francisco. you can search by address and find incidents of crime in san francisco in the last 90 days. we have [inaudible] which allows you to click on a map and get nchldz like your supervisor or who your supervisor is. the nearest public facility. and through the sf applications we support from the mayor's office of neighborhood services. you can drill down in the neighborhood and get where the newest hospital or police or fire station. >> we are positive about gis not only people access it in the office but from home because we use the internet. what we used to do was carry the large maps and it took a long time to find the information. >> it saves the city time and money. you are not taking up the time

of a particular employee at the assessor's office. you might be doing things more efficient. >> they have it ready to go and say, this is what i want. >> they are finding the same things happening on the phone where people call in and ask, how do i find this information? we say, go to this website and they go and get the information easily. >> a picture tells a thousand stories. some say a map >> and and you, everybody. we will call this disaster council meeting to order. although it is not my first. it is my first.

we have done as before. i want to firsp everybody here at the disaster council for being great partners, a great department heads, great supervisors as well. we have been through a number of growth this month, and certainly all of us have been together, talking to all of you at different levels for the disaster in japan. we will begin with a very quick moment of silence. the lives that are still hanging and the ones that have been lost, how we can learn from the extraordinary tragedy and be better ourselves. if we can take half a minute to respect those that have passed away.

thank you very much. that was my very first formal disaster as mayor. i had a chance to beat in the sea, if you will. i sought -- saw the immediate response. our assessment team, all of us that were there making assessments as an affirmation came, i think all of us responded very well and try to do what i've vented the most difficult thing to do even in meeting with the supervisors, trying to anticipate the worst scenario.

we can provide information on dates and uncover things as they unfold. that can turn to the public. the number one challenge with the public is how to keep calm and keep the facts of their -- out there. that might guide all of us. i met with mayor chuck reed to begin a process of and durability. 106 -- interoperability. 10 cities will join in the creation of a 700 mhz and t

interoperability communications selected with motorola. we are already into site selections and assessment for the bay area. that will be the foundation which we will build abilities to move quicker, share information, respond, and recover faster. as you know, monday, and all of you are welcome at 4:45 to be at the fountain with the chief and die and others. four-o'clock 40 5:00 a.m.. -- 4:45 a.m. don't be late. this will be part of the city, being better prepared.

i cannot think of a better way to honor those in the past. we can get updates about where everything is act and to make sure that we continue doing better than the last time we were here. we celebrated the kickoff of a very important program that was headed by american red cross. there were the ready neighborhoods program. all of us were there this afternoon. i was joined by a board president chiu. it was equally important that we

build capacity. obviously, a is a number one priority. also have an aggressive abilities to create foundations. it is even more valuable to the bay area and to the nation that we recover quickly. the only way you do that is to build foundations whether it is safer buildings, whether it is ability to clear roads faster, had i think the confidence and the ongoing training, that is where the american red cross becomes our experts. that is where the network is

unfolding and the trust in government gets repeated over and over again. that is why i think the readmission is so critical. to allow our departments to continue making strong connections to our neighborhood and everything you do. we also have another celebration this weekend, and public safety telecommunications week. that is to not only thank but reinforce the 911 system. for the tsunami day, really go up to the top of the streets and shook the hands of every operator there. and make sure that we are

working very closely. they have been quite an important resource for us. you can tell how professional they are in carrying out their duties and jobs. i want to celebrate the communications we by making sure that we embrace 911. and that is just important. we will have our largest annual -- large annual nert drill. that will take place at the john o'connell high school. with that, we have a pretty solid agenda to get updated. >> this is my first meeting in

this role. i have been to the disaster council for many years with a different hat on. i welcome you today as well. it has been public safety and national communicator's week. the dispatcher of the year, i think it was really a nice event. we honor it to young people, a 10-year-old and 11-year-old that called 911 and save their mother's life. it was an emotional and beautiful ceremony. we honored of the dispatchers and the kids that new to call 911. that is an education that we want to continue.

and really forging that partnership with the news. you all are invited to join us at 4:045 in the morning. sunday, and there will be a pretty exciting event in chinatown. this has a very special place in my heart. i was the chair of the task force for the board of supervisors since its inception. i think we have come a long way. that is one more way that we will be able to really push that prepared this message down to the community level.

i hope it has become a model for other neighborhoods. the lifeline's council that is happening this week, the bay area earthquake alliance meeting coming up. in other updates, most of you know laura phillips that has been the general manager since 2008, she announced that she is retiring. today is her last day on the job. i know everyone wishes her well under her leadership. we had made great strides in regional preparedness. we will continue to do that. all of the counties surrounding us to insure them that that spirit of cooperation will continue and we are invested with working closely together.

i will be sitting over in her office until we can figure out the next general manager. finally, 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