>> good morning. and happy new year. >> happy new year. >> this is first meeting of 2024. good morning commissioners and welcome to homeless oversight commission meeting. it acustom to acknowledge the ramaytush oholone land. we acknowledge that we are on the unceded ancestral homeland of the ramaytush ohlone who are the original inhabitants of the san francisco peninsula. as the indigenous stewards of this land and in accordance with their traditions, the ramaytush ohlone have never ceded, lost nor forgotten their responsibilities as the caretakers of this place, as well as for all peoples who reside in their traditional territory. as guests, we recognize that we benefit from living and working on their traditional homeland. we wish to pay our respects by acknowledging the ancestors and relatives of the ramaytush community and by affirming their sovereign rights as first peoples. i'll turn it over to

commission secretary to advice of sth public comment policy and call the roll and. >> thank you. good morning and thank you for joining. thet mooing is held in hybrid format and in person at city hall room 416 and broadcast live at sfgovtv. members wild have a opportunity to provide comment specific to each presentation. members who wish to provide comment earlier will be heard when added to the queue. commenters have 3 minutes to comment. to comment remotely, the phone number to use today is

415-655-0001 access code, 26602589721. after entering the access code press pound twice to enter the queue. when the item is called, press star 3 to raise your hand. wait until the host calls on your to speak. speak clearly and insure you are in a quite location. best practice is to turn off any tv or computers around you. thank you for your cooperation. commissioners, this places on item 2, roll call. please respond when i call your name. butler, present. defty, present. albright, present. williams, present. guerrero, present. commissioner-san francisco

department of homelessness supportive housingmic fadm is present and deputy city attorney ben levy standing in. commissioners, we have a quorum. this places on item 3, announcements of sond producing devices. the ringing and use of cell phones are prohebted at thiss meeting. please be advice the chair may order removal from the meeting of any persons responsible for the ringing or use of cell phone or similar sound producing electronic devices. thank you for cooperation. this places onetum 4, announcements by the chair. >> thank you commission secretary. i want to welcome attorney glen levy who steps in in place for adam for his -thank you. i know he's out but thank you for stepping in. it is such a timely fashion, so thank you. also, just wanted to give a shout out to bren, who invited

us to do a point in time count january 30 so commissioners if you have the time to do so please do so. i signed up and looking forward to that. also, just wanted to wish everybody a happy new year. this year is going to be faced with a lot of adversity in our city, but we are resentiant commission and department so i hope this year we focus on the task at hand and not be distracted by what is happening in this world. also vigilant and committed to the work. that is all i have. this places on item 5, which is adoption of december 7, 2023 meeting minutes. any comments or questions from the commissioners about the- >> move approval. >> i have a comment and request. on page-goodness-right before

item 8 employee recognition, it indicates in terms of public comment that 17 members of the public spoke in support of the winston drive rv site community. i don't think this is a administrative request, but the individuals from the public who spoke were deeply passionate. i was moved incredibly moved to tears all most-in fact, i was, and the sort of summary of them is not given the same weight as the summary of the other public members who spoke and i can't recall everyone gave their name but to the extent we have names i think it is important to add them and certainly a summary of what their request was in the same sort of weight as the summary that was given for the other members of the public.

>> thank you commissioner. the minutes will be amended. >> thank you so much. i appreciate it. >> thank you for bringing that and agree, i think folks come for their voices to be heard and we should recognize this. any other comments? >> do we want to delay approval? >> we can delay as amended-i mean approve as amended and i'll amend it. >> given that, i move to approve the minutes or second. >> motion to approve the minutes and properly seconded. all in favor please say aye. opposed. let me do public comment on this item. are there members of the public who wish to comment about the meeting minutes from december 7? >> no callers in the queue, chair. >> okay. all in favor say aye. any opposed?

the ayes have it, so moved. this places on item 6, this is new agenda item. communications from the commission just to give a opportunity for commissioners to provide any updates announcement if they wish at this time. >> is this replacing commission matters? >> this is not replacing commission matters, this is announcements, updates you wish. >> i have a short update. i was fortunate enough to attend a two facilities that hsh runs and with different organizations involved,b and i have to say it was very eye opening and enlightening and i have a different perspective i think to bring to the commission and i don't have anything specific to say now,

but i things will come out as i encounter questions and subjects. >> thank you commissioner. >> i highly recommend that and would like to do more. >> absolutely, and recommend to all commissioners. i think we most lehave done site visits, they give a different perspective on the work so think that is something i'm committed to do that more consistently. >> i also enjoyed the tour of the two properties i saw. i would have request to maybe visit the buildings with high vacancy rates because there are some buildings very nice and well run and some buildings that have had challenges, so if there is a opportunity for future tours i love to in particular visit those with high vacancy rates. thank you. >> wanted to mention, the company that does the tiny homes has a live demonstration.

i think everybody got e-mails, but for the ubplic january 11, 10 a.m. to 4 p.m. at fulton plaza showing off some of their-looks like some of the tiny home options, similar to what they did on gough street. >> thank you commissioner. that in my notes as well so i look forward attending that. >> we should be careful not all be there at the same time. >> absolutely. i did send the announcement to commission secretary for us to-so she can help us in that regard. thank you. any other announcements or comments, questions? thoughts? perspectives from the commissioners? we can move on to item 7. hsh executive director mcspadden will recognize martha

benioff from the housing team. >> testing. it works. martha, come on up. probably not your favorite thing, maybe, but- [applause] so, just for the commissioners and i see you have a huge fan club today. that is really really exciting. so, one of the first things i learned about martha is she is quitely behind the scenes taking care of everything and she is really popular among the staff and everybody relies on her so much and she is just a wealth of knowledge.

i saw that very very quickly and it all the people here to support her today are attestment to that. one thing that we are unfortunate about right now is that martha just retired, so while we are really excited for her in her new life and congratulate her and martha, i don't know what your plans are, but hopefully it will be full of things you really want to do. we are really sad to see her go, and i just wanted to read what the person who nominated her said about her so everybody can hear. today we celebrate matha contribution to making hsh a great place to work. martha is retiring after spending 10 years of tireless work at department of public health and department of homelessness supportive housing. martha born in los angeles and grew up in mendocino. holds a ba and ms from

university of chicago. moved to san francisco in 1986 and worked for a few non praulfts including the california league of conservation voters and the itisy and for the city of san francisco. martha spent three years at department of public health in the housing urban health program helping with administration of permanent supportive housing for homeless people. she came to hsh when the department created in 2016 so one of the few originals left at the department and she has been instrumental helping structure the housing division. many people refer to martha as the glue that keeps us together. some of martha's most wonderful attributes are her incredible

humility. we will mish e miss your martha u your humanity candor and whit. as you work in small and big projects in the housing division and everybody got to know. you leave behind a big legacy at hsh and will miss you dearly. we wish you luck in the new phase of your life and hope you will continue to izhavet us often and help us out as we move into our next phase. martha, this is a certificate for you and we will have something that we'll send to you because it isn't ready yet. and also-- [applause]

>> i just want to say it has been a tremendous privilege to work with all of you starting with housing and urban health and department of public health and continuing on with hsh, because this is a greatest team i have ever seen. thank you. [applause] >> congratulations again marta and hopefully your retirement will be restful and also you can find a new gig maybe. [laughter] this places us on item 8, director's report. >> so, just while we are

waiting for shannon to pull up the presentation, just want to wish everybody a happy new year and thank you for your words at the beginning chair butler. i think you are right, we will face a lot of adversity this year sknr and it will be tough and have to stay focused on what is in front of us and what is important. so, shannon go ahead and move to the next slide. as usual, i'll go through our what happened over the last month and some of there data we have in the homelessness response system. moving on to outreach, outreach states study 2668 engagements in november. november 2023, the sf hot [indiscernible] over wn00 new adult shelter beds brought online through adult shelter

reinflation and supported with outreach. we have a new agreement with heluna health for sf hot which you know because it passed the commission last month approved by the commission in november and board of supervisors december and went into effect january 1. so, coordinated entry assessment, the assessment dropped slightly and down to 961 assessments in november. moving on to the next slide. year end statistics for mdt, the multidisciplinary team. a team that visit guests in sholeters to provide services. they reviewed 1300 guests coordinated entry status and checked human service agency benefits. they saw 38 reduction in guestsnone to coordinated entry

and 15 percent increase in problem solving in 24 percent increase in guests with pathway to permanent housing. tuesday december 26, 2023, the family access points will make real time shelter referrals. wie will no longer hold shelter beds or units up to 72 hours and offer only same day shelter referrals and this change reduce the number of beds and yunlts held offline waiting for a family to decide to accept or not the placement while other families sleep unsheltered. the family access points will no longer verify a family claim of unsheltered homelessness. we want tocontinue to prioritize the needs of most vulnerable families sleeping unsheltered we do not want to delay placement with verification process. the access point staff continue to ask questions to understand the family situation and prioritize families for scarce shelter beds based on this

information. we have more work to do to improve family shelter and housing systems, but this is a good step improving shelter access and using resources more effectively. rapid rehousing we continue to refer. about 15 families a month with similar projections for 2024. as there are currently over 200 families on the family rapid rehousing queue, we will be pausing new placement to the queue to insure we offer rapid rehousing to families awaiting placement. we also met with over 150 clients at project homeless connection december events. we scr a nice success story from that events. one youth client accepted a housing offer and applied to the unit within one hour, which is great. then, moving on to prevention. we have a update on the people at risk of homelessness through

prevention by clients served by department and mayor office of housing and community development between march and december 2023. during this period, 1967 houses served with average of $6293 which lead to $12.4 million distributed. 85 percent below 30 percent ami, 72 percent had experienced homelessness, 73 percent at risk of displacement and 14 percent had received eviction notice. 78 percent identify as people of color. moving the problem solving. problem solving stayed consistent in november with 54 resolutions. so far in fiscal year 2023-24,

we have 324 houses with over $1 million in financial assistance. just on to the housing inventory dash-board, want to remind we have a online dashboard tracking inventory for housing programs. we are still at 13.200 units of housing overall. housing placements dropped slightly in november down to 152 placements. this decrease is in large part due to completing the lease up at nablsh and city gardens. we also continue to see emergency housing vouchers used with 741 houses moved in with emergency housing voucher as of december 15, 2023. moving on to lake merced.

we continue to see progress at lake merced. about 120 unhoused households living in vehicles which is highlighted in yellow on the map have to relocate once new parking regulations are implemented. as of december 19, 61 houses in the area were not able to split the data into exact location, winston avenue versus lake merced boulevard. have been housed or in the pathway to housing. we have 26 move-ins, 31 people enrolled and waiting for move- in, 4 with pending referral. most are going to scattered sites supportive uzhoing including 16 emergency housing vouchers and 6 people received vehicle assistance through problem solving. the department collects contract information for any house that engage with the hot team and willing to share their information.

mta has not yet posted no recollect paing signage along winston drive. staff are meeting with mta this weerk to learn more about timeline for implementation. once the timeline is confirmed work closely with mta to insure people in the area are given ample notice and outreach is provided to know how to access available services including problem solving shelter and housing assessments. the department explore two sites for potential west side safe parking problem. once the site is identified the department will cublth a community engagement process that may require legislative approval. we look forward sharing more information as it becomes available. in terms of housing vacancies, the vacancies continue to drop in december decreasing to 7.9 percent. this represents a nearly 1/3 decrease in the vacancy rate

since 2023 which it was 11.6 percent. this month there was 194 vacancies available for referral or 2.2 percent of all units. offline pending units continue to decrease. we are on track to fill 80 more vacant units and projected to fill our goal by february 2024. the shelter inventory. across the shelter system on november 28, we had 3259 capacity and 92 percent occupancy rate. it is great to see more beds coming online and higher occupancy rate going to the winter months. for outreach and shelter in november the department involved in the apec response. outreach and shelter teams worked with city and federal partner tuesday support the event from prep starting november 6 through the end of

the event november 17. estimated 40 to 50 people in the apec focus areas per [indiscernible] october 2023, we conducted outreach to these areas before the event with 12 geds allocated daily and 7 placements made from the area. during the events we outreach with 22 beds allocated daily and 10 placement. we insured there was 24/7 route to access shelter. just to allocated beds to this effort that were not filled were given to other partners to fill so were not sitting waiting for people to use them from apec. temporary battery powers expected to be available by the end of january 2024 for guests at the bayview safe parking program finally. this has been something that

has been really tough for the people who live there. we have been waiting for pg&e to bring power online and that hasn't happen but public works found another solution so that will be helpful. the adult shelter reinflation will be completed january 1, 2024. this is brought online, 327 new shelter beds across 4 programs. the breakdown is reflected on the chart included in the slide. hsh manage shelter beds for adult and families. there were 395 adults on the 311 shelter reservation wait list with 48 reservations made in [indiscernible] on the wait

list may be in shelter or 14 day emergency placement while waiting a individual room. there isn't specific a shelter wait list for young adults who can access the transitional age youth specific shelter through the acsess points or access the adult shelter reservation wait list. one other big update, two reforms to referring to family shelters we rolled out. meant to address and touched on this, increase demand for shelter and balance shelter easier to access while focus with mow need for limited resource. the same day shelter referrals only, so in the previous system, there was a 72 hour hold on the beds and the unit while the family decided whether to take the resource. this left resources unused

while families slept unsheltered so the new system reduce offline beds and units. no more verification of unsheltered homelessness. the new system access points will continue to ask questions to understand household situation and confirm had they are unsheltered without verification. we have more to do but good first step. moving to additional updates. our legislative update, december 4, pieces of legislation passed. the board of supervisors approved our new agreement with heluna health for sf f hot and lease of gerald street. the board of education approved theb joint use agreement for the stay over program at buena

vista horace mann. the land commission approved sublease at candle stick recreation area. looking ahead to 2024, we have lots of legislation at the board of supervisors. we have a sthreemline contractic ordinance continued to january. we have new lease for the bay shore navigation center. accept and expend for home key round 3 for 685 ellis street and multiple grant agreements that go to the commission and board by the end of 23-24. we will try to figure how to streamline those for you so that it will be as simple as possible but they need to come before you beforend end of fiscal year. updates from advisory bodies. there are 5 omen seats on the homeless board.

board member james [indiscernible] is stepping down in january. he has been a great member and sorry to see him go. the shelter monitoring committee has two vacant seats. they elected their officers. shelter vacance advisory committee has 4 vacant seats. chair butler mentioned the pit count is coming up. the point in time count is the unsheltered count for the night of january 30, 2024. i believe you received an e-mail from bridget asking if you wanted to participator in the count. we love to have the commission join to be involved in the count. please let us know early next week if you are interested because we are starting to pull together the team. in may we will release the data to hud and produce the full report on point of time count

by july. then, the equity office had the second access [indiscernible] december 8. hold monthly sessions through march. 3hsh staff applied for trauma informed system to apply trauma if informed lens to racial equity work. the office continues working on two key strategic initiatives cross walking home by the bay and railths equity action plan to senticize external racial equity work to one document and working with the consultant to apply strategies to each homelessness response component set baseline and reduction targets for the equity strategy. then, our favorite last slide, hsh is hiring and we have 247

full time equivalent and 48 vacancies with 56 active recruitments that include positions fd exism and permanent role. we are hiring and appreciate your support. positions are posted on department of human resources website. with that, i'm willing to take questions and are want to say imy team is small today in terms of exectival team. we have gigi whitley and marion sanders the chief deputy director to help me answer questions you may have. thank you. >> thank you director mcspadden. commissioners, comments or questions? >> i have a few. first, i want to say i probably should have said earlier, but couple things mentioned i just am really happy to see. one is the removal of barriers

and fame r same day referral. that is brilliant move and it is really going to be effective in speeding placements up. also just creating more access to high aquity individuals. i think that will be huge. and then just earlier i was informed about the-we talk ed about the non congregate navigation model and are excited about that too. just imagine how much better that will be for just having more options other then congregate shelter. exciting to hear. i noticed there is the note around vacancy, 149 units are off line due to maintenance issues. when i was mediator for the bar

the maintenance issue is something we talked about before too. if we can expand going forward on that particular issue like i don't know if it is an additional bullet point just providing more information around what are the barriers like not enough contractors to perform the maintenance because in the past that was issue? i think it is important to educate the public around why maintenance takes so long and why these units continue to be off line because that is a large number. for instance, some of the legacy buildings like they take the amount of rent their collect and put that towards the maintenance and if they don't have the rent they don't want to displace people and don't have it the money to repair the units and construction can take years instead of months so doing more public education around that particular top recollect might

be helpful. >> if i can responds to that chblt we are continuing to work on getting that number down but that number is low and when we look at the vacancy rate, 2.2 percent of those it is really low. our providesers have done a wundserful job of working on that issue. our staff have done a wonderful job continuing to fill the vacancies and work through the problems with our providers. all the challenges that people are having, but we are seeing that come down and continue to see--we don't know how much lower we can get it because there will be units off line just part of the natural process is units will be off line before they come back on. >> maybe in that case let me correct myself. it isn't so much about the vacancy issue, because that number relatively is low. i guess i'm talking about educating the public on like what the barriers are to the

buildings receiving maintenance not necessary in relationship to the number of vacancies. does that make sense? cool. because once i learned why-people are why is it taking so long to repair the elevators and there is a lot of extreme trauma that comes out of that, so i think if people understand why those things are so slow, which i'm happy to chat more about off line, i think that would be useful. and then just a question-with lake merced, i was happy to see that seems half of the people that were there have been contacted and 26 have moved in. just to clarify for the families that they were moved into family service sites specifically. i know there were several

families. were people placed-i want to know more information about how people were placed i guess. >> i think when people came to coordinated entry they were assessed for the need and families were placed appropriately for families. we have lot of people who moved in like some moved in [indiscernible] and that's their own unit that is different from a place-based placement in one of our buildsings, but regardless, families were placed in appropriate family settings. >> awesome. that's great. thank you. it was good to see just briefly also the bullet point on the equity department and work they are doing since the number of people of color in the data is high. i'm sure it is coming, but

whether when there could be a presentation on that would be amazing. >> thank you commissioner. any other commissioners have questions? >> in the report it says 26 families were housed from the winston and brotherhood way--winston and lake merced boulevard. were the vehicles removed or are they still there? do we know that? >> marion, can you speak to that? >> marion sanders, chief deputy. i can't speak to that specifically. i would assume so since they were in their vehicles that their ecvoos went to the placement they are in because they moved to permanent housing, but i can come back with specifics. >> that would be good

information. if you are working with mta about the new sites and the timeline they are creating, that is interesting to know because many as i remember at the meeting were in disrepair in the november meeting, they were complaining the vehicles were so what happened and where are they in the city. >> we have been working arounds strategy of buy back and removal and have the process going on across the city. >> go ahead. >> thank you. i appreciate the proactive respaunsh to my questions i sent in in advance. i understand that the data isn't separated out between lake merced and winston specifically, i want to reiterate for the public, most outreach conducted was around

lake merced area because of the quick-build project proposed and it was only later that there was these parking restrictions that were put approved and so a imminent displacement of peachal on winston specifically and it sounds from what the advocates there are people not part of the outreach efforts yet and yet been accessed so it sounded what you provided in the comments there was going to be additional outreach to inform people when the parking restrictions go into effect but does that include assessment for people not assessed? >> our staff are continuing and hot is continuing to go out and access and get people aattention and get their contact information and follow up. they have done a diligent job on winston and lake mur icide.

they have been at this for a year trying to work with people to get them in the system to help them get something permanent, so yes, we'll continue that work as long as people are out there and as long as there are these issues. >> thank you. i heard you say you are having a meeting with mta this next week and anticipate there will be ample time and notification given to communicate? >> we will be working closely with mta. >> great. i love to stay informed if there are updates from that meeting and so on. >> okay, thank you. >> thank you so much. just i had wanted to reiterated, appreciate in the last month presentation we had the information about the denial service data at the shelters and would love to have that detailed about the site level or provider level exits. >> see if we can add that to the report. we are still looking at that,

but yes. >> there might be shelters more successful of avoiding denial service and some that struggle with that so help ful to understand if there is is variability across the shelter system because obviously the evictions and denial service are people exitingic bato the street. >> i think it gives the opportunity to look what people needs are so i think some of the shelters are saying they see higher level of aqueuety so may be specific shelters and need to figure what the right program is. >> exactly. talking to a care coordinator she said we need a place for somebody in crisis to go, especially after hours, weekends, because there is

often the choices to call for 5150 and the crisis teams has a opposite agenda to try to keep them out of the er, so there is sometimes a need to have time and space and distance so that person stabilizes before- >> we had preliminary conversations with the department of public health what the model should look like. >> that is terrific. love to hear more going forward. >> thank you so much and thank you for being providing questions in advance. appreciate that. >> thank you very much. appreciate your report and good work of the department. i wanted to add a couple comments and then a question. appreciate the work around vacancies. 32 percent decrease is since last year is remarkable.

i think there was be lessens learned what achieved the goal and get to that metric and might be something the department wants to take a closer look at. i don't have specific questions. with respect with winston drive and lake merced, it is commendment the department has 50 percent of the families. deeply concerned about the remaining individuals that are there. appreciate the outreach efforts. i do have a question about whether or not the city is able to afford sufficient translation services and all times of day services and evening services in terms of outreach so we are able to provide the services to those families, so that is a question. >> yes, that is certainly our-not only our intent but how we go about it. we know we need to provide the languages that people speak,

otherwise we can't get them into our system and caents build trust, so we are very aware of that and that is what we are doing. >> terrific. thank you very much. i think all of us would probably appreciate continuing reports about this and to the extent we can be helpful solving problems by going to meetings, i'm sure we would all appreciate that opportunity. >> i will continue to have this be part of my report. if we get any substantial information between meetings happy to send something out to you. i said i would last month and it just nothing happened, so if we have something definitive i'll send oout a letter. >> are i did see the [indiscernible] >> that is when i saw it too. >> thank you so much. chair butler, one request to

the department and one request to public at large, the family data is-and changes being made with family placements are important as subpopulation i would request we take a closer look at what is happening with family placements. we had specific reports about other subpopulations and think that family and children certainly is one of the reasons i joined this and i would appreciate that additional information. you did talk about pausing family placement, so you could implement other changes happening and i have question what happens to the families being paused? >> that is specifically for rapid rehousing and that is because we have a long queue,

but that isn't our whole family system. >> what happen s to families paused? >> families will have access to problem solving services and the rest of the services that are available throughout the coordinated entry system so it isn't like they are not getting anything, but we don't want to do is continuously add to the queue when we only have a certain number of rehousing slots. we want to make sure those slots are assigned and people are able to move in and then start to add back to the queue. >> understand. is there a triage element identifying queuety of the families or first family on the list is paused, second, third, fourth-it sounds like you are creating a wait list, maybe not. an assigned wait list. is there a triage or assessment

or just pausing until another position opens up? >> when they do the assessment there is a determination of their aquity level and housing status so that gets them on the list so people coming in through the access points that are not going on the list they go to problem solving status so they receive service through that intervention opposed to being assigned to the rehousing intervention so it isn't like they are getting anything, they are just receiving the rapid rehousing intervention so they still receive service and whatever they need and are able to receive with the interventions we have remain ing is what they are assigned to. >> thank you very much. >> rehousing is specific program. people are going to go in for a short period of time, two

years, plus extension if necessary so we have people in permanent housing and problem solving who maybe able to resolve homelessness another way. we still have all those- >> it sounds there is assessment triage happening determining who is on what list? >> yes. >> thank you very much. i appreciate your update about the various other committees that support housing and i ask all of you here in the community, i'm on the nomination committee, reach out to two people and ask them if they would consider applying to these positions. we are eager to support these entities and we need your help in terms of getting applications, so thank you. >> thank you commissioner. >>

director, i wanted to add my voice congratulating you and the department on doing exalismary job reduces housing vacancy. i notice in july 23 we had a looked like a transtorry dip to 8.7 percent, now at 7.9 and then it went back up to 9.5. do you happen to recall why it dipped so dramatically that month what was happening back then? >> looking at my staff to see if they know. >> it has to do with new buildings coming online so

folks were in the queue to be assigned to those buildings. >> so, the new buildings came online in august? and it went back up as a result? >> goodern morning. when a new entire brands new permanent supportive housing comes online we consider it in lease up period for a--those are not counted in the vacancy rate because is entire building. the vacancy rate reflects ongoing portfolio of housing so usually when there is variations it is because there a number of buildsings or units that are part in that lease up period so we take them out for a period of time, and they are added back in when the lease up

period is done. >> it does make sense and actually i guess my next question, are there build ings potentially influencing the numbers? >> there are couple small lease ups happening now. there is one that is about to start. it isn't included in the numbers yet. a new building tndc is opening, new construction that will start being filled in february and then there is one of the existing permanent supportive housing buildings had a significant rehab and held a block of units off line so that is in the release up period after the rehab completed but it is only about 25-30 units held offline. >> the core of my question is, the number we are looking at in your opinion looks sustainable and it is not a data artifact

as a result of the kinds of things we saw in july where it could zoom back up next month? >> correct. i would not expect significant fluctuations. >> great. thank you. that's great news. next question, director, on shelter, we have a on housing we have a target vacancy rate of 7 percent, do we have a similar target vacancy rate for shelter? >> i mean, officially no, but or goal is to fill all the vacancies for shelter, which is why we implemented some of the moves related to the family system and more changes to make the system more efficient to improve access to shelter beds in real time. we are looking to fill all of the vacant shelter beds. >> target vacancy rate is zeer

so percent? >> yes. >> over half of the vacancies are emergency shelter, so 14 1 of 267 units, about 52 percent. what do you think is--even as a percentage of the number of units, it is clear emergency shelter has the biggest upside opportunity. you could say well, there is 1300 plus units and emergency shelter, but there is 1100 units in navigation. they only have 42 availability. it looks like the lowest hanging fruit of decreasing that vacancy rate would be a emergency shelter. what do you think is going on there in terms of the vacancy rate and emergency shelter and what do you think are

strategies the department or perhaps the commission could engage in to help lower those vacancy rates? >> it is a few different things. one is related to just how the system is designed to create access to the shelter beds. that is one thing. the fixes we made in the family system. the queues and just the number of different things. the other thing is related to the consumer or client themselves, their preferences. are they willing it go into congregate shelter, versus non congregate shelter and the process we have in place to transition from those different queues. the other thing is related to what director mcspadden mentioned before, which is the needs of the particular client and the actual aquity level and

retention in those beds. the other thing are related to just policy decisions we need to make as a system, so those are a few of the different things and just overall capacity of providers. they are doing a great job to manage the various aquity level and needs of the clients in the shelt r, but there are things we need to provide additional capacity and support and the other thing is related to staffing and able to have the man power to run the shelter, so all those things play a part in where the levels are. in addition, post-covid the reinflation like those things play a huge part. >> that makes sense. just one last follow-up question on that. of all those things you mentioned, most sounds like a possibility for staffing changes or policy changes or ways to possibly address it. the one thing that doesn't-you

can't wave a magic wand and change the characteristic would be congregate versus non congregate. we dont have that broken out in this graph, but jeanerally speaking off the top of your head, would you say majority of vacancies are congregate side? >> can answer that. no. we are seeing about the same percentage in both. i think we also hold beds aside for certain things. we have like bed set aside for the cat program which hsa administers, so it is figuring how to finetune that to give the beds we need real time and at the same time we are utilizing all the beds we can. we are still tweaking that system.

deputy director sanders has a long history working designing shelter systems so glad she is here to help us look at that, but those are some pressures and the math we have to do to figure how best to use the beds, while also holding some aside for the various things we need. >> [indiscernible] do problem solvers have real time visibility into what is available and how granular is that visibility? for instance, could they see we have x amount of wheelchair accessible units, x amounts of units that accept pets? >> that's a really good question. i don't know that the problem

solvers have access to that information. i have to ask my team, but ultimately the problem solvers goal is to deter folks from accessing that part of the system as a whole. they want to see get them connected to family and friends and all that, so their role isn't really to have them access the shelter. >> would this be more on the coordinated entry side then? okay. does coordinated entry have that level- >> they have access to that information, yes. >> last question, much easier one. thank you so much. does bayview getting access to battery power, is that in any way--when chair butler and i met with the rv folks on

winston, some communicated desire to stay in their rv and it is wonderful we got about half of them somewhere in the process towards housing, but for those that want to stay in the rv, is bayview getting battery power or is this something accessible to them or something they can potentially take advantage of? >> that is a very expensive solution and it is taking up to when pg&e provides power to that site. >> so you are not planning to increase the number of residents at that site until pg&e is- >> that's right. >> okay, great. >> we thought it was imminent for a while. >> thank you commissioner. vice chair. >> thank you. good morning everyone. i just want to join the

commissioners that commended your leadership and all the hard work by your staff and reducing the vacancy in permanent supportive housing. i think it is a data point that a lot of san franciscans have read about or seen in the past couple years and i think it really pushes back at the perception that we are not actively trying to get all the units. there is a new report at the chronicle covering homelessness and think it will be a awesome thing to get this information out more broadly because that is part of the role as commissioners is to restore the public faith because they see what is not working versus what is working, but i think you should be very proud and happy and know your team and you praised them and encouraged them all along through this process. i do think some of the questions that commissioner evans raised about denial of service and necessity for care

and support and made me think of the urgent care clinic and wonder what role they play and made me think perhaps it is time that we member don't do just one entirety around dph but maybe break down some of the elements how dph collaborates with hsh and how that is going. i think to me it feels it is time that we maybe break this down in 2 or 3 meetings so it isn't overwhelming but bring that to the table and interested understanding with the cap program signing up and care not cash when people get housed and understanding some of the criticism from those who didn't support care not cash is we were tying up beds that could be used for people if folks signed up and had shelter beds, but were not using them until such time they access

permanent supportive housing. i just offer that as a possibility for future meetings. i enjoyed listening to all the questions here. >> thank you commissioners. >> if there is time, i can save it for commission matters. >> you can have my time. >> in relationship to what commissioner dufty and evans are talking about. the report talked about shelter inflation and maybe more to discuss with the other commissioners. the dos members and the shelter inflation numbers are going to correlate because decreasing space in a shelter will lead to more conflict, more shared trauma, more violence and so it is just to be prepared that may result in higher number of dos

from personal experience. i'm glad commissioner dufty brought up door, because what happens when having directed a navigation center is somebody act of violence or sexual assault. we had staff coming from a peer experience, so learning how to write the dos was challenging so sometimes it is difficult to exit somebody who was was [indiscernible] in the space and without able to dos person that leads to other people increasing their aquity because they are further traumatized. to me understanding that dos isn't a bad thing or increase in dos isn't necessarily a bad thing, but it is revealing information there is need for high aquity resources. when we had to exit [indiscernible] the only place we had to send them was

hummingbird so maybe do research about hummingbird, but that is the ideal model accept that is short-term, so something like hummingbird more long-term for specifically high aquity individuals will be what reduce dos in congregate sheter sites in my experience but those are facilities operated with nurses and experienced nurses and medical professionals and i am sure that is something you are working on with dph. you are already meeting and to those who worked in the shelter system that is obvious, so i know the department is aware of that, but i want to let the commissioners know for sake of education. that is just to me the main solution. >> thank you commissioner.

director mcspadden, congratulations. there was a lot of good last year. we often turn to the bad. i appreciate your staff and for the good work and should be proud for the improvements and there is one room never filled and that is room for improvement, so my question would be, what are your maybe top three areas of improvement for the next 6 months this year? >> not to put me on the spot or anything. i think we got a couple different things. one is continuing to work on the shelter system and really figure what is needed there not just with our own resources, but with the department of public health because we are seeing a lot of need and to commissioner evans points, we don't want to exit people but provide the right level of support.

i think it is also really digging in-our bigest thing is digging into the strategic plan and use as a map to build out our system knowing we are in a very tough tough financial and economic situation right now, so one thing we can do that is most efficient and how we continue-a lot of things we put in there we are working on and so we will see results starting to think about how we better serve specific populations to your point commissioner albright. in the family system what can we do better and resources we need and how to partner with fill philanthropy and what should that look like? how we think about better serving oldser people in shelter and permanent housing and models to borrow from other entities that have gone before

us on that and those are just examples. there are a number populations we really need to think about. we work on the ending trans homelessness initiative and have a lot of good work there and continue to make things better for people hopefully who are trans and gender non conforming and then really wanting-i want to continue to see real changes advancing equity for people of color. our percentages shouldn't reflect what they are reflecting. not have 37 percent of people in san francisco experience homelessness be black or african decent. of those things wantic to see a change in those percentages. those are just things off the top of my head. i think the other thing we are continuing to work on is really

i said earlier we have staff who are working with the dph trauma informed system model making our work trauma informed and that takes a lot of work internally and with our providers as we try to think what people experienced and how to bring that to the table and honor people's differences and the things they experienced and listen to all the voices we need to listen to. >> thank you director. that was 5, so good. what is it that the commission as a whole and individually did he feel we can contribute in terms of your priorities here? you don't have to specifically share, but i want to think about this so we can utilize a way that help supplement the work you are doing? >> i say there are many things the commission can do and the first is amplifying the work of

the department and making it clear for people whether your friends but your circles what the city is actually doing to address homelessness and why that matters, why it makes a difference. i think as you continue to meet people in our network, our providers for sure and going out and visiting them and understanding what their challenges are and what they are doing well, that just helps inform your leadership here in the decision you make on behalf of the city and behalf of the department. i think all of you are doing that and i also think when you bring up questions and we go back and say okay, they asked this question, how are we going to make sure we are publicly responding to that. i know my report morphed a lot since may since our first commission meeting because we

have been listening and are trying very hard to respond to your questions and get them into some sort of regularity so you hear every month how the needle is moving, so all of that. >> and more. >> and more. >> thank you so much. i want to open to the public for public comment at this time. specifically to the director's report. >> good morning. my name is jordan davis. i'm glad to see the rv resolving this in a humane way with the issues at lake merced, but glad to see people referred to scattered site housing. given the budget crisis there may be a lot of hotels

[indiscernible] i also do know lack of rent payment is issue for maintenance. in favor of mandate third party system for those in arrears, but shouldn't apply to everyone. i say [indiscernible] collective punishment. i want to say [indiscernible] pg&e but that is separate conversation. sometimes we need to getd away traumatizing individuals and some exited may not always need the hummingbird model. we need to look at corning holds and vacants units. i had a room next to me in 2018 that was vacant for months after somebody died. it was a non suspicion death so better coordinate with the medical examiner. in terms of the streamlining of contracting, i think it is important to explain the what that means with person with a

high school education to understand because this could be a abstract topic. point in time count that is really important but you need those to give incentives f. when i homeless in 2015, brand new to california, a woman volunteering offered me socks and [indiscernible] and was blazing the mission all night, so there i guess you got to incentivize this stuff and that was a welcome to california for me, so thank you very much. >> thank you for your comment. as always. any other members wish to comment at this time? please do so. >> how much housing is in the pike? okay. what are you doing to recoup

the poor and homeless to clean up housing and turn over housing and just clean up san francisco? what are you doing about the housing first policy? you pr building shelter beds and stuff, which it seems no one wants when san francisco has a housing first policy. why is that being violated? you are talking about a bunch of policy changes, so what input did you get from the homeless about these policies that you are trying to change? it is like most likely i wouldn't be interested in a place if i couldn't leave for a day or two. would the shelters in the dos-some people need to be dos and not necessarily for violence. legally people center the right to have ability of quite

enjoyment so legally people have rights. are the navigation centers accountable to the standards of care? how often does hsh investigate goal and look at the places if they are habitable? mold shower curtains and walls and toilets that dont flush, is this like biggest slumlords thing and hsh ignores it? what's happening? with these vehicles and stuff you are pushing around, what are they doing to make sure they are not violating boise

versus idaho? you talk about the homeless and vacancy rates, so what are the homeless actually saying why they refuse to go into these places? it seems like if i wanted to stay in one of your shelters i need my freedom papers if i wanted to go to work and saying freedom papers kind of like slavery. i think that is just a major issue as to the homeless refusing housing, because it is like it is unhabitable. the shelters are unhabitable and the shelter monitoring committee don't have enough resources investigation power or knowledge to investigate these places, so- >> thank you, sir. your questions-appreciate your questions and written them down

to follow up. any other comments from the public? okay, thank you. okay. if there are no other public comment questions, we'll move to item 9 which is old business, which is there no old business so moves to item 10, which are just items of-next two items are items of discussion only. there is no action required or vote. we are going to take a deep dive into hsh permanent housing be deputy director marion sandersism before we do that, can we take a 3 minutes break, bio break and come back at 10:21? thank you.

>> we look forward to your presentation. >> thank you. i want to make one correction to something and said earlier related to the adult coordinated entry system and folks able to the providers able to see what type of shelter beds we have available. i miss spoke about that. the providers are able to help folks get on the wait list but can't see the beds available. 311 manages the process so i want to make sure that is stated for the record. >> is that one person or two person team that matches people to the beds? >> lee 311? >> the matching process, like when somebody has raised their hand and actually are matched is that a small group of

people doing the matching? >> that goes through 311 and there are two people that governing that list. >> thank you. >> wanted to make sure the correction was noted. marion sanders the new chief deputy for hsh. i want to start buying the presentation is high level deep dive to hsh permanent housing port folio. the presentation will be more general so if there are specifics questions write them down and give to the commission secretary knowing in the coming months my team will give presentations about the specific components of the permanent housing portfolio and fold those answers to those questions into future presentations. next slide, please. so, as you know our strategic

plan has 5 goals. housing contribute to ability to achieve home by the bay goals with specific emphasis on goals 1-4. goal number 1 decreasing homelessness reducing the number of people unsheltered by 50 percent and overall homelessness by 15. goal 2, reducing racial inequities and disparities by demonstrating reduction in rational inequities and other disparities in the experience of homelessness and outcomes of city programs preventing and ending homelessness. goal 3, increase number of people exiting homeless by supporting at threes 30 thousand people to move from homelessness to permanents housing and are goal 4, supporting people in housing assuring that the vast majority of people who exit homelessness do not experience it again.

hsh housing portfolio, broken down into 4 components. site based permanent supportive housing, scattered site housing, rapid rehousing and housing ladder. these are the four components referenced earlier that will do more deep dive presentation later in the year. this is our hsh permanent housing portfolio. all four programs serve adults, young adults and families with some programs having designated slots for subpopulations. site based permanent supportive housing, it is a long-term aered foable housing with onsite social service, the capacity is 9064 units. access through the coordinated entry system and tenants pay 30

percent of income towards rent. scattered site supportive housing, long-term subsicized housing in the private market. case management service capacity is 2057 units. inventory for scattered site permanent supportive housing includes emergency housing vouchers and mainstream vouchers program but not hud vouchers. you can access it through the coordinated entry system and tenants pay 30 percent of income towards rent. rap idrehousing, tenants live in private market units and access supportive services including case management and housing retention assistance. the capacity is 1719 units accessing through the coordinate entry system.

tenant pay a portion of the rent determined by house income or have fixed rent contributions. the housing ladder is the fourth and final component, a lung term affordable housing voucher and it could be based in product based or scattered site units with like touch case management. the program allows permanent supportive housing residents who no longer require intensive case management more independent utilizing this housing. capacity is 356 units and folks can access through apication process and tenants pay 30 percent of income towards rent. next slide, please. what is supportive housing? this slide seeks to under score the difference and similarities between scattered site versus site based housing.

the way to understand the sprauss follow the subsidy. if the subsidy is utilize at city owned or non profit owned building, safe to say that is site based housing. if it is in the private market, that is scattered site housing. this slide basically provides high level ooverview of key elements of each housing site. here are key things to note about each of the permanent housing models. as you can see from this slide, at site based [indiscernible] all sites provide property management and supportive services conducted through a housing first trauma informed lens when leasing acquiring conducting psh consideration goes towards the design for

intended population being served. sites have front desk clerks, on site supportive service and many sites for 24/7 staffing. some buildings are mixed use meaning not all units are psh housing quality standard inspections required for federally funded continuum of care units and hsh is expanding inspections to locally funded units as well. enitants sign a lease and have tenant rights:refer houses to these units must supply and be approved by the property management. ipt to call out specific things btd scattered site housing. we discussed scattered site housing is used for private market rentals. clients are proceeded housing navigation services to help locate the unit and get through

the lease up process. they are provided with housing focus case management services post lease up to insure they retain the unit. similar to site based model, a quality housing standard inspection is required and conducted and participants have a lease and tenants rights. key performance measures. hsh is in the process of streamlining key performance measures across the housing port folio and are look forward to report out in the future. outcome measures may vary base oden the requirement of funding sources thrks outcome measures for site based supportive housing includes:housing retention, resolution of lease violations without loss of

housing, development and review of tenants services plans, completion of tenant satisfaction surveys. for scattered site, these generally include successful move-ins, length of time from enrollment to move-in, housing retention, referral to community resources and for rapid rehousing, there is generally all the same outcomes as scattered site and site based, plus maintaining housing after 24 months when the subsidy ends and tenants securing employment and increasing income is also a performance measure. next slide, please. hsh housing budget. the adopted fiscal year 23-25 budget demonstrated the continued investment in

supportive housing with 59 percent nearly $800 million of our budget by service area dedicated to housing. housing budget includes services and ongoing subsidies across the portfolio as well as key initiatives and expansions including $12 million over 2 years to expand permanent housing to increase by 355 slots, $4 million to support operation and service of 258 newly constructed units throughout the pipeline serving adults, veterans, families and young adults. $13 million for young adult and family acquisitions in 24-25. $50 million for quality improvements to enhance housing quality and housing choice, including money management,

supportive services, skilled nursing enhanced behavioral health in permanent supportive housing, building upgrades at legacy psh sites and capital repairs. next slide, please. housing is funded by local state and federal dollars. the fiscal year 23-25 adopted budget reflects over 80 percent of annual funding comes fromlorict sources. approximately 15 percent of the annual funding is state and federal and the fiscal year 23-24 approximately 15 percent of that is state and federal funds. sorry, let me state that again. of the fiscal year 23-24 of the 15 percent state and federal funds, the majority of that is federal and about little less

then 1 percent is specifically assigned to state funds. as majority of state and federal dollars are through annual grants amounts for fiscal 24-25 are estimated based on past years and or not yet known. additionally, there are some state sources that fund aspects of housing that are not included in this breakdown of funding. for example, the mental health service state grant is awarded to dph and work ordered to hsh. project home key is also not reflected in this breakdown. next slide, please. supportive housing annual operating cost. these annual estimated operating costs for supportive housing were used to inform the

city wide strategic plan on the proposed cost of each housing type over the next 5 years. for site based supportive housing annual a cost little more then $40 thousand to service an adult and a little more then $65 thousand to house a family in site based supportive housing. for scattered site supportive housing, $42 thousand little more for adults and approximately $60 thousand for families and for rapid rehousing, $42.705 for adults and approximately $50 thousand to house a family using these supportive housing modalities. next slide, please. five year psh growth from 2018-2023. since 2018, we have significantly expanded

permanent supportive housing. site based housing increased 23 percent from 7577 units in january 2018 to 9353 in october 2023. this number includes psh units and site based housing ladder units. scattered site psh increased significantly by 283 percent from 733 units in january 2018 to 2811 in october 2023. this number includes hud [indiscernible] not reflected on the dashboard and scattered site housing ladder units as well. next slide, please.

housing placement. the city performance card provided timely information on efficiency and effectsiveness of san francisco government services. the controller office works with city des apartments to collect the data on regular basis. one of the score card measures annual exit from homelessness to permanent housing-as you can see from the chart hsh exceeded the target goal for exit from homelessness since 2022 reflecting city investment in housing and problem solving resources with 3127 exits in 2022 and 3504 exits in 2023. next slide, please. demographic of clients and site

based psh. this slide particularly covers just site based psh and not the scattered site information. we do have that information but i'll div in here. as you see over 60 percent of clients participating psh identify as male. 32 percent identify as women. 2 percent as transgender and 1 percent as non binary. specific sexual orientation, 59 percent identify as heterosexual, 5 percent gay or [indiscernible] sexual orientation data makes it hard to draw meaningful conclusion on sexual orientation. we also have data related to client demographic from fiscal year 22-23. this is smaller subset of

people since the slide indicates people in site base psh given psh is the largesh portion of the housing portfolio. next slide, please. race and ethnicity smmpt key highlights from the race and ethnicity demographic include about 34 percent of site based phs are black, 23 latin, including 20 percent who identify as latin in another race. next slide, please. continuing on with demographics, 38 percent of clients report having a mental health condition with about 18 percent of clients having incomplete data for this question. site based psh support older adults at higher rate then younger adults with about 46 percent of the population over

the age of 55. next slide, please. evictions from supportive housing. evictions were discussed a great deal in last month's director's report, but as you can see here, the data from fiscal year 22-23 site base supportive housing providers evicted 110 houses resulting in less then 2 percent eviction rate. this rate has been steadily decreasing since 2018. regular reporting on vacancies continue to highlight hsh progress to vacancy rates across site based housing.

november data reflecting decrease of 25 percent of vacancy since january 2023. i'll talk about in the next--this slide the efforts to reduce vacancies i want to highlight that we have entered into the 7 percent vacancy rate, which is very exciting as pointed out earlier. director mcspadden pointed out earlier. so, a few things we have done. we implemented a wide range of efforts to reduce vac ancies. as you can see, we implemented policy to lower requirements for clients document collection to move into housing faster. we added new access points to increase services that support clients to navigate the housing process.

we implemented a new policy outlining the length of time units could be off line for repairs. we launched the unit level inventory tracker in the one system to provide real time monitoring around vacancies and the length of time that units are vacant. we continue to improve the quality of psh buildings to increase the rate as which clients cept referrals to vacant units and integrated hsh housing placement team to provide support to clients with navigating the housing process based on bests practices from housing over 1800 gets to the hotel program and launching the street to home program to expedite the housing placement process for people unsheltered. next slide. enhancing supportive services in supportive housing. over the past few years, hsh

focused on prioritizing people with the highest barriers for supportive housing to insure that they have a pathway off the streets through this prioritization we have seen increase in aquity for people living in city funded supportive housing to insure that we are able to meet the needs of this community, hsh enhanced supportive services through a variety of efforts including partnerships with other city agencies. examples of how we enhance supportive service include 22-23 budget investments for wage equity increases for case manager and front line workers and standardize case management ratios. we continued to investment in capital repairs to improve quality and ada access in housing including wifi and

elevator modernization. we enhanced scart scattered site housing through office of financial empowerment [indiscernible] and referral pathways to supportive housing enhance exnomic growth maintaining housing. next slide, please. there is number of different partnerships that we have with other city departments and i'll read a couple. partnership with dph, we continue to expand that partnership for overdose prevection, site base nursing, [indiscernible] behavioral health support to over 800 units in psh and transitional housing and other things. partnership with department of disability and aging.

we continue to provide in-home supportive service to assist residents daily. hsh and can das launched the collaborative caregiver support team in 2021 providing enhanced ihss service across 66psh sites. and the list goes on. next slide, please. so, we are all most there. got a few more slides. you still with me? >> yep. >> great. advancing equity in housing across the system of care is a key goal with home by the bay to support more equitable housing outcomes. hsh has taken the following actions. implemented the equity fund for capacity and support to bipock led or serving--continuing this

theme, hsh partnership with office of transgender initiatives is also implementing the end transs homeless initiative which include conducting and training symposium affirming bet access to housing to build better awareness for providers and adding housing for [indiscernible] we also implemented a neighborhood prioritization strategy to enhance equity and insure resources serve people from marginalized communities deeply impacted by homelessness. next slide, please.

now let's talk about david and his success story. david was born and raised in san francisco growing up in visitation valley projects, he played a lot of sports and thought he was going to be a pro-base ball player, but despite his parent warning not to get involved in drugs, david was soon in a cycle of using and selling. after the family home burned down, everything was gone and david found himself homeless. david spent several years in a work program but his addiction increased and he was terminated from that program. due to his health needs david received tarpgted outreach and invited to participate in the shelter in place hotel program.

if it was wasn't for the program i don't know where i would be. as a part of the program, david was offered permanent supportive housing at 835 turk street and he said when i walk through these doors i am home. today david takes what he calls a safe walk up the street to saint mary's cathedral where he talks to god and visits the nearby park where he played baus ball. david is able to work on his detox plan to enter a 90 day program. without stable housing, i couldn't gret healthy. now that i'm home i am really feeling better. kudos to david. >> thank you. >> next slide. >> i have seen david walking around. i remember his face.

>> housing challenges and solutions. while we have dramatically expanded and continue to improve our services delivery, we face ongoing challenges in operation and scaling these effective solutions. here is a few challenges and solutions. the challenge is lack of adequate resources to scale housing to the level needed. solution is advocate for ongoing state resources including population specific subsidies. challenges the lack of community support for new housing. solution enhance good neighbor policies with housing in work to engage communities before opening and throughout operations. challenge vacancies and site-- lowering requirements documentation requirements to move people into housing faster as previous presented throughout the presentation.

next slide, please. couple more challenges. meet the needs of high aquity tenants. expand with dph and das and investing in lower client to case manager ratios. challenge, tenant non payment of rent is a huge challenge. we use national best practice to development non payment of rent guideline frz housing provider s and there is lots more we need to do. another challenge maintaining quality of psh sites, especially older master lease sro. solution, investing in capital improvements and elevator repairs and expanding hqs inspection across the portfolio. and next slide and final slide. i thank you so much. i want to thank the commission allowing me to do this presentation and the supportive

team at hsh, the permanent housing team and the [indiscernible] team. thank you for all your work on this. i want to reiterate that was just a global overview of the hsh permanent housing portfolio and if you have specific questions please pass to the commission secretary and we'll fold them into the next presentation. attached to this powerpoint is a bunch of slides you can review at your leasure. i will ask me team to come up to stand next to me to answer any questions you all may have, because these are the real experts. >> thank you deputy director sanders. this is a high level presentation and hopefully we can high level question and get into the nitty-gritty in the coming meetings and vice chair has a couple questions. >> the think is straight forward. i want to thank you for the presentation. i want to say when i first saw

you at commission meeting and engaging with many of the individuals who had been living at lake merced and winston. i appreciate david's story. i wonder in warming it up you might talk about your background before coming to this role about your involvement in this area and things that lead to this position and i want to just say i'm thankful for the director to have chief deputy director because noel's departture was difficult for the department and director so happy to see you here and if you wouldn't mind talking about yourself for a bit i would like thatd. >> okay. that is unexpected. i love to. i am coming from los angeles county. i worked for a non profit organization called the

homeless outreach program integrated care system for 16 years. the last job and held was at deputy director. i started there when the coordinated entry system was first forming so one of the original architects of the system itself in south los angeles, so my purview with the organization was to oversee all of the homelessness housing resources within 4 cities the second highest rate of homelessness in the county behind skid row. when i was left it was more then 17 thousand people experiencing homelessness in that area. my purview-my responsibilities was oversee the leadership role in the community because in la county, the county is broken into 8 service planning areas, each area has a lead organization that is responsible for governing all of the services that are within

their area and so my responsibility was to be air traffic control for resources coming in and out of that particular community, so regional coordination was a big part of that and that is just kind of getting folks together around issues of homelessness, stakeholders from the clients that are receiving the services to case managers to stakeholders anyone impacting someone experiencing homelessness had the information we were problem solving. i oversaw came outreach team so 50 person team that had administered outreach to people who were living on the street and that was in collaboration with department of public heblth. i oversaw or shelter portfolio, which was 12 shelters and we had two arms of it, so one was

coordinating arm and making sure we were placing people into shelters available within our crisis housing network of people. sorry, network of beds and that network included just a number of different providers who had beds that serve any type of population and that is how we did it in la because there wasn't enough housing beds to serve everybody so we created a network. and then the second part of that was the 12 shelters with various modalities from congruget to safe parking to project home key to all those things and then the last part of the work i did was overseeing our behavioral health portfolio which included mental health and also substance abuse, so that came under my purview and approximately 250 staff that i was responsible for and then

all other duties assigned. >> alright. why don't i let you introduce your team since they are standing right behind you. >> this is salvador, director of permanent housing. >> hi. nice meeting you. i'm director of housing so i oversee anything and everything that has to do with housing. >> thank you. >> we have elizabeth cricket and they all oversee components of the permanent housing portfolio. >> the only thing i want to ask is i heard you mention the symposiums focusing in on transgender homelessness and earlier in our iteration as a commission there was a presentation about some of the equity trainings taking place and it wasn't appropriate for us to go but don't know if the

symposium is different format but i would be interested in going because i'm deeply concerned--someone with office of transgender initiative just departed their role and i think some of us on the commission are just really interested in making sure we continue the momentum and successful so if that would be possible. then i want to thank you for the slide 22 on community support and i all most brought this upier, but in my experience when i worked for the city, hospitality was a popular destination and it wasn't a surprise, because it was a 30 bed facility and think this notion of demonstrating being a good neighbor and making investments smart not cutting on things like a case worker or security personnel that those decisions really make it difficult for our shelters and some of the service providers creating a environment that is uplifting the community rather then creating more problems, so i just want to say i really

appreciate the acknowledgment that we have to win this endeavor. i don't to call it a battle because there to many fights around this field but help us listen better to communities and hopefully to create more scattered site. i realize it is more expensive but think the dilemma for san francisco is we are city of saint francis, but the services are in a small area of the city and no question that isn't sustainable going forward if we are going to help more people so welcome. for me it is wonderful to have your presentation and want to welcome and offer my support to you as you work with the director. thank you. >> thank you. >> thank you commissioner dufty. >> thank you so much. this was incredibly informative. grateful to you and your team for the work you are doing and appreciate the overview and link to the strategic plan as

well. i have two questions, one small maybe large you want to answer at different time. page 5 you talk about component around rapid rehousing and metric is 75 percent of tenants obtain employment by the first annual tenant assessment and curious if you work with other city departments to achieve that goal and who they are and how you are actually moving that metric forward? >> thank you for your question commissioner albright. my name is cricket miller the scattered site housing program manager and starting in i believe 2021 through the proposition c around $2 million investment for rapid rehousing and workforce development service and since then it expanded to all scattered site housing programs through the economic mobility programs so we have a specific partnership

with workforce economic development department and then also coaching office of financial empowerment so they fund different career mobility and job placements through different providers. i think that good will, episcicul community service so exparnd that and learned how to streamline the referral process from the provider directly to the workforce development providers as well. >> thank you very much. my second question is, big picture and may not be able to answer now, which is fine. when i look at slide 7 in terms of the allocation between general fund local and federal and state dollars, i am curious and you talked about local legislation we are moving

forward, curious what opportunities at the state in terms of expanded resources. you spoke anytime about that. what is coming on the ballot, proposition 1 and maybe be other legislation or funding opportunities at the state. again, you don't have to answer now, but curious what the department position is particularly on proposition 1. thank you. >> thank you commissioner albright. >> [indiscernible] you actually one of the last slides was maintenance, so i appreciate that. just continuing to expand on that. i want to try to get this out, but there is not knot i see and you are talking about employment development, so say some of these legacy buildings that are hardly habitable, have

mold and elevators are broken and elders stuck on the top floor, so we see the data that predominantly there is a lot of elders living in these buildings, but the buildings rely on payment of rent from people who can't work because they are elderly or disibleed or sick from the mold in the units so see a huge barrier there and to reflect on jordans comment, it isn't a situation that is left without a solution, so to me it is like where can that money come from? if there is a lack of rent payment due to inflation, disability, people being elderly and also increase in aquity. i just wonder if you have a solution especially with budget cuts of maintenance dollars and where that could come from.

>> hi, commissioner. i want to make sure we clarify that our providers do not [indiscernible] or buildings. the amount of money people pay is 30 percent, so if somebody is making couple hundred bucks they pay $60s so that doesn't change. the amount of rent we collect is a very small amount compared to the entire budget. not saying it isn't significant, but it is small. property managers, they have a budget that we assign for them to fix the units. one thing we are now doing as we mention in the slide show is doing inspections to make sure every single unit in the

portfolios are inspected so they meet the standards like we do with deferral funded units. >> in that case, what do you think is the major barrier to some of the ones that-specifically coner house i worked with and they were so under-staffed and are had a building that was supposed to be 6 month repair and turned into 7 years and witnessed elders so sick they were in tears because they were not getting better from the mold so that a big impact on me to witness. if it is not the payment of rent that is delaying the maintenance, what do you think other barriers might be just because when we did mediation we had a town hall and some of the leaders there said that they said it was because of the absence of payment of rent. from your perspective, what are other barriers? >> i think there are different

problems. one has been difficulty hiring contractors that are willing to work in the buildings because they have enough work and getting better deals in the private market. that has been a huge problem. and also in terms of our units that have been when people move out, the level of damage to some of the units is--i sometimes i do visits and take pictures and it they are destroyed, some of them. it takes a while to get all the pieces together to repair some of the units, so that's why you see some units remaining in that bucket for a while. >> sure. just to clarify, i'm not concerned with the damage to the units, but i understand it

is issue, more talking about larger issues like legacy buildings that the piping in the building is leaking moisture. it maintenance maintenance, it is construction. you can replace dry wall and comes back in 3 weeks to a month. i want to be specific because i do understand it isn't so much concerned with like the clients part but more the larger systemic maintenance issue or elevators, things like that. >> to address some of the issues we are in process of rolling out $10 million for capital improvements and $10 million to improve the elevators so that is in the process we are also finishing the $5 million in capital improvement funds that is supposed to be deployed during fy23-24. we are finishing that, but it

is significant investment but absolutely, that is parlt of the solution. >> thank you. that is really important for the commissioners to have in mind there is money allocated specifically to more construction and women use the term construction instead of maintenance because that can be confusing. it isn't maintaining units, it is units uninhabitable due to larger buildings being old, systemic issues. my second comment, happy to see investment in moral with the department and just brings me such joy to see the staff appreciation and i want to make sure as we continue to invest in that i remember last meeting public comment the providers say if we--i want to be clear, that is my intention investing in the moral of the department is motivate the department to therefore share that energy and supporting the contractors holders, and providers so they can invest in their staff moral because i think that would be the solution to staff retention

and we talked about all the myriad of challenges staff retention deals with, including maintenance itself. i think just want to articulate that the investment from the commission to prioritize moral for the department builds capacity to provide that support for the providers as well. >> non payment of rent is issue and make sure that comes out because the providers are impacted by that, but honoring what salvador just explained in terms of impacts, but non payment of rent is issue and impacting our providers. >> director, i wanted- >> commissioners, less spend 2 more minutes because we have another item that is very important. >> understood. i want to follow up on that. you mentioned non payment of

rent nation wide best practices. could you elaborate on best practices are? >> i can say a couple of things related to that is making sure-- rent pay is probably one of the ones i'm most familiar with and just understanding who needs that particular service and the other thing is making sure people are connected to all the main stream benefits they can receive in order to be able to pay their portion of the rents and then you know, case management ratios that are commensurate to provide supportive services to get folks connected to resources

they need. those are the things that are the most important. >> a follow up question. you talk about the percentage of people that are retained housing for minimum one year, which i agree is a desirable goal. i'm curious, does the department have an exit strategy for getting somebody completely self--sustaining and not requiring subsidy? how do you help create more capacity by helping people not just exit from homelessness into subsidized shelter, but exit completely from requiring subsidy what so ever? >> there is one thing-our system isn't designed to solve poverty and so exnomic improvements and making sure

people are paid appropriately, but there are things that such as people on fixed incomes. >> i understand that. >> internally our supportive services, the money management work we are doing to try to increase income for people who are able to work and increase income is one. making sure that we are utilizing the problem solving intervention in a way that help people get connected to support network that take them outside of the homeless service system. am i missing? housing ladder the 4th component of the housing ladder that is still a subsidy, but that intervention allows folks to be a lot more independent and utilize the voucher market

and relying less on the homeless response system as a whole, but i think like i said before, the rental rates that are skyrocketing, those things our system can not fall for. >> i do have a few questions. thank you. you made reference to two buckets of money for improvepments to the building. i believe $10 million and $5 million respectively. can you conform what point were those funds approved and set aside? >> hi. gigi witney. chief administration and finance. last budget cycle we got $5 million general fund money. most of the money is in the

process of rolls out. this year we got additional $10 million for totem of $15 million to address capital issues and those funds have not yet been dispursed but will be over the next 6-8 months. separate from them the board approvaled $10 million in certificate of participation funding for sro elevator repair and that rfp should be out within the next 30-60 days. >> it has been 6 months or longer since approved, but not spent any money yet to clarify? >> we haven't spent any of the $10 mill ian. this is a multi-year 7 year i would say effort to try to understand some issues the commissioner raised about how

to what are the conditions of the buildsings, how to prioritize among buildings that have long been had differed maintenance. what is the right policy lever for the city when dealing with private landlords who are ultimately responsible for some of the more systemic repairs, but not making those, so it has been quite a long process. we are grateful we now have the funds to start triaging some of this. prior years we would set aside a couple million and triage as we go but now have a sizable chunk of money and dedicated elevator money which is sorely needed. >> to clarify, is there a habitability standard that we apire to that we have written down for housing? >> as i mentioned before, we

are historically we have always done inspections in units that have funded by [indiscernible] and now in the process of the same standards in every unit? >> could we get a copy of those standards? >> absolutely. >> that would be great. the baldwin is a example of a building that we switched from permanent supportive housing to not congregate shelter and sounds like 97 percent vacant units are primarily in the tenderloin in the older sro buildings. that is a accurate understanding? >> i think we have a higher rate of vacancies in sro buildings. >> i think the easiest way to understand this problem when you actually walk in somebody's shoes through the navigation process, when somebody completed the assessment and they match with housing navigator and made to the first

referral often it is to one of these buildings that have high vacancy rates, and every person i met wanted to project -reject the first offer because the room is quite small in oder building with significant issues. may not have private bathroom, may not have kitchen facilities, so for a senior that needs to use the bathroom regularly or has special dietary needs it is completely unacceptable option, so i do think it makes sense for us to be look closely at those buildings with high vacancy rates and doing something like the baldwin converting more into temporary emergency shelter type of model and have a higher standard what we expect would be a permanent housing placement in terms of those basic things.

looking at that standards i think is the way to accomplish that. >> i had the opportunity to walk several sites and are agree with that. we need to certainly increase our standards. any other commissioners? >> a quick question. you brought up non payment of rent. being in the age of technology and center of technology is consideration made to automatic withdraw? is that a possibility? >> a few sites are set up for that. i think we are working with the providers to see to get a overall strategy how we will be able to address this issue from all angles. >> besides the budget, i strongly believe that when you have skin in the game you have

a different energy in the place and a little bit, 30 percent skin in the game of the small amount is a consideration and i think it will make a difference in the peoples lives. >> just to clarify commissioner, 30 percent is the requirement and 30 percent is actually a lot for some people because the people we are serving are really poor, so we are trying to figure out ways to support people to pay their rent. we are certainly trying to figure ways to support providers to collect thaterant and it will be different strategies for different people i think. >> i was going to make a similar comment that, one thing i noticed that happened with one of my ladies that were on ga getting a lower amount of general assistance in shelter and when the city gave her a housing placement, there was no automatic conversion of ga

benefits to higher amounts so she is having to pay for utilities and also her food and needs all these things but it took a month and a half until the ga benefits went up, so i think there is ways we can actually assist people and are make it easier for them. the city knows when somebody left shelter and gone into housing should be more automated. >> i don't want to take the commission's time asking this commission, but maybe somebody can send me something or point where i can find what exactly are scattered sites and where are they? >> i dont want to take your time just want the information. >> no problem. >> we'll have opportunities to ask more questions via the commission secretary and also

look forward to more presentations in the coming months around housing. >> thank you for your work. >> i like to open for public comment at this time. thank you to the team for the hard work. appreciate it and look forward working with you all. f >> thank you. jordan davis again. pronoun, she, her, they, them. first off in response to the presentation, i want to point out many of the site based psh are privately owned buildsings. the non profits master lease them, so that was not in the presentation. what are you doing to expand scartered site housing? we have the lowest percentage of scattered site psh of any major city on the west coast. that same investigation revealed the baldwin hotel the

city was paying 1 thousand $1 thousand per unit [indiscernible] how many of our larger sro are money pits? and can can't more expensive to provide subsidies for slightly older [indiscernible] it turns out using the frontier airlines model of psh is not the cheapest option. also like to point out california law already bans housing discrimination based on income and the city needs to expand scattered sites. i want to see new site based psh as well. i like to see new acquisition of new psh units without [indiscernible] like to see all units refrigerators and feasible cooking facilities. i like to see a transition plan

[indiscernible] like the baldwin down the road. all most every new psh online had bathrooms and necessities long considered luxuries in the legacy portfolio and like to see continued movement in the permanent commitment into improving sites because the touch budget times it might be cheaper to provide more humane facilities then put us in the rat traps. thank you. >> thank you for your comment. yes? >> thank you for allowing me to speak. my next door neighbor works in a hotel in tenderloin and they had four overdose deaths in

their hotel over the last year or so, and all four of them are young people in their 20's. what is happening is that, we have become a center for drug addicts to move to san francisco because of all the services they get here. young people are moving here because of easy access to drugs and any benefits they get. they get addicted to drugs and die of overdose. each on the committee has a opportunity to do something about this to try to reverse the situation, and i like to point out that when i was young and starting out you couldn't just pitch a tent somewhere in the city and do drugs all day and people would bring give money and free food and support you and give you free housing.

just didn't happen and the level of addiction that was in those days was all most zero. i went to hundreds of parties in my 20's and didn't know one person-never heard of a person addicted to hard drugs. it just was non existent at that point because there was no support. it was something you just did not do. you knew it was wrong. there was no support for it. but now in san francisco if you are a drug addict you are supported. you get free money and free food and housing and stuff. this is what needs to stop. we need to stop supporting these drug addicts and if we are ever going to put a end to the level of addiction we have, we need to stop supporting it. let's see now-we are told we

need to support the drug addicts because it is disease, but it is very different what we consider disease like covid or cancer or something caused by infection. these people do drugs because it makes them feel good. i never did hard drugs, but i drank and i smoked marijuana and stuff and i did it because it made me feel really good and the drugs are taking now a days, heroin and fentanyl and meth, must be much much better, because you are risking your life to take it. so, my statement today is, please stop supporting the drug addicts. we know that there is a lot of drug addicts in supportive housing because three are dying

overdose deaths every week so that is a very significant population in supportive housing. >> thank you. >> you need to stop giving benefits to drug addicts who refuse treatment. >> thank you. any other public comment? >> good morning commissioners. i'm chris, the director of chief program officer at community services. i respect the position the department represented around non payment of rent and they are working with us closely to address this issue and we appreciate that and grateful for their support. at the same time, individuals rent may be low because of their low income, it does have a great impact on our ability to run the programs. each program has about between 2 and $300 thousand in income

associated with rent payment. currently has over $1.3 million in rental arrears so this is significant issue very quickly. the issue is not because we are not doing our job, it is not because our residents are bad and not because of a lack of oversight. we had eviction moratorium for very long time because of covid. we have a lot of resident that came out of hotels where they were not expected to pay rent and didn't come in with the understanding of how to do that, so we created a situation we need to address and have a plan for that for how we go about that. it is a city wide issue that we need to really address and we do think the department salvador and marion for working closely with us for solutions. >> thank you sir. any other members of the public

who wish to make comment? no one in the room. >> i guess you get to see first hand some people would burn the constitution of the united states to feed [indiscernible] stereo types. thank you very much sir. the drugs back then were no where near as potant. if the person uses the drugs once they are probably hooked for life, so the marijuana that he smoked back in the 20's or heroin in the 20's is nothing like the fentanyl battle. let's move on. it is just really like--they want to burn the constitution to deal with their frujity

issues. boise versus idaho, we don't live in a dictatorship, we live in a democracy and--okay. i'm from a small town in [indiscernible] maybe 80 thousand. this little small town, they have the same propaganda is, if we have housing or build programs for people more people come here and blah blah blah. nobody wants to come to this place. i put all my poetry in a duffel bag and came to california. i fled economic refugee. i guess my situation is, the questions are the timeline. how long do you monitor a person who is needs hotels,

because normally they only monitor them i heard one year. the other question would be, how many years is it a success? if a person is a [indiscernible] if they stay a year and became homeless, is that successful? i guess i'm wondering, we need other employment models as well, because i don't think these people are trying to go to do the 40 hour, 60, 80 hour work week. i did a program and it was 8 hours a day. i just feel i'm more inclined to do something like that then try to do 80, 60 hours a week. with these hotels in the $10 million and $5 million, i'm wondering how many elevators are you able to bring up to

grade and then how much what percentage of housing are you able to repair in order-with this $5 million? >> thank you, sir. thank you for your comments. any questions? no commenters remotely, correct? >> no callers in the queue, chair. >> thank you. >> chair butler, i have one question for the city attorney. >> yes. >> city attorney, thank you for joining us here today. one of the public commenters handed the commissioners a piece of paper that includes two photographs of young people. one who identified by naimp. name. if you can take a look whether this is part of public record and whether the city has authority to include their photographs and names. i'm concerned about the confudench iality. >> valid point . thank you so much for that.

okay. we have couple more minutes left before we have to leave. we have one more presentation. deputy director whitley. the time is 1136. we do have to do public comment and as i look i don't believe we'll take much time on that. i don't want to rush your preezentation, either. it is important but we have about 15 minutes. >> 15 minutes for the presentation or? >> the presentation and question and answer from the commissioners. >> gigi witney, she her, chief of administration and finance. nice to be with you today. happy new year. i'll provide a very brief overview as the upcoming budget process has kicked off.

we'll be back before you in february with a bit of deeper dive on our proposal. first starting with the city fiscal outlook as you have read in the paper, the city projects general fund deficit over the next 2 fiscal years of all most $800 million. very significant. one of the most significant deficits we have seen in the last decade. the key drivers continue to be city revenues are continuing to decline with no or slow growth in our major tax revenues and sluggish local economic recovery heightened interest rates have dampened business investments real estate transactions and made borrowing cost higher and city sees a level of property tax assessment appeals and other

tax refund request tripled from prior year. high office vacancies also negatively impacted things like business tax revenues and we rely heavily on our hospitality sector and that has been slow to rebound since the covid-19 pandemic. on the expenditure side there is increase in healthcare cost for city workers up 9 percent. the city used one time funding sources to balance the budget and those will be exhausted over the next few fiscal years leading to a structural deficit. ologist on the expenditure side, retirement contributions may need to increase for city retirees and employees given negative year to date trends in returns. how does this effect hsh specifically? we are grappling as department

with some significant budget issues for the upcoming budget process. as you may recall from previous presentations, our roughly $717 million budget is approximately 40 percent funded by the general fund. roughly $270 million, however, most of that goes to permanent housing. you heard the presentation more then 50 percent goes to keep people permanently housed and provide services and other critical services like shelter, outreach and prevention . >> may i interrupt. i had a senior moment. we have until 1 o'clock so don't rush, take your time and present it. we have plenty of time. >> okay.

what we hear from the providers are the cost to deliver homeless services continue to increase, especially sure you read about the state's insurance market struggles and challenges. those are especially acute with our providers also providing housing and shelter. the cost of food. the cost of housing locally. the other thing we are grappling with internally is that this weakness gross receipts tax business taxes also have effected our second largest funding source which is our city our home fund or prop c. that fund is projected to have $134 million short-fall starting this year for the next two years. that is about $44 million a

year and hsh share of that deficit is about 75 percent, so each year of the budget we have $33 million shortfall we need to close absent new general fund revenue to help with that challenge. finally, we have been successful over the last several years expanding and advocating for new sources. as many sources we can from the state. the state is experiencing a $68 billion short fall and we relied heavily on one time state funds for homelessness being actively pursuing cam aim the medicaid waver program but this created a structural deficit particularly in our shelter portfolio that we need

to solve just to your question, commissioner albright [indiscernible] i will note that we already do receive operating funding through prop 63 and to the degree leveraged for capital is fantastic, but i'm curious how localities are-need to provide the operating subsidy to handle the various expansion from the state. that is our ongoing challenge both home key program and other one time state funds whether for capital or for services that they tend to be time limited and there needs to be a local funding source. going into the budget process, the may r identified several of her budget priorities. the first one being to continuing to improve public

safety and street conditions. restoring the city economic vitality. we are still priority for this mayor to reduce homelessness and continue to transform the mental health service delivery system and emphasis on accountability and equity in services and spending. going to the mayor budget instructions every yee the mayor this year it was late december puts out budget instructions and given the $800 million deficit in the general fund, there is a sizable target request so all general fund deerment pas were structed to propose a 10 percent reduction in general fund expenditures that would be ongoing reduction and then proposed additional 5 percent in contingency

reductions expecting that this is only a part of the city balancing solutions. for hsh that is a target of $27 million in ongoing general fund expenditures and $13 million in contingency proposals that can be met by either reducing expenditures or leveraging non general fund resources that as you heard me say two slides ago we also are faced with balancing about $33 million a year in prop c. those funds have been allocated and therefore ongoing programs, so from my perspective it feels a additional challenge to try to meet the general fund reduction target. in addition, departments not propose new positions, consider eliminating vacant positions to generate cost savings. the mayor is convening department heads with their cfo and smaller groups to propose

explore furter solutions and strategies-mid-year departmental cuts implemented in october and so these reductions are on top of what our department and other departments identified to try to get ahead of the short-fall. departments are also being asked to eliminate cost for non essential and discretionary or redundant services. then the budget timeline, a lot of this more granular financial information in the 5 year outlook is in the city joint report released by mayor office, controller and budget legislative analyst in december. departments are required to have two public budget meetings. this is our first one where we want to hear feedback from community stakeholders, but we have other stakeholder

engagement planned. we have a very short turn around so february 21 we have to provide proposal to the mayor office. we'll go into budget negotiations and development with the mayor office over the spring and then the mayor releases her proposed budget by or before june 1 and then june is budget hearings with there board of supervise ers and revisions. upcoming budget meetings, we have another public commission meeting on february 12 where we'll be presenting how the department intends to approach this target and other balancing strategies that we plan to propose publicly and discus with the mayor. we are starting some stakeholder engagement meetings. we previewed some of this with

our quarterly leadership team in december. this is all of the executive directors from our providers. we meet with them on a quarterly basis. i did a similar presentation and sought their feedback but will have smaller deep dive with advocacy and provider groups as well as strategic framework advisory committee and those have been opportunities to hear our priorities align with what providers and people with lived experience need. i think this year conversation will be very different given the goal will be to try to maintain and more efficiently use what we have and leverage other sources that may be available. with that, happy to take any questions. we are still grappling with this information and don't have a lot of detail to share how we approach it, but happy to

answer any questions and of course hear guidance and direction. thank you. >> thank you deputy director whitley. commissioners, high level questions. [laughter] >> do you not trust me? >> of course i trust you. >> gigi, this isn't a question i expect you to answer, but i want to say i think that we as commissioners have a opportunity. in 25 year career with the city i never heard a budget presentation from the public works department that beramons how much money is spent moving people from one corner to the other. it isn't something i heard in the police department budget, it is something i heard in terms of emergency services and paramedics and the cost, but

there is a savings and fundamentally i think that at a certain point some municipality will get it is real cheaper to house people then to mitigate the cost of living on the street. i would like to suggest that perhaps some of us who are interested could interact with the controller office and i like to see something where for additional people that are housed permanent, temporary, whatever that may be, we should get benefit from the budget. maybe not all of it, but we should get some of it and all most like a enterprise department where we are out there and we advance and pointing out things we can do. this isn't something i expect for staff to talk about. this is something we as a commission and a group of citizens who are charged with trying to make things better, this is a great opportunity to have this discussion, because i

think that things to cut back on what prop c is supposed to be doing and the progress made by hsh, i think for us to kind of go quitely into the night and get squeezed and squeezed more and not be able to hit these goals, it is unacceptable to me, so i think we should have the opportunity to talk to some folks in the city. i don't know if any other cities are doing, but the fundamental commitment we understand the cost of housing people is so much less. not talking about the health cost and psychic cost and all these things, but focusing on. there should be financial benefit to the agencies housing people and that is money that doesn't need to be unprotectively spend pushing people around, taking

possessions and not feel the pain of being on the street to the prior public comment speaker. that is my insane comment of the day. >> it isn't insane. >> it is most sane thing i heard all day. >> exactly. you're probably aware when voters are polled what are the biggest issues impacting san francisco, homelessness cited by 94 percent as the top and it is 10 points above open air drug use and go down the list. yet, i do think the mayor priorities has favored the police budget and public safety issues and is being responsive to the right wing attacks on the city, but the realty is many of us are long-term san franciscans. we have seen this problem

become a problem over time. it wasn't always this way and there are very basic economic reasons why it got to this point and affordable housing is top of the list. while i appreciate guidance of the department receives the same guidance every other department receives, voters have stated very clearly that solving homelessness and addressing hometlessness is their priority so think it makes to cut, it makes sense to invest in this particular area particularly when you have lots of buildings in distress. there are great bargain shopping. very unusual time in san francisco history when so many buildings are available for purchase and being marketed because they have gotten under

water and so, when we start thinking about really addressing what was a decade in the making situation we got to be smart how we spend limited city resources, and so investments making continued smart strategic investments gets us ahead of the problem because we will have economic recovery and we will have continuing sky rocketing rents and have continuing people becoming homeless as a result. my question for the deputy director is, when you are thinking making these 10 percent cuts and i know that's a requirement the mayor gives you to provide a list of cuts, what is the priority and philosophy how you approach making those recommendations? >> thank you for the question. our strategic plan and equity goals drive us and inform how

we are going to put together these proposals. as you heard me say, it is hard to balance those geels goals with limited choices we have because most of the budget goes directly to services and we have a relatively small controller did a study several years ago, relatively small admin overhead so you can eliminate 150 positions in the department and make target. there is no one to get the money out the door. i think our first priority is to look at where we can be more efficient with non general fund dollars. are we leveraging state, federal grant. can we shuffle things around in

the [indiscernible] we expect around 5 of h hap funding which is hopefully around $40 million and think that will help us significantly over the next 12 months but to try to make those structural changes in our budget to kind of come within living within our means are going to require additional revenue or harder trade-offs i think need to be more then discussion at the department level and policy makers by commissioner dufty pointed out, what are the city wide trade-offs. i think our approach is going to be equity and protecting critical services. we'll look at things we haven't started yet maybe we can scale as well as other revenue sources and we are required to

produce ongoing solutions, but we also are going to propose some likely one time solutions. >> what is the size of the reserve set aside for hsh programs? >> the reserve-hsh programs don't have a reserve per se. the prop c budget has a reserve in certain expenditure categories, so the shelter category of prop c has no reserve because we are over allocated there. each oof the other buckets have about 10 percent reserve, but this $33 million a year deficit in prop c far dwarfs what key we can manage. if we don'ts identify trade offs we are not able to balance the two year budget so it is the reserves are not going to

manage the level of deficits we are seeing in prop c. for the rest of the budget there is no reserve. >> thank you for clarifying. i don't expect you to have answers to these questions but love for the february presentation just to know what is the size of the fund allocated and what is unspnt and with size of the oco reserve so by the buckets they are in. and then on add-backs if we could have for each add-back, what has been spent and for the add-backs unspent, are any of them still pending a start date or have they like you said looking at things that are going to-haven't started that you might cut.

are there already identified postponed and love at the project level. we did receive public comment about the ta food security program in particular. $200 thousand in add-back funds sounded like the rfp hadn't gone out for yet. you made reference to maximizing resources outside of the city and i think that is great. sounds like you said you have five potential federal applications that total about $40 million. i want to make sure that is correct. >> h hap is the acronym for homeless housing assistance program. that is- >> state level? >> the state level. >> are there federal projects we put in applications for and when would we learn if those requests are successful?

>> not familiar with other federal applications. there is not a lot coming outside of our coc allocation and bonus funds we put in for, but there isn't a lot at the federal level. when we go for new federal funding we need to balance that with the administrative workload to manage that, but to my knowledge off the top of my head i can confirm we are not pending federal awards. there is another round of encampment resolution grants. we have been successful getting two from the state so hoping to apply for a third and that helped with some of the shelter expansion. >> how much is that? >> we received i believe $16 million over for those two grants. not sure how much the next grant. it is competitive award. >> thank you. if i may, in terms of timing on

prop c, we are likely going to have a little more time with the mayor's office preparing prop c budget so happy to provide that data but may not-may not have that as a deeper dive in the february presentation, but it will be if not in the february in the march and also happy to provide add-backs as you may have read in the paper, most of the add-backs were frozen as part of the october budget reduction so those are frozen and mayor reserve meaning we can't spend the money. >> just love for the commissioners to see the list of add backs not being spent. >> no problem. >> deputy director whitley, thank you so much for what you do. this is headspinning trying to

keep track of the moving parts. i have specific questions about prop c in particular and how that plugs into your budget planning process. looking at the controller report, because i became curious about this $134 million short-fall, in 21-22 the original budget was 335, but the actual revenue was $278 million which is $57 million short-fall. following year, $56 million short-fall. it seems clear there is a pattern emerging. we project one budget and revenues are delivering something significantly smaller. i guess the question-the first question i have is when we

budget for this, we are budgeting based on the controller projections, even though for several years running now, those projections have not realized? >> you're channeling me in conversations with the controller office. yes, we budget what the controller office projects and that is some of the feedback to them that this is very challenging for us and dph to sort of manage this volatility that has been realty of the fund since the beginning and it is bit of pull and push, because certainly the controller's office and we don't either want them to under-project and we have extra money not allocated. on the other hand, when you are trying to run ongoing programs this kind of swing is very

jarring. we have had the luxury of because of the delay when the tax was released there was $200 million of funding so it is strategy of using one time money to stretch or expenditure plan as far as possible, while we start understanding better how this tax is going to work and i think this projection you see in october and november from the controller office is recognition of current trends are like tee to continue. we have enough data now and enough--a lot is appealed by large taxpayers who pay this tax, that we need to be more conservative to maintain the programs we have and then as revenues increase that is fantastic and we can start

increasing programs proportionally. i think this recognizes that approach, which feels different to me this year. >> when you talk about $33 million to close the gap, i think it came out to on average here-- >> annually. >> yeah. that's to maintain programs that are already up and running and currently funded? >> that's to maintain our expenditure plan visa vi revenue. the issue is some expentures where one time and capital investments mentioned some of the plan hasn't fully rolled out.

where we see the pressure is the areas where we don't have a lot of give in the budget- we are very aggressive whether home key or shelter expansion. we have more time and flexibility in our ta and youth and family housing allocations because we have been slower to implement and have unallocated funds there, but the oco mitty has given their recommendation how they want the funds to be spent going forward so starting to ramp up there as well. >> really we are talking about $60 million-- >> it is very challenging budget cycle, yes. >> yeah, okay.

i guess the last question i would have is, i know the ocho funds allocations are set by law and sounds like the availability of funds varies by allocation category. there is certain amount for shelters. i think 10 percent, right? >> correct. 10 percent cap. >> ocho committee recommendations, your ability to smooth i guess some of the short-fall is presumably constrained by these allocation requirements by law. >> correct. >> you cant take something from say permanent supportive housing and help support shelter. >> correct. there is a large balance and

the public health bucket. they got a large amount for acquisition that they haven't been able to get out the door and so in a normal special fund that may be your first go to before you start looking at programs, but we are not able to use that savings to cover in the general housing program. >> just to be clear, the ocoh was never designed to be like the only new investment the city is making in homeless solutions. it was seen as a opportunity for accelerating what the city was already doing, so one thing you need to keep in mind is that majority of the growth and services provided has been exclusively through prop c. there isn't significant countbution from the general

fund as i understand it and happy to be stand corrected on that, but it is my understanding basically prior to prop c there were regular new allocations from the general fund towards creating new solutions and programs in housing. and that stopped when prop c funds became available. >> i understand that. what is happening to the existing prop c programs that now have short falls which have to be made up somewhere or they cease to xhist exist. >> there is a lat of history here. happy to talk off line. most of the shelters were stood up with prop scrrks funds reto row actively to the committee

being established. >> understood. >> like the city made investment from the general fund and paid itself back from the prop c fund for those beds that are created just to be clear. i hear you focus on the fact we are at the cap on the shelter, but it is because we paid back for things we did when funds were not available. it was just moving from column a to column b. the city was going to do them no matter what. >> commissioners, these are the type of conversations we like to have on february 12. >> i wasn't focused on the cap for the shelter. i'm asking the budget director how they intend or how they hope to smooth out some of these budgeting challenges for these prop c programs and that was the part i was curious about procedurally how are going about doing this and how

much runway is left? it wasn't specifically bet shelters or raiding the general fund to prop up prop c but rather how to maintain the existing programs we committed to and what is the plan--i heard there is maybe 2 years of runway left here, but what do you think is likely to happen after that or are we just looking at-some of these programs presumably stretch over many years and can't just be spun up or down on a dime. >> that is conversation we are having internally and mayor office and dph partners and controller office that before we are fully allocate sale of the flex pool, whether the rapid rehousing or something

not as easily scaled as rapid rehousing do we pause or are there trade-offs the city wants to make instead? my job is to find solutions within the department both things that may not be as palatable and try to make as palatable and equity focused as possible but we are limited with options within c. most of our shelter expansion over the last several years have been with the state dollars, so in order of things that keep me up at night, prop c ongoing fund sourced from the state but large investment from the state over the last 5 years and then the city general fund pressures probably in that order. >> very helpful. thank you. >> you can go first. >> this is always going to be

one of my questions. what [indiscernible] i think i quo what hsn is? >> thank you for the excellent question. shpn is the supportive housing provider network. this is the network of providers non profit providers that provide permanent supportive housing services. hsn, human service network are broadly city wide including public health providers and hespa, that is advocacy group for homelessness service providers and advocates. >> thank you. some things that commissioner guerrero brought up the buildings that were moldy with

water and plumbing problems, and elevator problem, $10 million for elevators alone, at which point looking at the budget would you say some buildsings you are throwing good money after bad? if they are private owners they need to be deinvested in and perhaps invested some of the housing that works better. even if it cost more as commissioner dufty brought up. investment be made in those-just the two housing i went, one was run by episcicul housing and no visible signs. if i didn't know i would say that is market housing. it is there.

market rental or market for sale. and yet we went to another one the outside in the street was very much impacted and as you are trying to make it into neighborhoods and making neighbors in scattered housing sites, which i assume is different neighborhoods i would be accepting housing coming into their neighborhoods, managing the outside is as important as managing the inside for the community at large. this isn't working and cutting off money and invest in something that works and have better quality of life for your clients for the guests, clients. >> thank you, excellent question. i also oversee our fledgling or

growing real estate team which is still staffing up. we are hiring a director, but a key question we are grappling with since coming together as a department is all of these legacy sites and what we tried to do is home key dollars is invest in what we want. the newer buildsings. they are very expensive to acquire, but expanding our market rate site units particularly, but still have large portfolio of legacy and the challenge is find one time money to get the new building without displacing anyone in the old building. rents are still relatively high.

i don't feel we have a robust strategy. it is goal of department and partnership with howing team many years and trying to do it more incrementally spaejs as new dollars are available whether prop i dollars, go bond dollars where we move out and buy new. we also have building code planning code challenges with just converted sro short-term housing. you are taking you take rental market housing out of the city stock and convrting the use, so we piloted that on places like the baldwin but challenging to try to think on broader scale given some of the land use regulations around that. i think we would benefit from your guidance, from your advocacy on the right solution and we are trying to be really

findsing the sites but more incremental approach. at what point is it just not a good investment to keep dpooing what we are doing? the flip side is that these are still pretty affordable when you compare them to more newer units to build, so we get a lot of questions from the board of supervisors how much it cost to provide quality housing so advocacy on this is the right policy direction to be moving in is always helpful in that regard. >> commissioner albright. >> just back to the add-back. you said the add backs are frozen. can you talk about the impact on the ground for the providers will be?

>> we didn't get a lot of adbacks this year. the one i was-glad that isn't frozen is we got $1 million add back for quality enhancements in psh not frozen yet. we haven't deployed it yet so under pressure to do that. there was the ta food enhancement a one add back with one time money and that was put on hold. a million dollars in the budget to acquire a parklet next to the ta navigation center that deal fell through and put on hold. we heard from the provider not a significant impact there. outside the ta funding that was probably the one felt the hardest. we are trying to advocate the food security needs for people in our buildings, especially young people.

the other add back was a new program not sure we understood the intent and so that too was frozen and not a lot funding. >> can you elaborate on what that was? >> i have to get back to you. it was again not a program we currently fund, it was to start a new program. >> which supervisor added it back? >> i'll have to check. >> okay. thank you. >> thank you for that. i do want to share with the other commissioners, i participated in the budget advocacy as a provider and for those who haven't experienced it, it is like hunger games. it is like disturbing. here is scraps and go and sell your [indiscernible] tell them your deepest traumas and lots of tears and it is like who's

life is more valinable? this person who doesn't speak english and two children or trans person elderly formally incarcerated person so i want to advocate how important it and commissions who want to work with commissioner dufty on that. funds and dollars to hit the ground for the providers. one reason i was doing the add back, at the transitional home, not navigation centerfunded by mohcd, there was sexual assault at night and only had day staff so advocated to get security on overnight. i was the director having it go dune at 1 a.m. and back at 6 a.m. so didn't get 8 hours of rest so when we talk staff retention, the add back is a moment where providers can go and if they have any urgent

matters they don't have funding for, like security, that is a place where they can go and get it, so i think that just is really important those dollars can become availability to providers. they really do have really important impact on the ground and even though again, things move slow with the city, it still took 6 months to release the funds. i want to provide transparency around what that process is like for providers, but that regardless if it takes months to get it, that still having it is critical for people's safety. >> thank you. i will jump in chair butler is detained at the moment. i have a couple questions and comments. i applaud you for trying to

work to both create long-term and short-term solutions in terms och our budget and i think that is probably what it will take. there will be-when i say short time i don't mean one time. how you think about the fiscal year in addition to sustainable budget years and years from now. related to that, vice chair dufty, i would be happy to learn more about your proposal and potentially be in conversation because the structural changes needed in the city are important and may be is a solution. similarly commissioner guerrero, i too have been part of the add back process and agree with the graphic nature of how you described it as well as the need for reform in that area. i think that one thing that would be important is to understand how much it cost for

non profit community based agencies to participate in the add back process as well as the cost to individual family and community members who have other pressing priorities, but are responding hours and hours and hours in city hall in terms of advocating for themselves, so i appreciate the need for reform in that area. what may be a more practical and i do have a question here, but one more comment, what may be procedure practical solution and i appreciate the focus on revenue maximum is thinking revenue respect to federal funding. it is something the city and county in the area i work has not or has just come to take those opportunities. one thing i can think in particular is lev eraging county medicated administrative

activities which allows counties to have matching for administrative activities drawing down mental health dollars and in the family resource center, community as well as opportunities at ucsf that created significant long-term revenue stream for the city and county as we talk about healthcare needs of the clients within the homeless services work that partnership with dph is critical. there are probably other federal opportunities to maximize revenue and urge the controller as well as department to think about them. they are not easy, it requires deep partnership, a lot of administrative work, long-term and sustainable so not a short-term solution, but i urge the department to thij think about that and other city partners. in terms of more short-term question i don't know if this

is comment or question to director mcspadden or the city attorney, which is what is our role as the commission reviewing and are approving the budget and the question is, do we have a opportunity to meet the mayor's directives in terms of 10 percent, in addition do we have the opportunity in partnering and meeting the mayor long-term priorities and focus for a budget that does not cut homelessness? when i served on the juvenile probation commission we wrote a strong letter energying our department not be cut because of critical priorities of the mayor office at the time and now the voters actively in support of serving our homeless community. i would-it is question, can we do that and urge to our fellow

commissioners to think about that kind of approach as we think about our role ask responsibility in terms of reviewing and approving the budget. thank you. >> want to give the attorney or director mcspadden. i mentioned this in private conversation. >> it is issue we can look at. i need to double check the bylaws and see what it says. typically commissions-there is a balance of oversight of budgetary issues. can you hear me now? >> yes, thank you. >> i want to look at the bylaws and talk to the team. typically commissions have oversight of the budget, but are not in charge of setting the budget. it is back and forth and we want to make sure the department can fulfill its role

responding to mayor expectation of budget setting but we can see the options and i think those ideas like alternative concepts are thinks the director can choose to work with you and see what options are so 80 can look into that. >> i are want to be clear, not saying not meet the budget direction. the department i believe needs to meet the budget direction, and is there a opportunity to also meet the mayor priorities in terms of homelessness and department priorities presenting alternative or strong statement we don't want to cut these resources? >> thank you for that. questions comments as we move to public comment? vice chair i ask you would also present your recommendation at commissiont matters. >> i have one last question.

with the budget cut, i am thinking what is the plan to preserve any programming you have within the department that includes input from people with lived experience because that is one area we haven't talked about and i want to make sure that is attention to input as public commenters said earlier. what information are we taking from people who are unhoused or lived experience? jrk >> i say input from people with lived experience has been really critical even prior to the strategic frame work but certainly developing the strategic plan . we have been fortunate with state funding. there was a set aside from the state to do planning work and that supported most if not all of our planning work including the input from people with lived experience, so i think

those grants are winding down so we need to look creatively internally how we keep that work going because it really is is a critical priority for director mcspadden for all us as leadership team to get those voices. i think we just been fortunate to use the state planning grant money to try to achieve that initially and sustaining that takes advocacy in the budget and i think convincing policy makers why that input is really important when they hear other pressures is how this can be helpful. >> thank you for that. i agree. just since director mcspadden has come in there is a lot of repair in the reputation of the department and rebuilding the trust with the community has come from the way input has been executed.

for example, as jordan was saying, incentivizeing input and data collection by engaging the public and i think that you have just made so many strides i haet to move away from the direction or lose the trust of the community if that were to be deprioritized, so i want to put that out there. >> thank you for that. thank you very much for bringing that up commissioner and why when we talk about what we are leading with values relating with and why we continue to talk about the strategic plan it is because we built those values in and we need to continue leading with those. if we lead with equity we are absolutely involving people voices, people with lived expertise and lived experience. >> thank you. >> in terms of the strategic framework advisory committee who does that comprise of?

>> the strategic framework advisory committee was put together i think a number of years ago after the department was formed to make sure the department was adhering to the initial strategic framework and that committee is made up of a number of provider organizations. wie are trying to be diverse in thinking who is represented, but really their continued work is help develop the strategic plan and think who's voices need to be heard, who we were mising what we were not thinking about and their continuing to work with us on the execution of the plan. we can send out through the secretary we can send out the list of who is on that. >> thank you, that would be great. >> just one quick follow-up question. the impeneding budget

reductions and possible changes, what extent does that change the plan and dpoo we get updates where we are? >> so, not yet and part of the reason for that is that we have made a lot of strides in our goals, so part of it is we already started projects and will continue with those things. continue with a lot of activities that focus on the need for specific populations and add to the port #230e8io of permanent supportive houseic and shelter. what we planned in year 3 do a look-back and look forward and say do we need to adjust these goals and we don't need to do that yet. we may need to do sooner then 3 years but not yet. we will continue to be on track for now.

>> okay, thank you. >> with many cities we can overcome so this is one thing we have to work together on and i like the idea of vice chair dufty and so hopefully we can is bring up in commission matters. thank you so much. i want to ask members of the public who wish to comment to do so at this time. >> good afternoon commissioners. my name is marty regen from larkin street youth service and part of homeless emergency service provider association. thank you to hsh for the budget presentation and to the commission for this discussion. we are dismayed by the midyear

general fund add back cuts that eliminate expansion of food security and lower polk tay nav. the funding asks seem meager for one of the wealthiest cities in the worlds. cutting [indiscernible] reduced from the original $1.5 million ask that has ta providers convened youth with lived experience for months asking across all 8 or 9 providers and clients what they need and food coming out of the pandemic was the biggest ask from youth. we had the same ask two years ago, it got cut so this year it went from 1.5 down to $200 thousand and now on the cut list. it seems ludicrous frankly. cutting $200 thousand food security and the million in

shelter capital will not make a dent in the city $800 million budget deficit,:bolstering food resources for young people spaesh in scattered sites and supportive housing sites like we heard earlier and in light of the snap cuts and reductions in tndc and food bank resources, it means tenants won't have to choose between buying food or paying rent. also while we acknowledge this commission does not oversee oewd, it is worth noting workforce ask which was a result of very thoughtful intentional strategic planning among suchbs providesers is on the mayor budget cut list. i don't need to tell you reducing workforce support negatively impact ability to pay rent. furthermore we put together a thoughtful strategic blan for the prop c fund allocated for housing. it is very distressic to think we could face aortattempt by

the mayor to sweep these funds to balance the budget. a careful consideration of the 10 of millions being spent on police, sheriff and are jail staff overtime due to massive increase in police response to substance use might offer more impactful ways to reduce the city deficit. we implore to compel the budget office to think creatively with respect to the deficit rather then putting the burden on the backs of the poorest and most vulnerable san francisco residents. thank you. >> thank you for your comment. >> good afternoon. it has been a while since we have all been here. my name is hope cameer. i work at scumps family service and also the chair of the family subcommittee. i will probably overshoot two minutes. directly witney referenced flexibility [indiscernible]

request this commission and director team move towards the quick implementation of the 5 year subsidies for families approveped last year. we believe these funds are unspent and prescriptive in nature and not used to back-fill [indiscernible] by the mayor office. additionally [indiscernible] hsh data reporting team about iterating on these year point in time count to capture family point in time counlt. i want to thank for the willingness to collaborate on the issue and hoping to send more information about the family point in time count to this commission body so we are [indiscernible] not 205 families experiencing homelessness in san francisco. finally, related to commissioner albright's question leveraging federal dollars during this scary city

deficit, we are grateful to hsh exploring partnership with dph to insure cal aim dollars especially those that expand access to specialty mental health service who are experiencing homelessness are aggressively pursued to bring the needed behavioral health support for families to scale in our city. thank you so much for this long meeting and attention to the issues. >> thank you. jordan again. she, her, they them. i second what commissioner duty dufty said about investing [indiscernible] hsh has over 80 non profit contractors and some bigger isn't always better. how much of the inefficiencies are hurting the budget and how to reduce the cbo and not servicess for tenants and

clients? i want to reiterate there may be real cost overhead with the using the sro as psh as we have seen with the baldwin. it is time to do cost benefit analysis focus on larger older spartan hotels like legacy sites. this may be like neither here nor there but i think the city and other counties and municipalities major homelessness crisis across the state of california need to come together to [indiscernible] and allow vacancy control and buildings to rent control. the constraints the state law imposed on us for the past all most 30 years have a negative fiscal impact on the city people displaced and homeless and using emergency serveish and we have to pick up the pieces. the leveraging dollars and regulations as we can.

thank you. >> thank you so much for your comment. are there any persons--yes, sir? >> i don't know if this fits or not, but i guess i'm wondering-- >> this is comments related to the budget. following this item we will have general public comment so comments related to the budget we just heard. >> i understand the sunshine ordinance, thank you. >> okay, thank you. >> i'm wondering how city and county of san francisco can coordinate with the different non profits that do needle exchange to keep the city clean and it would--that's monies regarding keeping the city clean and it would other stuff,

but then they mentioned something about food and wondering if there is some type of expansion or just monies going into like food runners and other places, because we are talking about stuff-we are talking about money isn't money, it is just a object to barter when and when you look what is happening in city county of 16, a lot of resources are just out-right thrown away y such as food and clothes and it is a way to save money if we could just resort the way stuff is flowing that is continuously wasted through the restaurants and stuff like that. my conversations with the shelters, they needed like food, clothing, other nicknack thingz like that and that's--it is not a big savings, but it is

sort of fits. thank you. >> thank you so much for your comment. any comments remotely? okay. the next item is general public comment related to items not on the agenda so invite those who wish to comment you may do so. >> you have to deal with me again. this jordan davis once again. i do believe agree payment of rent is a issue and i do believe third party payee service could be goats for those in arrears as long as consistently applied and not overlee punitive. sick and tired of people shanghaied [indiscernible] can't place us in housing. i heard that a lot of people

experienced that. fed up as a tenant in the tenderloin and not able to pay rent by personal check. i get some tenants bounce checks but the state of california has a remedy. you can bar who bounce use [indiscernible] also do public education how to use checks recollect but please don't collectively punish us. some providers do accept checks. i know tenant leaders in the central silty sro collaborative are [indiscernible] checks are rubbery. i have a recording one saying that. also need remote payment options and able to use our debit card. also as much as we face budget issues we can use existing resources to create a permanent supportive housing advisery committee. [indiscernible] december 15 issue. it isn't most recent issue, but it is online, so i won't take

up anymore time. thank you. >> that thank you. any other members who wish to comment at this time? >> i guess i want to congratulate mr. bevan dufty for the board president. i got a funny feeling things will get a lot better now. i'm dolphin safe too. i guess one thing i feel i'm noticing is like some of the shelters and things like that are becoming variants of nursing homes and dealing with people with mental health disord ers so something to keep in mind. i think one concern i'm having is the way people are assessed

and just feel there is a problem when like 70 year old people are not getting fast-tracked or whatever it is into like housing. the story i just heard was 77 year old lady went to the hot team during a sweep and they wouldn't help her, so i'm wondering what your proposal or a system audit? it is frustrating. thank you. >> thank you sir for your comment and certainly i add to your sentiment and congratulating the vice chair becoming the president. okay. >> [indiscernible]

>> any persons remotely? thank you. the next item is commission matters. we won't have report from the nominating committee. there is no report from the nominating committee nor data officer chair or data officer. now we'll move to commission matters and are there any commission matters to discuss? >> it is a time to ask any unresolved questions or specific to the way we have our meetings? what can i use this time for? >> commission matters is really to discuss potential items for the agenda for our next meeting. >> okay. >> would ask we have a action item on the february meeting to consider writing something that

emphasizes the importance of not seeing cuts to services providing people basic survival shelter food. i think as a taxpayer i can forego a little bit of beautification in the city. there is a lot of places that can be cut. certainly do not need to grow the police and sheriff department further. we could cut the mounted unit the police officers on the horses. there is so many things that should be prioritized that include insuring people's basic needs are being met and we are one of the rich est sities and richest states and counties in the world and shouldn't people struggling to eat.

>> could we calendar something under commission matters for the next meeting and simply say that consideration of a draft letter, draft statement outlining our concerns about the budget and then we would get a draft prepared in time for mail-out so we meet the notice and brown act requirements? i'm not seeing the city shake his head no so figuring that might be okay? >> [indiscernible] >> you have to go on the mic. people can't hear you. >> the chair and director with work on that and requesting the item for the next agenda. >> great. any other--in line of what we heard, anything comments to add to it because one thing i like to potentially ad hoc committee

on the issue so that is something that i'm willing to do as well. >> i have a question not regarding that but general. somebody mentioned something on january 30 what is that because we won't have a meeting before that so i want to know what that is and how i could participate? >> january 30 is point in time count we are required to do required by hud to do every two years and that's the way that --the way that we are required to count-- >> what do you need? >> we have a opportunity for commissioners to be involved in the process so we go out in teams across the city at night and literally count people and try to figure out other things demographic information about them and that just all goes

into a pool and staff work on it. we send it to hud and we publish in july and that is what shows generally if we have seen increase, decrease, that kind of thing and i have done it a number of times. commissioner dufty has done a number of times. >> you can do it walking or drive. [mltple speakers] >> you can state where you like to be. it is helpful for commissioners to be able to see how it works and to be-and we need people to participate. >> i would be interested. >> it is very inspiring many citizens know about it and come out and do it and many of our wonderful employees in the health department and other departments come out and so you get to come together before hand if you wish and there are couple speakers and so it is great and safe experience and

you are not asked to engage someone directly if you look at a tent you mark it and so it is not a situation where you are going to be aggressive or so forth. >> as long as i'm with a team. >> there are people in each team who have experience. >> that number you see from district to district and you say there are only 40 unhoused people in district 7 versus elsewhere is where the data is generated so part of the federal applications but a great evening and it is a requirement we do it. >> secretary, i believe you sent something already right for people to respond to? commissioner if you look at your e-mail from secretary--i think you may have it already. >> you have in your- >> i sent to your e-mails.

>> perfect. >> on the question of a statement or letter, if we were to move in-is it okay if i talk about that? if we are to move in this direction i ask are for a couple things be considered what is in the content of the letter. we talk about alignment with the strategic plan. i think the presentation today was so effective because it aligned with the strategic plan. two, that we talk about the metrics of success and highlight the metric particularly around vacancies that were achieved and show progress towards our ultimate goal of ending homelessness. three, that we outline what the impact of the cuts would be both to the individuals involved as well as the system as a whole and four, that we become very solution oriented. we are all in this together.

understand that the mayor is trying to balance a significant budget with budget short-falls throughout the entire city and county and i think it is incumbent to be help be solution oriented so urge we think about revenue maximumization and enterprise focus vice chair dufty talked about and thinking federal and state draw-downs. sure there are other solutions oriented proaches, but those will be significant components i think would be relevant for the letter. you were also talking about commissiont matters. if i could just add one more thing to highlight what i asked for earlier on in the meeting. i would appreciate in partnership with community based organizations as well as department to really understand family homelessness and may not be at the next meeting, but as

we think about priorities going forward. it is a aligned with the strategic plan and i think it is important to really understand what the challenges and strengths and opportunities are in that area. thank you. >> we are committed to doing that in the next meeting, maybe not the next one but certainly soon. >> thank you. >> thank you, any other comments from commissioners? just want to give the public a opportunity to provide public comment on this issue. if there are no members of the public who wish to make public comment, none on remote, i like to a motion to adjourn. >> so moved. >> seconded. if anybody wants a wall map. >> we have 5 minutes. wow. >> 1255, meeting is adjourned. [meeting adjourned]

>> the city of san francisco is

invest nothing resources to care for people experiencing a mental health or substance use crisis on the streets. is this includes new programs and the expansion of successful pilots >> worried about you lying on the street here. >> we can take them to other facilities like mental health facilities or shelters or offer resources and connect them to social workers and follow up. we try to provide safety for the public and for them to let them know than i are not in trouble and we are here to offer them many resources and service they may want and takes buildinged the relationships with the public president people we contact with. takes time and trust. the city street team include mental health clinicians, community paramedics, emt's, social workers and councillors train in traumatic care u most

vagzal interviews. cultural competence and he deescalation. >> san francisco 911 when is the emergency? >> san francisco trained 9 leondis patchers operate inspectly from the police department. through investments and alternatives to law enforcement, the city ruled the police sponses to people experiencing mental health emergencies. >> now that we have a team that is geared toward mental health that helped dispatchers able to assist the public when call nothing for common they don't think needs an ambulance or fire or police they think they need help. i wanted to be that social worker what wents the extra mile and figured out how to navigate the system. joy feel great when i help someone that's why i got in the work if you are experiencing an emergency or worry body safety on the street call 911. for nonemergencies use 311.

you can learn more about the street response program at(musi >> i started the o was with a financing and had a business partner all ended up wanting to start the business and retire and i did was very important to me so i bought them oust and two weeks later the pandemic h-4 one of the moments i thought to myself we have to have the worse business in a lifetime or the best. >> we created the oasis out of a need basically so other people bars and turning them into a

space and when the last place we were performing wasn't used turned those buildings into condos so we decided to have a space. >> what the pandemic did for us is made us on of that we felt we had to do this immediately and created this. >> (unintelligible). >> where we would offer food delivery services with a curbside professionalism live music to bring spectacular to lives we are going through and as well as employ on the caterers and the performers and drivers very for that i think also for everyone to do

something. we had ordinary on the roof and life performances and with a restaurant to support the system where we are and even with that had terribly initiative and hundreds of thousands of dollars in debt had to pay our rent we decided to have an old-fashioned one we created club hours where you can watch to online and or be on the phone and raised over one quarter of a million dollar that of incredible and something that northbound thought we could do. >> we got ourselves back and made me realize how for that people will show up if i was

blown away but also had the courage but the commitment now i can't let anyone down i have to make the space serviceable so while this is a full process business it became much more about a space that was used by the community. and it became less about starting up a business and more about the heart of what we're doing. this building used to be a- and one of the first one we started working on had we came out what a mural to wrap the building and took a while but able to raise the money and pay 5 artists to make a design around many this to represent what is happening on the side and also important this is who we are this is us

putting it out there because satisfies other people we don't realize how much we affect the community around there when he i want to put that out there and show up and show ourselves outside of those walls more fabulous. and inspires other people to be more fabulous and everyone want to be more fabulous and less hatred and hostility and that is how we change the

5 o'clock. >> (music). >> co-founder. we started in 2008 and with the intent of

making the ice cream with grown up flavors and with like and with tons of accessible freshens and so we this is - many people will like it and other people will like you my name is alice my husband we're the owners of you won't see ice cream in san francisco and really makes fishing that we are always going together and we - we provide the job opportunity for high school students and i hired them every year and . >> fun community hubble in san francisco is my district i hope we can keep that going for many years. >> and i'm alexander the owner of ice cream and in san

francisco and in the outer sunset in since 1955 we have a vast of flavors liar choke o'clock but the flavors more than three hundred flavors available and i am the owner of the ice cream. and my aunt used to take us out to eat ice cream all the time and what can i do why not bring this ice cream shop and (unintelligible) joy a banana split or a great environment for people to come and enjoy. >> we're the ordinances of the hometown and our new locations in pink valley when i finished law school we should open up a

store and, and, and made everybody from scrap the first ice cream shop any ice cream we do our own culture background and a lot of interaction and we're fortunate we can get feedback and serve to the king of ending and also [music] hi. i'm san francisco mayor london breed i want to congratulate sfgovtv on 30 years of dedicated service as a broadcast channel

for our vibrant city. you played a critical role during the pan dem and i can worked keep residents informed. adapted to changing situations that allowed our residents to engage and participate in government. thank you for 3 decades of informing and inspiring and connect the people of san francisco as the voice that