Thank you. I'm going to be a little bit more careful. I'm going to be a little bit more careful. I'm going to be a little bit more careful. I'm going to be a little bit more careful. I'm going to be a little bit more careful. I'm going to be a little bit more careful. I'm going to be a little bit more careful. I'm going to be a little bit more careful. I'm going to be a little bit more careful. I'm going to make a little bit of the same thing. I'm going to do a little bit of the same thing. I'm going to do a little bit of the same thing. I'm going to do a little bit of the same thing. I'm going to do a little I'm going to do it. I'm going to do it. I'm going to do it. I'm going to do it. I'm going to do it. I'm going to do it. I'm going to do it. I'm going to do it. I'm going to do it. I'm going to do it. I'm going to do it. I'm going to do it. I'm going to do it. you you Good evening and welcome to the April 28th, a adjourned regular meeting of the Alhambra City Council. Roll call, please. Mazah. Molloni. Here. Wang. Here. Andrati Stadler. Here. Lee. Here. Please join me in the flag salute. Ready begin. Let the allegiance to the flag of the United States of America. And to the Republic, which extends one nation, to the services, ensuring desirable neighborhoods and a supportive business environment while being sensitive to the diversity of our community. Next, we have public comments for knowledge and items. During this portion of the item, individual speakers will have five minutes each to make their comments and the total time for the item will be 30 minutes. If there are any remaining speakers at the end of 30 minutes, those speakers will be able to make their comments at the end of the meeting. Also, we ask that any speakers state their name and address for the record before making their comments. We have one speaker card submitted. The name is Chen. I think Chen is brought to last name. Xu Wen. Chen, please come up. Please come up and speak. Okay. Okay. Okay. I introduce myself. My name is Sean Chen. I'm a physician in Japan. China. I'm a dermatologist in Japan. China. I'm an acupuncturist and medical herbalist in the United States. I'm a US citizen. I'm being attacked by the criminals, the gang group guys, with the EMR, attacking for a running 7 to 8 years since 2017. That long. They attacked me mentally shooting my head and heart, shoulder and knee joints as some other places on my body. So, made me the symptoms just headaches, dizziness, nausea, and skin itchiness, and a painful hurt. So, most of the attack me during night time, made me couldn't sleep very well. And sometimes also, they attack me during daytime, like afternoon, morning Morning time, attack me rarely. Most is afternoon and night time. Okay, my, okay, I need to say something else. They also, they attacking me, made my mother already they died in 2022 July 20th, my mother is 93 years old woman. She died in China. This gang group guys is a big group. have the the group members in China, in Shanghai, even in Hainan, Ireland. My mother died in Hainan, Ireland, the hospital there. I was just with her. And that's very scary and they're weird. They attack me white and attack my mother too. So I feel very anger and upset. So sad. Since then I also told them I will find back with you on the law. and the law will protect me, protect all the even my friends. They also attacked my friends in Los Angeles. I have a Chinese medicine doctor, a few friends they are who are Chinese medicine medical doctors. They also attacked by them too. One guy, his name is Pinsy Chen, he died by the car accident, this car accident made by them, because why a few weeks ago they informed me in this we chat, you know the we chat in Chinese population, they used their widely and popularly. So until, the doctor friend, Prince Chen died, even until now, his wife even doesn't know what didn't happen. I know that this accident and made by the gang group. This we call the electoral gang group like an electoral gang group, not the regular social gang group. They're using all the like I'm and said, light waves as a weapon to shooting the people. I learned this from the light physics knowledge from the professors in CIT, in the USC, in the Funtan University in Shanghai. The professors taught me, so let me learn a lot it's called light weapon like infrared like laser like a microwave like a puzzle magnetic puzzle magnetic yeah those several kinds of lights to shooting the people Megap the people. I don't know what, why? What reason? But I cannot see them, where are they? So I asked just no person could answer me. Why are they shooting me? And I'm shooting my friends, even my mother killed my mother. Why, they, what, what kind of the hate, the hateness made this kind of accidents? My God, that's so sad, very sad. So, I'm a dermatologist. When they shoot in my skin, I couldn't heal, even treated by myself, no problem. Each time I call the police, call the 11-0. The police department always operator to ask me neither some help, but I say no need. I just help myself. I could cure myself, no problem. So it's until now. But now they shooting my head, even when I come here, they shoot my, that's why I'm wearing this kind of hat on my... This hat is particularly head to the from radiology department. Radiologists, do they give to me? But, is that your time just ended? A while ago, please finish right now. Oh, finished? Yes. Your time ended. Okay. Thank you. Your work come. Excuse me. Can I give you a phone number for a hate crime assistant? The name is Heidi Lau. Do we have any speaker, cart speakers via Zoom that wish to speak? If so, please raise your hand now and you'll be able to unmute yourself when your name is called. I'm at a mere there are not any raised hands on Zoom at this time. Thank you. Our first item this evening is a presentation of the State of City address. Good evening everyone. Thank you for joining us for the 2025 State of the City Address. This past year has been one of gross resilience and innovation. I'm excited to highlight the key initiatives that are shaping our community. Today is an opportunity to celebrate our achievements in online division and priorities that will guide us forward. More importantly, it's a chance to recognize the incredible people of residents, business owners and community partners who work tirelessly every day to make Elhambert great. Together we'll review key projects and milestones as well as discuss the opportunities ahead and the steps we're taking to ensure a strong, vibrant and inclusive future for everyone who calls Elhamber home. Mission statement. At the heart of everything we do is our mission. We take pride in embracing the diversity of our community, recognizing that it is one of the greatest strengths, whether through city services, infrastructure improvements, or community programs. We are dedicated to meeting Elham Brez needs. This mission is not just words, it's the foundation that guides our decisions and shapes our future. With this in mind, let's take a look at the ways we're bringing this vision to life. Our strategic plan goals and objectives serve as a role map for progress, innovation, and long-term success where our hambra. The CalSO has six goals. Every project and initiative we undertake is aligned with these priorities in mind. It is also important to highlight that we have successfully increased the general fund reserved to 21% of the general fund operating expenditure and are striving in the incoming years to increase this reserve level to 30%. Other highlights include exciting progress on our new community center, continued development of Alhambra's comprehensive sustainability plan and the launch of the city's first ever high exciting progress on our new community center, continued development of Alhamdra's comprehensive sustainability plan, and the launch of the city's first ever hazard mitigation plan. And for our four-legged friends, we're excited to be making strides on Alhamdra's new dog park. We will dive deeper into these initiatives throughout the presentation. Now let's take a look at some of our recently completed projects made possible through grant funding. Thanks to Measure A from LA County, where we now have brand new all-inclusive playgrounds at Grenada Park and Elhamber Park. Ensuring that children of all abilities have a place to play and explore. At Emory Park we introduce a vending library and locker of things funded by Assemblymember Mike Fong. This innovative addition provides 24-7 access to books and useful tools making resources more accessible to our community. And in a major milestone for housing construction is complete and lantern, Terrace Affordable Housing is officially open, providing 44 affordable housing units. These projects are just a few examples of how strategic funding is driving positive change in Yon Hambra. Beyond these community focused projects, we've also been working hard at maintaining our city's infrastructure. Over 13,000 miles of street sweeping were completed, and critical sewer and water mains were replaced by a mission, coming wealth, and main, to name a few. More than 12,000 potholes were repaired, and over 82,000 square feet of graffiti were removed, helping keep our streets clean and safe. We're also looking ahead at several exciting projects our underway thanks to Grand Funding. First, we complete the preliminary design and environmental review for the Alhambra Community Center project with groundbreaking expected this year, the summer. This will be a central location for community activities and services. We're also moving forward with the construction of Alhambra Pub Plaza next to the Alhambra Golf Course funded by the American Rescue Plan Act, which works set to begin later this year. Our furry friends will soon have a dedicated space to play. In the area of sustainability, grand funding is supporting several key projects, including the Green Street Demonstration Project on Main Street, which not only enhances the area's beauty but also plays a crucial role in reducing storm water runoff and filtering pollutants. We're also actively planning for storm water capture projects on Main Street and Freemont, with funding from Safe Clean Water Program and the Urban Greening Grant Fund. Beyond sustainability, we're expanding access to green spaces through Elambra. This includes Poppy Park, a new pocket park at Freemont and Helmand, funded by Assembly Member Mike Fong through State Budget Funds. Improvements are also coming to the Jocelyn Center, thanks to funding from Congresswoman Dutie Chiu and California Prop 60 funds. A adjacent to the center were developing a certain entity to circle. A new green space made possible by state grant funding. Additionally, we're improving accessibility citywide, with grant funding supporting bus stop upgrades through our Hambra. Thanks to the efforts of Congress Member Judit Shoe, the San Gabriel Valley Council of Governments and Metro. These upcoming projects reflect our ongoing commitment to enhance the quality of life in Alhambra. With each of these initiatives, we continue to move toward a stronger, greener, and more connected community. Public safety is one of our top priorities and at the core of that commitment is the work of the Alhambra Police Department. In a past year, our officers responded to nearly 50,000 calls for service, ensuring that our community remains safe and well served. Public safety isn't just about responding to emergencies, it's about building trust. Alhambra PD is committed to strengthening these connections through proactive community engagement. Throughout the year, we've hosted multiple outreach events and community education programs, including the PopPular Community Academy and our first ever use Academy for AUSD students. These initiatives offer students, residents and young people an insight look at law enforcement while building positive relationships between officers and our community. We secured funding through federal and state funds for a home team, which is essential in supporting individuals experiencing homelessness, continuing offering vital services to those in need. In addition, the pedestrian and bicycle safety program grant has supported educational initiatives like bicycle rodeos at community events, helping to raise awareness around safety and responsible practices. In addition to these ongoing efforts, we've continued our neighborhood watch meetings and plan to expand this year to further strengthen community involvement. We also remain committed to hosting community favorite events like National Night Out and our annual trunk or tree event. Next, our community public safety extended to the Harbor Fire Department, of course, which plays a critical role in keeping our community safe, not only through emergency response but also through prevention, education, and preparedness. One of the significant events this year is the launch of our new Mass Notification System. Now residents can easily subscribe to receive text, email or phone call alerts in their preferred language by visiting www.cityoflhamberd.org slash alerts or you can scan QR code on the slide. In our ongoing efforts to engage and prepare our diverse community, we hosted the first ever Mandarin Cert Training, which was first for the San Gabriel Valley. This program empowers individuals to assist their neighbors during emergencies, fostering a culture of preparedness. In addition to this, we're making strides in developing Elhamambra's first ever hazard mitigation plan. Our reach will continue through May, and the plan will also help us assess and reduce the risks posed by natural hazards, ultimately increasing Alhambra's resilience to emergencies. The foreign department continues to be a vital part of a community, organizing and supporting events like the Sparkle Love, Joy Toy Drive, our Safety Fair, and the annual Pancake Breakfast and Open House. Now, let's take a moment to celebrate some of the amazing events and programs that bring our community together. We're excited to announce that new place-making signage was soon being installed at Elhamber Park, El Manser Park, and Grenada Park, making these spaces even more inviting in the perfect backdrop and the perfect backdrop for your next photo op. We probably participated in the 2025 Rose Parade, met marketing in quite a lot of 96 years in tradition. This year, Elhamber's flow won the prestigious Mayors Award for the most outstanding flow from a participating city. Of course, we continue to host beloved annual events that bring residents together, such as our fourth or July celebration, the holiday home decorating contest, and our summer movies and concerts in the park. A library also launched several new and engaging programs, including wolves and books, where children read to therapy dogs and panda cubs spring reading challenge and a special solar eclipse viewing event. As we continue to grow and thrive, sustainability remains at the forefront of our efforts to ensure a better future for the Alhambra. We are committed to adopting practices that protect our environment and enhance Alhambra's long-term resilience. We're making great strides in our sustainability plan with the community input, with the community's input being a crucial part of the process. A survey is currently available in English, Spanish, and Chinese, giving everyone the chance to provide feedback and share ideas on how we can make Alhambra a more sustainable city. Begin engineering and design for Burke Heritage Park and Mirango Yard Stormwater Project. That's underway. In addition, we are excited to announce that we're planning to install new EV charging stations as select facilities and parks. Thanks to stay funding from Assemblymember Mike Fong. Again, further, we continue with environmental compliance on recycling, organics, national pollutants, discharge elimination system, and finish the emergency response plan and assessment for drinking water. Our commitment to sustainability does not stop here. We're also continuing to develop our active transportation plan, walk, bike, move, alhambra, by applying for various grants, opportunities to implement planned recommendations. Looking ahead, we have some exciting projects and goals for 2025 and beyond. As part of our 2025 strategic plan, we're focused on several key objectives. We will be exploring fun opportunities for a full build-out of the community center and increasing green space. We are considering a branding initiative for Alhambra to include wayfinding signage. We are launching a new resident service app to make it easier to submit service requests and receive community updates. And of course, we will continue our commitment and support of green of open streets events and addressing vacant commercial properties as well as increase the number of neighborhood watch meetings. With these projects and initiatives we're shaping a more vibrant connected and sustainable Alhambra for the future. There's so much more to highlight and we already made tremendous progress in many areas. To learn more about our achievements, I encourage you to check out the 2024 accomplishments report, which is available both online and in heart copies at City Hall. It's a great resource to take a closer look at what we've done this past year. Stay connected with us by following us on social media, visiting our website at www.cityofahembre.org and subscribing to our newsletter at cityofahembre.org slash newsletter. And before I end, I like to thank all the directors that are part of the team to move, I'll have a continue to have a forward. Director Andrew Ho, Director Dennis Ellen, Director Pearl Lou. And continuing with Chief Garrett Kennedy. Chief Jeff Ragusa, Director Mike Macias, Director Helda Long. Let's see. Let me make sure I don't forget anyone here. Andrew Leopold, Director of Mirin Co. And Assistant City Manager Lucy Garcia, Deputy City Manager's Randy Embry, Humbrey. City Manager Jessica Benquist, and special recognition goes to our City Clerk, Lauren Miles, and our City Attorney Joseph Montess. Thank you for your continued support. Madam Mayor, we do not have any speaker cards for this item. Nor are there any raised hands on Zoom at this time? Thank you. Our next presentation is regarding updates on the city's hazard mitigation plan. The city's city manager, is there a report from staff for this item? There is this, this evening's presentation, introduction will be given by Joe Lawrence, Patai and Chief. I'm going to have the opportunity to speak before you tonight and introduce our presenter, Mr. Rob Flanner from Black and Veach. Mr. Rob Flanner is our project manager and is here to provide an overview of our local hazard mitigation plan. This plan is a critical step in identifying potential risks such as floods, earthquakes, weather, and wildfires. This plan will outline strategies to reduce the impact of these hazards on our community. This plan is a critical component of our city's ongoing effort to reduce risks from natural and mad-made hazards, enhance public safety, and improve our community's resilience. This plan was possible through a federal grant, through the Federal Emergency Management Agency or FEMA. Mr. Flanner will walk us through our plans developments, proposed strategies, and how a community feedback has shaped this plan. Let me introduce to you Mr. Ralph Flanner. Thanks, Joe. Well, welcome. Thank you for having me. I'm really excited to be able to talk to you about this really important plan. First off, on behalf of Black and Veatch, would like to thank you for the opportunity to help you in the city and your constituents become more resilient from the impacts of natural hazards. Next slide. Here's what we're going to talk about. You know who I am and so you know who Joe is but we're going to give you a little background of what this plan is about. There's a lot of drivers for it. There's a lot of reasons to do it. And want to give you some of that background. And then we'll talk about the epicenter of a hazard mitigation plan, which is the risk assessment. I always say you can't reduce risk if you don't know what risk is. And so we have done a lot of analysis, applying engineering, science, data, analysis to come up with what the risk and vulnerabilities are of the city. And then once you understand with risk are then you identify Strategies on how you want to address that risk. So we'll go over those strategies and and what are in the plan and then This whole process has been conducted in an open public forum. This has been a very transparent process. We've had a website We've had surveys and we've got all kinds of products. We're not done engaging the public as we come onto the home stretch of finishing this. So we'll explain all that to you and then outline our next steps. So next slide please. Giving a next slide. Give you an overview mitigation. It's a real important term you got to understand. A lot of people say hazard mitigation and they kind of confuse it. They think, oh, this is an emergency preparedness plan. This is an emergency operations plan. It is not. It's very specific to hazard mitigation. And mitigation is defined as a short term actionable solution to reduce or the impacts from events or shocks or stressors. And when you are mitigating something, you are trying to avoid a future loss. So when something bad happens, you don't just put it back. So it happens again the next time, can I put it back so that it's more resilient? Or can I do something before something bad happens to make it more resilient? And that's what mitigation is. There's a lot of overlap between mitigation preparedness and response, which we'll talk about in a minute. But make sure you understand that terminology. Because really that's what this is about is identifying cost-effective long-term solutions to buy down risk so that we don't have impacts in the future. Next slide, please. Those of us in the field refer to this as the circle of life, it's the emergency management cycle. When we talk about emergency management, there's preparedness, response, recovery, and then mitigation. It is a circle. Each of these have a distinct role on how you as a local government or the state of California or the United States federal government will manage an event and you do this both pre disaster and post disaster. With mitigation what we're trying to do is make this circle smaller right in in essence if we're buying down risk or identifying risk and avoiding future loss are necessity to prepare a response and recover should be less over time.. So that's what the idea of this plan is, is we want to identify actionable strategies that literally buy down risks so that we can avoid future loss and report on those progress, this is how we've done that. So when you think of the circle of life, while it is a singular component of the four phases of emergency management, it directly supports the others. So information that we generate in this plan can support preparedness, can support response activities. So it's a real important fact set of that. Next slide, please. Preparedness and mitigation, there are two distinct different animals. Like I said, when I first started, a mitigation plan is not an emergency response plan. This is not about how we're going to activate the EOC and how many firefighters are we going to deploy. This is about what do we think is going to happen in a event? How much damage are we going to have and how are we going to react to that? We would like to refer to the concept of shocks and stresses. Shocks are something that you just all went through in this region, this valley with the wildfires. That was a major shock. A stress is nuisance, nuisance flooding or whatever. They're all one and the same, but how do you deal with that can be addressed in both preparedness and mitigation. Preparedness is where you train, you exercise, you create, you know, mutilated agreements and you partner and you identify those things on the preparedness site so you can be prepared. On mitigation you're saying okay if I know this is the most fragile asset can I do something about it before something bad happens? So that when something bad happens, that fragility has been addressed and you in essence avoided loss. So there are two synonymous ways that you can really address a shock and a stress is through mitigation preparedness. Next slide. So what is a mitigation plan? A mitigation plan is actually that is how are we going to buy down risk? How are we going to identify strategies that make the city of Elhamber more resilient? There is a law, a federal law was passed in October of 2000 called the Disaster Mitigation Act of a law 106-109. That basically says you got to do this and you have to do this to be eligible for federal disaster assistance. But there's a lot of good reasons why you do this besides just the mandate and the disaster mitigation act was a really good act because it not only did it mandate the planning that it created streams of funding that the plans makes you eligible for. So it's not about just identifying projects about identifying projects that you can go get money to implement. And that's the concept of the disaster mitigation act in some of the funding streams that it created. Next slide. So why do this? I'd love to tell you that the only reason, there's more reasons than a money, but most people do this about the money, right? They want to be eligible for the funding that become available after an event. There's going to be a lot of money coming into the state of California over the next year because of the recent wildfires, all because of federal legislation called the Robert E. Stafford Act. That actually, once you have a presidential disaster declaration, opens funds of monies to to to pre disaster loss avoidance mitigation strategies and disasters create that there's also pre disaster pots of money or Congress can appropriate monies under the disaster mitigation act and staffer act but there's more than just the money right it's about being resilient that's about you know being prepared when I worked for FEMA I spent 15 and a half years of my life working for FEMA, and I'd get deployed after disaster, and all hex broke and loose, right? And everybody's assistant and middle disaster, and I say, I gotta buck out load of money, what do you wanna do with it? And nine times out of 10, I have no idea. I wanna recover. Recovery is not mitigation. Recovery is not buying down risk. You don't want to put that house right back into floodplain. It's going to flood again next time. If I put it back into floodplain, can I elevate it? Can I set it back? Can I do something? Recovery is not buying down risk. You don't want to put that house right back in the floodplain It's going to flood again next time if I put it back in the floodplain. Can I elevate it? Can I set it back? Could I do something to make it more resilient? So we're not Constantly having the same problem of people getting put out of a harm's way or impact or economy So becoming more resilient is a good idea and you know the state of California and growth management You've you got a safe deal, and your general plan, this kind of hopes to build on that as far as land use policies and do that. It fosters collaboration. We have to develop these plans in open public forum and coordinate with stakeholders. We're coordinating with neighboring cities, the county, the state of California, and it creates the dialogue. And that dialogue is mission critical when you are responding to disaster. You need to know who your partners are. You need to know where your resources are. And a lot of that all evolves out of this. There's a lot of good reasons of doing a mitigation plan besides the money. But the money is there, and that is a major carrot on a step. Next slide, please. OK, the hub of the wheel, the risk assessment. Once again, this is a plan that addresses natural hazards, because that's what the law specifies. Doesn't mean you cannot address non-natural hazards, but there's a significant difference between a natural hazard, like a flood and a fire at an earthquake, or a terrorism event, right? And that is what we call frequency. You know, there's 100 year flood. There is a 50 year probabilistic earthquake. There's no such thing as a 100 year terrorism event. Terrorism is about consequence, risk is about impact. So when we do our risk assessment, next slide. We have to be consistent with with certain things we have to follow certain guidelines and specifications on how we're doing this Most notably is the state of California the state of California has a hazard mitigation plan and under the directive of the disaster mitigation act The state sets the standard as far as what are the minimum hazards everybody should be looking at. The state level assessment looked at every county within the state, looked at data, looked at the same data that we looked at, and basically set the minimum bar as far as what we have to do. There's also federal tools called the National Risk Index that FEMA has created where they have taken data on loss and vulnerability and created an end-to-see of vulnerability that helps direct, you know, which hazards do we want to look at that impact the area? We also take into account local knowledge, right? You know, it's great to have data, but there's nothing better than local knowledge. And so we looked at local knowledge. And what we came up with is the M-Failureier drought earthquake, extreme heat, flood, landslide, lightning, and strong wind. Now you're probably going to say, well, what about wildfire? Where's wildfire? When we started this plan, the recent events hadn't happened yet. And based on data, there's no wildfire risk in Alhambra. So when we initially started this process, we did not include wildfire, but obviously with the recent events we've rethought that. And Cal Fire just released new maps that actually did put some wildfire interface areas within the city of Elhamber. Not a lot, but it does come into the area. And then when you look at risk as far as what happened, it's not always about where you have wild lander of an interface. As we saw with the recent fire events, you can have fire risk being miles away from a wildfire severity zone. So we are now assessing wildfire. We're following new FEMA guidance. FEMA released new guidance on what is required on these plans in April of 2023. That guidance is currently being revised once again, right now as we speak. We're received guidance from the state that they're saying just state a course on the 2023 guidance, which we will. The really cool thing about what we're doing with this risk assessment is we are using advanced engineering and science. We're using a model that's called HASIS, which is a FEMA risk assessment platform that gives us quantifiable data on risk. And for certain hazards, we've been able to model like impacts of earthquakes and actually model impacts in very detail to every, we recreated every building in the city of Alhambra. And we have established degrees of fragility, as we call it, based upon how fragile buildings are based upon many standards, how old they are, what types of construction they are, and we have done quantitative analysis, which I'll share with you here in a minute. So we're using best available data, we're using best available science to make these projections. Now, this is caveat, right? When I say a model, all models make assumptions, and when we say a model output, we're not saying that's what's going to happen. We're saying that's what could happen. And that is the beauty of pre-disaster planning, right? You're making an assessment of what you think can happen. Next slide. All risk assessments, you got to know extent and location of the hazard. So we always start with maps. This is what we call a soil map, which is really mission critical to understanding earthquake vulnerability. When you think about earthquake, there's two facets of vulnerability. How hard is the ground going to shake and how stable is the ground? So we use peak ground acceleration maps. You got stuff from USGS and we use soils maps and we look at where we have soft soils. And then you could actually go one step further where you look at the types of construction that are on soft soils and make a lot of really good estimates about earthquake risk. So this is an example of a seismic soil map. The yellow are more softer soils. These are the ones that we're care about. You might heard of the term liquid faction. These are liquid-fiable soils because they're called unconsolidated sediments so that when they move, they vibrate. Next slide, please. You know, I just probably know surprise to you all, but there's landslide risk in Nilehambra. And this is a landslide slope stability map that we got from California Geologic Survey. This becomes the basis of our landslide risk assessment when we say extent and location, where are the assets in relation to the hazard zones? And that is a perfect example of a map that shows some very thorough extent and location mapping. So these are just examples. We have wildfire maps, we have extreme heat maps. There are no flood maps within the city of Alhambra, even though there are some flood insurance claims that have been played. FEMA has not mapped any floodplain in Alhambra. Damn failure. We have some damn failure and addition areas in Alhambra that we all have maps on. Next slide. So when we look at each hazard individually, we assessed it, we ranked risk. And this is one of the things that FEMA wants you to do under the law is which hazards have the most impact on your jurisdiction. So we're looking at just the city of Alhambra. We're not looking at LA County, we're not looking to state of California. We're looking at how do these hazards impact the city of Alhambra? Of all the hazards we looked at, only one ranked high, and that was extreme heat. And that makes sense, right? Extreme heat impacts everybody. There's really no extent location for extreme heat. It's everywhere. The medium ranked hazards were drought, earthquake, strong wind and wildfire based upon impacts. You'll see this blue bar here, which is a formula. And when I say quantitative, we actually calculate a score for each hazard. So it's real simple, probability times impact. How often do we think something bad can happen when it happens, who's gonna impact? And we look at people, property, economy, and the environment. And that's all measured in a quantitative analysis format. And once again, every hazard has a score. Our lower ranked hazards were damn failure flood landslide and lightning and once again these based on impacts, extents and where you are remember I said there was no flood maps so very little flood extent to look at so we did our flood analysis using insurance claims which you've had very few. So that's the ranking so next, please. I'll just kind of go over some of the hazards. When you look at the plan, when we release this plan, every hazard will have a dashboard that will summarize some of the key elements. When we look at heat, extreme heat is measured as a temperature over 90 degrees. As we measure extreme heat, we want to know how many days you're going to be over 90 in a calendar year. And our projected data and our historic data. So this little chart you see here is coming from the National Weather Service. And this is your 30 year projection of the number of extreme heat days. They're saying with by 2060, there will be 117 days over 90 degrees. In fact, in the of Alhambra, by 2060. So extreme heat is going to get harder, longer and harder. When we look at some of our population at risk, we want to worry about our socially vulnerable populations, 4.8% of your population is H5 and under. 18% of your population is over 65. 9.5% of your population has a disability and have access and functional needs. three canopy. Three canopy is huge when you're trying to mitigate extreme heat. Only 6.3% of your land area is covered by tree canopy that gives the adequate shade to mitigate extreme heat. So these factors all impacted how it got high. You know, when you look at the total population and the amount of impact that it had. And so that's why an extreme heat came out high. Next slide, please. Let's talk about earthquake. Earthquakes a little scary. We all know this California, right? So this is probably the most quantitative analysis that we were able to do using hazardous, we modeled five scenario earthquakes. Different what we call shake map scenarios, one of which was the most impactful was point A hills, which probably is no surprise in it. You just had one on that fault a year and a half ago. It was a 6.2 magnitude, it was more into south end of the thing, but the whole Los Angeles region felt it. Our scenario that we looked at based upon the USGS is a magnitude 6.95. That's based upon a probably, that's the most probabilistic opportunity based on a probability. When we look at that, we, once again, we load the model with all the building data all the soils data and the peak ground acceleration And when we looked at what the damage comes out, you know 2.97 billion dollars in estimated damage from that scenario event That's over 15% of the assessed value of the city There's not too many cities that we can withstand 15% loss in our AV That's a pretty significant impact 82,000 people will fill impacts from this. Your entire population to some degree is gonna feel it. Some are gonna feel it more based upon their soil type. And once again, keeping my nests as a singular scenario, epicenter moves a 10th of a foot either way or 10th of a mile either way, focal depth changes duration, all these are parameters that we have to pick one. So it could get worse, it could be less. But you look at the numbers, 393 displace households, 217 people needing short term shelter needs, short term meaning more than two weeks. So they're going to need short term shelter for more than two weeks. The average downtime, this one is a staggering number. The average downtime for critical facilities and infrastructure to recover from this event is 38 days. So the modeling that we have done is very accurate. So I said it's a user-defined model where we recreate every asset in a city and we shake it. And we say, how is it going to react based upon how hard we shake it? This data on buildings that you see here, this table, one of the key elements that I want you to understand about fragility to earthquakes is when was my house built? And you might ask, why does that matter? Well, there are things called codes and standards. We probably all know what the building code is, right? Well, the state of California did not adopt the building code until 1972. So that means there was no mandatory requirements for seismic provisions until 1972. There may have been provisions put in place, but nothing mandated by a code or a standard. And that code and standard is evolved in these incremental areas as you see in this chart. When you look at fragility, you have a lot of fragile buildings, right? 4,000 buildings built before 1933. 2,000 or almost 2,500 built between 1933 and 1940. When we look at this, you know, over your 17,000 structures in the city, you have a lot of old buildings, which means you have a lot of vulnerability, potential vulnerabilities to earthquake. So when we start thinking about strategies, things like the Bolton Brace Program, anchoring, even simple things like making sure your water heater is tied and anchored, or your foundation is bolted, or your shelves are anchored or whatnot, can reduce a lot of risk just based upon looking at age and construction. And I will tell you this is one of the strategies we've come up with is to do a more robust look at old buildings and where they are and what type of possible strategies. Next slide please. Wildfire. So, once again, our analysis is pretty limited, right, because we got that new Cal Fire data. So you got about 947 people living in the most severe wildfire. It's in the very northeast corner of the city. It just comes in down from Pasadena. But it's a $116 million with assets value in that interface area. 83.5% of the building stock within the city has been built. And once again, I'll talk about codes and standards. The state of California did not adopt a fire code that has mandatory provisions for things that are like wildfire prevention, like capping the eaves and screens on vents and screens on chimney caps until 2002. That did not become a building code requirement until 2002 when we look at what just happened. Why did Malibu burn? Why did some of these areas burn? It was from a phenomenon called Embercasting. So the embers get up in the air, they get into wind, and they get transported. And these flowing embers get trapped under eaves, they get trapped in attic spaces because there's openings they can get in there, they can get trapped. These are inherent vulnerabilities that structures have that aren't built to current codes and standards. So, it's almost the same thing as looking at an earthquake. You can look at building stock and have some level of vulnerability to the fires. And I will tell you the way we look at fires has changed in the last two years. And it is because of this concept of ember casting. And so when we sit there and we look at this table that before 1978, you know, 13,000 buildings, 13,000 buildings probably have no fire provisions on them as far as capping the eaves and screens on vents and chimney caps and fire resisted society and in these kinds of things. So this is something to take into account when we look at our vulnerabilities. So when we look at our fire vulnerability in the fire chapter, we are looking at Embercasting, we are looking at the severe fire of severity zones within five miles of the city. You're surrounded by them, especially to the by passadena in that area. So perfect storm, right? The perfect storm comes, you get the wind pattern in a white direction and a fire starts, you guys could be no different than what we just saw due to a phenomenon called ember casting. Okay, next slide please. So now that we know risk, right, so what is our strategy? How are we going to deal with it? So next slide. Our strategies used broken down into major components. We have goals, we have objectives, and we have actions. So I always like to say our goals are a swim lanes. Okay, what are our overarching targets for resilience? And we've identified five of them in this plan. Our objectives are physical measures for success. How are we going to measure the success of this plan over time as it's implemented? We have nine objectives identified. And then we use those goals and objectives to identify actions or strategies. These are the actionable items that the city is hoping to do over the next five years. The performance period of this plan is five years. The payment requires these plans to be updated every five years. So we've identified 27 actionable items that are logically feasible actions that the city can pursue over the next five years. Next slide. I'm not going to read all these goals. You know, they're worthy. They got a lot of stuff, but it really says that we want to reduce risk to life and property. We want to, you know, make sure that we're, we have an aware public. We want to be able to communicate this risk to the public so that they're aware so they can take responsibility for some of these mitigation actions. We want to strengthen partnerships. We want to leverage those partnerships and strengthen them. We want to integrate mitigation into other, you know, I commend the city for the sustainability plan that you're doing. I've seen it. I've been had a pleasure of integrating with it as we've been going along and that is a wonderful document. And that can fully integrate with this document and it can fully integrate with your general plan as well. And that's how when these plans really become effective is when they integrate with other plans that might have scope beyond what the mitigation plan has. And then lastly, we want to conserve and enhance and rehabilitate. And rehabilitate, meaning if we have vulnerable buildings and properties because of their age, can we retrofit them? Our objectives next slide, please. Once again, these are more definitive measures for success. There's nine of them. Once again, I'm not going to read them. But each of these meet multiple goals. This goal setting concept that we do is what we call linear. Nothing stands, you know, nothing is a subset of anything. They all stand on their own merit. And we do that on purpose because if something happens where you want to go apply for funding and you don't have a definitive action in the plan, but it meets an objective, you can still apply for the funding because that use of identified as a success measure. Next slide please. Now this starting you're attempting to look at it. This is a measles chart on purpose, which you want to see in any measles chart when you look at your mitigation action plan as a lot of dots. Femier requires you to select a comprehensive range of alternatives. And so there's categories of mitigation. What you want to see in your action plan is that you have a dot in every column. And as you can see here, you do. Now, I noticed the highlighted ones on the bottom, they're still working progress, they're still being work through by the city and staff to come up with a priority form. So we didn't put them in there, but they will be done here in the next couple of weeks. But this is a really good representation that you thought comprehensively. You have a just thought structural. you thought holistically, you thought preparedness, you thought about planning, you thought about codes and standards, all kinds of different aspects of what we call the categories of mitigation. So this is a really good representation of the comprehensive range of alternatives that the city has identified. Next slide, please. Now, FEMA requires that we have to establish a priority for a cheating's mitigation actions, and this is where this can get really fun. When we prioritize actions on a plan like this, we want to apply what we call multi-criteria. And so the state of California has adopted a multi-criteria prioritization framework that was the basis for this. You are obligated to be consistent with the state plan. So you can't really diverge too much from the state plan. So it's always the easiest to use what the state did. We adapted that just to make it more relevant to the city. But you can see that we're looking at about 13 different criteria to establish priorities. Each of these are weighted. So once again, like risk, a priority gets a score. And then a score, the priority is going to be high medium and low based upon the range of the scoring. So we're going to go through each action and ask about life safety, property protection, whether it's cost effective, is it technically feasible? Does the city have a legal authority to implement it? Funding is there funding available? Environmental, climate change, equity, priority, community, adaptive capacity, multi-hazard, timeline, blah, blah, blah. You see it all here. This all went into the prioritization scheme. So when you all see the action plan and you see the priorities, they have been screened pretty thoroughly to see how we assign those priorities. Next slide please. Next one more. The law requires that we have to conduct this process in an open public forum. And so from day one, we did that all of our steering committee. We have an oversight steering committee that was formed that has met five, six times. All those meetings were open to the public, advertised as such. We have a website. We've done one round of public meetings already. We've done a survey. We've done all kinds of this website. We'll have legacy. This is where the plan is gonna be housed. And the really cool thing about this website is gonna house next slide,. What I'm most excited about, remember I said one of our goals was to be able to communicate risk. Well we have all this wonderful data on extent, location, impacts and all that stuff. How do we communicate that? Well we're going to communicate that with what we call a story map. And this will actually be a link on the website where communities can go in and read the story of mitigation. And the most important feature of this story map is what we call hazard bapper. So you'll be able to go in and a mapping feature put in your address and you're going to be able to say, am I in as a liquefaction zone? Am I in a wildfire zone? Am I in a landslide area? Am I in, you know, an area susceptible to extreme heat because I don't have a lot of shade. And you will be able to get data specific to your individual property through a mapping feature where you'll be able to see it. You'll be able to see, you know, oh my god, I'm right in that sea soil. What does that mean? me. Oh, how old is my building? Okay? I saw that chart about age of construction. Oh, I've got fragility because my house was built in 1933. So what can I do since my house was built in 1933? What are some mitigation strategies I might want to consider? So it's a great, great communication tool that's going to have legacy. It's going to stay. It'll either in perpetuity. All the data that we've generated as far as the modeling is going into that tool, being handed off to the city, the city will have that data for in perpetuity to do what it wants to do for further studies. And then in five years when it comes time to update this plan, you'll have a great starting point. And that starting point will be this, this hazard of map or future. It's not live yet, it's ready to go live. We hope to have it live in the next two weeks when we do our next round of public meetings, where we'll be working with you all individually as we go into your target areas to share the plan and share the story map. Next slide. Okay, so where do we go for next slide? Next steps. So where do we go from here? We're on the home stretch. Okay, we are ready to enter what we call our final public comment period. period. We're going to run a four week public comment period where the plan will be posted on the website. It'll be noticed and available for public comment and review. We're going to set up a survey system where comments can be provided electronically. And we'll track those comments. We'll write it through the steering community. See what we want to do and make final amendments. Once that public comment period is done, we'll make final draft of the plan, and then it goes to Cal OES. Cal OES is the first line of review. Cal OES will review it. They have about 45 days to turn around their review. If they approve it, they forward it onto FEMA. If they don't approve it, they kick it back to us, and they'll ask us to make revisions. Not anticipating any of that. We have pretty good track record with Kelle Wies. So once it gets sent on to them, then female issue was called APA, approval pending adopt. to make revisions. Not anticipating any of that. We have pretty good track record with Kelle-Wiss. So once it gets sent on to them, then FEMA will issue what's called APA, approval pending adoption. Once we get APA, it's coming back to you all. The plan's not formally approved and she'll be adopted by you all. And then we provide that proof of adoption to FEMA and they will issue final approval. Once you get that final approval, you're free to go get money. And hopefully over the next five years, you're able to do that. So any... and the FEMA and they will issue final approval. Once you get that final approval, you're free to go get money. And hopefully over the next five years, you're able to do that. So any questions, less like? Any questions on mitigation plan? Maybe later. Thank you for your presentation. OK, well, thank you. Appreciate the dot-free department. Do we have any speaker cards from the public for this item? Madam Mayor, we do not have any speaker cards for this item. Oh! Come on in. Sorry. First timer. Thanks. Close to the speaker now. Oh, yeah. There are comments. Mr. Albert Viera, you can come up. Hi. This is first time I've done this so I make a mistake but what I would like Elhamber to have is a project where the people who want to garden but don't have much space like people in apartments and other type of housing without a yard get in communication with people who have space, but maybe they don't think they know how to garden or the tool or for whatever reason, maybe they just want assistance starting, can get together and start a project where we can work together and have more gardens throughout the community. That's my idea. Thank you. Do we have any speakers? The assume that wishes to speak on this item? I'm Adam Mayer. I'm not seeing any raised hands on Zoom at this time. Thank you. At this time, does the council have any comments or questions for staff on this item? Mayor, I have one question. Well, I have actually have a lot, but I'll sort of reserve those for our meetings that we're going to have. But I do want to know if your tailoring are meetings because we do live in different districts, as you know. So we're in different parts of the city where we represent. And are you going to tailor those specifically to where we are? Or each one of us represents? Yeah, you know, great question. And we totally have the ability to do so because risk is going to be different everywhere, right? So if there, you may have more seismic risk in one neighborhood versus wildfire, I think that's for sure in as far as the risk communication is what we really want to do. As far as social demographics and social vulnerability things, absolutely. I mean, you know, we have tried, we have, what do we do the survey in, in Spanish and... So we did the multilingual surveys and, and I mean, we're, we're getting good responses, but I'll be honest, we're not getting a lot of the multilingual responses. So, yeah, I'm totally open. I think we have the ability to do that. If you'd like to, you know, if you have concerns like, what are the biggest risks in my neighborhood, we have the ability to do that. I think that would be a great idea. Yeah, I do too. Also, maybe you want to send some of those surveys to the school district because that's really where a lot of our families speak. It's a very diverse, you know, families that are actually parents and that live in our community. So that might be something that you do, Joe, help with, you know, get them to the schools. I think I'm going to reserve my other questions because they're a little bit more geared towards probably the discussion that we have with each district, like how do we reach out to our families, you know, as a smaller area or whatever, how do we do that and when there is an emergency, and then things like how we need to desperately really get information to our families about how to turn off the gas. You'd be surprised. No. You know, what kind of wrench you got to use? I mean, you'd be surprised how little we actually know how to do in an earthquake situation, let alone a fire. So, but thank you. Those are, I mean, I want to see at some point Our risks from Cal Fire did did where those on here no I not in today's presentation But during the plan the maps are hot off the press. So I didn't have chance to get them in It's okay. They'll be on the slide deck for the other things we're doing. Yeah, perfect. I'd be curious. Thank you And I just, nothing in depth, but thank you for the presentation. It was helpful to kind of see an illustration of what this is. We've been hearing a lot about it. We've been having quite a few discussions, but it's nice to see what's going into it and what kind of an initial take on what our risks are, which I think tracks with what we understood that we're not in huge danger of wildland interface, wild fires. And before this last January, I would say people from around the country would contact you and say, folks from here say, you okay with these fires? I, they're miles away. You know, we could see them from here, but we're fine. Don't worry. But after this last January, I don't think anyone could say that anymore. So it's good to be tracking things like this. And of course, you know, earthquakes kind of across the board here in LA. Good to see not too many liquid-faction zones, but there are some. I do think that extreme heat is going to be an increasing danger to our community. It's just kind of a slow creep. But I hope that we're able to tackle a lot of the mitigation through our sustainability plan. We can't turn back climate change on our own here in Elhamber, but I think we can do quite a bit to mitigate the impacts, which is what our next best option is. So thank you for this. I do look forward to the meetings. I have to check to see what windmine is again, but I tell my calendar somewhere. So I'll look forward to it. And I hope that we would have, maybe speaking to Council Member and Dr. Stathor's point, I hope that maybe we can have some of these graphics on a computer PowerPoint or something that we, people wanted to zoom in and kind of see the details of their neighborhoods, because some of these maps are interesting. And if we could dig into some of those details, maybe it would be helpful. The game plan is to be able to demonstrate the story map life, right? And that exactly is what that does, right? And we'll be able to show them how they can do it. And you know, I understand that one of them is going to be outdoors in a park. I think that's mine. Yeah, so we're going to have a QR code. So if people want to do it on their phone, because you could do it on your phone too. Yeah. But you know, I you know, I think the maps maybe we bring some easels have the maps so they're you know hard copy So you have something to talk to but all right absolutely They'll be able to visually represent that as important. Thank you. Uh-huh No questions for now on my end. I'll be seeing you at the end of this upcoming month on the 29th So looking forward to that. I'll have some questions there But but just appreciate the thorough work here. The outreach to the community and just look forward to the continued progress on this and get into its final stages. Thank you. Thank you so much for this wonderful presentation. I think you explain things in a very easy way to understand and I really appreciate that. And I think I understand that this, so I have a couple questions and I will start with some high-level ones and I will dig into a little bit of a detail. As I understand that these are, you know, first we identify the risks and then kind of set the objectives or goals and then we come up with actionable strategies. At this point are the actionable strategies developed already as part of the plan, or it's though being worked on? Great question. Yes, we have 27 of them, right? Working through our oversight steering committee, we've identified seven strategies. However, we want this plan to be dynamic. It needs to be a a living breathing document. So it actually has an implementation and maintenance strategy to it. So, you know, just because you didn't think of it now, it doesn't mean you got to wait five years to add another action. It's going to actually have a mechanism to where something comes up. Oh, from the sustainability plan or the updated year general plan, boy, we should add that to the mitigation plan because we can go get money for it. You're going to have the ability to do so. And we hope it does that. I mean, we really add that to the mitigation plan because we can go get money for it. You're gonna have the ability to do so, and we hope it does that. I mean, we really want it to be dynamic. Maybe you change a priority. When you look at that multi criteria, there might be a project that comes out low priority because you don't know how you're gonna pay for it. But then all of a sudden, you find a funding source So you get a grant, that party's going to change. So you change the priority, and now you show that it's a high priority. Because that's the other side is when you do your grant, that priority is going to change. So you change the priority and now you show that it's a high priority because that's the other side is when you do your five year update, you want to show some progress, right? You want to show that you accomplish something. So that's where that integration piece I think is really going to be important and I love what you said about the sustainability plan. I think that is mission critical. These two documents are going to be able to work hand in hand and really be successful in getting some resilience into the city. So there are 27 actions. 27. as mission critical, these two documents are going to be able to work hand in hand and really be successful in getting some resilience in the city. So there are 27 actions, 27 actions that's already part of the plan. Would that be presented during our outreach? Yeah, there's a lot of detail in the actions and I just didn't want to, you know, have to go through them. But we'll have them available, you know, for the our individual public meetings. If we want to walk through each of them, I have no have no problem with doing that. Like I said, there's a lot of words in them. Some of them are, you have to say, who, when, where, why, and how are you going to pay for it? So every action has that in it. And so we'd be glad I'd be glad to share that. And if we want to compartmentalize them, where they're going to impact a certain district, we can do that too. So. Got it. Next question is, are there any opportunities if they are? What opportunities are there for possible regional collaborations, especially for some of these hazards, like wildfires, floods, earthquakes, that do not respect city boundaries? Yeah. One other great question.. L.A. is a unique animal. You probably all live here. Most of the state does what they call multi-jurisdictional planning, where the county is the lead in all the cities, and they all work together under one umbrella. They create one plan for the operational area that has jurisdictional components. For whatever reason L.A. is doesn't,. So there's 86 individual plans in LA or 82 are wrote at the number of cities. The ideal world, right, is you're doing your plan, your coordinate. We did this. We did reach out. We identified what we called coordinating stakeholders. We reached out to every neighboring city and said, hey, we're doing a plan, you know, come participate. We had limited participation. We did an actual stakeholder survey where we sent them out surveys where we said, what are you worried about? So there is consistency. But you're spot on because the very first question you're going to have to ask answer when you apply for a FEMA grant is, who did you partner with in the identification of this action? So I can't say that there are, you know, all we've identified four multi-gear stickional actions in this plan. All those 27 actions are pretty much driven by Alejandra or for Alejandra in Alejandra. With that said, every jurisdiction around you has a mitigation plan. There's got to be opportunities to partner. And I would hope that happens through implementation. And especially when it comes time to apply for grant funding. If you're gonna do a Bolton brace, one of the actions here is the look at soft story buildings. You know, soft story is very vulnerable, it's like unreinforced missionary. We don't know where they are in El Habra. a Bolton Brace program, the state of California has it, where it's a great program. Well, it's gonna be way better. both like unreinforced masonry. We don't know where they are in El Haberah. A Bolton Brace program, the state of California has it, where it's a great program. Well, it's gonna be way better if you collaborate with Pasadena or your neighboring cities on a Bolton Brace initiative, because it's gonna make more sense for the state to fund under that initiative. So if that action starts to get traction, I would hope that the dialogue has started for that to happen. Understood. So that's very similar to a lot of infrastructure funding as well. It requires collaboration from multiple jurisdictions for, I guess, increases the chance of securing those funds. So I hope that there will be part of that will be part of the implementation process as we look to identify those opportunities to collaborate with our other cities in the region. And then next question is regarding funding. So am I writing understanding that so I know this is the first step we have to have the hazard mitigation plan in order to pursue funding. My writing understanding that once we have this plan, we have, say, 27 actionable items, it's still, we still need to look for funds. We still need to look for grants. We still, it's not guaranteed. And it depends on what funding becomes available. We have a plan ready and then we can move forward depending on the priorities that we have established. Is that the right understanding? Yeah, that's the perfect understanding. That's another reason why we did multi criteria prioritization because every grant program is going to have a set of goals and a set of priorities. And they're all probably going to align with these 13 that we've identified. So when a program opportunity becomes available, usually what you have to do is submit a notice of intent. We have a window open right now from the fires, DR 4856. And it's going to have priorities. And when you apply, you have to show A, how does the action align with the priorities, and how does your plan align with the priorities? And so it's, you know, remember I said just because you, you know, one of the reasons why we want standalone objectives that if you on a apply for a grant for something that's not actually a line item in your plan, you can point to those objectives and say it meets objective number nine because that is one of our success measures that will make you eligible. But the, the, the monies are going to go and come. I mean, and you're all probably hearing about the press with what's going on with FEMA and what could or could not happen. Bottom line is the Stafford Act has been around since 1968. It's not going anywhere. And that's the monies that become available when a disaster happens. Some of the pre-disaster money is in flow right now. There's a pre-disaster program that was called the Building Resilient Infrastructure and Communities Program. That got sunsetted, but it's going to be replaced by something. Hasn't been done that, but these opportunities will come ago. One thing about state of California, there's always something happening. There's always a disaster declaration. There's always money's available. And the state is really good about when there is a disaster declaration. They open up that grant opportunity statewide. It's not just limited to the impacted areas. So you had no impacts and now, hammer from the wildfire, but you're going to be able to, if you want to, apply for funding that is afforded under that disaster. So, undershore, so with that understanding, then it becomes critically important how we prioritize these, right? We can have 27 actionable strategies, but we may only be able to implement say five of them ten of them as funding becomes available so it's critical to us which ones that we prioritize as number one two three four five yeah i mean it's not as critical to do one two three four five or just high medium low and that's kind of what we've done is the high priorities are the ones that are basically, I'd like to say they're shovel ready, right? They're actions that if you, one element is missing to implement it. Whether it's funding, whether it's, you know, a capital improvement plan or something, there's one element it's ready to go. So those would be the highest priority, right? Because they're fully developed, fully're fully baked and ready to go. The medium priorities might have two components that you need to, you know, to get in place before it's ready to go. You know, at most of the time, it's coming down to money, right? It's, okay, I've got to send my plan because we don't have funding for it, and we need to get funding from an alternative source. So, yeah, it's not about priority one, two, three. It's really about that prioritization of high medium and low. And when you look at the projects that come out high, it'll make sense. You see them and you'll say, yeah, we could implement that in very short order if we were to get funding. Understood. And also as we, I think I really appreciate one of the comments you made about integration into other things, our sustainability initiative, our general plan, as we find ways to integrate this into other things, then maybe we can combine out. If there's funding there, then we can achieve multiple goals with the funding available. And I always tell everybody, this is not just how to get money from FEMA plan, right? It's, it's, there, there's, you know, HUD has money, the state of California, OPR, you all heard about Prop 4. You are in Prop 4 territory, you are considered coastal, so any of the Prop 4 money, you know, are eligible. Those are all resilience sustainable related initiatives. So, you know, I, you know, and leveraging, you know, federal grants have a local match. That's a beauty of having state programs. You can leverage state programs with federal then you don't have to pay anything. And so that would be the ideal scenario. Got it. And one last question. Does the plant, if so, how does the plant address the needs of vulnerable communities such as our seniors, low income families, people with disabilities or not English speakers. Are there any components there? Yeah, that's a required component. We actually had to identify if the state doesn't like to use the terminology socially vulnerable. The state said we want to use equity priority. So we're required to identify the equity priority communities. So based on demographics, we did that through a facilitated exercise with our steering committee. Now, the problem with demographic data, right, is you get it from census. And when you get census, you're looking at a track. The one problem we have is I can tell you every building built before 1933, I can give you a list of them. But what I can't tell you is what is the socially vulnerable, the demographic of the occupant. I can just say, oh, it's in this census track. So we have attempted to, at the best of the ability of the data to identify social vulnerability or equity priorities through the, but, you know, it's extremely coarse data. And when you look at the asset inventory that we have, it's very granular, it's very detailed. It's kind of an apple and orange. So that's kind of probably something that can be addressed through implementation. Okay, sounds good. And I just want to echo Councilwoman on Dr. Atty's dollars comment. I think our school district is a great way. If there's a lot of families that live in Alhambra and they also have a really effective way of reaching to their, the family. So that's a good way to outreach and that's, that's there to, you know, make sure we get the message out there and collect public input that way. Great. Yeah, the survey is still live. We haven't shut it down. going as long as we can just to get input. So that's a great suggestion. Thank you so much for this presentation. Thank you. Oh, forgot about the mayor. I have a question. Of course, leave the mayor. I just want to get down to the preparedness. Are there grants that will address the individual preparedness in terms of supplies? Because I'm thinking of, you know, to when you look online or anywhere, we don't actually have stores that sell emergency supplies other than, I think, SOS is probably close to that I can find. So there are very expensive items, like the Lysdix and Cots or whatever that I saw in the catalog. Are there going to be grants that would address the individual needs of maybe maybe the city can purchase in bulk. Merchants supplies that we can have individual families to purchase at cost or free. Yes and no. So remember that little circle I showed you, circle life preparedness response recovery. Each one of those is an element of emergency management. And when you look at the federal government, each one of those have a different agency. So when we start talking about preparedness, preparedness most notably, that is DHS. Now DHS has all kinds of programs. They have the Homeland Security Grant Program, they have the Emergency Management Program, Grant's HSGP, EMPG, that you can buy and stock pile response items. That's what was being utilized during COVID. That was paying for all the all the hand sanitizer and all that. That's EMPG. But this plan itself is separate from that, right? This is a FEMA mitigation plan. It's only looking at Stafford Act funding. However, if the city wanted to put an action in here that we want a stockpile response goods, there's nothing to stop you from doing that. You're just not going to list females the source of funding. It's going to be DHS. And it's going to be through the HSTP program or EMPG. So remember, I said it's not just how to get money from FEMA plan. And that's a great initiative, you know, and I think a lot of people got into that mantra in the response to COVID about stockpiling response stuff. The other thing is, you know, they call them pods, desensory pods, that is another emergency management thing where you look at where people can go get medications. You can actually get a DHS grant to identify your dispensary pods and actually equip those pods so that they can have the medications that they would need in a disaster response. But it's all going to come down to more planning, right? And so I think what we've done is planted the really solid foundation here with having a model that can show you where these inherent vulnerabilities are, where the buildings are the most fragile, where your loss of function is going to be. That is the most, you know what I said, 38 days on your critical facilities. Think about that about that. Your water, your wastewater treatment. What are you going to do without water and wastewater for 38 days? And that, you know, that is information that helps you be prepared. Right? And you have that data now. We can give it to you. Individual property data. We can tell you how much damage by each asset and what that downtime is. And so that to me is the next step to being coming more prepared, being better to prepare and into training and exercise piece, right? Okay, I don't have my wastewater treatment plant for 38 days. How, what am I going to do? I'm going to truck it. I'm going to what's my backup plan redundancy? And so, hopefully that's what we've done with this plan is really set a really strong foundation for those other phases of emergency management with the preparedness response and recovery because we have data. My next question is you mentioned shelter. That is something that made for the staff. I'm concerned about when in the event of earthquake perhaps, I think that's more of a likelihood for El Hanbra that we aren't. I'm not sure our staff have in place elusive parks or gyms that we can open up for shelter. We have not discussed that, but I think I raised that question before. And so that should be part of the plan when you have- That should be part of your emergency operations plan, which- Right, and in terms of hygiene, safety health, safety issues, Are we prepared for that? Are we, is that part of the plan to have, I think we have a mental part of gym and couple of gym and then, correct. So yeah, that element is addressed in our emergency operational plan. In case we do have such emergency, what is our plan to then house people that are on how's at that time? So that's addressed in our emergency operational plan, which is separate from the hazard mitigation plan. Does that also include the city having a inventory of supplies, such as, you know, hygiene, toothpaste, whatever? That plan does discuss the elements you know, how do we acquire supplies, whether through partnerships, through businesses, whether the community and other resources and how we acquire those resources for the community in case we have to respond to that type of emergency. Yes. And last question, do we have an idea at this point or maybe eventually we'll have a clear number of how many residents we can actually house if we open all the parks and the gyms? I don't have that information in front of me but I can get that or I can look into see if how we can get that information for you. I think that'll be important for me to know and the residents to know. And I'm not sure in case of an earthquake that maybe a house has shifted, it's declared a hazardous, so the owners cannot return. It's like, are they allowed to sleep in their car? I think that has something that I want to look at. Sure. It really depends on the type of response of the incident. What has occurred during that incident and then what type of regulations we'd have to drop then in regards to people staying in their cars or temporary housing, whether it be at the parks or at recreational centers, things of such. So I think that really kind of depends on the type of incident that we're responding to. And then depending on what the request is or the plan is on how we address those types of situations. Okay. Good. I just want to make sure these details are going to be considered and be that we're going to have a clear idea. What in the event we ever have to have a major earthquake that we are ready for action? And then to go a little bit further in regards to the emergency operational plan, we are due to update the emergency operational plan, which would be the next step in this whole process of emergency management. So once we have established the local hazard mitigation plan and close that project, the next project that we will then look into updating would be the emergency operational plan, which would then incorporate a lot of those questions that you had asked just recently as well. Thank you for your information. This item is an informational report for the City Council, so no vote is required. The next item on the agenda this evening is the consent agenda item number 3 through 21. Do we have any speaker cards? I'm Mary. We send agenda. Yes, we do, Madam Mayor. We have two speaker cards, one for item 11 and one for item number 12. Mr. Lewis McKennan? As you speak on both the 11 and 12. Good evening, just very briefly tonight. just some comments on number 11 awarding a contract for Community Development Block Grant ADA Ramp Project. I'm noticing that fortunately there's some additional money from some of the transportation initiatives involved in this project and project that's being awarded here will cover some additional areas in the ADA ramp projects. then was initially anticipated when we floated the request for the bids on it. And the total amount in here, the bulk of it is being funded from community development block grant funds, an amount close to half a million dollars. And the only thing to kind of keep in mind is this is very worthy use of the money, the amount of money we get from Community Development Block Grant funds is very very limited. It's less than one million a year some of which is used for overhead some of which is used for other things like our housing rights center for funding meals for the seniors and so forth So that we do want to be able to keep as much of that funding from community development block grant funds available for housing issues and for the rehabilitation projects that we do fund from that. We also have the separate home funds. Those are directed specifically to housing, but the amount we get from the federal government in that is dropping dramatically. It will be anticipated to be less than half a million a year in the coming year. It used to be close to a million and it's down to about half that now. And the way things are going from the federal government, you can figure that's still going to keep going further south. So as much as possible, as worthy of these projects are, and I'm very glad to see them move forward, we're picking up a portion of the funding here is being picked up by the money coming from these transportation propositions that were passed, as much as we can focus on that would be very useful. And just to kind of keep in mind, this the whole Americans for Disability Act was something came out of the US Congress years ago. At a time when there was a lot more bipartisanship going, in fact one of the prime movers was a Republican senator from Kansas, named Bob Dole, who was very badly injured during World War II, effectively lost the use of his right arm. And even his left arm was damaged, had spinal injuries and everything else out of that. But it passed the US SenateS. Senate and he was a senator there with 73 votes, which is a very strong bipartisan backing on that bill. This is something I think everybody pretty much agrees on. We'd like to see a lot more of that nowadays in Congress. That's the end on number 11. You just want me to go into number 12 and, okay, good. Restart the clock. Number 12 here. This is Street Rehabilitation Project. We're awarding the grants on that. This was something back in 202-2-4 SB1 Street Rehabilitation Project. So we're finally getting this implemented here. Two parts on this. The first and these are just reminders to staff a little bit in implementing the project. One is construction just started this month on the 801 East Main Street project, which is between Cordova and Grenada on the north side of Main Street there. There is some heavy equipment coming in and out of there. One of the streets to be rehabbed is North Cordova Street, that first block of North Cordova Street. So there will be a while that equipment access is the site both from Cordova and Grenada on the other side. It might be something staff would want to keep in touch with the developer on that. you don't want to, they can still access it from the Grownout aside. But, and you might want to keep in mind, I don't think any of this heavy equipment is going to cause any damage, but you might want to, on the scheduling of the project, just kind of coordinate with them. You don't want to repave the street and then have a bunch of very heavy equipment kind of mess it up afterwards. The second thing is since a lot of the area here mostly covers the bean track and lender acts of park area and covers cordova street. I'm looking in the map on the north side cordova but there is a small section on the South Cordova street in the block right south of Main Street, that they might want to take a look at just covering at the same time. It would probably be some add-on or change order to the project. I don't think it would be a lot of money, but as long as you're in the same area within half a block of it, you might want to consider picking it up at the same time. Now, the area immediately south of Main Street on Cordo over there by the Chinatown Service Center Regional Health Center was just recently redone. That's an excellent condition. And the park further south in that block, there's towards as you go much further south. It is in very good shape. But there's an area about 100 feet or so there that's just in terrible condition between those two areas. And it might be something that staff would want to take a look at and just see as long as they're going to be half a block away anyway if they want to fill in that gap of fixing that street. It's just something for staff to take a look at and consider. Thank you. Our next speaker is Bertha Rivera. Good evening Madam Mayor and Council members. I'm so glad Mr. McKenna brought up the street that needs to be paved on my street. And I couldn't understand why they went ahead and they paved and they did such a beautiful job at the Chinese CDC Yeah, China the Chinatown Service Center, okay But they did not finish paving the street in the middle of the block. I think it's a little bit more than a feet. I'm not sure. But I do want to bring this to, you know, to the attention of whoever sends out notices. Even though I live on the south side of Lindevrexic, I did not receive a notice indicating that we were going to have a street rehab. So nobody sent anything, you know, and just because you put it on the website doesn't mean that I'm reading it. So I would like to have some sort of verification, you know, that this is going to happen. Also too, Mr. McKenna brought up a very good subject about the big trucks, because when the Chinatown Service Center was being built and constructed, I had lived in a very small old home. And when the trucks would come through my street, my house would shake. My understanding from one of my neighbors is that they're supposed to use main street. They're not supposed to be in the residential area. So I'd like to bring that to the attention of staff that please keep a look out for this. We're going to have a lot of construction going on. We're going to have a lot of development. And I just want to be as calm as possible when this happens. Thank you. I have a question for our city manager just follow up with Ms. Rivera's question about verification. So the notices will go out only through website. Are they posted on the on the street itself when there's some type of working done? We don't post on the street and I'd have to check at the notification for the residents. We never post them on the street. I do believe that sometimes there are project signs but not, it's specifically not in a residential neighborhood. So is there any way for us to step up the effort making sure that there are people that don't really go to social media or website to look for city events? Can you bring back some information next time? Just to address the concern that we have? Sure. Thank you. Do we have any speakers via Zoom that we should speak on any of those consent agenda items? Madam Mayor, I'm not seeing any raised hands on Zoom at this time. Does the council have any comments or questions on any of items? Madam Mayor, I just wanted to ask the city manager help my memory here because I think we just did this but didn't we already have our new housing rights contract between for 2025 and 2026? That is correct. Okay. So thank you. Madam Mayor, I have one comment. I want to thank you for asking us to step up with our reach for street projects. I think it's important that we do reach out to our residents because when construction happens on the street, it really impacts residents' lives. They can park. They, you know, there are, there's noise, there's dust, there's a lot of things. So I think what we can also do as city manager checking to the process, if we can maybe ask the project manager contractor to include as part of the project to do public outreach. Maybe it's a door hanger, maybe it's a direct mail to send to the impacted residents. That would be what I would like to see instead of just having it on the website. So just a comment. Thank you. If there are no more comments, a question from the Council. I need a motion to move the consent agenda. Move the items on the consent agenda. The consent. Roll call, please. Entradi Steadler. Yes. Maloney. Yes. Mazah. Yes. Wang. Yes. Lee. Yes. Next, we have the continuation of public comment for non-agentized items. Do we have any speakers that we're not able to speak at the beginning of the meeting? We have one. Mr. Lewis McCemmon. Yeah, just again very briefly, so we can get out of here by seven o'clock for our next item. And just kind of keeping in mind here, a couple items that aren't on our agenda, one's relatively recent one is 50 years ago. The first and most recent one is just remembering Pope Francis, who passed away this about a week ago. And a man who really exemplified some of the most humanitarian and best thoughts that I can think of. One of the kind of not only from when he first took office there as Pope and made a trip down to southern Italy to meet the region where the migrants coming across the Mediterranean were coming in and recognizing and keeping in mind some of the most vulnerable people in our society throughout. And even every night at about six o'clock his time in Rome, about seven o'clock in Gaza, he would make a phone call to a Catholic church there, and talk with the pastor there about how things were going, because it was very, very difficult. And we've just gotten the word within the last 24 hours from the United Nations that their food stocks are now completely exhausted. In. We've had a blockade going on now for about one to two months on all food supplies going into Gaza. The situation is getting very very critical there very fast. The other is 50 years ago on April 30th. The National Liberation Front moved into Saigon, took possession of that city. We still have over 1,000 people from our military services who are totally unaccounted for the Vietnam War. Needless to say, it was disaster for the people of Vietnam, well over a million of whom were killed during that war. It was a time when many of us, I know there were people on both sides here in the United States, back in the late 60s, both major political parties were still supporting the war, the divisions, to some degree in both of them. And there were really many things to have. I remember when I learned about what had happened in me lie. And one thing that we came out of that that was good was that's now incorporated in US Army training. And in the military everywhere that there are times when you have you aren't told to disobey an unlawful order, an awful order to wipe out the women and children at me lie, hundreds of whom were killed that day. And that's the kind of thing that, you know, we want to see being avoided. We see it repeated in the current wars that are going on in Ukraine and in the Middle East. And as much as we can do to move towards a peaceful solution to these things, I would really love to see that happen because when worse go on a lot of terrible things happen. So that's just the end of my comment tonight. Bring to mind a couple of things. Thank you. Do we have any speakers via Zoom that wish to speak? Madam Mayor, I'm not seeing any raised hands on Zoom at this time. Next we have Council Communications. Vice Mayor, would you like to start? I have nothing tonight. No one else? Okay, I think I want to read my announcement. Announcements which I have to deny for everyone. Save the date for our annual Memorial Day ceremony on Monday, May 26th at El Hanber Park, Federal Veterans Memorial. Enjoy live music and refreshments starting at 10 a.m. followed by the ceremony at 11 a.m. the, the summer, followed 2025, leisure guy is here. Look, locking your favorite classes, events, and activities before they fill up. Registration is now open for Alhambra residents and non-residents can register starting on May 5th. View the leisure guide and register at cityofalhambra.org. Those are my two announcements for the city and I had wanted to add one more thing. I recently was invited by L.A. Mayor Karen Bass and also other mayors joined us at her house. We had a really good preview of the upcoming 2020 A Olympics. We discussed major events that are coming up and also overall coordination as well as the economic impact of the 2020 A Olympic and Paralympic Games that will bring to the alley region Approximately to the ballpoint of 18 billion dollars of Economic output and 90,000 jobs will be supported and So something to look forward to and they and I believe that they have contacted many city managers in Getting inventory of all the each cities facilities are available for rent that other countries athletes may want to rent from the city so that be additional revenue for our city as well. And a waste of gain involved there are ways for each city to gain involved and I'm not sure that we need to all jump in and and fight each They are engaged in the same way. They are engaged in the same way. They are engaged in the same way. They are engaged in the same way. They are engaged in the same way. They are engaged in the same way. They are engaged in the same way. They are engaged in the same way. They are engaged in the same way. They are engaged in the same way. They are engaged in the same way. Community festivals, workforce development, community business, volunteer program, operational coordination and advocacy support. And I have picked up some information for our city manager to look through. Just want to make sure that our handbrake can get into the action as early as possible. And again, we talked about the tours that are coming, including the athletes and families, they're supporting to Alhamdulillah, San Gabriel, this region because we're known for restaurants. So that's something that the business can look forward to. I know it's only still 2028, but you know, time flies and it doesn't hurt to start getting prepared for that and making sure that we contact the Olympic administration making sure that we are being considered. We're there still looking at the route which is towards relay across the US and they're already asking for that. The torch relay will go through their city. A couple of mayors mentioned the Valley, Main Street could be an option. I think that we need to look into that. That will really help us out in terms of getting our name out there. And that's all I have to report for tonight. Before we begin our ceremonial items, we have a quick report from the City Clerk regarding the outgoing commissioner recommendations and the board commissioner members reception after the meeting tonight. Yes, Madam Mayor and members of the City Council. Due to the fact that our outgoing commissioners being recognized on this evening's agenda, we're given 7pm as the time to attend the meeting to receive their certificate of service. And our Board and Commissioner reception was noticed for 7 PM. We wanted to be sure the council did not hear the ceremonial items before 7 PM. We, I believe we are close enough to 7 PM that it's okay for the council to proceed with the ceremonial items. Thank you. Thank you for making that decision for us. We are now moving to our ceremonial items. So I have a proclamation. Do you want me to read that first? The first is a proclamation to declare May as older Americans months in America in Yohanbra. I would like to call up Deputy Director of Parks and Recreation, B. Hilton, to receive the proclamation. We're since 19 Whereas since 1963, May has been a month to appreciate and celebrate the vitality and aspirations of older adults and their contributions to our community. And whereas the thing before older Americans month 2025 is flipped the script on aging, which focuses on changing how society perceives and talks about aging with the goal of emphasizing the positive aspects of aging, promoting active aging and challenging negative stereotypes. And whereas the city of Alhamdulillah is committed to helping all individuals who live longer, healthier lives. And our community can provide opportunities in which the lives of individuals young and old by recognizing the vital role of making connections with each other to support independence and combat isolation. And whereas older Americans recognize the legacies and contributions of older Americans and the need to support them as they enter a new age, new staging life. Now therefore, I, Catherine Lee, mayor of the city of Alhamdulillah, to do it hereby, proclaim the month of May 2025 as Older Americans Month. In the city of Alhamdulillah, to acknowledge the value that older adults continue to bring to our community. And I know these are all volunteer positions. I know many of you have been on the, in the position for many years. And thank you for your, again, your sacrifice and your time to bring valuable service to our community and discussing major issues and vote on them. So I personally, as Mayor Alhambre, would like to thank all of you who are here tonight. And I have certificates for you, as I call your name, please come up. The C Council on behalf of the citizen of Alhambra wishes to recognize the city's outgoing board and commission members for their outstanding and dedicated service to the city of Alhambra. And the first one will be Mr. Steve Placido. Is the Transportation Commission and he's not here. Next person is Bill Boyhales. Mr. Boyhales is a member of the HCDA citizen advisory committee. Do you want to? Oh, Mr. C. Placito, which I just called your name. Please come on, receive your certificate. Mr. Placito is a member of the Transportation Commission. And next is Carrie C2, Board of Library Trustees. Thank you. Callemay, FAM, member of the Planning Commission. Mr. Matthew Rutzen. A member of the Civil Service Commission. Omar Gillesia. member of the chat. He's a member of the Transportation Commission. Tatiana Hernandez, a Youth Commissioner. Don't see her here. Jason Quatch, a member of the Alhambra Youth Commission. Last but not least, Mr. Mike Koski, a member of the Parks and Recreation Commission. Congratulations. Thank you all of you. Okay, we've got that off the checklist here. We have now completed all of the items on this evening's agenda. Our next regular meeting will be on Monday, May 12th. Please join us for the reception downstairs in the lobby of City Hall to show our appreciation to our board and commission members. All are welcome to attend. The meeting is now adjourned. you you I'm going to make a little bit of a little bit of the dough. I'm going to make a little bit of the dough. I'm going to make a little bit of the dough. I'm going to make a little bit of the dough. I'm sorry. you you you