Annex C
Camptonville
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Table of Contents
1
1.1
1.2
1.3
1.4
1.5
1.6
2
2.1
3
Introduction to the Camptonville Community......................................................................9
Purpose of the Plan ............................................................................................................ 14
Governing Body .................................................................................................................. 15
Legal Authority.................................................................................................................... 16
Geography & Climate ......................................................................................................... 17
Areas of Historic and Environmental Significance.............................................................. 19
Major Economic, Industrial, Agricultural or Business Activities .......................................... 21
Plan Adoption Process .........................................................................................................23
Documentation of CCSD and CUESD adoption of the LHMP............................................ 24
Planning Process ..................................................................................................................26
3.1
Documentation of the Planning Process ............................................................................ 26
3.1.1
Description of Participation by Camptonville ........................................................... 27
3.2
Local Capabilities Assessment ........................................................................................... 45
3.2.1
Local Human, Technical & Financial Resources ..................................................... 45
3.2.2
Local Ordinances & Regulations ............................................................................. 47
3.2.3
Details of Ongoing & Completed Mitigation Strategies............................................ 48
4
Risk Assessment...................................................................................................................54
4.1
Hazards............................................................................................................................... 56
4.1.1
Identifying CCSD Hazards ....................................................................................... 56
4.1.2
Profile of Camptonville’s Identified Hazards ............................................................ 58
4.2
Vulnerability Assessment: Overview .................................................................................. 68
4.2.1
Asset Inventory ........................................................................................................ 68
4.2.2
Additional Critical Assets and Infrastructure ............................................................ 71
4.2.3
Description of Future Land Use and Development Trends ..................................... 73
4.3
Vulnerability Assessment: Estimating Potential Losses ..................................................... 74
4.3.1
Vulnerability to Fire .................................................................................................. 75
4.3.2
Vulnerability to Severe Winter Storms ..................................................................... 78
4.3.3
Vulnerability to Hazardous Materials ....................................................................... 80
4.3.4
Vulnerability to Dam Failure..................................................................................... 82
5
Mitigation Strategy ................................................................................................................84
Unique Mitigation Goals to Reduce Vulnerabilities ............................................................ 84
Identification and Analysis of Mitigation Actions................................................................. 86
5.2.1
Prioritization and Implementation of Mitigation Actions ........................................... 92
5.3
Plan Maintenance ............................................................................................................... 92
5.1
5.2
6
References .............................................................................................................................93
Yuba County Multi-Jurisdictional, Multi Hazard Mitigation Plan
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List of Figures
Figure 1-1 Camptonville Community Services District .................................................................. 10
Figure 3-1 Camptonville Fuel Treatment Projects......................................................................... 52
Figure 3-2 Camptonville CSD Chipping Program Sites................................................................. 53
Figure 4-1 CCSD Fire History........................................................................................................ 61
Figure 4-2 Water Sources in Camptonville.................................................................................... 62
Figure 4-3 CCSD and CUESD Assets........................................................................................... 70
Figure 4-4 Camptonville Fire Hazard Vulnerability........................................................................ 76
Figure 4-5 Camptonville Severe Winter Storm Vulnerability ......................................................... 79
Figure 4-6 CCSD Hazardous Materials Sites ................................................................................ 81
Figure 4-7 Log Cabin Dam Inundation Area.................................................................................. 83
List of Tables
Table 1–1 CCSD Board of Directors - 2007 .................................................................................. 15
Table 1–2 CUESD Board of Directors - 2007................................................................................ 16
Table 3–1 Camptonville Mitigation Planning Timeline................................................................... 26
Table 3–2 Summary of Camptonville Planning Meetings ............................................................. 31
Table 3–3 Camptonville Financial Resources ............................................................................... 46
Table 3–4 Administrative & Technical Capacity ............................................................................ 47
Table 4–1 Hazard Rank Priorities - CCSD and CUESD ............................................................... 57
Table 4–2 Summary of Camptonville Profiled Hazards................................................................. 57
Table 4–3 CCSD and CUESD Assets ........................................................................................... 69
Table 4–4 CVFD Vehicle Schedule ............................................................................................... 69
Table 4–5 CCSD and CUESD Asset Improved Value Summary.................................................. 71
Table 4–6 CCSD and CUESD Fire Vulnerability........................................................................... 77
Table 4–7 Camptonville Population Exposure to Fire ................................................................... 77
Table 4–8 Camptonville Winter Storm Vulnerability ...................................................................... 78
Table 5–1 CCSD Hazard Mitigation Actions ................................................................................. 87
List of Documents
Document 2-1 CCSD Resolution of Adoption ............................................................................... 24
Document 2-2 CUESD Resolution of Adoption ............................................................................. 25
Document 3-1 CCSD Resolution of Support ................................................................................. 29
Document 3-2 CUESD Resolution of Support............................................................................... 30
Document 3-3 Camptonville Community Meeting Flier - April 18, 2005 ....................................... 36
Document 3-4 Camptonville Planning Document.......................................................................... 40
Document 3-5 CUESD Hazard Mitigation Checklist...................................................................... 42
List of Presentations
Presentation 3-1 Yuba County Hazard Mitigation Project - CUESD January 11, 2005 ................ 33
Presentation 3-2 Yuba County Hazard Mitigation Plan - Camptonville Community April 18, 2005
................................................................................................................................................ 37
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Camptonville
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Acronyms
Acronym
AFG
BLM
CalTrans
CCD
CCP
CCSD
CDBG
CDF
CHP
CSD
CUESD
CVFD
CWD
CWPP
DHS
DMA
EAP
EOC
EOP
FEMA
FPD
FP&S
FRAP
GIS
GPS
Haz Mat
HAZUS
HFRA
HMGP
HR
HVA
LAFCO
LHMP
MHMP
MJP
NYP
OES
PDM
PG&E
P.L.
PRC
psi
RC&D
SAFER
SBC
SD
Definition
Assistance to Firefighters Grant
Bureau of Land Management
California Department of Transportation
Camptonville Cemetery District
Camptonville Community Partnership
Camptonville Community Services District
Community Development Block Grants
California Department of Forestry and Fire Protection (Cal Fire)
California Highway Patrol
Community Service District
Camptonville Union Elementary School District
Camptonville Volunteer Fire Department
Camptonville Water District
Community Wildfire Protection Plan
Department of Homeland Security
Disaster Mitigation Act
Emergency Action Plan
Emergency Operations Center
Emergency Operations Plan
Federal Emergency Management Agency
Fire Protection District
Fire Prevention & Safety
Fire and Resource Assessment Program
Geographic Information Systems
Global Positioning System
Hazardous Materials
Hazards U.S.
Healthy Forests Restoration Act
Hazard Mitigation Grant Program
House Resolution
Hazard Vulnerability Analysis
Local Agency Formation Commission
Local Hazard Mitigation Plan
Multi-Hazard Mitigation Plan
Multi-Jurisdictional Plan
Nevada-Yuba-Placer
Office of Emergency Services
Pre-Disaster Mitigation
Pacific Gas and Electric
Public Law
Public Resources Code
Pounds per square inch
Resource Conservation and Development
Staffing for Adequate Fire and Emergency Response
Southwestern Bell Corporation
School District
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TANF
UC
UESD
USDA
USFS
VFD
WUI
YCWA
YSDADA
Temporary Aid to Needy Families
University of California
Union Elementary School District
U.S. Department of Agriculture
United States Forest Service
Volunteer Fire Department
Wildland Urban Interface
Yuba County Water Agency
Yuba-Sutter Disaster Plan for Domestic Animals
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Camptonville Community Service District
and
Camptonville School District
Established:
The Volunteer Fire Dept. was established in 1982, then became a Community
Service District (CCSD) in 1987 and took over the aging private water system; in 1993 the
Cemetery District (originally established in 1954) was added to the CCSD. Camptonville School
District has been in continuous operation since 1871.
Area: All services fall within a 56 square mile area within the Tahoe National Forest in the far
north eastern portion of Yuba County.
Board: CCSD has a 5 member Board of Directors elected/appointed to 4 year terms.
Camptonville School District has a 5 member Board of Directors elected/appointed for 4 year
terms.
Responsibilities:
• Provide fire suppression and emergency medical services through the fire dept.,
th
• Education for student population (70 students in 2006) grades K-8 grades,
• Provide drinking water and water for fire suppression in the town of Camptonville, and
• Maintain and protect the historic cemetery in Camptonville.
Emergency Related Responsibilities: Fire suppression and emergency medical services
through the Fire Dept. The CSD has the responsibility for students coming to and from school and
seeing that students arrive home safely in an emergency situation.
Funding Sources:
• Mitigation fees are collected for fire protection;
• State funding and logging revenue for education;
• Service fees for water; and
• Endowment fees for the cemetery.
Issues or concerns: Wildland fires; occasional heavy snow; and isolation from county services.
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Forward
The Camptonville Multi-Hazard Mitigation Plan Annex (Camptonville Plan) was prepared and
funded as a component of the Yuba County Multi-Jurisdictional Multi-Hazard Mitigation Plan
(Yuba County Plan) and is supplemental to the Yuba County Plan. The Camptonville Plan Annex
is comprised of the Camptonville Community Services District (CCSD) and the Camptonville
Union Elementary School District (CUESD). The project was funded by the Department of
Homeland Security, Federal Emergency Management Agency (FEMA) Pre-Disaster Mitigation
Program.
The purpose of the Plan is to identify and prepare for disasters and emergencies, and to prioritize
effective mitigation strategies to prevent loss of life and reduce damage to property and the
environment. The development of this annex supports the county-wide plan which provided the
opportunity for local governmental agencies and special districts to participate in a
comprehensive mitigation planning process.
In early 2004, the California Governor’s Office of Emergency Services (OES) notified all California
local governments of the new requirements regarding hazard mitigation project funding and the
changes in the federal law regarding hazard mitigation planning. The Disaster Mitigation Act of
2000 (DMA 2000) amended the Robert T. Stafford Disaster Relief and Emergency Services Act
(Stafford Act) which is a source of funding for disaster assistance available to local governments.
Two provisions of DMA 2000 were to establish a national program for pre-disaster mitigation and
to require local governments, including special districts, to have a local hazard mitigation plan to
be eligible to receive assistance from the Stafford Act mitigation programs. Rules and regulations
codifying this Act establish the minimum hazard mitigation requirements for States, Tribes, and
local entities and require that a jurisdiction must have a federally approved Local Hazard
Mitigation Plan to apply for and receive mitigation assistance for any federally declared disaster
after November 1, 2004.
The County Plan and the Camptonville Hazard Mitigation Plan was developed to meet DMA 2000
requirements and enable the local governmental agencies and special districts to develop hazard
mitigation plans to qualify for grant funds available from FEMA. The Yuba County Plan is a multijurisdictional plan which was jointly prepared and developed by stakeholders representing 32
federal, state and local governmental agencies or special districts. The County of Yuba serves as
the lead agency responsible for the plan development and preparation for the Yuba County
Operational Area.
The Camptonville Plan was developed for CCSD and CUESD and is an annex to the Yuba
County Plan follows the same organizational structure of the County Plan and contains all
required plan elements including a description of the planning process, local capabilities, risk
assessment, and mitigation strategies with an implementation plan.
The Yuba County Hazard Mitigation staff provided resources and technical services to coordinate
the development and coordination of the Camptonville Plan, providing assistance in research and
the writing of the Camptonville Plan in cooperation with the Camptonville Hazard Mitigation
Planning Committee.
The Camptonville Planning Committee identified the hazards that posed the greatest risk to their
community and utilized the risk assessment and information developed for the County Plan and
local communities. Hazards ranked as a high priority hazard are included in the Camptonville
Plan, summarized by the history of occurrence of hazard, the probability and location of future
events. The risk assessment, hazard vulnerability and loss estimates address the impact of the
high priority hazards on Camptonville assets.
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This community-specific risk assessment provides the basis for the mitigation strategies selected
by the Camptonville Planning Committee for inclusion in the Camptonville Plan.
Title 44 Part 201 Mitigation Planning in the CFR defines a “local
government” as “any county, municipality, city, town, township, public authority,
school district, special district, intrastate district, council of governments
(regardless of whether the council of governments is incorporated as a nonprofit
corporation under State law), regional or interstate government entity, or agency
or instrumentality of a local government; any Indian tribe or authorized tribal
organization, or Alaska Native village or organization; and any rural community,
unincorporated town or village, or other public entity.”
CCSD, CUESD, and Stakeholders participating in this project benefited from the information
sharing, collaboration and training provided in this multi-jurisdictional planning process. The
planning process supported enhanced emergency management and mitigation projects.
The benefits developing a multi-hazard mitigation plan annex for CCSD and CUESD included:
•
•
•
•
•
•
•
•
Technical assistance and resources for collaboration among the private and public sector
partners at all levels of government participating in hazard mitigation;
Research regarding the enabling legislation or statute, government code or rule for
participating jurisdictions;
Identification of inventory, district assets and critical infrastructure vulnerable to hazards;
Hazard identification, vulnerability and risk assessment for comprehensive planning;
Identification of mitigation measures to address hazards that affect the district and
multiple jurisdictions;
Leveraging individual capabilities, sharing costs and resources through collaboration;
To prevent the duplication of efforts;
External discipline and guidance provided through the planning process;
Prioritizing mitigation actions and projects for comprehensive planning and maintenance.
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1 Introduction to the Camptonville Community
The Camptonville Community Services District (CCSD) lies in the northeastern portion of Yuba
County (Figure 1-1). Yuba County is located in the northern corridor of California’s capital region.
According to the U.S. Census Bureau’s 2004 population estimate, over 64,000 people call Yuba
County home. The community of Camptonville has an estimated population of 697, which
reflects an increase of 7.49% over the 1990 census. The median age is 36.6 years, with 45.39%
of the residents being single with no children.
Camptonville is one of several major unincorporated communities that include Loma Rica,
Browns Valley, Challenge, Brownsville, Strawberry Valley, Oregon House, Dobbins, and
Smartville in the foothills and mountain region and Hallwood, District 10, Linda, Arboga,
Olivehurst and Plumas Lake on the valley floor Yuba County is comprised of two incorporated
cities: Marysville, the county seat, and Wheatland.
CCSD is a 56 square-mile area of the
Tahoe National Forest in the foothills
of the Western Sierra Nevada
Mountains. State Highway 49 runs
north and south through CCSD, with
New Bullards Bar Reservoir on its
western boundary.
CCSD offers a varied geography
within the Sierra Nevada Mountains
of Yuba County, which includes the
eastern shore of New Bullards Bar
Reservoir and the North and Middle
Forks of the Yuba River. Vegetation
in the District is comprised of oak
woodlands, wooded forests and
mountains, streams, lakes, and
pasturelands. The topography of the
District includes mountains which slope downward from the northeast to the southwest of the
Sierras.
CCSD first formed in 1987 to solve the problems of the town’s antiquated water system and
included the volunteer fire department and water district. The first Board of Directors was
appointed February 1, 1988 by the Yuba County Board of Supervisors. The Camptonville
Cemetery District was absorbed in 1993 at the request of the Cemetery Trustees. CCSD is
financed through the collection of assessment fees in addition to property taxes and grants
received.
The town of Camptonville has a Fire Hall, US Forest Service Compound, the Camptonville
Historic Museum, a Church of Jesus Christ of Latter Day Saints, Masonic Hall, Monument/Jail, a
bonded winery, and a US Post Office. Within the CCSD boundaries there are numerous small
private businesses, several mobile home parks, and small markets and eateries. Yuba County
Water Agency (YCWA) and the United States Forest Service (USFS) operate boat ramps, day
use areas and campgrounds in connection with New Bullards Bar Reservoir.
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Camptonville
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Figure 1-1 Camptonville Community Services District
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The Camptonville Volunteer Fire Department
The Camptonville Volunteer Fire Department (CVFD) is responsible for providing fire
suppression, prevention services, and emergency medical treatment through an all-volunteer fire
department. CVFD was created August 24, 1982 as a legal entity to be able to receive mitigation
fees to offset the increased cost of providing fire protection. Previous to receiving mitigation
funds, CVFD was financed through donations and fund raisers. CVFD is still strongly supported
by the community; in 2001 a new Fire Hall was completed with local labor and fundraisers. CVFD
is now administered through the CCSD.
CVFD has 10 members
who currently consist of a
Chief, 1 Assistant Chief, 1
Captain, 1 lieutenant and 6
firefighters and emergency
medical technicians or first
responders. The Fire
Chief reports to the CCSD
Board.
CCSD has mutual aid
agreements with California
Department of Forestry
and Fire Protection (CDF,
or Cal Fire) and USFSTahoe National Forest for
the suppression of
wildland fires. For medical
response, vehicle
accidents and structure
fires, CCSD has a mutual aid agreement with Pike City Fire District in Sierra County. CDF is the
lead agency in dispatching services to all fire and emergency medical incidents.
The community of Camptonville suffered major fires in 1889, 1908 and 1959. The fire of 1908
destroyed most of the homes and businesses in town. A major wildland fire, the Pendola Fire,
occurred in October 1999, burning 11,725 acres of timber and many structures.
There is a great need for at least four (4) additional 10,000 gallon storage tanks through out the
area for which the Volunteer Fire Department is responsible: the Rebel Ridge, Moonshine Road,
Pendola Road and Pendola Extension areas. Currently, the water available is either low quality
water with particulate matter drawn from streams that have low volumes in the fire season or the
water source is difficult to access. Other local reliable water sources are not available.
Camptonville Water District
The Camptonville Water District (CWD) is under the jurisdiction of CCSD. The water system was
financed through the State Water Bond Act of 1986 and operates under the California Safe
Drinking Water Act.
The Camptonville Water Company first came into existence in 1857, when Sanford Hall took on
the responsibility of supplying good water to the residents of Camptonville. Mr. Hall constructed a
two and a half mile flume from a spring east of town which carried water to a reservoir within the
town limits. Another flume carried water from the reservoir over the roof tops of the houses,
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Camptonville
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where the citizens could draw water from supply pipes. In 1860 another group of men brought
more water to the town via a flume two and three quarters mile from town into two new reservoirs,
and furnished four fire plugs. In 1861 the water business was consolidated. Supplying water to
the town of Camptonville continued to be a private enterprise until 1987, when CWD was formed.
CWD System Description
CWD is a small district that supplies filtered and chlorinated water to the residences and
businesses (approximately 70 service connections) within the town’s service district for a fee.
Prior to 1987 the water system was privately owned and had been operating in a minimal
situation for many years. Regular and ongoing maintenance of the system had long since been
overlooked. A survey conducted in November of 1986 documented that 94% of the fifty water
users surveyed received cloudy, turbid water. In January of 1986, the Yuba County Board of
Supervisors authorized the Director of Environmental Health Services to submit to the State a
State Water Bond Act of 1986 grant application for the development of a water system on behalf
of the community of Camptonville. Camptonville filed an application with the Yuba County Local
Agency Formation Commission (LAFCO) for the formation of a Community Services District to
provide the area with water and fire protection services. CCSD is responsible for the
administration and operation of the water system. The new water facility was operational in 1991
and is operated and maintained by a part time manager and a part time operator. The manager
reports to the CCSD Board.
CWD Diversion Dam
The CWD diversion dam is a wood and concrete structure in Campbell Gulch that impounds
approximately 1,500 gallons of water. High stream flows cause rock and gravel migration. A
severe storm can result in the intake being buried under gravel and debris. During storms or as a
precaution if a major storm is forecast, the plant intake is shut down to prevent high turbidity
water from entering the filters. For short intervals (approximately two days) the stored finished
water supply is adequate. Two wells are used for supply to the plant during longer storm events.
CWD Distribution System
Water is distributed throughout the town by gravity. Pressure varies from approximately 20
pounds per square inch (psi) at the house nearest the plant to 125 psi at the lowest point in the
system.
CWD Fire Protection
There are 12 fire hydrants located throughout the town. The water system is operated to
maintain at least 30,000 gallons in the storage tank for fire fighting reserve. All stored water could
be lost as a result of a break in a main line. This has happened twice due to vehicles hitting a
hydrant.
CWD Additional Water Source
There is currently a high volume, privately owned well in town that has not been utilized due to
high levels of iron and manganese.
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The Camptonville Cemetery District
The Camptonville Cemetery District (CCD) is under the jurisdiction of CCSD. Originally formed
on November 30, 1954, CCD operated as such until June 29, 1993 when, per the request of the
Cemetery Trustees, it was placed under the direction of CCSD. The Camptonville Cemetery is
an historic cemetery. The oldest known grave is for George W. Carather of Oakland County,
Michigan who died in 1854 at 17 years of age. There is at least one civil war veteran buried at
the Camptonville Cemetery. The cemetery averages less than one burial a year and is
maintained as needed, mowed in May for Memorial Day and cleaned again in the fall. The
cemetery does not own any equipment, buildings or irrigation systems. There has been no
vandalism or other problems for many years. The monuments are stone, cement and metal. Fire
is the greatest threat to the cemetery due to the many large trees that could be destroyed and
possible damage to grave markers and fencing.
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The Camptonville Union Elementary School District
Camptonville Union
Elementary School District
(CUESD) shares the same
boundaries as the CCSD
and is included as part of the
CCSD Plan. CUESD has
one K-8 school which has
been in continuous operation
since 1871. Currently, the
average enrollment is 65
students. CUESD also
oversees CORE at the
Camptonville Academy, an
independent study charter
school serving Yuba and
Nevada counties.
1.1 Purpose of the Plan
The Plan identifies and evaluates specific local hazard mitigation strategies to be considered by
CCSD and CUESD and its planning support for those strategies developed by the Camptonville
Planning Committee.
The planning effort provided for the development of a comprehensive Multi-Hazard Mitigation
Plan which required commitment and collaboration among Federal, State, and local agencies and
the community. The partnerships established among stakeholders provided opportunities for the
identification of resources, hazards, vulnerability, and potential risks to CCSD and CUESD. The
collaboration provided an opportunity for stakeholders and the community to discuss and
prioritize hazard mitigation strategies for the Districts.
The strategies presented are deemed appropriate and effective by recommendation of the
Camptonville Planning Committee, the Yuba County Hazard Mitigation Stakeholders, and
individual local agencies, and private groups.
The impact on resources and cost of disasters has forced local governmental agencies to
address disasters through pre-disaster planning and hazard mitigation projects to improve public
safety. The impact of disasters in Yuba County is significant in the history of disasters in
California. Recent disasters include the flood disasters due to levee failure in 1986 and 1997 as
well as wildland fires in 1997 and 1999. CCSD was impacted by the wildfires and provide
emergency response and assistance to respond to all major disasters in the County.
The devastation resulting from the levee failures and floods of 1986 and 1997 resonated
throughout the County and cities. Agencies and areas that did not sustain damage provided
emergency support and assistance to the thousands of evacuees and emergency support
personnel. The 1997 Flood forced the evacuation of over 30,000 people and was considered one
of the largest evacuation efforts in the State of California.
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The impact to the residents of Yuba County was a reminder of the vulnerability and need for
emergency planning and coordination among first responders and local emergency management.
The purpose of the Camptonville’s hazard mitigation plan is to identify those hazards which affect
Camptonville and its constituents, identify the risks these hazards pose, and integrate hazard
mitigation strategies into the activities and programs of CCSD and CUESD to the extent practical.
The Plan will assist Camptonville and Yuba County in minimizing the damaging effects of future
disasters and maintaining eligibility for certain hazard mitigation funds.
This Plan is intended to serve other purposes, including the following:
♦
Enhance Public Awareness and Understanding – to help District constituents better
understand the natural and human-made hazards that threaten public health, safety, and
welfare; economic vitality; and the operational capability of the Districts.
♦
Promote Compliance with State and Federal Program Requirements – to ensure that
CCSD and CUESD comply with laws and regulations that encourage or mandate special
districts to develop comprehensive mitigation plans.
♦
Enhance Local Policies for Hazard Mitigation Capability – to provide the policy basis for
mitigation actions that should be promulgated by CCSD and CUESD to create a more
disaster-resistant future.
♦
Achieve Regulatory Compliance – to qualify for many federal and state grant programs, the
Districts must have an approved mitigation plan to receive a project grant. The Districts must
have an approved plan by November 1, 2004 to be eligible for HMGP funding for Presidential
declared disasters after this date. (Plans approved after November 1, 2004 will still make
CCSD and CUESD eligible to receive PDM and HMGP project grants).
1.2 Governing Body
CCSD (Table 1-1) and CUESD (Table 1-2) have elected governing boards. Each entity, along
with the non-profit community organization, The Camptonville Community Partnership, is
committed to blending resources to creatively address the challenges facing local residents. The
Camptonville Community Partnership (CCP) was incorporated as a 501(C )(3) non-profit
organization in February 2001 of "rural people working together for a safe, sustainable and
healthy community." CCP, governed by a five member Board of Directors, runs the Community
Resource Center located on the campus of Camptonville School where it provides family and
community programs and the community website: www.camptonville.com.
Table 1–1 CCSD Board of Directors - 2007
Office Held
Board Member
Board Member
Board Member
Board Member
Board Member
Official
Marilyn Ness
Rita Ortega
Richard DicKard
Carol Holland
Wendy Tinnel
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Table 1–2 CUESD Board of Directors - 2007
Office Held
Board Member
Board Member
Board Member
Board Member
Board Member
Official
Donna Tate
David Brown
Arnold Olsen
Tonie Hilligoss
Richard DicKard
The Camptonville community has more than twenty years of history in successfully securing
funds for community projects through the joint efforts of Camptonville Community Services
District, Camptonville Community Partnership, Camptonville Unified Elementary School District
and citizen volunteerism. This has resulted in building a new water system in 1991, a volunteerbuilt Fire Station, holding regular Town Hall Meetings to determine local goals (since 1995), a
Community Resource Center (1997), an Economic Development Plan (2001), and numerous
programs that support the health and well-being of community, families, environment and
economy. Camptonville was a finalist in the All America Cities and Communities Competition in
1997 for its grassroots community development.
CCSD has a Board of Directors made up of five elected or appointed members who must live
within the CCSD boundaries. Board members are elected for a term of four years, with elections
every two years to alternately elect three then two of the members. CCSD has a secretary and
bookkeeper that are not members of the Board. The CVFD Chief reports to the Board. Board
members cannot be volunteer firefighters while serving on the Board.
The Camptonville Union Elementary School District has a Board of Directors made up of five
elected or appointed members who must live within the CUESD boundaries. Board members are
elected for a term of four years, with elections every two years to alternately elect three then two
of the members.
1.3 Legal Authority
CCSD is a special district. Special districts are a form of local government created by a local
community to meet a specific need. State law defines a special district as "any agency of the
state for the local performance of governmental or proprietary functions within limited boundaries"
(Government Code §16271[d]). A special district is a separate local government entity that
delivers public services within defined boundaries.
Special districts exist today because taxpayers were willing to pay for public services they wanted
or needed. Special districts localize the costs and benefits of public services.
Special districts can be distinguished by four common characteristics:
• A form of government,
• Governed by a board,
• Provides services and facilities, and
• Has defined boundaries.
Special districts enjoy many of the same governing powers as other cities and counties. They can
enter into contracts, employ workers, and acquire real property through purchase or eminent
domain. They can also issue debt, impose taxes, levy assessments, and charge fees for their
services. Special districts, like other government entities, can sue and be sued.
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Special districts have corporate power and tax power but rarely police power. The
corporate power is the ability to "do things," like constructing public works projects such as
dams and sewers. It'
s the power to deliver recreation programs and collect garbage. The tax
power is the authority to raise money to pay for these projects and services. The police power is
different; it'
s the authority to regulate private behavior to accomplish a public goal. Governments
that make rules and enforce them use the police powers: zoning property, requiring business
licenses, or setting speed limits. Special districts rarely have police powers. Instead, they usually
build public facilities and provide services. When special districts do have police powers, they
are usually related to some corporate power. Banning alcohol from a park district'
s picnic area is
one example.
Special districts are primarily accountable to the voters who elect their boards of directors and the
customers who use their services. However, although they are not functions of the state, the state
also provides critical oversight to special district operations. Special districts must submit annual
financial reports to the State Controller and must also follow state laws pertaining to public
meetings, bonded debt, record keeping and elections. (What’s So Special About Special Districts?; A
citizens Guide to Special Districts in California, Third Edition, Kimia Mizany & April Manatt, February 2002)
Community Services Districts (CSD) were created by the Community Services District Law
(Government Code §61000-61850) and amended by SB 135 on September 22, 2005. A CSD is
authorized to provide a wide variety of services, including
• Water
• Garbage collection
• Wastewater management
• Security
• Fire protection
• Public recreation
• Street lighting
• Mosquito abatement
• Conversion of overhead utilities to underground
• Library services
• Ambulance services
• Graffiti abatement
A 2/3 majority vote is required for the creation of a CSD and any bond issuance or other long
term debt.
1.4 Geography & Climate
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17
Annex C
Camptonville
________________________________________________________________
The community of Camptonville, where the school and fire station are located, sits at an elevation
of 2,755. The surface of Bullards Bar Reservoir is at 2000 feet.
March is the wettest month, July the hottest and driest. Snow falls intermittently from December
through February. The snow line is at approximately 3000 feet, but snow will occasionally
accumulate at 2000 feet. Snow can impede the ability to provide services during the winter for
both emergency response and school transportation.
18
Annex C
Camptonville
________________________________________________________________
1.5 Areas of Historic and Environmental Significance
In 1850 or 1851, J.M. Campbell built a small mountain hotel
at a spot on the trail to Downieville. A blacksmith by the
name of Robert Campton came to the area early 1853 and
opened a blacksmith shop. Robert Campton became a
favorite of the towns’ people and in 1854 the town was
named Camptonville in his honor. Gold had been
discovered in 1852 and hill diggings opened up on Gold
Ridge. Also in 1852, the Campbell brothers built a store,
then in 1853 a large hotel.
During its heyday as a busy mining town, Camptonville had
as many as 1,500 people and was a bustling stage stop
between Marysville and Downieville. Many rich placer,
quartz and gravel mines were discovered in the area and
were the leading industry of the region, with the gravel
mines still in operation as late as 1880. Later the town
enjoyed decades of prosperity as the timber industry
thrived. Today Camptonville is a quiet rural community better known for the many artisans,
musicians and writers who have made their homes there.
Historical Buildings and Sites
Past generations have left their mark in the mountainous area around the community of
Camptonville. The historic old school facilities include the gym, complete with bell tower, and old
high school. There are homes and ranch sites, notably Leland Pauly’s House and the Banker
Brown House. The Historic Mill Site and Oregon Creek Covered Bridge (a registered historic site)
draw many visitors each summer. There is the old Sleighville House Cemetery, Maidu Indian
sites and other reminders of bygone days that are known only to the locals.
19
Annex C
Camptonville
________________________________________________________________
The Yuba River and New Bullards Bar Reservoir
The North Fork of the Yuba River originates in the Yuba Pass (elevation 6,701 feet) near State
Highway 49 in Sierra County. The North Fork follows the Highway as far as Downieville before
flowing westward into New Bullards Bar Reservoir, which forms the western boundary of the
CCSD.
The Middle Fork of the Yuba River begins with snow runoff and rainwater gathered at Jackson
Meadows Reservoir in Sierra County. The Middle Fork flows through steep narrow canyons to
Our House Dam. Located southwest of Camptonville near the Sierra/Nevada County line, Our
House Dam diverts water into the Lohman Ridge Tunnel that carries it to Oregon Creek near
Camptonville. Water then flows into Oregon Creek where the Log Cabin Dam diverts water
through the Camptonville Tunnel to New Bullards Bar Reservoir.
Wildland Fire Impact
Wildland fires have destroyed property and timber in the community of Camptonville as a result of
major fires in 1889, 1908 and 1959. The 1908 Fire was responsible for major devastation and
destruction of nearly all of the homes and businesses in Camptonville. The Pendola Fire
Wildland fire occurred in October 1999, destroying over 11,725 acres of timber and structures in
the District and surrounding area.
Wildfires such as the Pendola Fire and many other fires have impacted the environment,
watershed and resources in the District. The impact on the environment includes the loss of
habitat, loss of timber, damage to the soil from erosion, pollution to creeks and streams and the
debris which blocks water ways and collects behind dams.
Threatened and endangered species
Areas designated as critical habitat impacts pre-disaster mitigation strategies such as clearing for
fuel breaks in high fire areas. Within the habitat areas restrictions are placed on the methods
used to clear, time of year the habitat can be accessed and burning techniques. U.S. Forest
Service (USFS), US Fish and Wildlife Service, and the Calif. Dept. of Fish and Game all have
criteria to follow when granting applications for work within habitat areas.
Migratory deer herds
There are two migratory deer herds, the Mooretown and Downieville herds, within CCSD. The
migratory herds move from higher elevations to winter in the lower foothills. A decline in the
number of deer over the past 25 years is the result of loss of habitat due to urban encroachment
and the negative impact of the timber industry, increased recreational use, wild land fires, and
livestock grazing.
An increase in population and land development are having a significant and irretrievable effect
on the deer herds. Human habitation reduces wildlife in an area beyond that directly lost from
construction activities. Harassment of many wildlife species by dogs is a common by-product of
urban encroachment. Although Yuba County has leash laws, many property owners allow their
dogs to run free.
Yuba County zoning laws limit parcel size in critical migratory deer ranges. Zoning in the critical
migratory deer range is one dwelling per 20 or 40 acre parcel depending on the range area. Set
aside open ground is required for development of large parcels, allowing corridors for the
migratory deer to pass.
20
Annex C
Camptonville
________________________________________________________________
1.6 Major Economic, Industrial, Agricultural or Business
Activities
Economic Development Plan, Camptonville, CA, August 2001, www.camptonville.com:
“The community of Camptonville was built on the logging and mining industries, particularly
the timber resources of the Tahoe National Forest. In recent years, their rapid demise has
had a devastating effect on this community. Sierra Mountain Mill, the last remaining mill in the
community, closed six years ago, although it was once the region'
s largest employer with a
workforce of 70 employees working double shifts as recently as 1989.
That, combined with the elimination of timber-cutting jobs that led to its closing, the
concurrent loss of mining jobs, and the consequent reduction in spending at local businesses
has resulted in many people having to move out of the area, while others find intermittent
employment to feed their families, or rely on Unemployment Insurance or TANF (Temporary
Aid to Needy Families).
The impact on the community is best illustrated by the amount of timber reserve funds that
are allocated to Camptonville School. From the 1988/1989-school year to the 1999/2000
school year, they declined from $46,150 to $11,794, a decrease of 74%, which is a strong
indicator that the timber industry has reached historic levels of poor health. The economic
losses would leave the future of this community in question if its residents were not
determined to save it.
Yuba County officials freely acknowledge that the Camptonville area is economically
depressed. With the workforce reductions from the closing of the saw mill and the downsizing
at the local ranger station and the Sixteen to One Mine (the only mine still in operation), local
businesses have cut back the number of employees that they hire. Some are even
wondering if they can stay in business. Like the U.S. Forest Service (which lost 36 permanent
employees in six years), the Sixteen to One Mine has experienced a decrease in the number
of people it employs. It has gone from a workforce of 67 in 1988 to only 18 today. To
compound the problem, Doc Willy'
s Bar and Grill, one of the few local businesses that served
the general public, burned down three years ago, leaving 6 people unemployed. Now, both
of the remaining restaurants are for sale.
There are no significant industries or businesses in this region other than the U.S. Forest
Service and Camptonville School. Within the last four years, the school had to lay off four of
its fourteen permanent employees due to a three year enrollment decrease of over 20%,
which is directly linked to the economic demise of the region.
The community of Camptonville must diversify its economic base in order to survive. The
community is too small to realistically promote extensive tourism, but the local school is in the
process of renewing earlier partnerships with the U.S. Forest Service, the Yuba County
Water Agency, and UC Davis to create an educational attraction--a museum featuring
Camptonville'
s history and natural resources with separate rooms for local history, the
changing role of water, and the role of the forest and its products. This effort has been
supported through the award of a USFS Spirit Award to Camptonville School, one of only
eight awards given nationwide. Cottage industries, particularly crafts and forest products,
also hold promise for this area, and we plan to market them aggressively using both
traditional and online marketing strategies.”
21
Annex C
Camptonville
________________________________________________________________
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22
Annex C
Camptonville
________________________________________________________________
2 Plan Adoption Process
DMA 2000 Requirements – Prerequisites
Adoption by the Local Governing Body
Requirement §201.6(c)(5): [The local hazard mitigation plan shall include] documentation that
the plan was formally adopted by the governing body of the jurisdiction requesting approval of the
plan (e.g., City Council, County Commissioner, Tribal Council).
For multi-jurisdictional plans, each participating jurisdiction must provide supporting
documentation, such as a letter of adoption, that the MJP, and the jurisdiction’s “annex” has been
formally adopted as their own LHMP.
CCSD formally adopted the Yuba County Multi-Jurisdictional Multi-Hazard Mitigation Plan and
Annex C – Camptonville as its local hazard mitigation plan (LHMP) on September 17, 2007.
Resolution 04-07, was passed by a 4-0 vote with 0 abstentions at the regular meeting of the
CCSD Board of Directors. The meeting was publicly noticed and the public was given the
opportunity to comment on the agenda item prior to adoption.
CUESD formally adopted the Yuba County Multi-Jurisdictional Multi-Hazard Mitigation Plan and
Annex C – Camptonville as its local hazard mitigation plan (LHMP) on October 10, 2007.
Resolution 08-02, was passed by a 3-0 vote with 0 abstentions and 2 absences at the regular
meeting of the CUESD Board of Directors. The meeting was publicly noticed and the public was
given the opportunity to comment on the agenda item prior to adoption.
23
Annex C
Camptonville
________________________________________________________________
2.1 Documentation of CCSD and CUESD adoption of the LHMP
Document 2-1 CCSD Resolution of Adoption
24
Annex C
Camptonville
________________________________________________________________
Document 2-2 CUESD Resolution of Adoption
25
Annex C
Camptonville
________________________________________________________________
3 Planning Process
DMA 2000 Requirements – Prerequisites
Adoption by the Local Governing Body
Requirement §201.6(a)(3): Multi-jurisdictional plans (e.g., watershed plans) may be accepted,
as appropriate, as long as each jurisdiction has participated in the process.
The MJP must document EACH jurisdiction’s participation OR the participating jurisdiction must
include this information in EACH jurisdiction’s annex to the MJP.
The Camptonville Planning Committee was comprised of individuals representing both CCSD and
CUESD, working collaboratively with the Yuba County Hazard Mitigation Project Staff involving
numerous governmental and state and federal agencies. This section describes the planning
process from the perspective of Camptonville and includes descriptions and accounts of planning
meetings that Camptonville participated in or conducted in the planning process. In addition to
these meetings, information gathered throughout the course of the project by and for other
special districts within Yuba County was incorporated into the Camptonville annex where
appropriate.
For a complete description of the planning process undertaken by the Yuba County Hazard
Mitigation Project, see Section Two of the Yuba County Multi-Jurisdictional Multi-Hazard
Mitigation Plan
3.1 Documentation of the Planning Process
Table 3–1 Camptonville Mitigation Planning Timeline
Mitigation Planning Timeline
Organize Resources
July 2004 – June 2007
Assess Risks
September 2004 – December 2006
Develop Goals
April 2005 – February 2006
Plan writing, development, and review
December 2005 – July 2007
Plan Adoption
September 2007
Table 3-1 reflects that the development of the hazard mitigation plan was an ongoing process and
did not necessarily follow a linear pattern. The table also reflects the collaborative nature of
CCSD and CUESD in developing the Camptonville Annex. The risk assessment, after being
largely completed in 2005, was reassessed following the winter storm event of 2006. The plan
writing, development and review included opportunities for the public to provide comments. The
process for creating the Camptonville Annex was part of the Yuba County Multi-Hazard Mitigation
Plan and Project.
An open public involvement process is essential to the development of an effective plan.
Through the Yuba County Project, and Camptonville Planning Committee meetings, the planning
process included an opportunity for the public to participate, and comment on the plan during the
drafting stage and prior to plan approval. The opportunity for neighboring entities such as the
North San Juan Fire Protection District in Nevada County and many other interested parties to be
involved in the planning process provided for the incorporation of appropriate, existing plans,
studies, reports, and technical information. Each step in the planning process was built upon the
previous step, providing a high level of assurance that the mitigation actions proposed by the
participants and the priorities of implementation are valid and functional.
The collaboration among stakeholders provided a benefit of information exchange and
coordination among special districts and local governmental agencies
26
Annex C
Camptonville
________________________________________________________________
The plan annex identifies and evaluates specific local hazard mitigation strategies to be
considered by Camptonville and its planning support for those strategies developed by the
Committee. The strategies presented are deemed appropriate and effective by recommendation
of the Camptonville Hazard Mitigation Planning Committee, individual local agencies, private
groups and the public.
3.1.1 Description of Participation by Camptonville
Camptonville was invited to participate as a Stakeholder in the development of the Yuba County
Hazard Mitigation Project as a multi-jurisdictional partner. Camptonville representatives
participated as a Stakeholder in the Yuba County Multi-Hazard Mitigation Project. CCSD
participated in the Project Kick-off on August 13, 2004 and met with stakeholders representing
federal, state and local resource agencies involved in hazard mitigation projects. CCSD staff
attended Stakeholder Planning Committee meetings and community workshops. The copies of
FEMA’s How-to Guides for mitigation planning were obtained to aid in the planning process and
local plan development. Camptonville sub-committees provided specific information and
performed specific tasks to support the planning process such as the identification of critical
assets and infrastructure.
The first planning meeting was held on September 9, 2004 with a presentation from the Yuba
County Hazard Mitigation Staff attending the regular meetings of the CCSD and CUESD Boards
of Directors. Information regarding the DMA 2000 requirements and the hazard mitigation
process were discussed. The invitation to participate in the countywide planning process and
plan development was extended to both Boards, who agreed to pursue a cooperative
relationship. The Camptonville Planning Committee was formed and future planning meetings
were planned.
On March 14, 2007, the CCSD and CUESD Boards formally adopted resolutions of support for
the Yuba County Hazard Mitigation Project CCSD and CUESD’s participation in the development
of the County Plan and the Camptonville Plan Annex (Documents 3-1 and 3-2).
The Camptonville Hazard Mitigation Planning Committee consisted of the following
representatives:
•
•
•
•
•
•
•
•
•
•
•
•
•
Hal Stocker, Yuba County Board of Supervisors
Marilyn “Skip” Ness
Richard DicKard
Rita Ortega
Carol Holland
Wendy Tinnel
Rod Bondurant
Ned Cuasto
Clint Carson
Cliff Hilligoss
Louis Phillippi
Matt Coonety
Yuba County Hazard Mitigation Project Staff
Patricia Beecham, Project Director
Andrew Vodden
Stacey Brucker,
David Slayter
27
Annex C
Camptonville
________________________________________________________________
Representatives from Camptonville regularly met with Yuba County hazard mitigation staff
throughout the planning process to research, identify resources and collaborate on development
and writing of the Yuba County and Camptonville hazard mitigation plans. County staff provided
technical assistance and plan writing for Camptonville. Camptonville representatives participated
in the planning process by providing information unique and specific to the Districts, in addition to
information of benefit to the writing of the Yuba County Plan. The result of these meetings
provided a comprehensive picture of the hazards and risks facing Camptonville, the vulnerability
of assets, and identification of effective mitigation strategies to address potential hazards through
partnerships created through the planning process. The outcome of this collaboration provided
for the development of the Camptonville Plan Annex, a functional hazard mitigation plan which is
a component of the County Plan. Table 3-2 provides a summary of the planning meetings held
for the Camptonville Plan Annex.
An effort to encourage public participation and promote awareness of hazard mitigation was
undertaken through Camptonville participation at Yuba County Hazard Mitigation Workshops and
Camptonville community planning meetings. Participation at Stakeholder Meetings supported
collaboration and increased awareness of hazards and impacts for all participants which proved
valuable in prioritizing mitigation actions and projects.
28
Annex C
Camptonville
________________________________________________________________
Document 3-1 CCSD Resolution of Support
29
Annex C
Camptonville
________________________________________________________________
Document 3-2 CUESD Resolution of Support
30
Annex C
Camptonville
________________________________________________________________
Table 3–2 Summary of Camptonville Planning Meetings
Meeting Date
Description
Yuba County Multi-Hazard Mitigation Staff gave a presentation to the combined
Boards of the Camptonville CSD and the Camptonville Union Elementary SD at
their regular meeting. An introduction to DMA 2000 and the Yuba County
Hazard Mitigation Project were presented. Both Boards agreed to pursue a
Sept 9,
cooperative relationship with the Yuba County MHMP Project. The local fire
2004
chief was asked to use the map to illustrate the locations of critical structures,
community facilities, and assess areas of high risk and the locations of possible
mitigation projects. Future mitigation projects were discussed, including the
need for additional fire breaks to prevent future fires on the scale of Pendola or
Williams.
Nov. 10,
Yuba County Multi-Hazard Mitigation Staff give a presentation to the new Board
2004
members of the Camptonville Union SD.
Stakeholders meeting: Presentations at this meeting included:
• A project overview and DMA 2000 plan update including county plan,
project timeline, and special districts
• A presentation from CalTrans
• A presentation form Beale Air Force Base on its emergency plans
December 13,
•
An update on hazard analysis and risk assessment summary from
2005
County hazard mitigation staff
• A report on fire mitigation planning from Glenn Nader of the Yuba
Watershed Protection & Fire Safe Council
Workshop discussions on local hazard mitigation plan updates, potential hazard
mitigation projects, and the Yuba Community Wildfire Protection Plan were
undertaken
Camptonville UESD met to rank and prioritize the hazards that affect the school
district. Maps were provided by the MHMP staff, community facilities, streets
January 12,
and highways, local utilities and essential facilities (including fire stations and
2005
equipment) were included, school district officials were asked to draw features
or areas of concern for natural and man-made hazards to assess vulnerability.
February 10,
Camptonville CSD met to discuss and rank and prioritize hazards and
2005
vulnerabilities within the jurisdictional boundaries.
Staff met with the Camptonville school district and members of the community in
a workshop to gather hazard information, asset inventory and discuss
March 12,
vulnerability to the community. The group set goals for completion of the plan,
2005
formed sub-committees, made assignments, and set future meeting dates. A
site survey of Camptonville School was conducted and an agreement for using
the school for emergency sheltering was made.
March 18,
A Public Community Meeting was held to get input on the draft plan, Cliff
2005
Hilligoss, the team leader conducted the meeting.
Staff met with Cliff, the planning team chairman, to discuss mapping and
April 13, 2005 inventory. Cliff will GPS all the assets and critical facilities within the
CCSD/CUESD.
Conference call meeting to receive an update on the planning efforts and the
April 15, 2005
plans to hold a public meeting in Camptonville.
A second public meeting was held to obtain information from the community at
April 18, 2005
large and for an opportunity for the public to comment on the plan so far.
31
Annex C
Camptonville
________________________________________________________________
Meeting Date
May 24, 2005
September 17,
2005
October 6,
2005
November 2,
2005
November 8,
2005
August 25,
2006
February 24,
2006
Description
The planning committee had a booth at the local celebration day for
Camptonville, talked to the public, and received more Hazard Mitigation surveys
and questions. Questionnaires filled out. Cliff is doing the GPS sites for the
plan; other members of the committee have different assignments. Inventory of
assets were discussed. A list of the businesses in the community is being
complied.
A second workshop was held for members of the committee to come together to
coordinate and process information to further plan development.
Cliff met with staff to discuss GPS and progress on the plan development.
Planning team met with PDM staff.
Planning team met with PDM staff
PDM staff and the Camptonville planning team met with new fire Chief Clint
Carson to bring him up to date about plan development.
Met with team to finalize plan and update information.
*Additional meetings, telephone conferences and technical assistance were provided to assist in
developing the local annex plan and mitigation projects and strategies.
32
Annex C
Camptonville
________________________________________________________________
Presentation 3-1 Yuba County Hazard Mitigation Project - CUESD January 11, 2005
33
Annex C
Camptonville
________________________________________________________________
34
Annex C
Camptonville
________________________________________________________________
35
Annex C
Camptonville
________________________________________________________________
Document 3-3 Camptonville Community Meeting Flier - April 18, 2005
36
Annex C
Camptonville
________________________________________________________________
Presentation 3-2 Yuba County Hazard Mitigation Plan - Camptonville Community April 18,
2005
37
Annex C
Camptonville
________________________________________________________________
38
Annex C
Camptonville
________________________________________________________________
39
Annex C
Camptonville
________________________________________________________________
Document 3-4 Camptonville Planning Document
40
Annex C
Camptonville
________________________________________________________________
41
Annex C
Camptonville
________________________________________________________________
Document 3-5 CUESD Hazard Mitigation Checklist
42
Annex C
Camptonville
________________________________________________________________
43
Annex C
Camptonville
________________________________________________________________
44
Annex C
Camptonville
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3.2 Local Capabilities Assessment
DMA 2000 Requirements – Planning Process
Local Capabilities Assessment
Requirement §201.4(c) (3) (ii): Of the Federal Register Interim Final Rule 44CFR Parts 201 and
206 states “[The State mitigation strategy shall include] a general description and analysis of the
effectiveness of local mitigation policies, programs, and capabilities.
Element
A. Does the plan provide a description of the human and technical resources available
within this jurisdiction to engage in a mitigation planning process and to develop a local
hazard mitigation plan?
B. Does the plan list local mitigation financial resources and funding sources (such as taxes,
fees, assessments, or fines) which affect or promote mitigation within the reporting
jurisdiction?
C. Does the plan list local ordinance which affects or promotes disaster mitigation,
preparedness, response or recovery within the reporting jurisdiction?
D. Does the plan describe the details of in-progress, ongoing, or completed mitigation
projects and programs within the reporting jurisdiction?
Funding for the Yuba County Hazard Mitigation Project and the Camptonville LHMP came as a
result of a FEMA PDM grant. The Yuba County Hazard Mitigation Project provided technical
assistance in developing the Camptonville plan annex. The capability of Camptonville to continue
to participate in mitigation planning and the identification and implementation of mitigation
projects is discussed in this section. For a description of the resources available to Camptonville
through the County of Yuba, see Section Three of the Yuba County Multi-Jurisdictional MultiHazard Mitigation Plan.
3.2.1 Local Human, Technical & Financial Resources
The community at large has two elected governing boards: Camptonville Community Services
District (CCSD) and Camptonville Union Elementary School District (CUESD). Both entities,
along with the non-profit community organization, The Camptonville Community Partnership, are
committed to blending resources to creatively address the challenges facing local residents. The
Camptonville Community Partnership (CCP) was incorporated as a 501(c) (3) non-profit
organization in February 2001 of "rural people working together for a safe, sustainable and
healthy community." CCP is governed by a five member Board of Directors which runs the
Community Resource Center located on the campus of Camptonville School where it provides
family and community programs and the community website: www.camptonville.com.
45
Annex C
Camptonville
________________________________________________________________
Table 3-3 shows specific financial and budgetary tools available to Camptonville such as
community development block grants; capital improvements project funding; authority to levy
taxes or assessments 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. Camptonville may
be eligible for grant funding for future mitigation depending on availability of funds.
Table 3–3 Camptonville Financial Resources
Financial Resources
Y/N
Community Development Block Grants (CDBG)
Y
Capital improvements project funding
N
Authority to levy taxes or assessments for specific purposes
Y
Fees for water, sewer, gas, or electric service
Impact fees for homebuyers or developers for new
developments/homes
Incur debt through general obligation bonds
N
Incur debt through special tax and revenue bonds
Y
Incur debt through private activity bonds
N
Withhold spending in hazard-prone areas
N
Y
Comments
* CDBG Grantsno current grant funding
Fire Protection
Assessment
Fire Mitigation Fees
N
**Requires 218 vote
* Subject to grant from State
** Subject to voter approval
Additionally, the CCP, as a private non-profit, has the capacity to secure grant funding from
private and public foundations, county contracts, and fund-raising campaigns for community
benefit.
Resources
Technical assistance and resources from the County of Yuba were provided through the FEMA
2003-2004 Pre-Disaster Mitigation Grant. This included staff support, printing/copying, mapping,
data processing and analysis for the development of the Camptonville LHMP.
Funding mechanisms related to projects implemented under the Camptonville LHMP may include
the funds from the Pre-Disaster Mitigation (PDM) Program, Flood Mitigation Assistance, and the
Public Assistance Program. Funding may also be provided by the U.S. Bureau of Land
Management, High Sierra Resource Conservation Service, Yuba Watershed and Fire Protection
Fire Safe Council. No assessment fees were used to develop the Plan.
Assistance to Firefighters Grant (AFG) Program is a program of the Preparedness Directorate'
s
Office of Grants and Training in the U.S. Department of Homeland Security. Grants are awarded
to fire departments to enhance their ability to protect the public and fire service personnel from
fire and related hazards. Three types of grants are available: Assistance to Firefighters Grant
(AFG), Fire Prevention and Safety (FP&S), and Staffing for Adequate Fire and Emergency
Response (SAFER). The primary goal of the Assistance to Firefighters Grants (AFG) is to meet
the firefighting and emergency response needs of fire departments and nonaffiliated emergency
medical services organizations. Since 2001, AFG has helped firefighters and other first
responders to obtain critically needed equipment, protective gear, emergency vehicles, training,
and other resources needed to protect the public and emergency personnel from fire and related
46
Annex C
Camptonville
________________________________________________________________
hazards. The National Preparedness Directorate in the Federal Emergency Management Agency
administers the grants in cooperation with the U.S. Fire Administration. For fiscal year 2005,
Congress reauthorized the Assistance to Firefighters Grants for an additional 5 years through
2010.
Table 3–4 Administrative & Technical Capacity
Position
Y/N
Department/Agency
Planner(s) or engineer(s) with knowledge of land
development and land management practices
N
District Board – hire private
consultant as needed
Engineer(s) or professional(s) trained in construction
practices related to buildings and/or infrastructure
N
Hire from outside agency
when needed
Planners or Engineer(s) with an understanding of natural
and/or human-caused hazards
N
Hire expertise as needed
Floodplain manager
N
Hire as needed
Surveyors
N
Hire as needed
Staff with education or expertise to assess the
community’s vulnerability to hazards
N
Use county, CDF, or USFS
resources or hire as needed
Personnel skilled in GIS and/or HAZUS
N
Use county resources
Scientists familiar with community hazards
N
Use county resources
Emergency manager
N
Fire Chief
Grant writers
N
CCSD, USFS, CCP, YCFS
3.2.2 Local Ordinances & Regulations
Local county ordinances, regulations and State mandates are enforced by Yuba County and the
State of California as applicable. The public safety and mitigation elements applied in
Camptonville are established in the Yuba County Ordinance Code and the Yuba County General
Plan.
The Department of Forestry and Fire Protection (CAL FIRE) is re-mapping fire hazard severity
zones for lands that the State has fiscal responsibility for wildland fire protection (State
Responsibility Area) and is preparing Very High Fire Hazard Severity recommendations for local
responsibility areas. This mapping is being done under authorities defined in Public Resources
Code (PRC) 4201 and GC 51175. This effort incorporates improved wildland fire behavior
science, data sets, and understanding of structure ignition mechanisms during conflagrations.
The California Building Commission adopted the Wildland-Urban Interface codes in 2005 with an
effective date of January 2008. These new codes include provisions for ignition resistant
construction standards in the wildland urban interface. The updated fire hazard severity zones
will be used by building officials to determine appropriate construction materials for new buildings
in the wildland urban interface. The updated zones will also be used by property owners to
comply with natural hazards disclosure requirements at time of sale of property. It is likely that the
fire hazard severity zones will be used by local government as they update the safety element of
general plans.
The map adoption process will include public hearings in 56 of the 58 counties. These hearings
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should be completed by fall and the maps are scheduled for adoption under CCR Title 14
regulation by December 31, 2007, in time for the January 2008 building codes.
3.2.3 Details of Ongoing & Completed Mitigation Strategies
Economic Development Plan, Camptonville, CA, August 2001, www.camptonville.com:
“Although Camptonville residents have noticeably suffered from the demise of the timber and
mining industries, we continue to work closely with state and county agencies, local U.S.
Forest Service personnel, and each other to solve our problems. This collaboration is directly
responsible for effectively addressing the water, emergency services, and social services
problems of the area.”
The Camptonville Volunteer Fire Department participates in:
• Public education and awareness regarding emergency preparedness, safety, and public
information regarding all hazards;
• the Chipping Program funded by Proposition 40 to reduce fuel load around residences
and commercial properties;
• Fuel Reduction Program, which is an ongoing program to reduce the fuel loads along
heavily traveled roads to a minimum 10 feet fuel buffer on both sides of the road; and
• The Fire Safe Council which developed the Community Wildfire Protection Plan in
coordination with the local fire departments.
• The Camptonville community has also established means of notifying the public of
community events, as well as notification procedures in the event of an emergency.
These include:
• www.camptonville.com is a community website sponsored by CCP. It provides links to
emergency services, fire updates, and general community information.
• Community Notification Systems:
o CCP has a community e-mail list and informal phone tree that can be utilized
during emergencies and for emergency community notification
o CUESD has an automated phone message system to notify all school families of
important information, including school-related emergencies
• The Camptonville Courier is a monthly newspaper sent free to all Camptonville
households. It is volunteer-run and contains articles and notifications of community
interest, including fire safe practices and other hazard-related information.
Specific Mitigation Activities:
In 1999, the State Water Resource Board awarded a grant to the Yuba Watershed Protection and
Fire Safe Council to fund the reduction of fuel load along 12 miles of county roads. US Forest
Service masticated and burned approximately 160 acres in the Camptonville area, fuel reduction
occurred on private land around the communities of Camptonville and Brownsville, and two fire
education meetings were held.
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In 2001, a foothills specific evacuation plan was developed through a grant from the Bureau of
Land Management (BLM) by the Fire Safe Council. In 2002, a grant was awarded from the USFS
funded fuel reduction on private lands in the Brownsville and Camptonville area.
In 2003, the fuel load was reduced on 4.8 miles of Yuba County
roads with a grant from the BLM. In addition 50 miles of road
were prioritized for future fuel load reduction. Five water tanks
with a 10,000 gallon capacity were purchased with grant funds
from the House Resolution (HR) 2389 and placed in each of the
northern County fire districts. Community plans for Oregon
House, Strawberry Valley, and Camptonville were drafted with
BLM grant monies. In addition, coloring books for primary aged
school children about fire education and evacuation packets
were developed. Grant funds from the USFS were used to
complete the fuel reduction around the community of
Camptonville. BLM grant monies were expended for the
coordination and development of digital information for fire
mitigation planning and shared with Yuba County Office of
Emergency Services (OES), USFS, and CDF.
In 2004, fuel reduction was performed on 5.2 miles of Yuba County roads with a grant from the
BLM. In 2005, a Yuba Watershed Protection Coordinator was hired using monies from a HR
2389 to assist in development of grant projects and future plans and applications. Funds from a
HR 2389 grant were used to reduce the fuel load on 3.8 miles of Yuba county roads.
The Fire Safe Project funded by Proposition 40 funds a residential chipping program for selected
foothills areas of Yuba County. The program provides identification of fire prone areas and fuels
reduction to address potential hazards. Homeowners that may be interested in participating in
this voluntary service contact the Project Coordinator following the clearance of vegetation within
100 feet of their home and outbuildings. This mitigation project has been extremely successful
and the Fire Safe Council intends to continue to implement the project to reduce and mitigate
high fire threat areas in the foothill communities. The County of Yuba has implemented a public
road fire reduction vegetation clearance project funded by Proposition 40 to reduce fuels and
increase visibility on 3.8 miles of Yuba County roads.
In 2006, HR 2389 grant monies were used to provide initial funds for a Yuba County Fire
Prevention Officer position. The position is responsible for assisting the Yuba County Planning
Department and fire districts to review, enforce and apply fire code in the design and construction
of new developments and implementation of fire codes and standards county-wide.
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Community Wildfire Protection Plan (CWPP)
The CWPP was developed to help communities clarify and refine priorities for the protection of
life, property, and critical infrastructure in the wildland–urban interface as part of the development
and implementation of forest management and hazardous fuels reduction projects. The CWPP
requires that the DMA 2000 process be applied and documented to apply for state and federal
funding.
Public Resources Code (PRC)
4291
The PRC expands the defensible
space clearance requirement
maintained around buildings and
structures from 30 feet to a
distance of 100 feet. These
guidelines are intended to provide
property owners with examples of
fuel
modification measures that can be
used to create an area around
buildings or structures to create
defensible space. A defensible
space perimeter around buildings
and structures provide firefighters a
working environment that allows them to protect buildings and structures from encroaching
wildfires as well as minimizing the chance that a structure fire will escape to the surrounding
wildland. These guidelines apply to any person who owns, leases, controls, operates, or
maintains a building or structure in, upon, or adjoining any mountainous area, forest-covered
lands, brush-covered lands, grass-covered lands, or any land that is covered with flammable
material, and located within a State Responsibility Area.
Multi–Hazard Emergency Operations Plan (EOP)
The EOP was developed to address the planned response and recovery to extraordinary
emergency situations associated with natural disasters, technological incidents, and national
security emergencies including terrorist’s threats in Yuba County. The EOP establishes the
emergency management organization required to mitigate any significant emergency or disaster
affecting Yuba County.
Nevada-Yuba-Placer Fire Management Plan 2005
This Fire Management Plan is a product of the implementation of the State Fire Plan. The State
Fire Plan provides an analysis procedure utilizing, in part, computer based geographical
information data that is validated by experienced fire managers to assess fire fuel hazards and
risks in order to design and implement mitigating activities. The Nevada-Yuba-Placer Unit (NYP)
Fire Management Plan provides background information, fuels and fire data, proposed projects,
and individual Battalion reports outlining mitigating activities commonly carried out each year. In
addition, this year’s Fire Plan is compliant with the requirements of the Healthy Forests
Restoration Act (HFRA), signed into law in December of 2003, as a Community Wildfire
Protection Plan (CWPP). Those agencies represented on the signature page have agreed to the
content of this plan as part of a collaborative effort to identify projects and possibly influence how
additional federal funds may be distributed for projects on non federal lands.
NYP is one of 21 administrative Units within the California Department of Forestry and Fire
Protection. NYP faces many challenges, not the least of which is that two of its counties, Placer
and Nevada, are two of the fastest growing counties within the state. According to the 2000
National Census, Placer County is the 20th fastest growing county within the nation.
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Yuba County Hazardous Materials Emergency Response Plan
The Yuba County Hazardous Materials (HAZMAT) Plan was developed to protect the public,
environment, and property from an accidental release involving hazardous materials. The plan
provides the methods and procedures that decision makers, county regulatory personnel, and
response agencies use for the management, tracking, containment, removal, and disposal of the
hazardous materials from a hazardous materials incident in Yuba County.
Disaster Plan for Domestic Animals
The Yuba–Sutter Disaster Plan for Domestic Animal Disaster Assistance (YSDADA) was
developed to protect domestic pets and livestock in Yuba and Sutter Counties in situations that
require evacuation. YSDADA provides on–going Disaster Preparedness classes for the general
public, to make them aware of the needs of pets and farm animals when faced with a possible
evacuation order.
Yuba County Water Agency’s (YCWA) Emergency Action Plan (EAP)
The EAP is intended to minimize the threat to public safety and to minimize the response time to
an impending or actual sudden release of water from New Bullards Bar Dam, Our House Dam,
and Log Cabin Dam. The Plan may also be used to provide notification when flood releases will
create major flooding.
CalTrans Highway Damage Emergency Operations Plan
Coordinates emergency response for the community of Camptonville and sets forth an outline of
responsibilities within an organized structure, which facilitates quick and efficient response to any
emergency to minimize impacts to the roadways, the traveling public, and regional commerce.
This organized structure is centered on the District’s Emergency Operations Center (EOC). The
maintenance Program is the lead for Major Highway Damage emergency response.
USFS Tahoe
he USFS is the primary resource partnership in fire fighting for the CCSD. The CCSD lies entirely
in the Tahoe National Forest boundaries. Through the National Fire Plan, the USFS has made a
long term commitment to help protect communities, natural resources, fire fighters and the public
from disastrous fires through cooperation and communication with the public, local government,
State and Federal agencies.
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Figure 3-1 Camptonville Fuel Treatment Projects
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Figure 3-2 Camptonville CSD Chipping Program Sites
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4 Risk Assessment
DMA 2000 Requirements – Risk Assessment
Multi-Jurisdictional Risk Assessment
§201.6(c) (2) (iii): For multi-jurisdictional plans, the risk assessment must assess each
jurisdiction’s risks where they vary from the risks facing the entire planning area.
Identifying Unique Jurisdictional Hazards & Risks: Was a risk assessment (all sections)
completed, by this participating jurisdiction. For each unique hazard or risk that was not covered
in the main section of the MJP? [Only unique or additional hazards and risks, within a
participating jurisdiction, should be included. These would be hazards and risks that are not
already included as part of the MJP. For each unique hazard, a profile of the hazard along with
vulnerabilities should be included in the jurisdiction'
s annex or supplement to the MJP. Example:
A jurisdiction with a volcano, not covered in the MJP, would complete all risk assessment section
for their volcano.]
The CCSD and CUSED risk assessment was conducted as part of the Yuba County Hazard
Mitigation Project and involved the collaboration of numerous governmental entities including
County, State and Federal agencies. For a description of the roles each agency played and a
general description of the planning process undertaken by the Yuba County Hazard Mitigation
Project, see Section Two of the Yuba Count Multi-Jurisdictional Multi-Hazard Mitigation Plan.
This section
describes the
components of the
risk assessment
process, including a
discussion of how
Camptonville
identified their
hazards. This
included discussions
of two wildland fires,
the Williams Fire in
1997 and the
Pendola Fire in
1999. The Pendola
Fire started in the
Camptonville Fire
Protection District
(FPD) boundaries
and spread to the
neighboring
Dobbins-Oregon
House Fire Protection District. The Williams Fire completely burned within the Dobbins-Oregon
House Fire Protection District. The damage sustained and the impact from disasters and potential
loss due to future occurrences was the focus of public discussion.
Community participation and input at public meetings provided additional information to profile
hazards and secure local support for the process. A review of Camptonville’s asset inventory and
the value of assets was a critical component requiring support and participation of allied
agencies. The County MHMP provided handheld Global Positioning System (GPS) units for
volunteers and firefighters to inventory assets and critical infrastructure, including information
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such as water sources and essential services protected by the Camptonville FPD. The County
MHMP staff assisted in developing the vulnerability assessment using the FEMA Hazards U.S.
(HAZUS) information and the CDF Fire Vulnerability data. The impact of future development in
the service area and the potential hazards and risks were the basis used for the risk assessment.
According to FEMA, a risk assessment “is the process of measuring the potential loss of life,
personal injury, economic injury, and property damage resulting from natural hazards by
assessing the vulnerability of people, buildings, and infrastructure to natural hazards” (FEMA
2001). Any mitigation activities to reduce loss of life and property must be based upon a
thorough assessment of the risks to these assets.
The steps involved in conducting the risk assessment included:
•
•
•
•
A profile of the historical events and hazard occurrences including the location, cause
and extent of damage and the potential future occurrences
Probability of a hazard occurrence; such as fire history and probability, flooding from dam
failure, and severe winter storm impacts such as localized flooding, slip outs and
landslides
Vulnerability to assets and potential impacts; and the amount of damage sustained in
previous disasters, and
Analysis of future development trends and the resources and mitigation actions needed
to prevent and reduce future losses.
These steps provided the basis for the risk assessment presented in this section.
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4.1 Hazards
Hazards
§201.6(c) (2) (i) & (ii): Local risk assessments must provide sufficient information to enable the
jurisdiction to identify and prioritize appropriate mitigation actions to reduce losses from identified
hazards.
Identifying Hazards
§201.6(c) (2) (I): [The risk assessment shall include a] description of the type … of all natural
hazards that can affect the jurisdiction.
For EACH Hazard identified by THIS jurisdiction a narrative summary of the Overview of the
Hazard (from the jurisdiction’s perspective) and the Impact (to people, buildings, the environment,
etc.) if the Hazard occurred, shall be part of each jurisdiction’s annex or supplement to the MJP.
A hazard is a source of potential danger or adverse condition. A natural event is a hazard when it
has the potential to harm people or property. A hazard event is a specific occurrence of a
particular type of hazard (FEMA How-to Guide # 2, Appendix A).
The Camptonville Planning Committee addressed all hazards, natural and man-made, that could
affect critical facilities and infrastructure within their jurisdiction. Natural hazards include those
that arise from natural earth processes such as uncontrollable meteorological or geological
events. Events of man–made origin include accidental or intentional events such as the
derailment of a rail car carrying hazardous material or terrorism, respectively. All hazards that
may affect the Districts were considered and ranked according to the likelihood of their
occurrence using the best–available knowledge and data by the Camptonville Planning
Committee and other stakeholders, including community members.
Hazards included in the Plan may be potential threats to the Districts and are described in terms
of the nature of the hazard, their magnitude, duration, and location. Each hazard is summarized
by its history of occurrence and the probability and location or future hazard events. This was
accomplished through review of previous studies conducted by the county or other jurisdictions,
including state and federal agencies. Using GIS, mapped information was used to identify areas
potentially at risk of a particular hazard in Camptonville.
Profiled hazards are described by their location within the Districts, likelihood of occurrence,
extent and magnitude, and history of occurrence in the jurisdiction. Potential damage to the
assets affected by these hazards is identified in the Vulnerability Assessment. Each hazard was
described in an informative manner to ensure that users of this Plan who may be unfamiliar with a
particular hazard will have a better idea of the potential for property damage or loss of life.
4.1.1 Identifying CCSD Hazards
Hazard identification is the process of identifying hazards that threaten an area (FEMA How-to
Guide # 2, Appendix A).
The Planning Committee prioritized hazards by committee discussion, historical documentation
and public input. The initial planning meeting provided an opportunity to discuss the role of the
Yuba County Plan and the identification of hazards to assess the impact of the hazards on the
Districts. Additionally, the Districts hosted several public meetings to review hazard vulnerability
information and receive input on the development of the plan. Subsequent conversations with
CCSD and USFS representatives identified the impact to assets and hazards. The Camptonville
planning committee ranked the hazards, discussing potential loss and impact on critical and
essential services in terms of threat level to the jurisdiction.
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As a result of the meetings, public discussion, and input from stakeholders, the hazards were
prioritized into three threat risk categories of low, moderate, or high risk to CCSD and CUESD at
a community meeting held on February 24, 2007. Representatives from CCSD, CUESD, CVFD,
and the Camptonville community reviewed and prioritized the hazards that affect the
Camptonville community. Representatives on hand from CCSD and CUESD agreed that the
hazard priorities for their respective districts, which have the same borders, were similar enough
to share a hazard ranking.
Table 4–1 Hazard Rank Priorities - CCSD and CUESD
High
Moderate
Fire
Landslide/Erosion
Severe Winter Storm
Crime/Terrorism
Hazardous Materials
Power Failure
Transportation
Dam Failure
Incident/Accident
Extreme Heat
Low
Infectious Disease
Abandoned Mines
Expansive Soils
Invasive Species
List and Description of Identified County Hazards Affecting Camptonville
Profiles were developed from the hazards above identified as high threats to Camptonville. The
guidelines presented in the FEMA Workshop document #1 “Identify the Hazards” were followed to
ensure that hazards were adequately profiled. The FEMA Workshop tasks included:
•
•
Listing the hazards that may occur:
o Research newspapers and other historical records.
o Review existing plans and reports.
o Consult with experts in the area.
o Gather information on Internet websites.
Focus on the most prevalent hazards in the community:
o Go to hazard websites.
o Locate your agencies or state on the website map.
o Determine whether Camptonville is in a high–risk area. Get more localized
information if necessary.
The Camptonville Planning Committee used the tools above as a baseline. With collaboration
with the County of Yuba OES and other agencies such as the United States Forest Service, the
District referenced their historical disaster data, local disaster recovery data, GIS mapping, and
local Emergency Operations Plans to assess their risk to each disaster.
Table 4–2 Summary of Camptonville Profiled Hazards
Hazard
Description
Fire
The foothill areas of Yuba County have a long
history of wildfire.
Justification
Drought, extreme heat, winter
storms, windstorms all add to
fire threat. High fire area, high
fuel loads. Williams and
Pendola fires both in the
County.
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Hazard
Severe Storms
Hazardous
Materials Release
Dam Failure
Description
Severe Winter Storms within Camptonville can
consist of snow, heavy precipitation, and high
winds
A release of man-made hazardous materials
within the District
Dam failure–Yuba County has not suffered a
dam failure in its history. However, because of
the large population living downstream of
County dams, and the potential for future
development downstream, a failure of any of the
dams would result in significant damages to
property and potentially the loss of life.
Justification
Severe Winter Storms have the
affect of potentially damaging
critical facilities within
Camptonville. Severe storms
have the added effect of
potentially damaging roads,
limiting the ability of the CVFD
to respond to emergencies
Impact varies by location and
type of material released and
dispersion mechanism. CVFD
has the responsibility to
respond to HazMat incidents
within its district, most likely on
State Highway 49 or New
Bullards Bar Reservoir
Potential dam inundation areas
could affect residents of CCSD.
A failure of Campbell Gulch
Diversion Dam would decimate
the water supply in the area
4.1.2 Profile of Camptonville’s Identified Hazards
The following section is a description of the hazards identified by CCSD and CUESD as high
priority hazards from the perspective of the respective districts. Complete profiles of each of
these hazards can be found in Section 4 of the Yuba County Multi-Jurisdictional Multi-Hazard
Mitigation Plan.
•
•
•
•
Fire – Section 4.3.5
Severe Winter Storm – Section 4.3.2
Hazardous Materials – Section 4.3.10
Dam Failure – Section 4.3.3
4.1.2.1 Fire
CCSD and CUESD rated fire as a high priority hazard based on potential vulnerability to wildfire,
urban/wild land interface fire, CDF fire hazard severity, and the threat to people. Camptonville
rated Fire as a High Priority Hazard.
Factors which figured predominately in the levels of damage from fires are:
•
•
•
•
Impact of combustible vegetation
Impact of inadequate defensible space around affected buildings
Impact of construction materials and practices
Impact of wind driven aspect of the fires
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The California Department of Forestry
and Fire Protection'
s Fire and Resource
Assessment Program (FRAP) assesses
the amount and extent of California'
s
forests and rangelands, analyzes their
conditions and identifies alternative
management and policy guidelines. Their
research into fire potential in the Yuba
County foothills is important in the
assessment of current fire conditions and
fire potential in the jurisdiction.
This section describes the location,
extent, magnitude, and severity of the fire
hazard in the Camptonville FPD
jurisdiction. Figures graphically depict the
assessment of fire conditions and the potential for destructive wildland fires in the jurisdiction.
From May to October of each year, Camptonville faces a serious threat from wildland fires.
Undeveloped rugged terrain, with heavily-forested and highly flammable brush-covered land, long
dry summers with high temperatures and high winds exacerbate the potential for wildland fires.
Threat levels are also exacerbated during this period when the population increases due to a
large influx of recreational visitors and tourists. This additional transient population increases the
potential for wildland fires from camping, off-road vehicle use, and improper fire prevention
practices.
The effects of fire may be mitigated by the rapid response of the Camptonville volunteer fire
department and the placement of water sources throughout the district. Figure 4-2 provides the
locations of water sources within CCSD.
Volunteer Fire Department Camptonville is located in area that is popular with summer
vacationers. Fire danger is increased by the number of people camping, hiking, fishing, boating,
rafting, etc. The Volunteer Fire Department (VFD) is impacted by the large volume of traffic,
resulting in increased emergency response to medical and traffic accidents, as well as accidents
as a result of recreational activities. The above mentioned activities put a strain on the limited
resources and volunteer personnel that staff the fire department.
In recent years the forest lands within Camptonville’s boundaries have suffered from drought
conditions, beetle infestation, and heavy undergrowth that have increased the possibility of
wildfires.
The CCSD includes wildlands and forested areas designated by CDF as having a very high fire
hazard severity, with the average age class of fuels over 40 years old.
An additional risk factor is access to and egress from many residential parcels due to rural,
private roads. Access over bridges, culverts, and stream crossings are often inadequate to
handle the height, width, or weight of emergency vehicles and the traffic that may result from an
evacuation.
During the fire season, there is limited water supply available to address the fires that may occur.
Refer to the Water Resources discussion below for further discussion.
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Camptonville Water System operating records from 1991 to present have been examined.
Significant events in these records and consultation with the Camptonville Volunteer Fire
Department and the USFS form the basis of the following assessment:
Fire in town site (wildfire or structure): Current storage is inadequate. Peak fire season is at the
time of minimum surface water supply. During dry years it is difficult to maintain the 30,000
gallon fire reserve even when using wells as a supplemental source. Water rationing has been
required during several recent dry years.
Wildfire in vicinity of treatment plant: Structural damage would prevent plant operation causing
the loss of the sole water supply for domestic use, homes, school and businesses and firefighting.
Plant roof could burn and collapse allowing debris to enter the system and contaminate the filters.
Plant would be inoperable due to; damage to piping and loss of equipment for operation
monitoring and maintenance.
A wildfire in Campbell Gulch watershed would result in loss of vegetation and cause high
turbidity runoff in wintertime, and possibly reduce summer water flow, because loss of
vegetation causes less water retention in the watershed. The water supply in the winter
during rain events would be limited, as the plant is not capable of processing turbid water.
This would require the use of wells during such events; however, wells are often
inoperative during major storms due to power outage.
Camptonville Cemetery is at great risk of fire damage due to the many large trees that
would be destroyed. Fire would also damage the fence and possibly some of the grave
markers.
Evacuation Notification
Residents of Camptonville and the surrounding area will be advised of potential hazards and the
possibility of evacuation. Residents living in remote locations need to be aware of potential
evacuations and emergencies. Information regarding travel routes and safe locations, and should
be prepared for any of the following alternatives:
•
•
Precautionary: Areas under a “Precautionary Evacuation” are in the hazard’s influence
zone. While not in immediate danger, changes in weather and/or hazard conditions
could rapidly cause a threatening situation to occur. Residents should be prepared to
evacuate at a moment’s notice. Those requiring extra time to evacuate should leave.
Immediate Threat: An “Immediate Threat Evacuation” would be issued when the hazard
is moving toward an area and there is an immediate threat to life and property. Whenever
an area is under “Immediate Threat”, all roads in the area will be closed to incoming
traffic.
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Figure 4-1 CCSD Fire History
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Figure 4-2 Water Sources in Camptonville
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Pendola Fire October 16, 1999
When the Pendola Fire began in the CCSD, the Camptonville Volunteer Fire Department was the
first to respond. The fire burned 11,725 acres beginning October 16, 1999. It was declared
controlled on October 24, 9 days after it started. The fire began at approximately 4:00 am. The
cause was determined to be from either a wind blown or lightening struck conifer that fell onto an
electrical power line, west of the Pendola Road/Pendola Extension, on private land adjacent to
the Tahoe National Forest. The conifer was a live green tree approximately 120 to 150 feet tall.
The location was a remote area in the north eastern area of Yuba County on the east side of
Bullards Bar Reservoir in the Camptonville Fire Protection District.
Weather on the day of the fire was hot, dry and windy. The fire was pushed by strong föehn winds
coming from the northeast and gusting 30-40 mph in the vicinity of the Yuba River Canyon. The
th
strongest gusts occurred during the early morning hours of the 16 which is typical of a fall föehn
wind event. The combination of strong wind, relative humidity near 20% and critically dry fuels
resulted in optimum conditions for rapid fire growth and extreme fire behavior. The fire made its
major growth on the first day. A Red Flag Warning had been issued by the National Weather
th
th
Service in Sacramento valid for October 16 . The strong winds declined on the 17 although the
relative humidity remained low for the rest of the following week. The Pendola Fire did not
increase its size significantly after the
th
17 .
Fuel type near the point of origin was
primarily cured grass. The fire
eventually spread into heavier ground
fuels and mixed conifer stands. During
the first burning period, the fire made
rapid runs, with active spotting in the
pine and madrone over story and in the
needle cast and heavier brush. The fire
spotted across Bullards Bar Reservoir
into conifer stands. As the fire burned
to the southwest, the fuels generally
changed into a mix of heavy brush and conifer with occasional open grass areas. The fire burned
into the 1997 Williams Fire perimeter when the winds changed from northeast to south. The light
flashy fuels within the old Williams Fire perimeter had a large component of dead standing brush
and trees.
Agency cooperation on the Pendola Fire was excellent. The fire was under unified command
between the U.S. Forest Service and California Department of Forestry. At the height of the
incident 2,505 fire fighting resources were assigned. These 2,505 resources represented 20
different agencies, municipalities, and private contractors. There were a number of local fire
departments including: Camptonville, Downieville, North San Juan, Foothill, and Dobbins Oregon
House. In addition to these various agencies there were many State and local agencies involved
which included: State OES, California Highway Patrol (CHP), CalTrans, Red Cross, Pacific Gas
and Electric (PG&E), Pacific Bell; and from Yuba County, the Sheriff’s Department, OES, Road
Maintenance, Water Department, and Public Works.
Föehn winds (strong northerly winds) are not unusual on the western slopes of the Sierra
Nevada in late summer and are responsible for many large fires, for example, the Milk Ranch
Fire, the Forty-Niner Fire, the Pendola Fire and the Williams Fire. Föehn winds occur when a
deep layer of prevailing wind is forced over a mountain range. As the wind moves upslope, it
expands and cools, causing water vapor to precipitate out. This dehydrated air then passes over
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the crest of the mountain and begins to move down slope. As the wind descends to lower levels
on the leeward side of the mountains (the Yuba County foothills), the air heats as it comes under
greater atmospheric pressure creating strong, gusty, warm, dry winds. Föehn winds can raise
temperatures as much as 54 degrees Fahrenheit and reduce the humidity as much as 30% in just
a matter of hours. Föehn winds are associated with the rapid spread of wildfires, making this
region and the Yuba County foothills particularly fire-prone. (In southern California the föehn
winds that occur there are known as the “Santa Ana Winds”.)
Lookout Towers An important aspect of protection against wildland fire is early warning. This
early warning can and should include
detection and reporting of illegal controlled
and debris burning. Responding to illegal
burning before it extends to the wildland
prevents disastrous fires. When fire
suppression resources are applied to a
growing wildland fire early in its progression
the severity of damage and threat to life is
reduced.
Currently, due to budget constraints, the
California Department of Forestry and Fire
Protection (CDF) has cut back or eliminated
funding to staff lookout towers. The rationale
is that with increased population in the
wildlands and the Wildland Urban Interface
(WUI), and people traveling about with cell
phones, fires will be reported without the
lookouts.
To a significant degree, local public/cell
phone reporting of fires works. But, under
some circumstances, such reporting either
doesn’t happen, or it provides misleading
information. In the Yuba County foothills and
mountain terrain there are few locations
where cell phones work.
There are two lookout towers in Yuba County. One, Pike County Peak near Challenge, is
professionally staffed by a U.S. Forest Service employee. The other, staffed by volunteers, is on
Oregon Peak near Dobbins which over looks the Camptonville District. A training program has
been established for the Oregon Peak volunteers. Current planning calls for continued staffing of
Oregon Peak with volunteers during fire seasons.
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4.1.2.2 Severe Winter Storms
Residents and businesses are located over a very large area in the CCSD. Many of the roads in
the CCSD are old and in need of maintenance. These roads are subject to localized flooding due
to inadequate culverts, poor drainage and improper grading and sloping.
Flooding is usually the result of excess rainfall or snowmelt but dam failure, or inadequate storm
drainage can lead to localized flooding as experienced by the CCSD.
The effect of localized flooding resulting form a severe winter storm on the CCSD includes:
•
•
•
Erosion of stream banks or building foundations and improvements,
Inundation of buildings or other structures such as water treatment facilities, or
park/recreation land, and
Flow velocity damage to buildings, bridges, culverts, or roadways.
Flooding results in significant damage in the short-term; in the long-term economic effects are
significant as the community tries to recover from the effects of the flooding. Businesses may
close temporarily or permanently as a result of flood damage, causing loss of revenue as well as
unemployment. Critical facilities such as utilities (electric, telephone, water and sewer, gas/oil
pipelines) and roadway may be disrupted, causing a significant impact to the functioning of a
community and the subsequent clean-up and reconstruction.
The recent 2005-2006 Winter storms provided disaster assistance for the Camptonville area. A
major disaster declaration specially for flooding due to winter storms was made for the County of
Yuba. Properties sustained losses due to flooding including the temporary loss of roadways
which impedes the ability of the CCSD to respond to emergencies within the jurisdiction and
disrupts transportation to local facilities including schools because of the often remote location of
residents. The 2005-2006 winter storms in Yuba County caused damage to many public and
private roads and the YCWA facilities within the CCSD.
Severe storms cause large amounts of runoff, overloading inadequate drainage ditches and
culverts. Poorly maintained dirt and gravel roads are subject to small debris slides and washouts.
Severe storms bring down trees and branches blocking or partially blocking roadways, especially
in periods of heavy snowfall. Downed trees and branches often cause power outages in remote
areas that are hard to access, adding to the impacts of the storm damage.
Camptonville Volunteer Fire Department is impacted due to the reduced accessibility in
responding to emergencies. Snow and ice make travel difficult and dangerous on the winding,
sometimes steep areas of State Highway 49, adding to the number of vehicle accidents.
Camptonville Water District is most impacted during severe storm events. The water system is
the source of water for the town of Camptonville, including the school and about 70 other
customers. Storms accompanied by high stream flows render the Campbell Gulch water source
unusable. The dam often fills with debris, sometimes polluting the water and disabling the intake.
In 1997 during the major winter storms in Yuba County that led to the levee break in the south
county, Campbell Gulch filled with debris and the water system was unusable for several days. If
the storms cause a power outage the alternate source of water, local wells, would also be
unusable.
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Pineapple Express
A relatively common weather pattern
that brings southwest winds to the
Pacific Northwest or California along
with warm, moist air is often called
the Pineapple Express. The name
comes from the source of the
moisture: The tropical Pacific Ocean
near Hawaii, where pineapples are
grown. The Pineapple Express
sometimes produces days of heavy
rain, which can cause extensive
floods. The warm air also can melt
snow in the mountains, further
aggravating flooding. During the
colder parts of the year, the warm air
can be cooled enough to produce
heavy, upslope snow as it rises into
the higher elevations of the Sierra
Nevada or Cascades. Source: USA
TODAY research by Chad Palmer
4.1.2.3 Hazardous Materials
State Highway 49 runs north-south through the CCSD. Trucks carrying hazardous materials
travel local roads continually, delivering gas and propane to the area. State Highway 49 is a
major route to communities further up the mountain. Many of the private campgrounds and local
stores have large volumes of propane on the premises.
Several ways exist to recognize the presence of a hazardous material or the warning signs of a
hazardous material release. The shapes of containers are often a clue that they may be storing
hazardous materials. The federal government has a system for labeling containers used to store
or transport hazardous materials that uses colors and symbols to designate potential hazards.
In Yuba County the Marysville Fire Department would be dispatched to handle the release of any
potentially dangerous spill or exposure. On State Route 49, Cal Trans is responsible for Haz Mat
incidents. The Camptonville VFD would be responsible to respond to an accident, but as a
department would not be responsible to clean up or handle the exposure in any way. CVFD does
respond to small hazardous materials spills, such as gasoline spills at an accident. Any spill over
5 gallons is the responsibility of an official hazardous materials team.
There have not been any incidents in the recent history of the VFD. The risk to exposure to the
school, water system or cemetery would be very minor, as none are located on any major roads
or arteries that would be accessible by truck.
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4.1.2.4 Dam Failure
The Campbell Gulch diversion dam is a wood and concrete structure that impounds about 1500
gallons of water to supply the town of Camptonville and provide water for fire fighting. High
stream flows can cause rock and gravel migration, and debris buildup behind the dam. The
downstream effect from escaping water would not be substantial; however the loss of the water
supply would be devastating to the community and for fire protection.
The Moonshine Creek watershed is in the south west corner of the CCSD. The creek drains into
the Yuba River, and has many small earthen dams. These dams on private land are for the
purpose of creating ponds for local use. Should one of these dams fail the loss would be minimal
to property, except for the loss of the storage facility itself.
The YCWA owns and operates the Log Cabin Dam on Oregon Creek within the boundaries of the
CCSD. The Dam is a diversion dam that is part of a system that conveys water from the North
Yuba River to New Bullard’s Bar via the Camptonville Tunnel.
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4.2 Vulnerability Assessment: Overview
This section assesses the vulnerability of CCSD and CUESD facilities to the profiled hazard
events. The vulnerability assessment considers the types of threats and the potential impact from
loss of use of a facility or infrastructure. The degree of impact is measured in the amount of loss
to the facility owner.
There are several types of methods commonly used to assess vulnerability. The methodology
used in this assessment, the assumptions made, and the data limitations are discussed in the
following section.
A discussion of the population at risk from these hazards can be found is Section 4 of the Yuba
County Multi-Jurisdictional Multi-Hazard Mitigation Plan.
4.2.1 Asset Inventory
Assessing Vulnerability - Identifying Structures
§201.6(c) (2) (ii) (A): The plan should describe vulnerability in terms of the types and numbers
of existing and future buildings, infrastructure, and critical facilities located in the identified hazard
area.
Does the annex or supplement describe vulnerability in terms of the types and numbers of
existing buildings, infrastructure, and critical facilities located in the identified hazard areas?
Does the annex or supplement describe vulnerability in terms of the types and numbers of
future buildings, infrastructure, and critical facilities located in the identified hazard area?
Assets are the buildings and facilities, equipment, and infrastructure owned by a jurisdiction as
well as the population served or within the boundary of the jurisdiction. A review of
Camptonville’s assets was completed in coordination with CCSD, CUESD and insurance
information provided for the Districts. All assets are organized and categorized in a GIS layer so
their locations can be identified with respect to identified hazards.
All of the hazards identified above could have a significant impact on the citizens, residences,
businesses, critical facilities and infrastructure. Critical facilities and infrastructure are those
resources that provide essential services to the public in case of emergency. In the case of
Camptonville that would include the fire station/hall, garage, school, water system and evacuation
routes. Knowing the location of assets in case of a hazard event is important for the community
and outside responders to be able to respond effectively and efficiently. This section details the
assets by noting the function and location. This information will be subsequently used to prepare
the vulnerability assessment that will outline potential mitigation options available to Camptonville
to lessen exposure and to be able to respond quickly to a hazard event.
Critical Facilities and Special Populations/Areas
Critical facilities and infrastructure protected by the CCSD include those public and private
facilities that need to be operational during and after a hazard event to meet the needs of special
populations, public health and safety, or to speed economic recovery for the community.
Special populations identified with demographic data are those that are more vulnerable and may
require special assistance to prepare, evacuate, or recover, and include:
• The young, elderly and persons with disabilities,
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•
•
Special geographic areas that are more vulnerable and may require special assistance to
prepare, evacuate, or recover, and
Recovery facilities- for emergency needs and support as a result of disasters impacting
the valley floor.
Lifeline facilities include transportation, roads and bridges, fuel, gas and communication and
telecommunication including wireless.
A review of all assets, buildings and facilities, equipment, and infrastructure in Camptonville is
listed in Tables 4-3 and 4-4. Figure 4-3 illustrates the location of these facilities, which are
centered in the town of Camptonville.
Table 4–3 CCSD and CUESD Assets
Camptonville
Assets
Camptonville Fire
Department
Camptonville
Union
Elementary
School
Camptonville
Water District
Facilities
Asset
Description
Moonshine
Station
New fire hall
Equipment
Buildings
Replacement
Value ($)
Contents
Value ($)
$65,000
$10,000
$223,885
$250,000
$2,337,489
$75,000
buses & vans
$175,000
Water Plant
$520,000
Table 4–4 CVFD Vehicle Schedule
Year
Description
1984
GMC P/U LTR Support
1975
Ford C8000 PR
1984
Chevy 1T RTL
2007
International Pumper
Lat/Long
N39.40076 W121.10354
$239,160
N39.45901 W121.0421
Vehicle ID
1GDHK34WXDV507117
080DVX48316
1GHBK34W1EV1415129
1HTWEAZR77J441490
Value
$8,000
$10,000
$8,000
$210,000
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Figure 4-3 CCSD and CUESD Assets
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4.2.2
Additional Critical Assets and Infrastructure
CCSD has a population of 656 as of November 2005. This population is vulnerable to each of the
identified hazards, and could suffer losses in the event of an emergency. Table 4-5 summarizes
the improved values of the assets within CCSD as of November 2005. Asset values were
identified using information from the Yuba County Assessor’s Office, with the exception of
government, schools, and utilities. These values are not available through the Assessor’s Office
and were compiled by using the asset inventories and values identified by the County of Yuba,
CCSD and CUESD. Government assets are those owned by governments and include CCSD
assets.
Parcel structural improvement values are taken from the County of Yuba Assessor'
s Office
database of improvements. These improvements are values as assessed by the County
Assessor as of November 2005. Using a GIS, parcel boundaries were joined to the database of
assessed values to create a layer of structural improvement values for each parcel. Land use
codes from the County Assessor defined for each parcel were used to develop an Occupancy
Class (Government, Residential, Commercial, Religious, etc.). For each occupancy class,
improvement values were summed to present a generalization of the total exposure by
occupancy for the Districts.
Table 4–5 CCSD and CUESD Asset Improved Value Summary
Type
Sum.
Improved
Value
Ag/Rural
$423,618
Commercial
Government
$2,359,763
$1,379,885
Industrial
$420,666
Religion
Residential
Schools
Total
$1,119,328
$20,037,304
$2,751,649
$28,492,213
CCSD is responsible for the protection of the infrastructure within its jurisdiction. CCSD and
CUESD are financially responsible for their assets during a hazard event. The function of CCSD
is to provide overall emergency management during disasters. Other special districts and
government agencies also have assets within CCSD, and would be responsible for any costs
associated with a hazard event that affects their infrastructure. Some of these assets include:
US Government facilities
The US Forest Service, Tahoe Division, building at Highway 49 and Marysville Rd., and the US
Post Office in the town of Camptonville.
Private property and Businesses
Residential property and businesses in the CCSD, according to Yuba County Assessor’s data,
has a sum total value as of March 2005 of $45,442,737.00.
Transportation Infrastructure
Two major roads cross the district that allow residents within and surrounding the district access
to other cities and towns in Yuba County and adjacent counties. State Highway 49 connects
residents with Marysville via Marysville Road to the southwest (see following discussion),
Downieville in Sierra County to the northeast, and the cities of Nevada City and Grass Valley to
the southeast. State Highway 49 is a major thoroughfare that provides the surrounding area with
all-season access across the Sierra Nevada, access to recreation sites in the surrounding area,
and the major delivery artery for goods into the area. Marysville Road connects residents of the
district with Highway 20 and the city of Marysville to the southwest and to New Bullards Bar
Reservoir and its recreation areas.
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Dams
Campbell Gulch Dam: The Campbell Gulch diversion dam is a wood and concrete structure that
impounds about 1500 gallons of water to supply the town of Camptonville and provide water for
fire fighting. The Dam is owned by the CCSD as an integral part of the water system.
New Bullards Bar Dam: Owned and operated by Yuba County Water Agency. This lake provides
recreation and flood control on the North Fork of the Yuba River, and hydroelectric power for
Pacific Gas and Electric (PG&E). Numerous recreational facilities are provided by the reservoir
including: camping, boating, fishing, and mountain biking in the surrounding National Forest
lands, especially during summer.
Log Cabin Dam: Owned and operated by Yuba County Water Agency. Receives water from Our
House Dam in addition to water from its upstream watershed. Water from Log Cabin Dam is
diverted to New Bullards Bar Reservoir via the 14.3-foot diameter Camptonville Tunnel.
Electrical Transmission Facilities
A high volume (60 kV) PG&E electrical distribution line crosses the extreme southeastern portion
of the district. This distribution line only spans the county for one mile as electricity is conducted
between Sierra County and Nevada County.
Petroleum/Natural Gas/Chemical Facilities
No known petroleum or natural gas pipelines, storage facilities, or hazardous materials stockpiles
are in CCSD.
Telecommunications Facilities
Important telecommunications facilities in CCSD include a Southwestern Bell Corporation (SBC)
microwave telephone control relay facility at 16554 Calvin Lane in Camptonville.
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Public
Gathering/Recreational
Facilities
New Bullards Bar Reservoir
comprises the west side of
the CCSD and provides
numerous recreation
facilities. Camping, boating,
fishing, and swimming are
provided at New Bullards
Bar Reservoir.
4.2.3 Description of Future Land Use and Development Trends
Assessing Vulnerability – Analyzing Development Trends
§201.6(c)(2)(ii)(C): [The plan should describe vulnerability] in terms of providing a general
description of land uses and development trends within the community so that mitigation options
can be considered in future land use decisions.
For EACH Hazard identified by THIS jurisdiction, does the annex or supplement describe the
impact of land use and development trends within the participating jurisdiction? (With particular
emphasis on future buildings and infrastructure). EXAMPLE: The annex or supplement should
describe how a jurisdiction’s land use and development trends would affect the flood hazard
areas, the fire hazard areas, etc.
Due to the limited number of building sites and strong building codes, Camptonville is unlikely to
experience growth. There are eight, twenty acre parcels on the Pike-Alleghany Road. To date
there are only simple dirt roads into the potential building sites. Current fire code requires very
large holding tanks (at least 10,000 gallons) on each parcel; nothing has been done to meet
those requirements.
The most recent development trend in CCSD is the purchase of existing homes as vacation
homes, decreasing the numbers of permanent residents within the District.
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4.3 Vulnerability Assessment: Estimating Potential Losses
Assessing Vulnerability – Estimating Potential Losses
§201.6(c) (2) (ii) (B): [The plan should describe vulnerability in terms of an] estimate of the
potential dollar losses to vulnerable structures identified in paragraph (c) (2) (I)(A) of this section
and a description of the methodology used to prepare the estimate.
Does the annex or supplement estimate potential dollar losses to vulnerable structures?
Does the annex or supplement describe the methodology used to prepare the estimate?
The terms loss and exposure are used frequently in vulnerability assessments. Loss is the
relative amount of damage that may occur given a particular hazard event, while exposure is the
total value, or replacement cost, for building stock or Camptonville assets. For Camptonville
assets, loss is determined by referencing the location of a facility to the historical or potential
occurrence of a natural hazard and determining the amount of damage that may be sustained,
while exposure is the total value (often quantified as a replacement cost) of assets and facilities to
a hazard event.
Uncertainty is inherent in all vulnerability assessments. This assessment was performed using
the best available data from sources which includes US Census, FEMA, HAZUS, State
Department of Finance, CDF, the County of Yuba, CCSD, and CUESD. In consideration of this,
we must note that the results of the assessment are approximations of relative risk by hazard.
The assumptions made in population sampling methods, the strength of building materials,
uncertainties in hydrologic models, loss estimation techniques where national or regional
assumptions are used to represent local conditions – all represent limitations in scientific
knowledge that must be considered when reviewing the results of the vulnerability assessment.
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4.3.1 Vulnerability to Fire
Fire impacted properties in the CCSD were chosen from the overlay of CAL Fire’s, fire threat
coverage developed in 2004 and the Yuba County Assessor’s parcel data. The determination of
the population at risk was determined using Census 2000 data and California Department of
Finance population growth estimates in GIS. Where possible, the population growth experienced
in the CCSD since the 2000 census estimate was estimated for new construction and new
residents then added to the population loss estimates.
The CAL Fire, fire threat data is
available from CAL Fire’s Fire and
Resource Assessment Program
(http://frap.cdf.ca.gov). This
dataset identifies the relative
threat of wildfire by comparing the
fire frequency of an area to the
potential fire behavior. The fire
frequency or fire rotation half of
the fire threat model considers the
last 50 years of fire history for
land groups (strata) defined by
climate, vegetation, and land
ownership. The factors are
combined into a Fire Rotation
Interval, the number of years it
would take for past fires to burn
an area equivalent to the area of
a given stratum. The fuel rank half of the fire threat model is determined from the combination of
topography, vegetative fuels under severe weather conditions (wind, humidity, temperature, and
fuel moisture), and ladder or crown fuel percent (CAL Fire 2004). These factors are combined
into the five classes of the fire threat model. Five classes of fire threat are developed by
combining these two assessments: Little or No Threat, Moderate Threat, High Threat, Very High
Threat, and Extreme Threat (CAL Fire 2004).
To identify the threat to the Camptonville population, CDF FRAP’s Fire Threat rater was used to
select from the attribute [Threat2people] to compare to the feature class
blocks_fire_threat2people.shp. This shapefile has numerous statistics calculated from the original
source raster. The statistic [Majority] is used to denote the wildfire threat that covers the majority
of the area of the census block. The layer was clipped to the extent of the district boundary. [Pct]
was calculated from [shape_area] / [orig_area]. [Pct_popu] was calculated from [total_popu] *
[pct]. [Pct_popu] was summed by [Majority] fire threat classification.
The parcels that are related to Moderate, High, and Very High wildfire exposure threat have
already been calculated in January 2006. These are present in the feature classes noted above.
These parcels are selected and exported to a new feature class by threat level. Parcels whose
center is located within the boundary of the district were exported out by threat level to a new
feature class. These were then dissolved by [Majority] and the [improv_v] was summed for the
results presented.
In consideration of the model above, there are other factors that contribute to the threat of
wildfire. Meteorological conditions (high winds, recent precipitation, or humidity) or an increase or
decrease in fuel load can contribute to or reduce the risk of wildfire.
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Figure 4-4 Camptonville Fire Hazard Vulnerability
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Figure 4-4 illustrates the fire threat to the community of Camptonville, CCSD, and CUESD and
their facilities. Much of the area within the borders of CCSD and CUESD has been rated as
having a very high fire threat, including the area surrounding the town of Camptonville. A historic
view identifies numerous address points within the districts lying within areas of historic fires. The
community of Camptonville itself has avoided major fires; however, all assets located within he
community are considered to be at risk for potential damage or destruction. Table 4-6 illustrates
the potential cost to the district due to fire.
Table 4–6 CCSD and CUESD Fire Vulnerability
Camptonville
Assets
Camptonville Fire
Department
Camptonville
Union
Elementary
School
Camptonville
Water District
Facilities
Asset
Description
Replacement
Value ($)
Contents
Value ($)
Moonshine
Station
New fire hall
Equipment
$65,000
$223,885
$250,000
$10,000
$75,000
Buildings
buses & vans
$2,337,489
$175,000
$239,160
Water Plant
$520,000
Lat/Long
N39.40076 W121.10354
N39.45901 W121.0421
Table 4–7 Camptonville Population Exposure to Fire
Occupancy Class
Very High Fire Threat
Ag/Rural
$423,618
Commercial
$3,479,091
Industrial
$420,666
Residential
$20,037,304
Total
$24,360,679
There are 651 Camptonville residents living in the CDF Very High fire threat zone.
Any future development within CCSD and CUESD will likely occur in an area that has been rated
as having very high or high fire severity zone. These developments will have to take into account
fire safe techniques and will increase the number of structures that need to be protected by the
CVFD.
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4.3.2 Vulnerability to Severe Winter Storms
CCSD and CUESD’s critical facilities are exposed to severe winter storm threat by the direct
destruction of structures and infrastructure. Severe winter storms can occur from October
through May. Severe winter storms impacted properties in the County were chosen from the
County’s historic damage assessment records.
Information on the flood damage that occurred during the 2005-2006 Winter Storm was provided
to the County and OES to support a request for federal assistance.
Figure 4-5 identifies the properties that are vulnerable to severe winter storms within the borders
of CCSD and CUESD. There have been historic occasions of high water resulting from severe
winter storms affecting residents in the town of Camptonville, however many of the costs are
negligible. The vulnerability to CCSD is primarily through the potential increase in response time
due to impassable roads. A cost estimate of the damages associated with this hazard is difficult
to obtain due to a lack of available data. Future vulnerability assessments will attempt to obtain
the data necessary to obtain an accurate portrayal of the vulnerability of CCSD and CUESD to
this hazard. Table 4-8 identifies those structures within CCSD and CUESD that are potentially
vulnerable to this hazard. Dollar amounts are assessed value of the structures. Damages from
this hazard will likely be less than the total value of the structure.
Table 4–8 Camptonville Winter Storm Vulnerability
Camptonville
Assets
Camptonville Fire
Department
Camptonville
Union
Elementary
School
Camptonville
Water District
Facilities
Asset
Description
Replacement
Value ($)
Contents
Value ($)
Moonshine
Station
New fire hall
Equipment
$65,000
$223,885
$250,000
$10,000
$75,000
Buildings
buses & vans
$2,337,489
$175,000
$239,160
Water Plant
$520,000
Lat/Long
N39.40076 W121.10354
N39.45901 W121.0421
Future development could impact CCSD and CUESD’s vulnerability to severe winter storms.
Construction of new structures adjacent to the streams within the District could increase the
exposure to the CCSD due to an occurrence of the severe winter storm hazard. Additional
growth could also cause an increase in the areas that could be inaccessible due to impassable
roads.
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Figure 4-5 Camptonville Severe Winter Storm Vulnerability
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4.3.3 Vulnerability to Hazardous Materials
Man-Made Hazardous Materials usually does not impact property by directly destroying
structures. Man-made hazardous materials events could impact the CCSD through the release of
a toxic gas plume (chlorine, ammonia, or propane gases), a substance release that contaminates
the groundwater or soil (diesel or gasoline) which can then cause chronic or long-term effects.
Marysville Rd. and Highway 49 are the major arteries through the CCSD. These roads are
heavily traveled by large trucks. Possible HazMat events would most likely be the result of a
traffic accident involving trucks transporting hazardous materials or the result of a diesel and gas
spill.
Another source is clandestine illegal substance labs. These clandestine labs can produce
methamphetamine in as few as six to eight hours (Swetlow, 2003) and generate between five and
seven pounds of toxic waste for every pound of methamphetamine (Butterfield, 2004; NCDOJ,
2004).
The vulnerability to this hazard for CCSD is primarily through response costs to a spill on state
highway 49, or a hazardous materials incident within the district. CVFD responds to small
hazardous materials spills, such as gasoline spills at an accident. Hazardous materials spills
over 5 gallons are the responsibility of a hazardous materials response team. The costs
associated with a spill vary depending on several factors, including:
• Amount of time needed
• Which vehicle responded
• Number of volunteer firefighters used
• Type of clean-up kit or materials used
Sites containing hazardous materials are registered with Yuba County Environmental Health, who
shares this information with CVFD to prepare the department for potential hazardous materials
incidents (Figure 4-6)
The estimated cost to CCSD is at minimum $450 per spill. This figure is arrived at by estimating
that the CVFD fire engine responded with 4 firefighters with a 3 hour clean-up process using a
simple kit. Dollar values were estimated on hourly costs obtained from the state of California.
Further estimates indicate that the costs could increase to $900 per incident, or higher.
Future building within CCSD could impact the vulnerability to this hazard if those structures
contain hazardous materials. These sites must be registered with Yuba County Environmental
Health, which makes this information available to the fire department. Additionally, growth both
within and outside the district could increase the amount of hazardous materials traffic on State
Highway 49.
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Figure 4-6 CCSD Hazardous Materials Sites
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4.3.4 Vulnerability to Dam Failure
The town of Camptonville is vulnerable to failure of the Campbell Gulch Dam which impounds
water for the town. The dam is upstream and impounds a maximum of 1500 gallons of water at
any time. Though Camptonville would be impacted by the surge of water, the loss of the water
conveyance facilities and the ability to impound the water would be the greatest impact to the
residents of the town of Camptonville. It is difficult to estimate a cost for lack of water to CCSD
residents.
The Moonshine Creek has several small earthen dams on private land for the purpose of creating
ponds for local use. Should one of these dams fail the loss would be minimal to property, except
for the loss of the storage facility itself.
YCWA owns and operates the Log Cabin Dam on Oregon Creek within the boundaries of the
CCSD. The Dam is a diversion dam that is part of a system that coveys water from the North
Yuba River to New Bullard’s Bar via the Camptonville Tunnel. Should the dam fail there would be
little impact downstream due to the steep narrow canyon and the small amount of water
impounded (Figure 4-7).
Future development within the district could increase the vulnerability to this hazard. Additional
homes and structures on the water system would increase the numbers of those that would be
affected by a lack of ability to impound water.
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Figure 4-7 Log Cabin Dam Inundation Area
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5 Mitigation Strategy
The mitigation strategy was developed as part of the Yuba County Hazard Mitigation Project.
The strategies and potential projects were developed as part of the overall planning process,
which can be seen in greater detail in Section Two of the Yuba County Multi-Jurisdictional MultiHazard Mitigation Plan.
The information in the hazard vulnerability analysis and loss estimation information was used as a
basis for developing mitigation goals and objectives. Mitigation goals are defined as general
guidelines explaining what Camptonville wants to achieve in terms of hazard and loss prevention.
Goal statements are typically long-range, policy-oriented statements representing Camptonville’s
visions. Objectives are statements that detail how Camptonville’s goals will be achieved, and
typically define strategies or implementation steps to attain identified goals. Other important
inputs to the development of goals and objectives include performing reviews of existing local
plans, policy documents, and regulations for consistency and complementary goals. Stakeholder
participation and community outreach to support the process of identifying hazard, risks, and
mitigation goals were essential in the development of comprehensive goals.
Local strategies were developed by the Camptonville Planning Committee in cooperation with the
USFS, fire department, water district, and school district. In addition CCSD participates in the
Yuba Watershed Protection and Fire Safe Council and other foothill fire departments to develop
regional fire safe plans and coordinate mitigation activities.
From the identified strategies goals were developed to reduce or prevent loss from identified
hazards. To determine the effectiveness in accomplishing and prioritizing each goal, a set of
criteria was applied.
5.1 Unique Mitigation Goals to Reduce Vulnerabilities
DMA 2000 Requirements – Mitigation Strategy
§201.6(c)(3): The plan shall include a mitigation strategy that provides the jurisdiction’s blueprint
for reducing the potential losses identified in the risk assessment, based on existing authorities,
policies, programs and resources, and its ability to expand on and improve these existing tools.
Does the annex or Supplement include a description of mitigation goals to reduce or avoid long
term vulnerabilities to each of this jurisdiction’s identified hazards?
Goal #1: Provide emergency response to lessen the effect of personal injury, loss of life,
and damage to CCSD/CUESD assets, private property and the environment from natural
and man–made hazards through the CCSD Volunteer Fire Department.
• Enforce existing local, state and federal fire safe codes and regulations
• Implementation of hazard mitigation programs and strategies
• Protection of life, property, and the environment before disasters occur
Goal #2: Enhance and improve CCSD/CUESD assets and support the identification of
resources to address hazards, and improve capabilities for emergency response and
recovery.
• Enhance and improve response plans to all emergency situations
• GPS all critical assets, water sources, and emergency access points/roads
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•
Continue coordination with Fire Safe and all Stakeholders to collaborate in Fire Mitigation
Planning and Strategies.
Goal #3: Provide Public Education and Information Programs to encourage citizen and
business participation in hazard prevention and mitigation strategies to minimize losses.
• Fire Mitigation Outreach to the public, schools featuring exemplary projects, Fuel
Reduction Projects and emergency preparedness.
• Ensure road access for emergency vehicles remain clear and free of vegetation.
• Ensure that all lifeline infrastructure are able to withstand hazard events or have
contingency plans to quickly recover after a fire or disaster
• Develop disaster preparedness program among the general public and businesses, the
resort industry, to address evacuations, preparedness and protection.
Goal #4: Continue support of mitigation actions for the public and private sector and
collaboration with other stakeholders
• Fire Safe Chipper Program
• County Roads and Public lands fire mitigation projects
• Ensure road access for emergency vehicles remain clear and free of vegetation.
• Ensure that all lifeline infrastructure is able to withstand hazard events or have
contingency plans to quickly recover after a fire or disaster
Goal #5: Provide support for essential critical facilities and infrastructure to provide
emergency access and egress for the community for all hazards.
• Support Yuba County Rural Fire Joint Powers Agency Dispatch as alternate system
during hazard events
• Enhance emergency communication systems to sustain damage and remain operational
in power failure for redundancy in communications for remote areas
• Back up generators for critical facilities to ensure critical services and emergency needs
• Identify and support facilities to serve as shelters during an emergency
Goal #6: Develop a training program to ensure that all involved personnel efficiently and
effectively carry out responsibilities to support emergency plans in compliance with NIMS
and SEMS.
• Achieve a level of readiness for firefighter volunteers to support coordinated emergency
response training and exercises
• Develop a community-based network that double-functions as a Community Emergency
Response Team with CCSD/CUESD and provide input into mitigation planning
.
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5.2 Identification and Analysis of Mitigation Actions
DMA 2000 Requirements – Mitigation Strategy
Multi-Jurisdictional Mitigation Actions
§201.6(c) (3) (iv): For multi-jurisdictional plans, there must be identifiable action items specific to the jurisdiction requesting FEMA approval or
credit of the plan.
Does the plan include at least one identifiable action item for each participating jurisdiction requesting FEMA approval of the plan?
AND Does the Annex of Supplement for this jurisdiction identify and analyze, for at least one action item;
1. How this action is prioritized in comparison to other proposed actions (For example, is there a discussion of the process and criteria used to
determine its priority).
2. How was (or will) cost-benefit criteria be considered for this action, and will cost-benefit be used in the prioritization of this action (as compared
to other proposed jurisdiction actions).
3. How will this mitigation strategy/action be implemented and administered? (For example, does it identify the responsible department, existing
and potential resources, and time frame?)
The recommended actions were compiled by CCSD and the Yuba County Hazard Mitigation Project during Stakeholder Committee meetings and
the CCSD community meetings. They were also considered as part of an overall fire prevention strategy employed by the fire departments of the
Yuba County foothills. The identified projects complement those projects identified in Section Five of the Yuba County Multi-Jurisdictional MultiHazard Mitigation Plan.
The actions were identified and prioritized in consideration of cost-benefit and environmental concerns. Those projects that were not considered
feasible were not considered for inclusion on the final project listing. A complete list of the actions considered can be found in Section 5.5 of the
Yuba County Multi-Jurisdictional Multi-Hazard Mitigation Plan.
All proposed mitigation actions are based on a sound planning process that accounts for the inherent risk and capabilities of CCSD and CUESD.
Table 5-1 identifies those projects identified by CCSD and CUESD. The table includes the implementation strategy for these projects, including
potential funding sources, the responsible parties, the proposed timeline, and the estimated cost.
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Table 5–1 CCSD Hazard Mitigation Actions
Category
Action Item
Goal
Fire
Camptonville School Retrofit
sprinkler system
2
Background
Statement
The school has no
internal sprinkler
system to protect
facilities
Estimated
Cost
$100,000
Benefits
Increased fire
protection, and to
protect lives and
property
Fire
3
30,000 gal water
tank for increased
fire protection
$40,000
Fire
Water District Water tank
3
$40,000
High
Protect or reduce
loss to facilities
from fire
DHSFEMA,
USDA, Fire
Safe, High
Sierra
RC&D,
Assistance
to
Firefighter
Grant
May 2008
High
Increased fire
protection, and
reduced fire
insurance rates
for local
inhabitants
DHSFEMA,
USDA, Fire
Safe, High
Sierra
RC&D,
Assistance
to
Firefighter
Grant
May 2008
High
Responsible Party: CCSD, CUESD, Fire Safe Council, USFS
Priority
December
2008
Responsible Party: CCSD, CUESD, Fire Safe Council
Increase available
water supply for fire
fighting through the
hydrant system in
town
Timeline
DHSFEMA,
Williams
Act
Responsible Party: CCSD, CUESD
Camptonville School Water
tank
Funding
Source
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Category
Action Item
Goal
Background
Statement
Four 10,000 gal
water tank projects
for increased fire
protection at:
• Rebel Ridge
Fire
Water Tank Installation
3
• Moonshine
Road
• Pendola Road
• Pendola
Extension
Responsible Party: CCSD, CUESD, Fire Safe Council, USFS
CCSD fire station is
Modernization/Improvement
Fire
2
in need of
to Moonshine Rd. fire station
modernization
Responsible Party CCSD, Fire Safe Council
Water source
signage for fire
suppression and
GSP equipment and
GPS of water tanks
Fire
3
Emergency Signage
and sources.
Address signage to
expedite
emergency access
Responsible Party: CCSD, Fire Safe Council, Yuba County
Estimated
Cost
Benefits
$40,000
Increased fire
protection, and
reduced fire
insurance rates
for local
inhabitants
$250,000
Improved safety
and functional
use.
$100,000
Ease of water
source and
address location
and identification
under less than
optimal
conditions
88
Funding
Source
DHSFEMA,
USDA, Fire
Safe, High
Sierra
RC&D,
Assistance
to
Firefighter
Grant
Timeline
Priority
December
2007
High
DHSFEMA,
AFG
May 2008
High
DHSFEMA,
BLM, CDF,
Assistance
to
Firefighter
Grant
Annual
High
Annex C
Camptonville
________________________________________________________________
Category
Action Item
Goal
Background
Estimated
Statement
Cost
Fire prevention is
the key to fire
reduction through
community
Fire prevention public
education and
education and outreach
Fire
6
individual
$50,000
information and participation
involvement in
in fire mitigation practices
implementation of
fire mitigation
measures and
activities
Responsible Party: CCSD, CUESD, Fire Safe Council, USFS, Yuba County
Continued fuel
$75,000 reduction through
Fire
Fuels Reduction Projects
2
mechanical
$150,000
treatment
Responsible Party: CCSD, USFS, Fire Safe Council
Benefits
Timeline
Priority
An educated
public is more
likely to practice
fire safe
measures,
decreasing the
potential cost of
fire
DHSFEMA,
HMGP,
Yuba Fire
Safe
Annual
High
Reduction in
damage from
wildfire
FEMAHMGP, Fire
Safe, Prop
40
Annual
High
DHSFEMA,
HMGP, Fire
Safe, CDF,
Assistance
to
Firefighter
Grant
Annual
High
Annual
standardized
training of all
A 24–hour County–
departments
wide wildland
together with
training/drill for all
three objectives:
fire departments to
firefighter safety;
cover firefighter
working together
$50 per
Fire
Wildland Fire Training
3
safety, basic skills
as a team
individual
testing, wildland–
county–wide;
urban interface fire
equipment
fighting, equipment
readiness
inspection,
inspection.
ICS/NIMS/SEMS
Training burn
area may rid
area of invasive
species
Responsible Party: CCSD, Fire Safe Council, Yuba County, Yuba County fire departments
Funding
Source
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________________________________________________________________
Category
Hazardous
Materials
Action Item
Hazardous Materials
response equipment and
training
Goal
3
Background
Statement
CCSD is the first
agency to respond
to HAZMAT spills
within its district.
The materials will
be used to contain
spills until a fully
equipped
Hazardous
Materials Team
arrives
Responsible Party: CCSD, Fire Safe Council, Yuba County
Evacuation
Planning and
Exercise for
potential
Evacuation Planning and
All
3
emergency is
Hazards
Exercise
essential for
emergency
response and predisaster planning
Evacuation
Planning and
Evacuation Planning and
All
6
Exercise for
Hazards
Exercise
seasonal
recreational visitors
Responsible Party: CCSD, USFS, Fire Safe Council, YCWA
Estimated
Cost
$50,000
$50,000
$50,000
Benefits
Funding
Source
Timeline
Priority
Prevent spread
and
contamination of
personnel and
the environment.
DHSFEMA,
CalTrans
December
2007
High
Mitigation of loss
of life
DHSFEMA, Fire,
HMGP, Fire
Safe,
private
Annual
High
Mitigation of loss
of life
DHSFEMA, Fire,
HMGP, Fire
Safe,
private
Annual
High
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Annex C
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________________________________________________________________
Category
All
Hazards
Action Item
Emergency Access Routes
Goal
2
Background
Statement
Improve evacuation
routes in areas with
limited access and
egress routes for
identified flood &
fire evacuation
routes
Estimated
Cost
All
Hazards
Back up generators
3
Timeline
Priority
$100,000
DHSFEMA.
CDF,
private
grant funds
Annual
High
$100,000
Fire, flood, &
snow disrupt
power & phone
lines for more
that a week at
times
DHSFEMA ,
Utility
Company
grants, &
County
mitigation
fees
December
2007
High
Responsible Party: CCSD, CUESD, Fire Safe Council
Funding
Source
Improve
evacuation
routes in areas
with limited
access and
egress routes for
identified flood &
fire evacuation
routes
Install generators
with fixed, hard
wires with
approved electrical
switches at fire
station and school.
Benefits
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________________________________________________________________
5.2.1 Prioritization and Implementation of Mitigation Actions
In compliance with the DMA 2000, described below is the information regarding prioritizing
mitigation actions and the requirements for the implementation of mitigation strategies.
The recommended actions were developed and reviewed by the planning committee and
Stakeholders. Actions and proposed projects were rated the in consideration of cost-benefit,
environmental impacts and feasibility concerns.
It is understood that the mitigation strategies adopted in this plan are recommendations only, and
they must be approved and funded in order to be implemented as official Hazard Mitigation
Strategies for CCSD and CUESD. Actions may be implemented by the Districts, either solely or
in conjunction with other governmental agencies, special districts or the community.
The Hazard Mitigation Planning Committee acknowledges that these actions will go through a
rigorous and detailed environmental, historic, or benefit to cost analyses prior to implementation.
Although such considerations were considered in the prioritization of these strategies, further
analyses will be undertaken before these strategies become scheduled for implementation.
Upon adoption by the CCSD and CUESD Boards of Directors, the selected strategies will be
further developed and considered for implementation as funding becomes available. The plan
describes potential sources of federal, state, local and private funding, and general procedures to
obtain that funding
5.3 Plan Maintenance
DMA 2000, §201.6(d) states “[Local] plans must be reviews, revised if appropriate, and
resubmitted for approval within five years in order to continue to be eligible for…project grant
funding.”
Per FEMA’s Multi-Hazard Mitigation Planning Guidance:
[Local] Plans must demonstrate that progress has been made…in the past five years…to
fulfill commitments outlined in the previously approved plan. This will involve a
comprehensive review and evaluation of each section of the plan…Plan updates may
validate the information on the previously approved plan, or may involve a major rewrite.
In any case, a plan update is NOT an annex to the previously approved plan; it must
stand on its own as a complete and current plan.
The Camptonville Planning Committee will be responsible for updating and maintaining the local
plan annex and ensuring that those activities outlined in Table 5-1 are being implemented as
expected. Further, the Districts will update plan information as it becomes available; including
updating the asset inventory and risk assessment section as updated information is received.
Hazards not currently identified as high hazards should be monitored for consideration and
possible inclusion in further updates.
It is a goal of the Camptonville Planning Committee to develop a stand-alone Local Hazard
Mitigation Plan using the foundation of the Plan Annex to the Yuba County Multi-Jurisdictional
Multi-Hazard Mitigation Plan during this five year cycle.
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________________________________________________________________
6 References
Butterfield. NCDOJ, 2004.
California Building Commission. Wildland-Urban Interface Codes 2005.
California Department of Finance. Population Growth Estimates
California Department of Transportation. Highway Damage Emergency Operations Plan.
California State Government Code §16271[d]).
California State Government Code §61000-61850. Community Services District Law.
California State Public Resources Code 4291
CAL Fire. Fire Threat Coverage, 2004
CAL Fire. http://frap.cdf.ca.gov Fire and Resource Assessment Program. Fire Threat Data,2004
CAL Fire http://frap.cdf.ca.gov Fire and Resource Assessment Program. Fire Threat Rater.
Camptonville. www.camptonville.com/ecdevplan.html Economic Development Plan August
2001.
Camptonville. www.camptonville.com/about_us.html About Us.
Camptonville. www.camptonville.com/ccp.html Camptonville Community Partnership
Camptonville. www.camptonville.com/schools.html Schools
Camptonville. www.camptonville.com/history.html History
FEMA. 2001. State and Local Mitigation Planning How-To Guide: Understanding Your Risks,
Identifying Hazards and Estimating Losses. Ver. 1.0, August 2001.
FEMA. Workshop document #1 “Identify the Hazards”
Mizany, Kimia & Manatt, April. What’s So Special About Special Districts?; A citizens Guide to
Special Districts in California. Third Edition February 2002.
Multi-Hazard Emergency Operations Plan.
Nevada-Yuba-Placer Fire Management Plan 2005
Swetlow, 2003
U.S. Census Bureau. 2000. “Census 2000 Summary File 1”. May 27, 2005
<http://factfinder.census.gov/servlet/GCTTable?_bm=y&-geo_id=04000US06&_box_head_nbr=GCT-PH1&-ds name=DEC_2000_SF1_U&-format=ST-2>.
Census 2004 Estimate
Yuba County Assessor’s Office. Asset Values, November 2005
Yuba County Assessor’s Office. Database of Improvements, November 2005
Yuba County Assessor’s Office. Land Use Codes, 2005.
Yuba County Assessor’s Office. Parcel Data, 2005
Yuba County. Asset Inventories and Values 2005
Yuba County. Hazardous Materials Emergency Response Plan
Yuba County. Multi-Hazard Emergency Operations Plan.
Yuba County Water Agency. Emergency Action Plan
Yuba Sutter Disaster Plan for Domestic Animal Disaster Assistance
Additional References may be found in the Yuba County Multi-Jurisdictional Multi-Hazard
Mitigation Plan.
93

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