Agenda packet — Santee City Council, February 22, 2023 (part 1 of 3)

MEETING INFORMATION
Wednesday, February 22, 2023
6:30 p.m.

Council Chambers | Building 2
10601 Magnolia Ave • Santee, CA 92071
TO WATCH LIVE:

AT&T U-verse channel 99 (SD Market) | Cox channel 117 (SD County) www.cityofsanteeca.gov

IN-PERSON ATTENDANCE
Please be advised that current public health orders recommend that attendees wear face coverings while inside the Council Chambers.

LIVE PUBLIC COMMENT
Members of the public who wish to comment on matters on the City Council agenda or during Non-Agenda Public Comment may appear in person and submit a speaker slip, before the item is called. Your name will be called when it is time to speak.

PLEASE NOTE: Public Comment will be limited to 3 minutes and speaker slips will only be accepted until the item is called. The timer will begin when the participant begins speaking.

February 22, 2023 | 6:30 p.m.
2 ROLL CALL: Mayor John W. Minto
Vice Mayor Laura Koval – District 3
Council Member Rob McNelis – District 1
Council Member Ronn Hall – District 2
Council Member Dustin Trotter – District 4
LEGISLATIVE INVOCATION: Meridian Baptist Church – Rolland Slade

PLEDGE OF ALLEGIANCE
RECOGNITION: Recognition of Bill Balog on 25 Years as Umpire-In-Chief at West Hills Little League
PROCLAMATION: Proclamation of the City Council Naming March 4, 2023, as Little League Day in Santee
CONSENT CALENDAR:

PLEASE NOTE: Consent Calendar items are considered routine and will be approved by one motion, with no separate discussion prior to voting. The public, staff or Council Members may request specific items be removed from the Consent Calendar for separate discussion or action. Speaker slips for this category must be presented to the City Clerk at the start of the meeting. Speakers are limited to 3 minutes.
(1) Approval of Reading by Title Only and Waiver of Reading in Full of Ordinances and Resolutions on the Agenda; Finding the Action is Not a Project Subject to the California Environmental Quality Act (“CEQA”). (City Clerk – Ortiz) (2) Approval of Meeting Minutes of the Santee City Council for the February 8, 2023, Regular Meeting; Finding the Action is Not a Project Subject to the California Environmental Quality Act (“CEQA”). (City Clerk – Ortiz) (3) Approval of Payment of Demands as Presented; Finding the Action is Not a Project Subject to the California Environmental Quality Act (“CEQA”). (Finance – Jennings)
(4) Approval of the Expenditure of $95,605.05 for January 2023 Legal Services and Reimbursable Costs and Finding the Action is Not a Project Subject to the California Environmental Quality Act (“CEQA”). (Finance – Jennings) (5) Adoption of a Resolution Adopting the 2023 Multi-Jurisdictional Hazard Mitigation Plan and Santee Annex; Finding the Action is Not a Project Subject to the California Environmental Quality Act (“CEQA”). (Fire – Matsushita) February 22, 2023 | 6:30 p.m.
3 (6) Adoption of a Resolution Accepting the Magnolia Avenue Traffic Signal Upgrades Project (CIP 2019-03) as Complete and Finding the Action is Not a Project Subject to the California Environmental Quality Act (“CEQA”). (Development Services – Engineering)
(7) Claim Against the City by Scott Schutza; Finding the Action is Not a Project Subject to the California Environmental Quality Act (“CEQA”). (Human Resources – Rankin)
(8) Adoption of a Resolution Ratifying Emergency Repair Service Expenditures, Approving the First Amendment to the Contract with Paradigm Mechanical Corp. for HVAC Maintenance and Repairs, and Finding the California Environmental Quality Act (“CEQA”) Inapplicable or Relying on a CEQA Exemption per State CEQA Guidelines Section 15301. (Community Services – Chavez)
NON-AGENDA PUBLIC COMMENT (15 minutes):

Persons wishing to address the City Council regarding items not on the posted agenda may do so at this time. In accordance with State law, Council may not take action on an item not scheduled on the Agenda. If appropriate, the item will be referred to the City Manager or placed on a future agenda. This first Non-Agenda Public Comment period is limited to a total of 15 minutes. Additional Non-Agenda Public Comment is received prior to Council Reports.

PUBLIC HEARING:
(9) Continued Public Hearing to Assess Community Development Needs and to Solicit Proposals for Program Year 2023 Community Development Block Grant (CDBG) and Home Program Funding Consistent with the Consolidated Plan and Finding the Action is Not a Project Subject to the California Environmental Quality Act (“CEQA”). (Development Services – Engineering) Recommendation:

1. Re-open, conduct and close the Public Hearing; and

2. Direct staff to publish a summary of the Annual Action Plan; and

3. Adopt the Resolution assessing and prioritizing community development needs, allocating CDBG funds for program year 2023 and authorizing Staff to prepare and publish a draft Annual Action Plan for Program Year 2023.

February 22, 2023 | 6:30 p.m.
4 (10) Public Hearing for a Major Revision (MJR2022-2) to the Lantern Crest Congregate Care Facility (Conditional Use Permit P07-12) at 300 Lantern Crest Way to Allow an Additional 72 Units at the Facility and a Maximum Building Height of 82 Feet Under a Density Bonus Application (DB2022-1); and to Consider an Addendum to Previously Adopted Mitigated Negative Declaration (AEIS07-29) for the Project. Applicant: Santee Senior Retirement Communities, LLC (Michael Grant). (Development Services – Planning) Recommendation:

1. Conduct and Close the Public Hearing; and

2. Approve and adopt the Addendum to the previously approved Mitigated Negative Declaration (AEIS07-29) and in compliance with the provisions of the California Environmental Quality Act (CEQA) per the Resolution and authorize a filing of a Notice of Determination; and

3. Approve Major Revision MJR2022-2 to Conditional Use Permit P07-12 and Density Bonus DB2022-1 per the Resolution.

CONTINUED BUSINESS:
(11) Report Summarizing the Outcome of the Santee City Council Planning Workshop Held January 30, 2023; Finding the Action is Not a Project Subject to the California Environmental Quality Act (“CEQA”). (City Manager – Best) Recommendation:

Receive report, affirm priorities and/or provide direction as needed.

NEW BUSINESS:
(12) Fiscal Year 2022-23 Operating Budget Update and Resolution Amending the Fiscal Year 2022-23 Budget and Resolution Approving the Updated Salary Schedule; Finding the Action is Not a Project Subject to the California Environmental Quality Act (“CEQA”). (Finance – Jennings) Recommendation:

1. Adopt the Resolution amending the fiscal year 2022-23 budget, including any changes as directed by the City Council.

2. Adopt the Resolution approving an amended Salary Schedule for Hourly, General, and Management Employees, effective February 23, 2023, which includes the Director of Engineering/City Engineer and Director of Planning and Building/City Planner positions.

February 22, 2023 | 6:30 p.m.
5 (13) Authorization to Participate with the County of San Diego and City of San Diego in an Encampment Resolution Funding Program Grant Focused on the San Diego River Corridor and Finding the Program is Not a Project Subject to the California Environmental Quality Act (“CEQA”). (City Manager – Best) Recommendation:

Authorize the participation in an Encampment Resolution Funding Program Grant with the County of San Diego and City of San Diego and authorize the City Manager to execute the grant application documents on behalf of the City of Santee. (14) Appointment of Alternate to San Diego River Conservancy Board; Finding the Action is Not a Project Subject to the California Environmental Quality Act (“CEQA”). (Mayor – Minto)
Recommendation:

Take action on the Mayor’s recommendation for an alternate to the San Diego River Conservancy Board.

NON-AGENDA PUBLIC COMMENT (Continued):

All public comment not presented within the first Non-Agenda Public Comment period above will be heard at this time.

CITY COUNCIL REPORTS:

CITY MANAGER REPORTS:

CITY ATTORNEY REPORTS:

CLOSED SESSION:
(15) CONFERENCE WITH LEGAL COUNSEL—EXISTING LITIGATION
(Gov. Code §54956.9(d)(1))
Name of case: City of Santee v. Santee Trolley Square 991 LP, et al.

Case Number: San Diego Superior Court Case No. 37-2022-00035836-CU-OR-CTL ADJOURNMENT:

February 22, 2023 | 6:30 p.m.
6 Feb 02 SPARC Council Chamber
Feb 08 Council Meeting Council Chamber
Feb 13 Community Oriented Policing Committee Council Chamber Feb 22 Council Meeting Council Chamber
Mar 02 SPARC Council Chamber
Mar 08 Council Meeting Council Chamber
Mar 13 Community Oriented Policing Committee Council Chamber Mar 16 SMHFPC Council Chamber
Mar 22 Council Meeting Council Chamber
The Santee City Council welcomes you and encourages your continued interest and involvement in the City’s decision-making process.

For your convenience, a complete Agenda Packet is
available for public review at City Hall and on the
City’s website at www.CityofSanteeCA.gov.

The City of Santee complies with the Americans with Disabilities Act. Upon request, this agenda will be made available in appropriate alternative formats to persons with disabilities, as required by Section 12132 of the American with Disabilities Act of 1990 (42 USC § 12132). Any person with a disability who requires a modification or accommodation in order to participate in a meeting should direct such request to the City Clerk’s Office at (619) 258-4100, ext. 112 at least 48 hours before the meeting, if possible.

BOARDS, COMMISSIONS & COMMITTEES

FEBRUARY & MARCH MEETINGS

|Proclamation
WHEREAS, the Little Leagues in the city of Santee have come together to promote youth baseball for over 50 years; and WHEREAS, the city of Santee honors and celebrates our baseball athletes both young and old who engage in America's national pastime for recreation or competition; and
WHEREAS, Little League believes in the power of youth baseball to teach life lessons that build stronger individuals and communities, joined together by one common goal, encouraging friends, families and communities to participate in the game of baseball, thus creating a sustainable enthusiasm for the game that has produced countless family and community bonding experiences; and
WHEREAS, the sport of baseball teaches participants teamwork, perseverance, leadership and sportsmanship; and
WHEREAS, Santee residents benefit from partnerships between West Hills Little League, Santee National Little League and the city of Santee, allowing for the use of facilities such as West Hills Park and the various baseball fields used for practice and play.

NOW, THEREFORE, I, John W. Minto, Mayor of the city of Santee, on behalf of the City Council do hereby proclaim March 4, 2023, as “LITTLE LEAGUE DAY”
in the city of Santee and encourage residents to engage in activities that promote baseball for social connection, exercise and play for all ages.

IN WITNESS WHEREOF, I have hereunto
set my hand this twenty-second day of
February, two thousand twenty-three, and
have caused the Official Seal of the city of
Santee to be affixed.

Mayor John W. Minto

Minutes DRAFT
Santee City Council
Council Chamber – Building 2
10601 Magnolia Avenue
Santee, California
February 8, 2023
This Regular Meeting of the Santee City Council was called to order by Mayor John W.

Minto at 6:33 p.m.
(1) ROLL CALL: Present: Mayor John W. Minto, Vice Mayor Laura Koval and Council Members Ronn Hall, Rob McNelis and Dustin Trotter – 5
Officers present: City Manager Marlene Best, City Attorney Shawn Hagerty, and City Clerk Annette Ortiz
(2) INVOCATION was given by Pastor Gary Lawton - Senior Pastor of Calvary Chapel of Santee.
(3) PLEDGE OF ALLEGIANCE was led by Mayor Minto.
(4) PROCLAMATION: Retirement of Principal Planner Chris Jacobs.

Mayor Minto presented a Proclamation to Chris Jacobs.
(5) RECOGNITION: Certificates of Commendation, Varsity Santee Ravens Pop Warner Cheerleader Champions
Vice Mayor Koval presented the recognition to the Varsity Santee Ravens Pop Warner Cheerleader Champions.
(6) CONSENT CALENDAR:

City Clerk requested Item (6.4) to be pulled for discussion. (6.1) Approval of Reading by Title Only and Waiver of Reading in Full of Ordinances and Resolutions on the Agenda; Finding the Action is Not a Project Subject to the California Environmental Quality Act (“CEQA”). (City Clerk – Ortiz)
(6.2) Approval of Meeting Minutes of the Santee City Council for the January 11, 2023, and January 25, 2023, Regular Meetings, and the January 30, 2023 Special Meeting; Finding the Action is Not a Project Subject to the California Environmental Quality Act (“CEQA”). (City Clerk - Ortiz) Santee City Council Regular Meeting Minutes of February 8, 2023 Page 2 of 5 (6.3) Approval of Payment of Demands as Presented; Finding the Action is Not a Project Subject to the California Environmental Quality Act (“CEQA”). (Finance – Jennings)
(6.4) Item Pulled for Discussion.
(6.5) Claim Against the City by Jeff Metcalf; Finding the Action is Not a Project Subject to the California Environmental Quality Act (“CEQA”). (Human Resources - Rankin)
ACTION: Council Member McNelis moved approval of the Consent Calendar.

Council Member Trotter seconded the motion, which carried by the following vote: Mayor Minto: Aye; Vice Mayor Koval: Aye; and Council Members Hall: Aye; McNelis: Aye; and Trotter: Aye. Ayes: 5. Noes: 0.
(6.4) Adoption of a Resolution Authorizing the Submittal of a Grant Application to the Federal RAISE (Rebuilding American Infrastructure with Sustainability and Equity) Grant Program for State Route 52 (SR 52) Improvements and Finding the Action is Not a Project Subject to the California Environmental Quality Act (“CEQA”). (Development Services - Engineering) (Reso 008-2023)
PUBLIC SPEAKER(S):
• Alan C
• Audra
ACTION: Council Member McNelis moved approval of staff recommendation.

Speakers A through G spoke regarding the YMCA restroom policy and the lease. (A) Blake
(B) Alan C
(C) Marci Strange, Gays Against Groomers
(D) Susan Ash
(E) Ben Richards, SoCal Parent Advocates
(F) Ryan Pernicano, Lexit San Diego
(G) Alicia, Lexit San Diego
Santee City Council Regular Meeting Minutes of February 8, 2023 Page 3 of 5 (8) PUBLIC HEARING:
(8.1) A Public Hearing to Assess Community Development Needs and to Solicit Proposals for Program Year 2023 Community Development Block Grant (CDBG) and Home Program Funding Consistent with the Consolidated Plan and Finding the Action is Not a Project Subject to the California Environmental Quality Act (“CEQA”)
The Public Hearing was opened at 7:21 p.m. The Senior Management Analyst provided a PowerPoint presentation and responded to Council questions.

PUBLIC SPEAKER(S):
• Deborah Martin, Elder Help
• Tonya Hendrix, Santee Santas
• Dennis Martins, Santee Foodbank
• Tim Ray, Meals on Wheels
• John Hossick, SMOAC
• Estela Pelos Rios, CSA San Diego County
• Steve Anderson, Crisis House
• Consuelo Consuelo (Did not speak)
• Christina Piranio, Voices for Children
• Alan C
ACTION: Council Member McNelis moved approval of staff recommendation.

Vice Mayor Koval seconded the motion, which carried by the following vote: Mayor Minto:

Aye; Vice Mayor Koval: Aye; and Council Members Hall: Aye; McNelis: Aye; and Trotter:

Aye. Ayes: 5. Noes: 0.

The Public Hearing was continued to February 22nd, 2023, at 7:51 p.m. (9) CONTINUED BUSINESS:

None.
(10) NEW BUSINESS:

None.

Santee City Council Regular Meeting Minutes of February 8, 2023 Page 4 of 5 (11) NON-AGENDA PUBLIC COMMENT (Continued):

The speakers below spoke regarding the YMCA restroom policy and the lease. • Los, Lexit San Diego (Did not speak)
• Corbin
• Tracie
• Melissa O’Conner
• Rachel Ashlee
• Sharie
• Greg Denham, Rise Church / World News Brietin
• Jason Neese
• Jeff Noway
• Shawn Frederickson
• Dan Moyer
• Stan Baker
• Ronald Sterzinski
• Dan Bickford
• Amy Strelic
• Samuel Denth, Awaken Church
• Lou Uridel
• Rich Truchinski
• Isabella Clifford, Party for Socialism and Liberation • Mary D.
• George
• Consuelo
• Audra
• Jovann Rushing
• Anthony Carnevale
• John Hossick
• June McGreevy
• Michael Castillo, Awaken Church
• Tsukuru Fors (Did not speak)
• Naomi Abrego
• John Parker (Did not speak)
• Jonny Ramon
• Kevin Prescott (did not speak)
• Richard Mendez, Lexit San Diego (did not speak)
• Amy Hirsh, SoCal Parent Advocates
(12) CITY COUNCIL REPORTS:

Mayor Minto reported on the San Diego Association of Governments (SANDAG) meeting; he also mentioned his attendance at the New Mayor’s and Council Members conference.

Santee City Council Regular Meeting Minutes of February 8, 2023 Page 5 of 5 (13) CITY MANAGER REPORTS:

None.
(14) CITY ATTORNEY REPORTS:

None.
(15) ADJOURNMENT:

There being no further business, the meeting was adjourned at 9:03 p.m.

Date Approved:

Annette Fagan Ortiz, CMC, City Clerk

vchlist
01/30/2023 6:01 :24PM
Bank code: ubqen
Voucher Date Vendor -----------------
51635 1/30/2023 10956 FRANCHISE TAX BOARD
51655 1/30/2023 10955 DEPARTMENT OF THE TREASURY
2 Vouchers for bank code: ubgen
2 Vouchers in this report
Prepared by:�
Date �� Approved by: =e
Date: �-n .,.

Voucher List

CITY OF SANTEE
Invoice
PPE 01 /18/23
PPE 01/18/23
PO# Description/ Account

CA STATE TAX WITHHELD
Total:

FED WITHHOLD & MEDICARE
Total:

Bank total:

Total vouchers
Page: 1
Amount
27,112.27
27,112.27
82,128.60
82,128.60
109,240.87
109,240.87
Page: 1
vchlist
02/01/2023 10:51:34AM
Bank code: ubqen
Voucher Date Vendor
132644 2/1/2023 14590 AP TRITON, LLC
132645 2/1/2023 10412 AT&T
132646 2/1/2023 10516 AWARDS BY NAVAJO
132647 2/1/2023 12951 BERRY, BONNIE F.
132648 2/1/2023 13292 BORDER RECAPPING LLC OBA BORDE
132649 2/1/2023 14780 CAL FIRE
132650 2/1/2023 10668 CALIFORNIA BUILDING STANDARDS
132651 2/1/2023 10478 CALIFORNIA DEPARTMENT OF
132652 2/1/2023 10031 CDW GOVERNMENT LLC
132653 2/1/2023 10032 CINTAS CORPORATION #694
132654 2/1/2023 10268 COOPER, JACKIE
132655 2/1/2023 10171 COUNTY OF SAN DIEGO AUDITOR &
Voucher List

CITY OF SANTEE
Invoice PO#
2023-012 53850
301053963; FEB23
0123149
February 1, 2023
22-0027255-008 53865
FS-CSRA 1055
OCT-DEC 2022
2022 SALES TAX
FF36374 54154
4143038905 53959
February 1, 2023
11/2022 AGENCY REV
11/2022 OMV REVENUE
11/2022 PHOENIX REV
Description/ Account

CRA/ EMERG SRVCS ANALYSIS
Total:

MAST PARK
Total:

ENGRAVING FOR RETIREMENT PE
Total:

RETIREE HEALTH PAYMENTS
Total:

TIRES
Total:

CLASS CERTIFICATIONS
Total:

OCTOBER - DECEMBER 2022 SB14
Total:
2022 CALENDAR YEAR SALES TAX
Total:

TREND MICRO ANTIVIRUS SOFTW
Total:

MISC SHOP RENTALS
Total:

RETIREE HEALTH PAYMENT
Total:
11/2022 AGENCY PARK CITE REPT
11/2022 OMV PARK CITE REPT
11/2022 PHOENIX CITE REV REPT
Page: 2
Amount
5,698.55
5,698.55

90.95 90.95

19.95 19.95

91.00 91.00
3,221.74
3,221.74
600.00
600.00
525.60
525.60

12.00 12.00
1,934.40
1,934.40

65.10 65.10

91.00 91.00
125.00
112.50
891.00
Page: 2
vchlist Voucher List
02/01/2023 10:51:34AM CITY OF SANTEE
Bank code : ubqen
Voucher Date Vendor Invoice
132655 2/1/2023 10171 10171 COUNTY OF SAN DIEGO AUDITOR & (Continued) 132656 2/1/2023 10333 COX COMMUNICATIONS 063453006; JAN23 112256001; JAN23
132657 2/1/2023 11450 CREATIVE METAL INDUSTRIES INC 13391 132658 2/1/2023 13129 DAVID TURCH AND ASSOCIATES 01092023 132659 2/1/2023 10433 DEPARTMENT OF CONSERVATION OCT-DEC 2022 132660 2/1/2023 10054 ELDERHELP OF SAN DIEGO 12312022-ELDERHELP 132661 2/1/2023 10251 FEDERAL EXPRESS 8-020-38338
132662 2/1/2023 13044 FIELDTURF USA, INC 695762
132663 2/1/2023 11196 HD SUPPLY FACILITIES 9210232045
9210283378
132664 2/1/2023 10600 HINDERLITER, DE LLAMAS & ASSOC SIN024688 132665 2/1/2023 11864 KIRKLAND PRINTING & MAILING 4153
132666 2/1/2023 10204 LIFE ASSIST INC 1283703
132667 2/1/2023 14499 MARSHALL, NANCY J February 1, 2023 PO# Description/ Account
Total:
9534 VIA ZAPADOR
9130 CARLTON OAKS DR
Total:

DEDICATION PLAQUE
Total:
53975 HIGHWAY 52 COALITION SUPPOR
Total:

OCTOBER - DECEMBER 2022 SMIF
Total:
53993 CDBG SUBRECIPIENT
Total:

SHIPPING CHARGES
Total:
54067 SYNTHETIC TURF MAINTENANCE
Total:
53945 STATION SUPPLIES
53945 STATION SUPPLIES
Total:

DEC CANNABIS MGMT SVCS
Total:
2022 ACFR COVER PRINTING
Total:
53891 EMS SUPPLIES
Total:

RETIREE HEALTH PAYMENTS
Page: 3
Amount
1,128.50

94.80 94.11
188.91
107.75
107.75
10,000.00
10,000.00
2,290.60
2,290.60
1,790.83
1,790.83

46.52 46.52
5,742.76
5,742.76
843.57
215.76
1,059.33
125.00
125.00

26.94 26.94
6,020.62
6,020.62

91.00 Page: 3
vchlist
02/01/2023 10:51:34AM
Bank code: ubqen
Voucher Date Vendor
132667 2/1/2023 14499 14499 MARSHALL, NANCY J
132668 2/1/2023 10308 O'REILLY AUTO PARTS
132669 2/1/2023 12919 PARCELQUEST
132670 2/1/2023 10092 PHOENIX GROUP INFO SYSTEMS
132671 2/1/2023 12237 RAYON, KYLE
132672 2/1/2023 10097 ROMAINE ELECTRIC CORPORATION
132673 2/1/2023 10407 SAN DIEGO GAS & ELECTRIC
132674 2/1/2023 13171 SC COMMERCIAL, LLC
132675 2/1/2023 10110 SECTRAN SECURITY INC
132676 2/1/2023 14038 SINGH GROUP INC
132677 2/1/2023 10314 SOUTH COAST EMERGENCY VEHICLE
132678 2/1/2023 10217 STAPLES ADVANTAGE
Voucher List

CITY OF SANTEE
Invoice PO#
(Continued)
2968-130088 53896
2968-131175 53896
8732-1-2023
112022031 54127
February 1, 2023
12-058018 53980
22373580042; JAN23
34223805628;JAN22
43940205509;JAN23
79900685777;JAN23
85097421694;JAN23
2302120-IN 53902
23010528 54148
01416 53905
511060 53907
3527170678 53982
Description/ Account
Total:

VEHCILE SUPPLIES

VEHICLE SUPPLIES
Total:

SOFTWARE RENEWAL
Total:

FY 22-23 PARKING CITE PROCESS
Total:

RETIREE HEALTH PAYMENT
Total:

VEHICLE REPAIR PART
Total:

TRAFFIC SIGNALS

ROW / MEDIANS (GAS)
LMD
BALLFIELDS; FACILITIES; PARKS

CITY HALL GROUP BILL
Total:

DELIVERED FUEL
Total:

FY 22/23 ARMORED CAR TRANSPC
Total:

DEAD ANIMAL REMOVAL SERVICE
Total:

VEHICLE REPAIR PART
Total:

OFFICE SUPPLIES
Page: 4
Amount

91.00 107.74
208.97
316.71
2,399.00
2,399.00
705.18
705.18

91.00 91.00
350.19
350.19
7,396.50
348.75
1,855.57
20,723.79
11,396.26
41,720.87
527.59
527.59
155.84
155.84
1,443.71
1,443.71
170.45
170.45

8.32 Page: 4
vchlist
02/01/2023 10:51:34AM
Bank code: ubqen
Voucher Date Vendor
132678 2/1/2023 10217 STAPLES ADVANTAGE
132679 2/1/2023 10027 STATE OF CALIFORNIA
132680 2/1/2023 13451 TELEFLEX FUNDING LLC
132681 2/1/2023 11152 TERRY SHAW PAINTING
132682 2/1/2023 10250 THE EAST COUNTY
132683 2/1/2023 10515 THE SAN DIEGO UNION - TRIBUNE
132684 2/1/2023 11305 VELOCITY TRUCK CENTERS
132685 2/1/2023 10331 HOS WHITE CAP CONST SUPPLY
132686 2/1/2023 12930 WILLIAMS, ROCHELLE M.
132687 2/1/2023 12641 WITIORFF, VICKY DENISE
132688 2/1/2023 10318 ZOLL MEDICAL CORPORATION
45 Vouchers for bank code ubgen
45 Vouchers in this report
Voucher List

CITY OF SANTEE
Invoice PO#
(Continued)
3527587058 53935
628163
9506461552 53910
9506461554 53910
2 54182
00126466 53967
01102023
RA290029969:01 54197
10017372555 54052
February 1, 2023
February 1, 2023
3643992 53917
Description/Account
FY 22/23 OFFICE SUPPLIES - FINAi
Total:

FINGERPRINTING SERVICES
Total:

EMS SUPPLIES

EMS SUPPLIES
Total:

PAINTING SRVCS-STATION 5
Total:

CLERK OFFICE PUBLICATIONS
Total:

SUBSCRIP TON RENEWAL
Total:

VEHICLE REPAIR
Total:

TOOLS, MATERIALS & SUPPLIES
Total:

RETIREE HEALTH PAYMENT
Total:

RETIREE HEALTH PAYMENTS
Total:

EMS SUPPLIES
Total:

Bank total:

Total vouchers
Page: 5
Amount
147.31
155.63

64.00 64.00
4,299.23
644.35
4,943.58
14,075.20
14,075.20
598.50
598.50
453.87
453.87
1,814.75
1,814.75
226.29
226.29

91.00 91.00

31.00 31.00
453.61
453.61
111,757.02
111,757.02
Page: 5
vchlist
02/01/2023 10:51:34AM
Ba nk cod e : ubqen
Voucher List

CITY OF SANTEE
Vou cher Dat e
_V_en_d_o_r _______________ ln _v_oi_c_e _______ P_O_# _____ Description/Account Pceparnd by, > \«te k=
Date: 2 1 (·� \J
Approved by: ��JZJ:a;
Date: @ It 1:53 v
Page: 6
Amount
Page: 6
PyBatch
02/01/2023
Grand Totals
reth
Grand
Totals
7:35:41AM

EARNINGS SECTION
Hours/units Rate

0.00 Payroll Processing Report

CITY OF SANTEE
2/1/2023 to 2/28/2023-1 Cycle m
Amount Src Plan
5,824.00
5,824.00
Employees: 32
catax
fedtax

DEDUCTIONS SECTION
Base Wages
5,824.00
5,824.00
Deduction

46.00 211.00
257.00
BenefitlCont LvPlan

0.00 LEAVE SECTION
Accrued
Gross:

Net:

Taken
5,824.00
5,567.00
Page: 7
Banked
<< No Errors/ No Warnings >>
Page: 7
Lost
vchlist
02/08/2023 2:19:52PM
Bank code : ubqen
Voucher Date Vendor
132689 2/8/2023 11460 ASBURY ENVIRONMENTAL SERVICES
132690 2/8/2023 10189 ATTENTION GETTERS DESIGN INC
132691 2/8/2023 10516 AWARDS BY NAVAJO
132692 2/8/2023 13990 C.P. RICHARDS SIGNS, INC.
132693 2/8/2023 14780 CAL FIRE
132694 2/8/2023 10299 CARQUEST AUTO PARTS
132695 2/8/2023 10032 CINTAS CORPORATION #694
132696 2/8/2023 10171 COUNTY OF SAN DIEGO AUDITOR &
132697 2/8/2023 10333 COX COMMUNICATIONS
132698 2/8/2023 11457 D'ALESIO INC
132699 2/8/2023 14808 DELROSARIO, BENJAMIN
132700 2/8/2023 11017 DIVISION OF THE STATE
Voucher List

CITY OF SANTEE
Invoice PO#
1500-00893555 53861
51069 53862
0123118 53864
61391 53868
FS-FC30179
11102-577071 53869
4143753318 53959
12/2022 AGENCY REV
12/2022 OMV REVENUE
12/2022 PHOENIX REV
038997401; FEB23
26089 53874
31099
AB1379 OCT-DEC 2022
Description/Account

USED OIL DISPOSAL
Total:

VEHICLE SUPPLIES
Total:

NAMETAGS
Total:

STATION 5 EPOXY PROJECT
Total:

CLASS CERTIFICATIONS
Total:

VEHICLE SUPPLIES
Total:

MISC. SHOP RENTAL SERVICE
Total:
12/2022 AGENCY PARK CITE REPT
12/2022 OMV PARK CITE REPT
12/2022 PHOENIX CITE REV REPT
Total:
10601 N MAGNOLIA AVE APT 8
Total:

WEARING APPAREL
Total:

PARKING CITATION REFUND
Total:

AB1379 OCT-DEC 2022
Page:

Amount

95.00 95.00

43.30 43.30

47.41 47.41
419.64
419.64
975.00
975.00
135.85
135.85

79.71 79.71
122.50
360.75
830.25
1,313.50

57.00 57.00
287.16
287.16

95.00 95.00
405.20
Page: 8
8 vchlist
02/08/2023 2:19:52PM
Bank code: ubqen
Voucher Date Vendor
132700 2/8/2023 11017 11017 DIVISION OF THE STATE
132701 2/8/2023 11295 DOKKEN ENGINEERING
132702 2/8/2023 14446 ENTERPRISE FM TRUST
132703 2/8/2023 10251 FEDERAL EXPRESS
132704 2/8/2023 10009 FIRE ETC
132705 2/8/2023 12760 FOCUS PSYCHOLOGICAL
132706 2/8/2023 10066 GLOBALSTAR USA LLC
132707 2/8/2023 10490 HARRIS & ASSOCIATES INC
132708 2/8/2023 10556 HECKMAN, HEATHER
132709 2/8/2023 14459 HMC GROUP
132710 2/8/2023 14803 JANTZ COMMUNICATIONS
132711 2/8/2023 14229 JOBSITE SUPPLY CO
132712 2/8/2023 11864 KIRKLAND PRINTING & MAILING
Voucher List

CITY OF SANTEE
Invoice PO#
(Continued)
42637 52440
STMT 2717
8-027-58336
175806 53881
SANTEE2022-12 53922
000000044569605
55814 53763
1102023
166411 53747
01162023
72823400(2) 53978
73282800 53978
73894600 53978
4120
Description/ Account
Total:

PROSPECT-MESA PEDESTRIAN CF
Total:

VEHICLE LEASING PROGRAM
Total:

SHIPPING CHARGES
Total:

EQUIPMENT MAINTENANCE
Total:

PSYCHOLOGICAL SERVICES
Total:

SATELLITE PHONE SERVICE
Total:

IS/MND CANNABIS ORDINANCE
Total:

TUITION REIMBURSEMENT
Total:

SANTEE COMMUNITY CENTER
Total:

CONSULTING SERVICES
Total:

CIP SUPPLIES

CIP SUPPLIES
Total:

PRINTING CHARGE
Page: 9
Amount
405.20
390.00
390.00
4,480.57
4,480.57

55.39 55.39
108.49
108.49
800.00
800.00
107.22
107.22
2,957.50
2,957.50
2,473.00
2,473.00
115,200.80
115,200.80
750.00
750.00
332.32
249.98
121.80
704.10

82.97 Page: 9
vchlist Voucher List
02/08/2023 2:19:52PM CITY OF SANTEE
Bank code : ubqen
Voucher Date Vendor Invoice
132712 2/8/2023 11864 11864 KIRKLAND PRINTING & MAILING (Continued) 132713 2/8/2023 10906 KRONOS INC 12016682
132714 2/8/2023 10204 LIFE ASSIST INC 1284111
1284953
1284954
132715 2/8/2023 10174 LN CURTIS AND SONS INV667145
132716 2/8/2023 10308 O'REILLY AUTO PARTS 2968-131345
2968-132374
132717 2/8/2023 10092 PHOENIX GROUP INFO SYSTEMS 122022031 132718 2/8/2023 12828 RICK ENGINEERING COMPANY 18100(34) 132719 2/8/2023 12605 SAFE HEARING AMERICA INC 17836
132720 2/8/2023 13171 SC COMMERCIAL, LLC 2305432-IN
2306589-IN
132721 2/8/2023 13206 SHARP BUSINESS SYSTEMS 9004156961 132722 2/8/2023 13162 SOCAL PPE 5104
132723 2/8/2023 10217 STAPLES ADVANTAGE 3527737505
3527737506
PO# Description/ Account
Total:
54194 ANNUAL SOFTWARE RENEWAL
Total:
53891 EMS SUPPLIES
53891 EMS SUPPLIES
53891 EMS SUPPLIES
Total:
54070 SAFETY APPAREL
Total:
53896 VEHICLE SUPPLIES
53896 VEHICLE SUPPLIES
Total:
54127 FY 22-23 PARKING CITE PROCESS
Total:
54139 AS-NEEDED ENGINEERING SERVI!
Total:
54202 SAFE HEARING TESTING
Total:
53902 DELIVERED FUEL
53902 DELIVERED FUEL
Total:
54016 SHARP COPIES OCT-DEC 2022
Total:
54141 TURNOUT MAINTENANCE/REPAIR
Total:
53981 OFFICE SUPPLIES - DDS
53981 OFFICE SUPPLIES - DDS
Page: 10
Amount

82.97 3,572.75
3,572.75
220.80
1,810.20
590.32
2,621.32
1,351.62
1,351.62

45.13 27.99

73.12 647.75
647.75
2,992.50
2,992.50
2,736.00
2,736.00
235.03
813.56
1,048.59
2,272.47
2,272.47
305.25
305.25

73.46 54.35
Page: 10
vchlist
02/08/2023 2:19:52PM
Bank code : ubqen
Voucher Date Vendor
132723 2/8/2023 10217 STAPLES ADVANTAGE
132724 2/8/2023 11587 STRYKER SALES CORPORATON
132725 2/8/2023 14737 STURM, AARON
132726 2/8/2023 14806 SUNPOWER CORPORATION
132727 2/8/2023 14805 SUNRUN
132728 2/8/2023 14807 TITAN SOLAR
132729 2/8/2023 14097 VOICES FOR CHILDREN
41 Vouchers for bank code ubgen
41 Vouchers in this report
Prepared by::-�
:::�,,·� I
Date: 2.-8 - ,;t 3
Voucher List

CITY OF SANTEE
Invoice PO#
(Continued}
3527737507 53936
4016658M 54088
011823
22STE-PV00784
22STE-PV00291
21 STE-PV00739
2-2023 54007
Description/Account

OFFICE SUPPLIES
Total:

EMS EQUIPMENT
Total:

MEMBERSHIP FEE TO ICC SD
Total:

PERMIT REFUND 22STE-PV00784
Total:

PERMIT REFUND 22STE-PV00291
Total:

PERMIT REFUND 21 STE-PV00739
Total:

CDBG SUBRECIPIENT
Total:

Bank total:

Total vouchers
Page: 11
Amount
160.67
288.48
19,456.78
19,456.78

75.00 75.00
460.34
460.34
169.62
169.62
232.77
232.77
1,417.29
1,417.29
171,785.46
171,785.46
Page: 11
vchlist
02/09/2023 10:32:14AM
Voucher List

CITY OF SANTEE
Bank code: ubqen
Voucher Date Vendor Invoice
132730 2/9/2023 12903 AMERICAN FIDELITY ASSURANCE CO 2216896A 132731 2/9/2023 10334 CHUC 3129547
132732 2/9/2023 14793 CONTROLLING INS COST IN CA, SCHOO 2023-1 132733 2/9/2023 14458 METROPOLITAN LIFE INSURANCE 75759161 132734 2/9/2023 10785 RELIANCE STANDARD LIFE February 23 132735 2/9/2023 10424 SANTEE FIREFIGHTERS PPE 02/09/23
132736 2/9/2023 10776 STATE OF CALIFORNIA PPE 02/01/23
132737 2/9/2023 10776 STATE OF CALIFORNIA PPE 02/01/23
132738 2/9/2023 10001 US BANK PPE 02/01 /23
132739 2/9/2023 14600 WASHINGTON STATE SUPPORT PPE 02/01/23 10 Vouchers for bank code : ubgen
10 Vouchers in this report
PO# Description/ Account

FLEXIBLE SPENDING ACCOUNT
Total:

HEALTH INSURANCE
Total:

EMPLOYEE ASSISTANCE PROGRA
Total:

DENTAL INSURANCE
Total:

VOLUNTARY LIFE INSURANCE
Total:

DUES/PEG/BENEVOLENT/BC EXP
Total:

WITHHOLDING ORDER
Total:

PARS RETIREMENT
Total:

WITHHOLDING ORDER
Total:

Bank total:

Total vouchers :

Page: 12
Amount
2,315.11
2,315.11
206,877.54
206,877.54
342.24
342.24
13,089.38
13,089.38
435.98
435.98
3,122.79
3,122.79
449.53
449.53
225.23
225.23
1,042.46
1,042.46
751.84
751.84
228,652.10
228,652.10
Page: 12
vchlist
02/09/2023 10:32:14AM
Voucher List

CITY OF SANTEE
Bank co d e:

Voucher
ubqen
Dat e _V e_n_d_or __________________ ln_v_o i_c_e ________ PO_# __ ____ Description/Ac count Prep�edby � Date: • • f}::;
Approved by: eJ31 J,;,_;;_;_
Date: 2.�0J ·23
Page: 13
Amount
Page: 13
PyBatch Payroll Processing Report Page: 14
02/06/2023 12:36:30PM CITY OF SANTEE
1/19/2023 to 2/1/2023-1 Cycle b

EARNINGS SECTION DEDUCTIONS SECTION LEAVE SECTION
Type Hours/units Rate Amount Src Plan Base Wages Deduction Benefit/Cont LvPlan Accrued Taken Banked Lost roth 33,275.00 5,129.36
sb-1 74.40
sb-3 49.29
sffa 2,583.45
sffapc 410.40
st1cs3 89,635.16 2,689.07 -2,689.07
st2cs3 13,964.64 418.94 -418.94
texlif 55.19
vaccpr 519.30
vaccpt 227.04
vcanpr 339.83
vcanpt 119.05
vgcipt 79.44
vision 531.31
?.\ 1 voladd 24.35 \1,,'7
e£b voldis 234.94
vollad 217.99
vollif 217.99
Grand 14,819.66 617,683.26 213,766.62 262,867.12 Gross: 617,683.26 I Totals Net: 403,916.64
<< No Errors / 16 Warnings >>
�r&-k- i/q/z,;;
'71G 'vf
<
/v;
Page: 14
vchlist
02/10/2023 10:01:36AM
Bank code: ubqen
Voucher List

CITY OF SANTEE
Page: 15
Voucher Amount
6186180
Date ---- Vendor ------------- Invoice PO# Description/Account --------- ------ ---=---------- ----- 6195926
2/10/2023 14705 RHS MISSIONSQUARE
2/10/2023 14704 457 MISSIONSQUARE
2 Vouchers for bank code : ubgen
2 Vouchers in this report
Prnpac� b,LJiLJ.ciLh
Date: Z. , ( 0, z_.--,�
Approved by: ef3u 7/£
Date:
. 2...- 10 -2,7$
PPE 02/01/23
PPE 02/01 /23

RETIREE HSA
Total:

ICMA- 457
Total:

Bank total:

Total vouchers
5,149.89
5,149.89
33,272.34
33,272.34
38,422.23
38,422.23
Page: 15
vchlist
02/13/2023 8:52:46AM
Bank code : ubqen
Voucher Date ----------------- Vendor
81109 2/13/2023 10956 FRANCHISE TAX BOARD
81160 2/13/2023 10955 DEPARTMENT OF THE TREASURY
2 Vouchers for bank code: ubgen
2 Vouchers in this report
Pcepaced by, Jw ckk
Date�-� Approved�=
Date: �3
Voucher List

CITY OF SANTEE
Invoice
February 23 Retiree
PPE 02/01 /23
February 23 Retiree
PPE 02/09/23
PO# Description/ Account

CA STATE TAX WITHHELD

CA STATE TAX WITHHELD
Total:

FEDERAL WITHHOLDING TAX

FED WITHHOLD & MEDICARE
Total:

Bank total:

Total vouchers :

Page: 16
Amount

46.00 27,698.33
27,744.33
211.00
82,847.17
83,058.17
110,802.50
110,802.50
Page: 16

LEGAL SERVICES BILLING SUMMARY Attachment 1
JANUARY 2023

CURRENT INVOICE

DESCRIPTION AMOUNT NUMBER NOTES
Retainer $ 16,530.00 956887
1001.00.1201.51020 16,530.00
Labor & Employment:

Labor & Employment 9,613.50 956859
1001.00.1201.51020 9,613.50
Litigation & Claims:

Litigation & Claims 17,986.10 956860
Affordable Housing Coalition of San Diego County 62.70 956864 Sky Ranch Potential Homeowner/HOA Litigation 117.34 956871 1001.00.1201.51020 18,166.14
Special Projects (General Fund):

Community Oriented Policing 14,644.10 956861
Theater Parcel 127.50 956879
Annual Municipal Code Update 2,116.50 956872
CEQA Special Advice 2,448.00 956882
Water Quality 1,249.50 956865
General Elections 255.00 956866
Prop 218 561.00 956867
Parcel 4 Hotel 2,140.69 956868
Housing Element 331.50 956869
Advanced Records Center Services for PRA 4,735.60 956873 Cannabis 3,060.00 956874
ADA Transition Plan 1,173.00 956876
COVID-19 Related (ARPA) 1,020.00 956888
1001.00.1201.51020 33,862.39
Special Projects - CSA 69 (General Fund)
CSA 69 Dissolution 3,544.50 956875
1001.03.2203.51020
Special Projects (Other Funds):

Mobile Home Rent Control Commission 943.50 956863 2901.04.4106.51020 Cuyamaca Street Right-of-Way Acquisition 281.42 956870 cip71402.30.05 1,224.92
Third-Party Reimbursable:

Sky Ranch (AIR) 198.00 956877 grd0928a.40.05
Castlerock (Weston) 4,868.00 956878 spp0801a.10.05
HomeFed Project 2,000.80 956880 tm22001a.10.05
Karl Strauss 131.20 956881 dr15010a.10.05
Popeyes CUP 951.20 957699 cup2101a.20.05
Santee Auto Center CUP 3,009.60 956886 cup2210a.10.05
Redevelopment of Carlton Oaks Golf Course 1,504.80 956883 cup1906a.10.05 Hillside Meadows Mitigation - cup1802a.10.05
12,663.60
Total $ 95,605.05
LEGAL SERVICES BILLING RECAP Attachment 2
FY 2022-23
Adopted Revised Previously Spent Available Current Request Category Budget Budget Year to Date Balance Mo./Yr. Amount General Fund:

General / Retainer $ 200,360.00 $ 200,360.00 $ 99,338.85 $ 101,021.15 Jan-23 $ 16,530.00 Labor & Employment 60,000.00 60,000.00 18,983.70 41,016.30 Jan-23 9,613.50 Litigation & Claims 90,000.00 90,000.00 68,260.23 21,739.77 Jan-23 18,166.14 Special Projects 341,000.00 341,000.00 246,348.16 94,651.84 Jan-23 37,406.89 Total $ 691,360.00 $ 691,360.00 $ 432,930.94 $ 258,429.06 $ 81,716.53 Other City Funds:

MHFP Commission $ 12,000.00 $ 12,000.00 $ 6,502.50 $ 5,497.50 Jan-23 $ 943.50 Capital Projects 75,000.00 75,000.00 26,945.87 48,054.13 Jan-23 281.42 Highway 52 Coalition 3,000.00 3,000.00 - 3,000.00 Jan-23 - Total $ 90,000.00 $ 90,000.00 $ 33,448.37 $ 56,551.63 $ 1,224.92 Third-Party Reimbursable:

Total $ 140,349.28 $ 12,663.60
Total Previously Spent to Date
Total Proposed for Payment
General Fund $ 432,930.94 General Fund $ 81,716.53
Other City Funds 33,448.37 Other City Funds 1,224.92
Applicant Deposits or Grants 140,349.28 Applicant Deposits or Grants 12,663.60 Total $ 606,728.59 Total $ 95,605.05
FY 2022-23

RESOLUTION NO.
1 RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SANTEE, CALIFORNIA, ADOPTING THE 2023 MULTI-JURISDICTIONAL HAZARD MITIGATION PLAN AND SANTEE ANNEX; FINDING THE ACTION IS NOT A PROJECT SUBJECT TO THE CALIFORNIA ENVIRONMENTAL QUALITY ACT (“CEQA”)
WHEREAS, the Disaster Mitigation Act of 2000 requires all jurisdictions to have a Federal Emergency Management Agency (“FEMA”)-approved hazard mitigation plan to qualify for hazard mitigation program grants and public assistance funds; and WHEREAS, the City of Santee is a member of the San Diego County Unified Disaster Council and the Unified San Diego County Emergency Services Organization along with the County of San Diego and the 17 other cities; and WHEREAS, the County of San Diego has prepared an unincorporated jurisdiction-specific, multi-hazard mitigation plan hereby known as the 2023 MultiJurisdictional Hazard Mitigation Plan (also referred to as the “MJHMP” or “County Base Plan”) in accordance with federal laws, including the Robert T. Stafford Disaster Relief and Emergency Assistance Act, as amended; the National Flood Insurance Act of 1968, as amended; and the National Dam Safety Program Act, as amended; and WHEREAS, the 2023 MJHMP identifies mitigation goals and actions to reduce and/or eliminate long-term risk to people and property in San Diego County from the impacts of future hazards and disasters; and
WHEREAS, the City of Santee worked in collaboration with the County of San Diego to develop the 2023 City of Santee Hazard Mitigation Plan (also referred to as the “Santee Annex”); and
WHEREAS, the Santee City Council recognizes the threat that natural and human-caused hazards pose to people and property within the City of Santee and all of San Diego County; and

WHEREAS, adoption by the City of Santee and required state and federal updates demonstrate its commitment to hazard mitigation and achieving the goals outlined in the 2023 Multi-Jurisdictional Hazard Mitigation Plan and Santee Annex.

NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Santee, California, that the “2023 Multi-Jurisdictional Hazard Mitigation Plan and Santee Annex” are hereby adopted as official hazard mitigation plans of the City of Santee, and that the City Manager is authorized to execute any further agreements relating to the implementation of the plans. While the content of the plans may require revisions requested by FEMA, technical changes occurring after adoption are authorized so long as they are executed in agreement between the City Manager and the Fire Chief, and any changes to both plans remain consistent with the City Council approved MJHMP and Santee Annex. Staff is directed to re-submit revised plans for approval. Subsequent plan updates following the five-year approval period for these plans will require separate adoption resolutions.

RESOLUTION NO.
2 ADOPTED by the City Council of the City of Santee, California, at a Regular Meeting thereof held this 22nd day of February 2023, by the following roll call vote, to wit:

AYES:

NOES:

ABSENT:

APPROVED:

JOHN W. MINTO, MAYOR
ATTEST:
_______________________________________________

ANNETTE ORTIZ, CMC, CITY CLERK
City of Santee
Hazard Mitigation Plan 2022
City of Santee
Hazard Mitigation Plan 2023
2 Section One: Determine the Planning Area and
Resources

1.1 Planning Area: City of Santee
“Sunny climate, good schools, small-town friendliness”—Santee prides itself on having a lean government that responds to its community’s' concerns. Collectively, these are among the key attributes of the city. Santee is ideally located between the Pacific Ocean and the mountains of the Cleveland National Forest, and had a population of 60, 037 people in 2020. While Santee is considered part of the East County Region, the city is only 18 freeway miles from San Diego’s premier beaches. Santee is connected to the coastline by State Route 52, a six-lane freeway that connects Interstate 5 in La Jolla to State Route 67. State Route 125 also intersects with State Route 52, forming a transportation hub in the heart of Santee. Since the expansion of the San Diego Trolley, Santee community members can ride the Trolley to Mission Valley, Downtown San Diego and as far as the U.S./Mexico Border.

Santee lies 18 miles northeast of Downtown San Diego and is bordered on the east and west by slopes and rugged mountains. The San Diego River runs through this community, which was once a dairy farming area. It is now a residential area that has experienced phenomenal growth since the 1970’s.

Water services are provided by Padre Dam Municipal Water District. The Santee School District and Grossmont Union High School District oversee K-12 grade education. Elementary and middle school students attend one of the nine available schools, while high school students attend Santana or West Hills High School. Higher education facilities include San Diego Christian College, a 4-year private accredited college located in Town Center. Nearby are San Diego State University and Grossmont Community College. 1 2

1.2 Development Over Time
The City of Santee experienced a population increase of 2,000 people (3.3%) since the implementation of the 2018 Hazard Mitigation Plan. With the population change, the Local Planning Group (LPG) identified an increase in vulnerability to our jurisdiction since the previous plan was approved. The LPG considered the changes to community development and adjusted the goals, objectives, actions/priority action within this plan to meet the needs of the community.

The City also completed several community park projects, which included Weston and Mast Park. The City is currently finalizing the creation of a Joint Powers Agreement (JPA) with Lakeside Fire Protect District to improve emergency medical services delivery. The City also funded for the development of a comprehensive long-range plan for fire and emergency services, which will be completed in early 2023. These solutions are expected to help prevent an increase of community hazard vulnerabilities 1 https://www.cityofsanteeca.gov/our-city/about-santee-new 2 https://www.santeesd.net/schools/district_school_sites 3 1.3 Plan Integration and Implementation
The City of Santee continually integrates the Safety and Land Use Elements of the City’s General Plan into this Local Hazard Mitigation Plan, including prioritized hazards and actions. After this annex was approved then adopted in 2018, members of the Local Planning Group (LPG) conducted annual assessments that included review of data, adoption of codes, and status of the plan’s priorities, goals, objectives, and actions. The process of tracking this long-term integration plan was documented and discussed by members of the LPG, then disseminated through the appropriate department directors or their representatives.

Upon approval and adoption of this plan version, the Local Planning Team will continue to collaborate with other City Department representatives to assist with this plan’s informing of and implementation into the City’s departmental priorities reflected in this plan’s goals, objectives, and actions (such as fire mitigation activities and public outreach/education). Additionally, this plan will also be used to inform the next update of the City’s General Plan, especially related to the Safety Element (which has purpose to reduce loss of life, injuries, and damage resulting from natural and human-caused public safety hazards) and the Land Use Element (which is intended to guide the ultimate pattern of development in the community, specifies location/type/amount of housing/commercial services/industrial uses/parks/public facilities/open space that will comprise the City at buildout. 3 4

1.4 Community Rating System Requirements
The Community Rating System (CRS) is a FEMA program and rewards communities that go beyond the minimum standards for floodplain management under the National Flood Insurance Program (NFIP).

Communities can potentially improve their Community Rating System and lower NFIP premiums by developing a CRS Plan. The City of Santee is an NFIP Participant and has 1 repetitive loss nonresidential property. See Table 14 in the San Diego County’s Base Plan.

For more information on the National Flood Insurance Program, see http://www.fema.gov/national-floodinsurance-program. 3 https://www.cityofsanteeca.gov/services/development-services/planning-and-zoning-services/general-plan 4 https://www.cityofsanteeca.gov/home/showpublisheddocument/7191/636336569667170000 4 Table 1
Community Rating System
(CRS) Planning Steps
Local Mitigation
Planning
Handbook Tasks
(44 CFR Part 201)
Step 1. Organize
Task 1: Determine the Planning Area and
Resources
Task 2: Build the Planning
Team 44 CFR 201.6(c)(1)
Step 2. Involve the public
Task 3: Create an Outreach Strategy
44 CFR 201.6(b)(1)
Step 3. Coordinate
Task 4: Review Community Capabilities
44 CFR 201.6(b)(2) & (3)
Step 4. Assess the hazard Task 5: Conduct a Risk
Assessment 44 CFR
201.6(c)(2)(i)
44 CFR 201.6(c)(2)(ii) & (iii)
Step 5. Assess the problem
Step 6. Set goals Task 6: Develop a Mitigation
Strategy 44 CFR
201.6(c)(3)(i)
44 CFR 201.6(c)(3)(ii)
44 CFR 201.6(c)(3)(iii)
Step 7. Review possible activities
Step 8. Draft an action plan
Step 9. Adopt the plan
Task 8: Review and Adopt the Plan
44 CFR 201.6(c)(5)
Step 10. Implement, evaluate, revise
Task 7: Keep the Plan Current
Task 9: Create a Safe and Resilient
Community 44 CFR 201.6(c)(4)
FEMA LOCAL MITIGATION PLANNING HANDBOOK WORKSHEET 1.1 DESCRIBES THE CRS REQUIREMENTS MET BY THE SAN DIEGO COUNTY MULTIJURISDICTIONAL HAZARD MITIGATION PLAN. 5 Any jurisdiction or special district may participate in the hazard mitigation planning process. However, to request FEMA approval, each of the local jurisdictions must meet all requirements of 44 CFR §201.6. In addition to the requirement for participation in the process, the Federal regulation specifies the following requirements for multi-jurisdictional plans:
• The risk assessment must assess each jurisdiction’s risk where they may vary from the risks facing the entire planning area. (44 CFR §201.6(c)(2)(iii))
• There must be identifiable action items specific to the jurisdiction requesting FEMA approval or credit of the plan. (44 CFR §201.6(c)(3)(iv))
• Each jurisdiction requesting approval of the plan must document that is has been formally adopted. (44 CFR §201.6(c)(5))
The hazard mitigation plan must clearly list the jurisdictions that participated in the plan and are seeking plan approval. The San Diego County Multi-Jurisdictional Hazard Mitigation Plan and annexes meet all requirements.

6 Section Two: Build the Planning Team

2.1 Planning Participants and Process
The planning process began in the summer months of 2021 and concluded June of 2022 with the coordination of monthly team meetings for select individuals tasked with updating the City of Santee’s Hazard Mitigation Plan. In addition to internal meetings, representatives from the Local Planning Group (LPG) attended monthly meetings hosted by the County of San Diego Office of Emergency Services (County OES) personnel. One-on-one meetings with San Diego County OES staff were coordinated as needed throughout the updating process. The LPG primarily focused on reviewing the current Hazard Mitigation Plan and assessing the needs for the proposed Hazard Mitigation Plan. The Santee LPG members included:
• Justin Matsushita, Deputy Fire Chief – Operations/Emergency Manager • John Garlow, Fire Chief
• Dustyn Garhartt, Fire Captain/Emergency Management Assistant • DeVerna Rogers, Planning Chief
• Steve Miller, Senior Civil Engineer
• Carl Schmitz, Principal Civil Engineer
• Sam Rensberry, Public Services Manager
• Matt Hermeyer, IT Analyst
Once this plan was developed, City staff submitted the plan to Cal OES and FEMA for approval. Once approved, City staff will present the plan to the Santee City Council for adoption.

7 Section Three: Create an Outreach Strategy
See the San Diego County Multi-Jurisdictional Hazard Mitigation Plan’s Section Three for details about the county-wide outreach strategy.
8 Section Four: Review Community Capabilities
Local mitigation capabilities are existing authorities, policies, programs, and resources that reduce hazard impacts or that could be used to implement hazard mitigation activities, and must be included in a hazard mitigation plan by the planning team.

The planning team also may identify additional types of capabilities relevant to mitigation planning.

4.1 Existing Institutions, Plans, Policies, and Ordinances The following is a summary of existing departments in Santee and their responsibilities related to hazard mitigation planning and implementation, as well as existing planning documents and regulations related to mitigation efforts within the community (Table 2). The administrative and technical capabilities of Santee, as shown in the table below, provides an identification of the staff, personnel, and department resources available to implement the actions identified in the mitigation section of the Plan.

Specific resources reviewed include those involving technical personnel such as planners/engineers with knowledge of land development and land management practices, engineers trained in construction practices related to building and infrastructure, planners, and engineers with an understanding of natural or manmade hazards, floodplain managers, surveyors, personnel with GIS skills, and scientists familiar with hazards in the community.

Table 2
City of Santee Department Breakdown
Fire Planning/Building Engineering Public Services County Sheriff - Administration - General Plan - Flooding - Flood control - Enforcement - Fire prevention -Zoning ordinances - Grading - Infrastructure maintenance
- Investigation
- Emergency
medical services
- Development
standards
- Geotechnical
review
- Emergency
response - Security
- Suppression - Building codes - Transportation - Traffic control - Traffic control - Code
enforcement
- Development
review process
- Structural
evaluation
- Emergency
response
- Emergency
management
- Structure
evaluation
9 4.2 Capabilities Assessment
The Local Planning Group (LPG) identified current capabilities available for implementing hazard mitigation activities. The Capability Assessment (Assessment) portion of the jurisdictional mitigation plan identifies administrative, technical, legal, and fiscal capabilities. This includes a summary of departments and their responsibilities associated with hazard mitigation planning, as well as codes, ordinances, and plans already in place. The second part of the Assessment provides Santee’s fiscal capabilities that may be applicable to providing financial resources to implement identified mitigation action items.

To expand and enhance all capabilities, the City of Santee staff shall continuously engage in evaluating existing plans, policies, ordinances, and programs to ensure they align with the current mitigation needs of the jurisdiction. The City should also continue to research and apply to local, state, and federal grants as appropriate to fund staff, resources (e.g., technology), and programs (e.g., community outreach and education) that reduce the planning area population’s vulnerability to hazards and their effects.

Table 3
City of Santee: Administrative & Technical Capacity
Staff/Personnel Resource Y/N Department/Agency and Position A. Planner(s) or engineer(s) with knowledge of
land development and land management
practices
Y Development Services staff
B. Engineer(s) or professional(s) trained in
construction practices related to buildings
and/or infrastructure
Y Development Services staff
C. Planners/Engineer(s) with an understanding
of natural and/or manmade hazards Y Development Services staff D. Floodplain manager Y Development Services – City Engineer E. Surveyors Y Development Services – Consultant staff
F. Staff with education or expertise to assess
the community’s vulnerability to hazards
Y Fire staff, Development Services, Community Services
G. Personnel skilled in GIS and/or HAZUS Y Development Services and IT staff (GIS support) H. Scientists familiar with community hazards Y Fire staff and Development Services staff I. Emergency manager Y Fire staff
J. Grant writers Y Development Services, Community Services, Fire K. Staff with FEMA Integrated Emergency
Management training
Y Fire staff and Development Services staff
10 The legal and regulatory capabilities of Santee are shown in Table 4, which presents the existing ordinances and codes that affect the physical or built environment of Santee. Examples of legal and/or regulatory capabilities can include: The City’s building codes, zoning ordinances, subdivision ordnances, special purpose ordinances, growth management ordinances, site plan review, general plans, capital improvement plans, economic development plans, emergency response plans, and real estate disclosure plans.

Other jurisdictions involved in the planning process include:
• San Diego County
• San Diego Gas & Electric
• Padre Dam Municipal Water District
• San Diego River Conservancy
• Heartland Fire & Rescue
• Gillespie Field
• Marine Corps Air Station Miramar
Table 4
City of Santee: Legal & Regulatory Capabilities
Regulatory Tools (ordinances, codes, plans) Local Authority (Y/N)
Does State
Prohibit (Y/N)
A. Building code Y N
B. Zoning ordinance Y N
C. Subdivision ordinance or regulations Y N
D. Special purpose ordinances (floodplain management, storm water management, hillside or steep slope ordinances, wildfire ordinances, hazard setback requirements)
Y N
E. Growth management ordinances (also called “smart growth” or anti-sprawl programs) Y N
F. Site plan review requirements Y N
G. General or comprehensive plan Y N
H. A capital improvements plan Y N
I. An economic development plan Y N
J. An emergency response plan Y N
K. A post-disaster recovery plan Y N
L. A post-disaster recovery ordinance Y N
M. Real estate disclosure requirements Y N
11 Table 5 shows specific financial and budgetary tools available to Santee, such as community development block grants; capital improvements project funding; authority to levy taxes for specific purposes; fees for water, sewer, gas, or electric services; impact fees for homebuyers or developers for new development; ability to incur debt through general obligations bonds, and withholding spending in hazard-prone areas.

Table 5
City of Santee: Fiscal Capability
Financial Resources Accessible or Eligible to Use
(Yes/No)
A. Community Development Block Grants (CDBG) Yes, in qualified areas B. Capital improvements project funding Yes
C. Authority to levy taxes for specific purposes Yes – with voter approval D. Fees for water, sewer, gas, or electric service No
E. Impact fees for homebuyers or developers for new
developments/homes Yes
F. Incur debt through general obligation bonds Yes – with voter approval G. Incur debt through special tax and revenue bonds Yes – voter approval required in most instances
H. Incur debt through private activity bonds Yes
I. Withhold spending in hazard-prone areas Yes
12 Section Five: Conduct a Risk Assessment
The planning team conducts a risk assessment to determine the potential impacts of hazards to the people, economy, and built and natural environments of the community. The risk assessment provides the foundation for the rest of the mitigation planning process, which is focused on identifying and prioritizing actions to reduce risk to hazards.

In addition to informing the mitigation strategy, the risk assessment also can be used to establish emergency preparedness and response priorities, for land use and comprehensive planning, and for decision making by elected officials, city and county departments, businesses, and organizations in the community.

Risk Assessment requires the collection and analysis of hazard-related data to enable local jurisdictions to identify and prioritize appropriate mitigation actions that will reduce losses from potential hazards.

When the plan revision process began in 2019, the Local Planning Group (LPG) conducted a complete review of the hazards identified in the original plan and first update to determine if the hazards were still valid and should be kept as a target for mitigation measures or removed from the priority list. The LPG also reassessed hazards that were not considered for mitigation actions in 2018 to determine if that decision was still applicable or if they should be moved to the active list. Finally, the LPG examined potential or emerging hazards, including climate change, to see if any should be included on the active list.

5.1 Hazards Summary
The City of Santee reviewed a set of jurisdictional-level hazard maps, including detailed critical facility information and localized potential hazard exposure/loss estimates, to help identify the top hazardsthreatening their jurisdiction. In addition, Local Planning Groups (LPGs) were supplied with exposure/loss estimates for Santee that are summarized in the table below:
13 Probability of Future Hazard Event (FEMA definitions) Highly likely =
Likely =
Occasional =
Table 6
Summary of Potential Hazard-Related Exposure/Loss in Santee Residential Commercial Critical Facilities
Hazard Type Exposed
Population
# Residential
Buildings
Potential
Exposure/
Loss for
Residential
Buildings
(x$1,000)
# Commercial
Buildings
Potential
Exposure/
Loss for
Commercial
Buildings
(x$1,000)
# Critical
Facilities
Potential
Exposure for
Critical
Facilities
(x$1,000)
Wildfire / Structure Fire
Fire regime II & IV 45,353 16,283 4,583,665 5,307 1,857,498 130 247,681 Public Health Emergencies
0** 0** 0** 0** 0** 0** 0**
Extreme Weather Due to Climate Change
0** 0** 0** 0** 0** 0** 0**
Large Utility Outage / Disruptions
0** 0** 0** 0** 0** 0** 0**
Dam Inundation
24,193 10,034 3,899,212 1,084 327,747 64 787,310
Earthquake (Annualized Loss - Includes shaking, liquefaction and landslide components) 106* 116* 78,341* 92* 50,196* 0 0
Flood (Loss)
100 Year 1,279 40 108,419 13 3,931 12 80,040
500 Year 2,846 751 195,465 217 65,609 18 116,438
Human Caused Events
0** 0** 0** 0** 0** 0** 0**
Rain-Induced Landslide
High Risk 7,644 2,047 795,260 75 22,676 3 66,990
Moderate Risk 0 0 0 0 0 0 0
Tsunami 0 0 0 0 0 0 0
Hazardous Materials Release
0** 0** 0** 0** 0** 0** 0**
Aircraft Incidents
0** 0** 0** 0** 0** 0** 0**
* Represents annualized earthquake value under three earthquake scenarios (shake only, liquefaction only, and landslide only). ** No FEMA data available at the time the Hazard Mitigation Plan was finalized. 14 5.2 Priority Hazards and Profiles After reviewing the localized hazard maps and exposure/loss table above, the following hazards were identified by the Santee LPG as their top nine. Rationale for including each of these hazards is included:

1. Wildfire:

Local Significance
Wildfire probability depends on local weather conditions; outdoor activities such as camping, debris burning, and construction; and the degree of public cooperation with fire prevention measures. Wildfires can result in widespread damage to property and loss of life. The northern portion of the City contains undeveloped, difficult to access, hilly terrain, with homes intermixed throughout, or near undeveloped land. In addition, the City is bisected by a large area of dense, highly combustible vegetation located adjacent to the San Diego River and Forrester Creek corridor. These areas, and the adjacent undeveloped areas within the City, have been subject to multiple fires in the past. In 2021 alone, fire department personnel responded to 89 fire-related incidents in the San Diego River Corridor. Minimizing the loss of life and property in the Wildland- Urban Interface (WUI) continues to be a major focal point of ongoing mitigation efforts. Wildfires continue to threaten vulnerable residents and businesses throughout the City of Santee.

Nature of Hazard
A structure fire hazard is one where there is a risk of a fire starting in an urban setting and spreading uncontrollably from one building to another across several city blocks, or within high-rise buildings.

A wildfire is an uncontrolled fire spreading through vegetative fuels and exposing or possibly consuming structures. They often begin unnoticed and spread quickly. Naturally occurring and non-native species of grasses, brush, and trees fuel wildfires.

A wildfire is in a wildland area in which development is essentially nonexistent—except for roads, railroads, power lines and similar facilities. An Urban-Wildland/Urban Interface fire is a wildfire in a geographical area where structures and other human development meet or intermingle with wildland or vegetative fuels.

Significant development in San Diego County is located along canyon ridges at the wildland/urban interface.

Areas that have experienced prolonged droughts or are excessively dry are at risk of wildfires.

People start more than 80 percent of wildfires, usually as debris burns, arson, or carelessness. Lightning strikes are the next leading cause of wildfires. Wildfire behavior is based on three primary factors: fuel, topography, and weather. The type, and amount of fuel, as well as its burning qualities and level of moisture affect wildfire potential and behavior.

The continuity of fuels, expressed in both horizontal and vertical components is also a determinant of wildfire potential and behavior. Topography is important because it affects the movement of air (and thus the fire) over the ground surface. The slope and shape of terrain can change the speed at which the fire travels, and the ability of firefighters to reach and extinguish the fire. Weather affects the probability of wildfire and has a significant effect on its behavior. Temperature, humidity, and wind (both short and long term) affect the severity and duration of wildfires.
15 San Diego County’s topography consists of a semi-arid coastal plain and rolling highlands which, when fueled by shrub overgrowth, occasional Santa Ana winds and high temperatures, creates an ever-present threat of wildland fire. Extreme weather conditions such as high temperature, low humidity, and/or winds of extraordinary force may cause an ordinary fire to expand into one of massive proportions.

Large fires would have several indirect effects beyond those that a smaller, more localized fire would create.

These may include air quality and health issues, road closures, business closures, and others that increase the potential losses that can occur from this hazard. Modeling for a larger type of fire would be difficult, but the consequences of the three largest San Diego fires this century (October, 2003, October 2007 and May 2014) should be used as a guide for fire planning and mitigation.

Disaster History
San Diego County’s third worst wildfire in history, known as the Laguna Fire, destroyed thousands of acres in the backcountry in September of 1970. The fire resulted in the loss or destruction of 383 homes and 1,200 other structures.

In October 2003, the second-worse wild-land fire in the history of San Diego County destroyed 332,766 acres of land, 3,239 structures and 17 deaths at a cost of approximately $450M.

San Diego County’s worst wildfire occurred in October 2007. At the height of the firestorm there were seven fires burning within the County. The fires destroyed 369,000 acres (13% of the County), 2,670 structures, 239 vehicles, and two commercial properties. There were 10 civilian deaths, 23 civilian injuries and 10 firefighter injuries. The cost of fire exceeded $1.5 billion.

Wildland fires prompted seven (7) Proclaimed States of Emergency, and Urban/Intermix Fires prompted four (4) Proclaimed States of Emergency in the County of San Diego between 1950-2020.

Hazard Impacts
Hazard impacts can include but are not limited to increased flooding risk over burn scar areas, environmental impacts/damage, air quality impacts, loss of resources such as utilities, asset/structure damage and/or total loss, injury, and death.

Location & Extent/Probability of Occurrence & Magnitude The wildfire maps use the CAL Fire Resource Assessment Program data for Fire Hazard Severity Zones:
16 Figure 1: CAL FIRE Fire Hazard Severity Zones (High and Very High) 17 Under current climate conditions, the wildfire threat to property, lives, and ecosystems in the San Diego region is very high. With hotter temperatures and possibly fewer rainy days in the coming decades, vegetation could become drier. As a result, it is likely that San Diego region will see an increase in the frequency and intensity of fires, making the region more vulnerable to devastating fires like the ones seen in 2003 and 2007. The fire season could also become longer and less predictable, making firefighting efforts more costly.

Building density is also a factorin potential building loss during a wildfire. A recentstudy in the Ecological Society of America’s publication Ecological Applications indicates that the area of the building clusters, the number of buildings in the cluster and building dispersion all contribute to the potential for building loss. While all three factors had a positive influence on the number of structures lost, larger building structures were most strongly associated with building loss. The most likely reason being that more buildings are exposed. Two other top factors were the number of buildings in the cluster and the distance to the nearest building. In the Mediterranean California model the closer the buildings were to each other the less likely they were to be affected.

An increase in wildfire also impacts public health. Fire-related injuries and death are likely to increase as wildfires occur more frequently. Wildfires can also be a significant contributor to air pollution. Wildfire smoke contains numerous toxic and hazardous pollutants that are dangerous to breath and can worsen lung disease and other respiratory conditions.

Probability of Future Events is Highly Likely (90 to 100 percent probability of occurrence in the next year (citywide and/or regionwide) or a recurrence interval of lessthan 1 year) and Overall Significance is High (The criteria consistently fall in the high classifications and the event is likely/highly likely to occur with severe strength over a significant to extensive portion of the planning area).

From May to October of each year, San Diego County faces a severe wildfire threat. Fires will continue to occur on an almost annual basis in the San Diego County Area. The threat of wildfire and potential losses consistently increase as human development and population increase in the wildland urban interface area in the County. According to the Cal Fire Redbook, there have been 1,113 wildfiresrecorded for San Diego County between 2015 and 2021. Based on climate and weather in San Diego County and the fuels, topography, past fire history, and the Cal Fire Redbook which indicates an average of 159 wildfires per year, it is highly likely that wildfires will continue to occur within the planning area in the future. 18 2. Public Health Emergencies:

Local Significance and Nature of Hazard
A Public Health Emergency can take different forms, ranging from regional outbreak to worldwide pandemics.

Infectious diseases continue to be a major cause of illness, death, and disability around the word, with new diseases being discovered on a regular basis.

Disaster History
According to San Diego County Health, over 11,000 people in the City of Santee have tested positive for Covid19, with more variants being identified.

Hazard Impacts
Public Health Emergencies threaten the health of people in the community, while also negatively impacting community business operations. Access and Functional Needs (AFN) populations, including the elderly, those with disabilities, and those with pre-existing medical conditions, will be particularly vulnerable to these health emergencies.

Location & Extent/Probability of Occurrence & Magnitude Location impact can range from regionwide to worldwide. The Local Planning Team determined this hazard’s Probability of Future Events is Highly Likely (90 to 100 percent probability of occurrence in the next year or a recurrence interval of less than 1 year) and Overall Significance is High (The criteria consistently fall in the high classifications and the event is likely/highly likely to occur with severe strength over a significant to extensive portion of the planning area).
19 3. Extreme Weather Due to Climate Change:

Local Significance
Extreme weather due to climate change is defined, for the purposes of this plan as hazardous conditions resulting from the compounding effects of climate change and natural events such as drought, storms, extreme heat, extreme cold, and severe wind.

A drought is a period of unusually constant dry weather that persists long enough to cause deficiencies in water supply (surface or underground). High temperatures, high winds, and low humidity can worsen drought conditions and also make areas more susceptible to wildfire. In addition, human actions and demands for water resources can accelerate drought-related impacts.

Extreme heat and extreme cold constitute different conditions in different parts of the country. Extreme cold can range from near freezing temperatures in the southern United States to temperatures well below zero in the northern states. Similarly, extreme heat is typically recognized as the condition where temperatures consistently stay ten degrees or more above a region’s average high temperature for an extended period.

Severe wind can occur alone, such as during straightline wind events and derechos, or it can accompany other natural hazards, including hurricanes and severe thunderstorms.

Disaster History
The City of Santee experiences different types ofsevere weather throughout the year, including high winds and historic drought conditions. High winds from Santa Ana conditions have been documented to increase fire behavior, damage trees and homes, and detrimentally impact utility lines and other critical infrastructure. Local vulnerability is further increased when combined with continued drought and high temperatures.

Hazard Impacts
Droughts are slow-onset hazards, but, over time, they can severely affect crops, municipal water supplies, recreational resources, and wildlife. If drought conditions extend over a number of years, the direct and indirect economic impacts can be significant.

Severe wind will typically cause the greatest damage to structures of light construction, particularly manufactured homes. Severe wind also poses a threat to lives, property, and vital utilities primarily due to the effects of flying debris or downed trees and power lines.

Fatalities can result from extreme temperatures, as they can push the human body beyond its limits (hyperthermia and hypothermia).

Populations with Access and Functional Needs (AFN), including the older adults, people with disabilities, and people with pre-existing medical conditions, will be particularly vulnerable during these extreme weather events.
20 Location & Extent/Probability of Occurrence & Magnitude Location impact can range from citywide to regionwide. The Local Planning Team determined this hazard’s Probability of Future Events is Highly Likely (90 to 100 percent probability of occurrence in the next year or a recurrence interval of less than 1 year) and Overall Significance is High (The criteria consistently fall in the high classifications and the event is likely/highly likely to occur with severe strength over a significant to extensive portion of the planning area).
21 4. Large Utility Outage/Disruption:

Local Significance and Disaster History
In 2011 San Diego County experienced a large-scale power outage that affected more than 7 million residents, visitors, and businesses, including those within the community of Santee. Public Safety Power Shutoffs (PSPS) and rolling blackouts have become the norm in Southern California Hazard Impacts
Utility outages, whether planned or unplanned, may have devastating effects on those who depend on power to operate lifesaving equipment. Additionally, business and governmental operations can be significantly impacted by disruptionsin lifeline servicessuch as gas and electricity. Hazard impacts can include loss ofrevenue and/or resources (such as food and medication), medical impacts from loss of power needed to power medical equipment, and potentially affected transportation that relies on electricity.

Local Significance and Disaster History
A flood is the partial or complete inundation of normally dry land. The various types of flooding include riverine flooding, coastal flooding, and shallow flooding. The City is bisected by the San Diego River that has a significant flow volume and floodway/floodplain. The City of Santee is downstream of two dams (Chet Harritt & San Vicente), creating a vulnerability to major flood inundation in instances of dam failure.

Dam failures can result in severe flood events. When a dam fails, a large quantity of water is suddenly released with a great potential to cause human casualties, economic loss, lifeline disruption, and environmental damage.

A dam failure is usually the result of age, poor design, or structural damage caused by a major event such as an earthquake or flood. At the time of this plan’s publication, there were not any reported dam failures in the planning area within the past five years
When significant rainfall occurs, the potential for Swift Water Rescue incidents increases. The Santee Fire Department has responded to several incidents that have resulted in recovery efforts of victims. The impact of such an incident would be to the residents within the flood zone. Additionally, public owned and commercial structures are also threatened in the most vulnerable areas.

Hazard Impacts
Common impacts of flooding include damage to personal property, buildings, and infrastructure; bridge and road closures; service disruptions; and injuries or even fatalities. Impacts of flooding due to dam failure would be similar and/or identical.

Water released by a failed dam generates tremendous energy and can cause a flood that is catastrophic to life and property. A catastrophic dam failure could challenge local response capabilities and require evacuations to save lives. Impacts to life safety will depend on the warning time and the resources available to notify and evacuate the public. Major loss of life could result as well as potentially catastrophic effects to roads, bridges, and homes. Electric generating facilities and transmission lines could also be damaged and affect life support systems in communities outside the immediate hazard area. Associated water supply, water quality and health concerns could also be an issue. Factors that influence the potential severity of a full or partial dam failure are the amount of water impounded; the density, type, and value of development and infrastructure located downstream; and the speed of failure.

A major dam failure could have a devastating impact on the San Diego County Planning Area. Dam failure flooding presents a threat to life and property, including buildings, their contents, and their use. Large flood events can affect crops and livestock as well as lifeline critical utilities (e.g., water, sewerage, and power), transportation, jobs, tourism, the environment, and the local and regional economies.

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

Location & Extent/Probability of Occurrence & Magnitude 23 Location impact can range from citywide to regionwide. The Local Planning Team determined this hazard’s Probability of Future Events is Likely (10 to 90 percent probability of occurrence in the next year or a recurrence interval of 1 to 10 years) and Overall Significance is Medium (The criteria fall mostly in the middle ranges of classifications and the event’s impacts on the planning area are noticeable but not devastating.).

The figure below displays the locations and extent of dam failure hazard areas for the County of San Diego, including Santee:
24 Figure 2: Map of San Diego County Dam Inundation Areas 25 Dam inundation map data was used to profile dam failure risk levels. These maps were created by agencies that own and operate dams. The County Office of Emergency Services (County OES) obtained this data from SanGIS, a local GIS data repository. The dam inundation map layers show areas that would be flooded in the event of a dam failure. If an area lies within a dam inundation zone, it was considered at high risk. A dam is characterized as high hazard if it stores more than 1,000 acre-feet of water, is higher than 150 feet tall, has potential for downstream property damage, and potential for downstream evacuation. Ratings are set by FEMA and confirmed with site visits by engineers. A simple way to define high risk of dam failure is if failure of the dam is likely to result in loss of human life. Most damsin the County are greater than 50 years old and are characterized by increased hazard potential due to downstream development and increased risk due to structural deterioration in inadequate spillway capacity (Unified San Diego County Emergency Services Organization Operational Area Emergency Plan, 2014).

Climate Change Considerations
The most extreme events are going to become more extreme regarding climate change effects. These events are primarily atmospheric rivers and will become more so in the future based on global climate models (Gershunov et al., 2019). The increase in extreme precipitation will increase the risk of dam failure.

The highest priority mitigation actions to reduce Climate Change impacts on this hazard should include conducting dam safety and emergency spill operations.
26 6. Earthquake:

Local Significance and Disaster History
An earthquake is a sudden release of energy that creates a movement in the earth’s crust. There are numerous ancient landslides within the City that may result in the partial or complete loss of homes. The San Diego River floodplain consists of alluvial soils that are subject to liquefaction during seismic events. Additionally, the City is within 10 miles of a significant earthquake fault.

When a fault ruptures, seismic waves radiate, causing the ground to vibrate. The severity of the vibration increases with the amount of energy released and decreases with distance from the causative fault or epicenter.

Soft soils can further amplify ground motions. The severity of these effects is dependent on the amount of energy released from the fault or epicenter. One way to express an earthquake's severity is to compare its acceleration to the normal acceleration due to gravity. The acceleration due to gravity is often called "g". A 100% g earthquake is very severe.

More damage tends to occur from earthquakes when ground acceleration is rapid. Peak ground acceleration (PGA) is a measure of the strength of ground movement. PGA measures the rate in change of motion relative to the established rate of acceleration due to gravity (980 cm/sec/sec). PGA is used to project the risk of damage from future earthquakes by showing earthquake ground motions that have a specified probability (10%, 5%, or 2%) of being exceeded in 50 years. These ground motion values are used for reference in construction design for earthquake resistance. The ground motion values can also be used to assess relative hazard between sites, when making economic and safety decisions.

Anothertool used to describe earthquake intensity isthe Richterscale. The Richterscale was devised as a means of rating earthquake strength and is an indirect measure of seismic energy released. The scale is logarithmic with each one-point increase corresponding to a 10-fold increase in the amplitude of the seismic shock waves generated by the earthquake. In terms of actual energy released, however, each one-point increase on the Richter scale corresponds to about a 32-fold increase in energy released. Therefore, a magnitude (M) 7 earthquake is 100 times (10 X 10) more powerful than a M5 earthquake and releases 1,024 times (32 X 32) the energy. An earthquake generates different types of seismic shock waves that travel outward from the focus or point of rupture on a fault. Seismic waves that travel through the earth's crust are called body waves and are divided into primary (P) and secondary (S) waves. Because P waves move faster (1.7 times) than S waves they arrive at the seismograph first. By measuring the time delay between arrival of the P and S waves and knowing the distance to the epicenter, seismologists can compute the Richter scale magnitude for the earthquake.

The Modified Mercalli Scale (MMI) is another means for rating earthquakes, but one that attempts to quantify intensity of ground shaking. Intensity under this scale is a function of distance from the epicenter (the closer to the epicenter the greater the intensity), ground acceleration, duration of ground shaking, and degree of structural damage. This rates the level of severity of an earthquake by the amount of damage and perceived shaking, as displayed in the table below:
27 Table 7: MODIFIED MERCALLI SCALE
MMI
Value
Description
of Shaking
Severity
Summary Damage
Description Used on
1995 Maps
Full Description
I. Not felt
II. Felt by persons at rest, on upper floors, or favorably placed.

III. Felt indoors. Hanging objects swing. Vibration like passing of light trucks. Duration estimated. May not be recognized as an earthquake.

IV. Hanging objects swing. Vibration like passing of heavy trucks; or sensation of a jolt like a heavy ball striking the walls. Standing motorcars rock. Windows, dishes, doors rattle. In the upper range of IV, wooden walls and frame creak.

V. Light Pictures Move Felt outdoors; direction estimated. Sleepers wakened. Liquids disturbed, some spilled. Small unstable objects displaced or upset.

Doors swing, close, open. Shutters, pictures move. Pendulum clock stop, start, change rate.

VI. Moderate Objects Fall Felt by all. Many frightened and run outdoors. Persons walk unsteadily.

Windows, dishes, glassware broken. Knickknacks, books, etc., off shelves. Pictures off walls. Furniture moved or overturned. Weak plaster and masonry D cracked.

VII. Strong Nonstructural Damage Difficult to stand. Noticed by drivers of motorcars. Hanging objects quiver. Furniture broken. Damage to masonry D, including cracks.

Weak chimneys broken at roofline. Fall of plaster, loose bricks, stones, tiles, cornices. Some cracks in masonry C. Small slides and caving in along sand or gravel banks. Concrete irrigation ditches damaged.

VIII. Very Strong Moderate Damage Steering of motorcars affected. Damage to masonry C, partial collapse.

Some damage to masonry B; none to masonry A. Fall of stucco and some masonry walls. Twisting, fall of chimneys, factory stacks, monuments, towers, and elevated tanks. Frame houses moved on foundations if not bolted down; loose panel walls thrown out. Cracks in wet ground and on steep slopes.

IX. Very Violent Extreme Damage Most masonry and frame structures destroyed with their foundations.

Some well-built wooden structures and bridges destroyed. Serious damage to dams, dikes, embankments. Large landslides. Water thrown on banks of canals, rivers, lakes, etc. Sand and mud shifted horizontally on beaches and flat land.

X. Rails bent greatly. Underground pipelines completely out of services.

XI. Damage nearly total. Large rock masses displaced. Lines of sight and level distorted. Objects thrown into air.
28 Several major active faults exist in San Diego County, including the Rose Canyon, La Nacion, Elsinore, San Jacinto, Coronado Bank and San Clemente Fault Zones. The Rose Canyon Fault Zone is part of the Newport-Inglewood fault zone, which originates to the north in Los Angeles, and the Vallecitos and San Miguel Fault Systems to the south in Baja California.

The Rose Canyon Fault extends inland from La Jolla Cove, south through Rose Canyon, along the east side of Mission Bay, and out into San Diego Bay. The Rose Canyon Fault is considered the greatest potential threat to San Diego as a region, due to its proximity to areas of high population. The La Nacion Fault Zone is located near National City and Chula Vista. The Elsinore Fault Zone is a branch of the San Andreas Fault System. It originates near downtown Los Angeles and enters San Diego County through the communities of Rainbow and Pala; it then travels in a southeasterly direction through Lake Henshaw, Santa Ysabel, Julian; then down into Anza-Borrego Desert State Park at Agua Caliente Springs, ending at Ocotillo, approximately 40 miles east of downtown.

The San Jacinto Fault is also a branch of the San Andreas Fault System. This fault branches off from the major fault as it passes through the San Bernardino Mountains. Traveling southeasterly, the fault passes through Clark Valley, Borrego Springs, Ocotillo Wells, and then east toward El Centro in Imperial County. This fault is the most active large fault within County of San Diego. The Coronado Bank fault is located about 10 miles offshore. The San Clemente Fault lies about 40 miles off La Jolla and is the largest offshore fault at 110 miles or more in length (Unified San Diego County Emergency Services Organization Operational Area Emergency Plan, 2014).

Hazard Impacts
The hazard impact would depend on the magnitude of the earthquake, but could affect all residents and structures in Santee. Populations with Access and Functional Needs (AFN), including the older adults, people with disabilities, and people with pre-existing medical conditions, will be particularly vulnerable in disaster events, including earthquakes. Most earthquake-related property damage and deaths are caused by the failure and collapse of structures due to ground shaking. The level of damage depends upon the extent and duration of the shaking. Other damaging earthquake effects include landslides, the down-slope movement of soil and rock (in mountain regions and along hillsides), and liquefaction.

The effects of an earthquake can also be felt far beyond the site of its occurrence. They usually occur without warning and, after just a few seconds, can cause massive damage and extensive casualties. After a majorseismic event it is possible that San Diego County, including Santee, could experience damage to transportation infrastructure, that would disrupt the flow of goods and services. A majority of the community members within the City are potentially exposed to the direct and indirect impacts of a major earthquake. Indirect impacts can include but are not limited to, business interruptions, road closures, loss of utilities, and transportation disruptions. Direct impacts can include, but are not limited to, minor or major structure damage, downed trees, and injury or loss of life.

Environmental problems can additionally result as a secondary hazard after a major earthquake. Earthquake induced landslides could cause damage to the surrounding habitat, and water quality can be affected if moving earth comes in contact with a water source. Facilities holding hazardous materials are of particular concern.

During a major earthquake, structures storing these materials could rupture and leak into the surrounding area or an adjacent waterway, having a disastrous effect on the environment. 29 Location & Extent/Probability of Occurrence & Magnitude Location impact can range from citywide to regionwide. The Local Planning Team determined this hazard’s Probability of Future Events is Likely (10 to 90 percent probability of occurrence in the next year or a recurrence interval of 1 to 10 years) and Overall Significance is Medium (The criteria fall mostly in the middle ranges of classifications and the event’s impacts on the planning area are noticeable but not devastating.).

The figures below display the location and extent of the profiled earthquake hazard areas for San Diego County, including Santee:
30 31

32 33
This is based on a United States Geological Survey (USGS) earthquake model that shows probabilistic peak ground acceleration for every location in San Diego County. Since 1984, earthquake activity in San Diego County hasincreased twofold overthe preceding 50 years(Demere, SDNHM website 2003). All buildingsthat have been built in recent decades must adhere to building codes that require them to be able to withstand earthquake magnitudes that create a PGA of 0.4 or greater. Ongoing field and laboratory studies suggest the following maximum likely magnitudes for local faults: San Jacinto (M6.4 to 7.3), Elsinore (M6.5 to 7.3), Rose Canyon (M6.2 to 7.0), La Nacion (M6.2 to 6.6), Coronado Bank (M6.0 to 7.7), and San Clemente (M6.6 to 7.7) (Demere, SDNHM website 2003).

Data used to profile earthquake hazard included probabilistic PGA data from USGS and a Scenario Earthquake Shake map for Rose Canyon from the California Integrated Seismic Network (CISN). From these data, the Hazard Mitigation Planning Group (HMPG) determined that risk level for earthquake is determined to be high if an area lies within a 0.3 or greater PGA designation. Earthquakes were modeled using HAZUS-MH, which uses base information to derive probabilistic peak ground accelerations much like the PGA map from USGS that was used for the profiling process.

Climate Change Considerations
Not applicable.
34 7. Human Caused Events:

Local Significance
Human caused events, for the purposes of this plan, can include events such as terrorism, crime, civil unrest, and accidental hazards. Terrorism and crime can create vulnerabilities impacting facilities within the City. Civil unrest in the City has impacted the community, business operations, and government services. Cyber-attacks continue to be a major threat globally, and the City of Santee is not immune to criminal activities seeking to cripple governmental operations. Continuous focus must be directed towards hardening our technological infrastructure through enhanced software and firmware security. Additionally, the City must continue mitigation efforts against foreign and domestic terrorist attacks.

Human-caused hazards are distinct from natural hazards because they result directly from the actions of people.

Two types of human-caused hazards can be identified as technological hazards and terrorism.

Technological hazards refer to incidents that can arise from human activities such as the manufacture, storage, transport, and use of hazardous materials, which include toxic chemicals, radioactive materials, and infectious substances. Technological hazards are assumed to be accidental and their consequences unintended. This will be covered in the next hazard profile.

Terrorism, on the other hand, encompasses intentional, criminal, and malicious acts involving weapons of mass destruction (WMDs) or conventional weapons. WMDs can involve the deployment of chemical, biological, radiological, nuclear, and explosive (CBRNE) weapons. Conventional weapons and techniques include the use of arson, incendiary explosives, armed attacks, intentional hazardous materials release, and cyber-terrorism (attack via computer).

Terrorism
Following serious international and domestic terrorist incidents during the 1990’s and early 2000’s, people across the United States have paid increased attention to the potential for deliberate, harmful terrorist actions by individuals or groups with political, social, cultural, and religious motives. There is no single, universally accepted definition of terrorism, and it can be interpreted in a variety of ways. However, terrorism is defined in the Code of Federal Regulations as “…the unlawful use of force and violence against persons or property to intimidate or coerce a government, the civilian population, or any segment thereof, in furtherance of political or social objectives” (28 CFR, Section 0.85). The Federal Bureau of Investigation (FBI) further characterizes terrorism as either domestic or international, depending on the origin, base, and objectives of the terrorist organization. However, the origin of the terrorist or person causing the hazard is far less relevant to mitigation planning than the hazard itself and its consequences. Terrorists utilize a wide variety of agents and delivery systems.
35 Disaster History
Terrorism
While San Diego County has not experienced any high-profile attacks by groups or individuals associated with international terrorist organizations, the region has been the site of several incidents with domestic origins.

Most notable is the August 1, 2003 arson attack on a mixed-use housing and office development under construction in the University City neighborhood. The blaze, which officials estimate caused around $50 million in damage, was allegedly set by the Earth Liberation Front, a radical environmentalist group.

San Diego County has been linked to the 9/11 attacks in New York City and on the Pentagon; two of the confirmed hijackers of the commercial aircraft used in the attacks took flight school lessons while living in San Diego.

San Diego County has received numerous bomb threats to schools, government buildings, religious sites, and commercial facilities over the years. While most bomb threats are hoaxes, authorities have been required to mobilize resources and activate emergency procedures on a regular basis in response.

Other Human-Caused Disasters
On September 25th, 1978, the City of San Diego was the scene of one of the worst air disasters in the United States. A mid-air collision between a Cessna 172 and a Pacific Southwest Airlines (PSA) Boeing 727 caused both planes to crash into the North Park neighborhood below. A total of 144 lives were lost including 7 people on the ground. More than 20 residences were damaged or destroyed.

In 1984, a shooter opened fire in a San Ysidro McDonald’s restaurant, killing 21 people. This event was not considered an act of terrorism as no political or social objectives were associated with this event.

In 2019, a shooter opened fire at the Chabad of Poway Synagogue, which killed one person and injured three other people. The same shooter was also linked to a 2019 fire set to the Dar-ul-Arqam Mosque (also known as the Islamic Center of Escondido) in Escondido.5
The shooter pleaded guilty on July 20, 2021, to murder and multiple charges of attempted murder, with added hate crime classifications in connection with the Chabad of Poway Synagogue shooting and pleaded guilty to a charge of arson in connection with Dar-ul-Arqam Mosque in Escondido. 6
Hazard Impacts
This hazard’s impacts vary according to type, magnitude, location, availability of resources and many other factors that are situationally dependent. Overall, hazard impacts may include, but are not limited to injury, death, environmental/resource impacts, and structure/asset losses. 5 https://www.cbs8.com/article/news/crime/accused-chabad-of-poway-synagogue-shooter-pleads-guilty/509-4c8b3421-71e5-45e4-b1daeac4dfe24f55. 6 https://www.nbcsandiego.com/news/local/poway-synagogue-shooter-to-be-sentenced-in-state-court/2731560/. 36 Location & Extent/Probability of Occurrence & Magnitude Location impact can range from citywide to regionwide. The Local Planning Team determined this hazard’s Probability of Future Events is Likely (10 to 90 percent probability of occurrence in the next year or a recurrence interval of 1 to 10 years) and Overall Significance is Medium (The criteria fall mostly in the middle ranges of classifications and the event’s impacts on the planning area are noticeable but not devastating.).

Climate Change Considerations
Not applicable.
37 8. Hazardous Materials Release:

Local Significance
The three freeways that run through the City of Santee act as a major arterial system for the over-the-road transport of hazardous materials. The City is also home to numerous industrial facilities that utilize, process, and create hazardous material during their respective daily operations. A hazardous material release has the potential for detrimental impacts to the health of Santee residents, wildlife, and the environment, in general.

Disaster History
Technological hazards refer to incidents that can arise from human activities such as the manufacture, storage, transport, and use of hazardous materials, which include toxic chemicals, radioactive materials, and infectious substances. Technological hazards are assumed to be accidental and their consequences unintended.

Technological hazards involving hazardous material releases can occur at facilities (fixed site) or along transportation routes (off-site). They can occur because of human carelessness, technological failure, intentional acts, and natural hazards. When caused by natural hazards, these incidents are known as secondary hazards, whereas intentional acts are terrorism. Hazardous materials releases, depending on the substance involved and type of release, can directly cause injuries and death and contaminate air, water, and soils. While the probability of a majorrelease at any facility or at any point along a known transportation corridorisrelatively low, the consequences of releases of these materials can be very serious.

Some hazardous materials present a radiation risk. Radiation is any form of energy propagated as rays, waves or energetic particles that travel through the air or a material medium. Radioactive materials are composed of atomsthat are unstable. An unstable atom gives off its excess energy until it becomesstable. The energy emitted is radiation. The process by which an atom changes from an unstable state to a more stable state by emitting radiation is called radioactive decay or radioactivity.

Radiological materials have many uses in San Diego County including:
• by doctors to detect and treat serious diseases,
• by educational institutions and companies for research, • by the military to power large ships and submarines.

With the decommissioning of San Onofre Nuclear Generating Station (SONGS), radiological materials are no longer used to generate commercial electric power within San Diego County. However, the stored spent fuel that remains on site does pose a hazard.

Radioactive materials, if handled improperly, or radiation accidentally released into the environment, can be dangerous because of the harmful effects of certain types of radiation on the body. The longer a person is exposed to radiation and the closer the person is to the radiation, the greaterthe risk. Although radiation cannot be detected by the senses (sight, smell, etc.), it is easily detected by scientists with sophisticated instruments that can detect even the smallest levels of radiation. Under extreme circumstances an accident or intentional explosion involving radiological materials can cause very serious problems. Consequences may include death, severe health risksto the public, damage to the environment, and extraordinary loss of, or damage to, property. 38 Overall, hazardous materials can include toxic chemicals, radioactive materials, infectious substances, and hazardous wastes. The State of California defines a hazardous material as a substance that is toxic, ignitable, or flammable, or reactive and/or corrosive. An extremely hazardous material is defined as a substance that shows high acute or chronic toxicity, carcinogenicity, bio-accumulative properties, persistence in the environment, or is water reactive (California Code of Regulations, Title 22). “Hazardous waste,” a subset of hazardous materials, is material that isto be abandoned, discarded, orrecycled, and includes chemical,radioactive, and biohazardous waste (including medical waste). An accidental hazardous material release can occur wherever hazardous materials are manufactured, stored, transported, or used. Such releases can affect nearby populations and contaminate critical or sensitive environmental areas.

Facilities that use, manufacture, or store hazardous materials in California must comply with several state and federal regulations. The Superfund Amendments and Reauthorization Act (SARA Title III), which was enacted in 1986 as a legislative response to airborne releases of methylisocyanate at Union Carbide plants in Bhopal, India and in Institute, West Virginia. SARA Title III, also known as the Emergency Planning and Community-Right-ToKnow Act (EPCRA), directs businesses that handle, store, or manufacture hazardous materials in specified amounts to develop emergency response plans and report releases of toxic chemicals. Additionally, Section 312 of Title III requires businesses to submit an annual inventory report of hazardous materials to a stateadministering agency.

The California legislature passed Assembly Bill 2185 in 1987, incorporating the provisions of SARA Title III into a state program. The community right-to-know requirements keep communities abreast of the presence and release of hazardous wastes at individual facilities.

Hazardous materials spills and releases in San Diego County have occurred as a result of clandestine drug manufacturing; spills from commercial, military and recreational vessels on the region’s waterways; traffic accidents; sewer breaks and overflows; and various accidents/incidents related to the manufacture, use, and storage of hazardous materials by County industrial, commercial and government facilities. Although the emergency response history for San Diego County chronicles various hazardous materialsreleases, the incidents do not necessarily indicate the degree of exposure to the public.

There has not been significant exposure to the San Diego County public due to human-caused releases of chemical or biological agents, although there have been several smaller-scale incidents. Chemical spills and releases from transportation and industrial accidents have resulted in short-term chemical exposure to individuals in the vicinity of the release. Bacterial levels can increase significantly especially near storm drain, river, and lagoon outlets, during and after rainstorms. Elevated bacterial levels may continue for a period of up to 3 days depending upon the intensity of rainfall and volume of runoff. Waters contaminated by urban runoff may contain human pathogens (bacteria, viruses, or protozoa) that can cause illnesses.

San Diego County experienced its first significant E. coli bacteria outbreak in 10 years after patrons ate tainted food at restaurants in 2003. In 1992 and 1993 a similar outbreak occurred in San Diego County, which resulted in one death. Additionally, in the early 1980s a hepatitis outbreak associated with poorfood handling techniques resulting in the closure of a major restaurant in Mission Valley and the implementation of a food-handler certification program by the San Diego County Health Department.

The only known release of radiological agents in the County was the result of an accident at San Onofre Nuclear Generating Station (SONGS). In 1981, an accidental "ignition" of hydrogen gases in a holding tank of the San 39 Onofre Nuclear Generating Station (SONGS) caused an explosion - which bent the bolts of an inspection hatch on the tank, allowing radioactive gases in the tank to escape into a radioactive waste room. From there, the radioactive material was released into the atmosphere. The plant was shut down for several weeks following the event (W.I.S.E. Vol.3 No.4 p.18). This incident occurred during the plant’s operation of its Unit 1 generator, which has since been decommissioned. No serious injuries occurred.

On February 3, 2001, another accident occurred at SONGS when a circuit breakerfault caused a fire that resulted in a loss of offsite power. Published reports suggest that rolling blackouts during the same week in California were partially due to the shutdown of the SONGS reactors in response to the 3-hour fire. Although no radiation was released and no nuclear safety issues were involved, the federal Nuclear Regulatory Commission sent a Special Inspection Team to the plant site to investigate the accident.

Hazard Impacts
This hazard’s impacts vary according to type, magnitude, location, availability of resources and many other factors that are situationally dependent. Overall, hazard impacts may include, but are not limited to injury, death, environmental/resource impacts, and structure/asset losses.

Local Significance and Disaster History
Aircraft incidents, for the purposes of this plan, can include aircraft emergency landings and crashes (mid-air, on land, and/or in water). The City of El Cajon has one operating airport (Gillespie Field), which is on the southeast boarder of Santee. Gillespie Field had over 150,000 operational counts in 2021. Flight paths and landing zones of the adjacent general aviation airport and nearby military airfield pass over the City. The increased air traffic over the City has resulted in several incidents with aircrafts making emergency and/or crash landings. The most recent incident occurred in 2021, which resulted in 2 deaths, fire, and property damage. 7 Hazard Impacts
Incidents resulting from this hazard have resulted in/can result in future property damage, fire, injuries, and deaths.

Location & Extent/Probability of Occurrence & Magnitude Location impact can range from citywide to regionwide. The Local Planning Team determined this hazard’s Probability of Future Events is Occasional (1 to 10 percent probability of occurrence in the next year or a recurrence interval of 11 to 100 years.) and Overall Significance is Medium (The criteria fall mostly in the middle ranges of classifications and the event’s impacts on the planning area are noticeable but not devastating.).
7 https://www.10news.com/news/local-news/authorities-plane-down-in-area-near-santana-high-school-in-santee 41 5.3 Hazard Omission Rationale
During the initial evaluation, the Hazard Mitigation Planning Group (HMPG) determined certain hazards were not included in the original plan’s profiling step because they were not prevalent hazards within San Diego County, were found to pose only minor or very minor threats to San Diego County compared to the other hazards (status had not changed), and would, therefore, not be included in this revision.

Only hazards that received a High or Medium ranking in Section 5.1 (other than CBRNE threats due to their potentially serious impacts) were considered in this mitigation planning process.

Though Pandemic Disease received a “High” Overall Significance rating (The criteria consistently fall in the high classifications and the event is likely/highly likely to occur with severe strength over a significant to extensive portion of the planning area.), the HMPG determined this hazard’s “Occasional” Probability of Future Events rating (1 to 10 percent probability of occurrence in the next year or a recurrence interval of 11 to 100 years.), and input from HAZUS Data Evaluations, Vulnerability Assessments, Hazard Seminar Series, Subject Matter Experts and the public did not necessitate this hazard to be included in this plan’s final list of prioritized hazards.

The table below gives a brief description of remaining, omitted hazards and the reason for their exclusion:
42 Table 8
Hazard Description Reason for Exclusion
Avalanche A mass of snow moving down a slope. There are two basic elements to a slide; a steep, snowcovered slope and a trigger Snowfall in County mountains not
significant; poses very minor threat
compared to other hazards
Expansive soils Expansive soils shrink when dry and swell when wet. This movement can exert enough pressure
to crack sidewalks, driveways, basement floors,
pipelines and even foundations
Presents a minor threat to limited
portions of the County
Hailstorm Can occur during thunderstorms that bring
heavy rains, strong winds, hail, lightning, and
tornadoes
Occurs during severe
thunderstorms; most likely to occur
in the central and southern states;
no historical record of this hazard
in the region.

Land subsidence Occurs when large amounts of ground water have been withdrawn from certain types of
rocks, such as fine-grained sediments. The rock
compacts because the water is partly
responsible for holding the ground up. When
the water is withdrawn, the rocks fall in on
themselves.

Soils in the County are mostly
granitic. Presents a minor threat to
limited parts of the county. No
historical record of this hazard in
the region.

Tornado A tornado is a violent windstorm characterized
by a twisting, funnel-shaped cloud. It is spawned
by a thunderstorm (or sometimes because of a
hurricane) and produced when cool air
overrides a layer of warm air, forcing the warm
air to rise rapidly. The damage from a tornado is
a result of the high wind velocity and windblown debris.

Less than one tornado event occurs
in the entire State of California in
any given year; poses very minor
threat compared to other hazards.

No historical record of this hazard
in the region.

Volcano A volcano is a mountain that is built up by an
accumulation of lava, ash flows, and airborne
ash and dust. When pressure from gases and
the molten rock within the volcano becomes
strong enough to cause an explosion, eruptions
occur
No active volcanoes in San Diego
County. No historical record of this
hazard in the region.

Windstorm A storm with winds that have reached a
constant speed of 74 miles per hour or more
Maximum sustained wind speed
recorded in the region is less than
60 miles per hour and would not be
expected to cause major damage
or injury.
43 Section Six: Develop a Mitigation Strategy
The mitigation strategy serves as the long-term blueprint for reducing potential losses identified in the risk assessment. The mitigation strategy describes how the community will accomplish the overall purpose, or mission, of the planning process.

The mitigation strategy is made up of three main required components: mitigation goals, mitigation actions, and an action plan for implementation. These provide the framework to identify, prioritize, and implement actions to reduce risk to hazards.

Mitigation goals are general guidelines that explain what the community wants to achieve with the plan They are usually broad policy-type statements that are long-term, and they represent visions for reducing or avoiding losses from the identified hazards
Mitigation actions are specific projects and activities that help achieve the goals.

The action plan describes how the mitigation actions will be implemented, including how those actions will be prioritized, administered, and incorporated into the community’s existing planning mechanisms. In a multijurisdictional plan, each jurisdiction must have an action plan specific to that jurisdiction and its vulnerabilities.

Although not required, some communities choose to develop objectives to help define or organize mitigation actions. Objectives are broader than specific actions, but are measurable, unlike goals. Objectives connect goals with the actual mitigation actions

6.1 Mitigation Action Plan Evaluation
The City of Santee’s goals and objectives were developed by comparing the existing 2018 Annex to updated City priorities, considering the risk assessment findings, localized hazard identification and loss/exposure estimates, and an analysis of the jurisdiction’s current capabilities assessment. These updated goals, objectives and actions (and the action plan as a whole) were developed to represent a vision of long-term hazard reduction or enhancement of capabilities in the planning area. To help in further development of these goals and objectives, the Local Planning Group (LPG) compiled and reviewed current jurisdictional sources including the City’s planning documents, codes, and ordinances. In addition, City representatives met with consultant staff and/or the County Office of Emergency Services (County OES) to specifically discuss these hazard-related items as they relate to the overall Multi-Jurisdictional Hazard Mitigation Plan.

A whole community survey was posted on the County Office of Emergency Services website to receive feedback related to priority hazards and these preliminary goals, objectives, and actions. An email address was provided for the public to submit comments and suggestions. This email address was checked daily for public input. 44 6.2 Mitigation Action Implementation
The following sections present the City of Santee’s hazard-related goals, objectives and actions as prepared by the City of Santee’s LPG in conjunction with the Hazard Mitigation Working Group, locally elected officials, and the local community.

6.2.1 Goals
The City of Santee has developed the following 9 Goals for their Hazard Mitigation Plan. For each goal, one or more objectives have been identified that provide strategies to attain the goal. Where appropriate, the City has identified a range of specific actions to achieve the objective and goal.

The objective is to reduce the possibility of damage and losses to existing assets, particularly people, critical facilities/infrastructure, and State-owned facilities, due to the following:

Goal 1. Wildfires
Goal 2. Public Health Emergencies
Goal 3. Flooding/Dam Failure
Goal 4. Earthquakes/Geological Hazards
Goal 5. Aircraft Incidents
Goal 6. Extreme Weather Due to Climate Change
Goal 7. Hazardous Materials Release
Goal 8. Human Caused Events
Goal 9. Large Utility Outages/Disruptions

6.2.2 Objectives and Actions
The City of Santee’ Local Planning Group (LPG) developed the following broad list of objectives and actions to assist in the implementation of each of their 9 identified goals. The City of Santee developed objectives to assist in achieving their hazard mitigation goals. For each of these objectives, specific actions were developed that would assist in their implementation. A discussion of the prioritization and implementation of the action items is provided in Section 6.3 of this plan.
45 Santee’s LPG will monitor, evaluate and update the plan as needed, with an annual review implemented for all goals. Every 5-year cycle, the entire document will be reviewed, updated and adopted by Santee City Council.

Hazard Mitigation Action Items
Goal 1: Wildfire Project
Status
Coordinating
Department/
Organization
Objective 1.A: Mitigate the risk to assets existing within or adjacent to identified areas of Santee’s wildland urban interface (WUI) areas
Action 1.A.1 Partner with County, State and Federal agencies to fund wildfire mitigation efforts.

Ongoing Fire, DDS, CM
Action 1.A.2 Create defensible space through hazardous vegetation fuel reduction.

Ongoing DDS
Action 1.A.3 Maintain, improve and/or create emergency access in WUI areas that is adequate to allow entry as well as maneuvering of emergency vehicles.

Ongoing DDS
Funding Source: The City has submitted for the 2022 HMGP for Hazardous Fuels Reduction and the creation of Defensible Space (1.A.2, 1.A.3)
Objective 1.B: Promote future development projects that limit hazardous wildfire conditions Action 1.B.1 Conduct professional studies to evaluate specific hazards in hazard prone areas via the CEQA review process and conformance of the Sustainable Santee Plan.

Ongoing DDS
Coordinating Department/Organization:

CM = City Manager Action Prioritization
CSD = Community Services Department Action established, no additional DDS = Department of Development Services funding needed Fire = Santee Fire Department Action established, seeking additional funding: (HMGP, BRIC,
HMA, Local Grants, City Budget) EOC = Emergency Operations Center personnel IT = Information Technology personnel
PIO = Public Information Officer
PSD = Public Services Division
46 Goal 1: Wildfire Project
Status
Coordinating
Department/
Organization
Action 1.B.2 Identify alternative site design criteria for new development to mitigate hazards to the maximum extent possible.

Ongoing DDS
Action 1.B.3 Maintain accurate records of known local hazards to assist in the identification of future potential hazards.

Ongoing DDS
Action 1.B.4 Support State legislation that would provide tax incentives to encourage the repair or demolition of structures that could be considered fire hazards.

Ongoing CM
Objective 1.C: Provide services to reduce hazardous fuels/debris from identified WUI areas Action 1.C.1 Work with community partners and local law enforcement to provide support services to those experiencing homelessness.

Ongoing CM
Action 1.C.2 Remove hazardous debris and trash with community partner and staff support
Ongoing DDS
Action 1.C.3 Hold public monthly Community Oriented Policing Committee (COMPOC) meetings to discuss potential hazards and identify solutions.

Ongoing CM
Funding Source: The City is currently partnering with local non-profit organizations and the County of San Diego to identify potential funding opportunities including local grants (1.C.1). The City has submitted for the 2022 HMGP for Hazardous Fuels Reduction and the creation of Defensible Space (1.C.2) Objective 1.D: Educate the public about wildfire mitigation to increase community awareness as well as opportunities for local support/action
Action 1.D.1 Continue to participate in regional public education efforts concerning wildfire awareness and preparation.

Ongoing Fire
Action 1.D.2 Leverage Santee’s public information tools including SanteeTV, city website and social media platforms to educate public and increase awareness
Ongoing PIO
Funding Source: The City is exploring funding opportunities through local grant opportunities and continued allocation of funds identified in the annual city budget (1.D.1). Additional future funding opportunities will be explored through HMGP, BRIC and HMA.
47 Goal 2: Public Health Emergencies Project
Status
Coordinating
Department/
Organization
Objective 2.A: Mitigate the risk of public health emergencies within Santee’s access and functional needs population
Action 2.A.1 Coordinate with County, State and Federal partners/agencies to provide outreach/support services to those experiencing homelessness.

Ongoing CM
Action 2.A.2 Provide education and resources through local channels, including the Santee Fire Department, the faith-based community and other servicefocused groups.

Ongoing Fire, PIO
Objective 2.B: Educate the public on environmental health hazards and deploy safety measures to mitigate the risk of illness
Action 2.B.1 Partner with San Diego County Department of Environmental Health to mitigate public health hazards related to insects, parasites, rodents and other disease carrying vectors.

Ongoing DDS
Action 2.B.2 Provide Household Hazardous Waste education regarding the proper disposal of household chemicals and other byproducts.

Ongoing DDS, PSD
Action 2.B.3 Operate public awareness programs as needed, to address potential public health safety issues.

Ongoing Fire, PIO
Action 2.B.4 Maintain open communication with Padre Dam Municipal Water District regarding water-borne public health hazards.

Ongoing DDS, CM
Action 2.B.5 Leverage Santee’s public information tools including SanteeTV, city website and social media platforms to educate public and increase awareness.

Ongoing PIO
Objective 2.C: Mitigate the risk of public health emergencies among city staff and contractors Action 2.C.1 Train staff and participate in regional exercises to ensure the effective management of emergency operations under the National Incident Management System (NIMS).

Ongoing Fire, EOC
Action 2.C.2 Maintain appropriate levels of personal protective equipment (PPE) and sanitation supplies for all city staff and contractors.

Ongoing Fire, EOC
Action 2.C.3 Provide teleworking options for city staff who may have been exposed a public health hazard.

Ongoing HR
Action 2.C.4 Implement citywide continuity of operations (COOP) as needed. Ongoing CM 48 Goal 3: Flooding/Dam Inundation Project
Status
Coordinating
Department/
Organization
Objective 3.A: Mitigate injuries, loss of life and property damage due to flooding/dam failure Action 3.A.1 Inspect and remove vegetation that could hinder waterflow of the waterways located within Santee city limits.

Ongoing DDS, PSD
Action 3.A.2 Maintain drainage ways and flood control facilities. Ongoing PSD Action 3.A.3 Maintain open communication with agencies managing reservoirs and/or lakes which could potentially impact Santee in a flooding and/or dam failure event.

Ongoing DDS, CM
Action 3.A.4 Maintain a Santee specific flooding/dam failure Emergency Operations Plan that addresses the potential of the San Diego River to bisect resources in such an emergency.

Ongoing Fire, EOC
Funding Source: The City is continuously seeking partnership opportunities with local non-profit organizations. The City has submitted for the 2022 HMGP for Hazardous Fuels Reduction and the creation of Defensible Space (3.A.1, 3.A.2) Objective 3.B: Educate the public and city staff about flood/dam failure hazards to increase community awareness as well as opportunities for local support/action Action 3.B.1 Educate city staff on dam inundation areas. Ongoing Fire, HR Action 3.B.2 Promote Swiftwater Rescue Training for the local community. Ongoing Fire, PIO Action 3.B.3 Leverage Santee’s public information tools including SanteeTV, city website and social media platforms to educate public and increase awareness.

Ongoing PIO
49 Goal 4: Earthquakes/Geological Hazards Project
Status
Coordinating
Department/
Organization
Objective 4.A: Mitigate the risk of injury, loss of life and property damage related to earthquakes/geological hazards
Action 4.A.1 Geological/seismic hazard regulations, identified in Santee’s General Plan and the California Building Code, are observed for all new and existing development.

Ongoing DDS
Action 4.A.2 Maintain a comprehensive Geographic Information System (GIS) mapping system of all geological hazards in and around the City of Santee.

Ongoing DDS, IT
Objective 4.B: Educate the public about earthquake/geological hazards to increase community awareness as well as opportunities for local support/action Action 4.B.1 Train staff and participate in local and regional exercises (ie: Great Shakeout) to ensure the effective management of emergency operations under the National Incident Management System (NIMS).

Ongoing Fire, EOC
Action 4.B.2 Leverage Santee’s public information tools including SanteeTV, city website and social media platforms to educate public and increase awareness.

Ongoing PIO
Action 4.B.3 Provide informational documents/regulations to developers and residents as needed for construction projects in Santee.

Ongoing DDS
50 Goal 5: Aircraft Incidents Project
Status
Coordinating
Department/
Organization
Objective 5.A: Mitigate the risk of injury, loss of life and property damage resulting from aircraft related incidents
Action 5.A.1 Maintain communication with regional air stations, airfields and airports which could potentially impact Santee in an aircraft related incident.

Ongoing CM
Action 5.A.2 Coordinate with regional airports regarding any future development which may impact the City of Santee in an aircraft related incident.

Ongoing DDS
Action 5.A.3 Aircraft related regulations, such as high fly zones and runway protection zones, are included in Santee’s municipal code and reviewed by San Diego County and the Federal Aviation Administration.

Ongoing Legal
Objective 5.B: Educate the public and city staff about aircraft hazards to increase community awareness as well as opportunities for local support/action Action 5.B.1 Train staff and participate in local and regional exercises to ensure local response is in line with local air station, airfield and airport response protocols.

Ongoing Fire, EOC
Action 5.B.2 Leverage Santee’s public information tools including SanteeTV, City website and social media platforms to educate public and increase awareness.

Ongoing PIO
51 Goal 6: Extreme Weather Due to Climate Change Project Status
Coordinating
Department/
Organization
Objective 6.A: Mitigate the risk of injury, loss of life and property damage related to extreme weather conditions due to climate change
Action 6.A.1 Ensure cool zones throughout the City of Santee are available during extreme heat events.

Ongoing Fire
Action 6.A.2 Implement Santee’s Urban Heat Management Plan designed to reduce heat related to development (ie: reduce asphalt where possible, install cool rooves, etc.)
Ongoing DDS
Action 6.A.3 Add trees to increase shade and reduce island heat effect. Ongoing DDS Action 6.A.4 Coordinate with necessary jurisdictions to mitigate the impact of wind events and ensure public safety.

Ongoing Fire
Action 6.A.5 Perform preventative maintenance and inspections of existing storm drains, inlets, outlets and channels.

Ongoing DDS, PSD
Action 6.A.6 Require that drainage facilities are designed to convey 100-year flood levels.

Ongoing DDS
Funding Source: The City is exploring funding opportunities through local grant opportunities and continued allocation of funds identified in the annual city budget (6.A.2). Additional future funding opportunities will be explored through HMGP, BRIC and HMA with the prioritization of addressing socially vulnerable geographic areas identified through a Social Vulnerability Index (SoVI).

Objective 6.B: Protect existing assets with the highest relative vulnerability to the effects of extreme weather conditions due to climate change
Action 6.B.1 Provide public access to sandbags for flood protection. Ongoing PSD Action 6.B.2 Provide 24-hour support from public services and other non-safety personnel during extreme weather events.

Ongoing PSD
Objective 6.C: Educate the public and city staff about the potential for extreme weather events, to increase awareness as well as opportunities for local support/action Action 6.C.1 Train city staff on OSHA requirements related to mitigating the impacts of extreme weather.

Ongoing HR
Action 6.C.2 Train city staff how to respond to extreme weather events. Ongoing Fire, EOC Action 6.C.3 Participate in regional emergency training operation efforts. Ongoing EOC 52 Goal 7: Hazardous Materials Release Project
Status
Coordinating
Department/
Organization
Objective 7.A: Monitor hazardous sites through encroachment, building and grading permit processes and conduct necessary evaluations
Action 7.A.1 Keep current Hazard Mitigation Plans on file with the City of Santee for jurisdictions operating within city limits who could potential be involved in a hazardous materials release.

Ongoing Fire
Action 7.A.2 Ensure correct permitting for storm drain rehabilitation, demolition and other potentially hazardous activities.

Ongoing DDS
Action 7.A.3 Ensure CalTrans maintains a safe transportation fleet within the City of Santee.

Ongoing DDS
Action 7.A.4 Ensure old water lines/ACP pipe is disposed of per County, State and Federal health requirements.

Ongoing DDS
Action 7.A.5 Any excavation near existing hazardous plumes must be verified with the California State Geo-tracker before work begins.

Ongoing DDS
Objective 7.B: Educate the public about hazardous materials release to increase community awareness as well as opportunities for local support/action Action 7.B.1 Train staff and participate in local and regional exercises to ensure the effective management of emergency operations under the National Incident Management System (NIMS).

Ongoing Fire, EOC
Action 7.B.2 Leverage Santee’s public information tools including SanteeTV, city website and social media platforms to educate public and increase awareness.

Ongoing PIO
53 Goal 8: Human Caused Events Project
Status
Coordinating
Department/
Organization
Objective 8.A: Mitigate the risk of injury, loss of life and property damage related to human caused events
Action 8.A.1 Employ strong cyber security protocols to mitigate the possibility of a cyber- attack.

Ongoing IT
Action 8.A.2 Development within the City of Santee must comply with the Wildland Urban Interface guidelines.

Ongoing DDS
Action 8.A.3 Respond to reports of vandalism/destruction of property within Santee city limits.

Ongoing PSD
Action 8.A.4 Implement traffic control plans as needed to ensure public safety. Ongoing PSD Action 8.A.5 All City of Santee large public events has both Sheriff and Fire personnel onsite to mitigate the potential for a terrorist attack.

Ongoing CSD
Action 8.A.6 Maintain an official active shooter protocol and response plan. Ongoing CSD Funding Source: The City maintains a commitment to updating and adopting “Building and Construction” codes that meet or exceed industry standards related to wildland fire protection and mitigation strategies (8.A.2). The City will continue to explore grant funding opportunities through Federal, State, or Local programs (e.g., HMGP, HMA, BRIC) Objective 8.B: Educate the public about human caused events to increase community awareness as well as opportunities for local support/action Action 8.B.1 Train staff on active shooter protocol to mitigate injuries and loss of life to both staff and the public.

Ongoing HR
Action 8.B.2 Train staff and participate in local and regional exercises to ensure the effective management of emergency operations under the National Incident Management System (NIMS).

Ongoing Fire, EOC
Action 8.B.3 Leverage Santee’s public information tools including SanteeTV, city website and social media platforms to educate public and increase awareness.

Ongoing PIO
54 Goal 9: Large Utility Outages/Disruptions Project
Status
Coordinating
Department/
Organization
Objective 9.A: Mitigate the risk of injury, loss of life and property damage related large utility outages/disruptions
Action 9.A.1 Coordinate with utility agencies operating within the City of Santee to ensure critical facilities are maintained to mitigate outages.

Ongoing DDS
Action 9.A.2 Emergency contract in place with City of Santee fleet fueling provider to supply fuel to emergency vehicles in the event of an outage.

Ongoing Fire
Action 9.A.3 Maintain City of Santee Emergency Operations Center generators (Buildings 5, 7, 8)
Ongoing Fire, PSD
Action 9.A.4 Coordinate with the Red Cross for shelter stand-ups as needed to mitigate the impact of an outage on the public.

Ongoing EOC
Action 9.A.5 Implement upgrades to the City of Santee Operations Center for increased storage capacity for both gasoline and diesel fuel.

Planning DDS
Funding Source: The City will continue to explore grant funding opportunities through Federal, State, or Local programs (e.g., HMGP, HMA, BRIC) that align with critical infrastructure resilience (9.A.5) Objective 9.B: Educate the public and city staff about the potential for large utility outages, to increase awareness as well as opportunities for local support/action Action 9.B.1 Train staff and participate in local and regional exercises to ensure the effective management of emergency operations under the National Incident Management System (NIMS).

Ongoing Fire, EOC
Action 9.B.2 Provide emergency preparedness resources to the public and city staff. Ongoing PIO Action 9.B.3 Leverage Santee’s public information tools including SanteeTV, city website and social media platforms to educate public and increase awareness.

Ongoing PIO
55 6.3 Prioritization and Implementation of Action Items The Disaster Mitigation Action of 2000 (at 44 CFR Parts 201 and 206) requires the development of an action plan that not only includes prioritized actions but one that includes information on how the prioritized actions will be implemented. Implementation consists of identifying who is responsible for which action, what kind of funding mechanisms and other resources are available or will be pursued, and when the action will be completed.

Once the comprehensive list of jurisdictional goals, objectives, and action items listed above was developed, the proposed mitigation actions were prioritized. This step resulted in a list of acceptable and realistic actions that address the hazards identified in each jurisdiction. This prioritized list of action items was formed by personnel in the LPG weighing STAPLEE criteria.

The prioritized actions below reflect consolidation of 2018 priority actions. See Section 7 of this plan for more information.

The top 10 prioritized mitigation actions as well as an implementation strategy for each are:

ACTION ITEM #1: City will work to continue to pursue code enforcement to ensure that structures and properties are maintained in such a manner that hazardous conditions are not created.

Hazard(s) Mitigated: All Hazards
Coordinating Individual/Organization: Fire Marshal, and selected members of the Department of Development Services (specific project driven)
Potential Funding Source: City of Santee Fire Department adopted budget, City of Santee Department of Development Services adopted budget, City of Santee adopted budget, General Fund Implementation Timeline: Ongoing; 2023-2028
ACTION ITEM #2: The City will continue to maintain an automatic aid agreement with all surrounding communities.

Hazard(s) Mitigated: All Hazards
Coordinating Individual/Organization: Director of Life and Safety (Fire Chief), The Santee Operations Chief, and City of Santee Finance Director.

Potential Funding Source: City of Santee Fire Department adopted budget, City of Santee Department of Development Services adopted budget, City of Santee adopted budget, General Fund Timeline: Ongoing; 2023-2028
56 ACTION ITEM #3: City will continue to participate in regional emergency management trainings and exercises.

Hazard(s) Mitigated: All Hazards
Coordinating Individual/Organization: Fire Department Operations Chief, selected members of the Fire Department (specific project driven), Emergency Management Team.

Potential Funding Source: City of Santee Fire Department adopted budget, City of Santee adopted budget, General Fund
Implementation Timeline: Ongoing; 2023-2028
ACTION ITEM #4: City will continue to participate in the San Diego County Operational Area Emergency Management that is coordinated by the San Diego County Office of Emergency Services (OES).

Hazard(s) Mitigated: All Hazards
Coordinating Individual/Organization: Fire Department Operations Chief, selected members of the Fire Department (specific project driven), Emergency Management Team.

Potential Funding Source: City of Santee Department of Development Services adopted budget, City of Santee Community Services adopted budget, City of Santee adopted budget, General Fund
Implementation Timeline: Ongoing; 2023-2028
ACTION ITEM #5: City will continue to actively pursue the improvement of drainage ways and flood control facilities so as to lessen recurrent flood problems and include such public improvements in the Capital Improvements Program for the City.

Hazard(s) Mitigated: Floods
Coordinating Individual/Organization: Public Services Manager, and selected members of the Department of Development Services (specific project driven)
Potential Funding Source: City of Santee Department of Development Services adopted budget, City of Santee adopted budget, General Fund
Implementation Timeline: Ongoing; 2023-2028
ACTION ITEM #6: City will continue to require that emergency access routes in all developments be adequately wide to allow the entry and maneuvering of emergency vehicles, as necessary.

Hazard(s) Mitigated: All Hazards
Coordinating Individual/Organization: Fire Marshal, Public Services Manager, and selected members of the Department of Development Services (specific project driven) Potential Funding Source: City of Santee Fire Department adopted budget, City of Santee Department of Development Services adopted budget, City of Santee adopted budget, General Fund Implementation Timeline: Ongoing; 2023-2028
57 ACTION ITEM #7: The City will Continue to provide 24-hour Public Works and other non-safety personnel support during emergency operations.

Hazard(s) Mitigated: All Hazards
Coordinating Individual/Organization: Public Services Manager, and selected members of the Department of Development Services (specific project driven)
Potential Funding Source: Department of Public Works adopted budget, City of Santee adopted budget, General Fund
Implementation Timeline: Ongoing; 2023-2028
ACTION ITEM #8: The City will continue to maintain a visible presence at many community events providing information on department programs and safety issues.

Hazard(s) Mitigated: All Hazards
Coordinating Individual/Organization: Fire Marshal, Santee Fire Department, and selected members of the Department of Community Services (specific project driven) Potential Funding Source: None
Implementation Timeline: Ongoing; 2023-2028
ACTION ITEM #9: Continue to implement the City’s geologic/seismic hazards regulations and review Both procedures identified in the City’s General Plan.

Hazard(s) Mitigated: Earthquake, Liquefaction
Coordinating Individual/Organization: Fire Marshal, and selected members of the Department of Development Services (specific project driven)
Potential Funding Source: City of Santee Department of Development Services adopted budget, City of Santee adopted budget, General Fund
Implementation Timeline: Ongoing; 2023-2028
ACTION ITEM #10: Continue to operate public awareness programs, such as the City newsletter, to help address potential safety issues for City residents.

Hazard(s) Mitigated: All Hazards
Coordinating Individual/Organization: Fire Department Operations, Public Services Manager, and selected members of the Department of Community Services (specific project driven) Potential Funding Source: City of Santee Fire Department adopted budget, City of Santee Department of Community Services adopted budget, City of Santee adopted budget, General Fund Implementation Timeline: Ongoing; 2023-2028
Section Seven: Keep the Plan Current
58 Hazard Mitigation Plan maintenance is the process the planning team establishes to track the plan’s implementation progress and to inform the plan update. The plan must include a description of the method and schedule for monitoring, evaluating, and updating it within a 5-year cycle. These procedures help to:
• Ensure that the mitigation strategy is implemented according to the plan. • Provide the foundation for an ongoing mitigation program in your community. • Standardize long-term monitoring of hazard-related activities. • Integrate mitigation principles into community officials’ daily job responsibilities and department roles.
• Maintain momentum through continued engagement and accountability in the plan’s progress.

Hazard Mitigation Plan updates provide the opportunity to consider how well the procedures established in the previously approved plan worked and revise them as needed. This annex is part of the most recent San Diego County Multi-Jurisdictional Hazard Mitigation Plan update. The plan and this annex were last updated in 2018. See the San Diego County Multi-Jurisdictional Hazard Mitigation Base Plan for more information.

7.1 Mitigation Action Progress
After approval and regional adoption of the 2018 Multi-Jurisdictional Hazard Mitigation Plan and Santee’s Annex, Santee’s Local Planning Group (LPG) monitored, evaluated, and update the 2018 plan as needed, with an annual review implemented for all goals. Plan implementation for documents such as Santee’s General Plan and existing plans/policies was also reviewed and incorporated into this plan’s update.

Every 5-year cycle, this document will be reviewed, updated, and adopted by Santee City Council.

Most of the 2018 priority actions were consolidated into this plan and will therefore be marked as “Ongoing”.

The list below reflects the 2018 plan’s progress:

Action Item #1: City will work to ensure that all proposed and future development satisfies the 59 minimum structural fire protection standards contained in the adopted edition of the Uniform Fire and Building Codes. Where it is deemed appropriate, the City shall enhance the minimum standards to provide optimum protection.

Coordinating Individual/Organization: Fire Marshal, and selected members of the Department of Development Services (specific project driven)
Progress: The City of Santee budgeted to staff a Fire Inspector positions to assist with code enforcement and building inspections. The department has been able to inspect all state mandated inspections since establishing this position.

Funding Sources: City of Santee Fire Department adopted budget, City of Santee Department of Development Services adopted budget, City of Santee adopted budget, General Fund
Implementation Timeline: On-going
Action Item #2: The City will continue to aggressively enforce the existing weed abatement law, and modify and enhance where necessary, modifying fuel types and providing a defensible space around all structures
Coordinating Individual/Organization: Fire Marshal and selected members of the Department of Development Services (specific project driven)
Progress: Not considered complete as this is an ongoing priority for the City, and the City is also working to continue public outreach and education. The City of Santee has put tremendous effort into notifying the community of potential safety issues. The City funded a Marketing Manager to promote various items our general public to seek information. This newly funded position has received national recognition for its efforts.

The Fire Department continues to partner with this program to provide information pertaining to public safety.

Funding Sources: City of Santee Fire Department adopted budget, City of Santee Department of Development Services adopted budget, City of Santee adopted budget, General Fund
Implementation Timeline: On-going
Action Item #3: City will continue to maintain active membership and participation in both the San Diego County Mutual Aid Agreement, and the State of California Master Mutual Aid 60 Agreement, and maintain a separate agreement with the U.S. Forest Service, to ensure adequate resources are available in the City for any future anticipated wildland incidents.

Coordinating Individual/Organization: Fire Department Operations Progress: The City continues to maintain an automatic aid agreement with surrounding agencies. In addition, the City of Santee has established a JPA with Lakeside Fire Protection District to provide a more compressive EMS service to the local area that will go into effect January 2023.

Funding Sources: City of Santee Department of Development Services adopted budget, City of Santee Community Services adopted budget, City of Santee adopted budget, General Fund Implementation Timeline: On-going
Action Item #4: City will continue to perform preventative maintenance and inspection of existing storm drains, inlets, outlets, and channels; continue to require that drainage facilities are designed to convey the 100-year storm predictions; and continue to require new construction to adequately convey all water from structures and construction sites.

Coordinating Individual/Organization: Public Services Manager, selected members of the Department of Development Services (specific project driven) Progress: The City of Santee completed the Santee Lakes Storm Drain Crossing and conducted the City Corrugated Pipes Survey. The has conducted pipeline replacement or re-lining per City Replacement Plan Funding Sources: City of Santee Department of Development Services adopted budget, City of Santee Community Services adopted budget, City of Santee adopted budget, General Fund Implementation Timeline: On-going
Action Item #5: City will continue to work with the County of San Diego Office of Emergency Services to maintain and update dam failure inundation maps; continue to maintain a dam failure action plan as part of the City’s Disaster Preparedness Plan; and continue to include a dam failure scenario in City Emergency Operations Center exercises.

Coordinating Individual/Organization: Fire Department Operations Progress: The City of Santee has participated with County of San Diego OES to conduct drills, establish hazard mitigation plans, and coordinated operational planning during the COVID-19 pandemic. The City of Santee will continue to participate with the County OES personnel for the foreseeable future.

Funding Sources: City of Santee Fire Department adopted budget, City of Santee adopted budget, General Fund
Implementation Timeline: On-going
Action Item #6: City will continue to implement the City’s geologic/seismic hazard regulations and review related procedures identified in the City’s General Plan; and continue to ensure that any proposed 61 projects in areas identified as seismically and/or geologically hazardous, shall demonstrate through appropriate geologic studies and investigations that either the unfavorable conditions do not exist in the specific area in question or that they may be avoided and/or mitigated through proper site planning, design and construction.

Coordinating Individual/Organization: Fire Marshal, Public Services Manager, and selected members of the Department of Development Services
(specific project driven)
Progress: The geologic and seismic hazards review is conducted for each building permit issued in the City.

City engineering, planning, and building staff are trained on the geologic/seismic hazards map so that all Department of Development Services staff is aware of the hazards so they can be evaluated for all building permits and City construction projects.

Funding Sources: City of Santee Fire Department adopted budget, City of Santee Department of Community Services adopted budget, City of Santee Department of Development Services adopted budget, City of Santee adopted budget, General Fund Implementation Timeline: On-going
Action Item #7: Continue the California Environmental Quality Act level review on all new projects that require all significant effects of a proposed project, including geologic and soil conditions, to be identified and discussed, and identified significant effects are adequately mitigated; continue to require that all geotechnical studies of critical facilities should be performed in accordance with “Guidelines to Geologic Seismic Reports,” California Division of Mines and Geology (CDMG), Notes Number 37 and “Recommended Guidelines for Determining the Maximum Credible and the Maximum Probable Earthquakes,” CDMG Notes Number 43.

Coordinating Individual/Organization: Fire Marshal and selected members of the Department of Development Services (specific project driven)
Progress: The geologic and seismic hazards review is conducted for each building permit issued in the City.

Coordinating Individual/Organization: Fire Marshal, Public Services Manager and selected members of the Department of Development Services
(specific project driven)
Progress: The geologic and seismic hazards review is conducted for each building permit issued in the City.

Funding Sources: City of Santee Fire Department adopted budget, City of Santee Department of Development Services adopted budget, City of Santee adopted budget, General Fund, and various grant sources as they become available to the City
Implementation Timeline: On-going
Action Item #9: Continue to use the City’s Development Review Ordinance procedures and the Uniform Fire Code to regulate and limit the manufacture, storage, and/or use of hazardous materials within the City; continue to participate as a member of the San Diego County Joint Powers Authority utilizing the Hazardous Materials Response Team to mitigate hazardous materials incidents; and continue to use the San Diego County Hazardous Waste Management Plan as the primary planning document for providing overall policy on hazardous waste management within the City.

Coordinating Individual/Organization: Fire Marshal, Fire Operations, and selected members of the Department of Development Services (specific project driven) Progress: The City of Santee has participated with County of San Diego OES to conduct drills, establish hazard mitigation plans, and coordinated operational planning. The City of Santee will continue to participate with the County OES personnel for the foreseeable future.

Potential Funding Sources: City of Santee Fire Department adopted budget, City of Santee Department of Development Services adopted budget, City of Santee adopted budget, General Fund Implementation Timeline: On-going
63 Action Item #10: Continue to coordinate and support existing efforts to mitigate other manmade hazards within the City, cooperating and sharing information with other agencies including but not limited to the Department of Homeland Security, California, Department of Public Safety, San Diego County Office of Emergency Services, San Diego County Department of Water Resources, Bureau of Reclamation, California Department of Justice, California Department of Transportation, the Federal Aviation Administration, and the Department of Defense
Coordinating Individual/Organization: Fire Department Operations, San Diego County Sheriff’s Office, Public Services Manager, and selected members of the Department of Development Services (specific project driven) Progress: The City of Santee has participated with County of San Diego OES to conduct drills, establish hazard mitigation plans, and coordinated operational planning. The City of Santee will continue to participate with the County OES personnel for the foreseeable future. The City of Santee has also utilized Public Works personnel to assistant with items identified by City personnel with emergency operations. The includes utilizing personnel of the Emergency Operations Center during the COVID-19 pandemic, Wildland fire cleanup, flooding emergencies, and many more operational needs. This service has continued to be valuable to the City and Emergency personnel. The City of Santee also hosts over 30 events a year at various locations within the City of Santee. The Santee Fire Department attends many of these events to discuss numerous informative topics such as, Fire Prevention, Hands Only CPR, and Disaster Preparedness. The City of Santee is also highly involved in CERT, where our personnel teach classes, conduct drills, and promote community involvement.

Last, the City of Santee has put tremendous effort into notifying the community of potential safety issues. The City funded a Marketing Manager to promote various items to the general public seeking information. This newly funded position has received national recognition for its efforts. The Fire Department continues to partner with this program to provide information pertaining to public safety.

The 2023 Multi-Jurisdictional Hazard Mitigation Base Plan attachment is available via the below link:
https://www.cityofsanteeca.gov/home/showpublisheddocument/23 244/638122288175843076

STAFF REPORT

RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SANTEE, CALIFORNIA, ADOPTING THE 2023 MULTI-JURISDICTIONAL HAZARD MITIGATION PLAN AND SANTEE ANNEX; FINDING THE ACTION IS NOT A PROJECT SUBJECT TO THE CALIFORNIA ENVIRONMENTAL QUALITY ACT (“CEQA”) February 22, 2023

BACKGROUND
The Disaster Mitigation Act, signed into law on October 30, 2000 (Public Law 106-390), requires all jurisdictions to have a FEMA-approved hazard mitigation plan to qualify for hazard mitigation program grants and public assistance funds. A local mitigation plan helps reduce natural and human-caused disaster impacts (i.e., loss of life and property) and is required for federal nonemergency assistance provided under the Stafford Act following a presidentially declared disaster, including public assistance restoration of damaged facilities, Pre-Disaster Mitigation Grants, Flood Mitigation Assistance and Hazard Mitigation Grant Program funding.

The law requires the approved hazard mitigation plan to contain the following related to natural disasters:
• Identification and assessment of risks related to disasters • Implementation of adequate measures to reduce losses
• Ensuring critical services and facilities will continue to function after the disaster The 2023 Multi-Jurisdictional Hazard Mitigation Plan (“County Base Plan”) and City of Santee Hazard Mitigation Plan (“Santee Annex”) meets these requirements. The adoption of the updated 2023 MJHMP will be in effect until the expiration of the plan in February 2028.

The Unified San Diego County Emergency Services Organization (“County OES”) led this plan’s update process and planning group, which included members from various County departments, the Unified Disaster Council (“UDC”), all eighteen incorporated cities, six water districts, three fire protection districts, the Air Pollution Control District, the National Weather Service (NWS)/National Oceanic and Atmospheric Administration (NOAA), and Scripps Institute of Oceanography (University of California San Diego).

The MJHMP was last regionally adopted in 2018, and current updates reflect the expansion of climate change inclusion within hazard impacts, public feedback regarding hazard concerns, and updated hazard mitigation Goals, Objectives, Actions/Priority Actions to align with current and existing countywide plans, procedures, and priorities including plan alignment with the Safety Element of the County of San Diego’s General Plan.
2 The approach taken by the Hazard Mitigation Planning Group (“HMPG”) relied on a methodical process to identify County vulnerabilities and to propose the mitigation actions necessary to avoid or reduce those vulnerabilities. Specific milestones in the process included:

Planning Group Meetings (September 2019 – June 2022):

A series of HMPG meetings were held in which the HMPG considered the probability of a hazard occurring in an area and its impact on public health and safety, property, the economy, and the environment, and the mitigation actions that would be necessary to minimize impacts from the identified hazards. These meetings were held every 4-6 weeks, September 2019 through June 2022. The meetings evolved as the planning process progressed and were designed to aid the jurisdictions in completing FEMA worksheets that helped define hazards within their jurisdictions, their existing capabilities and mitigation goals and action items for the Hazard Mitigation Plan. Additionally, a new public feedback period began as soon as the 2018 plan was regionally adopted, so feedback was incorporated by the HMGP as it was received. County OES also created and released a Whole Community Outreach Survey on April 1, 2022, which was shared by planning partners on their websites, social media accounts, and other methods used for public announcements.

Hazards Workshops/Seminars (June 2021-July 2021):

A series of workshops discussed the impact of all hazards impacting the operational area to educate local planners and community members. Topics discussed included, but were not limited to, climate change, sea level rise, drought, changes to precipitation patterns and extreme weather, wildfire, terrorism, and potential future impacts. The information presented in these workshops were incorporated into the risk assessment process as well in the development of mitigation goals, objectives, and actions listed in Section Six of the plan.

Risk Assessment (June 2021 – January 2022):

The HMPG used the list of hazards from the 2018 Multi-jurisdictional Hazard Mitigation Plan and public feedback from the April 2022 Whole Community Outreach Survey to determine if 2018 hazards were still applicable to the region and if there were any new threats identified that should be added to the plan. Specific geographic areas subject to the impacts of the identified hazards were mapped using a Geographic Information System (GIS). The HMPG had access to updated information and resources regarding hazard identification and risk estimation. This included hazard specific maps, such as floodplain delineation maps, earthquake shake potential maps, and wildfire threat maps; GIS-based analyses of hazard areas; the locations of infrastructure, critical facilities, and other properties located within each jurisdiction and participating special district; and an estimate of potential losses or exposure to losses from each hazard. 3 The HMPG also conducted a methodical, qualitative examination of the vulnerability of important facilities, systems, and neighborhoods to the impacts of future disasters. GIS data and modeling results were used to identify specific vulnerabilities that could be addressed by specific mitigation actions. The HMPG also reviewed the history of disasters in the county and assessed the need for specific mitigation actions based on the type and location of damage caused by past events. The process used during the completion of the initial plan and first update was utilized for this update.

Finally, the assessment of community vulnerabilities included a review of current codes, plans, policies, programs, and regulations used by local jurisdictions to determine whether existing provisions and requirements adequately address the hazards that pose the greatest risk to the community. This was a similar process to that used in the original plan and first update.

Goals, Objectives, and Alternative Mitigation Actions (January 2022- February 2022):

Based on this understanding of the hazards faced by the County, participating local jurisdictions and public feedback, the goals, objectives, and actions identified in the 2018 plan were reviewed to see what had been completed and could be removed and which were not able to be completed due to funding or other challenges. HMPG members then added updated priorities in the form of listed goals, objectives, and actions, as required for the completion of the plan update. This was done by the members working with their local planning groups and in a series of one-on-one meetings with County OES staff.

Additionally, plan compatibility with existing plans and regulations was considered and accounted for.

Mitigation Plan and Implementation Strategy (January 2022- February 2022):

Each jurisdiction reviewed their priorities among their goals, objectives, and actions, and developed a specific implementation strategy including details about the organizations responsible for carrying out the actions, their estimated cost, possible funding sources, and timelines for implementation.

Mitigation Action Progress Report (February 2022- June 2022):

If applicable, jurisdictions completed a progress report for their previous 2018 plan. All HMPG members were also asked to complete a FEMA Plan Evaluation (See Section Seven of the MJHMP ) as a resource to help keep this plan current. Follow-up meetings with planning partners continued until final draft submission to Cal OES and FEMA (June 2022). Additionally, all planning participants, including the public, were invited to a Public Forum to review key Whole Community Outreach Survey results, and were provided resources for further input.

County OES recognized the importance of public feedback throughout the plan update process to account for community hazard concerns and to gauge community 4 preparedness and education needs. Therefore, County OES’ Community Outreach Strategy provided multiple ways and opportunities for the public to provide input:

Webpage and Email Address: A Hazard Mitigation Plan webpage, as part of County OES’ website, was developed and published years ago to provide the public with information and methods to provide feedback—such as the dedicated hazard mitigation email address that is checked daily by County OES staff for any public questions and/or feedback. Other Items posted on the webpage include the current plan and jurisdiction annexes.

Telephone Availability: County OES’ home website provides the public with contact information to ask questions and/or provide feedback via telephone, mail and/or fax.

Survey: A detailed community engagement survey (for both the MJHMP and the County’s Emergency Operations Plan) was developed by County OES’ Planning Participants, translated into six total languages, published on County OES’ website for public response, shared via all County OES social media accounts, then advertised via a County News Center article. The survey was also shared with all regional Planning Participants and other partners (such as the Partner Relay, UDC members, Emergency Managers, the County Committee for Persons with Disabilities, County Employee Resource Groups and County policy aides), with the request for these partners to share the survey with their community networks. The survey sought public input about top hazard concerns and gauged the public's hazard education and readiness so future hazard mitigation projects/action items (detailed in Section Six of the plan) can incorporate this feedback and enhance community preparedness before a disaster occurs. Survey respondents were also asked to provide their email address if they were interested in attending County OES’ Community Engagement Public Forum, described in the next section.

The community engagement survey was active from April 1, 2022, to May 9, 2022, and received 500 total responses. The survey results, and related public forum recording, were posted to County OES’ Hazard Mitigation Plan webpage for 30 days.

Public Forum: County OES contacted the survey recipients who requested a Public Forum invitation on May 16, 2022 to provide Public Forum details, instructions, and to offer language translation services upon request. County OES then hosted the recorded Community Engagement Public Forum on Monday, May 23, 2022, at 10 AM, via a virtual collaboration platform. The forum presenters discussed the community engagement survey results and shared methods to: receive personal disaster plans, hazard preparation and mitigation resources, ask more hazard mitigation questions and/or provide additional feedback. The public forum recording, and related survey results, were posted to County OES’ Hazard Mitigation Plan webpage for a minimum of 30 days.

Public Feedback Incorporation: Public involvement was valuable in the development of this plan update. The areas of concern provided via all outreach methods were used by each jurisdiction while developing and/or updating mitigation goals, objectives, and actions. Additionally, public feedback was also used, in conjunction with hazard data, to 5 determine the top hazards of concern for the region profiled in Section Five of the plan.

The public can continue public participation in the plan maintenance process by emailing the hazard mitigation email address, calling County OES during business hours and/or providing feedback during future outreach opportunities that will be advertised on our website, social media platforms and shared with regional partners. City, special district, or other organization-specific feedback should be provided directly to those parties via their advertised methods.

Although all agencies that participated in updating the MJHMP are awaiting suggested edits from the Federal Emergency Management Agency (FEMA), the County of San Diego and local jurisdictions are working towards the expeditious adoption of the 2023 MJHMP plan due the expiration of the 2018 MJHMP plan occurring on February 20, 2023.

The County of San Diego already adopted the 2023 MJHMP (also referred to as the County Base Plan) on February 7, 2023. Today’s resolution to adopt the County Base Plan and Santee Annex will allow the City of Santee to continue to submit applications for hazard mitigation grants and remain eligible for public assistance funds through February, 2028. Staff also requests that the City Council authorize the City Manager and the Fire Chief to approve any required technical changes requested by FEMA, upon receiving their requested edits, so long as any changes to both plans remain consistent with the City Council approved MJHMP and Santee Annex

RESOLUTION NO.

RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SANTEE, CALIFORNIA

ACCEPTING THE MAGNOLIA AVENUE TRAFFIC SIGNAL UPGRADES PROJECT (CIP 2019-03) AS COMPLETE AND FINDING THE ACTION IS NOT A PROJECT SUBJECT TO THE CALIFORNIA ENVIRONMENTAL QUALITY ACT (“CEQA”)
WHEREAS, the City Council awarded the construction contract for the Magnolia Avenue Traffic Signal Upgrades Project (CIP 2019-03) to CTE, Inc. on January 12, 2022 in the amount totaling $767,930.00; and
WHEREAS, the City Council authorized staff to approve construction change orders in a total amount not to exceed $76,793.00; and
WHEREAS, six change order were approved in the amount totaling $67,384.87 for additional work which included installation of additional conduit and traffic signal detection upgrades, and
WHEREAS, the construction contract was completed for a total contract amount of $835,314.87; and
WHEREAS, CTE, Inc. has completed the project in accordance with the contract plans and specifications.

NOW, THEREFORE BE IT RESOLVED by the City Council of the City of Santee, California, as follows:

SECTION 1: The work for the construction of the Magnolia Avenue Traffic Signal Upgrades Project (CIP 2019-03) is accepted as complete on this date.

SECTION 2: The City Clerk is directed to record a Notice of Completion.

SECTION 3: Determining the action is not a project subject to the California Environmental Quality Act (“CEQA”) per CEQA Guidelines Section 15378 as it involves an administrative activity of government without the potential of a significant impact on the environment.

SECTION 4: This Resolution shall take effect immediately upon its passage.

RESOLUTION NO.

ADOPTED by the City Council of the City of Santee, California, at a regular meeting thereof held this 22nd day of February, 2023 by the following roll call vote to wit:

AYES:

NOES:

ABSENT:

APPROVED:

JOHN W. MINTO, MAYOR
ATTEST:

ANNETTE ORTIZ, CMC, CITY CLERK

RESOLUTION NO. __________
1 RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SANTEE, CALIFORNIA

RATIFYING EMERGENCY REPAIR SERVICE EXPENDITURES, APPROVING THE FIRST AMENDMENT TO THE CONTRACT WITH PARADIGM MECHANICAL CORP.

FOR HVAC MAINTENANCE AND REPAIRS, AND FINDING THE CALIFORNIA ENVIRONMENTAL QUALITY ACT (“CEQA”) INAPPLICABLE OR RELYING ON A CEQA EXEMPTION PER STATE CEQA GUIDELINES SECTION 15301
WHEREAS, on May 11, 2022, the City Council approved an agreement with Paradigm Mechanical Corp. for HVAC Maintenance and Repairs for FY 2022-23 in the amount of $26,336.00; and
WHEREAS, the HVAC heating and air unit in Fire Station #5 failed and needed immediate repairs due to the recent low temperatures experienced in the City; and WHEREAS, a quote was requested from Paradigm Mechanical Corp. to repair the HVAC heating and air unit in Fire Station #5, and such quote was reviewed and approved to be reasonable by the City Manager in the amount of $15,486.74, resulting in the increase of the contract sum from $26,336.00, to 41,822.74; and WHEREAS, due to the uncertainty of existing connected systems, staff recommends that the City Council authorize the City Manager to approve additional expenditures for unforeseen issues in an amount not to exceed $1,548.67, which is a 10% contingency; and
WHEREAS, Santee Municipal Code Section 3.24.140 authorizes the City Manager to approve immediate procurement of supplies, materials, equipment, or services resulting in a contract amount in excess of $25,000, but not more than $50,000, when it is essential to prevent delays in the work of the department which may affect the life, health, safety or convenience of the public; and
WHEREAS, such emergency purchases are subject to subsequent City Council ratification; and
WHEREAS, repairs to the HVAC heating and air unit in Fire Station #5 are essential to prevent delays in the work of the department, which may affect the life, health, safety or convenience of the public; and
WHEREAS, this item is categorically exempt from the California Environmental Quality Act (“CEQA”) pursuant to section 15301 (maintenance of existing structures, facilities or mechanical equipment).

NOW THEREFORE BE IT RESOLVED by the City Council of the City of Santee, California, as follows:

Section 1. The above recitals are hereby incorporated as though fully set forth herein.

RESOLUTION NO. __________
2 Section 2. The City Council on substantial evidence presented by City staff finds and determines the purchase of the HVAC heating and air unit for Fire Station #5 was essential to prevent delays in the work of the department which may affect the life, health, safety or convenience of the public.

Section 3. The City Council ratifies the purchase of the emergency repair services to the HVAC heating and air unit in Fire Station #5, per Section 3.24.140 of the Santee Municipal Code.

Section 4. The City Council Authorizes the City Manager to execute the First Amendment to the Contract with Paradigm Mechanical Corp. for HVAC Maintenance and Repairs FY 2022-23, which will increase the contract sum by $17,035.41, from $26,336.00 to $43,371.41 to replace the failed HVAC heating and air unit at Fire Station #5, and include a 10% contingency in the amount not to exceed $1,548.67 in case of additional expenditures for unforeseen issues.

Section 5. This action is categorically exempt from the California Environmental Quality Act (“CEQA”) pursuant to section 15301 (maintenance of existing structures, facilities or mechanical equipment).

Section 6. If any provision of this Resolution, to any person or circumstance is held invalid, such invalidity shall not affect other provisions or applications of the Resolution which can be given effect without the invalid provision or application, and to this end the provisions of this Resolution are severable. The City Council hereby declares that it would have adopted this Resolution irrespective of the invalidity of any particular portion thereof.

Section 7. This Resolution shall take effect immediately upon its passage ADOPTED by the City Council of the City of Santee, California, at a Regular Meeting thereof held this 22nd day of February 2023, by the following roll call vote to wit:

AYES:

NOES:

ABSENT:

APPROVED:

JOHN W. MINTO, MAYOR
ATTEST:

ANNETTE ORTIZ, CMC, CITY CLERK

STAFF REPORT

CONTINUED PUBLIC HEARING TO ASSESS COMMUNITY DEVELOPMENT NEEDS AND TO SOLICIT PROPOSALS FOR PROGRAM YEAR 2023 COMMUNITY

DEVELOPMENT BLOCK GRANT (CDBG) AND HOME PROGRAM FUNDING

CONSISTENT WITH THE CONSOLIDATED PLAN AND FINDING THE ACTION IS

NOT A PROJECT SUBJECT TO THE CALIFORNIA ENVIRONMENTAL QUALITY ACT (“CEQA”)

CITY COUNCIL MEETING
FEBRUARY 22, 2023
A. CDBG BACKGROUND
The Community Development Block Grant (CDBG) program is administered by the U.S.

Department of Housing and Urban Development (HUD). Cities with over 50,000 in population are provided the opportunity to apply for “entitlement” monies. Entitlements are based on a formula that weighs population, the extent of poverty, housing overcrowding, and age of housing. To receive its annual CDBG entitlement grant, a grantee must develop and submit to HUD a Consolidated Plan, which is a jurisdiction’s comprehensive planning document and application for funding under Community Planning and Development grant programs.

A required part of the City of Santee’s 5-Year Consolidated Plan is an annual Action Plan.

Each year the Action Plan is updated to reflect City Council’s allocations to public services, public facilities and administration activities, consistent with the goals and objectives contained in the Plan. A synopsis of the annual Action Plan must be published community-wide in order to afford affected citizens an opportunity for review and comment. After review of public comments, the plan is forwarded to HUD with the required grant applications by May 15th of each year.

B. CDBG PROGRAM GUIDELINES
CDBG activities proposed by the City must meet CDBG regulations regarding program objectives and eligibility criteria. Determination of project eligibility is basically a two-step process. Each program/project must meet one of the three National Objectives of the CDBG program and must be consistent with program regulations as an appropriate activity.

The primary CDBG objective is the development of viable communities, including decent housing and a suitable living environment, and the expansion of economic opportunity, principally for persons of low- and moderate-income. Each activity must meet one of the following three national objectives:

1. Benefit low- and moderate-income families.

At least 70% of the grantee’s allocation must be spent for activities benefiting low- and moderate-income residents. The three most common ways of meeting this objective are:

Staff Report, February 22, 2023
Assess and Prioritize Projects for CDBG Funding
Program Year 2023

Page 2 of 4 ends

a. Activities that benefit an area in which low-income households are prevalent.
b. Activities requiring income data for each applicant to demonstrate eligibility.
c. Activities that benefit a limited clientele who are generally presumed to be principally low- and moderate-income. Categories of limited clientele allowed by HUD include abused children, battered spouses, elderly persons, severely disabled adults, homeless persons, illiterate adults, persons living with AIDS and migrant farm workers.

2. Aid in the prevention or elimination of slums or blight.

Activities considered to aid in the prevention or elimination of slums or blight are activities within a delineated area which meets a definition of slum, blighted, deteriorated, or deteriorating under state or local law, or where there is a substantial number of deteriorating or dilapidated buildings and improvements are needed throughout the area.

3. Address community needs having a particular urgency.

This national objective is extremely restrictive and rarely used. The urgent condition must be recent and pose a serious and immediate threat to the health or welfare of the community. There can be no other source of financing available to meet the needs in this category.

C. AVAILABLE FUNDS AND REQUESTS FOR FUNDING
As of February 15, 2023, HUD has not announced the amount that the City of Santee will be allocated for Program Year 2023. However, the schedule for preparation of annual Action Plans by the City of Santee requires that public input be solicited at this time and a tentative plan for funding activities in Program Year 2023 be approved and submitted to HUD no later than May 15th. Due to uncertainty regarding the budget for HUD programs, for planning purposes, staff estimates that the City of Santee’s Program Year 2023 allocation will be $290,955 which is the average of the three prior Program Year allocations and 1.4% less than the PY 2022 allocation.

HUD regulations impose a 15% cap on the amount of current-year CDBG funds and prior year program income which can be allocated to Public Service activities and a 20% cap on Administrative activities.

A request for proposals was published on December 9, 2022, with applications due on January 9, 2023. The City has received six applications for PY 2023 CDBG Public Services funding totaling $60,000 and one application for Administrative funding in the amount of $20,500 as detailed in the attached Summary of Requests.

Staff Report, February 22, 2023
Assess and Prioritize Projects for CDBG Funding
Program Year 2023

Page 3 of 4 ends

Public Facilities Funding
In October 2011, the City Council approved a Section 108 loan (a loan secured by future allocations of CDBG funding) in the amount of $1.4 million. The Section 108 loan funded improvement to Buena Vista Avenue and Railroad Avenue. The final debt service payment on this Section 108 loan was made on July 22, 2021.

With the payoff of the Section 108 Loan used for the Buena Vista/Railroad Avenue project, staff analyzed different options for CDBG funded public facility improvements.

Based on this analysis staff recommended the Citywide installation of ADA compliant pedestrian ramps at locations where no ramp exists or the ramp is not ADA compliant during last year’s CDBG funding cycle. The Citywide ADA Pedestrian Ramp Project would benefit 3,551 Santee residents throughout the City that have “ambulatory difficulties” and 10,114 “elderly” (62 and older) residents according to the U.S. Census Bureau’s 2019 American Community Survey. This project would also take advantage of economies of scale based on the number of pedestrian ramps that would be installed or improved and provide additional funds for street maintenance and repair that would not be required to be used to install ADA compliant pedestrian ramps.

Based on the uncertainty surrounding Section 108 loan financing and the need to facilitate the expenditure of CDBG funds, staff has developed a smaller ADA pedestrian ramp project to complete the installation of forty (40) new ADA compliant pedestrian ramps as the first phase of the overall Citywide project. A total of $464,000 in previously allocated and unexpended CDBG funds has been made available for this project, which is currently out to bid. The new ADA pedestrian ramps are in the neighborhoods south of West Hills High School and northeast of Santana High School.

The proposed $189,130 (estimate) to be allocated towards Program Year 2023 Public Infrastructure would be used for future phases of the Citywide ADA Pedestrian Ramp project.

SUMMARY OF ESTIMATED EXPENDITURES

ACTIVITY CAP
AMOUNT

AVAILABLE

PER CAP
AMOUNT

REQUESTED
Public Service Activities 15% $ 43,640 $ 60,000
Administrative Activities 20% $ 58,185 $ 58,185
Public Facilities None $ 189,130 $ 189,130
$ 290,955 $ 307,315
Requested in excess of projected funding $ 16,360
Staff Report, February 22, 2023
Assess and Prioritize Projects for CDBG Funding
Program Year 2023

Page 4 of 4 ends

D. PUBLIC PARTICIPATION AND ALLOCATION PROCESS
Public participation is an important part of the CDBG process. Two public hearings are required to meet the HUD requirements for citizen participation. In accordance with the Code of Federal Regulations (CFR) Title 24, “Housing and Urban Development”, Section 570.704, the City initiated the CDBG application process by publishing a Notice of Funding Availability (NOFA) for Program Year 2023 on December 9, 2022 in the East County Californian, as well as posting the NOFA, Request for Proposals and Application on the City’s website. Applications were due on January 9, 2023.

Notice of the February 8th public hearing was published in the East County Californian on January 27, 2023.

All applications which were received were made available for public review and comment.

In this way, citizens are afforded an opportunity to examine the contents of all applications received and to provide comments prior to City Council decision on the funding of qualified applications, in compliance with CFR Title 24.

E. RECOMMENDATIONS
1) Re-open, conduct and close the public hearing; and
2) Direct staff to publish a summary of the Annual Action Plan; and 3) Adopt the Resolution assessing and prioritizing community development needs, allocating CDBG funds for program year 2023 and authorizing Staff to prepare and publish a draft Annual Action Plan for Program Year 2023.

RESOLUTION NO.
1 A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SANTEE, CALIFORNIA

ON THE ASSESSMENT AND PRIORITIZATION OF COMMUNITY DEVELOPMENT

NEEDS, ALLOCATION OF COMMUNITY DEVELOPMENT BLOCK GRANT (CDBG) FUNDS FOR PROGRAM YEAR 2023, AUTHORIZATION TO PREPARE AND PUBLISH A DRAFT ANNUAL ACTION PLAN FOR PROGRAM YEAR 2023, AND

FINDING THE ACTION IS NOT A PROJECT SUBJECT TO THE CALIFORNIA ENVIRONMENTAL QUALITY ACT (“CEQA”)
WHEREAS, for Program Year 2023, the City of Santee anticipates receiving an allocation of $290,955 in CDBG funds, which is the average of the three prior Program Year allocations and 1.4% less than the PY 2022 allocation; and WHEREAS, the City of Santee is required to prepare and adopt an Annual Action Plan to implement the Consolidated Plan and submit a grant application to HUD by May 15th, and prior to receiving funds; and
WHEREAS, the City of Santee has followed the prescribed format prior to submission of the required documents.

NOW, THEREFORE BE IT RESOLVED that the City Council of the City of Santee, California, does hereby:

1. Direct staff to prepare a Draft Annual Action Plan reflecting the funding priorities identified in the City Council hearing of February 22, 2023; and

2. Direct staff to proportionately adjust allocations among Public Services, Pubic Facilities and Administrative Activities to accommodate any shortfall or surplus between the projected Program Year 2023 CDBG allocation of $290,955 and the actual CDBG grant received by the City of Santee for Program Year 2023; and

3. Direct staff to publish a Summary of the Draft Annual Action Plan as required for the Consolidated Plan.

4. Finds this item is exempt from environmental review under the California Environmental Quality Act ("CEQA") by CEQA Guidelines section 15061(b)(3).

RESOLUTION NO.
2 ADOPTED by the City Council of the City of Santee, California, at a Regular meeting thereof held this 22nd day of February, 2023.

AYES:

NOES:

ABSENT:

APPROVED:

JOHN W. MINTO, MAYOR
ATTEST:

ANNETTE ORTIZ, CMC, CITY CLERK
ATTACHMENT 3

APPLICATIONS FOR FUNDING

PUBLIC SERVICES
Crisis House…………………………………………………………………………1
ElderHelp of San Diego…………………………………………………….……….9
Meals-On-Wheels Greater San Diego County……………………………….…17 Santee Food Bank………………………………………………………………...25
Santee Santas Foundation……………………………………………………….32
Voices for Children………………...……………………………………………...40

ADMINISTRATION
CSA San Diego County……………………………………….…………………..50

RECEIVED
JAN 9 2023
Dept. of Development Services
City of Santee
Community Development Block Grant (CDBG) Program

APPLICATION FOR FUNDING
Program Year 2023
The following application must be completed by each qualified organization interested in being considered for CDBG funding. Please type or print clearly. Attach additional sheets of Jnformation as necessary. All information must be provided orthe applk,ation will be considered incomplete and will not be further evaluated for funding consideratlon.

The application must not exceed a total of fifieen (15) pages. The completed application must be submitted prior to 5:00 P.M. on Monday, January 9, 2023. Applications may be submitted electronically to [email protected]. Paper copies may be mailed or delivered to the City of Santee, Department of Development Services, Attn: Bill Crane, at 10601 Magnolia Avenue, Santee, CA 92071.

Potential applicants who have questions about the CDBG funding may contact Bill Crane by email at [email protected] before: 5:00 P,M, on Monday, January 2, 2023. Additionally, general information about CDBG-CV funding may be found on HuD's website at https://www.hudexchanqe.info/programs/cdbq/ GENERAL INFORMATION: Date: 12/19/2022
Agency Name: Crisis House
AgencyAddress:9550 Cuyamaca Street Santee Ca 92071
Phone: 619-444-jl94
E-mail: Crisishouse.org
Fax: 619-444-1422
Project/Program Contact Person (Name and Title): Steven Anderson ProjectPmgram Location: Santee CA
Phone: 619-444-1194
E-mail: [email protected]
Fax: 6'l9-444-1422
Type of Project (check one): Publ)cServioeAcUvity §
Public Improvement (Construction) [1
Acquisitionofproperty Cl
Other (descrfbel[Click here to enter textl
Federal Unique Entity IdenUfier (UEI): NYJBDLPXT2K1
NOTE: UEI may be accessed through the following website: https://sam,qov/content/home Person completing application: Steven Anderson
City of Santee - ApplicaUon for CDBG Fundjng
FUNDING INFORMATION:

Amount Requested from Santee: $ $7,000.00
Total Project/Program Budget: $ 7,000.00
Is the Project/Program scalable? Meaning if awarded less than requested could the ProjecUProgram still be carried out, albeit to a lesser degree? Please explain: yes Please complete Page 5 (CDBG Project Budget) itemizing revenues and expenses (sources and amounts) for the proposed project or activity in which CDBG funds would be used. Indicate how the requested CDBG funds would relate to the overall proposed budget.

PROJECT\ACTMTY INFORMATION
A. \/Vhat is the purpose/mission of the applicant agency? We respond immediately to stop the cycle of domestic violence, child abuse, and homelessness and connect families, children, and individuals to crucial resources that empower them to renew their lives.

B. Briefly describe the purpose of the project, the population to be served, the area to be benefited and estimated number of Santee residents who would benefit fromthepmject. lnclusionoftheestimatednumberofSanteeresidentsserved is required.

Purpose of Project: Pmvide services and referrals with the goal of connecting homeless and chronically homeless individuals and families in the City of Santee, to services, agencies and programs to help them secure services that lead to permanent housing.

Population to be Served: Crisis House will outreach to vulnerable individuals and famifies who are homeless and living in Santee and areas not meant for human habitation, as well as persons imminently at-risk of homelessness due to COVID-19.

Area to be benefited: City of Santee, California.

Estimated number of unduplicated Santee residents to benefit from project: This projed:
will serve up to 75 persons.

C. Who will cary out the activities, the period over which the adivities will be carried out, and the frequency with which the services wil( be delivered (be specffic).

The Crisis House mobile outreach team goes out twice weekly to places within the City of Santee where peop(e experiencing homelessness are living. The team goes out in pairs, and/or with other outreach teams, as well as attends on-going events for homeless persons in Santee. The Outreach Team brings food, water, and hygiene kits 2 City of Santee - Appfication for CDBG Funding
to persons experiencing homelessness as part of their outreach pmtocol, and offers resources as indicated. Staff makes an initial assessment of the client's vulnerability and needs and helps arrange connections to referrals to other resources for which client might qualify (e.g., medical, income, benefits, etc.). Additionally, our Program Assistant/ Referral Specia(ist, responds to telephone crisis calls and provides referrals and other information.

D. Describe how the project meets the CDBG Program National Objectives, the City of Santee Priorities, or is included under the Eligible Activities. Please see the Notice of Funding Availability to assist with this request.

The project meets the National Objective of benefiting a majority of low and moderate income (LMI) residents as defined as persons or households who earn at or below 80% of the Area Median Income (AMI). This project serves people at very low income (30% AMI). The Crisis House Emergency Services COVID-19 Project addresses the City of Santee Priorities, according to the City of Santee Consolidated Plan, by pmviding services for at risk populations: seniors, Special Needs populations, those experiencing homelessness, and individuals requiring prevention services. The project meets CARES Act (CDBG-CV) goals by assisting homeless persons affected by the coronavirus pandemic by addressing their housing needs by providing the vulnerable homeless population (orthose at-risk of homelessness) with suitable emergency shelter so they can E. Agency/Nonprofit Organization Information:

Outline the background of your agency/nonprofit organization, including the length of time your agency has been in operation, the date of inoorporation, the type of corporation and the type of services provided. If the request for funding is submitted as part of a collaborative application, p(ease provide information foreach member of the collaborative. If your orgamzation has received CDBG (or CDBG-CV) funds from the City of Santee in the past, please note the oiy the organization has received CDBG funding.

Crisis House, a Public Benefit Corporation, was established as a sociaf service agency in 1970, inorporated in 1987 and received 50'l (c) (3) IRS Determination in 1988. Crisis House offers an array of housing and social services for the region's survivors of domestic violence and children, as well as outreach services targeting homeless individuals. Our focus has always been low and extremely low-income populatioris. Our four-year strategic plan has 3 major goals; I ) Build a strong organization, 2) Support family and individual self-sufficiency, and 3) Be an essential community partner.

The agency programs include a continuum of housing services for survivors of Domestic Violence and their children, a Camp Hope Program focused on children and a homeless services project. Crisis House supports the East County by hosting the annual Project Homeless Connect in East County, attended by over 48 providers and more than 200 homeless individuals. Crisis House supports Santee by organizing and completing the Point in Time Count (PIT) in Santee, sending staff and volunteers thought out Santee to secure an accurate count of homeless individuals in our community. In F/Y 2021-2022, Crisis House, along with our community partners, served 4806 people including 650 children with housing and crucial services. Crisis House 3 City of Santee - Application for CDBG Funding
provided permanent or emergency housing to 292 households that included 365 children. Crisis House has been a recipient of City of Santee CDBG funds for over fiffeen (1 5) years.

F. Financial:

Describe your agency's fiscal management procedures including financial reporting, record keeping, accounting systems, payment procedures, and audit requirements. Describe how records are maintained to ensure the project benefits targeted groups.

Crisis House has policies, procedures and an automated accounting software system in place to ensure proper designation, support, control, and accounting of all funds, property, expenses, revenues, and assets for each contract and grant received.

Each ontract, grant, or program is assigned a cost center numerical code.

Expenditures are supported by a corresponding invoice or receipt and attached to a check request that is authorized by a program manager/supervisor. The check request is coded with the proper cost center numerical code, The expenditure is then entered into our Quick Books Premier for Nonprofits Version 2000 accounting software, an accounting package specificafly designed for nonprofit agencies and utilized to properly track revenue and expenditures for multiple funds, contracts, grants and programs.

Crisis House procedures and records conform to General Accepted Acmunting Principtes (GAAP) as well as 2 CFR 84.21(b)(2), 24 CFR 85.20 (b)(2), 24 CFR 583.330(c) and the OMB Super Circular. Crisis House undergoes an independent federal single audit by an outside CPA firm each year, As part of our annual audit, the CPA evaluates and reports on our policies, procedures, and internal oontrols. A)I expenditures are supported by source records, which clearly identify the cost as allowable contract expenditure. Bank statements are reconciled monthly by an employee who is not able to authorize disbursements or sign checks and are approved by the Executive Director. All checks require two (2) signatures, All canceled and voideA checks are retained. All revenues are receipted. Deposits are prepared and made by someone other than the person writing the receipts and receipt books are reconciled against the deposits.

Crisis House maintains the following records:

Cash Receipts Journal - For recording all cash receipts.

Cash Disbursements/Check Run Journal - For the recording of all cash disbursements.

General Joumal - For recording transactions that are not normally recorded in the Cash Receipts and Cash Disbursements Journals.

General Ledger - This ledger maintains the various accounts. Posting is performed on an on-going basis as needed to the general ledger.

Payroll Records - Crisis House currently contracts with ADP payroll services to prepare all paychecks and to complete and file all appropriate payroll deposits, taxes, and reports. Employee time cards are approved by their immediate supervisor and submJtted for payroll processing, All time sheets clearly show earned, used and remaining leave balances.

Bank Reconciliation - All bank accounts are reconciled monthly to the cash account in the General Ledger and include the signatures and dates of person preparfng reviewing, and approving.
4 City of Santee - Application for CDBG Funding
Petty Cash Fund - A small petty cash fund is kept in a locked box in a lock file cabinet in a (ocked room.

Requests for reimbursements from petty cash must be signed by an authorized supervisor and must be accompanied by a receipt, Supporting Documentation - Files that contain paid check requests, invoices, time and attendance records, canceled checks, bank statements and other supporting documentation are maintained. Paid check requests include information on check number, date paid, amount paid, and the initials of the person making the payment.

Quarterly Payroll Tax Retums - Copies of Federal and State Quarterly Tax Returns are kept on fi(e at Crisis House.

Checks- Check request with supporting documentation must be completed for all checks. The Executive Director, Director of Programs or an authorized supervisor must approve vouchers before a check can be written. All checks require two (2) signatures. Blank checks are not pre-signed and no checks can be written payable to "cash'. Voided checks are marked 'Void", the signature section mutilated, and kept in numerical sequence with the canceled checks afier initiaied by Executive Director. Stale Dated Checks - Checks issued by Crisis House that have not cleared the bank within six months will be voided and removed from our books. During the bank reconciliation and review process each month stale dated checks will be examined and adjusted as needed.

Mileage Claims - staff claiming mileage reimbursement prepare mileage claims. The claim is signed by the person requesting reimbursement and checked and authorized by program manager/supervisor. All claims show dates, p(aces, miles and purpose for each.

G, Personnela
Identify the staff administering/implementing this project and pmvide their experience in similar programs.

The Executive Director has a master's degree in Social Work with a concentration in Social Services Administration, She has over 40 years of experience working in the Non-Profit Sector in San Dtego. Her experience includes Vice President of Programs forthe largest multi-service homeless organization in San Diego, Diredor of Housing for another international non-profit organization and is currently Crisis House Executive Director. She is a member of the East County Homeless Task Force and Sharp Grossmont Patient Family Advisory Council. The Agency's Director of Programs has a BA degree and over 20 years of experience with non-profit program management. He is a Substance Abuse Disorder Certified Counselor. He is responsible for the oversight and contract compliance of all Crisis House programs and services. The Director of Accounting has an BS degree in accounting and over 10 years of accounting experience incfuding two years at Crisis House. He has been managing our HUD Transitional Housing grants, County and State contracts and private foundations. He works directly with the external auditors. The Mobile Outreach Coordinator has a MA degree and has worked with homeless and chronically homeless persons and families for over five years. He worked for the County of San Diego For four years, before coming 5 City of Santee - Application for CDBG Funding
to Crisis House two years ago. He assesses clients' needs, provides them with referrals, connects them to permanent housing, and advocates on their behalf.

H. Conflict oflnterest:

Please identify any member, officer, or employee of your organization who is an officer or employee of the City of Santee or a member of any of its boards, commissions, or committees or has any interest or holding which could be affected by any action taken in the execution of this application No member, officer, or employee of Crisis House is an officer or employee of the City of Santee or a member of any of its boards, oommissions, or committees or has interest or holdings which could be affected by any action taken in execution of this application.

BENEFITS AND BENEFICIARIES
A. Howaccessibleorconvenientistheproposedproject/activitytoSanteeresidents? (Please be specific such as direct services to a client's home, Santee location, transportation provided, etc.)
Crisis House administrative office is located in Santee. Our team coordinates and participates in the annual Point-in-Time (PIT) count each year which provides us with a unique understanding as to where, homeless individuals are living in Santee. This intimate knowledge of the riverbeds, parks and streets of Santee informs our outreach efforts and makes our services exceptionally accessible to Santee homeless residents.

B. What is the approximate percentage of your clients that have annual family incomes in each of the following ranges: (Percentages should add to 100%) iJ9fl % of clients are at 30 percent of below of the area median income % of clients are between 31 and 50 percent of the area median income % of clients are between 51 and 80 percent of the area median income % of clients are above 80 percent of the area median income IOO% of clients are at 30 percent of below of the area median income C. Does your agency focus us activities on populations with special needs? 0 No J\Yes (Please specify)
Please specify which special needs populations. (persons experiencing homelessness, persons with disabilities, persons with substance abuse problems, veterans, seniors, children, etc.)
Our focus will be persons experiencing homelessness However, the intersection between homelessness and other issues has been well documented, Our Outreach 6 Clty of Santee - ApplicaUon for CDBG Funding
teams will respond to all homeless individua(s, and those with concurrent special needs such as substance abuse, veterans, seniors, and families will also be assessed and referred to appropriate resources.

DOCUMENT ATION
A. How will the recipients' information be collected and documented? We will continue to use San Diego's HMIS system (Clarity) to collect and document information and Santee CDBG forms.

C. How will the outcomes be measured, collected, and documented? As mentioned above information regarding client and any interactions will be collected in Clarity, our HMIS system and the CDBG forms This allows us to document and track outcomes. We are able to run reports that measures outcomes. We review our program goals quarterly and adjust our strategies if our intended outcomes are not being met.

APPLICANT CERTIFICATION
To the best of my knowledge and belief, the information contained in this application is true and correct; the document has been duly authorized by the governing body of the applicant; and the applicant will mmply with all assurances, federal, state and local laws and regulations if funding is approved.

Steven Anderson, Director of Programs
7 City of Santee - Application for CDBG Funding

CDBG-CV PROJECT BUDGET
Organization: Crisis House
Total organization budget $3448,589.00
Program/Pro3ect name requesting funds: East Housing Connections CDBG funds requested: $7,000. Total program/pro3ect budget: $236,307,00 Note: Indicate with an asterisk (") funds that are vo(unteer time or in-kind contribution.

1. Sources of funding for program/project:
a. Funding requested from the City
b. Other federal funds (if any)
c. State or local government funds
d. Donations and contributions
e. Fees or memberships
f. In-kind contributions / Vo(unteer time
g. Other funding
(S)Secured or (A)Anticipated
$7,000 (S)or
51475.003007.00 Lsoorrt(uA
(S) or (A)
(S) or (A)
(S) or (A)
(S) or (A)
h. TOTAL PROJECT FUNDING (proiect budget) $229,307.00 (S) or (A)

2. Uses of CDBG funds requested for the program/project: (l.a.) a. Wages and salaries
b. Personnel benefits
c. Materials and supplies
$5518.00
$1482.00
d. Program expenses and evaluation
e, Rent and utilities
f. Insurance
g. Mileage ( @ 62.5 cents/mile)
h. Incentives and Speciai Events
i. Indirect costs

1. TOTAL REQUESTED FUNDING (same as l.a.) $7,000

3. Percentage of project budget represented by CDBG request 3% 4, If your project will require future funding, please provide information about how the program will be funded. N/A

RECEIVED
5a:&o JAN 9 2023
Dept. of Development Services
City of Sentee
Community Development Block Grant (CDBG) Program

APPLICATION FOR FUNDING
Program Year 2023
The following application must be completed by each qualified organization interested in being considered for CDBG funding. Please type or print clearly. Attach additional sheets of information as necessary. All information must be provided or the application will be considered incomplete and will not be further evaluated for funding consideration.

The application must not exceed a total of fiffeen (15) pages. The completed application must be submitted prior to 5:00 P.M. on Monday, January 9, 2023.

Applications may be submitted electronically to [email protected]. Paper copies may be mailed or delivered to the City of Santee, Department of Development Services, Attn: Bill Crane, at 10601 Magnolia Avenue, Santee, CA 92071.

Potential applicants who have questions about the CDBG funding may contact Bill Crane by email at [email protected] before: 5:00 P.M. on Monday, January 2, 2023.

Additionally, general information about CDBG-CV funding may be found on HUD's website at https://www.hudexchanqe.info/proqrams/cdbq/
GENERALINFORMATION: Date: 1/6/2023
Agency Name: ElderHelp of San Diego
Agency Address: 5095 Murphy Canyon Rd #1 00, San Diego CA 92123 Phone: 619-284-9281
E-mail: [email protected]
Fax: 619-284-0214
Project/Program Contact Person (Name and Title): Anya Delacruz, Associate Executive Director Project/Program Location: Most of San Diego County with emphasis on central and eastern regions.

Phone: 619-371-4269 Fax:619-284-0214
E-mail: [email protected]
Type of Project (check one): PublicServiceActivity IE
Public Improvement (Construction) €
Acquisition ofproperty €
Other (describe)[Click here to enter text]
Federal Unique Entity Identifier (UEI): GMBSRM6N74U3
NOTE: UEI may be accessed through the following website: https://sam.qov/contenUhome Person completing application: Dorian Townsend, Grants Manager City of Santee - Application for CDBG Funding
FUNDING INFORMATION:

Amount Requested from Santee: $13,000
Total Project/Program Budget: $1,008,418
Is the Project/Program scalable? Meaning if awarded less than requested could the Project/Program still be carried out, albeit to a lesser degree? Please explain: Yes, ElderHelp is committed to providing services to seniors in the City of Santee.

Please complete Page 5 (CDBG Project Budget) itemizing revenues and expenses (sources and amounts) for the proposed project or activity in which CDBG funds would be used. Indicate how the requested CDBG funds would relate to the overall proposed budget.

PROJECnACTIVITY INFORMATION
A. What is the purpose/mission of the applicant agency? Founded in 1973, ElderHelp of San Diego's mission is to provide personalized services and information that help seniors remain independent and live with dignity in their own homes. Our agency has a long history of helping seniors experiencing declining health, poverty, and isolation to remain independent in their homes through services providing for seniors' basic needs like food, shelter, transportation, and companionship. Last fiscal year, ElderHelp served 6,636 individuals across six core programs: Care Coordination, Housing Services, Seniors A Go Go, RUOK Calls, Family Caregiver Assistance Program, and Intake and Referral Services. Over its 49-year history, ElderHelp has served over 253,000 older adults in need, including many seniors in the City of Santee. Our goal throughout nearly five decades has been to help older adults remain in their homes and enhance the quality of life for older adults.

B. Briefly describe the purpose of the project, the population to be served, the area to be benefited and estimated number of Santee residents who would benefit from the project. Inclusion of the estimated number of Santee residents served is required.

Generous funding from the City of Santee will support ElderHelp senior independence services for residents of the City of Santee and the surrounding central and eastern regions of San Diego County. Services include Care Coordination, Housing Services, Seniors A Go Go, RUOK Calls, Family Caregiver Assistance Program, and Intake and Referral Services for seniors in need.

Last fiscal year, ElderHelp served 6,636 individuals across six core programs:
o Care Coordination combines case management For nearly 400 seniors with in-home help, including home safety inspections and modifications, grocery shopping, and companionship.
a Housing Services, which includes HomeShare, our longstanding roommate matching service with 24 current matches (nearly 1,000 since inception) averaging six years in length - three times the national average of other shared housing programs; housing 2 City of Santee - Application for CDBG Funding
consultation and navigation for more than 2,000 seniors; and resident service coordination at two low-income senior housing communities serving approximately 300 residents daily.
o Seniors A Go Go offers transportation to medical and non-medical appointments to keep seniors connected to their communities with more than 4,000 rides provided each year.
a RUOK Calls allow for daily check-ins with clients to ensure they are properly supported and identify any needs that may arise, with more than 7,000 calls provided each year. a Family Caregiver Assistance Program addresses the special stressors of those who are caregiving through specialized training to more than 350 caregivers. a Intake and Referral Services provides resources, information, and education to nearly 2,500 seniors and their families annually.

Recently ElderHelp has seen a dramatic rise in need for our services, including from Santee seniors, with overall San Diego County requests increasing by more than 700 percent. In addition, many seniors served by ElderHelp have exhibited compounding needs from their time in COVID-19 isolation, requiring enhanced assessment of their barriers to independence and more robust service provision. We have leveraged our experience during the later months of the pandemic through a continuous assessment of senior needs, informing how we provide our core services of getting seniors to medical appointments, increasing the frequency of regular check in calls, delivering food and basic supplies, helping with any repairs or housing issues, and ensuring issues of isolation and anxiety are known and addressed as quickly as possible.

Our clientele are older adults, with an average age of 79, in predominantly Central and Eastern San Diego County. Most or our clients (96%) are either low income or very low income, and many in this underserved population are disabled, are at risk of falls, or have more than one chronic health conditions. Although many local agencies deliver services to the LMI senior population, ElderHelp meets a unique need - keeping them healthy, safe and stable in their own homes and, just as important, providing relief to their inadequate pocketbooks by providing our assistive services at no cost.

During the first half of FY23 our agency has increased services to Santee residents with 17 receiving ongoing care coordination services and 30 receiving information and referral services. For those who receive ongoing care coordination, we estimate service costs to be approximately $250 a month per senior. In the most recently completed fiscal year (FY22), ElderHelp served 58 Santee clients total.

With this funding, ElderHelp will serve approximately 65 Santee residents through all agency programs and services.

C. Who will carry out the activities, the period over which the activities will be carried out, and the frequency with which the services will be delivered (be specific).

We have six ongoing programs serving Santee that are administered on a daily basis throughout the year. 1 ) Our traditional Care Coordination program continues to provide high-level case management, where Care Coordinators work with clients to develop care plans and connect to services, including volunteer services. Volunteers support 3 City of Santee - Application for CDBG Funding
clients telephonically and in-person, providing relief from isolation and depression. As part of Care Coordination, ElderHelp offers nutritional services for seniors experiencing food insecurity, offering delivered food and essential supplies from ElderHelp's food pantry or the grocery store. 2) Housing Services: ElderHelp offers our HomeShare program a longstanding roommate matching service and housing consultation and navigation. All services are administered through our Housing Coordinators. 3) Seniors a Go Go Transportation is managed by our team of Transportation Coordinators. 4) RUOK Daily check-in calls are made by ElderHelp staff and trained volunteers who provide check-in calls to isolated and frail seniors, giving them peace of mind that their welfare is being attended to. 5) We are in the process of relaunching our Family Caregiver Assistance Program services to help local caregivers manage stressors.

Current training is offered through an online specialized program designed by ElderHelp staff. 6) Information & Referral service is provided by a front desk staff member and trained volunteers. Calls average 25-35 minutes as callers are dealing with complex issues, more so than ever with the economic impact of the coronavirus. The Information & Referral team provides resources and access to information to meet a variety of elder care needs.

Our clients' income levels correspond to the CDBG Program National Objectives of serving low to moderate income persons. In fact, 96oA of our clients are low or very low income. ElderHelp also meets the City of Santee priorities of assisting low to moderate income homeowners, since our mission is to asSist seniors to remain living independently in their own homes. ElderHelp serves socially isolated senior members, aged 60 and older, predominantly living in LMI households, the combination of which makes it difficult for them to adequately meet critical daily needs.

E. Agency/Nonprofit Organization Information:

Since 1973, ElderHelp has served as a 50lc3 nonprofit organization, helping over 253,000 older adults in need, including many seniors in the City of Santee. Our goal throughout nearly five decades has been to help older adults remain in their homes and enhance the quality of life for older adults through targeted services including Care Coordination, Housing Services, Seniors A Go Go, RUOK Calls, Family Caregiver Assistance Program, and Intake and Referral Services. The impact of ElderHelp's programs is clear: we keep seniors living safer, healthier, and longer in their own homes.

For instance, the 30 home safety and maintenance projects completed this past year by 4 City of Santee - Application for CDBG Funding
our volunteer home safety team prevented falls for 99 percent of our clients. Only one percent of these clients experienced a fall last year, a stark contrast to the national average of 25 percent of seniors experiencing a fall. Our care coordinators conducted 70 safety assessments to identify targeted services to prevent hospitalization. More than 96 percent of those assessed stayed out of hospitals and ERs-the national average on the other hand is 50 percent hospitalized or experiencing ER stays. Finally, 50 percent of San Diego's seniors experiencing homelessness became homeless for the first time in the past year. Our 25 Homeshare matches allowed 92 percent of participants to gain housing and financial stability, avoiding homelessness. All ElderHelp services kept seniors in their homes 10 years longer than the national average, allowing them to age in their homes and communities rather than costly long term care facilities. That extra 10 years save seniors and their families anywhere from $420,000 to over $1 million dollars depending upon the type of placement. We have positioned ourselves at the forefront of the aging in place movement and consistently strive to build collaborations and raise awareness that advance this goal and provide solace for the low-income, aging population in San Diego.

ElderHelp has received CDBG funding from the City or Santee every year since 2004.

That adds up to 19 years of support, strong evidence of a successful partnership.

F. Financial:

Describe your agency's Fiscal management procedures including financial reporting, record keeping, accounting systems, payment procedures, and audit requirements. Describe how records are maintained to ensure the project benefits targeted groups.

ElderHelp follows Board-approved accounting policies that are consistent with GAAP, using Quickbooks accounting soffware. The agency maintains an accounting procedures manual, which is updated as necessary and reviewed annually by an outside, independent auditor. Disbursement and payment procedures require that invoices and check requests be submitted/reviewed by the end user/spender, approved by a department manager and reviewed by the Executive Director. Checks are processed by the Accounting Specialist and signed by the Executive Director or the Associate Executive Director. Checks over $5,000 require two signatures. Bank statements are reconciled monthly by the Accounting Specialist and approved by the Executive Director. Restricted revenues are accounted for separately. Expenses are tracked by budget line item, specific to each program or revenue stream to ensure that designated funds are spent appropriately. Each month, the Board of Directors is presented with a complete set of financial statements which includes a Statement of Income & Expense Current Month and Year to Date showing the budget to actual, a Statement of Financial Position and a Cash Flow report. All accounting is performed by staff, and financial records are kept in the main office. While not a requirement, each year ElderHelp submits to an independent audit, which is presented to the Board by the auditor. The ultimate responsibility for financial oversight of CDBG expenditures will be Deborah Martin, CEO/Executive Director, and the Director of Finance, Sara Gongora. In addition, we keep a spreadsheet to track Santee participation, including phone inquiries, and report client numbers to the City of Santee on a quarterly basis
5 City of Santee - Application for CDBG Funding
G. Personnel:

Identify the staff administering/implementing this project and provide their experience in similar programs.

Deborah Martin, CEO/Executive Director, has her Bachelor's Degree in Business Law., Her role involves overseeing the operations of ElderHelp, including financials, legal, program implementation and oversight, fundraising, technology, growth planning and long-range strategic planning. Anya Delacruz, Associate Executive Director, has nearly 20 years' experience working with seniors. She joined ElderHelp in 2008 and has played an integral role in developing the organization's programs. She has accountability for program performance and deliverables, as well as staff morale. The Care Coordination Manager, Elizabeth Wagner, oversees the daily operations of the Care Coordination and Seniors A Go Go programs. Elizabeth has supported all of ElderHelp's service programs and her gentle handling of any situation produces the best outcomes for our clients.

H. Conflict of Interest:

There is no conflict of interest involved with ElderHelp and the execution of this application.

BENEFITS AND BENEFICIARIES
A. How accessible or convenient is the proposed projecUactivity to Santee residents? (Please be specific such as direct services to a client's home, Santee location, transportation provided, etc.)
Most ElderHelp services are provided at the client's home or telephonically. Santee residents can also go to ElderHelp's office, which is located 11 miles from the center of the City of Santee.

B. What is the approximate percentage of your clients that have annual family incomes in each of the following ranges: (Percentages should add to 1 00%) 62 % of clients are at 30 percent of below of the area median income 38% of clients are between :31 and 50 percent of the area median income % of clients are between 51 and 80 percent of the area median income % of clients are above 80 percent of the area median income C. Does your agency focus its activities on populations with special needs? € No H Yes (Please specify)
6 City of Santee - Application for CDBG Funding
Please specify which special needs populations. (persons experiencing homelessness, persons with disabilities, persons with substance abuse problems, veterans, seniors, children, etc.)
ElderHelp exclusively serves seniors and their families.

DOCUMENT ATION
A. How will the recipients' information be collected and documented? ElderHelp regularly collects client data for all aspects of our programs in SalesForce.

B. How will the outcomes be measured, collected, and documented? Through SalesForce we run reports to evaluate services and provide client interventions.

SalesForce tracks most data points, such as c)ient social and medical needs and experiences, and interactions between staff, clients, and volunteers. In addition, Care Coordinators administer a biopsychosocial assessment at intake with regular checks against baseline. Throughout our routine monitoring of clients and listening to volunteer feedback, we maintain a vigilant qualitative assessment of client needs, whether selfidentified or not, and client satisfaction. Information is gathered during client and volunteer interviews, client assessments and reassessments, and regular follow-up (via phone or home visits). The team makes necessary changes to ensure goals are met and to measure growth and improvement. Data analysis and evaluation is performed by ElderHelp's Associate Executive Director Anya Delacruz, who has nearly 20 years of experience In senior ServiCeS.

APPLICANT CERTIFICATION
To the best of my knowledge and belief, the information contained in this application is true and correct; the document has been duly authorized by the governing body of the applicant; and the applicant will comply with all assurances, federal, state and local laws and regulations if funding is approved.

Deborah Martin, CEO/ Executive Director
Type or Print Your Name and Title
kwJ
Signature
7 City of Santee - Application for CDBG Funding

CDBG-CV PROJECT BUDGET
Organization: ElderHelp of San Diego
Total organization budget $1,776,046
Program/Project name requesting funds: Care Coordination Program and Associated Services CDBG funds requested: $13,000 Total program/project budget: $1,008,418 Note: Indicate with an asterisk (") funds that are volunteer time or in-kind contribution.

1. Sources or funding For program/project: (S)Secured or (A)Anticipated a. Funding requested from the City $13,000 (S) orLAl
b. Other federal funds (if any) $15,000 (S) or 6
c. State or local government funds $170,246 (S) or (A)
d. Donations and contributions $254,183 (S) or (,g
e. Fees or memberships: Client donations $11 ,832 (S) or {,jQ f. Other funding: Non-Government contracts $57,296 (S) or (A) g. Otherfunding: Foundation Grants $486,861 (S) or (A)
h. TOTAL PROJECT FUNDING (project budget) $1,008,418

2. Uses of CDBG funds requested for the program/project: (1.a.) a. Wages and salaries $ 670,010
b. Personnel benefits 134,002
c. Materials and supp(ies 36,570
d. Program expenses and evaluation 20,848
e. Rent and utilities 86,529
f. Insurance 8,039
g. Mileage (39,597 @ 62.5 cents/mile) 24,748
h. Indirect costs 21,604
i. AII other expense 6,068
i.

I. TOTAL REQUESTED FUNDING (same as 1.a.) $13,000

3. Percentage of project budget represented by CDBG request 1.3 %

4. If your project will require future funding, please provide information about how the program will be funded. ElderHelp pursues a diversified funding strategy, which currently includes approximately 47oAi from grants, 26% from government and non-government contracts, 6% from corporate suppor(, 14% from individuals, 6% from events, and 1 % !n Cl!en( contributions.
8 RECEiVED
S&
JAN 9 2023
Dept. of Development Services
City of Sentee
Community Development Block Grant (CDBG) Program

APPLICATION FOR FUNDING
Program Year 2023
The following application must be completed by each qualified organization interested in being considered for CDBG funding. Please type or print clearly. Attach additional sheets of information as necessary. All information must be provided or the application will be considered incomplete and will not be further evaluated for funding consideration.

The application must not exceed a total of fifieen (15) pages. The completed application must be submitted prior to 5:00 P.M. on Monday, January 9, 2023.

Applications may be submitted electronically to bcrane(,cityofsanteeca.qov. Paper copies may be mailed or delivered to the City of Santee, Department of Development Services, Atto: Bill Crane, at 10601 Magnolia Avenue, Santee, CA 92071.

Potential applicants who have questions about the CDBG funding may contact Bill Crane by email at [email protected] before: 5:00 P.M. on Monday, January 2, 2023.

Additionally, general information about CDBG-CV funding may be found on HUD's website at https://www.hudexchanqe.info/programs/cdbq/
GENERALNFORMATION: Date: U9/2023
Agency Name: Meals On l/Vheels Greater San Diego, Inc. dba: Meals on Wheels San Diego County
Agency Address: 2254 San Diego Avenue, Ste. 200, San Diego, CA 92110 Phone: 6"l9-278-4012
E-mail: [email protected]
Fax: 619-260-6373
ProjecUProgram Contact Person: Tim Ray, East County Service Center Manager Project/Program Location: EI Cajon
Phone: 619-447-8782
E-mail: [email protected]
Fax: 619-260-6373
Type of Project (check one): Public Service Activity
Public Improvement (Construction)
Acquisition of property
Other (describe)
Federal Unique Entity Identifier (UEI): DCWTFQJ3V5H8
NOTE: UEI may be accessed through the following website: https://sam.qov/content/home Person completing application: Ali Duarte, Grants Manager City of Santee - Application for CDBG Funding
FUNDING INFORMATION:

Amount Requested from Santee: $ 5,000
Total ProjecUProgram Budget: $152,367.60
Is the ProjecUProgram scalable? Meaning if awarded less than requested could the Project/Program still be carried out, albeit to a lesser degree? Please explain: Yes, the projecUprogram will still be carried out to the same degree regardless of the funding amount. Mea( delivery to seniors is our main program and we do not rely on one source of funding Please complete Page 5 (CDBG Project Budget) itemizing revenues and expenses (sources and amounts) for the proposed project or activity in which CDBG funds would be used. Indicate how the requested CDBG funds would relate to the overall proposed budget.

PROJECTIACTMTY INFORMATION
A. \/Vhat is the purpose/mission of the applicant agency? Meals on Wheels San Diego County (MOWSDC)'s mission is to empower seniors and veterans to remain independent by nourishing their bodies, minds, and spirits. Our vision is drive out senior hunger and isolation across our region. MOWSDC is part of the community safety net serving older adults with the home delivery of up to two nutritious meals a day at a subsidized price and accompanied by social visits, safety checks, and care navigator support with referrals if necessary. Many seniors experience chronic illnesses and disabilities making activities of daily living difficult. In many cases, seniors will become temporarily and/or permanently homebound. Becoming homebound prevents seniors from obtaining food, healthcare, support services, and engagement in social activities. Home delivery of meals, with daily safety and wellness checks, enables seniors experiencing these difficulties to more successfully navigate these challenges, avoid negative health impacts and maintain their preferred residence.

B. Briefly describe the purpose of the project, the population to be served, the area to be benefited and estimated number of Santee residents who would benefit from the project. Inc(usion of the estimated number of Santee residents served is required.

MOWSDC serves all of San Diego County, including the 3,049 square miles of rural and unincorporated areas. MOWSDC subsidizes 60% of the costs for meals, delivery, and other services provided, regardless of a senior's ability to pay. Further subsidies are provided for seniors who are experiencing severe financial difficulties.

The area to be served with this request is the entire City of Santee, including City of Santee's LMI Census Tracts. The service population includes older adults 62+ who are homebound and fall within the extremely low- to moderate-income bracket established by the Department of Housing and Urban Development. In the last completed City of Santee CDBG program year (7/1/2021-6/30/2022), MOWSDC provided nutritious meals to 97 Santee seniors. Historically, the seniors served in the City of Santee by MOWSDC have the following characteristics: 37% are aged 85+ and 37% are between 75 and 84 years of age; 51 % fall within the extremely low-income bracket (<30% of AMI); 45% fall 2 City of Santee - Application for CDBG Funding
in the very low-income bracket (30-80% of AMI) and 4% fall in the moderate-income bracket (80-120% OfAMl): 42% are female head of houSehOld; 24% are VeeranS; 40% live alone and 24% have disabilities.

For the City of Santee Program Year 2023 (July 1, 2022 - June 30, 2023), MOWSDC is contracted to serve 83 unduplicated seniors in Santee. Per the Quarter 1 Report, MOWSDC had already served 38 unduplicated Santee seniors putting MOWSDC at 45% of its goal. For the City of Santee's Program Year 2024 (July 1, 2023 - June 30, 2024) MOWSDC will serve 97 unduplicated seniors in Santee with the delivery of up to two meals a day accompanied by a safety check and social visit. CDBG funding will provide for food and packaging costs of 1,644 meals ($3.04 direct cost per meal) reducing the overall cost of each delivered meal. This will ensure a minimum subsidy of 60% from the total per-meal-delivered costs for every senior, and further subsidies will be offered to those who qualify.

C. Who will carry out the activities, the period over which the activities will be carried out, and the frequency with which the services will be delivered (be specific).

The MOWSDC East County Service Center located at 131 Chambers Street in EI Cajon services the City of Santee. The East County Service Center is managed by Mr. Tim Ray. (Please see details on his qualifications in Section F.) Daily meal deliveries are coordinated through a complex routing system to individual senior homes across the City of Santee using 400 volunteer delivery drivers coordinated by eight program staff. Fresh meals are produced for the program at the MOWSDC meal center and are packaged for delivery. Across the county, four service centers coordinate deliveries of hot and cold meal packages and beverages to 19 different drop-saites across the county. Vo1unteer drivers collect individualized meals at these drop sites and cover 127 weekday routes and 64 weekend routes to senior residences - ensuring between 1,000 and 1,800 daily, personal meal deliveries. The City of Santee's program is a component of the countywide services. The period in which the activities will be carried out will be during the City of Santee's CDBG Program Year 2023-2024 (July 1, 2023 to June 30, 2024). MOWSDC delivers meals and corresponding services to homebound seniors for everyday of the week (Sunday's meals delivered on Saturday). MOWSDC is the only meal delivery program that delivers on weekends and holidays.

MOWSDC's project for the City of Santee meets CDBG Program National Objective 1 by providing services to seniors considered extremely low- to moderate-income. Onehundred percent of seniors served in the City of Santee fall qualify the HUD LMI income levels. Additionally, the services provided are considered a high priority, as stated in the City of Santee's 2020-2024 Consolidated Plan under Public Services for LMI-Resident, ensuring improved quality of life for seniors and other persons with special needs through supportive services. MOWSDC's program supports improved health and safety for seniors and veterans whi!e they age in place.
3 City of Santee - Application for CDBG Funding
E. Agency/Nonprofit Organization Information:

Outline the background of your agency/nonprofit organization, including the length of time your agency has been in operation, the date of incorporation, the type of corporation and the type of services provided. If the request for funding is submitted as part of a collaborative application, please provide information for each member of the collaborative. If your organization has received CDBG (or CDBG-CV) funds from the City of Santee in the past, please note the o3333 the organization has received CDBG funding.

MOWSDC was established in 1960 and incorporated as a 501 (3)(c) in 1970. MOWSDC serves all of San Diego County, including the 3,049 square miles of rural and unincorporated areas. MOWSDC provides services to adults over the age of 60 who are homebound due to age, illness or disability. Care services include the delivery of up to two fresh meals a day, a socia( visit, a safety check, and care navigation with referrals to other social service providers if necessary. All services are subsidized for all seniors at 60%, and further subsidies are provided to those who qualify. MOWSDC has been receiving CDBG funds from the City of Santee since 2009 (thirteen years).

F. Financial:

MOWSDC has a fully staffed Finance Department and uses QuickBooks Premium for Nonprofits. Each grant is assigned a unique identifier making it possible to track grant expenditures. MOWSDC also has an Accounting Policies and Procedures Manual that is updated regularly. MOWSDC uses Quickbooks for general ledger, accounts payable and financial recordkeeping and reporting. The chart of accounts structure provides for adequate segregation and tracking of separate funding sources. All vendor invoices and other expenses are paid by check. Contributions and grants are recorded and managed in Raisers Edge. Program fee billing and tracking is managed through SERVtracker, our client service software. All clients are required to complete an intake interview with a MOWSDC Service Center employee. Information collected on the Intake Form is entered into the SERVtracker database. The intake form documents all demographic information including address, age, gender, ethnic background, income level and all other important information. The database is updated daily and reports are run on regular intervals to ensure data integrity. As a registered 501 (c)(3) non-profit, MOWSDC financial statements are audited annually by an independent auditor and Form 990 is filed annually with the Internal Revenue Service as required. Internal financial reports are also produced monthly by the CFO, issued to the Board Finance Committee for review and presented quarterly to the full MOWSDC Board of Trustees.
4 City of Santee - Application for CDBG Funding
G. Personnel:

Identify the staff administering/implementing this project and provide their experience in similar programs.

Mr. Ray, East County Manager, has extensive management experience in the senior care field and hospitality industry. Mr. Ray was the Administrator at Inn on the Boulevard Assited Living for thirteen years. He holds a B.S. in Business Administration. Mr. Topper, CFO, has extensive non-profit experience including as Director of Finance and Administration for the Northern Arizona University Foundation, a $43M privately funded endowment, Director of Finance and Controller for AmeriTribes, and an accounting manager with the Hotel Group. Mr. Topper is a fully licensed CPA (AZ), and was a finalist for San Diego Business Journal CFO of the Year 2011. He holds a s.s. in Accountancy from Northern Arizona University.

H. Conflict of Interest:

No member, officer, or employee of our organization is an officer or employee of the City of Santee or member of any of its boards, commissions, or committees or has any conflict of interest or holding.

BENEFITS AND BENEFICIARIES
A. How accessible or convenient is the proposed project/activity to Santee residents? (Please be specific such as direct services to a client's home, Santee location, transportation provided, etc.)
Access to this care is provided in the client's home in the City of Santee, without the need for seniors to negotiate outside their existing living area.

B. What is the approximate percentage of your clients that have annual family incomes in each of the following ranges: (Percentages should add to 100%) 51 45
4 o
% of clients are at 30 percent of below of the area median income % of clients are between 31 and 50 percent of the area median income % of clients are between 51 and 80 percent of the area median income % of clients are above 80 percent of the area median income C. Does your agency focus its activities on populations with special needs? 0 No X Yes (Please specify)
5 City of Santee - Application for CDBG Funding
Please specify which special needs populations. (persons experiencing homelessness, persons with disabilities, persons with substance abuse problems, veterans, seniors, children, etc.)
MOWSDC offers services to older adults 60+, caregivers, and disabled veterans.

MOWSDC primarily serves older adults who are low-income and often homebound due to age, illness, or disability. This project will be to serve seniors who are 62 years or older.

DOCUMENT ATION
A, How will the recipients' information be collected and documented? Clients are contacted initially by phone to collect financial and demographic information and services requested. An in-person interview is scheduled and MOWSDC staff visit the senior in the home to complete in-home observations and needs assessment, finalize a planned delivery schedule and initiate service. Upon intake clients complete a selfverification form to verify income level based on household size, race, ethnicity, and female head of household status. When the MOWSDC staff members returns to the office, the information is then entered into our electronic database called SER\/Tracker.

B. How will the outcomes be measured, collected, and documented? MOWSDC uses a sophisticated electronic database called SERVtracker to collect and report on client demographics, meal delivery and safety/wellness information. In addition to an initial phone intake and in person interview with MOWSDC staff, volunteers and staff who visit homes daily also have data input responsibilities. The new MOWSDC mobile application, used by all volunteers and staff, allows for daily observations to be entered with regards to client living conditions (Change of Condition Alert). This data is electronically relayed back to the MOWSDC Care Navigator and Service Center Managers who assesses for needed responses. The Care Navigator will contact the clients by phone or in person depending on urgency and risk level of the report.

Responses may include initiating calls to family, social service agencies, emergency health responders, community groups who assist in home repairs and other partner agencies. Interventions are notated in each client alert fi(e. The Service Center Managers, Executive Management and Board of Trustees conduct ongoing performance evaluation and program reviews.

APPLICANT CERTIFICATION
To the best of my knowledge and belief, the information contained in this apptication is true and correct; the document has been duly authorized by the governing body of the applicant; and the applicant will comply with all assurances, federal, state and local laws and regulations if funding is approved.

Brent Wakefield, President & CEO
Type or Print Your Name and Title
6 City of Santee - Application for CDBG Funding

CDBG-CV PROJECT BUDGET
Organization: Meals on Wheels San Diego County
Total organization budget $8,779,816
Program/Prolect name requesting funds: Senior Meal Delivery & Accompanying Services CDBG funds requested: $ 5,000 Total program/project budget:
$1 52,367.60 Note: Indicate with an asterisk (") funds that are volunteer time or in-kind contribution.

1. Sources of funding for program/pro3ect:
a. Funding requested from the City
b. Other federal funds (if any)
c. State or local government funds
d. Donations and contributions
e. Fees or memberships
f. In-kind contributions/Volunteertime
g. Other funding
(S)Secured or (A)Anticipated
$5,000 (S) or (A)
(S) or (A)
(S) or (A)
(S) or (A)
(S) or (A)
(S) or (A)
(S) or (A)
85,442.8
61 ,924.8
h. TOTAL PROJECT FUNDING (project budget) $ 152,367.60 (S) or (A)

2. Uses of CDBG funds requested for the program/project: (l.a.) a. Wages and salaries $
b. Personnel benefits
c. Materials and supplies
d. Program expenses and evaluation
e. Rent and utilities
f. Insurance
g. Mileage ( @ 62.5 cents/mile)
h. Incentives and Special Events
i. Indirect costs
j. Food & packaging
k.
5,000
I. TOTAL REQUESTED FUNDING (same as 1.a.) $ 5,000

3. Percentage of project budget represented by CDBG request 3

4. If your project will require future funding, please provide information about how the program will be funded. Clients pay, on average, 40% of the actual meal cost - depending on income 7 City of Santee - Application for CDBG Funding
levels (average is $3.80 per meal - equating to an estimated $61,924.80). Private donors will contribute the remaining $85,442.80 of this project through MOWSDC's robust charitable giving program. To ensure a(l programs are fundable from multiple sources, additional grant applications are planned along with robust corporate campaigns and fundraising events to meet any unexpected shortfall.
8 RECEIVED
JAN 3 2023
Dept. of Development Services
City of Santee
Community Development Block Grant (CDBG) Program

APPLICATION FOR FUNDING
Program Year 2023
The following application must be completed by each qualified organization interested in being considered for CDBG funding. Please type or print clearly. Attach additional sheets of information as necessary. All information must be provided or the application will be considered incomplete and will not be further evaluated for funding consideration
The application must not exceed a total of fifteen (15) pages. The completed application must be submitted prior to 5:00 P.M. on Monday, January 9, 2023.

Applications may be submitted electronically to bcranepcityofsanteeca.gov. Paper copies may be mailed or delivered to the City of Santee, Department of Development Services, Attn: Bill Crane, at 10601 Magnolia Avenue, Santee, CA 92071.

Potential applicants who have questions about the CDBG funding may contact Bill Crane by email at [email protected] before: 5:00 P.M. on Monday, January 2, 2023.

Additionally, general information about CDBG-CV funding may be found on HUD's website at https://www.hudexchanqe.info/proqrams/cdbg/
GENERAL INFORMATION: Date: 12/26/2022
Agency Name: The Santee Food Bank
Agency Address: P.0. BOX 7"l2054 Santee CA 92072
Phone: 619-448-2096
E-mail: [email protected]
Fax: N/A
ProjecUProgram Contact Person (Name and Title): Dennis Martins, President ProjecUProgram Location: 9715 Halberns Blvd., Santee CA Phone: 619-248-3570
E-mail: [email protected]
Fax: N/A
Type of Project (check one): Public Service Activity
Public Improvement (Construction)
Acquisition of property
Other (describe)J','b=:i
Federal Unique Entity Identifier (UEI): P&JASPW6UMQ7
NOTE: UEI may be accessed through the following website: https://sam.qov/conterit/home Person completing application: Marty Smothermon
City of Santee - Application for CDBG Funding
FUNDING INFORMATION:

Amount Requested from Santee:

Total Project/Program Budget: $ 4,9500
Is the Project/Program scalable? Meaning if awarded less than requested could the Project/Program still be carried out, albeit to a lesser degree? Please explain:

No, this program relies on CDBG funding to help us keep our doors open for those who need help with their food budgets. This funding helps us pay for approximately 80% of our utilities, rent, liability insurance and equipment maintenance. A decrease in funding will have adverse effects on our organization. .

PROJECTIACTMTY INFORMATION
A. What is the purpose/mission of the applicant agency? The Santee Food Bank's primary purpose is to assist residents by providing families with much needed food. With the onset of COVID we changed our distribution model by establishing a drive up system which streamlined the process of getting food to our clients quickly and safely. We continue to strive to help those in need.

We focus on collecting food from our local grocery stores, sorting it and giving those items to all who come to us. During the calendar year 2021, we provided food to 14,904 individuals who live in Santee. Through the end of December 2022, the numbers surged to 19,000 individuals. Adding a conservative 5% brings us to 19,950 for 2023 individuals C. Who will carry out the activities, the period over which the activities will be carried out, and the frequency with which the services will be delivered (be specific).

We have a very committed volunteer staff who put in nearly 18,000 hours of their time and talent each year. In addition, the Board of Directors puts in numerous hours networking with the community, applying for grants, and overseeing the daily food bank operation. Our volunteers collect fresh donations from local stores 6 days a week. We are open every Wednesday, Friday and Saturday from 8am to 1 jam. We also distribute government provided commodities on the 3rd Tuesday of each month. The commodity program provides food packs to an average of 250 households on a monthly basis.

Additionally, we partner with Sonrise Church to deliver our food to approximately 50 households with homebound individuals. This monthly shut-in food distribution assists those who are unable to leave their home,
2 City of Santee - Application for CDBG Funding
D. Describe how the project meets the CDBG Program National Objectives, the City of Santee Priorities, or is included under the Eligible Activities. Please see the the Notice of Funding Availability to assist with this request.

The Santee Food Bank continues to be non-profit operating under 501c3. It was established in 1983 and incorporated in 1990. Our agency partners with the San Diego Food Bank and Feeding San Diego who provide our organization with assistance when needed. Our primary purpose is to help alleviate hunger for those in need.

E. Agency/Nonprofit Organization Information:

Established in 1983 and incorporated in 1990, the The Santee Food Bank distributes food to everyone who comes to us from low to mid-level incomes. Our organization has been receiving CDBG funding since 2007 and these 16 years of funding continues to help us pay our utility bills, liability insurance, rent and equipment maintenance/repairs F. Financial:

The Santee Food Bank Treasurer uses Quick Books to keep accurate and up to date records. A monthly report is provided to the Board for review. Both the President & Site Manager have access to the banking information Paper copies of all financial transactions are stored in the Food Bank office.

G. Personnel:

Identify the staff administering/implementing this project and provide their experience in similar programs,
President: Dennis Martins, Friends Christian Church; Secretary: Leah \/Viristead, u.s.

Navy, Active Duty; Treasurer: Donna Daum, retired actuary; Manager & Vice President:

Marty Smothermon, retired cost analyst and long-time board member. 3 City of Santee - Application for CDBG Funding
H. Conflict of Interest:

BENEFITS AND BENEFICIARIES
A. How accessible or convenient is the proposed project/activity to Santee residents? (Please be specific such as direct services to a client's home, Santee location, transportation provided, etc.)
Because of the Covid epidemic, we developed a drive-through food distribution enabling clients to remain in their vehicles. This also encourages clients to carpool to our facility.

We also deliver monthly to those not able to leave their home.

B. What is the approximate percentage of your clients that have annual family incomes in each ofthe following ranges: (Percentages should add to IOO%) l'.l 'l! :,i l:: a, :,!" l :, l.," ,." 1,.. 2,i ,(,Th., 1,,1-,,' l,, ,,-, ;J'l C. Does your agency focus its activities on populations with special needs? 0 No S Yes (Please specify)
Please specify which special needs populations. (persons experiencing homelessness persons with disabilities, persons with substance abuse problems, veterans, seniors, children, etc.)
With food distribution, we take into account each clients' unique needs and situations. For instance, reusable canvas bags are used when packing shelf-stable food for the homeless. We also provide toiletries when available. When we have milk, it is first distributed to families with children.
4 City of Santee - Application for CDBG Funding
pOCUMENTATION
A. How will the recipients' information be collected and documented" Currently, each client visit generates a paper intake sheet. These are stored and kept in a locked file cabinet for 5 years, affer which they are shredded. We are in the process of acquiring Oasis, a digital record keeping system. This will modernize and streamline our data..

B. How will the outcomes be measured, cotlected, and documented';' We have developed a comprehensive Excel workbook which helps us maintain our client statistics. This includes the number of people in a household, income level, ethnicity, female head of household, veterans, disabled and seniors.

APPLICANT CERTIFICATION
To the best of my knowledge and belief, the information contained in this application is true and correct; the document has been duly authorized by the governing body of the applicant; and the applicant will comply with all assu , federal, state and local laws and regulations if funding is approved,
Dennia Martins. President
Type or Print Your Name and Title Signature
5 City of Santee - Application for CDBG Funding

CDBG-CV PROJECT BUDGET
Organization: The Santee Food Bank
Total organization budget
Program/Pro3ect name requesting funds: Santee Food Bank CDBG funds requested:$ 20,000 Total program/project budget:$ 19,500 Note: Indicate with an asterisk (*) funds that are volunteer time or in-kind contribution.

1. Sources of funding for program/pro)ect:
a. Funding requested from the City
b. Other federal funds (if any)
c. State or local government funds
d. Donations and contributions
e. Fees or memberships
f. ln-kind contributions/Volunteer time
g. Other funding
$ 20,000
$0
$0
$ 20,000
$ 500
$0
$ 9,500
h. TOTAL PROJECT FUNDING (project budget) $ 49,500

2. Uses of CDBG funds requested for the program/project: (1.a.) a. Wages and salaries $ 0
b. Personnel benefits $0
c. Materials and supplies $ 0
d. Program expenses and evaluation $ 0
e. Rent and utilities $ 'l 7,500
f. lnsurance $ 1,500
g. Mileage ( @ 62.5 cents/mile) $ 0
h. Incentives and Special Events $ 0
i. Indirectcosts $0
j. Eqiupment Mainenance $1,000
k.

I. TOTAL REQUESTED FLINDING (same as 1.a.) $ 20,000

3. Percentage of project budget represented by CDBG request (S)Secured or (A)Anticipated
(S)or@
(s) or (2)
<si or (8)
(S) or (A
rsior(&
(S) or @
rsi or(&
(S) 06)
About 41 o/o
6 City of Santee - Application for CDBG Funding

4. If your project will require future funding, please provide information about how the program will be funded.

During these uncertain financial times, we will continue to search for grant opportunities and or additional funding assistance
7 RECEIVED
JAN 9 2023
Dept. of Development Services
City of Santee
Community Development Block Grant (CDBG) Program

APPLICATION FOR FUNDING
Program Year 2023
The following application must be completed by each qualified organization interested in being considered for CDBG funding. Please type or print clearly. Attach additional sheets of information as necessary. All information must be provided or the application will be considered incomplete and will not be further evaluated for funding consideration.

The application must not exceed a total of fifteen (15) pages. The completed application must be submitted prior to 5:00 P.M. on Monday, January 9, 2023.

Potential applicants who have questions about the CDBG funding may contact Bill Crane by email at [email protected] before: 5:00 P.M. on Monday, January 2, 2023.

Additionally, general information about CDBG-CV funding may be found on HUD's website at https://www.hudexchange.info/programs/cdbq/
GENERALINFORMATION: Date: 1/5/2023
Agency Name: Santee Santas Foundation, Inc
Agency Address: P.0. Box 7100033, Santee, CA 92072
Phone: 619-258-5947
E-mail: [email protected]
Fax: [C!ick here to enter text]
ProjecUProgram Contact Person (Name and Title): Tonya V. Hendrix, President Project/Program Location: Satnee Santas depends on the donation of empty retail space for the month/s of November and/or December
Phone: 619-3CIl-0745
E-mail: [email protected]
Type of Project (check one):

Fax: [Click here to enter text]
Public Service Activity Z
Public Improvement (Construction) €
Acquisitionofproperty €
Other (describe)[Click here to enter text]
Federal Unique Entity Identifier (UEI): EKYGB7FP2A84
NOTE: UEI may be accessed through the following website: https://sam.qov/contenUhome Person completing application: Tonya V. Hendrix
City of Santee - Application for CDBG Funding
FUNDING INFORMATION:

Amount Requested from Santee: $ 5000
Total ProjecUProgram Budget: $ $47,874
Is the Project/Program scalable? Meaning if awarded less than requested could the ProjecUProgram still be carried out, albeit to a lesser degree? Please explain: Yes, our program is scalable. We modify the amount of Tood, the number of toys and the amount on gift cards given to the families/children.

PROJECTIACTMTY INFORMATION
A. What is the purpose/mission of the applicant agency? Santee Santas is an all-volunteer organization working together to deliver the holiday spirit throughout the Santee Community by providing non-perishable foods to supplement their pantry for the two-week holiday break. The foods provided include pancake mix, soups, fruits, vegetables, peanut butter, jelly, pasta and sauce etc. In addition, all children receive wrapped holiday gifts, including age-appropriate books and Family games.

Over the past three years Santee Santas has served an average of 181 families, 663 people and 361 children.

C. Who will carry out the activities, the period over which the activities will be carried out, and the frequency with which the services will be delivered (be specific).

There are nine (9) board members, five (5) committee volunteers and approximately 245 community volunteers. The activities of the program are managed by the Santee Santas Foundation Board of Directors and Committee Volunteers. Community volunteers collect, sort, box and distribute food and assist in selecting wrapping, boxing and distributing toys, books, and games. The program activity begins in October with soliciting donations from businesses and individuals and donation box wrapping and distribution. Application Intake collection dates are held in November. Food purchasing, sorting, boxing and distribution as well as toy collection, wrapping, boxing and distribution occur in December. Delivery occurs prior to December 25 and is also carried out by community volunteers.
2 City of Santee - Application for CDBG Funding
D. Describe how the project meets the CDBG Program National Objectives, the City of Santee Priorities, or is included under the Eligible Activities. Please see the Notice of Funding Availability to assist with this request.

The Santee Santas Holiday Program is eligible for consideration based on the National Objective to Benefit low- and moderate-income (LMI) persons, as well as the City of Santee priority to improving quality of life for seniors and other persons with special needs, including housing and associated supportive services.

E. Agency/Nonprofit Organization Information:

Santee Santas was founded in 1953 and incorporated on November 11990, as "Santee Santas Foundation, Inc". Santee Santas is a charitable organization and is tax exempt under section 501 (C)(3) of the Internal Revenue Code as documented in the Department of Treasury letter of July 20, 1995. The tax identification number is 33-0199582. Santee Santas provides services to men, women and children of low- to moderate-income. All services are offered to any member of the Santee community who meets the eligibility guidelines For services requested. Santee Santas Foundation has been receiving CDBG funding since approximately 2009.

F. Financial:

Santee Santas is organized and operated entirely by volunteers. There are no paid staff. The treasurer is a member of the Santee Santas Board of Directors. Standard accounting practices are followed using a fiscal year of April 1 st to March 31st.Expenses must be approved in an annual budget or approved by a majority vote of the Santee Santas Board of Directors. All expenses are in support of the mission of the Santee Santas Foundation and are in accordance with the by-laws. Receipts are required and maintained for expenditures. The account is reconciled each month with the bank statement. A financial report is presented by the treasurer at each regular meeting of the Foundation.
3 City of Santee - Application for CDBG Funding
G. Personnel:

Identify the staff administering/implementing this project and provide their experience in similar programs.

Tonya V. Hendrix, President (March 2019)
Board member since 2012; Secretary 2012-2019; Volunteer Coordinator, Assistant Toy Coordinator, Delivery Day Team, Assistant Senior Outreach Coordinator Santee School District Teacher (retired)
Jerelyn Lindsay, Vice President (November 2020)
Board member since 2003; Schools Liaison, Assistant Facilities Coordinator, Food Coordinator, Delivery Day Team Coordinator
Santee School District Administrator (retired)
Relay for Life District Liaison
Linda Vail, Treasurer (February 2016)
Board member since 2016; Communications, Assistant Toy Coordinator, Delivery Day Team, Senior Outreach Volunteer
Santee School District Administrative Secretary (retired) Santee School District Foundation Board Member (15 years) Santee School District Independent Citizens Oversight Committee Member Marie Gregory, Secretary (March 2019)
Board member since April 2005; Facilities Coordinator, Senior Outreach Coordinator, Assistant Food Coordinator, Deliver Day Team
Small Business Owner
Floral Designer, Educator and Judge
AIFD (American Institute of Floral Design) Regional Board of Directors Member Future Farmers of America/AIFD Liaison
Channing Dawson, Member (October 2018)
Board member since 2018; Fire DepartmenUBoard Liaison, Delivery Day TeamWoodglen Vista City of Santee Fire Department
Terry Johnson, Member (October 2020)
Board member since 2020; Book Coordinator; Toy volunteer, Senior Outreach Assistant Coordinator
Santee School District Foundation - VP, fundraising
Shriners (45 yrs) fundraising, planning events, working on committees Santee School District Teacher (retired)
Diana Meza, Member (April 20'l0)
Board member since 2010; School Collections Coordinator, ASSistant Toy Coordinator, Delivery Day Team-Woodglen Vista Coordinator, Senior Outreach Volunteer Santee School District Custodian
4 City of Santee - Application for CDBG Funding
Ginger Owens, Member, (March 2020)
Board member since 2020; Toy Volunteer, Assistant to Treasurer Graphic Designer (retired)
ARC East County Board Member and President
ARC San Diego Executive Board Member
Kathy Rasmussen, Member, (December 2021 )
Board member since 2021 ; Communications, Food Volunteer Santee School District School Secretary (retired)
H. Conflict of Interest:

The only member or the Santee Santas Foundation who has a conflict with the City of Santee, its boards, commissions or committees or has any interest or holding which could be affected by any action taken in the execution of this application is Channing Dawson, a Santee Firefighter.

A. How accessible or convenient is the proposed project/activity to Santee residents? (Please be specific such as direct services to a client's home, Santee location, transportation provided, etc.)
Applications are distributed through the Santee schools, the public library, at lowincome senior residential complexes and on the Santee Santas Foundation, Inc website. Recipients of the program receive food, toys and gift cards at their homes prior to December 25. These are delivered by community volunteers.

B, What is the approximate percentage of your clients that have annual family incomes in each of the following ranges: (Percentages should add to 1 00%) 59% or clients are at 30 percent of below of the area median income 35% of clients are between 31 and 50 percent of the area median income 06% of clients are between 51 and 80 percent of the area median income % of clients are above 80 percent of the area median income 5 City of Santee - Application for CDBG Funding
C. Does your agency focus its activities on populations with special needs? N No € Yes (Please specify)
Please specify which special needs populations. (persons experiencing homelessness, persons with disabilities, persons with substance abuse problems, veterans, seniors, children, etc.)
Santee Santas does not focus on any special needs population. However, individuals within these special needs populations who apply and qualify are served.

DOCUMENTATION
A. How will the recipients' information be collected and documented? Recipients must submit an application which prove their identity, of all the residents of the home and proof of qualifying income level with documentation which includes proof of earned wages, SSI, self-employment wages, Unemployment, Disability/workers compensation, Cal Works/Cal Fresh, foster care, child support, and/or alimony. This also includes PELL grants or other grants for college students. Acceptable forms of proof are photocopies of: Recent work (most recent either 1 month or last 2 weeks) Current CalWORKs/Cal Fresh Notice of Action/Foster Care/AFDC paperwork Recent HUD statement Recent UnemploymenUState Disability/\/Vorkers Compensation check stubs Bank statements showing the income deposited into your account Proof of other income sources (SSI, Child Support, Self-employment, etc.) Statement for any Pell grant or other grant for college attendance. Applications are distributed through the Santee schools, the public library, at low-income senior residential complexes and the Santee Santas Foundation, Inc website.

B. How will the outcomes be measured, collected, and documented? Applications are reviewed and approved or denied by a board member. All families must meet income levels as defined by HUD income levels (distributed by the City of Santee) The Information is placed on a spreadsheet which is used to provide a specific amount of food and how many children will receive toys, or gift cards.

APPLICANT CERTIFICATION
To the best of my knowledge and be(ief, the information contained in this application is true and correct; the document has been duly authorized by the governing body of the applicant; and the applicant will comply with all assurances, federal, state and local laws and regulations if funding is approved.

Tonya V. Hendrix
Type or Print Your Name and Title Signature
6 City of Santee - Application for CDBG Funding

CDBG-CV PROJECT BUDGET
Organization: Santee Santas Foundation, Inc.

Total organization budget $ $53,663
Program/Project name requesting funds: Santee Santas 2023 Holiday Program CDBG funds requested: $ 5000 Total program/project budget: $ 47,74 €3i Note: Indicate with an asterisk (") funds that are volunteer time or in-kind contribution.

1. Sources of funding for program/project:
a. Funding requested from the City
b. Other federal funds (if any)
c. State or local government funds
d. Donations and contributions
e. Fees or memberships
f. In-kind contributions"
g. Other funding (Business Mailer)
$5000
$27,054
$10,600
$14,200
h. TOTAL PROJECT FUNDING (project budget) $53,663
(S)Secured or (A)Anticipated
(S)Ortl)
(S) or (A)
(S) or (A)
(S)Ore
(S) or (A)
(S)Ore)
rsiorgi
(S)Ora)

2. Uses of CDBG funds requested for the program/project: (1.a.) a. Wages and salaries $
b. Personnel benefits
c. Materials and supplies (food) $ 5000
d. Program expenses and evaluation
e. Rent and utilities
f. Insurance
g. Mileage ( @ 62.5 cents/mile)
h. Incentives and Special Events
i. Indirect costs

1. k.

I. TOTAL REQUESTED FUNDING (same as 1.a.) $ 5000

3. Percentage of project budget represented by CDBG request 9%

4. If your project will require future funding, please provide information about how the program will be funded. Santee Santas annual budget is based solely on anticipated donations and varies year to year. The organization solicits funds and in-kind donations in a 7 City of Santee - Application for CDBG Funding
variety of ways. These include submitting grant requests to corporations and organizations such as Smart and Final, Walmart, Shriners, Sycuan and local businesses. Personal donations are solicited on our website. Local businesses around the city host donation boxes for toy collection. The Santee School District sponsors a local grocery store gift card drive each year. The program is modified based on the actual amount of anticipated income the organization receives. 8 RECEIVED
JAN 9 2023
Dept. of Development Services
City of Sentee
Community Development Block Grant (CDBG) Program

APPLICATION FOR FUNDING
Program Year 2023
The following application must be completed by each qualified organization interested in being considered for CDBG funding. Please type or print clearly. Attach additional sheets of information as necessary. All information must be provided or the application will be considered incomplete and will not be further evaluated for funding consideration.

The application must not exceed a total of fifteen (15) pages. The completed application must be submitted prior to 5:00 P.M. on Monday, January 9, 2023.

Applications may be submitted electronically to bcrane@,cityofsanteeca.qov. Paper copies may be mailed or delivered to the City of Santee, Department of Development Services, Attn: Bill Crane, at 10601 Magnolia Avenue, Santee, CA 92071.

Potential applicants who have questions about the CDBG funding may contact Bill Crane by email at [email protected] before: 5:00 P.M. on Monday, January 2, 2023.

Additionally, general information about CDBG-CV funding may be found on HUD's website at https://www.hudexchange.info/proqrams/cdbq/
GENERAL INFORMATION: Date: 1/9/2023
Agency Name: Voices for Children
Agency
Address: 2851 Meadow Lark Drive, San Diego, CA 92123-2709 Phone: 858-569-2019
E-mail: [email protected]
Fax: 858-569-7151
Project/Program Contact Person (Name and Title): Christina Piranio, Director of Philanthropy
Project/Program Location: San Diego County
Phone: 858-598-2216
E-mail: [email protected]
Fax: 858-569-7151
Type of Project (check one): Public Service Activity
Public Improvement (Construction)
Acquisition of property €
Other (describe)[Click here to enter text]
[X
Federal Unique Entity Identifier (UEI): F3UKH7PKL3G5
City of Santee - Application for CDBG Funding
NOTE: UEI may be accessed through the following
https://sam.qov/contenUhome
website:

Person completing application: Christina Piranio
FUNDING INFORMATION:

Amount Requested from Santee: $10,000
Total Project/Program Budget: $ 6,385,928
Is the Project/Program scalable? Meaning if awarded less than requested could the Project/Program still be carried out, albeit to a lesser degree? Please explain: The CASA program is scalable. The organizational cost or providing a child in foster care with one year of advocacy is $2,500. For every $2,500 we receive from the City of Santee CDBG program, we will provide one Santee child with a year of advocacy and support.

PROJECT\ACTMTY INFORMATION
A. What is the purpose/mission of the applicant agency? Voices for Children transforms the lives of abused, abandoned, or neglected children by providing them with trained, volunteer Court Appointed Special Advocates (CASAs).

Voices for Children (VFC) respectfully requests $10,000 in CDBG funding to support the Court Appointed Special Advocate (CASA) program. The purpose of the project is to match children in foster care with consistent, caring volunteers, called CASAs, who fill a critical gap in the overburdened foster care system by ensuring that the best interests of the children are not overlooked. CASAs advocate on children's behalf in court and in the community.

VFC provides advocacy and support via the CASA program to children, ages 0-21, who are living in San Diego County foster care. While the foster care system affects youth and families of every race, ethnicity, and socioeconomic class, youth of co!or and LGBTQ youth remain overrepresented. Approximately 45% of the youth in San Diego County foster care are Hispanic/Latino, 26o/o are white, 11 % are Black, 4% are Asian, I '/o are Native American, and I 3% are some other race (San Diego County Child Welfare Services, 2022).
2 City of Santee - Application for CDBG Funding
VFC will provide CASAs to at least 1,550 unduplicated clients throughout San Diego County in fiscal year (FY) 2023-24. Based on data from previous years, we estimate that more than 20 children from the City of Santee will spend time in foster care during FY 2023-24. This grant, if awarded, will enable VFC to provide Tour (4) of these City or Santee children with the benefits of CASA advocacy.

C. Who will carry out the activities, the period over which the activities will be carried out, and the frequency with which the services will be delivered (be specific).

Through the CASA program, community volunteers called CASAs advocate on behalf or children in foster care under the supervision and guidance of VFC staff members called Advocacy Supervisors. All CASA activities funded by this grant will take place between July 1, 2023, and June 30, 2024. All CASAs first complete VFC's intensive 35-hour training course called Advocate University. They commit to serving for at least 18 months and spend 5 0-1 5 hours a month on their cases. Each month, CASAs visit with their assigned children and speak with family members, caregivers, teachers, healthcare providers, and child welfare professionals to gain a holistic understanding of each child's situation. For older youth who are preparing to transition out of foster care, CASAs help with finding safe housing, financial management, and many other life skills.

Twice a year, CASAs accompany their assigned children to court and submit comprehensive written reports that include case updates and identify the children's specific needs. Judges rely on these reports to make informed decisions about the children's housing, education, mental and physical health, and overall well-being. Many CASAs advocate for their assigned child beyond their 1 8-month commitment and throughout the child's time in foster care.

The advocacy provided to each individual child varies greatly from child to child.

Children in foster care are a diverse group in many ways. They range in age from O-21, and they enter the foster care system for a variety of reasons. Some children will only spend a few months in the foster care system, while others will remain in the system until they age out on their 21 st birthday. The disparate paths that children's cases take make it difficult to measure the quantity of the services we provide because the advocacy provided by each CASA is tailored to address each child's individual experience and needs during their time in the foster care system.

However, VFC's CASA program provides every participant with three distinct services:

1. An individual and personal relationship with a CASA volunteer, which is established through home visits and fun outings in the community;

2. The CASA's presence and verbal advocacy at regularly scheduled court hearings, child welfare meetings, and school meetings; and

3. The submission of detailed court reports that include case updates about the child and recommendations to the judge at all regularly scheduled court hearings (typically every six months).

VFC staff members called Advocacy Supervisors provide supervision and guidance to 40-50 CASA volunteers each. Advocacy Supervisors are the day-to-day contacts for CASA volunteers. They educate CASAs about the foster care system, assist them to 3 City of Santee - Application for CDBG Funding
identify community resources, and accompany them to school conferences, child welfare meetings, and court hearings. Advocacy Supervisors also maintain a 24-hour, 365-day cell phone line that CASAs can access in emergency situations. They ensure that each CASA has the training and resources they need to advocate on behalf of a child in foster care.

VFC exclusively serves children who have experienced abuse or neglect and are under the Court's jurisdiction. According to the u.s. Department of Housing and Urban Development (HUD), abused and neglected children are presumed to be low- and moderate-income (LMI) persons. This project meets the City of Santee's priority of providing public services and activities to improve the quality of life for residents, specifically the special needs population of children in foster care.

Through the CASA program, VFC improves the quality of life for children in foster care.

This year, approximately 3,500 children will spend time in the San Diego County foster care system. Each child has experienced multiple and often compounding traumatic experiences in the form or child abuse and neglect at the hands of a caregiver or parent.

These experiences are often the result of intergenerational trauma caused by poverty, racism, and/or discrimination. Once in foster care, children face new stressors: being separated from their families, living with strangers, home placement transitions, and frequently lacking consistent and caring adult figures in their lives.

The overburdened and bureaucratic foster care system simply cannot meet the individual needs of the children it is supposed to protect. Its shortcomings-including daunting caseloads and a high turnover rate for child welfare professionals-result in additional childhood trauma that has lifelong impacts. Research shows that chi(dren in foster care experience poor educational outcomes, homelessness, and underemployment after spending time in the foster care system. Children are twice as likely as their peers to have anxiety, depression, developmental delays, and asthma (Turney and Wildeman, 2016). Only 54% of foster youth graduate high school within four years, compared to 83% of their peers, and only 4% of former foster youth obtain a college degree by age 26, compared to 36% or the general population (Educational Results Partnership and California College Pathways, 2019). According to John Burton Advocates for Youth, one in three youth who exits foster care in California experiences homelessness within two years.

Research from the Centers for Disease Control and Prevention shows that having one secure and supportive relationship promotes adaptive responses to trauma. While child welfare professionals and caregivers may come and go, CASAs Form enduring relationships with youth and provide them with consistent advocacy and support. They ensure that the unmet educational, physical and mental health, and housing needs of youth are not overlooked by advocating in court, in schools, and in the community. VFC is the only organization designated by the Superior Court to provide CASA services to 4 City of Santee - Application for CDBG Funding
children in San Diego County foster care, including the City of Santee.

E. Agency/Nonprofit Organization Information:

VFC is an independent nonprofit organization that has been in operation since 1980. It was incorporated on December 1, 1982. The founders established VFC with the intention of mitigating the devastating effects of child abuse and long-term foster care.

They adopted an emerging model in which volunteers, called CASAs, are enlisted to ensure better housing placements and more positive life outcomes for children in foster care. VFC and its staff and volunteers have impacted thousands of San Diego County children in foster care over the past 42 years, including 117 from Santee who have been provided CASAs since 2014 alone. VFC is grateful to have received CDBG Tunding From the City of Santee for the past three (3) fiscal years. We are currently providing advocacy services to children in foster care in the City of Santee and have provided CASAs or Staff Advocates to 31 Santee children thus far into FY 2022-23.

VFC's primary program/service is the CASA program, which is the focus of this grant request. VFC also operates three sub-programs in San Diego County: the Case Assessment Program, the Case Liaison program, and the Juvenile Justice CASA program. Under the Case Assessment Program (CAP), VFC staff assess the case of every child who enters foster care and refer children with the greatest needs to the CASA program and children with less urgent needs to the Case Liaison program. CAP staff regularly monitor those children not provided either a CASA or a Case Liaison in case their needs elevate to a level requiring ongoing advocacy. Under the Case Liaison program, VFC staff called Case Liaisons are stationed in each of San Diego County's dependency courtrooms, including the dependency courtroom at the Superior Court East County Division located in EI Cajon. In addition to accessing the needs of children entering foster care, Case Liaisons provide direct advocacy services to children in foster care with less urgent needs and also support CASAs attending hearings in the Case Liaison's assigned courtroom. VFC's Juvenile Justice CASA program provides specialized advocacy services to justice-involved youth.

VFC will assess the case of each child who spends time in foster care in San Diego County and provide CASA or Case Liaison services to at least 2,100 of the estimated 3,500 children who will spend time in foster care during FY 2023-24.

F. Financial:
5 City of Santee - Application for CDBG Funding
Describe your agency's fiscal management procedures including financial reporting, record keeping, accounting systems, payment procedures, and audit requirements. Describe how records are maintained to ensure the project benefits targeted groups.

VFC is subject to an annual financial statement audit by an independent CPA firm.

During the audit process, they review our policies concerning personnel, financial reporting, record-keeping, financial management, internal controls, accounting systems, and payment procedures. VFC also uses a financial accounting system called Finance Edge. Through Finance Edge, VFC expends grant dollars in support of the targeted group. Then, VFC invoices the grantor to ensure that funds were spent on the project beneficiaries. Additionally, client records are maintained in our program database, CASA Manager, where efforts and outcomes are tracked according to funding source.

Through all or these fiscal and program management procedures, VFC is able to ensure that the project benefits the targeted group. Our Board of Directors (28 members) has governance responsibilities to ensure that all policies and procedures are adhered to by staff.

G. Personnel:

Identify the staff administering/implementing this project and provide their experience in similar programs.

Stephen Moore, Chief Program Officer, will administer this project, if awarded. He has been instrumental in the development of the CASA program since he began with VFC in 2008 as an Advocacy Supervisor. Over the last 14 years, Stephen has assumed various positions with increasing responsibility. He has a vast depth of institutional knowledge.

Additionally, Stephen serves on the San Diego County Child and Family Strengthening Advisory Board and is an important liaison between VFC and the Court, dependency judges, and other service organizations with whom we partner. Stephen has been the programmatic lead for each of VFC's previous CDBG grant awards and has successfully stewarded each one to meet or exceed goals. Stephen has a bachelor's degree in Criminal Justice from San Diego State University.

H. Conflict of Interest:

No member, officer, or employee of VFC is an officer or employee of the City of Santee or a member of any of its boards, commissions, or committees. No member, officer, or employee of VFC has an interest or holding which could be affected by any action taken in the execution of this application.

BENEFITS AND BENEFICIARIES
6 City of Santee - Application for CDBG Funding
A. How accessible or convenient is the proposed projecUactivity to Santee residents? (Please be specific such as direct services to a client's home, Santee location, transportation provided, etc.)
Project activities and direct services are carried out by CASA volunteers at various times and places throughout the City of Santee and throughout the County of San Diego depending on the needs of each child. CASA volunteers and VFC staff deliver services in each of the places where children live, go to school, work, play, and attend court hearings and child welfare meetings. VFC also operates an emergency cell phone line for CASAs who have issues or emergencies outside or typical business hours.

B. What is the approximate percentage of your clients that have annual family incomes in each of the following ranges: (Percentages should add to 1 00%) 100 % of clients are at 30 percent of below of the area median income % of clients are between 31 and 50 percent of the area median income % of clients are between 51 and 80 percent or the area median income % of clients are above 80 percent of the area median income VFC exclusively serves youth who have experienced abuse or neglect and are under the court's jurisdiction. Youth who have experienced abuse and neglect are presumed to be low- and moderate-income (LMI) under the u.s. Department of Housing and Urban Development's definition.

C. Does your agency focus its activities on populations with special needs? 0 No N Yes (Please specify)
Please specify which special needs populations. (persons experiencing homelessness persons with disabilities, persons with substance abuse problems, veterans, seniors, children, etc.)
VFC serves the special needs population of children in foster care. Each of the children we serve have experienced abuse, neglect, or abandonment at the hands of their parents Or caregivers.

DOCUMENTATION
A. How will the recipients' information be collected and documented? VFC obtains information about a child's status as a dependent of the juvenile court from the San Diego County Juvenile Court. We obtain information about a youth's gender, age, race, and ethnicity from the San Diego County Health and Human Service's Agency. All of this information is used to complete an intake form for each program participant. Intake Forms, corresponding documentation, and case notes and status updates are maintained in our internal database called CASA Manager. 7 City of Santee - Application for CDBG Funding
B. How will the outcomes be measured, collected, and documented? VFC will monitor our progress through our internal database system, CASA Manager.

This system was developed for CASA programs, and it has the capacity to record details about each child's case, including demographic information, residence, reason for entry into the foster care system, and housing placement information. We also use CASA Manager to track progress on each child's case plan, including information about a child's housing, education, physical and mental health, and other details. CASA Manager has the capacity to store intake information, including social workers' detention reports, court minute orders, and VFC's intake forms for each child. VFC's Director of Operations, Matt 01son, will be responsible for monitoring progress of the program. Matt has a background in child development and eleven years of experience in advocacy and management at VFC. Matt developed VFC's data collection procedures and protocols. He currently oversees data collection and operations at VFC.

APPLICANT CERTIFICATION
To the best of my knowledge and belief, the information contained in this application is true and correct; the document has been duly authorized by the governing body of the applicant; and the applicant will comply with all assurances, federal, state and local laws and regulations if funding is approved.

Kelly Capen Douqlas, Esq.

President & CEO)
BL, %,<= 'J)o.f:.,
Signature
8 City of Santee - Application for CDBG Funding

CDBG-CV PROJECT BUDGET
Organization: Voices for Children
Total organization budget $ 7,592,703
Program/Project name requesting funds: Court Appointed Special Advocate (CASA) Proqram
CDBG funds requested: $10,000 Total program/project budget:
$6,385,928 Note: Indicate with an asterisk (") funds that are volunteer time or in-kind contribution.

1. Sources of funding for program/project:
(A)Anticipated
a. Funding requested from the City $10,000 ( A)
(S)Secured or
(S) or (A)
b. Other federal funds (if any)
c. State or local government funds
d. Donations and contributions
e. Fees or memberships
f. In-kind contributions/Volunteer time
g. Other funding
$193,904 (A)
$863,908 (A); $32,188 (S)
$5,273,928 (A)
$0
$0
$12,000 ( A)
(S) or (A)
(S) or (A)
(S) or (A)
(S) or (A)
(S) or (A)
(S) or (A)
h. TOTAL PROJECT FUNDING (project budget)
$6,385,928 (A except above) (S) or (A)

2. Uses of CDBG funds requested for the program/project: (1.a.) a. Wages and salaries $10,000
b. Personnel benefits
c. Materials and supplies
d. Program expenses and evaluation
e. Rent and utilities
f. Insurance
g. Mileage ( @ 62.5 cents/mile)
h. Incentives and Special Events
i. Indirect costs
k.
g
City of Santee - Application for CDBG Funding
I. TOTAL REQUESTED FUNDING (same as I.a.)
$10,000

3. Percentage of project budget represented by CDBG request

0.16 %

4. If your project will require future funding, please provide information about how the program will be funded. VFC's project will be funded through a combination of government funding (approximately 17%), foundation and corporate funders (18%), individual giving (35%), and special events (29%). VFC operates on an accrual accounting system. At the start of each fiscal year (beginning on July 1 ), we begin raising the budget for that Fiscal year. Any funding that we receive on or after July 1, 2023, will go toward the project budget. VFC receives more than $500,000 annually in Victims of Crime Act grant funding through the California Office of Emergency Services.

We anticipate that these grants will continue to be renewed. We also expect $70,000 in FY 2023-24 from the Judicial Council of California. We will also seek local grants from San Diego County Board of Supervisors Neighborhood Reinvestment Program and Community Enhancement Program. We are growing our partnerships with foundations and corporations and have received grants of $50,000 or more for multiple consecutive years from organizations including the Conrad Prebys Foundation, the Zable Foundation, the Sahm Family Foundation, Focusing Philanthropy, The Rose Foundation, and Price Philanthropies.
10 RECEIVED
JAN 3 2023
Dept. of Development Services
City of Sentee
Community Development Block Grant (CDBG) Program

APPLICATION FOR FUNDING
Program Year 2023
The following application must be completed by each qualified organization interested in being considered for CDBG funding. Please type or print clearly. Attach additional sheets of information as necessary. All information must be provided or the application will be considered incomplete and will not be further evaluated for funding consideration.

The application must not exceed a total of fifteen (15) pages. The completed application must be submitted prior to 5:00 P.M. on Monday, January 9, 2023.

Potential applicants who have questions about the CDBG funding may contact Bill Crane by email at [email protected] before: 5:00 P.M. on Monday, January 2, 2023.

Additionally, general information about CDBG-CV funding may be found on HUD's website at https://www.hudexchange.info/proqrams/cdbq/
GENERALINFORMATION: Date: 1/6/2023
Agency Name: CSA San Diego County
Agency Address: 327 Van Houten Avenue, EI Cajon, CA 92020 Phone: 619-444-5700
E-mail: [email protected]
Fax:

ProjecUProgram Contact Person (Name and Title): Estela De Los Rios, CSA Executive Director Project/Program Location: 327 Van Houten Ave, EI Cajon,CA 92020 Phone: 6"l9-277-5786
E-mail: [email protected]
Fax:

Type of Project (check one): Public Service Activity
Public Improvement (Construction)
Acquisition of property
Other (describe)
Federal Unique Entity Identifier (UEI): LD7WR1 PFMGD4
NOTE: LIEI may be accessed through the following website: https://sam.qov/contenUhome Person completing application: Paula Karazuba
City of Santee - Application for CDBG Funding
FUNDING INFORMATION:

Amount Requested from Santee: $ 20,500
Total Project/Program Budget: $ 230,000
Is the Project/Program scalable? Meaning if awarded less than requested could the Project/Program still be carried out, albeit to a lesser degree? Please explain: Yes, we could scale back on outreach and marketing, but that would present obstacles to our planned efforts to expand this program and attract more clients.

PROJECT\ACTMTY INFORMATION
A. What is the purpose/mission of the applicant agency? CSA San Diego County is a HUD Approved Housing Counseling Agency, and a 501(c)(3) non-profitorganization whose primarymission is the promotion ofsocialjustice andpublic welfare through programs, services, and advocacy against all forms of discrimination, including advocacy for the eradication of housing discrimination to assure equal housing opportunity for all individuals.

CSA San Diego County is a HUD approved agency that aims to provide fair housing and tenantAandlord services to address housing discrimination and tenant-landlord conflicts for our Ban Diego communities. Our services have been primarily targeted for and accessed by low and moderate-income residents. We anticipate serving up to 100 (35 directly through our office and 65 through outreach and education services) residents in Santee during FY 2023-2024 through direct phone contact, our website, inperson mediation, distribution of bilingual Fair Housing handbooks, and through outreach events and collaborations with other groups such as the Santee Collaborative, East County Action Network, and the East County Senior Service Providers. Through these organizations, and the Santee library, our staff distributes information regarding fairhousingsothatourservicescanbefullyutilized. Theservicesweprovideare available in English, Spanish, and Arabic, and, by appointment, other.

Goals:

Our primaryr program goal is to assist the City of Santee by helping provide discrimination-free housing where conflicts between tenants and landlords are addressed in a fair and satisfactory manner and where adequate planning occurs to address needs as they develop.

Objectives and Services:

Our Program Objectives (numbered) and Services (bullets) below will meet these goals:
2 City of Santee - Application for CDBG Funding

1.) Eradicate discrimination in housing
Provide consultation and respond to all fair housing and tenantAandlord calls from residents
- Provide advocacy for equal housing opportunities
a Assist victims of discrimination under state and federal /aw and process violations a MakereferralswhennecessarytotheDepartmentofFairEmploymentand Housing and/or HUD.
a Conduct Fair Housing Testing within the City or Santee when deemed necessary a Assist in and be responsive to addressing the recommendations of the Analysis of Impediments to Fair Housing Choice
o Address the City of Santee's Housing Element and Consolidated Plan

2.) Diminish tenantAandlord conflicts
Provide conflict resolution counseling
Offer mediation services where other interventions have been unsuccessful

3.) Increase the knowledge of tenants and landlords about rental housing rights and responsibilities as well as other issues
a Conduct education, outreach activities, training
a Provide resource information outside the area of fair housing a Publish and disseminate a Handbook on Renting (English, Arabic, Spanish) a Provide up-to-date fair housing information on our web site a Develop other materials and programs as necessary

4.) Provide we// documented and accessible services
Provide quarterly and annual reports to the CDBG Administrator Provide data that is informative and useful
Respond punctually to calls from tenants and landlords
Respond punctually and effectively to programmatic or administrative requests from the CDBG Administrator or staff
a Provide web links to local and regional housing services and information

5.) Assist Santee in developing and maintaining regional resources and utilizing best practices
a Attend the Santee Collaborative and serve on its committees a Participate in the San Diego Regional Alliance for Fair Housing (SDRAFFH) - Developandmaintainrelationshipswithotherfairhousingorganizationsthathave the potential to increase the capacity of Santee to maintain housing that is free of discrimination and tenantAandlord conflict.

C. Who will carry out the activities, the period over which the activities will be carried out, and the frequency with which the services will be delivered (be specific).

Wehaveastaffofl4, 12ofwhomhavefairhousingcounselingexperience. Theprogram year is July 1st through June 30th. The office hours are M-F 8 AM - 4:30 PM. If circumstances require it, CSA will arrange to meet with clients outside of the usual hours or in a location better suited to the client's needs. Reports will go to the City of Santee quarterly.

D. Describe how the project meets the CDBG Program National Objectives, the City of Santee Priorities, or is included under the Eligible Activities. Please see the the Notice of Funding Availability to assist with this request. 3 City of Santee - Application for CDBG Funding
The National Object in this program Benefits low and moderate income (LMI) persons.

The City of Santee's Five Year Consolidated Plan will be advanced by providing a public service to improve the quality of life for residents, and support affordable housing opportunities for low to moderate income residents. This program meets Basic Eligible Activities '(e) Provision of public services, fair housing counseling.

E. Agency/Nonprofit Organization Information:

CSA San Diego County is a private, non-profit agency that was founded in 1969 under the name Heartland Human Relations and Fair Housing then incorporated in 1972. In 2010, our organization was renamed as CSA San Diego County and incorporated under that name. Our mission is"To promote positive attitudes and actions that ensure respect, acceptance and equal opportunity for all people." The agency works cooperatively with community groups, local government bodies, law enforcement, and state and federal fair housing enforcement agencies in a collaborative effort to advocate for and promote the concept of fair treatment, the provision of affordable and habitable housing and equal opportunity for all persons regardless of race, religion, color, ethnicity, age, sexual preference, marital status, familiar status, disability, or source of income. CSA has provided fair housing and human relations services to /ow and moderate-income households since the early l970's. CSA has provided housing services to the City of Santee since 1993 (29 years).

F. Financial:

CSA's Board of Directors is legally and fiduciary responsible for the organization on a monthly basis. The Board President, Jose Preciado, supervises the Executive Director who is responsible for the finances of the organization on a day-to-day basis. In turn, the Executive Director supervises the agency's accountant, Tyrone Spencer, who maintains a QuickBooks accounting and payroll system. Invoices and fiscal documentation is provided to Santee quarterly. All records are kept either as computer files or in a hard copy that is filed and stored on-site. CSA is anticipating our first annual audit per OMB CircularA-133
4 City of Santee - Application for CDBG Funding
G. Personnel:

Identify the staff administering/implementing this project and provide their experience in similar programs.

The Executive Director, Estela De Los Rios, is solely responsible for directing and overseeing the daily operations of CSA San Diego County and its programs. She is responsible for the implementation of program services, outreach, and reporting. George Ibarra, the Senior Housing Counselor supervises the agency's fair housing counselors and oversees accurate completion of contract deliverables. The management of the Executive Director and the Senior Housing Counselor assures that the quality of services performed adheres to all local, state, and federal regulations. The day-to-day fair housing and tenant-landlord services are performed by a multilingual staff with over 40 accumulated years of expertise in the area of housing.

H. Conflict of Interest:

No member, officer, or employee of CSA San Diego County is an officer or employee of the City of Santee, a member of any of its boards, commissions, or committees, or has any interest or holding which could be affected by any action taken in execution of this application

BENEFITS AND BENEFICIARIES
A. How accessible or convenient is the proposed projecUactivity to Santee residents? (Please be specific such as direct services to a client's home, Santee location, transportation provided, etc.)
Most of our intakes and interviews can be handled via phone or through our website. Our offices are in E/ Cajon, about four miles from Santee's southern border. The office hours are M-F 8 AM - 4:30 PM. If circumstances require it, CSA will arrange to meet with clients outside of the usual hours or in a location better suited to the client's needs. We can also offer interpreters, by appointment, to help with LEP, deaf, or otherwise disadvantaged clients.

B. What is the approximate percentage of your clients that have annual family incomes in each of the following ranges: (Percentages should add to 4 00%) 72 17
g
2 % of clients are at 30 percent of below of the area median income % of clients are between 31 and 50 percent of the area median income % of clients are between 51 and 80 percent of the area median income % of clients are above 80 percent of the area median income 5 City of Santee - Application for CDBG Funding

97.7% of our clients in 2021-2022 were low income.

C. Does your agency Focus its activities on populations with special needs? Z No C:I Yes (Please specify)
Please specify which special needs populations. (persons experiencing homelessness, persons with disabilities, persons with substance abuse problems, veterans, seniors, children, etc.)

DOCUMENT ATION
A. How will the recipients' information be collected and documented? The client is asked to fill out an intake form with all their demographic data on our website or we can email it to them. Sometimes the counselor will have to ask the client for the information in person or via telephone. The data is entered into our CMS (Client Management System) along with the counselor's notes and other relevant documents (such as the client's lease or 3 day notice).

B. How will the outcomes be measured, collected, and documented?.

We can run spreadsheets in the CMS and filter results to find demographic and other information by City and timeframe.

APPLICANT CERTIFICATION
To the best of my knowledge and belief, the information contained in this application is true and correct; the document has been duly authorized by the governing body of the applicant; and the applicant will comply with all assurances, federal, state and local laws and regulations if funding is approved.

Estela De Los Rios, Executive Director
Type or Print Your Name and Title Signature
6 City of Santee - Application for CDBG Funding

CDBG-CV PROJECT BUDGET
Organization: CSA San Dieqo County
Total organization budget $ 800,004
Program/Project name requesting funds: Fair Housinq and Tenant/Landlord CDBG funds requested:$,20500 Total program/project budget: $ 230 500 Note: Indicate with an asterisk (") funds that are volunteer time or in-kind contribution.

1. Sources of funding for program/project:
a. Funding requested from the City
b. Other federal funds (if any)
c. State or local government funds
d. Donations and contributions
$ 20,500
$168,250
e. Fees or memberships
f. In-kind contributions / Volunteer time " $ 1,750
g. Other funding
h. TOTAL PROJECT FUNDING (project budget) $ 230,500
(S)Secured or (A)Anticipated
(A)
(A)
(A)
(A)

2. Uses of CDBG funds requested for the program/project: (1.a.) a. Wages and salaries
b. Personnel benefits
c. Materials and supplies
$14,260
1,588
50 d. Program expenses and evaluation 135
e. Rent and utilities 3,100
f. Insurance
g. Mileage ( @ 62.5 cents/mile)
h. Incentives and Special Events
580
100
50 i. Indirect costs
j. SDRAFFH Fees
137
500
k.

1. TOTAL REQUESTED FUNDING (same as 1.a.) $ 20,500

3. Percentage of project budget represented by CDBG request 9

4. If your project will require future funding, please provide information about how the program will be funded.
7 PY 2023 PUBLIC FACILITIES (CDBG) Balance Available $189,130 Agency Request Minto Hall McNelis Koval Trotter Approved City of Santee -
Citywide ADA
Pedestrian Ramp
Project (1st Phase)
189,130 - - - - - -
Total 189,130 - - - - - -
Balance to Allocate 189,130 189,130 189,130 189,130 189,130 189,130 PY 2023 ADMINISTRATIVE ACTIVITIES (CDBG) Maximum Amount $58,185 (20% CAP) Agency Request Minto Hall McNelis Koval Trotter Approved CDBG Program
Administration 37,685 - - - - - -
CSA San Diego County
(Federally Required Fair
Housing Service)
20,500 - - - - - -
Total 58,185 - - - - - -
Balance to Allocate 58,185 58,185 58,185 58,185 58,185 58,185 PY 2023 PUBLIC SERVICES ACTIVITIES (CDBG) Maximum Amount $43,640 (15% CAP) Agency Request Minto Koval Hall McNelis Trotter Approved Crisis House 7,000 - - - - - -
Elderhelp 13,000 - - - - - -
Meals on Wheels 5,000 - - - - - -
Santee Food Bank 20,000 - - - - - -
Santee Santas 5,000 - - - - - -
Voices for Children 10,000 - - - - - -
Total 60,000 - - - - - -
Balance to Allocate 43,640 43,640 43,640 43,640 43,640 43,640

STAFF REPORT
PUBLIC HEARING FOR A MAJOR REVISION (MJR2022-2) TO THE

LANTERN CREST CONGREGATE CARE FACILITY (CONDITIONAL USE PERMIT P07-12) AT 300 LANTERN CREST WAY TO ALLOW AN
ADDITIONAL 72 UNITS AT THE FACILITY AND A MAXIMUM BUILDING HEIGHT OF 82 FEET UNDER A DENSITY BONUS APPLICATION (DB2022-1);

AND TO CONSIDER AN ADDENDUM TO PREVIOUSLY ADOPTED
MITIGATED NEGATIVE DECLARATION (AEIS07-29) FOR THE PROJECT.

APPLICANT: SANTEE SENIOR RETIREMENT COMMUNITIES, LLC (MICHAEL GRANT)
CITY COUNCIL MEETING FEBRUARY 22, 2023
A Notice of the Public Hearing was published in the East County Californian on February 10, 2023. A total of 45 adjacent owners or residents of property within 300 feet of the project site and other interested parties were notified by U.S. Mail on February 10, 2023.

SITE
Staff Report, February 22, 2023
Major Revision MJR2022-2; Density Bonus DB2022-1
Lantern Crest Congregate Care Facility

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Santee City CouncilFebruary 22, 2023

Santee City Council
February 22, 2023