you b [gavel]. >> supervisor fewer: good morning, everyone. this is the budget and finance committee, wednesday, october 23, 2019. i am sandra lee fewer, chair of the budget and finance committee. i am joined by supervisors raphael mandelman and catherine stefani. madam clerk, do you have any announcements for us all today?

>> clerk: yes. [agenda item read]. >> supervisor fewer: thank you very much. madam clerk would you please call item number one. >> clerk: yes. [agenda item read]. >> supervisor fewer: thank you very much and we have mr. jeremy spitz from the department of public works. >> good morning chair and supervisors. i am jeremy spitz from the department of public works. >> this is an emergency to repair the hvac at 1235 mission street. it is owned by the san francisco unified school district and leased by the

distribution agency. there are three hvac units on the top of the building. two of them were unoperational. then, on october 3 the final unit failed and temperatures in the building reached over 90°. h.s.a. is currently using portable units so it is comfortable. i am joined today by scarby several

members of the staff, and we are happy to answer your questions. >> supervisor fewer: thank you. supervisor stefani? >> supervisor stefani: just a quick question. did we understand the extent of the repairs at the time we entered into the lease? >> sure. i'm going to turn that over to scott wall. >> yes. would you mind repeating that? >> supervisor stefani: yes. i'm wondering if we understood the tenant improvements that were needed at the time we actually entered the lease? >> so the lease was entered into before my time as director but i would say mantha estimatethat estimate was on the low end for tenant costs. that was about $6 million per the lease, but after further investigation and going through the systems, that does look

like it was not enough to complete all the necessary repairs to the building. >> supervisor stefani: okay. so going forward, is there a way that you've identified to prevent that from happening in the future? >> yes. quite frankly, we need to do a much better job at assessing building systems going forward and make sure that those are accounted for in any lease negotiations, especially lease renewal. >> supervisor stefani: okay. and so will any protocols be put in place to ensure that happens? >> absolutely. what i will do as director of h.s.a. is i would shallwork with my colleagues at the department of public works to make sure they have an opportunity to design on what repairs may be necessary going forward. in addition to that we've been actively entering items into the city's srrm system through

real estate to flag any future potential issues using the standard useful life of various equipment. >> supervisor stefani: okay. thank you. >> supervisor fewer: i'm sorry. your name again? >> my name is robert walsh. i'm the director of operations for human services. >> supervisor fewer: thank you, mr. walsh. it seems in the b.l.a. report that under the terms of the lease of 2014 between h.s.a. and sfusd -- and actually, i was sitting on the board of education at that time, i vaguely remember this agreement -- there were tenants improvements of $6 million of which 2.5 were h.s.a. and 3.5 were the city's share and the

repairs were to be made by 2017. according to mr. walsh which i believe would be you, the repairs were not made because it went to correcting other issues in the building at that time including elevator repairs along with associated soft costs so what we see here is that at the time of their agreement, there was $6 million being put toward tenant improvements and the hvac system was supposed to have been upgraded by 2017 and so we're here at 2019 with no surprise that it failed. and i'm just wondering if you might respond to that. >> certainly. i would say that i wish it were repaired but to be just very honest about it we did know that there were some issues with hvac system, we did not

know the extent of it. and the difficult decision was to put the dollars that sfusd had remaining in their $3.5 million was to the more immediate things. and it was one of those situations where there is no good decision to be made. and while i'm here now, discussing hvac we may have had issues with the life and safety system, so we -- i'm getting long winded here but i just -- >> supervisor fewer: sure. >> it was a difficult decision to make most definitely, we tried to do some repairs, but the repairs were not enough to get the system back on-line. >> supervisor fewer: so it seems as though the patching up was what you might need, but a complete overhaul was never done. >> yeah that's absolutely

correct. >> chair fewer: you mr. walsh i think it's-drkit's- -- you know these buildings are old but my concern is for the people in these buildings. these buildings are old, and it got to the situation where we had to evacuate those people. we got to this point, and it is an emergency situation. so could i hear from the b.l.a. please? >> chair fewer, members of the committee, fred burso from the budget and legislative analyst's office. declaring the emergency allows

for the sole source procurement for the project. we did review the $6 million that was initially allowed for for repairs and as you have summarized the hvac system was not repaired as originally anticipated, nor were electrical systems or plumbing systems all of which the city is responsible for. so we are recommending approval of the resolution but adding to it a requirement that h.s.a. come back to the board with a report by november 30 on what has been done, detailing the costs of the improvement program, and then what has to be done so that's our recommendation. >> chair fewer: supervisor mandelman? >> supervisor mandelman: thank you, chair fewer. my question is for mr. walsh

again. so -- and not to beat a dead horse, and both vice chair stefani and chair fewer have kind of asked questions along these lines but we have this recommendation from the b.l.a. which seems like a reasonable thing, and it seems like a reasonable thing to do before entering into any lease. and i know you weren't there but is it -- when h.s.a. enters into a lease, it would seem to me that it would be a best practice to look at the term of the lease, figure out what is likely to break during that time what money is going to need to get put into fixing those issues or avoiding those issues during that time, and have that kind of like forward-looking assessment for each lease.

sounded like you don't know that that happened with this lease. >> i can't say. >> supervisor mandelman: what is your protocol back in 2014 to do that? >> unfortunately i'm not familiar. >> supervisor mandelman: and it is the protocol now to do that assessment prior to entering into a lease? >> absolutely. this is the case in point right here to avoid situations like this quite frankly, and i would agree with you. >> supervisor mandelman: i would be curious. did they do the assessment in 2014 and just miss a lot of stuff -- and you don't know or did they just think that well we need a building. school district has a building we'll work it out? who knows. all right. >> it's hard to speculate, but it's probably the latter? >> supervisor mandelman: okay. >> i would be more than happy to sit down with my colleagues at sfusd. >> supervisor mandelman: maybe

a little retrospective analysis of what happened here explaining what the department was doing in 2014 and if it in fact yes actually we looked and we thought there were $3 million of work that needed to be done and we thought there was adequate cushion of the money that was set aside. it would be good for us to have that kind of -- maybe. >> and i know you're not asking that question but it would be a good thing to do just so we don't have it happen again. i completely appreciate and fully agree. >> chair fewer: supervisor mandelman, so would you like to add that information to the report that was requested by the b.l.a.? i would like to also request that we get an itemized

accounting of what happened to the $6 million because it included sidewalk repairs -- so tell us what you spent the $6 million that was supposed to part of it be spent on the hvac system. so i'd like to add to the recommendation of the b.l.a. i think there are two more things we're requesting. supervisor mandelman is requesting that you follow up on the 2014 -- man >> supervisor mandelman: a retrospective analysis of what was done and whether in hindsight, it was adequate. >> may i say one thing? again, i agree with everything that the board and the b.l.a. is putting forward. i simply may need a little more time than the end of november to do a thorough analysis and dig in what happened.

i also need to give time to my colleagues at b.b.r. to look at the systems and do a thorough analysis. i don't want to do this fast and scratch the surface because i do think this is a learning moment and i do understand the goal here. >> chair fewer: okay. so since we -- actually the board was a recess in december. would the first of the year give you enough time to gather this information and bring it back to the board. >> certainly. and i would make it happen if you would insist on the end of november but i would request time to do it properly. >> chair fewer: i would amend this to the first meeting back in january. is there any public comment? seeing none public comment is now closed.

[gavel]. >> chair fewer: i would like to make a motion to accept the recommendations of the b.l.a. as amended by the budget here. and we can take that without objection. thank you very much. [gavel]. >> chair fewer: and then i'd like to move that to the full board with a positive recommendation and we can do that without objection. [gavel]. >> chair fewer: madam clerk, would you read the next item. [agenda item read]. >> chair fewer: thank you very much and we have catherine petrocioni here.

>> good morning supervisors. i'm here to propose that the board except a resolution to -- accept a resolution to accept a grant and match from fema. this grant will support the development of an alternative operations center for the port at pier 50. the port's primary d.o.c. is located at port 51, which we've learned is vulnerable in the case of a major earthquake. the court intends to use this funding to install fiber as well as purchase emergency radios and audio visual equipment. i do want to note that while the resolution states that the grant is retroactive the port has not yet expended any of

these funds, and i'm happy to answer any questions. >> chair fewer: thank you very much. let's open this up for public comment. any member of the public like to comment on this? seeing none public comment is now closed. [gavel]. >> chair fewer: and can we take this without objection? [gavel]. >> chair fewer: and madam clerk, would you call the next item. >> clerk: yes. [agenda item read]. >> chair fewer: and we have mitch sutton department of emergency management. >> good morning. i'm mitch sutton and i'm here

to talk about the computer aided dispatch system. it's a system that we use for dispatching police medical, fire to 911 calls. this is an important system for us, and we as important that -- and it's important that we keep this system under 24-7 maintenance. you may recall we have a project to replace the c.a.d. system. it's been approved by coit. we have a project team. we're in the process of hiring a consultant but that system we're not expecting, to be on-line until around late 2023, so that's why we're here today to extend the maintenance agreement with the current vendor for another five years. now if you have any questions about the c.a.d. replacement project, the project director

is here for that to answer any questions. the document that you have before you is the 2012 agreement which will extend it to october 2024 and it would add $1.9 million to that agreement for a total not to exceed amount of 1.5 million. and i believe that sums it up so if you have any questions, i'd be free, happy to answer. >> chair fewer: thank you. can which hear from the b.l.a.? >> item three and fred russo from the budget and legislative analyst's office. this is coming to the board because it's going to extend the contract over ten years, and the details on it are on page nine of our report. because the original contract

$5.2 $5.2 $5.2 million, included acquisitions and other costs, we've provided a contract that showed what the other costs were. now this'll be $1.9 million. we do recommend approve of the resolution. >> chair fewer: thank you very much. let's open this up for public comment. any members of the public like to comment on item three? seeing none public comment is now closed. [gavel]. >> chair fewer: colleagues, any comments or questions? i do have a comment. so mr. sutton, i understand that this is your last time before the board because you are soon to be retired, is that correct? >> that is correct. i'm not going to dispute that. >> chair fewer: after three decades of public service, is that correct? >> that is correct. >> chair fewer: and how long were you in the department of emergency management?

>> 20 years. >> chair fewer: 20 years. so i think we'd like to take this opportunity on behalf of the board of supervisors to say thank you for your public service, and we wish you much luck and good health in your retirement. my husband retired after 35 years of public service as a police officer in 2012 and upon his retirement his last paperwork was in i remember i kissed my husband and i said, i felt like i'm kissing a free man. i hope that is with you, too. with that, i thank you for your service. with that i'd like to make a motion to move this to the full board with a positive recommendation. we can take that without objection. [gavel]. >> chair fewer: madam clerk, would you read the next item. [agenda item read].

>> chair fewer: thank you very much, and we have with us today, marian carroll, the director of the department of emergency management. >> good morning, supervisors. >> chair fewer: good morning. >> so thank you for hearing this today. i am the director of the department of emergency management and just want to take a few minutes to explain the purpose of the grant. san francisco is the regional preparedness grant fiscal agent for the 12 bay counties that encompass the bay area ewasi program. one area is the urban area security grant initiative

which we anticipate to be approximately $27.5 million. the state homeland security grant program, the emergency management performance grant program, the local government oil spill contingency plan grant, and a 2019 hazard mitigation grant. so the resolution fulfills our responsibility as the fiscal agent to apply for these grants with a governing body resolution to approve san francisco as the fiscal agent on behalf of the region. and normally -- we have not received the grant yet. we anticipate funding levels similar to 2018 but we won't know until that grant comes through. and the grant moneys from the main grant, the ewasi grant, go to fund our management team

which is around $3 million, our core cities allocation of which san francisco is one of them. we get $1 million of those $3 million, and then, there's $10 million for regional projects. these grants san francisco receives -- or received last year about $3.6 million. the majority of the ewasi grant is used to staff our programs. there are 39 emergency management and public safety positions that are funded. the remaining funds go toward public safety equipment or technology upgrades and we anticipate that the 2019 grants will be spent similar ly. >> chair fewer: thank you very much. there is no b.l.a. report on this. any comments or questions from my colleagues?

seeing none let's open this up for public comment. any members of the public like to comment on item number four? seeing seeing none public comment is now closed. [gavel]. >> chair fewer: miss sutton i know there's a lot of question around urban shield. i know that's not part of this grant and is sort of the funk at this point, correct? >> yeah. urban shield is a program that was administered under alameda county. alameda county decided earlier this year that they would no longer administer the program, so essentially, urban shield no longer exists. we in this past year had to reallocate training exercise funds to the counties and we're currently going through an r.f.p. process for all of the training and exercise programs. >> chair fewer: okay. so that is good news. i'd like to make this to a

motion to move this to the full board with a positive recommendation. thank you. [gavel]. >> chair fewer: madam clerk, can you please read the next item. >> clerk: yes. [agenda item read]. >> chair fewer: thank you very much and we have monica chinchilla, who is the legislative aide for supervisor fewer's office. >> yes. the matter before you is allowing the director of real estate to waive base rent for the nonprofit tenants clinic by the bay and arts ban for up to six months. we are bringing this matter before you because we know that construction costs are high and we want to allow these

nonprove tenants the ability to -- nonprofit tenants to complete their application as soon as possibility. also here with me is the director of real estate enrique pena who can answer any questions. >> chair fewer: very good. let's open this up to public comment. any comment from the public on this? seeing none, public comment is now closed. any comments or questions from my colleagues? and we can move this to the full board with a positive recommendation. [gavel]. >> chair fewer: madam clerk, would you please the next item,

please. [agenda item read]. >> supervisor fewer: colleagues i'd like to make a motion to continue this one week. before i do i'd like to open this up for public comment. any member of the public like to comment on this? i'd like to continue this to week one -- one week to the meeting on october 30. any objection? we'll do that without objection. madam clerk, is there any other business before us today? >> clerk: there's no further business. >> chair fewer: we are adjourned. thank you. [gavel]

in this san francisco office there are about 1400 employees. and they're working in roughly 400,000 square feet. we were especially pleased that cleanpowersf offers the super green 100% clean energy not only for commercial entities like ours but also for residents of the city of san francisco. we were pleased with the package of services they offered and we're now encouraging our employees who have residence in san francisco to sign on as well. we didn't have any interruption of service or any problems with the switch over to cleanpowersf. this clean power opportunity reflects that. i would encourage any large business in san francisco to seriously consider converting and upgrading to the

cleanpowersf service. it's good for the environment, it's good for business and it's good for the community..

>> second. >> all in favor. >> aye. >> the motion to not to disclose what we discussed in executive session. >> second. >> all in favor. >> aye. >> onto item 6, pledge of allegiance. >> i pledge allegiance to the flag of the united states of america and to the republic for which it stands, one nation, under god indivisible, with liberty and justice for all. >> item 7 aannouncements. please be advised the use of cell phones, and pagers and other sound producing electronics are prohibited during the use of this meeting. please be aware members of the public have up

to three minutes to make a public comment on each item of the agenda unless otherwise stated. onto item 8 public comment on items not on the agenda today. >> is there any public comment on items not listed on the agenda? seeing none, public comment is closed. thank you. >> item 9a, executive director's report. >> good afternoon members of the public and port staff, i'm elaine, the port's executive director. the first item is i wanted to report on fleet week, which was october 7 through 14, where the port was a very proud sponsor of the event. it was exceptionally well attended. it's an event honoring our services. the city participated in disaster debris management exercise which dem felt was extremely helpful and important to exercise our own planned removal and opening

of major roadways and also to process with our federal partners was very helpful. we also had several joint military civilian exercises as well as the parade of ships and of course the air shows. but what i want to do is thank port staff that put so much time and energy into making the event another smashing success. staff worked evening and weekends every week and much of their work goes unrecognized because they are behind the scenes making sure nothing goes wrong. so first joe riley and ken were on security. from the maritime division, we had our team making sure the vessels came in and were safe and secure aaron, bren don dominick, michael and edgar. and in the maintenance division we had lots of crews out before during and after making sure our waterfront looked wonderful for our guests. so i would like to recognize the laborers division,

the truck drivers, ironworkers and specifically tim, alex, oscar dave, kevin and del. thank you for making us shine once again. a quick update on the safe embarcadero navigation center. i wanted to update you on the advisory group which is to advise us as this process and as the center gets cited and services provided. i have appointed rick dickerson and alisa rogers as chair and vice-chair of the advisory group. i seah alice is in the audience. rick is a former co-chair and we know ms. rogers, she is the co-chair of south beach rincon mission bay neighborhood association and the chair of sea wag. so thank you for serving. the next meeting of the advisory group is coming

this wednesday at 5:30 at the south beach harbor room. they will get an update from homeless and port housing. they'll be announcing who they selected as a provider. five keys operate the center which is 128-bed facility and we hear very good things about five keys. the public works department will provide an update on construction. if you've been by the site the insides are being constructed now. the police department will be providing an update on police incidents within the safety zone. there's good collection of data, incidents in september totaled 90, which was showing a continued downward trend since june when 125 incidents were reported. so getting the baseline for the area is incredibly important. and that is something the police department is going. i would like to report

that state senate bill 451 the state tax credit program has been passed. this is something the port worked for some time on. the historic state tax credit program can be used in conjunction with the national program of course with tax reform the value of the federal program is lower than it was before the corporate tax rate went down. but having this additional program will be very important for our piers you'll be hearing about today and 12a potentially a financing tool for our historic piers. the program has a cap of $50 million with a $10 million set aside for smaller projects. the projects will be screened by the california tax credit allocation committee to demonstrate return on investment. of course all projects will have to conform with the secretary of interior's

standards. the tax credit program the federal one has helped other pier restoration projects and historic restoration. so the timing couldn't be better for us. and i want to thank mark brad, mayor breed's legislative staff for supporting this effort. so congratulations to everyone. another tool for historic preservation. now i would like to talk about the san francisco's chamber of commerce trip to seattle. brad, will you play that for me, please. so brad and i joined the chamber of commerce for the city trip to seattle september 25 through 27. we were excited to join the new ceo of the chamber, rodney. we were also joined by many business and electives and a great delegation. i'll wait until the slides come

up. great. that looks like the second slide on the first slide. yep. okay. great. so if you could go back one slide brad. so the first slide shows the delegation. and brad and i went. we also had some of our consultants who were on the seawall team, specifically cmg who was the urban designer. we had two representatives from cmg. and you can see here it's a variety of elected and business leaders on this day trip. next slide. we kicked it off with me and brad and some of the consultants talking about the embarcadero seawall program and what we are trying to accomplish portwide. it

was a great way to start because we framed for the delegation what we are trying to accomplish in san francisco and then proceeded to look at what's happened in seattle. seattle has a lot of similarities to san francisco. it's earthquake country. when we had our big earthquake the freeway had a collapse issue. when they had their big earthquake in 2001, their seawall failed. their double decker freeway stayed up, but their seawall failed. so they began a very aggressive effort to replace their seawall to deal with seismic risk. it was fascinating for us to see the parallels in construction of a seawall in earthquake country, to see a historic seawall and some of the decisions they made in terms of keeping the piers open through construction what they did about water levels and their historic fabric and the state actually pulled down that double decker freeway because of earthquake risk.

and now the community of seattle is engaged in a multibillion dollar effort to really connect their city with their waterfront in the way we have a connected waterfront with our city. so it was very, very interesting. i have to admit i didn't realize how strongly parallelled our experiences would be and how much we would learn from this trip. it was very very exciting. so some of the points that brad has highlighted here is the parallels they had a multiyear program to plan design and build. and one of the things their project team said is you can't design and implement as fast as the world changes. there's such a far lead time on the effort to plan a capital work like a seawall replacement. the other thing we learned which many people might think is obvious is you can't replace a seawall in the same place the seawall is coming out. the seawall has to continue to do its job while you construct the new levee and protection. so we

can't say we are keeping the line of defense because the line of defense will be different with the new seawall, just from looking at construction very, very interesting for the team. they had a lot of coordination with their community and stakeholders. and we could talk more about that. but they have a lot of homelessness issues and concerns around new waterfront that has just so many parks and open spaces and how that will be managed for the benefit of the community and how to deal with some of the issues that frankly we are having in san francisco too in creating a waterfront for everyone that's safe and secure. and they, interestingly did already what we are thinking of doing, which is the tax to businesses and property owners adjacent to the waterfront to pay not for the seawall construction, that was geobond funded but for the billion dollars of improvements to create parks and open space in connection to the waterfront. and they had a tax rate that acknowledged the closer

you are to the waterfront, the more value you were getting from the improvements. and they taxed condominiums and homes as well. the person in charge of the project marshal buster said he still has some scars from negotiating that special tax. but it did get approved and it's very supported. they took a while to get there but it's a major funding source for their improvement. and we are planning to do the same with our downtown cfd. so that gave us a shot in the arm that it's possible. okay. let's go to the next slide. that's it. okay. so it was an excellent trip. and we think in terms of next steps, we are going to want our commissioners to see the seawall in seattle to bring the project here or bring you there. there are excellent parallels and lessons learned from our community our sister city up north not true sister city, but seattle up north who really has a lot of parallels to what we are going to undertake. thank you brad. next i

would like to talk about the american association of port authorities conference. president brandon, from the maritime association and i attended the conference october 14 through 16 in norfolk virginia. this association, american association of port authorities has 130 members all public ports. and it was founded in 1912. so it is the biggest association of ports. at the convention a long-term ceo kurt retired after 34 years. and we welcomed in the new ceo, chris connors who was a shipping and logistics veteran. the host city, norfolk virginia is known as america's first port. it is a settlement dating back to 1607. so it's rich with history in terms of the james town settlement. it is the largest naval base in the country. it's the sixth largest

containerized cargo complex in the united states. president brandon and mic and i were very impressed with the tours that we saw. there's a robust shipbuilding and repair industry a thriving export and roll on, roll off and cruising. so really kind of an he can electric itan activeport. the conference is interesting. there was an excellent panel on coastal resiliency. there were other topics related to economic development and green port. we had an unparalleled opportunity to network with colleagues across the country. and we of course got to receive i already announced the aap communications award for the embarcadero seawall campaign. so it was nice to be there and see our own staff awarded an honor. the next convention will be

held in september in quebec city. this is an important opportunity for us to network. i want to thank you president brandon for leading this effort. it's important to show san francisco's best foot forward. i have a late breaking announcement. i'm happy to share at the 14th biannual state conference just today the golden gate society and port of san francisco received an award for outstanding environmental protection for the wetlands and upland habitat restoration of pier 94. the project was recognized for an exceptional degree of public engagement and having aa ten-year agreement allowed for investment in the project. i want to give a shoutout to carol and david who is here. and hanson who really donated a lot of

materials to help us with the work and graciously accepted public access to their adjacent to them. that concludes my report. thank you. >> is there any other public comment on the executive director's report. seeing none, public comment is closed. commissioner gillman would like to make an announcement. >> i wanted to make an announcement that actually many people recognize the great work of the port for fleet week. i had the honor to close the fleet week celebrations on october 14 to represent the port with betty, the commander at the navy's regional southwest sector and the committee that puts on the fleet week celebration presented the port which i will give to you to hang this plaque. they wanted to recognize all the work we do every year to welcome hundreds of thousands of visitors and service members to the port. it was a lovely closing ceremony. and they wanted to make sure they

recognized the port for all the work they did. >> thank you. >> this afternoon we move item 8 to the end of the night's agenda so we'll move onto item 11. 11a is an informational presentation on citywide resilience efforts. >> we're having some technical difficulties.

so for people using the laptop today page up and page down. good afternoon president brandon, commissioners brad benson the port's waterfront resilience effort. i'm here to introduce two presentations today. everything that we are doing in the waterfront resilience program is nested within a broader citywide policy framework. back in december of 2018, a port and city staff presented some of these citywide efforts to the commission. and we wanted to provide updates about two of the efforts. first we are going to have adam garett, the deputy director of citywide planning provide an update about the double rise vulnerability and consequences assessment. and then we have

brian strong, who is the city's chief resilience officer here to speak about the hazard and climate resilience plan. these are two very important plans for the city for understanding about hazards. the city is facing and how we can be more resilient in the face of them. and so no further ado i'll invite adam up to present. actually i think this is in the opposite order. so let's have brian start. sorry. just page down. >> good afternoon commissioners. my name is brian strong. i'm the chief resilience officer and director of the office

of resilience and capital planning. it's very nice to be here. i appreciate the opportunity to come and talk with you. a little bit more than -- well, not quite a year ago, i think it was in december i came and did a presentation on this hazard and climate resilience plan. and it was all the things we are intending to do. so it's nice to come back some ten and a half months later saying most all the things have been completed. and i'll give you an update on it. and we are beginning to put together the strategies and get ready to submit this document to fema. so it does work. there we go. by the way, this is a recent picture we got. we shared it with some of our public information research. a lot of people are talking about. i'm the last person that should be marketing san francisco. it's why the chamber of commerce never invites me to anything. so i'm jealous. however, this is more in the area

of what i end up dealing with from the city's perspective, which is how are we preparing for hazards. and now we've been doing this local hazard mitigation plan. it's a fema requirement. if you don't complete it, you are not eligible for fema funding. general assistance funding after major disasters, that includes hazard mitigation grant programs of which the city applies for a number of them that we receive on a regular basis. so it's a very big carrot that they have for us to get this done. so we will get it done. and in the past, it was really -- it came out of the department of emergency management and it was really more reflective of some of the efforts in our capital plan and some of the approved plans instead of reflecting on what's happening as opposed to what we think sets some strategy for where we want to go as a city. so that's how we are changing it this year, trying to make

it more forward-thinking. and there is state legislation as well, sb379 that rerequires we do a climate action plan. so you no longer think of hazards as just earthquakes and major things but you have to think about heat and climate and air quality and sea level rise per the state's requirement. so it actually fits with what we are doing. the picture here again two years ago when we were doing a lot of our resilience planning work we never thought air quality was going to be an issue. we barely thought heat was going to be an issue. a lot of these things, it's a rapidly-changing environment that we are facing. and certainly the 30th anniversary of the one who created one of the buildings in the marina, that has been a big part of our program all along and it will continue to be a part of our program

to make sure we are resilient for the next large earthquake. certainly the seawall applies to that as well. so some of the goals we have, it's really to make san francisco a safer place. that's really what it's about. reducing risk, advancing partnerships among agencies throughout the bay area but within san francisco as well. a lot more work around coordination. one anecdote is i think we were looking at how many departments are working on climate change or sea level rise, and it was 17 departments are working on it. so just getting san francisco departments to work together is part of what we want to do. aaddressing inequitable impacts that we know are happening, especially in the southeast side of the city, increasing awareness and building capacity. those are some of the goals. as we are working with the board of supervisors in the mayor's office we expect some of these goals may change as well. so think about how we put the plan together.

these are the hazards the primary hazards the city is face. we are focused only on natural hazards so we are not thinking about terrorism, those are addressed in the city's emergency response plan. but we are not addressing them in this plan. but you can see there's the geological, the weather-related i mentioned to you high wind, as we know with the public safety power shutoff program that's associated with high wind and dry air and heat. so actually you can have three of these things happening at one time, which can be extreme heat, poor air quality because of fires and winds which contribute to all of it. we have combustion related like fires following earthquakes. and we have pandemics like pandemic flus and hazardous materials that are either there and some can

be naturally occurring some can be from former shipyards and so forth but some of that can be stirred up after earthquakes or sea level rise or if groundwater goes up, we need to be aware of those issues. in the developing the plan, this is just my way of organizing it. so we understand the hazards. we've gone through and looked at all the assets the city has. and these are sort of categorized around people emergency response, housing business and industry, transportation, utilities parks and open space. we do mention contaminated lands as well, utilities and infrastructure those are the assets that the city has. and then we are looking at how those hazards are going to impact those the vulnerability and consequence assessment. so we combine the two. and now we are able to understand what assets are exposed what's the risk of their exposure. and then what's the consequence of that exposure.

what does that mean for the communities what does that mean for equity, the economy for our environment. from there, we are looking at how do we address these issues. and that's the strategy development. and that's the phase we are in right now. we've been in it for several months. and i'll talk with you a little bit more about what those strategies look like or how many we have. but this is really been a lot of the work of getting down and meeting with departments and understanding what's in the strategic plan and what are you doing that affects resilience or could you do things a little bit differently to think about resilience when you are doing it so it would be broader and have multiple benefits. so while we've been doing this, we also made sure we did public engagement. so this started in june and went through early september. and this is sort of prior to submitting the document to fema. so we had workshops about 50

plus community-based organizations and ten plus local businesses to talk about resilience and hazards and their concerns around those issues. we did a survey. we received 500 or so responses, 500 plus responses from san franciscans asking them questions about how have you been impacted by a hazard. you can see the table on the right what -- and the heat if we had extreme heat, what types of facility would you be willing to go to? would you be willing to go to a library or rec center? or what are your concerns about going to those types of places? you can see in the survey it's interesting, that it's not surprising the number of people who were exposed to poor air quality and heat, it's been a recent issue. but i was surprised

you have 15 percent or so that experienced flooding. and we expect those storm flooding events to happen more and more often. so we expect these numbers will go up. and we are going to want to follow up with additional surveys in the future. after we submit to fema in december, and by the way, we are not allowed to have the board -- fema requires we submit it to them they give conditional approval and then the board gets to vote on it. so that's their process. once we submit it to fema we want to make sure this is a living plan and not something we tuck in the drawer for five years. but were you going to have a website, we are going to have constant discussion about it. we know there's a real craving for information. they want more information about what's happening about what hazards they may face, what the what the city is doing about it, how we are able to communicate with them before and after an event. what the process is for doing those things and how can they be engaged and part

of the process. i think sometimes they feel we are telling them what's going to happen and how they should respond as opposed to working with them to understand how t role they would play in addressing the issues. and then we also -- i mentioned we would be going back to the board of supervisors with the resolution after fema approves it for them to approve it and then there's a final fema approval. so just quickly, we have over 70 or so strategies right now we are looking at to mitigate risk. they are categorized in three different areas around resilient infrastructure and that's going to involve a lot of the port properties and assets, resilient buildings. again this gets to a lot of the privately owned buildings but also city-owned. and then resilient communities. and those are some of the plans we have around working with communities whether it's the neighborhood empowerment programs we have or the neighborhood emergency response teams

the nurse teams or those types of efforts. and then we really see the city's role in doing these if we are either an asset owner we deliver services, we do a lot of research planning and sort of guidance documents. we have sea level rise guidance document we are just updating now. we are doing research on extreme precipitation to understand what types of storms we can expect in the future but we also have adopting and enforcing regulations. so that's where we see the strategies falling into seven different categories so people can understand the city's role and how they can participate. finally, this just shows the overall timeline of the program. so i mentioned the assessment phase is done where the strategy phase is actually is partially done. we are still doing some strategy development is what i would say. and we a