>> this is housing authority of the city county of san francisco board of commissioners special meeting for february 29, 2024. time is 458 p.m. i'll start with item 1 for roll call. item 2, for roll call starting with president torres, present. lindo, present. [roll call] we can go to item 3. >> the housing authority of city and county of san francisco 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. >> thank you president. we can go to item 4 for election of the president and vice frezdant of the board of commissioners of the housing authority of the city and county of san francisco. this is according to the bylaws the annual meeting, the 4th thursday every february and according to the bylaws, the president and vice president shall be elected at the annual meeting and hold office--serve until remove or successor elected and qualified. at this time, i like for a motion to nomination of president. >> a motion for joaquin torres

to remain president. >> second. >> sounds good. mr. joaquin torres do you accept the nomination? >> i accept the nomination wholeheartedly. thank you. >> before we go to vote, is there any public comment? >> through the chair, to the commission, gives me great pleasure to stand before you. my name is greg richardson, jones united memorial methodist church, and this torres you have before us is an angel in my own eyes from heaven. like a ufo just dropped him off and he's here. i go back with his father a long time back, and to see the great work his family has done and see the great work he has done.

these kind of positions you have to love it or you just ain't going to do it. it is so grateful and i'm so thankful for him accepting the position of leadership, because from the city wide senior community, couldn't have a better person watching our back, so thank you for accepting and nominations. i hope you become elected and san francisco will be moving in the right direction. >> thank you very much. any additional public comment? if not, we can go for roll call vote. torres, aye. lindo, aye. kim, aye. pike s, aye. congratulations. is there a motion to nominate vice president? >> i nominate commissioner

lindo to remain vice president. >> second. >> leroy lindo to you accept the nomination? >> absolutely. >> before we go to vote, is there any public comment? sounds good. roll call vote. [roll call] thank you. item 5 is election of the chair and vice chair and alternative member of the development finance operation committee of city county of san francisco. the committee chair and vice chair selected from commissioners of the authority and hold office--until removed or successor are elected and qualified. president torres would you like to nominate the chair, vice chair and alturn ternative member? >> yes, you can remind those serving in leadership roles on the body?

>> for chair leroy lindo, vice chair [indiscernible] >> for conversation here, to be movement here, but again, i'm very happy to appoint again to maintain the consistency. i leave it up to the two of you to share that with me. >> whatever. i think works best. i think it has been working well. >> okay. >> i think it has been working well. >> fantastic. it is nice to hear it is working well and the leadership role wants to continue. thank you very much. if we can continue the existing roles, including myself as a alternate member that is my

request. >> congratulations. item 6- >> just a quick point of order here. it is listed as 5 but not listed as action, is that correct? there is no need to take a vote? >> correct. >> thank you very much. >> item 6, general public comment. this portion of the agenda is not intended for debate or discussion with the commission or staff. please simply state your business or the matter you wish the commission or staff to be aware of. it is not appropriate for commissioners to engage in a debate or respond on issues not properly set in a publicly noticed meeting agenda. if you have questions or would like to bring a matter to the commissions' attention, please send your communication via e-mail to sfhapubliccomment@sfha.org. we did have a written public comment that i like to give first for david anthony woods. you can come to the stand and you have two minutes. >> okay. well, i was here three weeks ago and i addressed you folks on issues going on in my

building. they are basically managing the tenants and not the building. not sure if you understand what that means. >> yes. absolutely. has in there been movement or communication? >> has there been what? >> has anyone talked to you? >> no. >> there is another issue i mentioned a door that was bolted, if you remember and the fire department i think came and unbolted it, however it has been bolted again, and there is another issue with-in the building that is like the box-what do you call it? the electric box or whatever in the lobby. anyway, that's been making noise and been going on for weeks now and they haven't done anything about it. it is just- >> i just want to apologize you

have to come again today without having heard anything since that time, so i'll ask housing authority staff to talk with you now. kind ruis in the back to talk with you directly now and i ask i have a follow up on conversations had with property management before our next meeting. hold on a second. ypt i want to make sure your mic works. >> president torres, thank you. i'm certain that kindra has spoken the director of housing operations with helen from mohcd. we will do another follow-up. generally they speak every friday, so we will do a follow-up and actually report back out. >> i just want to-when time is

taken from residents to come before this body,b i want to make sure that we are closing a loop on the conversation our partners may or may not be having with property management and next steps are taken with residents to address the issues around issues effecting their buildings and make sure they follow through on the promises and commitments we are making, so thank you very much for that director. >> certainly. >> any additional general public comment? >> thank you very much, through the chair. and commissioners. it is the last day of black history month. glad to be black. also we did celebrate as well with the chinese new year. we were in the chinese new year parade. we have a group called, we are one. stand against hate. previously we spoke about my

previous experience with the family developments with the leadership commission under the leadership of dr. shirly thorten. started a resident relation commission which consisted of buildings, but these were family developments, they were not the senior developments. so, the residents relations board which sat up there like you, residents come and deal with the problems and turn them over to you to try to make-move the items, because there is a lot of work that needs to be done, so we actually were also involved with the san francisco first public housing association in america and what this particular association did is we partnered up with the mayor's office, ed lee under

leadership of willie brown and started doing business and it really helped, because one of our members was irate and kicked in a door and opened up in potrero hill, but the store opened up and did well. anyway, i just want to hope work with you and the city wide senior that we can start something like that, because residents basically nothing is going on too much because they can't get the ideas out, so we might be able to help you help them. thank you. >> thank you very much. >> any additional public comment for item 6? close general public comment and go to item 7 for the president's report. >> thank you very very much. again, just want to in an tisitation women history month beginning tomorrow, thank you the leadership of san francisco housing authority which i know

we look forward to next month to recognize the leadership of you and the work your incredible staff does together with every woman on the body including my fellow commissioners. honored to serve with you. but also of course in recognition of black history month. it has been a extraordinary month in celebration. i was also honored to be joined by ceo during the lunar new year parade to celebrate the chinese new year parade and lunar new years celebration across the city and able to be joined by a former intern of mine for black history month parade in the bayview. i thank all the partners that sought to uplift and insure our investments are present with community, but i also want to thank in anticipation of next month the extraordinary work of all of the women who are here serving the housing authority

and have for many many years and those who are newer as well. i just want to thank you very very much for your continued service and your guidance, especially looking at you diane, just thank you so much for your years of service. you have been present with us and being a very patient steady guiding hand through your diligence and communication with us as a board. i very much appreciate it as we move forward and of course, also legally, mrs. linda mason, thank you very very much. thank you. thank you very much. >> [indiscernible] >> and thank you kinddra. i also on a more somber note, i think many people have read in the papers around some of the issues with contractors serving our communities in the southeast part of the city and

i just want to again state here that that kind of activity and that kind of action is both rephensible and damages the public trust that we seek to uphold and strengthen as we advance the public good here through the resources we have, the public dollars we have and insure that taxpayers and constituents alike know that we need to be investing dollars with integrity and serving our residents with that same integrity and it is very unfortunate we had to once again see that type of activity impact our communities and i just would want to be sure that people take note of the city attorney's comments in relationship to those actions that the alleged actions people have taken and the consequences of such. so, with that, i just want to insure again that people

understand when they are contracted with this body or any city department we expect them to act with integrity and it is a disaservice to san francisco when we see otherwise. we'll talk more about that i'm sure in a continued way as we talk about the valued work so many of our contractors, our staff and we continue to do to serve our residents. thank you very much. sorry, a final uplifting note today on leap year, happy leap year day everyone. on this february 29, we swore in-said ado to controller ben rosenfield who served the city and county over 20 years, nearly 30 years. minus maybe a high school experience or college

experience. and we swore in mayor breed swore in the new controller , who also oversees the public integrity office within that department, greg wagoner, former budget director for gavin newsom, new former cfo for department of public health and he is our new controller and welcome him with open arms today. he is wonderful person to take on that role and very much looking forward to working with him in a continued manner, so thank you so much. >> thank you president. item 8, tenant representative report city wide council ccsd public housing tenant association. >> happy leap year to everyone. thank you for that intro, because i have to speak on the same thing as far as integrity

goes on inside. as you may or may not recall, i'm the president of ccsd now, but been training with them over 8 months and previously the secretary there and they are at risk of becoming irrelevant. the dysfunction in the way they handle their business is off-putting and i have a solution because i'm a problem solution girl. there is no reason why we can't think of solutions while the problem is coming up. this resident council committee which is under you, maybe as a line item where they have a budget we can do things that we could intervene for the interim between you and the tenant and ccsd. ideally how it is supposed to work is tenants have a issue and they go to the tenant association board and we train

them and then if they have a problem they can't resolve, they bring to ccsd board and we try to solve on that level and if we can't solve it we bring it to you, which your lap is so full already so we should be putting out fires. i'm boots on the ground and can tell you there is a strong need for oversight since beverly sava died, which is a couple years ago. the mismanagement-i'm not trying to tell a tale, just trying to let you know the state of the union. i'm here to serve and still going to be working as the president best i can to solve some of these issues, but the suggestion of a resident council committee is just a brilliant idea. we could have a representative from each of the buildings have a voice and i just think it is better about putting out the fires on the levels of micro and then to you, macro.

so, i appreciate everything you do. congratulations president torres and look forward working with you long into the future. >> likewise, thank you very much. >> any public comment on item 8? >> yes. gregory richardson representing the member of the council, city wide as well as north john f kennedy towers. it is badly needed, i'm glad she spoke on that issue, because public housing, family developments get a lot of support and attention, but as you age moving on down the line, you seem to be forgotten about, and if you don't have a strong body of support backing you up, then it is kind of a

depressing state in your buildings where people are shut in and they don't want to respond or do anything. covid was a perfect example, how we can work together, pull together, resources, support systems and groups. so, i really hope that that can happen where they can have some type of fund so they can let other people have and enjoy funding. the main thing in this issue is education, continual education. continual training. continual learning. as health problems come up there needs to be--get the services so we can implement. if we can't implement them, then we need to partner up with someone that can help our council. i think that will probably be

the best bet. i tell you, it isn't easy working with public housing residents . i have been there 30 years. i love them and love you and know we can do it. the city is can do it because it is a city that knows how. thank you. >> thank you very much. >> any additional public comment for item 8? >> i like to make a additional comment. most of the jobs that are needed are the ones that would intervene between the tenant and management or residents services, so for instance, a lot of the buildings bridge, for example isn't paying the participation funds. they are like 3 and 4 years behind that 25 at 25 sanchez and i know it will only take the meeting-i call triads, which the mayor's office deemed necessary between management resident service and the board

representatives. they are supposed to meet monthly or bimonthly at the very least to discuss the problems that people are having and or issues to keep all the problems--then there not fires you have to put out. that is a hand on thing versus when we bring it to your lap. i'm talking about having a position more or less interactive because i have to go to the buildings and meet with the people and it is open communication and everybody understand each other and if the mou needs to be refreshed between the buildings it needs to be refreshed so new management coming in knows what to do and it is okay to hang signs on doors when we announce elections or just silly things. i dont want to say silly, because they are not trivial and very important about public rights. we just overlooked as seniors and disabled. you are not here to die, you are here to contribute. this could be the best part of

your life you actually have the support system and the services that are available and needs being met and that is just my forte, so i hope that you'll consider it. thanks. >> thank you very much. ceo, the conversation around resident services and the interaction and oversight around those services or tenant participation funds and other resources that are highlighted as a need, or available to meet a need, do we have the opportunity to have the mayor's office of housing and housing authority just jointly present a overview of how those services are being delivered currently in support of our sites? i think it is very refreshing to have you both speak around this from a ccsd perspective,

especially since beverly's passing in the structured way it is helpful to see in that manner. it might be useful for us just to again be reminded at this body what resources are being provided, what the port folio of those properties are that are under rad or otherwise, how they are serviced. just to provide a overview. not looking for beyond that at this moment but for us to get an assessment of how we can and should be engaging. this is a issue that has been a bit of a gray area i think for us collectively so glad you are raising it post-rad and i would love the opportunity to dive into that a bit further. i'm sounding opaque now but not quite sure where to engage. >> i just like to answer that. we are working with helen hail right now basically putting in her lap for the multi-buildings that are not producing the hud participation, but in her defense , the reason we are not

allocated some of the money is because of the ein number and non profit status that ccsd let go to the wayside. at this time they are revoked of ein number. i have been working with the non profit legal firm and irs advocacy group. there is a way we can actually get retroactively reinstated for like the price of $600, so we are working, we just need participation funds and helen hail is working to get the letters out and we are meeting with them personally to say to get olive branch across. >> glad you highlighted the work of helen hail. >> we have been in communication with mohcd with hillen hail and the rad report.

we are in the process narrowing down what the report will look like and services that are part of the report and hope sf sites hunters view, potrero, sunnydale and [indiscernible] each will come at least once during the year to talk about the development and what is happening with resident services. those are already calendared for 2024. >> great. thank you. >> one other item of consideration is the fact that even when the buildings get the participation funds, many are not able to pay us as ccsd our percentage that have allocated is 10 percent for full unit, and so therefore it would be-we can't do anything without money and with that is why i thought maybe we can fall under a line item that is being given to broaden the position and to make sure we can do the work needed. >> okay. great. thank you.

>> public comment for item 8, any public comment? close public comment is go to item 9. 9a is chief executive officer report, [applause]y plaza east update. ron bowen from john stuart. >> thank you. good evening commissioners, president. do we want to start with the first slide tonight? there we go. the first slide is the staffing report. i was able to report last month for the first time in a long time we were fully staff ed. we were also fully staffed in january, however we lost 2 maintenance people in february, they were our two new hires and they both left so that was

really unfortunate. >> sorry to hear that. >> on-boarding is a time consuming thing and now we'll do it again. i will say, we already have one experience temp in place and a second starting monday, so we are still able to make sure we are getting the work done we need to. yeah, so that is our staffing report. next slide, please. the next slide is the work order slide. we had 169 work orders open and closed in january. the average time to do a work order was one day. we had 17 emergency work orders last month. we closed them all, and the average was 15 hours. i would draw your attention to the number of emergency work orders. 17. we average about 4 and a half per month generally and it was

amazing having 17. i had questions about that and thought you might also, so i took to liberty of checking each of the work orders. there were three for toilet leaks or toilet malfunctions. three caused by floods, which is not unsurprising bog of the rain we had. two for heating and three for appliances. the other were miscellaneous like a front door lock that wouldn't work, items like that. we were able to fix all the emergency work orders within average of 15 hours, none took more then one day. >> on the-i know the flooding is issue at plaza east when we have heavy rains. it is great to see those work orders have been closed. are there-from your perspective, is the comprehensive damage from the flooding going to continue to

be a issue for those units? speak from anecdote. i heard sometimes that when the work orders are completed or closed there are still outstanding issues based on flooding that can lead to mold, rotting, et cetera. how are those issues dealt with with regards to the units or is that not a issue? >> i believe the answer is these were exterior floods and didn't effect units. >> okay. >> [indiscernible] >> it is helpful if there is responses so come on up. dont be shy. >> this is michael leard, the property manager and been working at this property about a year and he came from another san francisco property before that. >> good evening. these floods were are related to a single plumbing issue

interior of one of the units. we did immediate response to clear up any water before there was permanent damage and any mold or any such issue. we had discovered there is inherent plumbing problem in the one unit we are currently working on before the next rainy season. >> okay. and then just in terms of any residual damage basised based on the flooding or any other type damage issue that could result in mold or other issues like mold? >> no, our maintenance team or sometimes vendors were able to rapidly eliminate all water so there would be no residual problems. >> okay. if residents feel otherwise, they know they can still come to you and ask for additional attention to deal with the issues within those units? >> yes.

>> okay. alright. okay, great. thank you very much. >> when i talk to resident council leadership that is the same answer i'll receive back, correct? >> yes, sir. >> we'll see. >> we hope so. our door is always open. we log every emergency call. they all come to myself, my regional manager and the office, so be do quality assurance. >> it is helpful to see this and helpful to you be proactive about questions you know we'll ask. as your business and i'm very appreciative that. thank you. >> thank you very much. >> anymore questions about the work orders? >> commissioners, any questions? no. thank you. >> great. next is slide 4, which is graph of the work orders, which i think we already addressed.

slide 5 is the unit details. this is a work in progress, the report and i want you to notice there is a new row this month, which is units vacant either being used as a hotel or remodeled but not available for rent or occupied. before the numbers were incorporated into the vacant units. we didn't want to represent units vacant and ready for rent that wrnt so we created a column and broke it out further. there is 163 occupied units. four units occupied and ready to rent and we put in referral requests for them. there is 11 units that are vacant and not ready to rent. two are used for hotels, a couple of them have-two used for hotels, two are being

repaired, two of them are held by two residents and we are addressing that through the legal process, not the eviction process, but with the help of the attorneys, and in february we put in 9 more referrals to the housing authority. there is 15 units off-line because of significant repairs needed or because they are used by the security or the services office. that is the occupancy report. any questions on that? >> none for me. commissioners, any questions on occupancy? any other issues around occupancy or confusion that residents have been sharing around the status of those units or the habitability of the units that you're aware of? >> i don't believe so. i will say that as i mentioned there is a couple residents that quite frankly they are

occupying two units. when we were doing emergency repairs and this is before my time, they moved to another unit and the repairs took a while and got settled in and we have not been able to compel to move their stuff into one unit or the other. this is my personal opinion, but the units are small and peepival people have a lot of stuff and it is hard to get myself or anybody else to squeeze back into the space they were in before. >> okay. what's the general plan around that? in termoffs what is a unit that is able to be occupied and what people pay for the units and subsidies and how are you approaching that? maybe something you can share next time you see us. >> i can share it now. the first thing is we work with services and tell them there is a problem and we try to both talk to the resident and make sure we can discuss it with them and see the challenges to them. do you need help moving, can we

get a movie company, which unit would you like, how can we help you? things like that. we tried that and services tried it and gotten to the point where we had to have the attorney write a letter. we are a long way from having to take legal action but we are at the point we hope a attorney letter will prod them into doing what they need to do. >> okay, thank you very much. >> how long has this person been occupying two units? >> several months. several months. >> you have a exact number? >> no, sir. but i can get that to you next month if that's okay or sooner if you like. >> in situations like these, given john stuart is a major management company what is the type of response for the behavior or timeline associated with occupancy of units in this manner? >> i have to say a lot has to

do with the appetite of the controlling agencies to compel people to move. my personal feeling is, we move very slowly. we really try to be compassionate to the residents. i do realize that when people have two units there are two people living on the street that dont have a unit. at the end of the day, that is the consequence and the housing authority and hud paid for these units to be one family per unit and that's my job to make sure that happens. the other sidef the coin is i'm trying to be compassionate to those households that often have mental disabilities, they are senior citizens, there is other things going on, so we have several vacancies right now. it isn't super urgent. we are trying to move slowly, but steadily towards the target of getting them back into a unit. >> okay, thank you.

>> that was my last slide. anymore questions for john stuart? >> what is to prevent other tenants to occupy two units? >> what happened in this particular example is, there were repairs being done to their unit, so they were given another unit to stay in while the repairs were being done so that is how they had keys to a second unit while belongings were stored in the first unit. that's not a common thing to happen. it happened because of extensive repairs being done last year. generally people don't do this because it is illegal to have two units. we move them to another unit, we hire movers to help them, we repair the unit and they are glad to back to the unit all fixed which is usually better its was when we moved them out. on top of just fixing the repairs they probably got a new paint job and other things that

happened also, so it is generally not a problem. there is legal code that says they can only have one unit. there is hud rules that says they can only have one unit but on a practicate practical basis there isn't much keeping them from occupying two units. >> it is my understanding the unit to be repaired has been repaired and the person is occupying two units? >> the person has not moved back yet, yes. >> should follow up off-line on this. thank you very much. >> good evening commissioners. i am camille, the resident services coordinate at plaza

east with frh consulting. for this month for relocation we were ache able to assist property management with the one relocation or transfer that happened on site. again, that is getting in touch with the residents, understanding what is going on for the transfer, any needs they might have, whether that might be boxes, tape, moving assistance, anything like that we assist them with that, and as far as tenant engagement goes, we were able to host a new year's kick off in partnership with dph crisis service, svip and keisha cares for 51 residents. we also hosted a coffee hour in partnership with ymca buchanan and able to get 11 residents to come out for the community building. also, the residents love it. we provide weekly hot meals to about 18 families and counting

on site on wednesdays at 12, so the residents look forward to that a lot. it helps being able to cut back on costs for extra groceries or going to grab food that is outside. we also were able to host a healing and wellness event for greek counseling in partnership with dph crisis services for 5 residents. it was more a focused grief counseling group and then also, we provided on-site technology support and computer literacy training in partnership with dev mission on site that is monday and tuesdays from 10 to 4 p.m. in the community center. we also assisted with scheduling healing and wellness one on one for residents who might be going through a little bit more right now. sometimes our resident come in contact us, especially when things are getting heavy. sometimes they lost a loved one or going through different

stressful moments and sometimes they like to be able to have people to talk to. sometimes those people are us and sometimes those people are our representatives at dph crisis services, which ever they prefer so we were able to schedule one on ones with them. we were also able to assist property management with resident outreach for the open work order meetings. we want to make sure those repairs are getting taken care of in a timely manner and if services has to be able to follow-up on those and hand out fliers for outreach, we are happy to do so. we also met with our tenant association in collaboration to plan for the events in february that was very helpful and tenant association was in support of all of the partners we had coming into plaza east and the events. and then to be able to wrap everything up we have been able to service 75 residents with our connections referrals

through january. this may be in financial coaching, angle management, substance abuse, pg&e assistance and more. for support and service referrals we are 95 percent resident participated and out of those, 67 residents participated. >> thank you very much. >> you're welcome. >> when you talk about tenant association do you mean residents council? >> yes. sorry about that. >> just want to make sure i understand who we are talking about. >> yes, sir. >> great. thank you very much. any questions from commissioners? great update. thank you very much. >> i have a question, please. thank you for all the great work and i see the numbers are increasing and i really thank you for continuing to work in partnership with our tenant association and the collaboration that is going on

on site. it is really important and also just want to thank you for continuing to work with our property management company and can you share with me a little more as you are working on site, how you are engaging other residents who have yet taken interest or participated in the services that you are providing? >> yes. so, kind of speaking about how i am able to reach them. okay, yes. one thing i know you spoke on it earlier, but building trust with the residents. i feel it is really important being able to have somebody who is somebody just like you in the community who has also been able to work with somebody as myself or shaquan at plaza east. able to make sure we create a trusting relationship with them in a safe environment where

they feel comfortable to be able to voice themselves and share what short-term goals they might have, long-term goals. being able to create that environment for them and always making sure i'm able to let them know in words what we are doing other then just providing them with a flier. if they need more follow-up, i feel like if you are able to explain something more in more detail to somebody so they can understand who they are, what they are doing, what the purpose is and how it will be able to impact them, i feel we have a lot better of a chance at building that relationship with them and when somebody is able to say, i worked with camille and shaquan, i trust them and you should check them out. they assisted me with making sure my lights stayed on, or getting my rent paid up or providing us with 4 hot meals for the week it helps the

residents say i'll give that a shot. >> on average with your wednesday meals which i know is really important because during the pandemic we dropped 30 thousand bags of groceries and when i go to the grocery store and i look how much groceries have escalated, often times i think about all our wonderful families and how that is going along for families. on average, how much are you spending per month to help provide a extra meal and provide relief? >> so, between our events we also like to be able to provide hot meals during those as well, so in collaboration with dph, svip and keisha cares i say probably between $400 a month roughly. that is off the top of my head, but we also like to be able to access and give our residents access to the food banks like you said, different things they can be able to access close by

in the community that are there at their leasure for them to be able to use. >> thank you. >> thank you guys. any other questions? okay. thank you. >> hi, commissioners. i was asked to present about-this is capital improvement solicitation update. >> just the capital improvement or also the resident-great. perfect. >> so, just for the timeline, so the first 5 years is just starting with the capital improvement. the procurement method used for that particular one is invitation for bids. >> may i interject, can you give us the framing again? i'm very familiar because of how much i have been involved with the plaza east

conversation. again, this is a continuation of we were hearing around emergency repairs on site. based-if i may zawadi. please cut me off. because i know you have been very engaged at plaza east as well. the conversations at the housing authority and other city partners have had with the resident council, aka tenant association have been grounded in confusion around proposals related to redevelopment that would potentially change the nature of the living environment at plaza east. in conversation with the resident council directly we had, we have learned more that the more immediate needs of the resident council pertain to issues of habitability, and

immediate service we just heard about, whether around meals, tenant engagement, support, coordination with property management. the immediate needs were ap round emergency repairs and i know we completed those, correct? >> correct. >> and so the next stage that is, what other resources is the city and the authority bringing to bear to support resident needs on site and also at the same time to complement those capital repairs, separate from the emergency repairs, what additional services and resources can we bring to bear at plaza east and that's what we are discussing today so zawadi thank you for bringing that to us. >> thank you. excellent synapsis. >> good. >> so we prepared a initial draft of the ifb for capital funds, and we will be-we are

internally been internally reviewing it. we will be finished with our review by tomorrow and so between march 1 and march 11 it will go to the mayor's office of housing and community development for review and for their input, because they have potentially $11 it will go to the mayor's office of housing and community development for review and for their input, because they have potentially committed two million dollar investment in this plan as well, so we are allowing them to align with us on what they would like to see in the solicitation. and then, between march 12 and march 15, we would then review and incorporate any mohcd comments were accepted and schedule of discussions would be put on schedule as needed, and then we are anticipating publishing the ifb by march 22. this could be subject to change depending on how quickly alignment can be reached about the final solicitation document. as soon as we say we got a

great product we can put it out and start the two week process of public advertisement. so, that's where we are right now with the tentative schedule for that. and then the next slide, this is following the same schedule, because we worked on both solicitations pretty much at the same time so we'll put them out to mohcd at the same time. the resident service is secured through the request for proposal method and you'll see the timeline is the same. we have been-we did it at the same time and been reviewing it and get it over to mohcd to the march 1 to 11 timeline. we hope to get all comments back between the march 12-15 to align and this is because the mayor's office of housing and community development have current and ongoing investments on site at plaza for resident services as it is, so we want to make sure that we are being

very cohesive aligning with the services happening on site because we want to supplement that. and then again, depending how quickly we can get into alignment of the final solicitation product, we will be able to publish that, which also has to go for two weeks in the paper, so it could happen by march 22 or sooner or later if there happens to be a lot of comments back and forth. so, we are shooting for march 22 to also put that one out. and then as far as-that's just the schedule of where we are now. as far as when any of this stuff can be completed, i think that the rfp might take slightly longer because the rfp process you have to have a evaluation panel. [indiscernible] do not, so we might actually get the capital

services one figured out and contractor selected. both would happen in april likely, but we probably would get that one figured out quicker then we would the services one because of the way the process work, but they both happen fairly quickly within each other in april, like late april. if we follow this schedule. >> what will the communications be to residents about this next phase? is the question i want to make around engagement that, the authority is taking with partners so that the resident council, those involved and raised the issues to us directly around what their highest concerns are and highest questions are and around habitability investment and service i want to make sure that is communicated to the resident council and residents so they are aware of the work that is being done to respond to their needs. i know that number one, there

has been already immediate work, but hasn't been communicated and that is often a problem when you do the work without communicating fully so not a criticism, just sharing this as a need. it is great we have resources and the city has done coordination to make the resources available on-site, but making sure the communication is ongoing and it is relayed back, yes there is understanding this is what the next phase. we took care of emergency repairs, now the city is committing additional funds to deal with these needs in the following two ways capital improvement and secondary the services and here is how we seek to augment and or complement existing services on site and also procure for additional services so the residents know because what we heard continually is as you all know, just refreshing for all of us here, are we being

neglected as residents and needs not taken seriously? are the nitty-gritty issues around services not being fallowed through on? which is why we are so rigorous with property management and thank john stuart company for following through on those concerns and also the work of the housing authority has done to help impress on those concerns as well continually. i know it is a lot of work to do to make sure we organized and coordinated and communicating but i want to reinforce how important that is to insure that our residents know that we care about them, that we are responsible in the structure of resources we bring to bear that directly informed by their request of us and their experiences and we are doing that work. we are about to bring those resources to bear to address and respond to those needs and i just want to make sure that we are-they feel that is coming from us directly and the

clearest way possible. much clearer then thou i just just explained it, but that would be the hope. >> thank you president torres. one thing we will do and continue to do is work with the tenant association in communicating where we are in the process. reminding them what we are doing, as well as taking the time to send a formal letter, because we have been also working with the tenant council along with the host of others in the community so sending a formal document as well as sending some different type of communication and actually fliering the different doors so individuals know that this is what is happening is and this is what is coming. >> and then, in addition to residents our existing partners already procured to do this work, so that they are aware of

the narrative in the simplest terms possible to communicate to residents as well. >> right. certainly. and so we do have-thank you to our general counsel linda martin. we do have a regular plaza meeting where housing authority staff are all on that meeting. those who need to be on that meeting where we have services, john stuart, all our partners at plaza, so this information is being communicated. they are quite well aware of it, and so they too are messengers along with us and we will insure that together we are clear and we can communicate in different ways to that are helpful for the residents, so that they understand that we heard and we are continuing this work. >> great.

thank you very . >> thank you. >> any other commissioner comments? >> zawadi. i neglected to say your name earlier when we talked about the leadership of the housing authority and thank you for all the work you have been doing in honor of the forthcoming in a few hours women history month and i want to appreciate how much time you spent on the ground i have seen you directly just joined this team in such a integrated manner and thank you so much for your leadership. >> 9b is potrero and sunnydale update. >> good afternoon commissioners. i want to share our update with our activities for the prior month of january. some of the highlights i wanted to let you know the

january initiatives were. we had staff key roll staff positions and as such, we wanted to do due diligence so we performed hundred percent audit of all the vacant units. we were hearing some discrepancies in numbers, what was happening, wasn't happening. caused me to doubt what i was getting reports from the site, so i brought in an independent team from outside the area with ebmc that came and performed the hundred percent audit where they were getting in and behind every single vacant door to know exactly what the condition of it was, especially we have roof issues, we got possible compromiseing the boarded units. we wanted to make sure there was hundred percent audit. we comprised all the data and know what is happening and doing due diligence to follow up.

we are working on evictions of individuals tresspassing and worked with the police department and have ushered several folks out. that is always a challenge because they like to come back the next morning, but we kept up the diligence. we are also working with one of the things we have done that has really helped get good reports is, you are only as good as the eyeballs on the staff on the property on a daily basis, but i have taken a little different measure where i actually created a hotline and posted a hotline number on all the vacant units, so now residents are also feeling free to call the hotline and i now get regular phone calls, hey, somebody is in this unit that wasn't there. i know it is supposed to be a vacant unit and so we are able to act much more quickly when a

resident sees somebody showing up with tools at 11 o'clock at night to break into a vacant unit to those type of things. first thing the next following morning we are able to find out before my teams are walking the property to check with the status of the units are. and so that initiative has worked out really really well. >> just a quick interjection. thank you for that. can you share just a little bit about just reminding when you began that--the phone call triage availability? a couple weeks? >> on 1-12 we were done going through the units. we were posting the signs. the following week, hundred percent of the units had the hotline number affixed. it is a label that you literally have to--just today i

received my second set of shipment because the second part that i want to put the san francisco tres pass order so when the police department comes, they also have the language the pre-disclosure and one year i notified the public no one should be touching the units. >> if you can just roughly how many vacant units are there on site right now that you would be concerned about if you received a call? >> depending on the site, i have-we have lot of vacant units. i'm concerned with all of them obviously, and if you look at the report on the next slide, it shows you what the vacancies are. with any property going through the conversion that this property is, and the on-boarding of number of new

properties those vacancies continue to rise. >> the purpose of the question is really to-you have a method of gaining real time information from residents on site around vacant units and i'll say compromised vacant units for people seeking shelter. >> yes. >> all be it, illegally. >> uh-huh. >> the reason i ask about that level of volume you are receiving is because that becomes a city issue for us and it is helpful to know there is a method for us to find when the units are being compromised and so it is very good to hear that is one of the tools you are using to share that information. in terms of the housing authority response to those items, what's the feedback loop like in terms of when we hear about these issues, certainly it is operational concern of you go out and talk to whoever

is occupying the units, certainly you apply resources and services, letting people know they are not allowed to be there, but in terms of a city wide policy response or resource need we might have as a city, how is that working? i don't know if we have the answer to that now, but it is something i would be very curious to know about in a future meeting. >> i would just say, when we became aware of this particular situation, the housing authority immediately engaged with the homeless department along with hope sf partners. these are hope sf sites, and service providers have gone door to door at the sites to try to identify individuals who may be at the sites. what services are available to try to get soft landings in particular, but our key focus has been health and safety. the units are flot habitable, they have not been inspected and as soon as services touch a

household, they are already offering what the city has available, so depending whether it is a individual or family, but they have been out there working for the last month on this. >> the units that-because they are unborded because i made them check hundred percent. even units that as we unboard and somebody has belongings from the prior resident that moved out and was of question to us if it was the prior resident or if somebody maybe had compromised and now they are gone and now we boarded it back up, even in those cases that same resource list we left inside the unit, so that at least-if t is only as good in real time. i can board something up at 5 o'clock, by 6:30 i might have somebody trying to attempt to get into it. it is something that we are wanting to make sure we are checking and checking

diligently and making those resources that resource list available both at our office, working with the authority and with the other teams for those outreach, for that outreach. >> thank you very much. >> i did want to mention the hotline number. we also posted in multiple languages, so no matter whom may be coming by, we made sure it was very evident to anyone to be able to call that number. >> thank you. thank you very much. >> wanted to also highlight january initiative. we have identified a site analyst and those individuals are-this month completed the training and on-boarding so they in my next report they will be added to the employee count.

because we had the staffing change over, some challenges we are looking at, is how i integrate the new staff with the cbo's. some of the things we have been doing to make it easier to bridge that new introduction, who do i e-mail, how i know, all shanee's star knows how to contact that individual or that individual if that e-mail isn't responded to anymore, because they are gone- >> just a quick higher level question on that. what is the manner in which the policies around vacant units and occupancy are communicated to partners currently? i think at the highest level from a policy perspective from the housing authority are those rules communicated?

whether for future communications, how the existing ones how is the information being shared? >> vacant units are known because they are subsidized or not, so they are vacant unit reported, but as far as whether those units are broken into- >> i mean something much much higher level then this, which is, who is communicating whether it is ebmc, whether it is ashanti another cbo, what are the policies around vacancy and occupancy, how is the message coming to partners around our protocol when you see a vacant unit, when a vacant unit is reported, because we are a village of partners who are serving the needs on site for residents, how is that being communicated? is it coming through us as the housing authority or coming

through-coming from us as a housing authority, coming from the city partners, meaning hope sf staff to those partners? how is that communication traveling? >> from the housing authority as the contracting agency with our on-site property managers we have a weekly meeting and one agenda item on the meeting includes vacant units and what action is taken on the vacant units. we have since the beginning of the contract with ebmc talked how for example evictions work, what our ideas of process for evictions regarding non payment of rent versus vacant units and health and safety because they are handled differently. we have been work ing with threm to insure again that the services step in and are able to assist with soft-landing for the individuals that are not health and safety concerns. as far as the services go,

maybe kendra crawford you can step up. kendra is the housing operation director and on weekly meetings with the partners. >> thank you for sharing some of the details because it helps highlight some of these larger policy questions. >> good evening commissioners. i do have weekly meetings with -we talk about their relationship with ebmc. i help bridge the gap on some of the relationships and theresa and i talk a lot. we are also talking about individual residents, individual households and their whatever barriers they may be having. sometimes it is just that they want to talk to me or someone from the housing authority to make the connection between the housing authority and ebmc c so we do that.

i think residents are still adjusting to the change of management. there is also a lot of buildings going on on the site, so there is a lot of changes happening and sometimes just a stable same faces is calming enough to answer the question. >> not withstanding the issues where it may create an environment where people miss things, that doesn't mean-my interpretation what you are sharing and what you shared linda, my interpretation is the policies are stated clearly in relationship to protocols related to vacancies, occupancies and corresponding action to support those individuals that need support in one form or the other, is that correct and based on these

weekly meetings? >> yes, and we do share-we have actually gone out with ebmc to do the vacant units so we were a part of those conversations. also insuring that the right things were being said. we also went through every vacant unit and posted notices saying this is a vacant unit. this is what the code is. you're violating the code by being in this unit. we have talked to people and talked to them about the dangers of being in a vacant apartment, so one on one we have gone through every single vacant apartment. there is also something that we will do again just as a housing authority go to all those vacant apartments again to insure that we are aware of what's going on, that the proper notices are served and that the people in those units know what services are being provided. >> thank you. so, in terms of confusion

related to the policies or in terms of the response to the policies, if there is-it is either willful negligence or confusion that isn't followed up or clarified in relationship to not understanding the rules, regulations, policies and relationship to vacancies, occupancy and associated services responses. is that a fair way to qualify those communications? >> yes. and from my communications, people know they are in a vacant apartment, they understand that they should not be there, and they most of the time are working on other alternatives. they know it is dangerous. they know the windows are boarded and different things and so they are aware and our goal is to help bridge the gap between the services because sometimes that is what is

needed. >> in addition to those occupying the units, the city partners, contractors, whether through mohcd or another city partner or contractor service other city department through those resources or to the housing authority, they are clearly aware and have been educated what those rules regulations and protocols are as well, correct? >> they are and also go door to door with us. they center the same conversations. our goal is everyone is saying the same thing, so bh we go door to door, when you are with people for a 4 or 5 hours at a time, it a lot of units. we all ends up talking the same language so they understand what's going on. it is a task because you are going into apartments where you are seeing the conditions of the apartment even from the door, and so they are aware of the conditions and they don't

want to be there and so it is our goal to be able to offer other alternatives. one thing to be frank is that, the city does not have a lot of rooms and shelters and things like that. another thing to be transparent about is, people in our communities are not always willing to go to a shelter, and shelters are not always safe for children, and so while it is something that we are going to say hey, go to the shelter, that isn't something people from my community are used to going to. we are used to going to someone's house, a friend, cousin, uncle, so when we say go to a shelter, that isn't something that is really something that happens in our community. >> thank you very much for that. yes? >> just to make sure that we are all the same information, i think it is often asked also why are there so many vacant units at the site.

just reminder to everybody here listening in, this is part of a redevelopment site and we talked to hud whether we can use these units for temporary use and other ways and we have been told no, these are meant for permanent residency. as a result, as demolition occurred as redevelopment occurred, the vacant unit number count increased with no subsidy, no additional subsidy to mitigate what the situation is with the vacant units and so you end up with what you see on your slide, i believe it is slide 20 where you have a high vacant unit count and you can't fill those units with anybody that is permanent, so-- >> that is very helpful. that's a question i'm raising by looking at these vacant units. i have particular questions about them, but i know we have a lot to get through today and don't want to-broader policy questions at the housing authority needs to have with the city and we have begun some

of those. in relationship to issues around vacant units at the sites and given the rising numbers and the complications associated with them remaining online during this construction period or development period, which can be quite extended. one question i have in terms of the numbers are the numbers minute to line up and equal the 943 number? >> 64 7 plus 7 plus [indiscernible] should equal 943. >> they are meant to be viewed separate columns not across? thank you. wanted to ask a dumb question. >> i might have a dumb answer. >> no. >> i wanted to also share some of the collaboration that has been going on with the partners in addition to the work with the vacant units. we actually have been working with residents.

we had abatements we were challenged with last time. those abatement numbers dropped. there is only two residents at the end of this report that we still had, because of the collaboration with the cbo's. >> just one quick question. so, the total units when i look at across the row, 515, 429, 943, there is 207 plus 98 and said equal 327. that seems to be a little bit of off-number around vacant units. >> i'll see if there was something in the percentage of occupancy. >> i know that as we pay more attention to the specificity of the units, i think it is important to see the numbers clearly. >> absolutely. >> thank you. >> as i was saying the collaboration continues because what we--for sunnydale we collaborated with the teams. we had mercy assist with

bringing totes and bags and items into 11 of the units to help organize the home more to allow us to get in and do the effective repairs and cure the deficiencies, and so that actually was tremendously helpful, and 11 remaining at sunnydale abatements were cured and down to one. same collaboration at potrero where we had regular communication with the residents trying to assist them to take care of things with unattended dogs, things that nature for us to be able to get into the units. and we were able to get that number down to one. at potrero. and so now we just have the only thing that is left is i have a little housekeeping.

as i was told we have key return receipts we need to give to housing authority to take it out of their system and that's the last of those items to be able to get those out of the housing authority records as well. and in our last meeting you had asked about the types of collaboration that was being within the community, because of the systems that are in place, and i have given a couple examples. you asked what type of rental assistance, what are some of the agencies that are out there. could i provide an accounting. yes, i could and thought you might like a peak behind the curtain to see in the last 60 days, these organizations were able to help individuals with their past due rental assistance. young community developer, city

youth now, catholic charities and received covid relief funds for another resident. those are the type of resources we are seeing coming to assist the residents in their past due balances. on our next slide, i wanted to talk about our billing. we have seen a tremendous influx with our practices to collect the past-due balances. as reported before, we send a letter every friday. they have a reminder letter. at the end of the month between the 25 and 1 of the month, statements go out for the following month. this is where you are, this is what the check i received the prior month, here's your past due balance. if you have a balance we need to entertain a repayment agreement with you, and so that they receive mailed to their home and i do that out of the corporate office to insure

there isn't a door missed, not posted, delays, so i know everyone of the houses receive it in the mail. in addition to that, that is what they-they have follow up with every friday, the courtesy notice sent to the households. so, what is also happened is we have--more progress is being made with past recertifications, so now we have the first annual adjustments received, and we are receiving-that is for 2023, and the 24 and so we have actually are able to in real time now updating our system with that information. we share with the authority through a share file system. we download those, we are instantly able to enter them into our system. adjust the tenant rent ledgers.

if there is a concession for notice period, if they needed appropriate notice period oferant change that concession is put on so the tenant isn't harmed so instantly those are sent out so the ledgers are corrected at the same time. we have been able to refine that process, so it is actually happening much more expeditiously then previously, so we are really happy about that as well. and as we have done this work with this collaborative work with the recertification, we are now preparing the lease agreements, and are going out and getting the phase 1 lease agreements with the language that is required with the hud corrections that have asked us for, and everything that has received a letter and everything with a signed lease is already provided to the

housing authority. we are constantsly following up on a daily basis with them on those as well. and to track those repayment agreements, we actually created a different go code, so we reduce rent and increasing the tenant repayment go code, so on the financial statement, the authority will be able to see on a monthly basis in real time the repayment payments that have been received by us as well. any questions before i move on? >> none for me. commissioners? i sense a question brewing from commissioner kim. >> actually have a-at the end of the presentation i have a bigger picture question or concern, so i don't know whether you want to finish the presentation. >> let's move through and cover at the end. that work? >> great. >> great. >> i have a billing trend that

is there for you to be able to show what has been billed and collected and the repayment agreements collected, the percentage of rent collected, all that trend is now available for you. i had a problem with the table because i was going to give you a chart, so i'll have a chart next time as well. i was able to get that overcome, so you will have a chart that shows a graph for next time as well, but i definitely wanted you to have the month-over process to be able to determine the progress that has been made at the site. and we can move to the next slide. wanted to--oops. my print-out is is a different page. thank you. so, i wanted to follow up with

the january report showing the lease violations and staffing. we started the evictions, so those are the numbers we started with the evictions. i'm waiting until i get proof of service back, so there is going to be a huge influx following the audit from after i get the process server information in the month of february. >> sorry to interrupt. >> you will see a change. >> okay, thank you. and the coordination there is coordination taking place with housing authority, city partners around that eviction process? >> absolutely. >> it is great to constantly hear that. >> absolutely. 100 percent. and so with regards to the office staff, as i mentioned the new trainees were not in january, they will be in

february, but i have given the positions and allocation of positions, so it shows the open positions of 7 and 9 currently. we did hire a senior manager following--departier, but we had on-boarding issues and i already procured a replacement and they start tomorrow. i need somebody able to operate at high level and bring up to speed, because it is a complex process. i want to make sure i have the right person at the helm. >> great. thank you. >> i want today share the work order numbers as well. i have given you the lease execution numbers and wanted to give the work orders as well. we have seen a peak in the total number of work orders. i did have in january, we are

talking about the score cards and where we are, i did have in january far too many incomplete open work orders and incomplete reporting from that individual which is why they are no longer with us. i need somebody to take responsibility, so you will see a spike oof incomplete work orders in january, but my team is already back on those to insure that they are assigned accordingly, taken care of and closed out. which is why you show the work orders not meeting standard for potrero is 81 as we close out that month. i gave you the maximum days of completion, 37.8 days. three i believe were of a high nature and one was in a

emergency nature that did not get closed out in 24 hours, but it was closed out and i personally myself and my new senior--my new senior property supervisor called-i said i want all these calls and it won't happen at the site. you and i are going to start making our quality calls and test, test, test and verify. trust but verify. that's exactly what we did on the work orders because those numbers were elevated. on the next slide, you are going to see the trend of the work orders, so you can see where those are month over month. a lot of them-if you remember are also unit inspections following the hqs. i have just today reminded

sunnydale that i am asking them starting in march, i want us to do pre-hqs inspections so they where going to start sending out advance notice of entry. we are coming to double check if there is self-reporting and you like to, let me know this didn't get done and you didn't report it and this is the chance before i find it. we have good communication with the residents and give them a check list. remember you shouldn't block a window because of ingress egress problem. we come in within 10 days, make sure these deficiencies are not in place so we get them a primmer to help them successfully pass our internal audits. educate, educate, educate. educate the residents, educate our staff and do the follow-up before hqs comes. that's starting in the month of march at sunnydale and i got to

double check when potrero-i asked them to also start it, but it is big process to do those. sunnydale is scheduled to be hundred percent complete bay 3-31 for all the phase 1 internal inspections for-in advance of the hqs. and our next slide has our february initiatives. these are the individuals that had the-introduced and been introduced into the with the cbo's and the staff. another thing we have done too, we have very large vendors that already have vendor shield, to assist and streamline processes of bills, all those we are trying to get the large vendors to do through vendor shield.

we note in general delays in mailing. it could be anything and i don't want to have a interruption while we are waiting for a vendor to mail us something, us put in a system and mail them back a check, so we are trying to narrow down the wait time of mailing and that's what vendor shield will do. our other initiative is continue with the--and i will open to questions. great. thank you. commissioner kim. >> thank you. i don't have a specific question about any particular part of your presentation. as you were doing your presentation, i was looking through these slides. i was trying to understand whether i or others had a clear understanding why you are presenting what you are

presenting. what is the purpose? i'm not-i know you are trying to answer and just asking you listen. because these are different thoughts going through. i'm thinking what is the contract or purpose of ebmc? like, why are you-what are the main components and just thinking about okay, looking at the presentation, it appears-if you look at the work you are contracted to perform, it looks like from this you are meeting with a number of stakeholders, there is something about billing and collecting vacancies, work orders, staffing and leasing. those are the major components. but they seem-these things seem static to me and not necessarily connected to the overall monitoring of the

contracts, right? their are interesting points you present, but i'm trying to see how they connect overall to the work we are doing in our role to insure that we are meeting our mission and our purpose. i just wonder, there continues to be issues that occur that are outside of these metrics. there is a lot of information that you provide through narratives, but dont seem consistently tracked. they are an icdotal and i wonder whether it is worth having conversation or thoughts around insuring that all the different areas that need to be monitored and are being captured in the reports in such a way that we have a clear picture of understanding what

are the expectations and how are they being met. less so in a narrative presentation, more sort of in the way you collect data and monitor and insure it and helping us in our role to do that as well. >> commissioner kim, those are questions i had as well. i know we talked about and it is collective conversation. when we talk before around report cards the authority had put together, and giving us a chance when we come here how we move towards that strategy, how is the contract helping to facilitate the end result or desire of the strategy along those lines? >> exactly. >> i think that is a conversation for the authority to have with you and with the contractors around how to reach those goals. >> rights. yep. >> and how does that relate to a presentation here and make

the most-what makes the most sense for us to hear about. >> right, so it is less reliant on a narrative reacting to situation that is occurring and more how we are moving towards the objectives defined. >> okay. okay, no worries. the materic that are on here are actually how this was derived is give a little insight, but we can happy to expand. but the reason i am constantly reporting on those matrix is that was in the agreement-those were the measure in the rfp so i make sure on a regular basis you have that. if you find it is redundant or if you like to have it augmented we can work with the authority to make sure that those type of things are incorporated for you. >> thank you. no, i'm sure there are main functions because it makes sense why you would be looking

at the different components. it is still i think helpful to work more on what are the goals, how far from meeting the goals, are we on target, where are we not--those different things, which i i'm sure the ceo can work with you on. >> okay. >> thank you. >> you're welcome. thank you. >> thank you very much. any thoughts on that ceo? it isn't a loaded question. >> i don't take it as a loaded question. ebmc like all the other contractors are correct. those are the metric within the contract and what you are used to seeing from us is a scorecard where we talk. i think fundamentally-i think some things that need to be said that are not being said is, what are some of the challenges you are trying to get at today you are experiencing on the site?

what are successes and how do all the metrics fall into seeing that and addressing those challenges getting to those successes and which ultimately help us to meet our mission and our goal, which is stabilizing housing. i think fundamentally if we think about in particular the earlier dialogue around the vacant units that are vacant units that are not legally habitable and what are the challenges, how are we addressing them, all the policy around them, how many are there and how are we working with our city partners in that work and what does that mean in the outcome of everything we are doing. along with, if you look at the chart around collection of rent,thalities polk not a new chart to this body. it is just that the housing authority is not making that

particular-having that particular presentation and so then if you look at how are we successfully collecting, because the realty aroun round our collection is, we are no longer in public housing, we are in the housing choice voucher program, which means every of the units is a project based voucher and we are under a whole different set of rules with hud and at the same time, we are balancing how we insure our families are stable, they stay housed, we are working with our services, we are working with hope sf, meaning mohcd and what is our collection rate and when we are not collecting, how do we help residents insure their rent is being paid. do we have as they have shown, are we back in repayment

agreement? because all those things are really important and as we move forward in our next month, i will be talking about the impact that to the organization and i think part of what is missing is we are not presenting some of this data in the ways we have in the past that connect us. when linda talks today about our strategic plan and commissioner kim made this request about our strategic plan, how are all our goals, our mission and vision goals statement being connected by all the underlying work that is being done, and so i'm committed to connecting all these pieces as we move along. they are sitting like this right now and i know that, because i need time to continue to pull them together, but in our definitely april presentation, my goal, i'm committed to showing you how these things better dove-tail

together in all the presentation and why they work together. so, i hear what you are saying to me, and we'll be working on that. i actually was going to address that when linda did the strategic plan, so i hear you commissioner kim, i hear you president torres. and again, thank you to all of our partners who work with us in this work. >> if no comments, item 9c. finance report. continued for future meeting. 9d, chief exectev officer general communication. >> thank you bennett. i think fundmmentally president torres, he did talk about black history month and we had our

chinese new year festival parade, which i was highly honored to ride with him this year, and there were scores of individuals, families, individuals at the parade this year. it was amazing to see it. not at the stage for the last couple years i have been on the stage with commissioner kim and other colleagues in the city and i road through the streets of san francisco and it was absolutely a joy and wonderful opportunity to be with president torres during that event. and, black history month as well as lunar new year, they all are very important and i think a sentiment that was stated today is, how we really come together as a community regardless of what we are celebrating that we see ourselves as jointly fitted together as we continue to move

forward in this community as constituents of the city and county of san francisco as members of this great city, so both of this month and lunar new year are really important times in the history of each of our cultures, and so it is always a wonderful time to participate on both sides of the events so thank you for that. and, also what i would like to say about our lunar new year, it is the year of the dragon, and the great thing about that is, the spirit of the dragon is powerful, it is energetic and it is goal oriented and visionary and so, that is what i hope to be continue to be in

the seat along with all of you as we continue to transform the housing authority, because we are definitely a great partner to our mayor and to the city family in housing individuals in the city, and it is our goal as we move forward in this year, that the housing authority continues to transform in a way that we can see more individuals housed and high resource areas throughout our city and that we continue to be able to put project based vouchers into new developments that the city is building, as well as take advantage of creating new programs within our housing line that allow other individuals and folks with special needs having different experiences within the community where they have

been justice involved, domestic violence, violence period that we are able to have a hand in housing these individuals as we continue to move forward in this year. so, thank you all again to my staff for the committed work that you do every day for being committed to this work. thank you to this board for being committed to us to this work and asking the insightful questions to help us get to the place we want to be as a high functioning organization in the city. with that, i'm completed with my presentation. >> thank you. is there any public comment on the entire ty of the chief executive officer report? >> i like to comment and thank you for the reports. especially the john stuart report because i'm in a john stuart building and what he inspired in he is collaboration.

my vision is the tenant associations they represent and the family and not seniors and disabled, there is a way the buildings can learn from each other and unit our voices to make them stronger instead of unified. to quickly recap some of the things we do, through distribution--agency referrals, advocacy between management, tenant and residents services, open communication at all those levels, train the officers, work towards better living conditions. the tenant associations are better living conditions. promeet community in the community. welcome new tenant orientation. financial oversight of the tenant associations and conflict resolution. that's the real big one. i would like to ask the commissioners if i may formally present a proposal to you if i was to put this my vision on

paper if i can present that to you? >> absolutely, and you also during the city wide council and senior disabled make use of the time there as well. >> yes, i meant for the resident council committee. >> certainly. absolutely. >> thank you very much. >> if you work with bennett, bennett can-i'll insure bennett contacts you and as i committed i'm more then happy not only during this time, but to set up a reoccurring meeting with you, so let bennett know if that's something you like to do and i'm more then happy for myself and my staff to do that. >> thank you very much. on a side note, i like to answer your occupancy question a little bit. the national association of redevelopment has recently reported that there is a fine associated with the builders

that don't put the tenant occupancy turnover quick er. i just wanted you to be aware there might be a new law coming into effect for that. >> any additional public comment on item 9? >> happy black history month and chinese new year again. greg richardson. one thing i really liked about ed lee and willie brown when i heard some of the tenants talk about, there was a resident management part of the public housing merchant association. in their vision, what they saw was section 3 for instance, training residents and real estate school to partner up at city college and get the necessary credentials to start and be trained by such a resident management company

that may have the contracts now. martin luther king, jr. we marched through the street and all understand what he met when he talked to president kennedy about the military housing project when he was talking to the garbage man down in memphis and 1021, the nurses. what he said-working towards what i always believed in was that public housing residents have a self-supporting system by itself alone. that could take care of the entire population, because it is a national program. so, when you look at hope 6, or look at any of these particular-there hasn't been any advancement in the contract opportunities where becoming a

general contract, whether you can get the nourishment and training that you need, so when you have resident problems, you have residents that are already been through programs that can easily talk to other residents and move things forward. it is-good to see who you know with you, so happy black history month and hopefully the dream of king can survive through you. >> any other public comment for item 9? we can close public comment and go to item 10. this is the committee report. commissioner lindo would like to report out on last week meeting february 21. >> the committee of two. we met last week and there were a number of things discussed in committee and i'll just roll

off a few of them here. we discussed the project based vouchers the authority received and how they'll be dispursed. we also talked about the children care center on kirkwood street and how they have been extended another three years. we also talked about a new consulting firm as things didn't work out with the one that had been here for a number of years, and now we are wetting our beak with a new one and see how they do. in addition, we talked about the ebmc management company and they were awarded a one year

additional contract. the procurement policy, which was presented to us at length, good job back there-and the presentation by--regarding investment strategy for the authority. lastly, linda with the personnel policies and ted. >> thank you very much commissioner lindo. any public comment on item 10? then we can close public comment and go to item 11 for the consent items. i will list the consent item and commissioners can decide if there is any item they like to pull starting with 11 a, approval of the commission meeting minutes of november 29,

2023. 11b, approval of special meeting minutes of february 8, 2024. c is resolution approving and authorize the chief executive officer to select and enter into housing assistant payment contract to enter into a project based voucher with the following developments, mercy family plaza, 1100 ocean av, coleridge park homes; (4) mosaica senior; (5) the coronet, (6) juan pifarre plaza; (7) good samaritan apartments; (8) del carlo court; (9) rich sorro commons; for a total not to exceed one hundred twenty five (125) project based vouchers. 11d, d. resolution approving and authorizing the chief executive officer to amend the license agreement entered into between wu yee childcare services located at 729 kirkwood and the housing authority of the city and county of san francisco to extend the term of the license

agreement by an additional three (3) years ending october 31, 2027 e. resolution approving and authorizing the chief executive officer to enter into a three (3) year contract with csg advisors, inc. to provide consulting and financial services for a total contract amount not to exceed six hundred thousand dollars ($600,000) is any items the commission would like to pull for discussion? >> yes, may we go ahead? >> we can ask for a motion to approve consent including a-e. >> so move. >> second. >> roll call vote. [roll call] so moved. thank you. >> moving right along. item 12, regular business action item starting with 12a, resolution approving and authorizing the chief executive officer of the housing authority of the city and county of san francisco (authority) to enter into amendment #1 to contract #0029-20 between the authority and eugene burger management corporation (ebmc) for the

management of the sunnydale/velasco and potrero housing projects to extend the term of the contract for an additional one (1) year and one (1) month through january 31, 2025. presented by linda and general counsel. >> commissionerss, this is a request to extend the existing contract by one year. just reminder on the chronology on page 204 in the book, this begin in response to hud mandate to contract out the property management at potrero and sunnydale. the emergency issue ordered for covid-19 and march 16 shelter in place ordered. between the beginning of the rfp and the actual award, which was september 24, 2020, there was actually no transition of the property management and the contract management even though the contract was executed

october 1, 2020 the services didn't begin till february 1, 2022. looking at the contract this year to do the annual review, this first year of ebmc, we identified that what is listed as december 31, 2024 should have been december 31, 2023 and as a result we wanted to come back to the commission, be fully transparent and ask for additional year since that appears to have been in error. the three years from the date of the contract was actually expired on december 31, 2022. so, there is no financial obigation, no additional funds placed into this contract. we really are being transparent and coming back and saying we need an additional year. ebmc is on the ground and working and at this point, we are asking to extend till january 31, 2025.

>> commissioners, any questions about this item? >> no. >> you sure? >> we had discussion about this at our committee meeting as well. >> any highlights? >> i believe we covered them all. thank you. >> thanks. and then in terms of just transparency, can you just talk about when issues like this come up that are very ministerial in nature, administrative in nature or corrections, are there other methods in which approvals like these could take place? >> [indiscernible] something like this. we haven't seen in my years at the housing authority, so the reason we did want to be transparent and always try to be transparent, we could have actually gone back to the ceo

and just ex10ed the contract on our own without coming to the commission, but we wanted to insure the public was aware that the commission was aware this was being requested. we wanted to be clear there is no additional financing placed into this contract and we also wanted to be clear that we have a obigation to our residents that our residents know what is happening and that why it is happening. the amendment is being made because it is-we at this point must amend. we don't have-we have the property management on the ground. they are already doing the work. this came to our attention late december and we are in mid-february, so-it just makes sense. >> and very much appreciate you bringing this to the commission and very transparency with regards to making corrections to contracts that exist and amended errors there so thank you for bringing that to us. again, thank you to the committee for taking this up there as well and having substantive conversation there. very much appreciated. to the chair, through the chair

of the committee. to the member of the committee. through the chair of the committee. thank you. okay. any public comment on this item? alright. of course we look forward for continued conversations around performance metrics in collaboration with us so thank you. do we have-taking roll? >> motion to approve. >> so moved. >> second? >> second. >> roll call vote. [roll call] >> so moved. thank you. >> b resolution approving the amendment to the housing authority of city county of san francisco procurement policy. >> long-time no see. >> hello commissioners. yes, so, this policy presented at committee at length. i will endeavor to be less

verbal. okay. the staff is recommending approval of the revisions made to the authority procurement policy. the current policy was adopted through two resolutions section 1-3 in january 11 of 2001 through resolution 4955, and sections 4-11 on august 1, 2001 through resolution number 4992. and over the last year, the entire policy was reviewed section by section culminating in my attendance at a one week procurement conference where hud key procurement consultant hosted and provided updates on the code of federal regulations governing procurement as well as the hud handbook on those regulations. revisions were made to the policy after return from the conference and what is presentsed today is necessary to insure the adherence of

authority staff to huds procurement rules. so, the suggested revisions will strengthen the authority policy, insure inpolicy aligns with industry best practice and it will clarify the requirements of the policy as well as align it with the authority's transition role as contract administrators. after presenting to committee last week, the slide before you was created to provide clarity on which sections of the procurement policy were revised. so, this is the table of contents of the current policy. the main revisions or added language were just first 5 sections primarily and the remaining sections did not

receive very much work touched at all, and all current and revised language is in the revision matric include said in your book. next. this slide is a example of the sort of non-substantive changes that one may see throughout the policy, so this is a change to the preface which is the first section revised and you can see here the new language doesn't change what the current language is saying and in fact incorporates the current language while enhancing it, so the additional language added to it strengthen s the section, strengthens what it is meant to convey and also takes information placed elsewhere in the policy and brings it-places in a position where it makes the most sense given the

information. the current policy, 1.2 wasn't there, it was lower down in the policy and brought up because it makes sense holl istle so those are the changes that was made throughout the policy. these changes were meant to so they include clear headings, enhanced descriptions and that formatting changing with the section headings and numbers for easy cross-reference between our procurement policy procedures and any training materials that we should do for our staff. okay. this current section for general provisions is just to illustrate that two new sections were added to the general provisions chapter of the policy, and so these are sections that were not included in the current policy. they don't exist currently in the current policy, so they are just revised and that's the

exclusion section and definition section. so, the exclusion is from the hud handbook and so it was added just as a best practice sort of addition, and the definitions section we added where currently we defined 8 terms used in the policy, provide the information you need to understand certain concepts, and having this policy would just aid us in the future should we have any other rules we need to abide by and that has particular terminology that needs to be defined, we'll now have a section where we can put that. next slide. under procurement authority and administration, only two new sections were added there. we added procurement planning, and funding availability.

procurement planning is added as best practice. commissioner kim requested at the committee meeting, a she would like to see a procurement report out- >> that's great. >> we will be working on for future meetings and procurement planning would allow for ease in reporting and more importantly, to plan ahead for authority needs, insure we have the capacity to prepare issue and negotiate contracts, plan ahead to determine next steps for existing contracts like amendments, terminations, whether we need to reprocure, things that nature, and to make sure we have the budget for all of these needs. the funding availability section was added to aid in the expansion of the centralized procurement section where we explain our procurement process from initiation to contract administration, and that isn't something we currently do in the policy, we just had a short

synapsis we have centralized procurement and in the revised policy we actually explain the policy from start to finish, or the centralized procurement from start to finish. the next slide under procurement methods, this slide reflects the revisions to section 5 procurement methods. it adds section 5.1, competition. it adds section 5.2.4, credit and purchasing cards. and since presenting to the development finance committee, i also added-this was not in my slide or presentation before, this came about because of a conversation with commissioner kim during that presentation, i added section 5.3 entitled, order and bid splitting, so

these sections are new additions that we bring to the policy to align our current practice in the law, so it isn't that we didn't know this rule, we all knew it, so it is just-we have been practicing it, but it was never clearly stated in the policy, so we are now clearly stating once you get past all the small purchase procedures that hey, you are not allowed to split orders up just to avoid coming to commission or void any procurement rules so we clurly state it. >> we have a hey provision? >> a what? >> a hey provision? >> exactly. we knew it, but it is there now. okay. >> i believe diana advised many years now there is hey now provision and many provisions in the other documents. >> now, this is-

[laughter] >> want to make sure everybody's is listening. >> non competitive procurement methodis a section we believe merited more attention since last week's committee meeting due to the discussions that was raised surrounding these changes. and because hud has in recent years focused particularly in this area for compliance as well as corruption. the non competitive procurement method is aligned to mirror code of regulations [indiscernible] which include micro purchase, sole source emergency hud authorization and inadequate competition as the only 5 circumstances under which you can do a non competitive procurement. our current policy only lists 4, it doesn't list micro purchase as one, so we

completely aligned with all the 5 reasons under the code of federal regulations. then if you move to the next slide--none of this is alarming, but--this next slide for clarity hopefully for you commissioner kim is, where we are attempting to show the differences. in the current policy, anything we procure under the non competitive procurement methods has to be accompanied by a written justification, so the chart is meant to show all 5 of the reasons the only 5 reasons you can do anything non competitively, they--i think- >> the previous slide had the chart you want to see. >> yes. so, you'll be able to see all the 5 reasons do have to have

the written justifications. okay. now-- >> sorry. >> okay. the other part of our policy, this is just strictly fsha policy, the written justifications are all supposed to be presented to the board for approval and in the resolution package. what the authority is asking and our revisions we are asking for micro purchases, and for the sole sources within the ceo's authorization threshold to be the only two instances where the ceo can approve the justification and does not have to come to the board for resolution. >> right. now, may i ask a question here? >> yes.

>> thank you. when did we--there used to be a lower threshold for approval at commission. correct? below a hundred thousand dollars, correct? >> correct. >> that was $50 thousand or less then that? >> 30. >> it was 30. and we made that $70 thousand adjustment again under what justification just-the board voted on increasing the threshold, correct? >> correct. >> yes. and can you--am i asking the right--can you remind us what our justification was for increasing the threshold? i'm just setting the table for making these changes. and just as a forecast where i'm going, i want to have a conversation of in the environment we are in now, where there are more issues of

malfeasance and corruption being highlighted in the city, all be it these are limited actors, however they are augmented in a way that should be of concern to the city and we should address them seriously, i just want to make sure that for the record we are discussing the controls in which we made changes, the justification for making those changes, and also just very frankly, making sure you're protected and you feel comfortable from a system perspective around the changes we are pursuing with regards to procurement. the reason as such and my memory will fail me, generally the reason as such when i first came on this commission, 11 years ago, it was-i serve with joy, i do-one of the issues at

that time were the allegations in relationship to improper procurement decisions that were made in highlighted as part of investigations into the authority, so the reason i wanted to be able to talk about and set the frame, we done a lot of work to make sure the process has integrity, the rule making is clear and very much appreciate you making those very clear for short-hand that hey, now provision. to insure that issues like lack of planning or poor planning or non justification fwr for sole source procurement, i want to make sure we frame the issues appropriately. i know we are and why we had the conversation both in committee at the time 11 years ago non existent or non active committees but now active in terms of making the decisions and deliberated them. i ust and want to make sure we

have that on the record in terms of integrity and structure of the changes pursued, increasing thresholds for approval because i think again, these are sound decisions that are based in very seasoned rational to include efficiency for the authority and also insuring you, the authority have protections necessary that are voted on by this commission. >> yes. so just to hf hf--as part of the transition team, i think when commissioner-not commissioner, but chief executive tonia came over with her team, they looked at-they were looking at many internal structures of what is going on with the housing authority and looked at other similar

situated housing authorities, and then based upon that, that was kind of the basis of recommending the hundred thousand threshold. in addition, even though there is hundred thousand threshold, procurement is also subject to hud regulations, so even though you have a hundred thousand threshold, the chief executive officer in this case, tonia is also considered the contracting officer under the procurement standards and as such, she has to comply with the provisions in the procurement code that says you have to have certain kind of justifications, even though she may not have to come to the board for the hundred thousand, you still have to have a record that you have met the requirements under the regulation. so, we have regulations.

we have the san francisco policy, but we also have the federal procurement standards and we also have the state of california procurement standards because we are a state agency. you have three sets of regulations that are-you are subjected to, so i think those internal controls are not just in our policy, but they are statutory and mandated. >> now, those existed in the past as well? >> well, no. in terms- >> the hud provisions-- >> what happened was--i sound like a comedian. anyway, in 2014, there was a entire change of the whole procurement standards, so that was a major change not only did it effect hud, it effected every federal agency, so there is a major difference.

many-unfortunately even the hud guideliness we are using now, it is still 2008 version rchlt they have not updated that even though the procurement regulations were adopted in 2014 so we use best practice. the federal standards adopted in 2014 has many more internal controls based on statute that was not present when you first started. >> great. thank you. >> that's the change. there is a change and i think one of the issues is that many of the housing authorities have been left to come up best practices and i think the consultant referred to is a leader in coming up with that because hud hasn't published the guideline yet so we are trying to really implement some of the provisions in the procurement as a 2014 that were

not covered-i mean covered in 2008 but not in 2014, so the interesting--in the legal council for housing authority have adopted best standard with the hope hud will adopt the guideline. but not with standing it governs procurement. the guideline s are not statute but the statute referred to is what is procurement. >> without wanting to add additional burden or negate any efficiencies gained why increased thresholds that are protected or shaped or guided by state or additional procurement regulations as adopted by the federal government, for transparency

sake, for visibility sake, is there a way even though it wouldn't require formal approval for any given month, should this body get a update on those approvals that the ceo is making- >> i think that is a question of the ceo and also this board. i think that is something that is within your pursue purview to request. >> ceo, the reason i want to ask this question is that, to protect the integrity of the process for whoever is sitting in these seats, the question is, would it be worthwhile from a integrity standpoint, even though it doesn't require approval from this body, just for us to know what decisions are made about the items under the threshold that require decision making by this body, is that something that makes

sense for us, especially given this environment? it may not be because you can tell us for a policy conversation to have around listen board, or hey no board, you know, the efficiencies gained, there are internal controls you deem to be sufficient with regards to the discretion allowed to you allowed by law and statute to make the decisions under a hundred thousand dollars, but at the same time i have no problem bringing those to you as a authority so you are aware that. now, again looking at you as well, i don't want to over-burden a agency seeking to perform at a higher level, but at the same time i have a question of for transparency does it make sense to know about the decisions being made? i'm asking this body. >> i think it is a fair question. there is a lot of balance in that from my perspective as-if

i put otmy auditor and ceo hat and able to do business on a day to day bases because if i look at benchmarking what a city department has the authority to do without go toog the board of supervisors, we with well within our threshold and there is the responsibility of a head of a organization to have a appropriate internal control, trained staff and understand how you're spending money, and if i operate within that construct, i'm fine and i have no problem from a transparent perspective to say in this quarter, here are the transactions that under my preview of hundred thousand dollar i approved, i'm-i don't have a problem us with doing that, however, i don't want to have to wait from a business perspective month to month to

bring forward what we are intending to approve under that $100 thousand threshold. >> how often would as part of our audit process or part of a federal hud audit process, how often would that take place in terms of those discretionary decisions allowed under the threshold? for example, say this body had a lot of concern about discretionary decisionsen under the threshold because of past practice or public concern around decision making around procurement, if the body can say the regulations provide for those discretionary tactions to be taken and the actions have to be audited regardless by the federal government and should there be any issue the documentation is going to be there, must be there, the

written documentation is there because it rides with you, right? and those are discretionary actions allowed by you, then that is a decision this body can make and we can say we feel comfortable and there might be updates provided around the accumulation of the decision. just a question i have in this environment. >> we had a robust conversation during the committee regarding micro purchases and how they and justification required so we did ask for quarterly reports regarding the micro purchases and sole source. >> i just should have asked if there were quarterly reports that would have answered the question. >> no worries. i think it is not really on doing double layer of approval because we don't want to slow anything up, but it is having understanding of the micro purchases and sole source so

they don't unintentionally add up. i know that is absolutely not intention and would not happen, but it is just as you know, i enjoy reports and looking at them and so we did ask for them on a quarterly basis. i believe it was quarterly, right? yep. >> we can provide on a quarterly basis summary of spending by categories, because we do transact a lot daily, especially micro purchase anywhere from up to $10 thousand so we have a lot of transactions daily so we can provide a summary quarterly basis. for the audit, this procurement is also part of the scope for independent cpa. every year during the audit they do a sampling of all our transactions, even small purchase and that is part of the audit and we haven't had findings. that is one way we can get-go forward with the procurement process. >> great. thank you.

>> just from recollection too president torres, i don't believe there were findings when you came on the initial procurement complaint and don't believe up till now we haven't had procurement finds in all the years you have been on the commission. >> that's the kind of response we want when we ask that question, right? >> we want to stay there, right so why we took the time to revise the procurement policy. had a training for staff on monday so that the staff was aware of this policy and we plan to continue to be diligent in this area. >> i will say, on the action about the justification and the approvals, we did change slightly from when we spoke about it last, so we are asking for the ceo to be able to approve the non-competitive justification for micro

purchases and say to say purchases under $100 thousand. originally we said sole purchase in general, but the way our policy works, we bring everything over a houn thousand to you so you always see sole purchase over a hundred thousand so we are only asking to just honor the ceo's-you have given her authority to award contracts under hundred thousand dollars so it shouldn't be different for approving the non competitive proposals under that threshold for those two instances. now, for emergency and all that, we can do emergency spending under the threshold and still has to come to the board so only talking the two instances that are pretty much procured non competitively because of the-the cfr you only solicit one for micro purchase

and sole source there is only one source, so they are always procured non competitively and come to the board every month would be cumbersome when they are meant to go faster, so that's why we are not trying to change all 5 categories, just those 2. >> if i might add on sole source again, all documentation needs to be there and being a city employee who fully understands documentation and in particularly having to justify a sole source, it is really important to me, because we have a responsibility to insure we do competitive bidding, and it is true, there are times where a sole source is needed for a particular reason. as a example, there are times where i'll use this as a example, you may be having

someone come in and they review a particular process and they have the specialization to do so, but you don't want a consultant necessarily doing that work and giving the findings and recommendations and having the ability to come in and actually do that work. so, it is very important because that provides a internal control of a protection around someone telling me, you need to do x, y, z and i can do that for you. you have done the evaluation work, you provided me with the recommendsation, now i want to find someone who can actually do the-help me with the implementation. so, there are reasons why at times you have sole sources because there is a particular skillset that is needed to get the work done. and so, from my perspective,

when i look at procurement, and anything we do in the agency, we really are looking to insure we have internal controls in place, because just as you said, those controls protect me as a ceo, and i'm interested in being protected, because i'm part of the asset of a organization like each and every one of the staff. we all are an asset to the organization and we want to have the right internal controls in place so we are protecting our staff along with insuring our vendor--we procure appropriately and we have the right vendors and we have done it in a very transparent way that follows the correct rules and regulations that we need to operate in and if we find there is absence of a particular internal control or rule, if you will, in one system, we have other ways through

benchmarking, through looking at the city and others like ourselves to come up with a process that keeps us all safe. because also our goal is to protect our board and our families that we serve and individuals we serve, because these are public dollars. >> thank you so much ceo. i don't want to belabor the conversation at committee and i have. we are in a particular situation where i want to make sure the authority isn't swayed of the expertise of the particular individual who is the chief auditor for the city as we make these type of decisions, because we are so lucky to have you in this role today, but that may not always be the case. in 50 years. i just want to be certain that just from my personal

perspective, it is discussed that those controls are in place and they are in the best interest of a highly efficient highly secure highly compliant organization. i know you have your eye towards that but just raising the questions in that manner. thank you very much. >> i appreciate that and the goal is when we are talking about the transformation of the agency that we are putting internal controls that uplift me that put controls around me or whoever sits in the seat, so that is really important. >> if i just-one question-i do appreciate the conversation and in addition to everything that both of you said when i wholeheartedly agree, i also would just like to highlight, which i know everyone agrees, i think these assets are not a demtration or lack of trust but about good governance to insure we have the various

understanding of roles. quick question on your chart, which i really appreciate and like. on the left it says purchase under $10 thousand and ceo less then a hundred thousand. does a micro purchase have to be under $10 thousand? >> correct. the procurement threshold is under $10 thousand. the hundred thousand is the ceo authorization threshold. so, she already normally not saying we procure under the micro threshold. it is already under the ceo can authorize it and do the contract without us presentsing it. we only present or procurements over $100 thousand, so the number under the entities are the authorization thresholds.

hud only wants us to tell them if do anything non competitively over 200 thousand other withs we come to you for approval. >> this commission has been really very conservative of any sole source they have got hud approval. they are not required to do it by statute. now the threshold is anything over 250 requires hud approval buts this body has got hud approval anything sole sourced. $250 requires hud approval buts this body has got hud approval anything sole sourced. the hundred thousand dollar micro purchases-the hundred thousand k is the housing authority policy giving authority. the other definitions are statute, so basically it is a subset of anything under hundred thousand has to meet

hud requirements, but dont have to be approved by the board, but they still have to meet the hud requirements. anything over hundred thousand still has to meet hud requirement and they come to the board. it is like a subset of things happening at the same time. and hud does--they do internal controls and they will look at the recommendations and documentation and so, i think even after ceo isn't here, the controls are there and i think that- >> 2070. >> this is one area of the statute that hud takes very seriously and so i do think those controls are there not withstanding who is at the podium or who has the position. >> i just want to say this, because i think it is important exactly what we all said. all the different things going

on in the city, but not just in the city, you see it nationally as well around procurement issues and i really am grateful because this team takes it very serious, and i know you know that but i want to say that on public record. we take procurement extremely serious. we understand the pitfalls that can occur with procurement and even when we are doing sole source or big contracts, we really check in with hud because we don't want to miss a step before we even come to you about what we are doing and even under my $100 thousand depending what it is, we are talking-we'll do a check in on certain things because again, we just want to make sure we are talking that line as we move forward and it is a part

of our practice and so i think as you have knowledge transfer within the organization, this is how the organization is growing up. and these are very important. we are not interested in being in the news and appropriate with the funds entrusted to us for our residents so thank you for the dialogue. i think this dialogue is healthy and really important. thank you. >> thank you. >> we definitely the changes here definitely made it more strict then the way the current policy was written because it doesn't list micro purchase as one of the non-competitive in the current policy, it only lists 4. when we aligned it exactly to the language of the code we added micro purchase. that isn't to say it wasn't

being fallowed, but it wasn't clear so we make it very clear it is one of the ones it has to be written justification so there is no doubt about it so we lean towards being more strict and everything we do. >> i know that this was covered in depth at committee, so if there is any-don't feel the need to revisit every item since committee heard this, unless through the chair, you believe there should be more substantive conversation at the full board? okay. great. i appreciate that. i very much appreciate you chair lindo, you bringing the item to the full board for discussion.

especially for a item that is regarding procurement and how dollars are spent and how the controls associated with that spending and decision making is made. i want to thank you very much for the time you have taken to be so diligent about this work and in the name of efficiency and given there has been robust documented discussion here and at committee i want to say thank you. not jumping over that work, but recognition of the substance of your work thus far along with your colleagues, so just thank you very much for this and for raising the bar of integrity for the housing authority. >> i appreciate that. >> [indiscernible] you concur? >> absolutely. i want to acknowledge she went through in depth detail, toic the initiative to do that and go through the policy. took a lot of work and diligence so we really appreciate that. >> thank you. when there is time, if there is

time, is there a more substantive executive summary of the changes made to procurement policy that can be provided? because the reason i raise that is just because the depths of the work been done at some of it the summary you provided in your hey not document, i think is helpful for us to have at our fingertips how we can talk about the procurement policy in play and themes involved discussed here and how we can be ready with that as a authority. >> you definitely have the revision matric with all the current language in one section of the chart and revised lajs wj and there is a section that tells if it was revised and no change and simply moved somewhere else. it is very in depth. >> i'm speaking highest level.

>> we can have that to you. that is no problem. >> thank you very much. >> no problem. >> thank you zawadi. >> any public comment on item 9b? we can ask for a motion for approval. >> i move to approve. >> second? >> second. [roll call] so moved. thank you. item 12c, resolution approving and adopting the housing authority of the city and county of san francisco's investment policy effective march 1, 2024, which conforms to all federal, state, and local statutes governing the investment of public funds. >> good evening commissioners. here tonight to request the commission approval for the

updated investment policy. the current investment policy that we have was approved by the commission on august 4, 1987, so it has been quite a few years and has been a lot of-quite a few updates from hud on the guideline on how to invest funds. we have designed this policy to maximize earnings and interest and excess cash we have. the earnings are necessary to maintain or improve the services we provide to our program participants. we sever over 30 thousand participants city wide and we have partners with the city. some are the turkey drive we do every around the holidays and

toy drive, backpack give away, so having these funding will help extend the services and make sure we continue to offer those. next slide. capital preservation. generate maximize investment revenue at the shortest time, and insure we have funds available for operating requirements. next slide. and this policy applies to the reserve that is set aside to help us address some of the long-term liability we have, and also funding the day to day operational needs so any funds in the general fund not needed on a day to day basis is und ifing available to invest. right now our goal is to make

sure we have full month of funds available in the general fund to cover our operational needs and anything above that threshold can be invested. the four month is based on hud benchmarking and hud guidelines. at minimum what is recommended at this 4 month need. next. so, we will be coming on a quarterly basis and provide summary to detailing the authority fund position. the investment how the interest earned, so we will be on quarterly basis provided that information. we will come up and share that with the commission. both on the finance committee and full board. next slide shows some of the investments that are approved

by hud. there is limited number of investments that are allowed to invest in and on the policy as appendix we added summary of all investments approved by hud. these are mostly all--and fully guaranteed by the fed and pretty secure. next slide. since we are right now really planning our investment program, we will basically invest-focus on the rate of return on our investment making sure that the-we limit the risk on our investment by aligning with the hud accommodation in term of what investment we invest in and making sure the length of the investment pays the market condition and the need operational need.

we are going to mainly focus investment commercial paper and bond and money market and these are the short-term and-at this time it is around 4 or 5 percent. next slide. on the different options, so for the first quarter our plan is to invest the fund we have available into money market. that is highlighted in yellow. these fund-the security is highly liquid. as you can see, 97.2 percent liquidity, meaning mostly cash. we can at any time sell and get the money back. the return is really in line with the u.s. treasury obigations. all around 5 percent.

no risk, fully guaranteed by the fed and return of 5 percent. next slide shows-returns. if today we invest 1 million, the gray line shows the current return we have on the u.s. bank so there is no--if we invest the same amount $1 million into treasury money market, maturing in one year, the return will be $46.933. that is 5 percent. if we invest into a treasury bill, that's the orange. that's pretty much the same return. 5 percent. this just shows potential earnings and by investing the money sitting idle in a bank account right now. >> just a quick--i'll wait.

i'll wait. >> so, next slide shows alternative investments, longer term investment . this is where after our investment, these are option we can present to the commission and also explore these short-term, longer term investment. between three months to two years, and these also have rate of return that are pretty significant at this time and the fed has been keeping the rate at 5.25 to 5.5 and these rate have been the highest since 2001. even though the fed is projecting these rates that going down late in 24, but as of now the investments will provide significant earning for the housing authority.

and last slide that is shows-historical return. as i mentioned, rate of return used to be really low, but since the fed has been raising the rate, we have been seeing return around 5 percent, pretty high. that's my last slide. >> thank you so much. so, just to frame, what is the question as the commission now in relationship to the investment policy? >> just we wanted to make sure we have a revised policy, because the one we have is dated from back from 1987, so the instrument on the policy is outdated so we need a updated policy listing all following the hud guideline allowable investment and for us having this policy in place, any

requirement from hud you need to have a policy in place and cash measuring policy. that allow us to start investing and earning potential return. >> what is the current investment activity going on today? >> no activity. we have not--haven't been investing funding. i should say, we haven't had funding available to invest, but this time we have some reserve that we have been building up to help address some of the liability we have, the trust fund liability but it st. in an account and not earning interest, so for us- >> as it sits, what is average length of time the reserve funds sit idle? >> we have been building up the reserve since end of 22, that is the last round of pay out all the severance, so that depleted the reserve but since then been trying to build up the reserve, so it is been in

that account since september 22. for now, we are building it the reserve and as we a able to have saving the goal is invest and maximize the profit. >> what are the controls by statute that apply to the investment decisions we are allowed to make with those reserve funds? >> it is up to the commission. hud just provided guideline where you can invest and it has to be a instrument fully guaranteed and insured, but the allocation where we can put the money that is based on this policy, the commission approval. >> uncle john can't be given the reserve funds to invest, it has to be guided as you shared here, correct? >> yes. >> make sure uncle john isn't involved because we had problems with uncle john. that is the other provision under hey now.

[laughter] the interest-the return on the investment, that is gross or net does it include fee snz >> there is no fee. that is just a net earning and the money market is earning daily so any time we can pull the money back and use it. >> what is the potential value of investments if the authority could make by when and what is that and for how long? >> so, the plan--this is effective march 1 is next month we can-make sure we have this account set up and the earnings for us as we earn the goal is to be able to use that earnings because it is-to use that to provide more services. we do have couple initiatives we would like to fund

independently using these earnings. >> and the source of these investment funds are? >> that's-there is quite a shift since we out-sourced both the hcd program and hud housing program. right now, our use is limited because we have limited staff, and we keep a tight control on our expenditure, so we are able to generate savings that we are able to put aside on the reserve, because we have long-term liability we need to address. especially on the trust funds. those are liabilities now. we are going through the process of negotiating reviewing the letter from the trust fund and making payments, so most of those we have to make payment quarterly or if

you have the funding you can pay lump sum, but for now we just paying as they come due quarterly basis so we have funding we can invest and as we earn we can-are able to afford paying more. >> with regards to conversations with city partners, whether that's mayor office community housing or other partners, what is the level of discussion we had about these opportunities that we seek to pursue? >> we have been on the funding, we have been talking to the treasurer, because the u.s. bank contact we have now we are part of the city wide rfp they did two years ago, so that how we enter into contract with u.s. bank. at this time, our funding available is not significant enough to really reach out to the city, because the city has its own pool of funding investment, but right now we don't have enough funding to

start a conversation to join the pool. >> the basis for my question is just to insure that it is significant advancement for the housing authority to be in a position where there are reserves and strategy associated with expertise thats allows the body to invest and seeks return that helps with long-term financial obigations some you just mentioned. the intention making sure the conversations are in place is that, it shows movement of the authority, two, it provides transparency around investment strategy we can pursue and also due diligence made with those other entities to insure everyone is aware of the actions we are taking and have the ability to take so that there is no surprises around advancement the authority is able to make to serve collective goals which are, paying our debts as it were. and also that other bodies are aware about those positive

investment strategies that can be pursued that are based on sound investment strategy we had conversations with. again, for the purpose of transparency, with city partners. i just encourage this body to insure it is having those conversations with the city clearly and directly about investment strategies we plan to pursue based on board approval and the coming weeks is what it sounds like. >> yes. so, we have taking baby steps. for now this is just money market, so the lowest risk investment, but as we grow the pool of investment, the plan is to really work with the city. we have been talking with the team since the rfp, so the plan is to join the city pool eventually as we grow the pool of money, because then we-investment is part of the

city wide investment and we will share with the commission as well, but that's the pool of funding the city managing is much larger and better return. >> there are connections. the reform efforts of the city were around maximizing the potential to better serve our residents to be an model of good government as we expand and reach towards ingoal providing better service of residents. i just want to be sure that given the collaboration we have with the city beyond ttx that

specifically connected to our long-term strategies here that the other partners, mohcd, mayor office, are clearly aware of the substantative positive changes we are making and haven't heard that and like to hear that we are working in alignment with partners. >> yes. we have been talking to the mayor office and also strategy especially on the long-term liability and figuring out how we address those, so our goal is to be able to pay for those liabilities and self-sustain, but this is part of the strategy we try to do. at the same time, any partnership we get from the city is welcome. so the conversations have been happening and weekly. >> conversely, i say the city would say any partnership from the housing authority and this is a prime example of positive movement forward and keeping the goal. i think it is great news.

>> i particularly enjoy the hypothetical return slide. because i saw that and was like wow. sign me up. i enjoy this one like who would not want this? i thank you for adding all the other information just to sort of support the chart. just two basic elementary question. one, is there a scenario we can lose our money? >> right now doing investing money market, no it is [indiscernible] there is no chance of losing the funding. you can any time get the money back and whatever interest you earned for the day. there is other instrument-mostly the instrument are fully guaranteed,b there is no risk of losing the funding because it is backed by the fed, so when you start investing in

some of the-other instrument have higher return, but different risk. >> you may not make as much money but there is no situation you would actually take-get back less then you actually invested? >> no, not based on what hud allows you to do. hud is very specific. only back instrument you can invest, so all fully guaranteed and you can-return may less. currently because of the high fed rate it is 5 percent. >> it wouldn't be negative? wonderful blue line may not be this way, it might be less? >> it may go down as the fed start- >> it wouldn't go under this line? >> no. fully guaranteed. >> in our policy does it indicate we reinvest and take

the earnings, the excess and put to fund service or is the policy silent on that or does- >> it is silent. just maximize revenue and will be up to the commission and there ceo- >> that's a operational decision with the ceo? okay. thank you. >> to your question commissioner, the desire is as we maximize the dollars is also how to back the fund, are those excess fund back into the community because they are not restricted and the dollars we get are restricted and what we can and cannot do with them and so- >> interesting, but the excess we get isn't restrictive? >> right. so as a example, when we are providing provisions during the holiday time, right?

we have to figure out where those funds are going to come from, the city gives us funds so forth and on, so this is a way where we have unrestricted dollars we are able to contribute to that process and know that oh, we have this much funding and if there is a special event going on in the community, we have the latitude to think about we want to contribute to that. this different things that potentially happen in the community that we are supporting. >> and those contributions are their under procurement rules or totally discretionary under your or internal individual to just give out? eme sure there is a technical term. >> depending what it is, when we procure turkeys we procured i don't know how many thousands of turkeys, those were-all it

is under rules. even though we make decision that this money potentially can go to this event, but that event means something is being procured, right? >> could it be gifted to a individual organization without going through any particular- >> to a non profit organization? >> no. it is to a grant. >> it has to go through a grant. okay. >> and then through the commission. >> thank you. >> i ask a lot of question when i touch the money. [laughter] i can't get to the account. >> keep it out of uncle joe's hands. >> thank you. >> congratulations. it is nice. how do you feel about it? did you expect when you first came in to a clean environment that you saw this path?

>> excited. roy isn't here but spend a lot of time with the policy looking at options and talking to u.s. bank, so we are looking forward investing and being able to report on quarterly basis the progress. >> and investment choices for- >> yes. >> they can do that because they told me no a lot. [laughter] that rainy day fund. >> [indiscernible] >> thank you thank you very much. okay. >> public comment. any public comment? then we ask for a motion for approval and second. >> second. [roll call] so moved thank you. item 12d, this is resolution approving the housing authority of city county of san francisco revised personnel policies and procedures effective march 1,

2024. >> evening commissioners. we are all most there. thank you bennett. >> are we? >> all most. i'm here today to present the proposed updates of our personnel policy and procedures. so, the intention of these policies and procedures is to provide clear guidelines for employees and management regarding employment practice, rights and responsibilities and help protect staff and the authority of certain legal liabilities. the authority focus is to insure these policies and procedures are fair, consistent and equitable to all authority staff. next slide. you see a quick timeline of the updates made to the policy and procedures. the last time the commission approved our policy and procedures was back in 2001 which is now over 20 years ago.

in 2018 our human resources department initiated the process reviewing the policies and procedures and all delayed during due to covid-19. then in 2023, our hr legal team and third party counsel reengaged in reviewing the policies and procedures to insure each policy and procedure is in compliance with local state and federal employment laws and they align with the city. next slide. we can see this is the initial change of the document, which is make sure the format complies qu quality assurance process. this makes the document look a lot easier to read. next slide. these are the policies we reviewed as a team to insure compliance and update the

policy shown here. we focus on legal employment policy to make sure those are up to date and our commission has been given a spreadsheet which includes all the changes made in each of those policies. very in depth. keep in mind the spreadsheet shows substantive update s. grammar isn't included. next slide. so, on this slide, just for full transparency to our commission, we did want to point out we did make a couple updates since our committee meeting last week, which we want to share today or this evening. all red text in the slides going forward indicate update since committee. we also want to point out that we have two new policies added to our personal policy and procedures which were shared last week during committee. those two policies that is our

generative artificial intelligence policy recommended by council. and then statements of economic interest policy, which does recommend by the commission and includes language on behested payments. next slide. so, these--this slide and next slide are the big update that we did since committee, which is update on the paid leave policy which includes management leave. this is a leave that provide- >> a lot of red? >> it is whole section we added. but in short, it is law in length. it is leave that provide leadership with additional time off each year to supplement hours beyond the long nights and weekends and aurfed to legacy staff quhoo have

received management leave friar to 9-30-2022. you can probably move to the last slide there. slide 9. the last slide was added to show additional language. we included to the generative ai policy. we updated the acknowledgment in compliance section to make it clear that all employees and supervisors have to complete acknowledgment before using ai tools within the agency environments. and that's the policies and procedures. any questions? >> other then three employees aren't all employees of the hosing authority at will? >> yes. that's correct. >> is there a reason why there are so so many provisions of just cause that actually are more applicable to a individual

under union contract versus at will employment? >> technically all staff at the authority are at will just under california law. and because we have no mou to fall under, everybody falls under the policies and procedures and technically that means everyone is at will. >> i'm not opposed to making sure people have fair transparent process, but it is a interesting--okay, regarding that. i didn't see-normally when you see hr policy and i know personnel policies and know you had it reviewed by a law firm, a reputable law firm, i didn't see a section-i didn't poor over the policy and procedure but i didn't see a section the policies and procedures do not

create an employment contract. is that language in there, do you know? >> i don't believe so. >> [indiscernible] you are not developing employment contract through your policy and procedures? >> okay. >> and then i think one comment about-i understand and appreciate the management leave, and i think i did see--my concern about this is, my comment i think about this is, you have one group of individuals who fall under the fair labor standard act and intitedled to pay overtime and a group of individuals in the organization where you will be giving 80 hours of management leave in recognition of extra hours. i think you have a group of hours, analyst and others who may not qualify for additional time based on flsa and through the policies and procedures are not granting additional 80 hours in recognition of additional time.

is there thought or research but what you are going to-about anything in that group of individuals who aret noin either one? >> it hasn't come up. >> [indiscernible] what will that be for the morale of the organization? >> so, just to get background on the management leave, i think it might help the commission, the management leave has traditionally been part of the mea-mou agreement and the housing authority had to go back to a mou to look at the provision for those individuals who have management leave or coming on board and should have management leave based on whatever roles they have and so what we tried to do here is, we took the policy from policy you see comes from the mou and not a substantive

change otherwise so all the policies are in one location for staff. the classification are the only difference and that is because the classifications in the mea, mou would be mea positions. >> just to-i understand that. i just want to make sure we don't have a situation leadership who creates policies insures they get 80 hours of management leave and those who may not necessarily be in that do not have the benefit that provision coming over, so i understand the justification and explanation is, they were a mea it was moved over so they get 80 hours, and yet there are other individuals where we opted perhaps not to bring over certain extra leave protections from there mou, so i just ask that you look at that and consider that so that you don't end up with a tier, with a

middle group who are not afforded that-or if that is not the decision of the housing authority or the recommendation, let's have a explanation of why it is that this-that certain groups get the mea additional, others get it through flsa and the middle group will just not get anything. >> one thing we looked at when we identified the classifications was who is managing staff. there are a number of individuals that are not managing staff right now that may have previously fallen under the mea agreement but under the currents housing authority structure they are not managing and then you have what you see as legacy employees which we discussed with outside counsel and they already have the benefit and they had the benefit ozof september lay offs in 2022, so two individuals continue to have that benefit unless the

classification changed through promotion, demotion or termination. i want to say this is a startding point. this policy hasn't been updated in over 20 years, but we did create some standards and i think one big standards is are you managing any staff since it is management leave. >> what if the policy were not necessarily moving forward this time and there was more review that. is there a reason why you have to go before today? >> [multiple speakers] >> i think what is more important then just a policy having to go forward today is, what is it we are trying to get at because the realty is from

my perspective, if you just look from a pure perspective that--you can correct if i'm wrong, i believe every staff at the housing authority is at will, and i think if there's is work with employment specialist who is very familiar to this board, there has been benchmarking and you can correct me if i'm wrong while the policy is being brought forward, then the question is, are we trying to dove-tail into something we are familiar with on the city side where it works into mou and so forth and on? for me i'm trying to figure what we are delineating and what is the basis of it in terms where it sits from the logical perspective of, if you

have unions, local 21 and mea and on and on and on, versus everyone is being at will and what does it look like from benchmarking of other housing authorities and jurisdictions, because i am asking because i want to understand where we really need to think more about it, so that i'm clear about what we are thinking about from your perspective. so i don't miss it, because it is important. >> i don't think it is -the way the amendments are done appear to be a patchwork of things put together, and i am not hundred percent sure what is the big picture strategy vision that would go into how these policies and procedures are, because on one hand, housing authority employees are at

will, but there also philosophy you like to have as it pertains to the workforce, do you give a level of due process that you would not--that other organizations who are at will don't? and then as you look at leave, why is it management-what is the philosophy behind management getting 80 hours and others not? what is the big picture that is being put into this policy? it seems there is a time to amend we'll amend different things but house does it align where the housing authority needs to go being a high performer and meeting the mission and how do these policies help go in that direction? i think this is technical approval you are seeking like we made the changes and want these things moved and these provisions added and ai to be added, technically that is one

thing, but i still am struggling how these policies and procedures align with for instance, what you are trying to get-where you are try toog go with your strategic plan? >> i don't think from my perspective if you fully outline what is at will employee and at will employee have the right to, right? and fundamentally you have the fundamental protections of labor law regardless if there is a mou because it is bargaining situation or not, there are things you fundamentally have to do for employees and to be a fair employer. so, the real question becomes, as you place this, as you are stating it, is it that really simply from a board perspective, are you saying i

really prefer that x, y, z if you do management leave, if you will, everyone has that opportunity? because when i think about management leave from this side of the world just me sitting in a bargaining unit, those are things i think like a mea there is management leave, i don't remember in local 21 if there is management leave. >> no. >> i don't know-and seiu, there is not. so, the question is, what does management leave really mean? i think that is important, because you are bringing it forward and my understanding of management leave, i see it from your managing so forth and on and you are doing the job until it gets done fundamentally, so

do we need to see it differently? >> to go back to what is the policy and to be fair consistent and equitable. it doesn't mean necessarily everyone gets the same thing, because there are laws that do that and in interest of time, i won't go into the history because i was on the mea board and understand the history why management leave came in. it was a bargained benefit. you are not entitled management leave. it was done through bargaining and negotiation, so i don't-i do think it is important for people to have a level of process. you are at will but there is a philosophy being fair consistants equitable and transparent, so i have been in management a while. i understand the amount of work and time and don't think 80

hours is enough all the extra work put in. i am trying to sort of reconcile others in the organization who may also put additional time in and there is no--the law is you just do the work. once you are post flsa you do the work and there is no additional compensation? is that-- >> the opportunity for cto -there are other things there. [multiple speakers] >> i'm saying over time, whatever it is. >> if you are only under the fair labor standards act and there are classifications who by law get overtime, anyone else-the reason we get it in the city because it is bargained and comp time is

bargained and not automatically given to you by law and you have to dathe work and get approved and there are all these rules that get added in to inshurure things are fallowed properly and you don't have a budget overrun. it is bargained just like management leave is a bargained benefit. so the proposed policy has the benefit of a bargained provision in the mea-- >> there you go. for me that is the answer right there. what i was looking for that really understand. what you are saying is that, this particular element that we are discussing really is a element of normal bargaining. >> no, what i'm saying, i don't understand certain groups of getting something and others are not. i don't understand why.

what is the thought, the policy when you run a organization of fair consistent and equitable and i add transparent around your strategic plan, why are certain groups get a added benefit are others are not? why is that? just trying to understand that. >> i do think it is worth stating nothing-no classification would get the benefit removed so nobody will lose anything. there is one classification here that would probably get the benefit that should get the benefit and not getting the benefit and can't get the benefit unless the policy is approved and in addition in the policy there are other forms of acknowledging staff that maybe they are not management, but they might be working past their time and can't get overtime, so there is merit awards, performance awards and those could be financial

incentives. i'm not familiar with the intricacy of the city policy, but the housing authority has that already built into the policy. >> so individuals can get-if you work extra hours you can get additional compensation? >> it is performance increase, performance award that could be recommended by your supervisor and it percentage of the salary. i believe it is 5 or 7 percent. >> is there a salary cap? >> for everybody there is a salary cap, yeah. >> and then, some will even though the policy doesn't allow it, there will be some who get it through legacy?

>> the policy does allow it through legacy. >> yeah, i don't know. it continues to make-there are all exceptions and certain people get things and there isn't really--to me i still have trouble aligning it-- >> so, what it sounds like, there is still some questions you have around the equitable application of benefits for some employees over others. you have questions that just based on listening still unanswered and doesn't seem there is a satisfaction for this particular meeting. it doesn't seem there is a pressure to move forward

specifically in this meeting around this policy measure and we can revisit this for a vote next month. >> we can also take this item off of the change and have the commission-ask the commission to approve the rest of the personnel policies and procedures. this has been a work in progress since 2018, and we have had it reviewed by a third party and if the hold up is management leave, i suggest taking this out and we can bring this back and maybe discuss further with commissioner kim how to address it and maybe we can do comparables and a chart that might help too. >> i actually have more questions and would prefer we differ it a month then to take out a certain portion of it. if that's possible. >> we'll likely be differed. >> it is going to be differed

until when they get to that. i haven't done the substantive work on it myself tonia, and it is really important because there's been more so linda working on it with our third party labor attorney and so, her expertise because she spent all the time-been involved but not to the extent linda has been involved. part of the policy, we have staff who today have been with us over 2 years on our team who are not permanent employees and we need to move them into permanent employment so that they feel assured they have a place as well. we are trying to structure the

policy so that we have a concrete policy that really is guiding the agency. >> these two individuals cannot be permanent unless- >> two employees-that piece is not most important as it relates to the management leave as it is the policy-all the other pieces of the policy. it is maybe-- >> to that point, we have about 27 staff members, about 21 are temporary, and we are ready to offer regular positions and want to align it to an updated policy.

>> because if they have the existing policy what is the-because policies change and get updated. what is it about their employment that cant proceed because you are not updating a policy? which provision is creating a issue for inability to bring on board 21 people? >> as i understand the benefit you get at the time of employment are the benefits they stay with you, so while the policy may not change and not having bargaining groups, the benefits are actually in your policy, so your annual leave, sick time, your management leave, those are all part of the policy that is attached to your offer. >> you can enhance them through the course of your employment. >> you can enhance them but can't take them away. you are not supposed to take them away as i understand from council. >> so, these policy are updated because you want to decrease the level of benefits provided? >> some of them will be increased.

nobody will have less benefit. >> right, so if the policy is amended they get hired today and the policy gets amended 6 months from now, 7 months from now and enhanced they get the enhanced benefit. >> if they are enhanced, that is correct. >> is there a reason some of the substantive questions are raised by commissioner kim can't be had directly with third party counsel? >> i suggest that she and linda--yeah and our third party counsel sit and talk, because-all my back and forth is dialogue to understand and air it through, so i don't see a reason why the 3 of you can't get together and have that dialogue. i think it is important. because linda has spent a lot of time and it would be better

for the three oof you to have that discussion. >> when you have time. >> we can make that happen. i do want to make it clear, this has been in the works for some time. i have to give credit to ted because ted has been working quite a bit on this, but i do want the say the timing is linked with leave and offer letters, and also linked to finalizing it. it has been here since 2018. i was at the first meeting with our then hr director. i think it has gone through third party review twice so paid for third party to review it twice, so we like to get to a point where we can finalize a policy since it iso long since we had updates to it, but we are happy to set that up. >> by setting that up, we have questions answered, maybe particular amendments will be made in the process. if there are any additional amendments made before it comes

back to the commission, will that still be able to happen at the next commission meeting? >> yeah. i think it could because then there is a-- >> great. >> three party dialogue and the belief would be that commissioner kim's questions would be answered and the realty is, she is the expert in the field, so being able to have those questions answered we should be able to move forward. >> great. >> without a full explanation of everything detail. >> that might happen as well. if i know commissioner kim. >> commissioner kim would help give that. that's there point i'm making. >> great. alright. thank you very much. thank you. just to be clear, we will continue this item until the next commission meeting? alright. dpoo we need to take a vote on that? no. alright.

let's go to the next 45 minutes item. >> item 12e resolution approving the san francisco housing authority 5 year strategic plan for the calendar year 2024-2028. linda mason, general counsel. >> thank you. this is our last item tonight. the strategic plan was part of the board of commissioners charged to insure the housing authority has a strategic plan because it is in the best practice. it is also part of the hud required agreement entered into. the housing authority--the strategic plan process we want

to let the commission know we had 5 staff retreats in these staff retreats we talked what is known sore strength, opportunity aspirations and results, so this you look at agency strength and agency aspirations. we looked at the mission and revised the mission. we also looked at the vision and collectively revised our vision, and we also looked at the strategic objectives. we had a meeting with each commissioners just to get feedback what you like to see in the strategic plan and then the last part of this was we met twice as a senior leadership team looked what the objecktdives were and put names and titles to each one that can be completed within the next year to make sure it comes to fruition. next slide, please. so, on the soar, streckt focus on people-the opportunities focus on staff communication city partnership, development program tech and dta.

aspiration focus on work life balance, programs agency perception operational effectiveness, and the results focus on performance, what is the mission of the agency and what is the agency brand. the updated mission statement that our entire team came up with at the housing authority included all the staff members, was that we advance social equity and grow thriving communities providing quaument safe affordable housing and resources for residents. the vision statement we worked on states our housing practice insure all residents experience self-sufficiency and connected to healthy inclunsive vibrant communities. the strategic primary goals of all our staff when we met, we did have senior staff meetings and also had all our staff really buy in-i use the word

buy in because it makes it sound we had something they bought into and they were part of the foundational conversation that got where we are today with the strategic plan and it was important to all the staff we become a high functioning agency. this solidify operational efecktdiveness and brand the housing authority. we all agreed we wanted to insure fiscal resilience and sustainability with the continued focus on fiscal sustainability and self-sufficiency and we wanted to be a leader innovative program, foster healthy inclusive vibrant communities. when talking about commission and how the commission and this body can support the strategic plan and work being done, we looked at how the commission could advocate for resources, how the commission advance policies and the position as policy makers thatd support ecwtdable service delivery and to insure staff pilot policies with great impact copied by the rest of the country if the

housing authority is a model in the industry. we also looked outcome driven. i think a question often asked is, what is this mean and the goal? when we looked at our goals we looked what we want. when we look at objective we said what is behind the goal. the project how we get there and kpi key performance indicators we had to focus on how you measure success and know we have gotten there. so, in the next slide this is a example. this is a actual goal and kpi in the strategic plan. just so the commission has a idea of what each of these look like, one of the goal is leader in innovative program. that is what do you want. the objective, looks behind the goal, we insure engagement of communities voices and involvement.

the project also known as how we get there is, looking at working closely with cbo to engage with the communities creating smaller hubs for better access, involving residents and programming such as volunteers and internship to jobs, providing translation services and increase access to information and resources, involving communities and decision making and supporting positive reslaigzships between partners and rez dntsds. when we look at the kpi this is how we measure success, we want to see increase in resident survey responses by 25 percent. we want to see increase in resident community meeting participation to be regularly attended by 30 or more residents. see increase resident advisory board participants to go to up to 30 people. some questions raised is about

contract monitoring and items described in the strategic plan with possible with accurate contract monitoring so the plans hato be aligned with our general scorecard and rfp and performance contractors are whether performing or not. we cannot be successful in the strategic plan without monitoring all our contracts. when we look at racial equity action plan, the strategic plan is a living working product and if it is realized we should see equity within the communities and our staff and within our environment. when we look at measurable outcomes, we focused a lot of time on key performance indicators and often times the measurable outcomes are by this commission when you ask us for reporting, what is reporting and goal of the reporting. but for the strategic plan specifically, we did spend quite a bit of time. i want to highlight that around the key performance indicators, what is possible year one and who is performing those key

performance indicators within each department. lastly, the strategic plan is intended to be a living document. similar to the last strategic plan that retrieves the housing authority and standard status this lead to high performer. there are cross references with the annual plan and with the consolidated plan as the city county of san francisco and once again, the key performance indicators are identified. we spent a lot of time talking about partnerships. every time we split up the groups, partnerships was a central area brought up by every group we worked with and how important our success is by the partners we choose to do business with or engaged with because we know we can't do all the work by ourselves. this is reoccurring theme. we need to work with stakeholders and partners. we need to strengthen

relationships. the city and countsy has a significant amount of departments and having the transition team with us has opened the doors and our eyes to all the different resources the city has to offer to strengthen the programs we have in the relationships and we also wanted to make sure there was a seemless process desired for recipients to be housed acknowledging there are obstuicals. the next steps is bringing this item before the board of commissioners today february 29, 2024. if approved we submit to the u.s. department of housing urban development march 1, 2024 just to let them know that we have met another item within the corrective action plan and what is not here is that we do have like i said our kpi schedule and we are already working on the implementation that kpi schedule. so, that concludes the

presentation, but if any commissioners have questions, please feel free to ask. >> i do have some questions. i just want to insure that the oversight of contractors is something that is part of the strategic plan and those responsibilities. and the only other element i have is a question is, the level of communication with other departments within the city as well in addition to pursuing though partnerships? because i know that level of coordination and communication is essential to the continued growth of the authority and service of the city interests and i just want to make sure that is part of those objectives as well. part of the consideration. those are my only comments or questions. i know it is very substantive process and appreciate the amount of work that has gone fl to it and that is all i have.

>> just give me a minutes because i know for a fact the partnerships are throughout the strategic plan. if you are asking for something to be clearly be delineated as contractor oversight i want to make sure that is in here before i say yes. >> i think the was something about contract monitoring. >> i just want to make sure it was clearly present there, especially given the conversations we had among other items tonight. >> [indiscernible] great impact copied by the rest of the country. that is housing authority becoming a model which is wonderful. ask the policies and procedures are great impact copied. it is a model. it is that-thank you. >> it is here page 452 providing excellent contract administration. >> what does that mean?

>> under the high performing goal and can i go through how we are going to implement that? >> just a high level. just asking what that means? >> we see it as-i think as a agency we see as being able to one, know what is happening with our contractors any given time. we see as residents on a basic level not calling to complain on daily basis with their experience with housing authority regardless what contractor. and we see it as having contractors that are true partners that are telling us what is happening on the ground that are telling us what is happening with their recertifications, telling us when something is back logged. at a basic level that is contract administration. >> that's great.

i want to highlight this. there have been conversations about this is what they should be doing, and in the environment we are in while that would be the most ideal context, it is not the realty and just reminder that i think-we also had discussion with the city as well is that, it just ain't that easy, and i just want to be sure that level of oversight and commitment to insuring we are pressing contractors to fulfill their obigations in response to rfp and contracting dollars they receive is part of our work as well, even though that it should not be the case, it is. >> so, fully agree with you commissioner. >> that is all i need to hear. that is great. >> i'm not done. i fully agree with you, and i believe that we do that. we have monitoring in process

constantly. we are increasing that monitoring as we are working our way through the reporting systems that we have, as well as insuring that our vendor where we have our system of record for all of our work is adding certain components so we are able to pull the data and the better our data becomes in the system, makes it much more easier for us to do the type of monitoring that our analyst are doing on behalf of the agency. we fully agree with you, and continue to work very diligently around the monitoring process as well as a kind reminder that, you said it is not easy. it is very difficult. if we talk about a challenge, i think one of my greatest challenges sitting in this role

is our dependency on a contractor, and while we have visibility we don't manage their staff and we have lots of dialogue with our contractors. my team has been three good days in meetings back to back type of meetings around all of our processes, so it remains one of our highest priorities in our work, because that's the only way we are going to be high performing agency, a agency that serves with excellence. >> you mean a high functioning agency which is the language says. >> high performing, high functioning, highly collaborative organization. >> highly transparent. >> yes, we are- >> commissioner kim, highly transparent.

>> i think as we do the-i was look agate the different ones so i do think- >> which ones? >> when you think about contract monitoring. >> yes. >> insuring effective performance monitoring making data driven decisions, all tie effective communication, transparent process all tie in and link to contract administration. >> yes. >> as long as that is intentionally done. it could not be intentionally done and you have all these different things that don't necessarily come together. >> it is really just to reiterate the importance of having a true partner in our contractors just to give you numbers. we have over 30 thousand individuals in our program. our contractors each have about 60 to 70 employees at any given time, our large contractors and the housing authority staff is between 25 and 30 any given time, so we rely on our

contractors to inform of what is happening. we have some areas where we can do checks and balances but the realty is we cannot be at every place every site all the time with the amount of staff we have. >> if i may just one final comment. the work is not easy, but it is important for this body to hear the issues transparently going on within the organization and just to constantly encourage a culture of sharing that information and having honest conversations about the issues. it is just the only way to progress and irrespective whether there is a negative comment about our work, which primarily the role of those who want to criticize us during a moment in time, those are just realties that we have to face as we move through the constant

reform effort and getting to where we want to get to, which is everything mentioned about the overall mission and vision of the organization, so i just want to share that as well and then that's all i have to say. >> i appreciate that comment. that is really true. sometimes it is really difficult as a agency as a ceo, as a perfectionist who together we strive to transform, and on a daily basis as you stated, i think as we unravel the many things in the agency, if we look back and see today even as you acknowledge an investment policy that we actually can realize was it something we imagined all most 5 years ago but today we can imagine that.

there are a lot of things we are imagining through the transformation as a team also to recognize the work at times is very difficult, but it is work that is necessary and through this board guidance, we are doing it, and yes, there are going to be pitfalls and things that occur and there will be negative comments made and forgetting about whether the good work occurring and each and every day we are finding ways to course correct where needed and so again, we appreciate that reminder because i think it is really important for us to say to you as our board as our commission, this is a struggle for us and here are the things we are putting in place as we are going through this process. so i appreciate having that ability to be transparent in that way in this space so thank you.

>> public comment? >> it is late. i want to thank you for your model of discussion for your differences as a commission, because i just really-highly functional. thank you for that. i just need a clarifying question. when i asked about-if i can present a formal proposal to you, you happened to mention [indiscernible] i don't know if you understood this is more of like a-i don't know if they welcome the reform of asking for a new manager-i didn't know what you meant by that? >> just that there is a formalized process if you want to bring for the discussion you have time to do that in the report. in addition to other forums and discussion. >> thank you very much for everything today. >> thank you. thank you for being here all night.

>> doesn't appear there is additional public comment. motion for approval. >> so moved. >> second. >> roll call vote- [roll call] so moved. that leaves item thirteen commission comment and report and adjournment. >> it is with great sadness and want to take a moment of silence to recognize a passing of a very young leader of the tenderloin neighborhood development center, [indiscernible] who passed away very suddenly this past week. he was-he showed so much promise and very unfortunately passed at such a young age in his 40's and i know i just want to extend condolences to his family and to everyone in the tenderloin community within the organization but also the

neighborhood who benefited and would have greatly benefited from his continued sunchs service and in san francisco. if we can take a moment of silence in his name, i appreciate that. thank you. [moment of silence] thank you very much. >> yes, please. >> i want to say thank you because we have three staff members today who presented their first policies to the housing authority, so i really want to give a thank you to ray lobo a budget analyst who prepared the investment policy, ted parini and [indiscernible] our attorney who prepared the procurement policy. they have been working on this quite some time and want to make sure to thank them and it would be remiss to not include kate shepherd from she change grow who helped facilitate the

strategic planning meetings. thank you. >> thank you for sharing that. alright. move to adjourn. >> the time is 848 p.m. thank you everyone. [meeting adjourned]

good morning and welcome to the march first, 2024 treasure island development authority. housing, infrastructure, transportation and sustainability committee meeting . item number ■one call to orde. director richardson, i'm here. director sen. yeah. director. howard howard, absent. and director riif here. thank you. we do have a quorum. okay i just wanted to, uh, say hello and thank everyone. um, at this meeting, commissioners. good morning. and, um, thank you to all those that