HomeMy WebLinkAbout2004-11-16; City Council; 17893; Multi-jurisdictional hazard mitigation planCITY OF CARLSBAD - AGENDA BILL
AB# 17,893
MTG. 11-16-04
DEPT. CM
8
TITLE:
ADOPT MULTI-JURISDICTIONAL HAZARD MITIGATION
PLAN
DEPT. HD.
CITY ATTY.
CITY MGR ‘-iLp
~~~
RECOMMENDED ACTION:
It is recommended the City Council ADOPT RESOLUTION NO.
the Multi-Jurisdiction Hazard Mitigation Plan for the City of Carlsbad.
2004-371 adopting
BACKGROUND AND HISTORY:
The Carlsbad City Council has a strategic goal to provide top quality service on a daily basis to all
those who live, work and play in Carlsbad. In an effort to meet this goal, the Carlsbad Emergency
Management Team (CEMAT) has worked for the past two years in conjunction with the County of
San Diego’s Emergency Operations Service and the other 17 local jurisdictions to develop a
countywide Multi-Jurisdictional/Multi-Hazard Mitigation Plan (hereafter called the Mitigation Plan
or the Plan). This Mitigation Plan for San Diego County was prepared with input from county
residents, local officials, consultants, and with the support of the State of California Office of
Emergency Services and Security (COESS) and the Federal Emergency Management Agency
(FEMA). The process to develop the Plan included nearly a year of coordination with representatives
from all of the jurisdictions in the region.
In the early 1960s, the incorporated cities and the County of San Diego formed a Joint Powers
Agreement which established the Unified San Diego County Emergency Services Organization
(USDCESO) and the Unified Disaster Council (UDC) as the policy making group for the region.
While federal legislation has historically provided funding for disaster relief, recovery, and some
hazard mitigation planning, the Disaster Mitigation Act of 2000 (DMA 2000) establishes a pre-
disaster hazard mitigation program and new requirements for the national post-disaster Hazard
Mitigation Grant Program (HMGP). The UDC, the San Diego County Board of Supervisors and City
Councils from each participating municipality are requested to adopt the Plan prior to its submittal to
COESS and FEMA for final approval. By approving the Hazard Mitigation Plan, local jurisdictions
are preserving their ability to request funding from FEMA for a variety of mitigation projects.
The general purpose of this plan was to evaluate a variety of natural and man-made hazards on a local
as well as a regional level and to establish possible mitigation measures to address those hazards.
Additional purposes that the Mitigation Plan serves includes:
9 Enhances Public Awareness and Understanding
Creates a Decision Tool for Management
Promotes Compliance with State and Federal Program Requirements
Enhances Local Policies for Hazard Mitigation Capability
Provides Inter-Jurisdictional Coordination of Mitigation-Related Programming
CEMAT has identified several areas of focus for possible mitigation efforts that are germane to the
City of Carlsbad. The areas of mitigation include: . General Public Information
I
PAGE 2 OF AGENDA BILL NO. 17,893
1 Earthquakes
1 Structural/Wild land fires
1 Dams
1 Hazardous Materials
1 Floods
1 Human Caused Hazards
Attached (Attachment 1) are the goals and sub-goals contained in the Hazard Mitigation Plan that
CEMAT believes the City has and/or can engage in. Many of the goals incorporated in the Mitigation
Plan can be accomplished with existing resources. The complete Hazard Mitigation Plan is on File
with the City Clerk’s Office.
In order to comply with FEMA’s guidelines and to preserve the City’s ability to seek Federal and
State funding for various projects, staff recommends that the City Council accept the Multi-
Jurisdictional Hazard Mitigation Plan and adopt the corresponding resolution.
FISCAL IMPACT:
Not significant at this time. Many of the Hazard Mitigation Goals and Sub-Goals can be
accomplished with existing resources.
Environmental Impact:
None
EXHIBITS:
1. The City of Carlsbad’s Mitigation Goals as outlined in the San Diego County Multi-
Jurisdictional Hazard Mitigation Plan.
2. Resolution No. 2004-371 adopting the San Diego County Multi-Jurisdictional
Hazard Mitigation Plan.
DEPARTMENT CONTACT: Joe Garuba, (760) 434-2893, e-mail: jgaru@ci.carlsbad.ca.us
2
Exhibit 1
SAN DIEGO COUNTY MULTI-HAZARD MITIGATION PLAN (PLAN)
City of Carlsbad
Revised 1 1/2/04
CITY OF CARLSBAD
VISION STATEMENT
The City of Carlsbad shall be a disaster-resistant community; thus to the extent possible, enabling all those who live, work,
and play in Carlsbad to be free from the effects of disasters.
MISSION STATEMENT
Our mission is to continue to improve the quality of life for all those who live, work, and play in Carlsbad by providing top-
quality service to our City and in our region.
SAN DIEGO COUNTY MULTI-JURISDICTIONAL MULTI-HAZARD MITIGATION PLAN For Official Use Only 1 uRs August 25,2003
SAN DIEGO COUNTY MULTI-HAZARD MITIGATION PLAN (PLAN)
City of Carlsbad
Revised 11/2/04
Goal 1. Increase public understanding and support for effective hazard mitigation.
Objective 1 .A Educate the public to increase awareness of hazards and opportunities for mitigation actions.
Action 1 .A.I
Action 1 .A.2
Action 1A.3
Action 1 .A.4
Action 1 .A5
Publicize and encourage the adoption of appropriate hazard mitigation actions.
Provide information to the public on the City website.
Heighten public awareness of hazards by working with Communications Officer &
Communications Committee.
Identify hazard specific issues and needs.
Help create demand for hazard resistant construction and site planning
Objective 1 .B Promote partnerships between the state, counties, and local to identify, prioritize, and implement
mitigation actions.
Action l.B.l
Action 1.B.2
Action 1 .B.3
Continue to participate in regional hazard mitigation activities as a member of the San
Diego County Unified Disaster Council.
Development, implement and support an Open Space Management Plan (database).
Continue to maintain good working relationships with the American Red Cross, the
Salvation Army, local churches and other agencies that provide for public assistance
and training.
Objective 1 .C Promote hazard mitigation in the business community.
Action 1 .C.1
Action 1 .C.2
Action 1 .C.3
Increase awareness and knowledge of hazard mitigation principles and practices.
Encourage businesses to develop and implement hazard mitigation actions.
Identify hazard-specific issues and needs.
Objective 1 .D Monitor and publicize the effectiveness of mitigation actions implemented citywide.
Action 1 .D.1
Action 1 .D.2
Use the City website to publicize mitigation actions.
Develop mitigation communications materials.
Objective 1 .E Provide education on hazardous conditions
Action l.E.l
Action 1 .E.2
Action 1.E.3
Support public and private sector symposiums.
Coordinate production of brochures, informational packets and other handouts.
Develop partnerships with the media on hazard mitigation.
SAN DIEGO COUNTY MULTI-JURISDICTIONAL MULTI-HAZARD MITIGATION PLAN For Official Use Only 2 uRs August 25, 2003
SAN DIEGO COUNTY MULTI-HAZARD MITIGATION PLAN (PLAN)
City of Carlsbad
Revised 1 1/2/04
Goal 2. Build and support local capacity and commitment to become less vulnerable to hazards.
Objective 2.A Increase awareness and knowledge of hazard mitigation principles and practice among local officials.
Action 2.A.1 Work with Communications Officer to create public awareness and knowledge of
hazard mitigation principles and practices.
Objective 2.8 Develop hazard mitigation plan and provide technical assistance to implement plan.
Action 2.B.1 Coordinate with the development and implementation of a multi-jurisdictional plan.
Objective 2.C Utilize GIS mapping to illustrate potential hazardous areas.
Action 2.C.1 Update GIS mapping as required.
SAN DIEGO COUNTY MULTI-JURISDICTIONAL MULTI-HAZARD MITIGATION PLAN For Official Use Only 3 uRs August 25,2003
SAN DIEGO COUNTY MULTI-HAZARD MITIGATION PLAN (PLAN)
City of Carlsbad
Revised 1 1/2/04
Goal 3. Reduce the possibility of damage and losses to existing assets, including people, critical
facilitieslinfrastructure, and public facilities due to dam failure.
Objective 3.A
Objective 3.8
Objective 3.C
Objective 3.D
Develop a comprehensive approach to reducing the possibility of damage and losses due to dam
failure.
Action 3.A.1 Update inundation maps every 10 years.
Protect existing assets with the highest relative vulnerability to the effects of a dam failure.
Action 3.8.1 Identify hazard-prone structures.
Action 3.B.2
Action 3.8.3 Encourage structural retrofitting.
Construct barriers around structures.
Coordinate with and support existing efforts to mitigate dam failure (e.g., US Army Corps of Engineers,
US Bureau of Reclamation, California Department of Water Resources).
Action 3.C.1
Action 3.C.2
Incorporate and maintain valuable wetlands in open space preservation programs.
Review and revise, if necessary, sediment and erosion control regulations.
Protect floodplains from inappropriate development.
Action 3.D.1 Plan and zone for open space, recreational, agricultural, or other low-intensity uses
within floodway fringes.
SAN DIEGO COUNTY MULTI-JURISDICTIONAL MULTI-HAZARD MITIGATION PLAN For Official Use Only 4
August 25,2003
SAN DIEGO COUNTY MULTI-HAZARD MITIGATION PLAN (PLAN)
City of Carlsbad
Revised 1 1/2/04
Goal 4. Reduce the possibility of damage and losses to existing assets, including people, critical
facilitieslinfrastructure, and public facilities due to earthquakes.
Objective4.A Develop a comprehensive approach to reducing the possibility of damage and losses due to
earthquakes.
Action 4.A.1
Action 4.A.2
Action 4.A.3
Participate in community awareness meetings.
Develop and distribute printed publications to the communities concerning hazards.
Continue periodic updates of local building codes, public works
construction codes, zoning and grading ordinances to reflect legislative
changes.
Objective 4.8 Protect existing assets with the highest relative vulnerability to the effects of earthquakes.
Action 4.8.1 Identify hazard-prone structures through GIS modeling.
Action 4.B.2 Build critical facilities that function after a major earthquake.
Action 4.8.3 Study ground motion, landslide, and liquefaction impacts on critical facilities.
Objective 4.C Coordinate with and support existing efforts to mitigate earthquake hazards
Action 4.C.1
Action 4.C.2
Identify projects for pre-disaster mitigation funding.
Collaborate with Federal, State and local agencies’ mapping efforts.
Objective 4.D Community Outreach
Action 4.D.1 Encourage the public to prepare and maintain a 3-day preparedness kit for home
and work.
SAN DIEGO COUNTY MULTI-JURISDICTIONAL MULTI-HAZARD MITIGATION PLAN For Official Use Only 5 uRs August 25, 2003
SAN DIEGO COUNTY MULTI-HAZARD MITIGATION PLAN (PLAN)
City of Carlsbad
~~
Revised 11/2/04
Goal 5. Reduce the possibility of damage and losses to existing assets, including people, critical
facilitieslinfrastructure, and public facilities due to hazardous materials-related hazards.
Objective 5.A Develop a comprehensive approach to reducing the possibility of damage and losses due to
hazardous materials-related hazards.
Action 5.A.1 Maintain hazardous materials business plans in duty battalion chief vehicle
Action 5.A.2 Review proposed industrial development for locations incompatible with hazardous
materials use & storage due to proximity to residential development.
Objective 5.B Coordinate with and support existing efforts to mitigate hazardous materials-related hazards.
Action 5.B.1.
Action 5.8.2
Coordinate with County Hazardous Materials Management Unit (HMMU).
Continue participation in a regional hazardous materials response program,
Objective 5.C Utilize GIS mapping to illustrate potential vulnerability of assets due to hazardous materials-related
hazards.
Action 5.C.1 Incorporate GIS mapping and modeling into the EOC.
SAN DIEGO COUNTY MULTI-JURISDICTIONAL MULTI-HAZARD MITIGATION PLAN For Official Use Only 6
August 25,2003
SAN DIEGO COUNTY MULTI-HAZARD MITIGATION PLAN (PLAN)
City of Carlsbad
Revised 11/2/04
Goal 6. Reduce the possibility of damage and losses to existing assets, including people, critical
facilitieslinfrastructure, and public facilities due to floods.
Objective 6.A Develop a comprehensive approach to reducing the possibility of damage and losses due to floods.
Action 6.A.1
Action 6.A.2
Action 6.A.3
Review and compare existing flood control standards, zoning and building
requirements.
Identify flood-prone areas by using GIS.
Adopt policies that discourage growth in flood-prone areas.
Objective 6.B Protect existing assets with the highest relative vulnerability to the effects of floods within the 100-year
floodplain.
Action 6.B.1
Action 6.8.2
Develop contiguous mitigation plan for flood prone areas.
Ensure adequate evacuation time in case of major hazard event.
Objective 6.C Coordinate with and support existing efforts to mitigate floods (e.g., US Army Corps of Engineers, US
Bureau of Reclamation, California Department of Water Resources).
Action 6.C.1 Develop a flood control strategy that ensures coordination with Federal, State and
local agencies.
Objective 6.D Address identified data limitations regarding the lack of information about the relative vulnerability of
assets from flooding.
Action 6.D.1
Action 6.D.2
Action 6.D.3
Encourage the public to prepare and maintain a 3-day preparedness kit for home
and work.
Increase participation and improve compliance with the National Flood Insurance
Program (NFIP).
Develop and implement hazard awareness program.
SAN DIEGO COUNTY MULTI-JURISDICTIONAL MULTI-HAZARD MITIGATION PLAN For Official Use Only 7 uRs August 25,2003
SAN DIEGO COUNTY MULTI-HAZARD MITIGATION PLAN (PLAN)
City of Carlsbad
Revised 1 1/2/04
Goal 7. Reduce the possibility of damage and losses to existing assets, including people, critical
facilitieslinfrastructure, and public facilities due to structural firelwildfire.
Objective 7.A Develop a comprehensive approach to reducing the possibility of damage and losses due to structural
firelwildfire.
Action 7.A.1 Review and evaluate City Landscape Design Manual (remove fire suppression zone
and move to the Fire Code).
Action 7.A.2 Utilize GIS and the Internet as information tools.
Action 7.A.3 Seek grant funding to support water-tending operations.
Action 7.A.4 Continue with Hosp Grove trimming and replanting efforts.
Action 7.A.5 Provide public education materials as requested or needed.
Objective 7.8 Coordinate with and support existing efforts to mitigate structural firelwildfire.
Action 7.8.1 Continue to maintain the City’s weed abatement ordinance to facilitate the removal
of annual weedslvegetation or habitat, placing existing properties in a fire safe
condition.
Ensure the City’s Open Space Management Plan incorporates current fire
protection measures.
Action 7.8.2
Objective 7.C Utilize GIS mapping to best reflect potential vulnerability of assets from structural firelwildfire
Action 7.C.1
Maintain adequate emergency response capability.
Action 7.D.1
Use GIS to map fire risk areas.
Objective 7.D
Continue to evaluate service level impacts and needs as part of the review of major
projects.
SAN DIEGO COUNTY MULTI-JURISDICTIONAL MULTI-HAZARD MITIGATION PLAN For Official Use Only 8
August 25, 2003
SAN DIEGO COUNTY MULTI-HAZARD MITIGATION PLAN (PLAN)
City of Carlsbad
Revised 11/2/04
Goal 8. Reduce the possibility of damage and losses to existing assets, including people, critical
facilitieslinfrastructure, and public facilities due to human-caused hazards where appropriate.
Objective 8.A Develop a comprehensive approach to reducing the possibility of damage and losses due to human-
caused hazards.
Action 8.A.1
Action 8.A.2
Develop and maintain comprehensive pre-incident and recovery plans.
Develop and distribute printed publications to the communities concerning hazards
as appropriate.
Objective 8.8 Protect existing assets with the highest relative vulnerability to the effects of human-caused hazards.
Action 8.8.1 Design site circulation to minimize vehicle speeds and eliminate direct approaches to
critical structures.
Objective 8.C Reduce the risk of injury or loss of life to persons in city facilities related to human-caused hazards.
Action 8.C.1 Conduct training and exercises for all employees.
Action 8.C.2 Review City Emergency Plan annually and update plan every three years.
Action 8.C.3 Develop and maintain public education program.
Objective 8.D Coordinate with and support existing efforts to mitigate human-caused hazards.
Action 8.D.1
Action 8.D.2
Encourage the public to prepare and maintain a 3-day preparedness kit for home
and work.
Seek pre-disaster mitigation funding.
Objective 8.E Utilize GIS mapping to best reflect potential vulnerability of assets due to human-caused hazards.
Action 8.E.1 Incorporate GIS mapping and modeling into the EOC.
SAN DIEGO COUNTY MULTI-JURISDICTIONAL MULTI-HAZARD MITIGATION PLAN For Official Use Only 9 uRs August 25, 2003
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RESOLUTION NO. 20&6.371
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF
JURISIDICTIONAL HAZARD MTIGATION PLAN FOR THE
CITY OF CARLSBAD
CARLSBAD, CALIFORNIA, ADOPTING THE MULTI-
WHEREAS, the City of Carlsbad has experienced natural and human-caused
disasters on occasion over the past 50 years, resulting in property loss, economic hardship, and
threats to public health and safety; and
WHEREAS, the majority of San Diego County’s 2.9 million residents live in areas
subject to these disasters; and
WHEREAS, a Multi-jurisdictional/Multi-hazard Mitigation Plan (the Plan) has been
developed after more than one year of research and work by the County of San Diego and all
eighteen (1 8) Cities in the county; and
WHEREAS, the Plan recommends many hazard mitigation actions that will protect the
people and property affected by the natural and manmade hazards that face San Diego County,
and
WHEREAS, public meetings were held throughout the county to review the Plan as
required by law; and
WHEREAS, mitigation measures have been shown to be effective in saving lives and
reducing property damage caused by disasters; and
NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Carlsbad,
California, as follows:
I. That the above recitations are true and correct
2. That the Multi-Jurisdictional/Multi-Hazard Mitigation Plan is hereby adopted by the
City Council of Carlsbad
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PASSED, APPROVED AND ADOPTED at a Regular Meeting of the City Council of the
City of Carlsbad on the 16th day of November , 2004, by the following vote:
AYES: Council Members Lewis, Finnila, Kulchin, Hall and Packard.
NOES: None
ABSENT: None
ATTEST:
cn-
INE M. WOOD, City Clerk
-2-
MULTIMULTI--JURISDICTIONALJURISDICTIONALHAZARD MITIGATION HAZARD MITIGATION PLANPLAN
PURPOSE OF MITIGATION PLANPURPOSE OF MITIGATION PLANzzEvaluate possible natural and manEvaluate possible natural and man--made made hazards on local/regional levelhazards on local/regional levelzzDevelop potential mitigation measuresDevelop potential mitigation measureszzAdoption of the Mitigation Plan meets the Adoption of the Mitigation Plan meets the Federal Emergency Management Federal Emergency Management Agencies requirementsAgencies requirements
CEMAT’S ACTIVITIESCEMAT’S ACTIVITIESzzHarmony Grove Fire Harmony Grove Fire 19961996zzEl Nino 1997El Nino 1997zzY2KY2KzzRolling BlackoutsRolling BlackoutszzSeptember 2001September 2001zzFirestorms of 2003zzExpanded Expanded CommunicationsCommunicationszzRedesigned Disaster Redesigned Disaster PlanPlanzzHazard AnalysisHazard AnalysiszzOngoing TrainingOngoing TrainingzzEmergency Emergency Operations CenterOperations CenterzzDisaster Disaster Preparedness Preparedness CoordinatorFirestorms of 2003Coordinator
MAJOR HAZARDS MAJOR HAZARDS zzEarthquakeEarthquakezzFireFire----------------------------------------------------------------zzHazardous Materials Hazardous Materials zzDam FailureDam FailurezzFloodingFlooding
MITIGATION MEASURESMITIGATION MEASURESzzPublic Public Awareness/PreparedAwareness/PreparednessnesszzCommunicationCommunicationzzMaintenance of Open Maintenance of Open Space AreasSpace AreaszzMapping Mapping zzTraining Training
RECOMMENDATIONRECOMMENDATIONAdopt MultiAdopt Multi--Jurisdictional Hazard Jurisdictional Hazard Mitigation PlanMitigation Plan
BACKGROUNDBACKGROUNDzzEarly 1960’s San Diego County and Early 1960’s San Diego County and incorporated cities form Unified Disaster incorporated cities form Unified Disaster Council (UDC) JPACouncil (UDC) JPAzzOngoing efforts of Carlsbad Emergency Ongoing efforts of Carlsbad Emergency Management Team (CEMAT)Management Team (CEMAT)zzFederal Disaster Mitigation Act of 2000Federal Disaster Mitigation Act of 2000zzCountywide collaboration towards disaster Countywide collaboration towards disaster preparednesspreparedness
March, 2004
MULTIMULTI--JURISDICTIONALJURISDICTIONAL
HAZARD MITIGATION PLANHAZARD MITIGATION PLAN
SAN DIEGO COUNTY, CASAN DIEGO COUNTY, CA
Participating Participating Jurisdictions::
CarlsbadCarlsbad
Chula VistaChula Vista
CoronadoCoronado
Del MarDel Mar
El CajonEl Cajon
EncinitasEncinitas
EscondidoEscondido
Imperial BeachImperial Beach
La MesaLa Mesa
Lemon GroveLemon Grove
National CityNational City
OceansideOceanside
PowayPoway
San DiegoSan Diego
San MarcosSan Marcos
SanteeSantee
Solana BeachSolana Beach
Vista Vista
County of San DiegoCounty of San Diego
Prepared for:
FINAL
SAN DIEGO COUNTY
MULTI-JURISDICTION HAZARD
MITIGATION PLAN
SAN DIEGO COUNTY, CALIFORNIA
PREPARED FOR:
COUNTY OF SAN DIEGO
URS PROJECT NO. 27653042.00500
MARCH 15, 2004
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TABLE OF CONTENTS
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Section 1 Introduction ......................................................................................................1-1
1.1 Plan Description/Purpose of Plan..........................................................................1-1
1.2 Plan Purpose and Authority...................................................................................1-2
1.3 Community Description.........................................................................................1-3
1.3.1 The County of San Diego..........................................................................1-3
1.3.2 Local Jurisdictions....................................................................................1-6
Section 2 Multi-Jurisdictional Participation Information...............................................2-1
2.1 List of Participating and Non-Participating Jurisdictions......................................2-1
2.2 Description of Each Jurisdiction’s Participation in the Planning Process.............2-1
Section 3 Planning Process Documentation..................................................................3-1
3.1 Description of Planning Committee Formation.....................................................3-1
3.2 Name of Planning Committee and its Members....................................................3-1
3.3 Hazard Mitigation Working Group Meetings........................................................3-2
3.4 Planning Process Milestones .................................................................................3-2
3.5 Public Involvement................................................................................................3-4
3.6 Existing Plans or Studies Reviewed ......................................................................3-5
Section 4 Risk Assessment..............................................................................................4-1
4.1 Overview of the Risk Assessment Process............................................................4-1
4.1.1 Identifying Hazards...................................................................................4-1
4.1.2 Profiling Hazards......................................................................................4-1
4.1.3 Identifying Assets .....................................................................................4-2
4.1.4 Assessing Vulnerability ............................................................................4-2
4.1.5 Analyzing Development Trends ...............................................................4-2
4.2 Hazard Identification and Screening......................................................................4-2
4.2.1 List of Hazards Prevalent in the Jurisdiction ............................................4-2
4.2.2 Hazard Identification Process ...................................................................4-3
4.2.3 Hazard Identification Sources...................................................................4-6
4.2.4 Non-Profiled Hazards ...............................................................................4-6
4.3 Hazard Profiles......................................................................................................4-7
4.3.1 Coastal Storms, Erosion and Tsunami......................................................4-8
4.3.2 Dam Failure ............................................................................................4-12
4.3.3 Earthquake ..............................................................................................4-15
4.3.4 Flood.......................................................................................................4-20
4.3.5 Rain-Induced Landslide..........................................................................4-25
4.3.6 Liquefaction............................................................................................4-28
4.3.7 Structure/Wildfire Fire............................................................................4-31
4.3.8 Manmade Hazards...................................................................................4-34
4.4 Vulnerability Assessment....................................................................................4-39
4.4.1 Asset Inventory.......................................................................................4-39
4.4.2 Estimating Potential Exposure and Losses, and Future Development
Trends.....................................................................................................4-40
4.5 Multi-Jurisdictional Assessment..........................................................................4-82
TABLE OF CONTENTS
W:\27653042\00500 Hazard Mitigation Plan\FINAL\00500-c-r.doc\9-Mar-04\SDG ii
4.5.1 Analysis of Land Use..............................................................................4-82
4.5.2 Analysis of Development Trends............................................................4-84
Section 5 Goals, Objectives and Actions........................................................................5-1
5.1 Overview ...............................................................................................................5-1
5.2 Regional Considerations........................................................................................5-2
5.3 City of Carlsbad.....................................................................................................5-3
5.3.1 Capabilities Assessment............................................................................5-4
5.3.2 Goals, Objectives and Actions..................................................................5-7
5.4 City of Chula Vista..............................................................................................5-15
5.4.1 Capabilities Assessment..........................................................................5-16
5.4.2 Goals, Objectives and Actions................................................................5-22
5.5 City of Coronado.................................................................................................5-39
5.5.1 Capabilities Assessment..........................................................................5-40
5.5.2 Goals, Objectives and Actions................................................................5-43
5.6 City of Del Mar....................................................................................................5-53
5.6.1 Capabilities Assessment..........................................................................5-54
5.6.2 Goals, Objectives and Actions................................................................5-57
5.7 City of El Cajon...................................................................................................5-65
5.7.1 Capabilities Assessment..........................................................................5-66
5.7.2 Goals, Objectives and Actions................................................................5-69
5.8 City of Encinitas..................................................................................................5-79
5.8.1 Capabilities Assessment..........................................................................5-81
5.8.2 Goals, Objectives and Actions................................................................5-83
5.9 City of Escondido................................................................................................5-99
5.9.1 Capability Assessment..........................................................................5-100
5.9.2 Goals, Objectives and Actions..............................................................5-105
5.10 City of Imperial Beach.......................................................................................5-119
5.10.1 Capabilities Assessment........................................................................5-120
5.10.2 Goals, Objectives and Actions..............................................................5-123
5.11 City of La Mesa.................................................................................................5-135
5.11.1 Capabilities Assessment........................................................................5-136
5.11.2 Goals, Objectives and Actions..............................................................5-139
5.12 City of Lemon Grove.........................................................................................5-147
5.12.1 Capabilities Assessment........................................................................5-148
5.12.2 Goals, Objectives and Actions..............................................................5-151
5.13 City of National City .........................................................................................5-157
5.13.1 Capabilities Assessment........................................................................5-158
5.13.2 Goals, Objectives and Actions..............................................................5-161
5.14 City of Oceanside ..............................................................................................5-171
5.14.1 Capabilities Assessment........................................................................5-172
5.14.2 Goals, Objectives and Actions..............................................................5-176
5.15 City of Poway....................................................................................................5-185
5.15.2 Goals, Objectives and Actions..............................................................5-189
5.16 City of San Diego..............................................................................................5-197
5.16.1 Capabilities Assessment........................................................................5-198
5.16.2 Goals, Objectives and Actions..............................................................5-207
5.17 City of San Marcos............................................................................................5-219
TABLE OF CONTENTS
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5.17.1 Capabilities Assessment........................................................................5-220
5.17.2 Goals, Objectives and Actions..............................................................5-224
5.18 City of Santee ....................................................................................................5-235
5.18.1 Capabilities Assessment........................................................................5-236
5.18.2 Goals, Objectives and Actions..............................................................5-240
5.19 City of Solana Beach.........................................................................................5-255
5.19.1 Capabilities Assessment........................................................................5-256
5.19.2 Goals, Objectives and Actions..............................................................5-259
5.20 City of Vista.......................................................................................................5-267
5.20.1 Capabilities Assessment........................................................................5-268
5.20.2 Goals, Objectives and Actions..............................................................5-271
5.21 County of San Diego .........................................................................................5-281
5.21.1 Capabilities Assessment........................................................................5-283
5.21.2 Goals, Objectives and Actions..............................................................5-288
Section 6 Plan Maintenance.............................................................................................6-1
6.1 Monitoring, Evaluating and Updating the Plan.....................................................6-1
6.1.1 Plan Monitoring........................................................................................6-1
6.1.2 Plan Evaluation.........................................................................................6-1
6.1.3 Plan Updates .............................................................................................6-1
6.1.4 Implementation Through Existing Programs............................................6-1
6.1.5 Continued Public Involvement..................................................................6-2
Section 7 References........................................................................................................7-1
List of Tables, Figures, and Appendices
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Tables
Table 4.2-1 Summary of Hazard Identification Results
Table 4.3-1 Modified Mercalli Intensity Scale
Table 4.3-2 Historical Records of Large Floods in San Diego County
Table 4.3-3 Major Wildfires in San Diego County
Table 4.3-4 Licensed Hazardous Material Sites by Jurisdiction
Table 4.3-5 Toxic Chemical Reported Releases in San Diego County, California 2001
Table 4.4-1 Abbreviations and Costs Used for Critical Facilities and Infrastructure
Table 4.4-2 Inventory of Critical Facilities and Infrastructure and Exposure Value by Jurisdiction
Table 4.4-3 Inventory of Exposure for Infrastructure
Table 4.4-4 Inventory of the Maximum Population and Building Exposure by Jurisdiction
Table 4.4-5 Potential Exposure from Coastal Storm/Erosion Hazard by Jurisdiction
Table 4.4-6 Potential Exposure from Tsunami Hazard by Jurisdiction
Table 4.4-7 Potential Exposure to Critical Facilities and Infrastructure from Tsunami Hazard by
Jurisdiction
Table 4.4.8 Potential Exposure from Dam Inundation Hazard by Jurisdiction
Table 4.4-9 Potential Exposure to Critical Facilities and Infrastructure from Dam Inundation Hazard
by Jurisdiction
Table 4.4-10 Potential Exposure and Losses from Annualized Earthquake Hazard by Jurisdiction
Table 4.4-11 Potential Exposure to Critical Facilities and Infrastructure from 100-Year Earthquake
Hazard by Jurisdiction
Table 4.4-12 Potential Exposure to Critical Facilities and Infrastructure from 500-Year Earthquake
Hazard by Jurisdiction
Table 4.4-13 Potential Exposure and Losses from 100-Year Flood Hazard by Jurisdiction
Table 4.4-14 Potential Exposure to Critical Facilities and Infrastructure from 100-Year Flood Hazard
by Jurisdiction
Table 4.4-15 Potential Exposure and Losses from 500-Year Flood Hazard by Jurisdiction
Table 4.4-16 Potential Exposure to Critical Facilities and Infrastructure from 500-Year Flood Hazard
by Jurisdiction
Table 4.4-17 Potential Exposure from High Rain-Induced Landslide Hazard by Jurisdiction
Table 4.4-18 Potential Exposure to Critical Facilities and Infrastructure from High Rain-Induced
Landslide Hazard by Jurisdiction
Table 4.4-19 Potential Exposure to Moderate Rain-Induced Landslide Hazard by Jurisdiction
Table 4.4-20 Potential Exposure to Critical Facilities and Infrastructure from Moderate Rain-Induced
Landslide Hazard by Jurisdiction
Table 4.4-21 Potential Exposure from Extreme Wildfire Hazard by Jurisdiction
Table 4.4-22 Potential Exposure from Very High Wildfire Hazard by Jurisdiction
Table 4.4-23 Potential Exposure from High Wildfire Hazard by Jurisdiction
Table 4.4-24 Potential Exposure from Moderate Wildfire Hazard by Jurisdiction
Table 4.4-25 Potential Exposure from Wildfire (Moderate, High, Very High, Extreme Combined)
Hazard by Jurisdiction
Table 4.4-26 Potential Exposure to Critical Facilities and Infrastructures from Extreme Wildfire
Hazard by Jurisdiction
Table 4.4-27 Potential Exposure to Critical Facilities and Infrastructures from Very High Wildfire
Hazard by Jurisdiction
Table 4.4-28 Potential Exposure to Critical Facilities and Infrastructures from High Wildfire Hazard
by Jurisdiction
List of Tables, Figures, and Appendices
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Table 4.4-29 Potential Exposure to Critical Facilities and Infrastructures from Moderate Wildfire
Hazard by Jurisdiction
Table 4.4-30 Potential Exposure to Critical Facilities and Infrastructures from (Moderate, High, Very
High, Extreme Combined) Wildfire Hazard by Jurisdiction
Table 5.3-1 Summary of Potential Hazard-Related Exposure/Loss in Carlsbad
Table 5.3-2 City of Carlsbad: Administrative and Technical Capacity
Table 5.3-3 City of Carlsbad: Legal and Regulatory Capability
Table 5.3-4 City of Carlsbad: Fiscal Capability
Table 5.4-1 Summary of Potential Hazard-Related Exposure/Loss in Chula Vista
Table 5.4-2 City of Chula Vista: Administrative and Technical Capacity
Table 5.4-3 City of Chula Vista: Legal and Regulatory Capability
Table 5.4-4 City of Chula Vista: Fiscal Capability
Table 5.5-1 Summary of Potential Hazard-Related Exposure/Loss in Coronado
Table 5.5-2 City of Coronado: Administrative and Technical Capacity
Table 5.5-3 City of Coronado: Legal and Regulatory Capability
Table 5.5-4 City of Coronado: Fiscal Capability
Table 5.6-1 Summary of Potential Hazard-Related Exposure/Loss in Del Mar
Table 5.6-2 City of Del Mar: Administrative and Technical Capacity
Table 5.6-3 City of Del Mar: Legal and Regulatory Capability
Table 5.6-4 City of Del Mar: Fiscal Capability
Table 5.7-1 Summary of Potential Hazard-Related Exposure/Loss in El Cajon
Table 5.7-2 City of El Cajon: Administrative and Technical Capacity
Table 5.7-3 City of El Cajon: Legal and Regulatory Capability
Table 5.7-4 City of El Cajon: Fiscal Capability
Table 5.8-1 Summary of Potential Hazard-Related Exposure/Loss in Encinitas
Table 5.8-2 City of Encinitas: Administrative and Technical Capacity
Table 5.8-3 City of Encinitas: Legal and Regulatory Capability
Table 5.8-4 City of Encinitas: Fiscal Capability
Table 5.9-1 Summary of Potential Hazard-Related Exposure/Loss in Escondido
Table 5.9-2 City of Escondido: Administrative and Technical Capacity
Table 5.9-3 City of Escondido: Legal and Regulatory Capability
Table 5.9-4 City of Escondido: Fiscal Capability
Table 5.10-1 Summary of Potential Hazard-Related Exposure/Loss in Imperial Beach
Table 5.10-2 City of Imperial Beach: Administrative and Technical Capacity
Table 5.10-3 City of Imperial Beach: Legal and Regulatory Capability
Table 5.10-4 City of Imperial Beach: Fiscal Capability
Table 5-11-1 Summary of Potential Hazard-Related Exposure/Loss in La Mesa
Table 5.11-2 City of La Mesa: Administrative and Technical Capacity
Table 5.11-3 City of La Mesa: Legal and Regulatory Capability
Table 5.11-4 City of La Mesa: Fiscal Capability
Table 5.12-1 Summary of Potential Hazard-Related Exposure/Loss in Lemon Grove
Table 5.12-2 City of Lemon Grove: Administrative and Technical Capacity
Table 5.12-3 City of Lemon Grove: Legal and Regulatory Capability
Table 5.12-4 City of Lemon Grove: Fiscal Capability
Table 5.13-1 Summary of Potential Hazard-Related Exposure/Loss in National City
Table 5.13-2 City of National City: Administrative and Technical Capacity
Table 5.13-3 City of National City: Legal and Regulatory Capability
Table 5.13-4 City of National City: Fiscal Capability
Table 5.14-1 Summary of Potential Hazard-Related Exposure/Loss in Oceanside
List of Tables, Figures, and Appendices
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Table 5.14-2 City of Oceanside: Administrative and Technical Capacity
Table 5.14-3 City of Oceanside: Legal and Regulatory Capability
Table 5.14-4 City of Oceanside: Fiscal Capability
Table 5.15-1 Summary of Potential Hazard-Related Exposure/Loss in Poway
Table 5.15-2 City of Poway: Administrative and Technical Capacity
Table 5.15-3 City of Poway: Legal and Regulatory Capability
Table 5.15-4 City of Poway: Fiscal Capability
Table 5.16-1 Summary of Potential Hazard-Related Exposure/Loss in San Diego
Table 5.16-2 City of San Diego: Administrative and Technical Capacity
Table 5.16-3 City of San Diego: Legal and Regulatory Capability
Table 5.16-4 City of San Diego: Fiscal Capability
Table 5.17-1 Summary of Potential Hazard-Related Exposure/Loss in San Marcos
Table 5.17-2 City of San Marcos: Administrative and Technical Capacity
Table 5.17-3 City of San Marcos: Legal and Regulatory Capability
Table 5.17-4 City of San Marcos: Fiscal Capability
Table 5.18-1 Summary of Potential Hazard-Related Exposure/Loss in Santee
Table 5.18-2 City of Santee: Administrative and Technical Capacity
Table 5.18-3 City of Santee: Legal and Regulatory Capability
Table 5.18-4 City of Santee: Fiscal Capability
Table 5.19-1 Summary of Potential Hazard-Related Exposure/Loss in Solana Beach
Table 5.19-2 City of Solana Beach: Administrative and Technical Capacity
Table 5.19-3 City of Solana Beach: Legal and Regulatory Capability
Table 5.19-4 City of Solana Beach: Fiscal Capability
Table 5.20-1 Summary of Potential Hazard-Related Exposure/Loss in Vista
Table 5.20-2 City of Vista: Administrative and Technical Capacity
Table 5.20-3 City of Vista: Legal and Regulatory Capability
Table 5.20-4 City of Vista: Fiscal Capability
Table 5.21-1a Summary of Potential Hazard-Related Exposure/Loss in the County (Urban)
Table 5.21-1b Summary of Potential Hazard-Related Exposure/Loss in the County (Rural)
Table 5.21-2 County of San Diego: Administrative and Technical Capacity
Table 5.21-3 County of San Diego: Legal and Regulatory Capability
Table 5.21-4 County of San Diego: Fiscal Capability
Figures
Figure 4.3.1 Hazard Profile: Coastal Storms/Erosion/Tsunami
Figure 4.3.2 Hazard Profile: Dam Failure
Figure 4.3.3 Hazard Profile: Earthquake
Figure 4.3.4 Hazard Profile: Flood
Figure 4.3.5 Hazard Profile: Rain-Induced Landslide
Figure 4.3.6 Hazard Profile: Liquefaction
Figure 4.3.7 Hazard Profile: Structure
Figure 4.4.1 Critical Facilities in San Diego County
Figure 4.5.1 Land Use in San Diego County
Figure 4.5.2 Population Growth 2000-2010
Appendices
Appendix A HMWG/Public Meeting Information
List of Tables, Figures, and Appendices
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Appendix B Data Matrix
Attachment
Attachment A Human Caused Hazards (Separately Bound)
List of Tables, Figures, and Appendices
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List of Acronyms and Abbreviations
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AIR Airport facilities
AMSA Association of Metropolitan Sewerage Agencies
APN Assessor Parcel Number
ATAC Anti-Terrorism Advisory Council
BRDG Bridges
BRS Base Release Scenario
BUS Bus facilities
Cal-ARP California Accidental Release Program
CAMEO Computer-Aided Management of Emergency Operations
Carlsbad City of Carlsbad
CAS
CCR California Code of Regulations
CCTV Closed Circuit Television
CERT Community Emergency Response Team
CGC California Government Code
Chula Vista City of Chula Vista
CEQA California Environmental Quality Act
COM Communication facilities and utilities
Coronado City of Coronado
CUPA Certified Unified Program Agency
DEH Department of Environmental Health
Del Mar City of Del Mar
El Cajon City of El Cajon
ELEC Electric Power facility
EMER Emergency Centers, Fire Stations and Police Stations
Encinitas City of Encinitas
EOC Emergency Operations Center
Escondido City of Escondido
GOVT Government Office/Civic Center
HIRT Hazardous Incident Response Team
HMD Hazardous Materials Division
GIS Geographic Information Systems
HMMU Hazardous Materials Management Unit
HMWG Hazard Mitigation Working Group
HOSP Hospitals/Care facilities
HWY Highway
IDLH Immediately Dangerous to Life and Health
Imperial Beach City of Imperial Beach
INFR Kilometers of Infrastructure. Includes:
JPA
La Mesa City of La Mesa
Lemon Grove City of Lemon Grove
LOC Level of Concern
LPG Local Planning Group
MMST Metropolitan Medical Strike Team
List of Acronyms and Abbreviations
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National City City of National City
NOAA National Oceanic and Atmospheric Administration
OCA Offsite Consequence Analysis
Oceanside City of Oceanside
og Oil/Gas Pipelines
PAG Protective Action Guidelines
Plan San Diego Multi-Jurisdictional Multi-Hazard Mitigation Plan
PORT Port facilities
POT Potable and Waste Water facilities
Poway City of Poway
PSI pound per square inch
RAIL Rail facilities
RMP Risk Management Program
RS Regulated Substance
RTR Railroad Tracks
SANDAG San Diego Association of Governments
San Diego City of San Diego
San Marcos City of San Marcos
SCADA Supervisory Control and Data Acquisition
SCH Schools
SDUASS San Diego Urban Area Security Strategy
SERP Site Emergency Response Plans
Solana Beach City of Solana Beach
SONGS San Onofre Nuclear Generating Station
TAG Target Assessment Group
TQ Threshold Quantity
UDC Unified Disaster Council
Unincorporated County County of San Diego
USEPA United States Environmental Protection Agency
Vista City of Vista
SECTIONONE Introduction
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SECTION 1 INTRODUCTION
Across the United States, natural and manmade disasters have led to increasing levels of death, injury,
property damage, and interruption of business and government services. The impact on families and
individuals can be immense and damages to businesses can result in regional economic consequences.
The time, money and effort to respond to and recover from these disasters divert public resources and
attention from other important programs and problems. With five presidential disaster declarations, three
fire-suppression authorizations from the Federal Emergency Management Agency (FEMA) and one
disaster-related Act of Congress since 1992, San Diego County, California recognizes the consequences
of disasters and the need to reduce the impacts of natural and manmade hazards. The elected and
appointed officials of the County also know that with careful selection, mitigation actions in the form of
projects and programs can become long-term, cost effective means for reducing the impact of natural and
manmade hazards.
This Multi-Hazard Mitigation Plan for San Diego County, California (the Plan), was prepared with input
from county residents, responsible officials, URS Corporation consultants, and with the support of the
State of California Office of Emergency Services and Security (COESS) and the Federal Emergency
Management Agency (FEMA). The process to develop the Plan included nearly a year of coordination
with representatives from all of the jurisdictions in the region. The Plan will guide the County toward
greater disaster resistance in harmony with the character and needs of the community.
This section of the Plan includes an overview of the Plan, a discussion of the Plan’s purpose and
authority, and a description of the 18 incorporated cities and the unincorporated County within the San
Diego region.
1.1 PLAN DESCRIPTION/PURPOSE OF PLAN
Federal legislation has historically provided funding for disaster relief, recovery, and some hazard
mitigation planning. The Disaster Mitigation Act of 2000 (DMA 2000) is the latest legislation to improve
this planning process (Public Law 106-390). The new legislation reinforces the importance of mitigation
planning and emphasizes planning for disasters before they occur. As such, DMA 2000 establishes a pre-
disaster hazard mitigation program and new requirements for the national post-disaster Hazard Mitigation
Grant Program (HMGP).
Section 322 of DMA 2000 specifically addresses mitigation planning at the state and local levels. It
identifies new requirements that allow HMGP funds to be used for planning activities, and increases the
amount of HMGP funds available to states that have developed a comprehensive, enhanced mitigation
plan prior to a disaster. States and communities must have an approved mitigation plan in place prior to
receiving post-disaster HMGP funds. Local and tribal mitigation plans must demonstrate that their
proposed mitigation measures are based on a sound planning process that accounts for the risk to and the
capabilities of the individual communities.
State governments have certain responsibilities for implementing Section 322, including:
• Preparing and submitting a standard or enhanced state mitigation plan;
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• Reviewing and updating the state mitigation plan every three years;
• Providing technical assistance and training to local governments to assist them in applying for
HMGP grants and in developing local mitigation plans; and
• Reviewing and approving local plans if the state is designated a managing state and has an
approved enhanced plan.
DMA 2000 is intended to facilitate cooperation between state and local authorities, prompting them to
work together. It encourages and rewards local and state pre-disaster planning and promotes sustainability
as a strategy for disaster resistance. This enhanced planning network is intended to enable local and state
governments to articulate accurate needs for mitigation, resulting in faster allocation of funding and more
effective risk reduction projects.
FEMA prepared an Interim Final Rule, published in the Federal Register on February 26, 2002 (44 CFR
Parts 201 and 206), which establishes planning and funding criteria for states and local communities.
The Plan has been prepared to meet FEMA and COESS requirements thus making the County eligible for
funding and technical assistance from state and federal hazard mitigation programs.
1.2 PLAN PURPOSE AND AUTHORITY
In the early 1960s, the incorporated cities and the County of San Diego formed a Joint Powers Agreement
which established the Unified San Diego County Emergency Services Organization (USDCESO) and the
Unified Disaster Council (UDC) as the policy making group. The UDC, the San Diego County Board of
Supervisors and City Councils from each participating municipality are required to adopt the Plan prior to
its submittal to COESS and FEMA for final approval.
The Plan is intended to serve many purposes, including:
• Enhance Public Awareness and Understanding – to help residents of the County better
understand the natural and manmade hazards that threaten public health, safety, and welfare;
economic vitality; and the operational capability of important institutions;
• Create a Decision Tool for Management – to provide information that managers and leaders of
local government, business and industry, community associations, and other key institutions and
organizations need to take action to address vulnerabilities to future disasters;
• Promote Compliance with State and Federal Program Requirements – to insure that San Diego
County and its incorporated cities can take full advantage of state and federal grant programs,
policies, and regulations that encourage or mandate that local governments develop
comprehensive hazard mitigation plans;
• Enhance Local Policies for Hazard Mitigation Capability – to provide the policy basis for
mitigation actions that should be promulgated by participating jurisdictions to create a more
disaster-resistant future; and
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• Provide Inter-Jurisdictional Coordination of Mitigation-Related Programming – to ensure that
proposals for mitigation initiatives are reviewed and coordinated among the participating
jurisdictions within the County.
• Achieve Regulatory Compliance – To qualify for certain forms of federal aid for pre- and post-
disaster funding, local jurisdictions must comply with the federal DMA 2000 and its
implementing regulations (44 CFR Section 201.6). DMA 2000 intends for hazard mitigation
plans to remain relevant and current. Therefore, it requires that State hazard mitigation plans are
updated every three years and local plans, including San Diego County’s, every five years. This
means that the Hazard Mitigation Plan for San Diego County uses a “five-year planning horizon”.
It is designed to carry the County through the next five years, after which its assumptions, goals,
and objectives will be revisited and the plan resubmitted for approval.
1.3 COMMUNITY DESCRIPTION
1.3.1 The County of San Diego
San Diego County, one of 58 counties in the State of California, was established on February 18, 1850,
just after California became the 31st state. The County stretches 65 miles from north to south, and 86
miles from east to west, covering 4,261 square miles. Elevation ranges from sea level to about 6,500 feet.
Orange and Riverside Counties border it to the north, the agricultural communities of Imperial County to
the east, the Pacific Ocean to the west, and the State of Baja California, Mexico to the south.
Geographically, the County is on the same approximate latitude as Dallas, Texas and Charleston, South
Carolina.
San Diego County is comprised of 18 incorporated cities and 17 unincorporated communities. The
county's total population in 2000 was approximately 2.8 million with a median age of 33 years (Census
2000). San Diego is the third most populous county in the state.
The following subsections provide an overview of the Economy, Physical Features, Infrastructure, and
Jurisdictional Summaries for the County of San Diego.
1.3.1.1 Economy
San Diego offers a vibrant and diverse economy along with a strong and committed public/private
partnership of local government and businesses dedicated to the creation and retention of quality jobs for
its residents. Although slowed by the recession and defense cuts in the late 1980’s and early 1990’s, the
business climate continues to thrive due to the diversification of valuable assets such as world class
research institutions; proximity to Mexico and the Pacific Rim; a well educated, highly productive work
force; and an unmatched entrepreneurial spirit.
According to the San Diego Regional Chamber of Commerce, San Diego's Gross Regional Product
(GRP)–an estimate of the total output of goods and services in the county–was estimated to reach $126.2
billion in 2002, and was forecast to increase 5.9% to $133.6 billion in 2003. Adjusted for inflation, the
"real" increase was expected to be 3.3%. Due to rising housing, gas and energy prices, and the forecast for
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the consumer price index showed inflation increasing slightly to 3.8% in 2002. Total taxable retail sales
experienced gains in 2002, with sales up more than $27 billion.
San Diego's abundant and diverse supply of labor at competitive rates is one of the area's greatest assets.
As of August 2002, the total civilian labor force was estimated at 1.5 million, which includes self-
employed individuals and wage and salary employment. Unemployment for 2002 was 4.3% or 63,000
persons. Since 1980, San Diego's average unemployment rates have ranked below both state and national
unemployment rates. Despite the economic uncertainty the nation is facing, San Diego's average annual
unemployment rate of 4.3% remains far below the state's rate of 6.3% and the national rate of 5.9%. The
unemployment rate for 2003 increased only slightly to 4.4%.
There are several reasons for the strong labor supply in San Diego. The area's appealing climate and
renowned quality of life are two main factors that attract a quality workforce. The excellent quality of life
continues to be an important advantage for San Diego companies in attracting and retaining workers. In
addition, local colleges and universities with a population of over 180,000 students, augment the region's
steady influx of qualified labor. Each year San Diego's educational institutions graduate nearly 1,500
students with bachelors, masters and PhD degrees in electrical engineering, computer science,
information systems, mechanical engineering and electronic technology. Over 2,500 students annually
receive advanced degrees in business administration. There is also a pool of qualified workers from San
Diego's business schools, which annually graduate over 1,000 students with administrative and data
processing skills.
1.3.1.2 Employment
San Diego's diverse and thriving high-tech industry has become the fastest growing sector of employment
and a large driving force behind the region's continued economic prosperity. San Diego's high-tech
industry comprises over a tenth of the region's total economic output.
San Diego boasts the third largest concentration of biotech companies in the country with an estimated
400 firms. Currently there are over 32,000 people employed in San Diego's vibrant biotech industry.
From 1990 to 2000, biotech industry employment grew by 67% from 18,000 to 32,000 jobs. San Diego's
Medical Device sector is the fastest growing in the U.S. with about 180 companies. San Diego boasts the
highest dollar amount of National Institute for Health grants per capita in the nation. Local biotech firms
produce 9% of all drug sales and revenues in the United States. San Diego-based companies currently
have 25 commercial products on the market and 75 products in late-phase clinical trials. The general
services industry is the second largest employment sector in the County, totaling 29.8% of the county's
industry employment. This sector includes business services, San Diego's tourism industry, health
services and various business services, employing 421,900 workers. Government is the fourth largest
employer with 203,900 jobs accounting for 15.5% of total industry employment. The state and local
government is the largest employer with 162,900 employees.
1.3.1.3 Physical Features
The physical, social and economic development of the region has been influenced by its unique
geography, which encompasses over 70 miles of coastline, broad valleys, lakes, forested mountains and
the desert. The county can be divided into three basic geographic areas, all generally running in the north-
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south direction. The coastal plain extends from the ocean to inland areas for 20 to 25 miles. The foothills
and mountains, rising in elevation to 6,500 feet, comprise the middle section of the county. The third area
is the desert, extending from the mountains into Imperial County, 80 miles east of the coast. San Diegans
can live in the mountains, work near the ocean, and take recreational day trips to the desert.
One of San Diego's greatest assets is its climate. With an average yearly temperature of 70 degrees, the
local climate has mild winters, pleasant summers, and an abundance of sunshine and light rainfall.
San Diego County experiences climatic diversity due to its varied topography. Traveling inland,
temperatures tend to be warmer in the summer and cooler in the winter. In the local mountains, the
average daily highs are 77 degrees and lows are about 45 degrees. The mountains get a light snowfall
several times a year. East of the mountains is the Anza Borrego Desert, where rainfall is minimal and the
summers are hot. The dry, mild climate of San Diego County is conducive to productivity. Outdoor work
and recreational activities are possible almost all year-round. In addition, storage and indoor work can be
handled with minimum investment in heating and air conditioning.
1.3.1.4 Infrastructure
San Diego has a well-developed highway system. There are about 600 miles of state highways and 300
miles of freeways and expressways within the San Diego region. The county also encompasses more than
7,185 miles of maintained city streets and county roads. Roughly 11.6 million vehicle trips are made on
the region's roadways daily, accounting for more than 68 million vehicle miles traveled daily.
Since 1980, San Diego's licensed drivers have increased 46%; likewise, auto registrations have increased
57%. Vehicle miles of travel (VMT) are up 86% since 1980. Unfortunately the increase in drivers,
vehicles and VMT has not been matched by corresponding increases in freeway mileage (10%) or local
street and road mileage (19%). Over the same time period, there has been a decrease in both reported fatal
accidents and injury accidents.
All urbanized areas in the region and some rural areas are served by public transit. The San Diego Region
is divided into two transit development boards: the San Diego Metropolitan Transit Development Board
(MTDB), and the North County Transit Development Board (NCTD). San Diego Transit Corporation
(SDTC), which operates transit service under MTDB, serves about two million people annually with
routes that cover the cities of San Diego, Chula Vista, El Cajon, La Mesa and National City, as well as
portions of San Diego County's unincorporated areas. SDTC routes also connect with other regional
operators' routes. San Diego Trolley operates the light rail transit system under MTDB. The North County
Transit District (NCTD) buses carry passengers in north San Diego County, including Del Mar, east to
Escondido, north to Orange County and Riverside County, and north to Camp Pendleton. NCTD's bus
fleet carries more than 11 million passengers every year. NCTD's bus system has 35 routes. In addition,
NCTD runs special Express Buses for certain sporting and special events in San Diego.
San Diego Gas & Electric is a public utility that provides natural gas and electric service to 3 million
consumers through 1.2 million electric meters and 720,000 natural gas meters in San Diego and southern
Orange counties. SDG&E's service area encompasses 4,100 square miles, covering two counties and 25
cities. SDG&E is a subsidiary of Sempra Energy, a Fortune 500 energy services holding company based
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in San Diego. Virtually all of the petroleum products in the region are delivered via a pipeline system
operated by Kinder Morgan Energy Partners.
The Metropolitan Water District of Southern California supplies most of the water for the San Diego area.
The local wholesaler is the San Diego County Water Authority (SDCWA). Each of the SDCWA's 23
member agencies is responsible for the water supply within its jurisdiction and varying rates for each of
these agency areas. The 23 member agencies are comprised of six cities, four water districts, three
irrigation districts, one public utility district, and one federal agency (military base). Approximately
700,000 acre-feet (AF) of water were utilized in the year 2000. Water demand is expected to increase to
about 813,000 AF by 2020. Typically 75 to 95% of San Diego County's water is imported. For the year
2000, 84% of San Diego County's water was imported from the following sources; Colorado River
Aqueduct (73%), State Water Project (27%), the other local water sources (16%). The Metropolitan
Water District of Southern California imports Colorado River water via the two-mile Colorado River
Aqueduct. Water from northern California Rivers is imported to Metropolitan Water District via the State
Water Project's 444-mile California Aqueduct. Residents place the highest demand on water, consuming
roughly 57% of all water in San Diego County. Industrial/Commercial is the second largest consumer of
water (21%), followed by Agriculture at 16% of the total water demand.
1.3.2 Local Jurisdictions
1.3.2.1 Carlsbad (Population: 90,277)
Carlsbad is a coastal community located 35 miles north of downtown San Diego. It is bordered by
Encinitas to the south, Vista and San Marcos to the east and Oceanside to the north. Carlsbad is home to
world-class resorts such as the La Costa Resort and Spa and the Four Seasons Resort at Aviara, offering
championship-level golf and tennis facilities. The newest addition to Carlsbad's commercial/recreational
landscape is Legoland, which opened in Spring 1999. The city of Carlsbad has a strong economy, much
of which has come from industrial development. Callaway Golf, Cobra Golf, ISIS Pharmaceuticals,
Mallinckrodt Medical, NTN Communications and Immune Response are just a few of the local
companies located in Carlsbad. The area has nine elementary schools, two junior high schools, and three
high schools. The school district ranks among the best in the county. Distinguished private and parochial
schools also serve Carlsbad, including the internationally renowned Army Navy Academy.
1.3.2.2 Chula Vista (Population: 174,300)
Chula Vista is home to an estimated 44% of all businesses in the South Bay Region of San Diego County.
Chula Vista is the second largest municipality in San Diego County, and the 21st largest of 450 California
cities. Today Chula Vista is attracting such companies as Solar Turbines and Raytheon, a $20 billion
global technology firm serving the defense industry. Chula Vista ranks among the nation's top ten
governments in terms of employee productivity and local debt levels.
1.3.2.3 Coronado (Population: 24,650)
Coronado is a 13.5 square mile ocean village. The military bases of the Naval Air Station North Island
and Naval Amphibious Base occupy 5.3 square miles. Coronado is connected to San Diego by a 2.3-mile
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bridge and to Imperial Beach (its neighbor to the south), by a six-mile scenic highway, the Silver Strand.
It is primarily a bedroom community for San Diego executives, a haven for retired senior military officers
and an internationally renowned tourist destination. This vibrant community welcomes more than two
million visitors annually to soak up the sun and the sand while enjoying the lush surroundings and village
appeal of Coronado. The city contains 14 hotels, amongst them are 3 world-class resorts including the
Hotel Del Coronado and 67 highly acclaimed restaurants.
1.3.2.4 Del Mar (Population: 5,400)
Del Mar is the smallest city in the County with only 5,400 residents in the year 2000. Located 27 miles
north of downtown San Diego, this coastal community is known for its affluence and comfortable
standard of living. It is a beautiful wooded hillside area overlooking the ocean and has a resort-like
atmosphere. The Del Mar Racetrack and Thoroughbred Club serve as Del Mar's most noted landmark.
This racetrack is also the location for the annual San Diego County Fair. The City of Del Mar has 2.9
miles of shoreline that include the Del Mar City Beach and the Torrey Pines State Beach. There are two
elementary schools, one junior high school and one high school in Del Mar, which is considered one of
the regions best school districts.
1.3.2.5 El Cajon (Population: 96,600)
El Cajon is located 15 miles east of the City of San Diego. El Cajon is an inland valley surrounded by
rolling hills and mountains. El Cajon's current population of 96,600 makes it the sixth most populated
jurisdiction in the region. As one of the most eastern cities in the County, El Cajon has a warm and dry
climate. El Cajon is a diverse residential, commercial, and industrial area, and serves as the main
commerce center for several surrounding communities. Gillespie Field, a general aviation airport, is a
major contributing factor to the city's vibrant industrial development. El Cajon includes a cross-section of
housing types from lower cost mobile homes and apartments to moderately priced condominiums to
higher cost single-family residences. There are 23 elementary schools, seven middle schools and four
high schools.
1.3.2.6 Encinitas (Population: 62,100)
Encinitas has grown rapidly over the past 10 years, stretching into the eastern hills and now encompassing
the villages of Leucadia, Cardiff-By-The-Sea, and Olivenhain. Encinitas is known as the "Flower Capital
of the World" and is one of the world's major suppliers of Poinsettias. Encinitas encompasses more than
six miles of coastline. Schools within these beach communities have been recognized statewide for
excellence in their curriculum.
1.3.2.7 Escondido (Population: 127,800)
Escondido has a reputation as a bedroom community due to the large percentage of residents who work
outside of the city. Escondido is located 30 miles north of San Diego and is approximately 18 miles
inland from the coast. It is the region's fifth most populated city. More than a decade ago, the people of
Escondido conceived a vision of cultural excellence. Today, the $73.4 million California Center for the
Arts stands as a product of this vision. Escondido has 18 elementary schools, nine of which are parochial
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schools, three middle schools and six high schools, three of which are parochial. There is a unique mix of
agriculture, industrial firms, high-tech firms, recreational centers and parks, as well as residential areas.
The areas largest shopping mall, the North County Fair, houses 6 major retail stores and approximately
175 smaller stores. California State University, San Marcos and Palomar Community College are located
within minutes of Escondido.
1.3.2.8 Imperial Beach (Population: 29,200)
Imperial Beach claims the distinction of being the "Most Southwesterly City - in the continental United
States." The City is located in the Southwest corner of San Diego County, only five miles from the
Mexican Border and 15 miles from downtown San Diego. With a population of 29,200, Imperial Beach
occupies an area of 4.4 square miles. Imperial Beach offers some of the least expensive housing to be
found west of the I-5. It is primarily a resort/recreation community with a vast beach area as well as a
12,000-foot pier for fishing. Some describe Imperial Beach as quaint, but mostly the town has a rare
innocence and a relaxed atmosphere. Looking south just across the International border, Tijuana's famous
"Bullring by the Sea," the Plaza De Monumental can be seen.
1.3.2.9 La Mesa (Population: 59,200)
La Mesa is centrally located 12 miles east of downtown San Diego. La Mesa is a suburban residential
community as well as a commercial and trade center. The area is characterized by rolling hills and has a
large number of hilltop home sites that take advantage of the beautiful views. La Mesa offers affordable
housing within a wide range of prices, as well as high-end luxury homes atop Mt. Helix. La Mesa has an
abundance of mixed-use condominiums for those who prefer a downtown village atmosphere. There is a
positive balance between single-family housing and multi-family housing within La Mesa's city limits.
One of the region's major retail facilities, Grossmont Center is located in the heart of the city adjacent to
another major activity center, Grossmont Hospital. The La Mesa-Spring Valley Elementary School
District provides 18 elementary schools and four junior high schools. There are two high schools in the
area and Grossmont College, a two-year community college, is also located in La Mesa.
1.3.2.10 Lemon Grove Population: 25,950
Lemon Grove lies eight miles east of downtown San Diego. Lemon Grove is the third smallest
jurisdiction in the San Diego region based on population and geographic size. Initially the site of
expansive lemon orchards, the city still remains a small town with a rural ambiance. Currently
manufacturing and trade account for over one-third of the total employment in this area. A substantial
proportion of the homes in Lemon Grove are single-family dwellings with the addition of several
apartments and condominiums built over the last 20 years. There are five elementary schools and two
junior high schools.
1.3.2.11 National City (Population: 55,400)
National City is one of the county's oldest incorporated areas. Just five miles south of San Diego, National
City is the South Bay's center of industrial activity. The economy is based on manufacturing, shipbuilding
and repair. The San Diego Naval Station, which overlaps San Diego and National City is the largest naval
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facility in the country. There are a great number of historical sites in National City and homes in the area
are usually 50 years or older. Stately Victorians reflect the early part of the century when shipping and
import/export magnates lived here. Served by National Elementary and Sweetwater High School districts,
National City also offers several private schools for all grade levels. National City is best known for its
Mile of Cars; the title describing its abundant auto dealerships. Two large shopping malls, Plaza Bonita
and South Bay Plaza, are located in National City.
1.3.2.12 Oceanside (Population: 160,800)
Oceanside is centrally located between San Diego and Los Angeles. Located just 36 miles north of
downtown San Diego, Oceanside is bordered by Camp Pendleton to the north, Carlsbad to the south,
Vista to the east and the ocean to the west. The current population of 160,800 makes Oceanside the fourth
largest jurisdiction in the County and the largest coastal community. Industrial real estate rates tend to be
lower than the County average. There is an abundant supply of new housing and condominium
developments, which tend to be more affordable than in other areas of Southern California coastal cities.
With a near-perfect year-round climate and recognition as one of the most livable places in the nation,
Oceanside offers both an incomparable lifestyle and abundant economic opportunity. Its extensive
recreational facilities include 3.5 miles of sandy beaches, the Oceanside Harbor and the Oceanside
Lagoon. There are 16 elementary schools, two parochial and two private, three middle schools and three
high schools, as well as Mira Costa College and the United States International University.
1.3.2.13 Poway (Population: 49,300)
Poway is located 23 miles northeast of San Diego within the well-populated I-15 corridor. Poway is
distinct because it is set into the foothills. Poway's main recreational facility is the 350-acre Lake Poway
Park; the Lake also serves as a reservoir for the water supplied to San Diego by the Colorado River
Aqueduct. The area has many recreational facilities, providing complete park sites, trails and fishing
opportunities. Poway is also home to the Blue Sky Ecological Reserve, 700 acres of natural habitat with
hiking, horseback riding and interpretive trails. The Poway Performing Arts Center is an 815 seat
professional theater that began its eleventh season in 2001. The Poway Unified School District is
excellent and has been consistently rated in the top tier. The district has four high schools, five middle
schools and 19 elementary schools. There are eight private and parochial schools offering instruction
from K-8 grades.
1.3.2.14 San Diego (Population 1,277,200)
The City of San Diego is the largest city in San Diego County, containing roughly half of the County's
total population. With its current population of 1,277,200, the City of San Diego is the second largest city
in the state. It is the region's economic hub, with well over half of the region's jobs and nearly three-
quarters of the region's large employers. Thirteen of the region's 20 major colleges and universities are in
the City of San Diego, as are six of the region's major retail centers. The City's visitor attractions are
world-class and include Balboa Park, San Diego Zoo, Wild Animal Park, Sea World, Cabrillo National
Monument and Old Town State Historic Park. The City of San Diego spans approximately 40 miles from
its northern tip to the southern border. Including the shoreline around the bays and lagoons, the City of
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San Diego borders a majority of the region's shoreline, encompassing 93 of the region's 182 shoreline
miles.
1.3.2.15 San Marcos (Population: 53,900)
San Marcos is located between Vista and Escondido, approximately 30 miles north of downtown San
Diego. San Marcos is known for its resort climate, rural setting, central location and affordable housing
prices. San Marcos has been the fasted growing jurisdiction in the region since 1956. It is home to two of
the region's major educational facilities, Palomar Community College and California State University,
San Marcos. The K-12 School District is an award winning district with over seven Schools of Distinction
Awards to their credit.
1.3.2.16 Santee (Population: 58,300)
Santee lies 18 miles northeast of downtown San Diego and is bordered on the east and west by slopes and
rugged mountains. The San Diego River runs through this community, which was once a dairy farming
area. It is now a residential area that has experienced phenomenal growth since the 1970's. Since the
expansion of the San Diego Trolley, Santee residents can ride the Trolley to Mission Valley, Downtown
San Diego and as far as the U.S./Mexico Border. Elementary students attend one of 11 elementary
schools, while high school students attend Santana or West Hills High School.
1.3.2.17 Solana Beach (Population: 14,350)
As one of the county's most attractive coastal communities, Solana Beach is known for its small-town
atmosphere and pristine beaches. Incorporated in 1986, it has one of the highest median income levels in
the County as well as an outstanding school system recognized with state and national awards of
excellence. Lomas Santa Fe, located east of the freeway, is a master planned community, which features
shopping, homes, and condominiums, two golf courses and the family oriented Lomas Santa Fe Country
Club.
1.3.2.18 Vista (Population: 85,700)
Vista has been growing at twice the rate of the State of California and 50% faster than the rest of the San
Diego area in the last decade. There are 10 elementary schools, four middle schools, and five high
schools. More than 400 companies have located their businesses in the city since 1986.
1.3.2.19 Unincorporated County of San Diego (Population: 456,371)
The unincorporated County consists of approximately 34 Community Planning and Subregional Areas.
Many of the communities in the Unincorporated County jurisdiction are located in the mountains, desert,
North County, or on the border of Mexico. Rancho Santa Fe, an affluent residential and resort
community, is one of the exceptions, located within the urban core area. The community of Julian is
located in the central mountains along a principle travel route between the desert and Metropolitan San
Diego, and is a common tourist destination. Alpine is located east of El Cajon on Interstate 8 and is
considered a gateway to San Diego County's wilderness areas of mountains, forests, and deserts.
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The Subregional Planning Areas are Central Mountain, County Islands, Mountain Empire, North County
Metro, and North Mountain. Communities within the Central Mountain Subregion are Cuyamaca,
Descanso, Guatay, Pine Valley, and Mount Laguna. The County Islands Community Plan area consists of
Mira Mesa, Greenwood, and Lincoln Acres. The North Mountain Subregion is mostly rural and includes
Santa Ysabel, Warner Springs, Palomar Mountain, Mesa Grande, Sunshine Summit, Ranchita and Oak
Grove. The Mountain Empire Subregion contains Tecate, Potrero, Boulevard, Campo, Jacumba, and the
remainder of the plan area. The Community Planning Areas are Alpine, Bonsall, Borrego Springs,
Boulevard, Crest/Dehesa/Granite Hills/Harbison Canyon, Cuyamaca, Descanso, Desert, Fallbrook,
Hidden Meadows, Jacumba, Jamul/Dulzura, Julian, Lake Morena/Campo, Lakeside/Pepper Drive-
Bostonia, Otay, Pala-Pauma, Palomar/North Mountain, Pendleton/Deluz, Pine Valley, Portrero, Rainbow,
Ramona, San Dieguito (Rancho Santa Fe), Spring Valley, Sweetwater, Tecate, Twin Oaks, Valle De Oro,
and Valley Center.
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SECTION 2 MULTI-JURISDICTIONAL PARTICIPATION
INFORMATION
2.1 LIST OF PARTICIPATING AND NON-PARTICIPATING JURISDICTIONS
The jurisdictions that participated in the planning process are Carlsbad, Chula Vista, Coronado, Del Mar,
El Cajon, Encinitas, Escondido, Imperial Beach, La Mesa, Lemon Grove, National City, Oceanside,
Poway, San Diego (City), San Marcos, Santee, Solana Beach, Unincorporated (County), and Vista. There
were no non-participating jurisdictions. Representatives from all participating jurisdictions, local
businesses, educational facilities, various public, private and non-profit agencies, media representatives
and the general public provided input into the preparation of the Plan. Local jurisdictional representatives
included but were not limited to fire chiefs/officials, police chiefs/officials, planners and other
jurisdictional officials/staff.
2.2 DESCRIPTION OF EACH JURISDICTION’S PARTICIPATION IN THE PLANNING
PROCESS
The UDC established the Hazard Mitigation Working Group (HMWG) to facilitate the development of
the Plan. A representative from each incorporated city and the unincorporated county was designated by
their jurisdiction as the HMWG member. Each HMWG member identified a Local Mitigation Planning
Team for their jurisdiction that included decision-makers from police, fire, emergency services,
community development/planning, transportation, economic development, public works and emergency
response/services personnel. The jurisdiction-level Local Mitigation Planning Team assisted in
identifying the specific hazards/risks that are of concern to each jurisdiction and to prioritize hazard
mitigation measures. The HMWG members brought this information to HMWG meetings held regularly
to provide jurisdiction-specific input to the multi-jurisdictional planning effort and to assure that all
aspects of each jurisdiction’s concerns were addressed. A list of the lead contacts for each participating
jurisdiction is included in Section 3.2.
All HMWG members were provided an overview of hazard mitigation planning elements at the HMWG
meetings. This training was designed after the FEMA State and Local Mitigation Planning How-to Guide
worksheets, which led the HMWG members through the process of defining the jurisdiction’s assets,
vulnerabilities, capabilities, goals and objectives, and action items. The HMWG members were also given
additional action items at each meeting to be completed by their Local Mitigation Planning Team.
HMWG members also participated in the public workshops held to present the risk assessment,
preliminary goals, objectives and actions. In addition, several HMWG members met with URS staff
specifically to discuss hazard-related goals, objectives and actions. Preliminary goals, objectives and
actions developed by jurisdiction staff were then reviewed with their respective City Council, City
Manager and/or representatives for approval.
Throughout the planning process, the HMWG members were given maps of the profiled hazards as well
as detailed jurisdiction-level maps that illustrated the profiled hazards and critical facilities at an enhanced
scale (1:24,000). The HMWG members reviewed these maps and provided updates or changes to the
critical facility or hazard layers. Data received from HMWG members were added to the hazard database
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and used in the modeling process described in the Risk Assessment portion of the Plan (Section 4).
Jurisdictions that provided URS with updated hazard-related data are:
• City of Carlsbad - provided local liquefaction/soil stability and flood data
• City of Chula Vista - provided additional inundation/flood mapping information
• City of Encinitas - provided tsunami run-up data
• City of Escondido - provided updated local fire threat and geo-hazard data
• City of San Marcos - provided updated fire threat data
The cities of Del Mar, El Cajon, Encinitas, Escondido, Imperial Beach, La Mesa, National City, Poway,
and San Marcos also provided URS with edits to critical facilities within their jurisdictions.
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SECTION 3 PLANNING PROCESS DOCUMENTATION
3.1 DESCRIPTION OF PLANNING COMMITTEE FORMATION
The San Diego County Office of Emergency Services (OES) hired URS Corporation (URS) to assist with
the development of the Plan. Herman Reddick, the representative for the San Diego County OES, at the
direction of the UDC, requested input from each jurisdiction in the county and invited each municipality
and fire district to attend a meeting to develop an approach to the planning process and to help form the
HMWG Committee (See Appendix A). URS also provided an opportunity for neighboring communities,
local and regional agencies involved in hazard mitigation activities, and agencies that have the authority
to regulate development, as well as business, academia and other private and non-profit interestes to be
involved in the planning process. Some of those parties are listed in Section 3.2 below. The committee
was formed as an advisory body to undertake the planning process and meeting dates were set for all
members of the committee and interested parties to attend. Local jurisdictional representatives included
but were not limited to fire chiefs/officials, police chiefs/officials, planners and other jurisdictional
officials/staff.
3.2 NAME OF PLANNING COMMITTEE AND ITS MEMBERS
The HMWG is comprised of representatives from San Diego County (County), each of the 18
incorporated cities in the County and interested public agencies and citizens, as listed above in Section
2.1. The HMWG met regularly, and served as a forum for the public to voice their opinions and concerns
about the mitigation plan. Although several jurisdictions sent several representatives to the HMWG
meetings, each jurisdiction selected a lead representative who acted as the liaison between their
jurisdictional Local Mitigation Planning Team and the HMWG. Each local team, made up of other
jurisdictional staff/officials met separately and provided additional local-level input to the leads for
inclusion into the Plan. These lead representatives are:
Lead HMWG Representatives for Participating Jurisdictions:
City of Carlsbad, Brian Watson/Division Chief
City of Chula Vista, Carlos Bejar/Emergency Services
City of Coronado, John Traylor/Fire Chief
City of Del Mar, Joseph Hoefgen/Public Safety
City of El Cajon, Gary Buchholz, Fire Dept.
City of Encinitas, Tom Gallup/Fire Dept.
City of Escondido, Neil Hobbs/Fire Chief
City of Imperial Beach, Paul Smith/Deputy Fire Chief
City of La Mesa, Greg McAlpine/Fire Dept.
City of Lemon Grove, Tim Laff/ Fire Dept.
City of National City, Don Condon/Fire Dept.
City of Oceanside, Robert Dunham/Fire Marshal
City of Poway, Dennis Quillen/Dept. of Public Works
City of San Diego, D.P. Lee/Homeland Security and Eugene Ruzzini/City of San Diego
City of San Marcos, Larry Webb/Fire Chief and Scott Hanson/Fire Dept.
City of Santee, Howard Rayon/Fire Dept.
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City of Solana Beach, Dave Holmerud/Fire Dept.
City of Vista, Jeff Berg/Fire Dept.
County of San Diego, Herman Reddick/Fire Services
(Consultant Lead: URS Corporation, David Marx)
In addition to members of the public, representatives of the following agencies/organizations participated
in HMWG meetings:
American Red Cross
California Department of Forestry (CDF)
Emergency Preparedness and Disaster Medical Response Personnel
Emergency Planning Consultants
Greater San Diego County Fire Safe Council
San Diego County Hazardous Materials Division
San Diego Data Processing Center
San Diego Resource Conservation District
State of California Office of Emergency Services
Sweetwater Authority
UCSD Healthcare
UCSD Staff/Officials
U.S. Forest Service (USFS)
Various Media Representatives
3.3 HAZARD MITIGATION WORKING GROUP MEETINGS
The Hazard Mitigation Working Group met regularly, although briefly interrupted by the Firestorm in
October 2003. The following is a list of meeting dates and results of meetings (see Appendix A for sign-
in sheets, meeting agendas, and meeting minutes).
HMWG Meeting Dates/Results of Meeting:
HMWG Meeting 1: 6-23-03/Kickoff and Formation of HMWG
HMWG Meeting 2: 7-14-03/Overview of Planning Process/Assessing Risks
HMWG Meeting 3: 8-4-03/ Overview of Planning Process/Profiling Hazards
HMWG Meeting 4: 8-25-03/Review Risk Assessment/Development of Mitigation Plan
HMWG Meeting 5: 9-15-03/Capabilities Assessment/Goals, Objectives, and Actions
HMWG Meeting 6: 12-8-03/Jurisdictional Progress/Review of Plan
HMWG Meeting 7: 2-23-04/Distribution of Draft Plan
HMWG Meeting 8: 3-15-04/Distribution of Final Plan
Other meetings included individual meeting with jurisdictions, presentations to local planning teams/City
Councils, and public hearings by individual jurisdictions for adoption of the Plan.
3.4 PLANNING PROCESS MILESTONES
The approach taken by San Diego County relied on sound planning concepts and a methodical process to
identify County vulnerabilities and to propose the mitigation actions necessary to avoid or reduce those
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vulnerabilities. Each step in the planning process was built upon the previous, providing a high level of
assurance that the mitigation actions proposed by the participants and the priorities of implementation are
valid. Specific milestones in the process included:
• Risk Assessment (June, 2003 – Sept. 2003) - The HMWG used the FEMA list of hazards from the
State and Local Mitigation Planning How-to Guide (How-to Guide) to identify natural hazards
that potentially threaten all or portions of the County. In addition to natural hazards, the HMWG
also identified manmade hazards that may threaten all or portions of the County and individual
jurisdictions. Specific geographic areas subject to the impacts of the identified hazards were
mapped using a Geographic Information System (GIS). The HMWG had access to information
and resources regarding hazard identification and risk estimation. This included hazard specific
maps, such as floodplain delineation maps, earthquake shake potential maps, and wildfire threat
maps; GIS-based analyses of hazard areas; the locations of infrastructure, critical facilities, and
other properties located within each jurisdictions; and an estimate of potential losses or exposure
to losses from each hazard.
The HMWG also conducted a methodical, qualitative examination of the vulnerability of
important facilities, systems, and neighborhoods to the impacts of future disasters. GIS data and
modeling results were used to identify specific vulnerabilities that could be addressed by specific
mitigation actions. The HMWG also reviewed the history of disasters in the County and assessed
the need for specific mitigation actions based on the type and location of damage caused by past
events.
Finally, the assessment of community vulnerabilities included a review of existing codes, plans,
policies, programs, and regulations used by local jurisdictions to determine whether existing
provisions and requirements adequately address the hazards that pose the greatest risk to the
community.
• Goals, Objectives and Alternative Mitigation Actions (August, 2003- January, 2004) – Based on
this understanding of the hazards faced by the County, a series of goals and objectives were
identified by HMWG members to guide subsequent planning activities. In addition, a series of
alternative mitigation actions were identified to address these goals and objectives. This was done
in the HMWG meeting series described above, starting in September, and continuing through
December. The schedule was set back slightly due to the wildfires that occurred throughout San
Diego County in October/November 2003.
• Mitigation Plan and Implementation Strategy (January/February, 2004) – The HMWG
determined the priorities for action from among the alternatives and developed a specific
implementation strategy including details about the organizations responsible for carrying out the
actions, their estimated cost, possible funding sources, and timelines for implementation.
• Work Group Meetings (June, 2003 – December, 2003) - As listed in Section 3.3 a series of
HMWG meetings were held in which the HMWG considered the probability of a hazard
occurring in an area and its impact on public health and safety, property, the economy, and the
environment, and the mitigation actions that would be necessary to minimize impacts from the
identified hazards. These meetings were held every three weeks starting June 23 and continued
through December 8, 2003. The meetings evolved as the planning process progressed, and were
designed to aid the jurisdictions in completing worksheets that helped define hazards within their
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jurisdictions, their existing capabilities and mitigation goals and action items for the Mitigation
Plan.
3.5 PUBLIC INVOLVEMENT
The San Diego County HMWG hosted a series of public meetings to educate stakeholders about their
risks, involve them in identifying issues, and educate them about mitigation options available to them.
Local agencies, businesses, academia, nonprofits, and other interested parties were encouraged to provide
input at these meetings to the development of the Plan. Public Involvement included:
• Public Information Meetings and Workshops to educate citizens, public officials, and business
leaders about the hazard mitigation planning process. Topics included hazard mitigation planning
and its benefits, steps in the hazard mitigation planning process, and the importance of
community input and participation, especially to suggest mitigation goals to be incorporated into
the Plan. The public was invited to every HMWG meeting, which were held regularly starting
June 19, 2003.
A series of public workshops was also held over a three-week period in January and February
2004. These workshops included a presentation of the overall planning process, all milestones
achieved, and maps of all hazards identified in the Risk Assessment portion of the Plan. The
focus however, was getting community input into the local goals, objectives, and mitigation
actions for each of the jurisdictions. These public workshops were held at various locations
throughout the county to accommodate interested citizens from the north, south, east and central
portions of the county (see Appendix A for copies of press releases, meeting agendas, attendance
lists and meeting minutes).
Public Meeting Dates:
Public/UDC Meeting and Presentation: 6-19-03
Public/HMWG Kickoff Meeting 1: 6-23-03
Public/UDC Meeting and Presentation: 9-18-03
Public Workshop 1: 1-22-04
Public Workshop 2: 1-27-04
Public Workshop 3: 1-28-04
Public Workshop 4: 1-29-04
Public Workshop 5: 2-4-04
• Public Response Questionnaires to develop lists of potential mitigation actions by soliciting
community input regarding vulnerabilities and potential solutions. Citizens participated by
prioritizing the hazards and suggesting possible solutions, which formed the basis for researching
alternatives and developing evaluation criteria for selecting mitigation actions. Questionnaires
were distributed at the public meetings (see Appendix A for a copy of the questionnaire).
• Press Releases were prepared and released to solicit public review and comment (see Appendix A
for copies of press releases and public notices).
Press Release Dates:
July 9, 2003: announcing Initiation of the Planning Process and HMWG Meeting Schedule
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January 13, 2004: Announcing Public Workshops
January 16, 2004: Announcing Launch of Plan
• A Hazard Mitigation Plan Web Site was developed to provide the public with information. Items
posed on the web site included meeting announcements, agendas, PowerPoint presentations,
survey forms, work sheets, hazard maps and links to FEMA guidance documents.
Public involvement was valuable in the development of the Plan. Feedback given during the public
meetings led to the re-prioritization of hazards and mitigation actions, and acted as a reality check in
determining the impacts of the Plan on the general public.
3.6 EXISTING PLANS OR STUDIES REVIEWED
HMWG team members and their corresponding Local Mitigation Planning Teams prior to and during the
planning process reviewed several plans, studies, and guides. These plans included FEMA documents,
emergency services documents as well as county and local general plans, community plans, local codes
and ordinances, and other similar documents. These included:
• San Diego County/Cities General Plans
• Various Local Community Plans
• Various Local Codes and Ordinances
• State and Local Mitigation Planning How-to guide, FEMA 386-2, August 2001
• Interim Hazard Mitigation Planning Guidance for California Local Governments
• FEMA CRS-DMA2K Mitigation Planning Requirements
• Crosswalk Reference Document for Review and Submission of Local Mitigation Plans to the
State Hazard Mitigation Officer and FEMA Regional Office
• Unified San Diego County Emergency Services Organization Operational Area Emergency Plan
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SECTION 4 RISK ASSESSMENT
4.1 OVERVIEW OF THE RISK ASSESSMENT PROCESS
Risk Assessment requires the collection and analysis of hazard-related data in order to enable local
jurisdictions to identify and prioritize appropriate mitigation actions that will reduce losses from potential
hazards. The FEMA State and Local Mitigation Planning How-to Guide (How-to Guide) identifies five
Risk Assessment steps as part of the hazard mitigation planning process, including: 1) identifying
hazards, which involves determining those hazards posing a threat to a study area, 2) profiling hazards,
which involves mapping identified hazards and their geographic extent, 3) identifying assets, which
assigns value to structures and landmarks in the identified hazard areas, 4) assessing vulnerability, which
involves predicting the extent of damage to assets, and 5) analyzing development trends, which assesses
future development and population growth to determine potential future threat from hazards. These steps
are described in detail in the following sections, first with an overall summary of hazard identification and
data collection in Section 4.2, then with a jurisdictional summary of hazards, assets and vulnerability in
Section 4.3.
4.1.1 Identifying Hazards
Hazard identification is the process of identifying hazards that threaten an area including both natural and
man-made events. A natural event causes a hazard when it harms people or property. Such events would
include floods, earthquakes, tornadoes, tsunami, coastal storms, landslides, and wildfires that strike
populated areas. Man-made hazard events are caused by human activity and include technological hazards
and terrorism. Technological hazards are generally accidental and/or have unintended consequences (for
example, an accidental hazardous materials release). Terrorism is defined by the Code of Federal
Regulations as “…unlawful use of force and violence against persons or property to intimidate or coerce a
government, the civilian population, or any segment thereof, in furtherance of political or social
objectives.” Natural hazards that have harmed the County in the past are likely to happen in the future;
consequently, the process of identifying hazards includes determining whether or not the hazard has
occurred previously. Approaches to collecting historical hazard data include researching newspapers and
other records, conducting a planning document and report literature review in all relevant hazards subject
areas, gathering hazard-related GIS data, and engaging in conversation with relevant experts from the
community. In addition, a variety of sources were used to determine the full range of all potential hazards
within San Diego County. Even though a particular hazard may not have occurred in recent history in San
Diego County, it is important during the hazard identification stage to consider all hazards that may
potentially affect the study area.
4.1.2 Profiling Hazards
Hazard profiling entails describing the physical characteristics of past hazards such as their magnitude,
duration, frequency, and probability. This stage of the hazard mitigation planning process involves
creating base maps of the study area and then collecting and mapping hazard event profile information
obtained from various Federal, State, and local government agencies. URS obtained national maps
available online from sources such as the United States Geological Survey (USGS), National
Oceanographic and Atmospheric Administration (NOAA), FEMA, and ESRI (a Geographic Information
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System [GIS] software development firm). The hazard data was mapped to determine the geographic
extent of the hazards in each jurisdiction in the County. The level of risk associated with each hazard in
each jurisdiction was also estimated and assigned a risk level of high, medium or low depending on
several factors unique to that particular hazard.
4.1.3 Identifying Assets
The third step of the risk assessment process entails identifying which assets in each jurisdiction will be
affected by each hazard type. Assets include any type of structure or critical facility such as hospitals,
schools, museums, apartment buildings, and public infrastructure. An inventory of existing and proposed
assets within the County was generated. The assets were then mapped to show their locations and to
determine their vulnerability to each hazard type. The HMWG also considered proposed structures,
including planned and approved developments, based upon a review of the County’s General Plan Land
Use Element.
4.1.4 Assessing Vulnerability
Vulnerability describes the degree to which an asset is susceptible to damage from a hazard. Vulnerability
depends on an asset’s construction, contents and the economic value of its functions. Like indirect
damages, the vulnerability of one element of the community is often related to the vulnerability of
another. Often, indirect effects can be much more widespread and damaging than direct effects. A
vulnerability analysis predicts the extent of injury and damage that may result from a hazard event of a
given intensity in a given area. The vulnerability assessment identifies the effects of natural and man-
made hazard events by estimating the relative exposure of existing and future population, land
development, and infrastructure to hazardous conditions. The assessment helps set mitigation priorities by
allowing local jurisdictions to focus attention on areas most likely to be damaged or most likely to require
early emergency response during a hazard event.
4.1.5 Analyzing Development Trends
This stage of the risk assessment process provides a general overview of land uses and development
planned to occur within the County. This overview is utilized to determine the type and intensities of
future development proposed for identified hazard areas. This information provides the groundwork for
decisions about mitigation strategies and locations in which these strategies should be applied.
4.2 HAZARD IDENTIFICATION AND SCREENING
4.2.1 List of Hazards Prevalent in the Jurisdiction
The HMWG reviewed hazards listed in the How-to Guide and determined the prevalence of each hazard
in San Diego County and whether each hazard should be included in the Plan. All hazards identified by
FEMA in the How-To-Guides were reviewed. They include: avalanche, coastal storm, coastal erosion,
dam failure, drought/water supply, earthquake, expansive soils, extreme heat, flooding, hailstorm,
house/building fire, land subsidence, landslide, liquefaction, severe winter storm, tornado, tsunami,
wildfire, windstorm, and volcano. Although not required by the FEMA Disaster Mitigation Act of 2000,
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manmade hazards such as hazardous materials release, nuclear materials release, and terrorism were also
reviewed by the HMWG.
4.2.2 Hazard Identification Process
As summarized above, hazard identification is the process of identifying all hazards that threaten an area,
including both natural and man-made events. In the hazard identification stage, URS worked with the
HMWG to determine hazards that potentially threaten San Diego County. The hazard screening process
involved narrowing the all-inclusive list of hazards to those most threatening to the San Diego region. The
screening effort required extensive input from a variety of HMWG members, including representatives
from City governments, County agencies, fire agencies and law enforcement agencies, Red Cross, the
State Emergency Management Offices, local businesses, community groups, the 2000 Unified San Diego
County Emergency Services Organization Operational Area Emergency Plan, and the general public.
URS used information from FEMA and other nationally and locally available databases to map the
County’s hazards, infrastructure, critical facilities, and land uses. This initial mapping effort was utilized
in the hazard screening process to determine which hazards would present the greatest risk to the County
of San Diego and to each jurisdiction within the County.
It was also determined that the coastal storm, erosion, and tsunami hazards should be profiled together
because the same communities in the County have the potential to be affected by all three hazards.
Additionally, the HMWG indicated that based on the fact that the majority of the development in San
Diego is relatively recent (within the last 60 years), an urban type of fire that destroys multiple city blocks
is not likely to occur alone, without a wildfire in the urban/wildland interface occurring first. Therefore, it
was determined that house/building fire and wildfire should be addressed as one hazard category in the
plan. The HMWG also determined that Earthquake and Liquefaction should be addressed as one category
because liquefaction does not occur without an adequate level of ground shaking from an earthquake
occurring first.
The final list of hazards to be profiled for San Diego County was determined as Wildfire/Structure Fire,
Flood, Coastal Storms/Erosion/Tsunami, Earthquake/Liquefaction, Rain-Induced Landslide, Dam Failure,
Hazardous Materials Incidents, Nuclear Materials Release, and Terrorism.
Table 4.2-1 shows a summary of the hazard identification results for San Diego County.
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Table 4.2-1
Summary of Hazard Identification Results
Hazard Data Collected for Hazard Identification Justification for Inclusion
Coastal Storms,
Erosion and
Tsunami
• Historical Coastlines (NOAA)
• Shoreline Erosion Assessment
(SANDAG)
• Maximum Tsunami Run up Projections
(USCA OES)
• FEMA FIRM Maps
• FEMA Hazards website
• Coastal Zone Boundary (CALTRANS)
• Tsunamis and their Occurrence along
the San Diego County Coast (report,
Westinghouse Ocean Research
Laboratory)
• Tsunami (article, Scientific American)
• Storms in San Diego County (publication
of San Diego County Dept. of Sanitation
and Flood Control)
• Coastal storms prompted 8 Proclaimed States of
Emergency from 1950-1997
• Coastline stabilization measures have been
implemented at various times in the past
(erosion)
• Extensive development along the coast
Dam Failure • FEMA-HAZUS
• Dam Inundation Data (SanGIS)
• San Diego County Water Authority
(SDCWA) (San Vicente and Olivenhain
Dams)
• FEMA FIRM maps
• Topography (SANDAG)
• FEMA Hazards website
• Dam failure
• Several dams exist throughout San Diego
County
• Many dams over 30 years old
• Increased downstream development
Earthquake • USGS
• CGS
• URS
• CISN
• SanGIS
• SANDAG
• FEMA-HAZUS 99
• FEMA Hazards website
• Several active fault zones pass through San
Diego County
Floods • FEMA FIRM Maps
• Topography
• Base flood elevations (FEMA)
• Historical flood records
• San Diego County Water Authority
• San Diego County Dept. of Sanitation
and Flood Control
• FEMA Hazards website
• Much of San Diego County is located within the
100-year floodplain
• Flash floods and other flood events occur
regularly during rainstorms due to terrain and
hydrology of San Diego County
• There were 10 Proclaimed States of Emergency
between 1950-1997 for floods in San Diego
County
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Hazard Data Collected for Hazard Identification Justification for Inclusion
Hazardous
Materials Release
• County of San Diego Dept. of
Environmental Health, Hazardous
Materials Division
• San Diego County has several facilities that
handle or process hazardous materials
• Heightened security concerns since September
2001
Landslide • USGS
• CGS
• Tan Map Series
• Steep slope data (SANDAG)
• Soil Series Data (SANDAG)
• FEMA-HAZUS
• FEMA Hazards website
• NEH
• Steep slopes within earthquake zones
characterize San Diego County, which creates
landslide risk.
• There have been 2 Proclaimed States of
Emergency for landslides in San Diego County
Liquefaction • Soil-Slip Susceptibility (USGS)
• FEMA-HAZUS MH
• FEMA Hazards website
• Steep slopes or alluvial deposit soils in low-lying
areas are susceptible to liquefaction during
earthquakes or heavy rains. San Diego County
terrain has both of these characteristics and lies
within several active earthquake zones
Nuclear Materials
Release
• San Onofre Nuclear Generating Station
(SONGS) and Department of Defense
• The potential exists for an accidental release to
occur at San Onofre or from nuclear ships in
San Diego Bay
• Heightened security concerns since September
2001
Terrorism • County of San Diego Environmental
Health Department Hazardous Materials
Division
• The federal and state governments have
advised every jurisdiction to consider the
terrorism hazard
• Heightened security concerns since September
2001
Wildfire/
Structure Fire
• CDF-FRAP
• USFS
• CDFG
• Topography
• Local Fire Agencies
• Historical fire records
• FEMA Hazards website
• San Diego County experiences wildfires on a
regular basis
• 7 States of Emergency were declared for
wildfires between 1950-2003
• Terrain and climate of San Diego
• Santa Ana Winds
Data in GIS format was projected into the State Plane, NAD 1983, California Zone VI Coordinate System
(US Survey Units Feet), and clipped to the San Diego County and Jurisdictional boundaries. Data that
was not available in GIS format was either digitized into GIS or kept in its original format and used as a
reference. A matrix of all data collected, including source, original projection, scale and data limitations is
included in Attachment A. Maps were generated depicting the potential hazards throughout the county
and distributed to the jurisdictions. Data and methods that were ultimately used to determine risk levels
and probability of occurrence for each hazard are described in detail in the hazard profiling sections.
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4.2.3 Hazard Identification Sources
Once the hazards of concern for San Diego County were determined, URS collected the available data,
using sources including the Internet, direct communication with various agencies, discussions with in-
house URS experts, and historical records. Specific sources included the United States Geological Survey
(USGS), California Geological Survey (CGS), Federal Emergency Management Agency (FEMA)
HAZUS, FEMA Flood Insurance Rate Maps (FIRM), United States Forest Service (USFS), California
Department of Forestry – Fire and Resource Assessment Program (CDF-FRAP), National Oceanographic
and Atmospheric Administration (NOAA), San Diego Geographic Information Source (SanGIS), San
Diego Association of Governments (SANDAG), San Diego County Flood Control District, Southern
California Earthquake Data Center (SCEDC), California Seismic Safety Commission (CSSC), California
Integrated Seismic Network (CISN), California Department of Fish and Game (CDFG), Drought Outlook
websites, and input gathered from local jurisdictions districts and agencies. When necessary, agencies
were contacted to ensure the most updated data was obtained and used. Historical landmark locations
throughout the County were obtained from the National Register and from the San Diego Historical
Resources Board.
Table 4.2-1 also depicts data sources researched and utilized by hazard, as well as brief justifications for
inclusion of each hazard of concern in the San Diego region. See Appendix B for a Data Matrix of all
sources used to gather initial hazard information.
4.2.4 Non-Profiled Hazards
During the initial evaluation the HMWG determined that a number of hazards would not be included in
the profiling step because they were not prevalent hazards within the County, were found to pose only
minor or very minor threats to the County compared to the other hazards. The following table gives a
brief description of those hazards and the reason for their exclusion from the list.
Table 4.2-2
Summary of Hazards Excluded from Hazard Profiling
Hazard Description Reason for Exclusion
Avalanche A mass of snow moving down a slope.
There are two basic elements to a slide; a
steep, snow-covered slope and a trigger
Snowfall in County mountains not significant; poses
very minor threat compared to other hazards
Drought/water supply Long periods without substantial rainfall. The San Diego region relies extensively on imported
water. Long periods without substantial rainfall in
Northern California and in the Colorado River watershed
would affect San Diego’s water supply more than a local
rainfall deficit. Additionally, regional water conservation
and water management programs already in place
Expansive soils Expansive soils shrink when dry and swell
when wet. This movement can exert
enough pressure to crack sidewalks,
driveways, basement floors, pipelines and
even foundations
Presents a minor threat to limited portions of the County
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Hazard Description Reason for Exclusion
Extreme heat Temperatures that hover 10 degrees or
more above the average high temperature
for the region and last for several weeks
Prolonged heat waves are not a historically documented
hazard in the region
Hailstorm Can occur during thunderstorms that bring
heavy rains, strong winds, hail, lightning
and tornadoes
Occurs during severe thunderstorms; most likely to
occur in the central and southern states; no historical
record of this hazard in the region.
Land subsidence Occurs when large amounts of ground
water have been withdrawn from certain
types of rocks, such as fine-grained
sediments. The rock compacts because the
water is partly responsible for holding the
ground up. When the water is withdrawn,
the rocks fall in on themselves.
Soils in the County are mostly granitic. Presents a minor
threat to limited parts of the county. No historical record
of this hazard in the region.
Severe winter storm Large amounts of falling or blowing snow
and sustained winds of at least 35 miles per
hour occurring for several hours
Minor threat in mountains of the County. No historical
record of this hazard in the region.
Tornado A tornado is a violent windstorm
characterized by a twisting, funnel-shaped
cloud. It is spawned by a thunderstorm (or
sometimes as a result of a hurricane) and
produced when cool air overrides a layer of
warm air, forcing the warm air to rise
rapidly. The damage from a tornado is a
result of the high wind velocity and wind-
blown debris.
Less than one tornado event occurs in the entire State
of California in any given year; poses very minor threat
compared to other hazards. No historical record of this
hazard in the region.
Volcano
A volcano is a mountain that is built up by
an accumulation of lava, ash flows, and
airborne ash and dust. When pressure from
gases and the molten rock within the
volcano becomes strong enough to cause
an explosion, eruptions occur
No active volcanoes in San Diego County. No historical
record of this hazard in the region.
Windstorm A storm with winds that have reached a
constant speed of 74 miles per hour or
more
Maximum wind speed in the region is less than 60 miles
per hour and would not be expected to cause major
damage or injury (see Figure 4.3.1)
4.3 HAZARD PROFILES
A hazard profile is a description of the physical characteristics of a hazard and a determination of various
hazard descriptors, including magnitude, duration, frequency, probability, and extent. The hazard data that
were collected in the hazard identification process were mapped to determine the geographic extent of the
hazards in each jurisdiction in the County and the level of risk associated with each hazard. Most hazards
were given a risk level of high, medium or low depending on several factors unique to the hazard. The
hazards identified and profiled for San Diego County, as well as the data used to profile each hazard are
presented in this section. The hazards are presented in alphabetical order; and this does not signify level
of importance to the HMWG. Because Nuclear Materials Release, Hazardous Materials Release and
Terrorism hazards are sensitive issues and release of information could pose further unnecessary threat,
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the HMWG decided that each of these hazards would be discussed separately in a “For Official Use
Only” Appendix and would be exempt from public distribution and disclosure by Section 6254 (99) of the
California Government Code (See separately bound Attachment A).
4.3.1 Coastal Storms, Erosion and Tsunami
4.3.1.1 Nature of Hazard
These three hazards were mapped and profiled as a group because many of the factors and risks involved
are similar and limited to the coastal areas. Coastal storms can cause increases in tidal elevations (called
storm surge), wind speed, and erosion. The most dangerous and damaging feature of a coastal storm is
storm surge. Storm surges are large waves of ocean water that sweep across coastlines where a storm
makes landfall. Storm surges can inundate coastal areas, wash out dunes, and cause backwater flooding. If
a storm surge occurs at the same time as high tide, the water height will be even greater.
Coastal erosion is the wearing away of coastal land. It is commonly used to describe the horizontal retreat
of the shoreline along the ocean, and is considered a function of larger processes of shoreline change,
which include erosion and accretion. Erosion results when more sediment is lost along a particular
shoreline than is redeposited by the water body, and is measured as a rate with respect to either a linear
retreat or volumetric loss. Erosion rates are not uniform and vary over time at any single location. Various
locations along the Coast of San Diego County are highly susceptible to erosion. Erosion prevention and
repair measures such as installation of seawalls and reinforcement of cliffs have been required in different
locations along the San Diego coast in the past.
A tsunami is a series of long waves generated in the ocean by a sudden displacement of a large volume of
water. Underwater earthquakes, landslides, volcanic eruptions, meteoric impacts, or onshore slope failures
can cause this displacement. Tsunami waves can travel at speeds averaging 450 to 600 miles per hour. As
a tsunami nears the coastline, its speed diminishes, its wavelength decreases, and its height increases
greatly. After a major earthquake or other tsunami-inducing activity occurs, a tsunami could reach the
shore within a few minutes. One coastal community may experience no damaging waves while another
may experience very destructive waves. Some low-lying areas could experience severe inland inundation
of water and deposition of debris more than 3,000 feet inland.
4.3.1.2 Disaster History
There were eight (8) Proclaimed States of Emergency for Weather/Storms in San Diego County between
1950 and 1997. In January and February 1983, the strongest-ever El Nino-driven coastal storms caused
over 116 million dollars in beach and coastal damage. Thirty-three homes were destroyed and 3900
homes and businesses were damaged. Other coastal storms that caused notable damage were during the El
Nino winters of 1977-1978 and 1997-1998.
Coastal erosion is an ongoing process that is difficult to measure, but can be seen in various areas along
the coastline of San Diego County. Unstable cliffs at Beacon’s Beach in Encinitas caused a landslide that
killed a woman sitting on the beach in January 2000. In 1942, the Self-Realization Fellowship building
fell into the ocean because of erosion and slope failure caused by groundwater oversaturated the cliffs it
was built on.
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Wave heights and run-up elevations from tsunami along the San Diego Coast have historically fallen
within the normal range of the tides (Joy 1968). The largest tsunami effect recorded in San Diego since
1950 was May 22, 1960, which had a maximum wave height 2.1 feet (NOAA, 1993). In this event, 80
meters of dock were destroyed and a barge sunk in Quivera Basin. Other tsunamis felt in San Diego
County occurred on November 5, 1952, with a wave height of 2.3 feet and caused by an earthquake in
Kamchatka; March 9, 1957, with a wave height of 1.5 feet; May 22, 1960, at 4.6 feet; and March 27, 1964
with a wave height of 3.7 feet. It should be noted that damage does not necessarily occur in direct
relationship to wave height, illustrated by the fact that the damages caused by the 2.1-foot wave height in
1950 were worse than damages caused by several other tsunamis with higher wave heights.
4.3.1.3 Location and Extent/Probability of Occurrence and Magnitude
Figure 4.3.1 displays the location and extent of coastal storm/coastal erosion/tsunami hazard areas for the
County of San Diego. As shown in this figure, the highest risk zones in San Diego County are located
within the coastal zone of San Diego County. Coastal storm hazards are most likely during El Nino
events. As shown on Figure 4.3.1, maximum wind speeds along the coast are not expected to exceed 60
miles per hour, resulting in only minor wind-speed related damage. Coastal erosion risk is highest where
geologically unstable cliffs become oversaturated by irrigation or rainwater. The greatest type of tsunami
risk is material damage to small watercraft, harbors, and some waterfront structures (Joy 1968), with
flooding along the coast as shown in the run-up projections on Figure 4.3.1.
Data used to profile this group of hazards included the digitized flood zones from the FEMA FIRM Flood
maps, NOAA historical shoreline data, and Caltrans’ coastal zone boundary for the coastal storm/erosion
hazard (refer to Attachment A for complete data matrix). Maximum tsunami run up projections modeled
by the University of Southern California and distributed by the California Office of Emergency Services
were used for identifying tsunami hazard. The tsunami model was the result of a combination of
inundation modeling and onsite surveys and shows maximum projected inundation levels from tsunamis
along the entire coast of San Diego County. NOAA historical tsunami effects data were also used, which
showed locations where tsunami effects have been felt, and when available, details describing size and
location of earthquakes that caused the tsunamis. The Shoreline Erosion Assessment and Atlas of the San
Diego Region Volumes I and II (SANDAG, 1992) were reviewed for the shoreline erosion category. This
publication shows erosion risk levels of high, moderate and low for the entire coastline of San Diego
County.
For modeling purposes, the VE Zone of the FEMA FIRM map series was used as the high hazard value
for coastal storms and coastal erosion. The VE Zone is defined by FEMA as the coastal area subject to a
velocity hazard (wave action). Coastal storm and erosion risk were determined to be high if areas were
found within the VE zone of the FEMA FIRM maps. Tsunami hazard risk levels were determined to be
high if an area was within the maximum projected tsunami run-up and inundation area.
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4.3.2 Dam Failure
4.3.2.1 Nature of Hazard
Dam failures can result in severe flood events. When a dam fails, a large quantity of water is suddenly
released with a great potential to cause human casualties, economic loss, lifeline disruption, and
environmental damage. A dam failure is usually the result of age, poor design, or structural damage
caused by a major event such as an earthquake or flood.
4.3.2.2 Disaster History
Two major dam failures have been recorded in San Diego County. The Hatfield Flood of 1916 caused the
failure of the Sweetwater and Lower Otay Dams, resulting in 22 deaths. Most of those deaths were
attributed to the failure of Lower Otay Dam (County of San Diego Sanitation and Flood Control, 2002).
4.3.2.3 Location and Extent/Probability of Occurrence and Magnitude
Figure 4.3.2 displays the location and extent of dam failure hazard areas for the County of San Diego.
Dam failures are rated as one of the major “low-probability, high-loss” events.
Dam inundation map data were used to profile dam failure risk levels (refer to Appendix B for complete
data matrix). These maps were created by agencies that own and operate dams. URS purchased this data
from SanGIS, a local GIS data repository. The dam inundation map layers show areas that would be
flooded in the event of a dam failure. The San Vicente and Olivenhain Dam inundation maps are new and
were provided by the San Diego County Water Authority. If an area lies within a dam inundation zone, it
was considered at high risk. A dam is characterized as high hazard if it stores more than 1,000 acre-feet of
water, is higher than 150 feet tall, has potential for downstream property damage, and potential for
downstream evacuation. Ratings are set by FEMA and confirmed with site visits by engineers. A simple
way to define high risk of dam failure is if failure of the dam is likely to result in loss of human life. Most
dams in the County are greater than 50 years old and are characterized by increased hazard potential due
to downstream development and increased risk due to structural deterioration in inadequate spillway
capacity (Unified San Diego County Emergency Services Organization Operational Area Emergency
Plan, 2000).
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4.3.3 Earthquake
4.3.3.1 Nature of Hazard
An earthquake is a sudden motion or trembling that is caused by a release of strain accumulated within or
along the edge of the Earth's tectonic plates. The effects of an earthquake can be felt far beyond the site of
its occurrence. They usually occur without warning and, after just a few seconds, can cause massive
damage and extensive casualties. Common effects of earthquakes are ground motion and shaking, surface
fault ruptures, and ground failure. Ground motion is the vibration or shaking of the ground during an
earthquake. When a fault ruptures, seismic waves radiate, causing the ground to vibrate. The severity of
the vibration increases with the amount of energy released and decreases with distance from the causative
fault or epicenter. Soft soils can further amplify ground motions. The severity of these effects is
dependent on the amount of energy released from the fault or epicenter. One way to express an
earthquake's severity is to compare its acceleration to the normal acceleration due to gravity. The
acceleration due to gravity is often called "g". A 100% g earthquake is very severe. More damage tends to
occur from earthquakes when ground acceleration is rapid. Peak ground acceleration (PGA) is a measure
of the strength of ground movement. PGA measures the rate in change of motion relative to the
established rate of acceleration due to gravity (980 cm/sec/sec). PGA is used to project the risk of damage
from future earthquakes by showing earthquake ground motions that have a specified probability (10%,
5%, or 2%) of being exceeded in 50 years. These ground motion values are used for reference in
construction design for earthquake resistance. The ground motion values can also be used to assess
relative hazard between sites, when making economic and safety decisions.
Another tool used to describe earthquake intensity is the Richter scale. The Richter scale was devised as a
means of rating earthquake strength and is an indirect measure of seismic energy released. The scale is
logarithmic with each one-point increase corresponding to a 10-fold increase in the amplitude of the
seismic shock waves generated by the earthquake. In terms of actual energy released, however, each one-
point increase on the Richter scale corresponds to about a 32-fold increase in energy released. Therefore,
a magnitude (M) 7 earthquake is 100 times (10 X 10) more powerful than a M5 earthquake and releases
1,024 times (32 X 32) the energy. An earthquake generates different types of seismic shock waves that
travel outward from the focus or point of rupture on a fault. Seismic waves that travel through the earth's
crust are called body waves and are divided into primary (P) and secondary (S) waves. Because P waves
move faster (1.7 times) than S waves they arrive at the seismograph first. By measuring the time delay
between arrival of the P and S waves and knowing the distance to the epicenter, seismologists can
compute the Richter scale magnitude for the earthquake.
The Modified Mercalli Scale (MMI) is another means for rating earthquakes, but one that attempts to
quantify intensity of ground shaking. Intensity under this scale is a function of distance from the epicenter
(the closer to the epicenter the greater the intensity), ground acceleration, duration of ground shaking, and
degree of structural damage. This rates the level of severity of an earthquake by the amount of damage
and perceived shaking (Table 4.3-1).
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Table 4.3-1
Modified Mercalli Intensity Scale
MMI
Value
Description of
Shaking Severity
Summary Damage
Description Used
on 1995 Maps
Full Description
I. Not felt
II. Felt by persons at rest, on upper floors, or favorably placed.
III. Felt indoors. Hanging objects swing. Vibration like passing of
light trucks. Duration estimated. May not be recognized as an
earthquake.
IV. Hanging objects swing. Vibration like passing of heavy trucks;
or sensation of a jolt like a heavy ball striking the walls.
Standing motorcars rock. Windows, dishes, doors rattle. In the
upper range of IV, wooden walls and frame creak.
V. Light Pictures Move Felt outdoors; direction estimated. Sleepers wakened. Liquids
disturbed, some spilled. Small unstable objects displaced or
upset. Doors swing, close, open. Shutters, pictures move.
Pendulum clock stop, start, change rate.
VI. Moderate Objects Fall Felt by all. Many frightened and run outdoors. Persons walk
unsteadily. Windows, dishes, glassware broken. Knickknacks,
books, etc., off shelves. Pictures off walls. Furniture moved or
overturned. Weak plaster and masonry D cracked.
VII. Strong Nonstructural
Damage
Difficult to stand. Noticed by drivers of motorcars. Hanging
objects quiver. Furniture broken. Damage to masonry D,
including cracks. Weak chimneys broken at roofline. Fall of
plaster, loose bricks, stones, tiles, cornices. Some cracks in
masonry C. Small slides and caving in along sand or gravel
banks. Concrete irrigation ditches damaged.
VIII. Very Strong Moderate Damage Steering of motorcars affected. Damage to masonry C, partial
collapse. Some damage to masonry B; none to masonry A.
Fall of stucco and some masonry walls. Twisting, fall of
chimneys, factory stacks, monuments, towers, and elevated
tanks. Frame houses moved on foundations if not bolted
down; loose panel walls thrown out. Cracks in wet ground and
on steep slopes.
X. Very Violent Extreme Damage Most masonry and frame structures destroyed with their
foundations. Some well-built wooden structures and bridges
destroyed. Serious damage to dams, dikes, embankments.
Large landslides. Water thrown on banks of canals, rivers,
lakes, etc. Sand and mud shifted horizontally on beaches and
flat land.
XI. Rails bent greatly. Underground pipelines completely out of
services.
XII. Damage nearly total. Large rock masses displaced. Lines of
sight and level distorted. Objects thrown into air.
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Several major active faults exist in San Diego County, including the Rose Canyon, La Nacion, Elsinore,
San Jacinto, Coronado Bank and San Clemente Fault Zones. The Rose Canyon Fault Zone is part of the
Newport-Inglewood fault zone, which originates to the north in Los Angeles, and the Vallecitos and San
Miguel Fault Systems to the south in Baja California (see Figure 4.3.3). The Rose Canyon Fault extends
inland from La Jolla Cove, south through Rose Canyon, along the east side of Mission Bay, and out into
San Diego Bay. The Rose Canyon Fault is considered to be the greatest potential threat to San Diego as a
region, due to its proximity to areas of high population. The La Nacion Fault Zone is located near
National City and Chula Vista. The Elsinore Fault Zone is a branch of the San Andreas Fault System. It
originates near downtown Los Angeles, and enters San Diego County through the communities of
Rainbow and Pala; it then travels in a southeasterly direction through Lake Henshaw, Santa Ysabel,
Julian; then down into Anza-Borrego Desert State Park at Agua Caliente Springs, ending at Ocotillo,
approximately 40 miles east of downtown. The San Jacinto Fault is also a branch of the San Andreas
Fault System. This fault branches off from the major fault as it passes through the San Bernardino
Mountains. Traveling southeasterly, the fault passes through Clark Valley, Borrego Springs, Ocotillo
Wells, and then east toward El Centro in Imperial County. This fault is the most active large fault within
County of San Diego. The Coronado Bank fault is located about 10 miles offshore. The San Clemente
Fault lies about 40 miles off La Jolla and is the largest offshore fault at 110 miles or more in length
(Unified San Diego County Emergency Services Organization Operational Area Emergency Plan, 2000).
4.3.3.2 Disaster History
Historic documents record that a very strong earthquake struck San Diego on May 27, 1862, damaging
buildings in Old Town and opening up cracks in the earth near the San Diego River mouth. This
destructive earthquake was centered on either the Rose Canyon or Coronado Bank faults and descriptions
of damage suggest that it had a magnitude of about 6.0 (M6). The strongest recently recorded earthquake
in San Diego County was a M5.3 earthquake that occurred on July 13, 1986 on the Coronado Bank Fault,
25 miles west of Solana Beach. In recent years there have been several moderate earthquakes recorded
within the Rose Canyon Fault Zone as it passes beneath the city. Three temblors shook the city on 17
June 1985 (M3.9, 4.0, 3.9) and a stronger quake occurred on 28 October 1986 (M4.7) (Demere, SDNHM
website 2003).
4.3.3.3 Location and Extent/Probability of Occurrence and Magnitude
Figure 4.3.3 displays the location and extent of the profiled earthquake hazard areas for San Diego
County. This is based on a USGS earthquake model that shows probabilistic peak ground acceleration for
every location in San Diego County. Since 1984, earthquake activity in San Diego County has increased
twofold over the preceding 50 years (Demere, SDNHM website 2003). All buildings that have been built
in recent decades must adhere to building codes that require them to be able to withstand earthquake
magnitudes that create a PGA of 0.4 or greater. Ongoing field and laboratory studies suggest the
following maximum likely magnitudes for local faults: San Jacinto (M6.4 to 7.3), Elsinore (M6.5 to 7.3),
Rose Canyon (M6.2 to 7.0), La Nacion (M6.2 to 6.6), Coronado Bank (M6.0 to 7.7), San Clemente (M6.6
to 7.7) (Demere, SDNHM website 2003).
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Data used to profile earthquake hazard included probabilistic PGA data from the United States Geological
Survey (USGS) and a Scenario Earthquake Shake map for Rose Canyon from the California Integrated
Seismic Network (CISN) (refer to Attachment A for complete data matrix). From these data, the HMWG
determined that risk level for earthquake is determined to be high if an area lies within a 0.3 or greater
PGA designation. Earthquakes were modeled using HAZUS-MH, which uses base information to derive
probabilistic peak ground accelerations much like the PGA map from USGS that was used for the
profiling process.
4.3.4 Flood
4.3.4.1 Nature of Hazard
A flood occurs when excess water from snowmelt, rainfall, or storm surge accumulates and overflows
onto a river’s bank or to adjacent floodplains. Floodplains are lowlands adjacent to rivers, lakes, and
oceans that are subject to recurring floods. Most injury and death from flood occurs when people are
swept away by flood currents, and property damage typically occurs as a result of inundation by
sediment-filled water. Average annual precipitation in San Diego County ranges from 10 inches on the
coast to approximately 45 inches on the highest point of the Peninsular Mountain Range that transects the
county, and 3 inches in the desert east of the mountains.
Several factors determine the severity of floods, including rainfall intensity and duration. A large amount
of rainfall over a short time span can result in flash flood conditions. A sudden thunderstorm or heavy
rain, dam failure, or sudden spills can cause flash flooding. The National Weather Service’s definition of
a flash flood is a flood occurring in a watershed where the time of travel of the peak of flow from one end
of the watershed to the other is less than six hours. There are no watersheds in San Diego County that
have a longer response time than six hours. Flash floods in this county range from the stereotypical wall
of water to a gradually rising stream. The central and eastern portions of San Diego County are most
susceptible to flash floods where mountain canyons, dry creek beds, and high deserts are the prevailing
terrain.
4.3.4.2 Disaster History
From 1770 until 1952, 29 floods were recorded in San Diego County. Between 1950 and 1997, flooding
prompted 10 Proclaimed States of Emergency in the County of San Diego. Several very large floods have
caused significant damage in the County of San Diego in the past. The Hatfield Flood of 1916 destroyed the
Sweetwater and Lower Otay Dams, and caused 22 deaths and $4.5 million in damages. The flood of 1927
caused $117,000 in damages, and washed out the Old Town railroad bridge (Bainbridge, 1997). The floods of
1937 and 1938 caused approximately $600,000 in damages. (County of San Diego Sanitation and Flood
Control, 1996). In the 1980 floods, the San Diego River at Mission Valley peaked at 27,000 cubic feet per
second (cfs) and caused $120 million in damage (Bainbridge, 1997).
Table 4.3-2 displays a history of flooding in San Diego County, as well as loss associated with each flood
event.
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Table 4.3-2
Historical Records of Large Floods in San Diego County
Date Loss Estimation Source of Estimate Comments
1862 Not available County of San Diego Sanitation and Flood
Control 6 weeks of rain
1891 Not available County of San Diego Sanitation and Flood
Control 33 inches in 60 hours
1916 $4.5 million County of San Diego Sanitation and Flood
Control
Destroyed
2 dams, 22 deaths
1927 $117,000 County of San Diego Sanitation and Flood
Control
Washed out railroad bridge Old
Town
1937 &
1938 $600,000 County of San Diego Sanitation and Flood
Control N/A
1965 Not available San Diego Union 6 killed
1969 Not available San Diego Union All of State declared disaster
area
1979 $2,766,268 County OES
Cities of La Mesa, Lemon
Grove, National City, San
Marcos, San Diego and
unincorporated areas
1980 $120 million County of San Diego Sanitation
and Flood Control; Earth Times
San Diego river topped out in
Mission Valley
Oct-87 $640,500 State OES N/A
1995 $Tens of Millions County OES San Diego County Declared
Disaster Area
4.3.4.3 Location and Extent/Probability of Occurrence and Magnitude
In regions such as San Diego, without extended periods of below-freezing temperatures, floods usually
occur during the season of highest precipitations or during heavy rainfalls after long dry spells. The areas
surrounding the river valleys in all of San Diego County are susceptible to flooding because of the wide,
flat floodplains surrounding the riverbeds, and the numerous structures that are built in the floodplains.
One unusual characteristic of San Diego’s hydrology is that it has a high level of variability in its runoff.
The western watershed of the County of San Diego extends about 80 miles north from the Mexican
border and approximately 45 miles east of the Pacific Ocean. From west to east, there are about 10 miles
of rolling, broken coastal plain, 10 to 15 miles of foothill ranges with elevations of 600 to 1,700 feet; and
approximately 20 miles of mountain country where elevations range from 3,000 to 6,000 feet. This
western watershed constitutes about 75% of the County, with the remaining 25% mainly desert country.
There are over 3,600 miles of rivers and streams which threaten residents and over 200,000 acres of
flood-prone property. Seven principle streams originate or traverse through the unincorporated area. From
north to south they are the Santa Margarita, San Luis Rey, San Dieguito, San Diego, Sweetwater, Otay,
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and Tijuana Rivers (Unified San Diego County Emergency Services Organization Operational Area
Emergency Plan, 2000).
FEMA FIRM data was used to determine hazard risk for floods in the County of San Diego. FEMA
defines flood risk primarily by a 100-year flood zone, which is applied to those areas with a 1% chance,
on average, of flooding in any given year. Any area that lies within the FEMA-designated 100-year
floodplain is designated as high risk. Any area found in the 500-year floodplain is designated at low risk.
Base flood elevations (BFE) were also used in the Hazus-MH modeling process. A BFE is the elevation
of the water surface resulting from a flood that has a 1% chance of occurring in any given year (i.e. the
height of the base flood).
Figure 4.3.4 displays the location and extent of flood hazard areas for the County of San Diego. As shown
in this figure, high hazard (100-year floodway) zones in San Diego County are generally concentrated
within the coastal areas, including bays, coastal inlets and estuaries. Major watershed areas connecting the
local mountain range to the coastal region, where flash floods are more common, show several 100-year
flood hazard areas.
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4.3.5 Rain-Induced Landslide
4.3.5.1 Nature of Hazard
Landslides occur when masses of rock, earth, or debris move down a slope, including rock falls, deep
failure of slopes, and shallow debris flows. Landslides are influenced by human activity (mining and
construction of buildings, railroads, and highways) and natural factors (geology, precipitation, and
topography). Frequently they accompany other natural hazards such as floods, earthquakes, and volcanic
eruptions. Although landslides sometimes occur during earthquake activity, earthquakes are rarely their
primary cause. The most common cause of a landslide is an increase in the down slope gravitational stress
applied to slope materials (oversteepening). This may be produced either by natural processes or by man’s
activities. Undercutting of a valley wall by stream erosion or of a sea cliff by wave erosion are ways in
which slopes may be naturally oversteeped. Other ways include excessive rainfall or irrigation on a cliff
or slope. Another type of soil failure is slope wash, the erosion of slopes by surface-water runoff. The
intensity of slope wash is dependent on the discharge and velocity of surface runoff and on the resistance
of surface materials to erosion. Surface runoff and velocity is greatly increased in urban and suburban
areas due to the presence of roads, parking lots, and buildings, which have zero filtration capacities and
provide generally smooth surfaces that do not slow down runoff.
Mudflows are another type of soil failure, and are defined as flows or rivers of liquid mud down a
hillside. They occur when water accumulates under the ground, usually following long and heavy
rainfalls. If there is no brush, tree, or ground cover to hold the soil, mud will form and flow down the
slope.
4.3.5.2 Disaster History
Landslides and landslide prone sedimentary formations are present throughout the coastal plain of
western San Diego County. Landslides also occur in the granitic mountains of East San Diego County,
although they are less prevalent. Ancient landslides are those with subdued topographic expressions that
suggest movements at least several hundred and possibly several thousands of years before present. Many
of these landslides are thought to have occurred under much wetter climatic conditions than at present.
Recent landslides are those with fresh or sharp geomorphic expressions suggestive of active (ongoing)
movement or movement within the past several decades. Reactivations of existing landslides can be
triggered by disturbances such as heavy rainfall, seismic shaking and/or grading. Many recent landslides
are thought to be reactivations of ancient landslides.
Areas where significant landslides have occurred are: the Otay Mesa area, Oceanside, Mt. Soledad in La
Jolla, Sorrento Valley, in the vicinity of Rancho Bernardo and Rancho Penasquitos, along the sides of
Mission Gorge (San Carlos and Tierrasanta), western Santee, the Fletcher Hills area of western El Cajon,
western Camp Pendleton, and the east side of Point Loma. Some of the more significant historical coastal
bluff landslides have occurred along north La Jolla (Black’s Beach), Torrey Pines, Del Mar, and
Encinitas. Landslides tend to be more widespread in these areas where the underlying sedimentary
formations contain weak claystone beds that are more susceptible to sliding.
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Remedial grading and other mitigation measures have stabilized many but not all landslides in urban
areas and other developments within San Diego County. Published geologic maps and other sources of
information pertaining to landslide occurrence may not differentiate between known or suspected
landslides. Moreover, published landslide maps (such as those used to compile the landslide areas for this
effort) are not always updated or revised to reflect landslides that have been stabilized, or in some cases
completely removed. The landslide maps for this study have been compiled for planning and emergency
responses preparedness, and the compilation sources may not reflect current or existing conditions.
4.3.5.3 Location and Extent/Probability of Occurrence and Magnitude
Data used to determine landslide risk were steep slope (greater than 25%), soil series data (SANDAG,
based on USGS 1970s series), and soil-slip susceptibility from USGS. Because landslide data in GIS
format was not available for the entire county, a model was run using USGS soils and steep slope data to
determine landslide risk areas for the entire County. Tan Landslide Susceptibility Maps that depict steep
slope areas, landslide formations, and landslide susceptible areas based on a combination of slope, soils
and geologic instability were also used in the analysis (refer to Attachment A for complete data matrix).
As shown in Figure 4.3.5, the location and extent of landslide hazard areas are generally concentrated
along canyons near the coastal areas with steep slopes. The western portion of the county shows the soil-
slip susceptibility data, while the eastern portion of the county shows the results of the model used to
determine landslide risk for areas that were not included in the soil-slip susceptibility model. Housing
development on marginal lands and in unstable but highly desirable coastal areas has increased the threat
from landslides throughout San Diego County.
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4.3.6 Liquefaction
4.3.6.1 Nature of Hazard
Liquefaction is the phenomenon that occurs when ground shaking causes loose soils to lose strength and
act like viscous fluid. Liquefaction causes two types of ground failure: lateral spread and loss of bearing
strength. Lateral spreads develop on gentle slopes and entails the sidelong movement of large masses of
soil as an underlying layer liquefies. Loss of bearing strength results when the soil supporting structures
liquefies and causes structures to collapse.
4.3.6.2 Disaster History
Liquefaction is not known to have occurred historically in San Diego County, although liquefaction has
occurred in the Imperial Valley in response to large earthquakes (Magnitude 6 or greater) originating in
that area. Although San Diego is one of several major California cities in seismically active regions,
ground failures or damage to structures has not occurred as a consequence of liquefaction. Historically,
seismic shaking levels have not been sufficient to trigger liquefaction. Paleoseismic indicators of
liquefaction have been recognized locally, and several pre-instrumental (prior to common use of
seismographs) earthquakes could have been severe enough to cause at least some liquefaction.
4.3.6.3 Location and Extent/Probability of Occurrence and Magnitude
Recognizing active faults in the region, and the presence of geologically young, unconsolidated sediments
and hydraulic fills, the potential for liquefaction to occur has been long recognized in the San Diego area.
The regions of San Diego Bay and vicinity are thought to be especially vulnerable. The potential exists in
areas of loose soils and/or shallow groundwater in earthquake fault zones throughout the County. Figure
4.3.6 displays the location and extent of areas with a risk of liquefaction.
Data used to profile liquefaction hazard included probabilistic PGA data from the United States
Geological Survey (USGS) and a Scenario Earthquake Shake map for Rose Canyon from the California
Integrated Seismic Network (CISN), along with existing liquefaction hazard areas from local maps (refer
to Attachment A for complete data matrix). Liquefaction hazards were modeled as collateral damages of
earthquakes using HAZUS-MH, which uses base information and NEHRP soils data to derive
probabilistic peak ground accelerations much like the PGA map from USGS. Soils were considered
because liquefaction risk may be amplified depending on the type of soil found in a given area. The
National Earthquake Hazards Reduction Program (NEHRP) rates soils from hard to soft, and give the
soils ratings from Type A through Type E, with the hardest soils being Type A, and the softest soils rated
at Type E. Liquefaction risk was considered high if there were soft soils (Types D or E) present within an
active fault zone. Liquefaction risk was considered low if the PGA risk value was less than 0.3, and hard
soils were present (Types A-C). For example, an area may lie in a PGA zone of 0.2, which would be a
low liquefaction risk in hard soils identified by the NEHRP. However, if that same PGA value is found
within a soft soil such as Type D or E, a PGA of 0.2, when multiplied by 1.4 or 1.7 (amplification values
for type D and E soil, shown below), would become a PGA value of at least 0.28 to 0.3. This would
increase the liquefaction risk to high. Areas where soil types D or E are located are illustrated in Figure
4.3.6.
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Soil Amplification Factors
Soil Type
PGA A B C D E
0.1 0.80 1.00 1.20 1.60 2.50
0.2 0.80 1.00 1.20 1.40 1.70
0.3 0.80 1.00 1.10 1.20 1.20
0.4 0.80 1.00 1.00 1.10 0.90
0.5 0.80 1.00 1.00 1.00 0.80
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4.3.7 Structure/Wildfire Fire
4.3.7.1 Nature of Hazard
A structural fire hazard is one where there is a risk of a fire starting in an urban setting and spreading
uncontrollably from one building to another across several city blocks, or within hi-rise buildings.
A wildfire is an uncontrolled fire spreading through vegetative fuels and exposing or possibly consuming
structures. They often begin unnoticed and spread quickly. Naturally occurring and non-native species of
grasses, brush, and trees fuel wildfires. A wildland fire is a wildfire in an area in which development is
essentially nonexistent, except for roads, railroads, power lines and similar facilities. An Urban-
Wildland/Urban Interface fire is a wildfire in a geographical area where structures and other human
development meet or intermingle with wildland or vegetative fuels. Significant development in San Diego
County is located along canyon ridges at the wildland/urban interface. Areas that have experienced
prolonged droughts or are excessively dry are at risk of wildfires.
People start more than 80 percent of wildfires, usually as debris burns, arson, or carelessness. Lightening
strikes are the next leading cause of wildfires. Wildfire behavior is based on three primary factors: fuel,
topography, and weather. The type, and amount of fuel, as well as its burning qualities and level of moisture
affect wildfire potential and behavior. The continuity of fuels, expressed in both horizontal and vertical
components is also a determinant of wildfire potential and behavior. Topography is important because it
affects the movement of air (and thus the fire) over the ground surface. The slope and shape of terrain can
change the speed at which the fire travels, and the ability of firefighters to reach and extinguish the fire.
Weather affects the probability of wildfire and has a significant effect on its behavior. Temperature, humidity
and wind (both short and long term) affect the severity and duration of wildfires.
San Diego County’s topography, consisting of a semi-arid coastal plain and rolling highlands, when
fueled by shrub overgrowth, occasional Santa Ana winds and high temperatures, creates an ever-present
threat of wildland fire. Extreme weather conditions such as high temperature, low humidity, and/or winds
of extraordinary force may cause an ordinary fire to expand into one of massive proportions.
Large fires would have several indirect effects beyond those that a smaller, more localized fire would
create. These may include air quality and health issues, road closures, business closures, and others that
increase the potential losses that can occur from this hazard. Modeling for a larger type of fire would be
difficult, but the consequences of the most recent San Diego fires (Firestorm of October 2003) should be
used as a guide for fire planning and mitigation.
4.3.7.2 Disaster History
Table 4.3-3 lists the most recent major wildfires in San Diego County. Wildland fires prompted five (5)
Proclaimed States of Emergency, and Urban/Intermix Fires prompted two (2) Proclaimed States of
Emergency in the County of San Diego between 1950-2003. San Diego County’s worst wildfire occurred
in October 2003. Several fires burned at the same time throughout the County, burning over 392,000
acres in the urban areas and the backcountry. The fires destroyed 2,668 residential and commercial
structures and damaged 165 structures, with a dollar cost to date of $450 million. Costs of the fire are still
being determined, and the risk of erosion during the winter rains has increased due to the loss of
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vegetative cover on slopes throughout the county. San Diego County’s second worst wildfire in history,
known as the Laguna Fire, destroyed thousands of acres in the backcountry in September of 1970. The
fire resulted in the loss or destruction of 383 homes and 1,200 other structures ($5.7 million); 225,000
acres of trees and other watershed ($30 million); small dams ($3 million); and bridges and roads
($600,000). The total dollar cost of the Laguna Fire was approximately $40 million.
Table 4.3-3
Major Wildfires in San Diego County
Fire Date Acres
Burned
Structures
Destroyed
Structures
Damaged Deaths
Paradise Fire October 2003 57,000 415 15 2
Cedar Fire October 2003 280,278 5,171 63 14
Otay Fire October 2003 46,291 6 0 0
Roblar (Pendleton) October 2003 8,592 0 0 0
Pines Fire (Julian, Ranchita) July 2002 61,690 45 121 0
Gavilan Fire (Fallbrook) February 2002 6,000 43 13 0
Viejas Fire January 2001 10,353 23 6 0
La Jolla Fire (Palomar Mtn) September 1999 7,800 2 2 1
Harmony Fire (Carlsbad,
Elfin Forest, San Marcos) October 1996 8,600 122 142 1
Conejos Fire July 1950 62,000 Not Available Not Available 0
Laguna Fire October 1970 190,000 382 Not Available 5
4.3.7.3 Location and Extent/Probability of Occurrence and Magnitude
CDF-FRAP modeled wildland fire threat for the state of California in 2002. This model was used in GIS
to profile the fire hazard throughout the County, and is described in detail below in the Vulnerability
Assessment portion of this document. This data was updated as requested by the San Marcos and
Escondido jurisdictions, and is reflected in the hazard modeling process and subsequent mapping (refer to
Attachment A for the complete data matrix). Figure 4.3.7 displays the location and extent of the risk level
for wildfire/structure fire throughout the county, and shows the perimeters of the 2003 fires.
It should be noted that the hazard level depicted within the boundaries of the October 2003 fires (Figure
4.3.7) will change after CDF re-evaluates these very recently burned areas. After this re-evaluation is
complete, it is expected that CDF-FRAP will remodel the fire risk and provide updated risk maps. These
updated maps should be included in future revisions of this plan.
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4.3.8 Manmade Hazards
4.3.8.1 Nature of Hazard
Manmade hazards are distinct from natural hazards in that they result directly from the actions of people.
Two types of manmade hazards can be identified: technological hazards and terrorism. Technological
hazards refer to incidents that can arise from human activities such as the manufacture, storage, transport,
and use of hazardous materials, which include toxic chemicals, radioactive materials, and infectious
substances. Technological hazards are assumed to be accidental and their consequences unintended.
Terrorism, on the other hand, encompasses intentional, criminal, and malicious acts involving weapons of
mass destruction (WMDs) or conventional weapons. WMDs can involve the deployment of biological,
chemical, nuclear, and radiological weapons. Conventional weapons and techniques include the use of
arson, incendiary explosives, armed attacks, intentional hazardous materials release, and cyber-terrorism
(attack via computer).
Hazardous Materials
Technological hazards involving hazardous material releases can occur at facilities (fixed site) or along
transportation routes (off-site). They can occur as a result of human carelessness, technological failure,
intentional acts, and natural hazards. When caused by natural hazards, these incidents are known as
secondary hazards, whereas intentional acts are terrorism. Hazardous materials releases, depending on the
substance involved and type of release, can directly cause injuries and death and contaminate air, water,
and soils. While the probability of a major release at any particular facility or at any point along a known
transportation corridor is relatively low, the consequences of releases of these materials can be very
serious.
Some hazardous materials present a radiation risk. Radiation is any form of energy propagated as rays,
waves or energetic particles that travel through the air or a material medium. Radioactive materials are
composed of atoms that are unstable. An unstable atom gives off its excess energy until it becomes stable.
The energy emitted is radiation. The process by which an atom changes from an unstable state to a more
stable state by emitting radiation is called radioactive decay or radioactivity.
Radiological materials have many uses in San Diego County including:
• use by doctors to detect and treat serious diseases,
• use by educational institutions and companies for research,
• use by the military to power large ships and submarines, and
• use as a critical base material to help produce the commercial electrical power that is generated
by a nuclear power plant.
Radioactive materials, if handled improperly, or radiation accidentally released into the environment, can
be dangerous because of the harmful effects of certain types of radiation on the body. The longer a person
is exposed to radiation and the closer the person is to the radiation, the greater the risk. Although radiation
cannot be detected by the senses (sight, smell, etc.), it is easily detected by scientists with sophisticated
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instruments that can detect even the smallest levels of radiation. Under extreme circumstances an accident
or intentional explosion involving radiological materials can cause very serious problems. Consequences
may include death, severe health risks to the public, damage to the environment, and extraordinary loss
of, or damage to, property.
Terrorism
Following a number of serious international and domestic terrorist incidents during the 1990’s and early
2000’s, citizens across the United States have paid increased attention to the potential for deliberate,
harmful terrorist actions by individuals or groups with political, social, cultural, and religious motives.
There is no single, universally accepted definition of terrorism, and it can be interpreted in a variety of
ways. However, terrorism is defined in the Code of Federal Regulations as “…the unlawful use of force
and violence against persons or property to intimidate or coerce a government, the civilian population, or
any segment thereof, in furtherance of political or social objectives” (28 CFR, Section 0.85). The Federal
Bureau of Investigation (FBI) further characterizes terrorism as either domestic or international,
depending on the origin, base, and objectives of the terrorist organization. However, the origin of the
terrorist or person causing the hazard is far less relevant to mitigation planning than the hazard itself and
its consequences. Terrorists utilize a wide variety of agents and delivery systems.
4.3.8.2 Disaster History
Hazardous Material Releases
Hazardous materials can include toxic chemicals, radioactive materials, infectious substances, and
hazardous wastes. The State of California defines a hazardous material as a substance that is toxic,
ignitable or flammable, or reactive and/or corrosive. An extremely hazardous material is defined as a
substance that shows high acute or chronic toxicity, carcinogenicity, bio-accumulative properties,
persistence in the environment, or is water reactive (California Code of Regulations, Title 22).
“Hazardous waste,” a subset of hazardous materials, is material that is to be abandoned, discarded, or
recycled, and includes chemical, radioactive, and biohazardous waste (including medical waste). An
accidental hazardous material release can occur wherever hazardous materials are manufactured, stored,
transported, or used. Such releases can affect nearby populations and contaminate critical or sensitive
environmental areas.
Numerous facilities in San Diego County generate hazardous wastes in addition to storing and using large
numbers of hazardous materials. There are a total of 13,034 sites with permits to store and maintain
chemical, biological and radiological agents, and explosives in the County. Although the scale is usually
small, emergencies involving the release of these substances can occur daily at both these fixed sites and
on the County’s streets and roadways. The major transit corridors of Interstates 5 and 805 have been the
locations of the majority of incidents the Hazardous Incident Response Team (HIRT) has responded to in
recent years. In fact, the Unified San Diego County Emergency Services Organization’s Operational Area
Emergency Plan notes in 2000 that 85% of the incidents HIRT responded to were along the I-5 and I-805
corridor.
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Facilities that use, manufacture, or store hazardous materials in California must comply with several state
and federal regulations. The Superfund Amendments and Reauthorization Act (SARA Title III), which
was enacted in 1986 as a legislative response to airborne releases of methyl isocyanate at Union Carbide
plants in Bhopal, India and in Institute, West Virginia. SARA Title III, also known as the Emergency
Planning and Community-Right-To-Know Act (EPCRA), directs businesses that handle, store or
manufacture hazardous materials in specified amounts to develop emergency response plans and report
releases of toxic chemicals. Additionally, Section 312 of Title III requires businesses to submit an annual
inventory report of hazardous materials to a state-administering agency. The California legislature passed
Assembly Bill 2185 in 1987, incorporating the provisions of SARA Title III into a state program. The
community right-to-know requirements keep communities abreast of the presence and release of
hazardous wastes at individual facilities.
Table 4.3-4 shows a breakdown by jurisdiction of facilities in the County with permits to store and
maintain chemical, biological and radiological agents, and explosives. Facilities with EPA ID Numbers
are facilities that generate hazardous waste.
Table 4.3-4
Licensed Hazardous Material Sites by Jurisdiction
Jurisdiction
Facilities with County Environmental
Health Hazardous Material Permits
Facilities with EPA ID
Numbers
Facilities with Approved
Hazmat Response Plans
Carlsbad 338 180 242
Chula Vista 726 356 400
Coronado 79 42 38
Del Mar 48 19 25
El Cajon 742 378 532
Encinitas 346 107 164
Escondido 826 396 560
Imperial Beach 43 23 30
La Mesa 299 110 128
Lemon Grove 121 69 93
National City 376 198 241
Oceanside 508 271 331
Poway 293 133 166
San Diego 5561 2766 3367
San Marcos 485 270 361
Santee 264 141 199
Solana Beach 65 22 29
Unincorporated 1372 556 894
Vista 542 292 382
TOTAL 13,034 6,329 8,182
Additional information about the chemicals handled by manufacturing or processing facilities is contained
in the U.S. Environmental Protection Agency’s (EPA) Toxic Release Inventory (TRI) database. The TRI
is a publicly available EPA database that contains information on toxic chemical emissions and waste
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management activities reported by certain industry groups as well as federal facilities. This inventory was
established under EPCRA and expanded by the Pollution Prevention Act of 1990. Facilities that exceed
threshold emissions levels must report TRI information to the U.S. EPA, the federal enforcement agency
for SARA Title III.
Hazardous materials spills and releases in San Diego County have occurred as a result of clandestine drug
manufacturing; spills from commercial, military and recreational vessels on the region’s waterways;
traffic accidents; sewer breaks and overflows; and various accidents/incidents related to the manufacture,
use, and storage of hazardous materials by County industrial, commercial and government facilities.
Although the following emergency response history for San Diego County chronicles various hazardous
materials releases, the incidents do not necessarily indicate the degree of exposure to the public.
There were 363 chemical waste, 83 infectious waste and two radioactive waste incidents in San Diego
County in 2002 that required response by the County Hazardous Incident Response Team (HIRT). Table
4.3-5 indicates the number of chemical waste, infectious waste, and radioactive waste incidents that the
HIRT responded to in each jurisdiction in 2002.
Table 4.3-5
County of San Diego Environmental Health Department
Hazardous Materials Division HIRT Responses in 2002
City
Number of Chemical
Waste Responses
Number of Infectious
Waste Responses
Number of Radioactive Waste
Responses
Carlsbad 11 3 1
Chula Vista 8 1 0
Coronado 2 1 0
Del Mar 3 1 0
El Cajon 21 3 0
Encinitas 3 0 0
Escondido 15 1 0
Imperial Beach 3 3 0
La Mesa 5 2 0
Lemon Grove 3 0 0
National City 4 0 0
Oceanside 6 3 0
Poway 7 3 0
San Diego 222 47 1
San Marcos 5 1 0
Santee 5 3 0
Solana Beach 2 1 0
Unincorporated 33 10 0
Vista 5 0 0
TOTAL RESPONSES IN 2002 363 83 2
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Chemical air emissions, surface water discharges, underground injections, and releases to land are
considered chemical releases. The release of a biological agent capable of causing illness in people is
considered an infectious release.
There has not been significant exposure to the public in San Diego County due to manmade releases of
chemical or biological agents, although there have been several smaller-scale incidents. Chemical spills
and releases from transportation and industrial accidents have resulted in short-term chemical exposure to
individuals in the vicinity of the release. San Diego beaches are routinely closed because of sewage spills
and storm run-off. Bacterial levels can increase significantly in ocean and bay waters, especially near
storm drain, river, and lagoon outlets, during and after rainstorms. Elevated bacterial levels may continue
for a period of up to 3 days depending upon the intensity of rainfall and volume of runoff. Waters
contaminated by urban runoff may contain human pathogens (bacteria, viruses, or protozoa) that can
cause illnesses.
San Diego experienced its first significant E. coli bacteria outbreak in 10 years after patrons ate tainted
food at local area restaurants in 2003. In 1992 and 1993 a similar outbreak occurred in San Diego County,
which resulted in the death of a child after he ate tainted food from a Carlsbad fast-food restaurant.
Additionally, in the early 1980s a hepatitis outbreak associated with poor food handling techniques
resulting in the closure of a major restaurant in Mission Valley and the implementation of a food-handler
certification program by the San Diego County Health Department.
The only known release of radiological agents in the County was the result of an accident at San Onofre
Nuclear Generating Station (SONGS). In 1981, an accidental "ignition" of hydrogen gases in a holding
tank of the San Onofre Nuclear Generating Station (SONGS) caused an explosion - which bent the bolts
of an inspection hatch on the tank, allowing radioactive gases in the tank to escape into a radioactive
waste room. From there, the radioactive material was released into the atmosphere. The plant was shut
down for several weeks following the event (W.I.S.E. Vol.3 No.4 p.18). This incident occurred during the
plant’s operation of its Unit 1 generator, which has since been decommissioned. No serious injuries
occurred.
On February 3, 2001 another accident occurred at SONGS when a circuit breaker fault caused a fire that
resulted in a loss of offsite power. Published reports suggest that rolling blackouts during the same week
in California were partially due to the shutdown of the SONGS reactors in response to the 3-hour fire.
Although no radiation was released and no nuclear safety issues were involved, the federal Nuclear
Regulatory Commission sent a Special Inspection Team to the plant site to investigate the accident.
Terrorism
While San Diego County has not experienced any high profile attacks by groups or individuals associated
with international terrorist organizations, the region has been the site of several incidents with domestic
origins. Most notable is the August 1, 2003 arson attack on a mixed-use housing and office development
under construction in the University City neighborhood. The blaze, which officials estimate caused
around $50 million in damage, was allegedly set by the Earth Liberation Front, a radical environmentalist
group.
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San Diego has been linked to the 9-11 attacks in New York City and on the Pentagon; two of the
confirmed hijackers of the commercial aircraft used in the attacks took flight school lessons while living
in San Diego.
San Diego County has received numerous bomb threats to schools, government buildings, religious sites,
and commercial facilities over the years. While the majority of bomb threats are hoaxes, authorities have
been required to mobilize resources and activate emergency procedures on a fairly regular basis in
response.
Other Manmade Disasters
On September 25th, 1978 San Diego was the scene of one of the worst air disasters in the United States.
A mid-air collision between a Cessna 172 and a Pacific Southwest Airlines (PSA) Boeing 727 caused
both planes to crash into the North Park neighborhood below. A total of 144 lives were lost including 7
people on the ground. More than 20 residences were damaged or destroyed.
In 1984, a gunman opened fire in a San Ysidro McDonald’s restaurant, killing 21 people. This event was
not considered an act of terrorism as no political or social objectives were associated with this event.
4.3.8.3 Location and Extent/Probability of Occurrence and Magnitude
Information related to the probability and magnitude of manmade hazards is considered sensitive
homeland security related information. Consequently, this information is provided in a separate
confidential document (Attachment C).
4.4 VULNERABILITY ASSESSMENT
Vulnerability describes how exposed or susceptible to damage an asset is, and depends on an asset’s
construction, contents and the economic value of its functions. This vulnerability analysis predicts the
extent of injury and damage that may result from a hazard event of a given intensity in a given area on the
existing and future built environment. Like indirect damages, the vulnerability of one element of the
community is often related to the vulnerability of another. Indirect effects can be much more widespread
and damaging than direct effects. For example, damage to a major utility line could result in significant
inconveniences and business disruption that would far exceed the cost of repairing the utility line.
4.4.1 Asset Inventory
Hazards that occur in San Diego County can impact critical facilities located in the County. A critical
facility is defined as a facility in either the public or private sector that provides essential products and
services to the general public, is otherwise necessary to preserve the welfare and quality of life in the
County, or fulfills important public safety, emergency response, and/or disaster recovery functions. Figure
4.4-1 shows the critical facilities identified for the County. The critical facilities identified in San Diego
County include 57 hospitals and other health care facilities; 289 emergency operations facilities, fire
stations, and police stations; 1,057 schools, 3,732 hazardous material sites, 7 transportation systems that
include 46 airport facilities, 1,985 bridges, 23 bus and 40 rail facilities; 68 marinas and port facilities, and
1,040 kilometers of highways; utility systems that include 21 electric power facilities, natural gas
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facilities, crude and refined oil facilities, 13 potable and waste water facilities, and 672 communications
facilities and utilities; 56 dams, 124 government office/civic centers, jails, prisons, military facilities,
religious facilities, and post offices (Figure 4.4.1).
GIS, HAZUS-MH, and other modeling tools were used to map the critical facilities in the county and to
determine which would most likely be affected by each of the profiled hazards. San Diego County covers
4,264 square miles with several different climate patterns and types of terrain, which allows for several
hazards to affect several different parts of the county and several jurisdictions at once or separately. The
hazards addressed are described in Section 4.3.
4.4.2 Estimating Potential Exposure and Losses, and Future Development Trends
GIS modeling was used to estimate exposure to population, critical facilities, infrastructure, and
residential/commercial properties, from coastal storms/erosion, tsunami, structure fire/wildfire, dam
failure, landslide, and manmade hazards. The specific methods and results of all analyses are presented
below. The results are shown as potential exposure in thousands of dollars, and as the worst-case
scenario. For infrastructure, which has been identified as highways, railways and energy pipelines, the
length of exposure/impact is given in kilometers. Exposure characterizes the value of structures within the
hazard zone, and is shown as estimated exposure based on the overlay of the hazard on the critical
facilities, infrastructure, and other structures, which are given an assumed cost of replacement for each
type of structure exposed. These replacement costs are estimated using a building square footage
inventory purchased from Dun and Bradstreet. The square footage information was classified based on
Standard Industrial Code (SIC) and provided at a 2002 census-tract resolution. The loss or exposure value
is then determined with the assumption that the given structure is totally destroyed (worst case scenario),
which is not always the case in hazard events. This assumption was valuable in the planning process, so
that the total potential damage value was identified when determining capabilities and mitigation
measures for each jurisdiction. Table 4.4-1 provides abbreviations and average replacement costs used for
critical facilities and infrastructure listed in all subsequent exposure/loss tables. Table 4.4-2 provides the
total inventory and exposure estimates for the critical facilities and infrastructure by jurisdiction. Table
4.4-3 shows the estimated exposure inventory for infrastructure by jurisdiction. Table 4.4-4 provides an
inventory of the maximum population and building exposure by jurisdiction.
In addition to estimating potential exposure for structures, at-risk populations were also identified per
hazard area. At-risk populations were defined as low-income, disabled and/or elderly and were based
upon the 2000 census information.
Loss was estimated for earthquake and flood hazards in the County, in addition to exposure. Loss is that
portion of the exposure that is expected to be lost to a hazard, and is estimated by referencing frequency
and severity of previous hazards. Hazard risk assessment methodologies embedded in HAZUS, FEMA’s
loss estimation software, were applied to earthquake and flood hazards in San Diego County. HAZUS is a
loss estimation software, which integrates with a GIS to provide estimates for the potential impact of
earthquake and flood hazards by using a common, systematic framework for evaluation. This software
contains economic and structural data on infrastructure and critical facilities, including replacement value
costs with 2002 square footage and valuation parameters to use in loss estimation assumptions. This
approach provides estimates for the potential impact by using a common, systematic framework for
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evaluation. The HAZUS risk assessment methodology is parametric, in that distinct hazard and inventory
parameters (e.g. ground shaking and building types) were modeled to determine the impact (damages and
losses) on the built environment. The HAZUS-MH models were used to estimate losses from earthquake
and flood hazards to critical facilities, infrastructure, and residential/commercial properties, as well as
economic losses on several return period events and annualized levels. Loss estimates used available data,
and the methodologies applied resulted in an approximation of risk. The economic loss results are
presented as the Annualized Loss (AL) for the earthquake hazard. AL addresses the two key components
of risk: the probability of the hazard occurring in the study area and the consequences of the hazard,
largely a function of building construction type and quality, and of the intensity of the hazard event. By
annualizing estimated exposure values, the AL takes into account historic patterns of frequent smaller
events with infrequent but larger events to provide a balanced presentation of the risk. These estimates
should be used to understand relative risk from hazards and potential losses. Uncertainties are inherent in
any loss estimation methodology, arising in part from incomplete scientific knowledge concerning natural
hazards and their effects on the built environment. Uncertainties also result from approximations and
simplifications that are necessary for a comprehensive analysis (such as incomplete inventories,
demographics, or economic parameters).
SECTIONFOUR Risk Assessment W:\27653042\00500 Hazard Mitigation Plan\FINAL\00500-c-r.doc\9-Mar-04\SDG 4-43 Table 4.4-1 Abbreviations and Costs Used for Critical Facilities and Infrastructure Abr. Name Building Type (where applicable) Average Replacement Cost AIR Airport facilities s1l 200,000,000 BRDG Bridges n/a 191,600 BUS Bus facilities c1l 2,000,000 COM Communication facilities and Utilities c1l 2,000,000 ELEC Electric Power facility c1l 10,000,000 EMER Emergency Centers, Fire Stations and Police Stations c1l 2,000,000 GOVT Government Office/Civic Center c1l 2,000,000 HOSP Hospitals/Care facilities s1m 100,000,000 INFR Kilometers of Infrastructure. Includes: Oil/Gas Pipelines (OG) n/a 300 Railroad Tracks (RR) n/a 860 Highway (HWY) n/a 3,860 PORT Port facilities c1l 20,000,000 POT Potable and Waste Water facilities c1l 100,000,000 RAIL Rail facilities c1l 2,000,000 SCH Schools rm1l 1,000,000
SECTIONFOUR Risk Assessment W:\27653042\00500 Hazard Mitigation Plan\FINAL\00500-c-r.doc\9-Mar-04\SDG 4-44 Table 4.4-2 Inventory of Critical Facilities and Infrastructure and Exposure Value by Jurisdiction JurisdictionData AIR BRDG BUS COM ELEC EMER GOVT HOSP INFR PORT POT RAIL SCH TotalCarlsbadNumber1 33 0 18 1 9 4 0 95 0 2 2 30195Exposure (x$1000)200,000 74,354 0 36,000 10,000 18,000 8,000 0 175,638 0 200,000 4,000 30,000755,992Chula VistaNumber04423211045671 1260229Exposure (x$1000)0 135,766 4,000 64,000 10,000 20,000 8,000 500,000 150,904 20,000 100,000 4,000 60,0001,076,670CoronadoNumber11030321400001162Exposure (x$1000)200,000 832 0 6,000 0 6,000 4,000 100,000 74,074 0 0 0 11,000401,906Del MarNumber0506017018000138Exposure (x$1000)0 18,282 0 12,000 0 2,000 14,000 0 23,253 0 0 0 1,00070,535El CajonNumber13711038310290 0340145Exposure (x$1000)200,000 67,708 2,000 20,000 30,000 16,000 6,000 1,000,000 87,065 0 0 6,000 40,0001,474,773EncinitasNumber0 16 0 22 1 8 3 7 50 0 1 0 35143Exposure (x$1000)0 29,965 0 44,000 10,000 16,000 6,000 700,000 107,642 0 100,000 0 35,0001,048,607EscondidoNumber0 74 1 19 0 6 5 1 34 0 1 1 48190Exposure (x$1000)0 147,554 2,000 38,000 0 12,000 10,000 100,000 82,310 0 100,000 2,000 48,000541,864Imperial BeachNumber110102105000920Exposure (x$1000)200,000 2,222 0 2,000 0 4,000 2,000 0 11,220 0 0 0 9,000230,442La MesaNumber036081512300 1527116Exposure (x$1000)0 148,196 0 16,000 10,000 10,000 2,000 200,000 52,435 0 100,000 10,000 27,000575,631Lemon GroveNumber08010220110011035Exposure (x$1000)0 17,032 0 2,000 0 4,000 4,000 0 19,018 0 0 2,000 10,00058,050National CityNumber047142323425 1528143Exposure (x$1000)0 210,943 2,000 8,000 20,000 6,000 4,000 300,000 76,974 100,000 100,000 10,000 28,000865,917OceansideNumber1 43 2 19 0 9 5 1 76 0 1 1 49207Exposure (x$1000)200,000 126,395 4,000 38,000 0 18,000 10,000 100,000 163,268 0 100,000 2,000 49,000810,663PowayNumber0 45 1 27 0 3 0 0 14 0 0 0 24114Exposure (x$1000)0 143,008 2,000 54,000 0 6,000 0 0 45,605 0 0 0 24,000274,613Number4 489 12 153 9 83 61 21 575 62 2 17 4131,901Exposure (x$1000)800,000 1,989,722 24,000 306,000 90,000 166,000 122,000 2,100,000 1,566,308 1,240,000 200,000 34,000 413,0009,051,030San MarcosNumber0 12 0 12 0 9 5 2 32 0 0 1 2295Exposure (x$1000)0 36,019 0 24,000 0 18,000 10,000 200,000 60,969 0 0 2,000 22,000372,988SanteeNumber0 15 1 12 0 3 3 0 14 0 1 1 1666Exposure (x$1000)0 60,655 2,000 24,000 0 6,000 6,000 0 20,147 0 100,000 2,000 16,000236,802Solana BeachNumber0502011016001834Exposure (x$1000)0 25,822 0 4,000 0 2,000 2,000 0 27,951 0 0 2,000 8,00071,773Number0 24 0 23 1 8 0 0 21 0 0 0 1794Exposure (x$1000)0 70,707 0 46,000 10,000 16,000 0 0 68,265 0 0 0 17,000227,972Number37 320 2 289 2 109 8 3 1,120 0 1 0 1772,068Exposure (x$1000)7,400,000 493,422 4,000 578,000 20,000 218,000 16,000 300,000 3,390,031 0 100,000 0 177,00012,696,453VistaNumber0 12 0 11 0 7 4 0 23 0 0 0 3289Exposure (x$1000)0 32,762 0 22,000 0 14,000 8,000 0 32,747 0 0 0 32,000141,50946 1,267 23 672 21 289 121 56 2,315 68 12 40 1,057 5,9879,200,000 3,831,366 46,000 1,344,000 210,000 578,000 242,000 5,600,000 6,235,825 1,360,000 1,200,000 80,000 1,057,000 30,984,191Total NumberTotal Exposure (x$1000)San Diego (City)Unincorporated-RuralUnincorporated-Urban Core
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4.4.2.1 Coastal Storm/Erosion
FEMA FIRM flood hazard data compiled and digitized in 1997 was used to profile the coastal
storm/erosion hazard. Specifically, the FEMA FIRM VE zone was used in the hazard modeling process in
HAZUS-MH. As discussed earlier, the VE Zone is defined by FEMA as the coastal area subject to a
velocity hazard (wave action). The identified vulnerable assets were superimposed on the identified
hazard areas, resulting in three risk/exposure estimates: 1) the aggregated exposure and building count
(both dollar exposure and population) at the census block level for residential and commercial
occupancies, 2) lifeline infrastructure and 3) the critical infrastructure at risk (schools, hospitals, airports,
bridges, and other facilities of critical nature). These results were then aggregated and presented by
hazard risk level per jurisdiction.
Table 4.4-5 provides a breakdown of potential coastal storm/coastal erosion exposure by jurisdiction. No
losses to critical facilities and infrastructure are expected from these hazards. Approximately 4,600 people
may be at risk from coastal storm/coastal erosion hazards in San Diego County. In addition, special
populations at risk that may be impacted by coastal storm/coastal erosion in San Diego County include:
331 low-income households and 813 elderly persons.
SECTIONFOUR Risk Assessment W:\27653042\00500 Hazard Mitigation Plan\FINAL\00500-c-r.doc\9-Mar-04\SDG 4-48 Table 4.4-5 Potential Exposure from Coastal Storm/Erosion Hazard by Jurisdiction JurisdictionExposed PopulationBuilding CountPotential Exposure (x$1000)Building CountPotential Exposure (x$1000)Carlsbad 26 22 6,988 0 0Chula Vista 0 0 0 0 0Coronado 6 1 22,549 1 3,358Del Mar 97 63 20,670 0 0El Cajon 0 0 0 0 0Encinitas 699 335 85,674 2 5,958Escondido 0 0 0 0 0Imperial Beach 453 95 41,124 0 0La Mesa 0 0 0 0 0Lemon Grove 0 0 0 0 0National City 0 0 0 0 0Oceanside 181 87 28,962 0 0Poway 0 0 0 0 0San Diego (City) 1,849 749 310,630 12 118,954San Marcos 0 0 0 0 0Santee 0 0 0 0 0Solana Beach 821 253 113,905 1 732Unincorporated- Rural 0 0 0 0 0Unincorporated- Urban Core 499 320 70,575 0 0Vista 0 0 0 0 0Total 4,631 1,925 701,077 16 129,002Residential Buildings at RiskCommercial Buildings at Risk
SECTIONFOUR Risk Assessment
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4.4.2.2 Tsunami
Tsunami maximum run-up projections were modeled for the entire San Diego County coastline in 2000
by the University of Southern California, and distributed by the CA Office of Emergency Services. The
model was a result of a combination of inundation modeling and onsite surveys to show maximum
predicted inundation levels due to tsunami. This was a scenario model, which uses a given earthquake
intensity and location to determine resulting tsunami effects. The identified vulnerable assets were
superimposed on top of this information, resulting in three risk/exposure estimates: 1) the aggregated
exposure and building count (both dollar exposure and population) at the census block level for
residential and commercial occupancies, 2) the aggregated population at risk at the census block level,
and 3) the critical infrastructure at risk (schools, hospitals, airports, bridges, and other facilities of critical
nature). These results were then aggregated and presented by hazard risk level per jurisdiction.
Table 4.4-6 provides a breakdown of potential exposure by jurisdiction, and Table 4.4-7 provides a
breakdown of potential exposure to infrastructure and critical facility by jurisdiction. Approximately
37,000 people may be at risk from the tsunami hazard in San Diego County. In addition, special
populations at risk that may be impacted by tsunami in San Diego County include: 2,558 low income
households and 3,655 elderly persons.
SECTIONFOUR Risk Assessment W:\27653042\00500 Hazard Mitigation Plan\FINAL\00500-c-r.doc\9-Mar-04\SDG 4-50 Table 4.4-6 Potential Exposure from Tsunami Hazard by Jurisdiction JurisdictionExposed PopulationBuilding CountPotential Exposure (x$1000)Building CountPotential Exposure (x$1000)Carlsbad 1,162 361 129,484 3 19,952Chula Vista 802 163 25,090 11 73,148Coronado 5,149 1,822 630,179 3 25,776Del Mar 1,021 539 158,928 5 28,200El Cajon 0 0 0 0 0Encinitas 704 320 85,060 2 7,172Escondido 0 0 0 0 0Imperial Beach 72 13 3,172 0 0La Mesa 0 0 0 0 0Lemon Grove 0 0 0 0 0National City 258 51 12,214 8 41,166Oceanside 1,506 405 224,276 9 21,400Poway 0 0 0 0 0San Diego (City) 25,578 5,145 3,395,635 294 1,077,374San Marcos 0 0 0 0 0Santee 0 0 0 0 0Solana Beach 521 159 78,974 0 0Unincorporated- Rural 0 0 0 0 0Unincorporated- Urban Core 533 327 74,389 0 702Vista 0 0 0 0 0Total 37,306 9,305 4,817,401 335 1,294,890Residential Buildings at RiskCommercial Buildings at Risk
SECTIONFOUR Risk Assessment W:\27653042\00500 Hazard Mitigation Plan\FINAL\00500-c-r.doc\9-Mar-04\SDG 4-51 Table 4.4-7 Potential Exposure to Critical Facilities and Infrastructure from Tsunami Hazard by Jurisdiction Refer to Table 4.4-1 for abbreviation definition JurisdictionData AIR BRDG BUS COM ELEC EMER GOVT HOSP INFR PORT POT RAIL SCH TotalCarlsbadNumber010011000140 00127Exposure (x$1000)0 25,160 0 2,000 10,000 0 0 0 36,211 0 0 0 1,00074,371Chula VistaNumber0 200100012 1 0 0016Exposure (x$1000)0 3,057 0 0 10,000 0 0 0 32,933 20,000 0 0 065,990CoronadoNumber0 101011015 0 0 0120Exposure (x$1000)0 832 0 2,000 0 2,000 2,000 0 25,425 0 0 0 1,00033,257Del MarNumber0 401013012 0 0 0021Exposure (x$1000)0 16,292 0 2,000 0 2,000 6,000 0 14,508 0 0 0 040,800El CajonNumber0 0000000 0 0 0 000Exposure (x$1000)0 0000000 0 0 0 000EncinitasNumber0 2040000 7 0 1 0014Exposure (x$1000)0 3,008 0 8,000 0 0 0 0 9,550 0 100,000 0 0120,558EscondidoNumber0 0000000 0 0 0 000Exposure (x$1000)0 0000000 0 0 0 000Imperial BeachNumber0 0000000 0 0 0 000Exposure (x$1000)0 0000000 0 0 0 000La MesaNumber0 0000000 0 0 0 000Exposure (x$1000)0 0000000 0 0 0 000Lemon GroveNumber0 0000000 0 0 0 000Exposure (x$1000)0 0000000 0 0 0 000N ational CityNumber0 400200015 2 1 3027Exposure (x$1000)0 6,712 0 0 20,000 0 0 0 26,258 40,000 100,000 6,000 0198,970OceansideNumber0 8000000 2 0 1 0011Exposure (x$1000)0 27,780 0 0 0 0 0 0 1,562 0 100,000 0 0129,342PowayNumber0 0000000 0 0 0 000Exposure (x$1000)0 0000000 0 0 0 000Number1 2618 3 7 7 0 23 18 0 3299Exposure (x$1000)200,000 93,762 2,000 16,000 30,000 14,000 14,000 0 75,569 360,000 0 6,000 2,000813,331San MarcosNumber0 0000000 0 0 0 000Exposure (x$1000)0 0000000 0 0 0 000SanteeNumber0 0000000 0 0 0 000Exposure (x$1000)0 0000000 0 0 0 000Solana BeachNumber0 0000000 4 0 0 004Exposure (x$1000)0 00000002,4260 0 002,426Number0 0000000 0 0 0 000Exposure (x$1000)0 0000000 0 0 0 000Number0 0000000 2 0 0 002Exposure (x$1000)0 00000006,7780 0 006,778VistaNumber0 0000000 0 0 0 000Exposure (x$1000)0 0000000 0 0 0 0001 57 1 15 7 9 11 0 105 21 3 6 4 240200,000 176,603 2,000 30,000 70,000 18,000 22,000 0 231,219 420,000 300,000 12,000 4,000 1,485,822Unincorporated-Urban CoreTotal NumberTotal Exposure (x$1000)San Diego (City)Unincorporated-Rural
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4.4.2.3 Dam Failure
Dam inundation zones, compiled by FEMA or the National Inventory of Dams throughout San Diego
County, and purchased through SanGIS, show areas that would be flooded if each dam failed. The San
Diego County Water Authority provided the San Vicente Dam and Olivenhain Dam inundation maps.
Olivenhain Dam is the newest dam in San Diego County, and had not yet been filled at the time of
preparation of this report. Inundation areas for Olivenhain Dam however were identified and modeled as
high risk. The identified vulnerable assets were superimposed on top of this information, resulting in three
risk/exposure estimates: 1) the aggregated exposure and building count (both dollar exposure and
population) at the census block level for residential and commercial occupancies, 2) the aggregated
population at risk at the census block level, and 3) the critical infrastructure at risk (schools, hospitals,
airports, bridges, and other facilities of critical nature). These results were then aggregated and presented
by hazard risk level per jurisdiction.
Table 4.4-8 provides a breakdown of potential exposure by jurisdiction, and Table 4.4-9 provides a
breakdown of potential exposure to infrastructure and critical facility by jurisdiction. Approximately
368,000 people are at risk from the dam failure hazard. In addition, special populations at risk that may be
impacted by the dam failure hazard in San Diego County include 13,689 low-income households and
24,316 elderly persons.
SECTIONFOUR Risk Assessment W:\27653042\00500 Hazard Mitigation Plan\FINAL\00500-c-r.doc\9-Mar-04\SDG 4-53 Table 4.4.8 Potential Exposure from Dam Failure Hazard by Jurisdiction JurisdictionExposed PopulationBuilding CountPotential Exposure (x$1000)Building CountPotential Exposure (x$1000)Carlsbad 4,324 1,907 369,968 3 14,062Chula Vista 13,083 3,032 692,488 94 348,684Coronado 89 27 2,200 0 0Del Mar 1,814 894 260,224 8 41,008El Cajon 0 0 0 0 0Encinitas 1,016 476 133,785 16 57,618Escondido 86,360 12,393 3,834,476 424 1,561,872Imperial Beach 4,897 879 345,660 1 9,092La Mesa 1,337 262 101,715 11 52,736Lemon Grove 0 0 0 0 0National City 1,895 349 86,809 106 464,094Oceanside 29,816 8,255 1,799,284 52 217,872Poway 0 0 0 0 0San Diego (City) 135,234 22,834 8,612,306 1,164 5,630,720San Marcos 1,584 427 101,770 27 83,598Santee 44,595 13,677 2,888,845 228 859,108Solana Beach 0 0 0 0 0Unincorporated- Rural 3,420 2,144 576,336 6 34,534Unincorporated- Urban Core 38,004 8,824 2,536,977 135 508,858Vista 772 199 65,252 2 9,300Total 368,240 76,579 22,408,095 2,277 9,893,156Residential Buildings at RiskCommercial Buildings at Risk
SECTIONFOUR Risk Assessment W:\27653042\00500 Hazard Mitigation Plan\FINAL\00500-c-r.doc\9-Mar-04\SDG 4-54 Table 4.4-9 Potential Exposure to Critical Facilities and Infrastructure from Dam Failure Hazard by Jurisdiction Refer to Table 4.4-1 for abbreviation definition JurisdictionData AIR BRDG BUS COM ELEC EMER GOVT HOSP INFR PORT POT RAIL SCH TotalCarlsbadNumber0 5 010000 4 000111Exposure (x$1000)0 12,668 0 2,000 0 0 0 0 27,484 0 0 0 1,00043,152Chula VistaNumber0 26011020 14000044Exposure (x$1000)0 132,286 0 2,000 10,000 0 4,000 0 37,002 0 0 0 0185,288CoronadoNumber0 0 000000 2 00002Exposure (x$1000)0 0 0000001,33200001,332Del MarNumber0 5 0 2 028 0 17 0 0 0 034Exposure (x$1000)0 22,413 0 4,000 0 4,000 16,000 0 25,099 0 0 0 071,512El CajonNumber0 0 000000 0 00000Exposure (x$1000)0 0 000000 0 00000EncinitasNumber0 12070100 9 000029Exposure (x$1000)0 36,657 0 14,000 0 2,000 0 0 2,829 0 0 0 055,486EscondidoNumber0 65 2 7 08102 16 0 0 229141Exposure (x$1000)0 93,708 4,000 14,000 0 16,000 20,000 200,000 10,361 0 0 4,000 29,000391,069Imperial BeachNumber1 1 000000 2 00004Exposure (x$1000)200,000 2,222 0 0 0 0 0 0 1,440 0 0 0 0203,662La MesaNumber0 2 000000 8 003013Exposure (x$1000)0 5,317 0 0 0 0 0 0 11,527 0 0 6,000 022,844Lemon GroveNumber0 0 000000 0 00000Exposure (x$1000)0 0 000000 0 00000National CityNumber0 34000000 18201459Exposure (x$1000)0 160,248 0 0 0 0 0 0 39,736 40,000 0 2,000 4,000245,984OceansideNumber1 16020200 13000943Exposure (x$1000)200,000 72,657 0 4,000 0 4,000 0 0 29,321 0 0 0 9,000318,978PowayNumber0 0 030000 0 00003Exposure (x$1000)0 0 06,0000000 0 00006,000Number0 256 0 38 2 11 5 3 175 0 3 12 18523Exposure (x$1000)0 1,453,248 0 76,000 20,000 22,000 10,000 300,000 581,571 0 300,000 24,000 18,0002,804,819San MarcosNumber0 1 020000 3 00017Exposure (x$1000)0 1,336 0 4,000 0 0 0 0 1,013 0 0 0 1,0007,349SanteeNumber0 35 414042 0 18 0 1 41294Exposure (x$1000)0 209,918 8,000 28,000 0 8,000 4,000 0 16,262 0 100,000 8,000 12,000394,180Solana BeachNumber0 0 000000 0 00000Exposure (x$1000)0 0 000000 0 00000Number0 15020200 9 000735Exposure (x$1000)0 56,784 0 4,000 0 4,000 0 0 46,043 0 0 0 7,000117,827Number3 90 0 29 0140 0 91 0 0 0 42269Exposure (x$1000)600,000 177,726 0 58,000 0 28,000 0 0 207,556 0 0 0 42,0001,113,282VistaNumber0 2 010000 0 00003Exposure (x$1000)0 5,13402,0000000 0 00007,1345 565 6 109 3 44 27 5 398 2 4 22 123 1,3131,000,000 2,442,322 12,000 218,000 30,000 88,000 54,000 500,000 1,038,576 40,000 400,000 44,000 123,000 5,989,898Unincorporated-Urban CoreTotal NumberTotal Exposure (x$1000)San Diego (City)Unincorporated-Rural
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4.4.2.4 Earthquake, Liquefaction and Earthquake-Induced Landslides
The data used in the earthquake hazard assessment were: 100-, 250-, 500-, 750-, 1000-, 1500-, 2000-, and
2500- year return period USGS probabilistic hazards. Soil conditions for San Diego County as developed
by USGS were also used, which allowed for a better reflection of amplification of ground shaking that
may occur. The HAZUS software model, which was developed for FEMA by the National Institute of
Building Services as a tool to determine earthquake loss estimates, was used to model earthquake and
flood for this assessment. This software program integrates with a GIS to facilitate the manipulation of
data on building stock, population, and the regional economy with hazard models. PBS&J updated this
model in 2003 to HAZUS-MH (Multiple Hazard), which can model earthquake and flood, along with
collateral issues associated with each model, such as liquefaction and landslide with earthquakes. This
software was not released prior to the beginning of the planning process; however, PBS&J performed
vulnerability and loss estimation models for earthquakes and flood for this project using the newer model.
Additionally, the earthquake risk assessment explored the potential for collateral hazards such as
liquefaction and earthquake-induced landslides. Three cases were examined, one case with shaking only,
a second case with liquefaction potential, and a third with earthquake-induced landslides. Once the model
was complete, the identified vulnerable assets were superimposed on top of this information, resulting in
three risk/loss estimates: 1) the aggregated exposure and building count (both dollar exposure and
population) at the census block level for residential and commercial occupancies, 2) the aggregated
population at risk at the census block level, and 3) the critical infrastructure at risk (schools, hospitals,
airports, bridges, and other facilities of critical nature). These results were then aggregated and presented
by hazard risk level per jurisdiction. Results for residential and commercial properties were generated as
annualized losses, which average all eight of the modeled return periods (100-year through 2500-year
events). For critical facility losses it was helpful to look at 100- and 500-year return periods to plan for an
event that is more likely to occur in the near-term. In the near term, a 500-year earthquake would cause
increased shaking, liquefaction and landslide, which would be expected to increase loss numbers.
Exposure for annualized earthquake included buildings and population in the entire county because a
severe or worst case scenario earthquake could affect any structure in the County. Furthermore, the
annualized earthquake loss table also shows potential collateral exposure and losses from liquefaction and
landslide separately; this is the additional loss from earthquake due to liquefaction or landslide caused by
earthquakes and should be added to the shaking-only loss values to get the correct value. (The collateral
liquefaction and landslide loss results for critical facilities were included with earthquake in Tables 4.4-11
and 4.4-12, to plan for an event that is more likely to occur in the near-term as discussed above).
Table 4.4-10 provides a breakdown of potential exposure and losses due to annualized earthquake events
by jurisdiction. Tables 4.4-11 and 4.4-12 provide a breakdown of infrastructure and critical facility losses
from 100-year and 500-year earthquakes, respectively. Approximately 2,800,000 people may be at risk
from the annualized earthquake and earthquake-induced liquefaction hazards. In addition, special
populations at risk that may be impacted by the earthquake hazard in San Diego County include 13,689
low-income households and 24,316 elderly persons.
SECTIONFOUR Risk Assessment W:\27653042\00500 Hazard Mitigation Plan\FINAL\00500-c-r.doc\9-Mar-04\SDG 4-56 Table 4.4-10 Potential Exposure and Losses from Annualized Earthquake Hazard by Jurisdiction JurisdictionExposed PopulationBuilding CountPotential Loss from Shaking (x$1000)Potential Additional Loss from Liquefaction (x$1000)Potential Additional Loss from Landslide (x$1000)Potential Exposure (x$1000)Building CountPotential Loss from Shaking (x$1000)Potential Additional Loss from Liquefaction (x$1000)Potential Additional Loss from Landslide (x$1000)Potential Exposure (x$1000)Carlsbad77,889 29,0702,649 0 5247,907,995 317998 0 3521,657,846Chula Vista173,491 43,5733,086 332 58611,347,235 407772 50 2621,629,766Coronado24,189 6,7341,309 156 2082,975,822 80224 0 75292,836Del Mar4,389 2,044235 0 46597,430 31110 0 27147,280El Cajon94,531 18,1241,739 0 3195,818,497 299726 0 2181,259,050Encinitas58,015 21,6781,962 0 5365,652,852 207659 0 2091,005,468Escondido133,666 31,3742,743 0 3998,310,439 4091,149 0 3391,891,392Imperial Beach26,849 5,185680 149 941,606,094 3687 8 34123,364La Mesa53,856 14,2051,026 0 1214,309,581 158318 0 82735,906Lemon Grove26,114 7,224454 0 561,783,371 5095 0 32223,048National City54,081 8,776874 56 2032,933,551 157420 0 132708,696Oceanside160,421 45,6964,336 646 1,15611,476,291 274849 34 2931,244,742Poway48,054 15,684776 0 1414,105,140 153257 0 82733,510San Diego (City)1,223,503 309,77432,046 1,648 8,72195,131,220 4,32612,428 725 4,23119,740,288San Marcos55,013 15,191934 0 1133,356,696 239518 0 153907,530Santee52,439 16,3621,076 0 2793,684,154 123252 0 108460,806Solana Beach12,766 5,171573 62 1081,531,192 100312 15 84438,930Unincorporated-Rural33,749 14,187886 0 1523,675,859 107149 0 43423,636Unincorporated-Urban Core410,798 126,3608,963 1 2,11331,446,688 6391,123 0 3292,762,220Vista89,926 20,7251,597 0 2515,517,933 210411 0 116911,012Total 2,813,739 757,13767,943 3,050 16,126 213,168,0408,32221,860 832 7,202 37,297,326Residential Buildings at RiskCommercial Buildings at Risk
SECTIONFOUR Risk Assessment W:\27653042\00500 Hazard Mitigation Plan\FINAL\00500-c-r.doc\9-Mar-04\SDG 4-57 Table 4.4-11 Potential Exposure to Critical Facilities and Infrastructure from 100-Year Earthquake Hazard by Jurisdiction Refer to Table 4.4-1 for abbreviation definition JurisdictionData AIR BRDG BUS COM ELEC EMER GOVT HOSP INFR PORT POT RAIL SCH TotalCarlsbadNumber1 33018 1 9 4 0 0 0 2 230100Loss (x$1000)4,075 858 0 486 158 242 125 0 80 0 3,220 63 2679,574Chula VistaNumber0 44232 1104 5 0 1 1 260162Loss (x$1000)0 32 31 506 167 157 80 4,016 78 335 808 30 2926,533CoronadoNumber1103032100001122Loss (x$1000)4,345 0 0 102 0 98 65 1,628 151 0 0 0 1096,499Del MarNumber050601700000120Loss (x$1000)0 14 0 155 0 45 242 0 27 0 0 0 8490El CajonNumber1 37 1 10 3 8 3 10 0 0 0 3 40116Loss (x$1000)5,009 443 42 219 609 254 109 11,500 137 0 0 122 43118,873EncinitasNumber0 16022 1 8 3 7 0 0 1 03593Loss (x$1000)0 286 0 652 135 230 78 9,798 8 0 1,346 0 30912,842EscondidoNumber0 74119 0 6 5 1 0 0 1 148156Loss (x$1000)0 122 22 482 0 163 158 577 2 0 904 28 3912,849Imperial BeachNumber110102100000915Loss (x$1000)3,765 15 0 27 0 53 26 0 25 0 0 0 803,991La MesaNumber03608151200152786Loss (x$1000)0 6 0 120 92 85 18 1,763 0 0 959 85 1483,275Lemon GroveNumber0801022000011024Loss (x$1000)0 0 0 18 0 36 35 0 0 0 0 18 56164N ational C ityNumber047142323051528101Loss (x$1000)0 175 33 65 335 64 31 2,424 86 1,673 1,673 150 1406,850OceansideNumber1 43219 0 9 5 1 0 0 1 149131Loss (x$1000)7,647 881 63 652 0 408 163 1,565 99 0 1,579 32 55313,643PowayNumber0 45127 0 3 0 0 0 0 0 024100Loss (x$1000)0 8 47 555 0 110 0 0 28 0 0 0 250998Number4 489 12 153 9 83 61 21 0 62 2 17 4131,326Loss (x$1000)12,692 3,661 283 3,422 1,199 1,725 1,325 20,466 676 20,575 2,174 466 2,54571,207San MarcosNumber0 12012 0 9 5 2 0 0 0 12263Loss (x$1000)0 1 0 309 0 256 156 934 1 0 0 34 1731,865SanteeNumber0 15112 0 3 3 0 0 0 1 11652Loss (x$1000)0 194 42 345 0 125 96 0 5 0 701 42 1731,723Solana BeachNumber050201100001818Loss (x$1000)0 0 0 49 0 21 21 0 0 0 0 22 64177Number0 24023 1 8 0 0 0 0 0 01773Loss (x$1000)0 37 0 488 77 198 0 0 51 0 0 0 1641,015Number37 320 2 289 2 109 8 3 1 0 1 0 177949Loss (x$1000)273,065 3,284 113 8,497 400 4,545 282 9,538 1,679 0 1,514 0 2,024304,940VistaNumber0 12011 0 7 4 0 0 0 0 03266Loss (x$1000)0 1 0 278 0 141 86 0 0 0 0 0 28078546 1,267 23 672 21 289 121 56 1 68 12 40 1,057 3,673310,599 10,018 677 17,427 3,170 8,955 3,094 64,211 3,133 22,583 14,879 1,093 8,455 468,294Unincorporated-Urban CoreTotal NumberTotal Exposure (x$1000)San Diego (City)Unincorporated-Rural
SECTIONFOUR Risk Assessment W:\27653042\00500 Hazard Mitigation Plan\FINAL\00500-c-r.doc\9-Mar-04\SDG 4-58 Table 4.4-12 Potential Exposure to Critical Facilities and Infrastructure from 500-Year Earthquake Hazard by Jurisdiction Refer to Table 4.4-1 for abbreviation definition JurisdictionData AIR BRDG BUS COM ELEC EMER GOVT HOSP INFR PORT POT RAIL SCH TotalCarlsbadNumber1 33018194 0 2 0 2230102Loss (x$1000)12,028 6,664 0 2,017 722 1,019 532 0 5,404 0 13,382 289 1,37843,434Chula VistaNumber04423211045 2 11260164Loss (x$1000)0 8,650 211 2,982 803 995 436 17,904 5,315 1,606 5,141 228 2,07446,344CoronadoNumber1 103032 1 5 0 001127Loss (x$1000)16,623 46 0 512 0 480 320 7,813 10,134 0 0 0 61236,541Del MarNumber0 506017 0 1 0 00121Loss (x$1000)0 1,092 0 911 0 181 1,161 0 1,884 0 0 0 515,281El CajonNumber1 37 1 10 3 8 3 10 3 0 0 3 40119Loss (x$1000)12,127 6,243 111 735 1,663 762 329 38,423 9,173 0 0 333 1,38071,278EncinitasNumber0 16022183 7 1 0 103594Loss (x$1000)0 2,496 0 3,017 651 1,088 388 38,605 564 0 6,512 0 1,58354,905EscondidoNumber0 74119065 1 0 0 1148156Loss (x$1000)0 5,387 82 1,572 0 547 587 2,458 227 0 3,001 110 1,72315,693Imperial BeachNumber1 101021 0 1 0 00916Loss (x$1000)14,915 297 0 161 0 321 160 0 1,684 0 0 0 50918,047La MesaNumber0 3608151 2 0 0 152786Loss (x$1000)0 2,231 0 624 515 432 102 7,825 0 0 4,058 467 91117,166Lemon GroveNumber0 801022 0 0 0 011024Loss (x$1000)0 392 0 103 0 205 204 0 0 0 0 103 3551,361National CityNumber0 4714232 3 4 5 1528105Loss (x$1000)0 10,930 161 411 1,606 360 228 11,514 5,784 8,032 8,032 770 1,01948,848OceansideNumber1 43219095 1 3 0 1149134Loss (x$1000)16,124 8,963 289 2,325 0 1,329 669 5,360 6,700 0 7,218 144 2,29751,419PowayNumber0 45127030 0 1 0 0024101Loss (x$1000)0 1,012 125 1,783 0 306 0 0 1,906 0 0 0 8145,946Number4 489 12 153 9 83 61 21 15 62 2 17 4131,341Loss (x$1000)46,949 104,741 1,544 19,447 6,473 10,747 8,060 114,004 45,201 101,291 14,036 2,426 17,904492,822San MarcosNumber0 12012095 2 0 0 012263Loss (x$1000)0 1,125 0 1,075 0 890 550 3,950 94 0 0 121 7558,560SanteeNumber0 15112033 0 1 0 111653Loss (x$1000)0 3,550 111 1,029 0 331 266 0 396 0 2,418 111 5478,759Solana BeachNumber0 502011 0 0 0 01818Loss (x$1000)0 597 0 276 0 145 145 0 0 0 0 146 3961,706Number0 24023180 0 1 0 001774Loss (x$1000)0 5,019 0 1,795 417 754 0 0 3,454 0 0 0 70812,147Number37 320 2 289 2 109 8 3 35 0 1 0 177983Loss (x$1000)691,522 21,876 335 30,202 1,282 13,554 973 21,628 112,036 0 5,255 0 7,930906,594VistaNumber0 12011074 0 0 0 003266Loss (x$1000)0 615 0 1,031 0 536 327 0 0 0 0 0 1,2183,72746 1,267 23 672 21 289 121 56 76 68 12 40 1,057 3,748810,288 191,926 2,969 72,009 14,132 34,982 15,436 269,485 209,956 110,929 69,053 5,247 44,164 1,850,576Unincorporated-Urban CoreTotal NumberTotal Exposure (x$1000)San Diego (City)Unincorporated-Rural
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4.4.2.5 Flood
Digitized 100-year and 500-year flood maps with base flood elevation (BFE) from the FEMA FIRM
program for most of the areas were utilized for this project. Census blocks with non-zero population and
non-zero dollar exposure that intersect with these polygons were used in the analysis. For the areas that
did not include BFE information, a base flood elevation was estimated for the final purpose of computing
the flood depth at different locations of the region as follows:
• Transect lines across the flood polygon (perpendicular to the flow direction) were created using
an approximation method for Zone A flood polygons. Zone A is the FEMA FIRM Zone that is
defined as the 100-year base flood.
• A point file was extracted from the line (Begin node, End node and center point). The Zonal
operation in the GIS tool Spatial Analyst (with the point file and a digital elevation model
[DEM]) was used to estimate the ground elevation in the intersection of the line with the flood
polygon borders. The average value of the End and Begin point of the line was calculated. This
value was assumed as the base flood elevation for each transect.
A surface model (triangulated irregular network, or TIN) was derived from the original transect with the
derived BFE value and the flood polygon. This TIN file approximated a continuous and variable flood
elevation along the flood polygon. A grid file was then derived from the TIN file with the same extent and
pixel resolution of the DEM (30-meter resolution). The difference of the flood elevation grid file and the
DEM was calculated to produce an approximate flood depth for the whole study area. HAZUS-MH based
damage functions, in a raster format, were created for each of the occupancies present in the census
blocks. A customized Visual Basic (VBA) script was written to assign the ratio of damage expected
(function of computed flood depth) for each type of occupancy based on the HAZUS-MH damage
functions. HAZUS-MH exposure values ($) in raster format were created using Spatial Analyst. Since not
all areas in the census blocks are completely within the flood area, the exposure at risk was weighted and
estimated accordingly based on the number of pixels in flood area. Losses were then estimated through
multiplication of damage ratio with the exposure at risk for each block. Losses were then approximated
based on 100- and 500-year losses (high and low hazards).
Table 4.4-13 provides a breakdown of potential exposure and losses by jurisdiction for 100-year flood,
and Table 4.4-14 provides a breakdown of infrastructure and critical facility losses for 100-year flood by
jurisdiction. Table 4.4-15 provides a breakdown of potential exposure and losses by jurisdiction from
500-year flood, and Table 4.4-16 provides a breakdown of potential infrastructure and critical facility
losses by jurisdiction. The loss tables also provide a breakdown of loss ratios for commercial and
residential properties by jurisdiction. These loss ratios are determined by dividing the loss values by the
exposure values for each jurisdiction, and give a perspective of the potential losses for each jurisdiction
for this hazard. For example, a loss ratio value of 0.4 in El Cajon would mean that 40% of the exposed
buildings in El Cajon would be lost due to a 100- or 500-year flood.
Approximately 134,000 people may be at risk from the 100-year flood hazard. In addition, special
populations at risk that may be impacted by the 100-year flood hazard in San Diego County include 8,424
low-income households and 15,144 elderly persons. Approximately 215,000 people are at risk from the
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500-year flood hazard. In addition, special populations at risk that may be impacted by the 500-year flood
hazard in San Diego County include 13,689 low-income households and 24,316 elderly persons.
SECTIONFOUR Risk Assessment W:\27653042\00500 Hazard Mitigation Plan\FINAL\00500-c-r.doc\9-Mar-04\SDG 4-61 Table 4.4-13 Potential Exposure and Losses from 100-Year Flood Hazard by Jurisdiction JurisdictionExposed PopulationBuilding CountPotential Loss (x$1000)Potential Exposure (x$1000)Loss RatioBuilding CountPotential Loss (x$1000)Potential Exposure (x$1000) Loss RatioCarlsbad3,439 1,284 50,980 349,060 0.15 14 10,081 70,252 6.97Chula Vista6,112 1,535 28,966 399,697 0.07 44 19,312 174,588 9.04Coronado1,469 409 29,080 180,617 0.16 4 2,186 12,475 5.71Del Mar1,032 481 4,716 140,471 0.03 5 2,517 23,705 9.42El Cajon3,562 683 89,232 219,195 0.41 26 46,466 107,743 2.32Encinitas1,398 523 17,726 136,197 0.13 10 8,015 47,307 5.90Escondido11,304 2,654 53,299 702,787 0.08 61 20,072 280,711 13.99Imperial Beach1,347 261 9,342 80,571 0.12 1 474 1,626 3.43La Mesa29 8 462 2,310 0.20 1 39 310 7.99Lemon Grove280 78 3,311 19,114 0.17 3 1,815 10,668 5.88National City2,702 439 19,845 146,557 0.14 37 21,306 163,349 7.67Oceanside16,487 4,697 78,453 1,179,427 0.07 58 15,922 258,954 16.26Poway3,986 1,301 14,390 340,434 0.04 12 1,666 56,298 33.80San Diego (City)49,530 12,541 338,856 3,851,085 0.09 331 153,581 1,509,387 9.83San Marcos2,751 760 8,227 167,840 0.05 51 11,394 191,996 16.85Santee3,286 1,026 8,386 230,816 0.04 24 2,572 86,723 33.72Solana Beach594 241 6,692 71,145 0.09 6 2,377 24,111 10.14Unincorporated- Rural1,339 563 25,619 145,818 0.18 6 2,633 22,015 8.36Unincorporated- Urban Core19,807 6,093 141,472 1,516,162 0.09 61 29,437 261,305 8.88Vista4,113 948 16,956 252,365 0.07 27 3,987 115,556 28.98Total 134,567 36,525 946,011 10,131,667 2.36 782 355,852 3,419,080 245.12Residential Buildings at RiskCommercial Buildings at Risk
SECTIONFOUR Risk Assessment W:\27653042\00500 Hazard Mitigation Plan\FINAL\00500-c-r.doc\9-Mar-04\SDG 4-62 Table 4.4-14 Potential Exposure to Critical Facilities and Infrastructure from 100-Year Flood Hazard by Jurisdiction Refer to Table 4.4-1 for abbreviation definition JurisdictionData AIR BRDG BUS COM ELEC EMER GOVT HOSP INFR PORT POT RAIL SCH TotalCarlsbadNumber060500006 000017Exposure (x$1000)0 13,065 0 21,838 0 0 0 0 1,933 0 0 0 036,836Chula VistaNumber016000010 9 000026Exposure (x$1000)0 68,811 0 0 0 0 2,000 0 21,357 0 0 0 092,168CoronadoNumber000000103 00004Exposure (x$1000)0 0 0 0 0 0 2,000 0 2,777 0 0 0 04,777Del MarNumber000030105 00009Exposure (x$1000)0 0 0 0 13,644 0 2,000 0 3,526 0 0 0 019,170El CajonNumber010000000 00034Exposure (x$1000)02,08300 0 0 0 0 0 0 003,0005,083EncinitasNumber040301005 000013Exposure (x$1000)0 12,388 0 6,000 0 2,000 0 0 2,655 0 0 0 023,043EscondidoNumber010001006 000614Exposure (x$1000)0 2,127 0 0 0 2,000 0 0 1,762 0 0 0 6,00011,889Imperial BeachNumber000000000 00000Exposure (x$1000)000000000 00000La MesaNumber000000000 00000Exposure (x$1000)000000000 00000Lemon GroveNumber000000000 00000Exposure (x$1000)000000000 00000National CityNumber090000006 200118Exposure (x$1000)0 52,233 0 0 0 0 0 0 21,416 40,000 0 0 1,000114,649OceansideNumber11901021010 000236Exposure (x$1000)200,000 69,736 0 2,000 0 4,000 2,000 0 15,959 0 0 0 2,000295,695PowayNumber070100000 00019Exposure (x$1000)0 3,178 0 2,000 0 0 0 0 0 0 0 0 1,0006,178Number0501400025249022162Exposure (x$1000)0 281,985 2,000 8,000 0 0 0 200,000 111,415 980,000 0 4,000 2,0001,589,400San MarcosNumber030000009 000012Exposure (x$1000)0 10,645 0 0 0 0 0 0 8,255 0 0 0 018,900SanteeNumber090000000 00009Exposure (x$1000)052,6480 0 0 0 0 0 0 0 00 052,648Solana BeachNumber010000000 00001Exposure (x$1000)01,92000 0 0 0 0 0 0 0001,920Number050000002 00029Exposure (x$1000)0 7,754 0 0 0 0 0 0 747 0 0 0 2,00010,501Number348010090039 00012121Exposure (x$1000)600,000 68,527 0 20,000 0 18,000 0 0 111,335 0 0 0 12,000829,862VistaNumber000002001 00003Exposure (x$1000)0 0 0 0 0 4,000 0 0 1,014 0 0 0 05,0144 179 1 24 3 15 4 2 154 51 0 2 29 467800,000 647,100 2,000 59,838 13,644 30,000 8,000 200,000 304,151 1,020,000 0 4,000 29,000 3,117,733Unincorporated-Urban CoreTotal NumberTotal Exposure (x$1000)San Diego (City)Unincorporated-Rural
SECTIONFOUR Risk Assessment W:\27653042\00500 Hazard Mitigation Plan\FINAL\00500-c-r.doc\9-Mar-04\SDG 4-63 Table 4.4-15 Potential Exposure and Losses from 500-Year Flood Hazard by Jurisdiction JurisdictionExposed PopulationBuilding CountPotential Loss (x$1000)Potential Exposure (x$1000)Loss RatioBuilding CountPotential Loss (x$1000)Potential Exposure (x$1000)Loss RatioCarlsbad3,485 1,301 51,969 353,823 0.15 14 10,081 71,437 0.14Chula Vista14,505 3,643 84,095 948,643 0.09 80 35,733 317,921 0.11Coronado2,155 600 37,464 265,099 0.14 5 2,745 17,812 0.15Del Mar1,063 495 5,717 144,600 0.04 6 2,641 24,524 0.11El Cajon4,096 786 101,929 252,074 0.40 30 53,145 123,905 0.43Encinitas1,427 534 18,097 139,023 0.13 11 8,218 49,067 0.17Escondido28,792 6,758 166,712 1,790,069 0.09 115 48,338 530,298 0.09Imperial Beach2,638 510 10,528 157,761 0.07 2 535 6,114 0.09La Mesa29 8 462 2,310 0.20 1 39 310 0.13Lemon Grove294 82 3,456 20,050 0.17 3 1,815 10,668 0.17National City6,206 1,007 26,843 336,590 0.08 71 35,786 319,499 0.11Oceanside32,014 9,120 193,198 2,290,231 0.08 73 22,570 327,958 0.07Poway5,345 1,745 28,045 456,544 0.06 16 3,805 72,154 0.05San Diego (City)74,812 18,942 540,536 5,816,853 0.09 581 277,197 2,650,980 0.10San Marcos2,971 821 9,825 181,245 0.05 54 13,125 204,173 0.06Santee4,282 1,337 16,283 300,830 0.05 31 6,466 116,060 0.06Solana Beach765 310 8,885 91,646 0.10 7 2,862 27,531 0.10Unincorporated- Rural1,623 683 28,828 176,746 0.16 7 2,833 23,910 0.12Unincorporated- Urban Core22,428 6,899 166,606 1,716,833 0.10 65 31,968 280,680 0.11Vista6,173 1,423 28,397 378,744 0.07 40 10,110 169,919 0.06Total 215,103 57,004 1,527,875 15,819,713 2.34 1,212 570,012 5,344,920 2.44Residential Buildings at RiskCommerical Buildings at Risk
SECTIONFOUR Risk Assessment W:\27653042\00500 Hazard Mitigation Plan\FINAL\00500-c-r.doc\9-Mar-04\SDG 4-64 Table 4.4-16 Potential Exposure to Critical Facilities and Infrastructure from 500-Year Flood Hazard by Jurisdiction ADD code table Refer to Table 4.4-1 for abbreviation definition JurisdictionData AIR BRDG BUS COM ELEC EMER GOVT HOSP INFR PORT POT RAIL SCH TotalCarlsbadNumber0 000065 0 0 0 6 0017Exposure (x$1000)0 0 0 0 0 13,065 21,838 0 0 0 1,933 0 036,836Chula VistaNumber0 1800101 0 17 1 0 1544Exposure (x$1000)0 80,939 0 0 10,000 0 2,000 0 39,604 20,000 0 2,000 5,000159,543CoronadoNumber0 000001 0 5 0 0 006Exposure (x$1000)0 0 0 0 0 0 2,000 0 4,376 0 0 0 06,376Del MarNumber0 300002 0 5 0 0 0010Exposure (x$1000)0 13,644 0 0 0 0 4,000 0 3,526 0 0 0 021,170El CajonNumber0 1310221 1 3 0 0 1731Exposure (x$1000)0 25,065 2,000 0 20,000 4,000 2,000 100,000 14,131 0 0 2,000 7,000176,196EncinitasNumber0 403010 0 5 0 0 0013Exposure (x$1000)0 12,388 0 6,000 0 2,000 0 0 2,655 0 0 0 023,043EscondidoNumber0 2001032 0 9 0 0 11248Exposure (x$1000)0 18,945 0 2,000 0 6,000 4,000 0 2,682 0 0 2,000 12,00047,627Imperial BeachNumber0 000000 0 0 0 0 000Exposure (x$1000)0 000000 0 0 0 0 000La MesaNumber0 000000 0 0 0 0 000Exposure (x$1000)0 000000 0 0 0 0 000Lemon GroveNumber0 000000 0 0 0 0 000Exposure (x$1000)0 000000 0 0 0 0 000National CityNumber0 1100000 0 9 2 0 0123Exposure (x$1000)061,73100000 025,15940,0000 01,000127,890OceansideNumber1 2102041 0 18 0 0 0754Exposure (x$1000)200,000 77,526 0 4,000 0 8,000 2,000 0 28,131 0 0 0 7,000326,657PowayNumber0 801000 0 0 0 0 0211Exposure (x$1000)0 4,044 0 2,000 0 0 0 0 0 0 0 0 2,0008,044Number0113211002 2 82 49 1 25269Exposure (x$1000)0 530,294 4,000 22,000 0 0 4,000 200,000 212,338 980,000 100,000 4,000 5,0002,061,632San MarcosNumber0 400000 0 9 0 0 0013Exposure (x$1000)011,56500000 08,2550 0 0019,820SanteeNumber0 902000 0 0 0 0 0011Exposure (x$1000)0 52,648 0 4,000 0 0 0 0 0 0 0 0 056,648Solana BeachNumber0 100000 0 0 0 0 001Exposure (x$1000)01,92000000 0 0 0 0 001,920Number0 500000 0 2 0 0 029Exposure (x$1000)07,75400000 0747 0 0 02,00010,501Number3 49014090 0 42 0 0 013130Exposure (x$1000)600,000 71,193 0 28,000 0 18,000 0 0 114,412 0 0 0 13,000844,605VistaNumber0 100021 0 1 0 0 027Exposure (x$1000)0 3,444 0 0 0 4,000 2,000 0 1,014 0 0 0 2,00012,4584 280 3 34 3 27 16 3 207 52 7 5 56 697800,000 973,100 6,000 68,000 30,000 55,065 43,838 300,000 457,030 1,040,000 101,933 10,000 56,000 3,940,966Unincorporated-Urban CoreTotal NumberTotal Exposure (x$1000)San Diego (City)Unincorporated-Rural
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4.4.2.6 Rain-Induced Landslide
Steep slope data from SANDAG dated 1995, for all of San Diego County, and soils data for San Diego
County were combined and modeled to determine areas susceptible to rain-induced landslides. Soils that
are prone to movement were determined from the database, and combined with areas that have greater
than 25% slope, which are prone to sliding. The combination of these two factors gives a general idea of
landslide susceptibility. Localized hard copy maps developed by Tan were also reviewed. The TAN
landslide susceptibility modeling takes into account more information, such as past landslides, landslide-
prone formations, and steep slope. The identified vulnerable assets were superimposed on top of this
information, resulting in three risk/exposure estimates: 1) the aggregated exposure and building count
(both dollar exposure and population) at the census block level for residential and commercial
occupancies, 2) the aggregated population at risk at the census block level, and 3) the critical
infrastructure at risk (schools, hospitals, airports, bridges, and other facilities of critical nature). These
results were then aggregated and presented by hazard risk level per jurisdiction.
Table 4.4-17 provides a breakdown of potential exposure for high-risk rain-induced landslide hazard by
jurisdiction, and Table 4.4-18 provides a breakdown of infrastructure and critical facility exposure for
high risk. Table 4.4-19 provides a breakdown of potential exposure for moderate risk rain-induced
landslide by jurisdiction, and Table 4.4-20 provides a breakdown of potential infrastructure and critical
facility exposure for moderate risk. Approximately 505,000 people may be at risk from the rain-induced
landslide hazard. In addition, special populations at risk that may be impacted by the rain-induced
landslide hazard in San Diego County include 22,346 low-income households and 57,564 elderly persons.
SECTIONFOUR Risk Assessment W:\27653042\00500 Hazard Mitigation Plan\FINAL\00500-c-r.doc\9-Mar-04\SDG 4-66 Table 4.4-17 Potential Exposure from Rain-Induced Landslide Hazard (High Risk) by Jurisdiction JurisdictionExposed PopulationBuilding CountPotential Exposure (x$1000)Building CountPotential Exposure (x$1000)Carlsbad 9,523 3,496 915,056 65 271,284Chula Vista 23,097 7,422 1,891,842 20 90,030Coronado 0 0 0 0 0Del Mar 12 8 2,141 0 0El Cajon 6,346 2,276 549,540 1 20,072Encinitas 7,982 3,286 870,205 11 61,640Escondido 0 0 0 0 0Imperial Beach 0 0 0 0 0La Mesa 3,880 696 349,310 10 29,634Lemon Grove 199 56 12,135 0 0National City 4,544 754 232,328 7 31,202Oceanside 29,870 9,037 2,374,682 31 162,948Poway 2,515 874 169,170 56 317,358San Diego (City) 192,141 58,959 16,407,169 454 2,085,282San Marcos 0 0 0 0 0Santee 5,139 1,637 393,653 7 26,456Solana Beach 3,792 1,282 401,003 14 69,664Unincorporated- Rural 3,308 1,562 445,494 64 202,478Unincorporated- Urban Core 11,326 2,644 1,020,225 4 29,492Vista 889 280 61,655 1 10,892Total 304,563 94,269 26,095,608 745 3,408,432Residential Buildings at RiskCommercial Buildings at Risk
SECTIONFOUR Risk Assessment W:\27653042\00500 Hazard Mitigation Plan\FINAL\00500-c-r.doc\9-Mar-04\SDG 4-67 Table 4.4-18 Potential Exposure to Critical Facilities and Infrastructure from Rain-Induced Landslide Hazard (High Risk) by Jurisdiction Refer to Table 4.4-1 for abbreviation definition JurisdictionData AIR BRDG BUS COM ELEC EMER GOVT HOSP INFR PORT POT RAIL SCH TotalCarlsbadNumber01010400 13000120Exposure (x$1000)0 846 0 2,000 0 8,000 0 0 7,758 0 0 0 1,00019,604Chula VistaNumber00060001 11000624Exposure (x$1000)0 0 0 12,000 0 0 0 100,000 17,309 0 0 0 6,000135,309CoronadoNumber00 0 0 0 0 0 0 0 0 0 000Exposure (x$1000)00 0 0 0 0 0 0 0 0 0 000Del MarNumber01 0 0 0 0 0 0 2 0 0 003Exposure (x$1000)0 1,990 0 0 0 0 0 0 631 0 0 0 02,621El CajonNumber01 0 2 0 1 0 1 5 0 0 0111Exposure (x$1000)0 963 0 4,000 0 2,000 0 100,000 1,895 0 0 0 1,000109,858EncinitasNumber04 0 3 0 0 0 0 6 0 1 0620Exposure (x$1000)0 7,230 0 6,000 0 0 0 0 4,262 0 100,000 0 6,000123,492EscondidoNumber00 0 0 0 0 0 0 0 0 0 000Exposure (x$1000)00 0 0 0 0 0 0 0 0 0 000Imperial BeachNumber00 0 0 0 0 0 0 0 0 0 000Exposure (x$1000)00 0 0 0 0 0 0 0 0 0 000La MesaNumber02 0 0 0 0 0 0 5 0 0 018Exposure (x$1000)0 9,328 0 0 0 0 0 0 14,466 0 0 0 1,00024,794Lemon GroveNumber00 0 0 0 0 0 0 0 0 0 000Exposure (x$1000)00 0 0 0 0 0 0 0 0 0 000National CityNumber02 0 1 0 0 0 0 2 0 0 038Exposure (x$1000)0 7,417 0 2,000 0 0 0 0 13,194 0 0 0 3,00025,611OceansideNumber03020220 12000627Exposure (x$1000)0 1,424 0 4,000 0 4,000 4,000 0 17,638 0 0 0 6,00037,062PowayNumber01 0 3 0 0 0 0 0 0 0 004Exposure (x$1000)0 157 0 6,000 0 0 0 0 0 0 0 0 06,157Number08003401224 7800046256Exposure (x$1000)0 254,783 0 68,000 0 24,000 4,000 400,000 183,460 0 0 0 46,000980,243San MarcosNumber00 0 0 0 0 0 0 0 0 0 000Exposure (x$1000)00 0 0 0 0 0 0 0 0 0 000SanteeNumber00 0 2 0 0 0 0 2 0 0 015Exposure (x$1000)0 0 0 4,000 0 0 0 0 7,096 0 0 0 1,00012,096Solana BeachNumber01 0 0 0 0 0 0 0 0 0 012Exposure (x$1000)0 1,920 0 0 0 0 0 0 0 0 0 0 1,0002,920Number03 0 0 0 0 0 0 3 0 0 0511Exposure (x$1000)0 510 0 0 0 0 0 0 9,278 0 0 0 5,00014,788Number08080100 42000564Exposure (x$1000)0 6,306 0 16,000 0 2,000 0 0 57,027 0 0 0 5,00086,333VistaNumber00 0 0 0 0 0 0 0 0 0 000Exposure (x$1000)00 0 0 0 0 0 0 1380 0 001380 107 0 62 0 20 4 6 182 0 1 0 82 4640 292,874 0 124,000 0 40,000 8,000 600,000 334,150 0 100,000 0 82,000 1,581,024Unincorporated-Urban CoreTotal NumberTotal Exposure (x$1000)San Diego (City)Unincorporated-Rural
SECTIONFOUR Risk Assessment W:\27653042\00500 Hazard Mitigation Plan\FINAL\00500-c-r.doc\9-Mar-04\SDG 4-68 Table 4.4-19 Potential Exposure to Rain-Induced Landslide Hazard (Moderate Risk) by Jurisdiction JurisdictionExposed PopulationBuilding CountPotential Exposure (x$1000)Building CountPotential Exposure (x$1000)Carlsbad 3,366 1,262 351,103 0 10,484Chula Vista 0 0 0 0 0Coronado 0 0 0 0 0Del Mar 125 71 19,860 0 480El Cajon 4,494 1,305 285,104 1 6,826Encinitas 417 167 46,539 0 0Escondido 15,158 5,880 1,406,240 40 421,612Imperial Beach 0 0 0 0 0La Mesa 473 195 49,170 0 1,300Lemon Grove 137 24 10,063 0 2,336National City 0 0 0 0 0Oceanside 2,500 965 232,517 1 8,168Poway 11,354 4,030 1,120,165 27 98,302San Diego (City) 27,973 8,898 2,561,491 53 207,458San Marcos 7,627 2,382 564,765 30 127,238Santee 5,728 1,627 357,839 17 51,630Solana Beach 0 0 0 0 0Unincorporated- Rural 6,243 2,449 614,584 2 25,342Unincorporated- Urban Core 109,812 35,879 9,337,594 175 775,556Vista 5,217 1,473 324,566 10 64,936Total 200,624 66,607 17,281,600 356 1,801,668Residential Buildings at RiskCommercial Buildings at Risk
SECTIONFOUR Risk Assessment W:\27653042\00500 Hazard Mitigation Plan\FINAL\00500-c-r.doc\9-Mar-04\SDG 4-69 Table 4.4-20 Potential Exposure to Critical Facilities and Infrastructure from Rain-Induced Landslide Hazard (Moderate Risk) by Jurisdiction Refer to Table 4.4-1 for abbreviation definition JurisdictionData AIR BRDG BUS COM ELEC EMER GOVT HOSP INFR PORT POT RAIL SCH TotalCarlsbadNumber00040000000004Exposure (x$1000)0 0 0 8,000 0 0 0 0 0 0 0 0 08,000Chula VistaNumber00000000000000Exposure (x$1000)00000000000000CoronadoNumber00000000000000Exposure (x$1000)00000000000000Del MarNumber00010000000001Exposure (x$1000)0 0 0 2,000 0 0 0 0 0 0 0 0 02,000El CajonNumber00020000000013Exposure (x$1000)0 0 0 4,000 0 0 0 0 0 0 0 0 1,0005,000EncinitasNumber00010000000001Exposure (x$1000)0 0 0 2,000 0 0 0 0 0 0 0 0 02,000EscondidoNumber0501101004000223Exposure (x$1000)0 18,248 0 22,000 0 2,000 0 0 11,301 0 0 0 2,00055,549Imperial BeachNumber00000000000000Exposure (x$1000)00000000000000La MesaNumber04010000100006Exposure (x$1000)0 22,762 0 2,000 0 0 0 0 407 0 0 0 025,169Lemon GroveNumber03000000400018Exposure (x$1000)0 9,566 0 0 0 0 0 0 8,119 0 0 0 1,00018,685National CityNumber00000000000000Exposure (x$1000)00000000000000OceansideNumber00040000000026Exposure (x$1000)0 0 0 8,000 0 0 0 0 42 0 0 0 2,00010,042PowayNumber02401100000000237Exposure (x$1000)0 135,013 0 22,000 0 0 0 0 0 0 0 0 2,000159,013Number0907000015000738Exposure (x$1000)0 49,998 0 14,000 0 0 0 0 40,861 0 0 0 7,000111,859San MarcosNumber020400204000214Exposure (x$1000)0 3,443 0 8,000 0 0 4,000 0 2,425 0 0 0 2,00019,868SanteeNumber00020000000002Exposure (x$1000)0 0 0 4,000 0 0 0 0 838 0 0 0 04,838Solana BeachNumber00000000000000Exposure (x$1000)00000000000000Number0101003003000017Exposure (x$1000)0 1,805 0 20,000 0 6,000 0 0 2,608 0 0 0 030,413Number5 81 1 138 0 24 1 0 283 0 0 0 31564Exposure (x$1000)1,000,000 141,145 2,000 276,000 0 48,000 2,000 0 956,084 0 0 0 31,0002,456,229VistaNumber01000010000002Exposure (x$1000)0 3,444 0 0 0 0 2,000 0 0 0 0 0 05,4445 130 1 196 0 28 4 0 314 0 0 0 48 7261,000,000 385,424 2,000 392,000 0 56,000 8,000 0 1,022,685 0 0 0 48,000 2,914,109Unincorporated-Urban CoreTotal NumberTotal Exposure (x$1000)San Diego (City)Unincorporated-Rural
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4.4.2.7 Wildfire/Structure Fire
Wildfire loss estimates were determined using the CDF-FRAP Fire Threat Model. CDF-FRAP modeled
wildland fire threat for the state of California in 2002. This model was used in GIS to profile the fire
hazard throughout the County, then used in overlays to determine loss estimates. In the model, fire threat
is a combination of two factors; 1) fire rotation, or the likelihood of a given area burning, and 2) potential
fire behavior (fuel rank). These two factors were combined to create five threat classes ranging from little
or no threat to extreme. The fuel ranking methodology assigned ranks based on expected fire behavior for
unique combinations of topography and vegetative fuels under a given severe weather condition (wind
speed, humidity, temperature, and fuel moistures). The procedure made an initial assessment of rank
based on an assigned fuel model and slope, then potentially increases ranks based on the amount of ladder
and/or crown fuel present to arrive at a final fuel rank. Fire rotation class intervals were calculated from
fifty years of fire history on land areas grouped into "strata" based on fire environment conditions. These
strata are defined by climate, vegetation, and land ownership. The Fire rotation interval is the number of
years it would take for past fires to burn an area equivalent to the area of a given stratum. Fire rotation
interval for a given stratum is calculated by dividing the annual number of acres burned into the total area
of the stratum. Finally, fire rotation values were grouped into classes. The larger fire rotation values
correspond to less frequent burning. CDF calculated a numerical index of fire threat based on the
combination of fuel rank and fire rotation. A 1-3 ranking of fuel rank was summed with the 1-3 ranking
from rotation class to develop a threat index ranging from 2 to 6. This threat index was then grouped into
four threat classes. Areas that do not support wildland fuels (e.g. open water, agriculture lands, etc.,) were
omitted from the calculation, however areas of very large urban centers (i.e. concrete jungles) were left in
but received a moderate threat value. This data was updated as requested by the San Marcos and
Escondido jurisdictions, to more accurately reflect their fire risks and is reflected in the hazard modeling
process and subsequent mapping. The identified vulnerable assets were superimposed on top of this
information, resulting in three risk/exposure estimates: 1) the aggregated exposure and building count
(both dollar exposure and population) at the census block level for residential and commercial
occupancies, 2) the aggregated population at risk at the census block level, and 3) the critical
infrastructure at risk (schools, hospitals, airports, bridges, and other facilities of critical nature). These
results were then aggregated and presented by hazard risk level per jurisdiction.
As previously noted, the CDF-FRAP model for San Diego has not been updated to reflect the recent
October 2003 fires, and the estimates in this section will need to be revised when the model update
becomes available. Wildfire can create a multi-hazard effect, where areas that are burned by wildfire
suddenly have greater flooding risks because the vegetation that prevented erosion is now gone.
Watershed from streams and rivers will change and floodplain mapping may need to be updated. Also, air
quality issues during a large-scale fire would cause further economic losses than only the structural losses
described below. Road closures and business closures due to large-scale fires would also increase the
economic losses shown below.
Tables 4.4-21 through 4.4-25 provide a breakdown of potential exposure to extreme, very high, high and
moderate wildfire hazard by jurisdiction with Table 4.4-26 depicting the combined totals of exposure
from wildfire, and Tables 4.4-26 through 4.4-30 provide a breakdown of potential infrastructure and
critical facility exposure for the same series of fire hazards. Table 4.4-30 gives the combined total of all
wildfire hazard levels. As demonstrated in the October 2003 fires, a major fire(s) in the region can
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indirectly impact the entire community. Consequently, approximately 2,800,000 people may be at risk
from the wildfire/structure fire hazard. In addition, special populations at risk that may be impacted by the
wildfire/structure fire hazard in San Diego County include 180,377 low-income households and 313,198
elderly persons.
SECTIONFOUR Risk Assessment W:\27653042\00500 Hazard Mitigation Plan\FINAL\00500-c-r.doc\9-Mar-04\SDG 4-72 Table 4.4-21 Potential Exposure from Extreme Wildfire Hazard by Jurisdiction JurisdictionExposed PopulationBuilding CountPotential Exposure (x$1000)Building CountPotential Exposure (x$1000)Carlsbad 0 0 0 0 0Chula Vista 0 0 0 0 0Coronado 0 0 0 0 0Del Mar 0 0 0 0 0El Cajon 0 0 0 0 0Encinitas 0 0 0 0 0Escondido 0 0 0 0 0Imperial Beach 0 0 0 0 0La Mesa 0 0 0 0 0Lemon Grove 0 0 0 0 0National City 0 0 0 0 0Oceanside 0 0 0 0 0Poway 0 0 0 0 0San Diego (City) 35 12 3,561 0 0San Marcos 0 0 0 0 0Santee 0 0 0 0 0Solana Beach 0 0 0 0 0Unincorporated- Rural 235 96 26,517 1 2,312Unincorporated- Urban Core 24,109 9,665 2,063,481 24 133,544Vista 0 0 0 0 0Total 24,379 9,773 2,093,559 25 135,856Residential Buildings at RiskCommercial Buildings at Risk
SECTIONFOUR Risk Assessment W:\27653042\00500 Hazard Mitigation Plan\FINAL\00500-c-r.doc\9-Mar-04\SDG 4-73 Table 4.4-22 Potential Exposure from Very High Wildfire Hazard by Jurisdiction JurisdictionExposed PopulationBuilding CountPotential Exposure (x$1000)Building CountPotential Exposure (x$1000)Carlsbad 2,788 1,143 342,678 15 157,266Chula Vista 6 5 1,099 3 9,562Coronado 0 0 0 0 0Del Mar 0 0 0 0 0El Cajon 89 28 7,009 0 0Encinitas 2,268 890 245,656 0 4,054Escondido 988 485 107,309 1 7,190Imperial Beach 0 0 0 0 0La Mesa 0 0 0 0 0Lemon Grove 0 0 0 0 0National City 0 0 0 0 0Oceanside 625 223 55,113 0 5,768Poway 3,720 1,141 348,023 4 20,162San Diego (City) 21,010 7,687 2,091,726 66 363,040San Marcos 258 86 14,062 0 3,580Santee 957 276 72,739 1 2,044Solana Beach 0 0 0 0 0Unincorporated- Rural 3,642 1,468 408,587 18 68,774Unincorporated- Urban Core 84,535 25,459 7,498,636 147 557,292Vista 50 17 4,571 10 44,306Total 120,936 38,908 11,197,208 265 1,243,038Residential Buildings at RiskCommercial Buildings at Risk
SECTIONFOUR Risk Assessment W:\27653042\00500 Hazard Mitigation Plan\FINAL\00500-c-r.doc\9-Mar-04\SDG 4-74 Table 4.4-23 Potential Exposure from High Wildfire Hazard by Jurisdiction JurisdictionExposed PopulationBuilding CountPotential Exposure (x$1000)Building CountPotential Exposure (x$1000)Carlsbad 3,302 1,338 347,437 16 55,266Chula Vista 1,208 346 82,589 10 39,696Coronado 0 0 0 0 0Del Mar 43 10 2,617 0 0El Cajon 41 13 3,877 0 0Encinitas 1,068 500 139,546 6 25,326Escondido 2,332 925 175,972 4 30,008Imperial Beach 0 0 0 0 0La Mesa 326 131 32,236 0 1,300Lemon Grove 0 0 0 0 0National City 0 0 0 11 70,984Oceanside 1,942 688 177,599 6 33,956Poway 4,826 1,696 469,703 32 116,278San Diego (City) 16,351 6,070 1,792,312 197 1,215,156San Marcos 4,598 1,447 346,034 10 54,236Santee 3,007 948 231,225 6 25,404Solana Beach 0 0 0 0 0Unincorporated- Rural 2,533 1,218 331,493 1 18,510Unincorporated- Urban Core 16,015 5,846 1,379,109 20 131,244Vista 852 292 70,352 0 15,584Total 58,444 21,468 5,582,101 319 1,832,948Residential Buildings at RiskCommercial Buildings at Risk
SECTIONFOUR Risk Assessment W:\27653042\00500 Hazard Mitigation Plan\FINAL\00500-c-r.doc\9-Mar-04\SDG 4-75 Table 4.4-24 Potential Exposure from Moderate Wildfire Hazard by Jurisdiction JurisdictionExposed PopulationBuilding CountPotential Exposure (x$1000)Building CountPotential Exposure (x$1000)Carlsbad 65,251 23,652 6,438,078 203 1,040,982Chula Vista 164,451 40,595 10,558,507 385 1,533,360Coronado 20,337 5,645 2,548,634 77 270,068Del Mar 3,996 1,883 551,739 30 140,984El Cajon 94,216 18,034 5,795,780 299 1,255,948Encinitas 50,130 18,725 4,852,512 188 930,172Escondido 127,927 29,056 7,815,012 401 1,842,766Imperial Beach 25,731 5,034 1,494,983 33 118,082La Mesa 53,530 14,074 4,277,345 158 734,606Lemon Grove 25,023 6,871 1,706,745 47 208,246National City 51,399 8,691 2,556,844 146 635,882Oceanside 152,424 43,223 10,824,378 259 1,164,678Poway 36,900 11,904 3,044,913 106 554,400San Diego (City) 1,143,729 285,539 87,721,495 3,828 17,178,244San Marcos 47,998 12,927 2,823,430 227 829,950Santee 45,775 14,641 3,237,198 107 401,928Solana Beach 12,766 5,171 1,531,192 100 438,930Unincorporated- Rural 22,333 9,365 2,382,885 78 291,132Unincorporated- Urban Core 252,430 72,814 17,721,767 409 1,706,920Vista 85,312 19,398 5,168,023 177 765,900Total 2,481,658 647,242 183,051,460 7,258 32,043,178Residential Buildings at RiskCommercial Buildings at Risk
SECTIONFOUR Risk Assessment W:\27653042\00500 Hazard Mitigation Plan\FINAL\00500-c-r.doc\9-Mar-04\SDG 4-76 Table 4.4-25 Potential Exposure from Wildfire (Moderate, High, Very High, Extreme Combined) Hazard by Jurisdiction JurisdictionExposed PopulationBuilding Count (Res.)Potential Exposure (x$1000)Building Count (Com.)Potential Exposure (x$1000)Carlsbad 71,341 26,133 7,128,193 234 1,253,514Chula Vista 165,665 40,946 10,642,195 398 1,582,618Coronado 20,337 5,645 2,548,634 77 270,068Del Mar 4,039 1,893 554,356 30 140,984El Cajon 94,346 18,075 5,806,666 299 1,255,948Encinitas 53,466 20,115 5,237,714 194 959,552Escondido 131,247 30,466 8,098,293 406 1,879,964Imperial Beach 25,731 5,034 1,494,983 33 118,082La Mesa 53,856 14,205 4,309,581 158 735,906Lemon Grove 25,023 6,871 1,706,745 47 208,246National City 51,399 8,691 2,556,844 157 706,866Oceanside 154,991 44,134 11,057,090 265 1,204,402Poway 45,446 14,741 3,862,639 142 690,840San Diego (City) 1,181,125 299,308 91,609,094 4,091 18,756,440San Marcos 52,854 14,460 3,183,526 237 887,766Santee 49,739 15,865 3,541,162 114 429,376Solana Beach 12,766 5,171 1,531,192 100 438,930Unincorporated- Rural 28,743 12,147 3,149,482 98 380,728Unincorporated- Urban Core 377,089 113,784 28,662,993 600 2,529,000Vista 86,214 19,707 5,242,946 187 825,790Total 2,685,417 717,391 201,924,328 7,867 35,255,020Residential Buildings at RiskCommercial Buildings at Risk
SECTIONFOUR Risk Assessment W:\27653042\00500 Hazard Mitigation Plan\FINAL\00500-c-r.doc\9-Mar-04\SDG 4-77 Table 4.4-26 Potential Exposure to Critical Facilities and Infrastructures from Extreme Wildfire Hazard by Jurisdiction Refer to Table 4.4-1 for abbreviation definition JurisdictionData AIR BRDG BUS COM ELEC EMER GOVT HOSP INFR PORT POT RAIL SCH TotalCarlsbadNumber00000000000000Exposure (x$1000)00000000000000Chula VistaNumber00000000000000Exposure (x$1000)00000000000000CoronadoNumber00000000000000Exposure (x$1000)00000000000000Del MarNumber00000000000000Exposure (x$1000)00000000000000El CajonNumber00000000000000Exposure (x$1000)00000000000000EncinitasNumber00000000000000Exposure (x$1000)00000000000000EscondidoNumber00000000000000Exposure (x$1000)00000000000000Imperial BeachNumber00000000000000Exposure (x$1000)00000000000000La MesaNumber00000000000000Exposure (x$1000)00000000000000Lemon GroveNumber00000000000000Exposure (x$1000)00000000000000N ational C ityNumber00000000000000Exposure (x$1000)00000000000000OceansideNumber00000000000000Exposure (x$1000)00000000000000PowayNumber00000000000000Exposure (x$1000)00000000000000Number030300004000010Exposure (x$1000)0 11,149 0 6,000 0 0 0 0 1,945 0 0 0 019,094San MarcosNumber00000000000000Exposure (x$1000)00000000000000SanteeNumber00000000000000Exposure (x$1000)00000000000000Solana BeachNumber00000000000000Exposure (x$1000)00000000000000Number00010000000001Exposure (x$1000)0002,0000000000002,000Number2 26 0 10 0 5 0 0 76 0 0 0 4123Exposure (x$1000)400,000 49,201 0 20,000 0 10,000 0 0 255,962 0 0 0 4,000739,163VistaNumber00000000000000Exposure (x$1000)000000000000002 29 0 14 0 5 0 0 80 0 0 0 4 134400,000 60,350 0 28,000 0 10,000 0 0 257,907 0 0 0 4,000 760,257Unincorporated-Urban CoreTotal NumberTotal Exposure (x$1000)San Diego (City)Unincorporated-Rural
SECTIONFOUR Risk Assessment W:\27653042\00500 Hazard Mitigation Plan\FINAL\00500-c-r.doc\9-Mar-04\SDG 4-78 Table 4.4-27 Potential Exposure to Critical Facilities and Infrastructures from Very High Wildfire Hazard by Jurisdiction Refer to Table 4.4-1 for abbreviation definition JurisdictionData AIR BRDG BUS COM ELEC EMER GOVT HOSP INFR PORT POT RAIL SCH TotalCarlsbadNumber0 100 000 0 2 0 0014Exposure (x$1000)01,468000000 6360001,0003,104Chula VistaNumber0 000 000 0 2 0 0002Exposure (x$1000)0 0000000 6930000693CoronadoNumber0 000 000 0 0 0 0000Exposure (x$1000)0 000 000 0 0 0 0000Del MarNumber0 000 000 0 0 0 0000Exposure (x$1000)0 000 000 0 0 0 0000El CajonNumber0 000 000 0 0 0 0000Exposure (x$1000)0 000 000 0 0 0 0000EncinitasNumber0 001 000 0 0 0 0001Exposure (x$1000)0002,0000000000002,000EscondidoNumber0 305 000 0 0 0 0008Exposure (x$1000)0 4,781 0 10,000 0 0 0 0 0 0 0 0 014,781Imperial BeachNumber0 000 000 0 0 0 0000Exposure (x$1000)0 000 000 0 0 0 0000La MesaNumber0 000 000 0 0 0 0000Exposure (x$1000)0 000 000 0 0 0 0000Lemon GroveNumber0 000 000 0 0 0 0000Exposure (x$1000)0 000 000 0 0 0 0000N ational C ityNumber0 000 000 0 0 0 0000Exposure (x$1000)0 000 000 0 0 0 0000OceansideNumber0 000 000 0 1 0 0001Exposure (x$1000)0 0000000 2980000298PowayNumber0 001 000 0 1 0 0002Exposure (x$1000)0 0 0 2,000 0 0 0 0 2,409 0 0 0 04,409Number0 5060100 34010451Exposure (x$1000)0 14,000 0 12,000 0 2,000 0 0 88,012 0 100,000 0 4,000220,012San MarcosNumber0 000 000 0 1 0 0001Exposure (x$1000)0 0 0 0 0 0 0 0 4,272 0 0 0 04,272SanteeNumber0 000 000 0 2 0 0002Exposure (x$1000)0 0000000 6860000686Solana BeachNumber0 000 000 0 0 0 0000Exposure (x$1000)0 000 000 0 0 0 0000Number0 308 000 0 3 0 00014Exposure (x$1000)0 3,022 0 16,000 0 0 0 0 9,509 0 0 0 028,531Number12 113 0 86 0 40 0 1 537 0 0 0 31820Exposure (x$1000)2,400,000 179,660 0 172,000 0 80,000 0 100,000 1,535,376 0 0 0 31,0004,498,036VistaNumber0 000 000 0 0 0 0000Exposure (x$1000)0 000 000 0 0 0 000012 125 0 107 0 41 0 1 584 0 1 0 36 9072,400,000 202,931 0 214,000 0 82,000 0 100,000 1,641,889 0 100,000 0 36,000 4,776,820Unincorporated-Urban CoreTotal NumberTotal Exposure (x$1000)San Diego (City)Unincorporated-Rural
SECTIONFOUR Risk Assessment W:\27653042\00500 Hazard Mitigation Plan\FINAL\00500-c-r.doc\9-Mar-04\SDG 4-79 Table 4.4-28 Potential Exposure to Critical Facilities and Infrastructures from High Wildfire Hazard by Jurisdiction Refer to Table 4.4-1 for abbreviation definition JurisdictionData AIR BRDG BUS COM ELEC EMER GOVT HOSP INFR PORT POT RAIL SCH TotalCarlsbadNumber0 2 0 1 000 0 8 000112Exposure (x$1000)0 5,257 0 2,000 0 0 0 0 17,544 0 0 0 1,00025,801Chula VistaNumber0 2 0 1 000 0 1 00004Exposure (x$1000)0 1,284 0 2,000 0 0 0 0 414 0 0 0 03,698CoronadoNumber0 0 0 0 000 0 0 00000Exposure (x$1000)0 0 0 0 000 0 0 00000Del MarNumber0 0 0 0 000 0 0 00000Exposure (x$1000)0 0 0 0 000 0 0 00000El CajonNumber0 0 0 0 010 0 0 00001Exposure (x$1000)000002,00000000002,000EncinitasNumber0 1 0 0 000 0 4 00005Exposure (x$1000)0 1,468 0 0 0 0 0 0 1,204 0 0 0 02,672EscondidoNumber0 0 0 3 000 0 4 00007Exposure (x$1000)0 0 0 6,000 0 0 0 0 13,966 0 0 0 019,966Imperial BeachNumber0 0 0 0 000 0 0 00000Exposure (x$1000)0 0 0 0 000 0 0 00000La MesaNumber0 0 0 0 000 0 0 00000Exposure (x$1000)0 0 0 0 000 0 0 00000Lemon GroveNumber0 0 0 0 000 0 0 00000Exposure (x$1000)0 0 0 0 000 0 0 00000National CityNumber0 0 0 0 000 0 0 00000Exposure (x$1000)0 0 0 0 000 0 0 00000OceansideNumber0 1 0 2 000 0 7 000010Exposure (x$1000)0 4,653 0 4,000 0 0 0 0 19,584 0 0 0 028,237PowayNumber0 230 6 000 0 4 000235Exposure (x$1000)0 134,678 0 12,000 0 0 0 0 14,207 0 0 0 2,000162,885Number0 120 9 000 1 44000167Exposure (x$1000)0 47,830 0 18,000 0 0 0 100,000 54,916 0 0 0 1,000221,746San MarcosNumber0 0 0 4 000 0 0 00004Exposure (x$1000)0 0 08,000000 0 0 00008,000SanteeNumber0 3 0 3 000 0 2 00008Exposure (x$1000)0 35,687 0 6,000 0 0 0 0 7,096 0 0 0 048,783Solana BeachNumber0 0 0 0 000 0 0 00000Exposure (x$1000)0 0 0 0 000 0 0 00000Number0 1 0 1 000 0 0 00002Exposure (x$1000)0 3,433 0 2,000 0 0 0 0 0 0 0 0 05,433Number3 29 2 20 0101 0 94 0007166Exposure (x$1000)600,000 53,121 4,000 40,000 0 20,000 2,000 0 276,617 0 0 0 7,0001,002,738VistaNumber0 0 0 0 000 0 0 00000Exposure (x$1000)0 0 0 0 000 0 0 000003 74 2 50 0 11 1 1 169 0 0 0 11 322600,000 287,411 4,000 100,000 0 22,000 2,000 100,000 405,547 0 0 0 11,000 1,531,958Unincorporated-Urban CoreTotal NumberTotal Exposure (x$1000)San Diego (City)Unincorporated-Rural
SECTIONFOUR Risk Assessment W:\27653042\00500 Hazard Mitigation Plan\FINAL\00500-c-r.doc\9-Mar-04\SDG 4-80 Table 4.4-29 Potential Exposure to Critical Facilities and Infrastructures from Moderate Wildfire Hazard by Jurisdiction Refer to Table 4.4-1 for abbreviation definition JurisdictionData AIR BRDG BUS COM ELEC EMER GOVT HOSP INFR PORT POT RAIL SCH TotalCarlsbadNumber12401017406402127141Exposure (x$1000)200,000 55,050 0 20,000 10,000 14,000 8,000 0 146,495 0 200,000 2,000 27,000682,545Chula VistaNumber0 372221104 4 55 0 1 260198Exposure (x$1000)0 103,089 4,000 44,000 10,000 20,000 8,000 400,000 130,534 0 100,000 4,000 60,000883,623CoronadoNumber1 1030311310001152Exposure (x$1000)200,000 832 0 6,000 0 6,000 2,000 100,000 60,595 0 0 0 11,000386,427Del MarNumber0 505015017000134Exposure (x$1000)0 18,282 0 10,000 0 2,000 10,000 0 20,829 0 0 0 1,00062,111El CajonNumber1 3711037310290 0240143Exposure (x$1000)200,000 67,708 2,000 20,000 30,000 14,000 6,000 1,000,000 86,560 0 0 4,000 40,0001,470,268EncinitasNumber01301918364401033128Exposure (x$1000)0 24,543 0 38,000 10,000 16,000 6,000 600,000 105,335 0 100,000 0 33,000932,878EscondidoNumber06811106512801148170Exposure (x$1000)0 137,403 2,000 22,000 0 12,000 10,000 100,000 63,029 0 100,000 2,000 48,000496,432Imperial BeachNumber110102105000920Exposure (x$1000)200,000 2,222 0 2,000 0 4,000 2,000 0 11,220 0 0 0 9,000230,442La MesaNumber0 3508151 2 300 1527115Exposure (x$1000)0 145,123 0 16,000 10,000 10,000 2,000 200,000 52,435 0 100,000 10,000 27,000572,558Lemon GroveNumber0 8010220110011035Exposure (x$1000)0 17,032 0 2,000 0 4,000 4,000 0 19,018 0 0 2,000 10,00058,050National CityNumber0 4714232 3 421 1528139Exposure (x$1000)0 210,943 2,000 8,000 20,000 6,000 4,000 300,000 76,974 20,000 100,000 10,000 28,000785,917OceansideNumber13721508515901147177Exposure (x$1000)200,000 88,965 4,000 30,000 0 16,000 10,000 100,000 131,006 0 100,000 2,000 47,000728,971PowayNumber0201150200 50002063Exposure (x$1000)0 7,606 2,000 30,000 0 4,000 0 0 16,066 0 0 0 20,00079,672Number3 428 12 114 8 81 60 20 436 5 1 16 4001,584Exposure (x$1000)600,000 1,733,742 24,000 228,000 80,000 162,000 120,000 1,000,000 1,305,207 100,000 100,000 32,000 400,0005,884,949San MarcosNumber0 1106095 2 280 012082Exposure (x$1000)0 31,023 0 12,000 0 18,000 10,000 200,000 56,090 0 0 2,000 20,000349,113SanteeNumber0 1006033 0 9 0 101648Exposure (x$1000)0 18,094 0 12,000 0 6,000 6,000 0 9,387 0 100,000 0 16,000167,481Solana BeachNumber0 502011016001834Exposure (x$1000)0 25,822 0 4,000 0 2,000 2,000 0 27,951 0 0 2,000 8,00071,773Number0 1908130 0 160 001461Exposure (x$1000)0 63,539 0 16,000 10,000 6,000 0 0 53,643 0 0 0 14,000163,182Number15 106 0 119 2 40 7 2 289 0 1 0 107688Exposure (x$1000)3,000,000 127,251 0 238,000 20,000 80,000 14,000 200,000 864,843 0 100,000 0 107,0004,751,094VistaNumber0110100740190003182Exposure (x$1000)0 29,407 0 20,000 0 14,000 8,000 0 31,536 0 0 0 31,000133,94323 923 20 389 20 208 116 52 1,233 6 11 36 957 3,9944,600,000 2,907,676 40,000 778,000 200,000 416,000 232,000 4,200,000 3,268,753 120,000 1,100,000 72,000 957,000 18,891,429Unincorporated-Urban CoreTotal NumberTotal Exposure (x$1000)San Diego (City)Unincorporated-Rural
SECTIONFOUR Risk Assessment W:\27653042\00500 Hazard Mitigation Plan\FINAL\00500-c-r.doc\9-Mar-04\SDG 4-81 Table 4.4-30 Potential Exposure to Critical Facilities and Infrastructures from (Moderate, High, Very High, Extreme Combined) Wildfire Hazard by Jurisdiction Refer to Table 4.4-1 for abbreviation definition JurisdictionData AIR BRDG BUS COM ELEC EMER GOVT HOSP INFR PORT POT RAIL SCH TotalCarlsbadNumber12701117407302129156Exposure (x$1000)200,000 61,775 0 22,000 10,000 14,000 8,000 0 164,675 0 200,000 2,000 29,000711,450Chula VistaNumber0 39 2 23 1 10 4 4 59 0 1 2 60205Exposure (x$1000)0 104,373 4,000 46,000 10,000 20,000 8,000 400,000 131,641 0 100,000 4,000 60,000888,014CoronadoNumber1 103 031 1 310 001152Exposure (x$1000)200,000 832 0 6,000 0 6,000 2,000 100,000 60,595 0 0 0 11,000386,427Del MarNumber0 505 015 0 170 00134Exposure (x$1000)0 18,282 0 10,000 0 2,000 10,000 0 20,829 0 0 0 1,00062,111El CajonNumber1 37 1 10 3 8 3 10 29 0 0 2 40144Exposure (x$1000)200,000 67,708 2,000 20,000 30,000 16,000 6,000 1,000,000 86,560 0 0 4,000 40,0001,472,268EncinitasNumber01402018364801033134Exposure (x$1000)0 26,011 0 40,000 10,000 16,000 6,000 600,000 106,539 0 100,000 0 33,000937,550EscondidoNumber07111906513201148185Exposure (x$1000)0 142,184 2,000 38,000 0 12,000 10,000 100,000 76,995 0 100,000 2,000 48,000531,179Imperial BeachNumber1 101 021 0 5 0 00920Exposure (x$1000)200,000 2,222 0 2,000 0 4,000 2,000 0 11,220 0 0 0 9,000230,442La MesaNumber0350815123001527115Exposure (x$1000)0 145,123 0 16,000 10,000 10,000 2,000 200,000 52,435 0 100,000 10,000 27,000572,558Lemon GroveNumber0 801 022 0 110 011035Exposure (x$1000)0 17,032 0 2,000 0 4,000 4,000 0 19,018 0 0 2,000 10,00058,050National CityNumber0471423234211528139Exposure (x$1000)0 210,943 2,000 8,000 20,000 6,000 4,000 300,000 76,974 20,000 100,000 10,000 28,000785,917OceansideNumber13821708516701147188Exposure (x$1000)200,000 93,618 4,000 34,000 0 16,000 10,000 100,000 150,887 0 100,000 2,000 47,000757,505PowayNumber04312202001000022100Exposure (x$1000)0 142,284 2,000 44,000 0 4,000 0 0 32,683 0 0 0 22,000246,967Number3 448 12 132 8 82 60 21 518 5 2 16 4051,712Exposure (x$1000)600,000 1,806,721 24,000 264,000 80,000 164,000 120,000 1,100,000 1,450,079 100,000 200,000 32,000 405,0006,345,800San MarcosNumber0110100952300012088Exposure (x$1000)0 31,023 0 20,000 0 18,000 10,000 200,000 60,362 0 0 2,000 20,000361,385SanteeNumber013090330130101658Exposure (x$1000)0 53,781 0 18,000 0 6,000 6,000 0 17,168 0 100,000 0 16,000216,949Solana BeachNumber0 502 011 0 160 01834Exposure (x$1000)0 25,822 0 4,000 0 2,000 2,000 0 27,951 0 0 2,000 8,00071,773Number0230181300190001478Exposure (x$1000)0 69,994 0 36,000 10,000 6,000 0 0 63,152 0 0 0 14,000199,146Number32 274 2 235 2 95 8 3 996 0 1 0 1491,797Exposure (x$1000)6,400,000 409,233 4,000 470,000 20,000 190,000 16,000 300,000 2,932,797 0 100,000 0 149,00010,991,030VistaNumber0110100740190003182Exposure (x$1000)0 29,407 0 20,000 0 14,000 8,000 0 31,536 0 0 0 31,000133,94340 1,151 22 560 20 265 117 54 2,065 6 12 36 1,008 5,3568,000,000 3,458,368 44,000 1,120,000 200,000 530,000 234,000 4,400,000 5,574,096 120,000 1,200,000 72,000 1,008,000 25,960,464Unincorporated-Urban CoreTotal NumberTotal Exposure (x$1000)San Diego (City)Unincorporated-Rural
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4.4.2.8 Manmade Hazards
Vulnerability assessment information for manmade hazards is considered sensitive homeland security
information and is provided in a separate confidential document (Attachment A).
4.5 MULTI-JURISDICTIONAL ASSESSMENT
It should be noted that individual risk assessment maps were completed for each of the 18 participating
incorporated cities as well as the unincorporated County. Hazard profile maps were created at a local
(1:2,000) scale, complete with land use information, critical facility information, infrastructure and hazard
areas for each of the 19 jurisdictions. Jurisdictional HMWG leads were presented copies of these maps to
provide to their Local Mitigation Planning teams. The local teams utilized these maps to help identify
their jurisdictional Goals, Objectives, and Mitigation Measures. Several of the local goals, objectives, and
action items identified in the proceeding section (Section 5) relate directly to these risk assessment maps.
Due to concern of sensitivity of information depicted on these localized maps, only the County-scale
maps are included in the Plan.
4.5.1 Analysis of Land Use
San Diego County covers 4,264 square miles and is located in the southernmost corner of the state,
bordering Mexico and the Pacific Ocean. There are 18 jurisdictions in the County with a total of over 888
thousand households in the region and a total population of 2,813,833 (2000 Census Bureau data).
Existing land use data (Figure 4.5.1) was utilized in the hazard profiling process. Forecast land use
information for 2030 from the Regional Economic Development Information system (REDI) was
evaluated in analyzing future development trends. Existing land use consists of mainly residential,
commercial and industrial in the western (urban core) portion of the county. The eastern area
(unincorporated rural) is spotted with residential surrounded by park and ‘not in use’ areas. The forecast
land use describes residential land use becoming the most predominant land use in the urban core of the
county and expanding largely into the eastern portion of the county. In the eastern portion of the county,
Native American Reservations and parks will make up the rest of the land use designations.
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Within the county, there are 18 incorporated jurisdictions and the County jurisdiction, all of which
contributed to the risk assessment analyses for the San Diego County Hazard Mitigation Plan. Wildfire
and flood were identified as the most significant risks to the County, however, all hazards are addressed
in the Mitigation Plan. Each jurisdiction has unique hazard situations that require additional or unique
mitigation measures. The loss estimates are summarized above in tables that show potential total exposure
and/or losses for each jurisdiction. The Mitigation Strategy (Section 5) approaches each jurisdiction
separately.
4.5.2 Analysis of Development Trends
Development in the near term will occur in the unincorporated urban core and southeastern portion of San
Diego County in and around the city of Chula Vista. Hazards mapped in these areas include wildfire,
flood, earthquake, and dam failure. The two most prevalent hazards related to development trends appear
to be the increasing density in downtown San Diego near the Rose Canyon Fault Zone (earthquake and
liquefaction hazard) and the expansion of the urban/wildland interface by new development throughout
the county, but especially in Chula Vista and south county (wildfire hazard). It should also be noted that
high-rise residential and commercial development has increased significantly in the downtown San Diego
and Golden Triangle areas and these developments present a potential new type of structural fire hazard
risk.
The population is estimated to increase to approximately 3,889,604 in 2030 (SANDAG, 2003) (Figure
4.5.2). The forecast land use describes residential land use becoming the most predominant land use in the
urban core of the county and expanding largely into the eastern portion of the county.
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4.5.2.1 Data Limitations
It should be noted that the analysis presented here is based upon “best available data”. See Appendix B
for a complete listing of sources and their unique data limitations (if any). Data used in updates to this
plan should be reassessed upon each review period to incorporate new or more accurate data if/when
possible.
SECTIONFOUR Risk Assessment
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SECTIONFIVE Goals, Objectives and Actions
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SECTION 5 GOALS, OBJECTIVES AND ACTIONS
5.1 OVERVIEW
After each participating jurisdiction reviewed the Risk Assessment (Section 4), jurisdictional leads met
with their individual Local Planning Groups (LPG) to identify appropriate jurisdictional-level goals,
objectives, and mitigation action items. This section of the Plan incorporates each of the nineteen (19)
participating jurisdiction’s: 1) mitigation goals and objectives, 2) mitigation actions and priorities, 3) an
implementation plan, and 4) documentation of the mitigation planning process. Each of these steps is
described as follows.
Develop Mitigation Goals and Objectives
Each jurisdiction reviewed hazard profile and loss estimation information presented in Section 4 and
utilized this as a basis for developing mitigation goals and objectives. Mitigation goals are defined as
general guidelines explaining what each jurisdiction wants to achieve in terms of hazard and loss
prevention. Goal statements are typically long-range, policy-oriented statements representing jurisdiction-
wide visions. Objectives are statements that detail how each jurisdiction’s goals will be achieved, and
typically define strategies or implementation steps to attain identified goals. Other important inputs to the
development of jurisdiction-level goals and objectives include performing reviews of existing local plans,
policy documents, and regulations for consistency and complementary goals, as well as soliciting input
from the public.
Identify and Prioritize Mitigation Actions
Mitigation actions that address the goals and objectives developed in the previous step were identified,
evaluated, and prioritized. These actions form the core of the mitigation plan. Jurisdictions conducted a
capabilities assessment, reviewing existing local plans, policies, regulations for any other capabilities
relevant to hazard mitigation planning. An analysis of their capability to carry out these implementation
measures with an eye toward hazard and loss prevention was conducted. The capabilities assessment
required an inventory of each jurisdiction’s legal, administrative, fiscal and technical capacities to support
hazard mitigation planning. After completion of the capabilities assessment, each jurisdiction evaluated
and prioritized their proposed mitigations. Each jurisdiction considered the social, technical,
administrative, political, legal, economic, and environmental (STAPLEE) opportunities and constraints of
implementing a particular mitigation action. This step resulted in a list of acceptable and realistic actions
that address the hazards identified in each jurisdiction.
A full suite of goals, objectives and action items for each jurisdiction is presented in this Plan. Each
jurisdiction then identified and prioritized actions with the highest short to medium term priorities. An
implementation, schedule, funding source and coordinating individual or agency are identified for each
prioritized action item.
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Prepare an Implementation Plan
Each jurisdiction prepared a strategy for implementing the mitigation actions identified in the previous
step. The implementation strategies identify who is responsible for which action, what kind of funding
mechanisms and other resources are available or will be pursued, and when the strategies will be
completed.
In combination, the goals, objectives, actions and implementation strategies form the body of each
jurisdiction’s Plan. The following subsections present individual Plans for each of the 19 jurisdictions.
5.2 REGIONAL CONSIDERATIONS
The Risk Assessment (Section 4) indicates that each participating jurisdiction is susceptible to a variety of
potentially serious hazards in the region. This had been recognized and formally addressed as early as the
1960s. At that time all of the cities and the County formed a Joint Powers Agreement which established
the Unified San Diego County Emergency Services Organization (Organization) and the Unified Disaster
Council (UDC) which is the policy making group of the Organization. It also created the Office of
Disaster Preparedness (now OES), which is staff to the Organization.
The Organization approach to emergency planning has been comprehensive, i.e., planned for and
prepared to respond to all hazards: natural disasters, man-made emergencies, and war-related
emergencies, utilizing the Standardized Emergency Management System (SEMS) and a coordinated
Incident Command System. OES is the agency charged with developing and maintaining the San Diego
County Operational Area Emergency Plan, which is considered a preparedness document.
The Disaster Mitigation Act of 2000 requires that in addition to having emergency response and
emergency preparedness documents, regions should develop and maintain a document outlining measures
that can be taken before a hazard event occurs that would help minimize the damage to life and property.
UDC assigned OES the role of coordinating the development of the Plan as a multi-jurisdictional plan.
The Plan includes specific goals, objectives, and mitigation action items each of the participating
jurisdictions developed that will help minimize the effects of the specified hazards that potentially affect
their jurisdiction. Some overall goals and objectives shared some commonalities (including promoting
disaster-resistant future development; increasing public understanding, support, and demand for effective
hazard mitigation; building and supporting local capacity and commitment to continuously becoming less
vulnerable to hazards; and improving coordination and communication with federal, state, local and tribal
governments). However, the specific hazards and degree of risk vary greatly between the different
jurisdictions; and the mix of other goals and objectives, and most action items are unique to each
jurisdiction. Consequently, the goals, objectives and action items in this Plan are presented by individual
jurisdiction.
It is also envisioned that these mitigation actions will be implement on a jurisdiction-by-jurisdiction basis.
However, UDC and OES will provide general oversight to this process to help reduce duplication of
efforts between jurisdictions as appropriate, and to spearhead coordination of initiatives and action items
that could be accomplished more efficiently on a regional level.
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5.3 CITY OF CARLSBAD
The City of Carlsbad (Carlsbad) reviewed a set of jurisdictional-level hazard maps including detailed
critical facility information and localized potential hazard exposure/loss estimates to help identify the top
hazards threatening their jurisdiction. In addition, LPGs were supplied with exposure/loss estimates for
Carlsbad summarized in Table 5.3-1. See Section 4.0 for additional details.
Table 5.3-1
Summary of Potential Hazard-Related Exposure/Loss in Carlsbad
Residential Commercial Critical Facilities
Hazard Type
Exposed
Population
Number of
Residential
Buildings
Potential
Exposure/
Loss for
Residential
Buildings
(x $1,000)
Number of
Commercial
Buildings
Potential
Exposure/
Loss for
Commercial
Buildings
(x $1,000)
Number
of
Critical
Facilities
Potential
Exposure
for
Critical
Facilities
(x $1,000)
Coastal Storm / Erosion 26 22 6,988 0 0 0 0
Dam Failure 4,324 1,907 369,968 3 14,062 11 43,152
Earthquake (Annualized
Loss - Includes shaking,
liquefaction and
landslide components) 77,889 29,072 3,173 317 1,350
100* /
102**
9,574* /
43,434**
Floods (Loss)
100 Year 3,439 1,284 50,980 14 10,081 17 36,836
500 Year 3,485 1,301 51,969 14 10,081 17 36,836
Rain-Induced Landslide
High Risk 9,523 3,496 915,056 65 271,284 20 19,604
Moderate Risk 3,366 1,262 351,103 0 10,484 4 8,000
Tsunami 1,162 361 129,484 3 19,952 27 74,371
Wildfire/ Structure Fire
Extreme 0 0 0 0 0 0 0
Very High 2,788 1,143 342,678 15 157,266 4 3,104
High 3,302 1,338 347,437 16 55,266 12 25,801
Moderate 65,251 23,652 6,438,078 203 1,040,982 141 682,545
* Represents 100-year earthquake value under three earthquake scenarios (shake only, shake and liquefaction, and
shake and landslide).
** Represents 500-year earthquake value under three earthquake scenarios (shake only, shake and liquefaction, and
shake and landslide).
After reviewing the localized hazard maps and exposure/loss table above, the following hazards were
identified by the Carlsbad LPG as their top five. A brief rational for including each of these is included.
• Earthquake: The potential for loss of life, injuries, and damage to property, as well as disruption
of services, is significant.
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• Structural Fire/Wildfire: The potential of damage and losses to existing assets, including people,
critical facilities/infrastructure, and public facilities can be significant.
• Hazardous Materials: One major freeway and one major railway pass through the community.
The community also hosts several fixed facilities that utilize hazardous materials.
• Dam Failure: There are several dammed reservoirs located within the community.
• Flooding: There are several areas of the community, which are near natural creek crossings and
channels, as well as lagoons.
5.3.1 Capabilities Assessment
The LPG identified current capabilities available for implementing hazard mitigation activities. The
Capability Assessment (Assessment) portion of the jurisdictional mitigation plan identifies administrative,
technical, legal and fiscal capabilities. This includes a summary of departments and their responsibilities
associated to hazard mitigation planning as well as codes, ordinances, and plans already in place
associated to hazard mitigation planning. The second part of the Assessment provides Carlsbad’s fiscal
capabilities that may be applicable to providing financial resources to implement identified mitigation
action items.
5.3.1.1 Existing Institutions, Plans, Policies and Ordinances
The following is a summary of existing departments in Carlsbad and their responsibilities related to
hazard mitigation planning and implementation, as well as existing planning documents and regulations
related to mitigation efforts within the community. The administrative and technical capabilities of
Carlsbad, as shown in Table 5.3-2, provides an identification of the staff, personnel, and department
resources available to implement the actions identified in the mitigation section of the Plan. Specific
resources reviewed include those involving technical personnel such as planners/engineers with
knowledge of land development and land management practices, engineers trained in construction
practices related to building and infrastructure, planners and engineers with an understanding of natural or
manmade hazards, floodplain managers, surveyors, personnel with GIS skills and scientists familiar with
hazards in the community.
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Table 5.3-2
City of Carlsbad: Administrative and Technical Capacity
Staff/Personnel Resources Y/N Department/Agency and Position
A. Planner(s) or engineer(s) with knowledge of land
development and land management practices Y Engineering, Planning, Redevelopment
B. Engineer(s) or professional(s) trained in construction
practices related to buildings and/or infrastructure Y Building Department
C. Planners or Engineer(s) with an understanding of natural
and/or manmade hazards Y Engineering, Planning, Fire Marshals
D. Floodplain manager Y Engineering, Public Works
E. Surveyors N
F. Staff with education or expertise to assess the
community’s vulnerability to hazards Y Building, Fire, Engineering, Public Works
G. Personnel skilled in GIS and/or HAZUS Y GIS Staff in Planning, GIS, Public Works
H. Scientists familiar with the hazards of the community N
I. Emergency manager Y City Manager (EOC Director or Designee)
J. Grant writers Y Various Departments throughout City of
Carlsbad.
The legal and regulatory capabilities of Carlsbad are shown in Table 5.3-3, which presents the existing
ordinances and codes that affect the physical or built environment of Carlsbad. Examples of legal and/or
regulatory capabilities can include: the City’s building codes, zoning ordinances, subdivision ordnances,
special purpose ordinances, growth management ordinances, site plan review, general plans, capital
improvement plans, economic development plans, emergency response plans, and real estate disclosure
plans.
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Table 5.3-3
City of Carlsbad: Legal and Regulatory Capability
Regulatory Tools (ordinances, codes, plans) Local
Authority
(Y/N)
Does State
Prohibit?
(Y/N)
A. Building code Y N
B. Zoning ordinance Y N
C. Subdivision ordinance or regulations Y N
D. Special purpose ordinances (floodplain management, storm water management, hillside
or steep slope ordinances, wildfire ordinances, hazard setback requirements) Y N
E. Growth management ordinances (also called “smart growth” or anti-sprawl programs) Y N
F. Site plan review requirements Y N
G. General or comprehensive plan Y N
H. A capital improvements plan Y N
I. An economic development plan N
J. An emergency response plan Y N
K. A post-disaster recovery plan N
L. A post-disaster recovery ordinance N
M. Real estate disclosure requirements Y N
N. Habitat Management Plan Y N
O. Master Drainage, Sewer, Water, & Reclaimed Water Y N
P. Redevelopment Master Plan Y N
5.3.1.2 Fiscal Resources
Table 5.3-4 shows specific financial and budgetary tools available to Carlsbad such as community
development block grants; capital improvements project funding; authority to levy taxes for specific
purposes; fees for water, sewer, gas, or electric services; impact fees for homebuyers or developers for
new development; ability to incur debt through general obligations bonds; and withholding spending in
hazard-prone areas.
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Table 5.3-4
City of Carlsbad: Fiscal Capability
Financial Resources Accessible or Eligible to Use
Yes/No
A. Community Development Block Grants (CDBG) Yes
B. Capital improvements project funding Yes
C. Authority to levy taxes for specific purposes Limited (Voter Approval)
D. Fees for water, sewer, gas, or electric service Yes
E. Impact fees for homebuyers or developers for new developments/homes Yes
F. Incur debt through general obligation bonds Limited (Voter Approval)
G. Incur debt through special tax and revenue bonds Limited (Voter Approval)
H. Incur debt through private activity bonds Yes
I. Withhold spending in hazard-prone areas Yes
5.3.2 Goals, Objectives and Actions
Listed below are Carlsbad’s specific hazard mitigation goals, objectives and related potential actions. For
each goal, one or more objectives have been identified that provide strategies to attain the goal. Where
appropriate, the City has identified a range of specific actions to achieve the objective and goal.
The goals and objectives were developed by considering the risk assessment findings, localized hazard
identification and loss/exposure estimates, and an analysis of the jurisdiction’s current capabilities
assessment. These preliminary goals, objectives and actions were developed to represent a vision of long-
term hazard reduction or enhancement of capabilities. To help in further development of these goals and
objectives, the LPG compiled and reviewed current jurisdictional sources including the City’s planning
documents, codes, and ordinances. In addition, City representatives met with consultant staff and/or OES
to specifically discuss these hazard-related goals, objectives and actions as they related to the overall
Plan. Representatives of numerous City departments involved in hazard mitigation planning, including
Fire, Police, and Public Works provided input to the Carlsbad LPG. The Carlsbad LPG members were
Michele Masterson, Joe Garwea and Kurt Musser. Once developed, City staff presented them to the City
of Carlsbad City Council for their approval.
Public meetings were held throughout the County to present these preliminary goals, objectives and
actions to citizens and to receive public input. At these meetings, specific consideration was given to
hazard identification/profiles and the vulnerability assessment results. The following sections present the
hazard-related goals, objectives and actions as prepared by Carlsbad’s LPG in conjunction with the
Hazard Mitigation Working Group, locally elected officials, and local citizens.
5.3.2.1 Goals
The City of Carlsbad has developed the following 8 Goals for their Hazard Mitigation Plan (See
Attachment A for Goals 7 and 8).
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Goal 1. Increase public understanding and support for effective hazard mitigation.
Goal 2. Build and support local capacity and commitment to become less vulnerable to hazards.
“Reduce the possibility of damage and losses to existing assets, particularly people, critical
facilities/infrastructure, and City-owned facilities, due to”:
Goal 3. Dam Failure.
Goal 4. Earthquakes.
Goal 5. Floods.
Goal 6. Structural Fire/Wildfires.
Goal 7. Hazardous Materials-Related Hazards.
Goal 8. Manmade Hazards.
5.3.2.2 Objectives and Actions
The City of Carlsbad developed the following broad list of objectives and actions to assist in the
implementation of each of their 8 identified goals. The City of Carlsbad developed objectives to assist in
achieving their hazard mitigation goals. For each of these objectives, specific actions were developed that
would assist in their implementation. A discussion of the prioritization and implementation of the action
items is provided in Section 5.3.2.3
Goal 1: Increase public understanding and support for effective
hazard mitigation.
Objective 1.A: Educate the public to increase awareness of hazards and
opportunities for mitigation actions.
Action 1.A.1 Publicize and encourage the adoption of appropriate hazard mitigation actions.
Action 1.A.2 Provide information to the public on the City website.
Action 1.A.3 Heighten public awareness of hazards by working with Communications Officer &
Communications Committee.
Action 1.A.4 Identify hazard specific issues and needs.
Action 1.A.5 Help create demand for hazard resistant construction and site planning.
Objective 1B: Promote partnerships between the state, counties, and local to
identify, prioritize, and implement mitigation actions.
Action 1.B.1 Continue to participate in regional hazard mitigation activities as a member of the
San Diego County Unified Disaster Council.
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Goal 1: Increase public understanding and support for effective
hazard mitigation. (continued)
Action 1.B.2 Development, implement and support an Open Space Management Plan
(database).
Action 1.B.3 Continue to maintain good working relationships with the American Red Cross, the
Salvation Army, local churches and other agencies that provide for public
assistance and training.
Objective 1C: Promote hazard mitigation in the business community.
Action 1.C.1 Increase awareness and knowledge of hazard mitigation principles and practices.
Action 1.C.2 Encourage businesses to develop and implement hazard mitigation actions.
Action 1.C.3 Identify hazard-specific issues and needs.
Objective 1D: Monitor and publicize the effectiveness of mitigation actions
implemented citywide.
Action 1.D.1 Use the City website to publicize mitigation actions.
Action 1.D.2 Develop mitigation communications materials.
Objective 1E: Provide education on hazardous conditions.
Action 1.E.1 Support public and private sector symposiums.
Action 1.E.2 Coordinate production of brochures, informational packets and other handouts.
Action 1.E.3 Develop partnerships with the media on hazard mitigation.
Goal 2: Build and support local capacity and commitment to become
less vulnerable to hazards.
Objective 2.A: Increase awareness and knowledge of hazard mitigation principles
and practice among local officials.
Action 2.A.1 Work with Communications Officer to create public awareness and knowledge of
hazard mitigation principles and practices.
Objective 2.B: Develop hazard mitigation plan and provide technical assistance
to implement plan.
Action 2.B.1 Coordinate with the development and implementation of a multi-jurisdictional plan.
Objective 2.C: Utilize GIS mapping to illustrate potential hazardous areas.
Action 2.C.1 Update GIS mapping as required.
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Goal 3: Reduce the possibility of damage and losses to existing assets,
including people, critical facilities/infrastructure, and public
facilities due to dam failure.
Objective 3.A: Develop a comprehensive approach to reducing the possibility of
damage and losses due to dam failure.
Action 3.A.1 Update inundation maps every 10 years.
Objective 3.B: Protect existing assets with the highest relative vulnerability to the
effects of a dam failure.
Action 3.B.1 Identify hazard-prone structures.
Action 3.B.2 Construct barriers around structures.
Action 3.B.3 Encourage structural retrofitting.
Objective 3.C: Coordinate with and support existing efforts to mitigate dam
failure (e.g., US Army Corps of Engineers, US Bureau of
Reclamation, California Department of Water Resources).
Action 3.C.1 Incorporate and maintain valuable wetlands in open space preservation programs.
Action 3.C.2 Review and revise, if necessary, sediment and erosion control regulations.
Objective 3.D: Protect floodplains from inappropriate development.
Action 3.D.1 Plan and zone for open space, recreational, agricultural, or other low-intensity uses
within floodway fringes.
Goal 4: Reduce the possibility of damage and losses to existing assets,
including people, critical facilities/infrastructure, and public
facilities due to earthquakes.
Objective 4.A: Develop a comprehensive approach to reducing the possibility of
damage and losses due to earthquakes.
Action 4.A.1 Participate in community awareness meetings.
Action 4.A.2 Develop and distribute printed publications to the communities concerning hazards.
Action 4.A.3 Continue periodic updates of local building codes, public works construction codes,
zoning and grading ordinances to reflect legislative changes.
Objective 4.B: Protect existing assets with the highest relative vulnerability to the
effects of earthquakes.
Action 4.B.1 Identify hazard-prone structures through GIS modeling.
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Goal 4: Reduce the possibility of damage and losses to existing assets,
including people, critical facilities/infrastructure, and public
facilities due to earthquakes. (continued)
Action 4.B.2 Build critical facilities that function after a major earthquake.
Action 4.B.3 Study ground motion, landslide, and liquefaction impacts on critical facilities.
Objective 4.C: Coordinate with and support existing efforts to mitigate
earthquake hazard
Action 4.C.1 Identify projects for pre-disaster mitigation funding.
Action 4.C.2 Collaborate with Federal, State and local agencies’ mapping efforts
Objective 4.D: Community Outreach
Action 4.D.1 Encourage the public to prepare and maintain a 3-day preparedness kit for home
and work.
Goal 5: Reduce the possibility of damage and losses to existing assets,
including people, critical facilities/infrastructure, and public
facilities due to floods.
Objective 5.A: Develop a comprehensive approach to reducing the possibility of
damage and losses due to floods.
Action 5.A.1 Review and compare existing flood control standards, zoning and building
requirements.
Action 5.A.2 Identify flood-prone areas by using GIS.
Action 5.A.3 Adopt policies that discourage growth in flood-prone areas.
Objective 5.B: Protect existing assets with the highest relative vulnerability to the
effects of floods within the 100-year floodplain.
Action 5.B.1 Develop contiguous mitigation plan for flood prone areas.
Action 5.B.2 Ensure adequate evacuation time in case of major hazard event.
Objective 5.C: Coordinate with and support existing efforts to mitigate floods
(e.g., US Army Corps of Engineers, US Bureau of Reclamation,
California Department of Water Resources).
Action 5.C.1 Develop a flood control strategy that ensures coordination with Federal, State and
local agencies.
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Goal 5: Reduce the possibility of damage and losses to existing assets,
including people, critical facilities/infrastructure, and public
facilities due to floods. (continued)
Objective 5.D: Address identified data limitations regarding the lack of
information about the relative vulnerability of assets from
flooding.
Action 5.D.1 Encourage the public to prepare and maintain a 3-day preparedness kit for home
and work.
Action 5.D.2 Increase participation and improve compliance with the National Flood Insurance
Program (NFIP).
Action 5.D.3 Develop and implement hazard awareness program.
Goal 6: Reduce the possibility of damage and losses to existing assets,
including people, critical facilities/infrastructure, and public
facilities due to structural fire/wildfire.
Objective 6.A: Develop a comprehensive approach to reducing the possibility of
damage and losses due to structural fire/wildfire.
Action 6.A.1 Review and evaluate City Landscape Design Manual (remove fire suppression zone
and move to the Fire Code).
Action 6.A.2 Utilize GIS and the Internet as information tools.
Action 6.A.3 Seek grant funding to support water-tending operations.
Action 6.A.4 Continue with Hosp Grove trimming and replanting efforts.
Action 6.A.5 Provide public education materials as requested or needed.
Objective 6.B: Coordinate with and support existing efforts to mitigate structural
fire/wildfire.
Action 6.B.1 Continue to maintain the City’s weed abatement ordinance to facilitate the removal of
annual weeds/vegetation or habitat, placing existing properties in a fire safe condition.
Action 6.B.2 Ensure the City’s Open Space Management Plan incorporates current fire
protection measures.
Objective 6.C: Utilize GIS mapping to best reflect potential vulnerability of assets
from structural fire/wildfire.
Action 6.C.1 Use GIS to map fire risk areas.
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Goal 6: Reduce the possibility of damage and losses to existing assets,
including people, critical facilities/infrastructure, and public
facilities due to structural fire/wildfire. (continued)
Objective 6.D: Maintain adequate emergency response capability.
Action 6.D.1 Continue to evaluate service level impacts and needs as part of the review of major
projects.
5.3.2.3 Prioritization and Implementation of Action Items
Once the comprehensive list of jurisdictional goals, objectives, and action items listed above was
developed, the proposed mitigation actions were prioritized. This step resulted in a list of acceptable and
realistic actions that address the hazards identified in each jurisdiction. This prioritized list of action items
was formed by the LPG weighing STAPLEE criteria
The Disaster Mitigation Action of 2000 (at 44 CFR Parts 201 and 206) requires the development of an
action plan that not only includes prioritized actions but one that includes information on how the
prioritized actions will be implemented. Implementation consists of identifying who is responsible for
which action, what kind of funding mechanisms and other resources are available or will be pursued, and
when the action will be completed.
The top 10 prioritized mitigation actions as well as an implementation strategy for each are:
Action Item #1: Work with Communications Officer to create public awareness and knowledge
of hazard mitigation principles and practices. Coordinate production of
brochures, informational
Coordinating Individual/Organization: Communications
Potential Funding Source: General Fund
Implementation Timeline: On-going
Action Item #2: Continue with Hosp Grove trimming and replanting efforts.
Coordinating Individual/Organization: Public Works (General Services)
Potential Funding Source: Grant Funding and General Fund
Implementation Timeline: January 2004 – January 2008
Action Item #3: Review and evaluated City Landscape Design Manual (remove fire suppression
zone and move to the Fire Code).
Coordinating Individual/Organization: Fire, Engineering, Planning, and Recreation (Parks
Design)
Potential Funding Source: General Fund
Implementation Timeline: Fiscal Year 2004-2005
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Action Item #4: Continue to maintain the City’s weed abatement ordinance to facilitate the
removal of annual weeds/vegetation or habitat, placing existing properties in a
fire safe condition.
Coordinating Individual/Organization: Fire Prevention
Potential Funding Source: General Fund
Implementation Timeline: On-going
Action Item #5: Develop, implement, and support an Open Space Management Plan (database).
Coordinating Individual/Organization: Planning Department
Potential Funding Source: General Fund
Implementation Timeline: Development and Implementation - Fiscal Year 2004/2005; Maintenance
– On going
Action Item #6: Incorporate GIS mapping and modeling into the EOC.
Coordinating Individual/Organization: GIS & CEMAT team
Potential Funding Source: General Fund; Enterprise Funds
Implementation Timeline: Fiscal Year 2004/2005
Action Item #7: Update inundation maps every 10 years.
Coordinating Individual/Organization: GIS
Potential Funding Source: General Fund
Implementation Timeline: July 2004 – June 2005 and every 10 years thereafter
Action Item #8: Coordinate with County Hazardous Materials Management Unit (HMMU)
Coordinating Individual/Organization: Fire Department
Potential Funding Source: General Fund
Implementation Timeline: This will be based on the County’s timeline
Action Item #9: Maintain hazardous materials business plans in duty battalion chief vehicle.
Coordinating Individual/Organization: Fire Department
Potential Funding Source: General Fund
Implementation Timeline: Starting FY 04-05 and update as necessary
Action Item #10: Continue periodic updates of local building codes, public works construction
codes, zoning and grading ordinances to reflect legislative changes.
Coordinating Individual/Organization: Fire Department, Building Department, Planning
Department, and Public Works
Potential Funding Source: General Fund
Implementation Timeline: Starting FY 04-05 and update as necessary
SECTIONFIVE Goals, Objectives and Actions
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5.4 CITY OF CHULA VISTA
The City of Chula Vista (Chula Vista) reviewed a set of jurisdictional-level hazard maps including
detailed critical facility information and localized potential hazard exposure/loss estimates to help identify
the top hazards threatening their jurisdiction. In addition, LPGs were supplied with exposure/loss
estimates for Chula Vista summarized in Table 5.4-1. See Section 4.0 for additional details.
Table 5.4-1
Summary of Potential Hazard-Related Exposure/Loss in Chula Vista
Residential Commercial Critical Facilities
Hazard Type
Exposed
Population
Number of
Residential
Buildings
Potential
Exposure/
Loss for
Residential
Buildings
(x $1,000)
Number of
Commercial
Buildings
Potential
Exposure/
Loss for
Commercial
Buildings
(x $1,000)
Number
of
Critical
Facilities
Potential
Exposure
for
Critical
Facilities
(x $1,000)
Coastal Storm / Erosion 0 0 0 0 0 0 0
Dam Failure 13,083 3,032 692,488 94 348,684 44 185,288
Earthquake (Annualized
Loss) (Includes shaking,
liquefaction and
landslide components) 173,491 43,573 4,004 407 1,084
162* /
164**
6,533* /
46,344**
Floods (Loss)
100 Year 6,112 1,535 28,966 44 19,312 26 92,168
500 Year 14,505 3,643 84,095 80 35,733 44 159,543
Rain-Induced Landslide
High Risk 23,097 7,422 1,891,842 20 90,030 24 135,309
Moderate Risk 0 0 0 0 0 0 0
Tsunami 802 163 25,090 11 73,148 16 65,990
Wildfire/ Structure Fire
Extreme 0 0 0 0 0 0 0
Very High 6 5 1,099 3 9,562 2 693
High 1,208 346 82,589 10 39,696 4 3,698
Moderate 164,451 40,595 10,558,507 385 1,533,360 198 883,623
* Represents 100-year earthquake value under three earthquake scenarios (shake only, shake and liquefaction, and
shake and landslide).
** Represents 500-year earthquake value under three earthquake scenarios (shake only, shake and liquefaction, and
shake and landslide).
After reviewing the localized hazard maps and exposure/loss table above, the following hazards were
identified by the Chula Vista LPG as their top five hazards. A brief rational for including each of these is
included.
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• Wildfire/Structure Fire: Due to the proximity of wildlands and natural and naturalized open
spaces within steep canyon areas in and near urbanized areas developed prior to the enactment of
the City’s Urban-Wildland interface Code in 2000, combined with the probability of a wildland
fire occurring in a given year, wildland/structure fires present the greatest hazard to the City of
Chula Vista.
• Geologic (Earthquake, Landslide, Liquefaction): Due to its relative distance from the closest
known active earthquake fault (Rose Canyon Fault), the City of Chula Vista is at low to moderate
risk to damage from earthquakes, except in its northwestern most region. The landslide threat is
focused in the older developed areas around steep canyon slopes of known slide potential. The
threat of liquefaction is relatively low; however, the alluvial areas of the Sweetwater and Otay
Rivers and the Telegraph Canyon Channel are subject to liquefaction in both developed and
undeveloped areas.
• Hazardous Materials Release/Rail Disaster Spills: There are a number of hazardous materials
in large quantities in a few stationary locations within the City of Chula Vista, as well as a mobile
hazard sources. These hazardous materials although well contained, exist primarily west of
Interstate 805 and have the potential to expose thousands of citizens to various degrees of hazard.
• Floods/Dam Inundation: Significant portions of the southerly, northerly, and westerly-
developed areas of the City of Chula Vista are within FEMA-mapped 100-year floodplains.
However, the threat of flood hazard is relatively low due to the City’s emphasis on identifying
and prioritizing for improvement a number of undersized and inadequate storm drains and
drainage channels since the late 1960’s, the low probability of the occurrence of flood-producing
storms in any given year, and the requirement that new development includes flood-detention and
flood control facilities. In addition, due to the fact that the City of Chula Vista is downstream of
two major dams – the Savage (Lower Otay) Dam and the Sweetwater Dam – the possibility of
dam inundation in and adjacent to the Sweetwater and Otay River Channels exists, although the
likelihood of failure of these dams is considered relatively small due to their construction.
• Other Manmade Hazards (Airplane Crashes): The City of Chula Vista is within the flight
paths of Lindbergh Field, Brown Field, Tijuana Airport, Ream Field, and North Island Naval
Station. The possibility of an airplane crash on take-off or approach from any of these facilities is
relatively low, but the cumulative hazard from all of these facilities is significant.
5.4.1 Capabilities Assessment
The LPG identified current capabilities available for implementing hazard mitigation activities. The
Capability Assessment (Assessment) portion of the jurisdictional mitigation plan identifies administrative,
technical, legal and fiscal capabilities. This includes a summary of departments and their responsibilities
associated to hazard mitigation planning as well as codes, ordinances, and plans already in place
associated to hazard mitigation planning. The second part of the Assessment provides Chula Vista’s fiscal
capabilities that may be applicable to providing financial resources to implement identified mitigation
action items.
SECTIONFIVE Goals, Objectives and Actions
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5.4.1.1 Existing Institutions, Plans, Policies and Ordinances
The following is a summary of existing departments in Chula Vista and their responsibilities related to
hazard mitigation planning and implementation, as well as existing planning documents and regulations
related to mitigation efforts within the community. The administrative and technical capabilities of Chula
Vista, as shown in Table 5.4-2, provides an identification of the staff, personnel, and department
resources available to implement the actions identified in the mitigation section of the Plan. Specific
resources reviewed include those involving technical personnel such as planners/engineers with
knowledge of land development and land management practices, engineers trained in construction
practices related to building and infrastructure, planners and engineers with an understanding of natural or
manmade hazards, floodplain managers, surveyors, personnel with GIS skills and scientists familiar with
hazards in the community.
• Chula Vista City Council/Redevelopment Agency
– Provides vision and direction in building and nurturing a progressive and cohesive
community, which values its diversity, respects its citizens, honors its legacy, and embraces
the opportunities of the future.
– Provides vision, adopts policies and regulations, and approves funding requests/budgets over
all aspects of City government
• Chula Vista City Manager’s Office
– Provides the leadership and supervision that, in turn, implements the policies and decisions of
the Chula Vista City Council, thereby ensuring the delivery of services to the community.
– Manages City staff, implements City Council decisions and policies over all aspects of City
government, and assures the delivery of a wide range of services to the community.
• Chula Vista Finance Department
– Assists the City Council and City Manager in maintaining public confidence in the fiscal
integrity of the City by accounting for, controlling and reporting on the City's resources in
accordance with sound public financial management practices.
– Assures all aspects of City financing, funding, and expenditures are within legal, prescribed
guidelines and regulations. Tracks and audits expenditures.
• City of Chula Vista Planning and Building Department
– Guides the physical development of the City through the implementation of the General Plan
and Building Codes and is committed to enhancing the quality of life in the community by
planning for sound infrastructure and public services, protecting of the environment, and
promoting high quality social and economic growth.
– Regulates land uses and land development in accordance with plans, policies, and regulations
adopted by the City Council. Enforces local, State, and federal requirements for land
development, building construction, and specific uses. Recommends additions and revisions
to existing ordinances, plans, and policies when necessary.
• City of Chula Vista Community Development Department
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– Enhances the quality of life for the Chula Vista community by proactively planning and
facilitating environmentally and socially sound economic development, revitalization and
affordable housing opportunities.
– Regulates land uses and land development in accordance with plans, policies, and regulations
adopted by the City Council and Redevelopment Agency within redevelopment areas.
Recommends additions and revisions to existing ordinances, plans, and policies with respect
to redevelopment areas.
• City of Chula Vista Engineering Department
– Provides a variety of engineering services including the review and inspection of privately
constructed public facilities, infrastructure, and subdivisions; design and inspection of
publicly funded infrastructure improvements; management and monitoring of existing and
projected traffic conditions throughout the City; preparation of the City’s long-term Capital
Improvement Program and management of the City’s sewer and storm drain systems.
Engineering also provides fiscal management for the City’s Open Space Maintenance
Districts Assessments, Community Facility Districts, and Development Impact Fees.
– Implements and enforces programs, plans, policies, and regulations over land development
and redevelopment in order to assure adequate and maintainable infrastructure.
• City of Chula Vista Department of Public Works Operations
– Maintains the basic infrastructure needed for the City to exist and thrive. These basic
facilities include streets, curbs, gutters, sidewalks, wastewater systems, storm water systems,
street trees, parks and open space areas, and street signage and striping. The department also
maintains the City’s vehicle fleet and all City communication equipment, particularly used by
Police and Fire.
– Implements a wide range of programs, plans, and policies necessary to assure delivery of
basic services to the citizens of Chula Vista and maintains the City’s infrastructure. The
Department of Public Works Operations is a first responder in natural and manmade
emergencies.
• City of Chula Vista Police Department
– Protects the community through the enforcement of laws and the analysis/reduction/
elimination of risks and, in times of emergency, provides for the orderly and rapid
implementation of emergency plans.
– Implements and/or enforces programs, plans, ordinances, and policies of the City over a wide
range of activities related to law enforcement. The Police Department is a first responder in
natural and manmade emergencies.
• City of Chula Vista Fire Department
– Serves and safeguards the community through a professional, efficient and effective system
of services, which protect life, environment, and property.
SECTIONFIVE Goals, Objectives and Actions
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– Implements programs, policies, and regulations over a wide range to reduce the loss of life,
environment, and property. The Fire Department is a first responder in natural and manmade
emergencies.
• City of Chula Vista Management & Information Services Department
– Assists all departments with their technological needs and develops, implements, operates,
and maintains hardware and software systems in order to support and improve the operational
efficiency and effectiveness of City departments.
– The department is comprised of four functional areas -- Operations & Telecommunications,
Systems Administration & Security, Microcomputer and LAN Support, and GIS &
Applications Support.
• City of Chula Vista CALBO Disaster Preparedness Committee
– Mutual aid with certified building inspectors and engineers for damage assessment following
a disaster
Table 5.4-2
City of Chula Vista: Administrative and Technical Capacity
Staff/Personnel Resources Y/N Department/Agency and Position
A. Planner(s) or engineer(s) with knowledge of land
development and land management practices Y Planning & Building, Engineering, and Community
Development Departments
B. Engineer(s) or professional(s) trained in construction
practices related to buildings and/or infrastructure Y Planning & Building and Engineering Departments
C. Planners or Engineer(s) with an understanding of natural
and/or manmade hazards Y Planning & Building and Engineering Departments
D. Floodplain manager Y City Engineer and Building Official
E. Surveyors Y Engineering Department
F. Staff with education or expertise to assess the community’s
vulnerability to hazards Y
Planning & Building, Police, Fire, Management &
Information Systems, and Engineering
Departments.
G. Personnel skilled in GIS and/or HAZUS Y Management & Information Systems Department
H. Scientists familiar with the hazards of the community N City uses Consultant Scientists, as needed and as
funding is available
I. Emergency manager Y Fire Department-Carlos Bejar, Emergency
Services Manager
J. Grant writers Y All Departments.
K. Personnel skilled in identifying, accessing and bringing to
bear, both public and private economic recovery-related
resources
Y Community Development, Finance and
Legislative Staff
The legal and regulatory capabilities of Chula Vista are shown in Table 5.3-3, which presents the existing
ordinances and codes that affect the physical or built environment of Chula Vista. Examples of legal
and/or regulatory capabilities can include: the City’s building codes, zoning ordinances, subdivision
ordnances, special purpose ordinances, growth management ordinances, site plan review, general plans,
capital improvement plans, economic development plans, emergency response plans, and real estate
disclosure plans.
SECTIONFIVE Goals, Objectives and Actions
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Table 5.4-3
City of Chula Vista: Legal and Regulatory Capability
Regulatory Tools (ordinances, codes, plans) Local
Authority
(Y/N)
Does State
Prohibit
(Y/N)
A. Building code Y N
B. Zoning ordinance Y N
C. Subdivision ordinance or regulations Y N
D. Special purpose ordinances (floodplain management, storm water management,
hillside or steep slope ordinances, wildfire ordinances, hazard setback
requirements)
Y N
E. Growth management ordinances (also called “smart growth” or anti-sprawl
programs) Y N
F. Site plan review requirements Y N
G. General or comprehensive plan Y N
H. A capital improvements plan Y N
I. An economic development plan Y N
J. An emergency response plan Y N
K. A post-disaster recovery plan Y N
L. A post-disaster recovery ordinance Y N
M. Real estate disclosure requirements Y N
N. Shake Roof Retrofit Program Y N
O. Water Conservation Ordinance Y N
P. Clearing of Brush (Fuels) from City Property Y N
Q. National Pollutant Discharge Elimination System (NPDES) Y N
R. Land Development Ordinance Y N
S. Chula Vista Ordinance 2872 – California Building Code 2000 Y N
T. Chula Vista Ordinance 2873 – California Reference Standards Code 2001 Y N
U. Chula Vista Ordinance 2874 – California Mechanical Code 2001 Y N
V. Chula Vista Ordinance 2874 – California Electrical Code 2001 Y N
SECTIONFIVE Goals, Objectives and Actions
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W. Chula Vista Ordinance 2877 – California Plumbing Code 2001 Y N
X. Chula Vista Ordinance 2878 – California Fire Code 2001 Y N
Y. California Statutes 21000-21178: Public Resources Code, Division 13 –
Environmental Quality Y N
Z. Urban-Wildland Interface Code (CVMC Chapter 15.38) Y N
AA. Floodplain Regulations (CVMC Chapter 18.54) Y N
BB. Zoning and Specific Plans (CVMC, Title 19) Y N
CC. Specific Plans Y N
DD. Precise Plan Y N
EE. Modified District Y N
FF. Sectional Planning Area (SPA) Y N
GG. SPA Amendment Y N
HH. Supplemental SPA Y N
II. Land Use Overlay Y N
JJ. Modification of Urban-Wildland Interface Requirements Y N
KK. Consolidated Annual Plan – CDBG and HOME Programs Y N
LL. Redevelopment Plans – Bayfront, Town Centre I, Town Centre II, Otay Valley
and Southwest Y N
5.4.1.2 Fiscal Resources
Table 5.4-4 shows specific financial and budgetary tools available to Chula Vista such as community
development block grants; capital improvements project funding; authority to levy taxes for specific
purposes; fees for water, sewer, gas, or electric services; impact fees for homebuyers or developers for
new development; ability to incur debt through general obligations bonds; and withholding spending in
hazard-prone areas.
SECTIONFIVE Goals, Objectives and Actions
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Table 5.4-4
City of Chula Vista: Fiscal Capability
Financial Resources Accessible or Eligible to Use
(Yes/No)
A. Community Development Block Grants (CDBG)
Yes, as funding is available and to the
extent the funds are used to benefit
eligible census tracts
B. Capital improvements project funding Yes, as funding is available
C. Authority to levy taxes for specific purposes
Yes, but requires Proposition 218 Voter
Approval (2/3 of all voters, simple
majority of property owners). Voter
approval highly unlikely in most cases.
D. Fees for water, sewer, gas, or electric service Yes, Sewer Fees only Y
E. Impact fees for homebuyers or developers for new developments/homes Yes, as funding is available
F. Incur debt through general obligation bonds Yes, as funding is available
G. Incur debt through special tax and revenue bonds Yes, as funding is available
H. Incur debt through private activity bonds
Yes, Certificates of Participation only in
redevelopment areas, but there are
severe restrictions on usage and
eligible projects.
I. Withhold spending in hazard-prone areas Yes
5.4.2 Goals, Objectives and Actions
Listed below are Chula Vista’s specific hazard mitigation goals, objectives and related potential actions.
For each goal, one or more objectives have been identified that provide strategies to attain the goal.
Where appropriate, the City has identified a range of specific actions to achieve the objective and goal.
The goals and objectives were developed by considering the risk assessment findings, localized hazard
identification and loss/exposure estimates, and an analysis of the jurisdiction’s current capabilities
assessment. These preliminary goals, objectives and actions were developed to represent a vision of long-
term hazard reduction or enhancement of capabilities. To help in further development of these goals and
objectives, the LPG compiled and reviewed current jurisdictional sources including the City’s planning
documents, codes, and ordinances. In addition, City representatives met with consultant staff and/or OES
to specifically discuss these hazard-related goals, objectives and actions as they related to the overall
Plan. Representatives of numerous City departments involved in hazard mitigation planning, including
Fire, Police, and Public Works participated in the Chula Vista LPG. These members include:
• Alex Alagha, Engineering
• Bill Ullrich, Public Works Ops.
• Bob McSeveney, Planning
SECTIONFIVE Goals, Objectives and Actions
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• Carlos Bejar, Emergency Services
• Carolyn J. Harshman, Private Consultant
• Justin Gipson, Fire Prevention Bureau CVFD
• Kirk Ammerman, Engineering/ Public Works Ops.
• Mark Goldberg, Intel Analyst, CVPD
• Tom McDowell, CVMIS GIS
• Tom Nikzad, CV Planning Department
Once developed, City staff presented them to the City of Chula Vista City Council for their approval.
Public meetings were held throughout the County to present these preliminary goals, objectives and
actions to citizens and to receive public input. At these meetings, specific consideration was given to
hazard identification/profiles and the vulnerability assessment results. The following sections present the
hazard-related goals, objectives and actions as prepared by Chula Vista’s LPG in conjunction with the
Hazard Mitigation Working Group, locally elected officials, and local citizens.
5.4.2.1 Goals
The City of Chula Vista has developed the following 10 Goals for their Hazard Mitigation Plan (See
Attachment A for Goals 9 and 10).
Goal 1. Promote disaster-resistant existing and future development.
Goal 2. Increase public understanding, support and demand for effective hazard mitigation.
Goal 3. Build and support local capacity and commitment to continuously become less vulnerable
to hazards.
Goal 4. Improve coordination and communication with federal, state and local governments.
“Reduce the possibility of damage and losses to existing assets, particularly people, critical
facilities/infrastructure, and City-owned facilities, due to”:
Goal 5. Floods.
Goal 6. Wildfires/Structure Fires.
Goal 7. Dam Failure.
Goal 8. Geologic Hazards.
Goal 9. Unauthorized Hazardous Materials Release.
Goal 10. Other Manmade Hazards.
SECTIONFIVE Goals, Objectives and Actions
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5.4.2.2 Objectives and Actions
The City of Chula Vista developed the following broad list of objectives and actions to assist in the
implementation of each of their 10 identified goals. The City of Chula Vista developed objectives to assist
in achieving their hazard mitigation goals. For each of these objectives, specific actions were developed
that would assist in their implementation. A discussion of the prioritization and implementation of the
action items is provided in Section 5.4.2.3
Goal 1: Promote disaster resistant existing and future development.
Objective 1.A: Encourage and facilitate the development or updating of general
plans and zoning ordinances to limit development in hazard areas.
Action 1.A.1 Update the City’s General Plan periodically and recommend improvements to the
Safety Element, as funding is available.
Action 1.A.2 Identify new hazardous occupancies as they are permitted or created and establish
database for same, as funding is available.
Action 1.A.3 Update the City’s zoning ordinance periodically and address development in hazard
areas and minimize zoning ambiguities, as funding is available.
Action 1.A.4 Revisit the City’s hazard mitigation-related ordinances to identify areas where
improvements could be made, as funding is available.
Action 1.A.5 Utilize hazard overlays to identify hazard-prone areas, as funding is available.
Action 1.A.6 Establish buffer zones for development near hazard-prone areas, as funding is
available.
Action 1.A.7 Prohibit development in extreme hazard areas that cannot be adequately mitigated
and set aside for open space, as funding is available.
Action 1.A.8 Identify land uses appropriate to specific hazard areas, as funding is available.
Objective 1.B: Encourage and facilitate the adoption of building codes that protect
renovated existing assets and new development in hazard areas.
Action 1.B.1 Adopt local building codes to address local building issues in hazard areas, as
funding is available.
Action 1.B.2 Amend the Zoning and Subdivision Ordinances, as required, to implement the
policies of the Safety Element of the General Plan (Safety Element Policy Statement
7, page 8-7), as funding is available.
Action 1.B.3 Actively participate in the State- and Nation-wide building code development groups
to ensure that development issues in hazard areas are properly addressed, as
funding is available.
Action 1.B.4 Amend the Fire Code and Building Code, as necessary, to be consistent with the
policies of the General Plan and the Seismic Safety Element of the General plan
(Safety Element Policy Statement 8), as funding is available.
SECTIONFIVE Goals, Objectives and Actions
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Goal 1: Promote disaster resistant existing and future development.
(continued)
Action 1.B.5 Identify and improve buildings to mitigate hazards through elevation, retaining walls,
dikes and flood diverting measures, relocating electrical outlets to higher elevations,
increasing fire resistance, etc, as funding is available.
Action 1.B.6 Identify and provide fire mitigation measures in buildings with hazardous materials,
add ventilation systems to minimize explosions, and add control areas, as funding is
available.
Action 1.B.7 Develop hazard-specific code requirements for each type of hazard area, as funding
is available.
Action 1.B.8 Develop standardized processes for evaluating proposed developments within
hazard areas, as funding is available.
Action 1.B.9 Require site-specific studies to evaluate specific hazards in hazard-prone areas and
identify alternative site design criteria to mitigate hazards to the maximum extent
possible, as funding is available.
Action 1.B.10 Establish minimum structure setbacks adjacent to hazard areas, with respect to
hazard specific code, as funding is available.
Action 1.B.11 Identify and relocate buildings in hazardous locations to proper locations, as funding
is available.
Objective 1.C: Encourage consistent enforcement of general plans, zoning
ordinances, and building codes.
Action 1.C.1 Review General Plan, Zoning Ordinance, Fire Codes, Subdivision Ordinance, and
Building Codes for consistency, as funding is available.
Action 1.C.2 Maintain ongoing training for development staff on development procedures and
zoning and building code interpretation, as funding is available.
Action 1.C.3 Continue to provide a hazmit compliance review any time a permit is obtained for
any improvement on existing hazardous buildings, as funding is available.
Action 1.C.4 Develop and implement specialized training for Development Services staff for each
type of hazard area, as funding is available.
Action 1.C.5 Provide an inspection program, both public and private, and issue certificates of
compliance to ensure maintenance of compliance to hazmit related codes, as
funding is available.
Action 1.C.6 Follow development procedures to ensure development is consistent with the
General Plan.
Action 1.C.7 Provide educational sessions for owners of hazardous businesses, and encourage
a maintenance program, as funding is available.
Action 1.C.8 Develop standard processes for evaluating/approving proposed development in
hazard areas, as funding is available.
SECTIONFIVE Goals, Objectives and Actions
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Goal 1: Promote disaster resistant existing and future development.
(continued)
Objective 1.D: Discourage future development that exacerbates hazardous
conditions.
Action 1.D.1 Improve zoning ordinance to limit future development of hazardous areas, as
funding is available.
Action 1.D.2 Apply for State/Federal grants/funds for the acquisition of developable land for open
space development.
Action 1.D.3 Take a proactive approach to fire code/building code compliance inspections with
respect to concentration of hazardous material in one area or location, as funding is
available.
Action 1.D.4 Set aside or zone extreme hazard areas for open space uses, as funding is
available.
Action 1.D.5 Evaluate the potential benefits of establishing buffer/transition zoning for each type
of hazard area, as funding is available.
Action 1.D.6 Educate the public regarding hazardous locations, operations, buildings, etc., as
funding is available.
Action 1.D.7 Where feasible, encourage the development of infrastructure to assist in the
hardening of hazard exposure zones, as funding is available.
Objective 1.E: Address identified data limitations regarding the lack of
information about new development and build-out potential in
hazard areas.
Action 1.E.1 Use hazard overlays to identify hazard-prone new development, as funding is available.
Action 1.E.2 Utilize staff consultant expertise in evaluating technical studies/data, as funding is
available.
Action 1.E.3 Update databases/Geographic Information System (GIS), with particular attention to
maintaining hazard overlay layers. Require electronic submittals of all reports and
data in electronic form.
Action 1.E.4 Require engineering studies to evaluate specific hazards in hazard-prone areas and
identify alternative site design criteria to mitigate hazards to the maximum extent
possible, as funding is available.
Objective 1.F: Actively pursue grant funding for citywide hazard mitigation.
Action 1.F.1 Notify City’s Intergovernmental Affairs Coordinator to keep a look out
for hazard mitigation funding, from state and nation-wide sources, and
to inform the proper department head when grant funding is identified.
Action 1.F.2 Apply for hazard mitigation grant funding, as it becomes available.
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Goal 1: Promote disaster resistant existing and future development.
(continued)
Action 1.F.3 Identify target hazard mitigation projects to minimize delay when grant
funding is available.
Goal 2: Promote public understanding, support and demand for
hazard mitigation.
Objective 2.A: Educate the public to increase awareness of hazards and
opportunities for mitigation actions.
Action 2.A.1 Provide information pamphlets to be distributed to the public at information booths
at street fairs, community meetings, etc., as funding is available.
Action 2.A.2 Provide Chula Vista citizens with Community Emergency Response Team training
opportunities to increase public awareness of hazards and response to hazards, as
funding is available.
Action 2.A.3 Provide a public information program on geologic and firestorm hazards and safety
(General Plan Safety Element Policy 10), as funding is available.
Action 2.A.4 Provide training at Town Hall Meetings or other public gatherings, as funding is available.
Action 2.A.5 Provide discussion, on our home web page, the dangers and repercussions of
human activity within and adjacent to hazard zones and what our citizens can do to
minimize/mitigate these dangers, as funding is available.
Objective 2.B: Promote partnerships between the state, counties, and local
governments to identify, prioritize, and implement mitigation
actions.
Action 2.B.1 Identify state and federal hazard mitigation funds/programs for public and private
entities.
Action 2.B.2 Actively participate in the San Diego County Multi-Hazard Mitigation Plan process.
Action 2.B.3 Contact neighboring cities and counties to create shared programs and have
periodic meetings to share information and open channels of communication, as
funding is available.
Objective 2.C: Promote hazard mitigation in the business community.
Action 2.C.1 Coordinate hazard mitigation education/ training with routine inspections of
businesses utilizing code enforcement and fire prevention inspections, as funding is
available.
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Goal 2: Promote public understanding, support and demand for
hazard mitigation. (continued)
Objective 2.D: Monitor and publicize the effectiveness of mitigation actions
implemented.
Action 2.D.1 Create a program to report and monitor the mitigation implementation, as funding is
available.
Action 2.D.2 Provide newsletters or site Internet to publicize the information gathered through the
monitoring program, as funding is available.
Objective 2.E: Discourage activities that exacerbate hazardous conditions.
Action 2.E.1 Require an increased level of security of facilities storing hazardous materials.
Action 2.E.2 Ensure non-conforming land uses are not permitted in the future, as funding is
available.
Action 2.E.3 Ensure non-conforming land uses are brought into conformance upon title change
or other method, as funding is available.
Action 2.E.4 In the event non-conforming land uses are damaged or destroyed in a disaster,
ensure only conforming land uses are permitted on the site thereafter.
Action 2.E.5 Provide guidelines in the usage of hazardous material specifically in approved
hazardous locations, as funding is available.
Goal 3: Build and support local capacity and commitment to
continuously become less vulnerable to hazards.
Objective 3.A: Increase awareness and knowledge of hazard mitigation principles
and practice among state, and local officials.
Action 3.A.1 Establish the means to share information and innovations in various areas of hazard
mitigation through a technical “clearinghouse,” as funding is available.
Action 3.A.2 Coordinate hazard mitigation activities with local utilities, water suppliers, and critical
facilities within the City of Chula Vista, as funding is available.
Objective 3.B: Seek technical assistance from State and Federal agencies in
refining and implementing hazard mitigation plans.
Action 3.B.1 Seek State and Federal funding for implementation of the City’s hazard mitigation
plan.
Action 3.B.2 Request periodic FEMA review of the City’s hazard mitigation plan for
recommendations for plan refinements and for potential funding sources.
SECTIONFIVE Goals, Objectives and Actions
City of Chula Vista W:\27653042\00500 Hazard Mitigation Plan\FINAL\00500-c-r.doc\9-Mar-04\SDG 5-29
Goal 3: Build and support local capacity and commitment to
continuously become less vulnerable to hazards. (continued)
Objective 3.C: Assure adequate infrastructure is in-place for emergencies.
Action 3.C.1 Promote the establishment and maintenance of: safe and effective evacuation
routes; ample peak-load water supply; adequate road widths; and, safe clearances
around buildings (General Plan, page 8-7), as funding is available.
Action 3.C.2 Explore non-traditional public and private mutual aid resources.
Action 3.C.3 Identify public and private resources available for various types of emergencies.
Action 3.C.4 Establish emergency purchasing authority with local businesses, suppliers, disposal
sites, and material recyclers, as funding is available.
Goal 4: Improve hazard mitigation coordination and communication
with federal, state and local governments.
Objective 4.A: Establish and maintain closer working relationships with state
agencies and other local governments.
Action 4.A.1 Attend multi-agency hazard mitigation planning meetings that deal with other local
governments the County, State and Federal entities, as funding is available.
Action 4.A.2 Promote mutual aid agreements and interagency dialogue related to hazard
mitigation planning, as funding is available.
Objective 4.B: Encourage other organizations to incorporate hazard mitigation
activities.
Action 4.B.1 Encourage businesses and industrial operations in embracing hazard mitigation as
a daily activity, as funding is available.
Action 4.B.2 Promote hazard mitigation as a viable way of doing business for governmental
entities, industry, businesses and the general public, as funding is available.
Action 4.B.3 Where applicable, discuss hazard mitigation plan activities with fellow municipal
government workers within professional membership groups at group activities, as
funding is available.
Objective 4.C: Improve the State’s capability and efficiency at administering pre-
and post-disaster mitigation.
Action 4.C.1 Establish standard GIS projects that contain all spatial data likely to be needed in an
Emergency Operations Center and make these projects available to all local, regional
and State governments, as funding is available. Safeguard the projects by making
multiple copies available on CD’s and stored in multiple locations. Promote the sharing of
these projects and data on CD’s with other agencies.
Action 4.C.2 Support regional planning efforts for hazard mitigation and disaster recovery planning.
SECTIONFIVE Goals, Objectives and Actions
City of Chula Vista W:\27653042\00500 Hazard Mitigation Plan\FINAL\00500-c-r.doc\9-Mar-04\SDG 5-30
Goal 5: Reduce the possibility of damage and losses to existing assets,
particularly people, critical facilities/infrastructure, and City-
owned facilities, due to floods.
Objective 5.A: Develop a comprehensive approach to reducing the possibility of
damage and losses due to floods.
Action 5.A.1 Encourage the establishment or maintenance of adequate open space adjacent to
watercourses (General Plan Section 4.2, page 6-9), as funding is available.
Action 5.A.2 Prevent deposit of fill or construction within any floodway, as funding is available.
Action 5.A.3 Update Drainage Element of the General Plan based upon actual, developed
conditions (General Plan, GMOC Section), as funding is available.
Action 5.A.4 Continue to review applications for new development within the City in compliance
with the California Environmental Quality Act (CEQA) provisions set forth by the
State of California, thereby requiring individualized studies for flood hazards on an
as-needed basis and establishing mitigation measures for the development project
before construction begins.
Action 5.A.5 Monitor and enforce compliance with CEQA-mandated mitigation measures during
development and construction, as the development project requires.
Objective 5.B: Protect existing assets with the highest relative vulnerability to the
effects of floods within the 100-year floodplain.
Action 5.B.1 Continue to require structural flood control improvements of new development
where flooding is already a problem (existing ordinances).
Action 5.B.2 Update Drainage Element of the General Plan based upon actual, developed
conditions (General Plan, GMOC Section), as funding is available.
Action 5.B.3 Discourage the disruption of natural flowage patterns and encourage the maximum
use of natural drainage ways in new development (General Plan, Section 5.3,
Drainage and Flood Control Policies), as funding is available.
Objective 5.C: Minimize repetitive losses caused by flooding.
Action 5.C.1 Maintain databases of property flooding and damage to further identify and define
local hazard areas and to monitor floodplain management, as funding is available.
Action 5.C.2 Implement drainage improvements with an emphasis on improving downstream
facilities before improving upstream facilities, unless upstream mitigation (such as
detention or retention basins) is provided, as funding is available.
Action 5.C.3 Identify State and Federal funding sources available to either purchase or flood-
proof existing structures/facilities in flood-prone areas.
SECTIONFIVE Goals, Objectives and Actions
City of Chula Vista W:\27653042\00500 Hazard Mitigation Plan\FINAL\00500-c-r.doc\9-Mar-04\SDG 5-31
Goal 5: Reduce the possibility of damage and losses to existing assets,
particularly people, critical facilities/infrastructure, and City-
owned facilities, due to floods. (continued)
Objective 5.D: Request assistance from State and Federal governments, as
necessary, to enable the City to maintain compliance with the
National Flood insurance Program (NFIP) requirements.
Action 5.D.1 Periodically review City compliance with NFIP requirements, as funding is available.
Action 5.D.2 Submit Letters of Map Revision (LOMRs)/ Letters of Map Amendment (LOMAs) to
FEMA within a prescribed period of time upon completion of drainage improvements
or flood-proofing.
Action 5.D.3 Update Flood layers in GIS upon FEMA approval of LOMRs/LOMAs.
Objective 5.E: Identify data limitations needy to provide information about
relative vulnerability of assets from floods (e.g., Q3/digital
floodplain maps)
Action 5.E.1 Update Drainage Element of the General Plan using current data, based upon
actual, developed conditions and proposed development conditions, as funding is
available.
Action 5.E.2 Utilize empirical data to further define flood hazard models, as funding is available.
Goal 6: Reduce the possibility of damage and losses to existing assets,
particularly people, critical facilities/infrastructure, and State-
owned facilities, due to wildfires and structural fires.
Objective 6.A: Develop a comprehensive approach to reducing the possibility of
damage and losses due to wildfires.
Action 6.A.1 Ensure the open space around structures is sufficient to promote fire safety
(General Plan, page 8-7), as funding is available.
Action 6.A.2 Ensure the space separating buildings is consistent with the standards of fire-safety
practices (General Plan, page 8-7), as funding is available.
Action 6.A.3 Continue to review applications for new development within the City in compliance
with the California Environmental Quality Act (CEQA) provisions set forth by the
State of California, thereby requiring individualized studies for wildfire on an as-
needed basis and establishing mitigation measures for the development project
before construction begins.
Objective 6.B: Prevent the loss of life in wildland fires.
Action 6.B.1 Develop and promote public education programs in wildland fire safety and survival
for all residents adjacent to wildland areas, as funding is available.
SECTIONFIVE Goals, Objectives and Actions
City of Chula Vista W:\27653042\00500 Hazard Mitigation Plan\FINAL\00500-c-r.doc\9-Mar-04\SDG 5-32
Goal 6: Reduce the possibility of damage and losses to existing assets,
particularly people, critical facilities/infrastructure, and State-
owned facilities, due to wildfires and structural fires.
(continued)
Action 6.B.2 Add a Fire Educational Officer to the Fire department’s budget to implement Action
6.B.1 and ensure that the position is filled and has adequate resources, as funding
is available.
Action 6.B.3 Manage open space preserves in a manner that minimizes fuel loads, through
actions such as hand clearing, as funding is available.
Objective 6.C: Prevent the ignition of structures by wildland fires.
Action 6.C.1 Incorporate fire-resistant building materials and construction methods in new
development adjacent to wildlands, as funding is available.
Action 6.C.2 Ensure a defensible fire-fighting space adjacent to wildlands in new developments,
as funding is available.
Objective 6.D: Prevent wildland-caused structural conflagration.
Action 6.D.1 Pursue State and Federal funding for the elimination of combustible roofs and siding
on existing homes and structures.
Action 6.D.2 Adopt an ordinance requiring “Class A-rated” roofs and siding on all new and
remodeled structures, as funding is available.
Action 6.D.3 Require non-combustible window assemblies and double-pane glass in all new and
remodeled structures facing a wildland, as funding is available.
Objective 6.E: Prevent the encroachment of wildland fire upon the community.
Action 6.E.1 Require a “greenbelt” or other defensible zone, as topography dictates, along the
easterly edge of the easterly city limits, as funding is available.
Action 6.E.2 Improve and ensure adequate access to wildlands and adequate water supply for
firefighters, as funding is available.
Action 6.E.3 Increase budget to the Public Works/Operations Open Space Maintenance Section
for brush clearing, as funding is available.
Objective 6.F: Investigate the possibility of doing further Community Vegetation
Management Analysis.
Action 6.F.1 Investigate the possibility of preparing a Community Vegetation Management Plan,
as funding is available.
Action 6.F.2 Investigate the possibility of adopting a final Community Vegetation Management
Plan by Ordinance and ensure the enforcement thereof, as funding is available.
SECTIONFIVE Goals, Objectives and Actions
City of Chula Vista W:\27653042\00500 Hazard Mitigation Plan\FINAL\00500-c-r.doc\9-Mar-04\SDG 5-33
Goal 6: Reduce the possibility of damage and losses to existing assets,
particularly people, critical facilities/infrastructure, and State-
owned facilities, due to wildfires and structural fires.
(continued)
Objective 6.G: Identify data needed to provide information related to wildfires (e.g.,
a comprehensive database of California wildfires, a California
wildfire risk model, and relative vulnerability of assets).
Action 6 G.1 Develop GIS layer(s) showing history and frequency of major wildfire events, as
funding is available.
Action 6 G.2 Work with regional and federal agencies to establish procedures that will enable the
City to acquire near real-time data on wildfire extents to help improve EOC
response to an emergency. Establish a GIS project model that readily incorporates
such data to reduce the amount of time required to produce field maps, as funding
is available.
Goal 7: Reduce the possibility of damage and losses to existing assets,
particularly people, critical facilities/infrastructure, and State-
owned facilities, due to dam failure.
Objective 7.A: Develop a comprehensive approach for reducing the possibility of
damage and losses due to dam failure.
Action 7.A.1 Promote low intensity, non-residential land uses in dam inundation zones for future
development.
Action 7.A.2 Continue to review applications for new development within the City in compliance
with the California Environmental Quality Act (CEQA) provisions set forth by the
State of California, thereby requiring individualized studies for flood hazards on an
as-needed basis and establishing mitigation measures for the development project
before construction begins.
Action 7.A.3 Monitor and enforce compliance with CEQA mandated mitigation measures during
development and construction, as the development project requires.
Action 7.A.4 Review current dam failure information/data for clarity and accuracy, as funding is
available.
Action 7.A.5 Review current evacuation plans for accuracy and practicality, as funding is available.
Objective 7.B: Protect existing assets with the highest relative vulnerability to the
effects of dam failure.
SECTIONFIVE Goals, Objectives and Actions
City of Chula Vista W:\27653042\00500 Hazard Mitigation Plan\FINAL\00500-c-r.doc\9-Mar-04\SDG 5-34
Goal 7: Reduce the possibility of damage and losses to existing assets,
particularly people, critical facilities/infrastructure, and State-
owned facilities, due to dam failure. (continued)
Action 7.B.1 Identify and prioritize critical facilities within dam inundation zones.
Action 7.B.2 Identify vulnerable populations within dam inundation areas.
Action 7.B.3 Identify Federal and State funding to minimize/mitigate dam inundation hazards to
critical facilities and vulnerable populations.
Objective 7.C: Identify data needed to provide information about the relative
vulnerability of assets from dam failure.
Action 7.C.1 Revise plans/data periodically to adequately represent existing
conditions/vulnerable populations, as funding is available.
Action 7.C.2 Conduct survey of assets within dam inundation areas and assign attribute data to a
GIS layer (daytime vs. nighttime population, ease of evacuation, proximity to safety
zones, etc.); Assign vulnerability rankings to each asset; Create GIS project with
dam inundation and asset layers available for query and display, all as funding is
available.
Goal 8: Reduce the possibility of damage and losses to existing assets,
particularly people, critical facilities/infrastructure, and State-
owned facilities, due to geological hazards.
Objective 8.A: Develop a comprehensive approach to reducing the possibility of
damage and losses due to geological hazards.
Action 8.A.1 Ensure the space separating buildings is consistent with standards of fire-safety
practices (General Plan, page 1-26), as funding is available.
Action 8.A.2 Ensure the structural characteristics of soil and requirements contained in building
code determines the type of construction allowed (General Plan, page 1-26), as
funding is available.
Action 8.A.3 Ensure areas of development do not include hazard areas such as ancient
landslides, unstable soils, or active fault zones unless mitigated, as funding is
available.
Action 8.A.4 Ensure no lands are subdivided, developed or filled in the absence of supportable,
professional evidence that the proposed subdivision, development, or land fill would
be geologically safe (General Plan Safety Element Policy Statement 5), as funding
is available.
SECTIONFIVE Goals, Objectives and Actions
City of Chula Vista W:\27653042\00500 Hazard Mitigation Plan\FINAL\00500-c-r.doc\9-Mar-04\SDG 5-35
Goal 8: Reduce the possibility of damage and losses to existing assets,
particularly people, critical facilities/infrastructure, and State-
owned facilities, due to geological hazards. (continued)
Action 8.A.5 Continue to review applications for new development within the City in compliance
with the California Environmental Quality Act (CEQA) provisions set forth by the
State of California, thereby requiring individualized studies for geological hazards on
an as-needed basis and establishing mitigation measures for the development
project before construction begins.
Action 8.A.6 Monitor and enforce compliance with CEQA mandated mitigation measures during
development and construction, as the development project requires.
Objective 8.B: Protect existing assets with the highest relative vulnerability to the
effects of geological hazards.
Action 8.B.1 Wherever feasible, land uses and buildings which are determined to be unsafe from
geologic hazards shall be discontinued, removed, or relocated (General Plan Safety
Element Policy Statement 6), as funding is available.
Action 8.B.2 Establish a long-range, comprehensive plan for the elimination or mitigation of
existing hazardous land use conditions and public facilities, as funding is available.
Action 8.B.3 Seek State and Federal funding to mitigate existing geologic hazards.
Objective 8.C: Coordinate with and support existing efforts to mitigate geological
hazards (e.g., California Geological Survey, US Geological
Survey).
Action 8.C.1 Update GIS seismic data regularly to reflect new data from the California Geological
Survey and the US Geological Survey, as funding is available.
Action 8.C.2 The City’s seismic safety program shall be coordinated with the seismic safety
programs of the San Diego Association of Governments (SANDAG), the County of
San Diego, and other cities in the County (General Plan Safety Element Policy
Statement 4), as funding is available.
Objective 8.D: Identify data needed to provide information about the relative
vulnerability of assets from earthquakes (e.g., data on
structure/building types, reinforcements, etc.).
Action 8.D.1 Ensure the seismic safety program of the City of Chula Vista is based upon special
land regulations and land management zones, such as “seismic hazards
management zones” that require additional general and local geologic information
and the synthesis of seismic safety matrices (General Plan Safety Element Policy
Statement 12), as funding is available.
Action 8.D.2 Update existing geologic hazard information based upon up-to-date findings, such
as Preliminary and Final As-Graded Soils Reports for Land Development, as
funding is available.
SECTIONFIVE Goals, Objectives and Actions
City of Chula Vista W:\27653042\00500 Hazard Mitigation Plan\FINAL\00500-c-r.doc\9-Mar-04\SDG 5-36
Goal 8: Reduce the possibility of damage and losses to existing assets,
particularly people, critical facilities/infrastructure, and State-
owned facilities, due to geological hazards. (continued)
Action 8.D.3 Survey buildings most susceptible to failure and identify daytime and nighttime
populations and create GIS project to permit rapid data display and query, as
funding is available.
Objective 8.E: Assure that emergency service facilities and public buildings are
not constructed in hazard areas.
Action 8.E.1 Since damages can often be prevented or mitigated by effective governmental and
emergency services, ensure that emergency facilities, public buildings, and
communication and transportation centers are not established in close proximity to
fault traces (General Plan Safety Policy 9), as funding is available.
Action 8.E.2 Establish minimum criteria using all available hazard information in the selection of
appropriate sites for emergency service facilities and public buildings, as funding is
available.
5.4.2.3 Prioritization and Implementation of Action Items
Once the comprehensive list of jurisdictional goals, objectives, and action items listed above was
developed, the proposed mitigation actions were prioritized. This step resulted in a list of acceptable and
realistic actions that address the hazards identified in each jurisdiction. This prioritized list of action items
was formed by the LPG weighing STAPLEE criteria
The Disaster Mitigation Action of 2000 (at 44 CFR Parts 201 and 206) requires the development of an
action plan that not only includes prioritized actions but one that includes information on how the
prioritized actions will be implemented. Implementation consists of identifying who is responsible for
which action, what kind of funding mechanisms and other resources are available or will be pursued, and
when the action will be completed.
The top 10 prioritized mitigation actions as well as an implementation strategy for each are:
Action Item #1: Update the City’s General Plan periodically and recommend improvements to
the Safety Element, as funding is available.
Coordinating Individual/Organization: Planning & Building Department
Potential Funding Source: Developer Impact Fees, CDBG, General Fund
Implementation Timeline: 1 Year
Action Item #2: Update Drainage Element of the General Plan based upon actual, developed
conditions (General Plan, GMOC Section), as funding is available.
Coordinating Individual/Organization: Planning & Building Department, City Engineer
Potential Funding Source: Developer Impact Fees, CDBG, General Fund
SECTIONFIVE Goals, Objectives and Actions
City of Chula Vista W:\27653042\00500 Hazard Mitigation Plan\FINAL\00500-c-r.doc\9-Mar-04\SDG 5-37
Implementation Timeline: 1 Year
Action Item #3: Periodically review City compliance with NFIP requirements, as funding is
available.
Coordinating Individual/Organization: City Engineer, City Building Official
Potential Funding Source: General Fund
Implementation Timeline: 1 Year
Action Item #4: Update Flood layers in GIS upon FEMA approval of LOMRs/LOMAs.
Coordinating Individual/Organization: GIS, Public Works Department
Potential Funding Source: General Fund
Implementation Timeline: 1 Year
Action Item #5: Use hazard overlays to identify hazard-prone new development, as funding is
available.
Coordinating Individual/Organization: GIS, Planning & Building Department
Potential Funding Source: General Fund
Implementation Timeline: 1 Year
Action Item #6: Actively participate in the San Diego County Multi-Hazard Mitigation Plan
process.
Coordinating Individual/Organization: Interdepartmental Responsibility
Potential Funding Source: General Fund, HMGP funding
Implementation Timeline: 1-5 Years
Action Item #7: Continue to review applications for new development within the City in
compliance with the California Environmental Quality Act (CEQA) provisions
set forth by the State of California, thereby requiring individualized studies for
flood hazards on an as-needed basis and establishing mitigation measures for the
development project before construction begins.
Coordinating Individual/Organization: Department of Planning & Building Environmental
Section
Potential Funding Source: General Fund, Development Fees
Implementation Timeline: 1-5 Years
Action Item #8: Provide Chula Vista citizens with Community Emergency Response Team
training opportunities to increase public awareness of hazards and response to
hazards, as funding is available.
Coordinating Individual/Organization: Fire Department
SECTIONFIVE Goals, Objectives and Actions
City of Chula Vista W:\27653042\00500 Hazard Mitigation Plan\FINAL\00500-c-r.doc\9-Mar-04\SDG 5-38
Potential Funding Source: Citizen’s Corps Grants
Implementation Timeline: 1-5 Years
Action Item #9: Continue to require structural flood control improvements of new development
where flooding is already a problem (existing ordinances).
Coordinating Individual/Organization: City Engineer
Potential Funding Source: General Fund, Developer Fees
Implementation Timeline: 1-5 Years
Action Item #10: The Fire Department, via its Fire Prevention Bureau, will continue to cooperate
with the County Department of Environmental Health in promoting the safe
handling of hazardous chemicals in compliance with the Unified Fire Code and
applicable Hazardous Materials Regulations.
Coordinating Individual/Organization: Fire Department
Potential Funding Source: General Fund
Implementation Timeline: 1-5 Years
SECTIONFIVE Goals, Objectives and Actions
City of Coronado W:\27653042\00500 Hazard Mitigation Plan\FINAL\00500-c-r.doc\9-Mar-04\SDG 5-39
5.5 CITY OF CORONADO
The City of Coronado (Coronado) reviewed a set of jurisdictional-level hazard maps including detailed
critical facility information and localized potential hazard exposure/loss estimates to help identify the top
hazards threatening their jurisdiction. In addition, LPGs were supplied with exposure/loss estimates for
Coronado summarized in Table 5.5-1. See Section 4.0 for additional details.
Table 5.5-1
Summary of Potential Hazard-Related Exposure/Loss in Coronado
Residential Commercial Critical Facilities
Hazard Type
Exposed
Population
Number of
Residential
Buildings
Potential
Exposure/
Loss for
Residential
Buildings
(x $1,000)
Number of
Commercial
Buildings
Potential
Exposure/
Loss for
Commercial
Buildings
(x $1,000)
Number
of
Critical
Facilities
Potential
Exposure
for
Critical
Facilities
(x $1,000)
Coastal Storm /
Erosion 6 1 22,549 1 3,358 0 0
Dam Failure 89 27 2,200 0 0 2 1,332
Earthquake
(Annualized Loss -
Includes shaking,
liquefaction and
landslide components) 24,189 6,734 1,673 80 299 22* / 27**
6,499* /
36,541**
Floods (Loss)
100 Year 1,469 409 29,080 4 2,186 4 4,777
500 Year 2,155 600 37,464 5 2,745 6 6,376
Rain-Induced Landslide
High Risk 0 0 0 0 0 0 0
Moderate Risk 0 0 0 0 0 0 0
Tsunami 5,149 1,822 630,179 3 25,776 20 33,257
Wildfire/ Structure Fire
Extreme 0 0 0 0 0 0 0
Very High 0 0 0 0 0 0 0
High 0 0 0 0 0 0 0
Moderate 20,337 5,645 2,548,634 77 270,068 52 386,427
* Represents 100-year earthquake value under three earthquake scenarios (shake only, shake and liquefaction, and
shake and landslide).
** Represents 500-year earthquake value under three earthquake scenarios (shake only, shake and liquefaction, and
shake and landslide).
After reviewing the localized hazard maps and exposure/loss table above, the following hazards were
identified by the Coronado LPG as their top four. A brief rational for including each of these is included.
SECTIONFIVE Goals, Objectives and Actions
City of Coronado W:\27653042\00500 Hazard Mitigation Plan\FINAL\00500-c-r.doc\9-Mar-04\SDG 5-40
• Earthquake: The potential for loss of life, injuries, and damage to property, as well as disruption
of services, is significant.
• Coastal Storms/Flooding: Jurisdiction is surrounded by water. Coastal storms and flooding have
potential to cause losses.
• Tsunami: Jurisdiction is surrounded by water. There has been a history of tsunami effects felt in
the region.
• Manmade Hazards: The community hosts several sites/assets within and surrounding the
jurisdiction that may be at risk for potential manmade hazards.
5.5.1 Capabilities Assessment
The LPG identified current capabilities available for implementing hazard mitigation activities. The
Capability Assessment (Assessment) portion of the jurisdictional mitigation plan identifies administrative,
technical, legal and fiscal capabilities. This includes a summary of departments and their responsibilities
associated to hazard mitigation planning as well as codes, ordinances, and plans already in place
associated to hazard mitigation planning. The second part of the Assessment provides Coronado’s fiscal
capabilities that may be applicable to providing financial resources to implement identified mitigation
action items.
5.5.1.1 Existing Institutions, Plans, Policies and Ordinances
The following is a summary of existing departments in Coronado and their responsibilities related to
hazard mitigation planning and implementation, as well as existing planning documents and regulations
related to mitigation efforts within the community. The administrative and technical capabilities of
Coronado, as shown in Table 5.5-2, provides an identification of the staff, personnel, and department
resources available to implement the actions identified in the mitigation section of the Plan. Specific
resources reviewed include those involving technical personnel such as planners/engineers with
knowledge of land development and land management practices, engineers trained in construction
practices related to building and infrastructure, planners and engineers with an understanding of natural or
manmade hazards, floodplain managers, surveyors, personnel with GIS skills and scientists familiar with
hazards in the community.
SECTIONFIVE Goals, Objectives and Actions
City of Coronado W:\27653042\00500 Hazard Mitigation Plan\FINAL\00500-c-r.doc\9-Mar-04\SDG 5-41
Table 5.5-2
City of Coronado: Administrative and Technical Capacity
Staff/Personnel Resources Y/N Department/Agency and Position
A. Planner(s) or engineer(s) with knowledge of land development
and land management practices Y Community Development/
Associate Planner
B. Engineer(s) or professional(s) trained in construction practices
related to buildings and/or infrastructure Y Community Development/Senior
Building Inspector
C. Planners or Engineer(s) with an understanding of natural
and/or manmade hazards N
D. Floodplain manager N
E. Surveyors N
F. Staff with education or expertise to assess the community’s
vulnerability to hazards Y
Fire/Division Chief; Community
Development/Senior Planner;
Engineering/Principal Engineer;
Public Services/Services
Supervisor
G. Personnel skilled in GIS and/or HAZUS Y Public Services, Technicians
H. Scientists familiar with the hazards of the community N
I. Emergency manager Y Police and Fire Chiefs
J. Grant writers N
The legal and regulatory capabilities of Coronado are shown in Table 5.5-3, which presents the existing
ordinances and codes that affect the physical or built environment of Coronado. Examples of legal and/or
regulatory capabilities can include: the City’s building codes, zoning ordinances, subdivision ordnances,
special purpose ordinances, growth management ordinances, site plan review, general plans, capital
improvement plans, economic development plans, emergency response plans, and real estate disclosure
plans.
SECTIONFIVE Goals, Objectives and Actions
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Table 5.5-3
City of Coronado: Legal and Regulatory Capability
Regulatory Tools (ordinances, codes, plans) Local
Authority
(Y/N)
Does State
Prohibit?
(Y/N)
A. Building code Y N
B. Zoning ordinance Y N
C. Subdivision ordinance or regulations Y N
D. Special purpose ordinances (floodplain management, storm water management,
hillside or steep slope ordinances, wildfire ordinances, hazard setback requirements) Y N
E. Growth management ordinances (also called “smart growth” or anti-sprawl programs) N N
F. Site plan review requirements Y N
G. General or comprehensive plan Y N
H. A capital improvements plan Y N
I. An economic development plan N N
J. An emergency response plan Y N
K. A post-disaster recovery plan Y N
L. A post-disaster recovery ordinance Y N
M. Real estate disclosure requirements Y N
5.5.1.2 Fiscal Resources
Table 5.5-4 shows specific financial and budgetary tools available to Coronado such as community
development block grants; capital improvements project funding; authority to levy taxes for specific
purposes; fees for water, sewer, gas, or electric services; impact fees for homebuyers or developers for
new development; ability to incur debt through general obligations bonds; and withholding spending in
hazard-prone areas.
SECTIONFIVE Goals, Objectives and Actions
City of Coronado W:\27653042\00500 Hazard Mitigation Plan\FINAL\00500-c-r.doc\9-Mar-04\SDG 5-43
Table 5.5-4
City of Coronado: Fiscal Capability
Financial Resources Accessible or Eligible to Use
(Yes/No)
A. Community Development Block Grants (CDBG) Yes - Eligible in certain circumstances
B. Capital improvements project funding Yes - With Council approval
C. Authority to levy taxes for specific purposes Yes - With 2/3 voter approval
D. Fees for water, sewer, gas, or electric service Yes - For sewer only
E. Impact fees for homebuyers or developers for new developments/homes No
F. Incur debt through general obligation bonds Yes - With 2/3 voter approval
G. Incur debt through special tax and revenue bonds Yes - With 2/3 voter approval
H. Incur debt through private activity bonds No
I. Withhold spending in hazard-prone areas Yes
J. Other – SANDAG Grant No
K. Other – Other Grants No
5.5.2 Goals, Objectives and Actions
Listed below are Coronado’s specific hazard mitigation goals, objectives and related potential actions. For
each goal, one or more objectives have been identified that provide strategies to attain the goal. Where
appropriate, the City has identified a range of specific actions to achieve the objective and goal.
The goals and objectives were developed by considering the risk assessment findings, localized hazard
identification and loss/exposure estimates, and an analysis of the jurisdiction’s current capabilities
assessment. These preliminary goals, objectives and actions were developed to represent a vision of long-
term hazard reduction or enhancement of capabilities. To help in further development of these goals and
objectives, the LPG compiled and reviewed current jurisdictional sources including the City’s planning
documents, codes, and ordinances. In addition, City representatives met with consultant staff and/or OES
to specifically discuss these hazard-related goals, objectives and actions as they related to the overall
Plan. Representatives of numerous City departments involved in hazard mitigation planning, including
Fire, Police, and Public Works participated in the Coronado LPG. These members include:
• John Traylor, Director of Fire Services
• Dismas Abelman, Fire Division Chief
• Ed Kleeman, Community Development Senior Planner
• Charles Kamenides, Public Services Supervisor
Once developed, City staff presented them to the City of Coronado City Council for their approval.
Public meetings were held throughout the County to present these preliminary goals, objectives and
actions to citizens and to receive public input. At these meetings, specific consideration was given to
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hazard identification/profiles and the vulnerability assessment results. The following sections present the
hazard-related goals, objectives and actions as prepared by Coronado’s LPG in conjunction with the
Hazard Mitigation Working Group, locally elected officials, and local citizens.
5.5.2.1 Goals
The City of Coronado has developed the following 11 Goals for their Hazard Mitigation Plan (See
Attachment A for Goals 10 and 11).
Goal 1. Promote disaster-resistant future development.
Goal 2. Increase public understanding, support, and demand for effective hazard mitigation.
Goal 3. Build and support local capacity and commitment to continuously become less
vulnerable to hazards.
Goal 4. Improve coordination and communication with federal, state, local and tribal
governments.
“Reduce the possibility of damage and losses to existing assets, particularly people, critical
facilities/infrastructure, and State-owned facilities, due to”:
Goal 5. Floods.
Goal 6. Urban Conflagrations.
Goal 7. Severe Weather.
Goal 8. Dam Failure.
Goal 9. Geological Hazards.
Goal 10. Extremely Hazardous Materials Releases.
Goal 11. Other Manmade Hazards.
5.5.2.2 Objectives and Actions
The City of Coronado developed the following broad list of objectives and actions to assist in the
implementation of each of their 13 identified goals. The City of Coronado developed objectives to assist
in achieving their hazard mitigation goals. For each of these objectives, specific actions were developed
that would assist in their implementation. A discussion of the prioritization and implementation of the
action items is provided in Section 5.5.2.3
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Goal 1: Promote disaster resistant future development.
Objective 1.A: Maintain and update the general plans and zoning ordinances to
limit development in hazard areas.
Action 1.A.1 Enforce existing general plan policies to limit development in hazard zones.
Objective 1.B: Maintain and update building codes that protect renovated existing
assets and new development in hazard areas.
Action 1.B.1 Adopt building codes on a regular basis
Objective 1.C: Encourage consistent enforcement of general plans, zoning
ordinances, and building codes.
Action 1.C.1 Educate people responsible for enforcing codes
Objective 1.D: Discourage future development that exacerbates hazardous
conditions.
Action 1.A.1 Educate the public on known hazards
Goal 2: Promote public understanding, support and demand for
hazard mitigation.
Objective 2.A: Educate the public to increase awareness of hazards and
opportunities for mitigation actions.
Action 2.A.1 Conduct Community Emergency Response Team Training
Action 2.A.2 Release pertinent information through an Emergency Preparedness newsletter
Action 2.A.3 Conduct Learn Not to Burn Classes in local schools
Action 2.A.4 Release public education information on local cable TV.
Objective 2.B: Promote partnerships between the state, county and local
governments to identify, prioritize, and implement mitigation actions.
Action 2.B.1 Participate in Hazard Mitigation programs
Action 2.B.2 Participate in the Unified Disaster Council
Objective 2.C: Promote hazard mitigation in the business community.
Action 2.C.1 Conduct Fire Company Inspections
Action 2.C.2 Require fire sprinkler systems in all occupancies except R3s
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Goal 2: Promote public understanding, support and demand for
hazard mitigation. (continued)
Action 2.C.3 Provide Community Emergency Response Team training to the business
community
Objective 2.D: Monitor and publicize the effectiveness of mitigation actions
implemented.
Action 2.D.1 Publish an Emergency Preparedness Newsletter quarterly
Action 2.D.2 Release information to the public through the media
Action 2.D.3 Relay useful information through the Coronado Currents Newsletter
Objective 2.E: Discourage activities that exacerbate hazardous conditions.
Action 2.E.1 Conduct community education through newsletters, media releases and community forums
Action 2.E.2 Enforcement of actions that are in violation of Federal, State or local laws or codes
Goal 3: Build and support local capacity and commitment to
continuously become less vulnerable to hazards.
Objective 3.A: Increase awareness and knowledge of hazard mitigation principles
and practice among local officials.
Action 3.A.1 Conduct EOC training and drills
Objective 3.B: Develop model hazard mitigation plan.
Action 3.B.1 Participate in Hazard Mitigation Work Group
Objective 3.C: Provide web-based information regarding hazard mitigation on City
web site.
Action 3.C.1 Provide current information on emergency preparedness on City web-site
Goal 4: Improve hazard mitigation coordination and communication
with federal, state, local and tribal governments.
Objective 4.A: Establish and maintain closer working relationships with state
agencies, local and tribal governments.
Action 4.A.1 Work with the UDC at County OES
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Goal 4: Improve hazard mitigation coordination and communication
with federal, state, local and tribal governments. (continued)
Objective 4.B: Improve the City’s capability and efficiency at administering pre-
and post-disaster mitigation.
Action 4.B.1 Provide SEMS training for City personnel
Action 4.B.2 Conduct EOC drills
Goal 5: Reduce the possibility of damage and losses to existing assets,
particularly people, critical facilities/infrastructure, and City-
owned facilities, due to floods.
Objective 5.A: Develop a comprehensive approach to reducing the possibility of
damage and losses due to floods.
Action 5.A.1 Investigate methods to enhance survivability in low-lying areas
Action 5.A.2 Purchase/maintain equipment for water removal in area prone to flooding
Action 5.A.3 Maintain infrastructure in known flood areas
Objective 5.B: Coordinate with and support existing efforts to mitigate floods (e.g.,
US Army Corps of Engineers, US Bureau of Reclamation, San Diego
County Department of Water Resources).
Action 5.B.1 Make contacts and develop a network during EOC exercises
Goal 6: Reduce the possibility of damage and losses to existing assets,
particularly people, critical facilities/infrastructure, and City-
owned facilities, due to urban conflagrations.
Objective 6.A: Develop a comprehensive approach to reducing the possibility of
damage and losses due to urban conflagrations.
Action 6.A.1 Provide additional staffing and apparatus
Action 6.A.2 Coordinate mutual/automatic aid agreements
Action 6.A.3 Require a sprinkler ordinance
Objective 6.B: Protect existing assets with the highest relative vulnerability to the
effects of urban conflagrations.
Action 6.B.1 Require a sprinkler ordinance
Action 6.B.2 Coordinate mutual/automatic aid agreements
Action 6.B.3 Provide additional staffing and apparatus
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Goal 7: Reduce the possibility of damage and losses to existing assets,
particularly people, critical facilities/infrastructure, and City-
owned facilities, due to severe weather (e.g., El Nino storms/,
thunderstorms, lightening, tsunamis, and extreme
temperatures).
Objective 7.A: Develop a comprehensive approach to reducing the possibility of
damage and losses due to severe weather.
Action 7.A.1 Provide public education through Community Emergency Response Team training
Objective 7.B: Protect existing assets with the highest relative vulnerability to the
effects of weather.
Action 7.B.1 Maintain the infrastructure responsible for moving water
Action 7.B.2 Maintain equipment for moving water during a storm
Objective 7.C: Coordinate with and support existing efforts to mitigate severe
weather (e.g., National Weather Service).
Action 7.C.1 Include the NWS and the NOAA in our EOC Drills
Objective 7.D: Address identified data limitations regarding the lack of information
about the relative vulnerability of assets from severe weather (e.g.,
construction type, age, condition, compliance with current building
codes, etc.)
Goal 8: Reduce the possibility of damage and losses to existing assets,
particularly people, critical facilities/infrastructure, and State-
owned facilities, due to dam failure.
Objective 8.A: Develop a comprehensive approach to reducing the possibility of
damage and losses due to dam failure.
Action 8.A.1 This action items for Goal 7 also apply to these objectives.
Objective 8.B: Protect existing assets with the highest relative vulnerability to the
effects of dam failure.
Action 8.B.1 This action items for Goal 7 also apply to these objectives.
Objective 8.C: Address identified data limitations regarding the lack of information
about the relative vulnerability of assets from dam failure.
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Goal 9: Reduce the possibility of damage and losses to existing assets,
particularly people, critical facilities/infrastructure, and City-
owned facilities, due to geological hazards.
Objective 9.A: Develop a comprehensive approach to reducing the possibility of
damage and losses due to geological hazards.
Action 9.A.1 Maintain construction in fault zones
Action 9.A.2 Ensure all development in fault zones avoids or withstands geological hazards
Objective 9.B: Protect existing assets with the highest relative vulnerability to the
effects of geological hazards.
Action 9.B.1 Confirm building standards for new and existing buildings for geological
hazards
Objective 9.C: Address identified data limitations regarding the lack of information
about the relative vulnerability of assets from earthquakes (e.g., data
on structure/building types, reinforcements, etc.).
5.5.2.3 Prioritization and Implementation of Action Items
Once the comprehensive list of jurisdictional goals, objectives, and action items listed above was
developed, the proposed mitigation actions were prioritized. This step resulted in a list of acceptable and
realistic actions that address the hazards identified in each jurisdiction. This prioritized list of action items
was formed by the LPG weighing STAPLEE criteria
The Disaster Mitigation Action of 2000 (at 44 CFR Parts 201 and 206) requires the development of an
action plan that not only includes prioritized actions but one that includes information on how the
prioritized actions will be implemented. Implementation consists of identifying who is responsible for
which action, what kind of funding mechanisms and other resources are available or will be pursued, and
when the action will be completed.
The top 10 prioritized mitigation actions as well as an implementation strategy for each are:
Action Item # 1: Public education through the CERT program.
Coordinating Individual/Organization: Dismas Abelman / Fire Department;
Potential Funding Source: Coronado Fire Department Budget
Implementation Timeline: Completed through ongoing training
Action Item # 2: Inspections to verify accuracy of existing Hazard Materials databases
Coordinating Individual/Organization: Dismas Abelman / Fire Department
Potential Funding Source: Coronado Fire Department Budget
Implementation Timeline: Completed annually
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Action Item # 3: Pre-incident plan to mitigate hazards and maximize response
Coordinating Individual/Organization: Dismas Abelman / Fire Department
Potential Funding Source: Coronado Fire Department Budget
Implementation Timeline: 2004-2005
Action Item # 4: Participate in the Multi-Jurisdiction Hazard Mitigation Plan planning process.
Adopt and implement as much of the plan as practical
Coordinating Individual/Organization: Dismas Abelman / Fire Department
Potential Funding Source: Coronado Emergency Preparedness Department Budget
Implementation Timeline: Adoption by Coronado City Council by July 2004
Action Item # 5: Use an emergency preparedness newsletter to educate the public
Coordinating Individual/Organization: Dismas Abelman / Fire Department
Potential Funding Source: Coronado Fire Department Budget
Implementation Timeline: Presently implemented
Action Item # 6: Community forum to educate public on Hazard Materials and terrorism
Coordinating Individual/Organization: Dismas Abelman / Fire Department
Potential Funding Source: Funding sources not identified at this time
Implementation Timeline: Develop the program and present prior to Dec. 2005, present annually
thereafter
Action Item # 7: SEMS training for city personnel
Coordinating Individual/Organization: Dismas Abelman / Fire Department
Potential Funding Source: Coronado Fire Department Budget
Implementation Timeline: 2004-2005
Action Item # 8: Conduct EOC Drills
Coordinating Individual/Organization: Dismas Abelman / Fire Department
Potential Funding Source: Funding source not identified at this time
Implementation Timeline: 2004-2005, annually thereafter
Action Item # 9: Update Emergency Preparedness information on the City of Coronado website
Coordinating Individual/Organization: Dismas Abelman / Fire Department
Potential Funding Source: Funding sources not identified at this time
Implementation Timeline: During 2004 and on a regular basis afterwards
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Action Item # 10: Include other agencies in the EOC drills
Coordinating Individual/Organization: Dismas Abelman / Fire Department
Potential Funding Source: Funding sources not identified at this time
Implementation Timeline: 2004-2005, annually thereafter
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5.6 CITY OF DEL MAR
The City of Del Mar (Del Mar) reviewed a set of jurisdictional-level hazard maps including detailed
critical facility information and localized potential hazard exposure/loss estimates to help identify the top
hazards threatening their jurisdiction. In addition, LPGs were supplied with exposure/loss estimates for
Del Mar summarized in Table 5.6-1. See Section 4.0 for additional details.
Table 5.6-1
Summary of Potential Hazard-Related Exposure/Loss in Del Mar
Residential Commercial Critical Facilities
Hazard Type
Exposed
Population
Number of
Residential
Buildings
Potential
Exposure/
Loss for
Residential
Buildings
(x $1,000)
Number of
Commercial
Buildings
Potential
Exposure/
Loss for
Commercial
Buildings
(x $1,000)
Number
of
Critical
Facilities
Potential
Exposure
for
Critical
Facilities
(x $1,000)
Coastal Storm / Erosion 97 63 20,670 0 0 0 0
Dam Failure 1,814 894 260,224 8 41,008 34 71,512
Earthquake (Annualized
Loss - Includes
shaking, liquefaction
and landslide
components) 4,389 2,044 281 31 137 20* / 21**
490* /
5,281**
Floods (Loss)
100 Year 1,032 481 4,216 5 23,705 9 19,170
500 Year 1,063 495 5,717 6 2,641 10 21,170
Rain-Induced Landslide
High Risk 12 8 2,141 0 0 3 2,621
Moderate Risk 125 71 19,860 0 480 1 2,000
Tsunami 1,021 539 158,928 5 28,200 21 40,800
Wildfire/ Structure Fire
Extreme 0 0 0 0 0 0 0
Very High 0 0 0 0 0 0 0
High 43 10 2,617 0 0 0 0
Moderate 3,996 1,883 551,739 30 140,984 34 62,111
* Represents 100-year earthquake value under three earthquake scenarios (shake only, shake and liquefaction, and
shake and landslide).
** Represents 500-year earthquake value under three earthquake scenarios (shake only, shake and liquefaction, and
shake and landslide).
After reviewing the localized hazard maps and exposure/loss table above, the following hazards were
identified by the Del Mar LPG as their top five. A brief rational for including each of these is included.
• Coastal Storm/Erosion – Constant and historical.
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• Wildfire – Periodic Santa Ana conditions and fuel loads.
• Landslide – Coupled with above and earthquake/tsunami.
• Earthquake – Proximity to local faults.
• Tsunami – Proximity to Pacific Ocean.
5.6.1 Capabilities Assessment
The LPG identified current capabilities available for implementing hazard mitigation activities. The
Capability Assessment (Assessment) portion of the jurisdictional mitigation plan identifies administrative,
technical, legal and fiscal capabilities. This includes a summary of departments and their responsibilities
associated to hazard mitigation planning as well as codes, ordinances, and plans already in place
associated to hazard mitigation planning. The second part of the Assessment provides Del Mar’s fiscal
capabilities that may be applicable to providing financial resources to implement identified mitigation
action items.
5.6.1.1 Existing Institutions, Plans, Policies and Ordinances
The following is a summary of existing departments in Del Mar and their responsibilities related to hazard
mitigation planning and implementation, as well as existing planning documents and regulations related
to mitigation efforts within the community. The administrative and technical capabilities of Del Mar, as
shown in Table 5.6-2, provides an identification of the staff, personnel, and department resources
available to implement the actions identified in the mitigation section of the Plan. Specific resources
reviewed include those involving technical personnel such as planners/engineers with knowledge of land
development and land management practices, engineers trained in construction practices related to
building and infrastructure, planners and engineers with an understanding of natural or manmade hazards,
floodplain managers, surveyors, personnel with GIS skills and scientists familiar with hazards in the
community.
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Table 5.6-2
City of Del Mar: Administrative and Technical Capacity
Staff/Personnel Resources Y/N Department/Agency and Position
A. Planner(s) or engineer(s) with knowledge of land
development and land management practices Y Planning – Director of Community Development
B. Engineer(s) or professional(s) trained in construction
practices related to buildings and/or infrastructure Y Engineering – City Engineer
C. Planners or Engineer(s) with an understanding of
natural and/or manmade hazards Y Planning & Engineering - Director of Community
Development - City/Engineer
D. Floodplain manager Y Engineering – City Engineer
E. Surveyors N Engineering – City Engineer
F. Staff with education or expertise to assess the
community’s vulnerability to hazards Y Fire Department – Director of Public Safety
G. Personnel skilled in GIS and/or HAZUS Y SANDAG
H. Scientists familiar with the hazards of the community Y Consultants
I. Emergency manager Y Fire Department – Director of Public Safety
J. Grant writers N
The legal and regulatory capabilities of Del Mar are shown in Table 5.6-3, which presents the existing
ordinances and codes that affect the physical or built environment of Del Mar. Examples of legal and/or
regulatory capabilities can include: the City’s building codes, zoning ordinances, subdivision ordnances,
special purpose ordinances, growth management ordinances, site plan review, general plans, capital
improvement plans, economic development plans, emergency response plans, and real estate disclosure
plans.
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Table 5.6-3
City of Del Mar: Legal and Regulatory Capability
Regulatory Tools (ordinances, codes, plans) Local Authority
(Y/N)
Does State
Prohibit (Y/N)
A. Building code Y1 N
B. Zoning ordinance Y N
C. Subdivision ordinance or regulations Y N
D. Special purpose ordinances (floodplain management, storm water
management, hillside or steep slope ordinances, wildfire ordinances, hazard
setback requirements)
Y2
N
E. Growth management ordinances (also called “smart growth” or anti-sprawl
programs) Y N
F. Site plan review requirements Y N
G. General or comprehensive plan Y N
H. A capital improvements plan Y3 N
I. An economic development plan Y4 N
J. An emergency response plan Y N
K. A post-disaster recovery plan N N
L. A post-disaster recovery ordinance N N
M. Real estate disclosure requirements Y N
* (e.g. county, parish, or regional political entity), 1Building Code, 225% slopes, flood plain, smart-growth, 3Storm Drains, 4General Plan.
5.6.1.2 Fiscal Resources
Table 5.6-4 shows specific financial and budgetary tools available to Del Mar such as community
development block grants; capital improvements project funding; authority to levy taxes for specific
purposes; fees for water, sewer, gas, or electric services; impact fees for homebuyers or developers for
new development; ability to incur debt through general obligations bonds; and withholding spending in
hazard-prone areas.
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Table 5.6-4
City of Del Mar: Fiscal Capability
Financial Resources Accessible or Eligible to Use
(Yes/No)
A. Community Development Block Grants (CDBG) Y
B. Capital improvements project funding Y
C. Authority to levy taxes for specific purposes Y – Vote required
D. Fees for water, sewer, gas, or electric service Y
E. Impact fees for homebuyers or developers for new developments/homes N
F. Incur debt through general obligation bonds Y
G. Incur debt through special tax and revenue bonds Y – Vote required
H. Incur debt through private activity bonds N
I. Withhold spending in hazard-prone areas N
J. Other – SANDAG Grant N
K. Other – Other Grants N
5.6.2 Goals, Objectives and Actions
Listed below are Del Mar’s specific hazard mitigation goals, objectives and related potential actions. For
each goal, one or more objectives have been identified that provide strategies to attain the goal. Where
appropriate, the City has identified a range of specific actions to achieve the objective and goal.
The goals and objectives were developed by considering the risk assessment findings, localized hazard
identification and loss/exposure estimates, and an analysis of the jurisdiction’s current capabilities
assessment. These preliminary goals, objectives and actions were developed to represent a vision of long-
term hazard reduction or enhancement of capabilities. To help in further development of these goals and
objectives, the LPG compiled and reviewed current jurisdictional sources including the City’s planning
documents, codes, and ordinances. In addition, City representatives met with consultant staff and/or OES
to specifically discuss these hazard-related goals, objectives and actions as they related to the overall
Plan. Representatives of numerous City departments involved in hazard mitigation planning, including
Fire, Police, and Public Works participated in the Del Mar LPG. These members include:
• Joe Hoefgen, Assistant City Manager
• David Ott, Fire Chief
• David Holmerud, Deputy Fire Chief
• Linda Niles, Planning and Community Development Director
• David Scherer, Public Works Director
• Adam Birnbaum, Principal Planner
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Once developed, City staff presented them to the City of Del Mar City Council for their approval.
Public meetings were held throughout the County to present these preliminary goals, objectives and
actions to citizens and to receive public input. At these meetings, specific consideration was given to
hazard identification/profiles and the vulnerability assessment results. The following sections present the
hazard-related goals, objectives and actions as prepared by Del Mar’s LPG in conjunction with the
Hazard Mitigation Working Group, locally elected officials, and local citizens.
5.6.2.1 Goals
The City of Del Mar has developed the following 6 Goals for their Hazard Mitigation Plan (See
Attachment A for Goal 6).
Goal 1. Promote public understanding, support and demand for hazard mitigation.
Goal 2. Improve hazard mitigation coordination and communication with federal, state, local
and tribal governments.
Goal 3. Reduce the possibility of damage and losses to existing assets, particularly people,
critical facilities/infrastructure, and City-owned facilities, due to floods.
Goal 4. Reduce the possibility of damage and losses to existing assets, particularly people,
critical facilities/infrastructure, and City-owned facilities, due to wildfires.
Goal 5. Reduce the possibility of damage and losses to existing assets, particularly people,
critical facilities/infrastructure, and City-owned facilities, due to costal erosion and
geological hazards.
5.6.2.2 Objectives and Actions
The City of Del Mar developed the following broad list of objectives and actions to assist in the
implementation of each of their 6 identified goals. The City of Del Mar developed objectives to assist in
achieving their hazard mitigation goals. For each of these objectives, specific actions were developed that
would assist in their implementation. A discussion of the prioritization and implementation of the action
items is provided in Section 5.6.2.3.
Goal 1: Promote public understanding, support and demand for
hazard mitigation.
Objective 1.A: Educate the public to increase awareness of hazards and
opportunities for mitigation actions.
Action 1.A.1 Institutionalize hazard mitigation into City’s planning efforts
Action 1.A.2 Public workshops to discuss particular hazards and related mitigation measures
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Goal 1: Promote public understanding, support and demand for
hazard mitigation. (continued)
Objective 1.B: Promote partnerships between the state, counties, local and tribal
governments to identify, prioritize, and implement mitigation actions.
Action 1.B.1 Coordinate with regional efforts to share resources and knowledge
Action 1.B.2 Streamline policies to eliminate conflicts and duplication of effort
Objective 1.C: Promote hazard mitigation in the business community.
Action 1.C.1 Use business liaison and village merchants as conduits for information
Action 1.C.2 Explore opportunities to work with public/private partnerships
Objective 1.D: Monitor and publicize the effectiveness of mitigation actions
implemented locally.
Action 1.D.1 Utilize City web page, press releases and public meetings
Action 1.D.2 Train and review with staff implemented programs as part of regular training
Objective 1.E: Discourage activities that exacerbate hazardous conditions.
Action 1.E.1 Make hazard mitigation part of the planning and approval process
Action 1.E.2 Continued Code Enforcement activities targeting these conditions
Goal 2: Improve hazard mitigation coordination and communication
with federal, state, local and tribal governments.
Objective 2.A: Establish and maintain closer working relationships with state
agencies, local and tribal governments.
Action 2.A.1 Maintain partnerships in mitigation and disaster planning
Action 2.A.2 Explore opportunities for additional funding through cooperative efforts
Objective 2.B: Encourage other organizations to incorporate hazard mitigation
activities.
Action 2.B.1 Work with business and environmental community to understand importance of
hazard mitigation planning.
Objective 2.C: Improve the City’s capability and efficiency at administering pre-
and post-disaster mitigation.
Action 2.C.1 Find additional training opportunities for staff
Action 2.C.2 Establish training schedule for tabletop exercises
Action 2.B.3 Make this institutional for the staff
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Goal 3: Reduce the possibility of damage and losses to existing assets,
particularly people, critical facilities/infrastructure, and City-
owned facilities, due to floods.
Objective 3.A: Develop a comprehensive approach to reducing the possibility of
damage and losses due to floods.
Action 3.A.1 Clear identification of potential flood prone areas
Action 3.A.2 Promote monitoring and maintenance of flood control channels
Action 3.A.3 Develop pre-incident action plans for affected areas
Objective 3.B: Coordinate with and support existing efforts to mitigate floods (e.g.,
US Army Corps of Engineers, US Bureau of Reclamation, San Diego
County Department of Water Resources).
Action 3.B.1 Streamline policies to eliminate conflicts and duplication of effort
Action 3.B.2 Enforce regulatory measures related to development within 100-year flood plain
Objective 3.C: Minimize repetitive losses caused by flooding
Action 3.C.1 Restrict ability to re-build unless mitigation measures to avoid repeats are taken
Objective 3.D: Address identified data limitations regarding the lack of information
about relative vulnerability of assets from floods
Action 3.D.1 Work with regional agencies, (OES, UDC, SanGis) to accurately map affected areas
Action 3.D.2 Share and train with acquired information with all city department’s and personnel
Action 3.D.3 Coordinate with City of Solana Beach joint training opportunities between staffs
Goal 4: Reduce the possibility of damage and losses to existing assets,
particularly people, critical facilities/infrastructure, and City-
owned facilities, due to wildfires.
Objective 4.A: Develop a comprehensive approach to reducing the possibility of
damage and losses due to wildfires.
Action 4.A.1 Annually review and update wildland pre-plans for firefighting forces
Action 4.A.2 Maximize utilization of outside firefighting equipment and staff resources
Action 4.A.3 Implement Fire Code enhancements for wildland-urban interface
Objective 4.B: Coordinate with and support existing efforts to mitigate wildfire
hazards (e.g., County or San Diego & State of California).
Action 4.B.1 Develop mitigation measures to enhance protection of homes along Crest Canyon
Action 4.B.2 Work in conjunction and cooperation with City of San Diego to achieve mitigation efforts
Action 4.B.3 Coordinate with other agencies to ensure consistency among standards
SECTIONFIVE Goals, Objectives and Actions
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Goal 5: Reduce the possibility of damage and losses to existing assets,
particularly people, critical facilities/infrastructure, and City-
owned facilities, due to coastal erosion and geological hazards.
Objective 5.A: Develop a comprehensive approach to reducing the possibility of
damage and losses due to geological hazards.
Action 5.A.1 Continue to explore strategies and opportunities for sand replenishment
Action 5.A.2 Finish development local coastal plan
Objective 5.B: Protect existing assets with the highest relative vulnerability to the
effects of geological hazards.
Action 5.B.1 Continue administration of local coastal plan to address bluff protection measures
Action 5.B.2 Monitor existing protective measures taken to assure their continued effectiveness
5.6.2.3 Prioritization and Implementation of Action Items
Once the comprehensive list of jurisdictional goals, objectives, and action items listed above was
developed, the proposed mitigation actions were prioritized. This step resulted in a list of acceptable and
realistic actions that address the hazards identified in each jurisdiction. This prioritized list of action items
was formed by the LPG weighing STAPLEE criteria
The Disaster Mitigation Action of 2000 (at 44 CFR Parts 201 and 206) requires the development of an
action plan that not only includes prioritized actions but one that includes information on how the
prioritized actions will be implemented. Implementation consists of identifying who is responsible for
which action, what kind of funding mechanisms and other resources are available or will be pursued, and
when the action will be completed.
The top 10 prioritized mitigation actions as well as an implementation strategy for each are:
Priority Action #1: Develop a comprehensive approach to reducing the possibility of damage and
losses due to geological hazards. Explore strategies to develop an early
warning/public emergency notification system. Finish development of a
comprehensive evacuation plan.
Coordinating Individual/Organization: Planning & Community Development, Fire Department, and
Assistant City Manager/Director of Public Safety
Potential Funding Source: General Fund and Grants
Implementation Timeline: February 2004 to June 2006
Priority Action #2: Protect existing assets with the highest relative vulnerability to the effects of
geological hazards. Continue efforts to relocate the train tracks off the costal
bluff region Develop plans to retrofit the coast highway bridge to existing
earthquake standards Monitor existing protective measures to assure continued
SECTIONFIVE Goals, Objectives and Actions
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improvement and effectiveness in addressing the effects of geological hazards
local land mass and infrastructure.
Coordinating Individual/Organization: Planning & Community Development
Potential Funding Source: General Fund, Grants and Private Funding
Implementation Timeline: On-going
Priority Action #3: Coordinate with and support existing efforts to mitigate wildfire hazards (e.g.,
County or San Diego & State of California). Develop mitigation measures to
enhance protection of homes along and in the Crest Canyon area. Work in
conjunction and cooperation with the applicable regulatory governmental
agencies. Coordinate with other agencies to ensure consistency among standards.
Coordinating Individual/Organization: Fire Department and Planning & Community
Development
Potential Funding Source: General Fund and Grants
Implementation Timeline: February 2004 to June 2006
Priority Action #4: Develop a comprehensive approach to reducing the possibility of damage and
losses due to wildfires. Annually review and update wildland pre-plans for
firefighting forces. Maximize utilization of outside firefighting equipment and
staff resources. Implement Fire Code enhancements for wildland-urban interface.
Coordinating Individual/Organization: Fire Department
Potential Funding Source: General Fund
Implementation Timeline: March 2004 to June 2006
Priority Action #5: Develop a comprehensive approach to reducing the possibility of damage and
losses due to other manmade hazards. Coordinate with other agencies on training
and planning for terrorist related activities. Maintain communications links with
regards to threat assessments and dissemination of information.
Coordinating Individual/Organization: Fire Department
Potential Funding Source: General Fund and Grants
Implementation Timeline: On-going
Priority Action #6: Address identified data limitations regarding the lack of information about
relative vulnerability of assets from floods. Work with regional agencies, (ODP,
SanGis) to accurately map affected areas. Share and train with acquired
information with all city department’s and personnel. Coordinate with City of
Solana Beach joint training opportunities between staffs.
Coordinating Individual/Organization: Public Works, Planning & Community Development,
and Fire and Lifeguard Departments
SECTIONFIVE Goals, Objectives and Actions
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Potential Funding Source: General Fund
Implementation Timeline: On-going
Priority Action #7: Protect existing assets with the highest relative vulnerability to the effects of
other manmade hazards. Evaluate access levels to public facilities restrict access
where necessary. Evaluate infrastructure and facilities for additional security
measures as required.
Coordinating Individual/Organization: Assistant City Manager/Director of Public Safety
Potential Funding Source: General Fund and Grants
Implementation Timeline: July 2004 to June 2006
Priority Action #8: Monitor and publicize the effectiveness of mitigation actions implemented
locally. Utilize City newsletter, press releases and public meetings. Train and
review with staff implemented programs as part of regular training.
Coordinating Individual/Organization: Assistant City Manager/Director of public Safety
Potential Funding Source: General Fund
Implementation Timeline: July 2004 to June 2006
Priority Action #9: Discourage activities that exacerbate hazardous conditions. Make hazard
mitigation part of the planning and approval process. Stepped up Code
Enforcement activities targeting these conditions.
Coordinating Individual/Organization: Planning & Community Development & Code
Enforcement
Potential Funding Source: General Fund
Implementation Timeline: July 2003 to June 2006
Priority Action #10: Improve the City’s capability and efficiency at administering pre-and post-
disaster mitigation. Find additional training opportunities for staff. Establish
training schedule for tabletop exercises. Make this institutional for the staff.
Coordinating Individual/Organization: Fire Department
Potential Funding Source: General Fund and Grants
Implementation Timeline: July 2004 to June 2006
SECTIONFIVE Goals, Objectives and Actions
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SECTIONFIVE Goals, Objectives and Actions
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5.7 CITY OF EL CAJON
The City of El Cajon (El Cajon) reviewed a set of jurisdictional-level hazard maps including detailed
critical facility information and localized potential hazard exposure/loss estimates to help identify the top
hazards threatening their jurisdiction. In addition, LPGs were supplied with exposure/loss estimates for El
Cajon summarized in Table 5.7-1. See Section 4.0 for additional details.
Table 5.7-1
Summary of Potential Hazard-Related Exposure/Loss in El Cajon
Residential Commercial Critical Facilities
Hazard Type
Exposed
Populatio
n
Number of
Residential
Buildings
Potential
Exposure/
Loss for
Residential
Buildings
(x $1,000)
Number of
Commercial
Buildings
Potential
Exposure/
Loss for
Commercial
Buildings
(x $1,000)
Number
of
Critical
Facilities
Potential
Exposure
for
Critical
Facilities
(x $1,000)
Coastal Storm / Erosion 0 0 0 0 0 0 0
Dam Failure 0 0 0 0 0 0 0
Earthquake (Annualized
Loss - Includes shaking,
liquefaction and
landslide components) 94,531 18,124 2,058 299 944
116* /
119**
18,873* /
71,278**
Floods (Loss)
100 Year 3,562 683 89,232 26 46,466 4 5,083
500 Year 4,096 786 101,929 30 53,145 31 176,196
Landslide
High Risk Rain-Induced 6,346 2,276 549,540 1 20,072 11 109,858
Moderate Risk Rain-
Induced 4,494 1,305 285,104 1 6,826 3 5,000
Tsunami 0 0 0 0 0 0 0
Wildfire/ Structure Fire
Extreme 0 0 0 0 0 0 0
Very High 89 28 7,009 0 0 0 0
High 41 13 3,877 0 0 1 2,000
Moderate 94,216 18,034 5,795,780 299 1,255,948 143 1,470,268
* Represents 100-year earthquake value under three earthquake scenarios (shake only, shake and liquefaction, and
shake and landslide).
** Represents 500-year earthquake value under three earthquake scenarios (shake only, shake and liquefaction, and
shake and landslide).
After reviewing the localized hazard maps and exposure/loss table above, the following hazards were
identified by the El Cajon LPG as their top six. A brief rational for including each of these is included.
SECTIONFIVE Goals, Objectives and Actions
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• Hazardous Materials: A major transportation corridor exists which includes two major freeways.
The City also houses several facilities that utilize significant amounts of hazardous materials.
• Wildland Fire: A wildland/urban interface exists in significant amounts in canyon rims with high
value residential sites.
• Earthquake: Numerous high density, high rise facilities exist with potential loss of life, injuries
and damage to property, as well as disruption of services which affects the City as well as
surrounding jurisdictions.
• Landslide: Known previous landslide areas due to soil composition.
• Flooding: Some minor flood prone areas in the City.
• Terrorism or Other Manmade Events: Current and future projections for terrorism cause concerns
regarding the population, community assets and city infrastructure.
5.7.1 Capabilities Assessment
The LPG identified current capabilities available for implementing hazard mitigation activities. The
Capability Assessment (Assessment) portion of the jurisdictional mitigation plan identifies administrative,
technical, legal and fiscal capabilities. This includes a summary of departments and their responsibilities
associated to hazard mitigation planning as well as codes, ordinances, and plans already in place
associated to hazard mitigation planning. The second part of the Assessment provides El Cajon’s fiscal
capabilities that may be applicable to providing financial resources to implement identified mitigation
action items.
5.7.1.1 Existing Institutions, Plans, Policies and Ordinances
The following is a summary of existing departments in El Cajon and their responsibilities related to
hazard mitigation planning and implementation, as well as existing planning documents and regulations
related to mitigation efforts within the community. The administrative and technical capabilities of El
Cajon, as shown in Table 5.7-2, provides an identification of the staff, personnel, and department
resources available to implement the actions identified in the mitigation section of the Plan. Specific
resources reviewed include those involving technical personnel such as planners/engineers with
knowledge of land development and land management practices, engineers trained in construction
practices related to building and infrastructure, planners and engineers with an understanding of natural or
manmade hazards, floodplain managers, surveyors, personnel with GIS skills and scientists familiar with
hazards in the community.
• City of El Cajon Department of Community Development
– Building Division-Building Code: Plan checks and building inspections.
– Planning Division-Zoning Ordinance: Limitations on the locations of certain land uses and
the need for public hearings.
– Planning Division-Subdivision Ordinance: Regulations may be considered an impediment
timely mitigation.
SECTIONFIVE Goals, Objectives and Actions
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– Planning Division-Site Plan Review (Site Development Plan – SDP): The SDP process avoids
unnecessary delays and involves no public hearings, so it can expedite projects that.
– Planning Division-General Plan (GP): The GP would become a factor in a mitigation plan if
it were deemed necessary to permanently change land uses.
– Planning Division-Capital Improvement Plans (CIP): The CIP must be reviewed by the
Planning Commission and found to be in conformance with the General Plan
• City of El Cajon Public Works Department
– Subdivision Ordinance: Subdivision regulations are primarily state mandated, but locally
implemented.
– Capital Improvement Plans (CIP): Some capital improvement projects will also mitigate
related hazards.
• City of El Cajon Finance Department
– Capital Improvement Plans (CIP): Some capital improvement projects will also mitigate
related hazards.
• Redevelopment Agency (RA)
– Economic Development Plans (EDP)
• City of El Cajon Fire Department
– Emergency Response Plans
Table 5.7-2
City of El Cajon: Administrative and Technical Capacity
Staff/Personnel Resources Y/N Department/Agency and Position
A. Planner(s) or engineer(s) with knowledge of land
development and land management practices Y Public Works and Community Development
B. Engineer(s) or professional(s) trained in construction
practices related to buildings and/or infrastructure Y Public Works and Community Development
C. Planners or Engineer(s) with an understanding of
natural and/or manmade hazards Y Engineers and Planning
D. Floodplain manager Don’t Know
E. Surveyors Y Public Works and Engineering
F. Staff with education or expertise to assess the
community’s vulnerability to hazards Y Fire. Police
G. Personnel skilled in GIS and/or HAZUS Y Public Works
H. Scientists familiar with the hazards of the community N
I. Emergency manager Y Fire Department
Grant writers Y Fire, Police, Community Development
The legal and regulatory capabilities of El Cajon are shown in Table 5.7-3, which presents the existing
ordinances and codes that affect the physical or built environment of El Cajon. Examples of legal and/or
regulatory capabilities can include: the City’s building codes, zoning ordinances, subdivision ordnances,
SECTIONFIVE Goals, Objectives and Actions
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special purpose ordinances, growth management ordinances, site plan review, general plans, capital
improvement plans, economic development plans, emergency response plans, and real estate disclosure
plans.
Table 5.7-3
City of El Cajon: Legal and Regulatory Capability
Regulatory Tools (ordinances, codes, plans) Local
Authority (Y/N)
Does State
Prohibit? (Y/N)
A. Building code Y N
B. Zoning ordinance Y N
C. Subdivision ordinance or regulations Y N
D. Special purpose ordinances (floodplain management, storm water
management, hillside or steep slope ordinances, wildfire ordinances, hazard
setback requirements)
Y N
E. Growth management ordinances (also called “smart growth” or anti-sprawl
programs) Y N
F. Site plan review requirements Y N
G. General or comprehensive plan Y N
H. A capital improvements plan Y N
I. An economic development plan Y N
J. An emergency response plan Y N
K. A post-disaster recovery plan N N
L. A post-disaster recovery ordinance N N
M. Real estate disclosure requirements N N
5.7.1.2 Fiscal Resources
Table 5.7-4 shows specific financial and budgetary tools available to El Cajon such as community
development block grants; capital improvements project funding; authority to levy taxes for specific
purposes; fees for water, sewer, gas, or electric services; impact fees for homebuyers or developers for
new development; ability to incur debt through general obligations bonds; and withholding spending in
hazard-prone areas.
SECTIONFIVE Goals, Objectives and Actions
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Table 5.7-4
City of El Cajon: Fiscal Capability
Financial Resources Accessible or Eligible to Use
(Yes/No)
A. Community Development Block Grants (CDBG) Qualified – Income
Requirements
B. Capital improvements project funding Yes
C. Authority to levy taxes for specific purposes Limited
D. Fees for water, sewer, gas, or electric service Yes
E. Impact fees for homebuyers or developers for new developments/homes Yes
F. Incur debt through general obligation bonds Yes
G. Incur debt through special tax and revenue bonds Yes
H. Incur debt through private activity bonds UK
I. Withhold spending in hazard-prone areas Yes
J. Other – SANDAG Grant Yes
K. Other – Other Grants Yes
5.7.2 Goals, Objectives and Actions
Listed below are El Cajon’s specific hazard mitigation goals, objectives and related potential actions. For
each goal, one or more objectives have been identified that provide strategies to attain the goal. Where
appropriate, the City has identified a range of specific actions to achieve the objective and goal.
The goals and objectives were developed by considering the risk assessment findings, localized hazard
identification and loss/exposure estimates, and an analysis of the jurisdiction’s current capabilities
assessment. These preliminary goals, objectives and actions were developed to represent a vision of long-
term hazard reduction or enhancement of capabilities. To help in further development of these goals and
objectives, the LPG compiled and reviewed current jurisdictional sources including the City’s planning
documents, codes, and ordinances. In addition, City representatives met with consultant staff and/or OES
to specifically discuss these hazard-related goals, objectives and actions as they related to the overall
Plan. Representatives of numerous City departments involved in hazard mitigation planning, including
Fire, Police, and Public Works provided input to the El Cajon LPG. The El Cajon LPG members were:
• Gary Buchholz, Division Chief
• Ted Kakuris, Fire Captain
• Al Cablay, Public Works Superintendent
• Dewayne Guyer, Asst. Director of Planning
• Mike Shelton, Director of Finance
• Tom Gay, Police Lieutenant
SECTIONFIVE Goals, Objectives and Actions
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Once developed, City staff presented them to the City of El Cajon City Council for their approval.
Public meetings were held throughout the County to present these preliminary goals, objectives and
actions to citizens and to receive public input. At these meetings, specific consideration was given to
hazard identification/profiles and the vulnerability assessment results. The following sections present the
hazard-related goals, objectives and actions as prepared by El Cajon’s LPG in conjunction with the
Hazard Mitigation Working Group, locally elected officials, and local citizens.
5.7.2.1 Goals
The City of El Cajon has developed the following 10 Goals for their Hazard Mitigation Plan (See
Attachment A for Goals 9 and 10).
Goal 1. Promote disaster-resistant future development.
Goal 2. Increase public understanding, support and demand for effective hazard mitigation.
Goal 3. Build and support local capacity and commitment to continuously become less
vulnerable to hazards.
Goal 4. Improve hazard mitigation coordination and communication with federal, state, local
and tribal governments.
“Reduce the possibility of damage and losses to existing assets, particularly people, critical
facilities/infrastructure, and City-owned facilities, due to”:
Goal 5. Floods.
Goal 6. Wildfires.
Goal 7. Severe Weather (e.g., El Nino Storms, thunderstorms, lightening, tsunamis, and extreme
temperatures).
Goal 8. Geological Hazards.
Goal 9. Hazardous Materials.
Goal 10. Other Manmade Hazards.
5.7.2.2 Objectives and Actions
The City of El Cajon developed the following broad list of objectives and actions to assist in the
implementation of each of their 10 identified goals. The City of El Cajon developed objectives to assist in
achieving their hazard mitigation goals. For each of these objectives, specific actions were developed that
would assist in their implementation. A discussion of the prioritization and implementation of the action
items is provided in Section 5.7.2.3.
SECTIONFIVE Goals, Objectives and Actions
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Goal 1: Promote disaster resistant future development.
Objective 1.A: Encourage and facilitate the development or updating of general
plans and zoning ordinances to limit development in hazard areas.
Action 1.A.1 Recommend update system for the safety element of the General Plan.
Objective 1.B: Encourage and facilitate the adoption of building codes that
protect renovated existing assets and new development in hazard
areas.
Action 1.B.1 Adopt and continue to update various uniform codes that pertain to safety issues.
Objective 1.C: Discourage future development that exacerbates hazardous
conditions.
Action 1.C.1 Maintain a mapping system.
Action 1.C.2 Require an Environmental Impact Report to identify degree of risk.
Action 1.C.3 Recommend mitigation to eliminate risks.
Goal 2: Promote public understanding, support and demand for
hazard mitigation.
Objective 2.A: Educate the public to increase awareness of hazards and
opportunities for mitigation actions.
Action 2.A.1 Use established media including web page, newsletter and City correspondence.
Action 2.A.2 Include in public education activities.
Action 2.A.3 Inform the public regarding hazard mitigation.
Objective 2.B: Promote partnerships between the state, counties, local and tribal
governments to identify, prioritize, and implement mitigation
actions.
Action 2.B.1 Continue Unified Disaster Council membership.
Action 2.B.2 Promote regional planning with surrounding jurisdictions.
Objective 2.C: Promote hazard mitigation in the business community.
Action 2.C.1 Provide public education to area service groups.
Action 2.C.2 Explore including hazard mitigation in business license renewal documents.
SECTIONFIVE Goals, Objectives and Actions
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Goal 3: Build and support local capacity and commitment to
continuously become less vulnerable to hazards.
Objective 3.A: Increase awareness and knowledge of hazard mitigation principles
and practices among City employees.
Action 3.A.1 Train employees in potential hazards.
Objective 3.B: Explore developing a web-based Hazard Mitigation Planning
System and provide technical assistance.
Action 3.B.1 Include on the City website with methods for hazard reporting.
Goal 4: Improve hazard mitigation coordination and communication
with federal, state, local and tribal governments.
Objective 4.A: Establish and maintain closer working relationships with state
agencies, local and tribal governments.
Action 4.A.1 Operate the City’s Emergency Operation Center following the Standardized
Emergency System (SEMS) and Incident Command System (ICS).
Objective 4.B: Improve the City’s capability and efficiency at administering pre-
and post-disaster mitigation.
Action 4.B.1 Participate in the development and execution of Emergency Operations Center
(EOC) and table top and functional disaster exercises.
Goal 5: Reduce the possibility of damage and losses to existing assets,
particularly people, critical facilities/infrastructure, and City-
owned facilities, due to floods.
Objective 5.A: Develop a comprehensive approach to reducing the possibility of
damage and losses due to floods.
Action 5.A.1 Continue to ensure finish floor elevations of new development are at least above the
100 year flood plain.
Action 5.A.2 Continue to require drainage studies for major projects to ensure adequate
measures are incorporated and that they do not adversely affect downstream or
other surrounding properties.
Action 5.A.3 Continue to periodically evaluate drainage fees to ensure new development pays
their fair share of offsite improvements.
Action 5.A.4 Continue to limit uses in floodways to those tolerant of occasional flooding.
SECTIONFIVE Goals, Objectives and Actions
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Goal 5: Reduce the possibility of damage and losses to existing assets,
particularly people, critical facilities/infrastructure, and City-
owned facilities, due to floods. (continued)
Action 5.A.5 Continue to design new critical facilities to minimize potential flood damage. Such
facilities include those that provide emergency response like hospitals, fire stations,
police stations, civil defense headquarters, utility lifelines, and ambulance services.
Such facilities also include those that do not provide emergency response but
attract large numbers of people, such as schools, theaters, and other public
assembly facilities with capacities greater than 100 people.
Objective 5.B: Protect existing assets with the highest relative vulnerability to the
effects of floods within the 100-year floodplain.
Action 5.B.1 Continue to maintain flood control channels and storm drains, in accordance with
habitat preservation policies, through periodic dredging, repair, de-silting, and
clearing to prevent any loss in their effective use.
Action 5.B.2 Continue to identify and prioritize flood control projects.
Action 5.B.3 Continue to pursue available grant funds for flood control projects.
Action 5.B.4 Continue to participate in the National Flood Insurance Program and requirement to
review applications for conformance with NFIP standards.
Objective 5.C: Minimize repetitive losses caused by flooding.
Action 5.C.1 Continue preventative maintenance and inspection of floodway structures, storm
drains, etc. consistent with applicable standards.
Action 5.C.2 Continue to improve drainage courses in an environmentally sensitive manner to
eliminate repetitive events.
Goal 6: Reduce the possibility of damage and losses to existing assets,
particularly people, critical facilities/infrastructure, and City-
owned facilities, due to wildfires.
Objective 6.A: Develop a comprehensive approach to reducing the possibility of
damage and losses due to wildfires.
Action 6.A.1 Continue to require the application of California Fire Code Article 86, pertaining to
Fire Protection Plans (FPP). The FPP will provide for 100’ of vegetation
management (per CA Government Code 51182 and the MOU between the U.S.
Fish and Wildlife Service, Calif. Department of Fish and Game, CDF, and the San
Diego County Fire Chiefs Association) around all new structures or require
equivalent construction methods as determined by a technical fire analysis.
SECTIONFIVE Goals, Objectives and Actions
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Goal 6: Reduce the possibility of damage and losses to existing assets,
particularly people, critical facilities/infrastructure, and City-
owned facilities, due to wildfires. (continued)
Action 6.A.2 Continue to ensure that street widths, paving, and grades can accommodate
emergency vehicles. Also continue to require 30’ of vegetation management on all
street segments without improved lots.
Action 6.A.3 Continue to require fire resistant construction materials in all areas.
Objective 6.B: Protect existing assets with the highest relative vulnerability to the
effects of wildfires.
Action 6.B.1 Continue to maintain the City’s weed abatement ordinance.
Objective 6.C: Coordinate with and support existing efforts to mitigate wildfire
hazards (e.g., US Forest Service, Bureau of Land Management).
Action 6.C.1 Continue to participate in the California Fire Master Mutual Aid Agreement, the San
Diego County Fire Master Mutual Aid Agreement, and the Heartland Zone
Automatic Aid Agreement.
Objective 6.D: Maintain adequate emergency response capabilities.
Action 6.C.1 Continue to evaluate service level impacts and needs as part of the review of major
projects.
Goal 7: Reduce the possibility of damage and losses to existing assets,
particularly people, critical facilities/infrastructure, and City-
owned facilities, due to severe weather (e.g., El Nino storms/,
thunderstorms, lightening, tsunamis, and extreme
temperatures).
Objective 7.A: Develop a comprehensive approach to reducing the possibility of damage
and losses due to severe weather.
Action 7.A.1 Continue to perform preventative maintenance and inspection of
buildings/structures that utilize roof drain inlets, piping and substructures.
Action 7.A.2 Continue to ensure that existing and new storm drain and street capacities are
adequate to manage a 100 year flood event.
Action 7.A.3 Continue to ensure that new construction projects include surface drainage
management that will preserve the integrity of the facility and public
infrastructure.
SECTIONFIVE Goals, Objectives and Actions
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Goal 7: Reduce the possibility of damage and losses to existing assets,
particularly people, critical facilities/infrastructure, and City-
owned facilities, due to severe weather (e.g., El Nino storms/,
thunderstorms, lightening, tsunamis, and extreme
temperatures). (continued)
Objective 7.B: Protect existing assets with the highest relative vulnerability to the
effects of weather.
Action 7.B.1 Continue to provide barricades to identify flooded areas.
Objective 7.C: Address identified data limitations regarding the lack of
information about the relative vulnerability of assets from severe
weather (e.g., construction type, age, condition, compliance with
current building codes, etc.)
Goal 8: Reduce the possibility of damage and losses to existing assets,
particularly people, critical facilities/infrastructure, and City-
owned facilities, due to geological hazards.
Objective 8.A: Develop a comprehensive approach to reducing the possibility of
damage and losses due to geological hazards.
Action 8.A.1 Continue to require soil reports and implement its recommendations for projects in
identified areas where liquefaction or other soil issues exist.
Action 8.A.2 Continue to review all new construction to ensure conformance with seismic
requirements specified in the California Building Code.
Action 8.A.3 Continue to require a preliminary soil report and a report of satisfactory placement of fill
prepared by a licensed civil engineer for all buildings and structures supported on fill.
Action 8.A.4 Continue to require a preliminary soil report for a buildings and structures supported
on natural ground unless the foundations have been designed in accordance with
Table No. 18-1-A of the Building Code.
Action 8.A.5 Evaluate City facilities for seismic stability.
Objective 8.B: Protect existing assets with the highest relative vulnerability to the
effects of dam failure.
Action 8.B.1 Continue to require seismic retrofits for major renovations in accordance with
Historic and Building Code provisions.
Action 8.B.2 Continue to utilize the Uniform Building Code for Building Conservation for non-
historic buildings.
SECTIONFIVE Goals, Objectives and Actions
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5.7.2.3 Prioritization and Implementation of Action Items
Once the comprehensive list of jurisdictional goals, objectives, and action items listed above was
developed, the proposed mitigation actions were prioritized. This step resulted in a list of acceptable and
realistic actions that address the hazards identified in each jurisdiction. This prioritized list of action items
was formed by the LPG weighing STAPLEE criteria
The Disaster Mitigation Action of 2000 (at 44 CFR Parts 201 and 206) requires the development of an
action plan that not only includes prioritized actions but one that includes information on how the
prioritized actions will be implemented. Implementation consists of identifying who is responsible for
which action, what kind of funding mechanisms and other resources are available or will be pursued, and
when the action will be completed.
The top 11 prioritized mitigation actions as well as an implementation strategy for each are:
Action Item #1: Evaluate security for City-owned facilities and provide plans for protecting assets.
Coordinating Individual/Organization: All City Departments
Potential Funding Source: General Fund, grant money as available
Implementation Timeline: Current and ongoing
Action Item #2: Train employees in potential hazards.
Coordinating Individual/Organization: Fire Department
Potential Funding Source: Fire Department Budget, other sources as needs dictate
Implementation Timeline: 4th Quarter 2004
Action Item #3: Provide public education to area service groups.
Coordinating Individual/Organization: Fire Department
Potential Funding Source: Fire Department Budget, other sources as needs dictate
Implementation Timeline: Ongoing, beginning 4th quarter 2004
Action Item #4: Include hazard mitigation information in business license documents.
Coordinating Individual/Organization: Fire Department, Administrative Services Department
Potential Funding Source: City General Fund, other sources as needs dictate.
Implementation Timeline: Calendar Year January 2005
Action Item #5: Include hazard mitigation information in public education activities
Coordinating Individual/Organization: Fire Department
Potential Funding Source: Fire Department or available grant funds
Implementation Timeline: Ongoing beginning 2nd quarter 2004
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Action Item #6: Use established media including web page, newsletter, and City correspondence
Coordinating Individual/Organization: Fire Department, Administrative Services Department.
Potential Funding Source: Fire Department, General Fund, or available grant funds
Implementation Timeline: Current, with expansion planned for future.
Action Item #7: Inform public regarding hazard mitigation activities.
Coordinating Individual/Organization: Fire Department
Potential Funding Source: Fire Department
Implementation Timeline: Current, with expansion planned for future.
Action Item #8: Include on City website methods for hazard reporting.
Coordinating Individual/Organization: Fire Department, Administrative Services Department
Potential Funding Source: General Fund, grant money as available
Implementation Timeline: Fiscal year 2005/2006
Action Item #9: Establish a GIS component in the City’s EOC including specific site information.
Coordinating Individual/Organization: Fire Department, Community Development,
Administrative Services Department, Police Department
Potential Funding Source: General Fund, grant money as available
Implementation Timeline: Fiscal year 2005/2006
Action Item #10: Improve the City’s capability and efficiency at administering pre- and post- disaster
mitigation.
Coordinating Individual/Organization: Fire Department, Planning Department, City Manager
Potential Funding Source: None
Implementation Timeline: Complete
Action Item #11: Evaluate all City owned facilities for seismic stability and recommend for mitigation
if so dictated.
Coordinating Individual/Organization: City Manager, Building Department
Potential Funding Source: Grant funds as they become available
Implementation Timeline: Five years
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5.8 CITY OF ENCINITAS
The City of Encinitas (Encinitas) reviewed a set of jurisdictional-level hazard maps including detailed
critical facility information and localized potential hazard exposure/loss estimates to help identify the top
hazards threatening their jurisdiction. In addition, LPGs were supplied with exposure/loss estimates for
Encinitas summarized in Table 5.8-1. See Section 4.0 for additional details.
Table 5.8-1
Summary of Potential Hazard-Related Exposure/Loss in Encinitas
Residential Commercial Critical Facilities
Hazard Type
Exposed
Population
Number of
Residentia
l Buildings
Potential
Exposure/
Loss for
Residential
Buildings
(x $1,000)
Number of
Commercial
Buildings
Potential
Exposure/
Loss for
Commercial
Buildings
(x $1,000)
Number
of
Critical
Facilities
Potential
Exposure
for
Critical
Facilities
(x $1,000)
Coastal Storm / Erosion 699 335 85,674 2 5,958 0 0
Dam Failure 1,016 476 133,785 16 57,618 29 55,486
Earthquake (Annualized
Loss - Includes shaking,
liquefaction and
landslide components) 58,015 21,678 2,498 207 868 93* / 94**
12,842* /
54,905**
Floods (Loss)
100 Year 1,398 523 17,726 10 8,015 13 23,043
500 Year 1,427 534 18,097 11 8,218 13 23,043
Rain-Induced Landslide
High Risk 7,982 3,286 870,205 11 61,640 20 123,492
Moderate Risk 417 167 46,539 0 0 1 2,000
Tsunami 704 320 85,060 2 7,172 14 120,558
Wildfire/ Structure Fire
Extreme 0 0 0 0 0 0 0
Very High 2,268 890 245,656 1 4,054 1 2000
High 1,068 500 139,546 6 25,326 5 2672
Moderate 50,130 18,725 4,852,512 188 930,172 128 932,878
After reviewing the localized hazard maps and exposure/loss table above, the following hazards were
identified by the Encinitas LPG as their top five. A brief rational for including each of these is included.
• Earthquake: Geographic extent of this hazard is citywide. A greater percentage of the city’s
population is potentially exposed to this hazard relative to other hazards, and potential losses
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from an earthquake would be comparatively larger in most cases. The Rose Canyon Fault lies
offshore (2.5 miles west of the city at its closest point) and is capable of generating a magnitude
6.2 to 7.2 earthquake that could potentially damage dwellings and infrastructure throughout the
city. A magnitude 6.9 earthquake on the Rose Canyon Fault could potentially result in a peak
ground acceleration of .40 within downtown Encinitas and the Coast Highway 101 corridor.
These areas of the city are more likely to suffer heavier damage and greater human losses than
other parts of the city because of the presence of older buildings (including some unreinforced
masonry buildings and apartments constructed prior to 1973) and higher population density.
• Wildfire: A significant number of Encinitas residents live within the wildland-urban interface.
The geographic extent of this hazard includes the following areas of the city, for the most part: 1)
Saxony Canyon; 2) South El Camino Real/Crest Drive; and 3) Olivenhain. Properties in these and
other smaller areas are susceptible to wildfire because they are situated near open space and
canyons containing heavy fuel loads. Reoccurring periods of low precipitation have increased the
risk of wildfires in the region. A greater percentage of the population is potentially exposed to
wildfires and potential losses from this hazard are comparatively larger than those associated with
a dam failure, flooding, coastal bluff failures or hazardous materials incidents. Recent wildfire
events in Encinitas include the Harmony Grove Fire in 1996, which resulted in the loss of three
homes and evacuation and sheltering of hundreds of residents.
• Dam Failure: The geographic extent of this hazard is limited to the persons and properties within
the inundation path surrounding Escondido Creek and San Elijo Lagoon. The dam inundation
path is larger than the Escondido Creek 100-year floodway and a greater number of persons and
properties are exposed to this hazard compared to coastal bluff failures and flooding. Major
arterials within the inundation path include El Camino Del Norte, Rancho Santa Fe Road,
Manchester Avenue and Coast Highway 101. The failure of Wohlford Dam (1924) and Dixon
Reservoir Dam (1970) could possibly threaten city facilities and infrastructure (San Elijo Water
Reclamation Facility, Cardiff and Olivenhain sewer pump stations, San Dieguito Water District
36“ high pressure supply line) and educational facilities (Mira Costa College) located in and
adjacent to the inundation path. Although exposure to loss of property is significant, the potential
for loss of life is limited because of the length of time before flood wave arrival (approximately 1
½ hours) allowing for aggressive warning and evacuation measures to be initiated by the city.
• Coastal Bluff Failures: Geographic extent of the hazard is limited primarily to the Encinitas
coastal sandstone bluffs. Various degrees of coastal bluff erosion occur annually and coastal bluff
failures have resulted in limited loss of life. As a result, negotiations with the California Coastal
Commission are underway to develop a comprehensive coastal bluff policy towards coastal bluff
top development. A smaller percentage of the population is exposed to this hazard relative to
earthquakes, wildfires and dam failures and the potential for losses is comparatively less.
• Flooding: The geographic extent of this hazard is limited to 1) Encinitas coastline, particularly
“Restaurant Row” in Cardiff (south of San Elijo State Beach Campgrounds); 2) Escondido,
Encinitas and Cottonwood Creeks; and 3) low-lying areas of Leucadia and Old Encinitas. The
city has experienced some property-related losses resulting from localized flooding in Leucadia
and coastal flooding in Cardiff, but not loss of life.
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5.8.1 Capabilities Assessment
The LPG identified current capabilities available for implementing hazard mitigation activities. The
Capability Assessment (Assessment) portion of the jurisdictional mitigation plan identifies administrative,
technical, legal and fiscal capabilities. This includes a summary of departments and their responsibilities
associated to hazard mitigation planning as well as codes, ordinances, and plans already in place
associated to hazard mitigation planning. The second part of the Assessment provides Encinitas’ fiscal
capabilities that may be applicable to providing financial resources to implement identified mitigation
action items.
5.8.1.1 Existing Institutions, Plans, Policies and Ordinances
The following is a summary of existing departments in Encinitas and their responsibilities related to
hazard mitigation planning and implementation, as well as existing planning documents and regulations
related to mitigation efforts within the community. The administrative and technical capabilities of
Encinitas, as shown in Table 5.8-2, provides an identification of the staff, personnel, and department
resources available to implement the actions identified in the mitigation section of the Plan. Specific
resources reviewed include those involving technical personnel such as planners/engineers with
knowledge of land development and land management practices, engineers trained in construction
practices related to building and infrastructure, planners and engineers with an understanding of natural or
manmade hazards, floodplain managers, surveyors, personnel with GIS skills and scientists familiar with
hazards in the community.
Table 5.8-2
City of Encinitas: Administrative and Technical Capacity
Staff/Personnel Resources Y/N Department/Agency and Position
A. Planner(s) or engineer(s) with knowledge of land
development and land management practices Y Planning & Building, Engineering
B. Engineer(s) or professional(s) trained in construction
practices related to buildings and/or infrastructure Y Planning & Building, Engineering
C. Planners or Engineer(s) with an understanding of natural
and/or manmade hazards Y Planning & Building, Engineering
D. Floodplain manager N
E. Surveyors N
F. Staff with education or expertise to assess the community’s
vulnerability to hazards Y Fire Department, Engineering
G. Personnel skilled in GIS and/or HAZUS Y GIS Division, Planning & Building
H. Scientists familiar with the hazards of the community N
I. Emergency manager Y Fire Department
J. Grant writers Y All City Departments
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The legal and regulatory capabilities of Encinitas are shown in Table 5.8-3, which presents the existing
ordinances and codes that affect the physical or built environment of Encinitas. Examples of legal and/or
regulatory capabilities can include: the City’s building codes, zoning ordinances, subdivision ordnances,
special purpose ordinances, growth management ordinances, site plan review, general plans, capital
improvement plans, economic development plans, emergency response plans, and real estate disclosure
plans.
Table 5.8-3
City of Encinitas: Legal and Regulatory Capability
Regulatory Tools (ordinances, codes, plans) Local
Authority
(Y/N)
Does State
Prohibit?
(Y/N)
A. Building code Y N
B. Zoning ordinance Y N
C. Subdivision ordinance or regulations Y N
D. Special purpose ordinances (floodplain management, storm water
management, hillside or steep slope ordinances, wildfire ordinances,
hazard setback requirements)
Y N
E. Growth management ordinances (also called “smart growth” or anti-sprawl
programs) Y N
F. Site plan review requirements Y N
G. General or comprehensive plan Y N
H. A capital improvements plan Y N
I. An economic development plan Y N
J. An emergency response plan Y N
K. A post-disaster recovery plan N N
L. A post-disaster recovery ordinance N N
M. Real estate disclosure requirements N N
5.8.1.2 Fiscal Resources
Table 5.8-4 shows specific financial and budgetary tools available to Encinitas such as community
development block grants; capital improvements project funding; authority to levy taxes for specific
purposes; fees for water, sewer, gas, or electric services; impact fees for homebuyers or developers for
new development; ability to incur debt through general obligations bonds; and withholding spending in
hazard-prone areas.
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Table 5.8-4
City of Encinitas: Fiscal Capability
Financial Resources Accessible or Eligible to Use
(Yes/No)
A. Community Development Block Grants (CDBG) Yes
B. Capital improvements project funding Yes
C. Authority to levy taxes for specific purposes Yes - Vote Required
D. Fees for water, sewer, gas, or electric service Yes
E. Impact fees for homebuyers or developers for new developments/homes Yes
F. Incur debt through general obligation bonds Yes
G. Incur debt through special tax and revenue bonds Yes - Vote Required
H. Incur debt through private activity bonds No
I. Withhold spending in hazard-prone areas Yes
5.8.2 Goals, Objectives and Actions
Listed below are Encinitas’ specific hazard mitigation goals, objectives and related potential actions. For
each goal, one or more objectives have been identified that provide strategies to attain the goal. Where
appropriate, the City has identified a range of specific actions to achieve the objective and goal.
The goals and objectives were developed by considering the risk assessment findings, localized hazard
identification and loss/exposure estimates, and an analysis of the jurisdiction’s current capabilities
assessment. These preliminary goals, objectives and actions were developed to represent a vision of long-
term hazard reduction or enhancement of capabilities. To help in further development of these goals and
objectives, the LPG compiled and reviewed current jurisdictional sources including the City’s planning
documents, codes, and ordinances. In addition, City representatives met with consultant staff and/or OES
to specifically discuss these hazard-related goals, objectives and actions as they related to the overall
Plan. Representatives of numerous City departments involved in hazard mitigation planning, including
Fire, Police, and Public Works provided input to the Encinitas LPG. The Encinitas LPG members were:
• Tom Gallup, Management Analyst II
• J. Alfredo Dichoso, AICP, Associate Planner
• Bryce Wilson, Public Works Management Services Coordinator
• Blair Knoll, Assistant Civil Engineer
• Tom Tufts, Fire Division Chief
• Jennifer Smith, Assistant to the City Manager
• Corina Jimenez, Fire Prevention Tech
Once developed, City staff presented them to the City of Encinitas City Council for their approval.
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Public meetings were held throughout the County to present these preliminary goals, objectives and
actions to citizens and to receive public input. At these meetings, specific consideration was given to
hazard identification/profiles and the vulnerability assessment results. The following sections present the
hazard-related goals, objectives and actions as prepared by Encinitas’ LPG in conjunction with the
Hazard Mitigation Working Group, locally elected officials, and local citizens.
5.8.2.1 Goals
The City of Encinitas has developed the following 9 Goals for their Hazard Mitigation Plan (See
Attachment A for Goals 8 and 9).
Goal 1. Promote disaster-resistant future development.
Goal 2. Minimize losses by providing for the prompt resumption of city operations and
restoration of city services after a disaster (post-disaster mitigation).
“Reduce the possibility of damage and losses to existing assets, particularly people, critical
facilities/infrastructure, and City-owned facilities, due to”:
Goal 3. Earthquakes.
Goal 4. Wildfires/Structural Fires.
Goal 5. Dam Failure.
Goal 6. Coastal Bluff Failures.
Goal 7. Floods, Severe Weather and Tsunamis.
Goal 8. Hazardous Materials Releases.
Goal 9. Other Manmade Hazards.
5.8.2.2 Objectives and Actions
The City of Encinitas developed the following broad list of objectives and actions to assist in the
implementation of each of their 9 identified goals. The City of Encinitas developed objectives to assist in
achieving their hazard mitigation goals. For each of these objectives, specific actions were developed that
would assist in their implementation. A discussion of the prioritization and implementation of the action
items is provided in Section 5.8.2.3.
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Goal 1: Promote disaster resistant future development.
Objective 1.A: Encourage and facilitate the continuous review and updating of
general plans and zoning ordinances to limit development in
hazard areas.
Action 1.A.1 Continue to rely on the Coastal Bluff and Hillside/Inland Bluff Overlay Zones to
prevent future development or redevelopment that will represent a hazard to its
owners or occupants, and which may require structural measures to prevent
destruction erosion or collapse.
Action 1.A.2 Continue to establish and implement standards based on the 50- and 100-year
storm, for flood control drainage improvements and the maintenance of such
improvements, designed to assure adequate public safety.
Action 1.A.3 Continue to evaluate the effectiveness of the goals that have been developed in the
City’s Public Safety Element that minimize the risks associated with natural and
man-made hazards.
Action 1.A.4 Except as provided in Public Safety Policy 1.1, no development or filling shall be
permitted within any 100-year floodplain.
Action 1.A.5 Setbacks, easements, and accesses, necessary to assure that emergency services
can function with available equipment, shall be required and maintained.
Action 1.A.6 In areas identified as susceptible to brush or wildfire hazard, the City shall provide for
construction standards to reduce structural susceptibility and increase protection.
Objective 1.B: Encourage and facilitate the adoption of building codes and
construction requirements that protect renovated existing assets
and new development in hazard areas.
Action 1.B.1 Observe and apply measures to reduce earthquake structural risk through building
and construction codes.
Action 1.B.2 New residential and commercial construction shall provide for smoke detector and
automatic fire sprinkler systems to reduce the impact of development on service levels.
Action 1.B.3 The roof covering any structure regulated by the municipal code shall be a roof
classification no less than a Class A Roof-Covering.
Action 1.B.4 Exterior wall surfacing materials shall be of non-combustible materials.
Objective 1.C: Encourage consistent enforcement of general plans, zoning
ordinances, and building codes.
Action 1.C.1 The City will enforce the Public Safety Element of the City’s General Plan which
identifies the hazards faced by the City and the appropriate actions and responses
needed to be taken by City departments and staff.
Action 1.C.2 Authorize city officials to issue citations where compliance cannot be gained through
traditional means, such as written notification.
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Goal 1: Promote disaster resistant future development. (continued)
Action 1.C.3 Authorize city officials to place liens on properties that do not comply with City’s
weed abatement ordinance.
Objective 1.D: Discourage future development that exacerbates hazardous
conditions.
Action 1.D.1 Development and grading or filling in drainage courses, floodways and floodplains
shall be prohibited except as provided by Land Use Element Policy 8.2. An
exception may be made upon the finding that strict application of this policy would
preclude any reasonable use of property. Exceptions may also be made for
development of circulation element roads; necessary water supply projects; flood
control projects where no other method for protecting existing structures in the
floodplain is feasible and where such protection is necessary for public safety or to
protect existing development; developments where the primary function is the
improvement of fish and wildlife habitat; and other vital public facilities, but only to
the extent that no other feasible alternatives exist, and minimum disruption to the
natural floodplain, floodway or drainage course is made. When flood/drainage
improvements are warranted, require developers to mitigate flood hazards in those
areas identified as being subject to periodic flooding prior to actual development.
Action 1.D.2 Continue to rely on the Coastal Bluff and Hillside/Inland Bluff Overlay Zones to
prevent future development or redevelopment that will represent a hazard to its
owners or occupants, and which may require structural measures to prevent
destruction erosion or collapse.
Objective 1.E: Address identified data limitations regarding the lack of
information about new development and build-out potential in
hazard areas.
Action 1.E.1 The City will cooperate with and support in every way possible current Federal,
State, and County agencies responsible for the enforcement of health, safety, and
environmental laws to obtain Geographic Information System (GIS) data.
Action 1.E.2 Cooperate with the enforcement of disclosure laws requiring all users, producers, and
transporters of hazardous materials and wastes to clearly identify such materials at the
site and to notify the appropriate local County, State and/or Federal agencies in the
event of a violation.
Goal 2: Minimize losses by providing for the prompt resumption of
city operations and restoration of city services after a disaster
(post-disaster mitigation)
Objective 2.A: Prepare plans and identify resources that facilitate recovery from
disasters
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Goal 2: Minimize losses by providing for the prompt resumption of
city operations and restoration of city services after a disaster
(post-disaster mitigation) (continued)
Action 2.A.1 Evaluate City’s policy and procedures (Municipal Code 2.50) concerning the
continuity of local government and update, if necessary.
Action 2.A.2 Develop business resumption plan for city operations.
Action 2.A.3 Develop standard operating procedures and checklists for recovery operations for use
by the city’s emergency management team with the Emergency Operations Center
(EOC).
Objective 2.B: Provide training for city officials on managing disaster recovery
operations
Action 2.B.1 Conduct annual disaster exercise.
Goal 3: Reduce the possibility of damage and losses to existing assets,
particularly people, critical facilities/infrastructure and City-
owned facilities, due to earthquakes.
Objective 3.A: Develop a comprehensive approach to reducing the possibility of
damage and losses due to earthquakes.
Action 3.A.1 As funding becomes available, provide monetary and/or non-monetary incentives
for property owners who voluntarily upgrade buildings to provide acceptable
performance during an earthquake and adopt cost-effective mitigation techniques
for both structural and non-structural elements.
Action 3.A.2 Conduct a seismic safety survey/assessment of city facilities to ensure that heavy
furniture and equipment are properly secured.
Action 3.A.3 Establish a task force comprised of business owners, Downtown Encinitas
Mainstreet Association (DEMA) representatives and city officials to educate owners
about potential safety risks of unreinforced masonry buildings and identify existing
low cost options to retrofit unreinforced masonry buildings, such as tax credits and
tax preference incentives available for the rehabilitation of historic buildings.
Action 3.A.4 Contingent on funding from San Diego Gas and Electric, continue to underground
overhead electrical lines.
Objective 3.B: Protect existing assets with the highest relative vulnerability to the
effects of earthquakes.
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Goal 3: Reduce the possibility of damage and losses to existing assets,
particularly people, critical facilities/infrastructure and City-
owned facilities, due to earthquakes. (continued)
Action 3.B.1 Seismically upgrade Fire Stations #1 and #2 (originally constructed in 1957 and
1960, respectively) to meet existing building codes.
Action 3.B.2 Conduct a seismic survey and seismically upgrade Moonlight Beach Lifeguard
Tower, if necessary, to meet existing building codes.
Action 3.B.3 As funding becomes available, evaluate whether mitigation measures are necessary
to protect sewer pump stations and San Elijo JPA Water Reclamation facility from
seismic events and implement reasonable mitigation measures, if necessary.
Action 3.B.4 As identified in the San Dieguito Water District Master Plan (June 2000), construct a
parallel 54-inch joint transmission main to provide water should the existing 54-inch
transmission main fail during a seismic event.
Objective 3.C: Coordinate with and support existing efforts to mitigate
earthquakes (e.g., California Geological Survey, U.S. Geological
Survey).
Action 3.C.1 Working with Caltrans, determine whether mitigation efforts have been undertaken
to ensure Interstate 5 over- and under-crossings are capable of withstanding
seismic events in Encinitas and, if necessary, support retrofitting projects.
Action 3.C.2 Working with the North County Transit District, determine whether mitigation efforts
have been undertaken to ensure the Encinitas Blvd. rail bridge and San Elijo
Lagoon rail trestle bridge are capable of withstanding seismic events and, if
necessary, encourage North County Transit District to implement structural
improvements and related mitigation measures, such as systems that provide early
warning of bridge failures.
Action 3.C.3 Working with Scripps Memorial Hospital, determine whether mitigation efforts have
been undertaken to ensure that Scripps Memorial Hospital is capable of
withstanding seismic events and, if necessary, encourage Scripps to implement
structural improvements related mitigation measures, such as systems that provide
early warning of bridge failures.
Action 3.C.4 Encourage federal and state government to provide economic incentives for
Encinitas property owners to retrofit unreinforced masonry buildings.
Objective 3.D: Address identified data limitation regarding data limitations and lack
of information about the relative vulnerability of assets from
earthquakes (e.g., data on structure/building types, reinforcements,
etc.).
Action 3.D.1 Obtain information necessary to evaluate the seismic risk to Civic Center and other
government buildings.
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Goal 3: Reduce the possibility of damage and losses to existing assets,
particularly people, critical facilities/infrastructure and City-
owned facilities, due to earthquakes. (continued)
Action 3.D.2 Obtain data on multi-unit buildings whose construction could potentially result in
poor seismic performance. These may include apartments constructed with stucco
and gypsum board shear walls and truck under parking.
Objective 3.E: Educate citizens about seismic risks, the potential impacts of
earthquakes and opportunities for mitigation actions.
Action 3.E.1 Hold a workshop for Encinitas business owners to educate them about the benefit of
retrofitting buildings for improved seismic performance, as well as the possibility of
reduced insurance premiums and provide them with loss prevention strategies.
Action 3.E.2 Develop and provide managers of mobile home parks and owners of multi-unit
buildings with an earthquake mitigation and safety guide, with information on how to
improve the seismic performance of mobile homes and buildings.
Action 3.E.3 Develop a Community Emergency Response Team (CERT) curriculum for training
volunteers to provide search and rescue activities. Improved and effective
emergency responses will lead to preservation of lives and property.
Action 3.E.4 Increase awareness among at-risk populations of emerging earthquake mitigation
technologies.
Objective 3.F: Establish and maintain closer working relationships with federal,
state agencies, local governments and special districts.
Action 3.F.1 Work with the federal and state government to identify potential funding sources for
economic and non-economic incentives for property owners to implement mitigation
strategies, including but not limited to incentives for the rehabilitation of historic landmarks.
Objective 3.G: Encourage other organizations to incorporate hazard mitigation
activities.
Action 3.G.1 Encourage the Encinitas Union School District, Cardiff Elementary School District
and San Dieguito Union High School District to evaluate the seismic risk to schools
within Encinitas and implement mitigation measures, if necessary.
Action 3.G.2 Encourage utility companies to evaluate the seismic risk to their high-pressure
transmission pipelines and encourage the development of a risk reduction strategy
and the implementation of mitigation measures, such as automatic shut off valves, if
necessary.
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Goal 4: Reduce the possibility of damage and losses to existing assets,
particularly people, critical facilities/infrastructure and City-
owned facilities, due to wildfires/structural fires.
Objective 4.A: Develop a comprehensive approach to reducing the possibility of
damage and losses due to wildfires/structural fires.
Action 4.A.1 Evaluate the need for an alerting and warning system in the wildland-urban interface
and implement a system, if needed and as funding becomes available.
Action 4.A.2 Institute a wildfire hazard reduction pilot project that reduces fuels in high-risk areas.
Action 4.A.3 Continue to enforce the City’s weed abatement policy.
Action 4.A.4 Continue to conduct fire safety inspections to reduce the risk of wildfire/structural
fire.
Action 4.A.5 As funding becomes available, provide monetary and/or non-monetary incentives
for existing property owners who voluntarily install fire suppression (“sprinkler”)
systems that provide acceptable performance during a structural fire or replace
existing shake shingle roofs with Class A roof covering.
Action 4.A.6 Evaluate existing emergency resources (i.e. brush trucks, water tenders) and, if
necessary and funding is available, purchase additional resources.
Objective 4.B: Protect existing assets with the highest relative vulnerability to the
effects of wildfires/structural fires.
Action 4.B.1 Evaluate whether mitigation measures are necessary to protect Olivenhain and
Cardiff Pump Stations and San Elijo JPA Water Reclamation facility and implement
measures, if needed and as funding becomes available.
Action 4.B.2 Evaluate whether mitigation measures are necessary to protect Badger Filtration
Plant and implement measures, if needed and as funding becomes available.
Objective 4.C: Coordinate with and support existing efforts to mitigate wildfire
hazards (e.g., US Forest Service, Bureau of Land Management).
Action 4.C.1 Working with other fire agencies, determine whether the purchase and installation of
a Remote Automated Weather Station (RAWS) that could facilitate a faster
response by providing first responders with fire weather information as quickly as
possible.
Action 4.C.2 Working with other fire agencies, support efforts to locate firefighting aircraft within
San Diego County.
Objective 4.D: Address identified data limitations regarding the lack of
information related to wildfires (e.g., a comprehensive database of
California wildfires, a California wildfire risk model, and relative
vulnerability of assets).
SECTIONFIVE Goals, Objectives and Actions
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Goal 4: Reduce the possibility of damage and losses to existing assets,
particularly people, critical facilities/infrastructure and City-
owned facilities, due to wildfires/structural fires. (continued)
Action 4.D.1 Utilize FARSITE fire behavior modeling to determine potential impact and institute
mitigation measures such as fire breaks to minimize potential losses.
Objective 4.E: Educate citizens about wildfire/structural fire risks, the potential
impacts of wildfires/structural fires, their consequences and
opportunities for mitigation actions
Action 4.E.1 Conduct a series of workshops that educate residents about wildfire defensible
space actions and make them aware of possible reductions in insurance premiums
for implementing mitigate strategies.
Action 4.E.2 Hold a workshop for Encinitas business owners to educate them about the benefit of
installing fire suppression systems and provide them with loss prevention strategies.
Action 4.E.3 Develop a Community Emergency Response Team (CERT) curriculum for training
volunteers to assist evacuation efforts in their neighborhoods. Improved and
effective emergency responses will lead to preservation of lives and property.
Develop a Community Emergency Response Team (CERT) curriculum for training
volunteers to assist evacuation efforts in their neighborhoods. Improved and
effective emergency responses will lead to preservation of lives and property.
Action 4.E.4 Establish a partnership with local nurseries, Quail Botanical Gardens and the
region’s Fire Safe Council to promote fire resistant landscaping as a mitigation tool
for wildfires. As funding becomes available, possibly offer incentives, such as
rebates or reduced prices, on fire resistant groundcover, shrubs and trees.
Objective 4.F: Establish and maintain closer working relationships with federal,
state agencies, local governments and special districts.
Action 4.F.1 Work with the federal and state government to identify potential funding sources for
economic and non-economic incentives for property owners to implement mitigation
strategies.
Goal 5: Reduce the possibility of damage and losses to existing assets,
particularly people, critical facilities/infrastructure, and City-
owned facilities, due to dam failure.
Objective 5.A: Develop a comprehensive approach to reducing the possibility of
damage and losses due to dam failure.
Action 5.A.1 As funding becomes available, possibly implement an alerting and warning system
for residents within the dam inundation path.
SECTIONFIVE Goals, Objectives and Actions
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Goal 5: Reduce the possibility of damage and losses to existing assets,
particularly people, critical facilities/infrastructure, and City-
owned facilities, due to dam failure. (continued)
Action 5.A.2 Conduct a functional disaster exercise involving city staff and participants from Mira
Costa Community College and San Elijo JPA.
Objective 5.B: Protect existing assets with the highest relative vulnerability to the
effects of dam failure.
Action 5.B.1 Evaluate whether mitigation measures are necessary to protect Olivenhain and
Cardiff Pump Stations and San Elijo JPA Water Reclamation facility and implement
measures, if needed and as funding becomes available.
Action 5.B.2 Evaluate whether mitigation measures are necessary to protect the San Dieguito
Water District’s 36” high pressure supply line and implement measures, if needed
and as funding becomes available.
Objective 5.C: Coordinate with and support existing efforts to mitigate dam
failures (e.g., US Army Corps of Engineers, US Bureau of
Reclamation, San Diego County Department of Water Resources).
Action 5.C.1 Continue to participate in Wohlford Dam failure tabletop disaster exercises with City
of Escondido.
Objective 5.D: Address identified data limitations regarding the lack of
information about the relative vulnerability of assets from dam
failure.
Action 5.D.1 Ensure that City has adequate information so that areas subject to inundation can
be identified.
Action 5.D.2 Working with Kinder Morgan Energy Partners, obtain information necessary to
evaluate the risk to the 16” petroleum pipeline from a dam failure and encourage the
development a risk reduction strategy, if necessary.
Objective 5.E: Educate citizens about dam failure risk, the potential impacts of a
dam failure and opportunities for mitigation actions.
Action 5.E.1 Develop a mitigation and safety brochure for distribution to properties within the
dam inundation path.
Objective 5.F: Establish and maintain closer working relationships with federal,
state agencies, local governments and special districts
Action 5.F.1 Work with County Flood Control District to ensure that the City has access to and
receives flood gauge information for Escondido Creek in a timely manner.
Objective 5.G: Encourage other organizations to incorporate hazard mitigation
activities.
SECTIONFIVE Goals, Objectives and Actions
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Goal 5: Reduce the possibility of damage and losses to existing assets,
particularly people, critical facilities/infrastructure, and City-
owned facilities, due to dam failure. (continued)
Action 5.G.1 Encourage City of Escondido to assess vulnerability of Wohlford Dam and
implement mitigation strategies, if necessary.
Action 5.G.2 Encourage Mira Costa College to implement mitigation activities for dam failure, if
necessary.
Goal 6: Reduce the possibility of damage and losses to existing assets,
particularly people, critical facilities/infrastructure, and City-
owned facilities, due to coastal bluff failures.
Objective 6.A: Develop a comprehensive approach to reducing the possibility of
damage and losses due to coastal bluff failures.
Action 6.A.1 Continue to develop and adopt a comprehensive plan, based on the Beach Bluff
Erosion Technical Report, to address the coastal bluff recession and shoreline
erosion problems in the City.
Action 6.A.2 Continue to support and encourage sand replenishment on Encinitas shoreline.
Objective 6.B: Protect existing assets with the highest relative vulnerability to the
effects of coastal bluff failures.
Action 6.B.1 Protect beach by encouraging property owners to implement mitigation measures
(such as “de-watering operations) that protect coastal bluffs.
Objective 6.C: Coordinate with and support existing efforts to mitigate coastal
bluff failures (e.g., California Geological Survey, US Geological
Survey).
Action 6.C.1 Coordinate with Army Corp of Engineers to further develop a shoreline preservation
strategy.
Objective 6.D: Address identified data limitations regarding the lack of
information about the relative vulnerability of assets from coastal
bluff failures (e.g., data on structure/building types,
reinforcements, etc.).
Action 6.D.1 Support a groundwater study of the Encinitas coast.
Objective 6.E: Educate citizens about coastal bluff failure risk, the potential impacts
of a coastal bluff failure and opportunities for mitigation actions.
Action 6.E.1 Provide information on coastal bluff failures and mitigation strategies on the city’s
web site.
SECTIONFIVE Goals, Objectives and Actions
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Goal 7: Reduce the possibility of damage and losses to existing assets,
particularly people, critical facilities/infrastructure, and City-
owned facilities, due to floods, severe weather and tsunamis.
Objective 7A: Develop a comprehensive approach to reducing the possibility of
damage and losses due to floods, severe weather and tsunamis.
Action 7A.1 Establish and implement standards based on the 50- and 100-year storm, for flood
control drainage improvements, and the maintenance of such improvement,
designed to assure adequate public safety.
Action 7A.2 Develop a master plan for drainage and flood control.
Action 7A.3 Evaluate the feasibility of realigning Coast Highway 101 to minimize repetitive
losses due to coastal flooding.
Action 7A.4 Complete Leucadia Drainage Project.
Action 7A.5 Discuss evacuation procedures for San Elijo State Beach campground with State of
California Department of Parks and Recreation and Sheriff’s Department.
Action 7A.6 Implement an alert and warning system for a tsunami, as funding becomes
available.
Action 7A.7 Participate in the National Weather Service Storm Ready Program.
Action 7A.8 Develop an emergency response plan for flooding (i.e. sandbagging operations, use
of vaccon).
Objective 7B: Protect existing assets with the highest relative vulnerability to the
effects of floods, severe weather and tsunamis.
Action 7.B.1 Evaluate whether mitigation measures are necessary to protect Olivenhain and
Cardiff Pump Stations and implement mitigation measures, if needed and as
funding becomes available.
Action 7.B.2 Create a plan that provides for back up generator power for sewer pump stations.
Action 7.B.3 Evaluate whether mitigation measures are necessary to protect the Moonlight
Beach Lifeguard Headquarters and implement mitigation measures, if needed and
as funding becomes available.
Action 7.B.4 Provide city facilities with NOAA Weather Radios with specific area message
encoding that provides flood, severe weather and tsunami watches/warnings.
Action 7.B.5 Add storm protection rip-rap on South Coast Highway 101 in Cardiff–by-the-Sea to
protect the road.
Objective 7C: Coordinate with and support existing efforts to mitigate floods,
severe weather and tsunamis (e.g., US Army Corps of Engineers,
US Bureau of Reclamation, San Diego County Department of
Water Resources, National Weather Service).
SECTIONFIVE Goals, Objectives and Actions
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Goal 7: Reduce the possibility of damage and losses to existing assets,
particularly people, critical facilities/infrastructure, and City-
owned facilities, due to floods, severe weather and tsunamis.
(continued)
Action 7.C.1 Working with U.S. Army Corps of Engineers, support the opening of the San Elijo
Lagoon mouth as a means of mitigating floods.
Action 7.C.2 Working with the National Weather Service, recruit local storm spotters.
Action 7.C.3 Working with Army Corp of Engineers, reevaluate the need for developing a
drainage maintenance program.
Objective 7D: Address identified data limitations regarding the lack of
information about relative vulnerability of assets from floods (e.g.,
Q3/digital floodplain maps for missing counties), severe weather
(e.g., construction type, age, condition, compliance with current
building codes, etc.), and tsunamis.
Action 7.D.1 Ensure that City has adequate information so that areas subject to flood and
tsunami run-up can be identified.
Objective 7E: Educate citizens about flood, severe weather and tsunami risk, the
potential impacts of floods, severe weather and tsunamis and
opportunities for mitigation actions.
Action 7.E.1 Continue to participate in the National Weather Service’s Storm Ready Program and
provide residents with mitigation strategies during annual winter weather
workshops.
Action 7.E.2 Develop a tsunami preparedness brochure for distribution to properties within
tsunami run-up areas.
Objective 7F: Establish and maintain closer working relationships with federal,
state agencies, local governments and special districts
Action 7.F.1 Work with County Flood Control District to ensure that the City has access to and
receives flood gauge/alert information in a timely manner.
5.8.2.3 Prioritization and Implementation of Action Items
Once the comprehensive list of jurisdictional goals, objectives, and action items listed above was
developed, the proposed mitigation actions were prioritized. This step resulted in a list of acceptable and
realistic actions that address the hazards identified in each jurisdiction. This prioritized list of action items
was formed by the LPG weighing STAPLEE criteria
The Disaster Mitigation Action of 2000 (at 44 CFR Parts 201 and 206) requires the development of an
action plan that not only includes prioritized actions but one that includes information on how the
prioritized actions will be implemented. Implementation consists of identifying who is responsible for
SECTIONFIVE Goals, Objectives and Actions
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which action, what kind of funding mechanisms and other resources are available or will be pursued, and
when the action will be completed.
The top 10 prioritized mitigation actions as well as an implementation strategy for each are:
Priority Action #1: Seismically upgrade Fire Stations #1 and #2 (originally constructed in 1957 and
1960, respectively) to meet existing building codes.
Coordinating Individual/Organization: Fire Department
Potential Funding Source: General Fund
Implementation Timeline: July 2004 – May 2009
Priority Action #2: As identified in the San Dieguito Water District Master Plan (June 2000),
construct a parallel 54-inch joint transmission main to provide water should the
existing 54-inch transmission main fail during a seismic event.
Coordinating Individual/Organization: San Dieguito Water District
Potential Funding Source: District Fund
Implementation Timeline: July 2004 – May 2009
Priority Action #3: Institute a wildfire hazard reduction pilot project that reduces fuels in high-risk
areas.
Coordinating Individual/Organization: Fire Department
Potential Funding Source: General Fund and Hazard Mitigation Grant Program (HMGP) funding
Implementation Timeline: July 2004 – May 2009
Priority Action #4: Conduct a series of workshops that educate residents about wildfire defensible
space actions and make them aware of possible reductions in insurance
premiums for implementing mitigate strategies.
Coordinating Individual/Organization: Fire Department
Potential Funding Source: General Fund
Implementation Timeline: July 2004 – May 2009
Priority Action #5: Develop and provide managers of mobile home parks and owners of multi-unit
buildings with an earthquake mitigation and safety guide, with information on
how to improve the seismic performance of mobile homes and buildings.
Coordinating Individual/Organization: Fire Department
Potential Funding Source: General Fund
Implementation Timeline: July 2004 – May 2009
SECTIONFIVE Goals, Objectives and Actions
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Priority Action #6: Establish a task force comprised of business owners, Downtown Encinitas
Mainstreet Association (DEMA) representatives and city officials to educate
owners about potential safety risks of unreinforced masonry buildings and
identify existing low cost options to retrofit unreinforced masonry buildings,
such as tax credits and tax preference incentives available for the rehabilitation
of historic buildings.
Coordinating Individual/Organization: Fire Department
Potential Funding Source: General Fund and Hazard Mitigation Grant Program (HMGP) funding
Implementation Timeline: July 2004 – May 2009
Priority Action #7: Develop a Community Emergency Response Team (CERT) curriculum for
training volunteers to assist evacuation efforts in their neighborhoods. Improved
and effective emergency responses will lead to preservation of lives and property
Coordinating Individual/Organization: Fire Department
Potential Funding Source: General Fund
Implementation Timeline: July 2004 – May 2009
Priority Action #8: As funding becomes available, conduct a study to determine the types and
amounts of materials transported by rail through the City.
Coordinating Individual/Organization: Fire Department
Potential Funding Source: General Fund and Hazardous Materials Emergency Preparedness
(HMEP) grant funding
Implementation Timeline: July 2004 – May 2009
Priority Action #9: Develop business resumption plan for city operations.
Coordinating Individual/Organization: Information Technology Division/City Clerk/Fire Department
Potential Funding Source: General Fund
Implementation Timeline: July 2004 – May 2009
Priority Action #10: Develop standard operating procedures and checklists for recovery operations
for use by the city’s emergency management team with the Emergency
Operations Center (EOC).
Coordinating Individual/Organization: Fire Department
Potential Funding Source: General Fund
Implementation Timeline: July 2004 – May 2009
SECTIONFIVE Goals, Objectives and Actions
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SECTIONFIVE Goals, Objectives and Actions
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5.9 CITY OF ESCONDIDO
The City of Escondido (Escondido) reviewed a set of jurisdictional-level hazard maps including detailed
critical facility information and localized potential hazard exposure/loss estimates to help identify the top
hazards threatening their jurisdiction. In addition, LPGs were supplied with exposure/loss estimates for
Escondido summarized in Table 5.9-1. See Section 4.0 for additional details.
Table 5.9-1
Summary of Potential Hazard-Related Exposure/Loss in Escondido
Residential Commercial Critical Facilities
Hazard Type
Exposed
Population
Number of
Residential
Buildings
Potential
Exposure/
Loss for
Residential
Buildings
(x $1,000)
Number of
Commercial
Buildings
Potential
Exposure/
Loss for
Commercial
Buildings
(x $1,000)
Number
of
Critical
Facilities
Potential
Exposure
for
Critical
Facilities
(x $1,000)
Coastal Storm / Erosion 0 0 0 0 0 0 0
Dam Failure 86,360 12,393 3,834,476 424 1,561,872 141 391,069
Earthquake (Annualized
Loss - Includes shaking,
liquefaction and
landslide components) 133,666 31,374 3,142 409 1,488
156/
156
2,849/
15,693
Floods (Loss)
100 Year 11,304 2,654 53,299 61 20,072 14 11,889
500 Year 28,792 6,758 166,712 115 48,338 48 47,627
Rain-Induced Landslide
High Risk 0 0 0 0 0 0 0
Moderate Risk 15,158 5,880 1,406,240 40 421,612 23 55,549
Tsunami 0 0 0 0 0 0 0
Wildfire/ Structure Fire
Extreme 0 0 0 0 0 0 0
Very High 988 485 107,309 1 7,190 8 14,781
High 2,332 925 175,972 4 30,008 7 19,966
Moderate 127,927 29,056 7,815,012 401 1,842,766
* Represents 100-year earthquake value under three earthquake scenarios (shake only, shake and liquefaction, and
shake and landslide).
** Represents 500-year earthquake value under three earthquake scenarios (shake only, shake and liquefaction, and
shake and landslide).
After reviewing the localized hazard maps and exposure/loss table above, the following hazards were
identified by the Escondido LPG as their top five. A brief rational for including each of these is included.
• Wildland Fire: A significant amount of the community fringe area is wildland/urban interface
and fires have been experienced in the past.
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• Earthquake: The potential for loss of life, injuries and damage to property, as well as disruption
of services, is significant.
• Hazardous Materials: Two major freeways pass through the community. The community also
hosts several fixed facilities that utilize hazardous material.
• Flooding or Dam Failure: The community lies in a natural river valley with a substantial portion
existing within the floodplain. There are two large dammed reservoirs located above the
community.
• Terrorism or Other Manmade Events: Current and expected geopolitical realities create
concern for the vulnerability of community assets and infrastructure.
5.9.1 Capability Assessment
The LPG identified current capabilities available for implementing hazard mitigation activities. The
Capability Assessment (Assessment) portion of the jurisdictional mitigation plan identifies administrative,
technical, legal and fiscal capabilities. This includes a summary of departments and their responsibilities
associated to hazard mitigation planning as well as codes, ordinances, and plans already in place
associated to hazard mitigation planning. The second part of the Assessment provides Escondido’s fiscal
capabilities that may be applicable to providing financial resources to implement identified mitigation
action items.
5.9.1.1 Existing Institutions, Plans, Policies and Ordinances
The following is a summary of existing departments in Escondido and their responsibilities related to
hazard mitigation planning and implementation, as well as existing planning documents and regulations
related to mitigation efforts within the community. The administrative and technical capabilities of
Escondido, as shown in Table 5.9-2, provides an identification of the staff, personnel, and department
resources available to implement the actions identified in the mitigation section of the Plan. Specific
resources reviewed include those involving technical personnel such as planners/engineers with
knowledge of land development and land management practices, engineers trained in construction
practices related to building and infrastructure, planners and engineers with an understanding of natural or
manmade hazards, floodplain managers, surveyors, personnel with GIS skills and scientists familiar with
hazards in the community.
• City of Escondido Fire Department
– Administration: Develop, implement and monitor policies, procedures, budgets, fees,
automatic aid agreements, mutual aid agreements, and liaison with other city departments and
outside agencies.
– Fire Prevention Bureau: Coordinate adoption of codes and ordinances, review site and
building plans for fire code compliance, develop and present public education programs and
manage the city’s weed abatement program.
– Emergency Medical Services: Manage the department’s paramedic and EMT programs,
respond to medical emergencies and other calls for service, provide training and oversight for
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the City’s Public Access Defibrillation (PAD) program and participate with other community
and regional health care providers to reduce public illness and injury.
– Suppression Division: Maintain the department’s personnel, apparatus, equipment and fire
stations in a state of readiness to respond to the community’s needs, develop and implement
standard operating procedures for various types of emergency responses, respond to all types
of emergencies, and train and interact with neighboring jurisdictions and regional agencies.
– Emergency Management: Coordinate the City’s Disaster Preparedness Program, liaison with
all City departments and divisions, as well as other public and private organizations, develop,
coordinate and implement hazard-specific response plans, and maintain the operational
readiness of the City’s Emergency Management Team, the E.O.C. and other key elements.
• City of Escondido Building Department
– Coordinate adoption of building, plumbing, electrical, and mechanical codes. Develop
building ordinances.
– Review site and building plans for compliance with building codes and ordinances.
– Damage assessment of structures from multiple causes to facilitate repair and future
occupancy.
• City of Escondido Planning Department
– Develop and maintain city general plan, zoning ordinances and development standards.
– Oversight of city development process assuring compliance with zoning and general plan,
and including environmental impact reports, design review, historic preservation, landscape
review, habitat conservation, floodway prohibitions and floodplain development standards.
• City of Escondido Public Works Department
– Maintains city infrastructure (assets) ranging from streets to parks to buildings and vehicle fleet.
– Responds to city emergencies, includes EOC response in disasters and assisting police and
fire departments with hazardous materials clean up, traffic and perimeter control efforts,
traffic accident clean up and evacuation routing.
– Operates, maintains and enhances both the water distribution and sewer collection systems
within the City of Escondido. Also has oversight of solid waste management.
– Responsible for planning and implementation associated with the following city plans:
1.1.1 Wohlford Dam Emergency Action Plan
1.1.2 Water Quality Emergency Notification Plan
1.1.3 Water Operations Emergency Response Guide
1.1.4 Water Division Emergency Response Plan
1.1.5 HARRF Chemical Spill Response Plan
1.1.6 HARRF Hazmat Business Plan
1.1.7 Sewer Overflow Response Plan
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1.1.8 Sewer Overflow Prevention Plan
1.1.9 WTP Hazmat Business Plan
1.1.10 WTP Operations Plan
• City of Escondido Engineering Department
– Reviews engineering on private and public grading, floodways, retention basins,
transportation infrastructure and structures to assure compliance with Federal, State and local
ordinances on seismic and structural stability.
– Develops engineering ordinances and policies that help protect and preserve city
infrastructure.
– Evaluates all circulation elements for projected traffic impacts.
– Determines needed infrastructure improvements, water system and water/sewer treatment
capabilities.
– Provides response personnel for evaluation of damaged infrastructure and rescue situations.
– Responds as part of the City’s EOC Team.
– Coordinates other response agencies assisting with damage assessment.
• City of Escondido Police Department
– Responds to safety concerns involving threats and/or damage to life or property. Acts as the
enforcement entity for violations of State and local laws and ordinances.
– Primary emergency responders to acts of civil disobedience and public disorders and
terrorism. Support personnel for emergency rescue and management.
– Investigative services for criminal acts that result in personal injury/death and the destruction
of property.
– Develops and implements emergency response plans and policies, focusing on evacuation
procedures and traffic control.
– Primary responders to acts of terrorism, focusing on suspect intervention and facility and staff
protection.
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Table 5.9-2
City of Escondido: Administrative and Technical Capacity
Staff/Personnel Y/N Department/Agency and Position
A. Planner(s) or engineer(s) with knowledge of land
development and land management practices Y Planning, Community Development,
Public Works
B. Engineer(s) or professional(s) trained in construction
practices related to buildings and/or infrastructure Y Engineering, Community Development
C. Planners or Engineer(s) with an understanding of
natural and/or manmade hazards Y Engineering, Planning
D. Floodplain manager Y Engineering, Public Works
E. Surveyors Y Engineering, Public Works
F. Staff with education or expertise to assess the
community’s vulnerability to hazards Y Engineering, Planning, Fire, Public
Works
G. Personnel skilled in GIS and/or HAZUS Y G.I.S.
H. Scientists familiar with the hazards of the community Y - limited
I. Emergency manager Y – limited Fire
J. Grant writers N
The legal and regulatory capabilities of Escondido are shown in Table 5.9-3, which presents the existing
ordinances and codes that affect the physical or built environment of Escondido. Examples of legal and/or
regulatory capabilities can include: the City’s building codes, zoning ordinances, subdivision ordnances,
special purpose ordinances, growth management ordinances, site plan review, general plans, capital
improvement plans, economic development plans, emergency response plans, and real estate disclosure
plans.
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Table 5.9-3
City of Escondido: Legal and Regulatory Capability
Regulatory Tools (ordinances, codes, plans) Local
Authority
(Y/N)
Does State
Prohibit
(Y/N)
A. Building code Y N
B. Zoning ordinance Y N
C. Subdivision ordinance or regulations Y N
D. Special purpose ordinances (floodplain management, storm water management, hillside
or steep slope ordinances, wildfire ordinances, hazard setback requirements) Y N
E. Growth management ordinances (also called “smart growth” or anti-sprawl programs) Y N
F. Site plan review requirements Y N
G. General or comprehensive plan Y N
H. A capital improvements plan Y N
I. An economic development plan Y N
J. An emergency response plan Y N
K. A post-disaster recovery plan N N
L. A post-disaster recovery ordinance ? ?
M. Real estate disclosure requirements Y N
N. Other – Habitat Planning Y N
O. Other – Emergency Action Plan for Wohlford Dam Y N
P. Other – Hazardous Material Site Plans Y N
Q. Other – Drainage Master Plan Y N
5.9.1.2 Fiscal Resources
Table 5.9-4 shows specific financial and budgetary tools available to Escondido such as community
development block grants; capital improvements project funding; authority to levy taxes for specific
purposes; fees for water, sewer, gas, or electric services; impact fees for homebuyers or developers for
new development; ability to incur debt through general obligations bonds; and withholding spending in
hazard-prone areas.
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Table 5.9-4
City of Escondido: Fiscal Capability
Financial Resources Accessible or Eligible to Use
(Yes/No)
A. Community Development Block Grants (CDBG) Qualified – Income Requirements
B. Capital improvements project funding Yes
C. Authority to levy taxes for specific purposes Limited
D. Fees for water, sewer, gas, or electric service Yes
E. Impact fees for homebuyers or developers for new developments/homes Yes
F. Incur debt through general obligation bonds Yes
G. Incur debt through special tax and revenue bonds Yes
H. Incur debt through private activity bonds UK
I. Withhold spending in hazard-prone areas Yes
J. Other – SANDAG Grant Yes
K. Other – Other Grants Yes
5.9.2 Goals, Objectives and Actions
Listed below are Escondido’s specific hazard mitigation goals, objectives and related potential actions.
For each goal, one or more objectives have been identified that provide strategies to attain the goal.
Where appropriate, the City has identified a range of specific actions to achieve the objective and goal.
The goals and objectives were developed by considering the risk assessment findings, localized hazard
identification and loss/exposure estimates, and an analysis of the jurisdiction’s current capabilities
assessment. These preliminary goals, objectives and actions were developed to represent a vision of long-
term hazard reduction or enhancement of capabilities. To help in further development of these goals and
objectives, the LPG compiled and reviewed current jurisdictional sources including the City’s planning
documents, codes, and ordinances. In addition, City representatives met with consultant staff and/or OES
to specifically discuss these hazard-related goals, objectives and actions as they related to the overall
Plan. Representatives of numerous City departments involved in hazard mitigation planning, including
Fire, Police, and Public Works provided input to the Escondido LPG. The Escondido LPG members
were:
• Vic Reed, Fire Chief
• Neil Hobbs, Deputy Fire Chief
• Chuck Milks, Police Lt.
• John Brindle, Asst. Planning Dir.
• Joe Russo, Building Official
• Mike Emberton, Deputy Dir. Of Public Works
SECTIONFIVE Goals, Objectives and Actions
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• Steve Hughes, Environmental Program Mgr.
• Dan Hildebrand, GIS Analyst
• Angela Froelich, Principal Engineer
• Richard Walker, Water Treatment Plant Mgr.
• Carol Rea, Public Ed. Officer
Once developed, City staff presented them to the City of Escondido City Council for their approval.
Public meetings were held throughout the County to present these preliminary goals, objectives and
actions to citizens and to receive public input. At these meetings, specific consideration was given to
hazard identification/profiles and the vulnerability assessment results. The following sections present the
hazard-related goals, objectives and actions as prepared by Escondido’s LPG in conjunction with the
Hazard Mitigation Working Group, locally elected officials, and local citizens.
5.9.2.1 Goals
The City of Escondido has developed the following 10 Goals for their Hazard Mitigation Plan (See
Attachment A for Goals 9 and 10).
Goal 1. Promote disaster-resistant future development.
Goal 2. Increase public understanding, support and demand for effective hazard mitigation.
Goal 3. Build and support local capacity and commitment to continuously become less
vulnerable to hazards.
Goal 4. Improve hazard mitigation coordination and communication with federal, state, local
and tribal governments.
“Reduce the possibility of damage and losses to existing assets, particularly people, critical
facilities/infrastructure, and City-owned facilities, due to”:
Goal 5. Floods and Severe Weather.
Goal 6. Wildfires.
Goal 7. Dam Failure.
Goal 8. Geological Hazards.
Goal 9. Extremely Hazardous Materials Releases.
Goal 10. Other Manmade Hazards.
SECTIONFIVE Goals, Objectives and Actions
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5.9.2.2 Objectives and Actions
The City of Escondido developed the following broad list of objectives and actions to assist in the
implementation of each of their 11 identified goals. The City of Escondido developed objectives to assist
in achieving their hazard mitigation goals. For each of these objectives, specific actions were developed
that would assist in their implementation. A discussion of the prioritization and implementation of the
action items is provided in Section 5.9.2.3.
Goal 1: Promote disaster resistant future development.
Objective 1.A: Implement zoning ordinances that limit development in hazard areas.
Action 1.A.1 Continue to apply slope variable density requirements and restrict development on
slopes in excess of 35% and in floodways.
Action 1.A.2 Continue to limit the number of units in areas beyond adopted emergency response
times.
Objective 1.B: Encourage and facilitate the adoption of building codes that protect
renovated existing assets and new development in hazard areas.
Action 1.B.1 Continue to require that building pad elevations be increased for new construction and
substantial modifications in Dam Failure inundation areas. (Ex. E. Valley Pkwy at Rose)
Action 1.B.2 Continue to require the application of present day building codes that address
earthquake design requirements. (Ex. Chapter 16 CBC, Seismic Zone, proximity to
and the type of fault.)
Action 1.B.3 Continue to obtain U.S. Army Corps of Engineers approval of construction in flood
sensitive areas. (Ex. Brookside Dev)
Action 1.B.4 Continue to update the Grading Ordinance as necessary to comply with new
technologies, regulations, and practices.
Action 1.B.5 Continue to utilize current Standard Specifications for Public Works Construction
and the Regional Amendments which encourage materials and practices that resist
failure.
Objective 1.C: Encourage consistent enforcement of general plans, zoning
ordinances, and building codes.
Action 1.C.1 Continue aggressive enforcement to insure all projects are properly permitted and
inspected to document compliance with all city standards.
Objective 1.D: Discourage future development that exacerbates hazardous
conditions.
Action 1.D.1 Continue to require minimum brush clearance requirements around new
construction.
SECTIONFIVE Goals, Objectives and Actions
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Goal 2: Increase public understanding, support, and demand for
hazard mitigation. (continued)
Objective 2.A: Educate the public to increase awareness of hazards and
opportunities for mitigation actions.
Action 2.A.1 Continue to utilize Emergency Preparedness Month (April) to issue a City Council
Proclamation and issue press releases to local media regarding hazard mitigation
methods.
Action 2.A.2 Continue to assist local mobile home parks with their community preparedness plans,
including regular presentations at meetings of park residents.
Action 2.A.3 Continue to offer hazard awareness and mitigation displays at bi-annual Community
Street Fairs, fire station open houses, in library display cases, at health fairs, and
other venues.
Action 2.A.4 Continue to support local Rotary Club efforts to develop and maintain “Safety Town”
as a venue for teaching all ages about a spectrum of fire and life safety issues.
Action 2.A.5 Continue to use the Fire Department website as a resource for public use to include
mitigation methods for a variety of hazards.
Objective 2.B: Promote partnerships between the state, county, and local
governments to identify, prioritize, and implement mitigation
actions.
Action 2.B.1 Continue to assist in the development, support, and promotion of a statewide
juvenile fire setter coalition that will work with the State Fire Marshal’s Office to
reduce the incidence of juvenile-set fires.
Action 2.B.2 Continue to use and expand the number of links on Fire Department website to
state, county, and federal website hazard mitigation resources.
Action 2.B.3 Continue to maintain communications with County OES in order to address potential
hazard situations from a public education perspective.
Objective 2.C: Promote hazard mitigation in the business community.
Action 2.C.1 Continue to utilize the fire department’s fire prevention inspection program to
educate business owners and managers regarding hazard mitigation.
Action 2.C.2 Continue to offer Fire Safety in the Workplace/Fire Extinguisher Training to
businesses.
Objective 2.D: Monitor and publicize the effectiveness of mitigation actions
implemented citywide.
Action 2.D.1 Continue to issue media releases regarding the City’s successful hazard mitigation
efforts.
Objective 2.E: Discourage activities that exacerbate hazardous conditions.
SECTIONFIVE Goals, Objectives and Actions
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Goal 2: Increase public understanding, support, and demand for
hazard mitigation. (continued)
Action 2.E.1 Continue the current Juvenile Fire setter Intervention Program to provide
intervention for juveniles determined to have demonstrated an interest in playing
with and/or setting fires.
Action 2.E.2 Continue to create and show Public Service Announcements on local government
cable channel that demonstrate and encourage hazard correction.
Goal 3: Build and support local capacity and commitment to
continuously become less vulnerable to hazards.
Objective 3.A: Increase awareness and knowledge of hazard mitigation principles
and practices among state and local officials.
Action 3.A.1 Continue periodic updates of local building codes, public works construction codes,
zoning and grading ordinances to reflect legislative changes.
Action 3.A.2 Continue to assess and mitigate potentially significant hazards as part of the
required environmental review process.
Action 3.A.3 Continue to conduct EOC training annually.
Goal 4: Improve hazard mitigation coordination and communication
with federal, state, local and tribal governments.
Objective 4.A: Establish and maintain close working relationships with state
agencies, local and tribal governments.
Action 4.A.1 Continue to participate in regional hazard mitigation activities as a member of the
San Diego County Unified Disaster Council.
Action 4.A.2 Continue to maintain good working relationships with the San Diego County Water
Authority and neighboring water agencies.
Action 4.A.3 Continue to maintain good working relationships with the American Red Cross, the
Salvation Army, local churches and other agencies that provide for public
assistance and training.
Objective 4.B: Encourage other organizations to incorporate hazard mitigation
activities.
Action 4.B.1 Continue to assist local entities, such as the Escondido Union Elementary School
District, the Escondido Union High School District, Palomar Medical Center and
others, in developing plans for hazard mitigation and disaster preparedness.
SECTIONFIVE Goals, Objectives and Actions
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Goal 5: Reduce the possibility of damage and losses to existing assets,
particularly people, critical facilities/infrastructure and City-
owned facilities, due to floods and severe weather.
Objective 5.A: Ensure new development is properly located and conditioned to
avoid flooding.
Actions 5.A.1 Continue to ensure finish floor elevations of new development are at least one foot
above the 100-year flood plain.
Actions 5.A.2 Continue to require drainage studies for major projects to ensure adequate
measures are incorporated and that they do not adversely affect downstream or
other surrounding properties.
Actions 5.A.3 Continue to periodically evaluate drainage fees to ensure new development pays
their fair share for offsite improvements.
Actions 5.A.4 Continue to limit uses in floodways to those tolerant of occasional flooding, including
but not limited to agriculture, outdoor recreation and natural resource areas.
Actions 5.A.5 Continue to design new critical facilities to minimize potential flood damage. Such
facilities include those that provide emergency response like hospitals, fire stations,
police stations, civil defense headquarters, utility lifelines, ambulance services, and
sewer treatment plants. Such facilities also include those that do not provide
emergency response but attract large numbers of people, such as schools, theatres,
and other public assembly facilities with capacities greater than 100 persons.
Objective 5.B: Protect existing assets with the highest relative vulnerability to the
effects of floods within the 100-year floodplain and severe
weather.
Action 5.B.1 Continue to require Development Agreements for new projects within the North
Broadway critical infrastructure deficiency areas to secure necessary flood control
measures.
Action 5.B.2 Continue to maintain flood control channels and storm drains, in accordance with
habitat preservation policies, through periodic dredging, repair, de-silting, and
clearing to prevent any loss in their effective use.
Action 5.B.3 Continue to identify and prioritize flood control projects in the CIP.
Action 5.B.4 Continue to pursue available grant funds for flood control projects.
Action 5.B.5 Continue to participate in the National Flood Insurance Program and requirement to
review applications for conformance with NFIP standards.
Action 5.B.6 Continue to provide public support by maintaining supplies of sand and sandbags to
mitigate flooding.
SECTIONFIVE Goals, Objectives and Actions
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Goal 5: Reduce the possibility of damage and losses to existing assets,
particularly people, critical facilities/infrastructure and City-
owned facilities, due to floods and severe weather. (continued)
Action 5.B.7 Continue to provide barricades to identify flooded areas.
Objective 5.C: Minimize repetitive losses caused by flooding and severe weather.
Action 5.C.1 Continue preventative maintenance and inspection of floodway structures, storm
drains, etc. consistent with applicable regulations.
Action 5.C.2 Continue to improve drainage courses in an environmentally sensitive manner to
eliminate repetitive events (e.g. Reidy Creek at El Norte).
Action 5.C.3 Continue to work with Regional Storm Water Control Board to develop best
management practices from a regional perspective.
Action 5.C.4 Continue to improve road flooding problems by constructing permanent drainage
structures as approved and funded in the City’s Capital Improvement (CIP) Budget.
Objective 5.D: Develop a comprehensive approach to reducing the possibility of
damage and losses due to floods and severe weather.
Action 5.D.1 Review the Probable Maximum Flood analyses completed for Wohlford Dam and
Dixon Dam.
Action 5.D.2 Continue to perform preventative maintenance and inspection of
buildings/structures that utilize roof drain inlets, piping and sub-structures.
Action 5.D.3 Continue to ensure that existing and new storm drain and street capacities are
adequate to manage a 100-year flood event.
Action 5.D.4 Continue to ensure that new construction projects include surface drainage
management that will preserve the integrity of the facility and public infrastructure.
Objective 5.E: Coordinate with and support existing efforts to mitigate severe
weather (e.g., National Weather Service).
Action 5.E.1 Continue to participate in regional annual weather briefings.
SECTIONFIVE Goals, Objectives and Actions
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Goal 6: Reduce the possibility of damage and losses to existing assets,
particularly people, critical facilities/infrastructure, and City-
owned facilities, due to wildfires.
Objective 6.A: Develop a comprehensive approach to reducing the possibility of
damage and losses due to wildfires in new development.
Action 6 A.1 Continue to require the application of California Fire Code Article 86, pertaining to
Fire Protection Plans (FPP) in all Urban Wildland Interface (UWI) areas. The FPP
will provide for 100’ of vegetation management (per CA Government Code 51182
and the MOU between the U.S. Fish and Wildlife Service, Calif. Department of Fish
and Game, CDF, and the San Diego County Fire Chiefs Association) around all new
structures or require equivalent construction methods as determined by a technical
fire analysis.
Action 6 A.2 Continue to require secondary, emergency access and egress when streets exceed
specified lengths or present other issues as identified during the project review
process.
Action 6 A.3 Continue to ensure that street widths, paving, and grades can accommodate
emergency vehicles. Also continue to require 30’ of vegetation management on all
street segments without improved lots.
Action 6 A.4 Continue to require fire resistant construction materials in all UWI areas.
Action 6 A.5 Continue to require residential fire sprinklers for units outside of adopted distance
and Quality of Life standard response times.
Objective 6.B: Protect existing assets with the highest relative vulnerability to the
effects of wildfires.
Action 6.B.1 Continue to maintain the City’s weed abatement ordinance to facilitate the removal
of annual weeds/vegetation or habitat, placing existing properties in a fire safe
condition.
Action 6.B.2 Continue to ensure that all construction materials used during remodeling of
structures in UWI areas are compliant with new building and fire codes for fire
resistant construction.
Action 6.B.3 Continue to maintain and update existing wildland pre-fire plans for neighborhoods
adjacent to UWI areas.
Action 6.B.4 Ensure the City’s Multiple Habitat Conservation Plan (MHCP) Sub-area Plan
maintains current allowances for the removal of habitat as may be necessary to
protect existing structures.
Objective 6.C: Coordinate with and support existing efforts to mitigate wildfire
hazards (e.g., US Forest Service, Bureau of Land Management).
SECTIONFIVE Goals, Objectives and Actions
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Goal 6: Reduce the possibility of damage and losses to existing assets,
particularly people, critical facilities/infrastructure, and City-
owned facilities, due to wildfires. (continued)
Action 6.C.1 Ensure the City’s MHCP Sub-area Plan incorporates current fire protection
measures and implement fire protection measures in Daley Ranch, consistent with
the existing Conservation Agreement and the Daley Ranch Master Plan.
Action 6.C.2 Coordinate prescriptive burns in conjunction with the California Department of
Forestry and Fire Protection in accordance with the City’s MH
Action 6.C.3 Continue to participate in the California Fire Master Mutual Aid Agreement, the San
Diego County Fire Master Mutual Aid Agreement, and the North Zone Automatic Aid
Agreement.
Objective 6.D: Address identified data limitations regarding the lack of
information related to wildfires (e.g., a comprehensive database of
California wildfires, a California wildfire risk model, and relative
vulnerability of assets).
Objective 6.E: Maintain adequate emergency response capability.
Action 6.E.1 Continue to evaluate service level impacts and needs as part of the review of major
projects.
Goal 7: Reduce the possibility of damage and losses to existing assets,
particularly people, critical facilities/infrastructure, and City-
owned facilities, due to dam failure.
Objective 7.A: Develop a comprehensive approach to reducing the possibility of
damage and losses due to dam failure.
Action 7.A.1 Continue to design new critical facilities to minimize potential damage due to dam
failure. Such facilities include those that provide emergency response like hospitals,
fire stations, police stations, civil defense headquarters, utility lifelines, ambulance
services, and sewer treatment plants. Such facilities also include those that do not
provide emergency response but attract large numbers of people, such as schools,
theatres, and other public assembly facilities with capacities greater than 100
persons.
Action 7.A.2 Annual inspections of Wohlford Dam are conducted by the Federal Energy
Regulatory Commission (FERC).
Action 7.A.3 Continue to gather weekly well readings at Wohlford Dam and piezometer readings
at Dixon Dam. Continue to send annual reports of these readings to the State of
California Division of Safety of Dams.
SECTIONFIVE Goals, Objectives and Actions
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Goal 7: Reduce the possibility of damage and losses to existing assets,
particularly people, critical facilities/infrastructure, and City-
owned facilities, due to dam failure. (continued)
Action 7.A.4 The Probable Maximum Flood analyses have been completed for Wohlford Dam
and Dixon Dam.
Action 7.A.5 Continue to maintain an updated Wohlford Dam Emergency Action Plan.
Action 7.A.6 Conducted vulnerability assessment of Wohlford Dam.
Objective 7.B: Protect existing assets with the highest relative vulnerability to the
effects of dam failure.
Action 7.B.1 A dam and reservoir inspection protocol tied to Homeland Security alerts (over and
above normal maintenance inspections) has been developed.
Action 7.B.2 On a five-year schedule (per FERC), continue to conduct a table top drill and a
functional exercise of the Wohlford Dam Emergency Action Plan.
Action 7.B.3 Continue to annually exercise the Wohlford Dam Emergency Action Plan telephone
tree.
Objective 7.C: Minimize the risk of hazards associated with dam failure.
Action 7.C.1 Develop timeframes and funding mechanism for the ultimate replacement or
renovation of the Dixon and Wohlford dams.
Action 7.C.2 Continue to ensure that critical facilities and structures including emergency
communication facilities are above the dam failure inundation zone.
Action 7.C.3 Continue to inspect the 100-year flood channel on a weekly basis to ensure integrity
and unobstructed flow.
Goal 8: Reduce the possibility of damage and losses to existing assets,
particularly people, critical facilities/infrastructure, and City-
owned facilities, due to geological hazards.
Objective 8.A: Develop a comprehensive approach to reducing the possibility of
damage and losses due to geological hazards.
Action 8.A.1 Continue to require soil reports and implement its recommendations for projects in
identified areas where liquefaction or other soil issues exist.
Action 8.A.2 Continue to review all new construction to ensure conformance with seismic
requirements specified in the California Building Code.
Action 8.A.3 Continue to prohibit development in areas with slopes over 35%.
SECTIONFIVE Goals, Objectives and Actions
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Goal 8: Reduce the possibility of damage and losses to existing assets,
particularly people, critical facilities/infrastructure, and City-
owned facilities, due to geological hazards. (continued)
Action 8.A.4 Continue to require a preliminary soil report and a report of satisfactory placement
of fill prepared by a licensed civil engineer for all buildings and structures supported
on fill.
Action 8.A.5 Continue to require a preliminary soil report prepared by a civil engineer licensed in
the State of California whenever expansive soil is present.
Action 8.A.6 Continue to require a preliminary soil report for all buildings and structures
supported on natural ground unless the foundations have been designed in
accordance with Table No. 18-I-A of the Building Code.
Action 8.A.7 Continue to require that when the foundation design is based on Table No. 18-I-A,
the foundation plan must indicate the allowable soil bearing value and soil
classification and must be signed by a civil engineer or architect licensed by the
State of California. One and two-story buildings of Type V construction designed for
an allowable soil bearing value not to exceed 1,000 pounds per square foot (psf) are
exempt from this requirement. When the allowable foundation pressure exceeds the
values of Table No. 18-I-A, a preliminary soil report must be submitted with the
plans.
Objective 8.B: Protect existing assets with the highest relative vulnerability to the
effects of geological hazards.
Action 8.B.1 Continue to maintain an updated inventory of un-reinforced masonry buildings.
Action 8.B.2 Continue to require seismic retrofits for major renovations in accordance with
Historic and Building Code provisions.
Action 8.B.3 Continue to utilize the Uniform Code for Building Conservation for non-historic
buildings.
5.9.2.3 Prioritization and Implementation of Action Items
Once the comprehensive list of jurisdictional goals, objectives, and action items listed above was
developed, the proposed mitigation actions were prioritized. This step resulted in a list of acceptable and
realistic actions that address the hazards identified in each jurisdiction. This prioritized list of action items
was formed by the LPG weighing STAPLEE criteria
The Disaster Mitigation Action of 2000 (at 44 CFR Parts 201 and 206) requires the development of an
action plan that not only includes prioritized actions but one that includes information on how the
prioritized actions will be implemented. Implementation consists of identifying who is responsible for
which action, what kind of funding mechanisms and other resources are available or will be pursued, and
when the action will be completed.
The top 9 prioritized mitigation actions as well as an implementation strategy for each are:
SECTIONFIVE Goals, Objectives and Actions
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Action Item #1: Ensure the City’s Multiple Habitat Conservation Plan (MHCP) Sub-area Plan
maintains current allowances for the removal of habitat as may be necessary to
protect existing structures.
Coordinating Individual/Organization: Fire Department
Potential Funding Source: None needed
Implementation Timeline: One to three years
Action Item #2: Ensure the City’s MHCP Sub-area Plan incorporates current fire protection
measures and implement fire measure in Daley Ranch, consistent with the
existing Conservation Agreement and the Daley Ranch Master Plan
Coordinating Individual/Organization: Fire Department
Potential Funding Source: As available from local, state or federal resources
Implementation Timeline: One to three years
Action Item #3: Coordinate prescriptive burns in conjunction with the California Department
Forestry and Fire Protection (CDF) in accordance with the City’s MHCP, Daley
Ranch Conservation Agreement with the Daley Ranch Master Plan.
Coordinating Individual/Organization: Fire Department
Potential Funding Source: As available from local, state or federal resources
Implementation Timeline: One to three years
Action Item #4: Develop timeframes and funding mechanism for the ultimate replacement or
renovation of the Dixon and Wohlford Dams.
Coordinating Individual/Organization: Public Works
Potential Funding Source: As available from local, state or federal resources
Implementation Timeline: 5 - 10 years
Action Item #5: Encourage the use of alternate technologies.
Coordinating Individual/Organization: Planning Department
Potential Funding Source: As available from local, state or federal resources
Implementation Timeline: Three to five years
Action Item #6: Require the timely disposal of “spent” materials.
Coordinating Individual/Organization: Planning Department
Potential Funding Source: As available from local, state or federal resources
Implementation Timeline: Three to five years
SECTIONFIVE Goals, Objectives and Actions
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Action Item #7: Limit transportation to hours of less traffic congestion as determined necessary
through the environmental and developmental review process.
Coordinating Individual/Organization: Planning Department
Potential Funding Source: As available from local, state or federal resources
Implementation Timeline: Three to five years
Action Item #8: Inspect all transports for compliance with any measures identified by the
environmental or developmental review processes to mitigate a potentially
significant effect.
Coordinating Individual/Organization: Planning Department
Potential Funding Source: As available from local, state or federal resources
Implementation Timeline: 5 - 10 years
Action Item #9: Perform annual “table top” exercise.
Coordinating Individual/Organization: Planning Department
Potential Funding Source: As available from local, state or federal resources
Implementation Timeline: Three to five years
SECTIONFIVE Goals, Objectives and Actions
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SECTIONFIVE Goals, Objectives and Actions
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5.10 CITY OF IMPERIAL BEACH
The City of Imperial Beach (Imperial Beach) reviewed a set of jurisdictional-level hazard maps including
detailed critical facility information and localized potential hazard exposure/loss estimates to help identify
the top hazards threatening their jurisdiction. In addition, LPGs were supplied with exposure/loss
estimates for Imperial Beach summarized in Table 5.10-1. See Section 4.0 for additional details.
Table 5.10-1
Summary of Potential Hazard-Related Exposure/Loss in Imperial Beach
Residential Commercial Critical Facilities
Hazard Type
Exposed
Population
Number of
Residential
Buildings
Potential
Exposure/
Loss for
Residential
Buildings
(x $1,000)
Number of
Commercial
Buildings
Potential
Exposure/
Loss for
Commercial
Buildings
(x $1,000)
Number
of
Critical
Facilities
Potential
Exposure
for
Critical
Facilities
(x $1,000)
Coastal Storm / Erosion 453 95 41124 0 0 0 0
Dam Failure 4,897 879 345,660 1 9,092 4 203,662
Earthquake (Annualized
Loss - Includes shaking,
liquefaction and
landslide components) 26,849 5,185 923 36 129 15* / 16**
3991* /
18047**
Floods (Loss)
100 Year 1,347 261 9,342 1 474 0 0
500 Year 2,638 510 10,528 2 535 0 0
Rain-Induced Landslide
High Risk 0 0 0 0 0 0 0
Moderate Risk 0 0 0 0 0 0 0
Tsunami 72 13 3,172 0 0 0 0
Wildfire/ Structure Fire
Extreme 0 0 0 0 0 0 0
Very High 0 0 0 0 0 0 0
High 0 0 0 0 0 0 0
Moderate 25,731 5,034 1,494,983 33 118,082 20 230,442
* Represents 100-year earthquake value under three earthquake scenarios (shake only, shake and liquefaction, and
shake and landslide).
** Represents 500-year earthquake value under three earthquake scenarios (shake only, shake and liquefaction, and
shake and landslide).
After reviewing the localized hazard maps and exposure/loss table above, the following hazards were
identified by the Imperial Beach LPG as their top five. A brief rational for including each of these is
included.
• Earthquake: Most significant as it affects the entire community and region.
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• Costal Storms/Erosion/Tsunami: More frequent, but historically quite localized.
• Dam Failure: Possible, but low potential.
• Structure Fire/Wildfire: No significant history.
• Other Human Caused Hazards: No significant targets.
5.10.1 Capabilities Assessment
The LPG identified current capabilities available for implementing hazard mitigation activities. The
Capability Assessment (Assessment) portion of the jurisdictional mitigation plan identifies administrative,
technical, legal and fiscal capabilities. This includes a summary of departments and their responsibilities
associated to hazard mitigation planning as well as codes, ordinances, and plans already in place
associated to hazard mitigation planning. The second part of the Assessment provides Imperial Beach’s
fiscal capabilities that may be applicable to providing financial resources to implement identified
mitigation action items.
5.10.1.1 Existing Institutions, Plans, Policies and Ordinances
The following is a summary of existing departments in Imperial Beach and their responsibilities related to
hazard mitigation planning and implementation, as well as existing planning documents and regulations
related to mitigation efforts within the community. The administrative and technical capabilities of
Imperial Beach, as shown in Table 5.10-2, provides an identification of the staff, personnel, and
department resources available to implement the actions identified in the mitigation section of the Plan.
Specific resources reviewed include those involving technical personnel such as planners/engineers with
knowledge of land development and land management practices, engineers trained in construction
practices related to building and infrastructure, planners and engineers with an understanding of natural or
manmade hazards, floodplain managers, surveyors, personnel with GIS skills and scientists familiar with
hazards in the community.
• City of Imperial Beach Fire Department
– Emergency Plan: Describes a comprehensive emergency management system which
provides for a planned response to disaster situations associated with natural disasters,
terrorism, and nuclear-related incidents.
– Emergency Operations Manual: Identifies and outlines emergency operational procedures.
Promotes uniformity of thinking, action and safety on emergency scenes.
• City of Imperial Beach Building Department
– Coordinates adoption of building, plumbing, electrical and mechanical codes. Also develops
building ordinances.
– Reviews site and building plans for compliance with building codes and ordinances.
– Performs damage assessment of structures from multiple causes to facilitate repair and
determine potential occupancy.
– Develops and maintains city general plan, zoning ordinances and development standards.
SECTIONFIVE Goals, Objectives and Actions
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• City of Imperial Beach Planning Department
– Oversight of the City development process assuring compliance with zoning and the general plan.
– Responsible for the environmental impact reports, design review and habitat preservation.
• City of Imperial Beach Public Works Department
– Maintains City infrastructure and assets. Also responsible for construction of City projects.
– Responds in support of City emergencies.
– Operates, maintains and enhances the City sewer system and storm water conveyance system.
– Responsible for administering the Jurisdictional Urban Runoff Management Plan (JURMP).
– Business Plan: provides policy and procedures for hazardous material maintenance and
disposal.
– Sewer overflow response plan
• City of Imperial Beach Sheriff’s Department
– Responds to safety concerns involving threats and/or damage to life or property. Enforces
State and local laws and ordinances.
– Primary emergency responders to acts of civil disobedience, public disorders and acts of
terrorism. Provide support personnel for emergency rescue and management.
– San Diego County Sheriff Emergency Operations Manuel: identifies and outlines emergency
operational procedures. Promotes uniformity of thinking, action and safety on emergency
scenes.
Table 5.10-2
City of Imperial Beach: Administrative and Technical Capacity
Staff/Personnel Resources Y/N Department/Agency and Position
A. Planner(s) or engineer(s) with knowledge of land development
and land management practices Y Planning, Planning Director
B. Engineer(s) or professional(s) trained in construction practices
related to buildings and/or infrastructure Y Building, Building Official
C. Planners or Engineer(s) with an understanding of natural
and/or manmade hazards Y Planning, Planning Director
D. Floodplain manager N USDA
E. Surveyors N County, Land Use
F. Staff with education or expertise to assess the community’s
vulnerability to hazards Y Public Safety, Public Safety Director
G. Personnel skilled in GIS and/or HAZUS N County, OES Director
H. Scientists familiar with the hazards of the community N UCSD, SDSU, USD
I. Emergency manager Y Public Safety, Public Safety Director
J. Grant writers N
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The legal and regulatory capabilities of Imperial Beach are shown in Table 5.10-3, which presents the
existing ordinances and codes that affect the physical or built environment of Imperial Beach. Examples
of legal and/or regulatory capabilities can include: the City’s building codes, zoning ordinances,
subdivision ordnances, special purpose ordinances, growth management ordinances, site plan review,
general plans, capital improvement plans, economic development plans, emergency response plans, and
real estate disclosure plans.
Table 5.10-3
City of Imperial Beach: Legal and Regulatory Capability
Regulatory Tools (ordinances, codes, plans) Local
Authority
(Y/N)
Does State
Prohibit
(Y/N)
A. Building code Y N
B. Zoning ordinance Y N
C. Subdivision ordinance or regulations Y N
D. Special purpose ordinances (floodplain management, storm water management,
hillside or steep slope ordinances, wildfire ordinances, hazard setback requirements) Y N
E. Growth management ordinances (also called “smart growth” or anti-sprawl programs) Y N
F. Site plan review requirements Y N
G. General or comprehensive plan Y N
H. A capital improvements plan Y N
I. An economic development plan Y N
J. An emergency response plan Y N
K. A post-disaster recovery plan N N
L. A post-disaster recovery ordinance N N
M. Real estate disclosure requirements N N
5.10.1.2 Fiscal Resources
Table 5.10-4 shows specific financial and budgetary tools available to Imperial Beach such as community
development block grants; capital improvements project funding; authority to levy taxes for specific
purposes; fees for water, sewer, gas, or electric services; impact fees for homebuyers or developers for
new development; ability to incur debt through general obligations bonds; and withholding spending in
hazard-prone areas.
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Table 5.10-4
City of Imperial Beach: Fiscal Capability
Financial Resources Accessible or Eligible to Use
(Yes/No)
A. Community Development Block Grants (CDBG) Y
B. Capital improvements project funding Y
C. Authority to levy taxes for specific purposes Y
D. Fees for water, sewer, gas, or electric service Y
E. Impact fees for homebuyers or developers for new developments/homes Y-Built into building fees
F. Incur debt through general obligation bonds Y
G. Incur debt through special tax and revenue bonds Y
H. Incur debt through private activity bonds N
I. Withhold spending in hazard-prone areas Y
5.10.2 Goals, Objectives and Actions
Listed below are Imperial Beach’s specific hazard mitigation goals, objectives and related potential
actions. For each goal, one or more objectives have been identified that provide strategies to attain the
goal. Where appropriate, the City has identified a range of specific actions to achieve the objective and
goal.
The goals and objectives were developed by considering the risk assessment findings, localized hazard
identification and loss/exposure estimates, and an analysis of the jurisdiction’s current capabilities
assessment. These preliminary goals, objectives and actions were developed to represent a vision of long-
term hazard reduction or enhancement of capabilities. To help in further development of these goals and
objectives, the LPG compiled and reviewed current jurisdictional sources including the City’s planning
documents, codes, and ordinances. In addition, City representatives met with consultant staff and/or OES
to specifically discuss these hazard-related goals, objectives and actions as they related to the overall
Plan. Representatives of numerous City departments involved in hazard mitigation planning, including
Fire, Police, and Public Works provided input to the Imperial Beach LPG. The Imperial Beach LPG
members were:
• Deputy Chief Paul Smith
• Environmental Program Specialist Steve Kerr
• Deputy Sheriff Ron DeBoo.
Once developed, City staff presented them to the City of Imperial Beach City Council for their approval.
Public meetings were held throughout the County to present these preliminary goals, objectives and
actions to citizens and to receive public input. At these meetings, specific consideration was given to
hazard identification/profiles and the vulnerability assessment results. The following sections present the
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hazard-related goals, objectives and actions as prepared by Imperial Beach’s LPG in conjunction with the
Hazard Mitigation Working Group, locally elected officials, and local citizens. The following sections
present the hazard-related goals, objectives and actions as prepared by Imperial Beach’s LPG in
conjunction with the Hazard Mitigation Working Group, locally elected officials, and local citizens.
5.10.2.1 Goals
The City of Imperial Beach has developed the following 9 Goals for their Hazard Mitigation Plan and
actions for their city (See Attachment A for Goal 9).
Goal 1. Promote disaster-resistant future development.
Goal 2. Increase public understanding and support for effective hazard mitigation.
Goal 3. Build and support local capacity and commitment to become less vulnerable to hazards.
Goal 4. Enhance hazard mitigation coordination and communication with Federal, State and
County governments.
“Reduce the possibility of damage and losses to existing assets, particularly people, critical
facilities/infrastructure, and City-owned facilities, due to”:
Goal 5. Dam Failure.
Goal 6. Earthquakes.
Goal 7. Coastal Storm/Erosion/Tsunami.
Goal 8. Floods.
Goal 9. Manmade Hazards.
5.10.2.2 Objectives and Actions
The City of Imperial Beach developed the following broad list of objectives and actions to assist in the
implementation of each of their 9 identified goals. The City of Imperial Beach developed objectives to
assist in achieving their hazard mitigation goals. For each of these objectives, specific actions were
developed that would assist in their implementation. A discussion of the prioritization and
implementation of the action items is provided in Section 5.10.2.3.
Goal 1: Promote disaster resistant future development.
Objective 1.A: Facilitate the development or updating of general plans and zoning
ordinances to limit development in hazard areas.
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Goal 1: Promote disaster resistant future development. (continued)
Action 1.A.1 Update General Plan every 10 years.
Action 1.A.2 Attract and retain qualified, professional and experienced staff.
Action 1.A.3 Identify high hazard areas.
Action 1.A.4 Include hazard area maps.
Objective1.B: Facilitate the adoption of building codes that protect existing
assets and restrict new development in hazard areas.
Action 1.B.1 Review Codes every 3 years.
Action 1.B.2 Establish emergency review procedures for codes.
Objective 1.C: Facilitate consistent enforcement of general plans, zoning
ordinances, and building codes.
Action 1.C.1 Staff enforcement personnel to a level to ensure compliance.
Action 1.C.2 Develop, coordinate and standardize permits for all departments.
Objective 1.D: Limit future development in hazardous areas.
Action 1.D.1 Development should be in harmony with existing topography.
Action 1.D.2 Development patterns should respect environmental characteristics.
Action 1.D.3 Clustering should be encouraged.
Action 1.D.4 Development should be limited in areas of known geologic hazards.
Objective 1.E: Address identified data limitations regarding the lack of information
about new development and build-out potential in hazard areas.
Action 1.E.1 Coordinate existing Geographic Information Systems (GIS) capabilities to identify
hazards.
Action 1.E.2 Develop the data sets that are necessary to test hazard scenarios and mitigation tools.
Action 1.E.3 Utilize the Internet as a communication tool, as well as an educational tool.
Objective 1.F: Increase public understanding, support and demand for hazard
mitigation for new developments.
Action 1.F.1 Gain public acceptance for avoidance policies in high hazard areas.
Action 1.F.2 Publicize and adopt the appropriate hazard mitigation measures.
Action 1.F.3 Help create demand for hazard resistant construction and site planning.
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Goal 2: Increase public understanding and support for effective
hazard mitigations
Objective 2.A: Educate the public to increase awareness of hazards and
opportunities for mitigation actions.
Action 2.A.1 Publicize and encourage the adoption of appropriate hazard mitigation actions.
Action 2.A.2 Provide information to the public on the City website, Newsletter, Citywide mail outs,
Prevention Program and in conjunction with Special Events.
Action 2.A.3 Heighten public awareness of hazards by using the City Publicist.
Action 2.A.4 Gain public acceptance for avoidance policies in high hazard areas.
Action 2.A.5 Identify hazard specific issues and needs.
Action 2.A.6 Help create demand for hazard resistant construction and site planning.
Action 2.A.7 Gain public acceptance for policy changes by including citizens in the planning
process.
Action 2.A.7.1 Develop planning workshops.
Action 2.A.8 Establish and maintain CERT program for the City.
Objective 2.B: Promote partnerships between the state, counties, local and tribal
governments to identify, prioritize, and implement mitigation actions.
Action 2.B.1 Develop, maintain and improve lasting partnerships.
Action 2.B.1.1 Develop auto aid agreement with Navy Ream Field.
Action 2.B.2 Support the County Fire Safe Council.
Action 2.B.3 Promote cooperative vegetation Management Programs that incorporate hazard
mitigation.
Objective 2.C: Promote hazard mitigation in the business community.
Action 2.C.1 Increase awareness and knowledge of hazard mitigation principles and practices.
Action 2.C.2 Encourage businesses to develop and implement hazard mitigation actions.
Action 2.C.3 Identify hazard-specific issues and needs.
Objective 2.D: Monitor and publicize the effectiveness of mitigation actions
implemented citywide.
Action 2.D.1 Use the City Website, Newsletter, etc. to publicize mitigation actions.
Action 2.D.2 Create marketing campaign.
Action 2.D.2.1 Use City Publicist to develop campaign and language.
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Goal 2: Increase public understanding and support for effective
hazard mitigations. (continued)
Action 2.D.3 Determine mitigation messages to convey.
Action 2.D.4 Establish budget and identify funding sources for mitigation outreach.
Objective 2.E: Provide education on hazardous conditions.
Action 2.E.1 Support public and private sector symposiums.
Action 2.E.2 Coordinate production of brochures, informational packets and other handouts.
Action 2.E.3 Develop partnerships with the media on hazard mitigation.
Goal 3: Build and support local capacity and commitment to become
less vulnerable to hazards.
Objective 3.A: Increase awareness and knowledge of hazard mitigation principles
and practice among local officials and staff.
Action 3.A.1 Use Media, City Publicist and Public Safety demonstrations to increase the number
of news releases.
Action 3.A.2 Conduct meetings with key elected officials to determine local issues and concerns.
Action 3.A.3 Continuously demonstrate the importance of pre-disaster mitigation planning to the
City Council and other public officials.
Action 3.A.4 Use staff orientation, training, policy and procedures to increase awareness.
Objective 3.B: Develop hazard mitigation plan and provide technical assistance
to implement plan.
Action 3.B.1 Coordinate the development of a multi-jurisdictional plan.
Action 3.B.2 Seek grant funding to develop Countywide plan.
Action 3.B.3 Form City Working Group to update and monitor the plan.
Action 3.B.3.1 Use representatives from all City departments, City Council,
business community, citizens.
Objective 3.C: Limit growth and development in hazardous areas.
Action 3.C.1 Update GIS mapping to identify hazardous areas.
Action 3.C.2 Enforce trespassing regulations in high-risk areas.
Action 3.C.3 Update General Plan and zoning regulations to reflect hazardous areas.
Action 3.C.4 Support transfer of development rights in hazard prone areas.
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Goal 3: Build and support local capacity and commitment to become
less vulnerable to hazards. (continued)
Objective 3.D: Develop plan for upgrading City EOC.
Action 3.D.1 Form planning group to determine needs.
Action 3.D.2 Hire consultant to determine options and costs.
Action 3.D.3 Seek grant funding for upgrades.
Goal 4: Enhance hazard mitigation coordination and communication
with Federal, State and County governments.
Objective 4.A: Establish and maintain closer working relationships with Federal,
State and County agencies.
Action 4.A.1 Encourage and assist in development of multi-jurisdictional/ multi-functional training
and exercises to enhance hazard mitigation.
Action 4.A.2 Leverage resources and expertise that will further hazard mitigation efforts.
Objective 4.B: Encourage other organizations to incorporate hazard mitigation
activities.
Action 4.B.1 Encourage all jurisdictions to become part of the HIRT JPA.
Action 4.B.2 Establish and maintain lasting partnerships.
Action 4.B.3 Streamline policies to eliminate conflicts and duplication of effort.
Objective 4.C: Improve the City’s capability and efficiency at administering pre-
and post-disaster mitigation.
Action 4.C.1 Maintain consistency with the State in administering recovery programs.
Action 4.C.2 Improve coordination with the County OES in dealing with local issues.
Goal 5: Reduce the possibility of damage and losses to existing assets,
including people, critical facilities/infrastructure and public
facilities due to dam failure.
Objective 5.A: Develop a comprehensive approach to reducing the possibility of
damage and losses due to dam failure.
Action 5.A.1 Update inundation maps every 10 years.
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Goal 5: Reduce the possibility of damage and losses to existing assets,
including people, critical facilities/infrastructure and public
facilities due to dam failure. (continued)
Action 5.A.2 Participate in community awareness meetings.
Action 5.A.3 Develop and distribute printed publications to the communities concerning hazards.
Objective 5.B: Protect existing assets with the highest relative vulnerability to the
effects of a dam failure.
Action 5.B.1 Identify hazard-prone structures.
Action 5.B.2 Construct barriers around structures.
Action 5.B.3 Encourage structural retrofitting.
Action 5.B.4 Encourage participation in National Flood Insurance.
Objective 5.C: Coordinate with and support existing efforts to mitigate dam
failure (e.g., US Army Corps of Engineers, US Bureau of
Reclamation, California Department of Water Resources).
Action 5.C.1 Revise development ordinances to mitigate effects of development on wetland
areas.
Action 5.C.2 Incorporate and maintain valuable wetlands in open space preservation programs.
Action 5.C.3 Review and revise, if necessary, sediment and erosion control regulations.
Objective 5.D: Protect floodplains from inappropriate development.
Action 5.D.1 Strengthen existing development regulations to discourage land uses and activities
that create hazards.
Action 5.D.2 Plan and zone for open space, recreational, agricultural, or other low-intensity uses
within floodway fringes.
Goal 6: Reduce the possibility of damage and losses to existing assets,
including people, critical facilities/infrastructure and public
facilities due to earthquakes.
Objective 6.A: Develop a comprehensive approach to reducing the possibility of
damage and losses due to earthquakes.
Action 6.A.1 Update, adopt Building Codes to reflect current earthquake standards.
Action 6.A.2 Participate in community awareness meetings.
Action 6.A.3 Develop and distribute printed publications to the communities concerning hazards.
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Goal 6: Reduce the possibility of damage and losses to existing assets,
including people, critical facilities/infrastructure and public
facilities due to earthquakes. (continued)
Objective 6.B: Protect existing assets with the highest relative vulnerability to the
effects of earthquakes.
Action 6.B.1 Identify hazard-prone structures through GIS modeling.
Action 6.B.2 Build critical facilities that function after a major earthquake.
Action 6.B.3 Study local effects of ground motion, landslide, and liquefaction.
Objective 6.C: Coordinate with and support existing efforts to mitigate
earthquake hazards
Action 6.C.1 Identify projects for pre-disaster mitigation funding.
Objective 6.D: Address identified data limitations regarding the lack of
information about the relative vulnerability of assets from
earthquakes.
Action 6.D.1 Assess Citywide utility infrastructure with regard to earthquake risk, including public
and private utilities.
Action 6.D.2 Develop and implement an incentive program for seismic retrofits.
Action 6.D.3 Encourage the public to prepare and maintain a 3-day preparedness kit for home
and work.
Goal 7: Reduce the possibility of damage and losses to existing assets,
including people, critical facilities/infrastructure and public
facilities due to coastal storms/erosion/tsunami.
Objective 7.A: Develop a comprehensive approach to reducing the possibility of
damage and losses due to coastal storms/erosion.
Action 7.A.1 Coordinate with coastal cities to develop a comprehensive plan.
Action 7.A.2 Participate in community awareness meetings.
Action 7.A.3 Develop and distribute printed publications to the community concerning hazards.
Objective 7.B: Protect existing assets with the highest relative vulnerability to the
effects of coastal storms/erosion.
Action 7.B.1 Retrofit structures to strengthen resistance to damage.
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Goal 7: Reduce the possibility of damage and losses to existing assets,
including people, critical facilities/infrastructure and public
facilities due to coastal storms/erosion/tsunami. (continued)
Action 7.B.2 Encourage the public to prepare and maintain a 3-day preparedness kit for home
and work.
Action 7.B.3 Seek pre-disaster mitigation funding for coastal erosion projects.
Objective 7.C: Coordinate with and support existing efforts to mitigate severe
coastal storms/erosion.
Action 7.C.1 Review and update plans that would include coordination with cities, special districts
and County departments.
Action 7.C.2 Develop and publish information sources for the public.
Objective 7.D: Address identified data limitations regarding the lack of information
about the relative vulnerability of assets from coastal storms/erosion.
Action 7.D.1 Identify hazard-prone structures through GIS modeling.
Action 7.D.2 Incorporate information and recommendations from coastal cities into the hazard
mitigation plan.
Goal 8: Reduce the possibility of damage and losses to existing assets,
including people, critical facilities/infrastructure and public
facilities due to floods.
Objective 8.A: Develop a comprehensive approach to reducing the possibility of
damage and losses due to floods.
Action 8.A.1 Review and compare existing flood control standards, zoning and building
requirements.
Action 8.A.2 Identify flood-prone areas by using GIS.
Objective 8.B: Protect existing assets with the highest relative vulnerability to the
effects of floods within the 100-year floodplain.
Action 8.B.1 Assure adequate funding to restore damaged facilities to 100-year flood design.
Action 8.B.2 Update storm water system plans and improve storm water facilities in high-risk areas.
Action 8.B.3 Ensure adequate evacuation time in case of major hazard event.
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Goal 8: Reduce the possibility of damage and losses to existing assets,
including people, critical facilities/infrastructure and public
facilities due to floods. (continued)
Objective 8.C: Coordinate with and support existing efforts to mitigate floods
(e.g., US Army Corps of Engineers, US Bureau of Reclamation,
California Department of Water Resources).
Action 8.C.1 Develop a flood control strategy that ensures coordination with Federal, State and
local agencies.
Action 8.C.2 Improve hazard warning and response planning.
Objective 8.D: Minimize repetitive losses caused by flooding.
Action 8.D.1 Identify those communities that have recurring losses.
Action 8.D.2 Develop project proposals to reduce flooding and improve control in flood prone areas.
Action 8.D.3 Seek pre-disaster mitigation funding.
Objective 8.E: Address identified data limitations regarding the lack of information
about the relative vulnerability of assets from flooding.
Action 8.E.1 Encourage the public to prepare and maintain a 3-day preparedness kit for home
and work.
Action 8.E.2 Increase participation and improve compliance with the National Flood Insurance
Program (NFIP).
5.10.2.3 Prioritization and Implementation of Action Items
Once the comprehensive list of jurisdictional goals, objectives, and action items listed above was
developed, the proposed mitigation actions were prioritized. This step resulted in a list of acceptable and
realistic actions that address the hazards identified in each jurisdiction. This prioritized list of action items
was formed by the LPG weighing STAPLEE criteria
The Disaster Mitigation Action of 2000 (at 44 CFR Parts 201 and 206) requires the development of an
action plan that not only includes prioritized actions but one that includes information on how the
prioritized actions will be implemented. Implementation consists of identifying who is responsible for
which action, what kind of funding mechanisms and other resources are available or will be pursued, and
when the action will be completed.
The top 10 prioritized mitigation actions as well as an implementation strategy for each are:
Priority Action #1: Develop plan for upgrading City EOC. Install emergency management software
in the City EOC. Incorporate GIS mapping and modeling into the City EOC.
Coordinating Individual/Organization: Public Safety
Potential Funding Source: General Fund, Grants.
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Implementation Timeline: February 2004-December 2004.
Priority Action #2: Conduct training and exercises for all employees.
Coordinating Individual/Organization: Public Safety
Potential Funding Source: General Fund, Grants.
Implementation Timeline: February 2004-June 2005.
Priority Action #3: Seek pre-disaster mitigation funding.
Coordinating Individual/Organization: Public Safety
Potential Funding Source: General Fund
Implementation Timeline: February 2004-December 2006.
Priority Action #4: Provide information to the public on the City website, Newsletter, Citywide mail
outs, Prevention Program and in conjunction with Special Events.
Coordinating Individual/Organization: Public Safety
Potential Funding Source: General Fund, Grants
Implementation Timeline: February 2004-December 2006.
Priority Action #5: Encourage the public to prepare and maintain a 3-day preparedness kit for home
and work.
Coordinating Individual/Organization: Public Safety
Potential Funding Source: General Fund, Grants
Implementation Timeline: February 2004-December 2006.
Priority Action #6: Establish and maintain CERT program for the City.
Coordinating Individual/Organization: Public Safety
Potential Funding Source: General Fund, Grants
Implementation Timeline: January 2005-June 2005.
Priority Action #7: Coordinate the development of a multi-jurisdictional plan.
Coordinating Individual/Organization: Public Safety
Potential Funding Source: General Fund, Grants.
Implementation Timeline: January 2005-December 2005.
Priority Action #8: Encourage and assist in development of multi-jurisdictional/ multi-functional
training and exercises to enhance hazard mitigation.
Coordinating Individual/Organization: Public Safety
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Potential Funding Source: General Fund, Grants.
Implementation Timeline: February 2004-December 2006.
Priority Action #9: Improve hazard warning and response planning.
Coordinating Individual/Organization: Public Safety
Potential Funding Source: General Fund, Grants.
Implementation Timeline: February 2004-June 2005.
Priority Action #10: Form City Working Group to update and monitor the (hazard mitigation) plan.
Coordinating Individual/Organization: Public Safety
Potential Funding Source: General Fund, Grants.
Implementation Timeline: February 2004-June 2004.
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5.11 CITY OF LA MESA
The City of La Mesa (La Mesa) reviewed a set of jurisdictional-level hazard maps including detailed
critical facility information and localized potential hazard exposure/loss estimates to help identify the top
hazards threatening their jurisdiction. In addition, LPGs were supplied with exposure/loss estimates for
La Mesa summarized in Table 5.11-1. See Section 4.0 for additional details.
Table 5-11-1
Summary of Potential Hazard-Related Exposure/Loss in La Mesa
Residential Commercial Critical Facilities
Hazard Type
Exposed
Population
Number of
Residential
Buildings
Potential
Exposure/
Loss for
Residential
Buildings
(x $1,000)
Number of
Commercial
Buildings
Potential
Exposure/
Loss for
Commercial
Buildings
(x $1,000)
Number
of
Critical
Facilities
Potential
Exposure
for
Critical
Facilities
(x $1,000)
Coastal Storm / Erosion 0 0 0 0 0 0 0
Dam Failure 1,337 262 101,715 11 9,092 13 22,844
Earthquake (Annualized
Loss - Includes shaking,
liquefaction and
landslide components) 53,856 14,205 1,147 158 400 86* / 86**
3,275* /
17,166**
Floods (Loss)
100 Year 29 8 462 1 310 0 0
500 Year 29 8 462 1 39 0 0
Rain- Induced Landslide
High Risk 3,880 696 349,310 10 29,634 8 24,794
Moderate Risk 473 195 49,170 0 1,300 6 25,169
Tsunami 0 0 0 0 0 0 0
Wildfire/ Structure Fire
Extreme 0 0 0 0 0 0 0
Very High 0 0 0 0 0 0 0
High 326 131 32,236 0 1,300 0 0
Moderate 53,530 14,074 4,277,345 158 734,606 115 572,558
* Represents 100-year earthquake value under three earthquake scenarios (shake only, shake and liquefaction, and
shake and landslide).
** Represents 500-year earthquake value under three earthquake scenarios (shake only, shake and liquefaction, and
shake and landslide).
After reviewing the localized hazard maps and exposure/loss table above, the following hazards were
identified by the La Mesa LPG as their top five.
• Fire
• Flood
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• Landslide
• Dam Failure
• Earthquake
5.11.1 Capabilities Assessment
The LPG identified current capabilities available for implementing hazard mitigation activities. The
Capability Assessment (Assessment) portion of the jurisdictional mitigation plan identifies administrative,
technical, legal and fiscal capabilities. This includes a summary of departments and their responsibilities
associated to hazard mitigation planning as well as codes, ordinances, and plans already in place
associated to hazard mitigation planning. The second part of the Assessment provides La Mesa’s fiscal
capabilities that may be applicable to providing financial resources to implement identified mitigation
action items.
5.11.1.1 Existing Institutions, Plans, Policies and Ordinances
The following is a summary of existing departments in La Mesa and their responsibilities related to
hazard mitigation planning and implementation, as well as existing planning documents and regulations
related to mitigation efforts within the community. The administrative and technical capabilities of La
Mesa, as shown in Table 5.11-2, provides an identification of the staff, personnel, and department
resources available to implement the actions identified in the mitigation section of the Plan. Specific
resources reviewed include those involving technical personnel such as planners/engineers with
knowledge of land development and land management practices, engineers trained in construction
practices related to building and infrastructure, planners and engineers with an understanding of natural or
manmade hazards, floodplain managers, surveyors, personnel with GIS skills and scientists familiar with
hazards in the community.
• City of La Mesa Fire Prevention Bureau
– Adoption of Fire Codes
– Review plans and sites for code compliance
– Weed abatement program
– Public education.
• City of La Mesa Community Development Department (including Building)
– Coordinates the adoption of applicable codes
– Develops ordinances
– Reviews site plans for code compliance
– Structure assessment following damage
• City of La Mesa Planning and Zoning Department
– Maintains general plan
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– Oversees development process with in the City
• City of La Mesa Engineering Department
– Develops and administers ordinances and policies for the City infrastructure
• City of La Mesa Public Works Department
Table 5.11-2
City of La Mesa: Administrative and Technical Capacity
Staff/Personnel Resources Y/N Department/Agency and Position
A. Planner(s) or engineer(s) with knowledge of land
development and land management practices Y Community development and Public Works
B. Engineer(s) or professional(s) trained in construction
practices related to buildings and/or infrastructure Y Community development and Public Works
C. Planners or Engineer(s) with an understanding of
natural and/or manmade hazards Y Community development and Public Works
D. Floodplain manager Y Public Works
E. Surveyors Y Public Works
F. Staff with education or expertise to assess the
community’s vulnerability to hazards Y All Departments
G. Personnel skilled in GIS and/or HAZUS Y Community Development and Public Works
H. Scientists familiar with the hazards of the community Y
I. Emergency manager Y Police Department and Fire Department
J. Grant writers Y All Departments
The legal and regulatory capabilities of La Mesa are shown in Table 5.11-3, which presents the existing
ordinances and codes that affect the physical or built environment of La Mesa. Examples of legal and/or
regulatory capabilities can include: the City’s building codes, zoning ordinances, subdivision ordnances,
special purpose ordinances, growth management ordinances, site plan review, general plans, capital
improvement plans, economic development plans, emergency response plans, and real estate disclosure
plans.
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Table 5.11-3
City of La Mesa: Legal and Regulatory Capability
Regulatory Tools (ordinances, codes, plans) Local
Authority
(Y/N)
Does State
Prohibit?
(Y/N)
A. Building code Y Y
B. Zoning ordinance Y
C. Subdivision ordinance or regulations Y Y
D. Special purpose ordinances (floodplain management, storm water management,
hillside or steep slope ordinances, wildfire ordinances, hazard setback requirements) Y
E. Growth management ordinances (also called “smart growth” or anti-sprawl programs) Y
F. Site plan review requirements Y Y
G. General or comprehensive plan Y Y
H. A capital improvements plan Y
I. An economic development plan Y N
J. An emergency response plan Y N
K. A post-disaster recovery plan N N
L. A post-disaster recovery ordinance N N
M. Real estate disclosure requirements Y Y
5.11.1.2 Fiscal Resources
Table 5.11-4 shows specific financial and budgetary tools available to La Mesa such as community
development block grants; capital improvements project funding; authority to levy taxes for specific
purposes; fees for water, sewer, gas, or electric services; impact fees for homebuyers or developers for
new development; ability to incur debt through general obligations bonds; and withholding spending in
hazard-prone areas.
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Table 5.11-4
City of La Mesa: Fiscal Capability
Financial Resources Accessible or Eligible to Use
(Yes/No)
A. Community Development Block Grants (CDBG) Y
B. Capital improvements project funding Y
C. Authority to levy taxes for specific purposes Y-Vote required
D. Fees for water, sewer, gas, or electric service Y
E. Impact fees for homebuyers or developers for new
developments/homes Y
F. Incur debt through general obligation bonds Y-Vote required
G. Incur debt through special tax and revenue bonds Y-Vote required
H. Incur debt through private activity bonds UK
I. Withhold spending in hazard-prone areas Y
J. Other – SANDAG Grant Y
5.11.2 Goals, Objectives and Actions
Listed below are La Mesa’s specific hazard mitigation goals, objectives and related potential actions. For
each goal, one or more objectives have been identified that provide strategies to attain the goal. Where
appropriate, the City has identified a range of specific actions to achieve the objective and goal.
The goals and objectives were developed by considering the risk assessment findings, localized hazard
identification and loss/exposure estimates, and an analysis of the jurisdiction’s current capabilities
assessment. These preliminary goals, objectives and actions were developed to represent a vision of long-
term hazard reduction or enhancement of capabilities. To help in further development of these goals and
objectives, the LPG compiled and reviewed current jurisdictional sources including the City’s planning
documents, codes, and ordinances. In addition, City representatives met with consultant staff and/or OES
to specifically discuss these hazard-related goals, objectives and actions as they related to the overall
Plan. Representatives of numerous City departments involved in hazard mitigation planning, including
Fire, Police, and Public Works participated in the La Mesa LPG. These members provided input to the La
Mesa LPG leads: Greg McAlpine and Kathy Feilen. Once developed, City staff presented them to the
City of La Mesa City Council for their approval.
Public meetings were held throughout the County to present these preliminary goals, objectives and
actions to citizens and to receive public input. At these meetings, specific consideration was given to
hazard identification/profiles and the vulnerability assessment results. The following sections present the
hazard-related goals, objectives and actions as prepared by Imperial Beach’s LPG in conjunction with the
Hazard Mitigation Working Group, locally elected officials, and local citizens. The following sections
present the hazard-related goals, objectives and actions as prepared by La Mesa’s LPG in conjunction
with the Hazard Mitigation Working Group, locally elected officials, and local citizens.
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5.11.2.1 Goals
The City of La Mesa has developed the following 9 Goals for their Hazard Mitigation Plan (See
Attachment A for Goal 9).
Goal 1. Promote disaster-resistant future development
Goal 2. Increase public understanding, support, and demand for effective hazard mitigation.
Goal 3. Build and support local capacity and commitment to continuously become less
vulnerable to hazards.
Goal 4. Improve coordination and communication with federal, state, local and tribal
governments.
“Reduce the possibility of damage and losses to existing assets, particularly people, critical
facilities/infrastructure, and City-owned facilities, due to”:
Goal 5. Floods.
Goal 6. Wildfires.
Goal 7. Dam Failure.
Goal 8. Geological Hazards.
Goal 9. Extremely Hazardous Materials Releases.
5.11.2.2 Objectives and Actions
The City of La Mesa developed the following broad list of objectives and actions to assist in the
implementation of each of their 9 identified goals. The City of La Mesa developed objectives to assist in
achieving their hazard mitigation goals. For each of these objectives, specific actions were developed that
would assist in their implementation. A discussion of the prioritization and implementation of the action
items is provided in Section 5.11.2.3.
Goal 1: Promote disaster resistant future development.
Objective 1.A: Encourage and facilitate the development or updating of general
plans and zoning ordinances to limit development in hazard areas.
Action 1.A.1 Continue to update plans and ordinances to stay current with mitigation
responsibilities.
Objective 1.B: Encourage and facilitate the adoption of building codes that protect
renovated existing assets and new development in hazard areas.
Action 1.B.1 Continue to require code compliance in areas such as earthquake (seismic)
construction.
Action 1.B.2 Continue to require code compliance in weed abatement in brush areas.
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Goal 1: Promote disaster resistant future development. (continued)
Objective 1.C: Encourage consistent enforcement of general plans, zoning ordinance
and building codes.
Action 1.C.1 Continue current practice of code enforcement in all areas that require compliance.
Goal 2: Promote public understanding, support and demand for
hazard mitigation.
Objective 2.A: Educate the public to increase awareness of hazards and
opportunities for mitigation actions.
Action 2.A.1 Through print media and the city website, continue to make available information
regarding hazard mitigation in the City of La Mesa.
Action 2.A.2 Increase awareness through public contacts in City facilities and field opportunities.
Objective 2.B: Promote partnerships between the state, counties, local and tribal
governments to identify, prioritize, and implement mitigation actions.
Action 2.B.1 Continue to use County and State OES to coordinate and assist in implementation
of mitigation awareness and efforts.
Objective 2.C: Promote hazard mitigation in the business community.
Action 2.C.1 Continue to provide information to businesses during annual fire prevention inspections.
Objective 2.D: Monitor and publicize the effectiveness of mitigation actions
implemented statewide.
Action 2.D.1 Continue to update the city website with information regarding mitigation efforts.
Goal 3: Build and support local capacity and commitment to
continuously become less vulnerable to hazards.
Objective 3.A: Increase awareness and knowledge of hazard mitigation principles
and practice among state, local and tribal officials.
Action 3.A.1 Continue to be a part in the efforts of the County UDC as well as other partnerships
with agencies that have a mutual interest in hazard mitigation.
Action 3.A.2 Continue to conduct annual EOC drills at the city level.
Objective 3.B: Development model hazard mitigation plan and provide technical
assistance to State agencies, local and tribal governments to prepare
hazard mitigation plans.
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Goal 3: Build and support local capacity and commitment to
continuously become less vulnerable to hazards. (continued)
Action 3.B.1 At the regional level, continue to be a part of the development of the regional plan.
Goal 4: Improve hazard mitigation coordination and communication
with federal, state, local and tribal governments.
Objective 4.A: Establish and maintain closer working relationships with state
agencies, local and tribal governments.
Action 4.A.1 Continue participation at the UDC level in the region.
Action 4.A.2 Maintain relationships with Helix Water including disaster drill cross participation.
Action 4.A.3 Continue relationships with local service groups and other community members.
Objective 4.B: Encourage other organizations to incorporate hazard mitigation
plans.
Action 4.B.1 Provide assistance if needed to Chamber of Commerce and other local groups with
an interest in hazard mitigation.
Objective 4.C: Improve the State’s capability and efficiency at administering
pre-and post-disaster mitigation.
Action 4.C.1 Include County and State OES and others in the cities annual EOC drill.
Goal 5: Reduce the possibility of damage and losses to existing assets,
particularly people, critical facilities/infrastructure, and State-
owned facilities, due to floods.
Objective 5.A: Protect existing assets with the highest relative vulnerability to the
effects of floods within the 100-year floodplain.
Action 5.A.1 Pursue grant funding for flood control projects as needed.
Objective 5.B: Minimize repetitive losses caused by flooding.
Action 5.B.1 Continue to maintain Alvarado Creek drainage in this flood prone area.
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Goal 6: Reduce the possibility of damage and losses to existing assets,
particularly people, critical facilities/infrastructure, and State-
owned facilities, due to wildfires.
Objective 6.A: Develop a comprehensive approach to reducing the possibility of
damage and losses due to wildfires in new development areas.
Action 6.A.1 Continue to require and enforce fire codes involving new construction in the
Eastridge Development.
Action 6.A.2 Continue to ensure street width and turn around regulations are met in these
urban/interface areas.
Objective 6.B: Protect existing assets with the highest relative vulnerability to the
effects of wildfires.
Action 6.B.1 Continue current practice of weed abatement in all city areas that are vulnerable.
Objective 6.C: Coordinate with and support existing efforts to mitigate wildfire
hazards (e.g., US Forest Service, Bureau of Land Management).
Action 6.C.1 Continue to participate in Zone, County and State mutual and automatic aid
agreements.
Goal 7: Reduce the possibility of damage and losses to existing assets,
particularly people, critical facilities/infrastructure, and State-
owned facilities, due to dam failure.
Objective 7.A: Develop a comprehensive approach to reducing the possibility of
damage and losses due to dam failure.
Action 7.A.1 Although the Lake Murray Dam is outside city limits, monitor and cooperate with the City
of San Diego to reduce the possible effects of dam failure to the City of La Mesa.
Objective 7.B: Address identified data limitations regarding the lack of
information about the dam.
Action 7.B.1 Maintain communications with the City of San Diego regarding dam failure at Lake
Murray.
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Goal 8: Reduce the possibility of damage and losses to existing assets,
particularly people, critical facilities/infrastructure, and State-
owned facilities, due to geological hazards.
Objective 8.A: Develop a comprehensive approach to reducing the possibility of
damage and losses due to geological hazards.
Action 8.A.1 Continue use of Uniform Building Code in all areas of new construction and remodel
activity within the City.
5.11.2.3 Prioritization and Implementation of Action Items
Once the comprehensive list of jurisdictional goals, objectives, and action items listed above was
developed, the proposed mitigation actions were prioritized. This step resulted in a list of acceptable and
realistic actions that address the hazards identified in each jurisdiction. This prioritized list of action items
was formed by the LPG weighing STAPLEE criteria
The Disaster Mitigation Action of 2000 (at 44 CFR Parts 201 and 206) requires the development of an
action plan that not only includes prioritized actions but one that includes information on how the
prioritized actions will be implemented. Implementation consists of identifying who is responsible for
which action, what kind of funding mechanisms and other resources are available or will be pursued, and
when the action will be completed.
The top 10 prioritized mitigation actions as well as an implementation strategy for each are:
Action Item #1: Continue to update plans and ordinances to stay current with mitigation
responsibilities.
Coordinating Individual/Organization: Community Development Department
Potential Funding Source: General Fund
Implementation Timeline: On-going
Action Item #2: Through print media and the city website, continue to make available information
regarding hazard mitigation in the City of La Mesa
Coordinating Individual/Organization: Fire Department
Potential Funding Source: General Fund
Implementation Timeline: On-going
Action Item #3: Continue to use County and State OES to coordinate and assist in implementation of
mitigation awareness and efforts.
Coordinating Individual/Organization: Fire Department
Potential Funding Source: General Fund
Implementation Timeline: On-going
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Action Item #4: Continue current practice of weed abatement in all city areas that are vulnerable.
Coordinating Individual/Organization: Fire Department
Potential Funding Source: General Fund
Implementation Timeline: On-going
Action Item #5: Continue to participate in Zone, County and State mutual and automatic aid
agreements.
Coordinating Individual/Organization: Fire Department
Potential Funding Source: General Fund
Implementation Timeline: On-going
Action Item #6: Coordinate with other agencies and departments on training and planning for terrorist
activities.
Coordinating Individual/Organization: Fire Department
Potential Funding Source: General Fund and possible grants
Implementation Timeline: On-going
Action Item #7: Maintain communication links that disseminate intelligence information.
Coordinating Individual/Organization: Police Department
Potential Funding Source: General Fund
Implementation Timeline: On-going
Action Item #8: Continue use of Uniform Building Code in all areas of new construction and remodel
activity within the City.
Coordinating Individual/Organization:
Potential Funding Source: General Fund
Implementation Timeline: On-going
Action Item #9: Continue to conduct annual EOC drills at the city level.
Coordinating Individual/Organization: Fire Department
Potential Funding Source: General Fund and possible grants
Implementation Timeline: On-going
Action Item #10: At the regional level, continue to be a part of the development of the regional plan.
Coordinating Individual/Organization: Fire Department
Potential Funding Source: General Fund and possible grants
Implementation Timeline: On-going
SECTIONFIVE Goals, Objectives and Actions
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SECTIONFIVE Goals, Objectives and Actions
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5.12 CITY OF LEMON GROVE
The City of Lemon Grove (Lemon Grove) reviewed a set of jurisdictional-level hazard maps including
detailed critical facility information and localized potential hazard exposure/loss estimates to help identify
the top hazards threatening their jurisdiction. In addition, LPGs were supplied with exposure/loss
estimates for Lemon Grove summarized in Table 5.12-1. See Section 4.0 for additional details.
Table 5.12-1
Summary of Potential Hazard-Related Exposure/Loss in Lemon Grove
Residential Commercial Critical Facilities
Hazard Type
Exposed
Population
Number of
Residential
Buildings
Potential
Exposure/
Loss for
Residential
Buildings
(x $1,000)
Number of
Commercial
Buildings
Potential
Exposure/
Loss for
Commercial
Buildings
(x $1,000)
Number
of
Critical
Facilities
Potential
Exposure
for
Critical
Facilities
(x $1,000)
Coastal Storm / Erosion 0 0 0 0 0 0 0
Dam Failure 0 0 0 0 0 0 0
Earthquake (Annualized
Loss - Includes shaking,
liquefaction and landslide
components) 26,114 7,224 510 50 127 24* / 24**
164* /
1,361**
Floods (Loss)
100 Year 280 78 3,311 3 1,815 0 0
500 Year 294 82 3,456 3 1,815 0 0
Rain-Induced Landslide
High Risk 199 56 12,135 0 0 0 0
Moderate Risk 137 24 10,063 0 2,336 8 18,685
Tsunami 0 0 0 0 0 0 0
Wildfire/ Structure Fire
Extreme 0 0 0 0 0 0 0
Very High 0 0 0 0 0 0 0
High 0 0 0 0 0 0 0
Moderate 25,023 6,871 1,706,745 47 208,246 35 58,050
* Represents 100-year earthquake value under three earthquake scenarios (shake only, shake and liquefaction, and
shake and landslide).
** Represents 500-year earthquake value under three earthquake scenarios (shake only, shake and liquefaction, and
shake and landslide).
After reviewing the localized hazard maps and exposure/loss table above, the following hazards were
identified by the Lemon Grove LPG as their top five.
• Earthquake
• Flood
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• Landslide
• Wildfire
• Dam Failure
5.12.1 Capabilities Assessment
The LPG identified current capabilities available for implementing hazard mitigation activities. The
Capability Assessment (Assessment) portion of the jurisdictional mitigation plan identifies administrative,
technical, legal and fiscal capabilities. This includes a summary of departments and their responsibilities
associated to hazard mitigation planning as well as codes, ordinances, and plans already in place
associated to hazard mitigation planning. The second part of the Assessment provides Lemon Grove’s
fiscal capabilities that may be applicable to providing financial resources to implement identified
mitigation action items.
5.12.1.1 Existing Institutions, Plans, Policies and Ordinances
The following is a summary of existing departments in Lemon Grove and their responsibilities related to
hazard mitigation planning and implementation, as well as existing planning documents and regulations
related to mitigation efforts within the community. The administrative and technical capabilities of
Lemon Grove, as shown in Table 5.12-2, provides an identification of the staff, personnel, and department
resources available to implement the actions identified in the mitigation section of the Plan. Specific
resources reviewed include those involving technical personnel such as planners/engineers with
knowledge of land development and land management practices, engineers trained in construction
practices related to building and infrastructure, planners and engineers with an understanding of natural or
manmade hazards, floodplain managers, surveyors, personnel with GIS skills and scientists familiar with
hazards in the community.
• City of Lemon Grove San Miguel Consolidated Fire Protection District
– Includes Fire Prevention Department, Fire Plans and Subdivision Review
1.1.11 Plans review of compliance with State, Federal and Local ordinances.
1.1.12 Evaluation of water supply needs and establishing the location of current and
future water supply needs.
– Fire Prevention Inspections Department
1.1.13 Conducts scheduled inspections of new construction.
1.1.14 Initiate compliance Inspection of Hazardous Occupancies.
• City of Lemon Grove Community Services Department
– Streets Division: Responsible for repairing and maintaining streets, curbs, gutters, storm
drain channels, street sweeping and sidewalks
– Parks Division: Responsible for maintaining trees and landscaping in public right-of-way.
– Sewer Division: Identify sewer spills and mediate such spills.
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– Facilities Division: Responsible for the day-to-day operation and maintenance of City
facilities.
• City of Lemon Grove Community Development Department
– Planning: Oversees implementation of General Plan requirements and reviews projects to
ensure minimal adverse impacts from flood plains, slopes, canyons and grading.
• City of Lemon Grove Engineering Services Department
– Storm water: Reduction of urban runoff and storm water to the greatest extent possible.
– Reviews project designs and street and public improvements for proper engineering design.
• San Diego County Sheriff’s Department
– Provide law enforcement services (scene security, traffic and crowd control, and criminal
investigation) at scene of a disaster.
– Department policies and procedures to respond to and manage critical incidents.
Table 5.12-2
City of Lemon Grove: Administrative and Technical Capacity
Staff/Personnel Resources Y/N Department/Agency and Position
A. Planner(s) or engineer(s) with knowledge of land
development and land management practices Y
Community Development-Director, Senior Planner,
Engineer Service-City Engineer, Association of
Engineers
B. Engineer(s) or professional(s) trained in construction
practices related to buildings and/or infrastructure Y Engineer Service-City of Engineer, Association of
Engineers
C. Planners or Engineer(s) with an understanding of
natural and/or manmade hazards Y Community Development Director
D. Floodplain manager N
E. Surveyors N
F. Staff with education or expertise to assess the
community’s vulnerability to hazards Y Fire Department-Division Chief
G. Personnel skilled in GIS and/or HAZUS Y Community Development-Administration Analyst /,
Engineer Service-Storm Water Specialist
H. Scientists familiar with the hazards of the community N
I. Emergency manager Y City Manager
J. Grant writers Y City Manager-Grant Writer
The legal and regulatory capabilities of Lemon Grove are shown in Table 5.12-3, which presents the
existing ordinances and codes that affect the physical or built environment of Lemon Grove. Examples of
legal and/or regulatory capabilities can include: the City’s building codes, zoning ordinances, subdivision
ordnances, special purpose ordinances, growth management ordinances, site plan review, general plans,
capital improvement plans, economic development plans, emergency response plans, and real estate
disclosure plans.
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Table 5.12-3
City of Lemon Grove: Legal and Regulatory Capability
Regulatory Tools (ordinances, codes, plans) Local
Authority
(Y/N)
Does State
Prohibit?
(Y/N)
A. Building code Y N
B. Zoning ordinance Y N
C. Subdivision ordinance or regulations Y N
D. Special purpose ordinances (floodplain management, storm water management, hillside or
steep slope ordinances, wildfire ordinances, hazard setback requirements) Y N
E. Growth management ordinances (also called “smart growth” or anti-sprawl programs) Y N
F. Site plan review requirements Y N
G. General or comprehensive plan Y N
H. A capital improvements plan Y N
I. An economic development plan Y N
J. An emergency response plan Y N
K. A post-disaster recovery plan Y N
L. A post-disaster recovery ordinance Y N
M. Real estate disclosure requirements N N
5.12.1.2 Fiscal Resources
Table 5.12-4 shows specific financial and budgetary tools available to Lemon Grove such as community
development block grants; capital improvements project funding; authority to levy taxes for specific
purposes; fees for water, sewer, gas, or electric services; impact fees for homebuyers or developers for
new development; ability to incur debt through general obligations bonds; and withholding spending in
hazard-prone areas.
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Table 5.12-4
City of Lemon Grove: Fiscal Capability
Financial Resources Accessible or Eligible to Use
(Yes/No)
A. Community Development Block Grants (CDBG) Y
B. Capital improvements project funding Y
C. Authority to levy taxes for specific purposes N
D. Fees for water, sewer, gas, or electric service UK
E. Impact fees for homebuyers or developers for new developments/homes Y
F. Incur debt through general obligation bonds Y
G. Incur debt through special tax and revenue bonds Y
H. Incur debt through private activity bonds Y
I. Withhold spending in hazard-prone areas Y
5.12.2 Goals, Objectives and Actions
Listed below are Lemon Grove’s specific hazard mitigation goals, objectives and related potential actions.
For each goal, one or more objectives have been identified that provide strategies to attain the goal.
Where appropriate, the City has identified a range of specific actions to achieve the objective and goal.
The goals and objectives were developed by considering the risk assessment findings, localized hazard
identification and loss/exposure estimates, and an analysis of the jurisdiction’s current capabilities
assessment. These preliminary goals, objectives and actions were developed to represent a vision of long-
term hazard reduction or enhancement of capabilities. To help in further development of these goals and
objectives, the LPG compiled and reviewed current jurisdictional sources including the City’s planning
documents, codes, and ordinances. In addition, City representatives met with consultant staff and/or OES
to specifically discuss these hazard-related goals, objectives and actions as they related to the overall
Plan. Representatives of numerous City departments involved in hazard mitigation planning, including
Fire, Police, and Public Works provided input to the Lemon Grove LPG. The Lemon Grove LPG
members were:
• Battalion Chief Jon Torchia
• Captain Gary Croucher
• Captain Mike Stein
• Captain Don Garcia
• Engineer Theresa Cates
Once developed, City staff presented them to the City of Lemon Grove City Council for their approval.
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Public meetings were held throughout the County to present these preliminary goals, objectives and
actions to citizens and to receive public input. At these meetings, specific consideration was given to
hazard identification/profiles and the vulnerability assessment results. The following sections present the
hazard-related goals, objectives and actions as prepared by Lemon Grove’s LPG in conjunction with the
Hazard Mitigation Working Group, locally elected officials, and local citizens.
5.12.2.1 Goals
The City of Lemon Grove has developed the following 5 Goals for their Hazard Mitigation Plan.
Goal 1. Promote disaster-resistant future development.
Goal 2. Build and support local capacity and commitment to continuously become less
vulnerable to hazards.
Goal 3. Improve hazard mitigation coordination and communication with federal, state, and local
governments.
“Reduce the possibility of damage and losses to existing assets, particularly people, critical
facilities/infrastructure, and City-owned facilities, due to”:
Goal 4. Floods.
Goal 5. Earthquakes.
5.12.2.2 Objectives and Actions
The City of Lemon Grove developed the following broad list of objectives and actions to assist in the
implementation of each of their 5 identified goals. The City of Lemon Grove developed objectives to
assist in achieving their hazard mitigation goals. For each of these objectives, specific actions were
developed that would assist in their implementation. A discussion of the prioritization and
implementation of the action items is provided in Section 5.12.2.3.
Goal 1: Promote disaster-resistant future development.
Objective 1.A: Facilitate the development or updating of general plans and
zoning ordinances to limit development in hazard areas.
Action 1.A.1 Update the General Plan every 10 years.
Action 1.A.2 Attract and retain qualified, professional and experienced staff
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Goal 2: Build and support local capacity and commitment to
continuously become less vulnerable to hazards.
Objective 2.A: Increase awareness and knowledge of hazard mitigation principles
and practices among local officials.
Action 2.A.1 Build and support local partnerships, such as the United Disaster Council (UDC)
and Homeland Preparedness Coordination Council (HPCC) and the coordination of
mutual aid agreements.
Action 2.A.2 Build a team of community volunteers to work with the community before, during
and after a disaster.
Action 2.A.3 Build hazard mitigation concerns into City of Lemon Grove planning and budgetary
processes.
Objective 2.B: Solicit community organizations to incorporate hazard mitigation
activities.
Action 2.B.1 Communicate with local civic groups, schools and employees to encourage them to
promote hazard mitigation as common safe working conditions.
Objective 2.C: Increase awareness and knowledge of hazard mitigation
principles and practices among local residents.
Action 2.C.1 Publish educational information in the City newsletter and on the City’s website.
Goal 3: Improve hazard mitigation coordination and communication
with federal, state and local governments.
Objective 3.A: Establish and maintain closer working relationships with federal,
state and local governments.
Action 3.A.1 Build and support local partnerships, such as the United Disaster Council (UDC)
and Homeland Preparedness Coordination Council (HPCC) and the coordination of
mutual aid agreements.
Action 3.A.2 Encourage development of standardized Emergency Operations Plans within the
City of Lemon Grove that coordinate with countywide Emergency Operations Plans.
Action 3.A.3 Develop multi-jurisdictional multi-functional training and exercises to enhance
hazard mitigation.
Action 3.A.4 Leverage resources and expertise that will further hazard mitigation efforts.
Objective 3.B: Support a coordinated permitting activities process.
Action 3.B.1 Develop notification procedures for all permits that support affected agencies.
Action 3.B.2 Streamline policies to eliminate conflicts and duplication of effort.
Action 3.B.3 Exchange resources and work with other agencies.
SECTIONFIVE Goals, Objectives and Actions
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Goal 4: Reduce the possibility of damage and losses to existing assets,
particularly people, critical infrastructure and public facilities
due to floods.
Objective 4.A: Develop a comprehensive approach to reducing the possibility of
damage and losses due to floods.
Action 4.A.1 Review and compare existing flood control standards, zoning and building
requirements.
Action 4.A.2 Adopt policies that discourage growth in flood-prone areas.
Action 4.A.3 Seek pre-disaster mitigation funding.
Goal 5: Reduce the possibility of damage and losses to existing assets,
particularly people, critical infrastructure and public facilities
due to earthquakes.
Objective 5.A: Develop programs to limit damage and losses due to earthquakes
Action 5.A.1 Update Building Codes to reflect current standards.
Action 5.A.2 Identify hazard-prone structures.
Action 5.A.3 Construct critical infrastructure and public facilities that will remain functional after
earthquakes.
5.12.2.3 Prioritization and Implementation of Action Items
Once the comprehensive list of jurisdictional goals, objectives, and action items listed above was
developed, the proposed mitigation actions were prioritized. This step resulted in a list of acceptable and
realistic actions that address the hazards identified in each jurisdiction. This prioritized list of action items
was formed by the LPG weighing STAPLEE criteria
The Disaster Mitigation Action of 2000 (at 44 CFR Parts 201 and 206) requires the development of an
action plan that not only includes prioritized actions but one that includes information on how the
prioritized actions will be implemented. Implementation consists of identifying who is responsible for
which action, what kind of funding mechanisms and other resources are available or will be pursued, and
when the action will be completed.
The top 10 prioritized mitigation actions as well as an implementation strategy for each are:
Action Item #1: Build and support local partnerships, such as the United Disaster Council (UDC)
and Homeland Preparedness Coordination Council (HPCC), and the
coordination of mutual aid agreements.
SECTIONFIVE Goals, Objectives and Actions
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Coordinating Individual/Organization: Fire Chief
Potential Funding Source: General Fund
Implementation Timeline: On-going
Action Item #2: Build hazard mitigation concerns into City of Lemon Grove planning and
budgetary processes.
Coordinating Individual/Organization: City Manager, CIP Committee
Potential Funding Source: General Fund
Implementation Timeline: February - March of each fiscal year
Action Item #3: Publish educational information in the City newsletter and on the City’s website.
Coordinating Individual/Organization: City Manager Department
Potential Funding Source: General Fund
Implementation Timeline: Semi-annual, on-going
Action Item #4: Encourage development of standardized Emergency Operations Plans within the
City of Lemon Grove that coordinate with countywide Emergency Operations
Plans.
Coordinating Individual/Organization: Fire Chief
Potential Funding Source: General Fund
Implementation Timeline: On-going
Action Item #5: Streamline policies to eliminate conflicts and duplication of effort.
Coordinating Individual/Organization: Comm. Dev. Director
Potential Funding Source: General Fund
Implementation Timeline: On-going
Action Item #6: Exchange resources and work with other agencies
Coordinating Individual/Organization: Fire Chief
Potential Funding Source: General Fund
Implementation Timeline: On-going
Action Item #7: Review and compare existing flood control standards, zoning, and building
requirements.
Coordinating Individual/Organization: Comm. Dev. Director
Potential Funding Source: General Fund
Implementation Timeline: On-going
SECTIONFIVE Goals, Objectives and Actions
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Action Item #8: Adopt policies that discourage growth in flood-prone areas.
Coordinating Individual/Organization: City Manager
Potential Funding Source: General Fund
Implementation Timeline: January 2005 to December 2006
Action Item #9: Update Building Codes to reflect current standards.
Coordinating Individual/Organization: City Manager
Potential Funding Source: General Fund
Implementation Timeline: As State building code changes
Action Item #10: Identify hazard-prone areas
Coordinating Individual/Organization: Fire Chief
Potential Funding Source: General Fund
Implementation Timeline: July - October 2004
SECTIONFIVE Goals, Objectives and Actions
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5.13 CITY OF NATIONAL CITY
The City of National City (National City) reviewed a set of jurisdictional-level hazard maps including
detailed critical facility information and localized potential hazard exposure/loss estimates to help identify
the top hazards threatening their jurisdiction. In addition, LPGs were supplied with exposure/loss
estimates for National City summarized in Table 5.13-1. See Section 4.0 for additional details.
Table 5.13-1
Summary of Potential Hazard-Related Exposure/Loss in National City
Residential Commercial Critical Facilities
Hazard Type
Exposed
Population
Number of
Residential
Buildings
Potential
Exposure/
Loss for
Residential
Buildings
(x $1,000)
Number of
Commercial
Buildings
Potential
Exposure/
Loss for
Commercial
Buildings
(x $1,000)
Number
of
Critical
Facilities
Potential
Exposure
for
Critical
Facilities
(x $1,000)
Coastal Storm / Erosion 0 0 0 0 0 0 0
Dam Failure 1,895 349 86,809 106 464,094 59 245,984
Earthquake (Loss)
54,081 8,776 1133 157 552
101* /
105**
6,850* /
48,848**
Floods (Loss)
100 Year 2,702 439 19,845 37 21,306 18 114,649
500 Year 6,206 1,007 26,843 71 35,786 23 127,890
Rain-Induced Landslide
High Risk 4,544 754 232,328 7 31,202 8 25,611
Moderate Risk 0 0 0 0 0 0 0
Tsunami 258 51 12,214 8 41,166 27 198,970
Wildfire/ Structure Fire
Extreme 0 0 0 0 0 0 0
Very High 0 0 0 0 0 0 0
High 0 0 0 11 70,984 0 0
Moderate 51,399 8,691 2,556,844 146 635,882 139 785,917
* Represents 100-year earthquake value under three earthquake scenarios (shake only, shake and liquefaction, and
shake and landslide).
** Represents 500-year earthquake value under three earthquake scenarios (shake only, shake and liquefaction, and
shake and landslide).
After reviewing the localized hazard maps and exposure/loss table above, the following were identified
by the National City LPG as their top hazards:
• Floods: dam failures
• Seismic: older structures
• Structure Fires: older structures
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• Hazmat Release: industrial facilities
• Lead Based Paint: older homes
5.13.1 Capabilities Assessment
The LPG identified current capabilities available for implementing hazard mitigation activities. The
Capability Assessment (Assessment) portion of the jurisdictional mitigation plan identifies administrative,
technical, legal and fiscal capabilities. This includes a summary of departments and their responsibilities
associated to hazard mitigation planning as well as codes, ordinances, and plans already in place
associated to hazard mitigation planning. The second part of the Assessment provides National City’s
fiscal capabilities that may be applicable to providing financial resources to implement identified
mitigation action items.
5.13.1.1 Existing Institutions, Plans, Policies and Ordinances
The following is a summary of existing departments in National City and their responsibilities related to
hazard mitigation planning and implementation, as well as existing planning documents and regulations
related to mitigation efforts within the community. The administrative and technical capabilities of
National City, as shown in Table 5.13-2, provides an identification of the staff, personnel, and department
resources available to implement the actions identified in the mitigation section of the Plan. Specific
resources reviewed include those involving technical personnel such as planners/engineers with
knowledge of land development and land management practices, engineers trained in construction
practices related to building and infrastructure, planners and engineers with an understanding of natural or
manmade hazards, floodplain managers, surveyors, personnel with GIS skills and scientists familiar with
hazards in the community.
• City of National City Fire Department
– Permits and Plan Review
– Code Enforcement
– Public Education
– Emergency Plan
• City of National City Building Department
– Permits and Plan Review
– Code Enforcement
– Public Education
• City of National City Public Works Department
– Code Enforcement
– Permits – Grading
– Flood Plan Check
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• City of National City Police Department
– Public Education
Table 5.13-2
City of National City: Administrative and Technical Capacity
Staff/Personnel Resources Y/N Department/Agency and Position
A. Planner(s) or engineer(s) with knowledge of land
development and land management practices Y Planning/CDC – Director, 3 Planners
B. Engineer(s) or professional(s) trained in construction
practices related to buildings and/or infrastructure Y Building – Director, 2 Inspectors
C. Planners or Engineer(s) with an understanding of
natural and/or manmade hazards Y Fire/Building/Planning/Police – Directors
D. Floodplain manager Y Public Works/Engineering – Director, 2 Engineers
E. Surveyors N
F. Staff with education or expertise to assess the
community’s vulnerability to hazards Y Fire/Building/Planning/Police – Directors
G. Personnel skilled in GIS and/or HAZUS Y Public Works/Engineering – Director, 2 Engineers
H. Scientists familiar with the hazards of the community N
I. Emergency manager Y Fire – Director
J. Grant writers N
The legal and regulatory capabilities of National City are shown in Table 5.13-3, which presents the
existing ordinances and codes that affect the physical or built environment of National City. Examples of
legal and/or regulatory capabilities can include: the City’s building codes, zoning ordinances, subdivision
ordnances, special purpose ordinances, growth management ordinances, site plan review, general plans,
capital improvement plans, economic development plans, emergency response plans, and real estate
disclosure plans.
SECTIONFIVE Goals, Objectives and Actions
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Table 5.13-3
City of National City: Legal and Regulatory Capability
Regulatory Tools (ordinance, codes, plans) Local
Authority
(Y/N)
Does State
Prohibit?
(Y/N)
A. Building code Y N
B. Zoning ordinance Y N
C. Subdivision ordinance or regulations Y N
D. Special purpose ordinances (floodplain management, storm water management, hillside
or steep slope ordinances, wildfire ordinances, hazard setback requirements) Y N
E. Growth management ordinances (also called “smart growth” or anti-sprawl programs) N N
F. Site plan review requirements Y N
G. General or comprehensive plan Y N
H. A capital improvements plan Y N
I. An economic development plan Y N
J. An emergency response plan Y N
K. A post-disaster recovery plan Y N
L. A post-disaster recovery ordinance Y N
M. Real estate disclosure requirements N N
5.13.1.2 Fiscal Resources
Table 5.13-4 shows specific financial and budgetary tools available to National City such as community
development block grants; capital improvements project funding; authority to levy taxes for specific
purposes; fees for water, sewer, gas, or electric services; impact fees for homebuyers or developers for
new development; ability to incur debt through general obligations bonds; and withholding spending in
hazard-prone areas.
SECTIONFIVE Goals, Objectives and Actions
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Table 5.13-4
City of National City: Fiscal Capability
Financial Resources Accessible or Eligible to Use
(Yes/No)
A. Community Development Block Grants (CDBG) Y-Eligible, but limited accessibility
B. Capital improvements project funding Y- Eligible, but limited accessibility
C. Authority to levy taxes for specific purposes Y- Eligible, but limited accessibility
D. Fees for water, sewer, gas, or electric service Y-Sewer Only
E. Impact fees for homebuyers or developers for new developments/homes Y-Parks Only
F. Incur debt through general obligation bonds Y- Eligible, but limited accessibility
G. Incur debt through special tax and revenue bonds Y- Eligible, but limited accessibility
H. Incur debt through private activity bonds Y-Accessible
I. Withhold spending in hazard-prone areas Y
5.13.2 Goals, Objectives and Actions
Listed below are National City’s specific hazard mitigation goals, objectives and related potential actions.
For each goal, one or more objectives have been identified that provide strategies to attain the goal.
Where appropriate, the City has identified a range of specific actions to achieve the objective and goal.
The goals and objectives were developed by considering the risk assessment findings, localized hazard
identification and loss/exposure estimates, and an analysis of the jurisdiction’s current capabilities
assessment. These preliminary goals, objectives and actions were developed to represent a vision of long-
term hazard reduction or enhancement of capabilities. To help in further development of these goals and
objectives, the LPG compiled and reviewed current jurisdictional sources including the City’s planning
documents, codes, and ordinances. In addition, City representatives met with consultant staff and/or OES
to specifically discuss these hazard-related goals, objectives and actions as they related to the overall
Plan. Representatives of numerous City departments involved in hazard mitigation planning, including
Fire, Police, and Public Works provided input to the National City LPG. The National City LPG members
were:
• Kathleen Trees (Building and Safety Department)
• Donald Condon (Fire Department)
• Walter Amedee (Fire Department)
• Roger Post (Planning Department)
• Mike Harlan (Police Department)
• Din Daneshfar (Public Works/Engineering Department)
Once developed, City staff presented them to the City of National City City Council for their approval.
SECTIONFIVE Goals, Objectives and Actions
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Public meetings were held throughout the County to present these preliminary goals, objectives and
actions to citizens and to receive public input. At these meetings, specific consideration was given to
hazard identification/profiles and the vulnerability assessment results. The following sections present the
hazard-related goals, objectives and actions as prepared by National City’s LPG in conjunction with the
Hazard Mitigation Working Group, locally elected officials, and local citizens.
5.13.2.1 Goals
The City of National City has developed the following 8 Goals for their Hazard Mitigation Plan (See
Attachment A for Goal 8).
Goal 1. Promote disaster-resistant future development.
Goal 2. Promote public understanding, support and demand for hazard mitigation.
Goal 3. Build and support local capacity and commitment to continuously become less
vulnerable to hazards.
Goal 4. Improve hazard mitigation coordination and communication with federal, state and local
governments.
“Reduce the possibility of damage and losses to existing assets, particularly people, critical
facilities/infrastructure, and City-owned facilities, due to”:
Goal 5. Earthquakes.
Goal 6. Floods.
Goal 7. Structural Fire/Wildfire.
Goal 8. Manmade Hazards.
5.13.2.2 Objectives and Actions
The City of National City developed the following broad list objectives and actions to assist in the
implementation of each of their 8 identified goals. The City of National City developed objectives to
assist in achieving their hazard mitigation goals. For each of these objectives, specific actions were
developed that would assist in their implementation. A discussion of the prioritization and
implementation of the action items is provided in Section 5.13.2.3.
Goal 1: Promote disaster resistant future development.
Objective 1.A: Continue to address natural hazards in future general plan updates.
Action 1.A.1 Continue to update the General Plan periodically.
Action 1.A.2 Continue to update the Land Use Code periodically.
SECTIONFIVE Goals, Objectives and Actions
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Goal 1: Promote disaster resistant future development. (continued)
Objective 1.B: Encourage and facilitate the adoption of building codes that protect
renovated existing assets and new development in hazard areas.
Action 1.B.1 Adopt and implement current codes per state cycle.
Action 1.B.2 Adopt and implement existing building codes
Action 1.B.3 Adopt and implement lead-based paint ordinance.
Objective 1.C: Encourage consistent enforcement of the National City land use
code and building codes.
Action 1.C.1 Encourage Development Services Group (DSG) meetings quarterly.
Action 1.C.2 Train staff on current Land Use and Building Codes.
Objective 1.D: Discourage future development that exacerbates hazardous
conditions.
Action 1.D.1 Maintain and update the Flood Plain Ordinance periodically.
Action 1.D.2 Continue to update Land Use Codes periodically.
Objective 1.E: Address identified data limitations regarding development in
hazard areas.
Action 1.E.1 Implement Geographic Information System (GIS) program citywide.
Action 1.E.2 Use GIS and Census data to locate hazard areas in development zones.
Goal 2: Promote public understanding, support and demand for
hazard mitigation.
Objective 2.A: Educate the public to increase awareness of hazards and
opportunities for mitigation actions.
Action 2.A.1 Conduct workshops with community businesses on hazards.
Action 2.A.2 Establish a community risk reduction campaign.
Objective 2.B: Promote partnerships between the state, counties and local
governments to identify, prioritize and implement mitigation actions.
Action 2.B.1 Participate in workgroup activities with the County Office of Emergency Services
(OES), Unified Disaster Council (UDC).
Action 2.B.2 Participate in workgroup activities with other municipalities.
SECTIONFIVE Goals, Objectives and Actions
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Goal 2: Promote public understanding, support and demand for
hazard mitigation. (continued)
Action 2.B.3 Participate in workgroup activities with SANDAG.
Action 2.B.4 Participate in workgroup activities with Caltrans.
Objective 2.C: Promote hazard mitigation in the business community.
Action 2.C.1 Conduct workshops with Community Businesses.
Action 2.C.2 Conduct informational meetings with Community Groups.
Objective 2.D: Monitor and publicize the effectiveness of mitigation actions
implemented citywide.
Action 2.D.1 Develop method to keep community informed of progress.
Objective 2.E: Discourage activities that exacerbate hazardous conditions.
Action 2.E.1 Implement code enforcement for building without permits.
Action 2.E.2 Implement code enforcement for hazardous occupancies in accordance with
adopted codes.
Goal 3: Build and support local capacity and commitment to
continuously become less vulnerable to hazards.
Objective 3.A: Increase awareness and knowledge of hazard mitigation principles
and practice among local officials.
Action 3.A.1 Conduct workshops with Community Officials
Action 3.A.2 Adopt ordinance for reduced fees on hazard mitigation projects.
Objective 3.B: Develop a hazard mitigation plan and provide technical assistance
to implement the plan.
Action 3.B.1 Work with consultants to develop hazard mitigation plan.
Action 3.B.2 Implement hazard mitigation plan recommendations.
Action 3.B.3 Establish HAZUS pilot program (GIS Based Community Risk Assessment
Program).
SECTIONFIVE Goals, Objectives and Actions
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Goal 4: Improve hazard mitigation coordination and communication
with federal, state and local governments.
Objective 4.A: Establish and maintain closer working relationships with state
agencies and local governments.
Action 4.A.1 Work with California U.S. Earthquake Consortium (CUSEC), National Institute for
Building Sciences, Chamber of Commerce, American Red Cross, County Office of
Emergency Services (OES), Unified Disaster Council (UDC), and Federal
Emergency Management Agency (FEMA) to develop mitigation plans.
Action 4.A.2 Work with other municipalities to develop mitigation plans.
Objective 4.B: Encourage other organizations to incorporate hazard mitigation
activities.
Action 4.B.1 Hold seminars to encourage public and other organizations to take mitigation
actions. This initiative can be developed in modular format to address the
information needs of a range of target groups.
Action 4.B.2 Work with neighboring municipalities to develop joint mitigation plans.
Objective 4.C: Improve the City’s capability and efficiency at administering pre-
and post- disaster mitigation.
Action 4.C.1 Work with consultants to develop hazard mitigation plan.
Action 4.C.2 Maintain an Emergency Response Plan.
Action 4.C.3 Schedule Emergency Response Plan Exercises.
Action 4.C.4 Educate public with pre-and post disaster advise.
Goal 5: Reduce the possibility of damage and losses to existing assets,
particularly people and critical facilities/infrastructure due to
earthquakes.
Objective 5.A: Develop a comprehensive approach to reducing the possibility of
damage and looses due to earthquakes.
Action 5.A.1 Prepare detailed Engineering Evaluation of High Risk Bridges.
Action 5.A.2 Use Bridge/Access Design Standards.
Action 5.A.3 Maintain an Emergency Response Plan.
Action 5.A.4 Schedule Emergency Response Plan Exercises.
Action 5.A.5 Provide information to public of seismic risks through Housing Program.
SECTIONFIVE Goals, Objectives and Actions
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Goal 5: Reduce the possibility of damage and losses to existing assets,
particularly people and critical facilities/infrastructure due to
earthquakes. (continued)
Action 5.A.6 Maintain search and rescue equipment deployment objectives.
Action 5.A.7 Determine structural safety of buildings to be used for care and shelter of evacuees.
Objective 5.B: Protect existing assets with the highest relative vulnerability to the
effects of earthquakes
Action 5.B.1 Adopt and implement existing building codes.
Action 5.B.2 Conduct informational meetings with Community Groups.
Objective 5.C: Coordinate with and support existing efforts to mitigate
earthquake hazards.
Action 5.C.1 Work with Central U.S. Earthquake Consortium (CUSEC).
Action 5.C.2 Work with Caltrans.
Objective 5.D: Address identified data limitations regarding the lack of
information about the relative vulnerability of assets from
earthquakes.
Action 5.D.1 Implement GIS program citywide.
Action 5.D.2 Use GIS and Census data to locate vulnerable buildings.
Goal 6: Reduce the possibility of damage and losses to existing assets,
particularly people and critical facilities/infrastructure due to
floods.
Objective 6.A: Develop a comprehensive approach to reducing the possibility of
damage and losses due to floods.
Action 6.A.1 Maintain Flood Retrofitting for Residential Structures.
Action 6.A.2 Maintain Storm Water System in Operable Conditions.
Action 6.A.3 Reduce Impervious Surfaces
Action 6.A.4 Maintain an Evacuation Plan.
Action 6.A.5 Maintain search and rescue equipment deployment objectives.
SECTIONFIVE Goals, Objectives and Actions
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Goal 6: Reduce the possibility of damage and losses to existing assets,
particularly people and critical facilities/infrastructure due to
floods. (continued)
Objective 6.B: Protect existing assets with the highest relative vulnerability to the
effects of floods within the 100-year floodplain.
Action 6.B.1 Construct water barriers as necessary.
Action 6.B.2 Construct detention basins as necessary.
Objective 6.C: Coordinate with and support existing efforts to mitigate floods
(e.g., U.S. Army Corps of Engineers, US Bureau of Reclamation,
California Department of Water Resources).
Action 6.C.1 Participate in workgroup activities with the County.
Action 6.C.2 Participate in workgroup activities with the Caltrans.
Action 6.C.3 Participate in workgroup activities with the other municipalities.
Objective 6.D: Minimize repetitive losses caused by flooding.
Action 6.D.1 Prepare and implement Best Management Practices.
Action 6.D.2 Schedule Flood Mitigation and recovery Interactive Exercises.
Objective 6.E: Address identified data limitations regarding the lack of information
about the relative vulnerability of assets from flooding.
Action 6.E.1 Implement GIS program citywide.
Action 6.E.2 Use GIS and Census data to locate vulnerable buildings.
Action 6.E.3 Prepare Hydrology Studies as necessary.
Action 6.E.4 Use Hydrological Modeling Techniques.
Goal 7: Reduce the possibility of damage and losses to existing assets,
particularly people and critical facilities/infrastructure due to
structural fire/wildfire.
Objective 7.A: Develop a comprehensive approach to reducing the possibility of
damage and losses due to structural fire/wildfire.
Action 7.A.1 Maintain a Fire Prevention Program.
Action 7.A.2 Maintain a Pre-Fire Plan Program.
Action 7.A.3 Maintain a Fire Suppression Program.
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Goal 7: Reduce the possibility of damage and losses to existing assets,
particularly people and critical facilities/infrastructure due to
structural fire/wildfire. (continued)
Action 7.A.4 Maintain a Housing Inspection Program.
Action 7.A.5 Maintain a Business License Inspection Program.
Action 7.A.6 Maintain a Housing Outreach Program.
Action 7.A.7 Maintain/update all Arson Registrants with required registration and conditions of
probation or parole.
Objective 7.B: Protect existing assets with the highest relative vulnerability to the
effects of structural fire/wildfire.
Action 7.B.1 Maintain response times, pumping capacity and apparatus and equipment
deployment objectives.
Action 7.B.2 Maintain adequate staffing to meet fire suppression objectives.
Action 7.B.3 Maintain standard operating procedures for fire ground operations.
Action 7.B.4 Eliminate non-fire resistant roofs.
Action 7.B.5 Install automatic fire detection and extinguishing systems in buildings according to
adopted codes.
Objective 7.C: Coordinate with and support existing efforts to mitigate structural
fire/wildfire.
Action 7.C.1 Maintain mutual/auto aid agreements with neighboring municipalities.
Action 7.C.2 Maintain a plan check system to insure buildings are built in accordance with
adopted codes.
Action 7.C.3 Conduct evacuation drills in high rise buildings.
Action 7.C.4 Maintain/update all Arson Registrants with required registration and conditions of
probation or parole.
Objective 7.D: Address identified data limitations regarding the lack of
information about the relative vulnerability of assets from
structural fire/wildfire.
Action 7.D.1 Implement GIS program citywide.
Action 7.D.2 Use GIS and Census data to locate vulnerable buildings.
Action 7.D.3 Join the County Regional Communications System (RCS) and update Fire/Police
Department radios.
SECTIONFIVE Goals, Objectives and Actions
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5.13.2.3 Prioritization and Implementation of Action Items
Once the comprehensive list of jurisdictional goals, objectives, and action items listed above was
developed, the proposed mitigation actions were prioritized. This step resulted in a list of acceptable and
realistic actions that address the hazards identified in each jurisdiction. This prioritized list of action items
was formed by the LPG weighing STAPLEE criteria
The Disaster Mitigation Action of 2000 (at 44 CFR Parts 201 and 206) requires the development of an
action plan that not only includes prioritized actions but one that includes information on how the
prioritized actions will be implemented. Implementation consists of identifying who is responsible for
which action, what kind of funding mechanisms and other resources are available or will be pursued, and
when the action will be completed.
The top 10 prioritized mitigation actions as well as an implementation strategy for each are:
Priority Action #1: Maintain response times, pumping capacity, and apparatus and equipment
deployment objectives.
Coordinating Individual/Organization: Fire Department
Potential Funding Source: City General Fund, Community Development Block Grant along with
other applicable funding sources.
Implementation Timeline: July 2004 - August 2007
Priority Action #2: Maintain/update all Arson Registrants with required registration and conditions
of probation or parole.
Coordinating Individual/Organization: Police Department
Potential Funding Source: General/Other Applicable Funds
Implementation Timeline: FY 03/04
Priority Action #3: Work with the Anti-Terrorism Advisory Council (ATAC).
Coordinating Individual/Organization: Police Department
Potential Funding Source: General/Other Applicable Funds
Implementation Timeline: FY 03/04
Priority Action #4: Adopt and implement lead based paint ordinance.
Coordinating Individual/Organization: Department of Building & Safety
Potential Funding Source: General Fund/HUD Lead Based Paint Hazard Reduction Grant Fund
Implementation Timeline: April 2004 – April 2005
Priority Action #5: Continue Maintenance of the Storm Water System in Operable Conditions
Coordinating Individual/Organization: Department of Public Works/Engineering
SECTIONFIVE Goals, Objectives and Actions
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Potential Funding Source: CDBG, Gas Tax, Sewer System Maintenance, and General Funds
Implementation Timeline: FY 03/04
Priority Action #6: Implement code enforcement for buildings without permits.
Coordinating Individual/Organization: Department of Building & Safety
Potential Funding Source: Citation fees/General fund
Implementation Timeline: July 2004 – July 2006
Priority Action #7: Maintain a Fire prevention Program
Coordinating Individual/Organization: Fire Department
Potential Funding Source: General/Other Applicable Funds
Implementation Timeline: July 2004 - August 2007
Priority Action #8: Implement GIS Program
Coordinating Individual/Organization: Department of Public Works/Engineering
Potential Funding Source: General/Other Applicable Funds
Implementation Timeline: FYs 2003 through 2005
Priority Action #9: Continue to update General Plan periodically.
Coordinating Individual/Organization: Planning Dept.
Potential Funding Source: General Fund
Implementation Timeline: FY 03/04
Priority Action #10: Continue to update Land Use Code periodically.
Coordinating Individual/Organization: Planning Dept.
Potential Funding Source: General Fund
Implementation Timeline: FY 03/04
SECTIONFIVE Goals, Objectives and Actions
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5.14 CITY OF OCEANSIDE
The City of Oceanside (Oceanside) reviewed a set of jurisdictional-level hazard maps including detailed
critical facility information and localized potential hazard exposure/loss estimates to help identify the top
hazards threatening their jurisdiction. In addition, LPGs were supplied with exposure/loss estimates for
Oceanside summarized in Table 5.14-1. See Section 4.0 for additional details.
Table 5.14-1
Summary of Potential Hazard-Related Exposure/Loss in Oceanside
Residential Commercial Critical Facilities
Hazard Type
Exposed
Population
Number of
Residential
Buildings
Potential
Exposure/
Loss for
Residential
Buildings
(x $1,000)
Number of
Commercial
Buildings
Potential
Exposure/
Loss for
Commercial
Buildings
(x $1,000)
Number
of
Critical
Facilities
Potential
Exposure
for
Critical
Facilities
(x $1,000)
Coastal Storm / Erosion 181 87 28962 0 0 0 0
Dam Failure 29,816 8,255 1,799,284 52 217,872 43 318,978
Earthquake (Annualized
Loss - Includes shaking,
liquefaction and
landslide components) 160,421 45,696 6,138 274 1,176
131* /
134**
13,643* /
51,419**
Floods (Loss)
100 Year 16,487 4,697 78,453 58 15,922 36 295,695
500 Year 32,014 9,120 193,198 73 22,570 54 326,657
Rain-Induced Landslide
High Risk 29,870 9,037 2,374,682 31 162,948 27 37,062
Moderate Risk 2,500 965 232,517 1 8,168 6 10,042
Tsunami 1,506 405 224,276 9 21,400 11 129,342
Wildfire/ Structure Fire
Extreme 0 0 0 0 0 0 0
Very High 625 223 55,113 0 5,768 1 298
High 1,942 688 177,599 6 33,956 10 28237
Moderate 152,424 43,223 10,824,378 259 1,164,678 177 728,971
* Represents 100-year earthquake value under three earthquake scenarios (shake only, shake and liquefaction, and
shake and landslide).
** Represents 500-year earthquake value under three earthquake scenarios (shake only, shake and liquefaction, and
shake and landslide).
After reviewing the localized hazard maps and exposure/loss table above, the following hazards were
identified by the Oceanside LPG as their top five.
• Flooding: 25, 50 & 100 year storms and vegetation clogged river/creek channels, history
• Earthquake: Proximity to local faults, history
SECTIONFIVE Goals, Objectives and Actions
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• Coastal Storms/Erosion/Tsunami: Constant and historical – proximity to Pacific Ocean, history
• Wildfire: Climate, location, and natural vegetation types, history
• Human caused hazards: Spills, releases, accidents, criminal activity, terrorist activity, history
5.14.1 Capabilities Assessment
The LPG identified current capabilities available for implementing hazard mitigation activities. The
Capability Assessment (Assessment) portion of the jurisdictional mitigation plan identifies administrative,
technical, legal and fiscal capabilities. This includes a summary of departments and their responsibilities
associated to hazard mitigation planning as well as codes, ordinances, and plans already in place
associated to hazard mitigation planning. The second part of the Assessment provides Oceanside’s fiscal
capabilities that may be applicable to providing financial resources to implement identified mitigation
action items.
5.14.1.1 Existing Institutions, Plans, Policies and Ordinances
The following is a summary of existing departments in Oceanside and their responsibilities related to
hazard mitigation planning and implementation, as well as existing planning documents and regulations
related to mitigation efforts within the community. The administrative and technical capabilities of
Oceanside, as shown in Table 5.14-2, provides an identification of the staff, personnel, and department
resources available to implement the actions identified in the mitigation section of the Plan. Specific
resources reviewed include those involving technical personnel such as planners/engineers with
knowledge of land development and land management practices, engineers trained in construction
practices related to building and infrastructure, planners and engineers with an understanding of natural or
manmade hazards, floodplain managers, surveyors, personnel with GIS skills and scientists familiar with
hazards in the community.
• City of Oceanside Fire Department
– Emergency Response and Rescue services
– Fire Prevention Bureau
– Development Plans Review
– Fire & Life Safety Inspection
• City of Oceanside Police Department
– Police Services
• City of Oceanside Department of Public Works
– Property Management
– Hazardous Waste
– Streets and Sidewalks
– Lighting District
SECTIONFIVE Goals, Objectives and Actions
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– City Garage
• City of Oceanside Administrative Services
– Finance Services
– Personnel Services
– Administrative Services
– Government Services
• City of Oceanside Department of Harbors & Beaches
– Harbor Patrol
– Harbor Management
– Harbor Maintenance
– Lifeguard Services
• City of Oceanside Department of Water and Waste Water Management
– Water Services
– Wastewater management
– GIS Services
– Storm water Control
• City of Oceanside Building Department
– Plan Review
– Building Standards
– Building Inspection
• City of Oceanside Planning Department
– Community Planning
– Planning Standards
– Zoning
• City of Oceanside Engineering Department
– Engineering Services
SECTIONFIVE Goals, Objectives and Actions
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Table 5.14-2
City of Oceanside: Administrative and Technical Capacity
Staff/Personnel Resources Y/N Department/Agency and Position
A. Planner(s) or engineer(s) with knowledge of land
development and land management practices
Y Planning & Engineering Department Directors
B. Engineer(s) or professional(s) trained in construction
practices related to buildings and/or infrastructure
Y Engineering & Building Department Directors
C. Planners or Engineer(s) with an understanding of natural
and/or manmade hazards
Y Planning & Engineering Department Directors
D. Floodplain manager Y Engineering Department – City Engineer
E. Surveyors N Contracted as needed
F. Staff with education or expertise to assess the
community’s vulnerability to hazards
Y Oceanside Fire Department – Fire Chief
G. Personnel skilled in GIS and/or HAZUS Y City of Oceanside Water Department – GIS
Specialist
H. Scientists familiar with the hazards of the community N
I. Emergency manager Y Oceanside Fire Department – Fire Chief
J. Grant writers N
The legal and regulatory capabilities of Oceanside are shown in Table 5.14-3, which presents the existing
ordinances and codes that affect the physical or built environment of Oceanside. Examples of legal and/or
regulatory capabilities can include: the City’s building codes, zoning ordinances, subdivision ordnances,
special purpose ordinances, growth management ordinances, site plan review, general plans, capital
improvement plans, economic development plans, emergency response plans, and real estate disclosure
plans.
SECTIONFIVE Goals, Objectives and Actions
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Table 5.14-3
City of Oceanside: Legal and Regulatory Capability
Regulatory Tools (ordinances, codes, plans) Local
Authority
(Y/N0
Does State
Prohibit?
(Y/N)
A. Building code Y N
B. Zoning ordinance Y N
C. Subdivision ordinance or regulations Y N
D. Special purpose ordinances (floodplain management, storm water management, hillside or
steep slope ordinances, wildfire ordinances, hazard setback requirements) Y N
E. Growth management ordinances (also called “smart growth” or anti-sprawl programs) Y N
F. Site plan review requirements Y N
G. General or comprehensive plan Y N
H. A capital improvements plan Y N
I. An economic development plan Y N
J. An emergency response plan y N
K. A post-disaster recovery plan N N
L. A post-disaster recovery ordinance N N
5.14.1.2 Fiscal Resources
Table 5.14-4 shows specific financial and budgetary tools available to Oceanside such as community
development block grants; capital improvements project funding; authority to levy taxes for specific
purposes; fees for water, sewer, gas, or electric services; impact fees for homebuyers or developers for
new development; ability to incur debt through general obligations bonds; and withholding spending in
hazard-prone areas.
SECTIONFIVE Goals, Objectives and Actions
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Table 5.14-4
City of Oceanside: Fiscal Capability
Financial Resources Accessible or Eligible to Use
(Yes/No)
A. Community Development Block Grants (CDBG) Y
B. Capital improvements project funding Y
C. Authority to levy taxes for specific purposes Y – 2/3 Majority popular vote required
D. Fees for water, sewer, gas, or electric service Y
E. Impact fees for homebuyers or developers for new developments/homes Y
F. Incur debt through general obligation bonds Y
G. Incur debt through special tax and revenue bonds Y – Majority popular vote required
H. Incur debt through private activity bonds N
I. Withhold spending in hazard-prone areas N
5.14.2 Goals, Objectives and Actions
Listed below are Oceanside’s specific hazard mitigation goals, objectives and related potential actions.
For each goal, one or more objectives have been identified that provide strategies to attain the goal.
Where appropriate, the City has identified a range of specific actions to achieve the objective and goal.
The goals and objectives were developed by considering the risk assessment findings, localized hazard
identification and loss/exposure estimates, and an analysis of the jurisdiction’s current capabilities
assessment. These preliminary goals, objectives and actions were developed to represent a vision of long-
term hazard reduction or enhancement of capabilities. To help in further development of these goals and
objectives, the LPG compiled and reviewed current jurisdictional sources including the City’s planning
documents, codes, and ordinances. In addition, City representatives met with consultant staff and/or OES
to specifically discuss these hazard-related goals, objectives and actions as they related to the overall
Plan. Representatives of numerous City departments involved in hazard mitigation planning, including
Fire, Police, and Public Works provided input to the Oceanside LPG. The Oceanside LPG members were:
• Robert Dunham, Fire Marshal
• Marlene Donner, Fire Inspector/Investigator
• Glenn McCloskey, Asst Fire Chief
Once developed, City staff presented them to the City of Oceanside City Council for their approval.
Public meetings were held throughout the County to present these preliminary goals, objectives and
actions to citizens and to receive public input. At these meetings, specific consideration was given to
hazard identification/profiles and the vulnerability assessment results. The following sections present the
hazard-related goals, objectives and actions as prepared by Oceanside’s LPG in conjunction with the
Hazard Mitigation Working Group, locally elected officials, and local citizens.
SECTIONFIVE Goals, Objectives and Actions
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5.14.2.1 Goals
The City of Oceanside has developed the following 10 Goals for their Hazard Mitigation Plan (See
Attachment A for Goal 10).
Goal 1. Promote disaster-resistant future development.
Goal 2. Increase public understanding, support, and demand for effective hazard mitigation.
Goal 3. Build and support local capacity and commitment to continuously become less vulnerable
to hazards.
Goal 4. Improve coordination and communication with federal, state, local and tribal
governments.
Reduce the possibility of damage and losses to existing assets, particularly people, critical
facilities/infrastructure, and State-owned facilities, due to …
Goal 5. Floods.
Goal 6. Wildfires.
Goal 7. Severe Weather.
Goal 8. Infestations/Diseases.
Goal 9. Geological Hazards.
Goal 10. Other Manmade Hazards.
5.14.2.2 Objectives and Actions
The City of Oceanside developed the following broad list objectives and actions to assist in the
implementation of each of their 11 identified goals. The City of Oceanside developed objectives to assist
in achieving their hazard mitigation goals. For each of these objectives, specific actions were developed
that would assist in their implementation. A discussion of the prioritization and implementation of the
action items is provided in Section 5.14.2.3.
SECTIONFIVE Goals, Objectives and Actions
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Goal 1: Promote disaster-resistant future development.
Objective 1.A: Facilitate the adoption, development or updating of Building,
Engineering and Fire Codes and zoning ordinances to improve
resistance to hazards and control development in high-hazard
areas.
Action 1.A.1 Adoption of most current Building, Engineering and Fire Codes
Objective 1.B: Discourage the present lack of State and Federal inter-
departmental cooperation that exacerbates hazardous conditions.
Action 1.B.1 Pursue vegetation management within river and creek channels
Goal 2: Promote public understanding, support and demand for
hazard mitigation.
Objective 2.A: Educate the public to increase awareness of hazards and
opportunities for mitigation actions.
Action 2.A.1 Enhance public awareness of hazard mitigation efforts utilizing Oceanside’s local
public access channel (KOCT – Oceanside Ca.) and available print medias
Action 2.A.2 Increase awareness of individual homeowners, other property owners, the business
community, and others in the importance of taking proactive steps to mitigate the
risk of hazards through use of the City’s quarterly magazine
Action 2.A.3 Promote “Personal Preparedness” by production and distribution of video and print
materials through public access television and local libraries
Goal 3: Build and support local capacity and commitment to
continuously become less vulnerable to hazards
Objective 3.A: Increase awareness and knowledge of hazard mitigation principles
and practice among state, local and tribal officials.
Action 3.A.1 Build and support local partnerships, such as the Unified Disaster Council (UDC)
and Homeland Preparedness Coordination Council (HPCC), and the coordination of
mutual aid agreements to reduce vulnerability to hazards and improve post-incident
recovery
Action 3.A.2 Build hazard mitigation concerns into the City’s planning process
SECTIONFIVE Goals, Objectives and Actions
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Goal 4: Improve hazard mitigation coordination and communication
with federal, state, local and tribal governments.
Objective 4.A: Establish and maintain closer working relationships with state
agencies, local and tribal governments.
Action 4.A.1 Plan, practice, exercise, and operate the City’s Emergency Operations Center
(EOC) following the Standardized Emergency Management System (SEMS) and
Incident Command System (ICS).
Action 4.A.2 Encourage further refinement and updating of the City’s Emergency Operations
Plan coordinated with bordering community’s emergency plans and the County-wide
Emergency Operations Plan.
Goal 5: Reduce the possibility of damage and losses to existing assets,
particularly people, critical facilities/infrastructure, and City
of Oceanside owned facilities, due to identified hazards
including flooding, earthquake, coastal
storms/erosion/tsunami, wildfire, and human caused hazards.
Objective 5.A: Develop a comprehensive approach to reducing the possibility of
damage and losses due to identified hazards including flooding,
earthquake, coastal storms/erosion/tsunami, wildfire, and human
caused hazards.
Action 5.A.1 Develop an integrated communication/notification plan utilizing Geographic
Information Systems (GIS) technology and the Emergency Broadcast System (EBS)
including information about road closures, evacuation routes, shelters, emergency
medical access, updated event information. Includes development of a countywide
damage assessment team.
Action 5.A.2 Replacement of Oceanside Fire Stations #1 and #7 with a modern, hazard resistant,
emergency self-supported, facilities
Action 5.A.3 Replace underground fuel storage tanks with above ground tanks at all City facilities
SECTIONFIVE Goals, Objectives and Actions
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Goal 6: Reduce the possibility of damage and losses to existing assets,
particularly people, critical facilities/infrastructure, and City
of Oceanside owned facilities, due to floods.
Objective 6.A: Protect existing assets with the highest relative vulnerability to the
effects of floods within the 100-year floodplain.
Action 6.A.1 Seek State and Federal agency cooperation in the control and management of
vegetation within local creek and river channels.
Action 6.A.2 Work with State and Federal authorities regarding regulations that add local
expense and time to flood control measures and maintenance activities.
Goal 7: Reduce the possibility of damage and losses to existing assets,
particularly people, critical facilities/infrastructure, and State-
owned facilities, due to wildfires.
Objective 7.A: Develop a comprehensive approach to reducing the possibility of
damage and losses due to wildfires.
Action 7.A.1 Utilize aggressive vegetation management programs to provide buffer zones
between unimproved wildland and development
Action 7.A.2 Adopt local building ordinances which improve building standards in urban/wildland
interface areas including non-combustible fencing, boxed eaves, extruded metal
window frames, Class-A non-combustible roofs and exterior wall coverings, and
protected attic venting
Goal 8: Reduce the possibility of damage and losses to existing assets,
particularly people, critical facilities/infrastructure, and State-
owned facilities, due to severe weather (e.g., El Nino storms/,
thunderstorms, lightening, tsunamis, and extreme
temperatures).
Objective 8.A: Develop a comprehensive approach to reducing the possibility of
damage and losses due to severe weather.
Action 8.A.1 Coordinate with other County agencies in the utilization of SANDAG to develop GIS-
based severe weather zone mapping
SECTIONFIVE Goals, Objectives and Actions
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Goal 9: Reduce the possibility of damage and losses to existing assets,
particularly people, critical facilities/infrastructure, and State-
owned facilities, due to dam failure.
Objective 9.A: Develop a comprehensive approach to reducing the possibility of
damage and losses due to dam failure.
Action 9.A.1 Work with State and Federal agencies to develop a comprehensive vegetation
management plan to reduce the overall vegetative mass that currently exists within
in the San Luis Rey River channel
5.14.2.3 Prioritization and Implementation of Action Items
Once the comprehensive list of jurisdictional goals, objectives, and action items listed above was
developed, the proposed mitigation actions were prioritized. This step resulted in a list of acceptable and
realistic actions that address the hazards identified in each jurisdiction. This prioritized list of action items
was formed by the LPG weighing STAPLEE criteria
The Disaster Mitigation Action of 2000 (at 44 CFR Parts 201 and 206) requires the development of an
action plan that not only includes prioritized actions but one that includes information on how the
prioritized actions will be implemented. Implementation consists of identifying who is responsible for
which action, what kind of funding mechanisms and other resources are available or will be pursued, and
when the action will be completed.
The top 10 prioritized mitigation actions as well as an implementation strategy for each are:
Action Item #1: Adoption of most current Building, Engineering and Fire Codes
Coordinating Individual/Organization: Fire Marshal & Building Official
Potential Funding Source: City of Oceanside
Implementation Timeline: 2004
Action Item #2: Pursue vegetation management within river and creek channels
Coordinating Individual/Organization: Public Works
Potential Funding Source: Federal Grant
Implementation Timeline: 2005/2006
Action Item #3: Enhance public awareness of hazard mitigation efforts utilizing Oceanside’s
local public access channel (KOCT – Oceanside Ca.) and available print medias
Coordinating Individual/Organization: Fire Department
Potential Funding Source: City of Oceanside and Grants
Implementation Timeline: 2004
SECTIONFIVE Goals, Objectives and Actions
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Action Item #4: Increase awareness of individual homeowners, other property owners, the
business community, and others in the importance of taking proactive
steps to mitigate the risk of hazards. Use of the City’s quarterly magazine
Coordinating Individual/Organization: Fire Department/City P.I.O
Potential Funding Source: City of Oceanside and Grants
Implementation Timeline: 2004/2005
Action Item #5: Promote “Personal Preparedness” by production and distribution of video and
print materials through public access television and local libraries
Coordinating Individual/Organization: Fire Department
Potential Funding Source: Grant
Implementation Timeline: 2005/2006
Action Item #6: Plan, practice, exercise, and operate the City’s Emergency Operations Center
(EOC) following the Standardized Emergency Management System (SEMS) and
Incident Command System (ICS)
Coordinating Individual/Organization: Fire Department
Potential Funding Source: Grant
Implementation Timeline: 2005/2006
Action Item #7: Encourage further refinement and updating of the City’s Emergency Operations
Plan coordinated with bordering community’s emergency plans and the County-
wide Emergency Operations Plan
Coordinating Individual/Organization: Fire Department
Potential Funding Source: Grant
Implementation Timeline: 2005/2006
Action Item #8: Replacement of Oceanside Fire Stations #1 and #7 with a modern, hazard
resistant, emergency self-supported, facilities
Coordinating Individual/Organization: Fire Department
Potential Funding Source: City of Oceanside / Grants
Implementation Timeline: 2004/2005
Action Item #9: Replace underground fuel storage tanks with above ground tanks at all City
facilities
Coordinating Individual/Organization: Public Works
Potential Funding Source: Grant
Implementation Timeline: 2005/2006
SECTIONFIVE Goals, Objectives and Actions
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Action Item #10: Develop an integrated communication/notification plan utilizing Geographic
Information Systems (GIS) technology and the Emergency Broadcast System
(EBS) including information about road closures, evacuation routes, shelters,
emergency medical access, updated event information. Includes development of
a countywide damage assessment team.
Coordinating Individual/Organization: City of Oceanside / County of San Diego
Potential Funding Source: Grant
Implementation Timeline: 2005/2006
SECTIONFIVE Goals, Objectives and Actions
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SECTIONFIVE Goals, Objectives and Actions
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5.15 CITY OF POWAY
The City of Poway (Poway) reviewed a set of jurisdictional-level hazard maps including detailed critical
facility information and localized potential hazard exposure/loss estimates to help identify the top hazards
threatening their jurisdiction. In addition, LPGs were supplied with exposure/loss estimates for Poway
summarized in Table 5.15-1. See Section 4.0 for additional details.
Table 5.15-1
Summary of Potential Hazard-Related Exposure/Loss in Poway
Residential Commercial Critical Facilities
Hazard Type
Exposed
Population
Number of
Residential
Buildings
Potential
Exposure/
Loss for
Residential
Buildings
(x $1,000)
Number of
Commercial
Buildings
Potential
Exposure/
Loss for
Commercial
Buildings
(x $1,000)
Number
of
Critical
Facilities
Potential
Exposure
for
Critical
Facilities
(x $1,000)
Coastal Storm / Erosion 0 0 0 0 0 0 0
Dam Failure 0 0 0 0 0 3 6,000
Earthquake (Annualized
Loss - Includes
shaking, liquefaction
and landslide
components) 48,054 15,684 917 153 339
105* /
106**
3,239* /
12,695**
Floods (Loss)
100 Year 3,986 1,301 14,390 12 1,666 9 6,178
500 Year 5,345 1,745 28,045 16 3,805 11 8,044
Rain-Induced Landslide
High Risk 2,515 874 169,170 56 317,358 5 106,157
Moderate Risk 11,354 4,030 1,120,165 27 98,302 39 261,013
Tsunami 0 0 0 0 0 0 0
Wildfire/ Structure Fire
Extreme 0 0 0 0 0 0 0
Very High 3720 1141 348,023 4 20,162 2 4409
High 4,826 1696 469,703 32 116,278 35 162885
Moderate 36,900 11,904 3,044,913 106 554,400 68 285,672
* Represents 100-year earthquake value under three earthquake scenarios (shake only, shake and liquefaction, and
shake and landslide).
** Represents 500-year earthquake value under three earthquake scenarios (shake only, shake and liquefaction, and
shake and landslide).
After reviewing the localized hazard maps and exposure/loss table above, the following hazards were
identified by the Poway LPG as their top five. A brief rational for including each of these is included.
• Wildfire: historical data and destructive potential.
SECTIONFIVE Goals, Objectives and Actions
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• Flooding: historical data.
• Manmade Hazards: are considered potential hazards.
• Earthquake Damage: not from epicenter in Poway area, but because of possible damage to our
electricity and water supplies.
• Landslide/Rockslide: on Poway Grade and Pomerado Road may result from earthquake or heavy
rains.
5.15.1.1 Capabilities Assessment
The LPG identified current capabilities available for implementing hazard mitigation activities. The
Capability Assessment (Assessment) portion of the jurisdictional mitigation plan identifies administrative,
technical, legal and fiscal capabilities. This includes a summary of departments and their responsibilities
associated to hazard mitigation planning as well as codes, ordinances, and plans already in place
associated to hazard mitigation planning. The second part of the Assessment provides Poway’s fiscal
capabilities that may be applicable to providing financial resources to implement identified mitigation
action items.
5.15.1.2 Existing Institutions, Plans, Policies and Ordinances
The following is a summary of existing departments in Poway and their responsibilities related to hazard
mitigation planning and implementation, as well as existing planning documents and regulations related
to mitigation efforts within the community. The administrative and technical capabilities of Poway, as
shown in Table 5.15-2, provides an identification of the staff, personnel, and department resources
available to implement the actions identified in the mitigation section of the Plan. Specific resources
reviewed include those involving technical personnel such as planners/engineers with knowledge of land
development and land management practices, engineers trained in construction practices related to
building and infrastructure, planners and engineers with an understanding of natural or manmade hazards,
floodplain managers, surveyors, personnel with GIS skills and scientists familiar with hazards in the
community.
SECTIONFIVE Goals, Objectives and Actions
City of Poway W:\27653042\00500 Hazard Mitigation Plan\FINAL\00500-c-r.doc\9-Mar-04\SDG 5-187
Table 5.15-2
City of Poway: Administrative and Technical Capacity
Staff/Personnel Resources Y/N Department/Agency and Position
A. Planner(s) or engineer(s) with knowledge of land
development and land management practices Y
B. Engineer(s) or professional(s) trained in construction
practices related to buildings and/or infrastructure Y
C. Planners or Engineer(s) with an understanding of
natural and/or manmade hazards Y
D. Floodplain manager Y Development Services Planner/Engineers
E. Surveyors Y Consultants/hired firms
F. Staff with education or expertise to assess the
community’s vulnerability to hazards Y
G. Personnel skilled in GIS and/or HAZUS Y One staff member in Department Services does
GIS
H. Scientists familiar with the hazards of the community Y City Staff and consultants
I. Emergency manager Y City Manager and Safety Department
J. Grant writers N Assigned to appropriate staff.
The legal and regulatory capabilities of Poway are shown in Table 5.15-3, which presents the existing
ordinances and codes that affect the physical or built environment of Poway. Examples of legal and/or
regulatory capabilities can include: the City’s building codes, zoning ordinances, subdivision ordnances,
special purpose ordinances, growth management ordinances, site plan review, general plans, capital
improvement plans, economic development plans, emergency response plans, and real estate disclosure
plans.
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Table 5.15-3
City of Poway: Legal and Regulatory Capability
Regulatory Tools (ordinance, codes, plans) Local
Authority
(Y/N)
Does State
Prohibit
(Y/N)
A. Building code Y N
B. Zoning ordinance Y N
C. Subdivision ordinance or regulations Y N
D. Special purpose ordinances (floodplain management, storm water management, hillside or
steep slope ordinances, wildfire ordinances, hazard setback requirements)
Y N
E. Growth management ordinances (also called “smart growth” or anti-sprawl programs) Y N
F. Site plan review requirements Y N
G. General or comprehensive plan Y N
H. A capital improvements plan Y N
I. An economic development plan Y N
J. An emergency response plan Y N
K. A post-disaster recovery plan Y N
L. A post-disaster recovery ordinance N N
M. Real estate disclosure requirements N N
5.15.1.3 Fiscal Resources
Table 5.15-4 shows specific financial and budgetary tools available to Poway such as community
development block grants; capital improvements project funding; authority to levy taxes for specific
purposes; fees for water, sewer, gas, or electric services; impact fees for homebuyers or developers for
new development; ability to incur debt through general obligations bonds; and withholding spending in
hazard-prone areas.
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Table 5.15-4
City of Poway: Fiscal Capability
Financial Resources Accessible or Eligible to Use
(Yes/No)
A. Community Development Block Grants (CDBG) Yes
B. Capital improvements project funding Yes
C. Authority to levy taxes for specific purposes No-requires 2/3 voter approval. Poway has special
districts for LMD and Lighting.
D. Fees for water, sewer, gas, or electric service Yes for water and sewer
E. Impact fees for homebuyers or developers for new
developments/homes Yes
F. Incur debt through general obligation bonds No-requires 2/3 voter approval
G. Incur debt through special tax and revenue bonds No-requires 2/3 voter approval
H. Incur debt through private activity bonds No
I. Withhold spending in hazard-prone areas Yes, subject to Council approval.
5.15.2 Goals, Objectives and Actions
Listed below are Poway’s specific hazard mitigation goals, objectives and related potential actions. For
each goal, one or more objectives have been identified that provide strategies to attain the goal. Where
appropriate, the City has identified a range of specific actions to achieve the objective and goal.
The goals and objectives were developed by considering the risk assessment findings, localized hazard
identification and loss/exposure estimates, and an analysis of the jurisdiction’s current capabilities
assessment. These preliminary goals, objectives and actions were developed to represent a vision of long-
term hazard reduction or enhancement of capabilities. To help in further development of these goals and
objectives, the LPG compiled and reviewed current jurisdictional sources including the City’s planning
documents, codes, and ordinances. In addition, City representatives met with consultant staff and/or OES
to specifically discuss these hazard-related goals, objectives and actions as they related to the overall
Plan. Representatives of numerous City departments involved in hazard mitigation planning, including
Fire, Police, and Public Works provided input to the Poway LPG. The Poway LPG members were:
• Dennis Quillen, Public Works
• Elizabeth Dean, Public Works
• Tom Howard, Public Works
• Dan Cannon, Public Works
• James Howell, Public Works
• Jim Lyon, Development Services
• Niall Fritz, Development Services
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• Garry MacPherson, Safety Services
• Bob Krans, Safety Services
Once developed, City staff presented them to the City of Poway City Council for their approval.
Public meetings were held throughout the County to present these preliminary goals, objectives and
actions to citizens and to receive public input. At these meetings, specific consideration was given to
hazard identification/profiles and the vulnerability assessment results. The following sections present the
hazard-related goals, objectives and actions as prepared by Poway’s LPG in conjunction with the Hazard
Mitigation Working Group, locally elected officials, and local citizens.
5.15.2.1 Goals
The City of Poway has developed the following 3 Goals for their Hazard Mitigation Plan (See Attachment
A for Goal 3, Objective D).
Goal 1. Promote resistance to the effects of disasters upon development and infrastruction.
Goal 2. Promote public understanding, support and demand for effective hazard mitigation.
Goal 3. Reduce the possibility of damage and losses to people, existing assets and critical
facilities/infrastructure due to:
a. Wildfires.
b. Flooding .
c. Geological Hazards (landslide, rockslide, earthquake).
d. Manmade Hazards.
5.15.2.2 Objectives and Actions
The City of Poway developed the following broad list of objectives and actions to assist in the
implementation of each of their 3 identified goals. The City of Poway developed objectives to assist in
achieving their hazard mitigation goals. For each of these objectives, specific actions were developed that
would assist in their implementation. A discussion of the prioritization and implementation of the action
items is provided in Section 5.15.2.3.
Goal 1: Promote resistance to the effects of disasters upon development
and infrastructure.
Objective 1.A: The General Plan can be updated to further promote resistance to
the effects of disasters upon development and infrastructure.
Action 1.A.1 Evaluate and revise General Plan policies as necessary.
Action 1.A.2 Review and update FEMA maps regarding flood risk in Poway.
Action 1.A.3 Evaluate ways to improve the road access for emergency vehicles in remote locations.
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Goal 1: Promote resistance to the effects of disasters upon development
and infrastructure. (continued)
Action 1.A.4 Update the Water Master Plan with particular attention to fire system upgrades.
Action 1.A.5 Update and upgrade the City’s Emergency Operations Centers.
Goal 2: Promote public understanding, support and demand for
effective hazard mitigation.
Objective 2.A: Educate the public to increase their awareness of hazards and
ways to mitigate damage.
Action 2.A.1 Conduct annual SEMS review and training for appropriate City staff and the City Council.
Action 2.A.2 Continue and enhance public education and outreach activities regarding
earthquake, fire, and flood.
Action 2.A.3 Conduct presentations regarding disaster preparedness for the Chamber of
Commerce and the Poway Business Park Association.
Goal 3: Reduce the possibility of damage and losses to people, existing
assets, and critical facilities/ infrastructure due to: wildfires,
flooding, geological hazards (landslide, rockslide, earthquake),
and manmade hazards.
Objective 3.A: Plan and prepare for damage and loss from wildfire.
Action 3.A.1 Update maps of potential wildfire areas in Poway. During the October 2003 Cedar
Fire, homes near extensive open space areas were at high risk.
Action 3.A.2 Update fire control and evacuation plans for particular areas (e.g. High Valley, Old
Coach, Garden Road, Beeler Canyon, and other areas near wildland vegetation).
Action 3.A.3 Implement the existing safety plan developed by Safety Services for the High Valley
area, including a third road into and out of the area; consider also the Millards
Ranch and the Beeler Canyon areas.
Action 3.A.4 Upgrade road access, surface, and grade for fire safety equipment at identified
locations.
Action 3.A.5 Create defensible space in areas prone to wildfire.
Action 3.A.6 Update the Water Master Plan and upsize where needed. Evaluate adding hydrants,
creating loops, and other means to improve pressure and volume where needed.
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Goal 3: Reduce the possibility of damage and losses to people, existing
assets, and critical facilities/ infrastructure due to: wildfires,
flooding, geological hazards (landslide, rockslide, earthquake),
and manmade hazards. (continued)
Action 3.A.7 Investigate permanent placement of fire fighting aircraft in San Diego North County
Inland.
Action 3.A.8 Evaluate undergrounding of utilities in areas that have high risk of wildfires.
Action 3.A.9 Review and update General Plan/Municipal Code and Fire Code regarding
vegetation zones (defensible space). Evaluate distance requirements and allowing
fire-resistant types of vegetation).
Action 3.A.10 Review and update General Plan/Municipal Code regarding construction on
ridgelines and slopes.
Action 3.A.11 Review and update General Plan/Municipal Code regarding use of fire resistant
building materials in high-risk zones (e.g. new materials and foam sprays for
roofing).
Action 3.A.12 Investigate use of “control burns” in high-risk areas.
Action 3.A.13 Evaluate possible use of certain City trails as auxiliary routes in emergency.
Objective 3.B: Plan and prepare for damage and loss due to flooding.
Action 3.B.1 Explore funding for erosion control materials and hydroseeding in the wake of the
October 2003 Cedar Fire. In addition to public property, materials are frequently
provided to at-risk residences particularly on slopes and hillsides.
Action 3.B.2 Implement the Drainage Master Plan and, as appropriate, evaluate channel
enlargement and/or detention basins to regulate flow.
Action 3.B.3 Remove sediment and silt from channels as needed, and make structural
improvements in floodways to increase capacity.
Action 3.B.4 Continue purchasing property in the floodway when they are available for sale.
Action 3.B.5 Update Poway Dam Inundation Plan as needed.
Objective 3.C: Plan and prepare for damage and loss due to geological hazards
(landslide, rockslide, earthquake).
Action 3.C.1 Develop an action plan to mitigate possible damage from landslide or rockslide on
Poway Grade and Pomerado Road.
Action 3.C.2 Public Works to continue receiving e-mail alerts of seismic activities in Southern
California via statewide earthquake alert. Report significant alerts to City Manager
and Director of Safety Services.
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Goal 3: Reduce the possibility of damage and losses to people, existing
assets, and critical facilities/ infrastructure due to: wildfires,
flooding, geological hazards (landslide, rockslide, earthquake),
and manmade hazards. (continued)
Action 3.C.3 Continue program to improve and/or retrofit water distribution system and
wastewater system to reduce the impact of earthquakes. This includes installation of
seismic valves at critical water storage tanks, and creating a safe drainage corridor
in the event a tank fails.
Action 3.C.4 Purchase emergency backup generators for Public Works: Administration Building,
Operations Center Building, and the Fleet Maintenance Building (which contains a
gasoline fueling station).
Action 3.C.5 Develop the Public Works office site as another emergency response site for City
operations, to include supplies and equipment.
Action 3.C.6 Develop a personal protection plan for all staff and teach survival skills.
Action 3.C.7 Provide specialized training to staff for rescue and recovery responsibilities.
Action 3.C.8 Investigate funding opportunities in order to provide disaster preparedness kits to
special populations (seniors and the disabled) in the community.
Action 3.C.9 Evaluate the use of the Green Valley Truck Trail as an emergency response east-
west corridor.
Action 3.C.10 Acquire a treated water connection from the San Diego County Water Authority to
be used in emergencies.
5.15.2.3 Prioritization and Implementation of Action Items
Once the comprehensive list of jurisdictional goals, objectives, and action items listed above was
developed, the proposed mitigation actions were prioritized. This step resulted in a list of acceptable and
realistic actions that address the hazards identified in each jurisdiction. This prioritized list of action items
was formed by the LPG weighing STAPLEE criteria
The Disaster Mitigation Action of 2000 (at 44 CFR Parts 201 and 206) requires the development of an
action plan that not only includes prioritized actions but one that includes information on how the
prioritized actions will be implemented. Implementation consists of identifying who is responsible for
which action, what kind of funding mechanisms and other resources are available or will be pursued, and
when the action will be completed.
The top 10 prioritized mitigation actions as well as an implementation strategy for each are:
Priority Action #1: Update Emergency Response Plan.
Coordinating Individual/Organization: Safety Services
Potential Funding Source: City of Poway
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Implementation Timeline: FY 2004/05
Priority Action #2: Initiate plan to acquire access and evacuation routes in City, particularly in the
High Valley area.
Coordinating Individual/Organization: Safety Services and Development Services
Potential Funding Source: City of Poway/FEMA
Implementation Timeline: 3 years, FY 2007/08
Priority Action #3: Remove excess sediment from channels and make structural improvements.
Coordinating Individual/Organization: Public Works
Potential Funding Source: City of Poway/FEMA
Implementation Timeline: FY 2004/05
Priority Action #4: Update Water Master Plan including fire protection upgrades if necessary.
Coordinating Individual/Organization: Public Works/Development Services
Potential Funding Source: City of Poway
Implementation Timeline: FY 2005/2006
Priority Action #5: Purchase emergency generators for Public Works Department
Coordinating Individual/Organization: Public Works
Potential Funding Source: City of Poway/FEMA
Implementation Timeline: FY 2004/05
Priority Action #6: Evaluate and implement a plan to make the Public Works operations site into a
second Emergency Operations Center in addition to the City Hall/Fire Station I
location.
Coordinating Individual/Organization: Public Works and Safety Services
Potential Funding Source: City of Poway/FEMA
Implementation Timeline: FY 2005/06
Priority Action #7: Develop and initiate an action plan to prevent and prepare for potential rockslides
on Poway Grade and on Pomerado Road.
Coordinating Individual/Organization: Public Works and Development Services
Potential Funding Source: City of Poway/FEMA
Implementation Timeline: FY 2005/06
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Priority Action #8: Develop and initiate an action plan to create defensible space in areas prone to
wildfire, review General Plan/Municipal Code policies regarding vegetation,
clearing, construction, and control burns.
Coordinating Individual/Organization: Safety Services and Development Services
Potential Funding Source: City of Poway/FEMA
Implementation Timeline: FY 2004/05
Priority Action #9: Update FEMA maps and planning overlay maps regarding flood risk and potential
wildfire areas.
Coordinating Individual/Organization: Development Services, Safety Services, and Public Works
Potential Funding Source: City of Poway/FEMA
Implementation Timeline: FY 2004/05
Priority Action #10: Acquire treated water connection from San Diego County Water Authority for use
in emergency.
Coordinating Individual/Organization: Public Works
Potential Funding Source: City of Poway/FEMA/Grants
Implementation Timeline: FY 2005/06
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5.16 CITY OF SAN DIEGO
The City of San Diego (San Diego) reviewed a set of jurisdictional-level hazard maps including detailed
critical facility information and localized potential hazard exposure/loss estimates to help identify the top
hazards threatening their jurisdiction. In addition, LPGs were supplied with exposure/loss estimates for
San Diego summarized in Table 5.16-1. See Section 4.0 for additional details.
Table 5.16-1
Summary of Potential Hazard-Related Exposure/Loss in San Diego
Residential Commercial Critical Facilities
Hazard Type
Exposed
Population
Number of
Residential
Buildings
Potential
Exposure/
Loss for
Residential
Buildings
(x $1,000)
Number of
Commercial
Buildings
Potential
Exposure/
Loss for
Commercial
Buildings
(x $1,000)
Number
of
Critical
Facilities
Potential
Exposure
for
Critical
Facilities
(x $1,000)
Coastal Storm / Erosion 1,849 749 310,630 12 118,954 0 0
Dam Failure 135,234 22,834 8,612,306 1,164 5,630,720 523 2,804,819
Earthquake (Annualized
Loss - Includes shaking,
liquefaction and
landslide components) 1,223,503 309,774 42,415 4326 17,384
1,326* /
1,341**
71,207* /
492,822**
Floods (Loss)
100 Year 49,530 12,541 338,856 331 153,581 162 1,589,400
500 Year 74,812 18,942 540,536 581 277,197 269 2,061,632
Rain-Induced Landslide
High Risk 192,141 58,959 16,407,169 454 2,085,282 256 980,243
Moderate Risk 27,973 8,898 2,561,491 53 207,458 38 111,859
Tsunami 25,578 5,145 3,395,635 294 1,077,374 99 813,331
Wildfire/ Structure Fire
Extreme 35 12 3561 0 0 10 19094
Very High 21,010 7,687 2,091,726 66 363,040 51 220,012
High 16,351 6,070 1,792,312 197 1,215,156 67 221,746
Moderate 1,143,729 285,539 87,721,495 3,828 17,178,244 1,584 5,884,949
* Represents 100-year earthquake value under three earthquake scenarios (shake only, shake and liquefaction, and
shake and landslide).
** Represents 500-year earthquake value under three earthquake scenarios (shake only, shake and liquefaction, and
shake and landslide).
After reviewing the localized hazard maps and exposure/loss table above, the following hazards were
identified by the San Diego LPG as their top five.
• Structure Fire/Wildfire
• Coastal Storms/Erosion/Tsunami
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• Earthquakes
• Dam Failure
• Other Manmade Hazards
5.16.1 Capabilities Assessment
The LPG identified current capabilities available for implementing hazard mitigation activities. The
Capability Assessment (Assessment) portion of the jurisdictional mitigation plan identifies administrative,
technical, legal and fiscal capabilities. This includes a summary of departments and their responsibilities
associated to hazard mitigation planning as well as codes, ordinances, and plans already in place
associated to hazard mitigation planning. The second part of the Assessment provides San Diego’s fiscal
capabilities that may be applicable to providing financial resources to implement identified mitigation
action items.
5.16.1.1 Existing Institutions, Plans, Policies and Ordinances
The following is a summary of existing departments in San Diego and their responsibilities related to
hazard mitigation planning and implementation, as well as existing planning documents and regulations
related to mitigation efforts within the community. The administrative and technical capabilities of San
Diego, as shown in Table 5.16-2, provides an identification of the staff, personnel, and department
resources available to implement the actions identified in the mitigation section of the Plan. Specific
resources reviewed include those involving technical personnel such as planners/engineers with
knowledge of land development and land management practices, engineers trained in construction
practices related to building and infrastructure, planners and engineers with an understanding of natural or
manmade hazards, floodplain managers, surveyors, personnel with GIS skills and scientists familiar with
hazards in the community.
• City of San Diego Community and Economic Development Department
– With an emphasis on urban core neighborhoods and low and moderate income residents, the
City of San Diego’s Community and Economic Development Department (CED) improves
the quality of life and ensures a health economy for all San Diegans through job
development, business development, neighborhood revitalization, public improvements,
redevelopment, social services and revenue enhancements
– CED is responsible for generating employment, strengthening the local economy, and tax
base and improving the climate for business.
– CED is responsible for all redevelopment activities not covered by the Center City
Development Corporation (CCDC) or the Southeastern Economic Development Corporation
(SEDC).
– CED anticipates and responds to the changing needs of neighborhood residents and the
community.
– CED activities, particularly those for which Federal funds are used, focus on mechanisms and
activities to facilitate participation in the economy by all residents, including the unemployed,
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the low skilled, or other economically disadvantaged persons. Such activities are targeted to
low-income areas of the City of San Diego including redevelopment areas, the Enterprise
Community, and Targeted Employment Areas.
• City of San Diego Development Services Department
– The Development Services Department (DSD) manages the City of San Diego’s land
development process from concept to completion. The scope of responsibility for
construction and development projects includes permit issuance; review of subdivision maps
and public improvement and grading plans; compliance with land use regulations, community
plans and environmental status; review of construction plans; and construction projects.
– Land Development Code / Environmentally Sensitive Land Regulations and Coastal
Development Regulations: These sections of the Land Development Code would require
permits and compliance with specific requirements for any disturbance of defined
environmentally sensitive lands (habitat, wetlands, steep hillsides, coastal bluffs, etc.) or for
any work done within the coastal zone. This would include impacts resulting from emergency
work to repair or restore an area damaged by those hazards included in this plan. The Land
Development Code, however, has specific provisions allowing the City Manager to authorize
emergency work without permits and to have the required permits obtained after the fact.
This would allow emergency work to be performed without delay.
• City of San Diego – Engineering and Capital Projects Department
– This Department is responsible for planning, design and construction of public improvement
projects that encompass building fire stations, libraries, parks and parks buildings, police
stations, bikeways, drainage facilities, street lights, street improvements, and water and sewer
facilities.
– Field Engineering Division: Provides construction management, materials testing, and
construction surveying for capital, land development, and public, improvement projects.
– Architectural Engineering and Contracts Division: Provides project management, design and
review of public buildings, construction document processing, advertisement and contract
award processing, and ADA /Title 24 compliance.
– Water and Sewer Division: Provides project management, design and review of water and
sewer infrastructure projects
– Transportation Engineering Division: Provides project management, design, and preparation
of construction documents for transportation improvement projects that include drains,
channels, roadways, major streets, bridges, coastal erosion improvements, bikeways, alleys,
and slope restoration.
• City of San Diego - Environmental Services Department
– Collection Services Division: This division within the Environmental Services Department is
responsible for collecting, hauling and disposing of refuse, recyclables and yard waste from
residences, small businesses and public rights of way litter containers. Collection Services is
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also responsible for various event mitigations related to site-specific removal of debris,
recyclable materials, and yard waste.
– Refuse Disposal Division: This division is responsible for disposing solid waste at the
Miramar Landfill in an environmentally sound manner, maintaining the City’s seven closed
landfills in environmental compliance, operating the Miramar Landfill and the Landfill Gas
Collection Systems, as well as maintaining regulatory and NPDES compliance at the inactive
sites.
– Energy Division: This division is responsible for energy policy development, alternate energy
project development and regulatory agency coordination. It is also responsible for energy
project development and construction management.
– Waste Reduction & Diversion (WRAD) Division: This division provides equipment and
drivers for removal of debris in critical, public safety cases and develops public education for
post-disaster debris disposal and procedures. This division also provides technical knowledge
for addressing recycling and waste diversion issues. This division assigns enforcement
authority for all municipal code solid waste and applicable state codes.
– Environmental Protection Division: This division manages several programs at the City of San
Diego, including the Asbestos and Lead Management Program, Lead Safe Neighborhoods
Program, the Household Hazardous Materials Program, the Hazardous Materials Management
Program, the Landfill Load Check Program, and the Underground Storage Tank Program
(USTP). The Asbestos and Lead Management Program was established for City operations to
comply with regulations regarding asbestos and lead abatements and disposal; and to act as the
City’s liaison to the regulating agencies. The Lead Safe Neighborhoods Program was established
for elimination of lead poisoning in San Diego through enforcement, education and outreach. The
Household Hazardous Materials Program was established in 1988 for City operations to comply
with regulations regarding hazardous materials use, storage and disposal; and to act as City’s
liaison to the regulating agencies. The Hazardous Materials Management Program ensures
residents have a legal and appropriate mechanism to recycle/dispose of their leftover or no longer
wanted hazardous products used to maintain their residence, vehicle, yard or pool. The Landfill
Load Check Program checks loads of waste entering the Miramar Landfill to ensure the contents
comply with landfill waste acceptance regulations and policies. The Underground Storage Tank
Program ensures compliance with laws and regulations pertaining to fueling systems, and
assessment and mitigation/cleanup of contaminated soil and groundwater. This program also
provides expertise in design, construction and operation of fueling systems, soil and groundwater
remediation, mitigation of environmental, health and safety construction, and public safety
hazards.
• City of San Diego – Fire Department
– The mission of the City of San Diego Fire Department is to provide dependable service in a
responsive fashion while showing care and compassion for those in need; to protect lives,
property and the environment through fire suppression, rescue, disaster preparedness, fire
prevention, and community education, medical care, and hazardous material mitigation; to
provide a professional and caring environment that is fair, honest, ethical, and progressive,
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service oriented organization which provides innovative and effective leadership; and to be
supportive and responsive to the needs of City Government.
– The City of San Diego Fire Department conducts subdivision plan review for fire access,
provision of fire lanes, types of water supply needs, and location of water supply sources. The
Fire Department also conducts plan review and occupancy classification in hazardous areas
both in and outside buildings, establishing or reviewing the type, amount, hazard class, use,
and dispensing and mixing of hazardous materials.
• City of San Diego – General Services Department
– Purchasing Division: Responsible for day-to-day and emergency procurement for all City
departments.
– Facilities Division: Responsible for day-to-day operation, repair and maintenance of City
facilities including preventative maintenance, emergency repairs and, as funding permits,
deferred maintenance.
– Storm Water Pollution Prevention Division: Conducts education, employee training, water
quality monitoring, source identification, code enforcement, watershed management, and
Best Management Practices development/implementation with the City of San Diego.
Represents the City on storm water and NPDES storm water permit issues before the
Principal Permittee and the County Department of Environmental Health, and Regional
Water Quality Board Control. The Storm Water Program also provides technical expertise to
all City departments to ensure implementation and compliance with permits.
• City of San Diego – Metropolitan Wastewater Department
– Public Information Office/Volunteer Canyon Watchers Program: This office within the
Metropolitan Wastewater Department trains citizen volunteers to identify sewer spills or
potential spills in canyon areas inaccessible to vehicle traffic.
– City Hazardous Materials Program
– MWWD Health, Safety, and Training Program: Includes procedures for Bloodborne
Pathogens Program, Chemical Hygiene Plan, Confined Spaces Program, Hazard
Communication Program, and Hazardous Materials Transport Program
– MWWD Department Operations Plan: Includes ICS functions for declared emergencies with
in MWWD.
• City of San Diego – Planning Department
– The mission of the City of San Diego’s Planning Department is to create a well planned,
desirable living and working environment for the residents of San Diego through the
development and implementation of land use and transportation policies and long-range fiscal
planning for public facilities.
– Progress Guide and General Plan – Public Facilities, Services and Safety Element/ Guidelines
and Standards for Fire Stations: Provides guidelines and standards for location of fire
stations.
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– Progress Guide and General Plan – Conservation Element: Guidelines and Standards and
Recommendations for Land and Landforms, Beaches and Shoreline, Erosion and Agricultural
Lands: Guidelines and standards for Land and Landforms to minimize adverse impacts from
floodplains, steep slopes, canyons, coastal and waterfront lands, and grading.
Recommendations section has policies to minimize adverse impacts.
– Progress Guide and General Plan – Seismic Safety Element: Recommendations for
minimizing future land use development in inappropriate areas, based on seismic risk.
– Disaster Preparedness-San Diego Emergency Plan: Provides background on San Diego’s
Emergency Preparedness Plan and recommendations for minimizing impact of emergencies
due to hazards and disasters.
– Drainage and Flood Control: Provides guidelines and standards for design and construction of
drainage facilities.
– General Plan Draft Mobility Element (not yet adopted): The draft update of the City’s
General Plan Transportation Element (Mobility Element) includes a section on Intelligent
Transportation Systems (ITS). ITS includes among numerous other functions Emergency
Management Systems which covers coordination of emergency operations and hazardous
materials cleanup. ITS facilitates the coordination and controls necessary to detect and
respond to incidents appropriately and in a timely manner.
– Black Mountain Ranch Sub-area Plan: Includes a Mitigation and Monitoring Program to
ensure that adequate environmental mitigation measures are implemented. The program
includes measures relating to hydrology, landform alteration, geology and soil erosion,
– Carmel Valley Development Unit Three Precise Plan: Includes recommendations on grading
and drainage to minimize erosion, sedimentation and rainwater runoff. Among the
recommendations are that drainage facilities should be constructed on-site concurrently with
grading operations.
– Carmel Valley Neighborhood 1 Precise Plan: Includes policies and recommendations on
landforms, landscape grading, and drainage, in part to minimize erosion and facilitate proper
drainage.
– College Area Community Plan: Includes recommendations for canyon fire protection
– Del Mar Mesa Specific Plan: Includes a requirement for a master drainage plan which would
address sizing and siting of facilities required to mitigate potential impacts to downstream
facilities from increases in run-off and erosion due to the Specific Plan. Also includes policies
to minimize grading and erosion impacts.
– Dennery Ranch Precise Plan: Includes several drainage mitigation measures to reduce on-site
and off-site impacts. Environment Impact Report for Dennery Ranch requires several erosion
and run-off control measures.
– Kearny Mesa Community Plan: Includes a recommendation to require a geologic
reconnaissance study prior to project approval to identify development constraints when
geologic hazards are known to exist. Also includes a recommendation to maintain the natural
drainage system and minimize use of impervious surfaces.
SECTIONFIVE Goals, Objectives and Actions
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– La Jolla Community Plan (Draft – not yet in effect): Includes policies and recommendations
on natural resource protection, protection of shoreline areas, coastal bluffs, and steep
hillsides.
– Mid-City Communities Plan: Includes goals and recommendations on faults and liquefaction,
soil structure, landslides, shrink and swell characteristics, hazardous materials, and soil
quality. Also includes goals and recommendations on police and public safety, and fire and
life safety.
– Mira Mesa Community Plan: Provides erosion control measures for north city areas draining
into Los Penasquitos or San Dieguito Lagoons.
– Mission Valley Community Plan: Includes a major section on flood control policies and
recommendations. Also includes an extensive Wetlands Management Plan.
– Multiple Species Conservation Program (MSCP): The MSCP Program includes considerable
open space lands around flood plains. This land helps preserve the floodplain and prevent
excessive development in floodplain areas. Additionally, the MSCP requires restoration of
slopes in or adjacent to the preserve with native vegetation. This can help to prevent erosion.
– Ocean Beach Precise Plan: Includes goals and recommendations on police and fire protection.
Includes goals and recommendations on shoreline development to minimize bluff erosion.
– Peninsula Community Plan: Includes recommendations for erosion control and bluff
stabilization, especially along Sunset Cliffs.
– Rancho Bernardo Community Plan: Includes recommendation that northwestern and southern
drainage areas should be served by courses and channels within open space areas and minor
drainage structures. Also, where open space areas are used for drainage, the drainage channel
and or flow area should be kept free of obstructions.
– Rancho Encantada Precise Plan: Includes drainage and erosion control guidelines to reduce
runoff and minimize erosion. Also includes a provision in the Mitigation Monitoring and
Reporting Program (MMRP) that an existing 4,000 gallon above ground diesel fuel tank at
“Site J” be removed within 6 months of vacation by the lessee. The MMRP also states that
several buildings proposed for demolition may contain hazardous materials and that
following demolition, the soil should be field screened in areas where hazardous materials
were known to have been used or stored. If contamination is discovered, the property owner
is required to take remedial action as appropriate, with a written report to the City.
– Sabre Springs Community Plan: One objective is to maintain, to the maximum extent
possible, Chicarita and Penasquitos Creeks in their natural drainage condition. The Plan gives
specific direction on how to accomplish this objective. Grading should minimize the potential
for erosion and settling.
– San Pasqual Valley Plan: This plan contains a flood control element with several policies and
proposals for minimizing flood potential. Main proposals are to modify existing leases to
allow pilot channel maintenance by the City and not the lessees and to maintain an
approximately 40 foot wide pilot channel bottom to maintain flood carrying capacity.
SECTIONFIVE Goals, Objectives and Actions
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– Scripps Miramar Ranch Community Plan: Community Environment Element includes a
provision that runoff containing chemical pollutants should not be permitted to contaminate
the public water supply in Miramar Reservoir. All runoff containing contaminants should
drain away from the reservoir into a natural or City approved drainage system. To achieve
this, the Plan recommends that a fill slope not exceeding 100 feet high be required in the
canyon on the northeast perimeter of the reservoir. In the same section is a provision that
Floodplain Fringe Overlay zoning should be applied to land within Carroll Canyon where
appropriate.
• City of San Diego – Police Department
– San Diego Police Department provides law enforcement, scene security, traffic and crowd
control, and criminal investigations at the scene of a disaster
– The Police Department plans for and implements the Dam Failure Plan and San Diego River
Road Closure Plan
• City of San Diego – Transportation Department
– The Transportation Department’s mission is to protect and preserve the health, safety and
well-being of the citizens of San Diego through effective and efficient maintenance and
operation of the City’s transportation infrastructure. To this end, every member of the
Transportation Department strives for responsiveness, dedication, effectiveness and
excellence in public service.
– Street Division: Responsible for maintaining and repairing streets, curbs, gutters, traffic
signals, street lights, storm channels, storm drain structures, street sweeping, trees in the
public right-of-way, and bridges.
– Parking Management: Under the direction of the SDPD, assists in traffic regulation and
control.
– Bi-Nationals Division: Assists in the coordination/communication with Mexico.
• City of San Diego – Water Department:
– The mission of the Water Department is to provide the best quality of water to the citizens of
San Diego in a professional, effective, efficient, and sensitive manner in all aspects of
operation so that the public health, environment, and quality of life are enhanced.
– The following plans and programs require extensive compliance with specific regulations that
deal with our water department operations: Emergency Response Plan; Process Safety
Management; Chlorine Plan; Vulnerability Assessment
SECTIONFIVE Goals, Objectives and Actions
City of San Diego W:\27653042\00500 Hazard Mitigation Plan\FINAL\00500-c-r.doc\9-Mar-04\SDG 5-205
Table 5.16-2
City of San Diego: Administrative and Technical Capacity
Staff/Personnel Resources Y/N Department/Agency and Position
A. Planner(s) or engineer(s) with knowledge of land
development and land management practices Y
Planning, Development Services, Community/Economic
Development, Environmental Services, and Engineering
and Capital Projects
B. Engineer(s) or professional(s) trained in construction
practices related to buildings and/or infrastructure Y Engineering & Capital Projects, General
Services/Facilities and Development Services.
C. Planners or Engineer(s) with an understanding of
natural and/or manmade hazards Y
Fire-Rescue, Police, Development Services, Planning,
Environmental Services, and Engineering and Capital
Projects.
D. Floodplain manager Y Development Services, and Engineering and Capital
Projects
E. Surveyors Y Engineering & Capital Projects and Environmental
Services
F. Staff with education or expertise to assess the
community’s vulnerability to hazards Y Development Services
G. Personnel skilled in GIS and/or HAZUS Y Information, Technology & Communications, and
Engineering and Capital Projects
H. Scientists familiar with the hazards of the community N
I. Emergency manager Y Homeland Security, and Engineering and Capital
Projects
J. Grant writers Y Financial Management, Park & Recreation and
Environmental Services.
The legal and regulatory capabilities of San Diego are shown in Table 5.16-3, which presents the existing
ordinances and codes that affect the physical or built environment of San Diego. Examples of legal and/or
regulatory capabilities can include: the City’s building codes, zoning ordinances, subdivision ordnances,
special purpose ordinances, growth management ordinances, site plan review, general plans, capital
improvement plans, economic development plans, emergency response plans, and real estate disclosure
plans.
SECTIONFIVE Goals, Objectives and Actions
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Table 5.16-3
City of San Diego: Legal and Regulatory Capability
Regulatory Tools (ordinances, codes, plans) Local
Authority
(Y/N)
Does State
Prohibit
(Y/N)
A. Building code Y N
B. Zoning ordinance Y N
C. Subdivision ordinance or regulations Y N
D. Special purpose ordinances (floodplain management, storm water management, hillside or
steep slope ordinances, wildfire ordinances, hazard setback requirements) Y N
E. Growth management ordinances (also called “smart growth” or anti-sprawl programs) Y N
F. Site plan review requirements Y N
G. General or comprehensive plan Y N
H. A capital improvements plan Y N
I. An economic development plan Y N
J. An emergency response plan Y N
K. A post-disaster recovery plan Y N
L. A post-disaster recovery ordinance N N
M. Real estate disclosure requirements N N
5.16.1.2 Fiscal Resources
Table 5.16-4 shows specific financial and budgetary tools available to San Diego such as community
development block grants; capital improvements project funding; authority to levy taxes for specific
purposes; fees for water, sewer, gas, or electric services; impact fees for homebuyers or developers for
new development; ability to incur debt through general obligations bonds; and withholding spending in
hazard-prone areas.
SECTIONFIVE Goals, Objectives and Actions
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Table 5.16-4
City of San Diego: Fiscal Capability
Financial Resources Accessible or Eligible to Use
(Yes/No)
A. Community Development Block Grants (CDBG) Yes
B. Capital improvements project funding Yes
C. Authority to levy taxes for specific purposes Yes
D. Fees for water, sewer, gas, or electric service Yes
E. Impact fees for homebuyers or developers for new developments/homes Yes
F. Incur debt through general obligation bonds Yes
G. Incur debt through special tax and revenue bonds Yes
H. Incur debt through private activity bonds UK
I. Withhold spending in hazard-prone areas Yes
5.16.2 Goals, Objectives and Actions
Listed below are San Diego’s specific hazard mitigation goals, objectives and related potential actions.
For each goal, one or more objectives have been identified that provide strategies to attain the goal.
Where appropriate, the City has identified a range of specific actions to achieve the objective and goal.
The goals and objectives were developed by considering the risk assessment findings, localized hazard
identification and loss/exposure estimates, and an analysis of the jurisdiction’s current capabilities
assessment. These preliminary goals, objectives and actions were developed to represent a vision of long-
term hazard reduction or enhancement of capabilities. To help in further development of these goals and
objectives, the LPG compiled and reviewed current jurisdictional sources including the City’s planning
documents, codes, and ordinances. In addition, City representatives met with consultant staff and/or OES
to specifically discuss these hazard-related goals, objectives and actions as they related to the overall
Plan. Representatives of numerous City departments involved in hazard mitigation planning, including
Fire, Police, and Public Works provided input to the San Diego LPG. The San Diego LPG members were:
• Carey Brooks
• Kelly Broughton
• Gabriela Cloverdale
• Paul Cooper
• Lance Dormann
• Kevin Haupt
• Werner Landry
• D.P. Lee
SECTIONFIVE Goals, Objectives and Actions
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• Herb Lemmons
• Frankie Murphy
• Roger Myers
• Jose Navarro
• Joey Perry
• Myles Pomeroy
• Hossein Ruhi
• Tony Ruiz
• Eugene Ruzzini
• Peter Sandoval
• Mario Sierra
• Donna Skinner
• Keith Strehle
• Dave Stucky
• Jim Van Norman
• Llew Willis
Once developed, City staff presented them to the City of San Diego City Council for their approval.
Public meetings were held throughout the County to present these preliminary goals, objectives and
actions to citizens and to receive public input. At these meetings, specific consideration was given to
hazard identification/profiles and the vulnerability assessment results. The following sections present the
hazard-related goals, objectives and actions as prepared by San Diego’s LPG in conjunction with the
Hazard Mitigation Working Group, locally elected officials, and local citizens.
5.16.2.1 Goals
The City of San Diego has developed the following 9 Goals for their Hazard Mitigation Plan.
Goal 1. Promote disaster-resistant future development.
Goal 2. Increase public understanding, support, and demand for effective hazard mitigation.
Goal 3. Build and support local capacity and commitment to continuously become less
vulnerable to hazards.
Goal 4. Improve coordination and communication with federal, state, local and tribal
governments.
SECTIONFIVE Goals, Objectives and Actions
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“Reduce the possibility of damage and losses to existing assets, particularly people, critical
facilities/infrastructure, and State-owned facilities, due to”:
Goal 5. All Hazards.
Goal 6. Floods.
Goal 7. Severe Weather.
Goal 8. Geological Hazards.
Goal 9. Structural/Wildfire.
5.16.2.2 Objectives and Actions
The City of San Diego developed the following broad list of objectives and actions to assist in the
implementation of each of their 9 identified goals. The City of San Diego developed objectives to assist in
achieving their hazard mitigation goals. For each of these objectives, specific actions were developed that
would assist in their implementation. A discussion of the prioritization and implementation of the action
items is provided in Section 5.16.2.3.
Goal 1: Promote disaster-resistant future development.
Objective 1.A: Encourage and facilitate the development or updating of general
plans and zoning ordinances to limit development in hazard areas.
Action 1.A.1 Update the Public Facilities, Services, and Safety elements of the City’s
General Plan.
Goal 2: Promote public understanding, support and demand for
hazard mitigation.
Objective 2.A: Educate the public to increase awareness of hazards and
opportunities for mitigation actions.
Action 2.A.1 Enhance the public’s awareness of hazard mitigation efforts utilizing the City of San
Diego’s cable TV channel and other electronic media, as well as through traditional
print media.
Action 2.A.2 Increase awareness of individual homeowners, other property owners, the business
community, and others in the importance of taking proactive steps to mitigate the
risk of hazards.
Objective 2.B: Promote partnerships between the state, counties, local and tribal
governments to identify, prioritize, and implement mitigation
actions.
SECTIONFIVE Goals, Objectives and Actions
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Goal 2: Promote public understanding, support and demand for
hazard mitigation. (continued)
Action 2.B.1 Utilize SANDAG to assist in gathering and/or providing information for regional
hazard mitigation.
Action 2.B.2 Work with San Diego’s legislative delegation to develop legislation to require the
Governor’s Office of Planning and Research to develop guidelines for the
preparation of public safety elements to include hazard mitigation and model hazard
mitigation planning.
Goal 3: Build and support local capacity and commitment to
continuously become less vulnerable to hazards.
Objective 3.A: Increase awareness and knowledge of hazard mitigation principles
and practice among state, local and tribal officials.
Action 3.A.1 Build and support local partnerships, such as the Unified Disaster Council (UDC)
and Homeland Preparedness Coordination Council (HPCC), and the coordination of
mutual aid agreements to continuously become less vulnerable to hazards.
Action 3.A.2 Build a team of community volunteers to work with the community before, during,
and after a disaster.
Action 3.A.3 Build hazard mitigation concerns into City of San Diego planning and budgetary
processes.
Goal 4: Improve hazard mitigation coordination and communication
with federal, state, local and tribal governments.
Objective 4.A: Establish and maintain closer working relationships with state
agencies, local and tribal governments.
Action 4.A.1 Operate the City’s Emergency Operations Center (EOC) and Department
Operations Centers (DOC) following the Standardized Emergency Management
System (SEMS) and Incident Command System (ICS).
Action 4.A.2 Encourage development of standardized Emergency Operations Plans within the
City of San Diego that coordinate with County-wide Emergency Operations Plans.
Objective 4.B: Encourage other organizations to incorporate hazard mitigation
activities.
Action 4.B.1 Work with local chambers of commerce, trade associations, and employee unions to
encourage them to promote hazard mitigation as part of safe work practices.
SECTIONFIVE Goals, Objectives and Actions
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Goal 4: Improve hazard mitigation coordination and communication
with federal, state, local and tribal governments. (continued)
Objective 4.C: Improve the State’s capability and efficiency at administering pre-
and post-disaster mitigation.
Action 4.C.1 Participate in the development and execution of Emergency Operations Center
(EOC) and Department Operation Centers (DOC) table top and functional disaster
exercises (addressing the response and recovery phases), which include Federal
Military and State representative participation.
Goal 5: Reduce the possibility of damage and losses to existing assets,
particularly people, critical facilities/infrastructure, and State-
owned facilities, due to hazards (structural fire/wildfire, coastal
storms/erosion/tsunami, earthquake, dam failure, flood,
landslide, and other human caused hazards).
Objective 5.A: Develop a comprehensive approach to reducing the possibility of
damage and losses due to hazards (structural fire/wildfire, coastal
storms/erosion/tsunami, earthquake, dam failure, flood, landslide,
and other human caused hazards).
Action 5.A.1 Develop an integrated communication/notification plan, including information about
road closures, evacuation routes, unified command post locations, staging areas,
and shelters. This includes coordination between police and fire personnel for
evacuations, and a County-wide damage assessment team.
Action 5.A.2 Develop a post-disaster construction and demolition waste recycling ordinance,
which includes alternate recycling and disposal sites.
Action 5.A.3 Provide to critical City of San Diego facilities backup electrical power generating
systems, fuel, and necessary supplies in case of major power outages.
Action 5.A.4 Replace all underground petroleum storage tanks with above ground tanks at critical
City facilities.
Goal 6: Reduce the possibility of damage and losses to existing assets,
particularly people, critical facilities/infrastructure, and State-
owned facilities, due to floods.
Objective 6.A: Develop a comprehensive approach to reducing the possibility of
damage and losses due to floods.
Action 6.A.1 Work with Federal and State authorities regarding regulations that add expense and
time to flood control measures and maintenance activities.
SECTIONFIVE Goals, Objectives and Actions
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Goal 7: Reduce the possibility of damage and losses to existing assets,
particularly people, critical facilities/infrastructure, and State-
owned facilities, due to severe weather (e.g., El Nino storms,
thunderstorms, and tsunamis).
Objective 7.A: Develop a comprehensive approach to reducing the possibility of
damage and losses due to severe weather.
Action 7.A.1 Utilize SANGIS to develop GIS-based severe weather zone mapping.
Goal 8: Reduce the possibility of damage and losses to existing assets,
particularly people, critical facilities/infrastructure, and State-
owned facilities, due to geological hazards.
Objective 8.A: Develop a comprehensive approach to reducing the possibility of
damage and losses due to geological hazards.
Action 8.A.1 Coordinate efforts within the City of San Diego to develop a seismic report of the
City and how it affects City facilities and infrastructure.
Action 8.A.2 Develop a means of providing water for fire fighting when water service is disrupted.
Goal 9: Reduce the possibility of damage and losses to existing assets,
particularly people, critical facilities/infrastructure, and State-
owned facilities, due to structural/wildfires.
Objective 9.A: Develop a comprehensive approach to reducing the possibility of
damage and losses due to structural/wild fires.
Action 9.A.1 Enhance the Open Space Brush Management Program to ensure compliance with
brush management requirements.
Action 9.A.2 Establish an urban/wild land fire technical working group in conjunction with County
and State representatives.
5.16.2.3 Prioritization and Implementation of Action Items
Once the comprehensive list of jurisdictional goals, objectives, and action items listed above was
developed, the proposed mitigation actions were prioritized. This step resulted in a list of acceptable and
realistic actions that address the hazards identified in each jurisdiction. This prioritized list of action items
was formed by the LPG weighing STAPLEE criteria
SECTIONFIVE Goals, Objectives and Actions
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The Disaster Mitigation Action of 2000 (at 44 CFR Parts 201 and 206) requires the development of an
action plan that not only includes prioritized actions but one that includes information on how the
prioritized actions will be implemented. Implementation consists of identifying who is responsible for
which action, what kind of funding mechanisms and other resources are available or will be pursued, and
when the action will be completed.
The top 22 prioritized mitigation actions as well as an implementation strategy for each are:
Action Item #1: Enhance the public’s awareness of hazard mitigation efforts utilizing the City of
San Diego’s cable TV channel and other electronic media, as well as through
traditional print media.
Coordinating Individual/Organization: Public and Media Affairs/Information Technology and
Communications
Potential Funding Source: Operating Budget
Implementation Timeline: 1 - 3 year time frame
Action Item #2: Develop an integrated communication/notification plan, including information
about road closures, evacuation routes, unified command post locations, staging
areas, and shelters. This includes coordination between police and fire personnel
for evacuations, and a County-wide damage assessment team.
Coordinating Individual/Organization: Homeland Preparedness Coordination Council & Office
of Homeland Security
Potential Funding Source: Operating Budget
Implementation Timeline: 1 - 3 year time frame
Action Item #3: Build and support local partnerships, such as the Unified Disaster Council
(UDC) and Homeland Preparedness Coordination Council (HPCC), and the
coordination of mutual aid agreements to continuously become less vulnerable to
hazards.
Coordinating Individual/Organization: Homeland Preparedness Coordination Council & Office
of Homeland Security
Potential Funding Source: Operating Budget
Implementation Timeline: 1 – 3 year time frame
Action Item #4: Develop a means of providing water for fire fighting when water service is
disrupted.
Coordinating Individual/Organization: Engineering and Capital Projects/Water/
Transportation/General Services/Fire Rescue
Potential Funding Source: Need to seek Federal or State funding
Implementation Timeline: 1-10 year time frame
SECTIONFIVE Goals, Objectives and Actions
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Action Item #5: Build hazard mitigation concerns into the City’ of San Diego planning and
budgetary processes.
Coordinating Individual/Organization: Financial Management/Planning
Potential Funding Source: Need to seek Federal or State funding
Implementation Timeline: 1 – 3 year time frame
Action Item #6: Provide to critical City of San Diego facilities backup electrical power, fuel, and
necessary supplies in case of major power outages.
Coordinating Individual/Organization: Homeland Preparedness Coordination Council
Potential Funding Source: Need to seek Federal or State funding
Implementation Timeline: 1 – 3 year time frame
Action Item #7: Coordinate efforts within the City of San Diego to develop a seismic report of
the City and how it affects City facilities and infrastructure.
Coordinating Individual/Organization: Fire/Water/Metropolitan Waste
Water/Planning/Development Services
Potential Funding Source: Need to obtain Federal or State funding
Implementation Timeline: 1 – 5 year time frame
Action Item #8: Develop a post-disaster construction and demolition ordinance, which includes
alternate recycling and disposal sites.
Coordinating Individual/Organization: General Services/Environmental Services/Development
Services
Potential Funding Source: Need to obtain Federal or State funding
Implementation Timeline: 1 – 3 year time frame
Action Item #9: Increase awareness of individual homeowners, other property owners, the
business community, and others in the importance of taking proactive steps to
mitigate the risk of hazards..
Coordinating Individual/Organization: Public and Media Affairs/Information Technology and
Communications/Environmental Services
Potential Funding Source: Operating Budget
Implementation Timeline: 1 - 3 year time frame
Action Item #10: Participate in the development and execution of Emergency Operations Center
(EOC) and Department Operations Centers (DOC) table top and functional
disaster exercises (addressing the response and recovery phases), which include
Federal Military and State representative participation.
SECTIONFIVE Goals, Objectives and Actions
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Coordinating Individual/Organization: Office of Homeland Security & Homeland
Preparedness Coordination Council
Potential Funding Source: Operating Budget
Implementation Timeline: 1 –3 year time frame
Action Item #11: Work with local chambers of commerce, trade associations, and employee
unions to encourage them to promote hazard mitigation as a part of safe work
practices.
Coordinating Individual/Organization: Community and Economic Development
Potential Funding Source: Operating Budget
Implementation Timeline: 1 –3 year time frame
Action Item #12: Encourage development of standardized Emergency Operations Plans within the
City of San Diego that coordinate with County-wide Emergency Operations
Plans.
Coordinating Individual/Organization: Office of Homeland Security & Homeland
Preparedness Coordination Council
Potential Funding Source: Need to seek Federal or State funding
Implementation Timeline: 1 – 3 year time frame
Action Item #13: Operate the City’s Emergency Operations Center (EOC) and Department
Operations Centers (DOC) following the Standardized Emergency Management
System (SEMS) and Incident Command System (ICS).
Coordinating Individual/Organization: Office of Homeland Security & Homeland
Preparedness Coordination Council
Potential Funding Source: Operating Budget
Implementation Timeline: 1 – 3 year time frame
Action Item #14: Update the Public Facilities, Services, and Safety elements of the City’s General
Plan.
Coordinating Individual/Organization: Planning
Potential Funding Source: Operating Budget
Implementation Timeline: 1 –5 year time frame
Action Item #15: Replace all underground petroleum storage tanks with above ground tanks at
critical City facilities.
Coordinating Individual/Organization: Environmental Services
Potential Funding Source: Need to seek Federal or State funding
SECTIONFIVE Goals, Objectives and Actions
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Implementation Timeline: 1 – 10 year time frame
Action Item #16: Build a team of community volunteers to work with the community before,
during, and after a disaster.
Coordinating Individual/Organization: Public and Media Affairs/Information Technology and
Communication
Potential Funding Source: Operating Budget
Implementation Timeline: 1 – 3 year time frame
Action Item #17: Utilize SANDAG to assist in gathering and/or providing information for regional
hazard mitigation.
Coordinating Individual/Organization: Information Technology and Communication
Potential Funding Source: Operating Budget
Implementation Timeline: 1 – 3 year time frame
Action Item #18: Work with San Diego’s legislative delegation to develop legislation to require
the Governor’s Office of Planning and Research to develop guidelines for the
preparation of public safety elements to include hazard mitigation and model
hazard mitigation planning.
Coordinating Individual/Organization: Governmental Relations
Potential Funding Source: Operating Budget
Implementation Timeline: 1 – 3 year time frame
Action Item #19: Work with Federal and State authorities regarding regulations that add expense
and time to flood control measures and maintenance activities.
Coordinating Individual/Organization: Governmental Relations
Potential Funding Source: Operating Budget
Implementation Timeline: 1 –3 year time frame
Action Item #20: Utilize SANGIS to develop GIS-based severe weather zone mapping.
Coordinating Individual/Organization: Information Technology and Communication
Potential Funding Source: Operating Budget
Implementation Timeline: 1 – 3 year time frame
Action Item #21: Enhance the Open Space Brush Management Program to ensure compliance with
brush management requirements.
Coordinating Individual/Organization: Office of Homeland Security & Homeland
Preparedness Coordination Council & Fire and Life
Safety
SECTIONFIVE Goals, Objectives and Actions
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Potential Funding Source: Need to seek Federal or State funding
Implementation Timeline: 1 – 5 year time frame
Action Item #22: Establish an urban/wild land fire technical working group in conjunction with
County and State representatives.
Coordinating Individual/Organization: Office of Homeland Security & Homeland
Preparedness Coordination Council & Fire and Life
Safety
Potential Funding Source: Operating Budget
Implementation Timeline: 1 – 3 year time frame
SECTIONFIVE Goals, Objectives and Actions
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5.17 CITY OF SAN MARCOS
The City of San Marcos (San Marcos) reviewed a set of jurisdictional-level hazard maps including
detailed critical facility information and localized potential hazard exposure/loss estimates to help identify
the top hazards threatening their jurisdiction. In addition, LPGs were supplied with exposure/loss
estimates for San Marcos summarized in Table 5.17-1. See Section 4.0 for additional details.
Table 5.17-1
Summary of Potential Hazard-Related Exposure/Loss in San Marcos
Residential Commercial Critical Facilities
Hazard Type
Exposed
Population
Number of
Residential
Buildings
Potential
Exposure/
Loss for
Residential
Buildings
(x $1,000)
Number of
Commercial
Buildings
Potential
Exposure/
Loss for
Commercial
Buildings
(x $1,000)
Number
of
Critical
Facilities
Potential
Exposure
for
Critical
Facilities
(x $1,000)
Coastal Storm / Erosion 0 0 0 0 0 0 0
Dam Failure 1,584 427 101,770 27 83,598 7 7,349
Earthquake (Annualized
Loss - Includes shaking,
liquefaction and
landslide components) 63,000 15,191 1047 239 671 63* / 63**
1,865* /
8,560**
Floods (Loss)
100 Year 2,751 760 8,227 51 11,394 12 18,900
500 Year 2,971 821 9,825 54 13,125 13 19,820
Rain-Induced Landslide
High Risk- 0 0 0 0 0 0 0
Moderate Risk 7,627 2,382 564,765 30 127,238 14 19,868
Tsunami 0 0 0 0 0 0 0
Wildfire/ Structure Fire
Extreme 0 0 0 0 0 0 0
Very High 258 86 14,062 0 3,580 1 4,272
High 4,598 1,447 346,034 10 54,236 4 8,000
Moderate 47,998 12,927 2,823,430 227 829,950 82 349,113
* Represents 100-year earthquake value under three earthquake scenarios (shake only, shake and liquefaction, and
shake and landslide).
** Represents 500-year earthquake value under three earthquake scenarios (shake only, shake and liquefaction, and
shake and landslide).
After reviewing the localized hazard maps and exposure/loss table above, the following hazards were
identified by the San Marcos LPG as their top five. A brief rational for including each of these is
included.
SECTIONFIVE Goals, Objectives and Actions
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• Wildfire: Wildland interface, protected open spaces, undeveloped areas, fuel model, historical
occurrences
• Dam Failure/Flood: Central business district of the city is located in flood prone areas (100 year
floodplain). South Lake Dam failure inundation area is in the same central business district.
Difficulty in implementing mitigation measures due to state and federal regulations.
• Hazardous Materials Release: Highway 78 is a major transportation corridor. Fixed facilities
located throughout the city.
• Earthquake: Low risk based upon known faults and projected peak accelerations in San Marcos
as a result of a Rose Canyon fault which is 12.4 miles (19.9 km) from San Marcos Civic Center.
• Landslide: Low risk.
5.17.1 Capabilities Assessment
The LPG identified current capabilities available for implementing hazard mitigation activities. The
Capability Assessment (Assessment) portion of the jurisdictional mitigation plan identifies administrative,
technical, legal and fiscal capabilities. This includes a summary of departments and their responsibilities
associated to hazard mitigation planning as well as codes, ordinances, and plans already in place
associated to hazard mitigation planning. The second part of the Assessment provides San Marcos’ fiscal
capabilities that may be applicable to providing financial resources to implement identified mitigation
action items.
5.17.1.1 Existing Institutions, Plans, Policies and Ordinances
The following is a summary of existing departments in San Marcos and their responsibilities related to
hazard mitigation planning and implementation, as well as existing planning documents and regulations
related to mitigation efforts within the community. The administrative and technical capabilities of San
Marcos, as shown in Table 5.17-2, provides an identification of the staff, personnel, and department
resources available to implement the actions identified in the mitigation section of the Plan. Specific
resources reviewed include those involving technical personnel such as planners/engineers with
knowledge of land development and land management practices, engineers trained in construction
practices related to building and infrastructure, planners and engineers with an understanding of natural or
manmade hazards, floodplain managers, surveyors, personnel with GIS skills and scientists familiar with
hazards in the community.
• City of San Marcos Planning Department
– Zoning Ordinance-Chapter 20.76: Flood damage prevention-regulates development within
the floodplain.
– Zoning Ordinance-Chapter 20.79: Hazardous Waste Management plan.
– Zoning Ordinance-Chapter 20.80 Plan review including fire comments and conditions.
– Slope Density Ordinance (No.78-472): Minimizes concentration of homes within fuel
management zones.
SECTIONFIVE Goals, Objectives and Actions
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– Administrative Capabilities: All staff planners and engineers have an understanding of land
development and building systems. Planning Director and Principal Planner are member of
the Planning Division Emergency Response Team
• City of San Marcos Finance Department
– Fiscal Capabilities:
1.1.15 Public Facility Financing Plan: Requires development to pay fees to assist in
area-wide circulation improvements, drainage improvements and GIS.
1.1.16 Community Facilities District: Police and Fire CFD fees to fund capital
improvements.
1.1.17 Redevelopment Area Funds: Tax increment funds to assist in completion of
major infrastructure improvements.
1.1.18 Developer Contributions, Traffic Safety Fund, Community Development Block
Grants, General Fund, and General Grants.
• City of San Marcos Fire Department
– SMMC 17.64.060: Prohibits above ground flammable and combustible liquids storage
containers.
– SMMC 17.64.070: Bulk storage of LPG not allowed in commercial or residential districts.
– SMMC 17.64.080: Storage of explosives and blasting agents prohibited.
– SMMC 17.64.090: Building division will not issue a certificate of occupancy without fire
department approval.
– SMMC 17.64.120: Road width requirements to provide for ingress/egress of emergency
vehicles.
– SMMC 17.64.130: Fire hydrant type and number requirements
– SMMC 17.64.140: Fire hydrant spacing requirements
– SMMC 17.64.160: Ability to require water storage tanks to meet fire flow demands.
– SMMC 17.64.180-200: Automatic Fire Extinguishing system requirements.
– SMMC 17.64.240: Includes Wildland Interface Standard as adopted by the County of San
Diego.
– SMMC 17.64.250: San Diego County Hazmat reporting requirements.
– SMMC 17.64.260: Prohibits sale of fireworks.
– SMMC 8.64.010: Gives the authority to abate weeds, shrubs and dead trees.
• City of San Marcos Public Works Department
– Storm Drain Maintenance: Storm drain inlets, outlets and channels are inspected and cleaned
on an annual basis.
– Erosion Control: Best management practices to minimize erosion from October to April.
SECTIONFIVE Goals, Objectives and Actions
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– Weed Abatement: Herbicide application to roadway shoulder to reduce ignition potential
from roadway traffic.
– Roadway Construction Inspections: Verify grades and construction materials to reduce
incorrect grades and improperly substituted materials.
• City of San Marcos Engineering Department
– SMMC 17.32.40: Grading ordinance-hydrology, hydraulics, soils, geological studies
– SMMC 17.32.100:Cut and fill slopes, fill placement
– SMMC 17.32.130: Temporary and permanent erosion control measures
– SMMC 17.32.160, 170: Slope stabilization
– Inundation Analysis: Study and mitigations needed for any development downstream of
existing dams.
– Jurisdictional Urban Runoff Management Plan: Guidelines and requirements for sediment
and erosion control.
Table 5.17-2
City of San Marcos: Administrative and Technical Capacity
Staff/Personnel Resources Y/N Department/Agency and Position
A. Planner(s) or engineer(s) with knowledge of land
development and land management practices Y
Planning Division-Planning Division Director, Principal Planner,
Senior Planner, Associate Planners, Assistant Engineer.
Engineering Division: City Engineer, Principle Civil Engineer,
Senior Civil Engineer, Associate Civil Engineer, Assistant
Engineer.
B. Engineer(s) or professional(s) trained in
construction practices related to buildings and/or
infrastructure
Y
Engineering Division- See above Building Division-Building
Division Director, Senior Building Inspector, Building
Inspectors.
C. Planners or Engineer(s) with an understanding of
natural and/or manmade hazards Y
Planning Division-Planning Division Director, Principle Planner,
Senior Planner, Associate Planners, Assistant Planners.
Engineering Division- City Engineer, Principle Civil Engineer,
Senior Civil Engineer, Associate Civil Engineer, Assistant
Engineer.
D. Floodplain manager Y City Engineer
E. Surveyors N Contract services available
F. Staff with education or expertise to assess the
community’s vulnerability to hazards Y Fire Department-Fire Chief, Deputy Fire Chief, Fire Marshal
G. Personnel skilled in GIS and/or HAZUS N
H. Scientists familiar with the hazards of the
community N
I. Emergency manager Y Fire Department-Fire Chief, Deputy Fire Chief, Fire Marshal
J. Grant writers Y Finance
The legal and regulatory capabilities of San Marcos are shown in Table 5.17-3, which presents the
existing ordinances and codes that affect the physical or built environment of San Marcos. Examples of
legal and/or regulatory capabilities can include: the City’s building codes, zoning ordinances, subdivision
SECTIONFIVE Goals, Objectives and Actions
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ordnances, special purpose ordinances, growth management ordinances, site plan review, general plans,
capital improvement plans, economic development plans, emergency response plans, and real estate
disclosure plans.
Table 5.17-3
City of San Marcos: Legal and Regulatory Capability
Regulatory Tools (ordinances, codes, plans) Local
Authority
(Y/N)
Does State
Prohibit
(Y/N)
A. Building code Y N
B. Zoning ordinance Y N
C. Subdivision ordinance or regulations Y N
D. Special purpose ordinances (floodplain management, storm water
management, hillside or steep slope ordinances, wildfire ordinances, hazard
setback requirements)
Y N
E. Growth management ordinances (also called “smart growth” or anti-sprawl
programs) Y N
F. Site plan review requirements Y N
G. General or comprehensive plan Y N
H. A capital improvements plan Y N
I. An economic development plan Y N
J. An emergency response plan Y N
K. A post-disaster recovery plan Y N
L. A post-disaster recovery ordinance Y N
M. Real estate disclosure requirements N N
N. Charter City Y N
5.17.1.2 Fiscal Resources
Table 5.17-4 shows specific financial and budgetary tools available to San Marcos such as community
development block grants; capital improvements project funding; authority to levy taxes for specific
purposes; fees for water, sewer, gas, or electric services; impact fees for homebuyers or developers for
new development; ability to incur debt through general obligations bonds; and withholding spending in
hazard-prone areas.
SECTIONFIVE Goals, Objectives and Actions
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Table 5.17-4
City of San Marcos: Fiscal Capability
Financial Tools Accessible or Eligible to Use
(Yes/No)
A. Community Development Block Grants (CDBG) Yes
B. Capital improvements project funding Yes
C. Authority to levy taxes for specific purposes Limited - Subject to Proposition 13 and
Proposition 218.
D. Fees for water, sewer, gas, or electric service No
E. Impact fees for homebuyers or developers for new developments/homes Yes, PFF and CFD’s
F. Incur debt through general obligation bonds Yes
G. Incur debt through special tax and revenue bonds Yes
H. Incur debt through private activity bonds No
I. Withhold spending in hazard-prone areas Yes
5.17.2 Goals, Objectives and Actions
Listed below are San Marcos’ specific hazard mitigation goals, objectives and related potential actions.
For each goal, one or more objectives have been identified that provide strategies to attain the goal.
Where appropriate, the City has identified a range of specific actions to achieve the objective and goal.
The goals and objectives were developed by considering the risk assessment findings, localized hazard
identification and loss/exposure estimates, and an analysis of the jurisdiction’s current capabilities
assessment. These preliminary goals, objectives and actions were developed to represent a vision of long-
term hazard reduction or enhancement of capabilities. To help in further development of these goals and
objectives, the LPG compiled and reviewed current jurisdictional sources including the City’s planning
documents, codes, and ordinances. In addition, City representatives met with consultant staff and/or OES
to specifically discuss these hazard-related goals, objectives and actions as they related to the overall
Plan. Representatives of numerous City departments involved in hazard mitigation planning, including
Fire, Police, and Public Works provided input to the San Marcos LPG. The San Marcos LPG members
were:
• Scott Hansen
• Larry Webb
• Carl Blasdell
• Gena Franco
• Karen Brindley
• Mike Mercereau
• Jerry Backoff
SECTIONFIVE Goals, Objectives and Actions
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Once developed, City staff presented them to the City of San Marcos City Council for their approval.
Public meetings were held throughout the County to present these preliminary goals, objectives and
actions to citizens and to receive public input. At these meetings, specific consideration was given to
hazard identification/profiles and the vulnerability assessment results. The following sections present the
hazard-related goals, objectives and actions as prepared by San Marcos’ LPG in conjunction with the
Hazard Mitigation Working Group, locally elected officials, and local citizens.
5.17.2.1 Goals
The City of San Marcos has developed the following 10 Goals for their Hazard Mitigation Plan (See
Attachment A for Goals 9 and 10).
Goal 1. Continue to promote disaster-resistant development.
Goal 2. Promote public understanding, support and demand for hazard mitigation.
Goal 3. Build and support local capacity and commitment to continuously become less
vulnerable to hazards.
Goal 4. Improve hazard mitigation coordination and communication with federal, state, local and
tribal governments.
“Reduce the possibility of damage and losses to existing assets, particularly people, critical
facilities/infrastructure, and City-owned facilities, due to”:
Goal 5. Floods.
Goal 6. Wildfires.
Goal 7. Dam Failure.
Goal 8. Geological Hazards.
Goal 9. Hazardous Materials.
Goal 10. Other Manmade Hazards..
5.17.2.2 Objectives and Actions
The City of San Marcos developed the following broad list of objectives and actions to assist in the
implementation of each of their 10 identified goals. The City of San Marcos developed objectives to assist
in achieving their hazard mitigation goals. For each of these objectives, specific actions were developed
that would assist in their implementation. A discussion of the prioritization and implementation of the
action items is provided in Section 5.17.2.3.
SECTIONFIVE Goals, Objectives and Actions
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Goal 1: Continue to promote disaster-resistant development.
Objective 1.A: Encourage and facilitate the development or updating of general
plans and zoning ordinances to limit development in hazard areas.
Action 1.A.1 Review and update the City of San Marcos General plan as needed to limit the
impacts of development in hazard prone areas.
Objective 1.B: Adopt new State building codes that protect renovated existing assets
and new development in hazard areas.
Action 1.B.2 Continue to enforce existing zoning ordinances that protect new development and
renovations in hazard prone areas.
Goal 2: Promote public understanding, support and demand for
hazard mitigation.
Objective 2.A: Educate the public to increase awareness of hazards and
opportunities for mitigation actions.
Action 2.A.1 Provide public information brochures that discuss the hazards and mitigation actions
that the public may take. Make these available through the City to the public.
Action 2.A.2 Implement a public education program to increase the awareness of the public to
the threat of wildfire to the City of San Marcos.
Objective 2.B: Promote partnerships between the state, counties, local and tribal
governments to identify, prioritize, and implement mitigation
actions.
Action 2.B.1 Coordinate dam failure inundation awareness training/information with Vallecitos
Water District
Objective 2.C: Promote hazard mitigation in the business community.
Action 2.C.1 Continue to utilize the fire department’s fire prevention inspection program to
educate business owners and managers regarding hazard mitigation.
Goal 3: Build and support local capacity and commitment to
continuously become less vulnerable to hazards.
Objective 3.A: Increase awareness and knowledge of hazard mitigation principles
and practice among local officials.
Action 3.A.1 Update City of San Marcos Disaster plan every two years.
Action 3.A.2 Review HAZMIT plan every three years and update as needed.
SECTIONFIVE Goals, Objectives and Actions
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Goal 3: Build and support local capacity and commitment to
continuously become less vulnerable to hazards. (continued)
Action 3.A.3 Review Annexes every two years and update as needed.
Action 3.A.4 Review completed Hazard Mitigation Plan with City personnel.
Action 3.A.5 Evaluate the fire departments readiness to respond to and mitigate hazards.
Objective 3.B: Conduct annual review of available resources
Action 3.B.1 Update the Fire Department Resource Directory annually
Goal 4: Improve hazard mitigation coordination and communication
with federal, state, local and tribal governments.
Objective 4.A: Establish and maintain closer working relationships with state
agencies, local and tribal governments.
Action 4.A.1 Maintain membership in the San Diego UDC
Action 4.A.2 Continue participation in regional programs to include HIRT, USAR, MMST,
FIRESCOPE
Objective 4.B: Encourage other organizations to incorporate hazard mitigation
activities.
Action 4.B.1 Encourage Palomar College and California State University San Marcos to develop
hazard mitigation plans and disaster preparedness.
Action 4.B.2 Make available a copy of the Cities completed Hazard Mitigation plan for the publics
viewing.
Goal 5: Reduce the possibility of damage and losses to existing assets,
particularly people, critical facilities/infrastructure, and City-
owned facilities, due to floods.
Objective 5.A: Develop a comprehensive approach to reducing the possibility of
damage and losses due to floods.
Action 5.A.1 Continue to implement development regulations and restrictions identified in the City
ordinances and in accordance with FEMA requirements.
Action 5.A.2 Continue to apply impact fees to new developments in order to address new
drainage infrastructure needs.
Action 5.A.3 As funding becomes available, commence drainage improvements to reduce food
risks.
SECTIONFIVE Goals, Objectives and Actions
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Goal 5: Reduce the possibility of damage and losses to existing assets,
particularly people, critical facilities/infrastructure, and City-
owned facilities, due to floods. (continued)
Action 5.A.4 Continue imposing conditions on new developments to construct drainage
improvements to reduce possibility of flooding.
Action 5.A.5 Pursue State or Federal grants to finance updating of existing flood plain maps as
deemed necessary.
Action 5.A.6 Adopt procedures for and schedule regular dam inspections to ensure dam safety.
Action 5.A.7 Provide flood awareness training to City personnel.
Action 5.A.8 Evaluate the fire departments readiness to respond to and mitigate flood hazards.
Action 5.A.9 Continue annual storm drain maintenance program
Action 5.A.10 Design new City owned critical facilities located in flood prone areas to minimize
damage due to flooding
Objective 5.B: Protect existing assets with the highest relative vulnerability to the
effects of floods within the 100-year floodplain.
Action 5.B.1 Educate property owners in the flood prone areas about ways to reduce or prevent
loss due to flooding.
Action 5.B.2 Provide gravel bags or other means to properties in the flood prone areas for
temporary protection against flooding.
Action 5.B.3 Stay vigilant in preventing illegal construction or placement of obstructions in the
flood hazard zones to limit increased flooding in other areas
Objective 5.C: Coordinate with and support existing efforts to mitigate floods
(e.g., US Army Corps of Engineers, US Bureau of Reclamation,
San Diego County Department of Water Resources).
Action 5.C.1 Work to adopt the San Marcos Creek Specific Plan and coordinate with the US
Army Corps of Engineers, San Diego County Regional Water Quality Control Board,
US Fish and Wildlife, and California Fish and Game to implement a plan to minimize
potential impact to future development along the Reaches 2, 4, and 5.
Action 5.C.2 Coordinate efforts with the State Department of Transportation (Caltrans) to identify
and pursue State and Federal Funding to upgrade existing drainage facilities, under
crossing State Route 78 to current design standards.
Action 5.C.3 As funding becomes available, implement improvement projects to upgrade
drainage facility under crossings city wide.
Objective 5.D: Minimize repetitive losses caused by flooding.
Action 5.D.1 Continue to require uses, which are vulnerable to floods, including facilities, which
serve such uses, be protected against flood damage at the time of construction.
SECTIONFIVE Goals, Objectives and Actions
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Goal 5: Reduce the possibility of damage and losses to existing assets,
particularly people, critical facilities/infrastructure, and City-
owned facilities, due to floods. (continued)
Action 5.D.2 Reconstruction of any structure in the flood hazard areas shall be in accordance
with the City Ordinance as well as FEMA requirements.
Action 5.D.3 Deny construction permits for additions or enhancements to existing non-
conforming structures in flood hazard areas.
Goal 6: Reduce the possibility of damage and losses to existing assets,
particularly people, critical facilities/infrastructure, and City-
owned facilities, due to wildfires.
Objective 6.A: Develop a comprehensive approach to reducing the possibility of
damage and losses due to wildfires.
Action 6.A.1 Develop and institute a wildland urban interface fire prevention public education
campaign.
Action 6.A.2 Increase fuel modification requirements for new development from 100’ to 150’.
Action 6.A.3 Require fuel modeling for all new development located in the wildland interface zone.
Action 6.A.4 Continue to ensure required street widths, paving, and grades can accommodate
emergency vehicles.
Action 6.A.5 Increase Fire Prevention Staff as appropriate.
Action 6.A.6 Pursue State and/or Federal grants as available to assist in reducing losses due to
wildfires.
Action 6.A.7 Evaluate the fire departments readiness to respond to and mitigate wildfires.
Action 6.A.8 Continue to evaluate service level needs and impacts as part of the review process
of major projects.
Action 6.A.9 Design new City owned critical facilities located in wildfire prone areas to minimize
damage due to wildfires.
Objective 6.B: Protect existing assets with the highest relative vulnerability to the
effects of wildfires.
Action 6.B.1 Develop pre-incident plans for high vulnerability areas
Action 6.B.2 Ensure access and egress routes in high vulnerability areas are maintained per City
Ordinance.
Action 6.B.3 Conduct annual wildland fire fighting and ICS training to ensure operational readiness.
SECTIONFIVE Goals, Objectives and Actions
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Goal 6: Reduce the possibility of damage and losses to existing assets,
particularly people, critical facilities/infrastructure, and City-
owned facilities, due to wildfires. (continued)
Action 6.B.4 Develop and institute a wildland urban interface fire prevention public education
campaign.
Action 6.B.5 Maintain annual weed abatement program.
Action 6.B.6 Apply herbicide to roadway shoulder to reduce ignition potential from roadway traffic.
Action 6.B.7 Develop map showing parcel ownership information to assist with identifying
available funding for vegetation clearance.
Objective 6.C: Coordinate with and support existing efforts to mitigate wildfire
hazards (e.g., US Forest Service, Bureau of Land Management, CDF).
Action 6.C.1 Coordinate 6.B.1 with the CDF in SRA/LRA areas were applicable.
Action 6.C.2 As communications equipment is replaced strive for interoperability with other
agencies.
Action 6.C.3 Continue to participate in the California Fire Master Mutual Aid Agreement, the San
Diego county Fire Master Mutual Aid Agreement, and the North Zone Automatic Aid
Agreement.
Goal 7: Reduce the possibility of damage and losses to existing assets,
particularly people, critical facilities/infrastructure, and City-
owned facilities, due to dam failure.
Objective 7.A: Develop a comprehensive approach to reducing the possibility of
damage and losses due to dam failure.
Action 7.A.1 Adopt procedures for and schedule regular City owned dam inspections to ensure
dam safety.
Action 7.A.2 Provide dam failure inundation awareness training to City personnel.
Action 7.A.3 Evaluate the fire departments readiness to respond to and mitigate dam failure hazards.
Action 7.A.4 Design new City owned critical facilities located in dam failure inundation areas to
minimize damage due to flooding caused by a dam failure.
SECTIONFIVE Goals, Objectives and Actions
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Goal 8: Reduce the possibility of damage and losses to existing assets,
particularly people, critical facilities/infrastructure, and City-
owned facilities, due to geological hazards.
Objective 8.A: Develop a comprehensive approach to reducing the possibility of
damage and losses due to geological hazards.
Action 8.A.1 Continue to apply the City’s Grading Ordinance, which requires preparation of
geologic and soils studies in preparation of grading plans.
Action 8.A.2 Require development in areas with geologic hazards to use appropriate construction
techniques recommended by a registered engineer and set back requirements per
City ordinance.
Action 8.A.3 Evaluate the fire departments readiness to respond to and mitigate geological hazards.
Objective 8.B: Protect existing assets with the highest relative vulnerability to the
effects of geological hazards.
Action 8.B.1 Continue to require all manmade slopes to be landscaped and or revegetated in
compliance with the City’s Grading Ordinance.
Action 8.B.2 Require clustering of development.
Objective 8.C: Coordinate with and support existing efforts to mitigate geological
hazards (e.g., California Geological Survey, US Geological Survey).
Action 8.C.1 Continue to review updates to geological hazards maps and revise local ordinances
as appropriate as new geological hazards are identified.
Action 8.C.2 Continue to maintain USGS seismic monitoring station at Fire Station #1.
5.17.2.3 Prioritization and Implementation of Action Items
Once the comprehensive list of jurisdictional goals, objectives, and action items listed above was
developed, the proposed mitigation actions were prioritized. This step resulted in a list of acceptable and
realistic actions that address the hazards identified in each jurisdiction. This prioritized list of action items
was formed by the LPG weighing STAPLEE criteria
The Disaster Mitigation Action of 2000 (at 44 CFR Parts 201 and 206) requires the development of an
action plan that not only includes prioritized actions but one that includes information on how the
prioritized actions will be implemented. Implementation consists of identifying who is responsible for
which action, what kind of funding mechanisms and other resources are available or will be pursued, and
when the action will be completed.
The top 10 prioritized mitigation actions as well as an implementation strategy for each are:
Priority Action #1: Implement a public education program to increase the awareness of the public to
the threat of wildfire to the City of San Marcos.
SECTIONFIVE Goals, Objectives and Actions
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Coordinating Individual/Organization: Fire Department
Potential Funding Source: Grants
Implementation Timeline: July 2003 – August 2006
Priority Action #2: Increase fuel modification requirements for new development from 100 feet to
150 feet.
Coordinating Individual/Organization: Fire, Planning Departments
Potential Funding Source: Grants
Implementation Timeline: July 2003 – August 2006
Priority Action #3: Increase Fire Prevention Staff as appropriate.
Coordinating Individual/Organization: Fire Department
Potential Funding Source: Fire Inspection Fees
Implementation Timeline: July 2003 – August 2006
Priority Action #4: Develop pre incident plans for high vulnerability wildland urban interface areas.
Coordinating Individual/Organization: Fire Department
Potential Funding Source: Grants
Implementation Timeline: July 2003 – August 2006
Priority Action #5: Develop a comprehensive approach to reducing the possibility of damage and
losses due to geological hazards by continuing to apply the City’s Grading
Ordinance, which requires preparation of geologic and soils studies in
preparation of grading plans.
Coordinating Individual/Organization: Planning, Engineering, Building, Public Works Departments
Potential Funding Source: Public Works
Implementation Timeline: July 2003 – August 2006
Priority Action #6: Work to adopt the San Marcos Creek Specific Plan and coordinate with the US
Army Corps of Engineers, San Diego County Regional Water Quality Control
Board, US Fish and Wildlife, and California Fish and Game to implement a plan
to minimize potential impact to future development along the Reaches 2, 4,
and 5.
Coordinating Individual/Organization: Planning, Engineering Departments
Potential Funding Source: General Fund
Implementation Timeline: July 2003 – August 2006
SECTIONFIVE Goals, Objectives and Actions
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Priority Action #7: Pursue State and/or Federal grants as available to assist in reducing losses due to
other manmade hazards.
Coordinating Individual/Organization: Fire Department
Potential Funding Source: Grants
Implementation Timeline: July 2003 – August 2006
Priority Action #8: Develop map showing parcel ownership information to assist with identifying
available funding for vegetation clearance.
Coordinating Individual/Organization: Fire Department
Potential Funding Source: Grants
Implementation Timeline: July 2003 – August 2006
Priority Action #9: Equip and train personnel on use of hazardous materials release mitigation tools
and equipment.
Coordinating Individual/Organization: Fire Department
Potential Funding Source: Grants
Implementation Timeline: July 2003 – August 2006
Priority Action #10: Develop a comprehensive approach to reducing the possibility of damage and
losses due to floods by continuing to implement development regulations and
restrictions identified in the City ordinances and in accordance with FEMA
requirements.
Coordinating Individual/Organization: Planning, Engineering, Building, Public Works Departments
Potential Funding Source: General Fund, Grants
Implementation Timeline: July 2003 – August 2006
SECTIONFIVE Goals, Objectives and Actions
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SECTIONFIVE Goals, Objectives and Actions
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5.18 CITY OF SANTEE
The City of Santee (Santee) reviewed a set of jurisdictional-level hazard maps including detailed critical
facility information and localized potential hazard exposure/loss estimates to help identify the top hazards
threatening their jurisdiction. In addition, LPGs were supplied with exposure/loss estimates for Santee
summarized in Table 5.18-1. See Section 4.0 for additional details.
Table 5.18-1
Summary of Potential Hazard-Related Exposure/Loss in Santee
Residential Commercial Critical Facilities
Hazard Type
Exposed
Population
Number of
Residential
Buildings
Potential
Exposure/
Loss for
Residential
Buildings
(x $1,000)
Number of
Commercial
Buildings
Potential
Exposure/
Loss for
Commercial
Buildings
(x $1,000)
Number
of
Critical
Facilities
Potential
Exposure
for
Critical
Facilities
(x $1,000)
Coastal Storm / Erosion 0 0 0 0 0 0 0
Dam Failure 44,595 13,677 2,888,845 228 859,108 94 394,180
Earthquake (Annualized
Loss - Includes shaking,
liquefaction and
landslide components) 52,439 16,362 1,355 123 360 52* / 53**
1,723* /
8,759**
Floods (Loss)
100 Year 3,286 1,026 8,386 24 2,572 9 52,648
500 Year 4,282 1,337 16,283 31 6,446 11 56,648
Rain-Induced Landslide
High Risk 5,139 1,637 393,653 7 26,456 5 12,096
Moderate Risk 5,728 1,627 357,839 17 51,630 2 4,838
Tsunami 0 0 0 0 0 0 0
Wildfire/ Structure Fire
Extreme 0 0 0 0 0 0 0
Very High 957 276 72,739 1 2,044 2 686
High 3,007 948 231,225 6 25,404 8 48,783
Moderate 45,775 14,641 3,237,198 107 401,928 48 167,481
* Represents 100-year earthquake value under three earthquake scenarios (shake only, shake and liquefaction, and
shake and landslide).
** Represents 500-year earthquake value under three earthquake scenarios (shake only, shake and liquefaction, and
shake and landslide).
After reviewing the localized hazard maps and exposure/loss table above, the following hazards were
identified by the Santee LPG as their top five. A brief rational for including each of these is included.
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• Wildfire: The northern portion of the City is undeveloped, difficult to access hilly terrain. This
area and the adjacent undeveloped areas outside the City have been subject to multiple fires in the
past. Most of the adjacent undeveloped areas have been set aside to remain in their natural state.
• Dam Failure/Flood: The City is split by the San Diego River that has a significant flow volume
and floodway/floodplain. The San Diego River watershed also has two significant dams
upstream.
• Earthquake: There are numerous ancient landslides within the City including some that have
been reactivated and resulted in the partial or complete loss of homes. The San Diego River
floodplain consists of alluvial soils that are subject to liquefaction during seismic events.
Additionally, the City is within 10 miles of a significant earthquake fault.
• Hazardous Materials Release: Three freeways are within the City and a major arterial within the
City is designated as a federal oversized load route. Numerous industrial facilities within the City
handle hazardous materials on a regular basis
• Human Caused Events: Terrorism and crime can create vulnerabilities within the facilities
within the City. The flight paths and landing zones of an adjacent general aviation airport and
nearby military airfield pass over the City.
5.18.1 Capabilities Assessment
The LPG identified current capabilities available for implementing hazard mitigation activities. The
Capability Assessment (Assessment) portion of the jurisdictional mitigation plan identifies administrative,
technical, legal and fiscal capabilities. This includes a summary of departments and their responsibilities
associated to hazard mitigation planning as well as codes, ordinances, and plans already in place
associated to hazard mitigation planning. The second part of the Assessment provides Santee’s fiscal
capabilities that may be applicable to providing financial resources to implement identified mitigation
action items.
5.18.1.1 Existing Institutions, Plans, Policies and Ordinances
The following is a summary of existing departments in Santee and their responsibilities related to hazard
mitigation planning and implementation, as well as existing planning documents and regulations related
to mitigation efforts within the community. The administrative and technical capabilities of Santee, as
shown in Table 5.18-2, provides an identification of the staff, personnel, and department resources
available to implement the actions identified in the mitigation section of the Plan. Specific resources
reviewed include those involving technical personnel such as planners/engineers with knowledge of land
development and land management practices, engineers trained in construction practices related to
building and infrastructure, planners and engineers with an understanding of natural or manmade hazards,
floodplain managers, surveyors, personnel with GIS skills and scientists familiar with hazards in the
community.
• City of Santee Fire Department
– Administration
– Fire prevention
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– Emergency medical services
– Suppression
– Code enforcement
– Emergency management
• City of Santee Planning and Building Department
– General Plan
– Zoning ordinances
– Development standards
– Development review process
– Building codes
– Structure evaluation
• City of Santee Engineering Department
– Flooding
– Grading
– Transportation
– Geotechnical review
– Structural evaluation
• City of Santee Public Works Department
– Maintain infrastructure including buildings
– Flood control
– Traffic control
– Emergency response
• County of San Diego Sheriff Department
– Enforcement
– Investigation
– Security
– Emergency response
– Traffic control
SECTIONFIVE Goals, Objectives and Actions
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Table 5.18-2
City of Santee: Administrative and Technical Capacity
Staff/Personnel Resource Y/N Department/Agency and Position
A. Planner(s) or engineer(s) with knowledge of land
development and land management practices Y Development Services staff
B. Engineer(s) or professional(s) trained in
construction practices related to buildings and/or
infrastructure
Y Development Services staff
C. Planners or Engineer(s) with an understanding of
natural and/or manmade hazards Y Development Services staff
D. Floodplain manager Y Development Services – City Engineer
E. Surveyors N
F. Staff with education or expertise to assess the
community’s vulnerability to hazards Y Fire staff, Development Services, Community Services
G. Personnel skilled in GIS and/or HAZUS Y Development Services staff
H. Scientists familiar with the hazards of the
community Y Fire staff and Development Services staff
I. Emergency manager Y Fire staff
J. Grant writers Y Development Services staff
K. Staff with FEMA Integrated Emergency
Management training Y Fire staff and Development Services staff
The legal and regulatory capabilities of Santee are shown in Table 5.18-3, which presents the existing
ordinances and codes that affect the physical or built environment of Santee. Examples of legal and/or
regulatory capabilities can include: the City’s building codes, zoning ordinances, subdivision ordnances,
special purpose ordinances, growth management ordinances, site plan review, general plans, capital
improvement plans, economic development plans, emergency response plans, and real estate disclosure
plans.
SECTIONFIVE Goals, Objectives and Actions
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Table 5.18-3
City of Santee: Legal and Regulatory Capability
Regulatory Tools (ordinances, codes, plans) Local
Authority
(Y/N)
Does State
Prohibit
(Y/N)
A. Building code Y N
B. Zoning ordinance Y N
C. Subdivision ordinance or regulations Y N
D. Special purpose ordinances (floodplain management, storm water management, hillside
or steep slope ordinances, wildfire ordinances, hazard setback requirements) Y N
E. Growth management ordinances (also called “smart growth” or anti-sprawl programs) Y N
F. Site plan review requirements Y N
G. General or comprehensive plan Y N
H. A capital improvements plan Y N
I. An economic development plan Y N
J. An emergency response plan Y N
K. A post-disaster recovery plan Y N
L. A post-disaster recovery ordinance
M. Real estate disclosure requirements Y N
5.18.1.2 Fiscal Resources
Table 5.18-4 shows specific financial and budgetary tools available to Santee such as community
development block grants; capital improvements project funding; authority to levy taxes for specific
purposes; fees for water, sewer, gas, or electric services; impact fees for homebuyers or developers for
new development; ability to incur debt through general obligations bonds; and withholding spending in
hazard-prone areas.
SECTIONFIVE Goals, Objectives and Actions
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Table 5.18-4
City of Santee: Fiscal Capability
Financial Resources Accessible or Eligible to Use
(Yes/No)
A. Community Development Block Grants (CDBG) Yes in qualified areas
B. Capital improvements project funding Yes
C. Authority to levy taxes for specific purposes Yes
D. Fees for water, sewer, gas, or electric service No
E. Impact fees for homebuyers or developers for new developments/homes Yes
F. Incur debt through general obligation bonds Yes
G. Incur debt through special tax and revenue bonds Yes
H. Incur debt through private activity bonds UK
I. Withhold spending in hazard-prone areas Yes
5.18.2 Goals, Objectives and Actions
Listed below are Santee’s specific hazard mitigation goals, objectives and related potential actions. For
each goal, one or more objectives have been identified that provide strategies to attain the goal. Where
appropriate, the City has identified a range of specific actions to achieve the objective and goal.
The goals and objectives were developed by considering the risk assessment findings, localized hazard
identification and loss/exposure estimates, and an analysis of the jurisdiction’s current capabilities
assessment. These preliminary goals, objectives and actions were developed to represent a vision of long-
term hazard reduction or enhancement of capabilities. To help in further development of these goals and
objectives, the LPG compiled and reviewed current jurisdictional sources including the City’s planning
documents, codes, and ordinances. In addition, City representatives met with consultant staff and/or OES
to specifically discuss these hazard-related goals, objectives and actions as they related to the overall
Plan. Representatives of numerous City departments involved in hazard mitigation planning, including
Fire, Police, and Public Works provided input to the Santee LPG. The Santee LPG members were:
• Howard Rayon, Fire Division Chief Operations
• Dave Miller, Fire Captain
• Cary Stewart, City Engineer
Once developed, City staff presented them to the City of Santee City Council for their approval.
Public meetings were held throughout the County to present these preliminary goals, objectives and
actions to citizens and to receive public input. At these meetings, specific consideration was given to
hazard identification/profiles and the vulnerability assessment results. The following sections present the
hazard-related goals, objectives and actions as prepared by Santee’s LPG in conjunction with the Hazard
Mitigation Working Group, locally elected officials, and local citizens.
SECTIONFIVE Goals, Objectives and Actions
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5.18.2.1 Goals
The City of Santee has developed the following 11 Goals for their Hazard Mitigation Plan (See
Attachment A for Goals 10 and 11).
Goal 1. Promote disaster-resistant future development.
Goal 2. Increase public understanding, support, and demand for effective hazard mitigation.
Goal 3. Build and support local capacity and commitment to continuously become less vulnerable
to hazards.
Goal 4. Improve coordination and communication with federal, state, local and tribal
governments.
Reduce the possibility of damage and losses to existing assets, particularly people, critical
facilities/infrastructure, and State-owned facilities, due to …
Goal 5. Floods.
Goal 6. Wildfires.
Goal 7. Severe Weather.
Goal 8. Infestations/Diseases.
Goal 9. Geological Hazards.
Goal 10. Extremely Hazardous Materials Releases.
Goal 11. Other Human Caused Hazards.
5.18.2.2 Objectives and Actions
The City of Santee developed the following broad list of objectives and actions to assist in the
implementation of each of their 10 identified goals. The City of Santee developed objectives to assist in
achieving their hazard mitigation goals. For each of these objectives, specific actions were developed that
would assist in their implementation. A discussion of the prioritization and implementation of the action
items is provided in Section 5.18.2.3.
Goal 1: Promote disaster-resistant future development.
Objective 1.A: Implement and continue to update the City’s General Plan and
land development ordinances to limit development in hazard
areas.
Action 1.A.1 Continue the development review process that requires the identification, mitigation
and/or removal of all hazards for all new developments.
Action 1.A.2 Continue to review and update City ordinances as necessary to comply with new
technologies, regulations and practices.
SECTIONFIVE Goals, Objectives and Actions
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Goal 1: Promote disaster-resistant future development. (continued)
Objective 1.B: Encourage and facilitate the adoption of building codes that
protect renovated existing assets and new development in hazard
areas.
Action 1.B.1 Continue to monitor the updates of the Uniform Codes.
Action 1.B.2 Continue the adoption of Uniform Codes updates as appropriate.
Objective 1.C: Encourage consistent enforcement of general plans, zoning
ordinances, and building codes.
Action 1.C.1 Continue to review all building and construction plans for conformance to applicable
codes.
Action 1.C.2 Continue to provide the necessary level of building and construction inspection to
insure that structures and other facilities are constructed as designed.
Action 1.C.3 Continue to pursue code enforcement to insure that structures and properties are
maintained in such a manner that hazardous conditions are not created.
Objective 1.D: Discourage future development that exacerbates hazardous
conditions.
Action 1.D.1 Continue to not approve developments that are unable to mitigate or remove hazard
conditions.
Action 1.D.2 Continue to update and maintain information on known hazards to assist in the
identification of hazards that may impact future development.
Goal 2: Promote public understanding, support and demand for
hazard mitigation.
Objective 2.A: Educate the public to increase awareness of hazards and
opportunities for mitigation actions.
Action 2.A.1 Continue to participate in regional public education efforts concerning natural and
man-made disasters and emergencies.
Action 2.A.2 Continue to provide Household Hazardous Waste education in the proper disposal
of household hazardous waste.
Action 2.A.3 Continue to operate public awareness programs, such as the City newsletter, to
help address potential safety issues for City residents.
Action 2.A.4 Continue to provide an educational program for kids, using clown firefighters to
spread fire safety ideas at schools and city functions.
SECTIONFIVE Goals, Objectives and Actions
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Goal 2: Promote public understanding, support and demand for
hazard mitigation. (continued)
Action 2.A.5 Continue to maintain a visible presence at many community events providing
information on department programs and safety issues.
Objective 2.B: Promote partnerships between the state, counties, local and tribal
governments to identify, prioritize, and implement mitigation
actions.
Action 2.B.1 Continue to participate as a member of the Unified San Diego County Emergency
Services Organization (ESO) which is comprised of the 18 incorporated cities within
the county and the County of San Diego.
Action 2.B.2 Continue to maintain an automatic aid agreement with all surrounding communities.
Action 2.B.3 Continue to participate in mutual aid agreements with the San Diego County, State
of California, California Department of Forestry and U.S. Forest Service.
Objective 2.C: Promote hazard mitigation in the business community.
Action 2.C.1 Continue to maintain an active relationship with the Chamber of Commerce.
Action 2.C.2 Continue to have Fire and Development Services staffs provide education materials
to and perform proactive inspections of businesses for issues such as fire safety,
hazardous materials storage and general housekeeping practices.
Action 2.C.3 Continue to include Fire and Development Services staff in the review of new
business license applications.
Objective 2.D: Monitor and publicize the effectiveness of mitigation actions
implemented statewide.
Action 2.D.1 Continue to use the City newsletter to promote the identification of hazards and
associated safety measures to take.
Action 2.D.2 Continue to use press releases to promote hazard mitigation.
Objective 2.E: Discourage activities that exacerbate hazardous conditions.
Action 2.E.1 Continue to pursue code enforcement to insure that structures and properties are
maintained in such a manner that hazardous conditions are not created.
Action 2.E.2 Continue to update and maintain information on known hazards to assist in the
identification of hazards that may impact existing structures and properties.
SECTIONFIVE Goals, Objectives and Actions
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Goal 3: Build and support local capacity and commitment to
continuously become less vulnerable to hazards.
Objective 3.A: Increase the awareness and knowledge of hazard mitigation
principles and practice among state and local officials.
Action 3.A.1 Continue to train staff to ensure the effective management of emergency operations
under the Standardized Emergency Management System (SEMS).
Action 3.A.2 Continue to participate in regional emergency management trainings and exercises.
Action 3.A.3 Continue to use local communication, such as the City newsletter, to raise the public
awareness to hazards.
Objective 3.B: Develop model hazard mitigation plan and provide technical
assistance to State agencies and local governments to prepare
hazard mitigation plans.
Action 3.B.1 Continue to maintain policies and procedures to ensure the effective management
of emergency operations under the Standardized Emergency Management System
(SEMS) during emergencies that affect the City.
Objective 3.C: Refine the web-based Hazard Mitigation Planning System and
provide technical assistance to State agencies, local and tribal
governments utilizing the system.
Goal 4: Improve hazard mitigation coordination and communication
with federal, state, local and tribal governments.
Objective 4.A: Establish and maintain closer working relationships with state
agencies and local governments.
Action 4.A.1 Continue to maintain a local emergency management organization that operates
under the Standardized Emergency Management System (SEMS).
Action 4.A.2 Continue to participate in the San Diego County Operational Area Emergency
Management that is coordinated by the San Diego County Office of Disaster
Preparedness (ODP).
Action 4.A.3 Continue to coordination with ODP as part of OES Mutual Aid Region 6 and the
OES Southern Administrative Region.
Action 4.A.4 Continue to have local trainings and participate in regional emergency management
trainings and exercises.
Objective 4.B: Encourage other organizations to incorporate hazard mitigation
activities.
SECTIONFIVE Goals, Objectives and Actions
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Goal 4: Improve hazard mitigation coordination and communication
with federal, state, local and tribal governments. (continued)
Action 4.B.1 Continue to maintain a SEMS Emergency Management Plan that includes
participation by the local school districts, local utility companies, regional utility
companies, volunteer agencies and private agencies.
Action 4.B.2 Continue to invite these groups to participate in local emergency management
trainings and exercises.
Objective 4.C: Improve the State’s capability and efficiency at administering pre-
and post-disaster mitigation.
Action 4.C.1 Continue to train staff to ensure the effective management of emergency operations
under the Standardized Emergency Management System (SEMS).
Action 4.C.2 Continue to provide mutual aid as needed by OES.
Goal 5: Reduce the possibility of damage and losses to existing assets,
particularly people, critical facilities/infrastructure, and State-
owned facilities, due to floods.
Objective 5.A: Minimize injuries, loss of life and property damage resulting from
flood hazards.
Action 5.A.1 The City should continue to encourage the use of innovative site design strategies
within the floodplain which ensure minimizing of flood hazards.
Action 5.A.2 All development proposed within a floodplain area shall continued to be required by
the City to utilize design and site planning techniques to ensure that structures are
elevated at least one foot above the 100-year flood level.
Action 5.A.3 All proposed projects which would modify the configuration of any of the three main
waterways in Santee (San Diego River and Sycamore and Forester Creeks) shall
continue to be required to submit a report prepared by a registered engineer that
analyzes potential effects of the project downstream as well as in the local vicinity.
Action 5.A.4 The City shall continue to enforce its Flood Damage Prevention Ordinance that
limits the placement of structures and uses in flood prone areas, controls dredging,
filling or other activities that could modify the natural floodplain and prevents
construction of barriers or structures that could divert flood flows and cause
upstream or downstream impacts.
Objective 5.B: Protect existing assets with the highest relative vulnerability to the
effects of floods within the 100-year floodplain.
SECTIONFIVE Goals, Objectives and Actions
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Goal 5: Reduce the possibility of damage and losses to existing assets,
particularly people, critical facilities/infrastructure, and State-
owned facilities, due to floods. (continued)
Action 5.B.1 Continue to monitor and maintain all waterways and drainage facilities within the
City.
Action 5.B.2 Continue to monitor water levels in the City’s main waterways during severe storm
events.
Action 5.B.3 Continue to actively pursue the improvement of drainage ways and flood control
facilities through the Capital Improvements Program of the City.
Objective 5.C: Coordinate with and support existing efforts to mitigate floods
(e.g., US Army Corps of Engineers, US Bureau of Reclamation,
and San Diego County Department of Water Resources).
Action 5.C.1 Continue to coordinate flooding issues along the San Diego River with the County
and City of San Diego.
Objective 5.D: Minimize repetitive losses caused by flooding.
Action 5.D.1 Continue to actively pursue the improvement of drainage ways and flood control
facilities so as to lessen recurrent flood problems and include such public
improvements in the Capital Improvements Program for the City.
Action 5.D.2 Continue to identify existing assets with the highest relative vulnerability to the
effects of floods within the 100-year floodplains of the City’s waterways.
Action 5.D.3 Continue to participate in the National Flood Insurance Program.
Objective 5.E: Address identified data limitations regarding the lack of
information about relative vulnerability of assets from floods (e.g.,
Q3/digital floodplain maps for missing counties)
Action 5.E.1 Continue to require CLOMAs or LOMRs for all changes to the floodplains
caused by new development.
Goal 6: Reduce the possibility of damage and losses to existing assets,
particularly people, critical facilities/infrastructure, and State-
owned facilities, due to wildfires.
Objective 6.A: Develop a comprehensive approach to reducing the possibility of
damage and losses due to wildfires.
SECTIONFIVE Goals, Objectives and Actions
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Goal 6: Reduce the possibility of damage and losses to existing assets,
particularly people, critical facilities/infrastructure, and State-
owned facilities, due to wildfires. (continued)
Action 6.A.1 Continue to maintain an automatic aid agreement on first alarm or greater with all
surrounding communities.
Action 6.A.2 Continue to require that proposed developments should be approved only after it is
determined that there will be adequate water supply and pressure to maintain the
required fire flow at the time of development.
Action 6.A.3 Continue to require that all proposed development shall satisfy the minimum
structural fire protection standards contained in the adopted edition of the Uniform
Fire and Building Codes; however, where deemed appropriate the City shall
enhance the minimum standards to provide optimum protection.
Action 6.A.4 Continue to require fire sprinklers in all new construction.
Action 6.A.5 Continue to require emergency access routes in all developments to be adequately
wide to allow the entry and maneuvering of emergency vehicles.
Action 6.A.6 Investigate permanent placement of fire fighting aircraft in San Diego East County.
Action 6.A.7 Evaluate undergrounding of utilities in areas that have high risk of wildfires.
Action 6.A.8 Investigate use of “controlled burns” in high-risk areas.
Objective 6.B: Protect existing assets with the highest relative vulnerability to the
effects of wildfires.
Action 6.B.1 The City should support State legislation that would provide tax incentives to
encourage the repair or demolition of structures that could be considered fire
hazards.
Action 6.B.2 Continue to enforce the existing weed abatement program.
Action 6.B.3 Continue to ensure that all construction materials used for renovating or remodeling
existing structures meeting current fire and building codes.
Objective 6.C: Coordinate with and support existing efforts to mitigate wildfire
hazards (e.g., US Forest Service, Bureau of Land Management).
Action 6.C.1 Continue to maintain both the San Diego County and State of California Master
Mutual Aid Agreements, and maintain a separate agreement with the California
Department of Forestry and U.S. Forest Service.
Objective 6.D: Address identified data limitations regarding the lack of
information related to wildfires (e.g., a comprehensive database of
California wildfires, a California wildfire risk model, and relative
vulnerability of assets).
SECTIONFIVE Goals, Objectives and Actions
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Goal 7: Reduce the possibility of damage and losses to existing assets,
particularly people, critical facilities/infrastructure, and State-
owned facilities, due to severe weather (e.g., El Nino storms/,
thunderstorms, lightening, tsunamis, and extreme
temperatures).
Objective 7.A: Develop a comprehensive approach to reducing the possibility of
damage and losses due to severe weather.
Action 7.A.1 Continue to perform preventative maintenance and inspection of existing storm
drains, inlets outlets and channels.
Action 7.A.2 Continue to require that drainage facilities are designed to convey the 100-year
storm.
Action 7.A.3 Continue to require new construction to adequately convey all water away from
structures and the site.
Objective 7.B: Protect existing assets with the highest relative vulnerability to the
effects of weather.
Action 7.B.1 Continue to provide the public access to sandbags for flood protection.
Action 7.B.2 Continue to provide 24 hour public works and other non-safety personnel support
during emergency operations.
Action 7.B.3 Continue to monitor transportation infrastructure during emergencies to maintain
access for emergency vehicles and to close to access when necessary for safety.
Objective 7.C: Coordinate with and support existing efforts to mitigate severe
weather (e.g., National Weather Service).
Action 7.C.1 Continue to participate in regional emergency operation efforts.
Objective 7.D: Address identified data limitations regarding the lack of
information about the relative vulnerability of assets from severe
weather (e.g., construction type, age, condition, compliance with
current building codes, etc.)
Goal 8: Reduce the possibility of damage and losses to existing assets,
particularly people, critical facilities/infrastructure, and State-
owned facilities, due to dam failure.
Objective 8.A: Develop a comprehensive approach to reducing the possibility of
damage and losses due to dam failure.
SECTIONFIVE Goals, Objectives and Actions
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Goal 8: Reduce the possibility of damage and losses to existing assets,
particularly people, critical facilities/infrastructure, and State-
owned facilities, due to dam failure. (continued)
Action 8.A.1 Continue to work with the San Diego County ODP to maintain dam failure
inundation maps.
Action 8.A.2 Continue to maintain a dam failure emergency action plan.
Objective 8.B: Protect existing assets with the highest relative vulnerability to the
effects of dam failure.
Action 8.B.1 Maintain contact with the owner agencies to monitor reservoir water levels behind
dams.
Action 8.B.2 Continue to include a dam failure scenario in our EOC exercises.
Objective 8.C: Address identified data limitations regarding the lack of
information about the relative vulnerability of assets from dam
failure.
Action 8.C.1 Maintain contact with the owner agencies to monitor dam inspections.
Goal 9: Reduce the possibility of damage and losses to existing assets,
particularly people, critical facilities/infrastructure, and State-
owned facilities, due to geological hazards.
Objective 9.A: Develop a comprehensive approach to reducing the possibility of
damage and losses due to geological hazards.
Action 9.A.1 Continue to implement the City’s geologic/seismic hazards regulations and review
procedures identified in the City’s General Plan.
Action 9.A.2 Continue to ensure that if a project is proposed in an area identified herein as
seismically and/or geologically hazardous, the proposal shall demonstrate through
appropriate geologic studies and investigations that either the unfavorable
conditions do not exist in the specific area in question or that they may be avoided
or mitigated through proper site planning, design and construction.
Action 9.A.3 Continue a California Environmental Quality Act level review on all new projects that
requires all significant environmental effects of a proposed project, including
geologic and soil conditions, to be identified and discussed, and identified significant
effects are adequately mitigated.
SECTIONFIVE Goals, Objectives and Actions
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Goal 9: Reduce the possibility of damage and losses to existing assets,
particularly people, critical facilities/infrastructure, and State-
owned facilities, due to geological hazards. (continued)
Action 9.A.4 Continue to require that all geotechnical studies of critical facilities should be
performed in accordance with "Guidelines to Geologic/Seismic Reports," California
Division of Mines and Geology (CDMG), Notes Number 37 and "Recommended
Guidelines for Determining the Maximum Credible and the Maximum Probable
Earthquakes," CDMG Notes Number 43.
Objective 9.B: Protect existing assets with the highest relative vulnerability to the
effects of geological hazards.
Action 9.B.1 The City should continue to utilize existing and evolving geologic, geophysical and
engineering knowledge to distinguish and delineate those areas that are particularly
susceptible to damage from seismic and other geologic conditions.
Action 9.B.2 Continue to require retrofits to existing building as part of major renovation.
Objective 9.C: Coordinate with and support existing efforts to mitigate geological
hazards (e.g., California Geological Survey, US Geological
Survey).
Action 9.C.1 Continue to maintain a City of Santee geologic hazards map.
Objective 9.D: Address identified data limitations regarding the lack of
information about the relative vulnerability of assets from
earthquakes (e.g., data on structure/building types,
reinforcements, etc.).
5.18.2.3 Prioritization and Implementation of Action Items
Once the comprehensive list of jurisdictional goals, objectives, and action items listed above was
developed, the proposed mitigation actions were prioritized. This step resulted in a list of acceptable and
realistic actions that address the hazards identified in each jurisdiction. This prioritized list of action items
was formed by the LPG weighing STAPLEE criteria
The Disaster Mitigation Action of 2000 (at 44 CFR Parts 201 and 206) requires the development of an
action plan that not only includes prioritized actions but one that includes information on how the
prioritized actions will be implemented. Implementation consists of identifying who is responsible for
which action, what kind of funding mechanisms and other resources are available or will be pursued, and
when the action will be completed.
The top 10 prioritized mitigation actions as well as an implementation strategy for each are:
Action Item #1: City will work to ensure that all proposed and future development satisfies the
minimum structural fire protection standards contained in the adopted edition of the
SECTIONFIVE Goals, Objectives and Actions
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Uniform Fire and Building Codes. Where it is deemed appropriate, the City shall
enhance the minimum standards to provide optimum protection.
Coordinating Individual/Organization: Division Chief Mike Rottenberg, Fire Marshal, and selected
members of the Department of Development Services (specific
project driven)
Potential Funding Source: City of Santee Fire Department adopted budget, City of Santee Department
of Development Services adopted budget, City of Santee adopted budget,
General Fund
Implementation Timeline: February 2004 though December 2007
Action Item #2: The City will continue to aggressively enforce the existing weed abatement law, and
modify and enhance where necessary, modifying fuel types and providing a defensible
space around all structures
Coordinating Individual/Organization: Division Chief Mike Rottenberg, Fire Marshal, and selected
members of the Department of Development Services (specific
project driven)
Potential Funding Source: City of Santee Fire Department adopted budget, City of Santee Department
of Development Services adopted budget, City of Santee adopted budget,
General Fund
Implementation Timeline: February 2004 though December 2007
Action Item #3: City will continue to maintain active membership and participation in both the San
Diego County Mutual Aid Agreement, and the State of California Master Mutual Aid
Agreement, and maintain a separate agreement with the U.S. Forest Service, to ensure
adequate resources are available in the City for any future anticipated wildland
incidents.
Coordinating Individual/Organization: Division Chief Howard Rayon, Fire Department Operations
Potential Funding Source: City of Santee Fire Department adopted budget, City of Santee adopted
budget, General Fund
Implementation Timeline: February 2004 though December 2007
Action Item #4: City will continue to perform preventative maintenance and inspection of existing
storm drains, inlets, outlets and channels; continue to require that drainage facilities are
designed to convey the 100-year storm predictions; and continue to require new
construction to adequately convey all water from structures and construction sites.
Coordinating Individual/Organization: Lee Miller, Director of Public Works, selected members of the
Department of Development Services (specific project driven)
Potential Funding Source: City of Santee Department of Development Services adopted budget, City
of Santee Community Services adopted budget, City of Santee adopted
budget, General Fund
SECTIONFIVE Goals, Objectives and Actions
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Implementation Timeline: February 2004 though December 2007
Action Item #5: City will continue to work with the County of San Diego Office of Emergency Services
to maintain and update dam failure inundation maps; continue to maintain a dam failure
action plan as part of the City’s Disaster Preparedness Plan; and continue to include a
dam failure scenario in City Emergency Operations Center exercises.
Coordinating Individual/Organization: Division Chief Howard Rayon, Fire Department Operations
Potential Funding Source: City of Santee Fire Department adopted budget, City of Santee adopted
budget, General Fund
Implementation Timeline: February 2004 though December 2007
Action Item #6: City will continue to implement the City’s geologic/seismic hazard regulations and
review related procedures identified in the City’s General Plan; and continue to ensure
that any proposed projects in areas identified as seismically and/or geologically
hazardous, shall demonstrate through appropriate geologic studies and investigations
that either the unfavorable conditions do not exist in the specific area in question or that
they may be avoided and/or mitigated through proper site planning, design and
construction.
Coordinating Individual/Organization: Division Chief Mike Rottenberg, Fire Marshal, Lee Miller,
Director of Public Works, and selected members of the
Department of Development Services (specific project driven)
Potential Funding Source: City of Santee Fire Department adopted budget, City of Santee Department
of Community Services adopted budget, City of Santee Department of
Development Services adopted budget, City of Santee adopted budget,
General Fund
Implementation Timeline: February 2004 though December 2007
Action Item #7: Continue a California Environmental Quality Act level review on all new projects that
require all significant effects of a proposed project, including geologic and soil
conditions, to be identified and discussed, and identified significant effects are
adequately mitigated; continue to require that all geotechnical studies of critical
facilities should be performed in accordance with “Guidelines to Geologic Seismic
Reports,” California Division of Mines and Geology (CDMG), Notes Number 37 and
“Recommended Guidelines for Determining the Maximum Credible and the Maximum
Probable Earthquakes,” CDMG Notes Number 43.
Coordinating Individual/Organization: Division Chief Mike Rottenberg, Fire Marshal, and selected
members of the Department of Development Services (specific
project driven)
Potential Funding Source: City of Santee Fire Department adopted budget, City of Santee Department
of Development Services adopted budget, City of Santee adopted budget,
General Fund
SECTIONFIVE Goals, Objectives and Actions
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Implementation Timeline: February 2004 though December 2007
Action Item #8: The City will continue to utilize existing and evolving geologic, geophysical and
engineering knowledge to distinguish and delineate those areas that are particularly
susceptible to damage from seismic and other geologic conditions; and continue to
require retrofits to existing building construction as part of any major renovations.
Coordinating Individual/Organization: Division Chief Mike Rottenberg, Fire Marshal, Lee Miller,
and selected members of the Department of Development
Services (specific project driven)
Potential Funding Source: City of Santee Fire Department adopted budget, City of Santee Department
of Development Services adopted budget, City of Santee adopted budget,
General Fund, and various grant sources as they become available to the
City
Implementation Timeline: February 2004 though December 2007
Action Item #9: Continue to use the City’s Development Review Ordinance procedures and the
Uniform Fire Code to regulate and limit the manufacture, storage, and/or use of
hazardous materials within the City; continue to participate as a member of the San
Diego County Joint Powers Authority utilizing the Hazardous Materials Response
Team to mitigate hazardous materials incidents; and continue to use the San Diego
County Hazardous Waste Management Plan as the primary planning document for
providing overall policy on hazardous waste management within the City.
Coordinating Individual/Organization: Division Chief Mike Rottenberg, Fire Marshal, Division Chief
Howard Rayon, Operations, and selected members of the
Department of Development Services (specific project driven)
Potential Funding Source: City of Santee Fire Department adopted budget, City of Santee Department
of Development Services adopted budget, City of Santee adopted budget,
General Fund
Implementation Timeline: February 2004 though December 2007
Action Item #10: Continue to coordinate and support existing efforts to mitigate other manmade hazards
within the City, cooperating and sharing information with other agencies including but
not limited to the Department of Homeland Security, California Department of Public
Safety, San Diego County Office of Emergency Services, San Diego County
Department of Water Resources, Bureau of Reclamation, California Department of
Justice, California Department of Transportation, the Federal Aviation Administration,
and the Department of Defense
Coordinating Individual/Organization: Division Chief Howard Rayon, Fire Department Operations,
Captain Glenn Revell, San Diego County Sheriff’s Office, Lee
Miller, Director of Public Works, and selected members of the
Department of Development Services (specific project driven)
SECTIONFIVE Goals, Objectives and Actions
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Potential Funding Source: City of Santee Fire Department adopted budget, City of Santee Department
of Community Services adopted budget, City of Santee Department of
Development Services adopted budget, City of Santee adopted budget,
General Fund, San Diego County Sheriff’s Office adopted budget, and
various grant sources as they become available to the City
Implementation Timeline: February 2004 though December 2007
SECTIONFIVE Goals, Objectives and Actions
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5.19 CITY OF SOLANA BEACH
The City of Solana Beach (Solana Beach) reviewed a set of jurisdictional-level hazard maps including
detailed critical facility information and localized potential hazard exposure/loss estimates to help identify
the top hazards threatening their jurisdiction. In addition, LPGs were supplied with exposure/loss
estimates for Solana Beach summarized in Table 5.19-1. See Section 4.0 for additional details.
Table 5.19-1
Summary of Potential Hazard-Related Exposure/Loss in Solana Beach
Residential Commercial Critical Facilities
Hazard Type
Exposed
Population
Number of
Residential
Buildings
Potential
Exposure/
Loss for
Residential
Buildings
(x $1,000)
Number of
Commercial
Buildings
Potential
Exposure/
Loss for
Commercial
Buildings
(x $1,000)
Number
of
Critical
Facilities
Potential
Exposure
for
Critical
Facilities
(x $1,000)
Coastal Storm / Erosion 821 253 113,905 1 732 0 0
Dam Failure 0 0 0 0 0 0 0
Earthquake (Annualized
Loss - Includes shaking,
liquefaction and
landslide components) 12,766 5,171 743 100 411 18* / 18**
177* /
1,706**
Floods (Loss)
100 Year 594 241 6,692 6 2,377 1 1,920
500 Year 765 310 8,885 7 2,862 1 1,920
Rain-Induced Landslide
High Risk 3,792 1,282 401,003 14 69,664 2 2,920
Moderate Risk 0 0 0 0 0 0 0
Tsunami 521 159 78,974 0 0 4 2,426
Wildfire/ Structure Fire
Extreme 0 0 0 0 0 0 0
Very High 0 0 0 0 0 0 0
High 0 0 0 0 0 0 0
Moderate 12,766 5,171 1,531,192 100 438,930 34 71,773
* Represents 100-year earthquake value under three earthquake scenarios (shake only, shake and liquefaction, and
shake and landslide).
** Represents 500-year earthquake value under three earthquake scenarios (shake only, shake and liquefaction, and
shake and landslide).
After reviewing the localized hazard maps and exposure/loss table above, the following hazards were
identified by the Solana Beach LPG as their top five. A brief rational for including each of these is
included.
• Coastal Storm/Erosion: constant and historical
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• Landslide: coupled with above and earthquake/tsunami
• Earthquake: proximity to local faults
• Tsunami: proximity to Pacific Ocean
• Wildfire: climate and location
5.19.1 Capabilities Assessment
The LPG identified current capabilities available for implementing hazard mitigation activities. The
Capability Assessment (Assessment) portion of the jurisdictional mitigation plan identifies administrative,
technical, legal and fiscal capabilities. This includes a summary of departments and their responsibilities
associated to hazard mitigation planning as well as codes, ordinances, and plans already in place
associated to hazard mitigation planning. The second part of the Assessment provides Solana Beach’s
fiscal capabilities that may be applicable to providing financial resources to implement identified
mitigation action items.
5.19.1.1 Existing Institutions, Plans, Policies and Ordinances
The following is a summary of existing departments in Solana Beach and their responsibilities related to
hazard mitigation planning and implementation, as well as existing planning documents and regulations
related to mitigation efforts within the community. The administrative and technical capabilities of Solana
Beach, as shown in Table 5.19-2, provides an identification of the staff, personnel, and department
resources available to implement the actions identified in the mitigation section of the Plan. Specific
resources reviewed include those involving technical personnel such as planners/engineers with
knowledge of land development and land management practices, engineers trained in construction
practices related to building and infrastructure, planners and engineers with an understanding of natural or
manmade hazards, floodplain managers, surveyors, personnel with GIS skills and scientists familiar with
hazards in the community.
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Table 5.19-2
City of Solana Beach: Administrative and Technical Capacity
Staff/Personnel Resources Y/N Department/Agency and Position
A. Planner(s) or engineer(s) with knowledge of land
development and land management practices Y Planning – Director of Community Development
B. Engineer(s) or professional(s) trained in construction
practices related to buildings and/or infrastructure Y Engineering – City Engineer
C. Planners or Engineer(s) with an understanding of
natural and/or manmade hazards Y Planning & Engineering – Director of Community
Development City/Engineer
D. Floodplain manager Y Engineering –City Engineer
E. Surveyors N Engineering –City Engineer
F. Staff with education or expertise to assess the
community’s vulnerability to hazards Y Fire Department – Director of Public Safety
G. Personnel skilled in GIS and/or HAZUS Y SANDAG
H. Scientists familiar with the hazards of the community Y Consultants
I. Emergency manager Y Fire Department – Director of Public Safety.
J. Grant writers N
The legal and regulatory capabilities of Solana Beach are shown in Table 5.19-3, which presents the
existing ordinances and codes that affect the physical or built environment of Solana Beach. Examples of
legal and/or regulatory capabilities can include: the City’s building codes, zoning ordinances, subdivision
ordnances, special purpose ordinances, growth management ordinances, site plan review, general plans,
capital improvement plans, economic development plans, emergency response plans, and real estate
disclosure plans.
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Table 5.19-3
City of Solana Beach: Legal and Regulatory Capability
Regulatory Tools (ordinances, codes, plans) Local
Authority
(Y/N)
Does State
Prohibit
(Y/N)
A. Building code Y N
B. Zoning ordinance Y N
C. Subdivision ordinance or regulations Y N
D. Special purpose ordinances (floodplain management, storm water management,
hillside or steep slope ordinances, wildfire ordinances, hazard setback requirements) Y N
E. Growth management ordinances (also called “smart growth” or anti-sprawl programs) Y N
F. Site plan review requirements Y N
G. General or comprehensive plan Y N
H. A capital improvements plan Y N
I. An economic development plan Y N
J. An emergency response plan Y N
K. A post-disaster recovery plan N N
L. A post-disaster recovery ordinance N N
M. Real estate disclosure requirements Y N
5.19.1.2 Fiscal Resources
Table 5.19-4 shows specific financial and budgetary tools available to Solana Beach such as community
development block grants; capital improvements project funding; authority to levy taxes for specific
purposes; fees for water, sewer, gas, or electric services; impact fees for homebuyers or developers for
new development; ability to incur debt through general obligations bonds; and withholding spending in
hazard-prone areas.
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Table 5.19-4
City of Solana Beach: Fiscal Capability
Financial Resources Accessible or Eligible to Use
(Yes/No)
A. Community Development Block Grants (CDBG) Y
B. Capital improvements project funding Y
C. Authority to levy taxes for specific purposes Y-Vote Required
D. Fees for water, sewer, gas, or electric service Y
E. Impact fees for homebuyers or developers for new developments/homes Y-Limited, not currently used
F. Incur debt through general obligation bonds Y
G. Incur debt through special tax and revenue bonds Y-Vote not required
H. Incur debt through private activity bonds N
I. Withhold spending in hazard-prone areas Y
5.19.2 Goals, Objectives and Actions
Listed below are Solana Beach’s specific hazard mitigation goals, objectives and related potential actions.
For each goal, one or more objectives have been identified that provide strategies to attain the goal.
Where appropriate, the City has identified a range of specific actions to achieve the objective and goal.
The goals and objectives were developed by considering the risk assessment findings, localized hazard
identification and loss/exposure estimates, and an analysis of the jurisdiction’s current capabilities
assessment. These preliminary goals, objectives and actions were developed to represent a vision of long-
term hazard reduction or enhancement of capabilities. To help in further development of these goals and
objectives, the LPG compiled and reviewed current jurisdictional sources including the City’s planning
documents, codes, and ordinances. In addition, City representatives met with consultant staff and/or OES
to specifically discuss these hazard-related goals, objectives and actions as they related to the overall
Plan. Representatives of numerous City departments involved in hazard mitigation planning, including
Fire, Police, and Public Works provided input to the Solana Beach LPG. The Solana Beach LPG
members were:
• David Ott, Director of Public Safety
• David Holmerud, Deputy Fire Chief
• Steven Apple, Director of Community Development
• Chandra Collure, City Engineer
Once developed, City staff presented them to the City of Solana Beach City Council for their approval.
Public meetings were held throughout the County to present these preliminary goals, objectives and
actions to citizens and to receive public input. At these meetings, specific consideration was given to
hazard identification/profiles and the vulnerability assessment results. The following sections present the
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hazard-related goals, objectives and actions as prepared by Solana Beach’s LPG in conjunction with the
Hazard Mitigation Working Group, locally elected officials, and local citizens.
5.19.2.1 Goals
The City of Solana Beach has developed the following 6 Goals for their Hazard Mitigation Plan (See
Attachment A for Goal 6).
Goal 1. Promote public understanding, support and demand for hazard mitigation.
Goal 2. Improve hazard mitigation coordination and communication with federal, state, local and
tribal governments.
“Reduce the possibility of damage and losses to existing assets, particularly people, critical
facilities/infrastructure, and City-owned facilities, due to”:
Goal 3. Floods.
Goal 4. Wildfires.
Goal 5. Geological Hazards.
Goal 6 Other Manmade Hazards.
5.19.2.2 Objectives and Actions
The City of Solana Beach developed the following broad list of objectives and actions to assist in the
implementation of each of their 6 identified goals. The City of Solana Beach developed objectives to
assist in achieving their hazard mitigation goals. For each of these objectives, specific actions were
developed that would assist in their implementation. A discussion of the prioritization and
implementation of the action items is provided in Section 5.19.2.3.
Goal 1: Promote public understanding, support and demand for
hazard mitigation.
Objective 1.A: Educate the public to increase awareness of hazards and
opportunities for mitigation actions.
Action 1.A.1 Institutionalize hazard mitigation into City’s planning efforts.
Action 1.A.2 Public workshops to discuss particular hazards and related mitigation measures.
Objective 1.B: Promote partnerships between the state, counties, local and tribal
governments to identify, prioritize, and implement mitigation
actions.
Action 1.B.1 Coordinate with regional efforts to share resources and knowledge.
Action 1.B.2 Streamline policies to eliminate conflicts and duplication of effort.
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Goal 1: Promote public understanding, support and demand for
hazard mitigation. (continued)
Objective 1.C: Promote hazard mitigation in the business community.
Action 1.C.1 Use business liaison and Chamber of Commerce as conduits for information.
Action 1.C.2 Explore opportunities to work with public/private partnerships.
Objective 1.D: Monitor and publicize the effectiveness of mitigation actions
implemented locally.
Action 1.D.1 Utilize City newsletter, press releases and public meetings.
Action 1.D.2 Train and review with staff implemented programs as part of regular training.
Objective 1.E: Discourage activities that exacerbate hazardous conditions.
Action 1.E.1 Make hazard mitigation part of the planning and approval process.
Action 1.E.2 Stepped up Code Enforcement activities targeting these conditions.
Goal 2: Improve hazard mitigation coordination and communication
with federal, state, local and tribal governments.
Objective 2.A: Establish and maintain closer working relationships with state
agencies, local and tribal governments.
Action 2.A.1 Maintain partnerships in mitigation and disaster planning.
Action 2.A.2 Explore opportunities for additional funding through cooperative efforts.
Objective 2.B: Encourage other organizations to incorporate hazard mitigation
activities.
Action 2.B.1 Work with business and environmental community to understand importance.
Objective 2.C: Improve the City’s capability and efficiency at administering pre-
and post-disaster mitigation.
Action 2.C.1 Find additional training opportunities for staff.
Action 2.C.2 Establish training schedule for tabletop exercises.
Action 2.C.3 Make this institutional for the staff.
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Goal 3: Reduce the possibility of damage and losses to existing assets,
particularly people, critical facilities/infrastructure, and City-
owned facilities, due to floods.
Objective 3.A: Develop a comprehensive approach to reducing the possibility of
damage and losses due to floods.
Action 3.A.1 Clear identification of potential flood prone areas.
Action 3.A.2 Promote monitoring and maintenance of flood control channels.
Action 3.A.3 Develop pre-incident action plans for affected areas.
Objective 3.B: Coordinate with and support existing efforts to mitigate floods
(e.g., US Army Corps of Engineers, US Bureau of Reclamation,
San Diego County Department of Water Resources).
Action 3.B.1 Streamline policies to eliminate conflicts and duplication of effort.
Action 3.B.2 Enforce regulatory measures that ensure any new development will not take place
within 100-year flood plain.
Objective 3.C: Minimize repetitive losses caused by flooding.
Action 3.C.1 Restrict ability to re-build without taking mitigation measures to avoid repeats.
Objective 3.D: Address identified data limitations regarding the lack of
information about relative vulnerability of assets from floods.
Action 3.D.1 Work with regional agencies, (ODP, SanGis) to accurately map affected areas.
Action 3.D.2 Share and train with acquired information with all city department’s and personnel.
Action 3.D.3 Coordinate with City of Del Mar joint training opportunities between staffs.
Goal 4: Reduce the possibility of damage and losses to existing assets,
particularly people, critical facilities/infrastructure, and City-
owned facilities, due to wildfires.
Objective 4.A: Develop a comprehensive approach to reducing the possibility of
damage and losses due to wildfires.
Action 4.A.1 Annually review and update wildland pre-plans for firefighting forces.
Action 4.A.2 Maximize utilization of outside firefighting equipment and staff resources
Action 4.A.3 Implement Fire Code enhancements for wildland-urban interface.
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Goal 4: Reduce the possibility of damage and losses to existing assets,
particularly people, critical facilities/infrastructure, and City-
owned facilities, due to wildfires. (continued)
Objective 4.B: Coordinate with and support existing efforts to mitigate wildfire
hazards (e.g., County or San Diego & State of California)
Action 4.B.1 Develop mitigation measures to enhance protection of homes along San Elijo Reserve.
Action 4.B.2 Work in conjunction and cooperation with San Elijo Lagoon Conservancy to achieve
mitigation efforts.
Action 4.B.3 Coordinate with other agencies to ensure consistency among standards.
Goal 5: Reduce the possibility of damage and losses to existing assets,
particularly people, critical facilities/infrastructure, and City-
owned facilities, due to geological hazards.
Objective 5.A: Develop a comprehensive approach to reducing the possibility of
damage and losses due to geological hazards.
Action 5.A.1 Continue to explore strategies and opportunities for sand replenishment.
Action 5.A.2 Finish development local coastal plan.
Objective 5.B: Protect existing assets with the highest relative vulnerability to the
effects of geological hazards.
Action 5.B.1 Continue efforts to develop local coastal plan to address bluff protection measures.
Action 5.B.2 Monitor existing protective measures taken to assure their continued effectiveness.
5.19.2.3 Prioritization and Implementation of Action Items
Once the comprehensive list of jurisdictional goals, objectives, and action items listed above was
developed, the proposed mitigation actions were prioritized. This step resulted in a list of acceptable and
realistic actions that address the hazards identified in each jurisdiction. This prioritized list of action items
was formed by the LPG weighing STAPLEE criteria
The Disaster Mitigation Action of 2000 (at 44 CFR Parts 201 and 206) requires the development of an
action plan that not only includes prioritized actions but one that includes information on how the
prioritized actions will be implemented. Implementation consists of identifying who is responsible for
which action, what kind of funding mechanisms and other resources are available or will be pursued, and
when the action will be completed.
The top 10 prioritized mitigation actions as well as an implementation strategy for each are:
SECTIONFIVE Goals, Objectives and Actions
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Action Item #1: Develop a comprehensive approach to reducing the possibility of damage and
losses due to geological hazards. Continue to explore strategies and opportunities
for sand replenishment. Finish development local coastal plan and/or other
coastal bluff policies.
Coordinating Individual/Organization: Community Development
Potential Funding Source: General Fund and Grants
Implementation Timeline: On-going
Action Item #2: Protect existing assets with the highest relative vulnerability to the effects of
geological hazards. Continue efforts to develop local coastal plan and/or other
coastal bluff policies to address bluff protection measures. Monitor existing
protective measures taken to assure their continued effectiveness.
Coordinating Individual/Organization: Community Development
Potential Funding Source: General Fund, Grants and Private Funding
Implementation Timeline: On-going
Action Item #3: Coordinate with and support existing efforts to mitigate wildfire hazards (e.g.,
County or San Diego & State of California). Develop mitigation measures to
enhance protection of homes along San Elijo Reserve. Work in conjunction and
cooperation with San Elijo Lagoon Conservancy to achieve mitigation efforts.
Coordinate with other agencies to ensure consistency among standards.
Coordinating Individual/Organization: Fire Department
Potential Funding Source: General Fund and Grants
Implementation Timeline: February 2004 to June 2006
Action Item #4: Develop a comprehensive approach to reducing the possibility of damage and
losses due to wildfires. Annually review and update wildland pre-plans for
firefighting forces. Maximize utilization of outside firefighting equipment and
staff resources. Implement Fire Code enhancements for wildland-urban interface.
Coordinating Individual/Organization: Fire Department
Potential Funding Source: General Fund
Implementation Timeline: March 2004 to June 2006
Action Item #5: Develop a comprehensive approach to reducing the possibility of damage and
losses due to other manmade hazards. Coordinate with other agencies on training
and planning for terrorist related activities. Maintain communications links with
regards to threat assessments and dissemination of information.
Coordinating Individual/Organization: Fire Department
Potential Funding Source: General Fund and Grants
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Implementation Timeline: On-going
Action Item #6: Address identified data limitations regarding the lack of information about
relative vulnerability of assets from floods. Work with regional agencies, (ODP,
SanGis) to accurately map affected areas. Share and train with acquired
information with all city department’s and personnel. Coordinate with City of
Del Mar joint training opportunities between staffs.
Coordinating Individual/Organization: Public Works
Potential Funding Source: General Fund
Implementation Timeline: On-going
Action Item #7: Protect existing assets with the highest relative vulnerability to the effects of
other manmade hazards. Evaluate access levels to public facilities restrict access
where necessary. Evaluate infrastructure and facilities for additional security
measures as required.
Coordinating Individual/Organization: Assistant City Manager
Potential Funding Source: General Fund and Grants
Implementation Timeline: July 2004 to June 2006
Action Item #8: Monitor and publicize the effectiveness of mitigation actions implemented
locally. Utilize City newsletter, press releases and public meetings. Train and
review with staff implemented programs as part of regular training.
Coordinating Individual/Organization: Assistant City Manager
Potential Funding Source: General Fund
Implementation Timeline: July 2004 to June 2006
Action Item #9: Discourage activities that exacerbate hazardous conditions. Make hazard
mitigation part of the planning and approval process. Stepped up Code
Enforcement activities targeting these conditions.
Coordinating Individual/Organization: Community Development & Code Enforcement
Potential Funding Source: General Fund
Implementation Timeline: July 2003 to June 2006
Action Item #10: Improve the City’s capability and efficiency at administering pre- and post-
disaster mitigation. Find additional training opportunities for staff. Establish
training schedule for tabletop exercises. Make this institutional for the staff.
Coordinating Individual/Organization: Fire Department
Potential Funding Source: General Fund and Grants
Implementation Timeline: July 2004 to June 2006
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5.20 CITY OF VISTA
The City of Vista (Vista) reviewed a set of jurisdictional-level hazard maps including detailed critical
facility information and localized potential hazard exposure/loss estimates to help identify the top hazards
threatening their jurisdiction. In addition, LPGs were supplied with exposure/loss estimates for Vista
summarized in Table 5.20-1. See Section 4.0 for additional details.
Table 5.20-1
Summary of Potential Hazard-Related Exposure/Loss in Vista
Residential Commercial Critical Facilities
Hazard Type
Exposed
Population
Number of
Residential
Buildings
Potential
Exposure/
Loss for
Residential
Buildings
(x $1,000)
Number of
Commercial
Buildings
Potential
Exposure/
Loss for
Commercial
Buildings
(x $1,000)
Number
of
Critical
Facilities
Potential
Exposure
for
Critical
Facilities
(x $1,000)
Coastal Storm / Erosion 0 0 0 0 0 0 0
Dam Failure 772 199 65,252 2 9,300 3 7,134
Earthquake (Annualized
Loss - Includes shaking,
liquefaction and
landslide components) 89,926 20,725 1,848 210 527 66* / 66**
785* /
3,727**
Floods (Loss)
100 Year 4,113 948 16,956 27 3,987 3 5,014
500 Year 6,173 1,423 28,397 40 10,110 7 12,458
Rain-Induced Landslide
High Risk 889 280 61,655 1 10,892 0 138
Moderate Risk 5,217 1,473 324,566 10 64,936 2 5,444
Tsunami 0 0 0 0 0 0 0
Wildfire/ Structure Fire
Extreme 0 0 0 0 0 0 0
Very High 50 17 4,571 10 44,306 0 0
High 852 292 70,352 0 15,584 0 0
Moderate 85,312 19,398 5,168,023 177 765,900 82 133,943
* Represents 100-year earthquake value under three earthquake scenarios (shake only, shake and liquefaction, and
shake and landslide).
** Represents 500-year earthquake value under three earthquake scenarios (shake only, shake and liquefaction, and
shake and landslide).
After reviewing the localized hazard maps and exposure/loss table above, the following hazards were
identified by the Vista LPG as their top five. A brief rational for including each of these is included.
• Wild Fire: A significant amount of the community is exposed to the potential for loss secondary
to extreme fire conditions in undeveloped core and interface areas.
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• Earthquake: The potential exists for a large loss of life and property, as well as, prolonged
disruption of governmental and commercial continuity.
• Flooding: The city contains several significant floodplains and is subject to wide spread flooding.
• Hazardous Materials Release: In addition to a major freeway the jurisdiction is home to a large
industrial park with fixed facilities.
• Terrorism or Other Manmade Events: Components of government infrastructure including a
Regional Court and Jail Detention Facility, as well as, domestic threat potential are in the
jurisdiction.
5.20.1 Capabilities Assessment
The LPG identified current capabilities available for implementing hazard mitigation activities. The
Capability Assessment (Assessment) portion of the jurisdictional mitigation plan identifies administrative,
technical, legal and fiscal capabilities. This includes a summary of departments and their responsibilities
associated to hazard mitigation planning as well as codes, ordinances, and plans already in place
associated to hazard mitigation planning. The second part of the Assessment provides Vista’s fiscal
capabilities that may be applicable to providing financial resources to implement identified mitigation
action items.
5.20.1.1 Existing Institutions, Plans, Policies and Ordinances
The following is a summary of existing departments in Vista and their responsibilities related to hazard
mitigation planning and implementation, as well as existing planning documents and regulations related
to mitigation efforts within the community. The administrative and technical capabilities of Vista, as
shown in Table 5.20-2, provides an identification of the staff, personnel, and department resources
available to implement the actions identified in the mitigation section of the Plan. Specific resources
reviewed include those involving technical personnel such as planners/engineers with knowledge of land
development and land management practices, engineers trained in construction practices related to
building and infrastructure, planners and engineers with an understanding of natural or manmade hazards,
floodplain managers, surveyors, personnel with GIS skills and scientists familiar with hazards in the
community.
• City of Vista Community Development Department
– Manage city development process from concept to completion.
– Develop and maintain the city general plan, zoning ordinances and development standards.
– Review construction projects to ensure compliance with land use regulations, community
plans and environmental status, design review, public improvement plans and issuance of
permits.
– Coordinate the adoption of building codes. Develop Building ordinances.
– Review site and building plans for compliance with building codes and ordinances.
– Damage assessment of structures damaged by natural or man made causes.
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– Develop, and ensure compliance with engineering ordinances for new and existing
infrastructure.
• City of Vista Public Works Department
– Maintain city infrastructure including streets, fleet vehicles, storm drain and wastewater
systems.
– Responds in support of city emergencies and disasters including hazardous materials
mitigation, traffic control.
– Ensure efficacy of wastewater systems including floodways.
– Confined Space Response.
• City of Vista Fire Department
– Develop policies to support emergency response, hazard prevention and disaster
management.
– Coordinate adoption of codes and ordinances in compliance with State and Local model
codes.
– Perform site and building plan review for code compliance and loss reduction.
– Emergency response to all risk hazards.
Table 5.20-2
City of Vista: Administrative and Technical Capacity
Staff/Personnel Resources Y/N Department/Agency and Position
A. Planner(s) or engineer(s) with knowledge of land
development and land management practices Y Community Development, Redevelopment & Housing
B. Engineer(s) or professional(s) trained in
construction practices related to buildings and/or
infrastructure
Y Engineering, Community Development
C. Planners or Engineer(s) with an understanding of
natural and/or manmade hazards Y Engineering, Community Development
D. Floodplain manager Y Engineering, Public Works
E. Surveyors Y Engineering
F. Staff with education or expertise to assess the
community’s vulnerability to hazards Y Fire Department, Engineering, Public Works
G. Personnel skilled in GIS and/or HAZUS N
H. Scientists familiar with the hazards of the
community N
I. Emergency manager Y City Manager, Fire Department
J. Grant writers Y City Manager
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The legal and regulatory capabilities of Vista are shown in Table 5.20-3, which presents the existing
ordinances and codes that affect the physical or built environment of Vista. Examples of legal and/or
regulatory capabilities can include: the City’s building codes, zoning ordinances, subdivision ordnances,
special purpose ordinances, growth management ordinances, site plan review, general plans, capital
improvement plans, economic development plans, emergency response plans, and real estate disclosure
plans.
Table 5.20-3
City of Vista: Legal and Regulatory Capability
Regulatory Tools (ordinances, codes, plans) Local
Authority
(Y/N)
Does State
Prohibit
(Y/N)
A. Building code Y N
B. Zoning ordinance Y N
C. Subdivision ordinance or regulations Y N
D. Special purpose ordinances (floodplain management, storm water management, hillside
or steep slope ordinances, wildfire ordinances, hazard setback requirements) Y N
E. Growth management ordinances (also called “smart growth” or anti-sprawl programs) Y N
F. Site plan review requirements Y N
G. General or comprehensive plan Y N
H. A capital improvements plan Y N
I. An economic development plan Y N
J. An emergency response plan Y N
K. A post-disaster recovery plan N N
L. A post-disaster recovery ordinance N N
M. Real estate disclosure requirements TBD TBD
5.20.1.2 Fiscal Resources
Table 5.20-4 shows specific financial and budgetary tools available to Vista such as community
development block grants; capital improvements project funding; authority to levy taxes for specific
purposes; fees for water, sewer, gas, or electric services; impact fees for homebuyers or developers for
new development; ability to incur debt through general obligations bonds; and withholding spending in
hazard-prone areas.
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Table 5.20-4
City of Vista: Fiscal Capability
Financial Resources Accessible or Eligible to Use
(Yes/No)
A. Community Development Block Grants (CDBG) Yes
B. Capital improvements project funding Yes
C. Authority to levy taxes for specific purposes Yes
D. Fees for water, sewer, gas, or electric service Yes
E. Impact fees for homebuyers or developers for new developments/homes Yes
F. Incur debt through general obligation bonds Yes
G. Incur debt through special tax and revenue bonds Yes
H. Incur debt through private activity bonds UK
I. Withhold spending in hazard-prone areas UK
5.20.2 Goals, Objectives and Actions
Listed below are Vista’s specific hazard mitigation goals, objectives and related potential actions. For
each goal, one or more objectives have been identified that provide strategies to attain the goal. Where
appropriate, the City has identified a range of specific actions to achieve the objective and goal.
The goals and objectives were developed by considering the risk assessment findings, localized hazard
identification and loss/exposure estimates, and an analysis of the jurisdiction’s current capabilities
assessment. These preliminary goals, objectives and actions were developed to represent a vision of long-
term hazard reduction or enhancement of capabilities. To help in further development of these goals and
objectives, the LPG compiled and reviewed current jurisdictional sources including the City’s planning
documents, codes, and ordinances. In addition, City representatives met with consultant staff and/or OES
to specifically discuss these hazard-related goals, objectives and actions as they related to the overall
Plan. Representatives of numerous City departments involved in hazard mitigation planning, including
Fire, Police, and Public Works provided input to the Vista LPG. The Vista LPG members were:
• Patrick Richardson, Planning Department
• Rick Snider, Building Department
• Eric Dennis, Building Department
• Gary Fisher, Fire Department
• Jeff Berg, Fire Department
Once developed, City staff presented them to the City of Vista City Council for their approval.
Public meetings were held throughout the County to present these preliminary goals, objectives and
actions to citizens and to receive public input. At these meetings, specific consideration was given to
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hazard identification/profiles and the vulnerability assessment results. The following sections present the
hazard-related goals, objectives and actions as prepared by Vista’s LPG in conjunction with the Hazard
Mitigation Working Group, locally elected officials, and local citizens.
5.20.2.1 Goals
The City of Vista has developed the following 8 Goals for their Hazard Mitigation Plan (See Attachment
A for Goal 8).
Goal 1. Promote disaster-resistant future development.
Goal.2. Promote public understanding, support and demand for hazard mitigation.
Goal 3. Build and support local capacity and commitment to continuously become less
vulnerable to hazards.
Goal 4. Improve hazard mitigation coordination and communication with federal, state, and local
governments.
“Reduce the possibility of damage and losses to existing assets, particularly people,
critical facilities/infrastructure, and City-owned facilities, due to”:
Goal 5. Floods and other forms of severe weather.
Goal 6. Structural Fire/Wildfires.
Goal 7. Geological Hazards.
Goal 8. Other Manmade Hazards.
5.20.2.2 Objectives and Actions
The City of Vista developed the following broad list of objectives and actions to assist in the
implementation of each of their 8 identified goals. The City of Vista developed objectives to assist in
achieving their hazard mitigation goals. For each of these objectives, specific actions were developed that
would assist in their implementation. A discussion of the prioritization and implementation of the action
items is provided in Section 5.20.2.3.
Goal 1: Promote disaster-resistant future development.
Objective 1.A: Encourage and facilitate the development or update of general
plans and zoning ordinances to limit development in hazard areas.
Action 1.A.1 Update the Land Use, Community Facilities, and Safety Elements of the City’s
General Plan.
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Goal 1: Promote disaster-resistant future development. (continued)
Objective 1.B: Encourage and facilitate the adoption of building codes that
protect existing assets and new development in hazard areas.
Action 1.B.1 Establish an emergency review process for codes related to development in
identified hazard areas.
Objective 1.C: Encourage consistent enforcement of general plans, zoning
ordinances, and building codes.
Action 1.C.1 Streamline permitting and plan review processes.
Action 1.C.2 Continue aggressive enforcement to ensure all projects are properly permitted and
inspected to document compliance with all city standards.
Objective 1.D: Discourage future development that exacerbates hazardous
conditions.
Action 1.D.1 High fire hazard areas shall have adequate access for emergency vehicles.
Action 1.D.2 Establish and enforce minimum brush clearance requirements.
Objective 1.E: Address identified data limitations regarding the lack of
information about new development and build-out potential in
hazard areas.
Action 1.E.1 Develop Geographic Information Systems (GIS) capabilities to identify hazards and
general hazard areas.
Goal 2: Promote public understanding, support and demand for
hazard mitigation.
Objective 2.A: Educate the public to increase awareness of hazards and
opportunities for mitigation actions.
Action 2.A.1 Develop public education curriculum to increase awareness of disasters and pre-
existing hazards.
Action 2.A.2 Identify hazard specific issues and needs.
Action 2.A.3 Provide timely information on City and Department websites.
Objective 2.B: Promote partnerships between the state, counties, and local
governments to identify, prioritize, and implement mitigation
actions.
Action 2.B.1 Promote cooperative vegetation management programs that encompass hazard
mitigation in the city and unincorporated areas that threaten the city.
Action 2.B.2 Support regional efforts to mitigate hazards.
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Goal 2: Promote public understanding, support and demand for
hazard mitigation. (continued)
Objective 2.C: Promote hazard mitigation in the business community.
Action 2.C.1 Identify hazard specific issues and needs.
Action 2.C.2 Utilize Fire Department’s Fire Prevention Inspection Program to educate business
owners and managers regarding hazard mitigation.
Goal 3: Build and support local capacity and commitment to
continuously become less vulnerable to hazards.
Objective 3.A: Increase awareness and knowledge of hazard mitigation principles
and practice among local officials.
Action 3.A.1 Update the City Emergency Plan.
Action 3.A.2 Continue Emergency Operations training with City Staff to highlight hazard
existence, mitigation, and response.
Action 3.A.3 Build and support local partnerships, such as the Unified Disaster Council (UDC),
and other regional efforts to become less vulnerable to identified hazards.
Action 3.A.4 Build a team of community volunteers to work with the community before, during,
and after a disaster.
Goal 4: Improve hazard mitigation coordination and communication
with federal, state, local governments.
Objective 4.A: Establish and maintain closer working relationships with state
agencies and local governments.
Action 4.A.1 Establish a City Emergency Operations Center (EOC) and Department Operations
Centers (DOC) to act as command and control coordination centers during
disasters.
Action 4.A.2 Train employees and volunteers to operate the City EOC following the Standardized
Emergency Management System (SEMS) and the Incident Command System
(ICS).
Action 4.A.3 Update City Emergency Operations Plans to include coordination with County Wide
Operations Plans.
Objective 4.B: Encourage other organizations to incorporate hazard mitigation
activities.
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Goal 4: Improve hazard mitigation coordination and communication
with federal, state, local governments. (continued)
Action 4.B.1 Continue to support and assist local entities, including the chamber of commerce,
local school districts, and trade associations in developing self reliant plans for
hazard mitigation and post disaster continuity.
Objective 4.C: Improve the City’s capability and efficiency at administering pre-
and post-disaster mitigation.
Action 4.C.1 Streamline policies to coordinate permitting activities
Action 4.C.2 Establish and staff a Disaster Preparedness Division within the City.
Goal 5: Reduce the possibility of damage and losses to existing assets,
particularly people, critical facilities/infrastructure, and City-
owned facilities, due to floods and other forms of severe weather.
Objective 5.A: Develop a comprehensive approach to reducing the possibility of
damage and losses due to floods.
Action 5.A.1 Review and compare existing flood control standards, zoning and
building requirements.
Action 5.A.2 Identify flood-prone areas utilizing GIS.
Action 5.B.3 Develop pre-incident action plans for flood-prone areas.
Objective 5.B: Protect existing assets with the highest relative vulnerability to the
effects of floods within the 100-year floodplain.
Action 5.B.1 Develop project proposals to reduce flooding and improve control in
flood-prone areas.
Action 5.B.2 Seek pre-disaster mitigation funding.
Goal 6: Reduce the possibility of damage and losses to existing assets,
particularly people, critical facilities/infrastructure, and City-
owned facilities, due to structural fire/wildfires.
Objective 6.A: Develop a comprehensive approach to reducing the possibility of
damage and losses due to wildfires.
Action 6.A.1 Identify and designate Wildland Urban Interface Zones (WUI).
Action 6.A.2 Develop Weed Abatement and Fuel Modification Ordinances.
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Goal 6: Reduce the possibility of damage and losses to existing assets,
particularly people, critical facilities/infrastructure, and City-
owned facilities, due to structural fire/wildfires. (continued)
Action 6.A.3 Study fuel management and resource allocation to allow for maximum proactive and
response capability.
Objective 6.B: Protect existing assets with the highest relative vulnerability to the
effects of wildfires.
Action 6.B.1 Continue to support City Sprinkler Ordinance.
Action 6.B.2 Standardize Defensible Space Clearance distances.
Action 6.B.3 Research and support fuel modification techniques including mow/disc clearing and
prescriptive burns.
Action 6.B.4 Implement public education program to address fire dangers and mitigation
measures.
Objective 6.C: Coordinate with and support existing efforts to mitigate wildfire
hazards (e.g., US Forest Service, Bureau of Land Management).
Action 6.C.1 Coordinate with regional agencies, including California Department of Forestry and
Fire Protection and US Forest Service, to minimize fire spread potential from areas
outside city boundaries.
Action 6.C.2 Continue to support and participate in the California Fire Master Mutual Aid
Agreement, The San Diego County Fire Master Mutual Aid Agreement, and the
North Zone Automatic Aid Agreement.
Objective 6.D: Maintain adequate emergency response capability.
Action 6.D.1 Continue to evaluate service level impacts and needs.
Goal 7: Reduce the possibility of damage and losses to existing assets,
particularly people, critical facilities/infrastructure, and City-
owned facilities, due to geological hazards.
Objective 7.A: Develop a comprehensive approach to reducing the possibility of
damage and losses due to geological hazards.
Action 7.A.1 Develop and implement a Public Education Program.
Action 7.A.2 Design critical facilities that will function after a major earthquake.
Action 7.A.3 Identify hazard prone structures through GIS modeling.
Action 7.A.4 Identify projects for pre-disaster mitigation funding.
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Goal 7: Reduce the possibility of damage and losses to existing assets,
particularly people, critical facilities/infrastructure, and City-
owned facilities, due to geological hazards. (continued)
Action 7.A.5 Develop a City Government Continuity Plan.
5.20.2.3 Prioritization and Implementation of Action Items
Once the comprehensive list of jurisdictional goals, objectives, and action items listed above was
developed, the proposed mitigation actions were prioritized. This step resulted in a list of acceptable and
realistic actions that address the hazards identified in each jurisdiction. This prioritized list of action items
was formed by the LPG weighing STAPLEE criteria
The Disaster Mitigation Action of 2000 (at 44 CFR Parts 201 and 206) requires the development of an
action plan that not only includes prioritized actions but one that includes information on how the
prioritized actions will be implemented. Implementation consists of identifying who is responsible for
which action, what kind of funding mechanisms and other resources are available or will be pursued, and
when the action will be completed.
The top 10 prioritized mitigation actions as well as an implementation strategy for each are:
Action Item #1: Establish a City Emergency Operations Center (EOC) and Department
Operations Centers to act as command and control coordination centers during
disasters.
Coordinating Individual/Organization: Fire Department
Potential Funding Source: Operating Budget/Grants
Implementation Timeline: July 2004-July 2006 (in conjunction with other city facilities)
Action Item #2: Train city employees and volunteers to operate the City EOC following the
Standardized Emergency Management System (SEMS) and the Incident
Command System (ICS).
Coordinating Individual/Organization: Fire Department
Potential Funding Source: Operating Budget/Grants
Implementation Timeline: July 2004 – July 2005
Action Item #3: Update City Emergency Plan
Coordinating Individual/Organization: Fire Prevention/ Fire Department/Public Works
Potential Funding Source: Operating Budget
Implementation Timeline: November 2004 – July 2005
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Action Item #4: Develop public education curriculum to increase awareness of disasters and pre-
existing hazards.
Coordinating Individual/Organization: Fire Prevention
Potential Funding Source: Operating Budget/Grants
Implementation Timeline: November 2004 – November 2007
Action Item #5: Promote cooperative vegetation management programs that encompass hazard
mitigation in the city and unincorporated areas that threaten the city.
Coordinating Individual/Organization: Code Compliance/Fire Prevention
Potential Funding Source: Operating Budget/Grants
Implementation Timeline: November 2004-November 2007
Action Item #6: Build a team of community volunteers to work with the community before,
during, and after a disaster.
Coordinating Individual/Organization: Fire Department/Sheriff’s Department/Parks and
Community Services
Potential Funding Source: Outside funding sources/Grants
Implementation Timeline: December 2004-July 2006
Action Item #7: Ensure city personnel are properly equipped for emergency response and self-
protection from incidents of terrorism.
Coordinating Individual/Organization: Fire Department/Risk Management
Potential Funding Source: Operating Budget/Grants
Implementation Timeline: November 2004 – July 2005
Action Item #8: Develop Geographic Information Systems (GIS) capabilities to identify hazards
and general hazard areas.
Coordinating Individual/Organization: Community Development/Public Works/Information
Systems
Potential Funding Source: Operating Budget/Grants
Implementation Timeline: November 2004 – July 2005
Action Item #9: Develop a City Government Continuity Plan.
Coordinating Individual/Organization: City Manager/Fire Department
Potential Funding Source: Operating Budget/Grants
Implementation Timeline: November 2004-November 2007
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Action Item #10: Develop project proposals to reduce flooding and improve control of storm
waters in flood-prone areas.
Coordinating Individual/Organization: Community Development/Public Works
Potential Funding Source: Operating Budget/Grants
Implementation Timeline: November 2004 – November 2007
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5.21 COUNTY OF SAN DIEGO
The Unincorporated portion of the County of San Diego (County) reviewed a set of jurisdictional-level
hazard maps including detailed critical facility information and localized potential hazard exposure/loss
estimates to help identify the top hazards threatening their jurisdiction. In addition, LPGs were supplied
with exposure/loss estimates for the County summarized in Tables 5.21-1a and 5.21-1b. See Section 4.0
for additional details.
Table 5.21-1a
Summary of Potential Hazard-Related Exposure/Loss in the County (Urban)
Residential Commercial Critical Facilities
Hazard Type
Exposed
Population
Number of
Residential
Buildings
Potential
Exposure/
Loss for
Residential
Buildings
(x $1,000)
Number of
Commercial
Buildings
Potential
Exposure/
Loss for
Commercial
Buildings
(x $1,000)
Number
of
Critical
Facilities
Potential
Exposure
for
Critical
Facilities
(x $1,000)
Coastal Storm/ Erosion 499 320 70,575 0 0 1 2,816
Dam Failure 38,004 8,824 2,536,977 135 508,858 269 1,113,282
Earthquake (Annualized
Loss - Includes shaking,
liquefaction and
landslide components) 410,798 126,360 11,077 639 1,452
949* /
983**
304,940* /
906,594**
Floods (Loss)
100 Year 19,807 6,093 141,472 61 29,437 121 829,862
500 Year 22,428 6,899 166,606 65 31,968 130 844,605
Rain-Induced Landslide
High Risk 11,326 2,644 1,020,225 4 29,492 64 86,333
Moderate Risk 109,812 35,879 9,337,594 175 775,556 564 2,456,229
Tsunami 533 327 74,389 0 702 2 6,778
Wildfire/ Structure Fire
Extreme 24,109 9,665 2,063,481 24 133,544 123 739,163
Very High 84,535 25,459 7,498,636 147 557,292 820 4,498,036
High 16,015 5,846 1,379,109 20 131,244 166 1,002,738
Moderate 252,430 72,814 17,721,767 409 1,706,920 688 4,751,094
* Represents 100-year earthquake value under three earthquake scenarios (shake only, shake and liquefaction, and
shake and landslide).
** Represents 500-year earthquake value under three earthquake scenarios (shake only, shake and liquefaction, and
shake and landslide).
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Table 5.21-1b
Summary of Potential Hazard-Related Exposure/Loss in the County (Rural)
Residential Commercial Critical Facilities
Hazard Type
Exposed
Population
Number of
Residential
Buildings
Potential
Exposure/
Loss for
Residential
Buildings
(x $1,000)
Number of
Commercial
Buildings
Potential
Exposure/
Loss for
Commercial
Buildings
(x $1,000)
Number
of
Critical
Facilities
Potential
Exposure
for
Critical
Facilities
(x $1,000)
Coastal Storm / Erosion 0 0 0 0 0 0 0
Dam Failure 3,420 2,144 576,336 6 34,534 35 117,827
Earthquake (Annualized
Loss - Includes shaking,
liquefaction and
landslide components) 33,749 14,187 1038 107 192 73* / 74**
1,015* /
12,147**
Floods (Loss)
100 Year 1,339 563 25,619 6 2,633 9 10,501
500 Year 1,623 683 28,828 7 2,833 9 10,501
Rain-Induced Landslide
High Risk 3,308 1,562 445,494 64 202,478 11 14,788
Moderate Risk 6,243 2,449 614,584 2 25,342 17 30,413
Tsunami 0 0 0 0 0 0 0
Wildfire/ Structure Fire
Extreme 235 96 26,517 1 2,312 1 2,000
Very High 3,642 1,468 408,587 18 68,774 14 28,531
High 2,533 1,218 331,493 1 18,510 2 5,433
Moderate 22,333 9,365 2,382,885 78 291,132 61 163,182
* Represents 100-year earthquake value under three earthquake scenarios (shake only, shake and liquefaction, and
shake and landslide).
** Represents 500-year earthquake value under three earthquake scenarios (shake only, shake and liquefaction, and
shake and landslide).
After reviewing the localized hazard maps and exposure/loss table above, the following hazards were
identified by the County LPG as their top five.
• Fire
• Hazardous Materials Release
• Flood
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• Earthquake
• Manmade Hazards
5.21.1 Capabilities Assessment
The LPG identified current capabilities available for implementing hazard mitigation activities. The
Capability Assessment (Assessment) portion of the jurisdictional mitigation plan identifies administrative,
technical, legal and fiscal capabilities. This includes a summary of departments and their responsibilities
associated to hazard mitigation planning as well as codes, ordinances, and plans already in place
associated to hazard mitigation planning. The second part of the Assessment provides the County’s fiscal
capabilities that may be applicable to providing financial resources to implement identified mitigation
action items.
5.21.1.1 Existing Institutions, Plans, Policies and Ordinances
The following is a summary of existing departments in the County and their responsibilities related to
hazard mitigation planning and implementation, as well as existing planning documents and regulations
related to mitigation efforts within the community. The administrative and technical capabilities of the
County, as shown in Table 5.21-2, provides an identification of the staff, personnel, and department
resources available to implement the actions identified in the mitigation section of the Plan. Specific
resources reviewed include those involving technical personnel such as planners/engineers with
knowledge of land development and land management practices, engineers trained in construction
practices related to building and infrastructure, planners and engineers with an understanding of natural or
manmade hazards, floodplain managers, surveyors, personnel with GIS skills and scientists familiar with
hazards in the community.
• San Diego County Department of Planning and Land Use
– Maintain and protect public health, safety and well being. Preserve and enhance the quality of
life for County residents by maintaining a comprehensive general plan and zoning ordinance,
implementing habitat conservation programs, ensuring regulatory conformance and
performing comprehensive community outreach.
– Planning Services Division: Provides land use and environmental review, maintains a
comprehensive general plan and zoning ordinance, issues land use and building permits, and
enforces building and zoning regulations. It is also responsible for long-range planning
through development and implementation of a comprehensive General Plan.
– Development Services Division: Review site and building plans for compliance with all
applicable codes. Code Enforcement enforces building, grading, zoning, brushing and
clearing, junk, graffiti, signs, abandoned vehicle complaints and noise control. Resource
Planning in the unincorporated areas of San Diego County is to ensure efficient use and
protection of environmental resources through compliance with local, state and federal
environmental regulations. Coordinates damage assessment of structures from multiple
causes. Provides damage assessment in the EOC & supports other agencies in assessing
damage from fire.
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• San Diego County Department of Public Works
– Ensure public safety through design, construction and maintenance of a safe and reliable
infrastructure.
– Land Development Division: Provides engineering and review services for construction and
development projects throughout the unincorporated areas of San Diego County. Services
such as Stormwater, Flood Control, Map Processing, Cartography, Surveys, the Geographic
and Land Information Systems and dealing with land development issues are the daily job of
this division. The division processes more than 5,000 permits each year.
– Transportation Division: Roads Section is the most visible part of DPW, responding to
requests for services ranging from pothole repair to tree trimming. Traffic Engineering
provides traffic management and determines the need for stop signs and traffic lights. Route
Locations updates the County’s General Plan Circulation Element, provides transportation
planning support and more. County Airports include eight unique facilities scattered
throughout the area. McClellan-Palomar Airport provides commercial service to Los
Angeles and Phoenix; Ramona Airport is home to the busiest aerial firefighting base in the
USA; and, the County Sheriff's air force, ASTREA, is based at Gillespie Field.
– Engineering Services Division: The division includes Wastewater, Flood Control, Design
Engineering, Environmental Services, Construction Engineering, Materials Lab, Project
Management and Flood Control Engineering and Hydrology. The Director of Public Works
has assigned the Deputy Director of Engineering Services as the County Engineer and Flood
Control Commissioner.
– Management Services Division: This division provides a variety of services to department
employees and the public. It includes Personnel, Financial Services, Communications,
Recycling, Inactive Landfills and Management Support. Special Districts serve small areas
in unincorporated areas providing a variety of services to residents in rural areas.
• San Diego County Housing & Community Development
– Improve the quality of life in our communities – helping needy families find safe, decent and
affordable housing and partnering with property owners to increase the supply and
availability of affordable housing. The Department provides many valuable services to both
property owners and tenants and strives to create more livable neighborhoods that residents
are proud to call home. Provide a benefit to low and moderate-income persons, Prevent or
eliminate slums and blight, or Meet needs having a particular urgency.
– Community Development Division Manager: Our key service programs improve
neighborhoods by assisting low-income residents, increasing the supply of affordable, save
housing and rehabilitating both business and residential properties in San Diego County. We
serve the communities of: Chula Vista, Coronado, Del Mar, El Cajon, Escondido, Imperial
Beach, Lemon Grove, Poway, San Marcos, Santee, Solana Beach, Vista, and the
unincorporated areas of San Diego County.
– The Community Development Block Grant Program (CDBG) is a federal block grant
program created by Congress in 1974. CDBG-funded projects must satisfy one of three
national program objectives:
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– In addition to funding housing and shelter programs, the County also allocates CDBG funds
toward various community improvements in the Urban County area. Participating cities,
community residents, nonprofit organizations and other county departments may submit
CDBG proposals.
• County of San Diego Emergency Preparedness & Disaster Medical Response
– Mission: To coordinate the medical/health response to disasters within the County of San
Diego to disasters.
– Function: To protect life and property within the San Diego County Operational Area in the
event of a major emergency or disaster by:1) requesting additional outside resources to
responding to medical/health related disasters; 2) coordinating all medical/health assets
within the Op Area; 3) developing plans and procedures for response to a bioterrorism event;
4) developing and providing preparedness materials for the public.
• Division of Emergency Medical Services
– Mission: Serves to coordinate the activities of prehospital and trauma center service providers
for all residents and visitors of San Diego.
– Function: Its purpose is to ensure that the quality of emergency medical services, which
includes 9-1-1 ambulance services, trauma care services, and non-emergency ambulance
services, is of the highest quality.
• County of San Diego Office of Emergency Services
– Mission: To coordinate San Diego County's response to disasters.
– Function: To protect life and property within the San Diego County Operational Area in the
event of a major emergency or disaster by: 1) Alerting and notifying appropriate agencies
when disaster strikes; 2) Coordinating all Agencies that respond; 3) Ensuring resources are
available and mobilized in times of disaster; 4) Developing plans and procedures for response
to and recovery from disasters and 5) Developing and providing preparedness materials for
the public
• County of San Diego Sheriff’s Department
– Mission: Provide Law Enforcement Services, including scene security, traffic control, crowd
control, and crime scene investigation.
– Function: To provide law enforcement services within the San Diego County Operational
Area. San Diego Sheriff policies, programs, plans, and manuals include: 1) Policies and
Procedures Manual, 2) Law Enforcement Response to Critical Incident Manual, 3)
Emergency Operations Manual, 4) Community Oriented Policing Program, 5) Citizen
Emergency Response Program, as well as the State of California’s Law Enforcement Guide
for Emergency Operations and the State Law Enforcement Mutual Aid Plan.
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Table 5.21-2
County of San Diego: Administrative and Technical Capacity
Staff/Personnel Resources Y/N Department/Agency and Position
A. Planner(s) or engineer(s) with knowledge of land
development and land management practices Y Department of Planning & Land Use (DPLU)/
Lead Planner
B. Engineer(s) or professional(s) trained in construction
practices related to buildings and/or infrastructure Y DPLU/Building Inspectors
C. Planners or Engineer(s) with an understanding of natural
and/or manmade hazards N
D. Floodplain manager N
E. Surveyors Y DPLU & Department of Public Works (DPW)/
Surveyor, Lead
F. Staff with education or expertise to assess the
community’s vulnerability to hazards N
G. Personnel skilled in GIS and/or HAZUS Y DPLU GIS Manger and DPW GIS Manager
H. Scientists familiar with the hazards of the community Y County Science Advisory Board
I. Emergency manager Y Office of Emergency Services / Emergency
Services Coordinator
J. Grant writers N Departments determine their own level of
service.
The legal and regulatory capabilities of the County are shown in Table 5.21-3, which presents the existing
ordinances and codes that affect the physical or built environment of the County. Examples of legal
and/or regulatory capabilities can include: the County’s building codes, zoning ordinances, subdivision
ordnances, special purpose ordinances, growth management ordinances, site plan review, general plans,
capital improvement plans, economic development plans, emergency response plans, and real estate
disclosure plans.
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Table 5.21-3
County of San Diego: Legal and Regulatory Capability
Regulatory Tools (ordinances, codes, plans) Local
Authority
(Y/N)
Does State
Prohibit
(Y/N)
A. Building code Y N
B. Zoning ordinance Y N
C. Subdivision ordinance or regulations Y N
D. Special purpose ordinances (floodplain management, storm water management, hillside or
steep slope ordinances, wildfire ordinances, hazard setback requirements) Y N
E. Growth management ordinances (also called “smart growth” or anti-sprawl programs) Y N
F. Site plan review requirements Y N
G. General or comprehensive plan Y N
H. A capital improvements plan Y N
I. An economic development plan Y
J. An emergency response plan Y N
K. A post-disaster recovery plan N
L. A post-disaster recovery ordinance N
M. Real estate disclosure requirements Y N
5.21.1.2 Fiscal Resources
Table 5.21-4 shows specific financial and budgetary tools available to the County such as community
development block grants; capital improvements project funding; authority to levy taxes for specific
purposes; fees for water, sewer, gas, or electric services; impact fees for homebuyers or developers for
new development; ability to incur debt through general obligations bonds; and withholding spending in
hazard-prone areas.
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Table 5.21-4
County of San Diego: Fiscal Capability
Financial Resources Accessible or Eligible to Use
(Yes/No)
A. Community Development Block Grants (CDBG) Yes
B. Capital improvements project funding UK
C. Authority to levy taxes for specific purposes Yes
D. Fees for water, sewer, gas, or electric service Yes
E. Impact fees for homebuyers or developers for new developments/homes Yes
F. Incur debt through general obligation bonds Yes
G. Incur debt through special tax and revenue bonds Yes
H. Yes Incur debt through private activity bonds Yes
I. Withhold spending in hazard-prone areas Yes
5.21.2 Goals, Objectives and Actions
Listed below are the County’s specific hazard mitigation goals, objectives and related potential actions.
For each goal, one or more objectives have been identified that provide strategies to attain the goal.
Where appropriate, the City has identified a range of specific actions to achieve the objective and goal.
The goals and objectives were developed by considering the risk assessment findings, localized hazard
identification and loss/exposure estimates, and an analysis of the jurisdiction’s current capabilities
assessment. These preliminary goals, objectives and actions were developed to represent a vision of long-
term hazard reduction or enhancement of capabilities. To help in further development of these goals and
objectives, the LPG compiled and reviewed current jurisdictional sources including the City’s planning
documents, codes, and ordinances. In addition, City representatives met with consultant staff and/or OES
to specifically discuss these hazard-related goals, objectives and actions as they related to the overall
Plan. Representatives of numerous City departments involved in hazard mitigation planning, including
Fire, Police, and Public Works provided input to the County LPG. The County LPG members were:
• Herman Reddick, County OES
• Nick Vent, DEH
• Ralph Steinhoff, DPLU
• Ken Miller, DPLU
• Lowell Grimaud, FireSafe Council
• Dan Papp, Sheriff
• Chuck Maner, CDF
• Bernice Bigelow, USFS
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• Jim Yoke, ARC
• Gary Billick, Sheriff
• Tom Davis, DPW
• Joe Gonzales, Sheriff
• Bob Eisele, A,W & M
• Thom Porter, CDF
• Lisa Prus, Water Authority
• Brad Long, DEH
• Samuel Musgrave, State OES
• Gary Adams, Fire Districts' Association
• Karl Bauer, VFDs
• Joe Tash, M&PR
• Greg S Schumsky, Pennant Alliance, Technology Office
• Patrick Buttron, HHSA, EMS
Once developed, County staff presented them to the County Supervisors for their approval.
Public meetings were held throughout the County to present these preliminary goals, objectives and
actions to citizens and to receive public input. At these meetings, specific consideration was given to
hazard identification/profiles and the vulnerability assessment results. The following sections present the
hazard-related goals, objectives and actions as prepared by County’s LPG in conjunction with the Hazard
Mitigation Working Group, locally elected officials, and local citizens.
5.21.2.1 Goals
The County of San Diego has developed the following 11 Goals for their Hazard Mitigation Plan (See
Attachment A for Goal 11).
Goal 1. Promote Disaster-resistant future development.
Goal 2. Increase public understanding and support for effective hazard mitigation.
Goal 3. Build and support local capacity and commitment to become less vulnerable to
hazards.
Goal 4. Enhance hazard mitigation coordination and communication with federal, state, local
and tribal governments.
“Reduce the possibility of damage and losses to existing assets, particularly people, critical
facilities/infrastructure, and County-owned facilities, due to”:
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Goal 5. Dam Failure.
Goal 6. Earthquakes.
Goal 7. Coastal Storm/Erosion/Tsunami.
Goal 8. Landslides.
Goal 9. Floods.
Goal 10. Structural Fire/Wildfire.
Goal 11. Manmade Hazards.
5.21.2.2 Objectives and Actions
The County of San Diego developed the following broad list of objectives and actions to assist in the
implementation of each of their 11 identified goals. The County of San Diego developed objectives to
assist in achieving their hazard mitigation goals. For each of these objectives, specific actions were
developed that would assist in their implementation. A discussion of the prioritization and
implementation of the action items is provided in Section 5.21.2.3.
Goal 1: Promote disaster-resistant future development.
Objective 1.A: Facilitate the development or updating of general plans and zoning
ordinances to limit development in hazard areas.
Action 1.A.1 Update General Plan every 10 years.
Action 1.A.2 Attract and retain qualified, professional and experienced staff.
Action 1.A.3 Identify high hazard areas.
Objective 1.B: Facilitate the adoption of building codes that protect existing
assets and restrict new development in hazard areas.
Action 1.B.1 Review Codes every 3 years.
Action 1.B.2 Establish emergency review procedures for codes.
Objective 1.C: Facilitate consistent enforcement of general plans, zoning
ordinances, and building codes.
Action 1.C.1 Staff enforcement personnel to a level to ensure compliance.
Action 1.C.2 Develop and coordinate permits for all agencies.
Action 1.C.3 Create a multi-agency permitting and enforcement team.
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Goal 1: Promote disaster-resistant future development. (continued)
Objective 1.D: Limit future development in hazardous areas
Action 1.D.1 Development should be in harmony with existing topography.
Action 1.D.2 Development patterns should respect environmental characteristics.
Action 1.D.3 Clustering should be encouraged.
Action 1.D.4 Development should be limited in areas of known geologic hazards.
Action 1.D.5 Development in floodplains shall be limited to protect lives and property.
Action 1.D.6 High fire hazard areas shall have adequate access for emergency vehicles.
Objective 1.E: Address identified data limitations regarding the lack of
information about new development and build-out potential in
hazard areas.
Action 1.E.1 Coordinate existing Geographic Information Systems (GIS) capabilities to identify
hazards.
Action 1.E.2 Develop the data sets that are necessary to test hazard scenarios and mitigation
tools.
Action 1.E.3 Utilize the Internet as a communication tool, as well as an educational tool.
Objective 1.F: Increase public understanding, support and demand for hazard
mitigation for new developments.
Action 1.F.1 Gain public acceptance for avoidance policies in high hazard areas.
Action 1.F.2 Publicize and adopt the appropriate hazard mitigation measures.
Action 1.F.3 Help create demand for hazard resistant construction and site planning.
Goal 2: Increase public understanding and support for effective
hazard mitigation.
Objective 2.A: Educate the public to increase awareness of hazards and
opportunities for mitigation actions.
Action 2.A.1 Publicize and encourage the adoption of appropriate hazard mitigation actions.
Action 2.A.2 Provide information to the public on the County website.
Action 2.A.3 Heighten public awareness of hazards by using the County Media & Public
Relations Office.
Action 2.A.4 Gain public acceptance for avoidance policies in high hazard areas.
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Goal 2: Increase public understanding and support for effective
hazard mitigation. (continued)
Action 2.A.5 Identify hazard specific issues and needs.
Action 2.A.6 Help create demand for hazard resistant construction and site planning.
Objective 2.B: Promote partnerships between the state, counties, local and tribal
governments to identify, prioritize, and implement mitigation
actions.
Action 2.B.1 Develop, Maintain and improve lasting partnerships.
Action 2.B.2 Support the County FireSafe Council.
Action 2.B.3 Promote cooperative vegetation Management Programs that incorporate hazard
mitigation.
Objective 2.C: Promote hazard mitigation in the business community.
Action 2.C.1 Increase awareness and knowledge of hazard mitigation principles and practices.
Action 2.C.2 Encourage businesses to develop and implement hazard mitigation actions.
Action 2.C.3 Identify hazard-specific issues and needs.
Objective 2.D: Monitor and publicize the effectiveness of mitigation actions
implemented countywide.
Action 2.D.1 Use the County website to publicize mitigation actions.
Action 2.D.2 Create marketing campaign.
Action 2.D.3 Determine mitigation messages to convey.
Action 2.D.4 Establish budget and identify funding sources for mitigation outreach.
Action 2.D.5 Develop and distribute brochures, CDs and other publications.
Objective 2.E: Provide education on hazardous conditions.
Action 2.E.1 Support public and private sector symposiums.
Action 2.E.2 Coordinate production of brochures, informational packets and other handouts.
Action 2.E.3 Develop partnerships with the media on hazard mitigation.
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Goal 3: Build and support local capacity and commitment to become
less vulnerable to hazards.
Objective 3.A: Increase awareness and knowledge of hazard mitigation principles
and practice among local officials.
Action 3.A.1 Use Media & Public Relations to increase the number of news releases.
Action 3.A.2 Conduct meetings with key elected officials to determine local issues and concerns.
Action 2.A.3 Continuously demonstrate the importance of pre-disaster mitigation planning to the
Board of Supervisors and other public officials.
Objective 3.B: Develop hazard mitigation plan and provide technical assistance
to implement plan.
Action 3.B.1 Coordinate the development of a multi-jurisdictional plan.
Action 3.B.2 Seek grant funding to develop countywide plan.
Action 3.B.3 Form County Working Group to update and monitor the plan.
Objective 3.C: Limit growth and development in hazardous areas.
Action 3.C.1 Update GIS mapping to identify hazardous areas.
Action 3.C.2 Enforce trespassing regulations in high-risk areas.
Action 3.C.3 Update General Plan and zoning regulations to reflect hazardous areas.
Action 3.C.4 Support transfer of development rights in hazard prone areas.
Objective 3.D: Management of wildland vegetative communities to promote less
hazardous conditions.
Action 3.D.1 Use GIS to inventory by type and vegetation age class.
Action 3.D.2 Define target class ranges.
Action 3.D.3 Develop partnerships within the communities to fix age class ranges.
Goal 4: Enhance hazard mitigation coordination and communication
with federal, state, local and tribal governments.
Objective 4.A: Establish and maintain closer working relationships with state
agencies, local and tribal governments.
Action 4.A.1 Develop multi-jurisdictional/ multi-functional training and exercises to enhance
hazard mitigation.
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Goal 4: Enhance hazard mitigation coordination and communication
with federal, state, local and tribal governments. (continued)
Action 4.A.2 Leverage resources and expertise that will further hazard mitigation efforts.
Action 4.A.3 Update the multi-jurisdictional/multi-hazard mitigation plan to include tribal
governments.
Objective 4.B: Encourage other organizations to incorporate hazard mitigation
activities.
Action 4.B.1 Encourage tribal governments to become part of the HIRT JPA.
Action 4.B.2 Establish and maintain lasting partnerships.
Action 4.B.3 Streamline policies to eliminate conflicts and duplication of effort.
Objective 4.C: Improve the County’s capability and efficiency at administering
pre- and post-disaster mitigation.
Action 4.C.1 Maintain consistency with the State in administering recovery programs.
Action 4.C.2 Work to establish a requirement that all hazard mitigation projects submitted to the
State must be reviewed by the County.
Action 4.C.3 Improve coordination with the State Hazard Mitigation Office in dealing with local
issues.
Objective 4.D: Support a coordinated permitting activities process.
Action 4.D.1 Develop notification procedures for all permits that supports affected agencies.
Action 4.D.2 Streamline policies to eliminate conflicts and duplication of effort.
Action 4.D.3 Continue to exchange resources and work with local and regional partners.
Objective 4.E: Coordinate recovery activities while restoring and maintaining
public services.
Action 4.E.1 Develop two Multi-hazard Assessment Teams (MAT).
Action 4.E.2 Develop activation and reporting procedures for the MAT.
Goal 5: Reduce the possibility of damage and losses to existing assets,
including people, critical facilities/infrastructure, and public
facilities due to dam failure.
Objective 5.A: Develop a comprehensive approach to reducing the possibility of
damage and losses due to dam failure.
Action 5.A.1 Update inundation maps every 10 years.
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Goal 5: Reduce the possibility of damage and losses to existing assets,
including people, critical facilities/infrastructure, and public
facilities due to dam failure. (continued)
Action 5.A.2 Participate in community awareness meetings.
Action 5.A.3 Develop and distribute printed publications to the communities concerning hazards.
Objective 5.B: Protect existing assets with the highest relative vulnerability to the
effects of a dam failure.
Action 5.B.1 Identify hazard-prone structures.
Action 5.B.2 Construct barriers around structures.
Action 5.B.3 Encourage structural retrofitting.
Objective 5.C: Coordinate with and support existing efforts to mitigate dam
failure (e.g., US Army Corps of Engineers, US Bureau of
Reclamation, California Department of Water Resources).
Action 5.C.1 Revise development ordinances to mitigate effects of development on wetland
areas.
Action 5.C.2 Incorporate and maintain valuable wetlands in open space preservation programs.
Action 5.C.3 Review and revise, if necessary, sediment and erosion control regulations.
Objective 5.D: Protect floodplains from inappropriate development.
Action 5.D.1 Strengthen existing development regulations to discourage land uses and activities
that create hazards.
Action 5.D.2 Plan and zone for open space, recreational, agricultural, or other low-intensity uses
within floodway fringes.
Goal 6: Reduce the possibility of damage and losses to existing assets,
including people, critical facilities/infrastructure, and public
facilities due to earthquakes.
Objective 6.A: Develop a comprehensive approach to reducing the possibility of
damage and losses due to earthquakes.
Action 6.A.1 Update Building Codes to reflect current earthquake standards.
Action 6.A.2 Participate in community awareness meetings.
Action 6.A.3 Develop and distribute printed publications to the communities concerning hazards.
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Goal 6: Reduce the possibility of damage and losses to existing assets,
including people, critical facilities/infrastructure, and public
facilities due to earthquakes. (continued)
Objective 6.B: Protect existing assets with the highest relative vulnerability to the
effects of earthquakes.
Action 6.B.1 Identify hazard-prone structures through GIS modeling.
Action 6.B.2 Build critical facilities that function after a major earthquake.
Action 6.B.3 Study ground motion, landslide, and liquefaction.
Objective 6.C: Coordinate with and support existing efforts to mitigate
earthquake hazards
Action 6.C.1 Identify projects for pre-disaster mitigation funding.
Action 6.C.2 Design and implement an ongoing public seismic risk assessment program.
Action 6.C.3 Collaborate with Federal, State and local agencies’ mapping efforts.
Objective 6.D: Address identified data limitations regarding the lack of
information about the relative vulnerability of assets from
earthquakes.
Action 6.D.1 Assess countywide utility infrastructure with regard to earthquake risk, including
public and private utilities.
Action 6.D.2 Develop and implement an incentive program for seismic retrofits.
Action 6.D.3 Encourage the public to prepare and maintain a 3-day preparedness kit for home
and work.
Goal 7: Reduce the possibility of damage and losses to existing assets,
including people, critical facilities/infrastructure, and public
facilities due to coastal storm/erosion/tsunami.
Objective 7.A: Develop a comprehensive approach to reducing the possibility of
damage and losses due to coastal storms/erosion.
Action 7.A.1 Coordinate with coastal cities to develop a comprehensive plan.
Action 7.A.2 Participate in community awareness meetings.
Action 7.A.3 Develop and distribute printed publications to the communities concerning hazards.
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Goal 7: Reduce the possibility of damage and losses to existing assets,
including people, critical facilities/infrastructure, and public
facilities due to coastal storm/erosion/tsunami. (continued)
Objective 7.B: Protect existing assets with the highest relative vulnerability to the
effects of coastal storms/erosion.
Action 7.B.1 Retrofit structures to strengthen resistance to damage.
Action 7.B.2 Encourage the public to prepare and maintain a 3-day preparedness kit for home
and work.
Action 7.B.3 Seek pre-disaster mitigation funding for coastal erosion projects.
Objective 7.C: Coordinate with and support existing efforts to mitigate severe
coastal storms/erosion.
Action 7.C.1 Review and update plans that would include coordination with cities, special districts
and county departments.
Action 7.C.2 Streamline policies to eliminate conflicts and duplication of effort.
Action 7.C.3 Develop and publish evacuation procedures to the public.
Objective 7.D: Address identified data limitations regarding the lack of
information about the relative vulnerability of assets from coastal
storms/erosion.
Action 7.D.1 Identify hazard-prone structures through GIS modeling.
Action 7.D.2 Incorporate information and recommendations from coastal cities into the hazard
mitigation plan.
Goal 8: Reduce the possibility of damage and losses to existing assets,
including people, critical facilities /infrastructure, and public
facilities due to landslide.
Objective 8.A: Develop a comprehensive approach to reducing the possibility of
damage and losses due to landslide.
Action 8.A.1 Identify potential areas based upon historical data.
Action 8.A.2 Participate in community awareness meetings.
Action 8. A.3 Develop and distribute printed publications to the communities concerning hazards.
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Goal 8: Reduce the possibility of damage and losses to existing assets,
including people, critical facilities /infrastructure, and public
facilities due to landslide. (continued)
Objective 8.B: Protect existing assets with the highest relative vulnerability to the
effects of landslide.
Action 8.B.1 Study and improve storm drains for landslide prone areas.
Action 8.B.2 Develop, adopt and enforce effective bldg codes and standards.
Action 8.B.3 Seek pre-disaster mitigation funding for landsides prevention projects.
Objective 8.C: Coordinate with and support existing efforts to mitigate landslide.
Action 8.C.1 Review and update plans that would include coordination with cities, special districts
and county departments.
Action 8.C.2 Streamline policies to eliminate conflicts and duplication of effort.
Action 8.C.3 Develop and publish evacuation procedures to the public.
Objective 8.D: Address identified data limitations regarding the lack of
information about the relative vulnerability of assets from
landslide.
Action 8.D.1 Identify hazard-prone structures through GIS modeling.
Action 8.D.2 Develop and implement hazard awareness program.
Goal 9: Reduce the possibility of damage and losses to existing assets,
including people, critical facilities/infrastructure, and public
facilities due to floods.
Objective 9.A: Develop a comprehensive approach to reducing the possibility of
damage and losses due to floods.
Action 9.A.1 Review and compare existing flood control standards, zoning and building
requirements.
Action 9.A.2 Identify flood-prone areas by using GIS.
Action 9.A.3 Adopt policies that discourage growth in flood-prone areas.
SECTIONFIVE Goals, Objectives and Actions
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Goal 9: Reduce the possibility of damage and losses to existing assets,
including people, critical facilities/infrastructure, and public
facilities due to floods. (continued)
Objective 9.B: Protect existing assets with the highest relative vulnerability to the
effects of floods within the 100-year floodplain.
Action 9.B.1 Assure adequate funding to restore damaged facilities to 100-year flood design.
Action 9.B.2 Update storm water system plans and improve storm water facilities in high-risk
areas.
Action 9.B.3 Ensure adequate evacuation time in case of major hazard event.
Objective 9.C: Coordinate with and support existing efforts to mitigate floods
(e.g., US Army Corps of Engineers, US Bureau of Reclamation,
California Department of Water Resources).
Action 9.C.1 Develop a flood control strategy that ensures coordination with Federal, State and
local agencies.
Action 9.C.2 Improve hazard warning and response planning.
Objective 9.D: Minimize repetitive losses caused by flooding.
Action 9.D.1 Identify those communities that have recurring losses.
Action 9.D.2 Develop project proposals to reduce flooding and improve control in flood prone
areas.
Action 9.D.3 Acquire properties on floodway to prevent development.
Action 9.D.4 Seek pre-disaster mitigation funding.
Objective 9.E: Address identified data limitations regarding the lack of
information about the relative vulnerability of assets from
flooding.
Action 9.E.1 Encourage the public to prepare and maintain a 3-day preparedness kit for home
and work.
Action 9.E.2 Increase participation and improve compliance with the National Flood Insurance
Program (NFIP).
Action 9.E.3 Develop and implement hazard awareness program.
SECTIONFIVE Goals, Objectives and Actions
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Goal 10: Reduce the possibility of damage and losses to existing assets,
including people, critical facilities/infrastructure, and public
facilities due to structural fire/wildfire.
Objective 10.A: Develop a comprehensive approach to reducing the possibility of
damage and losses due to structural fire/wildfire.
Action 10.A.1 Update the County Consolidated Fire Code every three years.
Action 10.A.2 Develop model Weed Abatement and Fuel Modification Ordinances.
Action 10.A.3 Utilize GIS and the Internet as information tools.
Objective 10.B: Protect existing assets with the highest relative vulnerability to
the effects of structural fire/wildfire.
Action 10.B.1 Standardize Defensible Space Clearance distances.
Action 10.B.2 Establish community-based groups to pilot chipping programs.
Action 10.B.3 Research options to provide low cost insurance to cover landowners who allow
prescribed burning on their lands.
Objective 10.C: Coordinate with and support existing efforts to mitigate structural
fire/wildfire.
Action 10.C.1 Establish a continuing wildland fire technical working group.
Action 10.C.2 Develop partnerships for a countywide vegetation management program.
Action 10.C.3 Report annually to the Board of Supervisors on the progress of fire mitigation
strategies.
Objective 10.D: Address identified data limitations regarding the lack of
information about the relative vulnerability of assets from
structural fire/wildfire.
Action 10.D.1 Identify Urban/wildland fire interface areas.
Action 10.D.2 Use GIS to map fire risk areas.
Action 10.D.3 Implement public education program to address fire dangers and corrective
measures.
5.21.2.3 Prioritization and Implementation of Action Items
Once the comprehensive list of jurisdictional goals, objectives, and action items listed above was
developed, the proposed mitigation actions were prioritized. This step resulted in a list of acceptable and
realistic actions that address the hazards identified in each jurisdiction. This prioritized list of action items
was formed by the LPG weighing STAPLEE criteria
SECTIONFIVE Goals, Objectives and Actions
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The Disaster Mitigation Action of 2000 (at 44 CFR Parts 201 and 206) requires the development of an
action plan that not only includes prioritized actions but one that includes information on how the
prioritized actions will be implemented. Implementation consists of identifying who is responsible for
which action, what kind of funding mechanisms and other resources are available or will be pursued, and
when the action will be completed.
The top 10 prioritized mitigation actions as well as an implementation strategy for each are:
Action Item #1: Coordinate the development of a multi-jurisdictional plan.
Coordinating Individual/Organization: Office of Emergency Services (OES) will work together
with all 18 Cities to develop the Plan.
Potential Funding Source: FEMA Grants/ General Funds for County and Cities.
Implementation Timeline: 1 Year
Action Item #2: Develop two Multi-hazard Assessment Teams (MAT).
Coordinating Individual/Organization: Department of Planning and Land Use will coordinate
and develop Damage Assessment teams.
Potential Funding Source: General Fund/Federal or State Grants.
Implementation Timeline: 1 year
Action Item #3: Update the County Consolidated Fire Code every three years.
Coordinating Individual/Organization: Department of Planning and Land Use (DPLU)
Potential Funding Source: General Fund/Federal or State Grants.
Implementation Timeline: 1 - 3 years
Action Item #4: Promote cooperative vegetation Management Programs that incorporate hazard
mitigation.
Coordinating Individual/Organization: OES/ DPLU/ Ag, Weights & Measures (A,W&M)
Watershed Management.
Potential Funding Source: General Fund/Federal or State grants
Implementation Timeline: 1 - 3 years
Action Item #5: Publicize and encourage the adoption of appropriate hazard mitigation actions.
Coordinating Individual/Organization: OES/ Media & Public Relations/Information
Technology(IT)
Potential Funding Source: General Fund/Federal or State grants.
Implementation Timeline: 1 - 3 years
Action Item #6: Update Building Codes to reflect current earthquake standards.
SECTIONFIVE Goals, Objectives and Actions
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Coordinating Individual/Organization: Department of Planning and Land Use (DPLU)
Potential Funding Source: General Fund/Federal or State Grants.
Implementation Timeline: 2 - 5 years
Action Item #7: Review and compare existing flood control standards, zoning and building
requirements.
Coordinating Individual/Organization: Department of Public Works (DPW)/ DPLU
Potential Funding Source: General Fund/Federal or State Grants
Implementation Timeline: 1 - 3 years
Action Item #8: Develop a Business Continuity Plan for each county department.
Coordinating Individual/Organization: All five County General Management Groups
Potential Funding Source: General Fund/Federal or State Grants.
Implementation Timeline: 1 - 3 years
Action Item #9: Develop partnerships for a countywide vegetation management program.
Coordinating Individual/Organization: OES/ DPLU/ Ag, Weights & Measures (A,W&M)
Watershed Management.
Potential Funding Source: General Fund/Federal or State grants.
Implementation Timeline: 1 - 3 years
Action Item #10: Encourage the public to prepare and maintain a 3-day preparedness kit for home
and work.
Coordinating Individual/Organization: OES/ Media & Public Relations/IT
Potential Funding Source: General Fund/Federal or State grants
Implementation Timeline: 1 - 3 years
SECTIONSIX Plan Maintenance
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SECTION 6 PLAN MAINTENANCE
This section of the Plan describes the formal process that will ensure that the Plan remains an active and
relevant document. The plan maintenance process includes a schedule for monitoring and evaluating the
Plan annually and producing a plan revision every five years. This section describes how the county and
cities will integrate public participation throughout the plan maintenance process. Finally, this section
includes an explanation of how jurisdictions intend to incorporate the mitigation strategies outlined in this
plan into existing planning mechanisms such as the County Comprehensive Land Use Plan, Capital
Improvement Plans, and Building Codes.
6.1 MONITORING, EVALUATING AND UPDATING THE PLAN
6.1.1 Plan Monitoring
The HMWG participants will be responsible for monitoring the plan annually for updates to jurisdictional
goals, objectives, and action items. If needed, these participants will coordinate through the County OES
to integrate these updates into the Plan. County OES will be responsible for monitoring the overall Plan
for updates on an annual basis.
6.1.2 Plan Evaluation
The Plan will be evaluated by County OES and by each participating jurisdiction at least every two years
to determine the effectiveness of programs, and to reflect changes in land development or programs that
may affect mitigation priorities. The Plan will also be re-evaluated by HMWG leads (or their select
jurisdictional representative) based upon the initial STAPPLEE criteria used to draft goals, objectives,
and action items for each jurisdiction. County OES and city representatives will also review the goals and
action items to determine their relevance to changing situations in the county, as well as changes in State
or Federal regulations and policy. County OES and jurisdictional representatives will also review the risk
assessment portion of the Plan to determine if this information should be updated or modified, given any
new available data. The coordinating organizations responsible for the various action items will report on
the status of their projects, the success of various implementation processes, difficulties encountered,
success of coordination efforts, and which strategies should be revised. Any updates or changes necessary
will be forwarded to County OES for inclusion in further updates to the Plan. It is envisioned that the
HMWG and each Local Mitigation Planning Team will meet annually to discus the status of the Plan.
6.1.3 Plan Updates
County OES is the responsible agency for updates to the Plan. All HMWG participants will be
responsible to provide OES with jurisdictional-level updates to the Plan when/if necessary as described
above. Every five years the updated plan will be submitted to COESS and FEMA for review.
6.1.4 Implementation Through Existing Programs
County and local jurisdictions will have the opportunity to implement recommended action items through
existing programs and procedures that are deemed appropriate. Upon adoption of the Plan, the multi-
jurisdictional participants can use the Plan as a baseline of information on the natural hazards that impact
SECTIONSIX Plan Maintenance
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their jurisdictions. They will also be able to refer to existing institutions, plans, policies and ordinances
defined for each jurisdiction in Section 5 of the Plan (e.g., General Plan, Comprehensive Plan).
6.1.5 Continued Public Involvement
County OES is dedicated to involving the public directly in review and updates of the Plan. County OES
and a representative from each participating jurisdiction will be responsible for monitoring, evaluating,
and updating the Plan as described above. During all phases of plan maintenance the public will have the
opportunity to provide feedback.
A copy of the Plan will be publicized and available for review on the County OES website. In addition,
copies of the plan will be catalogued and kept at all of the appropriate agencies in the county. The
existence and location of these copies will also be posted on the county website. The site will contain
contact information for members of the HMWG to which people can direct their comments and concerns.
All public feedback will be forwarded to the appropriate jurisdiction for review and incorporation (if
deemed appropriate). This information will also be forwarded to County OES, responsible for keeping
track of public comments on the plan.
A press release requesting public comments will also be issued after each evaluation or when deemed
necessary by the HMWG. The press release will direct people to the website or appropriate local agency
location where the public can review proposed updated versions of the Plan. This will provide the public
an outlet for which they can express their concerns, opinions, or ideas about any updates/changes that are
proposed to the Plan. The County Emergency Services Coordinator will be responsible for using county
resources to publicize the press releases and maintain public involvement through public access channels,
web pages, and newspapers as deemed appropriate.
SECTIONSEVEN References
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SECTION 7 REFERENCES
ABAG Dam Failure Inundation Hazards Guide,
http://www.abag.ca.gov/bayarea/eqmaps/damfailure/dfguide.html
Bainbridge, David 1997. The Flood Next Time. The San Diego Earth Times Web Page:
http://www.sdearthtimes.com/et1097/et1097s1.html
California Department of Boating and Waterways and SANDAG, 1994. Shoreline Erosion Assessment
and Atlas of the San Diego Region, Volumes I and II. Edited by Reinhard E. Flick, PhD.
City of Fort Collins Dam Failure Webpage, http://www.ci.fort-collins.co.us/oem/dam-failure.php
California Department of Conservation, Division of Mines and Geology 1990. Planning Scenario for a
Major Earthquake, San Diego-Tijuana Metropolitan Area. Special Publication 100.
County of San Diego, Department of Sanitation and Flood Control. Storms in San Diego County.
FEMA 2002. State and Local Mitigation Planning How-to Guide. September 2002, FEMA 386-1.
FEMA 1999. HAZUS 99 Earthquake Loss Estimation Methodology User Manual-ArcView. Developed
by FEMA through arrangements with National Institute of Building Sciences.
Frankel, Arthur, Mueller, Charles, Barnhard, Theodore, Perkins, David, Leyendecker, E.V., Dickman,
Nancy, Hanson, Stanley, and Hopper, Margaret, 1997, Seismic-hazard maps for the conterminous
United States, Map C - Horizontal Peak Acceleration with 2% probability of exceedance in 50
years, U.S. Geological Survey Open-File Report 97-131-C.
http://geohazards.cr.usgs.gov/eq/html/data.html
Governor’s Office of Emergency Services 2003. Interim Hazard Mitigation Planning Guidance for
California Local Governments. Prepared for the DRC April 21-23, 2003.
Hawk, R.N., and Christiansen, T.P., 1991, City of San Diego Ordinances and Regulations with Respect to
Geotechnical and Geological Hazards, in Environmental Perils, San Diego Region, Abbott, P.L.,
and Elliott, W.J., editors, San Diego Association of Geologists
Leighton & Associates, 1983, Seismic Safety Study for the City of San Diego, City of San Diego General
Plan
Journal of San Diego History 2002. Dry Rivers, Dammed Rivers and Floods: An Early History of the
Struggle Between Droughts and Floods in San Diego. Winter 2002, Volume 48, Number 1.
http://www.sandiegohistory.org/journal/2002-1/hill.htm
Office of Disaster Preparedness 2000. Unified San Diego County Emergency Services Organization
Operational Area Emergency Plan.
San Diego Natural History Museum Web Page 2003. Faults and Earthquakes in San Diego County.
Thomas A. Demere, Ph.D: Curator of Paleontology.
http://www.sdnhm.org/research/paleontology/sdfaults.html
SECTIONSEVEN References
W:\27653042\00500 Hazard Mitigation Plan\FINAL\00500-c-r.doc\9-Mar-04\SDG 7-2
U.S. Dept. of Commerce, National Oceanic and Atmospheric Administration 1993.
Tsunamis affecting the West Coast of the United States 1806-1992. KGRD 29.
APPENDIX A Meeting Information
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SECTION 1: HAZARD MITIGATION WORKING GROUP MEETING AGENDAS AND
SUMMARIES
Group Meeting #1: Monday, June 23, 2003, 1:00 PM
Meeting Summary
Herman Reddick (HR) gave an introduction that discussed the working group goals and introduced
David Marx (DM).
DM thanked HR and group for their participation and introduced the rest of the URS hazard
mitigation team: Diane L Douglas (DLD) as Assistant PM, Brian Sands as Assistant PM for
Maricopa County Hazard Mitigation Plan, and Chris Barkley from the Oakland office as FEMA
mitigation expert.
DM gave a PowerPoint™ presentation discussing the goals of the San Diego County Multi-
Jurisdiction Multi-Hazard Mitigation Plan (Plan), the objectives of DMA 2000, the hazard mitigation
planning process and the steps involved in developing the Plan achieving the goals. The presentation
included a discussion of the methodology that will be used to develop the Plan for San Diego
County.
The presentation also entailed a review of GIS as a tool for identifying and mapping known hazards
in SD County, and discussed the need for the working group to network with other people in their
city as well as academics and other professionals who might have specialized knowledge on hazards
in SD County and the incorporated cities. The presentation reviewed some potential mitigation
measures—changing ordinances, building codes, structural retrofits, putting in flood
protection/levees, barricades in front of buildings prone to terrorist attacks, etc. DM also discussed
the roles of the working group emphasizing the importance of having members from a range of
disciplines (e.g. planning, public works, general services, etc.) and the importance of them
networking with other professionals in their cities.
A hazard risk identification exercise was conducted to familiarize the Work Group with the approach
and concepts that will be utilized in the risk identification phase of the plan development.
The schedule of work group meeting was discussed. The work group will meet every 3 weeks and
Monday afternoon was the time preferred by the majority of attendees. The preliminary meeting
dates scheduled through December are:
7/14/03 10/6/03
8/4/03 10/27/03
8/25/03 11/17/03
9/15/03 12/8/03
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Additional meetings may be scheduled as needed to for the project.
Action Items
URS indicated that a preliminary identification of risks would be developed and presented to the
Work Group at the next meeting. It is envisioned that a number of GIS displays will be presented.
The following three action items were requested of the Work Group members:
1. Each Work Group member was requested to identify a jurisdiction-level Local Mitigation
Planning Team. Members might include: decision-makers from police, fire, emergency
services, community development/planning, public works, transportation, economic
development, public works and emergency response/services personnel within their City.
The jurisdiction-level Local Mitigation Planning Team will assist in identifying the specific
hazards/risks that are of concern to each City and to prioritize hazard mitigation measures.
The member of the Work Group would bring this information to future Work Group
meetings. Each City should convene these jurisdiction-level Local Mitigation Planning
Teams as soon as possible in order to provide City-specific input to the multi-jurisdictional
planning effort and to assure that all aspects of each City’s concerns are addressed. In the
absence of input from an individual City, the Plan to be developed will utilize a consensus
from the Work Group for risk and mitigation priorities for that City.
2. Work Group members were asked to identify potential meeting rooms in their City that could
be used for a future Work Group/Public meet in their area.
3. Compile a preliminary list of major disaster/hazard events that have occurred in each
jurisdiction in the recent past (at least 25 years, and longer if this information is available).
The list should include at a minimum what the event was, when it happened and whether a
state-of-emergency was declared (state or federal). If information is available regarding the
level of response, costs to respond, and cost of damage caused by the event
Group Meeting #2: Monday, July 14, 2003, 1:00 PM
Agenda
Introductions
Local Mitigation Planning Team
Schedule
Key Dates/Near-Term, Long-Term
GIS’s Role in the Planning Process
GIS – Definition
Sources/Matrix
Limitations of Data
Planning Process – Where Are We Now ?
Assessing Risks – Steps 1-4
List of Major Disaster/Hazard Events
GIS – Assessing Risks – Step 1/Identify Hazards
APPENDIX A Meeting Information
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Coastal Storm/Erosion
Dam Failure
Drought
Earthquake
Flood
Hazardous Materials Release
House/Building Fires
Landslide
Nuclear Materials Release
Terrorism
Tsunami
Wildfire
Wind Storm
What’s Next ?
Step 2: Profile Hazard Events
Step 3: Inventory Assets
Step 4: Estimate Losses
Next Meeting – Time and Location
Meeting Summary
Herman Reddick gave an introduction that discussed the working group goals and introduced David
Marx. Several media representative were present at the meeting as a result of the press release that was
issued for the Hazard Mitigation Planning effort on July 9, 2003.
David Marx gave a brief overview of the hazard mitigation planning process because a considerable
number of representatives that were not at the first meeting attended this meeting. He explained that the
project was in the hazard identification stage and that the focus of the Work Group meeting was to reach
consensus as to what hazards should be included in the Plan. Angela Johnson, the URS GIS Coordinator
for the project presented the general concept and information that was available for a list of potential
hazards. URS presented GIS-generated graphics for each of the hazards identified in San Diego County
and each of these hazards was discussed as follows:
Coastal Storm/Erosion: URS presented a map showing areas subject to high winds and surf
during coastal storms and coastal areas prone to erosion. A representative from the City of
Encinitas brought up the incident that occurred where the house fell down in Encinitas due to
erosion and a coastal storm. It was also mentioned about the woman being killed in Encinitas
during similar circumstances. The Work Group indicated that this hazard should be profiled for
the Plan and that tsunamis should be consolidated into this category because the same
communities in the County would be affected.
Dam Failure: URS presented a map showing the dams located in the County. It was mentioned
that in addition to dams, some very large water storage tanks are being planned and/or installed in
the region and that failure of these structures should be considered as well as dam failures. HR
indicated that OES has dam inundation zones map. David Marx indicated that the OES maps
would be used unless an individual city provided more current information that the city desired to
APPENDIX A Meeting Information
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be used instead of the OES maps. It was mentioned that El Nino events can affect storm flows—
not necessarily a disaster, but it could be. David Marx mentioned that it would be useful to find
out at what point dam operators release water when storms are predicted (i.e. 90% or 95%). The
Work Group indicated that this hazard should be profiled for the Plan.
Drought/Water Supply: It was mentioned that several jurisdictions have water conservation
plans in place. One team member also mentioned that "water" as a resource is really more of the
issue category than "drought". There was also a discussion of wells drying up due to excessive
draw down. This was generally considered to be a resource management issue and not a hazard
mitigation issue. The concept of mapping most “water dependent” resources (e.g. agriculture)
was discussed. Some mitigation measures mentioned including covering canals, mandating low-
flow faucets, and water conservation plans were also discussed. A concern was also expressed
regarding water districts manipulating the water supply, or reallocation of Colorado River Water
so less or none came to southern CA.
The Work Group did not reach consensus regarding whether or not drought should be included in
the Plan. Work Group members were requested to discuss this with their local teams and report
back their opinions at the August 4 meeting.
Earthquake: URS presented a map showing the earthquake zones in the County. The Work
Group acknowledged that earthquakes are a major issue in the region and indicated that this
hazard should be included in the plan.
Flooding: URS presented a map showing the 100-year and 500-year flood zones in the County.
The Work Group acknowledged that floods are a major issue in the region and indicated that this
hazard should be included in the plan.
Hazardous Materials: Concerns were express by Work Group members regarding showing
maps with hazardous materials users to the public, especially acutely hazardous materials sites for
which regulation prevent consolidating on a map for general distribution. URS emphasized that
this information would be designated as “For Official Use Only” (FOUO) and would not be made
available to the public. David Marx indicated that URS works on many projects for the
Department of Homeland Security and FEMA and that URS regularly practices FOUO
procedures, including executing confidentiality statements as necessary. The Work Group was
reminded that a FOUO policy document was distributed at the June 23, 2003 Work Group
meeting and URS requested that the Work Group revisit this policy and suggest any changes that
would be necessary. The Work Group agreed that hazardous materials needs to be included in
the Plan, but that a mechanism for how to do this without compromising sensitive information
needs to be further developed.
House/Building Fire: A member of the Work Group mentioned that houses built before the fire
codes went into effect should be considered in the Plan. It was also mentioned that a lack of water
availability/pressure could be a factor in determining some areas as "high risk”. One member
suggested that household and wild fires should be considered together as one hazard category.
There was discussion that a fire like the Chicago fire (one where involving extensive structures in
an urban setting) would not likely occur except on canyon ridges, and this type of canyon fire
APPENDIX A Meeting Information
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would really be considered a small wild fire. The Work Group concurred that wild fires and
structural fires should be addressed in the Plan as one category.
Landslides: URS presented a map showing areas of steep slopes, liquefaction/slide prone areas,
as well as known landslide areas in the County. The Work Group acknowledged that landslides
should be included in the plan.
Nuclear Material Release: This topic was briefly discussed. The general consensus was that
San Onofre and the Department of Defense have their own release prevention and response
programs in place. The Plan would address this issue by identifying the mitigation and regulatory
programs that are in place for these entities.
Terrorism: The issue of sensitive information was discussed for terrorism as it was for hazardous
materials. Several members of the Work Group indicated that including this topic in the plan
without compromising sensitive information was essential. This issue will be addressed in future
meetings.
Wild Fires: URS presented a map showing open space areas and the location of historic fires in
the County. The Work Group acknowledged that wild fires are a major issue in the region that
should be included in the plan and that wild fires and structural fires should be consolidated in
one category.
Windstorms: The issue of windstorms was discussed and the Work Group indicated that this
hazard was not that significant in the County and did not need to be included as a separate
category in the plan. Wind impacts related to Coastal Storms would be addressed in the Coastal
Storms analysis.
The topic of public involvement was discussed after the potential hazards were compiled. Although
several participants recognize the value of public involvement, there was considerable concern that the
public would have access to confidential information. David and Herman assured the group that there
will be tight control of information and that ultimately all-sensitive information would be handled in
accordance with the FOUO policy distributed at the first Work Group meeting.
D.P. Lee expressed some concerns about the aggressive schedule and wanted to know why we were
aiming for April 2004 when the plan isn’t due until November 2004. David explained that the FEMA
review process for mitigation plans was new, and therefore the plan needs to be submitted on a schedule
that allows time for Plan review by FEMA and revisions so that the revised plan would be complete prior
to November 2004.
Action Items
Public works department to provide flood data if desired.
1. Worksheets 1 and 2 (Inventory of Assets – Confidential/Non-Confidential). Members were also
asked to go back to their jurisdictions and find out whether drought should be included in the
program.
APPENDIX A Meeting Information
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2. Individual jurisdictions may add a level of detail to the fire and hazard analyses to be included in
the plan by providing City-specific information.
• Fire - Useful information would include areas predominantly containing structures built before
fire code went into effect, areas that have a high concentration of structures that are considered
“high risk”, and areas without adequate water or water pressure to fight fires by local fire
agencies.
• Flood - Public Works Department to provide flood data if desired.
Each City was requested to provide this information for their City if they desired
it to be included in the Plan. URS requested that the Cities advise URS if this
information would be forthcoming for each jurisdiction.
After meeting comments:
It was noted that some of the jurisdictional boundaries on the maps were incorrect. These will be updated
with SanGIS data. Fire Chief Larry Webb requested 11x17s and .pdf versions of his jurisdictions hazards
be sent to him. He also mentioned that his city and 4 others recently installed a new emergency response
system. It has past incidents, areas that are targeted for future incidents and more. He indicated that the
contact for this information is Charlie Knust.
A representative from the City of Chula Vista noted that the Division of Mines and Geology has recently
updated fault line data for southern California. He also mentioned that liquefaction from earthquakes was
a concern in Chula Vista. It should be noted the recent information from the California Division of Mines
& Geology has already been incorporated into the GIS data layers for this project.
Group Meeting #3: Monday, August 4, 2003, 1:00 PM
AGENDA
Introductions
Schedule
Key Dates/Near-Term, Long-Term
Collect Homework Assignments/Action Item Status
Planning Process – Where Are We Now?
Assessing Risks – Steps 1-4
Step 2 - Profiling Hazards
GIS – Assessing Risks – Step 2/Profile Hazards
Coastal Storm/Erosion/Tsunami
Dam Failure
Drought (Do we include?)
Earthquake
Flood
Fire – Wildfire/Structure Fire
Landslide
For Official Use Only Profiling
Hazardous Materials Release
APPENDIX A Meeting Information
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Nuclear Materials Release
Terrorism
What’s Next?
Step 3: Inventory Assets
Step 4: Estimate Losses
Homework Assignments
Next Meeting – Time and Location
Meeting Summary
Herman Reddick gave an introduction that discussed the working group goals and introduced David
Marx, Angela Johnson, and Theresa Miller from the URS Team. Each of the present work group team
members identified themselves and the jurisdictions/agencies they were representing.
David Marx gave a brief overview of the hazard mitigation planning process. He explained that the
project is in the hazard profiling stage and that the focus of the Work Group meeting was to reach
consensus as to methodologies utilized in profiling each of the identified hazards and to provide updated
jurisdictional information where possible. Marx discussed the project schedule and key dates mentioning
that the meeting on September 15th would be a half-day discussion from 11am-5pm. This meeting will
break down into jurisdiction focus groups and the initial goals, objectives and mitigation strategy for each
jurisdiction would be developed. In addition to the Point of Contact (POC), representatives from each
jurisdiction’s local planning team were encouraged to attend this meeting. A web address
(www.fema.gov/fima/planhowto.shtm) was given out and members were encouraged to read FEMA’s
How-To-Guides 2 and 7 to help familiarize themselves with the project and their role in the process.
Marx discussed that the group was in the planning process, noting that the asset inventory and loss
estimation phases of the risk assessment as well as the capabilities assessment and goals & objectives
portions of the mitigation plan itself were upcoming. A display board was presented that identified all
action items/homework assignments to date. This table will be updated and e-mailed by URS to the work
group team members to help jurisdictions track their participation in the planning process.
Angela Johnson presented the profiling methodologies for each of the hazards, discussing the data used
for analysis. URS presented GIS-generated display boards for each of the hazards identified in San Diego
County and each of these hazards was discussed as follows:
Coastal Storm/Coastal Erosion/Tsunamis: URS presented a map showing historic tsunami
events, coastal erosion data, historic shoreline data, FEMA flood data, wind zone information,
drain locations, and low-lying topographic areas that would be most susceptible to coastal
flooding. A shoreline assessment study generated by SANDAG and the California Department of
Boating and Waterways was discussed as it contained a breakdown of the entire coastline in
shoreline risk assessment categories of high, moderate, and low risk. A GIS aerial of Moonlight
Beach in Encinitas was shown and discussed in detail since a detailed erosion study had been
conducted by the US Army Corps of Engineers (ACOE) for this area. Members were encouraged
to forward any similar detailed studies to URS for inclusion in the profiling.
APPENDIX A Meeting Information
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Marx requested that representatives form each city along the coast check to see if other coastal or
wave run-up studies have been conducted (or data compiled) in their jurisdictions by their
planning, public works departments or others. He requested that any studies that have been
conducted and are available be provided. He also mentioned that if data is not available for a
coastal jurisdiction, conducting a study to better understand wave run-up potential could be a
good mitigation measure for some coastal jurisdictions to include in the mitigation plan. A
consensus of the group was reached that URS will use the best available data for profiling this
hazard category. A question was raised relating to evacuation plans and whether those
would/could be considered mitigation measures. It was agreed that they should be included.
Dam Failure: URS presented a map showing dam locations, their inundation areas, their hazard
ratings, and whether or not each dam location had an emergency plan in place. It was mentioned
that Olivenhain Dam was added to the map and that URS was attempting to obtain the inundation
areas associated with this new project. There was a question raised as to the hazard ratings and
how they were determined. Johnson stated that this was a FEMA-defined category and gave
FEMA’s definitions for each including high/significant/and low rating definitions. It was
discussed whether or not these ratings could be updated/changed. One local jurisdiction felt their
hazard ratings were incorrect and mentioned that they would contact the state to resolve and
report back to the work group their findings. Marx mentioned that it might be helpful to break this
map into water district categories and have each district report back any inconsistencies. This was
added to the action items list for the URS team.
It was mentioned that large water tanks were not added to the map for consideration in this
category because a good county database was not available. Jurisdictions were therefore
encouraged to add these tanks to their inventoried assets lists if they wished them to be
considered in this hazard profiling. A question was raised as to what would be considered “large”
for purposes of inclusion and Marx stated that “anything large enough to cause worry for
collateral damage” should be included. This was added to the jurisdictional action items list as an
optional task.
Drought/Water Supply: Drought was again discussed as a possible hazard category for
inclusion. It was mentioned that although there is some data available relating to this category
(e.g. average precipitation rates, climate zones, land use data, drought severity index maps, and
crop moisture index maps); “drought” as a category was difficult to profile. It was again
mentioned that the issue was “water” not “drought” and that there were several local water
conservation plans already in place within the County. It was also mentioned that most of the
water used in the County was imported and that individual jurisdictions have limited ability to
influence this.
A question was raised as to whether or not FEMA money could cover interruption to business
(e.g. agricultural fields dry up and lose money due to drought). Marx stated that he was not aware
of FEMA funds being awarded to business interruption losses, but it was added to the URS action
items list to be researched. It was concluded by the work group that if FEMA covers this, drought
would be included as a hazard category; if not, drought would be dropped from the hazard list.
APPENDIX A Meeting Information
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Earthquake: URS presented a map showing fault zones, peak ground acceleration rates, and
landslide/liquefaction areas. Soil information was also included in the profiling but not shown on
the map. US Geological Survey (USGS) Peak Ground Acceleration (PGA) ratings as well as local
PGA ratings were discussed in detail. Marx explained that during an earthquake damage would
occur via one of two mechanisms; (1) the ground shaking would cause damage directly to
structures if the shaking is severe enough, and (2) groundshaking would cause landslides or
liquefaction that would damage structures. He posed the question to the group whether or not to
use as a mitigation planning level 0.4 PGA (a level where significant structural damage would be
expected) for ground shaking or a more conservative 0.3 level. The issue of using the USGS zone
boundaries or boundaries developed in local studies was also discussed. It was also mentioned
that profiling for this category will be handled in the GIS loss estimation tool, HAZUS as
recommended by FEMA. Miller mentioned that updated earthquake shaking potential maps were
being released in hard copy format only. It was mentioned that this information, when obtained,
would be incorporated into the profiling. The group indicated that the more conservative values
and boundaries should be utilized as appropriate.
Flooding: URS presented a map showing the FEMA flood information for the county. FEMA
breaks down the county into high, moderate, and low risk category areas utilizing the 100-yr and
500-yr flood zones as break points. It was noted that the FEMA flood information utilized in the
profiling was obtained through SanGIS. The consensus of the work group was that the FEMA
flood mapping was generally good and should be utilized. A question was raised that the date of
this information could have been updated recently to include local updates. URS added this to
their action items list to contact SanGIS and make sure the data being utilized is FEMA’s most
current available data.
Wildfire/Structure Fire: URS presented a map showing the wildfire hazard level threat for the
entire county. This model, generated in January of 2003 by the California Department of Forestry
- Fire and Resource Assessment Program (CDF-FRAP) incorporates fire frequency as well as
potential fire behavior. Included in this modeling was a breakdown of the county by surface fuel
categories. A fuel-ranking model was also an input data source for this overall “threat” model.
The fuel ranking methodology included vegetation, topography, weather, wind speed, humidity,
temperature, fuel moisture, and slope. It was determined that this was the most complete,
accurate, and detailed information available for the entire county and thus would be utilized in the
profiling. Historic fire information was also obtained from the USDA Forest Service as well as
the Fire Sciences Laboratory. Local jurisdictions were again encouraged to provide jurisdiction-
level fire information if they wished it to be included. It was noted that although the map targets
“wildfire”, structure information would be included in the next portion of the risk assessment and
loss estimations would be inclusive of this information. Marx mentioned that a URS action-item
was to create jurisdiction-level vulnerable resource and asset maps with this fire threat
information included.
Landslides: URS presented a map showing zoned earthquake faults, soil-slip susceptibility
information, geohazard information (e.g. landslide/liquefaction/ and slide prone formation areas),
high and low liquefaction areas, steep slope areas, historic landslide events, and existing
structural information. It was mentioned by a geologist in the work group that the information in
APPENDIX A Meeting Information
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maps by Tan does not appear to be included. URS added to their action items to research this.
Marx encouraged jurisdictions to identify any areas in their region that were susceptible to
landslides if they were not already identified on the map.
FOUO Profiling: Marx discussed the three hazard categories that will be profiled separately.
Hazardous Materials Release, Nuclear Materials Release, and Terrorism will be handled in a
separate “For Official Use Only” appendix to the overall mitigation plan. Manmade hazards
including modes of contamination, types of hazards, and extent of contamination will also be
addressed in this separate appendix. It was also noted that there are several local plans that
discuss these hazard categories in detail. They will be referenced in this appendix rather than
duplicating efforts in this plan.
The meeting concluded with a discussion of what’s upcoming in the planning process. It was mentioned
that URS is in the process of receiving updated asset inventory lists for the county and will generate
jurisdictional maps of this information as soon as it is incorporated into the URS GIS repository. When
discussing asset inventory, it was mentioned that the City of San Diego have Unreinforced Masonry
(URM) building maps and that the City of San Diego lead Ali Fattah should be contacted to obtain this
information. URS added this to their action item list.
URS passed out 2 handouts, which will be emailed, to the workgroup. One is a capability assessment
worksheet, the other an insert from the FEMA How-to Guide that describes the jurisdiction’s role for this
portion of the project (Capabilities Assessment/Goals & Objectives). The next meeting will be held at the
OES office at 1:00pm on Monday, August 25, 2003.
Action Items
♦ URS will email to work group copies of the Action Items Worksheet. Jurisdictional
representatives will review and update if necessary.
♦ Work Group members in areas along the coast were requested check with their jurisdiction’s
to identify if coastal erosion or wave run-up studies have been conducted. If available, these
studies should be forwarded to URS for inclusion in the Coastal Storm/Coastal
Erosion/Tsunami profiling.
♦ URS will breakdown dam information by water district for updates and inclusion in the dam
failure profiling.
♦ URS to include Olivenhain Dam inundation areas if provided by the water district.
♦ Jurisdictions to provide URS with the size and location of any water storage tanks that are
large enough to cause collateral damage that the jurisdiction is concerned about from a
disaster perspective. These tanks will be included in the dam failure profiling.
♦ URS to research FEMA funding as it relates to losses due to drought.
♦ URS to obtain and incorporate latest USGS earthquake shaking potential mapping.
♦ URS to research FEMA data being utilized and update with the most current data for coastal
and flood profiling.
APPENDIX A Meeting Information
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♦ URS to create jurisdictional-level asset maps with overlays for flood, fire, earthquake, and
landslide profile information.
♦ URS to research and incorporate “TAN” landslide information into landslide hazard
profiling.
♦ Jurisdictions to identify areas susceptible to landslides that are not already identified on the
profiled map and provide them if they would like them to be considered in the Plan.
♦ URS to receive and incorporate latest asset inventory information for jurisdictional-level
mapping.
♦ URS to research URM building maps, obtain, and incorporate into landslide profiling if
possible.
♦ Jurisdictions to complete and return Capability Assessment worksheet.
After meeting comments:
Several representatives requested copies of their local jurisdiction maps. Once the updated inventory of
assets is received, URS will incorporate this information onto jurisdictional-level hazard profile maps and
distribute to each of the jurisdictions.
Group Meeting #4: Monday, August 25, 2003, 1:00 PM
AGENDA
Introductions
Schedule
Key Dates/Near-Term, Long-Term
Collect Homework Assignments/Action Item Status
Assessing Risk
Inventory Assets
ArcExplorer Tool
Estimate Loss
Developing the Mitigation Plan
Assess Mitigation Capabilities
Develop Goals and Objectives
What’s Next?
Identify and Prioritize Mitigation Measures
Prepare an Implementation Strategy
Homework Assignments
Next Meeting – Time and Location
Meeting Summary
APPENDIX A Meeting Information
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Herman Reddick gave an introduction that discussed the working group goals. David Marx, Angela
Johnson, Theresa Miller and Diane Douglas were present from the URS Team. Each of the present work
group team members identified themselves and the jurisdictions/agencies they were representing.
David Marx gave a brief overview of the hazard mitigation planning process. He explained that the
project just passed the risk assessment stage and was in the beginnings of the capabilities assessment
process. Loss estimation will begin shortly, once all the data needed for the model is acquired from the
jurisdictions. Marx discussed the project schedule and key dates, and it was agreed upon by the Work
Group that the meeting on September 15th would be a half-day plus discussion from 9am-3pm in
Carlsbad. Each jurisdiction was again encouraged to have all of the members of their local planning teams
attend. This meeting will break down into jurisdiction focus groups and the initial goals, objectives and
mitigation strategy for each jurisdiction would be developed. In addition to the Point of Contact (POC),
representatives from each jurisdiction’s local planning team were encouraged to attend this meeting.
Risk assessment maps were distributed to each jurisdiction along with a CD that contained GIS files of
the base features used to create the maps, critical facilities layer, and a tool to view the files
(ArcExplorer). A short time was spent reviewing the maps, and a demonstration on using ArcExplorer
was given by Angela Johnson. (It was reported that drought was removed from the plan as a hazard
because it was determined that no FEMA funding has ever been allocated for drought-related disasters).
Maps for each jurisdiction were distributed showing the hazards and critical facilities in each jurisdiction.
The jurisdictions reviewed their maps and asked questions during approximately 30 minutes of the
meeting that was allocated for this purpose. Members of the URS team circulated through the room
during this period to answer any questions and to provide clarification related to the information/maps
distributed.
Jurisdictions were asked to further review the maps in detail and notify URS of changes on any aspect of
the maps as soon as possible especially if there were changes to critical facility information. It was
discussed that for each jurisdiction, although it may not own certain critical facilities (i.e. post offices,
schools, etc.), it is important to understand which facilities are located in the community and plans to
minimize impacts related to disasters to facilities throughout the jurisdictions should be included. It was
also noted that this plan should help jurisdictions develop coordination and communication with agencies
that have facilities in their jurisdiction.
The meeting concluded with a discussion of what’s upcoming in the planning process. It was mentioned
that URS is in the process of updating hazards and critical facilities for input into HAZUS for the Loss
Estimation step. Public workshops are upcoming and Marx opened the floor for requests/suggestions for
format of the meetings. It was determined that the Work Group #1 meeting presentation would be
tailored to a community workshop presentation.
URS passed out 2 handouts, which will be emailed, to the workgroup. One is the goals and objectives
worksheet #4, and the other is an example of a Mitigation Plan, with an excerpt from the How-to Guide
called Example of Goals and Objectives. The next meeting will be held in Carlsbad at 9:00am on
September 15, 2003.
Action Items
APPENDIX A Meeting Information
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♦ URS will email to work group copies of the Action Items Worksheet, and all Worksheets in
excel or Word format. Jurisdictional representatives will review and update if necessary.
♦ URS will send the PowerPoint presentation from Work Group #1 to jurisdictions for their use
in educating the City Councils about the Hazard Mitigation Plan.
♦ URS will send portions of results of preliminary loss estimations to jurisdictions before the
next meeting as they become available.
♦ URS will tabularize critical facilities that fall within each hazard category (e.g. high,
moderate, low); this will be sent to the Work Group when completed.
♦ URS to incorporate “TAN” landslide information into landslide hazard profiling.
♦ Jurisdictions to review profiling maps, including critical facility information, and contact
URS with updates/changes.
♦ URS will incorporate jurisdictional information on critical facilities and include in profiling.
♦ Jurisdictions to complete and return Goals and Objectives worksheet.
♦ Jurisdictions to prepare preliminary list of mitigation measures for each hazard in their
respective jurisdiction and bring with them to the upcoming meeting.
Group Meeting #5: Monday, September 15, 2003, 10:00 AM
AGENDA
Schedule/Planning Process
Vulnerability Assessment/ Loss Estimation
Break
Workshop
Jurisdictional Vulnerabilities
Capability Assessment
Lunch
Goals and Objectives
Actions
Homework Assignment
Meeting Summary
Herman Reddick welcomed the group and introduced URS. David Marx, Angela Johnson and Diane
Douglas were present from the URS Team. D. Marx asked how many were participating in the working
group for the first time and several raised their hands. Because several members were new, David
provided a brief review of the hazard mitigation planning process and gave overview of what we were
trying to accomplish today. He noted that the Draft Risk Assessment and Introduction Section of the plan
would be ready for submittal soon. David went over the overall organization of the plan, noting that the
plan organization closely followed the hazard profile layers depicted on the GIS maps. The greatest
concern expressed by the group seemed to be the final format for the plan—they wanted to know the level
APPENDIX A Meeting Information
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of detail they were required to provide in their exercises/worksheets as well as on their map corrections.
Evidently some critical facilities were incorrectly plotted, and were off by a few blocks. David stated that
as long as the designation for the critical facilities was consistent the plan should be okay (i.e. fire stations
plotted off by a few block but still in the appropriate hazard category (low hazard or high) was adequate).
In other words, exact street address accuracy need not be considered when they are proofing GIS maps.
D. Marx went through the presentation on a step-by-step basis—stopping after he gave an introduction to
each exercise to allow the group time to work through the exercise.
Much of the day was spent with the group actively working through the worksheets needed to complete
the plan. For each exercise, David gave a brief presentation that explained the relevant worksheet and its
intent. Then David, Diane and Angela roamed the room answering questions as the groups filled out their
sheets. It was not anticipated the sheets would be completed today, but the workshop was designed to
give the group a good handle on the type of data/information that what was expected so they could
complete the worksheets in the upcoming weeks. The group took worksheets with them to complete by
the end of October.
Action Items
• Hermann asked the working group to hand in the CDs with SANGIS data and delete any of their
downloads
• October 31 – due date for worksheets handed out today
• User-friendly electronic copies of worksheets in .doc and .xls will be emailed to Herman for
distribution to the group.
Group Meeting #6: Monday, December 8, 2003, 1:00 PM
AGENDA
Jurisdictional Progress on Worksheets
Worksheet #1/Current Jurisdictional Vulnerabilities
Worksheet #2/Future Jurisdictional Vulnerabilities
Worksheet #3/Capabilitiy Assessment
Worksheet #4/Preliminary Goals & Objectives
Worksheet #5/Preliminary Actions
Worksheet #6/STAPLEE Criteria Worksheets
New Long-Term Key Dates
Changing Needs to the Plan as a Result of the Fires
Public Meeting Dates and Locations
Reminder to Complete Homework Assignments
Meeting Summary
Herman Reddick welcomed the group and introduced URS. David Marx and Angela Johnson were
present from the URS Team. Herman then asked each member present to identify him/herself and the
APPENDIX A Meeting Information
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jurisdiction they were here representing. After introductions were made, Herman went on to briefly
explain where we were at in the overall planning process in light of the San Diego Firestorms in October.
FEMA has issued a month reprieve on the document submittal, so Herman indicated that the worksheet
due dates for the jurisdictions would be moved from November 25th to December 24th.
David then led a round-table discussion asking municipalities to comment on the items they had identified
in their worksheets (specifically Goals, Objectives, and Action items) and whether, in light of the recent
fires, these had been influenced. Several jurisdictions spoke up (including Poway, Solana Beach, the City
of San Diego, and Escondido) explaining that their plans had actually identified measures that they had
indeed run into during the Firestorms (e.g. brush management issues). Several agreed that, although the
homework assignments given for this project have been tedious, they have been a big help in defining
jurisdictional level goals, objectives and mitigation measures to include in the overall plan.
Several of the jurisdictions went on to explain that they have already contacted and met with their Board
of Supervisors/City Managers to get them on-board with the project and the decisions that have been
made by the planning team members up to this point. Poway, Escondido, and Solana Beach mentioned
they already had scheduled dates to present their preliminary goals, objectives, and action items at
scheduled City Board Meetings.
David reiterated that all jurisdictions need to run this information by their Boards and City Managers for
approval and complimented those jurisdictions that had already done so. David went on to ask each
jurisdiction where they were at in completing the six required homework assignments and mentioned the
jurisdictions (Solana Beach, Escondido, and the City of San Diego) that received gold stars for
completing all of their homework to date. The County of San Diego, National City, and Poway were also
complimented for completing and handing in most of their homework assignments to URS.
Representatives from the City of Solana Beach, the City of San Diego, and the City of Poway addressed
the room and gave examples of their completed work and offered help to others who might have
questions. It was noted that neighboring jurisdictions should also, if possible, review each other’s goals,
objectives and action items so that they are aware of what each is doing. It was expressed that certain
goals might be more geographic in nature and therefore could be addressed by neighboring jurisdictions
in a similar manner in all plans for continuity.
David then led further discussion about the changes the plans will need to make as a result of the October
Fires. Most jurisdictions agreed that the fires were of no real consequence to the more general action
items that had been identified previous to the recent disasters and agreed that their goals, objectives, and
action items would remain relatively unchanged. David did note that the hazard identification/risk
assessment portions of the Hazard Mitigation Plan itself would have significant updates including
changes to the mapping efforts for several hazard categories, including fire, flood, and landslide.
Public Meeting Dates were then discussed including the format, number of interested parties, locations
and times of these meetings. Several jurisdictions offered up their facilities for meeting locations
including San Marcos, Poway, Carlsbad, Chula Vista, and El Cajon. It was also suggested that a pre-
briefing meeting be held for members of the press dating a couple of weeks before the public meetings to
help get the right message across to the public. Mr. Marx asked that jurisdictions contact URS about the
APPENDIX A Meeting Information
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dates of January 20-22nd (Tues-Thru) as well as the following week, January 27th-29th about possible
public meeting dates locations/times. It was decided that the meetings would be held to cover geographic
regions including (North County, East County, South Bay, San Diego North, and San Diego South). The
meeting times would most likely be held in the evenings from 5-7pm or 6-8pm. Regional hazard maps
without critical facilities would be shown as well as a PowerPoint presentation for prospective attendees.
The discussion of public meeting dates rolled into the overall plan Key Dates. Copies of the revised Key
Dates were handed out to each participant.
The meeting was concluded with several jurisdictions asking for copies of blank homework assignments
as well as a copy of the CD URS produced containing digital versions of all required homework
assignments. Copies of the County of San Diego, Escondido, Solana Beach, as well as the City of San
Diego’s goals/objectives/action item homework assignments were passed out as examples for requesting
jurisdictions.
Action Items
Hermann asked the working group to email digital versions of all homework assignments to URS by
December 24th.
Jurisdictions were to respond back via email to Herman and URS about meeting location dates/times as
well as location availabilities.
APPENDIXA HMWG/Public Meeting Information
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SECTION 2: PRESS RELEASES AND PUBLIC NOTICES
Public Notice:
APPENDIXA HMWG/Public Meeting Information
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Public Meeting Schedule:
MULTI-JURISDICTIONAL/MULTI-HAZARD MITIGATION
PLAN PUBLIC MEETING SCHEDULE
The County of San Diego and all 18 Cities, assisted by its consultant, URS, are holding a series
of workshops to solicit input from the public. The workshops will include a presentation of the
risk analysis prepared for the potential hazards that were identified as regionally important to the
Hazard Mitigation Working Group. These public workshops will be held at various locations
throughout the County over a three-week period as follows:
NORTH COUNTY: Thursday, January 22nd - 5-8 pm
San Marcos Civic Center, 1 Civic Center Drive, San Marcos, 92069
EAST COUNTY: Tuesday, January 27th - 5-8 pm
El Cajon Community Center,
195 E. Douglas Avenue, El Cajon, 92020
SAN DIEGO CITY (South): Wednesday, January 28th - 5-8 pm
Valencia Park/Malcolm X Branch Library, Community Room
5148 Market Street, San Diego, 92114
SOUTH COUNTY: Thursday, January 29th - 5-8 pm
Public Works Corporate Yard Lunch Room
1800 Maxwell Road, Chula Vista, CA 91911
SAN DIEGO CITY (North): Wednesday, February 4th - 5-8 pm
Scripps Ranch Branch Library, Community Room
10301 Scripps Lake Drive, San Diego, 92131
“Public input into this process is very important and residents are encouraged to attend the
workshops, make comments and ask questions. Without ideas from the public, the plan will not be
nearly as effective; we are counting on a high degree of public participation to help shape this plan,”
said Deborah Steffen, Director of the Office of Emergency Services.
The planning document will focus on potential impacts of disasters such as
earthquakes, fires and floods, along with manmade hazards including terrorist
attacks. The plan, once complete must go to the County Board of Supervisors and
the respective City Councils for adoption.
San Diego County is one of the first in the State to tackle this planning effort on a region-
wide basis, and the County’s plan will likely be considered a model for other agencies to follow.
APPENDIXA HMWG/Public Meeting Information
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Second Public Notice:
APPENDIXA HMWG/Public Meeting Information
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Report Posted on SignOnSanDiego.com:
http://www.signonsandiego.com/news/uniontrib/sun/metro/news_1m18disaster.html
Disaster plan meetings open to the public
City, County to hold workshop series
UNION-TRIBUNE
January 18, 2004
San Diego County and city officials are holding a series of workshops to ask the public how to guard
against damage from a variety of disasters – earthquakes, fires, and floods as well as terrorist attacks.
The ideas are being collected so the county can prepare a written disaster plan and seek federal
emergency funding.
"Public input into this process is very important and residents are encouraged to attend the
workshops, make comments and ask questions," said Deborah Steffen, director of the county Office
of Emergency Services.
“We are counting on a high degree of public participation to help shape this plan,” she said.
The workshops will take place from 5 to 8 p.m. at the following locations:
North County – Thursday at the San Marcos Civic Center, 1 Civic Center Drive.
East County – Tuesday, Jan. 27 at the El Cajon Community Center, 195 E. Douglas Ave.
San Diego City South – Wednesday, Jan. 28 at the Valencia Park/Malcolm X Branch Library
Community Room, 5148 Market St.
South County – Thursday, Jan. 29 at the Public Works Corporate Yard lunchroom, 1800 Maxwell
Road, Chula Vista.
San Diego City North – Wednesday, Feb. 4 at the Scripps Ranch Branch Library Community Room,
10301 Scripps Lake Drive.
Disaster preparedness officials say San Diego County is one of the first in the state to tackle a region
wide plan they hope will become a model for other agencies. For more information, visit the Office of
Emergency Services Web site at www.co.san-diego.ca.us/oes/ resources/hazardmit/index. html.
APPENDIXA HMWG/Public Meeting Information
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Press Release Recipients:
Press releases were sent to the following television stations and newspapers:
City News Service
Fox 6
KBNT
KFMB TV
KGTV
KNSD
KOGO
Telemundo
KSWB
KUSI
Union Tribune
La Prensa San Diego (Bi-lingual newspaper)
North County Times Oceanside
Union Tribune East County
www.Ramona.com
Sign-On San Diego
Individuals associated with the above agencies and other news sources that received copies of public
notices:
Cheryl Clark, City News Service
John Culea,
Dan McSwain
David Ogul
Deb Welsh, KOGO
Gig Conaughton
Hannah Hui, Union Tribune
Helen Gao
Jenny Vigil
Joe Hughes
Karen Kucher
Pamela O’Neil
Geoff Patnoe
Paul Krueger
Pauline Repard
Darren Pudgil
Beverly Ragsdale, Ramona.com
Ray Huard, Union Tribune
Roberto Gonzales, Telemundo
Jennifer Stone
Susan Gembrowski
John Weil Joan Wonsley
APPENDIXA HMWG/Public Meeting Information
W:\27653042\00500 Hazard Mitigation Plan\FINAL\00500-c-r.doc\9-Mar-04\SDG A-22
Section 2: Copy of Comment Sheet/Questionnaire Handed out at Public Meetings:
(See proceeding page.)
County of San Diego Multi-Jurisdictional
Multi-Hazard Mitigation Plan Workshop
Comment Sheet
In an effort to receive your input, please answer the following questions and place sheet
in comment box.
1) What City or Jurisdiction do you represent or live in?
2) The Hazard Mitigation Working Group (HMWG) identified a number of hazards that
are presented in this workshop. Do you agree with this list? If not, why?
3) Natural hazards can have a significant impact on a community, but planning for these
events can help lessen the impacts. The following statements will help determine
citizen priorities for natural hazard planning. Please tell us how important each one is to
you.
Statements Very
Important
Somewhat
Important Neutral Not
Important
A. Protecting private property q q q q
B. Protecting critical facilities (e.g.
transportation networks,
hospitals, fire stations)
q q q q
C. Preventing development in hazard
areas q q q q
D. Enhancing the function of natural
features (e.g. streams, wetlands) q q q q
E. Protecting historical and cultural
landmarks q q q q
F. Promoting cooperation among
public agencies, citizens, non-
profit organizations, and
businesses
q q q q
G. Protecting and reducing damage
to utilities q q q q
H. Strengthening emergency services
(e.g. – police, fire, ambulance) q q q q
(over)
County of San Diego Multi-Jurisdictional
Multi-Hazard Mitigation Plan Workshop
Comment Sheet (continued)
4) Please check the box that best represents you opinion of the following strategies to
reduce the risk and loss associated with natural disasters.
Community-wide strategies Agree Neutral Disagree Not Sure
A. I support funding public education
programs that demonstrate how to
reduce risks from potential hazards.
q q q q
B. I support policies to prohibit
development in areas subject to
natural hazards.
q q q q
C. I support the use of tax dollars
(federal and/or local) to compensate
land owners for not developing in
areas subject to natural hazards.
q q q q
D. I support the use of local tax dollars
to reduce the risks and losses from
natural disasters.
q q q q
E. I support protecting historical and
cultural structures.
q q q q
F. I would be willing to make my
home more disaster-resistant.
q q q q
G. I support steps to safeguard the
local economy following a disaster
event.
q q q q
H. I support improving the disaster
preparedness of local schools.
q q q q
I. I support developing and
maintaining a local inventory of at-
risk buildings and infrastructure.
q q q q
Please write additional comments below. Attach additional sheets if necessary. Your
comments are very much appreciated.
APPENDIXB Data Matrix
W:\27653042\00500 Hazard Mitigation Plan\FINAL\00500-c-r.doc\9-Mar-04\SDG
APPENDIX B: SAN DIEGO COUNTY
HAZARD MITIGATION DATA MATRIX
CATEGORY Data Layer Source Path to in-house data Aquired (Y/N)Limitations Notes
Coastal Storm/Erosion
Aerial - 2002 AirPhoto USA g:\gis\photomapper y 2 meter pixels - will zoom to 200 scale before degrading URS owned/2003 coverage available for county for $3,000
Shoreline Erosion Assessment and Atlas of the San Diego
Region Volumes I and II
CA Dept of Boating and Waterways
and SANDAG 1994 books y
transportation HAZUS 99 g:\gis\projects\1577\27653042\support\hazus-99\ca y
utilities HAZUS 99 g:\gis\projects\1577\27653042\support\hazus-99\ca y
census population HAZUS 99 g:\gis\projects\1577\27653042\support\hazus-99\ca y
census tracts HAZUS 99 g:\gis\projects\1577\27653042\support\hazus-99\ca y
windspeed FEMA www.fema.gov/mit/bpat/bpn_tsfs.htm
Historic shoreline (1914,1916,1934,1960,1972)NOAA G:\gis\data\CA\base\NOAA-SD_County_Shoreline y
Dam Failure Inundation data for Sweetwater and Loveland Dams, and
historical data Sweetwater Authority Data received from George Silva at the Sweetwater Authority
Aerial - 2002 AirPhoto USA g:\gis\photomapper y 2 meter pixels - will zoom to 200 scale before degrading URS owned/2003 coverage available for county for $3,000
dam locations HAZUS 99 g:\gis\projects\1577\27653042\support\hazus-99\ca y
transportation HAZUS 99 g:\gis\projects\1577\27653042\support\hazus-99\ca y
utilities HAZUS 99 g:\gis\projects\1577\27653042\support\hazus-99\ca y
census population HAZUS 99 g:\gis\projects\1577\27653042\support\hazus-99\ca y
census tracts HAZUS 99 g:\gis\projects\1577\27653042\support\hazus-99\ca y
dam failure risk levels HAZUS-MH g:\gis\projects\1577\27653042\support\hazus-99\ca
Drought
Aerial - 2002 AirPhoto USA g:\gis\photomapper y 2 meter pixels - will zoom to 200 scale before degrading URS owned/2003 coverage available for county for $3,000
census population HAZUS 99 g:\gis\projects\1577\27653042\support\hazus-99\ca y
census tracts HAZUS 99 g:\gis\projects\1577\27653042\support\hazus-99\ca y
average annual precipitation (1961-1990)CDFG g:\gis\projects\1577\27653042\support\sd_ann_precip_spn83ftz6.shp y
Climate SANDAG g:\gis\data\ca\env\sandag y
AVHRR NDVI Greenness Maps USFS http://www.fs.fed.us/land/wfas/wfas11.html n online map; not gis data
Dead Fuel Moisture Map USFS http://www.fs.fed.us/land/wfas/wfas10.html n online map; not gis data
Keetch-Byram Drought Index USFS http://www.fs.fed.us/land/wfas/wfas12.html n online map; not gis data
Palmer Drought Index USFS http://www.fs.fed.us/land/wfas/wfas13.html n online map; not gis data
Earthquakes
faults Woodward Clyde - 1995 g:\gis\data\ca\env\faults_digitized y 1995 Woodward-Clyde layer - needs to be updated (doing that currently)faults for all of san diego county
liquefaction Woodward Clyde - 1995 g:\gis\data\ca\env\faults_digitized y 1995 Woodward-Clyde layer - needs to be updated (doing that currently)liquefaction for western portion of SD County
landslide Woodward Clyde - 1995 g:\gis\data\ca\env\faults_digitized y 1995 Woodward-Clyde layer - needs to be updated (doing that currently)landslides for western portion of SD County
Alquist-Priolo Earthquake Fault Zones (EFZ)Ca Div of Mines & Geology CDs y Only portions of SD - includes only active faults
Geology Ca Div of Mines & Geology CDs y Quad scale/not detailed project level
faults layer SanGIS g:\gis\data\ca\env\faults_geohazards_SanGIS y Covers City of SD only/Accuracy questionable
alquist SanGIS g:\gis\data\ca\env\faults_geohazards_SanGIS y Covers City of SD only/Accuracy questionable
geohazards SanGIS g:\gis\data\ca\env\faults_geohazards_SanGIS y Covers City of SD only/Accuracy questionable
Ca faults FEMA hazardmaps.gov n 250:000 scale/national scale
Slope SANDAG g:\gis\data\ca\base\sandag y Only shows above/below 25% slope
Soils SANDAG g:\gis\data\ca\env\sandag y
Topography (40-ft contours)SANDAG digitized off USGS g:\gis\data\ca\base\sandag y USGS quad based
Aerial - 2002 AirPhoto USA g:\gis\photomapper y 2 meter pixels - will zoom to 200 scale before degrading URS owned/2003 coverage available for county for $3,000
transportation HAZUS 99 g:\gis\projects\1577\27653042\support\hazus-99\ca y
utilities HAZUS 99 g:\gis\projects\1577\27653042\support\hazus-99\ca y
census population HAZUS 99 g:\gis\projects\1577\27653042\support\hazus-99\ca y
census tracts HAZUS 99 g:\gis\projects\1577\27653042\support\hazus-99\ca y
essential facilities HAZUS 99 g:\gis\projects\1577\27653042\support\hazus-99\ca y
Peak Ground Acceleration USGS g:\gis\projects\1577\27653042\support\geohazards_website y national-level model http://geohazards.cr.usgs.gov/eq/html/ftpbrow.html
Deterministic groundmotion Woodward Clyde - 1995 g:\gis\data\ca\env\faults_digitized y model done in 1995; model will most likely be re-run for this project
Rose Canyon Scenario Earthquake Peak Ground Acceleration
California Integrated Seismic Network,
2003 g:\gis\data\ca\env\earthquake shakemaps\rosecanyon y
Flood
floodway SanGIS from FEMA-FIRM g:\gis\data\ca\env\FEMA_Flood _Data\San Diego\SanGIS FEMA June 1997 y Only covers western half of county
flood panels SanGIS from FEMA-FIRM g:\gis\data\ca\env\FEMA_Flood _Data\San Diego\SanGIS FEMA June 1997 y covers entire county
flood base flood elevations (BFE)SanGIS from FEMA-FIRM g:\gis\data\ca\env\FEMA_Flood _Data\San Diego\SanGIS FEMA June 1997 y Only covers western half of county (could be entire county)
flood - 100-yr SanGIS from FEMA-FIRM g:\gis\data\ca\env\FEMA_Flood _Data\San Diego\SanGIS FEMA June 1997 y covers entire county
flood - 500-yr SanGIS from FEMA-FIRM g:\gis\data\ca\env\FEMA_Flood _Data\San Diego\SanGIS FEMA June 1997 y covers entire county
flood SanGIS from FEMA-FIRM g:\gis\data\ca\env\FEMA_Flood _Data\San Diego\SanGIS FEMA June 1997 y covers entire county
Slope SANDAG g:\gis\data\ca\base\sandag y Only shows above/below 25% slope
Soils SANDAG g:\gis\data\ca\env\sandag y
Topography (40-ft contours)SANDAG digitized off USGS g:\gis\data\ca\base\sandag y USGS quad based
Vegetation - 1995 SANDAG g:\gis\data\ca\env\sandag y old data - 1995
hydrography TIGER g:\gis\data\ca\base\san_diego_tiger\hydrography y
hydrology CDFG g:\gis\data\ca\cdfg\hydrography y albers projection
hydrography CDFG g:\gis\data\ca\cdfg\hydrography y albers projection
national wetlands inventory NWI g:\gis\data\ca\env\sandag\nwi_wetlands y
lakes SANDAG g:\gis\data\ca\base\sandag y
major streams SANDAG g:\gis\data\ca\base\sandag y does not include any minor streams/tributaries
Aerial - 2002 AirPhoto USA g:\gis\photomapper y 2 meter pixels - will zoom to 200 scale before degrading URS owned/2003 coverage available for county for $3,000
average annual precipitation (1961-1990)CDFG g:\gis\projects\1577\27653042\support\sd_ann_precip_spn83ftz6.shp y
Federal water districts CDFG g:\gis\projects\58\F0161104\urs\y
Groundwater basins CDFG g:\gis\projects\58\F0161104\urs\y
Water tanks U.S. Border Patrol g:\gis\projects\58\F0161104\bpatrol y
USGS DEM USGS various y
watersheds/subwatersheds CDFG g:\gis\data\ca\cdfg\hydrography y
303D Listed Waters RWQCB g:\gis\data\ca\env\303d_listed_waters\region9_san_diego y
Existing Land Use - 2000 SANDAG g:\gis\data\ca\base\sandag\00_land_use y
Proposed Land Use - 2020 SANDAG g:\gis\data\ca\base\sandag\pllu y
census population HAZUS 99 g:\gis\projects\1577\27653042\support\hazus-99\ca y
census tracts HAZUS 99 g:\gis\projects\1577\27653042\support\hazus-99\ca y
transportation HAZUS 99 g:\gis\projects\1577\27653042\support\hazus-99\ca y
Climate SANDAG g:\gis\data\ca\env\sandag y
City of Chula Vista Flood updates City of Chula Vista
City of Carlsbad flood data City of Carlsbad
HAZMAT
county haz mat sites County of SD n coverage of plumes/impact area only, no sensitive data included
Parcel coverage SanGIS g:\gis\data\ca\base\sanGIS\landbase\april03\north_county\data y covers most of county/only gives owner info
Existing Land Use - 2000 SANDAG g:\gis\data\ca\base\sandag\00_land_use y
Proposed Land Use - 2020 SANDAG g:\gis\data\ca\base\sandag\pllu y
Aerial - 2002 AirPhoto USA g:\gis\photomapper y 2 meter pixels - will zoom to 200 scale before degrading URS owned/2003 coverage available for county for $3,000
essential facilities HAZUS 99 g:\gis\projects\1577\27653042\support\hazus-99\ca y
hazmat HAZUS 99 g:\gis\projects\1577\27653042\support\hazus-99\ca y
transportation HAZUS 99 g:\gis\projects\1577\27653042\support\hazus-99\ca y
utilities HAZUS 99 g:\gis\projects\1577\27653042\support\hazus-99\ca y
census population HAZUS 99 g:\gis\projects\1577\27653042\support\hazus-99\ca y
census tracts HAZUS 99 g:\gis\projects\1577\27653042\support\hazus-99\ca y
HIRT response table County of SD y
House/Building Fires
Existing Land Use - 2000 SANDAG g:\gis\data\ca\base\sandag\00_landuse y
Historic SD County Fires CDF-FRAP g:\gis\projects\1577\27653042\support\fire_history_spn83fz6.shp y
census population HAZUS 99 g:\gis\projects\1577\27653042\support\hazus-99\ca
census tracts HAZUS 99 g:\gis\projects\1577\27653042\support\hazus-99\ca
essential facilities HAZUS 99 g:\gis\projects\1577\27653042\support\hazus-99\ca y
Climate SANDAG g:\gis\data\ca\env\sandag y
Current Fire Danger Layer USFS website n
Just a picture at national scale/not usable except to note that SD county is in
a "high" zone http://www.fs.fed.us/land/wfas/fd_class.gif
Fire Declared Disaters FEMA website n
Wildfire Fuel Model Map USDA http://www.fs.fed.us/land/wfas/nfdr_map.htm y http://www.fs.fed.us/land/wfas/nfdr_map.htm
wind conditions FEMA www.fema.gov/mit/bpat/bpn_tsfs.htm
Federal fire occurrence database USFS g:\gis\projects\1577\27653042\support\fires_federal_sdcounty_sp83ft.shp y 1986-1996 data
State fire occurrence database USFS g:\gis\projects\1577\27653042\support\fires_statepts_sdcounty_sp83ft.shp y 1986-1996 data
MODIS Active Fire Detections 2001-2003 USFS g:\gis\projects\1577\27653042\support\activefire_2001(2002,2003)_sp83ft.shp
Fire Threat CDF-FRAP g:\gis\projects\1577\27653042\support\fire_threat_sdcounty_sp83ft.shp y 2002 data
Fuels: Fuel Rank CDF-FRAP g:\gis\projects\1577\27653042\support\fuel_rank_sdcounty_sp83ft.shp y 2002 data
Fuels: Surface Fuels CDF-FRAP g:\gis\projects\1577\27653042\support\surfacefuels_sdcounty_sp83ft.shp y 2002 data
Landslides/Liquefaction
City of Chula Vista liquifaction layer
faults Woodward Clyde - 1995 g:\gis\data\ca\env\faults_digitized y 1995 Woodward-Clyde layer - needs to be updated (doing that currently)faults for all of san diego county
liquefaction Woodward Clyde - 1995 g:\gis\data\ca\env\faults_digitized y 1995 Woodward-Clyde layer - needs to be updated (doing that currently)liquefaction for western portion of SD County
landslide Woodward Clyde - 1995 g:\gis\data\ca\env\faults_digitized y 1995 Woodward-Clyde layer - needs to be updated (doing that currently)landslides for western portion of SD County
Alquist-Priolo Earthquake Fault Zones (EFZ)Ca Div of Mines & Geology CDs y Only portions of SD - includes only active faults
Geology Ca Div of Mines & Geology CDs y Quad scale/not detailed project level
faults layer SanGIS g:\gis\data\ca\env\faults_geohazards_SanGIS y Covers City of SD only/Accuracy questionable
alquist SanGIS g:\gis\data\ca\env\faults_geohazards_SanGIS y Covers City of SD only/Accuracy questionable
geohazards SanGIS g:\gis\data\ca\env\faults_geohazards_SanGIS y Covers City of SD only/Accuracy questionable
Ca faults FEMA hazardmaps.gov n 250:000 scale/national scale
Slope SANDAG g:\gis\data\ca\base\sandag y Only shows above/below 25% slope
Soils SANDAG g:\gis\data\ca\env\sandag y
Topography (40-ft contours)SANDAG digitized off USGS g:\gis\data\ca\base\sandag y USGS quad based
average annual precipitation (1961-1990)CDFG g:\gis\projects\1577\27653042\support\sd_ann_precip_spn83ftz6.shp y
Aerial - 2002 AirPhoto USA g:\gis\photomapper y 2 meter pixels - will zoom to 200 scale before degrading URS owned/2003 coverage available for county for $3,000
census population HAZUS 99 g:\gis\projects\1577\27653042\support\hazus-99\ca
census tracts HAZUS 99 g:\gis\projects\1577\27653042\support\hazus-99\ca
essential facilities HAZUS 99 g:\gis\projects\1577\27653042\support\hazus-99\ca y
Soil-slip Susceptibility Model USGS g:\gis\projects\1577/27653042\support\soil_slip_sp83ftz6.shp y Modeled in June 2003
landslide-prone areas URS/PBSJ model G:\gis\projects\1577\27653042\support\pbsj_modeling\nov_2003\landslide_region.shp
Tan Landslide Maps, San Diego County Tan hard copy y
Not entire County, certain quads mostly in urban area; partially digitized into
GIS
City of Carlsbad liquefaction updates City of Carlsbad
Nuclear Materials Release
census population HAZUS 99 g:\gis\projects\1577\27653042\support\hazus-99\ca
census tracts HAZUS 99 g:\gis\projects\1577\27653042\support\hazus-99\ca
essential facilities HAZUS 99 g:\gis\projects\1577\27653042\support\hazus-99\ca y
transportation HAZUS 99 g:\gis\projects\1577\27653042\support\hazus-99\ca y
Tsunami
Aerial - 2002 AirPhoto USA g:\gis\photomapper y 2 meter pixels - will zoom to 200 scale before degrading URS owned/2003 coverage available for county for $3,000
census population HAZUS 99 g:\gis\projects\1577\27653042\support\hazus-99\ca y
census tracts HAZUS 99 g:\gis\projects\1577\27653042\support\hazus-99\ca y
transportation HAZUS 99 g:\gis\projects\1577\27653042\support\hazus-99\ca y
historical tsunami event locations NOAA g:\gis\projects\1577\27653042\support\tsuev y
historical tsunami event effects locations NOAA g:\gis\projects\1577\27653042\support\tsurun y
Tsunami Maximum Runup and Inundation CA OES/CSU G:\gis\data\CA\base\tsunami_runup_data y
Wildfire
Historic SD County Fires CDF-FRAP g:\gis\projects\1577\27653042\support\fire_history_spn83fz6.shp y
Current Fire Danger Layer USFS website n
Just a picture at national scale/not usable except to note that SD county is in
a "high" zone http://www.fs.fed.us/land/wfas/fd_class.gif
Fire Declared Disaters FEMA website n
Wildfire Fuel Model Map USDA http://www.fs.fed.us/land/wfas/nfdr_map.htm y http://www.fs.fed.us/land/wfas/nfdr_map.htm
SD County Fuel Model URS can be generated n
URS could model this very easily (would need to determine layers to
incorporate and weighting)
Vegetation - 1995 SANDAG g:\gis\data\ca\env\sandag y old data - 1995
Soils SANDAG g:\gis\data\ca\env\sandag y
Topography (40-ft contours)SANDAG digitized off USGS g:\gis\data\ca\base\sandag y USGS quad based
Weather Conditions
Climate SANDAG g:\gis\data\ca\env\sandag y
wind conditions FEMA www.fema.gov/mit/bpat/bpn_tsfs.htm
narrow roadways SanGIS g:\gis\data\ca\base\sangis n/y could be extracted from parcel coverage
Existing Land Use - 2000 SANDAG g:\gis\data\ca\base\sandag\00_landuse y
Wildland Fire Assessment Map USFS http://www.fs.fed.us/land/wfas/fd_class.gif y
Fire Potential Index (FPI)USFS http://www.fs.fed.us/land/wfas/y
Aerial - 2002 AirPhoto USA g:\gis\photomapper y 2 meter pixels - will zoom to 200 scale before degrading URS owned/2003 coverage available for county for $3,000
essential facilities HAZUS 99 g:\gis\projects\1577\27653042\support\hazus-99\ca y
transportation HAZUS 99 g:\gis\projects\1577\27653042\support\hazus-99\ca y
utilities HAZUS 99 g:\gis\projects\1577\27653042\support\hazus-99\ca y
census population HAZUS 99 g:\gis\projects\1577\27653042\support\hazus-99\ca y
census tracts HAZUS 99 g:\gis\projects\1577\27653042\support\hazus-99\ca y
Federal fire occurrence database USFS g:\gis\projects\1577\27653042\support\fires_federal_sdcounty_sp83ft.shp y 1986-1996 data
State fire occurrence database USFS g:\gis\projects\1577\27653042\support\fires_statepts_sdcounty_sp83ft.shp y 1986-1996 data
Fire Threat CDF-FRAP g:\gis\projects\1577\27653042\support\fire_threat_sdcounty_sp83ft.shp y 2002 data
Fuels: Fuel Rank CDF-FRAP g:\gis\projects\1577\27653042\support\fuel_rank_sdcounty_sp83ft.shp y 2002 data
Fuels: Surface Fuels CDF-FRAP g:\gis\projects\1577\27653042\support\surfacefuels_sdcounty_sp83ft.shp y 2002 data
City of San Marcos Fire threat updates City of San Marcos Fire Dept.G:\gis\projects\1577\27653042\support\jurisdiction_maps\escondido y 2003 updates/pre-and post October Firestorm
City of Escondido Fire Threat updates City of Escondido G:\gis\projects\1577\27653042\support\jurisdiction_maps\san_marcos 2003 updates/pre-and post October Firestorm
October-November 2003 Fire Perimeters CDF G:\gis\data\CA\env\fire_data_sd_2003\merged_perimeters y
Windstorm
essential facilities HAZUS 99 g:\gis\projects\1577\27653042\support\hazus-99\ca y
windspeed FEMA www.fema.gov/mit/bpat/bpn_tsfs.htm
wind conditions FEMA www.fema.gov/mit/bpat/bpn_tsfs.htm
URS Corporation Confidential 2/19/2004 Page 1