good morning and welcome

erk of the committee is erica chang. i want to thank s fgtv staff for broadcasting. are there any announcements? >> there are no announcements. any comments or questions? we can go to public comment. public comment is now open and we can close public comment. colleagues. a motion from the commissioner cohen and commissioner wiener. we'll take that without objection. let's go to next item >> executive director this is an information item. >> great. >> fong, as the clerk says this

is an update from the director recruitment. we have today from the hawkins team and they will report what they will be doing in the last two weeks. they are meeting with stake holders and the board of supervisors and scheduled to meet with various county san francisco agencies. i would like to bring them up to walk you through their attachments. we have unattachment on page 9 is the schedule which you have seen before at the last meetings. we are at no. 1 where they will be presenting their draft memo and summarized input from stake holders interviews. as you know this schedule is a tentative schedule and up for review along the process. we have a

draft recruitment profile as well. before you, you also have a copy of a few items that the hawkins team will be presenting in the next few minutes. with that i would like to bring up bill hawkins. >> thank you. good morning, commissioners. thank you for this opportunity to bring this bill before you. i have the president of the hawkins company and i just wanted to first give a lot of credit to staff. they have been extremely helpful in terms of providing us with the information that we need in a timely fashion and kind of walking us through the maze of the city so we understand the city of san francisco. i just want to acknowledge them before you

this morning. today we would like to get into the the nuts and boeldz -- bolts of this process. we have been actively engaged and meeting with various stake holders. we have met with all the members of the personnel committee of the commission and david chiu on the commission and jane kim and with the senior staff of the authority. we've also, today and tomorrow and latter part of this week have 5 other people that we'll be meeting with you on the list and from the puc, maria, from the transbay joint powers authority along with monique miles -- we have still

a few people to meet with and they include gill yan jill et. she's on vacation and we'll meet with her next week and we might want to talk to the mayor's chief of staff and as well as david chiu's aid who is a specialist in transportation issues and the director of public works and mta commission executive director. if there is others that we need to be as to this issue, please provide us with the information and we'll be glad to add to this portion. >> the director and perhaps douglas might be, if you can't get the director, douglas might know a good deal of the relationship with the transportation authority.

douglas legg. >> okay. today we would like to show you the input presently focusing on position. >> thank you. we are joined by commissioner campos at this time too. >> good morning, commissioners, it's nice to see you all this morning. so we are going to talk about the core leadership competency that we were able to develop with the conversations with the commissioners. it's on this powerpoint presentation and in this document that you and in this document that you all have. [music]

hello, i'm ivette torres, and welcome to another addition of the road to recovery . today, we'll be talking about obtaining and retaining employment for people in recovery. joining us in our panel today are david berns, director, district of columbia department of human services, washington, dc; dr. gary bond, professor of psychiatry, dartmouth psychiatric research center, lebanon, new hampshire; peggy burns, eap counselor, employee assistance program,

university of maryland medical system, baltimore city, maryland; neli vasquez-rowland, president, a safe haven, chicago, illinois. of those individuals that are unemployed, there was about a 15.7 percent rate of drug dependency among them. of the ones that are employed with a drug dependency, there were 23.3 million people overall, and about 49.8 percent of them were employed. and from the mental health community, there were 6 million people who were served by mental health authorities across the nation, and roughly 21 percent, or about, of the 6 million, were employed. what does that tell us? what types of challenges, david, do these individuals

present as they approach the employment marketplace? well, that's telling me that, actually, most people that are, that are served by my agency, which provides welfare or tanf services or homeless services, do not have mental health or substance abuse problems. there- but the percentage is a lot higher than the general population. so probably 20 percent of the people that we're serving in tanf have substance abuse problems and a similar type for the homeless programs. but, when they have both substance abuse and poverty issues, their problems are much, much higher and really need a much more concentrated effort. yeah, for them to get help. and, neli, for, for individuals who are dealing with substance use disorder, let's take them first.

what do they present as they come into the marketplace? the underlying issue of drug and alcohol addiction is the underlying issue. the real barrier as to employment are some of the criminal justice backgrounds that people have established along the way that prevent them from getting a job: their financial history, the fact that they may be homeless and don't have a base to operate from, the fact that they might have children in tow. and, you know, education can be a barrier, if, you know, there's a very high likelihood of drug and alcohol addiction and failure to complete a formal education. so the barriers, basically, just go on and on, with the underlying issue being drug and alcohol addiction. so what we do at our program is, at a safe haven, is that we find out why people are in crisis, if it's chronic or if it's for the first time. and if it is a drug and alcohol problem that's keeping them from the workforce, let's solve that first. and then let's move them through a continuum of care that's going to be unique to their specific challenges so

that we can really pave the way so once they do get employed, they're going to be retained and they're going to be successful. and that's, i think, at the end of the day what all employers want. and, gary, does this change much for those who have mental health problems? well, i think the situation for people with severe mental illness, and by that i'm referring to schizophrenia and bipolar disorder. but it includes a wide range of psychiatric disorders. that their challenges certainly overlap with the, the two populations that, that dave and neli just mentioned. and, oh, about half of them have substance abuse problems of the severe mentally ill group. the, the challenges that they have are, are not what you might expect. the first thing that pops into people's heads might be, or often is, that they have psychiatric symptoms

that prevent them from working. and that turns out not to be the biggest barrier. there are a range of things that really interfere with their getting into employment. they want to work. the majority of them want to work. our statistics suggest over two-thirds want to work. even though, as you indicated earlier, a very small percentage, maybe as little as 10 percent in some of our surveys, are actually working at a given time. there's a big gap there. and the reasons, the barriers, include the lack of manner. this person needs to be able to empower people, motivate them, they need to have people follow them so they truly truly definitely need to be a leader. they need to be able to rely on the professional and technical expertise on the staff. we understand it's a very extremely competent staff and they want to be relied on before their own professional expertise and they need to be

able to lead this savvy team. they need to be confident, courageous and inspirational leader and be able to make decisions and focus on consensus building. they need to be a people sensitive leader and all these core competency focus on leadership. these people need to be a strong leader to lead the ta next level of growth and development. anyone have any questions about the core competency that we are going to be looking at? >> thank you. actually, i just noticed that it is leadership skills and be able to look at interacting with different levels of community and government internally within the corporation. i think these

are important skills to have. thank you. >> thank you. we've been already engagea. >> good afternoon everyone welcome to the budget and finance committee meeting for wednesday march 27th. we're going to bek you for havi >> good morning. >> daphney, le belong. we have started to informally talk with number of people. the ideal

candidates for this position is in my mind somebody who is doing this well someplace else and we want to encourage them to come here and do that. there are a number of people locally as well as throughout the country that have the same skills that you are looking for in the core competency that have been noted to you. we are looking at talking with leaders in the field, getting their recommendations, finding out exactly what they might recommend or where they might recommend we look as well as places that we've already identified. i have been talking with some individuals with the institute with private planning organizations, transit agencies and such already. and i have started to compile a list of

folks that i will circle back to and talk to more specifically about the opportunity as we move along. >> i think we have a question from commissioner campos. >> thank you, i appreciate that and thanks for taking the time to meet with me. i do want to say something about you said that i don't think i agree with. i hope there is a modified approach. i don't necessarily think the ideal candidate is someone who is doing this somewhere else and doing it well. that excludes internal candidates. i have been very clear from the beginning of this process, that i don't want this process to be simply about finding the best qualified outside candidate. i want to find the best qualified candidate period. but your statement doesn't really include or allow for internal candidates so i do take issue with that because i don't think

that's necessarily where i want to go. i think if the best candidate is an outside candidate, then that's the person we hire. but i hope that is not the approach you are take. >> the approach is an inclusive approach and will include internal candidates as well. >> that's not what you said. you said the ideal candidates is someone who is doing this well somewhere else. they could be doing something well here. >> that's true and i apologize for that. >> thank you. >> i will pull that back and because i want it to be known that it's not just a cursory. it's not just cursory that we are considering in looking at internal candidates. they are as viable. >> absolutely, we have to be careful what message we send to staff that might be interested

in applying. i think you should have an exhaustive as much but not excluded people at the agency here as well. >> very well. >> thank you. >> any questions? >> were you finished with the presentation? >> i was pretty much there. i just wanted to -- since commissioner campos had a concern i wanted to make sure if there was anything else we can get clear. >> commissioner? >> yeah. from everything i have heard it's clear to me that internal candidates are going to be considered and it going to be an exhaustive internal and external search. i interpreted that by simply saying that the net is going to be cast very wide and we won't do a cursory locally and internal to the agency we are not going to do a cursory

search for around the country because there are some amazing transit leaders of the bay area who could be very strong candidates. i think with that clarification, that's been my sense all along. >> okay. well, i will finish up by saying is that we understand what the concerns are that the ta has with regard to where it is and where it's going and i look forward to talking to individuals that i have identified with based on what the needs are as well as identifying others as we go through this process and screening through our rigorous screening process. >> very good. thank you. i would actually in terms of making sure we are casting that wide we are also casting it within san francisco as well. >> we start off locally. >> right. i do want to -- i

think it's important to be careful about how we do talk about the ideal candidates. you did say they were elsewhere and i think that somewhat could be interpreted exclusively to outside of san francisco. i know you brought that. >> it's all inclusive. it meant to be all inclusive wherever they happen to be. >> i do think you need to have the international search as well but pertain to local as well. >> what i would like to do is we've given you the text of the draft borrow borrow brochure. we asked them to put something in front of you this morning so you at least have a visual of the profile which is our key marketing document is going to

look like. and so they have done that the help of staff we've been able to produce this so you can take a look at it. we can kind of walk through it. typically the recruitment is going to have 2 aspects to it. there is the highly public aspect of the recruitment which deals with putting noticed and postings in various professional journals and websites and various list serves and other sources that people generally go to for information, not only in terms of information about the profession but also information about job opportunities and what's going on. so that's the highly public side. usually about 80 percent of all the volume of applications come as a result of that high profile effort and activity. the other 20 percent which really kind of

represents the core of the recruitment are people that we have identified internally and externally to the organization who have these core competency. they represent 80 percent of the value and 80 percent of the candidates. our strongest emphasis is also on direct relationships and value the candidates that are brought to our attention through our own research or referrals or through our knowledge and direction from the commission as well. so typically the brochure is going to have information about the community. people know san francisco but we put information about it also. we put a flavor here with the assistance of staff. that gave people a feel for the city of san francisco, it's diversity, but also some of it's transit

uniquenesses which is something that really speaks highly of the city of san francisco in terms of it's ranking in the country and in the world in terms of being a transit for enterprise which is the message to candidates if you are not interested in working for an organization that is really pushing the envelope relative to transit, then this is probably not going to be the greatest place for you to come. it's not to run a transit operation or company minor projects but big ethics -- things are going to take place and are taking place in the city of san francisco. the information on the city and community address that. then we think that individuals need to know about the make-up of the authority. how did it come into existence, what's it's mission,

it's charge. we quantify that by giving it data of it's size and layout the mission statement that come from our documents and also a look at what this organizational chart looks like and then what the agency is responsible for doing in those 4 core funding strengths and that gives people a really good source of information. we'll probably add notation in the brochure that for additional information regarding the authority or the city, visit these websites. we'll direct them to a website and they want to be able to drill down. then we look at some top priorities. and the priorities obviously can change but we wanted priorities that can talk about the division and