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 2.71 and our last

bond rate went up to 3.35. they bid this there were 7 bidders and then how the city pays that back t it collects if you're a homeowner in the city your are first property tax is duodecimal 10 and the section april 10th i believe. the city makes two payments to pay back it's debt 5 days after december 15th and the second payment like a mortgage in june 15th so that's how the money is paid back in two payments on an annual basis for a period of 20 years >> i think it goes back to truce kin.

>> i'll wrap up the presentation for some of our community highlights. february straight up community newsletter i passed out hopefully, you've got a copy it goes out to 23 hundred residents around the hospital. this issue focuses on the new art panel that was selected for the emergency department based on input from patients and staff and visitors at the hospital. and then also some of the heros and hearts after dark activities that happen in february as well. and some of the community heros that were nominated for that event. we continued to do regular construction notifications for our staff and others wherever there's an impact to them and also for social media our facebook followers continue to

grow we hit 4 thousand in february and 4 hundred and 50 twitter followers we use those as communication as well. looking to spring community meeting as well so that planning is in the works for that. we'll open up for questions now. thank you >> any public comment on this item? >> there's no public comment requests. >> commissioners. >> any comment. >> the timeline our talking about which is at the moment looking at 4 to 6 weeks but you anticipate you'll be able to catch up; is that right. >> yeah. we'll got a lot of things in play and we ran that back in its the numbers of

activities we're got going on i should underscore where we sit today is one day before computable completion so we're a day early rather than a month early so i should underscore the positive side of that as well. >> do you anticipate once you've done that that most because now you're talking about transition planning and all would therefore most of the delays of that the walls and everything would be over and we're doing the interiors now and there are less possibilities of delays? i think right now we're in the period of trying to tease out our rhythm in terms of the new activities and, if you will, get our legs on closing the ceilings

in that respect. the risk ahead of us is, you know, we have good momentum on the interior the exterior is propping u wrapping. we're soon be embarking on the enabling projects that go into the basement i thought existing hospital. whenever you enter into an old building and start remodeling you'll advance and do pass, consent to have surprises so that's the next big risk factor. strategically, if you will, i've established what i call a firewall between us and the risk so much as the primary contract to deliver this about this is independent of the two projects that are in plan review to do the remodel for the tie-in and

the basement tunnel and the second floor bridge. so in terms of opening the hospital those two remodels operationly should be done but when push comes to shove we've captured the scope to do the break through that's the safety zone to make sure that has a clear path to completion so we don't expose ourselves to delay costs. there's a number of strategic buffers, if you will, to help mitigate what we could encounter on the risk spectrums >> thank you for your report if commissioner singerer were here

he'd appreciate the lbd. you're able to hit 9 percent >> yeah. we've been leveling off are 9 percent we were leveling high in particular the drywall contractors a large amateur of dollars and manpower we're working to help to improve on their performance they've been dragging down the curve, if you will, but we've been trailing at the 9 percent and most of the packages are bought out we're looking forward to the beauty out of the basement and second in charge author as the next opportunity to interject more ftes and on the flip side often we see towards the end a slight dip change orders that

have occurred along the way sometimes they result in f b e who reached too much scope and background away sometimes the change orders favor one trade vs. innovating another so that's a bit of a variable how it plays out tends when you reconcile historically that we see a little dip at that point but we'll be comfortably coming in at plus or minus the percent arrest i want to note for the record you have 44 million isolated for i t so i think this includes does that include the h i r work. >> cherry is more adverse on

the breakdown. >> maybe we can go to the fcc. >> a good measure is the non bond eligible piece which terry has been spearheading and so we'll put that on for jc c design. commissioner sanchez >> i wondered if you have any thoughts in your observation of the protocol when this got underway we had issues with the state not only in the state of california but for the close out phase where the certification will come again and again are reanticipating or are they pretty much are we going to go

through allocate period - >> yes, we'll got through a few more ringers the transition stage i mentioned before right now, we're focused with occupied and compliant with title 24 which is basically clooifr the building once we step into transition beyond the final complexion the focus is with the california public health department looking for the operations and meeting the code 22 there's a slight overlap of 22 and 24 and a whole group of personalities that inevitablely drives to another driver of change at the end. so it doesn't surprise me we'll see a wave of some follow-up

projects to tied i didn't up to address concerns by licensing and personnel changes. i arrived here over 7 years ago at the admiring stage needs have shifted and lots of forces of change we're trying to be mindful and a of and deliver the project as envisioned and scheduled and we're balancing those out and again going back to strategically setting up so we can try to manage them one bite at that time, >> any questions. if not thank you for moving us into the transition phase along with the building itself.

we appreciate your update weighing we'll look forward to the next one >> item 10 is the human resources update. >> good evening, commissioners thank you for letting me me take time to talk about human resources and hiring. i came on january 7th and told you will be the system some of the challenges we face i'm come back to check with you and come back for information on the

advance. i made concessions with the unions local 21 the nurses and today s c i you misdemeanors groups they like to see us moving forward with the hiring and lots of good ideas and pinup ideas this is generally our mission statement within human resources we're going to support the department to make the operations run better and keep the staff up to provide services. just quickly i went over this in january why the process t is complicated the biggest reason we have the civil service commission we have 22 series to make sure we follow the rules

and steps. that was created by the voters long, long ago and it's an independent entity which the mayor is to stay out of and the county human resources division is responsible for carrying out the policies. we have the state personnel system we get money from the state so the state feels american people obligation to keep an eye on our merit to make sure we're doing it properly. in fact, the system was behind the rule of the list we use a list and the personnel system required the city to stop doing that. we have our own internal policies. just briefly i want to talk about in the spring of 2013 it

mocked up the guarantee first, we had the deficit we were installed and at the same time the merit section went down to a staff of one. we have 75 hundred employees and a turnover of 10 percent and have to do examines we can't have one person doing the examines. we had an ash tradition sdlement the union required us to hire employees we had to hire them permanently a it detailed the hiring process and then no more turnover it means their leaving at the same pace we're bringing them in we're fixing that we've

moved the merit section to building and gone from one person to 3 one we hired monday and two weeks before that and a manager. we're partnering with the county and doing training and assisting us where our examines so we can catch up on the examines exams we're asking the county to do a pilot project see if we can get the hiring down to 90 days. other things planned next week weeping we'll be working to strategically schedule our exams that means wherever we're getting the most heating heat we're going to look at the

operation sections and figure out how to do the exams on an operational basis. we're also hiring two operational managers they're responsible for the on board staff we're going to have a testing center which the city and county have created that have interviewing rooms to speed up the step forward process. i've askedism is there anything we can do what we all want is something like that this right how do we get from here to here. in addition to the things we're doing i know it would be very helpful if we could do a value streaming mapping progress i've been attending at the san francisco general and the

theatres their high energy and a lot of positive energy it happens that sf i u are our largest classification of over one thousand staff maybe we can do a pilot project i think that's something we modesty be able to do soon to fight the bureaucracy that's where we're headed to see if we can't streamline this. i made a presentation at the jc c if you have any questions, i'll be happy to answer them. questions yes >> commissioners he promised 90 days so commissioner. >> i worry about i had information of the people who

were hired at the same time people left. >> the turnover is 10 percent so roughly close. >> so question. the other question is why was the - did we stop the rule of the list for hiring >> because the state department of personnel came in and did an audit of municipalities and said since you're getting state funding we want to make sure your you're going the merit processes and they pointed at the list that's where you're giving our manager a great list and not distinguishing between two and three. >> the rule of the list requires you to hire one of the top two or three people.

>> we give you a giant list the way they want is the rule of 3 or 10, in fact, the s c i u agreed to a list of 12 classics they'll let us do the rule of strength it's good. >> the last thing i know in the city we've had very little in the form of aside from people being promoted through the merit system there's very this incentives that have been put in place for good employees to be revoked throughout and i'm wondering if we're doing anything between the department of public health department to prevent people from leaving we spend money on them by training

them it would be great to figure out a way to keep them. >> we're working with the director and, of course, the recognition of length of service and those with regards when you do the with regards once a year we're doing more of that. we formed a committee jonathan and the workforce development committee and that might be looking at the recognition. we can look at that >> okay. thanks. >> further comments from commissions. >> we thank you for your no day analysis and look forward to hearing the results of moving the abate out of bureaucracy. >> all right. i'll be back. >> thank you. >> i note there's no request

for public comment. >> we move to item 11 any other bus. >> commissioners any other business you want to bring to us if not we'll go on. >> the next item is the joint office convention committee and they didn't meet. >> oh, yes, sir. the committee on march 11 is that - okay. the quality measure update and i and more importantly from our standpoint we got an update on the joint surveys the response from the hospital and more importantly letters from c.m.s. and said they accepted the program and we're no longer on their watch list and there will be no more

monitoring so we can continue to take care of our federally funded patients. they accepted the corrected plan both plans were rectified chauflly with the committee and that joint commission has also accepted that as a corrective action plan they'll continue to monitor normally so we'll be maintaining our accreditation through the period of time to we're expecting is on site accreditation survey that is our normal survey cycle of every 3 years at sometime during this year i don't know if my colleague has anything to add and in our closed session we approved our criminals

commissioner sanchez anything to add. many questions from commissioners. if not we'll go on >> i'll note we didn't receive any public comment on that item and the item 13 is the committee agenda setting. >> okay. the only setting we have right now is we'll look at the committee assignments and hope everybody will like to continue to work within the areas they're interested in and also have developed an expertise. we'll ask that you respond to mark so we can looked at that in the next several weeks to have assignments for our staff to work with in the coming month. okay. so i appreciate your response to that. is there any public comment on

that >> no. there's no public comment. >> okay. so we're at the last item and adjournment is item 14 >> is there a motion for adjournment all in favor. i. any nays? we're adjourned