Mountain View City Council
October 8, 2024

Santa Clara County
Multijurisdictional Hazard
Mitigation Plan 2023 Update
City of Mountain View Annex
February 21, 2024
Attachment 3

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1. City of Mountain View

1.1. Hazard Mitigation Plan Points of Contact
The point of contact during the Santa Clara County Multijurisdictional Hazard Mitigation Plan (MJHMP) planning process for the City of Mountain View was the Fire Department Public Information Officer and Office of Emergency Services Coordinator. This annex within the MJHMP was developed using information provided by the City of Mountain View’s Local Planning Team.

Table 1: City of Mountain View Local Planning Team Members for the 2023 Santa Clara County MJHMP
Name Position Organization Role on Team and in Planning Process
Robert Maitland Fire Department
Public Information
Officer and Office
of Emergency
Services
Coordinator
City of Mountain
View
General oversight, hazard
identification, and plan development
Eric Anderson Advanced
Planning Manager
City of Mountain
View
Hazard identification and plan
development
Nena Bizjak Chief Building
Official
City of Mountain
View
Hazard identification and plan
development
Renee Gunn Associate Civil
Engineer and
Floodplain
Administrator
City of Mountain
View
Hazard identification and plan
development

The City’s Local Planning Team Members participated in the MJHMP by attending meetings on the Plan Kick-Off, Risk Assessment, Capabilities Assessment, Mitigation Strategy, Wrap-up, and four one-on-one meetings with the planning consultant. In addition, the city filled out the requested forms on each section which were used to develop this annex. The city also shared information regarding public opportunities to participate in the draft plan update utilizing the digital survey and seven in-person and virtual public outreach meetings. Further, the City team was provided the opportunity to review the draft plan prior to submittal to Cal OES and FEMA.

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Table 2: External Stakeholders Invited to Be Involved in Planning Process Agency or Organization Stakeholder Type Description
American Red Cross Representatives of nonprofit
organizations, including
community-based organizations,
that work directly with and/or
provide support to underserved
communities and socially
vulnerable populations, among
others.

A nonprofit humanitarian
organization that provides
emergency assistance, disaster
relief, and disaster
preparedness education in the
United States.

Amateur Radio Emergency
Service (ARES)
Representatives of businesses,
academia, and other private
organizations.

A corps of trained amateur radio
operator volunteers organized to
assist in public service and
emergency communications.

California Office of Emergency
Services (Cal OES)
Local and regional agencies
involved in hazard mitigation
activities.

Office responsible for
overseeing and coordinating
emergency preparedness,
response, recovery, and
homeland security activities
within the state.

California Department of
Forestry and Fire Protection
Local and regional agencies
involved in hazard mitigation
activities.

The fire department of the
California Natural Resources
Agency.

California Department of
Transportation
Agencies that have the authority
to regulate development.

An executive department of the
U.S. state of California.

Cattlemen’s Association Representatives of businesses,
academia, and other private
organizations.

A nonprofit trade association
that represents California's
ranchers and beef producers in
political affairs.

City of East Palo Alto Neighboring communities. A city in San Mateo County, California, United States.

City of Menlo Park Neighboring communities. Menlo Park is a city at the eastern edge of San Mateo
County.

Cooper-Garrod Estate
Vineyards
Representatives of businesses,
academia, and other private
organizations.

Garrod Farms is a family-owned
and operated estate winery and
stables.

Department of Homeland
Security
Agencies that have the authority
to regulate development.

The U.S. federal executive
department responsible for
public security, roughly
comparable to the interior or
home ministries of other
countries.

Department of Toxic
Substances
Agencies that have the authority
to regulate development.

An agency of the government of
the state of California that
protects public health and the
environment from hazardous
waste.

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Agency or Organization Stakeholder Type Description
Downtown Streets Team Representatives of nonprofit
organizations, including
community-based organizations,
that work directly with and/or
provide support to underserved
communities and socially
vulnerable populations.

Teams that restore dignity,
inspire hope, and provide a
pathway to recover from
homelessness.

Emergency Medical Services Agencies that have the authority to regulate development.

Provides statewide coordination
and leadership for the planning,
development, and
implementation of
local EMS systems.

Emergency Services Volunteer
Representative
Local and regional agencies
involved in hazard mitigation
activities.

Organization that ensures public
safety, security, and health by
addressing and resolving
different emergencies.

Federal Aviation Administration Agencies that have the authority to regulate development.

Offers civil aviation safety
enforcement services.

Google Representatives of businesses,
academia, and other private
organizations.

American multinational
technology company focusing
on artificial intelligence, online
advertising, search engine
technology, cloud computing,
computer software, quantum
computing, e-commerce, and
consumer electronics.

Hidden Villa Farm Representatives of nonprofit
organizations, including
community-based organizations,
that work directly with and/or
provide support to underserved
communities and socially
vulnerable populations, among
others.

Nonprofit educational
organization teaching programs
on environmental and
multicultural awareness.

Intel Corporation Representatives of businesses,
academia, and other private
organizations.

An American multinational
corporation and technology
company headquartered in
Santa Clara, California.

Kaiser Permanente—Santa
Clara
Representatives of businesses,
academia, and other private
organizations.

An American integrated
managed care consortium.

Life Moves Representatives of businesses,
academia, and other private
organizations.

Provides interim housing and
supportive services for
homeless families and
individuals to rapidly return to
stable housing.

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Agency or Organization Stakeholder Type Description
Los Altos School District Representatives of businesses, academia, and other private
organizations.

Los Altos School District serves
the elementary and intermediate
educational needs of Los Altos,
Los Altos Hills, Mountain View
and Palo Alto, United States.

Moffett Field Ames Research
Center, National Aeronautics
and Space Administration
(NASA)
Representatives of businesses,
academia, and other private
organizations.

Major NASA research center
at Moffett Federal Airfield in
California's Silicon Valley.

National Weather Service,
National Oceanic and
Atmospheric Administration
(NOAA)
Agencies that have the authority
to regulate development.

Scientific and regulatory agency
within the U.S. Department of
Commerce.

Pacheco Pass Water District Neighboring communities. Independent special water district.

Pacific Gas and Electric (PG&E) Representatives of businesses, academia, and other private
organizations, and neighboring
communities.

One of the largest combination
natural gas and electric utilities
in the United States.

Regional Water Quality Control
Board
Agencies that have the authority
to regulate development.

Provides government regulatory
services related to water
pollution and control.

Rotating Safe Car Park Local and regional agencies
involved in hazard mitigation
activities, and neighboring
communities.

Allows for temporary overnight
parking for homeless individuals
or families living out of their
cars as a safe alternative to
sleeping on the streets or in a
homeless shelter.

San Francisquito Creek Joint
Powers Authority
Local and regional agencies
involved in hazard mitigation
activities, and neighboring
communities.

The agency works to address
the cities' flooding,
environmental and recreational
concerns.

San José Water Agencies that have the authority
to regulate development.

An investor-owned public utility.

Santa Clara County CERT Representatives of nonprofit
organizations, including
community-based organizations,
that work directly with and/or
provide support to underserved
communities and socially
vulnerable populations.

Trains residents to prepare for
and respond to life-threatening
events in their community.

Santa Clara County FireSafe
Council
Representatives of nonprofit
organizations, including
community-based organizations,
that work directly with and/or
provide support to underserved
communities and socially
vulnerable populations.

A nonprofit, grassroots
organization that provides
education and project
assistance for homeowners.

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Agency or Organization Stakeholder Type Description
Santa Clara County Local
Oversight Program
Local and regional agencies
involved in hazard mitigation
activities.

Program to oversee assessment
and mitigation of contaminated
sites to protect groundwater
resources, human health,
safety, and the environment.

Santa Clara County Parks Agencies that have the authority to regulate development, and
neighboring communities.

Provide, protect, and preserve
regional parklands for the
enjoyment and education.

Santa Clara County Planning &
Development
Agencies that have the authority
to regulate development, and
neighboring communities.

Plays a key role in supporting
economic development and
ensuring opportunities for the
public to participate in
land development.

Santa Clara County Sheriff’s
Office
Agencies that have the authority
to regulate development, and
neighboring communities.

A local law enforcement agency
that serves Santa Clara County,
California.

Santa Clara University Representatives of businesses,
academia, and other private
organizations.

A private Jesuit university in
Santa Clara, California.

Santa Clara Valley Open Space
Authority
Neighboring communities. An independent special district in Santa Clara County.

Santa Cruz County Neighboring communities. A county on the Pacific coast of the U.S. state of California.

St. Louise Hospital (Santa Clara
County Hospital System)
Representatives of nonprofit
organizations, including
community-based organizations,
that work directly with and/or
provide support to underserved
communities and socially
vulnerable populations.

Community hospital.

Stanford Healthcare Representatives of businesses,
academia, and other private
organizations, and neighboring
communities.

Multispecialty clinic that
provides convenient access to
advanced, specialty care in the
South Bay.

Vista Center for the Blind and
Visually Impaired
Representatives of businesses,
academia, and other private
organizations.

Empowers individuals who
are blind or visually impaired to
embrace life to the fullest
through evaluation, counseling,
education, and training.

Westwind Barn Representatives of businesses,
academia, and other private
organizations.

State-of-the-art horse boarding
and training facility.

County of Santa Clara Neighboring jurisdiction, local
agency involved in hazard
mitigation.

Response for engaging the
whole community in assessing
needs and developing strategies
to achieve stronger mitigation
capabilities within the Santa
Clara County Operational Area.

City of Campbell Neighboring communities. A city in Santa Clara County.

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Agency or Organization Stakeholder Type Description
City of Cupertino Neighboring communities. Located in Silicon Valley.

City of Gilroy Neighboring communities. A city in Santa Clara County.

City of Los Altos Neighboring communities. A city in Santa Clara County.

Town of Los Altos Hills Neighboring communities. A city in Santa Clara County.

Town of Los Gatos Neighboring communities. A city in Santa Clara County.

City of Milpitas Neighboring communities. A city in Santa Clara County.

City of Morgan Hill Neighboring communities. A city in Santa Clara County.

City of Palo Alto Neighboring communities. Located in Silicon Valley.

City of San José Neighboring communities. Located in Silicon Valley.

City of Santa Clara Neighboring communities. A city near San Jose, in California’s Silicon Valley.

City of Saratoga Neighboring communities. Located in Silicon Valley.

City of Sunnyvale Neighboring communities. Located in the Santa Clara Valley
Santa Clara County Fire
Department
Local and regional agencies
involved in hazard mitigation
activities, and neighboring
communities.

A California Fire Protection
District serving Santa Clara
County.

Santa Clara Valley Water
District
Representatives of businesses,
academia, and other private
organizations, and neighboring
communities.

Provides stream stewardship,
wholesale water supply, and
flood protection for Santa Clara
County, California.

The City supported a “whole community” approach to this plan update. Neighboring communities, local and regional agencies involved in mitigation activities, agencies that have the authority to regulate development as well as businesses, academia, and other private and nonprofit interests were invited to be involved in the planning process by participating in planning meetings, public meetings, or reviewing the draft plan. In addition to the wide variety of stakeholders identified by the County, other stakeholders the City of Mountain View recommended including included the American Red Cross, City of Palo Alto, City of Sunnyvale, City of Los Altos, Google, Moffett Park AMES/NASA, Google, and Santa Clara Valley Water. Additional stakeholders that were able to participate are included in Volume 1 of this plan.

1.1.1. Public Outreach and Engagement
In addition to inviting a wide range of stakeholders, the City supported public outreach and engagement through distributing a digital survey utilizing social media. This survey reached members of underserved populations, including primarily non-English speaking households. In addition, the MJHMP was discussed at two virtual and five in-person public meetings across Santa Clara County. These in-person meetings were targeted towards areas with socially vulnerably populations. These meetings were also designed to be accessible for AFN (access and functional needs) populations. The public was also provided the opportunity to comment on the draft plan. Comments from the public survey were reviewed, evaluated for alignment with planning priorities, and incorporated as appropriate. Overall, the public identified similar hazards of concern as the plan participants including flooding, which Mountain View ranked as one of the city’s highest hazards of concern and discussed in the risk assessment portion of the plan update.

Further, the public expressed additional needs for public outreach, including targeted outreach to vulnerable populations like populations in high-risk areas. This feedback informed the plan participant meetings and is reflected in the mitigation actions the City of Mountain View selected.

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The participation of the City of Mountain View and its stakeholders helped informed the development of the MJHMP and this annex in accordance with current priorities. The new plan continues to expand upon the work of the prior plan including emphasizing partnerships both within jurisdictions and speci al districts as well as with external stakeholders. Further, there is an increased emphasis on climate change, reflecting the increased understanding of the risk this hazard poses to the OA. The City did not id entify additional changes priorities to be highlighted in their annex.

Figure 1: Mountain View Social Media Notice of Public Meeting

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Figure 2: Mountain View Social Media Post link to Public Survey

1.2. Jurisdiction Profile
The following is a summary of key information about the jurisdiction and its history:
 Date of Incorporation: November 7, 1902
 Current Population: 83,863 as of January 1, 2022
 Population Growth: According to the California Department of Finance, the City of Mountain View has experienced a 0.9 per cent increase in population from 2017 (79,966) to 2022 (83,863).  Location and Description: Mountain View is located north of the Santa Cruz Mountains and south of the southern end of San Francisco Bay. It is located 10 miles north of San Jose and 35 miles south of San Francisco and is just over 12 square miles. There are four major commercial and employment centers in the City: Downtown, which is located on and around Castro Street, the City’s historic main street; San Antonio Center, a regional shopping hub located near the intersection of El Camino Real and San Antonio Road; North Bayshore, a major employment area with many office parks located north of U.S.-101; and East Whisman, another major employment area with a mix of office parks and industrial uses near SR-237. Most of the rest of the City is made up of diverse residential neighborhoods with a mix of single family and multifamily developments. Mountain View is majority renter and has among the highest proportion of renters in the Bay Area. NASA Ames, one of the nation’s leading research laboratories, and El Camin o Hospital, a major regional hospital, are also located in Mountain View. • Brief History: When Mission Santa Clara de Asís was founded in 1777, Mission Indians used the land that is now Mountain View as pasture for sheep and cattle. Following the secularization of the missions by the Mexican government in the 1830s, the land was subdivided by M exican land grants. In 1854, the land grant Rancho Pastoria de las Borregas (sheep pasture ranch) was awarded to Mariano Castro.

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Mountain View began as a stagecoach stop between the two growing centers of population —the port of San Francisco and the new State Capitol in San Jose. By the late 1800s, Mountain View had become an agricultural boomtown. The large land holdings of the earlier settlers had been divided many times over. Soon, the pasture lands and forests were cultivated in grain and hay. By 1880, many farmers had turned their lands into profitable orchards and vineyards.

At the outset of the 20th century, a continual increase in population brought social complexities that led to the creation of a formalized government. On November 7, 1902, the City of Mountain View was incorporated.

Throughout the 1920s, commercial and industrial growth continued to accelerate. By the 1950s, Mountain View had transformed from a sleepy little farm town to a bustling city with a vibrant downtown. To further support the growing community, the City of Mountain View was chartered on January 15, 1952. Throughout the latter half of the 20 th century, the City was the location of significant technological innovations and the birthplace of many new technology -related companies.
 Climate: Mountain View has a Mediterranean climate. Summers are warm and dry, while winters are mild and wet. However, both summers and winters are somewhat moderated due to its relative proximity to the Pacific, although it has a lesser maritime influence than S an Francisco further north on the peninsula. The temperature typically ranges from the mid-50s to the low 80s- degree Fahrenheit (°F). Mountain View receives an average of 15 inches of rainfall a year, well below the nation’s average.
 Governing Body Format: Mountain View’s City Charter established a council and manager form of government. The Council is the legislative body of the City. It sets policy and establishes the City’s overall priorities and direction. The seven Councilmembers are elected at large f or four- year terms that are staggered so that three or four Council seats are filled at the general municipal election in November of every even-numbered year. Service on Council is limited to two consecutive full terms. In January of each year, Council elects one of its members as Mayor and another as Vice Mayor. The City Council assumes responsibility for the adoption of this plan; the City Manager will oversee its implementation.

1.3. Development Trends
Mountain View’s diverse mix of land uses includes neighborhoods with single -family and multifamily residences, a vibrant Downtown, commercial streets, and shopping districts as well as industrial districts.

Most of the land in Mountain View is occupied by residential, public, institutional, and open space uses.

There are smaller areas of commercial use and vacant land.

On July 10, 2012, the City Council adopted the 2030 General Plan, a comprehensive update to the City’s 1992 General Plan. The 2030 General Plan is the guiding document for the City’s physical development and preservation. It includes goals, policies and graphics that convey a long-term vision and guide local decision-making to achieve that vision. The General Plan is the foundation for zoning regulations, subdivisions, and public works plans. It also addresses other issues related to the City’s physical environment, such as safety.

Approximately 6,000 net new units and 3 million net new square feet of office space have been built or started construction since 2017.

The City of Mountain View has increased its population since the previous plan was developed, thereby increasing its vulnerability to earthquakes, climate change, drought, heavy rain, high wind, extreme heat, flooding, and liquefaction. Due to their limited extent, no significant change in vulnerability has occurred for wildfire or landslide. Mountain View has and will continue to monitor the vulnerability of its population through updating the current City Code to address inconsistencies with California Building Codes, enforcement of floodplain management requirements and review and developmen t in the SFHA, and issuance of Floodplain Development permits and participation in the CRD program as a class 7 city.

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The City has adopted two new area plans (“Precise Plans”) allowing significant new housing in former office and industrial areas, both with long-term groundwater contamination:
 The North Bayshore Precise Plan allows about 10,000 new units north of highway 101, an area close to the bay and separated from the rest of the City by the freeway.  The East Whisman Precise Plan allows about 5,000 new units along the light rail line near highway 237 and Middlefield Road, this area is also near Moffett Park.  Google (with their residential partner, Lendlease) has already proposed major Master Plans in these areas, building out a significant portion of these units in the next 20-30 years. In addition, other developers have proposed major projects in these areas, adding thousands of units in the next 5-10 years.

The City enacted rent-stabilization in 2017. However, high housing costs and tenant displacement continue to be major development-related issues, and the City is developing strategies to address them, including allowing higher residential densities, rent-stabilized unit replacement requirements, and tenant relocation assistance.

Table 3: Recent and Expected Future Development Trends
Criterion Response
Has your jurisdiction annexed
any land since the development
of the previous hazard
mitigation plan?
 If yes, give the estimated
area annexed and estimated
number of parcels or
structures.

No
Is your jurisdiction expected to
annex any areas during the
performance period of this
plan?
 If yes, please describe land
areas and dominant uses.
 If yes, who currently has
permitting authority over
these areas?
It is possible that the Shenandoah Square property at Middlefield and Moffat may be annexed over the next decade. However, this is not a certainty. It currently contains 126 dwelling units.

Are any areas targeted for
development or major
redevelopment in the next five
years?
 If yes, please briefly
describe, including whether
any of the areas are in known
hazard risk areas.

Yes. The City has adopted two new area plans (“Precise Plans”) allowing significant new housing in formerly office and industrial areas, both with long-term groundwater contamination.

The North Bayshore Precise Plan allows about 10,000 new units north of highway 101, an area close to the bay and separated from the rest of the City by the freeway.

The East Whisman Precise Plan allows about 5,000 new units along the light rail line near highway 237 and Middlefield Road This area is also near Moffett Park.

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Criterion Response
Google (with their residential partner, Lendlease) has already proposed major Master Plans in these areas, building out a significant portion of these units in the next 20-30 years. In addition, other developers have proposed major projects in these areas, adding thousands of units in the next 5-10 years.

Outside of North Bayshore and East Whisman, residential developments with more than 50 units are proposed along El Camino Real, San Antonio Road, and Middlefield Road. Office buildings are proposed along San Antonio Road and in
Downtown. In general, the “Change Areas” of the City are North Bayshore, East Whisman, the San Antonio Shopping Center area, El Camino Real, and Moffett Boulevard.

All development is at some risk to earthquakes (though the northern third of the City is at greatest risk to liquefaction), climate change, drought, and inclement weather.

No proposed residential developments with more than 100 units are in Flood Hazard zones, but several smaller residential developments are. Several major office developments are in Flood Hazard zones, including major Google buildings at Charleston East and Landings Drive as well as Inuit buildings on Marine Way.

How many building permits
were issued in your jurisdiction
since the development of the
previous hazard mitigation
plan?
2017 2018 2019 2020 2021 2022
Total
Number of
Permits
9,784 8,360 7,706 5,980 4,438 6,102
Please provide the number of
permits for each hazard area or
provide a qualitative description
of where development has
occurred.

Development in the northern third of the City is at risk of liquefaction. Development in this area includes several office buildings and several hundred new dwelling units (mostly attached single-family residences). A similar number of office buildings and housing units have been built in flood zones, which are located along creeks throughout the City and in the northern part of the City.

Please describe the level of
buildout in the jurisdiction,
based on your jurisdiction’s
buildable lands inventory. If no
such inventory exists, provide a
qualitative description.

Mountain View is built out.

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1.4. Capability Assessment

1.4.1. Resources for the 2023 Planning Initiative
The following technical reports, plans, and regulatory mechanisms were reviewed to provide information for inclusion into the 2023 Multijurisdictional Hazard Mitigation Plan for both Volume 1 and Volume 2 (City of Mountain View Annex). All the below items were additionally reviewed as part of the full capability assessment for the City of Mountain View.
 Mountain View General Plan - The General Plan, including the Economic Development Housing, Land Use, and Safety Elements, were reviewed for information regarding the jurisdiction profile, and the goals and policies consistent with hazard mitigation for carry over as goals and objectives.
 Capital Improvement Plan - The Capital Improvement Plan was reviewed to identify cross- planning initiatives for inclusion as mitigation projects.  Emergency Operations Plan –The EOP was reviewed for identify potential integrative initiatives for mitigation strategies and planning.
 Additional Plans – Additional plans such as the Transportation plan, Stormwater Management Plan, Climate Action Plan, Forest Management Plan, and Parks and Recreation Plan were reviewed to assess existing and potential mitigation strategies.  Technical Reports and Local Information - Additional resources such as maps, existing local documentation, and other resources were used to complete the City of Mountain View - Unincorporated Annex.
 Mountain View Municipal Code - The Municipal Code was reviewed for the jurisdiction profile, the full capability assessment, and for identifying opportunities for action plan integration.  Ordinances - The Floodplain Management, Zoning, Subdivision, Stormwater, Flood Damage Prevention, and Environmental Protection Ordinances were reviewed for alignment with natural hazard mitigation planning efforts.

1.4.2. Full Capability Assessment
An assessment of legal and regulatory capabilities is presented in Table 111 and Table 112. An assessment of fiscal capabilities is presented in Table 113. An assessment of staffing capabilities is presented in Table 114. An assessment of administrative and technical capabilities is presented in Table 115. Information on National Flood Insurance Program (NFIP) compliance is presented in Table 116. An assessment of education and outreach capabilities is presented in Table 117. Classifications under various community mitigation programs are presented in Table 118. Development and permitting capabilities are presented in Table 119, and the community’s adaptive capacity for the impacts of climate change is presented in Table 120.

Table 4: Legal and Regulatory Capabilities: Codes, Ordinances, and Requirements Legal and
Regulatory
Capability
Local
Authority
Other
Jurisdiction
Authority
State
Mandated
Integration
Opportunity?
Building Code Yes No Yes No
Comment: The City has adopted the California Building Code (2019).

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Legal and
Regulatory
Capability
Local
Authority
Other
Jurisdiction
Authority
State
Mandated
Integration
Opportunity?
Zoning
Ordinance
Yes No No No
Comment: City Code, Chapter 36
Subdivision
Ordinance
Yes No No No
Comment: City Code, Chapter 28
Stormwater
Management
Ordinance
Yes No Yes Yes
Comment: City Code, Chapter 35
Other Natural
Hazard-
Specific
Ordinances
No No No No
Comment: None Identified.

Post-Disaster
Recovery
No No No No
Comment: None Identified.

Real Estate
Disclosure
No Yes Yes No
Comment: CA. State Civil Code 1102
Growth
Management
No No Yes No
Comment: The State of California requires every city and county to have a general plan to guide community growth (CA State Government Code §65300 et seq.) The City’s General Plan addresses land uses and projections for growth and change.

Site Plan
Review
Yes No No No
Comment: City Code, Chapter 36
Environmental
Protection
Yes Yes Yes Yes
Comment: City Code, Chapter 2, Article 7
Flood Damage
Prevention
Yes Yes Yes Yes
Comment: City Code, Chapter 8
Emergency
Management
Yes Yes No Yes
Comment: City Code, Chapter 11
Climate
Change
No No No No
Comment: None Identified.

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Legal and
Regulatory
Capability
Local
Authority
Other
Jurisdiction
Authority
State
Mandated
Integration
Opportunity?
Acquisition of
land for open
space and
public
recreation
uses
Yes No No No
Comment: City Code, Chapter 41

Table 5: Planning, Legal, and Regulatory Capabilities
Planning, Legal, or Regulatory Capability Local
Authority
Other
Jurisdiction
Authority
State
Mandated
Integration
Opportunity?
General Plan Yes No Yes Yes
Is the plan compliant with Assembly Bill 2140? Yes
Comment: Mountain View General Plan 2030
Capital Improvement Plan Yes No No Yes
How often is the plan updated? Annually
Comment: 2022-23 Capital Improvement Program
Floodplain or Watershed Plan Yes Yes No Yes
Comment: Santa Clara Valley Water District
Stormwater Management Plan No No No No
Comment: None Identified.

Urban Water Management Plan Yes Yes Yes Yes
Comment: 2020 Urban Water Management Plan and Water Shortage Contingency Plan Habitat Conservation Plan Yes Yes Yes Yes
Comment: Burrowing Owl Management Plan, the City is currently working to create a new Burrowing Owl Preservation Plan, and current draft of Shoreline Wildlife Management Plan Green Infrastructure Plan No No No No
Comment: None Identified.

Parks or Open Space Plan Yes No No Yes
Comment: Parks and Open Space Plan 2014
Economic Development Plan Yes No No Yes
Comment: The City of Mountain View is looking to develop an Economic Vitality Strategy.

Transportation Plan Yes No Yes Yes
Comment: The General Plan 2030 includes a mobility element, the City has also adopted the Pedestrian Master Plan, Bicycle Transportation Plan, Multimodal Improvement Plan, and the Active Transportation Plan.

Shoreline Management Plan No No No No
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Planning, Legal, or Regulatory Capability Local
Authority
Other
Jurisdiction
Authority
State
Mandated
Integration
Opportunity?
Comment: The City has a comprehensive Sea Level Rise study which includes projects to mitigate the effects of sea level rise. Projects are incorporated into the annual CIP.

Community Wildfire Protection Plan No No No No
Comment: None Identified; Mountain View is not included in the Santa Clara County Wildfire Protection Plan.

Forest Management Plan Yes Yes Yes No
Comment: City has adopted a Community Tree Master Plan
Climate Action Plan Yes No No Yes
Comment: 2015 Municipal Operations Climate Action Plan
Local Emergency Operations Plan Yes No No Yes
Comment: Emergency Operations Plan
Threat and Hazard Identification and Risk
Assessment (THIRA)
No No No No
Comment: None Identified.

Post-Disaster Recovery Plan No No No No
Comment: None Identified.

Continuity of Operations Plan No No No No
Comment: None Identified.

Public Health Plan No Yes No No
Comment: Santa Clara County Public Health Department Strategic Plan

Table 6: Financial Capabilities
Financial Capability Could the resource be
used to fund future
mitigation activities?
Has the funding resource been
used in the past for mitigation
activities? If yes, for what type
of mitigation activities?
Community Development
Block Grants
Yes, if the mitigation
activities fit under an eligible
CDBG activity and meet a
National Objective.

No
Other Federal Funding
Programs

N/A N/A
Capital Improvements Project
Funding
Yes The development of a
Comprehensive Plan for
addressing Sea Level Rise and
proposing projects to mitigate.

Authority to Levy Taxes for
Specific Purposes
Yes No
User Fees for Water, Sewer,
Gas or Electric Services
Yes No
Stormwater Utility Fee Yes No
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Financial Capability Could the resource be
used to fund future
mitigation activities?
Has the funding resource been
used in the past for mitigation
activities? If yes, for what type
of mitigation activities?
Incur Debt through General
Obligation Bonds
Yes No
Incur Debt through Special
Tax Bonds
Yes No
Incur Debt through Private
Activity Bonds
Yes No
Withhold Public Expenditures
in Hazard-Prone Areas
Yes No
State Funding Programs Yes No
Development Impact Fees for
Homebuyers or Developers
Yes No
Public or Private Partnership
Funding Sources
Yes No
Other Funding Sources Yes No

Table 7: Staffing Capabilities
Staffing Capability Have Capability? Is staffing adequate to enforce regulations?
Is staff trained on
natural hazards
and mitigation?
Chief Building Official  Yes
 Full Time
 Community
Development
Department
Yes Yes
Parks and Recreation
Director
No N/A N/A
Emergency Manager  Yes
 Full Time
 Office of Emergency
Services
Yes Yes
Community Planner  Yes
 Full Time
 Community
Development
Department
Yes No
Civil Engineer  Yes
 Full Time
 Public Works
Department
Yes Yes
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Staffing Capability Have Capability? Is staffing adequate to enforce regulations?
Is staff trained on
natural hazards
and mitigation?
Engineers or
professionals
trained in building or
infrastructure
construction practices
 Yes
 Full Time
 Public Works
Department
Yes Yes
Planners or engineers
with knowledge of land
development and land
management practices
 Yes
 Full Time
 Public Works
Department
Yes Yes
Planners or engineers
with an understanding
of natural hazards
 Yes
 Full Time
 Public Works
Department
Yes Yes
Surveyors No N/A N/A
GIS Coordinator or
personnel skilled or
trained in GIS
applications
 Yes
 Full Time
 Information
Technology
Department
Yes No
Public Works Director  Yes
 Full Time
 Public Works
Department
Yes Yes
Fire Chief  Yes
 Full Time
 Fire Department
Yes Yes
Environmental Director No N/A N/A
Staff with training in
benefit/cost analysis
 Yes
 Full Time
 Finance
Yes Yes
Scientist familiar with
natural hazards in local
area
No N/A N/A

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Table 8: Administrative and Technical Capabilities
Administrative or Technical
Capability
Have Capability? Has the capability been used to
assess or mitigate risk in the past? If
yes, what type of hazard event?
Maintenance programs to
reduce risk
Yes The Forestry and Roadway Landscape
Division is responsible for the
maintenance of roadway and median
landscaping and management of the
urban forest including maintenance of
inventoried street trees (including those
in parks) and enforcement of the City’s
Heritage Tree Ordinance. The Division is
also responsible for maintenance of the
downtown Castro Street and Civic
Center area and administration of the
City’s Integrated Pest Management
Program.

Mutual aid agreements Yes The Mountain View Fire Department has the ability to deploy as a single resource
or as a crew when requests for mutual
aid are received.

Hazard data and information Yes The Office of Emergency Services keeps records of extreme weather and
pandemics on the City’s share drive.

Hazus analysis or GIS
software
Yes No
Grant writing Yes No
Does your jurisdiction have
any established warning
systems or services for
hazard events?
Yes AlertSCC. Alerts are sent directly to your
mobile device, landline, and or
email. Alerts for fire, earthquake, Heavy
rain, heavy winds, extreme temperature,
crime, and instructions during a disaster.

Table 9: National Flood Insurance Program (NFIP) Compliance Topic Response
What department in your jurisdiction is
responsible for floodplain management?
Department of Public Works
Who acts as your jurisdiction’s floodplain
administrator?
Public Works Director
Is the floodplain administrator or NFIP
Coordinator certified?
Yes
Is floodplain management an auxiliary
function in your jurisdiction?
Yes
What is the date of adoption of your flood
damage prevention ordinance?
4/25/23
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Topic Response
Do floodplain development regulations meet
or exceed FEMA or state minimum
requirements? If regulations exceed
requirements, in what ways?
Yes
How are the substantial
improvement/substantial damage provisions
implemented?
The Floodplain Administrator or his/her designee
is responsible for making substantial
improvement/substantial damage determination
for the City in accordance with FEMA-213
“Answers to Questions About Substantially
Damaged Buildings.” Other
departments/departments and city staff may help
support the implementation of this provision if
necessary. In addition to the standard definition,
substantial damage is defined as flood-related
damages sustained by a structure on two
separate occasions during a ten-year period for
which the cost of repairs at the time of each such
event, on the average, equals or exceeds twenty-
five percent of the market value of the structure
before the damage occurred. Substantial
improvement means any combination of repairs,
reconstruction, rehabilitation, addition, or other
proposed new development of a structure taking
place during a five-year period, the cumulative
cost of which equals or exceeds fifty percent of
the market value of the structure before the "start
of construction" of the improvement. For each
structure, the five-year period begins on the date
of the first improvement or repair of that structure
subsequent to the effective date of the Floodplain
Management Ordinance. The Floodplain
Administrator is required to review all permits,
including making substantial
improvement/substantial damage determinations
for existing structures.

Provide an explanation of the permitting
process for development within the floodplain.

See City Code Chapter 8, Article VII,
When did your jurisdiction enter the NFIP? August 15, 1980 Is your jurisdiction in good standing with the
NFIP?
Yes
Are the jurisdiction’s Flood Insurance Rate
Maps (FIRMs) digital, paper, or both?
Digital
Explanation of NFIP administration services
within your jurisdiction.

Code compliance, permit review and issuance,
inspections, public information outreach,
engineering design.

Barriers to running an effective NFIP program
in your jurisdiction.

The City has a relativity small SFHA and does not
have dedicated staff and therefore staff have
multiple responsibilities.

When was the most recent Community
Assistance Visit (CAV) or Community
Assistance Contact (CAC)?
November 10, 2010
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Topic Response
Is a CAV or CAC scheduled or needed? Yes, it is scheduled for 2023.

Does your jurisdiction have any outstanding
NFIP compliance violations that need to be
addressed?
No
Do your flood hazard maps adequately
address the flood risk within your jurisdiction?
Yes
Does your floodplain management staff need
any assistance or training to support its
floodplain management program?
Yes
Continuing Education
Does your jurisdiction participate in the
Community Rating System (CRS)?
Yes, Class Ranking 7
How many structures are exposed to flood risk
within your jurisdiction?
Approximately 1200 structures in the SFHZ.

How many flood insurance policies are in
force in your jurisdiction?
 What is the insurance in force?
 What is the premium in force?
 344 policies in force
 $263,363 premium in force
 $117,867,000 total coverage
Areas of flood risk with limited NFIP policy
coverage.

None, there is minimal flooding outside of the
SFHZ.

How many total loss claims have been filed in
your jurisdiction?
 How many claims were closed without
payment or are still open?
 What is the total amount of paid claims?
 How many claims were for substantial
damage?
 5 total loss claims have been filed
 $10,919 total payments for losses
 No claims for substantial damage
How NFIP compliance will be continued during
the next 5 years.
 Updating of the current City Code to address
inconsistencies with California Building Code
 Continued enforcement of floodplain
management requirements and review of new
development in the SFHA and issuance of
Flood Development Permits
 Participation in the CRS program as a Class 7
city

Table 10: Education and Outreach Capabilities
Education or Outreach
Capability Response
How does the personnel,
program, or organization
relate to disaster
resilience and
mitigation?
Could the personnel,
program, or
organization help
implement future
mitigation activities?
Does your jurisdiction have
a Public Information Officer
or Communications Office?
Yes The PIO can communicate
hazard and disaster
related information with
the public.

Yes
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Education or Outreach
Capability Response
How does the personnel,
program, or organization
relate to disaster
resilience and
mitigation?
Could the personnel,
program, or
organization help
implement future
mitigation activities?
Does your jurisdiction have
personnel skilled or trained
in website development?
Yes Websites can be
developed to provide
hazard and disaster
related information or
education.

Yes
Does your jurisdiction have
hazard mitigation
information available on
your website?
Yes The hazard mitigation plan
is available on the City
website.

Yes
Does your jurisdiction
utilize social media for
hazard mitigation education
and outreach?
Yes The City uses Facebook,
Twitter, and other social
media to provide
education and outreach.

Yes
Does your jurisdiction have
any citizen boards or
commissions that address
issues related to hazard
mitigation?
No N/A N/A
Does your jurisdiction have
any ongoing public
education or information
programs that could be
used to communicate
hazard-related information?
Yes The Fire Department’s
Environmental Protection
Division educates the
public about
preparedness, recovery,
and resilience in the face
of all types of
emergencies. Public
education is provided via
presentations, social
media outreach, and
reading materials handed
out at fairs and events.

Yes
Does your jurisdiction have
local citizen groups or
nonprofit organizations
focused on environmental
protection, emergency
preparedness, and/or
underserved populations?
Yes The CERT team is a local
preparedness group for
citizens. There are also
many local advocacy
groups and organizations
that address
environmental protection
and underserved
populations.

Yes
Does your jurisdiction have
natural disaster or safety
related school programs?
Yes The School Resources
Officer and Fire TEMS
Team, provide training
videos to the schools on
how to handle trauma
care.

Yes
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Education or Outreach
Capability Response
How does the personnel,
program, or organization
relate to disaster
resilience and
mitigation?
Could the personnel,
program, or
organization help
implement future
mitigation activities?
Does your jurisdiction have
public/private partnership
initiatives addressing
disaster-related issues
No N/A N/A
Table 11: Community Classifications
Participating? Classification Date
Classified
Community Rating System Yes 7 5/01/2002
Building Code Effectiveness Grading
Schedule
No N/A N/A
Insurance Services Office (ISO) Fire Rating Yes 1 2014
National Weather Service StormReady
Program®
No N/A N/A
Firewise USA® Program No N/A N/A

Table 12: Development and Permitting Capabilities
Development or Permitting Capability Response
Does your jurisdiction issue development
permits?
 If no, who does? If yes, which department?
Yes, the Community Development Department.

Does your jurisdiction have the ability to track
permits by hazard area?
Yes, but only the flood hazard zones.

Does your jurisdiction have a buildable lands
inventory?
The City of Mountain View identifies
underdeveloped areas that could be redeveloped.

Table 13: Adaptive Capacity for Climate Change
Adaptive Capacity Assessment Question Jurisdiction Rating Technical Capacity
Jurisdiction-level understanding of potential climate change impacts High
Comment: A Sea Level Rise study was conducted in 2012 and updated in 2022. A county -wide climate change preparedness tool was recently launched by the County of Santa Clara, and the City of Mountain View will begin the process of developing a climate change vulnerability assessment.

Jurisdiction-level monitoring of climate change impacts Low Santa Clara County Multijurisdictional Hazard Mitigation Plan Volume 2: City of Mountain View 25
Adaptive Capacity Assessment Question Jurisdiction Rating Comment: The City has an active Sea Level Rise program and is embarking on a citywide vulnerability analysis.

Technical resources to assess proposed strategies for feasibility and externalities Medium
Comment: Very limited staffing resources familiar with climate change externalities. A technical analysis could require contractor support.

Jurisdiction-level capacity for development of greenhouse gas emissions inventory High
Comment: The City completes a GHG inventory annually and completes a municipal operations GHG inventory every 3-5 years.

Capital planning and land use decisions informed by potential climate impacts High
Comment: The City has completed a Sea Level Rise study, updated in 2022, and has plans to implement the recommended measures. Some of the projects are under construction and others are included in the City’s 5-year CIP. The City has also invested heavily in using recycled water where feasible. The City has given significant attention to land use impacts, particularly in its North Bayshore area, which is the most susceptible to these impacts. Additionally, the City is preparing for a comprehensive climate vulnerability analysis, the information from which can inform future capital planning and land use decisions.

Participation in regional groups addressing climate risks Medium Comment: The City is a long-standing and regular participant in Joint Venture Silicon Valley’s climate workgroup. Additionally, the City has recently joined the leadership team of the countywide Climate Collaborative and is co-chairing the Seal Level Rise working group.

Implementation Capacity
Clear authority/mandate to consider climate change impacts during public decision-making processes Medium
Comment: As required through the California Environmental Quality Act and through implementation of the Greenhouse Gas Reduction Program.

Identified strategies for greenhouse gas mitigation efforts High Comment: The City has developed Climate Action Plans for both City operations and the community as a whole, with both plans identifying strategies, policies, and programs that will reduce the City’s carbon emissions 80% below 2005 levels by 2050. Included in the Gr eenhouse Gas Reduction Program. Additionally, the City has an ambitious Climate Neutrality goal for 2045 and a robustly funded Sustainability Action Plan to make significant progress on the City’s greenhouse gas mitigation efforts.

Identified strategies for adaptation to impacts Medium
Comment: This will be developed upon completion of the climate vulnerability assessment.

Champions for climate action in local government departments Medium Comment: The City has a Sustainability Working Group with members from City departments.

Additionally, the Chief Sustainability and Resiliency Officer sits on the Executive Team and periodically briefs department heads on sustainability efforts.

Political support for implementing climate change adaptation strategies Medium
Comment: The City has strong political support for climate mitigation and climate change adaptation strategy implementation.

Santa Clara County Multijurisdictional Hazard Mitigation Plan Volume 2: City of Mountain View 26
Adaptive Capacity Assessment Question Jurisdiction Rating Financial resources devoted to climate change adaptation Low Comment: The City’s Sea Level Rise program is actively engaged in projects along the Bayshore.

Additionally, the Sustainability Action Fund has significant financial resources devoted to climate mitigation and adaptation planning.

Local authority over sectors likely to be negative impacted Low Comment:

Public Capacity
Local residents knowledge of and understanding of climate risk High Comment: Some awareness of Sea Level Rise through project implementation; lived experience of extreme heat, wildfire (secondary impacts) and extreme precipitation.

Local residents support of adaptation efforts High
Comment: Strong community support of sustainability and adaptation efforts.

Local residents’ capacity to adapt to climate impacts Medium Comment: Moderate capacity; vulnerable populations likely have reduced capacity.

Local economy current capacity to adapt to climate impacts High Comment: Some learned resilience from the pandemic; however economically more fragile currently.

Local ecosystems capacity to adapt to climate impacts Medium Comment: The City is currently developing a Biodiversity strategy that will incorporate assessment of ecosystem capacity to adapt to climate impacts.

1.4.3. Opportunities to Expand Upon and Improve Existing Capabilities The hazard mitigation planning process presented the opportunity for the community to discuss and evaluate their current capabilities however, building mitigation capabilities is an ongoing process. New capabilities can be added which will support mitigation. Current capabilities can also be enhanced to actively support mitigation and reduce risk. Significant efforts have been made to increase the capabilities of jurisdictions across the OA. By participating in this plan update, each community is reinforcin g their support for mitigation and understanding of the capabilities they need to successfully implement mitigation measures. Actions that can expand and improve existing authorities, plans, policies, and resources for mitigation include:
 Developing a Climate Action Plan which incorporates hazard data and actions to adapt to a changing climate.
 Budgeting and passing policies and procedures for mitigation actions.  Adopting and implementing stricter mitigation regulations.  Approving the training of staff for mitigation activities.  Approving mitigation updates to existing plans as new needs are recognized.  Continuing to update plans as necessary to ensure they are current and reflect the needs of the community or special district.
 Further developing warning systems and messaging.

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 Creating and implementing additional public education and outreach offerings and increasing the volume of translated materials.
 Ensuring grant opportunities are capitalized upon to meet mitigation goals.

Each type of the four FEMA-identified capabilities were evaluated, in addition to OA-priority capabilities like adaptive capacity. Gaps and limitations, if any, are discussed in the tables above. Additional jurisdiction-specific opportunities to expand on and improve capabilities for reducing risk include:
 Continue to participate in the Community Rating System and identify additional actions to both reduce flood risk and reduce flood insurance premiums.
 Support vulnerable populations’ ability to adapt to climate change.  Identify opportunities for staff to increase their familiarity with climate change impacts and externalities.
 Update the current City Code to reflect the California Building Code.  Incorporate mitigation considerations into a new Economic Vitality Strategy.  Conduct a comprehensive climate vulnerability analysis and incorporate the results into planning mechanisms and land use decisions.
 Expand grant writing capabilities to include mitigation grants such as BRIC.

1.5. Integration with Other Planning Initiatives
This section describes the process for integrating the hazard mitigation plan into local planning mechanisms.

1.5.1. Existing Integration
The following plans and programs currently integrate the goals, risk assessment and/or recommendations of the 2017 hazard mitigation plan:
 2030 General Plan: Protecting overall community health, welfare and safety remains the key focus of the General Plan. Mitigation is outlined in each element and will be integrated into future updates to ensure risk reduction and improved safety.
 Emergency Operations Plan: Mitigation is incorporated into the Emergency Plan with a focus on not only responding to emergencies and disasters but also planning for future events to reduce the risks of hazards.
 2020 Urban Water Management Plan: The Urban Water Management Plan (UWMP) addresses mitigation actions regarding water rates and capital improvement project expenditures. It also directly considers seismic risk and references the Santa Clara County OA HMP (Appendix L).  Capital Improvement Program: The adopted FY 2022-23 Capital Improvement Program accounts for and outlines a wide range of projects that address mitigation actions and concerns for the City.
 Ordinances: The Zoning, Subdivision, and Stormwater Management Ordinances are just a few of the regulations that address mitigation and disaster resilience within the City.

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1.5.2. Opportunities for Future Integration
The following plans and programs do not currently integrate the goals, risk assessment and/or recommendations of the hazard mitigation plan, but provide an opportunity for future integration with the 2023 Hazard Mitigation Plan:
 Climate Action Plan: The CAP provides the City with an opportunity to directly reference the LHMP during subsequent updates of the plan and integrate hazard mitigation with existing goals and objectives. The City’s Climate Action Plan is the primary document that addresses th e programs and mitigation actions for climate adaptation.  Parks and Open Space Plan: Future updates of the Parks and Open Space Plan provide a prime opportunity to integrate land use planning and related strategies from the mitigation plan.  Continuity of Operations Plan: Mountain View does not have a Continuity of Operations Plan and intends to develop one as a mitigation planning action during the next five years. Information on the risks to the city can be incorporated into this plan.  Flood Damage Prevention: The City will continue efforts to reduce the CRS rating with the purpose of reducing flood risks in FEMA designated flood zones.

In Mountain View, the Environmental Planning Commission and Community Development Department’s Planning Division work on long-range plans, including the General Plan, for the physical development of the City and also establish and maintain the environmental planning process. The Local Planning Team will be responsible for getting the MJHMP to the relevant parties for future integration into other planning mechanisms. The City’s Advanced Planning Manager and Floodplain Administrator both participated in this plan update.

1.6. Jurisdiction-Specific Natural Hazard Event History Table 121 lists all past occurrences of natural hazards within the jurisdiction.

Table 14: Natural Hazard Events
Type of Event FEMA Disaster #
(if applicable)
Date Preliminary
Damage Assessment
Stevens Creek Trail
Flood
N/A 1/3/2017 - 1/12/2017 The trail was
undermined; the 5-foot
shoulder was gone,
along with the 4-foot-
high safety fencing.

1.7. Jurisdiction-Specific Vulnerabilities
Following are jurisdiction-specific vulnerabilities:
 Of the five Hazus earthquake scenarios, Mountain View showed a range of potential structural losses from $670 million to $4.3 billion. Most of Mountain View is at moderate risk to liquefaction, with some areas of higher liquefaction potential closer to the bay and along creeks.  The greatest vulnerability to the City from an earthquake is the loss of life, extensive property and environmental damage, and economic slowdown. Buildings that have not been seismically retrofitted have the potential for extensive damage or collapse. There are a number of structures in the City built with soft-story construction. Public warning systems may not be activated quickly enough to relay information to the public.

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 Wildfire risk in Mountain View is low, with only 1.15% of the population and 0.88% of the building value exposed to high wildfire potential. Areas with wildfire risk classification are limited to riparian areas. Wildfires in the region could contribute to poor air quality in Mountain View, which can be harmful to health, particularly for those with respiratory or other underlying health conditions.

Public information regarding these health risks should be provided regularly. Climate change may increase the intensity and/or frequency of drought and extreme heat, which contribute to greater wildfire risk.
 A total of 17,931 people from 7,215 households are within potential dam inundation boundaries. $4.8 billion worth of structures are within potential inundation zone from Stevens Creek Dam. The failure of a dam or levee could cause casualties and cause extensive property and environmental damage. Roadways could be closed or blocked, businesses could be closed, and schools could be closed. Public warning systems may not be activated quickly enough to relay information to the public.
 A total of 4,063 people (4.95% of the total population) are within a 1% floodplain, and 6,526 (7.95% of the total population) are within the 0.2% floodplain. Structural values within the 1% floodplain are over $400 million, and almost $670 million in the 0.2% floodplain. The Mountain View 2022 Water Master Plan identifies capital improvement projects to maintain the water infrastructure and reduce risk of failure.
 Mountain View is at lower risk to landslides than other cities in the OA. Only 337 people, or .41% of the total city population, are exposed to potential landslide hazards. Limited landslide risk may be present along creek banks and could be addressed as part of channel stabilization or flood mitigation efforts. The Stevens Creek and Permanente trails are at risk of flooding and mudslides during and after storms. This closes the trails to public and creates an additional hazard to public safety crews if they must perform rescue operations.
 Ongoing climate change is anticipated to change the frequency and intensity of drought and severe weather events. Concerns related to climate change include reduced air quality and its effects on health, coastal flooding impacts on traffic and property damage, extreme hot and cold temperatures, and the toll it takes on health, and extreme high temperatures causing lost labor hours by laborers exposed to the heat. Sea level rise could also impact the city, due to its proximity to the coastline. Feasibility studies have identified potential issues for Sailing Lake Access Road and South Bay Salt Pond Restoration. Improvements along the coastline may also reduce risk from tsunami.
 Drought would be felt by the members of the jurisdiction with economic slowdown, it could cause an increase in wildfires, an increase in food costs, and the degradation of the environment. The Urban Water Management Plan is developed to evaluate land use planning and water supply planning to ensure sufficient water supply for the City. It includes a Water Shortage Contingency Plan.
 The Community Center, which is used for shelter operations, does not have its own standalone generator. The City has two portable generators but requires three separate facilities to remain operational for the network to function. The City has fewer portable generators than facilities that may require power generation during stormwater flooding, heavy rain, or high wind events.  Impacts from inclement weather such as heavy rain, hail, and wind are likely to be very similar across the OA. Individual events may impact only limited areas, but the entire OA is at risk to similar conditions. Heavy rain may cause localized flooding on roadways and low-lying areas which may disrupt transportation for the general public and can also delay emergency response.

Heavy rain can also have cascading impacts on landslide potential or strain the capacity of dams.

High winds can disrupt power, communication and other services and cause damage to structures. Extreme heat or cold can be harmful to health, particularly those with inadequate housing with adequate warming and cooling systems, those over 65, and those with underlying medical conditions. Unhoused populations are particularly vulnerable to severe weather events such as heavy rain, high wind, and extreme heat. Climate change is expected to impact the Santa Clara County Multijurisdictional Hazard Mitigation Plan Volume 2: City of Mountain View 30
frequency and intensity of severe weather events, including both precipitation and temperature changes.
 A tsunami in the North Bayshore could lead to a mass evacuation of commercial businesses inundating the two exits from the City to the freeway. Traffic would become impassible, and flooding may overcome vehicles stuck in traffic.
 Communication is critical to warn people of quick onset severe weather events, including heavy rain, high wind, and extreme temperature, for people to take proper precautions, seek shelter, or take other safety actions to reduce their risk. Public education of all hazards is useful for residents to take measures to reduce their own vulnerability. A variety of methods may be needed to reach various vulnerable communities. Coordination of these efforts between multiple stakeholder groups helps reach a variety of individuals and vulnerable populations.  Public education can be an effective means to inform residents of other hazard risks and actions they can take to protect themselves and their property from earthquake, flooding, dam failure, wildfire, and tsunami. CERT programs or similar volunteer efforts can engage community members in promoting awareness of risk and mitigation actions.  Increased understanding of areas at risk to hazards is needed and could be enhanced with the use of Geographic Information Systems (GIS).

Climate Change considerations:

Anticipated changes in climate may increase the number of occurrences, length or intensity in hazards such as extreme heat or drought, as indicated by the CMRA tool. Both drought and extreme heat conditions contribute to increased risk of wildfire, as lack of precipitation and high temperatures both contribute to vegetation becoming dry and more susceptible to quick ignition and faster fire spread. Changes in temperature and precipitation patterns can also reduce snowpack, and changes in runoff from snowpack may result in changes to water supplies throughout the region.

Climate change may also impact the future frequency or severity of severe weather such as heavy rain and associate risk of flooding. Although CMRA does not indicate a significant change in the number of precipitation events or overall annual rainfall, it is anticipated that those events may become more extreme, with significant amounts of precipitation occurring during an extreme precipitation event. Climate change may lead to frequent fluctuation of water levels retained by dams, and may result increased discharges and flooding downstream and possibly overtopping or other design failures following extreme precipitation events. An in-depth assessment of the possibility of increasing numbers and intensities of windstorms is not available for the OA. Changes in temperature and extreme weather events may also be accompanied with increases in high wind, which contribute to damaged utility lines resulting in power outages and can also contribute to extreme wildfire risk conditions. Intense rainstorms can result in increased risk of landslides occurrences. Loss of vegetation from wildfire reduces slope stability, an if wildfires increase with climate change an increase in post-fire debris flows may follow.

Mountain View will likely experience effects of climate change in relation to drought, extreme heat, heavy rain, high wind, flooding, and dam failure. Wildfire and landslide risk are confined to a relatively small area in Mountain View. Climate change may impact those conditions but may not significantly increase the potential impacts to the city. Climate impacts to earthquake hazards are not well understood and not currently believed to have an effect in Mountain View. Additional details on potential impacts to population, property, critical facilities, the environment, and the economy can be found in Volume 1, Section 12.

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Repetitive loss records are as follows:
 Number of Federal Emergency Management Agency (FEMA)-identified Repetitive-Loss Properties (RL): 0
 Number of FEMA-identified Severe-Repetitive-Loss (SRL) Properties: 0  Number of RL Properties or SRL Properties that have been mitigated: 0

1.7.1. Social Vulnerability
Figure 76 represents the social vulnerability of Mountain View and the surrounding area. Some of the area has low to moderate social vulnerability, but there are several census tract areas within Mountain View that have moderately high social vulnerability. People in those areas may need additional resources or attention to address their specific vulnerabilities following the impact from any of these natural hazards.

These areas have higher proportions of minority populations, including Hispanic or Asian. Socioeconomic factors contributing to higher scores in them include the percentage of persons below the 150% poverty level, persons with housing cost burdens, and persons without a high school diploma. There are also areas with higher percentages of persons who speak English “less than well.” There is also a high percentage of housing in structures with more than 10 units and households with no personal vehicle.

Other vulnerabilities not identified in the SVI include people with access and functional needs and other disabilities. Age, underlying health conditions, and other factors can also contribute to an individual ’s resilience in a disaster.

Vulnerable populations are aggregated at the census tract level, and it can be difficult to determine where they are located in reference to specific hazard risk areas. Additional study is needed to understand the impact these vulnerabilities have in relation to the hazards within Mountain View. With the high risk of flooding and earthquake in this community, additional resources would be needed to address these vulnerabilities for those people displaced or otherwise impacted by these hazards.

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Figure 3: Mountain View Social Vulnerability
The Climate and Economic Justice Screening Tool (CEJST) in Figure 77 identifies census tracts that are overburdened and underserved. Three tracts in Mountain View meet the thresholds for disadvantaged communities. Linguistic isolation, percentage of individuals with less than a high school diploma, high flood risk, exposure to air pollutants, lack of green space, and proximity to superfund sites are among the factors contributing to Mountain View’s disadvantaged status.

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Figure 4: CEJST Disadvantaged Communities in Mountain View

1.8. Hazard Risk Index
Table 122 presents the hazards of concern from highest risk index number to lowest, as assigned by the City of Mountain View.

Table 15: Hazard Risk Index
Hazard Probability Life Impact Property
Impact
Percentage
of Area
Impacted
Maximum
Probable
Extent
Drought Likely Critical Critical Significant Moderate
Earthquake Likely Critical Critical Significant Moderate Heavy Rain Likely Limited Limited Significant Moderate High Wind Likely Limited Limited Significant Moderate
Extreme Heat Likely Limited Limited Significant Moderate Climate Change Likely Limited Limited Minimal Moderate
Flood Occasional Limited Limited Minimal Moderate

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Hazard Probability Life Impact Property
Impact
Percentage
of Area
Impacted
Maximum
Probable
Extent
Wildfire/Smoke/Air
Quality Occasional Limited Minor Negligible Weak
Dam/Levee Failure Unlikely Minor Minor Negligible Weak
Landslide/Mass
Movement Unlikely Minor Minor Negligible Weak
Tsunami Unlikely Minor Minor Negligible Weak

Table 16: Comparison of Mountain View Hazard Risk Score to Operational Area (OA) Risk
Score
Earth-
quake
Dam/
Levee
Failure
Heavy
Rain
High
Wind
Extreme
Heat Wildfire Drought Flood Land-
slide Tsunami Climate
Change
Moun-
tain
View

2.0 0 1.4 1.4 1.4 0.65 2.0 2.0 0 0 1.3
OA 2.24 1.19 1.44 1.44 1.44 1.68 1.21 0.90 0.36 0.02 1.13

1.9. Future Needs to Better Understand Risk/Vulnerability Access to seismic and vibration sensors used to monitor for earthquakes and tsunamis would help the City understand the risk and vulnerability to natural hazards in the future. Awareness, education, and preparedness for the community would help inform visitors, guests, and residents of the need for vulnerability assessment, and provide a pathway to sharing their concerns and opinion s with local government.

1.10. Status of Previous Plan Actions
Participants were asked to report the status of their mitigation actions listed in the previous plan as a part of this plan update. Where further information isn’t provided, the answers are defined as follows:
 Completed – work on this action is totally complete.
 Completed and ongoing – work on this action is complete; however, it is an ongoing project that will continue to be implemented. An example is a public outreach campaign that was created and will continue to be implemented.
 In progress – work on this action has begun and is in progress, but the action is not yet complete.  Retain – work on this action has not begun yet, the action is still relevant, and it should be in the 2023 MJHMP.
 No longer relevant – Action item is no longer relevant due to reduce or eliminated risk, it no longer being feasible, there has been a change in jurisdictional or organizational priorities, or another reason as stated.

Unless specifically requested otherwise, only those actions listed as “retain” are incorporated into the 2023 action plan.

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Table 17: Status of Action Items from the 2017 MJHMP
Action Item
Number*
Action Item Description Hazard(s)
Mitigated
Current
Status and
Comments
MTV-1 Create Continuity of Operations Plan All Hazards Retain MTV-2 Create Disaster Recovery Plan All Hazards Retain MTV-3 Complete soft-story study: scoping of process to
address issues related to potentially hazardous
buildings containing soft, weak or open front
stories
Earthquake Retain
MTV-4 Coordinate disaster preparation and mitigation
practices with private sector, public institutions,
and public agencies
All Hazards Retain
MTV-5 Continue to maintain ISO class one rating for Fire Department
All Hazards Retain
MTV-6 Continue to maintain good standing and
compliance under the National Flood Insurance
Program (NFIP). This will be accomplished
through the implementation of floodplain
management programs that will, at a minimum,
meet the requirements of the NFIP:

Enforcement of the flood damage prevention
ordinance
Participate in floodplain identification and
mapping updates
Provide public assistance/information on
floodplain requirements and impacts
Flooding Retain
MTV-7 Enhance public education and awareness of
natural hazards and disaster preparation
All Hazards Retain
MTV-8 Develop GIS based maps for emergency
incidents
All Hazards Completed
and ongoing
MTV-9 Continue offering Community Emergency
Response Team (CERT) activities to educate the
public how to prepare and recover from disasters
that may impact the area.

All Hazards Retain
MTV-10 Implement projects from storm water master plan Flooding Retain MTV-11 Implement projects from sea level rise study Flooding Retain MTV-12 Where appropriate, support retrofitting, purchase or relocation of structures located in high hazard
areas and prioritize those structures that have
been experienced repetitive losses
All Hazards No longer
relevant
MTV-13 Continue to integrate the hazard mitigation plan into other plans, ordinances and programs such
as the Climate Action Plan, Stormwater
Management, Urban Water Management Plan,
Floodplain Management Program, etc.

All Hazards Retain
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Action Item
Number*
Action Item Description Hazard(s)
Mitigated
Current
Status and
Comments
MTV-14 Actively participate in the plan maintenance
protocols outlined in Volume 1 of the hazard
mitigation plan
All Hazards Retain
* Number given to action item in 2017 Santa Clara County Operational Area Hazard Mitigation Plan

1.11. Hazard Mitigation Action Plan and Evaluation of
Recommended Actions
Table 125 lists the actions that make up the City of Mountain View hazard mitigation action plan. The maps in Figure 78 through Figure 85 present the City of Mountain View critical infrastructure, facilities, and identified hazard areas.

Descriptions of the expected time frames for actions are provided below:
• Short term: 1–5 years
• Medium term: 5–10 years
• Long term: Over 10 years
 Ongoing: Currently being funded and implemented under existing programs

The planning partners utilized the following criteria to prioritize action items into the categories of high, medium, or low.
 High Priority— A project that:
▪ Meets multiple goals and objectives (i.e., multiple hazards); ▪ Addresses multiple hazards;
▪ Has benefits that exceed cost;
▪ Has funding secured or is an ongoing project;
▪ Meets eligibility requirements for Hazard Mitigation Assistance grants; ▪ Can be completed in the short term (1 to 5 years);
▪ Addresses immediate short-term impacts of climate change; ▪ Benefits underserved and/or socially vulnerable populations; AND ▪ Considers the Multi-Benefit Criteria utilized by the Santa Clara County Climate Collaborative, including equity, long-term value, ecosystem benefit, community benefit, and cross- jurisdictional alignment.
 Medium Priority— A project that:
▪ Meets multiple goals and objectives;
▪ Addresses multiple hazards;
▪ Has benefits that exceed costs;
▪ Has funding has not been secured, but that is grant eligible under Hazard Mitigation Assistance grants or other grant programs;
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▪ Project can be completed in the short term (1-5 years), once funding is secured. Medium priority projects will become high priority projects once funding is secured; ▪ Addresses immediate short-term impacts of climate change; ▪ Benefits underserved and/or socially vulnerable populations; AND ▪ Considers the Multi-Benefit Criteria utilized by the Santa Clara County Climate Collaborative, including equity, long-term value, ecosystem benefit, community benefit, and cross- jurisdictional alignment.
 Low Priority— A project that:
▪ Will mitigate the risk of at least one hazard;
▪ Has benefits that do not exceed the costs or are difficult to quantify:
▪ Does not have secured funding;
▪ Is not eligible for Hazard Mitigation Assistance grant funding; ▪ Has a timeline for completion that is long term (greater than 5 years). Low priority projects may be eligible for other sources of grant funding from other programs; ▪ May address impacts of climate change;
▪ May benefit underserved and/or socially vulnerable populations; AND ▪ Considers the Multi-Benefit Criteria utilized by the Santa Clara County Climate Collaborative, including equity, long-term value, ecosystem benefit, community benefit, and cross- jurisdictional alignment.

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Table 18: City of Mountain View 2023 Action Items
Action
Item
Number
Action Item Description Hazard(s)
Mitigated
Lead Position, Office,
Department, or Division
Responsible for
Implementation
Potential
Funding
Sources
Expected
Timeline for
Completion
Priority
MTV-1* Create Continuity of Operations
Plan.

All Hazards Fire Department/ Office of
Emergency Services
Staff Time,
General Fund
Ongoing Medium
MTV-2* Create Disaster Recovery Plan. All Hazards Fire Department/ Office of Emergency Services
Staff Time,
General Fund
Ongoing Medium
MTV-3* Complete soft-story study:
scoping of process to address
issues related to potentially
hazardous buildings containing
soft, weak or open front stories.

Earthquake Community Development Staff Time,
General Fund
Short term Medium
MTV-4* Coordinate disaster preparation
and mitigation practices with
private sector, public institutions,
and public agencies. 1
All Hazards,
including
Earthquake,
Flood, Dam
Failure,
Wildfire,
Tsunami,
Heavy Rain,
High Wind,
Extreme
Heat,
Landslide
Fire Department/ Office of
Emergency Services
Staff Time,
General Fund
Ongoing Medium
MTV-5* Continue to maintain ISO Class 1
rating for the Fire Department.

All Hazards,
including
Wildfire
Fire Department/ Office of
Emergency Services
Staff Time,
General Fund
Ongoing Medium
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Action
Item
Number
Action Item Description Hazard(s)
Mitigated
Lead Position, Office,
Department, or Division
Responsible for
Implementation
Potential
Funding
Sources
Expected
Timeline for
Completion
Priority
MTV-6* Continue to maintain good
standing and compliance under
the National Flood Insurance
Program (NFIP). This will be
accomplished through the
implementation of floodplain
management programs that will,
at a minimum, meet the
requirements of the NFIP:

 Enforcement of the flood
damage prevention ordinance.
 Participate in floodplain
identification and mapping
updates.
 Provide public
assistance/information on
floodplain requirements and
impacts.

Flooding Public Works Staff Time,
General Fund
Ongoing Medium
MTV-7* Enhance public education and
awareness of natural hazards
and disaster preparation. 1
All Hazards,
including
Heavy Rain,
High Wind,
Extreme
Heat,
Drought,
Earthquake,
Flood, Dam
Failure,
Landslide,
Wildfire
Fire Department/ Office of
Emergency Services
Staff Time,
General Fund
Ongoing Medium
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Action
Item
Number
Action Item Description Hazard(s)
Mitigated
Lead Position, Office,
Department, or Division
Responsible for
Implementation
Potential
Funding
Sources
Expected
Timeline for
Completion
Priority
MTV-8 Develop GIS-based maps for
understanding hazard risk and for
use in emergency incidents.

All Hazards,
including
Earthquake,
Flood,
Wildfire, Dam
Failure,
Landslide,
Heavy Rain,
High Wind,
Extreme Heat
Information Technology Staff Time,
General Fund
Ongoing Medium
MTV-9* Continue offering Community
Emergency Response Team
(CERT) activities to educate the
public how to prepare and
recover from disasters that may
impact the area.

All Hazards,
including
Heavy Rain,
High Wind,
Extreme
Heat,
Drought,
Earthquake,
Flood, Dam
Failure,
Landslide,
Wildfire
Fire Department/ Office of
Emergency Services
Staff Time,
General Fund
Ongoing Medium
MTV-10* Implement projects from storm
water master plan.

Flooding,
Heavy
Precipitation
Public Works Capital
Improvement
Fund
Short term Medium
MTV-11* Implement projects from sea level
rise study.

Flooding,
Climate
Change
Public Works Capital
Improvement
Fund, Grants
Short term Medium
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Action
Item
Number
Action Item Description Hazard(s)
Mitigated
Lead Position, Office,
Department, or Division
Responsible for
Implementation
Potential
Funding
Sources
Expected
Timeline for
Completion
Priority
MTV-13* Continue to integrate the hazard
mitigation plan into other plans,
ordinances, and programs such
as the Climate Action Plan,
Stormwater Management, Urban
Water Management Plan,
Floodplain Management
Program, etc.

All Hazards,
including
Flood, Dam
Failure,
Tsunami,
Heavy Rain,
Drought,
Extreme Heat
Community Development/
Public Works
Staff Time,
General Fund
Ongoing Medium
MTV-14* Actively participate in the plan
maintenance protocols outlined in
Volume 1 of the hazard mitigation
plan.

All Hazards Office of Emergency
Services
Staff Time,
General Fund
Short term Medium
1 Implement projects from the sea
level rise study (2022) such as
Feasibility Studies, Sailing Lake
Access Road, and South Bay Salt
Pond Restoration.

Climate
Change,
Dam Failure,
Flooding,
Tsunami
Public Works Capital
Improvements
Funds,
California
Coastal
Conservancy
(proposed),
Bay
Restoration
Authority,
NOAA Fishery
Ongoing High
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Action
Item
Number
Action Item Description Hazard(s)
Mitigated
Lead Position, Office,
Department, or Division
Responsible for
Implementation
Potential
Funding
Sources
Expected
Timeline for
Completion
Priority
2 Continue partnering with the
County of Santa Clara Office of
Supportive Housing (OSH), the
City’s main service provider for
the unhoused and unstably
housed vulnerable populations. In
addition to the City requiring
emergency plans, the Human
Services Division’s role is to
connect vulnerable populations to
services and/or information in
times of crisis. The City will also
develop a Homeless Response
Strategy and Expenditure Plan in
FY 2023-24 to further align
priorities and resources.

Climate
Change,
Drought,
Flood, Heavy
Rain, High
Wind,
Extreme
Heat, Wildfire
City Manager’s Office -
Human Services
Philanthropic,
State and/or
County
grants, Variety
of Housing
and Urban
Development
(HUD)-funded
resources
Ongoing High
3 Implement the Urban Water
Management Plan and Water
Shortage Contingency Plan
including water restrictions during
droughts.

Drought Public Works Staff Time,
General Fund
Ongoing Medium
4 Retrofit Smart Meters and
upgrade software (AMI,
Automated Metering
Infrastructure).

Drought,
Heavy
Precipitation,
Extreme
Heat, High
Wind
Public Works Valley Water Short term High
5 Survey and stabilize city-owned
creek corridor bank.

Flood, Heavy
Precipitation,
High Wind,
Landslide
Public Works Capital
Improvements
Funds and
State Water
Project via
Valley Water
Short term High
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Action
Item
Number
Action Item Description Hazard(s)
Mitigated
Lead Position, Office,
Department, or Division
Responsible for
Implementation
Potential
Funding
Sources
Expected
Timeline for
Completion
Priority
6 Maintain a CRS Community
Ranking of 8 or higher.

Flooding Public Works General Fund Ongoing Medium
* Number given to action item in 2017 Santa Clara County Operational Area Hazard Mitigation Plan. 1 This type of public education and awareness mitigation action reflects a whole community approach to hazard mitigation. The whole community approach acknowledges the fact that one agency or entity cannot be responsible for emergency management alone but that everyone can play a role in reducing risk and creating a resilient community. By empowering residents, including underserved and vulnerable populations, and private sector partners with the information they need to make risk-based mitigation decisions, the community will help reduce to new and existing structures and infrastructure.

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Figure 5: City of Mountain View Critical Facilities

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Figure 6: City of Mountain View Critical Infrastructure

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Figure 7: City of Mountain View Flood Hazard Area Map

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Figure 8: City of Mountain View Deep-Seated Landslide Susceptibility

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Figure 9: City of Mountain View Liquefaction Susceptibility

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Figure 10: City of Mountain View Fire Hazard Severity Zones

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Figure 11: City of Mountain View Wildfire Hazard Classification

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Figure 12: City of Mountain View Wildfire Risk to Structure