engaging in a more formal planning process. i won't go through that, but you can see on the presentation, the proposals for 2012, as well. so a few of our real estate accomplishments to date, i will highlight for you. hunter's view, we have the most to brag about, our pilot project as we have been touching on. we have relocated all the phase-one residents. the vast majority of which have stayed on site. we have been awarded $40 million in state funding. $8 million in federal funding thanks to the housing authority. the majority of that has been funding which the housing authority is committed to in conjunction with hope s.f. we committed the phase one, and we have gotten scant attention already -- we have gotten

significant attention already for phase one. chair maxwell: how much is phase one's budget? >> i believe it is around $71 million. that includes housing and infrastructure. potrero, sunnydale, and westside courts have all, i think, tremendously successful community engagement processes around the site planning. i think we have all gotten good public use, but you are on the planning committee, and i believe we have achieved strong consensus on potrero and sunnydale. we have had a minimal, if any,

significant negative uproar, if you will, from the public. it has been phenomenal. chair maxwell: i would have to say, members of those communities have been really partners with the folks living in those developments. they have come to meetings and wanting to be a part of it, but the meetings were on site. they were there. if they were off site they were there. it has been a great community building tool. >> exactly. thank you. and hope s.f. revitalization has attempted to do community

neighborhood. there are three ways. we have kecked existing residents to the existing services that will help them stablize their lives and meet the needs of their families. some of the types of issues that we have found so far in our service connection work is that family's need work with their kids' after-school program, they need job placement and training programs to allow them to prepare for the work. all that we consider to be our service connection model. in that we very well plans for each of the residents to very well plans whether or not they are making progress toward very welling their lives. so that by the time

revitalization begins, they are ready to meet their needs. community. we have been meeting with the residents about the master planning. the ultimate goal being, we want to make sure residents have a hand, as well as making sure residents can be educated so they can educate their neighborhoods about what's going

neighborhood to come up with that master plan would be. now we are at the in the where we are at transition on the community piece. we did all this work as well as the other predevelopment sites, and now we have cdbg funds to support community building going forward. each community is able to identify, which are the needs that i want to engage the other residents around. there is a huge concern on some sites about safety. they will be engaging residents on this site with regard to safety. there is also a lot of work around the ability to be able to link schools to the development, and there is a huge interest on one particular site to do that type of work.

the third main area within the human capital development component, helping residents, is really about engaging resident leadership development in a way that empowers the residents to participate. so what we found when we first embarked upon working with the residents is we felt it was important to be educated about the process. so we created an academy, and in that academy, we have graduated two classes already. in that academy, they learned about leadership development skills, they learned to engidge their rezz -- engage their residents, and they learned to graduate. there were so many grate are graudjod are -- there were so

many great outcomes. that academy is actually doing the same process of the adults. so we're excited that we have reputation from each of our sites in the academy, and we actually launched our first summit for the youth academy that we held at u.c. berkeley in june. we are looking forward to great things from the youth. >> very, very briefly into one aspect of those three main areas that we focus on. that is our service connection model. we are very proud of the service collection model. they can actually use that to progress their lives. so briefly, the goal is to stablize the families, as i mentioned before. we were very intentional about creating a service network that's behind the service connection m

working with that. we have been able to bring the human services agency to the table. the office of economic work force and development, the housing authority, sfra. it really is a collaborative mode. not only for programming, but how we direct those.

there is a strong focus on work force development. chair maxwell: i just wanted to say, this is really an historic model. we have not done this before in san francisco. we worked very, very hard to get this model, because at one time it was just hands off. that was h.u.d. we did not have our services in there. we had nothing going on. and then one day, the light came on, and we did some work, we did some legislative work, and found out that indeed we could have more of an active role in those areas. that's what you are seeing now. you are seeing that the city is truly, truly engaged in every single agency that we have.

that these folks are citizens of san francisco, and for the first time, we are treating them like that. i know we are going to going to bring new people in. i think we have seen that felt that all along. so this is really historical, and i want to make sure you are all aware of that, that this has to be continuous. we can't just leave that. those of us who are here, have to continue having hearings and checking it and making sure things are continuing. >> thank you, supervisor. supervisor chiu: could you talk for a moment about some of the circumstances you have had so it

is easier for us to put this in perspective. >> absolutely. i will use hunter's view as a model. a couple things we have been able to achieve, we have been able to refer folks that did assessment to various programs. whether it be to ramp referral, to the jobs now program, or whether it be to work with other programs, positive directions that would work out with substance abuse issues, whether it is sending them to other types of work readiness programs around the city, to get them ready for sector academies. so we have had a lot of success in doing referrals. we have had a lot of success in doing placements. which were able to place out of doing that connection work about 50 individuals the first year.

the first year the funding for this program was supported by the children's youth and families as well as the mayor's office of housing as well as the redevelopment agency. we have been able to create a model that is sustainable as the supervisor said over the long

we are going to have a dedicated connector on family outreach. in addition to that on site, we were able to work with the agents to have collocation of their case managers on site that will be there twice a week. we are going to continue on with the office of economic and work force development on their training programs. when we are saying training programs, it is not going to training programs. to the extent possible, we are going to make sure the staff is going to our on-site.

we have created a hunter's view on site. thanks to the housing authority, they have allowed us to use that authority to not only locate our services work, but we are also going to locate the 10ant association there, -- tennans association there, so you have that nice synergy to create a true hub of activity. supervisor mar: what is urban strategies? >> that is the human capital arm , mccormack, bair, and toliver. they are going through to focus on the human capital development piece. they have a long history of doing this. this work in all kinds of cities

around the country. once development is imminent, they come in and establish the work that stablizes the families to prepare them for development. we talked about this a little earlier, but we are proud to announce, the phase one was relocated successfully. several of those went off site. but that was a blend of the housing authority and the residents working together to very well the relocation plan and very well it. we are proud of that process.

on the service connection work, we are proud the people of hunters view will be part of the connection work. we are proud of phase one. we were able to start abatement. that is definitely linked to the service connection work. we think the work we were dealing with actually yielded those outcomes. and we are proud of the fact that we are trying to bring existing residents and larger neighborhoods together. several neighborhoods have created advisory committees together to inform the master planning process, and they will continue to work together now that we are at the 18-month period and after on issues related to the master planning process. finally, utched resident leadership development work, we have -- we are proud we have

graduated the two classes. as i mentioned earlier, the s.f. youth academy hats started in march and we are working on continuing what we started in march on helping them work within their communities. with that, i will pass it back to craig briefly to -- doug briefly to talk about our neighborhoods. >> i should add one other piece. the interagency has been incredibly helpful. september and kim berly wycoff making sure the ratios are correct. being able

right next to the park, and this is a mixed use senior facility for groundfloor with those basic urban communities that we have

all come to know. it is where they come down from mcclaren down toward bayshore. it would be nice to have something right here that wasn't selling liquor and cigarettes but milk and eggs and the things most of us count on in our daily lives. next is the community gardening. it would get to some of the public health issues. we don't expect a public service farm that raises food for every aspect of life, but we think we could do something there. and last but not least, trying to break down the border between the pool and the surrounding sunnydale neighborhood and troog to do that with the -- trying to do that and pull folks in from the development at a common location where people can interact, get to know each other. we have seen this around the country as one of the key

issues. at that border between the housing property and the surrounding neighborhood getting people to come together in a normal fashion around every-day needs like going swimming or getting a jug of milk as opposed to something more contrived and more difficult to sustained. chair maxwell: that's why i was thinking about that pop-up like in hayes valley. a little pop-up here and a pop-up there. >> we would love to facility -- facilitate more retail. i want to make sure i'm not over-stepping myself. i think the housing authority and we would love to have as much retail as we can. our biggest challenge is trying to determine how much retail we can attract. one of our big efforts now is improving our partnership with the school district.

we all are very aligned at the 10,000-foot level. the plan and efforts on closing the achievement gap is so deeply connected to what we are trying to do, the idea of doing joint use, the idea of trying to invest in a gym together or community garden together, the deputy superintendent, the principal, everyone, has been incredibly enthusiastic, and we have been trying to do out-reach i think the next step is trying to figure out how it occurs. again, the interagency council is one of the places we would do this because we have so much happening with clips, with the promise -- promised neighborhood application. we are trying to remain coordinated. these are things that the members have led in terms of the collaboration on site with the mall com -- malcolm x theme.

we are excited about the associate superintendent or assistant superintendent and the southeast, and expect to be working with all them to move that forward. mber, and december, but we are actually actively working with them on that type of detail. >> supervisor march -- supervisor mar? supervisor mar: can you share with me the information from the fifth graders, their mapping and their ideas? i would be curious what vision they have of their ideas. that would be helpful at a later time. i would be happy to see that. >> it is pretty exciting stuff, and fun to look at. i am sure there are some of those folks that would come to visit you in your office if you wanted a life, in-person presentation. in terms of thinking about what's going to happen here, hunter's view will be working on what's happening in the fall. one of the things we haven't talked about is that hunters

view will have a tight relationship with the p.u.c. around storm water. we are working with them on the cistern and working with them on run-off and water conservation efforts. if the shipyard is approved, then that's ahead of you this week. we are happy to work with you, depending your decision on that. as we mentioned, sunnydale and potrero are moving through that environmental review process. eventually you will find your way back in terms of plain unit developments. and last but not least, craig has been doing a lot of work with ed harrington's team in things that seemed like compatible themes, but given the fact these places are hilly, the access bit issues, and the run-off and new things we are trying to do as a city plays out

in some ways on these sites. they have been generous in their staff time in helping us figure this thing out. so on the surfaces of community building, i think amy highlighted it well. we have had growing pains, as are always the case with these projects. the nice news is, we haven't had growing pains on the nice things like the jobs. or relocation. i think that has been a tremendous zess. it -- success. i think we threw everything but the kitchen sink at these things in the last years because we didn't want to fail in the most critical elements. now that we have learned lessons, hopefully it will be clearer for us to learn this with more efficiency. we are about to implement a data tracking system. september could probably tell you more about this, but this is going to be critical in terms of following up on this. again, it is just going to continue the interagency council

work, particularly around fiscal development. it is a tough time for all of us fiscally. that means if we can help phil ginsburg or rec & parks, we are trying to see how we can use our projects to help more than one goal at a time. the community engagement process around these is never over. it is the beginning of the process. the goal really is to get to a place where these developments never feel like an us and them mentality. that really happens if you move in on the work. i would be remisnot to mention we have had a tremendous amount of work from our philanthropic founders. but a tremendous amount of work. again, we know we have an ongoing need to keep the