City Council - Regular Meeting

Good evening, everybody. Today is Tuesday, 04/28/2026 at 05:31PM. This is a special city council meeting, and the topic is emergency operations center and training. I just wanted to remind everyone that we are recorded. This meeting is being recorded, so please know that. So I'd to call the meeting in order. And if I can have the council member, Zermino, if you can please do the pledge.

Understand.

Ready to begin. Mike. Pledge allegiance to the flag of The United States Of America

and children of the public for

conscious hands, one nation, and every god. Indivisible. Thank you. Next is roll call. Madam Siddiqui.

Good evening. Thank you. Mister Andrew, president. Council member Bernie Arkinen?

Present.

Council member Goldstein?

Present.

Council member Wood? Present.

F member Zaryk?

Present.

Council member Serenay?

Present. Mary Salims.

Present. Thank you.

Next is public comment. And for this particular public comment, this is reserved for any public comment that is specifically on the agenda item. Is there anybody in the audience that would like to make a public comment on something specifically on the agenda item? Being none, no one online, so I'd like to close public comment. And then now I'd like to turn it over to chief fire chief Cameron to kick us off on the one and only item on

the agenda. Take it away, sir.

Thank you, mayor and council. It's something we've been trying to do as a fire department for a while is have a I mean, it includes throughout the city, which includes council. In the past, we've done tabletops and drills. Unfortunately, we left out council and not included you guys in the process.

Mhmm.

In

the first year, you know, our consultant recommended it, we've had some requests in the past. So we're we're in the finishing stuff length lengths of a training cycle. We've taken all the policy group, the finance, logistics, operations, management group, and they've gone through their tabletops. You guys are the last there's the tabletop instruction, and then we have our drill first to

the staff on go

through an exercise full scale drill. So with that, I'd like to introduce our emergency management team, which is in the back.

And then Norma, back table there.

Yeah. And then Ashton. And, really, it is a team.

They've been working for a long time.

Six months just really that scenarios, identifying all the gaps in our system, and trying to increase our fairness and our responsibility and also our recovery for after. So without to keep things rolling, let's let's start off. Yep. So thank you guys

for coming to this training here. We're gonna be going over a couple of different items involving version management, basically going over the rule of city council, some basic stuff on disaster priorities, an overview of the ICS and EOC system. We'll explain what that is, and then also how to prepare and respond to disasters at the initial actions, and then donations of volunteers, information, and then some time for questions. Before we begin, just wanna say that I have a stutter. So sometimes I'm speaking, I might stutter a few times, so I ask to be patient as I get through it.

So that's agenda I just listed out here. Here is the agenda, and we're gonna be going over to the first slide. Before I begin, I wanna say essentially where this information came from from this. This came from two sources primarily. One is a local elected and appointed officials guide from FEMA. This essentially, like, laid out a general guide for The US on, best practices for local elected and appointed officials. We use that as a lot of, reference material for this guide. And, also, Alameda County Office of Emergency Services, they all are also developing an elected officials handbook, which is currently in production. I sent us a got, h rap just recently. This rap lays out a lot of, best practices as well.

So it's gonna be for, for Alameda County officials. So we got that stuff. I put that in presentation. I sent this petition to them to make sure that this was basically got their blessing. And from there, we're gonna be getting that handbook later on.

We'll adjust for Hayward and give you guys that to use as a reference point after you've received the training from the presentation. So going on here, what is the role of city council? Primarily, your role during a disaster is public reassurance and community sense making. During a disaster, there's gonna be a lot of turbulence, a lot of noise, and a lot of stress public, especially a big one, let's say, in an earthquake. There's gonna be a lot of noise going on on what the best response is, and people won't won't really know what to do.

And so they're gonna look to someone for answers. And one of those people is gonna be our city council. And because of that, you guys act as basically a source of information from the city government to our constituents telling them, hey. This is what you should know. These are the media steps you put your tape, and so the city is doing. And so you guys basically act as information relaying official from the city government in a response to the public. And you do that as a way to basically give one voice to the public. Right? The whole idea is that we want to avoid having multiple messages coming from different channels that say different things. It's not gonna be say like, hey.

There's gonna be a shelter at the. And, for example, and then somebody else saying, hey. At our public library, we have another shelter. If that's not the same information on both ends, then it's gonna confuse people. So in this case, we wanna make sure that any messages being given out to the public is the same across all elected officials and from the city itself.

And we do that through our city's PIO officer, which is our public information officer. They're gonna be crafting approved messaging that's gonna be time based on accurate verified information, and I'll be given out to the city through our channels. And then we're also gonna utilize your guys' channels as well. Right? Your social medias, that your constituents align on to get this relevant information in a way where they can basically act upon it as soon as possible.

Right? We're trying to avoid freelance announcements as much as possible that would create confusion or increase risk for personnel or the public. We wanna make sure that we're having one unified message that everyone can follow and then act upon. So with that, when we're crafting these messages and responding to a disaster in general, what are our primary, priorities? There are gonna be four things.

The first three are are the ones we deal with during an actual response. That's gonna be life safety, trying to save as many lives and make sure that folks don't don't get hurt. We have incidents stabilization, trying to make sure an incident doesn't get any worse than it already has. If there's earthquake or wildfire, we're trying to contain that fire or the damage from an earthquake, and then protection of property and environment. Make sure that any stuff inside the city doesn't get any more damage than it already is.

We do it in that order. Right? So we make sure that if we need to, for example, damage property or something like that, to make sure that we can save someone's life, we're trying to save people's lives first. That's always our priority, and it goes down the list. Once the disaster has gone through and we basically make sure that it's been stabilized, we then go on to community restoration. That's the after fact. Right? That's when, our Mercy, whole network is shut down, and then we could basically go down back to normal city government. And from there, we go and respond. We put out, programs to help people get back.

We basically try to, reinstitute what makes our city government, serve the people as much as possible through all return department services, and everyone goes back to their normal responsibilities to basically help the city rebuild after disaster. So speaking of an emergency disasters, what is the life cycle of an emergency? It involves a couple of aspects. We have three ones on the right there, prevention, mitigation, and preparedness. So these are three that happened before a disaster.

It kinda occurs. So prevention is basically solving a threat or problem before it even arrives. Medication is lowering the risk from from a disaster. So it'd be, like, for example, doing, like, brush cleaning, for example, or producing, weeds to make sure that fires don't grow out of control. And preparedness is basically preparing plans and training for city employees to make sure that people are prepared to respond to an incident.

This is on the city employee side, but also on our fire and police personnel who are out there responding. Make sure that everyone is trained to make sure that they can get the best response possible. Then a disaster strikes, and we have response. That's gonna be our first responders going out there in the field, and it's gonna be our city employees activating to essentially, take control of this disaster and manage it. And this comes from a, an organization that I'll explain in the next slide, which then once that happens, we're going into Mhmm.

Recovery after, which is gonna be, of course, the city goes back to its normal function and we recover. So what is that whole emergency system we work on? It follows something called an ICS and EUSC system. This system here essentially involves something called SEMS. SEMS is a standardized emergency management system.

This system is adopted by the entire state of California and all the counties and involves, varying levels of involvement from first responders and city staff to essentially respond to an incident with the best resources and personnel possible. So a response to a disaster or some kind of problem could be as small as, say, a police officer doing a traffic stop. That could be a response, and they're a first responder in that case. Right? And they would be called what's called oh, it's called an incident commander in that case, which means they're the person in charge of handling that incident.

But as an incident grows, let's say, if it's an earthquake or a giant wildfire, the actual scale of the response increases. So it involves the steel personnel, then local government, then our county, and then the entire state. It goes up. And as it goes up, we increase the availability of resources. So certain types of resources from the state or from FEMA become available as higher and higher entities get involved.

And we have some other bodies that activate it as well to essentially assist with them. That's what an EOC, which is an emergency operation center, which is done at the local and county level to essentially assist and facilitate resources to these groups from people out there in the field and also to other surrounding areas through something called HOA. And so what is an emergency operation center? They are responsible for facilitating, coordinating resources from a city or surrounding areas to field personnel. Our field personnel, let's say during a mat massive wildfire are responding at breakneck speeds.

Right? They are fully preoccupied with dealing with that disaster. And let's say they run off certain types of resources. Right? They need a bunch of, fire engines coming in. They need let's say there's a bunch of debris falling at earthquake. We need to get forklifts to come here and get all that debris out as we can clear the roads. Our field personnel won't have the opportunity and time to be able to go and get those resources. Right? That requires us contacting people, getting into our location, deploying it, a lot of steps.

And so we have an emergency operation center, which is designed to essentially, deliver and facilitate the transportation of those resources and also get an idea of what's happening out there in the field and give information to our decision makers. Our decision makers are people who are at inside the emergency operation center who are responsible for making key decisions based on what's happening out there in the field. The field responders are simply responding to the incident. But there's a lot of false decisions that have to be made at the high level to essentially respond to the greater scale of a disaster from not not only a, people like safety point of view, but also, like, political policy, legal, etcetera, that the field responders shouldn't have to worry about. They're really just responsible for dealing with the disaster itself.

Other people in the emerging operations center are the responsible for dealing with all the additional stuff that comes with dealing with the disaster. And if that comes down to getting information from the field and transporting it up to our org chart, which will essentially lay out who is responsible for what. This is an example of what our org chart is. This is a smaller version of what I guess. We have at the very top there our POC director.

They are the ones who essentially are the chief executive for the Mercy operation center. They're the ones who is gonna be signing off on any big policy decisions, signing off on any big plans. They make the final call inside this. This structure is inherently designed so that all decisions get passed up. We pay one basis of the span of control in terms of, like, how many people someone is responsible for is not too many so things don't get overwhelmed.

We want clear and concise decision making. So that means that why is it just being made? It's not being made from multiple different people who all have some kind of authority. There's one person who makes a call, and then that call is translated down into actions and priorities for other people. And so for that, we have our UC director who makes those calls, and then we have our management section, who are basically the staff who are supporting our director.

We have our our legal affairs officer, our liaison officer who's also for contacting with outside agencies, safety and security officer who helps with, safety concerns on-site at the USC, which is a a actual location, our sector coordinator who works with private companies, and our PIO officer who is responsible for helping with media communication outside, with public and also internally as well. And then you have the coordinator who's responsible for managing the entire EUC. They're also for the actual disaster. They're more responsible for managing that center itself. There's a lot of people and a lot of noise.

Someone has to responsible for communicating between the managed section where all these these things are being made and the general staff, which are the operations, planning, logistics, and finance section who are responsible for making key decisions in critical areas of response for disaster. And so these people are basically handpicked from us, and we have, like, our most, like, high level executives and directors inside our city who fill these roles here. And I'm gonna show you really quick what the full chart looks like here. This is pretty overwhelming. It it's a lot of roles, But we have an internal roster which shows off basically the primaries for each one of these positions.

That is when an disaster first strikes, who is the first person who fills one of these roles. And that person is on shift for a certain amount of time. It'll be an operational period of, say, twelve hours. I mean, they have twelve hour shift. Then once that shift is finished, we slot them out for someone else.

What's going an alternate two, or one and then two and then three. We have a list of people who go through to basically allow them to swap out. So the person who was a primary originally can get some rest and recuperate and then come back for another shift. And so, essentially, the system is designed where it allows us to cover as many bases as possible to get as much information facilitated to our operation section, which collects information, pass it up to management who then makes decisions, and then allows our other sections to basically work off this. So if you wanna get a resource, for example, it would go to the management section being like, hey.

We need to get clear out all the debris. I'll I'll I'll first, like, cool. That sounds great. We need a bunch of forklifts for that. Logistics then fulfills a request while we're through finance and planning then puts that into an actual document so we can all reference and be like, hey. For this operational period, we're gonna be getting these resources coming in. And so everyone's on the same page. The whole idea basically is to maintain our situational awareness so everybody is on the same page on what actions need to be taken, and we're all know how best to respond to the disaster with relevant accurate information. So forward that to,

Sorry. Could you go back one slide? Yes. Absolutely. Just so we have some context, I'm assuming the city manager would play the role of the EOC director. This is gonna define some of these later on in the presentation, or if not, can we just speak to maybe at the high level who who plays the role, the ESC coordinator, for example?

Sure.

Maybe go back one more slide, the simpler version. Yeah. Yeah. Was thinking

I thought I did it.

I was thinking the same, George. Thanks.

Sure. Yeah. So our ESC director is Jennifer Aadir Mhmm. City manager. Mhmm.

We also have the policy group here, which essentially is a level of key, key officials who are relevant emergency to advise the city manager on, like, on important decision making aspects. So for example, there'll be the fire chief, the police chief, and the public works director who are always in that policy group because most disasters involve police and fire, and public works is important for clearing debris, which is half of the reason why disaster takes long to deal with is you can't get her in place of place. And so they're there to advise other director when making nice decisions. In terms of a coordinator, that is currently by. They're in the back, and then I'm alternate one for that.

Okay. So that's how that's set up right now.

Okay.

Yeah. We have an internal list for all the rosters. I'm not showing you, Derek, because it has few misconduct information. So

And then on the public info, will that be Chuck, or will that be, like, if it's a fire the fire information or the information

Currently, Chuck is the primary for the, yeah, for the Thanks. Operation officer. One important note I wanna mention as well is that chief Hamry, and chief Hildebrand, who is our operations, they have extensive experience in the incident command system. Chief Hamry has worked on a type two incident management team, and chief has worked on a type one, which means they've gone out to fires and to be involved throughout the entire country and extensive experience with this program. The system we have here inside USC is a similar model system to what's out there in the field.

And so they can apply their experience from there into this, which is helpful because, you know, a lot people haven't actually been inside of UFC before. Here and, hey. We're thankfully don't get that many disasters, and so I don't have too much experience with it, like specifically activating our UFC. So having those two inside the room to assist us is really helpful. Is the operations as well. So that's a very critical role that he's helping, which can help guide along the process, essentially.

Could you walk us through sorry. Could you walk us through some of the other ones? I just wanna understand. Can you go back one slide, please?

Oh, yeah.

Sure. No problem.

Mhmm. So it sounds like chief Hildebrand is playing the role of operations section chief. Can we go through planning, logistics, finance? I just wanna know for my Sure. Yeah. Yeah.

So is the planning us, chief. The logistics us action chief is Andrew Westfield, and the finance action chief is Diana. Okay. Yeah. Thank you. And, of course, each one of them have their series of alternates as well. So that goes down a couple of people too.

Okay.

Got it.

Thank you. So instead of them looking for normally responsible for some aspect of that work already are the ones who are also gonna be filling these roles inside the EOC. That's the idea.

Does the legal team have a a role in this?

Yes. Legal affairs officer. Legal affairs. Okay.

Got it.

Thank you.

Could you Jeez. Fuck it. It all on his way. Yeah.

Legal affairs officer, I think it's yeah. It's a state attorney. The excellent officer is gonna be Irene Perez, I think, is the last name. Yeah. Safety security officer is James Javier. And then our private sector coordinator is Paul.

Good. Good.

Yeah. And you can find all the whole list of our eocorg on conet. Great. It will show everyone and all the alternates on there. Mhmm. You guys wanna see the.

Okay.

Yeah. Thank you. Any other questions before I move on to

I'm sorry. Think would we have done an ESC during COVID?

Oh, we did do it.

We did. Okay.

Yeah. It was this room.

Oh, okay.

That was on.

Yeah. Can you repeat the safety security for someone to talk?

Yeah. James, Javier.

Okay.

So this one here, again, all the stuff here. Alright. Next, we're gonna go over different types of activation levels for the EUC. So not every time a full action happens. Right? That giant chart I showed you didn't always have

to be activated.

It depends on how severe an incident is. So for example, we would have full activation. Right? Level one if there's a major, let's say. That would activate the entire roster. That means each position would get filled, and then we would have an entire staff, a staff, like, staff machine essentially responsible for facilitating and coordinating resources going out there to the field. But it can also be a bit smaller. For example, during COVID was a level two activation because it was going on for a really long time. And so having every single person staff at USC would kind of prevent city prevent our city government from functioning as it should. So we had only a few people in, working inside EUC during COVID.

And then three is it past monitoring. That could be for in preparation for disaster. So if there's a red flag there where there's high winds and heat and it's really dry, there's a chance for wildfire picking out. In that case, you wanna make sure that we have our POC activated, but it doesn't have to have every person staffed there. It's more prepared in case something happens.

And this final slide from my section, this is the planning p. This looks pretty complicated here, but essentially, it is a loop that shows what an operational period, will include. An operation period, again, is one shift for people at SAE to see. And, essentially, you would be going through this entire p here, going through a series of meetings to create what's called an POC action plan. This plan lays out what the next operational period will be doing.

So you're always planning for the next group. You're never gonna be planning for your own section because you generally wanna plan and advance yourself because stuff like resources takes a while to show up. So you can't be planning for, hey. Wanna get a forklift here within two hours. You know, like, okay. We've we've known we've needed a a forklift here for a while now. We need this by the end of the next operational period, and so you're basically planning for the next trip that takes over. The idea is that you wanna prevent when there's a shift change, too much time being spent on trying to catch up on what actually happened into the previous session. And so when a new shift comes in, they're being told inside the operations briefing to, like, hey. This is what we did in the last twelve hours.

This is your plan here. Follow this one and then make a new plan for the next group. That's coming in. The whole idea is it creates a seamless process where, hopefully, there'll be as little time spent on confusion, and people can just go back doing the function of the previous person who was there as fast as possible.

So find ICS really quickly.

ICS. Yes. That is the incident command system. Okay. And then the two plans here is the it's an action plan. That's what they use out there in the field because they have a it's a system that's mirrored from ours. And it's not the EOC, they have an EOC action plan. Alright. Cool. With that, that is my section here. I'm gonna be passing over to Marty to talk about the specific actions for city council.

Do we applaud?

Is this an applause meeting?

Just now.

Oh, dude. Yeah. Alright. Hi, everybody. So we'll we'll try to be brief here. We're gonna move on to our next and next slide is how to prepare and respond to disasters. K? So our initial actions, what we're gonna be doing in the first thirty to sixty minutes is we wanna get we wanna get kind of oriented with what's happening in the streets. So the first thirty to sixty minutes, we wanna confirm that the EOC is operating. We can do that by either contacting through the EOC coordinator, myself, Ashton, or the director.

We wanna make just confirm this is the EOC up and running? And kinda get our situational awareness of what's going on in the street, understanding what or what which agencies are out managing response out in the streets. Okay? And then another big thing for for you guys to kind of get brought into the loop on this information is early requesting an executive briefing meeting with the EOC director. Okay?

And there's gonna be times where the the EOC director is gonna be able to perform that meeting with you herself or themselves. It's a short brief meeting, and there's gonna be times where a liaison will be doing that. Okay? Another big thing is just to be aware of any evacuations, any major safety concerns, or sheltering in place needs that we can get out to to the public. And I know you guys have heard this a lot. There's been a lot of research on these major incidents, and one of the failures is always messaging. Conflicting messaging, rumor messaging. So once again, we wanna align with our PIO. Chuck Finney does a great job. He's got a ton of experience.

So before we portray or put out any messaging or information, we wanna make sure we're aligned as a group, as a team, and we're all saying the same thing. And another big one is avoid sharing unverified information. We're gonna see a lot of it from social media, people reporting things. So we're gonna talk about how you guys can kinda get that information because it's vital, share with DOC so we can we can make moves and and and do stuff with it. And one one point

of clarification, obviously, there's different levels that we talked about in previous slides of of activation of the EOC. In a significant incident, there's gonna be

the full planning key in

the in the situation unit leader. There will be more briefings, so that's where you'd expect to receive, like, an initial looking briefing. We're just doing a small partial for, like, it's a bad weather, red flag warning. Nothing's really happened yet. There's not really don't expect a briefing for that. We'll be, you know, more traditional lines of communication, email, text, just as what we're doing, but not like an official briefing briefing for a what would be a non incident at that point.

So this is just slide talking about those executive briefings. Right? They're just a short meeting between the city council and the EOC director. And, And, really, they're they're clarifying information regarding the disaster. These are some of the major buckets and example questions that we wanna try to get information about what's going on, and then one of it is just the incident overview. What occurred? Where is it? Who's affected? What areas are affected? What populations are affected? And what are our current hazards and risks right now? And then responsible operations. Which agencies, once again, are out in the streets running these operations? Who's in Mhmm.

And or

evacuations, shelter operations, or any road closures underway. And once again, public information. What public information is being shared, and what is our public information strategy? The public information strategy is gonna be, once again, developing a unified message. Right? Going through the PIO, sharing that information, and making sure that we we put out the same information. And then this last one, are there rumors or myth misinformation that need to be addressed? Yes. There will be. And so a couple things about these briefings. They're gonna be quick. Like I said, they could be with the director. They could be with the liaison. A couple of things that we really wanna know at the end of these meetings are, hey. What's our unified message?

And when's the next time we're gonna have an update with you? And you can kinda set those two standards at the end of the meeting and know when you guys are gonna reconvene to get more information. So the government's decision to to basically emergency proclamations and declare a state of emergency. So city council can declare a state of emergency. The city manager can declare a state of emergency.

A lot of times, the city manager might get be the first one to get that information. She will declare it, and then once the council convenes, they're gonna vote on it. As you guys know, when a when a state of emergency is declared, it allows us to suspend orders and regulations necessary to provide protection of life and property. So it expedites our responses. Right? It allows the governor to declare a state of emergency, and it starts to free up and enable mutual aid resources to get to our city quicker, Phil, for us to help our residents.

So quick question on this. So we had the cyber attack that we're navigating. We declared a state of emergency. Emergency. Is that correct? And and what what level of severity did we reach? Was that a level one, level two? How much did did the EOS come back for? I'm just kinda curious how we

So just my recollection. In 2023 when there was the cyber event, then city manager declared the emergency probably within a few hours when the breach was detected. And then convened the council shortly thereafter within a couple days, maybe. Council then confirmed the declaration, which then sort of activates in all all of the support. I I know the council met here.

I can't recall at what level since it was an unusual cyber threat as opposed to an infrastructure Yeah. Disaster. But it certainly sort of activated the the the all of the protocols around a disaster. And just to sort of add a little bit of context to these briefing meetings, there is gonna be a Brown Act component. But the Brown Act in these situations allows for emergency meetings with a notice of an hour or even less.

Oh. Those meetings will probably be virtual in nature, but the city clerk and I have a conversation. Don't be concerned about those protocols, but they will be expedited, and it will allow for briefings, information, and probably in closed session just for security reasons. The meetings will be public to some extent. And we you know, we're we as staff will be supporting you around noticing issues, some technical issues in order to get to really the meat of the issue.

Councilor Winnie, I have a question. Yes. I have. No. Thanks.

So we also use this for homelessness as well. We declared a state of emergency for homelessness. And the reason that we did that is so we can bypass certain approval processes to get St. Regis and other things open as well. So I know that we've used this not just in kind of large scale natural disasters, but we've used this declaration in ways of being able to access county and state resources, not just in a cyber attack, but in the housing homelessness situation too.

And then I guess my question was gonna be any anytime you activate the EOC, does that automatically trigger the declaration of a disaster, or does that declaration assessment happen sometime in your EOC activation process?

I think the good example would be, like, the LA fires. They knew the weather was coming. LA County, LA City activated their EOCs, a partial activation, just so they could start making plans and moving stuff around. Up until that point, nothing had happened. Then the incident happens. There is a disaster. Then they declared disaster. So if nothing had happened, no fire had been on the ground. DOC would have been deactivated. There would

have been no declaration. Are there instances in which you could proactively declare a state of emergency?

I I would say no. What I heard is there's there could be, like, like, a preactivation, you know, if there is an event that's planned that could require the initiation. But I would be concerned about clearing it without having sort of real facts in real time that would support it.

Because in hurricane situations, you typically would declare a state of emergency before the hurricane. I mean, if you understand the impact, you're not gonna wait until your community is

out of state of emergency. Would certainly agree that if there is something like that that you know is gonna hit, you know, that's certainly appropriate.

It's like the only other case would be, like, a tsunami maybe. It was perhaps. Right? So you're like you have some notice for it. Yeah. It's okay. But the rest of them just asked would feel like a pretty short notice. Right? Like, a lot a wildfire happens or a shit happens.

Exactly. I feel

like what we're seeing in the last five years in California, I think we're seeing the same. Like, you know the risk is coming, but there's the weather would support it. The fuel would support it, but the. Yet, what the state has done is they've freed up a lot of money for prepositioning. So there's triggers that take place at the region and OES level that we start staffing up equipment that is funded through the state. So if the weather's there, we're regionally, we're gonna be staffing up equipment, including overhead and, you know, to help support management and moving aircraft, you know, engines into the regions that have the bulbs. So you have a funding system that does require the declaration with well, which is a new change.

Makes sense. Thank you so much.

And then councilor

Yeah. Just curious on the Brennak stuff. So so I can understand if we're gonna have a briefing that we'll have to notice it, like, being within an hour and what we actually have a meeting, but but the city manager can still push us out information. Right? And you could still say here's a quick update, right, even though we're not having a meeting about this. That's that's okay. Okay. Can

we

I was wondering about water supply, and know we had a situation with a water shortage in a particular part of the city. And just wanna make sure we're working with, Bosca on training on communication if there's an emergency with access to water.

I know deputy chief has been working in that realm. We can confirm that and look into that some more.

And the same thing with the wastewater treatment facility. If a force man breaks, are they trained as well on its manned system?

The numbers

we have mentioned wastewater in our ESC.

Yeah.

Yeah. Yeah. Alright. Thank you.

Yeah. So we're sorry. Thanks. Just to build on Casper Buenya's question a little bit. So it sounds like not all emergency proclamations necessarily activate the EOC. The EOC really comes into effect when there is a significant incident or the different levels that you

have to come into. And then

just to tie it back to the cybersecurity question, I know that's more of a digital threat than it is a physical one. But what to people's knowledge, was there some kind of configuration of the EOC, or was it just this is an emergency, but we're gonna address it through our typical departments? You're gonna have the recollection.

But it's deferred to Norm because Yeah.

I I think it was it was a level one. And it was like

Level one.

I mean, not wait. Am I going backwards?

Three three.

I'm sorry. Yes. Yeah. Go ahead.

Okay. So you're monitoring situation. Situation because it it

because it happened, and it's done. You know? But

we didn't complete your ELC.

We did a few almost like a policy group meeting with, like,

an ELC direct like, but it wasn't yeah. And then we did there was a emergency declaration.

Okay. Got it. But we didn't

We didn't bring staff

Yeah.

Together because there wasn't really a

need Okay.

For it. But

Okay. Thanks for the clarity. I was just curious how I responded. Thanks. Thank

you. Okay.

I'll get the declaration. Position you guys, council members, you're probably gonna be getting filled with a lot of questions. A lot of information is gonna be coming to you guys. So once again, through past practices and all the reasons that they've done, we really wanna just align with our public information officer. Go to the public information officer. They're gonna give us verified vetted information that we're ready to share in real time. Okay? They'll also help us coach us up, get us ready, prepare us for questioning. And a lot of the times, it's a great opportunity to redirect question. A lot of times, they're gonna ask you questions that aren't really of importance to us because we're considered about life safety situations like what started the fire.

And that's a good opportunity to say, we have investigators working

on that,

but what we really want the public to know is that if you live East Of Mission Boulevard, you need to evacuate now and use these routes. So it's an opportunity to redirect questioning into our unified message. And Chuck Finney and the PIO team or the joint information center, the JIC, that will be set up at the EOC will help coordinate and prep you guys for for these types of questions. Okay?

Can I ask

a question about that? Yeah. You want? Alright. You know, there are a couple of social media accounts that people seem to follow. Like, there's, like, Hayward four one one and Community Hub. And they they will often have bad information about things or rumors or that kind of I mean, often, it's good information about and most of the time, it's it it doesn't matter. Right? Like, it's fine. They don't really need to be responding to it. I don't think any of us are. But in a situation like this, if they're clearly putting out that information, we're not responding, how like, what is the plan to is there any plan to be just ignored and hope some they find the information somewhere else? Or will there be some responsibility?

Talking about that in our training today, and Chuck Finney was talking about creating a what was the name he created for? Kind of a

Online hub. Yeah.

An online hub where folks could go to with verified vetted information. And part of our unified message should be

that. Mhmm.

For verified information, please go to our web Citi website. Yeah. Please visit the follow the links in our in our below. Right? So that should be a part of that unified message, not only telling what we wanna tell them Mhmm. But also directing them to where they can get good information about the incident, about reunification centers, shelter operations, all that stuff. That's been vetted by us.

And But in that situation, since there are some known like, I I know we can't get in the habit of finding all these sites and responding to them. But since there are some known ones that people seem to follow lately, will there be any intention to to respond to those? Just out of curiosity.

Don't know

if anyone has Yeah. I mean, I

think that could absolutely be in terms of just a quick I don't think it

would be responding to individuals, but it would be a if we have access to respond like, to post on to, you know, a form or

something to say, hey. Just a reminder of where you can

go to find verified information.

And then the Jif that gets established, that's their that kind of their job as well is to monitor what's going on out there Okay. On social media and on on the web. And if they can, redirect to where the public is supposed to

be.

Mhmm. Yeah. Just in response to that, can you talk about AC alerts? Because we do have the power to disseminate information.

Through AC alert and Everbridge, we have folks that have signed up that we can better opt ins. But also in emergency situation, we have non opt ins that we can select of an area geographical location, and we can throw a unified message out to a group of people more than just who have opted in. So there's there's that way to get ahold of folks as well. One of the biggest things for you guys is to is if we see these rumors, if we see these websites and this information out there, is to find that information and send it over to the jig. And the JIC

That's that's maybe the information. Right? Because I don't wanna be responding if I No.

No. No. You you say, hold on. This looks crazy. I don't know if it's real or not. Send it to the joint information center, and their job is to filter that and create intelligence out of it. What's intelligence and what's just

Or whoever the liaison is on shift at at that at that.

That's actually the the real answer is to get in touch with the liaison. K. Yep.

I just wanted to build on that.

I think what customer Roach is suggesting is maybe a proactive strategy too where, you know, as part of our preparation, we're keeping track of what might have, you know, let's say, 5,000 or 10,000 or more followers, subscribers. And so rather than waiting for this information to be generated in these spaces and then the the, you the social media person having to go and correct that or direct them to the right information. One of the earlier steps could be, if there's an emergency, being proactive or reaching out to those folks and saying, hey. Before like, you're an admin to this very big public forum. We're relying on you to refer folks to this authoritative website instead of allowing because they play a role as moderators in their own platforms too.

So they can also help with stymieing misinformation and making our lives harder too. So I just wonder if there's room for some proactiveness there or at least when the emergency hits having that be one of the functions that gets deployed immediately. Right now, we could prepare that list. And when it happens to the fan, we're able to be proactive in reaching out to that list to help with our moderation. So there's less different this information going around.

I think

it's a great idea. Okay.

These kinds of I mean, these are they put lists together Yeah. On the shelter site. Yeah. We put lists together. So there are there are a lot of prep things that they're already doing and have done.

Yeah. And it's a great idea to know. So Be a part of it's relatively new, so I wanted to get ahead of that. Because the big ones any day, the wildfires are any day. So

Plays a big role.

Yeah. It does. Yeah.

Alright. So this next slide, this is pulled right out of that handbook that you guys are gonna get. You don't need to remember all this, but just know it's coming. It's gonna help guide you in the EOC and what you're doing. So this is kinda out of that, just some do's and don'ts. We always wanna share we do wanna share verified protective actions. Right? Official closure, shelter information. We wanna emphasize the community self reliance and that initial response period when police and fire and our and our first responders are overwhelmed. And then, of course, staying informed on what's happening on an operational level so we can help field these questions that are gonna be thrown at you from your constituents and the residents.

Some of the don'ts that we just wanna remind ourselves as a chain not to do. We don't wanna speculate on causes, timelines, unconfirmed numbers, or unverified information. Once again, we're just gonna be working through our PIO. We don't wanna announce evacuations or shelter information unless it's part of an official release, and we definitely don't wanna start with promising things. Oh, yeah. We're gonna we're gonna take care of that for you. We'll we'll have that out. Right? We need to take this information. We're gonna show you kinda how to bundle it, pass it to the liaison to the EOC so we can deal with it properly.

Alright? Here's our social media playbook. Alright? Once again, we're only gonna post we're only only gonna gonna post what's in the official update from the EOC or directly approved from our PIO. Okay? When we do see rumors that we're talking about, rumors, unverified information, some of that sounds crazy. Could be truth, could be not. Some they're they're saying people are stuck or buildings collapsed. That's something we need to look into. We share that information through our liaison into the PIO or JIC, and then they can go through that information, decide what's real, talk to operations, and come out with a a plan for it.

And then always when we're posting on social media, we wanna make it accessible. We wanna speak in plain plain, simple terms. We wanna avoid big words, abbreviations. We wanna provide in multiple languages always and captioning where possible. K. So here's a big one. You guys are in a unique position. People look up to you. They're gonna go for you for information, for stuff regarding the incident, how we're how we're kind of responding to the incident. And so what we found and what they found in post incidents is this is a vital role that you guys play.

It's kinda collecting this information from your constituents. A lot of times, they're not even gonna call 911. They're gonna call you guys. Right? And there's a lot of good, solid information that's in there, and so we need to track that information and pass it along. So what we're asking is what we really wanna capture is who is in trouble, right, what what the problem is, where it is, and how urgent it is. Okay? Those are our four main things. Who, what, where, and how urgent. And then we're gonna compile that, and we need to share that with the EOC. And they're gonna be sharing that with our established EOC liaison. Okay? We take that information. The EOC is gonna use it. We're gonna vet it.

And most of that stuff will end up into our objectives if it's real. So it's a big role you guys play, not just collect. We don't want you to collect that information and call a fire chief. Hey, Hammer. We got a fire on the West Side. Right? He's gonna we want you to collect that information or just police chief, share it to DOC so we could properly channel and deal with it. Does everybody understand that? Yeah. Oh, I mean,

like, literally, it's not us texting Jen. I mean, like, how literally like, what does that literally mean for us? Right? Just, like, will we, like do we take screenshots and send it to Jen or Chuck? Or, like, what what is the actual logistics of of us getting that information? Will there be an email with someone else? Will there be another phone number? You know? Because it'll probably be screenshots and text is what I would imagine. Right?

Yeah. So we just wanna if we can get the who, the what, and the where out of it, possible. And then a lot of times, we're not gonna you can text Jen, but have a feeling she's gonna be stuck in a planning meeting.

And who are we? Sorry. Saying it. How are we actually

getting it? So let me ask

Yeah. So you can Go

My experience is if it's smaller, then I I may be the person that you're and I'll probably be the one communicating this is happening if it's a small kinda incident. If it starts to get bigger and more complicated, then I'll probably need to be focused with with the chiefs and talking. And so it's either right now, we're thinking either Mary or Zach Bonnie will be our liaison. And then, yes, I mean, I think you you could text them, call them. They'll be available. We'll let you know who that is Okay. Handout. Okay. But it might be I do the initial briefing, and then Mary takes over or Zach does because, okay, Mary's I'm sleeping, and Mary's taking over for me. Great. Okay. So we'll try to keep you up to date on that, but those are so it'd be one of those probably three people.

And and they're the collectors of all the information. Yes.

And probably also briefing you as well on information so that you know Great. What's going on. Okay.

So that liaison would be identified in the briefing. Yes.

And we make sure we As far

as what quality of what to collect, a picture is worth a thousand words. Because you picture, like, a room like this is full of our planning section. Mhmm. And there's someone tasked with situation unit leader. Just what is the situation? And they're just collecting all that information, basically, we're putting that on maps around the city. And, you know, when you go to the next operation period, we gotta share that with the next person. We're playing that telephone game. The quality of the information, the intelligence that you share, if it's easily shareable Mhmm. It gets passed off to the next person. So I'm the ops section chief coming in, and I can see the building that's on the ground, and I understand the scale of the problem. It does need to be explained to

me. Mhmm. Mhmm.

So Yeah. It's amazing how how good the quality of having phones in everyone's hands is being and able to kick it over to somebody. We can share information so much faster. And this really is a it's a, you know, it's a small little loop. How quickly we observe, orient, decide, and act, and how quickly we can get ahead of it. That information sharing and and clearing up that sense making of how big the problem is is essential. Okay. Your information is key. Great. No pressure.

Yeah. No. It's it's more just like the, like, literally, just tell me who do I this screenshot to. You know?

That's something we when the when the EOC gets set up, we will make sure we we will have a liaison for you guys so you know who you're communicating with, who you're getting your briefings from if the director is not available. Okay.

Thank you.

So donations and volunteers, we, you know, we live in a unique city, I believe, in Hayward. We have a lot of folks that are willing to donate, step up, volunteer. We're gonna get faith based organizations, businesses, residents that are all willing to volunteer. A lot of times, once again, they're gonna be calling you guys. Hey. Where do I show up? What can I do? Right? So this is great stuff. We need these folks.

But once again, we can't have you guys dealing with every single person that calls and we're gonna direct them. So what we're gonna do, what we want you guys to do is when you do get these donation requests and volunteers is to utilize that liaison once again, relay this information, and it's gonna end up on the private sector coordinator's desk. And they're gonna the ones who are gonna end up coordinating, facilitating, and basically deploying our our our volunteers.

Okay? Paul. Let's Paul to win. Now

speaking of volunteers, we also have a really unique thing going on in Hayward where we have a lot of folks that are really they're interested. They wanna be more they wanna be more involved, and they've made themselves available. Currently, we have a 100 folks that are on a list Wow. Through AC alert that we can call and basically dispatch to show up at a scene to help to help efforts. These folks are trained for especially just this, emergency disaster situations. They're vetted. They've signed release forms. They have equipment, safety equipment, and they have the basic training to go out there and and basically help our emergency responders. We have a limited number of police par police personnel, a limited number of fire personnel. These folks will help kinda supplement that.

We're not gonna be sending them the fires, but they're gonna be doing a lot of low level things that are need to be done, but maybe painting an operating picture, surveying blocks, setting up for triage situations, a whole lot of stuff they can do. And we have a lot of folks. They're they're versed at radio communications, and they're really hungry to learn. So we're really building these programs, and we're gonna depend heavily on them when it comes time for the big one. Okay? I have

a question on certain particulars. So as part of our preparation, I know it's, awesome that we're training folks up. Are we or have we already adopted a training the trainer type model? Because something that I could imagine cert folks doing now before something big happens is, like, for example, evacuation training. Right? Like, the the cert folks that maybe live up in the hills are able to do regular every six month community meeting about if there's a wildfire, here's what the evacuation looks like, and y'all have trained them up on that process. But I'm trying to understand how do we leverage and build up our community members to educate other community members as part of our prevent part of that pie chart that you show or that the.

Yeah. That's that's one of our big goals is do we get more folks involved. And a lot of the certs are the ones who are bringing in new folks.

Yeah.

Sharing that this program exists, talking about it at the workplace, sharing it with their families. They're kind of our biggest recruiters and sharing that information. But we also are in the process. We have a number of CERTs who've kinda taken on these leadership roles

Okay.

That are now helping teaching classes. Great. We're running communicate we're running the communication exercise on Thursday. That's being run by volunteers and a CERT member. We have a we have a a shelter training on Thursday night. I think we have 80 CERT volunteers signed up to show up at that to get trained up on the volunteer aspect. So we're always trying to build up more. Ideally, yes. I mean and and back in the old days in Oakland, they they were training the trainer before 09:11. They were building even a bigger program. That's our goal. We need as many of these folks trained up as we can. Okay. And so that's our goal. We're gonna keep we're gonna keep building these.

We have 300 on the list. Got But we have a 100 that are ready to deploy right now. Got it. And the the goal is to keep building that list 50 to a 100 a year.

Got it. Yeah. And in addition to building the list, I'm also just curious how we could deploy them regularly to, yeah, train train on our behalf.

And that's been another request. They want they're hungry. They wanna be involved with they wanna be involved with police and traffic control. They wanna be involved with shelter operations, radio operations. So we're trying to figure out how to incorporate them, involve them. We've We've noticed that when we do that Yeah. We're getting better buy in. Okay. More folks are coming in.

Okay. Thanks. There was I remember when I was working up at Cal State, when I was going through the HR process, we had to we were offered to volunteer to, you know, fill this out fill out a form that basically well, we were volunteering to be a designee on campus in the event of an emergency. So, you know, in the event of emergency, you know, I I don't know who else on campus had filled out the form. I filled it out.

But, basically, if there was an emergency either on campus or in the community I don't know if Chabot I don't know what Chabot is. But if something happened, then we would get called and, you know, we didn't have certain training. We weren't trained or anything. We were just volunteering to be the designee, you know, and we listed, like, skills and, you know, I mean, I put cooking,

you know, and I put Yes.

Yeah. Big deal. Yeah. I mean, they ask you, what can you do and, you know, what do you have? Right? I put cooking supplies, you know, as but, you know, have we tapped into I mean, do we know about that, and have we ever been talking to Cal State about that?

You know, we've talked about trying to utilize and partner with Cal State and kind of create a college cert program and a teen cert program. College cert's kind of more obtainable due to just the age and and and getting releases. So it's something we've looked into. We're we're really working with Becky Pereira up at Cal State Hayward who's really involved up there and got a good grasp on things. So it's definitely something we would like to look into, and it's a big group of people, young people that we could kinda tap into. Hopefully, that's the idea is to get these young folks, get them involved Right. And then keep them involved. Yeah.

But I think he's probably talking more about disaster service workers because they're government employees that they're working at the college, which is why they probably have to I mean, everyone at the city is a disaster service worker, so they all have to they're they all have an obligation to come to work if you declare a state of emergency. Right. Same with you because you're a government employee too.

Yeah. Was gonna say, she wear your badge. You're supposed to look no matter what. Yeah. Well, they it was a form. They they

I had a question. How long is

the duration of the training the SIR training?

SIR training is a total of five classes. So we do four classes here. The council chambers are about three, four hours long. More about three.

It's more about It's crazy. Patroning.

Then We we do that four times. We cover from from responding organization, medical aid, lifting operations, search operations, how to put out a fire. And at the end, we go down to our training facility, and they run about a five hour real life drills where they go in and and perform each one of these functions that we're taught. And they that's the part they actually love about us is they put on their gear. They'll put on a fire. They do a search. We run a fake medical triage where there's bodies all over, and they're into it. And Oh my god. But, yeah, it's it's

know. I

I days, I'm I'm helping people. Like, you're there. You're there. Just hang in there. And but it's a good program, and it's been a lot

of Do you think it's something that do you think that do you think CERT is something that every council member should do? Yes. Yeah.

Absolutely. It's just It's it's

lot of I was at chief Hammer. You know, he's smiling.

I'm just laughing. Just signed everyone up.

It's I I put and every time I look at whatever that that season is, there's always at least two that I I and I'm like, yeah. I can't I can't commit to all. I mean but we should I I've been wanting to do it.

We've thought about we've we've thought about bringing we we we've had a virtual one where we and we could bring that back where the folks do the training on their own virtually, and and then they come in for for the practical, you know, physical part. But it is It

would be really cool to see how council members can get involved in CERT when we go to districts. Because when I was I did CERT in Fremont, and their council members were pretty involved because they're districted. Right? So to her point, if there's one in Fairway Park, you know, she should probably be there, and then she should be routing the community in that district to show up.

I think so too.

I think you have paid promise.

I think it's

very good.

I think

I think that.

It's a part, sir. Because because then

you can build community. I mean, there's all of these things that I think being in person are gonna work better for, you know, than being online, especially because all of those activities you do with the, you know, fire extinguisher and this and that. Like, people really get jazzed about those things, and watching it online just doesn't give you that same.

One benefit too is that being in person, right, is there's a bit of bonding in the community. Right? Like like like, for example, right after that, we had a holiday party on on Christmas. That was, like, attended by a ton of people. That was, like, six people or so. Right? It was about 70 people. Yeah. It was well, it was a lot of people, and you could tell kind of everyone was, like, becoming friends and getting more involved. And that also improves, like, longevity. Right? So people are I would just stick to that program longer. And so, like, there could be an online option, but I think the benefit in person is really strong in terms of, like, making people stay and stick with the program for years. Because we have you know, like, we have to do on our list. Right? But not every single person on the list is gonna stick with the circle ring going forward. But the people who went into the in person ones just recently, they're sacred because they felt like they had attachment to them. Right?

Are they currently anchored, like, at fire stations?

No. No. So they're spread they're spread throughout the city, and that's one of the benefits of having them together. They start doing that. Hey. What neighbor do you live? And we break them into neighborhoods. And, hey. This is your little this is your geographical region. Get involved with these folks. Know who they are. So it is super helpful, and it gets other it gets other people involved. But, no, they're spread throughout the whole city.

I always wanted to do it.

And in they have in Palatin. They call them pandas, which is so cute. Right. Palatin's a natural disaster. My parents were pandas, and it was so cute. We

have a number of city employees that have been involved with this. So there's a lot of folks that work in Yeah. All that have gone through this program.

I'll keep looking at the schedule. I want I I'd like to do it. I was a Red Cross emergency volunteer. So I I went over there to in Colorado years ago. So I do like it.

Okay. Let's keep going. Sorry.

Alright. And then this is another big role for you guys is once operations is done, the EOC is shut down, this is this is another time where you guys are there to shine. Okay? This is the the basically, the after the disaster and we're in the we're post recovery. And the the ways you guys can help in this situation is by setting the poll by setting policies, approving funding, prioritizing resources that end up guiding the the help guide get our city getting our city back on track, essentially.

And then their leadership basically is gonna ensure the recovery is coordinated, it's equitable, and it aligns with what we want from our city, the future goals of our city. Okay? So like I said, most of these jobs are gonna be done for operations, but you guys are gonna be able to be in a position to really make a difference and help our help our residents.

Is that is that go back to the is that Roach, Tonya, Andrews, and Sarah shining?

No. No. I just yeah.

It's a little

bit fun. Okay. Oh,

Is any of this grant funded, like, to do cert or any disaster?

Yes. We have we got $19,000 to run this year, 18. Yeah. Something about that. Seven weeks.

Yeah. We're seeing consent items, but I don't know if it applied to this. Yes. Okay. Great.

To CERT.

To CERT.

And so they're, like, something FEMA as well that we're trying to apply for, but, also, that some that takes a while, because FEMA, you know, shuts down sometimes. But, yeah, it is. It is. And we're trying to mess with that money as well. Thanks.

One on the lookout for for for funding Okay. On anything.

If you if need letters, we, you know, to get. And

then once again, we just wanna remind you guys, this handbook's coming out. They've been working on it a long time. We're gonna get it. We're gonna adapt it for the city of Hayward to fits our fits our needs more, and we will share with all you guys. You'll have it. You'll have a copy of it. We'll have copies for you guys. So when we do activate, you will have kind of a a job aid, a guide to help make sure you're staying on track. A lot of these things we don't cover all the time even for us. Every one of our sections has a job aid kinda help us make sure we're staying on track. We're doing what we need to do, and this can kinda serve as your guys' job aid. Okay? And so we're expecting it

at the end of the month?

Yeah. Yeah. By May, they should have the final draft. From there, we'll just go and change it. Because it's originally made for, like, the Alameda County Board of Supervisors. Right? Like, that's who's paying for it, but every single city in Alameda County is all those calls basically, like, getting that information. And they would like, they're telling us to, like, if you wanna change it, this is the way you should change it for your city. And so we have to take, like, a bit of time to change it, and we'll hand it to you guys.

Is there, like, CliffNotes, SparkNotes, some something that's quick to look and not just like a giant handbook?

That's something we'll have to

Oh, we can try to make it. Yeah. Yeah. Yeah. We can add stuff to the handbook as well so we right. Like, it's sparse. So it's like, this is the, you know, like, the major stuff we should know, like, a page or two. But then we have the additional information just to

if we For sure. Yeah. I have I want one of those for everything we do. Yeah.

So we can just put in the fridge that

Yeah. We have a whole bucket. You know? The last thing we wanna do is read a book when it comes time. So Uh-huh.

We can

yes. We can go through that and try to kind of formalize a a job aid and a cliff difference, potentially.

I am.

Good. Great. You could pull

from the conference in this presentation. I mean, you basically did the

That's what was thinking. Some of the things I'm sure a lot of these things are gonna be repeated. I'm sure there's a lot of good information that we didn't get to in there so we can compile that. Yeah. Create it, make it easily accessible and doable in

the merge. And then there's probably a ton of details in there that we're never gonna need.

Yeah. And there's probably a lot that just yeah. Yeah.

I think that was gonna probably explain, like, what ICS is for 500 pages and no one's

They're, like, super big? It's, like Usually, it's, expect her case. So it's, like,

10 pages.

I got it.

Everyone know.

Yeah. Okay. Next slide. It's like 50. That's it?

That's it.

That's it. Alright. Any other questions?

You know, maybe, you know, just because we're doing it, maybe if someone could send us out the cert graphics graphic with the link to, you know, when the classes are coming up so we can share it. We can all share it on our social media. Yeah.

Yeah. We're we're either we're either gonna run we're funding dropped a little bit this year. So, typically, we run an academy in August, and we run one in February. Okay. So we need to make that determination if we're gonna be able to pull off two since we already did one. And

Oh, okay. So when you when you decide that? Yeah. And, yeah, let us know. Yeah. We could send that out.

And and the August 1 the August 1 ends in the Christmas party?

No. So it's late. It's

It's like We used

to space it over a couple weeks. Now when we are up even longer, now we try to space it over two weeks where it goes Monday, Wednesday, Friday, Monday, Wednesday.

Oh, okay.

All hands in.

I think in the future, we might be condensing it to go Monday, Wednesday, basically down to three in person sessions and then one in-depth training.

That'd good.

Because that that's Christmas party.

Christmas party every year, we had such a big turnout, and they demanded that we do it again. So

Oh, nice.

Costco was our friend, and it was a good party. And, like, a lot of community building, and we've gotten actually a lot more certs involved just from that party.

K. Great.

I was hoping Costco or somebody donated. Right?

No. We had no we donated we had we had the search cooked. We actually went to try to to try to purchase the food, and I was, like, shocked by how expensive it was. And my mom paying a thousand dollars for pasta. So we went down to Costco, and I think we had chicken tray tip pasta salad rolls for, like, $700.

Can we partner with the county to share costs? What's that? Partner with the county to share costs,

get their good handbook and they have to load with with some of the training costs?

With some something like CERT. So the way that CERT funding kinda works is that an organization called Bay Area gets the money, which is like one big pool and distributes it out to each city based on expected need and, like, interest in the program. And so that's determined every year by that group, and they work in collaboration with the county. The cities themselves don't have as much say as we'd like to, like, on how we're gonna because our city can grow a lot, for example, but our funding shrunk. So, like, it's it's kinda hard to calculate sometimes. It's generally somewhat consistent, but growing it is very difficult because there's a small pool and every city is getting sort of a bit of it.

Sorry. That organization that's receiving organization that's doing the distribution.

It's the county.

It's the county. Yeah. Yeah. Okay. It's a public organization that receives the funding from the state primarily?

Or

Yes. They they they apply for a grant every year.

They apply for a grant from the state or from the federal government?

That's federal government.

He's I think it's federal.

It's a federal Okay. Thank you.

That's true. Yeah. So we're basically a subgrantee

Okay.

From the county.

Okay. Thank you.

Okay. Moving on to to any other

comments, questions?

One comment. Great presentation.

Yes. Very good.