BERKELEY 1900 Addison Street, Suite 200, Berkeley, CA 94704 510.666.1010
LOS ANGELES 448 South Hill Street, Suite 512, Los Angeles, CA 90013 213.599.7670
Memo
January 6, 2025
To: Michael Gonzales, City of San José
From: Walker Wells and Robyn Wong, Raimi + Associates
Subject: Final CARP Framework
Introduction
The City of José Climate Adaptation and Resilience Plan (CARP) will identify the foundational measures, policies, and procedures needed to eliminate or reduce the exposure of the San José community to climate-related hazards.
1 Task 3.2, CARP Framework, establishes the priorities and organizational structure to guide the development of the Plan. This effort is informed by Task
2.1 Plan and Policy Assessment, Task 2.2 Climate Vulnerability Assessment, and Task 3.1 Vision Statement.
Assumptions for the Framework Development
Implementation-focused: The CARP will identify focused, foundational measures that position the City for effective implementation. The framework will consist of four categories of measures:
Knowledge, Governance, Physical Interventions, and Communication. Each category will contain three to four concise measures that represent the most important and impactful areas to act, based on the technical analysis and stakeholder input; each measure will have a concise list of City actions (approximately two to four).
Target audience: While the CARP will take into consideration San José’s diverse community and needs of vulnerable communities, the CARP’s target audience is the City staff who will be primarily responsible for implementing the measures and actions. Unlike climate mitigation, which may focus on individual actions taken by residents and business owners, climate adaptation and resilience are more about the big moves that can be spearheaded by the City government and in collaboration with other regional agencies. Therefore, while residents and community-based organizations (CBOs) can use the CARP to understand the City’s efforts to increase resiliency, the CARP is not intended to be a roadmap for individual or CBO action.
Structural and stylistic continuity with Climate Smart San José: The CARP structure, language used, and look and feel will be consistent with the Climate Smart San José plan 1 Vision for San José Climate Adaptation and Resilience Plan Attachment C
January 6, 2025 2 SJ CARP
(Climate Smart). The CARP and Climate Smart will stay as two separate plans, but following a consistent graphic style will convey that the plans are related.
The Climate Smart structure in Figure 1 below has three “Pillars” which are akin to goals.
Ideologically the CARP can fit in as an unofficial fourth pillar, where the “what residents want” is a climate adapted and resilient city.
Figure 1. Climate Smart Pillar and Strategy Structure
Source: Climate Smart San José. The CARP can be thought of as an unofficial fourth “Pillar” to Climate Smart, but would stay as a separate plan.
Proposed Framework
The CARP framework of implementation measures will be organized into the following categories:
• Knowledge. These measures are focused on providing a more detailed understanding of the extent of existing vulnerabilities and the measures needed to address them. Examples include conducting site-specific assessments of City buildings and infrastructure that are exposed to hazards, or assessing opportunities at City parks to implement nature-based solutions to flooding, heat, and wildfire.
• Governance. These measures address governance-related issues, including responsibility for planning, design, budgeting, and implementation of resilience investments and developing protocols for operations and maintenance. Another role of governance is to clarify inconsistent regulatory processes or overlapping jurisdictional authorities. An example includes the development of a heat action plan or other coordinated response to extreme heat events.
January 6, 2025 3 SJ CARP
• Physical Interventions. These measures address physical vulnerabilities through various measures, e.g., raise, shade, defend, harden, fireproof, waterproof, using both engineered and nature-based solutions. Measures addressing physical vulnerabilities will tend to be more site-specific. These measures will be described in a way that enables easy incorporation into the City’s existing capital planning and budgeting processes. An example includes installing battery backup at any facility designated as a cooling center or place of refuge during other climate hazards.
• Communication: These measures address communication between the City and residents and visitors of San José and collaboration with community-based organizations to improve their access to information. An example includes developing an outreach campaign to inform mobile home residents about climate hazards in collaboration with park owners, HOAs/resident groups.
Each measure will be structured with three components:
• The measure title and one to two sentence text of the measure. • A list of City actions. The list of City actions will be ordered or contain identifiers that indicate priority ones, such as those that catalyze implementation or those that are foundational to other actions. Attachments A through D of this memo provide four examples of how to write and lay out measures in existing plans, with varying levels of detail.
• A summary table (example in Figure 2) of information including:
o Lead City department: one lead City department
o Key collaborators: other City departments, regional agencies, and other entities that the City will need to engage with
o Implementation timeframe: short-, medium-, and long-term o Funding and financing opportunities: potential sources of funding based on findings of the Funding and Financing Task
o Climate hazard(s) addressed: heat, flooding, air quality, wildfire, electrical grid disruption
o Co-benefits: i.e. air quality, public health, ecosystem health, water quality, GHG reduction
o Related CARP measures and actions: cross references to other CARP measures and actions that are related
o Tracking metrics: to be determined in Task 6.1 Tracking Metrics January 6, 2025 4 SJ CARP
Figure 2. Example Table
Source: Tucson Resilient Together. Included in Attachment B.
Measure and Action Development Process
Starting with an initial list of 16-20 adaptation measures, R+A, AECOM, and Fehr and Peers will coordinate with the City and community stakeholders to identify eight to ten priority measures to advance for further refinement and analysis. Measures will be rated against a set of criteria (determined collaboratively with the project team and Climate Team) using a qualitative ordinal ranking scale to arrive at the final list. The criteria for ranking measures may include factors such as:
• Magnitude of the climate vulnerabilities addressed
• If the measure achieves multi-benefit outcomes / co-benefits achieved • The extent to which it increases equity
• Funding and financing availability
• Capacity of the City to implement
Attachments: Sample Measures and Actions
Attachments A through D are examples of frameworks from other cities. They show the varying formats and levels of detail that can be provided.
• Attachment A: Long Beach Climate Action and Adaptation Plan • Attachment B: Tucson Resilient Together
• Attachment C: Rotterdam and the Hague Resilience Strategies • Attachment D: Ventura Climate Action and Adaptation Plan January 6, 2025 5 SJ CARP
Attachment A: Long Beach Climate Action and Adaptation Plan https://www.longbeach.gov/globalassets/lbcd/media-library/documents/planning/lbcap/adopted-lb-cap_-aug-2022 • Concise one page format. Includes a balance of information without being too overwhelming.
• Contains a simple list of actions.
• Is formatted in InDesign.
CITY OF LONG BEACH ADOPTED CLIMATE ACTION PLAN – AUG 2022 4Adaptation Actions
Implementation Lead: Disaster Preparedness and Emergency Communications; Long Beach Department of Health and Human Services; Long Beach Parks, Recreation, and Marine; Library Services Department
Partners: LBUSD; faith- and community-based organizations Timeline: Short
Potential Cost Level: Low to Medium
Description
The City will evaluate the existing cooling center network to better understand the utilization characteristics of community centers and libraries. Factors to be evaluated include the hours of operation, capacity, characteristics such as presence of functioning HVAC systems, access
in neighborhoods most vulnerable to extreme heat,
community awareness of the centers, staff preparedness, transit accessibility, digital inclusion, and other variables.
The City will develop a set of strategies to increase the usage and effectiveness of the network and individual
centers. Improvements will be prioritized in low-income communities most vulnerable to extreme heat. The
City will also work with faith- and community-based
organizations to strengthen the public use of churches, temples, mosques, and other buildings as cooling centers.
As climate change increases the likelihood of frequent
and extreme heat events, indoor facilities (e.g., cooling centers) can provide relief for those who are impacted by heat illnesses, such as heat cramps, heat exhaustion, and heat strokes.
EH-6
Enhance and Expand Accessibility of Cooling
Centers
Evaluate the existing cooling center network, facilitate the usage of cooling centers citywide and identify areas of expansion, prioritizing the communities most vulnerable to extreme heat.
Enhanced use of public buildings
Co-benefits:
Equity Strategy
Prioritize increasing access to cooling centers
for those most at-risk of heat-related injury,
illness and death, such as people experiencing
homelessness, seniors, young children and
infants, pregnant women, people with chronic
illnesses, transit riders, and outdoor workers.
Implementing Actions
EH-6.1: Evaluate the existing cooling center
network and identify various means to expand
access, prioritizing neighborhoods and households
most vulnerable to extreme heat.
EH-6.2: Partner with the school district and
faith- and community-based organizations to identify
and provide resources to existing and new cooling
centers.
Image: ArtCenter College of Design, Designmatters.
Image + Idea Course, spring 2020
80 Attachment A: Long Beach CAAP
January 6, 2025 6 SJ CARP
Attachment B: Tucson Resilient Together
https://climateaction.tucsonaz.gov/pages/caap
• Similar content to Long Beach CAAP, including list of actions. Provides enough detail to help staff implement the action.
• Format is reminiscent of the “Action Plans” in Climate Smart. Can be done in Microsoft Word or InDesign. Layout is simple and easy to read.
GClimate Leadership
and Governance
Climate Leadership and Governance
Tucson Resilient Together | 78
Lead
Implementer(s)
Supporting
Implementer(s)
Partners Timeframe Emissions
Reduction
Potential
Cost
City Manager's
Office
Mayor's Office
All departments Mayoral Climate
Action Advisory
Council
Ongoing $
G-1 Formalize climate action and resilience priorities in City operations, budgeting, processes, performance
monitoring, and investments
The City will embed climate action and resilience into our governance. This includes establishing a Climate Action Team (CAT), issuing public-facing reports and communications on climate action process, developing administrative directives and resources for climate action, and integrating these principles into our decision-making and procedures.
Action # Action
G-1.1 Establish and staff a permanent Climate Action Team (CAT) tasked with implementing the Tucson Resilient Together plan.
G-1.2 Incorporate climate action, climate resilience, and equity-centered performance objectives into annual reviews of City department heads and into departmental budget processes.
G-1.3 Issue biennial progress reports on the implementation of Tucson Resilient Together, and update the plan at least every four years.
G-1.4 Issue monthly communications to Tucson residents on climate action progress and develop a public-facing dashboard to show progress on specific climate metrics.
Attachment B: Tucson Resilient Together
Tucson Resilient Together | 79
Climate Leadership and Governance
Action # Action
G-1.5 Use climate projections instead of historic data for weather and precipitation modeling to inform planning, landscape, infrastructure, and community development processes and policy.
G-1.6 Develop guidelines for inclusive and equitable outreach and engagement, to guide program implementation and consultant procurement processes.
G-1.7 Evaluate existing investment portfolios for City pensions and supplemental retirement benefits and identify opportunities to divest from fossil fuel companies and environmentally harmful organizations.
G-1.8 Explore federal, state, and local funding opportunities to help create an equitable climate action fund or a revolving Community Green Revolving Fund and empower community members to determine how it is applied.
January 6, 2025 7 SJ CARP
Attachment C: Rotterdam and the Hague Resilience Strategies https://resilientcitiesnetwork.org/downloadable_resources/Network/Rotterdam-ResilienceStrategy-English.pdf • Each strategy has an attractive summary cover page.
• Each strategy has multiple actions, which have their own narrative and summary tables • Is formatted in InDesign. Has high graphic quality and uses iconography to establish connections throughout the plan. However, this can be confusing for readers as they will have to refer back to a key earlier in the document to know what the icons are referring to.
GAINING ADDED VALUE FROM FLOOD DEFENCES: FEIJENOORD
Feijenoord is considered to be an area vulnerable to flooding from the river and is also undergoing urban development. In order to balance these – at times – conflicting characteristics it is important to understand the level of flood risk, the implications of this and also the opportunities that may be presented to integrate flood management strategies into the urban design response.
Agreements between the developers and other parties which outline the distribution of costs and benefits to contribute to the design and development integrated and sustainable development of the district have initially gained support. This could involve the municipality and water board bearing the costs of the construction and management of a flood defence with private parties contributing a proportion to the investment costs in return for direct benefits in terms of reduced flood risk and improved socio–economic conditions within the district. In order to capitalize on these opportunities, it is necessary to work with all stakeholders in the flood–prone areas to develop a water safety plan in conjunction with the development masterplan. The resilience office will support this and help upscale lessons learned from this development.
RESILIENCE VALUE
There are opportunities to respond to risk (flooding)
in an integrated and inclusive way as part of a
development plan and vision. This can also be
supported by an alternative funding model where
investors can accrue benefit due to reduced flood risk, reduced insurance and higher development values.
This approach can serve as a model for integrated
climate resilient waterfront development elsewhere in
the Netherlands and internationally.
LENS
SCALE
OWNER
Municipality, Water Board
PARTNERS
Housing Corporations, Residents, Property Owners,
Developers, Utility Companies
FINANCE (POSSIBLE)
Municipality, partners
STATUS
New
RESULT
Short–term / Medium–term
RELATED
ACTIONS 19 20 21 23
RESILIENCE LAB: ACTIONS.
ADAPTIVE
WATERFRONT
DEVELOPMENT
L
84 ROTTERDAM RESILIENCE STRATEGY 85
Attachment C: Rotterdam and the Hague Resilience Strategies
RELATED ACTIONS
21 CLIMATE RESILIENT WATERFRONT AREAS
In 2014 the National Delta Programme was established. In Rotterdam, as part of the Rotterdam Adaptation Strategy, there are a diverse range of pilot studies which focus on climate resilient development in the wider region; looking at both urban and industrial areas. Some include Pilot Noordereiland, Pilot Botlek, Pilot Feijenoord, Pilot Crisis management and flooding. The results of these pilots will be collated and translated into overall policy for the area outside the dykes in Rotterdam.
RESILIENCE VALUE
• Supports knowledge sharing and
networking
• Development of new strategies for
floodprone areas.
• Embeds climate resilient thinking into
all areas of Rotterdam.
LENS
SCALE
OWNER Municipality, HbR
PARTNERS Water boards, Province, Central government
FINANCE Municipality, Port Authority, Partners
(POSSIBLE)
STATUS In progress
RESULT Short–term (2016)
RELATED S L
20 VERTICAL EVACUATION PLANNING
An important part of the National Delta Program is the concept of “multi–layer safety”. This involves prevention (1st layer) spatial adaptation (2nd layer) and evacuation (3rd layer). The evacuation layer has yet to be fully planned and developed. The pilot study “crisis management during floods” found that vertical evacuation needs proper consideration as a serious option for layer 3. Specifically, consideration should be given to the fact that the highest areas are located along the river, outside the dykes and the entire port area. We will develop a vertical evacuation plan as part of our resilience strategy implementation.
RESILIENCE VALUE
• Supports preparedness and embeds
considerations for evacuation into all
aspects of the city and port.
LENS
SCALE
OWNER municipality
PARTNERS central government, water boards, RDC
FINANCE central government, water boards, Regional Safety (POSSIBLE) Board, RDC
STATUS New
RESULT Short–term
RELATED S L
19 PLAN FOR CLIMATE RESILIENT
CRITICAL INFRASTRUCTURE
An important part of the Delta Program is “spatial adaptation”, such as spatial adjustments to the existing city within the dykes. An important part of this is critical infrastructure. A new spatial plan will be developed based on regional analysis of critical infrastructure resilience to climate change.
RESILIENCE VALUE
• Supports knowledge sharing,
innovation and networking.
• A spatial overlay and mapping can
deliver co-benefits in considering
development growth opportunities
and overlaying other considerations
such as socio-economic metrics,
renewable energy potential and
broader infrastructure opportunities
and constraints.
LENS
SCALE
OWNER Municipality, Central Government, Water Boards,
Deltaprogram partners, RDC
PARTNERS Municipality, Central Government, Water Boards, Deltaprogram partners, RDC
FINANCE Municipality, Central Government, Water Boards
(POSSIBLE)
STATUS New
RESULT Short–term
RELATED K L
RESILIENCE LAB: ACTIONS.
86 ROTTERDAM RESILIENCE STRATEGY 87
22 ROTTERDAM–THE HAGUE EMERGENCY AIRPORT (RHEA)
The Rotterdam–The Hague Emergency Airport (RHEA) will create an economic cluster focussing on clean technology and water security in an airport setting. As a ‘safe haven’, the site can be an excellent example of water security in The Netherlands (demonstrating multi–layer security: 3rd Layer). We will establish a knowledge and training centre for service providers, business, research, NGOs and aid organisations that will tap into RHEA companies and scientists specialized in clean technology products in the region.
RESILIENCE VALUE
This centre will serve as a demonstrator for
Rotterdam. It will achieve a critical mass of
organisations and institutes that will be a
catalyst for innovation and research. The
cluster will support resilience goals around
water, energy transitions and next economy
/ 21st century skills.
It will provide a safe area in case of
regional emergencies and a base from
which support can be delivered to disaster
prone areas around the world.
LENS
SCALE
OWNER Rotterdam The Hague Airport, Schiphol Real Estate, Municipality of Rotterdam, Municipality of The
Hague, Metropolitan Region Rotterdam–The Hague,
Ministry of Infrastructure and Environment, Ministry
of Economic Affairs, Clean Tech Delta, Deltares,
Sweco, Innovation Quarter, UNESCO–IHE, TU Delft
PARTNERS Rotterdam The Hague Airport, Schiphol Real Estate, Municipality of Rotterdam, Municipality of The
Hague, Metropolitan Region Rotterdam–The Hague,
Ministry of Infrastructure and Environment, Ministry of Economic Affairs, Clean Tech Delta, Deltares, Sweco,
Innovation Quarter, UNESCO–IHE, TU Delft
FINANCE Partners
(POSSIBLE)
STATUS New
RESULT Medium–term
RELATED
23 FLOATING CITY
The municipality of Rotterdam – through their Climate Proof and Adaptation Strategy – have stated an ambition to explore opportunities presented by building floating developments. The Floating Pavilion was our first move. This was followed by floating houses in the Nassau Harbour, Experimental Zone Aqua Dock and innovative designs for a floating farm and water treatment. Upscaling of these approaches and bringing them into the mainstream is our next step and is an action we will take forward as part of implementing our resilience strategy.
RESILIENCE VALUE
• Supports innovation in climate resilient
building and infrastructure provision
• Raises awareness of climate risks
LENS
SCALE
OWNER Municipality
PARTNERS Resilient Delta Cities (RDC)
FINANCE Municipality, Private Partners
(POSSIBLE)
STATUS Under development
RESULT Medium–term / Long–term
RELATED L
TWINNING NEW ORLEANS AND ROTTERDAM – WATERMANAGEMENT
New Orleans (NOLA) and Rotterdam have been collaborating since 2008, specifically in relation to water management. After hurricane Katrina Dutch experts assisted NOLA by hosting the “Dutch Dialogues”.
Learning from this dialogue contributed to the development of NOLA’s Integrated Water Management Plan.
Now NOLA participates in the Connecting Delta Cities network and the two cities are further linked by their participation in the 100 Resilient Cities programme. The two cities have both benefitted from earlier knowledge sharing and are committed to more collaboration in the future. Future efforts will be directed towards climate resilience, social resilience and the development of business and knowledge. 88 ROTTERDAM RESILIENCE STRATEGY 89
January 6, 2025 8 SJ CARP
Attachment D: Ventura Climate Action and Resilience Plan Final Draft not published online yet. The excerpt provided is for a “Priority Action,” meaning it is one that is built out in as much detail as possible to guide staff implementation. The excerpt provided is part of an appendix to the Climate Action and Resilience Plan, so it is not necessarily meant for public consumption. Therefore the graphic quality is low, and the level of detail is more than a member of the public would typically want or need to see. • Each strategy has a long list of implementation actions organized chronologically. • Summary table is very detailed, possibly more than necessary. • Is formatted in Word.
WM 2.7 Reduce Wildfire Risk in the Wildland Urban Interface Intent
Ventura continues coordination with state and local partners on wildfire risk reduction activities in the Wildland Urban Interface (WUI) and open space areas in and adjacent to the city.
WUI refers to the area where houses intermingle with undeveloped wildland vegetation. There is the potential for significant damage to life and property in the WUI, since the proximity to fuels increases the risk of structure ignition from combustion or, more likely, from flying embers.
While landowners in high fire severity zones are responsible for maintaining defensible space on their own properties, the City can work with local and State partners to manage fuels in the WUI and open space areas around the city’s boundaries. Agencies that the City interacts with on the issue of wildfire include CAL FIRE; Ventura County Fire; Ventura County Resource Conservation District; Ventura Regional Fire Safe Council; and neighboring jurisdictions.
Reducing wildfire risk is a priority strategy because of the high risk to life and property. In response to the Thomas Fire, Ventura and other regional agencies have been prioritizing better wildfire preparedness to reduce risk.
Equity Considerations
Wildfire smoke can create respiratory and other health issues for vulnerable populations, including older adults, children, and people with pre-existing heart and/or lung conditions. Additionally, older structures may be more susceptible to fire damage because they may have been built under weaker building fire codes, which mandate fire resistant materials and design, as well as suppressant systems. The codes are updated triennially with the Building Code to reflect best practices and improved technologies.
Attachment D: Ventura CARP
Fire Hazard Severity Zones
City Implementation Actions
Ongoing Actions
Short-Term Actions (1-3 years)
1. Ongoing coordination with CAL FIRE, Ventura County Fire, Ventura Regional Fire Safe Council, and neighboring jurisdictions.
Fire
2. Implementation of the Fire Hazard Reduction Program. Fire
3. Balance the needs of the tree canopy requirements and the wildfire mitigation practices ensuring trees planted in the high fire severity zones do not conflict with State laws for vegetation management and are consistent with the resilience goals of the city.
Parks & Recreation (lead),
Community Development
4. Continue outreach to homeowners and businesses about wildfire risk, vegetation management, and evaluation routes. Partner with organizations, such as the Ventura County Coastal Association of Realtors, to expand program reach.
Fire
1. Update fuels management activities
Coordinate with responsible stakeholders to identify key locations for fuel reduction activities, then develop and update annual fuels management activities and cost estimates. Leverage technology, such as drone capabilities, and resources across departments to manage risk efficiently and effectively.
Fire, Police
2. Free Chipper Program
Partner with Ventura Regional Fire Safe Council to provide seasonal residential chipper program for woody defensible space vegetation free of charge to residents within fire district.
Fire
3. Reduce fuels near power lines
Engage with Southern California Edison (SCE) to reduce fuels close to power lines and prevent potential ignitions.
Fire
4. Outreach to unhoused populations
Conduct public outreach to unhoused populations to provide guidance on fire safety and ignition risk reduction.
Fire
5. Code Requirements
Reconcile landscaping requirements and the City code to ensure they are consistent with one another. Consider developing an approved planting palette.
Community Development
(lead), Fire
Medium-Term Actions (4-7 years)
Long-Term Actions (7+ years)
WM 2.7 Summary
Strategy Type Resiliency / Adaptation
GHG Reduction
Potential
None
This strategy addresses climate change resiliency and adaptation, so it is not intended to directly reduce GHG emissions within the City’s jurisdictional control.
Wildfires, however, are a significant source of emissions so measures to reduce emissions have a greenhouse gas benefit.
Co-benefits • Improve air quality and public health
• Stormwater management
• Biodiversity
• Reduce urban heat island effect
Equity and
Environmental Justice
Considerations
The Westside and other hillside neighborhoods are adjacent to high severity zones.
Wildfire smoke create respiratory and other health issues for vulnerable populations.
Key Strategy Linkages • WM 2.2 Wildfire Community Engagement • WM 2.4 Defensible Space
6. Increase prescribed burning implementation
Partner with Ventura County Air Pollution Control District and Ventura County Prescribed Burn Association to continue and grow prescribed burning activities, as appropriate.
Fire
7. Neighborhood hardening
Collaborate with neighborhoods, community councils, and the Ventura Regional Fire Safe Council to identify opportunities to harden whole neighborhoods to ensure homes and businesses remain eligible for insurance.
Fire (lead), Community
Development
8. Study the feasibility of using goat grazing for fuels management Partner with Ventura County Fire, Ventura Regional Fire Safe Council, Ventura Resource Conservation District, and neighboring jurisdictions to study the feasibility of incorporating large scale goat grazing in priority locations, particularly in the hills surrounding the northern border of the city.
Fire
9. Partner with community-based organizations for fuels management
Work with community-based organizations to engage volunteers in brush clearance for priority populations, e.g. the elderly.
Environmental Sustainability
(lead), Fire
10. Underground power lines
Engage with SCE to underground power lines in WUI areas.
Public Works (lead), Fire
Costs $
City costs may include staff time to engage with partner agencies and implement fuel management activities.
There are minimal expected costs for residents.
Potential Funding
Sources
• General Fund
• Measure O funds
• CALFIRE Wildfire Prevention Grant Program
• California Forest Improvement Program (CFIP)
• California Fire Foundation
• California Fire Safe Council
• US Forest Service Forest Legacy Program
• Ventura County Wildfire Collaborative
• Fire Safe Councils
Partners • CAL FIRE
• Ventura County Fire
• Ventura Regional Fire Safe Council
• Ventura Resource Conservation District
• SCE
• Ventura County Air Pollution Control District
• Ventura County Prescribed Burn Association
• Ventura County Coastal Association of Realtors
• Ventura Land Trust
• LoveVentura
Relative CostEffectiveness for CityHigh
Fuels reduction activities, especially when the costs are shared with partner agencies, are much less costly than wildfire recovery.
Performance Metrics
and Targets
Target: Maintain hillside burn area to zero acres (unmanaged burns) Metrics:
• Number of chipper program participants and volume of material processed (if available)
• Area of prescribed burns
• Length of power lines undergrounded