thank you for coming to our second meeting of the fiscal year. i'd like to call the meeting toed on -- to order and welcome our mayor, london breed. >> mayor breed: good afternoon, i mean, good morning, thank you, it's friday. the day is just all -- days just all blend together. thank you so much for being here. as we start this meeting, i want to first start with a moment of silence for the victims of the

north -- northern california fire that took place, one of the most devastating fires in the history of our state. a lot of lives lost and i want to take this opportunity for a moment of silence in their memory. >> mayor breed: thank you. and again, thank you all for being here at this quarterly meeting. i know that it's a meeting that is not necessarily regularly attended by the mayor, but i felt it was really important for me to begin to set the tone for what we need to do in our city to address many of the challenges that are unanticipated here in san francisco. we're used to earthquakes, we

know that it's not a matter of if, but when. so a lot of resources and policy decisions have been invested in preparing our city for what is to come. the program where you can learn about the disaster preparedness and how we help our fellow neighbors during a difficult time has been an incredible resource, but as the world changes, as climate change, which is definitely real, begins to shift our focus on what we need to do as a city to better prepare for things we've never had to prepare for in the past. in fact, two years ago when we had our first heatwave, it was something we never imagined would occur in a place like san francisco. which is why when we build

housing, we don't add air-conditioning because it's not something we've needed. in fact, the recent fires have unfortunately impacted our air quality in a way that we had never experienced. i mean we had exceeded more than 50 and we went up to closer -- anywhere between 150 and 200. so i think that as we approach these types of situations, it's important to think about ways that we can improve upon our existing resources and what we already do and looking at what we did. and how we also make better decisions about how we do things in the future moving forward. i want to just talk to all of you about what i think is going to be important to prepare us

for any situation in the future. and, yes, we have had great responses with our many departments in terms of addressing some of the challenges like the more recent fire and the air quality here in san francisco. and i'm really glad it did not result in any major injuries or emergency situations, but we want to be sure we're prepared for anything. today, i'm going to be issuing an executive directive. i think it might have been passed out to many of you, so that we can get to a better place in terms of being able to deal with any situation as it occurs. and so i just wanted to talk to you about some of those things as a result of the directive. first, the department of public health and the department of emergency management will

co-lead the plan for poor air quality incidents. the goal is, of course, to come up with a better strategy and improve upon what we're already doing here in san francisco and to make it clear, exactly, you know, what our plan of action is as it relates to that particular issue. the second thing would be the department of emergency management headed by mary ellen carole, will chair a task force to provide recommendations on definition, effectiveness, benefit, location, facilities that can be utilized for public respite during poor air quality events and other weather-related events. when we first had the heatwave a couple of years ago, we didn't immediate open up the libraries and rec centers right away. and i do think when we know or

anticipate something of this magnitude, especially with regards to poor air quality, it's important to just be prepared and to use all the resources that we have at our disposal. and part of what we want to do is develop a task force so we can immediately jump into action when this occurs. the task force will also include all of the city departments that are usually actively engaged in this, including the human service agency, the department of homelessness and recreation and parks department and san francisco public library. the third thing, the department of emergency management will establish a roster of civilian multi-agency personnel, various disciplines that can be pre-positioned or rapidly deployed to areas in anticipation of the widespread impacts and support with recovery effort.

so it doesn't necessarily need to be limited to one specific person or one specific department. our goal is to utilize resources in all of our different departments to deploy assistance when necessary and i think the plan is to make sure just like in the case of nert and having a number of people certified, we know who they are, we know they can be outreach, too. and i think part of what we want to do is be able to utilize and do the same thing here with deployment of people to assist in making sure that we're covering the entire city. the fourth thing, d.e. m.e. and the department of public health will work with the cities and counties to develop consistent and multilingual messaging and

recommendations. the information will also be accessible to people with disabilities. i think communication is important. in fact, during this last situation with the fire, we used a number of different methods to communicate to people, to basically stay indoors, which was the best option we had available in terms of trying to keep people safe and healthy during that difficult time. and we want to make sure that others who may not necessarily understand the english messages that we're providing it in multiple language to reach out to that community. as well as those individuals with disabilities and our senior community. we want to improve upon our communication strategies. the fact is we all know that not everyone is on the internet and not everyone is on twitter and not everyone is using social media. so i want to make sure that we are reaching out to many of our

vulnerable populations, especially during the situation that could impact their health. so our city plans and prepares for emergencies year round, with workshops and training and other things we do. i think it's going to be important to make sure that we are not only prepared as leaders of this city, but we need to make sure that the people who work in our departments are prepared. that we are working to provide preparedness in our different departments with the employees of the city. we are outreaching to members of the public and encouraging them to participate in programs and things we offer. because ultimately, if there is a major disaster here in san francisco, we are not going to necessarily have, you know, the amount of personnel we need to

cover the entire city, which means we're all going to have to look out for one another. we all have to be prepared and roll up our sleeves and really do what is necessary to make sure that -- especially if there is a major earthquake in our city that we're taking care of one another. so, we have work to do. and i'm excited about the opportunities that are before us. we have a chance that while there isn't a situation that is occurring at we speak -- as we speak, we have a chance to be prepared for anything, a natural disaster, a fire that impacts air quality, a heatwave, or anything of that nature. i hope we never get to the point where we have to deal with a snowstorm since it never snows in san francisco, but you never know. because climate change is real. and it's important to make sure we're prepared for everything. and the work you do here is

important in getting our city ready. and that's why i want to make sure that by moving forward with this directive, we have a plan of action that is clear and provides really great communication to folks in our city, so that we are all better prepared to address any challenge that comes our way. i want to thank all of you for being here. and i also want to really thank and appreciate our first responders who are always on the front line, dealing with some of the most challenging of the circumstances that exist, not only in san francisco, but i know that many of our firefighter and police officers and other folks assisted this fire. were there on the front lines in helping with recovery efforts and a number of other challenges that exist. and so i'm really proud of the city and the work we've done to

move forward in just organizing and making sure san francisco is prepared, but also supporting our neighboring counties, including places in northern and southern california. so, thank you for your work. and with that, i'll turn it back over to mary ellen. >> thank you, mayor. >> mayor breed: or over to you? okay. one of these people. [laughter]. >> thank you, mayor breed, for your leadership and your commitment to prepare a resilient san francisco. we have several presentations for you. we're excited to show you examples of the public agencies and communities and businesses coming together to meet challenges that we faced recently. with the fires raging through our state, san francisco actually almost 80 folks up

there. civilian personnel and 11 fire engines to provide relief to our neighbors and we'll provide you more detail about that. as we learn from every incident that happens to us, we're in a constant state of quality improvement. and lately, the last few years, we have experienced incidents that were unprecedented and that we didn't necessarily anticipate. the heatwave was one of them and this was 13 days of sustained unhealthy air, it's something we plan for air quality, but we did not necessarily anticipate 13 days. that's part of the directive we'll be revising our plan and working with health to have more specific plans for that. frankly, we could have had a heatwave and air quality event,

because those things tend to happen in the same season. we have to be flexible and dynamic when it comes to emergencies. and we're finding that out particularly with natural disasters and weather events. who knows what we're going to anticipate? hopefully not snow, but it did shut down i-5 yesterday from snow, so you never know. we want to be able to come together for more regular emergencies here. and the department of emergency management hosts the healthy streets operation center which is dealing with our day-to-day emergency of homelessness and health issues in the street. and so that helps us also to be prepared for any other disaster that comes along. so i want to thank everyone for being here. thank you for your service and your commitment. we work with many of you, i can

see here in the audience, and i appreciate your attendance here today. our next -- we'll move into the meeting. our first report out is going to be around emergency response. and we're going to be focusing on the unhealthy air quality event. the mutual aid that the city provided. and we will also have a report out from the healthy streets operation center. i'm going to introduce -- let's see who is first? sorry. we're going to start with dr. argon from the department of hub health. >> good morning. i want to introduce this doctor behind me, jan gurley, she is the new director of public health emergency prepared response and part of our

division. i'm handing out a one-page handout that you will be getting that will summarize the key issues i'm going to talk about. when we talk about air quality, we talk about the air quality index. and what the index represents is five potential, what are called, criteria air pollutants. so when the api is up, it doesn't tell you which one of those constituents is up. so let me -- the things that we track are ozone, particulate matter, nitrogen. the key ones for health are ozone and particulate matter. that's when in the summer, you have spare the air, don't drive. in the winter, when particulates go up, you have the spare the

air and don't burn wood. so sometimes you will see conflicting things. so in the summer there may be a fire, but there may not be a spare the air alert because the ozone is fine. sometimes you'll see conflicting messages and it's important to understand how that works. what we know about human health, the particulates are the ones we're most concerned about. that happens with wildfires. you can see a strand of hair and you can see the little blue dots that represent particulate matter. and the most we're concerned about are those that are 2.5 microns or smaller. they're so small, you can breathe them deep into your lung and that will have the worst health effects. so that's a good depiction of that. the second thing, if you go down to the graph. this actually represents our air quality index over 2017 and 2018

from july 1 to july 30. the red line represents 2017. and the highest that we actually peaked during 2017 was actually red. and if you look at the purple, the purple was 2018. you can see in november when we had the elevation. so the highest in theory that this is measured to is aqi of 500. so we got into the purple. and it was at that time that schools in the bay area decided to close for that friday. gives you an idea of the variability and you can go back and look last year, september, around labor day, when we had the heatwave, you can see there was poor air quality happening at the same time as mary ellen had commented on. on the backhand side, it's just a summary of key points. if folks want to look at this in more detail.

i just review the aqi, focusing just on pm 2.5. you can see the actual concentrations and then you can see the aqi that is calculated from the actual concentrations and the different colors and categories. i'm not going to go over that. but there is a lot of education that went -- that was distributed around them. i want to point out a few key things. wildfire smoke contains carbon monoxide, water vapor, carbon dioxide, particulate matter, trace minerals and thousands of other compounds. so wood smoke contains many of the same and carcinogenic substances that is in cigarette smoke. so what we know from air pollution is that the pm 2.5 absolutely has an impact at the population level, so everyday

pollution impacts cardiovascular and respiratory morbidity. wildfires is different. what they're seeing is slight upticks in respiratory morbidity, so problems with asthma, copd, pneumonia, but right now not seeing increases in cardiovascular, so not the heart. there is difference between the wildfire smoke and the typical air pollution we're accustomed to. there is a lot of research being done. we don't know what the long-term effects are when the particulate gets down into your lung. and then the last thing i want to point out, at the very bottom, you're going to be seeing the public health community becoming a little bit

more supportive of respirator use in the future. i have a one-page handout from the california department of public health, surrounding questions of respirators. there are common things that are done including the discussion of respirators. so that's what i was going to cover, aqi. what i want to do is to leave it open for questions. >> doctor, i wanted to ask you to talk a little bit about just really some of the details around the mask and is the mask actually -- they actually do to help people, and also what they could potentially do to harm people, you know, some of the things you discussed at our press conference. just because -- and also, i'd like us to just really try and

help educate the public on the use of masks as it relates to poor air quality for the purposes of making sure that everyone understands the details around that. >> okay. so the first thing -- one of the first things we want to learn, in the future we're going to call them respirators. when you say mask, they confuse them with surgical masks. you're trying to filter air through the respirator and to do that, you need a tight fit on your face. through negative pressure you're filtering air through the respirators and that means you're working your body to do this. most of what we do around -- and 95 and 100 respirators comes of the medical setting where we're trying to prevent clinicians from getting exposed to diseases. we know to wear a respirator, you have to be healthy. because it takes a lot of work to wear them. in the medical setting, people

actually get medical evaluation, they get fit tested and make sure it actually works. because if it's not fit tested, it's probably not going to work. that's the concern we have when people in the community are using them, they don't realize that actually if you have underlying lung disease, heart disease, you may be creating a burden on your body when you're generating this negative pressure to filter air through the respirator. and so that is why people need to know. one of the bottom line messages, we realized people were going to use them, so public health is realizing we need to educate folks and at the evend of the day, if this makes you uncomfortable, take it off. don't continue to wear something that is causing a burden on you to breathe. the other major concern we have is for the small children. because some parents may decide to put something on the child

and the child is not going to say, mom, i'm not feeling comfortable, or dad, i'm not feeling comfortable. we want to get the message out there. my wife is a teacher, teaches first grade. sure enough the kids were coming to school with their respirators that their parents got them. i think next time, the last thing i want to mention, most of what we know comes from what we do in medical practice. in public health we're realizing that the public is going to use them no matter what we say. so we have to come up with commonsense recommendations to make sure they're used safely and then talk about we have a sufficient supply so we make sure that people who have to be outdoors, can have access to them. any questions? >> i have a comment. i'm glad that it's included here.

because i notice there is such a -- sorry about that. apologies. elaine forbes, i'm pleased to see this, because i noticed with my own employees and with seeing the public, there is such a range of product out there from, you know, a full scale respirator to a dust mask and it was all over the map in terms of what people were utilizing. it's very good we'll have this direction going forward. thank you for that. >> people's disaster kits should have them because if there is earthquake -- if you're going to be cleaning where there is small particles, you'll want access to them anyway, so people should have them. >> the doctor and i look forward to working together and getting these specific directions out for the city and the public.

>> okay, if there is no more questions, we're going to move on to the next slide. which is -- emergency management and mutual aid. again, we're going to get into a little more detail about the deployment from the city. we deployed from eight or more different departments including the fire department. it was a very intense deployment for everyone who was there. i was there last friday and i've been to other fires for recovery deployment. i've never seen anything like it. so i'm going to turn this over to mike dayton who led the first non-fire team to go up. and he'll talk about the experience and then we'll turn it over to fire. >> well, thanks, director

carole. first, i wanted to thank the mayor and you for being so proactive and so engaged and providing us the opportunity. i also wanted to acknowledge the people that also deployed, andrea, nick, francis, if you could stand up if you were part of the deployment, i'd appreciate that. [applause] >> and chief, do you mind if you talk about the fire at first and then i'll going into the eoc? >> sure. good morning. mike cochran. homeland security san francisco fire. san francisco fire department sent a large amount of resources. we're a unique department that we have that many personnel. total of 39 personnel, nine engines, three strike team leaders. that deployment ranged from 10 to 15 days. unfortunately for our members, a lot of it it was recovery, which

we do, but not at that level, so the chief is offering debriefing for the members, but our members performed valiantly and we were hope to assist. >> thank you. there is some of the emergency managers that assisted at the emergency operation centre. so we had the opportunity to arrive on the ground on monday, on veterans day. the fire started on thursday. just to give you a sense of what it was like for the town of paradise, the town of paradise probably has 15 employees that are non-sworn, annual budget of $12 million. they had 1 million nods the bank. -- $1 million in the bank, so we're walking in with the town manager and assistant town manager. the assistant town manager's house had burned down. two young kids. so on top of the devastation that they were dealing with in the town, it was really those human concerns about where are my kids going to go to school?

i haven't heard back from my insurance company. how are we going to rebuild a up to town that has been, 95% of the town destroyed by the fire. so rightfully so, they were really shell shocked and i had the opportunity to work with the town manager right off the bat. one of the first meetings on monday was recovery. that was one of the big takeaways for me, recovery is going to happen immediately. they're not going to wait for us to start. when i say they, it's the california office of emergency services and fema. those recovery task forces start immediately after an event of this magnitude. so the more preplanning and i'm glad we're working so closely with brian and jennifer and their group on the recovery framework, but that's going to behoove our recovery. and not distract us in the response phase. even though the fire burned

through paradise in almost one day on thursday, we were theren monday, there was still risk of trees falling down. there was utility crews on the ground. so the second biggest takeaway i had was just the massive amount of mutual aid that is required. i know i sound like a broken record to our team on mutual aid, but they had over 4,000 local firefighters that responded to this event. they had over -- upwards of 3,000 utility workers, comcast and at&t, too. traditionally, it's the cal fire management team that organizes the command post and focuses on the repopulation efforts. and making sure that the utility restoration work is in alignment with the incident commander. so to those, are issues we'll have to plan for as well. we're going to be emphasizing

those in our training and exercise programs. you'll see a lot of that, as the build up to epicenter and fleet week. the other big takeaway was just public information. literally, the one i.t. person in the town of paradise had to flee town hall by ripping the server out of the wall. so they didn't have access to their own e-mail system for nearly a week. they had no way to communicate with the public. so when francis arrived and joined a great team, but they were able to get the public information out and establish e-mails, or alternative e-mails for the town. but right away, you saw issues pop up with temporary shelters. you had a lot of goodwill in the community. some of it may have been a little bit misdirected where they set up a shelter at the walmart and encouraged anyone with skills and warm heart to come down and help out. that really wasn't part of the

coordinating shelter effort that should take place, or will take place here. and then another -- just a last takeaway, the disaster recovery center. when we were there on monday, the president hadn't declared it a major disaster declaration and the key point there is once the president declares a major disaster, then that frees up fema to participate in the local recovery center. so the timing of that is actually very tangible benefit for the citizens and will need to apply for fema assistance. so that was one of the first priorities. but again, as director carole said, we were essentially the eoc, the four team members that got up there for the first week. and calming reassurance. but with that, i turn it over to a video we have for director carole's visit there.

>> san francisco was part, we were one of the first teams that showed up here through the state mutual aid system request. and we were able to come and help the town of paradise set up their emergency operation center. we provided help in the area of logistics, planning, operations, public information, and animal care and control. all of those areas are ones that are really very much needed in the beginning of the response and continue to be. the entire town of paradise was affected by this tragedy. and many of the employees for the town had lost everything. they were still coming to work, but for us to be able to come and help them set up the structure they would need for

the response was a critical response that was very helpful to the town. [ ♪ ] >> everyone who comes to these deployments is there to support one another, whether they're the people from the local jurisdictions or people coming from different areas, different parts of the state. whatever that might be. and i think being prepared, understanding what it is you're going to be asked to do and being flexible, understanding you may be asked to do something different. that mindset will really help you. along the way, i think being prepared in bringing equipment that you need, self-sustaining, so you're not relying on the area that you're deploying to support you, those things will help new the long run. what we do is provide resources for the field who may be lacking equipment. for instance, we've been looking

for backhoes, chain saws, there is a lot of tree removal. so today we're concentrating on getting together contracts for arborists and tree removal. working closely with finance to make sure we're creating a strong paper trail for cost recovery so that the area can get as much as reimbursement from the federal government as possible. >> when san francisco provides mutual aid, we provide important humanitarian assistance to our neighbors and other jurisdictions within the state. we learned so much as a city, but also individually. it really builds our capacity to respond every time we send a staff person out. i'm really pleased that we were able to send employees from the department of emergency management, the general services agency, animal care and control, the public utilities commission, and of course, our firefighters who have been here from the

start. there is few disasters that any jurisdiction can really handle on their own, and certainly nothing like the scope of what we're seeing here. so i can't stress enough how important it is for us to -- to be prepared and available to deploy to help our neighbors throughout the state when needed. to the communities that have been affected here, the city of paradise, the entire county of butte, should just know that the city of san francisco is with you. and we'll do whatever we can to support. as i saw today, the state and feds, fema, everybody is here. this is a beautiful place, even surrounded by ashes. and we have such a sense of how strong this community is. and just know that we're with you. [applause]

thank you. as the woman in the video was saying, [laughter], there really is no better learning than to be part of an actual response. and so while the benefit obviously, the humanitarian action that we do to help is so critical, we are -- we have doubled the benefit by bringing that back here and the people of san francisco best from that, too, as we build our capacity and our bench. i'm grateful to the mayor, that one of the directives, directive 4, i believe, is going to really help us move toward putting these multidisciplinary teams together so we will be more ready and can go when needed. and unfortunately, in california, i'm afraid those opportunities are not going to

be few and far between. so one of the -- when i was there last friday, the animal care and control function was still going strong. it was probably the biggest part of their actual on the ground response. it was very overwhelming. so we have diana here from animal care and control who deployed and she is going to speak to us about that. >> can you hear me? >> no, you need the mic. >> first, i want to say, i go to paradise one weekend out of every year and have, with my family, for the last 20 years. it is near and dear to my heart. and virginia our director obliged me and allowed me to pull together a team to respond and allowed me to respond myself, which was fabulous.

one of the first things we did, we sent people over to our folks over to get dogs. so we got ten fire dogs, some of them with medical issues. we provided the vet care. we provided the foster care for them. we still have eight of them. they're not being adopted out. we're trying to find their owners. this is the reunification of one of the first dogs with its owner. a nonprofit organization combed through all of the animal records to put them together. and then they drove him from butte county all the way to pick him up. army other pictures in here, do you know? all right great. so a couple of things i can tell you. we ended up sending 11 acc employees, our vet, our animal

keepers, the husbandry folks, animal care officers and bureaucrat over to assist with this. there were 1800 animals that originally in the shelter. there are still 1400 now. it's tremendous. how many of you have animals here? the room? and they're part of your family, right? and in our disasters we must plan for these animals, because people will not leave without them. they won't go into shelters without them. it's critical. and it's chaotic. it's difficult. we put up in butte county, we created the shelter space that is there for those 1800 animals out of nothing. so we took old abandoned buildings. we took a portion of the airport. and we just created what didn't exist. we have to keep them disease-free. we have to keep them from

fighting. these are really fearful animals that are normally roaming free there. of the animals we took in, only one of them was fixed. >> really? >> yes. it's a different world. it's the country. it's the country. and a different mindset than necessarily ours. so we have to go in and we have to be flexible. and we have to figure out how to make it work. we've learned a ton from these experiences and the recent fires. for san francisco, in terms of how it is we'll work with animals in our own shelters. >> thank you so much, diana. our next agenda item is number 4, around emergency preparedness, where we were going to give the fleet week report. i'm sorry.

i'm sorry. where is commander lazar? [laughter]. thank you. before we move onto 4, please, healthy streets operation center, report out. thank you. >> yes. good morning, everyone. thank you very much for the invitation. i'll briefly speak about our effort here in san francisco to address our homelessness issue. back in january, we opened up at healthy streets operation center with the thought being that instead of a conference call or meeting every other day, why don't we get in the same room and set up emergency command post type atmosphere at the department of emergency management. thank you for hosting all these mungs. along with department of public health, rec and park, mta, soon to be a partner and the sheriff's department with that collaborative spirit in terms of thinking through, minute by minute, hour by hour, how we're

going to deal at first with the encampments. as you may know we had 1200 encampments in san francisco two years ago. for the last year we've been chipping away at that. those numbers are below 400. and then the effort of getting people into the navigation center. having hot respond with us to get people into shelter and other services. and to take 311, the great work done by them and streamline all those 1500 calls per week into one lane, on one screen, at the healthy streets operation center. equates to 240 calls a day. and to really just work at being responsive, responding to the complaints. we have staff that calls back our citizens, our communities now and says how can we -- this is what we're doing, we're sorry about the delay or here are the resources we want to provide you. or just to let the public know what we're doing. and so that work on encampments

has evolved and now in the last couple of months -- i must back up and say, that we started out, 7 to 3, monday through friday, thanks to our mayor, our chief and our acting assistant chief, mike who is here today. we expanded in july. we're now seven days a week, 7 a.m. to 11 p.m., where we're staffed and monitoring calls city-wide and being proactive. but this has evolved into dealing with individuals, mental illness and substance abuse individuals. so we went from h sock, we call it h sick, the healthy streets intervention program where they're driving around looking for drug addicted individuals and getting them into a police car and taking them to the adult probation task, or tap, or door, or sobering center, et cetera. and that is really taking it to

a whole new level. we're excited. we're almost one year into this. and it continues to evolve. we continue to think about thousand to do things better. to director carroll's point, if there is a disaster, we already have a demand post up seven days a week that can convert into that disaster command post. so we're happy about that. and the last thing i'd like to say, a lot of agencies, a little bagging point, a lot of agencies throughout the country have inquired what we're doing here. we have a contingent from los angeles coming up. they want to replicate what we're doing in san francisco down there. so we as a city have a lot to be proud of and i look forward to reporting out a year from now on the future successes. >> thank you, commander lazar and thank you for your leadership. so now we'll move onto number 4. we were planning to report out

on fleet week, but i would like to call for a motion to defer that fleet week report just due to time until the march 2019 disaster council meeting. we thought it was important to focus on the actual responses over the last few months. >> so moved. >> second. >> all in favor? thank you. moving on, number 5. we are -- i'm going to turn it over to department of technology, priority network testing. and yes, please use the mic. [inaudible] so we worked hand-in-hand with the department of technology on this upcoming -- i want to say

that -- we've worked with every department here in the room to improve radio communications. we're in the midst of an $80 million program to upgrade the system and that is important, but even more so in looking at responding to these events is these devices and their ability to work in an emergency. the department of technology and the department of emergency management and several other departments have started testing these priority networks. essentially, with the radio systems, all of our sites are on battery backup, only first responders use the networks, but the commercial networks don't have the same robustness. we have talked with the federal government. we have been working many, many years to push the federal government to make these networks more reliable. and there are -- they are also

offering priority preemption capabilities. we did a partnership with at&t and verizon. at&t offers a service, we have 3,000 users using that network. and verizon, because of at&t and first net, verizon is offering broad band services and the fire department has thousand of their device on the network. we tested these networks in high dense usage events, including the pride parade and fleet week. we have seen that we need to continue to work with our partners to improve the networks. i'm going to let nina dive into those testing results.

>> i'll keep it short. what you see here is a screen shot of an app that you, yourself, can get on the app store. i recommend you test your own residential network to understand how that performs. when it doesn't, call your carrier and get your money back. we worked with several. we had five testing events. at&t owns the first two networks and verizon mobile broadband and commercial network. it's the iphone and samsung galaxy 8. these require investment in modern devices. so that's an additional cost you'll have to be aware of. applications tested in speed and

band. the fcc has minimum standards for download and upload. you can see here, download is the speed which something is downloaded. upload is the speed at which packets are uploaded on the network. latency measures the delay on the network. browsing, can you load a web page, and streaming, can you stream video? many of these applications has streaming videos. that is important. you don't want disjointed video. additionally, if you're tied into cameras, security cameras, this can become important. another test is coverage. so disasters have no borders. so coverage becomes important. you can see the green. that is the coverage. so it's over 98%, but there are red gaps. this is the kind of data we need to push the carriers to cover the gaps. however, i will tell you that

individual user experience is not where it needs to be with these networks. the commute corridors that have no coverage. and the surrounding bay area, there is no coverage. so again, you know, disasters have no borders, so we need them to be fully blanketed in green. >> right the outcome of tests. inconsistent. highly variable. we have speeds that range in the test data, which i have a tester here, who works with the cyber security officer and they're available for you to look at. especially if you're think offing switching over. and mary ellen, carole and the director have these results. often they provide sell on

wheels to ensure that the people at the events have a good experience. but it starts to skew the results of the priority network. flush here's the recommendations. we're on a slow your roll campaign. the late adopter to the priority networks. you will not gain any more efficiency, speed on them. cost of evaluations, these are subsidized networks by the state and the feds, so you should be receiving cheaper costs for those of you who already shifted. we'll test again when the new band 14 class -- band 14 is the super highway for public safety. san jose has their built, we should be next, but recommend slow the roll. wait until everything is built out.

is there any questions or -- i've been told to hurry up. that's why i'm -- [laughter]. okay, thanks. >> thank you so much. we're going 0 go onto number 6. resilient -- oh, yes. we're going to do public comment at the end. okay. >> ready? >> thank you very much. good morning, i'm nancy. at your june 15 meeting i brought to the council's attention there was no comprehensive plan and time line for extending the original

auxiliary supply. i asked that you prioritize completing the infrastructure. i do not see evidence that anyone in the council understood we need unlimited water supplies to fight post earthquake fires and is willing to ensure we have water city-wide. items 3, 4, 5 on the agenda, are to report on emergency response, preparedness and planning. in my opinion, there is no greater emergency to san francisco than a major earthquake and no greater need than putting out the post earthquake fires. therefore, our preparedness must require we have access to a limited amount of water with the auxiliary water systems of pipes and hydrant to distribute this non-potable water to all of the city neighborhoods. i'm deeply concerned we're not doing the proper planning that will avert fiery disaster by requiring expansion to be built

now. a retired member of the fire department can better explain the need for the infrastructure. the san francisco puc has decided to use our locally stored drinking water as a primary water source for fire fighting for the entire richmond and sunset districts. this is a very bad plan since the reservoir water is required to be shared in emergency with 27 peninsula cities who jointly own this water. then there is a problem that there is not enough potable water to fight all of the expected simultaneous fires from broken gas lines, which is why we need a pump station at the ocean. and the reservoir is supposed to supply our drinking water, but this has not been reinforced, so who knows if it's going survive the shaking? please put a special item on your next agenda to discuss the city's complete plan for saving

every neighborhood from fire after a major earthquake with presentations from the department of emergency management, from the san francisco puc and the san francisco police department. and that each one will discuss what each is doing to ensure that redundant seismically resistant, and with alternative backup systems to ensure fire-fighting capability. if the council does not have the item on the next agenda, then we have no choice but to conclude the city is ignoring its responsibility to be prepared to fight fires after the next big earthquake. thank you for your consideration. >> good morning. my name is tom, i'm a retired assistant deputy chief from the san francisco fire department.

i have 39 years of public service with the city of san francisco. situated directly above the junction of the north american tectonic plate, san francisco is resting on a time bomb. you must be aware that up to 80% of the destruction following the next great earthquake will be caused by the fire storms that will develop in the absence of adequate water supply. the puc has taken a dangerous path using our supply of drinking water to fight the fires, instead of sea water, which the system currently uses and is available on three sides of the city. contrary to what the puc stated, our limited supply of drinking water will be inadequate for fighting the fire storms that occur in our currently unprotected neighborhoods.