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.

it was fantastic. saint mary's, that's the one piece we know we have to set up, mobile showers. they allowed us to use their trailer. they also coordinated with urban balcony to provide shower services and that was great to have them as a partner as well. medical care, pet care, supplies, and technology. i know you pointed this out as well. initially people want to be connected to the outside world. they want to know what's going on, they want to communicate with their families and be connected to their communities. d.t. provided some wi-fi boosting within saint mary's and allowed residents to have a connection through wi-fi. also event information. there was a p.i.o. that came from the actual response area to give residents realtime information about evacuation

orders that have been lifted. they talked about everything from the change in the wind to the direction of the fire. it was really useful and i think people felt really connected in that they were given the information they needed to determine if they could leave the shelter or if they had to stay longer. for us in the shelter, that was a real positive. i was happy to learn that this is provided to residents. in terms of shelter management, we do things a little different in san francisco, which shouldn't be a surprise to anyone. generally the red cross will manage the shelter or the jurisdiction. here in san francisco, we do a hybrid management structure. we work hand in hand to manage the shelter. the human services agency works regularly with the red cross to activate fire shelters for people that are displaced here in san francisco and we do it the same way. these small events really help us in having smooth operations

within this shelter space. it's fantastic. we cooperated the shelter space. we established field coordination in the shelter. we had the agencies come and coordinate with us. that's when we collaborated around logistics and operations. what we need, what we have, and were there unmet needs that we had to identify. then we all went up to our individual area. we as a.r.c. up to their headquarters, and so we were able to work that through. this is a model i'm hoping we will keep using, and continue to use as we move forward. it works really well and it was great to have so many eyes at the shelter level. we demobilized on friday, november 1st. two notes on demobilization. it went really smoothly.

one of the things that we need to tighten up and this comes up in the lessons learned, is our tracking of resources and donations. in fact, the resources, we're borrowing things from various jefr agencies and partners. with we -- we need to tighten up our documentation on the shelter level on that. then getting people back home. so there were many people that came over that needed gas or who had been dropped off. so, we were on thursday developing a plan to get people back to sonoma county and we had to work with sonoma county e.o.c. to obtain gas cards and schedule rides. it was great that they were able to step in, but if we're thinking of a larger event, this is going to become an issue. we have to do some preplanning around how do we get people back to their home jurisdiction. so overall strength and lessons

learned. again, the pre-existing relationships really made this a smooth event within the shelter piece. so the small incident practice helped us hone in on some of these skills within the shelter. the staff was generous with their time. everyone was all in. at the e.o.c., people were making calls, take what you need, borrow what you need. it was fantastic to see everyone galvanize and come together for this. lessons learned, four big ones for us. additional planning around supporting residents on their journey home. donation management and resource tracking. so, we got lucky with donations. we received some really useful donations. we seen this could become a disaster within a disaster where people just drop things off at the shelter location. we need to come up with a better plan on how to manage that piece as well. so, the human services agency

provided all of the shelter staff for this event. the red cross provided management staff. many of our staff are trained. we have historically supported pop-ups, wet weather shelters, so we have done extensive training in the past. we need to continue to provide training and ensure someone is there from the city to answer questions around reporting and all types of things that come up when someone is doing this type of work in the shelter space. the last piece, which is really important, is communications around shelter accessibility. we make all of our shelters accessible. if they're not accessible, we have the resources to do that. i think something that got lost is that we know they're accessible. we hope that everyone knows they're accessible, so we need to do some more targeted messaging and ensuring that our access and functional needs community know they are

accessible, they're welcome, and we are willing to work with them on any issues that come up. we are working with our public information team on that. that's all i have. i was going to report out with alison from the red cross that she was ill today and she wasn't able to make it. i'm happy to answer any questions. >> thank you doris. anyone have any questions for doris? i just also want to highlight saint mary's has been an unbelievable partner for us. i spent a lot of time that week at the shelter and part of the reason is they let us practice in there and they were unbelievably accommodating so we're very grateful. yes. >> i just wanted to thank everybody who participated in this. this was, i think the mayor's first local emergency that she had to declare. it was a sunday afternoon, sunday evening. we did not schedule this and it

was her first experience getting that phone call. mayor, you have to come to d.e.m. and we have a few things we need you to do. it was a good exposure for her to see how everyone works well together. i was in communication with a lot of people in this room and others not here and everybody just responded great. in particular, in the grand scheme of things, everybody played a role, but i would also like to highlight the city attorney's office who during that time had just suffered a tough loss and had to pick up and get going and didn't have time to deal with that loss and they were very helpful. thank you everybody. >> thank you shawn. do we have public comment on this item? okay, seeing none, we're going to move on to resilient san francisco and recovery initiatives. charles is going to present on the public engagement activity

related to the earthquake safety and emergency response funds, otherwise wise known as eser. >> we're slated to go back to the voters in 2026. the bond breaks down as indicated here. we have some continuing participants, if you will, in the bond. fire, police, p.u.c. we have two new additions within the historic complement of eser participants, and that's the facility for d.e.m., at the 9-1-1 dispatch center and as well this category of disaster response, which i will speak about shortly. we all know the threat.

we have facilities completed through the first two bonds, significant facilities. i call them generational so far as we probably will not build another such facility for 50 years or more. these are very important projects to the various departments i mentioned. that medical examiner is one of the departments that joined the eser group of projects. we worked in every neighborhood throughout the city, both in regards to fire stations, police stations, and facilities that result from the emergency firefighter water system. again, the p.u.c. exclusively manages the project within the eser bond program. there are a good number of facilities and i will speak about them shortly. there is work completing with

regard to eser 2014. we have a new police crime lab and motorcycle facility. we have a new floating firehouse. it's immediately behind fire station 35. we're considering to do work in regards to the backbone of the efws pump station number 2 at aquatic park is under way and we will be completing it in a year and a half. there are a number of projects within the context of our bond, clearly. this slide speaks to them. i'll leave that for you to review. priorities, well we have a greater need than the bond funds are able to respond to. so prioritization amongst the needs is very important for police and fire station projects, and regarding the,

efws, regarding the conditions of facilities and the fact cal importance. it speaks to the opportunity to provide for post disaster recovery and coordination at a particular facility or facilities, that is to be decided. amongst the prospective projects for fire and police, these are the ones that present most prominently amongst the variety of facilities throughout both facilities for police and fire. the efws. the bond in 2020 will be speaking to an improvement of the west side, which has been outside the traditional or the normal realm of awss, and we

also intend to address needs on the east side, along the waters edge, the base edge, with a particular man fold -- manifold project. it's nan expansion in that regard, and in a second, i'll show you how that makes a difference. there's two phases to the west side. one will be spring, if you will, and the second phase under a future eser bond from the pump station. fire response areas, f.r.a.s are defined by the fire department sprung from the initial alarm. these are the particular areas throughout the city and as you

can see -- well, i apologize if i shown you the one become eser began, you would see less of the blue. we're making quite a bit of head way as we move through these bond measures and ensuring the city has parity in the access of the water system throughout. this is clearly the preferred status as we continue forward with eser. the 10 year capital plan, i believe you all know. we did have community outreach. joining from the outreach is representatives from police, fire, d.e.m., and p.u.c. we had a dozen such presentations in the community. they were very well received. again, clearly the need is apparent to you all. you see the importance of first responders capability to deploy

quickly and effectively throughout an event and certainly subsequent to an event. with that, i'll close for any questions you may have. >> thank you. any questions for charles on this item? okay, any public comment on this item? all right. thank you charles. >> thank you. >> our final report is under emergency planning. we're going to be talking a bit about emergency support function 18, which is cyber security. we have a new emergency support function here that we're going to learn about that is dedicated to cyber security threat and response and to present to us is michael from the department of technology and our own bijon for emergency management. take it away.

>> thank you mary ellen for giving us space and time to talk about the newest support function 18. it has definite joined the ranks of other likely disasters so the city can be expected to withstand and respond to cyber security and cyber emergencies have affected recently many of the neighboring jurisdictions, union city, and of course you probably heard about that recent emergency that has been declared and cities of pensacola, new orleans, and the latest one is new orleans. we seen the disasters affect

both the tra decisional operations of the city and public safety agencies, which needs significant response from all of the agencies together because the most likely scenario is that no one will be untouched. to help the city prepare we started the work in june with all the city departments to create the support 18 function and our first work is to define what is an emergency, how do we speak to the emergency and what's the normal operation. that is probably hard to see. it is available in your handout and is also on the plan. we defined truly emergency conditions and in the plan itself, we've talked through

what will happen, right? i think we realize we have a robust emergency measure process in this city and we want to take an advantage on what we know to do well. so cyber emergencies would join the set of potential responses that we may need to take. we've seen a really strong uptick on precipitation from all the city departments in the newest sf-18 plan. we will speak about the new discipline we're building between the security offices and the department preparedness coordinators. this is the start of the work. i think there's a lot of work left to do in terms of the testing the newest function and really stepping up and preparing for the cyber emergencies.

my team that supports all of the city departments is monitoring the situation very closely and i think this is absolutely a necessary first step for us to start preparing and really elevating our preparedness level to where we would expect to be. so with that, if you want to take us through the next steps. >> the cyber security steering community is the one that initiated this process. a lot of work went into creating esf-18. there is one slide missing that mike would have discussed some of the con tentses tents of esf matrix is a part of how things fit together. as we were going through this process, we realized the city overall needs a plan, but each

of the different departments need a plan. the intention here is showcased on the information technology side, we have esf-18 what the city is working on and the complement of that, the information technology, that's the virtual world. on the physical world in emergency management, we have the emergency operations plan. at the department level, what we needed to do is create the coop cyber appendix, which effectively forms the link between the continuity of operations plan, the thing that mary ellen talked about earlier and esf-18. what we discovered through this process is we had the city departments come together. information technology folks and emergency management folks are not speaking the same language. what we ended up needing to do was to give some basic explanations to an emergency

marg manager. what is a network when our i.t. partners are talking about servers, firewalls, switches, and end points? what does that mean to an emergency manager? at the same time, we need to talk to the i.t. folks on how does emergency management look at something when it goes wrong? really, there was this connection of the virtual and physical world to let the information technology professionals in the department know that when you're getting the virtual system going again, so that essential functions can take place, here's what your emergency management partners are doing. here's how they're keeping things going that are identified in the continuity of operations plan so we can maintain those essential functions. so, what we developed after a lot of these discussions was the information technology folks said just give me a list of questions to answer. we can do that as emergency

managers. so really what we started with is what are the essential functions that have been identified in the continuity of operations plan. then what are the supporting systems? then we went to the i.t. folks and said before an event, during, and post cyber event, what are the types of things you're using to analyze a system as it's going, how can we make sure staff is responding if there is a problem, who's evaluating it? how does it link to the overall city plan? we also appreciate that not all departments are built the same. some are very large departments, very capable i.t. staff. some are much smaller and they may need the assistance earlier. that was the whole point of developing this cyber appendix, to help the department identify here's what we're capable and here's how we're going to communicate to the city's department of technology, so d.t. can make sure all other

departments are aware of what's going on. there was one city department that had an incident take place. they let d.t. know and the department of technology pushed out city wide. if you see this type of behavior, be aware. that let everybody else know if there is something strange, let's not effect anything else that's going on. the final step in the coop appendix, the cyber appendix is an exercise. you can develop a plan, but let's test it. in the last month or so, departments were provided with two different scenarios. they pick which they want to use. one was a ransom-ware attack and the other is a data breach. for departments to use this to test their own plans. now they're going back, making a modification, and then we're going to provide feedback to the city-wide plan and what mike is

doing so then we'll be able to have our newest emergency support function esf for different departments to use. >> thank you. this is one of those things we always say earthquakes, that it's not if, but when. i feel like this is one of the things for us too. i appreciate the work and the collaboration with d.t. on this. any questions from the council? any public comment on this item? okay, so we have a special presentation for a special person who is seated right here with us. so sheriff hennessy is -- [laughter] >> sheriff hennessy is the

city's first female sheriff. her career spans nearly 45 years. when she became captain with the sheriff's department, it turns out she was the youngest to make this rank within the entire state, male or female, i understand. [laughter] >> she also sat in the position that i sit in when she was the director of the department of emergency management and i just want to say on a personal level. i've worked next to you for a long time. i worked next to you before you were sheriff and i was at the health department and i started in this field. then when you became director and truly, i just want to say thank you. i felt always inspired by you and also incredibly supported. this field, luckily we have a

lot more women in it now, but it's not always that case. a lot of times, it's a lot of people in uniform and it's a club that is not always easy to break into. you were very kind to me many times, and i always felt that you encouraged me, you know, as a person in this field and i'm always going to be grateful for that. so, i just want -- i think we all just want to honor your service and maybe your last disaster council. i told her she's welcome to come back and yell at us at public comment or provide support. we just have a certificate for you and just wanted to thank you for all your years of service and just from all of us. we appreciate you so much. [applause]

>> thank you mary ellen. that's very nice. i'm glad to know that i was kind. sometimes you don't know the effect you have on people. i appreciate the job you're doing now and it's exciting to see the position you're in. i've been fortunate in my career. i've been lucky to work for the city of san francisco. i love the work i do in the city of san francisco. i was born and raised here. i will stay here. i will be around, i will be at disaster council meetings. i did want to thank you for all the work you do and i know there are a lot of department heads, and there are other people here in their place. even those of you, everybody in

every department that's supporting the department, that's supporting the department heads, working for the city of san francisco, i've been honored and privileged to serve with you. people don't understand. i just have to say one time years ago, you know, when i became the director of d.e.m. and i started bringing my husband around to different meetings with different people. he was a retired police officer. he's like all these people are making money, what are they doing? then when he met everybody, he realized how talented and exceptional the group of people we have here working for the city of san francisco. i'm glad to see the light went on with him and we agreed on that. also, we do have the sheriff elect here, right? >> yes. >> did he just step out? okay. [laughter] >> i was going to say we have a

new sheriff, and i'm sure he has a wealth of experience. he'll be great. i look forward to turning over the mantle to him so i can go on my way. thank you again. i really appreciate this. [applause] >> okay. i think we still have to have public comment for that. so if there is any public comment. seeing none. our last item is just to open it up to the disaster council round table. any disaster council member is welcome to make an announcement or comment. yes, please. >> hi there. i'm from supervisor norman yee's office. mine is more a comment. it was based on the presentations today when we were talking about lessons learned.

specifically you mentioned sledding in the beginning, and although

online in other languages, but we didn't have it in other languages at that time. one of the things that i'm sure you all read about, which was connected to the flooding, but if the house wasn't flooded, some of the houses experienced sewage coming up through the houses. we had residents asking our office was it safe to clean up. i actually don't know if we -- this is something we'll discuss through the hearing, but is that d.b.i., department of public health, p.u.c., where is the appropriate contact for

residents to find out if it's safe for them to clean up. so, yeah, i just wanted to share some comments here. we'll get more answers at the hearing, and i do think this is an opportunity because it was 12 hours impacted or if this was a larger disaster. thank you so much. >> thank you. uh-huh. >> just wanted to give kudos to some of our personnel from our homeland security unit. captain chris put together an exercise that basically involved the station being incapacitated. we had an opportunity to pull out our continuity of operations, and it's an enlightening exercise. there are a lot of areas we need to get better at.

captain has done a good job and it's something we plan to do in other districts in our police departments. just for the group, if you haven't done that in a while, it was a very good exercise. i know from a city-wide -- and i know you have been working on table tops as well, but i wanted to put that on everybody's minds. those opportunities rarely come up. it's always good to practice. >> yeah. thank you. that's music to our ears. someone opened their c.o.o. plan. anyone else? >> yes, i just wanted to let people know that the hazard plan is our hazard mitigation plan required by fema every five years. it will be sent next week, and i wanted to thank all the departments, all the people, every department here has a strategy in that plan. it really takes some bold steps to move us towards mitigating

disasters and being more resilient. i appreciate you and if you could pass it to your staff that helped formulate strategies or spent time looking at the different hazards and putting it together. the department of public health, planning department, department of emergency management, and department of the environment. thank you all for that. we're going to continue to work on this as it goes out. we're not going to wait five years to open it up again. we're planning to do public outreach in the next year and to continue making it much more of a living document where people have access to the hazards, to the strategies online or through public meetings. thank you so much for that. >> thanks brian. anyone else? okay, with that i believe we can adjourn the meeting. thank you all for being here and we'll see you in the new year.

[♪] san francisco, 911, what's the emergency? >> san francisco 911, police, fire and medical. >> the tenderloin. suspect with a six inch knife. >> he was trying to get into his car and was hit by a car. >> san francisco 911 what's the exact location of your emergency? >> welcome to the san francisco department of emergency management. my name is shannon bond and i'm

the lead instructor for our dispatch add -- academy. i want to tell you about what we do here. >> this is san francisco 911. do you need police, fire or medical? >> san francisco police, dispatcher 82, how can i help you? >> you're helping people in their -- what may be their most vulnerable moment ever in life. so be able to provide them immediate help right then and there, it's really rewarding. >> our agency is a very combined agency. we answer emergency and non-emergency calls and we also do dispatching for fire, for medical and we also do dispatching for police. >> we staff multiple call taking positions. as well as positions for police and fire dispatch. >> we have a priority 221. >> i wanted to become a dispatcher so i could help people. i really like people. i enjoy talking to people. this is a way that i thought

that i could be involved with people every day. >> as a 911 dispatcher i am the first first responder. even though i never go on seen -- scene i'm the first one answering the phone call to calm the victim down and give them instruction. the information allows us to coordinate a response. police officers, firefighters, ambulances or any other agency. it is a great feeling when everyone gets to go home safely at the end of the day knowing that you've also saved a citizen's life. >> our department operates 24 hours a day, 7 days a week, 365 days a year. >> this is shift work. that means we work nights, weekends and holidays and can involve over time and sometimes that's mandatory. >> this is a high stress career so it's important to have a good balance between work and life. >> we have resources available like wellness and peer support groups. our dispatchers of the month are

recognized for their outstanding performance and unique and ever changing circumstances. >> i received an accommodation and then i received dispatcher of the month, which was really nice because i was just released from the phones. so for them to, you know, recognize me for that i appreciated it. i was surprised to even get it. at the end of the day i was just doing my job. >> a typical dispatch shift includes call taking and dispatching. it takes a large dedicated group of fifrst responders to make ths department run and in turn keep the city safe. >> when you work here you don't work alone, you work as part of a team. you may start off as initial phone call or contact but everyone around you participating in the whole process. >> i was born and raised in san francisco so it's really rewarding to me to be able to help the community and know that i have a part in -- you know, even if it's behind the scenes kind of helping the city flow and helping people out that live

here. >> the training program begins with our seven-week academy followed by on the job training. this means you're actually taking calls or dispatching responders. >> you can walk in with a high school diploma, you don't need to have a college degree. we will train you and we will teach you how to do this job. >> we just need you to come with an open mind that we can train you and make you a good dispatcher. >> if it's too dangerous to see and you think that you can get away and call us from somewhere safe. >> good. that's right. >> from the start of the academy to being released as a solo dispatcher can take nine months to a year. >> training is a little over a year and may change in time. the training is intense. very intense. >> what's the number one thing that kills people in this country? so we're going to assume that it's a heart attack, right? don't forget that. >> as a new hire we require you

to be flexible. you will be required to work all shifts that include midnights, some call graveyard, days and swings. >> you have to be willing to work at different times, work during the holidays, you have to work during the weekends, midnight, 6:00 in the morning, 3:00 in the afternoon. that's like the toughest part of this job. >> we need every person that's in here and when it comes down to it, we can come together and we make a really great team and do our best to keep the city flowing and safe. >> this is a big job and an honorable career. we appreciate your interest in joining our team. >> we hope you decide to join us here as the first first responders to the city and county of san francisco. for more information on the job and how to apply follow the

links below. >> my name tom hewitt. first of all, i would like to welcome everyone to come to this fair. this safety fair, we trying to educate the public regarding how to prepare themselves during and after the earthquake and then to protect themselves for next 72 hours. >> hi. my name's ed sweeney. i'm the director of services at department of building inspection, and we put together a great fair for the city of san francisco to come down and meet all the experts. we've got engineers, architects. we have builders, we have

government agencies. >> well, we have four specific workshops. we have the accessible business entrance. >> my name is leah, and i am the assistant manager with the department of small business. i am leading the new accessibility ordinance that helps existing owners better comply with existing access laws. so all buildings that have places of public accommodation in san francisco, they must comply with this ordinance. >> the a.d.e. was setup by the board of supervisors, and the ordinance was passed about a year ago. >> one of the biggest updates that we have is that the deadlines were extended, so all of the deadlines were extended by six months. >> and it's really to help the

public, the business community to be specific, to cut down on the amount of drive by lawsuits. >> so on this workshop, we're going to be covering what the compliance looks like, what business examiand property owne need to know how to comply with the ordinance. we'll also talk about the departments that are involved, including the office of small business, department of building inspection, planning department, as well as the mayor's office on disability. >> hi. i'm marselle, and i manage a team at the building department. today, we'll cover the meaning of a.d.u.s, more commonly known as accessory dwelling units. we'll talk about the code and permitting processes, and we'll also talk about legalizing

existing dwelling units that are currently unwarranted. >> this is the department of building inspection's residential remodelling workshop. my name is senior electrical inspector cheryl rose, and at this workshop, we're going to be answering questions such as do i need an electrical permit when i'm upgrading my dwelling, when do i need to have planning involved in a residential remodel, and what's involved with the coerce process? we're going to also be reviewing inspection process, and the permitting process for residential remodel in san francisco. there's always questions that need answers. it's a mystery to the general public what goes on in construction, and the more we can clarify the process, the more involved the consumer can be and feel comfortable with the contractors they're working with and the product they're getting in the results. if you have questions that

aren't addressed in this workshop, you're always welcome to come up to the third floor of 1660 mission street, and we're happy to discuss it with you and find out what you need to do. >> the program is very successful. the last piece is already 60% in compliance. >> well, we have a very important day coming up. it's sept 15. last four has to be compliance, which means that the level four people that have to register with us and give us a basic indication of how they're going to deal with their seismic issues on their building. >> i'm francis zamora, and i'm with the san francisco department of emergency management, and today we talked about how to prepare for emergencies in san francisco. and so that's really

importantiimportant. in san francisco, it's no secret. we live in earthquake country. there's a big chance we will be involved in a major earthquake in the next 30 years, but we don't have to be afraid. these are going to be your first responders outside of the police officers, paramedics, first responders, these are going to be the people that come to your aid first. by getting to know your neighbors, you're going to know who needs help and who can help in case of an emergency. one of the great ways to do that is for signing7for nert, san francisco neighborhood emergency response team. it teaches you how to take care of yourself, your loved ones, and your neighborhood in the case of an emergency. information is just as important as water and food in an emergency. san francisco has an emergency text message alert system, called text sf. if there's some kind of an

emergency happening in san francisco or your neighborhood, it could be a police action, a big fire, a tsunami or an earthquake. all you have to do is text your citizenship code to 888777, and your mobile phone is automatically registered for alert sf. >> my name is fernando juarez, and i'm a fire captain with the san francisco fire department. we have a hire extinguisher training system. you want to pull the pin, stand at least 8 feet away, aim it at the base. if you're too close, the conical laser that comes out, it's too small, and the fire won't go out

on the screen. if you step back, the conical shape on the screen is bigger, and it will take the fire go out faster. so it can tell when you're too close. >> my name is alicia wu, and i'm the director of a san francisco based nonprofit. since 2015, we go out to the public, to the community and provide training in different topics. today we're doing c.p.r., controlling external feeding and how to do perfect communications in each topic, and also, i hope that they can bring it home and start gathering all the supplies for themselves to. >> on any given day in san francisco, we're very well resourced in terms of public safety professionals, but we all know in the event of a large

scale disaster, it will be hours and days before the public safety professionals can get to you, so we encourage people to have that plan in place, be proactive. there's websites. we have a wonderful website called 72hours.org. it tells you how to prepare yourself, your family, your pets, your home, your workplace. we can't emphasize enough how important it is to be patrick. >> welcome to another episode of stay safe i saw us prepare our crawl space on this episode we'll saw the sheer wall you'll see the finished product

hi, i'm patrick and welcome to another episode of stay safe? the second part we're retrofitting the triple wall as you can see we've installed one of the sheer ply wall on the first episode we provided blocking to secure the ply we'd and bolted and provided the connection with the floor i'm joined by thor madison. >> thor structural engineers and thor knows more about sheer

walls than anybody i've met in my life. >> it provides the stable ability that would rock before and after during around earthquake the nails along the edge of the plywood will reduce the chance of the building falling down. >> what else should we consider in getting ready. >> one thing about plywood a natural material that absorbs moisture and the panels can swell depending on the moisture if they swell they'll bulk out it is important probation officer leave a gap between the panels so before we install the next panel we'll drive in a couple of nails used to as temporary spares. >> what are the nails.

>> 16 penny singers a good saying that and we don't need to be concerned with the exact nail size only the gap the next panel will be held with the existing panel we'll pull those down. >> we have peter from the construction why not go outside and cut our second panel so, now we've got the plywood let's go ahead and get it put up

see if we can get it in place. >> by looking at that a perfect fit why not get peter in here to nail it down. >> so peter did a great job with the nailing but important to know this work requires a permit in the department of building inspection whether you're doing the work or a left hand contractor make sure you have the proper permit and additional to the nailing anything you want to talk about thinking about the plywood. >> the more plywood to install the better and make sure that the nails along each edge of each panel so you can't forget

and hedge and had it perform the same thing. >> another example of little money you can substantially rusz reduce the >> my background is in engineering. i am a civil engineer by training. my career has really been around government service. when the opportunity came up to serve the city of san francisco, that was just an opportunity i really needed to explore. [♪] [♪] i think it was in junior high and really started to do well in math but i faced some really interesting challenges.

many young ladies were not in math and i was the only one in some of these classes. it was tough, it was difficult to succeed when a teacher didn't have confidence in you, but i was determined and i realized that engineering really is what i was interested in. as i moved into college and took engineering, preengineering classes, once again i hit some of those same stereotypes that women are not in this field. that just challenged me more. because i was enjoying it, i was determined to be successful. now i took that drive that i have and a couple it with public service. often we are the unsung heroes of technology in the city whether it is delivering network services internally, or for our broadband services to low income housing. >> free wi-fi for all of the residents here so that folks

have access to do job searches, housing searches, or anything else that anyone else could do in our great city. >> we are putting the plant in the ground to make all of the city services available to our residents. it is difficult work, but it is also very exciting and rewarding our team is exceptional. they are very talented engineers and analysts who work to deliver the data and the services and the technology every day. >> i love working with linda because she is fun. you can tell her anything under the sun and she will listen and give you solutions or advice. she is very generous and thoughtful and remembers all the special days that you are celebrating. >> i have seen recent employee safety and cyber security. it is always a top priority. i am always feeling proud working with her.

>> what is interesting about my work and my family is my experience is not unique, but it is different. i am a single parent. so having a career that is demanding and also having a child to raise has been a challenge. i think for parents that are working and trying to balance a career that takes a lot of time, we may have some interruptions. if there is an emergency or that sort of thing then you have to be able to still take care of your family and then also do your service to your job. that is probably my take away and a lot of lessons learned. a lot of parents have the concern of how to do the balance i like to think i did a good job for me, watching my son go through school and now enter the job market, and he is in the medical field and starting his career, he was always an intern.

one of the things that we try to do here and one of my takeaways from raising him is how important internships are. and here in the department of technology, we pride ourselves on our interns. we have 20 to 25 each year. they do a terrific job contributing to our outside plant five or work or our network engineering or our finance team. this last time they took to programming our reception robot, pepper, and they added videos to it and all of these sort of things. it was fun to see their creativity and their innovation come out. >> amazing. >> intriguing. >> the way i unwind is with my photography and taking pictures around the city. when i drive around california,

i enjoy taking a lot of landscapes. the weather here changes very often, so you get a beautiful sunset or you get a big bunch of clouds. especially along the waterfront. it is spectacular. i just took some photos of big server and had a wonderful time, not only with the water photos, but also the rocks and the bushes and the landscapes. they are phenomenal. [♪] my advice to young ladies and women who would like to move into stem fields is to really look at why you are there. if you are -- if you are a problem solver, if you like to analyse information, if you like to discover new things, if you like to come up with alternatives and invent new practice, it is such a fabulous opportunity. whether it is computer science or engineering or biology or medicine, oh, my goodness, there

are so many opportunities. if you have that kind of mindset i have enjoyed working in san francisco so much because of the diversity. the diversity of the people, of this city, of the values, of the talent that is here in the city. it is stimulating and motivating and inspiring and i cannot imagine working anywhere else >> good afternoon and welcome to the land use and transportation committee for today, monday,