Saint marys, thats the one piece we know we have to set up, mobile showers. They allowed us to use their trailer. They also coordinated with urban balcony to provide shower services and that was great to have them as a partner as well. Medical care, pet care, supplies, and technology. I know you pointed this out as well. Initially people want to be connected to the outside world. They want to know whats going on, they want to communicate with their families and be connected to their communities. D. T. Provided some wifi boosting within saint marys and allowed residents to have a connection through wifi. Also event information. There was a p. I. O. That came from the actual response area to give residents realtime information about evacuation orders that have been lifted. They talked about everything from the change in the wind to the direction of the fire. It was really useful and i think people felt really connected in that they were given the information they needed to determine if they could leave the shelter or if they had to stay longer. For us in the shelter, that was a real positive. I was happy to learn that this is provided to residents. In terms of shelter management, we do things a little different in San Francisco, which shouldnt be a surprise to anyone. Generally the red cross will manage the shelter or the jurisdiction. Here in San Francisco, we do a hybrid management structure. We work hand in hand to manage the shelter. The Human Services agency works regularly with the red cross to activate fire shelters for people that are displaced here in San Francisco and we do it the same way. These small events really help us in having smooth operations within this shelter space. Its fantastic. We cooperated the shelter space. We established field coordination in the shelter. We had the agencies come and coordinate with us. Thats when we collaborated around logistics and operations. What we need, what we have, and were there unmet needs that we had to identify. Then we all went up to our individual area. We as a. R. C. Up to their headquarters, and so we were able to work that through. This is a model im hoping we will keep using, and continue to use as we move forward. It works really well and it was great to have so many eyes at the shelter level. We demobilized on friday, november 1st. Two notes on demobilization. It went really smoothly. One of the things that we need to tighten up and this comes up in the lessons learned, is our tracking of resources and donations. In fact, the resources, were borrowing things from various jefr agencies and partners. With we we need to tighten up our documentation on the shelter level on that. Then getting people back home. So there were many people that came over that needed gas or who had been dropped off. So, we were on thursday developing a plan to get people back to Sonoma County and we had to work with Sonoma County e. O. C. To obtain gas cards and schedule rides. It was great that they were able to step in, but if were thinking of a larger event, this is going to become an issue. We have to do some preplanning around how do we get people back to their home jurisdiction. So overall strength and lessons learned. Again, the preexisting relationships really made this a smooth event within the shelter piece. So the small incident practice helped us hone in on some of these skills within the shelter. The staff was generous with their time. Everyone was all in. At the e. O. C. , people were making calls, take what you need, borrow what you need. It was fantastic to see everyone galvanize and come together for this. Lessons learned, four big ones for us. Additional planning around supporting residents on their journey home. Donation management and resource tracking. So, we got lucky with donations. We received some really useful donations. We seen this could become a disaster within a disaster where people just drop things off at the shelter location. We need to come up with a better plan on how to manage that piece as well. So, the Human Services agency provided all of the shelter staff for this event. The red cross provided management staff. Many of our staff are trained. We have historically supported popups, wet weather shelters, so we have done extensive training in the past. We need to continue to provide training and ensure someone is there from the city to answer questions around reporting and all types of things that come up when someone is doing this type of work in the shelter space. The last piece, which is really important, is communications around shelter accessibility. We make all of our shelters accessible. If theyre not accessible, we have the resources to do that. I think something that got lost is that we know theyre accessible. We hope that everyone knows theyre accessible, so we need to do some more targeted messaging and ensuring that our access and functional Needs Community know they are accessible, theyre welcome, and we are willing to work with them on any issues that come up. We are working with our Public Information team on that. Thats all i have. I was going to report out with alison from the red cross that she was ill today and she wasnt able to make it. Im happy to answer any questions. Thank you doris. Anyone have any questions for doris . I just also want to highlight saint marys has been an unbelievable partner for us. I spent a lot of time that week at the shelter and part of the reason is they let us practice in there and they were unbelievably accommodating so were very grateful. Yes. I just wanted to thank everybody who participated in this. This was, i think the mayors first local emergency that she had to declare. It was a sunday afternoon, sunday evening. We did not schedule this and it was her First Experience getting that phone call. Mayor, you have to come to d. E. M. And we have a few things we need you to do. It was a good exposure for her to see how everyone works well together. I was in communication with a lot of people in this room and others not here and everybody just responded great. In particular, in the grand scheme of things, everybody played a role, but i would also like to highlight the City Attorneys Office who during that time had just suffered a tough loss and had to pick up and get going and didnt have time to deal with that loss and they were very helpful. Thank you everybody. Thank you shawn. Do we have Public Comment on this item . Okay, seeing none, were going to move on to resilient San Francisco and recovery initiatives. Charles is going to present on the Public Engagement activity related to the earthquake safety and Emergency Response funds, otherwise wise known as eser. Were slated to go back to the voters in 2026. The bond breaks down as indicated here. We have some continuing participants, if you will, in the bond. Fire, police, p. U. C. We have two new additions within the historic complement of eser participants, and thats the facility for d. E. M. , at the 911 dispatch center and as well this category of disaster response, which i will speak about shortly. We all know the threat. We have facilities completed through the first two bonds, significant facilities. I call them generational so far as we probably will not build another such facility for 50 years or more. These are very important projects to the various departments i mentioned. That medical examiner is one of the departments that joined the eser group of projects. We worked in every neighborhood throughout the city, both in regards to fire stations, police stations, and facilities that result from the emergency firefighter water system. Again, the p. U. C. Exclusively manages the project within the eser bond program. There are a good number of facilities and i will speak about them shortly. There is work completing with regard to eser 2014. We have a new Police Crime Lab and motorcycle facility. We have a new floating firehouse. Its immediately behind fire station 35. Were considering to do work in regards to the backbone of the efws pump station number 2 at aquatic park is under way and we will be completing it in a year and a half. There are a number of projects within the context of our bond, clearly. This slide speaks to them. Ill leave that for you to review. Priorities, well we have a greater need than the bond funds are able to respond to. So prioritization amongst the needs is very important for police and fire station projects, and regarding the, efws, regarding the conditions of facilities and the fact cal importance. It speaks to the opportunity to provide for post Disaster Recovery and coordination at a particular facility or facilities, that is to be decided. Amongst the prospective projects for fire and police, these are the ones that present most prominently amongst the variety of facilities throughout both facilities for police and fire. The efws. The bond in 2020 will be speaking to an improvement of the west side, which has been outside the traditional or the normal realm of awss, and we also intend to address needs on the east side, along the waters edge, the base edge, with a particular man fold manifold project. Its nan expansion in that regard, and in a second, ill show you how that makes a difference. Theres two phases to the west side. One will be spring, if you will, and the second phase under a future eser bond from the pump station. Fire response areas, f. R. A. S are defined by the Fire Department sprung from the initial alarm. These are the particular areas throughout the city and as you can see well, i apologize if i shown you the one become eser began, you would see less of the blue. Were making quite a bit of head way as we move through these bond measures and ensuring the city has parity in the access of the water system throughout. This is clearly the preferred status as we continue forward with eser. The 10 year capital plan, i believe you all know. We did have community outreach. Joining from the outreach is representatives from police, fire, d. E. M. , and p. U. C. We had a dozen such presentations in the community. They were very well received. Again, clearly the need is apparent to you all. You see the importance of First Responders capability to deploy quickly and effectively throughout an event and certainly subsequent to an event. With that, ill close for any questions you may have. Thank you. Any questions for charles on this item . Okay, any Public Comment on this item . All right. Thank you charles. Thank you. Our final report is under emergency planning. Were going to be talking a bit about Emergency Support function 18, which is Cyber Security. We have a new Emergency Support function here that were going to learn about that is dedicated to Cyber Security threat and response and to present to us is michael from the department of technology and our own bijon for Emergency Management. Take it away. Thank you mary ellen for giving us space and time to talk about the newest support function 18. It has definite joined the ranks of other likely disasters so the city can be expected to withstand and respond to Cyber Security and cyber emergencies have affected recently many of the neighboring jurisdictions, union city, and of course you probably heard about that recent emergency that has been declared and cities of pensacola, new orleans, and the latest one is new orleans. We seen the disasters affect both the tra decisional operations of the city and Public Safety agencies, which needs significant response from all of the agencies together because the most likely scenario is that no one will be untouched. To help the city prepare we started the work in june with all the City Departments to create the support 18 function and our first work is to define what is an emergency, how do we speak to the emergency and whats the normal operation. That is probably hard to see. It is available in your handout and is also on the plan. We defined truly emergency conditions and in the plan itself, weve talked through what will happen, right . I think we realize we have a robust emergency measure process in this city and we want to take an advantage on what we know to do well. So cyber emergencies would join the set of potential responses that we may need to take. Weve seen a really strong uptick on precipitation from all the City Departments in the newest sf18 plan. We will speak about the new discipline were building between the Security Offices and the department preparedness coordinators. This is the start of the work. I think theres a lot of work left to do in terms of the testing the newest function and really stepping up and preparing for the cyber emergencies. My team that supports all of the City Departments is monitoring the situation very closely and i think this is absolutely a necessary first step for us to start preparing and really elevating our preparedness level to where we would expect to be. So with that, if you want to take us through the next steps. The Cyber SecuritySteering Community is the one that initiated this process. A lot of work went into creating esf18. There is one slide missing that mike would have discussed some of the con tentses tents of esf matrix is a part of how things fit together. As we were going through this process, we realized the city overall needs a plan, but each of the Different Departments need a plan. The intention here is showcased on the Information Technology side, we have esf18 what the city is working on and the complement of that, the Information Technology, thats the virtual world. On the physical world in Emergency Management, we have the Emergency Operations plan. At the department level, what we needed to do is create the coop cyber appendix, which effectively forms the link between the continuity of Operations Plan, the thing that mary ellen talked about earlier and esf18. What we discovered through this process is we had the City Departments come together. Information Technology Folks and Emergency Management folks are not speaking the same language. What we ended up needing to do was to give some basic explanations to an emergency marg manager. What is a network when our i. T. Partners are talking about servers, firewalls, switches, and end points . What does that mean to an emergency manager . At the same time, we need to talk to the i. T. Folks on how does Emergency Management look at something when it goes wrong . Really, there was this connection of the virtual and physical world to let the Information Technology professionals in the department know that when youre getting the virtual system going again, so that essential functions can take place, heres what your Emergency Management partners are doing. Heres how theyre keeping things going that are identified in the continuity of Operations Plan so we can maintain those essential functions. So, what we developed after a lot of these discussions was the Information Technology folks said just give me a list of questions to answer. We can do that as emergency managers. So really what we started with is what are the essential functions that have been identified in the continuity of Operations Plan. Then what are the supporting systems . Then we went to the i. T. Folks and said before an event, during, and post cyber event, what are the types of things youre using to analyze a system as its going, how can we make sure staff is responding if there is a problem, whos evaluating it . How does it link to the overall city plan . We also appreciate that not all departments are built the same. Some are very large departments, very capable i. T. Staff. Some are much smaller and they may need the assistance earlier. That was the whole point of developing this cyber appendix, to help the department identify heres what were capable and heres how were going to communicate to the Citys Department of technology, so d. T. Can make sure all other departments are aware of whats going on. There was one City Department that had an incident take place. They let d. T. Know and the department of technology pushed out city wide. If you see this type of behavior, be aware. That let everybody else know if there is something strange, lets not effect anything else thats going on. The final step in the coop appendix, the cyber appendix is an exercise. You can develop a plan, but lets test it. In the last month or so, departments were provided with two different scenarios. They pick which they want to use. One was a Ransomware Attack and the other is a data breach. For departments to use this to test their own plans. Now theyre going back, making a modification, and then were going to provide feedback to the citywide plan and what mike is doing so then well be able to have our newest Emergency Support function esf for Different Departments to use. Thank you. This is one of those things