San Francisco County 2006-2007 - California Grand Jury Reports

September 18, 2007 — Office of the Controller Status of the Recommendations 2010 Department Responses by the Civil Grand Jury

71 pages 25 findings 6 recommendations

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Findings & Recommendations 25 findings

F1: provided with resources, including communication equipment, to carry out its functions; and

F2: trained in incident command.

F3: trained in incident command. 2006-07 CGJ Year Report Title Recommendation Response 2008 Response (1) 2008 Response Text 2009 Response (1) 2009 Response Text 2010 Response (1) 2010 Response Text Required 2006-07 Preparing for a Disaster: II-E3. By the beginning of FY09, in order to function effectively as Fire Department Recommendation Agree and Implemented. The NERT response is integrated into the Fire Department ** ** Administrative Commitment and the neighborhood based emergency response group, NERT Implemented disaster plan and so, into the San Francisco Emergency Operations Plan (EOP). Further Appropriate Funding in the should be guidelines determining the scope and authority of the NERT response are in the Department of Emergency • integrated into City disaster response planning; Guidelines for the Disaster Service Worker Volunteer Program. The EOP was edited and Management and the • recognized as the lead neighborhood response group; reflects some errors in the scope of NERT response. Corrections have been submitted to Department of Public Health • provided with a clear set of procedures, responsibilities and DEM for revision. This is to ensure that the response is consistent with the scope of functions; training that volunteers receive. Increasing education to more City agencies and leaders

F4: provided with resources, including communication equipment, about the organization, NERTs goals and capabilities is a key piece to this to carry out its functions; and recommendation.

F5: trained in incident command. NERT volunteer procedures, responsibilities and functions are clearly established in the

F6: trained in incident command. SFFD Disaster Plan. The procedures are taught in basic NERT training and reinforced in drills and advanced training. Standard Operating Guidelines have been established and are given to NERT volunteers who play an active role on their neighborhood team. The SFFD recognizes the volunteer nature of the organization when considering NERT responsibilities. NERT is always seeking additional resources to assist neighborhood teams in a most effective response. NERT is working with the DEM to expand communications capabilities. A supply cache has been secured and placed at various SFFD facilities. NERT is working towards becoming NIMS compliant. ICS100 training is offered quarterly to NERT volunteers. 2006-07 Preparing for a Disaster: II-E3. By the beginning of FY09, in order to function effectively as Mayor Will Not Be This does fall within the purview of the Mayor's Office. However, the Mayor's Office ** ** Administrative Commitment and the neighborhood based emergency response group, NERT Implemented: Not support and recognizes the importance of the NERT program, as directed by the Fire Appropriate Funding in the should be Warranted or Not Department. The Mayor's Office also supports the continued coordination between the Department of Emergency • integrated into City disaster response planning; Reasonable Fire Department and the Department of Emergency Management in how to best Management and the • recognized as the lead neighborhood response group; incorporate NERT volunteers into the community disaster hub plan. Department of Public Health • provided with a clear set of procedures, responsibilities and functions;

F7: provided with resources, including communication equipment, to carry out its functions; and

F8: trained in incident command.

F9: trained in incident command. 2006-07 Preparing for a Disaster: II-E3. By the beginning of FY09, in order to function effectively as Public Health Will Not Be Disagree – NERT is a volunteer organization; it was not designed to act as the lead ** ** Administrative Commitment and the neighborhood based emergency response group, NERT Implemented: Not neighborhood response group. The new Community HUB plan that will be kicked off Appropriate Funding in the should be Warranted or Not beginning September 8, 2007 relies on Disaster Service Workers (DSW) to fulfill the jobs Department of Emergency • integrated into City disaster response planning; Reasonable and responsibilities enumerated in this recommendation. No change Management and the • recognized as the lead neighborhood response group; Department of Public Health • provided with a clear set of procedures, responsibilities and functions;

F10: provided with resources, including communication equipment, to carry out its functions; and

F11: trained in incident command.

F12: trained in incident command. 2006-07 Preparing for a Disaster: II-E4. The Department of Emergency Management, General Board of Will Not Be RESOLVED, That the Board of Supervisors reports to the Presiding Judge of the Superior ** ** Administrative Commitment and Services Agency, Department of Public Health and the Fire Supervisors Implemented: Not Court that it agrees with Recommendation Nos. I-I, ll-A2, ll-B2, IV-D8, and V-El of the Appropriate Funding in the Department should submit to the Mayor clearly defined funding Warranted or Not 2006-2007 Civil Grand Jury Report entitled “Preparing for a Disaster: Administrative Department of Emergency requests necessary for community planning resource Reasonable Commitment and Appropriate Funding in the Department of Emergency Management and Management and the requirements. The Mayor should approve the requests and the Department of Public Health”; and be it FURTHER RESOLVED, That the Board of Department of Public Health forward them to the Board of Supervisors for approval by FY09. Supervisors reports that it agrees with Recommendation Nos. ll-A3, ll-A8, ll-E4, 111-2, 111-3, 111-8, lV-B3, lV-B6, IV-Cil, V-C6, V-Di2, V6 Di4, V-Dii1, V-Dii3, and V-Diii1 subject to financial constraints, Budget Analyst review, and budget priorities determined during the annual budget process; and, be it FURTHER RESOLVED, That the Board of Supervisors reports that it partially agrees with Recommendation No. VI-El, as follows: - A helipad on San Francisco General Hospital should be provided with full and expeditious consideration, including through the land use planning process; and, be it FURTHER RESOLVED, That the Board of Supervisors urges the Mayor to cause the implementation of accepted recommendations through his/her department heads and through the development of the annual budget; and, be it FURTHER RESOLVED, That the Board of Supervisors urges City departments responsible for recommendations not necessitating a response from the Board of Supervisors to provide a status report to the Board of Supervisors on implementation of said recommendations within six months of the passage of this resolution. October 2, 2007 Board of Supervisors — ADOPTED 2006-07 Preparing for a Disaster: II-E4. The Department of Emergency Management, General Emergency Recommendation Fully Implemented. Our FY08-09 budget request includes positions for this initiative. ** ** Administrative Commitment and Services Agency, Department of Public Health and the Fire Management Implemented Appropriate Funding in the Department should submit to the Mayor clearly defined funding Department of Emergency requests necessary for community planning resource Management and the requirements. The Mayor should approve the requests and Department of Public Health forward them to the Board of Supervisors for approval by FY09. 2006-07 Preparing for a Disaster: II-E4. The Department of Emergency Management, General Fire Department Recommendation Agree and Implemented. The SFFD maintains a Line Item in its Annual Operating Budget ** ** Administrative Commitment and Services Agency, Department of Public Health and the Fire Implemented for NERT support. Appropriate Funding in the Department should submit to the Mayor clearly defined funding Department of Emergency requests necessary for community planning resource Management and the requirements. The Mayor should approve the requests and Department of Public Health forward them to the Board of Supervisors for approval by FY09. 2006-07 CGJ Year Report Title Recommendation Response 2008 Response (1) 2008 Response Text 2009 Response (1) 2009 Response Text 2010 Response (1) 2010 Response Text Required 2006-07 Preparing for a Disaster: II-E4. The Department of Emergency Management, General Mayor Requires Further Any Department of Emergency Management, General Services Agency, Department of -- Department elected not to respond. -- Department elected not to respond. Administrative Commitment and Services Agency, Department of Public Health and the Fire Analysis Public Health, and Fire Department funding requests for community planning resources Appropriate Funding in the Department should submit to the Mayor clearly defined funding for FY09 will be carefully reviewed and assessed once they are submitted to the Mayor’s Department of Emergency requests necessary for community planning resource Office Management and the requirements. The Mayor should approve the requests and Department of Public Health forward them to the Board of Supervisors for approval by FY09. 2006-07 Preparing for a Disaster: II-E4. The Department of Emergency Management, General Public Health Recommendation Agree – When the Community HUB plan is rolled out, the participating Departments will ** ** Administrative Commitment and Services Agency, Department of Public Health and the Fire Implemented submit a budget for approval. In the meantime, the Department of Public Health is Appropriate Funding in the Department should submit to the Mayor clearly defined funding applying for a State Funding Grant to seed the project. We will continue to look for grants Department of Emergency requests necessary for community planning resource and alternate funding sources to ensure the success of this project. DPH received a Management and the requirements. The Mayor should approve the requests and federal grant of approximately $800,000 last fall to begin funding the Community Hub Department of Public Health forward them to the Board of Supervisors for approval by FY09. project. We continue to look for alternate sources of funding and grants. 2006-07 Preparing for a Disaster: III-1. The City should have a permanent grant oversight program Emergency Will Be Agree w/Future Implementation. Agree with intent, but not the suggested mechanism. Requires Further We have an oversight in place using the controller’s office, as well as state and federal Will Not Be DEM has been able to maintain and sustain equipment through grant programs. Some Administrative Commitment and in place by December 31, 2007. The Mayor should issue Management Implemented in the DEM is planning on working, through the joint DEM/GSA Resources committee and the Analysis audits. Grant funds have continued be available DEM agrees with intent, but not the Implemented: Not creative Appropriate Funding in the guidelines for grant proposals incorporating long-range planning Future new logistics coordinator in developing plans for sustainable equipment and program suggested mechanism, to ensure funding is available for future sustainment and Warranted or Not Department of Emergency for maintaining and sustaining equipment and programs. needs for all departments who have emergency equipment. We plan to have a budget maintenance. DEM will be working, through the joint DEM/GSA Resources committee Reasonable Management and the recommendation for the 2008-2009 budget submission and to continue to seek grant and the new logistics coordinator in developing plans for sustainable equipment and Department of Public Health funding for this purpose as well. Mayor’s Executive Directive 07-10 contains instructions. program needs for all departments who have emergency equipment. 2006-07 Preparing for a Disaster: III-1. The City should have a permanent grant oversight program Mayor Will Be The Mayor’s Office supports the Department of Emergency Management’s response. -- Department elected not to respond. -- Department elected not to respond. Administrative Commitment and in place by December 31, 2007. The Mayor should issue Implemented in the Appropriate Funding in the guidelines for grant proposals incorporating long-range planning Future Department of Emergency for maintaining and sustaining equipment and programs. Management and the Department of Public Health 2006-07 Preparing for a Disaster: III-2. The Mayor should direct the Department of Emergency Board of Will Not Be RESOLVED, That the Board of Supervisors reports to the Presiding Judge of the Superior ** ** Administrative Commitment and Management to develop a plan for permanent ongoing local Supervisors Implemented: Not Court that it agrees with Recommendation Nos. I-I, ll-A2, ll-B2, IV-D8, and V-El of the Appropriate Funding in the funding for staffing, maintenance and storage of equipment and Warranted or Not 2006-2007 Civil Grand Jury Report entitled “Preparing for a Disaster: Administrative Department of Emergency sustaining programs obtained under federal Homeland Security Reasonable Commitment and Appropriate Funding in the Department of Emergency Management and Management and the grants. The Board of Supervisors should approve funding to the Department of Public Health”; and be it FURTHER RESOLVED, That the Board of Department of Public Health maintain and sustain the program and/or equipment. Supervisors reports that it agrees with Recommendation Nos. ll-A3, ll-A8, ll-E4, 111-2, 111-3, 111-8, lV-B3, lV-B6, IV-Cil, V-C6, V-Di2, V6 Di4, V-Dii1, V-Dii3, and V-Diii1 subject to financial constraints, Budget Analyst review, and budget priorities determined during the annual budget process; and, be it FURTHER RESOLVED, That the Board of Supervisors reports that it partially agrees with Recommendation No. VI-El, as follows: - A helipad on San Francisco General Hospital should be provided with full and expeditious consideration, including through the land use planning process; and, be it FURTHER RESOLVED, That the Board of Supervisors urges the Mayor to cause the implementation of accepted recommendations through his/her department heads and through the development of the annual budget; and, be it FURTHER RESOLVED, That the Board of Supervisors urges City departments responsible for recommendations not necessitating a response from the Board of Supervisors to provide a status report to the Board of Supervisors on implementation of said recommendations within six months of the passage of this resolution. October 2, 2007 Board of Supervisors — ADOPTED 2006-07 Preparing for a Disaster: III-2. The Mayor should direct the Department of Emergency Emergency Will Be Agree w/Future Implementation. Agree with the intent. DEM expects the Strategic Plan to Will Be Implemented DEM expects the Strategic Plan to inform this recommendation. See reply to III-1. Will Not Be DEM has produced all relevant materials to support this recommendation. Given current Administrative Commitment and Management to develop a plan for permanent ongoing local Management Implemented in the inform this recommendation. See reply to III-1. Included in Executive Directive 07-10. in the Future Included in Executive Directive 07-10. Timeframe: Unknown due to current budget Implemented: Not budget situation it is unlikely this will change in the near future. Appropriate Funding in the funding for staffing, maintenance and storage of equipment and Future constraints. Warranted or Not Department of Emergency sustaining programs obtained under federal Homeland Security Reasonable Management and the grants. The Board of Supervisors should approve funding to Department of Public Health maintain and sustain the program and/or equipment. 2006-07 Preparing for a Disaster: III-2. The Mayor should direct the Department of Emergency Mayor Will Be The Mayor’s Office supports the Department of Emergency Management’s strategic -- Department elected not to respond. -- Department elected not to respond. Administrative Commitment and Management to develop a plan for permanent ongoing local Implemented in the planning process and will carefully review and assess resulting budget requests for FY09. Appropriate Funding in the funding for staffing, maintenance and storage of equipment and Future Department of Emergency sustaining programs obtained under federal Homeland Security Management and the grants. The Board of Supervisors should approve funding to Department of Public Health maintain and sustain the program and/or equipment. 2006-07 CGJ Year Report Title Recommendation Response 2008 Response (1) 2008 Response Text 2009 Response (1) 2009 Response Text 2010 Response (1) 2010 Response Text Required 2006-07 Preparing for a Disaster: III-3. The Mayor should require each department’s annual budget Board of Will Not Be RESOLVED, That the Board of Supervisors reports to the Presiding Judge of the Superior ** ** Administrative Commitment and to include a line item request for disaster preparedness related Supervisors Implemented: Not Court that it agrees with Recommendation Nos. I-I, ll-A2, ll-B2, IV-D8, and V-El of the Appropriate Funding in the resources, which should be prepared and approved consistent Warranted or Not 2006-2007 Civil Grand Jury Report entitled “Preparing for a Disaster: Administrative Department of Emergency with documented programmatic need. The Board of Supervisors Reasonable Commitment and Appropriate Funding in the Department of Emergency Management and Management and the should approve these funding requests. the Department of Public Health”; and be it FURTHER RESOLVED, That the Board of Department of Public Health Supervisors reports that it agrees with Recommendation Nos. ll-A3, ll-A8, ll-E4, 111-2, 111-3, 111-8, lV-B3, lV-B6, IV-Cil, V-C6, V-Di2, V6 Di4, V-Dii1, V-Dii3, and V-Diii1 subject to financial constraints, Budget Analyst review, and budget priorities determined during the annual budget process; and, be it FURTHER RESOLVED, That the Board of Supervisors reports that it partially agrees with Recommendation No. VI-El, as follows: - A helipad on San Francisco General Hospital should be provided with full and expeditious consideration, including through the land use planning process; and, be it FURTHER RESOLVED, That the Board of Supervisors urges the Mayor to cause the implementation of accepted recommendations through his/her department heads and through the development of the annual budget; and, be it FURTHER RESOLVED, That the Board of Supervisors urges City departments responsible for recommendations not necessitating a response from the Board of Supervisors to provide a status report to the Board of Supervisors on implementation of said recommendations within six months of the passage of this resolution. October 2, 2007 Board of Supervisors — ADOPTED 2006-07 Preparing for a Disaster: III-3. The Mayor should require each department’s annual budget Emergency Requires Further Further Analysis Required. Before we determine the solution, we need to assess the Will Be Implemented Budget challenges have delayed implementation of this recommendation. Will Not Be Budget challenges continue to delay any discussion or implementation of this item. DEM has Administrative Commitment and to include a line item request for disaster preparedness related Management Analysis problem and work with our stakeholders for a sustainable recommendation. We will be in the Future Implemented: Not reminded departments to have supplies on hand capable of supplying their staff for up to 72 Appropriate Funding in the resources, which should be prepared and approved consistent looking at this for the 2008-2009-budget submission. We were not able to meet the Warranted or Not hours. Department of Emergency with documented programmatic need. The Board of Supervisors recommended timeline due to Oil Spill response and will continue this for the future. Reasonable Management and the should approve these funding requests. Department of Public Health 2006-07 Preparing for a Disaster: III-3. The Mayor should require each department’s annual budget Mayor Requires Further The Mayor’s Office relies on departments to submit budget requests for disaster related -- Department elected not to respond. -- Department elected not to respond. Administrative Commitment and to include a line item request for disaster preparedness related Analysis resources as needed. Appropriate Funding in the resources, which should be prepared and approved consistent Department of Emergency with documented programmatic need. The Board of Supervisors Management and the should approve these funding requests. Department of Public Health 2006-07 Preparing for a Disaster: III-4. To provide for monitoring commitment to grant-funded Emergency Requires Further Further Analysis Required. The purpose of this recommendation is to insure that grant Recommendation All grant requests for money directly controlled by DEM are required to include ** Administrative Commitment and projects, the City’s revised Emergency Operations Plan should Management Analysis funds are used to insure sustainability – both for replacement, and maintenance of Implemented performance benchmarks and sustainment plans before they can be considered for Appropriate Funding in the incorporate the grant related requirements of the Mayor’s equipment and supplies. – We will be looking at this for the 2008-2009 budget funding. Department of Emergency Directive of May 10, 2006. Beginning with its 2007 Annual submission. Since the publication of this report the SUASI is working on a regional Management and the Report, the Department of Emergency Management should assessment to assist in this. Also contained in Mayor’s Executive Directive 07-10. Department of Public Health include performance benchmarks and requirements related to grant acquired equipment and programs. 2006-07 Preparing for a Disaster: III-4. To provide for monitoring commitment to grant-funded Mayor Requires Further The Mayor’s Office supports the Department of Emergency Management’s response. -- Department elected not to respond. -- Department elected not to respond. Administrative Commitment and projects, the City’s revised Emergency Operations Plan should Analysis Appropriate Funding in the incorporate the grant related requirements of the Mayor’s Department of Emergency Directive of May 10, 2006. Beginning with its 2007 Annual Management and the Report, the Department of Emergency Management should Department of Public Health include performance benchmarks and requirements related to grant acquired equipment and programs. 2006-07 Preparing for a Disaster: III-5. The Resources Management Planning Committee, chaired Emergency Recommendation Fully Implemented. Logistics coordinator arrived in Janaury 2008 and is working closely ** ** Administrative Commitment and by the General Services Agency, should continue as the Management Implemented with GSA. In Mayor’s Executive Directive 07-10. Appropriate Funding in the workgroup for logistical planning under the Department of Department of Emergency Emergency Management’s revised centralized committee and Management and the workgroup structure. Department of Public Health 2006-07 Preparing for a Disaster: III-6. The Resources Management Planning Committee should Emergency Requires Further Further Analysis Required. DEM will work with the committee to work on this Will Not Be The current City construct does not support the idea of centralized storage and ** Administrative Commitment and devise a plan to centralize storage and maintenance of Management Analysis recommendation. Funding, lack of appropriate space and other considerations may not Implemented: Not maintenance. As an alternative a City resource catalog has been developed so that all Appropriate Funding in the appropriate equipment by December 31, 2007. allow for centralization. DEM believes a plan can be formulated by June 30, 2008. In Warranted or Not know what is available while maintaining the department’s responsibility for storage and Department of Emergency Mayor’s Executive Directive 07-10. Reasonable upkeep. Management and the Department of Public Health 2006-07 Preparing for a Disaster: III-7. By December 31, 2007, the Mayor should provide the Emergency Requires Further Further Analysis Required. DEM and GSA already have the authority. DEM maintains an Requires Further DEM and GSA already have the authority. DEM maintains an inventory, completed by Recommendation This recommendation has been implemented as completely as possible. Homeland security Administrative Commitment and Department of Emergency Management and the General Management Analysis inventory, completed by departments, of the equipment obtained through homeland Analysis departments, of the equipment obtained through homeland security funding. The Implemented funding no longer allows for maintenance beyond the grant period in which the equipment was Appropriate Funding in the Services Agency clear and specific authority to review the status security funding. The Resource Committee will be tasked with working on a plan for all Resource Committee will be tasked with working on a plan for all emergency related funded. DEM working closely with all affected city departments has created a Resource Department of Emergency of equipment obtained under Homeland Security grant funding emergency related equipment and supplies as well as maintenance of that equipment. equipment and supplies as well as maintenance of that equipment. This is a long term Directory that lists equipment and locations ( as well as staging sites, shelters, medical trailers, Management and the and to propose a plan to coordinate the funding of equipment This is a long term project that may involve the development/acquisition of software to be project that may involve the development/acquisition of software to be integrated into shelter trailers, etc.) to provide a basis for coordinated planning for equipment maintenance Department of Public Health maintenance and storage across departmental lines where integrated into the City system and used on a daily basis by identified departments. In the City system and used on a daily basis by identified departments. In Mayor’s and storage. A number of interdepartmental MOUs have been established to provide protocols appropriate. Mayor’s Executive Directive 07-10. Executive Directive 07-10. Unknown time frame: for this process. 2006-07 Preparing for a Disaster: III-7. By December 31, 2007, the Mayor should provide the Mayor Will Not Be This does not fall within the purview of the Mayor's Office. However, the Mayor's Office ** ** Administrative Commitment and Department of Emergency Management and the General Implemented: Not support the Department of Emergency Management's response. Appropriate Funding in the Services Agency clear and specific authority to review the status Warranted or Not Department of Emergency of equipment obtained under Homeland Security grant funding Reasonable Management and the and to propose a plan to coordinate the funding of equipment Department of Public Health maintenance and storage across departmental lines where appropriate. 2006-07 CGJ Year Report Title Recommendation Response 2008 Response (1) 2008 Response Text 2009 Response (1) 2009 Response Text 2010 Response (1) 2010 Response Text Required 2006-07 Preparing for a Disaster: III-8. The Mayor and the Board of Supervisors should fully fund Board of Will Not Be RESOLVED, That the Board of Supervisors reports to the Presiding Judge of the Superior ** ** Administrative Commitment and and staff the Department of Emergency Management and the Supervisors Implemented: Not Court that it agrees with Recommendation Nos. I-I, ll-A2, ll-B2, IV-D8, and V-El of the Appropriate Funding in the General Services Agency to enable them to coordinate Warranted or Not 2006-2007 Civil Grand Jury Report entitled “Preparing for a Disaster: Administrative Department of Emergency maintenance and security of all disaster equipment across Reasonable Commitment and Appropriate Funding in the Department of Emergency Management and Management and the departmental lines by FY09. the Department of Public Health”; and be it FURTHER RESOLVED, That the Board of Department of Public Health Supervisors reports that it agrees with Recommendation Nos. ll-A3, ll-A8, ll-E4, 111-2, 111-3, 111-8, lV-B3, lV-B6, IV-Cil, V-C6, V-Di2, V6 Di4, V-Dii1, V-Dii3, and V-Diii1 subject to financial constraints, Budget Analyst review, and budget priorities determined during the annual budget process; and, be it FURTHER RESOLVED, That the Board of Supervisors reports that it partially agrees with Recommendation No. VI-El, as follows: - A helipad on San Francisco General Hospital should be provided with full and expeditious consideration, including through the land use planning process; and, be it FURTHER RESOLVED, That the Board of Supervisors urges the Mayor to cause the implementation of accepted recommendations through his/her department heads and through the development of the annual budget; and, be it FURTHER RESOLVED, That the Board of Supervisors urges City departments responsible for recommendations not necessitating a response from the Board of Supervisors to provide a status report to the Board of Supervisors on implementation of said recommendations within six months of the passage of this resolution. October 2, 2007 Board of Supervisors — ADOPTED 2006-07 Preparing for a Disaster: III-8. The Mayor and the Board of Supervisors should fully fund Emergency Recommendation Agree and partially Implemented. General funding for logistics positions was provided to ** ** Administrative Commitment and and staff the Department of Emergency Management and the Management Implemented DEM, Police, Sheriff and DPH in the 2007-2008 budget. GSA was not provided a Appropriate Funding in the General Services Agency to enable them to coordinate position. Department of Emergency maintenance and security of all disaster equipment across Management and the departmental lines by FY09. Department of Public Health 2006-07 Preparing for a Disaster: III-8. The Mayor and the Board of Supervisors should fully fund Mayor Requires Further Any Department of Emergency Management and -- Department elected not to respond. -- Department elected not to respond. Administrative Commitment and and staff the Department of Emergency Management and the Analysis , General Services Agency funding requests will be carefully reviewed and assessed once Appropriate Funding in the General Services Agency to enable them to coordinate they are submitted to the Mayor’s Office. Department of Emergency maintenance and security of all disaster equipment across Management and the departmental lines by FY09. Department of Public Health 2006-07 Preparing for a Disaster: IV-A1. The Department of Building Inspection, coordinating with Building Requires Further The Department of Building Inspection (DBI) is in the process of creating a Building Will Be Implemented DBI is working with DEM to determine if all DOC’s have been surveyed by DPW and Recommendation Ownership of DOC's has been determined. Administrative Commitment and the Department of Emergency Management, should survey each Inspection Analysis Occupancy Resumption Program for City owned and leased buildings (City BORP) in the Future this study should be completed this year. The ownership of all the DOC’s has been Implemented Appropriate Funding in the essential Departmental Operation Command Center or alternate modeled after the BORP for private buildings. However, DBI does not have adequate determined. Department of Emergency DOC for seismic safety and, if it is not safe, determine whether it staff (nor is it our mission) to perform seismic safety studies of these buildings. In general, Management and the is City-owned by December 31, 2007. such a study would be conducted by the Department of Public Works (DPW) Bureau of Department of Public Health Engineering. In fact a seismic study of many City owned buildings was done a number of years ago. 2006-07 Preparing for a Disaster: IV-A1. The Department of Building Inspection, coordinating with Emergency Will Be Agree w/Future Implementation. DEM will work with the appropriate City Departments and Will Be Implemented DEM will work with the appropriate City Departments and seek funding for this study in Recommendation Part of All Hazard Strategic Plan Goal #10: This was accomplished through the use of the Administrative Commitment and the Department of Emergency Management, should survey each Management Implemented in the seek funding for this study. Contained in Mayor’s Executive Directive 07-10. in the Future upcoming grant applications. Contained in Mayor’s Executive Directive 07-10. Implemented previously completed Siesmic Hazard Ratings. The DOC workgroup reviewed all essential Appropriate Funding in the essential Departmental Operation Command Center or alternate Future Anticipated timeframe for funding: January 2010. DOCs for seismic integrity as well as equipment and generators. Alternate locations were Department of Emergency DOC for seismic safety and, if it is not safe, determine whether it recommended for those not meeting seismic standards. The Resource Directory includes Management and the is City-owned by December 31, 2007. information on each DOC, including generator capabilities as well as the location and type of all Department of Public Health portable generators. 2006-07 Preparing for a Disaster: IV-A1. The Department of Building Inspection, coordinating with General Will Be This will be implemented in the future; however, we believe that the responsible lead Will Not Be This will be implemented in the future; however, we believe that the responsible lead ** Administrative Commitment and the Department of Emergency Management, should survey each Services Agency Implemented in the agency is the Department of Emergency Management (DEM), not the Department of Implemented: Not agency is the Department of Emergency Management (DEM), not the Department of Appropriate Funding in the essential Departmental Operation Command Center or alternate - Public Works Future Public Works (DPW). Warranted or Not Public Works (DPW). Department of Emergency DOC for seismic safety and, if it is not safe, determine whether it Reasonable Management and the is City-owned by December 31, 2007. DEM will coordinate with DBI, in conjunction with the All Hazard Strategic Plan. DPW DEM has taken the lead to identify the primary and alternative locations of all DOCs. Department of Public Health could assist in the survey/evaluation of a potential DOC facilities’ seismic strength, if requested. Appropriate funding will need to be appropriated to conduct the survey. 2006-07 Preparing for a Disaster: IV-A2. If the site of the Departmental Operation Command Center Building Will Not Be Does not pertain to Department of Building Inspection. ** ** Administrative Commitment and or alternate DOC is determined to be seismically unsafe, the Inspection Implemented: Not Appropriate Funding in the Department of Emergency Management should, by June 30, Warranted or Not Department of Emergency 2008, direct the Department to relocate the DOC to a seismically Reasonable Management and the safe location. Department of Public Health 2006-07 Preparing for a Disaster: IV-A2. If the site of the Departmental Operation Command Center Emergency Requires Further Further Analysis Required. DEM will make every effort to work with departments on Requires Further DEM will make every effort to work with departments on solutions, and make Recommendation See #14 above. Administrative Commitment and or alternate DOC is determined to be seismically unsafe, the Management Analysis solutions, and make appropriate recommendations, however the location of the Analysis appropriate recommendations, however the location of the department DOC will remain Implemented Appropriate Funding in the Department of Emergency Management should, by June 30, department DOC will remain the purview of the department head. the purview of the department head. Implementation Date: Unknown Department of Emergency 2008, direct the Department to relocate the DOC to a seismically Management and the safe location. Department of Public Health 2006-07 Preparing for a Disaster: IV-A2. If the site of the Departmental Operation Command Center General Will Be This will be implemented in the future; however, we believe that the responsible lead Will Not Be This will be implemented in the future; however, we believe that the responsible lead ** Administrative Commitment and or alternate DOC is determined to be seismically unsafe, the Services Agency Implemented in the agency is DEM, not DPW. Implemented: Not agency is DEM, not DPW. Appropriate Funding in the Department of Emergency Management should, by June 30, - Public Works Future Warranted or Not Department of Emergency 2008, direct the Department to relocate the DOC to a seismically DEM will take the lead and, after completion of the seismic safety survey, issue Reasonable DEM will take the lead and, after completion of the seismic safety survey, issue Management and the safe location. appropriate recommendations, which may include co-locating a DOC. appropriate recommendations, which may include co-locating a DOC. Department of Public Health If requested, DPW could assist in the survey/evaluation of a potential DOC facilities’ If requested, DPW could assist in the survey/evaluation of a potential DOC facilities’ seismic strength. Funding for the new site/facility evaluation and the move/renovation of seismic strength. Funding for the new site/facility evaluation and the move/renovation each DOC would need to be appropriated. of each DOC would need to be appropriated. 2006-07 CGJ Year Report Title Recommendation Response 2008 Response (1) 2008 Response Text 2009 Response (1) 2009 Response Text 2010 Response (1) 2010 Response Text Required 2006-07 Preparing for a Disaster: IV-A3. In each instance where no seismically safe location is Building Will Not Be Does not pertain to Department of Building Inspection. ** ** Administrative Commitment and available, the City should utilize its capabilities to assess hazards, Inspection Implemented: Not Appropriate Funding in the then create and implement bonds and/or other funding methods Warranted or Not Department of Emergency to carry out retrofit projects to house essential Departmental Reasonable Management and the Operation Command Centers in City-owned properties. Department of Public Health 2006-07 Preparing for a Disaster: IV-A3. In each instance where no seismically safe location is Emergency Will Be Agree w/Future Implementation. This is a citywide effort and will require appropriate Requires Further DEM will take the lead and, after completion of the seismic safety survey, issue Recommendation This has been implemented, but not precisely in the manner recommended. DEM has worked Administrative Commitment and available, the City should utilize its capabilities to assess hazards, Management Implemented in the funding. Analysis appropriate recommendations, which may include co-locating a DOC. Implemented with many City departments to identify alternate DOCs that could be utilized in the event one or Appropriate Funding in the then create and implement bonds and/or other funding methods Future more DOCs is compromised by an event. In addition, see #14 above. Department of Emergency to carry out retrofit projects to house essential Departmental Management and the Operation Command Centers in City-owned properties. Department of Public Health 2006-07 Preparing for a Disaster: IV-A3. In each instance where no seismically safe location is General Will Be This will be implemented in the future; however, we believe that the responsible lead Will Not Be This will be implemented in the future; however, we believe that the responsible lead ** Administrative Commitment and available, the City should utilize its capabilities to assess hazards, Services Agency Implemented in the agency is DEM, not DPW. Implemented: Not agency is DEM, not DPW. Appropriate Funding in the then create and implement bonds and/or other funding methods - Public Works Future Warranted or Not Department of Emergency to carry out retrofit projects to house essential Departmental Based on IV-A1 and IV-A2 findings above, if requested DPW could assist in the Reasonable Based on IV-A1 and IV-A2 findings above, if requested DPW could assist in the Management and the Operation Command Centers in City-owned properties. survey/evaluation of a potential facilities’ seismic strength; and propose adequate funding survey/evaluation of a potential facilities’ seismic strength; and propose adequate Department of Public Health for the renovation of each DOC for the Capital Plan and for future appropriation. funding for the renovation of each DOC for the Capital Plan and for future appropriation. 2006-07 Preparing for a Disaster: IV-A3. In each instance where no seismically safe location is Mayor Requires Further The Mayor’s Office carefully reviews all requests for capital financing within the citywide -- Department elected not to respond. -- Department elected not to respond. Administrative Commitment and available, the City should utilize its capabilities to assess hazards, Analysis Capital Planning Committee. Appropriate Funding in the then create and implement bonds and/or other funding methods Department of Emergency to carry out retrofit projects to house essential Departmental Management and the Operation Command Centers in City-owned properties. Department of Public Health 2006-07 Preparing for a Disaster: IV-B1. The Department of Emergency Management should Emergency Will Be Agree partially. GSA has begun a survey of all generators and fuel tanks available to City Will Be Implemented A DOC workgroup has developed standards for departments to follow. The generator Recommendation See #14 above. Administrative Commitment and conduct an annual inspection of the Departmental Operation Management Implemented in the agencies. In addition, DEM is in the process of funding a study, to work with the GSA in the Future survey is complete and some departments are undertaking actions to purchase and Implemented Appropriate Funding in the Command Center and alternate DOC of each department with a Future survey to determine actual power needs. This study will not be completed by December install back up power. Current budget is in questions. Implementation Date: Unknown Department of Emergency major defined disaster response role, catalog standardized 31, 2007. DEM has grant funded a study, due in September 2008, Management and the equipment, including back-up generator power, coordinate its list Department of Public Health with the General Services Agency and the Resource Workgroup, and recommend procurement. The first review should be completed by December 31, 2007, and the status of the standardized equipment and generator power should be included in DEM’s annual report thereafter. 2006-07 Preparing for a Disaster: IV-B2. Each department with a major defined disaster response Emergency Requires Further Further Analysis Required. DEM has provided funding to a number of departments to Will Be Implemented A DOC workgroup has developed standards for departments to follow. A number of Recommendation See #14 above. Administrative Commitment and role should be responsible for requesting funding to equip a Management Analysis equip a standard DOC. Once the generator survey is complete, the power analysis is in the Future departments have upgraded their DOCs. A one million dollar grant was recently Implemented Appropriate Funding in the Departmental Operation Command Center and an alternate complete, and the seismic studies are complete, DEM, working with GSA and other released for the upgrade of the Police Department DOC as they move to their new Department of Emergency DOC, including fixed generator power by the end of fiscal 2008. designated departments will coordinate a request for appropriate resources. Expect this location in the Potrero district. Ongoing implementation as funds become available. Management and the to be accomplished by June 30, 2008. Now September 2008. Department of Public Health 2006-07 Preparing for a Disaster: IV-B3. Beginning in fiscal year 2008, the Mayor and the Board of Board of Will Not Be RESOLVED, That the Board of Supervisors reports to the Presiding Judge of the Superior ** ** Administrative Commitment and Supervisors should annually appropriate funding to equip DOCs Supervisors Implemented: Not Court that it agrees with Recommendation Nos. I-I, ll-A2, ll-B2, IV-D8, and V-El of the Appropriate Funding in the with disaster response equipment, including fixed generator Warranted or Not 2006-2007 Civil Grand Jury Report entitled “Preparing for a Disaster: Administrative Department of Emergency power. This funding should also provide for maintenance and Reasonable Commitment and Appropriate Funding in the Department of Emergency Management and Management and the replacement. the Department of Public Health”; and be it FURTHER RESOLVED, That the Board of Department of Public Health Supervisors reports that it agrees with Recommendation Nos. ll-A3, ll-A8, ll-E4, 111-2, 111-3, 111-8, lV-B3, lV-B6, IV-Cil, V-C6, V-Di2, V6 Di4, V-Dii1, V-Dii3, and V-Diii1 subject to financial constraints, Budget Analyst review, and budget priorities determined during the annual budget process; and, be it FURTHER RESOLVED, That the Board of Supervisors reports that it partially agrees with Recommendation No. VI-El, as follows: - A helipad on San Francisco General Hospital should be provided with full and expeditious consideration, including through the land use planning process; and, be it FURTHER RESOLVED, That the Board of Supervisors urges the Mayor to cause the implementation of accepted recommendations through his/her department heads and through the development of the annual budget; and, be it FURTHER RESOLVED, That the Board of Supervisors urges City departments responsible for recommendations not necessitating a response from the Board of Supervisors to provide a status report to the Board of Supervisors on implementation of said recommendations within six months of the passage of this resolution. October 2, 2007 Board of Supervisors — ADOPTED 2006-07 Preparing for a Disaster: IV-B3. Beginning in fiscal year 2008, the Mayor and the Board of Emergency Requires Further Further Analysis Required. See response above. Will Be Implemented A DOC workgroup has developed standards for departments to follow. Budget Recommendation See #14 and #16 above. Administrative Commitment and Supervisors should annually appropriate funding to equip DOCs Management Analysis in the Future resources must be forthcoming in order to fully implement this item. Ongoing Implemented Appropriate Funding in the with disaster response equipment, including fixed generator implementation as funds become available. Department of Emergency power. This funding should also provide for maintenance and Management and the replacement. Department of Public Health 2006-07 Preparing for a Disaster: IV-B3. Beginning in fiscal year 2008, the Mayor and the Board of Mayor Requires Further Funding requests for FY09 will be carefully reviewed and assessed once they are -- Department elected not to respond. -- Department elected not to respond. Administrative Commitment and Supervisors should annually appropriate funding to equip DOCs Analysis submitted to the Mayor’s Office. Appropriate Funding in the with disaster response equipment, including fixed generator Department of Emergency power. This funding should also provide for maintenance and Management and the replacement. Department of Public Health 2006-07 CGJ Year Report Title Recommendation Response 2008 Response (1) 2008 Response Text 2009 Response (1) 2009 Response Text 2010 Response (1) 2010 Response Text Required 2006-07 Preparing for a Disaster: IV-B4. The Emergency Resource Management Planning Emergency Recommendation Fully Implemented. GSA is currently conducting a survey. ** ** Administrative Commitment and Workgroup of the General Services Agency should maintain a Management Implemented Appropriate Funding in the separate and current list of fixed and portable generators Department of Emergency dedicated to the use by Departmental Operation Command Management and the Centers of departments with a major defined disaster response Department of Public Health role for the allocation of fuel. 2006-07 Preparing for a Disaster: IV-B5. The Mayor should direct the Department of Emergency Building Requires Further Fixed emergency generators at DOCs will provide needed power in an emergency. Recommendation DBI has added fixed emergency generators to their list of priority processing in 2009. ** Administrative Commitment and Management and the Department of Building Inspection to work Inspection Analysis However, DPW Bureau of Architecture must provide the design for DBI to review. DBI Implemented DBI will plan check and issue permits submitted by the City for the installation of these Appropriate Funding in the together to develop rules and regulations that would allow the issues building permits, we do not create the design. The Planning Department may also generators in an expedited manner. Department of Emergency expedited placement of fixed generators at Departmental require review of any proposed plans. A major problem will be the refueling of these Management and the Operation Command Centers and alternate DOCs in generators. Department of Public Health departments with a major defined disaster response role. 2006-07 Preparing for a Disaster: IV-B5. The Mayor should direct the Department of Emergency Emergency Requires Further Further Analysis is Required. Once the power assessment is complete, DEM will work Will Be Implemented A DOC workgroup has developed standards for departments to follow. Recommendation See #14 and #16 above. Administrative Commitment and Management and the Department of Building Inspection to work Management Analysis with appropriate departments to obtain and place generators where there is a determined in the Future Implemented Appropriate Funding in the together to develop rules and regulations that would allow the need. DEM will defer to DPW and DBI regarding the necessity for new regulations. Department of Emergency expedited placement of fixed generators at Departmental Management and the Operation Command Centers and alternate DOCs in Department of Public Health departments with a major defined disaster response role. 2006-07 Preparing for a Disaster: IV-B5. The Mayor should direct the Department of Emergency Mayor Will Not Be The Mayor’s Office supports the Department of Emergency Management’s response: ** ** Administrative Commitment and Management and the Department of Building Inspection to work Implemented: Not Appropriate Funding in the together to develop rules and regulations that would allow the Warranted or Not Department of Emergency expedited placement of fixed generators at Departmental Reasonable Management and the Operation Command Centers and alternate DOCs in Department of Public Health departments with a major defined disaster response role. 2006-07 Preparing for a Disaster: IV-B6. Until fixed generators are in place, departments with a Board of Will Not Be RESOLVED, That the Board of Supervisors reports to the Presiding Judge of the Superior ** ** Administrative Commitment and major defined disaster response role should budget for, and the Supervisors Implemented: Not Court that it agrees with Recommendation Nos. I-I, ll-A2, ll-B2, IV-D8, and V-El of the Appropriate Funding in the relevant Commissions, the Mayor and the Board of Supervisors Warranted or Not 2006-2007 Civil Grand Jury Report entitled “Preparing for a Disaster: Administrative Department of Emergency should approve back-up portable generators, capable of Reasonable Commitment and Appropriate Funding in the Department of Emergency Management and Management and the supporting multiple computer and communication devices, and the Department of Public Health”; and be it FURTHER RESOLVED, That the Board of Department of Public Health dedicated to the Departmental Operations Command Center. Supervisors reports that it agrees with Recommendation Nos. ll-A3, ll-A8, ll-E4, 111-2, 111-3, 111-8, lV-B3, lV-B6, IV-Cil, V-C6, V-Di2, V6 Di4, V-Dii1, V-Dii3, and V-Diii1 subject to financial constraints, Budget Analyst review, and budget priorities determined during the annual budget process; and, be it FURTHER RESOLVED, That the Board of Supervisors reports that it partially agrees with Recommendation No. VI-El, as follows: - A helipad on San Francisco General Hospital should be provided with full and expeditious consideration, including through the land use planning process; and, be it FURTHER RESOLVED, That the Board of Supervisors urges the Mayor to cause the implementation of accepted recommendations through his/her department heads and through the development of the annual budget; and, be it FURTHER RESOLVED, That the Board of Supervisors urges City departments responsible for recommendations not necessitating a response from the Board of Supervisors to provide a status report to the Board of Supervisors on implementation of said recommendations within six months of the passage of this resolution. October 2, 2007 Board of Supervisors — ADOPTED 2006-07 Preparing for a Disaster: IV-B6. Until fixed generators are in place, departments with a Emergency Requires Further Further Analysis Required. See response to IV-B5. Will Be Implemented A DOC workgroup has developed standards for departments to follow. Budget Recommendation See #14 and #16 above. Administrative Commitment and major defined disaster response role should budget for, and the Management Analysis in the Future resources must be forthcoming in order to fully implement this item. Implemented Appropriate Funding in the relevant Commissions, the Mayor and the Board of Supervisors Department of Emergency should approve back-up portable generators, capable of Management and the supporting multiple computer and communication devices, and Department of Public Health dedicated to the Departmental Operations Command Center. 2006-07 Preparing for a Disaster: IV-B6. Until fixed generators are in place, departments with a Mayor Requires Further Funding requests for FY09 will be carefully reviewed and assessed once they are -- Department elected not to respond. -- Department elected not to respond. Administrative Commitment and major defined disaster response role should budget for, and the Analysis submitted to the Mayor’s Office. Appropriate Funding in the relevant Commissions, the Mayor and the Board of Supervisors Department of Emergency should approve back-up portable generators, capable of Management and the supporting multiple computer and communication devices, and Department of Public Health dedicated to the Departmental Operations Command Center. 2006-07 CGJ Year Report Title Recommendation Response 2008 Response (1) 2008 Response Text 2009 Response (1) 2009 Response Text 2010 Response (1) 2010 Response Text Required 2006-07 Preparing for a Disaster: IV-Ci1. The Mayor should direct the departments to budget for Board of Will Not Be RESOLVED, That the Board of Supervisors reports to the Presiding Judge of the Superior ** ** Administrative Commitment and training funds and offer group training to all employees who Supervisors Implemented: Not Court that it agrees with Recommendation Nos. I-I, ll-A2, ll-B2, IV-D8, and V-El of the Appropriate Funding in the request it or would be best served by it. The Board of Warranted or Not 2006-2007 Civil Grand Jury Report entitled “Preparing for a Disaster: Administrative Department of Emergency Supervisors should approve funding for appropriate training by Reasonable Commitment and Appropriate Funding in the Department of Emergency Management and Management and the FY09. the Department of Public Health”; and be it FURTHER RESOLVED, That the Board of Department of Public Health Supervisors reports that it agrees with Recommendation Nos. ll-A3, ll-A8, ll-E4, 111-2, 111-3, 111-8, lV-B3, lV-B6, IV-Cil, V-C6, V-Di2, V6 Di4, V-Dii1, V-Dii3, and V-Diii1 subject to financial constraints, Budget Analyst review, and budget priorities determined during the annual budget process; and, be it FURTHER RESOLVED, That the Board of Supervisors reports that it partially agrees with Recommendation No. VI-El, as follows: - A helipad on San Francisco General Hospital should be provided with full and expeditious consideration, including through the land use planning process; and, be it FURTHER RESOLVED, That the Board of Supervisors urges the Mayor to cause the implementation of accepted recommendations through his/her department heads and through the development of the annual budget; and, be it FURTHER RESOLVED, That the Board of Supervisors urges City departments responsible for recommendations not necessitating a response from the Board of Supervisors to provide a status report to the Board of Supervisors on implementation of said recommendations within six months of the passage of this resolution. October 2, 2007 Board of Supervisors — ADOPTED 2006-07 Preparing for a Disaster: IV-Ci1. The Mayor should direct the departments to budget for Emergency Requires Further Further Analysis Required. Grant funding is no longer available at a rate it once was, Requires Further Grant funding is no longer available at a rate it once was, however there is still funding Will Not Be While DEM, through Homeland Security grant funding, continues to support DPH and other Administrative Commitment and training funds and offer group training to all employees who Management Analysis however there is still funding for mandated training Departments, with guidance from Analysis for mandated training. Departments, with guidance from DEM, have been identifying Implemented: Not departments in training in ICS courses, DOC training and EOC training courses, the budget Appropriate Funding in the request it or would be best served by it. The Board of DEM, have been identifying the training strategy for employees based on their identified the training strategy for employees based on their identified responsibilities during Warranted or Not condition does not allow departments to seek this funding on their own. Department of Emergency Supervisors should approve funding for appropriate training by responsibilities during disasters and providing such training. DEM defers to DHR disasters and providing such training. DEM defers to DHR regarding their training plan Reasonable Management and the FY09. regarding their training plan for Disaster Service Workers. DEM acknowledges that we for Disaster Service Workers. DEM acknowledges that we need to work with all Department of Public Health need to work with all departments on integrating disaster planning and training into their departments on integrating disaster planning and training into their routine job routine job responsibilities. The Mayor’s Directive appointing Disaster Preparedness responsibilities. The Mayor’s Directive appointing Disaster Preparedness Coordinators Coordinators was the first step in this process. was the first step in this process. Timeframe Unknown – this is an ongoing project. 2006-07 Preparing for a Disaster: IV-Ci1. The Mayor should direct the departments to budget for Human Will Not Be DHR cannot respond to this, as this authority rests with the Mayor and Board of ** ** Administrative Commitment and training funds and offer group training to all employees who Resources Implemented: Not Supervisors. Appropriate Funding in the request it or would be best served by it. The Board of Warranted or Not Department of Emergency Supervisors should approve funding for appropriate training by Reasonable However, DHR has developed a DSW training curriculum for all City employees available Management and the FY09. free online or through group/facilitated training via packets that DHR distributed to all City Department of Public Health departments. Moreover, DHR has developed a free personal preparedness training curriculum in partnership with the American Red Cross that is available to all City employees online and through group or facilitated training. 2006-07 Preparing for a Disaster: IV-Ci1. The Mayor should direct the departments to budget for Mayor Requires Further The Mayor’s Office support the response by the Department of Emergency Management -- Department elected not to respond. -- Department elected not to respond. Administrative Commitment and training funds and offer group training to all employees who Analysis Appropriate Funding in the request it or would be best served by it. The Board of Department of Emergency Supervisors should approve funding for appropriate training by Management and the FY09. Department of Public Health 2006-07 Preparing for a Disaster: IV-Ci2. The Department of Human Resources, under the Emergency Will Not Be See response by DHR below. ** ** Administrative Commitment and auspices of the Department of Emergency Management, should Management Implemented: Not Appropriate Funding in the seek funding to provide an adequate number of reader devices Warranted or Not Department of Emergency and laptops in order to process returning Disaster Service Reasonable Management and the Workers. Department of Public Health 2006-07 Preparing for a Disaster: IV-Ci2. The Department of Human Resources, under the Human Will Not Be DHR does not have the authority to submit such requests to the federal government; ** ** Administrative Commitment and auspices of the Department of Emergency Management, should Resources Implemented: Not rather, such requests must be submitted through the Super Urban Area Security Initiative Appropriate Funding in the seek funding to provide an adequate number of reader devices Warranted or Not (SUASI). Department of Emergency and laptops in order to process returning Disaster Service Reasonable However, in March 2008 DHR is conducting an exercise to test the City’s Employee and Management and the Workers. Volunteer Management System and handheld devices; we believe that a successful Department of Public Health exercise will support SUASI’s request for federal grant funding to purchase additional handheld devices. 2006-07 Preparing for a Disaster: IV-Ci3. The Department of Human Resources, under the Emergency Will Not Be See response by DHR below. ** ** Administrative Commitment and auspices of the Department of Emergency Management, should Management Implemented: Not Appropriate Funding in the seek funding to upgrade the City’s Disaster Service Workers’ Warranted or Not Department of Emergency data management program to include skills and expertise of City Reasonable Management and the employees pertinent to disaster response. The Department of Department of Public Health Emergency Mangement should report on the upkeep of the data in its annual report. 2006-07 Preparing for a Disaster: IV-Ci3. The Department of Human Resources, under the Human Will Not Be Not reasonable. ** ** Administrative Commitment and auspices of the Department of Emergency Management, should Resources Implemented: Not However, DHR has issued a memorandum to all City departments requiring that they Appropriate Funding in the seek funding to upgrade the City’s Disaster Service Workers’ Warranted or Not enter employee skills data into PeopleSoft by June 2008. Department of Emergency data management program to include skills and expertise of City Reasonable Management and the employees pertinent to disaster response. The Department of Department of Public Health Emergency Mangement should report on the upkeep of the data in its annual report. 2006-07 Preparing for a Disaster: IV-Cii1. Through the San Francisco Employees’ Retirement Emergency Will Not Be Agree with Retirement System response below. ** ** Administrative Commitment and System, the Department of Emergency Management should Management Implemented: Not Appropriate Funding in the direct a questionnaire to retired City employees inquiring whether Warranted or Not Department of Emergency they reside in San Francisco or northern San Mateo County and Reasonable Management and the would be willing to volunteer. Department of Public Health 2006-07 CGJ Year Report Title Recommendation Response 2008 Response (1) 2008 Response Text 2009 Response (1) 2009 Response Text 2010 Response (1) 2010 Response Text Required 2006-07 Preparing for a Disaster: IV-Cii1. Through the San Francisco Employees’ Retirement Retirement Recommendation The Retirement System is statutorily restricted in the use of its data and correspondence ** ** Administrative Commitment and System, the Department of Emergency Management should System Implemented by federal, state, and local law. (e.g. home address of current and former safety officers Appropriate Funding in the direct a questionnaire to retired City employees inquiring whether may not be disclosed) As of July 1, 2008 the Retirement System will communicate Department of Emergency they reside in San Francisco or northern San Mateo County and information related to disaster planning to active and retired members through its Management and the would be willing to volunteer. newsletters and web site. Department of Public Health 2006-07 Preparing for a Disaster: IV-Cii2. The Department of Emergency Management should Emergency Will Be Agree in Concept with following future implementation: DHR is working regionally on a Requires Further DHR is working regionally on a Volunteer Management System that will record skills Recommendation Parts of this recommendation have been implemented in that DEM is working closely with DHR Administrative Commitment and identify which City residents who volunteer have skills essential to Management Implemented in the Volunteer Management System that will record skills and pre designate volunteers. They Analysis and pre designate volunteers. They are beginning with City employees, who are Implemented and the Volunteer Center on finalizing a contract with Collaborative Fusion to identify and Appropriate Funding in the disaster response. The selected volunteers could be sworn in as Future are beginning with City employees, who are Disaster Service Workers in phase One. Disaster Service Workers in phase One. Phase Two will include reaching out to the provide information in pre-identifying volunteers with specific skills sets. Additionally, DHR is Department of Emergency retired worker volunteers, be issued Emergency Identification Phase Two will include reaching out to the community, including retired persons, to pre community, including retired persons, to pre designate them as volunteers as well and increasing its ability to identify emergent volunteers. Management and the Cards, and trained in NIMS and ICS. Volunteer status should be designate them as volunteers as well and record their skills. record skill sets. Estimated Timeframe: January 2010 to begin implementation. Department of Public Health renewed annually. 2006-07 Preparing for a Disaster: IV-Cii2. The Department of Emergency Management should Retirement Recommendation The Retirement System is l statutorily restricted in the use of its data and correspondence ** ** Administrative Commitment and identify which City residents who volunteer have skills essential to System Implemented by federal, state, and local law. (e.g. home address of current and former safety officers Appropriate Funding in the disaster response. The selected volunteers could be sworn in as may not be disclosed) The Retirement System will include information will communicate Department of Emergency retired worker volunteers, be issued Emergency Identification information to active and retired members through its newsletters. In addition, as of July Management and the Cards, and trained in NIMS and ICS. Volunteer status should be 1, 2008 the Retirement System will work with Emergency Management and Human Department of Public Health renewed annually. Resources to advise prospective retirees of the opportunity to volunteer as disaster workers as they apply for retirement. 2006-07 Preparing for a Disaster: IV-Ciii1. The Mayor should provide the Department of Emergency Emergency Recommendation Fully implemented. DEM consistently works with departments to provide us with their up ** ** Administrative Commitment and Management with the authority to require departments to certify Management Implemented to date certification of training. DHR is currently requesting departments to enter that Appropriate Funding in the to the DEM that its responders and management personnel in information in PeopleSoft and will make those reports available to DEM. In addition, DEM Department of Emergency Departmental Operation Centers or in the City’s Operation and the Bay Area SUASI are looking at a credentialing system for those trained in the Management and the Command Center have achieved the required level of NIMS and required NIMS and ICS courses. Department of Public Health ICS training. 2006-07 Preparing for a Disaster: IV-Ciii1. The Mayor should provide the Department of Emergency Human Will Not Be DHR has no authority over the Mayor or DEM. However, DHR has issued a ** ** Administrative Commitment and Management with the authority to require departments to certify Resources Implemented: Not memorandum to all City departments requiring that they complete all required NIMS and Appropriate Funding in the to the DEM that its responders and management personnel in Warranted or Not ICS training by June 2008. Department of Emergency Departmental Operation Centers or in the City’s Operation Reasonable Management and the Command Center have achieved the required level of NIMS and Department of Public Health ICS training. 2006-07 Preparing for a Disaster: IV-Ciii1. The Mayor should provide the Department of Emergency Mayor Recommendation The Mayor’s Office supports the Department of Emergency Management’s response. ** ** Administrative Commitment and Management with the authority to require departments to certify Implemented Appropriate Funding in the to the DEM that its responders and management personnel in Department of Emergency Departmental Operation Centers or in the City’s Operation Management and the Command Center have achieved the required level of NIMS and Department of Public Health ICS training. 2006-07 Preparing for a Disaster: IV-Ciii2. The Mayor should require departments to maintain this Emergency Recommendation Fully Implemented ** ** Administrative Commitment and information in the personnel file of each employee. Management Implemented Appropriate Funding in the Department of Emergency Management and the Department of Public Health 2006-07 Preparing for a Disaster: IV-Ciii2. The Mayor should require departments to maintain this Human Will Not Be DHR has no authority over the Mayor or DEM. ** ** Administrative Commitment and information in the personnel file of each employee. Resources Implemented: Not Appropriate Funding in the Warranted or Not Department of Emergency Reasonable Management and the Department of Public Health 2006-07 Preparing for a Disaster: IV-Ciii2. The Mayor should require departments to maintain this Mayor Recommendation Agree and implemented. The Mayor’s Office supports the Department of ** ** Administrative Commitment and information in the personnel file of each employee. Implemented Emergency Management and Department of Human Resources responses. Appropriate Funding in the Department of Emergency Management and the Department of Public Health 2006-07 Preparing for a Disaster: IV-Ciii3. The Department of Emergency Management, working Emergency Will Not Be Agree with concept, defer to DHR on implementation. ** ** Administrative Commitment and with the Department of Human Resources, should obtain and, Management Implemented: Not DHR is actively working on implementing this appropriately. Appropriate Funding in the subsequently, maintain a data management system that cross- Warranted or Not Department of Emergency references the mandated NIMS and ICS training levels with job Reasonable Management and the assignments of each departmental personnel expected to Department of Public Health operate from Departmental Operation Centers, the Emergency Operation Center or at an incident site 2006-07 Preparing for a Disaster: IV-Ciii3. The Department of Emergency Management, working Human Recommendation Employees with pre-designated roles and responsibilities in a disaster are required to ** ** Administrative Commitment and with the Department of Human Resources, should obtain and, Resources Implemented complete all required NIMS and ICS training and enter it into PeopleSoft by June 2008. Appropriate Funding in the subsequently, maintain a data management system that cross- Department of Emergency references the mandated NIMS and ICS training levels with job Management and the assignments of each departmental personnel expected to Department of Public Health operate from Departmental Operation Centers, the Emergency Operation Center or at an incident site 2006-07 CGJ Year Report Title Recommendation Response 2008 Response (1) 2008 Response Text 2009 Response (1) 2009 Response Text 2010 Response (1) 2010 Response Text Required 2006-07 Preparing for a Disaster: IV-Ciii3. The Department of Emergency Management, working Mayor Will Not Be The Mayor’s Office supports the Department of Human Resources’ response. ** ** Administrative Commitment and with the Department of Human Resources, should obtain and, Implemented: Not Appropriate Funding in the subsequently, maintain a data management system that cross- Warranted or Not Department of Emergency references the mandated NIMS and ICS training levels with job Reasonable Management and the assignments of each departmental personnel expected to Department of Public Health operate from Departmental Operation Centers, the Emergency Operation Center or at an incident site 2006-07 Preparing for a Disaster: IV-D1. The Department of Emergency Management should Emergency Recommendation Agree and Implemented. DEM produces drills according to Homeland Security Exercise ** ** Administrative Commitment and coordinate tabletop, functional and full-scale drills and training Management Implemented Evaluation Program guidelines. It is a requirement of this program that After Action Appropriate Funding in the across departmental lines, and monitor and verify the adequacy Reports be produced and improvement plans be formulated. Beginning in January 2006, Department of Emergency of the drills to determine if the City is improving our emergency DEM created a multi-agency, multi discipline design team. In January 2007, DEM Management and the response capabilities. published a 24 month exercise strategy. DEM maintains a master improvement plan for Department of Public Health all exercises and events. 2006-07 Preparing for a Disaster: IV-D1. The Department of Emergency Management should Fire Department Recommendation Agree and Implemented. The SFFD continues to participate in any readiness, ** ** Administrative Commitment and coordinate tabletop, functional and full-scale drills and training Implemented preparedness or response drills and exercises to the extent possible, allowing for Appropriate Funding in the across departmental lines, and monitor and verify the adequacy emergency operational needs of the public, the city and the system at the time of the drills. Department of Emergency of the drills to determine if the City is improving our emergency Management and the response capabilities. Department of Public Health 2006-07 Preparing for a Disaster: IV-D2. The Department of Emergency Management should have Emergency Recommendation Agree and Implemented. DEM coordinates closely with departments and encourages ** ** Administrative Commitment and the authority to require departments with major defined roles to Management Implemented them to participate at the required level. Staffing concerns for day to day responsibilities, Appropriate Funding in the participate in any drill or exercise in ratio to the role they would lack of funding for overtime and backfill may inhibit the ability of a particular department to Department of Emergency play in a real life scenario. fully participate. Management and the Department of Public Health 2006-07 Preparing for a Disaster: IV-D2. The Department of Emergency Management should have Fire Department Recommendation Agree and Implemented. The SFFD continues to participate in any readiness, ** ** Administrative Commitment and the authority to require departments with major defined roles to Implemented preparedness or response drills and exercises to the extent possible, allowing for Appropriate Funding in the participate in any drill or exercise in ratio to the role they would emergency operational needs of the public, the city and the system at the time of the drills. Department of Emergency play in a real life scenario. Management and the Department of Public Health 2006-07 Preparing for a Disaster: IV-D3. NERT should always be solicited to provide volunteer Emergency Will Be Agree w/Future Implementation. NERT, as well as schools, etc, are resources for Recommendation Implemented by the SFFD. ** Administrative Commitment and “victims” to participate in full-scale drills. NERT leaders should be Management Implemented in the “victims”. NERT is in the process of developing training for Block Captains. Once Implemented Appropriate Funding in the asked to participate in table top and functional exercises. Future designated, they can be included in appropriate exercises and drills. Department of Emergency Management and the Department of Public Health 2006-07 Preparing for a Disaster: IV-D3. NERT should always be solicited to provide volunteer Fire Department Recommendation Agree and Implemented. NERT drills typically require volunteer victims in an effort to ** ** Administrative Commitment and “victims” to participate in full-scale drills. NERT leaders should be Implemented model real-life scenarios. In addition, NERT volunteers are requested to participate in the Appropriate Funding in the asked to participate in table top and functional exercises. capacity in which they are trained and authorized to respond in a disaster. Department of Emergency Management and the Department of Public Health 2006-07 Preparing for a Disaster: IV-D4. To measure the performance of and improve disaster Emergency Will Be Agree w/Future Implementation. DEM has requested that part of the Strategic plan in Recommendation The strategic plan provides milestones and performance measures. ** Administrative Commitment and response capabilities in all City departments, the Mayor should Management Implemented in the development make recommendations regarding performance measures. Implemented Appropriate Funding in the direct all departments to report all performance measures and Future Part of Strategic Plan – Implementation Roadmap. Department of Emergency improvements to the Department of Emergency Management. Management and the Department of Public Health 2006-07 Preparing for a Disaster: IV-D4. To measure the performance of and improve disaster Mayor Will Be The Mayor's Office support the Department of Emergency Management's response. -- Department elected not to respond. -- Department elected not to respond. Administrative Commitment and response capabilities in all City departments, the Mayor should Implemented in the Appropriate Funding in the direct all departments to report all performance measures and Future Department of Emergency improvements to the Department of Emergency Management. Management and the Department of Public Health 2006-07 Preparing for a Disaster: IV-D5. City-employee-drill participants should always write the Emergency Will Not Be Disagree. In order for a contractor to write an after action report, that contractor must ** ** Administrative Commitment and After Action Reports to encourage a sense of departmental Management Implemented: Not interview the participants, controllers and evaluators in any exercise. Individual Appropriate Funding in the “ownership.” Warranted or Not departments are expected to write the after action report based on their participation and Department of Emergency Reasonable provide that to the person who writes the comprehensive after action. This provides a Management and the level of objectivity to the process and insures the completion of the full report. DEM Department of Public Health expects the Exercise Design team to take ownership of the After Action Reporting process which includes a ‘hot wash” and an after action conference that encourages full participation. 2006-07 Preparing for a Disaster: IV-D6. The Department of Emergency Management should take Emergency Recommendation Agree and Implemented. This is accomplished through the Master Improvement Plan. ** ** Administrative Commitment and the lead in institutionalizing the SMART goal setting system Management Implemented Appropriate Funding in the (specific, measurable, achievable, relevant and time-based Department of Emergency goals) after the release of After Action Reports to identify the Management and the critical issues that need improvement and make corrections. Department of Public Health 2006-07 CGJ Year Report Title Recommendation Response 2008 Response (1) 2008 Response Text 2009 Response (1) 2009 Response Text 2010 Response (1) 2010 Response Text Required 2006-07 Preparing for a Disaster: IV-D7. The Mayor should provide the Department of Emergency Emergency Recommendation Agree and partially implemented. DEM was provided with additional general fund ** ** Administrative Commitment and Management with the authority to carry out the functions needed Management Implemented positions in the current fiscal year. The Strategic Plan process will provide the City with Appropriate Funding in the to improve practice on emergency response procedures and recommendations on future organizational structure. Department of Emergency provide the Department with the staff to do so. Management and the Department of Public Health 2006-07 Preparing for a Disaster: IV-D7. The Mayor should provide the Department of Emergency Mayor Will Not Be The Mayor’s Office supports the Department of Emergency Management’s response. ** ** Administrative Commitment and Management with the authority to carry out the functions needed Implemented: Not Appropriate Funding in the to improve practice on emergency response procedures and Warranted or Not Department of Emergency provide the Department with the staff to do so. Reasonable Management and the Department of Public Health 2006-07 Preparing for a Disaster: IV-D8. Beginning with its 2007 Annual Report, the Department of Board of Will Not Be RESOLVED, That the Board of Supervisors reports to the Presiding Judge of the Superior ** ** Administrative Commitment and Emergency Management should report on gaps in emergency Supervisors Implemented: Not Court that it agrees with Recommendation Nos. I-I, ll-A2, ll-B2, IV-D8, and V-El of the Appropriate Funding in the response capabilities identified in exercises and drills, and Warranted or Not 2006-2007 Civil Grand Jury Report entitled “Preparing for a Disaster: Administrative Department of Emergency recommended corrective actions. Reasonable Commitment and Appropriate Funding in the Department of Emergency Management and Management and the the Department of Public Health”; and be it FURTHER RESOLVED, That the Board of Department of Public Health Supervisors reports that it agrees with Recommendation Nos. ll-A3, ll-A8, ll-E4, 111-2, 111-3, 111-8, lV-B3, lV-B6, IV-Cil, V-C6, V-Di2, V6 Di4, V-Dii1, V-Dii3, and V-Diii1 subject to financial constraints, Budget Analyst review, and budget priorities determined during the annual budget process; and, be it FURTHER RESOLVED, That the Board of Supervisors reports that it partially agrees with Recommendation No. VI-El, as follows: - A helipad on San Francisco General Hospital should be provided with full and expeditious consideration, including through the land use planning process; and, be it FURTHER RESOLVED, That the Board of Supervisors urges the Mayor to cause the implementation of accepted recommendations through his/her department heads and through the development of the annual budget; and, be it FURTHER RESOLVED, That the Board of Supervisors urges City departments responsible for recommendations not necessitating a response from the Board of Supervisors to provide a status report to the Board of Supervisors on implementation of said recommendations within six months of the passage of this resolution. October 2, 2007 Board of Supervisors — ADOPTED 2006-07 Preparing for a Disaster: IV-D8. Beginning with its 2007 Annual Report, the Department of Emergency Recommendation Agree and Implemented. The Master Improvement Plan can be presented as part of the ** ** Administrative Commitment and Emergency Management should report on gaps in emergency Management Implemented Annual Report. Appropriate Funding in the response capabilities identified in exercises and drills, and Department of Emergency recommended corrective actions. Management and the Department of Public Health 2006-07 Preparing for a Disaster: IV-E1. The Civil Grand Jury urges the Department of Emergency Emergency Recommendation Agree and Implemented. We have next class scheduled for June 2008. ** ** Administrative Commitment and Management to solicit funding to continue making the training Management Implemented Appropriate Funding in the program at Texas A&M available to City employees. Department of Emergency Management and the Department of Public Health 2006-07 Preparing for a Disaster: V-B1. In its revised Emergency Operations Plan, the Department Emergency Will Not Be DEM believes this is an internal operational issue and defers to the administration of the ** ** Administrative Commitment and of Public Health should specifically delegate responsibilities for all Management Implemented: Not Department of Public Health. Appropriate Funding in the aspects of disaster planning and operations within the Warranted or Not Department of Emergency Department. Reasonable Management and the Department of Public Health 2006-07 Preparing for a Disaster: V-B1. In its revised Emergency Operations Plan, the Department Public Health Recommendation Agree - This already occurs – the Office of Policy and Planning is the section that has ** ** Administrative Commitment and of Public Health should specifically delegate responsibilities for all Implemented centralized authority for coordination of disaster planning for the Department. A revision of Appropriate Funding in the aspects of disaster planning and operations within the the DPH EOP will be done as soon as the CCSF EOP revision is completed. This in order Department of Emergency Department. to assure that the DPH EOP complies and is coordinated with the City wide EOP. No Management and the change Department of Public Health 2006-07 Preparing for a Disaster: V-B2. In its revised Emergency Operations Plan, the Director of Emergency Will Not Be DEM believes this is an internal operational issue and defers to the administration of the ** ** Administrative Commitment and Public Health should designate the Medical Director of the Management Implemented: Not Department of Public Health. Appropriate Funding in the Emergency Medical Services Agency as the coordinator of Warranted or Not Department of Emergency medical disaster planning and response. Reasonable Management and the Department of Public Health 2006-07 Preparing for a Disaster: V-B2. In its revised Emergency Operations Plan, the Director of Emergency Will Not Be Disagree – The Department agrees that the EMS Medical Director and the EMSA should ** ** Administrative Commitment and Public Health should designate the Medical Director of the Medical Implemented: Not be included in all disaster planning: however, the Department of Health has many other Appropriate Funding in the Emergency Medical Services Agency as the coordinator of Services Agency Warranted or Not sections that have LARGE roles in disaster planning; Occupational Safety and Health, Department of Emergency medical disaster planning and response. Reasonable Environmental Health, Communicable Disease Control, Primary Care and the Hospitals. Management and the For this reason, the Director of Health designated the Office of Policy and Planning as the Department of Public Health entity with DPH to coordinate all disaster planning activities. 2006-07 Preparing for a Disaster: V-B2. In its revised Emergency Operations Plan, the Director of Public Health Will Not Be Disagree – The Department agrees that the EMS Medical Director and the EMSA should ** ** Administrative Commitment and Public Health should designate the Medical Director of the Implemented: Not be included in all disaster planning: however, the Department of Health has many other Appropriate Funding in the Emergency Medical Services Agency as the coordinator of Warranted or Not sections that have LARGE roles in disaster planning; Occupational Safety and Health, Department of Emergency medical disaster planning and response. Reasonable Environmental Health, Communicable Disease Control, Primary Care and the Hospitals. Management and the For this reason, the Director of Health designated the Office of Policy and Planning as the Department of Public Health entity with DPH to coordinate all disaster planning activities. No change 2006-07 CGJ Year Report Title Recommendation Response 2008 Response (1) 2008 Response Text 2009 Response (1) 2009 Response Text 2010 Response (1) 2010 Response Text Required 2006-07 Preparing for a Disaster: V-B3. In its revised Emergency Operations Plan, the Department Emergency Will Not Be DEM believes this is an internal operational issue and defers to the administration of the ** ** Administrative Commitment and of Public Health should require that the Medical Director of the Management Implemented: Not Department of Public Health.1. Agree with DPH response. Appropriate Funding in the Medical Emergency Services Agency or designee participate with Warranted or Not Department of Emergency all sections of the Department in their medical disaster planning Reasonable Management and the and activities. Department of Public Health 2006-07 Preparing for a Disaster: V-B3. In its revised Emergency Operations Plan, the Department Emergency Recommendation Agree – This already occurs. The EMS Medical Director and the EMSA are included in ** ** Administrative Commitment and of Public Health should require that the Medical Director of the Medical Implemented disaster planning with other sections of the Department: Occupational Safety and Health, Appropriate Funding in the Medical Emergency Services Agency or designee participate with Services Agency Environmental Health, Communicable Disease Control, Primary Care and the Hospitals. Department of Emergency all sections of the Department in their medical disaster planning The Office of Policy and Planning who acts as the overall coordinator for disaster planning Management and the and activities. activities conducts weekly DPH Disaster Steering Meetings - EMS is an active participant Department of Public Health in these meetings. EMS is always encouraged and sometimes mandated to join in planning efforts of the other sections. The Department’s approach to disaster/emergency planning is inclusive in nature 2006-07 Preparing for a Disaster: V-B3. In its revised Emergency Operations Plan, the Department Public Health Recommendation Agree – This already occurs. The EMS Medical Director and the EMSA are included in ** ** Administrative Commitment and of Public Health should require that the Medical Director of the Implemented disaster planning with other sections of the Department: Occupational Safety and Health, Appropriate Funding in the Medical Emergency Services Agency or designee participate with Environmental Health, Communicable Disease Control, Primary Care and the Hospitals. Department of Emergency all sections of the Department in their medical disaster planning The Office of Policy and Planning who acts as the overall coordinator for disaster planning Management and the and activities. activities conducts weekly DPH Disaster Steering Meetings - EMS is an active participant Department of Public Health in these meetings. EMS is always encouraged and sometimes mandated to join in planning efforts of the other sections. The Department’s approach to disaster/emergency planning is inclusive in nature. No change 2006-07 Preparing for a Disaster: V-B4. As the planning and operational arm of disaster Emergency Will Not Be DEM believes this is an internal operational issue and defers to the administration of the ** ** Administrative Commitment and preparedness, either the Medical Director of the Medical Management Implemented: Not Department of Public Health. Appropriate Funding in the Emergency Services Agency or designee should be present at all Warranted or Not Department of Emergency disaster related workgroups, task forces, exercises and Reasonable Management and the committees where the Department of Public Health has Department of Public Health representation. 2006-07 Preparing for a Disaster: V-B4. As the planning and operational arm of disaster Emergency Recommendation Agree – This already occurs. The EMSA and EMS Medical Director are included in all ** ** Administrative Commitment and preparedness, either the Medical Director of the Medical Medical Implemented disaster related work groups; task forces, exercises and committees that involve planning Appropriate Funding in the Emergency Services Agency or designee should be present at all Services Agency for Pre-hospital and Emergency care. Department of Emergency disaster related workgroups, task forces, exercises and Management and the committees where the Department of Public Health has Department of Public Health representation. 2006-07 Preparing for a Disaster: V-B4. As the planning and operational arm of disaster Public Health Recommendation Agree – This already occurs. The EMSA and EMS Medical Director are included in all ** ** Administrative Commitment and preparedness, either the Medical Director of the Medical Implemented disaster related work groups; task forces, exercises and committees that involve planning Appropriate Funding in the Emergency Services Agency or designee should be present at all for Pre-hospital and Emergency care. No change Department of Emergency disaster related workgroups, task forces, exercises and Management and the committees where the Department of Public Health has Department of Public Health representation. 2006-07 Preparing for a Disaster: V-B5. The Medical Health Operational Area Coordinator or Emergency Will Not Be DEM believes this is an internal operational issue and defers to the administration of the ** ** Administrative Commitment and designee and staff should begin immediate participation in pre- Management Implemented: Not Department of Public Health. Appropriate Funding in the disaster regional planning workgroups and committee meetings Warranted or Not Department of Emergency to be familiar with the plans, rules, regulations and staff Reasonable Management and the counterparts from other jurisdictions. Department of Public Health 2006-07 Preparing for a Disaster: V-B5. The Medical Health Operational Area Coordinator or Emergency Recommendation Agree – Dr. Brown, the Medical Director (or his designee) are already involved with ** ** Administrative Commitment and designee and staff should begin immediate participation in pre- Medical Implemented regional disaster planning efforts and regularly attend SUASI meetings in the East Bay Appropriate Funding in the disaster regional planning workgroups and committee meetings Services Agency and the Regional MHOAC meetings. Department of Emergency to be familiar with the plans, rules, regulations and staff Management and the counterparts from other jurisdictions. Department of Public Health 2006-07 Preparing for a Disaster: V-B5. The Medical Health Operational Area Coordinator or Public Health Recommendation Agree – Dr. Brown, the Medical Director (or his designee) are already involved with ** ** Administrative Commitment and designee and staff should begin immediate participation in pre- Implemented regional disaster planning efforts and regularly attend SUASI meetings in the East Bay Appropriate Funding in the disaster regional planning workgroups and committee meetings and the Regional MHOAC meetings. No change Department of Emergency to be familiar with the plans, rules, regulations and staff Management and the counterparts from other jurisdictions. Department of Public Health 2006-07 Preparing for a Disaster: V-C1. The Emergency Medical Services Agency should develop Emergency Will Not Be DEM believes this is an internal operational issue and defers to the administration of the ** ** Administrative Commitment and a clearly defined and comprehensive program-staffing plan to Management Implemented: Not Department of Public Health. Appropriate Funding in the ensure the professionalism and consistency of medical disaster Warranted or Not Department of Emergency planning, the maintenance of programs and equipment initiated Reasonable Management and the or acquired under the grant programs, and complete successfully Department of Public Health the emergency/disaster tasks required. 2006-07 Preparing for a Disaster: V-C1. The Emergency Medical Services Agency should develop Emergency Recommendation Agree – The EMSA already has a staffing plan for the regulatory areas under their ** ** Administrative Commitment and a clearly defined and comprehensive program-staffing plan to Medical Implemented responsibility. They do not need to be concerned about maintenance of programs and Appropriate Funding in the ensure the professionalism and consistency of medical disaster Services Agency equipment that fall under the purview of other sections in the Department. The EMSA Department of Emergency planning, the maintenance of programs and equipment initiated main function by law is regulatory in nature and they do the job in a professional fashion. Management and the or acquired under the grant programs, and complete successfully Department of Public Health the emergency/disaster tasks required. 2006-07 CGJ Year Report Title Recommendation Response 2008 Response (1) 2008 Response Text 2009 Response (1) 2009 Response Text 2010 Response (1) 2010 Response Text Required 2006-07 Preparing for a Disaster: V-C1. The Emergency Medical Services Agency should develop Public Health Recommendation Agree – The EMSA already has a staffing plan for the regulatory areas under their ** ** Administrative Commitment and a clearly defined and comprehensive program-staffing plan to Implemented responsibility. They do not need to be concerned about maintenance of programs and Appropriate Funding in the ensure the professionalism and consistency of medical disaster equipment that fall under the purview of other sections in the Department. The EMSA Department of Emergency planning, the maintenance of programs and equipment initiated main function by law is regulatory in nature and they do the job in a professional fashion. Management and the or acquired under the grant programs, and complete successfully No change Department of Public Health the emergency/disaster tasks required. 2006-07 Preparing for a Disaster: V-C2. The Department of Public Health should budget for and the Emergency Will Not Be DEM believes this is an internal operational issue and defers to the administration of the ** ** Administrative Commitment and Public Health Commission should approve the clearly defined Management Implemented: Not Department of Public Health. Appropriate Funding in the and comprehensive program-staffing plan proposed by the Warranted or Not Department of Emergency Emergency Medical Services Agency by FY09. Reasonable Management and the Department of Public Health 2006-07 Preparing for a Disaster: V-C2. The Department of Public Health should budget for and the Emergency Recommendation Agree – The department should budget and the Commission approve the ** ** Administrative Commitment and Public Health Commission should approve the clearly defined Medical Implemented emergency/disaster staffing plan proposed by functional area for the entire department – Appropriate Funding in the and comprehensive program-staffing plan proposed by the Services Agency not just the EMS agency. Funding was approved in FY 07-08 for a new logistics planner. Department of Emergency Emergency Medical Services Agency by FY09. This funding will be continued in the FY 08-09 budget Management and the Department of Public Health 2006-07 Preparing for a Disaster: V-C2. The Department of Public Health should budget for and the Public Health Recommendation Agree – The department should budget and the Commission approve the ** ** Administrative Commitment and Public Health Commission should approve the clearly defined Implemented emergency/disaster staffing plan proposed by functional area for the entire department – Appropriate Funding in the and comprehensive program-staffing plan proposed by the not just the EMS agency. Funding was approved in FY 07-08 for a new logistics planner. Department of Emergency Emergency Medical Services Agency by FY09. This funding will be continued in the FY 08-09 budget Management and the Department of Public Health 2006-07 Preparing for a Disaster: V-C3. In order for the Department of Public Health to carry out its Emergency Will Not Be DEM believes this is an internal operational issue and defers to the administration of the ** ** Administrative Commitment and disaster response functions, the position of Disaster Management Implemented: Not Department of Public Health. Appropriate Funding in the Preparedness Coordinator in the Department of Public Health Warranted or Not Department of Emergency should be a dedicated disaster position. Reasonable Management and the Department of Public Health 2006-07 Preparing for a Disaster: V-C3. In order for the Department of Public Health to carry out its Emergency Will Not Be Disagree – DPH is committed to Disaster Planning and has many general fund positions ** ** Administrative Commitment and disaster response functions, the position of Disaster Medical Implemented: Not whose responsibilities include disaster preparedness planning. In fact, the grant funded Appropriate Funding in the Preparedness Coordinator in the Department of Public Health Services Agency Warranted or Not position that acted in this role was transitioned to general fund over a year ago because of Department of Emergency should be a dedicated disaster position. Reasonable the Department’s commitment to these efforts. This position still spends 90% of her time Management and the on disaster planning and preparedness. DPH believes that emergency/disaster planning Department of Public Health should be fully integrated in the Department’s everyday functions. The Director of Health assigned the Deputy Director of Health/ Policy and Administration to represent the Department as the Disaster Preparedness Coordinator because of the high level of commitment he sees in this important area. The Deputy Director of Health does have experience and training in emergency response and is well qualified for her role in coordinating disaster response efforts. 2006-07 Preparing for a Disaster: V-C3. In order for the Department of Public Health to carry out its Public Health Will Not Be Disagree – DPH is committed to Disaster Planning and has many general fund positions ** ** Administrative Commitment and disaster response functions, the position of Disaster Implemented: Not whose responsibilities include disaster preparedness planning. In fact, the grant funded Appropriate Funding in the Preparedness Coordinator in the Department of Public Health Warranted or Not position that acted in this role was transitioned to general fund over a year ago because of Department of Emergency should be a dedicated disaster position. Reasonable the Department’s commitment to these efforts. This position still spends 90% of her time Management and the on disaster planning and preparedness. DPH believes that emergency/disaster planning Department of Public Health should be fully integrated in the Department’s everyday functions. The Director of Health assigned the Deputy Director of Health/ Policy and Administration to represent the Department as the Disaster Preparedness Coordinator because of the high level of commitment he sees in this important area. The Deputy Director of Health does have experience and training in emergency response and is well qualified for her role in coordinating disaster response efforts. No change 2006-07 Preparing for a Disaster: V-C4. The Department of Public Health should assign the new Emergency Will Not Be DEM believes this is an internal operational issue and defers to the administration of the ** ** Administrative Commitment and position of Disaster Preparedness Coordinator to the Emergency Management Implemented: Not Department of Public Health. Appropriate Funding in the Medical Services Agency. The incumbent would act as a senior Warranted or Not Department of Emergency manager dedicated to medical disaster preparedness, oversee Reasonable Management and the and implement planning and preparedness, act as a bridge Department of Public Health between planning and operations, and as a liaison with the Department of Emergency Management. The position’s job description should include professional medical disaster response experience. 2006-07 Preparing for a Disaster: V-C4. The Department of Public Health should assign the new Emergency Will Not Be Disagree – See note above. We do not believe that a new individual should be hired for ** ** Administrative Commitment and position of Disaster Preparedness Coordinator to the Emergency Medical Implemented: Not this role. The Director believes it should be continue to be located in Central Appropriate Funding in the Medical Services Agency. The incumbent would act as a senior Services Agency Warranted or Not Administration – Office of Policy and Planning because OPP does planning the entire Department of Emergency manager dedicated to medical disaster preparedness, oversee Reasonable departmental activities. Management and the and implement planning and preparedness, act as a bridge Department of Public Health between planning and operations, and as a liaison with the Department of Emergency Management. The position’s job description should include professional medical disaster response experience. 2006-07 CGJ Year Report Title Recommendation Response 2008 Response (1) 2008 Response Text 2009 Response (1) 2009 Response Text 2010 Response (1) 2010 Response Text Required 2006-07 Preparing for a Disaster: V-C4. The Department of Public Health should assign the new Public Health Will Not Be Disagree – See note above. We do not believe that a new individual should be hired for ** ** Administrative Commitment and position of Disaster Preparedness Coordinator to the Emergency Implemented: Not this role. The Director believes it should be continue to be located in Central Appropriate Funding in the Medical Services Agency. The incumbent would act as a senior Warranted or Not Administration – Office of Policy and Planning because OPP does planning the entire Department of Emergency manager dedicated to medical disaster preparedness, oversee Reasonable departmental activities. No change Management and the and implement planning and preparedness, act as a bridge Department of Public Health between planning and operations, and as a liaison with the Department of Emergency Management. The position’s job description should include professional medical disaster response experience. 2006-07 Preparing for a Disaster: V-C5. The Disaster Preparedness Coordinator should either Emergency Recommendation Agree – This already occurs. ** ** Administrative Commitment and attend the Homeland Security Steering Committee Meetings as Management Implemented Appropriate Funding in the the second in command for the purposes of disaster Department of Emergency preparedness, or accompany the second in command, and Management and the should assist the Medical Health Operational Area Coordinator. Department of Public Health 2006-07 Preparing for a Disaster: V-C5. The Disaster Preparedness Coordinator should either Emergency Recommendation Agree – This already occurs. ** ** Administrative Commitment and attend the Homeland Security Steering Committee Meetings as Medical Implemented Appropriate Funding in the the second in command for the purposes of disaster Services Agency Department of Emergency preparedness, or accompany the second in command, and Management and the should assist the Medical Health Operational Area Coordinator. Department of Public Health 2006-07 Preparing for a Disaster: V-C5. The Disaster Preparedness Coordinator should either Public Health Recommendation Agree – This already occurs. No change ** ** Administrative Commitment and attend the Homeland Security Steering Committee Meetings as Implemented Appropriate Funding in the the second in command for the purposes of disaster Department of Emergency preparedness, or accompany the second in command, and Management and the should assist the Medical Health Operational Area Coordinator. Department of Public Health 2006-07 Preparing for a Disaster: V-C6. The Department of Public Health should budget for and the Board of Will Not Be RESOLVED, That the Board of Supervisors reports to the Presiding Judge of the Superior ** ** Administrative Commitment and Public Health Commission, the Mayor and the Board of Supervisors Implemented: Not Court that it agrees with Recommendation Nos. I-I, ll-A2, ll-B2, IV-D8, and V-El of the Appropriate Funding in the Supervisors should approve a new full time manager position of Warranted or Not 2006-2007 Civil Grand Jury Report entitled “Preparing for a Disaster: Administrative Department of Emergency Disaster Preparedness Coordinator assigned to the Emergency Reasonable Commitment and Appropriate Funding in the Department of Emergency Management and Management and the Medical Services Agency by FY09. the Department of Public Health”; and be it FURTHER RESOLVED, That the Board of Department of Public Health Supervisors reports that it agrees with Recommendation Nos. ll-A3, ll-A8, ll-E4, 111-2, 111-3, 111-8, lV-B3, lV-B6, IV-Cil, V-C6, V-Di2, V6 Di4, V-Dii1, V-Dii3, and V-Diii1 subject to financial constraints, Budget Analyst review, and budget priorities determined during the annual budget process; and, be it FURTHER RESOLVED, That the Board of Supervisors reports that it partially agrees with Recommendation No. VI-El, as follows: - A helipad on San Francisco General Hospital should be provided with full and expeditious consideration, including through the land use planning process; and, be it FURTHER RESOLVED, That the Board of Supervisors urges the Mayor to cause the implementation of accepted recommendations through his/her department heads and through the development of the annual budget; and, be it FURTHER RESOLVED, That the Board of Supervisors urges City departments responsible for recommendations not necessitating a response from the Board of Supervisors to provide a status report to the Board of Supervisors on implementation of said recommendations within six months of the passage of this resolution. October 2, 2007 Board of Supervisors — ADOPTED 2006-07 Preparing for a Disaster: V-C6. The Department of Public Health should budget for and the Emergency Will Not Be DEM believes this is an internal operational issue and defers to the administration of the ** ** Administrative Commitment and Public Health Commission, the Mayor and the Board of Management Implemented: Not Department of Public Health. Appropriate Funding in the Supervisors should approve a new full time manager position of Warranted or Not Department of Emergency Disaster Preparedness Coordinator assigned to the Emergency Reasonable Management and the Medical Services Agency by FY09. Department of Public Health 2006-07 Preparing for a Disaster: V-C6. The Department of Public Health should budget for and the Emergency Will Not Be Disagree – See V-C3. ** ** Administrative Commitment and Public Health Commission, the Mayor and the Board of Medical Implemented: Not Appropriate Funding in the Supervisors should approve a new full time manager position of Services Agency Warranted or Not Department of Emergency Disaster Preparedness Coordinator assigned to the Emergency Reasonable Management and the Medical Services Agency by FY09. Department of Public Health 2006-07 Preparing for a Disaster: V-C6. The Department of Public Health should budget for and the Mayor Will Not Be The Mayor's Office supports the Department of Emergency Management's and the ** ** Administrative Commitment and Public Health Commission, the Mayor and the Board of Implemented: Not Department of Public Health's responses. Appropriate Funding in the Supervisors should approve a new full time manager position of Warranted or Not Department of Emergency Disaster Preparedness Coordinator assigned to the Emergency Reasonable Management and the Medical Services Agency by FY09. Department of Public Health 2006-07 Preparing for a Disaster: V-C6. The Department of Public Health should budget for and the Public Health Will Not Be Disagree – See V-C3. No change ** ** Administrative Commitment and Public Health Commission, the Mayor and the Board of Implemented: Not Appropriate Funding in the Supervisors should approve a new full time manager position of Warranted or Not Department of Emergency Disaster Preparedness Coordinator assigned to the Emergency Reasonable Management and the Medical Services Agency by FY09. Department of Public Health 2006-07 CGJ Year Report Title Recommendation Response 2008 Response (1) 2008 Response Text 2009 Response (1) 2009 Response Text 2010 Response (1) 2010 Response Text Required 2006-07 Preparing for a Disaster: V-C7. The Department of Public Health should budget for and the Emergency Recommendation Agree – DEM supports the Department of Public Health’s response. ** ** Administrative Commitment and Public Health Commission should approve ongoing local funding Management Implemented Appropriate Funding in the to maintain critical disaster planning continuity. Department of Emergency Management and the Department of Public Health 2006-07 Preparing for a Disaster: V-C7. The Department of Public Health should budget for and the Emergency Recommendation Agree - The Department did budget and the Commission funded positions in FY07-08 for ** ** Administrative Commitment and Public Health Commission should approve ongoing local funding Medical Implemented disaster planning continuity. Positions are included in draft FY 08-09 budget. Appropriate Funding in the to maintain critical disaster planning continuity. Services Agency Department of Emergency Management and the Department of Public Health 2006-07 Preparing for a Disaster: V-C7. The Department of Public Health should budget for and the Public Health Recommendation Agree - The Department did budget and the Commission funded positions in FY07-08 for ** ** Administrative Commitment and Public Health Commission should approve ongoing local funding Implemented disaster planning continuity. Positions are included in draft FY 08-09 budget. Appropriate Funding in the to maintain critical disaster planning continuity. Department of Emergency Management and the Department of Public Health 2006-07 Preparing for a Disaster: V-C8. The Department of Public Health should assign the newly Emergency Will Not Be DEM believes this is an internal operational issue and defers to the administration of the ** ** Administrative Commitment and posted position of Health Program Planner to the staff of the Management Implemented: Not Department of Public Health. Appropriate Funding in the Emergency Medical Services Agency. Warranted or Not Department of Emergency Reasonable Management and the Department of Public Health 2006-07 Preparing for a Disaster: V-C8. The Department of Public Health should assign the newly Emergency Will Not Be Disagree – Since the Office of Policy and Planning has overall responsibility for the ** ** Administrative Commitment and posted position of Health Program Planner to the staff of the Medical Implemented: Not coordination of disaster planning in the Department, the position should be assigned to Appropriate Funding in the Emergency Medical Services Agency. Services Agency Warranted or Not OPP. Department of Emergency Reasonable Management and the Department of Public Health 2006-07 Preparing for a Disaster: V-C8. The Department of Public Health should assign the newly Public Health Will Not Be Disagree – Since the Office of Policy and Planning has overall responsibility for the ** ** Administrative Commitment and posted position of Health Program Planner to the staff of the Implemented: Not coordination of disaster planning in the Department, the position should be assigned to Appropriate Funding in the Emergency Medical Services Agency. Warranted or Not OPP. No change Department of Emergency Reasonable Management and the Department of Public Health 2006-07 Preparing for a Disaster: V-C9. The Department should amend the job scope of the Health Emergency Recommendation Agree – DEM supports the Department of Public Health’s response. ** ** Administrative Commitment and Program Planner position to specify this as an ongoing medical Management Implemented Appropriate Funding in the disaster preparedness position, and amend the posted “desired” Department of Emergency qualifications of the job to include experience in documented Management and the disaster response. Department of Public Health 2006-07 Preparing for a Disaster: V-C9. The Department should amend the job scope of the Health Emergency Recommendation Agree – DPH has 4 senior health program planners that work on disaster preparedness ** ** Administrative Commitment and Program Planner position to specify this as an ongoing medical Medical Implemented issues – this is spelled out in the job description and work plans. Appropriate Funding in the disaster preparedness position, and amend the posted “desired” Services Agency Department of Emergency qualifications of the job to include experience in documented Management and the disaster response. Department of Public Health 2006-07 Preparing for a Disaster: V-C9. The Department should amend the job scope of the Health Public Health Recommendation Agree – DPH has 4 senior health program planners that work on disaster preparedness ** ** Administrative Commitment and Program Planner position to specify this as an ongoing medical Implemented issues – this is spelled out in the job description and work plans. No change Appropriate Funding in the disaster preparedness position, and amend the posted “desired” Department of Emergency qualifications of the job to include experience in documented Management and the disaster response. Department of Public Health 2006-07 Preparing for a Disaster: V-Di1. To secure, store and keep the field care clinics accessible, Emergency Will Be Agree with Future Implementation – DEM is currently seeking a logistics planner and Will Be Implemented While we have secured and stored the field care clinics, we do not have the capacity in Recommendation The EMSA is now part of DEM. This has provided some additional resources and all the Administrative Commitment and the Emergency Medical Services Agency should partner with the Management Implemented in the coordinator who will work City departments regarding storage and maintenance issues. in the Future the budget for a coordinated maintenance and sustainment plan. Timeframe is Implemented EMSA emergency assets are also captured in the Resource Directory established by the Appropriate Funding in the Department of Emergency Management and the General Future We hope to have a partial or full solution in the next six months. Progress has been made unknown. ERWG. The Field Care Clinics and POD trailers are included in the directory and are stored at Department of Emergency Services Agency to develop a coordinated maintenance and on this issue through DPH. strategic locations in the city. In March of 2010 DEM hosted a drill to inventory, provide Management and the budget plan to safeguard the field care clinics. maintenance and train city staff in erecting these assets. Department of Public Health 2006-07 Preparing for a Disaster: V-Di1. To secure, store and keep the field care clinics accessible, Emergency Recommendation Agree – The Department of Health (not just the EMSA) needs to work with DEM, GSA, the ** ** Administrative Commitment and the Emergency Medical Services Agency should partner with the Medical Implemented Mayor’s Office and the Fire Department to develop a maintenance and storage plan for Appropriate Funding in the Department of Emergency Management and the General Services Agency FCC’s. The FCC’s are stored in locations throughout San Francisco. Draft Standard Department of Emergency Services Agency to develop a coordinated maintenance and Operating Procedures are currently being vetted and MOU’s with agencies that are Management and the budget plan to safeguard the field care clinics. storing the trailers are being completed. Department of Public Health 2006-07 CGJ Year Report Title Recommendation Response 2008 Response (1) 2008 Response Text 2009 Response (1) 2009 Response Text 2010 Response (1) 2010 Response Text Required 2006-07 Preparing for a Disaster: V-Di1. To secure, store and keep the field care clinics accessible, Public Health Recommendation Agree – The Department of Health (not just the EMSA) needs to work with DEM, GSA, the ** ** Administrative Commitment and the Emergency Medical Services Agency should partner with the Implemented Mayor’s Office and the Fire Department to develop a maintenance and storage plan for Appropriate Funding in the Department of Emergency Management and the General FCC’s. The FCC’s are stored in locations throughout San Francisco. Draft Standard Department of Emergency Services Agency to develop a coordinated maintenance and Operating Procedures are currently being vetted and MOU’s with agencies that are Management and the budget plan to safeguard the field care clinics. storing the trailers are being completed. Department of Public Health 2006-07 Preparing for a Disaster: V-Di2. The Department of Public Health should budget for, and Board of Will Not Be RESOLVED, That the Board of Supervisors reports to the Presiding Judge of the Superior ** ** Administrative Commitment and the Public Health Commission, the Mayor and the Board of Supervisors Implemented: Not Court that it agrees with Recommendation Nos. I-I, ll-A2, ll-B2, IV-D8, and V-El of the Appropriate Funding in the Supervisors should approve, the clearly defined program-staffing Warranted or Not 2006-2007 Civil Grand Jury Report entitled “Preparing for a Disaster: Administrative Department of Emergency positions requested by the Emergency Medical Services Agency Reasonable Commitment and Appropriate Funding in the Department of Emergency Management and Management and the as necessary to support maintenance of the field care clinics and the Department of Public Health”; and be it FURTHER RESOLVED, That the Board of Department of Public Health other disaster preparedness equipment by FY09. Supervisors reports that it agrees with Recommendation Nos. ll-A3, ll-A8, ll-E4, 111-2, 111-3, 111-8, lV-B3, lV-B6, IV-Cil, V-C6, V-Di2, V6 Di4, V-Dii1, V-Dii3, and V-Diii1 subject to financial constraints, Budget Analyst review, and budget priorities determined during the annual budget process; and, be it FURTHER RESOLVED, That the Board of Supervisors reports that it partially agrees with Recommendation No. VI-El, as follows: - A helipad on San Francisco General Hospital should be provided with full and expeditious consideration, including through the land use planning process; and, be it FURTHER RESOLVED, That the Board of Supervisors urges the Mayor to cause the implementation of accepted recommendations through his/her department heads and through the development of the annual budget; and, be it FURTHER RESOLVED, That the Board of Supervisors urges City departments responsible for recommendations not necessitating a response from the Board of Supervisors to provide a status report to the Board of Supervisors on implementation of said recommendations within six months of the passage of this resolution. October 2, 2007 Board of Supervisors — ADOPTED 2006-07 Preparing for a Disaster: V-Di2. The Department of Public Health should budget for, and Emergency Recommendation Agree- DEM supports the Department of Public Health’s response. ** ** Administrative Commitment and the Public Health Commission, the Mayor and the Board of Management Implemented Appropriate Funding in the Supervisors should approve, the clearly defined program-staffing Department of Emergency positions requested by the Emergency Medical Services Agency Management and the as necessary to support maintenance of the field care clinics and Department of Public Health other disaster preparedness equipment by FY09. 2006-07 Preparing for a Disaster: V-Di2. The Department of Public Health should budget for, and Emergency Recommendation Agree- DEM supports the Department of Public Health’s response. ** ** Administrative Commitment and the Public Health Commission, the Mayor and the Board of Medical Implemented Appropriate Funding in the Supervisors should approve, the clearly defined program-staffing Services Agency Department of Emergency positions requested by the Emergency Medical Services Agency Management and the as necessary to support maintenance of the field care clinics and Department of Public Health other disaster preparedness equipment by FY09. 2006-07 Preparing for a Disaster: V-Di2. The Department of Public Health should budget for, and Mayor Requires Further Funding requests for FY09 will be carefully reviewed and assessed once they are -- Department elected not to respond. -- Department elected not to respond. Administrative Commitment and the Public Health Commission, the Mayor and the Board of Analysis submitted to the Mayor’s Office. Appropriate Funding in the Supervisors should approve, the clearly defined program-staffing Department of Emergency positions requested by the Emergency Medical Services Agency Management and the as necessary to support maintenance of the field care clinics and Department of Public Health other disaster preparedness equipment by FY09. 2006-07 Preparing for a Disaster: V-Di2. The Department of Public Health should budget for, and Public Health Recommendation Agree – DPH should budget the staffing positions necessary to support the field care ** ** Administrative Commitment and the Public Health Commission, the Mayor and the Board of Implemented clinics in the 09 budget – where they functionally reside. In all likelihood, this will not be Appropriate Funding in the Supervisors should approve, the clearly defined program-staffing with the EMSA agency. The Office of Policy and Planning has had responsibility for the Department of Emergency positions requested by the Emergency Medical Services Agency FCC’s since they were procured. The position mentioned in this section is in process of Management and the as necessary to support maintenance of the field care clinics and being hired – will reside in Office of Policy and Planning. Department of Public Health other disaster preparedness equipment by FY09. 2006-07 Preparing for a Disaster: V-Di3. The Department of Emergency Management should verify Emergency Will Not Be Disagree – DEM supports the Department of Public Health’s response. DPH and other ** ** Administrative Commitment and the maintenance, security and state of readiness of the grant- Management Implemented: Not departments were provided a general funded logistics positions in order to incorporate Appropriate Funding in the funded field care clinics. Warranted or Not tasks like this into their routine activities. Department of Emergency Reasonable Management and the Department of Public Health 2006-07 Preparing for a Disaster: V-Di3. The Department of Emergency Management should verify Emergency Will Not Be Disagree – This is not the role of the DEM. The DEM tracks inventory on a quarterly basis ** ** Administrative Commitment and the maintenance, security and state of readiness of the grant- Medical Implemented: Not for grant compliance purposes, but the departments who received the equipment should Appropriate Funding in the funded field care clinics. Services Agency Warranted or Not be responsible for verifying the maintenance and readiness of equipment under their Department of Emergency Reasonable purview. Management and the Department of Public Health 2006-07 Preparing for a Disaster: V-Di3. The Department of Emergency Management should verify Public Health Will Not Be Disagree – This is not the role of the DEM. The DEM tracks inventory on a quarterly basis ** ** Administrative Commitment and the maintenance, security and state of readiness of the grant- Implemented: Not for grant compliance purposes, but the departments who received the equipment should Appropriate Funding in the funded field care clinics. Warranted or Not be responsible for verifying the maintenance and readiness of equipment under their Department of Emergency Reasonable purview. No change Management and the Department of Public Health 2006-07 CGJ Year Report Title Recommendation Response 2008 Response (1) 2008 Response Text 2009 Response (1) 2009 Response Text 2010 Response (1) 2010 Response Text Required 2006-07 Preparing for a Disaster: V-Di4. The Department of Public Health should budget for, and Board of Will Not Be RESOLVED, That the Board of Supervisors reports to the Presiding Judge of the Superior ** ** Administrative Commitment and the Public Health Commission, the Mayor and the Board of Supervisors Implemented: Not Court that it agrees with Recommendation Nos. I-I, ll-A2, ll-B2, IV-D8, and V-El of the Appropriate Funding in the Supervisors should approve, the clearly defined program-staffing Warranted or Not 2006-2007 Civil Grand Jury Report entitled “Preparing for a Disaster: Administrative Department of Emergency positions as requested by the Emergency Medical Services Reasonable Commitment and Appropriate Funding in the Department of Emergency Management and Management and the Agency to support this function by FY09. the Department of Public Health”; and be it FURTHER RESOLVED, That the Board of Department of Public Health Supervisors reports that it agrees with Recommendation Nos. ll-A3, ll-A8, ll-E4, 111-2, 111-3, 111-8, lV-B3, lV-B6, IV-Cil, V-C6, V-Di2, V6 Di4, V-Dii1, V-Dii3, and V-Diii1 subject to financial constraints, Budget Analyst review, and budget priorities determined during the annual budget process; and, be it FURTHER RESOLVED, That the Board of Supervisors reports that it partially agrees with Recommendation No. VI-El, as follows: - A helipad on San Francisco General Hospital should be provided with full and expeditious consideration, including through the land use planning process; and, be it FURTHER RESOLVED, That the Board of Supervisors urges the Mayor to cause the implementation of accepted recommendations through his/her department heads and through the development of the annual budget; and, be it FURTHER RESOLVED, That the Board of Supervisors urges City departments responsible for recommendations not necessitating a response from the Board of Supervisors to provide a status report to the Board of Supervisors on implementation of said recommendations within six months of the passage of this resolution. October 2, 2007 Board of Supervisors — ADOPTED 2006-07 Preparing for a Disaster: V-Di4. The Department of Public Health should budget for, and Emergency Requires Further Further Analysis Required – DEM supports the Department of Public Health’s response. Requires Further DEM supports the Department of Public Health’s response. Will Not Be See #24 above. Administrative Commitment and the Public Health Commission, the Mayor and the Board of Management Analysis Analysis Implemented: Not Appropriate Funding in the Supervisors should approve, the clearly defined program-staffing Warranted or Not Department of Emergency positions as requested by the Emergency Medical Services Reasonable Management and the Agency to support this function by FY09. Department of Public Health 2006-07 Preparing for a Disaster: V-Di4. The Department of Public Health should budget for, and Emergency Requires Further Further Analysis Required – Full time staff should be provided to fill this role if work load Will Not Be This position will not be created due to reanalysis of EMS roles and functions. ** Administrative Commitment and the Public Health Commission, the Mayor and the Board of Medical Analysis demonstrates this is necessary. Due to the very difficult budget situation and upcoming Implemented: Not Pharmaceutical cache management has been transferred to individual hospitals. Appropriate Funding in the Supervisors should approve, the clearly defined program-staffing Services Agency cuts in health, it is unlikely this position will be created. We need to use existing resources Warranted or Not Department of Emergency positions as requested by the Emergency Medical Services to manage pharmaceutical cache. Reasonable Management and the Agency to support this function by FY09. Department of Public Health 2006-07 Preparing for a Disaster: V-Di4. The Department of Public Health should budget for, and Mayor Requires Further Funding requests will be carefully reviewed and assessed once they are submitted to the -- Department elected not to respond. -- Department elected not to respond. Administrative Commitment and the Public Health Commission, the Mayor and the Board of Analysis Mayor’s Office. Appropriate Funding in the Supervisors should approve, the clearly defined program-staffing Department of Emergency positions as requested by the Emergency Medical Services Management and the Agency to support this function by FY09. Department of Public Health 2006-07 Preparing for a Disaster: V-Di4. The Department of Public Health should budget for, and Public Health Requires Further Full time staff should be provided to fill this role if work load demonstrates this is Will Not Be This position will not be created due to reanalysis of EMS roles and functions. ** Administrative Commitment and the Public Health Commission, the Mayor and the Board of Analysis necessary. Due to the very difficult budget situation and upcoming cuts in health, it is Implemented: Not Pharmaceutical cache management has been transferred to individual hospitals. Appropriate Funding in the Supervisors should approve, the clearly defined program-staffing unlikely this position will be created. We need to use existing resources to manage Warranted or Not Department of Emergency positions as requested by the Emergency Medical Services pharmaceutical cache. Reasonable Management and the Agency to support this function by FY09. Department of Public Health 2006-07 Preparing for a Disaster: V-Dii1. The Department of Public Health should budget for, and Board of Will Not Be RESOLVED, That the Board of Supervisors reports to the Presiding Judge of the Superior Will Not Be This project will NOT be implemented as first planned. The software has never worked ** Administrative Commitment and the Public Health Commission, the Mayor and the Board of Supervisors Implemented: Not Court that it agrees with Recommendation Nos. I-I, ll-A2, ll-B2, IV-D8, and V-El of the Implemented: Not properly and after hundreds of hours of testing is still not functional. As an alternative, Appropriate Funding in the Supervisors should approve, the clearly defined program-staffing Warranted or Not 2006-2007 Civil Grand Jury Report entitled “Preparing for a Disaster: Administrative Warranted or Not EMS has created a paper based patient tracking system that can be used until a Department of Emergency positions requested by the Emergency Medical Services Agency Reasonable Commitment and Appropriate Funding in the Department of Emergency Management and Reasonable product comes on the market that can work in an urban, hilly environment. No Management and the as necessary to complete the development and operational the Department of Public Health”; and be it FURTHER RESOLVED, That the Board of additional position is required to run this program. Department of Public Health phase of the Electronic Patient Tracking Pilot Project and Supervisors reports that it agrees with Recommendation Nos. ll-A3, ll-A8, ll-E4, 111-2, implement the System by FY08. 111-3, 111-8, lV-B3, lV-B6, IV-Cil, V-C6, V-Di2, V6 Di4, V-Dii1, V-Dii3, and V-Diii1 subject to financial constraints, Budget Analyst review, and budget priorities determined during the annual budget process; and, be it FURTHER RESOLVED, That the Board of Supervisors reports that it partially agrees with Recommendation No. VI-El, as follows: - A helipad on San Francisco General Hospital should be provided with full and expeditious consideration, including through the land use planning process; and, be it FURTHER RESOLVED, That the Board of Supervisors urges the Mayor to cause the implementation of accepted recommendations through his/her department heads and through the development of the annual budget; and, be it FURTHER RESOLVED, That the Board of Supervisors urges City departments responsible for recommendations not necessitating a response from the Board of Supervisors to provide a status report to the Board of Supervisors on implementation of said recommendations within six months of the passage of this resolution. October 2, 2007 Board of Supervisors — ADOPTED 2006-07 Preparing for a Disaster: V-Dii1. The Department of Public Health should budget for, and Emergency Requires Further Further Analysis Required – DEM supports the Department of Public Health’s response. Requires Further DEM supports the Department of Public Health’s response. Will Not Be See #24 above. Administrative Commitment and the Public Health Commission, the Mayor and the Board of Management Analysis Analysis Implemented: Not Appropriate Funding in the Supervisors should approve, the clearly defined program-staffing Warranted or Not Department of Emergency positions requested by the Emergency Medical Services Agency Reasonable Management and the as necessary to complete the development and operational Department of Public Health phase of the Electronic Patient Tracking Pilot Project and implement the System by FY08. 2006-07 Preparing for a Disaster: V-Dii1. The Department of Public Health should budget for, and Emergency Requires Further Further Analysis Required – Patient tracking has taken a new course in the last month. Will Not Be This project will NOT be implemented as first planned. The software has never worked ** Administrative Commitment and the Public Health Commission, the Mayor and the Board of Medical Analysis Analysis should be conducted to determine necessary staffing levels. Because of CCSF Implemented: Not properly and after hundreds of hours of testing is still not functional. As an alternative, Appropriate Funding in the Supervisors should approve, the clearly defined program-staffing Services Agency budget situation, looking for grant funding to create a position for this project. Warranted or Not EMS has created a paper based patient tracking system that can be used until a Department of Emergency positions requested by the Emergency Medical Services Agency Reasonable product comes on the market that can work in an urban, hilly environment. No Management and the as necessary to complete the development and operational additional position is required to run this program. Department of Public Health phase of the Electronic Patient Tracking Pilot Project and implement the System by FY08. 2006-07 CGJ Year Report Title Recommendation Response 2008 Response (1) 2008 Response Text 2009 Response (1) 2009 Response Text 2010 Response (1) 2010 Response Text Required 2006-07 Preparing for a Disaster: V-Dii1. The Department of Public Health should budget for, and Mayor Requires Further Funding requests will be carefully reviewed and assessed once they are submitted to the -- Department elected not to respond. -- Department elected not to respond. Administrative Commitment and the Public Health Commission, the Mayor and the Board of Analysis Mayor’s Office. Appropriate Funding in the Supervisors should approve, the clearly defined program-staffing Department of Emergency positions requested by the Emergency Medical Services Agency Management and the as necessary to complete the development and operational Department of Public Health phase of the Electronic Patient Tracking Pilot Project and implement the System by FY08. 2006-07 Preparing for a Disaster: V-Dii1. The Department of Public Health should budget for, and Public Health Requires Further Patient tracking has taken a new course in the last month. Analysis should be conducted Will Not Be This project will NOT be implemented as first planned. The software has never worked ** Administrative Commitment and the Public Health Commission, the Mayor and the Board of Analysis to determine necessary staffing levels. Because of CCSF budget situation, looking for Implemented: Not properly and after hundreds of hours of testing is still not functional. As an alternative, Appropriate Funding in the Supervisors should approve, the clearly defined program-staffing grant funding to create a position for this project. Warranted or Not EMS has created a paper based patient tracking system that can be used until a Department of Emergency positions requested by the Emergency Medical Services Agency Reasonable product comes on the market that can work in an urban, hilly environment. No Management and the as necessary to complete the development and operational additional position is required to run this program. Department of Public Health phase of the Electronic Patient Tracking Pilot Project and implement the System by FY08. 2006-07 Preparing for a Disaster: V-Dii2. The Department of Emergency Management should track Emergency Will Not Be Disagree – DEM supports the Department of Public Health’s response. ** ** Administrative Commitment and the implementation and verify that training and technical support Management Implemented: Not Appropriate Funding in the is ongoing on the Patient Tracking System. Warranted or Not Department of Emergency Reasonable Management and the Department of Public Health 2006-07 Preparing for a Disaster: V-Dii2. The Department of Emergency Management should track Emergency Will Not Be Disagree – This is not the role of DEM. DPH has the contract with vendors and is ** ** Administrative Commitment and the implementation and verify that training and technical support Medical Implemented: Not responsible for implementation and technical support. Appropriate Funding in the is ongoing on the Patient Tracking System. Services Agency Warranted or Not Department of Emergency Reasonable Management and the Department of Public Health 2006-07 Preparing for a Disaster: V-Dii2. The Department of Emergency Management should track Public Health Will Not Be Disagree – This is not the role of DEM. DPH has the contract with vendors and is ** ** Administrative Commitment and the implementation and verify that training and technical support Implemented: Not responsible for implementation and technical support. No change Appropriate Funding in the is ongoing on the Patient Tracking System. Warranted or Not Department of Emergency Reasonable Management and the Department of Public Health 2006-07 Preparing for a Disaster: V-Dii3. After the Patient Tracking Program is operational, the Board of Will Not Be RESOLVED, That the Board of Supervisors reports to the Presiding Judge of the Superior ** ** Administrative Commitment and Department of Public Health should budget for, and the Public Supervisors Implemented: Not Court that it agrees with Recommendation Nos. I-I, ll-A2, ll-B2, IV-D8, and V-El of the Appropriate Funding in the Health Commission, the Mayor and the Board of Supervisors Warranted or Not 2006-2007 Civil Grand Jury Report entitled “Preparing for a Disaster: Administrative Department of Emergency should approve the clearly defined program-staffing positions Reasonable Commitment and Appropriate Funding in the Department of Emergency Management and Management and the requested by the Emergency Medical Services Agency as the Department of Public Health”; and be it FURTHER RESOLVED, That the Board of Department of Public Health necessary for ongoing technical support and program training on Supervisors reports that it agrees with Recommendation Nos. ll-A3, ll-A8, ll-E4, 111-2, the Electronic Patient Tracking System by FY09. 111-3, 111-8, lV-B3, lV-B6, IV-Cil, V-C6, V-Di2, V6 Di4, V-Dii1, V-Dii3, and V-Diii1 subject to financial constraints, Budget Analyst review, and budget priorities determined during the annual budget process; and, be it FURTHER RESOLVED, That the Board of Supervisors reports that it partially agrees with Recommendation No. VI-El, as follows: - A helipad on San Francisco General Hospital should be provided with full and expeditious consideration, including through the land use planning process; and, be it FURTHER RESOLVED, That the Board of Supervisors urges the Mayor to cause the implementation of accepted recommendations through his/her department heads and through the development of the annual budget; and, be it FURTHER RESOLVED, That the Board of Supervisors urges City departments responsible for recommendations not necessitating a response from the Board of Supervisors to provide a status report to the Board of Supervisors on implementation of said recommendations within six months of the passage of this resolution. October 2, 2007 Board of Supervisors — ADOPTED 2006-07 Preparing for a Disaster: V-Dii3. After the Patient Tracking Program is operational, the Emergency Requires Further Further analysis Required - DEM supports the Department of Public Health’s response Requires Further DEM supports the Department of Public Health’s response. Will Not Be DEM has adequate personnel to manage this project at the present time. Upon such time that Administrative Commitment and Department of Public Health should budget for, and the Public Management Analysis Analysis Implemented: Not the project is made fully operational implemented we will evaluate the need for additional Appropriate Funding in the Health Commission, the Mayor and the Board of Supervisors Warranted or Not resources and request them as appropriate. DEM supports DPH in that the project will not be Department of Emergency should approve the clearly defined program-staffing positions Reasonable implemented as first planned. In the meantime we will use a manual tracking system. Management and the requested by the Emergency Medical Services Agency as Department of Public Health necessary for ongoing technical support and program training on the Electronic Patient Tracking System by FY09. 2006-07 Preparing for a Disaster: V-Dii3. After the Patient Tracking Program is operational, the Emergency Requires Further Further Analysis Required - See V-Dii1. Looking for grant funding. Will Not Be See above response. ** Administrative Commitment and Department of Public Health should budget for, and the Public Medical Analysis Implemented: Not Appropriate Funding in the Health Commission, the Mayor and the Board of Supervisors Services Agency Warranted or Not Department of Emergency should approve the clearly defined program-staffing positions Reasonable Management and the requested by the Emergency Medical Services Agency as Department of Public Health necessary for ongoing technical support and program training on the Electronic Patient Tracking System by FY09. 2006-07 Preparing for a Disaster: V-Dii3. After the Patient Tracking Program is operational, the Mayor Requires Further Funding requests will be carefully reviewed and assessed once they are submitted to the -- Department elected not to respond. -- Department elected not to respond. Administrative Commitment and Department of Public Health should budget for, and the Public Analysis Mayor’s Office. Appropriate Funding in the Health Commission, the Mayor and the Board of Supervisors Department of Emergency should approve the clearly defined program-staffing positions Management and the requested by the Emergency Medical Services Agency as Department of Public Health necessary for ongoing technical support and program training on the Electronic Patient Tracking System by FY09. 2006-07 CGJ Year Report Title Recommendation Response 2008 Response (1) 2008 Response Text 2009 Response (1) 2009 Response Text 2010 Response (1) 2010 Response Text Required 2006-07 Preparing for a Disaster: V-Dii3. After the Patient Tracking Program is operational, the Public Health Requires Further See V-Dii1. Looking for grant funding. Will Not Be See above response. ** Administrative Commitment and Department of Public Health should budget for, and the Public Analysis Implemented: Not Appropriate Funding in the Health Commission, the Mayor and the Board of Supervisors Warranted or Not Department of Emergency should approve the clearly defined program-staffing positions Reasonable Management and the requested by the Emergency Medical Services Agency as Department of Public Health necessary for ongoing technical support and program training on the Electronic Patient Tracking System by FY09. 2006-07 Preparing for a Disaster: V-Diii1. The Department of Public Health should budget for, and Board of Will Not Be RESOLVED, That the Board of Supervisors reports to the Presiding Judge of the Superior ** ** Administrative Commitment and the Public Health Commission, the Mayor and the Board of Supervisors Implemented: Not Court that it agrees with Recommendation Nos. I-I, ll-A2, ll-B2, IV-D8, and V-El of the Appropriate Funding in the Supervisors should approve the clearly defined program-staffing Warranted or Not 2006-2007 Civil Grand Jury Report entitled “Preparing for a Disaster: Administrative Department of Emergency positions requested by the Emergency Medical Services Agency Reasonable Commitment and Appropriate Funding in the Department of Emergency Management and Management and the as necessary to maintain and test communications equipment the Department of Public Health”; and be it FURTHER RESOLVED, That the Board of Department of Public Health and conduct training on communications systems. Supervisors reports that it agrees with Recommendation Nos. ll-A3, ll-A8, ll-E4, 111-2, 111-3, 111-8, lV-B3, lV-B6, IV-Cil, V-C6, V-Di2, V6 Di4, V-Dii1, V-Dii3, and V-Diii1 subject to financial constraints, Budget Analyst review, and budget priorities determined during the annual budget process; and, be it FURTHER RESOLVED, That the Board of Supervisors reports that it partially agrees with Recommendation No. VI-El, as follows: - A helipad on San Francisco General Hospital should be provided with full and expeditious consideration, including through the land use planning process; and, be it FURTHER RESOLVED, That the Board of Supervisors urges the Mayor to cause the implementation of accepted recommendations through his/her department heads and through the development of the annual budget; and, be it FURTHER RESOLVED, That the Board of Supervisors urges City departments responsible for recommendations not necessitating a response from the Board of Supervisors to provide a status report to the Board of Supervisors on implementation of said recommendations within six months of the passage of this resolution. October 2, 2007 Board of Supervisors — ADOPTED 2006-07 Preparing for a Disaster: V-Diii1. The Department of Public Health should budget for, and Emergency Requires Further Further Analysis Required – DEM supports the Department of Public Health’s response. Requires Further DEM supports the Department of Public Health’s response. Will Not Be EMSA, now in DEM, routinely tests communications equipment. Administrative Commitment and the Public Health Commission, the Mayor and the Board of Management Analysis Analysis Implemented: Not Appropriate Funding in the Supervisors should approve the clearly defined program-staffing Warranted or Not Department of Emergency positions requested by the Emergency Medical Services Agency Reasonable Management and the as necessary to maintain and test communications equipment Department of Public Health and conduct training on communications systems. 2006-07 Preparing for a Disaster: V-Diii1. The Department of Public Health should budget for, and Emergency Requires Further Further Analysis Required - See V-Dii1 Will Not Be Functions have been absorbed by existing program staff. ** Administrative Commitment and the Public Health Commission, the Mayor and the Board of Medical Analysis Implemented: Not Appropriate Funding in the Supervisors should approve the clearly defined program-staffing Services Agency Warranted or Not Department of Emergency positions requested by the Emergency Medical Services Agency Reasonable Management and the as necessary to maintain and test communications equipment Department of Public Health and conduct training on communications systems. 2006-07 Preparing for a Disaster: V-Diii1. The Department of Public Health should budget for, and Mayor Requires Further Funding requests will be carefully reviewed and assessed once they are submitted to the -- Department elected not to respond. -- Department elected not to respond. Administrative Commitment and the Public Health Commission, the Mayor and the Board of Analysis Mayor’s Office. Appropriate Funding in the Supervisors should approve the clearly defined program-staffing Department of Emergency positions requested by the Emergency Medical Services Agency Management and the as necessary to maintain and test communications equipment Department of Public Health and conduct training on communications systems. 2006-07 Preparing for a Disaster: V-Diii1. The Department of Public Health should budget for, and Public Health Requires Further See V-Dii1 No change Will Not Be Functions have been absorbed by existing program staff. ** Administrative Commitment and the Public Health Commission, the Mayor and the Board of Analysis Implemented: Not Appropriate Funding in the Supervisors should approve the clearly defined program-staffing Warranted or Not Department of Emergency positions requested by the Emergency Medical Services Agency Reasonable Management and the as necessary to maintain and test communications equipment Department of Public Health and conduct training on communications systems. 2006-07 Preparing for a Disaster: V-Diii2. The Department of Emergency Management should track Emergency Will Not Be Disagree -Each department is responsible for insuring the maintenance of all equipment ** ** Administrative Commitment and and verify testing of the grant-funded communication equipment. Management Implemented: Not that was provided through grant funding. Appropriate Funding in the Warranted or Not Department of Emergency Reasonable Management and the Department of Public Health 2006-07 Preparing for a Disaster: V-Diii2. The Department of Emergency Management should track Emergency Will Not Be Disagree – This is not the role of DEM. DPH has the contract with vendors and is ** ** Administrative Commitment and and verify testing of the grant-funded communication equipment. Medical Implemented: Not responsible for testing and maintenance Appropriate Funding in the Services Agency Warranted or Not Department of Emergency Reasonable Management and the Department of Public Health 2006-07 Preparing for a Disaster: V-Diii2. The Department of Emergency Management should track Public Health Will Not Be Disagree – This is not the role of DEM. DPH has the contract with vendors and is ** ** Administrative Commitment and and verify testing of the grant-funded communication equipment. Implemented: Not responsible for testing and maintenance No change Appropriate Funding in the Warranted or Not Department of Emergency Reasonable Management and the Department of Public Health 2006-07 CGJ Year Report Title Recommendation Response 2008 Response (1) 2008 Response Text 2009 Response (1) 2009 Response Text 2010 Response (1) 2010 Response Text Required 2006-07 Preparing for a Disaster: V-E1. The Mayor and the Board of Supervisors should recognize Board of Will Not Be RESOLVED, That the Board of Supervisors reports to the Presiding Judge of the Superior ** ** Administrative Commitment and that the Department of Public Health Headquarters located at Supervisors Implemented: Not Court that it agrees with Recommendation Nos. I-I, ll-A2, ll-B2, IV-D8, and V-El of the Appropriate Funding in the 101 Grove Street is critical to the command and control of Warranted or Not 2006-2007 Civil Grand Jury Report entitled “Preparing for a Disaster: Administrative Department of Emergency continued medical services to the community in the case of a Reasonable Commitment and Appropriate Funding in the Department of Emergency Management and Management and the disaster. They should acknowledge that the retrofitting approved the Department of Public Health”; and be it FURTHER RESOLVED, That the Board of Department of Public Health by the voters in 1990 was not completed, and create and Supervisors reports that it agrees with Recommendation Nos. ll-A3, ll-A8, ll-E4, 111-2, implement bond or other funding methods to carry out retrofit 111-3, 111-8, lV-B3, lV-B6, IV-Cil, V-C6, V-Di2, V6 Di4, V-Dii1, V-Dii3, and V-Diii1 subject projects. to financial constraints, Budget Analyst review, and budget priorities determined during the annual budget process; and, be it FURTHER RESOLVED, That the Board of Supervisors reports that it partially agrees with Recommendation No. VI-El, as follows: - A helipad on San Francisco General Hospital should be provided with full and expeditious consideration, including through the land use planning process; and, be it FURTHER RESOLVED, That the Board of Supervisors urges the Mayor to cause the implementation of accepted recommendations through his/her department heads and through the development of the annual budget; and, be it FURTHER RESOLVED, That the Board of Supervisors urges City departments responsible for recommendations not necessitating a response from the Board of Supervisors to provide a status report to the Board of Supervisors on implementation of said recommendations within six months of the passage of this resolution. October 2, 2007 Board of Supervisors — ADOPTED 2006-07 Preparing for a Disaster: V-E1. The Mayor and the Board of Supervisors should recognize Building Will Not Be Does not pertain to Department of Building Inspection. ** ** Administrative Commitment and that the Department of Public Health Headquarters located at Inspection Implemented: Not Appropriate Funding in the 101 Grove Street is critical to the command and control of Warranted or Not Department of Emergency continued medical services to the community in the case of a Reasonable Management and the disaster. They should acknowledge that the retrofitting approved Department of Public Health by the voters in 1990 was not completed, and create and implement bond or other funding methods to carry out retrofit projects. 2006-07 Preparing for a Disaster: V-E1. The Mayor and the Board of Supervisors should recognize Emergency Will Not Be DEM supports the Department of Public Health’s response. ** ** Administrative Commitment and that the Department of Public Health Headquarters located at Management Implemented: Not Appropriate Funding in the 101 Grove Street is critical to the command and control of Warranted or Not Department of Emergency continued medical services to the community in the case of a Reasonable Management and the disaster. They should acknowledge that the retrofitting approved Department of Public Health by the voters in 1990 was not completed, and create and implement bond or other funding methods to carry out retrofit projects. 2006-07 Preparing for a Disaster: V-E1. The Mayor and the Board of Supervisors should recognize Mayor Will Not Be The Mayor’s Office supports the Department of Public Health’s response. ** ** Administrative Commitment and that the Department of Public Health Headquarters located at Implemented: Not Appropriate Funding in the 101 Grove Street is critical to the command and control of Warranted or Not Department of Emergency continued medical services to the community in the case of a Reasonable Management and the disaster. They should acknowledge that the retrofitting approved Department of Public Health by the voters in 1990 was not completed, and create and implement bond or other funding methods to carry out retrofit projects. 2006-07 Preparing for a Disaster: V-E1. The Mayor and the Board of Supervisors should recognize Public Health Will Not Be Disagree – While it would be nice to have 101 Grove Street renovated, in the event of an ** ** Administrative Commitment and that the Department of Public Health Headquarters located at Implemented: Not emergency, command and control of the resources of the Department would not take Appropriate Funding in the 101 Grove Street is critical to the command and control of Warranted or Not place at 101 Grove, but rather at the EOC and DOC. No change Department of Emergency continued medical services to the community in the case of a Reasonable Management and the disaster. They should acknowledge that the retrofitting approved Department of Public Health by the voters in 1990 was not completed, and create and implement bond or other funding methods to carry out retrofit projects. 2006-07 Preparing for a Disaster: V-E2. Until the seismic safety of 1380 Howard Street has been Building Will Not Be Does not pertain to Department of Building Inspection. ** ** Administrative Commitment and verified, a retrofitted seismically safe alternate to 1380 Howard Inspection Implemented: Not Appropriate Funding in the should be designated as the Department’s Operational Warranted or Not Department of Emergency Command Center, no later than the end of fiscal year 2008. Reasonable Management and the Department of Public Health 2006-07 Preparing for a Disaster: V-E2. Until the seismic safety of 1380 Howard Street has been Emergency Requires Further Further Analysis Required Requires Further DEM supports the Department of Public Health’s response. Will Not Be DEM continues to support DPH response to this item. Administrative Commitment and verified, a retrofitted seismically safe alternate to 1380 Howard Management Analysis Analysis Implemented: Not Appropriate Funding in the should be designated as the Department’s Operational Warranted or Not Department of Emergency Command Center, no later than the end of fiscal year 2008. Reasonable Management and the Department of Public Health 2006-07 Preparing for a Disaster: V-E2. Until the seismic safety of 1380 Howard Street has been General Will Be This will be implemented in the future; however, we believe that the responsible lead Will Not Be This will be implemented in the future; however, we believe that the responsible lead ** Administrative Commitment and verified, a retrofitted seismically safe alternate to 1380 Howard Services Agency Implemented in the agency is DEM or the Department of Public Health (DPH), not DPW. Implemented: Not agency is DEM or the Department of Public Health (DPH), not DPW. Appropriate Funding in the should be designated as the Department’s Operational - Public Works Future Warranted or Not Department of Emergency Command Center, no later than the end of fiscal year 2008. If 1380 Howard is inadequate as a DOC location, DPH should consider locating its DOC in Reasonable If 1380 Howard is inadequate as a DOC location, DPH should consider locating its Management and the a more recently built structure on the San Francisco General Hospital campus or in the DOC in a more recently built structure on the San Francisco General Hospital campus Department of Public Health newly constructed Laguna Honda Hospital campus when completed. or in the newly constructed Laguna Honda Hospital campus when completed. If requested DPW could assist in the survey/evaluation of a potential facilities’ seismic If requested DPW could assist in the survey/evaluation of a potential facilities’ seismic strength; and propose adequate funding for the renovation of DPH’s DOC for the Capital strength; and propose adequate funding for the renovation of DPH’s DOC for the Plan and for future appropriation. Capital Plan and for future appropriation. 2006-07 CGJ Year Report Title Recommendation Response 2008 Response (1) 2008 Response Text 2009 Response (1) 2009 Response Text 2010 Response (1) 2010 Response Text Required 2006-07 Preparing for a Disaster: V-E2. Until the seismic safety of 1380 Howard Street has been Public Health Will Not Be Disagree - Refer to V-E1 No change ** ** Administrative Commitment and verified, a retrofitted seismically safe alternate to 1380 Howard Implemented: Not Appropriate Funding in the should be designated as the Department’s Operational Warranted or Not Department of Emergency Command Center, no later than the end of fiscal year 2008. Reasonable Management and the Department of Public Health 2006-07 Preparing for a Disaster: V-E3. A retrofitted Department of Public Health Departmental Building Will Not Be Does not pertain to Department of Building Inspection. ** ** Administrative Commitment and Operations Command Center and alternate Command Center Inspection Implemented: Not Appropriate Funding in the should have a fixed generator. Warranted or Not Department of Emergency Reasonable Management and the Department of Public Health 2006-07 Preparing for a Disaster: V-E3. A retrofitted Department of Public Health Departmental Emergency Requires Further Further Analysis Required – Defer to DPH response Requires Further DEM supports the Department of Public Health’s response. Will Not Be DEM continues to support DPH response to this item. Administrative Commitment and Operations Command Center and alternate Command Center Management Analysis Analysis Implemented: Not Appropriate Funding in the should have a fixed generator. Warranted or Not Department of Emergency Reasonable Management and the Department of Public Health 2006-07 Preparing for a Disaster: V-E3. A retrofitted Department of Public Health Departmental General Will Be This will be implemented in the future; however, we believe that the responsible lead Will Not Be This will be implemented in the future; however, we believe that the responsible lead ** Administrative Commitment and Operations Command Center and alternate Command Center Services Agency Implemented in the agency is DEM or the Department of Public Health (DPH), not DPW. Implemented: Not agency is DEM or the Department of Public Health (DPH), not DPW. Appropriate Funding in the should have a fixed generator. - Public Works Future Warranted or Not Department of Emergency If requested DPW could assist in the survey/evaluation of a potential facilities’ seismic Reasonable If requested DPW could assist in the survey/evaluation of a potential facilities’ seismic Management and the strength; and include this item when proposing adequate funding for the renovation of strength; and include this item when proposing adequate funding for the renovation of Department of Public Health DPH’s DOC for the Capital Plan and for future appropriation. DPH’s DOC for the Capital Plan and for future appropriation. 2006-07 Preparing for a Disaster: V-E3. A retrofitted Department of Public Health Departmental Public Health Requires Further Generators are very expensive and grant funds do not cover all of the expense related to Recommendation DPH has purchased portable generators and has upgraded fixed assets. Current ** Administrative Commitment and Operations Command Center and alternate Command Center Analysis the purchase and installation of fixed generators. More information is being studied by Implemented inventory includes: Appropriate Funding in the should have a fixed generator. DEM in regards to overall emergency power in CCSF. No change 4 @ 6500watts Department of Emergency 1@ 5000watts Management and the 1@ 36KW on wheels Department of Public Health 2006-07 Preparing for a Disaster: V-E4. Until a seismically upgraded Departmental Operations Building Will Not Be Does not pertain to Department of Building Inspection. ** ** Administrative Commitment and Command Center is operable, both 1380 Howard and the Inspection Implemented: Not Appropriate Funding in the alternate DOC site for the Department of Public Health should Warranted or Not Department of Emergency have a dedicated (identified for use by the DOC), portable Reasonable Management and the backup generator capable of supporting multiple computer and Department of Public Health communication devices by FY09. 2006-07 Preparing for a Disaster: V-E4. Until a seismically upgraded Departmental Operations Emergency Requires Further Further Analysis Required – DEM agrees with DPH response. Requires Further DEM supports the Department of Public Health’s response. Will Not Be DEM continues to support DPH response to this item. Administrative Commitment and Command Center is operable, both 1380 Howard and the Management Analysis Analysis Implemented: Not Appropriate Funding in the alternate DOC site for the Department of Public Health should Warranted or Not Department of Emergency have a dedicated (identified for use by the DOC), portable Reasonable Management and the backup generator capable of supporting multiple computer and Department of Public Health communication devices by FY09. 2006-07 Preparing for a Disaster: V-E4. Until a seismically upgraded Departmental Operations Public Health Requires Further DPH is currently analyzing back up power and the use of fixed vs. portable generators, Recommendation See above answer. DPH has purchased 6 portable gas fired generators for use by the ** Administrative Commitment and Command Center is operable, both 1380 Howard and the Analysis including cost and construction factors. No change Implemented Primary Care Centers in an emergency situation. In addition, the ‘fixed’ generator at Appropriate Funding in the alternate DOC site for the Department of Public Health should 1380 Howard has been upgraded and retrofitted to support emergency functions of the Department of Emergency have a dedicated (identified for use by the DOC), portable DOC. Management and the backup generator capable of supporting multiple computer and Department of Public Health communication devices by FY09. 2006-07 Preparing for a Disaster: V-E5. Once retrofitted, 101 Grove should be designated as the Building Will Not Be Does not pertain to Department of Building Inspection. ** ** Administrative Commitment and Department of Public Health Departmental Operations Command Inspection Implemented: Not Appropriate Funding in the Center, and should house the Medical Director, Office of Policy Warranted or Not Department of Emergency and Planning and the Emergency Medical Services Agency for Reasonable Management and the optimal coordination among the entities in charge during a Department of Public Health disaster. 2006-07 Preparing for a Disaster: V-E5. Once retrofitted, 101 Grove should be designated as the Emergency Will Not Be Disagree - DEM defers to Department of Public Health response. ** ** Administrative Commitment and Department of Public Health Departmental Operations Command Management Implemented: Not Appropriate Funding in the Center, and should house the Medical Director, Office of Policy Warranted or Not Department of Emergency and Planning and the Emergency Medical Services Agency for Reasonable Management and the optimal coordination among the entities in charge during a Department of Public Health disaster. 2006-07 Preparing for a Disaster: V-E5. Once retrofitted, 101 Grove should be designated as the Public Health Will Not Be Disagree No change ** ** Administrative Commitment and Department of Public Health Departmental Operations Command Implemented: Not Appropriate Funding in the Center, and should house the Medical Director, Office of Policy Warranted or Not Department of Emergency and Planning and the Emergency Medical Services Agency for Reasonable Management and the optimal coordination among the entities in charge during a Department of Public Health disaster. 2006-07 CGJ Year Report Title Recommendation Response 2008 Response (1) 2008 Response Text 2009 Response (1) 2009 Response Text 2010 Response (1) 2010 Response Text Required 2006-07 Preparing for a Disaster: VI-A1. The Multi-Casualty Working Group should be a permanent Emergency Will Not Be Disagree – The MMRS committee run out of DEM fills the role of coordinating and ** ** Administrative Commitment and advisory committee. The Committee should be dedicated to Medical Implemented: Not implementing the plans from the MCI work group, hospital council Disaster Committee Appropriate Funding in the providing input on matters of disaster and emergency Services Agency Warranted or Not and the EMS Disaster Committee. The MCI workgroup was never envisioned as an Department of Emergency management, policy, procedure, and treatment protocols, Reasonable ongoing committee, and its members belong to one or all of the committees mentioned Management and the including mitigation, preparedness, response and recovery, to above. Department of Public Health the Director of the Department of Public Health and the Director of the EMS Agency. The membership of the committee should represent all medical service providers and operate under a quorum modeled on the Emergency Medical Services Advisory Committee. 2006-07 Preparing for a Disaster: VI-A1. The Multi-Casualty Working Group should be a permanent Public Health Will Not Be Disagree – The MMRS committee run out of DEM fills the role of coordinating and ** ** Administrative Commitment and advisory committee. The Committee should be dedicated to Implemented: Not implementing the plans from the MCI work group, hospital council Disaster Committee Appropriate Funding in the providing input on matters of disaster and emergency Warranted or Not and the EMS Disaster Committee. The MCI workgroup was never envisioned as an Department of Emergency management, policy, procedure, and treatment protocols, Reasonable ongoing committee, and its members belong to one or all of the committees mentioned Management and the including mitigation, preparedness, response and recovery, to above. Department of Public Health the Director of the Department of Public Health and the Director of the EMS Agency. The membership of the committee should represent all medical service providers and operate under a quorum modeled on the Emergency Medical Services Advisory Committee. 2006-07 Preparing for a Disaster: VI-A2. The permanent Working Group should consult with all Emergency Will Not Be Disagree – See VI-A1 ** ** Administrative Commitment and sections of the Department of Public Health and the Department Medical Implemented: Not Appropriate Funding in the of Emergency Management and write a proposal on how to Services Agency Warranted or Not Department of Emergency involve the hospitals and other medical service providers in all Reasonable Management and the aspects of disaster preparedness, including planning, training, Department of Public Health and drills. 2006-07 Preparing for a Disaster: VI-A2. The permanent Working Group should consult with all Public Health Will Not Be Disagree – See VI-A1 No change ** ** Administrative Commitment and sections of the Department of Public Health and the Department Implemented: Not Appropriate Funding in the of Emergency Management and write a proposal on how to Warranted or Not Department of Emergency involve the hospitals and other medical service providers in all Reasonable Management and the aspects of disaster preparedness, including planning, training, Department of Public Health and drills. 2006-07 Preparing for a Disaster: VI-A3. Once the Working Group, the Department of Public Emergency Recommendation Agree – The Mayor’s involvement in disaster planning is always beneficial. ** ** Administrative Commitment and Health, the Emergency Medical Services Agency and the Medical Implemented Appropriate Funding in the Department of Emergency Management have agreed upon a Services Agency Department of Emergency plan to coordinate the integration of the hospitals and medical Management and the services providers in disaster preparedness, the Mayor should Department of Public Health personally negotiate with the CEO’s of the private and public hospitals and medical service providers to encourage their full participation. 2006-07 Preparing for a Disaster: VI-A3. Once the Working Group, the Department of Public Mayor Recommendation Agree. The Mayor’s Office coordinates regularly with the CEOs of private hospitals and ** ** Administrative Commitment and Health, the Emergency Medical Services Agency and the Implemented medical service providers on a variety of topics, in addition to the Hospital Council’s Appropriate Funding in the Department of Emergency Management have agreed upon a regular participation in the Disaster Council. Department of Emergency plan to coordinate the integration of the hospitals and medical Management and the services providers in disaster preparedness, the Mayor should Department of Public Health personally negotiate with the CEO’s of the private and public hospitals and medical service providers to encourage their full participation. 2006-07 Preparing for a Disaster: VI-A3. Once the Working Group, the Department of Public Public Health Recommendation Agree – The Mayor’s involvement in disaster planning is always beneficial. No change ** ** Administrative Commitment and Health, the Emergency Medical Services Agency and the Implemented Appropriate Funding in the Department of Emergency Management have agreed upon a Department of Emergency plan to coordinate the integration of the hospitals and medical Management and the services providers in disaster preparedness, the Mayor should Department of Public Health personally negotiate with the CEO’s of the private and public hospitals and medical service providers to encourage their full participation. 2006-07 Preparing for a Disaster: VI-A4. In drafting the Strategic Plan, the Department of Emergency Recommendation Agree – Done. ** ** Administrative Commitment and Emergency Management should consult with the Department of Management Implemented Appropriate Funding in the Public Health and the Emergency Medical Services Agency to Department of Emergency assist the ICF Consultant Group in soliciting commentary from Management and the representatives of key medical service providers and obtaining Department of Public Health input from hospitals. 2006-07 Preparing for a Disaster: VI-A4. In drafting the Strategic Plan, the Department of Emergency Recommendation Agree – Done ** ** Administrative Commitment and Emergency Management should consult with the Department of Medical Implemented Appropriate Funding in the Public Health and the Emergency Medical Services Agency to Services Agency Department of Emergency assist the ICF Consultant Group in soliciting commentary from Management and the representatives of key medical service providers and obtaining Department of Public Health input from hospitals. 2006-07 Preparing for a Disaster: VI-A4. In drafting the Strategic Plan, the Department of Public Health Recommendation Agree – Done No change ** ** Administrative Commitment and Emergency Management should consult with the Department of Implemented Appropriate Funding in the Public Health and the Emergency Medical Services Agency to Department of Emergency assist the ICF Consultant Group in soliciting commentary from Management and the representatives of key medical service providers and obtaining Department of Public Health input from hospitals. 2006-07 Preparing for a Disaster: VI-A5. To involve all medical service providers in implementing Emergency Recommendation Agree – Done through the Hospital Council. ** ** Administrative Commitment and the Strategic Plan, the Department of Emergency Management, Management Implemented Appropriate Funding in the in consultation with the Department of Public Health and the Department of Emergency Emergency Medical Services Agency, should include Management and the representatives of the key medical service providers, including Department of Public Health hospitals, in workgroups and committees. 2006-07 CGJ Year Report Title Recommendation Response 2008 Response (1) 2008 Response Text 2009 Response (1) 2009 Response Text 2010 Response (1) 2010 Response Text Required 2006-07 Preparing for a Disaster: VI-A5. To involve all medical service providers in implementing Emergency Recommendation Agree – Done ** ** Administrative Commitment and the Strategic Plan, the Department of Emergency Management, Medical Implemented Appropriate Funding in the in consultation with the Department of Public Health and the Services Agency Department of Emergency Emergency Medical Services Agency, should include Management and the representatives of the key medical service providers, including Department of Public Health hospitals, in workgroups and committees. 2006-07 Preparing for a Disaster: VI-A5. To involve all medical service providers in implementing Public Health Recommendation Agree – Done No change ** ** Administrative Commitment and the Strategic Plan, the Department of Emergency Management, Implemented Appropriate Funding in the in consultation with the Department of Public Health and the Department of Emergency Emergency Medical Services Agency, should include Management and the representatives of the key medical service providers, including Department of Public Health hospitals, in workgroups and committees. 2006-07 Preparing for a Disaster: VI-A6. To enable the partnership between the City and the Emergency Will Not Be Disagree – This is not the Mayor’s role and the hospitals already have disaster ** ** Administrative Commitment and hospitals to succeed, the Mayor should personally encourage Medical Implemented: Not coordinators. Appropriate Funding in the hospital CEOs to appoint dedicated disaster coordinators, who Services Agency Warranted or Not Department of Emergency would then have the authority to speak for the hospital. Reasonable Management and the Department of Public Health 2006-07 Preparing for a Disaster: VI-A6. To enable the partnership between the City and the Mayor Will Not Be Disagree. The hospitals already have disaster coordinators. However, the Mayor’s Office ** ** Administrative Commitment and hospitals to succeed, the Mayor should personally encourage Implemented: Not will continue to coordinate regularly with the CEOs of private hospitals and medical Appropriate Funding in the hospital CEOs to appoint dedicated disaster coordinators, who Warranted or Not service providers on a variety of topics, including through the Hospital Council’s regular Department of Emergency would then have the authority to speak for the hospital. Reasonable participation in the Disaster Council. Management and the Department of Public Health 2006-07 Preparing for a Disaster: VI-A6. To enable the partnership between the City and the Public Health Will Not Be Disagree – This is not the Mayor’s role and the hospitals already have disaster ** ** Administrative Commitment and hospitals to succeed, the Mayor should personally encourage Implemented: Not coordinators. No change Appropriate Funding in the hospital CEOs to appoint dedicated disaster coordinators, who Warranted or Not Department of Emergency would then have the authority to speak for the hospital. Reasonable Management and the Department of Public Health 2006-07 Preparing for a Disaster: VI-A7. The Mayor should direct the Department of Public Health Emergency Will Not Be Disagree – DPH works with the hospitals, the disaster coordinators and hospital ** ** Administrative Commitment and to work with hospital CEOs to identify funding to support the Medical Implemented: Not management in planning and exercises. DPH has been successful in securing HRSA Appropriate Funding in the positions of dedicated disaster coordinators. Services Agency Warranted or Not funding to purchase equipment and training for all the City non-profit hospitals. Grant Department of Emergency Reasonable funding does not cover staffing for hospital disaster coordinators. Management and the Department of Public Health 2006-07 Preparing for a Disaster: VI-A7. The Mayor should direct the Department of Public Health Mayor Will Not Be The Mayor’s Office supports the Department of Public Health’s response. ** ** Administrative Commitment and to work with hospital CEOs to identify funding to support the Implemented: Not Appropriate Funding in the positions of dedicated disaster coordinators. Warranted or Not Department of Emergency Reasonable Management and the Department of Public Health 2006-07 Preparing for a Disaster: VI-A7. The Mayor should direct the Department of Public Health Public Health Will Not Be Disagree – DPH works with the hospitals, the disaster coordinators and hospital ** ** Administrative Commitment and to work with hospital CEOs to identify funding to support the Implemented: Not management in planning and exercises. DPH has been successful in securing HRSA Appropriate Funding in the positions of dedicated disaster coordinators. Warranted or Not funding to purchase equipment and training for all the City non-profit hospitals. Grant Department of Emergency Reasonable funding does not cover staffing for hospital disaster coordinators. No change Management and the Department of Public Health 2006-07 Preparing for a Disaster: VI-A8. The newly filled position of Hospital Coordinator should be Emergency Will Not Be Disagree – OPP is responsible for coordination of disaster planning activities of the ** ** Administrative Commitment and assigned to the staff of the Emergency Medical Services Agency, Medical Implemented: Not department and this position is located in OPP Appropriate Funding in the not the Office of Policy and Planning, in order to support the Services Agency Warranted or Not Department of Emergency Agency’s disaster preparedness operations. The job description Reasonable Management and the of Hospital Coordinator should specifically include assisting the Department of Public Health Director of the EMS Agency in carrying out the Mayor’s May 23, 2006 Directive and the work of the Multi-Casualty Working Group. 2006-07 Preparing for a Disaster: VI-A8. The newly filled position of Hospital Coordinator should be Public Health Will Not Be Disagree – OPP is responsible for coordination of disaster planning activities of the ** ** Administrative Commitment and assigned to the staff of the Emergency Medical Services Agency, Implemented: Not department and this position is located in OPP. No change Appropriate Funding in the not the Office of Policy and Planning, in order to support the Warranted or Not Department of Emergency Agency’s disaster preparedness operations. The job description Reasonable Management and the of Hospital Coordinator should specifically include assisting the Department of Public Health Director of the EMS Agency in carrying out the Mayor’s May 23, 2006 Directive and the work of the Multi-Casualty Working Group. 2006-07 Preparing for a Disaster: VI-B1. The Medical Health Operation Area Coordinator should Emergency Will Not Be Disagree – The MHOAC already works with the Hospital Council Emergency ** ** Administrative Commitment and work with the Multi-Casualty Working Group to develop plans and Medical Implemented: Not Preparedness Taskforce and the MMRS working group which are the two groups that are Appropriate Funding in the procedures to integrate the daily practice by hospitals of handling Services Agency Warranted or Not working on these issues Department of Emergency an increase in patient arrivals with plans to prepare for the Reasonable Management and the handling of a surge of patients after a major incident. Department of Public Health 2006-07 CGJ Year Report Title Recommendation Response 2008 Response (1) 2008 Response Text 2009 Response (1) 2009 Response Text 2010 Response (1) 2010 Response Text Required 2006-07 Preparing for a Disaster: VI-B1. The Medical Health Operation Area Coordinator should Public Health Will Not Be Disagree – The MHOAC already works with the Hospital Council Emergency ** ** Administrative Commitment and work with the Multi-Casualty Working Group to develop plans and Implemented: Not Preparedness Taskforce and the MMRS working group which are the two groups that are Appropriate Funding in the procedures to integrate the daily practice by hospitals of handling Warranted or Not working on these issues. No change Department of Emergency an increase in patient arrivals with plans to prepare for the Reasonable Management and the handling of a surge of patients after a major incident. Department of Public Health 2006-07 Preparing for a Disaster: VI-B2. The Emergency Medical Services Agency and the Multi- Emergency Recommendation Agree – Staffing throughout the department should be based on need and function. ** ** Administrative Commitment and Casualty Working Group should have sufficient staff to carry out Medical Implemented Appropriate Funding in the the integration of daily emergency operations with disaster Services Agency Department of Emergency preparedness. Management and the Department of Public Health 2006-07 Preparing for a Disaster: VI-B2. The Emergency Medical Services Agency and the Multi- Public Health Recommendation Agree – Staffing throughout the department should be based on need and function. No ** ** Administrative Commitment and Casualty Working Group should have sufficient staff to carry out Implemented change Appropriate Funding in the the integration of daily emergency operations with disaster Department of Emergency preparedness. Management and the Department of Public Health 2006-07 Preparing for a Disaster: VI-C1. The Department of Public Health should assign to the staff Emergency Will Not Be Defer to the Department of Public Health ** ** Administrative Commitment and of the Emergency Medical Services Agency the budgeted Management Implemented: Not Appropriate Funding in the position of Hospital Coordinator, the new position of Health Warranted or Not Department of Emergency Program Planner and the position of Disaster Preparedness Reasonable Management and the Coordinator, recommended herein by the Civil Grand Jury, so it Department of Public Health can fulfill its disaster preparedness duties as mandated by the State of California and directed by the Mayor. 2006-07 Preparing for a Disaster: VI-C1. The Department of Public Health should assign to the staff Emergency Will Not Be Disagree – As stated in recommendations V-C3 through V-C8 and VI-A8, and VI-D3 ** ** Administrative Commitment and of the Emergency Medical Services Agency the budgeted Medical Implemented: Not Appropriate Funding in the position of Hospital Coordinator, the new position of Health Services Agency Warranted or Not Department of Emergency Program Planner and the position of Disaster Preparedness Reasonable Management and the Coordinator, recommended herein by the Civil Grand Jury, so it Department of Public Health can fulfill its disaster preparedness duties as mandated by the State of California and directed by the Mayor. 2006-07 Preparing for a Disaster: VI-C1. The Department of Public Health should assign to the staff Public Health Will Not Be Disagree – As stated in recommendations V-C3 through V-C8 and VI-A8, and VI-D3 No ** ** Administrative Commitment and of the Emergency Medical Services Agency the budgeted Implemented: Not change Appropriate Funding in the position of Hospital Coordinator, the new position of Health Warranted or Not Department of Emergency Program Planner and the position of Disaster Preparedness Reasonable Management and the Coordinator, recommended herein by the Civil Grand Jury, so it Department of Public Health can fulfill its disaster preparedness duties as mandated by the State of California and directed by the Mayor. 2006-07 Preparing for a Disaster: VI-C2. The Department of Emergency Management, working with Emergency Recommendation Agree and Implemented – See DPH response. ** ** Administrative Commitment and the Department of Public Health, should include staff from the Management Implemented Appropriate Funding in the Multi-Casualty Working Group at all disaster preparedness and Department of Emergency planning workgroups, committees and meetings. Management and the Department of Public Health 2006-07 Preparing for a Disaster: VI-C2. The Department of Emergency Management, working with Emergency Recommendation Agree – the members of the MCI work group are also members of the MMRS, Hospital ** ** Administrative Commitment and the Department of Public Health, should include staff from the Medical Implemented Disaster Council and EMS Disaster Committee. These individuals are already included in Appropriate Funding in the Multi-Casualty Working Group at all disaster preparedness and Services Agency the relevant planning and exercise meetings Department of Emergency planning workgroups, committees and meetings. Management and the Department of Public Health 2006-07 Preparing for a Disaster: VI-C2. The Department of Emergency Management, working with Mayor Recommendation The Mayor’s Office supports the Department of Public Health’s response. ** ** Administrative Commitment and the Department of Public Health, should include staff from the Implemented Appropriate Funding in the Multi-Casualty Working Group at all disaster preparedness and Department of Emergency planning workgroups, committees and meetings. Management and the Department of Public Health 2006-07 Preparing for a Disaster: VI-C2. The Department of Emergency Management, working with Public Health Recommendation Agree – the members of the MCI work group are also members of the MMRS, Hospital ** ** Administrative Commitment and the Department of Public Health, should include staff from the Implemented Disaster Council and EMS Disaster Committee. These individuals are already included in Appropriate Funding in the Multi-Casualty Working Group at all disaster preparedness and the relevant planning and exercise meetings. No change Department of Emergency planning workgroups, committees and meetings. Management and the Department of Public Health 2006-07 Preparing for a Disaster: VI-D1. The City Attorney and the Department of Public Health City Attorney Recommendation The City Attorney and Department of Public Health have worked with private hospitals to ** ** Administrative Commitment and should work together with representatives of each hospital to Implemented devise an agreement governing disaster equipment. Appropriate Funding in the devise an agreement governing the ownership, user training, Department of Emergency maintenance and security of grant-acquired disaster equipment. Management and the Appropriate agreements should be in place by December 31, Department of Public Health 2007. 2006-07 CGJ Year Report Title Recommendation Response 2008 Response (1) 2008 Response Text 2009 Response (1) 2009 Response Text 2010 Response (1) 2010 Response Text Required 2006-07 Preparing for a Disaster: VI-D1. The City Attorney and the Department of Public Health Emergency Will Not Be Defer to the Department of Public Health. ** ** Administrative Commitment and should work together with representatives of each hospital to Management Implemented: Not Appropriate Funding in the devise an agreement governing the ownership, user training, Warranted or Not Department of Emergency maintenance and security of grant-acquired disaster equipment. Reasonable Management and the Appropriate agreements should be in place by December 31, Department of Public Health 2007. 2006-07 Preparing for a Disaster: VI-D1. The City Attorney and the Department of Public Health Emergency Will Be Agree with Future Implementation – DPH is working on this. With their assigned deputy Recommendation The Citywide MOU was implemented and signed by Hospital CEO’s in 2008. This MOU ** Administrative Commitment and should work together with representatives of each hospital to Medical Implemented in the City Attorney. The newly hired DPH Logistics planner (hiring in process) will work with the Implemented acts as an agreement between facilities to share personnel and equipment as needed Appropriate Funding in the devise an agreement governing the ownership, user training, Services Agency Future newly hired DEM logistics planner to develop these agreements by September, 2008. within the San Francisco healthcare community regardless of source of funding. In Department of Emergency maintenance and security of grant-acquired disaster equipment. Note: This item was delayed because of hiring delays of the logistic funded positions. addition, each hospital has reviewed and approved official equipment inventories to be Management and the Appropriate agreements should be in place by December 31, kept up to date and subject to review as requested by DPH. Currently, DPH is working Department of Public Health 2007. on revising the MOU to include the management of pharmaceutical caches. This will be completed by the end of 2009. 2006-07 Preparing for a Disaster: VI-D1. The City Attorney and the Department of Public Health Public Health Will Be Agree with Future Implementation – DPH is working on this. With their assigned deputy Recommendation The Citywide MOU was implemented and signed by Hospital CEO’s in 2008. This MOU ** Administrative Commitment and should work together with representatives of each hospital to Implemented in the City Attorney. The newly hired DPH Logistics planner (hiring in process) will work with the Implemented acts as an agreement between facilities to share personnel and equipment as needed Appropriate Funding in the devise an agreement governing the ownership, user training, Future newly hired DEM logistics planner to develop these agreements by September, 2008. within the San Francisco healthcare community regardless of source of funding. In Department of Emergency maintenance and security of grant-acquired disaster equipment. Note: This item was delayed because of hiring delays of the logistic funded positions. addition, each hospital has reviewed and approved official equipment inventories to be Management and the Appropriate agreements should be in place by December 31, kept up to date and subject to review as requested by DPH. Currently, DPH is working Department of Public Health 2007. on revising the MOU to include the management of pharmaceutical caches. This will be completed by the end of 2009. 2006-07 Preparing for a Disaster: VI-D2. The Emergency Medical Services Agency is the Emergency Will Not Be Defer to the Department of Public Health ** ** Administrative Commitment and responsible City agency for supervising the use of the grant- Management Implemented: Not Appropriate Funding in the procured communication equipment. As such, it is the most Warranted or Not Department of Emergency appropriate agency to negotiate the MOUs, agreements or Reasonable Management and the contracts with the hospitals. It does not have the staff to Department of Public Health accomplish this work. 2006-07 Preparing for a Disaster: VI-D2. The Emergency Medical Services Agency is the Emergency Will Not Be Disagree – the contracts with hospitals include many other operational and equipment ** ** Administrative Commitment and responsible City agency for supervising the use of the grant- Medical Implemented: Not issues besides communication. EMSA should participate with OPP and the contracts Appropriate Funding in the procured communication equipment. As such, it is the most Services Agency Warranted or Not office in the negotiation of contracts with hospitals. Department of Emergency appropriate agency to negotiate the MOUs, agreements or Reasonable Management and the contracts with the hospitals. It does not have the staff to Department of Public Health accomplish this work. 2006-07 Preparing for a Disaster: VI-D2. The Emergency Medical Services Agency is the Public Health Will Be Disagree – the contracts with hospitals include many other operational and equipment Recommendation This is a centralized function of the Hospital Preparedness Program Coordinator as ** Administrative Commitment and responsible City agency for supervising the use of the grant- Implemented in the issues besides communication. EMSA should participate with OPP and the contracts Implemented required by the granting agency, California Department of Public Health. Currently this Appropriate Funding in the procured communication equipment. As such, it is the most Future office in the negotiation of contracts with hospitals. No change position resides in the Office of Policy and Planning. This position works closely with Department of Emergency appropriate agency to negotiate the MOUs, agreements or EMSA as well as hospitals, clinics and long term care facilities and oversees MOU Management and the contracts with the hospitals. It does not have the staff to negotiation. Department of Public Health accomplish this work. 2006-07 Preparing for a Disaster: VI-D3. If the Hospital Coordinator is going to negotiate with Emergency Will Not Be Defer to the Department of Public Health. ** ** Administrative Commitment and hospitals to obtain agreements, the newly filled position should be Management Implemented: Not Appropriate Funding in the assigned to the staff of the EMS Agency. If the Hospital Warranted or Not Department of Emergency Coordinator is not going to assume these duties and obtain Reasonable Management and the agreements, the Department of Public Health should budget for Department of Public Health and the Public Health Commission should approve a new position assigned to the Emergency Medical Services Agency to negotiate and finalize these agreements. 2006-07 Preparing for a Disaster: VI-D3. If the Hospital Coordinator is going to negotiate with Emergency Will Not Be Disagree – OPP is responsible for coordination of disaster planning activities of the ** ** Administrative Commitment and hospitals to obtain agreements, the newly filled position should be Medical Implemented: Not department and this position is located in OPP. Appropriate Funding in the assigned to the staff of the EMS Agency. If the Hospital Services Agency Warranted or Not Department of Emergency Coordinator is not going to assume these duties and obtain Reasonable Management and the agreements, the Department of Public Health should budget for Department of Public Health and the Public Health Commission should approve a new position assigned to the Emergency Medical Services Agency to negotiate and finalize these agreements. 2006-07 Preparing for a Disaster: VI-D3. If the Hospital Coordinator is going to negotiate with Public Health Will Not Be Disagree – OPP is responsible for coordination of disaster planning activities of the ** ** Administrative Commitment and hospitals to obtain agreements, the newly filled position should be Implemented: Not department and this position is located in OPP. No change Appropriate Funding in the assigned to the staff of the EMS Agency. If the Hospital Warranted or Not Department of Emergency Coordinator is not going to assume these duties and obtain Reasonable Management and the agreements, the Department of Public Health should budget for Department of Public Health and the Public Health Commission should approve a new position assigned to the Emergency Medical Services Agency to negotiate and finalize these agreements. 2006-07 Preparing for a Disaster: VI-D4. The Emergency Medical Services Agency should develop Emergency Will Be Agree with Future Implementation - DEM is working with the COIT Resources Committee Will Be Implemented Working with DPH to complete this inventory. Staff lost during this budget cycle. Recommendation DEM absorbed EMSA in August of 2009 and has been able to leverage existing resources to Administrative Commitment and a data management program to inventory and track all Management Implemented in the to develop a City wide emergency inventory system that would include this component. In in the Future Timeframe is unknown. Implemented fill gaps in this area. Appropriate Funding in the Department-owned medical disaster equipment and should be Future the meantime, each department is responsible for the inventory and tracking of any grant Department of Emergency provided the staff necessary to accomplish this function. funded emergency equipment and reporting that information to DEM. Management and the Department of Public Health 2006-07 Preparing for a Disaster: VI-D4. The Emergency Medical Services Agency should develop Emergency Recommendation Agree – DEM put a position in DPH budget for FY 07-08 for logistics. This position will ** ** Administrative Commitment and a data management program to inventory and track all Medical Implemented track and inventory disaster equipment. The function will reside in OPP that coordinates Appropriate Funding in the Department-owned medical disaster equipment and should be Services Agency disaster planning for DPH. In the process of hiring position now – the requisition has been Department of Emergency provided the staff necessary to accomplish this function. in the Controller’s Office for weeks, but Ms. Zmuda informed DPH it would be approved Management and the this week. Department of Public Health 2006-07 CGJ Year Report Title Recommendation Response 2008 Response (1) 2008 Response Text 2009 Response (1) 2009 Response Text 2010 Response (1) 2010 Response Text Required 2006-07 Preparing for a Disaster: VI-D4. The Emergency Medical Services Agency should develop Public Health Recommendation Agree – DEM put a position in DPH budget for FY 07-08 for logistics. This position will ** ** Administrative Commitment and a data management program to inventory and track all Implemented track and inventory disaster equipment. The function will reside in OPP that coordinates Appropriate Funding in the Department-owned medical disaster equipment and should be disaster planning for DPH. In the process of hiring position now – the requisition has been Department of Emergency provided the staff necessary to accomplish this function. in the Controller’s Office for weeks, but Ms. Zmuda informed DPH it would be approved Management and the this week. Department of Public Health 2006-07 Preparing for a Disaster: VI-D5. Before the Department of Public Health, the Emergency Emergency Requires Further Further Analysis Required - DEM agrees that if we provide radios to hospitals, we work on Requires Further DEM agrees that if we provide radios to hospitals, we work on agreement for Will Not Be DEM does not plan on providing Ham radios to the hospitals at this time. Satellite phones, 800 Administrative Commitment and Services Agency and the Department of Emergency Management Analysis agreement for maintenance but also work on the criteria for the use of ham radio Analysis maintenance but also work on the criteria for the use of ham radio operators. It may be Implemented: Not MgHz radios and other devisices currently provide the redundancy required. In addition, the Appropriate Funding in the Management acquire, provide and hardwire ham radios in operators. It may be that ACS provides required operators in an emergency. that ACS provides required operators in an emergency. Timeframe: Unknown Warranted or Not ACS, Auxiliary Communications Service, sponsored by DEM would provide operators and Department of Emergency hospitals, they should not only reach an agreement as to the Reasonable radios in the event of an emergency. Management and the maintenance of the equipment; they should also reach an Department of Public Health agreement regarding the commitment of the hospitals to guarantee the certification of ham radio operators available on each section of the 24 hour shifts. 2006-07 Preparing for a Disaster: VI-D5. Before the Department of Public Health, the Emergency Emergency Requires Further Further Analysis Required – DPH agrees with DEM response. Requires Further DPH will take its lead from DEM on this issue – it involves stakeholders citywide and is Will Not Be DPH will take its lead from OEM on this issue - it involves stakeholders citywide and is not a Administrative Commitment and Services Agency and the Department of Emergency Medical Analysis Analysis not a policy issue that is under the jurisdiction of DPH. Implemented: Not policy issue that is under the jurisdiction of DPH. Appropriate Funding in the Management acquire, provide and hardwire ham radios in Services Agency Warranted or Not Department of Emergency hospitals, they should not only reach an agreement as to the Reasonable Management and the maintenance of the equipment; they should also reach an Department of Public Health agreement regarding the commitment of the hospitals to guarantee the certification of ham radio operators available on each section of the 24 hour shifts. 2006-07 Preparing for a Disaster: VI-D5. Before the Department of Public Health, the Emergency Public Health Requires Further DPH agrees with DEM response. No change Requires Further DPH will take its lead from DEM on this issue – it involves stakeholders citywide and is Will Not Be DPH will take its lead from OEM on this issue - it involves stakeholders citywide and is not a Administrative Commitment and Services Agency and the Department of Emergency Analysis Analysis not a policy issue that is under the jurisdiction of DPH. Implemented: Not policy issue that is under the jurisdiction of DPH. Appropriate Funding in the Management acquire, provide and hardwire ham radios in Warranted or Not Department of Emergency hospitals, they should not only reach an agreement as to the Reasonable Management and the maintenance of the equipment; they should also reach an Department of Public Health agreement regarding the commitment of the hospitals to guarantee the certification of ham radio operators available on each section of the 24 hour shifts. 2006-07 Preparing for a Disaster: VI-E1. The Mayor should recommend and the Board of Board of Will Not Be RESOLVED, That the Board of Supervisors reports to the Presiding Judge of the Superior ** ** Administrative Commitment and Supervisors should approve the funding for a helipad on San Supervisors Implemented: Not Court that it agrees with Recommendation Nos. I-I, ll-A2, ll-B2, IV-D8, and V-El of the Appropriate Funding in the Francisco General Hospital. Warranted or Not 2006-2007 Civil Grand Jury Report entitled “Preparing for a Disaster: Administrative Department of Emergency Reasonable Commitment and Appropriate Funding in the Department of Emergency Management and Management and the the Department of Public Health”; and be it FURTHER RESOLVED, That the Board of Department of Public Health Supervisors reports that it agrees with Recommendation Nos. ll-A3, ll-A8, ll-E4, 111-2, 111-3, 111-8, lV-B3, lV-B6, IV-Cil, V-C6, V-Di2, V6 Di4, V-Dii1, V-Dii3, and V-Diii1 subject to financial constraints, Budget Analyst review, and budget priorities determined during the annual budget process; and, be it FURTHER RESOLVED, That the Board of Supervisors reports that it partially agrees with Recommendation No. VI-El, as follows: - A helipad on San Francisco General Hospital should be provided with full and expeditious consideration, including through the land use planning process; and, be it FURTHER RESOLVED, That the Board of Supervisors urges the Mayor to cause the implementation of accepted recommendations through his/her department heads and through the development of the annual budget; and, be it FURTHER RESOLVED, That the Board of Supervisors urges City departments responsible for recommendations not necessitating a response from the Board of Supervisors to provide a status report to the Board of Supervisors on implementation of said recommendations within six months of the passage of this resolution. October 2, 2007 Board of Supervisors — ADOPTED 2006-07 Preparing for a Disaster: VI-E1. The Mayor should recommend and the Board of City Planning Will Not Be Planning does not have budget authority for this item. ** ** Administrative Commitment and Supervisors should approve the funding for a helipad on San Implemented: Not Appropriate Funding in the Francisco General Hospital. Warranted or Not Department of Emergency Reasonable Management and the Department of Public Health 2006-07 Preparing for a Disaster: VI-E1. The Mayor should recommend and the Board of Emergency Requires Further Further Analysis Required – Agree with Planning Department and Mayor’s responses. Requires Further Agree with Planning Department and Mayor’s responses. Requires Further Agree with Planning Department and Mayor's responses. In the meantime, the ERWG has Administrative Commitment and Supervisors should approve the funding for a helipad on San Management Analysis Analysis Analysis identified a number of potential emergency helicopter landing sites throughout the city. Appropriate Funding in the Francisco General Hospital. Department of Emergency Management and the Department of Public Health 2006-07 Preparing for a Disaster: VI-E1. The Mayor should recommend and the Board of Mayor Requires Further The Mayor’s Office supports additional research into the feasibility and effectiveness of ** ** Administrative Commitment and Supervisors should approve the funding for a helipad on San Analysis having a helipad on top of San Francisco General Hospital. Currently, the Planning Appropriate Funding in the Francisco General Hospital. Department is undertaking an environmental impact report, as required under the Department of Emergency California Environmental Quality Act. Until these findings are complete, the City and Management and the County of San Francisco cannot legally move forward on the project. No change Department of Public Health 2006-07 Preparing for a Disaster: VI-E1. The Mayor should recommend and the Board of Public Health Recommendation Agree. No change ** ** Administrative Commitment and Supervisors should approve the funding for a helipad on San Implemented Appropriate Funding in the Francisco General Hospital. Department of Emergency Management and the Department of Public Health 2006-07 CGJ Year Report Title Recommendation Response 2008 Response (1) 2008 Response Text 2009 Response (1) 2009 Response Text 2010 Response (1) 2010 Response Text Required 2006-07 Risk Management: Are the 1. The City should create a risk management program that Board of Will Not Be RESOLVED, That the Board of Supervisors reports to the Presiding Judge of the Superior ** ** Managers Managing the Risks conforms to best business practices, is highly developed, Supervisors Implemented: Not Court that it agrees with Recommendation Nos. 1, 3, 6, 8, 9, and 10 of the 2006- 2007 of the City? embraces technology-based risk management tools, and is Warranted or Not Civil Grand Jury Report entitled “Risk Management: Are Managers Managing the Risks of applicable to all City departments. Reasonable the City”; and be it FURTHER RESOLVED, That the Board of Supervisors urges the Mayor to cause the implementation of accepted recommendations through his/her department heads and through the development of the annual budget; and, be it FURTHER RESOLVED, That the Board of Supervisors urges City departments responsible for recommendations not necessitating a response from the Board of Supervisors to provide a status report to the Board of Supervisors on implementation of said recommendations within six months of the passage of this resolution. September 18, 2007 Board of Supervisors — ADOPTED 2006-07 Risk Management: Are the 1. The City should create a risk management program that Controller Will Not Be This recommendation is being addressed by the City Administrator. A new Risk Manager ** ** Managers Managing the Risks conforms to best business practices, is highly developed, Implemented: Not with citywide responsibilities was hired in FY07-8. of the City? embraces technology-based risk management tools, and is Warranted or Not applicable to all City departments. Reasonable 2006-07 Risk Management: Are the 1. The City should create a risk management program that General Will Be The City Administrator is working with the new Director of Risk Management to reassess Recommendation The City’s Risk Management Program has been evaluated and enhanced to provide ** Managers Managing the Risks conforms to best business practices, is highly developed, Services Agency Implemented in the the City’s risk management program. We will look at how other jurisdictions have Implemented more tailored support to department and enterprise customers based on current of the City? embraces technology-based risk management tools, and is - City Future implemented these functions, in centralized and decentralized manners for best practices. industry best practices. Automated Risk Management solutions to the highest volume applicable to all City departments. Administrator We will also review what technologybased risk management tools are available and will paper processes have been secured and are being rolled out on a department by apply it to City departments. Since this is a citywide effort, we anticipate that this will be department basis as funding is available. completed in FY08-09. 2006-07 Risk Management: Are the 1. The City should create a risk management program that Mayor Will Not Be The Mayor’s Office supports the City Administrator’s response: ** ** Managers Managing the Risks conforms to best business practices, is highly developed, Implemented: Not Risk management concurs that the City should create a risk management program that of the City? embraces technology-based risk management tools, and is Warranted or Not conirms to the best business practices for public entities with similar assets, revenue. and applicable to all City departments. Reasonable risk exposures. Public entities are specificallv mentioned because the requirements are oriented toward protection of the public and public monies and hence more stringent than those in the private sector. All risk management programs and requirements must be applicable to all city departments. Since this is a city wide effort, the City Administrator anticipates that this effort will take nine months to one year. 2006-07 Risk Management: Are the 10. The City should hold Heads of departments accountable for Board of Will Not Be RESOLVED, That the Board of Supervisors reports to the Presiding Judge of the Superior ** ** Managers Managing the Risks losses arising out of their respective departments. Supervisors Implemented: Not Court that it agrees with Recommendation Nos. 1, 3, 6, 8, 9, and 10 of the 2006- 2007 of the City? Warranted or Not Civil Grand Jury Report entitled “Risk Management: Are Managers Managing the Risks of Reasonable the City”; and be it FURTHER RESOLVED, That the Board of Supervisors urges the Mayor to cause the implementation of accepted recommendations through his/her department heads and through the development of the annual budget; and, be it FURTHER RESOLVED, That the Board of Supervisors urges City departments responsible for recommendations not necessitating a response from the Board of Supervisors to provide a status report to the Board of Supervisors on implementation of said recommendations within six months of the passage of this resolution. September 18, 2007 Board of Supervisors — ADOPTED 2006-07 Risk Management: Are the 10. The City should hold Heads of departments accountable for General Recommendation We agree with the finding. The recommendation has been implemented as follows: ** ** Managers Managing the Risks losses arising out of their respective departments. Services Agency Implemented The Department of Public Works and its Director are held accountable for losses arising of the City? - Public Works out of claims against the department, as they are on a myriad of other performance criteria. The Department of Public Works tracks all claims against it, and senior executives and managers regularly review claims data at regularly scheduled senior staff meetings. The Management Audit of the Department of Public Works by the Board of Supervisor’s Budget Analyst, released in January 2007, found that Claims against the City resulting from the Department of Public Works’ responsibility for the public right-of-way were lower in FY 2005-06 than they were in FY 1996-97 in the areas of city vehicle accidents, roadway falls, damage from operations, flooding damages, and damages to tires by curbs. In two areas claims are higher now than they were ten years ago: Sidewalk damage and falls (often related to tree roots), and roadway falls. In both cases, DPW has been aware of the risks associated with deferred maintenance, and every year seeks to increase the funds available for sidewalk repair and street resurfacing. The Department sought General Obligation Bond funding for street improvements and pedestrian safety in 2002 and again in 2004. The motion to place the measure on the ballot in 2002 failed at the Board of Supervisors by a vote of 7 to 4 (eight votes were required). In 2004 a $200 million bond measure received 57% of the vote by San Francisco voters, but a 2/3 vote was required for passage. Significant increases were not included in budgets approved by the Capital Improvements Advisory Committee and the Board of Supervisors for many years. At the beginning of FY 2006-07, DPW estimated that it had a backlog of City sidewalk repairs that would cost approximately $10 million to repair. In addition there are many sidewalks that are the responsibility of private property owners to repair, but that are also hazardous to pedestrians. There are 5,298 square blocks of sidewalks citywide of which DPW estimates 85% require the fronting private property owners to make repairs. The Public Works Code authorizes DPW to notify property owners and require repairs to be made. If the owner fails to comply, DPW is authorized to complete the repairs and bill property owners. Once a complaint is received, the City is exposed to liability, even if the responsibility is that of the private property owner. In 2007 DPW launched a new program to make it easier for owners to comply with the law Office of the Controller S tatus of the R eco mmendations 2010 Department Responses by the Ci vil Gr and Jury 20 06 -07 CGJ Year Report Title Recommendation Response 2008 Response (1) 2008 Re sponse Text 2009 Response (1) 2009 Response Text 2010 Response (1) 2010 Response Text Required by providing the repairs on a large scale to realize efficiencies and cost savings for owners, waiving permit fees and providing payment options for fixed or low income property owners. The new program results in increased pedestrian safety, decreased claims and safe sidewalks throughout the City. Program areas are strategically selected based on zoning, MUNI routes, proximity to schools, senior centers, and hospitals; and residential population density. Damaged sidewalks that are DPW’s responsibility are repaired under this program at City expense. The Board of Supervisors adopted this new program, and funding has been provided for it through the City’s capital budget. We expect to see the City’s payouts on sidewalk falls to go down as a result of this program. The City is also reducing the risk it faces from roadway falls. In part because of the analysis of street resurfacing needs, and advocacy by DPW, the Mayor and the Board of Supervisors have been providing funding needed to improve the condition of the streets and sidewalks and reduce claims. For an estimated annual need of $36 million, the paving program received only $22 million in FY 2005-06, but a total of $31 million in FY 2006-07 and a full $36 million for FY 2007-08. In addition, DPW has initiated a pro-active pothole repair program, where pothole crews systematically sweep down streets with low Pavement Condition Index scores (those streets most likely to have potholes), and repair them on the spot. In recent years, potholes were repaired reactively based on reports to the Bureau of Street and Sewer Repair by inspectors or the public, but not in a pro-active manner. Finally, the Department has a fully staffed Health and Safety division that promotes safe practices by employees to help reduce work place injuries. Last fiscal year the Health and Safety division analyzed causes of increased severity of workplace injuries and illnesses. As a result, the Department implemented a pilot in the BUF cement shop as part of a larger plan to reduce incidents of workplace injuries and illnesses in Operations. The cement shop pilot includes body mechanics training, improving jackhammer equipment, training safe use of tool, and pre-job stretching training. It is proving to be successful, and we have expanded the program to include BUF Landscape and other parts of Operations with high risk. 2006-07 Risk Management: Are the 10. The City should hold Heads of departments accountable for Mayor Will Be Agree with future implementation. The Mayor’s Office supports the development of an -- Department elected not to respond. -- Department elected not to respond. Managers Managing the Risks losses arising out of their respective departments. Implemented in the effective risk management strategy which addresses how departments should be held of the City? Future accountable. 2006-07 Risk Management: Are the 10. The City should hold Heads of departments accountable for Municipal Will Not Be SFMTA willingly accepts this responsibility but defers to the Office of theMayor on this ** ** Managers Managing the Risks losses arising out of their respective departments. Transportation Implemented: Not recommendation and its implementation. of the City? Agency Warranted or Not Reasonable 2006-07 Risk Management: Are the 10. The City should hold Heads of departments accountable for Police Will Not Be Under the City Charter, heads of Departments, including the Chief of Police, are ** ** Managers Managing the Risks losses arising out of their respective departments. Implemented: Not accountable for their official actions. Specifically, Charter Sec. 4.127 (under the heading of the City? Warranted or Not BUDGET) contains specific language re: claims and suits. Additionally, Charter Section Reasonable 9.115 contains language that further addresses the accountability of department heads. 2006-07 Risk Management: Are the 11. The City Attorney should produce a standard loss run City Attorney Will Not Be The City Attorney's Office uses Citylaw, a calendaring and document management ** ** Managers Managing the Risks constituting the City’s history of loss and should make it available Implemented: Not computer program, to administer claims and litigation filed against the City. The City of the City? to the Office of Risk Management. Warranted or Not Attorney's Office has and will provide data from Citylaw to assist City departments, Reasonable including the Office of Risk Management, to identify trends in claims and litigation and to reduce risk. The City Attorney's Office will not be instituting a new program, but will provide any existing data to the City Administrator's Office to determine the City's needs. 2006-07 Risk Management: Are the 11. The City Attorney should produce a standard loss run General Will Not Be This recommendation refers to the City Attorney’s Office. The City Administrator and Risk ** ** Managers Managing the Risks constituting the City’s history of loss and should make it available Services Agency Implemented: Not Management Office are available to assist. of the City? to the Office of Risk Management. - City Warranted or Not Administrator Reasonable 2006-07 Risk Management: Are the 12. The Risk Management Office should consult with Museum Asian Art Will Not Be The responsibility to implement this recommendation lies with the CCSF Risk ** ** Managers Managing the Risks administration during the renewal process, provide the Museum Museum Implemented: Not Management Office, not the Asian Art Museum. Risk Management (RM) will be of the City? with a copy of its policy, and explain key policy terms. Warranted or Not undertaking the fine arts insurance renewal between now and the end of the fiscal year. Reasonable Having met briefly with Matt Hansen, the City's new RM Director earlier this week I have every confidence that under the new RM administration this recommendation will be implemented. 2006-07 Risk Management: Are the 12. The Risk Management Office should consult with Museum General Recommendation The Risk Management Office provided a copy of the Museum’s policy to the Museum in ** ** Managers Managing the Risks administration during the renewal process, provide the Museum Services Agency Implemented February 2008. The new Director of Risk Management has directed Insurance carriers of the City? with a copy of its policy, and explain key policy terms. - City and/or brokers to provide policies to the Risk Management Office and the departments at Administrator the same time. 2006-07 Risk Management: Are the 2. The creation of a risk management program must include an General Recommendation An assessment of the current risk management staff and determination of what else is ** ** Managers Managing the Risks assessment of current risk management staff and a Services Agency Implemented needed was completed in February 2008. of the City? determination of what else is needed for the successful launch of - City a citywide risk management program. Administrator 2006-07 Risk Management: Are the 3. The Office of Risk Management must have the authority Board of Will Not Be RESOLVED, That the Board of Supervisors reports to the Presiding Judge of the Superior ** ** Managers Managing the Risks necessary to implement a citywide risk management program. Supervisors Implemented: Not Court that it agrees with Recommendation Nos. 1, 3, 6, 8, 9, and 10 of the 2006- 2007 of the City? Warranted or Not Civil Grand Jury Report entitled “Risk Management: Are Managers Managing the Risks of Reasonable the City”; and be it FURTHER RESOLVED, That the Board of Supervisors urges the Mayor to cause the implementation of accepted recommendations through his/her department heads and through the development of the annual budget; and, be it FURTHER RESOLVED, That the Board of Supervisors urges City departments responsible for recommendations not necessitating a response from the Board of Supervisors to provide a status report to the Board of Supervisors on implementation of said recommendations within six months of the passage of this resolution. September 18, 2007 Board of Supervisors — ADOPTED 2006-07 CGJ Year Report Title Recommendation Response 2008 Response (1) 2008 Response Text 2009 Response (1) 2009 Response Text 2010 Response (1) 2010 Response Text Required 2006-07 Risk Management: Are the 3. The Office of Risk Management must have the authority General Recommendation The Director of Risk Management has the authority to implement a citywide risk ** ** Managers Managing the Risks necessary to implement a citywide risk management program. Services Agency Implemented management program in the areas of insurance purchases and contract review for of the City? - City insurance and indemnification requirements. Administrator 2006-07 Risk Management: Are the 3. The Office of Risk Management must have the authority Mayor Will Be Agree with future implementation. The Mayor’s Office will work with the City Attorney and -- Department elected not to respond. -- Department elected not to respond. Managers Managing the Risks necessary to implement a citywide risk management program. Implemented in the the City Administrator to ensure reforms in the Citys risk management function provide of the City? Future appropriate authority to the entities involved. 2006-07 Risk Management: Are the 4. The Mayor and the City Attorney should exercise their authority City Attorney Recommendation The City Administrator's Office, which oversees the Office of Risk Management, and the ** ** Managers Managing the Risks and leadership to insure cooperation between the staff of the Implemented City Attorney's Office have been engaging in discussions to ensure cooperation between of the City? Office of the City Attorney and the Office of Risk Management. Office of Risk Management and the City Attorney's Office. 2006-07 Risk Management: Are the 4. The Mayor and the City Attorney should exercise their authority General Recommendation August 2007 – The City Administrator’s Office and the City Attorney’s Office have already ** ** Managers Managing the Risks and leadership to insure cooperation between the staff of the Services Agency Implemented begun discussions about improving our working relationships. of the City? Office of the City Attorney and the Office of Risk Management. - City Administrator 2006-07 Risk Management: Are the 4. The Mayor and the City Attorney should exercise their authority Mayor Recommendation Agree. The Mayor’s Office will work with the City Attorney and the City Administrator to ** ** Managers Managing the Risks and leadership to insure cooperation between the staff of the Implemented ensure reforms For the City’s risk management function include ongoing coordination. of the City? Office of the City Attorney and the Office of Risk Management. 2006-07 Risk Management: Are the 5. The Office of the City Attorney should produce a standard loss City Attorney Will Not Be The City Attorney's Office uses Citylaw, a calendaring and document management ** ** Managers Managing the Risks run detailing the City’s loss history which is acceptable to Implemented: Not computer program, to administer claims and litigation filed against the City. The City of the City? insurance company underwriters. Warranted or Not Attorney's Office has and will provide data from Citylaw to assist City departments, Reasonable including the Office of Risk Management, to identify trends in claims and litigation and to reduce risk. The City Attorney's Office will not be instituting a new program, but will provide any existing data to the City Administrator's Office to determine the City's needs. 2006-07 Risk Management: Are the 5. The Office of the City Attorney should produce a standard loss General Will Not Be This recommendation refers to the City Attorney’s Office. The City Administrator and Risk ** ** Managers Managing the Risks run detailing the City’s loss history which is acceptable to Services Agency Implemented: Not Management Office are available to assist. of the City? insurance company underwriters. - City Warranted or Not Administrator Reasonable 2006-07 Risk Management: Are the 6. The City should engage a consultant to review its current Board of Will Not Be RESOLVED, That the Board of Supervisors reports to the Presiding Judge of the Superior ** ** Managers Managing the Risks insurance program to determine whether the current plan of self Supervisors Implemented: Not Court that it agrees with Recommendation Nos. 1, 3, 6, 8, 9, and 10 of the 2006- 2007 of the City? insurance remains the most cost-effective plan of insurance, Warranted or Not Civil Grand Jury Report entitled “Risk Management: Are Managers Managing the Risks of whether the City would benefit from the inclusion of other Reasonable the City”; and be it FURTHER RESOLVED, That the Board of Supervisors urges the insurance such as excess insurance or insurance polices with a Mayor to cause the implementation of accepted recommendations through his/her high self insured retention. department heads and through the development of the annual budget; and, be it FURTHER RESOLVED, That the Board of Supervisors urges City departments responsible for recommendations not necessitating a response from the Board of Supervisors to provide a status report to the Board of Supervisors on implementation of said recommendations within six months of the passage of this resolution. September 18, 2007 Board of Supervisors — ADOPTED 2006-07 Risk Management: Are the 6. The City should engage a consultant to review its current Controller Will Not Be This recommendation is being addressed by the City Administrator. A new Risk Manager ** ** Managers Managing the Risks insurance program to determine whether the current plan of self Implemented: Not with citywide responsibilities was hired in FY07-8. of the City? insurance remains the most cost-effective plan of insurance, Warranted or Not whether the City would benefit from the inclusion of other Reasonable insurance such as excess insurance or insurance polices with a high self insured retention. 2006-07 Risk Management: Are the 6. The City should engage a consultant to review its current General Will Be The Risk Management Office and the City Administrator’s Office are working with the City Recommendation The Risk Management Office completed the RFQ process and has seated a qualified ** Managers Managing the Risks insurance program to determine whether the current plan of self Services Agency Implemented in the Attorney’s Office, Office of Contract Administration, Controller’s Office, Human Rights Implemented list of compliant vendors for risk management services. New contracts are in place for of the City? insurance remains the most cost-effective plan of insurance, - City Future Commission and other City departments on a citywide Request for Qualifications (RFQ) all insurance and consulting relationships including evaluation of insurance/self- whether the City would benefit from the inclusion of other Administrator for risk management services. We anticipate that consultants will be available in FY08-09 insurance options. insurance such as excess insurance or insurance polices with a to implement this recommendation. high self insured retention. 2006-07 Risk Management: Are the 7. The Office of Risk Management should be directed to request General Requires Further Depending on the results of the claims analysis from City Attorney’s Citylaw system, the Requires Further The Risk Management Office is currently marketing several citywide and departmental Recommendation The Risk Management Office has requested insurance quotes for standard commercial Managers Managing the Risks insurance quotes for standard commercial coverage for the City. Services Agency Analysis City Administrator may direct the Office of Risk Management to request insurance quotes, Analysis insurance options for possible purchase if the pricing and terms show value to City’s Implemented coverage for the City as department needs have been identified. For example, the San of the City? - City but it is not clear at this time. If the results show that we will need to purchase insurance, overall risk profile. For example, Risk Management is providing quotes to SFMTA for Francisco Municipal Transportation Agency Board approved the purchase of general and Administrator city contracting practices typically take three to six months to procure the services. The general and vehicle liability insurance will be presented at the April 21st MTA Board vehicle liability insurance for MUNI in 2009 and a policy has been in place since July 1, 2009. RFQ will assist in this process in FY08-09. meeting for their consideration. However, a true citywide analysis will require further Given the current budget constraints and limited financial resources, we will continue to seek study and a close partnership with City Attorney’s Office. Should the Mayor and Board insurance quotes as departmental needs are identified. of Supervisors determine that additional financial resources be directed to purchase a citywide risk management software system (vs. Citylaw) and additional risk management staff be added to work on citywide and department-specific reports, the Risk Management Office is ready to work collaboratively with the City Attorney’s Office and city departments to implement risk assessments and enterprise risk management solutions. 2006-07 CGJ Year Report Title Recommendation Response 2008 Response (1) 2008 Response Text 2009 Response (1) 2009 Response Text 2010 Response (1) 2010 Response Text Required 2006-07 Risk Management: Are the 8. The October 15, 1999, “Judgment and Claims Report” from the Board of Will Not Be RESOLVED, That the Board of Supervisors reports to the Presiding Judge of the Superior ** ** Managers Managing the Risks Office of the Legislative Analyst, and the March 2001 “Review of Supervisors Implemented: Not Court that it agrees with Recommendation Nos. 1, 3, 6, 8, 9, and 10 of the 2006- 2007 of the City? Claims, Settlements, and Litigation Data for City Departments” Warranted or Not Civil Grand Jury Report entitled “Risk Management: Are Managers Managing the Risks of from the Budget Analyst for the Board of Supervisors should be Reasonable the City”; and be it FURTHER RESOLVED, That the Board of Supervisors urges the reviewed and the recommendations contained therein Mayor to cause the implementation of accepted recommendations through his/her implemented. department heads and through the development of the annual budget; and, be it FURTHER RESOLVED, That the Board of Supervisors urges City departments responsible for recommendations not necessitating a response from the Board of Supervisors to provide a status report to the Board of Supervisors on implementation of said recommendations within six months of the passage of this resolution. September 18, 2007 Board of Supervisors — ADOPTED 2006-07 Risk Management: Are the 8. The October 15, 1999, “Judgment and Claims Report” from the General Will Be The RFQ process will assist our efforts to implement the appropriate recommendations. Recommendation The recommendations have been reviewed and implemented as appropriate in FY08- ** Managers Managing the Risks Office of the Legislative Analyst, and the March 2001 “Review of Services Agency Implemented in the We anticipate this effort will be completed in FY08-09. Implemented 09 as anticipated. of the City? Claims, Settlements, and Litigation Data for City Departments” - City Future from the Budget Analyst for the Board of Supervisors should be Administrator reviewed and the recommendations contained therein implemented. 2006-07 Risk Management: Are the 8. The October 15, 1999, “Judgment and Claims Report” from the Mayor Will Not Be The Mayor’s Office supports the City Administrator’s response: ** ** Managers Managing the Risks Office of the Legislative Analyst, and the March 2001 “Review of Implemented: Not 2. Agree with future implementation. As Risk Management analyzes how a citywide risk of the City? Claims, Settlements, and Litigation Data for City Departments” Warranted or Not management program should be structured, it will review the recommendation made in from the Budget Analyst for the Board of Supervisors should be Reasonable the two reports and implement as appropriate. Since this is a citywide effort, Risk reviewed and the recommendations contained therein Management anticipates that this effort will take nine months to one year. implemented. 2006-07 Risk Management: Are the 9. In insuring against the liability risks of City-owned vehicles, the Board of Will Not Be RESOLVED, That the Board of Supervisors reports to the Presiding Judge of the Superior ** ** Managers Managing the Risks City should explore and compare the financial advantages of an Supervisors Implemented: Not Court that it agrees with Recommendation Nos. 1, 3, 6, 8, 9, and 10 of the 2006- 2007 of the City? insurance program consisting of (1) a commercial insurance Warranted or Not Civil Grand Jury Report entitled “Risk Management: Are Managers Managing the Risks of package (2) self-insurance, or (3) a combination of self and Reasonable the City”; and be it FURTHER RESOLVED, That the Board of Supervisors urges the commercial insurance. Mayor to cause the implementation of accepted recommendations through his/her department heads and through the development of the annual budget; and, be it FURTHER RESOLVED, That the Board of Supervisors urges City departments responsible for recommendations not necessitating a response from the Board of Supervisors to provide a status report to the Board of Supervisors on implementation of said recommendations within six months of the passage of this resolution. September 18, 2007 Board of Supervisors — ADOPTED 2006-07 Risk Management: Are the 9. In insuring against the liability risks of City-owned vehicles, the Controller Will Not Be This recommendation is being addressed by the City Administrator. A new Risk Manager ** ** Managers Managing the Risks City should explore and compare the financial advantages of an Implemented: Not with citywide responsibilities was hired in FY07-8. of the City? insurance program consisting of (1) a commercial insurance Warranted or Not package (2) self-insurance, or (3) a combination of self and Reasonable commercial insurance. 2006-07 Risk Management: Are the 9. In insuring against the liability risks of City-owned vehicles, the General Will Be The RFQ process will assist our efforts to analyze the Citylaw data and our ability to Recommendation The Risk Management Office continues to work closely with the City Attorney’s Office ** Managers Managing the Risks City should explore and compare the financial advantages of an Services Agency Implemented in the implement this recommendation. We anticipate this effort will be completed in FY08-09. Implemented and with each affected customer department to determine the appropriate solution for of the City? insurance program consisting of (1) a commercial insurance - City Future the risk associated with that department and the City as a whole. See response to package (2) self-insurance, or (3) a combination of self and Administrator recommendation #7 above regarding MTA. commercial insurance. 2006-07 The Entertainment A.1.a. The Administrative Code section cited should be changed Entertainment Will Not Be We disagree with the initial assumption made by the Civil Grand Jury. ** ** Commission: A Work in to reflect the greatly reduced permit issuance responsibility that is Commission Implemented: Not Progress the reality of the Entertainment Commission's work. Warranted or Not Reasonable 2006-07 The Entertainment A.1.b. Future Effectiveness Reports from the Entertainment Entertainment Recommendation The Entertainment Commission (EC) held a summit in January 2008 with approximately ** ** Commission: A Work in Commission must make a convincing case of the Commission's Commission Implemented 250 club owners. The outreach is ongoing through large classes and community Progress effectiveness by citing specific examples of ways in which the meetings, including discussions about Halloween. Commission has served its purposes and should forthrightly acknowledge its shortcomings with specific remedies. 2006-07 The Entertainment A.10. The Entertainment Commission should develop a one-stop Entertainment Will Not Be The one-stop program is being developed by the Small Business Center under ** ** Commission: A Work in shopping program and plan for entertainment venues. Commission Implemented: Not Treasurer’s Office for fixed place businesses such as night clubs and restaurants. 2. For Progress Warranted or Not one time events sponsors, the Entertainment Commission is developing a one stop Reasonable process. 2006-07 The Entertainment A.2.b. The Entertainment Commission must try harder to Entertainment Recommendation The Entertainment Commission held the joint Summit with the Police Department and the ** ** Commission: A Work in communicate and coordinate its efforts with those of the Police Commission Implemented Mayor’s Office of Criminal Justice. We are also working with them on joint legislation. Progress Department in promoting responsible conduct at entertainment venues. To do so, the Commission staff and the police should have regular meetings. 2006-07 The Entertainment A.2.b. The Entertainment Commission must try harder to Fire Department Will Not Be The SFFD responds to emergencies, regardless of venue. Item A.2.b. does not include ** ** Commission: A Work in communicate and coordinate its efforts with those of the Police Implemented: Not or relate directly to SFFD. The Fire Department is always willing to participate in and Progress Department in promoting responsible conduct at entertainment Warranted or Not contribute to discussions relating to public safety and wellbeing. venues. To do so, the Commission staff and the police should Reasonable have regular meetings. 2006-07 The Entertainment A.2.b. The Entertainment Commission must try harder to Police Recommendation Implementation is ongoing. The SFPD Field Operations Bureau is responsible for having ** ** Commission: A Work in communicate and coordinate its efforts with those of the Police Implemented a liaison with the Entertainment Commission, generally through the district captains or the Progress Department in promoting responsible conduct at entertainment permit officers. venues. To do so, the Commission staff and the police should have regular meetings. 2006-07 The Entertainment A.3.a. The Entertainment Commission should continue such Entertainment Recommendation The Entertainment Commission has legislation pending before the Planning Commission ** ** Commission: A Work in efforts as its recent involvement in the rezoning of parts of San Commission Implemented since December 2007 on new zoning issues. Progress Francisco for entertainment venues in order to meet this particular purpose. 2006-07 CGJ Year Report Title Recommendation Response 2008 Response (1) 2008 Response Text 2009 Response (1) 2009 Response Text 2010 Response (1) 2010 Response Text Required 2006-07 The Entertainment A.3.b. The Commission should develop a “Plan B” for continuing Entertainment Recommendation The Entertainment Commission is working with the Planning Commission on the Eastern ** ** Commission: A Work in some involvement in this very useful project without additional Commission Implemented Neighborhoods Plan without additional staffing. Progress staffing. 2006-07 The Entertainment A.4.a. The Civil Grand Jury strongly urges the Commission to Entertainment Recommendation The Entertainment Commission (EC) has been working with the Convention Facilities, ** ** Commission: A Work in address how it can better promote the use of City facilities to Commission Implemented Port of San Francisco, and other City departments to better promote the City’s resources Progress generate revenue. The Commission should formulate its goals such as the Bill Graham auditorium and Pier 48. We will continue such efforts. for promotion of entertainment use of City facilities and state these goals in its next annual report. It should then follow through in the following years' and successive reports assessing the success or failure of such efforts. 2006-07 The Entertainment A.4.a. The Civil Grand Jury strongly urges the Commission to General Recommendation The City Administrator’s Office and the Entertainment Commission (EC) has been working ** ** Commission: A Work in address how it can better promote the use of City facilities to Services Agency Implemented with the Convention Facilities, Port of San Francisco, and other City departments to better Progress generate revenue. The Commission should formulate its goals - City promote the City’s resources such as the Bill Graham auditorium and Pier 48. As we for promotion of entertainment use of City facilities and state Administrator previously stated, while the Commission can play a role in promotion of many facilities these goals in its next annual report. It should then follow under the City Administrator (City Hall, the Moscone Centers, Bill Graham Civic through in the following years' and successive reports assessing Auditorium, and Treasure Island), we believe that day to day promotion of these sites is the success or failure of such efforts. best left in the existing, unique operating units with this focus for each facility. 2006-07 The Entertainment A.4.b. The Entertainment Commission should undertake better Entertainment Recommendation EC has a Memorandum of Understanding with the Port to promote use of Port properties. ** ** Commission: A Work in communication and coordination with other City departments to Commission Implemented Four new events have been planned, of which one has been completed. Progress promote the entertainment use of revenue-generating City facilities. 2006-07 The Entertainment A.4.b. The Entertainment Commission should undertake better General Recommendation As noted by the Civil Grand Jury, many City-owned facilities are under the jurisdiction of ** ** Commission: A Work in communication and coordination with other City departments to Services Agency Implemented many different agencies. The Entertainment Commission has started efforts to work more Progress promote the entertainment use of revenue-generating City - City closely with other departments. For example, the Commission completed a Memorandum facilities. Administrator of Understanding with the Port to promote use of Port properties. Four new events have been planned, of which one has been completed. 2006-07 The Entertainment A.5. The Civil Grand Jury encourages the Commission to Entertainment Recommendation As a result of the Summit, the Entertainment Commission is proposing new legislation that ** ** Commission: A Work in continue and expand its efforts in fostering harm reduction Commission Implemented Supervisor Sophie Maxwell is sponsoring to impose a 30 day suspension period. Progress policies among entertainment venues. 2006-07 The Entertainment A.6. Citation authority would help ensure observance of the good Board of Will Not Be RESOLVED, That the Board of Supervisors reports to the Presiding Judge of the Superior ** ** Commission: A Work in neighbor policy. The granting of such citation authority to Supervisors Implemented: Not Court that it agrees with Recommendation Nos. A.8 and D.5.a of the 2006-2007 Civil Progress members of the Entertainment Commission staff should be given Warranted or Not Grand Jury Report entitled “The Entertainment Commission: A Work in Progress”; and be serious consideration by the Board of Supervisors. Reasonable it FURTHER RESOLVED, That the Board of Supervisors reports that it partially agrees with Recommendation No. A.6, as follows: - Citation authority would be beneficial, but existing staffing of the organization does not include any position that would be appropriate for enacting citations; and,beit FURTHER RESOLVED, That the Board of Supervisors reports that it disagrees wholly with Recommendation No. D.5.b; and, be it FURTHER RESOLVED, That the Board of Supervisors urges the Mayor to cause the implementation of accepted recommendations through his/her department heads and through the development of the annual budget; and, be it FURTHER RESOLVED, That the Board of Supervisors urges City departments responsible for recommendations not necessitating a response from the Board of Supervisors to provide a status report to the Board of Supervisors on implementation of said recommendations within six months of the passage of this resolution. October 2, 2007 Board of Supervisors — ADOPTED 2006-07 The Entertainment A.6. Citation authority would help ensure observance of the good Entertainment Recommendation Pending legislation allows the Director of the Entertainment Commission to close down ** ** Commission: A Work in neighbor policy. The granting of such citation authority to Commission Implemented clubs on an emergency basis for public safety reasons for up to 72 hours. Progress members of the Entertainment Commission staff should be given serious consideration by the Board of Supervisors. 2006-07 The Entertainment A.7.a. The Entertainment Commission and the San Francisco Entertainment Recommendation The Entertainment Commission, Police Department and the Mayor’s Office of Criminal ** ** Commission: A Work in Police Department must develop more effective means of Commission Implemented Justice has had 3 joint meetings and are proposing to have ongoing meetings, particularly Progress communication. as it relates to new legislation. 2006-07 The Entertainment A.7.a. The Entertainment Commission and the San Francisco Police Recommendation Implementation is ongoing. Communication must be two-way. See the above response. ** ** Commission: A Work in Police Department must develop more effective means of Implemented Progress communication. 2006-07 The Entertainment A.7.b.1. So that a letter of such importance will never again be Entertainment Recommendation The Entertainment Commission developed a log for letters and faxes that are transmitted ** ** Commission: A Work in mislaid for a month, the Entertainment Commission must develop Commission Implemented to the Police Department. Progress office procedures so that letters and faxes that have been sent are actually received, accounted for, read, acted upon, and filed. 2006-07 The Entertainment A.7.b.1. So that a letter of such importance will never again be Police Will Not Be This recommendation is more appropriately a matter for the Entertainment Commission. ** ** Commission: A Work in mislaid for a month, the Entertainment Commission must develop Implemented: Not Progress office procedures so that letters and faxes that have been sent Warranted or Not are actually received, accounted for, read, acted upon, and filed. Reasonable 2006-07 The Entertainment A.7.b.2. The staff of the Entertainment Commission must, as a Entertainment Recommendation Twice a month, the Entertainment Commission meets and police reports are a regular ** ** Commission: A Work in matter of standard operating procedure, bring such important Commission Implemented item on the agenda. Progress correspondence to the attention of the Entertainment Commissioners promptly without waiting for backup police reports. 2006-07 CGJ Year Report Title Recommendation Response 2008 Response (1) 2008 Response Text 2009 Response (1) 2009 Response Text 2010 Response (1) 2010 Response Text Required 2006-07 The Entertainment A.7.b.2. The staff of the Entertainment Commission must, as a Police Will Not Be This recommendation is more appropriately a matter for the Entertainment Commission. ** ** Commission: A Work in matter of standard operating procedure, bring such important Implemented: Not Progress correspondence to the attention of the Entertainment Warranted or Not Commissioners promptly without waiting for backup police Reasonable reports. 2006-07 The Entertainment A.7.b.3. The San Francisco Police Department must submit Entertainment Recommendation The Police Department submits 2 reports to the Entertainment Commission. The first ** ** Commission: A Work in incident reports to the Entertainment Commission as a matter of Commission Implemented report is a Progress course any time they request action by the Commission against daily report that reports on acts of violence. The second report includes incidents that do venues with Place of Entertainment permits. The practice of not result in injuries and is submitted by permit officers from Police District Stations. automatic delivery of police incident reports related to permitted clubs to the Entertainment Commission is a practice that should be adopted widely in the San Francisco Police Department. 2006-07 The Entertainment A.7.b.3. The San Francisco Police Department must submit Police Requires Further This will require further analysis. Incident reports are not generally authorized for release Requires Further This will require further analysis. Incident reports are not generally authorized for Will Not Be The Police Department is responsive to any requests from the Entertainment Commission for Commission: A Work in incident reports to the Entertainment Commission as a matter of Analysis during the pendency of an investigation, therefore automatic delivery may not be possible. Analysis release during the pendency of an investigation, therefore automatic delivery may not Implemented: Not incident reports and provides incident reports in a timely manner. As some reports will continue Progress course any time they request action by the Commission against Permit officers will work, however, with the Entertainment Commission to prepare cases be possible. Permit officers will work, however, with the Entertainment Commission to Warranted or Not to require redaction by investigators (to protect victims), there cannot be automatic furnishing. venues with Place of Entertainment permits. The practice of with proper documentation. Will need to consult City Attorney to see if this prepare cases with proper documentation. Will need to consult City Attorney to see if Reasonable automatic delivery of police incident reports related to permitted recommendation is consistent with Admin Code 67and CA Public Records Act. this recommendation is consistent with Admin Code 67and CA Public Records Act. clubs to the Entertainment Commission is a practice that should be adopted widely in the San Francisco Police Department. 2006-07 The Entertainment A.8. The Administrative Code section cited should be changed to Board of Will Not Be RESOLVED, That the Board of Supervisors reports to the Presiding Judge of the Superior ** ** Commission: A Work in reflect the greatly reduced permit issuance responsibility that is Supervisors Implemented: Not Court that it agrees with Recommendation Nos. A.8 and D.5.a of the 2006-2007 Civil Progress the reality of the Entertainment Commission's work. Warranted or Not Grand Jury Report entitled “The Entertainment Commission: A Work in Progress”; and be Reasonable it FURTHER RESOLVED, That the Board of Supervisors reports that it partially agrees with Recommendation No. A.6, as follows: - Citation authority would be beneficial, but existing staffing of the organization does not include any position that would be appropriate for enacting citations; and,beit FURTHER RESOLVED, That the Board of Supervisors reports that it disagrees wholly with Recommendation No. D.5.b; and, be it FURTHER RESOLVED, That the Board of Supervisors urges the Mayor to cause the implementation of accepted recommendations through his/her department heads and through the development of the annual budget; and, be it FURTHER RESOLVED, That the Board of Supervisors urges City departments responsible for recommendations not necessitating a response from the Board of Supervisors to provide a status report to the Board of Supervisors on implementation of said recommendations within six months of the passage of this resolution. October 2, 2007 Board of Supervisors — ADOPTED 2006-07 The Entertainment A.8. The Administrative Code section cited should be changed to Entertainment Will Not Be We disagree with the initial assumption made by the Civil Grand Jury. ** ** Commission: A Work in reflect the greatly reduced permit issuance responsibility that is Commission Implemented: Not Progress the reality of the Entertainment Commission's work. Warranted or Not Reasonable 2006-07 The Entertainment A.9. The Entertainment Commission should be involved in Entertainment Recommendation The Entertainment Commission is responsible for holding meetings related to Halloween. ** ** Commission: A Work in planning and coordinating the City's Halloween party, among Commission Implemented Fifteen meetings have been scheduled. With Supervisor Dufty and the Mayor’s Office of Progress other major non-sponsored entertainment events, as outlined in Criminal Justice, the City will have a calendar of events citywide. Administrative Code sec. 90.4(h). 2006-07 The Entertainment A.9. The Entertainment Commission should be involved in Mayor Recommendation Agree, in part. This year, there is not a City-sponsored Halloween party in the Castro, or in ** ** Commission: A Work in planning and coordinating the City's Halloween party, among Implemented other areas of San Francisco. However, the Entertainment Commission is involved in Progress other major non-sponsored entertainment events, as outlined in planning and coordinating the City’s management of Halloween activities and other major Administrative Code sec. 90.4(h). non-sponsored entertainment events. 2006-07 The Entertainment B.1. The Entertainment Commission should submit to the Mayor Entertainment Will Be The Entertainment Commission held a retreat in October 2007 to discuss goals and -- Department elected not to respond. -- Department elected not to respond. Commission: A Work in and Board of Supervisors the annual report by March 1 each Commission Implemented in the priorities for the upcoming year. EC expects to complete the annual report by the end of Progress year, as required in Administrative Code, chapter 90. Future April. 2006-07 The Entertainment B.2. The Entertainment Commission should submit to the Mayor Entertainment Will Be The Entertainment Commission will submit its Effectiveness Report in 2012. -- Department elected not to respond. -- Department elected not to respond. Commission: A Work in and the Board of Supervisors its Effectiveness Report every five Commission Implemented in the Progress years at a minimum. The next Effectiveness Report is due on or Future before May 2012, as required in Administrative Code, chapter 90, sec. 90.8. 2006-07 The Entertainment B.3. In preparation for filing its next Effectiveness Report, the Entertainment Recommendation The Entertainment Commission and staff participated in a retreat to identify goals, ** ** Commission: A Work in Entertainment Commission should immediately commence a Commission Implemented objectives, and developed a new tracking system to measure achievement. Progress program to identify its goals, the means by which it plans to achieve its goals, and a way to measure that achievement. 2006-07 The Entertainment B.4.a. The Entertainment Commission should submit to the Entertainment Will Be Out of the retreat, the Entertainment Commission issued a report to establish the -- Department elected not to respond. -- Department elected not to respond. Commission: A Work in Mayor and the Board of Supervisors annual reports which revisit Commission Implemented in the organization’s goals and objectives. This document will be used for the Annual Statement Progress its Annual Statement of Purpose, and which serve to honestly Future of Purpose. address the accomplishments of the Commission in the year past and describe challenges and goals in the year ahead. 2006-07 The Entertainment B.4.b. The Entertainment Commission commissioners should be Entertainment Recommendation The Entertainment Commission commissioners were given the annual report in ** ** Commission: A Work in given a draft of each year's annual report and be allowed Commission Implemented November 2007. Progress sufficient time to provide input and editorial suggestions for the final draft so that it is a document reflecting the Commissioners' collective viewpoints about what the Commission should be. 2006-07 The Entertainment B.5. The Entertainment Commission should produce a fee Entertainment Recommendation Each year, the Entertainment Commission reviews its functions as part of the annual ** ** Commission: A Work in analysis report as required by law and in it should explain how it Commission Implemented budget process. Since the fee increases three years ago, the Commission has not Progress plans to "establish fees for entertainment-related permits at levels proposed any fee increases other than the cost of living adjustments. If there were fee sufficient to cover the estimated annual operating costs of the increase proposals, the Entertainment Commission works closely with the Controller’s commission." Office and the Mayor’s Office in its fee analysis reports as an overall citywideprocess. 2006-07 CGJ Year Report Title Recommendation Response 2008 Response (1) 2008 Response Text 2009 Response (1) 2009 Response Text 2010 Response (1) 2010 Response Text Required 2006-07 The Entertainment B.5. The Entertainment Commission should produce a fee General Recommendation 1. and 2. The Entertainment Commission, with the technical assistance of the City ** ** Commission: A Work in analysis report as required by law and in it should explain how it Services Agency Implemented Administrator’s Office, produced a fee analysis to support a major revision of fees for the Progress plans to "establish fees for entertainment-related permits at levels - City FY05-06 budget. The Board of Supervisors approved the revised fee schedule in sufficient to cover the estimated annual operating costs of the Administrator Ordinance file number 193-05, Amendment to the Police Code – Entertainment commission." Commission Permits, Licenses and Fees. While an additional fee analysis has been performed each year since, it has not been provided in the form of an annual report. The City Administrator’s Office will work with the Entertainment Commission to provide the annual fee analysis report required of the Administrator Code. 2006-07 The Entertainment C.1.a. The Entertainment Commission should create full, reality- Entertainment Recommendation Job descriptions were reviewed by the Entertainment Commission in February 2008. Both ** ** Commission: A Work in based job descriptions for each of its staff. Commission Implemented the GSA Human Resources Department and the Department of Human Resources will Progress assist the Entertainment Commission to improve them. Please see their responses. 2006-07 The Entertainment C.1.a. The Entertainment Commission should create full, reality- General Will Be The City Administrator’s Office will provide technical assistance to enable the Recommendation In April 2008, the City Administrator’s Office provided the Entertainment Commission ** Commission: A Work in based job descriptions for each of its staff. Services Agency Implemented in the Entertainment Commission to complete job descriptions for each staff member by June Implemented with the Job Analysis Questionnaires (JAQ) and other technical assistance for each Progress - City Future 2008. The Department of Human Resource has also offered to assist with review of staff member. Administrator documentation and, if needed, assist in the creation of formal position descriptions. 2006-07 The Entertainment C.1.a. The Entertainment Commission should create full, reality- Human Will Not Be The City Administrator’s Office will provide technical assistance to enable the ** ** Commission: A Work in based job descriptions for each of its staff. Resources Implemented: Not Entertainment Commission to complete job descriptions for each staff member by June Progress Warranted or Not 2008. The Department of Human Resources has offered to assist as needed with review Reasonable of documentation and, if needed, assist in the creation of formal position descriptions if requested. 2006-07 The Entertainment C.1.b. The Entertainment Commission's Executive Director Entertainment Recommendation The Director of the Entertainment Commission conducted annual written performance ** ** Commission: A Work in should provide annual written performance reviews for the three Commission Implemented reviews for all three staffers in October 2007 Progress staffers who report to him. 2006-07 The Entertainment C.1.b. The Entertainment Commission's Executive Director General Recommendation EC’s Director completed annual written performance reviews for the staff in October 2007. ** ** Commission: A Work in should provide annual written performance reviews for the three Services Agency Implemented Progress staffers who report to him. - City Administrator 2006-07 The Entertainment C.1.b. The Entertainment Commission's Executive Director Human Will Not Be DHR has no authority to require the Entertainment Commission to complete a ** ** Commission: A Work in should provide annual written performance reviews for the three Resources Implemented: Not performance review for its staffers. Progress staffers who report to him. Warranted or Not Reasonable 2006-07 The Entertainment C.2. It must be determined to whom the Executive Director of the Entertainment Recommendation The Director reports to the Entertainment Commission for hiring and firing purposes, as ** ** Commission: A Work in Entertainment Commission reports, and how and when such Commission Implemented well as receives his annual performance review with the commissioners. On a day to day Progress reporting will take place, and just what this position is to be held basis, the Director reports to the City Administrator for oversight and administrative accountable for doing. assistance. 2006-07 The Entertainment C.2. It must be determined to whom the Executive Director of the General Will Not Be We disagreed with the Civil Grand Jury on this recommendation. The Entertainment ** ** Commission: A Work in Entertainment Commission reports, and how and when such Services Agency Implemented: Not Commission Executive Director reports to the Entertainment Commission and is Progress reporting will take place, and just what this position is to be held - City Warranted or Not appointed and removed by either the Mayor or the Commission. The City Administrator’s accountable for doing. Administrator Reasonable Office provides technical assistance to the Director and the Commission, focusing on budget, accounting, and human resources functions. 2006-07 The Entertainment C.2. It must be determined to whom the Executive Director of the Mayor Recommendation Agree. The Executive Director of the Entertainment Commission currently reports to the ** ** Commission: A Work in Entertainment Commission reports, and how and when such Implemented Entertainment Commission. Reporting shall take place at every Commission meeting and Progress reporting will take place, and just what this position is to be held in a closed session during the annual review of the Executive Director’s performance. The accountable for doing. Commission will annually review their goals and objectives and make sure that the goals of the Commission and the annual work plan of the Executive Director are aligned. 2006-07 The Entertainment C.3. The Civil Grand Jury recommends that regular performance Entertainment Recommendation The Director receives his annual performance reviews in closed session every year by the ** ** Commission: A Work in reviews of the Commission's Executive Director take place. The Commission Implemented Commission. Progress review should be conducted by whomever is determined to be the supervisor of the Executive Director. 2006-07 The Entertainment C.3. The Civil Grand Jury recommends that regular performance General Will Not Be The Entertainment Commission completes the annual performance review of the ** ** Commission: A Work in reviews of the Commission's Executive Director take place. The Services Agency Implemented: Not Commission’s Executive Director, not the City Administrator. Progress review should be conducted by whomever is determined to be - City Warranted or Not the supervisor of the Executive Director. Administrator Reasonable 2006-07 The Entertainment C.3. The Civil Grand Jury recommends that regular performance Mayor Recommendation Agree. Performance reviews should happen annually for all Department Heads and be ** ** Commission: A Work in reviews of the Commission's Executive Director take place. The Implemented reviewed by the relevant commissions. The Department of Human Resources Progress review should be conducted by whomever is determined to be implemented the Citywide Mandatory Performance and Planning and Appraisal Program the supervisor of the Executive Director. in 2006. 2006-07 The Entertainment C.4.a. Compensation should be tied to performance for all four Entertainment Will Not Be Compensation for staff is determined by citywide Memorandum of Understanding (MOU) ** ** Commission: A Work in staff members of the Entertainment Commission. Commission Implemented: Not negotiated and implemented by the Department of Human Resources. Please refer to Progress Warranted or Not their response for more details. Reasonable 2006-07 The Entertainment C.4.a. Compensation should be tied to performance for all four Human Will Not Be Compensation for staff is determined by citywide Memorandum of Understanding (MOU) ** ** Commission: A Work in staff members of the Entertainment Commission. Resources Implemented: Not negotiated with the City’s labor unions. While there is some flexibility in place for Progress Warranted or Not additional compensation above what is required depending on the bargaining unit, the Reasonable discretion to award such additional compensation rests solely with the appointing officer.. 2006-07 CGJ Year Report Title Recommendation Response 2008 Response (1) 2008 Response Text 2009 Response (1) 2009 Response Text 2010 Response (1) 2010 Response Text Required 2006-07 The Entertainment C.4.a. Compensation should be tied to performance for all four Mayor Will Not Be The negotiation of salaries is a power that rests with the Mayor, acting through the ** ** Commission: A Work in staff members of the Entertainment Commission. Implemented: Not Department of Human Resources, as per the San Francisco City and County Charter. Progress Warranted or Not Any compensation increases or decreases based on performance are set through the Reasonable negotiation of a collective bargaining agreement with the respective union and the City. The Commission could be consulted when these salary negotiations take place 2006-07 The Entertainment C.4.b. Commissioners' input should be sought on the Entertainment Will Not Be Commissioners’ input on staff performance is important, but compensation is determined ** ** Commission: A Work in performance and proposed compensation increases of Commission Implemented: Not by citywide MOUs that are negotiated and implemented by the Department of Human Progress Entertainment Commission staff. Warranted or Not Resources. Please refer to their response for more details. Reasonable 2006-07 The Entertainment C.4.b. Commissioners' input should be sought on the Human Will Not Be While DHR agrees that Commissioners’ input on staff ** ** Commission: A Work in performance and proposed compensation increases of Resources Implemented: Not performance is important, we note again that compensation is determined by citywide Progress Entertainment Commission staff. Warranted or Not MOUs that are negotiated with the City’s labor unions. During contract negotiations, DHR Reasonable seeks input from all departments—including the Entertaining Commission— on union proposals, including those related to compensation. And as indicated above, there is some flexibility to recognize performance with additional compensation but that is within the discretion of the appointing officer. 2006-07 The Entertainment C.4.b. Commissioners' input should be sought on the Mayor Will Not Be Performance evaluations and compensation increases are set through the negotiation of ** ** Commission: A Work in performance and proposed compensation increases of Implemented: Not collective bargaining agreements with the respective union and the City. Progress Entertainment Commission staff. Warranted or Not Reasonable 2006-07 The Entertainment C.5. Task tracking for staff should be implemented and the Entertainment Recommendation As a result of the retreat, a form was created to track tasks and this information will be ** ** Commission: A Work in commissioners should be advised of the results of such tracking Commission Implemented reviewed at Commission meetings. Form was completed in October 2007. Progress on a regular basis. 2006-07 The Entertainment D.1.a. The Entertainment Commission must improve its record of Entertainment Recommendation Another outcome of the retreat was the upgrading of the mailing list for club owners. The ** ** Commission: A Work in communicating with club-owner applicants for POE permits. Commission Implemented Entertainment Commission has had regular meetings with the different segments of the Progress club owners. There has been four meetings regarding the proposed legislation since February 2008. 2006-07 The Entertainment D.1.b. A current Memorandum of Understanding should exist with Entertainment Recommendation Yes, an MOU was completed in June 2007. ** ** Commission: A Work in at least the Port of San Francisco. If an MOU with other City Commission Implemented Progress departments is indeed inappropriate, some formal mechanism should be created to enhance the communication between these City departments and the Entertainment Commission. 2006-07 The Entertainment D.2.a. Entertainment Commissioners should agree as to what Entertainment Recommendation Duties and responsibilities were discussed and agreed upon at the retreat. ** ** Commission: A Work in their duties and responsibilities are. Commission Implemented Progress 2006-07 The Entertainment D.2.b. Entertainment Commissioners should be aware of the Entertainment Recommendation Again, as part of the retreat, commissioners received training and had their separate ** ** Commission: A Work in basic required tasks of the Commission, should read basic Commission Implemented breakout session to discuss commissioners’ issues. Commissioners are kept informed Progress required documents and offer input on their final drafting. They through the Commission meetings and as needed through the Commission secretary. should be better trained from the beginning in the duties and responsibilities of an Entertainment Commissioner. They should receive more regular communication (perhaps via email) from Commission staff on Commission-related developments than they currently receive via the twice-monthly hearings. 2006-07 The Entertainment D.3. The Entertainment Commission should have its assigned Entertainment Will Not Be The Deputy City Attorney reviews the agenda before every Commission meeting and as ** ** Commission: A Work in Deputy City Attorney present at all public hearings. Commission Implemented: Not they determine the appropriateness of issues and the need for legal advice, they attend Progress Warranted or Not the Commission meetings. The Commission’s budget is small and its expenses need to Reasonable be managed appropriately. 2006-07 The Entertainment D.4.a. The Civil Grand Jury recommends that the Entertainment Entertainment Recommendation Again, pending legislation with Supervisor Maxwell will allow the Director to close down ** ** Commission: A Work in Commission be given the authority to cite permitted nightclub Commission Implemented clubs on public safety grounds for 72 hours. Progress owners who break the law. Granting the power to issue such citations to the Entertainment Commission however must not stop the San Francisco Police Department, with its greater manpower and resources, from also issuing such citations. 2006-07 The Entertainment D.4.a. The Civil Grand Jury recommends that the Entertainment Police Requires Further The Police Department will continue issuance of citations whenever appropriate. The Requires Further The Police Department will continue issuance of citations whenever appropriate. The Will Not Be The Police Department will continue issuance of citations whenever appropriate. Commission: A Work in Commission be given the authority to cite permitted nightclub Analysis issuance of citations by the Entertainment Commission will require the review of the City Analysis issuance of citations by the Entertainment Commission will require the review of the City Implemented: Not The issuance of citations by the Entertainment Commission will require the review of the City Progress owners who break the law. Granting the power to issue such Attorney. The Police Department does not oppose this recommendation. Attorney. The Police Department does not oppose this recommendation. Warranted or Not Attorney. The Police Department does not oppose this recommendation. citations to the Entertainment Commission however must not Reasonable stop the San Francisco Police Department, with its greater manpower and resources, from also issuing such citations. 2006-07 The Entertainment D.4.b. The use of suspension and revocation powers given to the Entertainment Recommendation Same response as D.4.c. ** ** Commission: A Work in Entertainment Commission in Administrative Code, chapter 90, Commission Implemented Progress section 90.4(c) must be used to punish club owners with multiple violations, as well as serve as a deterrent for other potentially problematical entertainment venues. 2006-07 The Entertainment D.4.b. The use of suspension and revocation powers given to the Police Will Not Be This recommendation is a matter to be responded to by the Entertainment Commission. ** ** Commission: A Work in Entertainment Commission in Administrative Code, chapter 90, Implemented: Not This matter may be addressed by pending legislation. Progress section 90.4(c) must be used to punish club owners with multiple Warranted or Not violations, as well as serve as a deterrent for other potentially Reasonable problematical entertainment venues. 2006-07 CGJ Year Report Title Recommendation Response 2008 Response (1) 2008 Response Text 2009 Response (1) 2009 Response Text 2010 Response (1) 2010 Response Text Required 2006-07 The Entertainment D.5.a. Someone at the Entertainment Commission has to take a Board of Will Not Be RESOLVED, That the Board of Supervisors reports to the Presiding Judge of the Superior ** ** Commission: A Work in leadership role. As the highest ranking, paid staff member of the Supervisors Implemented: Not Court that it agrees with Recommendation Nos. A.8 and D.5.a of the 2006-2007 Civil Progress Commission, this burden appropriately falls on the Executive Warranted or Not Grand Jury Report entitled “The Entertainment Commission: A Work in Progress”; and be Director Reasonable it FURTHER RESOLVED, That the Board of Supervisors reports that it partially agrees with Recommendation No. A.6, as follows: - Citation authority would be beneficial, but existing staffing of the organization does not include any position that would be appropriate for enacting citations; and,beit FURTHER RESOLVED, That the Board of Supervisors reports that it disagrees wholly with Recommendation No. D.5.b; and, be it FURTHER RESOLVED, That the Board of Supervisors urges the Mayor to cause the implementation of accepted recommendations through his/her department heads and through the development of the annual budget; and, be it FURTHER RESOLVED, That the Board of Supervisors urges City departments responsible for recommendations not necessitating a response from the Board of Supervisors to provide a status report to the Board of Supervisors on implementation of said recommendations within six months of the passage of this resolution. October 2, 2007 Board of Supervisors — ADOPTED 2006-07 The Entertainment D.5.a. Someone at the Entertainment Commission has to take a Entertainment Recommendation The Director has taken an increased leadership role. He has organized a retreat for ** ** Commission: A Work in leadership role. As the highest ranking, paid staff member of the Commission Implemented Commissioners and staff. He has initiated a Summit to communicate with club owners. He Progress Commission, this burden appropriately falls on the Executive has also worked with the Board of Supervisors and the Planning Commission to pass new Director legislation to improve services to the public. Finally, he is in the process of recruiting new staff to help implement changes to Halloween. 2006-07 The Entertainment D.5.a. Someone at the Entertainment Commission has to take a Mayor Recommendation Agree. The President of the Entertainment Commission along with the Executive Director ** ** Commission: A Work in leadership role. As the highest ranking, paid staff member of the Implemented should provide leadership. Progress Commission, this burden appropriately falls on the Executive Director 2006-07 The Entertainment D.5.b. The Civil Grand Jury strongly recommends that the Board of Will Not Be RESOLVED, That the Board of Supervisors reports to the Presiding Judge of the Superior ** ** Commission: A Work in Entertainment Commission adopt term limits for its Supervisors Implemented: Not Court that it agrees with Recommendation Nos. A.8 and D.5.a of the 2006-2007 Civil Progress Commissioners. If each serves no more than two 4-year terms, Warranted or Not Grand Jury Report entitled “The Entertainment Commission: A Work in Progress”; and be incompatibility is less of a problem than in the current potentially Reasonable it FURTHER RESOLVED, That the Board of Supervisors reports that it partially agrees endless situation. with Recommendation No. A.6, as follows: - Citation authority would be beneficial, but existing staffing of the organization does not include any position that would be appropriate for enacting citations; and,beit FURTHER RESOLVED, That the Board of Supervisors reports that it disagrees wholly with Recommendation No. D.5.b; and, be it FURTHER RESOLVED, That the Board of Supervisors urges the Mayor to cause the implementation of accepted recommendations through his/her department heads and through the development of the annual budget; and, be it FURTHER RESOLVED, That the Board of Supervisors urges City departments responsible for recommendations not necessitating a response from the Board of Supervisors to provide a status report to the Board of Supervisors on implementation of said recommendations within six months of the passage of this resolution. October 2, 2007 Board of Supervisors — ADOPTED 2006-07 The Entertainment D.5.b. The Civil Grand Jury strongly recommends that the Entertainment Will Not Be This requires changes to the City’s Charter. ** ** Commission: A Work in Entertainment Commission adopt term limits for its Commission Implemented: Not Progress Commissioners. If each serves no more than two 4-year terms, Warranted or Not incompatibility is less of a problem than in the current potentially Reasonable endless situation. 2006-07 The Entertainment D.5.b. The Civil Grand Jury strongly recommends that the Mayor Will Not Be The establishment of term limits is not in the purview of the Entertainment Commission. ** ** Commission: A Work in Entertainment Commission adopt term limits for its Implemented: Not The Entertainment Commission is established in the Charter, under Progress Commissioners. If each serves no more than two 4-year terms, Warranted or Not • Section 4.117. If there were going to be term limits, they would need to be established in incompatibility is less of a problem than in the current potentially Reasonable a Charter amendment. Furthermore, term limits for Commissioners are not a standard endless situation. practice among the City’s other commissions.

F13: provided with resources, including communication equipment, to carry out its functions; and

F14: trained in incident command.

F15: trained in incident command. 2006-07 CGJ Year Report Title Recommendation Response 2008 Response (1) 2008 Response Text 2009 Response (1) 2009 Response Text 2010 Response (1) 2010 Response Text Required 2006-07 Preparing for a Disaster: II-E3. By the beginning of FY09, in order to function effectively as Fire Department Recommendation Agree and Implemented. The NERT response is integrated into the Fire Department ** ** Administrative Commitment and the neighborhood based emergency response group, NERT Implemented disaster plan and so, into the San Francisco Emergency Operations Plan (EOP). Further Appropriate Funding in the should be guidelines determining the scope and authority of the NERT response are in the Department of Emergency • integrated into City disaster response planning; Guidelines for the Disaster Service Worker Volunteer Program. The EOP was edited and Management and the • recognized as the lead neighborhood response group; reflects some errors in the scope of NERT response. Corrections have been submitted to Department of Public Health • provided with a clear set of procedures, responsibilities and DEM for revision. This is to ensure that the response is consistent with the scope of functions; training that volunteers receive. Increasing education to more City agencies and leaders

F16: provided with resources, including communication equipment, about the organization, NERTs goals and capabilities is a key piece to this to carry out its functions; and recommendation.

F17: trained in incident command. NERT volunteer procedures, responsibilities and functions are clearly established in the

F18: trained in incident command. SFFD Disaster Plan. The procedures are taught in basic NERT training and reinforced in drills and advanced training. Standard Operating Guidelines have been established and are given to NERT volunteers who play an active role on their neighborhood team. The SFFD recognizes the volunteer nature of the organization when considering NERT responsibilities. NERT is always seeking additional resources to assist neighborhood teams in a most effective response. NERT is working with the DEM to expand communications capabilities. A supply cache has been secured and placed at various SFFD facilities. NERT is working towards becoming NIMS compliant. ICS100 training is offered quarterly to NERT volunteers. 2006-07 Preparing for a Disaster: II-E3. By the beginning of FY09, in order to function effectively as Mayor Will Not Be This does fall within the purview of the Mayor's Office. However, the Mayor's Office ** ** Administrative Commitment and the neighborhood based emergency response group, NERT Implemented: Not support and recognizes the importance of the NERT program, as directed by the Fire Appropriate Funding in the should be Warranted or Not Department. The Mayor's Office also supports the continued coordination between the Department of Emergency • integrated into City disaster response planning; Reasonable Fire Department and the Department of Emergency Management in how to best Management and the • recognized as the lead neighborhood response group; incorporate NERT volunteers into the community disaster hub plan. Department of Public Health • provided with a clear set of procedures, responsibilities and functions;

F19: provided with resources, including communication equipment, to carry out its functions; and

F20: trained in incident command.

F21: trained in incident command. 2006-07 Preparing for a Disaster: II-E3. By the beginning of FY09, in order to function effectively as Public Health Will Not Be Disagree – NERT is a volunteer organization; it was not designed to act as the lead ** ** Administrative Commitment and the neighborhood based emergency response group, NERT Implemented: Not neighborhood response group. The new Community HUB plan that will be kicked off Appropriate Funding in the should be Warranted or Not beginning September 8, 2007 relies on Disaster Service Workers (DSW) to fulfill the jobs Department of Emergency • integrated into City disaster response planning; Reasonable and responsibilities enumerated in this recommendation. No change Management and the • recognized as the lead neighborhood response group; Department of Public Health • provided with a clear set of procedures, responsibilities and functions;

F22: provided with resources, including communication equipment, to carry out its functions; and

F23: trained in incident command.

F24: trained in incident command. 2006-07 Preparing for a Disaster: II-E4. The Department of Emergency Management, General Board of Will Not Be RESOLVED, That the Board of Supervisors reports to the Presiding Judge of the Superior ** ** Administrative Commitment and Services Agency, Department of Public Health and the Fire Supervisors Implemented: Not Court that it agrees with Recommendation Nos. I-I, ll-A2, ll-B2, IV-D8, and V-El of the Appropriate Funding in the Department should submit to the Mayor clearly defined funding Warranted or Not 2006-2007 Civil Grand Jury Report entitled “Preparing for a Disaster: Administrative Department of Emergency requests necessary for community planning resource Reasonable Commitment and Appropriate Funding in the Department of Emergency Management and Management and the requirements. The Mayor should approve the requests and the Department of Public Health”; and be it FURTHER RESOLVED, That the Board of Department of Public Health forward them to the Board of Supervisors for approval by FY09. Supervisors reports that it agrees with Recommendation Nos. ll-A3, ll-A8, ll-E4, 111-2, 111-3, 111-8, lV-B3, lV-B6, IV-Cil, V-C6, V-Di2, V6 Di4, V-Dii1, V-Dii3, and V-Diii1 subject to financial constraints, Budget Analyst review, and budget priorities determined during the annual budget process; and, be it FURTHER RESOLVED, That the Board of Supervisors reports that it partially agrees with Recommendation No. VI-El, as follows: - A helipad on San Francisco General Hospital should be provided with full and expeditious consideration, including through the land use planning process; and, be it FURTHER RESOLVED, That the Board of Supervisors urges the Mayor to cause the implementation of accepted recommendations through his/her department heads and through the development of the annual budget; and, be it FURTHER RESOLVED, That the Board of Supervisors urges City departments responsible for recommendations not necessitating a response from the Board of Supervisors to provide a status report to the Board of Supervisors on implementation of said recommendations within six months of the passage of this resolution. October 2, 2007 Board of Supervisors — ADOPTED 2006-07 Preparing for a Disaster: II-E4. The Department of Emergency Management, General Emergency Recommendation Fully Implemented. Our FY08-09 budget request includes positions for this initiative. ** ** Administrative Commitment and Services Agency, Department of Public Health and the Fire Management Implemented Appropriate Funding in the Department should submit to the Mayor clearly defined funding Department of Emergency requests necessary for community planning resource Management and the requirements. The Mayor should approve the requests and Department of Public Health forward them to the Board of Supervisors for approval by FY09. 2006-07 Preparing for a Disaster: II-E4. The Department of Emergency Management, General Fire Department Recommendation Agree and Implemented. The SFFD maintains a Line Item in its Annual Operating Budget ** ** Administrative Commitment and Services Agency, Department of Public Health and the Fire Implemented for NERT support. Appropriate Funding in the Department should submit to the Mayor clearly defined funding Department of Emergency requests necessary for community planning resource Management and the requirements. The Mayor should approve the requests and Department of Public Health forward them to the Board of Supervisors for approval by FY09. 2006-07 CGJ Year Report Title Recommendation Response 2008 Response (1) 2008 Response Text 2009 Response (1) 2009 Response Text 2010 Response (1) 2010 Response Text Required 2006-07 Preparing for a Disaster: II-E4. The Department of Emergency Management, General Mayor Requires Further Any Department of Emergency Management, General Services Agency, Department of -- Department elected not to respond. -- Department elected not to respond. Administrative Commitment and Services Agency, Department of Public Health and the Fire Analysis Public Health, and Fire Department funding requests for community planning resources Appropriate Funding in the Department should submit to the Mayor clearly defined funding for FY09 will be carefully reviewed and assessed once they are submitted to the Mayor’s Department of Emergency requests necessary for community planning resource Office Management and the requirements. The Mayor should approve the requests and Department of Public Health forward them to the Board of Supervisors for approval by FY09. 2006-07 Preparing for a Disaster: II-E4. The Department of Emergency Management, General Public Health Recommendation Agree – When the Community HUB plan is rolled out, the participating Departments will ** ** Administrative Commitment and Services Agency, Department of Public Health and the Fire Implemented submit a budget for approval. In the meantime, the Department of Public Health is Appropriate Funding in the Department should submit to the Mayor clearly defined funding applying for a State Funding Grant to seed the project. We will continue to look for grants Department of Emergency requests necessary for community planning resource and alternate funding sources to ensure the success of this project. DPH received a Management and the requirements. The Mayor should approve the requests and federal grant of approximately $800,000 last fall to begin funding the Community Hub Department of Public Health forward them to the Board of Supervisors for approval by FY09. project. We continue to look for alternate sources of funding and grants. 2006-07 Preparing for a Disaster: III-1. The City should have a permanent grant oversight program Emergency Will Be Agree w/Future Implementation. Agree with intent, but not the suggested mechanism. Requires Further We have an oversight in place using the controller’s office, as well as state and federal Will Not Be DEM has been able to maintain and sustain equipment through grant programs. Some Administrative Commitment and in place by December 31, 2007. The Mayor should issue Management Implemented in the DEM is planning on working, through the joint DEM/GSA Resources committee and the Analysis audits. Grant funds have continued be available DEM agrees with intent, but not the Implemented: Not creative Appropriate Funding in the guidelines for grant proposals incorporating long-range planning Future new logistics coordinator in developing plans for sustainable equipment and program suggested mechanism, to ensure funding is available for future sustainment and Warranted or Not Department of Emergency for maintaining and sustaining equipment and programs. needs for all departments who have emergency equipment. We plan to have a budget maintenance. DEM will be working, through the joint DEM/GSA Resources committee Reasonable Management and the recommendation for the 2008-2009 budget submission and to continue to seek grant and the new logistics coordinator in developing plans for sustainable equipment and Department of Public Health funding for this purpose as well. Mayor’s Executive Directive 07-10 contains instructions. program needs for all departments who have emergency equipment. 2006-07 Preparing for a Disaster: III-1. The City should have a permanent grant oversight program Mayor Will Be The Mayor’s Office supports the Department of Emergency Management’s response. -- Department elected not to respond. -- Department elected not to respond. Administrative Commitment and in place by December 31, 2007. The Mayor should issue Implemented in the Appropriate Funding in the guidelines for grant proposals incorporating long-range planning Future Department of Emergency for maintaining and sustaining equipment and programs. Management and the Department of Public Health 2006-07 Preparing for a Disaster: III-2. The Mayor should direct the Department of Emergency Board of Will Not Be RESOLVED, That the Board of Supervisors reports to the Presiding Judge of the Superior ** ** Administrative Commitment and Management to develop a plan for permanent ongoing local Supervisors Implemented: Not Court that it agrees with Recommendation Nos. I-I, ll-A2, ll-B2, IV-D8, and V-El of the Appropriate Funding in the funding for staffing, maintenance and storage of equipment and Warranted or Not 2006-2007 Civil Grand Jury Report entitled “Preparing for a Disaster: Administrative Department of Emergency sustaining programs obtained under federal Homeland Security Reasonable Commitment and Appropriate Funding in the Department of Emergency Management and Management and the grants. The Board of Supervisors should approve funding to the Department of Public Health”; and be it FURTHER RESOLVED, That the Board of Department of Public Health maintain and sustain the program and/or equipment. Supervisors reports that it agrees with Recommendation Nos. ll-A3, ll-A8, ll-E4, 111-2, 111-3, 111-8, lV-B3, lV-B6, IV-Cil, V-C6, V-Di2, V6 Di4, V-Dii1, V-Dii3, and V-Diii1 subject to financial constraints, Budget Analyst review, and budget priorities determined during the annual budget process; and, be it FURTHER RESOLVED, That the Board of Supervisors reports that it partially agrees with Recommendation No. VI-El, as follows: - A helipad on San Francisco General Hospital should be provided with full and expeditious consideration, including through the land use planning process; and, be it FURTHER RESOLVED, That the Board of Supervisors urges the Mayor to cause the implementation of accepted recommendations through his/her department heads and through the development of the annual budget; and, be it FURTHER RESOLVED, That the Board of Supervisors urges City departments responsible for recommendations not necessitating a response from the Board of Supervisors to provide a status report to the Board of Supervisors on implementation of said recommendations within six months of the passage of this resolution. October 2, 2007 Board of Supervisors — ADOPTED 2006-07 Preparing for a Disaster: III-2. The Mayor should direct the Department of Emergency Emergency Will Be Agree w/Future Implementation. Agree with the intent. DEM expects the Strategic Plan to Will Be Implemented DEM expects the Strategic Plan to inform this recommendation. See reply to III-1. Will Not Be DEM has produced all relevant materials to support this recommendation. Given current Administrative Commitment and Management to develop a plan for permanent ongoing local Management Implemented in the inform this recommendation. See reply to III-1. Included in Executive Directive 07-10. in the Future Included in Executive Directive 07-10. Timeframe: Unknown due to current budget Implemented: Not budget situation it is unlikely this will change in the near future. Appropriate Funding in the funding for staffing, maintenance and storage of equipment and Future constraints. Warranted or Not Department of Emergency sustaining programs obtained under federal Homeland Security Reasonable Management and the grants. The Board of Supervisors should approve funding to Department of Public Health maintain and sustain the program and/or equipment. 2006-07 Preparing for a Disaster: III-2. The Mayor should direct the Department of Emergency Mayor Will Be The Mayor’s Office supports the Department of Emergency Management’s strategic -- Department elected not to respond. -- Department elected not to respond. Administrative Commitment and Management to develop a plan for permanent ongoing local Implemented in the planning process and will carefully review and assess resulting budget requests for FY09. Appropriate Funding in the funding for staffing, maintenance and storage of equipment and Future Department of Emergency sustaining programs obtained under federal Homeland Security Management and the grants. The Board of Supervisors should approve funding to Department of Public Health maintain and sustain the program and/or equipment. 2006-07 CGJ Year Report Title Recommendation Response 2008 Response (1) 2008 Response Text 2009 Response (1) 2009 Response Text 2010 Response (1) 2010 Response Text Required 2006-07 Preparing for a Disaster: III-3. The Mayor should require each department’s annual budget Board of Will Not Be RESOLVED, That the Board of Supervisors reports to the Presiding Judge of the Superior ** ** Administrative Commitment and to include a line item request for disaster preparedness related Supervisors Implemented: Not Court that it agrees with Recommendation Nos. I-I, ll-A2, ll-B2, IV-D8, and V-El of the Appropriate Funding in the resources, which should be prepared and approved consistent Warranted or Not 2006-2007 Civil Grand Jury Report entitled “Preparing for a Disaster: Administrative Department of Emergency with documented programmatic need. The Board of Supervisors Reasonable Commitment and Appropriate Funding in the Department of Emergency Management and Management and the should approve these funding requests. the Department of Public Health”; and be it FURTHER RESOLVED, That the Board of Department of Public Health Supervisors reports that it agrees with Recommendation Nos. ll-A3, ll-A8, ll-E4, 111-2, 111-3, 111-8, lV-B3, lV-B6, IV-Cil, V-C6, V-Di2, V6 Di4, V-Dii1, V-Dii3, and V-Diii1 subject to financial constraints, Budget Analyst review, and budget priorities determined during the annual budget process; and, be it FURTHER RESOLVED, That the Board of Supervisors reports that it partially agrees with Recommendation No. VI-El, as follows: - A helipad on San Francisco General Hospital should be provided with full and expeditious consideration, including through the land use planning process; and, be it FURTHER RESOLVED, That the Board of Supervisors urges the Mayor to cause the implementation of accepted recommendations through his/her department heads and through the development of the annual budget; and, be it FURTHER RESOLVED, That the Board of Supervisors urges City departments responsible for recommendations not necessitating a response from the Board of Supervisors to provide a status report to the Board of Supervisors on implementation of said recommendations within six months of the passage of this resolution. October 2, 2007 Board of Supervisors — ADOPTED 2006-07 Preparing for a Disaster: III-3. The Mayor should require each department’s annual budget Emergency Requires Further Further Analysis Required. Before we determine the solution, we need to assess the Will Be Implemented Budget challenges have delayed implementation of this recommendation. Will Not Be Budget challenges continue to delay any discussion or implementation of this item. DEM has Administrative Commitment and to include a line item request for disaster preparedness related Management Analysis problem and work with our stakeholders for a sustainable recommendation. We will be in the Future Implemented: Not reminded departments to have supplies on hand capable of supplying their staff for up to 72 Appropriate Funding in the resources, which should be prepared and approved consistent looking at this for the 2008-2009-budget submission. We were not able to meet the Warranted or Not hours. Department of Emergency with documented programmatic need. The Board of Supervisors recommended timeline due to Oil Spill response and will continue this for the future. Reasonable Management and the should approve these funding requests. Department of Public Health 2006-07 Preparing for a Disaster: III-3. The Mayor should require each department’s annual budget Mayor Requires Further The Mayor’s Office relies on departments to submit budget requests for disaster related -- Department elected not to respond. -- Department elected not to respond. Administrative Commitment and to include a line item request for disaster preparedness related Analysis resources as needed. Appropriate Funding in the resources, which should be prepared and approved consistent Department of Emergency with documented programmatic need. The Board of Supervisors Management and the should approve these funding requests. Department of Public Health 2006-07 Preparing for a Disaster: III-4. To provide for monitoring commitment to grant-funded Emergency Requires Further Further Analysis Required. The purpose of this recommendation is to insure that grant Recommendation All grant requests for money directly controlled by DEM are required to include ** Administrative Commitment and projects, the City’s revised Emergency Operations Plan should Management Analysis funds are used to insure sustainability – both for replacement, and maintenance of Implemented performance benchmarks and sustainment plans before they can be considered for Appropriate Funding in the incorporate the grant related requirements of the Mayor’s equipment and supplies. – We will be looking at this for the 2008-2009 budget funding. Department of Emergency Directive of May 10, 2006. Beginning with its 2007 Annual submission. Since the publication of this report the SUASI is working on a regional Management and the Report, the Department of Emergency Management should assessment to assist in this. Also contained in Mayor’s Executive Directive 07-10. Department of Public Health include performance benchmarks and requirements related to grant acquired equipment and programs. 2006-07 Preparing for a Disaster: III-4. To provide for monitoring commitment to grant-funded Mayor Requires Further The Mayor’s Office supports the Department of Emergency Management’s response. -- Department elected not to respond. -- Department elected not to respond. Administrative Commitment and projects, the City’s revised Emergency Operations Plan should Analysis Appropriate Funding in the incorporate the grant related requirements of the Mayor’s Department of Emergency Directive of May 10, 2006. Beginning with its 2007 Annual Management and the Report, the Department of Emergency Management should Department of Public Health include performance benchmarks and requirements related to grant acquired equipment and programs. 2006-07 Preparing for a Disaster: III-5. The Resources Management Planning Committee, chaired Emergency Recommendation Fully Implemented. Logistics coordinator arrived in Janaury 2008 and is working closely ** ** Administrative Commitment and by the General Services Agency, should continue as the Management Implemented with GSA. In Mayor’s Executive Directive 07-10. Appropriate Funding in the workgroup for logistical planning under the Department of Department of Emergency Emergency Management’s revised centralized committee and Management and the workgroup structure. Department of Public Health 2006-07 Preparing for a Disaster: III-6. The Resources Management Planning Committee should Emergency Requires Further Further Analysis Required. DEM will work with the committee to work on this Will Not Be The current City construct does not support the idea of centralized storage and ** Administrative Commitment and devise a plan to centralize storage and maintenance of Management Analysis recommendation. Funding, lack of appropriate space and other considerations may not Implemented: Not maintenance. As an alternative a City resource catalog has been developed so that all Appropriate Funding in the appropriate equipment by December 31, 2007. allow for centralization. DEM believes a plan can be formulated by June 30, 2008. In Warranted or Not know what is available while maintaining the department’s responsibility for storage and Department of Emergency Mayor’s Executive Directive 07-10. Reasonable upkeep. Management and the Department of Public Health 2006-07 Preparing for a Disaster: III-7. By December 31, 2007, the Mayor should provide the Emergency Requires Further Further Analysis Required. DEM and GSA already have the authority. DEM maintains an Requires Further DEM and GSA already have the authority. DEM maintains an inventory, completed by Recommendation This recommendation has been implemented as completely as possible. Homeland security Administrative Commitment and Department of Emergency Management and the General Management Analysis inventory, completed by departments, of the equipment obtained through homeland Analysis departments, of the equipment obtained through homeland security funding. The Implemented funding no longer allows for maintenance beyond the grant period in which the equipment was Appropriate Funding in the Services Agency clear and specific authority to review the status security funding. The Resource Committee will be tasked with working on a plan for all Resource Committee will be tasked with working on a plan for all emergency related funded. DEM working closely with all affected city departments has created a Resource Department of Emergency of equipment obtained under Homeland Security grant funding emergency related equipment and supplies as well as maintenance of that equipment. equipment and supplies as well as maintenance of that equipment. This is a long term Directory that lists equipment and locations ( as well as staging sites, shelters, medical trailers, Management and the and to propose a plan to coordinate the funding of equipment This is a long term project that may involve the development/acquisition of software to be project that may involve the development/acquisition of software to be integrated into shelter trailers, etc.) to provide a basis for coordinated planning for equipment maintenance Department of Public Health maintenance and storage across departmental lines where integrated into the City system and used on a daily basis by identified departments. In the City system and used on a daily basis by identified departments. In Mayor’s and storage. A number of interdepartmental MOUs have been established to provide protocols appropriate. Mayor’s Executive Directive 07-10. Executive Directive 07-10. Unknown time frame: for this process. 2006-07 Preparing for a Disaster: III-7. By December 31, 2007, the Mayor should provide the Mayor Will Not Be This does not fall within the purview of the Mayor's Office. However, the Mayor's Office ** ** Administrative Commitment and Department of Emergency Management and the General Implemented: Not support the Department of Emergency Management's response. Appropriate Funding in the Services Agency clear and specific authority to review the status Warranted or Not Department of Emergency of equipment obtained under Homeland Security grant funding Reasonable Management and the and to propose a plan to coordinate the funding of equipment Department of Public Health maintenance and storage across departmental lines where appropriate. 2006-07 CGJ Year Report Title Recommendation Response 2008 Response (1) 2008 Response Text 2009 Response (1) 2009 Response Text 2010 Response (1) 2010 Response Text Required 2006-07 Preparing for a Disaster: III-8. The Mayor and the Board of Supervisors should fully fund Board of Will Not Be RESOLVED, That the Board of Supervisors reports to the Presiding Judge of the Superior ** ** Administrative Commitment and and staff the Department of Emergency Management and the Supervisors Implemented: Not Court that it agrees with Recommendation Nos. I-I, ll-A2, ll-B2, IV-D8, and V-El of the Appropriate Funding in the General Services Agency to enable them to coordinate Warranted or Not 2006-2007 Civil Grand Jury Report entitled “Preparing for a Disaster: Administrative Department of Emergency maintenance and security of all disaster equipment across Reasonable Commitment and Appropriate Funding in the Department of Emergency Management and Management and the departmental lines by FY09. the Department of Public Health”; and be it FURTHER RESOLVED, That the Board of Department of Public Health Supervisors reports that it agrees with Recommendation Nos. ll-A3, ll-A8, ll-E4, 111-2, 111-3, 111-8, lV-B3, lV-B6, IV-Cil, V-C6, V-Di2, V6 Di4, V-Dii1, V-Dii3, and V-Diii1 subject to financial constraints, Budget Analyst review, and budget priorities determined during the annual budget process; and, be it FURTHER RESOLVED, That the Board of Supervisors reports that it partially agrees with Recommendation No. VI-El, as follows: - A helipad on San Francisco General Hospital should be provided with full and expeditious consideration, including through the land use planning process; and, be it FURTHER RESOLVED, That the Board of Supervisors urges the Mayor to cause the implementation of accepted recommendations through his/her department heads and through the development of the annual budget; and, be it FURTHER RESOLVED, That the Board of Supervisors urges City departments responsible for recommendations not necessitating a response from the Board of Supervisors to provide a status report to the Board of Supervisors on implementation of said recommendations within six months of the passage of this resolution. October 2, 2007 Board of Supervisors — ADOPTED 2006-07 Preparing for a Disaster: III-8. The Mayor and the Board of Supervisors should fully fund Emergency Recommendation Agree and partially Implemented. General funding for logistics positions was provided to ** ** Administrative Commitment and and staff the Department of Emergency Management and the Management Implemented DEM, Police, Sheriff and DPH in the 2007-2008 budget. GSA was not provided a Appropriate Funding in the General Services Agency to enable them to coordinate position. Department of Emergency maintenance and security of all disaster equipment across Management and the departmental lines by FY09. Department of Public Health 2006-07 Preparing for a Disaster: III-8. The Mayor and the Board of Supervisors should fully fund Mayor Requires Further Any Department of Emergency Management and -- Department elected not to respond. -- Department elected not to respond. Administrative Commitment and and staff the Department of Emergency Management and the Analysis , General Services Agency funding requests will be carefully reviewed and assessed once Appropriate Funding in the General Services Agency to enable them to coordinate they are submitted to the Mayor’s Office. Department of Emergency maintenance and security of all disaster equipment across Management and the departmental lines by FY09. Department of Public Health 2006-07 Preparing for a Disaster: IV-A1. The Department of Building Inspection, coordinating with Building Requires Further The Department of Building Inspection (DBI) is in the process of creating a Building Will Be Implemented DBI is working with DEM to determine if all DOC’s have been surveyed by DPW and Recommendation Ownership of DOC's has been determined. Administrative Commitment and the Department of Emergency Management, should survey each Inspection Analysis Occupancy Resumption Program for City owned and leased buildings (City BORP) in the Future this study should be completed this year. The ownership of all the DOC’s has been Implemented Appropriate Funding in the essential Departmental Operation Command Center or alternate modeled after the BORP for private buildings. However, DBI does not have adequate determined. Department of Emergency DOC for seismic safety and, if it is not safe, determine whether it staff (nor is it our mission) to perform seismic safety studies of these buildings. In general, Management and the is City-owned by December 31, 2007. such a study would be conducted by the Department of Public Works (DPW) Bureau of Department of Public Health Engineering. In fact a seismic study of many City owned buildings was done a number of years ago. 2006-07 Preparing for a Disaster: IV-A1. The Department of Building Inspection, coordinating with Emergency Will Be Agree w/Future Implementation. DEM will work with the appropriate City Departments and Will Be Implemented DEM will work with the appropriate City Departments and seek funding for this study in Recommendation Part of All Hazard Strategic Plan Goal #10: This was accomplished through the use of the Administrative Commitment and the Department of Emergency Management, should survey each Management Implemented in the seek funding for this study. Contained in Mayor’s Executive Directive 07-10. in the Future upcoming grant applications. Contained in Mayor’s Executive Directive 07-10. Implemented previously completed Siesmic Hazard Ratings. The DOC workgroup reviewed all essential Appropriate Funding in the essential Departmental Operation Command Center or alternate Future Anticipated timeframe for funding: January 2010. DOCs for seismic integrity as well as equipment and generators. Alternate locations were Department of Emergency DOC for seismic safety and, if it is not safe, determine whether it recommended for those not meeting seismic standards. The Resource Directory includes Management and the is City-owned by December 31, 2007. information on each DOC, including generator capabilities as well as the location and type of all Department of Public Health portable generators. 2006-07 Preparing for a Disaster: IV-A1. The Department of Building Inspection, coordinating with General Will Be This will be implemented in the future; however, we believe that the responsible lead Will Not Be This will be implemented in the future; however, we believe that the responsible lead ** Administrative Commitment and the Department of Emergency Management, should survey each Services Agency Implemented in the agency is the Department of Emergency Management (DEM), not the Department of Implemented: Not agency is the Department of Emergency Management (DEM), not the Department of Appropriate Funding in the essential Departmental Operation Command Center or alternate - Public Works Future Public Works (DPW). Warranted or Not Public Works (DPW). Department of Emergency DOC for seismic safety and, if it is not safe, determine whether it Reasonable Management and the is City-owned by December 31, 2007. DEM will coordinate with DBI, in conjunction with the All Hazard Strategic Plan. DPW DEM has taken the lead to identify the primary and alternative locations of all DOCs. Department of Public Health could assist in the survey/evaluation of a potential DOC facilities’ seismic strength, if requested. Appropriate funding will need to be appropriated to conduct the survey. 2006-07 Preparing for a Disaster: IV-A2. If the site of the Departmental Operation Command Center Building Will Not Be Does not pertain to Department of Building Inspection. ** ** Administrative Commitment and or alternate DOC is determined to be seismically unsafe, the Inspection Implemented: Not Appropriate Funding in the Department of Emergency Management should, by June 30, Warranted or Not Department of Emergency 2008, direct the Department to relocate the DOC to a seismically Reasonable Management and the safe location. Department of Public Health 2006-07 Preparing for a Disaster: IV-A2. If the site of the Departmental Operation Command Center Emergency Requires Further Further Analysis Required. DEM will make every effort to work with departments on Requires Further DEM will make every effort to work with departments on solutions, and make Recommendation See #14 above. Administrative Commitment and or alternate DOC is determined to be seismically unsafe, the Management Analysis solutions, and make appropriate recommendations, however the location of the Analysis appropriate recommendations, however the location of the department DOC will remain Implemented Appropriate Funding in the Department of Emergency Management should, by June 30, department DOC will remain the purview of the department head. the purview of the department head. Implementation Date: Unknown Department of Emergency 2008, direct the Department to relocate the DOC to a seismically Management and the safe location. Department of Public Health 2006-07 Preparing for a Disaster: IV-A2. If the site of the Departmental Operation Command Center General Will Be This will be implemented in the future; however, we believe that the responsible lead Will Not Be This will be implemented in the future; however, we believe that the responsible lead ** Administrative Commitment and or alternate DOC is determined to be seismically unsafe, the Services Agency Implemented in the agency is DEM, not DPW. Implemented: Not agency is DEM, not DPW. Appropriate Funding in the Department of Emergency Management should, by June 30, - Public Works Future Warranted or Not Department of Emergency 2008, direct the Department to relocate the DOC to a seismically DEM will take the lead and, after completion of the seismic safety survey, issue Reasonable DEM will take the lead and, after completion of the seismic safety survey, issue Management and the safe location. appropriate recommendations, which may include co-locating a DOC. appropriate recommendations, which may include co-locating a DOC. Department of Public Health If requested, DPW could assist in the survey/evaluation of a potential DOC facilities’ If requested, DPW could assist in the survey/evaluation of a potential DOC facilities’ seismic strength. Funding for the new site/facility evaluation and the move/renovation of seismic strength. Funding for the new site/facility evaluation and the move/renovation each DOC would need to be appropriated. of each DOC would need to be appropriated. 2006-07 CGJ Year Report Title Recommendation Response 2008 Response (1) 2008 Response Text 2009 Response (1) 2009 Response Text 2010 Response (1) 2010 Response Text Required 2006-07 Preparing for a Disaster: IV-A3. In each instance where no seismically safe location is Building Will Not Be Does not pertain to Department of Building Inspection. ** ** Administrative Commitment and available, the City should utilize its capabilities to assess hazards, Inspection Implemented: Not Appropriate Funding in the then create and implement bonds and/or other funding methods Warranted or Not Department of Emergency to carry out retrofit projects to house essential Departmental Reasonable Management and the Operation Command Centers in City-owned properties. Department of Public Health 2006-07 Preparing for a Disaster: IV-A3. In each instance where no seismically safe location is Emergency Will Be Agree w/Future Implementation. This is a citywide effort and will require appropriate Requires Further DEM will take the lead and, after completion of the seismic safety survey, issue Recommendation This has been implemented, but not precisely in the manner recommended. DEM has worked Administrative Commitment and available, the City should utilize its capabilities to assess hazards, Management Implemented in the funding. Analysis appropriate recommendations, which may include co-locating a DOC. Implemented with many City departments to identify alternate DOCs that could be utilized in the event one or Appropriate Funding in the then create and implement bonds and/or other funding methods Future more DOCs is compromised by an event. In addition, see #14 above. Department of Emergency to carry out retrofit projects to house essential Departmental Management and the Operation Command Centers in City-owned properties. Department of Public Health 2006-07 Preparing for a Disaster: IV-A3. In each instance where no seismically safe location is General Will Be This will be implemented in the future; however, we believe that the responsible lead Will Not Be This will be implemented in the future; however, we believe that the responsible lead ** Administrative Commitment and available, the City should utilize its capabilities to assess hazards, Services Agency Implemented in the agency is DEM, not DPW. Implemented: Not agency is DEM, not DPW. Appropriate Funding in the then create and implement bonds and/or other funding methods - Public Works Future Warranted or Not Department of Emergency to carry out retrofit projects to house essential Departmental Based on IV-A1 and IV-A2 findings above, if requested DPW could assist in the Reasonable Based on IV-A1 and IV-A2 findings above, if requested DPW could assist in the Management and the Operation Command Centers in City-owned properties. survey/evaluation of a potential facilities’ seismic strength; and propose adequate funding survey/evaluation of a potential facilities’ seismic strength; and propose adequate Department of Public Health for the renovation of each DOC for the Capital Plan and for future appropriation. funding for the renovation of each DOC for the Capital Plan and for future appropriation. 2006-07 Preparing for a Disaster: IV-A3. In each instance where no seismically safe location is Mayor Requires Further The Mayor’s Office carefully reviews all requests for capital financing within the citywide -- Department elected not to respond. -- Department elected not to respond. Administrative Commitment and available, the City should utilize its capabilities to assess hazards, Analysis Capital Planning Committee. Appropriate Funding in the then create and implement bonds and/or other funding methods Department of Emergency to carry out retrofit projects to house essential Departmental Management and the Operation Command Centers in City-owned properties. Department of Public Health 2006-07 Preparing for a Disaster: IV-B1. The Department of Emergency Management should Emergency Will Be Agree partially. GSA has begun a survey of all generators and fuel tanks available to City Will Be Implemented A DOC workgroup has developed standards for departments to follow. The generator Recommendation See #14 above. Administrative Commitment and conduct an annual inspection of the Departmental Operation Management Implemented in the agencies. In addition, DEM is in the process of funding a study, to work with the GSA in the Future survey is complete and some departments are undertaking actions to purchase and Implemented Appropriate Funding in the Command Center and alternate DOC of each department with a Future survey to determine actual power needs. This study will not be completed by December install back up power. Current budget is in questions. Implementation Date: Unknown Department of Emergency major defined disaster response role, catalog standardized 31, 2007. DEM has grant funded a study, due in September 2008, Management and the equipment, including back-up generator power, coordinate its list Department of Public Health with the General Services Agency and the Resource Workgroup, and recommend procurement. The first review should be completed by December 31, 2007, and the status of the standardized equipment and generator power should be included in DEM’s annual report thereafter. 2006-07 Preparing for a Disaster: IV-B2. Each department with a major defined disaster response Emergency Requires Further Further Analysis Required. DEM has provided funding to a number of departments to Will Be Implemented A DOC workgroup has developed standards for departments to follow. A number of Recommendation See #14 above. Administrative Commitment and role should be responsible for requesting funding to equip a Management Analysis equip a standard DOC. Once the generator survey is complete, the power analysis is in the Future departments have upgraded their DOCs. A one million dollar grant was recently Implemented Appropriate Funding in the Departmental Operation Command Center and an alternate complete, and the seismic studies are complete, DEM, working with GSA and other released for the upgrade of the Police Department DOC as they move to their new Department of Emergency DOC, including fixed generator power by the end of fiscal 2008. designated departments will coordinate a request for appropriate resources. Expect this location in the Potrero district. Ongoing implementation as funds become available. Management and the to be accomplished by June 30, 2008. Now September 2008. Department of Public Health 2006-07 Preparing for a Disaster: IV-B3. Beginning in fiscal year 2008, the Mayor and the Board of Board of Will Not Be RESOLVED, That the Board of Supervisors reports to the Presiding Judge of the Superior ** ** Administrative Commitment and Supervisors should annually appropriate funding to equip DOCs Supervisors Implemented: Not Court that it agrees with Recommendation Nos. I-I, ll-A2, ll-B2, IV-D8, and V-El of the Appropriate Funding in the with disaster response equipment, including fixed generator Warranted or Not 2006-2007 Civil Grand Jury Report entitled “Preparing for a Disaster: Administrative Department of Emergency power. This funding should also provide for maintenance and Reasonable Commitment and Appropriate Funding in the Department of Emergency Management and Management and the replacement. the Department of Public Health”; and be it FURTHER RESOLVED, That the Board of Department of Public Health Supervisors reports that it agrees with Recommendation Nos. ll-A3, ll-A8, ll-E4, 111-2, 111-3, 111-8, lV-B3, lV-B6, IV-Cil, V-C6, V-Di2, V6 Di4, V-Dii1, V-Dii3, and V-Diii1 subject to financial constraints, Budget Analyst review, and budget priorities determined during the annual budget process; and, be it FURTHER RESOLVED, That the Board of Supervisors reports that it partially agrees with Recommendation No. VI-El, as follows: - A helipad on San Francisco General Hospital should be provided with full and expeditious consideration, including through the land use planning process; and, be it FURTHER RESOLVED, That the Board of Supervisors urges the Mayor to cause the implementation of accepted recommendations through his/her department heads and through the development of the annual budget; and, be it FURTHER RESOLVED, That the Board of Supervisors urges City departments responsible for recommendations not necessitating a response from the Board of Supervisors to provide a status report to the Board of Supervisors on implementation of said recommendations within six months of the passage of this resolution. October 2, 2007 Board of Supervisors — ADOPTED 2006-07 Preparing for a Disaster: IV-B3. Beginning in fiscal year 2008, the Mayor and the Board of Emergency Requires Further Further Analysis Required. See response above. Will Be Implemented A DOC workgroup has developed standards for departments to follow. Budget Recommendation See #14 and #16 above. Administrative Commitment and Supervisors should annually appropriate funding to equip DOCs Management Analysis in the Future resources must be forthcoming in order to fully implement this item. Ongoing Implemented Appropriate Funding in the with disaster response equipment, including fixed generator implementation as funds become available. Department of Emergency power. This funding should also provide for maintenance and Management and the replacement. Department of Public Health 2006-07 Preparing for a Disaster: IV-B3. Beginning in fiscal year 2008, the Mayor and the Board of Mayor Requires Further Funding requests for FY09 will be carefully reviewed and assessed once they are -- Department elected not to respond. -- Department elected not to respond. Administrative Commitment and Supervisors should annually appropriate funding to equip DOCs Analysis submitted to the Mayor’s Office. Appropriate Funding in the with disaster response equipment, including fixed generator Department of Emergency power. This funding should also provide for maintenance and Management and the replacement. Department of Public Health 2006-07 CGJ Year Report Title Recommendation Response 2008 Response (1) 2008 Response Text 2009 Response (1) 2009 Response Text 2010 Response (1) 2010 Response Text Required 2006-07 Preparing for a Disaster: IV-B4. The Emergency Resource Management Planning Emergency Recommendation Fully Implemented. GSA is currently conducting a survey. ** ** Administrative Commitment and Workgroup of the General Services Agency should maintain a Management Implemented Appropriate Funding in the separate and current list of fixed and portable generators Department of Emergency dedicated to the use by Departmental Operation Command Management and the Centers of departments with a major defined disaster response Department of Public Health role for the allocation of fuel. 2006-07 Preparing for a Disaster: IV-B5. The Mayor should direct the Department of Emergency Building Requires Further Fixed emergency generators at DOCs will provide needed power in an emergency. Recommendation DBI has added fixed emergency generators to their list of priority processing in 2009. ** Administrative Commitment and Management and the Department of Building Inspection to work Inspection Analysis However, DPW Bureau of Architecture must provide the design for DBI to review. DBI Implemented DBI will plan check and issue permits submitted by the City for the installation of these Appropriate Funding in the together to develop rules and regulations that would allow the issues building permits, we do not create the design. The Planning Department may also generators in an expedited manner. Department of Emergency expedited placement of fixed generators at Departmental require review of any proposed plans. A major problem will be the refueling of these Management and the Operation Command Centers and alternate DOCs in generators. Department of Public Health departments with a major defined disaster response role. 2006-07 Preparing for a Disaster: IV-B5. The Mayor should direct the Department of Emergency Emergency Requires Further Further Analysis is Required. Once the power assessment is complete, DEM will work Will Be Implemented A DOC workgroup has developed standards for departments to follow. Recommendation See #14 and #16 above. Administrative Commitment and Management and the Department of Building Inspection to work Management Analysis with appropriate departments to obtain and place generators where there is a determined in the Future Implemented Appropriate Funding in the together to develop rules and regulations that would allow the need. DEM will defer to DPW and DBI regarding the necessity for new regulations. Department of Emergency expedited placement of fixed generators at Departmental Management and the Operation Command Centers and alternate DOCs in Department of Public Health departments with a major defined disaster response role. 2006-07 Preparing for a Disaster: IV-B5. The Mayor should direct the Department of Emergency Mayor Will Not Be The Mayor’s Office supports the Department of Emergency Management’s response: ** ** Administrative Commitment and Management and the Department of Building Inspection to work Implemented: Not Appropriate Funding in the together to develop rules and regulations that would allow the Warranted or Not Department of Emergency expedited placement of fixed generators at Departmental Reasonable Management and the Operation Command Centers and alternate DOCs in Department of Public Health departments with a major defined disaster response role. 2006-07 Preparing for a Disaster: IV-B6. Until fixed generators are in place, departments with a Board of Will Not Be RESOLVED, That the Board of Supervisors reports to the Presiding Judge of the Superior ** ** Administrative Commitment and major defined disaster response role should budget for, and the Supervisors Implemented: Not Court that it agrees with Recommendation Nos. I-I, ll-A2, ll-B2, IV-D8, and V-El of the Appropriate Funding in the relevant Commissions, the Mayor and the Board of Supervisors Warranted or Not 2006-2007 Civil Grand Jury Report entitled “Preparing for a Disaster: Administrative Department of Emergency should approve back-up portable generators, capable of Reasonable Commitment and Appropriate Funding in the Department of Emergency Management and Management and the supporting multiple computer and communication devices, and the Department of Public Health”; and be it FURTHER RESOLVED, That the Board of Department of Public Health dedicated to the Departmental Operations Command Center. Supervisors reports that it agrees with Recommendation Nos. ll-A3, ll-A8, ll-E4, 111-2, 111-3, 111-8, lV-B3, lV-B6, IV-Cil, V-C6, V-Di2, V6 Di4, V-Dii1, V-Dii3, and V-Diii1 subject to financial constraints, Budget Analyst review, and budget priorities determined during the annual budget process; and, be it FURTHER RESOLVED, That the Board of Supervisors reports that it partially agrees with Recommendation No. VI-El, as follows: - A helipad on San Francisco General Hospital should be provided with full and expeditious consideration, including through the land use planning process; and, be it FURTHER RESOLVED, That the Board of Supervisors urges the Mayor to cause the implementation of accepted recommendations through his/her department heads and through the development of the annual budget; and, be it FURTHER RESOLVED, That the Board of Supervisors urges City departments responsible for recommendations not necessitating a response from the Board of Supervisors to provide a status report to the Board of Supervisors on implementation of said recommendations within six months of the passage of this resolution. October 2, 2007 Board of Supervisors — ADOPTED 2006-07 Preparing for a Disaster: IV-B6. Until fixed generators are in place, departments with a Emergency Requires Further Further Analysis Required. See response to IV-B5. Will Be Implemented A DOC workgroup has developed standards for departments to follow. Budget Recommendation See #14 and #16 above. Administrative Commitment and major defined disaster response role should budget for, and the Management Analysis in the Future resources must be forthcoming in order to fully implement this item. Implemented Appropriate Funding in the relevant Commissions, the Mayor and the Board of Supervisors Department of Emergency should approve back-up portable generators, capable of Management and the supporting multiple computer and communication devices, and Department of Public Health dedicated to the Departmental Operations Command Center. 2006-07 Preparing for a Disaster: IV-B6. Until fixed generators are in place, departments with a Mayor Requires Further Funding requests for FY09 will be carefully reviewed and assessed once they are -- Department elected not to respond. -- Department elected not to respond. Administrative Commitment and major defined disaster response role should budget for, and the Analysis submitted to the Mayor’s Office. Appropriate Funding in the relevant Commissions, the Mayor and the Board of Supervisors Department of Emergency should approve back-up portable generators, capable of Management and the supporting multiple computer and communication devices, and Department of Public Health dedicated to the Departmental Operations Command Center. 2006-07 CGJ Year Report Title Recommendation Response 2008 Response (1) 2008 Response Text 2009 Response (1) 2009 Response Text 2010 Response (1) 2010 Response Text Required 2006-07 Preparing for a Disaster: IV-Ci1. The Mayor should direct the departments to budget for Board of Will Not Be RESOLVED, That the Board of Supervisors reports to the Presiding Judge of the Superior ** ** Administrative Commitment and training funds and offer group training to all employees who Supervisors Implemented: Not Court that it agrees with Recommendation Nos. I-I, ll-A2, ll-B2, IV-D8, and V-El of the Appropriate Funding in the request it or would be best served by it. The Board of Warranted or Not 2006-2007 Civil Grand Jury Report entitled “Preparing for a Disaster: Administrative Department of Emergency Supervisors should approve funding for appropriate training by Reasonable Commitment and Appropriate Funding in the Department of Emergency Management and Management and the FY09. the Department of Public Health”; and be it FURTHER RESOLVED, That the Board of Department of Public Health Supervisors reports that it agrees with Recommendation Nos. ll-A3, ll-A8, ll-E4, 111-2, 111-3, 111-8, lV-B3, lV-B6, IV-Cil, V-C6, V-Di2, V6 Di4, V-Dii1, V-Dii3, and V-Diii1 subject to financial constraints, Budget Analyst review, and budget priorities determined during the annual budget process; and, be it FURTHER RESOLVED, That the Board of Supervisors reports that it partially agrees with Recommendation No. VI-El, as follows: - A helipad on San Francisco General Hospital should be provided with full and expeditious consideration, including through the land use planning process; and, be it FURTHER RESOLVED, That the Board of Supervisors urges the Mayor to cause the implementation of accepted recommendations through his/her department heads and through the development of the annual budget; and, be it FURTHER RESOLVED, That the Board of Supervisors urges City departments responsible for recommendations not necessitating a response from the Board of Supervisors to provide a status report to the Board of Supervisors on implementation of said recommendations within six months of the passage of this resolution. October 2, 2007 Board of Supervisors — ADOPTED 2006-07 Preparing for a Disaster: IV-Ci1. The Mayor should direct the departments to budget for Emergency Requires Further Further Analysis Required. Grant funding is no longer available at a rate it once was, Requires Further Grant funding is no longer available at a rate it once was, however there is still funding Will Not Be While DEM, through Homeland Security grant funding, continues to support DPH and other Administrative Commitment and training funds and offer group training to all employees who Management Analysis however there is still funding for mandated training Departments, with guidance from Analysis for mandated training. Departments, with guidance from DEM, have been identifying Implemented: Not departments in training in ICS courses, DOC training and EOC training courses, the budget Appropriate Funding in the request it or would be best served by it. The Board of DEM, have been identifying the training strategy for employees based on their identified the training strategy for employees based on their identified responsibilities during Warranted or Not condition does not allow departments to seek this funding on their own. Department of Emergency Supervisors should approve funding for appropriate training by responsibilities during disasters and providing such training. DEM defers to DHR disasters and providing such training. DEM defers to DHR regarding their training plan Reasonable Management and the FY09. regarding their training plan for Disaster Service Workers. DEM acknowledges that we for Disaster Service Workers. DEM acknowledges that we need to work with all Department of Public Health need to work with all departments on integrating disaster planning and training into their departments on integrating disaster planning and training into their routine job routine job responsibilities. The Mayor’s Directive appointing Disaster Preparedness responsibilities. The Mayor’s Directive appointing Disaster Preparedness Coordinators Coordinators was the first step in this process. was the first step in this process. Timeframe Unknown – this is an ongoing project. 2006-07 Preparing for a Disaster: IV-Ci1. The Mayor should direct the departments to budget for Human Will Not Be DHR cannot respond to this, as this authority rests with the Mayor and Board of ** ** Administrative Commitment and training funds and offer group training to all employees who Resources Implemented: Not Supervisors. Appropriate Funding in the request it or would be best served by it. The Board of Warranted or Not Department of Emergency Supervisors should approve funding for appropriate training by Reasonable However, DHR has developed a DSW training curriculum for all City employees available Management and the FY09. free online or through group/facilitated training via packets that DHR distributed to all City Department of Public Health departments. Moreover, DHR has developed a free personal preparedness training curriculum in partnership with the American Red Cross that is available to all City employees online and through group or facilitated training. 2006-07 Preparing for a Disaster: IV-Ci1. The Mayor should direct the departments to budget for Mayor Requires Further The Mayor’s Office support the response by the Department of Emergency Management -- Department elected not to respond. -- Department elected not to respond. Administrative Commitment and training funds and offer group training to all employees who Analysis Appropriate Funding in the request it or would be best served by it. The Board of Department of Emergency Supervisors should approve funding for appropriate training by Management and the FY09. Department of Public Health 2006-07 Preparing for a Disaster: IV-Ci2. The Department of Human Resources, under the Emergency Will Not Be See response by DHR below. ** ** Administrative Commitment and auspices of the Department of Emergency Management, should Management Implemented: Not Appropriate Funding in the seek funding to provide an adequate number of reader devices Warranted or Not Department of Emergency and laptops in order to process returning Disaster Service Reasonable Management and the Workers. Department of Public Health 2006-07 Preparing for a Disaster: IV-Ci2. The Department of Human Resources, under the Human Will Not Be DHR does not have the authority to submit such requests to the federal government; ** ** Administrative Commitment and auspices of the Department of Emergency Management, should Resources Implemented: Not rather, such requests must be submitted through the Super Urban Area Security Initiative Appropriate Funding in the seek funding to provide an adequate number of reader devices Warranted or Not (SUASI). Department of Emergency and laptops in order to process returning Disaster Service Reasonable However, in March 2008 DHR is conducting an exercise to test the City’s Employee and Management and the Workers. Volunteer Management System and handheld devices; we believe that a successful Department of Public Health exercise will support SUASI’s request for federal grant funding to purchase additional handheld devices. 2006-07 Preparing for a Disaster: IV-Ci3. The Department of Human Resources, under the Emergency Will Not Be See response by DHR below. ** ** Administrative Commitment and auspices of the Department of Emergency Management, should Management Implemented: Not Appropriate Funding in the seek funding to upgrade the City’s Disaster Service Workers’ Warranted or Not Department of Emergency data management program to include skills and expertise of City Reasonable Management and the employees pertinent to disaster response. The Department of Department of Public Health Emergency Mangement should report on the upkeep of the data in its annual report. 2006-07 Preparing for a Disaster: IV-Ci3. The Department of Human Resources, under the Human Will Not Be Not reasonable. ** ** Administrative Commitment and auspices of the Department of Emergency Management, should Resources Implemented: Not However, DHR has issued a memorandum to all City departments requiring that they Appropriate Funding in the seek funding to upgrade the City’s Disaster Service Workers’ Warranted or Not enter employee skills data into PeopleSoft by June 2008. Department of Emergency data management program to include skills and expertise of City Reasonable Management and the employees pertinent to disaster response. The Department of Department of Public Health Emergency Mangement should report on the upkeep of the data in its annual report. 2006-07 Preparing for a Disaster: IV-Cii1. Through the San Francisco Employees’ Retirement Emergency Will Not Be Agree with Retirement System response below. ** ** Administrative Commitment and System, the Department of Emergency Management should Management Implemented: Not Appropriate Funding in the direct a questionnaire to retired City employees inquiring whether Warranted or Not Department of Emergency they reside in San Francisco or northern San Mateo County and Reasonable Management and the would be willing to volunteer. Department of Public Health 2006-07 CGJ Year Report Title Recommendation Response 2008 Response (1) 2008 Response Text 2009 Response (1) 2009 Response Text 2010 Response (1) 2010 Response Text Required 2006-07 Preparing for a Disaster: IV-Cii1. Through the San Francisco Employees’ Retirement Retirement Recommendation The Retirement System is statutorily restricted in the use of its data and correspondence ** ** Administrative Commitment and System, the Department of Emergency Management should System Implemented by federal, state, and local law. (e.g. home address of current and former safety officers Appropriate Funding in the direct a questionnaire to retired City employees inquiring whether may not be disclosed) As of July 1, 2008 the Retirement System will communicate Department of Emergency they reside in San Francisco or northern San Mateo County and information related to disaster planning to active and retired members through its Management and the would be willing to volunteer. newsletters and web site. Department of Public Health 2006-07 Preparing for a Disaster: IV-Cii2. The Department of Emergency Management should Emergency Will Be Agree in Concept with following future implementation: DHR is working regionally on a Requires Further DHR is working regionally on a Volunteer Management System that will record skills Recommendation Parts of this recommendation have been implemented in that DEM is working closely with DHR Administrative Commitment and identify which City residents who volunteer have skills essential to Management Implemented in the Volunteer Management System that will record skills and pre designate volunteers. They Analysis and pre designate volunteers. They are beginning with City employees, who are Implemented and the Volunteer Center on finalizing a contract with Collaborative Fusion to identify and Appropriate Funding in the disaster response. The selected volunteers could be sworn in as Future are beginning with City employees, who are Disaster Service Workers in phase One. Disaster Service Workers in phase One. Phase Two will include reaching out to the provide information in pre-identifying volunteers with specific skills sets. Additionally, DHR is Department of Emergency retired worker volunteers, be issued Emergency Identification Phase Two will include reaching out to the community, including retired persons, to pre community, including retired persons, to pre designate them as volunteers as well and increasing its ability to identify emergent volunteers. Management and the Cards, and trained in NIMS and ICS. Volunteer status should be designate them as volunteers as well and record their skills. record skill sets. Estimated Timeframe: January 2010 to begin implementation. Department of Public Health renewed annually. 2006-07 Preparing for a Disaster: IV-Cii2. The Department of Emergency Management should Retirement Recommendation The Retirement System is l statutorily restricted in the use of its data and correspondence ** ** Administrative Commitment and identify which City residents who volunteer have skills essential to System Implemented by federal, state, and local law. (e.g. home address of current and former safety officers Appropriate Funding in the disaster response. The selected volunteers could be sworn in as may not be disclosed) The Retirement System will include information will communicate Department of Emergency retired worker volunteers, be issued Emergency Identification information to active and retired members through its newsletters. In addition, as of July Management and the Cards, and trained in NIMS and ICS. Volunteer status should be 1, 2008 the Retirement System will work with Emergency Management and Human Department of Public Health renewed annually. Resources to advise prospective retirees of the opportunity to volunteer as disaster workers as they apply for retirement. 2006-07 Preparing for a Disaster: IV-Ciii1. The Mayor should provide the Department of Emergency Emergency Recommendation Fully implemented. DEM consistently works with departments to provide us with their up ** ** Administrative Commitment and Management with the authority to require departments to certify Management Implemented to date certification of training. DHR is currently requesting departments to enter that Appropriate Funding in the to the DEM that its responders and management personnel in information in PeopleSoft and will make those reports available to DEM. In addition, DEM Department of Emergency Departmental Operation Centers or in the City’s Operation and the Bay Area SUASI are looking at a credentialing system for those trained in the Management and the Command Center have achieved the required level of NIMS and required NIMS and ICS courses. Department of Public Health ICS training. 2006-07 Preparing for a Disaster: IV-Ciii1. The Mayor should provide the Department of Emergency Human Will Not Be DHR has no authority over the Mayor or DEM. However, DHR has issued a ** ** Administrative Commitment and Management with the authority to require departments to certify Resources Implemented: Not memorandum to all City departments requiring that they complete all required NIMS and Appropriate Funding in the to the DEM that its responders and management personnel in Warranted or Not ICS training by June 2008. Department of Emergency Departmental Operation Centers or in the City’s Operation Reasonable Management and the Command Center have achieved the required level of NIMS and Department of Public Health ICS training. 2006-07 Preparing for a Disaster: IV-Ciii1. The Mayor should provide the Department of Emergency Mayor Recommendation The Mayor’s Office supports the Department of Emergency Management’s response. ** ** Administrative Commitment and Management with the authority to require departments to certify Implemented Appropriate Funding in the to the DEM that its responders and management personnel in Department of Emergency Departmental Operation Centers or in the City’s Operation Management and the Command Center have achieved the required level of NIMS and Department of Public Health ICS training. 2006-07 Preparing for a Disaster: IV-Ciii2. The Mayor should require departments to maintain this Emergency Recommendation Fully Implemented ** ** Administrative Commitment and information in the personnel file of each employee. Management Implemented Appropriate Funding in the Department of Emergency Management and the Department of Public Health 2006-07 Preparing for a Disaster: IV-Ciii2. The Mayor should require departments to maintain this Human Will Not Be DHR has no authority over the Mayor or DEM. ** ** Administrative Commitment and information in the personnel file of each employee. Resources Implemented: Not Appropriate Funding in the Warranted or Not Department of Emergency Reasonable Management and the Department of Public Health 2006-07 Preparing for a Disaster: IV-Ciii2. The Mayor should require departments to maintain this Mayor Recommendation Agree and implemented. The Mayor’s Office supports the Department of ** ** Administrative Commitment and information in the personnel file of each employee. Implemented Emergency Management and Department of Human Resources responses. Appropriate Funding in the Department of Emergency Management and the Department of Public Health 2006-07 Preparing for a Disaster: IV-Ciii3. The Department of Emergency Management, working Emergency Will Not Be Agree with concept, defer to DHR on implementation. ** ** Administrative Commitment and with the Department of Human Resources, should obtain and, Management Implemented: Not DHR is actively working on implementing this appropriately. Appropriate Funding in the subsequently, maintain a data management system that cross- Warranted or Not Department of Emergency references the mandated NIMS and ICS training levels with job Reasonable Management and the assignments of each departmental personnel expected to Department of Public Health operate from Departmental Operation Centers, the Emergency Operation Center or at an incident site 2006-07 Preparing for a Disaster: IV-Ciii3. The Department of Emergency Management, working Human Recommendation Employees with pre-designated roles and responsibilities in a disaster are required to ** ** Administrative Commitment and with the Department of Human Resources, should obtain and, Resources Implemented complete all required NIMS and ICS training and enter it into PeopleSoft by June 2008. Appropriate Funding in the subsequently, maintain a data management system that cross- Department of Emergency references the mandated NIMS and ICS training levels with job Management and the assignments of each departmental personnel expected to Department of Public Health operate from Departmental Operation Centers, the Emergency Operation Center or at an incident site 2006-07 CGJ Year Report Title Recommendation Response 2008 Response (1) 2008 Response Text 2009 Response (1) 2009 Response Text 2010 Response (1) 2010 Response Text Required 2006-07 Preparing for a Disaster: IV-Ciii3. The Department of Emergency Management, working Mayor Will Not Be The Mayor’s Office supports the Department of Human Resources’ response. ** ** Administrative Commitment and with the Department of Human Resources, should obtain and, Implemented: Not Appropriate Funding in the subsequently, maintain a data management system that cross- Warranted or Not Department of Emergency references the mandated NIMS and ICS training levels with job Reasonable Management and the assignments of each departmental personnel expected to Department of Public Health operate from Departmental Operation Centers, the Emergency Operation Center or at an incident site 2006-07 Preparing for a Disaster: IV-D1. The Department of Emergency Management should Emergency Recommendation Agree and Implemented. DEM produces drills according to Homeland Security Exercise ** ** Administrative Commitment and coordinate tabletop, functional and full-scale drills and training Management Implemented Evaluation Program guidelines. It is a requirement of this program that After Action Appropriate Funding in the across departmental lines, and monitor and verify the adequacy Reports be produced and improvement plans be formulated. Beginning in January 2006, Department of Emergency of the drills to determine if the City is improving our emergency DEM created a multi-agency, multi discipline design team. In January 2007, DEM Management and the response capabilities. published a 24 month exercise strategy. DEM maintains a master improvement plan for Department of Public Health all exercises and events. 2006-07 Preparing for a Disaster: IV-D1. The Department of Emergency Management should Fire Department Recommendation Agree and Implemented. The SFFD continues to participate in any readiness, ** ** Administrative Commitment and coordinate tabletop, functional and full-scale drills and training Implemented preparedness or response drills and exercises to the extent possible, allowing for Appropriate Funding in the across departmental lines, and monitor and verify the adequacy emergency operational needs of the public, the city and the system at the time of the drills. Department of Emergency of the drills to determine if the City is improving our emergency Management and the response capabilities. Department of Public Health 2006-07 Preparing for a Disaster: IV-D2. The Department of Emergency Management should have Emergency Recommendation Agree and Implemented. DEM coordinates closely with departments and encourages ** ** Administrative Commitment and the authority to require departments with major defined roles to Management Implemented them to participate at the required level. Staffing concerns for day to day responsibilities, Appropriate Funding in the participate in any drill or exercise in ratio to the role they would lack of funding for overtime and backfill may inhibit the ability of a particular department to Department of Emergency play in a real life scenario. fully participate. Management and the Department of Public Health 2006-07 Preparing for a Disaster: IV-D2. The Department of Emergency Management should have Fire Department Recommendation Agree and Implemented. The SFFD continues to participate in any readiness, ** ** Administrative Commitment and the authority to require departments with major defined roles to Implemented preparedness or response drills and exercises to the extent possible, allowing for Appropriate Funding in the participate in any drill or exercise in ratio to the role they would emergency operational needs of the public, the city and the system at the time of the drills. Department of Emergency play in a real life scenario. Management and the Department of Public Health 2006-07 Preparing for a Disaster: IV-D3. NERT should always be solicited to provide volunteer Emergency Will Be Agree w/Future Implementation. NERT, as well as schools, etc, are resources for Recommendation Implemented by the SFFD. ** Administrative Commitment and “victims” to participate in full-scale drills. NERT leaders should be Management Implemented in the “victims”. NERT is in the process of developing training for Block Captains. Once Implemented Appropriate Funding in the asked to participate in table top and functional exercises. Future designated, they can be included in appropriate exercises and drills. Department of Emergency Management and the Department of Public Health 2006-07 Preparing for a Disaster: IV-D3. NERT should always be solicited to provide volunteer Fire Department Recommendation Agree and Implemented. NERT drills typically require volunteer victims in an effort to ** ** Administrative Commitment and “victims” to participate in full-scale drills. NERT leaders should be Implemented model real-life scenarios. In addition, NERT volunteers are requested to participate in the Appropriate Funding in the asked to participate in table top and functional exercises. capacity in which they are trained and authorized to respond in a disaster. Department of Emergency Management and the Department of Public Health 2006-07 Preparing for a Disaster: IV-D4. To measure the performance of and improve disaster Emergency Will Be Agree w/Future Implementation. DEM has requested that part of the Strategic plan in Recommendation The strategic plan provides milestones and performance measures. ** Administrative Commitment and response capabilities in all City departments, the Mayor should Management Implemented in the development make recommendations regarding performance measures. Implemented Appropriate Funding in the direct all departments to report all performance measures and Future Part of Strategic Plan – Implementation Roadmap. Department of Emergency improvements to the Department of Emergency Management. Management and the Department of Public Health 2006-07 Preparing for a Disaster: IV-D4. To measure the performance of and improve disaster Mayor Will Be The Mayor's Office support the Department of Emergency Management's response. -- Department elected not to respond. -- Department elected not to respond. Administrative Commitment and response capabilities in all City departments, the Mayor should Implemented in the Appropriate Funding in the direct all departments to report all performance measures and Future Department of Emergency improvements to the Department of Emergency Management. Management and the Department of Public Health 2006-07 Preparing for a Disaster: IV-D5. City-employee-drill participants should always write the Emergency Will Not Be Disagree. In order for a contractor to write an after action report, that contractor must ** ** Administrative Commitment and After Action Reports to encourage a sense of departmental Management Implemented: Not interview the participants, controllers and evaluators in any exercise. Individual Appropriate Funding in the “ownership.” Warranted or Not departments are expected to write the after action report based on their participation and Department of Emergency Reasonable provide that to the person who writes the comprehensive after action. This provides a Management and the level of objectivity to the process and insures the completion of the full report. DEM Department of Public Health expects the Exercise Design team to take ownership of the After Action Reporting process which includes a ‘hot wash” and an after action conference that encourages full participation. 2006-07 Preparing for a Disaster: IV-D6. The Department of Emergency Management should take Emergency Recommendation Agree and Implemented. This is accomplished through the Master Improvement Plan. ** ** Administrative Commitment and the lead in institutionalizing the SMART goal setting system Management Implemented Appropriate Funding in the (specific, measurable, achievable, relevant and time-based Department of Emergency goals) after the release of After Action Reports to identify the Management and the critical issues that need improvement and make corrections. Department of Public Health 2006-07 CGJ Year Report Title Recommendation Response 2008 Response (1) 2008 Response Text 2009 Response (1) 2009 Response Text 2010 Response (1) 2010 Response Text Required 2006-07 Preparing for a Disaster: IV-D7. The Mayor should provide the Department of Emergency Emergency Recommendation Agree and partially implemented. DEM was provided with additional general fund ** ** Administrative Commitment and Management with the authority to carry out the functions needed Management Implemented positions in the current fiscal year. The Strategic Plan process will provide the City with Appropriate Funding in the to improve practice on emergency response procedures and recommendations on future organizational structure. Department of Emergency provide the Department with the staff to do so. Management and the Department of Public Health 2006-07 Preparing for a Disaster: IV-D7. The Mayor should provide the Department of Emergency Mayor Will Not Be The Mayor’s Office supports the Department of Emergency Management’s response. ** ** Administrative Commitment and Management with the authority to carry out the functions needed Implemented: Not Appropriate Funding in the to improve practice on emergency response procedures and Warranted or Not Department of Emergency provide the Department with the staff to do so. Reasonable Management and the Department of Public Health 2006-07 Preparing for a Disaster: IV-D8. Beginning with its 2007 Annual Report, the Department of Board of Will Not Be RESOLVED, That the Board of Supervisors reports to the Presiding Judge of the Superior ** ** Administrative Commitment and Emergency Management should report on gaps in emergency Supervisors Implemented: Not Court that it agrees with Recommendation Nos. I-I, ll-A2, ll-B2, IV-D8, and V-El of the Appropriate Funding in the response capabilities identified in exercises and drills, and Warranted or Not 2006-2007 Civil Grand Jury Report entitled “Preparing for a Disaster: Administrative Department of Emergency recommended corrective actions. Reasonable Commitment and Appropriate Funding in the Department of Emergency Management and Management and the the Department of Public Health”; and be it FURTHER RESOLVED, That the Board of Department of Public Health Supervisors reports that it agrees with Recommendation Nos. ll-A3, ll-A8, ll-E4, 111-2, 111-3, 111-8, lV-B3, lV-B6, IV-Cil, V-C6, V-Di2, V6 Di4, V-Dii1, V-Dii3, and V-Diii1 subject to financial constraints, Budget Analyst review, and budget priorities determined during the annual budget process; and, be it FURTHER RESOLVED, That the Board of Supervisors reports that it partially agrees with Recommendation No. VI-El, as follows: - A helipad on San Francisco General Hospital should be provided with full and expeditious consideration, including through the land use planning process; and, be it FURTHER RESOLVED, That the Board of Supervisors urges the Mayor to cause the implementation of accepted recommendations through his/her department heads and through the development of the annual budget; and, be it FURTHER RESOLVED, That the Board of Supervisors urges City departments responsible for recommendations not necessitating a response from the Board of Supervisors to provide a status report to the Board of Supervisors on implementation of said recommendations within six months of the passage of this resolution. October 2, 2007 Board of Supervisors — ADOPTED 2006-07 Preparing for a Disaster: IV-D8. Beginning with its 2007 Annual Report, the Department of Emergency Recommendation Agree and Implemented. The Master Improvement Plan can be presented as part of the ** ** Administrative Commitment and Emergency Management should report on gaps in emergency Management Implemented Annual Report. Appropriate Funding in the response capabilities identified in exercises and drills, and Department of Emergency recommended corrective actions. Management and the Department of Public Health 2006-07 Preparing for a Disaster: IV-E1. The Civil Grand Jury urges the Department of Emergency Emergency Recommendation Agree and Implemented. We have next class scheduled for June 2008. ** ** Administrative Commitment and Management to solicit funding to continue making the training Management Implemented Appropriate Funding in the program at Texas A&M available to City employees. Department of Emergency Management and the Department of Public Health 2006-07 Preparing for a Disaster: V-B1. In its revised Emergency Operations Plan, the Department Emergency Will Not Be DEM believes this is an internal operational issue and defers to the administration of the ** ** Administrative Commitment and of Public Health should specifically delegate responsibilities for all Management Implemented: Not Department of Public Health. Appropriate Funding in the aspects of disaster planning and operations within the Warranted or Not Department of Emergency Department. Reasonable Management and the Department of Public Health 2006-07 Preparing for a Disaster: V-B1. In its revised Emergency Operations Plan, the Department Public Health Recommendation Agree - This already occurs – the Office of Policy and Planning is the section that has ** ** Administrative Commitment and of Public Health should specifically delegate responsibilities for all Implemented centralized authority for coordination of disaster planning for the Department. A revision of Appropriate Funding in the aspects of disaster planning and operations within the the DPH EOP will be done as soon as the CCSF EOP revision is completed. This in order Department of Emergency Department. to assure that the DPH EOP complies and is coordinated with the City wide EOP. No Management and the change Department of Public Health 2006-07 Preparing for a Disaster: V-B2. In its revised Emergency Operations Plan, the Director of Emergency Will Not Be DEM believes this is an internal operational issue and defers to the administration of the ** ** Administrative Commitment and Public Health should designate the Medical Director of the Management Implemented: Not Department of Public Health. Appropriate Funding in the Emergency Medical Services Agency as the coordinator of Warranted or Not Department of Emergency medical disaster planning and response. Reasonable Management and the Department of Public Health 2006-07 Preparing for a Disaster: V-B2. In its revised Emergency Operations Plan, the Director of Emergency Will Not Be Disagree – The Department agrees that the EMS Medical Director and the EMSA should ** ** Administrative Commitment and Public Health should designate the Medical Director of the Medical Implemented: Not be included in all disaster planning: however, the Department of Health has many other Appropriate Funding in the Emergency Medical Services Agency as the coordinator of Services Agency Warranted or Not sections that have LARGE roles in disaster planning; Occupational Safety and Health, Department of Emergency medical disaster planning and response. Reasonable Environmental Health, Communicable Disease Control, Primary Care and the Hospitals. Management and the For this reason, the Director of Health designated the Office of Policy and Planning as the Department of Public Health entity with DPH to coordinate all disaster planning activities. 2006-07 Preparing for a Disaster: V-B2. In its revised Emergency Operations Plan, the Director of Public Health Will Not Be Disagree – The Department agrees that the EMS Medical Director and the EMSA should ** ** Administrative Commitment and Public Health should designate the Medical Director of the Implemented: Not be included in all disaster planning: however, the Department of Health has many other Appropriate Funding in the Emergency Medical Services Agency as the coordinator of Warranted or Not sections that have LARGE roles in disaster planning; Occupational Safety and Health, Department of Emergency medical disaster planning and response. Reasonable Environmental Health, Communicable Disease Control, Primary Care and the Hospitals. Management and the For this reason, the Director of Health designated the Office of Policy and Planning as the Department of Public Health entity with DPH to coordinate all disaster planning activities. No change 2006-07 CGJ Year Report Title Recommendation Response 2008 Response (1) 2008 Response Text 2009 Response (1) 2009 Response Text 2010 Response (1) 2010 Response Text Required 2006-07 Preparing for a Disaster: V-B3. In its revised Emergency Operations Plan, the Department Emergency Will Not Be DEM believes this is an internal operational issue and defers to the administration of the ** ** Administrative Commitment and of Public Health should require that the Medical Director of the Management Implemented: Not Department of Public Health.1. Agree with DPH response. Appropriate Funding in the Medical Emergency Services Agency or designee participate with Warranted or Not Department of Emergency all sections of the Department in their medical disaster planning Reasonable Management and the and activities. Department of Public Health 2006-07 Preparing for a Disaster: V-B3. In its revised Emergency Operations Plan, the Department Emergency Recommendation Agree – This already occurs. The EMS Medical Director and the EMSA are included in ** ** Administrative Commitment and of Public Health should require that the Medical Director of the Medical Implemented disaster planning with other sections of the Department: Occupational Safety and Health, Appropriate Funding in the Medical Emergency Services Agency or designee participate with Services Agency Environmental Health, Communicable Disease Control, Primary Care and the Hospitals. Department of Emergency all sections of the Department in their medical disaster planning The Office of Policy and Planning who acts as the overall coordinator for disaster planning Management and the and activities. activities conducts weekly DPH Disaster Steering Meetings - EMS is an active participant Department of Public Health in these meetings. EMS is always encouraged and sometimes mandated to join in planning efforts of the other sections. The Department’s approach to disaster/emergency planning is inclusive in nature 2006-07 Preparing for a Disaster: V-B3. In its revised Emergency Operations Plan, the Department Public Health Recommendation Agree – This already occurs. The EMS Medical Director and the EMSA are included in ** ** Administrative Commitment and of Public Health should require that the Medical Director of the Implemented disaster planning with other sections of the Department: Occupational Safety and Health, Appropriate Funding in the Medical Emergency Services Agency or designee participate with Environmental Health, Communicable Disease Control, Primary Care and the Hospitals. Department of Emergency all sections of the Department in their medical disaster planning The Office of Policy and Planning who acts as the overall coordinator for disaster planning Management and the and activities. activities conducts weekly DPH Disaster Steering Meetings - EMS is an active participant Department of Public Health in these meetings. EMS is always encouraged and sometimes mandated to join in planning efforts of the other sections. The Department’s approach to disaster/emergency planning is inclusive in nature. No change 2006-07 Preparing for a Disaster: V-B4. As the planning and operational arm of disaster Emergency Will Not Be DEM believes this is an internal operational issue and defers to the administration of the ** ** Administrative Commitment and preparedness, either the Medical Director of the Medical Management Implemented: Not Department of Public Health. Appropriate Funding in the Emergency Services Agency or designee should be present at all Warranted or Not Department of Emergency disaster related workgroups, task forces, exercises and Reasonable Management and the committees where the Department of Public Health has Department of Public Health representation. 2006-07 Preparing for a Disaster: V-B4. As the planning and operational arm of disaster Emergency Recommendation Agree – This already occurs. The EMSA and EMS Medical Director are included in all ** ** Administrative Commitment and preparedness, either the Medical Director of the Medical Medical Implemented disaster related work groups; task forces, exercises and committees that involve planning Appropriate Funding in the Emergency Services Agency or designee should be present at all Services Agency for Pre-hospital and Emergency care. Department of Emergency disaster related workgroups, task forces, exercises and Management and the committees where the Department of Public Health has Department of Public Health representation. 2006-07 Preparing for a Disaster: V-B4. As the planning and operational arm of disaster Public Health Recommendation Agree – This already occurs. The EMSA and EMS Medical Director are included in all ** ** Administrative Commitment and preparedness, either the Medical Director of the Medical Implemented disaster related work groups; task forces, exercises and committees that involve planning Appropriate Funding in the Emergency Services Agency or designee should be present at all for Pre-hospital and Emergency care. No change Department of Emergency disaster related workgroups, task forces, exercises and Management and the committees where the Department of Public Health has Department of Public Health representation. 2006-07 Preparing for a Disaster: V-B5. The Medical Health Operational Area Coordinator or Emergency Will Not Be DEM believes this is an internal operational issue and defers to the administration of the ** ** Administrative Commitment and designee and staff should begin immediate participation in pre- Management Implemented: Not Department of Public Health. Appropriate Funding in the disaster regional planning workgroups and committee meetings Warranted or Not Department of Emergency to be familiar with the plans, rules, regulations and staff Reasonable Management and the counterparts from other jurisdictions. Department of Public Health 2006-07 Preparing for a Disaster: V-B5. The Medical Health Operational Area Coordinator or Emergency Recommendation Agree – Dr. Brown, the Medical Director (or his designee) are already involved with ** ** Administrative Commitment and designee and staff should begin immediate participation in pre- Medical Implemented regional disaster planning efforts and regularly attend SUASI meetings in the East Bay Appropriate Funding in the disaster regional planning workgroups and committee meetings Services Agency and the Regional MHOAC meetings. Department of Emergency to be familiar with the plans, rules, regulations and staff Management and the counterparts from other jurisdictions. Department of Public Health 2006-07 Preparing for a Disaster: V-B5. The Medical Health Operational Area Coordinator or Public Health Recommendation Agree – Dr. Brown, the Medical Director (or his designee) are already involved with ** ** Administrative Commitment and designee and staff should begin immediate participation in pre- Implemented regional disaster planning efforts and regularly attend SUASI meetings in the East Bay Appropriate Funding in the disaster regional planning workgroups and committee meetings and the Regional MHOAC meetings. No change Department of Emergency to be familiar with the plans, rules, regulations and staff Management and the counterparts from other jurisdictions. Department of Public Health 2006-07 Preparing for a Disaster: V-C1. The Emergency Medical Services Agency should develop Emergency Will Not Be DEM believes this is an internal operational issue and defers to the administration of the ** ** Administrative Commitment and a clearly defined and comprehensive program-staffing plan to Management Implemented: Not Department of Public Health. Appropriate Funding in the ensure the professionalism and consistency of medical disaster Warranted or Not Department of Emergency planning, the maintenance of programs and equipment initiated Reasonable Management and the or acquired under the grant programs, and complete successfully Department of Public Health the emergency/disaster tasks required. 2006-07 Preparing for a Disaster: V-C1. The Emergency Medical Services Agency should develop Emergency Recommendation Agree – The EMSA already has a staffing plan for the regulatory areas under their ** ** Administrative Commitment and a clearly defined and comprehensive program-staffing plan to Medical Implemented responsibility. They do not need to be concerned about maintenance of programs and Appropriate Funding in the ensure the professionalism and consistency of medical disaster Services Agency equipment that fall under the purview of other sections in the Department. The EMSA Department of Emergency planning, the maintenance of programs and equipment initiated main function by law is regulatory in nature and they do the job in a professional fashion. Management and the or acquired under the grant programs, and complete successfully Department of Public Health the emergency/disaster tasks required. 2006-07 CGJ Year Report Title Recommendation Response 2008 Response (1) 2008 Response Text 2009 Response (1) 2009 Response Text 2010 Response (1) 2010 Response Text Required 2006-07 Preparing for a Disaster: V-C1. The Emergency Medical Services Agency should develop Public Health Recommendation Agree – The EMSA already has a staffing plan for the regulatory areas under their ** ** Administrative Commitment and a clearly defined and comprehensive program-staffing plan to Implemented responsibility. They do not need to be concerned about maintenance of programs and Appropriate Funding in the ensure the professionalism and consistency of medical disaster equipment that fall under the purview of other sections in the Department. The EMSA Department of Emergency planning, the maintenance of programs and equipment initiated main function by law is regulatory in nature and they do the job in a professional fashion. Management and the or acquired under the grant programs, and complete successfully No change Department of Public Health the emergency/disaster tasks required. 2006-07 Preparing for a Disaster: V-C2. The Department of Public Health should budget for and the Emergency Will Not Be DEM believes this is an internal operational issue and defers to the administration of the ** ** Administrative Commitment and Public Health Commission should approve the clearly defined Management Implemented: Not Department of Public Health. Appropriate Funding in the and comprehensive program-staffing plan proposed by the Warranted or Not Department of Emergency Emergency Medical Services Agency by FY09. Reasonable Management and the Department of Public Health 2006-07 Preparing for a Disaster: V-C2. The Department of Public Health should budget for and the Emergency Recommendation Agree – The department should budget and the Commission approve the ** ** Administrative Commitment and Public Health Commission should approve the clearly defined Medical Implemented emergency/disaster staffing plan proposed by functional area for the entire department – Appropriate Funding in the and comprehensive program-staffing plan proposed by the Services Agency not just the EMS agency. Funding was approved in FY 07-08 for a new logistics planner. Department of Emergency Emergency Medical Services Agency by FY09. This funding will be continued in the FY 08-09 budget Management and the Department of Public Health 2006-07 Preparing for a Disaster: V-C2. The Department of Public Health should budget for and the Public Health Recommendation Agree – The department should budget and the Commission approve the ** ** Administrative Commitment and Public Health Commission should approve the clearly defined Implemented emergency/disaster staffing plan proposed by functional area for the entire department – Appropriate Funding in the and comprehensive program-staffing plan proposed by the not just the EMS agency. Funding was approved in FY 07-08 for a new logistics planner. Department of Emergency Emergency Medical Services Agency by FY09. This funding will be continued in the FY 08-09 budget Management and the Department of Public Health 2006-07 Preparing for a Disaster: V-C3. In order for the Department of Public Health to carry out its Emergency Will Not Be DEM believes this is an internal operational issue and defers to the administration of the ** ** Administrative Commitment and disaster response functions, the position of Disaster Management Implemented: Not Department of Public Health. Appropriate Funding in the Preparedness Coordinator in the Department of Public Health Warranted or Not Department of Emergency should be a dedicated disaster position. Reasonable Management and the Department of Public Health 2006-07 Preparing for a Disaster: V-C3. In order for the Department of Public Health to carry out its Emergency Will Not Be Disagree – DPH is committed to Disaster Planning and has many general fund positions ** ** Administrative Commitment and disaster response functions, the position of Disaster Medical Implemented: Not whose responsibilities include disaster preparedness planning. In fact, the grant funded Appropriate Funding in the Preparedness Coordinator in the Department of Public Health Services Agency Warranted or Not position that acted in this role was transitioned to general fund over a year ago because of Department of Emergency should be a dedicated disaster position. Reasonable the Department’s commitment to these efforts. This position still spends 90% of her time Management and the on disaster planning and preparedness. DPH believes that emergency/disaster planning Department of Public Health should be fully integrated in the Department’s everyday functions. The Director of Health assigned the Deputy Director of Health/ Policy and Administration to represent the Department as the Disaster Preparedness Coordinator because of the high level of commitment he sees in this important area. The Deputy Director of Health does have experience and training in emergency response and is well qualified for her role in coordinating disaster response efforts. 2006-07 Preparing for a Disaster: V-C3. In order for the Department of Public Health to carry out its Public Health Will Not Be Disagree – DPH is committed to Disaster Planning and has many general fund positions ** ** Administrative Commitment and disaster response functions, the position of Disaster Implemented: Not whose responsibilities include disaster preparedness planning. In fact, the grant funded Appropriate Funding in the Preparedness Coordinator in the Department of Public Health Warranted or Not position that acted in this role was transitioned to general fund over a year ago because of Department of Emergency should be a dedicated disaster position. Reasonable the Department’s commitment to these efforts. This position still spends 90% of her time Management and the on disaster planning and preparedness. DPH believes that emergency/disaster planning Department of Public Health should be fully integrated in the Department’s everyday functions. The Director of Health assigned the Deputy Director of Health/ Policy and Administration to represent the Department as the Disaster Preparedness Coordinator because of the high level of commitment he sees in this important area. The Deputy Director of Health does have experience and training in emergency response and is well qualified for her role in coordinating disaster response efforts. No change 2006-07 Preparing for a Disaster: V-C4. The Department of Public Health should assign the new Emergency Will Not Be DEM believes this is an internal operational issue and defers to the administration of the ** ** Administrative Commitment and position of Disaster Preparedness Coordinator to the Emergency Management Implemented: Not Department of Public Health. Appropriate Funding in the Medical Services Agency. The incumbent would act as a senior Warranted or Not Department of Emergency manager dedicated to medical disaster preparedness, oversee Reasonable Management and the and implement planning and preparedness, act as a bridge Department of Public Health between planning and operations, and as a liaison with the Department of Emergency Management. The position’s job description should include professional medical disaster response experience. 2006-07 Preparing for a Disaster: V-C4. The Department of Public Health should assign the new Emergency Will Not Be Disagree – See note above. We do not believe that a new individual should be hired for ** ** Administrative Commitment and position of Disaster Preparedness Coordinator to the Emergency Medical Implemented: Not this role. The Director believes it should be continue to be located in Central Appropriate Funding in the Medical Services Agency. The incumbent would act as a senior Services Agency Warranted or Not Administration – Office of Policy and Planning because OPP does planning the entire Department of Emergency manager dedicated to medical disaster preparedness, oversee Reasonable departmental activities. Management and the and implement planning and preparedness, act as a bridge Department of Public Health between planning and operations, and as a liaison with the Department of Emergency Management. The position’s job description should include professional medical disaster response experience. 2006-07 CGJ Year Report Title Recommendation Response 2008 Response (1) 2008 Response Text 2009 Response (1) 2009 Response Text 2010 Response (1) 2010 Response Text Required 2006-07 Preparing for a Disaster: V-C4. The Department of Public Health should assign the new Public Health Will Not Be Disagree – See note above. We do not believe that a new individual should be hired for ** ** Administrative Commitment and position of Disaster Preparedness Coordinator to the Emergency Implemented: Not this role. The Director believes it should be continue to be located in Central Appropriate Funding in the Medical Services Agency. The incumbent would act as a senior Warranted or Not Administration – Office of Policy and Planning because OPP does planning the entire Department of Emergency manager dedicated to medical disaster preparedness, oversee Reasonable departmental activities. No change Management and the and implement planning and preparedness, act as a bridge Department of Public Health between planning and operations, and as a liaison with the Department of Emergency Management. The position’s job description should include professional medical disaster response experience. 2006-07 Preparing for a Disaster: V-C5. The Disaster Preparedness Coordinator should either Emergency Recommendation Agree – This already occurs. ** ** Administrative Commitment and attend the Homeland Security Steering Committee Meetings as Management Implemented Appropriate Funding in the the second in command for the purposes of disaster Department of Emergency preparedness, or accompany the second in command, and Management and the should assist the Medical Health Operational Area Coordinator. Department of Public Health 2006-07 Preparing for a Disaster: V-C5. The Disaster Preparedness Coordinator should either Emergency Recommendation Agree – This already occurs. ** ** Administrative Commitment and attend the Homeland Security Steering Committee Meetings as Medical Implemented Appropriate Funding in the the second in command for the purposes of disaster Services Agency Department of Emergency preparedness, or accompany the second in command, and Management and the should assist the Medical Health Operational Area Coordinator. Department of Public Health 2006-07 Preparing for a Disaster: V-C5. The Disaster Preparedness Coordinator should either Public Health Recommendation Agree – This already occurs. No change ** ** Administrative Commitment and attend the Homeland Security Steering Committee Meetings as Implemented Appropriate Funding in the the second in command for the purposes of disaster Department of Emergency preparedness, or accompany the second in command, and Management and the should assist the Medical Health Operational Area Coordinator. Department of Public Health 2006-07 Preparing for a Disaster: V-C6. The Department of Public Health should budget for and the Board of Will Not Be RESOLVED, That the Board of Supervisors reports to the Presiding Judge of the Superior ** ** Administrative Commitment and Public Health Commission, the Mayor and the Board of Supervisors Implemented: Not Court that it agrees with Recommendation Nos. I-I, ll-A2, ll-B2, IV-D8, and V-El of the Appropriate Funding in the Supervisors should approve a new full time manager position of Warranted or Not 2006-2007 Civil Grand Jury Report entitled “Preparing for a Disaster: Administrative Department of Emergency Disaster Preparedness Coordinator assigned to the Emergency Reasonable Commitment and Appropriate Funding in the Department of Emergency Management and Management and the Medical Services Agency by FY09. the Department of Public Health”; and be it FURTHER RESOLVED, That the Board of Department of Public Health Supervisors reports that it agrees with Recommendation Nos. ll-A3, ll-A8, ll-E4, 111-2, 111-3, 111-8, lV-B3, lV-B6, IV-Cil, V-C6, V-Di2, V6 Di4, V-Dii1, V-Dii3, and V-Diii1 subject to financial constraints, Budget Analyst review, and budget priorities determined during the annual budget process; and, be it FURTHER RESOLVED, That the Board of Supervisors reports that it partially agrees with Recommendation No. VI-El, as follows: - A helipad on San Francisco General Hospital should be provided with full and expeditious consideration, including through the land use planning process; and, be it FURTHER RESOLVED, That the Board of Supervisors urges the Mayor to cause the implementation of accepted recommendations through his/her department heads and through the development of the annual budget; and, be it FURTHER RESOLVED, That the Board of Supervisors urges City departments responsible for recommendations not necessitating a response from the Board of Supervisors to provide a status report to the Board of Supervisors on implementation of said recommendations within six months of the passage of this resolution. October 2, 2007 Board of Supervisors — ADOPTED 2006-07 Preparing for a Disaster: V-C6. The Department of Public Health should budget for and the Emergency Will Not Be DEM believes this is an internal operational issue and defers to the administration of the ** ** Administrative Commitment and Public Health Commission, the Mayor and the Board of Management Implemented: Not Department of Public Health. Appropriate Funding in the Supervisors should approve a new full time manager position of Warranted or Not Department of Emergency Disaster Preparedness Coordinator assigned to the Emergency Reasonable Management and the Medical Services Agency by FY09. Department of Public Health 2006-07 Preparing for a Disaster: V-C6. The Department of Public Health should budget for and the Emergency Will Not Be Disagree – See V-C3. ** ** Administrative Commitment and Public Health Commission, the Mayor and the Board of Medical Implemented: Not Appropriate Funding in the Supervisors should approve a new full time manager position of Services Agency Warranted or Not Department of Emergency Disaster Preparedness Coordinator assigned to the Emergency Reasonable Management and the Medical Services Agency by FY09. Department of Public Health 2006-07 Preparing for a Disaster: V-C6. The Department of Public Health should budget for and the Mayor Will Not Be The Mayor's Office supports the Department of Emergency Management's and the ** ** Administrative Commitment and Public Health Commission, the Mayor and the Board of Implemented: Not Department of Public Health's responses. Appropriate Funding in the Supervisors should approve a new full time manager position of Warranted or Not Department of Emergency Disaster Preparedness Coordinator assigned to the Emergency Reasonable Management and the Medical Services Agency by FY09. Department of Public Health 2006-07 Preparing for a Disaster: V-C6. The Department of Public Health should budget for and the Public Health Will Not Be Disagree – See V-C3. No change ** ** Administrative Commitment and Public Health Commission, the Mayor and the Board of Implemented: Not Appropriate Funding in the Supervisors should approve a new full time manager position of Warranted or Not Department of Emergency Disaster Preparedness Coordinator assigned to the Emergency Reasonable Management and the Medical Services Agency by FY09. Department of Public Health 2006-07 CGJ Year Report Title Recommendation Response 2008 Response (1) 2008 Response Text 2009 Response (1) 2009 Response Text 2010 Response (1) 2010 Response Text Required 2006-07 Preparing for a Disaster: V-C7. The Department of Public Health should budget for and the Emergency Recommendation Agree – DEM supports the Department of Public Health’s response. ** ** Administrative Commitment and Public Health Commission should approve ongoing local funding Management Implemented Appropriate Funding in the to maintain critical disaster planning continuity. Department of Emergency Management and the Department of Public Health 2006-07 Preparing for a Disaster: V-C7. The Department of Public Health should budget for and the Emergency Recommendation Agree - The Department did budget and the Commission funded positions in FY07-08 for ** ** Administrative Commitment and Public Health Commission should approve ongoing local funding Medical Implemented disaster planning continuity. Positions are included in draft FY 08-09 budget. Appropriate Funding in the to maintain critical disaster planning continuity. Services Agency Department of Emergency Management and the Department of Public Health 2006-07 Preparing for a Disaster: V-C7. The Department of Public Health should budget for and the Public Health Recommendation Agree - The Department did budget and the Commission funded positions in FY07-08 for ** ** Administrative Commitment and Public Health Commission should approve ongoing local funding Implemented disaster planning continuity. Positions are included in draft FY 08-09 budget. Appropriate Funding in the to maintain critical disaster planning continuity. Department of Emergency Management and the Department of Public Health 2006-07 Preparing for a Disaster: V-C8. The Department of Public Health should assign the newly Emergency Will Not Be DEM believes this is an internal operational issue and defers to the administration of the ** ** Administrative Commitment and posted position of Health Program Planner to the staff of the Management Implemented: Not Department of Public Health. Appropriate Funding in the Emergency Medical Services Agency. Warranted or Not Department of Emergency Reasonable Management and the Department of Public Health 2006-07 Preparing for a Disaster: V-C8. The Department of Public Health should assign the newly Emergency Will Not Be Disagree – Since the Office of Policy and Planning has overall responsibility for the ** ** Administrative Commitment and posted position of Health Program Planner to the staff of the Medical Implemented: Not coordination of disaster planning in the Department, the position should be assigned to Appropriate Funding in the Emergency Medical Services Agency. Services Agency Warranted or Not OPP. Department of Emergency Reasonable Management and the Department of Public Health 2006-07 Preparing for a Disaster: V-C8. The Department of Public Health should assign the newly Public Health Will Not Be Disagree – Since the Office of Policy and Planning has overall responsibility for the ** ** Administrative Commitment and posted position of Health Program Planner to the staff of the Implemented: Not coordination of disaster planning in the Department, the position should be assigned to Appropriate Funding in the Emergency Medical Services Agency. Warranted or Not OPP. No change Department of Emergency Reasonable Management and the Department of Public Health 2006-07 Preparing for a Disaster: V-C9. The Department should amend the job scope of the Health Emergency Recommendation Agree – DEM supports the Department of Public Health’s response. ** ** Administrative Commitment and Program Planner position to specify this as an ongoing medical Management Implemented Appropriate Funding in the disaster preparedness position, and amend the posted “desired” Department of Emergency qualifications of the job to include experience in documented Management and the disaster response. Department of Public Health 2006-07 Preparing for a Disaster: V-C9. The Department should amend the job scope of the Health Emergency Recommendation Agree – DPH has 4 senior health program planners that work on disaster preparedness ** ** Administrative Commitment and Program Planner position to specify this as an ongoing medical Medical Implemented issues – this is spelled out in the job description and work plans. Appropriate Funding in the disaster preparedness position, and amend the posted “desired” Services Agency Department of Emergency qualifications of the job to include experience in documented Management and the disaster response. Department of Public Health 2006-07 Preparing for a Disaster: V-C9. The Department should amend the job scope of the Health Public Health Recommendation Agree – DPH has 4 senior health program planners that work on disaster preparedness ** ** Administrative Commitment and Program Planner position to specify this as an ongoing medical Implemented issues – this is spelled out in the job description and work plans. No change Appropriate Funding in the disaster preparedness position, and amend the posted “desired” Department of Emergency qualifications of the job to include experience in documented Management and the disaster response. Department of Public Health 2006-07 Preparing for a Disaster: V-Di1. To secure, store and keep the field care clinics accessible, Emergency Will Be Agree with Future Implementation – DEM is currently seeking a logistics planner and Will Be Implemented While we have secured and stored the field care clinics, we do not have the capacity in Recommendation The EMSA is now part of DEM. This has provided some additional resources and all the Administrative Commitment and the Emergency Medical Services Agency should partner with the Management Implemented in the coordinator who will work City departments regarding storage and maintenance issues. in the Future the budget for a coordinated maintenance and sustainment plan. Timeframe is Implemented EMSA emergency assets are also captured in the Resource Directory established by the Appropriate Funding in the Department of Emergency Management and the General Future We hope to have a partial or full solution in the next six months. Progress has been made unknown. ERWG. The Field Care Clinics and POD trailers are included in the directory and are stored at Department of Emergency Services Agency to develop a coordinated maintenance and on this issue through DPH. strategic locations in the city. In March of 2010 DEM hosted a drill to inventory, provide Management and the budget plan to safeguard the field care clinics. maintenance and train city staff in erecting these assets. Department of Public Health 2006-07 Preparing for a Disaster: V-Di1. To secure, store and keep the field care clinics accessible, Emergency Recommendation Agree – The Department of Health (not just the EMSA) needs to work with DEM, GSA, the ** ** Administrative Commitment and the Emergency Medical Services Agency should partner with the Medical Implemented Mayor’s Office and the Fire Department to develop a maintenance and storage plan for Appropriate Funding in the Department of Emergency Management and the General Services Agency FCC’s. The FCC’s are stored in locations throughout San Francisco. Draft Standard Department of Emergency Services Agency to develop a coordinated maintenance and Operating Procedures are currently being vetted and MOU’s with agencies that are Management and the budget plan to safeguard the field care clinics. storing the trailers are being completed. Department of Public Health 2006-07 CGJ Year Report Title Recommendation Response 2008 Response (1) 2008 Response Text 2009 Response (1) 2009 Response Text 2010 Response (1) 2010 Response Text Required 2006-07 Preparing for a Disaster: V-Di1. To secure, store and keep the field care clinics accessible, Public Health Recommendation Agree – The Department of Health (not just the EMSA) needs to work with DEM, GSA, the ** ** Administrative Commitment and the Emergency Medical Services Agency should partner with the Implemented Mayor’s Office and the Fire Department to develop a maintenance and storage plan for Appropriate Funding in the Department of Emergency Management and the General FCC’s. The FCC’s are stored in locations throughout San Francisco. Draft Standard Department of Emergency Services Agency to develop a coordinated maintenance and Operating Procedures are currently being vetted and MOU’s with agencies that are Management and the budget plan to safeguard the field care clinics. storing the trailers are being completed. Department of Public Health 2006-07 Preparing for a Disaster: V-Di2. The Department of Public Health should budget for, and Board of Will Not Be RESOLVED, That the Board of Supervisors reports to the Presiding Judge of the Superior ** ** Administrative Commitment and the Public Health Commission, the Mayor and the Board of Supervisors Implemented: Not Court that it agrees with Recommendation Nos. I-I, ll-A2, ll-B2, IV-D8, and V-El of the Appropriate Funding in the Supervisors should approve, the clearly defined program-staffing Warranted or Not 2006-2007 Civil Grand Jury Report entitled “Preparing for a Disaster: Administrative Department of Emergency positions requested by the Emergency Medical Services Agency Reasonable Commitment and Appropriate Funding in the Department of Emergency Management and Management and the as necessary to support maintenance of the field care clinics and the Department of Public Health”; and be it FURTHER RESOLVED, That the Board of Department of Public Health other disaster preparedness equipment by FY09. Supervisors reports that it agrees with Recommendation Nos. ll-A3, ll-A8, ll-E4, 111-2, 111-3, 111-8, lV-B3, lV-B6, IV-Cil, V-C6, V-Di2, V6 Di4, V-Dii1, V-Dii3, and V-Diii1 subject to financial constraints, Budget Analyst review, and budget priorities determined during the annual budget process; and, be it FURTHER RESOLVED, That the Board of Supervisors reports that it partially agrees with Recommendation No. VI-El, as follows: - A helipad on San Francisco General Hospital should be provided with full and expeditious consideration, including through the land use planning process; and, be it FURTHER RESOLVED, That the Board of Supervisors urges the Mayor to cause the implementation of accepted recommendations through his/her department heads and through the development of the annual budget; and, be it FURTHER RESOLVED, That the Board of Supervisors urges City departments responsible for recommendations not necessitating a response from the Board of Supervisors to provide a status report to the Board of Supervisors on implementation of said recommendations within six months of the passage of this resolution. October 2, 2007 Board of Supervisors — ADOPTED 2006-07 Preparing for a Disaster: V-Di2. The Department of Public Health should budget for, and Emergency Recommendation Agree- DEM supports the Department of Public Health’s response. ** ** Administrative Commitment and the Public Health Commission, the Mayor and the Board of Management Implemented Appropriate Funding in the Supervisors should approve, the clearly defined program-staffing Department of Emergency positions requested by the Emergency Medical Services Agency Management and the as necessary to support maintenance of the field care clinics and Department of Public Health other disaster preparedness equipment by FY09. 2006-07 Preparing for a Disaster: V-Di2. The Department of Public Health should budget for, and Emergency Recommendation Agree- DEM supports the Department of Public Health’s response. ** ** Administrative Commitment and the Public Health Commission, the Mayor and the Board of Medical Implemented Appropriate Funding in the Supervisors should approve, the clearly defined program-staffing Services Agency Department of Emergency positions requested by the Emergency Medical Services Agency Management and the as necessary to support maintenance of the field care clinics and Department of Public Health other disaster preparedness equipment by FY09. 2006-07 Preparing for a Disaster: V-Di2. The Department of Public Health should budget for, and Mayor Requires Further Funding requests for FY09 will be carefully reviewed and assessed once they are -- Department elected not to respond. -- Department elected not to respond. Administrative Commitment and the Public Health Commission, the Mayor and the Board of Analysis submitted to the Mayor’s Office. Appropriate Funding in the Supervisors should approve, the clearly defined program-staffing Department of Emergency positions requested by the Emergency Medical Services Agency Management and the as necessary to support maintenance of the field care clinics and Department of Public Health other disaster preparedness equipment by FY09. 2006-07 Preparing for a Disaster: V-Di2. The Department of Public Health should budget for, and Public Health Recommendation Agree – DPH should budget the staffing positions necessary to support the field care ** ** Administrative Commitment and the Public Health Commission, the Mayor and the Board of Implemented clinics in the 09 budget – where they functionally reside. In all likelihood, this will not be Appropriate Funding in the Supervisors should approve, the clearly defined program-staffing with the EMSA agency. The Office of Policy and Planning has had responsibility for the Department of Emergency positions requested by the Emergency Medical Services Agency FCC’s since they were procured. The position mentioned in this section is in process of Management and the as necessary to support maintenance of the field care clinics and being hired – will reside in Office of Policy and Planning. Department of Public Health other disaster preparedness equipment by FY09. 2006-07 Preparing for a Disaster: V-Di3. The Department of Emergency Management should verify Emergency Will Not Be Disagree – DEM supports the Department of Public Health’s response. DPH and other ** ** Administrative Commitment and the maintenance, security and state of readiness of the grant- Management Implemented: Not departments were provided a general funded logistics positions in order to incorporate Appropriate Funding in the funded field care clinics. Warranted or Not tasks like this into their routine activities. Department of Emergency Reasonable Management and the Department of Public Health 2006-07 Preparing for a Disaster: V-Di3. The Department of Emergency Management should verify Emergency Will Not Be Disagree – This is not the role of the DEM. The DEM tracks inventory on a quarterly basis ** ** Administrative Commitment and the maintenance, security and state of readiness of the grant- Medical Implemented: Not for grant compliance purposes, but the departments who received the equipment should Appropriate Funding in the funded field care clinics. Services Agency Warranted or Not be responsible for verifying the maintenance and readiness of equipment under their Department of Emergency Reasonable purview. Management and the Department of Public Health 2006-07 Preparing for a Disaster: V-Di3. The Department of Emergency Management should verify Public Health Will Not Be Disagree – This is not the role of the DEM. The DEM tracks inventory on a quarterly basis ** ** Administrative Commitment and the maintenance, security and state of readiness of the grant- Implemented: Not for grant compliance purposes, but the departments who received the equipment should Appropriate Funding in the funded field care clinics. Warranted or Not be responsible for verifying the maintenance and readiness of equipment under their Department of Emergency Reasonable purview. No change Management and the Department of Public Health 2006-07 CGJ Year Report Title Recommendation Response 2008 Response (1) 2008 Response Text 2009 Response (1) 2009 Response Text 2010 Response (1) 2010 Response Text Required 2006-07 Preparing for a Disaster: V-Di4. The Department of Public Health should budget for, and Board of Will Not Be RESOLVED, That the Board of Supervisors reports to the Presiding Judge of the Superior ** ** Administrative Commitment and the Public Health Commission, the Mayor and the Board of Supervisors Implemented: Not Court that it agrees with Recommendation Nos. I-I, ll-A2, ll-B2, IV-D8, and V-El of the Appropriate Funding in the Supervisors should approve, the clearly defined program-staffing Warranted or Not 2006-2007 Civil Grand Jury Report entitled “Preparing for a Disaster: Administrative Department of Emergency positions as requested by the Emergency Medical Services Reasonable Commitment and Appropriate Funding in the Department of Emergency Management and Management and the Agency to support this function by FY09. the Department of Public Health”; and be it FURTHER RESOLVED, That the Board of Department of Public Health Supervisors reports that it agrees with Recommendation Nos. ll-A3, ll-A8, ll-E4, 111-2, 111-3, 111-8, lV-B3, lV-B6, IV-Cil, V-C6, V-Di2, V6 Di4, V-Dii1, V-Dii3, and V-Diii1 subject to financial constraints, Budget Analyst review, and budget priorities determined during the annual budget process; and, be it FURTHER RESOLVED, That the Board of Supervisors reports that it partially agrees with Recommendation No. VI-El, as follows: - A helipad on San Francisco General Hospital should be provided with full and expeditious consideration, including through the land use planning process; and, be it FURTHER RESOLVED, That the Board of Supervisors urges the Mayor to cause the implementation of accepted recommendations through his/her department heads and through the development of the annual budget; and, be it FURTHER RESOLVED, That the Board of Supervisors urges City departments responsible for recommendations not necessitating a response from the Board of Supervisors to provide a status report to the Board of Supervisors on implementation of said recommendations within six months of the passage of this resolution. October 2, 2007 Board of Supervisors — ADOPTED 2006-07 Preparing for a Disaster: V-Di4. The Department of Public Health should budget for, and Emergency Requires Further Further Analysis Required – DEM supports the Department of Public Health’s response. Requires Further DEM supports the Department of Public Health’s response. Will Not Be See #24 above. Administrative Commitment and the Public Health Commission, the Mayor and the Board of Management Analysis Analysis Implemented: Not Appropriate Funding in the Supervisors should approve, the clearly defined program-staffing Warranted or Not Department of Emergency positions as requested by the Emergency Medical Services Reasonable Management and the Agency to support this function by FY09. Department of Public Health 2006-07 Preparing for a Disaster: V-Di4. The Department of Public Health should budget for, and Emergency Requires Further Further Analysis Required – Full time staff should be provided to fill this role if work load Will Not Be This position will not be created due to reanalysis of EMS roles and functions. ** Administrative Commitment and the Public Health Commission, the Mayor and the Board of Medical Analysis demonstrates this is necessary. Due to the very difficult budget situation and upcoming Implemented: Not Pharmaceutical cache management has been transferred to individual hospitals. Appropriate Funding in the Supervisors should approve, the clearly defined program-staffing Services Agency cuts in health, it is unlikely this position will be created. We need to use existing resources Warranted or Not Department of Emergency positions as requested by the Emergency Medical Services to manage pharmaceutical cache. Reasonable Management and the Agency to support this function by FY09. Department of Public Health 2006-07 Preparing for a Disaster: V-Di4. The Department of Public Health should budget for, and Mayor Requires Further Funding requests will be carefully reviewed and assessed once they are submitted to the -- Department elected not to respond. -- Department elected not to respond. Administrative Commitment and the Public Health Commission, the Mayor and the Board of Analysis Mayor’s Office. Appropriate Funding in the Supervisors should approve, the clearly defined program-staffing Department of Emergency positions as requested by the Emergency Medical Services Management and the Agency to support this function by FY09. Department of Public Health 2006-07 Preparing for a Disaster: V-Di4. The Department of Public Health should budget for, and Public Health Requires Further Full time staff should be provided to fill this role if work load demonstrates this is Will Not Be This position will not be created due to reanalysis of EMS roles and functions. ** Administrative Commitment and the Public Health Commission, the Mayor and the Board of Analysis necessary. Due to the very difficult budget situation and upcoming cuts in health, it is Implemented: Not Pharmaceutical cache management has been transferred to individual hospitals. Appropriate Funding in the Supervisors should approve, the clearly defined program-staffing unlikely this position will be created. We need to use existing resources to manage Warranted or Not Department of Emergency positions as requested by the Emergency Medical Services pharmaceutical cache. Reasonable Management and the Agency to support this function by FY09. Department of Public Health 2006-07 Preparing for a Disaster: V-Dii1. The Department of Public Health should budget for, and Board of Will Not Be RESOLVED, That the Board of Supervisors reports to the Presiding Judge of the Superior Will Not Be This project will NOT be implemented as first planned. The software has never worked ** Administrative Commitment and the Public Health Commission, the Mayor and the Board of Supervisors Implemented: Not Court that it agrees with Recommendation Nos. I-I, ll-A2, ll-B2, IV-D8, and V-El of the Implemented: Not properly and after hundreds of hours of testing is still not functional. As an alternative, Appropriate Funding in the Supervisors should approve, the clearly defined program-staffing Warranted or Not 2006-2007 Civil Grand Jury Report entitled “Preparing for a Disaster: Administrative Warranted or Not EMS has created a paper based patient tracking system that can be used until a Department of Emergency positions requested by the Emergency Medical Services Agency Reasonable Commitment and Appropriate Funding in the Department of Emergency Management and Reasonable product comes on the market that can work in an urban, hilly environment. No Management and the as necessary to complete the development and operational the Department of Public Health”; and be it FURTHER RESOLVED, That the Board of additional position is required to run this program. Department of Public Health phase of the Electronic Patient Tracking Pilot Project and Supervisors reports that it agrees with Recommendation Nos. ll-A3, ll-A8, ll-E4, 111-2, implement the System by FY08. 111-3, 111-8, lV-B3, lV-B6, IV-Cil, V-C6, V-Di2, V6 Di4, V-Dii1, V-Dii3, and V-Diii1 subject to financial constraints, Budget Analyst review, and budget priorities determined during the annual budget process; and, be it FURTHER RESOLVED, That the Board of Supervisors reports that it partially agrees with Recommendation No. VI-El, as follows: - A helipad on San Francisco General Hospital should be provided with full and expeditious consideration, including through the land use planning process; and, be it FURTHER RESOLVED, That the Board of Supervisors urges the Mayor to cause the implementation of accepted recommendations through his/her department heads and through the development of the annual budget; and, be it FURTHER RESOLVED, That the Board of Supervisors urges City departments responsible for recommendations not necessitating a response from the Board of Supervisors to provide a status report to the Board of Supervisors on implementation of said recommendations within six months of the passage of this resolution. October 2, 2007 Board of Supervisors — ADOPTED 2006-07 Preparing for a Disaster: V-Dii1. The Department of Public Health should budget for, and Emergency Requires Further Further Analysis Required – DEM supports the Department of Public Health’s response. Requires Further DEM supports the Department of Public Health’s response. Will Not Be See #24 above. Administrative Commitment and the Public Health Commission, the Mayor and the Board of Management Analysis Analysis Implemented: Not Appropriate Funding in the Supervisors should approve, the clearly defined program-staffing Warranted or Not Department of Emergency positions requested by the Emergency Medical Services Agency Reasonable Management and the as necessary to complete the development and operational Department of Public Health phase of the Electronic Patient Tracking Pilot Project and implement the System by FY08. 2006-07 Preparing for a Disaster: V-Dii1. The Department of Public Health should budget for, and Emergency Requires Further Further Analysis Required – Patient tracking has taken a new course in the last month. Will Not Be This project will NOT be implemented as first planned. The software has never worked ** Administrative Commitment and the Public Health Commission, the Mayor and the Board of Medical Analysis Analysis should be conducted to determine necessary staffing levels. Because of CCSF Implemented: Not properly and after hundreds of hours of testing is still not functional. As an alternative, Appropriate Funding in the Supervisors should approve, the clearly defined program-staffing Services Agency budget situation, looking for grant funding to create a position for this project. Warranted or Not EMS has created a paper based patient tracking system that can be used until a Department of Emergency positions requested by the Emergency Medical Services Agency Reasonable product comes on the market that can work in an urban, hilly environment. No Management and the as necessary to complete the development and operational additional position is required to run this program. Department of Public Health phase of the Electronic Patient Tracking Pilot Project and implement the System by FY08. 2006-07 CGJ Year Report Title Recommendation Response 2008 Response (1) 2008 Response Text 2009 Response (1) 2009 Response Text 2010 Response (1) 2010 Response Text Required 2006-07 Preparing for a Disaster: V-Dii1. The Department of Public Health should budget for, and Mayor Requires Further Funding requests will be carefully reviewed and assessed once they are submitted to the -- Department elected not to respond. -- Department elected not to respond. Administrative Commitment and the Public Health Commission, the Mayor and the Board of Analysis Mayor’s Office. Appropriate Funding in the Supervisors should approve, the clearly defined program-staffing Department of Emergency positions requested by the Emergency Medical Services Agency Management and the as necessary to complete the development and operational Department of Public Health phase of the Electronic Patient Tracking Pilot Project and implement the System by FY08. 2006-07 Preparing for a Disaster: V-Dii1. The Department of Public Health should budget for, and Public Health Requires Further Patient tracking has taken a new course in the last month. Analysis should be conducted Will Not Be This project will NOT be implemented as first planned. The software has never worked ** Administrative Commitment and the Public Health Commission, the Mayor and the Board of Analysis to determine necessary staffing levels. Because of CCSF budget situation, looking for Implemented: Not properly and after hundreds of hours of testing is still not functional. As an alternative, Appropriate Funding in the Supervisors should approve, the clearly defined program-staffing grant funding to create a position for this project. Warranted or Not EMS has created a paper based patient tracking system that can be used until a Department of Emergency positions requested by the Emergency Medical Services Agency Reasonable product comes on the market that can work in an urban, hilly environment. No Management and the as necessary to complete the development and operational additional position is required to run this program. Department of Public Health phase of the Electronic Patient Tracking Pilot Project and implement the System by FY08. 2006-07 Preparing for a Disaster: V-Dii2. The Department of Emergency Management should track Emergency Will Not Be Disagree – DEM supports the Department of Public Health’s response. ** ** Administrative Commitment and the implementation and verify that training and technical support Management Implemented: Not Appropriate Funding in the is ongoing on the Patient Tracking System. Warranted or Not Department of Emergency Reasonable Management and the Department of Public Health 2006-07 Preparing for a Disaster: V-Dii2. The Department of Emergency Management should track Emergency Will Not Be Disagree – This is not the role of DEM. DPH has the contract with vendors and is ** ** Administrative Commitment and the implementation and verify that training and technical support Medical Implemented: Not responsible for implementation and technical support. Appropriate Funding in the is ongoing on the Patient Tracking System. Services Agency Warranted or Not Department of Emergency Reasonable Management and the Department of Public Health 2006-07 Preparing for a Disaster: V-Dii2. The Department of Emergency Management should track Public Health Will Not Be Disagree – This is not the role of DEM. DPH has the contract with vendors and is ** ** Administrative Commitment and the implementation and verify that training and technical support Implemented: Not responsible for implementation and technical support. No change Appropriate Funding in the is ongoing on the Patient Tracking System. Warranted or Not Department of Emergency Reasonable Management and the Department of Public Health 2006-07 Preparing for a Disaster: V-Dii3. After the Patient Tracking Program is operational, the Board of Will Not Be RESOLVED, That the Board of Supervisors reports to the Presiding Judge of the Superior ** ** Administrative Commitment and Department of Public Health should budget for, and the Public Supervisors Implemented: Not Court that it agrees with Recommendation Nos. I-I, ll-A2, ll-B2, IV-D8, and V-El of the Appropriate Funding in the Health Commission, the Mayor and the Board of Supervisors Warranted or Not 2006-2007 Civil Grand Jury Report entitled “Preparing for a Disaster: Administrative Department of Emergency should approve the clearly defined program-staffing positions Reasonable Commitment and Appropriate Funding in the Department of Emergency Management and Management and the requested by the Emergency Medical Services Agency as the Department of Public Health”; and be it FURTHER RESOLVED, That the Board of Department of Public Health necessary for ongoing technical support and program training on Supervisors reports that it agrees with Recommendation Nos. ll-A3, ll-A8, ll-E4, 111-2, the Electronic Patient Tracking System by FY09. 111-3, 111-8, lV-B3, lV-B6, IV-Cil, V-C6, V-Di2, V6 Di4, V-Dii1, V-Dii3, and V-Diii1 subject to financial constraints, Budget Analyst review, and budget priorities determined during the annual budget process; and, be it FURTHER RESOLVED, That the Board of Supervisors reports that it partially agrees with Recommendation No. VI-El, as follows: - A helipad on San Francisco General Hospital should be provided with full and expeditious consideration, including through the land use planning process; and, be it FURTHER RESOLVED, That the Board of Supervisors urges the Mayor to cause the implementation of accepted recommendations through his/her department heads and through the development of the annual budget; and, be it FURTHER RESOLVED, That the Board of Supervisors urges City departments responsible for recommendations not necessitating a response from the Board of Supervisors to provide a status report to the Board of Supervisors on implementation of said recommendations within six months of the passage of this resolution. October 2, 2007 Board of Supervisors — ADOPTED 2006-07 Preparing for a Disaster: V-Dii3. After the Patient Tracking Program is operational, the Emergency Requires Further Further analysis Required - DEM supports the Department of Public Health’s response Requires Further DEM supports the Department of Public Health’s response. Will Not Be DEM has adequate personnel to manage this project at the present time. Upon such time that Administrative Commitment and Department of Public Health should budget for, and the Public Management Analysis Analysis Implemented: Not the project is made fully operational implemented we will evaluate the need for additional Appropriate Funding in the Health Commission, the Mayor and the Board of Supervisors Warranted or Not resources and request them as appropriate. DEM supports DPH in that the project will not be Department of Emergency should approve the clearly defined program-staffing positions Reasonable implemented as first planned. In the meantime we will use a manual tracking system. Management and the requested by the Emergency Medical Services Agency as Department of Public Health necessary for ongoing technical support and program training on the Electronic Patient Tracking System by FY09. 2006-07 Preparing for a Disaster: V-Dii3. After the Patient Tracking Program is operational, the Emergency Requires Further Further Analysis Required - See V-Dii1. Looking for grant funding. Will Not Be See above response. ** Administrative Commitment and Department of Public Health should budget for, and the Public Medical Analysis Implemented: Not Appropriate Funding in the Health Commission, the Mayor and the Board of Supervisors Services Agency Warranted or Not Department of Emergency should approve the clearly defined program-staffing positions Reasonable Management and the requested by the Emergency Medical Services Agency as Department of Public Health necessary for ongoing technical support and program training on the Electronic Patient Tracking System by FY09. 2006-07 Preparing for a Disaster: V-Dii3. After the Patient Tracking Program is operational, the Mayor Requires Further Funding requests will be carefully reviewed and assessed once they are submitted to the -- Department elected not to respond. -- Department elected not to respond. Administrative Commitment and Department of Public Health should budget for, and the Public Analysis Mayor’s Office. Appropriate Funding in the Health Commission, the Mayor and the Board of Supervisors Department of Emergency should approve the clearly defined program-staffing positions Management and the requested by the Emergency Medical Services Agency as Department of Public Health necessary for ongoing technical support and program training on the Electronic Patient Tracking System by FY09. 2006-07 CGJ Year Report Title Recommendation Response 2008 Response (1) 2008 Response Text 2009 Response (1) 2009 Response Text 2010 Response (1) 2010 Response Text Required 2006-07 Preparing for a Disaster: V-Dii3. After the Patient Tracking Program is operational, the Public Health Requires Further See V-Dii1. Looking for grant funding. Will Not Be See above response. ** Administrative Commitment and Department of Public Health should budget for, and the Public Analysis Implemented: Not Appropriate Funding in the Health Commission, the Mayor and the Board of Supervisors Warranted or Not Department of Emergency should approve the clearly defined program-staffing positions Reasonable Management and the requested by the Emergency Medical Services Agency as Department of Public Health necessary for ongoing technical support and program training on the Electronic Patient Tracking System by FY09. 2006-07 Preparing for a Disaster: V-Diii1. The Department of Public Health should budget for, and Board of Will Not Be RESOLVED, That the Board of Supervisors reports to the Presiding Judge of the Superior ** ** Administrative Commitment and the Public Health Commission, the Mayor and the Board of Supervisors Implemented: Not Court that it agrees with Recommendation Nos. I-I, ll-A2, ll-B2, IV-D8, and V-El of the Appropriate Funding in the Supervisors should approve the clearly defined program-staffing Warranted or Not 2006-2007 Civil Grand Jury Report entitled “Preparing for a Disaster: Administrative Department of Emergency positions requested by the Emergency Medical Services Agency Reasonable Commitment and Appropriate Funding in the Department of Emergency Management and Management and the as necessary to maintain and test communications equipment the Department of Public Health”; and be it FURTHER RESOLVED, That the Board of Department of Public Health and conduct training on communications systems. Supervisors reports that it agrees with Recommendation Nos. ll-A3, ll-A8, ll-E4, 111-2, 111-3, 111-8, lV-B3, lV-B6, IV-Cil, V-C6, V-Di2, V6 Di4, V-Dii1, V-Dii3, and V-Diii1 subject to financial constraints, Budget Analyst review, and budget priorities determined during the annual budget process; and, be it FURTHER RESOLVED, That the Board of Supervisors reports that it partially agrees with Recommendation No. VI-El, as follows: - A helipad on San Francisco General Hospital should be provided with full and expeditious consideration, including through the land use planning process; and, be it FURTHER RESOLVED, That the Board of Supervisors urges the Mayor to cause the implementation of accepted recommendations through his/her department heads and through the development of the annual budget; and, be it FURTHER RESOLVED, That the Board of Supervisors urges City departments responsible for recommendations not necessitating a response from the Board of Supervisors to provide a status report to the Board of Supervisors on implementation of said recommendations within six months of the passage of this resolution. October 2, 2007 Board of Supervisors — ADOPTED 2006-07 Preparing for a Disaster: V-Diii1. The Department of Public Health should budget for, and Emergency Requires Further Further Analysis Required – DEM supports the Department of Public Health’s response. Requires Further DEM supports the Department of Public Health’s response. Will Not Be EMSA, now in DEM, routinely tests communications equipment. Administrative Commitment and the Public Health Commission, the Mayor and the Board of Management Analysis Analysis Implemented: Not Appropriate Funding in the Supervisors should approve the clearly defined program-staffing Warranted or Not Department of Emergency positions requested by the Emergency Medical Services Agency Reasonable Management and the as necessary to maintain and test communications equipment Department of Public Health and conduct training on communications systems. 2006-07 Preparing for a Disaster: V-Diii1. The Department of Public Health should budget for, and Emergency Requires Further Further Analysis Required - See V-Dii1 Will Not Be Functions have been absorbed by existing program staff. ** Administrative Commitment and the Public Health Commission, the Mayor and the Board of Medical Analysis Implemented: Not Appropriate Funding in the Supervisors should approve the clearly defined program-staffing Services Agency Warranted or Not Department of Emergency positions requested by the Emergency Medical Services Agency Reasonable Management and the as necessary to maintain and test communications equipment Department of Public Health and conduct training on communications systems. 2006-07 Preparing for a Disaster: V-Diii1. The Department of Public Health should budget for, and Mayor Requires Further Funding requests will be carefully reviewed and assessed once they are submitted to the -- Department elected not to respond. -- Department elected not to respond. Administrative Commitment and the Public Health Commission, the Mayor and the Board of Analysis Mayor’s Office. Appropriate Funding in the Supervisors should approve the clearly defined program-staffing Department of Emergency positions requested by the Emergency Medical Services Agency Management and the as necessary to maintain and test communications equipment Department of Public Health and conduct training on communications systems. 2006-07 Preparing for a Disaster: V-Diii1. The Department of Public Health should budget for, and Public Health Requires Further See V-Dii1 No change Will Not Be Functions have been absorbed by existing program staff. ** Administrative Commitment and the Public Health Commission, the Mayor and the Board of Analysis Implemented: Not Appropriate Funding in the Supervisors should approve the clearly defined program-staffing Warranted or Not Department of Emergency positions requested by the Emergency Medical Services Agency Reasonable Management and the as necessary to maintain and test communications equipment Department of Public Health and conduct training on communications systems. 2006-07 Preparing for a Disaster: V-Diii2. The Department of Emergency Management should track Emergency Will Not Be Disagree -Each department is responsible for insuring the maintenance of all equipment ** ** Administrative Commitment and and verify testing of the grant-funded communication equipment. Management Implemented: Not that was provided through grant funding. Appropriate Funding in the Warranted or Not Department of Emergency Reasonable Management and the Department of Public Health 2006-07 Preparing for a Disaster: V-Diii2. The Department of Emergency Management should track Emergency Will Not Be Disagree – This is not the role of DEM. DPH has the contract with vendors and is ** ** Administrative Commitment and and verify testing of the grant-funded communication equipment. Medical Implemented: Not responsible for testing and maintenance Appropriate Funding in the Services Agency Warranted or Not Department of Emergency Reasonable Management and the Department of Public Health 2006-07 Preparing for a Disaster: V-Diii2. The Department of Emergency Management should track Public Health Will Not Be Disagree – This is not the role of DEM. DPH has the contract with vendors and is ** ** Administrative Commitment and and verify testing of the grant-funded communication equipment. Implemented: Not responsible for testing and maintenance No change Appropriate Funding in the Warranted or Not Department of Emergency Reasonable Management and the Department of Public Health 2006-07 CGJ Year Report Title Recommendation Response 2008 Response (1) 2008 Response Text 2009 Response (1) 2009 Response Text 2010 Response (1) 2010 Response Text Required 2006-07 Preparing for a Disaster: V-E1. The Mayor and the Board of Supervisors should recognize Board of Will Not Be RESOLVED, That the Board of Supervisors reports to the Presiding Judge of the Superior ** ** Administrative Commitment and that the Department of Public Health Headquarters located at Supervisors Implemented: Not Court that it agrees with Recommendation Nos. I-I, ll-A2, ll-B2, IV-D8, and V-El of the Appropriate Funding in the 101 Grove Street is critical to the command and control of Warranted or Not 2006-2007 Civil Grand Jury Report entitled “Preparing for a Disaster: Administrative Department of Emergency continued medical services to the community in the case of a Reasonable Commitment and Appropriate Funding in the Department of Emergency Management and Management and the disaster. They should acknowledge that the retrofitting approved the Department of Public Health”; and be it FURTHER RESOLVED, That the Board of Department of Public Health by the voters in 1990 was not completed, and create and Supervisors reports that it agrees with Recommendation Nos. ll-A3, ll-A8, ll-E4, 111-2, implement bond or other funding methods to carry out retrofit 111-3, 111-8, lV-B3, lV-B6, IV-Cil, V-C6, V-Di2, V6 Di4, V-Dii1, V-Dii3, and V-Diii1 subject projects. to financial constraints, Budget Analyst review, and budget priorities determined during the annual budget process; and, be it FURTHER RESOLVED, That the Board of Supervisors reports that it partially agrees with Recommendation No. VI-El, as follows: - A helipad on San Francisco General Hospital should be provided with full and expeditious consideration, including through the land use planning process; and, be it FURTHER RESOLVED, That the Board of Supervisors urges the Mayor to cause the implementation of accepted recommendations through his/her department heads and through the development of the annual budget; and, be it FURTHER RESOLVED, That the Board of Supervisors urges City departments responsible for recommendations not necessitating a response from the Board of Supervisors to provide a status report to the Board of Supervisors on implementation of said recommendations within six months of the passage of this resolution. October 2, 2007 Board of Supervisors — ADOPTED 2006-07 Preparing for a Disaster: V-E1. The Mayor and the Board of Supervisors should recognize Building Will Not Be Does not pertain to Department of Building Inspection. ** ** Administrative Commitment and that the Department of Public Health Headquarters located at Inspection Implemented: Not Appropriate Funding in the 101 Grove Street is critical to the command and control of Warranted or Not Department of Emergency continued medical services to the community in the case of a Reasonable Management and the disaster. They should acknowledge that the retrofitting approved Department of Public Health by the voters in 1990 was not completed, and create and implement bond or other funding methods to carry out retrofit projects. 2006-07 Preparing for a Disaster: V-E1. The Mayor and the Board of Supervisors should recognize Emergency Will Not Be DEM supports the Department of Public Health’s response. ** ** Administrative Commitment and that the Department of Public Health Headquarters located at Management Implemented: Not Appropriate Funding in the 101 Grove Street is critical to the command and control of Warranted or Not Department of Emergency continued medical services to the community in the case of a Reasonable Management and the disaster. They should acknowledge that the retrofitting approved Department of Public Health by the voters in 1990 was not completed, and create and implement bond or other funding methods to carry out retrofit projects. 2006-07 Preparing for a Disaster: V-E1. The Mayor and the Board of Supervisors should recognize Mayor Will Not Be The Mayor’s Office supports the Department of Public Health’s response. ** ** Administrative Commitment and that the Department of Public Health Headquarters located at Implemented: Not Appropriate Funding in the 101 Grove Street is critical to the command and control of Warranted or Not Department of Emergency continued medical services to the community in the case of a Reasonable Management and the disaster. They should acknowledge that the retrofitting approved Department of Public Health by the voters in 1990 was not completed, and create and implement bond or other funding methods to carry out retrofit projects. 2006-07 Preparing for a Disaster: V-E1. The Mayor and the Board of Supervisors should recognize Public Health Will Not Be Disagree – While it would be nice to have 101 Grove Street renovated, in the event of an ** ** Administrative Commitment and that the Department of Public Health Headquarters located at Implemented: Not emergency, command and control of the resources of the Department would not take Appropriate Funding in the 101 Grove Street is critical to the command and control of Warranted or Not place at 101 Grove, but rather at the EOC and DOC. No change Department of Emergency continued medical services to the community in the case of a Reasonable Management and the disaster. They should acknowledge that the retrofitting approved Department of Public Health by the voters in 1990 was not completed, and create and implement bond or other funding methods to carry out retrofit projects. 2006-07 Preparing for a Disaster: V-E2. Until the seismic safety of 1380 Howard Street has been Building Will Not Be Does not pertain to Department of Building Inspection. ** ** Administrative Commitment and verified, a retrofitted seismically safe alternate to 1380 Howard Inspection Implemented: Not Appropriate Funding in the should be designated as the Department’s Operational Warranted or Not Department of Emergency Command Center, no later than the end of fiscal year 2008. Reasonable Management and the Department of Public Health 2006-07 Preparing for a Disaster: V-E2. Until the seismic safety of 1380 Howard Street has been Emergency Requires Further Further Analysis Required Requires Further DEM supports the Department of Public Health’s response. Will Not Be DEM continues to support DPH response to this item. Administrative Commitment and verified, a retrofitted seismically safe alternate to 1380 Howard Management Analysis Analysis Implemented: Not Appropriate Funding in the should be designated as the Department’s Operational Warranted or Not Department of Emergency Command Center, no later than the end of fiscal year 2008. Reasonable Management and the Department of Public Health 2006-07 Preparing for a Disaster: V-E2. Until the seismic safety of 1380 Howard Street has been General Will Be This will be implemented in the future; however, we believe that the responsible lead Will Not Be This will be implemented in the future; however, we believe that the responsible lead ** Administrative Commitment and verified, a retrofitted seismically safe alternate to 1380 Howard Services Agency Implemented in the agency is DEM or the Department of Public Health (DPH), not DPW. Implemented: Not agency is DEM or the Department of Public Health (DPH), not DPW. Appropriate Funding in the should be designated as the Department’s Operational - Public Works Future Warranted or Not Department of Emergency Command Center, no later than the end of fiscal year 2008. If 1380 Howard is inadequate as a DOC location, DPH should consider locating its DOC in Reasonable If 1380 Howard is inadequate as a DOC location, DPH should consider locating its Management and the a more recently built structure on the San Francisco General Hospital campus or in the DOC in a more recently built structure on the San Francisco General Hospital campus Department of Public Health newly constructed Laguna Honda Hospital campus when completed. or in the newly constructed Laguna Honda Hospital campus when completed. If requested DPW could assist in the survey/evaluation of a potential facilities’ seismic If requested DPW could assist in the survey/evaluation of a potential facilities’ seismic strength; and propose adequate funding for the renovation of DPH’s DOC for the Capital strength; and propose adequate funding for the renovation of DPH’s DOC for the Plan and for future appropriation. Capital Plan and for future appropriation. 2006-07 CGJ Year Report Title Recommendation Response 2008 Response (1) 2008 Response Text 2009 Response (1) 2009 Response Text 2010 Response (1) 2010 Response Text Required 2006-07 Preparing for a Disaster: V-E2. Until the seismic safety of 1380 Howard Street has been Public Health Will Not Be Disagree - Refer to V-E1 No change ** ** Administrative Commitment and verified, a retrofitted seismically safe alternate to 1380 Howard Implemented: Not Appropriate Funding in the should be designated as the Department’s Operational Warranted or Not Department of Emergency Command Center, no later than the end of fiscal year 2008. Reasonable Management and the Department of Public Health 2006-07 Preparing for a Disaster: V-E3. A retrofitted Department of Public Health Departmental Building Will Not Be Does not pertain to Department of Building Inspection. ** ** Administrative Commitment and Operations Command Center and alternate Command Center Inspection Implemented: Not Appropriate Funding in the should have a fixed generator. Warranted or Not Department of Emergency Reasonable Management and the Department of Public Health 2006-07 Preparing for a Disaster: V-E3. A retrofitted Department of Public Health Departmental Emergency Requires Further Further Analysis Required – Defer to DPH response Requires Further DEM supports the Department of Public Health’s response. Will Not Be DEM continues to support DPH response to this item. Administrative Commitment and Operations Command Center and alternate Command Center Management Analysis Analysis Implemented: Not Appropriate Funding in the should have a fixed generator. Warranted or Not Department of Emergency Reasonable Management and the Department of Public Health 2006-07 Preparing for a Disaster: V-E3. A retrofitted Department of Public Health Departmental General Will Be This will be implemented in the future; however, we believe that the responsible lead Will Not Be This will be implemented in the future; however, we believe that the responsible lead ** Administrative Commitment and Operations Command Center and alternate Command Center Services Agency Implemented in the agency is DEM or the Department of Public Health (DPH), not DPW. Implemented: Not agency is DEM or the Department of Public Health (DPH), not DPW. Appropriate Funding in the should have a fixed generator. - Public Works Future Warranted or Not Department of Emergency If requested DPW could assist in the survey/evaluation of a potential facilities’ seismic Reasonable If requested DPW could assist in the survey/evaluation of a potential facilities’ seismic Management and the strength; and include this item when proposing adequate funding for the renovation of strength; and include this item when proposing adequate funding for the renovation of Department of Public Health DPH’s DOC for the Capital Plan and for future appropriation. DPH’s DOC for the Capital Plan and for future appropriation. 2006-07 Preparing for a Disaster: V-E3. A retrofitted Department of Public Health Departmental Public Health Requires Further Generators are very expensive and grant funds do not cover all of the expense related to Recommendation DPH has purchased portable generators and has upgraded fixed assets. Current ** Administrative Commitment and Operations Command Center and alternate Command Center Analysis the purchase and installation of fixed generators. More information is being studied by Implemented inventory includes: Appropriate Funding in the should have a fixed generator. DEM in regards to overall emergency power in CCSF. No change 4 @ 6500watts Department of Emergency 1@ 5000watts Management and the 1@ 36KW on wheels Department of Public Health 2006-07 Preparing for a Disaster: V-E4. Until a seismically upgraded Departmental Operations Building Will Not Be Does not pertain to Department of Building Inspection. ** ** Administrative Commitment and Command Center is operable, both 1380 Howard and the Inspection Implemented: Not Appropriate Funding in the alternate DOC site for the Department of Public Health should Warranted or Not Department of Emergency have a dedicated (identified for use by the DOC), portable Reasonable Management and the backup generator capable of supporting multiple computer and Department of Public Health communication devices by FY09. 2006-07 Preparing for a Disaster: V-E4. Until a seismically upgraded Departmental Operations Emergency Requires Further Further Analysis Required – DEM agrees with DPH response. Requires Further DEM supports the Department of Public Health’s response. Will Not Be DEM continues to support DPH response to this item. Administrative Commitment and Command Center is operable, both 1380 Howard and the Management Analysis Analysis Implemented: Not Appropriate Funding in the alternate DOC site for the Department of Public Health should Warranted or Not Department of Emergency have a dedicated (identified for use by the DOC), portable Reasonable Management and the backup generator capable of supporting multiple computer and Department of Public Health communication devices by FY09. 2006-07 Preparing for a Disaster: V-E4. Until a seismically upgraded Departmental Operations Public Health Requires Further DPH is currently analyzing back up power and the use of fixed vs. portable generators, Recommendation See above answer. DPH has purchased 6 portable gas fired generators for use by the ** Administrative Commitment and Command Center is operable, both 1380 Howard and the Analysis including cost and construction factors. No change Implemented Primary Care Centers in an emergency situation. In addition, the ‘fixed’ generator at Appropriate Funding in the alternate DOC site for the Department of Public Health should 1380 Howard has been upgraded and retrofitted to support emergency functions of the Department of Emergency have a dedicated (identified for use by the DOC), portable DOC. Management and the backup generator capable of supporting multiple computer and Department of Public Health communication devices by FY09. 2006-07 Preparing for a Disaster: V-E5. Once retrofitted, 101 Grove should be designated as the Building Will Not Be Does not pertain to Department of Building Inspection. ** ** Administrative Commitment and Department of Public Health Departmental Operations Command Inspection Implemented: Not Appropriate Funding in the Center, and should house the Medical Director, Office of Policy Warranted or Not Department of Emergency and Planning and the Emergency Medical Services Agency for Reasonable Management and the optimal coordination among the entities in charge during a Department of Public Health disaster. 2006-07 Preparing for a Disaster: V-E5. Once retrofitted, 101 Grove should be designated as the Emergency Will Not Be Disagree - DEM defers to Department of Public Health response. ** ** Administrative Commitment and Department of Public Health Departmental Operations Command Management Implemented: Not Appropriate Funding in the Center, and should house the Medical Director, Office of Policy Warranted or Not Department of Emergency and Planning and the Emergency Medical Services Agency for Reasonable Management and the optimal coordination among the entities in charge during a Department of Public Health disaster. 2006-07 Preparing for a Disaster: V-E5. Once retrofitted, 101 Grove should be designated as the Public Health Will Not Be Disagree No change ** ** Administrative Commitment and Department of Public Health Departmental Operations Command Implemented: Not Appropriate Funding in the Center, and should house the Medical Director, Office of Policy Warranted or Not Department of Emergency and Planning and the Emergency Medical Services Agency for Reasonable Management and the optimal coordination among the entities in charge during a Department of Public Health disaster. 2006-07 CGJ Year Report Title Recommendation Response 2008 Response (1) 2008 Response Text 2009 Response (1) 2009 Response Text 2010 Response (1) 2010 Response Text Required 2006-07 Preparing for a Disaster: VI-A1. The Multi-Casualty Working Group should be a permanent Emergency Will Not Be Disagree – The MMRS committee run out of DEM fills the role of coordinating and ** ** Administrative Commitment and advisory committee. The Committee should be dedicated to Medical Implemented: Not implementing the plans from the MCI work group, hospital council Disaster Committee Appropriate Funding in the providing input on matters of disaster and emergency Services Agency Warranted or Not and the EMS Disaster Committee. The MCI workgroup was never envisioned as an Department of Emergency management, policy, procedure, and treatment protocols, Reasonable ongoing committee, and its members belong to one or all of the committees mentioned Management and the including mitigation, preparedness, response and recovery, to above. Department of Public Health the Director of the Department of Public Health and the Director of the EMS Agency. The membership of the committee should represent all medical service providers and operate under a quorum modeled on the Emergency Medical Services Advisory Committee. 2006-07 Preparing for a Disaster: VI-A1. The Multi-Casualty Working Group should be a permanent Public Health Will Not Be Disagree – The MMRS committee run out of DEM fills the role of coordinating and ** ** Administrative Commitment and advisory committee. The Committee should be dedicated to Implemented: Not implementing the plans from the MCI work group, hospital council Disaster Committee Appropriate Funding in the providing input on matters of disaster and emergency Warranted or Not and the EMS Disaster Committee. The MCI workgroup was never envisioned as an Department of Emergency management, policy, procedure, and treatment protocols, Reasonable ongoing committee, and its members belong to one or all of the committees mentioned Management and the including mitigation, preparedness, response and recovery, to above. Department of Public Health the Director of the Department of Public Health and the Director of the EMS Agency. The membership of the committee should represent all medical service providers and operate under a quorum modeled on the Emergency Medical Services Advisory Committee. 2006-07 Preparing for a Disaster: VI-A2. The permanent Working Group should consult with all Emergency Will Not Be Disagree – See VI-A1 ** ** Administrative Commitment and sections of the Department of Public Health and the Department Medical Implemented: Not Appropriate Funding in the of Emergency Management and write a proposal on how to Services Agency Warranted or Not Department of Emergency involve the hospitals and other medical service providers in all Reasonable Management and the aspects of disaster preparedness, including planning, training, Department of Public Health and drills. 2006-07 Preparing for a Disaster: VI-A2. The permanent Working Group should consult with all Public Health Will Not Be Disagree – See VI-A1 No change ** ** Administrative Commitment and sections of the Department of Public Health and the Department Implemented: Not Appropriate Funding in the of Emergency Management and write a proposal on how to Warranted or Not Department of Emergency involve the hospitals and other medical service providers in all Reasonable Management and the aspects of disaster preparedness, including planning, training, Department of Public Health and drills. 2006-07 Preparing for a Disaster: VI-A3. Once the Working Group, the Department of Public Emergency Recommendation Agree – The Mayor’s involvement in disaster planning is always beneficial. ** ** Administrative Commitment and Health, the Emergency Medical Services Agency and the Medical Implemented Appropriate Funding in the Department of Emergency Management have agreed upon a Services Agency Department of Emergency plan to coordinate the integration of the hospitals and medical Management and the services providers in disaster preparedness, the Mayor should Department of Public Health personally negotiate with the CEO’s of the private and public hospitals and medical service providers to encourage their full participation. 2006-07 Preparing for a Disaster: VI-A3. Once the Working Group, the Department of Public Mayor Recommendation Agree. The Mayor’s Office coordinates regularly with the CEOs of private hospitals and ** ** Administrative Commitment and Health, the Emergency Medical Services Agency and the Implemented medical service providers on a variety of topics, in addition to the Hospital Council’s Appropriate Funding in the Department of Emergency Management have agreed upon a regular participation in the Disaster Council. Department of Emergency plan to coordinate the integration of the hospitals and medical Management and the services providers in disaster preparedness, the Mayor should Department of Public Health personally negotiate with the CEO’s of the private and public hospitals and medical service providers to encourage their full participation. 2006-07 Preparing for a Disaster: VI-A3. Once the Working Group, the Department of Public Public Health Recommendation Agree – The Mayor’s involvement in disaster planning is always beneficial. No change ** ** Administrative Commitment and Health, the Emergency Medical Services Agency and the Implemented Appropriate Funding in the Department of Emergency Management have agreed upon a Department of Emergency plan to coordinate the integration of the hospitals and medical Management and the services providers in disaster preparedness, the Mayor should Department of Public Health personally negotiate with the CEO’s of the private and public hospitals and medical service providers to encourage their full participation. 2006-07 Preparing for a Disaster: VI-A4. In drafting the Strategic Plan, the Department of Emergency Recommendation Agree – Done. ** ** Administrative Commitment and Emergency Management should consult with the Department of Management Implemented Appropriate Funding in the Public Health and the Emergency Medical Services Agency to Department of Emergency assist the ICF Consultant Group in soliciting commentary from Management and the representatives of key medical service providers and obtaining Department of Public Health input from hospitals. 2006-07 Preparing for a Disaster: VI-A4. In drafting the Strategic Plan, the Department of Emergency Recommendation Agree – Done ** ** Administrative Commitment and Emergency Management should consult with the Department of Medical Implemented Appropriate Funding in the Public Health and the Emergency Medical Services Agency to Services Agency Department of Emergency assist the ICF Consultant Group in soliciting commentary from Management and the representatives of key medical service providers and obtaining Department of Public Health input from hospitals. 2006-07 Preparing for a Disaster: VI-A4. In drafting the Strategic Plan, the Department of Public Health Recommendation Agree – Done No change ** ** Administrative Commitment and Emergency Management should consult with the Department of Implemented Appropriate Funding in the Public Health and the Emergency Medical Services Agency to Department of Emergency assist the ICF Consultant Group in soliciting commentary from Management and the representatives of key medical service providers and obtaining Department of Public Health input from hospitals. 2006-07 Preparing for a Disaster: VI-A5. To involve all medical service providers in implementing Emergency Recommendation Agree – Done through the Hospital Council. ** ** Administrative Commitment and the Strategic Plan, the Department of Emergency Management, Management Implemented Appropriate Funding in the in consultation with the Department of Public Health and the Department of Emergency Emergency Medical Services Agency, should include Management and the representatives of the key medical service providers, including Department of Public Health hospitals, in workgroups and committees. 2006-07 CGJ Year Report Title Recommendation Response 2008 Response (1) 2008 Response Text 2009 Response (1) 2009 Response Text 2010 Response (1) 2010 Response Text Required 2006-07 Preparing for a Disaster: VI-A5. To involve all medical service providers in implementing Emergency Recommendation Agree – Done ** ** Administrative Commitment and the Strategic Plan, the Department of Emergency Management, Medical Implemented Appropriate Funding in the in consultation with the Department of Public Health and the Services Agency Department of Emergency Emergency Medical Services Agency, should include Management and the representatives of the key medical service providers, including Department of Public Health hospitals, in workgroups and committees. 2006-07 Preparing for a Disaster: VI-A5. To involve all medical service providers in implementing Public Health Recommendation Agree – Done No change ** ** Administrative Commitment and the Strategic Plan, the Department of Emergency Management, Implemented Appropriate Funding in the in consultation with the Department of Public Health and the Department of Emergency Emergency Medical Services Agency, should include Management and the representatives of the key medical service providers, including Department of Public Health hospitals, in workgroups and committees. 2006-07 Preparing for a Disaster: VI-A6. To enable the partnership between the City and the Emergency Will Not Be Disagree – This is not the Mayor’s role and the hospitals already have disaster ** ** Administrative Commitment and hospitals to succeed, the Mayor should personally encourage Medical Implemented: Not coordinators. Appropriate Funding in the hospital CEOs to appoint dedicated disaster coordinators, who Services Agency Warranted or Not Department of Emergency would then have the authority to speak for the hospital. Reasonable Management and the Department of Public Health 2006-07 Preparing for a Disaster: VI-A6. To enable the partnership between the City and the Mayor Will Not Be Disagree. The hospitals already have disaster coordinators. However, the Mayor’s Office ** ** Administrative Commitment and hospitals to succeed, the Mayor should personally encourage Implemented: Not will continue to coordinate regularly with the CEOs of private hospitals and medical Appropriate Funding in the hospital CEOs to appoint dedicated disaster coordinators, who Warranted or Not service providers on a variety of topics, including through the Hospital Council’s regular Department of Emergency would then have the authority to speak for the hospital. Reasonable participation in the Disaster Council. Management and the Department of Public Health 2006-07 Preparing for a Disaster: VI-A6. To enable the partnership between the City and the Public Health Will Not Be Disagree – This is not the Mayor’s role and the hospitals already have disaster ** ** Administrative Commitment and hospitals to succeed, the Mayor should personally encourage Implemented: Not coordinators. No change Appropriate Funding in the hospital CEOs to appoint dedicated disaster coordinators, who Warranted or Not Department of Emergency would then have the authority to speak for the hospital. Reasonable Management and the Department of Public Health 2006-07 Preparing for a Disaster: VI-A7. The Mayor should direct the Department of Public Health Emergency Will Not Be Disagree – DPH works with the hospitals, the disaster coordinators and hospital ** ** Administrative Commitment and to work with hospital CEOs to identify funding to support the Medical Implemented: Not management in planning and exercises. DPH has been successful in securing HRSA Appropriate Funding in the positions of dedicated disaster coordinators. Services Agency Warranted or Not funding to purchase equipment and training for all the City non-profit hospitals. Grant Department of Emergency Reasonable funding does not cover staffing for hospital disaster coordinators. Management and the Department of Public Health 2006-07 Preparing for a Disaster: VI-A7. The Mayor should direct the Department of Public Health Mayor Will Not Be The Mayor’s Office supports the Department of Public Health’s response. ** ** Administrative Commitment and to work with hospital CEOs to identify funding to support the Implemented: Not Appropriate Funding in the positions of dedicated disaster coordinators. Warranted or Not Department of Emergency Reasonable Management and the Department of Public Health 2006-07 Preparing for a Disaster: VI-A7. The Mayor should direct the Department of Public Health Public Health Will Not Be Disagree – DPH works with the hospitals, the disaster coordinators and hospital ** ** Administrative Commitment and to work with hospital CEOs to identify funding to support the Implemented: Not management in planning and exercises. DPH has been successful in securing HRSA Appropriate Funding in the positions of dedicated disaster coordinators. Warranted or Not funding to purchase equipment and training for all the City non-profit hospitals. Grant Department of Emergency Reasonable funding does not cover staffing for hospital disaster coordinators. No change Management and the Department of Public Health 2006-07 Preparing for a Disaster: VI-A8. The newly filled position of Hospital Coordinator should be Emergency Will Not Be Disagree – OPP is responsible for coordination of disaster planning activities of the ** ** Administrative Commitment and assigned to the staff of the Emergency Medical Services Agency, Medical Implemented: Not department and this position is located in OPP Appropriate Funding in the not the Office of Policy and Planning, in order to support the Services Agency Warranted or Not Department of Emergency Agency’s disaster preparedness operations. The job description Reasonable Management and the of Hospital Coordinator should specifically include assisting the Department of Public Health Director of the EMS Agency in carrying out the Mayor’s May 23, 2006 Directive and the work of the Multi-Casualty Working Group. 2006-07 Preparing for a Disaster: VI-A8. The newly filled position of Hospital Coordinator should be Public Health Will Not Be Disagree – OPP is responsible for coordination of disaster planning activities of the ** ** Administrative Commitment and assigned to the staff of the Emergency Medical Services Agency, Implemented: Not department and this position is located in OPP. No change Appropriate Funding in the not the Office of Policy and Planning, in order to support the Warranted or Not Department of Emergency Agency’s disaster preparedness operations. The job description Reasonable Management and the of Hospital Coordinator should specifically include assisting the Department of Public Health Director of the EMS Agency in carrying out the Mayor’s May 23, 2006 Directive and the work of the Multi-Casualty Working Group. 2006-07 Preparing for a Disaster: VI-B1. The Medical Health Operation Area Coordinator should Emergency Will Not Be Disagree – The MHOAC already works with the Hospital Council Emergency ** ** Administrative Commitment and work with the Multi-Casualty Working Group to develop plans and Medical Implemented: Not Preparedness Taskforce and the MMRS working group which are the two groups that are Appropriate Funding in the procedures to integrate the daily practice by hospitals of handling Services Agency Warranted or Not working on these issues Department of Emergency an increase in patient arrivals with plans to prepare for the Reasonable Management and the handling of a surge of patients after a major incident. Department of Public Health 2006-07 CGJ Year Report Title Recommendation Response 2008 Response (1) 2008 Response Text 2009 Response (1) 2009 Response Text 2010 Response (1) 2010 Response Text Required 2006-07 Preparing for a Disaster: VI-B1. The Medical Health Operation Area Coordinator should Public Health Will Not Be Disagree – The MHOAC already works with the Hospital Council Emergency ** ** Administrative Commitment and work with the Multi-Casualty Working Group to develop plans and Implemented: Not Preparedness Taskforce and the MMRS working group which are the two groups that are Appropriate Funding in the procedures to integrate the daily practice by hospitals of handling Warranted or Not working on these issues. No change Department of Emergency an increase in patient arrivals with plans to prepare for the Reasonable Management and the handling of a surge of patients after a major incident. Department of Public Health 2006-07 Preparing for a Disaster: VI-B2. The Emergency Medical Services Agency and the Multi- Emergency Recommendation Agree – Staffing throughout the department should be based on need and function. ** ** Administrative Commitment and Casualty Working Group should have sufficient staff to carry out Medical Implemented Appropriate Funding in the the integration of daily emergency operations with disaster Services Agency Department of Emergency preparedness. Management and the Department of Public Health 2006-07 Preparing for a Disaster: VI-B2. The Emergency Medical Services Agency and the Multi- Public Health Recommendation Agree – Staffing throughout the department should be based on need and function. No ** ** Administrative Commitment and Casualty Working Group should have sufficient staff to carry out Implemented change Appropriate Funding in the the integration of daily emergency operations with disaster Department of Emergency preparedness. Management and the Department of Public Health 2006-07 Preparing for a Disaster: VI-C1. The Department of Public Health should assign to the staff Emergency Will Not Be Defer to the Department of Public Health ** ** Administrative Commitment and of the Emergency Medical Services Agency the budgeted Management Implemented: Not Appropriate Funding in the position of Hospital Coordinator, the new position of Health Warranted or Not Department of Emergency Program Planner and the position of Disaster Preparedness Reasonable Management and the Coordinator, recommended herein by the Civil Grand Jury, so it Department of Public Health can fulfill its disaster preparedness duties as mandated by the State of California and directed by the Mayor. 2006-07 Preparing for a Disaster: VI-C1. The Department of Public Health should assign to the staff Emergency Will Not Be Disagree – As stated in recommendations V-C3 through V-C8 and VI-A8, and VI-D3 ** ** Administrative Commitment and of the Emergency Medical Services Agency the budgeted Medical Implemented: Not Appropriate Funding in the position of Hospital Coordinator, the new position of Health Services Agency Warranted or Not Department of Emergency Program Planner and the position of Disaster Preparedness Reasonable Management and the Coordinator, recommended herein by the Civil Grand Jury, so it Department of Public Health can fulfill its disaster preparedness duties as mandated by the State of California and directed by the Mayor. 2006-07 Preparing for a Disaster: VI-C1. The Department of Public Health should assign to the staff Public Health Will Not Be Disagree – As stated in recommendations V-C3 through V-C8 and VI-A8, and VI-D3 No ** ** Administrative Commitment and of the Emergency Medical Services Agency the budgeted Implemented: Not change Appropriate Funding in the position of Hospital Coordinator, the new position of Health Warranted or Not Department of Emergency Program Planner and the position of Disaster Preparedness Reasonable Management and the Coordinator, recommended herein by the Civil Grand Jury, so it Department of Public Health can fulfill its disaster preparedness duties as mandated by the State of California and directed by the Mayor. 2006-07 Preparing for a Disaster: VI-C2. The Department of Emergency Management, working with Emergency Recommendation Agree and Implemented – See DPH response. ** ** Administrative Commitment and the Department of Public Health, should include staff from the Management Implemented Appropriate Funding in the Multi-Casualty Working Group at all disaster preparedness and Department of Emergency planning workgroups, committees and meetings. Management and the Department of Public Health 2006-07 Preparing for a Disaster: VI-C2. The Department of Emergency Management, working with Emergency Recommendation Agree – the members of the MCI work group are also members of the MMRS, Hospital ** ** Administrative Commitment and the Department of Public Health, should include staff from the Medical Implemented Disaster Council and EMS Disaster Committee. These individuals are already included in Appropriate Funding in the Multi-Casualty Working Group at all disaster preparedness and Services Agency the relevant planning and exercise meetings Department of Emergency planning workgroups, committees and meetings. Management and the Department of Public Health 2006-07 Preparing for a Disaster: VI-C2. The Department of Emergency Management, working with Mayor Recommendation The Mayor’s Office supports the Department of Public Health’s response. ** ** Administrative Commitment and the Department of Public Health, should include staff from the Implemented Appropriate Funding in the Multi-Casualty Working Group at all disaster preparedness and Department of Emergency planning workgroups, committees and meetings. Management and the Department of Public Health 2006-07 Preparing for a Disaster: VI-C2. The Department of Emergency Management, working with Public Health Recommendation Agree – the members of the MCI work group are also members of the MMRS, Hospital ** ** Administrative Commitment and the Department of Public Health, should include staff from the Implemented Disaster Council and EMS Disaster Committee. These individuals are already included in Appropriate Funding in the Multi-Casualty Working Group at all disaster preparedness and the relevant planning and exercise meetings. No change Department of Emergency planning workgroups, committees and meetings. Management and the Department of Public Health 2006-07 Preparing for a Disaster: VI-D1. The City Attorney and the Department of Public Health City Attorney Recommendation The City Attorney and Department of Public Health have worked with private hospitals to ** ** Administrative Commitment and should work together with representatives of each hospital to Implemented devise an agreement governing disaster equipment. Appropriate Funding in the devise an agreement governing the ownership, user training, Department of Emergency maintenance and security of grant-acquired disaster equipment. Management and the Appropriate agreements should be in place by December 31, Department of Public Health 2007. 2006-07 CGJ Year Report Title Recommendation Response 2008 Response (1) 2008 Response Text 2009 Response (1) 2009 Response Text 2010 Response (1) 2010 Response Text Required 2006-07 Preparing for a Disaster: VI-D1. The City Attorney and the Department of Public Health Emergency Will Not Be Defer to the Department of Public Health. ** ** Administrative Commitment and should work together with representatives of each hospital to Management Implemented: Not Appropriate Funding in the devise an agreement governing the ownership, user training, Warranted or Not Department of Emergency maintenance and security of grant-acquired disaster equipment. Reasonable Management and the Appropriate agreements should be in place by December 31, Department of Public Health 2007. 2006-07 Preparing for a Disaster: VI-D1. The City Attorney and the Department of Public Health Emergency Will Be Agree with Future Implementation – DPH is working on this. With their assigned deputy Recommendation The Citywide MOU was implemented and signed by Hospital CEO’s in 2008. This MOU ** Administrative Commitment and should work together with representatives of each hospital to Medical Implemented in the City Attorney. The newly hired DPH Logistics planner (hiring in process) will work with the Implemented acts as an agreement between facilities to share personnel and equipment as needed Appropriate Funding in the devise an agreement governing the ownership, user training, Services Agency Future newly hired DEM logistics planner to develop these agreements by September, 2008. within the San Francisco healthcare community regardless of source of funding. In Department of Emergency maintenance and security of grant-acquired disaster equipment. Note: This item was delayed because of hiring delays of the logistic funded positions. addition, each hospital has reviewed and approved official equipment inventories to be Management and the Appropriate agreements should be in place by December 31, kept up to date and subject to review as requested by DPH. Currently, DPH is working Department of Public Health 2007. on revising the MOU to include the management of pharmaceutical caches. This will be completed by the end of 2009. 2006-07 Preparing for a Disaster: VI-D1. The City Attorney and the Department of Public Health Public Health Will Be Agree with Future Implementation – DPH is working on this. With their assigned deputy Recommendation The Citywide MOU was implemented and signed by Hospital CEO’s in 2008. This MOU ** Administrative Commitment and should work together with representatives of each hospital to Implemented in the City Attorney. The newly hired DPH Logistics planner (hiring in process) will work with the Implemented acts as an agreement between facilities to share personnel and equipment as needed Appropriate Funding in the devise an agreement governing the ownership, user training, Future newly hired DEM logistics planner to develop these agreements by September, 2008. within the San Francisco healthcare community regardless of source of funding. In Department of Emergency maintenance and security of grant-acquired disaster equipment. Note: This item was delayed because of hiring delays of the logistic funded positions. addition, each hospital has reviewed and approved official equipment inventories to be Management and the Appropriate agreements should be in place by December 31, kept up to date and subject to review as requested by DPH. Currently, DPH is working Department of Public Health 2007. on revising the MOU to include the management of pharmaceutical caches. This will be completed by the end of 2009. 2006-07 Preparing for a Disaster: VI-D2. The Emergency Medical Services Agency is the Emergency Will Not Be Defer to the Department of Public Health ** ** Administrative Commitment and responsible City agency for supervising the use of the grant- Management Implemented: Not Appropriate Funding in the procured communication equipment. As such, it is the most Warranted or Not Department of Emergency appropriate agency to negotiate the MOUs, agreements or Reasonable Management and the contracts with the hospitals. It does not have the staff to Department of Public Health accomplish this work. 2006-07 Preparing for a Disaster: VI-D2. The Emergency Medical Services Agency is the Emergency Will Not Be Disagree – the contracts with hospitals include many other operational and equipment ** ** Administrative Commitment and responsible City agency for supervising the use of the grant- Medical Implemented: Not issues besides communication. EMSA should participate with OPP and the contracts Appropriate Funding in the procured communication equipment. As such, it is the most Services Agency Warranted or Not office in the negotiation of contracts with hospitals. Department of Emergency appropriate agency to negotiate the MOUs, agreements or Reasonable Management and the contracts with the hospitals. It does not have the staff to Department of Public Health accomplish this work. 2006-07 Preparing for a Disaster: VI-D2. The Emergency Medical Services Agency is the Public Health Will Be Disagree – the contracts with hospitals include many other operational and equipment Recommendation This is a centralized function of the Hospital Preparedness Program Coordinator as ** Administrative Commitment and responsible City agency for supervising the use of the grant- Implemented in the issues besides communication. EMSA should participate with OPP and the contracts Implemented required by the granting agency, California Department of Public Health. Currently this Appropriate Funding in the procured communication equipment. As such, it is the most Future office in the negotiation of contracts with hospitals. No change position resides in the Office of Policy and Planning. This position works closely with Department of Emergency appropriate agency to negotiate the MOUs, agreements or EMSA as well as hospitals, clinics and long term care facilities and oversees MOU Management and the contracts with the hospitals. It does not have the staff to negotiation. Department of Public Health accomplish this work. 2006-07 Preparing for a Disaster: VI-D3. If the Hospital Coordinator is going to negotiate with Emergency Will Not Be Defer to the Department of Public Health. ** ** Administrative Commitment and hospitals to obtain agreements, the newly filled position should be Management Implemented: Not Appropriate Funding in the assigned to the staff of the EMS Agency. If the Hospital Warranted or Not Department of Emergency Coordinator is not going to assume these duties and obtain Reasonable Management and the agreements, the Department of Public Health should budget for Department of Public Health and the Public Health Commission should approve a new position assigned to the Emergency Medical Services Agency to negotiate and finalize these agreements. 2006-07 Preparing for a Disaster: VI-D3. If the Hospital Coordinator is going to negotiate with Emergency Will Not Be Disagree – OPP is responsible for coordination of disaster planning activities of the ** ** Administrative Commitment and hospitals to obtain agreements, the newly filled position should be Medical Implemented: Not department and this position is located in OPP. Appropriate Funding in the assigned to the staff of the EMS Agency. If the Hospital Services Agency Warranted or Not Department of Emergency Coordinator is not going to assume these duties and obtain Reasonable Management and the agreements, the Department of Public Health should budget for Department of Public Health and the Public Health Commission should approve a new position assigned to the Emergency Medical Services Agency to negotiate and finalize these agreements. 2006-07 Preparing for a Disaster: VI-D3. If the Hospital Coordinator is going to negotiate with Public Health Will Not Be Disagree – OPP is responsible for coordination of disaster planning activities of the ** ** Administrative Commitment and hospitals to obtain agreements, the newly filled position should be Implemented: Not department and this position is located in OPP. No change Appropriate Funding in the assigned to the staff of the EMS Agency. If the Hospital Warranted or Not Department of Emergency Coordinator is not going to assume these duties and obtain Reasonable Management and the agreements, the Department of Public Health should budget for Department of Public Health and the Public Health Commission should approve a new position assigned to the Emergency Medical Services Agency to negotiate and finalize these agreements. 2006-07 Preparing for a Disaster: VI-D4. The Emergency Medical Services Agency should develop Emergency Will Be Agree with Future Implementation - DEM is working with the COIT Resources Committee Will Be Implemented Working with DPH to complete this inventory. Staff lost during this budget cycle. Recommendation DEM absorbed EMSA in August of 2009 and has been able to leverage existing resources to Administrative Commitment and a data management program to inventory and track all Management Implemented in the to develop a City wide emergency inventory system that would include this component. In in the Future Timeframe is unknown. Implemented fill gaps in this area. Appropriate Funding in the Department-owned medical disaster equipment and should be Future the meantime, each department is responsible for the inventory and tracking of any grant Department of Emergency provided the staff necessary to accomplish this function. funded emergency equipment and reporting that information to DEM. Management and the Department of Public Health 2006-07 Preparing for a Disaster: VI-D4. The Emergency Medical Services Agency should develop Emergency Recommendation Agree – DEM put a position in DPH budget for FY 07-08 for logistics. This position will ** ** Administrative Commitment and a data management program to inventory and track all Medical Implemented track and inventory disaster equipment. The function will reside in OPP that coordinates Appropriate Funding in the Department-owned medical disaster equipment and should be Services Agency disaster planning for DPH. In the process of hiring position now – the requisition has been Department of Emergency provided the staff necessary to accomplish this function. in the Controller’s Office for weeks, but Ms. Zmuda informed DPH it would be approved Management and the this week. Department of Public Health 2006-07 CGJ Year Report Title Recommendation Response 2008 Response (1) 2008 Response Text 2009 Response (1) 2009 Response Text 2010 Response (1) 2010 Response Text Required 2006-07 Preparing for a Disaster: VI-D4. The Emergency Medical Services Agency should develop Public Health Recommendation Agree – DEM put a position in DPH budget for FY 07-08 for logistics. This position will ** ** Administrative Commitment and a data management program to inventory and track all Implemented track and inventory disaster equipment. The function will reside in OPP that coordinates Appropriate Funding in the Department-owned medical disaster equipment and should be disaster planning for DPH. In the process of hiring position now – the requisition has been Department of Emergency provided the staff necessary to accomplish this function. in the Controller’s Office for weeks, but Ms. Zmuda informed DPH it would be approved Management and the this week. Department of Public Health 2006-07 Preparing for a Disaster: VI-D5. Before the Department of Public Health, the Emergency Emergency Requires Further Further Analysis Required - DEM agrees that if we provide radios to hospitals, we work on Requires Further DEM agrees that if we provide radios to hospitals, we work on agreement for Will Not Be DEM does not plan on providing Ham radios to the hospitals at this time. Satellite phones, 800 Administrative Commitment and Services Agency and the Department of Emergency Management Analysis agreement for maintenance but also work on the criteria for the use of ham radio Analysis maintenance but also work on the criteria for the use of ham radio operators. It may be Implemented: Not MgHz radios and other devisices currently provide the redundancy required. In addition, the Appropriate Funding in the Management acquire, provide and hardwire ham radios in operators. It may be that ACS provides required operators in an emergency. that ACS provides required operators in an emergency. Timeframe: Unknown Warranted or Not ACS, Auxiliary Communications Service, sponsored by DEM would provide operators and Department of Emergency hospitals, they should not only reach an agreement as to the Reasonable radios in the event of an emergency. Management and the maintenance of the equipment; they should also reach an Department of Public Health agreement regarding the commitment of the hospitals to guarantee the certification of ham radio operators available on each section of the 24 hour shifts. 2006-07 Preparing for a Disaster: VI-D5. Before the Department of Public Health, the Emergency Emergency Requires Further Further Analysis Required – DPH agrees with DEM response. Requires Further DPH will take its lead from DEM on this issue – it involves stakeholders citywide and is Will Not Be DPH will take its lead from OEM on this issue - it involves stakeholders citywide and is not a Administrative Commitment and Services Agency and the Department of Emergency Medical Analysis Analysis not a policy issue that is under the jurisdiction of DPH. Implemented: Not policy issue that is under the jurisdiction of DPH. Appropriate Funding in the Management acquire, provide and hardwire ham radios in Services Agency Warranted or Not Department of Emergency hospitals, they should not only reach an agreement as to the Reasonable Management and the maintenance of the equipment; they should also reach an Department of Public Health agreement regarding the commitment of the hospitals to guarantee the certification of ham radio operators available on each section of the 24 hour shifts. 2006-07 Preparing for a Disaster: VI-D5. Before the Department of Public Health, the Emergency Public Health Requires Further DPH agrees with DEM response. No change Requires Further DPH will take its lead from DEM on this issue – it involves stakeholders citywide and is Will Not Be DPH will take its lead from OEM on this issue - it involves stakeholders citywide and is not a Administrative Commitment and Services Agency and the Department of Emergency Analysis Analysis not a policy issue that is under the jurisdiction of DPH. Implemented: Not policy issue that is under the jurisdiction of DPH. Appropriate Funding in the Management acquire, provide and hardwire ham radios in Warranted or Not Department of Emergency hospitals, they should not only reach an agreement as to the Reasonable Management and the maintenance of the equipment; they should also reach an Department of Public Health agreement regarding the commitment of the hospitals to guarantee the certification of ham radio operators available on each section of the 24 hour shifts. 2006-07 Preparing for a Disaster: VI-E1. The Mayor should recommend and the Board of Board of Will Not Be RESOLVED, That the Board of Supervisors reports to the Presiding Judge of the Superior ** ** Administrative Commitment and Supervisors should approve the funding for a helipad on San Supervisors Implemented: Not Court that it agrees with Recommendation Nos. I-I, ll-A2, ll-B2, IV-D8, and V-El of the Appropriate Funding in the Francisco General Hospital. Warranted or Not 2006-2007 Civil Grand Jury Report entitled “Preparing for a Disaster: Administrative Department of Emergency Reasonable Commitment and Appropriate Funding in the Department of Emergency Management and Management and the the Department of Public Health”; and be it FURTHER RESOLVED, That the Board of Department of Public Health Supervisors reports that it agrees with Recommendation Nos. ll-A3, ll-A8, ll-E4, 111-2, 111-3, 111-8, lV-B3, lV-B6, IV-Cil, V-C6, V-Di2, V6 Di4, V-Dii1, V-Dii3, and V-Diii1 subject to financial constraints, Budget Analyst review, and budget priorities determined during the annual budget process; and, be it FURTHER RESOLVED, That the Board of Supervisors reports that it partially agrees with Recommendation No. VI-El, as follows: - A helipad on San Francisco General Hospital should be provided with full and expeditious consideration, including through the land use planning process; and, be it FURTHER RESOLVED, That the Board of Supervisors urges the Mayor to cause the implementation of accepted recommendations through his/her department heads and through the development of the annual budget; and, be it FURTHER RESOLVED, That the Board of Supervisors urges City departments responsible for recommendations not necessitating a response from the Board of Supervisors to provide a status report to the Board of Supervisors on implementation of said recommendations within six months of the passage of this resolution. October 2, 2007 Board of Supervisors — ADOPTED 2006-07 Preparing for a Disaster: VI-E1. The Mayor should recommend and the Board of City Planning Will Not Be Planning does not have budget authority for this item. ** ** Administrative Commitment and Supervisors should approve the funding for a helipad on San Implemented: Not Appropriate Funding in the Francisco General Hospital. Warranted or Not Department of Emergency Reasonable Management and the Department of Public Health 2006-07 Preparing for a Disaster: VI-E1. The Mayor should recommend and the Board of Emergency Requires Further Further Analysis Required – Agree with Planning Department and Mayor’s responses. Requires Further Agree with Planning Department and Mayor’s responses. Requires Further Agree with Planning Department and Mayor's responses. In the meantime, the ERWG has Administrative Commitment and Supervisors should approve the funding for a helipad on San Management Analysis Analysis Analysis identified a number of potential emergency helicopter landing sites throughout the city. Appropriate Funding in the Francisco General Hospital. Department of Emergency Management and the Department of Public Health 2006-07 Preparing for a Disaster: VI-E1. The Mayor should recommend and the Board of Mayor Requires Further The Mayor’s Office supports additional research into the feasibility and effectiveness of ** ** Administrative Commitment and Supervisors should approve the funding for a helipad on San Analysis having a helipad on top of San Francisco General Hospital. Currently, the Planning Appropriate Funding in the Francisco General Hospital. Department is undertaking an environmental impact report, as required under the Department of Emergency California Environmental Quality Act. Until these findings are complete, the City and Management and the County of San Francisco cannot legally move forward on the project. No change Department of Public Health 2006-07 Preparing for a Disaster: VI-E1. The Mayor should recommend and the Board of Public Health Recommendation Agree. No change ** ** Administrative Commitment and Supervisors should approve the funding for a helipad on San Implemented Appropriate Funding in the Francisco General Hospital. Department of Emergency Management and the Department of Public Health 2006-07 CGJ Year Report Title Recommendation Response 2008 Response (1) 2008 Response Text 2009 Response (1) 2009 Response Text 2010 Response (1) 2010 Response Text Required 2006-07 Risk Management: Are the 1. The City should create a risk management program that Board of Will Not Be RESOLVED, That the Board of Supervisors reports to the Presiding Judge of the Superior ** ** Managers Managing the Risks conforms to best business practices, is highly developed, Supervisors Implemented: Not Court that it agrees with Recommendation Nos. 1, 3, 6, 8, 9, and 10 of the 2006- 2007 of the City? embraces technology-based risk management tools, and is Warranted or Not Civil Grand Jury Report entitled “Risk Management: Are Managers Managing the Risks of applicable to all City departments. Reasonable the City”; and be it FURTHER RESOLVED, That the Board of Supervisors urges the Mayor to cause the implementation of accepted recommendations through his/her department heads and through the development of the annual budget; and, be it FURTHER RESOLVED, That the Board of Supervisors urges City departments responsible for recommendations not necessitating a response from the Board of Supervisors to provide a status report to the Board of Supervisors on implementation of said recommendations within six months of the passage of this resolution. September 18, 2007 Board of Supervisors — ADOPTED 2006-07 Risk Management: Are the 1. The City should create a risk management program that Controller Will Not Be This recommendation is being addressed by the City Administrator. A new Risk Manager ** ** Managers Managing the Risks conforms to best business practices, is highly developed, Implemented: Not with citywide responsibilities was hired in FY07-8. of the City? embraces technology-based risk management tools, and is Warranted or Not applicable to all City departments. Reasonable 2006-07 Risk Management: Are the 1. The City should create a risk management program that General Will Be The City Administrator is working with the new Director of Risk Management to reassess Recommendation The City’s Risk Management Program has been evaluated and enhanced to provide ** Managers Managing the Risks conforms to best business practices, is highly developed, Services Agency Implemented in the the City’s risk management program. We will look at how other jurisdictions have Implemented more tailored support to department and enterprise customers based on current of the City? embraces technology-based risk management tools, and is - City Future implemented these functions, in centralized and decentralized manners for best practices. industry best practices. Automated Risk Management solutions to the highest volume applicable to all City departments. Administrator We will also review what technologybased risk management tools are available and will paper processes have been secured and are being rolled out on a department by apply it to City departments. Since this is a citywide effort, we anticipate that this will be department basis as funding is available. completed in FY08-09. 2006-07 Risk Management: Are the 1. The City should create a risk management program that Mayor Will Not Be The Mayor’s Office supports the City Administrator’s response: ** ** Managers Managing the Risks conforms to best business practices, is highly developed, Implemented: Not Risk management concurs that the City should create a risk management program that of the City? embraces technology-based risk management tools, and is Warranted or Not conirms to the best business practices for public entities with similar assets, revenue. and applicable to all City departments. Reasonable risk exposures. Public entities are specificallv mentioned because the requirements are oriented toward protection of the public and public monies and hence more stringent than those in the private sector. All risk management programs and requirements must be applicable to all city departments. Since this is a city wide effort, the City Administrator anticipates that this effort will take nine months to one year. 2006-07 Risk Management: Are the 10. The City should hold Heads of departments accountable for Board of Will Not Be RESOLVED, That the Board of Supervisors reports to the Presiding Judge of the Superior ** ** Managers Managing the Risks losses arising out of their respective departments. Supervisors Implemented: Not Court that it agrees with Recommendation Nos. 1, 3, 6, 8, 9, and 10 of the 2006- 2007 of the City? Warranted or Not Civil Grand Jury Report entitled “Risk Management: Are Managers Managing the Risks of Reasonable the City”; and be it FURTHER RESOLVED, That the Board of Supervisors urges the Mayor to cause the implementation of accepted recommendations through his/her department heads and through the development of the annual budget; and, be it FURTHER RESOLVED, That the Board of Supervisors urges City departments responsible for recommendations not necessitating a response from the Board of Supervisors to provide a status report to the Board of Supervisors on implementation of said recommendations within six months of the passage of this resolution. September 18, 2007 Board of Supervisors — ADOPTED 2006-07 Risk Management: Are the 10. The City should hold Heads of departments accountable for General Recommendation We agree with the finding. The recommendation has been implemented as follows: ** ** Managers Managing the Risks losses arising out of their respective departments. Services Agency Implemented The Department of Public Works and its Director are held accountable for losses arising of the City? - Public Works out of claims against the department, as they are on a myriad of other performance criteria. The Department of Public Works tracks all claims against it, and senior executives and managers regularly review claims data at regularly scheduled senior staff meetings. The Management Audit of the Department of Public Works by the Board of Supervisor’s Budget Analyst, released in January 2007, found that Claims against the City resulting from the Department of Public Works’ responsibility for the public right-of-way were lower in FY 2005-06 than they were in FY 1996-97 in the areas of city vehicle accidents, roadway falls, damage from operations, flooding damages, and damages to tires by curbs. In two areas claims are higher now than they were ten years ago: Sidewalk damage and falls (often related to tree roots), and roadway falls. In both cases, DPW has been aware of the risks associated with deferred maintenance, and every year seeks to increase the funds available for sidewalk repair and street resurfacing. The Department sought General Obligation Bond funding for street improvements and pedestrian safety in 2002 and again in 2004. The motion to place the measure on the ballot in 2002 failed at the Board of Supervisors by a vote of 7 to 4 (eight votes were required). In 2004 a $200 million bond measure received 57% of the vote by San Francisco voters, but a 2/3 vote was required for passage. Significant increases were not included in budgets approved by the Capital Improvements Advisory Committee and the Board of Supervisors for many years. At the beginning of FY 2006-07, DPW estimated that it had a backlog of City sidewalk repairs that would cost approximately $10 million to repair. In addition there are many sidewalks that are the responsibility of private property owners to repair, but that are also hazardous to pedestrians. There are 5,298 square blocks of sidewalks citywide of which DPW estimates 85% require the fronting private property owners to make repairs. The Public Works Code authorizes DPW to notify property owners and require repairs to be made. If the owner fails to comply, DPW is authorized to complete the repairs and bill property owners. Once a complaint is received, the City is exposed to liability, even if the responsibility is that of the private property owner. In 2007 DPW launched a new program to make it easier for owners to comply with the law Office of the Controller S tatus of the R eco mmendations 2010 Department Responses by the Ci vil Gr and Jury 20 06 -07 CGJ Year Report Title Recommendation Response 2008 Response (1) 2008 Re sponse Text 2009 Response (1) 2009 Response Text 2010 Response (1) 2010 Response Text Required by providing the repairs on a large scale to realize efficiencies and cost savings for owners, waiving permit fees and providing payment options for fixed or low income property owners. The new program results in increased pedestrian safety, decreased claims and safe sidewalks throughout the City. Program areas are strategically selected based on zoning, MUNI routes, proximity to schools, senior centers, and hospitals; and residential population density. Damaged sidewalks that are DPW’s responsibility are repaired under this program at City expense. The Board of Supervisors adopted this new program, and funding has been provided for it through the City’s capital budget. We expect to see the City’s payouts on sidewalk falls to go down as a result of this program. The City is also reducing the risk it faces from roadway falls. In part because of the analysis of street resurfacing needs, and advocacy by DPW, the Mayor and the Board of Supervisors have been providing funding needed to improve the condition of the streets and sidewalks and reduce claims. For an estimated annual need of $36 million, the paving program received only $22 million in FY 2005-06, but a total of $31 million in FY 2006-07 and a full $36 million for FY 2007-08. In addition, DPW has initiated a pro-active pothole repair program, where pothole crews systematically sweep down streets with low Pavement Condition Index scores (those streets most likely to have potholes), and repair them on the spot. In recent years, potholes were repaired reactively based on reports to the Bureau of Street and Sewer Repair by inspectors or the public, but not in a pro-active manner. Finally, the Department has a fully staffed Health and Safety division that promotes safe practices by employees to help reduce work place injuries. Last fiscal year the Health and Safety division analyzed causes of increased severity of workplace injuries and illnesses. As a result, the Department implemented a pilot in the BUF cement shop as part of a larger plan to reduce incidents of workplace injuries and illnesses in Operations. The cement shop pilot includes body mechanics training, improving jackhammer equipment, training safe use of tool, and pre-job stretching training. It is proving to be successful, and we have expanded the program to include BUF Landscape and other parts of Operations with high risk. 2006-07 Risk Management: Are the 10. The City should hold Heads of departments accountable for Mayor Will Be Agree with future implementation. The Mayor’s Office supports the development of an -- Department elected not to respond. -- Department elected not to respond. Managers Managing the Risks losses arising out of their respective departments. Implemented in the effective risk management strategy which addresses how departments should be held of the City? Future accountable. 2006-07 Risk Management: Are the 10. The City should hold Heads of departments accountable for Municipal Will Not Be SFMTA willingly accepts this responsibility but defers to the Office of theMayor on this ** ** Managers Managing the Risks losses arising out of their respective departments. Transportation Implemented: Not recommendation and its implementation. of the City? Agency Warranted or Not Reasonable 2006-07 Risk Management: Are the 10. The City should hold Heads of departments accountable for Police Will Not Be Under the City Charter, heads of Departments, including the Chief of Police, are ** ** Managers Managing the Risks losses arising out of their respective departments. Implemented: Not accountable for their official actions. Specifically, Charter Sec. 4.127 (under the heading of the City? Warranted or Not BUDGET) contains specific language re: claims and suits. Additionally, Charter Section Reasonable 9.115 contains language that further addresses the accountability of department heads. 2006-07 Risk Management: Are the 11. The City Attorney should produce a standard loss run City Attorney Will Not Be The City Attorney's Office uses Citylaw, a calendaring and document management ** ** Managers Managing the Risks constituting the City’s history of loss and should make it available Implemented: Not computer program, to administer claims and litigation filed against the City. The City of the City? to the Office of Risk Management. Warranted or Not Attorney's Office has and will provide data from Citylaw to assist City departments, Reasonable including the Office of Risk Management, to identify trends in claims and litigation and to reduce risk. The City Attorney's Office will not be instituting a new program, but will provide any existing data to the City Administrator's Office to determine the City's needs. 2006-07 Risk Management: Are the 11. The City Attorney should produce a standard loss run General Will Not Be This recommendation refers to the City Attorney’s Office. The City Administrator and Risk ** ** Managers Managing the Risks constituting the City’s history of loss and should make it available Services Agency Implemented: Not Management Office are available to assist. of the City? to the Office of Risk Management. - City Warranted or Not Administrator Reasonable 2006-07 Risk Management: Are the 12. The Risk Management Office should consult with Museum Asian Art Will Not Be The responsibility to implement this recommendation lies with the CCSF Risk ** ** Managers Managing the Risks administration during the renewal process, provide the Museum Museum Implemented: Not Management Office, not the Asian Art Museum. Risk Management (RM) will be of the City? with a copy of its policy, and explain key policy terms. Warranted or Not undertaking the fine arts insurance renewal between now and the end of the fiscal year. Reasonable Having met briefly with Matt Hansen, the City's new RM Director earlier this week I have every confidence that under the new RM administration this recommendation will be implemented. 2006-07 Risk Management: Are the 12. The Risk Management Office should consult with Museum General Recommendation The Risk Management Office provided a copy of the Museum’s policy to the Museum in ** ** Managers Managing the Risks administration during the renewal process, provide the Museum Services Agency Implemented February 2008. The new Director of Risk Management has directed Insurance carriers of the City? with a copy of its policy, and explain key policy terms. - City and/or brokers to provide policies to the Risk Management Office and the departments at Administrator the same time. 2006-07 Risk Management: Are the 2. The creation of a risk management program must include an General Recommendation An assessment of the current risk management staff and determination of what else is ** ** Managers Managing the Risks assessment of current risk management staff and a Services Agency Implemented needed was completed in February 2008. of the City? determination of what else is needed for the successful launch of - City a citywide risk management program. Administrator 2006-07 Risk Management: Are the 3. The Office of Risk Management must have the authority Board of Will Not Be RESOLVED, That the Board of Supervisors reports to the Presiding Judge of the Superior ** ** Managers Managing the Risks necessary to implement a citywide risk management program. Supervisors Implemented: Not Court that it agrees with Recommendation Nos. 1, 3, 6, 8, 9, and 10 of the 2006- 2007 of the City? Warranted or Not Civil Grand Jury Report entitled “Risk Management: Are Managers Managing the Risks of Reasonable the City”; and be it FURTHER RESOLVED, That the Board of Supervisors urges the Mayor to cause the implementation of accepted recommendations through his/her department heads and through the development of the annual budget; and, be it FURTHER RESOLVED, That the Board of Supervisors urges City departments responsible for recommendations not necessitating a response from the Board of Supervisors to provide a status report to the Board of Supervisors on implementation of said recommendations within six months of the passage of this resolution. September 18, 2007 Board of Supervisors — ADOPTED 2006-07 CGJ Year Report Title Recommendation Response 2008 Response (1) 2008 Response Text 2009 Response (1) 2009 Response Text 2010 Response (1) 2010 Response Text Required 2006-07 Risk Management: Are the 3. The Office of Risk Management must have the authority General Recommendation The Director of Risk Management has the authority to implement a citywide risk ** ** Managers Managing the Risks necessary to implement a citywide risk management program. Services Agency Implemented management program in the areas of insurance purchases and contract review for of the City? - City insurance and indemnification requirements. Administrator 2006-07 Risk Management: Are the 3. The Office of Risk Management must have the authority Mayor Will Be Agree with future implementation. The Mayor’s Office will work with the City Attorney and -- Department elected not to respond. -- Department elected not to respond. Managers Managing the Risks necessary to implement a citywide risk management program. Implemented in the the City Administrator to ensure reforms in the Citys risk management function provide of the City? Future appropriate authority to the entities involved. 2006-07 Risk Management: Are the 4. The Mayor and the City Attorney should exercise their authority City Attorney Recommendation The City Administrator's Office, which oversees the Office of Risk Management, and the ** ** Managers Managing the Risks and leadership to insure cooperation between the staff of the Implemented City Attorney's Office have been engaging in discussions to ensure cooperation between of the City? Office of the City Attorney and the Office of Risk Management. Office of Risk Management and the City Attorney's Office. 2006-07 Risk Management: Are the 4. The Mayor and the City Attorney should exercise their authority General Recommendation August 2007 – The City Administrator’s Office and the City Attorney’s Office have already ** ** Managers Managing the Risks and leadership to insure cooperation between the staff of the Services Agency Implemented begun discussions about improving our working relationships. of the City? Office of the City Attorney and the Office of Risk Management. - City Administrator 2006-07 Risk Management: Are the 4. The Mayor and the City Attorney should exercise their authority Mayor Recommendation Agree. The Mayor’s Office will work with the City Attorney and the City Administrator to ** ** Managers Managing the Risks and leadership to insure cooperation between the staff of the Implemented ensure reforms For the City’s risk management function include ongoing coordination. of the City? Office of the City Attorney and the Office of Risk Management. 2006-07 Risk Management: Are the 5. The Office of the City Attorney should produce a standard loss City Attorney Will Not Be The City Attorney's Office uses Citylaw, a calendaring and document management ** ** Managers Managing the Risks run detailing the City’s loss history which is acceptable to Implemented: Not computer program, to administer claims and litigation filed against the City. The City of the City? insurance company underwriters. Warranted or Not Attorney's Office has and will provide data from Citylaw to assist City departments, Reasonable including the Office of Risk Management, to identify trends in claims and litigation and to reduce risk. The City Attorney's Office will not be instituting a new program, but will provide any existing data to the City Administrator's Office to determine the City's needs. 2006-07 Risk Management: Are the 5. The Office of the City Attorney should produce a standard loss General Will Not Be This recommendation refers to the City Attorney’s Office. The City Administrator and Risk ** ** Managers Managing the Risks run detailing the City’s loss history which is acceptable to Services Agency Implemented: Not Management Office are available to assist. of the City? insurance company underwriters. - City Warranted or Not Administrator Reasonable 2006-07 Risk Management: Are the 6. The City should engage a consultant to review its current Board of Will Not Be RESOLVED, That the Board of Supervisors reports to the Presiding Judge of the Superior ** ** Managers Managing the Risks insurance program to determine whether the current plan of self Supervisors Implemented: Not Court that it agrees with Recommendation Nos. 1, 3, 6, 8, 9, and 10 of the 2006- 2007 of the City? insurance remains the most cost-effective plan of insurance, Warranted or Not Civil Grand Jury Report entitled “Risk Management: Are Managers Managing the Risks of whether the City would benefit from the inclusion of other Reasonable the City”; and be it FURTHER RESOLVED, That the Board of Supervisors urges the insurance such as excess insurance or insurance polices with a Mayor to cause the implementation of accepted recommendations through his/her high self insured retention. department heads and through the development of the annual budget; and, be it FURTHER RESOLVED, That the Board of Supervisors urges City departments responsible for recommendations not necessitating a response from the Board of Supervisors to provide a status report to the Board of Supervisors on implementation of said recommendations within six months of the passage of this resolution. September 18, 2007 Board of Supervisors — ADOPTED 2006-07 Risk Management: Are the 6. The City should engage a consultant to review its current Controller Will Not Be This recommendation is being addressed by the City Administrator. A new Risk Manager ** ** Managers Managing the Risks insurance program to determine whether the current plan of self Implemented: Not with citywide responsibilities was hired in FY07-8. of the City? insurance remains the most cost-effective plan of insurance, Warranted or Not whether the City would benefit from the inclusion of other Reasonable insurance such as excess insurance or insurance polices with a high self insured retention. 2006-07 Risk Management: Are the 6. The City should engage a consultant to review its current General Will Be The Risk Management Office and the City Administrator’s Office are working with the City Recommendation The Risk Management Office completed the RFQ process and has seated a qualified ** Managers Managing the Risks insurance program to determine whether the current plan of self Services Agency Implemented in the Attorney’s Office, Office of Contract Administration, Controller’s Office, Human Rights Implemented list of compliant vendors for risk management services. New contracts are in place for of the City? insurance remains the most cost-effective plan of insurance, - City Future Commission and other City departments on a citywide Request for Qualifications (RFQ) all insurance and consulting relationships including evaluation of insurance/self- whether the City would benefit from the inclusion of other Administrator for risk management services. We anticipate that consultants will be available in FY08-09 insurance options. insurance such as excess insurance or insurance polices with a to implement this recommendation. high self insured retention. 2006-07 Risk Management: Are the 7. The Office of Risk Management should be directed to request General Requires Further Depending on the results of the claims analysis from City Attorney’s Citylaw system, the Requires Further The Risk Management Office is currently marketing several citywide and departmental Recommendation The Risk Management Office has requested insurance quotes for standard commercial Managers Managing the Risks insurance quotes for standard commercial coverage for the City. Services Agency Analysis City Administrator may direct the Office of Risk Management to request insurance quotes, Analysis insurance options for possible purchase if the pricing and terms show value to City’s Implemented coverage for the City as department needs have been identified. For example, the San of the City? - City but it is not clear at this time. If the results show that we will need to purchase insurance, overall risk profile. For example, Risk Management is providing quotes to SFMTA for Francisco Municipal Transportation Agency Board approved the purchase of general and Administrator city contracting practices typically take three to six months to procure the services. The general and vehicle liability insurance will be presented at the April 21st MTA Board vehicle liability insurance for MUNI in 2009 and a policy has been in place since July 1, 2009. RFQ will assist in this process in FY08-09. meeting for their consideration. However, a true citywide analysis will require further Given the current budget constraints and limited financial resources, we will continue to seek study and a close partnership with City Attorney’s Office. Should the Mayor and Board insurance quotes as departmental needs are identified. of Supervisors determine that additional financial resources be directed to purchase a citywide risk management software system (vs. Citylaw) and additional risk management staff be added to work on citywide and department-specific reports, the Risk Management Office is ready to work collaboratively with the City Attorney’s Office and city departments to implement risk assessments and enterprise risk management solutions. 2006-07 CGJ Year Report Title Recommendation Response 2008 Response (1) 2008 Response Text 2009 Response (1) 2009 Response Text 2010 Response (1) 2010 Response Text Required 2006-07 Risk Management: Are the 8. The October 15, 1999, “Judgment and Claims Report” from the Board of Will Not Be RESOLVED, That the Board of Supervisors reports to the Presiding Judge of the Superior ** ** Managers Managing the Risks Office of the Legislative Analyst, and the March 2001 “Review of Supervisors Implemented: Not Court that it agrees with Recommendation Nos. 1, 3, 6, 8, 9, and 10 of the 2006- 2007 of the City? Claims, Settlements, and Litigation Data for City Departments” Warranted or Not Civil Grand Jury Report entitled “Risk Management: Are Managers Managing the Risks of from the Budget Analyst for the Board of Supervisors should be Reasonable the City”; and be it FURTHER RESOLVED, That the Board of Supervisors urges the reviewed and the recommendations contained therein Mayor to cause the implementation of accepted recommendations through his/her implemented. department heads and through the development of the annual budget; and, be it FURTHER RESOLVED, That the Board of Supervisors urges City departments responsible for recommendations not necessitating a response from the Board of Supervisors to provide a status report to the Board of Supervisors on implementation of said recommendations within six months of the passage of this resolution. September 18, 2007 Board of Supervisors — ADOPTED 2006-07 Risk Management: Are the 8. The October 15, 1999, “Judgment and Claims Report” from the General Will Be The RFQ process will assist our efforts to implement the appropriate recommendations. Recommendation The recommendations have been reviewed and implemented as appropriate in FY08- ** Managers Managing the Risks Office of the Legislative Analyst, and the March 2001 “Review of Services Agency Implemented in the We anticipate this effort will be completed in FY08-09. Implemented 09 as anticipated. of the City? Claims, Settlements, and Litigation Data for City Departments” - City Future from the Budget Analyst for the Board of Supervisors should be Administrator reviewed and the recommendations contained therein implemented. 2006-07 Risk Management: Are the 8. The October 15, 1999, “Judgment and Claims Report” from the Mayor Will Not Be The Mayor’s Office supports the City Administrator’s response: ** ** Managers Managing the Risks Office of the Legislative Analyst, and the March 2001 “Review of Implemented: Not 2. Agree with future implementation. As Risk Management analyzes how a citywide risk of the City? Claims, Settlements, and Litigation Data for City Departments” Warranted or Not management program should be structured, it will review the recommendation made in from the Budget Analyst for the Board of Supervisors should be Reasonable the two reports and implement as appropriate. Since this is a citywide effort, Risk reviewed and the recommendations contained therein Management anticipates that this effort will take nine months to one year. implemented. 2006-07 Risk Management: Are the 9. In insuring against the liability risks of City-owned vehicles, the Board of Will Not Be RESOLVED, That the Board of Supervisors reports to the Presiding Judge of the Superior ** ** Managers Managing the Risks City should explore and compare the financial advantages of an Supervisors Implemented: Not Court that it agrees with Recommendation Nos. 1, 3, 6, 8, 9, and 10 of the 2006- 2007 of the City? insurance program consisting of (1) a commercial insurance Warranted or Not Civil Grand Jury Report entitled “Risk Management: Are Managers Managing the Risks of package (2) self-insurance, or (3) a combination of self and Reasonable the City”; and be it FURTHER RESOLVED, That the Board of Supervisors urges the commercial insurance. Mayor to cause the implementation of accepted recommendations through his/her department heads and through the development of the annual budget; and, be it FURTHER RESOLVED, That the Board of Supervisors urges City departments responsible for recommendations not necessitating a response from the Board of Supervisors to provide a status report to the Board of Supervisors on implementation of said recommendations within six months of the passage of this resolution. September 18, 2007 Board of Supervisors — ADOPTED 2006-07 Risk Management: Are the 9. In insuring against the liability risks of City-owned vehicles, the Controller Will Not Be This recommendation is being addressed by the City Administrator. A new Risk Manager ** ** Managers Managing the Risks City should explore and compare the financial advantages of an Implemented: Not with citywide responsibilities was hired in FY07-8. of the City? insurance program consisting of (1) a commercial insurance Warranted or Not package (2) self-insurance, or (3) a combination of self and Reasonable commercial insurance. 2006-07 Risk Management: Are the 9. In insuring against the liability risks of City-owned vehicles, the General Will Be The RFQ process will assist our efforts to analyze the Citylaw data and our ability to Recommendation The Risk Management Office continues to work closely with the City Attorney’s Office ** Managers Managing the Risks City should explore and compare the financial advantages of an Services Agency Implemented in the implement this recommendation. We anticipate this effort will be completed in FY08-09. Implemented and with each affected customer department to determine the appropriate solution for of the City? insurance program consisting of (1) a commercial insurance - City Future the risk associated with that department and the City as a whole. See response to package (2) self-insurance, or (3) a combination of self and Administrator recommendation #7 above regarding MTA. commercial insurance. 2006-07 The Entertainment A.1.a. The Administrative Code section cited should be changed Entertainment Will Not Be We disagree with the initial assumption made by the Civil Grand Jury. ** ** Commission: A Work in to reflect the greatly reduced permit issuance responsibility that is Commission Implemented: Not Progress the reality of the Entertainment Commission's work. Warranted or Not Reasonable 2006-07 The Entertainment A.1.b. Future Effectiveness Reports from the Entertainment Entertainment Recommendation The Entertainment Commission (EC) held a summit in January 2008 with approximately ** ** Commission: A Work in Commission must make a convincing case of the Commission's Commission Implemented 250 club owners. The outreach is ongoing through large classes and community Progress effectiveness by citing specific examples of ways in which the meetings, including discussions about Halloween. Commission has served its purposes and should forthrightly acknowledge its shortcomings with specific remedies. 2006-07 The Entertainment A.10. The Entertainment Commission should develop a one-stop Entertainment Will Not Be The one-stop program is being developed by the Small Business Center under ** ** Commission: A Work in shopping program and plan for entertainment venues. Commission Implemented: Not Treasurer’s Office for fixed place businesses such as night clubs and restaurants. 2. For Progress Warranted or Not one time events sponsors, the Entertainment Commission is developing a one stop Reasonable process. 2006-07 The Entertainment A.2.b. The Entertainment Commission must try harder to Entertainment Recommendation The Entertainment Commission held the joint Summit with the Police Department and the ** ** Commission: A Work in communicate and coordinate its efforts with those of the Police Commission Implemented Mayor’s Office of Criminal Justice. We are also working with them on joint legislation. Progress Department in promoting responsible conduct at entertainment venues. To do so, the Commission staff and the police should have regular meetings. 2006-07 The Entertainment A.2.b. The Entertainment Commission must try harder to Fire Department Will Not Be The SFFD responds to emergencies, regardless of venue. Item A.2.b. does not include ** ** Commission: A Work in communicate and coordinate its efforts with those of the Police Implemented: Not or relate directly to SFFD. The Fire Department is always willing to participate in and Progress Department in promoting responsible conduct at entertainment Warranted or Not contribute to discussions relating to public safety and wellbeing. venues. To do so, the Commission staff and the police should Reasonable have regular meetings. 2006-07 The Entertainment A.2.b. The Entertainment Commission must try harder to Police Recommendation Implementation is ongoing. The SFPD Field Operations Bureau is responsible for having ** ** Commission: A Work in communicate and coordinate its efforts with those of the Police Implemented a liaison with the Entertainment Commission, generally through the district captains or the Progress Department in promoting responsible conduct at entertainment permit officers. venues. To do so, the Commission staff and the police should have regular meetings. 2006-07 The Entertainment A.3.a. The Entertainment Commission should continue such Entertainment Recommendation The Entertainment Commission has legislation pending before the Planning Commission ** ** Commission: A Work in efforts as its recent involvement in the rezoning of parts of San Commission Implemented since December 2007 on new zoning issues. Progress Francisco for entertainment venues in order to meet this particular purpose. 2006-07 CGJ Year Report Title Recommendation Response 2008 Response (1) 2008 Response Text 2009 Response (1) 2009 Response Text 2010 Response (1) 2010 Response Text Required 2006-07 The Entertainment A.3.b. The Commission should develop a “Plan B” for continuing Entertainment Recommendation The Entertainment Commission is working with the Planning Commission on the Eastern ** ** Commission: A Work in some involvement in this very useful project without additional Commission Implemented Neighborhoods Plan without additional staffing. Progress staffing. 2006-07 The Entertainment A.4.a. The Civil Grand Jury strongly urges the Commission to Entertainment Recommendation The Entertainment Commission (EC) has been working with the Convention Facilities, ** ** Commission: A Work in address how it can better promote the use of City facilities to Commission Implemented Port of San Francisco, and other City departments to better promote the City’s resources Progress generate revenue. The Commission should formulate its goals such as the Bill Graham auditorium and Pier 48. We will continue such efforts. for promotion of entertainment use of City facilities and state these goals in its next annual report. It should then follow through in the following years' and successive reports assessing the success or failure of such efforts. 2006-07 The Entertainment A.4.a. The Civil Grand Jury strongly urges the Commission to General Recommendation The City Administrator’s Office and the Entertainment Commission (EC) has been working ** ** Commission: A Work in address how it can better promote the use of City facilities to Services Agency Implemented with the Convention Facilities, Port of San Francisco, and other City departments to better Progress generate revenue. The Commission should formulate its goals - City promote the City’s resources such as the Bill Graham auditorium and Pier 48. As we for promotion of entertainment use of City facilities and state Administrator previously stated, while the Commission can play a role in promotion of many facilities these goals in its next annual report. It should then follow under the City Administrator (City Hall, the Moscone Centers, Bill Graham Civic through in the following years' and successive reports assessing Auditorium, and Treasure Island), we believe that day to day promotion of these sites is the success or failure of such efforts. best left in the existing, unique operating units with this focus for each facility. 2006-07 The Entertainment A.4.b. The Entertainment Commission should undertake better Entertainment Recommendation EC has a Memorandum of Understanding with the Port to promote use of Port properties. ** ** Commission: A Work in communication and coordination with other City departments to Commission Implemented Four new events have been planned, of which one has been completed. Progress promote the entertainment use of revenue-generating City facilities. 2006-07 The Entertainment A.4.b. The Entertainment Commission should undertake better General Recommendation As noted by the Civil Grand Jury, many City-owned facilities are under the jurisdiction of ** ** Commission: A Work in communication and coordination with other City departments to Services Agency Implemented many different agencies. The Entertainment Commission has started efforts to work more Progress promote the entertainment use of revenue-generating City - City closely with other departments. For example, the Commission completed a Memorandum facilities. Administrator of Understanding with the Port to promote use of Port properties. Four new events have been planned, of which one has been completed. 2006-07 The Entertainment A.5. The Civil Grand Jury encourages the Commission to Entertainment Recommendation As a result of the Summit, the Entertainment Commission is proposing new legislation that ** ** Commission: A Work in continue and expand its efforts in fostering harm reduction Commission Implemented Supervisor Sophie Maxwell is sponsoring to impose a 30 day suspension period. Progress policies among entertainment venues. 2006-07 The Entertainment A.6. Citation authority would help ensure observance of the good Board of Will Not Be RESOLVED, That the Board of Supervisors reports to the Presiding Judge of the Superior ** ** Commission: A Work in neighbor policy. The granting of such citation authority to Supervisors Implemented: Not Court that it agrees with Recommendation Nos. A.8 and D.5.a of the 2006-2007 Civil Progress members of the Entertainment Commission staff should be given Warranted or Not Grand Jury Report entitled “The Entertainment Commission: A Work in Progress”; and be serious consideration by the Board of Supervisors. Reasonable it FURTHER RESOLVED, That the Board of Supervisors reports that it partially agrees with Recommendation No. A.6, as follows: - Citation authority would be beneficial, but existing staffing of the organization does not include any position that would be appropriate for enacting citations; and,beit FURTHER RESOLVED, That the Board of Supervisors reports that it disagrees wholly with Recommendation No. D.5.b; and, be it FURTHER RESOLVED, That the Board of Supervisors urges the Mayor to cause the implementation of accepted recommendations through his/her department heads and through the development of the annual budget; and, be it FURTHER RESOLVED, That the Board of Supervisors urges City departments responsible for recommendations not necessitating a response from the Board of Supervisors to provide a status report to the Board of Supervisors on implementation of said recommendations within six months of the passage of this resolution. October 2, 2007 Board of Supervisors — ADOPTED 2006-07 The Entertainment A.6. Citation authority would help ensure observance of the good Entertainment Recommendation Pending legislation allows the Director of the Entertainment Commission to close down ** ** Commission: A Work in neighbor policy. The granting of such citation authority to Commission Implemented clubs on an emergency basis for public safety reasons for up to 72 hours. Progress members of the Entertainment Commission staff should be given serious consideration by the Board of Supervisors. 2006-07 The Entertainment A.7.a. The Entertainment Commission and the San Francisco Entertainment Recommendation The Entertainment Commission, Police Department and the Mayor’s Office of Criminal ** ** Commission: A Work in Police Department must develop more effective means of Commission Implemented Justice has had 3 joint meetings and are proposing to have ongoing meetings, particularly Progress communication. as it relates to new legislation. 2006-07 The Entertainment A.7.a. The Entertainment Commission and the San Francisco Police Recommendation Implementation is ongoing. Communication must be two-way. See the above response. ** ** Commission: A Work in Police Department must develop more effective means of Implemented Progress communication. 2006-07 The Entertainment A.7.b.1. So that a letter of such importance will never again be Entertainment Recommendation The Entertainment Commission developed a log for letters and faxes that are transmitted ** ** Commission: A Work in mislaid for a month, the Entertainment Commission must develop Commission Implemented to the Police Department. Progress office procedures so that letters and faxes that have been sent are actually received, accounted for, read, acted upon, and filed. 2006-07 The Entertainment A.7.b.1. So that a letter of such importance will never again be Police Will Not Be This recommendation is more appropriately a matter for the Entertainment Commission. ** ** Commission: A Work in mislaid for a month, the Entertainment Commission must develop Implemented: Not Progress office procedures so that letters and faxes that have been sent Warranted or Not are actually received, accounted for, read, acted upon, and filed. Reasonable 2006-07 The Entertainment A.7.b.2. The staff of the Entertainment Commission must, as a Entertainment Recommendation Twice a month, the Entertainment Commission meets and police reports are a regular ** ** Commission: A Work in matter of standard operating procedure, bring such important Commission Implemented item on the agenda. Progress correspondence to the attention of the Entertainment Commissioners promptly without waiting for backup police reports. 2006-07 CGJ Year Report Title Recommendation Response 2008 Response (1) 2008 Response Text 2009 Response (1) 2009 Response Text 2010 Response (1) 2010 Response Text Required 2006-07 The Entertainment A.7.b.2. The staff of the Entertainment Commission must, as a Police Will Not Be This recommendation is more appropriately a matter for the Entertainment Commission. ** ** Commission: A Work in matter of standard operating procedure, bring such important Implemented: Not Progress correspondence to the attention of the Entertainment Warranted or Not Commissioners promptly without waiting for backup police Reasonable reports. 2006-07 The Entertainment A.7.b.3. The San Francisco Police Department must submit Entertainment Recommendation The Police Department submits 2 reports to the Entertainment Commission. The first ** ** Commission: A Work in incident reports to the Entertainment Commission as a matter of Commission Implemented report is a Progress course any time they request action by the Commission against daily report that reports on acts of violence. The second report includes incidents that do venues with Place of Entertainment permits. The practice of not result in injuries and is submitted by permit officers from Police District Stations. automatic delivery of police incident reports related to permitted clubs to the Entertainment Commission is a practice that should be adopted widely in the San Francisco Police Department. 2006-07 The Entertainment A.7.b.3. The San Francisco Police Department must submit Police Requires Further This will require further analysis. Incident reports are not generally authorized for release Requires Further This will require further analysis. Incident reports are not generally authorized for Will Not Be The Police Department is responsive to any requests from the Entertainment Commission for Commission: A Work in incident reports to the Entertainment Commission as a matter of Analysis during the pendency of an investigation, therefore automatic delivery may not be possible. Analysis release during the pendency of an investigation, therefore automatic delivery may not Implemented: Not incident reports and provides incident reports in a timely manner. As some reports will continue Progress course any time they request action by the Commission against Permit officers will work, however, with the Entertainment Commission to prepare cases be possible. Permit officers will work, however, with the Entertainment Commission to Warranted or Not to require redaction by investigators (to protect victims), there cannot be automatic furnishing. venues with Place of Entertainment permits. The practice of with proper documentation. Will need to consult City Attorney to see if this prepare cases with proper documentation. Will need to consult City Attorney to see if Reasonable automatic delivery of police incident reports related to permitted recommendation is consistent with Admin Code 67and CA Public Records Act. this recommendation is consistent with Admin Code 67and CA Public Records Act. clubs to the Entertainment Commission is a practice that should be adopted widely in the San Francisco Police Department. 2006-07 The Entertainment A.8. The Administrative Code section cited should be changed to Board of Will Not Be RESOLVED, That the Board of Supervisors reports to the Presiding Judge of the Superior ** ** Commission: A Work in reflect the greatly reduced permit issuance responsibility that is Supervisors Implemented: Not Court that it agrees with Recommendation Nos. A.8 and D.5.a of the 2006-2007 Civil Progress the reality of the Entertainment Commission's work. Warranted or Not Grand Jury Report entitled “The Entertainment Commission: A Work in Progress”; and be Reasonable it FURTHER RESOLVED, That the Board of Supervisors reports that it partially agrees with Recommendation No. A.6, as follows: - Citation authority would be beneficial, but existing staffing of the organization does not include any position that would be appropriate for enacting citations; and,beit FURTHER RESOLVED, That the Board of Supervisors reports that it disagrees wholly with Recommendation No. D.5.b; and, be it FURTHER RESOLVED, That the Board of Supervisors urges the Mayor to cause the implementation of accepted recommendations through his/her department heads and through the development of the annual budget; and, be it FURTHER RESOLVED, That the Board of Supervisors urges City departments responsible for recommendations not necessitating a response from the Board of Supervisors to provide a status report to the Board of Supervisors on implementation of said recommendations within six months of the passage of this resolution. October 2, 2007 Board of Supervisors — ADOPTED 2006-07 The Entertainment A.8. The Administrative Code section cited should be changed to Entertainment Will Not Be We disagree with the initial assumption made by the Civil Grand Jury. ** ** Commission: A Work in reflect the greatly reduced permit issuance responsibility that is Commission Implemented: Not Progress the reality of the Entertainment Commission's work. Warranted or Not Reasonable 2006-07 The Entertainment A.9. The Entertainment Commission should be involved in Entertainment Recommendation The Entertainment Commission is responsible for holding meetings related to Halloween. ** ** Commission: A Work in planning and coordinating the City's Halloween party, among Commission Implemented Fifteen meetings have been scheduled. With Supervisor Dufty and the Mayor’s Office of Progress other major non-sponsored entertainment events, as outlined in Criminal Justice, the City will have a calendar of events citywide. Administrative Code sec. 90.4(h). 2006-07 The Entertainment A.9. The Entertainment Commission should be involved in Mayor Recommendation Agree, in part. This year, there is not a City-sponsored Halloween party in the Castro, or in ** ** Commission: A Work in planning and coordinating the City's Halloween party, among Implemented other areas of San Francisco. However, the Entertainment Commission is involved in Progress other major non-sponsored entertainment events, as outlined in planning and coordinating the City’s management of Halloween activities and other major Administrative Code sec. 90.4(h). non-sponsored entertainment events. 2006-07 The Entertainment B.1. The Entertainment Commission should submit to the Mayor Entertainment Will Be The Entertainment Commission held a retreat in October 2007 to discuss goals and -- Department elected not to respond. -- Department elected not to respond. Commission: A Work in and Board of Supervisors the annual report by March 1 each Commission Implemented in the priorities for the upcoming year. EC expects to complete the annual report by the end of Progress year, as required in Administrative Code, chapter 90. Future April. 2006-07 The Entertainment B.2. The Entertainment Commission should submit to the Mayor Entertainment Will Be The Entertainment Commission will submit its Effectiveness Report in 2012. -- Department elected not to respond. -- Department elected not to respond. Commission: A Work in and the Board of Supervisors its Effectiveness Report every five Commission Implemented in the Progress years at a minimum. The next Effectiveness Report is due on or Future before May 2012, as required in Administrative Code, chapter 90, sec. 90.8. 2006-07 The Entertainment B.3. In preparation for filing its next Effectiveness Report, the Entertainment Recommendation The Entertainment Commission and staff participated in a retreat to identify goals, ** ** Commission: A Work in Entertainment Commission should immediately commence a Commission Implemented objectives, and developed a new tracking system to measure achievement. Progress program to identify its goals, the means by which it plans to achieve its goals, and a way to measure that achievement. 2006-07 The Entertainment B.4.a. The Entertainment Commission should submit to the Entertainment Will Be Out of the retreat, the Entertainment Commission issued a report to establish the -- Department elected not to respond. -- Department elected not to respond. Commission: A Work in Mayor and the Board of Supervisors annual reports which revisit Commission Implemented in the organization’s goals and objectives. This document will be used for the Annual Statement Progress its Annual Statement of Purpose, and which serve to honestly Future of Purpose. address the accomplishments of the Commission in the year past and describe challenges and goals in the year ahead. 2006-07 The Entertainment B.4.b. The Entertainment Commission commissioners should be Entertainment Recommendation The Entertainment Commission commissioners were given the annual report in ** ** Commission: A Work in given a draft of each year's annual report and be allowed Commission Implemented November 2007. Progress sufficient time to provide input and editorial suggestions for the final draft so that it is a document reflecting the Commissioners' collective viewpoints about what the Commission should be. 2006-07 The Entertainment B.5. The Entertainment Commission should produce a fee Entertainment Recommendation Each year, the Entertainment Commission reviews its functions as part of the annual ** ** Commission: A Work in analysis report as required by law and in it should explain how it Commission Implemented budget process. Since the fee increases three years ago, the Commission has not Progress plans to "establish fees for entertainment-related permits at levels proposed any fee increases other than the cost of living adjustments. If there were fee sufficient to cover the estimated annual operating costs of the increase proposals, the Entertainment Commission works closely with the Controller’s commission." Office and the Mayor’s Office in its fee analysis reports as an overall citywideprocess. 2006-07 CGJ Year Report Title Recommendation Response 2008 Response (1) 2008 Response Text 2009 Response (1) 2009 Response Text 2010 Response (1) 2010 Response Text Required 2006-07 The Entertainment B.5. The Entertainment Commission should produce a fee General Recommendation 1. and 2. The Entertainment Commission, with the technical assistance of the City ** ** Commission: A Work in analysis report as required by law and in it should explain how it Services Agency Implemented Administrator’s Office, produced a fee analysis to support a major revision of fees for the Progress plans to "establish fees for entertainment-related permits at levels - City FY05-06 budget. The Board of Supervisors approved the revised fee schedule in sufficient to cover the estimated annual operating costs of the Administrator Ordinance file number 193-05, Amendment to the Police Code – Entertainment commission." Commission Permits, Licenses and Fees. While an additional fee analysis has been performed each year since, it has not been provided in the form of an annual report. The City Administrator’s Office will work with the Entertainment Commission to provide the annual fee analysis report required of the Administrator Code. 2006-07 The Entertainment C.1.a. The Entertainment Commission should create full, reality- Entertainment Recommendation Job descriptions were reviewed by the Entertainment Commission in February 2008. Both ** ** Commission: A Work in based job descriptions for each of its staff. Commission Implemented the GSA Human Resources Department and the Department of Human Resources will Progress assist the Entertainment Commission to improve them. Please see their responses. 2006-07 The Entertainment C.1.a. The Entertainment Commission should create full, reality- General Will Be The City Administrator’s Office will provide technical assistance to enable the Recommendation In April 2008, the City Administrator’s Office provided the Entertainment Commission ** Commission: A Work in based job descriptions for each of its staff. Services Agency Implemented in the Entertainment Commission to complete job descriptions for each staff member by June Implemented with the Job Analysis Questionnaires (JAQ) and other technical assistance for each Progress - City Future 2008. The Department of Human Resource has also offered to assist with review of staff member. Administrator documentation and, if needed, assist in the creation of formal position descriptions. 2006-07 The Entertainment C.1.a. The Entertainment Commission should create full, reality- Human Will Not Be The City Administrator’s Office will provide technical assistance to enable the ** ** Commission: A Work in based job descriptions for each of its staff. Resources Implemented: Not Entertainment Commission to complete job descriptions for each staff member by June Progress Warranted or Not 2008. The Department of Human Resources has offered to assist as needed with review Reasonable of documentation and, if needed, assist in the creation of formal position descriptions if requested. 2006-07 The Entertainment C.1.b. The Entertainment Commission's Executive Director Entertainment Recommendation The Director of the Entertainment Commission conducted annual written performance ** ** Commission: A Work in should provide annual written performance reviews for the three Commission Implemented reviews for all three staffers in October 2007 Progress staffers who report to him. 2006-07 The Entertainment C.1.b. The Entertainment Commission's Executive Director General Recommendation EC’s Director completed annual written performance reviews for the staff in October 2007. ** ** Commission: A Work in should provide annual written performance reviews for the three Services Agency Implemented Progress staffers who report to him. - City Administrator 2006-07 The Entertainment C.1.b. The Entertainment Commission's Executive Director Human Will Not Be DHR has no authority to require the Entertainment Commission to complete a ** ** Commission: A Work in should provide annual written performance reviews for the three Resources Implemented: Not performance review for its staffers. Progress staffers who report to him. Warranted or Not Reasonable 2006-07 The Entertainment C.2. It must be determined to whom the Executive Director of the Entertainment Recommendation The Director reports to the Entertainment Commission for hiring and firing purposes, as ** ** Commission: A Work in Entertainment Commission reports, and how and when such Commission Implemented well as receives his annual performance review with the commissioners. On a day to day Progress reporting will take place, and just what this position is to be held basis, the Director reports to the City Administrator for oversight and administrative accountable for doing. assistance. 2006-07 The Entertainment C.2. It must be determined to whom the Executive Director of the General Will Not Be We disagreed with the Civil Grand Jury on this recommendation. The Entertainment ** ** Commission: A Work in Entertainment Commission reports, and how and when such Services Agency Implemented: Not Commission Executive Director reports to the Entertainment Commission and is Progress reporting will take place, and just what this position is to be held - City Warranted or Not appointed and removed by either the Mayor or the Commission. The City Administrator’s accountable for doing. Administrator Reasonable Office provides technical assistance to the Director and the Commission, focusing on budget, accounting, and human resources functions. 2006-07 The Entertainment C.2. It must be determined to whom the Executive Director of the Mayor Recommendation Agree. The Executive Director of the Entertainment Commission currently reports to the ** ** Commission: A Work in Entertainment Commission reports, and how and when such Implemented Entertainment Commission. Reporting shall take place at every Commission meeting and Progress reporting will take place, and just what this position is to be held in a closed session during the annual review of the Executive Director’s performance. The accountable for doing. Commission will annually review their goals and objectives and make sure that the goals of the Commission and the annual work plan of the Executive Director are aligned. 2006-07 The Entertainment C.3. The Civil Grand Jury recommends that regular performance Entertainment Recommendation The Director receives his annual performance reviews in closed session every year by the ** ** Commission: A Work in reviews of the Commission's Executive Director take place. The Commission Implemented Commission. Progress review should be conducted by whomever is determined to be the supervisor of the Executive Director. 2006-07 The Entertainment C.3. The Civil Grand Jury recommends that regular performance General Will Not Be The Entertainment Commission completes the annual performance review of the ** ** Commission: A Work in reviews of the Commission's Executive Director take place. The Services Agency Implemented: Not Commission’s Executive Director, not the City Administrator. Progress review should be conducted by whomever is determined to be - City Warranted or Not the supervisor of the Executive Director. Administrator Reasonable 2006-07 The Entertainment C.3. The Civil Grand Jury recommends that regular performance Mayor Recommendation Agree. Performance reviews should happen annually for all Department Heads and be ** ** Commission: A Work in reviews of the Commission's Executive Director take place. The Implemented reviewed by the relevant commissions. The Department of Human Resources Progress review should be conducted by whomever is determined to be implemented the Citywide Mandatory Performance and Planning and Appraisal Program the supervisor of the Executive Director. in 2006. 2006-07 The Entertainment C.4.a. Compensation should be tied to performance for all four Entertainment Will Not Be Compensation for staff is determined by citywide Memorandum of Understanding (MOU) ** ** Commission: A Work in staff members of the Entertainment Commission. Commission Implemented: Not negotiated and implemented by the Department of Human Resources. Please refer to Progress Warranted or Not their response for more details. Reasonable 2006-07 The Entertainment C.4.a. Compensation should be tied to performance for all four Human Will Not Be Compensation for staff is determined by citywide Memorandum of Understanding (MOU) ** ** Commission: A Work in staff members of the Entertainment Commission. Resources Implemented: Not negotiated with the City’s labor unions. While there is some flexibility in place for Progress Warranted or Not additional compensation above what is required depending on the bargaining unit, the Reasonable discretion to award such additional compensation rests solely with the appointing officer.. 2006-07 CGJ Year Report Title Recommendation Response 2008 Response (1) 2008 Response Text 2009 Response (1) 2009 Response Text 2010 Response (1) 2010 Response Text Required 2006-07 The Entertainment C.4.a. Compensation should be tied to performance for all four Mayor Will Not Be The negotiation of salaries is a power that rests with the Mayor, acting through the ** ** Commission: A Work in staff members of the Entertainment Commission. Implemented: Not Department of Human Resources, as per the San Francisco City and County Charter. Progress Warranted or Not Any compensation increases or decreases based on performance are set through the Reasonable negotiation of a collective bargaining agreement with the respective union and the City. The Commission could be consulted when these salary negotiations take place 2006-07 The Entertainment C.4.b. Commissioners' input should be sought on the Entertainment Will Not Be Commissioners’ input on staff performance is important, but compensation is determined ** ** Commission: A Work in performance and proposed compensation increases of Commission Implemented: Not by citywide MOUs that are negotiated and implemented by the Department of Human Progress Entertainment Commission staff. Warranted or Not Resources. Please refer to their response for more details. Reasonable 2006-07 The Entertainment C.4.b. Commissioners' input should be sought on the Human Will Not Be While DHR agrees that Commissioners’ input on staff ** ** Commission: A Work in performance and proposed compensation increases of Resources Implemented: Not performance is important, we note again that compensation is determined by citywide Progress Entertainment Commission staff. Warranted or Not MOUs that are negotiated with the City’s labor unions. During contract negotiations, DHR Reasonable seeks input from all departments—including the Entertaining Commission— on union proposals, including those related to compensation. And as indicated above, there is some flexibility to recognize performance with additional compensation but that is within the discretion of the appointing officer. 2006-07 The Entertainment C.4.b. Commissioners' input should be sought on the Mayor Will Not Be Performance evaluations and compensation increases are set through the negotiation of ** ** Commission: A Work in performance and proposed compensation increases of Implemented: Not collective bargaining agreements with the respective union and the City. Progress Entertainment Commission staff. Warranted or Not Reasonable 2006-07 The Entertainment C.5. Task tracking for staff should be implemented and the Entertainment Recommendation As a result of the retreat, a form was created to track tasks and this information will be ** ** Commission: A Work in commissioners should be advised of the results of such tracking Commission Implemented reviewed at Commission meetings. Form was completed in October 2007. Progress on a regular basis. 2006-07 The Entertainment D.1.a. The Entertainment Commission must improve its record of Entertainment Recommendation Another outcome of the retreat was the upgrading of the mailing list for club owners. The ** ** Commission: A Work in communicating with club-owner applicants for POE permits. Commission Implemented Entertainment Commission has had regular meetings with the different segments of the Progress club owners. There has been four meetings regarding the proposed legislation since February 2008. 2006-07 The Entertainment D.1.b. A current Memorandum of Understanding should exist with Entertainment Recommendation Yes, an MOU was completed in June 2007. ** ** Commission: A Work in at least the Port of San Francisco. If an MOU with other City Commission Implemented Progress departments is indeed inappropriate, some formal mechanism should be created to enhance the communication between these City departments and the Entertainment Commission. 2006-07 The Entertainment D.2.a. Entertainment Commissioners should agree as to what Entertainment Recommendation Duties and responsibilities were discussed and agreed upon at the retreat. ** ** Commission: A Work in their duties and responsibilities are. Commission Implemented Progress 2006-07 The Entertainment D.2.b. Entertainment Commissioners should be aware of the Entertainment Recommendation Again, as part of the retreat, commissioners received training and had their separate ** ** Commission: A Work in basic required tasks of the Commission, should read basic Commission Implemented breakout session to discuss commissioners’ issues. Commissioners are kept informed Progress required documents and offer input on their final drafting. They through the Commission meetings and as needed through the Commission secretary. should be better trained from the beginning in the duties and responsibilities of an Entertainment Commissioner. They should receive more regular communication (perhaps via email) from Commission staff on Commission-related developments than they currently receive via the twice-monthly hearings. 2006-07 The Entertainment D.3. The Entertainment Commission should have its assigned Entertainment Will Not Be The Deputy City Attorney reviews the agenda before every Commission meeting and as ** ** Commission: A Work in Deputy City Attorney present at all public hearings. Commission Implemented: Not they determine the appropriateness of issues and the need for legal advice, they attend Progress Warranted or Not the Commission meetings. The Commission’s budget is small and its expenses need to Reasonable be managed appropriately. 2006-07 The Entertainment D.4.a. The Civil Grand Jury recommends that the Entertainment Entertainment Recommendation Again, pending legislation with Supervisor Maxwell will allow the Director to close down ** ** Commission: A Work in Commission be given the authority to cite permitted nightclub Commission Implemented clubs on public safety grounds for 72 hours. Progress owners who break the law. Granting the power to issue such citations to the Entertainment Commission however must not stop the San Francisco Police Department, with its greater manpower and resources, from also issuing such citations. 2006-07 The Entertainment D.4.a. The Civil Grand Jury recommends that the Entertainment Police Requires Further The Police Department will continue issuance of citations whenever appropriate. The Requires Further The Police Department will continue issuance of citations whenever appropriate. The Will Not Be The Police Department will continue issuance of citations whenever appropriate. Commission: A Work in Commission be given the authority to cite permitted nightclub Analysis issuance of citations by the Entertainment Commission will require the review of the City Analysis issuance of citations by the Entertainment Commission will require the review of the City Implemented: Not The issuance of citations by the Entertainment Commission will require the review of the City Progress owners who break the law. Granting the power to issue such Attorney. The Police Department does not oppose this recommendation. Attorney. The Police Department does not oppose this recommendation. Warranted or Not Attorney. The Police Department does not oppose this recommendation. citations to the Entertainment Commission however must not Reasonable stop the San Francisco Police Department, with its greater manpower and resources, from also issuing such citations. 2006-07 The Entertainment D.4.b. The use of suspension and revocation powers given to the Entertainment Recommendation Same response as D.4.c. ** ** Commission: A Work in Entertainment Commission in Administrative Code, chapter 90, Commission Implemented Progress section 90.4(c) must be used to punish club owners with multiple violations, as well as serve as a deterrent for other potentially problematical entertainment venues. 2006-07 The Entertainment D.4.b. The use of suspension and revocation powers given to the Police Will Not Be This recommendation is a matter to be responded to by the Entertainment Commission. ** ** Commission: A Work in Entertainment Commission in Administrative Code, chapter 90, Implemented: Not This matter may be addressed by pending legislation. Progress section 90.4(c) must be used to punish club owners with multiple Warranted or Not violations, as well as serve as a deterrent for other potentially Reasonable problematical entertainment venues. 2006-07 CGJ Year Report Title Recommendation Response 2008 Response (1) 2008 Response Text 2009 Response (1) 2009 Response Text 2010 Response (1) 2010 Response Text Required 2006-07 The Entertainment D.5.a. Someone at the Entertainment Commission has to take a Board of Will Not Be RESOLVED, That the Board of Supervisors reports to the Presiding Judge of the Superior ** ** Commission: A Work in leadership role. As the highest ranking, paid staff member of the Supervisors Implemented: Not Court that it agrees with Recommendation Nos. A.8 and D.5.a of the 2006-2007 Civil Progress Commission, this burden appropriately falls on the Executive Warranted or Not Grand Jury Report entitled “The Entertainment Commission: A Work in Progress”; and be Director Reasonable it FURTHER RESOLVED, That the Board of Supervisors reports that it partially agrees with Recommendation No. A.6, as follows: - Citation authority would be beneficial, but existing staffing of the organization does not include any position that would be appropriate for enacting citations; and,beit FURTHER RESOLVED, That the Board of Supervisors reports that it disagrees wholly with Recommendation No. D.5.b; and, be it FURTHER RESOLVED, That the Board of Supervisors urges the Mayor to cause the implementation of accepted recommendations through his/her department heads and through the development of the annual budget; and, be it FURTHER RESOLVED, That the Board of Supervisors urges City departments responsible for recommendations not necessitating a response from the Board of Supervisors to provide a status report to the Board of Supervisors on implementation of said recommendations within six months of the passage of this resolution. October 2, 2007 Board of Supervisors — ADOPTED 2006-07 The Entertainment D.5.a. Someone at the Entertainment Commission has to take a Entertainment Recommendation The Director has taken an increased leadership role. He has organized a retreat for ** ** Commission: A Work in leadership role. As the highest ranking, paid staff member of the Commission Implemented Commissioners and staff. He has initiated a Summit to communicate with club owners. He Progress Commission, this burden appropriately falls on the Executive has also worked with the Board of Supervisors and the Planning Commission to pass new Director legislation to improve services to the public. Finally, he is in the process of recruiting new staff to help implement changes to Halloween. 2006-07 The Entertainment D.5.a. Someone at the Entertainment Commission has to take a Mayor Recommendation Agree. The President of the Entertainment Commission along with the Executive Director ** ** Commission: A Work in leadership role. As the highest ranking, paid staff member of the Implemented should provide leadership. Progress Commission, this burden appropriately falls on the Executive Director 2006-07 The Entertainment D.5.b. The Civil Grand Jury strongly recommends that the Board of Will Not Be RESOLVED, That the Board of Supervisors reports to the Presiding Judge of the Superior ** ** Commission: A Work in Entertainment Commission adopt term limits for its Supervisors Implemented: Not Court that it agrees with Recommendation Nos. A.8 and D.5.a of the 2006-2007 Civil Progress Commissioners. If each serves no more than two 4-year terms, Warranted or Not Grand Jury Report entitled “The Entertainment Commission: A Work in Progress”; and be incompatibility is less of a problem than in the current potentially Reasonable it FURTHER RESOLVED, That the Board of Supervisors reports that it partially agrees endless situation. with Recommendation No. A.6, as follows: - Citation authority would be beneficial, but existing staffing of the organization does not include any position that would be appropriate for enacting citations; and,beit FURTHER RESOLVED, That the Board of Supervisors reports that it disagrees wholly with Recommendation No. D.5.b; and, be it FURTHER RESOLVED, That the Board of Supervisors urges the Mayor to cause the implementation of accepted recommendations through his/her department heads and through the development of the annual budget; and, be it FURTHER RESOLVED, That the Board of Supervisors urges City departments responsible for recommendations not necessitating a response from the Board of Supervisors to provide a status report to the Board of Supervisors on implementation of said recommendations within six months of the passage of this resolution. October 2, 2007 Board of Supervisors — ADOPTED 2006-07 The Entertainment D.5.b. The Civil Grand Jury strongly recommends that the Entertainment Will Not Be This requires changes to the City’s Charter. ** ** Commission: A Work in Entertainment Commission adopt term limits for its Commission Implemented: Not Progress Commissioners. If each serves no more than two 4-year terms, Warranted or Not incompatibility is less of a problem than in the current potentially Reasonable endless situation. 2006-07 The Entertainment D.5.b. The Civil Grand Jury strongly recommends that the Mayor Will Not Be The establishment of term limits is not in the purview of the Entertainment Commission. ** ** Commission: A Work in Entertainment Commission adopt term limits for its Implemented: Not The Entertainment Commission is established in the Charter, under Progress Commissioners. If each serves no more than two 4-year terms, Warranted or Not • Section 4.117. If there were going to be term limits, they would need to be established in incompatibility is less of a problem than in the current potentially Reasonable a Charter amendment. Furthermore, term limits for Commissioners are not a standard endless situation. practice among the City’s other commissions.

F2008: court. These changes are currently outlined in AB 144 (Ma), introduced by violations as a civil penalty; the SFMTA board of directors has increased the penalties to $750. Assemblywoman Ma in January 2009. The bill was signed by Governor Schwarzenegger and effective on January 1, 2010. In 2010 SFMTA will continue to monitor disabled placard legislation at the state level and track 2006-07 Parking for the Disabled - 7. The Board of Supervisors should pass the proposed Board of Will Not Be RESOLVED, That the Board of Supervisors reports to the Presiding Judge of the Superior ** ** Abuse or Over-Use? Ordinance File No. 070409 to increase the fines for improper use Supervisors Implemented: Not Court that it agrees with Recommendation No. Ill of the 2006-2007 Civil Grand Jury of blue placards and the Mayor should sign such legislation. Warranted or Not Report entitled “Parking for the Disabled—Abuse or Over-Use?”; and be it FURTHER Reasonable RESOLVED, That the Board of Supervisors reports that it partially agrees with

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Additional Recommendations 5

Not linked to specific findings.

R1: and 2. The Entertainment Commission, with the technical assistance of the City ** ** Commission: A Work in analysis report as required by law and in it should explain how it Services Agency Implemented Administrator’s Office, produced a fee analysis to support a major revision of fees for the Progress plans to "establish fees for entertainment-related permits at levels - City FY05-06 budget. The Board of Supervisors approved the revised fee schedule in sufficient to cover the estimated annual operating costs of the Administrator Ordinance file number 193-05, Amendment to the Police Code – Entertainment commission." Commission Permits, Licenses and Fees. While an additional fee analysis has been performed each year since, it has not been provided in the form of an annual report. The City Administrator’s Office will work with the Entertainment Commission to provide the annual fee analysis report required of the Administrator Code. 2006-07 The Entertainment C.1.a. The Entertainment Commission should create full, reality- Entertainment Recommendation Job descriptions were reviewed by the Entertainment Commission in February 2008. Both ** ** Commission: A Work in based job descriptions for each of its staff. Commission Implemented the GSA Human Resources Department and the Department of Human Resources will Progress assist the Entertainment Commission to improve them. Please see their

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R2: Bicycle routes receive higher priority for repaving under DPW’s paving program. through new construction or renovation of city facilities. City streets under DPW’s paving program. • Semi-annual meetings are held with SF Bicycle Coalition (SFBC) representatives to discuss

R3: The San Francisco Bicycle Coalition is cooperating with DPW’s Bureau of Street and 2. Bicycle routes receive higher priority for repaving under DPW’s paving program. bicycle route conditions and paving candidates. Sewer Repair in filling potholes on bicycle routes. Coalition members mark potholes with • SFBC provides feedback and suggestions on route priority that assists in the DPW’s paving spray paint, and the potholes are filled by DPW crews to ensure a safer ride for cyclists in 3. The San Francisco Bicycle Coalition is cooperating with DPW’s Bureau of Street and program annual project candidate selection. San Francisco. Sewer Repair in filling potholes on bicycle routes. Coalition members mark potholes • DPW has continued working with SFBC through 311 on the pothole repair program. with spray paint, and the potholes are filled by DPW crews to ensure a safer ride for • DPW meets regularly with MTA and is supporting their implementation of the Bicycle Plan cyclists in San Francisco. projects authorized by the partial lifting of the injunction. 2006-07 Can San Francisco Keep Its B9. The Municipal Transportation Agency, Planning Department, Municipal Recommendation Recommendation implemented on an ongoing basis. Maps are generally updated every Recommendation Recommendation implemented on an ongoing basis. Maps are generally updated Will Be Recommendation will be implemented in the future and/or implementation is ongoing as Promise to Reduce Department of Public Works (DPW), and the General Services Transportation Implemented,Will year. Since the Policy Framework for the Bicycle Plan was approved in 2005, the Implemented, Will every year. Since the Policy Framework for the Bicycle Plan was approved in 2005, the Implemented in the allowed. Greenhouse Gas Emissions? Agency, in coordination with bicycle advocacy groups, should Agency Be Implemented in City has expanded education and outreach efforts to improve bicycle safety, and has Be Implemented in City has expanded education and outreach efforts to improve bicycle safety, and has Future increase and improve: the Future,Requires continued to improve the bicycle route network. The bicycle route network now includes the Future, Requires continued to improve the bicycle route network. The bicycle route network now includes Although most bicycle infrastructure improvements have been delayed due to an injunction Further Analysis approx. 44 miles of streets with bicycle lanes and 23 miles of streets with shared roadway Further Analysis approx. 44 miles of streets with bicycle lanes and 23 miles of streets with shared issued by the Superior Court in June 2006, some notable facility improvement projects have  The number of bicycle lanes, routes, and paths markings. In June 2006 the City was enjoined by the California Superior Court from roadway markings. In June 2006 the City was enjoined by the California Superior Court been implemented and education and outreach efforts have been ongoing.  Bicycle parking facilities implementing components of the Bicycle Plan, and ruled in November 2006 that the City from implementing components of the Bicycle Plan, and ruled in November 2006 that  Dedicated bicycle storage in City buildings and was in violation of CEQA laws for failure to conduct an EIR for the Bicycle Plan and the the City was in violation of CEQA laws for failure to conduct an EIR for the Bicycle Plan On November 24th, 2009, the Court issued an order modifying the injunction and setting a  A public service campaign to educate bicyclists and drivers on projects contained therein. SFMTA expects that any further physical bicycle improvements and the projects contained therein. briefing schedule and hearing date for June 1, 2010 (later postponed until June 22, 2010). road safety and etiquette, with maps showing dedicated bicycle will be on hold until environmental review of the Bicycle Plan is completed (expected to be Among the modifications to the injunction were to allow the City to install sidewalk bicycle lanes. completed Fall 2008); and implementation of bicycle improvement projects will resume in SFMTA expects that any further physical bicycle improvements will be on hold until parking, shared roadway markings, 10 bike lane projects, and innovative pilot treatments along

R4: Governor signed legislation March 22 to restore some STA funding resulting $36M to the SFMTA in 2010-11 and $31M beginning in 2011-12. 2006-07 Can San Francisco Keep Its B3b. The San Francisco State Legislation Committee should Board of Will Not Be RESOLVED, That the Board of Supervisors reports to the Presiding Judge of the Superior ** ** Promise to Reduce lobby State lawmakers to pass legislation for a California Supervisors Implemented: Not Court that it agrees with Recommendation Nos. B2b, B3d, B6c, B6d, Cic, and D2a of the Greenhouse Gas Emissions? Department of Motor Vehicle tiered tax based on vehicle Warranted or Not 2006-2007 Civil Grand Jury Report entitled “Can San Francisco Keep its Promise to emissions to provide additional revenues for transit rather than Reasonable Reduce Greenhouse Gas Emissions?”; and be it FURTHER RESOLVED, That the Board highways. of Supervisors reports that it partially agrees with Recommendation Nos. B8a, C6, and Dl as follows: - Regarding Recommendation No. B8a, the Board of Supervisors agrees to provide full and expeditious consideration to legislation to raise the per-shift gate fee paid by a driver to the owner of a taxi, in order to create a monetary incentive for taxi owners to purchase low emission or zero emission vehicles, when said legislation is before the Board of Supervisors; - Regarding Recommendation No. C6, the Board of Supervisors supports efforts to maximize the accountability and effectiveness in the use of existing energy use related fees; and - Regarding Recommendation No. Dl, the Board of Supervisors agrees to provide full and expeditious consideration to regulations enacted or authorized by the Board of Supervisors to put the Community Choice Aggregation program into effect; and, be it FURTHER RESOLVED, That the Board of Supervisors urges the Mayor to cause the implementation of accepted recommendations through his/her department heads and through the development of the annual budget; and, be it FURTHER RESOLVED, That the Board of Supervisors urges City departments responsible for recommendations not necessitating a response from the Board of Supervisors to provide a status report to the Board of Supervisors on implementation of said recommendations within six months of the passage of this resolution. September 18, 2007 Board of Supervisors — ADOPTED 2006-07 Can San Francisco Keep Its B3b. The San Francisco State Legislation Committee should Environment Will Not Be The State Legislation Committee does not lobby. If specific legislation were introduced to ** ** Promise to Reduce lobby State lawmakers to pass legislation for a California Implemented: Not address transit funding, any department or member of the State Legislation Committee Greenhouse Gas Emissions? Department of Motor Vehicle tiered tax based on vehicle Warranted or Not could present that legislation to the Committee for a formal vote on City endorsement. emissions to provide additional revenues for transit rather than Reasonable highways. 2006-07 Can San Francisco Keep Its B3b. The San Francisco State Legislation Committee should Mayor Will Be Agree with future implementation. The Mayor's Office has and will continue to actively -- Department elected not to respond. -- Department elected not to respond. Promise to Reduce lobby State lawmakers to pass legislation for a California Implemented in the support appropriate legislation, as recommended by San Francisco Municipal Greenhouse Gas Emissions? Department of Motor Vehicle tiered tax based on vehicle Future Transportation Agency and the State Legislation Committee. emissions to provide additional revenues for transit rather than highways. 2006-07 Can San Francisco Keep Its B3b. The San Francisco State Legislation Committee should Municipal Will Be Recommendation will be implemented in the future (5-10 years). SFMTA supports the Will Be Implemented Recommendation will be implemented in the future (5-10 years). SFMTA supports the Will Be Recommendation may be implemented in the future; no current efforts underway. Promise to Reduce lobby State lawmakers to pass legislation for a California Transportation Implemented in the lobbying of State lawmakers to pass legislation requiring a tiered tax based on vehicle in the Future lobbying of State lawmakers to pass legislation requiring a tiered tax based on vehicle Implemented in the Greenhouse Gas Emissions? Department of Motor Vehicle tiered tax based on vehicle Agency Future emissions and SFMTA is committed to this effort. However, the success of this effort is not emissions and SFMTA is committed to this effort. However, the success of this effort is Future There are no current proposals pending relating to a tax based on vehicle emissions. There emissions to provide additional revenues for transit rather than completely under the control of SFMTA. SFMTA continues to monitor efforts related to not completely under the control of SFMTA. SFMTA continues to monitor efforts related are efforts underway to identify funding sources to implement SB 375 and AB 32, California's highways. authorization and implementation of emissions based fees. Any imposition of such fees to authorization and implementation of emissions based fees. Any imposition of such landmark greenhouse emission reduction measures. The SFMTA will support these measures would require state legislation. fees would require state legislation. SFMTA will support these efforts as they are as appropriate when they are brought to the State Legislaton Committee. brought to the State Legislation Committee for consideration. It is not clear what form funding for transit will take and some relationship to emissions is more likely now than even one year ago. SFMTA also supports dedicated transit funding for inclusion in any federal cap and trade legislation that might be advanced by Congress. 2006-07 CGJ Year Report Title Recommendation Response 2008 Response (1) 2008 Response Text 2009 Response (1) 2009 Response Text 2010 Response (1) 2010 Response Text Required 2006-07 Can San Francisco Keep Its B3c. The San Francisco State Legislation Committee should Board of Will Not Be RESOLVED, That the Board of Supervisors reports to the Presiding Judge of the Superior ** ** Promise to Reduce lobby State lawmakers for legislation enabling cities to assess a Supervisors Implemented: Not Court that it agrees with Recommendation Nos. B2b, B3d, B6c, B6d, Cic, and D2a of the Greenhouse Gas Emissions? local motor vehicle tax based on vehicle emissions to provide Warranted or Not 2006-2007 Civil Grand Jury Report entitled “Can San Francisco Keep its Promise to additional revenues for transit. Reasonable Reduce Greenhouse Gas Emissions?”; and be it FURTHER RESOLVED, That the Board of Supervisors reports that it partially agrees with Recommendation Nos. B8a, C6, and Dl as follows: - Regarding Recommendation No. B8a, the Board of Supervisors agrees to provide full and expeditious consideration to legislation to raise the per-shift gate fee paid by a driver to the owner of a taxi, in order to create a monetary incentive for taxi owners to purchase low emission or zero emission vehicles, when said legislation is before the Board of Supervisors; - Regarding Recommendation No. C6, the Board of Supervisors supports efforts to maximize the accountability and effectiveness in the use of existing energy use related fees; and - Regarding Recommendation No. Dl, the Board of Supervisors agrees to provide full and expeditious consideration to regulations enacted or authorized by the Board of Supervisors to put the Community Choice Aggregation program into effect; and, be it FURTHER RESOLVED, That the Board of Supervisors urges the Mayor to cause the implementation of accepted recommendations through his/her department heads and through the development of the annual budget; and, be it FURTHER RESOLVED, That the Board of Supervisors urges City departments responsible for recommendations not necessitating a response from the Board of Supervisors to provide a status report to the Board of Supervisors on implementation of said recommendations within six months of the passage of this resolution. September 18, 2007 Board of Supervisors — ADOPTED 2006-07 Can San Francisco Keep Its B3c. The San Francisco State Legislation Committee should Environment Will Not Be The State Legislation Committee does not lobby. If specific legislation were introduced to ** ** Promise to Reduce lobby State lawmakers for legislation enabling cities to assess a Implemented: Not address transit funding, any department or member of the State Legislation Committee Greenhouse Gas Emissions? local motor vehicle tax based on vehicle emissions to provide Warranted or Not could present that legislation to the Committee for a formal vote on City endorsement. additional revenues for transit. Reasonable 2006-07 Can San Francisco Keep Its B3c. The San Francisco State Legislation Committee should Mayor Recommendation Agree with future implementation. The Mayor will actively support appropriate legislation, ** ** Promise to Reduce lobby State lawmakers for legislation enabling cities to assess a Implemented as recommended by the State Legislation Committee. Greenhouse Gas Emissions? local motor vehicle tax based on vehicle emissions to provide (needs review - additional revenues for transit. note MTA and DOE responses) 2006-07 Can San Francisco Keep Its B3c. The San Francisco State Legislation Committee should Municipal Will Be Recommendation will be implemented in the future (5-10 years). The SFMTA supports the Will Be Implemented Recommendation will be implemented in the future (5-10 years). The SFMTA supports Will Be Recommendation will be implemented in the Future. Promise to Reduce lobby State lawmakers for legislation enabling cities to assess a Transportation Implemented in the lobbying of State lawmakers to pass legislation allowing local jurisdictions to assess a in the Future the lobbying of State lawmakers to pass legislation allowing local jurisdictions to assess Implemented in the Greenhouse Gas Emissions? local motor vehicle tax based on vehicle emissions to provide Agency Future local motor vehicle tax based on vehicle emissions and SFMTA is committed to this effort. a local motor vehicle tax based on vehicle emissions and SFMTA is committed to this Future Legislation was approved in 2009, SB 83 (Hancock), authorizing local congestion management additional revenues for transit. However, the success of this effort is not completely under the control of SFMTA. SFMTA effort. However, the success of this effort is not completely under the control of SFMTA. agencies to levy a vehicle surcharge for congestion mitigation purposes. The SF County continues to monitor efforts related to authorization and implementation of local taxes SFMTA continues to monitor efforts related to authorization and implementation of local Transportation Authority is currently developing an expenditure plan for this fee. Legislation is based on vehicle emissions. Any imposition of such fees would require state legislation taxes based on vehicle emissions. Any imposition of such fees would require state currently pending, SB 10 (Leno), that would authorize local jurisdictions to levy a vehicle legislation. registration fee that would support general fund purposes, including public transportation. 2006-07 Can San Francisco Keep Its B3d. The Municipal Transportation Agency, with cooperation of Board of Will Not Be RESOLVED, That the Board of Supervisors reports to the Presiding Judge of the Superior ** ** Promise to Reduce the Board of Supervisors and Mayor, should continue to pursue Supervisors Implemented: Not Court that it agrees with Recommendation Nos. B2b, B3d, B6c, B6d, Cic, and D2a of the Greenhouse Gas Emissions? additional funding for Muni operations; avoid, if possible, raising Warranted or Not 2006-2007 Civil Grand Jury Report entitled “Can San Francisco Keep its Promise to fares; and consider all other funding options such as congestion Reasonable Reduce Greenhouse Gas Emissions?”; and be it FURTHER RESOLVED, That the Board pricing. of Supervisors reports that it partially agrees with Recommendation Nos. B8a, C6, and Dl as follows: - Regarding Recommendation No. B8a, the Board of Supervisors agrees to provide full and expeditious consideration to legislation to raise the per-shift gate fee paid by a driver to the owner of a taxi, in order to create a monetary incentive for taxi owners to purchase low emission or zero emission vehicles, when said legislation is before the Board of Supervisors; - Regarding Recommendation No. C6, the Board of Supervisors supports efforts to maximize the accountability and effectiveness in the use of existing energy use related fees; and - Regarding Recommendation No. Dl, the Board of Supervisors agrees to provide full and expeditious consideration to regulations enacted or authorized by the Board of Supervisors to put the Community Choice Aggregation program into effect; and, be it FURTHER RESOLVED, That the Board of Supervisors urges the Mayor to cause the implementation of accepted recommendations through his/her department heads and through the development of the annual budget; and, be it FURTHER RESOLVED, That the Board of Supervisors urges City departments responsible for recommendations not necessitating a response from the Board of Supervisors to provide a status report to the Board of Supervisors on implementation of said recommendations within six months of the passage of this resolution. September 18, 2007 Board of Supervisors — ADOPTED 2006-07 Can San Francisco Keep Its B3d. The Municipal Transportation Agency, with cooperation of Environment Will Not Be 4, as pertains to Environment. This measure is entirely within the purview of the MTA, not ** ** Promise to Reduce the Board of Supervisors and Mayor, should continue to pursue Implemented: Not the Environment Department. Greenhouse Gas Emissions? additional funding for Muni operations; avoid, if possible, raising Warranted or Not fares; and consider all other funding options such as congestion Reasonable pricing. 2006-07 Can San Francisco Keep Its B3d. The Municipal Transportation Agency, with cooperation of Mayor Requires Further I have tasked the Revenue Panel, comprised of transit and financial professionals, with -- Department elected not to respond. -- Department elected not to respond. Promise to Reduce the Board of Supervisors and Mayor, should continue to pursue Analysis developing funding options for transit operations. It is expected the Panel’s report will be Greenhouse Gas Emissions? additional funding for Muni operations; avoid, if possible, raising completed in summer of 2008 and provide a road map for revenue enhancing options for fares; and consider all other funding options such as congestion operations. Some of the panel's preliminary recommendations are included in the MTA's pricing. budget submission. However, it is possible that raising fares may be a component of the revenue plan to fund operations. Additionally. the implementation of the plan will he phased in over multiple years. 2006-07 CGJ Year Report Title Recommendation Response 2008 Response (1) 2008 Response Text 2009 Response (1) 2009 Response Text 2010 Response (1) 2010 Response Text Required 2006-07 Can San Francisco Keep Its B3d. The Municipal Transportation Agency, with cooperation of Municipal Will Be Recommendation will be implemented in the future (5-10 years). SFMTA is actively Will Be Implemented Recommendation will be implemented in the future (5-10 years). SFMTA is actively Will Be Recommendation will be implemented in the future (5-10 years). Promise to Reduce the Board of Supervisors and Mayor, should continue to pursue Transportation Implemented in the engaged in pursuing additional funding for operations. In addition, the Mayor's Revenue in the Future engaged in pursuing additional funding for operations. SFMTA continues to actively Implemented in the Greenhouse Gas Emissions? additional funding for Muni operations; avoid, if possible, raising Agency Future Panel, comprised of transit and financial professionals, have been tasked with developing pursue opportunities for additional funding for operations. The Department of Future SFMTA is actively engaged in pursuing additional funding for operations. SFMTA continues to fares; and consider all other funding options such as congestion funding options for transit operations. It is expected the Panel's report will be completed Transportation recently awarded $20 million to enable SFMTA to fund a demand-based actively pursue opportunities for additional funding for operations. pricing. by the end of the year and provide a road map for revenue enhancing options for parking program, SFpark, to make parking more convenient to pay and vary pricing operations. However, it is possible that raising fares may be a component of the revenue according to availability. Additionally, the SFMTA was awarded $67 million as part of the The Department of Transportation was awarded $20 million to enable SFMTA to fund a plan to fund operations. Additionally, the implementation of the plan will be phased in over economic stimulus package, $18 million of which has been targeted for operating demand-based parking program, SFpark, to make parking more convenient to pay and vary multiple years. preventive maintenance. SFMTA continues to evaluate all revenues and has pricing according to availability. Additionally, the SFMTA was awarded $67 million as part of the SFMTA continues to actively pursue opportunities for additional operations funding. The established a CPI indexing policy for all charges to be effected in Fiscal Year 2011. economic stimulus package, $18 million of which has been targeted for operating preventive nearly $158 million Federal Urban Partnership Program grant funding awarded in Fall Additionally, the SFMTA Board approved fare increases effective July 1, 2009 and is maintenance. 2007 will enable SFMTA and SF Transit Authority to help reduce heavy traffic using a evaluating further increases in FY 2010. Increases to parking garage rates, meter rates combination of tolling, public transit, advanced technology, and transportation demand and cost recovery charges were either already increased in FY 2009 or are planned for SFMTA continues to evaluate all revenues and has established a CPI indexing policy for all management. Grant funding will go towards the reconstruction of the Doyle Drive FY 2010. SFMTA is in the process of conducting nexus studies to update the transit charges to be effected in Fiscal Year 2011. Additionally, the SFMTA Board approved fare approach to the Golden Gate Bridge, and will also help fund SFgo, a real-time impact development fee as well as establish a fee for parking and automobile trip increases effective July 1, 2009 and January 1, 2010. Increases to parking garage rates, meter trafficmanagement system that includes traffic signal coordination at 500 key generation. Finally, the SFMTA is evaluating possible financing inclusive of a ballot rates and cost recovery charges were either already increased in FY 2009 or FY 2010. intersections; SFPark, a new parking payment system to manage congestion in downtown measure to raise revenues. and Civic Center; and a program to link FasTrak and TransLink. SFMTA is in the process of conducting nexus studies to update the transit impact development fee as well as establish a fee for parking and automobile trip generation. Finally, the SFMTA is evaluating possible financing inclusive of a ballot measure to raise revenues. 2006-07 Can San Francisco Keep Its B3e. If actions planned by the City do not appear feasible or if Board of Will Not Be RESOLVED, That the Board of Supervisors reports to the Presiding Judge of the Superior ** ** Promise to Reduce those actions appear insufficient to meet San Francisco's Supervisors Implemented: Not Court that it agrees with Recommendation Nos. B2b, B3d, B6c, B6d, Cic, and D2a of the Greenhouse Gas Emissions? emission-reduction goals, the City should consider more radical Warranted or Not 2006-2007 Civil Grand Jury Report entitled “Can San Francisco Keep its Promise to solutions such as greatly-reduced transit fares combined with Reasonable Reduce Greenhouse Gas Emissions?”; and be it FURTHER RESOLVED, That the Board new sources of funding for transit, and a high-priority program to of Supervisors reports that it partially agrees with Recommendation Nos. B8a, C6, and Dl encourage clean vehicles for all uses, municipal, business and as follows: - Regarding Recommendation No. B8a, the Board of Supervisors agrees to personal. provide full and expeditious consideration to legislation to raise the per-shift gate fee paid by a driver to the owner of a taxi, in order to create a monetary incentive for taxi owners to purchase low emission or zero emission vehicles, when said legislation is before the Board of Supervisors; - Regarding Recommendation No. C6, the Board of Supervisors supports efforts to maximize the accountability and effectiveness in the use of existing energy use related fees; and - Regarding Recommendation No. Dl, the Board of Supervisors agrees to provide full and expeditious consideration to regulations enacted or authorized by the Board of Supervisors to put the Community Choice Aggregation program into effect; and, be it FURTHER RESOLVED, That the Board of Supervisors urges the Mayor to cause the implementation of accepted recommendations through his/her department heads and through the development of the annual budget; and, be it FURTHER RESOLVED, That the Board of Supervisors urges City departments responsible for recommendations not necessitating a response from the Board of Supervisors to provide a status report to the Board of Supervisors on implementation of said recommendations within six months of the passage of this resolution. September 18, 2007 Board of Supervisors — ADOPTED 2006-07 Can San Francisco Keep Its B3e. If actions planned by the City do not appear feasible or if Environment Recommendation The Department of Environment coordinated implementation of the biodiesel executive ** ** Promise to Reduce those actions appear insufficient to meet San Francisco's Implemented directive 06-02, converting all CCSF diesel vehicles to B20 bioodiesel. Completed 11/07. Greenhouse Gas Emissions? emission-reduction goals, the City should consider more radical With respect to clean vehicles, the City and County of San Francisco is already solutions such as greatly-reduced transit fares combined with implementing policies that require City departments to purchase only clean, alternative new sources of funding for transit, and a high-priority program to fuel vehicles or highly energy- efficient vehicles for their passenger-vehicle fleets. San encourage clean vehicles for all uses, municipal, business and Francisco's municipal fleet currently has more than 1,000 clean and/or alternative fuel personal. vehicles, including those using biodiesel, making it one of the largest clean vehicle fleets in the country. 2006-07 Can San Francisco Keep Its B3e. If actions planned by the City do not appear feasible or if Mayor Recommendation The Department of Environment coordinated implementation of the biodiesel executive ** ** Promise to Reduce those actions appear insufficient to meet San Francisco's Implemented directive 06-02, converting all CCSF diesel vehicles to B20 bioodiesel. Completed 11/07. Greenhouse Gas Emissions? emission-reduction goals, the City should consider more radical With respect to clean vehicles, the City and County of San Francisco is already solutions such as greatly-reduced transit fares combined with implementing policies that require City departments to purchase only clean, alternative new sources of funding for transit, and a high-priority program to fuel vehicles or highly energy- efficient vehicles for their passenger-vehicle fleets. San encourage clean vehicles for all uses, municipal, business and Francisco's municipal fleet currently has more than 1,000 clean and/or alternative fuel personal. vehicles, including those using biodiesel, making it one of the largest clean vehicle fleets in the country. 2006-07 CGJ Year Report Title Recommendation Response 2008 Response (1) 2008 Response Text 2009 Response (1) 2009 Response Text 2010 Response (1) 2010 Response Text Required 2006-07 Can San Francisco Keep Its B3e. If actions planned by the City do not appear feasible or if Municipal Will Be Recommendation will be implemented in the future (5-10 years). SFMTA supports the Will Be Implemented Recommendation will be implemented in the future (5-10 years). SFMTA supports the Will Be Recommendation will be implemented in the future (5-10 years). Promise to Reduce those actions appear insufficient to meet San Francisco's Transportation Implemented in the exploration of various options to finance public transit as well as the use of clean vehicles. in the Future exploration of various options to finance public transit as well as the use of clean Implemented in the Greenhouse Gas Emissions? emission-reduction goals, the City should consider more radical Agency Future In addition to the efforts above, SFMTA is engages in a fare free study to evaluate the vehicles. In addition to the efforts above, SFMTA is engages in a fare free study to Future SFMTA supports the exploration of various options to finance public transit as well as the use of solutions such as greatly-reduced transit fares combined with conditions under which a fare free system is possible in San Francisco, which is also evaluate the conditions under which a fare free system is possible in San Francisco, clean vehicles. In addition to the efforts above, SFMTA completed a fare free study to evaluate new sources of funding for transit, and a high-priority program to expected to be completed by the end of 2007. However, it should be noted that the which is also expected to be completed by the end of 2007. However, it should be the conditions under which a fare free system is possible in San Francisco. The Study encourage clean vehicles for all uses, municipal, business and system with its current infrastructure (fleet, facilities, systems, etc.) cannot support noted that the system with its current infrastructure (fleet, facilities, systems, etc.) confirmed that the system with its current infrastructure (fleet, facilities, systems, etc.) cannot personal. additional riders which would result from a fare free system. The fare free report, when cannot support additional riders which would result from a fare free system. The fare support additional riders which would result from a fare free system. Additionally, significant completed, will identify the level of infrastructure required to be in place to support the free report, when completed, will identify the level of infrastructure required to be in additional operating revenues would be required to replace the approximate $170-$180 million additional demand. place to support the additional demand. SFMTA and Controller issued the fare free in fare revenues. SFMTA and Controller issued the fare free study in Jan. 2008, which explored the study in Jan. 2008, which explored the feasibility of elimination of fare collection costs. feasibility of elimination of fare collection costs. The study concluded that the cost savings The study concluded that cost savings associated with fare collection would not be Additionally, a Revenue Panel issued draft revenue generating recommendations and associated with fare collection would not be great enough to offset either lost revenue or great enough to offset either lost revenue or the dramatic increase of ridership that suggested that solving the structural deficit should be born in three equal parts: (1) one third by the dramatic increase of ridership that would accompany such a change. The Mayor's would accompany such a change. The Mayor's Revenue Panel has issued only the SFMTA; (2) one third by the users of the system; and (3) one third by the City as a whole. Revenue Panel has issued only preliminary recommendations, focusing on increases in preliminary recommendations, focusing on increases in the cost for monthly pass and the cost for monthly pass and other fares to bring the cost of service closer to that of other fares to bring the cost of service closer to that of neighboring jurisdictions. Other The SFMTA continues to explore funding sources at the local, regional, state and federal levels. neighboring jurisdictions. Otherpossible recommendations include demand-based possible recommendations include demand-based pricing for City-owned parking pricingfor City-owned parking garages and an increase in the city's hotel tax. garages and an increase in the city's hotel tax. Additionally, SFMTA is aggressively pursuing ARRA funding for emissions reduction projects in the areas of vehicles, facilities, and transportation sector infrastructure. In December 2008, SFMTA released the draft Climate Action Plan (CAP) for the Agency and San Francisco's ground transportation sector. The CAP details Agency greenhouse gas footprint reduction projects, as well as service modifications, private vehicle mode shift strategies, transit oriented development goals, and planning necessary to realize transportation sector emissions reductions. The CAP will be updated annually. 2006-07 Can San Francisco Keep Its B3e. If actions planned by the City do not appear feasible or if Public Utilities Will Not Be Refet to Mayor, Board of Supervisors, MUNI ** ** Promise to Reduce those actions appear insufficient to meet San Francisco's Implemented: Not Greenhouse Gas Emissions? emission-reduction goals, the City should consider more radical Warranted or Not solutions such as greatly-reduced transit fares combined with Reasonable new sources of funding for transit, and a high-priority program to encourage clean vehicles for all uses, municipal, business and personal. 2006-07 Can San Francisco Keep Its B4a. For high traffic transit corridors, such as Geary Boulevard Environment Will Not Be 4, as pertains to Environment. This measure is entirely within the purview of the MTA, not ** ** Promise to Reduce and Van Ness Avenue, the Municipal Transportation Agency Implemented: Not the Environment Department. Greenhouse Gas Emissions? should complete environmental impact studies for the proposed Warranted or Not Bus Rapid Transit system with the goal of putting these BRT Reasonable improvements into operation as soon as possible to increase speed and ridership. 2006-07 Can San Francisco Keep Its B4a. For high traffic transit corridors, such as Geary Boulevard Municipal Will Be Recommendation will be implemented in the future (2-3 years). Will Be Implemented Van Ness BRT: Final EIS/EIR expected in 2010. Will Be Van Ness BRT: Final EIS/EIR expected in 2011. Promise to Reduce and Van Ness Avenue, the Municipal Transportation Agency Transportation Implemented in the Van Ness BRT: Final EIR expected 2009 in the Future Geary BRT: Final EIS/EIR expected in 2010. Implemented in the Geary BRT: Final EIS/EIR expected in 2011. Greenhouse Gas Emissions? should complete environmental impact studies for the proposed Agency Future Geary BRT: Final EIR expected 2010 SFMTA is currently working with SFCTA to conduct environmental impact studies for Future SFMTA is currently working with SFCTA to conduct environmental impact studies for Van Ness Bus Rapid Transit system with the goal of putting these BRT SFMTA is currently working with SFCTA to conduct Environmental Impact studies for Van Van Ness BRT and Geary BRT. These studies began in 2007 and 2008 respectively. BRT and Geary BRT. These studies began in 2007 and 2008 respectively. The planning improvements into operation as soon as possible to increase Ness BRT and Geary BRT beginning summer and fall 2007, respectively. The planning The planning process for both the Van Ness and Geary BRT projects are underway. process for both the Van Ness and Geary BRT projects are underway. Both are being led by speed and ridership. process for both the Geary and Van Ness Bus Rapid Transit projects are underway, both Both are being led by the San Francisco County Transportation Authority (SFCTA) with the San Francisco County Transportation Authority (SFCTA) with the SFMTA as a full partner in being led by the San Francisco County Transportation Authority. Several community the SFMTA as a full partner in the process. Extensive technical studies and modeling the process. Extensive technical studies and modeling have been conducted and several workshops have been held to gather public input on design alternatives. In addition, have been conducted and several community workshops have been held to gather community workshops have been held to gather public input on design alternatives and other extensive technical studies and modeling are being conducted to support the public input on design alternatives and issues. As of spring 2009 both projects have project issues. As of spring 2010, both projects have completed the scoping phase of Environmental Review process. The target date for beginning bus rapid transit serve on completed the scoping phase of environmental review and narrowed to 2-3 alternatives environmental review and narrowed to 3 action alternatives for each project. In fall 2007 the Geary is 2010-2011. Available project funding is expected to range between $150-$200 for each project. In Fall 2007 the Van Ness BRT project was accepted as a candidate Van Ness BRT project was accepted as a candidate for Federal Transit Administration (FTA) million, with about $50 million coming from local sales tax resources. for Federal Transit Administration (FTA) “Small Starts” funding, making it eligible to “Small Starts” funding, making it eligible to receive up to $75 million in federal dollars. A request receive up to $75 million in federal dollars. A request to enter Geary BRT into the “Small to enter Geary BRT into the “Small Starts” program to receive a similar amount of funding has Starts” program to receive a similar amount of funding is expected in Fall 2009. been deferred to address key issues, including refined cost estimates, funding gap and Preliminary project costs for both projects are estimated at $200-$300 million dollars for possible project phasing. the more expensive options. Cost estimates in greater detail for both projects are due by Summer 2009. The target date for commencing BRT construction on Van Ness is Geary continues to proceed through the environmental review process and is expected to 2011, with new service starting operation in 2012-2013. The timeline for the Geary BRT follow Van Ness as a full BRT project to be implemented as soon as possible during this project is approximately 6 months to 1 year behind the Van Ness BRT project. decade. Preliminary project costs for both projects are estimated at $200-$300 million dollars for the more expensive options. These estimates include the costs of the BRT infrastructure, plus parallel required projects (e.g. Van Ness - replacement of streetlights / poles / overhead contact system used to power trolleycoach buses, street repavement, signal replacement and upgrade, etc. and e.g. Geary - added costs to perform design and construction work on the Fillmore and Masonic underpasses / tunnels, possible replacement of streetlights / poles, etc.). Cost estimates in greater detail for the Van Ness project were received in August 2009 and showed the previous estimates to still be accurate. Cost estimates in greater detail for Geary are due later in 2010. The target date for commencing BRT construction on Van Ness is 2012, with new service starting operation in 2012-2014. The timeline for the Geary BRT project is approximately 1 year behind the Van Ness BRT project 2006-07 Can San Francisco Keep Its B4b. The Municipal Transportation Agency should develop more Environment Will Not Be 4, as pertains to Environment. This measure is entirely within the purview of the MTA, not ** ** Promise to Reduce ways to increase speed and effectiveness of Muni on all routes, Implemented: Not the Environment Department. Greenhouse Gas Emissions? such as: improved stop spacing; increased use of prepaid fares; Warranted or Not other proof-of-payment alternatives; more bus bulbs; signal Reasonable preemption; more buses on primary corridors; restricted left turns for non-transit vehicles; and additional transit-only lanes. 2006-07 CGJ Year Report Title Recommendation Response 2008 Response (1) 2008 Response Text 2009 Response (1) 2009 Response Text 2010 Response (1) 2010 Response Text Required 2006-07 Can San Francisco Keep Its B4b. The Municipal Transportation Agency should develop more Municipal Will Be Recommendation is being implemented on an ongoing basis through the Transit Will Be Implemented Recommendation is being implemented on an ongoing basis through the Transit Will Be Recommendation will be Implemented in the Future; implementation is ongoing. Promise to Reduce ways to increase speed and effectiveness of Muni on all routes, Transportation Implemented in the Effectiveness Project and the Transit Preferential Streets group. SFMTA and the in the Future Effectiveness Project and the Transit Preferential Streets group. SFMTA and the Implemented in the Greenhouse Gas Emissions? such as: improved stop spacing; increased use of prepaid fares; Agency Future Controller launched the TEP in May 2006, with recommendations announced Feb. 2008. Controller launched the TEP in May 2006, with recommendations announced Feb. Future The TEP planning phase concluded in October 2008 and produced recommendations to other proof-of-payment alternatives; more bus bulbs; signal “Early action” items were identified and implemented throughout the project. Pilot 2008. “Early action” items were identified and implemented throughout the project. Pilot update Muni routes and improve transit travel time and reliability. TEP implementation will preemption; more buses on primary corridors; restricted left turns programs focusing on individual bus lines, including the 1-California, J-Church and 29- programs focusing on individual bus lines, including the 1-California, J-Church and 29- continue in 2010 with an environmental assessment and further development of travel time for non-transit vehicles; and additional transit-only lanes. Sunset identified staffing and other changes that to improve performance. The Mayor's Sunset identified staffing and other changes that to improve performance. The Mayor's improvement strategies for priority corridors. budgets invested $2.4 million over 2 years for the study. The TEP released budgets invested $2.4 million over 2 years for the study. The TEP released recommendations and proposed service changes Feb. 26 and will continue review with recommendations and proposed service changes in 2008 and will continue review with In response to budget challenges, the SFMTA implemented significant transit service changes the community throughout March and April. Final reports, recommendations and the community throughout the coming year. Preliminary reports, recommendations and in December 2009. Highlights included: Adjusting running times to improve reliability; implementation strategy are anticipated in Summer 2008. implementation strategy were presented to the SFMTA Board in 2008, but cannot be discontinuing routes and eliminating route segments with high subsidies per passenger; In addition to TEP efforts, SFMTA is currently pursuing a number of different legislative, adopted formally until environmental review requirements have been fully addressed. increasing service on crowded routes, restructuring routes to make new connections and programmatic and enforcement activities currently underway to investigate the In addition to TEP efforts, SFMTA is currently pursuing a number of different legislative, expanding limited-stop services. effectiveness of different methods to speed the flow of Muni vehicles, including programmatic and enforcement activities currently underway to investigate the preferential signaling, bus-only lane enforcement, Bus Rapid Transit, and pilot testing of effectiveness of different methods to speed the flow of Muni vehicles, including During 2009, the SFMTA also conducted an extensive fare survey to determine where fare different vehicle types, sizes and boarding methods on major transit corridors. Further, preferential signaling, bus-only lane enforcement, Bus Rapid Transit, and pilot testing of evasion is most prevalent and aid in the deployment of fare inspectors. As part of this program, with the support of Assemblywoman Ma, AB101 was passed and will help reduce transit different vehicle types, sizes and boarding methods on major transit corridors. Further, fare inspectors have been introduced throughout the system, inclusive of both bus and light rail. lane violations through issuance of citations to individuals obstructing the movement of with the support of Assemblywoman Ma, AB101 was passed and will help reduce transit buses. These violations are issued based on video evidence from cameras mounted on lane violations through issuance of citations to individuals obstructing the movement of To help speed up fare payment, SFMTA has launched the regional smart card (Translink) in the front of Muni buses. buses. These violations are issued based on video evidence from cameras mounted on coordination with the Metropolitan Transportation Commission (MTC). Over the next year, use the front of Muni buses and promotion of Translink on systems throughout the Bay Area region will be ongoing. 2006-07 Can San Francisco Keep Its B5a. The Municipal Transportation Agency, in cooperation with Environment Will Not Be 4, as pertains to Environment. This measure is entirely within the purview of the MTA, not ** ** Promise to Reduce the Department of Environment, should improve informational Implemented: Not the Environment Department. Greenhouse Gas Emissions? campaigns to encourage all employees, whether public or Warranted or Not private, to take public transportation to work, and should promote Reasonable the Muni Fast Pass to increase ridership. 2006-07 Can San Francisco Keep Its B5a. The Municipal Transportation Agency, in cooperation with Municipal Recommendation Agree. A marketing campaign will be launched in October to promote online sales of Fast ** ** Promise to Reduce the Department of Environment, should improve informational Transportation Implemented Passes. Greenhouse Gas Emissions? campaigns to encourage all employees, whether public or Agency SFMTA conducted a campaign over the holidays promoting online sales of FastPass and private, to take public transportation to work, and should promote Meter Cards (print and online), and a similar holiday campaign is expected in 2008. the Muni Fast Pass to increase ridership. SFMTA also began selling Fast Passes on-line in April 2007, and continues to explore ways to work with merchants to carry fast passes and increase sales. In August 2007, a new sales kiosk opened in the Embarcadero station, and proposed budgets contain funds to expand and improve sales kiosks at Powell and Market and Hyde and Beach. New kiosks will accommodate more staff to meet peak period demand, and will be equipped with telephone and LAN lines to process credit card transactions. 2006-07 Can San Francisco Keep Its B5a. The Municipal Transportation Agency, in cooperation with Public Utilities Will Not Be Refer to MTA, Dept. of Environment ** ** Promise to Reduce the Department of Environment, should improve informational Implemented: Not Greenhouse Gas Emissions? campaigns to encourage all employees, whether public or Warranted or Not private, to take public transportation to work, and should promote Reasonable the Muni Fast Pass to increase ridership. 2006-07 Can San Francisco Keep Its B5b. The Municipal Transportation Agency, in cooperation with Environment Will Not Be 4, as pertains to Environment. This measure is entirely within the purview of the MTA, not ** ** Promise to Reduce the Department of Environment, should improve incentive Implemented: Not the Environment Department. Greenhouse Gas Emissions? programs to encourage City employees to participate in transit- Warranted or Not related, Pre-Tax Commuter Benefit Programs. Reasonable 2006-07 Can San Francisco Keep Its B5b. The Municipal Transportation Agency, in cooperation with Municipal Recommendation Agree. This program would be managed by SF Environment with input and support from Recommendation Agree. This program would be managed by SF Environment Recommendation Recommendation has been Implemented; Implementation is ongoing. Promise to Reduce the Department of Environment, should improve incentive Transportation Implemented,Will SFMTA. Implemented, Will with input and support from SFMTA. Implemented Greenhouse Gas Emissions? programs to encourage City employees to participate in transit- Agency Be Implemented in Be Implemented in On average, 5,000 City employees participated in City employee commuter benefits program related, Pre-Tax Commuter Benefit Programs. the Future the Future as of March 2010. Enrollment has increased nearly 100% when compared to 2008. Department of the Environment (DOE) staff continue to make presentations at new hire orientations and hold brown bag lunches and tabling events throughout the year in an effort to increase program participation. DOE manages a third party contract with FBMC to provide convenient ordering; transit passes are delivered directly to City employees at their home address. DOE actively coordinates with SFMTA to survey commuter benefits program enrollment as part of the Climate Action Plan. 2006-07 Can San Francisco Keep Its B6a. The San Francisco State Legislation Committee should Board of Will Not Be RESOLVED, That the Board of Supervisors reports to the Presiding Judge of the Superior ** ** Promise to Reduce lobby State lawmakers to pass AB493, which would give Supervisors Implemented: Not Court that it agrees with Recommendation Nos. B2b, B3d, B6c, B6d, Cic, and D2a of the Greenhouse Gas Emissions? significant rebates to drivers who buy clean-running cars, to be Warranted or Not 2006-2007 Civil Grand Jury Report entitled “Can San Francisco Keep its Promise to funded with a one-time charge on purchase of new high-emission Reasonable Reduce Greenhouse Gas Emissions?”; and be it FURTHER RESOLVED, That the Board autos. of Supervisors reports that it partially agrees with Recommendation Nos. B8a, C6, and Dl as follows: - Regarding Recommendation No. B8a, the Board of Supervisors agrees to provide full and expeditious consideration to legislation to raise the per-shift gate fee paid by a driver to the owner of a taxi, in order to create a monetary incentive for taxi owners to purchase low emission or zero emission vehicles, when said legislation is before the Board of Supervisors; - Regarding Recommendation No. C6, the Board of Supervisors supports efforts to maximize the accountability and effectiveness in the use of existing energy use related fees; and - Regarding Recommendation No. Dl, the Board of Supervisors agrees to provide full and expeditious consideration to regulations enacted or authorized by the Board of Supervisors to put the Community Choice Aggregation program into effect; and, be it FURTHER RESOLVED, That the Board of Supervisors urges the Mayor to cause the implementation of accepted recommendations through his/her department heads and through the development of the annual budget; and, be it FURTHER RESOLVED, That the Board of Supervisors urges City departments responsible for recommendations not necessitating a response from the Board of Supervisors to provide a status report to the Board of Supervisors on implementation of said recommendations within six months of the passage of this resolution. September 18, 2007 Board of Supervisors — ADOPTED 2006-07 CGJ Year Report Title Recommendation Response 2008 Response (1) 2008 Response Text 2009 Response (1) 2009 Response Text 2010 Response (1) 2010 Response Text Required 2006-07 Can San Francisco Keep Its B6a. The San Francisco State Legislation Committee should Environment Will Not Be The State Legislation Committee does not lobby. If specific legislation were introduced to ** ** Promise to Reduce lobby State lawmakers to pass AB493, which would give Implemented: Not address transit funding, any department or member of the State Legislation Committee Greenhouse Gas Emissions? significant rebates to drivers who buy clean-running cars, to be Warranted or Not could present that legislation to the Committee for a formal vote on City endorsement. funded with a one-time charge on purchase of new high-emission Reasonable autos. 2006-07 Can San Francisco Keep Its B6b. The Mayor should urge commercial entities with fleets Board of Will Not Be RESOLVED, That the Board of Supervisors reports to the Presiding Judge of the Superior ** ** Promise to Reduce servicing the City to change to cleaner alternative fuels. Supervisors Implemented: Not Court that it agrees with Recommendation Nos. B2b, B3d, B6c, B6d, Cic, and D2a of the Greenhouse Gas Emissions? Warranted or Not 2006-2007 Civil Grand Jury Report entitled “Can San Francisco Keep its Promise to Reasonable Reduce Greenhouse Gas Emissions?”; and be it FURTHER RESOLVED, That the Board of Supervisors reports that it partially agrees with Recommendation Nos. B8a, C6, and Dl as follows: - Regarding Recommendation No. B8a, the Board of Supervisors agrees to provide full and expeditious consideration to legislation to raise the per-shift gate fee paid by a driver to the owner of a taxi, in order to create a monetary incentive for taxi owners to purchase low emission or zero emission vehicles, when said legislation is before the Board of Supervisors; - Regarding Recommendation No. C6, the Board of Supervisors supports efforts to maximize the accountability and effectiveness in the use of existing energy use related fees; and - Regarding Recommendation No. Dl, the Board of Supervisors agrees to provide full and expeditious consideration to regulations enacted or authorized by the Board of Supervisors to put the Community Choice Aggregation program into effect; and, be it FURTHER RESOLVED, That the Board of Supervisors urges the Mayor to cause the implementation of accepted recommendations through his/her department heads and through the development of the annual budget; and, be it FURTHER RESOLVED, That the Board of Supervisors urges City departments responsible for recommendations not necessitating a response from the Board of Supervisors to provide a status report to the Board of Supervisors on implementation of said recommendations within six months of the passage of this resolution. September 18, 2007 Board of Supervisors — ADOPTED 2006-07 Can San Francisco Keep Its B6b. The Mayor should urge commercial entities with fleets Environment Recommendation Ongoing. The Department also is working with major private fleets, including taxi ** ** Promise to Reduce servicing the City to change to cleaner alternative fuels. Implemented companies (through the SF Taxi Commission), shuttle fleet operators and others to Greenhouse Gas Emissions? encourage and assist them in using alternative fuels and otherwise cleaning their fleets (see Recommendation B6b). SFE is also currently developing amendments to update and strengthen the Healthy Air and Smog Prevention ordinance that applies to the City's efforts in this area. 2006-07 Can San Francisco Keep Its B6c. The Board of Supervisors should establish regulations and Board of Will Not Be RESOLVED, That the Board of Supervisors reports to the Presiding Judge of the Superior ** ** Promise to Reduce fees for commercial fleets serving the City that do not convert to Supervisors Implemented: Not Court that it agrees with Recommendation Nos. B2b, B3d, B6c, B6d, Cic, and D2a of the Greenhouse Gas Emissions? alternative fuels by 2012. Warranted or Not 2006-2007 Civil Grand Jury Report entitled “Can San Francisco Keep its Promise to Reasonable Reduce Greenhouse Gas Emissions?”; and be it FURTHER RESOLVED, That the Board of Supervisors reports that it partially agrees with Recommendation Nos. B8a, C6, and Dl as follows: - Regarding Recommendation No. B8a, the Board of Supervisors agrees to provide full and expeditious consideration to legislation to raise the per-shift gate fee paid by a driver to the owner of a taxi, in order to create a monetary incentive for taxi owners to purchase low emission or zero emission vehicles, when said legislation is before the Board of Supervisors; - Regarding Recommendation No. C6, the Board of Supervisors supports efforts to maximize the accountability and effectiveness in the use of existing energy use related fees; and - Regarding Recommendation No. Dl, the Board of Supervisors agrees to provide full and expeditious consideration to regulations enacted or authorized by the Board of Supervisors to put the Community Choice Aggregation program into effect; and, be it FURTHER RESOLVED, That the Board of Supervisors urges the Mayor to cause the implementation of accepted recommendations through his/her department heads and through the development of the annual budget; and, be it FURTHER RESOLVED, That the Board of Supervisors urges City departments responsible for recommendations not necessitating a response from the Board of Supervisors to provide a status report to the Board of Supervisors on implementation of said recommendations within six months of the passage of this resolution. September 18, 2007 Board of Supervisors — ADOPTED 2006-07 Can San Francisco Keep Its B6c. The Board of Supervisors should establish regulations and Environment Will Not Be 4, as pertains to Environment. Measure is entirely under purview of the Board of ** ** Promise to Reduce fees for commercial fleets serving the City that do not convert to Implemented: Not Supervisors. Greenhouse Gas Emissions? alternative fuels by 2012. Warranted or Not Reasonable 2006-07 Can San Francisco Keep Its B6d. The Board of Supervisors should consider a tax-reduction Board of Will Not Be RESOLVED, That the Board of Supervisors reports to the Presiding Judge of the Superior ** ** Promise to Reduce or fee-reduction alternative, such as rebate of part of the annual Supervisors Implemented: Not Court that it agrees with Recommendation Nos. B2b, B3d, B6c, B6d, Cic, and D2a of the Greenhouse Gas Emissions? business license fee, for any business that demonstrates Warranted or Not 2006-2007 Civil Grand Jury Report entitled “Can San Francisco Keep its Promise to purchase of a low-emission vehicle. Reasonable Reduce Greenhouse Gas Emissions?”; and be it FURTHER RESOLVED, That the Board of Supervisors reports that it partially agrees with Recommendation Nos. B8a, C6, and Dl as follows: - Regarding Recommendation No. B8a, the Board of Supervisors agrees to provide full and expeditious consideration to legislation to raise the per-shift gate fee paid by a driver to the owner of a taxi, in order to create a monetary incentive for taxi owners to purchase low emission or zero emission vehicles, when said legislation is before the Board of Supervisors; - Regarding Recommendation No. C6, the Board of Supervisors supports efforts to maximize the accountability and effectiveness in the use of existing energy use related fees; and - Regarding Recommendation No. Dl, the Board of Supervisors agrees to provide full and expeditious consideration to regulations enacted or authorized by the Board of Supervisors to put the Community Choice Aggregation program into effect; and, be it FURTHER RESOLVED, That the Board of Supervisors urges the Mayor to cause the implementation of accepted recommendations through his/her department heads and through the development of the annual budget; and, be it FURTHER RESOLVED, That the Board of Supervisors urges City departments responsible for recommendations not necessitating a response from the Board of Supervisors to provide a status report to the Board of Supervisors on implementation of said recommendations within six months of the passage of this resolution. September 18, 2007 Board of Supervisors — ADOPTED 2006-07 CGJ Year Report Title Recommendation Response 2008 Response (1) 2008 Response Text 2009 Response (1) 2009 Response Text 2010 Response (1) 2010 Response Text Required 2006-07 Can San Francisco Keep Its B6d. The Board of Supervisors should consider a tax-reduction Environment Will Not Be 4, as pertains to Environment. Measure is entirely under purview of the Board of ** ** Promise to Reduce or fee-reduction alternative, such as rebate of part of the annual Implemented: Not Supervisors. Greenhouse Gas Emissions? business license fee, for any business that demonstrates Warranted or Not purchase of a low-emission vehicle. Reasonable 2006-07 Can San Francisco Keep Its B7a. The General Services Agency (GSA) and the Office of the Building Will Not Be Does not pertain to Department of Building Inspection. ** ** Promise to Reduce Mayor should collaborate to put in "soft" orders for plug-in Inspection Implemented: Not Greenhouse Gas Emissions? vehicles for the City's automobile fleet. Warranted or Not Reasonable 2006-07 Can San Francisco Keep Its B7a. The General Services Agency (GSA) and the Office of the City Planning Will Not Be This recommendation does not pertain to the Planning Department. ** ** Promise to Reduce Mayor should collaborate to put in "soft" orders for plug-in Implemented: Not Greenhouse Gas Emissions? vehicles for the City's automobile fleet. Warranted or Not Reasonable 2006-07 Can San Francisco Keep Its B7a. The General Services Agency (GSA) and the Office of the Environment Recommendation Soft order announced 02/08. ** ** Promise to Reduce Mayor should collaborate to put in "soft" orders for plug-in Implemented Greenhouse Gas Emissions? vehicles for the City's automobile fleet. 2006-07 Can San Francisco Keep Its B7a. The General Services Agency (GSA) and the Office of the Municipal Will Be This recommendation could be implemented in the future. Current stations can be Will Be Implemented This recommendation could be implemented in the future. Current stations can be Will Be Recommendation will be implemented in the future. Promise to Reduce Mayor should collaborate to put in "soft" orders for plug-in Transportation Implemented in the modified and new stations can be added. A study would help to identify cost-effective in the modified and new stations can be added. A study would help to identify cost-effective Implemented in the Greenhouse Gas Emissions? vehicles for the City's automobile fleet. Agency Future,Requires placement of new or additional stations. Future,Requires placement of new or additional stations. SFMTA is working closely with the Bay Area Future Current stations can be modified and new stations can be added. SFMTA is working closely Further Analysis Further Analysis Regional Electric Vehicles Initiative to identify existing infrastructure modifications and with the Bay Area Regional Electric Vehicles Initiative to identify opportunities for existing new installations that will support standardized EV plug-in systems in municipal parking infrastructure modifications and new installations that will support standardized EV plug-in garages and other parking areas. The goal is to make the Bay Area the EV capital of systems in municipal parking garages and other parking areas. The goal is to make the Bay the country by enabling a mode shift from conventional vehicles to EVs through Area the EV capital of the country by enabling a mode shift from conventional vehicles to EVs convenient charging stations and other potential incentives. through convenient charging stations and other potential incentives. 2006-07 Can San Francisco Keep Its B7b. The Department of Environment should encourage city Building Will Not Be Does not pertain to Department of Building Inspection. ** ** Promise to Reduce businesses, working through Plug-in Bay Area, to put in "soft" Inspection Implemented: Not Greenhouse Gas Emissions? orders for plug-in vehicles and join a city-by-city campaign to Warranted or Not create incentives for the automotive companies to quickly put this Reasonable technology into production (order form in Appendix #5, p. 48). 2006-07 Can San Francisco Keep Its B7b. The Department of Environment should encourage city City Planning Will Not Be This recommendation does not pertain to the Planning Department. ** ** Promise to Reduce businesses, working through Plug-in Bay Area, to put in "soft" Implemented: Not Greenhouse Gas Emissions? orders for plug-in vehicles and join a city-by-city campaign to Warranted or Not create incentives for the automotive companies to quickly put this Reasonable technology into production (order form in Appendix #5, p. 48). 2006-07 Can San Francisco Keep Its B7b. The Department of Environment should encourage city Environment Recommendation Announced with Mayor’s Office 02/08, with letters sent to Bay Area cities and counties. ** ** Promise to Reduce businesses, working through Plug-in Bay Area, to put in "soft" Implemented Greenhouse Gas Emissions? orders for plug-in vehicles and join a city-by-city campaign to create incentives for the automotive companies to quickly put this technology into production (order form in Appendix #5, p. 48). 2006-07 Can San Francisco Keep Its B7b. The Department of Environment should encourage city Municipal Will Be Potential locations for charging stations within existing public parking garages should be Will Be Implemented Potential locations for charging stations within existing public parking garages should be Will Be Recommendation will be implemented in the future. Promise to Reduce businesses, working through Plug-in Bay Area, to put in "soft" Transportation Implemented in the identified so that cost-effective installations can be implemented when needed. in the identified so that cost-effective installations can be implemented when needed. SFMTA Implemented in the Greenhouse Gas Emissions? orders for plug-in vehicles and join a city-by-city campaign to Agency Future,Requires Future,Requires is working closely with the Bay Area Regional Electric Vehicles Initiative to identify Future Potential locations for charging stations within existing public parking garages are being create incentives for the automotive companies to quickly put this Further Analysis Further Analysis existing infrastructure modifications and new installations that will support standardized identified so that cost-effective installations can be implemented when needed. SFMTA is technology into production (order form in Appendix #5, p. 48). EV plug-in systems in municipal parking garages and other parking areas. The goal is working closely with the Bay Area Regional Electric Vehicles Initiative to identify existing to make the Bay Area the EV capital of the country by enabling a mode shift from infrastructure modifications and new installations that will support standardized EV plug-in conventional vehicles to EVs through convenient charging stations and other potential systems in municipal parking garages and other parking areas. The goal is to make the Bay incentives. Area the EV capital of the country by enabling a mode shift from conventional vehicles to EVs through convenient charging stations and other potential incentives. 2006-07 Can San Francisco Keep Its B7c. The Departments of Planning, Parking and Traffic and the Building Will Not Be Does not pertain to Department of Building Inspection. ** ** Promise to Reduce Parking Authority, consistent with the requirements legislated in Inspection Implemented: Not Greenhouse Gas Emissions? the San Francisco Environment Code, should at regular intervals Warranted or Not perform a market demand assessment for publicly accessible Reasonable electric charging bays in City-owned garages and be ready to provide access to outlets for the plug-in hybrids and electric vehicles when they come on the market. 2006-07 Can San Francisco Keep Its B7c. The Departments of Planning, Parking and Traffic and the City Planning Will Not Be This responsibility would lie with the Municipal Transportation Agency. ** ** Promise to Reduce Parking Authority, consistent with the requirements legislated in Implemented: Not Greenhouse Gas Emissions? the San Francisco Environment Code, should at regular intervals Warranted or Not perform a market demand assessment for publicly accessible Reasonable electric charging bays in City-owned garages and be ready to provide access to outlets for the plug-in hybrids and electric vehicles when they come on the market. 2006-07 Can San Francisco Keep Its B7c. The Departments of Planning, Parking and Traffic and the Environment Will Not Be Will not be Implemented, as pertains to Environment. Measure is directed at DPT and ** ** Promise to Reduce Parking Authority, consistent with the requirements legislated in Implemented: Not Parking Authority. Greenhouse Gas Emissions? the San Francisco Environment Code, should at regular intervals Warranted or Not perform a market demand assessment for publicly accessible Reasonable electric charging bays in City-owned garages and be ready to provide access to outlets for the plug-in hybrids and electric vehicles when they come on the market. 2006-07 CGJ Year Report Title Recommendation Response 2008 Response (1) 2008 Response Text 2009 Response (1) 2009 Response Text 2010 Response (1) 2010 Response Text Required 2006-07 Can San Francisco Keep Its B7c. The Departments of Planning, Parking and Traffic and the Municipal Requires Further Currently, there is insufficient demand. New plugin hybrids might generate increased Requires Further Currently, there is insufficient demand. New plug-in hybrids might generate increased Will Be Will be Implemented once external funding is secured (2-3 years) Promise to Reduce Parking Authority, consistent with the requirements legislated in Transportation Analysis demand, but it will take time for this to materialize. Analysis demand, but it will take time for this to materialize. Mayor’s Office and SFMTA staff are Implemented in the Greenhouse Gas Emissions? the San Francisco Environment Code, should at regular intervals Agency working on installation of new charges and/or upgrading existing charging systems at Future SFMTA will continue to assist Department of Environment with grant applications to secure perform a market demand assessment for publicly accessible City-owned parking garages. funding for upgrading EV infrastructure. No specific actions are planned for 2010. electric charging bays in City-owned garages and be ready to provide access to outlets for the plug-in hybrids and electric vehicles when they come on the market. 2006-07 Can San Francisco Keep Its B7c. The Departments of Planning, Parking and Traffic and the Public Utilities Will Not Be Refer to Planning Dept., DPT, Parking Authority ** ** Promise to Reduce Parking Authority, consistent with the requirements legislated in Implemented: Not Greenhouse Gas Emissions? the San Francisco Environment Code, should at regular intervals Warranted or Not perform a market demand assessment for publicly accessible Reasonable electric charging bays in City-owned garages and be ready to provide access to outlets for the plug-in hybrids and electric vehicles when they come on the market. 2006-07 Can San Francisco Keep Its B7d. The Departments of Planning and Building Inspection Building Will Not Be Disagree. Same as above in terms of authority to create regulations. (DBI does not ** ** Promise to Reduce should develop regulations requiring electrical outlets for plug-in Inspection Implemented: Not develop regulations. DBI implements them once they are part of code requirements.) Greenhouse Gas Emissions? vehicles in the construction of new apartments and Warranted or Not condominiums with garages. Reasonable 2006-07 Can San Francisco Keep Its B7d. The Departments of Planning and Building Inspection City Planning Requires Further To promote the use of alternative fuel vehicles, the Planning Department will analyze in Will Not Be The conclusion of the Planning Department is that the codification of this requirement ** Promise to Reduce should develop regulations requiring electrical outlets for plug-in Analysis the next six months appropriate regulations to require electrical outlets for plug-in vehicles Implemented: Not and enforcement of it are best implemented by The Building Department and its Greenhouse Gas Emissions? vehicles in the construction of new apartments and in the construction of new apartments and condominiums with garages. Warranted or Not Electrical Inspection Division. condominiums with garages. Reasonable 2006-07 Can San Francisco Keep Its B7d. The Departments of Planning and Building Inspection Environment Will Not Be Will not be Implemented, as pertains to Environment. Measure is directed at DBI and ** ** Promise to Reduce should develop regulations requiring electrical outlets for plug-in Implemented: Not Planning. Greenhouse Gas Emissions? vehicles in the construction of new apartments and Warranted or Not condominiums with garages. Reasonable 2006-07 Can San Francisco Keep Its B7d. The Departments of Planning and Building Inspection Municipal Requires Further SFMTA supports this recommendation but the Department of Planning and Building Requires Further SFMTA supports this recommendation but the Department of Planning and Building Requires Further SFMTA supports this recommendation but the Department of Planning and Building Promise to Reduce should develop regulations requiring electrical outlets for plug-in Transportation Analysis Inspections would manage this program. Analysis Inspections would manage this program. Analysis Inspections would manage this program. SFMTA will assist as needed. Greenhouse Gas Emissions? vehicles in the construction of new apartments and Agency condominiums with garages. 2006-07 Can San Francisco Keep Its B7d. The Departments of Planning and Building Inspection Public Utilities Will Not Be (Department did not provide explanation.) ** ** Promise to Reduce should develop regulations requiring electrical outlets for plug-in Implemented: Not Greenhouse Gas Emissions? vehicles in the construction of new apartments and Warranted or Not condominiums with garages. Reasonable 2006-07 Can San Francisco Keep Its B7e. The Department of Environment should keep the public Building Will Not Be Does not pertain to Department of Building Inspection. ** ** Promise to Reduce informed of the status of the development and availability of plug- Inspection Implemented: Not Greenhouse Gas Emissions? in hybrids and electric vehicles as they become commercially Warranted or Not available, and of the sources and availability of kits to convert Reasonable hybrids into plug-in hybrids. They should also keep the public updated on the locations of charging bays in public garages. 2006-07 Can San Francisco Keep Its B7e. The Department of Environment should keep the public City Planning Will Not Be This recommendation does not pertain to the Planning Department. ** ** Promise to Reduce informed of the status of the development and availability of plug- Implemented: Not Greenhouse Gas Emissions? in hybrids and electric vehicles as they become commercially Warranted or Not available, and of the sources and availability of kits to convert Reasonable hybrids into plug-in hybrids. They should also keep the public updated on the locations of charging bays in public garages. 2006-07 Can San Francisco Keep Its B7e. The Department of Environment should keep the public Environment Recommendation Ongoing. SFE already provides on the Department’s web site, and will continue to ** ** Promise to Reduce informed of the status of the development and availability of plug- Implemented provide, information and links regarding plug-in hybrid availability and charging. The web Greenhouse Gas Emissions? in hybrids and electric vehicles as they become commercially site currently includes links to Plug-In Partners and CalCars California Initiative. available, and of the sources and availability of kits to convert hybrids into plug-in hybrids. They should also keep the public updated on the locations of charging bays in public garages. 2006-07 Can San Francisco Keep Its B7e. The Department of Environment should keep the public Municipal Requires Further When the need is once again established, the Parking Authority recommends that Requires Further When the need is once again established, the Parking Authority recommends that Will Be Recommendation will be implemented in the future and/or when additional EV infrastructure is Promise to Reduce informed of the status of the development and availability of plug- Transportation Analysis information be included on the SFMTA website and a charging station universal symbol Analysis information be included on the SFMTA website and a charging station universal symbol Implemented in the built (2-3 years) Greenhouse Gas Emissions? in hybrids and electric vehicles as they become commercially Agency be developed so that signs can be displayed on public parking garages informing the be developed so that signs can be displayed on public parking garages informing the Future available, and of the sources and availability of kits to convert public of service availability within those garages. There are currently 27 EV charging public of service availability within those garages. SFMTA website currently provides information on available EV charging stations at City hybrids into plug-in hybrids. They should also keep the public stations in 12 SFMTA parking locations, each of which is listed on the SFMTA Parking There are currently 27 EV charging stations in 12 SFMTA parking locations, each of garages. As more infrastructure is added, SFMTA will continue to update the website with up to updated on the locations of charging bays in public garages. Garage website. Usage has not achieved desired levels because the types of chargers which is listed on the SFMTA Parking Garage website. Usage has not achieved desired date information. installed are for pure electric vehicles; most drivers have purchased hybrid electric levels because chargers installed are for pure electric vehicles; most drivers have vehicles. purchased hybrid electric vehicles. SFMTA has also had conversations with the Mayor's SFMTA has also had conversations with the Mayor's Office on the Climate Action Plan Office on the Climate Action Plan that includes provision of additional accommodations that includes provision of additional accommodations for plug-in vehicles in the garages. for plug-in vehicles in the garages. Signage is currently in planning process and should Signage is currently in the planning process and should be implemented within the next be implemented within the next six to twelve months. six to twelve months. 2006-07 CGJ Year Report Title Recommendation Response 2008 Response (1) 2008 Response Text 2009 Response (1) 2009 Response Text 2010 Response (1) 2010 Response Text Required 2006-07 Can San Francisco Keep Its B8a. The Board of Supervisors should enact legislation to raise Board of Will Not Be RESOLVED, That the Board of Supervisors reports to the Presiding Judge of the Superior ** ** Promise to Reduce the per-shift gate fee paid by a driver to the owner of a taxi, in Supervisors Implemented: Not Court that it agrees with Recommendation Nos. B2b, B3d, B6c, B6d, Cic, and D2a of the Greenhouse Gas Emissions? order to create a monetary incentive for taxi owners to purchase Warranted or Not 2006-2007 Civil Grand Jury Report entitled “Can San Francisco Keep its Promise to low emission or zero emission vehicles. Reasonable Reduce Greenhouse Gas Emissions?”; and be it FURTHER RESOLVED, That the Board of Supervisors reports that it partially agrees with Recommendation Nos. B8a, C6, and Dl as follows: - Regarding Recommendation No. B8a, the Board of Supervisors agrees to provide full and expeditious consideration to legislation to raise the per-shift gate fee paid by a driver to the owner of a taxi, in order to create a monetary incentive for taxi owners to purchase low emission or zero emission vehicles, when said legislation is before the Board of Supervisors; - Regarding Recommendation No. C6, the Board of Supervisors supports efforts to maximize the accountability and effectiveness in the use of existing energy use related fees; and - Regarding Recommendation No. Dl, the Board of Supervisors agrees to provide full and expeditious consideration to regulations enacted or authorized by the Board of Supervisors to put the Community Choice Aggregation program into effect; and, be it FURTHER RESOLVED, That the Board of Supervisors urges the Mayor to cause the implementation of accepted recommendations through his/her department heads and through the development of the annual budget; and, be it FURTHER RESOLVED, That the Board of Supervisors urges City departments responsible for recommendations not necessitating a response from the Board of Supervisors to provide a status report to the Board of Supervisors on implementation of said recommendations within six months of the passage of this resolution. September 18, 2007 Board of Supervisors — ADOPTED 2006-07 Can San Francisco Keep Its B8a. The Board of Supervisors should enact legislation to raise Environment Recommendation Legislation signed by Mayor 03/08. ** ** Promise to Reduce the per-shift gate fee paid by a driver to the owner of a taxi, in Implemented Greenhouse Gas Emissions? order to create a monetary incentive for taxi owners to purchase low emission or zero emission vehicles. 2006-07 Can San Francisco Keep Its B8a. The Board of Supervisors should enact legislation to raise Taxi Recommendation Recommendation has been implemented; Board of Supervisors raised the average gate ** ** Promise to Reduce the per-shift gate fee paid by a driver to the owner of a taxi, in Commission Implemented fee by $7.50 per shift for vehicles chosen from a list provided by TXC and DOE. Greenhouse Gas Emissions? order to create a monetary incentive for taxi owners to purchase low emission or zero emission vehicles. 2006-07 Can San Francisco Keep Its B8b. The Taxi Commission should formulate a plan which would Board of Will Not Be RESOLVED, That the Board of Supervisors reports to the Presiding Judge of the Superior ** ** Promise to Reduce allow group investments in hybrids to facilitate the fastest Supervisors Implemented: Not Court that it agrees with Recommendation Nos. B2b, B3d, B6c, B6d, Cic, and D2a of the Greenhouse Gas Emissions? acquisition and lowest negotiated prices of these new vehicles. Warranted or Not 2006-2007 Civil Grand Jury Report entitled “Can San Francisco Keep its Promise to Reasonable Reduce Greenhouse Gas Emissions?”; and be it FURTHER RESOLVED, That the Board of Supervisors reports that it partially agrees with Recommendation Nos. B8a, C6, and Dl as follows: - Regarding Recommendation No. B8a, the Board of Supervisors agrees to provide full and expeditious consideration to legislation to raise the per-shift gate fee paid by a driver to the owner of a taxi, in order to create a monetary incentive for taxi owners to purchase low emission or zero emission vehicles, when said legislation is before the Board of Supervisors; - Regarding Recommendation No. C6, the Board of Supervisors supports efforts to maximize the accountability and effectiveness in the use of existing energy use related fees; and - Regarding Recommendation No. Dl, the Board of Supervisors agrees to provide full and expeditious consideration to regulations enacted or authorized by the Board of Supervisors to put the Community Choice Aggregation program into effect; and, be it FURTHER RESOLVED, That the Board of Supervisors urges the Mayor to cause the implementation of accepted recommendations through his/her department heads and through the development of the annual budget; and, be it FURTHER RESOLVED, That the Board of Supervisors urges City departments responsible for recommendations not necessitating a response from the Board of Supervisors to provide a status report to the Board of Supervisors on implementation of said recommendations within six months of the passage of this resolution. September 18, 2007 Board of Supervisors — ADOPTED 2006-07 Can San Francisco Keep Its B8b. The Taxi Commission should formulate a plan which would Environment Will Not Be Will not be Implemented, as pertains to Environment. Measure is directed at MTA/Taxi ** ** Promise to Reduce allow group investments in hybrids to facilitate the fastest Implemented: Not Commission. Greenhouse Gas Emissions? acquisition and lowest negotiated prices of these new vehicles. Warranted or Not Reasonable 2006-07 Can San Francisco Keep Its B8b. The Taxi Commission should formulate a plan which would Taxi Will Not Be This will not be implemented. Taxi Commission does not have the staff to take on this ** ** Promise to Reduce allow group investments in hybrids to facilitate the fastest Commission Implemented: Not project with a staff of five, including three clerks who handle permitting and Board actions. Greenhouse Gas Emissions? acquisition and lowest negotiated prices of these new vehicles. Warranted or Not This job is better suited to DOE with its 68 employees or Mayor’s Office on Clean Reasonable Technology or another department that focuses on such programming and negotiation in the alternative energy sector. 2006-07 Can San Francisco Keep Its B9. The Municipal Transportation Agency, Planning Department, Building Will Not Be Does not pertain to Department of Building Inspection. ** ** Promise to Reduce Department of Public Works (DPW), and the General Services Inspection Implemented: Not Greenhouse Gas Emissions? Agency, in coordination with bicycle advocacy groups, should Warranted or Not increase and improve: Reasonable  The number of bicycle lanes, routes, and paths  Bicycle parking facilities  Dedicated bicycle storage in City buildings and  A public service campaign to educate bicyclists and drivers on road safety and etiquette, with maps showing dedicated bicycle lanes. 2006-07 CGJ Year Report Title Recommendation Response 2008 Response (1) 2008 Response Text 2009 Response (1) 2009 Response Text 2010 Response (1) 2010 Response Text Required 2006-07 Can San Francisco Keep Its B9. The Municipal Transportation Agency, Planning Department, City Planning Will Be Setting standards for these items is the responsibility of MTA's new Bicycle Master Plan. Will Be Implemented The injunction on the Bicycle Plan remains in effect. The Draft EIR was published on Will Be The injunction on the Bicycle Plan remains in effect. The Bicycle Plan Final EIR has been Promise to Reduce Department of Public Works (DPW), and the General Services Implemented in the The Bicycle Master Plan, though complete, is under a court injunction that prevents its in the Future November 26, 2008; certification of the Final EIR is tentatively scheduled for June 25, Implemented in the certified. The Courts allowed lifting of the injunction for 10 projects. However, the remainder Greenhouse Gas Emissions? Agency, in coordination with bicycle advocacy groups, should Future being adopted and its policies from being implemented. Increasing bike lanes, routes, 2009, as is adoption of related General Plan and Planning Code Amendments. MTA is Future cannot be implemented until the injunction is finally lifted. increase and improve: and paths, as well as conducting public information campaigns, is the duty of the MTA, not expected to adopt the Bicycle Plan and legislation for implementing about fifty specific the Planning Department. The Bicycle Master Plan is the policy document the Planning bicycle projects shortly thereafter. A City request to lift the injunction will follow.  The number of bicycle lanes, routes, and paths Department would rely upon to support new bicycle facilities in the city, as well as to set  Bicycle parking facilities new standards for bike parking and storage facilities. Environmental analysis required by  Dedicated bicycle storage in City buildings and the injunction is now underway. Once the EIR is judged complete and is certified, and  A public service campaign to educate bicyclists and drivers on assuming the injunction is then lifted and the Bicycle Plan is adopted, the Planning road safety and etiquette, with maps showing dedicated bicycle Department would adopt the policies and standards contained in the Bike Master Plan, as lanes. appropriate. It would also make planning code revisions for bike parking and storage facility requirements, as well as for other elements of the plan. 2006-07 Can San Francisco Keep Its B9. The Municipal Transportation Agency, Planning Department, Environment Will Not Be Will not be Implemented, as pertains to Environment. Measure if directed at MTA, ** ** Promise to Reduce Department of Public Works (DPW), and the General Services Implemented: Not Planning, and DPW. Greenhouse Gas Emissions? Agency, in coordination with bicycle advocacy groups, should Warranted or Not increase and improve: Reasonable  The number of bicycle lanes, routes, and paths  Bicycle parking facilities  Dedicated bicycle storage in City buildings and  A public service campaign to educate bicyclists and drivers on road safety and etiquette, with maps showing dedicated bicycle lanes. 2006-07 Can San Francisco Keep Its B9. The Municipal Transportation Agency, Planning Department, General Recommendation While DPW does not have the authority to plan or implement bicycle lanes or routes Recommendation Same as 2008. We are doing the same actions in operations and engineering . Will Be As previously stated, DPW does not have the authority to plan or implement bicycle lanes or Promise to Reduce Department of Public Works (DPW), and the General Services Services Agency Implemented,Will under the Charter (the Municipal Transportation Agency does), DPW does help facilitate Implemented, Will Implemented in the routes under the Charter (the Municipal Transportation Agency does), but DPW does help Greenhouse Gas Emissions? Agency, in coordination with bicycle advocacy groups, should - Public Works Be Implemented in bicycle use in San Francisco. Be Implemented in While DPW does not have the authority to plan or implement bicycle lanes or routes Future facilitate bicycle use in San Francisco. Moreover, the ability to increase or change bicycle increase and improve: the Future,Requires the Future, Requires under the Charter (the Municipal Transportation Agency does), DPW does help facilities continues to be severely constrained by the injunction on implementation of the Bicycle Further Analysis DPW has implemented the following in response to the recommendations: Further Analysis facilitate bicycle use in San Francisco. Plan.  The number of bicycle lanes, routes, and paths  Bicycle parking facilities 1. Under Section 155 of the Planning Code, all City-owned and City-leased facilities are to DPW has implemented the following in response to the recommendations: We have continued our efforts in the following areas:  Dedicated bicycle storage in City buildings and have bicycle parking with certain exceptions. As the designer and contracting agency for  A public service campaign to educate bicyclists and drivers on most General Fund departments, DPW assists in providing bicycle parking through new 1. Under Section 155 of the Planning Code, all City-owned and City-leased facilities are • DPW continues to assist in providing bicycle parking in new or renovated city facilities in its road safety and etiquette, with maps showing dedicated bicycle construction or renovation of city facilities. to have bicycle parking with certain exceptions. As the designer and contracting role as project manager and/or designer of those facilities. lanes. agency for most General Fund departments, DPW assists in providing bicycle parking • Bicycle routes continue to be one of the major selection criteria components for resurfacing

R2008: court. These changes are currently outlined in AB 144 (Ma), introduced by violations as a civil penalty; the SFMTA board of directors has increased the penalties to $750. Assemblywoman Ma in January 2009. The bill was signed by Governor Schwarzenegger and effective on January 1, 2010. In 2010 SFMTA will continue to monitor disabled placard legislation at the state level and track 2006-07 Parking for the Disabled - 7. The Board of Supervisors should pass the proposed Board of Will Not Be RESOLVED, That the Board of Supervisors reports to the Presiding Judge of the Superior ** ** Abuse or Over-Use? Ordinance File No. 070409 to increase the fines for improper use Supervisors Implemented: Not Court that it agrees with Recommendation No. Ill of the 2006-2007 Civil Grand Jury of blue placards and the Mayor should sign such legislation. Warranted or Not Report entitled “Parking for the Disabled—Abuse or Over-Use?”; and be it FURTHER Reasonable RESOLVED, That the Board of Supervisors reports that it partially agrees with Recommendation Nos. II and VII, as follows: - Regarding Recommendation Nos. II and VII, the Board of Supervisors agrees to provide ordinance File No. 070409 with full and expeditious consideration when said ordinance is before the Board of Supervisors; and, be it FURTHER RESOLVED, That the Board of Supervisors urges the Mayor to cause the implementation of accepted recommendations through his/her department heads and through the development of the annual budget; and, be it FURTHER RESOLVED, That the Board of Supervisors urges City departments responsible for recommendations not necessitating a response from the Board of Supervisors to provide a status report to the Board of Supervisors on implementation of said recommendations within six months of the passage of this resolution. 2006-07 Parking for the Disabled - 7. The Board of Supervisors should pass the proposed Mayor Recommendation Agree. ** ** Abuse or Over-Use? Ordinance File No. 070409 to increase the fines for improper use Implemented of blue placards and the Mayor should sign such legislation. (1) "--" Department did not respond with one of the four required actions. "**" Response not required: Recommendation has been fully implemented or abandoned. Office of the Controller Status of the Recommendations 2010 Department Responses by the Civil Grand Jury 2006-07 CGJ Year Report Title Recommendation Response 2008 Response (1) 2008 Response Text 2009 Response (1) 2009 Response Text 2010 Response (1) 2010 Response Text Required 2006-07 Preparing for a Disaster: I-1. The Civil Grand Jury calls on the elected and appointed Board of Will Not Be RESOLVED, That the Board of Supervisors reports to the Presiding Judge of the Superior ** ** Administrative Commitment and public officials to protect the citizens of San Francisco with a Supervisors Implemented: Not Court that it agrees with Recommendation Nos. I-I, ll-A2, ll-B2, IV-D8, and V-El of the Appropriate Funding in the renewed and sustained commitment to emergency and disaster Warranted or Not 2006-2007 Civil Grand Jury Report entitled “Preparing for a Disaster: Administrative Department of Emergency planning and preparedness by empowering those responsible Reasonable Commitment and Appropriate Funding in the Department of Emergency Management and Management and the with the authority to carry out their duties and by assuring the Department of Public Health”; and be it FURTHER RESOLVED, That the Board of Department of Public Health ongoing appropriate funding. Supervisors reports that it agrees with Recommendation Nos. ll-A3, ll-A8, ll-E4, 111-2, 111-3, 111-8, lV-B3, lV-B6, IV-Cil, V-C6, V-Di2, V6 Di4, V-Dii1, V-Dii3, and V-Diii1 subject to financial constraints, Budget Analyst review, and budget priorities determined during the annual budget process; and, be it FURTHER RESOLVED, That the Board of Supervisors reports that it partially agrees with Recommendation No. VI-El, as follows: - A helipad on San Francisco General Hospital should be provided with full and expeditious consideration, including through the land use planning process; and, be it FURTHER RESOLVED, That the Board of Supervisors urges the Mayor to cause the implementation of accepted recommendations through his/her department heads and through the development of the annual budget; and, be it FURTHER RESOLVED, That the Board of Supervisors urges City departments responsible for recommendations not necessitating a

July 05, 2007 — CAN SAN Francisco Keep ITS Promise to Reduce Greenhouse GAS Emissions?*

57 pages 8 findings 9 recommendations

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Findings & Recommendations 8 findings

F1: The Precautionary Principle: Requires "the selection of the alternative that presents the least potential threat to human health and the City's natural systems." When science cannot fully establish a cause-and-effect relationship but can provide reasonable evidence of harm, this principle requires us to take precautionary measures to prevent environmental damage.

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R1: The Precautionary Principle: Requires "the selection of the alternative that presents the least potential threat to human health and the City's natural systems." When science cannot fully establish a cause-and-effect relationship but can provide reasonable evidence of harm, this principle requires us to take precautionary measures to prevent environmental damage.

F2: Environmentally Preferable Purchasing Ordinance: Requires the City to develop relevant environmental selection criteria for products used to maintain City buildings and vehicle fleets to reduce San Francisco's contribution to global climate change.

Related Recommendations (1)

R2: Environmentally Preferable Purchasing Ordinance: Requires the City to develop relevant environmental selection criteria for products used to maintain City buildings and vehicle fleets to reduce San Francisco's contribution to global climate change.

F3: Healthy Air and Smog Prevention. Promotes the replacement of polluting vehicles by less polluting vehicles. Among other things, this code requires the replacement of all old Muni polluting diesel buses with alternative non-polluting buses.

Related Recommendations (1)

R3: Healthy Air and Smog Prevention. Promotes the replacement of polluting vehicles by less polluting vehicles. Among other things, this code requires the replacement of all old Muni polluting diesel buses with alternative non-polluting buses.

F4: The Resource Conservation Ordinance: Applies the Precautionary Principle to the selection of commodities used in City operations that minimize impacts on natural resources by maximizing recycled content, recycling, and reuse.

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R4: The Resource Conservation Ordinance: Applies the Precautionary Principle to the selection of commodities used in City operations that minimize impacts on natural resources by maximizing recycled content, recycling, and reuse.

F5: Resource Efficiency Requirement: Establishes the Leadership in Energy and Environmental Design (LEED) Silver level as the standard for all City building projects. The LEED Green Building Rating System is the nationally accepted benchmark for the design, construction, and operation of high performance green buildings, making optimum use of public transportation and requiring selection of products and procedures that minimize harm to natural resources.

Related Recommendations (1)

R5: Resource Efficiency Requirement: Establishes the Leadership in Energy and Environmental Design (LEED) Silver level as the standard for all City building projects. The LEED Green Building Rating System is the nationally accepted benchmark for the design, construction, and operation of high performance green buildings, making optimum use of public transportation and requiring selection of products and procedures that minimize harm to natural resources.

F6: The Construction and Demolition Debris Recovery Ordinance: Requires the recovery rather than landfill disposal of construction and demolition debris generated in San Francisco by prohibiting disposal of such debris with garbage. It imposes requirements and conditions in building permits, establishes a program to register debris transporters and processing facilities, and establishes enforcement mechanisms.

Related Recommendations (1)

R6: The Construction and Demolition Debris Recovery Ordinance: Requires the recovery rather than landfill disposal of construction and demolition debris generated in San Francisco by prohibiting disposal of such debris with garbage. It imposes requirements and conditions in building permits, establishes a program to register debris transporters and processing facilities, and establishes enforcement mechanisms.

F7: Green Business Program: Lists the environmental practices and processes that must be implemented in order to receive the Bay Area Green Business recognition, including Water and Energy Conservation, Recycling and Composting, and Pollution Prevention (wastewater and toxics). It provides checklists for restaurants, hotels/motels and offices/retail businesses in order to comply. Prohibited Disposable Food Service Ware: After June 1, 2007, food vendors in San

Related Recommendations (1)

R7: Green Business Program: Lists the environmental practices and processes that must be implemented in order to receive the Bay Area Green Business recognition, including Water and Energy Conservation, Recycling and Composting, and Pollution Prevention (wastewater and toxics). It provides checklists for restaurants, hotels/motels and offices/retail businesses in order to comply. Prohibited Disposable Food Service Ware: After June 1, 2007, food vendors in San

F8: Francisco may not sell prepared food in disposable food service ware that contains polystyrene foam, but must instead use an affordable alternative biodegradable, compostible or recyclable product, unless there is no suitable product available. This includes restaurants, City facilities, shops, grocery stores (does not include raw meats or fish). Violation invokes monetary penalties. Appendix #3. INTERGOVERNMENTAL PANEL ON CLIMATE CHANGE: The Physical Science Basis Excerpts from Summary for Policymakers. Fourth Assessment Report, February 200742 Global atmospheric concentrations of carbon dioxide, methane and nitrous oxide have increased markedly as a result of human activities since 1750. Emissions of these gases now far exceed pre-industrial values determined from ice cores spanning many thousands of years. The global increases in carbon dioxide concentration are due primarily to fossil fuel use and land-use change, while those of methane and nitrous oxide are primarily due to agriculture. Warming of the climate system is unequivocal, as is now evident from observations of increases in global average air and ocean temperatures, widespread melting of snow and ice, and rising global mean sea level At continental, regional, and ocean basin scales, numerous long-term changes in climate have been observed. These include changes in Arctic temperatures and ice, widespread changes in precipitation amounts, ocean salinity, wind patterns and aspects of extreme weather including droughts, heavy precipitation, heat waves and the intensity of tropical cyclones. The last time the polar regions were significantly warmer than present for an extended period was about 125,000 years ago. Reductions in polar ice volume led to 4 to 6 meters (13 to 20 feet) of sea level rise. Discernible human influences now extend to other aspects of climate, including ocean warming, continental-average temperatures, temperature extremes and wind patterns. For the next two decades a warming of about 0.2°C per decade is projected for a range of SRES43 emission scenarios. Continued greenhouse gas emissions at or above current rates would cause further warming and induce many changes in the global climate system during the 21st century that would very likely be larger than those observed during the 20th century. Anthropogenic warming and sea level rise should continue for centuries due to the timescales associated with climate processes and feedback, even if greenhouse gas concentrations were to be stabilized. The IPCC fourth Assessment Report, issued April 7, 2007, states that "given the current buildup of carbon dioxide and other long-lived greenhouse gases in the atmosphere, temperatures and seas would inevitably rise for decades. The worst effects would be felt in regions that are mainly poor and already facing dangers from existing climate and coastal hazards, including poor people in prosperous societies." 42 Prepared by 600 scientists from 142 signatory nations SRES refers to the IPCC Special Report on Emission Scenarios (2000). Appendix #4. Congestion Pricing As part of the City's Transit First policy, congestion pricing might be one way to increase public transit and discourage the use of the automobile in congested parts of the City, besides being a source of revenue for Muni. Mayor Michael Bloomberg of New York City has proposed a plan for "congestion pricing" for his city, with revenue to be used to finance environmental and mass transportation projects. The plan calls for an $8-a-day charge for cars and $21 for commercial trucks that enter Manhattan. A lesser fee would be incurred for residents driving within the city. Cameras and other equipment placed at intersections would photograph a car's license plate and money would be deducted from a driver's account. Drivers would receive credit for bridge tolls paid during their trip. (Cardwell 2007) (Engquist 2007) A similar system is already in place in densely populated parts of London, Singapore and Stockholm, lessening traffic congestion and reducing greenhouse gases. In these cities the idea gained support after strong initial opposition. Drivers can pay the daily fee over the internet or in stores. (Litman, 2006) On May 16, 2006, the U.S. Department of Transportation announced its new $1.2 billion National Strategy to Reduce Congestion on America's Transportation Network. 44 (Schaller 2007). San Francisco's Municipal Transportation Agency has acquired a grant from the Federal Highway Administration to study congestion pricing for this City. Such a program was encouraged as one aspect of San Francisco's 2004 Climate Action Plan. Compare the cost of buying, insuring, and parking a car with the fares that Muni charges for a monthly pass ($45 for regular, $10 for senior, child and disabled). For those who do use cars to commute, the added cost of congestion pricing might quickly add up. Thus, congestion pricing works to the extent that it makes mass transit and other alternatives more attractive. Meanwhile, of course, congestion itself is costly, in terms of time spent waiting in traffic, in fuel costs, and in harmful emissions added to the atmosphere. Any meaningful effort to address the problem of global warming should include incentives for low- emitting activities (walking, biking, riding mass transportation) and costs for high-emitting ones. Appendix #5 PHEV Fleet Order Form We urge automakers to go beyond popular hybrid vehicles and manufacture flexible fuel plug-in hybrids that run on electricity as well as gasoline or other fuels. Plug-in hybrids will provide the option of plugging vehicles into an ordinary electrical outlet in order to recharge the battery, allowing our staff to drive on "electric fuel" for significant periods of time, thus reducing the need for gasoline and increasing our fuel efficiency up to 100 mpg or more. Plug-in hybrids will also bring significant reductions in greenhouse gases and other pollutants, and reduce dependence on imported oil. Because of these many benefits, we pledge to strongly consider purchasing the following plug-in electric hybrid vehicles once auto manufacturers make them available, even if it costs more than other vehicles. Please note, this petition will be passed on to automakers who commit to manufacture flexible fuel plug-in hybrid vehicles. E-mail addresses will remain confidential. Number of Vehicles by type Sedan _____ Lt. Truck _____ SUV____ Van _____ School Bus _____ . Heavy Truck_____ Name____ Title_____ Company_____ Address_ Phone Mail completed form to: Plug-In Bay Area, c/o Jodie Van Horn, 221 Pine Street Suite 500, San Francisco, CA 94104 OR Fax to: 415-398-2732 www.pluginbayarea.org BIBLIOGRAPHY VIII. Boschert, Sherry. Plug-in Hybrids, The Cars That Will Recharge America. Canada: New Society Publishers, 2006. Burroughs, Timothy. 2007. Interview with Matthew Waxman on February 1st, reported in WorldChanging San Francisco, April 22nd. CalCars: "The California Cars Initiative -- 100+ MPG Hybrids. All About Plug-In Hybrids (PHEVs)." http://www.calcars.org/vehicles.html California Climate Change Center. 2006. "Our Changing Climate: Assessing the Risks to California, a Summary Report," prepared by Amy Lynd Luers (Union of Concerned Scientists), Daniel R. Cayan (Scripps Institution of Oceanography), Guido Franco (California Energy Commission), Michael Hanemann (University of California, Berkeley), and Bart Croes (California Air Resources Board). www.climatechange.ca.gov California Department of Water Resources. "Progress on Incorporating Climate Change into Management of California's Water Resources." July, 2006. http://baydeltaoffice.water.ca.gov/ Calpirg Public Interest Advocate. 2007. "Public Transit Advocates Urge the Legislature to Prevent Cuts to Public Transit Funding." January 11th. Cardwell, Diane. 2007. "At Mayors' Summit, Bloomberg Campaigns for Clean Air." New York Times, May 16th. Case, Scot, June 2006. "Building a Better Future; Government LEEDs the Way. Public entities are scoring points by erecting buildings that meet Leadership in Energy and Environmental Design (LEED) criteria," GovPro, Penton Media, Inc. Climate Action Plan for San Francisco, San Francisco Department of Environment and Public Utilities Commission, Sept. 2004. Climate Group http://www.theclimategroup.org/ CNA Corp. 2007. "National Security and the Threat of Climate Change." April 20th DBI (Department of Building Inspection). October, 2006. "What You Should Know About The Residential Energy Conservation Ordinance (RECO)." www.sfgov.org/dbi Electric Power Research Institute, as quoted in the Christian Science Monitor by Mark Clayton, July 29, 2004, p. 17. Engquist, Erik. 2007. "Bloomberg Touts Congestion Pricing Plan." NewYorkBusiness.com April 20th. Environment News Service. 2007. "Military Panel: Climate Change Threatens U.S. National Security." April 20th. Espey, Molly. 1998. "Gasoline Demand Revisited: An International Meta-Analysis of Elasticities." Energy Economics 20 (3): 273-95. Flannery, Tim. The Weather Makers: How Man Is Changing the Climate and What It Means for Life on Earth. New York: Grove Press, 2005. Gordon, Rachel. 2007a. "Governor's Budget Plan Diverts Millions from Public Transit." San Francisco Chronicle, May 16th. Gordon, Rachel. 2007b. "Panel Picked to Solve Muni's Funding Mess." San Francisco Chronicle, May 3rd, p. B8. Gordon, Rachel. 2007c. "San Francisco Muni Ready to Send Hybrids Into Service." San Francisco Chronicle, April 9th. Gore, Albert, Jr. Earth in the Balance: Ecology and the Human Spirit. Boston: Houghton Mifflin, 1992. Gore, Al. An Inconvenient Truth: The Planetary Emergency of Global Warming and What We Can Do About It. New York: Rodale, 2006. Hansen, Jim. 2006. "The Threat to the Planet." New York Review of Books, July 13th. Hess, David. 2005. "Case Studies of the Greening of Urban Transit: San Francisco's Muni." http://www.sfmuni.com Hoge, Patrick. 2007. "Benefits of green building outweigh up-front costs." San Francisco Chronicle, February 4th. ICLEI (Local Governments for Sustainability). 2007. World Cities Leadership Climate Change Summit, London. http://www.iclei.org/index.php?id=800 Kayser, Hilke A. 2000. "Gasoline Demand and Car Choice: Estimating Gasoline Demand Using Household Information." Energy Economics 22 (3): 331-48. Keeling, Charles David. 1998. "Rewards and Penalties of Monitoring the Earth." Annual Review of Energy and the Environment 23: 25-82. Kociolek, John Patrick, Director, California Academy of Sciences. "The New Academy of Sciences." San Francisco Department of Environment. November 30, 2005. http://www.sfenvironment.org/downloads/library/aliforniaacademyofsciences.pdf Kolbert, Elizabeth. Field Notes from a Catastrophe: Man, Nature, and Climate Change. New York: Bloomsbury, 2006. Kolbert, Elizabeth. 2007. "Do Not Drive, He Said." The New Yorker, May 7th. Kugler, Sara. 2007. "New York's Cab Fleet To Be Entirely Hybrid Within Five Years, Mayor Says." San Francisco Chronicle, May 23rd, p. A12. Lanchester. 2007. "Global Warming, Global Inertia." London Review of Books, March 22nd. Lazarus, David. 2007. "Is It Time To Raise Gas Taxes?"; "Why Some Experts Want Higher Gas Tax"; "Gas Taxes Could Fuel Reforms." Articles appearing in San Francisco Chronicle, April 25, 27 and 29. . Litman, Todd. 1999. "A Critical Evaluation of Electric Vehicle Benefits." Victoria Transport Policy Institute, November 28th. Litman, Todd. 2006. "London Congestion Pricing: Implications for Other Cities." Victoria Transport Policy Institute, January 10th. http://www.vtpi.org/london.pdf Martin, Mark. 2007. "Air Board Sets Goals to Reduce Emissions." San Francisco Chronicle, April 21st. McKibbon, Bill. 2007. KQED News Hour. "Carbon Tax Aims to Cut Greenhouse Gases." April 11th. NASA Technical Briefs. 2005. "Carbon-Nanotube Conductive Layers for Thin-Film Solar Cells." Nation, Joe. 2007. "Coordinate Carbon Trading Markets." San Francisco Chronicle, March 23rd, p. B11. New York Times Editorial. 2007. "Warming and Global Security." April 20th, late edition, Section A, . Oreskes, Naomi. 2004. "Beyond the Ivory Tower: The Scientific Consensus on Climate Change." Science 306: 1686. Peskin, Aaron. 2007. "Peskin To Offer Measure to Overhaul Muni, Cut Greenhouse Gases." San Francisco Chronicle, May 22nd, Bay Area Section. Petit, J.R., J. Jouzel, D. Raynaud, J. Barkov, M. Barnola, I. Basile, M. Bender, J. Chappellaz, M. Davis, G. Delaygue, M. Delmotte, V. Kotlyakov, M. Legrand, V. Lipenkov, C. Lorius, L. Pépin, C. Ritz, E. Saltzman, and M. Stievenard. 1999. "Climate and Atmospheric History of the Past 420,000 Years from the Vostok Ice Core, Antarctica." Nature 399: 429-36. Puller, Steven L. and Lorna A. Greening. 1999. "Household Adjustment to Gasoline Price Change." Energy Economics 21 (1): 37-52. Reiss, Bob. The Coming Storm, Extreme Weather and Our Terrifying Future. New York: Hyperion, 2001. Rocky Mountain Institute's Home Energy Briefs #2. Lighting. www.rmi.org Rosenblum, Daniel. 2007. "Carbon Tax Aims to Cut Greenhouse Gases." KQED News Hour, April 11th. San Francisco Department of Environment. 2007. "Bill Introduced to require compostable bags." January 24th. www.sfenvironment.org San Francisco Municipal Railway Short Range Transit Plan FY2006-2025. January 22, 2007. www.sfmta.com/cms/rsrtp/srtpindx.htm S.F. BOS (San Francisco Board of Supervisors) press release. "San Francisco to be world leader in local, clean, renewable energy." April 17, 2007. S.F. Prop B. 2001. "San Francisco Votes to Produce Its Own Solar and Wind Power." New York Times, Nov. 8th. San Jose Mercury News. 2007. "Silicon Valley Business Leaders Back Feeback Idea." May 27th. Sappenfield, Mark. 2005. "Global-Warming Fight Goes Grass Roots." Christian Science Monitor, June 6th. Schaller, Bruce. 2007. "Will the Critics Kill Congestion Pricing?" Gotham Gazette, May 8th. http://www.gothamgazette.com/article/transportation/20070508/16/2162. SFCTA: Mobility, Access and Pricing Study: Briefing Book. May 2007. SFTEP: Transit Effectiveness Project: Briefing Binder, San Francisco Municipal Transportation Authority, July 2006. Simon, Stephanie. 2006. "While Washington Dithers, Fargo Leaps Into The Breach." Los Angeles Times, December 24th. SPUR. 2007. "High Speed Rail Essential To Keep California on Track; Trains Offer Best Bet for Fast, Clean Transport As State Grows." Newsletter, June. SPUR. 2005. "Reversing Muni's Downward Sprial: Muni Can Avoid a Financial Meltdown, But It Has To Get Better, Faster, and More Productive." September 1st. SPUR. 2006. "Muni's Billion Dollar Problem: To Become the Transit System That San Francisco Needs, Muni Needs More Revenue." January 18th. Stern, Nicholas, Cabinet Office - HM Treasury. 2006. "Climate Change Fight Cannot Wait." BBC News, October 31st. Stern, Nicholas, Cabinet Office - HM Treasury. The Economics of Climate Change: The Stern Review. Cambridge, England: Cambridge University Press, 2007. www.hm-treasury.gov.uk/independent reviews Sweet, William. Kicking the Carbon Habit. New York: Colombia University Press, 2006. United Nations Intergovernmental Panel on Climate Change. February 2, 2007. First phase of five-year report, 1600 pages. www.ipcc-wg2.org United States Census Bureau: Countries Ranked by Population. Energy Information Administration: World Carbon Dioxide Emissions from the Consumption and Flaring of Fossil Fuels, 1992-2001, Countries Ranked by Population: 2001. www.census.gov/prod/2001pubs/c2kbr01-4.pdf U.S. Department of Energy - Energy Efficiency and Renewable Energy. EERE State Partnerships and Activities. 2006. "California Governor Schwarzenegger Approves Greenhouse Gas Law." October 4th. Urban Environmental Accords, Document Signed by Mayors of Cities Around the World on United Nations Day 2005. http://www.urbanaccords.org/pdf/Accords.pdf Western Public Utility Commissions' Joint Action Framework on Climate Change, December 1, 2006, CA PUC, WA Util. & Trans. Comm., OR PUC, NM Public Regulations Comm. www.cpuc.ca.gov/eeworkshop/JAFoCC.htm Young, Eric. 2006. "Transit Chiefs Threaten a Tax on Downtown." San Francisco Business Times, May 5th.

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R8: Francisco may not sell prepared food in disposable food service ware that contains polystyrene foam, but must instead use an affordable alternative biodegradable, compostible or recyclable product, unless there is no suitable product available. This includes restaurants, City facilities, shops, grocery stores (does not include raw meats or fish). Violation invokes monetary penalties.

Additional Recommendations 1

Not linked to specific findings.

R25-30: year life span of the system, the home owner will save - based on current electrical rates and a conservative estimate of a six percent annual inflation rate for future costs -- about $60,000 in electricity. After subtracting the system's cost, the bottom line is $40,000 in savings." In the meantime, solar energy development is rapidly improving. New technology is now being created to utilize a solar conductive film, little more than conductive saran wrap, that can be used in many more applications than current solar panels. It is anticipated that in the future an entire house or car can be wrapped in the film which will then provide electricity to batteries. We can expect greatly increased efficiencies from solar technology. (NASA 2005) If, in the not too distant future, plug-in vehicles become available at reasonable prices to the average homeowner, solar home energy will become even more cost effective. The homeowner with rooftop solar energy, who also owns a plug-in automobile, could take advantage of the combination of his own free and clean solar energy, along with off-peak PG&E or the City's own Community Choice Aggregation, to power his home and car. While we cannot predict the future -- new products are streaming into the marketplace, from solar collectors which are also roofing tiles, to backpacks which recharge i-pods - it is clear that this new technology will not languish. Bay Area businesses and organizations have the expertise to provide incentives and technical help to further promote acceleration of solar installations in the City. The Business Council on Climate change (BC3), an external advisory group working with San Francisco and other cities, 39 As early as Fall of 2007, residents can click on www.SolarSF.org to find their electricity-producing potential. 40 http://www.sfgate.com/cgi-bin/article.cgi?file=/c/a/2007/04/21/HOGAQPAJBS1.DTL&ty is a group of businesses committed to climate leadership, currently with more than 42 member companies. Finding D2a. Solar power in the City will provide a significant benefit in the long term in both cost savings for users as well as reducing reliance on fossil fuels for generating electricity. Finding D2b. Solar power in the City is easy to acquire. Installation is subsidized and it should be an attractive proposition for users of energy with suitable rooftops. Finding D2c. The Department of Environment is helping San Franciscans to determine which rooftops are most suitable for solar panels. Finding D2d. The short term cost of purchasing solar panels and junction boxes, reinforcing roofs, rewiring, and bringing the remainder of electrical systems into code compliance may be a significant cost burden to the majority of residential and commercial building owners. Financial incentives such as subsidies, tax credits and low cost loans might be required. Finding D2e. Consumers would be more likely to invest in solar if it is financially a better alternative. Requiring PG&E to reimburse for all excess solar energy returned to the grid would add to the attractiveness of investing in solar rooftop panels. Finding D2f. Solar rooftop panels will be an even better proposition for homeowners with plug-in vehicles. As time goes on, such consumers will gradually approach an emissions- free life style. Finding D2g. Solar power projects generate business for local firms that provide energy equipment and services and will create new jobs centered around green power. Recommendation D2a. The Department of Environment, with the cooperation of the Mayor, Board of Supervisors, and Departments of Planning and Building Inspection, should explore more ways to create incentives for City residents and businesses with rooftops suitable for solar panels to act early to invest in these projects, considering financial incentives such as subsidies, rebates, property tax reduction, or low-cost loans. Recommendation D2b. The San Francisco State Legislation Committee should lobby the California Public Utilities Commission and the State Legislature for regulations allowing homeowners and businesses to be compensated for all solar energy being returned to the grid. Recommendation D2c. The Department of Environment should keep consumers informed of technological advances in solar technology. Recommendation D2d. The Departments of Environment, Planning and Building Inspection should catalogue and publicize financing options for solar installations for residential consumers. Recommendation D2e. The Department of Environment should partner with San Francisco Community College to establish training and certification programs for professional solar installers and for customer self-installations. Recommendation D2f. The Departments of Environment, Planning and Building Inspection should work with business groups such as BC3, as well as hotel associations and local non-profit organizations to promote solar installations through community education, outreach and training. The Office of the Mayor, Responses required from The Planning Department, The Department of Building Inspection, San Francisco Community College, The S.F. State Legislation Committee, The Department of Environment (60 days). The Board of Supervisors (90 days). SOLID WASTE Ε. To address the San Francisco Climate Action Plan goal of increasing residential, commercial and municipal recycling and at the same time promoting source reduction. The world's economic engine has promoted consumerism in order to promote growth -- in income, jobs and quality of life. Our discarded waste, unhappily, is overwhelming the capacity of our landfills, and plastic detritus threatens marine life as well. There is an upstream cost of producing these oil-based commodities, contributing to the load of greenhouse gases which bodes ill for our future. In a San Francisco Chronicle article dated 2/18/07 and entitled, "The Real Cost of Bottled Water," the Director of the San Francisco Department of Environment and the General Manager of the San Francisco Public Utilities Commission write that "San Franciscans and other Bay Area residents enjoy some of the nation's highest quality drinking water, with pristine Sierra snowmelt from the Hetch Hetchy reservoir as our primary source . . . and the federal standards for tap water are higher than those for bottled water." Bottled water leaves behind millions of plastic bottles to be recycled, or possibly to end up in our waste stream, not to mention the upstream energy resources used for manufacture and transport. San Francisco is at the forefront in attempts to reduce the use of plastic in the City, as well as recycling paper, glass, metals and compostable green waste. The new law restricting plastic bags will require supermarkets and large drug stores to offer customers only bags made of recyclable paper, "bio-plastic" (materials that can be turned into compost), sturdy cloth, or plastic that can be reused. Polystyrene take-out containers can no longer be provided by restaurants, shops or grocery stores; compostable alternatives are available (S.F. Department of Environment 2007). Finding E1. Although California has a surcharge on purchases of plastic bottles and aluminum drink cans and some percent of cans and bottles are recycled every year, there is still much plastic, recyclable and non-recyclable, that ends up in landfills. NorCal Scavenger Services performs a good job of recycling metal cans and some plastics. Other plastic products do not meet requirements for recycling and are not accepted. These, along with some that could be recycled but are not segregated by the user, end up in landfills. Recommendation E1. San Francisco businesses, residents and City departments should be encouraged through stepped-up educational programs by the Department of Environment to decrease their purchase and use of plastic goods and to increase recycling. Responses required from The Department of Environment (60 days). REQUIRED RESPONSES BY DEPARTMENT В В В В В В В В В С С С С A С С С D D Ε 3 5 5 DEPARTMENT 2 4 6 7 8 9 2 3 6 7 1 1 1 4 1 2 1 Board of Supervisors X X X X X X X Central Shops X DBI X X X X X X X Environment X X X X X \mathbf{X} \mathbf{X} X X X X X X X X X X X X X GSA X X Health X LAFCO X Mayor X X X X \mathbf{X} X X MTA X X X X X X Muni X X Parking and Traffic X X Parking Authority X Planning X X X X X X \tilde{\mathbf{X}} X Port X Public Works X SFCC \mathbf{X} SFFD X SFO X SFPUC X SFUSD X State Legislation X X X Taxi Commission X page page General A1 8 C1 Municipal Energy Use 24 Transit First Policy 9 C2 B1 Municipal Building Standards 25 Muni Fleet C3 Commercial & Residential Bldgs. B2 11 26 12 B3 Muni Funding C4 28 Energy Watch 15 C5 B4 Muni Speed Commercial Building Standards 28 B5 Commuter Options 16 C6 Energy Tax 29 Private Vehicles 18 C7 B6 RECO 30 19 30 В7 Plug-in Vehicles D1 Community Choice Aggregation В8 Taxis 21 D2 Solar Rooftops V. INVESTIGATIVE PROCEDURE The San Francisco Civil Grand Jury interviewed staff from: San Francisco Department of the Environment San Francisco County Transportation Authority (CTA) ٠ San Francisco Public Utilities Commission (PUC) • San Francisco Planning Department ٠ San Francisco Department of Parking & Traffic (DPT) • San Francisco Board of Supervisors Pacific Gas & Electric (PG&E) The Civil Grand Jury reviewed or consulted the following documents (see Bibliography) Sustainability Plan for the City of San Francisco (1996) United Nations Intergovernmental Panel on Climate Change report (IPCC 2007) San Francisco Climate Action Plan (Climate Action Plan, 2004) ٠ The Transit Effectiveness Briefing Binder for San Francisco (SFTEP, 2006) ٠ U.S. Census Bureau: Countries Ranked by Population (on eCO2 emissions) (2001) Progress Incorporating Climate Change into Mgmt. of California Water Resources (2006) Short Range Transit Plan for San Francisco Municipal Railway 2006-2025 (2001) Municipal Transportation Agency (MTA) FY2007 Proposed Budget (2006) San Francisco County Transportation Authority, Mobility, Access & Pricing Study (2007) • San Francisco Environmental Code (2003-2007) • Our Changing Climate, Assessing the Risks to California; A Summary Report from the California Climate Change Center (2006) Western Public Utilities Commission Joint Action Framework on Climate Change (2006) Understanding and Responding to Climate Change; National Academies Reports (2005) • Numerous published peer-reviewed Scientific articles Numerous news articles in local and national newspapers and the Internet The Civil Grand Jury read the following books: Earth in the Balance (1992) by Al Gore ٠ An Inconvenient Truth (2006) by Al Gore • The Weather makers (2005) by Tim Flannery Field Notes from a Catastrophe (2006) by Elizabeth Kolbert The Coming Storm (2001) by Bob Reiss Kicking the Carbon Habit (2006) by William Sweet Plug-in Hybrids: The Cars That Will Recharge America (2006) by Sherry Boschert The Civil Grand Jury attended scientific meetings in San Francisco on Global Warming American Geophysical Union (AGU, Dec 2006) American Association for the Advancement of Science (AAAS, Feb 2007) Water Utility Climate Change Summit 2007, San Francisco Math Sciences Research Inst. (MSRI, April 2007) "From Global Predictions to Local Action" State Bar of California, Bar Assoc of SF, "Domestic Response to Global Climate Change" • VI. TABLES Tables 1-2. The eCO2 reduction goals envisioned by the San Francisco Climate Action Plan, in thousand metric tons per year for: Transportation (top) and Energy Efficiency (bottom) Table 1: Transportation Estimated eCO_2 reduction Transportation Action Categories in 1,000 tons/year A. Increase the Use of Public Transit as an Alternative to Driving 87 B. Increase the Use of Ridesharing as an Alternative to Single 42 Occupancy Driving C. Increase Bicycling and Walking as an Alternative to Driving 10 D. Support Trip Reduction Through Employer-Based Programs 28 E. Discourage Driving 155 F. Increase the Use of Clean Air Vehicles and Improve Fleet Efficiency 641 Total 963 Table 2: Energy Efficiency Estimated eCO_2 reduction Energy Efficiency Action Categories in 1,000 tons/year A. Increase Incentives, Direct Installation and Technical Assistance Residential Buildings 222 Commercial Buildings Tables 3-4. The eCO2 reduction goals envisioned by the San Francisco Climate Action Plan, in thousand metric tons per year for: Renewable Sources (top) and Solid Waste (bottom) Table 3: Renewable Sources Estimated eCO_2 reduction Renewable Sources Action Categories in 1,000 tons/year A. Develop Renewable Energy Projects Solar Energy 35 239 Wind Energy Biomass Energy 44 B. Conduct Pilot Projects for Emerging Technologies C. Support and Develop Green Power Purchasing 230 Total 548 Table 4: Solid Waste Estimated eCO_2 reduction Solid Waste Action Categories in 1,000 tons/year A. Increase Residential Recycling and Composting 70 B. Increase Commercial Recycling and Composting Table 5 SFPUC Energy Efficiency Projects completed San Francisco General Hospital -- Lighting In 13 buildings at SFGH Medical Center, install energy efficient lighting. San Francisco Housing Authority, housing 2000 energy-efficient refrigerators developments Energy efficient lighting at 17 facilities. Department of Public Health -- Clinics Rec. & Park Department energy efficiency Golden Gate Park (lighting) Lighting efficiency at DPW Corporation Yard 2323 Cesar Chavez DPW/BBR shop and administrative offices. Install energy efficient fluorescent lighting. West Portal Library Moscone Center West -- Expansion Energy efficiency LED traffic signals retrofit City-wide traffic signals Moscone Convention Center -- ECM Lighting retrofit and control modification Lighting. Does not include St. Mary's Square. DPT Garages DPH Clinics Energy Controls Install energy management controls at 9 clinics Design and install energy efficient mixers at Waste Water Aeration Basin Mixer Efficiency Southeast Waste Treatment Plant 190 9th St Library Administration Building EMS Energy management system upgrade to newly renovated administration building. SFGH Chiller replacement Chiller (natural gas savings) Total annual emissions reduction from these projects is expected to be 10,904 tons eCO2,, about one quarter of the 45,000 ton goal for Municipal Buildings by year 2012 (Table 2). VII. APPENDICES Appendix #1. Sea Levels The following statistics on sea levels corresponding to levels of atmospheric CO2 and temperature are from Section 2 of "The Threat to the Planet," an article by Jim Hansen, 41 Director of the NASA Goddard Institute for Space Studies and Adjunct Professor of Earth and Environmental Sciences at Columbia University's Earth Institute. (Hansen 2006) The level of the sea around the globe is a reflection primarily of changes in the volume of ice sheets and thus of changes in global temperature. When the planet cools, (called glacial periods), ice sheets grow on continents and the sea level falls. When the Earth warms (called interglacial periods), ice melts and the sea level rises. By drilling into glaciers to analyze air bubbles trapped under layers of snow, scientists can measure the levels of each gas in the atmosphere hundreds of thousands of years ago. By comparing the concentrations of different isotopes of oxygen in these air bubbles, they have measured the average levels of CO2 and temperature over 420,000 years. Figure 1, next page, from Vostok, Antarctica ice cores, shows CO2 and temperature rising and falling together over periods of roughly 100,000 years. (from of Elizabeth Kolbert's 2006 book) During the coldest ice ages measured, atmospheric CO2 descended to lows of 200 parts per million, while Earth's average temperature was about ten degrees Fahrenheit colder than today, and the sea level was 400 feet lower. The warmest interglacial periods were about two degrees warmer than today and the sea level as much as sixteen feet higher. During this 420,000 year period, atmospheric CO2 reached a maximum of 299 parts per million around 325,000 years ago. Measurements of CO2 from 1958 onward, made at Mauna Loa, Hawaii, are known as the Keeling Curve (see Figure 2). The saw tooth effect results from the seasonal changes in northern forests, but the inexorable rise is due to the burning of fossil fuels (Flannery 2006, p. 25). Since the start of the industrial revolution, the level of CO2 in the atmosphere has risen from 280 parts per million to the present 380, and with a business-as-usual scenario is expected to exceed 500 by the end of the century because of release of carbon into the atmosphere by humans. This would result in an increase of about five degrees of global warming during this century, the warmest the earth has been in three million years. Figure 3 shows trends in the average surface temperature of Earth from 1860 to 2000 AD (top) and from 1000 to 2000 AD (bottom), taken from the Report of the Intergovernmental Panel on Climate Change Working Group One, showing a steady rise since the beginning of the industrial revolution. The last time that the Earth was five degrees warmer than today was three million years ago, well outside of this measured time period, when sea level was about eighty feet higher. Jim Hansen is no relation to members of the CGJ. 2100 AD (projected) [ (parts per million) Atmospheric CO, 2005 AD 390 368 330 1750 AD 302 270 240 210 180 4 Anomalies (°C) Temperature -2 4 −ũ -10 --12 - 100 200 ō 200 400 Age (thousands of years before present) Figure 1. The record from the Vostok core shows that Atmospheric CO2 levels and temperature have varied in tandem over hundreds of thousands of years, with very long periods of heating and cooling. But starting with the Industrial Revolution, the CO2 rises very abruptly (1750 to 2005 AD) and is expected to continue rising, and with it a corresponding increase in the earth's temperature. Figure from Kolbert, crediting Petit et al (1999). 390 385 380 WWW. CO2 Concentration (PPM) 370 365 350 355 350 345 340 335 330 325 320 315 310 1958 60 62 64 66 68 70 72 74 76 78 80 82 84 86 88 90 92 94 96 98 00 92 94 Year Figure 2. The Keeling Curve measuring atmospheric CO₂ levels atop Mauna Loa, Hawaii, from 1958 to the present. These measurements provide a detailed, expanded, look at the recent abrupt rise in CO2 shown in Figure 1. The annual variation is due to sequestration of CO2 during summer months when the northern hemisphere is green. Figure taken from "Progress on Incorporating Climate Change into Management of California's Water Resources," July 2006, CA Dept. of Water Resources. Variations of the Earth's surface temperature for: (a) the past 140 years 0.8 GLOBAL Department in Comparature (*C)

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F1: is a major enterprise which engages in numerous and major undertakings, many involving risks with significant loss exposure.

F2: The City should have a sophisticated risk management program comparable to what would be found in a private sector business with similar assets, revenue, and risk exposure.

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R1: The City should create a risk management program that conforms to best business practices, is highly developed, embraces technology-based risk management tools, and is applicable to all City departments. The Office of the Mayor Responses required from The Office of the Controller The Office of Risk Management The City Administrator (60 days) The Board of Supervisors (90 days) 13 "Pulling" refers to removing the driver from his driving assignment.

F3: The Office of Risk Management, with its inadequate staffing and apparent limited status within City government, is performing as well as it is able under the current circumstances.

F4: The Office of Risk Management, as it is now configured, is so inadequate that it cannot begin to provide the level of risk management leadership needed by the departments.

F5: If it is to take the lead in developing and implementing a citywide risk management program, The Office of Risk Management must have a highly skilled and well qualified staff. > Recommendation 2: The creation of a risk management program must include an assessment of current risk management staff and a determination of what else is needed for the successful launch of a citywide risk management program. The City Administrator Responses required from The Office of Risk Management (60 days) City operations are decentralized, which means that risk management

F6: programs are not citywide and not centralized within the Office of Risk Management. > Recommendation 3: The Office of Risk Management must have the authority necessary to implement a citywide risk management program. The Office of the Mayor Responses required from The City Administrator (60 days) The Board of Supervisors (90 days) There is tension and lack of cooperation between the Office of the City

F7: Attorney and the Office of Risk Management. The current state is counter-productive to the promotion of risk management at the department level. The continuance of a "silo mentality" will inhibit the success of future efforts to create a centralized, citywide risk management program. > Recommendation 4: The Mayor and the City Attorney should exercise their authority and leadership to insure cooperation between the staff of the Office of the City Attorney and the Office of Risk Management. The Office of the Mayor Responses required from The City Administrator The Office of the City Attorney (60 days)

F8: With rare exception, it is the policy of the City to be self-insured, to neither purchase excess insurance nor participate in insurance pooling programs such as those sponsored by the California State Association of Counties.

F9: The Civil Grand Jury is unaware of any analysis supporting the financial soundness of the City's policy regarding its insurance program.

F10: There is insufficient data to determine whether the City's policy of self- insurance is economically sound.

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R6: The City should engage a consultant to review its current insurance program to determine whether the current plan of self insurance remains the most cost-effective plan of insurance, whether the City would benefit from the inclusion of other insurance such as excess insurance or insurance polices with a high self insured retention. The Office of the Controller Responses required from The Office of Risk Management The City Administrator (60 days) The Board of Supervisors (90 days) > Recommendation 7: The Office of Risk Management should be directed to request insurance quotes for standard commercial coverage for the City. Responses required from The City Administrator The Office of Risk Management (60 days)

R9: In insuring against the liability risks of City-owned ➣ vehicles, the City should explore and compare the financial advantages of an insurance program consisting of (1) a commercial insurance package (2) self-insurance, or (3) a combination of self and commercial insurance. The City Administrator Responses required from The Office of Risk Management The Office of the Controller (60 days) The Board of Supervisors (90 days)

F11: The most frequent and costly claims involve City-owned vehicles, with the highest incidence of occurrence in the San Francisco Police Department, the Department of Public Works, and SFMTA (the Municipal Railway and Parking and Traffic). Although two reports have addressed claims arising out of City-owned

F12: vehicles, the recommendations contained in the reports have been largely ignored and not implemented.

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R8: The October 15, 1999, "Judgment and Claims Report" from the Office of the Legislative Analyst, and the March 2001 "Review of Claims, Settlements, and Litigation Data for City Departments" from the Budget Analyst for the Board of Supervisors should be reviewed and the recommendations contained therein implemented. The Office of the Mayor Responses required from The Office of Risk Management The City Administrator (60 days) The Board of Supervisors (90 days)

F13: The City's policy is to fund settlements and judgments from the General Fund. This means that funds which could be spent on other programs are used to settle liabilities incurred as the result of the alleged negligence or wrongdoing of City departments. The 1999 and 2001 reports each recommended that the City consider

F14: holding departments financially accountable for their losses. As of the date of this report, settlements do not have a negative impact on a department's operating budget or the career status of department heads. With the lack of consequences at the department level, the current system is virtually a "Get Out of Jail Free" card for department heads.

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R10: The City should hold Heads of departments ➣ accountable for losses arising out of their respective departments. The Office of the Mayor Responses required from San Francisco Municipal Transportation Agency San Francisco Police Department San Francisco Department of Public Works (60 days) The Board of Supervisors (90 days)

F15: The City Attorney manages the City's claims and defends the City in litigated cases. Citing strategic considerations, the City Attorney withholds information the departments need to conduct critical incident analysis. Responses required from The Office of the City Attorney (60 days) Citing legal privileges, the City Attorney has not provided a detailed

F16: accounting of the City's loss history for the purpose of evaluating the City's insurance and risk management programs.

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R5: The Office of the City Attorney should produce a standard loss run detailing the City's loss history which is acceptable to insurance company underwriters. The Office of the City Attorney Responses required from The Office of Risk Management (60 days)

R11: The City Attorney should produce a standard loss run constituting the City's history of loss and should make it available to the Office of Risk Management. Responses required from The Office of the City Attorney The Office of Risk Management The City Administrator (60 days)

F17: The City's self-insurance program combined with the total dominance of the City Attorney in the management of claims and litigation and the City's internal structure for both the approval and funding of settlements creates an incestuous system, not subject to best business practices of accountability, outside public scrutiny or evaluation. The Office of the City Attorney Responses required from The Office of the Controller The City Administrator (60 days) The Board of Supervisors (90 days)

F18: The administration of the Asian Art Museum is not an active participant in the process of obtaining insurance coverage for its collection and has no way of evaluating the adequacy of its coverage.

Related Recommendations (1)

R12: The Risk Management Office should consult with Museum administration during the renewal process, provide the Museum with a copy of its policy, and explain key policy terms. The Risk Management Office Responses required from The Asian Art Museum (60 days) IX. CHART OF REQUIRED RESPONSES 5 7 8 9 RECOMMENDATIONS: 2 3 4 6 10 11 12 1 Requires Response within 90 days: Board of Supervisors X \mathbf{X} \mathbf{X} X \mathbf{X} \mathbf{X} Requires Response within 60 days: The Mayor X \mathbf{X} \mathbf{X} \mathbf{X} \mathbf{X} City Administrator X X X X X X X X X Office of Risk Management X X X X \mathbf{X} \mathbf{X} X \mathbf{X} \mathbf{X} X City Attorney X \mathbf{X} Office of the Controller X X X Department of Public Works \mathbf{X} Municipal Transportation Agency \mathbf{X} Police Department X Asian Art Museum X - . Ι... X. GLOSSARY Adjuster14 - A representative of the insurer who seeks to determine the extent of the insurer's liability for loss when a claim is submitted. Aggregate Limit - Usually refers to liability insurance and indicates the amount of coverage that the insured has under the contract for a specific period of time, usually the contract period, no matter how many separate accidents might occur. Broker - Insurance salesperson that searches the marketplace in the interest of clients, not insurance companies. Casualty - Liability or loss resulting from an accident. Casualty Insurance - That type of insurance that is primarily concerned with losses caused by injuries to persons and legal liability imposed upon the insured for such injury or for damage to property of others. It also includes such diverse forms as plate glass, insurance against crime, such as robbery, burglary and forgery, boiler and machinery insurance and Aviation insurance. Many casualty companies also write surety business. CSAC-EIA: The California State Association of Counties (CSAC)15 formed the Excess Insurance Authority (EIA) as a Joint Powers Agency in 1979 to serve the insurance and risk management needs of California counties. CSAC believes that the EIA program has greatly reduced the cost of excess insurance for participating counties. CSAC Excess Insurance Authority offers several insurance programs to California Counties. Of interest in the liability area are: excess liability for large counties with SIR of $1 million or greater and limits of $10 million; excess workers' compensation; and, medical malpractice for county hospitals, county mental health and public health. EIA also offers all risk property damage programs, including earthquake coverage and excess workers' compensation. Terms in bold are quoted from the Best Insurance Resources http://www.ambest.com/resource/glossary.html#E 14The primary purpose of CSAC is to represent county government before the California Legislature, administrative agencies and the federal government. CSAC places a strong emphasis on educating the public about the value and need for county programs and services. CSAC website: www.csac.counties.org 16 Membership in the EIA is open to all CSAC member counties. Most of the counties in California are members of the EIA. The EIA has dramatically reduced member county excess insurance costs by using the combined purchasing power created by the group. Non-member counties have also benefited from the competitive role that the EIA has assumed in the public sector insurance marketplace. The EIA is governed by a board of directors comprised of one representative from each member county. The EIA is accredited by the California Association of Joint Powers Authorities and recognized as a highly successful and effective organization. CSAC website:www.csac.counties.org \Pi X.

July 05, 2007 — Purpose of the Civil Grand Jury The purpose of the Civil Grand Jury is to investigate the operations of the various*

50 pages 11 recommendations

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Additional Recommendations 11

Not linked to specific findings.

R1: "San Francisco Club Closing after shooting: City will consider suspending permit of Boondock Bay" by Jaxon Van Derbeken, San Francisco Chronicle, 5/1/07, p. B-3. "Fury over Sound" by Steven T. Jones, San Francisco Bay Guardian Online, 5/26/07. "Local Club Six not deep-sixed—yet" by Adam Martin, San Francisco Examiner, 6-7-07. Entertainment Commission: Administrative Code, Chapter 90

R2: Employees of the establishment shall be posted at all the entrances and exits to the establishment during the period from 10:00 p.m. to such time past closing that all patrons have left the premises. These employees shall insure that patrons walting to enter the establishment and those exiting in the premises are urged to respect the quiet and cleanliness of the neighborhood as they walk to their parked vehicle or otherwise leave the area; and

R3: Employees of the establishment shall walk a 100-foot radius from the premises some time between 30 minutes after closing time and 8:00 a.m. the following morning, and shall pick up and dispose of any discarded beverage containers and other trash left by area nighttime entertainment patrons; and

R4: Sufficient toilet facilities shall be made accessible to patrons within the premises, and toilet facilities shall be made accessible to prospective patrons who may be lined up waiting to enter the establishment; and

R5: The establishment shall provide outside lighting in a manner than would illuminate outside street and sidewalk areas and adjacent parking, as appropriate; and

R6: The establishment shall provide adequate parking for patrons that would encourage use of parking by establishment patrons. Adequate signage shall be well-lit and prominently displayed to advertise the availability and location of such parking resources for establishment patrons; and

R7: The establishment shall provide adequate ventilation within the structures such that doors and/or windows are not left open for such purposes resulting in noise emission from the premises; and There shall be no noise audible outside the establishment during the daytime or

R8: nighttime hours that violates the San Francisco Municipal Code Section 49 or 2900 et. seq. Further, absolutely no sound from the establishment shall be Ĩ XIII Entertainment Commission Good Neighbor Policy audible inside any surrounding residences or businesses that violates (San Francisco Police code) section 2900.

R9: The establishment shall implement other conditions and/or management practices necessary to insure that management and/or patrons of the establishments maintain the quiet, safety, and cleanliness of the premises and the vicinity of the use, and do not block driveways of neighboring residents or businesses.

R10: Permit holder shall take all reasonable measures to insure the sidewalks adjacent to the premises are not blocked or unnecessarily affected by patrons or employees due to the operations of the premises and shall provide security whenever patrons gather outdoors.

R11: Permit holder shall provide a cell phone number to all interested neighbors that will be answered at all times by a manager or other responsible person who has the authority to adjust volume and respond to other complaints whenever entertainment is provided. Adopted by the Entertainment Commission on November 16, 2004 П IX

* This report's PDF did not contain easily extractable text and required Optical Character Recognition (OCR) for analysis. There may be minor errors in the extracted findings and recommendations due to OCR limitations with scanned documents.