factors as well as; right? physical and health needs disability and g 8 percent of our clients their ratios whether age or disability and one of the surprisingly numbers in the report was the row non-supportive uptick that's our strategy for keeping seniors and disabled folks in housing to have an uptick given the population are eligible 60 percent are a miss match. >> do you know when a why what barriers are low for the h ss. >> maybe the folks are not knowledgeable about the benefits that's a state federally funded program we can expand there's no

reason we couldn't do more of affordable housing we'll be addressing that combroirlg. >> i i know that the coalition of supportive housing providers identified barriers like that h s rate and other funding and centralized intact and the other key issues and barriers they emphasis multi barriers i know that dph and other agencies are looking at this the last suggestion from i think the coalition which i'm sure will speak in the moment moving away from a one-size-fits-all to a addressing the diversity of the population i wonder. >> before we get you agree b with that we should be looking

at designing services and buildings that are catered to specific populations so right now we have a mix we have seniors mixed with folks that may be able to go to work and healthy if we get better assessments to our clients the only way to drop to increase the case manager level in the buildings so be able to see the patterns to move folks to different buildings to take advantage of the scale of provisions self-sufficiency with more worker phone call or to the controllers suggestions keep the population in place but keep roving for specific service needs their diluted appropriately given what we know about the population but absolutely the needs among our

folks we've housed are varied across buildings. >> mr. chairman there's a map on page 3 of the handout shows the existence of the geography location of master lease local operating subsidy and i'm wondering is there a plan to insure that there's more geological recommendation i'm just looking at my district and supervisor tang's district the west side having almost no access to various sites and the concentration in the intermission and even in the southeast parts of city 1, 2, 3, 4 sites in the bayview is there a plan as we look at a 10 year plan or a multi year plan to make sure there's access to close to where people live. >> that map is larger a

function of the type building and the building size hive density unit sro's in the tenderloin and in the selma and northern mission one of the approaches we're looking at we have contract with a nonprofit home basis and done a housing invent that looks at available housing in other parts of the city we might be able to utilize those are 10 to 15 or 20 unit buildings we rent a portion of the buildings to put clients it in make sense to lease a 20 unit building because the cost is high you need certain types of services in a 10 or 20 unit building what a lot of city and counties cities that don't have

the sro's is the started site model we do some of that you have 2 and 4 unit at the same time and have roving teams and managers that manage clients scattered that's the form there are not buildings in this housing market buildings we'll pencil out to rent as a whole i was mistaken i saw one around aging one site on the edge of supervisor farrell and my district that i'm not sure what that is, i think the map in front of you - okay. thank you. >> thanks supervisor mar and mr. roar thank you for your comments one question you talked about the report any thoughts on policies we can put in place to

really change that i imagine it is not helping them exiting housing it is costing the city mulches of money to step in the shoes of government. >> again question supervisor i think one of the things we should look at what we require of the prospective tenant as well as the provider and, of course, the city before that individual gets placed into housing we don't want to create a process that caused the length of time between the person moving into that how's maybe within that 3 week window i think is the length of time it is identified we can do a better job of assessing what the clients needs the initial intact that places the benefits then links to our system to say okay. so and so is no one others xyz

some, some some sort of up front look at rather than than having to reengage the client has to engage initially has to sign a lease at this point that's the best time to get at least that initial information about the benefits either receiving and the eligible ability screen. >> okay there's talk about and i'm sure people will talk about the in take system or cooperated system from our prospective can you see that don't go a lot of good within h s a's portfolio. >> independent of the cash that is governed by its own initiative and the access is

gfrd by that ordinance the assessment will do would be to better target folks to you may have the most in need or the birth barriers to housing we talked about the needed to focus on the chronicle homelessness but the chronic hopgs and the chronically homes resources consume on the other systems that tool if it's a coordinated assessment will better target those housing unit and the types of housing unit to those folks remember we have hot well and other federal funded streams that support our and the

criteria needs to be met the coordinated approach that spreads across the two agencies will better target the folks for the right housing. >> thanks very much and thanks for your work much appreciated so i want to offer the opportunity for dph. >> i should have done that in a better sequence i've posed my questions to the budget analyst i want to make sure i give you the opportunity and thanks for participating. >> good morning, supervisors i head up the housing for the department of public health thank you for having me a lot of items have already been addressed in one way or another supervisor mar talking about the

buildings which is enrichment and efforts to the 25 unit it's a wonderful building for the population i'm focusing mostly on the budget analyst report and feel free to interrupt me or request questions obviously a big part was stating the obvious that permanent housing can be part of the continuous housing we couldn't agree more dph believes in the least restrictive and appropriate placing for housing for the people we sever for many of our homeless people especially this is a higher level of care that or more times restrictive so the housing of our models is merely that we wanted to come up with the least

restrictive community based housing that we could for those of our population that can live in the communicated but traditionally we're not able to assess the other supportive housing because of not enough services or our patients sometimes have a somewhat slanted history that made it hard for them to get in the transition that was an issue that's why we developed our access to the housing it is very much based on in terms of staffing and it definitely is in many ways focused on it being providing stabilization keeping people stabilized and less costing for the city, however i think we have people in our

settings that would love to move to other kinds of housing options and we tried to do that our onsite providers tied to do that we don't have as many people options we can access our emphasis and objectives i'll talk about that they have to do with developing unify connections that including includes marshall that people stay on benefits increase whatever income they are eligible for including if they're working and adjusting their rent accordingly and also seeking outside provides because we may have enough onsite that may be vital for some of our clients conditions there are other people that can get the

services hundred dollars u outside that's one of the services that the case managers as well as the medical staff onsite work on i also wanted to say we talked about the access from supportive housing and yet for dph that means 2 percent evictions more 90 percent stability but i also wanted to point out those numbers does show how much work it takes and how much commitment and how much best practices it takes to come to those numbers without the service providers and the community without the housing development and property management those are not the numbers we have when i look at people living at sites over seven years some of the people i

know myself they've not been in housing for the last 20 years more than 6 months i'm preaching to the choir but as the cost continue to be so much less than the other options that dph often has when people get work we have a program in the city i'm speaking on behalf of dph we have a program skafrt site program in the subsidies people take their subsidy i's they're getting around the seven hundred individuals subsidies which go down in numbers as the price of the units rises the ceilings that we have because of

objective fair market value because of the federal limitations in no way allows our population to find a new unit unless neither in place and eligible as a unite above sub rent it is very difficult for people to use the subsidies we talk about our hiv subsidy provider talked about that a lot it comes up again and again we do so in the scatter site program wiener we have a nursing facility the people that leave the wrap around services i'd like to see it with the services the wrapper services are easily

adjusted and as those people may go up and down to the services can there and decrease in that model if so definitely something to work on we're working on not dph on its own in must way we're all working with the housing authority that has their list not in support of housing and we're working on the implementation we seeing a lot of possibilities at least individual residents be able to transition not just within on our system but between the different departments i think as we able to hopefully have the budget increase the educational in general the activities in general for our population

it would make a huge difference in terms of the kind of goals they're setting and the hope they have and the kind of you know steps they're able to take towards that in terms of outcome you know increasing the consistencies of outcomes based on evaluation of programs the more comprehensive the budget analyst office of how we track and monitor yes, we need to develop the option of comparing with the agencies and the programs and we're you know looking at how to do that within programs we can do that and around exits we have a lot of data and the new legislation that came through around the eviction rates has given you us the possibility of really

developing comprehensive spokesman on exits not only the exits that are related to involuntary exits but in general do people go to other types of supportive housing is it federally supported where are the details and i think the availability of housing we need to move on and many people will speak to that the last 10 year plan for people at the time seemed outrageous in terms of what it was looking at and the goeltsz it was setting many of them were reached i know the situations in san francisco has really changed that kind of collaboration of the city departments h s a and the board of supervisors and the mayor's office or the housing developers in the room here that

want to serve a wide variety of people that are struggling with homelessness will allows allow us to make improvements and have a better spectrum of housing option i'll be happy to answer any questions that you have and just call me back up. >> thank you very much. >> colleagues, any questions at this time? okay thanks are colleagues if no other questions opening it up for public comment i know there are a number of speaker cards first to start off public comment i want to ask dale and our other colleague to come up they form the providers housing network invite you to come up and afterwards i have

(calling names) >> good morning, supervisors. >> thank you for holdings this hearing i'm gail the co-chair the provider network. >> i'm gary the other co-chair. >> first of all we sort wanted to talk about what the network is about your offer arching goals you have the white paper it was striking a broad range of operators and folks that provide supportive the folks in the audience if you represent those groups the chinatown development center and the innovations and support of housing the community services social services of northern cal and loorlg street and the

tenderloin community center other others those agencies have over one hundred years of providing the services in and we've come together in this network we have 3 main cargos and 11 recommendations before we talk about that we want to take that public opportunity to thank the human services agency for their budget proposals they've put forward to the mayor and hopefully with the support of mayor and the board of supervisors will fund this we believe that lower the needs need to be a case working from one to 35 that didn't include the staff but this is the right direction to help us chief our goals thank you to the human services for the thoughtful analysis and the changed, of

course our first bucket i'll read the buckets is increasing the capacity and consistentcy of the programs addressing system barriers that impact the eviction prestige and 3 the core that supportive housing mentality has been demonstrated to be effective repeating to be cost containment and must remain as a center pious for homelessness no sfou. >> thanks supervisors in he remembers of the increased capacity of the incomes of the evaluation of programs i want to kushgs to the multi year approach the multi year contracts will make all the effort we're working towards easier and effective to note the increased modified payment

services will greatly aid especially tenants in support of housing those services are not currently available and those at risk our second priority around the barriers wanted to kushgs to the notion that supervisor farrell talked about the centralized intact and assessment we think that will work and the access to other higher levels of care and in the third priority around the core of housing services they work and we think recognize of the nodes of the services among the population is critical we spoke about the nonprofit opposed as well as the master lease and some housing that is enriched and other need a little bit less we support side based services the roving teams can work in

concert so with that our neshthd looks forward to working with you i'll be happy to answer any questions. >> colleagues, any questions so i guess out of curiosity thanks yourself work and coming together it helped us as the budget committee in terms of policy you have a multi year approach but addressing the outcomes can you talk about the benefits of that versus what we have going on today. >> sure so i think all of us in the sector time to be more tact full with our services and drive more one the barriers across the system we have different

resource issues before director ore was talking about the master lease model owe the history appear not cash and having one case manager to one hundred unit i think this is incredible they were able to do the housing retention that case can't drive towards that outcome if we truly get to one case manager to 35 i say that some of us are beshlz that the staff should be doing assessments and monitoring of chart and many of the things that were mentioned in the budget analyst and controllers or controllers report we can have one case manager per 35 case leading load those are 1976 retention and health outcomes or chiechlts those could be move outs until we deepen our

investment as a city and county we're looking at american people end goal of 3 to 5 years instead of 12 months currently how contracting in san francisco works it is hard to drive towards that the right tools we're ripe as a community and ripe as an industry to drive towards the impacts. >> thanks any questions supervisor mar. >> i'm looking at the summary sheets you're talking about the data outcomes approaches how determines the outcomes right now. >> it varies by department i know with the health department under the leadership the department has consistent standard they're to live by they've developed those in concert with us a good place to start gail you'll probably speak

on that. >> i think again there's a push towards standardization we're looking at more recognizing that there could be different outcomes negotiated with providers for example, overarching with the portfolio that's a cash portfolio might have nuances based on the public owned so it truly collaborative model instead of we're not saying that is currently this way but not in a top down wee way we have different populations we serve we are the only provider that helps adults maybe others maybe a buildings instead of just adults. >> it sound like a real partnership in dialoging and dpw those outcomes together how can we chief a comprehensive

enter basis system how can we chief that. >> it is very, very deep investment of resources and cooperated approach it is something you might want to dialog with sam dodge in the office of hope new york city has a coordinated intact and assessment populated model he worked in new york city in sort of the housing homeless unit they've shared information and when a tenant moves into the property decides what we need so if there's an assessment or case management shelter or other place we be could look at we could prepare more for who we're serving new york has that model they've invested a lot of

research. >> i'll definitely ask sam and benefit from his leaving new york last question under our market addressing the statute of limitations manufacturer why do you think the rates are low and increase h s f access. >> i think there is sometimes barriers folks can see incorrectly sometimes, the client or the tenant might have two of choices instead of being more driven i think the capacity issue you'll need to talk to the public authority and understand their resources from a prospective. >> there are models working incredibly well, a small number of workers there the volunteery services to connect to most of the tenants many a

building they carry the story the building and the narrative of the tenants it didn't also happen but there are model that create the most effective. >> one more question i'm aging and i know as more sports i'll need but as an aging homeless person those services are critical how do the providers network adjusts to the elderly boom that the author of h s dignity or an elderly boom we're seeing but in the next 20 years will be huge i'm wondering how the providers network is addressing that we share your concern and appreciate the housing lard is one important piece of that particularly the n