OEM - Annual Report 2025

2025 OFFICE OF EMERGENCY MANAGEMENT | CITY OF PEARLAND ANNUAL REPORT

Executive Summary .......................................

organizational PREPAREDNESS............................. 07

PUBLIC EDUCATION & OUTREACH........................... STEAR EVACUATION EXERCISE................................... FLOOD RESPONSE ......................................................... EXERCISE AFTER-ACTION IMPROVEMENT PLAN..... PREPAREDNESS EXERCISES.................................. EMERGENCY OPERATIONS PLAN................................ INTEGRATED PREPAREDNESS PLAN.......................... OTHER PLANS.................................................................. OEM STAFF....................................................................... ICS TRAINING (BASIC)................................................. IMT PROFICIENCY.......................................................... IMT ORGANIZATIONAL DEVELOPMENT..................... CITY-SPONSORED PREPAREDNESS TRAINING....... PREPAREDNESS TRAINING.................................... COMMUNITY PREPAREDNESS...................................... DIGITAL & PRINT............................................................. WEBSITE & SOCIAL MEDIA........................................... PREPAREDNESS WORKSHOPS.................................... STEAR................................................................................. STEAR VALIDATION......................................................... SPECIAL EVENT SAFETY & SECURITY....................... organizational development/..................... collaboration NEW EMPLOYEE ENGAGEMENT.................................. EXTERNAL ENGAGEMENT.............................................

07 07 07

09 09 10 10 11

12 14 16

17 18 19 19 20 20 22

23 23 26

PEAR TEAM......................................................................... IMT TRAINING................................................................... EMERGENCY SUPPLY WAREHOUSE............................ CITY COUNCIL STRATEGIC PRIORITIES................ THREAT RESPONSE..............................................

26 27 27

28 29 30

PROGRAM OVERHEAD......................................... OPPORTUNITIES FOR GREATER PREPAREDNESS.. IMT INCENTIVE PAY...................................................... DAMAGE ASSESSMENT................................................ A COMPELLING CASE FOR GREATER READINESS HURRICANE MELISSA.................................................... GULF HURRICANE ANALYSIS...................................... FORECAST TRACK ERROR...................................... STORM DAMAGE....................................................... THE AFTERMATH.......................................................

30 30

32 34 35 36 37

EXECUTIVE SUMMARY

Every year the Office of Emergency Management (OEM) establishes program goals and objectives based on current events, emerging state and federal requirements, local challenges, and lessons derived from prior exercises and experience. In 2024, Hurricane Beryl reminded us how important it is to remain vigilant during “blue sky days” by continuing to plan, train, exercise, prepare the community, and cultivate relationships with important partners and stakeholders. Program successes witnessed during recent responses to Hurricane Beryl and Winter Storm Enzo (January 2025) were the result of years of “blue sky” investment in preparedness, capability and response and recovery proficiency. Fortunately, FY25 was less demanding than recent years with respect to threats and hazards and this permitted increased focus on strategic planning and preparedness. The absence of a threat, however, often encourages complacency to reassert itself. Countering complacency is a persistent challenge and OEM’s highest aspiration.

PETER MARTIN EMERGENCY MANAGEMENT COORDINATOR

OEM priorities are determined in collaboration with city departments and external stakeholders because the success of our preparedness initiatives, and, ultimately, the city’s response and recovery efforts, depend on the commitment and cooperation of all departments, staff, partners, and stakeholders. Therefore, as we highlight FY25 successes, we acknowledge that these accomplishments belong to all of us, across all departments, and that our collective investment in preparedness benefits the entire community – our residents, businesses, and community organizations, as well as municipal government. Ultimately, we aspire to build resilience, across city departments and throughout the Pearland community. Resilience enables our citizens to better withstand disaster and recover from it more quickly and completely while also enabling the city to deliver a more efficient, effective, and safe response. These are core values that unite us in our quest for preparedness.

The absence of a threat, however, often encourages complacency to reassert itself.

OEM initiatives are focused primarily on organizational preparedness, community preparedness, contingency planning for high-profile special events, and external relationships. The following performance review describes our organizational preparedness efforts, which includes disaster planning, program development, preparedness training, and readiness exercises. Community preparedness reflects our public outreach initiatives, including public preparedness presentations, special interest workshops, social media outreach, and information sharing. Also highlighted is support of city special events and our efforts to establish and strengthen both internal

and external relationships with public safety partners and stakeholders, with emphasis on school districts, adjacent jurisdictions, county, and state partners. Additionally, the Pearland Emergency Assistance and Recovery Team (PEAR Team), launched in May 2024, elected a board of directors this year, established a 501(c)(3) non-profit organization, and organized six committees to respond to foreseeable humanitarian needs in the aftermath of disaster, undertake important recovery tasks that the city legally cannot, and take on important responsibilities, such as volunteer and donation management, so the city can focus on competing demands. While developing our annual priorities and evaluating results, we continue to apply performance standards set forth in the Emergency Management Performance Grant (EMPG) program as these standards reflect best practices in emergency management. Monitoring the external environment, identifying hazards and responding to threats is another fundamental aspect of Pearland’s emergency management program. We aspire to provide warning well before emerging hazards can threaten the Pearland community. This was manifest in 2024 during the approach of Hurricane Beryl, a storm that was forecast to make landfall in Mexico. External threat monitoring and advance warning provided an opportunity to prepare for a storm whose track shifted nearly 200 miles in the brief 72 hours prior to landfall. This year we closely monitored the approach of Winter Storm Enzo, which produced 4” of snow in Pearland, as well as multiple severe weather & excessive rainfall forecasts, potential civil unrest and homeland security threats. Fortunately, not all threats materialize, but continual vigilance benefits the community by enabling us to prepare for emerging threats and respond more quickly when they do occur.

Throughout FY25 routine administrative tasks and program maintenance, an inescapable necessity, also consumed staff time and attention. Development and implementation of plans required considerable time and interdepartmental collaboration, as did budget planning and administration, annual validation and maintenance of Pearland’s State of Texas Emergency Assistance Registry (STEAR) database, Incident Management Team support, and maintenance of EOC capability. Additionally, this year our office developed an internship program and hosted a student intern who reviewed after-action reports from prior years to document improvement tasks that had been addressed and those that remain outstanding. Though formidable, OEM’s small staff would be wholly incapable of achieving so much in the evolution of the city’s preparedness, absent the strong support of city administration and the collaborative partnerships we enjoy with all city departments. The city and its staff can take great pride in our collective readiness to contend with future emergencies and disasters, confident that we are prepared to aid our citizens in their time of greatest need and meet their expectations in the face of adversity.

The Office of Emergency Management aspires to see over the horizon and anticipate threats and hazards that could endanger the Pearland community. We strive to prepare for these threats and hazards; respond to them effectively, efficiently, and safely; and recover from them as quickly and completely as possible. Our collective success demands unity of effort across city staff, throughout the community, and with federal, state and county public safety partners. The following program performance report describes our efforts in 2025 to prepare for, respond to, and recover from threats and hazards that could endanger our community. PREPAREDNESS HIGHLIGHTS Pearland Integrated Preparedness Plan – A multi-year training and exercise plan Flood response and evacuation exercises Emergency Management professional and organizational development Preparedness training Emergency Operations Plan revision (3 Annexes) Public education and outreach Pearland Disaster Recovery Committee – PEAR Team

ORGANIZATIONAL PREPAREDNESS Emergency Operations Plan (EOP)

EMERGENCY OPERATIONS PLAN Provides overall authority, roles, and functions Comprehensive document that: Assigns responsibilities for specific actions Establishes lines of authority Describes how people and property will be protected Identifies personnel, equipment, and other resources Coordinates with other plans

Pearland maintains an emergency operations plan comprised of a comprehensive basic plan and 23 supporting annexes that describe core capabilities and services the city must be prepared to deliver when disaster strikes. Diligent planning helps ensure the city can confidently deliver the services and capabilities most likely to be needed (i.e., core capabilities) during disaster response and recovery. This year OEM staff worked collaboratively with PFD and EPW to update the following annexes, in anticipation of state review and approval: Firefighting Search & Rescue Transportation Integrated Preparedness Plan F R S OEM, after collaborating with various city departments, convened an integrated preparedness workshop in February 2025 to socialize an updated multi-year preparedness training and exercise plan which establishes priorities for the forthcoming year. This plan was implemented successfully, and the results are reflected throughout this report.

Other Plans OEM consulted with the city’s incident commanders to review plans for the 2025 Atlantic hurricane season and to explore potential impacts to Pearland from the World Cup soccer matches being hosted in Houston in June and July 2026. City administration designated an incident commander in March, and an Incident Management Team (IMT) was activated shortly thereafter to anticipate and plan for potential impacts associated with the 2026 World Cup tournament. OEM and IMT staff participated in several internal and external planning meetings in anticipation of this globally significant sporting event.

Additionally, Parks & Recreation validated plans for the STEAR evacuation hub, shelter and mass care, and points of distribution (POD) activation. Staff identified a need for additional evacuation hub personnel to affect the timely evacuation of STEAR registrants, due to the growing number of residents included in the registry and the time required to process each for evacuation. Examination of shelter and mass care plans produced several best practices to expedite shelter registration and validated a need for behavioral health support in city shelters. Review of POD plans exposed communication challenges that would result during a widespread power outage or cellular network degradation. OEM continues to work with Parks & Recreation to identify solutions for each of these challenges. Experience following Hurricane Beryl, a major federal disaster, prompted OEM to develop a ‘disaster recovery’ checklist for integration into the city’s Hurricane Response Plan, so that important tasks would be anticipated rather than overlooked during fast-paced recovery efforts. OEM also collaborated with Parks & Recreation and Animal Services, to refine the city’s concept of operations (CONOPS) for handling of displaced flood victims, based on best practices and recent exercise experience.

Collection Point CONOPS outlines procedures and responsibilities associated with

Receiving displaced flood victims from first responders

Providing for their immediate humanitarian needs (.i.e. blankets, first aid, water, etc.) Documenting their personal information and special needs prior to transfer to temporary shelter.

PREPAREDNESS TRAINING OEM Staff In FY25 OEM staff completed approximately 165 hours of preparedness training through a variety of courses, most notably:

L-0950 National Incident Management System All Hazards Incident Commander Course

IAP Incident Action Plan software user training

HURREVAC Hurricane Evacuation decision-aid training

FEMA Independent Study Courses

educational workshops, preparedness training, and professional exchanges with subject matter experts and other emergency management professionals. For workshop attendance, OEM staff were credited with 30 hours of continuing education by the state.

Additionally, OEM staff attended the 18 Annual Emergency Management Association of Texas (EMAT) Leadership Symposium and the 2025 State of Texas Emergency Management Conference. In each case, staff benefited from multiple days of th

Incident Command System (ICS) Training (Basic) In 2022 Human Resources integrated the Federal Emergency Management Agency’s (FEMA) basic online ICS courses into the new employee orientation program. This initiative was introduced to embed entry-level ICS knowledge among newly hired city staff and thereby provide a baseline level of knowledge, foster a culture of preparedness, and promote incident management team continuity.

expands the pool of staff eligible for advanced ICS training by satisfaction of mandatory prerequisite training. This initiative also helps overcome staff attrition by creating a succession path to fill IMT vacancies.

139 NEW CITY STAFF

completed four online ICS courses during new hire orientation or produced evidence of course completion prior to joining the city.

The city’s investment helps set up staff for success during disaster response and recovery but also

IMT Organizational Development

Several of Pearland’s IMT staff completed formal preparedness training in FY24, to develop and close knowledge gaps through the following courses: IMT Proficiency Training

In addition to preparedness training, OEM staff convened professional development meetings with various IMT components to encourage preparedness and promote disaster response and recovery knowledge and proficiency. The meetings included: Review of IMT position responsibilities Overview of Miscrosoft Teams structure for disaster response Various professional development resources The state’s new preparedness training platform

Partici- pants

Course Title

Intermediate ICS for Expanding Incidents (G-300) Advanced ICS for Command and General Staff (G-400) All-Hazards Incident Management/Unified Command (MGT-314)

All-Hazards Incident Commander (L-0950)

Position-specific training requirements

EOC Activations processes

Personal and deployment preparedness Collaboration between OEM staff, situation unit leaders and IT to refine the City’s automated situation report.

Although professional development continued throughout the year, efforts were hindered by the loss of 20 staff, many of them trained in their ICS positions. IMT

INTERNAL ALIGNMENT MEETINGS foster a deeper understanding of the city’s disaster response plans and expectations and often prompt new ideas that produce innovative solutions for continuous improvement.

47 FY25 staff attrition, combined with losses in FY24 and FY23, amounts to 47 staff or 39% of the IMT roster over three years. Frequent staff transition highlights the persis- tent need for ICS training, and an imperative for organizational commitment to IMT staffing.

POINTS OF EMPHASIS: Hurricane Beryl Lessons & Best Practices Winter Storm Enzo Review The Best Response Concept Pearland Hurricane Recovery Checklist Preparing Texas State Training Website Modifications Flood Response Exercise Objectives 2025 Atlantic Hurricane Season Forecast Staffing Shortfalls at FEMA & National Weather Service Automated Disaster Response Situation Report Process State of Texas Assistance Request Process

City-Sponsored Preparedness Training

Due to challenges in accessing grant-funded training, OEM staff planned, coordinated, hosted and funded FEMA’s ICS All-Hazards Incident Commander course in March with a total of 19 participants, which included 4 regional partners. The city was able to train more staff, with reduced impact and greater control over the quality of instruction, by conducting this course in-house than could be achieved by sending individuals to other jurisdictions for training. Similarly, three iterations of Incident Action Plan (IAP) software training (basic, advanced, & administrator) were presented in-house to foster proficiency among IMT and Special Event staff with this highly sophisticated software.

Incident Response & Recovery Documentation

STEAR Evacuation & Reentry Concept of Operations Flood Victim Collection Point Concept of Operations Emergency Operations Center Activation & Logistical Planning Organizational Communications ICS Position-Specific Quick Start Guides Disaster Tracking Dashboards WebEOC Tutorial

An added benefit of in-house training is that it offers an opportunity for team building among staff who don’t normally interact but will form a municipal response and recovery team when disaster threatens.

PREPAREDNESS EXERCISES

Exercises foster knowledge and proficiency by providing a low risk, cost effective environment in which to validate plans, policies, and procedures. Exercises also expose gaps in training, capabilities, and resources, as well as best practices and areas for improvements. Consequently, city staff planned and presented two significant exercises in anticipation of the 2025 Atlantic hurricane season.

These exercises were designed to: Foster unity of effort across city departments Enhance knowledge among participants Build teamwork Cultivate proficiency with disaster response and recovery operations Evolve existing emergency response plans and capabilities.

The city’s preparedness exercises were successful primarily due to the commitment and collaboration exhibited by PFD, PPD, EPW, Pearland Water, Information Technology, Communications, and Parks and Recreation.

STEAR Evacuation Exercise As the only ‘evacuation hub’ for northern Brazoria County, it is imperative that Pearland evaluate and socialize our Concept of Operations (CONOPS) for STEAR evacuation with our state and county partners, as well as adjacent jurisdictions that will evacuate through the Pearland hub (i.e., Manvel, Alvin, Iowa Colony, Brookside Village, Hillcrest Village, and unincorporated Brazoria County.) In FY25, Pearland Office of Emergency Management (OEM) convened a tabletop exercise to examine STEAR evacuation plans and align expectations among all supporting partners and stakeholders.

STEAR Evacuation Exercise Objective:

Explore the coordination and precise synchronization required for a successful STEAR evacuation as well as the logistical prerequisites for transporting approximately 1,100 fragile residents and their pets out of harm’s way.

Exercise Emphasis

Exercise Discussion

Importance of annual STEAR data validation Compliance with evacuation timelines Consistent public messaging across jurisdictions Many complexities associated with return of registrants following evacuation.

Exposed unanticipated challenges associated with the handling of pets owned by registrants who are transported to medical shelter via ambulance Recognition that some evacuees, particularly those suffering diminished cognitive ability, must be accompanied by a caregiver Explored options to discourage individuals from simply abandoning vulnerable family members at the evacuation hub. damaged and inoperative upon their return. In this case, they will require alternate transportation to return to their homes and participating jurisdictions must prepare for this logistical requirement. Given the complex and high-consequence nature of the STEAR evacuation mission, OEM staff continually work with supporting partners and stakeholders to refine evacuation plans.

OEM staff impressed upon partners from adjacent jurisdictions the imperative that they inspect the home of each evacuee to ensure habitability prior to residents returning. Failure to do so could result in evacuees loitering at the RCN while their disposition is determined. Similarly, evacuees who staged their vehicles at the RCN prior to evacuating may find them

Considerable time, effort, and expertise was invested in the planning, coordination, and conduct of Pearland’s fourth full-scale flood response exercise in April 2025. Prior to the exercise, training was conducted on response equipment and various aspects of the mission to enhance responder knowledge and skills while also maximizing safety. Flood Response Exercise

Teams

Duties

Police Fire EPW

Participated in swift-water rescue training, where first responders quickly came to appreciate the irresistible force exerted by fast-moving water

EPW Pearland Water

Familiarization with Pearland’s flood response vehicles and driver training

EPW PFD

Conducted on-water rescue drills by utilizing shallow-draft rescue boats

Provided training on Survey 1-2-3 and Field Maps to facilitate first responder proficiency with the apps, which are utilized to track and document flood rescues and disaster impacts (e.g., downed powerlines, debris obstructed roadways, etc.) so response efforts can be prioritized and based on available resources.

Drone team conducted flight training and exercised the ability to deliver a life jacket to a victim in the water

Advance testing of these individual functions facilitated their seamless integration into full-scale exercise play.

Designed to test the city’s flood response plans, policies, and capability

Offered first responders an opportunity to put theory into practice

Supported by 46 community volunteers, including the Pearland Citizen’s Police and Fire Academy Alumni, PISD EMT program and College of the Mainland Fire Academy Volunteers provided realism to the exercise by role- playing as flood victims in need of rescue and shelter

Exposed gaps in planning, training, equipment and capability

Helped validate the city’s flood response

Promoted teamwork and proficiency

concept of operations

First responders practiced swift-water rescue techniques while simulating rescue of motorists stranded in fast- moving flood water. A total of 62 city staff participated in the exercise, which in many ways resembled Hurricane Beryl, during which first responders applied their training to rescue motorists stranded in flooded roadways. Neighboring agencies were again invited to observe the exercise to build regional cooperation and unity of effort.

Pearland’s 2025 readiness exercises ultimately cultivated knowledge and proficiency in 10 of FEMA’s 32 nationally recognized core capabilities including:

Catastrophic Planning Situation Assessment Public Information and Warning Operational Coordination Operational Communications Environmental Response, Health, and Safety

Critical Transportation Mass Care Services Mass Search & Rescue Operations

Public Health, Healthcare, and Emergency Medical Services

Exercise After-Action Improvement Plan

Each year, OEM staff convenes an after-action review (AAR) following the city’s flood rescue exercise to reinforce best practices and document vulnerabilities in need of attention

Following 2025 exercise participants noted the following for action:

Refine the role of Animal Services in the flood response mission Socialize exercise dates/locations with nearby HOAs and schools Refine response plans for lost communications Develop a process to integrate mutual aid resources Integrate a Search Specialist on the response team for Survey 1-2-3- data entry Review, update, and socialize the flood response policy Integrate a fuel delivery task force to keep rescue vehicles on scene Integrate a debris clearance task force to facilitate access to impacted areas Conduct trainiang on LMTV lift gates and ladder deployment Install LMTV brackets to secure wheelchairs Enhancer connectivity for Mobile Command Post communications and data exchange.

PUBLIC EDUCATION & OUTREACH Following its 2025 National Household Survey on Disaster Preparedness FEMA asserted that people with awareness were 5X more likely to act on preparedness information, and research indicates that repetition can increase the retention of information. Together this suggests that community preparedness would benefit from greater investment in repetitive engagement and preparedness messaging.

Community Preparedness

In 2025 OEM continued to expand its public education and outreach efforts, which included emphasis on business and household preparedness, as well as the importance of insurance coverage, Pearland Alerts registration and STEAR registration, among other topics. Our overarching strategy integrated public presentations, distribution of authoritative preparedness publications, OEM website refresh, social media content, a residential healthcare facility preparedness workshop, and a business continuity planning workshop. [1]

OEM staff repeatedly engaged the Pearland community through numerous presentations and direct contact in the following venues:

National Night Out (~100 contacts in various neighborhoods) Pearland Neighborhood Center Community Forum Mosaic in Action AmeriCorps Volunteer forum (2x) Parks & Recreation Edu-Katie video presentation Country Place Women’s Group DisasterProof Your Business: Continuity Workshop Residential Healthcare Facility Preparedness Workshop

Pearland Citizen’s Fire Academy Pearland UniverCity PFD Sensory Day Knapp Cenior Center (2x) Bella Vita HOA (55+ community) Ativa Pearland HOA (55+ Community) St. Helen’s Church Watercrest at Shadow Creek Ranch (Retirement Community) Country Place Men’s Group Pearland Exchange Club Epiphany Lutheran Group

[1] Pearland Alerts refers to the city’s mass notification software program that requires registration to receive both emergency and non-emergency notifications from the city via automated phone call, e-mail, and/or text message.

Preparedness Messaging Distribution Brazoria County Disaster Guide Community Impact

Digital & Print Messaging OEM continued to use multiple print and digital products to encourage community preparedness throughout FY25. OEM also forwarded individual preparedness appeals to each Pearland STEAR registrant, in anticipation of the 2025 Atlantic hurricane season. Registrants were urged to prepare to shelter-in-place for no less than 96 hours and actively explore all options to ensure their wellbeing and comfort during an evacuation scenario, to deter unnecessary reliance on the STEAR program. [2] OEM funded production of 11,000 Brazoria County Disaster Guides to encourage personal responsibility and promote public preparedness. Guides were available in city facilities and distributed throughout Pearland’s business community through a collaborative effort between OEM and PFD Code Enforcement; additionally, OEM staff addressed every new hire orientation session and provided all new city employees with a copy of the county guide during their first week of employment to encourage their personal preparedness. Additionally, OEM’s outreach specialist visited local dialysis treatment centers, assisted living facilities and residential nursing and rehab facilities to cultivate relationships and enhance communication and collaboration. Similarly, a great deal of time was invested engaging organizations that previously expressed interest in supporting the Pearland recovery committee (Pearland Emergency Assistance & Recovery – PEAR Team) to encourage their commitment.

Pearland Alerts

University of Houston - Clear Lake, Pearland campus

Celebration of Freedom

Pearland Town Center

[2] The success of this mission rests largely on the state’s ability to deliver coach buses and ambulances in a timely manner, and in sufficient quantity to complete STEAR evacuation prior to the onset of dangerous conditions. Some STEAR registrants would require evacuation via ambulance to a medical shelter due to their complex medical conditions. Once evacuated, STEAR registrants are transported to public shelter in an inland county. Registrants are cautioned, however, that public shelters are intended merely to provide safe refuge. They are not designed for comfort or privacy. Registrants are therefore encouraged to explore all other alternatives and rely on STEAR only as a last resort.

OEM staff also negotiated favorable terms with the Community Impact News to feature preparedness messaging. 4

1 Double-sided full- page hurricane preparedness letter in English and Spanish

3 Half-page promotionalas for Pearland Alerts

$0.02 Average Cost per Insert

690k Addresses Publications Delivered To

Estimated Print Readership 108k

Monthly Community Impact publications featuring preparedness messaging.

Website & Social Media Content

OEM, in collaboration with the Pearland Chamber of Commerce, convened its third business continuity workshop, Disaster Proof Your Business, to promote local business continuity planning, with a view toward expediting business sector recovery in the aftermath of disaster. OEM presented a comprehensive template for business continuity planning and hazard mitigation, which was followed by subject matter experts from Worldwide (Insurance) Adjusters, and the U.S. Small Business Administration. Preparedness Workshops

In addition to assisting with print projects, Communications staff assisted in updating the OEM website, adding links to the 2025 Brazoria County and National Weather Service disaster preparedness guides and user-friendly content with links to authoritative sources of information on flood insurance, hurricane season preparedness, etc. OEM also worked with Communications to record a new video preparedness message featuring Mayor Cole and produced a variety of social media posts, a new focus area this year. With the help of Communications staff, preparedness messaging and city readiness activities were featured on various social media platforms, including Facebook and LinkedIn.

Disaster Proof Your Business Roundtable Disussions Led by City Staff:

City’s Building Administrator Code Enforcement Supervisor Fire Marshal

Discussions were designed to help local businesses anticipate legal prerequisites for the resumption of business operations following disaster. Information Technology staff and cybersecurity experts called attention to cyber threats that could compromise business continuity and offered viable risk mitigation strategies.

State of Texas Emergency Assistance Registry STEAR

This past year STEAR data validation was undertaken by PFD Code Enforcement. OEM provided training on this highly nuanced process, after which Code Enforcement officers completed the initial validation in record time. During the validation process a small number of registrants are routinely flagged for medical evaluation to determine whether their needs can be met at a general population shelter or whether they need to be evacuated to a medical shelter. In the latter scenario, evacuation via ambulance is typically the most appropriate course of action but, given the scarcity of these resources, this need must be validated by medical professionals. In 2025 medical evaluations were conducted by two PFD paramedics. Upon completion of annual verification, additional registrants are added monthly as residents identify themselves and their potential need for assistance; these also undergo data verification.

STEAR is a voluntary state registry for residents who may require assistance during emergencies, especially during hurricane evacuation. Registrants consist largely of elderly and medically fragile residents, those with disabilities or access and functional needs, and others who simply lack the transportation necessary to evacuate. Using the STEAR registry, local jurisdictions can anticipate the need for evacuation assistance and undertake the logistical planning necessary to conduct efficient, effective, and safe evacuation when a life-threatening emergency emerges. STEAR Validation OEM validates Pearland’s STEAR data annually to verify registrant information and quantify the number of individuals, caregivers, and household pets who will potentially rely on the city for evacuation assistance. Data validation, a labor- intensive process, typically requires multiple phone calls to each registrant to verify their information. Those not reached by phone receive follow-up correspondence urging them to contact the city to validate their information. Those unresponsive to correspondence receive a personal visit from PFD staff at their registered address. The city is confident of its data on these vulnerable residents due to this conscientious outreach effort and can therefore more accurately plan transportation requirements and anticipate other logistical necessities. [3]

[3] Experience demonstrates, and research affirms, that residents, particularly elderly residents, will not evacuate if their pets are left behind.

2025 STEAR Statistics

STEAR Registrants 249

552 Total Evacuees (Total Registrants + Additional Travelers, such as family, caretakers, etc.)

Carried over from 2024 178 in 2025 71

New registrants

117 Pets [4]

26 Ambulances

197 Households

needed for evacuation to a medical shelter due to the complexity of the registrant’s medical conditions.

Given the dynamic nature of Pearland’s STEAR registry and the frequency of additions, OEM oversees a persistent cycle of data verification and continual update to ensure the highest fidelity data in the event of an evacuation scenario or should state-mandated wellness checks be required in the aftermath of a major emergency. The following table depicts STEAR registration trends over time. [5]

Year

Initial Roster

Additions

STEAR Registrants Total Evacuees

Pets

Ambulances

CY22 CY23

166 168

64 53

127 125

285 184

66 66

12 12

CY24

145

172

449

100

IT Staff previously developed a secure STEAR database exclusive to Pearland, which houses the city’s highly sensitive registrant data. Pearland brought this data in house to enhance its protection, and as a result, Pearland registrant data has been integrated into GIS mapping as well as the city’s mass notification software. In the event of disaster, first responders can quickly ascertain the precise location of STEAR registrants residing in an affected area and automated notification can be issued when warning is necessary and public protective measures are appropriate. These initiatives are particularly advantageous in light of a recent state legislative mandate that requires municipalities to conduct wellness checks of vulnerable residents in the aftermath of disaster. STEAR and Hurricane Beryl

5 STEAR registrants who did not respond to calls, and were visited by Code Enforcement to verify registrant’s wellbeing.

137 Wellness Checks conducted by Code Enforcement via phone less than 24 hours after storm’s passage

96.4% of 132 STEAR households accounted for after two rounds of calls to registrants and/or their emergency contact.

Absent the expertise and collaboration of GIS and Communications staff, this humanitarian mission would be much more difficult and labor intensive.

[4] Annual STEAR data validation reveals that some registrants have moved from the city while others have resolved their issues and are no longer reliant upon STEAR. Others have moved into assisted living facilities or deceased.

[5] Increased STEAR registration in FY24 is attributed to greater awareness because of increased community outreach as well as recent experience with Hurricane Beryl.

In FY25 OEM supported Parks & Recreation with contingency planning for several high-profile special events, including development of event action plans: SPECIAL EVENT SAFETY & SECURITY

Jan. 1, 2025 New Orleans, LA Terrorist attack on New Year’s revelers 15 dead, 8 injured

July 4, 2024 Fort Worth, TX Mass Shooting after July 4 Festival th 3 dead, 8 injured

Celebration of Freedom

Hometown Christmas Parade

Hometown Christmas Festival

July 4, 2022 Highland Park, IL Mass Shooting after July 4 Parade th 7 dead, 48 injured

Given the frequency of violent attacks on public events, contingency planning for public events has become an imperative. OEM staff collaborated closely with Parks and Recreation and supporting city departments to develop action plans intended to establish the city’s operational intent for each high-profile special event, including aligning expectations among supporting staff, synchronizing activities, and, ultimately, achieving unity of effort across multiple departments, with staff and volunteers. Staff worked collaboratively to position the city to respond quickly and effectively to any contingency scenario that could threaten public safety or security during its widely attended public events.

2021 Portland, Oregon Road Rage at the Grand Floral Parade

2021 Waukesha, WI Vehicle attack during Christmas Parade 6 dead, 62 injured

ORGANIZATIONAL DEVELOPMENT & COLLABORATION Organizational success requires seamless collaboration across departments and jurisdictions. with intentional focus on internal and external relationships to elicit cooperation, achieve unity of effort, maintain situational awareness, and collaborate on common interests. Human Resources provides an opportunity for OEM staff to address each new hire orientation session. Throughout FY25 OEM staff engaged 139 newly hired city staff to call attention to the threats and hazards confronting the city, encourage personal and professional preparedness and highlight expectations of staff when disaster threatens. Early engagement with staff, at the outset of their tenure, provides situational awareness, aligns expectations, and promotes unity of effort when disaster threatens. OEM presents ‘the why’ behind why preparedness matters. Heraclitus of Ephesus, the Greek philosopher, is credited with the timeless observation that, “change is the only constant”, and this certainly applies to emergency management. Federal, state, and local laws and policies evolve, best practices emerge, and new threats and hazards arise. OEM participates in a variety of interagency organizational meetings to preserve situational awareness regarding consequential developments in the world around us. External Engagement New Employee Engagement

The following list identifies recurring OEM engagements:

Brazoria and Fort Bend County emergency management coordination meetings South County EM Partner Meetings

Pearland ISD Safety and Security Committee Meetings

Harris County EMC Meetings Cities of Harris County Meetings Southeast Texas Regional Advisory Council South Corridor Meetings

In addition, OEM staff volunteered to serve on several important working groups of the Texas Emergency Management Advisory Council (TEMAC), to address compelling public safety issues identified by the Texas Division of Emergency Management (TDEM). OEM aspires to influence how TDEM supports local jurisdictions and to provide constructive input on state requirements before they become binding on the entirety of the state. The EMC volunteered to serve on a working group exploring the integration of the National Incident Management System (NIMS) into emergency operations centers; the OEM deputy participated in TEMAC’s shelter and evacuation working group. Due to her unsurpassed knowledge of the subject, compassion for STEAR registrants, and a longstanding need to evolve state policy and evacuation capability, she also volunteered to serve on the STEAR working group.

OEM continued its efforts to exert a positive influence on the National Hurricane Program’s Southeast Texas Hurricane Evacuation Study, the stated goal of which is to “assess, modify, or develop hurricane evacuation/risk zones for 2025.” The study, largely

undertaken under contract by the Hazard Reduction and Recovery Center and Transportation Institute at Texas A&M University provides an opportunity for local jurisdictions to influence how the study is conducted, to ensure its findings are valid and the resulting data useful to affected jurisdictions. OEM participated in several regional meetings throughout FY25 as the last three of the study’s five components were concluded.

Behavioral Analysis

Transportation Analysis

Aspires to estimate the percentage of a threatened population that will evacuate, based on storm category. Seeks to to identify evacuation destinations Reliably estimate: How many members of each household will evacuate The number of vehicles they will utilize How many will evacuate with trailers

Explores the capacity of evacuation routes to accommodate evacuation traffic

The final report was delayed, to integrate additional modeling data and is expected to be published in February 2026. In the interim, OEM staff intervened with program managers to explore how the behavioral analysis was conducted given that the public survey on which it historically rests was unfunded.

OEM brought to conclusion a proposal to provide the city access to Pearland Independent School District (PISD) facilities and resources in the event of disaster for:

Staging first responders

Sheltering displaced residents

Establishing disaster recovery centers, debris staging sites, and points of distribution

The PISD Board of Trustees approved an interlocal agreement at its March 2025 meeting and the agreement was subsequently ratified by the Pearland City Council in April, thus bringing the agreement into force for the 2025 Atlantic hurricane season.

The proposal also provided emergency access to district transportation resources and fuel supplies.

Professional Exchanges

Additionally, OEM participated in professional exchanges to promote closer alignment and collaboration with the following organizations:

CenterPoint Energy Gulf Coast Center (Pearland’s Mental Health Authority) Pearland Neighborhood Center Pearland Emergency Assistance & Response Team (PEAR Team) National Weather Service Integrated Warning Team Brazoria County Health Department Texas Gulf Coast Regional Voluntary Organizations Active in Disaster (TGCRVOAD)

Southeast Texas Regional Area Council (SETRAC) City of Houston (FIFA World Cup 2026 planning) Harris County Office of Homeland Security and Emergency Management Fort Bend County Office of Homeland Security and Emergency Management Brazoria County Office of Emergency Management

Texas Emergency Management Advisory Committee (TEMAC) Houston Galveston Area Council Houston Urban Area Security Initiative U.S. Army Corps of Engineers Harris County Flood Control District The United Way Texas Division of Emergency Management

CITY COUNCIL STRATEGIC PRIORITIES

OEM was responsible for four city council strategic priorities in FY25:

Disaster Preparedness and Recovery Planning through the Pearland Emergency Assistance & Recovery Team

Implementation of the Emergency Supply Warehouse Capital Improvement Project

Evaluation and Consideration of the IMT Certification Pay implementation

Continued Training and Development of the City’s IMT

PEAR Team

Launched in FY24, the Pearland recovery committee became a reality in FY25, marking a significant step forward in our efforts to enhance community recovery in the aftermath of disaster. The Pearland Emergency Assistance & Recovery Team (PEAR Team) elected a board of directors, established itself as a 501.c3 non-profit organization, developed bylaws and policies, and created its first task- oriented subcommittees. Through subcommittees the organization will enlist individuals and local faith-based, non-profit, and civic organizations to assist with sheltering and mass care, short term childcare, volunteer management, behavioral health and spiritual care, residential damage mitigation, and community outreach.

Two public meetings were convened in October and November to elicit interest in subcommittee participation. Going forward, the subcommittees will meet separately to develop plans for delivering specific recovery services and capabilities, identifying and acquiring appropriate training, and recruiting additional volunteers. The PEAR Team aspires to have these subcommittees ready to aid Pearland residents during the 2026 Atlantic hurricane season, should the need arise. As the organization grows, the Team will expand by integrating additional recovery tasks including donations management, emergency transportation, insurance claims and federal assistance advocacy, business recovery, etc.

IMT Training

In pursuit of our aspiration to deliver and maintain a fully qualified Incident Management Team (IMT), OEM presented the National Incident Management System (NIMS) All-Hazards Incident Commander Course in March 2025.

Objectives of IMT Training This 5-day course provided students with a comprehensive overview of the duties and responsibilities of this leadership position, with emphasis on leading and managing IMTs, the role of each IMT position and the relationship between positions, the value of the ICS planning process, important considerations for specific types of incidents, communicating through the ranks, and the importance of documentation.

In addition to learning the incident commander role, embedded exercises provided staff from various departments, who rarely interact, an opportunity to get to know each other and develop trust that will be essential to a safe, effective, and efficient response when disaster threatens. Post-training feedback was 100% positive.

EMERGENCY SUPPLY WAREHOUSE

In February 2021 Winter Storm Uri highlighted the advantages of having a warehouse available to stockpile emergency supplies likely to be required in the aftermath of disaster. Grants Management staff, with FEMA concurrence, successfully repurposed federal recovery funds allocated for Hurricane Harvey recovery to realize this vision. Project design commenced in FY24 with the intent of delivering a 5,000 square foot emergency supply warehouse collocated with Fire Administration on Veterans Drive. OEM anticipates stocking the warehouse with long shelf-life food and water as well as shelter supplies and similar disaster response and recovery resources. OEM staff actively participated in a series of project scoping and design meetings throughout FY24 and FY25. The design phase is now concluding, and construction is expected to commence in FY26 and conclude approximately 10 months thereafter.

Following an evaluation of the current IMT staffing and training, OEM developed a budget proposal to offer incentive pay for IMT members who complete position-specific ICS training and engage in continuing education. This initiative aims to strengthen team competence and proficiency while addressing persistent staffing challenges by encouraging staff to volunteer for IMT assignments and commit to ongoing training. This proposal was submitted for consideration during the FY26 budget process. CONSIDERATION OF IMT CERTIFICATION PAY

THREAT RESPONSE OEM continually monitors the external environment for potential threats and hazards to the Pearland community, providing advanced warning to city leadership and coordinating staff response when threatening events emerge. Daily monitoring of weather forecasts, news reporting, state situation reports, and developing trends in emergency management allows OEM to anticipate risks and evaluate likely operational impacts.

Winter Storm Enzo The most consequential threat in FY25

No isolated power outages throughout the region Energy providers maintained continuity of electrical power and averted cascading effects experienced during 2021 Winter Storm Uri.

20-degree temperatures Historic 4" snowfall in Pearland Travel by road hazardous at best Most businesses and community organizations suspended operations, including local schools.

Jan. 15

Jan. 22

Pearland activated response, establishing IMT to organize and oversee the city’s preparation and response

Conditions IMT demobilization at 6 p.m. City resumed normal operations. abated.

Jan. 20

Preparations complete. Responding staff take shelter at 6 p.m. Snow arrrived as forecast and for the first time in history, TXDoT deployed snowplows to the Houston Metropolitan Area for highway safety.

During the storm and afterward, EPW crews worked diligently to reopen the Pearland Parkway bridge at Clear Creek and the Magnolia overpass so schools could resume classes and buses could safely deliver students on Thursday, January 23.

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