Resource allocation so you guys arent caught off guard. We notice that its not just the intensity, but the sales are hitting us from different angles. The prediction is for San Francisco in general, it may say 0. 25 at city hall. But a sale may come at other over an inch. We have a plan to do better. Thanks, we love to learn more. Thank you so much for your work. Thank you. Any Public Comments on this item . Hearing none, next item. That concludes my report. Any Public Comments on the report overall . Hearing none, we are now going to call item number 9 before number 8. If there arent any objections, and then we will move on to number 8. If you wouldnt mind calling item number 9. Item 9 is update on the Disaster Recovery and resiliency planning as it relates to the Sewer System Improvement Program. Good afternoon. Youre going to get a full sweep of discussion today on Emergency Planning. I will keep this very brief. This is a follow up to a memo you had in your board package, i think about two meetings ago on this same topic. This is just elaborating it at the commissions request. Got it . There we go. Okay, so what were going to cover here briefly is how the ssip program, the project Development Process incorporates Emergency Planning and recovery standards for the infrastructure. Heres what were going to briefly go through. Were going to use the seismic reliability, and what the high level of service is, and the supporting objectives for that. So what you see here is the five objectives related to the seismic reliability. The first objective is straightforward. It says we design all our facilities to meet the seismic design event, which is a 7. 8 magnitude earthquake. Then the three objectives, two, three, and four are where we take that high level objective and we bring that down into the design and other elements to make sure that we can actually achieve it once the system is built. So those three objectives in the middle, objects two, three and four. These all deal with how we recover from a major seismic event in terms of restoring the critical service. Im going to briefly recap those. So objective number two is what happens immediately after the emergency event and through the first 72 hours when we are taking steps to assess the system and protect Public Health and make sure that we are beginning recovery mode of certain facilities. The second one is that within that 72 hour window, or at the end of it, were able to start conveying and pumping flows to the Treatment Plant. The third objective, which is number 4 up there, pardon me, is that the plant themselves can provide primary treatment and disinfection of the waste water flows prior to discharge. So again if you put all three of those together, that captures our expectation of how the system performs following a major seismic event. So, well delve into those a little more. On objection number 2, minimizing the Public Health and safety impacts. I wont go into that in detail. It boils down to we will go through and rely on the primary conveyance routes in the city. Ill show you those on the map and we rely on the storage in the transport storage boxes, which i think everyone is familiar with, and in most cases, those have enough storage to hold between 1. 5 to 3 days of dry weather flows from the system. You can envision those acting like giant storage tanks to the first one to three days of the event. Im not going to go through this in great detail in the interest of time. I think there is more information here than we need to get into. Of course, well come back and delve into this in more detail at the commissions request. So this just gives you a schematic. I think you seen this in different forms a number of times of the location and layout of the transport storage boxes and the Treatment Plants. Again, at a certain point, if those storage boxes became full, then we would be relying on essentially discharge through the combined sewer discharge out fall structures. That wouldnt be ideal. You would have waste water flows to the receiving waters, and we recognize that is obviously a permit violation but think this is under emergency recovery for the city and you think of whats our least bad choice . Its to have that waste water flow if it needed to go through the structure. So what youre looking at here is a map that we use and we are actually very active on this right now. Sorry. Just before on that first objective, there is no other alternative . Not for that first two to three days after the event. This is a point where youre not sure you have power and yeah, youre in a very youre trying to meet the very minimums for Public Health and safety at that time. So what you see here are two different maps side by side. One of those has the major waste water and storm water conveyance pipelines. The one on the right shows you also the primary street routes that d. P. W. Will also use in a post emergency situation. We have active plans to work in conjunction with d. P. W. And other city departments to go through those routes and do post disaster assessments of those pipelines as part of the post emergency activity. In the third objective, as i mentioned earlier is to make sure that the Treatment Plants themselves can provide at least primary treatment and disinfections so this is where we get to a much more acceptable condition in terms of what were discharging to the receiving waters. This graph shows you, even though we have a number of pump stations around the city, there are five of those pump stations that account for about a little over 99 of the flow. So when you look at emergency recovery and where we want to invest in resiliency, we dont have to cover every single facility to get the biggest return on our investment, so to speak. Its those large pump stations where we want to make sure we have reliable service. Now again, well go through these future analyses that were planning. This shows you the southeast Treatment Plant and this is post ssip. So youre seeing a schematic of the new bio solids and head works layout. So when we talk about meeting the level of service here, this is where were currently drilling down a little further into the planning, so that we dont try to cover every possible need of that facility. Again in that post 72hour window, we want to have just enough ideally or at a minimum i should say, operational capacity to bring the flows into the system of head works, run them through primary treatment only, provide disinfection and then provide discharge to the out fall. So, many of the facilities you see there, we wouldnt necessarily be focused on in that post Disaster Recovery. We would want to make sure we have chemical supplies, power reliability, staff, et cetera, to just meet those operational minimums of again primary treatment and disinfection. This is a similar schematic of the oceanside detail. It gives you an idea of what were focused on. Lastly, the Emergency Planning topic is really front and center right now for a whole host of reasons, one being the recent developments with the pg e Public Safety power shut offs from we havent experienced those yet. The city is planning for them. What it does say is that we have a need to focus on the back up power supply reliability to our facilities. If were relying as we currently do, we call it a duel feat. We have two Power Supplies coming to the plant from two independent substations. That has been our plan in terms of power reliability, but if the entire grid is down, then neither one of those substations is functioning. That strategy may not be as effective in the future. So thats something were delving into. And i just wanted to highlight as a backdrop to all of this. There is a number of planning related mergemergencies going o this is a substantial update. Were working on a staff recall plan currently. In most cases we dont want it to work in a post disaster situation, but we want to communicate how to get them to work. We want to utilizing the Collection Division has used for the wet Weather Operations effectively in the past two seasons. Were also working on chemical procurement strategies and fuel needs. Also, its not on this list, were working on the update and coordination with the rest of the city departments in the continuity of operations plan. You can think of that as a high level citywide plan that overarches the different departments within the city. We can talk about any of this in the future if there is interest on the commissions part. That is the presentation. Ill be happy to answer any questions. Im still kind of stuck on this notion of releasing the sewage into the receiving waters as you say. I would just love some creative thinking as it evolves on a potential plan b as an alternative. Absolutely. Any other comments or questions commissioners . Thank you very much. Any Public Comment on this item . Hearing none, next item madam secretary. Number 8. Number 8 is an update on San Franciscos Sea Level Rise action plan and next steps. Good afternoon commissioners and if i could have my slides. Im a member of the citys Sea Level Rise committee and i wanted to say i really enjoyed sister robinsons answer. Which answer . About Climate Change. Im here today as a member of the coordinating committee to provide a brief overview of the vulnerability and consequences development that was in the action plan and to let you know that the document is expected to be published some time early next year. Im joined by brian strong by the chief resilience officer. After my presentation, they will provide an overview of the hazards and Climate Resilience plan, which includes Climate Change adaptation planning. His presentation illustrates how the city is transitioning to a combined Climate Resilience planning effort so city departments can maximize efficiencies and the con Co Investments of our dollars. This committee brought together representatives from city agencies that work on or have vulnerable assets within the sea level vulnerability zone, including the sfpuc. This group worked together to create the 2016 Sea Level Rise action plan, which called on city departments to Work Together to delineate the impact of rising sea levels and developed strategies to protect our shorelines and assets. Where are we in the process . We are finalizing the Data Collection phase and are about to publish the Sea Level Rise vulnerability and consequence report. This report was a large multiagency, multiyear effort to collect data so we can identify and georeference or map vulnerable assets, identify key findings, and outline next steps. This report does not provide policies or strategies. The analysis, which was based on the rising tide framework completes steps two and three and assessing the citys vulnerability to coastal flooding. It assesses the risks or consequences of that vulnerability on people, the economy, and the environment. As the first step we completed a mapping exercise and determined which assets were illustrated here by a blue line. This map shows a do nothing vulnerability zone. In other words, no shoreline protection has been included in the analysis. With that information, we were able to determine which assets were exposed to flooding. Next we assessed vulnerability. Vulnerability is a function of sensitivity and adaptive capacity. Sensitivity describes the degree to which an asset is effected and adaptive capacity describes the ability of an asset to be modified, to reduce or eliminate the effects of flooding. Finally we assessed the consequences sorry, what the consequences would be to the people, economy, and the environment. We applied this analysis to different structure types and systems described here, including waste water and public power. We also developed the series of neighborhood profiles for all neighborhoods bordering the bay or ocean that describe the affected public assets in this neighborhood and the People Living and working here. Once we completed the analysis, we were able to identify some key findings. Again, these are based on a scenario which the city has taken no preventative action. Impacts to local and regional transportation systems, including portions of bart, muni, caltrain and caltrans infrastructure. Loss of recreational spaces as flooding risks in lowlying areas such as mission bay. We were able to develop these key findings not only by looking to impacts of individual assets but analyzing how entire neighborhoods would be affected. This map shows Fisherman Wharf are 77 inches of Sea Level Rise. That is a Tipping Point where large areas of shoreline is overtop. We see the overtop and white line indicates areas of no overtopping. This is another example moving further south. Mission creek and mission bay and some of our lowest lying areas built largely on fill. This map represents 52 inches of Sea Level Rise. As you can see, there would be substantial flooding due to a low level shoreline. That gives you some insight on how the overall analysis was done. Now i like to focus on sfpuc assets, first off the water enterprise and the type of facilities that could be impacted. As you know, San Francisco relies on a Regional Water Delivery System. Even though this analysis was focused on San Francisco proper, we recognize that key components of the water Delivery System are outside of San Francisco. Therefore, it needs to be included in this analysis. As an example, key components are located near the dumbarton bridge. Flooding in this area may impact sensitive control systems and electrical equipment, which could disrupt Water Delivery Service for millions of people. Within the city limits, most of the infrastructure is buried. However, as an example, the bay bridge pump station is within the citys Sea Level Rise vulnerability zone. An impact to this facility could keep water from leaving treasure island. Now a few slides on the waste water enterprise. Similar to the water enterprise, the waste water enterprise has buried assets that are less vulnerable to the impacts of Sea Level Rise. We do have treatment plans, combined sewer discharges and pump stations that could be vulnerable to flooding. To understand which assets were vulnerable, we did an assessment of all the potential pathways where flood waters could enter the facility. Lastly, we looked at the power enterprise assets, which may change with everything thats going on. The power enterprise asset and pg e assets are intertwined to provide a reliable and consistent power supply. Because of the interrelation between the two systems, the consequences of power disruption due to Sea Level Rise could not be separated. Pg e is conducting their assessment and we will coordinate with them with our adaptation projects as the city moves forward. So that concludes my brief overview of the work that has been completed, which is mostly focused on understanding the problem. Before i finish my presentation, i want to talk a little bit about what the steps the city has taken or will take to address Sea Level Rise. For example, as we continue to increase our understanding of how Sea Level Rise would affect the city, we are already moving forward with adaptation planning for some of our most vulnerable areas. These are examples of watter front projects that are building adaptation strategies into their programs by elevating streets and infrastrungture infrastructu infrastructure. We have the ocean beach Climate Change adaptation project, the u. S. Army corps of engineers sea wall program. On the previous slide, i mentioned the ocean beach project. Im the project manager for this project, which is a Climate Change project, which is led by the sfpuc. This is addressing chronic erosion of ocean beach. We completed the report at the end of september and are now in the design phase. This is, if not the first, one of the first projects statewide implementing a manage street approach to accommodate Sea Level Rise. In order to achieve this goal, we will be removing the great highway by skyline. In order to do this, we plan to construct a low profile wall to protect the waste Water Infrastructure in this area. We anticipate this project will go to construction in 2023. So what are our next steps . What are we doing to ensure assets that are being built now, while larger adaptation strategies are developed, consider Sea Level Rise . First, the city has their Sea Level Rise Planning Guidance that was originally adopted in 2014. That requires city sponsored projects incorporate Sea Level Rise into their design. Second, we are moving towards efforts that coordinate Sea Level Rise adaptation so that the city departments can maximize efficiency and the co benefits of our investment dollars. Were moving towards the development of a citywide Climate Resilience program. These efforts are led by Capital Planning led by brian strong who is here today and will present on the citys hazards and Climate Resilience plan. Thank you. If you have questions, i can take them now or at the end of the presentation. Lets take them at the end please. Mr. Strong, good afternoon. Hi, thank you very much for having me here. Ill try to go fairly quickly because i know theres a lot of information you will be hearing thats already been heard. So as anna mentioned, im the chief resilience officer. We work on various projects that were pulling various departments together from the city and its interesting to hear all the various presentations today. We actually touch upon all of them in some way or another as far as how they relate to the broader city family and how we deliver services. So the citys first time were putting a Hazard Mitigation plan that looks really extremely broadly. So there is legislation that would require at the state level, where we have to incorporate climate vulnerability and assessment planning into our plan efforts. So Hazard Mitigation plans are required by fema, every five years if you want to be able to receive fema support. That could be general assistance report after a major disaster. If you want to receive fema funding and so forth. Also by having a complete Hazard Mitigation plan, youre eligible for the state to cover the local cost, the local matching cost that would come. So large amounts of dollars we get from fema. Theres a match of around 6. 5 that could be covered by the state. There are a lot of Important Reasons to do this work and to make sure the city has it done. The other goal of it is to have one place where were capturing our policies around Hazard Mitigation. The program started a year and a half ago in april of 2018. I think he was fairly specific. Anna was more general and now this is even more general than that. Were looking at the hazards that the city is facing and the assets we have and the vulnerabilities that those hazards will present for our assets. From there, we put together, you know we have a set of draft goals. From those two pieces, we put together strategies. This plan has over 95 strategies in it. Its more broad than what we done in previous plans. Were thinking big here and were thinking longterm. The draft document was completed in june of 2019. It was distributed and we had Public Outreach that happened during the summer. We made further changes to the plan and we just posted the draft for public review. Once the public review period is over, we send it to fema, and then the board of supervisors will vote on it. Per fema policy, we have to submit it to them first before the board gets to vote on it. Lets highlight so of the plans. We talked about reducing risk of damage and disruption. Thats clearly critical. This time were talking about trying to build capacity. I want to say build capacity at the city level with staff and how we Work Together, and also at the community level. We heard from some of our stake holder outreach that they want to be aware of whats happening and how they will be impacted and how they can participate and play a role in how we address it. That was important. Access to the information we have is important and the ability to sort of enable them to have inputs. You know, in the planning and in the mitigation, and in the response and the recovery. It cant just be one piece. We also added addressing inequitable impacts. We wanted to make sure we have a lens on all the policies and programs. Equity is something were looking at for each part of the program and increasing public awareness, which i mentioned before. So this slide here shows the different hazards. There are 13 primary hazards that the city faces. These are natural hazards. We grouped them in four categories, geologic, which is common. The big earthquake is what we think about. Its our largest hazard and most vulnerable too. Its weatherrelated. It was mentioned that we are seeing more extreme storms. Were seeing more heat. In 2014 when we did the mitigation plan. Heat and air quality was not an issue on the table. Now we know after the fire and the heat events in 2017 and 2018 and some this year, this has become front and center and it shows how quickly Climate Change is changing our environment. Combustion related fires and biological around toxic where were capturing some of the Hazardous Materials that moves around during an earthquake and pandemic flus and those types of things. The process we do, this shows a sample hazard profile we have. These are covered for each of the 13 and they look at these different categories around the nature, the history of it and the city, where we expect it to happen. Tsunamis are primarily on the ocean beach side with a little bit on the bay. Were looking at probability to make sure we understand what the risks are associated with those hazards. When we think of the assets. This is typically how we grouped them in the past. Were looking at Emergency Response facilities, buildings, transportation, protective infrastructure like sea walls, wetlands, parks, those natural types of barriers. The new thing is looking at population this time around. So were looking at the total population and vulnerable communities. Some of that goes to the equity issues, and some goes to all the clear evidence shows that vulnerable communities are the most likely to suffer the most after a major disaster and have the most difficulty recovering. So we want to make sure we have that in there. We create these vulnerability and consequence profiles around each of the assets as theyre exposed to the disasters. This is a big part of our report. This is just the appendix of the report. Its around 300 to 400 pages. This shows an example of susceptible for Critical Response facilities so these will be fire stations, police stations, and those types of things. You can see the zones in pink on this graph and understanding which one are there and therefore are at risk. Where do we run our critical emergency routes, those types of things. This is important information. The stakeholder engagement. We met with agencies and businesses. We really focused on these five different areas, which is businesses, older adults, people with access and functional needs. The aging population in San Francisco is expected to nearly double in the next 15 to 20 years. So we know thats a big category. Children, youth, and families. We know Affordable Housing around homelessness. Some of the environmental and Racial Justice organizations in the city. We also submitted an Online Survey that we encourage people to participate in and we had about 600 responses. Now were looking for their feedback on the draft public plan. Some of the feedback, i think i already mentioned these. Diversified multipronged and coordinated solutions are what they want to see. They dont necessarily see the p. U. C. , the library, the airport, the School District as separate entities. They really see it as the city. Its important for us to Work Together. Most concerns about earthquakes and unhealthy air. Its interesting. I think a lot of people think theyre able to address the heat issues, but unhealthy air, they dont feel as prepared for. Importance of community cohesion, more information specifically on Emergency Preparedness and what they need to do and how it will effect them. Finally getting to the strategies. There are more than 95 strategies. I think there are 96 in total in the plan. We group them into these different categories that are shown here, just so theyre more digestible and so that people understand the impacts. We want to make sure these actions relate to different impacts. One of them is infrastructure, which is where most of the assets you see would fall. Mostly horizontal infrastructure, which is the more complex of the three categories i would say. The stock, privately or publicly owned businesses like our fire stations and hospitals. Resilient communities and that gets to some of the programs we have around working with communities. Whether its through the Neighborhood Empowerment Network or the nert or alert programs in the city and some of the Leadership Programs where it is about developing that Community Capacity and increasing communications between the city and those folks. The different roles on the left column shows the roles that the city has to influence disaster mitigation. We either own the assets, we deliver services, we do research. Sometimes were doing work for research sake and daylight things. Then we have adopted and enforced regulations. Those are the primary tools. This shows you a copy of what one of the strategies looks like in the capital plan. This is around geologic, which is in the resilient buildings category. You see the title at the top. That would include some of the p. U. C. Buildings, and some of the general Fund Buildings throughout the city. You can see we do lay out who the lead agency is, summarize the strategy and so forth. We have another example here around some of the addressing flooding. This is a strategy thats been identified not just through communi Community Meetings but with our experiences with design work and the p. U. C. Work thats been done around the southeast Treatment Plant. Again, the idea here is that were summarizing the strategy. Were talking about how we can influence it. This is something we dont expect to have a solution for right away but its important for us to be thinking about and working towards for the longterm. Finally, theres another example here that shows what it would be for communities, for resilient communities. This is identifying clean air and cooling hubs, and public respite facilities which were challenged by because were use to cooler climates. We built things in way that would respond to the climate we have here. Now that were seeing 105 degrees weather for three or four days there a row, its putting a lot of pressure on our systems. We are having to think about how to redesign rec centers and libraries, so they can accommodate communities and folks in these types of weather situations. I could say cold is another issue too, not to leave that out as were entering into winter. Finally, this is a long list of strategies so im not going to go into detail about it. I tried to make sure that i had at least one strategy for all. Different people throughout, there are a lot of important work that is happening in the p. U. C. That we wants to make sure gets called out in the plan and this makes fema funding available. So for instance, under you know mr. Chrichies program we have e vulnerability for regional dams in the city. They received a 550,000 grant from the fema Hazard Mitigation Grant Program where they said to us, it needs to be if you want to have funding for that grant. It was a very direct benefit. Other around the Sewer System Improvement Program and making sure we continue that and we continue to push for the standards that mr. Norby was talking about and how that interplays with our lifeline council, where we have all the different lifeline providers sitting around the table and how they have to Work Together. So with that, thats the end of the presentation. Im happy to take any questions along with anna and adam here and anything else. Thank you. Yep. Thank you so much for that and all of this very thorough. I think one thing i dont see is about our San Francisco location, our watersheds. Our watersheds are really important and they add water. So on top of the other, there is the watershed water thats there naturally, and its enhanced. So how are we thinking and looking at that . Thats part of the problem in a lot of areas when you add the water thats naturally there, and the other water to come. So how are we looking at and dealing with those things in our lowlying areas that we have . Yeah, i do know we have a strategy where were thinking of water as it relates to population growth. It certainly is a big issue. Certainly, a lot of the issues around flooding and working with the flad flood programs are important. So i know that the water enterprise, the gentleman would be david, who is the climate lead for the water enterprise. Theyre looking at how Climate Change will affect the watersheds and the water production for drinking water. If youre thinking of flooding, we were talking earlier about the different programs that were looking at and were working with the National Laboratory to develop some modeling information to help us understand extreme precipitation in the future under different climate scenarios and working with what we have here, our natural topography. Also, how are we working with when were redoing buildings, and were building these huge buildings, and theyre cracking, theyre leaning, and then more cracking, how are we looking at where we are actually building and instead of just saying yeah, we can drive more piles. Yes, thats true but sometimes the piles are not necessarily going deep enough. Are we looking at that when we talk about resilience and we talk about coming back from something . Yes, we are. I miss having you on the board of supervisors. I could talk to you about these things. We specifically talked about buildings. We completed a Tall Building study. We looked at the impacts of water and some of the geotechnical aspects of buildings, and whether we should be going down to bedrock and every single building that we construct. Or maybe they shouldnt be built there. And what are the impacts of those buildings on the communities around them because often these Tall Buildings are nestled right next to chinatown and other communities. So that we did an extensive study with a number of scientists and experts. In fact city administrator kelly will be talking about this after this meeting. Theyre coming here for their 101st anniversary, 37,000 scientists, and thats one of the programs that will be talking about resilience in those types of buildings. Its important to understand the impacts that again Sea Level Rise and these things and the raising water table are going to have. I can tell you from that specific report alone, which was initi initially required well initially asked for by city administrator ed lee, was to get to those interdependencies and thinking about not just the impact on the people that are in the buildings, but the communities around it. Yeah, where does it make sense . And i think even talking about ocean beach again, and the fact that were looking at pulling back, doing a managed retreat. Were probably one of the only jurisdictions in all of california that has publicly said yes, we need to do a managed retreat. Its great because its very costly. We know that armoring that, its not really working. So are we invited to that conference you just mentioned . Yeah, if you want to come with me. Its in about 20 minutes. I do want to come. I can get you an armband. Yeah, get me an armband. I think its something that maybe the Planning Commission or what all the people were talking to, we need to know. Were surrounded by water on three sides. We need to know a little bit more about whats going on around us and through us. I think thats one of the goals of the Climate Mitigation resilience plan, is to bring that level of knowledge, to get it out there more so people can understand that its again the multihazards approach they need to be thinking about. It gets to the sea level vulnerability analysis where were looking at neighborhoods. This is the impact on a particular neighborhood. And also the nert model. Maybe it could be broadened so that people could be more helpful. I know a friend was at olive garden on saturday and then the water started coming in. It was wetting the rugs and they had to use the side exit because the water was just overwhelmed. I was at a theater, i came out, couldnt go to the muni because it was flooded. We need to really talk about it. Thank you. Yeah. I have another question for you. So, i appreciated the long list of strategies. Its a bit overwhelming. I guess what i would like to ask is two questions. One is, is there something that wasnt on that list in your experience now in the last period of time, year and a half since you started this major effort that we should be paying attention to or should be on the list . And then the second part of the question is, if you had to pick one, since you have a captive commission audience at this moment, that you feel is really of the utmost importance that we can double down on, what would it be . The second one is a tough question. Let me go with the easier one first. Now it has slipped my mind. Now sorry. Whats is not on the list that should be. Thats not easy either. For the most part, i think its from the p. U. C. s perspective. We started broad so that we can capture a lot of the different programs underneath it. Under these strategies are several programs that are being worked on. I do think i think we did a good job in getting them all in. I think you know, for instance for the power enterprise, we have one talking about increasing the resilience of the power enterprise. I think thats as detailed we want to go considering all the change happening right now with pg e and whats happening. You know, some of the ones i think there is a lot there. I think citywide, there is probably some stuff that we could be working on around the biological hazards and spending time looking at that. Part of it is because those are things we dont have that much control over. Some of it is the former Redevelopment Agency thats seeing it with the army corps of engineers and the navy that did the work there. Those are the tough ones where we have to try to partner with and push some of our partners. As far as whats important here, i think clearly the Sewer System Improvement Program is so vital and so many of our different lifelines depend on that, along with water. So those are two of the Core Missions that the p. U. C. Is working on developing. If we struggle in either of those, that means after a Natural Disaster or as were dealing with these Climate Change, as were moving forward with client Climate Change, were really stuck. Were not able to recover in a way that San Francisco would want to be. We want to recover in a way where were moving forward and growing. If were not tackling those issues, then that will make it much more difficult. And lastly, it seems that you made your way through that circle of assessment and vulnerability and strategies even. You gotten to that point. Thats when the real hard work begins and my specific question is around financing and funding, which is the road here. I know were putting ocean beach out there, managed retreat and the expense is associated with that. I mean were talking upwards of, i dont know. Multibillion. Its in the billions. We have a 39 billion capital plan Going Forward over the next 10 years, so we actually are making really significant investments and lot of the strategies in here, for instance, some of the work around the airport are funded or at least partially funded, so i dont want to suggest that every strategy in here is something new and theres going to be a new budget ask. The Budget Office would have my head. These are programs that are either part of strategies or we really want to use it in a way to bring light to them so then its more likely they will be prioritized either in the 10 year capital plan or the budget. You know, the fact that its part of a city wide Hazard Mitigation plan, makes it the chances of us getting funding more easily. Were working together quite a bit to look at different Financing Options and i know the p. U. C. And eric is here. I know that the p. U. C. Has been creative in how theyre working with the federal government and doing green bonds and infrastructure that were doing at treasure island. I think were going to need to continue to push those as hard as we can. The other thing i would say this doesnt prioritize them, which is a big next step. How do we prioritize them. Some of that will come out in the p. U. C. s capital plan and the citys capital plan and other documents. All right, thank you very much. Commissioner paulson. So mr. Strong, im incredibly impressed with the list. This is the first time i seen the full presentation out of the citys office. They put all this stuff together. I know that when the mayor created the Disaster Committee and people told me never join a committee thats called a Disaster Committee. I know it still exists. As a matter of fact, i believe im still on it. I dont i think ever received a letter kicking me off of it. For that matter, im impressed with this stuff. Ive been involved in a lot of different projects. Fixing and everything else. I really just wanted to go on the record to saying the approach of saying heres the big picture of all the stuff that we need to do and then just to start continuing to flesh out the different specific plans. I mean even the antidote you made about how everyone of harlans lieutenant. I know you said it that all the cities should be involved in this and to have people assigned to be in charge of these different tasks and roles to protect our city and to be forward thinking in terms of Climate Change. Its really impressive. That was the most impressive and maybe others have seen this before, but its the most impressive presentation ive seen on preparedness in San Francisco. Thank you. Commissioner moran. Thank you. Commissioner maxwell and i were talking before the meeting began about all of the work were doing at southeast. And thats a project that is well into design. Some parts of it is in construction. You know, in advance of your coming up with building standards as a whole. I think it would be valuable for us to hear how these issues play in the southeast plant modifications that were doing. What the thinking is and what the design features are and what the design challenges are in dealing with the high water table and Climate Change and increasingly high water table. That would be perhaps an interesting case study as to how this thinking is actually playing out. I just want to make sure that theyre looking at tall highrises. Were talking about three story buildings. I think we did a presentation on the soil and the geotech work on that. I think we made a presentation on that, right . So, we can i dont know if you were here, but we can maybe show what we did because i thought we may have addressed that or im trying to understand what additional or was that not enough . Oh, i do remember a presentation on that although the details fade. Presenting them again in the context of this work will perhaps be a different lens that may be useful as well. Also things change and understanding the risk that we have to build and be cog cognizant of that. If i may, just a little bit of background. So the Sea Level Rise vulnerability map that the city is using is developed by the sfpuc by the waste water enterprise. We were a key agency in developing the Sea Level Rise guidance that the city is utilizing for projects that are being designed and implemented and the components that are being built to the southeast i dont need to cover that for you folks. This shows the wholesale customers and the deepness of the blue is how much of our supply they depend on, so it shows hayward as the darkest blue. Because they have 100 of the supply from us, south of there, Alameda County Water District gets 20 of its supply from us. That shows the wholesale customers and San Francisco up there in the north. What im really going to talk about is what we do in terms of water supply planning, beginning with the urban management water planning act, where we develop urban Water Management plans and assessments, which you see both of those over time. Its a law described by many as the show me the water law. What was the concern was that there was Rampant Development in california and no one was paying attention to the water supply. Assume the water would be there. So it was to direct water agencies to actually assure longterm supply, reliability and efficient use of Water Supplies to meet existing and future demands. So the requirements of the urban Water Management planning act are the plans to be prepared by urban water suppliers, updated every five years and they need to cover a 20year planning horizon. That is developed in context of whatever the Planning Agency for any water agency is. In our case thats the San Francisco Planning Department for the planning projections for San Francisco itself. Yeah, we do rely on the planning population and job projections and we always have. The plans are then submitted to the California Department of Water Resources for review. So they review them. Those fiveyear plans for adequacy, under the terms of the urban Water Management planning act. Sorry. Yeah. So the plan is developed by the p. U. C. , approved by the planning it is not approved by the Planning Department. They provide the population projections that we include in the plan. And were obligated to show that we have the supply or are going to get the supply to match up to those population and job projections. We submit to d. W. R. . They get all of the ones in the state and review them for actually this list of things here, which is were suppose to cover our system and service area and our urban Water Management plan does cover our retail demands. The one that obligated water users to cut the demand by 20 . San francisco already complies with this. So thats a fairly easy thing for us top
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