properly. we started the late fees when the reports were due. to the point the audit started. and that wound up at 148 -- $146,000 in fines. this is part of that total fines of $261,000 that they did pay us. this year, the reports came in on time. they have hired an auditor. today, everything is going along well with this company. it was not a good start. >> i have one quick summary to give you a big picture. all the 16 open items, 15 have already been implemented. that includes invoicing fox

rent-a-car for the amount of money. this audit report, the finding was to collect $532,000. as of today, and since we have already taken action, we have already collected $262,000. all the recommended $532,000. the airport has already implemented what has been recommended by the team. to close the presentation, i would like to say thank you to tonia and her team. they did a great job. we enjoyed the recommendations because that is a great help in terms of the airports improvements. thank you to the team and the

gao committee. supervisor farrell: colleagues, any questions? thank you very much. tonia? let me just ask again, same question, going forward -- it seems like the fox of rent-a- car think it's a one-off that has been corrected. you never want to not collect fines. in terms of anything else in terms of the airport itself and your audit? >> we are fine. [inaudible] yes, we fully understand what has been stated. >> for the fire department, we conducted a payroll audit. the title was undefined pay practices increase department

expenditures. the one-your response on april 3. the overall risk of open and contested recommendations as a religious audit, they were high. tw at -- as it relates to the audit, they were high. of the recommendations, we had eight open, three contested, and 20 closed. many of the recommendations required action from other departments, department of human resources, ppsd. the status of each recommendation reflects whether the fire department has reported performing its role in implementing the recommendations that require actions by multiple departments. we will continue to follow up with those other departments as needed. this audit was presented to the

committee in october of last year. since then, an additional 14 recommendations have been closed as they relate to the fire department's role in implementing the recommendations. the three contested recommendations to be addressed individually on the following slide. of the eight open recommendations come at the department reports been in process of implementing five of them. the remaining three would require changes to the labor unions in the you -- mou and ask that the department of human resources bring certain issues to the negotiating table. the current mou expires in fiscal year 2013. >> [inaudible] >> thank you for that. these recommendations were recommendation #three and four in the original report. there are closely related.

these findings were presented again in committee in october of last year. what we did, we tested 13 of 63 retiree payouts for the year and found one instance where the retiree was paid out for more sick leave them was permitted by the cap. the department stated that the exception could be explained by a settlement related to a mou provision from 1995 that resulted in certain employees being permitted to exceed the sick leave cap due to pre- existing the accrual. the department could not produce the settlement at the time of the audit and does not been provided -- and we have not received it. a copy of the settlement, or we have not received any type of documentation since the audit. the retiree was paid a wellness incentives, a bonus that was increased by the excess hours. from this analysis, we determined the department did not consistently applied the

sick leave cap. for this particular retiree, the department chose to apply the sick leave cap at a different point in the calculation senate differ other retirees. that -- in the calculation they did four other retirees. it would cap their pay out at a lower rate than anymou indicates. -- than the mou indicates. that would help to ensure that we do not violate the mou and that we do not pay out in excess of what we should be paying. to address recommendation number 3, the department must either produce the settlement, establish a significant -- a

said -- a consistent payout, provide sufficient audit trail to support exceptions to the limitation. the department must ensure that mou is clear as to what point and the sick leave cap should be applied. we are looking for clarity, documentation that we can audit back and support. this recommendation was recommended -- recommendation 17 in the regional report. the department originally stated that it agreed with the recommendation and proposed an acceptable solution to resolve the issue. in response to the six month follow-up request, it indicated that it would not implement the recommendations indicating that it did not agree with the

findings and recommendation. the most recent response indicates that the pending implementation of the city wide payroll system will resolve the underlying issue. however, the recommendation is aimed at addressing the problem until the new system can be fully implemented. i do know they are part of the team that should be entering into parallel testing and moving into emerge in september or october. correct? when the audit was done, we are asking for procedures in place to adequately provide reasonable assurance of proper payout for retirees. we've just found that the processes in place made it difficult to track whether they were paying out properly.

>> i know we have a number of people from the fire department here. >> i am from the san francisco fire department, deputy chief administration. thank you for having us today to present on items that are outstanding. >> good afternoon, supervisors. thank you for allowing us to respond to this item. we worked over the past year and a half and work berry well with them. thank you for that input. -- work very well with them. thank you for that input.

we have taken the recommendation of the audit very seriously and have implemented many changes that we can internally. there are a couple of items that were touched on with regards to the extent the department can impact policies. one would be a large number of the items that reflect changes. it would require -- we are working with dhr very closely. secondly, it would be the emerge system. we a push to be one of the first departments to be in the first wave of conversion to the system. we have been working very closely with the controller's office to be able to be assured that in the new system, we will be able to avoid these types of issues. parts of the discrepancies that

we have is that we have a completely separate time capturing system. there are some discrepancies. we have been working with the team and will be part of the first rollout in the fall, august 4 september. we are looking forward to that and resolving some of these issues. supervisor farrell: going forward, they will be merged together? >> we are looking very forward to that. to touch on the open items. we are actively working to resolve those. we have resolved those even in the time we submitted our greatest response. those are works in progress. a couple of those will be addressed with the new system. we are looking forward to that. i will touch on the contested

items. first, there was a settlement back in 2009 with the city attorney and a list of employee use to allow them to exceed the sick pay threshold. at the time of the audit, we provided some documentation from debt settlement. maine the list of employees and the end result and balances -- mainly the list of employees and the end result and balances. we do not have it on file, the actual settlement. what we have is a list of items, a list of employees as a result of the agreement. we have been falling the terms of the agreement. we have not had any new -- we have been following the terms of the agreement. we have not had any new employees run into this problem. that list has been reduced as employees retire.

it has been mainly through a set number of employees that were involved in the settlement at the time. it is not something we would have the power -- the sick pay is outlined in the mou. it was a special circumstance as a result of the lawsuit. we were following the terms of the agreement. the last contested dealt with the monitoring assignments, that is part of the issue we have would be separate pay and labor systems. our time is tracked very accurately with regards to active assignments. we have people monitoring movement on a day-to-day basis. some people are working in active assignment capacity. the request of the audit was to pull data back from our cases. they do not categorized the

employees in the same way. we are looking to be able to clearly identify that and be able to go backwards and extract the data. that is our brief presentation. supervisor farrell: colleagues? thank you very much. tonia, same question. go forward? it seems like the settlement does not exist in paper form, a bad record keeping. i am sure it is not a preferred practice, it is what it is. in terms of their -- how do feel about going forward? >> it will solve many issues that we are having in our payroll system as it relates to tracking and so forth.

because we are decentralized. it will be helpful, and we are doing some work as auditors. i am very confident that the department's will be able to move forward in a consistent manner that would be acceptable. supervisor farrell: any others? are you all done with your presentation? >> thank you for your time. supervisor farrell: thank you for your time today and all of your hard work. much appreciated. with that, colleagues, i am going to open it up for public comment. i see mr. paulsen. everybody is going to have two minutes. >> ♪ one in an audio million chance to make it happen

a one in a million make it happen from you a one in a million audit chance of a lifetime that there will be no oversight and make it turn out right and happy mother's day to you 3000 miles away ♪ supervisor farrell: thank you. public comment is closed. a motion to continue this to the call of the chair? we can do that without objection. are there any more items on the calendar? meeting is adjourned.

when a resident of san francisco is looking for health care, you look in your neighborhood first. what is closest to you? if you come to a neighborhood health center or a clinic, you then have access it a system of care in the community health network. we are a system of care that was probably based on the family practice model, but it

was really clear that there are special populations with special needs. the cole street clinic is a youth clinic in the heart of the haight ashbury and they target youth. tom woodell takes care of many of the central city residents and they have great expertise in providing services for many of the homeless. potrero hill and southeast health centers are health centers in those particular communities that are family health centers, so they provide health care to patients across the age span. . >> many of our clients are working poor. they pay their taxes. they may run into a rough patch now and then and what we're able to provide is a bridge towards getting them back on their feet. the center averages about 14,000 visits a year in the health clinic alone.

one of the areas that we specialize in is family medicine, but the additional focus of that is is to provide care to women and children. women find out they're pregnant, we talk to them about the importance of getting good prenatal care which takes many visits. we initially will see them for their full physical to determine their base line health, and then enroll them in prenatal care which occurs over the next 9 months. group prenatal care is designed to give women the opportunity to bond during their pregnancy with other women that have similar due dates. our doctors here are family doctors. they are able to help these women deliver their babies at the hospital, at general hospital. we also have the wic program, which is a program that provides food vouchers for our families after they have their children, up to age 5 they are able to receive food vouchers to get milk and cereal for

their children. >> it's for the city, not only our clinic, but the city. we have all our children in san francisco should have insurance now because if they are low income enough, they get medical. if they actually have a little more assets, a little more income, they can get happy family. we do have family who come outside of our neighborhood to come on our clinic. one thing i learn from our clients, no matter how old they are, no matter how little english they know, they know how to get to chinatown, meaning they know how to get to our clinic. 85 percent of our staff is bilingual because we are serving many monolingual

chinese patients. they can be child care providers so our clients can go out and work. >> we found more and more women of child bearing age come down with cancer and they have kids and the kids were having a horrible time and parents were having a horrible time. how do parents tell their kids they may not be here? what we do is provide a place and the material and support and then they figure out their own truth, what it means to them. i see the behavior change in front of my eyes. maybe they have never been able to go out of boundaries, their lives have been so rigid to sort of expressing that makes tremendous changes. because we did what we did, it is now sort of a nationwide model. >> i think you would be surprised if you come to these clinics. many of them i think would be your neighbors if you knew that. often times we just don't discuss that. we treat husband and wife and they bring in their kids or we

treat the grandparents and then the next generation. there are people who come in who need treatment for their heart disease or for their diabetes or their high blood pressure or their cholesterol or their hepatitis b. we actually provide group medical visits and group education classes and meeting people who have similar chronic illnesses as you do really helps you understand that you are not alone in dealing with this. and it validates the experiences that you have and so you learn from each other. >> i think it's very important to try to be in tune with the needs of the community and a lot of our patients have -- a lot of our patients are actually immigrants who have a lot of competing priorities, family issues, child care issues, maybe not being able to find work or finding work and

not being insured and health care sometimes isn't the top priority for them. we need to understand that so that we can help them take care of themselves physically and emotionally to deal with all these other things. they also have to be working through with people living longer and living with more chronic conditions i think we're going to see more patients coming through. >> starting next year, every day 10,000 people will hit the age of 60 until 2020. . >> the needs of the patients that we see at kerr senior center often have to do with the consequences of long standing substance abuse and mental illness, linked to their chronic diseases. heart failure, hypertension, diabetes, cancer, stroke, those kinds of chronic illnesses. when you get them in your 30's and 40's and you have them into

your aging process, you are not going to have a comfortable old age. you are also seeing in terms of epidemics, an increase in alzheimer's and it is going to increase as the population increases. there are quite a few seniors who have mental health problems but they are also, the majority of seniors, who are hard-working, who had minimum wage jobs their whole lives, who paid social security. think about living on $889 a month in the city of san francisco needing to buy medication, one meal a day, hopefully, and health care. if we could provide health care early on we might prevent (inaudible) and people would be less likely to end up in the emergency room with a drastic

outcome. we could actually provide prevention and health care to people who had no other way of getting health care, those without insurance, it might be more cost effectiti