is

[microphone not on. difficulty hearing speaker] >> thank you. testing testing. is it supposed to make noise? they don't sound like they are on. >> [indiscernible] >> it does? you can hear me? or is it just i'm loud? thank you all so much for being here. welcome to supervisor connie chan from district 1 and so many of our leaders here in. we all know that it is not a

matter of if, but a matter of when when there might be a earthquake or might be major fires, any kind of other natural disaster, a cyber attack or heaven forbid any terrorist itack. attack. san francisco is a major city and threats happen and what i appreciate about the fact this council meets with so many of our leaders from different sectors of the city is that, consistently we are looking evaluating our plan and updating them based on technology and other new things that get introduced, so we are dotting the i's and crossing the t's. we remember during the pandemic and there wasn't really a play book in place, and so as a result that, we have to go back to the history books and to look at the spanish flu and

what happened during that time. more importantly, what happened during the aids crisis in the city. it provided us guidance on how we make decisions using science, using data, using facts, which are sometimes underestimated in the world now a days. here in san francisco we value those kinds of things. ultimately it does take extraordinary leadership. leadership that is experienced and comes from many of our city departments quhoo are the best experts helping us to guide the processes we need to undertake, no matter what that entails. and the most important part of this disaster council is to never take anything for granted. we should always be focused on reevaluateing our plans, reevaluateing our staff, make sure they know their responsibility as a disaster

service worker, understanding where our city employees live and making plans to address that just in case anything happens to our bridges or freeways. we see what is happening now in the state of florida. it is a significant impact to that state and to that community on a [indiscernible] and so, we also have to make sure that we understand what could happen in san francisco at any given time, and we do have issues with weather. we do have challenges with weather and we have to be prepared and we could never be caught off guard with the need for sand bags and also providing the appropriate alerts to the public. that is why are here. that is why it is important to continue these conversation. that is why it is always important to make sure that we are reevaluateing our plans for each of those particular incidents updating and using to the best of our ability technology when it

is possible, but also we need to make sure that we have an alternative if we lose power and have no access to generators. i can go on and on and on, but the point is, we are here for this purpose of making sure under any circumstances our city is prepared to undertake whatever that challenge may be for all-prepared to lift up our sleeves and do our roles in our reexpective department and the goal is do everything we can to keep the public safe no matter what comes our way. thank you all so much for being here and i'll turn it over to mary ellen carroll to go through the agenda to continue to move our city forward and thank you for your service and insuring san francisco is prepared for anything. >> thank you madam mayor. appreciate so much your leadership. [microphone not on.

difficulty hearing speaker] i did want we'll have public comment as requested for each item. anyone [indiscernible] to provide public comment should raise your hand and we will have [indiscernible] for each person for their comments. this is not a official-[indiscernible] our second or our main first report is on preparedness. discussion item and we will have a presentation of emergency preparedness plans. this item we'll review the most recent updates and revisions to key emergency plans for the city. we are as a council charged with hearing and approving emergency plans for the [indiscernible] the council

will hear about the updates to these plans today and we'll be able to ask questions and we can have discussion about them, and the plans that we are going to discuss today are hazard climate rezil yans plan, emergency operation plan and number of [indiscernible] emergency operation plans. first, we'll hear from melissa [indiscernible] office of resilience and capital planning on the 2025 update of the hazard climate resilience plan. take it away. >> thank you director carroll. and thank you madam mayor for your opening remarks. i am here to provide a update on efforts to update hazard climate resilience plan. my name is melissa, the resilience program manager in the office of resilience and capital planning which is in the office of the [indiscernible]

if i can get the slides. i will cover what the plan is. why we have it and where we are in the process. the hazard [indiscernible] san francisco action plan [difficulty hearing speaker] before they happen. it profiles 13 different natural hazards in san francisco, earthquake, fire, pandemic and also climate [indiscernible] flooding, extreme heat and wild fires more severe and frequent. the action plan includes 17 objectives and 74 actions that the city is taking across many different departments and [indiscernible] one of the most important reasons is that fema approved local hazard mitigation plan

and because that, it must be updated every 5 years to remain eligible for fema mitigation grant. these are important for the funds for the city for doing this type of work. [indiscernible] $15 million award for the downtown commercial resilience project from these sources and use a hazard mitigation [indiscernible] seismic resilience [indiscernible] just as a couple examples. there is couple state laws relating to this plan that require [indiscernible] also helps communicate to our communities and stakeholders hazard information through tools like story maps and wide range of initiatives the city is under taking. we are in the processf othe update. we have been working on it a

little over a year. convened a planning team every quarter. helped us identify new climate science to include in the plan. published in 2020. update the actions to reflect priorities and projects. we also spent 7 months doing community stakeholder engagement about the plan update. the approach is focus getting feedback especially fwraum environmental justice communities and community more sensitive to hazardsdize impact. we use the approach attending conveneings hosted by organizations rather then stand alone workshops. we were able to engage in 15 different events that took on a range of formats. just a couple examples, [indiscernible] climate summit hosted by [indiscernible] senior center.

virtual meetings at the chinatown. japan task force. leaders of [indiscernible] just as a few examples. we use that planning process, the community engagement events to update the 2025. two months ago we posted a draft plan online for public comment. what's different in this 2025 draft plan compared to 2020, we heard a lot from the community about priorities around energy resilience, transportation resilience especially during extreme weather, the concern around earthquakes, capacity buildings and waterfront resilience. for this update we really made a priority of including objectives that makes it clear where people can find information related to those

topics. we also made the waterfront action more comprehensive, not only reflecting the port's work with the army corp of engineers, but also a range of actions on the southern waterfront, ocean beach and treasure island. we also did more prioritization in this planning process, which helped get the plan down from 96 actions in 2020 to 74 in this current draft. it is still a lot of actions and intended to be comprehensive and an umbrella, but it makes it easier to communicate and track and evaluate progress. the next step now the ppublic comment period is coming to a close in september, we will make a few more updates and send to cal oes and fema next month rchlt they can take up to 6 months to review and give revisions based on guidance and check lists. after that, we will be submitting to the board of supervisors, the

land use transportation committee and we are aiming to have it adopted by the board and mayor by july 2025. that is when our 2020 plan expires and we want to make sure it is updated and approved so we don't miss out on potential disaster mitigation grants from fema. so, with that, i thank for your time and i will pass it over-i'm available for questions afterwards and i will pass it over to kim. >> thank you. good morning madam mayor, director carroll and members of the disaster council. this morning i'm presenting on 4 plans the city has revised over the last year or more. we are going to begin where the emergency operation plan, which is the city's base emergency plan. it is the broad reaching overall plan we use to guide how we respond and manage emergencies. in 2017 that was the last update and the plan was referred to as the

emergency response plan, but through the revisions and content we built with our partners, we revised the name to the emergency operations plan to reflect a more holistic approach how we describe our process to coordinate, collaborate and communicate within the city when we manage emergencies. we moved away from what was a eoc 101 type content, which is covered under an exand more towards a more hollestic emergency approach preparing for mitigating against responding to recovering from threats and hazards in the sitdy. we did not develop this on our own. this was a partnership with many city departments, disaster prepareness coordinators and also trusted community members and partnerships we had existing with the community

that we built during covid and other incidents. we hosted workshops as the plan was being developed to incorporate that input into this revision. the revision itself is rather exstenseival but i like to high lites a few thingzs. the interdeckz includes guiding principals equity inclusion and whole communities. added situation overview which references the plan melissa just covered, the hazards climate resiliency plan and threat assessment as well. we had information on the built and natural make-up of san francisco, and so we added information about our populations, including our vulnerable populations. the gesography of the city. our government, our culture and what critical facilities we have in the city. our concept of operations was significantly revised to include community lifelines.

what does it mean-what does our community need to be resilliant? what are the life lines we need in place for them? we added key stakeholders and resources including dpc, work groups we stood up to tackle some of the challenges that we face here in the city, and also included language about continuity of operations plan for all our departments, which has been a major focus in the city in the last several months. and also focused on continuity of government. we also added to our concept of operations integrated preparedness cycle which includes training and exercise and after action review process where we learn from the responses we do whether small or large, incorporate that into a report and into the master improvement plan, which guides our priorities as a city when we look at what plans we will revise, what training and exercise are we going to

focus on. currently the plan was submitted to cal oes, counter parts at the state in july. they scheduled-can take several months to review your plan. they started our review actually this week, and they are insuring it aligns with the california emergency services act and it is a robust plan that aligns with what the state has for the state emergency plan. this review process can take several months, and then once we receive a plan we incorporate their feedback in the feedback from this group to submit for review a final draft. the emergency operation plan has numerous annexes to it. director carroll references earlier. the next three plans i will discuss are emergency support function annexes to this plan. esf for short.

so, will begin reviewing those. we'll start with efs6, mass care and sheltering. through the revision of this plan, the content development we have augmented the plan to mass care housing and human services. this plan purpose is to provide coordinating guidance primeally at the eoc level. how the eoc coordinates with stakeholders responsible for the tactical activities of mass care housing and human services. how we coordinate with the doers on the ground standing up the shelters, providing emergency food assistance, supporting unaccompanied minors. this includes the department operation centers and community based organizations and non governmental organizations. it also includes guidance for how we coordinate with the state and federal government to provide support. there is also a lot more specifics about emergency food access. how we can transition displaced

survivors out of shelter and into a more suitable housing and distribution of supplies through commodity points of distribution or cpods. there were numerous lessens learned, particularly related to non congruigate sheltering during the covid crisis. those lessens learned were incorporated to the plan and resulted in a new org chart within the health and human service branch that lives in the operation which is the section of the doers, helping to coordinate at the field level boots on the ground. it also better reflects the capabilities of the american red cross in the our area there is reduction in volunteerism and while twl is a lot of support from the american red cross in our day to day emergency when folks are displaced from a fire, american

red cross stepped up time and time again, but when we are talking very large scale mass sheltering needs it could take several weeks for the american red cross to bring the appropriate resources to san francisco. that responsibility has shifted significantly over to hsa for the initial sheltering mission. we'll move to esf7. which is our logistics. esf annex. this guides our city resource and procurement and sourcing of personnel. as we learned during covid, our supply chain is pretty fragile. not just san francisco or regionally, but awround the world. it is all interconnected. we took a lot of the really great ideas that came out of covid and the lessens learned about supply chain and integrated that into the plan.

the city did a great job working on purchases such as ppe cleaning supplies and so on and better represented how resource prioritization will occur, especially at the policy group level and most specifically within the eoc, tightening up and dialing in how logistics works with operations. operations is at the eoc is supporting what is happen on the ground, we have a better system for luist logistic tuesday coordinate to make sure we execute the objectives for each period and as we plan ahead. additionally, we improved process for activating disaster service workers insure we are finding personnel in the city with the knowledge skills and ability to successfully achieve what we are asking them to do to reduce addressficiencies and prevent

burn hp out. the final plat i like to discuss is esf16 or community plan. this plan was a very significant over haul. the largest project we had in our plan revisions this year. this plan establishes community branch within the operations section of the eoc. doers of the eoc. it includes eoc staff, but most importantly community partners i representatives from the board of supervisors, and this idea, this concept is to provide a robust streamline two way communication channel between the community and what we are doing at the eoc level. this was something that we found in covid was a gap and it was worked on and we wanted to memorialize the successes we had. so, it incorporating lessens learn, including proactively filling gaps within the community so we

don't wait until we hear it coming to us. we are outreaching with community partners. engaging with community experts and that will help implement culturally appropriate tools and insure we are retaining the dignity of those who are survivors from disaster and displace td from disaster, and that we are doing the right thing for our community. with that, those are the 4 plans i wanted to discuss today and i'm happy to answer any questions about our plan. >> thank you. [indiscernible] as you heard, we have incorporated so much of what we experience during covid into these plans, and while we wish it never happened, and it was very difficult, there was silver linings in that it did help us learn what we do well, what we don't do well and i think that these

plans really reflect the incorporation that and i'm very grateful to the staff for being super diligent. it just doesn't by magic, it is lot of work, do after actions, analyze these things with all our city partners, including community partners. we will be in much better shape then we ever have been and i have been doing emergency management in the sitsy of san francisco fwr all most 20years, and it is just really exciting to see these changes that we have known have been long-coming. at this point, we can open it up, turn it over to the chair for comments or questions and open up to the council. any questions or comments? go ahead. >> in terms of the mutual aid,

where does that go in the plan in terms of [indiscernible] i know we go through the much tual aid coordinator. [indiscernible] >> esf7 logistics plan actually that is one of the revisions we made this year. much more clearly explains discipline specific-law enforcement, fire, search and rescue, the corner's office, verses what we do for non discipline specific, so commodities, personnel and things that nature. and we do a much better job of describing standardized emergency management system in california, the standard for us to order resources and is our obligation in order to

receive cost reimbursement, so it is more clearly defined and how the communication occurs. while the request may not dpoe through the logistic section, we outlined how that is communicated to track that as a outstanding need. >> do we need to get the fema approval before or after the board of supervisors approval? >> [indiscernible] >> related to disaster declaration? >> we will make changes and the hazard plan and take to the board of supervisors for final approval and i'm trying to understand-- >> yeah, thank you so much for the question madam mayor. the order of operations is at fema gives us a tentatively approved

award and then we get it approve d by the board and mayor and then we submit that resolution to fema and then they declare after they received the resolution so finally approved. >> okay. shouldn't be problematic? >> no, we went through the same processes in 2020 and i don't expect any problems. >> okay. great. >> any other questions? do we have anyone with public comment in the room? okay. not seeing any, we'll move to our next item. this item is on response. we just did the planning update, this is on response. our deputy director, adrian kelly is going to present on recent activations of the emergency operation center. as hopefully most people know, the eoc

is the coordinating body that insures the effective coordination, support, situational awareness and public messaging related to emergencies that impact san francisco. we will basically this is place all the staff goes and the plan that presented at the eop is the operation plan for the eoc. adrian will go ahead and present what we have done over the last year. >> thank you director carroll and madam mayor and members of the council. i'm here to talk about what we have done over the last year in terms of activations of the eoc. we activated the eoc14 times since august of last year, and you can see up on the screen and on your slides just a very basic summary of some of the activations we had. what many don't know when you

activate the eoc-there are different levels of activation. i want to talk through thats basically today. the incident really does dictate the level of activation we have for the eoc. level 1 activation is the highest level we have. you can think as all hands on deck, it is a full activation of the eoc. when we activate the eoc at level 1 it is very robust. we have many different sections, kim referenced a lot of what we have within our operation section, so we not only have our planning efforts, logistical efforts, our finance and administration efforts, joint information efforts, but we have a very well laid out operation section at level 1 activation. we have 5 specific branches of operations within a level 1 activation that are really thorough. they include public safety,

transportation, infrastructure,b health and human service and community. in a level 1 activation, all of those different branches are equally important to the implementation of operations to respond to a emergency. we don't activate at level 1 very often. in the last year we only activated once for apec. i will talk about the city response to apec in the next slide. but, the level 1 activation really does require a lot of city resources, but it is worth it. we really coordinate a lot better at level 1 activation, because it is in response to a super complex incident. level 2 below, partial activation. you can think of level 2 as most hands on deck rather then all. has all our section jz branches activated and staffed, however, they may not all be super robustly

staffed. like it is in a level 1 activation. level 2 activation for example can be used for a really significant winter storm. something that impacts more then just one level of operations. if we have a lot of rainfall in the city, it can cause localized flooding that obviously impacts our infrastructure but could also impact our transportation resources. down trees, down power lines can get in the way of our transportation. it could impact health and human service because people need support and can impact the residents or businesses for community, and we see a lot of the times thank you to the san francisco fire department of course, tons of public safety response and rescues can happen during winter storm activations. a level 2 isn't quite as robust, but still very very important. we activated level 2 twice thin last year.

once was for a pretty significant winter storm in february and another for san francisco pride. this year. sometime weez activate level 2 for really really complex city wide events. because we want to not just monitor those events but make sure if anything comes up during that event elsewhere in the city we are available and ready to respond. level 3 activation is you can think as some hands on deck. not really all or most, but some hands on deck. it is a limited activation. we activated level 3 three times in the last year, and level 3 really won't robustly staff all those different operational response levels, similar to level 2 or level 1. an example could be a heat incident. we activate for level 3 for a heat, because it may really impact health and human service and may not

impact transportation as much. we really need to give the incident a vote in the way that we activate for our levels of activation for the eoc. lastly, level 4 enhanced activation, you can think of this as dem hands on deck. this is our ability to lean in and really require a lot more proactive coordination from dem standpoint, however, we normally can manage the incident through working with our own stakeholders, liaisons for other city departments that are oprating within their own normal operations. level 4 enhanced requires more coordination, more proactivity and monitoring them a stand by level, however it doesn't require the more robust activation we normally see for a particular incident. the last year we activated level 4 enhanced level eight times. three for weather related

events and five for more extensive city wide incident. the next slide i want to talk about our apec activation. this was the most robust and significant activation over the last year of the eoc. apec was san francisco's very first national special security event, which meant it was a really big deal. we hosted president biden and vice president harris and so many heads of state, but that level of coordination at the local regional state and federal level was really complicated. we activate d the eoc10 consecutive days for apec and 5 days at level 1. it was the most robust activation we could do. we had 345 different staff working the eoc over those 10 days of activation for apec. it was successful. we did have challenges that were better mitigated because everyone was in the room together.

we knew we could pivot because we had 300 people together working on the same sheet of music like you were talking about. our lessens learned were documented and captured and we are able to use those lessens learned to better inform our future plans and make improvement for eoc. the last thing i want to about is you can see on the screen, it was the first opportunity to activate the eoc at level 1 level in our new temporary space at 49 south van ness. this is a great opportunity for all to practice activating the eoc in a new physical location and also it always allows other departments to bring in their staff to build their bench more and to train staff who don't have as much experience in the eoc. i will stop there- >> before you move on, can you talk about the comparisons to give people the perspective between covid and how we operated in moscone and

this case and the big differences? >> definitely. the activation we had at moscone the covid command center as we call it, was the biggest activation san francisco has ever had for a eoc. we had over 550 staff, it was 18 months activation and it was significant because it was corona virus. we were learning on the fly but what was helpful is have this level of structure of a eoc and specific organizational chart where we are all operating under the same type of objectives. it was also unified command in covid. that was really important and really unique. we had not just emergency management in charge, but that was hand in hand with the health department and combination of the human services agency and department of homelessness

supportive housing. m insuring we were in that unified front lead and directed by the policy group was very helpful when we didn't know what was coming next. we were able to have the operation and as we progressed over the 18 months, first the main objectives were figure what is happening with the virus, then due to your direction and leadership may we said we know we need to prevent the spread in san francisco and we have to shut things down. then we have to mitigate the impact of shutting those things down and insuring san francisco can continue to operate as best as possible. then the vaccines came out. how do we prioritize these type of scarce resources like the vaccine? and so as an incident evolved as the eoc remained activated, we can pivot and take our operational measures and change it based on the direction we receive from the policy group. >> i think what's interesting

about what happened in both those two incidents, this was creating a system from scratch for people to operate by, and it just shows how we have the ability to be innovative in the midst of the storm, and so this is the thing we should be most proud of, but it is the thing we have to constantly as i said earlier, update, refine, figure out ways in order to do this kind of operation without the technology. worst case scenario. that is really something we have to also think about that fortunately for us we have been able to operate under challenging circumstances and grow and pivot and make adjustments as time goes on, so i'm glad we have a bit of a standard understanding that we are able to do this in any particular

incident, but the work comes out of being aible to have the structure. >> thank you mayor. any other comments or questions from the council? i just have a few things. i just wanted to add first of all, thank you for that. i want to thank everyone for many of you, i see as comrades in arms because we have been through a lot. when it comes to covid we all moved on very quickly and grateful we were able to, but i just want to underscore that thanks to your leadership mayor and everyone who participated in the efforts, including the people of san francisco, we had the lowest mortality rate anywhere. what that means is people are alive today. probably thousands of people are alive because of the work san francisco did and so i'm so humbled and i feel so privileged to have worked among

all of you and under your leadership mayor. we have fun things coming up. we will hear about not fun things from mike next, but we do have 2025 and 2026 are huge when it comes to large events coming to san francisco and the region. in february next year we have the nb a all star game weekend and the same weekend as chinese new year parade, in case people didn't have that on the radar. we will be activated for the eoc. we have super goal and world cup. >> excuse me. you forgot labor cup in the fall next year. >> and labor cup. roger fetterer, the labor cupt a chase center. it will be big! [laughter] >> my staff knows sports are

not forte. i know about surfing. so, we have a lot that is going to happen. we will need all hands on deck for that and- >> sorry to interrupt again--it is 49ers win the super bowl, chinese new year, nb a all star game, parade. [saking in the background] >> and march madness. >> just saying, we have to be prepared because it can happen. we are prepared. that is what we do best. >> we are good at it. i was at a meeting with a national meeting of emergency managementment directors such as myself last week and we got a presentation from chicago and it was very similar to apec i will say. i feel like our performance at

a peck matched in many ways chicago and what they had to do [indiscernible] >> ours was better. >> ours is more complicated as a international event. and then finally, i just want to thank you. i also want to thank adrian, because she has held the role of deputy director for emergency services, lead covid command really operationally through 18 months or more and [indiscernible] ataking her talent to the region as general manager for urban area security initiative which represents not only san francisco county, but also 12 other bay area counties. one thing we know is that there is a lot going on in the country and four major events that may happen

here, the message we get from the feds are that, you need to be ready to be on your own for a while. there are-we can see what is happening in florida right now and we are not out of hurricane season, and so i'm very grateful we will have your leadership at the regional level because we need to build regional reliability and resilience as much as we can. thank you so much adrian for your service. [applause] so, we need to-any public comment on this item? >> last but not least, i want to say thank you adrian, because we know how hard you work and how much you understand the city, how serious you take your job, how you cover every bases and every situation and when i think about our response to any

situation, it is not just because i say it is and i want it to be, it happens because of your leadership and the work you have done and to stay focused and determined. even when we do our mock simulations, it is as if we are in the real thing, because you are making sure we understand the seriousness of the challenge that might occur if anything were to happen. i am mixed feelings about your new role in that you have done such a incredible job for the city and want to keep you all to myself, but never the e less, we need to think about the region as a quhole and how important for us to work together and to think about how we respond to any situation that might occur and i really am grateful for your service to san francisco and appreciate all you have done, and will continue to do to make sure that our region is stands ready and prepared to

take on the world. thank you and congratulations on your new role. [applause] >> second- >> mary ellen started it. >> second to mayor london breed, i don't know anyone who loves the city more then adrian kelly. maybe her mom. public comment. alright. we will move on to our third and last item before general discussion, which is mike, thank you for being here mike. >> thank you. >> take it away. >> thank you for the invitation. [difficulty hearing speaker] giving a great partner, adrian. those that don't know, mike senna, the executive director for

[indiscernible] programs i manage on one side on the [indiscernible] 23 thousand full time task force member organization nation wide. 33 [indiscernible] 300 full time task officers. the other side is northern california [indiscernible] we have 85 folks. many folks from federal state and local law enforcement agencies working together to identify threats, look at vulnerability and make sure [indiscernible] managing risk is my daily job and i have to tell you, the risk we are trying to manage now--[indiscernible] i was the white house two weeks ago explaining those risks and we are at a critical point now. something i haven't seen in 23 years. we are at a point where our threats are extremely high right now. and our capabilities are low.

that's not a good place to be now. when we look that threats i will start at the global level. cyber-threats you have seen on regular basis. many times those are actors trying to make money. trying to get if to the system. trying to spear fish organizations and send list of links to get the [indiscernible] to compromise your organization. but they are also those foreign actors and now are key foreign actors are russia, china, lower extent or was lower extent iran and to lesser extent, north korea. they have been quite innovative [indiscernible] trying to get into organizations. when we look at the actors, they are good at what they do. they have full time personnel their job is get into city government. to get into county government.

state government. as well as the federal government. we have see it is harder and harder to get in the federal system. as we look at theelection threats we are seeing now, they are trying best they can to do a number things. one is [indiscernible] trying to influence you through social media and other aspects to try to make a decision based what they like you to. or to create strife in many cases. [indiscernible] we have a vulnerable population and they are [indiscernible]

they are hoping they get on the foreign groups trying to influence people. all they need is one person. one person to do act of violence and are successful. we have more then few people that want to do act of violence. when we look at the threat actors out there, many of these folks and the way we try to defend against those type of threats is through looking for those type of supicious behaviors that align with [indiscernible] part of your position aspect we brought is called [indiscernible] we have fire, we have law enforcement and emergency medical service and emergency management that [indiscernible] cyber as well as physical threats. then we try to [indiscernible] for the public we tell them, call your local law enforcement. they can respond to threats. on social media side, we developed a program locally here in 2018 with all

the social media companies when they see these threats online. when they see something they feel may be gravitating towards [indiscernible] planning an attack, they shift the threats immediately to us and those are shifted around the country to fbi and local intelligence and information sharing centers. our job is to get that threat information to law enforcement to respond as quickly as possible. that worked out funominally well. we had our average threats where someone will die right now is about 80 month. somebody grabbing a gun and doing a mass casualty and getting the threats locally and knock down the door [indiscernible] not everybody is grabbing a gun then but people are ready to attack and we had that happen on a sunday where a kids is [indiscernible] but for law enforcement officer or mental health worker

knocking on the door and talking to them. getting the gun away from them, getting the help they need. that is happening every week. we have success stories like that going on. we also have individuals and this jumped up after the events in israel. we started seeing some of our international terrorist organizations back online. back on track to try to recruit, try to raise funds and we have seen our number of international terrorism investigations [indiscernible] individuals that are plotting attacks. we got [indiscernible] in canada. folks that were planning on coming to the u.s., folks trying to procure weapons and training. we have folks that at the training and terrorism overseas here in the country and trying to track all those

individuals and right now 24 hours a day. using a lot of resources to track those individuals, because we have to do the investigations and we have to be able to prevent that threat and prepare the community best we can how to manage that. at the local level, we also have a joint terrorism task force. the fbi leads the task force. a number of members across the bay area, and we don't have any from san francisco, but we act as liaison to them making sure everything that happens in the city we are all over. having personnel from local agencies especially the people from the fire department, from the san francisco sheriff and pd, we help make sure and mitigate the threats as best we can and making sure that information is shared in real time. when we look at that local

aspect of the threats to the terrorism incidents in the past we had a number in our area. we had individuals who motivation we haven't figured out but we know they were planning attack and we have people on it. we also have [indiscernible] ups years ago in the city, a individual walk to a place of work with a tech 9 hand gun and shoot fellow coworkers. same [indiscernible] 9 people dead. the individual went first and lit himself on fire. had a bunch of bullets and walked to work and shot 9 people. gilroy garlic festival. we don't want repeats of those incidents and attacks. what we are doing, we have two things going. one is threat management group. we are bringing together best

we can the education mental health, behavioral health, law enforcement district attorney office and juvenile justice to form teams atround the bay area. value the folks we believe are at risk of violence. risk of harming their community. on the website there is a [indiscernible] for that threat management group, so the goal ask to do the evaluation. behavioral analysis folks. fbi. capital police. secret service. ph.d and other organizations to evaluate the threats. the other component that is table top exercise that we will be doing specifically to work on response capabilities for law enforcement. i tell you i have been for over 25 years pretty much mostly major threat events in the country and locally in california. it is like ground-hog day when i go out there.

the way things are done, we do have [indiscernible] emergency management and fire have done it well. law enforcement, not so well. we are trying to get better. our goal is bring those folks together along with personnel from dem and [indiscernible] to come out and walk through this for law enforcement to better equip and give us a resource jz tools we need to respond to threats. recently we had the shooting last year half moon bay where it was like ground-hog day again. people with like we need this technology for investigation and fbi and other partners. the notify ications did not work the way they should. [indiscernible] coming down and fire, but from around the bay area to work through the process and look at the new technology we want to use,

microsoft and [indiscernible] emergency alert notifications, any videos we got so everyone in the field can see everything at the same time and share information from the field in near real time. not just for our area, but the entire nation. we are building that capability out as we speak and so, leaders in there are working through that process. i talked about the huge threat. the gap we have right now. the training we need to do for all our personnel is critical. that's where the bay area comes in in training programs. making sure we brought all the right leaders together and october we are having [indiscernible] >> public safety preparedness summit. >> if you have not signed, there is room hopefully. >> bearically. barely. >> barely room. the good place to go to talk about many issues, but we need the help and support. everyone in the room has the

capability to stop a threat. your personnel has the capability to stop a threat by educating and understanding the threat. whether the cyber or physical threat and the threat outside our door. not outside our door. i think [indiscernible] in the program about 5 years ago, nation wide half a ton of fentanyl seized through the program. 23 thousand officers out there. over the last several years it jumped up asstrunomically to the next year 2 tons, the next year 4 tons, the next year 8 tons, now we are at 14 tons. that is just what we see. we are not seeing everything we knowthality. there is a lot more that gets through. micro grams kill me. may last year we started bringing folks together for a fentanyl distribution disruption working group and working together. at the same time, building the

capabilities here in the city, command post to help address this threat. over the last year or so, these are stats of this morning, we had 987 reports that included sometimes multiple subjects, but we had 940 subjects dealing narcotics. of the 940 subjects dealing narcotics, about 700 are [indiscernible] all coming from [indiscernible] of those folks we had out there, we identified having spread here to san francisco to salt lake city, denver, portland, seattle. many are claiming they make 300k a year selling fentanyl on the streets of san francisco.

last year we seized about a million dollars and that was just off the [indiscernible] what we are seeing 20, 40, 50 million dollars moving through businesses in oaklands. we had one indictment there, but they are raising a lot of money. the amount of dope that is seized isn't making a difference. about 6 years ago we had a meeting here in san francisco many of the intelligence agencies that work overseas and local folks to talk about what they are seeing. what they are seeing at that time was folks from mexico going to china. they were talking to chinese government about and this also coincides with a team at the [indiscernible] and sfo and we started seeing a lot of dope from china, fentanyl shipped through the mail. within 6 months things start to slow down.

they said, the chinese were operating and in china they had hundred illegal labs in china. [indiscernible] they said, we can take chemicals, you teach us how to make it, we have methlabs and can do it down there. we have fentanyl labs in mexico. all the chemicals are shipped by freight through [indiscernible] dropped into mexico, shipped to distribution, manufactured and shipped here and they are making tons of quantities every week. >> question. all this very informative. thank you. i came to the meeting with the agenda hoping to hear a little and don't see john arts here, but can you talk about election security? what should we as a city be talking to our department of elections

about, making sure we have is a secure vote in 39 days? >> absolutely. will do. i want to finish that one point off on the number we got. everyone [indiscernible] 106 thousand nation wide fentanyl issue. these guys are extremely active and we are continuing to work on identifying those folks and so far we have about hundred folks that [indiscernible] the election, we have a state wide election threat task force. that task force is comprised of fbi, dhs, [indiscernible] for those that donts know, the fbi and [indiscernible] going to election facilities on election day. the main law enforcement response are police officers, sheriff, deputies, they got the primarily responsibility. what we have seen, we have seen a lot of folks trying to do a couple things.

one is, those threats and attacks to election offices and city infrastructure is still active. we have had in our local area, over the years, foreign groups that have actually gotten into local government agencies. one thing is, we want to make sure the infrastructure is as strong as possible. the other component that is the physical protection, because there are a lot of election locations. our biggest threat to us is actually the physical security locations because all we need is one incident [indiscernible] that wanted to vote. we are doing a couple things. one is, the supicious behavior, educate people what to look for and getting that information and then reporting it to our center, law enforcement reporting to us. and then tracking all those incidents. so, earlier i mentioned the technology

we have to-that microsoft teams and technology integrating for election threats. in partnership [indiscernible] also looking for online threats, they are tracking and identifying a enough of foreign groups that are trying to do both [indiscernible] discussion on dark web, how to attack and where ithawant to attack local infrastructure. we think the infrastructure itself because all the work that has been done over the last 6 years is probably the best shape it has ever been across the country for election offices. that doesn't mean that these folks are not looking for other avenues to get in and other routes. the weakest element is the personnel that work in city government, and understanding those threats, what to look for and how to identify and share it. the other kind of thing we are looking at is those groups that have been influenced or individuals influenced. we can look back at january 6

and the incident at the u.s. capital. there are still a lot of folks that believe that the election [indiscernible] that there is bad things that are going to happen and their vote does not count. some of the folks have taken up the idea they will send letters to everyone, to disrupt the operation. so far there is a few [indiscernible] but, the big concern that i got is, especially at our area, is fentanyl is so easy to get a hold that what if it is fentanyl? it isn't as much a issue if it gets on the skin but [indiscernible] if some reason that gets out there for actual device is out there and every time somebody sees someone successful like [indiscernible] going out and

throwing explosive device, we fear someone will replicate that. the physical threat, figuring out barriers and more importantly, people who are looking just not at what is happening in the election office or the office in the government, but those looking out in the distance. looking for the threats, identifying that and then trying to train people as quickly as possible. mitigation strategy for if letter shows up in the office. we are seeing the white powder letters show up just about every day in the country. [indiscernible] they don't have protocols how to deal with that type of letter. it is causing problems . you have to shut it down for bio hazard. those are the type of things we are seeing. our bigest concern is more on the physical threat now and educate people what threats to look for and how to report that and how to report those behaviors, or those big threats online,

because everyone here i'm sure gets a lot of threats online. those things need to be triageed and get the right people and the right people and city of san francisco of course is police department and sheriff and we have personnel that [indiscernible] >> let me just in. so, we have been dm initiated meetings that we have started with john with our public safety partners. just to talk about elections across the board here, and those will include things like those kind of threats, how we communicate, we will be activated during the eoc will be activated during the election, and ort things that threaten the ability for people to vote, but are not necessarily threats. [indiscernible] fema administrator, one of her primary focus for election is the weather because we are dealing with weather.

hopefully it is blue skies and beautiful november but we know other thing cz happen. we can have a major storm. doing all hazard type approach to this, but we are definitely as a city taking it very seriously. i think that the other thing is that we know and having just spent last week with all of the other major cities across the board, when things happen in other cities, evefen they are not here, they impact us. as we know, we'll put whatever is happening we'll be on high alert, and it is important for us to be coordinate. we insure that is happening. mike, the connection to you and your team, which we all have you on speed dial, we know everyone knows at the city level how to report these things, and i would say, if anyone has questions we can talk to mike afterwards. i just did want to share with everyone that we are taking this very

seriously and doing what we do and coordinating at the local level and county. we are little over mike--yeah. >> [indiscernible] >> yes. i can provide a update on that. actually we just received an additional order of 12 radios with 12 coming. dave programmed them and they will be delivered to city hall beginning next week. i'll work with olivia and director carroll making sure everyone is trained up on the new plug and everything. >> any other questions or comments? >> michael, sorry to totally put you on the spot here. this is your first meeting as disaster council and new director of dt. one issue mike alluded to is phishing and cyber. can you talk about how to epr

pair the city and perhaps department of election? >> hello everybody. mike, the new executive director for department of technology. thank you for allowing me to be here. yes, we have a long standing program for phishing. one is we are using coordinating with [indiscernible] threat intelligence. reporting threats to them and receiving information from them to apply to city protection systems. we have technology that tries to filter out as much of the threats to the city. at the same time no technology is hundred percent perfect. we have a very robust program that continues to train city employees through simulations as well as annual and repeated training to insure

that staff are aware and continue to remind them to make sure they don't click on links or expose the city to this. we are actually extending our existing robust program around phishing, in the future to mobile phones. we see the threats traditionally through e-mail are now transitioning to text and so similar training program will be extended to city staff around their phones. and then there will be no technology perfectly protecting the city. message from this body as the leadership to your staff, especially and right after the election is remind them to be extra careful, take little extratime. we are talking 30 seconds to check in, is this message legitimate or something i should be pursuing would be

critical. we are also working with election department to protect all of their assets during the election. the phone bank, the network is so critical, so there is program in place, but that program technology will not be able to solve the issue and really up to all of us to help our staff remember that they are really the front line in the fight. >> because they have gotten better machine learning a i, with phishing scams, they are getting better and the old days [indiscernible] in the notes and e-mail content, but these days, i had people [indiscernible]

>> thank you. any other questions? comments? do we have any public comment on this item? alright. the next item is just if there is any other announcements from members of the disaster council you want to share. >> [indiscernible] >> sure. >> [indiscernible] >> [indiscernible] for volunteers, i want to make this body aware of the drills that take place every october, every april and every third saturday fwr our affiliated volunteers. thank you. >> thank you. we love nert. not seeing any other comments, any public comment for this item? and then we have general public

comment. lots of public comment, but no public. and so, with that, we will adjourn the meeting. thank you all. appreciate members of the council for being here. [meeting adjourned]

>> preston, the owner of cafe alma and-- [music] the cafe started as a temporary project and made it permanent projecktd. project. the building is slated to be demolished probably in 5 to 10 years. it u.s.ed to be a awning manufacturing and i decided to turn it into a cafe. it also served as a incubator for small businesses in the area. we also do a food bank from the location. it has been an amazing community experience to have it, because we are [indiscernible] we like to [indiscernible] everything as much as possible from different vendors in the area, different producers.

we like-other people as well. sometimes we have a pop up from a local maker. we also do a marketplace with another local business. definitely a lot of collaboration and local products. we have been in san francisco about 25 years. when i first came here i was in the restaurant, cafe, hospitality world and it is what i love to do and being in this neighborhood i have been in bayview about 20 years, but definitely knew i wanted to be a small business owner and do something here lovely in my community. >> i try to start every day not looking at my phone by doing something that is grounding.

that is usually meditation. i have a gym set up in my garage, and that is usually breathing and movement and putting my mind towards something else. surfing is my absolute favorite thing to do. it is the most cleansing thing that i'm able to do. i live near the beach, so whenever i can get out, i do. unfortunately, surfing isn't a daily practice for me, but i've been able to get out weekly, and it's something that i've been incredibly grateful for. [♪♪♪] >> i started working for the city in 2005. at the time, my kids were pretty young but i think had

started school. i was offered a temporarily position as an analyst to work on some of the programs that were funded through homeland security. i ultimately spent almost five years at the health department coordinating emergency programs. it was something that i really enjoyed and turned out i was pretty good at. thinking about glass ceiling, some of that is really related to being a mother and self-supposed in some ways that i did not feel that i could allow myself to pursue responsibility; that i accepted treading water in my career when my kids were young. and as they got older, i felt more comfortable, i suppose, moving forward. in my career, i have been asked to step forward. i wish that i had earlier stepped forward myself, and i feel really strongly, like i am

100% the right person for this job. i cannot imagine a harder time to be in this role. i'm humbled and privileged but also very confident. so here at moscone center, this is the covid command center, or the c.c.c. here is what we calledun -- call unified command. this is where we have physically been since march, and then, in july, we developed this unified structure. so it's the department of emergency management, the department of public health, and our human services hughesing partners, so primarily the department of homelessness and supportive housing and human services agency. so it's sort of a three-headed command in which we are coordinating and operating everything related to covid response. and now, of course, in this final phase, it's mass

vaccination. the first year was before the pandemic was extremely busy. the fires, obviously, that both we were able to provide mutual support but also the impact of air quality. we had, in 2018, the worst air quality ten or 11 days here in the city. i'm sure you all remember it, and then, finally, the day the sun didn't come out in san francisco, which was in october. the orange skies, it felt apocalyptic, super scary for people. you know, all of those things, people depend on government to say what's happening. are we safe? what do i do? and that's a lot of what department of emergency management's role is. public service is truly that. it is such an incredible and effective way that we can make

change for the most vulnerable. i spend a lot of my day in problem solving mode, so there's a lot of conversations with people making connections, identifying gaps in resources or whatever it might be, and trying to adjust that. the pace of the pandemic has been nonstop for 11 months. it is unrelenting, long days, more than what we're used to, most of us. honestly, i'm not sure how we're getting through it. this is beyond what any of us ever expected to experience in our lifetime. what we discover is how strong we are, and really, the depth of our resilience, and i say that for every single city employee that has been working around the clock for the last 11 months, and i also speak about myself. every day, i have to sort of

have that moment of, like, okay, i'm really tired, i'm weary, but we've got to keep going. it is, i would say, the biggest challenge that i have had personally and professionally to be the best mom that i can be but also the best public certify chant in whatever role i'm in. i just wish that i, as my younger self, could have had someone tell me you can give it and to give a little more nudge. so indirectly, people have helped me because they have seen something in me that i did not see in myself. there's clear data that women have lost their jobs and their income because they had to take care of their safety nets. all of those things that we depend on, schools and daycare and sharing, you know, being

together with other kids isn't available. i've often thought oh, if my kids were younger, i couldn't do this job, but that's unacceptable. a person that's younger than me that has three children, we want them in leadership positions, so it shouldn't be limiting. women need to assume that they're more capable than they think they are. men will go for a job whether they're qualified or not. we tend to want to be 110% qualified before we tend to step forward. i think we need to be a little more brave, a little more exploratory in stepping up for positions. the other thing is, when given an opportunity, really think twice before you put in front of you the reasons why you should not take that leadership position. we all need to step up so that

we can show the person behind us that it's doable and so that we have the power to make the changes for other women that is going to make the possibility for their paths easier than ours. other women see me in it, and i hope that they see me, and they understand, like, if i can do it, they can do it because the higher you get, the more leadership you have, and power. the more power and leadership we have that we can put out >> preston, the owner of cafe alma and--

[music] the cafe started as a temporary project and made it permanent projecktd. project. the building is slated to be demolished probably in 5 to 10 years. it u.s.ed to be a awning manufacturing and i decided to turn it into a cafe. it also served as a incubator for small businesses in the area. we also do a food bank from the location. it has been an amazing community experience to have it, because we are [indiscernible] we like to [indiscernible] everything as much as possible from different vendors in the area, different producers. we like-other people as well. sometimes we have a pop up from a local maker. we also do a marketplace with another local business. definitely a lot of collaboration and local products. we have been in san francisco

about 25 years. when i first came here i was in the restaurant, cafe, hospitality world and it is what i love to do and being in this neighborhood i have been in bayview about 20 years, but definitely knew i wanted to be a small business owner and do something here lovely in my community. >> hello. san francisco is a maliis a mar city full of diversity and culture. i'm jaime gutierrez. district 9 is a embodiment of diversity. the mission showcases latino culture with mural