san francisco has 865,000 people living in 47 square miles or 18,440 people per square mile. we have the second highest number of residents per square mile in the united states. san francisco has twice the population density of los angeles and three times the density of san jose. it is much more difficult and costly to build and maintain infrastructure in a very dense city. bill 50 needs to be modified to address the existing disparity in population density between san francisco, san jose, and los angeles, and allow for transportation mitigation. san francisco's current public transit infrastructure is unable to support the current population density, let alone the proposed higher densification. sfmta has the second oldest and the highest mileage public

transit fleet in the united states. this is a bay area problem. oakland and fremont are also on the worst city list. the m.t.a. has a serious staffing problem. as was mentioned, not enough drivers and not enough skilled workers to maintain aging equipment. thank you. >> thank you. next speaker, please and if we can return the overhead. thank you. >> good morning, transit authority, i am a tenant in district eight. i am a munimobile writer. i take the jay line, the 49, every line. i have been in this city almost 50 years so i've familiar with the transit, which is in a sorry state. the proposed state senate bill 50, the more homes act, links housing density and the proximity to transit. the bill 50 would enable

developers to build higher and more dems housing along transit corridors with the highest percentage of the units being market rate housing. it makes perfect sense there be a provision for transportation infrastructure to support the growth policies for transit rich areas because we need to have plans for complete communities. and therefore, i support the resolution to oppose the bill 50 unless it is amended unless there is companion legislation that specifically would provide sufficient new funding for community planning to ensure local jurisdictions can evaluate transportation service and infrastructure needs resulting from s.p. -- from bill 50 provide sufficient funding to the local jurisdictions to deliver the additional transportation infrastructure and services to support the housing development enabled under bill 50, which could include supporting existing and

new grants programs. and provide unlimited exemption from ceqa analysis for public transportation projects such that the changes inland use regulations resulting from the project aren't considered significant. please support this bill. thank you. >> thank you. next speaker, please. >> good morning, commissioners. first of all, i want to welcome our new supervisor, supervisor preston. we are just elated to have you here. and thank you to commissioner marr for introducing this resolution that is very much shedding the light on the sham that bill 50 is. commissioners, how could we possibly increase population? let's not talk about density, just population. when the entire transit system

in the city of san francisco is broken? chair peskin, you brought up the pin issue. that is an absolute embarrassment. we are bringing in a new fleet of cars, nobody has even quality assured them, and almost a year into this, we realize these are grave, serious problems. so are we transit rich? i daresay not. here is the report that came out from our late mayor that commissioned this and it came out in 2018. this is not too long ago. according to the report, overhead, police. the city of san francisco is $22 billion, that is not an m., it is be, billion dollars in their red. by 2045, because of the deficiencies, the deficit in the funding that we have for transit this is a report out -- that was commissioned by the city. this is not a made up report by,

the public or god forbid, the nimbys or that faction. we are not doing anything about it. there is no source, a single source identified to close this gap in 25 years. secondly, this whole thing about transit rich, here is how transit rich, district four is. fifty minutes from there to their. that is how transit rich we are. >> thank you. next speaker, please. >> good morning. thank you for listening to all of this information. i support supervisor more's resolution to bill 50 because it was well thought out and includes funding. that is the most important part.

let's make our city better than it is now. thank you. >> thank you. >> i am with van ness neighbours i actually had the interesting experience the other day. i went, for the first time to the bart station in oakland. for the first time, i saw an area that seems like it was ripe for affordable housing. it was covered and surrounded by hundreds and hundreds of acres of deteriorated and closed factories. it would probably be possible to put maybe 10,000 units of new housing there and has a major bart station and major bus station. let's be positive this works. what would it take?

it would take increased funding for bart, increased funding for a.c. transit, increased funding for s.f. munimobile because you have to connect the workers to get to the station, to get into the city and get to work, i think the most -- i think affordable housing is actually more possible than transit. i think the transit has to come first to be able to get people to work, which is the -- and into school and it is one of the most important things we have to do. we can't just plunk down any kind of housing without connections. we know that another important thing is we must have a new tunnel. we are maxed out with everything to do with bart. put transit first and do support these amendments. thank you. >> thank you. edward mason. the m.t.a. and the sfcta should participate with the planning

department to acquire development funds. growth must fund growth and not rely on state funding. the nexus study for development and transportation study resulted in this transit sustainability fee being reduced by 75%. in essence, growth was not funding growth and there should be more reliance on the developers paying the fee. this is an article for the valley transportation authority in santa clara county. on the 208th of december, they will restructure their transit lines. bottom line is, they will escape probably most of the requirements of bill 50 by having service upgraded to 15 minutes from 30 minutes and a lot of lines are going to go that way.

however, you the transit stations, they will have anywhere from 30 to 238 buses in our. indirectly, senate bill 50 has rezoned that area around those centres. this is in direct. my concern is growth must fund growth and don't go to the state piggy bank for funding because the state piggy bank has been funded with our tax dollars that go in there. the developers should be responsible for any type of development funds that are required on that. and also, keep in mind what happens when transportation is driving the planning results as it winds its way through senate bill 50. thank you. >> thank you. next speaker, please. >> hello. i'm with the san francisco transit riders. i am here to support supervisor mark's resolution.

it is not to like there are a ton of m.t.c. his on munimobile buses and trains waiting to whisk everybody along. through the mayor -- do the work on the mayor's task force, we have gotten clear on how far behind munimobile is on staffing and maintenance and how much -- how far it has to go to catch up to current demand, nevermind the mode shift we need to achieve and nevermind future populations if we really prioritize transit to serve new development, then we would have had the 16th street project, the new fair landing and the t6 before the chase center opened and not after. and makes sense for us to tie the streamlining of approvals and funding for transit to increase development and increase housing. thank you very much. >> thank you. next speaker, please. >> good morning, commissioners.

welcome to supervisor preston. looking forward to working with all of you. i'm the council of community housing organization -- we were not aware this is coming. this is very smart to support the resolution before you. i know this is coupled with the resolution the full board of supervisors will be considering with a different frame. this makes public policy transit-oriented development together. we really do that and so you are doing the right things. you are you're talking about pieces of the puzzle. this is not to say -- i think it is important for everyone listening. do not up zone, do not plan, do not grow, do not develop. all these things need to happen, but you need to think about them carefully. we need to think about them carefully and do it right. there's nothing wrong with saying when used to be done right to grow and plan and develop. i also suggest we stepped back from the details of this resolution and consider that we are in a historic time.

this is absolutely a transformative change after decades and decades in the region, in california and nationally of suburban sprawl. that is how we accommodate population growth as a nation and as a region. we are reversing that. what that does is it presents massive challenges to tackle. it is not something for simple, a wand waving solutions. that will not fix it. i really believe that san francisco is built as a place to figure out how to do it and do it right. all of you as electeds are doing excellent jobs as leaders. we have the democracy to do it in this jurisdiction. we have the advocacy committee, folks who are experts in this field and we have dedicated activists on the ground. let's figure out how to do this right. thank you for sending the message about how to get it right and grow right. thank you. >> thank you. are there any other members of this public -- of the public for item number 11?

we will close public comment. would we liked to make a motion to adopt the resolution? >> yes. >> moved by commissioner mar is there a second? come seconded by commissioner preston. is there any discussion? seeing none, same house, same call, the matter is finally approved. please call item 12 through 14 together. >> item from the personnel committee. item 12 is recommend adoption of a real program manager job classification and revised organization chart. item 13 is evaluation of public employee performance and recommend approval of performance objectives for 2020. i do 14, recommended option of the revised salary structure amendment of the existing employment agreement and setting annual compensation for the director for 2020. they are all action items. >> thank you, colleagues. the personnel committee

consisting of myself, the vice chair and personnel committee member commissioner ronen met earlier today. we have recommendations for you, but if any member of the body would like to meet in closed session, we can do so. if not, if there is no motion to meet in closed session, the item has been called. i would be happy to share with you what the personnel committee recommends to this body. seeing no motion to meet in closed session, the personnel committee met to discuss the performance evaluation and recommend approval of our executive director for the performance objectives for the coming year and found her work during the 2019 year to be exceptionally good. we took action in closed session , which i reported out to recommend a revised salary structure range, which is a 15%

increase in the range, but not in salary to a new range between 217 dollars is a minimum to $304,000 as a maximum. we also recommend to you the amendment of the employment contract for an additional three years so this would be the third three-year contract which would commence on the last day of this month and last until 2022, and finally, the personnel committee recommends an annual compensation for the 2020 year with a 5% increase, which is in line with data that the committee reviewed for other similar positions for a total salary of $267,417, and we recommended that the unspent $15,000 for employee development

, which missed chang did not spend in 2019 because she has been incredibly busy and working her behind off, they spent in 20204 things that will help enhance her job performance missed chang, we are delighted to have you. we hold you in the highest of esteem. colleagues, are there any questions or comments? are there any members of the public would like to comment on items 12 or 14 in so far as we are not reading in closed session? public comment is closed. is there a motion to move the personnel committee's recommendations? made by commissioner mar and seconded by commissioner yee. we have the same house, same call. those items are adopted. is there any general public comment?

>> thank you, supervisors. i would like to talk about the five m. building. the reason i am addressing you is that i have contacted multiple people throughout these five years. i want to ensure that there are no encroachments for the width of the street, which is the width of 30 feet. the reason i'm requesting this, i know some of you have been briefed. there is another alignment with the lying, it is on the alignment -- it has been on the table for eight years and as we discussed during the first personnel committee, the same individual that was responsible what happened -- and by the way, the procurement as the caltrain railcar. if they are also responsible for ignoring that alignment.

i want to give you some updates on this. i have worked -- walked this alignment with engineers who have done something similar the last few years. and they basically agreed that it works. however, what you are trying to do is the equivalent of climbing mount everest with bare feet. i will make you another offer. i will not take my shoes and my socks off. i am willing to volunteer my time between now and the appointment of the new rail manager pro bono to the city and the county. i'm not asking for a salary, i'm not asking for benefits. the only thing i would ask for his assistance with housing because -- [indiscernible] it is out there on the table. i will leave it up to you. thank you for your consideration merry christmas and happy new year. >> thank you for that generous offer which you are welcome to

take up with staff. do want you to know that they went up part of mount everest, barefoot. next speaker, please. >> good afternoon. i like to provide a commuter bus update, especially at 24th and church. we now have 100 authorized private commuter buses, plus several other buses that have been going on since before thanksgiving that i have been recording on a daily basis. part of the real problem is with 100 buses in four hours, there is a peak period between 7:00 a.m. and 8:30 a.m. and the consequence is you have simultaneous arrivals. there is only two dedicated flight zones that have been set aside for the commuter buses. the problem is you then have buses three, four, and five that are backing up in the street

between church and sanchez. that causes all kinds of congestion. so as a consequence, you know, it is just getting to the point where 24th street is a neighborhood street that has been designated as a minor arterial. it is accommodating inner-city over the highway. you put that into the mix with an occasional fire truck or an ambulance or police car, whatever, and all the congestion that you have a 24th and church. i think it really boils down to we need to reevaluate the whole commuter bus program and consider revisiting the hub study because if you work 50 miles from where you work, you will be inconvenienced one way or another. and the detriment is now on the neighborhood.

it is something i think that needs to be revisited because having 100 buses coming down your neighborhood, that means there's 100 buses in the evening so there's over 200 buses, plus you have buses that are idling at 205th and castro to initiate a run. it needs consideration. thank you. >> thank you. thank you for the data that you constantly procure for the city and county of san francisco and we have thank you for that before and i think we all get your e-mails. i very much would encourage you to speak with ramos after this meeting. if we have to revisit the commuter shuttle battles, both old because you have that many buses backing up, the system, it sounds -- it may not be working as intended, so i encourage you to get with the sfmta so we

don't have to fix it, but if the sfmta doesn't, we can. with that, are there any other members of the public for this item? seeing none, general public comment is closed. i will wish everybody a very happy, healthy, prosperous new year and we are adjourned.

♪ ♪ ♪ >> the san francisco playground's hitsvery dates back to 1927 when the area where the present playground and center is today was purchased by the city for $27,000. in the 1950s, the sen consider was expanded by then mayor robinson and the old gym was built. thanks to the passage of the 2008 clean and safe neighborhood parks bond, the sunset playground has undergone extensive renovation to its four acres of fields, courts,

play grounds, community rooms, and historic gymnasium. >> here we are. 60 years and $14 million later, and we have got this beautiful, brand-new rec center completely accessible to the entire neighborhood. >> the new rec center houses multi-purpose rooms for all kinds of activities including basketball, line dancing, playing ping-pong and arts can crafts. >> you can use it for whatever you want to do, you can do it here. >> on friday, november 16, the dedication and ribbon cutting took place at the sunset playground and recreation center, celebrating its renovation. it was raining, but the rain clearly did not dampen the spirits of the dignitaries, community members and children in attendance. [cheering and applauding]

♪ ♪ everyone. thank you all for coming to our quarterly disaster council meeting, a few days before the holiday week. we appreciate everyone being here. i will -- i like to call the meeting to order and remind folks if you are speaking, if you have questions, if you're presenting, please use the microphone as we are filming this and we want to make sure we capture everyone. so, we are going to start with

our first item with a report around preparedness. before i start that, i just wanted to say that since the last meeting, we have gone from summer to winter and from fires to floods, as is how it goes in san francisco. i just wanted to say thank you and to acknowledge the department of emergency management, the p.u.c., public works, m.t.a., fire and rec park. we met yesterday to review the city's response to the december 7th storm and recent flooding. as folks are probably aware, we had an out of nowhere, almost tornado, technically a micro burst, but it dumped a whole lot of water on the city in a short period of time on a saturday

afternoon. so, due to that, we have been working on adjusting our plans to be more ready to respond in a no notice storm event, which is fairly unusual. however, due to the variability in weather and climate change and changes on the planet, we have to be ready for the unexpected. so, we are working on improving our situational awareness, operational response, and our public messaging regarding the storms when they do happen. secondly, we're going to move into the recent activities also this week. we had a safety assessment program, proof of concept. it is also known as s.a.p.,

which is really a state program that engineers throughout the state to do building assessments, building and structural assessments after disasters, in particular earthquakes. we had this exercise on monday lead by the city administrator's office with other department participation. i was really, really pleased of the progress that the group has made. we had cal there also who took me aside and is very thankful for san francisco's work. we are leading the way in this state to do assessments. what we did is set up equipment at a potential area we may activate. you can see, it's not just about bringing engineers in and sending them out. it's a list to pull folks from

all over the state to come and assist us. we need to provide sheltering. these may be folks not familiar with san francisco. we have to orient them. so it was a great opportunity to actually practice taking information in, both manually and electronically, pulling that information up and being able to get that information out quickly. i really want to do a big shout-out to the planning team because they had only a few months to pull this together. ed, libby, nick, danielle and ray. he's -- here's a photo of them. a great looking group up there. this is a significant deliverable from the tall building study that was published last week. i'm very proud of the progress we made on it. we will be continuing to work going forward. >> it was published last year,

tall building study. >> yes, published last year. another major preparedness effort we have been working on is power public safety shut off. hopefully everyone here is well aware of what they are. the program that proactively deenergi deenergizes wires during high fire risk. this was activated several times this year. one of the big questions for the public safety shut off is what does this mean for san francisco? pier 3 districts are the ones most at risk. we're a tier 1. we don't have a high risk for wildfires in san francisco, thankfully, however there are transmission lines that go

through those districts. in general, we feel like we have to prepare for these outages. i am thankful that we saw significant regional outages and we in san francisco did not experience those outages. i think that was reassuring for everyone. nonetheless, we are preparing. we had a number of workshops over the last year and particularly over the summer. in june, we had a workshop just for city departments. in july, we invited our private sector and non-profit partners in, and in august we went regional with our fellow partners at the regional level, both other counties and the state. the objective for the workshop were really to gather information, share information,

and look at consequence management. should we have a major power outage, what would be the consequences? it's similar with our private sector. to understand where their vulnerabilities are, what we can do to support and help them and also generally share information on what they can expect if this were to happen. those were similar objectives for the regional workshop and sha sharing public information and getting them aligned. so our city-wide findings were basically included how essential services will be maintained or how we will maintain continuity during a power outage, especially those services that serve our most vulnerable populations. we discussed the scarcity of

fuel, and other technologies. if this sounds like what we would be preparing for, for an earthquake. it is. the only silver liniing is that we have made some significant progress in some of our planning and preparedness that will serve us well during an earthquake. for communities around us, that's the same. for the private and the non-profit sector, we really highlighted continuity for businesses of all sizes and sort of are learning more which businesses have more to deal and operating is on their own and which will need our help or support in the longer term. then finally the regional workshop was eye opening. it seemed that we were pretty much ahead in some jurisdictions

around the continuity of the operati operations planning process in particular. many departments have been working, doing a lot of work on this. this will be a big follow up for us in the coming year. so, just looking at the pfps events that did happen, there were seven major events. the three big ones happened in october. you know, when you can see on the slide number of customers. a customer actually is usually more than one person. that's the power connection. so the numbers were really huge. while we did not in san francisco experience a power shut off, many, many of the folks that work for us did. many of our own employees. so what we learned really was

the impact to essential service is significant for san francisco, even if we're not losing power. so i really wanted to shout out to d.h.r., mickey, and your staff. i'm so thrill with the progress you made and we're able to identify employees and get information out to them and back and forth. it's something we're definitely going to need in other events. thank you. in addition, we had to activate, for a number of reasons. we had our own in city planning, we were coordinating with if state, looking at other utilities. i've lost my -- thank you my handy assistant here. okay, moving forward, we will hear more about this.

what we realize again is our employees are affected. we will do a follow up meeting in the first quarter of 2020 to review what all of the marching orders that we put out last year, to see where departments are. looking at how the tsps did impact us, and i think one of the big things we learned was the fact that we have to provide assistance to our neighbors. unfortunately, what the state is saying in other jurisdictions is the likelihood of fire happening regionally, this is not something that's likely to go away any time soon. so, our ability to provide mutual aid and we'll talk more about that in a meeting, is going to be critical. so, let's see. finally the public awareness

campaign for pfps is one of the deliverables that we put forward that we're most proud of. this is a regional, coordinated regionally, really need to get this information out. so, we have put this out through social media and neighborhood organizations and community groups. it's because we had so many significant cal pspfs that the public is fairly aware of this program and what they need to do. in addition, if we do have an event, we have a robust plan to notify people ahead of time, asuturiining -- assuming we get that notification and reaching out to our partners, and other stakeholders. the other thing is that we're paying close attention to the other counties that have been

through this and looking at their lessons learned, incorporating that into our planning. so that's pfps. are there any questions from the council or anything to add to that? >> the only thing i would add really good presentation, is that the lifeline council which brings together all the different utility providers, and there are 12 or 13 lifelines around the city. they had a discussion in september about the program and the different events that happened. we had several events happening around power outages, earthquakes, and so forth in october through november. we had an open discussion able that. there is going to be a follow up meeting to focus on the telecommunication issues that we heard, some of the challenges with cell phone access or mobile phone access, and the towers

going out because the battery lives didn't last long enough. we're going to have follow up discussion on that and some of the other solutions as well in the march meeting of the disaster council -- i mean the lifelines council. we're going to continue to get at some of these issues through that body as well. thank you. >> okay, thank you. anyone else? okay, at this time the public can address the disaster council. is there any public comment? okay. hearing none, we will move on to our third item -- or the third report, emergency response. again, in october, as you saw in the previous presentation, there is significant fire risk and fires. in october, the kincaid fire ignited. it burned over 77,000 acres and prompted the biggest, or the

largest mass evacuation in california history. so although we weren't directly impacted, as we look at these events, san francisco is called on to respond. several agencies, including d.e.m. sent public information officers to assist with public notification alerts and warnings and helping evacuees with coordination. i want to offer fire, police the opportunity to speak. we can start with fire. >> good morning. on the 24th, we received a mutual aid request for one of our oes engines. that's an engine supplied to us by the state of california that we staff and make available to respond on a mutual aid request.

we have one of those in san francisco. that was staffed with four individuals. it was sent in the early mornings of october 24th. later on that day, we received another request as the fire was developing for what is called a strike team. a strike team, being fire engines in this case. it's usually with five fire engines and strike team leader, which is an individual that has been certified and passed off on how to manage a major incident and strike team of the 20 individuals that will be deployed out. that deployment left early in the morning at 4:00 and responded out to the kincaid fire. on the 26th, we received another request for additional resources, and we sent two additional engines with a total of eight firefighters to that. they were attached to another strike team, which is called a

multi-county strike team. we did not have the ability to give them five engines, but we have other counties that may have one engine or two engines and together we can combine one full strike team. all together are eight engines that were out there. we were out there for roughly seven days. they did a multiple variety of tasks, including fire suppression, fire mitigation, meaning going up and making sure that fire lines weren't coming up to the communities, evacuations, feeding animals while they were out as a collateral duty, doing rescues. for the second strike team, the five engine strike team, they were on the line for about 28 hours prior to being able to get what's called a -- they call it a day off. it's not a day off, but it's a rehab, re-evaluation of all their equipment, cleaning.

when they say it's a day off, they get off the fire line from fighting the fire, doing evacuations, from helping people in need. then they go back and they have to clean the apparatus, they clean all their tools, make sure everything is working, make sure all their supplies are set, and then they get a chance to get some rest to go back on to the fire lines. those personnels are available to get called back -- they call it blowing up, as if the fire progresses rapidly and that's unexpected. in our circumstance, that did not occur. on an internal note, we did have a shelter here in san francisco. the incident has public information officers that are attached to the incident. we have a public information officer for our regional shelters, from san rafael to alameda county. the fire sent myself to assist

that individual, to acclimate them to what we have here in san francisco and assist that individual with a couple of their presentations at the actual shelter we had. that's what we have for the fire department. any questions? >> thank you. chief scott. >> thank you. the police department also received a mutual aid request from sonoma county. we started with our deemployeement on the 26th. we sent a contingency of officers to sonoma county for the purposes of assisting with evacuations and also prevention of luting for those who have been evacuated. our deployment was in shifts. we had 24 hour coverage and our officers were basically stationed there with equipment

to make it logistically easier. the officers were transported by van to then assume their evacuation duties in sonoma counties. so overall, the deployment varied from the night shift to the day shift. we basically were able to assist that county we evacuation services and prevention of crime. i think there was one arrest by san francisco p.d. officers during that period, but basically that was our role and duty. >> thank you chiefs. sheriff's department. >> thank you mary ellen. the sheriff's department had our field operations division converted to a 12 hour shift plan. at the kincaid fire, we deployed nine operational periods of 12 hours each, 24 hours a day. the department ended up deploying 190 sworn staff for mutual aid, much of the same way

as the police department did. we had a number of various assignments, ranging from patrol of the effected areas. we assisted in road closures. we secured areas under evacuation orders. we checked on businesses, escorted residents into areas closed off to the general public and patrolled the area near the safari zoo. we also were part of the evacuation shelter that was set up at saint mary's cathedral for five days, and we had deputies assigned there for nine operational periods. thank you. >> thanks to everybody, including d.m. staff who deployed. we always bring back very important lessons learned when we go out to these things. so, 3 million people in the bay area without power due to the weather conditions that made the

kincaid fire so concerning and it resulted in over 185,000 people in sonoma county under evacuation order, due to the fear that the fire would spread. so, because of that large number of evacuees, san francisco was asked to open a shelter in order to house residents that were leaving their homes and did not have space up in sonoma or marin county. so the operation center here in san francisco opened on october 27th to identify and ready a location that could help these folks and human services agency and american red cross worked together to staff that shelter while the e.o.c. was activated to support the operations, provide public messaging, and coordinate employee notification and serve as a link to the state. i'm going to introduce doris, the disaster preparedness and

response manager who will brief us on that operation. >> thank you for setting the stage and sharing with everyone a little bit about the incident. so here in san francisco -- we're asked to support our neighbors in the north and open an overflow evacuation shelter for 500 residents from marin and sonoma county. so as mary ellen mentioned, it's the fire coupled with the pspf event which made the response really challenging, especially for those evacuating and looking for a place to stay while the incident was being taken cared of. so, when the request came in from san francisco, our mission is to provide an accessible shelter and environment where they can feel safe and secure.

we know from past fires that people evacuate with their pets and prefer to go to shelter environments where they can bring them along so they can provide care for their pets. in addition, basic medical care is really essential. people lose their prescriptions. people need to be seen and providing that in the shelter space is very important. thank you to her staff for providing that. people evacuate in their vehicles, all of their possessions are in their car. so parking, safety of parking was a real concern around this event as well. we talked about some various options, but what it came down to is having a parking area large enough to accommodate residents in their cars, which can be a challenge because we

are challenged by parking. the security piece. we don't allow media and those who are not to be in the shelter to be in that perimeter. we had police and sheriff to provide support there to make sure no one was coming on to the campus that didn't need to be there. so when we got the notification that we were being asked to ramp up and activate shelters, we activated the emergency operation center. we do the human services, health and human services branch in the emergency operation center began to coordinate what the scope of the shelter was going to look like. we were looking at the number of people, considerations around accessibility, parking was a big one to think through. what did the shelter space need to look like primarily? secondly, we also looked at our

databases and our resources to identify what we had on hand, and what we could bring to bare, and all the departments in the city that could support us in activating the shelter, and identifying gaps. so any gaps were then pushed out to our partners to see if anyone would step up. we reached out to our networks. they are all types of organizations that create a network to do this type of work and support us. meals on wheels came through. it was very valuable to have that. then our faith based organizations, that's where saint mary's came in. saint mary's cathedral participate in wet weather sheltering during the winter. they do this frequently. we practice at their shelter space last year for the command

exercise. it was very successful. it was great to have that strong partnership with them and be able to lean on them for that. then the other piece was identifying how long we're going to run this operation, which was really difficult to pinpoint because of the actual event was fluid. so we planned for and week long operation, understanding we may need to go longer than that. so the schedule allowed us to determine how quickly we needed to get resources out to site, including staff, and how we were going to set up the actual shelter. we have practiced a lot on the set up of saint mary's went very smoothly. this is a basic timeline of operations. we activated on monday at 8:00 a.m.

it was a 16-hour window to plan for a 200 person shelter initially. understand that we may need to open a secondary shelter to get to that number. we were continuing to look at facilities and other resources we needed to fill the need. tuesday the 29th, we recognized that most of the families that were in the shelter have children between newborns, 4 weeks old to 12 years old. there was a need for entertainment for the children, for other activities. we were happy to have comcast step in. i believe they were providing support for the other shelters during the event. they created a kids area with crafts. they brought in television, cable services, so it allowed the adults to be linked in to the outside world and little bit of fun in the shelter for the family and kids. thursday we geared up for some halloween activities because we wanted to create a normalcy and some distractions to the kids

that were there. we closed down the shelter on friday the 1st. this is a basic picture of the family and individual shelter area. it's broad, big. this is the actual picture of the shelter space as it was set up. we set up for 50 individuals, understanding if more arrived, we would bring in the footprint. you will see way in the back we had privacy screens where the department of public health was doing some medical support back there. in the front, we have some resource tables. we had an organization called corazon heals, and provided translation services for those coming in the area. most of them were spanish-speaking residents in

communities within our shelter. one of the amazing things i thought was animal care control, small by -- but mighty stepped up in setting up the pet sheltering area. this is a large dog area where pets were able to cohabitate there. that way their owners could continue to care for them. they had a cat room and small animal room. they did a phenomenal job. they provided micro chipping and vaccinations. they did an amazing job providing services to families and their pets. resident services, really the basics of a shelter, showers, i want to give a shout out.