Education event

Seismic Mandate Advocacy Member Briefing

Originally recorded Feb. 21, 2020


Today, 95% of hospitals are able to withstand an earthquake and all will be able to by 2025. But the 2030 seismic safety mandate goes further, requiring hospitals to be fully operational after a seismic event. Statewide, this mandate will cost California hospitals $100 billion. Not all hospitals can afford this, and some will close. As we know, when one hospital closes, a whole community suffers with reduced access to care and increased pressure on the remaining providers. 

SB 758 (Portantino) proposes a reasonable solution. This CHA-sponsored bill restructures the requirement to require that hospitals be fully operational only in areas where emergency medical services, surgical services, and post-surgical services would be provided for 72 hours following an earthquake. In addition, hospitals would be able to seek up to an additional 10 years to complete this work via retrofit or rebuild. Finally, hospitals in very low-risk seismic areas would be exempted from the requirement.

Help lawmakers understand why this matters to California’s communities. Join us to learn more about SB 758 to find out how you can help speak to your legislators, build local coalitions, and secure media coverage of the need to change this costly law.

Who Should Participate
Government relations executives and public relations executives.



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Seismic Issue Brief

Talking Points

Disaster Issue Brief


PowerPoint Presentation

Template Op-Ed

Template Letter to the Editor


Kiyomi Burchill
Vice President, Policy
California Hospital Association
Kiyomi Burchill is responsible for developing CHA’s policy positions on a wide range of legislative and regulatory issues that affect California hospitals and health systems, including seismic safety, licensing and certification, public health, health information technology, and quality. She closely coordinates with CHA’s advocacy, data, and communications teams to create and execute effective strategies on behalf of CHA’s members.

Prior to joining CHA, Kiyomi spent over a decade in public service in California state government. Most recently, she served as deputy secretary for legislative affairs at the California Health and Human Services Agency. She has also worked as policy consultant in the Office of the Senate President pro Tem.

Dietmar Grellman
Senior Vice President, Policy
California Hospital Association
As a member of the CHA leadership team, Dietmar Grellmann is responsible for developing legislative, regulatory and legal strategy for a variety of issues related to hospital operations. He works closely with the California Legislature and regulatory agencies.  

Dietmar previously served as Deputy Legislative Secretary to Gov. Pete Wilson, responsible for health, insurance and financial services issues and was also the Director of the State Office of Insurance Advisor. Before entering public service, he was an attorney specializing in business litigation and insurance regulatory matters.

Kathryn Scott
Senior Vice President, State Relations Advocacy
California Hospital Association
Kathryn serves as the association’s head lobbyist in Sacramento and directs the California lobbying team.

Previously, Kathryn was a partner at Capitol Partners, a Sacramento lobbying firm that she founded over ten years ago. She has over 20 years of experience in public policy and served as a contract lobbyist to CHA for 15 years. She has also represented the United Hospital Association and the District Hospital Leadership Forum among other health care and non-health care clients.

David Simon
Group Vice President, Communications
California Hospital Association
David Simon leads CHA’s Communications team in support of work to foster an environment in which hospitals and health systems can better meet their mission of care. David works closely with CHA’s advocacy, policy, and data teams to create and disseminate information to legislative leaders, regulatory bodies, the public, and CHA members.

Prior to joining CHA, David served in a communications leadership role at the Maryland Hospital Association. Before that, he spent nearly 15 years in journalism, working at newspapers in New York City and Maryland.