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tv   Government Access Programming  SFGTV  June 15, 2018 11:00am-12:01pm PDT

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>> we'll wait for another minute. the mayor's chief of staff is running a little late. if he is not here by 11:08, i'm going to start.
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>> i'm going to call this meeting to order. we just heard from jason. he is running a bit late, so eh eel catch up when he -- he'll catch up when he gets here. good morning and thank you, all, for coming. today is the last disaster council meeting of the fiscal year. i think we had a very productive year, and i want to thank all of you for your commitment and your dedication over the past year, and attending our disaster council. it's a place that we can share information and learn from each other, so thank you. as you know, d.e.m. insures that we have our ability to respond to and recover from emergencies and with our 45th mayor coming into office, mayor breed, we
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will ensure consistency as we do every day in situations facing the city. we'll make sure in the next couple of weeks that we set up a training and we also do a table talk exercise with the policymakers and ensure that her new staff is familiar with what their role is in an emergency also. over the past six months we met with the 16 largest departments in san francisco. it was a customer check-in basically. we wanted to make sure that the departments were getting what they needed for us. i think this is something that we would like to do every year now. we learned a lot. we put together a lessons learned, if you will, from those meetings, and the top things that came out of each of the meetings. and so it was very productive for me and for my staff.
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and i also wanted to recognize mayor farrell. his leadershy -- his leadership and support since becoming the 44th mayor of san francisco is outstanding. he really understands what the department of emergency management is about and what our mission is for the city, so in our next two-year budget, which i just testified to the board of supervisors on the first go around on the budget, he's included an $8 million investment to hire 90 new dispatchers. i am sure you saw us in the paper in the last year. we were struggling, but i am happy to say that the department of human resources and mayor's office and team and the fire department and the police department and neating the response times. we will continue to hire over
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the next few years, and we are very pleased about that. we are recommending pilot funding for watts and we will ensure we have situational awareness at all time of what is happening in san francisco and throughout the region. something that i have beened a k -- something that i have been advocating for for the last four years. we're the only large urban area in the united states at this point that does not have such a center. so i feel very excite d what is coming up in the next year. i just want to thank you, all, for your participation. it's a delight to work with each and every one of you. my colleagues, my friend, and i am going to turn this over to my deputy director now, mike dayton, to give an overview of what else we have been doing. >> all right. thank yous, ann, and thanks everybody for being here. one thing i wanted to report on
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is an issue that came up during last disaster council meeting, and that was when director ed ruskin recently read an article after the north bay fires about the state of the mutual aid system in california. is it robust enough to respond to a catastrophic event? we were certainly monitoring that, too. director cronenberg and chief hayes-white have been active with the fire chiefs and emergency managers across the state. in the state budget today there is $50 million that will be included in the new state budget to make the state aid system more solvent and to purchase 110 fire engines and $25 million in there to actually allow for the first time in california fire resources to be prepositioned ahead of high wind. and it will also allow us if we have extreme temperatures or
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extreme -- if we have advance notice of a hazard, then we can pre-request resources to be pre-staged here in san francisco. so it's a big change to the mutual aid system. and another effort that ann has been leading is earthquake early warning. and $15.75 million to expand the network of sensors and with the earthquake early warning. and on top of that money and the general fund budget, we have resubmitted an application for $2.75 million for earthquake early warning to protect our fire stations and our schools. u know brian strong has got some other projects that we'll touch on during his presentation under the hazard mitigation grant. and then so i would like to just jump right into our planning initiatives. in the agenda or in the packet that you have, it really outlines we're updating the emergency plan, so no going to
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go into great detail about that. we've also been working closely with the mayor's office of disability on making sure all of our plans include those measures. we're updating the earthquake annex. probably the most important thing in the earthquake annex is we have reached out to every department and asked them to focus on the mutual aid resources. and we have developed prescriptive missions for the first time on every department and what the departments would be requesting. that will be part of the resource request drill prior to fleet week. we have also updated the mass care annex. we're going to be -- we recently exercised that. we're going to be exercising that during yellow command. so just on that point, if i can turn to dr. bob to talk a little bit about meeting the medical needs of our residents in sheltering. >> sure. and so we recently, actually last friday, did a tabletop on
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having a co-located medical shelter in a general population shelter. and one of the things that we have been very careful about is if people come in with medical needs but are able to take care of themselveses in a general population shelter, we would support that. but if people came in and, let's say, tube feed or a ventilator at home and got displaced and didn't have equipment with them, to prevent them from being a burden on the hospital system or acute care system, if heck take care and basically we went to the plan. it was a good success and a lot of different agencies in the room that were our close partnerships and gaps that we have to work on moving forward. part of this will lead into yellow command where we can exercise a bit more on this. >> all right. thanks, doctor. ben, do you have anything to add on that? >> i think the exercise last
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week went very well. we had some really good takeaways and we're doing a lot of planning for yellow command where we're going to open up st. mary's and we will be doing a full-scale exercise in september and be able to work through a lot of the issues that we've already identified. >> great. thanks. so the other major plan that we're working on is the debris disaster management plan, so our team has been working closely with the department of public work. we are hoping to explore that further during fleet week as well. in terms of the emergency response activities and i think most everybody in the room has somebody that was the two-day exercise summit and was focused on the partnerships we have with the voad and meeting the needs of the most vulnerable residents. we also touched a lot on supply chain resilience during the
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conversations and critical transportation. coinciding with the anniversary of the great earthquake, we always do a department of -- a department operation center communications drill. so that's where we test the capability or our capability for the department operations centers to communicate with the e.o.c. and we also tested out or satellite communications systems and the alternative communication systems during that drill. upcoming, as dr. baba and ben mentioned is yellow command. that exercise is october set up a shelter at st. mary's and focus on just in time training for shelter worker, and prior to that, we're really going to be asking the department of building inspection and the department of human resources to focus on how do we activate the disaster service workers and how do we activate the safety assessment program to make sure a facility would be cad kwat far
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sheltering -- would be adequate for sheltering capability. the other major exercise is fleet week which, as always, is the first week of october. and fleet week is designed to anticipate 96 hours out and what are the missions that we would request of fema or the federal emergency management agency and the department of defense, and in particular, the navy. this year we're going to focus on communications. and what type of redundant communications we can bring into the city if those are comprised. and we will be working close with the port on a fuel staging area on pier 96, and we will be asking the state and fand the by area, plan, and we want to see what that looks like to be deed
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how and for a regional catastrophic event categorization. and are there any questions or comments around those two items before i turn it over to brian strong? brian, would you like to all the conference on resiliency? need more prep time? >> as someone who is going to talk -- all right. >> we want to leave time for conversation. >> got it. and the last couple of months when we spoke with you and a lot of work has been happening. we will talk about the lifeline restoration and you have heard about this before. and we actually have now scheduled 14 interviews with different lifeline providers
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including pg&e, ate at&t, the p.u.c., the different utilities, and that is -- those interviews have been scheduled. we actually had a meeting just the other day where we had a presentation from the sewer investment program and the level of service being presented. and we talked about 72 hours or so and the goal and correct me if i'm wrong, that when it's dry, we can get the sewer system fully functional again. those are some of the discussions we're having. and those scheduled to take place through summer and bring them together. and the various utilities and water and power and where we know there is a tight, symbiotic relationship between them. that will be happening, and in
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those discussions we'll really be looking at, okay, what is the expected recovery time frame now, and what should it be? if focus and how to work together to get where we are now to what it should be. that is the goal of that project. the other work that we're doing is -- i think it's on a slide leer -- the hazard and resilient climate plan. melissa higby may be coming down -- >> brian, i jumped right over response. and if you want to get response to activities, i can do that. >> sure. if you want to give -- that would be great. >> why don't we do that and come back to this and i can run through the rest. >> an i apologize. my pure eyesight. >> that is okay. >> my poor eyesight. and response to activities -- pardon me. and we had the healthy streets operation center and i was going
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to ask for a report out on that. >> i will start. good morning, everyone. as you may be aware, the healthy streets operation scenario became active on january 16 of this year. the role of this effort is to basically bring together the various city departments that have an interest in addressing the issue of resolving homelessness and street encampments and the provision of care to whose individuals who need them. what you have is, for that matter, the department of homelessness and support hrt -- and public torques, which house this is effort and trorler and are working to provide
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resolution in care to those in need. the operation is monday through friday. 7:00 a.m. to 3:00. the police department's role in this is that we provide commander of police and this effort is being led by commander david lazar. one lieutenant, one sergeant, and six officers. that is the central core group of officers who are working out of this area and further augmented by district officers who on a full-time basis deal with homeless outreach. clearly the issues which we want to deal with are proactive encampment resolution before encampments become beyond control. we want to deal with them in theiren infancy. we have identified top two 20 high-feed -- the top 20
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high-need clients and the hope is that all the residual issues that surround their lack of careened a lack of resolution are mitigated through identifying them. there is a high number of 311 calls that go into d.e.m. that are generating calls for service for the police department. the goal is to reduce those by having them -- pardon me here. lost my track. the goal is to reduce those by having them go through centralized location, and the reduction of city services as well as non-profit resources. although we focus on five areas, that wills the castro, tenderloin, mission, showplace square, and the embarcadero, these officers also respond to other encampments throughout the city. in addition, they provide -- we
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provide the officers with specialized training each week. this training is provided in part by some of our partners and topics such as de-escalation, contagious disease prevention, and other unique areas of concern that are in line with the segment. we're currently working on the plan to streamline the 311 system and having all encampment complaints come to 311 as opposed to our district stations and d.e.m. and dispatchers at asock working the triage and handling the assignments. all in all, we are seeing an improvement. our hope is we are not moving one problem from one area of the city to another. however, in the event that we do see and my -- and migrate to other areas of the city, so we need to be fluid in how he
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address it. it is a work in progress, and hopefully we're seeing some fruits. with that said, i will turn it over. >> the best way to describe what we are doing and the department of emergency management, we bring the smartest people together and work in a coordinate coordinated fashion. law, public health, homelessness, and the controller's office make sure that everything is aligning, that is the best thing to provide. and with the five areas that need to be focused on and bringing in other city resources as they are -- as they are needed. thank you. >> thank you. do you want to also touch on beta breakers and pride activation coming up, and marvel and adrian can round out. >> absolutely. so we had our annual beta
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breakers activation and 37,000 people running from one side of the city to the next, kind of splitting things in half. and we have almost 120,000 spectators lining and watching all the craziness happen. and it was great. and in the e.o.c. as we do during the hsoc, we bring together the different city agencies that have a role in these activities, but the other thing is we do a lot of training. we bring in other partners that might not normally be involved and ask private sector liaison and come and see how we do it from other jurisdictions for an idea o f what you do better and a great opportunity for a planned event, but always little things that come up for us to work there it. with pride coming up, we have hundreds of thousands of people celebrating over three days.
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the biggest one being sunday where we have the parade and then we will have the celebration going on in the civic center. the e.o.c. will be activated from 9:00 in the morning until 6:00 or as needed knowing when all the issues are taken care of. it is another opportunity to bring folks in, do some different types of training, and if there are different things from previous exercises and we know that we want to improve. and make sure those are dialled in. and we open it up to all the partners to say, come, look, see how we're doing it and what new ideas do you have. >> thank you. mark, do you want to lead off on moccasin dam? >> sure. there was an incident of flooding from march 21 to march 23 and the result of that was eventually the governor proclimbed a disaster on april -- proclaimed a disaster on
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april 19. adrian will talk exactly what happened with the flooding, and i will take over with the cost recovery element that we are now a part of. >> i talk with my hands. thank you. so as mark mentioned in late march, there was a major storm that result in a little over 3 inches of rain in four hours in our up country facilities of moccasin outside of yosemite. and it caused a lot of localized flooding. it put a ton of debris and landslides into the reservoir at moccasin, which then started putting some pressure on moccasin dam. we observed some seepage coming out of the face of the dam, and that was an immediate trigger to activate our emergency action plan for the dam. and so that resulted in notification procedures and downstream immediate evacuations
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from the dam. it was small-scale evacuations. the water coming over the emergency spillway functioned correctly. however, it did cause damage to the emergency spillway because of the amount of t whatter that was coming -- because of the amount of water that was coming over. we were able to engineer the system to drain the dam and continue to get water downstream to city and county of san francisco, so there was no interruption in our water supply at ul a, but it was a little bit scary for us that we had a major infrastructure event. so the division of safety of dams which is the jurisdiction that oversees moccasin dam came out for inspections. they continue to work with us to do preliminary inspection, and we have a long-term plan for continuing improvements and stop-gap measures, interim repairs and from contracted employee
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employees. and that have been occurring underneath the guidance of the emergency declaration. we appreciate the mayor's office and the board of supervisors for granting us this grant and we will be estimated $15 to $20 million worth of work under that emergency declaration. we will be needing to do a long-term capital improvement project to fix the issues with the dam, the observed damage, and we do hope to put the dam back in service at a restricted level that is monitored by the division of safety of dams prior to next rainy season. and the controller's office and d.e.m. has been really active in helping us with the cost recovery process, so thank you for that. >> sure. and just an update on that piece, so the has a list of
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projects of about 57 projects totalling about $40 million. and that was the p.u.c.'s current estimate of the projects. and so there was an effort made with working to seek federal assistance, but it ultimately was determined by fema that it didn't reach the threshold necessary to require federal assistance. we are now getting state assistance through the cdaa, california disaster assistance act, and our kickoff meeting for that is monday the 25th in moccasin. that application has been submitted and the applicant briefing for that was last week. and now the kickoff is next week. that is kind of where things stand in terms of the city working to get cdaa assistance. >> all right, great. thank you. before we turn it back to brian
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and melissa, mr. elliott, thanks for joining us. would you like to say a few words? >> hi, everybody. i am very sorry i was late getting here. before i start, we have a coup of quick comments and then we can go with the agenda. there was a terrible accident that impacted a city employee and she lost her life from the p.u.c., so if we can just acknowledge that we lost a member of the city family and the work that many of us do if we sit behind city desks in city hall, and we are not working with the hands and feet, but give our prayers to the young family and the p.u.c., so our condolences as well. so a little bit like what i said the last time we had the meeting, we have been in a time of transition from december 12 when mayor lee died and now mayor elect, ma i mayor breed,
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and she is familiar with the work yo do here because her time as president of the board of supervisors, and also when she was our acting mayor for a month or two and we brought her to d.e.m., and she was the full powers of the mayor and when things went wrong in the city as they tend to do, she heard about those things. she understands what it means to be responsible for emergency management and disaster response. and we are at a time of transition and also a time of continuity. to the extent the department has and continuity of government is the most sacred thing that we can do and that you can do. i am departing city hall. so mayor breed will be naming her own chief of staff. >> wait a minute. >> so good luck. bye. so i'll be staying through the inauguration and then mayor breed will name her own chief of
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staff, and that person will be -- will need your support. and will need your guidance and your wisdom and your experience to lead him or her through whatever is going to come be it natural disasters or manmade or whatever it is. so i ask if i can ask you for a favor, it is to be as open and communicative as we have always been with me with the other person that will succeed me. i know it goes without saying that you will help mayor breed as well. i just ask that you extend that partnership to the staff of the incoming mayor because continuity of government on this work here is more important than anything else, right? as i said before, public safety is our numb per one responsibility as a local government, so that is a favor i would ask of you and to keep the work going and there are nonprofit and private sector
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leaders. i ask you do what you can in your capacity to keep things moving smoothly, and that is the best that i can ask for. there is sort of a cliche or whatever. no republican or democrat way to fix a pothole. it is a tired cliche, but since we don't have republicans, since we don't have real republicans, and there is not a political way to address an earthquake, right? that is the point is they are apolitical. new mayor, new crew, they still have the same responsibilities that mayor farrell, a mayor breed, mayor lee, mayor brown, mayor newsome had and will have. and it is my intention and i have started to communicate with the new group about how this works and what to expect and the
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and this investigation and this responsibility that this room shares. so i will do my best to hand that over to the next group. i ask for the guidance, advice, wisdom, experience, etc., that you have accumulated over your years because the city needs you. thank you very much. and i'll be a constituent and now i can complain all the time and call 311. and just call nancy and excuse me, i have some illegal dumping on my street. i need some help. i am looking forward to being a constituent. thank you very much. >> thanks. >> again, sorry i am late. please continue with the agenda. >> thank you very much, jason. we will miss you. >> thank you. no, we will not be happy to get rid of you. and now, brian, going to turn it over to you for your resilience and recovery initiatives. thank you.
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>> we will miss you. and melissa is here and we're going to quickly go over the lifelines project and aware of one effort across the country is baltimore and to expand climate change and sea level rise and heat and other types of mitigation measures. and this is a requirement by the state legislature and edition to the climate tour and that needs to incorporate this effort to
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pull this together. and provide more background on this effort. and a principle resilience analyst of capital planning and calling the hazards and resilience plan. and hazard mittation plan and the key fema funding. and brian said we are approaching this update differently due to the station. and must develop the climate adaptation plan and if the hazard mitigation plan includes climate adaptation and the hazard and climate changes are closely related and some are getting worse due to clue mat change like the extreme heat events and flooding last fall
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and flooding will be in the rise and the precipitation patterns change. we are doing combined hazard mitigation plan and calling it the hazard and climate resilience plan. we are building on the great work plan and including some important updates. including assessing how hazards are changing in frequency and severity due to climate change and the londoner actions to reduce the impact. and we are fulfilling an important component of san francisco's commitment to develop a climate action agreement and how we are reacting to climate-related hazards. beyond meeting the requirements and this provides an opportunity for the area and lay out the
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strategic priorities for the next five years and beyond. and the policy and provide greater alignment in the city. and bringing the wide range of department of hazard mitigation and climate adaptation efforts to a city wide umbrella or framework. we are work in close partnership and the department of the planning of the environment. and we consider departments as key partners in the planned update and provided staff with klee knowledge of hazards and with the city services to participate in bimonthly meetings and a community engagement strategy with key stakeholders.
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we are planning to submit this plan in july of 2018. we are happy to provide future updates at other meetings. >> that is the large effort that we will be understood taking and updating the 10-year plan and 50% have traditionally gone toward earthquakes. that will include another important function in the next year. and finally, a few other things that were listed in the handout here. the soft story program is moving forward very well right now tier three which was the largest of the tiers if you recall the earthquake split into four different categories. and that has about 3400
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buildings. and currently at 97% compliance and 97% are in clines with the law. this is surpassing other plans in the country for this work. >> i heard a story that something like 14% of san francisco san franciscans will live in buildings that have been impacted by this. >> improved. >> is that accurate? >> about 115,000 people. so 115,000 people and this is estimated, but estimated about 115,000 people. and currently, interestingly enough, of the work that's been done, private folks, private sector people, property owner, individuals have spent about $158 million during retrofits. so it's around averaging around $78,000 per building to do this work. this is a big deal.
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and a big ask. and i have to give kudos to the department of building inspections. i don't think they are here today, but recently had an earthquake fair on wednesday. very well attended. and lots of people from the community there. and administrator kelly spoke and it was a really good event. and moving toward tier four and the final list of after00 buildings or so. and the final 900 are in the tier four which is the toughest buildings. these are in the marina, in the buildings with commercial uses on the ground floor. and you can imagine how hard it is to relocate a restaurant or something for six months while you do a retrofit. and so those -- of that tier, we actually have 58% that are already in compliance. so ahead of the september deadline. so again, very positive feedback on what we consider that the risk faces after them. and after a large earthquake and
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we saw it before. the other program that i would mention that we're working on are some of the is housing for san franciscans and the executive order that was moving through. we applied for a hazard mitigation grant in conjunction with the mayor's office of housing and community development and partnering around when we are you are you are purchasing affordable housing units and now purchasing several of them to secure long-term affordable housing. so we're working with nonprofit housing developers to make the purchases. often seismic improvements are needed. we're doing a pilot program here in san francisco to see how winston cup tie some of those funds with hopefully some of the hazard mitigation program money or other money to do the soft story retrofits and retrofits to the buildings. hopefully not only are they improved but the cold would be
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that they can be functional after an earthquake, too, and not a yellow tag but get a groan tag after an earthquake. that is another exciting program that we're working on. finally when we talk about the empower neighbors and neighborhoods program, a lot of work has been going on that. there is an intention where we're working on adding four different neighborhood hubs to the program including noah valley, western portal and western addition. we are moving forward with the neighbor fest program which happened last summer and we expect we will believe and finally, there's been a lot of work with department of public health around the heat wave impacts especially in the bayview district where we know it's the most vulnerable area of the city to heat impact. we had a workshop there and resilient bayview, heat wave workshop on april 26, and that
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the movering forward. thank you. >> thank you very much, brian. appreciate the update. are there any comments from individuals or any questions of brian? and if not, we will move into the disaster council roundtable component. if people have announcements to make. michael? >> i want to thank the director for hosting a gathering of my counterparts from the interfaith councils of the bay area as well as the vo ad, salvation army, and the red cross, and the southern baptist conference for a debrief on the faith community's response to the north bay fires. we talked about everything from chaplaincy training and sensitivity to how food is moved around in shelters. and also the treatment of the undocumented in the north bay.
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this was sort of unprecedented where we're all in one room, and i am hoping those folk, we can sustain that because i realized how interdependent we are regionally on our councils, and i want to make that resource available to the department. >> thank you very much, michael. i thought it was a fantastic meeting. and we all know that can't rely just on government for response. we will be relying very heavily on our voads and nonprofit partner, and of course, the faith-based community. thank you. other announcements? elaine? >> our seawall project was given a new start from the federal government. [applause] i wanted to thank you, jim, and the chamber for hosting us twice for federal lobbying efforts. it really paid off.
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>> i will put it in my personnel file. >> i will write a letter. there were six new starts granted and only two for flood protection, so really important step for us to get the dollars into the seawall project and move along to make it more safe. thank you, all, for your support on the seawall. >> very exciting. vicki? >> [inaudible] we realized that there were a number of city employees who were evacuated. and we had no way of contacting to individuals, whereas other local agencies already knew they were evacuated. we don't want to have an open door, but should have the facility and some compensated time off in the event of a significant emergency, so mayor
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lee supported us and so did the ensuing mayors, and finally the board has approved it. so the provision is that when there is the mayor declares a regional disaster affecting city employees, we will be able to give up -- i think it's 40 or 80 hour of compensation. it will have a retroactive application once the mayor signs the retroactive declaration of the regional emergency next week. and then there will be some people that we have identified and will be working with the the h.r. departments and be reinstating a couple of days of vacation more most of those individuals. i think there are fewer than 40, but it is a nice thing really looking forward where we may have a situation where we don't want people to come to work, but don't want to say, and by the way, you are unpaid and you have to use your vacation. this would be something valuable going forward to have thanks to everybody who worked on that and the support. >> excellent.
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congratulations. much needed. it's retroactive to the people who were impacted be i the north bay fires? >> yes, it is, once the mayor signs the -- as we expect that he will. >> we will sign that. >> yes. and then we'll be able to reach back to just that disaster. >> that is excellent. thank you. other -- yes, debbie? >> i wanted to remind people, many people here know, but not everybody may that september 12-14 the world will be in san francisco talking about climate change. this to me is a great opportunity the rest of us in the emergency management world as brian and melissa just talked about between adaptation and mitigation. and when we talk about that, we were thinking about how do we reduce our emissions and at the same time prerare for impact.
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and the joint planning that brian and melissa are leading is a worldwide example of the idea of building on the other's strengths to make a city that is ready for the future. what we do in this room and is this is the governor's summit. zero resources, zero direction and lots of opportunity. what that means for everyone is if there are people in the room to do something around emergency preparedness and cloi mat change and adaptation and are interested in participating in events like that, contact me in the department of environment. i would love to connect you when what's going on. and the mayor's office is trying to make sense of it.
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and we are excited for what is to come in mid september. >> the municipal transportation agency is worki ining actively the department of emergency management excellent leadership to update the emergency transportation plan. and in addition, we are working with san francisco police department and they provide excellent resources in conducting 18 sections of active response training. we'll be going through the training for 18 sections through july. so far the over 1,000 city employees as well as city partners in transportation agencies who register for the training. if your agency is interested, please contact me. thank you. >> thank you very much, scarlet. any other comments? in closing, i want to thank, everyone, again for coming. disaster council is a very
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important group to share information and i appreciate all of you. as we are looking forward to mayor breed coming into office, just to reiterate what jason said, i know we'll all be there to be very helpful to both her and her staff. we are a huge resource of information in this room. but ealso wanted to acknowledge jason and the great work he has done in the mayor's office and the whole mayor's office from mayor lee to breed to farrell, but all of you have been so wonderful to work with. thank you for the leadership, again, jason. now i'll open it up to public comment. >> morning. >> be my guest.
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>> please identify yourself as well. >> good morning. i am nancy worthall. today i am bringing to your attention a serious deficiency in the city's planning for earthquake preparedness. for the record, i want the disaster council to know that there is no comprehensive plan and no timeline for extending the original auxiliary neighborhoods and you must commit to prioritizing the vital infrastructure work for completion now. the western and southern parts of the city do not have the seismically resistant high pressure, high volume and pipes necessary to fight post-quake conflagrations and there are no plans for providing additional nonpotable sources of water dedicated exclusively to firefightering. 15 neighborhoods are at high risk of deaf straiting lost of
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lives or property because they are do not have the backbone in place today. the city is wasting valuable time and resources by approving piecemeal projects with no city wide strategy. rather than building out the original design to maximize fire suppression in the richmond and sunset districts, a decision has been made to experiment with an untried proposal for post-quake firefightering to use only the potable water stored in the north basin of the sunset reservoir. the hope is that the number of fires will not be greater than the ability of the reservoir's 90 millions of water to extinguish. the hope is the basin can be refilled in 24 hours from hetch hetchy. the hope is that the basin will not fail if hope is that the earthquake won't happen now. the disaster council is empowered to develop a plan for any emergency. there must be unlimited access
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to the supply of nonpotable water from the oceans to firefighter fires and enough potable water are and if the sunset reservoir is to be used for trierthing in catastrophic tns whoa drinking water and you must require the citied a he dunn dant purposes -- has redundant purposes. the same danger to the seawall endangers every single neighborhood, especially the areas who have waited 107 years for the auxiliary system to finally come to their aid. today i am asking to convene an auxiliary water supply finance the agreement to complete the extension of the awwss and this
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work can k be prioritized as equally important to the welfare of the city as is the seawall. it is unconscionable not to have the critical infrastructure with unlimited water in every part of pedestrian the city is fully prepared to fight the post-earthquake fire. thank you for considering my comment. >> thank you very much for your comments. >> and the highest regard for mr. strong and my trust with him, but i need your advice. thank you. >> thank you. is there any other public comment? seeing none, the disaster council is adjourned. see you again in three months, and thank you, all, for participating.
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