EAST PALO ALTO CITY COUNCIL
STUDY SESSION AGENDA
Tuesday, March 25, 2025, 6:00 PM
EPA Government Center
2415 University Avenue, First Floor
East Palo Alto, CA 94303
NOTICE
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International numbers available: https://zoom.us/u/aMWYF4KT East Palo Alto City Council March 25, 2025 Agenda
1 1. CALL TO ORDER AND ROLL CALL
2. APPROVAL OF THE AGENDA
3. PUBLIC COMMENT
4. STUDY SESSION
4.1 Emergency Preparedness Program work plan review
5. COUNCIL REPORTS
6. ADJOURNMENT
REQUESTS TO APPEAR REMOTELY
Pursuant to Government Code Section 54953, members of the body may appear remotely for the following reasons:
1. Teleconference Exception (Gov’t Code § 54953(b)): None.
2. Just Cause (Gov’t Code § 54953(j)(2)(D)): None.
3. Emergency Circumstances (Gov’t Code § 54953(f)(A)(ii) (Approval Required)) Councilmember Webster Lincoln.
General description (a physical or family medical emergency that prevents a member from attending the meeting in person, Gov’t Code § 54953(j)(1)) Affirmation (18 year or older participants)
Admonitions: (a) video and audio must remain on; (b) disruption causes cease of council action.
Recommendation:
Receive an informational report from staff regarding the City’s Emergency Preparedness Program and provide staff with direction regarding the prioritization of projects and budget considerations to improve the overall program.
East Palo Alto City Council March 25, 2025 Agenda
2 This AGENDA is posted in accordance with Government Code Section 54954.2(a) This Notice of Availability of Public Records: All public records relating to an open session item which are not exempt from disclosure pursuant to the Public Records Act, that are distributed to the majority of the City Council will be available for public inspection at the City Clerk’s Office, 2415 University Avenue, East Palo Alto, CA at the same time that the public records are distributed or made available to the City Council. Such documents may also be available on the East Palo Alto website www.cityofepa.org subject to staff’s ability to post the documents prior to the meeting. Information may be obtained by calling (650) 853-3100.
The City Council meeting packet may be reviewed by the public in the Library or the City Clerk's Office. Any writings or documents pertaining to an open session item provided to a majority of the City Council less than 72 hours prior to the meeting, shall be made available for public inspection at the front counter at the City Clerk's Office, 2ND Floor, City Hall, 2415 University Avenue, East Palo Alto, California 94303 during normal business hours. Information distributed to the Council at the Council meeting becomes part of the public record. A copy of written material, pictures, etc. should be provided for this purpose.
East Palo Alto City Council Chambers is ADA compliant. Requests for disability related modifications or accommodations, aids or services may be made by a person with a disability to the City Clerk's office at (650) 853-3127 no less than 72 hours prior to the meeting as required by Section 202 of the Americans with Disabilities Act of 1990 and the federal rules and regulations adopted in implementation thereof.
DECLARATION OF POSTING
This Notice is posted in accordance with Government Code §54954.2(a) or §54956. Members of the public can view electronic agendas and staff reports by accessing the City website. Under penalty of perjury, this Agenda was posted to the public at least 72 hours prior to the meeting.
POSTED: March 14, 2025
ATTEST:
James Colin
City Clerk
Upcoming meetings:
Regular Meeting April 1, 2025 6:30 PM
Regular Meeting April 15, 2025 6:30 PM
Study Session April 25, 2025 6:00 PM
East Palo Alto City Council March 25, 2025 Agenda
3 STUDY SESSION ITEM 4.1
EAST PALO ALTO
CITY COUNCIL
STAFF REPORT
DATE: March 25, 2025
TO: Honorable Mayor and Members of the City Council
VIA: Melvin E. Gaines, City Manager
BY: Shiri Klima, Assistant City Manager
Denise J. Garcia, Assistant to the City Manager
SUBJECT: Emergency Preparedness Program work plan review Recommendation
Receive an informational report from staff regarding the City’s Emergency Preparedness Program and provide staff with direction regarding the prioritization of projects and budget considerations to improve the overall program.
Alignment with City Council Strategic Plan
This recommendation is primarily aligned with:
Priority: Promote Health & Public Safety
Executive Summary
The City of East Palo Alto faces significant risks from flooding, earthquakes, and, to a lesser extent, wildfires. To address these threats, the City plans to strengthen its emergency preparedness program. This report outlines the City’s current efforts, identifies critical gaps, and provides recommendations to enhance the City’s emergency preparedness and response efforts.
The City’s key efforts include maintaining the Emergency Operations Plan (EOP), leading public communications, activating and operating the Emergency Operations Center (EOC), and coordinating local response and recovery efforts. Key partnerships with agencies such as San Mateo County Department of Emergency Management (SMCEM), Menlo Park Fire District (Menlo Fire), San Mateo County Emergency Medical Services (EMS), the Red Cross, and local 4 STUDY SESSION ITEM 4.1
nonprofits significantly enhance the City’s capacity to assist residents during disasters.
Despite ongoing initiatives—such as staff training, community outreach, and capital improvement projects like Strategy to Advance Flood protection, Ecosystems and Recreation (SAFER) Bay and the Woodland/Palo Alto Emergency Intertie—several foundational gaps remain. The City’s EOP has not been updated since 2011 and lacks a dedicated Crisis Communications Plan. Additionally, there is a need for more staff and community training, improved Community Emergency Response Team (CERT) program participation, expanded emergency shelter planning, and formalized partnerships with community organizations to ensure reliable emergency supplies and resource distribution.
To address these challenges, staff recommends a prioritized work plan that will primarily take place in Year 1, FY 25-26. This year, FY 24-25, much of the work has focused on information gathering, which included interviewing relevant stakeholders, gathering past materials, and preparing the proposed work plan. Staff is prepared to on Year 1 activities before FY 25-26 begins by using FY 24-25 funding. Projects in the work plan that will span FY 24-25 and FY 25- 26 include updating the EOP, developing a Crisis Communications Plan, upgrading EOC equipment, and expanding staff training and community engagement initiatives. Key partnerships will be leveraged to offer CERT and emergency preparedness trainings, while outreach campaigns will focus on increasing SMC Alert subscriptions and promoting preparedness resources such as Red Cross’s Sound the Alarm program.
Staff recommends an initial investment of $160,000 to support these foundational efforts. City Council guidance is requested on funding priorities and additional initiatives to improve the City’s Emergency Preparedness Program.
Background
In the event of a disaster, the first line of defense is individual household being self-reliant for the first 72 hours. That includes storing enough drinking water and food, medication, emergency lights, breathing protection devices, tools, first aid supplies, baby formula and diapers, sanitation and hygiene materials, and other necessities.
The City of East Palo Alto provides additional public safety and emergency preparedness services within our jurisdiction. Given the City’s vulnerability to flooding, earthquakes, and to some extent, wildfires, a strong and coordinated emergency management approach is valuable.
This report provides an overview of the City’s role, partnerships with key agencies, and opportunities to enhance disaster preparedness and response for our residents.
Analysis
Introduction to Emergency Preparedness in East Palo Alto The City of East Palo Alto may serve as the first line of response during emergencies and, therefore, has put forth efforts toward emergency planning and preparedness, response and 5 STUDY SESSION ITEM 4.1
coordination, and recovery and resilience. The City maintains the EOP, organizes community outreach efforts, coordinates with multiple jurisdictions, and provides disaster preparedness education and real-time updates through social media, e-newsletters, and printed materials.
Infrastructure and Capital Improvement Projects
The Public Works Department plays a critical role in supporting emergency preparedness through several capital improvement projects:
SAFER Bay project: a long-term project designed to build infrastructure that protects East Palo Alto residents and facilities within the 100-year floodplain from sea level rise. Emergency Intertie with City of Palo Alto at Woodland Avenue: a soon to be completed project that enables the City to obtain emergency water from City of Palo Alto iif needed. Water Tank Siting Study: an ongoing study to identify locations for water storage tanks to ensure water access in the event water from San Francisco Public Utilities Commission (SFPUC) is not available.
San Francisquito Creek Improvements: with the San Francisquito Creek Joint Powers Authority (SFCJPA), the City is designing and constructing improvements upstream of Highway 101 (Reach 2) to improve flood water conveyance where a portion of East Palo Alto, along Woodland Avenue, will be impacted.
Unfunded Capital Projects for Water Supply Resilience
There are a number of unfunded capital projects related to water supply in the City’s capital improvement plan that would further enhance emergency preparedness. These projects include:
A second groundwater well at Pad D – estimated cost $4,425,000. Emergency Water Connections: proposed connections with Menlo Park at O’Brien Dr and Kavanaugh Dr ($365,000), as well as with water companies - O’Connor Tract Co-op ($350,000) and Palo Alto Park Mutual ($545,000).
Strengthening Emergency Preparedness Efforts
City staff are currently focused on foundational emergency preparedness efforts, including reviewing emergency plans, developing outreach materials, and initiating staff training. The City’s EOP (which includes organizational concerns in an emergency, such as issuing payroll and keeping our police vehicles full of gas) has not been updated since 2011, and staff requests funding to obtain a consultant to update it as well as to develop a Crisis Communications Plan.
Staff are drafting educational materials (that will eventually be translated) on emergency preparedness for City staff and community members, with a focus on flood and earthquake preparedness and countywide coordination.
Additionally, staff are integrating Incident Command System (ICS) 100 and 200 training into new hire orientation for all new City employees, tracking the completion of ICS 100 for all current employees and ICS 200 for all managers and supervisors, and exploring tracking mechanisms for additional training such as CPR and First Aid. This will ensure all staff are trained on the 6 STUDY SESSION ITEM 4.1
basic principles of an ICS and general staff roles. Staff is also hosting quarterly Community Organizations Active in Disasters (COAD) meetings. A recent assessment of community organizations has identified key stakeholders to include in emergency response planning. Staff are also evaluating Emergency Operations Center (EOC) inventory and identifying resource needs.
In the second quarter of the calendar year 2025, staff’s current work plan includes efforts focused on staff training and community engagement. Key staff and recreational personnel will complete emergency response training, and the City will partner with Menlo Fire to conduct a mock EOC drill (which we understand have not been conducted since Covid). Staff will launch a social media and newsletter campaign to improve public communication, and staff will distribute emergency preparedness materials through community organizations, businesses, healthcare facilities, schools, and property management companies.
During the third and fourth quarters of this calendar year, staff plans to expand to community training opportunities. Partnerships with Climate Resilient Communities, Menlo Fire, rEPAct, and Hood Squad will be leveraged to promote emergency preparedness. Community workshops and drills will be co-coordinated to ensure residents feel confident following safety protocols. Staff will also work to identify potential emergency shelter sites and resources.
Roles of Partner Organizations:
The City of East Palo Alto plays a critical role in emergency preparedness and response, but many external agencies also provide essential support. Staff’s understanding of the City’s primary roles includes maintaining emergency plans, facilitating public communication, activating the EOC, coordinating local response efforts, and supporting recovery and rebuilding efforts.
Several key partners play distinct roles that complement the City’s work:
San Mateo County Department of Emergency Management (SMCEM, formerly DEM):
Coordinates countywide preparedness, response and protection services and activities for large-scale incidents and disasters. SMCEM is responsible for alerting, notifying, and coordinating appropriate agencies within the cities in San Mateo County and unincorporated County areas when disaster strikes; coordinating all agencies that respond, ensuring resources are available and mobilized in times of disaster; developing plans and procedures in response to and recovery from disasters; and developing and providing preparedness materials for our residents. The SMCEM staff maintains and operates a 17,500 square-foot Regional Operations Center in Downtown Redwood City, which serves as the County’s EOC, a centralized location to facilitate a coordinated response during a major emergency or disaster.
Menlo Fire: Responsible for fire suppression and emergency medical response. The agency also provides support to our Police Department by recommending strategies for implementation and coordination of emergency evacuations. Menlo Fire also administers the Community Emergency Response Team (CERT) program, training community 7 STUDY SESSION ITEM 4.1
members to assist in emergencies. Menlo Fire also has a Spanish CERT program called, Listos. This is family-oriented and conversational and delivered in a format that is culturally and linguistically appropriate for Spanish-speaking residents. San Mateo County Emergency Medical Services (EMS): Maintains access to a federal list of vulnerable residents who may require special assistance during an emergency.
While access to this list is restricted under Health Insurance Portability and Accountability Act of 1996 (HIPAA) regulations, EMS can provide support when an emergency is activated. EMS is also working on developing a list of volunteer healthcare providers that can be dispatched as needed.
Red Cross: Manages emergency shelter operations at the request of, and in collaboration with, the City of East Palo Alto, surveys shelter sites, and provides disaster relief assistance. The Red Cross volunteers surveyed and verified the YMCA of East Palo Alto and Faith Missionary Baptist Church as emergency shelter sites that can fit 100 people per site. Red Cross offers to train City staff and community members on how to open and run an emergency shelter at no cost. Additionally, Red Cross volunteers install free smoke alarms nationwide, as part of their Sound the Alarm events. Red Cross volunteers offered to host community events where volunteers install free smoke alarms and share fire safety information to EPA residents. Red Cross also works in conjunction with Menlo Fire to provide free disaster preparedness training opportunities for anyone in our community who is interested, including businesses, organizations, and individuals Ravenswood Family Health Center: The Ravenswood Family Health Network is headquartered in East Palo Alto and it’s Health Center is the only medical facility within the City. Partnership with the Ravenswood Family Health Center is critical during an emergency since they can provide assistance during a medical emergency. They also assist with HAM radio communications in case the City loses radio connection with the County’s Communications office during an emergency.
Local Food Pantries and Nonprofits: These organizations provide food and resource distribution, but not all of them are currently part of a formal emergency supply plan with the City. Nonprofits and community organizations are also valuable resources in the City because they are trusted sources within the community and have networks City staff may not be in touch with. There is potential for the City to collaborate with community organizations to share emergency preparedness resources and outreach materials to their networks. Establishing official partnerships could ensure better coordination during disasters.
While these organizations provide essential services, the City continues to lead overall emergency coordination and communication. Strengthening partnerships and clarifying roles will be essential to an effective emergency response strategy.
Opportunities for Improvement:
Staff has identified six foundational pieces for Year 1:
8 STUDY SESSION ITEM 4.1
1. Outdated Emergency Operations Plan (EOP): The outdated EOP is a major issue, as emergency plans need to reflect current risks and coordination strategies. Another issue is that our current EOP does not include a section on Crisis Communications. Staff is recommending we update the EOP and include a Crisis Communications Plan, similar to other cities, or create a standalone Crisis Communications Plan and utilize where staff see fit.
2. Emergency Training for Staff: Another opportunity for improvement includes providing ongoing emergency-related training for staff. Red Cross and Menlo Fire provide free training opportunities, such as emergency shelter operations, CPR, First-Aid, and CERT training. Staff plan to coordinate with these organizations to implement the various emergency trainings to ensure our staff are prepared for an emergency.
3. Limited CERT Participation: Limited CERT participation in East Palo Alto is another concern; currently, only 9 residents are CERT-trained, though an additional 25 are expected to receive certification in April. More community participation is needed to ensure broader emergency response capabilities. Menlo Fire suggests we aim to have 1% of the population CERT-certified. Another best practice from a neighboring city, Menlo Park, suggests obtaining geographic and age diversity of CERT members is critical.
These goals are ambitious and may require multiple years to reach success.
4. Community Outreach and Engagement: Outreach and engagement are essential to ensuring community members are aware of disasters and are prepared in the event of an emergency. Approximately 5.4% of East Palo Alto residents subscribe to SMC Alerts. Our proposed work plan includes conducting outreach to increase the number of subscribers to SMC Alerts. As part of outreach efforts, staff can also advertise the Sound the Alarm service provided by Red Cross to ensure households have functioning smoke alarms.
The City can also conduct an awareness campaign focusing on, “First 72 hours on you” to encourage residents to build a 72-hour emergency kit, consisting of drinking water, medication, food, first aid kit, cash, and other important emergency supplies.
5. Emergency Supplies and EOC Readiness: Another critical gap is the lack of emergency food, water storage, and other supplies. The City does not maintain emergency supplies or food for the general public, relying instead on local food pantries and organizations. Formal partnerships could be established to guarantee resource availability in times of crisis. There is also a critical gap in ensuring the City’s EOC has the proper equipment and supplies needed in case staff activate the EOC. Restocking the EOC cabinet with laptops, non-perishable foods, water, batteries, flashlights, generators, and blankets is essential as well as inspecting the cabinet and the supplies regularly.
6. Emergency Shelter Planning: Emergency shelter planning requires further attention.
While the Red Cross has approved YMCA of East Palo Alto and Faith Missionary Baptist Church as shelter sites that could fit a combined number of 200 people, the City needs formal agreements detailing site usage for different populations, including families, individuals experiencing homelessness, and those on the sex offender list. Geographical diversity of shelter locations is also necessary to ensure broad coverage across the City. 9 STUDY SESSION ITEM 4.1
Staff has also identified four potential projects for Year 2 or beyond:
1. Emergency On-Call Contract and Equipment Purchases: The Public Works Department has three emergency on-call contracts in place (e.g., for equipment to clear debris). Staff will be adding funding to the contracts through the upcoming budget process. Regarding purchasing of equipment, there are many items, including large generators, backhoe, excavators that the City does not have. Staff adds small budget amounts every year for the purchase of such equipment, but we could prepare a comprehensive list and return to Council to consider funding a larger portion.
2. Financial Assistance for Emergency Equipment: The City does not currently offer free or reduced costs for emergency equipment, such as generators, that may be important but a financial barrier to some of our residents. During future year planning, Staff can recommend a partnership with Home Depot, or other business, to provide discounted or free equipment for residents, especially residents with greater financial hardship. Staff could also pilot a rebate program for costly emergency household equipment.
3. Collaboration with Local Hospitals: The City does not currently maintain relationships with local hospitals, such as Stanford, Kaiser, and CHOPE. However, if there is a large emergency impacting Ravenswood Health Clinic, it may be in the interest of the City to understand the capacity limitations of our other local hospitals and their emergency plans.
4. Long-Term Recovery and Insurance Awareness: This report addresses needs immediate to an emergency, not the long-term consequences of such an emergency on our residents or the recovery and rebuilding efforts. There might be opportunities for improvement in the long term as well. For example, the City does not have data on how many EPA homeowners have homeowner’s insurance, or how many EPA renters have renter’s insurance, and how many residents have earthquake or flood insurance such that they could recover financially from their homes being destroyed. As part of an emergency preparedness campaign, the City could educate residents about the criticality of having such insurance as well as research the possibility of making it more affordable for our residents.
Staff proposes City Council prioritize the projects listed for Year 1 to better establish our Emergency Preparedness program.
Budget Considerations & Recommendations
To address these gaps and strengthen the Emergency Preparedness Program, staff recommends the following budget allocations, which are ranked in staff’s recommended order of prioritization:
10 STUDY SESSION ITEM 4.1
Item Estimated Cost Justification
1. Update the EOP $50,000
Consultant to prepare an update to our EOP
(possibly in conjunction with Atherton and
Menlo Park).
2. Crisis
Communication
Plan
$50,000 Consultant to create a Crisis Communications
Plan and communication materials.
3. EOC Equipment
Upgrades $10,000 Ensure readiness of Emergency Operations Center with stocked supplies and resources.
4. Staff Trainings $5,000
Conduct regularly scheduled trainings and drills,
such as a mock EOC, to ensure staff are
prepared.
5. Emergency Shelter
and Supplies $10,000
Identify and survey potential emergency shelter
sites and ensuring emergency shelter supplies
for 50 people (as a starting point).
6. Outreach &
Educational
Materials
$10,000 Increase community awareness efforts through
printed/digital content.
7. Community
Engagement &
Workshops
$10,000
Provide food or resources during community
workshops and training opportunities to
incentive people to join.
10% Contingency $15,000
TOTAL: $160,000
The Council's guidance is requested on prioritization of projects and funding requests to ensure the Emergency Preparedness Program is adequately supported. Staff is asking City Council for guidance on the following questions:
1. Does Council agree with the priority assignments and in the order presented?
2. Are there other items City Council would like staff to prioritize that fall under our jurisdiction?
Fiscal Impact
The total cost to improve the Emergency Preparedness Program is estimated to be around $160,000, excluding the amount to support Public Works’ utility and infrastructure update. Staff 11 STUDY SESSION ITEM 4.1
will include the costs of the program in the FY25-26 budget request and discuss it with Council.
Public Notice
The public was provided notice by making the agenda and report available on the City’s website and on a bulletin board located at City Hall: 2415 University Avenue, East Palo Alto.
Environmental
The action being considered does not constitute a “Project” within the meaning of the California Environmental Quality Act (CEQA), pursuant to CEQA Guideline section 15378 (b)(5), in that it is a government administrative activity that will not result in direct or indirect changes in the environment.
Government Code § 84308
Applicability of Levine Act: No, as the proposed action does not involve an entitlement.
Analysis of Levine Act Compliance: Not applicable.
Attachments
Attachment 1 – Emergency Prep Work Plan 2025
Attachment 2 – COAD Resource List
12 Emergency Preparedness Program
Work Plan for FY 25-26
Q1: Foundation
Goal: Lay the groundwork by assessing current preparedness levels and identifying key gaps.
Tasks: Deliverable: Staff Assigned:
Review existing emergency response
plans.
Updated emergency plans to ensure
alignment with other partners
DG
Support: EL/DS
Create outreach materials, including preapproved messaging templates, on emergency preparedness tailored to staff
and community members.
A set of educational materials ready
for distribution in next quarter.
DG
Develop a training plan for all staff. All management trained or prepared to get trained.
DS
Support: HMG,
DG
Conduct a key partners and resource scan
across the city.
List of community organizations &
community leaders to partner with.
EL
Update any outdated MOUs or community
partner agreements (public transit
agencies) that help support the city and
residents during an emergency.
Current MOUs to ensure support
from partner agencies, facilities,
organizations, etc.
DG and EL
Confirm what equipment, tools, and
resources (including VEOCI) we have and
what we need to run an EOC.
Updated inventory and supply list. DS
Q2: Staff Training and Community Awareness
Goal: Educate and prepare staff and begin community outreach.
Tasks: Deliverable: Staff Assigned:
Training roll-out for all management staff. Trained management staff recorded in our spreadsheet.
DS and HMG
Host a mock EOC for training purposes. Staff are trained and prepared to initiate a mock EOC in case of an
emergency.
DG, Menlo Fire
Support: DS
Launch a community awareness campaign
via social media, community newsletters,
and events.
Campaign calendar with scheduled
posts and events.
DG
Provide an update to City Council. City Council presentation complete.
Feedback and guidance collected
from City Council.
All
Provide residents with preparedness
materials like checklists, brochures, and
other resources (SMC alerts and e-news).
Metric on material distribution and
SMC alert sign ups.
DG and DS
13 Vulnerable Population Identification Develop a database of elderly residents, disabled individuals, and
other vulnerable populations
HMG
Q3: Exercises and Evaluation
Goal: Test emergency plans and refine them based on feedback.
Tasks: Deliverable: Staff Assigned:
Organize evacuation drills and table-top
exercises simulating various scenarios.
Feedback and report back on
strengths and areas for improvement.
DS and Menlo
Fire
Host neighborhood preparedness drills or
workshops.
Attendance records and participant
feedback.
All
Work with Redcross to confirm emergency
shelter sites and equipment for those
sites. Sign up for shelter training through
Redcross.
Comprehensive, updated resource
directory.
EL and DG
Review the effectiveness of campaigns
using analytics and surveys.
Recommendations for improvements
in outreach.
DG
Q4: Sustainability and Expansion
Goal: Solidify preparedness initiatives and plan for the next year.
Tasks: Deliverable: Staff Assigned:
Create schedules for regular training, drills,
and community events.
A documented plan for maintaining
preparedness initiatives.
DS
Continue to collaborate with local
organizations, businesses, and schools to
amplify efforts.
Partnership agreements and a list of
partner activities.
All
14 15