 p.m. and 2 a.m. Sunday, except by permit on the following
streets:
1. 14 th , 15 th , 16 th , 17 th , 18 th and 19 th Streets between Wilshire Boulevard and Santa
Monica Boulevard
2. Arizona Avenue between 14 th and 20 th Streets
4

Zone O [Reso. No. 9836, adopted 2/25/03]
No vehicle shall be parked adjacent to any curb for more than 2 hours between the
hours of 9 a.m. and 6 p.m. Monday—Saturday, and no vehicle shall be parked for any
time between the hours of 6 p.m. and 2 a.m. daily, except by permit on the following
streets:
1. Lincoln Boulevard, 9th, 12th, and Euclid Streets between Wilshire Boulevard and
California Avenue
2. California Avenue between Lincoln Boulevard and 14th Street
No vehicle shall be parked adjacent to any curb for more than 2 hours from between the
hours of 9 a.m. and 6 p.m. Monday—Saturday, and for more than 2 hours between 1
p.m. and 6 p.m. Sunday, and no vehicle shall be parked for any time between the hours
of 6 p.m. and 2 a.m. daily, except by permit on the following streets:
1. 10 th and 11 th Streets between Wilshire Boulevard and California Avenue
Zone P [Ord. No. 1474CCS, adopted 4/11/89]
No vehicle shall be parked adjacent to any curb, except by permit on the following
street:
1. Barnard Way frontage road
The annual fee for each permit issued for Preferential Parking Zone P shall be $15.00
for the first permit and $100.00 for each additional permit, or such other fee as may be
established from time to time by resolution of the City Council.
Zone Q [Ord. No. 1541CCS, adopted 9/11/90]
No vehicle shall be parked adjacent to any curb, except by permit on the following
street:
1. 25 th Street between Santa Monica Boulevard and Broadway
Zone R [Ord. No. 1560CCS, adopted 1/8/91]
No vehicle shall be parked adjacent to any curb between the hours of 7 a.m. and 12
midnight daily, except by permit on the following named and described area:
The area bounded by 20 th Street, Wilshire Boulevard, 26 th Street and Broadway,
excluding 24 th and 25 th Streets between Santa Monica Boulevard and Broadway,
and excluding 26 th Street.
Zone S [Reso. No. 10038, adopted 5/17/05]
No vehicle shall be parked adjacent to any curb between the hours of 7 a.m. and 6 p.m.
Monday—Friday, except by permit on the following streets:
1. Franklin Street between Colorado and Nebraska Avenues
2. Berkeley Street between Colorado and Pennsylvania Avenues
3. Pennsylvania Avenue between Stanford Court and Centinela Avenue
4. Nebraska Avenue (north side only) between Berkeley Court and Centinela
Avenue
5

Zone T [Ord. No. 1545CCS, adopted 10/2/90; amended 12/18/01 Reso. 9736CCS;
amended 5/14/13 Reso. ____CCS (Includes UU, originally adopted 9/14/99 by Reso.
No. 9438)]
No vehicle shall be parked adjacent to any curb between the hours of 8 a.m. and 10
p.m. daily, except by permit on:
1. Exposition Boulevard, Delaware Avenue, and Virginia Avenue between Stewart
Street and Centinela Avenue
2. Stewart Street, Yorkshire Avenue, Dorchester Avenue, and Warwick Avenue
between Exposition Boulevard and Virginia Avenue
3. 34th Street between Exposition Boulevard and Delaware Avenue
Zone U [Reso. No. 10246, adopted 9/11/07]
No vehicle shall be parked adjacent to any curb for more than 2 hours between the
hours of 7 a.m. and 6 p.m. Monday—Friday, except by permit on the following streets:
1. Bay Street between 4 th and 6 th Streets
2. 6 th Street between Bay Street and Ocean Park Boulevards
3. 5 th Street between Bay Street and Ocean Park Boulevard
4. 7 th Street between Grant Street and Ocean Park Boulevard
5. Grant Street between Lincoln Boulevard and 6 th Street
6. Pacific Street between Lincoln Boulevard and 4 th Street
7. Strand Street between 7 th and 4 th Streets
8. Kensington Road between 7 th Street and Beverley Avenue
9. Hollister Avenue between Beverley and 4 th Street
10. Beverley Avenue between Kensington Road and Ocean Park Boulevard
No vehicle shall be parked adjacent to any curb between the hours of 7 a.m. and 6 p.m.
Monday—Friday, except by permit on the following streets:
1. Bay Street between Lincoln Boulevard and 6 th Street
2. 6 th Street between Pico Boulevard to deadend (eastern portion of 6 th Street)
Zone V [Ord. No. 1592CCS Sec. 1, adopted 7/23/91]
No vehicle shall be parked adjacent to any curb between the hours of 8 a.m. and 6 p.m.
daily, except by permit on the following streets:
1. Pine and Maple Streets between Lincoln Boulevard and 10 th Street
Zone W [Ord. No. 1593CCS Sec. 1, adopted 7/23/91; amended 10/10/00 Reso. No.
9587]
No vehicle shall be parked adjacent to any curb for more than 2 hours between the
hours of 9 a.m. and 6 p.m., Monday—Friday, except by permit on the following streets:
1. 29th Street between Pearl Street and Ocean Park Boulevard
2. Pearl Street between 27th Street and 29th Street
No vehicle shall be parked adjacent to any curb between the hours of 9 a.m. and 6 p.m.,
Monday—Friday, except by permit on the following street:
1. 28 th Street between Pearl Street and Ocean Park Boulevard
6

Zone X [Ord. No. 1594CCS Sec. 1, adopted 7/23/91; amended 5/27/08 Reso. No.
10296]
No vehicle shall be parked adjacent to any curb between the hours of 6 p.m. overnight
until 9 a.m. daily or for more than 2 hours between the hours of 9 a.m. and 6 p.m. daily,
except by permit on the following streets:
1. Stanford Street between Wilshire Boulevard and Santa Monica Boulevard
2. Berkeley Street between Wilshire Boulevard and Santa Monica Boulevard
3. Franklin Street between Wilshire Boulevard and Santa Monica Boulevard
4. Arizona Avenue between Yale Street and Centinela Avenue
Zone Y [Reso. No. 10574CCS, adopted 4/26/11]
No vehicle shall be parked adjacent to any curb for more than 2 hours between the
hours of 8 a.m. and 6 p.m. Monday—Friday, except by permit on the streets within the
following named and described area:
The area bounded by Ashland Avenue, 23rd Street, Dewey Street, and 16th
Street, excluding Ashland Avenue.
Zone Z [Ord. No. 1640CCS Sec. 1, adopted 8/11/92]
No vehicle shall be parked adjacent to any curb between the hours of 8 a.m. and 6 p.m.
daily, except by permit on the following street:
1. Cedar Street between Lincoln Boulevard and 10 th Street
Zone AA [Ord. No. 1681CCS Sec. 1, adopted 6/1/93]
No vehicle shall be parked adjacent to any between the hours of 8 a.m. and 6 p.m.
daily, except by permit within the following named and described area:
The area bounded by Kensington Road, 7 th Street, Pine Street, and Lincoln
Boulevard, excluding Lincoln Boulevard.
Zone BB [Ord. No. 1682CCS Sec. 1, adopted 6/1/93]
No vehicle shall be parked adjacent to any curb for more than 1 hour between the hours
of 9 a.m. and 6 p.m. Monday—Friday, except by permit on the following street:
1. Yale Street between Wilshire Boulevard and Washington Avenue
Zone CC [Ord. No. 10631CCS Sec. 1, adopted 11/8/11]
No vehicle shall be parked adjacent to any curb for more than 2 hours between the
hours of 8 a.m. and 6 p.m. Monday—Friday, except by permit on the following streets:
1. Ashland Avenue, Oak and Hill Streets between 23rd and 25th Streets
2. Pier Avenue between 23rd and Clover Streets
Zone DD [Ord. No. 1797CCS Sec. 1, adopted 4/25/95; amended 1/22/13 Reso. No.
10727(CCS)]
No vehicle shall be parked adjacent to any curb for more than 2 hours between the
hours of 8 a.m. and 6 p.m. daily, except by permit on the following streets:
1. 24 th (southern half of block), 25 th and 26 th Streets between Pico Boulevard and
Pearl Street
7

No vehicle shall be parked adjacent to any curb between the hours of 8 a.m. and 6 p.m.
daily, except by permit on the following street segment:
1. 24 th Street (northern half of block) between Pico Boulevard and Pearl Street
No vehicle shall be parked adjacent to any curb for more than 2 hours between the
hours of 8 a.m. and 6 p.m. Monday—Friday, except by permit on the following streets:
1. Pearl Street between Cloverfield Boulevard and 26 th Street
2. 24 th Street north of Ocean Park Boulevard to Grant School
3. 25 th and 26 th Streets between Pearl Street and Ocean Park Boulevard
Zone EE [Ord. No. 1848CCS Sec. 1, adopted 5/14/96; amended 1/27/09 Reso. No.
10379]
No vehicle shall be parked adjacent to any curb between the hours of 8 a.m. and 6 p.m.
daily, except by permit on the following streets:
1. Navy and Ozone Streets between Longfellow and 7th Streets
No vehicle shall be parked adjacent to any curb, except by permit on the following
streets:
1. Navy and Ozone Streets between Longfellow Street and Lincoln Boulevard
2. Longfellow Street between Ozone and Marine Streets
Zone FF [Ord. No. 1849CCS Sec. 1, adopted 5/14/96]
No vehicle shall be parked adjacent to any curb between the hours of 8 a.m. and 6 p.m.
daily, except by permit on the following street:
1. Strand Street between Lincoln Boulevard and 7th Street
Zone GG [Ord. No. 1850CCS Sec. 1, adopted 5/14/96; amended by Reso. No.
10677(CCS), adopted 5/08/12]
No vehicle shall be parked adjacent to any curb, except by permit on the following
streets:
1. 7 th Street between Michigan Avenue and Pico Boulevard
2. Michigan Avenue between 7 th Street and Lincoln Boulevard
Zone HH [Ord. No. 1846CCS Sec. 1, adopted 3/26/96]
No vehicle shall be parked adjacent to any curb between the hours of 6 p.m. and 8 a.m.
daily, except by permit on the streets within the following named and described area:
The area bounded by Adelaide Drive, 7 th Street, San Vicente Boulevard and
Ocean Avenue.
Zone II [Ord. No. 1908CCS Sec. 1, adopted 3/24/98]
No vehicle shall be parked adjacent to any curb between the hours of 8 a.m. and 12
a.m. midnight daily, except by permit on the streets within the following named and
described area:
The area bounded by 26 th Street, Santa Monica Boulevard, Yale Street and
Colorado Avenue.
8

Zone KK [Ord. No. 1905CCS Sec. 1, adopted 3/24/98; amended by Reso. No. 9487,
adopted 2/22/00; amended by Reso. No. 9798, adopted 9/10/02]
No vehicle shall be parked adjacent to any curb between the hours of 9 a.m. and 9 p.m.
Monday—Saturday, except by permit on the following streets:
1. 14 th , 15 th , 16 th , 17 th , 18 th and 19 th Streets between Santa Monica Boulevard and
Colorado Avenue
Zone LL [Ord. No. 1904CCS Sec. 1, adopted 2/24/98; amended by Reso. No. 10104,
adopted 1/10/06]
No vehicle shall be parked adjacent to any curb for more than 2 hours between the
hours of 9 a.m. and 6 p.m. Monday—Saturday, except by permit on the following
streets:
1. Centinela Avenue, Franklin Street and Berkeley Street between Wilshire
Boulevard and Lipton Avenue
Zone MM [Reso. No. 9751(CCS), adopted 3/5/02; amended by Reso. No. 9937,
adopted 3/23/04; amended by Reso. No. 10677(CCS), adopted 5/8/12]
No vehicle shall be parked adjacent to any curb for more than two hours from 7 a.m.
until 9 p.m. Monday—Friday, and from 9 a.m. until 6 p.m. Saturday, except by permit on
the following streets:
1. Bay, Grant and Pacific Streets between Lincoln Boulevard and 10 th Street (north
side of street only)
2. Pearl Street between Lincoln Boulevard and 10 th Street
No vehicle shall be parked adjacent to any curb for more than two hours between 9 a.m.
and 6 p.m. daily and no vehicle shall be parked adjacent to any curb from 6 p.m. to 9
a.m. daily, except by permit on the following streets:
1. Michigan Avenue between Lincoln Boulevard and 10 th Street
2. 9 th Street between Pico Boulevard and the Santa Monica Freeway
Zone NN [Reso. No. 10737(CCS), adopted 3/12/13]
No vehicle shall be parked adjacent to any curb for more than two hours from 9 a.m.
until 6 p.m. daily, and no vehicle shall be parked adjacent to any curb from 6 p.m. until 2
a.m. daily, except by permit on the following streets:
1. Lincoln Boulevard, 9 th , 10 th , 11 th , 12 th , Euclid, and 14 th Streets between Idaho and
California Avenues
2. 15 th Street between Idaho and Washington Avenues
3. Washington Avenue between Lincoln Boulevard and 16 th Street
No vehicle shall be parked adjacent to any curb for more than two hours between 9 a.m.
and 10 p.m. daily, except by permit on the following streets:
1. Montana and Idaho Avenues between 17 th and 20 th Streets
2. Washington Avenue between 16 th and 17 th Streets
3. 16 th and 17 th Streets between Idaho and Washington Avenues
4. 18 th and 19 th Streets between Montana and Washington Avenues
9

Zone PP [Ord. No. 1913CCS Sec. 1, adopted 5/26/98]
No vehicle shall be parked adjacent to any curb between the hours of 8 a.m. and 9 p.m.
daily, except by permit on the following street:
1. Stewart Street between Pico Boulevard and Kansas Avenue
Zone QQ [Reso. No. 9332, adopted 10/27/98]
No vehicle shall be parked adjacent to any curb for more than 2 hours between the
hours of 9 a.m. and 6 p.m. Monday—Friday, except by permit on the following street:
1. Harvard Street between Wilshire Boulevard and Washington Avenue
Zone TT [Reso. No. 9434, adopted 8/17/99; amended by Reso. No. 9620, adopted
2/13/01; amended by Reso. No. 10041, adopted 6/14/05; amended by Reso. No.
10728(CCS), adopted 1/22/13]
No vehicle shall be parked adjacent to any curb for more than 2 hours between the
hours of 9 am and 10 pm daily, except by permit on the following streets:
1. 20 th , 21 st , 22 nd , and 23 rd Streets between Wilshire Boulevard and Montana
Avenue
2. 24 th Street between Idaho and Washington Avenues and between Wilshire
Boulevard and California Avenue
3. Chelsea Avenue between Washington Avenue and Wilshire Boulevard
4. 25 th Street between Montana and Washington Avenues and between Wilshire
Boulevard and California Avenue
5. 26 th Street between Montana and Washington Avenues
6. Montana and Idaho Avenues between 20 th and 26 th Streets
7. California and Washington Avenues between 20 th and 26 th Streets
No vehicle shall be parked adjacent to any curb for more than 2 hours between the
hours of 9 am and 9 pm daily, except by permit on the following street:
1. 24 th Street between California and Washington Avenues
No vehicle shall be parked adjacent to any curb for more than 2 hours between the
hours of 9 am and 6 pm daily, except by permit on the following street:
1. 25 th Street between California and Washington Avenues
Zone UU [Reso. No. 9768, adopted 6/11/02]
No vehicle shall be parked adjacent to any curb between the hours of 6 p.m. and 8 a.m.
daily, except by permit on the following streets:
1. Ocean Avenue, 2 nd , 3 rd and 4 th Streets between Wilshire Boulevard and Montana
Avenue
2. Montana, Idaho, Washington and California Avenues between Ocean Avenue
and 4 th Street
Zone VV [Reso. No. 9424CCS, adopted 7/20/99; amended by Reso. No. 10574CCS,
adopted 4/26/11]
No vehicle shall be parked adjacent to any curb, except by permit on the following
streets:
10

1. Franklin Street between Santa Monica Boulevard and Colorado Avenue
2. Broadway and Colorado Avenue between Centinela Avenue and Berkeley Street
No vehicle shall be parked adjacent to any curb for more than 2 hours between the
hours of 8 a.m. and 5 p.m., Monday—Friday, and no vehicle shall be parked adjacent to
any curb between the hours of 5 p.m. and 8 a.m. Monday—Friday, or anytime Saturday
and Sunday, except by permit on the following streets:
1. Stanford and Berkeley Streets between Santa Monica Boulevard and Colorado
Avenue
2. Broadway or Colorado Avenue between Yale and Berkeley Streets
Zone WW [Reso. No. 9464, adopted 12/14/99, effective 6/1/00; amended by Reso. No.
9654, adopted 4/10/01; amended by Reso. No. 9996, adopted 11/23/04]
No vehicle shall be parked adjacent to any curb for more than 2 hours between the
hours of 8 a.m. and 6 p.m. Monday—Saturday, and no vehicle shall be parked adjacent
to any curb between the hours of 6 p.m. and 8 a.m. daily, except by permit on the
following streets:
1. 28th, 29th, 30th, 31st, 32nd, 33rd and 34th Streets between Pico Boulevard and
Pearl Street
2. Dorchester and Yorkshire Avenues between Pico Boulevard and the Santa
Monica Freeway
3. Urban Avenue between Pico Boulevard and Yorkshire Avenue
4. Kansas Avenue between Stewart Street and the Santa Monica Freeway
No vehicle shall be parked adjacent to any curb for more than 2 hours between
the hours of 8 a.m. and 6 p.m. Monday—Saturday, except by permit on the following
streets:
1. 27th Street between Pico Boulevard and Pearl Street
Zone XX [Reso. No. 9596, adopted 11/14/00]
No vehicle shall be parked adjacent to any curb between the hours of 7am and 2am
daily, except by permit on the following streets:
1. 9th, 10th, 11th, 12th and Euclid Streets between Wilshire Boulevard and
Colorado Avenue
2. Arizona Avenue between Lincoln Boulevard and 14th Street
Vehicles displaying commercial parking permits shall be exempt from posted
regulations from 9am to 6pm daily.
Zone YY [Reso. No. 9620, adopted 2/13/01]
No vehicle shall be parked adjacent to any curb for more than 2 hours between the
hours of 9 a.m. and 10 p.m., daily, except by permit on the following streets:
11

1. 26th Street and Princeton Street between Arizona Avenue and Washington
Avenue
2. Harvard Street and Yale Street between Arizona Avenue and Wilshire Boulevard
3. Washington Avenue between 26th Street and Stanford Street
No vehicle shall be parked adjacent to any curb between the hours of 9 a.m. and 10
p.m., daily, except by permit on the following streets:
1. 26th, Princeton, Harvard and Yale Streets between Santa Monica Boulevard and
Arizona Avenue
2. Arizona Avenue between 26th and Yale Streets
Zone ZZ [Reso. No. 9703CCS, adopted 9/25/01; amended by Reso. No. 9768, adopted
6/11/02; amended by Reso. No. 10025, adopted 3/8/05]
No vehicle shall be parked adjacent to any curb for more than 2 hours between the
hours of 8 a.m. and 6 p.m. daily, and no vehicle shall be parked adjacent to any curb
between the hours of 6 p.m. and 8 a.m. daily, except by permit on the following streets:
1. 5th, 6th and 7th Streets between Wilshire Boulevard and Montana Avenue
2. California and Montana Avenues between 4th and 7th Streets
3. Idaho and Washington Avenues between 4th Street and Lincoln Boulevard
12

Attachment B
Existing Regulations
Expo Station @
Olympic/26th
agensys
STEWART STREET
LANTANA
maintenance facility
BUFFER PARK
OLYMPIC BLVD
EXPO LIGHT RAIL
EXPOSITION BLVD
IMAX
BEACHBODY
creative
office
City Limits
34TH ST
STEWART
PA R K
YORKSHIRE AVE
DELAWARE AVE
DORCHESTER AVE
WARWICK AVE
CENTINELA AVE
City Limits
VIRGINIA AVE
I-10
Legend
No parking 8AM-8PM Mon-Fri, except by permit
2 hour parking 8AM-8PM Mon-Fri, except by permit
Pre-approved (petition needed)
Petitioning Block

Attachment C
Peak Parking Occupancy 8AM - 8PM
Wednesday, August 29, 2012
STEWART STREET
STEWART
PARK
100% 8AM,
9AM, 10AM,
12PM, 2PM, 7PM
91% 8PM BUFFER PARK 78% 1PM 90% 4PM
55% 8PM
40% 7PM
LANTANA
80% 1PM 54% 8PM
YORKSHIRE AVE
OLYMPIC BLVD
EXPO LIGHT RAIL
EXPOSITION BLVD
69% 6PM 62% 6PM
DORCHESTER AVE
IMAX
31% 7PM 51% 4PM
DELAWARE AVE
BEACHBODY
93% 8AM,
9AM, 10AM 22% 11AM
VIRGINIA AVE
30% 7PM
92%
5PM
67% 6PM 78% 6PM
WARWICK AVE
100%
12PM,
1PM
50% 1PM
34TH ST
64%
3PM, 4PM
34% 7PM
CENTINELA AVE
I-10
Legend
Peak Parking Occupancy
85 - 100%
67 - 84%
0 - 66%
Petitioning Block

Attachment C
Peak Parking Occupancy 11AM - 2PM
Saturday, August 25, 2012
STEWART STREET
STEWART
PARK
100% 11AM,
12PM, 2PM 44% 11AM
76% 11AM BUFFER PARK 67% 1PM 76% 11AM
34% 11AM
LANTANA
67% 2PM 60% 1PM
YORKSHIRE AVE
OLYMPIC BLVD
EXPO LIGHT RAIL
EXPOSITION BLVD
29% 2PM 60% 11AM
DORCHESTER AVE
21% 12PM 43% 1PM
DELAWARE AVE
40% 1PM 22% 1PM 28% 1PM
VIRGINIA AVE
I-10
IMAX
BEACHBODY
62%
12PM,
1PM
57% 11AM 57% 11AM
WARWICK AVE
29% 12PM
34TH ST
50%
11AM, 12PM,
1PM, 2PM
67% 11AM
33% 1PM
CENTINELA AVE
Legend
Peak Parking Occupancy
85 - 100%
67 - 84%
0 - 66%
Petitioning Block

Attachment D
Preferential Parking Community Meeting
January 10, 2013
• Concern about employees parking in neighborhood on weekdays
• Spill over on to other blocks
• Weekend parking is sometimes difficult
• The streets are full during the day including 5pm
• I would like 7 days a week no parking 8am to 8pm (many in favor)
o Ditto, but I would like it to end at 11pm
• Quarterly events at Beachbody result in parking in the neighborhood on weekends
• There will be SMC students parking here once the parking lot on Stewart is closed
• When Expo starts running, there will be little to no parking at Bergamot Station
• Trains will run until 11 or midnight and Agensys will remain open until 30 mins after last train
• Regulations on 34 th Street are working fine and I do not want a change
• Preferential Parking is difficult when having many visitors in town
• Concern about the maintenance yard and the employee parking generated by it
• Imax validates parking for screening events and pays for more parking spaces than they need
and asks visitors to park in the parking lot

13-B
May 14, 2013
CITY CLERK’S OFFICE - MEMORANDUM
To:
From:
City Council
Councilmembers Davis, Holbrook, and McKeown
Date: May 14, 2013
13-B: Request of Councilmembers Davis, Holbrook, and McKeown that the Council
support commercial property tax reform that will require commercial
properties to be reassessed regularly, while maintaining residential property
owners' protections under Prop 13; and direct that our position be
communicated to our lobbyist, our state legislators, and Governor Brown.
ATTACHMENTS:
1 – Public Policy Institue – Santa Monica College
2 – Close the Corporate Loophole
3 – LA Times: Prop. 13 Loophole Gives Edge to Big Players
13-B
May 14, 2013

13-C
May 14, 2013
CITY CLERK’S OFFICE - MEMORANDUM
To:
From:
City Council
Councilmember Winterer
Date: May 14, 2013
13-C: Request of Councilmember Winterer that the Council allocate $10,650 of
Council discretionary funds to the Ocean Park Association's Fourth of July
Parade account as a grant to offset City fees for this annual event.
ATTACHMENT:
City of Santa Monica 2013 Fourth of July Parade Cost Estimates
(Scroll below to view)
13-B
May 14, 2013

City of Santa Monica 2013 Fourth of July Parade Cost Estimates
Prepared May 2013
Department Item Road closure
8:00 am through
parade
completion
Police Department Overtime plus equestrian cleanup ($300.) $5,800.00
Fire Department Bike medic team, consisting of (2) ALS capable paramedics $1,200.00
BBB Rerouting of bus lines & associated outreach $300.00
Finance Parking Meters (including signs and stickers) - Total of 276
parking meter spaces. 40 @ $2.00 per hour, 236 @$1.00 per
hour which equals to $316.00 per hour; From 9:00am to 1:00pm
is $1,264.00; and $316.00 / hour thereafter.
$1,500.00
Finance
Parking for event organizers and volunteers in
Civic Center Lot (100 validations @ $5 per validation) $ 500.00
Finance
Beach Parking Lot - No cost for dismissal only at completion.
Any vehicle remains $10.00 for parking, $30.00 for reserved
space. $ -
Bike Valet (Starts one our before event and ends one hour after
PCD
event ends) $550.00
Resource Recovery & Recycling Additional trash can collection $250.00
Resource Recovery & Recycling Green containers for horse manure $ 50.00
Misc. Expenses $500.00
Total $ 10,650.00