i put the minutes in front of you. commissioner chow requested a make a slight change on the top 6 page seven. i'll see text crossed out and other text that has been alded. >> commissioners, the revised or edited minutes are before us. for acceptance. so we need a motion. >> okay. >> i think this is minor and i can give it to you but -- >> go ahead. >> so on page 5, 5 of the ones that were in our packet. >> sure. >> up i number 7.

>> okay. >> just to add precision to the language there because i asked how the stock would be dealt with regarding taxes at the end of the year. what i actually think i said was how the stock would be valg valued for tax purpose. >> yes, i will make that change. >> okay. while we are making small corrections, page 6. previous page stated san francisco doesn't have a present coherent strategy. i would like to amend that that he would like to say -- commissioner repeat that. >> stated he would like p san francisco to have a coherent transportation strategy. >> yes. i'm happy with that. >> those are good changes that unless there is objection, we

would add to the changes for the motion. any further clarifications if not all those in favor say aye. all those opposed. they are approved. >> item three is general public comment. i see no one from the public here. we can move on to item four which is the report back to the planning committee meeting. >> so commissioner chung was unable to be with us today. did i chair the meeting and the meeting took up several items that the commission -- that the committee is recommending to commissions approval. and i'll go through that so that we can then act on the consent calendar following. first is a contract for the

comtel technology that replaces the old button that is available in most hospital beds and will become state-of-the-art in terms of being able to have immediate access to nurses if needed and does a number of other things telling the system what happening to the patient. so, it's a completely new system that is going to have a need for software maintenance and that is what this contract is for over the next five years. and that has been built into the anticipated budget for the general and so this is the contractor who will be the company that will be maintaining the software. so, that was the first item that we took up. we took up a second item from

roma consulting and they will be helping to facilitate our planning session this afternoon. but has been awarded a contract for working with the department over the next four years to create a lean process throughout all the department add you remember, it began at general. and they are now proposing that this -- it began in general in the year 2012. and there have been over 55 workshops already held under this process. and you've heard some of the work that has come out on this lean process and as i said, later this afternoon, we'll also then be getting a more throw briefing on the lean process and how it will assist our work.

but right here, this is a proposal for the entire department for over a four-year period to be involved with and be taught and be able to carry out the lean process on their own. they have proposed -- their proposal was forwarded to us at committee level in terms of the various subjects that they will take up on items and director garcia has assured us this is what they will need in order to make the department a lean department. and she will be providing updates twice a year on progress of contract and the progress of the department in terms of adopting the lean program and how it has been helpful to us. the committee does recommend approval of this contract. if we are unhappy this afternoon, i guess we could review that later. >> hold it until after?

>> well, we thought we would ask for a approval and we can always ask for reconsideration. >> i would like to add commissioner to tell president chow that the importance of this also is to try to build the capacity within the department so that we can lean our way away from our consultants as well. i think that is a goal for us then we have already an off of general tha that we'll build upon for that need to hold on to the services if it should become institutionalized into the department for the future. >> very good. in our conversations with the company, company has been involved with a number of organizations in terms of health care, not just at hospital levels but health systems and pertinent to us is that they were working with [inaudible] health system and the hospital

and the c.e.o. there who will soon be our c.e.o. at s.f. general. this is a tool that would be one in which the department would then be able to move forward if their planning processes. the committee does recommend approval at the commission level of this contract. the remaining contract actually has to deal with working to understand all of the assets that we have real estate-wise on the s.f. general and laguna honda campuses. as you have read, the contracts themselves, they actually have describe the number of buildlings if we just stick with s.f. general, it's almost inclusive of all the buildings that have not either been

studied recently or have been filled and that includes the ones that are enumerated. the buildings are being looked at for four different purposes. that is whether administratively or either biomedically or for housing as far as uses and so, the four contracts are needed for the -- with the different architects who have different expertise in particular, the two contracts that sound like they are working on the same buildings. m.e.i. architects and l.d.a. architects each have different expertise. and so, they will then be concentrating on those expertises in either housing or in terms of looking at the

clinical or biomedical use or administrative use. that report will be combined as an s.f. general report. as laguna honda wha they'll look at the back builds that are currently vacant and to whoo availability, how can they be used in these areas also that we've just spoke ton. this is in preparation for the potential of another capital bond issue in 2022. but this would then give us a reasonable inventory of what this department does have available in terms of available space that they are going to be needing in order to carry out all the duties they have and you will recall also that we're going to have to one day do something with our building here and therefore vacate those

services from here also. so this will be an important aspect of looking at how, then, and what capital needs we'll have in the future. so it gives us that background so we know where we're coming from. so the committee is also recommending the approval of these four contracts for this purpose. that ends my report. dr. [inaudible] was kind enough to join. do you have anything to add? >> no i would endorse all the contracts as prudent and reasonable. >> if anyone has any other questions regarding this, if not, we can move on to the next eye testimony. >> next item is the dleand contains all the consent challenged review. >> the calendar is before you. if anyone wishes to extract any

items, otherwise we're prepared for the vote. seeing no extractions, we're prepared for the vote. all those in favor of the consent and her calendar say aye, that is passed unanimously. >> item six is a resolution recommending that the board of supervisors accept a gift of 2,625,000 from the san francisco general hospital foundation for equipment, procurement, for the priscilla chan and mark zuckerberg general hospital and trauma center. >> >> mr. martin -- sorry. >> that still happens. >> boy, was that sometime ago! >> craig wagner chief financial officer. the resolution before you is the latest request to recommend to

the board of supervisors to accept and expend funds from the san francisco general hospital foundation for fixtures, equipment and high tea he new zuckerberg general. it's been engaged in fund raising campaign to bring in private philanthropy to support the effort. it's been very successful. the commission has a proofed today $58.4 million of accepted gifts as associated with that effort. this we've been doing them roughly twice a year. this is latest installment. we try to september gifts on a relatively regular calendar without coming to you constantly. the program is going very well. we're on track and spending the money and managing within the projected budget so we're happy

with how things are going, thp help us keep the dollars going out the door. and finish up with expenditures and also carry into the early months of operating the new hospital. the resolution before you, if you approve it, would be a recommendation to the board of supervisors who would actually pass a resolution accepting the gifts so we're asking for your support for this resolution today. can happy to answer any questions. >> thank you. commissioners, the resolution -- is there any public comment? >> i have not receive ned requests for this item. >> we're prepared for a resolution that is before you. if we can have a motion. >> so moved. approval of the resolution. >> a second. any further discussion? >> what are we doing to celebrate the people at the foundation who are continually

generating funds for hospital? it's unbelievable to have these kind of people in our community. >> absolutely. it's been an incredible effort. we've done a couple of things. we did have at the board of supervisors and at the health commission particularly at the first installment, we gave acknowledgment to the board that has been active in raise being the funds. there was an event at the new building. it was in november. there was a thank you and honoring of the donors at the actual ribbon cutting ceremony for the new hospital that donors were and the board of the foundation were acknowledged extensively. so we really have been trying to make a point of what -- it's not just great for the hospital but

great example of how private philanthropy with can work for public hospitals. we're trying do as much as we can. there can't be enough. >> and to let you know commissioner singer that dr. chow and i took them to lunch and presented them with awards, the exiting chair and to amanda heras the executive for the commission. anything else we can think of, we would take into consideration for that. >> we need them. >> we need them and we -- >> we'll have further projects. >> we sat with home to in their strategic plan as well and we're meeting with them on a monthly basis, greg and i. >> keep them ingrained in what we're doing. >> exactly. >> i'd like to thank our own

commissioner sanchez for representing the commission. i'm sure that's no small thing. >> i would add that again, this is separate pertaining to these materials and supplies that would not be in the budget under the city contract were picked up on the radar a couple of years ago. and as we know, many of the donors wished to be confidential at that point in time. in order to move forward on this. but as stated, there are now numerous public thank yous pertaining to the unique leadership. bear family and you name it. all have been within their own zones been honored. there was another event which was sponsored by the art commission to thank many of the

donors who had been in the arts and served and donated to this where the artist and the community were invited to look at all the different levels of arts and whatever. it was well attended and there was much thanks given to the donors and the artists and it was really extremely well done within the context of how, in fact, they wanted to be thanked in that context. so there is on going events. but in essence, the whole purpose is how do we support -- i mean how does the foundation support to provide these resources to maintain the excellence and training of san francisco general and young, old, two and three generation foundations. it's astounding to see commitment there. i just want to say i concur. it's an on-going communication and dialogue and something that

will be there and it was a safety net when many, many years ago, we were worried about if the seawall was going to collapse and they came to our aid and have continued to come to our aid. we want to make sure that that is a continuum of support for us. sfghs. >> i found the leadership extremely dedicated and was pleased to be able to work with them and we'll continue to have opportunities to work with them. > them. so at the resolution, we've had discussion. are we prepared for the vote? all in favor, say aye. all those posed, resolution has been passed unanimously. thank you very much. >> thank you commissioners. item seven is creating healing organizations in a regional

system of care. >> good afternoon. my name is lynn dolce. i'm the directer ffer for foster care mental health. one of the trauma inform care initiative which is what we're going to talk about right knew. get my glasses on. >> it's right in the middle of the screen. >> this one. thank you. >> you're welcome. >> there are my notes. can you get them. thank you. so on behalf of director garcia and our team, with the trauma initiative system of care.

i'm grateful for the opportunity to be before you today. as you know, or may not know, but i probably do know, the trauma is the number one public health concerns we face today in the county. trauma and toxic stress have been linked to many adverse health outcomes including diabetes, heart disease. lung ailments. cirrhosis of the liver and suicide. trauma impacts more than the individual. it has a ripple effect on our communities. as such, at the department of public health has steen that a need for a preventive, collective, collaborative approach was needed to address trauma. we're used to thinking of trauma as a behavioral health incident. we think about ptsd and trauma in young children. what we know is that trauma

impacts entire communities mostly disproportionately to communities of color, particular lit african-american community and latino community here in this county. and when you add racism, bigotry, poverty to the issue of trauma, you get a toxic brew. that's what our clients and patients are coping with on a daily basis when they come through our doors in the department of health. that's what our staff is coping with. i think the reason why this paradigm shift is happening now is because we realize that we can spend and we have spent lots and lots of money on evidence-based practices to address trauma on an intervention level, one o to one intervention level and even family level, until we have a system that's a healing organization, it's just a practice that we do. i could be the best well-trained

therapist in the county, as long as my patients are experiencing trauma and stress,. my hour with them isn't going to hit the mark for our patients. we're looking at organizational change in addition to practice improvement in our offices. the ideology of the project was really in conversation with director garcia. realizing that we had a lot of work do that our staff was suffering. that we weren't really hitting the outcomes we wanted to hit. as we began to take a deeper look into why that was and is. it became clear that address trauma on an organizational level was something we needed to do. so we developed the curriculum, we call it trauma 101. this is a curriculum where every employee in the department of health, all 9,000 of us will be trained in a basic, fundamental

training around what is trauma and how it impacts us. in addition we developed trauma-informed principles that we can begin to look at how to integrate organizationally throughout our department and developed competencies around the principles so we could measure weather our organizations are making the change and how is that is impacting our staff and patients and outcomes. really, our method is to teach, to sustain and support and study how this is impacting our organization. sorry. just hitting "next." thanks. okay. so relationships matter. they rule the world. big business, corporate america, and even in the department

public health. how we feel about each other makes it a difference in how we do our work. in order to become a healing organization, we needed to talk about three things in an open way. talk about the centrality of relationships and healing. the way in which trauma can destroy relationships and how intentional leadership can combat the trauma on our delivery system. the problem is when our delivery system is siloed and fractured. when our organization is reactive, when our leaders become numb, the service delivered reflects that system. relational leadership is something that in the trauma 10 is training that we deliver to all the staff is a key message we're trying to impart to our staff. so instead of having a reactive, numb, fragmented isolated

system, we teach our workforce basic information that has the potential to dhaipg change the way they think about their work and interact with each other. the shared knowledge and language of trauma within our workplace is a place to start these conversations to really lead the change. a core message of our work with our staff is unifying our system. we can't make meaningful lasting change in our silos. we have to come together and learn how to collaborate. we've developed a local approach and now we have a regional and national approach for what we use this in this county. as you know, we get hurt in relationships. it happens all time. it's the nature of relationships. but we also heal in relationships. if the symptoms of trauma live in us as individuals and i would argue as well as in our workforce, many of our workforce

have grown up and lived in san francisco and have been exposed to chronic stress and trauma throughout our lives. they're now our employees and ask them to serve the community which they grew up in. it's a wonderful thing. i think sometimes it impacts the way we can deliver our services. we understand trauma not only now from the individual level, we've got good neuroscience behind what we understand how to help people. we understand our staff is made up of people. we understand also that our job as providers in the department of public health -- our tool is ourselves. if as people, we're not in tune with ourselves and people around us, we're into the going do our job well, how we relate to each other does make a difference. our administration is really important hererc1 because witht supportive and intentional leadership as a mentioned, we can't sustain this going forward. we have a model which we'll talk

about in a little bit which includes leadership development. even as far as our funders go, when we're vying for funding many of us do the same work in this very small county. we're competing against each other. we're competing against people we should be collaborating with. so even when we talk on that level of how do you collaborate. how could you make one door "the" door rather than having our community go true different doors. our funders have something to do with that as well. we think the principles of the system can be seen as a patd into this kind of healing organization. so we know where we are, we're in this trauma-organized looking system. you can see that chart is really kind of chaotic. trauma impacts our organization in ways in which we get confused about our roles, the hierarchy

gets confused sometimes. people get isolated and fragmented. where are we going? we're going to the trauma-informed place where we can begin to have a shared conversation around what is fundamental to the shift. and i think what we know is that a trauma-informed system is the first step. whawe want do is be a healing organization because that's our job in public health. to help people heal. help families heal. we want good communication and collaboration. there is not one way to make a trauma-informed system. this is one way. if nothing else, one of the core messages of the three-hour training that we with our staff 100 people at a team is asked them to shift their perspectives. we're very, very used to asking what is wrong with people.

what is wrong with you if you're upset? what is wrong with you if you have an ailment if and you're in primary care? when you ask that question, you locate the problem inside the individual. wie teach our staff that trauma is an external event that happens. we have our reaction to it which has a physician logical reaction to our brain. if ee stick with what is wrong with you, we don't get to this idea that we can be curious with each other. really, shift the question to what has happened to you. when you shift the question to what happened, you create less judgment and create more openness. then the person can tell you their story. providing context fosters compassion and helps us see our strengths as a community. the evidence-based practices i referenced to begin with are part of this model on your left which is that our system sometimes functions like a

machine. and really, we're not a machine. we're made up of people. we're not really doing output. we're not -- it's not about output. it's about outcome and relationships. in our mission is to ultimately serve and protect people by working with people. if we know that people are unpredictable by nature, how do we account for that? slowing down to see and understand the humanity of people we work with and acknowledge that people are doing the best they can with the deck of cards they're dealt and deal with that in the department of health. we want to understand our system and department as a living organism where it gets nurtured where leadership like the soil and rain and rest of us, the branches spill out and do the work we need to do to have our communities flourish.

we're working on this picture here. we think that building a healing organization is included the foundation, obviously. you need a roof and you need the structure. bear with me while he work on this. here is our foundation. we have six principles i sent to you last week -- or that mark did. thank you mark. two are trauma understanding and culture humility and responsiveness. those are foundational to any organization looking at trauma. the other four principles that you see rl the pillars that hold the walls up and the foundation stable. so a what's inside the house is all of our trauma-informed care practices, all the interventions that we spent money training people on. if ear' training people and

they're doing their job well with our complients and patients, if they go out in the haulway and have a terrible event with an assistant, people can't continue to function that way. the furniture i be side is protected. our evidence-based practices need to be protected by the overall structure which teaches each of us how to hold it so healing can take place. we think our t.i.s. curriculum aligns with other initiatives that the department is pursuing at this time. racial humility and trauma-informed system are almost mirror images of oach each other. they're both looking at who we are as human beings and what we bring to the work is valuable and how we can sometimes get in our own way and each other as way. i think that when we apply both the lens of the frawm-informed

lens and racial humility lens to collective impact and lean, we'll have an environment that is conducive to the healing and growth we're looking to achieve in the department. here is our slide on how we're doing all of this. so teaching, we've taught over 3,00 3,000 employees so far. how did we do it? we started out with two master trainers myself included and trained two other master trainers who have trained a new cohort of trainers. the idea is to build sustainability from within so we can do it within and we want this embedded in everything we do. queer' teaching each other how to do the work. we're training people who have interest in in this work. they're not necessarily teachers or leaders.

as we define them, but maybe they're clerks and maybe they're people who really have lived experience who work within our department and just want to spread this word. so, this cohort of next master trainers or trainers are a varied group of people within our department who come to this for very different reasons. we wanted the message to come from all levels of leadership and staff for this training. so, that kind of speaks to our sustainability plan. we are embedding the knowledge within. we are on goingly training people to train and we have champions in each area of the department that are looking at how to embed these principles into organizations. we have a leadership cohort that includes the director of maternal child health. our population health director. director of c.y.f.

director of laguna honda and pleaders from first five and j.p.d. these leaders get together and through a grant are creating a leadership tool box create leaders to embed these principles into their organizations. we are meeting with the people who are involved with lean racial humility and collective impact to make sure our curriculum jives with what is taught within the initiatives so staff is not confused with what they're hearing so it all fits together for people. in our evaluation at the end of each training, every person who takes the training fills out a two-page form and let us know how they think and doing and making the commitment to change. we evaluate how well people are in taking what they've learned and make the small change we've asked them to make. we tell them to tell us what the

changes they want to make and we follow up with a phone call and e-mail two months later to find out how they're doing with their change. and i think i sent you some of the outcome data. we can look at it. i won't spend too much time on that right now. this is just another way to show you how we're rolling it out and what the multilayer approach is while we val ute principles, we think it can be difficult at that transform the concepts into specific behaviors that meet the needs of the clients. self-assessments. when the staff are done with the survey, self-assessments can serve two or three purposes. they help to identify and evaluate are the program needs. but they also raise consciousness for people b about what they need to do to create growth in their own organization if they're reflecting on what they want to look at for themselves.

every component of the evaluation is about transitioning the knowledge into action. and -- i don't want to repeat that. okay. okay. so this will is a little bit of what we learned. that while most people approve and agree that this will is a really important toopic for them and think it will change their work experience and the way they work with clients and patients, they are worried it's not going to be easy to apply and they're really worried our leadership is going toe abandon this initiative that it won't get the support it needs and will be poorly implemented. we're taking the information to heart and focusing a lot on our leadership development around these concepts and how to really embed this and provide support for our workforce. i'll end with letting you know

that we've now been recognized nationally by sampsa in order to take our model and make it a regional model. we're the lead department in six county-effort to create a regional approach. why does a regional approach matter you might ask. why not just know cuss on san francisco? it matters because one out of five of our kids in child welfare are placed out of the county. placed in the sister counties. they're mostly impacted by trauma and they're the least likely to get trauma-informed care when they walk through the doors of other clinics in other counties. 65% of our kids in san francisco are placed out of the county. there are fault lines in between our counties and kids and families fall through the cracks all the time. there are so many barriers to care. by bringing all of these concepts and people together, including funding streams and

leadership development, evaluation and research, marketing by really taking this lens of a trauma-informed regional approach, we are really creating a shift in the way we can do business across county lines and the ways our families can seam leslie move. they don't stay in one place. they might live here and go to school somewhere else. we need to serve them as one. we are disseminating the trauma 101 curriculum in different counties. they're training their own trainers. they'll have their own master trainers based on our model and we'll work with them over the next few years. we're looking at all the initiatives through the trauma-inform lens with our partners and counties. if you have any questions, identify a be happy to answer. >> any public comment? >> clerk: i did not receive a request for this item.

>> commissioner singer. >> thanks for coming. >> hi commissioner singer. >> at least i'm coming to this fresh. i had two questions, one is, if we were in a training session, what would we experience? like trying to make the concepts which you live and breathe every day more tangible? >> good question. so you would experience a three-hour training with a couple of breaks. maybe some coffee. and we would go through these principles that i sent to you, the six principles and we would help you understand why this understanding of stress and trauma matters to you individually and why it matters to the patients we care for. we'd go through neurobiology. this a training for every single person in the department of public health. we worked on the curriculum to make it really user friendly so that everybody in the department could understand what we say

when we mean neurobiology, what the heck are wng about. you'd see simple pictures of brain. we'd explain brain development and explain the stress response in human beings. we explain things in a simple way and ask people to reflect on that. we move through that in cultural humility and difficult examples, talk about racism and poverty. >> can you give us an example? one of the things you might talk about? >> yes. i'm trying to think of the one that maybe is pertinent at this point. so until the shift your perspective slield i showed you, that comes in when we talk about relationships and when we talk about how important it is to stay regulated at work by this time in the training, they understand what regulation what it means to be self-regulated.

we talk about how an example would be that will i am really, really functional in the morning. i get up, i maybe go for a run. i have an appropriate level of stress. i'm very good in the morning. i get my e-mails done. if you work with me, you'll get phone calls from me in the morning. by 12:00 or 1:00, i taper off. if you give me a deadline within 24 hours but i have two on my plate, you'll see in moo a market dedplees my ability in the afternoon. i will have gone over the peak of my stress level and i will be become slightly dysfunctional at that moment because i'm confused. i have a stress reaction physiologically happening. i can either stand in front of my computer and think it's going to happen somehow or i can take a break or i can go to a coworker and i can say i need

some help. my boss sent me an e-mail, i have a deadline, i don't know what to do, i need help can you help me. the coworker can say let's think this through together. that's how relationships matter. that's how i need to stay in tune with myself and know when to ask for help and how to get help in the context of my day at work without calling in sick the next day. we want to look at what keeps people coming to work and what keeps them productive and work no coming to work and being at work but actually working at work. another example around the cultural humility piece is we take a look at the very high instance of health outcomes in our residence in the southeast sector of the the city. we understand that for various environmental reasons people are

suffering with asthma many times more than other people in the county. in bayview and how do we understand that from a cultural -- not a cultural pe perspective but racial perspective. how do we have the discussions on whoo is contributing to this? how can we help this community. we can provide in-home visitation. asthma treatment but how do we have the conversation that racism matters. cultural responsiveness matters and when i'm stressed out, i kind of go to my cultural center versus being able to stay intuned with the person in front of me. if you say something to me that triggers something, you might not get the best response from me in the moment unless i can see wow, i'm triggered.

give me a minute, let me come back to you. you might get more of my east coast italian girl attitude versus what you're saying -- you're hurt, what can i do to repair that. we're teaching them tools of how to commune cailt. a great example is called pearls, it comes out communication excellence which came out of the american medical association created for surgeons. mostly because surge pes had a hard time connecting with patients. they were excellent in surgery but follow-up questionnaire was difficult. pearls is a communication technique we teach and what the feedback we get is that a lot of the clerks and people at the front desks have now laminated it and put it on their phone so when they get phone calls from people upset, they can refer to it way of communicating with people that keeps them engaged

and in the conversation versus triggering the person who is already upset on line. the feedback about that one piece for people who answer the phones has been phenomenal. it's been life-changing for us at work. that any now how to field a call from awn set client or patient in a way that feels professional and that they have their integrity still. >> thanks. when you're finished with the department, if you can do it for the u.s. airline industry, that would be helpful p. >> anyone in particular? the whole thing. >> it's beginning to sound like they all need it. this is -- part of your description here sounded more like within the employees a stress management process. so where does the word "trauma" fit if as versus why this wouldn't be sort of considered more a stress management to your

environment. >> because our staff experience a lot of secondary and vicarious trauma throughout the course of their day by serving the patients we serve. at sfgh, in 2005, we knew that every kid coming into our department of psychiatry by 6 had several exposurers. they're 16 now. four traumatics exposures by the age of six. those are our patients. when we treat them and when we provide services to them, there is a level of secondary trauma that we experience when we hear their stories over and over and over again. this is true for primary care. this is true for i.c.u. and true for anybody working in the department of public health that has patient interaction. that level of stress gets translated back to the client.

it may get translated back to, you know, i can't hear this any more or i can't return your phone call today, it has to wait until tomorrow. there are various ways we see secondary trauma and vi vicarious trauma showing up in staff. there is a stress-related response that not only our patients and clients experience but we experience. by teaching the staff, really teaching them about why this happens, that it actually makes stens that they're feeling the feelings and the behaviors make sense, we believe that we can just like we do with our patients when we teach them cognitive behavioral skills we believe we can help them change their behaviors by understanding the nature of them. they're not bad or wrong. they don't need to quit. this is a normal response to a stressful situation. >> so in your survey, it appeared that one of a problems

here is that they're saying it may not be easy to apply in their work. so the concept -- i think the only other patient -- i understand. we should become aware there may be trauma in their history and like we are supposed to be doing, we should be aware that there is trauma that is really important to understand how somebody is responding to us. i'm trying to understand your employee program to say and also then how do we get around it because it sounds like they agreed this is good and i need to try to do what you just said in the mid afternoon, that it sounds like it nay not be very easy to do. how do we then work on what were those problems to allow them then to get back on line so to speak. be willing to take the phone

call and so forth? >> i think part of it is the way we construct our policies and procedures from the top down. we have a top-down way of doing things which is fine, it works. biew we need a bottom-up feedback loop for people to participate. a lot of people who take the training say i love this, but i director would never let me do this. can i couldn't do this at work. how is it that some people can, you know, take time and do this and others can't? so i think if we think about -- there is a -- how do i explain this, i'll just say it. people are afraid. people are afraid to peek up, speak out, have hard conversations can they're afraid they'll have a negative performance evaluation. i think it's up to us as threersd think about how we can make people feel safe. there is a concept, the key principle state of and stability in training which we talked

about how to create a safe work environment that goes for physical safety as well as emotional and relationship safety. it means you can go to your supervisor and say, wow when you said that i got angry. is it okay for us to talk about that. we learn about this in racial humility that people in power have to make sphais for people on the downside of power to have the hard conversations. i'm not sure i'm answering your question exactly. so help me if i'm not. keep ask asking because i want to clarify it for you. >> maybe i'll ask director garcia. if that's the feedback that is needed, do we have mechanisms or is it your vision of this process that there would be that bottom-up without consequence in terms of i'm really afraid of my boss or whatever is the

impredments withi -- impediments for making it work? >> part of the work that we have to do is we trained our first 3,000 people so we have data to look at. it will be our responsibility and this is part of why we are looking at how we train trainers so we get deep into the organization. then probably we'll have to look at how -- once you have trained everybody, everybody understands they have permission to do this. then it becomes is there a policy that we can develope develop for that? is there a practice we can may go sure our executives in leadership, we have an integrated steering committee. we have to keep working at it. this a new process and i want to remind the commissioners that who we serve rl the most traumatic people in the city. in fact, we have run the trauma

center. go all the way down to outreach workers. our homeless outreach workers who went through a traumatic event. this last couple of weeks. this will is such an important tool for our staff. and for us to understand how to support them in supporting those who are traumatic. what i've watched is those that do the most trauma work become difficult employees. and i have an experience where i brought many of those employees together and quite frankly, our human resources said they're problematic employees. did we create them? or did we hire 20 problematic employees. i would say latter is true. because of the trauma they're dealing with and we're not dealing with them, this is one of the reasons in all of our work we're doing, we are rae trying to provide people support

like debriefing those who do some of our emergency response pieces. we're learning as we're doing and that's a great question because we have this set up a mechanism on how to enforce this. that's why we're doing the inspire department and not just half of the department, not just a third of the department, not just the hospital, every single employee. as they come through the employment process with us, this will be one of the required training they'll have to go through. >> we train the entire department of human resources in october as a whole. they came which was amazing. that they had an entire fle hours together to sit and hear this together. and now they can take it back into their various meeting structures and begin to imcomplemen implement some of the concepts they learned about. >> we serve a a large proportion of the african-american community as well as the latino community in our services.

if you stretch that out to our community-based organizations, we serve a lot majority of the population in the city who are facing traumatic events in their life river day. i thought ---if you can give us part of your background because we're so lucky to have you on staff. we started this in foster care. if you look at foster care children, 50% of them become homeless as they become adults. to think about how we're serving our foster care children is a reflection of how well we are doing in nie opinion as a department and how well we can help the families of them. and one of the biggest goals that we've had in our foster care system is to try to get them back to their families. if you can tell us a little bit of your background. >> i finished 16 years at san francisco general hospital in the can't of psychiatry for children, need and families in partnership with pied tricks.

and have long been committed to serving our population that we serve at the county level. from i taught -- i teach at u.c. i'm on faculty there. a few years ago i had the opportunity to become the director for foster care mental health. i came to d.p.h. prior to coming to d.p.h. i was talking to director garcia and colleagues and how hopeless i felt like as a provider because all the hours i spend with the families and they go out and report another exposure to a trauma, i really began my colleagues at the hospital to think about what was needed to help our families in this preventive approach became more and more appealing and this way of looking at it

organizationally because i knew how i was feeling wasn't because i'm not a good clinician or dpoant know my job, it's a problem with secondary time advertisation. we need a public health perspective. how do we do this? you know, director garcia and the director of children, youth and families reached out and asks my colleagues and i to take curriculum we wrote for san francisco unified school district which is called healthy environments in response to trauma in schools. and adapt it for public health. that's what we did. we had been in san francisco unified school district since 2008 doing very similar work with teachers, nurses, social workers and leaders. at that district level. we were able to take that curriculum and adapt to a public health perspective. in foster compare mental health

right now, the work with child welfare has grown to include a deep and robust partnership. it's really an example across the straight about how it's the only -- it's like a hybrid we share funding 50/50. it's 50% funded behavioral health and 50% from child welfare. there is a cla collaboration there. bringing the children home and bringing them to their family is our mission. and making their families ready for them is also our mission and those are the families those adults we serve them in all our clinics. those are the adults we serve. >> car commissioner karshmer. >> i applaud you doing everybody not just a few people. findinfinding that 2.82% are

corps yid this isn't going to happen. do you have thoughts on what contributes to that and -- because this is hopefully truly a cultural change. >> yes, definitely. >> horizontal work across the drpt department. what kind of things are you envisioning to help, you know, address that and is this indicative of the lack of trust? >> it is. i think the people who are reporting that they -- we have initiatives to teach here in this county. we see things come and go for 30 years. i've worked for 25 years in this county and so many initiatives and great ideas. creative ideas that we have invested in, worked on, train on. and they come and go. sometimes that depend on leadership. we can get a new director of public health and this could be gone unless you think it's so

important it doesn't matter who the director is next. part of it is that that things come and go an people are fatigued by that. you can see them sitting in their chairs like prove it to me. prove it this is going to stick around then maybe i'll invest in it myself. i think we have early adopters. we call them low-hanging fruit and people that are more cautious and that's fine. they have to be around it. they have to experience it and taste it and feel it themselves then we have people who are no matter what you say, it's going to feel like we are giving special attention to some people and not others because they have trauma. and we have to work on that. so we have to -- it is a horizontal approach but it's bottom-toop. i think the 2-pointal%, they're the people that have a hard time trusting that we mean what we say. there is no funding. we're doing it from the inside

out. it's not like we're going to lose funding. we're doing it. this is not costing a lot of money to the department. we're not relying on external grants or consultants or anybody coming in from different parts of the droin. we're doing it ourselves. no matter who leaders are, we want to create the change and embed it into our policy and procedure. >> this is the trauma-manufactured care 1.0, there a 2.0 ready to go? >> that's a good question. right now, let me go back to this slide here. you can see that what will is happening next and from the workforce training on it's getting the master trainers so we can train a thun people at a time. that's going to take 10 years. if we can train more people simultaneously, that's better. we're trying to get the trainers trained.

those people are not necessarily teachers and trainers. they didn't go to school to train people. they're doing their regular job and think they want do this so they need support on how to be in front of people pand how to speak. so we do that for them. the culture change is about probably a decade. we would see some real change in about next 10 years i would say. i think that embedding all of this in all these different areas is the next step. the 202 -- 102 happens at the champion's level. they take a deeper dive into the principles and concepts. they're developing within their cohort ways to feed back to leaders and directors so we can embed it in the pilots that we have all over the department. with the champions embedded in the pilot. because we understand that the culture is different in each agency. what works for mine is not going to work for yours probably but

we have to figure that out. the champions are doing the next level of understanding. >> looing forward to having that number go down. >> commissioner pating. >> first of all, i had the honor of listening to dr. alicia lieberman from the department of public health. i'm with you on the importance of traumatic-informed care and the science of frawm-informed care. i think what -- trauma-informed care so you're doing is bold, i see what you're doing that leads you in terms of strength-based probes so soon orr later maybe we can push or nudge the title of this initiative from traumatic-focused to resilient-based initiative. then i have two small

questions. >> a comment that we definitely -- i completely agree with you. throughout the training, the three-hour training, you hear a lot of hope in the curriculum. because we are really telling people, this does not dech you or your patient's tream. we end with a -- patient's trauma. we end with a module on resiliency and recovery. from there, we're bringing in science from the greater good science center around mindfulness, gratitude and how you can embed that in your own personal life and agency. i agree and really, i think the goal is to not even be a trauma-informed system but to be a healing organization. >> wellness-based. >> absolutely. >> so another organization mental health services had a similar mission. are you use anything monies for any of the activities? >> not currently. >> we use our own general fund monies? >> we're not really -- what

we're doing is i think part of what you see from leadership is this idea that as the director, i'm going to forgive your productivity while you do the champion's work. that's how we use the department's money. >> the second thing is with regards though this being so much a trauma-formed care or developing this is as a culture change, it starts with an approach to a culture of care as opposed to a culture of choice. moving to as a client to the center of decision-making. how will we know we are there? one of the aspects is you'll look to train so many people. but then after that, there is a training people to do certain acts. what will be some of the concrete things that you'll feel you have a first lel level of adoption? i have some thoughts on what might work.

>> well, the competencies that we developed that are in one of your handouts, defines the principle and then lists the competencies. at some point we'll go back and survey everybody and find out where they are. how competent are they in each of these principles. that's one way of looking at it. another way of looking at it is we recently did a whole staff survey, for the department. and i'm not -- i didn't really ever look at those results. i know we did that. i don't know how many people responded and i don't know exactly what the results were, but we'll do another one of those through a trauma-informed lens. i think continually and we'll expect to see a lot of improvements na souray. sur -- in that survey. this is about how people feel when they come to work. that's going to impact how well they can do their job.

those are two things we can look at, ex competencies, climate based on surveys and i think we're developing other tools for measurement as we go. we're learn big doing. if you have other ideas, i would love to to be able to consult with you. >> i see this as a whole climate shift. it's a climate shift for wellness grated into the workforce which impacts patient care and efficiencies. this is looking at a double whammy you get. where we try to deal can this in the mental services act well key healthcare values and it's hard to measure but measuring the adoption of values is good. patient care is dissal like 10 years maybe even 15 years before you're able to demonstrate this person got faster service because of this.

our hope is that, but i don't think we should expect it right away. if we start is to see some of the values get into individual staff members, annual improvement plans, i'm going to take this activity up in order to try to further this trauma system -- strawm pour system in our system. you'll see these individual meshes of adoption that we're transforming. i want to commend you on this. this is bold and i'm excited to see this will even though it will take some time, it's the right thing to do. >> commissioner singer. >> i'd love to come back with the discussion you had with dr. chow and pick up on comments that were made. maybe you can tell us what your challenges are with your staff, getting them to be more -- my sense is more permissive with their organizations to allow

this to stick and flourish because it sounded like this was not just for this to flourish, it wasn't just an issue of people going through training and adopting it, but it was more how we work as a department and sort of what sort of changes are you putting in place so that we can learn from this and it can be a durable part of our culture? >> i think it's middle changment that i get the most concerned about in terms of the fact that i feel that that is reflective of the racial humility component of it. iand it has do with how and who we hire for the department. part of the -- i feel like we have a good leadership component. as we get into middle management and we have people here for 20 or 30 years that watched five directors go and come.

i think i counted a hundred great practices that we accepted and let go of, it's this collective impact that you take a few things and drive it and drive it. where we need to focus is with middle management and that needs to reflect who we serve. that's the component -- we're going to be having probably a good 20% of our employees who are going to retire. in the next five, 10 years, probably five years i would expect a large portion of some individuals will retire so we'll bring new leadership in as well. there are several components to your question, it isn't just how do you fix it, it is how do you continue to improve it in terms of the process. that's why it's so important in the next couple of hours you're going to learn about le lean

and how it involves in our improvement of quality and leadership development. cultural humility is another area, we're a government agency. and commissioner singer, you have tried to champion this thing about -- issue about lyring and how we do that. that's also a struggle that we have within the civil service system. so -- and then the other area, the responsibility in the community because as i think this training also helps the providers serve our clients better. it's not just to make them feel better about the trauma, but how to thenar help our clients not asking what is wrong but tell me your story. that is a completely different paradigm. so we're trying to not just do one, but several of these issues and we have a five-year plan to see how we are ago go to move the system as a whole. it's a complicated answer. but it's also one that i believe

that we can, by moving more new succession and new development and knew leadership in the department and ensure that those who want to work with us have a real focus of the communities we serve, know how to serve them welcome well and are trained appropriately to do it and have the tools from h.r. csm from performance or the leadership to ensure is that we're driving those possibilities and those improvements down. and i think having a frontline worker as a champion and lean is in that direction as well. how do we involve our workers into the betterment of our services. i kind of see a multiple process but it has to do with watching an institution as it grows and changes because it's never the same due to the fact we change as people. our communities have also

continued to suffer in our inability to serve them well and that's the major focus we have to keep our eye on. >> i think the fundamental problem is for persons who have suffered chronic trauma, it's not everyone, but for many people because there is an inherent resilient factor, it's constructive to relationships. when you scrupt relationships, it disrupts the whole system in help seeking and service seeking. one of the things you'll hear about in our homeless community, you could have the best clinic in the tenderloin but people will wander back and forth because of apprehension of entering the clinic and all that entailed. this is where if you focus in on relationship, hopefully services can fall and we need to be

relationship-oriented both in "cultural diversity perspective and in a socio-economic or developmental perspective because of the impact on a relationship. i think that's my understanding of our focus. but it's people are coming with what they come with, their strengths and struggles. both staff and patients and helping people be self-aware of those struggles is one of the aspects where you can move people to their strengths. that's what i see you doing. >> i would add going back to commissioner ca karshmer's question to me, 2.8, they're not sure. trauma creates helplessness and hope unlessness. and we can't do anything to change this situation for myself. i think we hear that. we see that reflected in our staff quite a bit where there might be a good idea that they have but feel like they can't

make an impact because they're not a leader. a lot of what we do in trauma 101 is give the power back to people and say this is a learned response you had as a result of stress and trauma in your life and you can unlearn it and ask you for your ideas and say you doesn't wait for this person over here do it. do it yourself or do it in relationship with other people but you can actually do it, you can make the change. >> this is where you empower staff and they can empower patients. >> exactly. >> with trauma, you have more avoidance coping. >> thank you. and srml certainly this is a new process and i believe that we would like to be able to have a follow-up on how the initiative is coming. so i would assume in the coming year, we will have the director bring this back as an item when she feels that she can then show

the further development that they are moving on this. i want to thank commissioner pating for adding the elements that you have and bringing the experience that you've awe brought from your state background. >> one last question, is the issue of cultural humility separate or a part of this? >> it comes together. ken haring is our trainer in that area. those are the four areas that lynn mea be can show. >> right. and we were going to bring that also today, but the trainer was away today. so we'll bring that to the commission also. >> because we're serving racial and cultural communities in order for us, you know, to be able to do our job better, i believe having conversations we should not be afraid of that.

that has a great impact on care and especially if you are not african-american and trying to serve an african-american community, it's tools you'd need to know and understand how best to surve that community. having those four areas and this is what we're looked at for workforce development priorities and something that dr. otagon and ourselves are working on for our leadership program is looking at how we can impact our care and workforce for this training together. usually you see this separate, we want to bring it together so people understood the connectiveness. >> and dr. hardy provided a lot of that around that principle. we've integrated his work into the principle. thank you so much. >> thank you. and we'll bring the racial humility initiative along with cultural competency report to the commission to fill out this

development initiative. thank you. our next item, please. >> commissioners, i believe you may consider recess at this point. move to another room. and president chow might want to say something about that. >> we're going to be recession so that we'll have a different environment public of course is invited and they can continue to join us in room 220 and we'll reconvene at five minutes. 3:30.we can

calm we can down. i see so many friend here today, so many wonderful people. it is warms my heart to be with you. i want to start off as all events do with the thank you because no event happens by just talking heads. so, i 1st want to thank the mayor, mayor ed lee and staff at the mayors office. he will be here very shortly. [applause] i also want to thank my colleagues, the

department heads and i see so many of you elected and appointed so if you would stand up and be recognized, vicky, mohammed, come on you guys. [applause] thank you guys. these are not my goals, these are the cities goals. they are all of our goals in the room. i also want to thank our commissioner from the commission on the environment. if and are in the room will you please stand up and be recognized? past commissioners as well. i know we have past commissioners. and finally, i want to thank mystaff, the colleagues in the department of the environment who are phenomenal. [applause]

and of course our sponsors. normally you have a slide full of logoes. this is the logo of telegraph hill. this is our nob nab thank you david [inaudible] i want to acknowledge the companies that made today possible. nesty, sales force, united air lines, blue shuld of california, star bucks, [inaudible] urban fabric and venivate american thank you for your leadership and support. and of course friends the urban forest. [applause] so last year we celebrated earth day out in san francisco at giant stadium and

this year we bring it back to city hall to reflect the year gone by. this is a year of tremendous intensity of the effects of climate change, indonesia, california, so many areas had record break forest fires and fiji has the largest typhoon in history, here in california, elnino and a dud and not getting us out of the drought. everyone in the room knows the problem statement so won't spend a lot of time bringing us down. instead what we want to do today is talk about the things that we are grateful for i'm truly grateful for what happened in paris in december. the first time in history, 195 countries came together and made a commitment, they made a public commitment to reduce their

green house gases and did so not just by signing a document but saying we are coming back in 2 years, we are coming back in 5 years, and we'll tell the world how we are doing. so there is a element of accountability that will drive the action we need to see and tomorrow as i understand it, president obama will sign the united states of americans commitment to reducing green house gas emissions. [applause] another point of inspiration has come from a unlikely place, pope fransss turned into one of the most effective climate chamians in the planet and what i truly appreciate about the pope is he reminds it it is not only vt environment, environmental

justice and social justice are linked. he says we must hear the cry of the earth and the cry of the poor and that is a reminder for all of us every day whether we think the work we do. i'm inspired by the work of callees and city departments. i was at a talk given by john martin at the airport and told the audience san francisco international airport reduced green house gas emissions 38 percent at the same time air travel has grown by 40 percent. that is amazing. there are stories like that in every city department. today we recognize there is lots to celebrate and of course there is more to be done. but today this morning we are going to celebrate the people that have been the people pushing, the leaders. the people who wush their organizations, push their communities and push this city

to do things a little differently. frangly, a lot differently. we call it the mayors earth day breakfast but this is everyones earth day breakfast so it is my chance, our chance to thank all of you for places the value you do on the environment, on our future, and on our communities wellbeing. you inspire all of us. it is not only of course everybody earth day but will take everys action from the large bureaucracies like ours to the small-if you are part of a green team will you raise your hand? thank you. those are the people and organizations who are moving the organizations. [applause] from faith based communities to grass root organizations every person, every business, every individual we all have to take action. tim obrian i don't

know how many read the book, the things they carried, it is a standsered book in schools these days, he said very moving to me. he said story telling is the essential human activity and the harder the situation, the more essential it is. i can't think of anything harder or daunting than the challenges of climate change so perhaps what we need most today in these times is to embrace the art embrace the ancient art of story telling. i so the theme of today is what is your story. because it is going to take all our stories collective lay to create that hope and they will be stories

not of dispair but of optimism and action and there are so many stories in this room today. and some people have name tags that say ask me about my story. ask me about roots, ask about [inaudible] and encourage it is a great way to get to know somebody is be inspired. read their name tags and ask for the stories. there are so many stories we can share but it is urpth day breakfost, not lunch and dinner so we had to choose 4 stories that reflect our cities climate goals setting [inaudible] land fill inseneration, 50 percent of trips. [inaudible] 100 percent renewable energy and starting to tackle natural gas for heating kwr cooking and looking at fossil

fuels in the transportation system. finally, rooths, roots, the power of nature to pull carbon out of the air. how we plant trees stwr put com post on the lands and how to increase fertility. here is my favorite zero story, kcvu diz a story an the postal service and looked at san francisco post offices and said there is a lault they are throwing away so our commission on the environment said they can do better than that so wrote a letter to post master general and said we are disappointed and here to help. contact us, come to the table and we'll help you make a change. the post office gave us terri balcum. tery you

here? we'll do thisen your honor. the post office gave us terri and we gave them stephen, stephen [inaudible] from the commercial zero waste team and the two worked tirelessly together and it paid off. zero waste was implemented in all 3 2 of their facilities to the tiny ones of [inaudible] to the evans facility and you can imagine what that took. they trained 3500 employees and put 300 new stations in all of their facilities, all of their offices and that led-reduced to trash service by 70 percent, saved $200,000 in waste bills, that is a success. [applause] what this proves to me is even large organizations which are not

known for being agile and responsive can make a difference because at the heart is the leadership, the commitment and no how and we have the ability to bring all 3 of those thengs to the the table. 50, this story about 50 is a special one to me because it doesn't stop at the transit it grows and grows and shows how a leader with vision can start with a nugget of idea that can have ripple effects throughout a communesty. jackie [inaudible] i know jackie is here. jackie, where are and? there she is, yay jackie. jackie is a very special member of excelsior community. she isn't content to leave things as she finds them so leaves her job after 25 year jz says how can i make

my community better, what can i do empower people and show people their actions matter. she understands one person can make a difference and that even small actions can have a profounds impact. she noticed something, she noticed the local part was in walking distance from 3 schools. that seems like a nice consequences so brain stormed with safe routes taschool folk squz out of that brain storm came the excelsior walk and roll hub. tuesday mornings kids from all those schools with their parents come to the park and jackie isn't just leaving them there she brings food, snacks coffee for adults, prizes, and their communethy is made and when it is time it go to school, they lease the hub. some parents go to work

and others take kids out or walk or roll or scooter to school. jackie took this idea of building communities and healing the planet and took it a step further because she said i'm not convinced this is all we can do, we can do more. so, what does she do? she gives those kids supplies to collect litter on the way. mohammed this has to warm your heart. [applause] she is out there making sure that those kids while they are healing the planet walking are also healing the planet through zeery and sure she sorts everything in the bags and makes sure it gets in the right place. so, let's hear it for jackie. [applause] here is a story about strong leadership

and what the will can do to change the world. geo hawj, providence baptist church in bayview--so i think if you ask him he wouldn't self declare as a radical environmentalist, but he is a real pragmatist and he is helping move close toor 100. providence baptist, huge community asset, notices a need. there is a lot of homeless around them so they create in their church a homeless shelter for 125 people. the problem is it got to be expensive. their energy bills went up, the cost of giving that service was not budgeted for, so he had a idea. why don't we take a look at how we can save money and so what he did is convinced his skeptical congregation of over

700 people it is wurkt to install solar panels. our document environmental justice program worked with the church to identify funding. the solar panels were installed and the church is a 7ing $40,000 a year on electricity bills. [applause] so that money that was spent going to pay for electricity instead went back to support thg community service. this is what it means to be a climate action environmental justice champion. of course [inaudible] doesn't stop there because he understands that if just providence baptist does this nothing realally changes and so he is the chair the interface counsel which is over 800 clergy and teaches congregations beyond his own fwht impact of climate

change and understands climate change will impact low income communities and takes it on himself to be the teach squr inpersation and be that leader. geo lodge like pope frances understands the nature of climate environment, social and it is that spirit that is truly going to heal this planet so thank you [inaudible] hawj. [applause] final ly, roots. many of us the noise of a jackhammer early in the morning isn't music to our ears but there is one guy who believes this is beautiful music and that is a guy named marks major.

markus, are you-[applause] every time markus or climate action now hears a jackhammer they get excited because that means concreate is broken up and asphalt is leaving and permitinantly removed and have a opportunity to put in a organic garden, a sidewalk landscaping so that loud sound which drives me nuts for markus and his colleagues makes all those late nights and meetings and public aexperiences worth while. his leadership with climate action now he is transformed 21,000 square feet of concrete into organic gardens. [applause] i also notice when i put the slides together something else is growing for markus major, check out the facial hair.

there, there. clearly all that organic mulch must be good for growing beards. he is transforming our landscape and he is supporting our roots goals. and, he is teaching our youth. he is teaching the youth in the community the importance of this work, the importance of caring for the planet and the power of capturing carbon. markus major has a special place in my heart and it isn't just because he educated youth, promotes bio diversity and takes action on climate change, the thing that brings markesclose to my heart is he worked for us. look at the facial hair here. clearly this is good for facial here. he was on the school ed team and he was [inaudible] whatever he 92 eded to be to get the message to kids. so, thank you markus major and climate action now for supporting

roots. [applause] what markus is doing is not only heal thg planet, but building the leaders of tomorrow because the student that he trains, that he inspires will be the teachers and decision makers. and that is a common theme for zero 5100 routes. all these leaders didn't stop with their action, they decided to go way beyond. way beyond their own [inaudible] so we are fortunate to have those inspiring leaders as our models because together they make lasting change. i want to share one last story about a leader who trully inspired me who is here and that is our mayor, mayor ed lee. [applause] i

know as city administrator and hepd of public works but when i met him as mayor two years ago while applying for this job, i was struck by something about this leader and didn't even understand the significance of it perhaps until now. like some of the other leadhairs we heard about, like pope frances and gl hawj and markus major, he understands the importance of caring for people and the planet. those ideas are bounds together mpt the choices we make on our environment impacts people and people matter to mayor ed lee. as public works director and city administrator he kept our city running. as mayor, he

knows we need to plan for our future now, today, and he understands the role climate change will take in shaping the city of today. he knows that the policies we put in place, the goals we set, the investments we make are what will make the difference between a thriving city and a catastrophic mess. we got examples of both to look at throughout the world and he understands the power of cities on that international stage. in fact, he is incredibly proud to stands up and talk about the zero 5100 roots goals and his eyes light up whether in the vatican or talking to city staff or talking to children. his eyes light up

because he understands the critical importance of cities. the importance of leadership whether it is local scale or international scale. so before the mayor joins me on stage, i want to welcome the mayor in a little bit of different way. i would like to introduce the reding elementary school second grade who has written the mayor and all of us a song. [applause]

[children single] [applause]

[applause] >> does that make you feel a obligation? yeah. wow! thank you! mr. mayor. >> thank you. wow! i finally found a group of people i'm a little taller than. [laughter] wasn't that nice? thank you very much for reding

elementary. that is a great song. [applause] debbie we'll have to adopt that as the department song. i want to welcome everybody to our vatican in san francisco, the epipooals palace, thank you for attending the 16th annual earth day event in san francisco. congratulations everybody. [applause] to the second graders what a great perfornlance, i love those t shirts. look like we will get good score frz the warriors too. this is one of my favorite times of the year, it is not just because it is a time when the warriorerize setting the record season when it is a even year and everybody knows what that mean frz our

giants. we want to address all our responsibility which is climate change. i want to thank debbie and entire staff of department of environment for not only doing the work but reminding every department we can work together and do if better for this entire city with our business community, our non profit community, with our entire relationship of the world and yes, debbie i was excited to join other world city leaders in paris and the vatican, not only to discuss but make our own contributions and announcements to the worlds recognition that climate change is serious and real and scientific and all must participate. that is why we understand the importance of taking action and witness it first hand through our work on zero 50 and 100. with zero waste, i

know we have been at 80 percent for a little while. it will be in our life time i truly believe we'll get to 100 percent if we work together and do everything we need to do. would you like to do that in your life time everybody? 100 percent deversion. [applause] we are at 80 percent and this is still why our city is gow gring and growing at a rapid place and it is remarkable we keep that percentage there and figure out the rest in the very near future. we are proud of the other goal. did you know we have already reached 50 percent sustainable travel just this past year? one year ahead of schedule. thank you everyone, the transit authority, transportation authority, muni, all of the people in car

sharing, ride sharing. want to thank everyone for accomplishing a year ahead. that gives great incentive to do even more and we know we can do better. it does want stop there. as you heard when we were in the vatican we took the opportunity to announce that our entire diesel fleet will move over and has in fact with the cooperation of municipal transportation agency and buses and dpw and heavy trucks we now are all on renewable diesel. [applause] that's a great step forward and working to support of course our electric vehicle market. in fact, san francisco is the most successful electric vehicle market in the united states and will continue to be so. thank you for all

your support. [applause] we will be increasing availability and use of electric vehicles and also the infra structure it needs to have particularly focused on the under served. we will double the current level of access to electric charging station tooz city owned property and improve access to charging stations in multifamily buildings throughout the city. we are also going to change our municipal light duty vehicles purchasing policies to support this very goal. when we say the city is green, we mean our brick and mortar as well. how about a city that has now over 6 million square feet of lead certified municipal properties. thank you to the building owners of san francisco and developers

that wirk with them. last year city hall became the oldings buildings in the nation [inaudible] thank you to city hall managers. our good city work force working with department and environment. when we welcome the record number of visitors particularly this past year with superbowl and ever increasing conventions that we have, we welcome them to our world class city each year as they fly through our airport. we just recently refurbished one of the major domestic terminals of the airport, terminal 3, it is now lead certified. thank you very much to sfo. [applause] not only that, but all the lights you see here today and

every municipal building in the city are powered by 100 percent green house gas 3 hetch hetchy, puc. thank you very much puc. we get more water up there too. and of course i want to thank you the puc and leadership because we have now begun implementing the clean power sf program for san francisco. we already starting with our commercial and move into our residential very soon. we are doing this smartly and create local jobs at the same time. thank you to the puc. [applause] stopping climate change requires we reduce carbon emissions and manage our eco systems that remove carbon from the at mosphere and that is why we

created a very aggressive but very realistic program of zero 50-100 and it is achievable. it has achievable goals to mitigate climate change and adapt reality of our changing climate for our city. we have seen in the last few years our planet earth is changings a well. our sea level rise is truly rising. we are experiencing more intense storms and i want to give up a blessing and thanks to the people in houston because they in the heart of it and see people trying to get out of their home jz get services. that is a example of the severity of climate change and the sea level rise. more frequency. we will see more of that. we will experience more flooding across the country and erosion of the

beaching as we know alock the pacific coast and our own ocean beach. the days of ectreme heat are common acurns. ladies and gentlemen for the earth day let us pledge we will note sit in inaction. inaction, the cost will be 75 billion dollars in infrastructure alone that by 2100. inaction doesn't just put our city budget at risk, it puts all of our communities at risk. to me these very kids ask us to make sure we do our best to lead them a better planet to live and work on. that is why in collaboration with many of you and our departments as well, we convene

the sea level rise coordinating committee to develop a sea level rise action plan. earlier this week i released the city wide resiliency strategy called the resilient san francisco as part of a grant from rockefeller foundation and we established the office of resilience and recovery and thank you patrick for your good work in that and our on a national scale. in june our city will host the 7th clean energy minterial and bring the international community and business community together to help accelerate a global transition to clean energy. we are making progress, we have lot of work to do but inspired very much by the very kids that tell us we got to do this and we got to get it done in their life times as well. i want to say again, a big thank

you to everyone and before i close, i'll take this opportunity to announce that i'll be hiring or having on part of my staff tyrone [inaudible] who many know and work with at the puc, they will become my environmental senior advisor and vooa chance to work with all of you. he rill bring in 12 years of speenchs and work wg water and energy issues and especially as they relate to climate change issues as well. [applause he may entice me to have chinese new year costium representing a animal of some sort. also want to take this opportunity as well, i want to acknowledge and thank a friend that has been a frnd to the city for many years. department and

environment know him well but everybody here knows him and it is somebody who just announced leaving of the epa, gerled bloomenfeld. gerled are you here? he is probably riding on a bike. he will take a pacific coast way trek that all of us will probably watch and learn from him and definitely invite him back to speak with us and continue to be a great council. to all of you congratulation on 16th earth day, thank you very much for coming together and working but most-importantly thank you for helping implement 0, 5100. congratulations. [applause]

>> okay. well now my presentation. we are all most done but may need some help on the presentation side. things are frozen. okay. so, that was amazing. i also have one more thank you and then we'll wrap this up. this is a partnership. what makes san francisco amazing is that we got phenomenal residence, phenomenal businesses, motivated city staff and leadership. we also have some of the most bold andadacious elected officials in the contry and i saw supervisor peskin and know the staff and colleagues of many supervisors here today so let us give a big thank you to all of the board of supervisors for helping adapt the policies we need. [applause] so, in closing, this

has been a day about stories. we have heard some stories-thank you, wow! nope, not going to-i can wing it the last two minutes. this is a day about stories. we could have told so many but we only told a few, but we don't want to luce the power of the stories of every wnl in the room. i'm not going to make yoi come up and speak because that would be incredibly painful. instead i'll ask you to do something right now. we believe in reuse, we believe in sorting so want everyone to take their name tag off and i want you to take the paper part out

of your name tag so you do a separation exercise here between paper and plastic. notice on one side it should look familiar, have your name on it. if you turn it around it says, what is your story? on tables around are pens you can borrow a pen from a neighbor, and this is what we ask. because what we have got is create a chorus of action, a chorus of stories not the silence of appathy and dispair. in order to create that chorus it starts here. tell us, tell us something you are proud of. tell us something you need from us of the department of environment ear city to make it happen. tell us a barrier you overcome and you are proud of. tell us how you have committed to zero 5100 roots so we can share your stories and we'll

know they are yours because they have your name on it. take a few minutes before you leave, before you network and close out this amazing day to share your story with all of us and the world around. thank you so much for each of your leadershipsment . thank you for joining our department today. [applause]. >> good afternoon, everybody rk welcome to the san francisco board of supervisors budged and finance committee meeting for

april 27, 2016. my name is mark farrell, i will be chairing this committee. i am joupbed by our committee vice chair, supervisor tang tank, 94 man yee and supervisors 94 man kim. madam clerk, any announcements. >> please silence any cell phones and electronic devices. speaker cards and any documents to be included as part of the file should be submitted to the clerk. actions taken today will appear on the may 3, 2016 agenda unless otherwise stated. >> we have 3 items here, we will be continuing the first two so we will be hearing from dcyf if you kault items 1 and 2 together and we'll continue them. >> item no. 1, hearing to receive a budget updot from the department of public health

from 2016, 2017 and 2018. item 2, hearing to receive a budget update from the human services agency for fiscal years 2016 to 2017 and 2017 and 2018. >> anyone wish to comment on items 1 and 2 that we will be continuing. colleagues, may i have a motion to continue items 1 and 2 to call of the chair. >> so moved. >> we can take that without objection. >> item no. 3, hearing to receive a budget updot from the department of children, youth and their families and first five commission for fiscal years 2016 and 2017 and 2017 to 2018. >> okay, thank you very much. we do have maria sue today to kick off this meeting. thank you for being here.

>> so good afternoon, chair farrell and members of the budget and finance committee, i am maria sue, i have the privilege of leading the department for children and their families. i will propose to you the budget we presented to the mayor aoffice in february for 2016, 2017 and 2018. cyf brings together city government, schools, community based agencies to help our cities, children and youth birth to age 24 and their families lead lives full of opportunity and happiness. back in 1991 the people of san francisco made a unique and historic commitment to ensure that children and families have funding that's available to them on a regular basis. they passed the children's amendment and back in november of 2014,

that commitment was renewed through the children and family first initiative and that was passed by nearly 75 percent of our voters in the city. the revamped children and family first initiative included several upgrades. it included increase of the fund, it extended the eligible age for services up to age 24 and that includes services for our disconnected transitional he youth. it created a 5 year planning cycle, it established an oversite and advisory committee, created a service provider working group, and most importantly, it extended the children and youth fund for 25 years. once again i just want to thank the members of the board, the mayor's office and other community stake holders in helping to ensure we pass this very important legislation.

so i want to provide you an overview of our budget proposal in very extensive detail here. i think most importantly i want to call your attention to the expenditure line. >> sfgtv, can we cover the monitor? >> most importantly, i want to call your attention to our two largest budget line items. the first one is grants to cbo's and the second one is work order expenditures. all these work orders to other city departments result to tlepl doing services to cbo's. we do this primarily to leverage our sister cities expertise. we send funds over to the department of mental health it provide mental health services in our public high schools as well as violence prevention strategies. we partner with

first five san francisco and the human services agency. the other highlight on this slide is the children and youth fund revenues. and as ux see, the funds are growing and that's because of the scheduled growth that was written inside the charter. and i will be focusing the rest of my time on details of our grant making since that is the core of our function. last year, fiscal year 2014-2015, dcyf allocated approximately $20 million to serve 20,000 individuals in the city. that's over 450 programs. due to the scheduled increase that i had referenced earlier, we are looking at almost $18 million of unprogrammed funds over the next two years and we are working very closely with our

stake holders, including our staff, our grantees and our oversight and advisory committee to determine the most appropriate ways to allocate these funds for vital children's services. i want to note that due to timing constraints we have already moved forward in allocating additional dollars to fund summer programs because as we all know, summer for our school district is going to happen next month, it's going to start next month, so we wanted to work closely with our cbo's to make sure they had the resources necessary to hire up, prepare and train more young people in their programs. we also awill he -- allocated more funds for tay services.

we felt confident we would be able to quickly bring on the additional number of proposals that we receive through the rfp process. once again last fiscal year, fiscal year 14-15, dcyf allocated approximately $60 million for direct service grants. as you know, the primary areas of dcyf funding are early care and education, youth employment, youth empowerment, teen afrses, health and wellness and violence prevention. our investments are holistic offering aefrs to enhance learns while also creating healthy family and environments to support our young people. both direct grants and work orders to other city departments including first five, office of early care and education, department of public health and the human services agency ends up resulting in grants to nonprofit agencies.

the pie chart here shows age information about the youth we serve. of note, the bulk of our services currently go towards school aged children, so 50 percent of our budget goes toward school aged children, but due to the new legislation changes we are going to start focusing on services for the 18 to 24. the other piece that you don't see on this chart is the birth to 5 population, and that's because we send our funds over to the office of early care and education and they are the ones who manage those funds on our behalf. then finally i want to share with you a graph of the race/ethnicity information that our nonprofit agencies are providing. we measured this, we measure our population served against the school

district's population and the city's overall children population and i think of note here is that although the city has 7 percent of our city children are african american and 10 percent goes to our public schools, our cbo's, our nonprofit agencies are serving 16 percent of our african american young people and the same goes for our asian pacific islanders, 31 percent live in the city, 41 percent goes to our school districts and we are serving 38 percent of our api young people and our latino young people, 23 percent live in the city, 30 percent goes to the school district, 29 percent are served in our programs. and you can read the rest. in closing, we strive to make san francisco a great place to grow up and we look forward to working with all members of the board of supervisors to ensure that we will have sufficient resources to make this happen. and with that i am going to

close and end my presentation and i am available for questions. >> thank you, miss sue. colleagues, any questions or comments on the budget for miss sue at all? okay, well, thank you for being here. appreciate it. i look forward to the continuing discussions as we get into the heart of budget season here. >> thank you so much for the opportunity. >> i'm sorry, are we having a separate first five? okay,

great. >> hi, i'm ingrid mosquito with first five. thank you for having our presentation done separately, although i think we could have combined it with dcyf our presentation is going to be very brief because we are, a lot of our work really is, we're interdependent with the other city departments, the department of children youth and families, the office of early education as well as the department of hub health. first five, which i actually provided you copies of our presentation, has just gone through a strategic planning process and for the next 5 years our focus is really

gooing to be much more laser focused as we are driven by our values, we're really honing in not only of our values but our mission and that is going to influence the impact areas that we're going to be working on for the next five years. as many of you know, first five was created back in 1995 by prop 10, the tobacco tax. when it first started the collection of that revenue was considerable. the idea behind tobacco tax was that there would be actually less smokers and there's been a lot of success in that. the consequence to it is that there's less state tax revenue and so with first fives across the state are experiencing the

same tax base decline. and so for, we have developed a financial plan that looks out into not only 5 years but 10 years out and also looking at the projections for that tax revenue as it declines. much of our organizational strategy is going to focus around being very strategic around what we fund, not only in the near future but in the next 10, 15 years out. so we consider ourselves being a much more strategic funder and invester, really focusing on areas that we can have the most impact with and in order to make that impact we actually have to be sort of thinking partners along with the larger city departments that can have the resources to be able to do that. so for the next few years, what we have done is leveraged

other city resources and as you can see in the following chart, which is our two year budget outlook, our prop 10 allocation, as i explained earlier, is on a little bit 6 a short decline. for this year our funding was 5.ate, we expect in 16-7 for it to be 5.3 and in 17-18, 5.1. we also receive grants from first five california and we expect a little bit over ar million dollars over the next 3 years in each fiscal year. we piloted a federal grant which was a race to the top, it was to implement a quality rating and improvement system. the state of california is now starting to fund the quality rating and improvement system as that federal grant has

phased out, so the next line item is those state grants for the quality rating and improvements system. we do have to use our reserve because of the tax revenue decline. we actually set up a reserve over 10 years ago and so every year we use a little bit of that reserve with the expectation that that reserve will be depleted. like many other departments we actually have work orders with the department of children youth and families, the human services agency and the mayor's office of early care and education. so our total budget for 16-17 is a little bit over 28 million versus what we have this year, 15-16, of 15 million. and that variance is mostly due to our transition of the preschool for all initiative over to the mayor's office of early care and education.

and so a major expenditure's, at least in 15-16, have been around early childhood and that again because of the preschool for all initiative. in outer years that will be managed by the office of early care and education. we still are going to be the lead for the family resource initiative in the city and again that partnership includes the human services agency and the department of children, youth and familiarly. and just to show our just prop 10 revenue and how that is categorized, we are going to be leading -- well, co-leading -- with the office of early care and education but our investments in child development are going to be honed in in the further development of the quality rating and improvement system. that investment is going to be over $3 million dollars in

early childhood health, home visiting, inclusion for children special needs, house screenings and also san francisco's own healthy kids program through the department of public health and family support. so this actually this slide actually just highlights the prop 10 or state funding. and that is it. >> okay, supervisor yee. >> thank you, ingrid, for your presentation. i'm curious, in terms of the human services agency funding of $4 million or so, i didn't hear what you said that was for. >> that's for the family resource center. >> okay, thank you. >> okay, any further questions? comments? okay, thank you for being with us today, miss sue, we look forward to continuing conversations as we go forward

here. with that'll open up on public comment on item 3. anyone wish to comment? seeing none, public comment is closed. colleagues, likewise, can i receive a motion to continue this item to the call of the chair. >> motion to continue this item to the call of the chair. >> motion byee ?oo ?a item 4, resolution approving and authorizing the execution through the tax exempt revenue commercial paper certificate of participation and tax exempt and/or taxable direct placement resolving certificates of participation in a combined aggregate principal of amount not to exceed $260 million to provide interim financing for phase i of the transbay transit center project frplt item 5,

ordinance appropriating 260 million, item 6, resolution determining that certain property in the future annex area namely assessor's parcel block no. 3721, is annexed to the city and county of san francisco community facilities district no. 2014-1. >> i just want to acknowledge the work of many different agencies to bring forward this solution. it took place over many, many months but i do want to recognize been rosenfield from the controller's office, nadia sesay as well as our staff at the transbay office, thank you for taking on the leadership during this time of transition and of course to our

community director, scott lay, who is also here. i think this is a good balance and a partnership along with the metropolitan transportation commission to help make sure that the transbay joint powers authority is able to complete this project on time and able to solve the cash flow issues in the midst of the construction while we await future land sales that are dedicated to the construction of the terminal and of course eventually to phase ii of the downtown extension of caltrans. so i believe the presentation is with the controller's office. >> mr. rosenfield. before we begin, i apologize, supervisor wiener is on the mic. >> thank you, mr. chair. i also want to thank everyone who was able to make this happen. it's actually, we're making the best of a bad situation where we have a

project that incurred substantial cost overruns and where we've really already, frankly, stepped in and taken over a lot of the project management so that we can make sure that we don't continue to have the progress problems the transbay joint powers have experienced. i don't think any of us ever wanted to be in a position where the city and county of san francisco was acting as back stop to the tune of a quarter billion dollars for something that is basically a regional project. that's why we created the transbay authority because it is a regional project but sometimes we have to step in and solve a problem that was not of the city's making and we're doing that because this project, the transbay transit center, is so

critically important to the future of transportation of this city and this region. it is going to be at the heart of our future transportation network as the region grows by two million people, the heart of our rail network. so we have to get this done. because of the cost overruns in building the transit center, because of the cost overruns incurred by the tgpa, we are now having to use funds to help complete phase i that is not a good result but it's a situation that we face given the management and cost management of the project by the tgpa, so we're stepping in to fix that. this morning i was down at san

jose at our monthly mtc meeting and we voted unanimously to loan a hundred million dollars or purchase a hundred million dollars worth of the cop's from the city so the mtc has played its role in helping clean up this bad situation. now it's our turn as a city. >> okay, thank you , supervisor wiener. i hesitate to call ben rosenfeed up. >> ben rosenfield. (inaudible) mayor lee, supervisor kim and wiener and supervisor david compos, our office has been working on this interim breach financing package for many months now. it endeavors to solve a gap that has become apparent on this project totaling will $250

million. we're somewhat reluctant to bring this forward in the sense it is an unusual place for the city to be stepping in to effectively provide the funding solution for another governmental entity, but at the same time we do think the package that our office, working with tjpa staff and the mtc, has pulled together minimizes risks to our government and to the mtc while providing a financing vehicle frankly that's necessary to complete this project that is well underway and in construction in downtown san francisco. with that brief introduction, though, i will turn things over to sarah deboard and nadia sesay that can walk through the challenge and the proposal we have for you. >> good afternoon, supervisors, sarah deboard. i know you are all familiar with the transbay project, but just a brief

refresher. we are building a multi level transit center in downtown. included in phase i is building the core and shell of the train box, first and second levels with information, ticketing, retail, a bus deck level for ac transit and muni from treasure island to come in from the bay bridge and of course the roof top park. sfgov tv, can we put this on the screen? this is a map of the project area. the blue highlighted parcels show the parcels that were transferred from caltrans as part of the co-op agreement between the city, caltrans and tjpa transfer of this land has enabled us to, in cooperation pars3

with oc in 2010 we received a 400 million grant be that allowed us to move construction of the train box from phase ii to phase i. previously before receipt of that grant the train box was going to be built later under a more difficult construction method. in 2013, following receipt of multiple s that were overestimate largely due to very active construction market in the area, we increased the budget to 1.9 and then in late 2015, as i believe you are all aware, the mtc conducted a cost review and came to a final cost estimate

of 2.59 billion, which is an increase. this slide states the reasons mtc included in their report for the recommendation of the 360 million dollar increase. i would like to note all of our now interim executive director, as well as the dpw staff person working with our project now both have no intention of needing to spend $360 million to finish phase i and both with state today that they believe they can finish phase i with just about 260 million of that 360 million increase, thereby saving a hundred million for phase ii. this slide shows our myriad and various funding sources. we have a federal grant, we have multiple fta grants, we have sales tax from san francisco and san mateo, bridge

tolls, a federal tifia loan, land sales and tax increment. this shows how we get to the 247-250 million need. the difference between the 2013 budget and the mtc recommendation is the 360 million. a parcel s sale will close within the next month or two and provide approximately 160 million, which gives us a net shortfall of 200 million. however, we had previously anticipated receiving about 194 million in cfd special tax proveeds. the city has updated those projections and they have come down to 146 million that's expected to be received during the construction period, so we also have a shortfall that, 47 1/2 million, and that gives us the 247.5. we anticipate meeting most of that in near

near 17 and that would be calendar year 2017, i anticipate, before we need to draw down on any city financing and then a small remainder to the extent it's needed in fiscal year 2018. and with that i will turn it over to nadia >> good afternoon, supervisors, nadia sesay, office of public finance. in working with the mtc, as well as the tjpa with several option it was clear that tjpa on its own would not be able to seek financing on the market so the city is proposing this structure. what the city is proposing, in partnership with mtc, is to provide short term interim financing to fund the 247.5 million in shortfalls just talked about. that would result in a not to exceed

amount of 260 million in short term financing. it would be a variable rate financing and the intent would be to draw in kind and amounts necessary to meet the funding needs of the project. additionally mtc as a sister agency will be purchasing a hundred million of the 260 million in proceeds to hold as an investment through a competitive that we con did you telled in january we were able to get 7 s and wells fargo was the current low bidder, so we are working with them on getting the 160 million of the remainder amount. i think what is interesting of mtc they are willing to go for a term of 5 years, where the normal term is 3 years. the other interesting factor is mtc is willing to stay with the city for up to 10 years depending on the timing of revenues generated within the district. as a result the

differential between the two facilities is 5 basis points to allow for the three sets of 5 year differential as well as mtc taking up (inaudible) to wells fargo. sarah alluded to transbay is also funded by a tca loan, and that is a loan secured i think in 2012 that is secured by future increment generated by sale of parcels. we've been working with tjpa and the idea would be the city's short term financing would be on parity. as you know we also have cfd oh proceeds. the board of supervisors approved the formation of tfd for authorization to issue up to 1.4 billion secured by special taxes within the district, so those would be made available

to pay down the outstanding loan amount as well as the tax increment being used to pay interest on the outstanding short term certificate. as you know, the fact that the city is using its general fund credit as a security for the transaction, if the revenues that are projected do not come in the city general fund will have to step in to secure that. on the next slide i will talk about some of the analysis we've done to make sure at least we're covered and that we have protected the general fund from having to front the dollars up. the idea would be that this is short term, thinking it would be 5 to 10 years. before up to 10 years the intent is that we take it up with long-term financing, most likely the tjpa tax implement within the

district have matured. as part of this interim financing as well the city is proposing a cost review committee and that got approve ds at the tjpa board meeting early this month and additionally the public works is also providing construction management oversight and that agreement was approved on april 22nd. and just, the budget analyst has recommended that we acknowledge that approval in our recommendation and we're accepting that recommendation. the next slide is simply to demonstrate that we've done extensive analysis. as you know, the extensive, the cfd revenues, professional tax revenues as well as net tax interim revenues that are supposed to be generated within the district as well as the redevelopment plan area, what this is showing there's sufficient revenues showing they're just not coming in the

time frame needed to complete the project by 2017. so the intent would be what we've been able to demonstrate through due diligence if revenues come in in the time frame we anticipate, we would be able to take out the financing in 5 to 6 years. if the recession based on some analysis we did with professional, it would last an additional 3 years. at most it should not be holding the paper for longer than 10 years, hence the partnership with mtc where they have agreed to stay with us for 5 years with an renewal of an additional 5 years within the district to mature. the next slide shows just the uses. the a typical format, it shows you a not 20 exceed amount of 260 million, it also shows you while providing (inaudible) as well as mtc's

hundred million and the 247.5 million for the project and cost of issuance and then some reserve for market uncertainties. this is a variable rate debt, it is tied to (inaudible) plus a spread. we know there will be fluctuations in interest so we wanted to allow the greatest flexibility in meeting those needs. we've done extensive analysis and due diligence. there is other things we should consider as we're moving along. if development doesn't occur in the time frame that we anticipate, the city will be left holding on to a higher outstanding amount for a longer period of time. we know we've tried our best as a city to really get costs by all the mtc review that's wepb done to date, the public works partnership with the tjpa to deliver the project and we also

created the cost review oversight committee to address and make approved change orders and so on, so those are things we've tried to address. those are things we'll have to keep an eye on as we move along. additionally we know by providing these fundings up front, over 600 hill 81 from phase ii is shall pushed to phase i, so it means the project revenues available for phase ii are reduced by that amount. the next slide is the last item. if you recall the board had approved the cfd district as part of the approval they also approved a future annexation of parcels within cfd it turns out a portion of parcel f, which is owned by tjpa now, we're trying to annex that into the district and the document allows that unanimous

approval (inaudible) annexation for the district. so tjpa has done so and this is simply acknowledging that the board acknowledging such annexation. what that means is parcel f, which is supposed to be coming in partnership with block 4, the developer that is purchasing will get the entire parcel. i'm happy to answer any questions you may have. and we also have (inaudible) from mtc who is available to answer any questions. thank you for your partnership with the city. >> thank you, supervisor tang tank. >> i wanted to echo my colleague's comments to everyone who is involved in this difficult situation. i know on page 6 of the presentation you went over -- this may not be a question for

nadia per se, it may be for other staff. but i know there was the list of reasons why there were the cost increases but i would like to drill down on that a little bit more and find out what led to all of these factors leading to the increases and how do we think that the new oversite committee will help address this for the future. >> good afternoon, i'm mark daniel, interim director next week, i'm on probation this week. >> congratulations. >> thank you. i do first want to start by thanking supervisor kim for her leadership and the tjpa board for providing me with the opportunity to be interim director. i do intend to deliver this project by the end of december 2017, advanced stage 2, working collaboratively with the department of public works

manager rhonda lamida there are several factors that led us to where we're at right now. i can't assign any particular percentage or number to what led to what, but i can tell you in ranking overall the core estimate was the major driver of the cost overrun. our estimate did not reflect market kpbs, was not adjusted properly to keep up with the market. the second driver is the complex design and the construction market itself. our design is pretty complex, pretty unique, and the construction market in the transbay district, as you know, is very busy, which limited the amount of contractors willing to on the project. so we were having several s that came in with only one or two s, versus three or four s that normalize

the costs and having only one or two s toward the margins, very high. in summary that's what led us to where we are now. >> even with an oversight committee do you think those same factors many impact phase ii? >> i think we're going to be working very closely with the cost committee. when we move on to phase ii we're going to make sure our cost estimates reflect the market conditions and we need to continue to have a really robust risk management plan to see what's coming out ahead of us and be able to plan ahead and be more proactive. we were less proactive with phase i and wae need to be more proactive as we move on to phase ii. >> i'm glad to see public works will be giving some oversite, that gives us a little bit more reassurance. >> yes, they came in about six

months ago and we will be working hand in hand to make sure things work out properly and we deliver on time. >> thank you. i guess this might go back to either nadia or ben now in terms of financing. nadia mentioned, i wanted to make sure i had it down on record, what would be the impact of phase ii. 600 million, is that correct? >> over 600 million. >> str some sort of deadline or timeline associated with the tafia loan and when we need to access it before it goes away or as long as we meet the 3 criteria we're able to access it. >> you have until, bryant, complete me if i'm wrong, one year after substantial

completion of the project. we would plan to access it first, we'll be able to draw down on that once we can demonstrateful project funding to tefia, which we can do once the financing and parcel ask are closed. >> last question, because there is this impact on phase ii, what are some of your initial thoughts about how we're moving 600 million from phase ii to phase i. >> mark has been doing a lot of work on that. >> we started developing a funding plan from phase i to phase ii. it's still in rough development. we hope to share it in the next 2 or 3 months. so we're looking at funding sources and trying to identify additional funding sources. we're making progress but we're not ready to present yet. >> thank you very much. .

>> colleagues, any further questions right now? okay, mr. rose, your report, please for items 4 and 5. >> mr. chamber and members of the committee, on page twechl of our report we have a table 4 and that shows of the total not to exceed 260 million in financing, 247,500,000 would be for the interim financing of the project and up to 12.5 million to fund the cross issuance and related costs. on page 13 of our report we state that the transbay joint powers authority is responsible for the financing, design, development, construction and operation of this project and due to numerous errors including inaccurate engineering estimates, the cost of phase i of the project has risen from 1,189,000 in 2008 to

2,259,216. that's a rise of 190 percent. because of the significant cost we are facing a shortfall to complete the project costs in phase i, which is scheduled to be completed by the end of 2017. on page 14 of our report we state that given the construction and financial history of this project, coupled with the unique request for the city to provide interim financing for the transbay joint powers authority for phase i of the project, the board of supervisors should have numerous assurances of direct construction, management and (inaudible) of the city and as you know the tjpa has just approved an interim agreement with the city department of public works to provide all construction and management and

oversight services for the project. so our recommendation, as has been stated on page 15 of our report, we recommend that you amend the proposed resolution filed 16-0364 of the enter governmental agreement between the city and the transbay and dpw to provide construction oversight services for the transbay project. we consider approval of the proposed resolution as amended and the proposed ordinance to be policy decision for the board of supervisors and we'd be happy to respond to any questions. >> thank you, mr. rose. colleagues, any questions for our project analyst? seeing none, why don't we open this up for public comment. anybody wishing to comment on items 4, 5 or 6, please step forward. >> mr. chairman, members of the committee, my name is jerry kottman, i'm here on behalf of

the bay area group. we're not going to say anything against either rangement that would help either one. when we've done it, i will say one word in defense of the existing tjpa and staff, though raised something on the order of 2 billion dollars. they have no fund raising authority of their own, no taxing authority, but they managed to bring in from the state, who is very generous with this property transfer, and the feds, who kicked in somewhere around 600 million dollars, a great deal of the money for this project. i'm not an architect and i'm not going to talk about the architecture, but if the complaint that you have is related to design, it's done. it's finished. right now there's construction management which is in very good interim construction so i doubt the overruns once the business are in are going to be particularly horrendous. i'm sure the amount you have set up would be adequate so we're not opposed

to that at all. supervisor tang says something that resonates with me. it would be good since there's been so much generalization about these irresponsible overruns and risk management, it would be nice to drill in and see exactly what we're talking about in each case. in many there are reasons for those overruns. and i might say one other thing. central subway was back in 2010, its budget went from 1.2 billion to 1.6 billion. that is not solved by a loan, that was solved by a (inaudible) unless you kick in 150 million and mtc did that. not alone, it was an allocation. >> thank you very much. next

speaker, please. >> supervisors, i'm tim half, i am been a cassandra about this project, since it was a 1 billion dollar bus terminal with no money for the train. i want to make a couple points. this project is not and never was a city project. the authority was artfully put together to limit the city's influence and information and in fact during may newsom's time the city was frozen out of the project for several years. to the decision makers until very recently were all amateurs. no one had any experience building a building or a public works project and being of the bennightd soles that sat on the board of supervisors didn't know what was going on, were not fully briefed and did not ask serious questions because they knew they would get push back. 3, this project suffers from

grandiosity. 250 million was spent for a security system that would be fuepb for grand central station in new york, a hundred million was committed to the public ride program that maybe could have been postponed. so you have a whole list of problems that have been listed but also the project suffered from grandiosity. the city spent all the funds put together for the extension and to quote steve heninger, we cannibalized the funds. it is time for us to control this project and figure out what we are going to do with the behemoth of a

building and we should figure out what we're going to do with it during the period of time where there is no train. there is no money in the future. >> anybody else wishing to comment on items 4, 5 or 6? seeing none, public comment is closed. so, colleagues, we have in front of us 3 items, budget analyst recommendation on i believe it's just one of them. mr. rose, can you repeat that recommendation, just the item itself? >> mr. chair, members of the committee, on page 15, this is a reference to fall 160364 where we recommend that you amend the proposed resolution to reference the addition of the intergovernmental agreement between the city and the transbay joint powers authority and that is for dpw to provide construction and oversight services. they've done that, we believe you should just reference, codify that in writing in the resolution. >> colleagues, first can i have a motion to accept the

budget analyst's recommendation? >> through the chair i'd like to make a motion for send forth items 4, 5 and 6 and with amendment to the full board with a positive recommendation. >> motion by supervisor tang tank, second by supervisor yee rr. >> any further business? >> no further business. >> thanks, everybody, we are adjourned.

>> hello, my name is jamie harper. in this episode, we are featuring the park locations in your very own backyard. this is your chance to find your heart in san francisco with someone special. golden gate park's largest body of water is this lake, a popular spot for strolling and paddling around in boats, which can be rented. created in 1893, it was designed foreboding and -- for boating.

it is named for the wild strawberries that once flores. a pleasant trail follows the perimeter past huntington falls, 110 foot waterfall. two bridges connect the trail to the island. the climb to the hills summit, the highest point in golden gate park at more than four hundred feet. you can get quinces of the western side of the city through -- glimpes of the western side of city through a thick trees. the lake is ada accessible. it has a peaceful atmosphere where you can enjoy a warm day. walk along the lake and watched many ducks, and swans, and seagulls. it is a tranquil spot to stroll, enjoy each other's company, and

sail away. many couples come here to take a ride around the lake, floating under the bridges, past the pavilion and waterfall. for a quiet getaway, it makes for a memorable and magical experience. located on 19th avenue, this grove is the place to wear your hiking boots, bring your family, and bring the dog because it has so much to offer you and your loved ones. it is a truly hidden gem in the city. the part is rich with eucalyptus trees. long paths allow you to meander, perfect for dog walking in a wooded environment. >> i enjoy this base and the history behind it. the diversity that exists in

such an urban city, the concrete, the streets, cars, we have this oasis of a natural environment. it reminds us of what san francisco initially was. >> this is a section for dogs and plenty of parking. transit is available to get you there easily. and the part is ada -- park is ada accessible. there is also a natural lake. this is your chance to stroll and let the kids run free. it also has many birds to watch. it is the place to find some solitude from the city and appreciate what you share with a wonderful breath of fresh air.

, an experienced this park and enjoy the peoples, picnics, and sunshine. this is a lovely place to take a stroll with your loved one hand in hand. located in the middle of pacific heights on top of a hill, lafayette park offers a great square a of a peaceful beauty. large trees border greenery. it features tables and benches, a playground, restaurants, and tennis courts. there are plenty of areas for football, frisbee, and picnics. it is very much a couple's part and there are a multitude of experiences you can have together. bring your dog and watch the mean go with the community or just picnic at one of the many tables and enjoy all of the park has to offer. many couples find this is the perfect place to put down a blanket and soak up the sun.

it is a majestic place you can share with someone you cherish. it is located along the 1 and 10 buses and is accessed from the 47 and 90 buses. it is ada accessible. for more information about reserving one of these locations, call 831-5500. this number is best for special events, weddings, picnics, and the county fair building. for any athletic fields and neighborhood parks, 831-5510. you can also write us. or walking in and say hello at old lock cabin, golden gate park. and of course you can find more information and reach us at

sfrecpark.org.

>>[gavel] >> good afternoon i would like to call the meeting of the public utility commission for san francisco to order. mdm. sec., can you please call roll. >> [roll call] >>the next order of business is the approval of the meeting