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From YouTube: City Council Work Session – August 22, 2023
Description
Regular meeting of the Asheville City Council.
Access the agenda and other meeting materials on the City of Asheville website: https://www.ashevillenc.gov/government/city-council-meeting-materials/
A
Okay,
welcome
to
the
Asheville
city
council
briefing
or
not
briefing
I'm,
sorry,
independent
Review,
Committee
water
outage
report
work
session.
That's
a
mouthful
so
because
this
is
a
work
session,
we
don't
take
public
comment
and
I'm
going
to
turn
it
over
to
the
city
manager.
To
take
us
from
here.
Thank.
B
You
and
good
afternoon,
for
some
of
you
I
know
this
is
your
second
meeting
and
then
we
have
a
third
meeting
later
on
today.
So
appreciate
your
time
and
attention.
What
we
hope
to
do
is
to
provide
you
with
help.
You
receive
it
as
some
good
news
in
terms
of
how
staff
has
responded
to
the
recommendations
from
the
Independent
Review
Committee
that
was
formed
by
Council
in
order
to
assess
the
water
outage
and
to
recommend
some
some
next
steps.
B
So
we
have
been
working
pretty
hard
to
implement,
not
only
the
recommendations
of
the
independent
Review
Committee,
but
also
you
all
may
recall
that
staff
did
and
after
action
report,
and
we
are
also
working
on
those
items
as
well.
As
you
know,
this
is
a
work
session,
so
this
is
about
dialogue.
Discussion.
Please
ask
us
questions.
Hopefully
we'll
have
answers.
B
C
You
Miss
Campbell
good
afternoon,
mayor
members
of
the
council.
We
have
a
lot
of
information
to
cover
today,
as,
as
you
saw,
we've
got
more
than
45
slides.
We've
got
a
number
of
speakers,
so
I'm
going
to
really
just
jump
right
into
it.
If
that
sounds
good
to
everyone,
this
is
the
presentation,
overview
and
I'm
going
to
go
through
the
overview
and
kind
of
introduce
the
speakers
that
you'll
have
come
up
for
each
of
these
items.
C
As
Miss
Campbell
said,
we
want
this
to
be
a
dialogue,
so
this
is
a
work
session
for
you.
We
do
have
a
lot
of
information
to
share
after
each
section,
we'll
have
a
pause
for
questions.
So
if
you
want
to
wait
till
the
presenter
finishes
the
information
and
ask
questions
that
that's
we'll
leave
time
for
that.
If
there's
just
something
that
the
presenter
shares
that
you
want
to
ask
I
think
that's
fine
as
well
just
get
their
attention
and
ask
that
question
again.
C
We
want
to
have
a
dialogue
and
share
the
information
that
the
council
needs
I'm
going
to
hit
the
key
takeaways
I
am
also
going
to
cover
the
IRC
report
overview.
That's
just
going
to
be
a
little
bit
of
background
on
the
report
and
kind
of
what
to
expect
from
that
project
management
approach.
We
have
Beth
beagle
Beth
is
a
business
manager
in
the
fire
department.
C
Beth
is
also
our
project
manager
for
this.
So
this
is
an
item
on
our
organizational
work
plan.
We
are
going
to
take
the
necessary
steps
to
implement
the
recommendations
of
IRC
again
happy
to
have
Beth
here,
sharing
this
information
on
that
then
we'll
get
into
the
subcommittee
areas,
as
you
remember,
the
IRC
Brokenness
subcommittee.
So
when
we
discussed
the
recommendations
from
the
water
system
operations
subcommittee,
we've
got
a
number
of
speakers
here
from
the
water
department.
We
have
David
Melton
director
of
Water
Resources
I
know
you
know
David.
D
C
I'm
going
to
quit
looking
back,
if
you
can
just
acknowledge
when
you're
introduced,
we
have
Bill
Hart
here
today,
who
is
the
Water
Production
division
manager
for
Water
Resources?
We
also
have
Chad
Pierce,
who
is
our
Engineering
Services
division
manager
for
Water
Resources,
and
then
we're
going
to
move
on
after
that
section
to
emergency
response.
C
We
have
Chief
Jeremy
Knighton
here
Jeremy
is
our
Emergency
Management
division
chief
for
the
fire
department
very
actually
spoke
at
environment
and
safety
earlier
today,
so
this
will
be
for
some
of
your
second
time
to
interact
with
Jeremy
I
also
want
to
recognize
chief
bazinski
chief
bazinski
is
our
interim
fire
chief
he's
here
as
well,
and
then
finally,
we're
going
to
cover
Communications
recommendations,
and
we
have
dawa
hitch
here.
Who
is
our
community
of
public
engagement
director?
C
So,
as
Deborah
said,
I
think
we've
got
a
great
lineup
today,
a
lot
of
staff
brain
power
in
the
room,
so
I'm
excited
about
that
and
I'm
going
to
jump
right
in
for
our
key
takeaways.
First,
we
want
to
again
recognize
and
and
from
a
staff
perspective,
provide
our
appreciation
to
the
independent
Review
Committee
for
their
work.
They
were
able
to
assemble
a
lot
of
information
and
some
very
good
recommendations
in
a
short
period
of
time.
C
I
also
want
to
recognize
our
interdepartmental
team,
many
of
whom
are
sitting
behind
me
right
now.
They
spearheaded
this
effort
led
by
the
Asheville
Fire
Department,
and
we've
developed
this
team
to
not
only
provide
responses
and
action
steps
to
the
IRC
recommendations,
but
also
make
sure
we
implement
this.
These
recommendations
moving
forward
as
an
organization,
many
of
the
items
are
already
underway
that
were
included
in
the
IRC
recommendations,
we'll
cover
some
of
those
today.
C
A
big
part
of
the
emergency
response
conversation
today
is
going
to
be
related
to
our
work
on
the
update
of
the
Emergency
Operations
plan
that
is
currently
underway
and
is
scheduled
to
be
before
Council
for
adoption
in
the
fall
of
this
year
and
again,
that's
been
a
document,
a
framework
really
not
just
for
the
city
organization,
but
it'll,
be
a
framework
for
the
community
to
be
more
resilient.
C
Not
only
in
how
we
respond
to
emergency
emergency
situations,
but
how
we
prepare
and
recover
from
those
as
well
so
really
excited
to
share
some
of
that
information
today
and
then.
Finally,
a
key
takeaway
is:
we've
done
a
lot
of
work
so
far,
there's
more
to
be
done.
Some
of
that
work
will
have
to
work
through
our
typical
prioritization
process,
so
that
includes
you
know:
mobilizing
staff
resources
to
complete
items,
as
well
as
continuing
to
make
budget
requests
for
capital
projects
and
other
things
through
our
normal
budget
process.
C
So
real
quickly,
IRC
report
overview
after
the
water
outage
event,
city
council
formed
and
appointed
an
IRC
on
January
24th
2023.
You
asked
them
to
provide
a
comprehensive
account
of
the
water
outage,
an
assessment
of
the
city's
response
and
the
needed
infrastructure
and
procedural
enhancements
moving
forward.
I
think
the
committee
did
that
very
successfully.
That's
all
included
in
their
report.
Their
first
meeting
was
in
February.
C
They
broke
into
the
three
subcommittees
and
they
had
a
report
back
to
you
in
June
of
this
year,
which
they
came
and
presented
that
so
that's
a
very
quick
turnaround
for
a
lot
of
information.
From
that
committee
again
just
want
to
recognize
the
committee
members
who
did
that
work
on
behalf
of
city
council
and
as
I
said
earlier,
our
kind
of
theme
today
is
going
to
be
to
work
through
those
subcommittees
that
they
formed.
C
So
the
report
itself
you've
had
time
to
review
that
as
well
as
the
community.
So
I
won't
spend
a
lot
of
time
on
this,
but
I'll
just
recognize
that
the
report
included
an
overview
as
they
were
asked
to
do,
but
also
information
about
the
water
production
and
distribution
system,
including
height
or
two
hydraulic
modeling
reports
that
were
attached
to
the
end
of
the
report.
But
in
summary
that
report
basically
developed
a
total
of
37
recommendations.
C
We
don't
have
time
to
do
37
today.
That
would
be
a
lot
to
get
through.
However,
what
we
do
want
to
do
is
focus
on
11
key
recommendations
from
the
report
and
that's
what
these
presenters
are
going
to
cover
as
they
come
up
at
the
end
of
the
work
session.
We'll,
hopefully
have
some
time
if,
if
there's
a
recommendation
that
we
missed
or
didn't
cover,
you're
welcome
to
ask
that,
and
we
can
try
to
cover
that.
But
again
we
tried
to
to
hit
on
what
we
believe
are
the
key
recommendations
from
the
report.
C
But
just
to
reiterate,
we
do
have
response
information
to
all
the
recommendations
included
in
the
Matrix
and
the
other
thing
we're
going
to
talk
a
little
bit
about
today
is
some
of
the
other
things
that
are
happening
as
well.
To
make
sure
our
water
system
is
more
resilient
as
we
move
back
into
the
winter
months.
C
E
I'd
just
like
to
take
a
few
minutes
to
outline
what
we've
been
doing
since
we've
received
the
report
because
of
the
importance
and
complexity
of
this
project,
we
have
added
it
to
our
organizational
work
plan.
All
that
means
is
that
we
will
intentionally
prioritize
the
plan
review
it
as
well
as
provide
updates
to
the
city,
council
and
the
community.
E
So
for
that
first
step
we
created
a
project
management
team,
so
that
includes
myself
as
the
project
manager,
representatives
from
the
city,
manager's
office,
the
water
department,
Communications
and
public
engagement
and
the
fire
department.
So
with
that
team,
we
work
through
our
process
to
identify
the
tasks
needed
to
complete
this
project.
So
we
started
with
a
thorough
review
of
the
IRC
report
and
the
recommendations.
E
And,
of
course,
as
I
mentioned,
we
will
provide
regular
reporting
to
the
city
council
and
the
community
as
we
progress
through
this
project
for
that
last
bullet,
Chief,
Jeremy
Knight
and
will
cover
Emergency
Management
and
those
recommendations,
but
I
wanted
to
set
this
stage
for
a
continuous
city-wide
approach
to
preparedness.
E
So
what
you
have
up
there
on
the
screen
is
FEMA's
poeti
approach
to
our
preparedness
cycle.
So
this
is
the
approach
to
evaluate
and
improve
our
preparedness.
So
this
is
the
lens
through
which
the
project
team
looked
through
every
single
one
of
the
recommendations
from
the
Independent
Review
Committee.
E
So
we'd
like
you
to
keep
this
in
mind
as
you
hear
from
each
one
of
our
speakers
today,
as
they
review
those
recommendations,
you
could
directly
tie
each
one
of
our
responses
to
the
recommendations
to
a
step
in
this
process
so,
for
example,
evaluate
and
approve,
so
the
recommendations
that
we
receive
from
the
Independent
Review
Committee.
They
would
directly
tie
to
this
step
for
planning
our
Emergency
Operations
plan
would
fit
in
this
step
so
exercise.
There
was
an
actual
recommendation
for
the
water
department
to
hold
tabletop
exercises.
E
For
this
exact
instance,
that's
exercise,
so
you
can
see
how
the
flow
of
this
all
fits
through
our
response
to
any
sort
of
emergency.
So
when
all
these
steps
come
together,
they
are
rooted
in
this
preparedness
cycle.
This
is
our
Rhythm.
Whenever
there's
an
incident,
how
we
will
respond
and
react
to
it
operating
in
this
Rhythm
leads
to
a
constant
flow
of
continuous
Improvement
and
resilience
and
again
we'd.
Ask
that
you
keep
this
in
the
back
of
your
mind
as
we
go
through
all
the
recommendations
and
our
response
to
this
incident.
E
F
Staff
had
looked
for
the
closed
by
off
previously,
but
were
unable
to
find
and
locate
the
valve
conditions
of
the
outage
actually
made.
The
location
involve
more
apparent
and
staff
was
that
able
to
locate
the
valve
during
the
during
the
outage.
The
current
valve
program
log
sheet
process
has
been
updated
to
a
more
user-friendly
online
version,
that's
easier
to
access
update
and
it's
made
the
whole
process
more
streamlined.
F
The
water
system
includes
a
total
of
plus
or
minus
20
000
valves.
Approximately
5
500
of
these
valves
are
16
inch
and
larger
valves
are
commonly
used
to
isolate
substance
of
a
water
system,
direct
the
flow
of
water
and
control
pressure.
So
that's
some
of
the
uses
that
we
we
use.
The
valves
for
and
valves
can
often
be
difficult
to
locate
for
a
variety
of
reasons.
They
can
be
overgrown
with
vegetation.
They
can
get
covered
up
with
dirt
debris
they
can
even
get
paved
over.
F
F
Also
during
the
the
budget
process
for
this
physical
year,
FY
24,
we
were
approved
for
five
new
positions
in
the
boat
and
we're
able
to
establish
or
re-establish
or
re-staff
our
ongoing
valve
grade.
So
this
this
is
going
to
be
a
big
help
in
this
effort,
we'll
be
able
to
dedicate
people
to
do
it
and
do
nothing,
but
but
what
we
call
grit
for
vile.
So
our
GIS
system
is
broke
up
into
different
grids
number
grid,
which
is
used
for
the
valve
grading
program.
F
Water
Resources
has
been
begin
to
process
of
reaching
out,
which
is
one
of
the
recommendations
to
contractors.
So,
while
we're
on
boarding
these
new,
these
new
staff
members
and
getting
them
trained
up,
we
can
kind
of
kick
start
the
valve
Assessment
program.
Through
this
process,
we've
got
some
budget
estimates.
I
guess
is
a
way
to
put
that
back
to
figure
out
where,
where
it
fits
in
the
budget,
what
we
can
afford
and
what
we
can
do
with
these
five
hundred
thousand
or
16
inch
and
larger.
F
The
assessment
will
access
records.
Of
course,
as
I
mentioned
record
valve
16
inches
larger
again
to
determine
the
condition
position,
GPS
coordinates
and
other
operational
observations,
and
we
have
the
timeline
here
then
the
August
to
come
up
with
those
estimates
and
for
the
new
employees
fall
of
2023
on
on
board
this
new
staff
for
the
dedicated
valve
crew
and
switch
into
the
Ami
recommendation.
F
F
F
We
have
a
timeline
here
for
2023:
I've
existed,
be
more
active
in
Water
Production
activities
and
initiatives
and
FY
25
budget
requests,
as
I
mentioned,
for
an
additional
Water
Production
side.
Professional
engineer
at
this
point
I'll
be
happy
to
answer
any
questions.
Take
a
pause,
if
not
I'm,
going
to
turn
the
presentation
over
to
Water
Resources
Division
production,
division
manager,
Bill
Hart,
I.
F
G
It
really
doesn't
relate
to
anything
that
you
mentioned,
but
it's
just
a
curiosity
that
I've
had
when
we
look
through
the
report.
We
see
that
the
problems
started
with
the
Mills
River
treatment
plant,
but
I
haven't
seen
any
suggestions
about
what
could
have
been
done
to
prevent
the
very
first
thing
that
led
to
all
of
the
rest
can.
G
F
B
If
I
could
we
did
as
part
of
the
after
action
report,
we
did.
We
spend
a
whole
lot
of
time
on
identifying
the
concerns
and
the
issues
with
Mills,
River
I.
Think
Miss
Mosley
is
asking
for
an
explanation
of
generally
what
happened
and
if
you
can
identify
a
couple
of
things
and
then
bill
can
back
clean
up.
F
B
G
D
Okay,
this
is
my
first
time
in
front
of
council
and
I'm,
probably
going
to
step
on
my
word
somewhat.
My
name
is
Bill
Hart
and
I
am
the
Water
Production
division
manager?
It's
a
good
question.
So
the
things
that
happened
out
at
Mills
River
were
related
to
cold
and
some
of
the
processes
that
are
out
there.
D
We
do
have
that
in
the
after
action
report.
I
was
going
to
speak
to
that
towards
the
end.
So
when
we
get
to
that
part,
you
know,
hopefully,
we've
answered
all
the
questions,
but
if
there's
something
that
comes
up,
please
feel
free
to
ask
the
valving
on
the
outside
for
the
filters
for
the
inlet
and
the
drain
valves
for
two
of
those
filters
froze
solid
okay,
they
have
what's
called
an
actuator
and
I,
don't
want
to
talk
down
to
y'all.
D
So
if
there's
something
that
you'd
like
a
further
explanation
on,
please
ask,
but
the
actuator
is
basically
a
motor
driven
gearbox
that
opens
or
closes
valves
to
allow
the
operation
of
those
filters.
So
they
have
an
internal
part,
and
this
particular
type
of
actuator
has
a
dial
that
moves
to
show
the
position
of
a
valve
okay.
That
dial,
because
it
is
movable,
has
seals
in
it
and
over
time
those
Sills
degrade
and
water
is
actually
able
to
get
into
this
actuator
so
of
the
actuators
that
froze
water
had
gotten
into
these
actuators.
D
It
actually
froze
in
place
and
froze
the
gears
to
a
point
where
they
couldn't
be
opened.
Staff
used
boiling
water,
we
used
forced
air
heat
and
it
took
days
to
get
these
thawed
out.
Part
of
the
reason
was
that
the
temperature
was
so
low.
The
wind
was
blowing
so
hard.
It
was
very,
very
difficult
to
get
those
thawed
out.
One
of
the
things
we
did
immediately
after
is
we
called
the
service
provider.
D
They
came,
they
took
those
apart
and
there
had
been
a
large
amount
of
water
that
got
in
a
week
and
a
half
later
after
this
incident,
there
was
still
ice
inside
of
these
actuators,
even
after
we
tried
to
thaw
them
out.
So
we
had
those
cleaned
out.
They
were
repacked
with
grease.
New
seals
were
put
in
to
make
sure
that
that
doesn't
happen
again.
The
supervisor
is
already
set
up
this
company
to
come
back
in
the
first
of
November.
D
They
will
do
this
all
over
again
for
all
of
the
outside
actuators,
to
ensure
there's
no
water
in
place
that
these
can't
freeze.
We've
also
purchased
a
great
deal
of
heat
tape
that
in
an
incident
where
we
hit
low
temperatures,
we
can
put
this
heat
tape
around
these
plug
it
into
an
outlet,
and
it
will
maintain
a
higher
temperature
on
this
equipment.
So.
D
Additionally,
we
had
a
chemical
line.
We
had
aluminum
sulfate
line,
which
is
a
coagulant
which
is
a
very
important
part
of
our
process
that
actually
clogged
up,
and
we
can't
say
exactly
why
it
clogged
up,
but
during
this
period
of
time
it
clogged
up
and
was
not
feeding
into
a
rapid
mix,
which
is
where
we
put
chemicals
in
to
mix
into
our
process.
D
We
went
to
the
Redundant
rapid
mix
and
the
Alum
was
feeding
there,
but
the
caustic
line
had
Frozen
caustic
soda
is
a
chemical
that,
at
approximately
58
degrees,
Fahrenheit,
can
change
states
to
a
jelly-like
substance
and
basically
it
had
Frozen.
So
we
could
feed
caustic
soda
to
one
of
the
rapid
mixes,
but
not
aluminum
sulfate
on
the
other
one.
We
could
feed
aluminum
sulfate,
but
not
costing
that
interrupted
our
process.
D
We
replaced
all
of
those
lines
and
we
now
have
a
great
deal
of
flexible
line
that
can
be
run
in
a
pretty
quick
to
restore
those
feeds.
If
this
would
ever
happen
again,
one
of
the
things
that
we're
going
to
do-
and
we'll
do
this
at
the
first
of
November
as
we're
preparing
for
winter
is,
we
will
replace
all
of
those
chemical
feed
lines
again,
so
we're
making
changes
that,
hopefully,
will
make
us
more
resilient.
D
A
D
So
the
actuator
Replacements
we're
going
to
add
in
a
duck
bank
for
those
chemical
lines
that
come
to
those
flash
mixers
that
will
maintain
a
more
constant
temperature
and
protect
them
from
cold
weather.
We're
replacing
the
switch
gear
for
the
emergency
power
generation
out
there,
which
will
make
that
more
resilient
and
it's
updating
switch
gear.
That's
probably
close
to
20
euros.
20
years
old.
Now
we're
adding
an
additional,
clear
well,
which
is
going
to
add
additional
million
gallons
to
the
storage.
D
It'll,
give
us
a
total
of
a
million
and
a
half
in
storage,
we're
adding
an
additional
raw
water
storage,
which
is
a
off
stream
storage
area
which
provides
enough
water.
If
we
need
to
shut
down
the
intakes
at
the
river
because
of
flooding
or
something
else.
All
of
these
things
are
aimed
directly
at
resilience.
I
D
I
So
so
what
I
was
hearing
with
you
know
we
had
the
recommendations
around
the
engineering
Division
and
how
the
just
the
technical
rigor
of
having
PES
can
really
fortify
our
Water
Production
even
further,
and
so
the
question
I
had
is
I,
see
that
you're
looking
to
add
another
position,
you're
already
integrating
some
of
our
existing
positions,
Into
Water
Production.
How?
How
does
this
expansion
with
a
new
role
or
the
existing
folks
play
into
the
leadership
in
the
decision-making
team?
I
Because
you
could
add
the
most
junior
junior
ever
and
that
I,
don't
think
would
help
us
get
towards
the
problem.
We
want
someone
who's
strategic,
whose
big
picture
and
very
technically
rigorous
at
the
decision-making
conversations.
I
know
we're
in
the
blurry
of
really
operational
design.
I'm
just
I'd
love
to
hear
a
little
bit
more
about
how
that
Staffing
strategy
is
playing
into
the
leadership
conversations
sure.
F
F
Sometimes
things
move
around,
but
a
big
piece
of
that
decision
and
then
does
a
lot
of
calculations
and
hydraulic
things
presently,
but
most
of
that
work
with
plans,
review
and
everything
else
is
really
directed
at
the
distribution
system,
more
so
than
the
production
side,
except
for
the
pumps
and
tanks
and
and
that
kind
of
thing
that
regularly
happen
with
this
new
position,
which
we're
pretty
sure
we'll
get
somebody
younger
and
kind
of
train
them
up
in
the
position
that
is
is
currently
here.
That's
recently
received
their
PE,
which
was
fantastic
news.
F
A
big
part
of
that
is
helping
with
rfqs
rfps
President,
putting
together
the
front
end
parts
of
the
paperwork
to
get
projects
moving
and
get
projects
done,
plus
plus
the
project
manager.
What
we
do
a
lot
of
now
and
I'll
use
Bill
for
an
example,
because
he's
standing
right
here
is
Bill's
role
is
Water,
Production,
division
manager
and
it's
also
slash
program
manager.
F
F
That's
kind
of
the
plan
and
and
in
reality
I
mean
there's
a
lot
of
federal
funds
out
there
right
now
and
and
recognizing
that-
and
this
is
kind
of
you
know
looking
into
the
future
I
think
it
would
be
tough
to
get
an
experienced
PE,
especially
from
a
consulting
firm,
to
come
to
a
municipality
with
all
the
work.
That's
out
there
now.
G
Can
I
ask
you
something,
and
it's
not
really
a
question,
but
just
so
I
can
make
sure
that
I
heard
what
I
think
I
heard
you
say.
Okay
members
of
the
community
have
asked
me
or
have
spoken
about
how
Hazen
let
water
know
X
number
of
years
ago
that
there
is
a
valve
closed
somewhere
in
the
system.
G
F
Kind
of
plays
into
it
in
this
particular
valve
staff
was
directed
to
the
West,
which
is
our
we've
got.
The
system
split
up
into
four
districts
is
Southwest.
North
and
east
South
staff
were
looking
in
the
West
District
for
this,
because
we
were
having
trouble
West
getting
getting
water
at
certain
points
and
times
to
our
Western
Buncombe
County
tanks.
F
The
valve
actually
ended
up
being
the
North
District,
still
still
on
the
same
line,
and
the
other
thing
that
that
kind
of
adds
to
the
difficulty
in
finding
that
if
you've
got
a
valve
off
and
somebody's
out
of
water,
it's
pretty
easy
to
find
pretty
quick
and
then
that's
kind
of
what
happened.
Because.
G
F
Don't
think
it
would
have
helped
anybody
in
the
South
that
that
transmission
line
is
is
basically
the
name
of
it
when
it
was,
the
project
was
done.
Was
the
West
Asheville
connector,
so
I?
Don't
think
it
would
have
made
a
great
deal
of
difference
to
the
South
and
even
in
the
West-
and
this
is
you
know,
we're
eight
months
or
almost
nine
months
removed
from
this.
F
So
a
lot
of
time
to
think
and
a
lot
of
information
we
had
breaks
before
we
got
to
that
valve,
which
had
to
be
fixed
before
technically,
we
could
open
that
valve
up
or
we
might
have
had
so.
It
was.
H
D
One
other
thing,
I
want
to
add
to
the
question
regarding
Mills
River,
I
developed,
an
sop
to
address
cold
weather
situations
and
preparation
for
cold
weather,
and
basically
all
of
my
supervisors
for
all
of
our
assets
will
be
looking
at
that
asset.
They
will
be
looking
at
what
the
vulnerabilities
there
are.
What
are
the
results
of
a
failure?
How
can
we
avoid
it?
What's
the
backup
we're
looking
at
that
for
all
of
our
assets,
so
that
we've
established
a
plan
and
we
have
a
plan
of
action
moving
forward?
Were
we
to
have
a
failure?
D
So
that's
kind
of
the
other
part
of
that
all
right
was
there
anything
else.
D
All
right,
I
don't
like
acronyms,
but
the
East
Asheville
boots
booster
Pump
Station-
and
this
is
really
important-
was
not
available
during
this
outage.
It
wasn't
that
we
chose
not
to
run
it.
It's
that
it
was
not
available.
This
pump
station
was
taken
offline
in
2010
due
to
the
failure
in
the
plcs
that
controlled
the
variable
frequency
drives,
and
let
me
explain
this
if
you're
not
aware
of
what
a
variable
frequency
drive
and
I
really
wouldn't
expect
you
to
be.
D
These
pump
systems
have
a
computer
that
watches
a
certain
point
and
basically
they
were
operating
from
pressure.
It
watches
that
pressure
and
if
the
pressure
goes
up
or
down,
it
sends
a
signal
to
this
pump
in
this
motor
combination,
and
this
vfd
can
ramp
up,
which
means
it
can
make
more
water
or
it
can
go
down
to
make
less
water
depending
on
what
the
pressure
needs
are.
So
basically,
there
was
a
failure
in
that
system.
D
This
failure
basically
could
not
be
restored
by
our
staff.
We
had
outside
contractors
come
in
and
the
programming
could
not
be
restored.
This
failure
made
East
Asheville,
booster
Pump,
Station
inoperable
in
either
automatic
or
a
manual
mode.
At
this
point,
management
staff
evaluated
these
dashboard
booster
Pump
Station
at
the
time
and
determined
it
requires
significant
upgrades
and
make
it
operable.
One
of
the
things
I
want
to
make
you
aware
of,
and
it's
important
to
understand,
that
the
infrastructure
Investments
are
continuously
being
made
to
the
system.
D
Our
water
systems
complex
when
you
text,
when
you
technology
and
infrastructure
are
added
staff
must
take
into
account
the
effect
of
the
new
Investments
have
had
on
the
total
system.
This
current
state
knowledge
is
critical
and
prioritizing
the
next
Investments
to
include
in
each
budget
process
and
as
we
identify
needs,
we're
always
driven
by
the
outcome
of
a
delivery,
safe
and
high
quality
water
to
our
customers.
D
Well,
excuse
me
hold
on
there.
We
go
one
of
the
things
we've
been
talking
about
East
Asheville,
and
we
wanted
to
let
you
all
see
exactly
where
that
is
in
the
system.
D
This
booster
Pump
Station
was
built
in
1993
and
at
that
time
the
only
two
plants
we
had
in
our
system
were
the
William
debrew
and
North
Fork
water
treatment
plants,
which
you
see
in
the
upper
right
there.
Those
two
treatment
plants
fed
the
entire
system,
all
the
way
to
the
furthest,
extents
in
the
South
now
and
UC
Mills
River
treatment
plant
at
the
very
bottom
center
of
the
screen
that
was
put
in
place
in
1999.
Once
it
was
put
in
place,
we
were
able
to
start
feeding
water
into
the
system
from
the
south.
D
At
that
time
they
actually
took
the
William
The
Brew
plant
back
offline,
so
we
were
running
the
Norfolk
plant
and
the
Mills
River
plant
I
think
it's
important
that
you
see
kind
of
where
these
things
were
and
what
the
attention
was.
The
East
Asheville
booster
Pump
Station
was
intended
to
be
able
to
boost
those
pressures
into
that
system.
D
Okay,
one
of
the
things
I
want
to
make
you
all
aware
of
is
that
the
city
does
support
the
IRC
recommendation
for
the
preliminary
engineering
report
at
the
East
Asheville
booster
Pump
Station
Water
Resource
Department
is
going
to
evaluate
budget
developer
requests
for
qualifications
for
Consulting
Engineers,
and
it
may
require
up
to
18
months
to
complete
the
preliminary
engineering
report
and
the
process
to
put
our
fq
out
get
people
in
provide
them
with
the
information
they
need.
So
they
can
write
up.
D
Their
proposal
sometimes
can
be
lengthy
once
they
actually
are
contracted
and
they
get
on
board.
There's
a
lot
of
information
they're
going
to
have
to
review,
to
make
sure
that
they
understand
the
system
and
they
understand
really
the
questions.
We're
asking
the
preliminary
engine
engineering
report
evaluation
will
include
an
assessment
of
the
facility,
its
location,
its
operational
structure
and
Equipment
sizing
and
the
potential
impacts
or
benefits
of
returning
it
to
service.
D
G
B
D
Okay,
that's
right!
So
you
know
the
thing
to
think
about
is
this
station
was
engineered
before
1993.
It
was
actually
put
into
effect
in
1993..
This
system
has
changed
dramatically
in
that
time
and
I
would
say
significantly.
We
would
want
to
make
sure
that
any
actions
we
take
are
the
right
actions
because
we're
looking
at
the
next
20
years.
We
want
to
make
sure
that
again,
not
only
is
it
in
the
right
location,
will
it
do
what
it's
supposed
to
do?
Does
it
have
the
right
equipment?
D
Is
that
equipment
size
correctly,
putting
it
back
online,
even
if
that
were
possible?
Now
I
wouldn't
want
to
do
that
without
having
this
study
in
place
to
make
sure
that
we
didn't
damage
or
cause
more
problems
than
we
hope
to
to
cure.
I
Study
would
tell
us
things
like
it
would
do
detailed
engineering
to
understand
how
this
would
impact
distribution
around
it.
It
would
understand
about
like
what
current
equipment
is
there,
that
was
in
built
in
1993
and
if
there's
refurbishing
or
new
equipment
that
needs
to
be
purchased,
because
this
is
ultimately
like
a
car
that
we
haven't
used
in
10
years
and.
D
I
Need
to
understand
if
stuff
has
deteriorated
or
if
equipment
is
outdated,
so
the
study
itself
would
look
at
the
technical
specifications
of
the
equipment,
see
if
there's
replacement
needs
and
then
probably
say,
here's
the
price
tag
and
here's
the
benefit
to
the
system.
So
it
would
do
a
lot
of
the
analysis
and
then
kind
of
the
feasibility
and
cost
benefit
of
what
this
would
do
to
the
system.
Exactly.
D
Okay,
it's
it's
also
going
to
look
at
what
the
current
flow
needs
are.
What
does
this
system
need?
Pressure
wise
when
we
talk
about
this
system
being
complex
and
I
know?
Y'all
have
heard
this
many
times
due
to
the
elevations
here,
the
way
the
water
moves
in
the
system
and
the
changes
to
the
distribution
system.
We
would
want
to
have
a
full
understanding
of
that
before
we
even
and
anybody
who
came
in
to
do
this
engineering
would
require
that
before
they
could
even
say
you
should
put
X
Y
or
Z
in
place
here.
D
D
Additionally,
we
conducted
a
root
cause
analysis
of
the
water
outage
and
event
and
implemented
actions
for
improvement.
Those
are
included
in
the
package.
I
think
that
you've
all
received
the
talk
we've
done
about
Mills
River
was
one
of
the
root
cause
analysis
where
we
went
in
and
we
identified
the
things
that
we've
just
talked
about
we're
going
to
continue
we're
going
to
continue
to
evaluate
and
the
improvements
to
the
water
plants
infrastructure.
D
D
The
other
thing
that
we're
doing
the
EPA
required
emergency
response
plan.
Erp
has
been
updated,
supervisory
and
support
level
staff
have
all
completed,
FEMA's,
instant
command
system,
training
for
levels,
100
and
200.
A
lot
of
us
have
already
done
700
and
800
as
well,
and
Water
Resource
Department
maintains
and
we're.
Actually,
we
have
an
annual
training
calorie
count
calendar,
but
we're
going
to
be
doing
tabletop
exercises
quarterly
to
make
sure
that
we
have
a
good
handle
on
this.
People
know
what
their
positions
are,
what
their
responsibilities
are.
D
The
other
thing
that
we
did
as
part
of
this
as
we
reviewed
and
updated
our
equipment
list
that
can
be
supplied
through
contractors.
During
this
outage,
I
needed
a
pump
I
had
to
write
up
a
pump
specification,
I
had
to
get
it
out.
Unfortunately,
fortunately,
our
purchasing
Department's
amazing
I
gave
them
a
spec.
We
looked
at
the
rental
agreements
we
had
in
place.
They
made
a
pump
happen,
so
we
are
basically
speeding
this
process
up
by
already
having
specs
written.
We
know
who
has
those
in
the
state.
D
We
know
how
to
reach
out
to
them
and
we
have
those
contacts
in
a
lot
of
cases.
We
already
have
contracts
with
them,
so
we've
made
sure
to
verify
that
any
necessary
equipment
is
listed,
including
the
specifications
and,
like
I,
said,
we've
determined,
which
vendors
have
specific
available
equipment
that
they
can
provide
to
us.
The
pump
I
asked
for
came
from
Charlotte
I
requested
it.
One
day
I
had
it
back
the
next
day
and
we
were
pumping.
J
For
the
first
time
present
empty
Council.
Thank
you.
I
appreciate
your
steadiness
and
your
getting
direct
to
the
issues.
I
am
a
little
nervous
about
what
I
heard
about
the
timeline
of
November.
We've
had
some
pretty
extreme
temperature
changes,
we've
had
mild
Winters
we've
had
early
Winters
show
up
and
also
sometimes
the
November
things
get
like
moving
into
the
year
end
and
holiday
season.
Is
there
a
reason
to
wait
until
November
for
some
of
those
steps.
D
So,
as
far
as
the
actuators
and
having
a
service
provider
come
out,
we
had
that
done.
Last
year
we
did
put
in
new
seals
and
new
Grease
the
provider.
At
the
time
actually
told
me
he
said
you
won't
have
to
do
this
again,
we're
going
to
do
it
anyway.
I
feel
like
November.
The
1st
of
November
is
an
adequate
time.
I
don't
expect
any
cold
weather.
That
would
be
substantial
enough
to
take
that
out.
D
D
Were
there
any
other
presentations
presentation,
questions
I
told
you
I
was
nervous
all
right.
Thank
you,
I'd
like
to
turn
it
over
to
Jeremy
Knight,
but.
B
This
certainly.
J
B
D
L
Good
afternoon
mayor
members
of
council
Jeremy
knighten
and
division
chief
of
Emergency
Management
for
the
fire
department.
Thank
you
again
for
allowing
me
to
speak,
and
this
is
meant
to
most
folks.
I
guess
heard
me
this
morning.
So
appreciate
that
again.
So
when
we
look
at
the
recommendations
from
the
IRC,
there
were
a
total
of
16
of
those
recommendations.
L
When
we
look
at
those
one
of
the
the
big
things
was
updating
that
Emergency
Operations
plan
continuing
to
work
toward
integrated
preparedness
and
what
preparedness
means
and
how
preparedness
and
resiliency
relate
to
each
other
and
then
developing
that
complexity,
analysis
and
we'll
kind
of
take
a
deep
dive
into
that
as
we
move
forward
toward
the
end
of
the
presentation,
but
those
were
of
the
16
when
we,
when
we
grouped
those
in
and
grouped
them
together.
We
felt
like
that
each
of
these
three
addressed
the
majority
of
the
recommendations
when
it
came
to
our
response.
L
So,
to
kind
of
give
you
a
history
as
a
part
of
the
physical
year
2023
you
all
provided,
and
we
had
initiated
the
project
for
updating
our
Emergency
Operations
plan,
as
well
as
our
continuity
of
operations
plan.
Those
plans
were
funded
and
supported
by
city
council
to
build
neighborhood
resilience.
Ultimately,
we
all
know
that
disasters
and
incidents
occur.
There's
two
things
in
common
with
each
they
begin
locally
and
they
end
locally,
no
matter
how
bad
they
get
in
between.
L
So
building
that
neighborhood
resilience
is
the
foundational
element
to
these
plans
and
what
we
hope
to
provide
the
previous
versions
were
a
little
outdated.
We
had
learned
a
lot
since
2008
we've
experienced
several
high-impact
disasters,
as
well
as
the
obviously
the
pandemic,
which
is
most
fresh
on
everyone's
mind.
L
So
when
we
look
at
those
just
to
kind
of
review,
the
Emergency
Operations
plan
does
provide
that
framework
for
how
we
prepare
respond
and
recover
from
a
disaster
or
incident
the
continuity
of
operations
plan.
It
is
discusses
and
provides
that
framework
for
how
we
continue
to
provide
those
essential
functions.
While
we
are
experiencing
impact
ourselves,
not
just
local
to
Asheville
but
in
Western
North
Carolina
as
well
and
then
enables
it
enables
a
successful
implementation
of
the
Emergency
Operations
plan
for
us
to
be
resilient.
L
We
have
to
build
that
bench
strength,
and
so
our
continuity
plan
ensures
that
we
have
the
bench
strength.
We
have
the
trained
professionals
that
can
step
up
and
then
we
are
able
to
continue
to
prioritize
and
provide
that
service
when
we
are
at
our
at
our
worst
to
be
honest
with
you
and
and
kind
of
the
foundational
element
and
the
reason
that
it
that
it's
supporting
both
of
these
is
that
continuous
Community
engagement.
L
Many
of
you
have
heard
me,
come
around
and
speak
and
offer
invitations
and
talk
and
having
great
dialogue
with
many
of
the
committees,
as
well
as
a
lot
of
our
partners,
which
I'll
talk
about
a
little
later
but
again
leveraging
those
existing
groups
that
we
have.
We
produce
a
survey
using
the
equity
lens
to
ensure
that
all
of
our
community
is
incorporated
in
this
plan
and
and
can
see
the
the
results
of
that
framework
that
we're
going
to
provide.
L
But
we
will
also
promote
that
personal
resilience
again
beginning
at
the
home
inside
that
home
the
neighborhood,
and
then
you
know
all
the
way
up
that
that,
if
we're
prepared
at
home
we're
going
to
be
better
prepared
as
we
move
forward
in
our
community
and
how
we
interact
in
our
community,
so
just
kind
of
a
project
recap
Once
We
had
this.
We
we
produce
a
scope
of
work.
L
So
it
was
a
very,
very
in-depth
assessment
process
to
get
the
to
the
right
teammates
to
move
this
forward.
We
conducted
once
we
kicked
the
project
up
in
January,
we
conducted
basic
Emergency,
Operations
plan,
training
for
all
of
staff
and
all
of
the
team.
That
would
be
the
planning
committee
moving
forward
for
both
the
EOP
and
the
coupe
lots
of
one-on-ones.
L
The
process
that
we
went
through
as
a
collaborative
team
with
all
of
the
city
departments
and
our
leadership
to
get
us
to
that
position
was
really
where
the
value
is
in
this
framework
that
teamwork
I,
cannot
say
enough
about
it
and
would
not
have
been
possible
for
without
the
support
of
our
managers
and
the
leaders
within
our
departments,
we
had
workshops
in
February,
March,
April
and
June
people
devoted
a
whole
day.
To
this
we
had
the
team
was
here
for
a
week.
At
a
time
we
conducted
initial
tabletops
in
May,
we
sent
out
a
survey.
L
We
posted
a
website.
We
had
a
project
page
to
receive
that
Community
engagement,
because
one
of
the
goals
was
when
we
received
the
community
engagement.
We
wanted
to
be
able
to
to
show
and
and
tie
together
how
folks
were
able
to
respond
and
where
their
responses
wound
up
inside
of
the
plan,
and
then
stakeholder
get
engagement
again.
L
Many
of
the
Partnerships
that
we
rely
on,
especially
with
Buncombe
County,
Mission
Health
and
some
of
the
others
that
we
talked
about
here
are
vital
to
this,
and
the
coordination
and
collaboration,
especially
with
Buncombe
County,
was
instrumental
and
we've
had
several
ongoing
meetings
with
them
to
see
how
our
Emergency
Operations
and
their
Emergency
Operations
how
we
can
improve,
but
also
the
many
touch
points
and
the
things
that
we
needed
to
to
to
talk
about
and
and
to
kind
of
maybe
Shore
up.
We
do
have
the
draft
of
plans,
seven
annexes
for
the
different
hazards.
L
L
Are
things
to
think
about
and
things
to
think
about
when,
when
we're
experiencing
these
type
of
disasters
that
are
specific
to
the
hazard,
but
also
specific
to
the
Department,
and
then
with
the
continuity
plan,
each
department
will
have
their
own
Annex
as
well
to
show
how
we
move
forward
and
how
we
continue
to
operate
and
prioritize
service
when
we're
experiencing
some
type
of
impact
from
an
event.
So
the
next
group
we'll
talk
about
is
the
one
of
the
next
steps.
L
Is
that
integrated
preparedness
Workshop
as
I
said
earlier,
we're
going
to
have
the
plans
we've
been
through
this
process.
So
what
does
the
next
steps?
Look
like
and
I
think
to
address
many
of
the
irc's
of
the
16
recommendations
was
training
and
exercise,
so
this
will
be
the
basically
the
calendaring
of
training
and
what
the
next
five
years
looks
like
it's
hard
to
do
that
in
a
vacuum.
L
So
this
is
going
to
include
the
entire
organization
and
we're
going
to
sit
down
for
a
day
and
talk
about
what
that
looks
like
and
how
we
prioritize
and
where
our
vulnerabilities
are
based
upon
our
training
as
it
relates
to
the
plan
and
how
we
Shore
those
up
moving
forward.
And
so
that's
going
to
be
an
iterative
process
that
we
continue.
We're
also
going
to
have
an
elected
officials
guide
and
training.
So
this
will
not
be
the
first
time
that
you
hear
from
me.
L
When
we
talk
about
the
guide,
you
will
have
it'll
be
a
part
of
the
indoctrination
for
new
Council,
but
also
as
the
ongoing
training
as
we
touch
this
every
year,
and
just
in
that
pursuit
of
ongoing
preparedness
and
training
that
the
whole
organization
will
be
going
through
and
then
obviously
we're
very
blessed
with
our
new
Emergency
Operations
Center.
And
so
the
equip
piece
Beth
talked
about
that
poeti
model.
So
we
have
the
plan,
we've
organized
ourselves
through
the
plan
and
now
we've
equipped
through
that
EOC
and
then
the
training
and
the
exercise
will
come
next.
L
So
Emergency
Operations
training
how
we're
going
to
use
the
facility.
How
to
best
share
common
operating
picture
during
an
emergency
with
all
of
the
Departments
and
how
to
make
sure
we
maximize
our
situational
awareness
and
then
the
Pacific
position,
specific
training,
and
that
relates
to
the
positions
that
will
be
filled
during
the
Emergency
Operations
Center
Jeremy.
L
Yes,
it's
actually
M
Broadway,
it's
in
the
top
of
the
fire
station
13s
or
the
Broadway
Public
Safety
station
13.,
it's
on
the
third
floor
up
there
and
we're
looking
we're
very
excited
to
be
moving
in
there,
and
that
will
be.
That
will
be
quite
a
Improvement
and
upgrade
in
the
name
of
situational
awareness
and
common
operating
picture.
We
have
to
have
that
facility.
We
have
to
have
the
room.
L
H
L
Okay
right
now,
so
one
of
the
things
we
worked
on
and
again
was
a
part
of
the
the
irc's
recommendation.
Was
our
assessment
of
these
these
incidents
and
and
how
bad
they
could
be
or
what
the
impacts
could
be
and
and
taking
a
look
at
this
from
a
strategic
view.
So
we
sat
down
as
a
part
of
this
planning
workshops
as
a
part
of
this
process.
Many
the
playing
team
offered
input
and
we
basically
established
this
assessment
that
will
assess
complexity
and
based
upon
that
complexity.
L
This
will
allow
us
to
enhance
our
decision,
making
evaluate
impact,
making
sure
that
we
have
that
complex
management
structure
to
manage
the
complex
event
to
make
sure
we're
staffed
appropriately.
To
make
sure
we
have
the
situational
awareness
and
the
common
operator
operating
picture,
we
need
to
to
communicate,
but
to
also
make
those
decisions
as
we
move
forward
and
then
again,
I
can't
overstate
the
importance
of
that
necessary
and
appropriate
structure
for
the
response
coordination
identifies.
L
You
know
how
bad
is
this,
and
what
are
the
impacts
going
to
be?
This
is
specific
to
our
threats
and
our
vulnerabilities,
but
it's
also
not
specific
to
the
city
of
Asheville,
because
we
recognize
that
it's
many
times.
We
are
impacted
by
things
that
are
that
don't
see
jurisdictional
boundaries,
and
so
when
we
talk
about
impact,
it's
you
know
to
Western
North
Carolina
as
a
whole.
So
again
this
complexity,
analysis
kind
of
just
to
briefly
show
you
what
it
is.
It's
a
it's.
Basically,
a
series
of
questions
over
the
top
about.
L
What's
involved,
Who's
involved
the
impact
the
coordination
required,
what
weather
or
environmental
impact
there
might
be,
and
could
there
be
cascading
events?
Is
there
something
we're
hap
that's
happening
now,
but
are
there
going
to
be
concentric
circles
of
impact
that
could
be
happening
in
that
long-range
planning
that
we
need
to
be
staffed
appropriately
for
and
preparing
for
today
and
and
and
not
being,
you
know
not
letting
it
sneak
up
on
us,
so
geographic
area
involved
time
to
meet
incident
objectives.
L
That's
critical
when
we
establish
those
objectives
as
a
part
of
our
Emergency
Operations
plan,
or
is
this
immediate?
Is
this
right
now
and
having
that
sense
of
urgency
will
enable
us
to
be
more
proactive,
moving
forward
and
again,
there's
lots
of
training
and
lots
of
things
that
are
going
to
happen
with
this.
But
we've
we've
already
used
this
a
few
times
for
incidents
that
weren't
of
any
significance
that
really
allowed
us
to
vet
this
process,
and
so
what
I
mean
by
that
is
essentially,
this
Matrix
provides
a
score.
L
So
when
you
look
at
the
score,
the
score
drives
the
level
of
activation
or
our
level
of
response,
and
so
the
lowest
level
of
response
is
five,
we're
at
a
five
right
now,
which
is
we're
constantly
monitoring,
situational
awareness.
Nothing
is
happening,
but
when
something
happens,
the
at
the
department
director
level
and
that
strategic
leadership
group
will
perform
this
complexity
analysis
and
we
will
begin
our
coordination
and
that
coordination
are
those
activation
levels
So
based
upon
the
score
moving
forward
and
when
it
becomes
really
bad
at
the
higher
the
score.
L
Levels
are
kind
of
pictured
here
and
what
you'll
see,
and
even
in
the
IRSC
recommendations,
one
of
the
things
was:
it
talked
about
ICS
incident
command
system
and
the
national
Incident
Management
System
several
times,
and
so
that's
exactly
what
we're
doing
here.
L
So
when
we
look
at
the
planning
section
cheap,
that
is
a
Nims
term,
that's
an
ICS
term
when
we
look
at
as
the
as
the
complexity
increases,
so
does
our
level
of
activation,
and
what
that
response
looks
like
and
having
this
pre-planned,
like
this
being
able
to
exercise
and
train
on
this
plan,
obviously
will
allow
us
to
be
more
proactive.
This
is
not
something
we're
waiting
on
to
have
the
documents
in
hand
to
enact
this
is
live
and
active
right.
Now
we
have
put
in
the
work
we
vetted
this.
Will
there
be
changes
to
it?
L
H
L
Piece
in
this,
and
so
the
things
that
we're
doing
to
update
and
the
continuous
Improvement
can
all
be
captured
in
this,
so
that
right
now
this
is
live
and
we're
ready
to
go
with
this.
But
and
this
kind
of
breaks
this
down.
As
far
as
who
and
and
what
responsibilities
are
there
and
how
that
looks.
As
far
as
Staffing
goes
in
the
Emergency
Operations
Center
and.
I
This
incident
complexity
analysis
is
new
through
the
process
we've
been
going
through
this
year.
This
is
amazing.
This
is
really
I
feel
like
this
is
such
a
good
tool
to
manage
how
many
different
things
could
happen
and
is
really
thoughtful,
and
strategic
and
I'm
really
thankful
for
the
work
y'all
have
put
into
it
again.
I
just
feel
so
grateful
that
the
update
to
these
plans
happened
to
coincide
with
this
really
scary.
Emergency
we
had
with
water
I
would
have
hate
to
have
to
wait
a
couple
budget
Cycles
to
get
here.
I
So
I'm
really
glad
we're
here
and
I
think
this
will
be
a
really
phenomenal
tool
to
guide
who's
in
the
room
when
how
we
get
those
roles,
because
I
think
that
role
confusion.
We
don't
have
time
for
that
in
emergency,
so
I
I'm
excited
to
see
this
work.
G
B
L
B
L
B
G
Question,
oh
I'm.
Sorry,
no
so
I
do
have
questions
specifically
related
to
this,
even
outside
of
the
emergency
aspect
of
it
and
I'm
wondering
if
we'd
consider
Brad
having
training
for
us
as
it
relates
to
where
we're
supposed
to
be,
where
we're
not
supposed
to
be
because
much
was
made
of
some
council
members
knowing
things
before
and
I
still,
don't
know,
frankly
how
that
happened
and
are
we
supposed
to
learn
of
an
emergency
from
you
or
from
the
mayor
or
how
it's
decided
who
goes.
B
A
I
think
that
peace
for
us
is
very
critical.
Here's.
My
question,
though,
for
you
Jeremy,
you
were
terrific
in
this
incident.
What
happened
here
you
know
I,
you
know.
Obviously
we
we
have
a
lot.
A
We
we
have
a
lot
of
ground
to
gain
on
Communications
I
learned
about
this
from
WLOS
and
I
came
down
to
city
hall,
because
they
wanted
to
interview
me
and
I
needed
to
know
what
to
talk
about
and
that's
how
it
it
got
rolling
and
I
saw
your
involvement,
but
one
of
the
the
challenges
that
seemed
very
apparent
to
me
in
the
emergency.
The
coordinated
emergency
response
was
the
subjective
nature
of
the
decision
making.
A
So
I
thought
right
away
that
a
county-wide
emergency
response
had
been
triggered
and
there
were
people
somewhere
across
the
county
talking
about
how
the
risk,
how
to
coordinate
an
emergency
response
piece
of
it,
but
that
didn't
actually
turn
you
know.
My
assumption
was
wrong
when
I
got
a
call
from
the
county
manager,
three
or
four
days
into
this
incident,
asking
me
about
nursing
homes
that
were
outside
some
outside
the
city
limits
and
some
inside
the
city
limits
and
I
said:
wait.
A
A
second
I
I,
don't
know,
I
thought
you
guys
were
already
LinkedIn,
meaning
the
county
and
you
quickly
jumped
on
that
and
made
phone
calls
and
made
sure
everyone
was
was
addressed
in
that
situation,
but
I
I,
guess
I
didn't
understand,
and
we
had
council
members
who
were
physically
out
there.
Delivering
water
didn't
agree
with
the
decision
not
to
deliver
drinking
water
and
so
we're
doing
it
themselves
so
I.
A
A
The
county
then
decided
to
distribute
water
in
the
West
and,
and
it
was
outside
the
city
limits
so
I
see
I,
see
this
like
in
the
abstract
and
I,
see
the
planning
and
the
the
pieces
to
be
put
together,
and
it
will
be
very
strategic,
but
in
but
in
the
but
in
the
application
of
it.
How
do
you
how
you
know?
A
How
do
you
make
sure
that
we
we
in
the
community,
understand
that
there
is
this
team
and
they
are
making
these
decisions
and
they
are
processing
all
this
information
and
they
are
trying
to
make
the
best
decisions
in
the
moment
and
here's
what
they
are,
and
you
know
so
that
we're
kind
of
I
mean
that's
a
lot
to
hope
for,
but
but
that
was
just
my
sitting
in
my
seat.
Sort
of
it
was
pretty
confusing
at
the
moment
at
the
time.
L
I
think
moving
forward
by
having
these
tools
in
place
and
by
having
the
training
in
place
and
the
understanding
of
roles
and
responsibilities,
communication
procedures
and
that's
why
the
collaboration
has
been
so.
It's
been
great
between
us
and
Buncombe
County,
our
own
departments,
our
whole
organization.
This
is
going
to
define
those
roles
and
responsibilities,
but
it's
going
to
also
help
us
help
you
in
knowing
that
what
the
schedule
is
and
what
are
the
things
that
are
going
on
behind
the
scenes
and
who's
making
the
decisions
and
how
the
decisions
are
made.
L
A
part
of
the
the
EOC
activation
levels
here
and
you'll
see
it
in
different
parts
of
the
training.
Is
that
there's
a
strategic
leadership
group
that
includes
Equity?
That
includes
sustainability,
our
city
manager's
office,
and
they
actually
have
their
own
room
at
the
EOC
and
that's
kind
of
where
those
objectives
get
set
and
and
when
those
objectives
get
set,
then
they
turn
those
objectives
over
to
staff
to
operationalize
those
objectives.
And
so,
by
doing
that
that
allows
our
Communications
folks,
which
now
is
going
to
talk
about
here
in
just
a
second,
to
take
those
objectives.
L
L
I
think
this
kind
of
organizes
us
in
a
way
that,
where
everyone
understands
that
battle,
Rhythm
and
and
to
know
when
those
touch
points
are
with
elected
officials
with
the
media
with
our
partners,
there
are
positions
and
roles
within
that
structure
that
allows
that's
their
job,
that's
the
specific
job
they
have,
and
we
do
have
some
training
ahead
of
us,
but
but
the
group
that
we
have
and
in
coordination
again,
this
complexity
analysis,
that's
not
something
we
we've
just
kept
to
ourselves.
We've
shared
that
we've
had
subject
matter.
L
Didn't
create,
we
took
it
from
a
lot
of
different
versions
of
this
across
the
country.
It
was
in
different
elements,
it
was
started
by
the
forest
service
and
that's
kind
of
how
they.
D
A
A
Know
we're
not.
You
know
we're
we're
over
here
they're
over
here
we're
making
our
independent
decisions
in
the
middle
of
a
Water
Crisis,
and
that
I
didn't
think,
even
at
that
time
that's
kind
of
how
that
was
supposed
to
work.
So
how?
How
will
we?
You
know
I
saw
this
during
covet
and
it
was
amazing,
but
that
was
the
slow
motion
crisis.
If
you
will
I
mean
there
was
time
to
tour
the
EOC
and
to.
A
Players
and
understand
all
the
roles,
and
it
was
you
know
there
was
a
lot
of
time
to
think
through
everything
and
what
everyone
was
to
do
and
say
and
when,
but
how?
How
will
they
be
at
the
table?
You
know
is
that
part
of
this.
L
Analysis
absolutely-
and
so
we
we
talked
about
earlier
today,
that
Mutual
Aid
agreement
and
that
that
local
to
local,
Mutual,
Aid
and
that's
one
of
the
things
we
focused
on
is
we
we're
going
to
be
very
organized
using
our
plan
using
these
activation
levels
and
we
are
gonna
with
the
the
two
goals
in
mind:
common
operating
picture
and
situational
awareness.
L
So
when
we
communicate
with
the
county
they're
expecting
us
to
have
that
common
operating
picture
and
situational
awaren
awareness
that
the
complexity
analysis
will
help
us
to
show
how
bad
is
bad
and
the
organization
will
the
how
we're
organized
and
how
we're
trained
and
the
roles
and
responsibilities
will
tell
us
tell
them
how
they
can
help
us
and
how
we
can
have
access
to
more
resources
and
all
that.
So
that's
that's
all
Incorporated
in
this
and
there's
cooperator
calls
where
we
we're
going
to
be
reaching
out
to
those
Cooperators.
A
So
not
to
just
keep
hammering
you
on
this,
but
you
know
following
this
incident:
I've
had
meetings
with
folks
that
were
on
Deerfield,
which
have
essentially
almost
hospital-like
operations
on
their
campus,
because
they're
providing
care
to
to
people
that
are
almost
like
in
a
hospital
setting,
I'm
saying
with
Givens
and
then
the
various
nursing
homes
and-
and
this
is
just
somewhat
rhetorical,
but
in
terms
of
those
large
operators
in
in
a
crisis
I
would
assume
we
would
develop
better
Communications
from
an
emergency
services
standpoint.
You
know
they
were
sort
of
saying.
A
Is
there
a
way
we
could
all
be
on
a
list
and
we
could
all
be
notified
so
I'm?
Just
you
know
those
were
a
lot
of
the
Lessons
Learned.
In
addition,
you
know
and
I
know
that,
there's
this
tension
of
how
much
should
an
elected
official
be
involved
in
this.
These
incidents
and
the
Emergency
Operating
procedure
talks
about
the
mayor's
involvement.
There's
criticism
about
the
mayor's
involvement,
but
I
get
the
phone
call.
So
I
got
the
phone
call
from
the
governor's
office
saying.
A
How
can
we
help
and
I
wasn't
able
to
communicate
to
the
state
how
how
they
could
help
us
and,
and
so
again,
what
what
would
be
important
is
is
for
this
I
assume
to
Encompass
the
anticipation
of
all
of
that
happening
and
how
and
what
the
role
is
of
the
county,
the
state
non-profits
churches,
you
know
faith-based
organizations
all
those
folks,
I
mean
we
had
a
lot
of
people
reach
out.
A
L
I
I
agree,
and
it's
it's
it's
probably
in
both
houses
right.
We
have
to
know
what
help
looks
like
and
we
have
to
have
that
defined
and
we
have
to
be
able
to
communicate
that,
and
that
is
that
situational
awareness
piece
and
common
operating
picture
and
that's
what
we
we
strive
to
do
so
that
we
can
communicate
that,
and
we
have
that
information
and
there's
an
expectation
of
a
schedule
that
we
follow
a
part
of
the
plan.
L
One
of
the
biggest
things
in
the
plan
is
what
the
schedule
looks
like
for
a
12
hour
operational
period.
So
everyone
knows
what
to
expect
what's
coming
next
and
when
we'll
get
another
update
and
when
we'll
have
something
to
update
as
a
part
of
the
planning
process,
so
I
think
it's
a
I
think
to
answer
your
question
yeah.
All
of
that
is
incorporated,
and
all
of
that
is
is
being
addressed
by
this
within
those
roles
and
responsibilities
and
I
think
the
the
collaboration
between
us
and
accounting
has
been
instrumental
in
in
providing
that
right.
L
It's
expectations,
management
for
both
of
us,
so
that
we
we
have
that
that
unified
approach,
but
we're
also
able
to
to
give
them
the
situational
awareness
they
need,
and
then
them
in
return
for
us
right.
G
I
So
am
I
hearing
like
the
things
that
I'm
hearing
the
mayor
bring
up,
which
I
agree
are
really
important
of
how
we
partner
with
other
agencies
bucket
right
to
me,
I,
look
at
the
activation
levels
and
like
I'm
like
where's
the
bullet
about,
then
we
ramp
up
to
all
our
partners.
I
think
what
I'm,
seeing,
though,
with
the
activation
levels,
is
that
this
is
pretty
internally
focused,
but
that
there
are
other
management
tools
that
you
have
that
help
trigger
when
Partnerships
happen.
L
L
J
Really
helpful,
so
I
have
three
things:
one.
It's
just
like
a
level
setting
in
our.
In
our
briefing
our
memo
about
follow-up
from
Thursday's
meeting,
we
talked
about
Mutual
Aid,
Mutual
Aid
is
a
term
that's
used
from
since
the
1800s
for
people
who
gather
together
when
the
government
fails
them
to
share
resources.
J
So
I
understand
we're
using
the
terminology,
because
it's
the
terminology,
that's
used
at
the
state,
but
I
also
heard
direct
Aid,
which
goes
under
that
same
bucket
and
at
the
same
time
we're
not
activating
our
partners,
which
are
neighborhood
groups,
Faith
communities,
opportunities
for
the
groups
who
do
Mutual
Aid
to
be
partners,
and
in
fact,
I
saw
efforts
to
try
to
get
folks
not
to
do
the
mutual
Aid.
So
what
everyone
would
go
about
to
us
so
first,
we
should
engage
more
of
our
partners
and
our
neighbors
are
our
partners.
J
So
I
think
that
is
missing.
Second
I
heard
a
a
comment
about
concern
that
council
members
had
issues
with
the
way
drinking
water
was
being
delivered.
I'm
going
to
speak
for
myself,
I
learned
a
lot
doing
constituent
services
and
helping
people
flush
toilets
over
the
holidays.
Some
things
that
I
learned.
J
Overlapping
with
the
county
was
happening.
A
lot
and
people
didn't
have
access
to
information.
It
is
one
thing
for
us
to
see
that
this
goes
from
us
to
the
county,
but
another
thing
to
see
that
receipt
checks
back
and
that
we
practice
together
so
that
when
emergency
has
happened,
we're
rehearsed
together.
So
we
play
better
together.
So
I
want
to
know
what
it
looked
like
to
be
operating
from
the
same
sheet
of
music
I.
L
Can
give
you
an
example
of
last
week,
an
example
of
that
so
David
talked
about
or
Bill
talked
about,
Water
Resources
being
required
to
do
exercise,
so
we
actually
had
an
exercise
that
I
participated
in
that
was
facilitated
by
water
resources.
That
included
not
only
Buncombe
County
but
Henderson
County,
and
there
were
several
other
partners
in
the
room
to
to
walk
through
this
exact,
same
exercise
again
and
so
sitting
side
by
side
Us
in
the
county
and
with
our
Water
Resources,
not
only
built
kind
of
improve
the
relationship
built,
the
relationship
maybe
entered.
L
We
were
able
to
introduce
ourselves
to
one
another,
but
also
that
that
response
mechanism
and
what
what
we're,
what
we're
doing
and
what
that
battle
Rhythm
looks
like
so
that's
ongoing
and
it
happened
as
of
last
week.
So
we're
already
starting
that
collaboration
cooperation
to
make
that
exercising
happen,
and
it
was
a
rehearsal,
that's
exactly
what
it
was
where
we
could
provide
input
and
the
Henderson
County
as
well
as
Buncombe
County,
offered
evaluators
for
the
for
the
exercise.
So
it
was
a
really
really.
L
It
didn't
take
very
long.
It
was
a
you
know,
couple
of
hours,
but
was
really
a
great
way
to
capture
progress.
I.
J
Really
appreciate
that
and
I
hope
our
receipts
check
out
the
second
thing
that
I
learned,
delivering
non-potable
water
to
people
to
be
able
to
flush
their
toilets.
That
hadn't
been
able
to
flush
them
for
days
was
that
we
did
fail
at
that
we
were,
we
were
I
was
pointing
folks
back
to
the
fire
department
they're
going
to
deliver
the
drinking
water.
This
is
the
number
to
call
and
we
were
missing
huge
Communications
with
renters,
where
the
messages
were
going
to
the
people
who
own
the
property,
not
the
people
experienced
in
the
water
outage.
J
We
had
overlapping
issues
with
folks
whose
Heat
was
out
because
their
heat
was
provided
by
their
water
pump.
We
had
neighborhoods
where
the
power
was
out
for
a
day
in
Burton
Street,
and
they
were
very
confused.
If
there's
multiple
crisis
is
happening,
were
we
communicating
with
them,
but
the
biggest
one
was
when
I
showed
up
and
the
limitation
of
my
Spanish,
it
was
a
barrier.
How
are
we
making
sure
that
we're
circling
back,
and
so
through
this
proactive
response?
Have
we?
J
What
does
it
look
like
for
us
to
Circle
back
with
our
climate
Justice
initiative
to
make
sure
the
circle
is
complete,
and
so
they
can
tell
us
if
this
is
going
to
work
and
help
to
build
trust,
like
we've
already
done
a
lot
of
that
work,
and
this
is
a
great
example
to
like
when
we're
talking
about
those
Mutual,
Aid
Partners
being
Partners
in
our
governmental
response,
just
making
sure
that
we're
closing
the
loop,
otherwise
we're
going
to
miss
an
opportunity
moving
forward.
So
what
does
that
look
like.
L
So
that's
that's
the
first
piece
of
it,
but
also
I,
think
in
the
objective
setting
by
the
Strategic
leadership
group.
There's
the
you
know,
using
those
objectives
being
not
only
specific,
measurable,
attainable
time
sensitive,
but
also
through
an
equity
lens.
So
when
we
look
at
an
objective
to
operationalize,
it's
embedded
in
the
system
from
the
very
beginning,
the
foundational
elements
have
that.
So
we
have
it
at
the
objective
and
the
Strategic
level,
but
we're
also
going
to
have
it
at
the
operational
level
utilizing
that
map
and
that
resource
to
guide
us
and.
J
That
could
happen
in
the
future,
but
what
I
have
seen
is
that
this
has
sort
of
been
presented
to
business
associations,
but
I
haven't
heard
that
it's
been
presented
to
neighborhoods
that
were
impacted,
so
I
just
want
to
make
sure
that
we're
starting
to
like
make
sure
that
we
check
our
receipts
on
the
things
that
we
say
we're
going
to
do,
because
I
think
you
did
a
great
presentation
at
the
Business
Association.
It
was
very
informative.
L
So
we
we
sent
the
survey
out
in
the
survey
and
then
I
presented
it
a
couple
of
the
different
committees
and
and
there's
an
open
invitation
for
me
to
come
out
and
present,
or
someone
from
our
group
to
come
out
and
present
on
not
only
what
this
looks
like
for
the
community,
but-
and
we
have
a
couple
of
events
coming
up
that
we're
going
to
be
out
there
talking
about
this,
and
so
this
is
an
all
hazards
plan.
Historically,
we've
been
thinking
about
the
fire
department
where
we've
looked
at.
L
You
know
just
fire
prevention,
and
we've
done
a
really
good
job
with
that
everyone
knows
what
stop
drop
and
roll
is
the
one
thing
with
with
the
changes
that
we're
experiencing
now
with
our
climate
and
the
the
hazards
that
exist,
we're
having
to
to
get
that
same
message
and
to
ramp
that
up
so
that
we're
able
to
communicate
that
message
of
you
know
know
your.
H
L
What
are
the
hazards
that
you're
specifically
vulnerable
to
where
you
live
and
how
to
be
more
resilient
and,
and
so
that's
the
we
have
the
framework
now?
This
is
the
plan,
we're
equipping
ourselves
and
organizing
we're
training,
and
then
we're
going
to
you
know
exercise
that
not
only
with
our
preparedness
message,
but
with
our
response.
J
So
learning
from
a
situation
in
Durham
recently
they
had
a
storm
where
some
of
the
major
roads
were
closed
and
the
governmental
response
wasn't
able
to
meet
people,
so
they
had
to
call
on
the
mutual
Aid
response
in
the
neighborhoods.
So
I
wonder
because
we're
part
of
a
contracted,
Mutual,
Aid
response-
that's
what's
called
if
we
might
lead
in
asking
to
not
confuse
language
but
to
call
it
what
it
is,
which
is
a
governmental
response.
I
think
that
it
could
confuse
our
Communications
moving
forward
with
the
public.
So
just
repeating
that
suggestion.
B
L
M
So,
just
to
recap,
the
communications
subcommittee
developed
a
total
of
11
recommendations
and
much
like
you
heard,
with
the
Emergency
Management
portion
of
it,
those
really
folded
into
a
number
of
themes
and
we've
packaged
them.
That
way,
for
this
part
of
the
discussion,
one
of
the
the
first
one
being
the
hiring
of
a
public
information
officer
for
the
Water
Resources
Department,
and
the
second
is
all
about
that
Emergency
Management
protocol
for
communication
and
so
I.
M
Think
in
our
previous
discussion
with
Chief
Knighton,
we
saw
that
there
are
a
lot
of
interconnections
between
the
operational
response
and
the
communication
that
goes
around
it.
So
we'll
talk
a
little
bit
about
that
training
was
another
theme
and
then
bolstering
media
relations
was
another
thing
that
surfaced
through
those
11
recommendations.
Excuse.
H
D
M
That
process
is
underway
that
that
position,
while
it
will
be
housed
in
the
Water
Resources
Department,
it
will
also
be
integrated
into
the
cross-departmental
cape
team,
and
what
that
does
is
that
helps
ensure
that
we've
got
coverage
during
a
prolonged
emergency
when
you're
talking
about
24-hour
communication
needs
and
all
of
the
different
mediums
that
we're
communicating
through
whether
that
be
social,
traditional
media,
communicating
directly
to
neighborhoods
having
a
larger
bench,
is
really
important
to
make
sure
that
we're
being
as
accessible
as
we
can
be
and
can
continue.
M
That
coverage
also
wanted
to
note
that
that
position
will
have
the
full
backing
of
Cape
staff
to
manage
all
channels
of
communication
during
a
crisis.
So
while
they
may
be
liaising
with
the
media,
maybe
answering
inquiries
that
are
coming
collecting
the
questions.
Answering
the
questions,
that's
informing
the
press
releases
or
the
press
conferences
that
we're
having
there
will
be
other
people
that
can
manage
social
media,
make
sure
we're
getting
our
things
translated.
M
So,
just
reflecting
back
on
part
of
that
conversation
about
what
kinds
of
things
are
we
doing
to
make
sure
our
neighborhoods
are
aware
of
this
information
and
how
they
can
get
information
during
a
response
or
perhaps
Provide
support
during
a
response.
M
We're
really
looking
at
deepening
the
way
we're
communicating
about
these
things
with
our
existing
relationships
for
neighborhoods,
for
example.
So
we've
got
our
neighborhood
advisory
committee.
That's
been
informed
about
this.
They
have
been
asked
to
make
sure
they're
sharing
this
information,
while
at
the
same
time
we're
doing
typical.
Pushes
you
know,
through
traditional
social
media
and
in
September,
is
an
emergency
management
month.
M
You've
got
a
proclamation
coming
up
here
in
less
than
30
minutes
and
that
will
culminate
with
a
festival
of
neighborhoods
event
at
the
end
of
the
month
and
you'll
hear
a
little
bit
more
about
that,
but
it's
September
30th,
and
so
that
Emergency
Management
response
what
neighbors
can
do?
How
can
you
prepare
has
been
integrated
into
that?
So
really,
the
approach
is
making
sure
that
we're
sharing
this
information
through
as
many
mediums
saying
it
as
many
times
as
we
can.
So
it's
not
just
a
one-off
right
when
you're
in
the
middle
of
a
crisis.
M
So
thanks
for
that
opportunity
to
make
that
connection
with
Chief
knighton's
presentation,
the
theme
for
emergency
management
protocol
for
communication,
Chief
Knighton
did
a
great
job
of
explaining
the
system
that
is
in
place,
and
it's
really
that
system
that
allows
the
communication
team
to
do
their
best
work
as
quickly
as
they
can
say
that
we're
getting
timely
information
out
and
so
that
battle
Rhythm
that
Chief
Knighton
talked
about
becomes
very
important.
M
That
way,
we
can
start
to
establish
expectations
with
our
media
outlets,
for
example,
for
when
the
next
updates
will
be,
and
that
means
we
can
really
work
in
that
information
gathering
area
and
or
help
support
internal
or
partner
Communications.
As
part
of
of
our
role
and
again,
that's
a
support
role
for
that,
because
there's
a
person
in
in
this
system
that's
identified
with
that
as
a
primary
responsibility.
M
So
again
we're
looking
at
that
the
Emergency
Operations
plan
being
completed
in
the
fall
of
2023.
Looking
forward
to
that
related
to
that
is
the
training
and
I
I
wanted
to
take.
They
were.
There
were
very
specific
recommendations
about
the
types
of
training
that
Cape
Water
Resources
staff,
elected
officials
and
others
are
encouraged
to
do
and
I
just
wanted
to
share.
M
In
addition
to
what
Chief
Knighton
has
shared
the
training
for
Kate
staff,
communication
and
public
engagement,
our
department
is
underway,
and
we've
got
folks
trained
at
all
these
different
levels
and
varying
levels
and
we're
looking
to
get
everybody
trained
up
in
all
of
those
modules
again
to
help
with
that
resiliency
that
we
have
during
a
prolonged
crisis,.
M
M
We
can
share
with
them
where
resources
can
be
found,
or
that
can
help
inform
the
communications
that
we're
doing
and
then
certainly
just
that
opportunity
to
just
sit
and
share.
Some
food
is
great
in
building
those
relations,
so
that
we
can
all
remember
when
we're
in
the
middle
of
a
crisis
that
we're
human
beings
and
doing
our
our
best
jobs
with
all
of
us,
having
the
same
outcome
being
keep
your
community
safe
and
well
informed.
Since.
A
A
Well
and
I
I
wonder
too
about
you,
know,
I
think
there
was
great
debate
and
we
had
sort
of
a
community
debate
about
what
is
the
best
way
to
communicate
with
the
public
in
the
time
of
an
emergency,
and
it
was
sort
of
interesting
to
see
The
Clash
of
sort
of
the
academic
approach.
A
That's
been
studied
over
years
and
taught
in
schools
which
is
not
keeping
Pace
with
that
reality
in
terms
of
what
people
seem
to
expect
and
want
for
for
emergency
communication,
so
I
I
do
I
I
mean
it's
tough,
because
I
do
believe
in
using
all
of
these
tools
that
have
been
practiced
and
tried
and
tested
and
lots
of
communities
have
adopted.
But
but
I
think
we
were
strained
in
this
situation.
A
And
you
know
a
lot
of
people
said
well,
press
conferences
aren't
the
best
way
to
do
it,
and-
and
there
was
this
media
trust
issue,
and
so
I
just
wonder-
and
this
is
sort
of
rhetorical
I
mean
if
there's
a
way
to
sort
of
stress
test
that
model
before
the
next
emergency
and
and
kind
of
do
a
dry
run
with
the
press
and
sort
of
and
and
then
of
course,
our
own
internal
Communications.
But
you
know
how
that
might
play
out
I,
don't
know
you
know
all
these.
A
I
Does
make
me
wonder
if,
like
in
in
the
training
approaches-
and
we
talked
earlier
about
our
partners,
government
agencies
and
mutual
Aid
with
neighbors,
like
our
our
Media
Partners,
invited
in
some
of
these
trainings?
Are
they
getting
the
experience
too
I?
Don't
know
if
there's
precedent
for
that
type
of
thing,
but
I'd
love
all
of
us
to
practice
before
we
have
to
do
something
again.
M
It's
a
it's
a
great
point,
and
it
reminds
me
of
the
model
that
both
Beth
and
chief
Knighton
shared
with
us,
and
that
is
because
it's
true,
no
two,
no
two
events
are
like
and
we
know
we
want
to
do
the
best
to
meet
people
where
they
are
speak
to
them
through
the
channels
that
are
most
important
to
them.
But
different
people
might
be
impacted
by
different
incidents,
which
means
every
you
know.
We
need
to
take
that
into
consideration
when
we're
developing
what
our
response
is.
M
So
I
think
it's
that
continuous
Improvement
looking
at
each
incident
that
happens
and
then
making
sure
that
we're
evaluating
how
well
it
works.
So
now
we
know
in
another
water
incident,
for
example,
what
worked
well,
what
didn't
and
then
we'll
have
that
information,
along
with
other
information
like
people's
preferences
through
the
national
or
Community
survey,
that's
getting
ready
to
come
up
or
what
we're
hearing
on
the
ground
from
neighborhoods
about
what
their
preferences
are.
B
And
the
one
thing
that
Jeremy
said
numerous
times
is:
this:
is
iterative
I
mean
we're
gonna,
we're
gonna
learn
with
each
one
of,
and
we
hope
that
we
don't
have
a
whole
lot
of
emergencies.
But
if
we
do,
then
we
reassess
we
make
whatever
necessary
changes
and
hopefully
we'll
be
better
equipped
and
prepared
to
deal
with
the
next
situation.
B
I
wish
that
it
was
something
a
script
that
could
be
given
and
we
can
all
just
just
do
this
and
it'll
guarantee
you
100
success,
probably
not,
but
I
do
think
that
the
work
that
we've
done,
the
preparation
through
the
emergency
operation
plan
and
the
coop
we're
we're
going
to
be
much
better
prepared
and
will
all
things
be
defined?
Probably
not,
but
I
do
believe
that
the
incident,
the
situational
analysis,
all
of
those
tools
that
we
have
now
that
we
didn't
have
six
months
ago,
will
help
us.
M
Especially
yes,
especially
that
complexity
analysis,
just
from
a
communication
perspective,
understanding
that
when
there
are
different
levels,
we
mobilize
in
different
ways
and
just
having
more
clarity
around
us
lets
us
know
where
we
need
to
assign
resources
reach
out
to
our
colleagues
in
the
county
or
at
the
hospital
or
others,
so
that
we're
all
moving
in
the
same
direction
and
I
know.
That
was
a
point
that
was
made
earlier.
I
L
C
Thank
you
Jeremy
in
this
is
the
second
the
last
slide,
so
we're
at
the
end
and
I'll
be
very
brief.
Next
steps,
real
quick,
continued
implementation,
implementation
and
evaluation
of
the
IRC
report
and
recommendations
again,
I
want
to
thank
the
IRC
for
their
work.
I
want
to
thank
Council
for
your
leadership
and,
of
course,
I
want
to
thank
the
staff
that
were
here
today
that
are
putting
the
effort
in
to
making
sure
we
success
successfully
Implement
these
recommendations,
Implement
and
train.
You
heard
Jeremy
talk
a
lot
about
this.
C
We
were
very,
very
excited
about
the
new
EOP
and
you'll.
Continue
to
see
that
practice.
You
know
as
Jerry,
we
said
we'll
get
our
battle
Rhythm
around,
how
we
manage
that
and,
of
course,
Council
will
be
a
part
of
that
training
as
well.
I.
Think
it's
important
to
understand.
We've
done
a
lot
with
these
recommendations
and
to
prepare
for
future
events,
but
we'll
continue
to
develop
and
prioritize
resource
needs
and
capital
projects
through
our
budget
process.
Great
example
of
that
is
the
booster
Pump
Station.
C
C
We
want
to
continue
to
provide
reporting
and
updates
not
only
to
city
council
but
to
the
community
as
well.
We
want
to
make
sure
you
have
confidence
and
staff
and
the
organization
for
what
we're
doing.
C
We
will
post
this
information
today
on
our
water
department's
website
and
again
we
do
plan
to
continue
to
update
these
documents
and
certainly
we'll
come
back
to
this
body
with
updates,
as
information
is
available,
so
that
takes
us.
We
end
where
we
begin,
and
these
are
our
key
takeaways
I'm
not
going
to
read
all
these
again
but
I
hope
you
feel
that
we
covered
these
today
in
the
work
session.
C
A
Okay,
all
right
well,
thank
you
all
so
much
I
know
this
process
has
been
long
and
will
continue
on
so,
and
you
answered
all
of
our
our
questions,
and
so
we
we
really
appreciate
the
community
appreciates
it.
Thank
you
all
right.
We
have
about
15
minutes,
so
we
start
our
next
meeting
so
we're
adjourned.
For
now,.