Emergency Procedures for the Cessna TTx

• The National Weather Service • Scripps Institution of Oceanography, University of California San Diego • California Office of Emergency Services (Cal OES) • Federal Emergency Management Agency (FEMA). This plan update included over three years of coordination with planning participants and will help guide the region toward greater disaster resilience in harmony with the community layout and needs. PLAN PURPOSE 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 most current legislation to improve this planning process (Public Law 106-390). The 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 requirements for the national post-disaster Hazard Mitigation Grant Program (HMGP). Introduction 2 Section 322 of DMA 2000 specifically addresses mitigation planning at 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 Hazard Mitigation Plans must demonstrate their proposed mitigation measures are based on a sound planning process that account 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 • 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 • Reviewing and approving local plans if the state is designated a managing state and has an approved enhanced plan. The intent of DMA 2000 is to facilitate cooperation and collaboration between state and local authorities, which encourages and rewards local and state pre-disaster planning and promotes sustainability as disaster resilience strategy. 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. This plan was prepared to meet state and federal statutes and requirements, thus making the County and all participating jurisdictions and special districts eligible for funding and technical assistance from state and federal hazard mitigation programs. EXISTING AUTHORITIES 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. This Plan is intended to serve many purposes, including: • Enhance Public Awareness and Understanding– to help County residents better understand the natural and human-caused 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 ensure 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. Introduction 3 • 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 to document each jurisdiction’s ability to expand on and improve existing policies and programs. • Provide Inter-Jurisdictional Coordination of Mitigation-Related Programming – to ensure 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 State Hazard Mitigation Plans are updated every three years and local plans, including this San Diego County Plan, every five years. This means San Diego’s Multi-Jurisdictional Hazard Mitigation Plan uses a five-year planning cycle, which is designed to coordinate the region’s edits of data, assumptions, goals, objectives, and actions/projects before the plan is submitted for re-approval to Cal OES and FEMA. The UDC, the San Diego County Board of Supervisors, City Councils, and governing Boards for each participating municipality or special district will adopt the Plan (according to their existing authorities) once the State of California and FEMA have granted provisional plan approval in the form of an “Approved Pending Adoption” Letter. Decorative Image CAL FIRE San Diego Communications Bureau SECTION ONE: Determining the Planning Area and Resources San Diego County, California 2 0 2 3 SECTION ONE | Determine the Planning Area and Resources 5 1. S EC TIO N O N E: D ET E RM IN E TH E PL AN NI N G A R EA A ND R E SO U RC E S Overall, San Diego County is comprised of 18 incorporated cities and a vast number of unincorporated communities. The county’s total population in 2020 was approximately 3.3 million—making San Diego County the second most populous county in the state.1 1 . 1 . P L A N N I N G A R E A : S A N D I E G O C O U N T Y 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.2 Elevation ranges from sea level to about 6,500 feet. Orange and Riverside Counties border the north, the agricultural communities of Imperial County border the east, the Pacific Ocean lies west, and the State of Baja California, Mexico borders the south. 1.1.1. UNINCORPORATED COMMUNITIES (POPULATION: 505,675)3 The Unincorporated County consists of approximately 34 Community Planning and Sub- regional Areas. Many of the communities in the Unincorporated County jurisdiction are 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 in the central mountains, along a principal 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. The Sub-regional Planning Areas are Central Mountain, County Islands, Mountain Empire, North County Metro, and North Mountain. Communities within the Central Mountain Sub- region 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 Sub-region is mostly rural and includes Santa Ysabel, Warner Springs, Palomar Mountain, Mesa Grande, Sunshine Summit, Ranchita and Oak Grove. The Mountain Empire Sub-region 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. The following subsections provide County of San Diego Economy, Physical Features, Infrastructure, and Jurisdictional summaries, with data and research provided within the 1 https://www.sandiegocounty.gov/content/dam/sdc/auditor/pdf/adoptedplan_21-23.pdf 2 https://www.sandiegocounty.gov/content/dam/sdc/auditor/pdf/adoptedplan_21-23.pdf 3 2020 Jurisdiction Population Estimate from SANDAG: https://datasurfer.sandag.org/dataoverview SECTION ONE | Determine the Planning Area and Resources 6 County of San Diego’s existing “Adopted Operational Plan Fiscal Years 2021-2022 and 2022- 2023”: 1.1.2. ECONOMY San Diego offers a vibrant and diverse economy, along with a strong and committed partnership of local government and businesses dedicated to the creation and retention of quality jobs for its residents. The San Diego County 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. Gross Domestic Product (GDP) can be an indicator of the nation’s economic health, and its growth is driven by multiple sectors, including net exports of goods and services, government consumption expenditures, and gross investment. According to the U.S. Bureau of Economic Analysis (BEA), calendar year 2020 saw a decrease in real GDP, as the national economy was impacted by the response to the global COVID-19 pandemic. The economic impacts of the COVID-19 pandemic prompted federal fiscal stimulus efforts, which provided support to economic activity in 2020 and potentially in 2021 (COVID-19 pandemic economic impacts are regularly assessed). As the State of California economically recovers from the COVID-19 pandemic, experts predict consumers will resume pre-pandemic behaviors like spending money on clothing, cars, housing, and furniture. In 2019, San Diego County accounted for more than $222.3 billion (7.9%) of California’s GDP and 8.4 percent of the State’s population (based on U.S. Census data). San Diego’s abundant and diverse supply of labor at competitive rates is one of the area’s greatest assets. A 2019 study using 2019 data found that 23% of San Diego County’s workforce is either in the retail or hospitality sectors. San Diego County also includes the largest concentration of U.S. military in the world, which is an important contributor to the region’s economy.4 1.1.3. EMPLOYMENT According to the California Employment Development Department, low and middle San Diego County wage workers made more than the state average, however, high wage earners made less than the state average. In 2019, the median household income for San Diego County was nearly $79,000, but other factors, like inflation, could have reduced spending availability. 5 The COVID-19 pandemic also affected jobs that relied on tourism. A study using 2019 data found that 23% of San Diego County’s workforce were employed in the retail or leisure & hospitality sectors. Therefore, unemployment numbers increased during the COVID-19 Pandemic.6 Unemployment rates rose to 15.9% by the end of April 2020, dropped to 6.8% by November 2020, and fell again to 6.3% by May 2021. This unemployment rate was slightly higher than 4 https://www.sandiegocounty.gov/content/dam/sdc/auditor/pdf/adoptedplan_21-23.pdf 5 https://www.sandiegocounty.gov/content/dam/sdc/auditor/pdf/adoptedplan_21-23.pdf 6 https://www.sandiegocounty.gov/content/dam/sdc/auditor/pdf/adoptedplan_21-23.pdf SECTION ONE | Determine the Planning Area and Resources 7 the national average of 5.5%, but also significantly lower than the state’s rate of 7.5%.7 8 Overall, the region's job and unemployment numbers are improving, and labor supply is still strong. 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 augment the region’s steady influx of qualified labor. 9 1.1.4. 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-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 mild winters, pleasant summers, and an abundance of sunshine and light rainfall. 10 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 70 degrees and lows are about 55 degrees. 11 The local mountains also get a light snowfall several times a year. East of the mountains is the Anza Borrego Desert—where rainfall is minimal, and summers are hot. The dry, mild climate of San Diego County is conducive to productivity. Outdoor work and recreational activities are possible almost year-round. In addition, storage and indoor work can be handled with minimum investment in heating and air conditioning, although extreme heat events have recently increased in both frequency and severity. 1.1.5. INFRASTRUCTURE According to FEMA’s Local Mitigation Planning Handbook, infrastructure systems are critical for life safety and economic viability, and include transportation, power, and water systems. Many critical facilities depend on infrastructure to function. For example, hospitals need electricity and water to continue treating patients. As with critical facilities, the continued operations of infrastructure systems during and after a disaster are key factors in the severity of regional impacts and the speed of recovery.12 7 https://www.bea.gov/data/gdp/gdp-county-metro-and-other-areas 8 https://www.labormarketinfo.edd.ca.gov/ 9 https://www.sandiegocounty.gov/content/dam/sdc/auditor/pdf/adoptedplan_21-23.pdf 10 https://usafacts.org/issues/climate/state/california/county/san-diego-county?endDate=2022-06-06&startDate=2018-02- 01#climate 11 https://www.weather.gov/wrh/climate?wfo=sgx 12 https://www.fema.gov/sites/default/files/2020-06/fema-local-mitigation-planning-handbook_03-2013.pdf SECTION ONE | Determine the Planning Area and Resources 8 TRANSPORTATION San Diego has a well-developed road system. There are freeways and state highways maintained by Caltrans, private roads maintained by property owners, and other public roads like those within incorporated cities (not within the County Maintained System). 13 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). The Metropolitan Transit System (MTS) operates transit service under MTDB and owns assets of San Diego Trolley, Inc. (SDTI), San Diego Transit Corporation (SDTC), and the San Diego & Arizona Eastern (SD&AE) Railway Company (which owns 108 miles of track and right-of-way). Pre-COVID-19 Pandemic, MTS served approximately 3 million people in San Diego County, generated 88 million annual passenger trips (300,000 trips each workday), and responded to demand by scheduling 7,000 trips each workday. MTS licenses and regulates taxicabs, jitneys, and other private for-hire passenger transportation services by contract with the cities of San Diego, Chula Vista, El Cajon, Imperial Beach, La Mesa, Lemon Grove, National City, Poway, Santee, and portions of San Diego County’s unincorporated areas. Routes also connect with other regional operators’ routes, and San Diego Trolley operates the light rail transit system under MTDB. 14 Alternatively, the North County Transit District (NCTD) is governed by Board of Directors with voting members from Carlsbad, Del Mar, Encinitas, Escondido, Oceanside, Solana Beach, San Marcos, Vista, and San Diego County, and one non-voting member from the City of San Diego. NCTD operates within a geographical area of approximately 1,020 square miles, and primarily carries passengers in North San Diego County (from the Pacific Ocean east to Ramona, and from the Orange County border south to Del Mar, with connections extending to downtown San Diego). NCTD provides about 10.3 million passenger trips per year, and its bus system has 30 routes. In addition, NCTD runs special Express Buses for certain sporting and special events in San Diego. Other services include SPRINTER hybrid rail, COASTER commuter trains, FLEX demand response, and LIFT ADA paratransit service. NCTD shares the use of its tracks with rail partners: Amtrak, Metrolink, BNSF, and Pacific Sun Railroad. Amtrak and Metrolink operate more than 264 commuter trains on our tracks every week, while BNSF and Pacific Sun move more than 9.6 million pounds of freight. 15 16 GAS & ELECTRICITY (POWER) San Diego Gas & Electric (SDG&E) is a public utility company that provides natural gas and electric service to 3.7 million consumers through 1.4 million electric meters and 873,000 natural gas meters in San Diego County and South Orange County.17 Overall, SDG&E’s service area encompasses 4,100 square miles, two counties, and 25 communities. SDG&E is a subsidiary of Sempra Energy, a Fortune 500 energy services holding company based in 13 https://www.sandiegocounty.gov/content/sdc/dpw/roads/maintroad.html 14 https://www.sdmts.com/about/about-mts 15 NCTD-At-A-Glance-Fact-Sheet-February-2022.pdf (gonctd.com) 16 Facts Sheets | North County Transit District (gonctd.com) 17 About Us | San Diego Gas & Electric (sdge.com) SECTION ONE | Determine the Planning Area and Resources 9 San Diego. All petroleum products in the region are delivered via a pipeline system operated by Kinder Morgan Energy Partners. 18 19 WATER The San Diego County Water Authority (Water Authority) is a public agency serving the San Diego region as a wholesale supplier of water. Water Authority works through its 24 member agencies to provide a safe, reliable water supply to support the region’s $240 billion economy and the quality of life of 3.3 million residents.20 The 24 member agencies are comprised of six cities, three public utility districts, three irrigation districts, eleven municipal water districts, and one federal agency (military base) and cover a service area of 934,778 acres.21 In 2020, Metropolitan Water District of Southern California supplied 18% of San Diego County Water Authority’s water, while 82% came from local and other supplies. Metropolitan Water District imports the water from two sources: the Colorado River and the State Water Project (Bay-Delta) in Northern California.22 23 Traveling hundreds of miles over aqueduct systems (including pump stations, treatment plants and reservoirs), water is transported through the Water Authority’s five primary pipelines, then distributed to the member agencies for delivery to the public. In 2020, 127 gallons of water per person, per day, were used in San Diego County.24 1.1.6. PLANNING AREA: LOCAL JURISDICTIONS The planning area for this document also includes local jurisdictions, such as the eighteen incorporated cities and special districts. More details are provided in participating jurisdictions’ respective annexes. Carlsbad (Population: 114,746) 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). Carlsbad’s commercial/recreational landscape also includes Legoland, which opened in spring 1999. The City of Carlsbad has a strong economy, much of which has come from industrial development. For example, Callaway Golf, Cobra Golf, Ionis Pharmaceuticals, and Immune Response are a few of the local companies located in Carlsbad.25 26 18 https://www.sdge.com/more-information/our-company 19 https://www.sdge.com/more-information/our-company/about- us#:~:text=3.7%20million%20consumers,Diego%20and%20southern%20Orange%20counties. 20 https://www.sdcwa.org/about-us/ 21 https://www.sdcwa.org/wp-content/uploads/2020/11/overview-fs.pdf 22 https://www.mwdh2o.com/media/12208/2022-annual-achievement-report-full.pdf 23 https://www.sdcwa.org/wp-content/uploads/2020/11/overview-fs.pdf 24 Ibid 25 https://ir.ionispharma.com/news-releases/news-release-details/isis-pharmaceuticals-changes-name-ionis-pharmaceuticals 26 https://ir.callawaygolf.com/corporate-governance/contact-the-board County OES Decorative Image SECTION ONE | Determine the Planning Area and Resources 10 City of Carlsbad residents are served by four high performing school districts (Carlsbad Unified, Encinitas Union, San Dieguito Union & San Marcos Unified). Distinguished private and parochial schools also serve Carlsbad (including the internationally renowned Army & Navy Academy), which offer specialties in STEM/STEAM, the arts, International Baccalaureate, and other curricula.27 28 Chula Vista (Population: 275,487) The City of Chula Vista is located at the center of one of the richest cultural, economic, and environmentally diverse zones in the United States. It is the second-largest city in San Diego County and boasts more than 52 square miles of coastal landscape, canyons, rolling hills, mountains, quality parks, and trails. Chula Vista is a leader in conservation and renewable energy and has outstanding public schools. Established neighborhoods, contemporary communities, start-up firms, corporations, nationally recognized entertainment venues, the nation’s only warm weather athlete training center (the Chula Vista Elite Athlete Training Center), an award-winning nature center, and a historic downtown all contribute to Chula Vista’s attraction for both families and businesses.29 A range of educational opportunities, from preschool to college are available in Chula Vista. Chula Vista Elementary School District (CVESD) is the largest K-6 district in California with over 28,500 students and 46 campuses. The CVESD is a high-performing and frequently honored district for student academic achievement, The city is also home to the Sweetwater Union High School District (SUHSD), the largest secondary school 7-12 district in California. The district encompasses 41,000 students, and 24,000 adult students on 32 campuses.30 Coronado (Population: 20,192) The City of Coronado is a small, 13.5 square mile beach community, with an island feel. The military bases of the Naval Air Station North Island and Naval Amphibious Base occupy 5.3 square miles, and Coronado is connected to San Diego by a 2.3-mile bridge and to Imperial Beach (its neighbor to the south) by a six-mile scenic highway (the Silver Strand).31 It is primarily a bedroom community for San Diego 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 world-class resorts, including the Hotel Del Coronado, and highly acclaimed restaurants. Coronado Unified School District serves local students and includes eight schools.32 Del Mar (Population: 4,268) Incorporated in 1959, the City of Del Mar is a quaint, seaside village located 20 miles north of San Diego. Del Mar is the smallest city in the County, covers just 2.2 square miles, and is known for its vibrant small-town atmosphere. Del Mar attracts residents and upwards of 2 27 https://www.carlsbadca.gov/residents/schools 28 https://www.armyandnavyacademy.org/ 29 https://trainatchulavista.com/about-olympic-athlete-training-site/ 30 chulavistaca.gov/residents/education 31 https://www.coronado.ca.us/210/About-Coronado 32 https://coronadousd.net/Our-District/index.html SECTION ONE | Determine the Planning Area and Resources 11 million visitors annually from all over the world, who come to enjoy the beautiful dog-friendly beaches, hiking trails, scenic views, and the many shops and dining opportunities located within the Del Mar Village. The community is primarily comprised of single-family residential neighborhoods, with retail uses and restaurants in the downtown, a small commercial area, and several hotels. 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’s shoreline includes the Del Mar City Beach and the Torrey Pines State Beach. The city provides law enforcement services through a contract with the San Diego County Sheriff’s Department, and fire administration is provided through a mutual agreement between the cities of Del Mar, Encinitas, and Solana Beach.33 El Cajon (Population: 106,215) 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. 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. There are three School Districts that serve El Cajon residents: Cajon Valley Unified School District, La Mesa-Spring Valley Unified School District, and Grossmont Union High School District. There are also several charter schools within the city.34 Encinitas (Population: 62,007) Encinitas is located along six miles of Pacific coastline in the northern half of San Diego County. Approximately 21 square miles, Encinitas is characterized by coastal beaches, cliffs, flat-topped coastal areas, steep mesa bluffs, and rolling hills. Incorporated in 1986, the city encompasses the communities of Old Encinitas, New Encinitas, Olivenhain, Leucadia, and Cardiff-By-The-Sea. Encinitas is bordered by Carlsbad to the north, Solana Beach to the south and the community of Rancho Santa Fe to the east. The Los Angeles/San Diego (LOSSAN) rail passes through the city, and other transit corridors traversing the city include El Camino Real and Coast Highway 101. The San Elijo Lagoon Reserve boasts the largest coastal wetland in San Diego County and is home to nearly 300 different bird species throughout the year.The century-old Downtown 101 coastal shopping district features historic architecture, quaint shops, sidewalk cafes, specialty retail stores and upscale restaurants. The city is served by the Encinitas Union School and San Dieguito Union High School Districts.35 33 https://www.delmar.ca.us/764/About-Del-Mar 34 https://www.elcajon.gov/resident-services/living-in-el-cajon/el-cajon-schools 35 https://coronavirus.encinitasca.gov/public-schools SECTION ONE | Determine the Planning Area and Resources 12 Escondido (Population: 151,038) Escondido is located 30 miles north of San Diego and is approximately 18 miles inland from the coast. In 1994, the people of Escondido conceived a vision of cultural excellence.36 Today, the $73.4 million California Center for the Arts stands as a product of this vision. Inland North San Diego County, of which Escondido is at the core, is emerging as a regional economic leader at the forefront of job development and new industries. Escondido has a comprehensive mix of successful businesses—supplying a diverse job base and high quality of life.37 There is a unique mix of agriculture, industrial firms, high-tech firms, recreational centers, parks, and residential areas in the city. The area’s largest shopping mall, the North County Fair, houses major retail and smaller stores. California State University, San Marcos and Palomar Community College are located within minutes of Escondido. Escondido is served by two public school districts—Escondido Union and San Pasqual Union.38 Imperial Beach (Population: 26,137) Imperial Beach claims the distinction of being the “Most Southwesterly City – in the continental United States.” The city is 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 26,137, Imperial Beach occupies an area of 4.4 square miles. Imperial Beach offers some of the least expensive housing west of Interstate 5. It is primarily a resort/recreation community with a vast beach area, as well as a 12,000-foot pier for fishing. Looking south, just across from the international border, Tijuana’s famous “Bullring by the Sea,” the Plaza De Monumental can be seen. The city is served by two school districts—South Bay Union and Sweetwater Union.39 La Mesa (Population: 61,121) La Mesa is centrally located 12 miles east of Downtown San Diego, and is a suburban residential community as well as a commercial and trade center. The area is characterized by rolling hills and has many 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 Mount Helix. La Mesa has an abundance of mixed-use condominiums for those who prefer a downtown village atmosphere. There is 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 in the heart of the city and adjacent to another major activity center— Grossmont Hospital. The La Mesa-Spring Valley Elementary School District provides elementary and 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.40 36 https://artcenter.org/about/history/ 37 https://escondido.org/employment-in-escondido 38 https://escondido.org/escondido-schools 39 https://www.imperialbeachca.gov/community 40 https://www.guhsd.net/ SECTION ONE | Determine the Planning Area and Resources 13 Lemon Grove (Population: 27,627) Lemon Grove lies about nine miles east of Downtown San Diego and has the charm of small- town living with the conveniences of big city proximity. Initially the site of expansive lemon orchards, the city remains a small town with a rural ambiance.41 The Sheriff’s Department Lemon Grove Substation has provided contract law enforcement services to the City of Lemon Grove and unincorporated communities of Spring Valley, Rancho San Diego, Jamul, Mt. Helix, Casa De Oro, La Mesa, and El Cajon since 1977.42 The city is also served by two school districts—Lemon Grove School and Grossmont Union High School Districts, which include six elementary schools, one middle school, and three high schools.43 National City (Population: 56,173) Incorporated in 1887, National City is one of the county’s oldest incorporated areas. Just five miles south of the City of San Diego, National City is the South Bay’s center of industrial activity and has a rich history. The city embodies a proud tradition of commerce, urban agriculture, production, and transportation.44 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 there. Additionally, the San Diego Naval Station overlaps both Cities of San Diego and National City and is the largest naval facility in the country. 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 also located in National City. Oceanside (Population: 174,068) 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 Pacific Ocean to the west. The current population of makes Oceanside the largest coastal community. Industrial real estate rates tend to be lower than the county average, and housing tends 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, Oceanside Harbor, and Oceanside Lagoon. 45 41 https://www.lemongrove.ca.gov/community 42 https://www.lemongrove.ca.gov/city-hall/law-enforcement 43 https://www.lemongrove.ca.gov/community/local-schools 44 https://www.nationalcityca.gov/government/city-manager/economic-development 45 https://visitoceanside.org/ SECTION ONE | Determine the Planning Area and Resources 14 The city is served by the Oceanside Unified School District with 15 elementary, six middle, and three high school options.46 Port of San Diego The Port was established in 1962 under the Port Act and is charged with implementing the Tidelands Trust Doctrine.47 48 The Port of San Diego manages San Diego Bay and 34 miles of its natural waterfront for the people of California. For over 50 years, the Port's five member cities (Chula Vista, Coronado, Imperial Beach, National City, and San Diego) have worked together to develop and promote commerce, navigation, recreation, and fisheries on and around San Diego Bay. Self-funded, The Port contributes billions annually to San Diego’s economy, benefiting the community, local businesses, and employees. Businesses at The Port provide thousands of well-paying jobs, supporting individuals and families throughout the region. The Port is governed by a seven-member Board of Port Commissioners representing five cities and provides leadership that transcends local boundaries. The Port’s daily operations are carried out by a workforce of over 550 dedicated employees.49 The Port of San Diego is the fourth largest of the eleven ports in California, and it has invested hundreds of millions of dollars in public improvements within its five member cities. The Port oversees two maritime cargo terminals, two cruise ship terminals, 22 public parks, the Harbor Police Department, and the leases of hundreds of tenant and subtenant businesses around San Diego Bay. These include 17 hotels, 74 restaurants, three specialty retail centers and numerous other attractions including museums and bay tours. 50 Each year, millions of people enjoy a remarkable way of life offered by San Diego Bay and its waterfront communities. 51 Poway (Population: 48,841) Poway is located 23 miles northeast of the City 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. This 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 Center for the Performing Arts is an 809-seat professional theater that also provides local entertainment.52 The Poway Unified School District (PUSD) is excellent and has consistently been rated as top tier. PUSD operates 25 elementary schools (K-5), one elementary & middle school combination (TK-8th), six middle schools (6-8), one continuation high school, five 46 https://www.oside.us/ 47 https://pantheonstorage.blob.core.windows.net/administration/San-Diego-Unified-Port-District-Act.pdf 48 https://pantheonstorage.blob.core.windows.net/administration/California-Public-Trust-Doctrine.pdf 49 https://www.portofsandiego.org/people 50 https://www.portofsandiego.org/about-port-san-diego/history 51 https://www.portofsandiego.org/about-port-san-diego 52 https://www.powaycenter.com/156/Technical-Information SECTION ONE | Determine the Planning Area and Resources 15 comprehensive high schools (9-12), and one adult school. Twenty-six schools are in the City of San Diego and twelve schools are in Poway. The district serves over 36,000 students and is the third largest school district in the county.53 San Diego (Population: 1,386,932) The City of San Diego is the largest city in San Diego County and is the second largest city in the state. San Diego is renowned for its idyllic climate, 70 miles of pristine beaches and a dazzling array of world-class family attractions. Popular attractions include the world-famous San Diego Zoo, San Diego Zoo Safari Park, SeaWorld San Diego, LEGOLAND California, Cabrillo National Monument, and Old Town State Historic Park. San Diego's arts and culture and culinary arts are also booming. New culinary arts talents prepare award-winning meals throughout the region's 6,400 eating establishments, and Balboa Park (the largest urban cultural park in the U.S.) is home to 15 museums, numerous art galleries, beautiful gardens, and the Tony Award-winning Old Globe Theatre.54 55 The city is served by the San Diego Unified School District for elementary, middle, and high school options.56 San Marcos (Population: 94,833) San Marcos is located between Vista and Escondido, approximately 35 miles north of Downtown San Diego. San Marcos is known for its resort climate, rural setting, central location, and affordable housing prices. Although San Marcos has experienced rapid growth over the last decade, it continues to maintain the small-town atmosphere that initially attracted many new residents.57 It is also home to two of the region’s major educational facilities, Palomar College and California State University, San Marcos.58 The city is served by the San Marcos Unified School District, which is the seventh largest district in San Diego with 19 schools—10 elementary schools, two K-8 schools, three middles schools, three high schools, and one independent study school.59 60 Santee (Population: 60,037) “Sunny climate, good schools, small-town friendliness”—Santee prides itself on having a lean government that responds to its citizens' concerns. Collectively, these are among the key attributes of the city. Santee is ideally located between the Pacific Ocean and the mountains of the Cleveland National Forest. While Santee is considered part of the East County Region, the city is only 18 freeway miles from San Diego’s premier beaches. Santee is connected to the coastline by State Route 52, a six-lane freeway that connects Interstate 5 in La Jolla to State Route 67. State Route 125 also intersects with State Route 52, forming a transportation hub in the heart of Santee. Since the expansion of the San Diego Trolley, Santee residents 53 https://www.powayusd.com/en-US/District/About-Us 54 https://www.sandiego.org/articles/about-san-diego-ca.aspx 55 https://www.balboapark.org/performing-arts/the-old-globe 56 https://www.sandiegounified.org/schools/all_schools 57 https://www.san-marcos.net/live/about-us 58 https://www.san-marcos.net/live/about-us 59 https://www.smusd.org/about_us 60 https://drive.google.com/file/d/15YZn-2ZnVwoAxEy-UTf1ETQvK9oVy7m9/view SECTION ONE | Determine the Planning Area and Resources 16 can ride the Trolley to Mission Valley, Downtown San Diego and as far as the U.S./Mexico Border. 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. Water services are provided by Padre Dam Municipal Water District. The Santee School District and Grossmont Union High School District oversee K-12 education. Elementary and middle school students attend one of the nine available schools, while high school students attend Santana or West Hills High School. Higher education facilities include San Diego Christian College, a 4-year private accredited college located in Town Center. Nearby are San Diego State University and Grossmont Community College. 61 62 Solana Beach (Population: 12,941) Solana Beach was incorporated in 1986 and is a four square-mile city regarded as one of the county’s most attractive coastal communities. Solana Beach is known for its small-town atmosphere and pristine beaches, and 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). The Pacific Ocean is to the west; the City of Encinitas to the north, and the City of Del Mar to the south. The unincorporated village of Rancho Santa Fe is located on the east side. Property values in this upscale community have appreciated significantly since incorporation. The business community has equally enjoyed the prosperity of a healthy economy, as Solana Beach is home for many artisans, high-tech businesses, and professionals. The elementary school district is composed of five elementary schools, two of which are within the city limits. The middle school is under the administration of the San Dieguito Union High School District. High school students in the area attend Torrey Pines High School located to the southeast of Solana Beach. Additionally, there are several private and parochial schools in Solana Beach.63 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. Vista (Population: 98,381)64 Vista is a thriving community that continues to grow and develop many new activities and attractions. The Moonlight Amphitheatre, AVO Playhouse, and the Wave Waterpark are just some of the many cultural activities the offered to Vista residents. Vista's Business Park is home to over 800 companies, with many global businesses relocating their headquarters, manufacturing, distribution, and marketing facilities to this business park. In addition, Vista 61 https://www.cityofsanteeca.gov/our-city/about-santee-new 62 https://www.santeesd.net/schools/district_school_sites 63 https://www.ci.solana-beach.ca.us/index.asp?SEC=6BACDB03-96AC-47CC-9F5C-57082740FDAF&Type=B_BASIC 64 https://datasurfer.sandag.org/dataoverview SECTION ONE | Determine the Planning Area and Resources 17 Village has brought revitalization to the downtown area with dining, entertainment, shopping, and public amenities.65 The City of Vista is approximately 19 square miles and contracts with Vista Irrigation District for its water services. The city operates its own fire department and contracts with the San Diego Sheriff’s Department for law enforcement services. 66 There are 17 elementary and magnet schools, six middle schools, and seven high schools and magnet schools.67 Tribal Communities Indigenous Americans have lived in the region for thousands of years. The four tribal groupings that make up the indigenous American Indians of San Diego County are the Kumeyaay (also referred to as Diegueño or Mission Indians), the Luiseño, the Cupeño, and the Cahuilla. San Diego County has the largest number (18) of Indian reservations of any county in the United States. The reservations include total land holdings of an estimated 193 square miles.68 Tribes can develop a Tribal Mitigation Plan independently or participate in a Multi- Jurisdictional Hazard Mitigation Plan, either with other Tribes or with one or more local governments.69 Special Districts A Special District is an independent unit of local government set up to perform a specific function or a restricted number of related functions, such as street lighting or waterworks. A special district might be composed of cities, townships, counties, or any part or combination. The 61 Special Districts in San Diego County are separate legal entities (governed by the Board of Supervisors) that provide for specialized public improvements and services deemed to benefit properties and residents financed by specific taxes and assessments. The Special Districts provide authorized services including sanitation, flood control, road, park, lighting maintenance, fire protection, or ambulance service to specific areas in the county.70 Therefore, Special Districts have the option to either create their own Local Hazard Mitigation Plan or partner with a local government to create a plan annex.71 65 https://www.moonlightstage.com/about-us/rentals/avo-playhouse 66 https://www.cityofvista.com/residents/about-vista 67 https://www.vistausd.org/our_schools 68 https://www.sandiegocounty.gov/content/dam/sdc/auditor/pdf/adoptedplan_21-23.pdf 69 https://www.fema.gov/sites/default/files/2020-06/fema-tribal-planning-handbook_05-2019.pdf 70 https://www.sandiegocounty.gov/content/dam/sdc/auditor/pdf/adoptedplan_21-23.pdf. 71 https://www.fema.gov/sites/default/files/2020-06/fema-local-mitigation-planning-handbook_03-2013.pdf SECTION ONE | Determine the Planning Area and Resources 18 1 . 2 . C O M M U N I T Y R A T I N G S Y S T E M R E Q U I R E M E N T S Flooding is a hazard that affects San Diego County. Meeting National Flood Insurance Program (NFIP) requirements is the most cost-effective way to reduce the flood risk to new buildings and infrastructure.72 The Community Rating System (CRS) is a FEMA program and rewards communities that go beyond the minimum standards for floodplain management under the NFIP. Communities can potentially improve their Community Rating System and lower NFIP premiums by developing a CRS Plan. For more information on the National Flood Insurance Program, see http://www.fema.gov/national-flood-insurance-program. The following table compares CRS and Hazard Mitigation Plan requirements/tasks: TABLE 1: FEMA LOCAL MITIGATION PLANNING HANDBOOK WORKSHEET 1.1 DESCRIBES THE CRS REQUIREMENTS MET BY THE SAN DIEGO COUNTY MULTI- JURISDICTIONAL HAZARD MITIGATION PLAN. Community Rating System (CRS) Planning Steps Local Mitigation Planning Handbook Tasks (44 CFR Part 201) Step 1. Organize Task 1: Determine the Planning Area and Resources Task 2: Build the Planning Team 44 CFR 201.6(c)(1) Step 2. Involve the public Task 3: Create an Outreach Strategy 44 CFR 201.6(b)(1) Step 3. Coordinate Task 4: Review Community Capabilities 44 CFR 201.6(b)(2) & (3) Step 4. Assess the hazard Task 5: Conduct a Risk Assessment 44 CFR 201.6(c)(2)(i) 44 CFR 201.6(c)(2)(ii) & (iii) Step 5. Assess the problem Step 6. Set goals Task 6: Develop a Mitigation Strategy 44 CFR 201.6(c)(3)(i) 44 CFR 201.6(c)(3)(ii) 44 CFR 201.6(c)(3)(iii) Step 7. Review possible activities Step 8. Draft an action plan Step 9. Adopt the plan Task 8: Review and Adopt the Plan 44 CFR 201.6(c)(5) Step 10. Implement, evaluate, revise Task 7: Keep the Plan Current Task 9: Create a Safe and Resilient Community 44 CFR 201.6(c)(4) Any jurisdiction or special district may participate in the hazard mitigation planning process. However, to request FEMA approval, each of the local jurisdictions must meet all requirements of 44 CFR §201.6. In addition to the requirement for participation in the process, the federal regulation specifies the following requirements for multi-jurisdictional plans: 72 https://www.fema.gov/floodplain-management/manage-risk SECTION ONE | Determine the Planning Area and Resources 19 • The risk assessment must assess each jurisdiction’s risk where they may vary from the risks facing the entire planning area. (44 CFR §201.6(c)(2)(iii)) • There must be identifiable action items specific to the jurisdiction requesting FEMA approval or credit of the plan. (44 CFR §201.6(c)(3)(iv)) • Each jurisdiction requesting approval of the plan must document that is has been formally adopted. (44 CFR §201.6(c)(5)) A hazard mitigation plan must clearly list the jurisdictions that participated in the plan and are seeking plan approval. The San Diego County Multi-Jurisdictional Hazard Mitigation Plan meets all requirements, including CRS requirements. More information about this topic is discussed in Section 4 and 6 of this plan. 1.2.1. CATEGORIES OF FLOODPLAIN MANAGEMENT ACTIVITIES Floodplain management is a community-based effort to prevent or reduce the risk of flooding, resulting in a more resilient community. Multiple groups with a stake in protecting their communities from flooding conduct floodplain management functions like zoning, building codes, enforcement, education, and other tasks. While FEMA has minimum floodplain management standards for communities participating in the National Flood Insurance Program (NFIP), adopting higher local standards will lead to safer, stronger, more resilient communities.73 The different categories of floodplain management activities are detailed within this section. Related community capabilities and potential local projects (to be completed at future dates) are described respectively in Section 4 and Section 6 of this plan: 1. Preventive activities keep flood problems from getting worse. The use and development of flood-prone areas is limited through planning, land acquisition, or regulation. They are usually administered by building, zoning, planning, and/or code enforcement offices. • Floodplain mapping and data • Planning and zoning • Open space preservation • Stormwater management • Floodplain regulations • Drainage system maintenance • Erosion setbacks • Building codes 2. Property protection activities are usually undertaken by property owners on a building-by- building or parcel basis. • Relocation • Retrofitting • Acquisition • Sewer backup protection • Building elevation • Insurance 73 Floodplain Management | FEMA.gov SECTION ONE | Determine the Planning Area and Resources 20 3. Natural resource protection activities preserve or restore natural areas or the natural functions of floodplain and watershed areas. They are implemented by a variety of agencies, primarily parks, recreation, or conservation agencies or organizations. • Wetlands protection • Water quality improvement • Erosion and sediment control • Coastal barrier protection • Natural area preservation • Environmental corridors • Natural area restoration • Natural functions protection 4. Emergency services measures are taken during an emergency to minimize its impact. These measures are usually the responsibility of city or county emergency management staff and the owners or operators of major or critical facilities. • Hazard threat recognition • Critical facilities protection • Hazard warning • Health and safety maintenance • Hazard response operations • Post-disaster mitigation actions 5. Structural projects keep flood waters away from an area with a levee, reservoir, or other flood control measure. They are usually designed by engineers and managed or maintained by public works staff. • Reservoirs • Channel modifications • Levees/floodwalls • Storm drain improvements • Diversions 6. Public information activities advise property owners, potential property owners, and visitors about the hazards, ways to protect people and property from the hazards, and the natural and beneficial functions of local floodplains. They are usually implemented by a public information office. • Map information • Library • Outreach projects • Technical assistance • Real estate disclosure • Environmental education Decorative Image CAL FIRE San Diego Communications Bureau SECTION TWO: Build the Planning Team San Diego County, California 2 0 2 3 SECTION TWO | Build the Planning Team 22 2. S ECT ION T WO: B U ILD TH E PL AN NI NG T EA M This San Diego County, California Multi-Jurisdictional Hazard Mitigation Plan (The Plan) was prepared with input from: • County Residents • County of San Diego Groups, Agencies and Departments • Eighteen Incorporated Cities • The Port of San Diego • Water Districts • Fire Protection Districts • Air Pollution Control District • The National Weather Service/ National Oceanic and Atmospheric Administration • Scripps Institution of Oceanography, University of California San Diego • California Office of Emergency Services (Cal OES) • Federal Emergency Management Agency (FEMA). County resident participation will be discussed in Section 3 of this plan. Feedback and approval of this plan is provided by Cal OES and FEMA. SECTION TWO | Build the Planning Team 23 2 . 1 . P L A N N I N G P A R T I C I P A N T S Below is a detailed list of all other planning participant names, positions/titles, and agencies: TABLE 2: COUNTY OF SAN DIEGO GROUPS, AGENCIES AND DEPARTMENTS: Name Title Department Jeff Toney Director Office of Emergency Services Stephen Rea Assistant Director Office of Emergency Services Dominique D. Fonseca Emergency Services Coordinator Office of Emergency Services Nick Zubel Senior Emergency Services Coordinator Office of Emergency Services Rob Andolina Emergency Services Coordinator Office of Emergency Services Shannon Nuzzo Emergency Services Coordinator Office of Emergency Services Michael Robles Senior Geographic Information Systems Analyst Office of Emergency Services Ryan DeHart Senior Emergency Services Coordinator Office of Emergency Services (Fmr.) Garrett Cooper Deputy Director Agriculture, Weights & Measures Jesus Amial Administrative Analyst Agriculture, Weights & Measures Austin Shepherd Deputy Commissioner/Sealer Agriculture, Weights & Measures Vince Acosta IT/GIS Coordinator Agriculture, Weights & Measures Brian Christison Emergency Medical Services Coordinator Emergency Medical Services Todd Burton Environmental Health Specialist III Environmental Health & Quality Brad Long Supervising Environmental Health Specialist Environmental Health & Quality Amy Harbert Director Environmental Health & Quality Dave Nissen Deputy Chief Fire Ryan Silva Battalion Chief CAL FIRE/Fire Jessica A. Martinez Community Risk Reduction Program Coordinator Fire Ashley Risueno Administrative Analyst Fire Jo Ann Julien Health Planning and Program Specialist Health & Human Service Agency Sandi Hazlewood Chief, Departmental Operations Parks & Recreation Judy Tjiong-Pietrezak Senior Park Project Manager Parks & Recreation Chelsea Jander Senior Park Project Manager Parks & Recreation Marco Mares Region Manager Parks & Recreation Jason Hemmens Deputy Director Parks & Recreation Tyler Farmer Group Program Manager Planning & Development Services Mike Madrid Land Use/Environmental Planner- Long Range Planning Planning & Development Services Robert Efird Program Manager-Long Range Planning Planning & Development Services (Fmr,) Vince Nicoletti Deputy Director Planning & Development Services SECTION TWO | Build the Planning Team 24 Name Title Department Shannon Ackerman GIS Analyst-Quartic Solutions Planning & Development Services (GIS) Jason Batchelor GIS Coordinator Planning & Development Services (GIS) Ian Dawes Senior GIS Analyst Planning & Development Services (GIS) Donna Johnson Senior Emergency Services Coordinator Public Health Services Derek Gade Assistant Director Public Works Mehdi Khalili Civil Engineer Public Works (Flood Control) Matthew Schmid Senior Civil Engineer Public Works (Roads) Greg Carlton Senior Civil Engineer Public Works (Roads) Leann Carmichael Senior Hydrologist Public Works (Sustainability Planning Division) Rene Vidales Program Coordinator Public Works Richard Chin Project Manager Public Works (Roads) EIGHTEEN INCORPORATED CITIES: Name City Title Don Rawson Carlsbad Emergency Services Coordinator Kim Young Carlsbad Assistant Director of Emergency Services David Harrison Carlsbad Assistant Director of Emergency Services (Fmr.) Jones-Kirk, Marie Carlsbad Emergency Services Manager Marlon King Chula Vista Emergency Services Manager Jayson Summers Coronado Division Chief Clem Brown Del Mar Environmental Sustainability & Special Projects Manager Corina Jimenez Encinitas Senior Management Analyst Lois Yum Encinitas Management Analyst Jeff Murdock Escondido Emergency Preparedness Manager Andy McKellar Heartland (El Cajon, La Mesa, Lemon Grove) Emergency Preparedness Coordinator John French Imperial Beach Fire Chief Walter Amedee National City Management Analyst III David Parsons Oceanside Division Chief Pete Lawrence Oceanside Division Chief Katelynn Rise Oceanside Emergency Services Assistant Russ Cunningham Oceanside Principal Planner Susy Turnbull Poway Disaster Preparedness Coordinator Tiffany Allen San Diego Senior Homeland Security Coordinator Jamie Smith San Marcos Emergency Manager Dave Pender San Marcos Fire Battalion Chief SECTION TWO | Build the Planning Team 25 Name City Title Justin Matsushita Santee Deputy Fire Chief Dustyn Garhartt Santee Fire Captain DeVerna Rogers Santee Recreation Supervisor Patricia Letts Solana Beach Administrative Assistant III Rigma Viskanta Solana Beach Senior Management Analyst Ned Vanderpol Vista Fire Chief Edward Kramer Vista Emergency Manager Jamie Smith Vista Emergency Management Coordinator (Fmr.) PORT OF SAN DIEGO Name Jurisdiction Title Dave Foster Port of San Diego Homeland Security Program Manager Cid Tesoro Port of San Diego Vice President, Facilities & Engineering WATER AND IRRIGATION DISTRICTS: Name District Title Lisa Coburn-Boyd Otay Water District Environmental Compliance Specialist Emilyn Zuniga Otay Water District Safety and Security Specialist Larry Costello Padre Dam Municipal Water District Safety and Risk Manager Charmaine Esnard Rainbow Municipal Water District Risk Management Officer Lisa Prus San Diego County Water Authority Supervising Management Analyst Eric Rubalcava San Diego County Water Authority Principal Asset Management Specialist Anjuli Corcovelos San Diego County Water Authority Senior Water Resources Specialist Clay Clifton Sweetwater Authority Program Specialist Alisa Nichols Vista Irrigation District Management Analyst FIRE PROTECTION DISTRICTS: Name District Title Jason McBroom Alpine Fire Protection District Fire Marshal Dave McQuead Rancho Santa Fe Fire Protection District Fire Chief Gehrig Browning San Miguel Fire Protection District Division Chief Andrew Lawler San Miguel Fire Protection District Division Chief W. Brent Napier San Miguel Fire Protection District Deputy Fire Marshal Colton Israels San Miguel Fire Protection District Fire Inspector SECTION TWO | Build the Planning Team 26 AIR POLLUTION CONTROL DISTRICT: Name District Title David Sodeman Air Pollution Control District Chief, Department Operations Domingo Vigil Air Pollution Control District Deputy Director THE NATIONAL WEATHER SERVICE (NWS)/ NATIONAL OCEANIC AND ATMOSPHERIC ADMINISTRATION (NOAA): Name Organization Title Alex Tardy NWS/NOAA Warning Coordination Meteorologist, Manager SCRIPPS INSTITUTION OF OCEANOGRAPHY, UNIVERSITY OF CALIFORNIA SAN DIEGO: Name Institute Association (Titles N/A) Dan Cayan Scripps Institution of Oceanography, UC San Diego California Nevada Applications Program Alexander Gershunov Scripps Institution of Oceanography, UC San Diego California Nevada Applications Program Laura Engeman Scripps Institution of Oceanography, UC San Diego Center for Climate Change Impacts and Adaptations Julie Kalansky Scripps Institution of Oceanography, UC San Diego California Nevada Applications Program SECTION TWO | Build the Planning Team 27 2 . 2 . P L A N N I N G P R O C E S S The overall planning process for The Plan was led by the County of San Diego Office of Emergency Services (County OES), who established a Hazard Mitigation Planning Group (HMPG) to coordinate development of the Plan. Representatives from each listed incorporated city, special district and the unincorporated county were designated by their jurisdiction as the HMPG member. Each HMPG member identified a Local (internal) Mitigation Planning Team for their department, jurisdiction, special district, and other organizations that included decision- makers from police, fire, emergency services, community development/planning, transportation, economic development, public works, and emergency response/services personnel, as appropriate. The 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 HMPG members brought this information to HMPG 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 above, in Section 2. All HMPG members were provided an overview and training of hazard mitigation planning elements at the HMPG meetings. The HMPG training was designed after FEMA's "Local Mitigation Planning Handbook" worksheets, which led the HMPG members through the process of defining the jurisdiction’s assets, vulnerabilities, capabilities, goals, objectives, and actions. The HMPG members were also given additional action items at each meeting to be completed by their Local Mitigation Planning Team. HMPG members also participated in workshops to present the risk assessment, preliminary goals, objectives, and actions. In addition, several HMPG members met with OES staff specifically to discuss hazard-related goals, objectives, and actions. Preliminary goals, objectives and actions developed by jurisdiction staff were then reviewed with necessary partners for approval. Throughout the planning process, the HMPG members were given maps of the profiled hazards as well as detailed jurisdiction-level maps that illustrated the profiled hazards and critical infrastructure. These maps were created using data sources listed in references. These data sources contain the most recent data available for the San Diego region. A large portion of this data was supplied by the regional GIS agency, SanGIS. The SanGIS data is updated periodically with the new data being provided by the local agencies and jurisdictions. This ensured the data used was the most recent available for each participating jurisdiction. The HMPG members reviewed these maps and were provided the opportunity to communicate updates or changes to the critical facilities/assets or hazard layers to County OES in November 2021. Data received from HMPG members were added to the hazard database and used in the modeling process described in the Risk Assessment portion of the Plan (Section 5). The data used in this plan revision is considered more accurate than the original plan. SECTION TWO | Build the Planning Team 28 2.2.1. EXISTING POLICIES, PLANS, PROGRAMS, & RESOURCES Hazard Mitigation Planning Group (HMPG) members and their corresponding Local Mitigation Planning Teams prior to and during the planning process reviewed several existing policies, plans, studies, guides, programs, and other resources. These items included FEMA documents, emergency services documents as well as county and local general plans, community plans, local codes and ordinances, and other similar documents. The documents included, but were not limited to: • San Diego County/Cities General Plans & Safety Element • San Diego County Strategic Plan/Initiatives • San Diego County Emergency Operations Plan 2018 • Legislation • Various Local Community Plans • Various Local Codes and Ordinances • FEMA Local Mitigation Handbook March 2013 • FEMA Mitigation Ideas January 25, 2013 • Integrating Hazard Mitigation and Climate Adaptation Planning – ICLEI • Climate Change Impacts in the United States – U.S. Government Printing Office • Local Mitigation Plan Review Tool 2019 • California State Hazard Mitigation Plan 2018 • Unified San Diego County Emergency Services Organization Operational Area Emergency Plan dated September 2010 Task Four of the FEMA Local Mitigation Handbook, Sections 1, 4, and 7 of this plan, and jurisdiction-specific annexes describe the process by which local governments will integrate the requirements of the mitigation plan into other planning mechanisms, such as comprehensive or capital improvement plans. The County of San Diego specifically meets with all necessary partners to collaborate on planning mechanisms/updates, conducts an approval process through the public, department leadership, Unified Disaster Council (UDC) voting/approval, then Board of Supervisor and other elected official approval. All listed steps were conducted on necessary and required bases. This specific update of The Plan required incorporation of updates into the County’s Safety Element (lead by Planning & Development Services) and Emergency Operations Plan (lead by County OES) to demonstrate progress of local hazard mitigation efforts. Plan leads (listed in Section 2 of this plan) met as needed to collaborate on cohesive updates, then discuss how and where to include the update within their respective plans. Additionally, listed below 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 policies/regulations related to mitigation efforts within the community. The administrative and technical capabilities of the County, as discussed below, and in Section 4 of this plan, provide an identification of the staff, personnel, and department resources available to implement the actions identified in Section 6 of this 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, SECTION TWO | Build the Planning Team 29 and engineers with an understanding of natural or human-caused hazards, floodplain managers, surveyors, personnel with GIS skills and scientists familiar with hazards in the community: • San Diego County Planning Development Services The goals of these departments are to maintain and protect public health, safety, and well-being, and 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. o Advanced Planning 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 County General Plan. o Building Division: Review site and building plans for compliance with all applicable codes. o Code Compliance Division: Enforces building, grading, zoning, brushing and clearing, junk, graffiti, signs, abandoned vehicle complaints and noise control. o Land Development Division: Provides engineering and review services for construction and development projects throughout the unincorporated areas of San Diego County. o Project Planning Division: reviews “discretionary” projects—projects that builders and homeowners cannot do “by right,” but which may be approved by PDS’s director, the Zoning Administrator, the Planning Commission, or the Board of Supervisors if the projects meet certain conditions. Discretionary projects include lot splits, major subdivisions and conditionally permitted uses. They also process applicants' requests for General Plan Amendments and Zoning changes. • San Diego County Department of Public Works Preserve, enhance, and promote quality of life and public safety through the responsible development of reliable and sustainable infrastructure and services. o 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. o 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. SECTION TWO | Build the Planning Team 30 o 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. o 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 families find safe and affordable housing, and partnering with property owners to increase the supply and availability of affordable housing. This 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. Key service programs include improving neighborhoods by assisting residents with low-income, increasing the supply of affordable, save housing and rehabilitating both business and residential properties in San Diego County. They 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) provides funding to agencies or businesses that provide a benefit to persons with low- and moderate- income, prevent or eliminate slums and blight, or meet needs having a particular urgency. In addition to funding housing and shelter programs, the County also allocates grant funds toward various community improvements in the Urban County area. These include Developer Incentive programs, Housing Opportunity for Persons with Acquired Immunodeficiency Syndrome (AIDS), and the Emergency Solutions Grant Program. Participating cities, community residents, nonprofit organizations and other county departments may submit grant proposals. • County of San Diego Emergency Medical Services (EMS) The mission of this department is to ensure all residents of and visitors to San Diego County receive timely and high-quality emergency medical services, specialty care, prevention services, disaster preparedness and response. Emergency Medical Services (EMS) is a branch of the Health and Human Services Agency's (HHSA) Public Health Services (PHS). It is the 'local EMS agency' (LEMSA), as defined in California law. • County of San Diego Office of Emergency Services The Office of Emergency Services (OES) coordinates the overall county response to disasters. OES is responsible for alerting and notifying appropriate agencies when disaster strikes, coordinating all agencies that respond, ensuring resources are available and mobilized in times of disaster, developing plans and procedures for SECTION TWO | Build the Planning Team 31 response to and recovery from disasters, and developing and providing preparedness materials for the public. This department’s function is 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 5. Developing and providing preparedness materials for the public. • County of San Diego Sheriff’s Department The San Diego County Sheriff's Department is the chief law enforcement agency in San Diego County. The department is comprised of approximately 4,000 employees, both sworn officers and professional support staff. The department provides general law enforcement, detention, and court services for the people of San Diego County in a service area of approximately 4,200 square miles. In addition, the department provides specialized regional services to the entire county, including the incorporated cities and the unincorporated areas of the county. The San Diego County Sheriff's Department provides contract law enforcement services for the cities of Del Mar, Encinitas, Imperial Beach, Lemon Grove, Poway, San Marcos, Santee, Solana Beach, and Vista. In these cities the Sheriff's Department serves as their police department, providing a full range of law enforcement services including patrol, traffic, and investigative services. In the unincorporated (non-city) areas, the Sheriff's Department provides generalized patrol and investigative services. The California Highway Patrol has the primary jurisdiction for traffic services in unincorporated areas. The San Diego County Sheriff's Department operates seven detention facilities. Male arrestees are booked at the San Diego Central Jail and Vista Detention Facility, while female arrestees are booked at the Las Colinas and Vista Detention Facilities. The remaining jails house inmates in the care of the Sheriff. • California Department of Forestry and Fire Protection CAL FIRE is an emergency response and resource protection department that responds to wildland fires that burn across the state. In addition, department personnel respond to other emergency calls, including structure fires, automobile accidents, medical aid, swift water rescues, civil disturbance, search and rescue, floods, and earthquakes. CAL FIRE is the State’s largest fire protection organization, whose fire protection team includes extensive ground forces, supported by a variety of fire-fighting equipment. CAL FIRE has joined with Federal and local agencies to form a statewide mutual aid system. This system ensures a rapid response of emergency equipment by being able to draw on all available resources regardless of jurisdiction. CAL FIRE is responsible for wildland fire protection within the District’s State Responsibility Areas, even though the Fire District is the first responder to an incident. SECTION TWO | Build the Planning Team 32 2.2.2. INVITATION TO PARTICIPATE The San Diego County Operational Area consists of the County of San Diego and the eighteen incorporated cities located within the county’s borders. Planning for emergencies, training and exercises are all conducted on a regional basis. In 1961 the County and the cities formed a Joint Powers Agency (JPA) to facilitate regional planning, training, exercises, and responses. This JPA is known as the Unified San Diego County Emergency Services Organization (USDCESO). Its governing body is the Unified Disaster Council (UDC) (as described in Section 1 of this plan). The membership of the UDC is defined in the JPA. Each city and the County have one representative. Representatives from the cities can be an elected official, the City Manager or from the municipal law enforcement or fire agency. The County is represented by the Chairperson of the County Board of Supervisors, who also serves as Chair of the UDC. In addition, there are 26 fire protection districts and 17 water districts within the San Diego Region. Each were offered the opportunity to participate in the development of this plan. The original development of the Hazard Mitigation Plan, as well as this current revision, were conducted under the auspices of the UDC. At the direction of the UDC, the San Diego County Office of Emergency Services (County OES) acted as the lead agency in the revision of this plan. San Diego County OES requested input from each jurisdiction in the county. Each municipality, special district, and neighboring jurisdictions were formally invited to attend a meeting to develop an approach to the planning process and to form the Hazard Mitigation Planning Group (HMPG). These invitations were in the form of an email to each jurisdiction. At the August 29, 2019 UDC meeting, it was announced that the plan was reaching the five-year mark and required updating.74 Each jurisdiction/participating party (documented within Section 2 of this plan) later confirmed their participation in the HMPG. In addition to the eighteen incorporated cities, County OES provided an opportunity for neighboring communities, local and regional agencies involved in hazard mitigation activities, agencies that have the authority to regulate development, as well as business, academia and other private or non-profit organizations interested in the involvement of the planning process. The HMPG formed to undertake the planning process and meeting dates were set for all members to attend. Each participating jurisdiction then formed their own Local Hazard Mitigation Planning Team. Details on the membership of those teams can be found in each jurisdiction’s annex. Local Hazard Mitigation Planning Teams met either before or after the overall HMPG met to discuss regional meeting topics and assignments. The UDC received briefings regularly on the progress of the planning process. UDC meetings are open to the public, with agendas and notices posted according to California’s Brown Act, with emailed invitations and reminders sent out one to two weeks prior to the meetings. Included on that email list are representatives from the following agencies: • American Red Cross • Chambers of Commerce 74 https://www.sandiegocounty.gov/content/dam/sdc/oes/docs/UDC_Documents/2019/October/04.%20August%20UDC%20Minutes_ 2019.pdf. SECTION TWO | Build the Planning Team 33 • Federal Agencies (USN, USMC, USCG, DHS) • Hospitals • Port of San Diego • State Agencies (Cal OES, DMV, Caltrans) • School Districts • Universities and colleges • Utilities (Power- SDG&E, Water – San Diego County Water Authority and Water Districts, Cable, telephone, and internet – Cox Communications) Tribal Communities were also invited to participate in this plan update and/or discuss Tribal Hazard Mitigation Plans on April 26, 2022. 2.2.3. HAZARD MITIGATION PLANNING GROUP MEETINGS The Hazard Mitigation Planning Group (HMPG) met regularly, as did the County of San Diego Local (County-specific) Hazard Mitigation Planning Group. The following is a list of meeting dates and objectives: 1. Initial HMPG and County Planning Meetings: September 2019—Kickoff meetings and Formation of HMPG 2. HMPG Meeting 1: October 8, 2019—Overview of Planning Process/Assessing Risks, Identify Partners, and Review Due Dates 3. County Local Planning Meeting 1: November 1, 2019—2018 Plan Version Capabilities Review, Assignment of Review, Review Objectives and Due Dates 4. HMPG Meeting 2: December 3, 2019—Review Schedule and Process, Review/Complete FEMA Task 4 (Review Community Capabilities) 5. County Local Planning Meeting 2: January 21, 2020—Review Objectives/Due Dates and Discuss Subject Matter Experts for each project, Assignment of County Departments for FEMA worksheet Tasks, Discuss Community Assets 6. FEMA Meeting: November 13, 2020—Meeting with federal and state partners to review the current plan update process 7. HMPG Refresher Meeting: January 11, 2021—Review updated planning calendar/schedule and allowed time for questions-and-answer session with state and federal partners 8. Refresher County Planning Meeting: January 18, 2021—Review updated planning calendar/schedule and allowed time for questions-and-answer session with state and federal partners SECTION TWO | Build the Planning Team 34 9. County Local Planning Meeting 3: March 1, 2021—Discussion from Subject Matter Experts about assignments/projects and update on progress/completion of FEMA Tasks 1-4 10. County Local Planning Meeting 4: March 15, 2021—Discussion from Subject Matter Experts about assignments/projects and update on progress/completion of FEMA Tasks 1-4 11. County Local Planning Meeting 5: April 12, 2021—Discussion from Subject Matter Experts about assignments/projects and update on progress/completion of FEMA Tasks 1-4 12. HMPG Meeting 3: April 26, 2021—Review Risk Assessment/Development of Mitigation Plan, GIS roles, Hazard Identification/Risk Assessment Processes, due dates, and Review/Complete FEMA Tasks 1-4 13. Hazards Workshops/Seminars: May-July 2021 (Tuesdays and Thursdays) —Subject Matter Experts present about different operational area hazards and suggest mitigation actions. Panel discussions and opportunity for planning group questions 14. County Local Planning Meeting 6: July 22, 2021—Review supplemental data associated with the risks, Discuss Risk Assessment Process and county mitigation strategies with Subject Matter Expert guidance 15. County Local Planning Meeting 7: October 20, 2021—Discuss assignment turnover to new project manager, Review/Complete FEMA Task 5 (Conduct a Risk Assessment) 16. HMPG Meeting 4: October 26, 2021—Review updated schedule/due dates, Hazard Identification Process, Risk Assessment Process, Hazard Profiling and Loss Estimation, Review/Complete FEMA Task 5 (Conduct a Risk Assessment) 17. Cal OES 2021 HMGP Webinar November 18, 2021—Discussion of HMGP sub-application instructions and requirements 18. Cal OES Grant Program Notice of Interest (NOI) Webinar: December 14, 2021 19. County Local Planning Meeting 8: January 19, 2022—Review/Complete FEMA Task 6 (Develop a Mitigation Strategy) 20. HMPG Meeting 5: February 1, 2022—Finalize FEMA Planning Worksheets for Task 6, Discuss Public Survey and Forum, Start FEMA Worksheets for Task 7, Discuss deadlines SECTION TWO | Build the Planning Team 35 21. County Local Planning Meeting 9: February 11, 2022—Review/Complete FEMA Task 7 (Keep the Plan Current) 22. Cal OES Sub-Application Development Series: February 2022—Discussion of HMGP sub-application instructions and requirements for various hazards 23. HMPG Meeting 6: March 7, 2022—Finalize FEMA Task 7 Worksheets, Discuss Cal OES/FEMA Funding and Training Opportunities, Discuss action items and deadlines 24. Whole Community Outreach Survey: April 1, 2022—Release was communicated with and shared by planning partners 25. HMPG Individual Meeting Series: March-April 2022—Check in meetings with all planning participants to ensure deadlines are met and final question were answered 26. Plan Peer Review: April 28-29, 2022—County Office of Emergency Services peers compared existing plan draft to FEMA grading requirements (2019 Local Plan Review Tool) and provided feedback 27. Public Forum: May 28, 2022—All planning participants and the public were invited to review key survey results and provided resources for further input Work drafts, products, and the final plan were shared electronically. Additional meetings not included on the above list were impromptu requests for one-on-one guidance and virtual/in- person meetings with planning partners. Not all partners were able to attend all meetings. Follow-up phone calls, question-and- answer sessions, and in-person meetings were conducted with those not able to attend to ensure they were kept current on the process, assignments, and deadlines. Follow-up meetings with planning partners continued until final draft submission to Cal OES and FEMA (June 2022). 2.2.4. HAZARD MITIGATION PLANNING GROUP MILESTONES The approach taken by the Hazard Mitigation Planning Group (HMPG) 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 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: Planning Group Meetings (September 2019 – June 2022): As listed in the previous section, a series of HMPG meetings were held in which the HMPG 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 SECTION TWO | Build the Planning Team 36 would be necessary to minimize impacts from the identified hazards. These meetings were held every month or two (depending on the progress made), September 2019 through June 2022. The meetings evolved as the planning process progressed and were designed to aid the jurisdictions in completing FEMA worksheets that helped define hazards within their jurisdictions, their existing capabilities and mitigation goals and action items for the Hazard Mitigation Plan. Hazards Workshops/Seminars (June 2021-July 2021): A series of workshops discussed the impact of all hazards impacting the operational area to educate local planners and community members. Topics discussed included, but were not limited to, climate change, sea level rise, drought, changes to precipitation patterns and extreme weather, wildfire, terrorism, and potential future impacts. The information presented in these workshops were incorporated into the risk assessment process as well in the development of mitigation goals, objectives, and actions. Risk Assessment (June 2021 – January 2022): The HMPG used the list of hazards from the 2018 Multi-jurisdictional Hazard Mitigation Plan to determine if they were still applicable to the region and if there were any new threats identified that should be added to the plan. Specific geographic areas subject to the impacts of the identified hazards were mapped using a Geographic Information System (GIS). The HMPG had access to updated 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 jurisdiction and participating special district; and an estimate of potential losses or exposure to losses from each hazard. The HMPG 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 HMPG 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. The process used during the completion of the initial plan and first update was utilized for this update. Finally, the assessment of community vulnerabilities included a review of current 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. This was a similar process to that used in the original plan and first update. Goals, Objectives, and Alternative Mitigation Actions (January 2022- February 2022) Based on this understanding of the hazards faced by the County, the goals, objectives, and actions identified in the 2018 plan were reviewed to see what had been completed and could be removed and which were not able to be completed due to funding or other challenges. HMPG members then added updated priorities in the form of listed goals, objectives, and actions, as required for the completion of the update. This was done by the members working with their local planning groups and in a series of one-on-one meetings with County Office of Emergency Services staff. Additionally, plan compatibility with existing plans and regulations was considered and accounted for. CAL FIRE San Diego Communications Bureau Decorative Image SECTION TWO | Build the Planning Team 37 Mitigation Plan and Implementation Strategy (January 2022- February 2022): Each jurisdiction reviewed their priorities for action from among their goals, objectives, and actions, developing 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. Mitigation Action Progress Report (February 2022- June 2022) If applicable, jurisdictions completed a progress report for their previous 2018 plan. All HMPG members were also asked to complete a FEMA Plan Evaluation (Section 7 of this plan) as a resource to help keep this plan current. San Diego County, California 2 0 2 3 Decorative Image Photo by Kevin Pack CAL FIRE San Diego Communications Bureau SECTION THREE: Create an Outreach Strategy SECTION THREE | Create an Outreach Strategy 39 3. S ECT ION T HR E E: CR EA T E AN OU TR E A CH S TR AT EG Y The County of San Diego’s Hazard Mitigation Outreach Strategy is based on the Federal Emergency Management Agency’s (FEMA’s) Whole Community Approach and governed by existing department, local, state, and federal plans, regulations, and budgets. The Whole Community Approach supports inclusive management practices, and it’s three principles help guide the County of San Diego’s Hazard Mitigation Outreach Strategy. 3 . 1 . W H O L E C O M M U N I T Y A P P R O A C H The County of San Diego/the Operational Area develop and update emergency plans in accordance with local, state, and federal policies and guidance. The Federal Emergency Management Agency (FEMA) provides a strategic framework to guide all members of the emergency management community as they determine how to integrate the Whole Community Approach and related concepts into their daily practices. FEMA’s guidance and this plan are not intended to be all-encompassing or offer specific actions that require adoption of certain protocols. Instead, the Whole Community Approach is acknowledged as a general process by which the public, emergency management representatives, organizational and community leaders, tribal partners, and government officials can understand and assess the needs of their respective communities, then determine the best ways to organize and strengthen resources, capacities, and interests. The Whole Community Approach, overall, is intended to increase