Mountain House City Council
July 22, 2026

Vulnerability: There are roughly 30,287 properties in San Joaquin County that have more significant than a 26% chance of being severely affected by flooding over the next 30 years. This represents 64% of all properties in San Joaquin County and facilities sinking on their pilings, particularly in the downtown “old town” area.

In California, only about 230,000 homes and other buildings have flood insurance policies, which are separate from homeowners insurance. That means only about 2% of properties are covered against flooding.

Over a 50-year period, the average annual economic damages estimate more than quadruples in the San Joaquin River Basin because of estimated population and regional economic growth and the increased flood risk brought on by climate change. The largest increase in economic damages are projected to occur in the San Joaquin River Basin.

In addition to the damage to properties, flooding can cut off access to utilities, emergency services, and transportation and may impact the overall economic well-being of an area. Impacts of flooding will disproportionately affect socially vulnerable communities. Future floods are expected to increase peak water surface elevations and cause more damage in tidally-influenced areas of the lower San Joaquin River watershed because of rising sea levels.

Atmospheric rivers have been identified as the primary source of significant flood events in the Central Valley. The strength and quantity of Atmospherics Rivers significantly influence annual flood risk. Climate change science predicts that atmospheric rivers will become stronger and wetter, increasing their potential to cause catastrophic events that could overwhelm many parts of the current flood system.

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Underfunding and complex, time-consuming permits continue to cause a backlog of deferred maintenance and greater risk to life, property, and the environment. Deferred maintenance may escalate repair, rehabilitation, and replacement needs. Federal agencies share responsibility for flood management with State and local agencies, but each level of government has its own policies, procedures, funding, and timing, all of which can slow progress.

4.3.2 Dam Related Incidents
Hazard/Problem Description: Dam failure is the breakdown, collapse, or other failures of a dam structure characterized by the uncontrolled release of impounded water that results in downstream flooding. In the event of a dam failure, the energy of the water stored behind even a small dam is capable of causing loss of life and severe property damage if development exists downstream. An uncontrolled breach is the unintentional discharge from the impounded water body and is considered a failure. Dam failure can result from natural events or human-induced events. Dams have received more attention recently in the emergency management community as potential targets for terrorist acts.

Dams are built for various uses, including flood protection, power generation, agriculture, water supply, and recreation. When dams are constructed for flood protection, they usually are engineered to withstand a flood with a computed risk of occurrence. For example, a dam may be designed to contain a flood at a location on a stream that has a certain probability of occurring in any one year. If prolonged periods of rainfall and flooding occur that exceed the design requirements, that structure may be overtopped and fail. Overtopping is the primary cause of earthen dam failure in the United States. Dam failures can also result from any one or a combination of the following reasons:
 Earthquake
 Inadequate spillway capacity resulting in excess overtopping flows  Internal erosion caused by embankment or foundation leakage or piping, or rodent activity  Improper design
 Improper maintenance
 Negligent operation
 Failure of upstream dams on the same waterway
Water released by a failed dam generates tremendous energy. It can cause a flood that is catastrophic to life and property. A catastrophic dam failure could challenge local response capabilities and require evacuations to save lives. Impacts on life safety will depend on the warning time and the resources available to notify and evacuate the public. Significant loss of life could result in catastrophic effects
Controlled release or spillway flooding: Spillways are designed to relieve pressure on dams and prevent dam failures. Flooding downstream often results when spillways flow, though the potential for flooding due to discharge from dam outlet structures can also result from excessive rain events. However, controlled releases of water from dams is a measure that can prevent or minimize spillway flooding or structure failure by regulating capacity in a managed way. Even controlled releases can lead to unpredictable flooding, depending on environmental and weather conditions, or even human error.

Generally, there are three types of dams: concrete arch or hydraulic fill, earth-rockfill, and concrete gravity. Every kind of dam has different failure characteristics. A substantial arch or hydraulic fill dam can fail almost instantaneously: the flood wave builds up rapidly to a peak and then gradually declines. An earth-rockfill dam fails slowly due to erosion of the breach: the downstream flood wave will build progressively to a height and decline until the reservoir is empty.

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And a concrete gravity dam can fail instantaneously or gradually with a corresponding buildup and decline of the flood wave.

Geographic Area or Location: Significant According to the California Department of Water Resources (DWR) Jurisdictional Dams and the National Inventory of Dams (NID) databases, there are 20 dams of concern to San Joaquin; seven of which are in the County and 13 upstream of the County. It is important to note that the inundation areas only represent some dams that pose a risk; some information is unavailable in GIS or not allowed for release in a public document.

Virtually no urban areas in the County are free from flooding in the event of dam failure. Potential impacts are most significant for all major cities in the County and rural communities such as Clements, Lockeford, Mokelumne, Linden, etc.

The Army Corps of Engineers is responsible for safety inspections of some federal and nonfederal dams in the United States that meet size and storage limitations specified in the National Dam Safety Act. The Corps has inventoried dams; surveyed each state and federal agency’s capabilities, practices, and regulations regarding design, construction, operation, and maintenance of dams; and developed guidelines for inspection and evaluation of dam safety (U.S.

Army Corps of Engineers, 2017). It is important to note that this data base is updated only periodically, and therefore the information reflected may not be reflective of the most recent inspection dates for each facility listed.

Figure 3-National Inventory of Dams by Hazard Potential- (US Army Corps of Engineers) San Joaquin County- October 2022
2 Magnitude/Severity: Catastrophic- Since the County has several high and significant hazard dams, there is potential for loss of life and property damage. The inundation areas for each dam are generally downstream. They include large rural and urban areas on the valley floor below the dams. Adjacent jurisdictions could also be affected by a dam failure. The extent of the impact depends on the nature of the failure and the location of the dam. The largest populations potentially at risk would be Lodi, Stockton, Lathrop, and Manteca. The hazard risk also applies to

2 https://nid.usace.army.mil/#/

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the County’s most rural communities. A severe storm, earthquake, or erosion of the embankment and foundation leakage may cause dam collapse and structural failure in the County or other nearby counties. Seismic activity may cause inundation by the action of a seismically induced wave that overtops the dam without causing dam failure but significant flooding downstream.

Landslides flowing into lakes and reservoirs may also cause dams to fail or overtop.

Warning Time: Warning time for dam failure depends on the cause of the failure. In case of extreme precipitation or snowmelt, evacuations can be planned with sufficient time. In the event of a structural failure due to earthquake, there may be no warning time. A dam’s structural type also affects warning time. Earthen dams do not tend to fail completely or instantaneously. Once a breach is initiated, discharging water erodes the breach until the reservoir is empty or the breach resists further erosion. Concrete dams also tend to begin with a partial breach. The time of breach formation ranges from a few minutes to a few hours.

All populations in a dam failure inundation zone would be exposed to the risk of a dam failure.

The potential for loss of life is affected by the capacity and number of evacuation routes available to populations living in areas of potential inundation. Some land uses are more vulnerable to dam failure inundation, such as single-family homes, while others are less vulnerable, such as agricultural land or parks. Dam failure flooding presents a threat to life and property, including buildings, their contents, and their use. Vulnerable properties are those closest to the dam inundation area. These properties would experience the largest, most destructive surge of water.

Low-lying areas are also vulnerable since they are where the dam waters would collect. Large flood events can affect crops and livestock as well as lifeline critical utilities (e.g., water, sewerage, and power), transportation, jobs, tourism, the environment, and the local and regional economies.

Flooding, including that from dam failure, causes many impacts to agricultural production, including water contamination, damage to crops, loss of livestock, increased susceptibility of livestock to disease, flooded farm machinery, and environmental damage to and from agricultural chemicals.

Reservoirs held behind dams affect many ecological aspects of a river. River topography and dynamics depend on a wide range of flows, but rivers below dams often experience long periods of very stable flow conditions caused by releases followed by no releases. Water releases from dams usually contain very little suspended sediment; this can lead to scouring of river beds and banks. The environment would be exposed to a number of risks in the event of dam failure. The inundation could introduce many foreign elements into local waterways. This could result in destruction of downstream habitat and could have detrimental effects on many species of animals, especially endangered species such as salmon.

Previous Occurrences: There is no history of dam failure affecting the County, but according to the historical information, there have been recurring issues with flooding due to high flows released below dams in the area.

Probability: Unlikely Dam failure events are infrequent and usually coincide with events that cause them, such as earthquakes, landslides and excessive rainfall and snowmelt. There is a “residual risk” associated with dams that remains after safeguards have been implemented. The residual risk is associated with events beyond those that the facility was designed to withstand.

However, the probability of dam failure is low in today’s regulatory environment.

Vulnerability: Transportation routes are vulnerable to dam inundation and have the potential to be wiped out, creating isolation issues. This includes all roads, railroads and bridges in the path of the dam inundation. Those that are most vulnerable are those that are already in poor condition and would not be able to withstand a large water surge. Utilities such as overhead power lines, cable and phone lines could also be vulnerable. Loss of these utilities could create additional isolation issues for the inundation areas.

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Dam failure presents a significant potential for disaster, because there would be considerable loss of life and property in addition to the possible loss of power and water resources. A failure of any of the 5 high hazard dams in the County could flood approximately 75% of the area, with New Melones and Don Pedro being the most catastrophic. The resulting dam failure would cause the loss of critical life lines in the county.

In the event of a dam failure the majority of Stockton would be inundated with 16 feet of water.

The most common cause of dam failure is prolonged rainfall that produces flooding. Failures due to other natural events such as earthquakes or landslides are significant because there is little advance warning. The best way to mitigate dam failure is through the proper construction, inspection, maintenance, and operation of the dam. Dams have received more attention in the emergency management community as a potential target for terrorist acts.

4.3.3 Drought
Hazard/Problem Description: In the most general sense, drought is defined as a deficiency of precipitation over an extended period of time (usually a season or more), resulting in a water shortage. The effects of this deficiency are often called drought impacts. Natural impacts of drought can be made even worse by the demand that humans place on a water supply.

Drought is a gradual phenomenon. Normally, one dry year does not constitute a drought in California, but rather serves as a reminder of the need to plan for droughts. California's extensive system of water supply infrastructure (reservoirs, groundwater basins, and interregional conveyance facilities) generally mitigates the effects of short‐term dry periods for most water users.

Drought can have secondary impacts. For example, drought is a major determinant of wildfire hazard, in that it creates greater propensity for fire starts and larger, more prolonged conflagrations fueled by excessively dry vegetation, along with reduced water supply for firefighting purposes. Drought is also an economic hazard. Significant economic impacts on California’s agriculture industry can occur as a result of short‐ and long‐term drought conditions; these include hardships to farmers, farm workers, packers, and shippers of agricultural products.

In some cases, droughts can also cause significant increases in food prices to the consumer due to shortages
Geographic Area: Extensive- Drought is a regional hazard, and at its worst can affect the entire State of California with varying levels of dryness and drought activity. It is safe to assume that unless the drought event is at its very beginning or very end, if any area of San Joaquin County is affected by any level of drought, the other areas of the County are experiencing varying effects as well. Drought can affect the entire county. Drought also has major impacts the agricultural community throughout the county. The Mountain House community is particularly vulnerable during drought conditions due to insufficient water for the community.

Magnitude/ Severity: Critical- The magnitude of a drought’s impact is directly related to the severity and length. The severity of a drought depends on water availability and moisture deficiency, the time period, and the size and location of the affected area. The longer the drought persists and the larger the area impacted, the more severe the potential impacts. Droughts can be a short-term event over several months or a long-term event that lasts for years or even decades.

San Joaquin County uses a combination of publicly available tools, as well as internal reporting to monitor the extent of drought. The tools used include: The U.S. Drought Monitor (USDM), California Department of Water Resources Current Groundwater Levels Live map, California Data Exchange Center Current Conditions for Reservoirs and Current Snowpack. San Joaquin County Environmental Health Department is an active participant in the Agricultural Drought Task Force

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where they provide monthly and annual well permit data. This data provides perspective about the number of newly established wells to provide potable water for residential communities.

All of San Joaquin County is vulnerable to drought. Drought is one of the few hazards with the potential to impact all the citizens of the County through water restrictions, economic losses, and increased energy costs. The urbanized areas of the County and the agriculture industry are most likely to experience hardships associated with reduced water supply. Impacts include water restrictions associated with domestic supplies, agricultural and livestock losses and economic impacts, hydroelectric power reductions, and increased costs for water. Secondary effects include susceptibility to wildfires and increased groundwater pumping that can contribute to land subsidence problems and degraded water quality.

A few examples of economic impacts include:
 Loss of income from drought destroyed crops
 Expenses due to increased cost of irrigation or cost to drill new wells  Increased cost of purchasing and delivering feed and water for their animals  Cascading losses associated with businesses supporting agriculture.

Drought also affects the environment in many different ways. Plants and animals depend on water, just like people. When a drought occurs, their food supply can shrink and their habitat can be damaged. Sometimes the damage is only temporary and their habitat and food supply return to normal when the drought is over. But sometimes drought's impact on the environment can last a long time, maybe forever. Examples of environmental impacts include:
 Losses or destruction of fish and wildlife habitat
 Lack of food and drinking water for wild animals
 Increase in disease in wild animals, because of reduced food and water supplies  Migration of wildlife
 Increased stress on endangered species or even extinction  Lower water levels in reservoirs, lakes, and ponds
 Loss of wetlands
 More wildfires
 Wind and water erosion of soils
 Poor soil quality
Social impacts of drought are ways that drought affects people’s health and safety. Social impacts include public safety, health, conflicts between people when there isn't enough water to go around, and changes in lifestyle. Examples of social impacts include:
 Anxiety or depression about economic losses caused by drought  Health problems related to low water flows and poor water quality  Health problems related to dust
 Loss of human life
 Threat to public safety from an increased number of forest and range fires  Reduced incomes
 People may have to move from farms into cities, or from one city to another Previous Occurrences: Historically, California has experienced severe drought conditions. The state’s available record for determining hydrologic risks is short, only going back about 100 years.

San Joaquin County is currently experiencing a drought, with the emergency being proclaimed in April 2021. The County has also suffered from drought in 1928-1934; 1976-1977; 1987-1992; 2001-2002; 2007-2009; 2012-2016. The USDM for California offers a representation of the drought cycle including frequency, duration, and severity.

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Figure 4- U.S. Drought Monitor Time Series- October 2022 3 Probability of Future Events: It is highly likely that the County will suffer from a drought in the future. Historical drought data for the County and the San Joaquin Valley region indicate there have been five significant multi-year droughts in the last 91 years. This equates to a multi-year drought every 18 years on average, or a 5 percent chance of a drought in any given year (probability). Based on this data, droughts will likely affect the County. Given the historical occurrence of severe drought impacts throughout the County and across the State, the Planning Team understands that drought will continue to pose a high degree of risk to the entire County, potentially impacting crops, livestock, water resources, the natural environment at large, buildings and infrastructure (from cascading or compound hazards), and local economies Vulnerabilities: During drought conditions there are typically higher reports of public and domestic dry wells based on the Household Water Supply Shortage Reporting System, and reports provided by the California State Water Resource Board’s Division of Drinking Water (DDW). In San Joaquin County the duration of drought conditions typically last three to five years, followed by a wet period of one to three years. This leaves little time for grand water recharge.

San Joaquin County supports a $3.2 billion agricultural industry. During periods of drought, water curtailments are placed on farmers resulting in crop removal, placing an economic hardship on the farming industry and the consumer. Some of the crops in San Joaquin County impacted are:
 Almonds
 Cotton
 Wheat
 Asparagus
 Tomato

3 Time Series | U.S. Drought Monitor (unl.edu)

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4.3.4 Wildfire
Hazard/Problem: A wildfire is an uncontrolled fire spreading through vegetative fuels, such as grasslands, brush, or woodlands and posing danger and destruction to property and watersheds.

Wildfires can occur in areas essentially void of development, or in areas where development intermingles with the natural area known as the wildland-urban interface (WUI), a general term that applies to development adjacent to landscapes that support wildfire. Many wildfires occur in locations that abound in grasslands and brush. Heavier fuels with high temperatures, low humidity, low rainfall, and high winds all work to increase wildfire risk.

While wildfires are often the direct result of lightning strikes, more and more they can be caused by downed power lines, mechanical equipment, or are the result of human activities like landscape debris burns, carelessness, or arson. Wildfires often start in undeveloped areas and public land areas, such as state and federal lands, but can spread to urban areas where structures and other human development are more concentrated. The predominant dangers from wildfires are:
 Injury or loss of life to people in the affected area and  The destruction of vegetation, property, wildlife.

Communities throughout California are increasingly concerned about wildfire safety as increased development in the foothills and mountain areas and subsequent fire control practices have affected the natural cycle of the ecosystem. Wildfire risk is predominantly associated with WUI areas. However, significant wildfires can also occur in heavily populated areas, although urbanized and developed areas that are not contiguous with vast areas of wildlands are typically considered safer from wildfires.

San Joaquin County is exposed to a variety of wildfire hazard conditions that vary based on fuels, topography, weather, and human behavior. CAL FIRE, as required by Government Code Section 51181, has undertaken a statewide program to map areas of potential wildfire severity, and to describe the potential for wildfires to occur in a given area; the resulting Fire Hazard Severity Zones (FHSZs) were adopted in November 2007 for the State Responsibility Areas (SRA) and adopted in September 2007 for the Local Responsibility Area (LRA). Over the past few years, CAL FIRE has been building the new model for a 2022 update. The latest technologies will be used in the mapping and will include new factors now available including land use changes, recent fire history, new significant wind event data, as well as a model that is more spatially detailed.

The hazard maps are being updated to more accurately reflect the zones in California that are susceptible to wildfire. The hazard mapping process will incorporate new science in local climate data and improved fire assessment modeling in determining hazard ratings.

Fire Hazard Severity Zone maps evaluate “hazard,” not “risk”. They are like flood zone maps, where lands are described in terms of the probability level of a particular area being inundated by floodwaters, and not specifically prescriptive of impacts. “Hazard” is based on the physical conditions that create a likelihood and expected fire behavior over a 30 to 50-year period without considering mitigation measures such as home hardening, recent wildfire, or fuel reduction efforts. “Risk” is the potential damage a fire can do to the area under existing conditions, accounting for any modifications such as fuel reduction projects, defensible space, and ignition resistant building construction.

Geographic Area or Location: Significant- Both urban and wildland fires conditions exist in San Joaquin County, which increase the chances for damage to property, loss of life and/or injury. In the WUI, where development has expanded into rural, higher-risk areas, wildfires can result in major losses of property and structures. In most of the County, Cal FIRE ranks fuel loading as low. Fuels are mainly crops and grasses. In the far western and eastern portions of the County in areas identified by Cal FIRE as SRAs, there is undeveloped and rugged terrain that contains

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highly flammable grass, brush, and some larger fuels, which are ranked as moderate fuel hazards, primarily in the area west of Interstate 5 (I-5). The far western portion of the County includes the Diablo Range, located west of I-5. The far eastern portion of the County includes the Sierra Nevada foothills. These two areas are managed by Santa Clara Unit (SCU) on the West, Tuolumne Calaveras Unit (TCU), Amador El Dorado Unit on the East, and are the two areas in the County that are rated as having the highest possible critical fire weather frequency on an annual basis.

Figure 5- Fire Hazard Severity Zones- Cal FIRE mapped fire hazards within State Responsibility Areas (SRA) based on fuel loading, slope, fire weather, and other relevant factors present, including areas where winds have been identified by the department as a major cause of wildfire spread.

Magnitude/ Severity: Limited – Vegetation (or fuel) plays a major role in fire behavior and shaping fire hazard potential. Vegetation distribution throughout the County varies by location and topography, with dramatic differences observed between the western, central, and eastern portions of the County. For instance, fire behavior in brush fuel types, such as chapparal produces higher flame lengths than that in grassland, although spread rates are typically slower. Fire behavior in forests is variable, depending on surface fuel conditions and the presence of ladder fuels. Fuel loading in developed areas susceptible to wildfire becomes even more complex. The introduction of some ornamental plantings as landscaping and groundcover can dramatically

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increase the fire loading of a neighborhood. Gazebos, fencing, patios, decks and even the structures themselves add even more fuel. Once structures become involved in fire, the problem compounds as embers cast out thousands of feet onto combustible roofs well removed from the wildland area. Steep terrain also plays a key role in the rate at which wildfires spread, as fires will normally burn much faster uphill. Generally, when the gradient of a slope doubles, the rate of spread of a fire will also double. Steep topography also channels air flow, thereby creating erratic wind patterns. Fire suppression in steep areas is also complicated by limited accessibility, and the effectiveness of firefighters and equipment are hampered by lack of access roads. Another factor that can increase the severity of wildfires in the County is areas with high percentages of dead trees, which may be a result of the prolonged drought situations.

Major wildland fires can completely destroy ground cover. If heavy rains follow a major fire, flash floods, heavy erosion, land subsidence and mudflows can occur. After a wildland fire passes through an area, the land is laid bare of its protective vegetation cover and is susceptible to excessive runoff and erosion from winter storms. The intense heat from the fire can also cause a chemical reaction in the soil that makes it less porous, and the fire can destroy the root systems of shrubs and grasses that aid in stabilizing slope material. These cascading effects can have ruinous impacts on people, structures, infrastructure, and agriculture. Fire threat provides a measure of fuel conditions and fire potential in the ecosystem, representing the relative likelihood of “damaging” or difficult to control wildfire occurring for a given area.

San Joaquin County’s vulnerability to wildfires varies, with some areas of the County along the far western and eastern portions being at greater risk than the central and more urbanized portion of the County. Generally, this hazard is a medium concern given the increasing frequency and severity of wildfires in California. High fuel loads in some areas of the County along with geographical and topographical features near Eastern and Western borders create the potential for both natural and human-caused fires that can result in loss of life and property. These factors, combined with natural weather conditions common to the area, including periods of drought, low relative humidity, and periodic winds, can result in frequent and sometimes catastrophic fires.

Even the relatively flat central parts of the County are not immune to fire; hot and sometimes windy weather combined with dry vegetation and a denser population can result in an increase in the number of ignitions.

Previous Occurrences: There has been one state and federal disaster declaration in San Joaquin County related to wildfire that occurred in 2020. In August 2020, a portion of the SCU Lightning Complex Fire, which is the 4th largest fire by acres burned (396,624 acres) in state history, extended into San Joaquin County, burning approximately 24,332 acres. A total of 28 structures were identified as damaged or destroyed as part of the SCU Lightning Complex Incident, including 16 residences.

Probability: Occasional – Fire starts are highly likely during each fire season; though, they rarely result in large-scale wildfires in San Joaquin County. Information obtained from the Cal FIRE Redbook lists multiple fires, the largest in the most recent past consumed approximately 24,332 acres. Based on climate and weather in the County and the fuels, topography, and a past fire history which indicates a low number of large wildfires (300 acres or greater) per year, it is likely that fires will continue to occur in the future.

Vulnerability Assessment: San Joaquin County has seen a rise in wildland fire threat due to local drought conditions as well as new construction occurring around urban / wildland fire interface areas. As the growth of local residential areas continues into unincorporated areas of the County, the threat of wildfire continues to grow as well.

In an area that lies south west of Tracy, a new residential tract (Tracy Hills) has started development which will directly encroach on wildland areas that were previously under evacuation

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orders during the SCU Lightning Complex wildfire. There are approximately 5,980 home sites that are planned with the average home having 4 bedrooms. That is an estimated population of almost 24,000 people for that area.

OMISSION OF HAZARDS
Certain hazards were excluded from consideration for this LHMP Update. Those hazards that occur infrequently or have little or no impact on the County were determined to be of low significance and not considered a priority hazard. Significance was determined based on the hazard profile, focusing on key criteria such as frequency, extent, and resulting damage, including deaths/injuries and property, crop, and economic damage. The ability of a community to reduce losses through implementation of existing and new mitigation measures was also considered as to the significance of a hazard.

Severe Weather: While the County has faced significant severe weather issues in the past, many end up manifesting in other hazards such as flood or drought. Severe Weather has been addressed in other state, regional, and County planning mechanisms. The threat of severe weather alone was not a threat the Planning team decided to include.

Seismic: The County is located in Seismic Zone 3, as defined by the Uniform Building Code.

Building standards and regulations in this zone assume earthquakes with the potential to make standing difficult and to cause stucco and some masonry walls to fall. Strong ground shaking could result in damage to unreinforced masonry buildings built before 1933. While the County has a history of seismic activity, the likelihood and magnitude of a significant incident are minimal.

Climate Change: Climate change is a growing threat to California’s economy, environment, and public health. California is leading the efforts in the United States in introducing legislation and providing tools and incentives to local governments to help reduce greenhouse gas emissions, which are warming the planet. The state is also taking action to prepare for the unavoidable impacts of climate change, including the increased likelihood of flooding and drought, both high vulnerability risks for San Joaquin County. The planning team omitted Climate Change as a natural hazard as it as it is not a hazard itself, rather it exacerbates the frequency and impact of known hazards.

Homelessness: Many residents reported concerns with environmental and health and safety issues related to homeless encampments in the Public Survey. Five years ago, almost 70% of people experiencing homelessness in San Joaquin County were sheltered (1,173), while only 30% (515) were living without a safe place to sleep at night – on the streets, in parks, in cars, and by the river. In 2019, however, more than three times as many people experiencing homelessness are now living without a safe place to sleep at night (1,558 or almost 60% of the total population) and the percent of individuals and families living in shelters has decreased to only 40% (down from almost 70% in 2015). Homelessness is a community priority; it impacts everyone, from our neighbors who are unstably housed to those who have already fallen into homelessness, to our first responders, business community, and critical infrastructure.

While homelessness is not a specific hazard, many issues in other hazards can be exacerbated by homelessness. Issues involve homeless digging into levee systems, debris in waterways or utility systems, tunneling under bridges or roadways, etc. Homeless issues will be addressed in the appropriate hazards and plans as needed.

SEVERE OR REPETITIVE LOSS PROPERTIES
San Joaquin County participates in NFIP. The NFIP considers a property a Repetitive Loss (RL) property if two or more flood insurance claims of more than $1,000 have been paid within any 10- year period since 1978. A Severe Repetitive Loss (SRL) property is defined by the NFIP as a

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residential property with at least four NFIP claim payments (including building and contents) over $5,000 each, and the cumulative amount of such claims payments exceeds $20,000. There have been five (5) RL structures within Unincorporated San Joaquin County with 13 paid losses totaling $281,497.60. Of these RL buildings, 1 is located within the A zone and 4 are in the B or X zone.

The Repetitive Loss properties have been grouped into Repetitive Loss Areas (RLAs). A RLA consists of Repetitive Loss Properties and the surrounding properties that experience the same or similar flooding conditions, whether or not the buildings on those surrounding properties have been damaged by flooding. Figure 7 below shows the 3 RLAs in San Joaquin County based on an analysis of the location of the RL properties
The San Joaquin County Department of Public Works - Water Resources Floodplain Management Section annually reaches out to property owners and is happy to seek FEMA grants to assist with the cost of mitigation.

Figure 6- Repetitive Loss Map per San Joaquin County Public Works 2022

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MITIGATION STRATEGY

EXISTING AUTHORITIES, POLICIES, PROGRAMS AND RESOURCES
San Joaquin County Code Chapter 9-1605 – Flood Hazards provides San Joaquin County authority to adopt regulations designed to promote the public health, safety, and general welfare of its citizenry. San Joaquin County routinely performs activities such as issuing building permits, approving development plans, and repairing roads. The County is conscious that actions should reflect the vision and goals by using the most current building codes, restricting development in hazard-prone areas, or making infrastructure decisions based on our risk assessment findings.

As a result, goals are defined for this mitigation plan as broad-based public policy statements that:
 Represent basic desires of the community;
 Encompass all aspects of the community, public and private;  Are nonspecific in that they refer to the quality (not the quantity) of the outcome;  Are future-oriented, in that they are achievable in the future; and  They are time-independent in that they are not scheduled events.

San Joaquin County is dedicated to reducing flooding risks and participates in the National Flood Insurance Program (NFIP) Community Rating System (CRS). This program rewards communities that take steps that go beyond minimum NFIP floodplain management requirements to reduce the risk from flooding. The County has a CRS classification of 7 which means that County residents with properties in areas with a high level of flood risk receive a 15% discount on their flood insurance premiums each year. A 5% discount applies in lower risk areas.

San Joaquin County OES maintains over 25 plans covering emergency operations, support, hazards, and functions for the Operational Area. Specific plans and programs are reviewed for updates to ensure consistency among documents. Relevant information from reviewed projects, studies, reports, and technical information are utilized by OES and the County to ensure mitigation measures and information are incorporated widely in the County.

San Joaquin County Office of Emergency Services reviews and updates different types of plans annually. County staff participates in emergency management training, exercises, and drills, such as Emergency Action Planning exercises (Dam Inundation), Earthquake Preparedness, SEMS/NIMS, and other State and Federal training. If the budget allows, San Joaquin County would either have the ability to hire staff permanently or limited term, given the circumstances.

The Office of Emergency Services researches grant opportunities for emergency management or hazard mitigation.

Additional capabilities can be added by additional training for County staff with emergency response or recovery responsibilities. This includes staff at all levels of County government to ensure the existing policies and programs within the County are being adhered to.

The 2017 LHMP was included in the County General Plan under Safety. The County’s Mitigation Strategy is guided by the vision of a safe and resilient County. Our mission is to integrate existing laws and programs into a mitigation strategy that will serve the citizens by reducing and preventing injury and damage from natural hazards.

The County routinely performs activities such as issuing building permits, approving development plans, and repairing roads. While the County is conscious that these activities should reflect our vision and goals, it could be enhanced by using the most current building code, restricting development in hazard-prone areas, or making infrastructure decisions based on risk assessment findings.

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Goals are stated without regard to implementation. Implementation cost, schedule, and means are not considered. Goals are defined before considering how to accomplish them so that they are not dependent on the means of achievement. Goal statements form the basis for objectives and actions that will be used as means to achieve the goals. Objectives define strategies to attain the goals and are more specific and measurable.

NATIONAL FLOOD INSURANCE PLAN
San Joaquin County participates in NFIP. The NFIP makes federally-backed flood insurance available to homeowners, renters, and business owners in participating communities. FEMA has prepared a detailed Flood Insurance Study (FIS) for most participating communities. The study presents water surface elevations for floods of various magnitudes, including the 1% annual chance flood (or 100-year flood) and the 0.2% annual chance flood (or 500-year flood). Base flood elevations and the boundaries of the 100- and 500-year floodplains are shown on Flood Insurance Rate Maps (FIRM), which are the principal tools for identifying the extent and location of the riverine flood hazard. FIRMs are the most detailed and consistent data sources available. In many communities, they represent the minimum area of oversight under their floodplain management program. Participants in the NFIP must, at a minimum, regulate development in floodplain areas under NFIP criteria. Before issuing a permit to build in a floodplain, participating jurisdictions must ensure that three criteria are met:
 New buildings and those undergoing substantial improvements must, at a minimum, be elevated to protect against damage by the 100-year flood.  New floodplain development must not aggravate existing flood problems or increase damage to other properties.
 New floodplain development must exercise a reasonable and prudent effort to reduce its adverse impacts on threatened salmonid species.
 Interpret flood zones to show on the FIRM upon request from residents, realtors, and insurance agents to help determine if flood insurance is required  Provide, at no charge, copies of elevation certificates for new structures and substantially improved installations constructed since 1992.

Given the flood hazard and risk in the planning area and recognizing the importance of the NFIP in mitigating flood losses, an emphasis is placed on continued compliance with the NFIP by San Joaquin County. As NFIP participants, these communities have and will continue to make every effort to remain in good standing with NFIP. This includes continuing to comply with the NFIP’s requirements for adopting official FEMA floodplain maps and maintaining, enforcing, and updating local floodplain regulations.

MITIGATION GOALS
 Goal 1: Prevent Future Hazard Related Losses of Life and Property  Goal 2: Increase Public Awareness/Action of Vulnerability to Hazards  Goal 3: Improve Community Emergency Services/Management Capability  Goal 4: Implement and Complete Identified High Priority Projects Listed in the Plan The STAPLEE Process was implemented to analyze and prioritize San Joaquin County’s mitigation actions. The risk assessment was reviewed, and impacts were analyzed to help prioritize mitigation actions. Each mitigation action was evaluated on the above-listed goals.

MITIGATION ACTIONS

5.4.1 Action #1- Howard Road
Northeast side on the eastern approach to the bridge over the San Joaquin River

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Hazards Addressed: Flooding
Project: The embankment on Howard Road bridge approach over the San Joaquin River suffered a slip-out failure on the upper most portion of the northeast side of the eastern approach to bridge. The scope of work for the project is to provide embankment reinforcement.

Responsible office and Name or Title: Kris Balaji (Director of Public Works), Public Works, Project Manager/Working Contact- David Mendoza
Priority: 2
Cost Estimate: Option #2 $1,424,099.00
Potential Funding Source: Hazard Mitigation Grant Program, Pre-disaster Mitigation Grant, Highway users tax account (HUTA), or Measure K local streets repair Time Frame: 12 months (Construction ongoing, estimated completion November 2022)

5.4.2 Action #2- Kennefick Road
Hazards Addressed: Flooding
Project: Flooding resulting from heavy rains washed away the culverts and destroyed over 100 feet of Kennefick Road eliminating access to properties north of Liberty Road. The project is to increase the drainage capacity beneath Kennefick Road with a larger diameter culverts or a box culvert.

Responsible office and Name or Title: Fritz Buchman (Director of Public Works), Public Works, Project Manager/Working Contact- David Mendoza
Priority: 3
Cost Estimate: $ 587,191.00
Potential Funding Source: Hazard Mitigation Grant Program, Pre-disaster Mitigation Grant, Highway users tax account (HUTA), or Measure K local streets repair Time Frame: 8 months (Estimated construction to begin in July 2023)

5.4.3 Action #3- North Frontage Road
Backflow valve (North 99 Frontage Road)
Hazards Addressed: Flooding
Project: Flooding poses a safety risk for users of the roadway and has caused damage to the structural section of the roadway. The Project is to reduce the flooding of the roadway section with the design and construction of improved backflow prevention valve and theft proof enclosure. In addition, repair of the roadway section that has been flooded.

Responsible office and Name or Title: Fritz Buchman (Director of Public Works), Public Works, Project Manager/Working Contact- David Mendoza
Priority: 4
Cost Estimate: $ 226,092.00
Potential Funding Source: Hazard Mitigation Grant Program, Pre-disaster Mitigation Grant, Highway users tax account (HUTA), or Measure K local streets repair Time Frame: 14 months

5.4.4 Action #4- Larch Road
Between South Corral Hollow Road North Tracy Boulevard
Hazards Addressed: Flooding
Project: Larch Road between South Corral Hollow Road North Tracy Boulevard, concerning the southern ditch that runs along the length of the project (approx. 5,200 feet). The objective of this project is to mitigate the impact of flooding. Poor drainage on the rural residential and mix-use properties along the south side of west Larch Road results in sheet flow runoff towards the north that finds its way into the County's southern conveyance ditch on the south

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side of West Larch Road. This runoff overwhelms this ditch's current capacity, reduced by encroachment and undersized culvert crossings. The trench is approximately 5,200 feet long and drains to southerly flowing drainage along north Tracy Boulevard. The project is to reduce the flooding of the roadway section with the design and construction of an improved backflow prevention valve and theft-proof enclosure. In addition, repair the roadway section that flooded.

Responsible office and Name or Title: Fritz Buchman (Director of Public Works), Public Works, Project Manager/Working Contact- David Mendoza
Priority: 5
Cost Estimate: $ 226,092.00
Potential Funding Source: Hazard Mitigation Grant Program, Pre-disaster Mitigation Grant, Highway users tax account (HUTA), or Measure K local streets repair Time Frame: 14 months

5.4.5 Action #5- Purdy Culvert Replacement
Hazards Addressed: Flooding
Project: Installation of an additional storm drain culvert Responsible office and Name or Title: Matthew Ward, Engineer IV, Department of Public Works
Priority: 7
Cost Estimate: $ 10,000
Potential Funding Source: Hazard Mitigation Grant Program, Pre-disaster Mitigation Grant, General Fund, or Road Fund
Time Frame: 18 months

5.4.6 Action #8 - Corral Hollow Creek
Chrisman Road Elevation of residences
Hazards Addressed: Flooding
Project: Elevation of Homes
Responsible office and Name or Title: Matthew Ward, Engineer IV, Department of Public Works
Priority: 8
Cost Estimate: $ 300,000
Potential Funding Source: Hazard Mitigation Grant Program, Pre-disaster Mitigation Grant, General Fund, or Road Fund
Time Frame: 36 months

5.4.7 Action #7- San Joaquin County Climate Change Plan Hazards Addressed: Climate Change
Project: Develop a county wide climate change plan
Responsible office and Name or Title: San Joaquin County Office of Emergency Services Priority: 12
Cost Estimate: $ 100,000
Potential Funding Source: Emergency Management Plan Grant, Hazard Mitigation Grant Program, Pre-disaster Mitigation Grant, General Fund
Time Frame: 24 months

5.4.8 Action #12- Vegetation Management Coordination
Fire Wise Community Coordination
Hazards Addressed: Wildfire and/or Wildland Urban Interface Fires

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Project: Two incidents involving the Wildland Urban Interface have occurred in the County, prompting participants to recommend this project to address this low occurrence threat. The anticipated outcome of the County Coordinator grant program is to create a report establishing a baseline of all fire mitigation agencies inclusive of contact information, area represented, and a gap analysis identifying needs and improvements. Establish information for fire mitigation agencies that could take the form of a newsletter, information portal or website, as determined by the collective group. Quantifying the coordination efforts for meetings, trainings, and coordinated events by increased participation from various groups.

County Coordinator will work on grant applications, identification of regional mitigation efforts, and completion of reports required for grant progress and management of this grant. This program would also look to strengthen the relationships with the Cal FIRE Units with State Responsibility Areas within the County, creating collaboration opportunities for vegetation management or additional mitigation efforts.

Responsible office and Name or Title: County Coordinator (new position) / Fire Agencies Chiefs
Priority: 11
Cost Estimate: $ 170,000
Potential Funding Source: Cal Fire County Coordinator Grant, Special District Funding, General Fund
Time Frame: 12 months

5.4.9 Action #13- Drought Awareness Campaign
Hazards Addressed: Drought
Project: Develop a Public Awareness Campaign to advertise and promote on the SJReady webpage to encourage water conservation during drought conditions.

Responsible office and Name or Title: Tiffany Heyer, Office of Emergency Services Priority: 13
Cost Estimate: $ 25,000
Potential Funding Source: Emergency Management Plan Grant, Hazard Mitigation Grant Program, Pre-disaster Mitigation Grant, General Fund
Time Frame: 24 months

5.4.10 Action #14- Dam Partnerships
Hazards Addressed: Dam Failure
Project: Continue to partner with dam operators to identify projected flood path of travel as if total loss of dam occurs. Additionally, implement an alert system capable of notifying residents of emergencies through landlines, cell phones, and emails in the immediate path of a failure
Responsible office and Name or Title: Tiffany Heyer, Office of Emergency Services Priority: 14
Cost Estimate: $ 10,000-$250,000
Potential Funding Source: Emergency Management Plan Grant, Hazard Mitigation Grant Program, Pre-disaster Mitigation Grant, General Fund
Time Frame: 36 months

ACTION PLAN FOR PRIORITIZING MITIGATION ACTIONS
If San Joaquin County receives grant funding, a benefit-cost analysis will be completed for each project. Economic considerations will be a crucial factor in project selection. Qualitative benefits, including quality of life and help to the community, will also be considered. The County and Planning Team used the STAPLEE Process to prioritize the mitigation actions below.

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San Joaquin County
PT
Considerations
for
Alternative
Actions
Estimated Cost
to Accomplish
Action
Howard Rd. $ 1,810,427.00 5 3 5 5 3 5 5 5 5 5 5 3 5 1 5 5 5 5 3 1 1 5 5 95 Kennefick Rd. $ 587,191.00 5 3 5 5 2 5 5 5 5 5 5 2 5 1 5 5 5 5 3 1 1 5 5 93 N. Frontage Rd. $ 226,092.00 5 3 5 5 2 5 5 5 5 5 5 2 5 1 5 5 5 5 2 1 1 5 5 92 Larch Rd. $ 226,092.00 5 3 5 5 2 5 5 5 5 5 5 2 5 1 5 5 5 5 2 1 1 5 5 92 Purdy Culvert $ 10,000.00 5 2 5 5 3 5 5 5 5 5 5 3 5 1 5 5 3 5 2 1 1 5 5 91 Corral Hollow $ 300,000.00 5 4 5 5 2 4 5 5 4 4 4 3 5 1 5 5 3 5 2 1 1 5 5 88 Veg. Management
/ Fire Wise $ 170,000.00 4 2 5 5 2 5 5 5 5 4 4 3 5 2 5 5 2 5 2 1 1 5 5 87 Co. Climate
Change Plan $ 100,000.00 3 3 2 3 4 3 3 3 2 2 3 3 3 4 1 2 2 2 4 4 1 2 3 62 Drought
Awareness $ 25,000.00 4 4 3 2 2 1 0 2 4 3 2 3 3 3 4 4 3 3 5 0 0 3 3 61 Dam Partnerships
and Warning $ 250,000.00 3 3 4 2 3 3 0 3 2 2 3 2 3 3 3 2 1 3 2 0 0 0 1 48 0 Total = $ 3,704,802.00
(Social)
STAPLEE Criteria S T A P L
(Technical) (Administrativ (Political) (Legal) (Environmental) E E
(Economic) Community Acceptance Effect on Segment of Population Technical Feasibility Long-term Solution Secondary Impacts Staffing Funding Allocated Maintenance/ Operations Political Support Potential Legal Challenge Benefit of Action Cost of Action Contributes to Economic Goals Local Champion Public Support State Authority Existing Local Authority Outside Funding Required Effect on Land/ Water Priority Total Effect on Endangered Species Effect on HAZMAT/Waste Sites Consistent with Community Environmental Goals Consistent with Federal Laws Table 5- STAPLEE Process for Project Review

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Table 6- Implementation Strategy
Implementation Strategy
Action I.D. Lead Agency Funding Source(s) Completion
Date Critical Interim or Pilot Activities
Howard Rd:

Stabilize/reinforce slope SJC Public Works
Measure K; HMPG;
PDMG; Highway
User Tax Account
12 months - Prepare a design concept report with alternatives - Begin encumbering rights of way
Kennefick Rd:

Increase drainage capacity SJC Public Works
Measure K; HMPG;
PDMG; Highway
User Tax Account
6 months - Project design
- Stabilize/reinforce
N. Frontage Rd:

Backflow Prevention Valve SJC Public Works
Measure K; HMPG;
PDMG; Highway
User Tax Account
18 months
- Project design with alternatives
- Construct/install valve
- Repair roads
Larch Rd:

Flood Mitigation SJC Public Works
Measure K; HMGP;
PDMG; Highway
User Tax Account
12 months
- Remove existing culverts
- Install larger culverts
- Widen or line ditch
Purdy Culvert Replacement SJC Public Works
Measure K; HMGP;
PDMG; Highway
User Tax Account
18 months -Installation of an additional storm drain culvert Corral Hollow/Chrisman Rd:

Residence Elevation SJC Public Works HMGP; PDMG; Road Fund; General Fund 36 months - Elevation of homes Vegetation Management / Fire
Wise Fire Districts CalFire CCG; Special Dist; General Fund 12 months - Fire Wise Community- Vegetation Management / Fuel Reduction Co. Climate Change Plan SJC OES EMPG, HMGP,
PDMH, General Fund 24 months -Develop a County wide climate change plan Drought Awareness SJC OES EMPG, HMGP,
PDMH, General Fund 24 months
- Develop a Public Awareness Campaign to
advertise and promote on the SJReady webpage
to encourage water conservation during drought
conditions.

Dam Partnerships and Alerting SJC OES EMPG, HMGP,
PDMH, General Fund 36 months
- Continue to partner with dam operators to identify
projected flood path of travel as if total loss of dam
occurs. Additionally, implement an alert system
capable of notifying residents of emergencies
through landlines, cell phones, and emails in the
immediate path of a failure

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INTEGRATION OF LOCAL HAZARD MITIGATION PLAN
Another important implementation mechanism that is highly effective and low-cost is the incorporation of this LHMP, its recommendations and underlying principles, into other County plans and mechanisms. Where possible, plan participants will use existing plans and/or programs to implement hazard mitigation actions. This plan should also be cross-referenced when related planning mechanisms are updated as described in this Plan’s capability assessments, the County already implements policies and programs to reduce losses to life and property from hazards.

This Plan builds upon the momentum developed through previous and related planning efforts and mitigation programs and recommends implementing actions, where possible, through these other program mechanisms. These existing mechanisms include:
 County general and master plans
 County Emergency Operations Plans and other emergency management efforts  County ordinances
 Flood/storm water management/master plans
 Community Wildfire Protection plans
 Capital improvement plans and budgets
 Other plans and policies outlined in the capability assessment  Other plans, regulations, and practices with a mitigation focus.

The Planning Team involved in these other planning mechanisms has agreed to integrating the findings and recommendations of this Plan, with other plans, programs, etc., as appropriate.

Implementation, incorporation into existing planning mechanisms will be done through the routine actions of:
 Monitoring other planning/program agendas;
 Attending other planning/program meetings;
 Participating in other planning processes; and
 Monitoring community budget meetings for other community program opportunities.

The successful implementation of this mitigation strategy will require constant review of existing plans and programs for coordination and multi-objective opportunities that promote a safe, sustainable community.

Examples of the incorporation of the LHMP into existing planning mechanisms include:
 As recommended by Assembly Bill 2140, the County should adopt (by reference or incorporation) this LHMP into the Safety Element of their General Plan(s). Evidence of such adoption (by formal, certified resolution) shall be provided to CAL OES and FEMA.  Integration of flood actions identified in this mitigation strategy with implementation priorities in existing Flood Plan. Key people responsible for development and implementation of the County’s Flood Plan participated on the HMPC. Key projects were identified and integrated specifically into this LHMP, while others currently of lessor priority should be referenced in their source document. Actual implementation of these projects will likely occur through these other plans’ processes through the efforts of each responsible jurisdiction and departments.
 Use of risk assessment information to inform future updates of the hazard analysis in the San Joaquin County and jurisdictional Emergency Operations Plans.

Efforts should continuously be made to monitor the progress of mitigation actions implemented though these other planning mechanisms and, where appropriate, their priority actions should be incorporated into updates of this hazard mitigation plan.

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REVIEW, EVALUATION AND MAINTENANCE

CHANGES IN DEVELOPMENT
Due to the economy the last 3-5 years, there has been very little development within the county's unincorporated area. Therefore, the hazard-prone regions have not increased vulnerability since the last plan approval. Even though the County General Plan has specific build-outs for development, steps will be taken to lessen the hazard-prone areas.

PROGRESS IN MITIGATION EFFORTS
Previous mitigation actions from the last LHMP reflect completed, deferred, ongoing, or deleted.

See the Mitigation Action table below.

Table 7- Mitigation Project Status
Project Name New Completed Ongoing Deferred Cancelled
Elevation of structures X
Alternate pump power at low underpass X
Improve public drainage system X
Seismic retrofit essential facilities X
Storm drainage facilities X
Levee seismic/erosion improvements X
Erosion and Sediment Control Regulations X
Howard Rd Stabilize/reinforce slope X
Kennefick Rd: Increase drainage capacity X
N. Frontage Rd: Backflow Prevention Valve X
Larch Rd: Flood Mitigation X
Oak Grove Park: Erosion Mitigation X
Acampo Area: Drainage X
Purdy Culvert Replacement X
200-year Floodplain Code X
Corral Hollow/Chrisman Rd: Residence
Elevation X
Countywide Drought Plan X
Countywide Climate Change Plan X

CHANGES IN PRIORITIES
Overall priorities have remained relatively the same since the last plan update with the notable exception of wildfire. Two incidents involving Wildland Urban Interface occurred in the County to cause participants to recommend a project to address this low occurrence threat.

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PLAN ADOPTION
OES operates under the oversight and guidance of a Board of Supervisors. Following the update of the plan, the LHMP will be submitted to Cal OES and, ultimately, FEMA for review and acceptance. Within approximately four weeks of FEMA’s approval of the 2023 LHMP, OES will present the final plan to the Board of Supervisors during a regularly scheduled meeting for formal adoption.

REFERENCES
Department of Water Resources (DWR). 2022. Central Valley Flood Protection Plan Update.

Available at: https://water.ca.gov/-/media/DWR-Website/Web-Pages/Programs/FloodManagement/Flood-Planningand-Studies/Central-Valley-Flood-ProtectionPlan/Files/CVFPPUpdates/2022/2022updateCVFPP22_layout_v9_plus_Append_BC.pdf Rheinheimer, D. E., and J. H. Viers. 2014. "Combined Effects of Reservoir Operations and Climate Warming on the Flow Regime of Hydropower Bypass Reaches of California's Sierra Nevada". River Research And Applications 31 (3): 269-279. doi:10.1002/rra.2749

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APPENDICES

PLANNING TEAM
Plan Kickoff Memo

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Plan Kickoff Meeting Agenda

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Core Planning Team
Department/Agency and Title Contribution
Tiffany Heyer San Joaquin County
OES- Deputy Director , and LHMP
Project Manager
Served as the 2023 LHMP project manager. Led planning team conference calls; reviewed and commented on hazard figures, risk assessment tables, mitigation strategies, and the Internal Draft LHMP.

Lowell Allen San Joaquin County
OES-Senior Planner, and LHMP
Project Manager
Served as the 2023 LHMP project manager. Led planning team conference calls; reviewed and commented on hazard figures, risk assessment tables, mitigation strategies, and the Internal Draft LHMP.

Robert King San Joaquin County
OES- Emergency Planner
Participated on planning team conference calls; reviewed and commented on hazard figures, risk assessment tables, mitigation strategies, and the Internal Draft LHMP.

Jordan DeStefans San Joaquin
County OES- Emergency Planner
Participated on planning team conference calls; reviewed and commented on hazard figures, risk assessment tables, mitigation strategies, and the Internal Draft LHMP.

Lowell Barber San Joaquin County
OES- Emergency Planner
Participated on planning team conference calls; reviewed and commented on hazard figures, risk assessment tables, mitigation strategies, and the Internal Draft LHMP.

David Tolliver San Joaquin County
Department of Public Works-Deputy
Director
Participated on planning team conference calls; reviewed and commented on hazard figures, risk assessment tables, mitigation strategies, and the Internal Draft LHMP.

Troy Botts San Joaquin County
Department of Public Works -
Maintenance Superintendent
Participated on planning team conference calls; reviewed and commented on hazard figures, risk assessment tables, mitigation strategies, and the Internal Draft LHMP.

Eric Ambriz San Joaquin County
Department of Public Works -
Channel Maintenance
Superintendent
Participated on planning team conference calls; reviewed and commented on hazard figures, risk assessment tables, mitigation strategies, and the Internal Draft LHMP.

Hope Paulin San Joaquin County
Department of Public Works -
Management Analyst II
Participated on planning team conference calls; reviewed and commented on hazard figures, risk assessment tables, mitigation strategies, and the Internal Draft LHMP
Judy Vasbinder San Joaquin
County General Services/Parks &
Recreation: -Park Administrator
Participated on planning team conference calls; reviewed and commented on hazard figures, risk assessment tables, mitigation strategies, and the Internal Draft LHMP
Michael Eastin San Joaquin County
Sheriff’s Office: Lieutenant
(Operations)
Participated on planning team conference calls; reviewed and commented on hazard figures, risk assessment tables, mitigation strategies, and the Internal Draft LHMP. Provided stakeholder agency contact information.

Gabriel Chan San Joaquin County
Agricultural Commissioner’s Office
Participated on planning team conference calls; reviewed and commented on hazard figures, risk assessment tables, mitigation strategies, and the Internal Draft LHMP. Provided stakeholder agency contact information.

Nicholas Gutierrez Stockton
Metropolitan Airport: -Airport
Operations Supervisor
Participated on planning team conference calls; reviewed and commented on hazard figures, risk assessment tables, mitigation strategies, and the Internal Draft LHMP
Dave Bollinger, Mike Turn San
Joaquin County Community
Development:- (GIS) Geographic
Info Systems Program Management
Participated on planning team conference calls; reviewed and commented on hazard figures, risk assessment tables, mitigation strategies, and the Internal Draft LHMP

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Muniappa Naidu San Joaquin
County Environmental HealthAssistant Director
Participated on planning team conference calls; reviewed and commented on hazard figures, risk assessment tables, mitigation strategies, and the Internal Draft LHMP
Gwendolyn Callaway San Joaquin
County Public Health Services -
Public Health Emergency
Preparation Coordinator
Participated on planning team conference calls; reviewed and commented on hazard figures, risk assessment tables, mitigation strategies, and the Internal Draft LHMP
Extended Team
Department/Agency and Title Contribution
Victoria LaMar Haas California
Office of Emergency Services -
Local Hazard Mitigation Planning
Unit
Participated on planning team conference calls; reviewed and commented on hazard figures, risk assessment tables, mitigation strategies, and the Internal Draft LHMP.

Reuben Armenta California Office of
Emergency Services –Emergency
Services Coordinator
Participated on planning team conference calls; reviewed and commented on hazard figures, risk assessment tables, mitigation strategies, and the Internal Draft LHMP.

Dominique Romo City of Escalon -
City Manager
Participated on planning team conference calls; reviewed and commented on hazard figures, risk assessment tables, mitigation strategies, and the Internal Draft LHMP. Provided stakeholder agency contact information.

Steve Schwabauer City of Lodi –
City Manager
Participated on planning team conference calls; reviewed and commented on hazard figures, risk assessment tables, mitigation strategies, and the Internal Draft LHMP. Provided stakeholder agency contact information.

Michael Rogers City of Tracy –City
Manager
Participated on planning team conference calls; reviewed and commented on hazard figures, risk assessment tables, mitigation strategies, and the Internal Draft LHMP. Provided stakeholder agency contact information.

Harry Black City of Stockton –City
Manager
Participated on planning team conference calls; reviewed and commented on hazard figures, risk assessment tables, mitigation strategies, and the Internal Draft LHMP. Provided stakeholder agency contact information.

Michael Riddle American Red
Cross- NGO
Participated on planning team conference calls; reviewed and commented on hazard figures, risk assessment tables, mitigation strategies, and the Internal Draft LHMP. Provided stakeholder agency contact information.

Elizabeth Ramos, Joe Thomas,
Barry O’Regan KSN Civil
Engineers- Civil Engineers
Participated on planning team conference calls; reviewed and commented on hazard figures, risk assessment tables, mitigation strategies, and the Internal Draft LHMP. Provided stakeholder agency contact information.

Michael Moncrief, MBK EngineersCivil EngineersParticipated on planning team conference calls; reviewed and commented on hazard figures, risk assessment tables, mitigation strategies, and the Internal Draft LHMP. Provided stakeholder agency contact information.

Brenna Howell, Pete Boyce, Rhett
Kilgore, George Hartmann,
Reclamation Districts- Authorized
Representative
Participated on planning team conference calls; reviewed and commented on hazard figures, risk assessment tables, mitigation strategies, and the Internal Draft LHMP. Provided stakeholder agency contact information.

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Water Shortage Contingency Plan
June 2026
B
Appendix B
Notices to Public
and Public Outreach Efforts

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SUBJECT: Notice of Preparation for the 2025 City of Mountain House Urban Water Management Plan (UWMP) and Water Shortage Contingency Plan (WSCP)
To Whom It May Concern,
The Urban Water Management Planning Act, California Water Code (CWC) § 10610 et seq., requires every urban water supplier providing water for municipal purposes, either directly or indirectly, to more than 3,000 customers or supplying more than 3,000 acre-feet of water annually to prepare and adopt an Urban Water Management Plan (UWMP) and update that plan every five years. The UWMP is a planning document to support long-term resource planning and ensure adequate water supplies are available to meet existing and future water demands.

Pursuant to the requirements of the CWC, Division 6, Part 2.6 Urban Water Management Planning, Section 10621 (b), every urban water supplier required to prepare an UWMP shall, at least 60 days before the public hearing on the plan required by Section 10642, notify any city or county within which the supplier provides water supplies that the urban water supplier will be reviewing the plan and considering amendments or changes to the plan.

Per CWC Section 10642, prior to adopting such plan(s), the urban water supplier shall make the UWMP and Water Shortage Contingency Plan (WSCP) available for public inspection within the jurisdiction of the water supplier. In addition, the urban water supplier shall provide notice of the time and place of a hearing to any city or county within which the supplier provides water supplies.

This letter is intended to notify your agency that the City of Mountain House (City) is currently in the process of preparing the 2025 UWMP and WSCP. The City’s public hearing for the 2025 UWMP and WSCP is scheduled for June 24, 2026. Comments can be submitted prior or during the public hearing.

For further information on the public hearing or the UWMP and WSCP update, refer to the City’s website, https://www.mountainhouseca.gov/, or please contact us at (209) 831-2300.

Sincerely,
Karen Morgan
Utility Manager

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Appendix C
City Resolution Adopting WSCP

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Appendix I
City of Mountain House Municipal Code

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Appendix J
Water and Wastewater Rate Study

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TECHNICAL MEMORANDUM
TO: Edwin Pattison, General Manager, Mountain House Community Service District FROM: Greg Clumpner, Director, Utility Rate Group
Greg Henry, Consultant, Utility Rate Group
SUBJECT: Summary of the Water and Wastewater Rate Study DATE: April 11, 2017

PURPOSE
Mountain House Community Services District (District) retained NBS to conduct a water and wastewater rate study for several reasons. In addition to meeting revenue requirements, providing adequate funding for capital improvements, and maintaining appropriate reserves, this study updated the District’s rate design and, based on the District Board’s direction, phased out the general fund subsidy over a five-year period. The study also ensures compliance with recent law and legal precedence.

Working in conjunction with staff and following the direction of the Board, NBS developed rate alternatives that met these objectives.

At the Board Workshop April 6, 2017, the Board selected a preferred alternative for the water and wastewater utilities. This memo summarizes how the proposed rates and charges were developed and why the selected alternatives were recommended.

KEY STUDY ASSUMPTIONS
District Revenue Requirements: The District currently subsidies both utilities with General Fund revenue. The Board agreed with staff and NBS’ recommendation that this subsidy be phased out over the 5-year rate-setting period. Debt Service-Pledge Revenue has also been excluded from this analysis (this debt includes the initial funding for the water and wastewater treatment plants, and is collected via a separate fee).

Building and Maintaining Reserve Funds: The District should maintain sufficient reserves for the utility.

NBS recommends that the District consider increasing its minimum reserve fund targets to the metrics described below.
• Operating Reserve – a reserve equal to approximately 45 days (or about 12 percent) of annual operating costs is used, which is lower than a more typical operating reserve target of 90 days (or 25 percent). The District can use General Fund reserves for emergency assistance if necessary. • Water Utility Rate Stabilization and Drought Contingency Reserve – the Board approved this reserve, which is required as part of the Districts agreement to seek alternative water supplies.

This reserve is expected to grow by $250,000 annually over the 5-year rate-setting period.

FINANCIAL PLANS

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Figure 1 summarizes the sources and uses of funds through FY 2021/22 for the Water Utility. Water rates can only be adopted for five years at a time; the water rate study includes a long-term financial plan as a roadmap for the utility, beyond FY 2021/22.

FIGURE 1. SUMMARY OF SOURCES AND USES OF WATER FUNDS
Figure 2 summarizes the sources and uses of funds through FY 2021/22 for the Wastewater Utility.

Wastewater rates can only be adopted for five years at a time; the wastewater rate study includes a long-term financial plan as a roadmap for the utility, beyond FY 2021/22.

FIGURE 2. SUMMARY OF SOURCES AND USES OF WASTEWATER FUNDS

COST OF SERVICE ANALYSIS
The cost of service analysis proportionately distributes the revenue requirements to each of the customer classes, and consists of two major components: (1) the classification of expenses, and (2) the allocation of costs to customer classes. For both utilities, costs were classified based on their function.

Budget
FY 2016/17 FY 2017/18 FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 Sources of Water Funds
Rate Revenue Under Prevailing Rates (1) $ 1,640,000 $ 1,752,447 $ 1,864,895 $ 1,977,342 $ 2,089,789 $ 2,202,236 Additional Revenue from Rate Increases (2) - 280,392 622,875 871,454 1,071,552 1,295,782 Transfer from General Fund 988,715 1,022,429 802,327 630,498 408,906 179,807 Other Operating Revenue 382,500 408,726 434,953 461,179 487,405 513,631 Interest Earnings - 3,032 4,945 6,705 7,874 7,951
Total Sources of Funds $ 3,011,215 $ 3,467,027 $ 3,729,994 $ 3,947,177 $ 4,065,527 $ 4,199,408 Uses of Water Funds
Operating Expenses $ 3,011,215 $ 3,152,734 $ 3,297,771 $ 3,448,099 $ 3,603,890 $ 3,765,325 Debt Service - - - - - -
Rate-Funded Capital Expenses - - - - 6,569 154,535
Total Use of Funds $ 3,011,215 $ 3,152,734 $ 3,297,771 $ 3,448,099 $ 3,610,459 $ 3,919,860 Projected Annual Rate Increase 0.00% 16.00% 15.00% 8.00% 5.00% 5.00% Cumulative Rate Increases 0.00% 16.00% 33.40% 44.07% 51.28% 58.84% Net Revenue Requirement (3) $ 1,640,000 $ 1,718,546 $ 2,055,546 $ 2,349,717 $ 2,706,273 $ 3,218,470

1. FY 2016/17 revenues and expenses are per the District's Annual Operating Budget and use the Current Total Budget numbers.

Source file: Budget Workbook FINAL.xlsx

2. Assumes new rates are implemented July 1, 2017.

3. Total Use of Funds less non-rate revenues and interest earnings. This is the annual amount needed from w ater rates.

Summary of Sources and Uses of Funds
and Net Revenue Requirements
Projected
Budget
FY 2016/17 FY 2017/18 FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22 Sources of Wastewater Funds
Rate Revenue Under Prevailing Rates (1) $ 1,525,000 $ 1,629,562 $ 1,734,124 $ 1,838,687 $ 1,943,249 $ 2,047,811 Additional Revenue from Rate Increases (2) - 114,069 241,997 361,353 498,159 653,603 General Fund Subsidy 664,448 1,998,874 1,718,889 628,388 335,962 200,931 Interest Earnings - 3,350 4,844 7,292 9,762 12,258
Total Sources of Funds $ 2,189,448 $ 3,745,855 $ 3,699,854 $ 2,835,719 $ 2,787,132 $ 2,914,603 Uses of Wastewater Funds
Operating Expenses $ 2,189,448 $ 2,341,452 $ 2,415,477 $ 2,491,856 $ 2,570,665 $ 2,651,981 Rate-Funded Capital Expenses - 1,334,426 1,187,331 293,435 130,670 259,145 Total Use of Funds $ 2,189,448 $ 3,675,878 $ 3,602,808 $ 2,785,292 $ 2,701,335 $ 2,911,126 Projected Annual Rate Increase 0.00% 7.00% 6.50% 5.00% 5.00% 5.00% Cumulative Rate Increases 0.00% 7.00% 13.96% 19.65% 25.64% 31.92% Net Revenue Requirement (3) $ 1,525,000 $ 1,673,654 $ 1,879,075 $ 2,149,612 $ 2,355,611 $ 2,697,937

1. FY 2016/17 revenues and expenses are per the District's Annual Operating Budget and use the Current Total Budget numbers.

Source file: Budget Workbook FINAL.xlsx

2. Assumes new rates are implemented July 1, 2017.

3. Total Use of Funds less non-rate revenues and interest earnings. This is the annual amount needed from Sew er Rates.

Summary of Sources and Uses of Funds
and Net Revenue Requirements
Projected

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Costs are proportional allocated based on the level of service provided, which ensures that rates are fair and equitable for each of the various customer classes.

CLASSIFICATION OF EXPENSES – WATER
Water utility costs were classified using the commodity-demand method1 with four categories:
commodity, capacity, customer, and fire protection. This process provides the basis for allocating costs to customer classes based on the cost causation as described below:
• Commodity related costs are those that change as the volume of water produced and delivered changes, such as the costs of chemicals used in the treatment process, energy related to pumping for transmission and distribution, and water supply costs. • Capacity related costs are costs associated with system infrastructure, which is sized based on the maximum (or peak) system demands.
• Customer related costs are associated with meter reading, postage, billing, and other related customer services.
• Fire Protection related costs are associated with providing sufficient capacity in the system for fire meters and other operations and maintenance costs of providing water to properties for private fire service protection.

As shown in Figure 3, costs are treated as either fixed or variable, but only Commodity-related costs are considered truly variable.

FIGURE 3. WATER – CLASSIFICATION OF EXPENSES
CLASSIFICATION OF EXPENSES – WASTEWATER
The wastewater expense classifications used for allocating costs to various customer classes includes the four components described below:
• Flow related costs are those that related solely to the amount of effluent generated. • Strength – BOD related costs are associated with the treatment of the Biochemical-Oxygen Demand (BOD).
• Strength – TSS related costs are related to the treatment of the Total Suspended Solids (TSS). • Customer related costs are associated with meter reading, postage, billing, and similar customer related costs.
1 Principles of Water Rates, Fees, and Charges, Manual of Water Supply Practices, M1, AWWA, seventh edition, 2017, p. 83.

Volumetric-Related Costs
Commodity $ 667,469 32.8%
Subtotal: Volumetric-Related Costs $ 667,469 32.8%
Capacity-Related Costs
(fixed allocation) $ 1,160,308 57.1%
Customer-Related Costs 203,842 10.0%
Fire Protection-Related Costs 1,219 0.1%
Subtotal: Fixed-Related Costs $ 1,365,369 67.2%
Net Revenue Requirement $ 2,032,839 100%
Unadjusted Net Revenue
Requirements (2017/18) Classification Components

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Figure 4 below summarizes the classification of revenue requirements for the wastewater utility.

FIGURE 4. WASTEWATER – CLASSIFICATION OF EXPENSES
CUSTOMER CLASSES – WATER
The revenue requirement allocated to each customer class, and collected through either fixed or variable charges, are calculated based on the level of service for each class. This allocation process reflects three allocation factors: (1) the percentage of peak consumption (used to allocate fixed costs), (2) the percentage of annual water consumption (used to allocate variable costs), and (3) the percentage of the number of accounts (used to allocate customer costs).

Fixed Monthly Service Charges – In light of the fact that nearly 96% of all District customers are Single Family Residential and the differences in use between Low- and Medium-Density residential customers, fixed costs were separately allocated to Low- and Medium-Density Single Family Customers, with no distinction by meter size. Fixed costs for all other customers (commercial and school mixed use, irrigation, and fire protection) are allocated by meter size.

Commodity Charges – Normally, with uniform commodity charges (also referred to as volumetric rates or single-tier rates) the same rates would apply to all customers. Because of the rate design used (i.e., the percent of revenue collected from fixed and variable charges) variable costs include a small portion of fixed costs, which were shifted to commodity charges. As a result, the commodity charges are slightly different for residential vs. all other customer classes.

The fixed and volumetric rates for each water customer class are summarized below in Figure 5.

FIGURE 5. WATER RATES BY CUSTOMER CLASSES
CUSTOMER CLASSES – WASTEWATER
Fixed Monthly Service Charges – Different fixed charges have been calculated for each residential customer class (which includes the Fire Station and Multi-Family), because of their flow differences.

Commodity Charges – Because all residential customer classes are considered to have the same effluent strength, and flow difference are reflected in their fixed charges, there is no need for commodity charges. In contrast, commercial and school customers have different effluent. Therefore, a commodity Flow $ 873,716 50.1%
Strength - BOD 343,245 19.7%
Strength - TSS 343,245 19.7%
Customer 183,425 10.5%
Net Revenue Requirement $ 1,743,632 100%
Classification Components Unadjusted Net Revenue
Requirements (2017/18)
Fixed Charges Vol. Rates
Single Family Resid. - Low Density
Single Family Resid. - Med Density
Fire Protection (by meter size)
All Other Classes (by meter size)
Customer Class Fixed & Volumetric Rates

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charge is used to allocate strength-related variable costs in a fair and equitable manner to commercial and school classes.

The types of applicable rates by customer classes are summarized below Figure 6.

FIGURE 6. WASTEWATER RATES BY CUSTOMER CLASSES

RATE DESIGN
NBS discussed several combinations of rate alternatives and methodologies with District staff and the Board over the course of this rate study, such as the percentage of revenue collected from fixed vs. variable charges and differences in rates by customer class. Based on input provided by District staff, Board, and the District’s legal counsel, the proposed and recommended rate alternatives were developed.

PROPOSED WATER RATE DESIGN
Primarily for the sake of revenue stability and continuity with existing rates, the Board has chosen to keep the percentage fixed vs variable of revenue collection similar to current levels, as shown in Figure

7. This alternative (which uses a 65-percent fixed and 35-percent variable allocation) resulted a small amount of capacity related costs (a fixed expense) being collected through variable charges (or volumetric rates).

FIGURE 7. FIXED/VARIABLE ALLOCATION OF WATER RATE REVENUE Residential Fixed Charges Volumetric Charges
Single Family Resid. - Low Density N.A.

Single Family Resid. - Med Density N.A.

Fire Station N.A.

Multi-Family Residential N.A.

Non-Residential
Commercial
Schools
Customer Class Fixed & Volumetric Charges
Volumetric-Related Costs
Commodity $ 667,469 32.8%
Capacity-Related Costs
(variable allocation) 44,024 2.2%
Subtotal: Volumetric-Related Costs $ 711,494 35.0%
Capacity-Related Costs
(fixed allocation) $ 1,116,284 54.9%
Customer-Related Costs 203,842 10.0%
Fire Protection-Related Costs 1,219 0.1%
Subtotal: Fixed-Related Costs $ 1,321,345 65.0%
Net Revenue Requirement $ 2,032,839 100%
Proposed Rates
Adjusted Net Revenue
Requirements (2017/18)
Classification Components

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The District currently has a single source of water supply, which does not lend itself to multi-tiered volumetric rates. Multi-tiered volumetric rates would require the District to demonstrate a clear costbasis for more than one tier. Although tiered rates were developed and presented to the Board, the Board chose to move forward with a uniform variable rate given the cost-basis requirements for tiered rates. The proposed water rates are shown below in Figure 8.

FIGURE 8. PROPOSED WATER RATES
FY 2017/18 FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22
Monthly Fixed Service Charges
Single Family Residential:

Low Density $18.59 $19.07 $21.93 $23.68 $24.87 $26.11
Medium Density $14.08 $14.35 $16.51 $17.83 $18.72 $19.65 Non-Residential:

Current Rate (per EDU per Acre) $14.08 N.A. N.A. N.A. N.A. N.A. 5/8 inch meter meter -- $24.68 $28.39 $30.66 $32.19 $33.80 3/4 inch meter -- $35.23 $40.52 $43.76 $45.95 $48.24
1 inch meter -- $56.33 $64.78 $69.96 $73.46 $77.14

1.5 inch meter -- $109.08 $125.44 $135.48 $142.25 $149.36 2 inch meter -- $172.38 $198.23 $214.09 $224.80 $236.04 3 inch meter -- $341.17 $392.35 $423.73 $444.92 $467.17 4 inch meter -- $531.06 $610.72 $659.58 $692.56 $727.19 6 inch meter -- $1,058.54 $1,217.32 $1,314.71 $1,380.44 $1,449.46 8 inch meter -- $1,691.51 $1,945.24 $2,100.86 $2,205.90 $2,316.20 Fire Meters:
5/8 inch meter -- $3.88 $4.46 $4.81 $5.06 $5.31
8 inch meter -- $44.59 $51.28 $55.38 $58.15 $61.06
Commodity Charges for All Water Consumed (in $/HCF)(1)
Single Family Residential $0.4507 $0.6597 $0.7587 $0.8193 $0.8603 $0.9033 All Non-Residential/Fire Accounts $0.4507 $0.6858 $0.7887 $0.8518 $0.8944 $0.9391

1. HCF = hundred cubic feet (748 gallons).

Water Rate Schedule Current
Rates
Proposed Water Rates

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PROPOSED WASTEWATER RATE DESIGN
The revenue requirements for each classification of costs are summarized in Figure 9. These allocations provide the basis for calculating the actual fixed charges for all customer classes, and the commodity charges for the commercial and school customers.

FIGURE 9. CLASSIFICATION OF WASTEWATER REVENUE REQUIREMENTS For residential customers, including firehouse and multi-family residential customers, a fixed monthly service charge ($ / per dwelling unit) is proposed. For non-residential classes – commercial and schools – an additional commodity charge based on the previous winter’s average water consumption was added to the fixed charge. The proposed wastewater rates are shown in Figure 10.

FIGURE 10. PROPOSED WASTEWATER RATES

BOD TSS
$ 873,564 $ 343,186 $ 343,186 $ 183,695 $ 1,743,632

50.1% 19.7% 19.7% 10.5% 100.0%
Single Family Res Low Density $ 369,140 $ 145,121 $ 145,163 $ 70,934 $ 730,358 Single Family Res Med Density 472,140 185,614 185,668 110,209 953,631 Fire Station 182 72 72 40 365
Multi-Family Residential 23,346 9,178 9,181 2,113 43,817 Commercial 1,274 260 160 120 1,815
Schools 7,483 2,942 2,943 279 13,647
$ 873,564 $ 343,186 $ 343,186 $ 183,695 $ 1,743,632

1. Determined by multiplying the rev. reqt. of each cost classification by the allocation factors for each customer class.

Net Revenue
Requirements (1)
Customer Class
Cost Classification Components Cost-ofService Net
Rev. Reqts. Volume
Treatment Customer
Related
FY 2017/18 FY 2018/19 FY 2019/20 FY 2020/21 FY 2021/22
Residential Monthly Fixed Service Charges
SINGLE FAMILY RESIDENTIAL - 202 $29.22 $34.21 $36.44 $38.26 $40.17 $42.18 SINGLE FAMILY RESIDENTIAL - 203 $25.41 $28.75 $30.62 $32.15 $33.76 $35.45 FIRE HOUSE -- $30.42 $32.40 $34.02 $35.72 $37.50
MULTI-FAMILY RESIDENTIAL -- $14.32 $15.25 $16.01 $16.81 $17.65 Non-Residential Monthly Fixed Service Charge
COMMERCIAL $25.41 $25.20 $26.84 $28.18 $29.59 $31.07
SCHOOLS $25.41 $81.23 $86.51 $90.83 $95.38 $100.15
Non-Residential Volumetric Charge ($/HCF) (3)
COMMERCIAL -- $1.20 $1.28 $1.34 $1.41 $1.48
SCHOOLS -- $1.54 $1.64 $1.72 $1.80 $1.89

1. Sewer customers are currently charged on the basis of their number of Equivalent Dwelling Units (EDUs).

2. Proposed rates are based on charges to each customer account; volumetric rates for Commercial and School customers are per hcf of average winter water use from the previous winter period.

3. HCF = hundred cubic feet (748 gallons).

Sewer Rate Schedule Current Proposed Sewer Rates (2)
Rates (1)

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CUSTOMER BILL IMPACTS
Low- and Medium-Density residential customers’ bill comparison graphs are presented below, for both water (Figure 11 and Figure 12) and wastewater (Figure 13 and Figure 14).

FIGURE 11. RESIDENTIAL CUSTOMER WATER BILL COMPARISONS – LOW-DENSITY FIGURE 12. RESIDENTIAL CUSTOMER WATER BILL COMPARISONS – MEDIUM-DENSITY $20.84 $23.09 $26.25$30.30$36.61 $22.37 $25.66$30.28$36.22 $45.46 $0
$10
$20
$30
$40
$50
$60
5 10 17 26 40
Water Consumption (HCF)
Monthly Bill
Residential Water Bill Comparison
Current vs. Proposed 2017/18 Rates (Low Density)
SFR Bill - Current Rates
SFR Bill - Proposed Rates $15.88 $17.69
$19.49
$22.19
$16.99
$25.35
$19.63
$22.27
$26.23
$30.85
$0
$10
$20
$30
$40
$50
$60
4 8 12 18 25
Water Consumption (HCF)
Monthly Bill
Residential Water Bill Comparison
Current vs. Proposed 2017/18 Rates (Med Density)
SFR Bill - Current Rates
SFR Bill - Proposed Rates

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FIGURE 13. RESIDENTIAL CUSTOMER WASTEWATER BILL COMPARISONS – LOW-DENSITY FIGURE 14. RESIDENTIAL CUSTOMER WASTEWATER BILL COMPARISONS – MEDIUM-DENSITY

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CONSULTANT RECOMMENDATIONS
NBS’ recommends the District take the following actions:
• Accept this Study Technical Memorandum: NBS recommends the Board of Directors adopt the recommendations made in this summary. The District should proceed with the next steps to implement the proposed rates.
• Implement Proposed Rates: The rate study demonstrates the District’s need to begin increasing rates in the next fiscal year, and to begin phasing out the General Fund Subsidy. Assuming the District successfully completes the Proposition 218 process, NBS recommends that the Board of Directors implement the annual rate adjustments presented herein. • Adopt Reserve Fund Targets: NBS also recommends the Board of Directors adopt the recommended reserve fund targets described in this memorandum. The District should periodically evaluate these reserve fund levels in an attempt to maintain the levels recommended for the Operating Reserve and Rate Stabilization and Drought Contingency Reserve.

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2025 Urban Water Management Plan
May 2026
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Appendix K
UWMP Adoption Resolution

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Water Shortage Contingency Plan
DRAFT
JUNE 2026
Prepared for:

CITY OF MOUNTAIN HOUSE
251 East Main Street
Mountain House, CA 95391
Prepared by:

BLACK WATER CONSULTING ENGINEERS, INC.
602 Lyell Drive
Modesto, CA 95356
(209) 322-1820

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Water Shortage Contingency Plan
June 2026
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TABLE OF CONTENTS
1 Introduction .......................................................................................................................................... 1 2 Water Supply Reliability Analysis .......................................................................................................... 3

2.1 Seismic Risk Assessment and Mitigation Plan .............................................................................. 4 3 Annual Water Supply and Demand Assessment Procedures ............................................................... 5

3.1 Decision-Making Process .............................................................................................................. 6

3.2 Data and Methodologies............................................................................................................... 6

3.2.1 Current Year Unconstrained Customer Demand .................................................................. 6

3.2.2 Current Year Available Supply ............................................................................................... 7

3.2.3 Infrastructure Considerations ............................................................................................... 7

3.2.4 Evaluation Criteria ................................................................................................................. 7

3.2.5 Water Supply ......................................................................................................................... 7 4 Six Standard Water Shortage Levels ..................................................................................................... 8 5 Shortage Response Actions ................................................................................................................ 10

5.1 Supply Augmentation Actions ..................................................................................................... 11

5.2 Demand Reduction Actions ........................................................................................................ 12

5.3 Operational Changes ................................................................................................................... 23

5.4 Additional Mandatory Prohibitions ............................................................................................ 23

5.5 Emergency Response Plan .......................................................................................................... 23

5.6 Seismic Risk Assessment and Mitigation Plan ............................................................................ 23

5.7 Shortage Response Action Effectiveness .................................................................................... 24 6 Communication Protocols .................................................................................................................. 26

6.1 Communication for Foreseeable Events ..................................................................................... 26

6.2 Communication for Unforeseeable Events ................................................................................. 27 7 Compliance and Enforcement ............................................................................................................ 28

7.1 Procedures .................................................................................................................................. 28

7.2 Appeal Process ............................................................................................................................ 29 8 Legal Authorities ................................................................................................................................. 31 9 Financial Consequences of WSCP ....................................................................................................... 33 10 Monitoring and Reporting .................................................................................................................. 35 11 WSCP Refinement Procedures ............................................................................................................ 36 12 Special Water Feature Distinction ...................................................................................................... 37 13 Plan Adoption, Submittal and Availability .......................................................................................... 38 14 References .......................................................................................................................................... 39

LIST OF TABLES
Table 3-1 – AWSDA Key Responsibilities ...................................................................................................... 6 Table 4-1 – Water Shortage Contingency Plan Levels (DWR Table 8-1) ....................................................... 9 Table 5-1 – Supply Augmentation and Other Actions (DWR Table 8-2) ..................................................... 12 Table 5-2 – Demand Reduction Actions (DWR Table 8-3) .......................................................................... 13

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ii

LIST OF FIGURES
Figure 3-1 Example AWSDA and AWSAR Timeline ....................................................................................... 6

APPENDICES
Appendix A – San Joaquin County Local Hazard Mitigation Plan Appendix B – Notices to Public and Public Outreach Efforts Appendix C – City Resolution Adopting WSCP

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iii

LIST OF ACRONYMS AND ABBREVIATIONS
AMI Advanced Metering Infrastructure
AMR Automated Meter Reading
AWIA America’s Water Infrastructure Act
AWSDA Annual Water Supply and Demand Assessment
AWSAR Annual Water Shortage Assessment Report
City City of Mountain House
MMC City of Mountain House Municipal Code
CWC California Water Code
DWR Department of Water Resources
ERP Emergency Response Plan
FEMA Federal Emergency Management Agency
gpcd Gallons per Capita per Day
LHMP Local Hazard Mitigation Plan
MG Million Gallons
PIO Public Information Officer
RRA Risk and Resilience Assessment
TCC Technical Command Center
UWMP Urban Water Management Plan
WSCP Water Shortage Contingency Plan

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Water Shortage Contingency Plan
June 2026
1 1 Introduction
Water agencies across California face increasing challenges in reliably meeting customer demands due to a combination of population growth, climate change, prolonged droughts, regulatory constraints, and the potential for catastrophic natural or human-caused events. A water shortage occurs when the available water supply is insufficient to meet normally expected customer water use at a given point in time. Recent history, including the severe statewide drought from 2012 through 2016, demonstrated the vulnerability of many water systems and underscored the importance of proactive planning and preparedness.

In response to these challenges, the California State Legislature enacted Assembly Bill 1668 and Senate Bill 606, collectively known as the 2018 Water Conservation Legislation. Among other requirements, this legislation mandates that Urban Water Management Plans (UWMPs) include a Water Shortage Contingency Plan (WSCP) pursuant to California Water Code (CWC) Section 10632. The WSCP establishes a comprehensive, actionable framework for evaluating water supply reliability and implementing response actions during varying levels of water shortage. While the WSCP is submitted as part of the 2025 UWMP, it is structured as a stand-alone document that may be updated or amended independently, as needed, without requiring amendment of the UWMP itself.

Water shortage contingency planning is a strategic and forward-looking process intended to prepare for and respond to both foreseeable and unforeseeable water supply disruptions. Even where the probability of shortage appears low, a WSCP serves as an essential component of drought and emergency management policy by improving preparedness and reducing the severity of impacts should shortages occur. Drought, regulatory actions, infrastructure failures, seismic events, wildfires, floods, and other natural or man-made disasters may occur with little warning, making advanced planning critical.

The WSCP functions as the Supplier’s operational manual for managing water shortages. It enables near real-time assessment of water supply availability and provides structured, pre-planned response actions aligned with defined levels of shortage. During drought or emergency conditions, the WSCP serves as a roadmap for decision-makers, staff, and the public, allowing for predictable, transparent, and accountable implementation of water shortage response measures. Importantly, Water Code Section 10632.3 directs the State Water Resources Control Board, during a drought emergency, to defer to locally adopted WSCPs to the extent practicable, reinforcing the role of the WSCP in supporting local decision-making.

The WSCP is developed based on a thorough understanding of the Supplier’s water supply reliability, including existing and projected demands, hydrologic variability, regulatory constraints, infrastructure vulnerabilities, and the availability of alternative or supplemental supplies. By anticipating both shortterm and long-term risks to supply, the WSCP identifies feasible and locally appropriate actions to manage shortages, minimize service disruptions, and protect public health and safety. In addition, the analysis and response framework documented in the WSCP may support justification for future projects, policies, and programs intended to reduce vulnerability to water shortages.

ATTACHMENT D
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Water Shortage Contingency Plan
June 2026
2 Pursuant to CWC Section 10632, the WSCP is required to include the following elements:
• Key attributes of the water supply reliability analysis conducted pursuant to CWC Section 10632(a)(1), which evaluates the Supplier’s ability to meet demands under varying hydrologic and operational conditions.
• Six standard water shortage levels corresponding to progressive shortages of up to 10, 20, 30, 40, and 50 percent, and shortages greater than 50 percent. [CWC Section 10632(a)(3)(A)] • Locally appropriate shortage response actions for each shortage level, including supply augmentation, demand reduction, operational changes, and mandatory water-use prohibitions, along with estimates of the extent to which each action addresses the supply-demand gap. [CWC Section 10632(a)(4)]
• Procedures for conducting an Annual Water Supply and Demand Assessment (AWSDA), including the data and methods used to evaluate supply reliability. Urban water suppliers are required to submit an Annual Water Shortage Assessment Report (AWSAR) to the California Department of Water Resources (DWR) by July 1 of each year, beginning in the year following adoption of the 2020 UWMP. [CWC Sections 10632(a)(2) and 10632.1]
• Communication protocols and procedures to inform customers, the public, and government entities of current or anticipated water shortages and associated response actions. [CWC Section 10632(a)(5)]
• Monitoring and reporting procedures to ensure appropriate data collection, track customer compliance, evaluate the effectiveness of response actions, and meet applicable state reporting requirements. [CWC Section 10632(a)(9)]
• A re-evaluation and improvement process to periodically assess the performance and functionality of the WSCP and to make adjustments based on observed conditions, monitoring results, and evolving risks. [CWC Section 10632(a)(10)]

ATTACHMENT D
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3 2 Water Supply Reliability Analysis
Legal Requirements:

Water Code Section 10632(a)(1)
The analysis of water supply reliability conducted pursuant to Section 10635.

Water Code Section 10632.5(a)
In addition to the requirements of paragraph (3) of subdivision (a) of Section 10632, beginning January 1, 2020, the plan shall include a seismic risk assessment and mitigation plan to assess the vulnerability of each of the various facilities of a water system and mitigate those vulnerabilities.

In accordance with CWC Section 10632(a)(1), this section presents findings from the City of Mountain House (City) water system reliability analysis and identifies the key factors that may contribute to future water shortage conditions. This evaluation incorporates projected water use trends from Chapter 4 of the UWMP, the inventory of current and planned water supply sources outlined in Chapter 6, and the water supply reliability and drought risk assessments presented in Chapter 7. The reliability assessment spans the years 2030 through 2050, while the drought risk assessment covers the five-year period from 2026 to 2030. Together, these elements provide a comprehensive understanding of the City’s water resource capacity and its preparedness to respond to potential shortage scenarios.

When water supply shortfalls are anticipated or observed, the City may declare a water shortage level in accordance with this WSCP, as described in Section 4. In response to identified reliability challenges, the City and the Byron Bethany Irrigation District continue to evaluate additional supply, operational, and water management strategies, as documented in Chapter 7 of the City’s 2025 UWMP.

In addition to hydrologic variability, water supply reliability may be affected by factors beyond the City’s direct control, including statewide water supply conditions, actions taken by upstream or neighboring agencies, regulatory changes, and emergency events. A water shortage condition occurs when the available potable water supply is insufficient to meet ordinary water demands necessary to protect public health and safety. While some water shortages may be foreseeable through planning and monitoring, unforeseen or sudden emergency events, such as power outages, infrastructure failures, or seismic events, may also disrupt water supplies.

The City’s water supply reliability may be influenced by the following factors:
• Local surface water availability from the Old River,
• Vulnerability of Sacramento–San Joaquin Delta conveyance facilities to seismic events, • Changing environmental and regulatory requirements, and • Climate change and associated hydrologic variability.

The City’s 2025 UWMP evaluated the long-term (20-year) and near-term (5-year) supply reliability of the City’s water system, including consideration for a normal year, single dry year, and a 5-year dry period and concluded that the City can reliably meet its projected water demands.

ATTACHMENT D
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Mountain House                                               Page 584 of 741 City of Mountain House
Water Shortage Contingency Plan
June 2026
4 2.1 Seismic Risk Assessment and Mitigation Plan
Refer to Section 5.6 of this WSCP for the details related to the City’s seismic risk assessment and mitigation plan to assess the vulnerability of each of the various facilities of water system.

ATTACHMENT D
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Mountain House                                               Page 585 of 741 City of Mountain House
Water Shortage Contingency Plan
June 2026
5 3 Annual Water Supply and Demand Assessment Procedures Legal Requirements:

Water Code Section 10632 (a)
Every urban water supplier shall prepare and adopt a water shortage contingency plan as part of its urban water management plan that consists of each of the following elements Water Code Section 10632(a)(2)
The procedures used in conducting an annual water supply and demand assessment that include, at a minimum, both of the following:
(A) The written decision-making process that an urban water supplier will use each year to determine its water supply reliability.
(B) The key data inputs and assessment methodology used to evaluate the urban water supplier’s water supply reliability for the current year and one dry year, including all of the following:
(i) Current year unconstrained demand, considering weather, growth, and other influencing factors, such as policies to manage current supplies to meet demand objectives in future years, as applicable. (ii) Current year available supply, considering hydrological and regulatory conditions in the current year and one dry year. The annual supply and demand assessment may consider more than one dry year solely at the discretion of the urban water supplier.
(iii) Existing infrastructure capabilities and plausible constraints. (iv) A defined set of locally applicable evaluation criteria that are consistently relied upon for each annual water supply and demand assessment.
(v) A description and quantification of each source of water supply.

Water Code Section 10632.1.

An urban water supplier shall conduct an annual water supply and demand assessment pursuant to subdivision (a) of Section 10632 and, on or before July 1 of each year, submit an annual water shortage assessment report to the department with information for anticipated shortage, triggered shortage response actions, compliance and enforcement actions, and communication actions consistent with the supplier’s water shortage contingency plan. An urban water supplier that relies on imported water from the State Water Project or the Bureau of Reclamation shall submit its annual water supply and demand assessment within 14 days of receiving its final allocations, or by July 1 of each year, whichever is later.

CWC Section 10632.1 requires the City to conduct an AWSDA on or before July 1 of each year and to submit an AWSAR to the California DWR by July 1 annually. The purpose of the AWSDA and AWSAR is to evaluate near-term water supply reliability for the upcoming year and to ensure that appropriate water shortage response actions are identified and implemented in a timely manner, if warranted.

This section of the WSCP describes the procedures used by the City to prepare the AWSDA and AWSAR.

These procedures are intended to establish a clear, consistent process for the annual evaluation of water supply and demand conditions, including the timing, data sources, analytical steps, and decision-making framework used to determine water supply reliability and potential shortage conditions.

ATTACHMENT D
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Mountain House                                               Page 586 of 741 City of Mountain House
Water Shortage Contingency Plan
June 2026
6 3.1 Decision-Making Process
The City is responsible for preparation, obtaining formal approval, and submitting the AWSAR to the DWR.

Key responsibilities for preparation of the AWSDA and AWSAR are listed in Table 3-1. Early in the process, the key team members will be selected and assigned responsibilities to ensure accurate and timely completion of the documents. Each AWSAR should include a summary of the key members involved and their roles and responsibilities.

Table 3-1 – AWSDA Key Responsibilities
# Activity
1 Convene AWSDA and AWSAR team
2 Information collection and review (see Section 3.2, Key Data Inputs and Methodologies) 3 Prepare draft AWSAR
4 Finalize AWSAR
5 Submit AWSAR to DWR
An example timeline for the decision-making process is provided in Figure 3-1. Actual dates for each activity may vary, however the AWSAR is required to be formally approved and submitted to DWR by July 1 each year.

Figure 3-1 Example AWSDA and AWSAR Timeline

3.2 Data and Methodologies
In preparing the AWSDA, the City will apply the methodologies and evaluation criteria described in this section to assess water supply reliability for the current year and one subsequent dry year. The key data inputs and analytical methods used in this assessment are described below.

3.2.1 Current Year Unconstrained Customer Demand
Unconstrained customer demand for the current year will be developed in this section. The methodology for the calculations should be described in detail. References for the sources and assumptions used should be provided. Unconstrained customer demands for subsequent years may be calculated and included.

ATTACHMENT D
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Mountain House                                               Page 587 of 741 City of Mountain House
Water Shortage Contingency Plan
June 2026
7 Various methods could be used to calculate unconstrained customer demand. The method should be consistent with previous City documents, including the 2025 UWMP. If an alternative method is used, reasons for the change in approach shall be provided. The most common methods will either involve the use of population projections and a per capita water demand or water demand factors for various types of land uses and estimates for developed areas, by land use type.

3.2.2 Current Year Available Supply
This section of the assessment will summarize the projected available water supply for the current year based on the information provided in previous sections of the Annual Assessment. The evaluation criteria will be applied to determine if the available water supply is sufficient to meet unconstrained customer demands.

3.2.3 Infrastructure Considerations
This section should include an evaluation of how the City's infrastructure capabilities and constraints may affect its ability to deliver supplies to meet customer demand in the coming year. Anticipated capital projects that may influence capabilities, such as repairs that may constrain capabilities (e.g., planned treatment plant upgrades) or new projects that may add capacity (e.g., a new groundwater well or system intertie), should be described.

3.2.4 Evaluation Criteria
The Annual Assessment will define the specific criteria the City will use each year to evaluate whether available water supplies are sufficient to meet projected demand and to determine whether a water shortage condition exists.

3.2.5 Water Supply
The Annual Assessment will quantify each source of water supply and describe the methods and assumptions used to estimate available supplies.

ATTACHMENT D
Item 8.2
Mountain House                                               Page 588 of 741 City of Mountain House
Water Shortage Contingency Plan
June 2026
8 4 Six Standard Water Shortage Levels
Legal Requirements:

Water Code Section 10632(a)(3)
(A) Six standard water shortage levels corresponding to progressive ranges of up to 10, 20, 30, 40, and 50 percent shortages and greater than 50 percent shortage. Urban water suppliers shall define these shortage levels based on the suppliers’ water supply conditions, including percentage reductions in water supply, changes in groundwater levels, changes in surface elevation or level of subsidence, or other changes in hydrological or other local conditions indicative of the water supply available for use.

Shortage levels shall also apply to catastrophic interruption of water supplies, including, but not limited to, a regional power outage, an earthquake, and other potential emergency events. (B) An urban water supplier with an existing water shortage contingency plan that uses different water shortage levels may comply with the requirement in subparagraph (A) by developing and including a cross-reference relating its existing categories to the six standard water shortage levels.

To provide a consistent regional and statewide framework for communicating the severity of water supply shortage conditions, the 2018 Water Conservation Legislation requires urban water suppliers to define six standard water shortage levels corresponding to progressive ranges of water supply shortages. CWC Section 10632(a)(3) requires these shortage levels to be based on the supplier’s water supply conditions and may consider factors such as percentage reductions in available water supply, changes in groundwater levels, changes in surface water elevations, land subsidence, or other hydrologic or local conditions indicative of the water supply available for use.

In accordance with these requirements, the City adopted the six standard water shortage levels established by the California DWR for inclusion in WSCPs in 2025. These standard shortage levels correspond to progressive water supply shortages of up to 10 percent, 20 percent, 30 percent, 40 percent, 50 percent, and greater than 50 percent from normal reliability conditions. The standard water shortage levels used by the City are consistent with those presented in Table 4-1 (DWR Table 8-1). The water shortage levels and corresponding response actions adopted by the City apply to both foreseeable water supply shortages, such as drought or regulatory curtailments, and unforeseeable supply interruptions, including infrastructure failures or other emergency conditions.

ATTACHMENT D
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Mountain House                                               Page 589 of 741 City of Mountain House
Water Shortage Contingency Plan
June 2026
9 Table 4-1 – Water Shortage Contingency Plan Levels (DWR Table 8-1) Submittal Table 8-1: Cross-reference for Standard vs
Supplier Shortage Levels
Water Code Section 10632(a)(3)(B)

Check the box if the Supplier uses the
Standard six levels of water shortage.

Proceed to the next table.

Standard
Shortage
Levels
Percent
Shortage
Range
Suppliers
Shortage
Levels
Percent
Shortage
Range
1 Up to 10%
2 Up to 20%
3 Up to 30%
4 Up to 40%
5 Up to 50%
6 >50%
NOTES: No additional notes.

Each water shortage level provides the basis for implementing graduated water shortage response actions, as described in subsequent sections of this WSCP.

ATTACHMENT D
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Mountain House                                               Page 590 of 741 City of Mountain House
Water Shortage Contingency Plan
June 2026
10 5 Shortage Response Actions
Legal Requirements:

Water Code Section 10632 (a)(4)
Shortage response actions that align with the defined shortage levels and include, at a minimum, all of the following:
(A) Locally appropriate supply augmentation actions.
(B) Locally appropriate demand reduction actions to adequately respond to shortages. (C) Locally appropriate operational changes.
(D) Additional, mandatory prohibitions against specific water use practices that are in addition to statemandated prohibitions and appropriate to the local conditions. (E) For each action, an estimate of the extent to which the gap between supplies and demand will be reduced by implementation of the action.

Water Code Section 10632.2
An urban water supplier shall follow, where feasible and appropriate, the prescribed procedures and implement determined shortage response actions in its water shortage contingency plan, as identified in subdivision (a) of Section 10632, or reasonable alternative actions, provided that descriptions of the alternative actions are submitted with the annual water shortage assessment report pursuant to Section 10632.1. Nothing in this section prohibits an urban water supplier from taking actions not specified in its water shortage contingency plan, if needed, without having to formally amend its urban water management plan or water shortage contingency plan.

CWC Section 10632(a)(4) requires shortage response actions that align with the shortage levels defined in Table 4-1 (DWR Table 8-1) and include locally appropriate supply augmentation actions, demand reduction actions, operational changes, and additional mandatory prohibitions against specific water use practices. An estimate of the extent to which the gap between supplies and demand will be reduced by implementation of the actions must be provided.

The City intends to implement a balanced and flexible approach to water shortage response, integrating demand reduction, supply augmentation, and operational adjustments to address the identified water supply shortfall and the associated shortage level. Response actions will be selected and implemented to reduce the gap between available water supplies and projected demands and to achieve the water use reduction objectives associated with the declared water shortage level.

The City relies on system-wide water metering to monitor water production and customer water use and to evaluate the effectiveness of shortage response actions. The water system is fully metered, allowing the City to compare current water use to historical use and to established demand reduction targets. A significant portion of the system is equipped with cloud-based advanced metering infrastructure (AMI), enabling near real-time monitoring of water use. Remaining meters are read on a regular basis to support

ATTACHMENT D
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11 ongoing assessment of water demand and response effectiveness. The City will continue to expand AMI deployment as equipment availability and system conditions allow.

Water production and customer water use may be evaluated by customer sector or individual account and compared to prior periods to assess trends and compliance with demand reduction goals. This ongoing monitoring allows the City to adjust shortage response actions, as needed, to balance water demands with available supplies. For example, the City may increase public outreach efforts or enhance enforcement of water use restrictions if demand reduction targets are not being met. Conversely, outreach frequency or enforcement intensity may be reduced if demand reductions exceed established targets.

The shortage response actions described in subsequent sections are intended to provide the City with a range of tools to respond effectively to water shortage conditions. Response actions are initiated at the shortage levels identified and may continue or intensify at higher shortage levels. Because the City may continuously monitor conditions and adjust response actions over time, the extent to which individual actions reduce the gap between water supply and demand may be difficult to quantify precisely and is therefore provided as an estimate. Certain response actions, such as public outreach, education, and enforcement, support the effectiveness of other measures and may not have a directly quantifiable water savings when implemented independently.

5.1 Supply Augmentation Actions
The City maintains approximately 12 million gallons (MG) of potable water storage within its service area to support normal system operations and to mitigate the effects of short-term water supply interruptions lasting several days. This storage capacity provides operational flexibility during localized or temporary supply disruptions.

During a declared water shortage emergency, the City may pursue temporary supply augmentation measures, including the purchase of supplemental water supplies from regional water suppliers, to reduce the gap between available water supply and projected demands. Similar measures were implemented during the 2012–2016 drought and may be considered again, subject to availability, contractual arrangements, and operational feasibility.

Additional supply augmentation and other actions that the City may implement during water shortage emergencies are summarized in Table 5-1 (DWR Table 8-2). These actions are intended to complement demand reduction and operational measures and may be implemented individually or in combination, depending on the severity and duration of the water shortage condition.

ATTACHMENT D
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Mountain House                                               Page 592 of 741 City of Mountain House
Water Shortage Contingency Plan
June 2026
12 Table 5-1 – Supply Augmentation and Other Actions (DWR Table 8-2) Submittal Table 8-2 Retail: Supply Augmentation and Other Actions Water Code Section 10632(a)(4)(A),(C) and (E)
Yes Is the Supplier completing this table using the standard six levels? (yes/no) Shortage
Level
Supply Augmentation
Methods and Other
Actions by Water Supplier
Drop down list
These are the only categories
that will be accepted by the
WUEdata online submittal tool
How much is this going to
reduce the shortage gap? Additional Explanation or
Reference
(OPTIONAL) Volume or
Percentage
Drop down
Shortage Gap
Reduction
Value
(May be a range)
Add additional rows as needed
1 Other Actions (describe) Percentage 0 No action in Level 1. 2 Expand Public
Information Campaign Percentage 1-10%
3 Transfers Percentage 1-10% Purchase additional water
supplies from other agencies
4 Transfers Percentage 1-10% Purchase additional water
supplies from other agencies
5 Transfers Percentage 1-10% Purchase additional water
supplies from other agencies
6 Transfers Percentage 1-10% Purchase additional water
supplies from other agencies
DWR NOTES: Units of measure (AF, CCF, MG) must remain consistent throughout the UWMP as reported in Submittal Table 2-3.

NOTES: Shortage Level 2, Expand Public Information Campaign is going to reduce the shortage gap by promoting the effectiveness of the demand reduction actions to be discussed in the following section.

Shortage Level 3-6, Transfers, will reduce the shortage gap up to the full shortage amount hence the Shortage Gap Reduction Value as a range. For example: If the City is mandating Shortage Level 3 actions and are only reducing the amount of water usage by 27%, this supplemental augmentation method will assist in reaching the specified reduction value.

5.2 Demand Reduction Actions
During water shortage conditions, the City will reduce customer water demand through implementation of the demand reduction actions identified in Table 5-2 (DWR Table 8-3). The City of Mountain House Municipal Code (MMC), Title 5, Division 3, will need to be updated to incorporate the demand reduction actions identified in Table 5-2 (DWR Table 8-3). Demand reduction actions are organized by water shortage level, and each action includes an estimate of the extent to which its implementation is expected to reduce the gap between available water supply and projected demand.

For each demand reduction action, Table 5-2 (DWR Table 8-3) also identifies whether compliance measures, such as penalties, charges, or other enforcement mechanisms, may be applied. Demand

ATTACHMENT D
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Mountain House                                               Page 593 of 741 City of Mountain House
Water Shortage Contingency Plan
June 2026
13 reduction actions are initiated at the water shortage levels identified and may continue to be implemented or intensified at higher shortage levels, as appropriate.

Table 5-2 – Demand Reduction Actions (DWR Table 8-3)
Submittal Table 8-3 Retail: Demand Reduction Actions
Water Code Section 10632(a)(4)(B) and (E)
Yes Is the Supplier completing this table using the standard six levels? (yes/no) Shortage
Level
Demand
Reduction
Actions
Drop down list
These are the
only categories
that will be
accepted by the
WUEdata online
submittal tool.

Select those that
apply.

How much is this going to
reduce the shortage gap?
Additional Explanation
or Reference
(OPTIONAL)
Penalty,
Charge, or
Other
Enforcement?
For Retail
Suppliers Only
Drop Down List
Volume or
Percentage
Drop down
Shortage
Gap
Reduction
Value
(May be a
range)
Add additional rows as needed
1 Landscape -
Limit landscape
irrigation to
specific times
Volume 22 gpcd
Exterior irrigation at
public, private, and
commercial locations
shall be subject to timeof-day restrictions.

Irrigation in non-public
areas is prohibited
between the hours of
11:00 a.m. and 6:00 p.m.
during the period from
May 1 through October

1. Irrigation in public
areas is prohibited
between the hours of
6:00 a.m. and 7:00 p.m.

No
1 Other -
Customers must
repair leaks,
breaks, and
malfunctions in
a timely
manner
Volume
Supports
other
demand
reduction
actions
To allow the escape of
water through leaks,
breaks or malfunction
within the customer's
plumbing or distribution
system for any period of
time within which such
break or leak should
reasonably have been
discovered and
No

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Water Shortage Contingency Plan
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14 Submittal Table 8-3 Retail: Demand Reduction Actions Water Code Section 10632(a)(4)(B) and (E)
Yes Is the Supplier completing this table using the standard six levels? (yes/no) Shortage
Level
Demand
Reduction
Actions
Drop down list
These are the
only categories
that will be
accepted by the
WUEdata online
submittal tool.

Select those that
apply.

How much is this going to
reduce the shortage gap?
Additional Explanation
or Reference
(OPTIONAL)
Penalty,
Charge, or
Other
Enforcement?
For Retail
Suppliers Only
Drop Down List
Volume or
Percentage
Drop down
Shortage
Gap
Reduction
Value
(May be a
range)
corrected. It shall be
presumed that a period
of twenty-four (24)
hours after the customer
discovers such break,
leak or malfunction, or
receives notice from the
City, is a reasonable time
within which to correct
such condition or to
make arrangements for
correction. If the leak,
break or malfunction is
discovered on a Sunday
or legal holiday, then it is
presumed that the
twenty-four (24) hour
period would begin at
12:00 midnight at the
end of the Sunday or
legal holiday.
1 Other - Require
automatic shutoff hoses Volume
Supports
other
demand
reduction
actions
The use of water for
washing vehicles or
boats, and cleaning
buildings or mobile
home exteriors, except
when using a shut-off
nozzle on the hose.

No

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June 2026
15 Submittal Table 8-3 Retail: Demand Reduction Actions Water Code Section 10632(a)(4)(B) and (E)
Yes Is the Supplier completing this table using the standard six levels? (yes/no) Shortage
Level
Demand
Reduction
Actions
Drop down list
These are the
only categories
that will be
accepted by the
WUEdata online
submittal tool.

Select those that
apply.

How much is this going to
reduce the shortage gap?
Additional Explanation
or Reference
(OPTIONAL)
Penalty,
Charge, or
Other
Enforcement?
For Retail
Suppliers Only
Drop Down List
Volume or
Percentage
Drop down
Shortage
Gap
Reduction
Value
(May be a
range)
1 Other - Prohibit
vehicle washing
except at
facilities using
recycled or
recirculating
water
Volume
Supports
other
demand
reduction
actions
The operation of any
non-self-service
commercial car washes
unless the soap/water
for such use is reclaimed.

No
1 CII -
Restaurants
may only serve
water upon
request
Volume
Supports
other
demand
reduction
actions
Provide water to patrons
in restaurants except
when specifically
requested by the
patrons.

No
1 Water Features
- Restrict water
use for
decorative
water features,
such as
fountains
Volume
Supports
other
demand
reduction
actions
Use of water in publicly
displayed ornamental
fountains in public or
commercial
establishments, except
when specifically
approved by the City.

No
1 Other - Prohibit
use of potable
water for
washing hard
surfaces
Volume
Supports
other
demand
reduction
actions
Use of water to wash
driveways, sidewalks,
patios, parking lots,
aprons and other similar
exterior surfaces, except
for sanitation, public
health and safety, and
fire protection purposes.

No

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Water Shortage Contingency Plan
June 2026
16 Submittal Table 8-3 Retail: Demand Reduction Actions Water Code Section 10632(a)(4)(B) and (E)
Yes Is the Supplier completing this table using the standard six levels? (yes/no) Shortage
Level
Demand
Reduction
Actions
Drop down list
These are the
only categories
that will be
accepted by the
WUEdata online
submittal tool.

Select those that
apply.

How much is this going to
reduce the shortage gap?
Additional Explanation
or Reference
(OPTIONAL)
Penalty,
Charge, or
Other
Enforcement?
For Retail
Suppliers Only
Drop Down List
Volume or
Percentage
Drop down
Shortage
Gap
Reduction
Value
(May be a
range)
1 Other Volume
Supports
other
demand
reduction
actions
The indiscriminate
running of water or
washing with water not
otherwise prohibited
above which is wasteful
and without reasonable
purpose and which is
evidenced by the runoff
of water from the
property or into
drainage facilities for
more than ten (10)
minutes.

No
1 Other Volume
Supports
other
demand
reduction
actions
Obtain water from a fire
hydrant, except for
construction purposes
and other purposes
specifically authorized by
the City Manager.

No
1 Other - Prohibit
use of potable
water for
construction
and dust
control
Volume
Supports
other
demand
reduction
actions
Use of water for dust
control purposes except
for recycled, reclaimed
or other non-potable
water, except for health
or safety purposes.

No

ATTACHMENT D
Item 8.2
Mountain House                                               Page 597 of 741 City of Mountain House
Water Shortage Contingency Plan
June 2026
17 Submittal Table 8-3 Retail: Demand Reduction Actions Water Code Section 10632(a)(4)(B) and (E)
Yes Is the Supplier completing this table using the standard six levels? (yes/no) Shortage
Level
Demand
Reduction
Actions
Drop down list
These are the
only categories
that will be
accepted by the
WUEdata online
submittal tool.

Select those that
apply.

How much is this going to
reduce the shortage gap?
Additional Explanation
or Reference
(OPTIONAL)
Penalty,
Charge, or
Other
Enforcement?
For Retail
Suppliers Only
Drop Down List
Volume or
Percentage
Drop down
Shortage
Gap
Reduction
Value
(May be a
range)
2 Other Volume
Supports
other
demand
reduction
actions

Any use of potable water
from any fire hydrant is
prohibited, except by
regularly constituted fire
protection agencies for
fire suppression
purposes or by the City,
when alternate water
sources or recycled
water sources are
available. The decision as
to the availability of
alternate water sources
shall be that of the City.

In the absence of
alternate water sources
or reclaimed water
sources, use of potable
water from a hydrant
may be used provided a
permit for such use is
approved by the City.

Yes
2 Landscape -
Limit landscape
irrigation to
specific times
Volume
Supports
other
demand
reduction
actions
Irrigation of all exterior
landscaping including,
but not limited to, turf
areas, open ground,
crops, trees, grass, lawn,
ground cover, shrubbery,
or decorative plantings
using an irrigation
Yes

ATTACHMENT D
Item 8.2
Mountain House                                               Page 598 of 741 City of Mountain House
Water Shortage Contingency Plan
June 2026
18 Submittal Table 8-3 Retail: Demand Reduction Actions Water Code Section 10632(a)(4)(B) and (E)
Yes Is the Supplier completing this table using the standard six levels? (yes/no) Shortage
Level
Demand
Reduction
Actions
Drop down list
These are the
only categories
that will be
accepted by the
WUEdata online
submittal tool.

Select those that
apply.

How much is this going to
reduce the shortage gap?
Additional Explanation
or Reference
(OPTIONAL)
Penalty,
Charge, or
Other
Enforcement?
For Retail
Suppliers Only
Drop Down List
Volume or
Percentage
Drop down
Shortage
Gap
Reduction
Value
(May be a
range)
system, hose, or outdoor
potable water faucet
shall be allowed only
between the hours of
9:00 p.m. and 6:00 a.m.
2 Landscape -
Limit landscape
irrigation to
specific days
Volume 22 gpcd
Irrigation of all exterior
landscaping including,
but not limited to, turf
areas, open ground,
crops, trees, grass, lawn,
ground cover, shrubbery,
or decorative plantings
using an irrigation
system, hose, or outdoor
potable water faucet
shall follow a 4-day
watering schedule and
be allowed on: (1)
Sundays, Mondays,
Wednesdays, and
Fridays for properties
with an odd-numbered
street address; and (2)
Sundays, Tuesdays,
Thursdays, and
Saturdays for properties
with an even-numbered
street address.

Yes

ATTACHMENT D
Item 8.2
Mountain House                                               Page 599 of 741 City of Mountain House
Water Shortage Contingency Plan
June 2026
19 Submittal Table 8-3 Retail: Demand Reduction Actions Water Code Section 10632(a)(4)(B) and (E)
Yes Is the Supplier completing this table using the standard six levels? (yes/no) Shortage
Level
Demand
Reduction
Actions
Drop down list
These are the
only categories
that will be
accepted by the
WUEdata online
submittal tool.

Select those that
apply.

How much is this going to
reduce the shortage gap?
Additional Explanation
or Reference
(OPTIONAL)
Penalty,
Charge, or
Other
Enforcement?
For Retail
Suppliers Only
Drop Down List
Volume or
Percentage
Drop down
Shortage
Gap
Reduction
Value
(May be a
range)
2 Landscape -
Restrict or
prohibit runoff
from landscape
irrigation
Volume
Supports
other
demand
reduction
actions
Irrigation of exterior
landscaping, turf areas,
open ground, crops,
trees, grass, lawn,
ground cover, shrubbery,
or decorative plantings
in such a manner or
extent that allow water
to run off or escape from
the premises or to be
wasted.

Yes
3 Other Volume
Supports
other
demand
reduction
actions
All new requests for
potable water for
construction shall be
rejected by the City
unless it is determined
that the request, with
restrictions, will not
prevent the City from
meeting its water
conservation objectives.

Yes
3 Water Features
- Restrict water
use for
decorative
water features,
such as
fountains
Volume
Supports
other
demand
reduction
actions
Potable water to
ornamental fountains
shall be turned off.

Yes

ATTACHMENT D
Item 8.2
Mountain House                                               Page 600 of 741 City of Mountain House
Water Shortage Contingency Plan
June 2026
20 Submittal Table 8-3 Retail: Demand Reduction Actions Water Code Section 10632(a)(4)(B) and (E)
Yes Is the Supplier completing this table using the standard six levels? (yes/no) Shortage
Level
Demand
Reduction
Actions
Drop down list
These are the
only categories
that will be
accepted by the
WUEdata online
submittal tool.

Select those that
apply.

How much is this going to
reduce the shortage gap?
Additional Explanation
or Reference
(OPTIONAL)
Penalty,
Charge, or
Other
Enforcement?
For Retail
Suppliers Only
Drop Down List
Volume or
Percentage
Drop down
Shortage
Gap
Reduction
Value
(May be a
range)
3 Landscape -
Limit landscape
irrigation to
specific days
Volume 22 gpcd
Irrigation of all exterior
landscaping including,
but not limited to, turf
areas, open ground,
crops, trees, grass, lawn,
ground cover, shrubbery,
or decorative plantings
using an irrigation
system, hose, or outdoor
potable water faucet
shall follow a 3-day
watering schedule and
be allowed on: (1)
Sundays, Wednesdays,
and Fridays for
properties with an oddnumbered street
address; and (2)
Tuesdays, Thursdays,
and Saturdays for
properties with an evennumbered street
address.

Yes
4 Water Features
- Restrict water
use for
decorative
water features,
such as
fountains
Volume
Supports
other
demand
reduction
actions
All potable water for
aesthetic water uses
shall be turned off.

Yes

ATTACHMENT D
Item 8.2
Mountain House                                               Page 601 of 741 City of Mountain House
Water Shortage Contingency Plan
June 2026
21 Submittal Table 8-3 Retail: Demand Reduction Actions Water Code Section 10632(a)(4)(B) and (E)
Yes Is the Supplier completing this table using the standard six levels? (yes/no) Shortage
Level
Demand
Reduction
Actions
Drop down list
These are the
only categories
that will be
accepted by the
WUEdata online
submittal tool.

Select those that
apply.

How much is this going to
reduce the shortage gap?
Additional Explanation
or Reference
(OPTIONAL)
Penalty,
Charge, or
Other
Enforcement?
For Retail
Suppliers Only
Drop Down List
Volume or
Percentage
Drop down
Shortage
Gap
Reduction
Value
(May be a
range)
4 Other - Prohibit
use of potable
water for
construction
and dust
control
Volume
Supports
other
demand
reduction
actions
All existing potable
water use for
construction purposes
shall cease. All new
requests for potable
water for construction
shall be rejected by the
City.

Yes
4 Landscape -
Limit landscape
irrigation to
specific days
Volume 22 gpcd
Irrigation of all exterior
landscaping including,
but not limited to, turf
areas, open ground,
crops, trees, grass, lawn,
ground cover, shrubbery,
or decorative plantings
using an irrigation
system, hose, or outdoor
potable water faucet
shall follow a 2-day
watering schedule and
be allowed on: (1)
Wednesdays and
Sundays for properties
with an odd-numbered
street address; and (2)
Tuesdays and Saturdays
for properties with an
even-numbered street
address.

Yes

ATTACHMENT D
Item 8.2
Mountain House                                               Page 602 of 741 City of Mountain House
Water Shortage Contingency Plan
June 2026
22 Submittal Table 8-3 Retail: Demand Reduction Actions Water Code Section 10632(a)(4)(B) and (E)
Yes Is the Supplier completing this table using the standard six levels? (yes/no) Shortage
Level
Demand
Reduction
Actions
Drop down list
These are the
only categories
that will be
accepted by the
WUEdata online
submittal tool.

Select those that
apply.

How much is this going to
reduce the shortage gap?
Additional Explanation
or Reference
(OPTIONAL)
Penalty,
Charge, or
Other
Enforcement?
For Retail
Suppliers Only
Drop Down List
Volume or
Percentage
Drop down
Shortage
Gap
Reduction
Value
(May be a
range)
5 Landscape -
Limit landscape
irrigation to
specific days
Volume 22 gpcd
Irrigation of all exterior
landscaping including,
but not limited to, turf
areas, open ground,
crops, trees, grass, lawn,
ground cover, shrubbery,
or decorative plantings
using an irrigation
system, hose, or outdoor
potable water faucet
shall follow a 1-day
watering schedule and
be allowed on: (1)
Sundays for properties
with an odd-numbered
street address; and (2)
Saturdays for properties
with an even-numbered
street address.

Yes
6 Landscape -
Limit landscape
irrigation to
specific days
Volume 22 gpcd All landscape irrigation
shall be prohibited. Yes
DWR NOTES: Units of measure (AF, CCF, MG) must remain consistent throughout the UWMP as reported in Submittal Table 2-3.

NOTES: Shortage Gap Reduction Value for each level is estimated as 10% of the 2020 target of 217 gallons per capita per day.

ATTACHMENT D
Item 8.2
Mountain House                                               Page 603 of 741 City of Mountain House
Water Shortage Contingency Plan
June 2026
23 5.3 Operational Changes
During a water shortage at any declared level, the City may implement operational measures to support effective implementation of this WSCP. Operational changes may include, but are not limited to:
• Hiring temporary staff
• Reassigning existing personnel
• Increasing staff overtime to support water shortage response activities.

Operational measures may support a range of functions, including conducting water waste patrols, implementing communication and public outreach protocols, responding to customer service inquiries, scheduling and conducting site assessments and consultations, processing incentive or rebate applications, and carrying out compliance monitoring and enforcement activities.

In addition, the City may implement operational adjustments intended to reduce non-essential water use, such as limiting routine water main flushing activities where operationally feasible and restricting potable water use for fire department training drills, consistent with public health and safety requirements.

Operational changes will be evaluated at each water shortage level to determine the appropriateness, timing, and duration of implementation, based on prevailing water supply conditions, operational needs, and system reliability considerations.

5.4 Additional Mandatory Prohibitions
The City does not have any additional mandatory prohibitions related to water usage at this time.

5.5 Emergency Response Plan
The water shortage levels described in Section 4 apply to both foreseeable and unforeseeable water supply shortage conditions, including catastrophic water supply emergencies.

The City maintains an Emergency Response Plan (ERP) to address catastrophic and unanticipated water supply disruptions. The ERP outlines response procedures for a range of unforeseen incidents, including but not limited to water supply contamination, seismic events, major infrastructure failures, and other emergencies that may disrupt water system operations.

The ERP identifies actions to be implemented in advance of, during, and following emergency events to support continuity of service, protect public health and safety, and facilitate system recovery. For security and operational reasons, the ERP is maintained as a confidential document and is not included as an appendix to this WSCP.

5.6 Seismic Risk Assessment and Mitigation Plan
Legal Requirements:

Water Code Section 10632.5
(a) In addition to the requirements of paragraph (3) of subdivision (a) of Section 10632, beginning January 1, 2020, the plan shall include a seismic risk assessment and mitigation plan to assess the vulnerability of each of the various facilities of a water system and mitigate those vulnerabilities.

ATTACHMENT D
Item 8.2
Mountain House                                               Page 604 of 741 City of Mountain House
Water Shortage Contingency Plan
June 2026
24 (b) An urban water supplier shall update the seismic risk assessment and mitigation plan when updating its urban water management plan as required by Section 10621. (c) An urban water supplier may comply with this section by submitting, pursuant to Section 10644, a copy of the most recent adopted local hazard mitigation plan or multihazard mitigation plan under the federal Disaster Mitigation Act of 2000 (Public Law 106-390) if the local hazard mitigation plan or multihazard mitigation plan addresses seismic risk.

In compliance with California Water Code Section 10632.5(a), this WSCP includes a seismic risk assessment and mitigation plan that evaluates the vulnerability of the City’s water system facilities to seismic hazards. The assessment considers key system components such as water supply facilities, storage tanks, transmission and distribution pipelines, and control systems. Based on the relatively recent construction of much of the City’s infrastructure and the findings of the City’s 2021 Risk and Resilience Assessment (RRA), overall seismic vulnerability is considered low to moderate. Prepared in accordance with the America’s Water Infrastructure Act (AWIA), the RRA systematically evaluated the City’s assets, threats, and risks to reduce overall system risk. The City will continue to reduce seismic risk through applicable design standards, emergency response planning, and future system improvements.

The Mountain House community was included in the San Joaquin County’s 2023 Local Hazard Mitigation Plan (LHMP), adopted on April 18, 2023. The LHMP was submitted to the Federal Emergency Management Agency (FEMA) and found to be in conformance with Title 44 Code of Federal Regulations Part 201.6 Local Mitigation Plans. Refer to Appendix A for the LHMP.

5.7 Shortage Response Action Effectiveness
The effectiveness of the City’s shortage response actions will be evaluated through ongoing monitoring of water supply conditions, customer water use, and compliance with adopted water use restrictions.

Because water shortage conditions may result from a variety of foreseeable and unforeseeable circumstances, the effectiveness of individual response actions may vary depending on the severity, duration, timing, and cause of the shortage.

The City will use water production and customer water use data collected through its metered water system to compare actual water use against projected demands and the demand reduction targets associated with each declared water shortage level.

Certain shortage response actions are expected to result in measurable reductions in water demand.

Other actions, including public outreach, education, and communication efforts, support the overall effectiveness of the City’s water shortage response but may not be independently quantifiable. These supporting actions are nonetheless essential to promoting public awareness, encouraging voluntary conservation, and reinforcing mandatory requirements.

The City will evaluate the effectiveness of shortage response actions using multiple indicators, including, but not limited to:
• Progress toward achieving the demand reduction targets associated with the declared water shortage level;

ATTACHMENT D
Item 8.2
Mountain House                                               Page 605 of 741 City of Mountain House
Water Shortage Contingency Plan
June 2026
25 • Trends in total system water use and water use by customer sector; • The number and nature of reported or observed water waste violations; • Customer compliance rates and enforcement outcomes; and • Input and feedback from City staff and the public.

If monitoring indicates that implemented shortage response actions are not sufficient to address the identified supply shortfall, the City may intensify existing actions, implement additional measures identified in this WSCP, or advance to a higher water shortage level, as appropriate. Conversely, if water supply conditions improve or demand reductions exceed targets, the City may modify or relax response actions while continuing to ensure water supply reliability.

The results of this evaluation will inform the City’s AWSDA, ongoing operational decision-making, and future refinements to the WSCP, consistent with the adaptive management approach described in Section

11. ATTACHMENT D
Item 8.2
Mountain House                                               Page 606 of 741 City of Mountain House
Water Shortage Contingency Plan
June 2026
26 6 Communication Protocols
Legal Requirements:

Water Code Section 10632 (a)(5)
Communication protocols and procedures to inform customers, the public, interested parties, and local, regional, and state governments, regarding, at a minimum, all of the following:
(A) Any current or predicted shortages as determined by the annual water supply and demand assessment described pursuant to Section 10632.1.
(B) Any shortage response actions triggered or anticipated to be triggered by the annual water supply and demand assessment described pursuant to Section 10632.1. (C) Any other relevant communications
In the event of a water shortage, the City will provide timely and effective communication to customers, the general public, interested parties, and relevant local, regional, and state agencies. Clear and consistent communication is essential to ensure appropriate response actions, public awareness, and regulatory coordination during both foreseeable and unforeseeable water shortage conditions.

This section describes the City’s communication protocols for anticipated water shortages identified through planning and assessment activities, as well as for unanticipated emergency events.

6.1 Communication for Foreseeable Events
Water shortage conditions may be foreseeable when identified through the AWSDA, as described in Section 3. When the potential for a water shortage is identified, the City Council may determine and declare a water shortage emergency in accordance with the City’s MMC. The City will need to update the MMC, Title 5, Division 3, to fully align with and implement the water shortage levels, demand reduction actions, and enforcement measures identified in this WSCP.

The City will hold a duly noticed public meeting to present the current or projected water shortage conditions identified through the AWSDA. At the public meeting, the City Council will determine whether a water shortage emergency exists, the severity of the shortage, and the applicable water shortage level.

The City Council will also consider the shortage response actions triggered or anticipated to be triggered by the declared shortage level and may take action to adopt a resolution declaring a water shortage emergency, establishing the applicable shortage level, and authorizing implementation of response actions.

For foreseeable water shortage events, the City may implement one or more of the following communication actions at any water shortage level, as appropriate:

1. Coordinate internally and with regional water service providers and San Joaquin County regarding the potential proclamation of a local emergency.

2. Issue public notice of City Council meetings at which AWSDA findings and recommendations related to water shortage conditions and response actions will be presented.

ATTACHMENT D
Item 8.2
Mountain House                                               Page 607 of 741 City of Mountain House
Water Shortage Contingency Plan
June 2026
27 3. Communicate water shortage conditions, response actions, and customer responsibilities through a combination of bill inserts, newsletters, the City website, social media, press releases, and blog posts.

4. Communicate with relevant local, regional, and state agencies and officials, primarily through email correspondence.

6.2 Communication for Unforeseeable Events
Water shortages may also result from unforeseeable events such as earthquakes, fires, infrastructure failures, civil unrest, or other catastrophic incidents. In these circumstances, communication protocols and procedures outlined in the City’s ERP will guide notification and public information activities.

Depending on the nature and severity of the event, the City may implement communication actions at any water shortage level.

Communications during unforeseeable events will generally follow the established chain of command. As described in the ERP, events that cause significant disruption to water supply may result in activation of the Technical Command Center (TCC), led by the TCC Commander. Notification and communication decisions will be made under the direction of the TCC Commander, who is responsible for reviewing and approving information prior to its release to the public or media.

Internal and external communications will be managed by the Communications/Media Coordinator, a role typically assigned to the Public Information Officer. Depending on the circumstances, the City may designate an alternate spokesperson to communicate with the media. The ERP also identifies key local, regional, and state contacts to be notified during emergency conditions.

ATTACHMENT D
Item 8.2
Mountain House                                               Page 608 of 741 City of Mountain House
Water Shortage Contingency Plan
June 2026
28 7 Compliance and Enforcement
Legal Requirements:

Water Code Section 10632 (a)(6)
For an urban retail water supplier, customer compliance, enforcement, appeal, and exemption procedures for triggered shortage response actions as determined pursuant to Section 10632.2.

This section describes the procedures the City will use to ensure compliance with, and enforcement of, the provisions of this WSCP. The City’s procedures include protocols for identifying violations, implementing enforcement actions of increasing severity for repeated or egregious noncompliance, and providing processes for appeal and exemption, as applicable.

7.1 Procedures
If a water shortage is anticipated, the City will implement the applicable WSCP actions and corresponding demand reduction measures identified for each shortage level. These actions may include increased public outreach, restrictions on outdoor water use, modified irrigation schedules, enforcement measures, and other conservation requirements as necessary to achieve the targeted reduction in water demand.

The City’s water system is metered system-wide, including at key facilities and at each customer connection. Water use data may be quantified and evaluated to determine the extent of customer compliance with applicable water use restrictions. The City may also identify potential noncompliance through public reports of water waste, the City’s online reporting tools, staff inspections, automated alerts from AMI, and automated or manual review of customer water use data.

Violations of the City’s water shortage emergency requirements shall be enforced in accordance with the City’s MMC, Title 5, Division 3, Chapter 2, including applicable provisions related to written warnings, flow restrictors, penalties, termination of service, and appeal procedures. § 5-3-203 VIOLATION OR FAILURE TO CORRECT VIOLATION OF WATER CONSERVATION REQUIREMENTS [1]
a) Whenever the City becomes aware of a customer violating, causing or permitting a violation of the provisions of the MMC, a written notice stating the nature of the violation shall be delivered to the customer at the premises by personal services or by first class mail and by posting in a conspicuous location at the premises. A copy of the notice shall be mailed to the customer who is regularly billed for use of water at the premises. All such notices also may be given to any other person known to the City who is responsible for the violation or the correction thereof, including a property owner of record where the owner rents the premises. The notice shall describe the nature of the violation and order that the violation be corrected, cured or abated immediately or within such specified period as the City believes is reasonable under the circumstances. The warning shall include a statement that upon a subsequent violation a flow restrictor may be installed on the water line to the premises.
b) Upon occurrence of a second violation or failure to immediately correct, cure or abate a violation, a second notice shall be served, as provided above. The notice shall: (1) order the immediate correction, cure or abatement of the violation, (2) state that a flow restrictor will be installed on the water line to the premises for at least forty-eight (48) hours' time period, and (3) impose a fine or a surcharge of fifty dollars ($50.00) to cover the cost of installing and removing the

ATTACHMENT D
Item 8.2
Mountain House                                               Page 609 of 741 City of Mountain House
Water Shortage Contingency Plan
June 2026
29 restrictor. The fine shall be paid prior to removal of the restrictor. In the event that there is a third or subsequent violation for which notice is served as provided above, the City shall have the option to install a flow restrictor in the water line to the premises. The flow restrictor may not be removed by the City until fourteen (14) calendar days have elapsed from the date of installation and the fine, which is provided for in this section, has been paid. c) In the event that the flow restrictor installed by the City is bypassed or removed by other persons than the City, then the City may install a new flow restrictor on the water line to the premises. In addition, the City has the option to disconnect the service to the premises. Resident and owner of the premises will be jointly and severally responsible for the payment of fifty dollars ($50.00) per flow restrictor, which is installed by the City. Notice shall be given as set out under Subsection (a) of this section that an additional flow restrictor has been installed on the water line and that water to the premises will be disconnected. The decision for disconnection of water service may be appealed, within three (3) calendar days of service of the notice to the City Manager, or his designee. The appeal must contain information as to appellant's address for the purpose of service of the decision of the City Manager. Service of the decision shall be considered complete upon leaving a copy of the decision at the address supplied by appellant and mailing the same to the address.
(Ord. 2024-23, § 1(Exh. A), 2024)

7.2 Appeal Process
The City’s MMC, Title 5, Division 3, Chapter 3, establishes the appeal process available to the City customers subject to enforcement actions.
§ 5-3-308 APPEALS [1]
a) Procedure. Any customer may appeal for reconsideration of the City Manager's classification of use, allocation or determination of a request for an increase in allocation on the basis of hardship or incorrect calculation. Appeals for reconsideration shall be processed as set forth below.
1) Any customer appealing for reconsideration of the classification or allocation shall do so in writing to the City Manager by either using forms provided by the City or by letter setting forth in detail the reasons for the appeal. 2) The appeal for reconsideration shall be reviewed by the General Manager and a site visit scheduled if required.
3) If an appeal for reconsideration is sustained, a condition of approval may include a requirement for the installation of water efficient plumbing fixtures and/or irrigation systems.
4) The City Manager shall review all appeals for reconsideration and make decisions on the appeal.
5) If an applicant disagrees with the City Manager's decision, the decision may be appealed in the same procedural manner as specified in Subsection (a) of this section to the City Council. If an appeal to the City Council is requested, the customer shall be notified of a hearing date by mail. Such hearing shall be scheduled within thirty (30) days of filing the appeal. A decision shall be forwarded to the applicant within fifteen (15) days after completion of the hearing.

ATTACHMENT D
Item 8.2
Mountain House                                               Page 610 of 741 City of Mountain House
Water Shortage Contingency Plan
June 2026
30 b) Each appeal to the City Council shall be accompanied by the payment of an appeal fee in an amount set by resolution of the City Council from time to time to defray the costs of the appeal to the City.
(Ord. 2024-23, § 1(Exh. A), 2024)

ATTACHMENT D
Item 8.2
Mountain House                                               Page 611 of 741 City of Mountain House
Water Shortage Contingency Plan
June 2026
31 8 Legal Authorities
Legal Requirements:

Water Code Section 10632 (a)(7)
(A) A description of the legal authorities that empower the urban water supplier to implement and enforce its shortage response actions specified in paragraph (4) that may include, but are not limited to, statutory authorities, ordinances, resolutions, and contract provisions. (B) A statement that an urban water supplier shall declare a water shortage emergency in accordance with Chapter 3 (commencing with Section 350) of Division 1. [see below] (C) A statement that an urban water supplier shall coordinate with any city or county within which it provides water supply services for the possible proclamation of a local emergency, as defined in Section 8558 of the Government Code.

Water Code Section Division 1, Section 350
Declaration of water shortage emergency condition. The governing body of a distributor of a public water supply, whether publicly or privately owned and including a mutual water company, shall declare a water shortage emergency condition to prevail within the area served by such distributor whenever it finds and determines that the ordinary demands and requirements of water consumers cannot be satisfied without depleting the water supply of the distributor to the extent that there would be insufficient water for human consumption, sanitation, and fire protection.

The City’s MMC Title 5, Division 3, will need to be updated to provide the legal authority for the City to declare water shortage emergencies and implement water conservation and demand reduction measures consistent with the City’s WSCP.

Upon determination that a water shortage emergency exists, the City Council may, by resolution, declare a water shortage emergency and authorize implementation of the WSCP. A water shortage emergency declaration shall be based on findings made by the Council and shall remain in effect until the Council determines, by subsequent resolution, that the emergency condition has abated, changed in degree, or no longer exists.

When a water shortage emergency is identified, the City may coordinate interdepartmentally, with regional water service providers, and with San Joaquin County regarding the potential proclamation of a local emergency, in accordance with the California Emergency Services Act (California Government Code, Article 2, Section 8558).

In a duly noticed public meeting, the City Council will determine whether a water shortage emergency condition exists and, if so, the severity of the emergency and the water use regulations and restrictions necessary to respond to the shortage. Water shortage emergency declarations will be made in accordance with CWC Division 1, Chapter 3.

ATTACHMENT D
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Mountain House                                               Page 612 of 741 City of Mountain House
Water Shortage Contingency Plan
June 2026
32 CWC Division 1, Section 350 provides that:
“…The governing body of a distributor of a public water supply…shall declare a water shortage emergency condition to prevail within the area served by such distributor whenever it finds and determines that the ordinary demands and requirements of water consumers cannot be satisfied without depleting the water supply of the distributor to the extent that there would be insufficient water for human consumption, sanitation, and fire protection.”
Declaration of a water shortage emergency under this authority triggers implementation of the communication protocols described in Section 6 and the compliance and enforcement procedures described in Section 7 of this WSCP.

ATTACHMENT D
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33 9 Financial Consequences of WSCP
Legal Requirements:

Water Code Section 10632(a)(8)
A description of the financial consequences of, and responses for, drought conditions, including, but not limited to, all of the following:
(A) A description of potential revenue reductions and expense increases associated with activated shortage response actions described in paragraph (4).
(B) A description of mitigation actions needed to address revenue reductions and expense increases associated with activated shortage response actions described in paragraph (4). (C) A description of the cost of compliance with Chapter 3.3 (commencing with Section 365) of Division

1. Due to the City billing customers in part based on the volume of water consumed, implementation of water shortage response actions may result in reduced water sales and associated revenue impacts. These revenue impacts may occur as customers reduce water use in response to water shortage conditions and associated demand reduction measures.

The City’s water rate structure is designed to minimize the financial impacts of reduced water use during water shortage conditions. A significant portion of water utility revenues is derived from fixed charges, including operation and maintenance components, which typically represent more than sixty percent of the average monthly water bill, exclusive of debt service charges. This structure helps stabilize revenues during periods of reduced water consumption.

The City periodically conducts water rate studies that evaluate system costs, customer growth, infrastructure needs, and the financial effects of conservation and demand management measures. These studies may include recommendations for rate stabilization mechanisms and drought contingency reserves to help mitigate the financial impacts associated with reduced water sales during water shortage conditions. Rate adjustments are implemented in accordance with applicable legal requirements, including Proposition 218, and through duly noticed public processes.

The current pricing structure is comprised of two components. The volumetric charge is based on hundred cubic feet of water use and has rates for two categories: residential and non-residential accounts. The second component of the pricing structure is the monthly service charge. This charge accounts for the cost of the meter, operation and maintenance, and other facility costs and is based on the meter size.

While implementation of the WSCP may result in short-term revenue reductions, the City will continue to manage its financial resources to ensure continued operation, maintenance, and reliability of the water system. Financial planning, reserve policies, and rate structures will be evaluated and adjusted as necessary to support long-term fiscal sustainability while responding effectively to water shortage conditions.

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34 If needed, the City may implement additional strategies to address decreased revenue from water sales.

These strategies may include use of financial reserves, deferring capital improvement projects, reducing current and future operation and maintenance expenses, and conducting a rate study.

ATTACHMENT D
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Mountain House                                               Page 615 of 741 City of Mountain House
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35 10 Monitoring and Reporting
Legal Requirements:

Water Code Section 10632(a)(9)
For an urban retail water supplier, monitoring and reporting requirements and procedures that ensure appropriate data is collected, tracked, and analyzed for purposes of monitoring customer compliance and to meet state reporting requirements.

The City’s water system is fully metered, from water supply sources through individual customer connections. Metering data are used as primary tools for monitoring water use, assessing compliance with water shortage response actions, and supporting reporting requirements associated with this WSCP.

A substantial portion of the water system is equipped with AMI, with the remaining connections served by automated meter reading (AMR) technology. The City will continue to expand AMI deployment as feasible. AMI capabilities allow the City to monitor customer water use at a high temporal resolution, enabling timely assessment of demand reduction performance, identification of potential noncompliance, and targeted customer outreach during water shortage conditions.

Water use data will be evaluated regularly to determine whether demand reduction goals associated with declared water shortage levels are being achieved. If reduction targets are not met during implementation of the WSCP at any water shortage level, the City will notify the Council and recommend additional or more aggressive response actions, as appropriate.

Monitoring results may also be used to evaluate the effectiveness of WSCP measures and to identify opportunities for improvement. If revisions to the WSCP are determined to be necessary to better achieve demand reduction objectives or address changing conditions, the City will update the WSCP in accordance with the procedures described in Section 11 and make the revised plan available as described in Section

13. ATTACHMENT D
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36 11 WSCP Refinement Procedures
Legal Requirements:

Water Code Section 10632 (a)(10)
Reevaluation and improvement procedures for systematically monitoring and evaluating the functionality of the water shortage contingency plan in order to ensure shortage risk tolerance is adequate and appropriate water shortage mitigation strategies are implemented as needed.

This WSCP is intended to function as an adaptive management document and may be refined as necessary to ensure that the City’s shortage response actions and mitigation strategies remain effective and achieve the intended outcomes. Based on monitoring activities described in Section 10, as well as compliance and enforcement results described in Section 7, the City may adjust response actions and revise this WSCP to address changing conditions, implementation challenges, or observed performance.

When revisions to the WSCP are proposed, the updated plan will undergo the adoption process described in Section 13, including consideration by the City Council and distribution to San Joaquin County, City customers, and the general public, as applicable.

Feedback from the City staff and the public is an important component of the WSCP refinement process.

The City will seek input from staff who regularly interact with customers and implement water shortage response actions to assess the practicality and effectiveness of existing measures and to identify potential improvements or new actions.

Customer water use data may be evaluated by customer sector or by individual account to assess the effectiveness of demand reduction measures and compliance trends. The City will track water use violations and may evaluate their frequency and characteristics to identify restrictions that may be difficult for customers to comply with, as well as demand reduction actions that are particularly effective.

The City will also seek input from customers and the general public through its website and during regularly scheduled City Council meetings to inform future refinements to the WSCP.

ATTACHMENT D
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37 12 Special Water Feature Distinction
Legal Requirements:

Water Code Section 10632 (b)
For purposes of developing the water shortage contingency plan pursuant to subdivision (a), an urban water supplier shall analyze and define water features that are artificially supplied with water, including ponds, lakes, waterfalls, and fountains, separately from swimming pools and spas, as defined in subdivision (a) of Section 115921 of the Health and Safety Code.

The City distinguishes special water features, such as decorative fountains and ponds, differently from pools and spas. Special water features are regulated separately. Regulations under the City’s MMC, Title 5, Division 3, Chapter 2, prohibit the use of potable water in publicly displayed ornamental fountains in public or commercial establishments unless specifically allowed by the City.

ATTACHMENT D
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38 13 Plan Adoption, Submittal and Availability
Legal Requirements:

Water Code Section 10632(c)
The urban water supplier shall make available the water shortage contingency plan prepared pursuant to this article to its customers and any city or county within which it provides water supplies no later than 30 days after adoption of the water shortage contingency plan.

Water Code Section 10642
…Prior to adopting either [UWMP and WSCP], the urban water supplier shall make both the plan [UWMP] and water shortage contingency plan available for public inspection and shall hold a public hearing or hearings thereon…After the hearing or hearings, the plan [UWMP] or water shortage contingency plan shall be adopted as prepared or as modified after the hearing or hearings.

Water Code Section 10640
(b) …The supplier shall likewise periodically review the water shortage contingency plan as required by paragraph (10) of subdivision (a) of Section 10632 and any amendments or changes required as a result of that review shall be adopted pursuant to this article [Article 3 Sections 10640 -10645] Water Code Section 10644(a)(2)(b)
If an urban water supplier revises its water shortage contingency plan the supplier shall submit to the department a copy of it water shortage contingency plan prepared pursuant to subdivision (a) of Section 10632 [required elements of a WSCP] no later than 30 days after adoption, in accordance with protocols for submission and using electronic reporting tools developed by the department.

This WSCP is adopted concurrently with the City’s 2025 UWMP, by separate resolution. Prior to adoption, a duly noticed public hearing was conducted. A hard copy and electronic copy of this WSCP will be submitted to DWR within 30 days of adoption. Refer to Appendix B for public notices and outreach efforts.

No later than 30 days after adoption, copies of this WSCP will be available at the City’s offices. A copy will also be provided to San Joaquin County. An electronic copy of this WSCP will also be available for public review and download on the City’s website. A copy of the City resolution is included in Appendix C.

ATTACHMENT D
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39 14 References
[1] City of Mountain House Municipal Code, Title 5 – Health and Sanitation, Division 3 – Utilities, City of Mountain House, updated April 2, 2026.
https://library.municode.com/ca/city_of_mountain_house/codes/code_of_ordinances?nodeId= 15208

ATTACHMENT D
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A
Appendix A
San Joaquin County Local Hazard Mitigation Plan

ATTACHMENT D
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April 2023

ATTACHMENT D
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Mountain House                                               Page 622 of 741 U.S. Department of Homeland Security
FEMA Region 9
1111 Broadway, Suite 1200
Oakland, CA 94607
www.fema.gov
April 18, 2023
Tiffany Heyer
Director of Emergency Operations
San Joaquin County – Office of Emergency Services
2101 E. Earhart Road, Suite 300
Stockton, CA 95206
Dear Tiffany Heyer:

The San Joaquin County Local Hazard Mitigation Plan 2023 was officially adopted by San Joaquin County on April 11, 2023 and submitted for review and approval to the Federal Emergency Management Agency (FEMA). The review is complete, and FEMA finds the plan to be in conformance with the Code of Federal Regulations, Title 44, Part 201, Section 6 (44 C.F.R. 201.6).

This plan approval ensures San Joaquin County’s continued eligibility for funding under FEMA’s Hazard Mitigation Assistance programs, including the Hazard Mitigation Grant Program (HMGP), the Building Resilient Infrastructure and Communities program (BRIC), and the Flood Mitigation Assistance (FMA) program. All requests for funding are evaluated individually according to eligibility and other program requirements. Approved hazard mitigation plans may also be eligible for points under the National Flood Insurance Program’s Community Rating System (CRS).

FEMA’s approval is for a period of five years, effective starting the date of this letter. Prior to April 18, 2028, San Joaquin County must review, revise, and submit their plan to FEMA for approval to maintain eligibility for grant funding. The enclosed plan review tool provides additional recommendations to incorporate into future plan updates.

If you have any questions regarding the planning or review processes, please contact the FEMA Region 9 Hazard Mitigation Planning Team at [email protected].

Sincerely,
for Kathryn Lipiecki
Director, Mitigation Division
FEMA Region 9

ATTACHMENT D
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BEFORE THE BOARD OF SUPERVISORS OF THE COUNTY OF SAN JOAQUIN

STATE OF CALIFORNIA

R E S O L U T I O N
R-23-54

ADOPTION AND APPROVAL OF THE SAN JOAQUIN COUNTY LOCAL HAZARD

MITIGATION PLAN
- - - - - - - - - - - - -
WHEREAS, San Joaquin County recognizes the threat that natural hazards pose to people and property within San Joaquin County; and,
WHEREAS, San Joaquin County has prepared a local multi-hazard mitigation plan, hereby known as San Joaquin County Local Hazard Mitigation Plan, in accordance with the Disaster Mitigation Act of 2000; and,
WHEREAS, the 2023 San Joaquin County Local Hazard Mitigation Plan identifies mitigation goals and actions to reduce or eliminate long-term risk to people and property in San Joaquin County from the impacts of future hazards and disasters; and, WHEREAS adoption by the San Joaquin County Board of Supervisors demonstrates their commitment to the hazard mitigation and achieving the goals outlined in the 2023 San Joaquin County Local Hazard Mitigation Plan.

NOW, THEREFORE, BE IT RESOLVED THIS BOARD OF SUPERVIOSRS DOES HEREBY adopt the 2023 San Joaquin County Local Hazard Mitigation Plan.

PASSED AND ADOPTED April 11, 2023 , by the following vote of the Board of Supervisors, to wit:

AYES: Canepa, Patti, Ding, Rickman
NOES: None
ABSENT: Villapudua
ABSTAIN: None

ROBERT RICKMAN
ATTEST: RACHÉL DeBORD Chairman, Board of Supervisors
Clerk of the Board of Supervisors County of San Joaquin County of San Joaquin State of California
State of California
By ___________________
Deputy Clerk

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CONTENTS
Introduction..........................................................................................................................4 2023 Local Hazard Mitigation Plan............................................................................... 4 Purpose ....................................................................................................................... 4 Plan Structure.............................................................................................................. 5 Community Profile................................................................................................................6 Floodplain Management Planning................................................................................ 7 The Planning Process..........................................................................................................8 Overview of the LHMP Process ................................................................................... 8

3.1.1 Opportunities for Stakeholders.............................................................................. 8

3.1.2 Plan Development Participants ............................................................................. 8

3.1.3 Contractors and Outside Assistance ....................................................................... 9

3.1.4 Planning Team Committee...................................................................................... 9 Public Involvement....................................................................................................... 9 Plan Preparation .........................................................................................................10

3.3.1 Draft Plan Review ................................................................................................10 Use of Existing Plans in the LHMP Process................................................................11

3.4.1 Review and Incorporation of existing plans, studies, reports, and technical information.........................................................................................................................11 Continued Public Involvement.....................................................................................11 Monitoring, evaluating, and updating the plan.............................................................11

3.6.1 Monitor and Evaluation ........................................................................................11 Hazard Identification ..........................................................................................................13 Hazard Identification ...................................................................................................13

4.1.1 Hazard Categories...............................................................................................13

4.1.2 Table of Previous Incidents..................................................................................16

4.1.3 Hazard Public Perception Survey Results............................................................20

4.1.4 Limitations ...........................................................................................................22 Risk Assessment ........................................................................................................22 Hazard Profile.............................................................................................................23

4.3.1 Flooding...............................................................................................................24

4.3.2 Dam Related Incidents.........................................................................................29

4.3.3 Drought................................................................................................................32

4.3.4 Wildfire.................................................................................................................35 Omission of Hazards...................................................................................................38 Severe or Repetitive Loss Properties..........................................................................38 Mitigation Strategy .............................................................................................................40 Existing Authorities, Policies, Programs and Resources .............................................40 National Flood Insurance Plan ....................................................................................41 Mitigation Goals ..........................................................................................................41 Mitigation Actions........................................................................................................41

5.4.1 Action #1- Howard Road......................................................................................41

5.4.2 Action #2- Kennefick Road...................................................................................42

5.4.3 Action #3- North Frontage Road ..........................................................................42

5.4.4 Action #4- Larch Road .........................................................................................42 Hazards Addressed: Flooding............................................................................................42

5.4.5 Action #5- Purdy Culvert Replacement ................................................................43

5.4.6 Action #8 - Corral Hollow Creek...........................................................................43

5.4.7 Action #7- San Joaquin County Climate Change Plan .........................................43

5.4.8 Action #12- Vegetation Management Coordination ..............................................43

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5.4.9 Action #13- Drought Awareness Campaign .........................................................44

5.4.10 Action #14- Dam Partnerships .............................................................................44 Action Plan for Prioritizing Mitigation Actions ..............................................................44 Integration of Local Hazard Mitigation Plan.................................................................47 Review, Evaluation and Maintenance ................................................................................48 Changes in Development............................................................................................48 Progress in Mitigation Efforts ......................................................................................48 Changes in Priorities...................................................................................................48 Plan Adoption ....................................................................................................................49 References ........................................................................................................................49 Appendices........................................................................................................................50 Planning Team............................................................................................................50 Table 1 Plan Revision Updates .................................................................................................12 Table 2- Previous Occurrences in San Joaquin County ............................................................16 Table 3- Hazard Perception Public Survey................................................................................21 Table 4- Hazard Profile Reference Table ..................................................................................24 Table 6- STAPLEE Process for Project Review ........................................................................45 Table 7- Implementation Strategy .............................................................................................46 Table 8- Mitigation Project Status .............................................................................................48 Figure 1- Impact-Probability Matrix- ..........................................................................................23 Figure 2- Cal OES My Hazards Map-........................................................................................27 Figure 3-National Inventory of Dams by Hazard Potential-........................................................30 Figure 5- U.S. Drought Monitor Time Series- ............................................................................34 Figure 6- Fire Hazard Severity Zones-. .....................................................................................36 Figure 7- Repetitive Loss Map- .................................................................................................39

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INTRODUCTION
As defined in Title 44 Code of Federal Regulations (CFR) Subpart M, Section 206.401, hazard mitigation is “any action taken to reduce or eliminate the long-term risk to human life and property from natural hazards.” As such, hazard mitigation is any work to minimize the impacts of any hazard event before it occurs. Hazard mitigation aims to reduce losses from future disasters. It is a process that identifies and profiles hazards, analyzes the people and facilities at risk, and develops mitigation actions to reduce or eliminate hazard risk. Implementing the mitigation actions—which include short- and long-term strategies that may involve planning, policy changes, programs, projects, and other activities—is the result of this process.

Over the past two decades, the Disaster Mitigation Act of 2000, known as (DMA 2000,) federal law, has driven local hazard mitigation planning. On October 30, 2000, Congress passed the DMA 2000 (Public Law 106-390), amending the Robert T. Stafford Disaster Relief and Emergency Assistance Act of 1988 (Title 42 of the United States Code Section 5121 et seq.) and repealing the act’s previous mitigation planning section (409) and replacing it with a new mitigation planning section (322). This new section emphasized the need for state, tribal, and local entities to coordinate mitigation planning and implementation efforts closely. This new section also provided the legal basis for the Federal Emergency Management Agency’s (FEMA) mitigation plan requirements for the Hazard Mitigation Assistance grant programs. 2023 LOCAL HAZARD MITIGATION PLAN
The goal of the planning process is to assess hazards and develop prioritized action plans to reduce risks in San Joaquin County. The updated information represents progress since 2018 and presents planned hazard mitigation work for the next five years. The plan's intended scope meets the Federal Disaster Mitigation Act requirement of 2000 (Public Law 106-390). The 2023 LHMP is organized according to the FEMA Local Hazard Mitigation Plan Handbook and was revised to reflect the system upgrades, improvements, and mitigations the County has completed since 2018. The 2023 LHMP will be submitted to the California Governor's Office of Emergency Services (Cal OES) for review by January 2023 before FEMA approval. The County team will promptly address comments and incorporate requested edits to keep within the Cal OES review schedule. Once the Cal OES review of the 2023 LHMP is complete, the County team will send the plan to FEMA for an assessment and approval period. In response to any FEMA comments, the County team will assign tasks to staff members to incorporate requested edits for the resubmittal of the final plan for FEMA approval.

PURPOSE
The Local Hazard Mitigation Plan intends to provide strategies for the County and other local jurisdictions to identify and implement mitigation actions for reducing damages from various natural and technological disasters. This Local Hazard Mitigation Plan should develop an ongoing process for mitigating damage before and after a disaster. Revisions of the General Plan(s) will include new suggestions and planning guidance for hazard mitigation goals, objectives, actions, and implementation strategies.

The 2023 LHMP outlines a process for assessing and analyzing those hazards to which San Joaquin County is most vulnerable. The process can improve the County’s resilience by performing a hazard risk assessment, using available tools to complete a capabilities assessment, and then identifying mitigation actions for these hazards.

The 2023 LHMP analyzes the risk posed to people and property by natural hazards and considers mitigation actions that the County could implement before such events. The goal is to reduce the

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risk to life and safety and the risk of property damage and service disruption caused by these natural hazards.

Mitigation projects and programs identified in the 2023 LHMP may be given priority for funding and technical assistance by the State and Federal government. The projects most likely to receive financing mitigate more than one hazard and address risks of concern to more than one agency.

This 2023 LHMP establishes prioritized mitigation goals and adopts a five-year implementation timeline, which the County will seek to implement, subject to funding and resource limitations.

PLAN STRUCTURE
This primary document's goals, actions, and strategies are only for the County's unincorporated areas. Jurisdictions can develop a local hazard mitigation plan for their authority or participate in the County's program. The 2023 LHMP is organized to follow FEMA's Local Mitigation Plan Review Tool, which demonstrates how hazard mitigation plans meet the DMA 2000 regulations.

As such, the specific planning elements of this review tool are discussed in their appropriate plan sections.
 Section 2: Community Profile- Provides basic information on a broad range of factors and better understands the community's context. This information permits specific areas, issues, and linkages to be identified and analyzed.
 Section 3: Planning Process - Provides an overview of the 2017-2018 planning process.

It identifies planning team members and describes their involvement with the planning process. This section details stakeholder outreach, public involvement, and continued public involvement. It provides an overview of the existing plans and reports, details how the Planning Process incorporates those documents into the 2023 LHMP, and provides a plan update method and schedule.
 Section 4: Hazard Identification and Risk Assessment - Identifies hazards affecting the Operational Area and profiles each risk with a list of past occurrences, threat analysis, and map or geographic description of the risk area.
 Section 5: Mitigation Strategy - Documents County mitigation goals, mitigation strategies by hazard type, and a list of projects that would mitigate sites of past or potential future damages.
 Section 6: Plan Update, Evaluation, and Maintenance - Procedures to maintain this ongoing plan. This element ensures that the County monitors the mitigation projects for modification, adds new projects, and completes mitigation actions.  Section 7: Plan Adoption - Documentation of plan adoption, including the County and other jurisdictions, level of participation, risk assessment, and mitigation actions.  Section 8: Appendices

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COMMUNITY PROFILE
San Joaquin County is located in the heart of the central San Joaquin Valley and has a population of approximately 685,300. The County has land use regulatory authority over all unincorporated land within the County, including all areas except land within the city limits of Escalon, Lathrop, Lodi, Manteca, Ripon, Stockton, Tracy, or land owned/managed by either the State or Federal governments (e.g., State Parks, National Parks, Bureau of Land Management areas, and tribal lands) and regions, not under County jurisdiction (e.g., public schools, prisons).

The County’s jurisdiction covers approximately 90 percent of all land, the vast majority of which is designated General Agriculture (A/G). However, there are more intensive residential and urban uses in the County’s surrounding cities and within unincorporated communities.

Significant population and employment growth are expected to occur within the County over the time frame of the General Plan (i.e., 2035) and will impact many aspects of the County, including agriculture, unincorporated communities, and employment opportunities. Shifting from historically inefficient development patterns in the Central Valley will require developers to increase the efficient use of existing infrastructure, reduce pollution and other modes of active transportation, and preserve agricultural and open space lands.

As the agricultural center of California, San Joaquin County’s farmland and agricultural heritage is preserved. Farms continue to produce a diverse array of high-quality agricultural produce and products. Both traditional and innovative farming practices flourish throughout the County.

Residents understand, appreciate, and are proud of the role agriculture plays in the history and economy of the County.

The County’s economy is diverse and robust in its global role as a source of food and agricultural commodities, a destination for tourists (The Delta, Agro-tourism, Wineries), and a supply of hightech and “green” manufactured products. Expanded educational opportunities and a highly interconnected shipping system provide a broad range of jobs across diverse industries, including those related to small, local businesses and new start-ups. Excellent schools and leadership programs prepare youth as the next generation of the County’s workforce.

San Joaquin County is linked to regional, state, and international destinations through an extensive network of roads, railways, waterways, and airports. Residents and businesses throughout the County are connected to the world through high-speed communications infrastructure. Communities are internally connected through an efficient and safe system of roadways, bridges, transit, bikeways, pedestrian trails, and sidewalks. County residents and farm equipment move together safely on well-managed and maintained roads.

Natural assets, such as air quality, the Delta, river corridors, and soils, are preserved, and residents know their importance. Aggregate resources supply the long-term development needs of the region and state. Energy efficiency and the use of alternative modes of transportation conserve energy resources, and new, sustainable energy resources are fully developed, providing clean and inexpensive energy.

The County values and protects its natural and cultural resources with expanded opportunities for residents and visitors to enjoy the County’s heritage and natural setting. Recreation opportunities, such as the Delta, waterways, and regional parks, are available and accessible to all County residents and visitors.

Agriculture, residents, and natural habitats are challenged to receive a continuous, cost-effective, and adequate clean water supply. The groundwater basin is challenged to sustain a state of equilibrium due to inconsistent precipitation throughout the region.

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The Delta is a “Place” of statewide significance and maintains its historical role in the County.

Delta channels convey water, which supports a thriving agriculture industry, diverse wildlife populations, world-class recreational opportunities, navigable boating routes, and the transportation of commercial goods. Fortified and well-maintained Delta levees provide safety and security to residents, patrons, infrastructure, and crops.

Communities and cities maintain their unique geographic identities, separated by agriculture and open space lands. Growth and development occur predominantly within and adjacent to existing communities and cities. A new expansion is carefully planned, including establishing community services and facilities in keeping with the existing community character.

Every community is desirable because of its range of housing choices, local job opportunities, access to services and shopping, great schools and parks, and sufficient infrastructure. Residents and businesses celebrate the rural heritage and small-town feel of their communities and the ethnic diversity of residents.

Finally, San Joaquin County is celebrated for the health and well-being of its residents. Residents and businesses proactively minimize their impacts on climate change and air quality. The County maintains plans and safeguards against potential hazards, such as flooding and wildland fires.

FLOODPLAIN MANAGEMENT PLANNING
The Community Rating System (CRS) is a voluntary incentive program that recognizes and encourages community floodplain management activities that exceed the minimum National Flood Insurance Program (NFIP) requirements. An additional indicator of floodplain management capability is the active participation of local jurisdictions in the CRS, adding extra local measures to protect from flooding. All 18 creditable CRS mitigation activities are assigned a range of point values. Communities can apply for an improved CRS class after accumulating points and reaching identified thresholds. Class ratings, ranging from 10 to 1, are tied to flood insurance premium reductions. As class ratings improve (decrease), the percent reduction in flood insurance premiums for NFIP policyholders in that community increases. Under CRS, discounted flood insurance premium rates reflect the reduction in flood risk. They result when community actions meet the three goals of CRS:
 Reducing flood damage to insurable property
 Strengthening and supporting the insurance aspects of the NFIP  Encouraging a comprehensive approach to floodplain management In 1993, San Joaquin County joined CRS and currently possesses a class 7 rating, entitling flood insurance policyholders to receive up to a 15% premium discount annually. The floodplain management planning activities for Unincorporated San Joaquin County are addressed throughout the 2023 LHMP.

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THE PLANNING PROCESS
The 2023 LHMP seeks to identify where San Joaquin County can take reasonable actions to minimize the adverse effects and dangers posed by disaster events before they occur. Despite the County’s efforts to reduce the potential for damage and harm while increasing readiness to respond to such circumstances, the potential for significant injury and damage arising from natural disasters remains.

OVERVIEW OF THE LHMP PROCESS

3.1.1 Opportunities for Stakeholders
The Office of Emergency Services works closely with the communities in its Operational Area, including the Special Districts in the County. The OES Staff sent a link to the existing 2018 LHMP plan, announced the beginning of the LHMP planning process, and requested a review and comments. OES sent an email to the identified Planning Teams members with a copy of the LHMP and asked them to review and provide updates on the current status of identified projects, or other pertinent information, to be reflected in the update.

Stakeholders were invited in writing (email) and during the OES Stakeholder meetings to participate in this LHMP project. Primary outreach efforts focused on County Departments, Special Districts, and neighboring communities. A list of planning team members is on the following page. The Senior Emergency Planner for OES was the project manager for this update.

All planning team members attended meetings (See Appendix A for agendas, sign-in sheets, and meeting dates) and provided input on the following:
 Types of hazards, their impacts, vulnerabilities, and previous occurrences  Reviewed a variety of plans, technical reports, and studies.  Developed mitigation goals
 Reviewed development trends
 Attended public meetings
The County Office of Emergency Services also held various planning meetings within the working group. The planning meetings accomplished several critical requirements, including defining general priorities, compiling and prioritizing hazard mitigation strategies, and determining the appropriate departments for implementing mitigation strategies.

3.1.2 Plan Development Participants
The Core Team comprises County departments, with the Office of Emergency Services as the Lead Agency, which has historically received disaster reimbursement and mitigation funds for measures impacted by a disaster and municipality stakeholders. The Core LHMP Planning Team was comprised of:
 San Joaquin County Department of Public Works:

Deputy Director Maintenance Superintendent
Channel Maintenance Superintendent
Management Analyst II
 San Joaquin County General Services/Parks & Recreation:

Park Administrator
 San Joaquin County Sheriff’s Office:

Lieutenant (Operations)
 San Joaquin County Office of Emergency Services:

Emergency Planning Team

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 California Office of Emergency Services:

Local Hazard Mitigation Planning Unit and Emergency Services Coordinator  City of Escalon:

Planning Team
 City of Lodi:

Planning Team
 City of Tracy:

Planning Team
 City of Stockton:

Planning Team
The Extended Planning Team was comprised of:
 Stockton Metropolitan Airport:

Airport Operations Supervisor
 San Joaquin County Community Development:
(GIS) Geographic Info Systems Program Management
 San Joaquin County Environmental Health:

Assistant Director
 San Joaquin County Public Health Services:

Public Health Emergency Preparation Coordinator
 San Joaquin County Agricultural Commissioner:

Deputy Agricultural Commissioner
 American Red Cross:

NGO – Coordinator
 County of San Joaquin Reclamation Districts:

Board Trustees / RD Engineers
 KSN Engineering:

Civil Engineering and Emergency Planning

3.1.3 Contractors and Outside Assistance
There were no additional contractors or assistance during this revision process.

3.1.4 Planning Team Committee
OES held a kick-off planning team meeting on October 18, 2022 and kept the planning team informed email. The kick-off meeting was conducted virtual via MS Teams. The sign-in sheets, team list, agendas, and other documentation from the planning sessions will be in Appendix A.

PUBLIC INVOLVEMENT
A draft copy of the 2023 LHMP was made available to the public. The review period gave the community two opportunities to comment on the draft 2023 LHMP.  The draft 2023 LHMP was published on the OES County website (https://www.sjgov.org/department/oes/local-hazard-mitigation-planning) for three weeks, starting on October 17, 2022. OES made changes based on public review comments and incorporated into the 2023 LHMP. The comments from the public can be found in Appendix B. The comments were used by the Planning Team in helping to determine the hazard priority and was instrumental in determining our High-Priority Hazards. We received many public comments on flooding and drought which is aligned with the goals outlined in the plan. We received many comments that do not meet the intent of this current LHMP, they will be addressed in the development and update of other County plans.

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 In addition to the three-week public review comment period, OES also provided an opportunity for public comments on the draft 2023 LHMP at a virtual and in person public town hall meeting on November 10, 2023. OES advertised the meeting and agenda items on the SJGov website, social media, and through email updates to staff and stakeholders.

No Public comments were received at these meetings to be incorporated into the 2023 LHMP.

PLAN PREPARATION
Revision to this LHMP followed the process of past revisions, but was expanded to include additional elements based on updated Federal review guide procedures and requirements. The San Joaquin County Hazard Mitigation Planning Committee’s process for this current revision followed these steps from October through December 2022:
 Contact standing LHMP (County department) committee members and request a review of the current Local Hazard Mitigation Plan for revision comments  Review the LHMP Review Guide for format and content requirements  Meet with staff to discuss and assign tasks
 Send participation requests to planning team members.  Update and revise LHMP
 Post ongoing drafts of the revised plan for review and comments  Implement an official “public comment” schedule to obtain additional feedback on hazard assessment, mitigation projects, and mitigation resources available  Submit for State and Federal approval
 Submit to the County Board of Supervisors for approval and adoption upon approval from Cal OES and FEMA
Ahead of a virtual kickoff meeting on October 18, 2022, OES staff reviewed and updated relevant information from the 2017 LHMP. All planning team members were identified and sent a copy of the basic revised plan and invited to participate in the kickoff meeting. During the kickoff meeting, it was discussed that much of the review process would be conducted virtually. All members listed in Appendix A attended the virtual meeting.

Team members were given until October 28, 2022 to provide feedback and input on the draft LHMP. On October 24, 2022, OES published a survey to collect the Team and public’s input on the threat and probability of hazards within the County. This survey identified hazards perceived to cause risk to the community based solely on probability of occurring and NOT the severity of the hazard. The survey participants voted on a scale of least likely to highly likely for a hazard to pose a threat to the community. The Core Planning team utilized this data to complete a risk assessment and verify the priority hazards for the County.

The Core Team conducted outreach to partners to submit projects related to the priority hazards.

Project submissions were due to OES by November 4, 2022. By November 7, 2022, OES emailed the Planning Team to rank the new and existing projects utilizing the STAPLEE Method. The Core Planning Team also hosted two town halls on November 10, 2022, one virtual and one in person, with minimal attendance.

3.3.1 Draft Plan Review
As Sections of the plan were reviewed and updated, OES posted the project on the OES website for review and comment.

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USE OF EXISTING PLANS IN THE LHMP PROCESS

3.4.1 Review and Incorporation of existing plans, studies, reports, and technical information.

San Joaquin County OES maintains over 25 plans covering emergency operations, support, hazards, and functions for the Operational Area. Plans are reviewed on a triennial basis and can be reviewed explicitly after a significant incident or training.  Specific plans and programs are reviewed for inclusion in this update for planning consistency among documents. Relevant information from reviewed projects, studies, reports, and technical information incorporated into the mitigation plan includes:
 State Hazard Mitigation Plan – OES has examined the State Hazard Mitigation Plan for recent updates on statewide hazard events and data for consistency.  San Joaquin County’s 2017 Local Hazard Mitigation Plan - Reviewed so OES could update the Plan.
 General Plan December 2016 - Demographics and land use were cross-referenced for inclusion into this Plan as part of the overall community profile. Additionally, area vulnerabilities identified in Specific Plan Areas were included as part of the vulnerability and risk assessment for wildfire, landslide, and flood. OES enclosed The General and Specific Plans in the County’s capability assessment inventory  Emergency Operations Plan – Reviewing the 2022 EOP gathering information about the assessed natural hazards.
 THIRA – The THIRA was reviewed for Hazard Identification and Risk Assessments and updated in November 2016. OES incorporated Hazard maps from the THIRA into the LHMP.
 Emergency Preparedness Plans – Contains agriculture, Medical Health, and public health information.
 Flood and Dam Failure Plan – OES reviewed the Plan for consistency for use as a reference in the “flood” section of the LHMP.
 Dam and Reclamation District Emergency Action Plans – Were reviewed for content and Inundation Data to ensure consistency with Cal OES dam inundation data.

CONTINUED PUBLIC INVOLVEMENT
OES will utilize strategies which include public outreach and awareness campaigns to improve public understanding of and response to hazard.

A completed copy of the plan will be available on the San Joaquin County Office of Emergency Services website in an accessible format. The approved plan will be open for public review and comment. The project manager will publish annual questionnaires and/or surveys on Social Media to garner public feedback on the approved plan. The project manager will monitor the LHMP website and County’s social media accounts for input on any changes, updates requested, and to address comments regarding the 2023 LHMP, including mitigation action implementation and the 2028 LHMP kickoff.

MONITORING, EVALUATING, AND UPDATING THE PLAN
This section describes OES’s method to monitor, evaluate, and update the LHMP.

3.6.1 Monitor and Evaluation
This plan will be monitored and evaluated by a subset of the planning team, specifically the OES LHMP project manager. If updated, OES will conduct plan revisions per FEMA's "Local Hazard Mitigation Planning (LHMP) Handbook (March 2013). The plan will be submitted to the Board of

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Supervisors for approval and publically shared. OES will update every five years. The update process will begin at least one year before the five-year expiration date. By following this process, OES can:
 Make sure that the mitigation strategy is implemented under the plan.  Establish the basis for an ongoing mitigation program locally.  Ensure that long-term monitoring of hazards is a routine activity.  Integrate the principles of mitigation into the decisions of community officials. This is important because it provides a clear understanding of daily responsibilities and department roles.
 Maintain involvement and accountability for the program's progress.

The project manager will complete the Annual Review Tracker every January and after any major disaster to ensure that the 2023 LHMP is relevant and effective in achieving the plan’s goals, focuses on increasing public awareness, and assists with curtailing the number of structures in hazardous locations. FEMA-funded mitigation projects will continue to be tracked and reviewed using FEMA Mitigation Progress Report forms; OES will include progress summaries in the Annual Review Tracker (Table A) at the beginning of each year.

Pending grant / funding approval (early 2023) the County will begin the process of writing a comprehensive Multi-Jurisdictional Hazard Mitigation Plan.

Table 1 Plan Revision Updates
Year Disasters Mitigation
Actions
New Studies/
Reports
Public
Outreach
Changes
made to LHMP
2023
2024
2025
2026
2027

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HAZARD IDENTIFICATION

HAZARD IDENTIFICATION
Hazard identification describes the nature of the hazard, disaster history, location, extent/severity, and probability of future events. According to the Comprehensive Preparedness Guide, 201:

Threat and Hazard Identification and Risk Assessment Guide, 2d ed. (CPG 201), dam failure, drought, earthquake, flood, landslide, tsunami, and wildfire are classified as natural hazards. CPG 201 does not classify climate change, outbreak/epidemic/pandemic, or public safety power shutoff. Therefore, the dangers profiled for this LHMP are discussed in alphabetical order and not by CPG 201 classification. The order does not signify the level of risk.

4.1.1 Hazard Categories
Using the following terminology organizes known hazards into local, state, and federal “commonly recognized” categories, especially weather-related threats. Commonly recognized types allow more accessible research into past events and smoother discussions with other jurisdictions and agencies.

Air Pollution: Caused by releasing gases, chemicals, foul odors, or physical materials suspended in the atmosphere. These materials can cause adverse health effects due to the toxicity of the chemical itself or by particulates causing physical distress on the respiratory system.

Chemical air pollution includes
 air releases from a hazardous materials spill,
 industrial emissions, or
 Air inversions are trapping vehicle emissions.

Physical material air pollution includes smoke from fires and dust storms. Foul odors can be created by excess or uncontrolled sewage or garbage.

Animal Pests: In San Joaquin County, birds and small mammals damage or consume agricultural products. Insects in all stages can damage crops by consumption or using crops for larvae production. Small mammals such as ground squirrels and birds can cause damage to fruit and nut-producing crops. Animal pests also include burrowing mammals such as gophers, moles, or beavers that can weaken levee structures by their activity.

Animal Diseases: Diseases carried by or that have infected other organisms. Diseases can move from one species to another (zoonotic) or be unique only to one species (vector).

Civil Disturbance: A general term used to describe some form of disturbance caused by a group.

It is usually a protest against political organizations or policies, economic concerns, or even the results of a sports contest. Examples range from passive resistance and sit-ins to riots, acts of sabotage, and all-out civil chaos.

Dam Failure: An event where the dam or part of the dam itself fails, or water otherwise overtops the barrier without the dam failing. Considered “installations containing dangerous forces” under International Humanitarian Law, dam failure has a massive impact on people and the environment.

Dense Fog: During rainy seasons, additional moisture creates a fog that diminishes visibility and creates a hazard, especially for transportation. San Joaquin County is subject to periods of localized thick fog in the winter called Tule Fog. This dense fog creates a visibility hazard on roads, freeways, airports, and rail lines throughout the county.

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Drought: A period of deficiency of the needed water supply. In California, the deficit caused by a lack of precipitation can significantly impact agriculture, cause damage to soils (salt intrusion), and lead to public water use limitations.

Earthquake: A movement in the earth's crust that Seismologists can quantifiably measure by seismic waves. They are most commonly found on plate boundaries. Still, they can also be associated with volcanic activity and occur anywhere on the earth. Earthquakes range from small and profound sub-surface events to large-scale near-surface events that have catastrophic effects on artificial structures and natural topography.

Energy Shortages: Loss in the ability of the power grid or energy infrastructure to meet the current needs of a type of consumption. Impairment can include a drop in oil reserves leading to gasoline shortages, the disruption of an electrical power grid (transmission systems), or overloading the power grid due to excessive demand. Events and resources far beyond the boundaries of San Joaquin County can influence energy shortages.

Excessive Rain: A period of precipitation that can overcome the natural ability of the environment or fabricated structures to control the runoff. The deluge may lead to local or widespread flooding.

Excessive rain in areas outside the County, such as the Sierra Nevada Mountains and foothills, can still affect the County by having runoff through the river systems of the Central Valley and into the Delta.

Expansive Soils: Clay soils (present in San Joaquin County expand with the addition of water and contract when it dries out. The change in volume when in contact with buildings, roadways, underground utilities, or levees can cause severe damage.

Extreme Temperature - Cold: A period where winter temperature drops below the point where most of the population or agriculture can adequately deal with it. Extreme cold temperatures in San Joaquin County can adversely affect sensitive populations such as the elderly or homeless and seriously affect crops such as fruit trees.

Extreme Temperature - Heat: A span where the temperature rises quickly to a higher-thanaverage temperature and then drops (spike). A prolonged period of hot days beyond expectation.

For temperatures to be considered extreme, they must adversely impact human health or agriculture.

Flood: Occurs when water reaches and tops some height above a given benchmark point, posing a threat to life or property caused by rising or spilling water. The sources of the floodwaters can be diverse. In San Joaquin County, flooding can occur from excessive rain overloading the river and levee system, a dam failure, or a levee failure. Floods can be slow, such as rising. water in a river, or rapid such as a catastrophic flood caused by dam or levee failure. Flooding can create significant physical, economic, agricultural, and social harm to affected areas.

General Fire Threats: These are County fires that may spread beyond an initial dwelling or involve chemicals that pose a more significant threat than the fire itself. Examples include fires in intense wind environments moving through residential areas and fires at chemical storage and use facilities such as Port of Stockton.

Ground Contamination: The discharge of chemicals into the soil. Sources of ground contamination are underground storage tanks (often fuels), the application of pesticides, leachate from landfills, and the dumping of chemicals and other waste directly onto the soil. Contaminated soils damage water supplies, make land areas untenable for habitation or other human use and require expensive long-term remediation.

Hazardous Material Emergencies: Events where the release of dangerous material, substance, or waste threatens people, property, or the environment. A hazardous material emergency will

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require the response of specially trained personnel with the correct equipment to contain, control, and clean up the material involved.

High Winds: Wind that causes physical damage to structures, trees, or agriculture within the county. High winds can also pose a flying debris hazard to the public and interfere with transportation systems.

Landslide: The downslope movement of rock and soil over a surface that can no longer maintain stability (incompetence). Influenced by gravity, landslides can be exacerbated by water flow, earthquakes, erosion, and manufactured disruptions such as excavation and construction.

Land Subsidence: A lowering of the land surface in response to subsurface weathering, the collapse or slow settlement of underground mines, or the removal of subsurface fluids such as oil or water from an aquifer.

Levee Break: Like a dam, a break is where the levee can no longer control the water. Generally, when levees do break, they are under stress due to the significant retention of water between the levee banks. Water saturation (boils), overtopping and erosion, land subsidence, earthquake, burrowing animals, or general lack of maintenance cause levee breaks.

Noise Pollution: Unwanted and unpleasant human, animal, or machine-created sound that interferes with the activity or balance of human or animal life. Sources of noise pollution include transportation systems, motor vehicles, car alarms, emergency service sirens, office equipment, barking dogs, power tools, audio entertainment systems, loudspeakers, and noisy people.

Plant Pathogens: Diseases carried by organisms (vectors) or caused by environmental conditions. Organisms that cause plant diseases include fungi, viruses, protozoa, bacteria, and parasitic plants.

Plant Pests: Insect that destroys plant or crop through consumption or use of the plant as a receiver for larvae. San Joaquin County monitors plant pests closely. Abatement programs are in place by the County Agricultural Commissioner’s office.

Public Health Emergency: An emergency declared by the county or the state public health officer of a health threat to the general populace of the county. Public Health Emergency could be a pandemic such as COVID-19, H1N1 flu, West Nile Virus epidemic, or excessive temperatures.

Soil Erosion: The gradual surface soil loss or movement due to energy or friction created by gravity, water, or wind. Soil erosion can intensify when forceful and persistent winds act upon loose soil. Essentially, this can cause dust storms posing a significant adverse health effect, an environmental hazard, and an agricultural disaster.

Terrorism: Defined by the U. S. Department of Defense as “the unlawful use of, or threatened use of violence to inculcate fear, intended to coerce or intimidate governments or societies as to the pursuit of goals that are generally political, religious or ideological.” Tornadoes and Severe Thunderstorms: An associated period of severe weather that can cause catastrophic damage. Although relevant, they are uncommon in San Joaquin County.

Train Derailment: An accident on a railway in which a train leaves the rails resulting in damage, injury, and death. Broken or misaligned rails, excessive speed, faults in the train and its wheels, and collisions can cause derailment with obstructions on the track. Derailment can also be a secondary effect in the aftermath of a collision between two or more trains. The most significant derailment hazard is when a freight train with cars of LNG or LPG is involved. Derailed LNG and LPG cars involved in a fire with the right circumstances create a catastrophic explosion and fire called a BLEVE (Boiling Liquid Expanding Vapor Explosion).

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Water Pollution: A material that harms a water body. The most common type of water pollution is a discharge of oil. However, almost any liquid or solid may be a water pollutant. Water pollution can adversely affect the biomass of an impacted area, damage water supply sources, injure those who come into contact, and create significant economic harm.

Weapons of Mass Destruction (WMD): Weapons designed to kill or injure large numbers of people and damage the physical infrastructure. Weapons of Mass Destruction may also cause environmental harm that would adversely affect people. WMDs also include nuclear, biological, radiological, and chemical (NBC) weapons.

Wildland Fires: Uncontrolled fires in rural areas and sparsely populated regions with limited vehicle access. A wildland fire is different from general fire threats by their sometimes-extensive size, the speed at which they can travel, and the ability to change direction and jump gaps. San Joaquin County is increasingly becoming a Wildland Urban Interface (WUI) zone. The WUI is the zone of transition between unoccupied land and human development. It is the line, area, or location where structures and other human development meet or intermingle with undeveloped wildland or vegetative fuels.

Winter Storms: Periods of intense weather can include low temperatures, heavy rain, snow or sleet, high winds, and icing conditions. The general climate in San Joaquin County is not known for severe weather conditions, but the potential is there for winter storms to occur.

4.1.2 Table of Previous Incidents
One method to identify hazards is to look at the events that have triggered federal and/or state disaster declarations that included San Joaquin County. Federal and state disaster declarations may be granted when the severity and magnitude of an event surpasses the ability of the local government to respond and recover. Disaster assistance is supplemental and sequential. When the local government’s capacity has been surpassed, a state disaster declaration may be issued, allowing for the provision of state assistance. Should the disaster be so severe that both the local and state governments’ capacities are exceeded, a federal emergency or disaster declaration may be issued allowing for the provision of federal assistance. In other words, a presidential disaster declaration puts federal recovery programs in place to help disaster victims, business, and public agencies. The federal government may issue a disaster declaration through FEMA, the U.S. Department of Agriculture (USDA), or the Small Business Administration (SBA). FEMA also issues emergency declarations, which are more limited in scope and without the long-term federal recovery programs of major disaster declarations (Farm Service Agency 2018). The quantity and types of damage are the determining factors.

Table 2- Previous Occurrences in San Joaquin County
Previous Occurrences – Earth Movement
Date: Location: Comments:
1881 Linden This quake possibly located on the Tracy-Stockton Fault had an estimated Modified Mercalli intensity of VII.
1906 Countywide The San Francisco earthquake of 1906, which caused historic destruction in the City, also caused strong
seismic shaking in San Joaquin County.
1940 Linden Two small quakes occurred with a Richter Magnitude of

4. It is not known if these earthquakes were connected to the Tracy-Stockton fault.
1979 Countywide - Seismic shaking with unverified impacts in the Delta 1980 Countywide - Seismic shaking with unverified impacts in the Delta. 1983 Countywide - Seismic shaking with unverified impacts in the Delta. 1983 Countywide - Seismic shaking with unverified impacts in the Delta.

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1984 Countywide -Seismic shaking with unverified impacts in the Delta. 1989 City of Tracy
Countywide
-Localized damages occurred within the City.
-Rolling seismic waves were felt throughout the County. 2006 Corral Hollow Rd -Heavy rains caused a landslide along Corral Hollow Road at a Lawrence Livermore Labs site.
2019 RD 2064 along Stanislaus
River
A large tree fell into the river causing the water to divert into the SJC side of the bank which led to erosion of a portion of the levee.

Previous Occurrences – Energy Shortage
1973-74 Countywide Middle East Oil Embargo
1978-83 Countywide Gasoline/Energy Shortage & Recession 1991 Countywide Iraq’s invasion of Kuwait resulting in U.S. military Action
2000 Countywide Statewide energy shortage causes rolling blackouts 2019 Out of County San Joaquin County communication systems are threatened during PSPS event in Calaveras Co.
2020 Countywide Public Safety Power Shut Offs during wildfire season 2022 Countywide Excessive heat event stressed the power grid and caused sporadic instances of power loss.

Previous Occurrences – Fire
2002 Contiguous counties to
Calaveras County
USDA Secretarial – winds, drought & fire
2002 Eligible contiguous County
business owners
SBA – physical and economic injury disaster
loans – Santana Row Fire – Santa Clara County
2020 Multiple locations
throughout Santa Clara
County, Alameda County,
Contra Costa County, San
Joaquin County, Merced
and Stanislaus County
SCU Complex Fire- 396,624 acres burned along the
Coastal Range from Merced County into San Joaquin
County.

Previous Occurrences – Floods
1980 Reclamation Districts: 2
Union West
38 Staten
524 Middle Roberts
544 Upper Roberts
548 Terminous
684 Lower Roberts
756 Bouldin
2023 Venice
2027 Mandeville
2028 Bacon
2029 Empire
2030 McDonald
2033 Brack
2037 Rindge
2039 Upper Jones
2040 Victoria
2041 Medford
2042 Bishop
2044 King
2072 Woodward
FEMA Declaration 3078, Public Assistance $604,400,
Individual Assistance $1,454,800 TOTAL: $2,059,200

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1980 Reclamation Districts:
2038 Lower Jones
2039 Upper Jones
FEMA Declaration 633, Public Assistance $2,730,329
Individual Assistance $8,077400 TOTAL: $10,807,729
1982 Countywide damages,
include: Reclamation
Districts:
2 Union West
38 Staten
348 New Hope
548 Terminous
684 Upper Roberts
756 Bouldin
2023 Venice
2027 Mandeville
2029 Empire
2030 McDonald
2033 Brack
2037 Rindge
2038 Lower Jones
2040 Victoria
2041 Medford
2044 King
2113 Fay
FEMA Declaration 651, Public Assistance $427,000
Individual Assistance $200,000 TOTAL: $627,000
1982 2030 McDonald FEMA Declaration 669, Public Assistance $4,642,500 Individual Assistance $5,245,789 TOTAL: $9,888,289
1982 Reclamation Districts: 2
Union West
38 Staten
348 New Hope
524 Middle Roberts
544 Upper Roberts
548 Terminous
684 Lower Roberts
756 Bouldin
773 Fabian
1007 Pico & Nagle 2023
Venice
2027 Mandeville
2028 Bacon
2029 Empire
2030 McDonald
2033 Brack
2037 Rindge
2038 Lower Jones
2039 Upper Jones
2040 Victoria
2041 Medford
2042 Bishop
2044 King
2058 Pescadero
2072 Woodward
2086 Canal Ranch
2089 Stark
FEMA Declaration 677, Public Assistance $ 23,455,600
Individual Assistance $ 3,224,510 TOTAL: $ 26,680,110

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2113 Fay
1986 Countywide, including:

Reclamation District: 348
New Hope
FEMA Declaration 758, Public Assistance $ 8,239,000
Individual Assistance $ 11,500,000 TOTAL: $19,739,000
1994 2027 Mandeville TOTAL: $750,000
1996 Countywide including:

Reclamation Districts:
2058 Pescadero
2062 Stewart
2064 River Junction
2075 McMullin
2095 Paradise
2096 Wetherbee Lake
2107 Mossdale
FEMA Declaration 1155, Public Assistance $ 14,725,364
Individual Assistance $ 84,937,350 TOTAL: $99,662714
1998 Countywide FEMA Declaration 1203, Public Assistance $ 1,437,000 Individual Assistance $ 1,666,000 TOTAL: $ 3,103,000
2004 Reclamation Districts:2038
Lower Jones
2039 Upper Jones
FEMA Declaration 1529, Public Assistance $ 42,488,326
Individual Assistance $44,977,071 TOTAL: $ 87,465,397
1995 Countywide State Proclamation
1997 Countywide State Proclamation
2006 Countywide State Proclamation
2017 Countywide (January & February Storms) Local Proclamation $1,683.659.19
2017 Countywide FEMA Declaration 4308 , $ unknown as of 9/2017 Previous Occurrences – Hazardous Materials
1998 Tracy Tracy Tire Fire
1989 Manteca Freight train derailment
2006 Stockton Freight train derailment
Annually Countywide Hazardous Materials - County agencies typically respond to more than 200 spills/incidents per year
Previous Occurrences – Train Derailment
1989 Mariposa Road Amtrak derailment 53 injured
Previous Occurrences – Public Health Emergencies
2009 San Joaquin County 11 Hospitalizations, 0 Deaths 7 2004 Countywide West Nile Virus – 3 human cases reported 2005 Countywide West Nile Virus – 36 human cases reported 2006 Countywide West Nile Virus – 8 human cases reported 2020-Current Countywide 2019 Novel Coronavirus (COVID-19) Pandemic 2022-Current Countywide 2022 Monkeypox Outbreak
Previous Occurrences – Drought
1977 Countywide Drought
1990 Countywide Drought
2002 Countywide Drought - USDA – Ag
2004 Countywide Drought with associated agricultural losses 2008 Countywide, Central
Valley Drought
Drought
2014 Statewide Drought (2014-2017)
2021 Statewide Drought (2020-current)

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Previous Occurrences – Weather : Extreme Temperature
2003 Countywide Extreme heat with agricultural and economic losses 2006 Countywide Extreme heat. At least 23 human deaths attributed to heat conditions, crop damages, loss of agricultural
productivity, and livestock fatality. Agricultural losses in production expected to continue into 2007.

Agricultural Losses up to $21,052,101
2013 Countywide Freeze Event
2016 Countywide Cold temperatures
2022 Countywide Extreme Heat event impacted a majority of the State.

Previous Occurrences – Weather : Severe Thunderstorms
1982 Countywide Excessive Rain – USDA Cost- $48,097,424 1990 Countywide Excessive Rain – Local Disaster – Cherries Cost - $35,000,000
1993 Countywide Excessive Rain – FEMA Cost - $10,250,000 1995 Countywide Storm - FEMA – Crop damage Cost - $6,020,000 1995 Countywide Storm - FEMA-1046-DR-CA
1995 Countywide Excessive Rain – Local Disaster - Cherry crop Damage Cost - $11,050,000
2002 Contiguous counties to
Calaveras County
Winds, drought & fire out of County – USDA
Secretarial - ag losses
2005 Countywide Hail and excessive rain
2006 Countywide Heavy winds & excessive rain
2021 Countywide October Atmospheric River created flooding issues as local pumps and storm drains were unable to keep
pace with the deposition of precipitation in the
County.
2022 Countywide Tornado touchdown 8 miles ESE of Isleton Previous Occurrences – Civil Disturbance
2020 Sporadic George Floyd Protests in various cities around the County.

Previous Occurrences – Terrorism
1989 Stockton Cleveland Elementary School Shooting,

4.1.3 Hazard Public Perception Survey Results
A survey was conducted with the core planning team, extended stakeholder team, and public.

This survey identified hazards perceived to cause risk to the community based solely on probability of occurring and NOT the severity of the hazard. The survey participants voted on a scale of least likely to highly likely for a hazard to pose a threat to the community. The ranking for the survey was based on the following:
 Highly Likely: Near 100% probability in next year
 Likely: Between 50 and 100% probability in next year, or at least one chance in 10 years  Neutral: Equal chances of occurring or not occurring
 Unlikely: Between 1 and 49% probability in next year or at least one chance in next 100 years
 Highly Unlikely: Less than 1% probability in next 100 years.

Survey results listed below are displayed based on the total number of votes received in each category. The votes indicate the perception of likelihood of each hazard occurring within the County.

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Table 3- Hazard Perception Public Survey
Hazard Descriptions Highly Likely Likely Neutral Unlikely Highly Unlikely Drought 97 39 20 4 7
Energy Shortage 72 58 27 4 6
Air Pollution 55 54 37 17 5
Public Health Emergency 65 37 35 16 14
Extreme Temperature - Heat 53 48 34 21 11
Water Pollution 48 49 30 29 11
General Fire Threats 41 47 41 28 10
Civil Disturbance 44 42 51 17 14
Levee Break 42 44 42 20 19
Terrorism 44 40 43 29 11
Wildland Fires 43 41 47 21 15
Dense Fog 36 47 37 33 15
Flood 29 51 43 24 20
Ground Contamination 31 47 49 26 14
Earthquake 27 45 50 32 13
Weapons of Mass Destruction (WMD) 42 30 31 34 30
Dam Failure 29 35 43 31 29
Hazardous Material Emergencies 25 39 51 37 14
Animal Pests 19 38 55 38 18
High Winds 18 37 58 34 20
Noise Pollution 19 33 43 48 24
Plant Pests 10 38 60 37 22
Excessive Rain 15 31 49 38 34
Animal Diseases 14 27 54 40 30
Extreme Temperature - Cold 11 25 41 50 39
Expansive Soils 15 20 56 41 35
Plant Pathogens 11 23 53 42 38
Winter Storms 11 22 39 53 42
Soil Erosion 8 20 58 47 34
Tornados and Severe Thunderstorms 6 22 39 52 48
Land Subsidence 9 14 32 50 62
Train Derailment 11 12 33 57 54
Landslide 5 15 28 57 61

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4.1.4 Limitations
Loss estimates, exposure assessments, and hazard-specific vulnerability evaluations rely on the best available data and methodologies. Uncertainties are inherent in any loss estimation methodology and arise in part from incomplete scientific knowledge concerning natural hazards and their effects on the built environment. Uncertainties also result from the following:
 Approximations and simplifications necessary to conduct a study  Incomplete or outdated inventory, demographic or economic parameter data  The unique nature, geographic extent, and severity of each hazard  Mitigation measures already employed
 The amount of advance notice residents have to prepare for a specific hazard event  The uncertain spatial accuracy of the dam inundation area data.  Lack of a standardized model for assessing sea level rise impacts. Multiple models provide multiple results. Not all models were run in the development of the sea level rise analysis.

These factors can affect loss estimates by a factor of two or more. Therefore, potential exposure and loss estimates are approximate and should be used only to understand relative risk. Over the long term, the planning partners will collect additional data to assist in estimating potential losses associated with other hazards.

RISK ASSESSMENT
Risk to natural hazards is a combination of hazard, vulnerability and capability. This section of the LHMP looks at both hazards and vulnerability. The risk assessment process identifies and profiles relevant hazards and assesses the exposure to lives, property and infrastructure to these hazards. The goal of the risk assessment is to estimate the potential losses in San Joaquin County from a hazard event.

This process also allows communities in the County to better understand their potential risk to natural hazards and provides a framework for developing and prioritizing mitigation actions to reduce the risks from future hazard events. The risk assessment process identifies and profiles relevant hazards and assesses the exposure of lives, property, and infrastructure to these hazards. The process allows for a better understanding of a jurisdiction’s potential risk to hazards and provides a framework for developing and prioritizing mitigation actions to reduce risk from future hazard events.

The Core Planning Team utilized the results of the public survey to assess and prioritize the highest priority hazards based on historical data and impact-probability matrices.

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Figure 1- Impact-Probability Matrix- Designed by the Core Planning Team to differentiate between the risk and impact of an incident and the likelihood of it occurring
The risk assessments in this plan describe the risks associated with each hazard of concern identified. Vulnerability of exposed structures and infrastructure was evaluated by interpreting the probability of occurrence of each event and assessing structures, facilities, and systems that are exposed to each hazard. Data used to support this assessment included the following:
• County GIS data
• Statewide and nationwide GIS datasets to support mitigation planning • California SHMP 2018
• San Joaquin County LHMP 2017
• Neighboring Jurisdictional HMPs
• FEMA and Dam Flood Inundation Mapping
• Written descriptions of inventory and risks provided by the jurisdictions • Online data sources
• Data and information from existing plans and studies
• Input from the team members
The planning team established the hazards listed below as being High-Priority for the jurisdiction.

These hazards were further profiled in the below subsection.

1. Flooding

2. Dam Related Incidents

3. Drought

4. Wildfire

HAZARD PROFILE
Overall hazard significance was based on a combination of information the Core Planning Team deemed to be relevant to the profile of the hazards. Each hazard profile was evaluated utilizing the following subcategories:
 Hazard/Problem Definition – This section gives a description of the hazard and associated issues followed by details on the hazard specific to the County Planning Area.  Geographic Area – This section gives a spatial description of the potential location or areas of the County where the hazard expected to impact.
 Extent (Magnitude/Severity) – This section gives a description of the potential strength or magnitude of the hazard as it pertains to the County. It describes how much damage could occur as a result of a hazard event.

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 Previous Occurrences – This section contains information on historical incidents, including impacts where known. Historical incident worksheets were used to capture information from participating jurisdictions on past occurrences.
 Probability of Future Occurrence – The frequency of past events is used in this section to gauge the likelihood of future occurrences. The likelihood of future occurrences is categorized into one of the following classifications:
 Vulnerabilities are summarized for all natural hazards. The vulnerability assessment addresses who or what is vulnerable to natural hazards or climate stressors, where someone or a critical facility is susceptible to damage, and when and why these assets may be vulnerable.

Table 4- Hazard Profile Reference Table
Geographic
Area
Probability of Future
Occurrence
Magnitude/Severity Significance/
Vulnerability
Extensive:
50-100% of
planning
area
Highly Likely: Near 100%
chance of occurrence in next
year or happens every year.

Catastrophic—More than 50 % of
property severely damaged; shutdown
of facilities for more than 30 days;
and/or multiple deaths
High:
widespread
potential
impact
Significant:
10-50% of
planning
area
Likely: Between 10 and 100%
chance of occurrence in next
year or has a recurrence
interval of 10 years or less.

Critical—25-50 % of property severely
damaged; shutdown of facilities for at
least two weeks; and/or injuries and/or
illnesses result in permanent disability
Medium:
moderate
potential
impact
Limited:

Less than
10% of
planning
area
Occasional: Between 1 and
10% chance of occurrence in
the next year or has a
recurrence interval of 11 to
100 years
Limited—10-25 % of property severely
damaged; shutdown of facilities for
more than a week; and/or
injuries/illnesses treatable do not result
in permanent disability
Low: minimal
potential
impact
Unlikely: Less than 1%
chance of occurrence in next
100 years or has a
recurrence interval of greater
than every 100 years.

Negligible—Less than 10 % of
property severely damaged, shutdown
of facilities and services for less than
24 hours; and/or injuries/illnesses
treatable with first aid

4.3.1 Flooding
Hazard Problem/Description: A flood is the temporary inundation of water or mud on normally dry land. Heavy or prolonged rain or dam collapse can cause inundation, as can flash floods.

Urban flooding occurs in developed areas where the amount of water generated from rainfall and runoff exceeds the storm water systems’ capacity. As land is converted from agricultural to urban uses, it often loses its ability to absorb rainfall. Rain flows over impervious surfaces such as concrete and asphalt and into nearby storm sewers and streams. This runoff can result in the rapid rise of floodwaters. During urban floods, streets can become inundated, and storm drains often back up because of the volume of water and become blocked by vegetative debris like yard waste, which can cause additional flooding. Development in or near the floodplain puts lives and property at risk. Flood damage can include structure inundation, erosion of stream banks, road embankments, foundations footings for bridges, impact damage from debris, and blockage of infrastructure, cropland destruction, and sewage releases from damaged tanks, and economic loss to agriculture.

Floods are among the most frequent and costly natural disasters in terms of human hardship and economic loss. Certain health hazards are common to flood events. Standing water and wet materials in structures can become breeding grounds for microorganisms such as bacteria, mold, and viruses. This can cause disease, trigger allergic reactions, and damage materials long after the flood. When floodwaters contain sewage or decaying animal carcasses, infectious disease

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becomes a concern. Direct impacts, such as drowning, can be limited with adequate warning and public education about what to do during floods. Where flooding occurs in populated areas, warning and evacuation will be of critical importance to reduce life and safety impacts.

Floodplains are defined as the areas immediately adjacent to a channel from a river, stream, or other waterway. Floodplains are illustrated on inundation maps, which show areas of potential flooding and water depths. In its common usage and based on FEMA guidelines, the floodplain most often refers to the area that is inundated by the 100-year flood, or the flood that has a one percent chance occurrence in any given year of being equaled or exceeded. The 1%-annualchance flood is the national minimum standard to which communities regulate their floodplains through the FEMA National Flood Insurance Program (NFIP). The 500-year flood is the flood that has a 0.2 percent chance of being equaled or exceeded in any given year. A 0.2%-annual-chance flood event would be slightly deeper and cover a greater area than a 1%-annual chance flood event. The potential for flooding can change and increase through various land use changes and changes to land surface, which may result in a change to the floodplain. A change in environment can create localized flooding problems inside and outside of natural floodplains by altering or confining natural drainage channels. These changes are most often created by human activity.

A levee is a raised area that runs along the banks of a river or canal. Levees reinforce the banks and help prevent flooding. By confining the flow, levees can also increase the speed of the water.

Levees can be natural or manmade. A natural levee is formed when sediment settles on the riverbank, raising the level of the land around the river. To construct a manmade levee, workers pile dirt or concrete along the riverbanks, creating an embankment. This embankment is flat at the top, and slopes at an angle down to the water. For added strength, sandbags are sometimes placed over dirt embankments. Levees provide strong flood protection, but they are not failsafe.

Levees are designed to protect against a specific flood level and could be overtopped during severe flood events.

Levees reduce, not eliminate, the risk to individuals and structure behind them. A levee system failure or overtopping can create severe flooding and high-water velocities. It is important to remember that no levee provides protection from events for which it was not designed, and proper operation and maintenance are necessary to reduce the probability of failure.

Geographic Area: Extensive All of San Joaquin County is subject to flooding of some level.

Areas of particular vulnerability to floods are around the Delta and waterways.

The County is located within the San Joaquin River watershed. The San Joaquin River is one of the longest rivers in Central California after the Sacramento River. The 366-mile long river starts in the Sierra Nevada and flows through the agricultural region of the Northern San Joaquin Valley, where it meets up with the Sacramento River at the Sacramento-San Joaquin Delta, a 1,000- sqaure mile system of channels and islands that drains more than 40 percent of the State’s lands.

It eventually flows through to Suisun Bay, San Francisco Bay, and the Pacific Ocean.

An important source of irrigation water as well as a wildlife corridor, the San Joaquin is among the most heavily dammed and diverted of California's rivers. Over the length of the San Joaquin River is fed by many other rivers and streams, and most notably the Stanislaus and Tuolumne rivers. Surface water from the San Joaquin River is also stored and diverted within the watershed.

Most of the surface water in the upper San Joaquin River is stored and diverted at Millerton Lakes Friant Dam near Fresno. In the central portion of the watershed, many agricultural and municipal users received water from irrigation districts, such as the Modesto, Merced, Oakdale, South San Joaquin, and Turlock Irrigation Districts.

Central Valley Flood Protection Plan (CVFPP): The physical risks associated with potential flooding and the regulatory requirements for floodplain management are important considerations

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when decisions are being made regarding future land use throughout the County. Those same risks guide the local and community-level emergency response needs. Economic growth and prosperity in the County are dependent upon federal, state, and local agency involvement on regional and local flood management systems. Flood protection regulations within California have been increased over the past few years through legislation. This legislation included the requirement for the California DWR and Central Valley Flood Protection Board (CVFPB) to prepare and adopt the CVFPP by 2012 and update every 5 years. The legislation also established certain flood protection requirements for local land use decision-making based on the CVFPP.

The law sets a higher standard for flood protection for the entire San Joaquin Valley. The standard was set for an urban level flood protection necessary to withstand a 1 in 200 chance of a flood event occurring in any given year (200-year flood) for areas developed or planned to have a population of at least 10,000. It also requires impacted counties to collaborate with cities to develop flood emergency response plans.

Magnitude/ Severity: Critical Flooding in San Joaquin impacts many areas, such as people, roads, buildings residential /commercial, parks/recreation areas, agriculture, and critical facilities.

Fiscal ramifications from flooding can happen due to road closures that affect businesses, Countyowned park closures, and airport closures. County staff working during a flood event can cause a financial burden on San Joaquin’s economy.

While there are some benefits associated with flooding, such as the replenishment of sediments and nutrients to agricultural lands, it is considered a hazard to development in floodplains. Floods can cause many cascading effects. Fire can break out as a result of dysfunctional electrical equipment. Hazardous materials can also get into floodways, causing health concerns and polluted water supplies. In many instances during a flood, the drinking water supply will be contaminated.

Flooding can have a major economic impact on the economy. Effects on the agriculture economy can be devastating, and a large amount of area at risk to flooding in the County is agricultural.

Flooding can damage crops and livestock. In addition to the obvious impacts on crops and animals, flooding can have deleterious effects on soil and the ability to reinvigorate the agricultural activities impacted once the flood waters recede. Damage to water resources such as underground irrigation systems, water storage reservoirs, springs and other natural water bodies could have a serious effect upon agriculture operations.

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Figure 2- Cal OES My Hazards Map- San Joaquin County as of October 2022 1 Previous Occurrences: Acampo Road and State Route 99, known as “Cooper’s Corner,” historically floods (approximately every ten years) during heavy rainfall. When this area floods, there is repeated damage to local elementary schools, residences, and businesses. There have been road closures and evacuations due to the flooding in this area.

The undercrossing at State Route 99 continues to flood due to vandalism and a poorly functioning backflow valve on the levee side of the Mokelumne River. Equipment failure has resulted in frequent flooding of the frontage road beneath the underpass. Frequent flooding causes damage to the roadway, and the inundation impacts the farms, businesses, and residences in this area.

Culverts located at Kennefick Road just north of Liberty Road have washed away during heavy rains. Damaged conduits destroyed over 100 feet of Kennefick Road, temporarily eliminating access to properties north of Liberty Road, which is the only access point for that area.

Howard Road Bridge, located over the San Joaquin River, suffered a slip-out failure on an uppermost portion of the northeast side of the eastern approach to the bridge. This failure is approximately 100 feet long by 40 feet wide, which has compromised the integrity of the roadway/bridge. Failure of the roadway in this area would limit access to critical portions of French

1 https://myhazards.caloes.ca.gov/

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Camp and Lathrop communities. The collapse will affect local businesses and residents traveling on this road/bridge.

Due to poor drainage and mix-use properties on the south side of West Larch Road, sheet runoff occurred going north into the County’s southern conveyance ditch located at the south side of West Larch Road. The runoff was over capacity for the current ditch, which was reduced due to encroachments and undersized driveway culvert crossings. Overflow from these issues resulted in the inundation of West Larch Road and properties (businesses/residences) in the drainage areas.

Continuous rains have caused the outer banks of the lake in the park to erode, affecting the park benches, picnic areas, and recreational equipment rental. Chrisman Road residential area continues to flood during heavy rainstorms, which causes homes to retain water in residential buildings due to flooding. The Purdy Culvert system located at the end of Partridge Road (a private road, non-county maintained) in Acampo, in a mixed residential and agricultural use area, needs to be replaced or upgraded due to flooding causing the site to overflow.

Probability of Future Events: The County is Highly-Likely to face a flood incident in the future.

Localized flooding such as a roadway or neighborhood is more probable than widespread flooding.

Due to the history of past flooding events and the natural drainage pattern of the County, flooding in San Joaquin County is likely to continue to occur. The potential for failure of one of the many levees throughout the County could create more risk for flooding. The 100-year flood is the flood that has a one percent chance in any given year of being equaled or exceeded. Based on past events, flooding events less severe than a 100-year flood and those outside of the 100-year floodplain occur frequently during periods of heavy rains.

Vulnerability: There are roughly 30,287 properties in San Joaquin County that have more significant than a 26% chance of being severely affected by flooding over the next 30 years. This represents 64% of all properties in San Joaquin County and facilities sinking on their pilings, particularly in the downtown “old town” area.

In California, only about 230,000 homes and other buildings have flood insurance policies, which are separate from homeowners insurance. That means only about 2% of properties are covered against flooding.

Over a 50-year period, the average annual economic damages estimate more than quadruples in the San Joaquin River Basin because of estimated population and regional economic growth and the increased flood risk brought on by climate change. The largest increase in economic damages are projected to occur in the San Joaquin River Basin.

In addition to the damage to properties, flooding can cut off access to utilities, emergency services, and transportation and may impact the overall economic well-being of an area. Impacts of flooding will disproportionately affect socially vulnerable communities. Future floods are expected to increase peak water surface elevations and cause more damage in tidally-influenced areas of the lower San Joaquin River watershed because of rising sea levels.

Atmospheric rivers have been identified as the primary source of significant flood events in the Central Valley. The strength and quantity of Atmospherics Rivers significantly influence annual flood risk. Climate change science predicts that atmospheric rivers will become stronger and wetter, increasing their potential to cause catastrophic events that could overwhelm many parts of the current flood system.

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Underfunding and complex, time-consuming permits continue to cause a backlog of deferred maintenance and greater risk to life, property, and the environment. Deferred maintenance may escalate repair, rehabilitation, and replacement needs. Federal agencies share responsibility for flood management with State and local agencies, but each level of government has its own policies, procedures, funding, and timing, all of which can slow progress.

4.3.2 Dam Related Incidents
Hazard/Problem Description: Dam failure is the breakdown, collapse, or other failures of a dam structure characterized by the uncontrolled release of impounded water that results in downstream flooding. In the event of a dam failure, the energy of the water stored behind even a small dam is capable of causing loss of life and severe property damage if development exists downstream. An uncontrolled breach is the unintentional discharge from the impounded water body and is considered a failure. Dam failure can result from natural events or human-induced events. Dams have received more attention recently in the emergency management community as potential targets for terrorist acts.

Dams are built for various uses, including flood protection, power generation, agriculture, water supply, and recreation. When dams are constructed for flood protection, they usually are engineered to withstand a flood with a computed risk of occurrence. For example, a dam may be designed to contain a flood at a location on a stream that has a certain probability of occurring in any one year. If prolonged periods of rainfall and flooding occur that exceed the design requirements, that structure may be overtopped and fail. Overtopping is the primary cause of earthen dam failure in the United States. Dam failures can also result from any one or a combination of the following reasons:
 Earthquake
 Inadequate spillway capacity resulting in excess overtopping flows  Internal erosion caused by embankment or foundation leakage or piping, or rodent activity  Improper design
 Improper maintenance
 Negligent operation
 Failure of upstream dams on the same waterway
Water released by a failed dam generates tremendous energy. It can cause a flood that is catastrophic to life and property. A catastrophic dam failure could challenge local response capabilities and require evacuations to save lives. Impacts on life safety will depend on the warning time and the resources available to notify and evacuate the public. Significant loss of life could result in catastrophic effects
Controlled release or spillway flooding: Spillways are designed to relieve pressure on dams and prevent dam failures. Flooding downstream often results when spillways flow, though the potential for flooding due to discharge from dam outlet structures can also result from excessive rain events. However, controlled releases of water from dams is a measure that can prevent or minimize spillway flooding or structure failure by regulating capacity in a managed way. Even controlled releases can lead to unpredictable flooding, depending on environmental and weather conditions, or even human error.

Generally, there are three types of dams: concrete arch or hydraulic fill, earth-rockfill, and concrete gravity. Every kind of dam has different failure characteristics. A substantial arch or hydraulic fill dam can fail almost instantaneously: the flood wave builds up rapidly to a peak and then gradually declines. An earth-rockfill dam fails slowly due to erosion of the breach: the downstream flood wave will build progressively to a height and decline until the reservoir is empty.

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And a concrete gravity dam can fail instantaneously or gradually with a corresponding buildup and decline of the flood wave.

Geographic Area or Location: Significant According to the California Department of Water Resources (DWR) Jurisdictional Dams and the National Inventory of Dams (NID) databases, there are 20 dams of concern to San Joaquin; seven of which are in the County and 13 upstream of the County. It is important to note that the inundation areas only represent some dams that pose a risk; some information is unavailable in GIS or not allowed for release in a public document.

Virtually no urban areas in the County are free from flooding in the event of dam failure. Potential impacts are most significant for all major cities in the County and rural communities such as Clements, Lockeford, Mokelumne, Linden, etc.

The Army Corps of Engineers is responsible for safety inspections of some federal and nonfederal dams in the United States that meet size and storage limitations specified in the National Dam Safety Act. The Corps has inventoried dams; surveyed each state and federal agency’s capabilities, practices, and regulations regarding design, construction, operation, and maintenance of dams; and developed guidelines for inspection and evaluation of dam safety (U.S.

Army Corps of Engineers, 2017). It is important to note that this data base is updated only periodically, and therefore the information reflected may not be reflective of the most recent inspection dates for each facility listed.

Figure 3-National Inventory of Dams by Hazard Potential- (US Army Corps of Engineers) San Joaquin County- October 2022
2 Magnitude/Severity: Catastrophic- Since the County has several high and significant hazard dams, there is potential for loss of life and property damage. The inundation areas for each dam are generally downstream. They include large rural and urban areas on the valley floor below the dams. Adjacent jurisdictions could also be affected by a dam failure. The extent of the impact depends on the nature of the failure and the location of the dam. The largest populations potentially at risk would be Lodi, Stockton, Lathrop, and Manteca. The hazard risk also applies to

2 https://nid.usace.army.mil/#/

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the County’s most rural communities. A severe storm, earthquake, or erosion of the embankment and foundation leakage may cause dam collapse and structural failure in the County or other nearby counties. Seismic activity may cause inundation by the action of a seismically induced wave that overtops the dam without causing dam failure but significant flooding downstream.

Landslides flowing into lakes and reservoirs may also cause dams to fail or overtop.

Warning Time: Warning time for dam failure depends on the cause of the failure. In case of extreme precipitation or snowmelt, evacuations can be planned with sufficient time. In the event of a structural failure due to earthquake, there may be no warning time. A dam’s structural type also affects warning time. Earthen dams do not tend to fail completely or instantaneously. Once a breach is initiated, discharging water erodes the breach until the reservoir is empty or the breach resists further erosion. Concrete dams also tend to begin with a partial breach. The time of breach formation ranges from a few minutes to a few hours.

All populations in a dam failure inundation zone would be exposed to the risk of a dam failure.

The potential for loss of life is affected by the capacity and number of evacuation routes available to populations living in areas of potential inundation. Some land uses are more vulnerable to dam failure inundation, such as single-family homes, while others are less vulnerable, such as agricultural land or parks. Dam failure flooding presents a threat to life and property, including buildings, their contents, and their use. Vulnerable properties are those closest to the dam inundation area. These properties would experience the largest, most destructive surge of water.

Low-lying areas are also vulnerable since they are where the dam waters would collect. Large flood events can affect crops and livestock as well as lifeline critical utilities (e.g., water, sewerage, and power), transportation, jobs, tourism, the environment, and the local and regional economies.

Flooding, including that from dam failure, causes many impacts to agricultural production, including water contamination, damage to crops, loss of livestock, increased susceptibility of livestock to disease, flooded farm machinery, and environmental damage to and from agricultural chemicals.

Reservoirs held behind dams affect many ecological aspects of a river. River topography and dynamics depend on a wide range of flows, but rivers below dams often experience long periods of very stable flow conditions caused by releases followed by no releases. Water releases from dams usually contain very little suspended sediment; this can lead to scouring of river beds and banks. The environment would be exposed to a number of risks in the event of dam failure. The inundation could introduce many foreign elements into local waterways. This could result in destruction of downstream habitat and could have detrimental effects on many species of animals, especially endangered species such as salmon.

Previous Occurrences: There is no history of dam failure affecting the County, but according to the historical information, there have been recurring issues with flooding due to high flows released below dams in the area.

Probability: Unlikely Dam failure events are infrequent and usually coincide with events that cause them, such as earthquakes, landslides and excessive rainfall and snowmelt. There is a “residual risk” associated with dams that remains after safeguards have been implemented. The residual risk is associated with events beyond those that the facility was designed to withstand.

However, the probability of dam failure is low in today’s regulatory environment.

Vulnerability: Transportation routes are vulnerable to dam inundation and have the potential to be wiped out, creating isolation issues. This includes all roads, railroads and bridges in the path of the dam inundation. Those that are most vulnerable are those that are already in poor condition and would not be able to withstand a large water surge. Utilities such as overhead power lines, cable and phone lines could also be vulnerable. Loss of these utilities could create additional isolation issues for the inundation areas.

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Dam failure presents a significant potential for disaster, because there would be considerable loss of life and property in addition to the possible loss of power and water resources. A failure of any of the 5 high hazard dams in the County could flood approximately 75% of the area, with New Melones and Don Pedro being the most catastrophic. The resulting dam failure would cause the loss of critical life lines in the county.

In the event of a dam failure the majority of Stockton would be inundated with 16 feet of water.

The most common cause of dam failure is prolonged rainfall that produces flooding. Failures due to other natural events such as earthquakes or landslides are significant because there is little advance warning. The best way to mitigate dam failure is through the proper construction, inspection, maintenance, and operation of the dam. Dams have received more attention in the emergency management community as a potential target for terrorist acts.

4.3.3 Drought
Hazard/Problem Description: In the most general sense, drought is defined as a deficiency of precipitation over an extended period of time (usually a season or more), resulting in a water shortage. The effects of this deficiency are often called drought impacts. Natural impacts of drought can be made even worse by the demand that humans place on a water supply.

Drought is a gradual phenomenon. Normally, one dry year does not constitute a drought in California, but rather serves as a reminder of the need to plan for droughts. California's extensive system of water supply infrastructure (reservoirs, groundwater basins, and interregional conveyance facilities) generally mitigates the effects of short‐term dry periods for most water users.

Drought can have secondary impacts. For example, drought is a major determinant of wildfire hazard, in that it creates greater propensity for fire starts and larger, more prolonged conflagrations fueled by excessively dry vegetation, along with reduced water supply for firefighting purposes. Drought is also an economic hazard. Significant economic impacts on California’s agriculture industry can occur as a result of short‐ and long‐term drought conditions; these include hardships to farmers, farm workers, packers, and shippers of agricultural products.

In some cases, droughts can also cause significant increases in food prices to the consumer due to shortages
Geographic Area: Extensive- Drought is a regional hazard, and at its worst can affect the entire State of California with varying levels of dryness and drought activity. It is safe to assume that unless the drought event is at its very beginning or very end, if any area of San Joaquin County is affected by any level of drought, the other areas of the County are experiencing varying effects as well. Drought can affect the entire county. Drought also has major impacts the agricultural community throughout the county. The Mountain House community is particularly vulnerable during drought conditions due to insufficient water for the community.

Magnitude/ Severity: Critical- The magnitude of a drought’s impact is directly related to the severity and length. The severity of a drought depends on water availability and moisture deficiency, the time period, and the size and location of the affected area. The longer the drought persists and the larger the area impacted, the more severe the potential impacts. Droughts can be a short-term event over several months or a long-term event that lasts for years or even decades.

San Joaquin County uses a combination of publicly available tools, as well as internal reporting to monitor the extent of drought. The tools used include: The U.S. Drought Monitor (USDM), California Department of Water Resources Current Groundwater Levels Live map, California Data Exchange Center Current Conditions for Reservoirs and Current Snowpack. San Joaquin County Environmental Health Department is an active participant in the Agricultural Drought Task Force

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where they provide monthly and annual well permit data. This data provides perspective about the number of newly established wells to provide potable water for residential communities.

All of San Joaquin County is vulnerable to drought. Drought is one of the few hazards with the potential to impact all the citizens of the County through water restrictions, economic losses, and increased energy costs. The urbanized areas of the County and the agriculture industry are most likely to experience hardships associated with reduced water supply. Impacts include water restrictions associated with domestic supplies, agricultural and livestock losses and economic impacts, hydroelectric power reductions, and increased costs for water. Secondary effects include susceptibility to wildfires and increased groundwater pumping that can contribute to land subsidence problems and degraded water quality.

A few examples of economic impacts include:
 Loss of income from drought destroyed crops
 Expenses due to increased cost of irrigation or cost to drill new wells  Increased cost of purchasing and delivering feed and water for their animals  Cascading losses associated with businesses supporting agriculture.

Drought also affects the environment in many different ways. Plants and animals depend on water, just like people. When a drought occurs, their food supply can shrink and their habitat can be damaged. Sometimes the damage is only temporary and their habitat and food supply return to normal when the drought is over. But sometimes drought's impact on the environment can last a long time, maybe forever. Examples of environmental impacts include:
 Losses or destruction of fish and wildlife habitat
 Lack of food and drinking water for wild animals
 Increase in disease in wild animals, because of reduced food and water supplies  Migration of wildlife
 Increased stress on endangered species or even extinction  Lower water levels in reservoirs, lakes, and ponds
 Loss of wetlands
 More wildfires
 Wind and water erosion of soils
 Poor soil quality
Social impacts of drought are ways that drought affects people’s health and safety. Social impacts include public safety, health, conflicts between people when there isn't enough water to go around, and changes in lifestyle. Examples of social impacts include:
 Anxiety or depression about economic losses caused by drought  Health problems related to low water flows and poor water quality  Health problems related to dust
 Loss of human life
 Threat to public safety from an increased number of forest and range fires  Reduced incomes
 People may have to move from farms into cities, or from one city to another Previous Occurrences: Historically, California has experienced severe drought conditions. The state’s available record for determining hydrologic risks is short, only going back about 100 years.

San Joaquin County is currently experiencing a drought, with the emergency being proclaimed in April 2021. The County has also suffered from drought in 1928-1934; 1976-1977; 1987-1992; 2001-2002; 2007-2009; 2012-2016. The USDM for California offers a representation of the drought cycle including frequency, duration, and severity.

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Figure 4- U.S. Drought Monitor Time Series- October 2022 3 Probability of Future Events: It is highly likely that the County will suffer from a drought in the future. Historical drought data for the County and the San Joaquin Valley region indicate there have been five significant multi-year droughts in the last 91 years. This equates to a multi-year drought every 18 years on average, or a 5 percent chance of a drought in any given year (probability). Based on this data, droughts will likely affect the County. Given the historical occurrence of severe drought impacts throughout the County and across the State, the Planning Team understands that drought will continue to pose a high degree of risk to the entire County, potentially impacting crops, livestock, water resources, the natural environment at large, buildings and infrastructure (from cascading or compound hazards), and local economies Vulnerabilities: During drought conditions there are typically higher reports of public and domestic dry wells based on the Household Water Supply Shortage Reporting System, and reports provided by the California State Water Resource Board’s Division of Drinking Water (DDW). In San Joaquin County the duration of drought conditions typically last three to five years, followed by a wet period of one to three years. This leaves little time for grand water recharge.

San Joaquin County supports a $3.2 billion agricultural industry. During periods of drought, water curtailments are placed on farmers resulting in crop removal, placing an economic hardship on the farming industry and the consumer. Some of the crops in San Joaquin County impacted are:
 Almonds
 Cotton
 Wheat
 Asparagus
 Tomato

3 Time Series | U.S. Drought Monitor (unl.edu)

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4.3.4 Wildfire
Hazard/Problem: A wildfire is an uncontrolled fire spreading through vegetative fuels, such as grasslands, brush, or woodlands and posing danger and destruction to property and watersheds.

Wildfires can occur in areas essentially void of development, or in areas where development intermingles with the natural area known as the wildland-urban interface (WUI), a general term that applies to development adjacent to landscapes that support wildfire. Many wildfires occur in locations that abound in grasslands and brush. Heavier fuels with high temperatures, low humidity, low rainfall, and high winds all work to increase wildfire risk.

While wildfires are often the direct result of lightning strikes, more and more they can be caused by downed power lines, mechanical equipment, or are the result of human activities like landscape debris burns, carelessness, or arson. Wildfires often start in undeveloped areas and public land areas, such as state and federal lands, but can spread to urban areas where structures and other human development are more concentrated. The predominant dangers from wildfires are:
 Injury or loss of life to people in the affected area and  The destruction of vegetation, property, wildlife.

Communities throughout California are increasingly concerned about wildfire safety as increased development in the foothills and mountain areas and subsequent fire control practices have affected the natural cycle of the ecosystem. Wildfire risk is predominantly associated with WUI areas. However, significant wildfires can also occur in heavily populated areas, although urbanized and developed areas that are not contiguous with vast areas of wildlands are typically considered safer from wildfires.

San Joaquin County is exposed to a variety of wildfire hazard conditions that vary based on fuels, topography, weather, and human behavior. CAL FIRE, as required by Government Code Section 51181, has undertaken a statewide program to map areas of potential wildfire severity, and to describe the potential for wildfires to occur in a given area; the resulting Fire Hazard Severity Zones (FHSZs) were adopted in November 2007 for the State Responsibility Areas (SRA) and adopted in September 2007 for the Local Responsibility Area (LRA). Over the past few years, CAL FIRE has been building the new model for a 2022 update. The latest technologies will be used in the mapping and will include new factors now available including land use changes, recent fire history, new significant wind event data, as well as a model that is more spatially detailed.

The hazard maps are being updated to more accurately reflect the zones in California that are susceptible to wildfire. The hazard mapping process will incorporate new science in local climate data and improved fire assessment modeling in determining hazard ratings.

Fire Hazard Severity Zone maps evaluate “hazard,” not “risk”. They are like flood zone maps, where lands are described in terms of the probability level of a particular area being inundated by floodwaters, and not specifically prescriptive of impacts. “Hazard” is based on the physical conditions that create a likelihood and expected fire behavior over a 30 to 50-year period without considering mitigation measures such as home hardening, recent wildfire, or fuel reduction efforts. “Risk” is the potential damage a fire can do to the area under existing conditions, accounting for any modifications such as fuel reduction projects, defensible space, and ignition resistant building construction.

Geographic Area or Location: Significant- Both urban and wildland fires conditions exist in San Joaquin County, which increase the chances for damage to property, loss of life and/or injury. In the WUI, where development has expanded into rural, higher-risk areas, wildfires can result in major losses of property and structures. In most of the County, Cal FIRE ranks fuel loading as low. Fuels are mainly crops and grasses. In the far western and eastern portions of the County in areas identified by Cal FIRE as SRAs, there is undeveloped and rugged terrain that contains

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highly flammable grass, brush, and some larger fuels, which are ranked as moderate fuel hazards, primarily in the area west of Interstate 5 (I-5). The far western portion of the County includes the Diablo Range, located west of I-5. The far eastern portion of the County includes the Sierra Nevada foothills. These two areas are managed by Santa Clara Unit (SCU) on the West, Tuolumne Calaveras Unit (TCU), Amador El Dorado Unit on the East, and are the two areas in the County that are rated as having the highest possible critical fire weather frequency on an annual basis.

Figure 5- Fire Hazard Severity Zones- Cal FIRE mapped fire hazards within State Responsibility Areas (SRA) based on fuel loading, slope, fire weather, and other relevant factors present, including areas where winds have been identified by the department as a major cause of wildfire spread.

Magnitude/ Severity: Limited – Vegetation (or fuel) plays a major role in fire behavior and shaping fire hazard potential. Vegetation distribution throughout the County varies by location and topography, with dramatic differences observed between the western, central, and eastern portions of the County. For instance, fire behavior in brush fuel types, such as chapparal produces higher flame lengths than that in grassland, although spread rates are typically slower. Fire behavior in forests is variable, depending on surface fuel conditions and the presence of ladder fuels. Fuel loading in developed areas susceptible to wildfire becomes even more complex. The introduction of some ornamental plantings as landscaping and groundcover can dramatically

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increase the fire loading of a neighborhood. Gazebos, fencing, patios, decks and even the structures themselves add even more fuel. Once structures become involved in fire, the problem compounds as embers cast out thousands of feet onto combustible roofs well removed from the wildland area. Steep terrain also plays a key role in the rate at which wildfires spread, as fires will normally burn much faster uphill. Generally, when the gradient of a slope doubles, the rate of spread of a fire will also double. Steep topography also channels air flow, thereby creating erratic wind patterns. Fire suppression in steep areas is also complicated by limited accessibility, and the effectiveness of firefighters and equipment are hampered by lack of access roads. Another factor that can increase the severity of wildfires in the County is areas with high percentages of dead trees, which may be a result of the prolonged drought situations.

Major wildland fires can completely destroy ground cover. If heavy rains follow a major fire, flash floods, heavy erosion, land subsidence and mudflows can occur. After a wildland fire passes through an area, the land is laid bare of its protective vegetation cover and is susceptible to excessive runoff and erosion from winter storms. The intense heat from the fire can also cause a chemical reaction in the soil that makes it less porous, and the fire can destroy the root systems of shrubs and grasses that aid in stabilizing slope material. These cascading effects can have ruinous impacts on people, structures, infrastructure, and agriculture. Fire threat provides a measure of fuel conditions and fire potential in the ecosystem, representing the relative likelihood of “damaging” or difficult to control wildfire occurring for a given area.

San Joaquin County’s vulnerability to wildfires varies, with some areas of the County along the far western and eastern portions being at greater risk than the central and more urbanized portion of the County. Generally, this hazard is a medium concern given the increasing frequency and severity of wildfires in California. High fuel loads in some areas of the County along with geographical and topographical features near Eastern and Western borders create the potential for both natural and human-caused fires that can result in loss of life and property. These factors, combined with natural weather conditions common to the area, including periods of drought, low relative humidity, and periodic winds, can result in frequent and sometimes catastrophic fires.

Even the relatively flat central parts of the County are not immune to fire; hot and sometimes windy weather combined with dry vegetation and a denser population can result in an increase in the number of ignitions.

Previous Occurrences: There has been one state and federal disaster declaration in San Joaquin County related to wildfire that occurred in 2020. In August 2020, a portion of the SCU Lightning Complex Fire, which is the 4th largest fire by acres burned (396,624 acres) in state history, extended into San Joaquin County, burning approximately 24,332 acres. A total of 28 structures were identified as damaged or destroyed as part of the SCU Lightning Complex Incident, including 16 residences.

Probability: Occasional – Fire starts are highly likely during each fire season; though, they rarely result in large-scale wildfires in San Joaquin County. Information obtained from the Cal FIRE Redbook lists multiple fires, the largest in the most recent past consumed approximately 24,332 acres. Based on climate and weather in the County and the fuels, topography, and a past fire history which indicates a low number of large wildfires (300 acres or greater) per year, it is likely that fires will continue to occur in the future.

Vulnerability Assessment: San Joaquin County has seen a rise in wildland fire threat due to local drought conditions as well as new construction occurring around urban / wildland fire interface areas. As the growth of local residential areas continues into unincorporated areas of the County, the threat of wildfire continues to grow as well.

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orders during the SCU Lightning Complex wildfire. There are approximately 5,980 home sites that are planned with the average home having 4 bedrooms. That is an estimated population of almost 24,000 people for that area.

OMISSION OF HAZARDS
Certain hazards were excluded from consideration for this LHMP Update. Those hazards that occur infrequently or have little or no impact on the County were determined to be of low significance and not considered a priority hazard. Significance was determined based on the hazard profile, focusing on key criteria such as frequency, extent, and resulting damage, including deaths/injuries and property, crop, and economic damage. The ability of a community to reduce losses through implementation of existing and new mitigation measures was also considered as to the significance of a hazard.

Severe Weather: While the County has faced significant severe weather issues in the past, many end up manifesting in other hazards such as flood or drought. Severe Weather has been addressed in other state, regional, and County planning mechanisms. The threat of severe weather alone was not a threat the Planning team decided to include.

Seismic: The County is located in Seismic Zone 3, as defined by the Uniform Building Code.

Building standards and regulations in this zone assume earthquakes with the potential to make standing difficult and to cause stucco and some masonry walls to fall. Strong ground shaking could result in damage to unreinforced masonry buildings built before 1933. While the County has a history of seismic activity, the likelihood and magnitude of a significant incident are minimal.

Climate Change: Climate change is a growing threat to California’s economy, environment, and public health. California is leading the efforts in the United States in introducing legislation and providing tools and incentives to local governments to help reduce greenhouse gas emissions, which are warming the planet. The state is also taking action to prepare for the unavoidable impacts of climate change, including the increased likelihood of flooding and drought, both high vulnerability risks for San Joaquin County. The planning team omitted Climate Change as a natural hazard as it as it is not a hazard itself, rather it exacerbates the frequency and impact of known hazards.

Homelessness: Many residents reported concerns with environmental and health and safety issues related to homeless encampments in the Public Survey. Five years ago, almost 70% of people experiencing homelessness in San Joaquin County were sheltered (1,173), while only 30% (515) were living without a safe place to sleep at night – on the streets, in parks, in cars, and by the river. In 2019, however, more than three times as many people experiencing homelessness are now living without a safe place to sleep at night (1,558 or almost 60% of the total population) and the percent of individuals and families living in shelters has decreased to only 40% (down from almost 70% in 2015). Homelessness is a community priority; it impacts everyone, from our neighbors who are unstably housed to those who have already fallen into homelessness, to our first responders, business community, and critical infrastructure.

While homelessness is not a specific hazard, many issues in other hazards can be exacerbated by homelessness. Issues involve homeless digging into levee systems, debris in waterways or utility systems, tunneling under bridges or roadways, etc. Homeless issues will be addressed in the appropriate hazards and plans as needed.

SEVERE OR REPETITIVE LOSS PROPERTIES
San Joaquin County participates in NFIP. The NFIP considers a property a Repetitive Loss (RL) property if two or more flood insurance claims of more than $1,000 have been paid within any 10- year period since 1978. A Severe Repetitive Loss (SRL) property is defined by the NFIP as a

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residential property with at least four NFIP claim payments (including building and contents) over $5,000 each, and the cumulative amount of such claims payments exceeds $20,000. There have been five (5) RL structures within Unincorporated San Joaquin County with 13 paid losses totaling $281,497.60. Of these RL buildings, 1 is located within the A zone and 4 are in the B or X zone.

The Repetitive Loss properties have been grouped into Repetitive Loss Areas (RLAs). A RLA consists of Repetitive Loss Properties and the surrounding properties that experience the same or similar flooding conditions, whether or not the buildings on those surrounding properties have been damaged by flooding. Figure 7 below shows the 3 RLAs in San Joaquin County based on an analysis of the location of the RL properties
The San Joaquin County Department of Public Works - Water Resources Floodplain Management Section annually reaches out to property owners and is happy to seek FEMA grants to assist with the cost of mitigation.

Figure 6- Repetitive Loss Map per San Joaquin County Public Works 2022

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MITIGATION STRATEGY

EXISTING AUTHORITIES, POLICIES, PROGRAMS AND RESOURCES
San Joaquin County Code Chapter 9-1605 – Flood Hazards provides San Joaquin County authority to adopt regulations designed to promote the public health, safety, and general welfare of its citizenry. San Joaquin County routinely performs activities such as issuing building permits, approving development plans, and repairing roads. The County is conscious that actions should reflect the vision and goals by using the most current building codes, restricting development in hazard-prone areas, or making infrastructure decisions based on our risk assessment findings.

As a result, goals are defined for this mitigation plan as broad-based public policy statements that:
 Represent basic desires of the community;
 Encompass all aspects of the community, public and private;  Are nonspecific in that they refer to the quality (not the quantity) of the outcome;  Are future-oriented, in that they are achievable in the future; and  They are time-independent in that they are not scheduled events.

San Joaquin County is dedicated to reducing flooding risks and participates in the National Flood Insurance Program (NFIP) Community Rating System (CRS). This program rewards communities that take steps that go beyond minimum NFIP floodplain management requirements to reduce the risk from flooding. The County has a CRS classification of 7 which means that County residents with properties in areas with a high level of flood risk receive a 15% discount on their flood insurance premiums each year. A 5% discount applies in lower risk areas.

San Joaquin County OES maintains over 25 plans covering emergency operations, support, hazards, and functions for the Operational Area. Specific plans and programs are reviewed for updates to ensure consistency among documents. Relevant information from reviewed projects, studies, reports, and technical information are utilized by OES and the County to ensure mitigation measures and information are incorporated widely in the County.

San Joaquin County Office of Emergency Services reviews and updates different types of plans annually. County staff participates in emergency management training, exercises, and drills, such as Emergency Action Planning exercises (Dam Inundation), Earthquake Preparedness, SEMS/NIMS, and other State and Federal training. If the budget allows, San Joaquin County would either have the ability to hire staff permanently or limited term, given the circumstances.

The Office of Emergency Services researches grant opportunities for emergency management or hazard mitigation.

Additional capabilities can be added by additional training for County staff with emergency response or recovery responsibilities. This includes staff at all levels of County government to ensure the existing policies and programs within the County are being adhered to.

The 2017 LHMP was included in the County General Plan under Safety. The County’s Mitigation Strategy is guided by the vision of a safe and resilient County. Our mission is to integrate existing laws and programs into a mitigation strategy that will serve the citizens by reducing and preventing injury and damage from natural hazards.

The County routinely performs activities such as issuing building permits, approving development plans, and repairing roads. While the County is conscious that these activities should reflect our vision and goals, it could be enhanced by using the most current building code, restricting development in hazard-prone areas, or making infrastructure decisions based on risk assessment findings.

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Goals are stated without regard to implementation. Implementation cost, schedule, and means are not considered. Goals are defined before considering how to accomplish them so that they are not dependent on the means of achievement. Goal statements form the basis for objectives and actions that will be used as means to achieve the goals. Objectives define strategies to attain the goals and are more specific and measurable.

NATIONAL FLOOD INSURANCE PLAN
San Joaquin County participates in NFIP. The NFIP makes federally-backed flood insurance available to homeowners, renters, and business owners in participating communities. FEMA has prepared a detailed Flood Insurance Study (FIS) for most participating communities. The study presents water surface elevations for floods of various magnitudes, including the 1% annual chance flood (or 100-year flood) and the 0.2% annual chance flood (or 500-year flood). Base flood elevations and the boundaries of the 100- and 500-year floodplains are shown on Flood Insurance Rate Maps (FIRM), which are the principal tools for identifying the extent and location of the riverine flood hazard. FIRMs are the most detailed and consistent data sources available. In many communities, they represent the minimum area of oversight under their floodplain management program. Participants in the NFIP must, at a minimum, regulate development in floodplain areas under NFIP criteria. Before issuing a permit to build in a floodplain, participating jurisdictions must ensure that three criteria are met:
 New buildings and those undergoing substantial improvements must, at a minimum, be elevated to protect against damage by the 100-year flood.  New floodplain development must not aggravate existing flood problems or increase damage to other properties.
 New floodplain development must exercise a reasonable and prudent effort to reduce its adverse impacts on threatened salmonid species.
 Interpret flood zones to show on the FIRM upon request from residents, realtors, and insurance agents to help determine if flood insurance is required  Provide, at no charge, copies of elevation certificates for new structures and substantially improved installations constructed since 1992.

Given the flood hazard and risk in the planning area and recognizing the importance of the NFIP in mitigating flood losses, an emphasis is placed on continued compliance with the NFIP by San Joaquin County. As NFIP participants, these communities have and will continue to make every effort to remain in good standing with NFIP. This includes continuing to comply with the NFIP’s requirements for adopting official FEMA floodplain maps and maintaining, enforcing, and updating local floodplain regulations.

MITIGATION GOALS
 Goal 1: Prevent Future Hazard Related Losses of Life and Property  Goal 2: Increase Public Awareness/Action of Vulnerability to Hazards  Goal 3: Improve Community Emergency Services/Management Capability  Goal 4: Implement and Complete Identified High Priority Projects Listed in the Plan The STAPLEE Process was implemented to analyze and prioritize San Joaquin County’s mitigation actions. The risk assessment was reviewed, and impacts were analyzed to help prioritize mitigation actions. Each mitigation action was evaluated on the above-listed goals.

MITIGATION ACTIONS

5.4.1 Action #1- Howard Road
Northeast side on the eastern approach to the bridge over the San Joaquin River

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Hazards Addressed: Flooding
Project: The embankment on Howard Road bridge approach over the San Joaquin River suffered a slip-out failure on the upper most portion of the northeast side of the eastern approach to bridge. The scope of work for the project is to provide embankment reinforcement.

Responsible office and Name or Title: Kris Balaji (Director of Public Works), Public Works, Project Manager/Working Contact- David Mendoza
Priority: 2
Cost Estimate: Option #2 $1,424,099.00
Potential Funding Source: Hazard Mitigation Grant Program, Pre-disaster Mitigation Grant, Highway users tax account (HUTA), or Measure K local streets repair Time Frame: 12 months (Construction ongoing, estimated completion November 2022)

5.4.2 Action #2- Kennefick Road
Hazards Addressed: Flooding
Project: Flooding resulting from heavy rains washed away the culverts and destroyed over 100 feet of Kennefick Road eliminating access to properties north of Liberty Road. The project is to increase the drainage capacity beneath Kennefick Road with a larger diameter culverts or a box culvert.

Responsible office and Name or Title: Fritz Buchman (Director of Public Works), Public Works, Project Manager/Working Contact- David Mendoza
Priority: 3
Cost Estimate: $ 587,191.00
Potential Funding Source: Hazard Mitigation Grant Program, Pre-disaster Mitigation Grant, Highway users tax account (HUTA), or Measure K local streets repair Time Frame: 8 months (Estimated construction to begin in July 2023)

5.4.3 Action #3- North Frontage Road
Backflow valve (North 99 Frontage Road)
Hazards Addressed: Flooding
Project: Flooding poses a safety risk for users of the roadway and has caused damage to the structural section of the roadway. The Project is to reduce the flooding of the roadway section with the design and construction of improved backflow prevention valve and theft proof enclosure. In addition, repair of the roadway section that has been flooded.

Responsible office and Name or Title: Fritz Buchman (Director of Public Works), Public Works, Project Manager/Working Contact- David Mendoza
Priority: 4
Cost Estimate: $ 226,092.00
Potential Funding Source: Hazard Mitigation Grant Program, Pre-disaster Mitigation Grant, Highway users tax account (HUTA), or Measure K local streets repair Time Frame: 14 months

5.4.4 Action #4- Larch Road
Between South Corral Hollow Road North Tracy Boulevard
Hazards Addressed: Flooding
Project: Larch Road between South Corral Hollow Road North Tracy Boulevard, concerning the southern ditch that runs along the length of the project (approx. 5,200 feet). The objective of this project is to mitigate the impact of flooding. Poor drainage on the rural residential and mix-use properties along the south side of west Larch Road results in sheet flow runoff towards the north that finds its way into the County's southern conveyance ditch on the south

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side of West Larch Road. This runoff overwhelms this ditch's current capacity, reduced by encroachment and undersized culvert crossings. The trench is approximately 5,200 feet long and drains to southerly flowing drainage along north Tracy Boulevard. The project is to reduce the flooding of the roadway section with the design and construction of an improved backflow prevention valve and theft-proof enclosure. In addition, repair the roadway section that flooded.

Responsible office and Name or Title: Fritz Buchman (Director of Public Works), Public Works, Project Manager/Working Contact- David Mendoza
Priority: 5
Cost Estimate: $ 226,092.00
Potential Funding Source: Hazard Mitigation Grant Program, Pre-disaster Mitigation Grant, Highway users tax account (HUTA), or Measure K local streets repair Time Frame: 14 months

5.4.5 Action #5- Purdy Culvert Replacement
Hazards Addressed: Flooding
Project: Installation of an additional storm drain culvert Responsible office and Name or Title: Matthew Ward, Engineer IV, Department of Public Works
Priority: 7
Cost Estimate: $ 10,000
Potential Funding Source: Hazard Mitigation Grant Program, Pre-disaster Mitigation Grant, General Fund, or Road Fund
Time Frame: 18 months

5.4.6 Action #8 - Corral Hollow Creek
Chrisman Road Elevation of residences
Hazards Addressed: Flooding
Project: Elevation of Homes
Responsible office and Name or Title: Matthew Ward, Engineer IV, Department of Public Works
Priority: 8
Cost Estimate: $ 300,000
Potential Funding Source: Hazard Mitigation Grant Program, Pre-disaster Mitigation Grant, General Fund, or Road Fund
Time Frame: 36 months

5.4.7 Action #7- San Joaquin County Climate Change Plan Hazards Addressed: Climate Change
Project: Develop a county wide climate change plan
Responsible office and Name or Title: San Joaquin County Office of Emergency Services Priority: 12
Cost Estimate: $ 100,000
Potential Funding Source: Emergency Management Plan Grant, Hazard Mitigation Grant Program, Pre-disaster Mitigation Grant, General Fund
Time Frame: 24 months

5.4.8 Action #12- Vegetation Management Coordination
Fire Wise Community Coordination
Hazards Addressed: Wildfire and/or Wildland Urban Interface Fires

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Project: Two incidents involving the Wildland Urban Interface have occurred in the County, prompting participants to recommend this project to address this low occurrence threat. The anticipated outcome of the County Coordinator grant program is to create a report establishing a baseline of all fire mitigation agencies inclusive of contact information, area represented, and a gap analysis identifying needs and improvements. Establish information for fire mitigation agencies that could take the form of a newsletter, information portal or website, as determined by the collective group. Quantifying the coordination efforts for meetings, trainings, and coordinated events by increased participation from various groups.

County Coordinator will work on grant applications, identification of regional mitigation efforts, and completion of reports required for grant progress and management of this grant. This program would also look to strengthen the relationships with the Cal FIRE Units with State Responsibility Areas within the County, creating collaboration opportunities for vegetation management or additional mitigation efforts.

Responsible office and Name or Title: County Coordinator (new position) / Fire Agencies Chiefs
Priority: 11
Cost Estimate: $ 170,000
Potential Funding Source: Cal Fire County Coordinator Grant, Special District Funding, General Fund
Time Frame: 12 months

5.4.9 Action #13- Drought Awareness Campaign
Hazards Addressed: Drought
Project: Develop a Public Awareness Campaign to advertise and promote on the SJReady webpage to encourage water conservation during drought conditions.

Responsible office and Name or Title: Tiffany Heyer, Office of Emergency Services Priority: 13
Cost Estimate: $ 25,000
Potential Funding Source: Emergency Management Plan Grant, Hazard Mitigation Grant Program, Pre-disaster Mitigation Grant, General Fund
Time Frame: 24 months

5.4.10 Action #14- Dam Partnerships
Hazards Addressed: Dam Failure
Project: Continue to partner with dam operators to identify projected flood path of travel as if total loss of dam occurs. Additionally, implement an alert system capable of notifying residents of emergencies through landlines, cell phones, and emails in the immediate path of a failure
Responsible office and Name or Title: Tiffany Heyer, Office of Emergency Services Priority: 14
Cost Estimate: $ 10,000-$250,000
Potential Funding Source: Emergency Management Plan Grant, Hazard Mitigation Grant Program, Pre-disaster Mitigation Grant, General Fund
Time Frame: 36 months

ACTION PLAN FOR PRIORITIZING MITIGATION ACTIONS
If San Joaquin County receives grant funding, a benefit-cost analysis will be completed for each project. Economic considerations will be a crucial factor in project selection. Qualitative benefits, including quality of life and help to the community, will also be considered. The County and Planning Team used the STAPLEE Process to prioritize the mitigation actions below.

ATTACHMENT D
Item 8.2
Mountain House                                               Page 667 of 741 San Joaquin County
Local Hazard Mitigation Plan
San Joaquin County
PT
Considerations
for
Alternative
Actions
Estimated Cost
to Accomplish
Action
Howard Rd. $ 1,810,427.00 5 3 5 5 3 5 5 5 5 5 5 3 5 1 5 5 5 5 3 1 1 5 5 95 Kennefick Rd. $ 587,191.00 5 3 5 5 2 5 5 5 5 5 5 2 5 1 5 5 5 5 3 1 1 5 5 93 N. Frontage Rd. $ 226,092.00 5 3 5 5 2 5 5 5 5 5 5 2 5 1 5 5 5 5 2 1 1 5 5 92 Larch Rd. $ 226,092.00 5 3 5 5 2 5 5 5 5 5 5 2 5 1 5 5 5 5 2 1 1 5 5 92 Purdy Culvert $ 10,000.00 5 2 5 5 3 5 5 5 5 5 5 3 5 1 5 5 3 5 2 1 1 5 5 91 Corral Hollow $ 300,000.00 5 4 5 5 2 4 5 5 4 4 4 3 5 1 5 5 3 5 2 1 1 5 5 88 Veg. Management
/ Fire Wise $ 170,000.00 4 2 5 5 2 5 5 5 5 4 4 3 5 2 5 5 2 5 2 1 1 5 5 87 Co. Climate
Change Plan $ 100,000.00 3 3 2 3 4 3 3 3 2 2 3 3 3 4 1 2 2 2 4 4 1 2 3 62 Drought
Awareness $ 25,000.00 4 4 3 2 2 1 0 2 4 3 2 3 3 3 4 4 3 3 5 0 0 3 3 61 Dam Partnerships
and Warning $ 250,000.00 3 3 4 2 3 3 0 3 2 2 3 2 3 3 3 2 1 3 2 0 0 0 1 48 0 Total = $ 3,704,802.00
(Social)
STAPLEE Criteria S T A P L
(Technical) (Administrativ (Political) (Legal) (Environmental) E E
(Economic) Community Acceptance Effect on Segment of Population Technical Feasibility Long-term Solution Secondary Impacts Staffing Funding Allocated Maintenance/ Operations Political Support Potential Legal Challenge Benefit of Action Cost of Action Contributes to Economic Goals Local Champion Public Support State Authority Existing Local Authority Outside Funding Required Effect on Land/ Water Priority Total Effect on Endangered Species Effect on HAZMAT/Waste Sites Consistent with Community Environmental Goals Consistent with Federal Laws Table 5- STAPLEE Process for Project Review

ATTACHMENT D
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Mountain House                                               Page 668 of 741 San Joaquin County
Local Hazard Mitigation Plan
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Table 6- Implementation Strategy
Implementation Strategy
Action I.D. Lead Agency Funding Source(s) Completion
Date Critical Interim or Pilot Activities
Howard Rd:

Stabilize/reinforce slope SJC Public Works
Measure K; HMPG;
PDMG; Highway
User Tax Account
12 months - Prepare a design concept report with alternatives - Begin encumbering rights of way
Kennefick Rd:

Increase drainage capacity SJC Public Works
Measure K; HMPG;
PDMG; Highway
User Tax Account
6 months - Project design
- Stabilize/reinforce
N. Frontage Rd:

Backflow Prevention Valve SJC Public Works
Measure K; HMPG;
PDMG; Highway
User Tax Account
18 months
- Project design with alternatives
- Construct/install valve
- Repair roads
Larch Rd:

Flood Mitigation SJC Public Works
Measure K; HMGP;
PDMG; Highway
User Tax Account
12 months
- Remove existing culverts
- Install larger culverts
- Widen or line ditch
Purdy Culvert Replacement SJC Public Works
Measure K; HMGP;
PDMG; Highway
User Tax Account
18 months -Installation of an additional storm drain culvert Corral Hollow/Chrisman Rd:

Residence Elevation SJC Public Works HMGP; PDMG; Road Fund; General Fund 36 months - Elevation of homes Vegetation Management / Fire
Wise Fire Districts CalFire CCG; Special Dist; General Fund 12 months - Fire Wise Community- Vegetation Management / Fuel Reduction Co. Climate Change Plan SJC OES EMPG, HMGP,
PDMH, General Fund 24 months -Develop a County wide climate change plan Drought Awareness SJC OES EMPG, HMGP,
PDMH, General Fund 24 months
- Develop a Public Awareness Campaign to
advertise and promote on the SJReady webpage
to encourage water conservation during drought
conditions.

Dam Partnerships and Alerting SJC OES EMPG, HMGP,
PDMH, General Fund 36 months
- Continue to partner with dam operators to identify
projected flood path of travel as if total loss of dam
occurs. Additionally, implement an alert system
capable of notifying residents of emergencies
through landlines, cell phones, and emails in the
immediate path of a failure

ATTACHMENT D
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Mountain House                                               Page 669 of 741 San Joaquin County
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47 | P a g e

INTEGRATION OF LOCAL HAZARD MITIGATION PLAN
Another important implementation mechanism that is highly effective and low-cost is the incorporation of this LHMP, its recommendations and underlying principles, into other County plans and mechanisms. Where possible, plan participants will use existing plans and/or programs to implement hazard mitigation actions. This plan should also be cross-referenced when related planning mechanisms are updated as described in this Plan’s capability assessments, the County already implements policies and programs to reduce losses to life and property from hazards.

This Plan builds upon the momentum developed through previous and related planning efforts and mitigation programs and recommends implementing actions, where possible, through these other program mechanisms. These existing mechanisms include:
 County general and master plans
 County Emergency Operations Plans and other emergency management efforts  County ordinances
 Flood/storm water management/master plans
 Community Wildfire Protection plans
 Capital improvement plans and budgets
 Other plans and policies outlined in the capability assessment  Other plans, regulations, and practices with a mitigation focus.

The Planning Team involved in these other planning mechanisms has agreed to integrating the findings and recommendations of this Plan, with other plans, programs, etc., as appropriate.

Implementation, incorporation into existing planning mechanisms will be done through the routine actions of:
 Monitoring other planning/program agendas;
 Attending other planning/program meetings;
 Participating in other planning processes; and
 Monitoring community budget meetings for other community program opportunities.

The successful implementation of this mitigation strategy will require constant review of existing plans and programs for coordination and multi-objective opportunities that promote a safe, sustainable community.

Examples of the incorporation of the LHMP into existing planning mechanisms include:
 As recommended by Assembly Bill 2140, the County should adopt (by reference or incorporation) this LHMP into the Safety Element of their General Plan(s). Evidence of such adoption (by formal, certified resolution) shall be provided to CAL OES and FEMA.  Integration of flood actions identified in this mitigation strategy with implementation priorities in existing Flood Plan. Key people responsible for development and implementation of the County’s Flood Plan participated on the HMPC. Key projects were identified and integrated specifically into this LHMP, while others currently of lessor priority should be referenced in their source document. Actual implementation of these projects will likely occur through these other plans’ processes through the efforts of each responsible jurisdiction and departments.
 Use of risk assessment information to inform future updates of the hazard analysis in the San Joaquin County and jurisdictional Emergency Operations Plans.

Efforts should continuously be made to monitor the progress of mitigation actions implemented though these other planning mechanisms and, where appropriate, their priority actions should be incorporated into updates of this hazard mitigation plan.

ATTACHMENT D
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Mountain House                                               Page 670 of 741 San Joaquin County
Local Hazard Mitigation Plan
48 | P a g e

REVIEW, EVALUATION AND MAINTENANCE

CHANGES IN DEVELOPMENT
Due to the economy the last 3-5 years, there has been very little development within the county's unincorporated area. Therefore, the hazard-prone regions have not increased vulnerability since the last plan approval. Even though the County General Plan has specific build-outs for development, steps will be taken to lessen the hazard-prone areas.

PROGRESS IN MITIGATION EFFORTS
Previous mitigation actions from the last LHMP reflect completed, deferred, ongoing, or deleted.

See the Mitigation Action table below.

Table 7- Mitigation Project Status
Project Name New Completed Ongoing Deferred Cancelled
Elevation of structures X
Alternate pump power at low underpass X
Improve public drainage system X
Seismic retrofit essential facilities X
Storm drainage facilities X
Levee seismic/erosion improvements X
Erosion and Sediment Control Regulations X
Howard Rd Stabilize/reinforce slope X
Kennefick Rd: Increase drainage capacity X
N. Frontage Rd: Backflow Prevention Valve X
Larch Rd: Flood Mitigation X
Oak Grove Park: Erosion Mitigation X
Acampo Area: Drainage X
Purdy Culvert Replacement X
200-year Floodplain Code X
Corral Hollow/Chrisman Rd: Residence
Elevation X
Countywide Drought Plan X
Countywide Climate Change Plan X

CHANGES IN PRIORITIES
Overall priorities have remained relatively the same since the last plan update with the notable exception of wildfire. Two incidents involving Wildland Urban Interface occurred in the County to cause participants to recommend a project to address this low occurrence threat.

ATTACHMENT D
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Mountain House                                               Page 671 of 741 San Joaquin County
Local Hazard Mitigation Plan
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PLAN ADOPTION
OES operates under the oversight and guidance of a Board of Supervisors. Following the update of the plan, the LHMP will be submitted to Cal OES and, ultimately, FEMA for review and acceptance. Within approximately four weeks of FEMA’s approval of the 2023 LHMP, OES will present the final plan to the Board of Supervisors during a regularly scheduled meeting for formal adoption.

REFERENCES
Department of Water Resources (DWR). 2022. Central Valley Flood Protection Plan Update.

Available at: https://water.ca.gov/-/media/DWR-Website/Web-Pages/Programs/FloodManagement/Flood-Planningand-Studies/Central-Valley-Flood-ProtectionPlan/Files/CVFPPUpdates/2022/2022updateCVFPP22_layout_v9_plus_Append_BC.pdf Rheinheimer, D. E., and J. H. Viers. 2014. "Combined Effects of Reservoir Operations and Climate Warming on the Flow Regime of Hydropower Bypass Reaches of California's Sierra Nevada". River Research And Applications 31 (3): 269-279. doi:10.1002/rra.2749

ATTACHMENT D
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Mountain House                                               Page 672 of 741 San Joaquin County
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APPENDICES

PLANNING TEAM
Plan Kickoff Memo

ATTACHMENT D
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Mountain House                                               Page 673 of 741 San Joaquin County
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Plan Kickoff Meeting Agenda

ATTACHMENT D
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Core Planning Team
Department/Agency and Title Contribution
Tiffany Heyer San Joaquin County
OES- Deputy Director , and LHMP
Project Manager
Served as the 2023 LHMP project manager. Led planning team conference calls; reviewed and commented on hazard figures, risk assessment tables, mitigation strategies, and the Internal Draft LHMP.

Lowell Allen San Joaquin County
OES-Senior Planner, and LHMP
Project Manager
Served as the 2023 LHMP project manager. Led planning team conference calls; reviewed and commented on hazard figures, risk assessment tables, mitigation strategies, and the Internal Draft LHMP.

Robert King San Joaquin County
OES- Emergency Planner
Participated on planning team conference calls; reviewed and commented on hazard figures, risk assessment tables, mitigation strategies, and the Internal Draft LHMP.

Jordan DeStefans San Joaquin
County OES- Emergency Planner
Participated on planning team conference calls; reviewed and commented on hazard figures, risk assessment tables, mitigation strategies, and the Internal Draft LHMP.

Lowell Barber San Joaquin County
OES- Emergency Planner
Participated on planning team conference calls; reviewed and commented on hazard figures, risk assessment tables, mitigation strategies, and the Internal Draft LHMP.

David Tolliver San Joaquin County
Department of Public Works-Deputy
Director
Participated on planning team conference calls; reviewed and commented on hazard figures, risk assessment tables, mitigation strategies, and the Internal Draft LHMP.

Troy Botts San Joaquin County
Department of Public Works -
Maintenance Superintendent
Participated on planning team conference calls; reviewed and commented on hazard figures, risk assessment tables, mitigation strategies, and the Internal Draft LHMP.

Eric Ambriz San Joaquin County
Department of Public Works -
Channel Maintenance
Superintendent
Participated on planning team conference calls; reviewed and commented on hazard figures, risk assessment tables, mitigation strategies, and the Internal Draft LHMP.

Hope Paulin San Joaquin County
Department of Public Works -
Management Analyst II
Participated on planning team conference calls; reviewed and commented on hazard figures, risk assessment tables, mitigation strategies, and the Internal Draft LHMP
Judy Vasbinder San Joaquin
County General Services/Parks &
Recreation: -Park Administrator
Participated on planning team conference calls; reviewed and commented on hazard figures, risk assessment tables, mitigation strategies, and the Internal Draft LHMP
Michael Eastin San Joaquin County
Sheriff’s Office: Lieutenant
(Operations)
Participated on planning team conference calls; reviewed and commented on hazard figures, risk assessment tables, mitigation strategies, and the Internal Draft LHMP. Provided stakeholder agency contact information.

Gabriel Chan San Joaquin County
Agricultural Commissioner’s Office
Participated on planning team conference calls; reviewed and commented on hazard figures, risk assessment tables, mitigation strategies, and the Internal Draft LHMP. Provided stakeholder agency contact information.

Nicholas Gutierrez Stockton
Metropolitan Airport: -Airport
Operations Supervisor
Participated on planning team conference calls; reviewed and commented on hazard figures, risk assessment tables, mitigation strategies, and the Internal Draft LHMP
Dave Bollinger, Mike Turn San
Joaquin County Community
Development:- (GIS) Geographic
Info Systems Program Management
Participated on planning team conference calls; reviewed and commented on hazard figures, risk assessment tables, mitigation strategies, and the Internal Draft LHMP

ATTACHMENT D
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Mountain House                                               Page 675 of 741 San Joaquin County
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Muniappa Naidu San Joaquin
County Environmental HealthAssistant Director
Participated on planning team conference calls; reviewed and commented on hazard figures, risk assessment tables, mitigation strategies, and the Internal Draft LHMP
Gwendolyn Callaway San Joaquin
County Public Health Services -
Public Health Emergency
Preparation Coordinator
Participated on planning team conference calls; reviewed and commented on hazard figures, risk assessment tables, mitigation strategies, and the Internal Draft LHMP
Extended Team
Department/Agency and Title Contribution
Victoria LaMar Haas California
Office of Emergency Services -
Local Hazard Mitigation Planning
Unit
Participated on planning team conference calls; reviewed and commented on hazard figures, risk assessment tables, mitigation strategies, and the Internal Draft LHMP.

Reuben Armenta California Office of
Emergency Services –Emergency
Services Coordinator
Participated on planning team conference calls; reviewed and commented on hazard figures, risk assessment tables, mitigation strategies, and the Internal Draft LHMP.

Dominique Romo City of Escalon -
City Manager
Participated on planning team conference calls; reviewed and commented on hazard figures, risk assessment tables, mitigation strategies, and the Internal Draft LHMP. Provided stakeholder agency contact information.

Steve Schwabauer City of Lodi –
City Manager
Participated on planning team conference calls; reviewed and commented on hazard figures, risk assessment tables, mitigation strategies, and the Internal Draft LHMP. Provided stakeholder agency contact information.

Michael Rogers City of Tracy –City
Manager
Participated on planning team conference calls; reviewed and commented on hazard figures, risk assessment tables, mitigation strategies, and the Internal Draft LHMP. Provided stakeholder agency contact information.

Harry Black City of Stockton –City
Manager
Participated on planning team conference calls; reviewed and commented on hazard figures, risk assessment tables, mitigation strategies, and the Internal Draft LHMP. Provided stakeholder agency contact information.

Michael Riddle American Red
Cross- NGO
Participated on planning team conference calls; reviewed and commented on hazard figures, risk assessment tables, mitigation strategies, and the Internal Draft LHMP. Provided stakeholder agency contact information.

Elizabeth Ramos, Joe Thomas,
Barry O’Regan KSN Civil
Engineers- Civil Engineers
Participated on planning team conference calls; reviewed and commented on hazard figures, risk assessment tables, mitigation strategies, and the Internal Draft LHMP. Provided stakeholder agency contact information.

Michael Moncrief, MBK EngineersCivil EngineersParticipated on planning team conference calls; reviewed and commented on hazard figures, risk assessment tables, mitigation strategies, and the Internal Draft LHMP. Provided stakeholder agency contact information.

Brenna Howell, Pete Boyce, Rhett
Kilgore, George Hartmann,
Reclamation Districts- Authorized
Representative
Participated on planning team conference calls; reviewed and commented on hazard figures, risk assessment tables, mitigation strategies, and the Internal Draft LHMP. Provided stakeholder agency contact information.

ATTACHMENT D
Item 8.2
Mountain House                                               Page 676 of 741 City of Mountain House
Water Shortage Contingency Plan
June 2026
B
Appendix B
Notices to Public
and Public Outreach Efforts

ATTACHMENT D
Item 8.2
Mountain House                                               Page 677 of 741 April 13, 2026
SUBJECT: Notice of Preparation for the 2025 City of Mountain House Urban Water Management Plan (UWMP) and Water Shortage Contingency Plan (WSCP)
To Whom It May Concern,
The Urban Water Management Planning Act, California Water Code (CWC) § 10610 et seq., requires every urban water supplier providing water for municipal purposes, either directly or indirectly, to more than 3,000 customers or supplying more than 3,000 acre-feet of water annually to prepare and adopt an Urban Water Management Plan (UWMP) and update that plan every five years. The UWMP is a planning document to support long-term resource planning and ensure adequate water supplies are available to meet existing and future water demands.

Pursuant to the requirements of the CWC, Division 6, Part 2.6 Urban Water Management Planning, Section 10621 (b), every urban water supplier required to prepare an UWMP shall, at least 60 days before the public hearing on the plan required by Section 10642, notify any city or county within which the supplier provides water supplies that the urban water supplier will be reviewing the plan and considering amendments or changes to the plan.

Per CWC Section 10642, prior to adopting such plan(s), the urban water supplier shall make the UWMP and Water Shortage Contingency Plan (WSCP) available for public inspection within the jurisdiction of the water supplier. In addition, the urban water supplier shall provide notice of the time and place of a hearing to any city or county within which the supplier provides water supplies.

This letter is intended to notify your agency that the City of Mountain House (City) is currently in the process of preparing the 2025 UWMP and WSCP. The City’s public hearing for the 2025 UWMP and WSCP is scheduled for June 24, 2026. Comments can be submitted prior or during the public hearing.

For further information on the public hearing or the UWMP and WSCP update, refer to the City’s website, https://www.mountainhouseca.gov/, or please contact us at (209) 831-2300.

Sincerely,
Karen Morgan
Utility Manager

ATTACHMENT D
Item 8.2
Mountain House                                               Page 678 of 741 City of Mountain House
Water Shortage Contingency Plan
June 2026
C
Appendix C
City Resolution Adopting WSCP

ATTACHMENT D
Item 8.2
Mountain House                                               Page 679 of 741 FRIDAY, JUNE 26, 2026 CLASSIFIEDS. | 23

PUBLIC NOTICE
on this property by contacting
the county recorder's office or a
title insurance company, either of
which may charge you a fee for this
information. If you consult either
of these resources, you should be
aware that the same lender may hold
more than one mortgage or deed
of trust on the property. NOTICE TO
PROPERTY OWNER: The sale date
shown on this notice of sale may be
postponed one or more times by
the mortgagee, beneficiary, trustee,
or a court, pursuant to Section
2924g of the California Civil Code.

The law requires that information
about trustee sale postponements
be made available to you and to
the public, as a courtesy to those
not present at the sale. If you wish
to learn whether your sale date has
been postponed, and, if applicable,
the rescheduled time and date for
the sale of this property, you may call
(855) 313-3319 or visit this Internet
website www.clearreconcorp.com,
using the file number assigned to
this case 142347-CA. Information
about postponements that are very
short in duration or that occur close
in time to the scheduled sale may
not immediately be reflected in the
telephone information or on the
Internet Web site. The best way to
verify postponement information is
to attend the scheduled sale. NOTICE
TO TENANT: Effective January 1,
2021, you may have a right to
purchase this property after the
trustee auction pursuant to Section
2924m of the California Civil Code.

If you are an “eligible tenant buyer,”
you can purchase the property if
you match the last and highest bid
placed at the trustee auction. If you
are an “eligible bidder,” you may
be able to purchase the property
if you exceed the last and highest
bid placed at the trustee auction.

There are three steps to exercising
this right of purchase. First, 48
hours after the date of the trustee
sale, you can call (855) 313-3319,
or visit this internet website www.
clearreconcorp.com, using the
file number assigned to this case
142347-CA to find the date on
which the trustee’s sale was held,
the amount of the last and highest
bid, and the address of the trustee.

Second, you must send a written
notice of intent to place a bid so that
the trustee receives it no more than
15 days after the trustee’s sale. Third,
you must submit a bid so that the
trustee receives it no more than 45
days after the trustee’s sale. If you
think you may qualify as an “eligible
tenant buyer” or “eligible bidder,”
you should consider contacting an
attorney or appropriate real estate
professional immediately for advice
regarding this potential right to
purchase. FOR SALES INFORMATION:
(855) 313-3319 CLEAR RECON CORP
3333 Camino Del Rio South, Suite
225 San Diego, California 92108
Tracy Press: June 12, 19, 26 2026

PUBLIC NOTICE PUBLIC NOTICE
No. 0377
T.S. No. 142347-CA APN: 248-330-
17 NOTICE OF TRUSTEE’S SALE

IMPORTANT NOTICE TO PROPERTY
OWNER: YOU ARE IN DEFAULT

UNDER A DEED OF TRUST, DATED
1/9/2018. UNLESS YOU TAKE ACTION

TO PROTECT YOUR PROPERTY, IT
MAY BE SOLD AT A PUBLIC SALE. IF

YOU NEED AN EXPLANATION OF

THE NATURE OF THE PROCEEDING

AGAINST YOU, YOU SHOULD
CONTACT A LAWYER On 7/16/2026
at 9:00 AM, CLEAR RECON CORP,
as duly appointed trustee under
and pursuant to Deed of Trust
recorded 1/12/2018 as Instrument
No. 2018-003430 of Official Records
in the office of the County Recorder
of San Joaquin County, State of
CALIFORNIA executed by: SULIMAN

YOUSOF SABERI, A SINGLE MAN

WILL SELL AT PUBLIC AUCTION

TO HIGHEST BIDDER FOR CASH,
CASHIER’S CHECK DRAWN ON A

STATE OR NATIONAL BANK, A CHECK

DRAWN BY A STATE OR FEDERAL

CREDIT UNION, OR A CHECK DRAWN

BY A STATE OR FEDERAL SAVINGS

AND LOAN ASSOCIATION, SAVINGS

ASSOCIATION, OR SAVINGS BANK
SPECIFIED IN SECTION 5102 OF THE

FINANCIAL CODE AND AUTHORIZED
TO DO BUSINESS IN THIS STATE; EAST

WEBER AVENUE ENTRANCE, SAN

JOAQUIN COUNTY COURTHOUSE,
222 E. WEBER AVENUE, STOCKTON,
CA 95202 all right, title and interest
conveyed to and now held by it
under said Deed of Trust in the
property situated in said County
and State described as: MORE

ACCURATELY DESCRIBED IN SAID
DEED OF TRUST. The street address
and other common designation, if
any, of the real property described
above is purported to be: 462 QUAIL
RUN CIR, TRACY, CA 95377-7059 The
undersigned Trustee disclaims any
liability for any incorrectness of the
street address and other common
designation, if any, shown herein.

Said sale will be held, but without
covenant or warranty, express or
implied, regarding title, possession,
condition, or encumbrances,
including fees, charges and expenses
of the Trustee and of the trusts
created by said Deed of Trust, to
pay the remaining principal sums
of the note(s) secured by said Deed
of Trust. The total amount of the
unpaid balance of the obligation
secured by the property to be sold
and reasonable estimated costs,
expenses and advances at the time
of the initial publication of the
Notice of Sale is: $461,598.17 If the
Trustee is unable to convey title for
any reason, the successful bidder's
sole and exclusive remedy shall be
the return of monies paid to the
Trustee, and the successful bidder
shall have no further recourse.

The beneficiary under said Deed
of Trust heretofore executed and
delivered to the undersigned a
written Declaration of Default and
Demand for Sale, and a written
Notice of Default and Election to Sell.

The undersigned or its predecessor
caused said Notice of Default and
Election to Sell to be recorded in
the county where the real property
is located. NOTICE TO POTENTIAL
BIDDERS: If you are considering
bidding on this property lien, you
should understand that there are
risks involved in bidding at a trustee
auction. You will be bidding on a lien,
not on the property itself. Placing
the highest bid at a trustee auction
does not automatically entitle you
to free and clear ownership of the
property. You should also be aware
that the lien being auctioned off
may be a junior lien. If you are
the highest bidder at the auction,
you are or may be responsible for
paying off all liens senior to the lien
being auctioned off, before you can
receive clear title to the property.

You are encouraged to investigate
the existence, priority, and size of
outstanding liens that may exist

NOTICE TO READERS
California law requires that
contractors taking jobs that
total $1,000 or more (labor
or materials) be licensed by
the Contractors State License
Board. State law also requires
that contractors include their
license number on all advertising. You can check the
status of your licensed contractor at www.cslb.ca.gov
or 800-321-CSLB. Unlicensed
contractors taking jobs that
total less than $500 must
state in their advertisements
that they are not licensed by
the Contractors State License
Board.

PUBLIC NOTICE
No. 0412

NOTICE OF PETITION TO
ADMINISTER ESTATE OF:

DEBRA MARINELLO
CASE NO. STK-PR-EST-2026-807
To all heirs, beneficiaries, creditors,
contingent creditors, and persons
who may otherwise be interested in
the will or estate, or both of DEBRA
MARINELLO.

A PETITION FOR PROBATE has been
filed by AMANDA SMITH in the
Superior Court of California, County
of SAN JOAQUIN.

THE PETITION FOR PROBATE requests
that AMANDA SMITH be appointed
as personal representative to
administer the estate of the
decedent.

THE PETITION requests authority
to administer the estate under the
Independent Administration of
Estates Act. (This authority will allow
the personal representative to take
many actions without obtaining
court approval. Before taking certain
very important actions, however,
the personal representative will
be required to give notice to
interested persons unless they have
waived notice or consented to the
proposed action.) The independent
administration authority will be
granted unless an interested person
files an objection to the petition and
shows good cause why the court
should not grant the authority.

A HEARING on the petition will be
held in this court as follows: JULY
30, 2026 at 8:30 A.M. in Dept. L1
located at 315 W. ELM STREET, LODI,
CA 95240

NOTICE OF REMOTE APPEARANCE

EFFECTIVE FOR HEARINGS ON OR
AFTER 7/10/2023

THIS NOTICE MUST BE ATTACHED TO
THE NOTICE OF HEARING (preferred
method) or mailed to the parties
separately and filed with the court
with a proof of service completed
and attached. [Proof of Service
Attachment to Notice of Remote
Appearance, SJPR-001A, can be
found on our website if needed.]
For all General hearings, Law and
Motion hearings, Ex Parte hearings,
and Orders to Show Cause, parties
may appear remotely with no notice
to the other parties or to the Court.

For Evidentiary Hearings, Settlement
Conferences, Bench or Court
Trials, and Jury Trials, parties must
appear in person, unless the party
or attorney requests and receives
express written authorization to
appear remotely by the judicial
officer. See local rule 4-117, Civil
Code of Procedure section 367.75
and California Rule of Court, rule

3.672 for further information.

Department: 11A, Meeting ID: 161
8448 8804, Passcode: 007666. Video
appearance is required, unless you
do not have access to a device with
video capability. Log onto www.
zoom.us through your internet
browser or through the app on
your mobile device. Click "JOIN A
MEETING" and enter the Meeting
ID and click "Join." Then enter the
passcode. If you do not have access
to an electronic device with video
capability, you can participate by
telephone. Dial 1-669-254-5252. The
Meeting ID and Passcode are the
same for video appearances or audio
appearances. Rename your device
to display your first and last name
(no phone numbers or pseudonyms
are acceptable). RECORDING
(Audio, Video or Screenshots) OF

ANY REMOTE APPEARANCE IS
ABSOLUTELY PROHIBITED. Any
violation of this rule is an unlawful
interference with the proceedings
of the court and may be the basis
for an order imposing monetary
or other sanctions as provided by
law. SEE THE COURT'S WEBSITE FOR

FURTHER DETAIL OF ALL THE RULES

AND REQUIREMENTS FOR A REMOTE
APPEARANCE AT WWW.SJCOURTS.

ORG. All remote participants are
responsible to review the court's
website and familiarize themselves
with the remote appearance
requirements prior to making a
remote appearance. Any questions
can be sent to sjprobate@sjcourts.
org.

IF YOU OBJECT to the granting of the
petition, you should appear at the
hearing and state your objections
or file written objections with the
court before the hearing. Your
appearance may be in person or by
your attorney.

IF YOU ARE A CREDITOR or a
contingent creditor of the decedent,
you must file your claim with
the court and mail a copy to the
personal representative appointed
by the court within the later of either
(1) four months from the date of
first issuance of letters to a general
personal representative, as defined
in section 58(b) of the California
Probate Code, or (2) 60 days from the
date of mailing or personal delivery
to you of a notice under section 9052
of the California Probate Code.

Other California statutes and legal
authority may affect your rights as
a creditor. You may want to consult
with an attorney knowledgeable in
California law.

YOU MAY EXAMINE the file kept
by the court. If you are a person
interested in the estate, you may file
with the court a Request for Special
Notice (form DE-154) of the filing of
an inventory and appraisal of estate
assets or of any petition or account
as provided in Probate Code section
1250. A Request for Special Notice
form is available from the court
clerk. Attorney for Petitioner: JAY
ROADARMEL, 1811 SANTA RITA RD.

STE. 207, PLEASANTON, CA 94566,
Telephone: 925-271-5646
6/26, 7/3, 7/10/26
CNS-4055399#

TRACY PRESS

PUBLIC NOTICE
No. 0413

ORDER TO SHOW CAUSE FOR

CHANGE OF NAME

CASE NUMBER
LOD-CV-UNC-2026-6072

TO ALL INTERESTED
PERSONS:

Petitioner: YVETTE NAVARRO RIVAS
filed a petition with this court for a
decree changing names as follows:

Present Name:
a. YVETTE NAVARRO RIVAS
to
Proposed Name:
a. YVETTE NAVARRO
THE COURT ORDERS that all persons
interested in this matter shall appear
before this court at the hearing
indicated below to show cause, if
any, why the petition for change
of name should not be granted.

Any person objecting to the name
changes described above must file a
written objection that includes the
reasons for the objection at least
two court days before the matter
is scheduled to be heard and must
appear at the hearing to show cause
why the petition should not be
granted. If no written objection is
timely filed, the court may grant the
petition without a hearing.

NOTICE OF HEARING
Date: AUGUST 17, 2026
Time: 8:30AM
Dept.: L1
The address of the court is:

SAN JOAQUIN COUNTY

SUPERIOR COURT OF

CALIFORNIA,
217 W. Elm Street
Lodi, CA 95240
A copy of this Order to Show Cause
shall be published at least once each
week for four successive weeks prior
to the date set for hearing on the
petition in the following newspaper
of general circulation, printed in this
county:

TRACY PRESS.

Date: JUNE 17, 2026
CARTER P. HOLLY
Judge of the Superior Court
Tracy Press: June 26, July 3, 10, 17,
2026

PUBLIC NOTICE
No. 0417

NOTICE OF PUBLIC HEARING

CITY OF MOUNTAIN HOUSE
2025 URBAN WATER MANAGEMENT

PLAN AND WATER SHORTAGE

CONTINGENCY PLAN
In compliance with the Urban
Water Management Planning Act,
the City of Mountain House (City)
has prepared its 2025 Urban Water
Management Plan (UWMP) and
2025 Water Shortage Contingency
Plan (WSCP). The 2025 UWMP is a
planning document that reports
and evaluates water deliveries
and uses, water supply sources,
and conservation efforts. The 2025
WSCP provides a plan for response
to various water supply shortage
conditions.

Notice is hereby given that a Public
Hearing will be held by the City
Council on Wednesday, July 22,
2026, at 7:00 PM in the City Council
Chambers located at 251 E Main
Street, Mountain House, CA 95391,
to consider the adoption of:
2025 Urban Water Management
Plan & 2025 Water Shortage
Contingency Plan
All interested people are invited

PUBLIC NOTICE
No. 0423

NOTICE OF PETITION TO
ADMINISTER ESTATE OF:

NEIL ALEXANDER MACDONALD
CASE NUMBER:

STK-PR-EST-2026-808
To all heirs, beneficiaries, creditors,
contingent creditors, and persons
who may otherwise be interested in
the will or estate, or both, of: NEIL

ALEXANDER MACDONALD
A Petition for Probate has been
filed by:

ANTHONY ALEXANDER

MACDONALD
in the Superior Court of California,
County of: San Joaquin
The Petition for Probate requests
that: ANTHONY ALEXANDER

MACDONALD
be appointed as personal
representative to administer the
estate of the decedent.

The petition requests the decedent’s
will and codicils, if any, be admitted
to probate. The will and any codicils
are available for examination in the
file kept by the court.

The petition requests authority to
administer the estate under the
Independent Administration of
Estates Act. (This authority will allow
the personal representative to take
many actions without obtaining
court approval. Before taking certain
very important actions, however,
the personal representative will
be required to give notice to
interested persons unless they have
waived notice or consented to the
proposed action) The independent
administration authority will be
granted unless an interested person
files an objection to the petition and
shows good cause why the court
should not grant the authority.

A hearing on the petition will be held
in this court as follows:

Date: JULY 30, 2026
Time: 08:30a.m. Dept.: L-1
located at:

Superior Court of California,
County of San Joaquin
217 W. Elm St.

Lodi, CA 95240
If you object to the granting of the
petition, you should appear at the
hearing and state your objections
or file written objections with the
court before the hearing. Your
appearance may be in person or by
your attorney.

If you are a creditor or a contingent
creditor of the decedent, you
must file your claim with the court
and mail a copy to the personal
representative appointed by the
court within the later of either (1)
four months from the date of first
issuance of letters to a general
personal representative, as defined
in section 58(b) of the California
Probate Code, or (2) 60 days from
the date of the mailing or personal
delivery to you of a notice under
section 9052 of the California
Probate Code. Other California
statutes and legal authority may
affect your rights as a creditor.

You may want to consult with an
attorney knowledgeable in California
law.

You may examine the file kept by the
court. If you are a person interested
in the estate, you may file with the
court a Request for Special Notice
(form DE-154) of the filing of an
inventory and appraisal of estate
assets or of any petition or account
as provided in Probate Code section
1250. A Request for Special Notice
form is available from the court clerk.

ATTORNEY FOR PETITIONER:

ANDREW D. SMITH
Smith and Johnson Law, APC
115 W. Walnut Street Suite 3
Lodi, CA 95240
209-333-9292
Tracy Press: June 26, July 3, 10, 2026

PUBLIC NOTICE
to attend the meeting. The draft
2025 UWMP and 2025 WSCP will be
available for public review beginning
June 26, 2026. Copies of the draft
2025 UWMP and 2025 WSCP will
be available on the City’s website
at: 2025 Urban Water Master Plan |
Mountain House, CA
Oral and written comments may be
submitted to Karen Morgan, Utility
Manager, prior to the hearing via
email at [email protected] or by
phone at (209) 831-2300 or may be
provided during the public hearing.

All comments must be received by
the close of the public hearing on
Wednesday, July 22, 2026.

You may attend this meeting in
person or via teleconference. If you
wish to participate via
teleconference and provide
comments you may do so by
following the instructions that will
be posted with the City’s agenda
at https://www.mountainhouseca.
gov/186/Agendas-Minutes-ArchivesLive-Streaming
Tracy Press: June 26 & July 3, 2026

PUBLIC NOTICE

ATTACHMENT E

ATTACHMENT E
Item 8.2
Mountain House                                               Page 680 of 741 22 | CLASSIFIEDS. FRIDAY, JULY 3, 2026

PUBLIC NOTICE PUBLIC NOTICE
No. 0412

NOTICE OF PETITION TO
ADMINISTER ESTATE OF:

DEBRA MARINELLO
CASE NO. STK-PR-EST-2026-807
To all heirs, beneficiaries, creditors,
contingent creditors, and persons
who may otherwise be interested in
the will or estate, or both of DEBRA
MARINELLO.

A PETITION FOR PROBATE has been
filed by AMANDA SMITH in the
Superior Court of California, County
of SAN JOAQUIN.

THE PETITION FOR PROBATE requests
that AMANDA SMITH be appointed
as personal representative to
administer the estate of the
decedent.

THE PETITION requests authority
to administer the estate under the
Independent Administration of
Estates Act. (This authority will allow
the personal representative to take
many actions without obtaining
court approval. Before taking certain
very important actions, however,
the personal representative will
be required to give notice to
interested persons unless they have
waived notice or consented to the
proposed action.) The independent
administration authority will be
granted unless an interested person
files an objection to the petition and
shows good cause why the court
should not grant the authority.

A HEARING on the petition will be
held in this court as follows: JULY
30, 2026 at 8:30 A.M. in Dept. L1
located at 315 W. ELM STREET, LODI,
CA 95240

NOTICE OF REMOTE APPEARANCE

EFFECTIVE FOR HEARINGS ON OR
AFTER 7/10/2023

THIS NOTICE MUST BE ATTACHED TO
THE NOTICE OF HEARING (preferred
method) or mailed to the parties
separately and filed with the court
with a proof of service completed
and attached. [Proof of Service
Attachment to Notice of Remote
Appearance, SJPR-001A, can be
found on our website if needed.]
For all General hearings, Law and
Motion hearings, Ex Parte hearings,
and Orders to Show Cause, parties
may appear remotely with no notice
to the other parties or to the Court.

For Evidentiary Hearings, Settlement
Conferences, Bench or Court
Trials, and Jury Trials, parties must
appear in person, unless the party
or attorney requests and receives
express written authorization to
appear remotely by the judicial
officer. See local rule 4-117, Civil
Code of Procedure section 367.75
and California Rule of Court, rule

3.672 for further information.

Department: 11A, Meeting ID: 161
8448 8804, Passcode: 007666. Video
appearance is required, unless you
do not have access to a device with
video capability. Log onto www.
zoom.us through your internet
browser or through the app on
your mobile device. Click "JOIN A
MEETING" and enter the Meeting
ID and click "Join." Then enter the
passcode. If you do not have access
to an electronic device with video
capability, you can participate by
telephone. Dial 1-669-254-5252. The
Meeting ID and Passcode are the
same for video appearances or audio
appearances. Rename your device
to display your first and last name
(no phone numbers or pseudonyms
are acceptable). RECORDING
(Audio, Video or Screenshots) OF

ANY REMOTE APPEARANCE IS
ABSOLUTELY PROHIBITED. Any
violation of this rule is an unlawful
interference with the proceedings
of the court and may be the basis
for an order imposing monetary
or other sanctions as provided by
law. SEE THE COURT'S WEBSITE FOR

FURTHER DETAIL OF ALL THE RULES

AND REQUIREMENTS FOR A REMOTE
APPEARANCE AT WWW.SJCOURTS.

ORG. All remote participants are
responsible to review the court's
website and familiarize themselves
with the remote appearance
requirements prior to making a
remote appearance. Any questions
can be sent to sjprobate@sjcourts.
org.

IF YOU OBJECT to the granting of the
petition, you should appear at the
hearing and state your objections
or file written objections with the
court before the hearing. Your
appearance may be in person or by
your attorney.

IF YOU ARE A CREDITOR or a
contingent creditor of the decedent,
you must file your claim with
the court and mail a copy to the
personal representative appointed
by the court within the later of either
(1) four months from the date of
first issuance of letters to a general
personal representative, as defined
in section 58(b) of the California
Probate Code, or (2) 60 days from the
date of mailing or personal delivery
to you of a notice under section 9052
of the California Probate Code.

Other California statutes and legal
authority may affect your rights as
a creditor. You may want to consult
with an attorney knowledgeable in
California law.

YOU MAY EXAMINE the file kept
by the court. If you are a person
interested in the estate, you may file
with the court a Request for Special
Notice (form DE-154) of the filing of
an inventory and appraisal of estate
assets or of any petition or account
as provided in Probate Code section
1250. A Request for Special Notice
form is available from the court
clerk. Attorney for Petitioner: JAY
ROADARMEL, 1811 SANTA RITA RD.

STE. 207, PLEASANTON, CA 94566,
Telephone: 925-271-5646
6/26, 7/3, 7/10/26
CNS-4055399#

TRACY PRESS

PUBLIC NOTICE
No. 0413

ORDER TO SHOW CAUSE FOR

CHANGE OF NAME

CASE NUMBER
LOD-CV-UNC-2026-6072

TO ALL INTERESTED
PERSONS:

Petitioner: YVETTE NAVARRO RIVAS
filed a petition with this court for a
decree changing names as follows:

Present Name:
a. YVETTE NAVARRO RIVAS
to
Proposed Name:
a. YVETTE NAVARRO
THE COURT ORDERS that all persons
interested in this matter shall appear
before this court at the hearing
indicated below to show cause, if
any, why the petition for change
of name should not be granted.

Any person objecting to the name
changes described above must file a
written objection that includes the
reasons for the objection at least
two court days before the matter
is scheduled to be heard and must
appear at the hearing to show cause
why the petition should not be
granted. If no written objection is
timely filed, the court may grant the
petition without a hearing.

NOTICE OF HEARING
Date: AUGUST 17, 2026
Time: 8:30AM
Dept.: L1
The address of the court is:

SAN JOAQUIN COUNTY

SUPERIOR COURT OF

CALIFORNIA,
217 W. Elm Street
Lodi, CA 95240
A copy of this Order to Show Cause
shall be published at least once each
week for four successive weeks prior
to the date set for hearing on the
petition in the following newspaper
of general circulation, printed in this
county:

TRACY PRESS.

Date: JUNE 17, 2026
CARTER P. HOLLY
Judge of the Superior Court
Tracy Press: June 26, July 3, 10, 17,
2026

PUBLIC NOTICE
No. 0423

NOTICE OF PETITION TO
ADMINISTER ESTATE OF:

NEIL ALEXANDER MACDONALD
CASE NUMBER:

STK-PR-EST-2026-808
To all heirs, beneficiaries, creditors,
contingent creditors, and persons
who may otherwise be interested in
the will or estate, or both, of: NEIL

ALEXANDER MACDONALD
A Petition for Probate has been
filed by:

ANTHONY ALEXANDER

MACDONALD
in the Superior Court of California,
County of: San Joaquin
The Petition for Probate requests
that: ANTHONY ALEXANDER

MACDONALD
be appointed as personal
representative to administer the
estate of the decedent.

The petition requests the decedent’s
will and codicils, if any, be admitted
to probate. The will and any codicils
are available for examination in the
file kept by the court.

The petition requests authority to
administer the estate under the
Independent Administration of
Estates Act. (This authority will allow
the personal representative to take
many actions without obtaining
court approval. Before taking certain
very important actions, however,
the personal representative will
be required to give notice to
interested persons unless they have
waived notice or consented to the
proposed action) The independent
administration authority will be
granted unless an interested person
files an objection to the petition and
shows good cause why the court
should not grant the authority.

A hearing on the petition will be held
in this court as follows:

Date: JULY 30, 2026
Time: 08:30a.m. Dept.: L-1

PUBLIC NOTICE
No. 0417

NOTICE OF PUBLIC HEARING

CITY OF MOUNTAIN HOUSE
2025 URBAN WATER MANAGEMENT

PLAN AND WATER SHORTAGE

CONTINGENCY PLAN
In compliance with the Urban
Water Management Planning Act,
the City of Mountain House (City)
has prepared its 2025 Urban Water
Management Plan (UWMP) and
2025 Water Shortage Contingency
Plan (WSCP). The 2025 UWMP is a
planning document that reports
and evaluates water deliveries
and uses, water supply sources,
and conservation efforts. The 2025
WSCP provides a plan for response
to various water supply shortage
conditions.

Notice is hereby given that a Public
Hearing will be held by the City
Council on Wednesday, July 22,
2026, at 7:00 PM in the City Council
Chambers located at 251 E Main
Street, Mountain House, CA 95391,
to consider the adoption of:
2025 Urban Water Management
Plan & 2025 Water Shortage
Contingency Plan
All interested people are invited
to attend the meeting. The draft
located at:

Superior Court of California,
County of San Joaquin
217 W. Elm St.

Lodi, CA 95240
If you object to the granting of the
petition, you should appear at the
hearing and state your objections
or file written objections with the
court before the hearing. Your
appearance may be in person or by
your attorney.

If you are a creditor or a contingent
creditor of the decedent, you
must file your claim with the court
and mail a copy to the personal
representative appointed by the
court within the later of either (1)
four months from the date of first
issuance of letters to a general
personal representative, as defined
in section 58(b) of the California
Probate Code, or (2) 60 days from
the date of the mailing or personal
delivery to you of a notice under
section 9052 of the California
Probate Code. Other California
statutes and legal authority may
affect your rights as a creditor.

You may want to consult with an
attorney knowledgeable in California
law.

You may examine the file kept by the
court. If you are a person interested
in the estate, you may file with the
court a Request for Special Notice
(form DE-154) of the filing of an
inventory and appraisal of estate
assets or of any petition or account
as provided in Probate Code section
1250. A Request for Special Notice
form is available from the court clerk.

ATTORNEY FOR PETITIONER:

ANDREW D. SMITH
Smith and Johnson Law, APC
115 W. Walnut Street Suite 3
Lodi, CA 95240
209-333-9292
Tracy Press: June 26, July 3, 10, 2026

PUBLIC NOTICE
2025 UWMP and 2025 WSCP will be
available for public review beginning
June 26, 2026. Copies of the draft
2025 UWMP and 2025 WSCP will
be available on the City’s website
at: 2025 Urban Water Master Plan |
Mountain House, CA
Oral and written comments may be
submitted to Karen Morgan, Utility
Manager, prior to the hearing via
email at [email protected] or by
phone at (209) 831-2300 or may be
provided during the public hearing.

All comments must be received by
the close of the public hearing on
Wednesday, July 22, 2026.

You may attend this meeting in
person or via teleconference. If you
wish to participate via
teleconference and provide
comments you may do so by
following the instructions that will
be posted with the City’s agenda
at https://www.mountainhouseca.
gov/186/Agendas-Minutes-ArchivesLive-Streaming
Tracy Press: June 26 & July 3, 2026

PUBLIC NOTICE PUBLIC NOTICE
No. 0395
File No. 48097558
Notice of Trustee’s Sale
You Are In Default Under A Deed
Of Trust Dated February 6, 2007.

Unless You Take Action To Protect
Your Property, It May Be Sold At
A Public Sale. If You Need An
Explanation Of The Nature Of The
Proceeding Against You, You Should
Contact A Lawyer. A public auction
sale to the highest bidder for cash,
cashier's check drawn on a state
or national bank, check drawn by
a state or federal credit union, or a
check drawn by a state or federal
savings and loan association, or
savings association, or savings bank
specified in Section 5102 of the
Financial Code and authorized to do
business in this state will be held by
the duly appointed trustee as shown
below, of all right, title, and interest
conveyed to and now held by the
trustee in the hereinafter described
property under and pursuant to
a Deed of Trust described below.

The sale will be made, but without
covenant or warranty, expressed or
implied, regarding title, possession,
or encumbrances, to pay the
remaining principal sum of the
note(s) secured by the Deed of
Trust, with interest and late charges
thereon, as provided in the note(s),
advances, under the terms of the
Deed of Trust, interest thereon, fees,
charges and expenses of the Trustee
for the total amount (at the time of
the initial publication of the Notice
of Sale) reasonably estimated to be
set forth below. The amount may be
greater on the day of sale. Trustor:

Philip Wayne Ratto and Diana Lynn
Ratto Duly Appointed Trustee: IDEA
LAW GROUP, PC Recorded February
15, 2007 as Instrument No. 2007-
033897 of Official Records in the
office of the Recorder of San Joaquin
County, California. Street Address
or other common designation of
real property: 27120 South Hillview
Street Tracy, CA 95304 A.P.N.:
248-190-220-000 Date of Sale:

July 13, 2026 at 09:30 AM Place of
Sale: East Weber Avenue Entrance
San Joaquin County Courthouse
180 East Weber Avenue, Stockton
Amount of unpaid balance and other
charges: $779,965.20, Estimated.

The undersigned Trustee disclaims
any liability for any incorrectness of
the street address or other common
designation, if any, shown above. If
no street address or other common
designation is shown, directions
to the location of the property
may be obtained by sending a
written request to the beneficiary
within 10 days of the date of first
publication of this Notice of Sale.

Notice To Potential Bidders: If you
are considering bidding on this
property lien, you should understand
that there are risks involved in
bidding at a trustee auction. You
will be bidding on a lien, not on the
property itself. Placing the highest
bid at a trustee auction does not
automatically entitle you to free and
clear ownership of the property. You
should also be aware that the lien
being auctioned off may be a junior
lien. If you are the highest bidder
at the auction, you are or may be
responsible for paying off all liens
senior to the lien being auctioned
off, before you can receive clear title
to the property. You are encouraged
to investigate the existence, priority,
and size of outstanding liens that
may exist on this property by
contacting the county recorder's
office or a title insurance company,
either of which may charge you a fee
for this information. If you consult
either of these resources, you should
be aware that the same lender may
hold more than one mortgage or
deed of trust on the property. Notice
To Property Owner: The sale date
shown on this notice of sale may be
postponed one or more times by the
mortgagee, beneficiary, trustee, or
a court, pursuant to Section 2924g
of the California Civil Code. The law
requires that information about
trustee sale postponements be made
available to you and to the public,
as a courtesy to those not present at
the sale. If you wish to learn whether
your sale date has been postponed,
and, if applicable, the rescheduled
time and date for the sale of this
property, you may call (877) 440-
4460 or visit this Internet Website
https://www.mkconsultantsinc.
com, using the file number assigned
to this case 48097558. Information
about postponements that are very
short in duration or that occur close
in time to the scheduled sale may
not immediately be reflected in the
telephone information or on the
Internet Website. The best way to
verify postponement information is
to attend the scheduled sale. Notice
To Tenant: You may have a right to
purchase this property after the
trustee auction pursuant to Section
2924m of the California Civil Code.

If you are an “eligible tenant buyer,”
you can purchase the property if
you match the last and highest bid
placed at the trustee auction. If you
are an “eligible bidder,” you may
be able to purchase the property
if you exceed the last and highest
bid placed at the trustee auction.

There are three steps to exercising
this right of purchase. First, 48
hours after the date of the trustee
sale, you may call (877) 440-4460 or
visit this Internet Website https://
www.mkconsultantsinc.com, using
the file number assigned to this
case 48097558 to find the date on
which the trustee’s sale was held,
the amount of the last and highest
bid, and the address of the trustee.

Second, you must send a written
notice of intent to place a bid so that
the trustee receives it no more than
15 days after the trustee’s sale. Third,
you must submit a bid so that the
trustee receives it no more than 45
days after the trustee’s sale. If you
think you may qualify as an “eligible
tenant buyer” or “eligible bidder,”
you should consider contacting an
attorney or appropriate real estate
professional immediately for advice
regarding this potential right to
purchase. The Notice to Tenant
pertains to sales occurring after
January 1, 2021. Date: June 9, 2026
IDEA Law Group, PC
1651 East 4th Street, Suite 124
Santa Ana, CA 92701 Foreclosure
Department: (877) 353-2146 Sale
Information Only: (877) 440-
4460 Sale Website: https://www.
mkconsultantsinc.com Davit Azizyan,
Foreclosure Officer Please Be Advised
That This Law Firm May Be Acting
As A Debt Collector, Attempting To
Collect A Debt And Any Information
Obtained Will Be Used For That
Purpose. Idea Law Group, P.C.

California Debt Collection License
No. 11455-99
Tracy Press: June 19, 26, July 3, 2026

PUBLIC NOTICE

ATTACHMENT F
Item 8.2
Mountain House                                               Page 681 of 741 TITLE: Neighborhood Park Restroom Project Update and Procurement Direction MEETING DATE: July 22, 2026
PREPARED BY: Christine Raposo, Program Manager
Derek Traya, Operations & Maintenance
Koosun Kim, PE, Public Works Director

RECOMMENDATION
Staff recommends that the City Council:

1. Receive an update on the Neighborhood Park Restroom Project.

2. Review the proposed prefabricated restroom concept.

3. Provide direction to staff to proceed with procurement and return to the City Council with a future contract award recommendation.

BACKGROUND
In August 2025, the City Council directed staff to move forward with planning for permanent restroom facilities at Wicklund, Bethany, Altamont, and Questa Neighborhood Parks.

On October 22, 2025, staff presented multiple restroom location alternatives for each park. Following City Council discussion, the Council selected the preferred locations (Option 1) for each park and authorized environmental review to support future implementation.

Since receiving the Council's previous direction, staff has continued evaluating project delivery options and refining project implementation. As that work progressed, staff identified an opportunity to refine the recommended delivery approach while maintaining the Council's original objective of providing permanent restroom facilities at each neighborhood park. This report provides an update on that effort and seeks direction to proceed with procurement using the revised delivery approach.

DISCUSSION
This item provides an update on the Neighborhood Park Restroom Project and presents a revised implementation approach that maintains the previously approved restroom locations while reducing anticipated project costs and simplifying project delivery.

Item 9.1
Mountain House                                               Page 682 of 741 Project Delivery Approach
Consistent with the City Council's previous direction, staff evaluated alternative delivery methods while maintaining the previously approved restroom locations. Based on additional research and consultation with agencies that have implemented similar facilities, staff determined that prefabricated restroom buildings provide a practical and cost-effective alternative to traditional site-built construction while continuing to meet the City's operational, accessibility, durability, and maintenance expectations.

As part of its evaluation, staff reviewed restroom facilities used by neighboring agencies, including the Cities of Tracy and Antioch. Staff found that prefabricated restroom buildings are commonly used in comparable park settings and provide a practical alternative to traditional site-built facilities.

Compared to the traditional design-build approach presented during the October 2025 project update, the proposed prefabricated restroom approach is anticipated to provide several advantages, including:
• Lower anticipated project costs.
• Simplified procurement and installation.
• Standardized facilities that support consistent maintenance and operations. • Durable, permanent restroom buildings designed specifically for park environments.

Based on current planning-level estimates, the previously considered design-build approach was anticipated to cost approximately $3.0 million for four restroom facilities. Staff estimates the proposed prefabricated restroom approach at approximately $1.5 million, including utility design, concrete pads, installation, and contingency. This represents an estimated reduction in project costs of approximately 50 percent while continuing to provide permanent restroom facilities at all four neighborhood parks.

Because staff is recommending a refined delivery approach that differs from the approach anticipated during the October 2025 update, staff is seeking Council direction before proceeding with procurement.

If the City Council provides the requested direction, staff will proceed with procurement of the prefabricated restroom facilities and return with a future contract award recommendation for City Council consideration prior to construction.

FISCAL IMPACT
No immediate fiscal action is required as part of this discussion item. Funding for the Neighborhood Park Restroom Project was included in the Fiscal Year 2026 Budget approved on June 9, 2025.

Based on current planning-level estimates, the proposed prefabricated restroom approach is estimated to reduce overall project costs from approximately $3.0 million under the previously considered designbuild approach to approximately $1.5 million, including utility design, concrete pads, installation, and contingency. These estimates are preliminary and will be refined through the procurement process. Staff Item 9.1
Mountain House                                               Page 683 of 741 will return to the City Council with a contract award recommendation, final project costs, and any necessary budget adjustments, if applicable, prior to construction.

STRATEGIC PLAN
Advancing the Neighborhood Park Restroom Project supports the City Council Strategic Plan (adopted April 9, 2025) by enhancing neighborhood park amenities, improving accessibility, protecting public health and safety, and investing in durable public infrastructure that supports long-term operations and maintenance.

CEQA
The proposed construction of restrooms at Wicklund, Bethany, Altamont, and Questa Neighborhood Parks is categorically exempt from the requirements of the California Environmental Quality Act (CEQA) pursuant to CEQA Guidelines Section 15303 (New Construction or Conversion of Small Structures).

On October 22, 2025, the City Council adopted a Resolution approving the filing of Notice of Exemption No. NOE-PW 03-25 for the Neighborhood Park Restroom Facilities Project, documenting the City's environmental review for the approved restroom locations.

ACTION FOLLOWING CITY COUNCIL APPROVAL
If the City Council provides the requested direction, staff will:
• Proceed with procurement of the prefabricated restroom facilities. • Complete final utility and site design.
• Return to the City Council with a contract award recommendation. • Following City Council approval, proceed with construction and installation.

ATTACHMENTS
None.

Item 9.1
Mountain House                                               Page 684 of 741 TITLE: Altamont Park Playground Replacement Project Update MEETING DATE: July 22, 2026
PREPARED BY: Matthew Gutierrez, Program Manager

RECOMMENDATION
It is recommended that the City Council:

1. Receive the Altamont Park Playground Replacement Project update.

2. Provide feedback on the playground concept.

3. Direct staff to proceed with preparation of the final playground design and return with a cooperative purchasing agreement for Council approval.

BACKGROUND
On September 25, 2024, staff presented the Playground Assessment, which evaluated all 10 playgrounds within the City of Mountain House. The assessment identified the Bethany Neighborhood Park playground as the City's highest priority for replacement, followed by the Bethany Pocket Park playground. Both playground replacement projects were completed in 2025. Staff subsequently evaluated the remaining priority playgrounds at Questa and Altamont Parks. Based on Council direction and staff's assessment, Altamont Park was identified as the next priority for renovation.

In March 2026, staff invited six qualified playground vendors to develop conceptual designs based on the City's project goals and design criteria. Each vendor received the same project requirements to ensure a consistent evaluation process.

All six vendors submitted conceptual designs. Following an initial review, staff selected three finalists to advance in the process:
• Specified Play Equipment Co. (SpecPlay)
• KYA Group
• Kompan
Staff then conducted community outreach through both in-person and online surveys to gather public feedback on the preliminary concepts. The survey results were provided to the three finalists, who refined their designs before presenting them to an evaluation committee consisting of representatives from Public Works, Parks and Recreation, and Operations and Maintenance.

Item 9.2
Mountain House                                               Page 685 of 741 The evaluation committee assessed each proposal based on design quality, safety, maintenance considerations, community preferences, and overall value. SpecPlay received the highest overall evaluation based on its innovative design, maintenance considerations, safety features, competitive pricing, and ability to incorporate the community's most requested playground amenities.

DISCUSSION
Preferred Playground Concept
Based on the technical evaluation and community outreach process described above, staff identified Specified Play Equipment Co. (SpecPlay) as the preferred playground vendor. SpecPlay's concept (Attachment A) best balanced design quality, safety, long-term maintenance considerations, community preferences, and overall project value. The proposed concept also incorporated the community's highestranked design features while providing an engaging and inclusive play environment.

Design Elements
The proposed Altamont Neighborhood Park playground concept shown in Attachment A features a Rainforest/Jungle theme, which received the highest level of community support during the public outreach process (94 votes). The design incorporates a variety of interconnected play structures and activities intended to provide an engaging play experience for children ages 3 to 12 while emphasizing inclusive play opportunities and accessibility for children of all abilities.

The playground footprint will be expanded beyond its existing boundaries to maximize play opportunities.

The proposed design emphasizes safety, inclusivity, accessibility, and long-term durability while incorporating the community's highest-ranked amenities, including tall slides, a zip line, and swings.

Community outreach identified the following preferred design elements:

Category Community Preference
Preferred Theme Rainforest/Jungle (94 votes)
Runner-Up Theme Jurassic (60 votes)
Top Requested Feature Tall Slides
Second Requested Feature Zip Line
Third Requested Feature Swings
Primary Age Group 3 – 12 Years
Purchase and Installation
Item 9.2
Mountain House                                               Page 686 of 741 Following Council feedback, staff will finalize the playground design and return to the City Council with a cooperative purchasing agreement for approval. Playground equipment and installation services will be procured through OMNIA Partners' competitively solicited cooperative purchasing contract with SpecPlay. This approach streamlines procurement, leverages volume pricing, and maintains compliance with Section 210 of the City's Financial Management Manual while avoiding the time and expense associated with a separate competitive solicitation.

Project Timeline
Staff anticipates the following schedule for the Altamont Playground renovation:

Milestone Anticipated Schedule
City Council Design Review July 22, 2026
Cooperative Purchasing Agreement August 12, 2026
Final Design & Equipment Procurement Fall 2026
Site Preparation & Installation Winter 2026-27
Project Completion & Public Opening Spring 2027
This schedule assumes timely Council approval and favorable construction conditions. Staff will continue to provide updates throughout the project as milestones are achieved.

FISCAL IMPACT
The total cost of equipment procurement and installation is currently estimated at approximately $1,300,000. Funding for the project is included in the adopted FY 2026/27 Capital Improvement Program budget for park improvements. Staff will return to the City Council with the final project cost and cooperative purchasing agreement for approval.

STRATEGIC PLAN
The proposed direction supports the City's Strategic Plan, adopted April 9, 2025, by:
• Delivering capital improvement projects that enhance community infrastructure. • Maintaining safe, accessible, and well-designed parks and recreational facilities. • Promoting equitable access to neighborhood park amenities. • Providing high-quality public spaces that support community well-being.

Item 9.2
Mountain House                                               Page 687 of 741 CEQA
The proposed action is exempt from the California Environmental Quality Act (CEQA). The appropriate CEQA determination will be included with the future City Council agenda item requesting approval of the cooperative purchasing agreement and authorization to proceed with construction.

ACTION FOLLOWING CITY COUNCIL APPROVAL
Following Council direction, staff will:
• Finalize the preferred playground design.
• Complete final construction documents and cost estimates. • Prepare the cooperative purchasing agreement with SpecPlay. • Return to the City Council for contract approval.

ATTACHMENTS
Attachment A – Altamont Playground Design Renderings
Item 9.2
Mountain House                                               Page 688 of 741

ATTACHMENT A
Item 9.2
Mountain House                                               Page 689 of 741

ATTACHMENT A
Item 9.2
Mountain House                                               Page 690 of 741

ATTACHMENT A
Item 9.2
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ATTACHMENT A
Item 9.2
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ATTACHMENT A
Item 9.2
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ATTACHMENT A
Item 9.2
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ATTACHMENT A
Item 9.2
Mountain House                                               Page 695 of 741 TITLE: General Plan Status Update
MEETING DATE: July 22, 2026
PREPARED BY: Ben Ritchie, De Novo Planning Group
John B. Anderson, Contract Planner

RECOMMENDATION
Receive a status update on efforts to prepare the Mountain House General Plan and associated Environmental Impact Report (EIR).

BACKGROUND
This informational item provides the City Council with a status update on preparation of the City's first General Plan and associated Environmental Impact Report (EIR), summarizes work completed to date, and outlines the remaining project schedule.

In June 2025, the City entered into an agreement with De Novo Planning Group to prepare the City's first General Plan following incorporation. Under California law, every city and county is required to adopt a General Plan, which serves as the community's long-range policy framework for land use, infrastructure, public facilities, environmental stewardship, public safety, and other aspects of future growth and development. State law establishes the required elements of a General Plan while allowing each jurisdiction to tailor its policies to local priorities and conditions.

The Mountain House General Plan will establish a 20-year vision for the community by providing goals, policies, and implementation actions to guide future decision-making. It is supported by two companion documents: the Existing Conditions Report, which provides baseline data and analysis, and the Environmental Impact Report (EIR), which evaluates the potential environmental impacts associated with adoption and implementation of the General Plan.

DISCUSSION
Status of the General Plan Preparation Process and Community Outreach To date, the project team has completed several major milestones:
• Community Visioning and Outreach. In October 2025, the City hosted its first It Takes a Village Community Forum, which included a General Plan Visioning Workshop to gather community input on priorities, opportunities, challenges, and future land use considerations. An online survey Item 9.3
Mountain House                                               Page 696 of 741 provided an additional opportunity for public participation. Feedback received through the workshop and survey, together with the policy framework established by the Mountain House Master Plan, informed development of the draft Vision Statement, goals, policies, and implementation actions. An Outreach Summary Report documenting the community engagement process and feedback has been available on the City's website since January 2026 at https://www.mountainhouseca.gov/382/General-Plan-Documents. • Existing Conditions Report. The Existing Conditions Report was completed in March 2026 and provides the baseline data and analysis regarding demographics, land use, infrastructure, environmental resources, housing, transportation, public facilities, and economic conditions that support preparation of the General Plan. The report is available on the City's website. • Administrative Draft General Plan. The Administrative Draft General Plan has been completed and is currently undergoing staff review. The project team continues to work with City staff to finalize the document in preparation for release of the Public Draft General Plan. • Administrative Draft Environmental Impact Report (EIR). The Notice of Preparation (NOP) was filed on May 5, 2026, and a public scoping meeting was held on May 21, 2026. Preparation of the Administrative Draft EIR is nearing completion and will soon be submitted to City staff for review.

Consistent with the California Environmental Quality Act (CEQA), the Draft EIR will evaluate the potential environmental impacts associated with adoption and implementation of the General Plan and will be released for public review concurrently with the Draft General Plan.

General Plan Contents
The Mountain House General Plan has been prepared consistent with the requirements of California Government Code Section 65300 et seq. As the City's primary land use policy document, the General Plan establishes the long-term framework for future growth, development, infrastructure, and public investment. Upon adoption, all future planning and land use decisions, including Area Plans, Specific Plans, Master Plans, subdivisions, public works projects, public facilities, and zoning actions, must be consistent with the General Plan.

The General Plan is organized into eight elements, each containing goals, policies, and implementation actions. The Implementation Element consolidates these actions into a single work program that identifies the responsible City department and anticipated implementation timeframe.

The Mountain House General Plan includes the following elements:
• Land Use
• Circulation
• Economic Development
• Resource Management
• Public Services
Item 9.3
Mountain House                                               Page 697 of 741 • Safety
• Environmental Justice
• Implementation
The Housing Element is being prepared concurrently through a separate process to satisfy State housing law requirements.

The Land Use Map, which is a component of the Land Use Element, remains substantially consistent with the existing Mountain House Master Plan. Targeted revisions have been made to reflect recent City approvals; however, the overall distribution and mix of land uses throughout the community remain unchanged.

Relationship to the Mountain House Master Plan
Long before Mountain House became an incorporated city, its growth and development were guided by the Mountain House Master Plan, originally adopted by the San Joaquin County Board of Supervisors in 1994 and amended periodically through 2026. For nearly three decades, the Master Plan served as the community's primary planning document, establishing the framework for land use, transportation, infrastructure, parks, schools, design standards, and programs supporting jobs-housing balance and affordable housing.

In preparing the City's first General Plan, the project team drew extensively from the Master Plan. Where existing policies remain effective and consistent with current State law, they have been carried forward into the General Plan. In other areas, policies have been updated, expanded, or refined to reflect changes in State law, evolving community needs, and the City's responsibilities as an incorporated municipality.

Upon adoption, the General Plan will become the City's primary land use policy document, superseding the Master Plan. The Master Plan will be retired as a policy document; however, certain technical and implementation provisions will remain in effect until they are replaced by City-adopted standards or implementing documents. Where both documents address the same subject matter, the General Plan will govern.

Following adoption of the General Plan, the following Master Plan provisions will remain operative:
• Technical Standards. Technical infrastructure and design standards not incorporated into the General Plan, such as street cross-sections, drainage standards, school siting criteria, and design guidelines, will remain in effect until superseded by the City's Development Code, Engineering Standards Manual, or other implementing documents.
• Vested Entitlements. Provisions incorporated into approved Specific Plans, development agreements, subdivision maps, or other vested land use entitlements will remain effective unless amended, superseded, or otherwise expire. Adoption of the General Plan does not alter vested rights.

Item 9.3
Mountain House                                               Page 698 of 741 • Ongoing Program. The Affordable Housing Program established by the Master Plan will continue through the goals, policies, and implementation actions contained in the General Plan.

As the City continues to mature, supporting planning documents, including water, wastewater, transportation, and other infrastructure master plans, will continue to be updated and adopted under City authority.

Next Steps
The project team remains on schedule to release the Draft General Plan and Draft Environmental Impact Report (EIR) for public review in early September 2026. Both documents will be made available on the City's website and at City Hall for a minimum 45-day public review and comment period.

During the public review period, the City will host a community workshop to provide an overview of the Draft General Plan, answer questions, and receive public feedback. Written comments on both the Draft General Plan and Draft EIR may be submitted throughout the review period.

Following the close of the public review period, the project team will prepare the Final EIR, including responses to all comments received on the Draft EIR, and will compile and summarize comments received on the Draft General Plan. Staff will then return to the City Council in late 2026 with an overview of the public comments and the recommended final General Plan and Final EIR.

The project team anticipates presenting the General Plan and Final EIR to the City Council for certification of the EIR and adoption of the General Plan in late 2026.

Milestone Anticipated Schedule
Release Draft General Plan & Draft EIR Early September 2026 Community Workshop During the public review period
(anticipated late September 2026)
Public Review Period Minimum 45 days
Final EIR & Response to Comments Fall 2026
City Council Consideration
(Certification of the EIR and Adoption of the General Plan) Late 2026

FISCAL IMPACT
The work being performed by De Novo Planning Group is authorized under the professional services agreement approved by the City Council on June 25, 2025, in the amount of $534,045, plus a five percent Item 9.3
Mountain House                                               Page 699 of 741 (5%) contingency of $26,702. Project work began immediately following contract approval and spans two fiscal years (FY 2025-26 and FY 2026-27).

STRATEGIC PLAN
Adoption of the General Plan supports the City's Strategic Plan, adopted April 9, 2025, by:
• Continuing to collaborate effectively with developers and community partners to build a safe, vibrant community for residents, businesses, and visitors. • Guiding land use planning and economic development to support the City's long-term vision and sustainable growth.

CEQA
Preparation of a Program Environmental Impact Report (EIR) is included within the approved scope of work for the General Plan Update. The Draft EIR will be released concurrently with the Draft General Plan for public review and comment in accordance with the California Environmental Quality Act (CEQA).

ACTION FOLLOWING CITY COUNCIL APPROVAL
This is an informational item only. No action is required.

ATTACHMENTS
None.

Item 9.3
Mountain House                                               Page 700 of 741 TITLE: Preview of Changes in Land Use Designations Requested by Mountain House Developers at Six Locations North of Byron Road
MEETING DATE: July 22, 2026
PREPARED BY: John B. Anderson, David Niskanen, and Brad Wall, Contract Planners

RECOMMENDATION
Staff recommends that the City Council:

1. Receive a preview of the proposed MHD C-R Land Use Changes Project (General Plan Amendment No. GPA-25-002, Master Plan Amendment No. MPA-25-002, Specific Plan Amendment No. SPA25-002, Zone Reclassification No. ZR-25-001, Parks, Recreation and Leisure Plan Amendment, and Major Tentative Subdivision Map Nos. TSM-25-002, TSM-25-003, TSM-25-005, and TSM-25-006).

2. Provide preliminary feedback to staff in advance of completion of environmental review and a future public hearing.

BACKGROUND
The Mountain House Master Plan, originally approved in 1994, serves as the long-range planning framework for the community's growth and development.

Specific Plan II was approved by the San Joaquin County Board of Supervisors in 2004 to implement the Master Plan for Neighborhoods C, D, H, I, J, K, L, and the Town Center. Concurrently, the County and the Master Developer entered into the Specific Plan II Development Agreement, which, together with related Master Plan amendments and community approvals, established vested development rights for Specific Plan II through February 8, 2035.

Since its approval, San Joaquin County and, following incorporation, the City of Mountain House have approved a series of amendments to the Master Plan and Specific Plan II to respond to changing community needs while maintaining consistency with the overall planning framework. These amendments have included revisions to land use designations, subdivision layouts, open space planning, and residential development patterns.

The proposed project requests changes to several long-range planning documents affecting six locations north of Byron Road in Neighborhoods I, J, K, and L. The proposal includes amendments to the General Plan, Master Plan, Specific Plan II, zoning, the Parks, Recreation and Leisure Plan, and four Major Tentative Subdivision Maps.

A map of the Specific Plan II project area is provided below.

Item 9.4
Mountain House                                               Page 701 of 741 Project Location – Specific Plan II (North of Byron Road)

DISCUSSION
Project Overview
Mountain House Developers (MHD) is requesting a series of amendments affecting six locations within Neighborhoods I, J, K, and L north of Byron Road. The proposed project includes amendments to the General Plan, Master Plan, Specific Plan II, zoning, the Parks, Recreation and Leisure Plan, and four Major Tentative Subdivision Maps.

Because the proposed amendments affect multiple long-range planning documents and involve several policy considerations, staff is providing this informational preview to obtain preliminary City Council feedback before completing environmental review and scheduling a public hearing.

Item 9.4
Mountain House                                               Page 702 of 741 Collectively, the proposal would redesignate portions of land currently planned for Recreation Commercial, Community Commercial, Public Facilities, and Community Park uses to residential, neighborhood commercial, and other supporting land uses. The proposed amendments would facilitate future residential development, reconfigure portions of the planned park system, and modify certain public facility sites while maintaining compliance with the overall Master Plan dwelling unit cap.

The following sections summarize the key policy issues and the proposed amendments for each of the six project areas.

KEY POLICY ISSUES
Redistribution of Residential Density
One of the primary policy questions raised by the proposed project is whether the additional residential lots increase the City's overall residential capacity. They do not. The Mountain House Master Plan establishes a maximum of 16,105 dwelling units communitywide, and the proposed project maintains compliance with that limit by redistributing anticipated residential density within Specific Plan II rather than increasing the total number of dwelling units.

Master Plan Policy 3.3.1 requires amendments to a Specific Plan to demonstrate consistency with the communitywide dwelling unit limit. To accomplish this, the applicant proposes to redistribute anticipated residential density from designated Medium High Density Residential (R-MH) areas within Neighborhoods I, K, and the Town Center. Specifically, the assumed density for most R-MH sites would be reduced from

14.0 dwelling units per acre to 10.7 dwelling units per acre, creating capacity for the additional residential lots proposed elsewhere within Specific Plan II while preserving the overall Master Plan dwelling unit cap.

The active adult R-MH sites in Neighborhood K would continue to assume a residential density of 12 dwelling units per acre, consistent with prior planning assumptions and representations made to the Lammersville Unified School District.

The applicant submitted revised Master Plan and Specific Plan II tables documenting the proposed density redistribution and updated neighborhood dwelling unit counts. Staff reviewed the revised planning assumptions and determined that the proposed amendments remain consistent with Master Plan Policy

3.3.1 and the established communitywide dwelling unit limit.

Parks, Recreation, and Leisure Plan Amendments
The proposed project requires amendments to the City's 2021 Parks, Recreation, and Leisure Plan to reflect the proposed land use changes within the Specific Plan II area. The most significant amendment involves reconfiguring portions of the planned Greenway Loop Park to accommodate new residential development while maintaining the overall recreational function of the loop park system.

Item 9.4
Mountain House                                               Page 703 of 741 The 2021 Parks, Recreation, and Leisure Plan envisions the Greenway Loop Park as a continuous open space and trail network supporting recreation, fitness, and community connectivity. Under the proposed project, portions of the planned park would be reconfigured, reducing designated Loop Park acreage from 148.3 acres to 126.7 acres (approximately 21.6 acres). In addition, the average width of the Greenway Loop Park would decrease from approximately 250 feet to 230 feet in certain locations.

Because these changes would amend the adopted Parks, Recreation, and Leisure Plan, staff requested that the applicant prepare conceptual park plans demonstrating how the recreational intent and functionality of the Greenway Loop Park would be maintained despite the proposed reduction in acreage.

Those conceptual plans are included in the applicant's project materials for City Council review. The following exhibit illustrates the proposed loop park configuration in Neighborhood I.

Proposed Loop Park System – Neighborhood I
The proposed Parks, Recreation, and Leisure Plan amendments:
• Update references from Mountain House Community Services District to City of Mountain House.

Item 9.4
Mountain House                                               Page 704 of 741 • Revise park acreage totals for Old River Park, Creek Park, and Greenway Loop Park to reflect the proposed land use changes and maintain consistency with the Master Plan and Specific Plan II. • Update Figures 1 and 2 to reflect revised land use designations, trail alignments, open space configuration, and the proposed Trail Staging Area.

Projected Student Enrollment
Although the proposed project remains consistent with the Master Plan's overall dwelling unit cap, the proposed redistribution of residential density is projected to increase student generation compared to the assumptions currently reflected in the Master Plan. Based on staff's review of the applicant's proposed land use changes and application of the student generation rates established in the Master Plan, buildout of Specific Plan II is projected to generate approximately 79 additional kindergarten through eighth grade students and 43 additional high school students beyond the existing Master Plan assumptions.

Chapter 5, Education, Child Care, and Library Services, of the Mountain House Master Plan establishes the policies and planning assumptions used to coordinate residential development with school facilities.

Student generation under the Master Plan is based on residential land use designations and the associated student generation rates for each housing type, rather than the total number of dwelling units alone.

Consequently, changes in residential density assumptions can affect projected school enrollment even when the overall dwelling unit cap remains unchanged.

For context, the Existing Conditions Report prepared for the City's General Plan Update (March 2026) indicates that schools serving Mountain House enrolled approximately 7,949 students during the 2024- 25 school year, including approximately 5,521 students in kindergarten through eighth grade and 2,428 students in grades nine through twelve.

Table 5.1 of the Mountain House Master Plan establishes the student generation rates used to estimate projected school enrollment at community buildout. The table is provided below for reference.

Item 9.4
Mountain House                                               Page 705 of 741 The increase in projected student generation results from the proposed redistribution of residential density within Specific Plan II. While the proposal maintains compliance with Master Plan Policy 3.3.1 by preserving the overall dwelling unit cap, it shifts anticipated residential development from Medium High Density Residential (R-MH) land to Low Density Residential (R-L) and Medium Density Residential (R-M) land uses. Under the Master Plan's adopted student generation methodology, lower-density residential land uses generate more students per dwelling unit than Medium High Density Residential land uses.

Accordingly, the proposed redistribution increases projected student enrollment even though the total number of dwelling units remains unchanged.

The following tables compare the existing Specific Plan II residential assumptions with the applicant's proposed amendments and illustrate the resulting changes in projected student generation.

Item 9.4
Mountain House                                               Page 706 of 741 The projected increase in student generation reflects the planning assumptions established by the Mountain House Master Plan for long-range land use planning. This analysis is intended to evaluate consistency with the Master Plan and inform the City's consideration of the proposed land use amendments. Questions regarding school facility capacity, future enrollment, school funding, and implementation of school mitigation requirements remain within the jurisdiction of the Lammersville Unified School District and will continue to be evaluated through applicable development review processes.

PROJECT AREAS 1 – 6
Location
As described previously, the proposed MHD C-R Land Use Changes Project affects six locations within Specific Plan II, north of Byron Road, in Neighborhoods I, J, K, and L. The locations of the proposed amendments are shown on the exhibit below.

Item 9.4
Mountain House                                               Page 707 of 741 Project Location Map
The following sections summarize each of the six project areas, the proposed land use amendments, and, where applicable, the associated Tentative Subdivision Maps. Conceptual plans and subdivision exhibits are provided in Attachment A for reference.

General Summary
Area Acreage (Net) Number of Lots Density (Net)
Area 1 (Tract 4265) – TSM-25-002 8.54 58 6.8 du/ac
Area 2 (Tract 4268) – TSM-25-003 16.91 82 4.8 du/ac
Area 3 (Tract 4270) – TSM-25-005 2.47 15 6.1 du/ac
Area 4 (Tract 3935) – TSM-25-006 9.72 63 6.5 du/ac
Sub-Total 37.64 218
Area 5* 4.8 33 6.9 du/ac
Area 6* 22.3 86 3.9 du/ac
Total 64.74 337
Item 9.4
Mountain House                                               Page 708 of 741 *Number of Lots for Area 5 and 6 are based on Conceptual Site Plans.

Areas 5 and 6 do not include Major Tentative Subdivision Map applications at this time. Instead, the applicant has submitted conceptual site plans illustrating one potential development scenario consisting of approximately 33 residential lots in Area 5 and 86 residential lots in Area 6.

Area 1 – Neighborhood I (APN: 258-26-009, -010, -022, and -037) General Plan Amendment • Master Plan Amendment • Specific Plan II Amendment • Zone Reclassification • Parks, Recreation, and Leisure Plan Amendment • Major Subdivision Application No. TSM-25-002 (Tract 4265)

Area 1 is located west of Great Valley Parkway, north of Byron Road, in Neighborhood I near the City's western boundary.

The applicant requests amendments to the General Plan, Master Plan, Specific Plan II, zoning, and the Parks, Recreation and Leisure Plan to redesignate Area 1 from Recreation Commercial and Community Park to Medium Density Residential. Major Tentative Subdivision Map No. TSM-25-002 (Tract 4265) would subdivide approximately 8.54 net acres into 58 single-family residential lots.

The proposed subdivision includes typical lot dimensions of 50 by 120 feet (6,000 square feet) with access provided from A Avenue, which is currently under construction. The proposed residential density is 6.8 dwelling units per net acre, which is consistent with the General Plan Medium Density Residential designation of 6.1 to 10.0 dwelling units per acre.

The proposed Major Tentative Subdivision Map for Area 1, Tract 4265 is included in Attachment A.

Area 2 – Neighborhood I (APN: 258-26-003, and -004)
General Plan Amendment • Master Plan Amendment • Specific Plan II Amendment • Zone Reclassification • Parks, Recreation and Leisure Plan Amendment • Major Subdivision Application No. TSM-25-003 (Tract 4268)
Area 2 is located along the west side of Great Valley Parkway, north of Byron Road in Neighborhood I. The site is located immediately north of the City's Water Treatment Plant Expansion area and east of the Dry Creek wetland and conservation corridor.

The applicant requests amendments to the General Plan, Master Plan, Specific Plan II, zoning, and the Parks, Recreation and Leisure Plan to redesignate Area 2 from Recreation Commercial, Public Facilities, and Community Park to Low Density Residential. Major Tentative Subdivision Map No. TSM-25-003 (Tract 4268) would subdivide approximately 16.91 net acres into 82 single-family residential lots.

The proposed subdivision includes typical lot dimensions of 50 by 100 feet (5,000 square feet) with access provided by an interior roadway connecting to Great Valley Parkway. A seven-foot community wall is proposed along Great Valley Parkway and adjacent to the lots nearest the City's Water Treatment Plant Item 9.4
Mountain House                                               Page 709 of 741 Expansion area. The proposed residential density is 4.8 dwelling units per net acre, which is consistent with the General Plan Low Density Residential designation of 2.1 to 8.0 dwelling units per acre.

The proposed Major Tentative Subdivision Map for Area 2 (Tract 4268) is included in Attachment A.

Area 3 – Neighborhood J (APN: 258-03-060 and -061)
General Plan Amendment • Master Plan Amendment • Specific Plan II Amendment • Zone Reclassification • Parks, Recreation, and Leisure Plan Amendment • Major Subdivision Application No. TSM-25-005 (Tract 4270)
Area 3 is located along Central Parkway, north of Byron Road in Neighborhood J and is bisected by Kirpa Way.

The applicant requests amendments to the General Plan, Master Plan, Specific Plan II, zoning, and the Parks, Recreation and Leisure Plan to redesignate Area 3 from Recreation Commercial to Medium Density Residential and Neighborhood Commercial. Major Tentative Subdivision Map No. TSM-25-005 (Tract 4270) would subdivide approximately 2.47 net acres into 15 single-family residential lots and create one

1.65-acre Neighborhood Commercial parcel.

The proposed residential lots would generally measure 45 by 100 feet (4,500 square feet). Access would be provided by an interior roadway connecting Central Parkway and Kirpa Way. The proposed Neighborhood Commercial parcel would front both Central Parkway and Kirpa Way, while the residential lots would front Central Parkway with garage access provided from the interior roadway. The proposed residential density is 6.1 dwelling units per net acre, which is consistent with the General Plan Medium Density Residential designation of 6.1 to 10.0 dwelling units per acre.

The proposed Major Tentative Subdivision Map for Area 3 (Tract 4270) is included in Attachment A.

Area 4 – Neighborhood K (APN: 258-04-005 and -028)
General Plan Amendment • Master Plan Amendment • Specific Plan II Amendment • Zone Reclassification • Major Subdivision Application No. TSM-25-006 (Tract 3935) Area 4 is located along Central Parkway at the northeast corner of Central Parkway and Stockyard Drive in Neighborhood K. The site is immediately north of the City's Fire Station No. 2.

The applicant requests amendments to the General Plan, Master Plan, Specific Plan II, and zoning to redesignate Area 4 from Community Commercial to Medium Density Residential. Major Tentative Subdivision Map No. TSM-25-006 (Tract 3935) would subdivide approximately 9.72 net acres into 63 single-family residential lots.

The proposed subdivision includes typical lot dimensions of 45 by 85 feet (3,825 square feet) with access provided from Stockyard Drive and the future extension of Moana Avenue. The proposed residential density is 6.5 dwelling units per net acre, which is consistent with the General Plan Medium Density Residential designation of 6.1 to 10.0 dwelling units per acre.

Item 9.4
Mountain House                                               Page 710 of 741 The proposed Major Tentative Subdivision Map for Area 4 (Tract 3935) is included in Attachment A.

Area 5 – Neighborhood K (APN: 258-040-025)
General Plan Amendment • Master Plan Amendment • Specific Plan II Amendment • Zone Reclassification • Parks, Recreation, and Leisure Plan Amendment
Area 5 is located along Central Parkway in Neighborhood K and surrounds Fire Station No. 2 on three sides within the Specific Plan II area.

The applicant requests amendments to the General Plan, Master Plan, Specific Plan II, zoning, and the Parks, Recreation, and Leisure Plan to redesignate Area 5 from Public Facilities to Medium Density Residential. Unlike Areas 1 through 4, no Tentative Subdivision Map has been submitted for Area 5.

Instead, the applicant has provided a conceptual site plan illustrating one potential residential development scenario consisting of approximately 33 residential lots.

The City's 2021 Parks, Recreation, and Leisure Plan currently identifies Area 5 as one of eight designated Trail Staging Areas supporting the Mountain House Creek and Old River Regional Park trail systems.

Approval of the proposed land use amendments would necessitate relocation of the Trail Staging Area to a location farther north along Mountain House Creek Park near Old River Regional Park. As part of any future implementation, the relocated staging area and associated park improvements would require further planning and refinement.

Staff requested the conceptual site plan to assist in evaluating whether future residential development could reasonably be accommodated on the site. Based on its review, staff identified several planning considerations that would require additional evaluation during any future entitlement process, including:
• Compatibility with the adjacent Fire Station No. 2.
• Limited site access and circulation.
• Relocation of the planned Trail Staging Area.
• Conversion of land currently designated for public facilities.

The conceptual site plan for Area 5 is included in Attachment A.

Area 6 – Neighborhood L (APNs: Portions of 209-040-023 and 258-040-033) General Plan Amendment • Master Plan Amendment • Specific Plan II Amendment • Zone Reclassification • Parks, Recreation, and Leisure Plan Amendment
Area 6 is located along the east side of Central Parkway, immediately north of Byron Road and the Union Pacific Railroad right-of-way, in Neighborhood L within the Specific Plan II area. The site consists of portions of two parcels that also encompass the Mountain House Creek corridor between Byron Road and Old River.

Item 9.4
Mountain House                                               Page 711 of 741 The applicant requests amendments to the General Plan, Master Plan, Specific Plan II, zoning, and the Parks, Recreation, and Leisure Plan to redesignate Area 6 from Public Facilities to Low Density Residential. Similar to Area 5, no Tentative Subdivision Map has been submitted for Area 6. Instead, the applicant has provided a conceptual site plan illustrating one potential residential development scenario consisting of approximately 86 residential lots.

Area 6 is currently designated Public Facilities and was originally planned as the North Community Park site under Specific Plan II. Approval of the proposed amendments would redesignate the property for Low Density Residential, with future residential development subject to separate entitlement applications and City Council approval.

Staff requested the conceptual site plan to assist in evaluating whether future residential development could reasonably be accommodated on the site. Based on its review, staff identified several planning considerations that would require additional evaluation during any future entitlement process, including:
• Development of permanent access from Central Parkway. • Feasibility and design of a new crossing over Mountain House Creek. • Compatibility with the surrounding open space and creek corridor. • Conversion of land currently designated for public facilities.

The conceptual site plan for Area 6 is included in Attachment A.

Collectively, the proposed amendments would modify land use designations at six locations within Specific Plan II while maintaining compliance with the Master Plan's overall dwelling unit cap. Areas 1 through 4 include Major Tentative Subdivision Map applications proposed for consideration as part of the future public hearing. Areas 5 and 6 include conceptual development scenarios intended to illustrate the potential implications of the requested land use amendments and would require future entitlement applications before residential development could occur.

NEXT STEPS
This item is intended as an informational preview only. Staff is seeking preliminary City Council feedback before completing environmental review and returning with the proposed project for a public hearing, currently anticipated on August 26, 2026.

FISCAL IMPACT
There is no direct fiscal impact associated with this discussion item. Staff costs associated with processing the proposed project are funded by the applicant through a Deposit Reimbursement Agreement (DRA).

Item 9.4
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STRATEGIC PLAN
The proposed Project supports the City’s Strategic Plan, adopted April 9, 2025, by advancing implementation of the Master Plan, supporting housing opportunities, and promoting thoughtful growth and development consistent with the City’s long-term land use vision.

CEQA
In accordance with the California Environmental Quality Act (CEQA), staff is preparing an Addendum to the 1994 Mountain House Master Plan Environmental Impact Report (EIR) in coordination with the applicant.

The Addendum will describe the proposed project, evaluate its potential environmental impacts, and determine whether the project would result in any new significant environmental impacts not previously addressed.

ACTION FOLLOWING CITY COUNCIL APPROVAL
This is a discussion item only. No formal action is requested of the City Council at this time.

Following City Council discussion, staff will continue processing the proposed land use amendments and Tentative Subdivision Map applications, complete environmental review pursuant to CEQA, and return to the City Council for a public hearing on the requested entitlements.

The public hearing is currently anticipated to occur on August 26, 2026, following completion of environmental review and satisfaction of applicable public noticing requirements.

ATTACHMENTS
Attachment A – Proposed Tentative Subdivision Maps and Conceptual Site Plans (Areas 1 – 6)

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ATTACHMENT A
Area 1
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ATTACHMENT A
Area 2
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ATTACHMENT A
Area 3
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ATTACHMENT A
Area 4
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ATTACHMENT A
Area 5
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ATTACHMENT A
Area 6
Item 9.4
Mountain House                                               Page 719 of 741 TITLE: Red Light Camera Update
MEETING DATE: July 22, 2026
PREPARED BY: Rex Osborn, Director of Public Safety (Consultant)

RECOMMENDATION
It is recommended that the City Council receive this informational update on the implementation and initial results of the City's Red-Light Camera Safety Program.

BACKGROUND
The City of Mountain House implemented the SB 720 Red-Light Camera Safety Program to improve safety at high-volume intersections by reducing red-light violations and other dangerous driving behaviors.

Following City Council direction beginning in November 2025, the City completed the required public outreach, traffic impact analysis, equipment installation, testing, and statutory notice requirements prior to initiating enforcement. The implementation process also included warning signage, staff training, and a public education campaign before citations were issued.

The program consists of 14 camera approaches at six signalized intersections and was implemented in multiple phases.

DISCUSSION
Program Performance
The SB 720 program is intended to improve driver behavior through education, awareness, and consistent enforcement. Initial results indicate encouraging improvements in driver compliance.

Since implementation began in April 2026:
• More than 2.4 million vehicles have traveled through monitored intersections. • Overall driver compliance has exceeded 99.7 percent.
• Average daily red-light events have significantly declined during the warning period.

Citation Review Process
Item 9.5
Mountain House                                               Page 720 of 741 Every potential violation undergoes multiple levels of review before a citation is issued. Images are initially reviewed by trained personnel and are then evaluated by City staff to validate whether a violation occurred before a Notice of Violation is issued.

Violations are processed as civil violations pursuant to SB 720 and do not result in Department of Motor Vehicles (DMV) points.

Every violation notice includes a link to a video showing the violation.

Program Evaluation
Staff will continue monitoring program performance, citation trends, intersection safety, and public feedback as additional data becomes available. Future updates will include longer-term trend analysis as the program matures.

FISCAL IMPACT
The program was structured to operate on a cost-neutral basis with no anticipated impact to the City's General Fund. Program costs are supported through citation revenue, consistent with applicable state law and contractual requirements. Any net revenues remaining after payment of authorized program costs must be used for traffic safety purposes as required by applicable law.

STRATEGIC PLAN
The Red-Light Camera Safety Program supports the City's Strategic Plan, adopted April 9, 2025, by:
• Improving roadway safety for motorists, pedestrians, and bicyclists. • Reducing dangerous driving behaviors at signalized intersections. • Using technology and data to enhance public safety.
• Supporting safe and efficient transportation throughout the community.

CEQA
Not applicable. This is an informational item.

ACTION FOLLOWING CITY COUNCIL APPROVAL
This is an informational item. Staff will continue implementing, monitoring, and evaluating the Red-Light Camera Safety Program and will provide future updates to the City Council as appropriate.

Item 9.5
Mountain House                                               Page 721 of 741 DISCUSSION ITEM | 1
TITLE: City Manager’s Update
MEETING DATE: July 22, 2026
PREPARED BY: Steven J. Pinkerton, City Manager
COMMUNITY CONCERNS & CITY RESPONSE:

To ensure transparency and community engagement, staff provide responses to public comments and concerns raised during City meetings or through communication channels. We address key issues and provide updates or next steps. More details about follow-ups can be found at www.mountainhouseca.gov/PublicFollowUp .

LIBRARY UPDATES
The Mountain House Branch Library continues to offer a variety of educational and recreational programs for children, teens, adults, and families throughout July and August.

Upcoming July highlights include:
• July 21: Cascada de Flores Musical Storytelling (11 a.m.) and Family Story Time & Cozy Reading Time (beginning at 5 p.m.)
• July 22: Dungeons & Dragons (ages 14+) from 2–4 p.m.
• July 23: Archaeological Excavation Adventure from noon–1 p.m. • July 28: Science Storytime: Under the Sea from 2–3 p.m. • July 29: Family Movie – Dog Man from 3:30–5 p.m.
• July 30: Mountain House Library Talent Showcase from 2–4:30 p.m.

Featured August events include:
• Aug. 3: Birdhouse Painting
• Aug. 5: Dungeons & Dragons
• Aug. 10: Origami Robotic Gripper Makerspace
• Aug. 12: International Pirate Month: One Piece Crafts • Aug. 19: Lego Building Fun
• Aug. 24: Solar Oven S'mores (registration required)
• Aug. 26: Family Movie Night – Zootopia 2
The library also continues its regular early childhood programming, including Baby Story Time, Preschool Story Time, Family Story Time, Stay & Play, and ABC 123 Explorers.

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2 DEPARTMENT UPDATES
Communications
The Communications Office continued supporting City initiatives through strategic communications, community engagement, digital outreach, and public education to keep residents informed about City programs, services, and events.

Accessory Dwelling Unit (ADU) Community Survey
Staff is developing an outreach campaign to encourage participation in the City's Accessory Dwelling Unit (ADU) Community Survey, including promotional graphics, website content, and social media messaging to educate residents and gather community input.

National Night Out Planning
Staff continued preparations for the City's annual National Night Out on Tuesday, August 4, at Central Community Park. Outreach efforts include event branding, promotional materials, website updates, social media content, and community outreach highlighting free family activities, public safety demonstrations, complimentary document shredding, and free compost giveaways.

Traffic Safety Communications
Staff continued public education efforts supporting the City's Automated Red-Light Enforcement Program through educational graphics, website updates, and social media content explaining the citation review process, use of program revenues, and the City's ongoing commitment to traffic safety. Staff also responded to resident inquiries across multiple communication channels.

Upcoming Priorities
• Launch outreach for the ADU Community Survey.
• Complete the final promotional campaign for National Night Out. • Prepare communications and media outreach for the September Tennis Court Ribbon Cutting. • Continue expanding website content and enhancing digital services for residents.

Human Resources
The City is currently recruiting for Engineer IV/V, Recreation Assistant, and Part-Time Recreation Leader positions.

Staff has reached tentative agreements with SEIU through the meet-and-confer process for the Memoranda of Understanding (MOUs) that expired on June 30, 2026. Union ratification is anticipated within the next few weeks, and the agreements are scheduled to be presented to the City Council In the near future.

In preparation for the upcoming grand opening, risk inspections and safety assessments will be completed at both dog parks to help ensure the facilities are ready for public use.

Parks and Recreation
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3 Special Events
Juneteenth Celebration
On June 20, the City hosted its fourth annual Juneteenth Celebration at Central Community Park. This year's theme, "Trailblazing Black Cowboys & Cowgirls in American History," featured live entertainment, cultural performances, educational exhibits, local vendors, food, and family activities. Approximately 3,400 attendees participated in the event, reflecting the community's continued support for this annual celebration.

Music in the Park
Due to the continued success of the Music in the Park series and positive feedback from attendees, future concerts will be extended to 9:00 p.m. beginning with the July 25 performance by the Yacht Rockers. The additional hour will provide residents with more time to enjoy live music, support local food vendors, and connect with friends and neighbors.

Central Park Cinema
Nearly 800 moviegoers attended the first Central Park Cinema of the season for the showing of Zootopia

2. The Parks & Recreation Department partnered with the Rotary Club of Mountain House, the Mountain House Scouting Foundation, and the Mountain House Sports & Recreation Club to provide fundraising opportunities during the movie series. Captain America was shown on Friday, July 10, as part of the City's America 250 Month of Heroes celebration, followed by the season finale, How to Train Your Dragon, on Friday, August 14.

Central Park Cinema is made possible through the generous support of Rank Investigations.

Event 2024 2025 2026
Bike Rodeo 225 250 325
Kite Festival 900 1,200 2,200
Juneteenth 3,400 2,800 3,400
Central Park Cinema (June) — 625 800
Total Attendance 4,525 4,875 6,725
Attendance at City special events continues to grow, with more than 6,700 participants attending major Parks & Recreation events to date in 2026, representing a nearly 38% increase over the same events in 2025.

Tennis Court Operations
The following table summarizes monthly tennis court reservation revenue collected at Mountain House High School (MHHS) and Central Park over the past 12 months. Revenue reflects net reservations after refunds for weather-related cancellations and instructor availability.

Monthly Tennis Court Reservation Revenues
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4 Month MHHS Central
Park Month MHHS Central Park % Change
June 2026 $160.00 $2,845.00 June 2025 $520.00 $4,584.00 (41%) May 2026 $664.00 $3,470.00 May 2025 $352.00 $4364.50 (12%) Apr. 2026 $216.00 $2,436.00 Apr. 2025 $448.00 $3,722.00 (36%) Mar. 2026 $864.00 $2,030.50 Mar. 2025 $372.00 $3,496.00 (25%) Feb. 2026 $816.00 $3,300.00 Feb. 2025 $636.00 $3,589.00 (3%) Jan. 2026 $552.00 $2,750.00 Jan. 2025 $452.00 $2,321.50 19% Dec. 2025 $420.00 $1,090.00 Dec. 2024 $224.00 $3,152.00 (55%) Nov. 2025 $688.00 $2,190.00 Nov. 2024 $328.00 $3,924.00 (32%) Oct. 2025 $560.00 $3,816.00 Oct. 2024 $573.00 $4,508.00 (14%) Sept. 2025 $164.00 $4,336.00 Sept. 2024 $565.00 $2,554.00 44% Aug. 2025 $504.00 $4,440.00 Aug. 2024 $219.00 $1,680.00 160% July 2025 $424.00 $3,134.50 July 2024 $103.50 $1,500.00 122% Total $6,032.00 $35,838.00 $4,792.50 $39,395.00 (5%)
Overall reservation revenue totaled $41,870 during the past 12 months, compared with $44,188 during the previous 12-month period, representing an overall decrease of approximately 5 percent. While monthly revenues continue to fluctuate due to seasonal demand, weather conditions, and programming schedules, staff continues to monitor court utilization and reservation trends.

Mountain House Tennis Center & Pickleball Complex
Construction of the Mountain House Tennis Center remains on schedule, with substantial completion anticipated in September, followed by final punch list activities.

Staff continues preparing for facility opening tentatively scheduled for September 18 by coordinating technology installation, furniture procurement, staffing, operational procedures, and safety planning.

Recruitment is underway for Recreation Leader and Recreation Assistant positions, and a Request for Qualifications (RFQ) will be issued to establish a pool of qualified contract tennis and pickleball instructors.

Communications planning for the grand opening is also underway and will highlight both the new ninecourt Tennis Center and the conversion of the existing Central Park tennis courts into 11 dedicated pickleball courts. Staff is currently evaluating the grand opening date to maximize participation from community partners and the local tennis community.

Facility Usage
City facilities continue to experience strong community use through a combination of City programs, community meetings, recreational activities, private rentals, and organized sports.

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5 Indoor Facilities
Indoor facilities, including the Firehouse Community Room, Town Hall meeting rooms, and the Unity Center, hosted 234 reservations during June, generating $3,658 in rental revenue. Reservations included City-sponsored programs, public meetings, community activities, and MHMA programming.

Facility # of Bookings Total Revenue
Firehouse Community Room 30 $1,100
Town Hall Boardroom 51 $924
Town Hall Meeting Room 1 (TH-1) 56 $360
Town Hall Main Lobby 20 $26.25
Unity Center A/B 77 $1,248
Total 234 $3,658.25
Park Reservations
Athletic fields, sports courts, and other park facilities recorded 278 reservations during June, generating $6,265 in rental revenue. The highest levels of activity occurred at Central Community Park, Wicklund Village Park, and Altamont Village Park, reflecting continued demand for organized sports and recreational programming.

Location Facility # of Bookings Total Revenue
Altamont Village Park Baseball Diamond 36 $1,100
Altamont Village Park Field A 8 $180
Bethany Village Park Basketball Courts 16 $200
Bethany Village Park Field A 10 $215
Central Community Park Field D - Cricket Pitch ONLY 54 $80 Central Community Park Field D – Baseball Diamond ONLY 32 $895 Cordes Village Park Softball Diamond 22 $1,155
Hansen Village Park Field A 18 $160
Hansen Village Park Softball Diamond 26 $860
Wicklund Village Park Baseball Diamond 56 $1,420
TOTAL 278 $6,265
Picnic Reservations
Picnic facilities recorded 18 reservations during June, generating $685 in rental revenue. Reservations included family gatherings and other private events at Central Community Park, Hansen Village Park, and Wicklund Village Park.

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6 Location Facility # of
Bookings
Total
Revenue
Central Community Park Picnic Area A – Interactive Water Fountain 7 $390
Central Community Park Picnic Area B – Basketball Court 7 $130 Hansen Village Park Covered Picnic Area 2 $65
Wicklund Village Park Gazebo 2 $100
TOTAL 18 $685

COMMUNITY DEVELOPMENT UPDATE
Development Engineering
Development Engineering continues to support active development throughout the community.

In Review/Process Approved
Improvement Plans 41 2
Final Maps and Parcel Maps 6
Developer Agreements 9
Accepted Projects 16
Infrastructure and Civil Improvements
Neighborhood A7 – Tract 4040 (College Park Area)
Tri Pointe continues construction of civil improvements, joint trench, streetlights, and corridor landscaping. Construction of the traffic signal at Central Parkway and Nasergholi Avenue is anticipated to begin in late summer 2026.

Neighborhoods A5 – Tract 3609 and B1 – Tract 3610 (College Park Area) Shea Homes continues construction of civil improvements, joint trench, streetlights, landscaping, the A5 Mini Park, and the A5 corridor improvements.

Neighborhoods B6, B7, and B8 – Tract 3619 (College Park Area) Landscape corridor improvements are under construction.

Neighborhood F – Tracts 4210 and 4211 (South of Town Center and Mountain House Parkway) Lennar continues construction of civil improvements, joint trench, streetlights, and landscaping for Tracts 4210 and 4211.

Neighborhood H – Tract 4212 (Questa Village Area)
Staff continues reviewing landscape improvement plans while construction of civil improvements, joint trench, and streetlights progresses.

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7 Neighborhood H – Tract 4216 (Questa Village Area)
Risewell continues Phase 2 construction of civil improvements, joint trench, and streetlights. Phase 3 civil improvement plans remain under review.

Neighborhood I (Lakehaven Area)
Mountain House Developers continues construction of Tracts 4199, 4200, 4201, and 4202. Staff continues reviewing improvement plans for future Lakehaven phases, including utility infrastructure, pump stations, streetlights, and additional residential tracts, while preparing improvement agreements associated with the final maps.

Neighborhood J (Lakeshore Area)
Lennar continues construction of residential infrastructure, neighborhood parks, the railroad buffer trail, and landscape improvements for Tracts 3968–3972. Mountain House Developers continues construction of Tracts 3973–3975, Central Parkway, and Great Valley Parkway. Staff continues reviewing plans for future landscape improvements, Byron Road improvements, railroad crossings, and related infrastructure.

Neighborhood K (Lakeview Area)
MHD continues to construct the In-tract landscape improvements.

Neighborhood L
City staff continues to work with developers and designers on the improvement plan review for the Todarmal Parkway civil, bridge, joint trench, streetlight, traffic signal, and landscape plans.

Town Center
Staff continues reviewing improvement plans for the Aquatic & Recreation Center and Town Center Phase 3 improvements. Construction also continues on the Veterans Liberty Garden.

Planning Applications
2026 data Received Approved (includes some 2025 applications) Design Review applications 1 2
Administrative applications (staff review) 3 9
Land Use change applications (CC review) 1 0
Tentative Subdivision Map applications 2 0
Commercial and Community Development
Mountain House Shopping Center (Hansen Village – Neighborhood Commercial) All City reviews have been completed. The applicant continues coordinating with the San Joaquin County Building Division for building permits and inspections, as the project predates City incorporation. Site development remains underway.

Wicklund Crossing (Wicklund Village – Neighborhood Commercial) Planning and Design Consistency Review Committee approvals have been completed. Civil and landscape plans have been approved, and building plans have been finalized. The developer has requested modifications to the approved project design, and staff is coordinating a new Deposit Reimbursement Agreement to support review of the revised plans.

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8 Mustang Square (Commercial Development)
Construction continues under San Joaquin County Building Division oversight.

Confirmed tenants include Starbucks, Chipotle, Domino's Pizza, Nékter Juice Bar, Wingstop, Vijithea Indian Super Market, and ARCO. Wingstop has recently opened for business.

Self-Storage Project – Neighborhood H (General-Commercial Zoning) Staff continues reviewing the proposed three-story U-Stor-It self-storage facility. The applicant is reviewing draft conditions of approval before final approval documents are issued.

Zaytech Academy – 230 S. Sterling Drive
The property owner is seeking Planning approval for the private school that is a primary tenant in the existing building on the site. The proposed project includes limited outdoor recreation facilities (playground structure), which are associated with the school operation, on the parcel located immediately to the north that is under the same ownership.

The application, originally submitted in early February, remains under active review as staff and the applicant continue to work through revisions and related planning comments. Staff anticipates completing final review and approval in the near term, subject to resolution of remaining comments.

Mustang-Central Retail
SRM Properties has proposed an approximately 45,000-square-foot commercial retail center at the northeast corner of Central Parkway and Mustang Way. The proposal includes retail buildings, parking, and landscaping and requires a General Plan and zoning amendment from Public Facilities (P-F) to Community Commercial (C-C). Staff continues reviewing the application.

Public Works Operations Report – July 2026
Performance Indicators
Public Works responded to 32 service requests during July while maintaining a 91.3% year-to-date closure rate. Staff also continued advancing seven active capital improvement projects and supporting six active development projects, reflecting a balanced focus on daily operations and long-term infrastructure improvements.

Performance Measure July 2026 YTD 2026
Total Service Requests 32 400
Closed Service Requests 20 365
Open Service Requests 12 35
Closure Rate 62.5% 91.3%
Active Capital Improvement Projects 7 7
Active Development Projects 6 6
Streets & Transportation
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9 During July, staff completed seven streetlight repairs, three traffic signal maintenance activities, and three sidewalk repairs, bringing year-to-date totals to 132, 9, and 22, respectively. Staff also continued implementation of the Streetlight & Signal Maintenance Contract and coordinated truck routes and roadway assessments with developers.

Performance Measure July 2026 YTD 2026
Street Light Maintenance 7 132
Traffic Signal Maintenance 3 9
Street Sign Repairs 0 8
Traffic / Road Sign Requests 1 6
Sidewalk Repairs 3 22
Pothole Repairs 0 1
Parks & Landscape
Parks operations remained focused on irrigation maintenance, landscape upkeep, and responding to treerelated issues. During July, staff completed six irrigation repairs, addressed three neighborhood tree concerns, and removed four fallen trees or limbs. Planning also continued for the Pickleball Court Conversion Project.

Performance Measure July 2026 YTD 2026
Irrigation Repairs 6 52
Public Landscaping 2 35
Neighborhood Tree Concerns 3 24
Fallen Trees / Tree Limbs 4 16
Park Facilities 0 10
Play Equipment 0 10
Park Furnishings 0 1
Facilities & Operations
Staff completed two facility maintenance work orders and resolved one water system issue during July while continuing implementation of the Access Control Replacement Project, Fleet Maintenance Program, and Janitorial Services initiatives.

Performance Measure July 2026 YTD 2026
Internal Facility Maintenance 2 34
Graffiti Removal 0 6
Drinking Fountain Repairs 0 1
Access Control Replacement 1 1
Fleet Maintenance Program 1 1
Capital Improvement Program
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10 Capital Improvement Projects continued advancing through design, procurement, and construction planning. Key milestones included receipt of the final PE-stamped foundation design for the Fire Station 1 Improvements Project, continued design of the EV Charging Station and Sidewalk Repair Program, preparation of the Transit Feasibility Study for City Council consideration, and ongoing work on the HSIP Bikeway Improvements and Traffic Signal Synchronization projects.

Project Current Progress Next Steps
Fire Station 1 Radio Antenna
Improvements
Final PE-stamped foundation
design received from ROHN.

Contract procurement for Fire
Stations 1 and 2 is underway.

Execute lease agreement and
begin foundations, perimeter
fencing, and communication
towers.

EV Charging Station Design procurement underway. Develop RFP and continue design.

Transit Feasibility Study Presentation prepared for
Council.

Council consideration.

HSIP Bikeway Improvements ROW certification underway. Advance toward construction.

Traffic Signal Synchronization Coordination activities
continue.

Complete synchronization.

Sidewalk Repair Program Engineering redesign in
progress.

Prepare bid package.

Construction Activities
Construction remained active across six development projects. Landscape improvements at Great Valley are nearing completion, while Lennar, Shea, Pulte, and the School District continue construction, inspections, and permitting activities.

Construction Activity Status / Update
Residential Development Six active development projects continue through construction.

Great Valley Landscape improvements nearing completion.

Lennar / Shea / Pulte Construction and inspections continue.

School District Coordination Permitting and compliance coordination ongoing.

Public Works Administration Activities
Public Works Administration continued supporting procurement, contract administration, strategic initiatives, and grant coordination. Significant progress was made on the SB 720 Red-Light Camera Program, with all 14 cameras now operational, while procurement advanced for on-call professional services. Staff also continued implementation of traffic calming initiatives, GOGov workflow improvements, CUPCCAA procedures, and grant-funded infrastructure opportunities.

Program Current Status / Update
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11 SB 720 Red-Light Camera Program All 14 cameras are operational. Eight locations are issuing citations; the remaining four transition on August 4, 2026.

Initial data indicates violations continue to decline.

On-Call Professional Services Task orders initiated following Master Consultant Agreement approval. Survey procurement complete; construction
management procurement to follow.

Traffic Calming & Truck Routes Developer coordination and roadway condition assessments continue.

Grants Active Transportation Program Cycle 8 grant application submitted for Accessible Pedestrian Signal improvements.

GOGov Workflow improvements continue.

CUPCCAA Implementation activities continue.

Looking Ahead – August 2026
• Advance Fire Station procurement.
• Transition remaining red-light camera locations to citation enforcement. • Continue Sidewalk Repair Program and EV Charging Station design. • Initiate on-call construction management procurement. • Continue grant coordination and development support.

ASR Well Project
Test Bore 1 at the Water Quality Basin reached a depth of 1,200 feet on July 12. Geophysical logging was completed on July 13, and zonal sampling and testing are underway at three discrete depth intervals. Field activities for the Test Bore Program are anticipated to conclude in early October.

Utilities
Water, wastewater, and solid waste systems continued to operate reliably during the reporting period.

Wastewater operations remained in full regulatory compliance, the water distribution system experienced no main or service line failures, and waste collection services continued without significant operational issues. Operational performance metrics for the City's wastewater, water, and solid waste systems are summarized below.

Wastewater
The Wastewater Treatment Plant remained in full compliance with all permit requirements during the reporting period. Average daily flow was 1.65 MGD, representing approximately 41% of the plant's treatment capacity. No permit violations or sanitary sewer overflows occurred.

Wastewater Operations May 2026 June 2026
Average Daily Flow (MGD) 1.65 1.65
Peak Daily Flow (MGD) 1.79 1.77
Capacity Utilized 41% 41%
Biosolids Removed (Wet Tons) 147 97
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12 Sanitary Sewer Overflows 0 0
Permit Violations 0 0
Pathogen Monitoring
The City continues participating in regional wastewater pathogen monitoring programs. Sampling provides a community-level indicator of seasonal virus activity, including influenza. Attachment A illustrates Influenza A trends over the past 12 months, showing the expected seasonal increase during winter followed by a decline in spring.

Water
The water distribution system operated without any water main or service line failures during the reporting period. Staff completed one hydrant repair, exercised 57 water valves, responded to 170 USA tickets, and investigated 50 customer service concerns, including 30 related to water quality, taste, or odor.

Water System Reliability & Maintenance May 2026 June 2026 Water Main Leaks/Repairs 0 0
Water Service Line Leaks/Repairs 0 0
Fire Hydrant Repairs/Replacements 1 0
Water Valves Exercised 51 57
USA Ticket Responses 27 170
Customer Leak Investigations 4 12
Low Water Pressure Investigations 5 8
Water Quality Investigations 0 30
Staff completed meter maintenance activities, including one meter repair, 10 endpoint replacements, 891 manual meter re-reads, four customer investigations, and replacement of 10 damaged meter box lids to support accurate customer billing.

Water Meter Operations May 2026 June 2026
Meter Checks/Repairs 52 1
Endpoint Replacements 52 10
Manual Re-Reads 592 891
Customer/Irrigation Leak Investigations 6 4
Concrete Box Lids Replaced 34 10
Meter Turn-Ons 2 0
Item 9.6
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13 Active water accounts increased from 8,066 to 8,094 over the most recent billing periods, reflecting continued community growth. Water demand also increased seasonally as landscape irrigation expanded during the warmer months.

Water Utility Growth & Demand Jan/Feb Feb/Mar Mar/Apr May/June Active Accounts 8,040 8,066 8,087 8094
Total Supply (gallons) 81,142,000 913,320,000 144,786,000 158,407,000 Total Consumption (gallons) 73,558,498 93,560,530 142,319,327 144,059,775 Waste & Recycling
Waste and recycling services continued operating reliably during the reporting period. Two missed collection complaints were received, 47 new residential accounts were established, and no SB 1383 compliance complaints or waiver requests were received.

Waste & Recycling Operations March April May June
Incomplete/Missed Collections 4 2 0 2
New Residential Customers 39 32 35 47
New Commercial Customers 0 0 0 0
New Multi-Family Customers 0 0 0 0
SB 1383 Complaints 0 0 0 0

ATTACHMENTS
A. Pathogen Levels for City of Mountain House Wastewater Treatment Plant B. ASR Well Project – Progress Photos
Item 9.6
Mountain House                                               Page 734 of 741

ATTACHMENT B
ASR Well Project Progress Photos

Item 9.6
Mountain House                                               Page 735 of 741 ATTACHMENT B Item 9.6
Mountain House                                               Page 736 of 741 ATTACHMENT A Item 9.6
Mountain House                                               Page 737 of 741 Monday, June 15th - Friday, July 24th 2026 City Event: YAC Summer Camp 11:00 am - 2:00 p.m. - Monday, Wednesday and Thursday - Unity Center Sports Week: 6/15 - 6/19 (Mon, Wed, Thurs)
Health & Safety Week: 6/22 - 6/26 (Mon, Wed, Thurs)
Break: 6/29 - 7/3
Science & Innovation Week: 7/6 - 7/10 (Mon, Wed, Thurs) Arts & Crafts Week: 7/13 - 7/17 (Mon, Wed, Thurs)
Career Development Week: 7/20 - 7/24 (Mon, Wed, Thurs)
Wednesday, July 22, 2026 - City Event: Dog Park Grand Opening 4:00 p.m. - Giotto Street - Central Community Park
Wednesday, July 22, 2026 - Regular City Council Meeting Board Chambers at 7:00 p.m.

ITEM
5:30 PM - Rosenberg Rules of Order Training
Closed Session
CUPCCAA Resolution
Dissolution of contract with Edgeworth (Security Cameras) Approve EZWave Agreement (security camera maintenance)
Second Reading and Adoption of Ordinance for CALGreen Recycling Public Hearing - Liens
Public Hearing - Adoption of the 2025 Urban Water Management Unity Center Parcel Map
MoreThanTalk agreement for communication services
Amend Blackwater Contract - Water Reports
Preview of the MHD C-R Land Use changes north of Byron
Proclamation for Parks and Rec Month
General Plan Update by DeNovo Planning Group
Red Light Camera Enforcement Update
Altamont Playground Replacement Project
Presentation - preview of Park Restroom contract award
Saturday, July 25, 2026 - City Event: Music in the Park 6:00 - 9:00 p.m. - Central Community Park
Tuesday, August 4, 2026 - City Event: National Night Out 5:00 p.m. - 8:00 p.m. Central Community Park
Tuesday, August 11, 2026 - YAC
Board Chambers at 7:00 p.m.

Wednesday, August 12, 2026 - Regular City Council Meeting Board Chambers at 7:00 p.m.

Agreement for Altamont Park Playground Replacement Project Agreement for Neighborhood Park Restroom Project
Item 10.1
Mountain House                                               Page 738 of 741 Adopt a Resolution Approving the Project Acquisition Agreement No. PAA-6 (MHD) Public Hearing Rurka Homes - Neighborhood K (Tract #3936) TSM 26-002 Resolution San Joaquin Co Household Hazardous Waste Program Transit Feasiblity Study Adoption
Friday, August 14, 2026 - City Event: Central Park Cinema 8:30 - 10:30 p.m. Central Community Park
Saturday, August 22, 2026 - City Event: Music in the Park 6:00 p.m. - 9:00 p.m. Central Community Park
Wednesday, August 26, 2026 - Regular City Council Meeting Board Chambers at 7:00 p.m.

ITEM
Closed Session: City Manager Annual Review
Public Hearing MHD C-R Land Use changes north of Byron
Agreement for Economic Development Support Services
Housing Element
Appoint a Voting Delegate for the LCC Annual Conference Thursday, August 27, 2026 - SJCOG Board of Directors
555 E. Weber Avenue, Stockton, CA 95202 at 4:00 p.m.

Friday, September 4, 2026 - Tennis Center Grand Opening 4:00 p.m. Central Community Park
Tuesday, September 8, 2026 - YAC
Board Chambers at 7:00 p.m.

Wednesday, September 9, 2026 - Regular City Council Meeting Board Chambers at 7:00 p.m.

ITEM
Joint Use agreement with MHMA
Report on the Public Review Draft Housing Element by Placeworks Public Hearing - CFF/TIF Update
Thursday, September 10, 2026 - CalCities Central Division General Membership Meeting Location/Time TBD
Saturday, September , 2026 - City Event: Multi Cultural Celebration Date TBD 3:00 p.m. - 9:00 p.m. - Central Community Park
Wednesday, September 23, 2026 - City Council Meeting - Canceled Board Chambers at 7:00 p.m.

Wednesday, September 23rd - Friday, September 25, 2026 CalCities Annual Conference Item 10.1
Mountain House                                               Page 739 of 741 Anaheim, CA
Thursday, September 24, 2026 - SJCOG Board of Directors 555 E. Weber Avenue, Stockton, CA 95202 at 4:00 p.m.

Tuesday, October 13, 2026 - YAC
Board Chambers at 7:00 p.m.

Wednesday, October 14, 2026 - Valley Link Board Meeting 2:00 p.m. Board Chambers
Wednesday, October 14, 2026 - Regular City Council Meeting Board Chambers at 7:00 p.m.

ITEM
Thursday, October 22, 2026 - SJCOG Board of Directors
555 E. Weber Avenue, Stockton, CA 95202 at 4:00 p.m.

Wednesday, October 28, 2026 - Regular City Council Meeting Board Chambers at 7:00 p.m.

ITEM
Friday, October 30, 2026 - City Event: Spooky Safety Stroll 2:00 p.m. - 5:00 p.m. - Town Hall Lobby/Board Chambers
Tuesday, November 10, 2026 - YAC
Board Chambers at 7:00 p.m.

Saturday, November 14, 2026 - City Event: Veteran's Day Luncheon 11:00 a.m. - 1:00 p.m. - Town Hall Board Chambers
Wednesday, November 18, 2026 - Regular City Council Meeting Board Chambers at 7:00 p.m.

ITEM
Wednesday, November 25, 2026 - Holiday No Meeting Scheduled Board Chambers at 7:00 p.m.

Thursday, December 3, 2026 - SJCOG Board of Directors
555 E. Weber Avenue, Stockton, CA 95202 at 4:00 p.m.

Item 10.1
Mountain House                                               Page 740 of 741 Saturday, December 5, 2026 - City Event: Holiday Light Parade/Tree Lighting 5:00 - 9:00 p.m. Central Park Way and Town Hall Plaza, Amphitheater Tuesday, December 8, 2026 - YAC
Board Chambers at 7:00 p.m.

Wednesday, December 9, 2026 - Regular City Council Meeting Board Chambers at 7:00 p.m.

ITEM
Election Certification/Oath of Office
Selection of a Vice Mayor
ACFR
AB 1600 Report
Thursday, December 10, 2026 - CalCities Central Division General Membership Meeting Location/Time TBD
Saturday, December 12, 2026 - City Event: Breakfast with Santa 8:00 a.m. - 12:00 p.m. - Unity Center
Wednesday, December 23, 2026 - Holiday No Meeting Scheduled Board Chambers at 7:00 p.m.

Item 10.1
Mountain House                                               Page 741 of 741