►
Description
City of San José, California
City Council Study Session - Emergency Management, March 23, 2023
Pre-meeting citizen input on Agenda via eComment at https://sanjose.granicusideas.com/meetings.
This public meeting will be held at San José City Hall and also accessible via Zoom Webinar. For information on public participation via Zoom, please refer to the linked meeting agenda below.
Agenda: https://sanjose.legistar.com/View.ashx?M=A&ID=1079690&GUID=06C8229C-7C75-4BAD-A216-276C483ED80A
A
A
A
A
A
A
A
A
B
B
Everyone
we're
going
to
call
the
meeting
to
order
just
out
of
respect
for
everybody's
time.
We've
got
a
tremendous
collection
of
City
leadership
here
in
the
room
appreciate
the
opportunity
to
come
together
today
to
talk
about
Emergency
Management
first
before
I,
say
a
few
words
on
that.
Just
want
to
recognize
for
anyone,
who's
who
may
be
celebrating
I
just
want
to
say
Ramadan,
Mubarak
and
I
hope
you
have
a
wonderful
celebration
over
the
over
the
coming
days.
B
You
know,
Emergency
Management
is
one
of
those
things
that
many
folks
most
of
us
may
think.
We
have
the
luxury
of
not
thinking
about
until
something
terrible
happens,
and
then
you're
really
glad
that
somebody
was
thinking
about
it
and
that's
kind
of
the
role
of
all
of
us
in
this
room,
and
we
all
have
a
really
important
role
to
play
in
ensuring
that
we
are
prepared.
B
I,
don't
need
to
give
you
a
lecture
on
that
because
we've
all
been
through
you
all
have
been
through
it
on
the
front
lines,
particularly
over
the
last
couple
of
years,
but
whether
it's
pandemics
or
floods,
or
we
know
it's,
not
a
question
of.
If
it's
really
a
question
of
when
we
will
have
the
next
big
earthquake
in
our
region.
B
We
know
that
unexpectedly,
we
are
going
to
have
things
arise
that
require
us
to
snap
into
action
and
and
Carry
Out,
Emergency
Operations,
and
the
fact
that
we're
taking
the
time
to
proactively
review
what
we've
learned
and
the
role
that
we
all
play,
including
those
of
us
on
the
council
I,
think,
is
really
going
to
serve
us
well
in
the
years
ahead.
The
one
thing
we
can
control
is
our
level
of
preparedness,
so
I'm
just
grateful
to
Jennifer
Lee
KIPP
and
everyone
in
the
administration.
B
D
E
G
So
thank
you
very
much
mayor
and
thank
you
city
council
for
being
here
today
and
all
the
senior
staff
and
others
that
are
here
to
help
us
with
this
very
important
study
session.
Today,
we're
going
to
be
exploring
our
city
man,
our
City's
Emergency
Management
efforts
today,
but
I
want
to
first
begin
by
acknowledging
the
exceptional
teamwork
displayed
by
our
Emergency
Operations
Center,
also
known,
as
our
EOC
I'll,
hear.
G
That
word
a
lot
today,
all
of
our
staff,
our
field
teams
and
All
City
departments
that
have
been
involved
in
responding
to
the
covid-19
pandemic
and
the
14.
Yes
14
other
emergency
activations
we
have
had
since
the
2017
floods.
There
are
tireless
efforts,
dedication
and
adaptability,
Have
Been,
instrumental
in
protecting
the
health
and
well-being
of
our
community.
As
we
continue
to
navigate
the
evolving
landscape
of
emergencies
and
disasters,
it
is
impairment
that
we
remain
steadfast
in
our
commitment
to
train
and
exercise
our
EOC
and
field
teams.
G
This
ongoing
preparation
ensures
that
we
are
ready
to
respond
to
any
disaster,
whether
natural
or
man-made,
with
the
same
level
of
efficiency
and
coordination
that
we
have
demonstrated
during
the
pandemic.
The
role
of
the
city
council
and
these
efforts
cannot
be
overstated.
Your
leadership
is
essential
for
continuity
of
government
and
maintaining
a
strong
connection
with
our
communities.
Your
support,
guidance
and
communication
with
your
constituents
are
vital
in
fostering
trust
and
resilience
within
our
community
in
all
aspects
of
Emergency
Management.
We
must
remain
deeply
committed
to
equity.
G
It
is
our
responsibility
to
ensure
that
the
most
vulnerable
and
burdened
members
of
our
community
are
not
disproportionately
affected
by
disasters.
By
incorporating
Equity
considerations
into
our
planning
response
and
Recovery
efforts,
we
can
create
a
more
inclusive
and
compassionate
City
for
all.
Together.
We
have
proven
that
we
can
effectively
respond
to
unprecedented
challenges.
G
H
I
Mentors
and
attendees
today,
I'm
Ray
Reardon,
the
director
of
the
office
of
Emergency
Management.
Today's
session
is
going
to
be
a
little
bit
different
than
our
typical
study
sessions
and
our
City
Council
meetings.
We've
structured
the
program
into
two
modules,
where
we
do
pres
present
information
in
the
beginning
about
how
we
have
operated
these
past
emergencies,
the
role
of
the
city
council,
the
the
operations
of
a
disaster
district
office,
then
the
second
module
will
have
a
scenario
where
we
walk
through
an
earthquake
scenario
in
response
and
how
the
city
May
respond.
I
So
the
focus
of
today
is
to
have
fun
how
the
city
organization
responds
to
an
event
and
how
we
communicate
with
you.
The
elected
officials.
I
do
want
to
recognize
that
we
rely
on
many
non-profit
organizations
to
help
support
our
response
response
needs.
For
example,
we
have
our
community
emergency
response
team,
we're
cert
members
that
are
support
the
neighborhood
response.
We
have
the
American
Red
Cross,
who
supports
those
Sheltering
operations
and
the
collaborating
agency's
disaster
relief
effort
or
Cadre
who
helps
organize
other
non-profit
organizations
in
response
to
the
events
next
slide.
I
I
So
the
purpose
of
the
module
one,
then,
is
to
help
understand.
First
of
all,
what
is
the
Emergency
Operations
Center
Emergency
Operations
Center
is
to
establish
a
centralized
location
for
coordinating
emergency
response
among
all
City
departments
during
an
incident
and
promote
recovery
operations
following
an
incident.
The
role
of
the
office
of
emergency
management
then,
is
to
maintain
the
Emergency
Operations
Center
Readiness,
and
maintain
plans
to
guide
the
interdepartmental
and
inter-jurisdictional
support
when
an
emergency
occurs
tactical
on
scene.
Excuse
me,
tactical,
on
scene
operations
are
conducted
from
an
incident
command
post.
I
The
role
of
the
department
operations
center
and
the
Emergency
Operations
Center
is
to
coordinate
the
different
in
City
command
posts
and
support
the
incident
command's
post
operations,
and
that's
critical
to
understand
that
our
role
is
not
to
take
over
an
incident
but
to
help
facilitate
and
coordinate
the
needs
of
the
incident.
What
The,
Incident
Commander
in
the
field
needs
so
with
that
I'll
talk
a
bit
a
little
bit
about
the
recent
emergencies.
I
Over
the
last
six
years,
I
joined
the
city
six
years
ago,
right
after
the
flood
prior
to
that
I
understand,
we
only
activated
the
Emergency
Operations
Center.
Twice
now,
there
is
no
coincidence
that
I
came
in
we've
had
14
activations
since
I
didn't
put
that
out
there
right
now:
okay,
but
a
little
bit.
L
I
What
we've
learned
in
all
these
activations
is
that
we
can,
we
can
bring
together
the
right
resources
we
don't
have
to
bring
together
all
the
resources.
We
modify,
what
resources
we
need
to
bring
into
effect
to
the
to
address
the
emergency
as
we
respond
to
it.
So
here
you'll
see
a
representation
of
if
we
had
a
large
activation
and
our
scenario
will
talk
about
a
large
activation,
the
need
for
a
large
activation,
but
a
lot
of
these
activations
were
on
smaller
scales
like
one
days
two
day
events,
but
can
you
bring
the
next
slide?
I
Of
course
we
had
covid
is
this?
This
chart
represents
it's
taken
over
the
last
three
years
going
into
the
fourth
year,
but
these
other
events
that
we've
had
like
the
flood
watch
was
one
day
it
was
to
address
the
concerns
that
we
might
have
to
face
if
the
rains
got
harder.
Like
last
year
we
had
when
winter
storms,
the
atmospheric
rivers
and
again
this
year
we
started
to
bring
smaller
teams
together,
because
we
realized
we
could
do
the
operations
of
the
EOC
with
an
incident
management
team
or
a
smaller
group
of
folks.
I
We
don't
have
to
have
everybody,
so
we
bring
together
the
right
resources
to
address
that
need,
so
the
most
recent
obviously
was
the
atmospheric
Rivers.
Well,
we've
activated
for
other
events
like
a
gas
leak
where
we
had
to
evacuate
about
a
hundred
people
and
we
had
to
address
the
concerns
of
their
needs
during
that
emergency.
So
we
activate
an
evacuation
point
so
that
people
can
get
information
there
and
then
go
because
we're
still
doing
in
the
middle
of
covid.
I
With
that,
that's
a
summary
of
how
we
would
activate
and
have
activated
all
these
14
events
and
as
we
turn
it
on
now,
we
will
start
I'm
going
to
ask
you
just
some
basic
questions
and
then
the
basic
questions
are
before
the
storm.
These
are
the
two
questions
and
you
can
respond
with
them
together.
We
before
the
storms,
what
we're
concerned
and
then
during
the
storms
in
the
atmospheric
River
response.
E
E
What
was
the
best
thing?
Eoc
staff
did
watch
the
river
really
the
Ross
Creek
really
closely.
They
were
there
constantly
I
drove
by
it
constantly,
and
there
was
always
City
staff
there
reporting
to
us
regularly
the
level,
the
water
level
and
the
concerns
to
the
communities
so
that
we
could
communicate
and
also
just
having
staff
out
there
really
quickly
and
easily
communicating
with
the
neighbors
of
the
risks
that
could
be
potentially
coming.
Thank
goodness,
it
never
happened,
but
the
neighbors
were
prepared
and,
and
so
were.
M
N
N
Kip
about
some
of
the
efforts
and
keeping
me
up
to
date
on
some
of
that
I
think
that
was
really
good,
I
think
in
the
past.
Sometimes,
if
I
I
mean
it
didn't
necessarily
well,
it
did
impact
my
district
to
a
certain
extent,
because
we
moved
some
of
the
folks
out
of
Seven
Trees,
but
oftentimes
I
think
that
if
our
and
I
felt
this
way,
if
my
district
isn't
necessarily
directly
impacted,
I,
often
feel
a
little
lost
as
to
what's
happening
elsewhere.
M
So
we
we
definitely
learned
from
2017,
and
so
for
me,
it
was
really
happy
to
know
that
we
had
all
hands
on
deck,
both
in
a
Coyote
Creek
and
the
Guadalupe
River.
But
those
were
the
the
concerns
right
nagley
park
and
allender
folks
calling
us
my
very
first
few
days
in
in
office
calling
us
word
that
it
was
going
to
flood
same
thing
with
the
Guadalupe
River
right,
and
so
you
know
the
Washington
neighborhood
kept
either
texting
me
or
emailing
our
office
regarding
the
Guadalupe
River.
M
But
we
did
a
pretty
good.
Job
of
you
know
easing
those
those
concerns.
So
we,
this
city,
our
city,
we
definitely
learned
from
from
2017.
So
you
know
clearing
our
own
house
from
the
from
the
Creeks
was
was
great
but
also
I.
Think
when
even
our
residents
pinpointed
a
buildup
of
all
the
Fallen
trees,
our
city
Crews
went
out
there
when
they
could
to
make
sure
that
it
was
cleared.
So
it
doesn't
so
it
didn't
spew
into
our
neighborhood.
So
so
definitely
working
together
worked
what's
the
best
thing.
M
What's
the
best
thing
else
is
that
did
to
help
communicate.
Oh,
no,
that
you
all
were
very
communicative
towards
us
and
anytime.
We
had
an
idea.
We
would
text,
Kip
and
or
Lee
at
one
o'clock
in
the
morning
and
they'll
store
answers.
So
I
just
want
to
commend
all
of
you
for
doing
such
an
amazing
job
and
making
sure
that
we
didn't
have
another
2017
in
our
hands
because,
unfortunately,
we're
still
you
know
seeing
the
the
negative
effects
on
that.
A
O
Which
were
coming
with
the
water,
storms
and
and
the
impact
on
trees,
how
many
trees
were
going
to
fall,
how
safe
you
were
going
to
be,
and
the
power
outages
which
were
likely
to
happen
as
a
result
of
that
and
we
did
have
tree
fall
down
on
the
Almaden
Expressway,
which
was
quickly
attended
to
and
the
blockages
of
traffic
didn't
stay
too
long
power
outage.
We
know
around
350
000
people
got
affected
by
that.
Our
district
did
have
the
same
kind
of
story.
There
were
many
people
affected
by
that
one.
O
P
Q
Yes,
thank
you.
You
know
each
time
I
know
they're
becoming
more
frequent,
but
we
get
better
and
better.
So,
thank
you
so
much
for
all
the
work
that
you
do
to
ensure
that
we're
all
safe.
You
know
during
the
FL
you
know
the
flooding
in
the
storm.
The
early
part
of
the
in
January,
the
storms,
I
really
felt
a
lot
of
the
communication.
Was
you
know
right
on
and
I'm
really
delighted
that
amongst
different
organizations,
the
communication
was
great.
Q
I
think
that
and
I
don't
know
it
was
just
my
being
a
little
relaxed.
But
during
the
power
outages,
I
felt
that
I
wasn't,
as
on
top
of
it,
as
I
could
have
been.
I
know
that
I
recently
had
office
hours
and
one
of
the
complaints
was
we
need
to
know
more.
We
need
to
know
where
the
closures
and
I
think
that
people
were
sort
of
taken
off.
Q
You
know
sort
of
a
little
little
bit
not
prepared
for
days
of
being
without
power
right,
but
I
think
that
as
we
move
forward,
the
frequency
of
which
these
things
might
happen
are
going
to
be
much
more.
So
you
know
I
look
forward
to
having
ways
of
being
better
at
communicating
that
out
letting
people
know
what
areas
and
I
think
at
the
meeting
at
our
meeting.
Q
It
was
really
great
that
Lee
gave
us
the
the
map,
but
I
think
that
that
wasn't
sufficient
I
think
that
people
wanted
to
know
where
do
I
go
to
know
like
what's
going
to
happen
because
to
know
that
the
lights
are
going
to
be
back
Friday
and
it's
like
three
days
away.
It's
like
oh,
my
gosh.
What
am
I
going
to
do
so
I
think
that
you
know
perhaps
having
more
education
on
preparedness
and
letting
people
know.
These
things
are
going
to
happen
and
they're
going
to
happen
more
frequently.
Q
R
R
P
R
Got
generators
that
can
run
for
two
days
right.
Let's
say
the
major
disaster:
earthquake
Bridges
will
be
a
collapse.
How
do
we
get
the
fuel
to
the
fire
department?
How
do
we
get
for
people
who
congregate
and
do
a
community
center
and
going
towards
the
fire
department
with
no
there's
no
food
or
water
and
implementation?
That's
part
of
my
my
worries,
but
on,
on
the
other
hand,
I
I,
you
guys
was
incredible
in
a
very
clear,
concise
communication,
both
email
in
person
and
presentation,
letting
us
know
where
and
when
the
flood's
going
to
happen.
R
What
actions
you're
going
to
take
and
what
is
the
outcome
that
you're
looking
for
and
I
have
to
say
you
guys
did
an
incredible
job.
We've
learned
from
2017,
because
I
remember,
I
was
on
the
third
floor.
Looking
down
at
the
flood
on
center
row
there
and
we
we
activated.
You
know
the
emergency
EOC
at
that
point
and
and
we've
we've
learned
a
lot
and
I
and
and
I
appreciate
that
you
guys
put
together,
exercise
like
this
and
continue
with
many
other
departments
to
prepare
for
the
major
disaster.
R
B
Thanks
councilmember
any
other
comments.
I'll
just
very
quickly
add
you
know
when
the
storms
first
hit
in
January.
It
was
definitely
a
crash
course
for
me.
In
the
role
of
being
mayor,
it's
a
little
different
in
that
the
charter
places
the
responsibility
for
communicating
on
behalf
of
the
city
within
the
mayor's
office.
We
have
to
be
in
tight
coordination
because,
frankly,
I
don't
know
what
I
was
talking
about.
I
was
third
day
on
the
job.
Lee
and
I
are
at
a
press
conference.
B
You
know,
I
did
not
want
to
say
anything
that
was
going
to
confuse
people
or
make
matters
worse
or
commit
to
something
that
we
couldn't
deliver
and
I
was
just
incredibly
grateful
to
have
Lee
I,
know,
I
think
Jennifer
may
even
been
traveling
for
a
couple.
It
was
like
this
perfect
storm,
excuse
the
pun
where
it
was
like
third
day
on
the
job,
Jennifer's
traveling
and
really
Lee,
KIPP
and
Carlina.
B
Just
we
were
doing
briefings
every
few
hours
and
understanding
where
water
levels
were
and
what
I
should
and
shouldn't
communicate,
and
it
was
just
highly
collaborative
super
professional.
Extremely
efficient
briefings
could
be
three
minutes
on
the
phone.
If
that
was
all
they
needed
to
be,
we
didn't
have
to
go
on
and
on
and
on,
but
just
what
are
the
facts?
What
can
we
share?
What's
relevant
to
the
community
that
we
can
communicate
at
this
point
and,
frankly,
I
just
kind
of
plugged
into
a
system
that
already
exists,
which
is
how
it
should
be
right.
B
I
mean
you
all.
You
all
have
I
I,
don't
say
perfected,
but
have
built
a
really
excellent
operation
for
identifying
issues
and
solutions
and
and
I
know,
we'll
talk
more
about
this
today,
but
I
was
I
was
extremely
impressed
and
grateful,
and
it's
yeah.
It's
an
impressive
operation
that
City
staff
has
figured
out
how
to
set
up
through
the
how
many
times
14
times,
Ray
you're
really
earning
that
paycheck.
M
Sure
so
I
want
to
leave
folks
with
this.
I
was
then
working
for
council
member
Carrasco
and
in
2017
one
of
our
one
of
our
district,
seven
residents,
whom
I
established
a
relationship
as
a
Franklin,
McKinley
School
Board
member
literally
called
me
because
our
we,
the
city,
didn't
notify
anybody.
Santa,
Clara
water,
didn't
notify
anybody.
Of
course.
That's
you
know
no
one's
to
blame
here,
because
we've
learned
our
lesson
but
called
me
saying,
looks
like
the
water
is
creeping
into.
M
At
that
point,
our
fire
department
is
actually
has
her
on
the
boat
getting
her
out
of
the
water,
but
that's
the
last
lasting
impression
that
I
never
want
to
have
as
a
council
member
and
you
all
shouldn't
have
either
because
this
time
around,
we
were
ready
and
this
time
around
we
were
prepared
and
so
I'll
leave
you
that,
with
with
that
image
that
in
2017
that's
the
I
hate
to
say
it,
but
you
know
that
that's
what
was
that
that's
what
occurred
in
2017.
right,
our
residents
didn't
know
what
was
happening.
M
B
I
Obviously,
this
these
few
emergencies,
these
few
14,
have
been
manageable
within
our
Communications
capabilities,
our
ability
to
communicate
with
you
Etc.
Now,
let's
talk
about
if
a
major
emergency,
another
major
emergency
comes.
What
is
the
purpose
of
a
disaster
district
office?
How
can
you,
how
can
we
communicate
with
you
and
facilitate
that?
And
what
would
you
do
when
managing
your
constituents
and
communicating
with
them
with
that
I'm
going
to
turn
it
over
to
Karen
Terron
from
our
office
to
walk
through
the
next
several
slides.
S
My
office
had
a
pleasure
of
meeting
with
all
the
council
members
to
review
the
disaster
district
office,
operational
guide
and
plan
to
continue
to
work
with
their
respective
staff
to
review
and
update
the
guide
for
their
specific
Council
District
needs,
as
Ray
had
mentioned.
The
purpose
of
the
disaster
district
office
is
here
for
doing
an
emergency
to
allow
council
members
to
continue
to
maintain
and
support
new
government
operations
services
and
to
serve
as
a
liaison
for
their
constituents
to
provide
and
share
critical
information
and
updates
from
their
respective
Council
District.
S
A
disaster
district
office
is
not
a
responder
such
as
a
first
responder.
It
serves
more
as
a
coordination
point,
an
amplifier
of
information
for
each
Council
District,
the
Emergency
Operations
Center
would
work
closely
with
the
disaster
district
offices
to
ensure
information
is
provided
as
early
and
often
in
return.
The
disaster
district
office
would
share
any
critical
needs
and
impacts
in
their
Council
District
to
coordinate
the
appropriate
responses
needed
now.
A
disaster
district
office
can
be
considered
a
physical
or
remote
site,
depending
on
the
emergency.
S
S
S
S
So,
as
you
can
see
on
this
flowchart,
there
are
four
levels:
there's
prepare,
monitor,
watch
and
activate.
This
also
corresponds
with
the
four
Emergency
Operations
Center
activation
levels.
The
Emergency
Operations
Center
activation
levels
are
based
on
the
scale
and
complexity
of
an
emergency
or
incident
with
normal
at
the
top
being
business
as
usual
and
level.
One
at
the
bottom
being
the
most
complex
emergency
that
requires
the
most
resources
and
coordination
depending
on
the
conditions
of
the
emergency.
S
Now
I'm
going
to
go,
go
ahead
and
take
through
this
through,
take
you
through
the
different
steps,
so
at
the
prepare
level
or
business
as
usual.
This
is
an
opportunity
to
review
and
update
emergency
plans,
participate
in
trainings
and
encourage
the
personal
preparedness
within
our
community
to
be
prepared
for
any
type
of
emergency
that
we
may
encounter
during
the
monitor
level
or
activation
level.
Four.
S
They
help
develop
emergency
communications
and
that
information
before
going
out
to
the
public.
Once
information
is
developed,
it
will
be
shared
to
a
public
and
also
the
Emergency
Operations
Center
or
in
the
diagram
EOC
Liaisons
and
from
there
city
council
will
receive
information
through
the
city
council
of
liaison
information.
Can
also
be
shared
from
the
field
or
at
the
city
council
level
and
in
turn
that
would
provide
information
to
the
Emergency
Operations
Center
as
a
whole.
S
S
P
N
I
I
O
J
Very
good
question
too,
and
maybe
when
we
get
into
the
tabletop
exercise
since
we're
sitting
next
to
each
other,
I
will
nudge
you
and
you
can
ask
it
again,
because
you
will
get
that
opportunity
and
direct
that
to
our
Emergency
Operations
Center
Director
on
how
that
would
probably
come
about.
That's
a
good
scenario
for
everyone.
I
think:
okay,.
J
All
right
next
slide,
so
I'm
Lee,
Wilcox
assistant
city
manager,
I'm,
going
to
start
us
off
for
module.
Two
we're
going
to
review
a
continuity
of
operations
plan
a
little
bit
about
the
EOC
structure.
What
it
looks
like
feels
like
go
over
an
earthquake
scenario,
which
is
the
purpose
of
today's
tabletop
exercise
and
then
jump
into
that
exercise.
So
a
few
things
during
that
tabletop
exercise,
each
of
you
will
have
the
ability
to
interrupt
myself
or
Kip
two
times
once
your
two
times
is
up.
J
We
we
get
to
ignore
you
until
everyone
is
gone
two
times,
and
the
purpose
of
that
is
I
just
want
to
clarify
a
tabletop
exercise
really
just
helps
Define
roles
and
responsibilities,
so
this
might
be
a
bad
analogy,
but
I'll
make
it
anyway,
who's
put
together.
Ikea
furniture
before
raise
their
hand,
so
you
open
the
box,
there's
like
600
parts
and
two
pictures
of
a
guy
with
a
wrench
like
that's
really
not
enough
for
me
anyway,
to
put
together
Furniture,
so
I
watch
a
YouTube
video
like
someone
has
built
this
before
right.
J
Consider
this
the
YouTube
video.
It's
really
looking
at!
Oh!
If,
if
something
happens,
this
is
what
might
occur,
we're
not
walking
out
with
a
finished
product.
You
do
not
need
to
walk
out
with
a
work
plan
for
your
district
office
and
what
you
will
be
doing.
This
is
just
a
really
high
level
overview
of
one
scenario
and
how
communication
might
happen
between
the
city
manager
and
her
team
and
the
council,
and
then
staff
in
the
community
so
take
it.
J
For
that,
don't
feel
like
you
need
to
walk
out
with
all
the
answers,
because
the
the
exercise
certainly
won't
do
that
and
then
we'll
end
with
Jennifer
making
some
closing
remarks
next
slide.
So
continuity
of
operations
is
very
important
in
in
any
disaster.
Any
event
on
behalf
of
the
city
manager,
the
assistant
City
Manager
for
San
Jose
is
responsible
for
navigating
the
world
of
what,
if
which
quickly
evolves
into
what
Now,
by
providing
guidance,
direction,
prioritization
of
resuming
activities
and
services
after
a
disturbance
or
disaster
or
any
other
type
of
event.
J
J
One
thing
that
we'll
be
talking
that
I'll
be
touching
upon
in
a
second
is:
we
are
doing
a
very
large,
very
extensive
process,
with
all
departments,
all
appointees
right
now
to
modernize
and
bring
up
to
date.
Our
continuity
of
operations,
plan
in
the
city
of
San,
Jose
and
I'll
touch
upon
that.
The
one
thing
that
I
wanted
to
talk
about
was
our
experience
with
covet.
While
we
had
plans
in
place
and
a
very
high
level
continuity
of
operations
plan
in
place,
we
didn't
technically
have
one
for
a
global
pandemic.
J
We
were
very
fortunate
in
the
sort
of
like,
unlike
you
know,
a
tornado
or
an
earthquake,
which
happens
very
quickly
that
you
know
some
people
in
the
organization
saw
this
coming.
So
we
had
time
to
plan.
It
was
really
the
process
of
Kip
myself,
Jennifer
Dave,
Sykes,
all
the
department
directors
in
the
city,
starting
to
do
that.
Continuity
of
operations
planning
like
what
is
going
to
happen
when
we
shut
down
the
counties
just
made
this
request
around
food
distribution.
J
So
we're
going
to
need
to
have
these
resources
that
led
us
to
Sunday
night
at
nine
o'clock,
the
the
Tuesday
before
shelter
in
place
us
bringing
every
single
director
into
the
city
saying
we're
closing
down
now,
because
we
knew
we
were
going
to
need
resources
to
support
the
Emergency,
Operations
Center
and
so
with
an
earthquake
which
will
be
today's
scenario.
We
need
to
have
things
on
the
shelves
and
plans
on
the
Shelf
to
act
very
immediately,
because
a
lot
of
the
times
we
won't
have
that
luxury.
J
J
J
J
So
the
last
things
that
it
does,
it
does
establish
a
framework
to
ensure
that
each
of
the
San
Jose
City
departments,
the
various
divisions,
have
the
ability
to
carry
out
these
missions,
regardless
of
what
happens.
The
technology
and
the
internal
coordination
to
do
so.
So
right
now
we're
going
through
a
series
of
of
six
steps
and
we're
currently
in
steps
two
and
three
for
our
own
continuity
of
operations
plan.
J
But
this
includes
step
one
identifying
a
mission,
business,
critical
functions
that
need
to
continue,
no
matter
what
identify
resources
that
support
support,
those
critical
functions,
anticipate
potential
contingencies
or
disasters.
We
are
what
we
refer
to
as
all
hazards:
comprehensive
emergency
management
profession
in
the
city,
which
means
we
plan
around
floods,
earthquakes,
fires,
Global
pandemics,
gas
leaks,
so
all
of
those
with
98
core
services
and
264
programs
requires.
You
know
a
lot
of
large
matrices
to
figure
out
how
we
proceed.
J
Given
the
circumstances
and,
lastly,
tests
revise
these
strategies
continuously,
so
we
are
working
our
way
through
this
this
program
and
this
plan
will
be
complete
by
the
end
of
the
calendar
year
and
allow
us
to
be
more
proactive
and
more
set
when
the
next
disaster
does
occur.
So
with
that
I'm
going
to
hand
the
EOC
overview
to
kit
parkness.
K
It's
important
to
note
that,
while
there
are
in
many
cases,
a
correlation
between
the
department
and
the
role,
the
one
of
the
beauties
of
the
Emergency
Operations
Center
is
we
can
staff
that
role
with
whoever
the
appropriate
person
is
or
in
the
case
where
we've
have
to
rearrange
chairs
a
bit.
Whoever
is
able
to
make
it
in
and
it
can
be
put
into
that
position
and
has
the
authority
and
the
clarity
to
do
the
work.
K
So
it's
a
very
flexible,
agile,
organizational
framework
that
again
we
can
scale
and
adapt
to
any
of
the
all
hazards
that
we
plan
and
prepare
for.
So
I
want
to
actually
have
each
of
the
section
coordinators
introduce
themselves
and
introduce
very
quickly
the
role
of
their
their
section.
So
we'll
we'll
start
with
the
orange
vests,
and
that
is
the
operations
section.
Rob
Lloyd
is
our
operation
section
coordinator,
red
vest,
I
call
them.
Orange
I
apparently
have
color
issues,
red
vests.
T
Operations
section
of
the
EOC
Rob
Lloyd
is
responsible
for
managing
all
tactical
operations
of
an
activated
incident.
The
operations
section
chief
oversees
the
section
and
manages
safe
response
activities
executing
the
operations
portion
of
the
action
plan
and
requesting
and
assigning
resources
in
support
of
those
operations.
U
Good
afternoon
Deborah
Walter
Lynn
I'm,
a
deputy
director
of
Public
Works.
My
role
in
the
EOC
is
section
is
the
logistics
section
coordinator.
Our
role
is
really
to
provide
that
support
function
for
all
of
the
other
sections
within
the
EOC,
mainly
to
provide
supplies,
equipment,
materials
Services
how
to
make
immediate
repair
and
restoration
of
the
municipal
facilities,
providing
that
emergency
response
to
council
member
Doan's
inquiry.
Our
role
is
also
to
ensure
that
the
generators
are
operable
and
refueled
as
well
too
so
from
a
longer
term,
self-sustaining
aspect
of
an
emergency
response.
K
V
Good
afternoon
Alice
verch
with
the
finance
department,
I'm
the
finance
and
administration
section
coordinator.
Our
role
is
really
the
financial
recovery
purchasing
payroll
timekeeping
and
the
general
ledger
activities
within
the
EOC.
Just
making
sure
everything
continues
to
function
and
everybody
is
we
get
the
money
back
if
we
can
yeah.
K
These
are
only
theoretically
reimbursable
events
and
so
that
that
that
role
is
extremely
important,
not
only
in
the
immediacy
of
the
purchasing
work,
but
also
in
the
long-term
recovery
of
on
the
fiscal
and
financial
side.
Then
we
also
have
a
recovery
section,
which
is
a
kind
of
an
innovation
within
our
EOC,
and
that's
gray,
vest
with
Rosalind.
W
Good
afternoon
Rosalind
Huey
Deputy
city
manager,
our
section
is
responsible
for
Community
recovery
and
our
role
really
is
twofold.
So
immediately
we're
coordinating
on
the
short
term
recovery
activities
and,
at
the
same
time,
looking
forward
and
assessing
some
of
the
long-term
needs
toward
recovery,
focusing
on
people,
obviously
making
sure
that
they
have
the
resources
that
they
need
and
then
obviously
looking
into
our
built
environment
and
our
infrastructure
and
looking
at
how
we
recover
economically
as
well.
X
Thank
you
mayor
and
Council.
My
name
is
Shane
mcamus
I
am
the
deputy
director
of
the
office
of
emergency
management
and
the
planning
section
coordinator
during
those
activations.
The
planning
section
is
basically
the
data
and
information
Hub
of
the
Emergency
Operations
Center
The,
Collection
assessment
dissemination.
Presentation
of
information
is
the
key
to
what
it
does.
We
are
responsible
for
preparing
the
action
plan
and
situational
reports
that
inform
not
just
the
EOC
but
the
field
and
the
council
when
it
comes
to
the
information
about
what's
going
on
and
the
decisions
that
are
made.
Y
Thank
you,
Kip
mayor
council,
I'm,
Carolina
Camarena
during
the
emergencies
I'm
the
director
and
in
my
day,
job
I'm,
the
director
of
communications
for
our
city
manager.
What
the
epio
or
the
emergency
public
information
officers
Branch
does
is
provide
culturally
appropriate,
multilingual
messages
to
save
lives,
livelihoods
and
the
environment.
K
And
for
that
I
brought
a
prop
from
our
last
go
around.
This
is
an
example
of
one
of
the
signs
that
we
were
created
in
real
time
and
produced
in
four
languages:
warning
of
flood
risks,
which
was
produced
in
communique,
in
coordination
with
our
Communications
Department,
as
well
as
assigned
manufacturing
crews
out
in
the
department
of
transportation
and
then
those
Crews
getting
those
out
in
the
field,
including
the
fit
teams
and
the
D.O.T
team.
So
it's
a,
and
that
gives
you
a
sense
of
what
we
call
the
fruit
salad
of
the
EOC.
K
So
you
see
these
different
colors
and
the
ideal
within
a
physical
Emergency.
Operations
Center
is
that
these
groups
are
mixing
back
and
forth,
so
each
of
them
has
their
their
role
and
their
their
clear
reporting
structure
and
is
fully
empowered
to
coordinate
across
the
different
sections
to
get
things
done.
K
That
brings
us
to
the
the
management
section,
which
is
with
the
black
vests
and
led
by
the
Emergency
Operations
Center
Director,
which
is
the
role
that
I
play
during
an
activation,
and
the
way
that
it's
been
described
to
me
is
that
the
role
of
the
Emergency
Operations
Center
is
to
be
the
thing
anchor
anticipating
the
needs
of
the
field.
As
Ray
said,
we
are
not
leading
the
incidents
in
the
field.
In
fact,
what
we're
trying
to
do
is
empower
the
field
to
lead.
K
But
for
those
of
you
who
are
historians
or
historically
minded
you'll
recognize
that
this
model
is
a
general
staff
model.
So
the
origins
of
this
are
with
the
the
Prussian
military
in
the
1880s,
which
realized
that
just
having
people
run
around
and
do
things
was
not
really
doing
so
well
and
so
that
that
a
general
needed
to
have
clear,
Logistics,
clear
intelligence,
clear
operations
and
very
smart
and
capable
leaders
who
weren't
doing
the
field
operations.
K
Thinking
ahead
of
the
field
to
do
that,
coordination
and
that's
morphed
into
the
incident
command
system,
Sims
and
Nims
and
a
whole
other
alphabet.
Soup
of
Emergency
Management
lingo,
but
represents
now
in
its
current
iteration
Cutting
Edge
approach
to
how
how
we
expand
and
manage
incidents
and
I
see
it
looks
like
a
question
from
Omar
council
member
Torres.
Excuse
me.
M
But
I
think
it's
important
for
especially
the
new
council
members
to
know
so.
I
know
that
we
we
just
had
Finance
speak
so
every
time
myself
or
my
team
would
go
and
go
hop
out
at
the
Coyote
Creek
floods
or
the
the
other
14
emergencies
that
we
had,
because
you
know
Magdalena.
Let
us
you
know,
go
out
there
and
help
our
our
community,
because
you
know
she
was
again
proactive.
M
K
K
Z
J
Okay,
so
I
have
a
script
from
Ray.
I
am
going
to
do
my
best,
I,
don't
know
Harrison
Ford
or
Morgan
Freeman
voice
over
as
I
introduce
this
event.
But
why
don't
we
go
ahead
and
play
it
so
Envision
a
bustling
day
in
San
Jose,
when
suddenly
the
ground
beneath
us
starts
to
shudder,
a
massive
7.0
magnitude.
Earthquake
erupts
along
the
Hayward
fault
in
the
city,
is
gripped,
but
the
Omer
overwhelming
power
of
nature.
J
In
the
first
few
minutes,
the
Tremors
intensify
rapidly
with
the
Earth
heaving
beneath
our
feet.
Building
sway
violently
glass
shatters
and
the
deafening
sound
of
tearing
concrete
and
crashing
objects
fill
the
air
Panic
sets
as
people
of
the
city
of
San,
Jose
instinctively
see
cover
under
tables
and
door
frames
or
beneath
sturdy
structures
that
they
can
find
clinging
to
these
makeshift
shelters.
They
brace
themselves
for
the
Relentless
shaking
praying
for
the
turmoil
to
cease.
J
As
residents
confront
this
terrifying
situation,
they
must
remember
the
crucial
steps
to
ensure
the
safety
message
they
received
early
on,
stop
cover
and
Hold
On.
By
doing
so,
they
protect
themselves
from
falling
debris
and
maintain
the
safest
possible
position
during
the
earthquake
as
the
ground.
Finally,
Stills,
an
eerie
silence
descends
upon
the
city
broken
only
by
distant
Sirens.
Many
car
sirens
and
Avid
car
alarms
people
emerge
from
their
hiding
places
disoriented
by
the
shaking
stock
of
the
aftermath.
J
Roads
have
cracked
and
buckled
buildings
have
collapsed
or
suffered
severe
damage
and
essential
services
such
as
water,
electricity
and
gas,
are
disrupted
in
the
moments
following
this
Quake.
The
city
Springs
into
action
emergency
responders,
rushed
to
the
scene,
rapidly
surveying
damage
and
beginning
to
triage
their
own
response.
J
Residents
still
railing
from
the
shock
begin
to
emerge,
scared
from
bewild
scared
and
bewildered
from
buildings.
The
extent
of
the
damage
varies
across
the
city,
while
some
areas
of
the
city
bear
minor
cracks
and
superficial
damage.
Other
areas,
experience
total
devastation
with
building
collapses,
reduced
to
Rubble
or
severely
severely
seismically
wounded,
thousands
are
left
homeless,
businesses
are
destroyed
and
infrastructure
is
severely
compromised
throughout
the
city.
In
the
face
of
the
disaster,
the
city's
Emergency
Operations
Center
Swifts
into
a
few
different
activities.
J
Key
Personnel,
assemble
and
assess
the
situation,
establish
priorities
and
coordinate
a
comprehensive
response.
The
EOC
becomes
a
nerve
center
for
managing
resources,
critical
decisions,
making
critical
decisions
and
Communications
with
the
public
and
other
agencies
outside
of
the
city
of
San
Jose.
In
parallel,
the
city's
continuity
of
operation
plans
kicks
into
action,
ensuring
a
focus
on
continued
essential
services
during
this
period
and
starting
to
assess
infrastructure
resources.
The
city
has
such
as
the
Wastewater
facility.
J
My
first
call
using
my
firstnet
phone,
which
will
have
Priority
Access
and
I
would
put
a
plug-in
if
you
guys
do
not
have
firstnet
phones.
Each
of
you
should
is
to
call
kiparkness
and
say
how
are
you
doing
and
where
are
you
and
are
you
on
your
way
to
the
EOC
and
then,
most
importantly,
Kip
asked
the
question:
how
are
we
making
the
decision
to
activate
the
EOC
and
how
does
that
occur?.
K
Thank
you,
Lee
and
I
would
also
pick
up
on
my
firstnet
phone
with
the
prioritized
band
14.
and
the
answer
in
a
case
like
this
would
be
very
obvious.
It
would
just
be
an
instantaneous
activation
at
level
one,
and
even
if
my
firstnet
phone
wasn't
working
I
would
just
simply
start
moving
toward
the
Emergency
Operations
Center
by
car.
K
K
The
blue
shift
that
I
lead
would
be
the
first
shift
in
and
we'd
begin
the
everbridge
notifications,
whichever
bridge,
will
begin
to
reach
out
to
you
automatically
with
a
message
on
how
and
where
to
report
either
emailing
you
and
then
texting
you
and
then
texting
you
at
your
other
number
and
emailing
you
and
texting
you
and
basically
doing
everything
possible.
Probably
the
chat,
chat,
GPT
version
will
come
over
and
drive
over
to
your
house
and.
K
In
the
affirmative
or
the
negative,
if
you
respond
in
the
negative,
we'll
immediately
try
to
find
a
replacement
and
begin
that
step
in
the
process.
The
expectation
is,
it
probably
takes
us
a
couple
of
hours
to
to
assemble
into
the
EOC
and
get
it
going.
That's
why
we're
not
holding
back
any
of
the
field
operations
those
are
ongoing,
while
we
gather.
J
AA
K
And
or
or
housing
in
time
of
an
emergency
and
that
all
allows
us
to
have
thought
out
in
advance
mental
rehearsal
for
what
is
most
likely
to
happen
in
the
in
the
range
of
threats
that
we
are
most
likely
to
face,
and
so
that
allows
us
to
to
pull
those
off
the
shelf
either
literally
or
virtually
refresh
our
memories
and
begin
to
focus
on
the
most
important
things.
The
the
key
role
of
the
Emergency
Operations
Center
is
to
protect
the
most
vulnerable
and
those
who
are
going
to
be
most
burdened
in
any
any
disaster
emergency.
K
Unfortunately,
we
know
those
are
often
very
much
going
to
be
working
class
people,
people
of
color
recent
immigrants,
those
of
fewest
means,
and
so
our
our
top
priority
is
always
their
lives,
followed
by
the
protect
section
of
property
followed
by
the
environment.
And
so
we
will
begin
to
staff
up
the
Emergency
Operations
Center
in
response
to
those
priorities.
In
that
order.
AB
N
Centralize,
it
happens
in
very
unique
places
right,
it
doesn't
impact,
I
would
say
most
of
the
city
or
most
of
the
employees
of
the
city,
assuming
they
live
in
San
Jose.
This
type
of
disaster
has
the
potential
to
impact
a
much
broader
base
of
employees.
So
what
I'm
curious
about
is
how
do
we
manage
a
situation
in
which
many
employees
are
unable
to
report
or
unwilling
right
because
they
got
to
take
care
of
their
own
family,
which
I
totally
understand.
J
K
So,
of
course,
every
employee
is
a
disaster
service
worker
knows
that
they
are
obligated
to
respond.
Obviously
they
can't
always
do
that
because
they
have
other
people
they
need
to
protect
and
take
care
of,
and
they
may
not
be
able
to
fulfill
that
role.
The
people
who
have
volunteered
to
be
in
the
Emergency
Operations
Center
understand
that
they
need
to
take
an
extra
level
of
preparation
and
preparedness.
In
my
case,
for
example,
I
was
just
talking
about
this
with
Anne
this
morning.
K
But
we
have
a
third
alternative
group
to
draw
on
to
fill
out
any
gaps
for
people
who
aren't
able
to
or
are
on
vacation
in,
Hawaii
or
whatever
the
case
may
be,
but
but
simply
can't
report
on
the
continuity
of
operations.
Side
I
think
your
better
place
to
answer
that
in
terms
of
the
overall
city
employees.
J
J
That's
probably
an
activation
I
will
say:
there's
several
events
that
Ray
outlined,
where
there's
probably
hours
of
conversation
between
Jennifer,
myself
and
Kip,
we
activate
in
Tuesday
or
Wednesday,
or
what
does
that
forecast?
Look
like
or
what's
going
on?
So
there
is
a
lot
of
conversation
about
that
and
then
just
lastly,
even
within
the
EOC
and
the
shifts,
and
then
staff
that
may
be
pulled
into
a
continuity
of
operations.
Plan,
which
is
all
seven
thousand
employees,
understand
their
backups
and
can
communicate
amongst
them
as
well
and.
K
Then,
in
an
earthquake
you
mentioned
about
the
localized
nature
of
flooding,
which
is
absolutely
correct
to
a
surprising
extent,
there's
earthquakes
are
can
be
fairly
localized
as
well.
There'll
be
vast
parts
of
the
city
that
people
are
scared
and
have
been
shooken
up,
but
they
really
have
no
damage
or
no
issue
and
in
an
earthquake
we'll
be
able
to
draw
very
immediately
on
Statewide
resources
that
will
hopefully
begin
pouring
in
over
the
72-hour
period
And.
So
those
are
a
couple
of
differences
in
terms
of
what
we'll
be
able
to
respond.
Yeah.
N
J
There
were
about
a
hundred
people
in
the
city
that
worked
an
average
of
300
hours
that
March
April
and
May,
and
those
people
needed
to
be
rested.
You
know
later
on
down
the
road,
so
other
people
need
to
step
in
and
and
help
I
think
to
the
second
part
of
your
question.
That
was
going
to
be
one
of
my
questions
to
Kip.
J
Quite
frankly,
my
first
call
actually
might
be
to
my
wife,
after
the
earthquake,
to
have
a
similar
conversation
with
her,
but
we've
had
that,
but
Kip
I
know
Ray
has
trained
you
and
I
and
and
Jennifer
and
Dave
Sykes
very
well.
So
what
are
some
of
the
things
that
you've
done
personally
to
ensure
the
second
you
get
up
after
falling
over
from
the
earthquake
that
you
can
head
directly
over
to
the
EOC
yeah.
K
Just
pragmatically
I
don't
have
any
I,
don't
have
any
pictures
or
anything
hanging
over
me
on
the
bed.
So
there's
nothing
to
fall
over
onto
me
when
I'm
sleeping
or
glass
to
shatter
all
of
the
large
appliances
are
bolted
to
the
wall,
so
they
won't
tip
over
I
have
slippers
under
my
bed
so
that
I
can
put
them
on
so
that
if
I
need
to
walk
out,
I
won't
walk
on
broken
glass
because
there'll
be
broken.
Glass
I
have
my
GO
bags
ready
to
go.
K
I
have
in
all
the
cars
I
exercise
seven
hours
a
week
so
that
I'm
fit
and
ready
to
go
into
the
EOC
and
I'm.
Not
joking
about
that,
because
I
view
this
as
an
endurance
event
and
then
I
do
40
hours
of
minimum
extra
training
every
year
to
ensure
that
I'm
thinking
about
this
and
priming
on
this
and
then
of
the
books
that
I
read
on
a
yearly
basis.
E
You're
not
surprised,
but
the
residents
are
and
and
I
I
just
want
to
put
on
a
resident's
hat.
This
is
a
real
world
experience
for
me.
I
actually
lost
my
house
in
the
1989
earthquake,
my
head,
it
was
up
on
Summit
Road.
The
house
went
down
the
hill,
my
husband
was
in
it.
I
was
down
here
on
the
Alameda.
E
The
immediate
response
from
me
was,
you
know,
you're
shaking
and
you're
going,
oh,
what
the
hell
just
happened
and
is
my
husband,
okay,
so
I'm
putting
my
hat
on
of
okay
I
gotta
protect
my
husband
I've
got
to
do
what
I
can
to
get
up
to
him
on
Summit
Road
I,
try
to
go
out
to
my
car
I'm
freaking
out
my
father-in-law
said
and
I'm
sorry.
This
is
going
to
be
a
long
story,
because
it's
really
very
impactful
And
Timely.
E
Given
what
we're
talking
about
right
now
and
my
father-in-law
said
you
can't
drive
up
there.
We
have
cell
phones,
then,
but
not
the
kind
of
cell
service
we
have
now,
as
my
husband
couldn't
reach
me,
I
could
not
reach
him.
I
visioned
him
in
a
pool
of
blood
dead
and
at
some
point,
I
eventually
get
in
the
car
and
start
heading
up
the
hill
and
what
do
I
encounter
traffic
going
nowhere
he
at
the
same
time,
by
the
way
he's
alive.
E
So
you
know
40
years
married
he's
made
it
but
he's
coming
down
he's
coming
down
the
hill
as
I'm
going
up
the
hill
I,
don't
know
I'm
going
up
the
hill
I,
don't
know
he's
coming
down
the
hill,
he
doesn't
know
I'm
coming
up
the
hill
I
get
off
I'm
yelling
at
everybody
on
that
road.
Everyone
get
out
of
the
way
and
I'm
wondering
how
police
and
fire
are
going
to
get
through
the
massive
road
closures.
E
That's
going
to
occur
from
everybody
hitting
the
road
at
the
same
time
to
try
to
check
out
where
their
loved
ones
are.
So
that's
when
I
think
about
a
disaster,
I
think
it
from
the
this
type
of
disaster.
I.
Think
about
it
from
the
resident's
point
of
view,
how
we've
really
how
I've
lived
it
and
I
know
and
how?
And
so
that's
one
question
and
I'm
going
to
burn.
E
We,
the
community
many
of
have
serious
damage
to
their
homes.
They
may
have
lost
their
lives.
What's
next,
emergencies
declared
FEMA
comes
rolling
in
and
the
Red
Cross
do
and
they
are
there
to
help
us,
but
we
need
to
help
our
residents
so
which
of
these
team
members
are
going
to
help
us
with
FEMA
and
Red
Cross.
So.
J
P
J
Know
at
Loma
Prieta
earthquake
I
was
at
soccer
practice
with
my
best
friend
who
lived
off
of
Summit
Road.
They
also
lost
their
house
and
they
they
lived
with
us
for
about
a
month
before
they
could
even
get
up
to
their
property
to
see
the
damage
so
truly
understand.
That
was
a
horrific
thing.
I
would
say
a
few
things
and
you
know
why
I
asked
Kip.
What
have
you
done
to
to
prepare
yourself
is
all
of
us
as
disaster
service
workers
in
this
room
have
a
responsibility
once
that
ground
shakes.
J
We
cannot
do
our
job
effectively
if
we
were
worried
about
our
family,
if
I
have
to
worry
about
Emily
Abby
and
Adam
I'm
not
going
to
be
effective
on
behalf
of
Jennifer
and
for
you
guys.
So
the
you
know
the
the
disaster
planning
having
the
conversations
we
have
probably
overdone
it
and
have
a
lot
of
earthquake
backpacks
throughout
the
house
and
outside
and
sheds
and
extra
water
and
a
lot
of
different.
J
But
I
would
I
would
just
say,
as
we
continue
on
in
this
conversation
with
you
guys
past
today,
Ray
and
Jay,
and
his
team
working
with
all
of
you
to
ensure
that
you
guys
also
have
that
those
plans,
Communications
plan
and
disaster
plans.
Just
for
your
household
is
important
because
you'll
be
called
upon
as.
J
E
N
K
And
I'm
actually
going
to
use
that
to
start
the
scenario
rolling
so
we're
all
in
the
EOC
we've
had
the
we've
had
it
and
it's
been
going.
I'm,
gonna,
I'm,
actually
gonna
turn
to
Chief
sapian.
Who
in
this
case
is
leading
the
fire
and
rescue
branch
and
chief
I
want
you
to
give
us
a
sense
of
of
how
what
you're,
what
you're,
seeing
from
the
EOC
and
also
what
the
the
direction
to
the
crews
in
the
field
is
going
to
be
in
those
first
couple
of
hours
from
a
fire
perspective.
AC
Okay,
so
in
reflexing
to
the
initial
Shake,
our
crews
have
a
pre-plan
in
place
which
will
involve
assessing
their
ability
to
maintain
response.
Readiness
two
they're
going
to
test
their
communication
networks
to
make
sure
we
still
have
radio
and
whatever
telephone
might
be
available
satellite
phone
if
necessary,
and
then
they
will
begin
an
area
survey
to
your
question
about
traffic.
AC
AC
As
we
are
able
to
staff
the
Emergency
Operations
Center,
we
become
the
link
between
that
department
operations
center
and
what
their
objectives
are
and
the
EOC
and
from
the
EOC
perspective,
we
begin
to
support
the
needs
of
operations.
We
will
assume
that
there
will
be
multiple
large-scale
incidents
in
the
city,
and
so
we
will
be
supporting
multiple
incident
commanders
who
will
be
in
contact
with
the
doc
who
will
relay
the
needs
to
the
EOC.
K
AD
A
big
part
of
our
first
24
hours
is
ensuring
strong
Communications
with
our
department
operations
center.
We
have
zones
throughout
the
city
that
our
crews
know
where
to
go,
they'll
be
giving
us
information
about
what's
going
on
and
then
we'll
be
able
to
kind
of
establish
a
solid
operational
picture.
What's
going
on
what
what
is
the
damage
assessment?
Looking
like
and
I
think.
AD
The
Department
of
Public
Works
fit
teams
as
well
kind
of
get
an
understanding
of
how
the
routes
are
looking
we'll
be
in
in
close
contact
with
fire
and
PD
to
understand
just
the
overall
operational
picture.
You
know
what
what
are
the
priorities?
What
are
the
routes
will
be
establishing
Communications
with
other
Transit
agencies
in
the
area,
Caltrans
VTA
Etc,
to
kind
of
see
what
their
picture
looks
like
what
the
roads
are
are
like.
AD
AE
Hi
Jennifer
Sagan
division
manager,
transportation
in
this
scenario,
I'll
be
the
doc
director
for
transportation,
we're
going
to
be
focused
largely
on
triage
and
removal
of
debris.
So
we
understand
emergency
routes
that
have
already
been
identified,
pre-disaster
and
we'll
be
focusing
on
those,
as
well
as
situational
awareness
from
our
field
staff.
You
know
they've
all
been
told
if
something
like
this
happens,
stop
where
you
are
and
take
a
look
around
and
take
pictures
of
what
you
see
and
start
to
report
back
in.
AE
So
we
can
get
some
situational
awareness
we'll
also
be
working
closely
with
public
works
on
damage
and
condition.
Assessments
of
sanitarian
storm
sewers,
payment,
sidewalk,
curb
Gutters,
Etc
traffic
signal
street
lights,
but
primarily
our
Focus
will
be
on
doing
what
we
can.
We
we've
inventoried,
our
Fleet
of
dump
trucks
and
other
debris,
removal
equipment
and
all
of
our
utility
vehicles
will
probably
become
debris.
Removal
vehicles.
K
K
M
Do
it
yeah?
No,
so
I
think
we
all
have
our.
We
all
have
our
1989
horror
stories
and
so
glad
that
Mr
Foley
made
it
out
alive.
But
what
I
clearly
remember
in
1989
is
you
know
my
family
was
already
home
because
my
dad
was
a
huge
Ace
fan,
and
so
we
were
watching
the
A's
and
the
Giants
about
to
play.
So
everybody
was
home
and
at
that
time
I
actually
lived
in
the
basement
by
the
way.
M
So
so
the
1989
earthquake
in
a
basement
would
never
ever
want
to
feel
that
again,
but
at
that
time
we
were
still
a
monolingual
family
and
we
had
no
idea.
We
had
no
idea
what
to
do
so.
That's
the
question
that
I'm
gonna
ask
is
because
obviously
council
member
Foley
experienced
the
traffic
getting
to
her
her
her
her
husband.
M
Are
we
gonna?
Are
we
gonna
tell
our
residents
to
stay
in?
You
know
stay
in
shelter
or
shelter
in
place
or
ask
them
to
go
to
a
massive
evacuation
site
if
we
have
one
because
I
think
we
want
them
to
be
off
our
street.
But
then
we
also
for
those
who
are
not
their
their
houses,
didn't
collapse
or
are
safe,
are
able
to
stay
where
they're
supposed
to
stay
so.
Y
Y
So
what
we
use
in
Communications
and
for
epao,
it's
very
important
that
we
use
the
air
model,
which
is
alert
and
form
and
reassure
there's
going
to
be
three
top
messages
that
will
be
multilingual
messages
culturally
appropriate
because
I
do
not
believe
in
direct
translation.
When
you
have
emergencies,
you
lose
a
lot
when
it's
a
translation,
but
one
is
how
to
be
safe.
Y
So
we're
probably
going
to
be
talking
about
you're,
going
to
feel
aftershocks
and
here's
what
you
do
during
an
Aftershock
how
to
stay
safe
so
how
to
keep
your
property
safe
as
well
turn
off
your
gas,
don't
go
or
get
out
of
damaged
buildings
and
then
eventually,
where
to
go
when
to
go
and
how
to
get
there.
So
that's
the
shelters,
evacuation,
medical
assistance,
I,
don't
know
what
our
hospitals
will
look
like.
If
we
have
this
sort
of
earthquake,
so
it
still
boils
down
to
protecting
lives,
property
livelihoods
and
our
environment.
K
L
Yeah
sure
thanks
Kip
hi
everyone,
my
name
is
Chris
lasavio
I'm,
the
cert
coordinator
for
the
city
of
San
Jose.
So
so,
in
this
type
of
scenario,
we
have
800
approximately
800
trained,
cert
volunteers
currently
and
the
first
priority
during
a
big
earthquake
like
this
is
to
take
care
of
yourselves.
Your
families.
AF
L
Your
neighbors,
and
so
our
team
is
constantly
training
on
this
and
and
learning
all
different
types
of
techniques,
but
at
the
very
biggest,
the
biggest
reason
why
we
do,
sir,
is
so
that
people
are
more
prepared
during
these
these
incidents.
Now,
if
we
were
going
to
officially
activate
the
cert
team,
I
would
be
coordinating
with
the
operations
section
to
see
where
cert
might
be
able
to
plug
into
the
operation,
so
that
would
be
all
at
a
coordinated
effort.
L
For
instance,
during
the
the
most
recent
atmospheric
storms,
we
were
supporting
in
a
variety
of
capacities,
so
we're
helping
supplement
the
Red
Cross
in
the
show
shelters.
We
are
Staffing
the
daytime
warming
centers.
We
are
helping
to
do
knock
and
talks
at
mobile
home
parks
and
doing
some
homeless
Outreach
as
well.
So
the
nice
part
about
our
cert
team
is.
We
can
kind
of
plug
into
a
variety
of
ways.
We
do
train
on
things
like
triage
and
basic
first
aid
cribbing,
so
helping
to
get
heavy
objects
off
of
folks
how
to
turn
off
your
gas.
L
How
to
use
fire
extinguishers
stuff
like
that,
and
we
also
give
out
preparedness
information
on
I.
Think
someone
mentioned
like
how
much
stuff
we
should
be
able
to
keep
in
our
house
to
keep
ourselves
safe
and
sustainable
for
72
hours
or
more,
and
we
give
out
that
kind
of
information
as
well.
So
that's
interesting.
K
So
I'm
going
to
keep
keep
rolling
so
Captain
matchett.
You
have
the
law
enforcement
Branch
role
here,
which
has
a
number
of
different
pieces.
Could
you
talk
about
how
two
things
one?
How
what
coordination
you
play
with
law
enforcement
in
the
field
in
general
and
specifically
around
how
you'll
be
thinking
about
evacuations
in
a
scenario
like
this
in
an
earthquake.
AG
Yeah,
thank
you
so
I
think
with
regards
to
evacuations.
What
we
really
want
to
do
is
encourage
people
to
to
shelter
in
place
and
to
the
extent
that
they
can
to
care
for
themselves
for
the
next
period
of
72
hours
or
so
also
encourage
them.
Excuse
me
to
stay
off
the
roads,
as
they
will
be
impacted
by
emergency
response
Personnel
to
help
as
well
so
with
regards
to
an
evacuation.
AG
You
know
we're
very
lucky:
we
have
a
tremendous
amount
of
support
from
the
community
and
and
city
council
with
respect
to
equipment
and
if
we
need
to
shift
from
you
know,
driving
vehicles
to
two-wheel
motorcycles
or
even
utility
vehicles
to
try
to
Serpentine
around
traffic.
We
have
the
ability
to
do
that,
but
again
we're
law
enforcement
and
working
with
our
partners
at
the
fire
department,
DOT
and
Public
Works.
We
can
close
roads
and
we
can
encourage
people
to
utilize.
J
O
See
if
I
got
it
correct
that
your
the
huge
success
of
this
plan
is
assuming
that
our
EOC
centers
and
DOD
centers,
whichever
we
have
named,
they
will
physically
survive
the
7.2
earthquake
and
their
infrastructure
will
continue
to
work
because
of
their
communication
capabilities
and
all
that
and
the
people
who
have
been
designated
they
will
have
the
ability
to
be
able
to
get
to
those
physical
centers,
EOC,
Center
or
DDO.
Centers
is:
is
that
impression,
correct
I.
K
Would
say,
I
think
going
back
to
the
prussians
right.
Every
good
plan
changes
once
it
impacts
with
the
actual
War
right,
and
so
we
are
preparing
things
like
the
build
out
of
the
new
Emergency
Operations
Center.
To
make
sure
it
is
extremely
able
to
withstand
an
earthquake,
and
we
are
doing
everything
we
can
to
hit
that
scenario.
We
don't
plan
for
the
ideal
or
expect
the
ideal
in
any
emergency.
The
key
thing
is
resilience
and
Agility.
If
we
have
to
do
this,
virtually
we
now
know
how
to
do
it
virtually.
K
You
have
that
function,
and
so
we
will
assume
the
functions
as
as
needed,
based
on
the
reality
of
the
situation
and
adapt
to
it,
as
it
goes
forward
that
that
is,
though,
why
we
are
investing
extra
money
in
the
EOC
to
make
sure
it's
that
level
of
resilience
to
an
earthquake
all
of
those
Communications.
But
that
said,
we
don't
expect
things
to
go
to
plan.
We
expect
them
not
to
go
to
plan
and
that's
why
the
agileness
of
the
organization
is
the
most
important
thing.
In
my
opinion,
right.
O
O
Do
we
assume
that
our
medical
facilities
in
the
town
and
other
Emergency
Services
will
continue
to
operate
properly,
and
do
we
have
a
way
to
train
our
people
that
they
will
know
where
to
call?
We
will
proactively
send
this
information
to
them,
but
if
they
see
somebody's
heart,
they
want
to
be
able
to
reach
somebody.
Do
we
call
still
9-1-1,
or
we
have
some
special
training
to
do
for
our
residents,
that
what
will
be
the
ideal
place
to
seek
help.
K
I
It
in
terms
of
the
hospitals,
they
all
meet
the
seismic
standards
that
they
were
built
at
the
time
the
county
manages
the
health
centers
and
all
the
all
the
hospitals,
from
my
understanding
have
a
surge
capacity
plan.
So
if
more
people
come
to
the
ER
than
expected,
they
have
the
ability
to
expand
into
the
parking,
lots
and
other
systems
to
make
sure
that
they
are
capable.
The
911
dispatch
Center
is
in
an
essential
Services
building.
AC
What
is
the
capacity
of
the
ambulance
companies
to
continue
their
transport
services
and
then,
as
you
asked,
what
is
the
capacity
of
the
hospital
to
receive
patients?
There
are
plans,
as
as
Ray
talked
about
for
surge
capacity,
but
there's
reflex
time
that
would
have
to
occur.
So
it
would
go
back
to
your
original
question,
which
is
we
have
to
evaluate
what
resources
we
have
available
and
reflex
by
way
of
the
fire
service.
Norm
is
mutual
Aid
requests,
so
once
we
realize
we
don't
have
our
our
ability
to
respond.
AH
So
initially
in
this
in
this
first
24
hours,
it's
really
more
of
a
safety
assessment
than
a
damage
assessment,
making
sure
facilities
are
safe
for
people
to
go
to
then
we're
going
to
work
on
the
windshield
surveys
of
the
areas
of
the
city
identified
with
our
911
Partners
is
having
the
most
damage
to
go
through
and
start
doing.
The
rapid
assessments
focusing
on
grocery
stores,
pharmacies,
Home
Depots
Lowe's
places
that
are
going
to
be
able
to
provide
support
to
our
community
as
well.
AH
As
you
know,
it's
a
rapid
assessment
of
yes,
you
can
occupy
I
know
you
can't
right
off
the
bat,
keep
people
in
their
homes.
So
that's
really
going
to
be
the
focus
of
the
first
24
hours
as
well
as
when
we're
going
through
these
windshield
surveys.
It's
also
going
to
help
inform
us
for
how
much
Mutual
Aid
we're
going
to
need
to
ask
for.
K
AB
Initially
off
the
offset,
so
our
building
operation
plan
actually
activates
at
a
6.0.
So
once
we
hit
a
6.0
earthquake,
I
will
be
switching
over
the
message
for
the
inspection
team
to
report
to
therefore
fire
stations.
That's
been
reported
out
at
that
point
in
time.
The
doc
is
also
active
and
that's
when
I
report
in
as
well
and
I
start
running
all
field
operations
for
all
assessments.
AB
First
for
safety,
as
Lisa
said,
and
then
once
we
transition
from
safety
assessments
to
damage
assessments
really
at
the
beginning,
we
will
assign
inspectors
for
their
safety
assessments
itself,
but
also
to
council
member
Foley's
question
regarding
local
assistance.
Centers
will
also
be
dispatched
out
from
the
rest
of
the
team
that
are
not
evaluators
or
also
coordinators,
for
the
disaster
are
going
to
be
actually
doing.
AB
The
survey
Code
Enforcement
Officers
planning
permit
technicians
will
be
assigned,
as
local
assistance
Centers
inside
your
DDOS,
to
be
able
to
provide
information
for
your
constituents
in
different
languages,
whether
it
be
where
shelters
are
at
where
they
can
buy
supplies
at.
If
there's
going
to
be
no
sewer
and
water,
where
are
we
going
to
have
it
dropped
off
daily
right?
AB
Where
are
those
things
going
to
be
up
so
so
planning
building
code
enforcement
will
be
assigned
to
also
have
our
workers
go
into
their
DDOS
and
provide
that
information
to
your
constituents
as
well
all
right,
so
we
are
partner
at
that
point
in
time,
all
right,
but
really
initially
we
want
to
just
like
we
said,
make
sure
it's
safe
for
people
to
occupy.
We
want
them
to
occupy,
we
don't
want
them
having
to
go
to
shelter.
AB
K
Thank
you
and
I
I
wanted
to
put
that
out
to
give
a
little
bit
of
perspective
to
your
question
council
member
batra,
because
I
think
there's
going
to
be
a
real
disconnect,
a
real
psychic
disconnect
between
the
individual
perception
of
the
emergency
and
the
city-wide
emergency
I
was
walking
down
the
street.
The
earthquake
shook
I,
fell.
I
broke
my
arm.
K
Well,
that's
a
big
emergency
for
me,
but
in
this
case
you
may
be
in
a
situation
where
a
fire
truck
that
would
normally
be
responding
to
that
or
a
Medical
Response
might
just
drive
straight
past
you
with
a
broken
arm
and
that's
actually
the
right
thing
for
them
to
be
doing,
because
that
broken
arm
in
that
case
is
probably
something
that
you
can
deal
with
for
a
little
bit
longer
and
as
we
identify
perhaps
a
multi-family
structure,
that's
completely
down.
That
may
be
where
we
need
to
pay
our
attention
or
in
critical
infrastructure.
K
Members
to
your
point
is
that
communication,
as
Carolina
said
of
of
echoing
and
repeating
and
amplifying
that
communication
that
is
really
alerting
them,
informing
them
and
reassuring
them
and
to
the
maximum
extent
possible,
if
you
can
take
care
of
yourself,
take
care
of
yourself
I'm
going
to
volunteer
Chris,
because
this
is
his
job,
that
this
is
exactly
the
team
that
can
work
with
you
and
your
community
now
to
begin
those
preparations
of
those
Key
Community
leaders.
Who
can
be
echoing
that
message
in
your
network,
and
so
that's
that's
really
the
key
piece.
K
AF
Thanks
Kip,
so
with
mascara
shelter,
you
know
our
job
is
to
find
these
locations
and
to
provide
you
know
the
residents
the
space
to
be
able
to
either
re
re-unify
with
their
families,
get
the
information
that's
needed
to
the
public
and
as
well,
have
a
24-hour
overnight
shelter
case.
One
thing
that
we
do
as
we
assess
these
situations
so
listening
and
working
really
closely
with
public
works
and
Dot
to
understand.
AF
What's
in
the
city,
is
safe
right,
that's
going
to
be
one
of
our
key
things
to
know
what
areas
of
the
city
that
we
could
actually
stand
up.
A
shelter
we
anticipate
in
Emergency
Operations
at
about
10
percent
of
the
affected
population
would
need
to
seek
outside
shelter.
The
vast
majority
of
people,
as
we
were
communicating
here
you
know
hopefully
could
take
care
of
themselves
or
find
a
place
to
stay
with
their
friends
or
their
family
right.
AF
There's
going
to
be
a
certain
percentage
of
people
that
we
know,
of
course,
are
going
to
need
to
have
a
separate
place
to
go
to,
and
that
would
be
our
job
to
figure
how
to
set
this
up.
So
our
first
thing
that
we'd
be
doing
once
the
earthquake
shakes
check
on
our
family,
get
those
things
ready
head
over
to
the
to
the
EOC
we'd
activate
our
park,
recreation
departments,
our
Mass
care
doc.
AF
We
will
utilize
any
of
our
community
centers
as
possible,
but
with
a
you,
know,
potential
7.1
type
of
earthquake.
The
number
and
the
capacity
is
a
question
that
we're
going
to
have
to
solve.
So
we
would
be
able
to
go
out
in
working
with
the
EOC
management
to
look
at
places
like
sap
Center
indoors,
as
well
as
our
parking
lot
Avaya
a
stadium.
AF
One
of
the
things
that
we've
learned
around
earthquakes
is
especially
from
what
we've
learned
from
down
south
is
that
after
the
earthquake,
not
many
people
feel
comfortable
with
coming
to
a
place
indoors.
So
there's
a
lot
of
need
to
establish
a
tent
shelter
Outdoors,
so
that
was
kind
of
our
our
key
things
that
we'd
be
looking
at
just
making
sure
that
we
have
the
facility
that's
going
to
maintain
to
the
expect
expected
percentage
of
population
that
we'd
need
to
serve.
AF
The
well
the
anticipation
again
like
I,
think
we
mentioned
earlier-
that
not
all
of
the
city
of
San
Jose
would
be
affected
by
the
earthquake
right
sort
of
neighborhoods
areas
that
we,
we
would
say
so
out
of
that
subpopulation
of
people
that
we
see
the
most
damage,
then
we'd
be
estimating
from
that,
but
yeah
in
a
larger
scale.
Like
this,
we
would
be
anticipating
a
high
number
of
people
and.
K
Our
particular
attention
is
going
to
be
going
to
the
the
buildings
which
are
most
vulnerable.
Our
soft
story,
buildings,
our
multi-family
apartment
buildings
that
are
pre-1978
and
that's
where
we
have
both
the
greatest
vulnerability
and
also
the
the
most
vulnerable
populations
in
terms
of
very
low
income
people
and
that's
where
our
focus
is
going
to
be.
But
it's
good
we're
going
to
need
to
it'll.
Be
you
know,
one
thing,
I
would
say,
is
the
seven
7.0
earthquakes
in
the
7.0
earthquakes
there's
a
great
deal
of
difference.
K
A
AF
J
D
J
J
If
we,
you
know
had
this
level
of
damage
just
as
Loma
Prieta,
you
know,
Vasona
and
Oak
Meadow
Park
became
a
massive
shelter
for
a
number
of
days,
so
you
know,
we've
got
ability
to
suspend
policies
and
allow
things
in
Parks
ask
for
Mutual
Aid
in
other
cities
to
go
ahead
and
ramp.
These
numbers
up,
if
need
be
right.
K
And,
and
with
this
I
want
to
lean
in
a
little
bit
to
Walter
Lin
on
Logistics,
you've
heard
a
number
of
the
different
branches
and
sections
report
out
on
things
that
they
will
be
doing
and
beginning
to
do.
We've
talked
a
little
bit
about
the
reflex
time
and
the
delay
it
will
take
to
do
those
part
of
that
reflex.
Time
is
actually
getting
those
resources
in
place
and
getting
them
to
where
they
need
to
be.
U
Skip
yes
under
these
scenarios,
it's
going
to
be
inherent
that
the
EOC
is
going
to
be
operated.
We're
not
going
to
wait
for
that
green
light,
we're
already
going
to
start
mobilizing.
So
within
our
teams,
we
do
have
a
core
Logistics
Group
that
focuses
on
procurement
facilities,
fleets,
even
personnel,
all
volunteers,
things
by
Nature.
Our
immediate
partners
are
going
to
be
Mass
care
operations,
the
epio
finance
as
well.
We
want
to
make
sure
that
whatever
is
needed
from
the
immediate
life,
safety
and
health
and
safety
aspects
we're
going
to
get
immediately.
U
We
have
expertise
in
regards
to
procurements
and
obviously,
with
the
magnitude
of
this
type
of
events,
everyone's
going
to
be
trying
to
get
resources
everywhere.
So
there's
going
to
be
a
lot
of
competition
very
similar
to
what
we've
seen
with
covid
and
some
of
the
other
emergencies
we
do
have
contracts
available
and
procurement
means
where
we
can
find
those
as
immediately
as
possible.
We
are
trying
to
be
a
little
bit
more
proactive
as
well
looking
at
how
do
we
start
to
obtain
materials
ahead
of
time
really
have
those
in
stock?
U
So
we
know
the
common
items
are
being
requested,
whether
it's
blankets,
socks,
water,
food
things
by
Nature,
where
it
is
preservable
having
those
in
stock
ahead
of
time.
Chief
stop
being
had
mentioned,
and
the
PD
had
mentioned
as
well
to
Captain.
Mattshed
Communications
is
going
to
be
key,
so
kind
of
doing
a
half
hat
of
logistics,
half-hat
of
Public
Works.
U
The
management
of
our
radio
communications
is
going
to
be
Paramount
also,
so
we
do
have
the
ability
to
maintain
and
ensure
operations
of
all
of
our
radio
communication
towers
and
radio
equipments,
just
to
make
sure
that
public
safety
and
even
non-public
safety
have
that
ability
to
have
that
Communications
ongoing
within
that
infrastructure
as
well.
We
do
have
emergency
backup
generators
for
those
critical
facilities
that
we
do
have
the
refueling
capabilities
as
well.
U
Again,
the
city
has
fuel
reserves
and
we
will
dedicate
that
for
that
emergency
response
we've
even
gone
through
the
standpoint
of
proactively,
indicating
that
for
any
non-emergency
types
of
activities
during
that
emergency
event
to
really
have
those
seats,
so
the
fuel
for
those
Vehicles
we're
going
to
reserve
for
actually
emergency
response,
type
of
activities
and
early
and
I
waste
the
resources.
In
case
we
can't
get
replenishment
in
a
timely
fashion.
K
Then
a
bit
of
a
more
direct
response
to
your
question
in
terms
of
how
we
scale
up
a
couple
of
things
that
I'll
be
doing
in
coordination
with
the
team
and
in
planning
is
we're
going
to
put
in
some
immediate
requests
for
National
Guard.
My
my
father
was
a
marine
criminal,
Logistics
officer
and
so
grew
up.
Thinking
about
these
things
and
one
of
the
things
the
military
does
extremely
well.
Is
this
work
at
scale
very
rapidly,
and
so
we
would
expect
in
a
situation
like
this,
that
we'd
be
coordinating
with
the
county.
K
And
so
those
are
some
of
the
things
that
we
will
be
doing
in
parallel
to
allow
allow
us
to
scale
very
rapidly.
In
terms
of
putting
up
as
much
capacity
as
we
need,
especially
in
the
most
severe
events,
it
will
exceed
our
capacity
to
do
the
Sheltering.
That's
almost
the
definition
of
the
scale
of
emergency.
So
we
will
a
lot
of
the
planning
and,
behind
the
scenes,
work
in
the
first
72
hours
will
be
bringing
in
the
additional
resources
and
coordinating
them,
rather
than
just
hoping
that
Roosevelt
and
Camden
address
the
needs.
K
So
with
that
at
Kendra,
I'm
going
to
throw
it
to
you,
because
that'll
be
very
much
your
world.
What
are
some
of
the
things
that
you're
going
to
be
doing
at
the
mass
care
Department
operations
center
in
terms
of
of
preparing
for
a
large
scale,
piece
like
this
or
responding
to
a
large
scale.
Event
like
this.
P
If
we're
able
to
do
so
because
they
may
not
be
available
during
a
large
scale
event,
which
means
the
burden
of
Staffing,
the
overnight
shelters
would
fall
to
Parks
and
Recreation
staff
or
potentially
other
staff
that
we
ask
to
assist.
As
part
of
you
know,
a
request
just
within
like
Mutual
Aid
within
the
city,
but
potentially
a
larger
scale
within
the
county,
coordinated
through
Logistics.
P
Even
you
know
Comfort
people
who
are
able
to
listen,
because
people
are
scared
when
they're
coming
to
shelters
and
people
who
can
communicate
with
those
who
are
not.
You
know
English
speakers
that
may
have
another
language
trying
to
get
staff
there.
That
can
talk
with
people
as
they're,
registering
for
the
shelters
and
provide
a
little
bit
of
support,
but
really
standing
up
the
shelters,
making
sure
I've
got
all
of
the
things
needed
to
keep
people
safe.
It's
not
going
to
look
like
it
is
at
home.
It's
not
going
to
be
vacation
or
Club
Med.
P
K
That
thank
you
that
leads
into
question.
I
have
for
Christopher
hickey
you're
you're
in
a
role,
that's
relatively
new
for
us
in
the
uoc,
with
based
on
what
we've
learned
in
the
past,
you
have
a
direct
responsibility
around
access
and
functional
needs,
decode
that
for
us,
what's
access
and
functional
needs,
and
what
are
you
going
to
make
sure
we're
going
to
be
paying
attention
to
as
a
team
in
that
those
first
24
hours,
in
particular,.
AI
Thanks
Kim
Chris
hickey,
Public
Works,
the
first
24
hours
is
really
working
with
multiple
branches,
Neo
and
mass
care.
I'm.
Sorry
Kendra
from
prns
Doc
Chris
from
emergency
response
team,
as
well
as
Carolina
from
the
information
officer,
but
really
we
need
to
my
role,
is
to
ensure
that
individuals
with
access
and
functionality
requirements
and
needs
individuals
with
disabilities
that
the
their
needs
are
also
taken
into
consideration
with
all
of
our
planning.
All
of
our
aspects
of
planning
response
preparedness,
so
working
with
the
doc
regarding
what
those
Mass
Branch
facilities
have.
AI
K
You
and
I'm
gonna
I'm
gonna,
take
that
as
a
point
and
head
over
to
housing,
Mass
care,
Branch
the
housing
unit
within
the
mass
care
branch,
which
is
sort
of
a
subdivision;
Jackie,
not
everybody's,
going
to
have
a
home
to
go
back
to
so
beyond
Sheltering
in
the
immediate
Sheltering.
What's
the
role
of
the
housing
unit
in
a
disaster
like
this?
And
what
are
you
thinking
and
worrying
about.
C
Sure
I'm
Jackie,
Morrell's
friend
I'm,
the
director
of
housing
normally
and
in
this
role,
we're
actually
not
thinking
of
the
immediate
72
hours,
24
hours,
we're
beginning
to
plan,
what's
going
to
happen
and
what
will
be
our
ability
to
close
down
the
shelters?
And
so
where
are
people
going
to
go
at
the
end
of
the
Sheltering?
And
so
what
we're
going
to
be
doing
is
I
immediately
thinking
about
and
identifying
our
partners
who
are
going
to
be
able
to
help
us
with
finding
additional
spaces.
So
that
includes
talking
to
the
federal
government.
C
If
it's
a
national
disaster,
the
state,
if
it's
a
state
disaster
the
county,
we're
going
to
be
talking
to
planning
OED
in
real
estate
to
to
tap
into
their
resources
of
people,
they
know
Public
Works,
the
private
sector,
which
include
people
like
property
managers,
hotels,
airbnbs.
We
are
going
to
definitely
be
talking
to
our
Ada
coordinator
regarding
the
needs
of
people
Cadre,
we
will
be
coordinating
with
them
and
the
non-profits
that
they
work
with
we're
going
to
be
building
out.
C
K
C
So,
after
all,
the
immediate
shock
of
what
has
happened
and
people
are
beginning
to
move
into
more
of
that
recovery
mode,
the
EOC
is
responsible
for
setting
up
a
local
Assistance
Center
and
what
that
is
really
is
a
I
think
of
as
a
resource
center.
So
once
we
have
identified
what
are
the
types
of
needs?
People,
for
example,
need
to
get
driver's
license
again.
They'll
need
insurance
information,
they'll
need
funding,
they'll
need
clothing,
they'll
need
you
know
whatever
they
need.
C
We
try
to
locate
one
of
the
centers
or
the
centers
and
areas
that
are
most
impacted,
where
people
who
are
most
vulnerable,
where
they
would
be
able
to
get
to
those.
So
we
might
set
it
up
near
one
of
the
shelters.
If
we
know
that
people
are
in
their
homes,
but
they're
going
to
have
to
do
recovery,
we
might
set
one
up
over
there
and
be
very
specific
with
the
type
of
information
that
they
might
need.
C
So
that
makes
sense
in
multiple
languages
and
Ensure
sure
that
it's
Ada
accessible
so
we're
thinking
about
and
and
then
we
would
be
coordinating
with
the
mayor
on
fundraising
immediately
because
your
ability
to
pay
for
this
and
to
provide
opportunities
for
people
after
a
disaster.
If
we
can
fundraise
and
get
the
public
to
be
engaged
in
ways
that
they
can
help.
C
That's
a
tremendous
opportunity
and
it's
like
the
time
to
do
it
is
when
it
happens,
because
that's
when
people
are
are
wanting
and
willing
to
give,
and
one
of
the
things
we
did
during
the
two
EOC
priors
is
that
we
established
an
account
with
a
Community
Foundation
that
allows
us
to
activate
very
quickly,
which
I
think
is
a
huge
benefit.
So
so
those
are
the
types
of
things
we're
doing,
we're
also
beginning
to
think
about
like.
Where
can
we
place
so
if
we
needed
to,
if
we
ended
up
getting
FEMA
trailers?
C
Where
would
we
place
all
those
trailers
and
again
one
of
the
benefits
if
it
had?
If
only
San
Jose
was
impacted,
it
would
allow
us
to
look
outside
of
San
Jose
as
well
to
look
at
where
we
could
put
temporary
facilities
so
that
people
can
stay
and
then
finally,
one
of
the
things
we
have
implemented
since
the
flood
that
we
didn't
have
is
a
One-Stop
shop.
That
is
a
computerized
program
where
we
could
feed
in
availability
of
places
where
people
could
access
resources
for
housing.
C
K
You
I
want
to
go
to
something:
that's
a
little
more
invisible
and
then
kind
of
wind
us
out
with
a
question
for
recovery,
but
I
head
up
the
environment
and
utility
City
service
area
and
I.
Think
of
it,
sometimes
as
the
invisible
CSA,
because
so
much
of
what
we
do
is
literally
underground.
I
want
to
go
to
I
want
to
go
to
Jennifer
in
the
ESD
Doc
and
get
a
sense
of
of
while
all
this
is
going
on.
A
AJ
AJ
So
it's
confirming
the
safety
of
staff
and
then
moving
on
to
assessing
the
facility
and
utility
conditions
to
determine
where
need
is
to
make
sure
things
are
operating.
A
main
issue
at
the
rwf
would
be
to
make
sure
that
we
can
assess
our
power
system
status
and
thankfully
we
have
multiple
forms
of
powering
that
facility
from
our
co-generation
facility
to
our
emergency
diesel
generators.
Beauty
water
also
can
operate
its
pump
stations
off
of
diesel
generators,
so
fuel
for
powering
Muni
water
is
a
critical
item.
AJ
Our
next
step
would
also
be
making
sure
that
at
the
rwf
in
particular,
the
environment
is
protected.
After
you
know,
all
of
our
properties
and
facilities
are
confirmed
to
be
operational
or
restored
so
protecting
the
environment,
and
if
there
is
a
release
or
some
situation
is
pending,
we
need
to
communicate
with
our
Regulators
to
make
sure
that
they're
aware
of
what
the
situation
is
as
a
result
of
being
regulated.
We
have
a
lot
of
plans
and
preparation
for
this
that
are
detailed
that
are
requirements.
K
Thank
you,
and
just
for
context
to
just
remind
people
that
the
the
regional
Wastewater
facility
can
process
on
a
typical
day.
Maybe
120
million
gallons
of
sewage
coming
through,
and
the
the
fines
on
a
spill
even
during
an
emergency
are
extremely
considerable.
One
last
Quick
touch
on
some
infrastructure:
public
works
on
the
Public
Works
side
and
in
about
the
EOC
and
the
doc.
What's
going
on
for
you
and
then
I'm
going
to
give
it
to
Roseland
to
close
us
out.
H
H
F
Public
works
so
for
the
first
24
hours
as
the
as
the
doc
Chief.
My
my
main
responsibility
is
to
get
the
Public
Works
doc
up
and
running.
That
means
getting
the
roster
and
staff
and
with
the
activation
of
the
doc,
making
sure
we
have
the
field
inspectors,
the
field
inspection
teams
available
and
again
our
role
is
to
again
support
PBC
and
the
Damage
assessment.
F
We
will
also
be
helping
in
the
coordination
and
conducting
the
inspections
of
the
potential
Mass
care
and
shelter
sites
that
have
been
identified
by
the
mass
care
Branch.
We
also
assist
and
conduct
damage
assessments
for
the
City
Radio
Networks.
We
also
help
with
the
coordination
of
the
damage
assessment
with
the
utility
providers
on.
F
Furthermore,
Public
Works
is
responsible
for
the
damage
assessment
on,
as
Matthew
stated,
the
pump
stations
for
both
sanitary
and
storm,
as
well
as
the
collection
systems
and
then
so
Public
Works
Doc
in
the
event
that
a
an
incident
command
post
is
set
up.
Public
Works
field
staff
will
be
the
eyes
and
ears
in
terms
of
relaying
resource
requests,
as
well
as
sharing
information
back
into
the
EOC.
F
So
key
main
thing
is
communication
and
information
sharing
and
making
sure
that
that
information
is
brought
back
to
the
EOC,
as
well
as
coordinating
with
the
transportation
Doc
and
as
we've
seen
in
the
previous,
the
rain
events.
Again,
we
would
be
coordinating
with
Valley
Waters
EOC
in
terms
of
getting
things
out
of
the
creek
and
debris
and
monitoring
Creek
levels.
K
Thank
you
and
I'm
going
to
touch
on
a
couple
of
rolls
before
I
hand
it
over
to
Roseland.
I,
don't
have
time
to
hit
quite
everybody
at
the
at
the
tabletop
here,
but
on
the
planning
section
we
have
an
incredible
amount
of
geographic
information
system,
experience,
GIS
experience
and
situation
status,
work
that
is
going
to
to
consolidate,
coordinate
and
get
all
of
this
information
out
internally.
K
The
legal
side,
the
Cameron's
role
and
legal
team
is
actually
extremely
important
because
we're
going
to
be
making
policy
calls
that
normally
we
wouldn't
make
we'd
ask
you
to
debate
and
decide,
probably
for
months
at
a
time
before
we
might
make
them.
So
we
might
have
to
say
hey.
We
have
to
do
this
mandatory
evacuation
in
The
Creeks.
What
does
that
look
like
and
make
sure
the
way
that
we're
doing
that
is
legal,
is
correct
and
have
that
that
high
level
guidance,
independent
guidance
in
the
EEOC?
K
Even
though
he's
in
the
management
section,
it's
a
dotted
line,
not
a
direct
line
because
they
have
their
autonomy
to
make
sure
that
they
have
the
independent
legal
guidance,
and
so
all
of
this
all
of
this
is
going
along,
and
while
we're
doing
this,
Rosalind
you're
thinking
ahead
of
a
ahead
of
all
of
this.
What
are
you
thinking
about
in
terms
of
the
recovery
of
the
people
in
our
city,
while
the
EOC
activation
is
going
on
in
your
recovery
role?.
W
So
that's
really
our
Focus
and,
as
we've
seen
with
the
pandemic
right,
it
may
not
necessarily
be
recovering
and
returning
back
to
our
normal,
but
really
understanding
that
we
may
be
having
to
embrace
a
new
normal
and
a
new
way
of
doing
things
of
living
of
accessing,
Services
and
I.
Think
we
understand
that
recovery
right.
It
happens
in
phases,
you
know
short
midterm
and
sometimes
we
find
ourselves
actually
responding
and
recovering.
W
At
the
same
time,
in
recovery,
our
Focus
really
has
to
be
on
people
and
their
needs
right
and
helping
them
actually
heal
from
the
disaster
heal
from
the
traumas
of
being
super
sensitive
and
making
sure
that
we
we
are
reaching
people
we're
asking
them
the
questions
of
what
they
need
of
what
the
new
normal
looks
like.
So
it's
asking
lots
of
questions
and
we're
really
deep.
Deeply
listening
to
them.
I
think
our
focus
in
terms
of
recovery
really
to
Jackie's
point.
It's
like
making
sure
people
have
secure
housing.
K
AA
We
have
a
large-scale
event
like
this
earthquake
that
has
the
potential
to
wreak
havoc
on
our
main
water
line,
separate
water
to
the
Distributors,
not
necessarily
in
our
control,
we'll
kind
of
mutual
Aid
agreements,
or
what
kind
of
things
do
we
have
in
place
as
a
city
to
ensure
not
only
that
people
are
getting
water
or
people
have
access
to
sewer
systems
and
they're?
You
know
access
to
be
able
to
flush
their
toilet
and
or
what
what's
in
place.
AA
So
we
can
tell
the
community
and-
and
so
folks
aren't
you
know,
defecating
in
the
streets
or
or
you
know,
relying
on
bottles
of
water
or
relying
on
on
us
as
a
city
to
go,
deliver
water
to
them
or
or
I
I
mean
I'm
curious
to
know
what
what's
our?
What's
our
strategy
around
things
that
aren't
necessarily
in
our
lane,
but
that
we
we
do
or
people
see
as
a
city,
yeah.
AK
So
Jake
of
our
deputy
director
of
Public
Works,
my
role
in
the
Emergency
Operations
Center,
is
situation
status,
Public,
Works,
utility
coordinator,
the
past
14
events
have
a
have
been
a
blessing
in
so
far
as
they've
largely
been
focused
on
one
single
type
of
utility
impacted
by
the
event
7.2
earthquake.
It
would
be
full
spectrum,
all
utilities
impacted
and
we
would
need
to
reach
out
to
not
only
water
all
wet
dry
utilities.
K
We
don't
say
anything
like
that.
Is
it's
not
our
responsibility,
that's
where
the
heightened
coordination
and
and
if
we
do
our
job
right
government
at
its
best.
But
we
understand
whether
it's
a
private
utility,
whether
it's
us,
we
have
a
role
in
the
emergency
response
and
the
coordination
effective
coordination
of
it,
especially
around
the
vital
utilities
and
core
Services
councilmember.
N
So
it
seems
to
me
that
success
in
the
immediate
aftermath
and
long
term
is
dependent
on
a
lot
of
small
decisions,
that
sort
of
start
trickling
up
and
building
up,
but
but
I
can
imagine
that
there's
probably
some
larger
decisions
that
need
to
be
made.
What
comes
to
mind
during
the
pandemic
is,
for
example,
decide
us
deciding
as
a
city
that
we're
going
to
feed
the
population
as
opposed
to
the
county,
doing
it.
What?
How
do
you
go
about
making
those
decisions
in.
K
That
case,
it
was
an
email
that
we
got
a
15-minute
conversation
between
between
the
key
principles
and
a
yes,
but
I.
Think
the
the
the
key
thing
is
part
of
what
we've
learned
to
do
as
a
team
is,
is
to
debate
and
decide
very
rapidly
among
those
competing
priorities
and
I
think
it
would
be
maybe
useful
to
hear
from
both
Lee
and
the
city
manager
on
this.
In
terms
of
that
perspective
of
how
we
prioritize
the
still
scarce
resources
within
that
context,.
J
Yeah
one
of
the
things
that
will
be
occurring
as
we
start
to
go
into
this
event,
there's
a
lot
of
communication
at
the
EOC
level
with
the
county
and
other
organizations.
The
county
is
the
operational
area
so
that
they
have
a
big
role
to
play.
So
we
are
a
vast
majority.
I
would
say.
90
of
the
coordination
with
other
entities
would
happen
at
that
level.
J
You
did
hear
during
covet
a
Mac
or
multi-agency
coordination
group
that
never
really
materialized
during
covet,
maybe
unofficially
in
some
ways.
One
of
the
things
that
Jennifer
and
I
would
be
responsible
for
in
this
scenario,
is
talking
to
the
county
and
having
those
conversations
of
the
larger
goal,
kind
of
informed,
based
off
of
conversations
with
Kip
and
our
own
services
that
we're
able
to
stand
up
or
not
stand
up.
J
So
if
there's
Mutual,
Aid,
quests
back
and
forth,
but
also
other
levels
of
conversations
around
policies
like
hey
this
week,
this
is
going
to
be
the
most
critical
or
these
next
72
hours
is
the
most
critical
and
there'll
be
some
direction
out
of
those
conversations,
and
that
will
determine
how
we
prioritize
the
coupe
operations.
But
then
also
how
kit
and
team
would
prioritize
operations
within
the
Emergency
Operations
Center
and.
G
Said
I
think
we
also
as
we're
working
with
our
agencies,
we're
determining
you
know
in
a
very
rapid
manner,
who
is
in
the
best
position
to
provide
what
service
and
then,
in
that
case,
with
the
food
with
the
county,
focusing
on
the
health
issue,
we
felt
that
we
were
being
the
the
largest
body
in
the
county.
We
were
in
the
best
position
to
to
get
people
food.
So
that's
one
of
the
major
considerations
is
who's
in
the
best
position
at
that
time.
J
Conclude
yeah,
so
we
are
concluding
the
tabletop
exercise.
We
we're
overtime,
so
some
of
the
Q
a
that
was
for
the
very
end,
I
think
we
will
skip
before
we
hand
it
back
to
to
Jennifer,
and
the
mayor,
I
will
say:
just
I
did
want
to
thank
Nancy,
Todd
and
Karen
trong
for
producing
the
study
session.
Today,
a
lot
of
logistics
go
into
these
exercises,
so
thank
you
to
the
both
of
them
very
much
and
I
would
say
to
to
all
the
council
members,
especially
the
new
ones,
and
we
talked
about
this
at
your
orientation.
J
J
Q
Sorry
about
that,
but
you
know
this
work
is
so
critically
important
that
when
you
need
it,
you
just
have
to
be
right
on
so
I'm
just
curious
if
everyone
in
this
room
has
a
disaster
preparedness
plan
for
for
their
family
for
themselves,
because
I
think
that
this
work
cannot
be
done.
As
you
said
in
the
beginning,
unless
your
family
knows,
if
something
happens,
this
is
one
two
three
right
and
I
think
that
you
know
if,
if
you
haven't
done
it
yet
please
do
it.
You
know
the
Red.
Q
Q
But
you
know
if,
if
you're
thinking
about
your
family,
then
you
know
it's
going
to
preoccupy
you
so
same
thing
with
the
council
members,
if
you
don't
have
your
Red
Cross
bag,
think
about
doing
that,
it's
a
it's
a
great
investment
and
to
council
member
Candelas.
It
used
to
come
with
a
bucket,
so
if
you
needed
a
bucket
there,
it
is
so
so
it's
it's
it's
something
that
you
hope
you
never
have
to
use.
G
This
has
been
very
impressive
by
the
the
employees
in
this
in
this
room
today
and
certainly
makes
me
proud,
I'm
sure
all
of
you
can
join
me
in
being
proud
of
our
great
city
as
you,
as
you
just
heard,
we
are
working
hard
and
continuously
training
to
ensure
we're
prepared
for
any
disaster
that
we
may
face
in
the
future,
because
we
need
to
protect
and
serve
our
precious
community.
As
we
conclude
today,
I
really
want
to
express
my
sincere
gratitude
to
everyone
who
participated
in
these
essential
discussions.
G
G
It
is
crucial
to
remember
that
we
all
are
First
Responders
in
a
time
of
Crisis
I
mean
we
might
we
talk
about
that
with
every
new
employee
that
comes
into
this
organization,
each
one
of
us
has
a
firm
responsibility
to
ensure
the
safety
and
security
of
our
community
to
our
city
council
members.
Today,
your
role
in
supporting
emergency
response
efforts
is
invaluable.
I,
encourage
you
to
trust
the
expertise
of
our
EOC
and
give
them
the
space
to
perform
their
critical
functions.
G
Please
engage
with
your
constituents
and
keep
them
informed,
ensuring
their
concerns
and
needs
are
addressed
promptly.
Your
ability
to
elevate
issues
and
opportunities
to
our
attention
allows
us
to
respond
more
effectively
and
efficiently.
In
times
of
Crisis,
the
continuity
government
is
essential.
City
council.
Steadfast
leadership
during
a
crisis
ensures
that
our
city
can
navigate
emergencies
and
transition
seamlessly
into
recovery,
especially
regarding
making
critical
decisions
on
policy
and
budget.
During
these
times.
G
As
we
do
you
move
forward,
we
will
always
prioritize
the
protection
of
our
most
vulnerable
residents
as
you've
heard
today,
and
that
does
include
our
low-income
residents.
People
of
color
are
seniors.
It's
there's
many
many
people
in
that
group
and
we
will
recognize
their
strengths
as
well
and
for
those
that
are
least
with
the
least,
are
often
the
most
resilient
and
resourceful,
and
we've
learned
that,
especially
through
the
pandemic,
our
resilience
as
a
city
lies
in
our
ability
to
work
together
as
one
team
United
in
purpose
and
action.
G
By
embracing
the
collaborative
approach
as
you've
witnessed
today,
we
strengthen
our
capacity
to
overcome
any
Challenge
and
build
a
safer,
more
resilient,
San
Jose
again,
thank
you
for
all
your
dedication
and
commitment
to
the
safety
and
well-being
of
our
community
together,
we
will
continue
to
prepare,
respond
and
recover
from
any
emergency
that
our
fine
City
faces.
Thank
you.
B
B
B
But
I
know
that
each
of
you
have
put
a
lot
of
time
and
thought
into
your
responsibility
in
a
disaster
and
I
I,
just
I'm
grateful
for
that
and
I'll
also
Echo.
The
vice
mayor's
point
about
how
we
we
all
have
a
responsibility
for
being
prepared
and
being
able
to
serve
our
community,
especially
in
our
toughest
times.
Also
just
know.
This
is
one
piece
of
a
much
broader
set
of
Investments.
B
We're
making,
as
you
know,
we
have
a
new
EOC
that
will
be
coming
online
later
this
year
we
are
making
Investments
thanks
to
measure
T
in
retrofitting
four
of
our
community
centers
to
be
ready
to
shelter.
People
if
necessary,
I'm
very
interested
in
seeing
us
continue
to
invest
in
and
expand
cert
as
a
kind
of
wider
net
of
residents
who
are
able
to
give
us
that
training
and
resiliency
out
there
in
our
neighborhoods
when
First
Responders
can't
get
there
immediately.
B
AD
B
Risk
because
of
the
building
they
live
in
and
so
there's
a
lot
of
work
yet
to
go.
But
I
really
appreciate
the
spirit
of
continuous
Improvement
that
we've
undertaken
as
a
city,
and
it
really
showed
this
year
with
the
storms
how
quickly
everybody
snapped
into
action.
How
clean
the
communication
was
I
heard
from
Valley
Water,
where
we've
not
always
had
the
closest
working
relationship
that
they
really
appreciated,
how
we
were
communicating
and
collaborating
and
felt
that
we
were
light
years
ahead
of
where
we
were
just
a
few
years
ago
during
the
flood.
B
So
I
think
it's
just
a
testament
to
the
the
focus
and
investment
that
you
have
all
you've
all
made
and
I
appreciate
that
before
we
wrap
up,
we
are
going
to
have
an
opportunity
for
public
comment
and
I
think
we
I
believe
we
have
a
mic
set
up
here.
If,
if
there's
any
public
comment
from
folks
in
the
room
and
I
believe
Tony
were
also
able
to
take
public
comment
via
Zoom.
Is
that
correct,
great.
AL
AL
AL
The
other
thing
I
heard
a
few
times
that
I
really
want
to
support
is
our
Cadbury
team,
which
are
all
the
non-profits
being
prepared
with
plans
and
getting
ahead
of
the
curve,
because,
as
someone
told
me
here
yesterday,
having
a
relationship
in
the
middle
of
the
disaster
doesn't
really
work,
you
got
to
get
ahead
of
that
game.
So
I
just
really
appreciate
everyone
in
this
room
and
what
you're
doing
for
our
neighbors.
You
know
we,
the
more
neighbors.
We
have
ready
like
that
list
that
Kip
let
read
out
for
his
his
wife
and
family.
AL
AM
All
right
Beekman
here,
thanks
for
the
meeting,
just
to
kind
of
learn
how
to
report
and
try
to
speak
to
these
items
a
few
two
years
ago.
I
guess
it
was
the
beginning
of
the
body
Administration.
Then
mayor
licardo
made
a
real,
purposeful
attempt
to
start
a
new
round
of
you
know:
cert
training,
emergency
preparedness
for
the
city
for
the
community
and
I
think
he
stood
out
and
done
some
really
important.
Good
work.
AM
I
think
he
said
it
specifically
in
the
beginning
to
eventually
work
towards
upcoming
Federal
funding
that
you've
had
on
a
couple
previous
Council
agenda
items
that
we
can
be
really
be
ready
for
that
can
help
us
a
lot
too
and
at
the
same
time
he
was
doing
that
work.
There
was
a
lot
of
Rumblings
going
around
about
do.
We
have
to
be
actually
preparing
for
an
earthquake
in
the
next
few
years
from
former
mayor
Ron
Gonzalez
to
former
council
person.
Perales
both
were
asking
openly,
you
know.
AM
Are
those
things
having
to
be
considered
so
I've
been
worried
about
that
too,
and
you
know
2023
for
me,
was
the
year
that
I
thought
we
were
actually
preparing
for
it
since
then,
I've
been
learning
to
walk
that
back
a
bit
and
just
simply
I
I
think
try
to
consider
how
to
have
good
preparedness
practices.
I
think
San
Jose
has
done
better
than
any
other
city
in
the
Bay
Area
and
I've
been
I
go
to
a
lot
of
public
meetings.
AM
AM
Can
we
talk
about
that
openly
to
make
it
as
open
as
possible
is
how
to
be
Innovative
and
how
to
be
just
decent
with
each
other
to
really
prepare
and
and
if
not,
we're,
just
simply
doing
really
good
practices
right
now,
and
thank
you
for
that
and
either
way
I
just
hope
we
can
be
open
with
each
other
about
the
subject.
Thank
you.
B
Great
well
once
again,
I
hope
we
don't
have
to
assemble
to
use
the
many
skills
and
knowledge
that
you
all
have
accumulated.
But
when
we
do
I'm
really
proud
of
this
team
for
and
and
you
know,
having
the
confidence
that
we're
going
to
be
able
to
do
a
great
job
when
we
have
to
so.
Thank
you
all
so
much
and
we're
adjourning.