►
Description
San José City Council Study Session
View Agenda at https://sanjose.legistar.com/View.ashx?M=A&ID=749552&GUID=AE6F044E-44BF-4EA3-BB2D-63000DFBD2DC
B
So
Thank
You
mayor
really
appreciate
the
opportunity
and
appreciate
that
Council's
time
this
morning,
I
will
start
off
by
saying
how
pleased
I
am
with
the
progress
that
we've
made,
as
you
can
probably
tell
just
in
terms
of
putting
on
this
type
of
session,
is
a
lot
of
work
by
many
people,
but
more
holistically.
The
progress
we've
made
as
an
organization
and
as
a
city,
you
know,
we've
said
that
we
are
going
to
be
relentless
in
our
work
on
this
and
we
have
been,
and
we
will
continue
to
be
relentless
in
this
work.
B
I
think
that
all
of
that
hard
work
builds
and
leads
to
trust
trust
in
us
that
we're
going
to
be
there
for
our
community
and
so
really
appreciate
this
opportunity.
As
you
can
see,
a
lot
of
the
staff
have
different
color
vests
on
and
really
when
it
comes
to
this
work.
It's
a
lot
about
the
roles
that
we
play
in
these
types
of
events
and
they're
different
than
the
roles
that
we
play
and
our
daily
jobs
and
we've
been
extremely
strategic
about
how
we
play
these
roles.
My
role
has
changed
over
time.
B
Kip
and
Lee
have
taken
on
the
leadership
role
and
in
these
functions,
and
it's
been
very
strategic
and
thoughtful
in
a
way
we've
done
it.
Today,
we
will
be
very
focused
on
the
role
of
the
mayor
and
the
council
and
making
sure
that
we're
providing
you
all
the
support
you
need
to
to
be
successful
in
your
critical
roles
that
you
play
when
we
have
events
that
face
our
community.
So
thank
you
once
again
for
this
opportunity
and
I'm
turning
it
over
to
Kip
to
lead
us
through
today's
session.
C
C
We
will
explain
a
little
bit
about
what
you're
seeing,
but
it's
essentially
a
reduced
version
of
an
emergency
operation
center
up
in
the
U
here,
with
each
vest
representing
a
different
section,
and
then
behind
are
the
folks
who
are
in
Department
operation,
centers
or
incident
commanders
and
are
closer
to
the
actions
in
the
field.
So
you
can
move
from
a
strategic
to
an
operational
to
a
tactical
perspective
as
we
get
farther
away
from
from
the
council
here.
C
So
we
will
give
you
a
sense
of
what
it's
like
to
operate
and
run
an
Emergency
Operations
Center
in
a
major
scenario
before
that
we
will
dive
into
a
sense
of
what
we've
done
in
the
last
year
and
one
of
the
ways
that
we're
framing
the
role
of
the
councilmembers
through
the
district
disaster
offices,
I,
will
be.
With
your
permission,
mr.
mayor
I
will
be
playing
the
facilitator
role,
both
back
and
forth.
C
So
I'll
be
moving
around
a
bit
here
and
we'll
make
sure
that
these
sessions
are
highly
interactive
so
that
you'll
be
able
to
engage
with
us.
As
we
talk,
the
one
thing
I
want
to
add
before
we
go
into
a
review
of.
What's
happened
in
the
last
year
is
what
is
the
role
of
Emergency
Management?
There
is
a
great
deal
of
technical
way
to
talk
about
this.
C
D
So
the
intent
of
my
discussion
here
at
this
movement
is
to
talk
about
our
last
four
activations
and
to
provide
some
perspective.
This
is
the
most
number
of
activations
we've
had
in
over
two
decades,
with
the
events
that
we've
had
and
I'll
talk
about
the
first
one,
the
college
football
playoff,
our
flood
watch
in
February,
as
well
as
the
PSP
events.
I'll,
do
this
fairly
quickly.
The
most
PSPs
would
be
the
public
safety
power
shut
offs,
and
what
I
really
want
to
point
out
is
that,
as
Kip
indicated,
each
one
of
these
were
unique.
D
D
The
EOC
was
activated,
the
Emergency
Operations
Center
is
activated
for
two
shifts
and
we
did
that
purposely
to
start
training,
to
show
more
dynamics
and
give
more
operations
and
activity
on
how
we
put
together.
What's
called
an
action
plan
and
the
Hallmark
event
that
which
took
place
and
Sunday
was
the
concert.
The
concert
down
in
the
Discovery
meadow
area
and
what
was
very
important
is
that
night,
the
night
before
there
was
a
significant
storm
that
came
in
high
winds,
heavy
rain.
It
was
causing
some
infrastructure
damage
in
terms
of
the
ground
and
discovery
meadow.
D
But,
most
importantly,
all
the
screens
that
were
up
were
high.
They
were
supported,
but
we
have
up
to
60
mile
an
hour
winds
coming
through,
and
there
was
great
concern
that
we
would
have
to
take
action
and
protect
the
public
so
very
quickly,
even
though
we
were
in
a
virtually
OC
setup,
I
was
remote.
D
I
set
up
a
conference
call
with
economic
development
with
the
promoter
with
a
national
college
football
playoff
leadership
with
our
EOC
directors
on
the
phone,
with
Public
Safety
on
the
phone
as
well,
and
we
walked
through
the
process
of
learning
what
the
conditions
were,
unfortunately,
led
to
cancellation,
the
college,
football
playoff
and
the
promoter
canceled.
The
concert
that
has
would
be
too
unsafe.
That's
an
example
of
our
operations.
D
We
can
be
flexible,
dynamic,
bringing
the
right
players,
not
just
our
departments,
but
the
other
decision-makers
out
in
the
community
as
well,
and
that
was
a
very
valuable
experience.
The
next
event
was
our
storm
watch.
These
two
pictures
pick
how
quickly
the
water
rises
and
drops
these
worth
in
five
hours
of
each
of
these
pictures,
and
you
can
see
it
dropped
almost
almost
eight
feet
in
terms
of
death
because
it
rose
quickly
and
came
down.
D
We
did
a
couple
things
differently
that
we've
never
done
before,
as
we
set
up
a
situation
room
here
at
City,
Hall
brought
in
team
players
made
some
assessments
started,
calling
with
a
water
district
as
well
as
National,
Weather
Service,
making
sure
we
understood
what
we
were
seeing
in
terms
of
the
measurements
in
terms
of
what
we
see
on
online
and
also
what
the
water
district
was
providing
us
information
on.
So
we.
D
Our
EOC,
we
did
call
for
an
evacuation,
we
did
activate
volunteers,
we
did
communicate
with
the
the
council
members
that
were
affected
in
that
area
or
the
area
affected,
and
then
we
made
sure
that
we
were
had
people
outdoor
knocking.
We
had
our
alert
warning
system
out
there,
working
as
well
as
the
alert
SEC
system
and,
most
importantly,
we
activate
our
joint
emergency
action
plan
with
the
water
district
and
the
water
district
was
in
our
EOC.
D
Helping
us
make
these
decisions,
so
bringing
in
right
player
is
very
important
in
the
Emergency
Operations
Center
as
it
came
to
the
public
safety
power
shut
offs.
This
is
a
very
unusual
situation
for
us
in
three
months
time
and
put
together
a
power
vulnerability
plan.
We
spent
some
time
exercising
and
training
prior
to
the
EOC
activation
and
on
October
9th.
Obviously
we
activated
the
EOC
and
our
primary
purpose
was
for
communicating
with
the
public
so
week,
so
we
can
demonstrate
who
were
paying
attention.
We
were
coordinating.
D
We
were
prepared
to
take
response
as
needed
during
the
response
activities.
The
focus
then
was
keeping
PG&E
accountable,
but
also
taking
their
information
and
making
it
understandable.
That
was
an
important
part
for
us.
We
had
to
sort
of
translate
what
PG&E
was
saying,
so
the
public
could
understand
it.
It
increased
our
capability
in
collaboration
with
the
county,
public
information
capability
was
significant
and
getting
the
word
out,
we
were
tremendously
successful
in
getting
the
word
out.
D
We
also
were
able
to
develop
technology
on
the
run
thanks
to
our
GIS
staff
and
the
Public
Works
Department,
creating
something
you
any.
That
would
address
our
concerns,
as
was
provide
better
public
s
messaging.
It
also
increased
our
messaging
with
the
council
in
terms
of
letting
you
know
keeping
you
informed
of
what
the
actions
were
and
that
carried
over
into
the
second
event,
which
allowed
us
even
to
take
it
another
step
further
and
have
multi-language
media
briefings
so
that
the
public
could
understand
it
in
their
own
language
as
well.
D
That
was
a
very
important
link
and
step
up
in
our
capabilities.
It
also
provided
us
the
ability
to
to
use
the
information
and
the
processes
we
developed.
On
the
first
event,
we
were
able
to
amplify
those
and
improve
them
and
tweak
them
a
little
bit
more
just
so
that
were
they
were
much
that
much
more
effective.
So
that's
a
quick
review
of
the
four
events
that
we've
had
just
this
calendar
year
just
demonstrate
the
need,
intent,
organization
of
the
EOC
and
our
effectiveness
back
to
you.
Kitt
thank.
C
You
Ray
so
one
of
the
things
one
of
the
principles
around
emergency
management
is
sort
of
this
dunk
and
dry
philosophy,
dunk
in
the
actual
exercise
of
the
work
and
then
dry
off
and
learn
from
it.
So
we're
in
a
constant
action,
reflection
mode
and
some
case
literally
dunk
in
some
cases
literally
dry.
So.
C
Gonna,
we're
gonna
mirror
that
here
today
and
we're
going
to
kind
of
dunk
and
dry
a
little
bit
with
you
all.
So
the
dunks
have
been
these
four
incidents.
If
we
could
go
back
to
the
the
for
the
slide,
that
has
a
four
I'd
like
you
to
kind
of
reel
yourself
back,
ancient
history
back
in
2018
and
think
about
as
council
members.
Some
of
the
fears
that
you
had
are
concerns
that
you
have
related
to
things
like
the
college,
football
playoff
or
the
flood
potential
of
flooding
or
the
power
safety
shutoff
switch.
C
We
didn't
even
know
about
back
in
2018
and
I,
want
to
like
to
I'll.
Ask
you
two
questions.
One
will
be
some
of
the
fears
or
concerns
you
have
and
then
really.
The
second
thing
that
I'll
dive
in
to
after
that
is
helping
understand
what
is
the
best
thing
that
the
EOC
staff
did,
or
that
we
did.
That
was
supportive
of
you,
because
what
part
of
what
management
is
is
catching
catching
people
doing
something
right
and
I
want
to
make
sure
if
we've
done
something
well
that
we
amplify,
we
train
on
that.
C
You
can
also
critique
us
on
things
that
we
didn't
do.
That's
fine
I'm,
not
we're!
Not
shy
about
that,
but
I'd
like
you
to
think
about
two
things.
Some
fears
that
you
had
going
into
these
incidents
and
as
you
went
through
them,
something
that
worked
well,
that
you
want
us
to
continue
to
do
or
do
art
do
better,
so
I'm
gonna
open
it
up
a
popcorn
style
to
any
of
the
council
members
who
would
like
to
reflect
on
that
fears
and
something
that
this
game
did
well.
G
Kim,
since
you
started
the
timing
at
2:18,
2018
I
have
to
admit
I.
Wasn't
here
so
I
didn't
have
any
fears,
although,
as
someone
coming
into
the
office
I
would
want
to,
the
fear
would
be.
Are
we
prepared
for
any
type
of
disaster
and
that
could
be
a
terrorist
attack?
It
could
be
an
earthquake,
it
could
be.
A
lot
could
be
PG&E
shutdown,
but
having
been
here
for
the
other
three,
the
four
items
in
2019
I
was
really
impressed
with
our
maps
with
the
PG&E
power
shut
out
shutdown.
We
had
better
Maps
than
anyone.
G
H
I
was
here
and
I
was
here
for
the
Superbowl
50
as
well
and
I.
Don't
know
this
might
be
a
critique
but
I
felt
like
we
were
not
as
organized
for
the
college
playoffs
as
we
were
for
the
Superbowl.
It
felt
you
know
the
Super
Bowl
we
had
like
people
positioned
outside
the
airport.
I
mean
it.
The
security
felt
like
incredibly
tight
in
this
city
and
around
the
college
football
time.
I
was
like
I'm
hoping
things
are
going
well
and
it
did
go
well.
I,
just
I
wasn't
aware
of
things.
C
I
So
obviously
was
Super
Bowl.
That
was
a
extremely
large
event
force
and
certainly
the
messaging
I.
Think
from
that
standpoint
and
everything
that
we
had
going
with
the
Super
Bowl
I
think
was
messages,
probably
a
lot
better.
We
used
the
exact
same
template
for
the
college
games
that
were
going
on,
because,
obviously
we
recognized
that
the
city
was
more
of
a
host
to
the
college
teams
and
the
crowds
that
were
going
with
it,
whereas
Super
Bowl
because
of
the
city,
Santa
Clara
and
city
of
San,
Francisco,
maybe
a
little
less.
I
I
C
H
Yeah
well
the
PG&E
things
that
that
have
happened.
We
were
on
it.
I
I
just
felt
we
I
thought
we
were
doing
a
better
job
than
PG&E
and
some
of
the
other
organizations
I
just
thought
we
were
on
it
and
I
have
nothing
but
compliments,
especially
because
my
district
was
one
of
the
hit
districts
and
we
were
much
more
organized
than
then
we
when
then
I've
ever
noticed.
So
for
the
PG&E
things.
I
thought
we
we
were.
We
were,
you
know,
working
with
all
cylinders,
Thank
You.
J
So
so,
there's
a
lot
of
fear
even
now
for
me
figuring
out
how
to
get
the
correct
information
out
in
a
timely
manner.
In
terms
of
the
shut
off
I
will
say:
I
was
on
many
of
those
conference.
Calls
and
I
appreciate
the
ongoing
communication.
It
allowed
my
staff
to
know
how
to
pivot
and,
and
you
know,
change
directions
if
we
needed
to
I
was
disappointed
that
PG&E
didn't
have
quite
the
most
accurate
maps
up.
J
But
it
does
send
almost
like
a
rippling
effect
of
a
panic
when,
when
it's
not
necessary,
so
making
sure
that
again
going
back
to
having
the
correct
information
in
a
timely
manner
and
making
sure
that
my
district
and,
of
course,
the
rest
of
the
city,
but
but
folks
who
don't
usually
have
access
to
the
mainstream
forms
of
communication
that
we
figure
out
how
we're
going
to
get
that
information
out
to
them.
So.
C
J
Yeah
and
like
I
said
doing
that
first
shut
off
because
it
was
the
bigger
one.
I
really
appreciate
it.
Being
part
of
those
conference.
Calls
allowed
us
to
just
be
able
to
get
out
there
and
and
prepare
the
community
I
I
do
want
to
say
that
there
was
a
couple
of
suggestions.
You
push
back
very
gently
but
firmly
and
I
was
really
mad
at
you
and
but
I
got
over
it
because
because
I
understood
afterwards,
where
you
were
coming
from
and
what
I
was
asking,
maybe
was
a
little
bit
unreasonable.
J
But
it
did
come
out
of
out
of
fear
for
my
district
and
for
the
neighboring
district,
so
I'm
in
between
four
and
eight,
so
that
entire
area
of
the
foothills
is
going
to
be
highly
impacted,
and
so
I
may
push
again
and
hopefully
we
we
can
figure
out
what
is
reasonable
and
what's
not
reasonable
and
and
be
able
to
just
get
on
the
same
page
but
by
a
patient.
I
appreciate
your
your
firmness.
Well,.
C
C
Many
of
the
ones
are
ones
of
questions
that
you
had
or
ones
that
I'd
had
debated
with
police
and
others,
and
so
that
that
really
was
a
great
opportunity
for
us
to
learn
from
you
and
just
what
we
did
and
also
explain
to
you
why
we
can't
or
weren't
doing
a
particular
thing
so
I
would
double
down
on
the
keep
it
up.
Thank,
You,
councilmember,
Jimenez,.
K
Thank
you,
so
I'll
just
go
through
a
few
of
these
or
there's
a
few
things
that
come
to
mind.
The
college
football
playoffs
I
mean
certainly
that's
downtown
and
I'm
in
the
far-flung
reaches
of
the
city
practically
in
Morgan
Hill,
and
so
what
came
to
mind
for
me
when
we're
working
on
that
is
just
simply.
K
L
K
Is
a
good
thing:
flood
watch,
one
of
the
one
of
the
things
about
flood
watch.
Certainly
one
of
the
fears
is
is
flooding
that
we've
seen
in
the
past.
I'm,
not
sure
I
would
categorize
this
next
comic
ratite,
but
coyote
creek
runs
through
my
district
as
well
right
and
and
we're
probably
the
closest
community
to
Anderson
dam
as
it
relates
to
San,
Jose
and,
and
so
what
I
desire
is
just
a
little
bit
more
information
as
to
that
potential
impact
to
my
community
and
I.
K
Don't
know
if
it
was
part
and
parcel
what
was
happening
there,
but
but
I
think
that's
all
was
sort
of
a
frame
of
mind,
for
me
is
how
what
do
we
do
in
a
situation
if
there's
a
failure,
Anderson
Dam,
for
example,
right
and
I'm,
not
sure
we've
had
those
conversations,
but
I'd
really
much
appreciate.
Having
those
conversations
at
some
point,
it's.
C
A
really
good
point:
there
are
things
that
are
that
are
they're
very,
very
impactful
on
your
district.
Anderson
dam
is
one
of
those
and
I
saw
staff.
Taking
note
in
terms
of
both
connecting
back
with
you
and
the
count,
larger
counts
as
a
whole.
On
that,
that's
a
that's
a
really
excellent
point
that
you
raised
and.
K
Then
the
power
safety
shutoff
sigh
dovetail
with
or
tie
into,
the
comments
made
by
councilmember
Foley,
just
the
the
accuracy
of
the
maps
and
the
information.
It
was
very
timely,
a
very
much
appreciated
that
I'm
sure
we
all
felt
or
I
I
felt
specifically
and
I'm
sure
it
was
shared
by
other
folks
and
it
seems
like
there
was
just
the
moving
target
and
we
were
just
trying
to
follow
and
disperse
and
disseminate
as
much
information
as
possible.
K
One
of
my
biggest
concerns
with
that
is
obviously
the
the
shut
offs
and
how
they
were
going
to
impact.
But
we
have
a
lot
of
retirees
a
lot
of
retirees
from
IBM
and
such
though,
were
tired
in
the
suburbs
and
such
and
so
to
the
extent
many
of
those
folks
where,
if
we
were
gonna,
be
able
to
identify
many
of
the
folks
that
were
maybe
using
machines
and
things
of
that
nature.
Right
and
I
know.
Pg&Amp;E
was
doing
their
part.
But
I
don't
have
much
faith
in
that
company.
K
C
So
it's
not
our
assumptions
about
another
community.
It's
the
community,
helping
us
understand
how
to
support
them
in
the
way
that
they
need
to
be
supported.
So
it
brought
up
a
lot
of
issues
exactly
like
you're
relating
and
I
think
yeah.
We
cannot
and
should
not
guarant
put
our
trust
on
any
any
individual
public
private
company
to
do
what
we
need
to
do
to
support
our
residents
and
everybody
correct.
K
And
just
the
very
last
thing
that
the
power
safety
shutoffs
is
the
use
of
generators
was
a
fear
for
me.
We're
actually
out
you
know
amongst
the
foothills
and
such
and
so
the
use
of
generators,
potential
to
ignite
fires
and
such
was
a
big
concern
and
I'm
not
exactly
sure
how
we
were
monitoring
that
or
what
we
were
doing,
but
I'm
sure
we
were
watching
Thank.
A
A
That
information
is
helpful,
but
we
need
to
go
get
our
own
because
we're
closer
to
the
problem
and
we're
gonna
understand
it,
particularly
if
we
can
leverage
the
the
observations
of
the
community
and
so
I
think
we
really
applied
that
lesson
incredibly
well
with
the
power
safety.
Shutoff
events,
it's
very
impressive.
A
And
finally,
you
know
that
October
26
press
conference,
I
thought
was
a
really
positive
one,
I'm
hoping
we
can
replicate
that
again,
where
we
had
lunch
yet
speaking:
Vietnamese
meghana
carrasco
speaking
Spanish,
and
we
were
talking
to
the
entire
Corps
as
much
of
the
communities
we
possibly
could
would
have
liked,
have
seen.
Actually
more
Vietnamese
media
show
up,
for
example,
so
they
would
so
he
be
communicating
more
clearly
in
those
channels,
but
you
know
I'm
hoping
that
that's
a
model
we
can
replicate
as
well
and
also
very
quick
response.
A
You
know
when
we
reached
out
to
the
team
saying
hey:
we
really
need
to
do
a
press
conference
because
people
with
a
lot
of
uncertainty.
You
know
the
response
was
ok.
Well,
we'll
get
together.
I
think
we
did
one
early
Saturday
morning
if
I
recall
and
and
everybody
scrambled
in
a
place
over
at
the
police
headquarters
when
I
know
folks
were
focusing
a
lot
of
other
things.
At
that
moment,
I
appreciate
how
quickly
folks
were
mobilizing
when
we
all
agreed
it's
it's
time
for
a
press
conference,
Thank
You.
Mr.
mr.
vice
mayor.
M
M
So
my
biggest
concern
or
fear
actually
is
probably
the
same
fear
that
all
residents
have
and
that's
a
fear
that
unknown
but
I
want
to
say
that
the
positive
aspect
is
that,
based
on
the
work
that
was
done
before
a
rake
out
here
and
then
all
the
great
work
that
Ray
Reardon
has
done
since
he's
been
here
as
well
as
the
rest
of
his
team.
I.
Think
that
we've
been
able
to
build
on
that.
M
So
when
we're
going
into
the
college
football
playoffs
or
the
flood
watch
or
the
PSPs,
that
foundation
was
there
and
I
felt
like
we
were
learning
from
every
experience
and
that
feedback
loop
was
building
on
itself
and
it
enabled
us
to
respond
and
react
and
communicate
and
get
the
word
out
and
have
the
press
conferences
and
the
maps
and
all
this
other
elements
that
I
think
made
for
a
very
responsive
action
to
the
community,
getting
the
word
out
and
informing
them
and
keeping
them
abreast
of.
What's
going
on.
M
L
Thank
you
so
like
councilmember
folio
wasn't
here
in
2018,
but
my
fears
were
based
on
the
twenty-seventh
on
the
coyote
Creek
flood
right,
and
so
my
fears
were
based
and
not
having
multilingual
outreach
or
materials
in
my
community
at
a
high
immigrant
community,
a
lot
of
distrust
or
a
difficult
relationship
with
government
very
low-income
community.
So
one
of
my
fears
was:
if
people
were
displaced
in
any
way
where
could
they
go,
and
so
what
I
think
went
well,
especially
in
the
flood
watch.
L
I
think
media
outreach
went
really
well
because
again
we
need
everybody
else
to
keep
sharing
that
information,
and
so
I
thought
that
was
really
great
and
effective,
and
the
fact
that
we
as
a
city
in
the
power
shut
off
especially
took
ownership
of
it,
because
we're
sort
of
where
the
rubber
meets
the
road
in
the
community
and
so
the
fact
that
the
city
made
our
own
GIS
maps.
The
fact
that
we
took
our
own
photos
that
we
work
together
to
go
out
and
fly
over
and
take
photos.
So
we
knew
exactly
what
neighborhoods
were
out.
L
N
Some
some
of
the
things
the
other
council
members
have
said
were
or
what
my
concerns
were:
I
wasn't
as
concerned
about
college
football
playoffs,
because
I
was
pretty
heavily
involved
with
that
and
I
I
had
assurances
that
oh
we've
done
this
before
we
did
this
for
Super
Bowl
like
we're.
Just
we
have
a
playbook
and
we're
just
activating
the
playbook,
which
put
me
at
ease
in
terms
of
the
flood
watch.
N
So
you
you
said
we're
activating
out
out
of
abundance
of
caution
and
then
I
think
you
called
me
in
the
middle
of
the
night
or
very
wee
hours
of
the
morning
out
of
an
abundance
of
caution.
It
looks
like
the
the
river
bank
might
overflow,
so
we're
gonna,
evacuate,
X
area
and
I
thought.
That
was
just
it.
It
was
great
to
have
that
there
was
not
I.
Think
one
of
the
other
council
members
used
confusion
or
fear
of
the
unknown,
and
the
vice
mayor
said
that,
and
we
didn't
have
that
it
was.
N
It
was
decisive
and
it
was
communicated
well
and
consistently
across
not
just
to
me,
but
also
to
my
residents,
which
was
really
important.
So
I
I
actually
wasn't
worried
about
the
the
power
shut
offs.
Because
of
that,
because
we
had
had
that
experience
in
the
spring,
so
yeah
I
just
think
you
guys
have
completely
changed
in
terms
of
I.
N
Think
whether
or
not
we
activated
the
EOC
on
time
in
2017,
I
I,
don't
know
it
wasn't
in
my
district,
but
it
seemed
like
there
was
a
lot
more
digging
is
the
best
word
that
I
can
come
up
with
for
that,
as
opposed
to
in
February.
It
was
decisive,
we're
activating
the
EOC.
We
may
not
need
it,
but
we'd
better
have
it.
N
You
know
I'm
gonna,
call
you
at
this
time
and
this
time
and
this
time
and
that's
what
happened
and
everybody
I
felt
like
everybody
was
updated
when
they
needed
to
be
and
I
pushed
whatever
I
knew,
I
pushed
out
on
social
media
and,
and
it
also
I
think
it
was
good,
because
I
had
one
resident
who
lived
in
that
area
who
I
know
personally
and
she
kept
messaging
me.
Even
when
you
had
said
it
looks
like
it's
gonna
overflow,
we're
having
people
evacuate,
and
she
had
known
from
the
day
before
that.
N
That
might
happen
at
5:00
a.m.
she's
like
well.
What
am
I
going
to
do
with
my
car?
What
gonna
do
with
my
cats
and
I'm
like
this
is
why
we
do
it
before
it
actually
overflows,
because
people
panic
in
the
moment
and
they
need
that
extra
time,
and
so
it
was.
That
was
the
thing
that
brought
home
to
me
that
the
out
of
abundance
of
caution
is
exactly
where
we
need
to
be.
Thank
you.
O
What
like
three
or
four
updates
a
day,
which
is
great
because
people
want
to
know
what's
happening
except
you
know,
I,
would
say,
like
98%
of
every
update
was
basically
a
rehash
of
the
last
email
so
and
at
certain
point,
like
it
almost
encourages
or
people
to
like.
Oh
I,
don't
need
to
read
this
email,
this
fifth
one
because
it's
probably
the
same
thing,
but
it's
that
fifth,
one
that
may
have
the
thing
that
says
get
out
now
so
I
don't
know
how
to
strike
a
balance
between
that.
O
But
if
anything,
you
say
you
know
no
new
update
and
then
just
refer
to
last
email
or
something
as
opposed
to
copying
pasting
the
same.
You
know:
here's
the
latest,
which
is
the
same
as
the
last
email.
I
acted.
The
mayor's
comment
about
you
know
the
lack
of
Vietnamese
involvement,
that's
nothing!
The
city
can
do,
but
you
know
we
prep
the
press
releases
and
we
call
for
people
if
they
don't
come
to.
You
know
cover
the
the
post
at
the
press
conference
or
get
the
information.
O
That's
that's
on
them,
but
I'm,
happy
to
work
with
your
office
and
and
staff
to
kind
of
reach
out
and
encourage
ethnic
media
Vietnamese
media
to
pay
more
attention
these
things,
because
it
is
important
and
and
I
was
pleased.
You
know
when
I
was
wrong
with
the
Twitter
feeds
of
the
city,
to
see
that
the
videos
from
city
staff
speaking
and
giving
out
alerts
in
Spanish
and
Vietnamese
I
thought
that
was,
that
was
pretty
cool.
So
those
were
my
immediate
thoughts.
Thank.
C
C
This
is
very
much
a
work
in
progress
and
a
work
in
process,
and
so
part
of
what
we're
looking
for
here
is
not
only
to
present
the
information
to
you
but
feedback
from
you
to
make
it
better
and
to
clarify
it
and
to
make
it
work
for
us
in
our
San
Jose
way.
So
with
that
I'll
turn
over
to
Ann,
will
it's
Matt
I?
Think
with
each
and
all
of
you
every
one
of
you
to
talk
about
this
in
more
detail,
good.
P
Morning,
my
role
in
the
city
is
to
connect
the
community
to
the
resources
that
we
need,
so
that
together
we
can
better
prepare
for
an
emergency
and,
more
importantly,
be
able
to
recover
after
a
major
disaster
and
I
can't
think
of
a
better
resource
to
talk
about
today.
Thank
you,
the
City
Council
members
and
the
disaster
district
office,
and
since
coming
on
since
2008
two
months
into
my
employment
with
the
city,
I
came
before
you
and
told
you
all
about
what
a
great
idea
would
be
to
have
an
office
in
your
district.
P
During
a
disaster,
we
laid
rounded
the
disaster
district
office
and
with
the
conviction
that
knowledge
and
information
is
powerful
because
they
can
save
lives.
During
a
disaster,
we
started
by
working
together
to
build
district
summaries
of
each
and
every
one
of
your
districts
and
we
got
to
better
understand
the
unique
characteristics
and
the
needs
of
your
communities
and
what
we
found
in
this
graph
here
on
the
right
side.
P
We
realized
that
during
disasters,
when
emergency
public
information
needs
to
be
amplified
and
throughout
the
city,
we
can
leverage
your
list
of
contacts
to
get
information
out
to
the
residents
faster,
and
this
empowers
our
residents
with
the
important
information
that
they
need,
which
can
save
their
lives.
Likewise,
the
Emergency
Operations
Center
also
needs
real
world
information
to
guide
response
operations
and
make
informed
decisions.
The
d-do
works
to
close
this
critical
gap
and
feeds
the
information
from
the
community
back
to
the
Emergency
Operations
Center.
P
So
taking
your
feedback
from
our
first
study
session,
we've
partnered
with
the
library
to
develop
key
and
access
protocols
for
your
disaster
district
offices
and
worked
with
your
staff
to
develop
an
operational
plan,
and
then
we
started
to
initiate
site
walkthroughs
and
even
mock
activations,
to
include
the
library
staff
who
will
be
providing
logistical
support
and
during
your
disaster
district
operations.
And
lastly,
we
managed
to
provide
language
access
services
so
that
in
your
disaster
district
operations,
you
have
interpretation,
services
and
American
Sign
Language
services
to
help
you
disseminate
information.
P
The
disaster
district
an
office
serves
as
the
conduit
of
information
between
the
community
and
the
Emergency
Operations
Center,
as
well
as
a
powerful
force
multiplier
for
disseminating
life-saving
information
out
to
our
community,
and
your
work
supports
the
EOC
in
its
efforts
to
enable
our
first
responders,
our
field
staff
and
our
incident
commanders
to
do
what
they
do
best,
which
is
keeping
our
lives
safe
and
keeping
Emergency
Operations
going
and
with
that.
I
want
to
thank
you
and
your
staff
for
all
of
the
support
and
commitment
that
you've
given
to
this
entire
process.
P
So
you
have
a
critical
role
in
ratifying
the
proclamation
of
local,
just
local
emergency,
but
you
also
have
you
also
owe
it
to
your
community
to
make
legislative
and
policy
considerations
which
has
consequential
impacts
to
our
our
city
and
with
that
I
want
to.
Thank
you
for
your
support
and
hand
this
back
over
to
Kemp.
Thank.
C
You
we're
gonna,
get
some
feedback
on
this
I'm
gonna
sort
of
modeling
the
same
conversation
that
council,
member,
karrasco
and
I
had
so
there's
two
easy
parts.
One
hard
part
in
this
three
bullet
point
slide.
One
is
the
the
real
value
that
you
play
as
a
conduit
of
information
to
us.
You
see
and
know
things
we
don't
know
we
never
will,
and
that
is
invaluable
to
us
invaluable
to
us.
The
force
mode
multiplier.
Second
point
about
getting
the
information
out,
also
extremely
valuable.
C
But
it's
also
one
of
the
ones
that
I
want
to
stress,
because
I
think
the
district
disaster
office,
wherever
it's
located,
works
best
when,
when
we
understand
all
three
of
these,
and
if
we
don't
that's
where
it
really
complicated
for
us
in
you
so
and
said
it
nicely,
I'll
be
a
little
more
candid
direct.
That's
one
of
the
things
I
think
must
be
hard
as
this
election
official
is.
That
line
lie
between
dealing
with
the
actual
pain
of
the
community
and
not
being
able
to
be
the
incident
commander
or
the
first
responders.
C
A
So
so
you
know
those
kinds
of
things
where
the
council
offices
can
provide
an
update
data
about
the
key
points
of
contact
for
the
for
the
major
facilities
and
communities,
and
obviously
each
of
those
individuals
is
themselves
an
important
connector
to
the
community
as
well.
I
think
that
would
be
really
important
to
get
us
in
the
game
of
really
contributing,
as
as
a
force
multiplier.
All
right,
so
don't
understand,
which.
C
A
L
So
again,
my
it's
okay,
so
again,
sort
of
my
experience
is
based
on
being
a
community
member
who's
very
active
in
the
flood
response.
In
fact,
we
met
I
mean
we
were
both
there
and
so
I
loved
I
wanted
to
preface
this
actually
was
saying:
I
love
the
district
idea,
the
district
disaster
office
I
think
it's
a
really
good
idea.
L
The
one
site
that
has
sort
of
been
chosen
may
not
be
the
most
the
best
site
and
in
fact
it
may
not
be
a
city-owned
facility
right
and
so
I
just
wanted
to
bring
that
up
for
geographical
balance,
but
also
for
community
and
I
realized.
This
isn't
an
issue
in
everybody's
district,
but
in
my
district
again,
given
the
political
climate,
people
are
afraid
to
go
to
church,
they're
actually
afraid
to
get
food
assistance.
L
It
might
be
a
school
district,
it
might
be
a
faith-based
organization,
it
might
be
a
nonprofit,
it
might
even
be
a
business
depending
on
what
that
business
might
be,
and
so
I
think
we
need
to
be
open
to
that
moving
forward
and
just
ultimately
know
that
we
may
sort
of
pre-select
some
sights.
We
may
pre
position
even
some
basic
equipment,
but
ultimately
we're
going
to
respond
with
the
flexibility,
that's
needed
and
the
time
of
the
disasters.
So
that's
thank.
C
C
G
Front
of
you,
thank
you.
I
appreciate
that
and
I
appreciate
the
the
district
off
the
disaster
district
office
and
councilmember.
As
far
as
a
your
comments,
because
I
share
them,
the
our
role
as
the
councilmember
is
not
to
interfere
with
the
first
responders
and
the
operations
of
the
emergency
centers.
Our
job
is
to
be
the
leaders
in
our
district
and
to
instill
calm
and
empathy
and
understanding
and
communication,
and
the
best
way
to
do
that
is
not
to
be
off-site
necessarily
at
this
location
that
isn't
connected
to
where
emergency
services
are
going
to
be
held.
G
F
G
If
we
have
information,
there's
10
people
who
are
saying
the
same
thing,
that
would
be
a
helpful,
helpful
piece
for
you.
But
if
we're
off-site
we're
not
going
to
get
that
information
as
easily
we're
going
to
be
a
conduit
via
phone,
we're
not
going
to
be
connected
I'm
going
to
have
a
staff
sitting
around
not
really
doing
much
when
we
could
be
more
in
an
ER
active
in
showing
our
involvement.
I
G
Every
other
organization
who
could
help
us
FEMA
eventually
was
there
too.
They
all
were
there
to
benefit
us
and
I
remember.
This
was
in
the
Hills
Summit
Road,
so
you've
got
a
little
school
district
and
a
little
council
person
responding
and
to
just
instill
some
some
sense
of
strength
to
you
that
there
are
other
people
there
who
are
in
charge
not
that
we're
making
decisions.
I
don't
want
them,
don't
get
me
I'm,
not
making
a
decision,
but
I
want
to
be
able
to
report
to
you
and
be
more
effective.
That
way.
Thank.
C
H
Not
all
disasters
are,
are
the
same
and
I
agree
with
with
with
me,
I
mean
if
we
had
a
flood
and
and
the
disaster
relief.
The
disaster
office
is
in
the
floodplain.
I
can
understand
us
looking
at
different
sites
and
and
not
all
disasters,
I,
don't
know,
I
think
we
are
planning
well
for
earthquakes,
fires
and
what-have-you,
but
in
the
news
every
day
I
hear
about
the
disease.
C
Be
an
info
memo
coming
out
today.
If
it
hasn't
already
gone
out,
we
have
a
small
team
working
on
the
corona
virus.
We
have
already
in
coordination
with
the
County
Public
Health
on
this
and
have
had
a
series
of
meetings
over
the
weekend
on
who
has
a
background
in
epidemiology,
has
been
coordinating
our
information
and
has
pushed
back
on
the
county
to
make
sure
that
they're
like
there.
Their
information
is
available
in
multiple
languages.
We've
offered
to
assist
on
that
and
we
are
developing
a
plan
with
a
short
checklist
that
will
scale
us
up.
C
L
Add
which
is
to
build
on
the
mayor's
remarks
is
that
we
are
a
resource
and
what
so
often
happens,
especially
in
a
more
localized
disaster,
is
you
know,
you're
looking
for
food
and
shelter
and
all
those
things,
and
we
know
our
local
businesses,
we
have
relationships
with
civic
groups
who
you
know
want
to
help,
and
that
might
be
an
instance
where
we
can
also
provide
assistance,
and
we
also
understand
the
community's
a
little
bit
better
so
again
to
use
us
as
a
resource.
Thank
you.
C
Thank
you.
This
is
exactly
the
kind
of
conversation
that
we
need
to
have
around
this,
and
I
I
will
do
what
we
have
to
do
in
the
emergency
operation
center.
All
the
time
we're
gonna
improvise
a
little
bit
up
here,
which
is
to
say,
I,
think
you're
right.
The
district
disaster
office
is
wherever
you
are
right
and
you
need
to
have.
We
need
to
have
the
ability
to
have
that
be
virtual.
We
need
to
have
that.
C
Have
the
ability
to
be
in
multiple
different
locations
and
the
one
that
that
maybe
was
proposed
to
you
may
not
may
not
be
the
home-based
one
that
you
want.
I
think
one
of
the
reasons,
one
of
the
kind
of
inside
baseball
reasons
the
libraries
work
so
well
is
you
can
stand
those
up
without
the
way
they're
designed
from
a
security
standpoint.
You
can
have
access
to
those
very
very
easily
without
staff
having
to
be
a
kind
of
monkey
in
the
middle
on
the
access
and
the
security.
C
But
your
point
is
entirely
valid
and
well
taken
and
and
in
the
end,
you
represent
your
district
and
you
need
to
be
able
to
be
comfortable
with
how
you're
being
communicated
with
and
where
you
are
so
we're
very
open
to
revising
the
locations
to
make
sure
they
work
with
you
and
revising
the
locations
again
in
real
time,
based
on
the
actual
incident
and
be
more
forward-leaning
with
you
in
terms
of
using
you
as
a
resource
giving
it
tonight,
I
think
it's
completely
hundred-percent
valid.
So
we'll
take
that
back
its
policy
feedback.
C
M
This
is
actually
pre
disaster
in
terms
of
communicating
and
getting
the
information
out
to
our
constituents
before
the
disaster
takes
place.
I
I
think
I
had
to
be
told
about
20
times
to
prepare.
You
know
a
backpack
full
of
you
know
proper
supplies
before
I
actually
did
it.
We
have
to
constantly
communicate
with
our
community,
and
this
is
my
opportunity
to
do
the
same
on
a
favorite,
Mike
Tyson
quote
that
everybody
has
a
plan
until
they
get
hit.
M
We
know
that
when
the
disaster
happens
is
going
to
be
panic
and
terror,
but
the
more
we
communicate
the
more
we
have
outreach
to
the
community,
the
more
we
touch
them
to
get
them
to
prepare
for
that
disaster.
I
think
it's
going
to
be
beneficial
to
any
kind
of
disaster
preparedness
where
disaster
recovery,
Thank
You.
Mr.
C
Mayor
did
you
absent
you?
It
had
no
anything
else
on
this
concept
before
we
move
to
the
next
piece.
Thank
you
extremely
useful
discussion,
great
feedback.
We
will
will
iterate
to
improve
so
we're
gonna
keep
rolling
through,
and
this
next
part
is
gonna,
be
a
lot
of
fun.
So
if
we
could
switch
flip,
the
next
slide
so.
J
C
Andreas
Calaveras
Hayward,
my
particular
favorite
fault,
is
the
Silver
Creek
Fault,
not
very
active,
but
it
runs
right
through
downtown
and
through
our
Airport,
all
right.
That's
one
that
keeps
me
thinking
about
things.
If
you
look
at
the
major
faults
in
our
area
in
Northern
California.
What
you
know
about
these
faults
is
that
they
are
a
global
system.
We
have
the
intersection
of
two
tectonic
plates
which
are
moving
in
relative,
opposite
directions
of
each
other
and
that
movement
creates
pressure.
The
only
way
to
relieve
that
pressure
is
for
them
to
move
physically.
C
So
it
is
not
a
question
of
if
it
is
simply
a
question
of
when
how
big
and
where
so,
if
you
look
cumulatively
at
the
most
active
fault
lines,
Hayward
Calaveras
and
San
Andreas,
there
is
a
72%
chance
within
the
next
30
years
that
one
or
more
of
them
will
pop
at
a
magnitude
above
7,
which
is
a
major
major
major
shaking.
So
if
I
told
you,
you
had
a
I
had
a
72
percent
chance
of
who
is
going
to
win
the
Super
Bowl.
That
would
be
a
pretty
good
bet
that
you
might.
C
C
First
thing
that
happens
is
the
fault.
Will
rupture
it'll
move
dramatically
in
several
directions
and
first
thing
that
we'll
know
is
the
p-wave,
the
primary
wave
that
comes
through
it's
actually
a
sound
wave
just
below
our
range
of
hearing?
We
won't
actually
hear
it,
but
some
of
us
will
sense
it
a
little
bit
more.
It
might
move,
it
might
move
something
light
like
that,
but
it'll
be
a
sound
wave
that
rolls
through
animals
will
hear
it
and
it
react
to
it
in
a
way
that
we
won't,
depending
on
how
close
we
are
to
the
fault.
C
3045
seconds
later,
the
S
wave
hits
s
1
the
first
secondary
wave.
That's
the
shaking.
That
starts
right
this.
So
in
this
case
we
have
a
rupture
along
the
Hayward
Fault
it
pops
at
about
700
magnitude
and
boom.
Already,
we've
got
the
P
wave,
the
S
wave,
the
shaking
is
already
starting.
We
were
in
this
room,
you
would
duck
cover
and
hold
ensure
that
your
head
was
below
as
much
of
the
equipment
as
you
can
get.
C
This
is
a
very
safe
building,
but
there's
still
going
to
be
a
lot
of
shaking
and
things
are
going
to
go
that
chicken
is
going
to
continue.
The
shaking
is
going
to
look
like
this
room
is
moving
three
to
five
feet.
If
you
were
to
run
out
rather
than
drop
cover
and
hold,
you
might
get
thrown
to
the
ground
and
break
an
ankle
or
break
a
leg
or
break
an
arm.
The
shaking
is
going
to
be
that
hard
things.
What
we've
lose
things
will
be
falling
off
of
a
building.
C
It's
at
that
point,
the
shaking
is
still
continuing.
It
will
feel
like
a
lot
longer
than
this
minute
that
it
is,
and
it
will
be
bigger
than
anything
you've
experienced
and
make
the
Loma
Prieta
quake
seem
relatively
small
and,
at
the
same
time,
what
is
happening
along
the
Hayward
Fault
in
particular.
Is
we
have
a
lot
of
infrastructure
that
is
coming
over?
The
mountains
we
have
pipelines
for
water,
we
have
electricity
lines,
major
transmission
lines,
we
have
connectivity
with
the
Internet,
we
have
all
sorts
of
east-west
connectivity,
which
has
just
ripped
apart
and
been
sheared.
C
Much
of
that
has
been
hardened
since
the
loma
created
quake,
but
how
it
will
respond
to
a
five-foot
movement
across
83
miles
of
the
Hayward
Fault.
It's
never
been
tested
in
real
work
in
the
real
world.
Yet
so
that's
just
happened.
Likelihood
is
now
there's
something
called
an
aftershock
that
may
happen.
While
the
initial
shock
is
going.
Quakes
are
not
individual
events,
they
are
multiple
events.
There
can
be
dozens,
hundreds
or
thousands
of
aftershocks
after
a
major
event
like
this
spanning
four
days
immediately,
your
communications
will
be
affected.
This
phone
will
probably
not
work.
C
C
So
in
this
particular
scenario,
it's
concentrated
around
Oakland
San
Jose
is
relatively
less
affected,
but
don't
get
happy
about
that
yet
areas
of
liquefaction,
especially
near
rivers
or
areas
that
were
rivers
liquefaction,
is
a
what
happens
when
it's
the
earth
vibrates
in
a
way
that
the
ground
becomes
as
if
it
were
liquid,
foundations
can
slip
and
slide,
and
so
homes
in
the
areas
are
affected.
So
in
that
case,
we've
activated
our
emergency
operation
center.
It's
essentially
self
and
automatically
activated
the
shift
comes
in
and
we
have.
C
We
have
our
operations
going
so
I'm
going
to
start
and
I'm
going
to
begin
to
interview
folks
and
ask
them
about
what
they're
doing
and
what
they're
thinking
about
in
an
event
like
this
now,
if
you've
ever
watched
reality,
TV
shows
one
of
my
favorite
things
that
happens
in
reality.
Tv
shows
sometimes
is
they
change
the
rules
on
the
participants
in
the
middle
of
the
show,
so
everybody
in
here
is
expecting.
We've
got
a
good
annotated
agenda.
We
have
prepared
questions
and
they're
expecting
me
to
ask
them
prepared
questions.
C
C
You
see
in
black
the
management
section
you
see
in
blue
our
Planning
section,
you
see
in
the
oranges
red
the
largest
and
most
select
section,
the
operation
section.
You
see
parts
of
the
management
section
here
in
purple
and
light
blue
our
communications
and
liaison
function.
You'll,
beginning
to
know
this
one
very.
L
C
Yellow
the
logistics
function,
a
new
function
that
we've
instituted
recovery,
section,
light
grey
green,
where
the
money
is
finance,
part
of
the
recovery
section
here
and
then
again,
as
I
mentioned,
our
department
operation
centers
out
beyond
this
all
makes
sense
to
us.
These
colors
are
very
meaningful.
F
So
we
activate
the
EOC
very
differently,
there's
planned
events
which
we
had
already
gone
over.
Those
decisions
are
usually
made
between
Kip
and
I
and
consultation
with
Ray
and
then
clearly
telling
our
city
manager
what
we're
doing
in
the
event
like
this
there's
a
standard
operating
procedure,
we
all
follow
if
there's
an
earthquake
of
6.0
or
higher
the
blue
shift,
we
have
two
shifts
of
blue
and
a
gold.
The
blue
shift,
after
checking
in
with
family
and
co-workers,
is
to
report
to
the
EOC
within
two
hours.
C
C
F
So
you
know
when
we
talk
about
the
EOC,
it's
it's
very
important
and
we
sort
of
got
into
it
a
little
bit
with
you
all
in
the
district
office
scenario.
But
the
EOC
is
it's
a
single
point
for
managing
the
disaster.
It's
really
an
implementation
tool
to
support
the
field
in
their
role
field.
Commanders
field
personnel
in
the
field
are
going
to
be
dealing
with
that
specific.
F
That
specific
incident
in
a
case
like
this
there's
going
to
be
thousands
of
incidents
across
the
city,
so
gathering
that
information
and
having
a
big-city
kind
of
viewpoint
is
very
critical
in
making
executive
decisions
throughout
the
whole
city,
we're
kind
of
in
a
scenario
where
we're
the
only
ones
that
get
that
whole
big
picture
scenario.
So
when
setting
the
objectives
you
know
ray
and
Kip
and
I
are
pretty
diligent
it's
in
our
emergency
operation
plan
that's
been
approved:
protection
of
life,
protection
of
property,
protection
of
the
environment.
F
Those
are
three
basic
objectives
that
we
would
surround
any
type
of
event.
We
have
a
lot
of
flexibility
as
the
EOC
director
to
prioritize
those,
in
this
case
I'm,
going
to
be
prioritizing
protecting
life
within
that
first
operational
period.
We
also
have
objectives
that
flow
up
into
those
other
objectives.
Within
this
scenario,
our
situational
awareness
and
the
damage
assessment
and
the
percentage
of
of
those
in
need
of
help
is
the
most
important
to
inform
the
field
and
the
following
shift
that
Kip
would
be
taking
over.
C
F
C
Gonna
go
to
your
epi.
Oh
the
emergency
public
information
officer
perspective,
Rosaria.
You've
had
a
number
been
thrust
with
at
least
all
of
these
activations
you've
built
up
and
done
a
masterful
job,
building
up
our
multi-language
capacity
and
making
sure
that
we're
able
to
more
quickly
engage
across
social
media
as.
L
E
That
we'll
be
taking
is
to
follow
the
EOC
directors
lead
in
any
activation
of
the
EOC,
and
so
most
likely
in
the
scenario
we
will
already
have
activated.
The
epi
o
branch
I
will
have
activated
the
entire
epi
O
team,
which
consists
of
different
components,
including
an
information
analysis,
branch,
a
messaging
branch
and
a
media
branch
at
a
full-scale
activation
of
the
EPI.
Oh
we're
anticipating
participation
from
about
15
to
20,
individual
staff,
member,
so
I
think
what
I'll
be
thinking
about.
During
this
scenario.
Oh.
I
J
K
A
F
We
throw
that
one
a
day
sure
so
you
know
we
really
quickly.
We
have
two
shifts
a
blue
and
a
gold
there's
also
an
alternate
for
every
single
one
of
those
positions,
especially
for
section
Chiefs
folks,
within
the
operational
division.
They
have
a
lot
of
conversations
amongst
each
other
where
they
live.
Oh
I'm
gonna
be
out
of
town
this
weekend.
So
even
you
know
I'm
not
on
the
blue
shift.
I'm
on
the
gold
shift.
F
Kip
and
I
talk
a
lot:
hey,
Kip's
gonna
go
down
to
San
Diego
for
the
weekend,
so
I
know
I
need
to
respond.
One
of
the
most
important
things
that
I'll
be
doing
is
coming
into
the
EOC.
Is
it
with
in
logistics
and
with
the
EOC
we'll
have
personnel
there
actively
working
to
fill
slaps
where
people
are
unable
to
get
in.
D
The
one
thing
I'd
add
is
that
not
only
do
we
have
pre
identify
the
staff
have
been
training
them.
We
also
do
a
poll
once
a
month
who's
around
who's
taking
vacations.
So
we
have
a
knowledge
of
what
we
could
have
a
gap,
but
we
try
to
fill
that
or
understand
it,
but
it
because
we
do
have
holiday
weekends,
which
the
rhymes
with
mud
occurred
in
2017
over
a
holiday.
So
we
also
pay
attention
to
that.
So
we're
leaning
ahead
yeah.
C
And
it's
somewhat
less
polished
answer
is
you
you
know,
you're
gonna
have
to
see
who's
able
to
get
there
who's
able
to
show
up,
and
then
you
have
the
how
many?
What's
our
staffing
level?
Now
we
have
about
how
many
people,
the
city,
yes
yeah,
so
about
7600
folks,
every
single
one
of
them
is
a
disaster
service
worker.
B
So
I
just
want
to
emphasize
this
point
because
it's
another
lesson
learned
in
terms
of
how
we
do
this
work
and
it's
so
a
big
lesson.
We
learn
from
2017,
so
you
know
when
it
comes
to
the
operational
departments
they're
all
ready
every
day
in
full
operational
mode.
So
with
the
conversation
that
we're
having
right
now
is
how
we
make
sure
the
EOC
is
managed.
So
we
manage
that
very
differently
in
terms
of
what
was
just
described
all
the
way
up
through
the
manager's
office.
B
E
Anticipated
exactly
where
I
was
going
so
in
the
first
two
hours
what
I'll
be
focused
on
is:
where
is
my
staff?
Where
are
my
members
of
my
epi
o
branch
and
have
they
been
impacted
by
the
disaster?
So
if
there
are,
if
they
are
able
to
work
virtually
that's
what
we
do,
we
will
set
it
up
virtually,
but
everybody
has
already
received
clarity
on
their
roles.
They
know
what
to
do
and
they
know
that
we
need
to
respond.
What
I
will
be
thinking
about
is
what
do
we
know
at
this
time?
E
So
do
we
have
any
information
that's
available
as
far
as
areas
that
are
severely
impacted?
Have
there
been
any
impacts
to
drinking
water
or
wastewater
facilities,
and
is
that
what
we
need
to
be
communicating
to
the
public
who's
impacted
where
those
neighborhoods
are,
and
also
how
members
of
the
community
can
be
prepared
for
any
aftershocks
or
further
impacts?
E
The
main
audience
is
that
I
would
be
thinking
about
in
these
first
few
hours
and
moments,
as
is
you
all
the
council,
and
what
information
we
need
to
deploy
to
you,
the
media,
at
the
broader
public
and
members
of
the
community,
and
then
also
our
partners,
such
as
school
district
churches
and
what
information
we
would
need
to
be
able
to
deploy
to
them.
I
will
also
be
thinking
about
technology
barriers
that
we
might
be
experiencing.
E
So
if
phone
lines
are
down
or
we're,
not
our
cell
towers
are
down
and
we're
not
able
to
deploy
that
technology
that
we
need
to
look
at
alternate
methods
to
get
information
out
to
the
public,
deploying
or
LRAD
technology,
coordinating
with
Public
Safety
to
get
information
out.
You
know,
via
old-school
paper
handouts
and
and
get
that
information
out
that
way,
word-of-mouth
or
knock
and
talks,
so
we'll
be
looking
at
different,
alternate
methods
of
communicating
if
we
need
to
so
the
first.
Q
So
the
liaison
function
has
a
couple
different
roles.
I
would
say.
The
most
important
is
making
sure
that
we're
maintaining
contact
with
the
City
Council's,
the
first
point
of
contact
with
the
City
Council,
disseminating
information
on
a
regular
basis.
So,
for
example,
in
the
power
safety
shutoffs,
we
set
up
regular
conference
calls
with
the
city
council
just
to
provide
information
coordinated
very
closely
with
the
EP
I/o
units,
so
that
there
was
information
that
was
being
sent
out.
Q
We
made
sure
that
the
council
received
that
and
to
kind
of
take
that
responsibility
from
the
EOC
director
or
once
we
get
started
in
the
Emergency
Operations
Center,
so
they
can
focus
on
their
role
as
EOC
director
and
where
the
main
point
of
contact,
but
not
only
with
City
Council,
we're
also
with
other
entities
so
school
districts
counties.
We
also
lead
special
projects
so,
for
example,
in
the
power
safety
shut
offs,
we
organize
the
call
center
that
was
calling
the
medical
baseline
customers.
Things
like
that.
Thank.
C
D
C
H
I
think
at
this
point
it's
all
about
field
level,
emergency
response
right-
and
this
is
a
kind
of
an
all-hands-on-deck
type
of
situation,
some
of
the
key
branches
within
operations.
You
know
you
got
mass
care,
you
got
law
enforcement,
you
got
transportation,
fire
and
rescue
construction
and
engineering
damage
inspection,
environmental
services,
so
you
kind
of
just
assume
the
worst
and
bring
in
all
the
right
folks.
H
Now
those
are
all
like
titles
and
roles,
but
but
in
addition
to
that,
we're
looking
at
who
are
the
people
in
those
roles
that
we
need
to
based
on
the
incident
at
hand
that
we
need
to
pull
in
right.
So
there's
that
vetting
as
well,
and
really
it's
all
about
really
defining.
What
do
we
need
to
do
now
right,
gaining
a
clear
understanding
of
the
incident
really
kind
of
synthesizing
the
data
that
we
have
before
us?
We.
C
H
Well,
since,
since
my
district
tends
to
be
cut
off,
there's
only
one
really
two
roads
in
and
out
of
my
entire
district
I
know,
I'm
gonna
be
very
concerned
with
having
services
such
as
police
and
fire
and
ambulance
services.
In
my
district,
how
do
I
ensure
that
I
get
services
and
no
offense
to
downtown,
but
as
at
least
as
responsive
as
downtown
yeah.
C
C
C
You
all
run
are
very,
very
complicated,
very,
very
well
done,
I!
Think
you
what
you've
got
91
thousand
calls
a
year.
You've
gotten
the
five
hundred
thousand
calls
a
year,
so
99.9
percent
of
that
stuff.
Never
we
ever
worry
about
here.
In
the
instance,
you've
got
a
big
event
like
this.
How
does
your
approach
shift
from
the
normal
day-to-day
service
delivery
to
this?
And
how
do
you
balance
between
those
two
I'm
gonna
go
with
fire
and
then
I'll
go
with
low
branch
same
question?
Alright,.
O
Thank
you
for
the
question.
First,
let
me
start
with
an
overview
of
the
fire
department
of
your
fire
department,
because
we
cover
the
entire
city
with
five
battalions.
We
have
33
fire
stations,
53
apparatus
that
include
thirty-two
engines,
nine
ladder
trucks
are
urban
search
and
rescue
team
cross
rigs
squads
and
fire
battalion
Chiefs.
We
do
this
186
personnel
every
single
day,
so
those
people
are
ready
to
respond
every
single
day.
Now.
To
answer
your
question,
we
prepare
from
major
emergencies
like
this.
O
We
have
systems
put
in
place
that
when
we
do
have
a
major
emergency,
such
as
an
earthquake,
that
we
have
a
system
where
we
go
out
and
we
start
to
look
at
critical
infrastructure,
we
look
at
roadways.
We
look
at
access
points.
We
look
at
the
ability
how
they
get
to
those
people
who
may
be
cut
off
by
damaged
overpasses
or
down
bridges,
and
we
do
that
in
conjunction
with
the
San
Jose
Police
Department,
and
just
to
put
a
put
a
visual
on
this.
C
C
O
C
I
C
Since
I've
got
both
of
you
on
the
spot,
I'm
gonna
kind
of
go
down
back
to
the
next
level
here
and
I
want
to
understand.
We've
got
fire
and
and
law
here
in
the
EOC.
We
also
have
fire
in
the
field
as
an
incident
commander,
and
we
have
police
as
an
incident
commander.
I
want
to
give
Deputy
Chief
an
Al
Gore
a
chance
to
talk
about
what
is
your
role
as
a
in
the
field
role
in
this
case,
you've
played
on
both
sides
of
this.
C
E
H
To
clarify,
we
have
pre-existing
incident
command,
set
up
where
we
would
activate
our
department
operation
center.
Our
do
see,
and
we
have
it
already
pre
assigned.
Who
is
the
lead
for
that?
That's
the
duty
chief
and
then
we
would
establish
an
area
command.
Some
large
incident
like
that
it
affects
most
of
our
city.
We
would
have
our
battalion
Chiefs
established,
Area
Command
and,
as
the
chief
referenced
we're
gonna
do
a
review
of
our
own
operational
readiness.
Our
our
stations,
functional
and
safe.
H
We're
gonna
be
asking
for
assistance
to
help
us
manage
those
area
command
needs
and
that
information
would
flow
from
the
the
EOC
to
the
do
see.
And
then,
if
information
comes
in
and
remotely,
then
it
would
flow
back
down
the
other
way.
But
again
we
have
a
structure
in
place,
as
he
mentioned.
Ics
incident
command
started
in
the
fire
service,
so
we're
well
versed
in
how
to
operate
within
an
EOC
setting.
C
Q
C
C
G
Folding,
just
just
as
PD's
responding
because
it
this
relates
to
gridlock.
If
we
know
anything
from
Loma
Prieta
disaster,
everyone
gets
on
the
in
their
cars
and
heads
home
they
head
to
their
schools.
They
want
to
pick
up
their
children
they
head
to
home
because
that's
their
base.
How
will
and
when
that
gridlock
occurs,
it's
difficult
for
police
and
fire
to
get
around
to
handle
any
emergency
services.
I
G
I
Actually
talk
about,
and
fire
has
done,
a
masterful
job
of
this
in
the
mapping
systems
that
they
have
with
alternate
routes
and
I
would
say
they
probably
do
it.
We
certainly
respond
to
incidents,
but
because
of
their
knowledge
of
specific
location
and
map
talent,
alternate
routes.
So
there's
several
different
things.
We
can
do.
Obviously,
we've
license
sirens
for
a
reason,
so
people
will
know
where
we're
coming
and
hopefully
get
out
of
the
way,
there's
different
ways
of
doing
it.
If
we
have
to
go
in
alternate
directions
on
roadways,
we
would
certainly
do
that.
I
We
can
do
things
like
counter
flow.
We
actually
control
the
movement
of
traffic,
potentially
work
with
d-o-t
on
lighting
systems,
so
there's
a
multitude
of
different
ways
really,
depending
on
the
incident
itself,
how
far
we're
expanding
contracting
so
that
we
can
get
clear
avenues
to
get
to
where
we
need
to
go.
C
M
Yeah
thanks
Kip
John,
Russell,
director
transportation.
So
when
something
like
this
at
this
magnitude
might
happen,
it's
very
likely
that
that
normal
commute
home
may
not
be
available
for
people.
There
could
be
bridges
out
roadways,
not
functioning
debris
in
the
way
signals
not
working.
So
our
first.
Our
first
steps
is
actually
to
assess
what
the
situation
is
to
see.
M
What's
out
there
working
people
are
immediately
going
to
be
out
on
the
streets,
but
we
got
to
figure
out
what
what
is
each
open
or
even
accessible
or
safe,
and
we
do
that
with
public
works
with
fire
and
PD.
So
those
kind
of
things
happen
first,
and
then
we
communicate
that
up
to
Yosi
back
to
public
are
our
security
people
of
PD
and
Fire
in
terms
of
where
they'll
routes
are
that
are
going
to
be
safe,
number
one,
and
then
we
start
working
with
PD.
Do
we
need
to
shut
down
the
roads?
M
How
are
we
gonna
do
that
that,
just
to
emphasize
what
what
Dave
was
saying,
we
actually
have
people
in
the
field
all
the
time
doing
normal
routine
duties
of
transportation
system,
but
an
event
like
this
happens.
Then
we
redeploy
bring
more
people
in
and
then
start
to
react
to
that
situation.
Police
will
tell
us
where
we
need
to
be
putting
barriers
or
where
we're
going
doing
different
traffic
and
signal
timing.
How
we're
gonna
be
dealing
with
that?
M
C
R
C
D
F
C
R
You
Kay
the
priorities
of
the
logistics
section
are
really
twofold:
we
want
to
ensure
that
all
of
the
cities,
the
municipal
critical
facilities,
are
operational
and
functional.
Without
that
in
place.
The
city
Response
Teams,
are
not
able
to
do
their
jobs
effectively,
so
our
job
is
to
look
at,
for
example,
if
a
critical
situation
like
a
major
earthquake
looking
at
our
critical
facilities
and
ensuring
that
they
are
safe.
So
if
there
are
immediate
repairs,
dangerous
situations,
we
are
saving
off
those
areas
at
first.
R
If
the
utilities,
the
primary
utilities,
are
out,
we
are
bringing
in
and
establishing
those
backup
systems
ensuring
that
they
work.
So
we
have
constant
power
for
those
building
systems
that
is
first
and
foremost,
ensured
that
these
city
operations
can
continue,
especially
in
these
times
of
need.
The
second,
equally
parallel
a
priority
is
to
get
the
resources
available
to
all
response
teams,
whether
that's
inside
the
EOC
or
on
the
field.
R
Our
job
is
really
to
provide
those
support,
services
that
includes
providing
equipment,
facilities,
supplies
resources,
labor
and
still
be
in
constant
coordination
with
those
critical
facilities
to
ensure
that
they
are
consistently
running.
We
do
so
with
the
combination
of
in-house
resources,
our
in-house
labor
in-house
equipment,
in-house
vehicles.
If
needed,
we
will
go
contractually
rental
services
for
some
equipment
and
then
we'll
also
look
at
our
suppliers,
the
equipment
and
the
resources
that
we
needed.
R
We
definitely
deploy
and
get
those
resources,
as
we
mentioned,
there's
a
critical
function
to
ensure
that
the
EOC
staff
is
also
properly
maintained
as
well.
That
includes
food
water
resources,
anything
that
the
internal
staff
needs
to
deploy
out
and
get
those
instructions
outs
of
the
field
teams,
but
that
is
also
a
very
critical
function,
especially
for
staffed
up
for
multiple
days
in
a
row.
It
takes
its
toll
and
it's
ensure
that
the
help
of
the
EOC
employees
that's
one
of
our
critical
priorities
as
well.
Yeah.
F
M
F
Assume
it
happened
to
five
o'clock
during
commute
that
first
shift
would
immediately
start
and
normally
shifts
are
twelve
hours.
What
Kip
and
I
have
tried
to
do
is
do
a
7:00
p.m.
to
7:00
a.m.
it's
a
little
bit
better,
especially
for
those
folks
working
the
night
shift
kind
of
to
adjust
to
that.
So
this
first
shift
would
be
a
14-hour
shift.
Yeah
now.
C
F
So
you
know
we
say
a
12-hour
shift
in
reality.
It's
a
little
over
13
because
you
know
for
us
on
this
first
shift.
All
of
us
would
be
staying
past,
7
o'clock,
doing
a
transition,
doing
a
debrief
doing
a
stand-up,
with
both
shifts
in
the
EOC
to
ensure
that
that
transition
happens
properly
same
is
coming
in.
You
need
to
come
in.
We
would
be
coming
in
well
before
7:00
p.m.
to
see
what
that's
like.
C
I,
for
some
of
us
in
the
management
section
in
particular
off
shift
is
the
time
that
we
can
get
out
get
out
of
the
field.
Walk
around
talk
to
people,
see
things
and
make
sure
that
we
have
an
understanding
outside
of
the
windowless
room.
That
is
the
EOC.
What's
what's
going
on
so
you're
doing
that
in
between
the
shifts
sleeping
eating
and
getting
right
back
to
that
shift?
So,
let's,
let's
go
on
we've
got
we've
got
our
finance
the
appropriately
green
finance.
C
Vast
losses
is
new
to
our
organization,
but
this
is
a
good
example
of
what
happens
in
an
emergency.
So
welcome
to
the
city
and
we've
activated
you
on.
You
know
right
here
in
month,
one
what
are
you
thinking
about
as
you
step
into
this
and
what
are
the
issues
that,
from
a
finance
perspective,
you're
going
to
need
to
be
dealing
with
in
a
role
like
this.
J
C
J
Very
carefully
avoided
my
last
name:
Thank
You
Kip,
my
name
is
last
name
is:
go
frizzy
al,
so
it's
loose
go
frosty.
How
and
I
am
nudie
organization
I
joined
in
December
2019,
and
what,
as
the
finance
administration
section
coordinator,
but
we're
responsible
for
is
assuring
that
the
appropriate
finances
and
administrative
processes
are
in
place
so
that
we
can
continue
to
function
and
support
and
support
this
the
disaster
in
the
immediate
disaster
and
as
well
as
the
recovery,
so
our
responsibilities.
J
My
initial
responsibility
would
be
to
report
to
the
EOC
director
exactly
on
the
current
cash
position
of
the
city,
how
we
are
doing
as
far
as
with
what
is
liquid
and
what
we
have
available
to
use
and
then
also
we
would
use
that
as
a
baseline,
to
monitor
the
burn
rate
of
our
expenditures.
During
this
time
we
would
also
be
a
notifying
the
EOC
director
on
where
the
location
and
how
much
spending
capacity
people
have
we've.
Q
Councilmember
Perales,
my
thinking
here
is-
and
this
may
happen
in
the
same
context
where
we
have
an
interjection
now
of
mutual
aid,
so
somebody
coming
from
the
outside
it
took
them
a
little
bit.
We're
sort
of
already
got
in
the
wheels
rolling.
How
do
we
manage
that
aspect?
Who
is
in
charge
of
that?
You
know
we
have
support
and
and
I
think
before.
That
would
be
who's
reaching
out
yeah
right
for
asking
for
help,
because
I
know
what
we
have
in
the
room.
Is
everybody
here
right
all
the
locals.
Q
Every
is
so
sort
of
hey
we're
trying
to
take
care
of
our
own
house,
but
the
reality
is
that
we're
gonna
have
I
think
outside
right
agencies
and
support
that
are
gonna
want
to
come
in
and
we're
gonna
want
to
be
ready
to
ask
them
for
for
help.
As
we
have
been
asked
and
we've,
you
know,
certainly
lent
our
support.
How
are
we
going
to
manage
that
now?
As
it?
You
know
to
ask
for
it
and
as
it
comes
in
excellent.
C
And
there
are
lots
of
different
types
of
mutual
aid
just
to
make
it
more
complicated.
I'm
gonna
start
with
Ray
our
planning
sections
coordinator
on
this
one,
because
that's
where
we're
gonna
try
to
have
a
coherent
approach.
These
different
types
of
asks
that
we're
getting
and
dealing
with
frankly
at
several
different
levels
at
once,
right.
D
So
the
mutual
aid
program
is
pretty
complex,
but
it's
also
driven
and
been
well
oiled
for
many
years.
Law
and
Fire
have
their
own
capability
of
requesting
each
relate
up
through
their
channels
right
through
the
county
and
onwards,
up
the
same
with
Emergency
Management.
There's
an
emergency
management
neutral,
a
program
where
we
can
request
other
resources
and
services.
For
example,
I
went
to
Santa
Rosa
desist
them
after
the
fire
through
this
EMA
process
it
requesting.
D
So
we,
the
request,
would
go
from
our
understanding
of
what
the
event
is,
knowing
what
resources
we
have
or
what
we
don't
have
identify
what
we
can
request
of
mutual
aid,
which
could
be
people
equipment,
recent
other
resources,
and
we
send
that
request
into
Santa
Clara
County
operational
area.
They
looked
in
within
the
operational
area,
which
is
the
boundary
of
the
county,
and
then
they
push
it
up
to
the
region
of
the
state
to
request
so
there's
a
process.
That's
used
documentation,
it's
required
in
order
to
get
the
reimbursement
later
from
the
event
and
and.
C
There's
a
an
additional
aspect,
I'd
like
to
add
on
to
this
is
in
the
earlier
discussion.
We
talked
about
sort
of
what
I
would
I
think
of
a
stance
on
activation
and
notification
right.
Are
you
forward
leaning?
Are
you
backward
leaning
because
you're
gonna
make
a
mistake?
You're
not
gonna,
get
it
perfect
every
time
so
which
direction
do
you
want
to
make
the
mistake?
C
Do
you
want
to
make
the
mistake
on
activating
more
than
as
necessary
or
less
than
is
necessary,
and
so
we've
made
the
determination
and
the
direction
for
the
city
manager
is
if
you're
gonna
make
a
mistake,
lean
forward
and
so
I
think
part
of
what
we've
been
talking
about
with
mutual
aid
is,
is
which
way
do
we
want
to
make
that
mistake
and
Minh
City
Manor,
yes,
I?
Think
just
emphasizing.
B
C
B
B
You
know
we
want
to
have
the
internal
capacity
to
do
all
these
things,
because
at
times
relying
on
other
agencies
has
not
been
to
our
benefit,
but
in
this
case
we
have
to
exercise
a
great
deal
of
discipline,
doing
that,
if
we're
all
out
there
engaging
on
different
pathways,
it
is
complete
chaos
in
an
environment,
that's
already
chaos,
so
I
will
tell
you
when
we're
making
these
requests
through
that
process,
it
can
be
tense.
It
can
be
challenging.
B
You
know,
the
relationship
that
we
have
the
county
is
very
positive,
but,
as
you
can
imagine,
during
these
types
of
scenarios,
you
know
we're
looking
to
make
sure
that
we're
getting
what
we
need
and
when
we
need
it
and
we're
putting
a
tremendous
amount
of
pressure
on
the
county
to
be
able
to
make
sure
they're
advocating
and
responding
to
our
needs
right
and
I.
Think
one
of
the
lessons
learned
if.
C
C
J
In
finance,
I
say
one
more
thing
because
ray
actually
brought
it
up
and
you
used
the
word
reimbursement
and
what
we
don't
want
to,
which
is
very
important.
An
important
role
for
the
Finance
and
Administration
group
is
to
ensure
the
people
are
using.
The
appropriate
accounting
codes
know
how
to
track
their
time,
know
how
to
track
every
equipment
and
and
procurement
I'm,
going
to
point
you
to
this
is--these
guide
for
FEMA
reimbursement,
and
this
has
multiple
references
to
it.
J
So
FEMA
is
particularly
Byzantine
and
in
its
nature
and
sometimes
arcane,
but
but
in
order
for
us
to
have
the
opportunity
to
reimburse,
to
the
full
extent
that
we
can,
and
in
some
cases
we
can
get
up
to
90%
with
FEMA
is
we
have
to
follow
their
procurement
rules
and
that
unit
reports
out
of
Walters
group,
the
logistics
group?
But
we
want
to
be
sure
that
the
city
is
not
completely
impacted
after
after
dizzy
after
this
disaster.
Yes,.
C
Their
procedures
to
the
precise
T,
so
you
could
have
hundreds
of
millions
of
dollars
that
you've
actually
spend
it
thought
you
got
a
reimbursement
for
and
pulled
back
if
we
are
not
straight
up
and
down
with
the
woman
in
the
green
vest
here,
okay,
we
have
a
new
section
that
is
not
necessarily
replicated
elsewhere.
It's
the
recovery,
section
and
I'd
love
to
have
Jim
and
Jackie
talk
a
little
bit
about
sort
of
why
this
section
exists
and
what
you'd
be
beginning
to
worry
and
think
about
in
a
situation
like
this
sure.
S
So
I'll
get
it
started,
so
so
the
the
job
of
the
recovery
section
really
is
to
help
coordinate
the
support
for
recovery
for
individuals,
businesses
and
the
city
government,
and
so
the
first
thing
that
we'll
be
doing
when
we,
when
we
get
in,
is
working
with
the
different
branches
to
assess.
You
know
what
what
is
the
scale
of
the
of
the
recovery
needs.
So
it's
going
to
be
infrastructure,
that's
going
to
be
people
that
are
just
displace.
It's
going
to
be
damaged
to
do
businesses.
S
One
of
the
first
things
that
we
start
to
work
on
is
the
initial
damage
estimate
that'll,
be
very
critical,
going
forward
to
kind
of
set
the
stage
for
all
the
reimbursement
and
cost
accounting
for
FEMA
wreak
recover.
I.
Think
one
reason
why
we
we
stood
up,
we
will
be
standing
up.
Recovery
in
the
EOC
is
to
make
sure
we're
engaged
in
that
process
early.
So
we
can
do
all
that
coordination
early
at
the
beginning.
S
Similarly,
the
the
best
work
that
we
do
and
was
demonstrated
in
the
flood
is,
are
our
peers
that
are
going
to
be,
hopefully,
maybe
still
at
city,
city
hall
or
some
city
facility,
where
we
can
help
coordinate
some
of
that
work,
so
it'll
be
figuring
out.
What
does
that
initial
needs
assessment
and
figuring
out
how
we
can
organize
ourselves
to
best
respond
over
the
over
the
coming
days?
Thank.
Q
The
housing
department
would
be
coordinating
with
PR
ness
and
the
Red
Cross,
because
its
most
likely
in
this
scenario,
we're
gonna
need
longer-term
shelter
and
the
Red
Cross
has
very
limited
time
in
terms
of
which
they're
able
to
operate
and
manage
the
shelter.
So
we
would
be
immediately
planning
for
what
that
transition
would
look
like
who'd
be
able
to
operate
it.
Would
it
need
to
be
City,
run
or
or
be
able
to
be
managed
by
a
non-profit?
Q
So
we
want
to
be
nimble
and
quick
in
securing
those
resources
so
that
we
can
begin
to
plan
for
that
longer
period.
So
we're
gonna
be
working
with
finance
to
understand
the
resources
that
we
are
able
to
access
and
then
we'd
also
need
to
work
with
local
agencies,
because
the
housing
department
will
be
coordinating
with
Padre
and
other
nonprofits,
so
they
can
help
us
with
the
immediate
and
long-term
recovery
efforts.
Q
We
know
there
are
human
components
obviously
to
this,
and
we
need
to
be
thinking
about
how
people
actually
recover
we're
gonna
ask
and
maybe
asking
ray
to
contact
the
county
for
mental
health
and
social
services.
Support,
because
we
know
our
residents
are
going
to
need
that
as
we
begin
to
plan
for
the
longer
term.
L
C
We
realized
both
through
experience
and
through
the
research,
is
what
you
all
have
know
through
experience
in
your
own
research,
which
is
disasters
disproportionately
affect
low-income
people
disproportionately
affect
community
of
colors
disproportionately
affect
renters
disproportionately
affect
people
who
do
not
have
documentation
citizenship.
In
fact,
there's
some
interesting.
C
We
wanted
to
do
those
in
parallel
so
that
we
are
doing
the
response
in
a
way
that
anticipates
the
needs
of
the
recovery,
and
you
have
a
separate
section
on
a
slightly
different
time
scale.
That's
getting
ahead
of
the
game
while,
while
we're
doing
the
immediate
sheltering
needs,
we're
also
thinking
about
the
longer-term
housing
needs
etc.
Did
you
have
I
was.
A
So
you
know
an
earthquake,
this
magnitude,
I,
assume
some
cell
towers
are
gonna,
go
down
and
we
have
at
least
one
transmission
line
that
runs
along
those
East
Hills.
That
I
would
imagine,
might
also
go
down,
which
means,
if
there
are
cell
towers
operating,
they
have
what
four
to
six
hours
of
backup
generation
be
able
to
continue
to
it.
A
C
A
C
D
Well,
in
our
operations
and
in
our
plans,
there's
more
than
one
level
of
communication
capability
that
we
have,
we
do
have
the
interoperable
radio
system
that
is
pretty
robust
and
in
the
programs
that
they've
been
building
out.
So
we
do
anticipate
that
the
radio
to
radio
communications
will
work
can.
A
D
A
D
Also
have
amateur
radio,
it's
one
of
the
best
radio
communication
system
has
ever
built
and
we
have
worked
with
the
amateur
radio
system
folks
to
help
develop
over
qualm
wireless
wireless
electronic
network.
So
we
can
deploy
those
two
shelters
to
other
places
which
will
allow
us
to
gain
internet
and
other
communication
capabilities.
We
have
in
the
EOC
who
have
21
different
types
of
communications
that
we
can
activate
from.
I
So
there's
various
different
levels
that
we
can
work
with,
depending
on
the
magnitude.
You
know
we
started
at
the
top
portion
of
it
really
some
law
enforcement
and
fire
if
it's
one
or
two
towers
that
go
down
the
system
actually
automatically
links
to
other
towers,
so
we
may
see
channels
blend
police
channels
blend
with
each
other.
So
it's
a
simulcast
system.
I
I
We
call
a
dispatcher
in
a
box
which
is
actually
dispatch
centers,
that
we
can
stand
up
at
the
five
battalion
stations
that
are
out
there,
so
that
we
can
essentially
communicate
on
a
more
localized
basis
and
then
there
another
one
that
we
could
end
up
using
is
the
putting
some
of
our
command
bands
that
have
repeater
boxes
inside
them.
That
can
also
be
used
as
a
localized
the
system,
so
many
many
different
levels,
depending
on
the
the
damage
and
expandability
of.
What's
going
on
anything.
O
C
And
then
the
additional
layer
that
we've
built
in
over
the
last
several
activations
is.
We
now
have
a
section,
that's
dealing
with
telecommunications
and
a
section
that
can
deal
with
electricity,
so
people
like
Laurie
from
from
our
energy
shop
people
like
Jay
from
our
small
sales
team
with
firstnet,
which
we've
invested
in,
has
a
special
band
14.
They
have
dedicated
to
us
in
an
event
like
this.
They
will
roll
cows
and
Colts
cellular
on
wheels
cellular
on
light
truck.
C
They
will
fly
those
in
if
needed,
emergency
Lando's
and
deploy
additional
cellular
capability,
specifically
for
our
first
and
extended
responders,
who
are
on
the
band
14,
which
will
be
a
dedicated
communication
network
which
will
allow
us
not
only
voice
communication
but
data
occasion
in
real
time
and
high-bandwidth,
and
so
they
have
redundancy
built
into
the
existing
towers
that
are
more
hardened
than
a
normal
cell
tower
and
they
have
committed
to
us
a
rapid
deployment
of
additional
capacity,
regardless
of
the
nature
of
the
incident.
In
the
case
like
this.
Thank
you
that's
a
good.
C
That
was
a
good
way
me.
Could
you
hear
me?
Okay,
let's
keep
going
and
I
we've
talked
to
an
on
the
idea
of
inspection,
and
so
I
wanted
to
I
want
to
get
two
perspectives
on
an
inspection
one
from
inside
the
EOC
and
then
one
from
the
actual
field
and
do
see
where
you'll
be
doing
the
inspections.
We've
had
a
lot
of
experience
with
this
in
a
lot
of
different
contexts,
including
the
effort
we
did
around
the
flood.
O
The
first
priority
in
our
mind
in
under
this
situation,
is
really
how
quickly
and
how
accurately
we
move
all
the
damage
data
from
the
field
to
the
DLC
to
the
EOC,
then
how
fast
we
can
redistribute
the
information
out
throughout
the
cities.
Well,
the
policymakers,
throughout
the
GIS
system,
the
inspection
throughout
the
last
year
or
so
we're
working
on,
is
really
trying
to
clarify
two
things.
There
is
a
damage
assessment
and
there
is
a
safety
assessment
so
how
we
deploy
the
right
resources,
go
to
damage
assessment
or
the
safety
assessment.
O
We
rely
heavily
on
our
friends
on
the
fire
and
the
police
give
us
over
all
the
damage
assessment
after
we
get
a
damage
assessment
that
including
the
public
war,
is
the
sewer
treatment
plan
or
the
water
treatment
plan,
or
don't
roadway
all
the
condition
coming,
how
we
deploy
our
resources
go
out
and
when
we've
sent
our
resource
going
out
to
do
the
safety
assessment,
actually
us
as
safely
as
possible
for
our
own
resource
in
discounters
major
event.
What,
if
the
aftershocks
happen?
O
C
And
so
let's
go
to
bill
who'd
be
the
next
level
on
the
ground
bill
main
one
of
our
lead
inspectors
who
did
a
yeoman's
job,
leading
our
effort
on
rapid
inspection
last
time
around
you'd
have
an
even
bigger
challenge
in
front
of
you
this
time.
How
would
you
be
thinking
about
that
approach
in
that?
Well,.
R
First
thing
we're
gonna
do
is
we
need
to
find
out
the
size
of
the
event
and
the
affected
areas,
and
we
can
start
to
formulate
the
size
of
the
teams
that
we're
gonna
need
and
how
many
people
I'm
gonna,
need
on
my
team
to
be
able
to
start
doing
the
assessment.
So
that's
gonna
be
the
first
thing
once
we
evaluate
that
we
have
five
command
centers
throughout
the
city
that
are
field
that
are
stationed
at
five
of
our
fire
stations.
R
If
they're
advances
in
that
area
will
deploy
to
those
certain
areas,
the
one
where
we
had
with
the
flood
downtown
wasn't
located
by
any
of
those
fire
districts.
So
we
used
a
central
mobile
disband
dispatch
which
is
going
to
be
a
fire
command
center
and
fire
allowed
us
to
spend
time
inside
their
trailer.
And
that's
where
we
kind
of
went
back
and
forth.
We
made
that
all
right.
C
R
They're
in
the
middle
of
designing
that
now
and
we've
asked
for
that,
the
collector
after
we
can
see
it
at
real
time
during
the
last
event,
we
were
doing
it
back
and
forth
through
email
off
of
an
Excel
spreadsheet,
as
I
got.
The
information.
I
was
updating
Chu
in
the
EOC,
so
he
can
update
everybody
as
far
as
where
we
were
at,
but
I
was
also
getting
the
information
from
Chu.
R
Regarding
what
critical
infrastructures
needed
to
be
inspected,
maybe
we
wanted
to
open
up
a
gym
as
a
shelter,
so
I
needed
to
make
sure
that
I
sent
a
team
out
immediately
to
do
evaluate
that
shelter
to
make
sure
before
the
press
sent
everybody
to
that
gym
that
was
safe
and
that
all
of
the
accessible
features
for
everybody
that
had
any
needs
throughout
the
city
that
was
for
them.
So.
C
There's
an
awful
lot
of
back-and-forth
and
the
closer
to
real
time.
That
is
the
better
your
your
team
can
do
in
the
field.
Now,
let
me
let
me
jump
over
them
on
this
and
that
that
you
spent
much
less
decade
is
not
more
building.
Our
capacity
is
a
center
of
excellence
around
Geographic
and
geospatial
information,
including
things
like
our
master
database,
and
that
has
borne
fruit
in
some
of
the
comments
that
were
made
around
our
ability
to
look
at
things
spatially.
Q
This
event,
being
massive,
the
impacts
were
to
me
looking
at
is,
first
of
all
what
communication,
what
technology
is
going
to
be
able
to
be
in
play?
You
know
it'd
be
great
if
we
could
have
the
collector
apps
that
we're
building
to
be
able
to
be
deployed,
but
if
they
can't
communicate
in
because
the
systems
are
completely
down,
we
have
other
redundancies.
Q
We
have
the
ability
for
paper
maps
all
the
way
down
to
paper
maps
all
the
way
out
down
to
the
field,
but
these
we're
really
hoping
that
these
digital
tools,
because
that
allows
for
rapid
deployment
of
information
one
we
look
to
what
are
the
users
need?
How
do
they
need
to
know
it?
So
how
do
we
need
to
visualize
the
volume
of
information
that's
coming
in,
because
that's
what
the
EOC
director.
Q
Q
So
I
just
want
to
jump
in,
because
one
of
the
work
that
they
is
he
has
been
doing
is
trying
to
identify
those
housing
sites
where
we
know
vulnerable
people
live
in,
so
that
we
could
deploy,
because,
as
we've
said,
that
vulnerable
people,
low-income
people,
are
going
to
be
greatly
impacted
and
would
have
less
resources
in
order
to
respond.
So.
C
Speaking
of
that,
I
want
to
touch
on
the
mass
care
and
shelter
function,
which
is
part
of
the
operations
team
and
in
our
organization,
mainly
staffed
by
Parks
and
Rec.
I
want
to
go
again
the
two
different
perspectives,
the
EOC
perspective
and
then
the
department
Operations
Center
perspective
with
Neil
and
Jeremy
respectfully.
So
Neil
you've
done
this
in
the
real
many
many
times
now.
What
are
you
thinking
about
mass
care
and
shelter
in
an
incident
like
this,
you.
M
Know
I
think
for
us
we're
going
be
looking
at
the
immediate
responsiveness
of
based
on
best
practices.
We
look
to
about
10%
of
the
effective
population
is
what
we're
gonna
estimate.
That's
gonna
need
immediate
shelter,
so
one
of
our
channel
are
differences
between
mascara
initially
and
then
what
Jackie's
team
will
do
in
recovery
is
focus
on
the
immediate
work.
What
we
heard
through
the
EOC
is
a
repeated
conversation
that
I'm
really
excited
because
we're
all
on
the
same
page
about
this,
which
is
about
assessing
getting
the
information
and
making
a
decision.
M
So
one
of
the
first
things
that
we
do
in
mascaras,
working
with
the
OP
section,
is
to
understand
what
is
the
situation
in
the
community?
We're
gonna
be
looking
for,
where
we're
gonna
be
able
to
set
up
mass
shelter
based
on
information
that
is
provided
to
us,
are
their
streets
safe?
Can
we
even
get
out
to
these
spaces
and
eventually
from
public
works,
or
even
these
buildings
available
and
safe
for
us
to
get
into?
M
J
J
J
So
so
that's
so
so
between
what
Jackie,
Neil
and
Kip
mentioned.
Of
course,
I
have
a
huge
concern
because
I
represent
district
5
and
we
know
that
vulnerable
communities
are
throughout
the
entire
city.
I
get
that,
but
based
on
just
your
comments,
low-income
people
of
color,
you
know
and
when
you
say
10%
of
the
population.
Well,
that's
about
a
hundred
thousand
folks
in
the
city
of
San.
Jose
I
have
a
highly
impacted
district.
As
all
of
you
all
know,
people
are
living
in
garages,
they're
living
in
people's
living
rooms
and
they're.
Doubling
up
in
bedrooms.
J
J
So
my
question
to
you
is
as
you're
looking
around
for
shelter
space
and/or
land
to
set
things
up,
you
know
I'd
love
to
be
able
to
have
it
close
to
where
people
are
are
suddenly.
You
know
without
communication,
but
I'm
trying
to
think
of
just
in
district
5
in
the
vicinity
and
I'm
having
a
hard
time
thinking
of
where
you're
gonna
set
up
shop,
especially
given
that,
if
it's
this
magnitude
the
buildings
and
on
the
in
the
hills
and
in
district
5,
just
a
lot
of
district
7.
J
M
Yeah
I
mean
that's
definitely
one
of
the
things
that
weighs
heavily
on
this
entire.
You
know
ELC
team,
especially
in
terms
of
the
massive
work
that
we'd
be
doing
on
this,
so
we
look
at
kind
of
multiple
scenarios.
You
know,
especially
with
the
earthquake
and
a
large
scale
like
this.
What
could
we
set
up?
You
know
that
will
be
outdoors,
so
they
look
at
large
spaces
erecting
you
know,
tents
and
putting
out
the
beds
and
all
the
supplies
there.
What
we
have
seen
in
earthquakes
around
the
nation.
M
You
know,
100
200
people,
so
it's
gonna
be
a
lot
of
elements
that
we're
gonna
have
to
put
together
around
this,
and
part
of
our
effort
is
going
to
be
pulling
information
from
our
DFC
and
our
field
staff
and
from
the
community
to
know
where
it
can
be
impacted
in
our
goal
is
to
provide
sheltering
in
the
closest
vicinity
to
the
most
impacted
people.
The
challenge
we're
gonna
have
I
think,
as
people
mentioned,
is
that
the
streets
are
gonna,
be
impacted
right,
we're
not
going
to
be
weird.
M
L
So
I
actually
wanted
to
emphasize
that
point,
because
in
district
seven
we
don't
have
a
lot
of
community
centers
or
open
space,
and
so
and
it's
a
very
high
renter
population
and
district
seven
and
district
five
and
parts
of
District
three
are
amongst
the
most
overcrowded
housing
census
tracts
in
the
city.
And
so
you
know
it's
a
very
dense
population
and
people
are
not
going
to
be
able
to
shelter
in
place.
They
don't
have
a
front
yard
or
a
back
yard
to
put
up
a
tent
and
there
isn't
a
lot
of
large.
L
There
aren't
a
lot
of
large
public
buildings
to
use
and
in
fact,
during
the
flood
we
ended
up
using
some
churches
kind
of
far
away
where
team
rubicon
could
come
in
and
stay,
but
even
the
churches.
Just
because
of
the
configuration
it's
it's
tough,
and
so
one
of
the
things
I'm
going
to
ask
you
to
do
is
to
really
go
in
and
look
at
the
census
information
to
come
up
with
realistic
numbers
in
different
parts
of
the
city
on
how
we're
gonna
house
people,
because
we
just
don't
I'm
gonna,
be
a
real
up
front.
L
We
don't
have
a
lot
of
outdoor
space
in
this
kind
of
scenario,
where
it's
a
mega-disaster
and
yeah.
Try
I
mean
there
are
places
in
evergreen,
but
evergreens
gonna
be
very
isolated
and
the
big
one,
and
so
those
are
some
things
that
need
to
be
figured
out
and
I'm,
not
saying
that
you
need
to
have
the
perfect
answer
now,
but
we
need
to
go
in
granular
and
look
at
some
of
those
neighborhoods.
Thank
you.
Yeah.
C
I
think
that
literally,
is
a
double
whammy
of
both
the
the
most
dense
areas,
with
vulnerability
and
the
least
ability
to
to
stand
up
the
sheltering
capacity
there
because
of
the
nature
of
the
lack
of
the
the
sorts
of
larger
abilities
or
open
space
that
we
might
need.
Jeremy
you've
had
to
do
this
again
in
the
real
many
times
now.
What
would
your?
What
would
you
add
on
to
the
dialog
in
the
perspective,
from
from
a
department
operation
center,
where
you're,
actually
in
the
interacting
with
the
field
in
managing
and
leading
this
thank.
Q
Q
Our
primary
in
looking
at
this
is
to
work
with
our
partners
in
Public
Works
PBC
d-o-t,
to
establish
where
we
can
safely
put
people
where
we
can
support
them
and,
as
neil
has
already
brought
up
utilizing
existing
buildings,
but
also
looking
creatively
at
open
space,
centers
and
other
partners
to
create
that
and
as
quickly
as
possible,
get
people
into
a
new
normalized
safe
position.
After
following
these
incidents
yeah
and
if
I
could,
if
I
could
jump.
C
My
personal
perspective,
you
know
we
look
around
and
who
are
the
partner
agencies
who
are
the
crew?
The
groups
who
have
these
kind
of
capabilities
right
and
and
in
my
experience
one
of
the
organizations
that
actually
has
the
most
capability
around
rapid
deployment
of
safe,
temporary
housing
is
the
is
the
military
and
so
part
of
what
we
would
be
looking
for
in
mutual
aid
is
to
say:
look
you
have
generic,
whether
it's
a
National
Guard
or
whether
it's
a
regular
army
or
whether
it's
the
Marines.
C
C
And
at
that
point
we
would
not
hesitate
to
lay
out
what
we
need
and
advocate
very
strongly
for
that
kind
of
capability.
But
I
think
it's
a
very
good
challenge.
You've
put
to
us
to
look
at
the
details
on
the
demographics
and
to
think
specifically
about
how
we
will
serve
the
neighborhoods
that
are
likely
to
be
most
impacted
on
this
I'm
cognizant,
I'm,
I'm
gonna.
Give
us
six
more
minutes
with
this
and
I'm
gonna,
give
mr.
C
Q
So
with
the
Public
Works
Department
operation
center,
we
provide
a
lot
of
a
lot
of
functions
in
an
in
an
earthquake
situation.
So
the
first
thing,
probably
we
would
be
doing
aside
from
activating
and
getting
folks
in,
is
that
I'm
gonna
need
intelligence
to
identify
where
I
need
to
send
people
out
to,
and
one
of
the
things
that
we're
going
to
be
wanting
to
do
is
do
a
safety,
safety
assessments
and
damage
assessments
of
city
facilities,
and
we
will
be
prioritizing
facilities
based
on
the
criticality
of
need,
and
so
we'll
need
to
be.
Q
Q
Our
regional
wastewater
facility,
critical
pump
stations
and
we'll
be
working
with
the
partner
departments
to
who
operate
those
facilities
because
they
are
going
to
have
the
best
understanding
of
what's
working
and
what's
not,
and
then
that's
for
safety
assessments
and
also
for
damage
assessments
and
we'll
be
also
supporting
debris
management
to
help
remove
debris
from
any
debris
that
might
have
fallen
and
will
probably
be
work
and
we'll
be
working
with
d-o-t
as
the
lead
department
on
that.
But
we'll
be
clearing
public
right
away.
First
and
I'm,
probably.
R
As
as
the
situation
unfolds
is
we
have
kind
of
a
standard
deployment
of
our
resources
based
on
kind
of
the
regions
of
the
city.
We
would
immediately
need
to
start
gathering
intelligence
and
kind
of
shifting
the
needs
based
on
the
situation.
I
think
I
think
many
of
the
field
departments
go
through
that
process
as
well,
and
so
beyond
that
you
know
our
priorities
are
our
safety
of
the
public.
You
know
reporting
to
the
EOC
what
we're
seeing
getting
intelligence
up
and
getting
intelligence
back.
R
C
C
Sometimes
people
feel
that
the
command
and
control
structure
means
that
everything
comes
up
comes
up,
comes
up,
comes
up,
comes
up
and
that
Lea
has
some
sort
of
checkbox
on
everything,
yes
or
no,
and
then
it
goes
back
down
goes
back
down,
goes
back
down,
goes
back
down,
goes
back
down
goes
back
down.
If
it
does
it's
not
working.
The
fundamental
principle
of
the
incident
command
system
is
that
you
push
Authority
and
responsibility
on
autonomy
down
to
the
lowest
possible
level,
because,
frankly,
the
people
in
the
frontlines
and
in
the
field
know
the
work.
C
The
best
know
the
situation
the
best
and,
in
our
instance,
our
highly
trained
to
do
that
work.
So
just
like
the
folks
here
are
not
going
to
be
interfering
and
telling
making
decisions
on
how
to
deploy
the
resources.
The
commander's,
the
incident
commanders
and
the
dlcs
are
going
to
be
providing
an
autonomy
to
the
field
as
they
move
so
I
want
to.
You
had
spoke
about
cross.
K
One
thing
we
can
guarantee
this
isn't
going
to
happen
during
a
convenient
time,
and
so,
if
it's
in
the
middle
of
the
night
making
sure
we've
got
our
communication
line,
set
up
working
with
Patti
and
our
do
see
on
making
sure
we've
got
we're,
calling
everybody
in
and
got
everybody
in
the
right
positions,
because
once
we've
got
everybody
in
the
right
positions
and
we've
got
our
lines
of
the
communication
figured
out,
then
information
can
really
start
flowing
and
we
can
start
getting
things
done.
Something
that's
important.
K
That
I
like
about
the
EOC
is
we're
all
folks
in
the
red.
Vests
are
all
sitting
together,
so
I
can
directly
talk
to
neo
about
you
know.
Where
are
you
looking
at?
Where
are
we
looking
at
putting
these
shelters
up
and
that's
going
to
constantly
change
as
he's
getting
new
information?
I'm
feeding
it
to
him
and
I
can
make
sure
Patti,
and
our
do
C
are
well
informed
about
that,
so
they
can
divert.
C
R
R
Certainly
we
have
over
24
hours,
people
on
call
they'll
be
in
assessing
the
water
system,
coordinating
with
San
Jose
water
as
well
as
great
oaks
who
actually
have
the
majority
of
the
service
area
in
the
San
Jose
determine
whether
or
not
it's
we
need
to
boil
water
or
any
that,
and
we
will
relay
that
information
back
to
the
EOC
to
us,
get
that
out
on
the
waste
water
facility
side
depending
when
this
happens
is
Matt.
Just
alluded
to
you
know
we're
staffed
24
hours,
so
our
primary
thing
is
a
depth.
Look
at
the
assessed.
R
Look
at
the
structures-
oh
yeah,
operating
properly,
but
also
power
power
is
the
big
thing.
We
need
to
keep
the
wastewater
move
in
and
actually
I
say
we,
our
DLT
comes
the
concern
comes
into
play
because
actually,
if
the
sewage
music
needs
to
get
to
us
first,
so
the
team
will
be
out
there
at
the
pump
stations
making
those
are
still
operating,
they're
fueled.
Once
we
get
it,
you
know
we're
we're
good.
R
We're
as
far
as
power
is
concerned,
because
we
generate
the
vast
majority
of
it
on-site,
we
have
backup
generators
that
we
can
run
if
that
goes
out
and
we'll
be
communicating
with
the
EOC
and
whether
or
not
we
need
more
fuel
to
keep
that
going
at
worst-case
scenario:
we're
actually
worst-case
scenarios.
Quite
frankly,
we
lit
the
place
flood
we
like
to
facility
flood
before
we
let
it
out
in
the
bay
yeah.
Thank.
C
Q
J
C
Those
folks
are
all
formerly
part
of
our
system
now
they're
sworn
in
as
disaster
service
workers
and
and
we're
going
to
be
using
them
increasingly,
especially
as
we
build
this
capacity
as
a
more
formalized
integrated
part
of
our
response.
The
one
thing
that
I
will
do
before
I
turn
over
to
the
city
manager
go
ahead.
B
Yeah,
if
I
wanted
a
just
go
back
in
a
point,
cuz
I
think
it
was
really
important
when
Neil
was
talking
about.
You
know
what
we
would
probably
do
in
terms
of
looking
at
open
spaces
for
really
sheltering
because
I
think
in
this
type
of
scenario,
that's
probably
what
we
would
do
and
just
connecting
dots
or
reminding
everyone
we
we
have
actually
quite
a
bit
of
opportunities
there.
The
city
owns
three
golf
courses.
We
have
regional
parks
like
Cunningham,
the
county
has
regional
parks.
We
have
a
Regional
Airport.
B
C
You
good
good
addition.
The
one
last
piece
I
want
to
draw
before
I
turn
it
over
to
lead
to
take
us
through
the
last
module
and
make
sure
we
have
some
time
for
a
public
comment
is:
is
the
notion
of
opportunity,
cost
and,
and
then
this?
So
this
is
a
really
remarkable
team,
I'm
very,
very
proud,
to
be
a
part
of
this
team
and
when
this
team
is
working
they're,
not
doing
all
the
other
things
that
you
expect
them
to
do,
which
is
a
very,
very
long
list
of
complicated
thing.
I
think.
C
C
The
last
thing
I
want
to
close
in
and
a
hundred
Overlea
is
I
believe
that
the
way
we
do
the
work
is
as
important
as
the
work
that
we
do
if
you've
ever
been
trained
in
a
martial
arts,
you
talk
about
the
dough
or
the
way
of
the
martial
art,
so
you
have
like
Taekwondo
is
the
way
of
the
hands
and
feet
or
Bushido
is
the
way
of
the
warrior,
so
the
notions
around
how
this
is
done
are
important.
I,
we're
beginning
to
evolve
a
San
Jose
way,
a
San
Jose
dough.
C
If
you
will-
and
it
has
three
principles
that
we've
derived
from
our
experience
over
the
last
two
years.
First
one
is:
we
need
to
be
compassion
in
action.
We
need
to
really
feel
and
understand
the
reality
of
our
community,
and
we
need
to
demonstrate
that
through
our
action,
not
just
through
our
words
or
through
our
sympathy,
so
that
if
we,
if
we
have
a
way
that
we
fall
fail,
we
fail
toward
the
proactive
we
fail
with
a
bias
toward
action
toward
those
most
in
need.
Second,
we
need
to
be
open,
candid
and
direct.
C
This:
is
one
team
this
all
the
way
back?
Everybody
in
the
public
comment
area
do
COCs
counsel.
This
is
one
team
and
the
reporting
structure
goes
out
the
window
in
terms
of
normal
today
and
we
become
one
clear
team
with
the
community
and
we
have
to.
We
have
to
manifest
all
three
of
these
principles
in
the
way
we
work.
If
we
are
going
to
be
successful
in
bringing
out
the
best
in
our
people
when
the
city
is
in
the
worst
of
times.
C
F
F
Oh
I'll,
say
why
is
familiar
in
a
second,
but
they
were
curious.
How
we
dealt
with
the
public
safety
power
shutoffs.
They
have
a
number
of
clients
throughout
the
state
who
were
hearing
god
that
we
did.
We
just
had
a
mess
in
our
city.
We
didn't
know
what
to
do,
and
so
we
met
in
December
and
in
Dave's
conference
room
about
six
executives
and
and
Ray
and
his
whole
team,
and
we
showed
them
the
San
Jose
way.
What
we
did.
F
This
include
included
many
of
the
things
that
we
talked
about,
but
the
the
outward-facing
website
that
was
populated
by
our
own
residents
by
the
police
officers.
Fine,
the
PD
helicopter
that
night
two
council
members
reporting
in
yeah
my
house
just
lost
power
which
was
in
real-time.
It
also
included
and
I
timed.
This
on
one
of
our
night
shifts
a
piece
of
information
coming
into
the
EOC
it
being
disseminated,
verified
and
Facebook
live
in
English,
Spanish
Vietnamese
in
18
minutes
and
12
seconds.
F
We
also
showed
them,
which
I
think
is
one
of
the
most
powerful
slides
of
the
whole
day.
The
picture
of
our
three
members
of
our
so
doing
a
press
conference
speaking
to
in
our
entire
community
and
to
see
their
reaction,
I
mean
their
jaw
literally
hit
the
floor,
and
the
first
response
was
my
god.
When
we
did
your
after-action
report
for
the
coyote
Creek
flood
in
2017,
we
would
have
never
thought
a
jurisdiction
could
have
made
this
much
progress
and
that
progress
any
large
organization.
F
Success
is
based
on
people,
teamwork
and
partnerships
and
focus,
and
all
often
than
not,
you
guys
hear
the
negative
comments
and
don't
get
to
have
that
positive
feedback
and
you've
entrusted
a
lot
in
us
in
the
way
of
one-time
resources
that
have
allowed
us
to
do
these
things
that
you've
seen
today.
So
on
behalf
of
the
team,
thank
you
for
that.
One
of
the
important
things
from
that
after-action
report
was
243
kind
of
high-level
policy
recommendations
that
we
were
supposed
to
implement
and
just
going
through
quickly.
F
F
We
still
have
a
long
way
to
go
in
the
interest
of
time
I'm
going
to
just
skip
over
a
few
of
these
I
wanted
to
go
into
detail
of,
what's
been
happening
from
ear
to
ear
and
where
we
really
need
to
get
to,
which
is
what
Kip
and
I
say,
is
quake
ready
within
the
next
three
years.
So
an
awful
lot
of
work,
but
you
know
some
of
the
highlights.
F
You
know
the
after-action
report
moving
the
Office
of
Emergency,
Services
and
rebranding
that
within
the
managers
office,
as
well
as
starting
that
draft
Emergency
Operations
plan,
as
well
as
the
additional
one-time
resources,
has
really
allowed
us.
You
know,
through
17
and
218
to
to
get
to
a
level
of
where
we
are
now.
You
know.
In
2018
we
adopted
the
Emergency
Operations
plan,
which
is
really
important
as
well
as
started.
F
A
lot
of
the
annexes
and
finished
them,
the
cert
program
was
launched,
and
last
year
we
introduced
a
b-29
291,
which
I'll
talk
about
in
a
second
and
then
we
were
able
to
activate
the
emergency
operation
center
around
our
power
vulnerability
plant
and
that's
really
helpful
for
all
of
us
as
much
as
it
is
hard
to
go
work
a
12-hour
shift.
You
know
this
is
kind
of
work
where,
where
you
feel
it
like,
you
are
nervous
like
wow.
This
is
a
big
responsibility
and
the
more
that
we're
able
to
activate
and
train
around
this.
F
F
We
obviously
have
the
capability
to
do
that,
but
the
more
we
have
plans
and
those
annexes
to
speak
to
these
type
of
things.
We
can
move
much
more
quickly
in
support
of
our
community
and
so
ray
and
his
team,
as
well
as
several
other
people
in
this
room,
have
done
a
tremendous
job
of
finishing
these
annexes
and
nearly
being
done
with
a
lot
of
these
operational
plans
over
the
last
few
years,
the
capabilities
it
brings
with
communicating
to
our
community
as
aralia
mentioned,
326
or
graduates
as
well
as
on
this.
F
On
the
staff
side,
almost
200
of
us
have
been
through
the
essentials
of
emergency
management
training,
which
is
a
four-day
really
intensive
training.
That's
positions
specific
for
a
number
of
us,
so
you
know
we've.
We
do
have
more
to
do
obviously
to
be
quick,
ready,
obviously,
as
an
organization
that
we'll
be
continued
to
be
resource
challenged
and
we
need
to
be
creative.
F
We
continue
to
be
focused
in
around
supporting
our
employees,
including
you
guys
and
supporting
our
community,
and
those
will
be
the
two
driving
forces
that
inform
what
type
of
resources
we
ask
for,
whether
it's
from
you,
the
state
federal
government,
as
well
as
the
plans
that
that
we
put
forward
you
know.
Part
of
this
is
experimentation.
F
One
great
announcement
so
last
year,
Benna
and
her
team,
with
the
with
Assemblymember,
to
introduce
Assembly
Bill
291,
happy
to
report
that
as
of
30
minutes
ago,
that
bill
was
actually
voted
off
the
assembly
floor
and
it's
moving
into
the
Senate
so
very
exciting
and
think
it
speaks
to
how
emergency
management
isn't
just
the
responsibility
of
Ray
and
his
team.
It's
a
it's.
A
cross-agency
function
for
all
of
us
can't
speak
to
the
importance
of
this
bill.
It
would
guarantee
ongoing
funding
from
the
state
for
emergency
management.
F
Think
in
the
interest
of
time,
just
just
really
quickly
a
lot
of
this.
As
you
know,
you
know
we.
We
try
to
do
assembly
bill
291
with
Ray,
because
we've
had
success
over
the
last
year,
so
even
through
the
state
budget
process
last
year,
mobilizing
around
the
budget
process
to
help
measure
T
with
the
Emergency
Operations
Center,
but
fully
build
that
out.
So
this
team
has
the
facility
and
the
resources
that
it
needs
to
move
forward.
F
C
You
did
create
and
I'm
actually
going
to
hand
it
back
over
to
our
city
manager
and
then
the
mayor
to
close
and
respective
time,
and
the
need
to
make
some
space
for
public
comment
and
again
just
a
deep
admiration
for
for
the
team
that
you
see
here
and
there
are
multiple
shifts,
and
this
is
actually
just
the
tip
of
tip
of
the
spear
of
a
very
powerful
organization
that
is
dedicated
to
this
response.
So
thank
you
for
this
opportunity
to
serve
you.
C
B
L
L
There
are
a
lot
of
assumptions
around
what
is
usable
and
not
usable
and
there's
reasons
why
we
don't
use
like
our
arena
and
why
it's
really
not
an
ideal
place
for
mass
shelter
or
stadiums
and
limitations
that
we
have
here
in
San,
Jose
that
maybe
they
didn't
have
in
Houston
and
also
be
very
upfront
about
the
use
with
the
county
and
talk
with
the
county
about
the
use
of
both
city
and
county
spaces.
Because
one
of
the
things
that's
that
happens.
L
A
lot
is
we
all
write
plans
and
we
all
write
our
own
plans
and
sometimes
we
share
information,
and
sometimes
we
don't,
and
so
sometimes
different
entities
are
counting
on
the
use
of
that
building
or
open
space
and
they're,
not
telling
everybody
else,
and
so
when
the
disaster
hits
we
could
be
at
cross-purposes
and
so
I
just
wanted
to
bring
that
up.
Thank
you
remember.
T
Hi,
thank
you
so
much
for
this
presentation.
It's
been
really
interesting
and
I
appreciate
all
the
work
that
you're
doing.
It
will
probably
be
unsurprised
to
hear
that
I
want
to
talk
a
little
about
disability
access
issues
and
just
some
things
to
think
about.
If
we're
sheltering
in
place
without
power
after
Loma
Prieta,
my
neighborhood
and
III
didn't
have
power
for
a
week.
How
does
our
medical
equipment
get
charged
and
if
we
do
have
shelters,
is
the
venue
accessible
to
those
who
don't
drive?
T
How
are
we
going
to
get
people
to
the
shelters
and
when
they
get
there,
is
the
shelter
going
to
be
accessible
and
I
know
when
you
put
up
lots
of
cots
and
things
with
your
36
inches
in
between
them?
The
people
who
are
going
to
live
in
them
for
the
next
few
weeks
start
putting
all
their
gear
around
it
and
pretty
soon
there
isn't
access.
T
T
The
building
has
an
elevator
are
people
who
can't
use
stairs
going
to
be
disadvantaged?
How
about
refrigerators
for
medicines
that
need
refrigeration?
How
are
service
dogs
going
to
be
accommodated?
Are
there
service
dog
relief
areas
near
the
shelter?
Will
there
be
multiple
languages?
We
have
eight
languages
on
our
ballot
and
it's
wonderful
to
hear
that
you
had
three
languages
during
the
power
outages,
but
that
leaves
five
of
the
languages
on
our
ballot
not
covered
and
plus
ASL,
and
are
there
going
to
be
Braille
typewriters?
T
You
know
to
type
things
so
that
the
people
who
are
blind
can
access
it.
Telephone
interpretation,
languages
can
really
work,
shelters
are
often
really
loud
and
so
having
a
quiet
room
perhaps
to
have
interpretation
in,
would
be
really
good
and
shelter
workers,
okay,
I'm
done
so
lots
of
issues.
Thank
you
very
much
for
listening.
Thank.
A
First
reiterate
what
Kipp
said:
I'm
very
proud
to
be
part
of
this
team
and
see
how
much
progress
has
been
made
over
the
last
couple
years
and
how
we
are
starting
to
really
set
the
standard
in
a
significant
way
and
I
just
want
to
thank
everyone
for
the
work
they
put
into.
This
exercise
and
I
know
the
work
that
you're
continuing
to
put
in
every
day
to
ensure
that
we're
ensuring
that
we
have
a
a
city
that
is
safe
and
prepared.
So
thank
you
are
going
to
look
forward
to
the
work
in
the
weeks.