lots of things are in the works right now. if we move forward, the goal of the city of san francisco and the department of emergency management is that we are able to communicate with one another. our public safety agencies to be able to talk back and forth. that is one of the main goals, to have a national network. we will make sure that we are at the forefront of that and we can make that happen. that concludes my remarks. s -- are there any public comments? i will turn that over to where he will talk about some of the tfdw the department of

emergency management. >> please see my name on the next 3 items. we have a lot of other people that were involved in this. they will try man. i will also advise members of the disaster council to share your thoughts and tried to capture that. what works as far as the phase of growth in the city hall is that we have a lessons learned points. there were lots of improvements that we needed to make. we have come a really long way. we are not anywhere near perfect, but we have come a long way. we are at a point where understanding what we're doing and how we work is really important to understand how to use these tools more often and learn from activation. things will always go well, but

the only way we're going to make those improvements is the talk about them and discuss how we're going to change things going forward. we have good examples of how to engage in that process. will talk a little bit about new year's eve. this is in line with something we started a year ago for a year-and-a-half ago. these are opportunities to pull everybody together and run them like we are from any other emergency. there is a lot of people involved. you never know what is going to happen. what is normally a routine thing, people get together for a couple of hours, it gets busy until the bars close. we see this all the time. things did not go as planned. there is a large fire that

resulted in the shelter operation. you never know what is going to happen, and it helps facilitate the management of those events. for that, i will ask the emergency services manager to give us an overview of the night. >> new year's eve began with the entire internet and city network down. just a glitch from the city system. we got a dramatic rise of calls for emergency medical services. we took 350 calls that night. on just how the mass. there were a couple thousand

calls. 350 calls is phenomenal. with the staffing of 14 people, it was overwhelming. we have the fire at the edge of chinatown and north beach. which, by the way, and generated transports. we had a surge of calls. when we examine the data for those calls and went back and reviewed a sample that every paramedic completes, 70% of them are alcohol-related. comments from the commanders on the scene that night, it was anecdotally that they had just never seen so many young people in their 20s, mostly women, that

were drunk. it goes to two kinds of permits, you get to do the facility like hospitals and the home. your response to the scene of 911 calls. you can come and transport non life-threatening cases to the hospital. it would not appear to be life- threatening. at 2:30 in the morning, we had 33 code three calls. that is red light siren and

potentially life-threatening. most of them turned out not to be, but we have no way of knowing until we get there. there of the 450 calls for medical care. we called our brothers and sisters and for the first time that we know of, activated a mutual aid system. they sent us a strike team. they throw -- and only to them an hour, and they handled a bunch of calls for us until things did not calm down until about 530 in the morning. it was a combination of some and a call and a three-hour. -- in a three-hour period. we did get them all in, to our knowledge, there were no adverse patient outcomes.

no one is much worse off than they would have been. it is tough to think of having 33 code 3 calls. the debrief will lead to the next case. >> we want to open in the to the agency and the red cross and, maybe share the experience around lansing the shelter operation. >> we had the three alarm fire at montgomery street. 17 units displaced total of about 71 people. the entire population, we lucked out on a couple of things, one was that there is a club or right around the corner.

we're able to set up the red cross in the immediate evacuation centers. someplace where they were warhol. we were able, through the good work, unable to open up the new rec center. it is fulsome and the red cross and called out all of our partners. at 2:00 in the morning on new year's eve, it is really hard to find people that wants to come to work. the red cross is able to get staff there, we ran that shelter.

there were hotels in the chinatown, north beach neighborhood. now the building is under construction and working very closely with the property owner to get it back on line. >> much, it is a pleasure to have her in place. that is the beginning of a whole new level. when other members of the

departments on board solves a lot of problems, we cut through some much stuff. it allowed us to get there quicker and more humanitarian days. it exists, and it is good to have the leadership. >> we have started this collaborative problem solving. we're starting to apply that at a lower and lower threshold. we have grown a lot of the community. it is all of this, it is all of our partners at the table here. if you could share recent example of how this has, all the

way around? >> last week it tested and also demonstrated the importance of the collaboration. some of the collaborators included the organization. the mayor's office on disability, the fantastic department of public health. meals on wheels, the postal service, shelter plus care and food runners among other federally leaned forward and did some great things. i will ask them to talk a little bit about some of the things that happened because he is the guy on the ground there really makes it happen.

>> to give you an idea, it is a tense day of operations. it is fully in staff and fully in operation. one shelter remains open and it will close tomorrow morning. we had a great opportunity for those protected this morning. we have been clearly making a great improvement on them, and resulting in that disaster. have been getting the most services as possible as quickly as possible. working closer than ever before, we pull the trigger when we see an event, and this one has yielded approximately 3000 meals of been delivered today. 2500 snacks.

you can read for yourself, the  logistics' include making this on the red cross decided to be about $120,000 of relief effort. that includes the meals as well as the operation costs. really now, we are moving into the longer-term assistance. that is when our partners program really kicked in the place. %:(7yh@f >> we all know when that a society as judged by how takes care of its most vulnerable citizens. this city is really at the top of the bar when it comes to taking care of its most vulnerable.

everybody talked about the growth and exercises that we all conduct and participate in. every single day, it seems that there is an emergency in the city. the folks around this table and the folks that year-old mentioned really stand up and take care of these people every single day. one of the great things about the collaboration has that all of the folks that you mentioned have been training for disaster prepared this, there is the landlord and the owner of the building that was on fire and has been going through our training program for at least two years. think it is partly because of their expertise. have many trained staff members. have gone through emergency management training.

the community and the nonprofits and faith based organizations are really helping. we had no major injuries, and the recovery is phenomenal. i came directly from the food pantry, and the tenants are also grateful for the work that is being done. one of the gaps that we continue to have his replacement housing. we all know that we can come up with of the food and the water, blankets and utensils. it has been a critical problem that ourselves and the red cross continued to try and have a resolution to pass something to do with rent-controlled. certainly, private-sector landlords worry about having to

rent affected. it is something that we continue to work on. communities from all over the country were constantly speaking with people from all over the country for florida and washington d.c.. and the local voluntary organizations to try to learn lessons of how we're doing this great collaboration together and how we really work together as a community. it has been very gratifying and i have to say. with this fire, which was critical that we pull a trigger before activating that. i would like to thank everybody, especially from your office, that supported that decision.

in this jurisdiction, we are responsible for mass care and shelter. we get to cut our teeth on the apartment fires. we're going to have apartment fires or a bigger earthquake. there is no in between. it is really important that if we use these opportunities to learn from each episode and to go about and provide a better response to the next time, thank you for allowing us to be able to lower the threshold to get all partners together. just being there and being in assisting hand, you provide the hard work. >> before we move on to the next, i believe the president --

>> they came together to help with my constituents in this city. one thing i have seen consistently in the major fires is difficulty in getting folks that are able to translate to model and will communities. they will think about how to get personnel that are bilingual on to the scene. the first start of the presentation, i wanted to know a little bit more about them.

gosh it was -- and >> it was serendipity. there was a backup for the internet. it took us a couple hours to find an employee that new the password. but we found it and then had internet around midnight or so. it was about 3:00 in the morning when we got the city network backup. it was a glitch, but it didn't affect our ability to handle the disaster. >> higher appreciate that given this is the second time i have heard of the situation involving somebody that did not know the password to the system. i hope we can address this in

the future. >> we know the password now. [laughter] >> obviously, i hope that our agencies will figure out the situation. all of us have experienced female outages, and it would be good for us to know that it will not affect our emergency operations. >> i wanted to confide anybody from the disaster council, if you have comments, questions, suggestions about the new year's eve of sense, i would love to hear them. it will make us a collaborative environment, no less.

and for the supervisor's benefits, they are there because the engine that oftentimes won't be there when we needed. that is heavily built the system and that is how we have practiced the system. we can't let it interfere with our ability to manage. >> in this day and age, a lot of high tea systems, we should be able to have uptime 99.99% of the time. that is what the private sector is able to achieve. >> moving on to the next item -- i do want to make one announcement. it was just reminded that we are convening a house a workshop to start to look at this issue of the interim housing. he typically have a shelter

operation, how you have long- term solutions to housing. we know we are going to have the gatt for three months or three years while we get things rebuilt. and how to do that has been the subject of some debate and concern for a very long time. it started with the visibility of everyone and continues to remain there. the federal government has plans. we want to find what are good solutions for san francisco. convening that in the near future, that will be the kickoff to a larger process to really look at what to do in that gap between shelter and fully recovered. they can be a significant challenge as we look through the nation.

again, it will be a situation that i think will take all of us to solve the. we need to get all of our heads together to come up with a way to do this. the next thing i would like to bring up, it was an exercise series that emergency management and public health were directly involved and a lot of other departments were indirectly involved in. the federal government health and human services wanted to do an exercise that looked at the post-end iraq's attack. how we would handle from three of four days into its how to a number of days. we're about lots and lots of work around the site of mass access and be able to get antibiotics to people very quickly. the department of public health has done an amazing job of exercising a plan that is really

a template for the nation. the play but has been shared through a lot of jurisdictions. that is nice. this is a biological issue. this is a warfare agent that is not going to go away with one round of antibiotics. how you deal with hundreds of thousands of people exposed to something that will take a minimum of 60 days of antibiotics. what you do with the contaminants. it is a question that nobody has really addressed at the highest of all because it focuses on the 72 hours of getting the antibiotics out. we started this process back in the fall, and the exercise series really kicked off in february. it had every level of government and was really unique. has not been done to many times

where we have local government, regional representation, public and private, state local government, health and emergency management. and the federal east coast, headquarters level. it created a very interesting discussion. even a focus on topics, it was a good discussion. they took the findings that we rose at local level and use that to and form an interagency exercise in washington d.c. that we attended a represented san francisco at this meeting. headquarters level people in the same room talking to these issues. and a very interesting. i will share some of the lessons as i see them. earlier this week, it is a bit of a blur because we went to the

sea for 24 hours. they actually had a senior officials exercise. now we are getting up and to white house national security staff and assistance and undersecretary level. this was the full gamut of levels in the government. we have local. the state could not join us on monday. again, the same questions were repeatedly raised. we were able to gain some insight. -#es you that i got a lot of insight and it is very interesting. how the federal government operates, it is very different and between our regional partners the are located in region 9 and headquarters, they sometimes have a very different

opinion about how things are going to go. it illustrates for these disconnects will occur. it gives us an opportunity to play out how to anticipate what is going to happen so we can get the job done. we have got to deliver. we can't get hung up because somebody in washington doesn't know the answer or one to give the answer. we will be held accountable. with that, this really high level of lessons that i took. the specifics of biologics, who the science is not perfect. they're a lot of assumptions and a lot of it is not tested. they know the bureaucracy gets an ally like nobody's brother. it was very and lightning how much bureaucracy will get in the way of us delivering us -- and

aware of thus delivering what we need to deliver. the other thing that i would say, when it comes to who is in charge, in my world, we rely on a national response framework. i think it was something like a biological attack. it will be rather contentious. there will be a lot of debate over who is really in charge. that is based on some direct things i saw happening on monday, things were the federal government was actively looking for ways to interpret federal statutes so if necessary, they can impose their will. the state does not agree with that opinion. the state agrees that we are our own community. therefore, the governor and the mayor have a lot of authority. we will see what happens.

it does give us insight so we can start to plan for that eventuality. you can't pin this on one administration are at other. it is something that people that have only worked in federal government have worked in their career. we saw the coordination of a public message. we saw firsthand, where we're just trying to get an answer about is radiation being released a threat to the west coast, they are unable to release and answer that they all knew. it will play out in any coordination of a public message. the medical surgeon is a huge gap in any community and is something bad has got tori