good morning. good morning. thank you all so much for coming. this is our 3rd disaster council meeting of the year. and my name is ann cronenberg, i appreciate all of you for attending. i'm director of emergency management. i'm going to turn this over to jason elliott, who is mayor farrell's chief of staff for opening remarks. >> nice to see you all again. i was reminded by these lovely talking points put in front of me, that it's been one quarter since we convened in this forum and i was looking at everything that happened here between the

pier 39 shooter and the fires in north bay and the flooding in texas and all of the other places. so much has happened and it feels like it's been months and months, but what an eventful few months and i think nothing more eventful for me personally and us in city hall, when we lost mayor lee. you know, that was such a tragedy and we try to remember him every day as many ways and times as we can. so i'll just invoke his name one more time here, because as you all knew, you worked with him for years, decades, emergency preparedness was nearest and dearest to his heart in all of the ways that we mean emergency preparedness, whether it means through the first responders and public safety people. whether it means through preparing with resiliency for the economic resiliency,

physical of buildings and everything that means. to mayor lee we continue the work in his name, but it feels this has all happened in the last quarter. my god, how different the city and country is in the last -- just in the last three months. and all of these natural disasters that have happened and man-made disasters and terrorism. i won't spend too much more time, but i want to tell this group, when mayor lee died it was a monday night, tuesday morning, london breed became mayor and everything happened there and mark farrell became mayor. when mayor breed was first in office and mayor farrell first in office, the very first meeting we took each of them to respectively was a briefing at dem with police leadership, dph, dem and all the first responder, public safety, because we feel

that it is the primary responsibility of the mayor of san francisco to be prepared for any disaster, whether it's earthquake, terrorism, rain, heat, cold, whatever it is that faces us. it is the primary responsibility of the mayor of san francisco to be prepared for that and to understand his or her powers and responsibilities in that moment. so i think as simply as a symbol, but important symbol of how incredibly important this work is, that we as mayor staff, when we put the mayor calendar in front of him or her on the first day of office, said this is what we need you to focus on first, your primarily responsibility. i'll leave it at that and we can continue with the agenda. thank you very much for coming today. >> thank you so much, jason. there has been a lot that has happened in the last three months. and we're going to be hearing about it in more detail today. been trying to keep the meetings

very tight and compact, so i'll have you out of here in an hour. but we have our first responders who actually responded to the north bay fires, they're going to give us a presentation today. so many things have happened. to just echo what jason said, we all miss mayor lee amazingly every day. and i felt like in my position i was a very lucky department head because, in fact, he did understand emergency management. he came from within city government. he ran the lifeline council. he understood the inner dependencies and so on behalf mayor lee and all of us in this room who live and work disasters every day, you know, i want to commit to continuing to make san

francisco a very resilient city. and thank you again all for being here. i'm going to turn the mic over to mike daden, my deputy director who is going to walk us through what we've done in the last three months and give us overview of the next three until the next disaster council meeting. >> well, thank you, ann. and good afternoon, everybody. would like to begin with a report on the emergency planning efforts. so i received big ticket items we have under way with the emergency planning is the update to the earthquake annex, and we're pretty far along with the disaster debris management plan. i mean both of these are critically important, especially after the north bay fires and the experiences they had with the debris removal. so, lisa is our manager for emergency planning. she's going to begin, giving a review of the emergency plans

and then also presentation on the access and functional needs, coordination work and group. lisa? >> thank you, mike, so before i get started. if you have a question, or you're going to be commenting later on in the session, please use the microphone because the session is being recorded even if everybody in the room can hear you. as mike mentioned, a lot of the updates regarding the emergency planning is in the report, but right now we're conducting earthquake workshops, so we're getting together with partners and having them vet the earthquake plan. our disaster debris plan is well along. we should have a draft ready to go up to fema within the next couple of months. then next up is a review of the emergency response plan and review of all of the emergency support function annexes that go along with the plan. one of the things that d.e.m. does, we have convened a work

group that meets every other month. we had a meeting last friday. on the slide, we have listed some of the partners we're engaged with. but i wanted to share some of the community partners that recently joined. we have representation from the felton institute, the arc of san francisco, rebuilding together san francisco, tool works, san francisco village lighthouse for the blind. independent living resource center and the golden gate regional center. so these are some of the ongoing topics that the group is addressing. i'm going to touch on the specifics. when we're talking about mapping of resources, what we're looking at is mapping the resource facilities, dialysis and shelters. the lighthouse for the blind has a service where individuals can get tactile maps, so those who are blind or have vision

impairment, know where the shelters are and they can get a map created that will give them the blocks in proximity to where the shelter is. we're talking about increasing agency protocol. that is knowing what our partners are doing. we work closely with public health and they have a partner list they share information on. it's helpful to know what resources they're reaching out to so we're not duplicating efforts. public messaging. we had our meeting in january focused on alert and warnings and a lot of the public messaging challenges when it comes to engaging our at risk population and how do we get the message to them. the seniors that might not have smart phones, our street population. so that's a big item for us. and one of things we're working with the department of elections, is we're going to put our alert sf information in the

voter information pamphlets that will be mailed to all registered voters for the upcoming summer session. we'll make sure that is in multiple languages. the transportation inventory, this is for accessible transportation. it's not focused on what the city has but what the community partners have available to them. if we have to reeve reach out to assisted-living, what transportation is available. über and lyft were both challenged in court for not providing accessible transportation in the bay area. we're staying on top of that. shelter pets, accessibility. we want to make sure that the shelter workers understand the difference between companion animals comfort and pets. we're working closely to make sure there is a clear understanding. the other thing with regards to shelters, it's new to us, we're engaging the domestic violence

shelters and fining out in a disaster what are the unique needs that individuals that are victims of domestic violence need in we have to move them from that shelter into a general emergency shelter. and what sort of extra additional security they need. are they comfortable disclosing they might need additional security. we want to be sensitive to that and we're working with the victim services office on that. and then last is the health facilities and emergency preparedness. again, dph has a lead on a lot of this and we're there to support them as they implement preparedness. evacuation plans might be needed for some of the facilities. we noticed with the heat wave, that we knew what they were able to do for the population on site. i guess the other thing i wanted to mention, because of the work group we're gaining visibility

with organizations and being asked to present and provide specific emergency preparedness training to a lot of these populations. so we're going to be engaging with the california coalition for the blind and providing presentation to them. and then this slide here, this was from last friday meeting. we engaged with a deaf advocacy group that are involved with the north bay fires. they provided asl videos to put on the website to show people what they needed to do when they got to a shelter. this is susan gonzalez, one of the lawyers for the agency. very informative. we learned a lot about the deaf culture and to be aware of what the unique challenges are for them in an emergency. >> thank you, lisa. next, joe raycroft, our senior exercise planner is going to give us a report about the recent exercises and upcoming

exercises. >> thank you, good morning, everyone. my presentation includes photos because a lot of work we do is exciting. this is 2017 san francisco fleet week exercise. this is exercise that really tests san francisco's ability to receive mutual aid from the department of defense. as we know, that in that catastrophic earthquake scenario, we're going to need a lot of help. in the first 96 hours, we're on our own, but when the defense will be coming to help us. this looked at esf 8. the health and medical system. what we did, we loaded u.s. marine corps trucks from the navy ship onto this utility. it landed near pier 50 and then the trucks rolled off. this was on sunday. sunday night and early into the morning, the u.s. marine corps started setting up tents,

medical facilities, in the event of a catastrophic emergency. we had a great partnership with the state of california partners that do esf 8 and our own public health. we want to thank their group for supporting the effort. interestingly, this is outside of general hospital, so this was a great opportunity for us to have folks work in the emergency department come out, look at the tents and in turn, we could send in our u.s. marine corps and california state representatives into the hospital to look at how we do day-to-day operations. the next exercise we did, this was three weeks later. it's vigilant guardian. this was sponsored by the urban area security initiative, the bay air. we worked with the department of energy, those are the folks that are going to help us if we have radiological or nuclear attack. this is a type of exercise no one has done because it's

consequence management exercise. there is a lot of exercising around the nuke on the preventative side, but very few jurisdictions have done right of boom. so we had a lot of excitement. you can see the helicopter down at the bottom. we were fortunate fort nat enough to see it land. this helicopter can take aerial imaging that will tell us where the plume is or the disaster scenario is moving. down here we have a turned over bus and our fire department was the biggest partner on this because the consequence management. they went in efficiently and quickly to pull folks out of the wreckage. i'm going to turn it back to mike to talk about epicenter. in closing, all of the exercises we're learning how to better

coordinate, better receive mutual aid, and communicate better. as we move into 2018, we're really looking at fuel as we know that is the biggest interdependency. we're looking at evacuation and survive movement. how do we move 250,000 people out of the city in the event they need to go back to their homes in the east bay, north bay, south bay? and how do we move our 30,000 disaster workers in? we're doing lots of exercises around that right now. >> we have yellow command and fleet week and both of those feature sheltering operations. for epicenter, i'm going to turn it over to john mcknight at the salvation army. people talk about whole community planning, what that means for emergency management, but i'm pleased we have such incredible partnerships with john, salvation army and the red

cross. >> thank you. for those of you who may have attended last year you know we're able to create an engaging conference bringing in top speakers and locally speaking about real life responses to emergency management. focus this year is called whole community. we realize in the first few hours and dates of a disaster, we're focused on the emergency management capabilities and yet after that, the long-term recovery rests on the side of the nonprofit community. partners we've spent time with. and we need to make sure we integrate these responses across all fields. the epicenter will be a 2-day conference. we're looking for 200 attendees. if you're able to attend, i want you to take a serious look at those two dates, if you can make it, e-mail mike. e-mail him or do it right now while you're listening.

our focus is get people working together. this won't be a sit and listen conference. there will be plenty of time for that. we'll be doing short ted talks. the other panels will be talking about north bay fire response, focusing on the emergency support functions, but bringing you real world experiences. and in between, we'll be working together. my goal is to have everybody in that room find new people, build those relationships, because we know when we respond to disasters, you walk in the room and recognize the people there, things start happening. that's our goal. i hope you'll make the time to attend. >> thank you, john. next, we'd like to give you update on emergency response and focus the next ten minutes on our overwhelming response to help our neighbors to the north during the wine country fires. overall, we had a thousand members of the city family that went up with mutual aid and that is one of the other components

that you'll hear me preach a lot about. i'm sure my staff gets tired of me talking about mutual aid, but this short video taken by the fire department is of a strike team that -- one of the members of the strike team is here. so if you want to add anything, while this short video place. we're going to play a couple of minutes of it. there was recent report issued about -- my issue is communication, alert and warning is all tied to situational awareness and that's why we're spending so much time trying to figure out what to be able to predict. the extent of damage after a catastrophic event and what that means to the neighborhood. so we have better situational awareness and can communicate better. this gives you a sense of the challenges they faced up there.

>> so, i'm captain. captain, engine 15, strike team leader. with this particular strike team, four supervisor fire engine and one berkeley fire engine. the berkeley shot the video. there was transition in the first 24 hours. we took the majority of the team swapped out, so this was the team for the first 24 and they went home. the rest of the time was spent with a different group. but this was taken on the way up san francisco to santa rosa. this is a neighborhood.

it's a good video in that it tells the story of what we encountered, blocks and blocks of devastation. in this particular neighborhood. for us, mutual aid response is the wild land respond typically. a wild land. so could be out in the forest, could be in what they call a wild land interface, where there is mixed homes, buildings, structure amidst the wild land. a rural area. it's unusual to see a neighborhood in a town, in a city on fire. so that right there was challenging for us. but you can see it's similar in that you just have to find a safe place to engage. for the team, for myself, we have to find a place that allows

us to engage safely and where the wild land environment, it's mostly wooded o you're on the street. the street provides -- concrete street provides something different. there is hydrants and some water, which is helpful. but it's the same kind of concept, just unusual for us to see, multiple, multiple blocks on fire and not knowing exactly the extent of the devastation. as you can see we got there at night, early in the morning, the sun came up. the winds died down. we were able to experience a little better what was involved. so that's all i really have to say about that. just with the crew that we had, everybody performed over and above in a situation that we've never been in before. >> thank you. just one of the things that struck me about the reports, the staging area third period

assigned -- that you were assigned to by the time you got there was engulfed in flames. the fire was moving, recorded 79 miles per hour wind speed that evening of the fire. speaks to the challenge of the situation and being able to tell the public where to evacuate safely. can you share some of the other lessons learned? >> sure, mike cochran, assistant deputy chief, homeland security, san francisco fire. plays into the mutual aid system which has been in place for the state. they requested resources and that goes to the chief of the department and two strike teams and ambulance strike team, which is very rare in the fires. so we were able to send the resources and get this thing moving. and there was valiant efforts, not saying it enough, they did a great job, both fire-fighting, so that package does work. sometimes it takes a while.

they're still recovering. but we're in the system, and it works well. >> thank you. and then chief from the police department. >> good morning. deputy chief special operations for the police department. this was the largest mutual aid request that the police department answered in some 25 years. so when we received the phone call at 5:00 a.m., the morning of october 8, we had to utilize onduty resources so we were able to from the entire department identify about 30 officers and send them up for support of local law enforcement. turned out that we were the first outside agency to actually respond. from that initial deployment, clearly the use of resources are not sustainable, so we had to use off-duty resources. we were able to quickly identify

volunteers and so the course of that two weeks, we on average sent between 50-60 officers up each day for 12-hour shifts. we had to split up our department operation center which is the centralized coordination and communication center for the department. that remained in full steam. we utilized additional personnel in terms of support for that entire two-week period of time. we were lucky enough that we had the requisite safety equipment in terms of the 95 masks, we had them on hand and were able to deploy an abundance. some of the challenges we experienced were communications. our radio system does not work in sonoma county and we have the mechanism by which one of our command advance acts as a

repeater, so that we can utilize our own radio systems. fortunately, at the time, our command van was in the shop getting repaired, so clearly we realized the need for redundantsy. worst-case scenario, we use ever bridge as a way of communicating information to the officers in the field when all other means were not available. one of the challenges when you have something of this nature, when you have life and limb at risk, you have people who really lead from the heart. and they want to serve and so you have this deluge of people who want to self-deploy or otherwise, so it's a matter of managing that in a very critical way. we have members of the city's family who live in sonoma

county, so in some instances they wanted to self-deploy. what we initially did was not allow that, because we wanted to make certain they had the requisite safety equipment, it worked properly. once we identified those persons were capable and had the equipment and they were in the area instead of them coming back to the city and deploying, they simply deployed from their residents in some cases. some of the lessons learned were -- there were a number of them. those 12-hour shifts ended up becoming 16 and 20-hour shifts. and so with that said, you have members driving from san francisco, going into the area, and then driving back after a long working shift. it's not very safe. so in the course of this process, we had to adapt. we ended up leaving police vehicles that we had, vehicles that we normally would use for training in the academy, we took those vehicles and brought them

there and left them. and then we began busing through with vans, members up to the area, so once they completed their shifts, they weren't driving back incredibly tired and jeopardizing themselves and others. one of the biggest issues, 25 years, no historical knowledge on responding to something of this magnitude, so we had to have playbooks and we had to have adaptability and the biggest thing was allowing the people in the positions to make decisions, to actually make those decisions and live with them. and adjust after you have a period of reflection. but for the most part, the feedback we received from our law enforcement partners were incredibly positive. when i went up and saw the scene, it was not only a matter of providing law enforcement services, but actually providing

some level of relief. in many instances, members of the community would approach the officers and simply to do well-being checks on the residents. so we end up taking on that role of kind of really a community support. as well as dealing with the issues of looting and other criminal conduct that go hand-in-hand with the natural disasters. but by and large, i think our response was incredibly good. and we learned some lessons like in terms of communications, as well as deployment strategies and we're just thankful we were able to support the community of sonoma and make their recovery efforts that much better. >> from the sheriff department? >> good morning, my name is kathy johnson, here for sheriff

hennessey. we received a call early morning, october 9 from the region coordinator which is alameda county. we began planning. during the duration we executed 21 operational periods and for us, each operational period was 16 hours. the reason we did that, we included travel time to avoid fatigue of the staff. each operational period had eight staff assigned, so for 16 hours eight deputy sheriffs were assigned with four patrol vehicles. they provided force protection, traffic control, access, civilian escort. they did evacuations and life saving measures. our staff were primarily focused in four areas, santa rosa, geyserville, windsor. similar to the police department, we had staff that wanted to self-deploy. many of our employees live in the north bay, so many were

personally affected by the tragedy and they wanted to offer help and assistance to the neighbors and friends, so it was very difficult on a personal level and human level for many of our employees. we did not allow staff to self-deploy. we asked they provide their information and we made assignments to make sure they were taken care of. we employed command principles and that was effective. this was a very long deployment for us. we didn't deploy as many as the police department did. we also had difficulties with communication. it was difficult to communicate. our radio system does not communicate with the north bay. what our staff received was a packet, so one time they got to the location, they were able to communicate with the use of their radios on the sonoma frequency. that was difficult, but there was a resolution. this was a trying time for us because of the staff and the connection to the community.

so we were also grateful to be able to help members of the north bay. thank you. >> thank you. anybody else want to talk about their experience of their staff? just thanks again to ann and jason for being supportive. >> i have a question. first of all, i think i can say on behalf of 800,000 san franciscans how grateful and proud we are of the work that all of the responders. i know there were other agencies as well that deployed up there. it's a great showing for san francisco and berkeley and the other cities that responded. and no doubt, when something happens here, and it will happen here, we're going to need help likewise from folks elsewhere in the state and the country. my question is, reading some of the coverage after the fact, steamed that the mutual assistance program at the state

level didn't function as ideally as we would hope it would. so i'm wondering, and this is probably particularly from the fire suppression side, but even more generally, have there been follow-up conversations with the state? should we not be concerned based on what we read in the newspaper? it wasn't very reassuring that the level of mutual wasn't met? >> it's something we're paying attention to. obviously, we're going to need fire suppression teams after a catastrophic event here. there is a pretty healthy conversation going on in the legislature to what extent they should augment the mutual aid, whether it's through cal fire or a grant program to beef off the mutual -- beef up the mutual aid

system. as i think you know, the state traditionally funds engines, but the local have to staff the engines on a regular basis during the day. during peace time when they're not called upon for mutual aid assistance. do you want to add anything? they're talking about augmentation of $100-200 million. >> you're seeing the places where people vacation are now occupied. there are larger fires, there are sometimes offseason, hire seasonal firefighters and release. they're trying to catch up with the catastrophic things that are coming more often, so they're asking for more personnel. and that's basically what we need. because everybody has now gone, like the captain said, urban

interfa interface. that's why they think they're being more destructive. >> it's concerning because the mutual aid system was created because you would have enough fire suppression to respond to both events. we had one overwhelming event in california that spread the resources thin across the state. we're hopeful that it gets augmented. >> are there any other reports from the fire? i know we have the chief information officer here, linda, and you gave gis support, maybe not you personally, but your staff. i know we sent up a number of building inspectors. my own staff went up and managed the emergency operation center in santa rosa and sonoma county.

the city had over a thousand people go up to help in the response efforts. i think it was -- i view anything like this as a good experience for us because we knock on wood, have not had as many horrible disasters here in san francisco itself, so it's a learning experience for us when we go and we help our neighbors, but also we are going to be relying on the support of our neighbors when the big one hits here. so, linda? anything you would like to add? >> so i think what was interesting for me, i've been working emergency management situations for a number of years. it was the first time i saw an organization not have their staff. so what was interesting, these

are small cities. and their staff were very busy trying to help their families. and could not be available to do the work that needed to be done, especially on the mapping side which was proving to be so critical as people were trying to understand where evacuations should take place. the fact that mutual aid was there, they knew there was connection between the gis people in santa rosa and san francisco and everybody knew everybody else because it's a small world and were able to support them, i think was helpful. i think what is also important we need to remember, especially in our information systems, is that people -- we can support people, really around the world, honestly. we can print a map from here in san francisco and have it come out over in santa rosa. so sometimes we think we have to move people on the ground.

i'd like to have us work towards what can we provide remotely. and that is not only for us helping someone else, but us helping ourselves. so the fact that we're able to and you are able to access our information systems remotely, whether it's our financial systems, or just access to the network, this is actually a strength and a resiliency point for us, so continuity of operation can continue from any point in the city or out of the city. so that's something that we're going to be working even more closely on and making sure that everybody understands how to do that. so that you can continue your operations from any point. >> thanks. anybody else want to share on mutual aid? elaine? >> thank you, elaine forbes from the port of san francisco, we

wanted to reiterate something said, it's about the learning experience we bring back. i have a staffer who is emergency planner for the port and she deployed to santa rosa and was co-manager of the eoc and two of the things she came back with. one was the i.t. technology and how paper based it was, white boarding and prioritizing without any real computer base and said despite that, everyone was really incredibly good at putting first things first. but it did seem that the technology, maybe mobile technology, hand held apps we could have to avoid a paper-based response is critical. the other thing she reported was the incredible fatigue. just these 20-hour shifts, 15-hour shifts and how absolutely fatigued everyone was

in the command post. but despite that, just how excellent the response was managed. so those are the two pieces of learning that i heard from my staff who was deployed. thank you. >> thank you. anyone else? >> just wanted to say from the perspective of the san francisco interfaith council, because communities of faith also provide shelter spaces and volunteers, we found that we were working with our partners, with the red cross and salvation army and ann in making introductions to our counterparts in sonoma county as well as ma written, because the evacuees were presenting in morin county. once the neighborhood started to be repopulated, once everything was safe, we were sending pastoral care teams up to assist the folk repopulating there.

in addition, we did open up clear air stations here and a couple of the congregations, because the ash as you remember was coming here to san francisco as well. we're planning to do a debrief with d.e.m., red cross, vo add, to talk about the response of the faith community and there is interest my counterparts and the neighboring counties. and we learned about the regional nature of response as communities of faith. >> thank you. >> from the red cross perspective, a couple of lessons learned that this were interesting, a lot of times we think about the resources we have to send in. this was where we had resources at hand we didn't plan for. one of the first, we had two major hospitals that evacuated to our shelters, which is not typical. we're not typically absorbing hospitals. we had 600 doctors and nurses

that came to the shelters over a two-week period. many of them self-deployed. we had surgeons, understands that showed -- nurses that showed up, to make sure they were legitimate, and we were returning hospice rooms full-time for five days. critical care patients. it was unusual, but to have the resources come up from the city was tremendous. the other side was the volunteer base. we had over 300 volunteers deployed from texas, florida and puerto rico. so our team was smaller. we had 18,000 people sign up to be volunteer in the first month. 9,000 in the first two days. majority of those from san francisco. so we ended up the next several weeks, how do you plug that many people in the workforce, get them trained quickly? we ran boot camps in the college, training them, but it's a good signal for us on san francisco, on planning for that.

that volume of people that want to help and then how do we put them into play, instead of waiting for someone to come in the outside, putting our neighbors to work fast. >> absolutely, thanks. anyone else? brian? you were gracious enough to go up with ann and myself shortly after, during the recovery phase. so it's a good transition to recovery now. >> great, good morning. i'm the chief resiliency officer. it's pretty heavy meeting. heavy stuff, we're going to bring refreshments or something. i don't know. keep the energy up. anyway, i'm feeling it a little bit. i would be remiss not to say i was in mexico city for the past

7 days and it was -- i was there with nine other cities that experience earthquakes and the response by mexico city, looking for support and assistance and guidance, and it was also supported through the rockefeller foundation. and you know, the theme was building seismic resilience, response and recovery and it's remarkable how many issues that you have in a city of 9 million people that mimic the issues that we have here, that what you see in santa rosa and they're really struggling with a lot of the issues we have, getting people to different locations or how to do mutual aid. and how long people are going to be in recovery, and how well neighbors know each other and so forth. in fact, we did an agreement where we're going to continue to work with the city of mexico city and los angeles around

community support and building community capacity building in communities, and enhancing resilience. so very moving. but i do think as others mentioned, the opportunity to go and experience these things firsthand is really important to learning. and deputy city administrator, jennifer johnson came with me as well and we got a lot out of it. so from our office we put out the resilient sf plan, stronger today, stronger tomorrow. this came out in 2016, april. that plan lays out sort of four specific strategies around preparing for tomorrow, mitigate, retrofit, adopt, housing, empower neighborhoods. those are covered in the report thaw received and i was going to go over three of the different

initiatives amongst many that we're working on. the first is the lifeline council. you can see on the slide here. we've had two -- lifeline council as jason mentioned was something that mayor lee started after some of his experiences in new orleans. we started to kick it off in 2010, 2009. many of you were involved in that. the recommendations led to the effort that elaine and the port is leading around the sea wall, because it's so critical to so many aspects of san francisco. and actually of the bay area as well. it's regional and state wide impact. the lifeline project, we formized the committee more. this is a committee that gets together quarterly that includes

utility providers. pg and e and the communication commission, it includes department of technology and other communication providers, including comcast, at&t and some of the larger transportation providers around the area, including mta, golden gate bridge district, bart and those folks and come together and talk about lifelines. the project we're working on. i'll pass this out. it's called the restoration time line project. this is critical to mayor lee. something that we've been working on for some time. how can we understand how long it's going to take to get our lifelines back up and running in and how are they related to each other? and understanding that we saw in

mexico city, but in santa rosa and other places, water and power are critical. those sort of seem to be the first things out of the chute and everything comes from those. that is where we're focussing our efforts. we'll be going through all the different 14 lifelines that relate to san francisco. so, we're looking the at a 7.9 earthquake as well as 7.0. 7.9 is the san andreas fault and the idea is we're going to be using research that has been well looked at in -- up in british columbia and other places around how we can comfortably identify where people are in the recovery efforts. how long will it take pg&e?

what is the level of standard they have after a major disaster, when the electricity will be on, or when major substations will be coming back on? we had presentations from the public utilities commission because we established a level of service standards for the water system and what our expectations are there after a major earthquake, how much water will we have, how will the reservoirs perform? we've done the same with the auxiliary water supply system, what are the expectations how much water will be available around the different parts over the city? and we're doing a lot of work, the idea is to understand the gaps, where we want people to be, where they are now and the gaps that come from it. we're going to be looking at fuel exercises. and working with jill and the dem team to test those things.

and we also heard that the fuel is such major issue, we heard from the california energy commission on how the region will perform from a fuel perspective. we also heard from elaine and her staff around how the region will perform from the perspective of the ports and how long will it take the ports to get up and running after a major event. so, the other thing that we're working on and i think west slide up there -- we have the slide up there. as we know, recovery needs to happen quickly. and we've -- we want to get legislation, processes in place before the event happens. there is a recovery commission in mexico city. we know there was a recovery framework begun without santa

rosa's initiative. we know if we don't have the framework in place, there is potential other people will step in and do the work and we want to make sure we're able to establish the priorities. that work is going on. and we've had two meets with a number of different departments and i'm happy to engage with any of you if you would like to participate. you can see that the slide here shows the federal framework and how you have short-term, the response is short-term, but the recovery is with the longer tail that picks up toward the end. and that's again, an issue that is going to be discussed at the epicenter. we talked about it last time. it's something that has been identified in the public safety element. it's something we really want to get done in the next year. finally, the last thing i'll mention is that we did on the community building side, a

program that we had with the neighborfest, there are 32 different neighborfests around the city. some of these -- many of them were small, around 100 guests, but there were five of them that had over 400. some of the biggest in the bayview and more distressed areas of the city. we had over 3,000 people attend. and at those events, i think a lot of you were involved, including the salvation army, the fire department, pg and e and other folks. food, music, the other idea is that most neighbors don't know each other and that is one of the biggest challenges. we have a transitional population and people don't know who is living next door, so this is a great way to connect. on this next slide, which is the city resilience index, we're one

of ten cities selected, to develop a set of indicators for how we're doing with respect to resilience. the first step is to answer 171 qualitative questions and 171 quantitative questions about your city. everything from employment rates to how often do you talk to communities. and the idea is that we're doing this and we're going to have measures and it's a way that we can look at where we have strengths and weaknesses and look at how he compare to other jurisdictions. how do we compare to los angeles that is doing something similar? or oakland, and other places. the way that we want to use this. it will take 3-6 months to develop, is to help guide where we prioritize resources and efforts. and we know there is so many different things going on. the idea that we can guide, that we have tools to know where

we're going and we have outcomes to know whether we achieve them is really important. so, with that, thank you very much. i'm happy to answer any questions after the meeting. i'm getting the sense we're going short on time. thank you. >> actually, i think we're perfect on time. any questions for brian? ok. i told you i'd get us out of here in an hour, so is there any announcements from disaster council members? announcements, questions, anything? is there any public comment? seeing none, i would like to just encourage our department heads who are here to work very closely with your disaster preparedness coordinators. we meet monthly with them. mike and i and the team have been going out to our large departments and we're about

halfway through right now, just touching base with all of you. seeing whether or not we're providing the kind of service and support you need. and so we will continue to do that. and please, come to epicenter, last year was fantastic. and i have no doubt that it will be again this year. so, spread the word. and thank you again, all of you, for everything you do, every single day, to keep san francisco safe. thank you. we'll see you in june.