intend to take care of and in order to subcommittee rule have to be part of the elderly. >> so it's focused on the elderly unlike the other two plans serving san francisco it would be designed to take care of the dial eligible population so people who are well, but the pace program is focused on the frail elderly. >> so in terms of it's really wonderful there's no question in fact, it was a bicentennial so here san francisco got highlighted which is wonderful. so talking about unlock in the community and cultural competency as part of what we were talking about in

accessibility how will the agency along with our doors be able to respond to different ethnic sisters and language issues and even the communities along with the question where will the funding come for this? is that part of the states core program to fund directives for the central office and however we're involved with this? i hate to ask for the funding >> the coordinating care is coming from medi-cal and medicaid so programs are clear requirements of all the health plans related to accessibility and cultural competent and language assess so that's part

of the health plans responsibility to meet the needs or reflect the needs of the community. >> but if you're going to become one of the doors is one of the doors going to have the language capability to point you're talking about we're still able to look at many doors but the door at dos would be able to triage culturally. >> we see the door at dos that exists now is enrollment where people can enroll but not under the cc i the health plans have to do that but we do have programs in place that are assessment programs and advocacy

programs help consumers to determine the options and which option would be best for them. we already have a contract with the san francisco health plan for example, related to the health centers where money comes from the health plan to us we push out to a community nonprofit it does the assessments with the idea that the health plan doesn't have the expertise we fund other programs like that so it works within our capacity to keep the relationship with the nonprofit. we see the door not as on that enrollment door but help people sign up for other programs their eligible for. but also to help educate and lead people to doors that can

help them discern the right possible solutions to get them to an answer quickly >> you have the language capability in dos to do that. >> yes. and if in the traditionally program not only do our staff have the languages but your community partners are statistically placed around the city and are contracted with because of the language and cultural backgrounds and so on. going back to funding the programs are funded through medi-cal and medicaid how are the navigation services funded is that f this part of our program through the health department is there a southerner certain amount of money through the pilot >> i want to mention for the

first 8 counties there's been additional funding for the department on aging to get more resources like the medi-cal counseling program and so there are some new funding streams that are coming to help the initial counties but there's going to be increased capacities so there will be some in the future as well. >> the thing i didn't mention it was on one of the slides but i didn't highlight it enough. i ask the in house supporting services programs is one of the 4 mandated programs that is a program that sits in our department. we're already and we use the program obviously to enroll people in the program but we put people into the hospital and

other types of settings we're talking to people who don't qualify for this but something else. we've been coordinating this because there are 22 thousand people i mean home care is the basis but other things are neat. we're using that platform as a way to do this as well. i ss is a medi-cal funded - >> sure any further questions or are we ready for the resolution. >> let me make sure i have the amendment it would be for the resolve for the public health department will continue to work with the long-term care to have a implementation plan including

the l tci for the long-term care strategy for san francisco. >> well, you don't want the design group because they're not there. >> take out - >> take out the design work and we'll continue it to work with the design plan including the formation of - >> that works. >> and we can hand that over to mark. can someone second the amendment >> we have an amended resolution and a second. other comments or questions on the resolution >> there's no public comment commissioners. >> thank you all in favor, say i. opposed? the resolution is passed congratulations for the hard work and that looking forward to

wonderful results. >> i thank the committee for recommending we do the presentation today. >> our next item. >> it's the san francisco genre build update. >> commissioners i have to run back to my office i'm going to grab the thimble drive. >> i'm going to go ahead good

afternoon. i'm with the rebuild project i'm standing in today for keri he's unable to be here. so the san francisco general hospital rebuild project continues to progress forward with a lot of final touches on the exterior and if you wanted to reference which power point >> yeah. so there's no slide we're trying to introduce the topic. a great deal of progress and a lot of finishing touches on the exterior. a sight work for the walkways and plaza a lot of work there. right now a lot of focus on the interior. and the mechanic and electrical and putting in the drywall and the patient room it's exciting

to go into the hospital and see the changes happening. we're also actively coordinating the move in with the staff being involved in the planning and move power as requested in the february 11th jc c update we got feedback to include more feedback on the transcription and more information about the percentage rate for the bond and how that ties into the budget that information will be included in the presentation today. overall the project is on schedule with the construction slated for completion in may 2015. i guess i'll hold off on the next slide until the actual

power point. >> do you have copies in front of you i'll precede then. >> moving on the the transition program it refers to the planning and implementation of the acute services from the current hospital into the new

hospital. so the transition fdr consultant they've been on board for about a year and have experience with the hospital moves over $200 moves many in california. they're helping to facilitate all the coordination activities. the transition will be planned and performed to insure that all services are available for the nauseates the new hospital and the current patient in the old hospital. the staff across the departments are engaged. we've looked the key components of the transition highly highlight a few the committee work is the first one. those are the transition steering committees and 6 subcommittees made up of staff from many departments are

working on identified critical paths to prepare for moving into the new hospital. the work is going on. they're meeting monthly to track the progress on each task they've got do you dates between now and the actual move in date. those committees are there's a steering compel focused on patient care and orientation and education and support services and information technology and telecom and communications as well. those groups have been meeting since late summer of 2013. the transition master plan work has begun towards the master plan started in february with moves subsequence analysis and the f d i met with the

individual department leaders and began planning the i could think so of relocating the departments to create a comprehensive calendar for the entire hospital with with the only subsequence how we move. that's leading a up to the patient move day which will be a one-day activity. the next steps are to develop the actual development moves we're looking the activist that needs to be accomplished during each of the department moves and some of the other key activities to develop policies and procedures clinlz and operational education and training that's the planning for that that's gone in the committee work i mentioned

earlier and will be executed later than as the hospital becomes more finished and the equipment is installed in that education piece and training piece needs to happen at this point. there's another key eliminated is licensing after the final completion of the construction occupancy and the transition of the master plan then what we do to carry out the move in phase and finally the post management and the compounds will be helping us to facilitate that as well. our next presentation will have more outlines with the key milestones we expect to see between now and the move in. moving to the furniture and

equipment the next slide i'll catch up here. so our furniture's is all the furniture's and it equipment that goes into the new hospital. the bond funded project sf and e is not covered and the funding will come from the nonprofit community and city. the target sf and e budget is one hundred million the city is giving 1 million and we're working closely with the community to identify support for the sf and e as well. the next point is sf and e is styling the procurement and purposing process. san francisco general is working in e in conjunction with the office of contract and office of

public finance to identify ways to streamline the procurement process and that will include the review felt contracts and city procedures and that's in the early phases but will be continued to be streamlined. information technology finally we have a rebuild it program and compounds in place to make sure the infrastructure and systems for the new hospital are in place to support the patient care and improve the workflow and provide a stronger foundation for future systems. i'm going to turn it over to ron alameda >> thank you ron alameda department of public works manager for the rebuild.

i'll happy to update you with the - is that better? okay. happy to update you think the highlights since the last quarter and the last jc c report. kind of a whole lot of the same as before just a large thrust ever activity with three to four hundred people on site on a daily basis starting with the emergency generator phase one has been completed tennis e since last august we've had the two campus generators actively servicing the campus so that's a great endeavor. phase two which is principlely the introduction of new boilers to the right steam production

with the removal of the old steam generators as well as the final testing for the 3 rebuild generators that constitutes phase two. we see this summer phase two concluding. we're currently projecting may though i've got concerns about bleeding into june or so with the completion of the generators but the physical work is moving along fairly well. there's also a bit of a tail with close out in terms of the paperwork. however, we are closed to wrapping this emergency generator project. in terms of the rebuild proper the hospital rebuilt the exterior is really starting to

look completed that is a recent photo from katrero avenue. most of the sun shades are up and the windows are up the man lifts is s are gone the exterior walls are bottomed up it's starting to take shape. in the bullet item the top off piece of steel on top of the round geographic you see think the photo the plazas site work is starting studio advance the beginnings of what we call the site restatement activity that is to lay out the final stairs and pavements and such. - >> thank you. as well as just yesterday, we started to tear up the road along the wing buildings to

start putting that into its final configuration as well we're seeing the beginnings of becoming up the outside configurations. we are about 14 months away from subsequential completion and less than 23 months with move in the mechanic and electrical systems are advance on all the floors it's taking shape you can see how the functions are starting to take shape on each of the floors. we're, you know, pouring data cables and landed most of the major equipment it's tying all those together with the connections and plumbing and data and electrical. the dry wall installation is pretty sure over the humble, if

you will, in terms of the the thufrt of becoming up the wall we're struggling with readiness to bottom-up the ceilings and making sure that everything the next slide in the schedule you'll see we're struggling where your will hear we're struggling with the ceilings but confident we'll pull that together as well. the mark you up rooms there's key areas icu and a medicaid surgery room a mocked up schedule we'll team up the complexities and get the workflow together and advance the completion of the building. with that, i'll move onto the schedule slide.

again as i mention we're looking at towards the end of may for the generator project to start to wrap up. we're having some administration issues with contract issues with some of the design team and hodgepodge i'll working through those now. hopeful that wouldn't extend the tail on the closeout of the project but physically what's landing in the building we've keeping that momentum going i'm confident the may, june time we'll see the project done and becoming the paperwork in sacramento and working with the design team. in terms of phase 4 the building proper as of this slide of

december which was presented at the jc c we had gained a few weeks and we're seeing the early part of april. this presentation at least lags a little bit to update you to today we've lost a few yearbooks in the last 4 to 6 weeks. again struggling with the close up of ceilings making sure that all the intaushths have meeting inspection readiness. again we've got the team addressing those issues and confident that we'll resolve those. with this last run for the 14 months i think we are going to see the schedule whip around a little bit. we work through the next wave of

activity. moving to local business incurs we've employed seven hundred and 67 san francisco receipts and we're riding over 25 percent of labor hours over the 25 percent of targeted threshold. in terms of local businesses we have one hundred and 51 contracts with local businesses under $60 million of contracts riding at the 9 percent of the trade passages again above our targeted threshold of 5 percent. at the last jc c we had questions of the activities or drivers shift those percentages and i believe yesterday a memo went out i put together with

some more in debt daily that was too deep into the weeds to present here it talks about the channels as well as opportunities to help drive towards a higher number of local hiring. there will be some factors in terms of types of trades are out of our control but we're always meeting with the groups those trades to encourage to maximize the participation. and with that, i'll ask mark to start addressing some of the current budget status >> thanks ron mark. commissione commissioner. s he passed out a supplement

i'll start here and talk about the budget even though this data a month and a half over tracking around 75 percent of the pace even if construction some of the one hundred and 31 excuse me. million that you see at the bottom we've spent 6 hundred and 10 we're at 71 percent at the beginning of january. the sheet you have i put together as a result of some questions that came out of the jc c in february. and what this does is it lends clarity to the finance costs 4 categories the under writers discount the whole process of selling the bonds like title insurance provides risk for

providers and the register fee that breaks down the sales about 2.9 million shy of 3 million. the second category with the process of issuing the bonds the legal costs and printing of the statements the rating agencies come in and do a economic healthness and do a report. and then a whole host of financial advisory that are picked up through the controller's office of finance. the next two categories are actually chartered and set cs if you are remember in prop f in 2002 created an oversight committee basically as a result of some of the poor management of the school district their

bond program just got into the ballot and passed it created an oversight committee to look at the projects so this costs is one-tenth of one percent of our total bond so .001 of 8 hundred and 70 million give us 8 hundred and 874 hundred thousand. and that basically funds the committee. the second charged category the controllers set up in 2004 an audit the city services audit division that costs is 2 tenths of 2 percent comes in at the 3.8 that fund funds any kind of review or audit that the controllers deems whether the

contractors or the design team. as a result of those questions we put that together. now getting back to this presentation on the bond sale side we've also listed as you see a percentage rate there starting in the first bond in 2009 to the current one we solid on january 16th. this is the percentage that the city has to pay back for the borrowing of that money over a 20-year period you see back in 2009 the interest rate was high and 2011 to 2012 you could get money for less than 2 percent so when we solid bond in 2012, we got a rate of