a vocabulary item. as you can see we're calling this the patient communications update. previously you had asked for marketing update and branding update and certainly those activities are within patient communications, but we have learned as we have delved into our organization to see what our capabilities are that this is a patient communication function and we need to build so we are talk to go patients we currently have, in reach, as well as outreach it attract new patients. a lot of this work has to do with looking at our own systems and how our staff understands the network and how our staff speaks with patients so it's broader than sort of a narrower market-driven marketing branding project so we have named it to reflect that. before we talk about what we're doing now and where we are going i wanted to remind you of some of where we've been and our short history in

patient communications. the hma engagement ended in the spring of 2014 and reinforced our decision or codified our decision as an organization to create a health network with our care delivery system to meet the challenges and demands of the affordable care act. so as you know we did that and in july of 2014 we had our internal launch of the health network and that was the first time we really had a coordinated effort across our entire care system to inform our staff what the health network is and to embrace some of the early branding efforts that we had developed at that time. so that's when you saw things like the bridge come into shape and the tag line, the development of our newsletter, business cards and templates to start to look like the health network and to name ourselves that. we also have an internal news letter called the bridge and have launched a web site for

the health network. those are significant steps that we took before we launched further into the outward-looking patient dmupxes and branding and marketing efforts that we are now undertaking. in the fall of 2015 we had great incentive to work very specifically on the hospital branding effort. that was, a lot of that had to do with timing, the hospital ribbon coming in november, the gift we received from the zuckerberg's which created the need for the name change and created expectations for the gift to do branding work for the new hospital for the new name. we're so fortunate that we had that opportunity because that really allowed us to get into a professional branding exercise that we had never done before and doing it for the hospital was our first necessity and now we look forward to taking that same effort and expanding it into the network and we are looking always, even in the

hospital branding, how it relates to the network. we hadn't had that opportunity before, the zuckerberg opportunity. our approach is three-fold in this effort. the first is really that need we have as an organization to develop a long-term plan for our strategy around patient communications and marketing. however, we didn't want to only be planning in the abstract and so our second element of our approach is to be doing some very specific projects now, case studies or pilots, if you will, both it get work done now and to make use of this great opportunity we have with our mayor's fellow so our planning is based on some experience we

have on what works and what doesn't and we have chosen our specific projects you will be hearing about very carefully, both as projects that are do-able but also projects that help us with our business or service goals and may be scalable into templates as we move on to do other projects in the future. the third element has to do with patient research and branding and i'm sorry commissioner chung isn't here today because i know she's quite interested in this area. we haven't started the formal brand definition and branding work yet. we do plan to issue an rfp very san to bring in consultants to help us with that work and do it at the same professional level we were able to do with the hospital, but we do see that as an essential third piece of the endeavor. just to sort of bring it all together our priorities, as i said, are to introduce it,

build the blaef both internally and externally in what we're doing and who we are, to begin our on-going patient communications to retain and attract patients. there are many, many examples of patient communications in our organization now but there is really no one patient communication sort of program or a standard way that we do it and we also have never had to or had the experience of doing it with the goal of retaining or attracting patients or it meet business goals. so that's new for us so we're developing that as well. related to that we want to make sure our patients know what the services are they have available to them in the network and how to use them. we have learned in our patient research we've been doing most patients don't know they are in a network, which is understandable rblt i don't think we've really told them and it's a new phenomenon. what happens is people use the network so-called wrong, in

quotes. for example going to an emergency room that's not zuckerberg general so it's out of network. but the patients haven't been told that and it hasn't been part of our practice in terms of how to identify with them. we want to fill that in terms of patient behave or but also more importantly that patients know what the services are that are part of this network and that they have access to. in order to do those first three things, we need to build capabilities in our organization which we haven't had before. i'm not going to go over all of those but highlight the brand strategy and messaging, which is we know is he essential. without doing that we will not have successful patient communications because that's what people relay on to hear from organizations.

in just a moment i'll turn it over to patty to give more information about our projects as well as our longer term and strategic planning but i wanted first to outline what the projects are so you have a feel of what's to come. the first project that's already been touched on several times in this meeting is the opening of zuckerberg san francisco general hospital, which will happen on saturday. this is a great opportunity to raise the flexibility of the hospital and of the network it assure patients that this hospital is for them and that if you are a network patient, this is your hospital and to make use of both the resources and experience that we have available to us in the hospital branding and marketing that we've never had before, so using that opportunity to promote the hospital but also to enhance our patient communications for the network. related to that we're laufrpbling -- launching the new family birth center at the

hospital. this is such a great project to be working on for several reasons. it's the first service line we have ever really promoted or marketed. we haven't done that before. we know and anyone in the business knows that births are business that you want and we also know there's a lot of daufrp tition for them so if we are going to continue to success in our fantastic birthing service that we provide, we need to engage in marketing that service. it is also a service line that is stellar, probably the best in the state, best in the city, anyone would want to advertise it, anyone would want to be able to back it up so it's a great first one to start with to really provide quality care and the information about that to our patients. and finally it's an excellent way to bind and unify the hospital and the network because of course birthing starts in the prenatal setting, pie marry care. -- primary

care. as a pilot project it's one that has everything you would want and we hope to learn a lot from it and move on to other service line pron in the future. the third project is the chinatown service line project which is a primary care project. we know right now when patients enroll with us through the san francisco health plan in this case to chinatown public health center, they don't hear from us again. it's up to them to reach out. that is not a way to retain or attract patients as far as we can tell. we have many patients that have enrolled but not been seen by us. chinatown is our first study to see if we can create and then refine

patient communications tools that will be effective. that's sort of the overview of where we are now and i'd like to ask patty to come up and talk about these projects and our larger strategic picture and we'll be happy to take any questions that you have. >> i'm a little shorter. thanks, racher, thanks, barbara, roland, ellis, i've been working here about 7 months now and it's an amazing introduction to public health in the bay area. i've lived here 20 years, i've just not been introduced to the amazing work this team does. one thing we are starting, we'll be sending it out next year, is a welcome mailer to over 90,000 members in the city, those are our members, to let them know the hospital is

open, the hospital is for you. continue to go to primary care when you need it but when you need emergency care or specialty services, this is your hospital. we realized this was important for a couple reasons. one is that a lot of our network members didn't realize they were network members or this is their hospital so we're just reinforcing that. secondly, when people saw the new hospital there was some concern that it was fancy or private and not for them. so we really wanted to reinforce the message that this is your hospital. so that will be the first mailing that we've done out to all of our members. excited about it. the other thing you will start to see in the coming weeks is advertising in media quluing press around the city. so you'll see outdoor ads and this is just one example, this is a 95-year-old patient from chinatown public health, cancer survivor, recovering hip replacement patient, so we're -- the focus of this campaign

is called bredth of care. san francisco general is very well respected and known for trauma and we're trying to expand that reputation into p other services. what you will see are providers and patients from different areas focused on birth, hiv care and eldercare, helping to change the perception of the hospital to the full bredth of services that we offer. next sunday make sure you grab the chronicle, there will abdomen 24 page tab insert, lots of different stories including an ad for the network so connecting again the network and the hospital, they belong together. that's the first attempt we're making at connecting that for people in the city. a lot of these ads will be in language, they will be in chinese, they will be in spanish, bus shelters and busses are placed strategickally in naipbds where

our patients live. if you are spending a lot of time in certain neighborhoods you may not see them, but come to the mission, come to the excelsior, that's where we're concentrating our efforts. of course the media will be in full force on saturday so we have a lot of media stories coming. finally we're updating the web site, over the next few months you will see continued updates to the web site to transform the patient experience and transform it from less of general information to more of a tool for our patients to use. the way we're measuring the efforts of the hospital opening is looking at the awareness of the hospital among san francisco residents. we're working with a health care research firm called nrc who does perception research on-going throughout the year so we'll be able to measure how well we are doing in improving

awareness and perception around the general. related but separate is the launching the new family birth center which rachel talked about. one of the reasons we selected this as a pilot was we had some drops in birth at the hospital and this was a challenge to the department and we saw we were not getting the patients from the net board of corrections. our own patients were going elsewhere to give birth. we wanted to upbltd what was happening there because we know our hospital is second to none in the city in terpls ters of quality of maternity and birth care. so we did a number of focus groups with moms and people who gave birth to us, people who gave birth with us, how they choose a birth center. right now we're accumulating the

stories and brochures, video, it will object social media but really the outreach is the most important for us on the birth center. so we're working with health network clinics as well as consortium clinics to make sure we are pro-introducing the birth center. we have this time to go say our birth center is brand new, as gorgeous as any of the city, and the quality of our care is second to none. another thing i mentioned up there was patient tours, which is very important. for women going elsewhere the experience of touring and getting comfortable with their facility is important to them. we have a patient coordinator who will be leading tours through all the different clinics going forward. the way we're measuring that is the fupler of burgts throughout the hospital and will also be looking at the

number of clinicians that was able to train and operate within the birth center. we worked closely with the primary care team, even the call center team was involved talking about what will it take to get patients who are enrolled if here for their first appointment. we are launching a pilot this month using dregt mail as well as phone follow-up from the clinic and we'll be looking to real estate dues the number of enrolled but not yet seen patients and also increase the number in that population who call for their first appointment. that's really the outcome we're looking for.

so i wanted to share those 3 projects with you before we went into the overall plan because i wanted to stress the approach that we're taking, which is learning by doing. it seemed like when i came in to spend the bulk of my time here strategizing without really getting into the system and understanding how it works. we might not get the result we wanted at the end of the year. so we had this great opportunity with the timing of the hospital to jump in and start to figure out how this could work. now i'll back up our mission is not changing. we're here to provide high quality health care for all san francisco residents. but what we're thinking about in the changing landscape is what will it take for people to choose us and stay with us throughout their lives. with the affordable care act

people have more choice than ever before. we are serving a lot proportion of medicare patients. it was an incredibly large population. we have more than 40 percent of the share of those managed care members either being served through our primary care clinics or at consortium clinics so that's the difference between the 67,000 number and the 93,000 number, but the 93,000 number are also assigned to san francisco general for specialty care and emergency care. so to better serve our patients in the future we're going to expand beyond medical. from a business perspective what we're thinking about is maintaining share, converting people to medical or covered california when possible, working to get contracts so we can add covered california

members. that number on covered california doesn't seem so large, 35,000, but when you understand the situation that there's this flux or this churn where people move in and out of jobs throughout their lives and they go from covered california to medical, back and forth, in order to keep them through their lives as patients and have continuity of care you need to have coverage in both places. so that's why we're working to get contracts in place and then expand contracts with the city or cph and others. so when we look at the health care landscape today, we have had an influx of patients through the medicaid expansion. so our enrollments are up. our uninsured patient days in the last 2 1/2 years at the hospital from declined from 30 to 7 percent, which is wonderful. what it also tells us is that a lot of our

patients now have insurance and they have more choice. so when we were doing a great job, we have patient advisories up at all the clinics, we have them at the hospitals, the pie marry care team and the hospital have really improved our listening. when we listen we learn a lot and what we're learning is that patient expectations are rising dramatickally. so i included a quote from a patient to point out in the past we might think underserved individuals are not online and they are not digital. we might have also thought that our older patients were not online and not digital and neither of those are true. we have a curry patient saying it's about time they try this, with texting. people want to be connected a lot with their provider and with their health care. given all that, we want to

talk a lilgt -- little about our strategy. any questions so far? should i pause? we are starting with one premise, which is navigating health care is one of the most confusing things any of us have to do. regardless of what our health care coverage is, when we realize we are sick or our daughter is sick, we want to take better care of ourselves, we go into a series of questions where do i go, do i ask my mother, is it on google, what was that billboard i saw, is there a place in my neighborhood and then more questions from there. if you look at our patient population they are grappling with two or three jobs, they are grappling with language, how urgent is it, do i have to go today? which job do i have to juggle to go, how do i get there, is

there going to be a bill? this is some of the angst our patients good go through every day when they are sick or healthy. our job is to bring patients into the san francisco health network. we blaefrb our opportunity is to help patients navigate health care with easy. that may seem simplistic. i think it would be an enormous win for our system in terms of helping patients in our population navigate with ease, it is far easier said than done. but when we can accomplish that we will create a healthier san francisco by ensuring people get regular preventative care. that will mean people know they can understand and access the services available to them at our hospitals and clinics. they are going to the right place, we are listening to them

and responding to their needs and ultimately what all of us in the system want is that patients become engaged and involved in improving their own health. we believe when we can help our patients navigate health care that we will become the provider of choice. we all believe and know that our dare quality care quality is very high but there's a disconnect right now between the quality of our care and the quality of our communications in how we're helping our patients navigate the system. if we can get those closer to the, we actually believe the per perception of our care system will rise with it. >> i will share a couple challenges with you. almost no one, including our own teams, wae don't know what what the san francisco network is. it's a competitive noisy market.

nearly everyone points out to me that nearly 50 percent of the advertising you see is from the health care market. but that presents an opportunity we feel strongly about. this brand is ours to invent right now and we feel we can create a very compelling story for both our internal and external audiences. we are focused on san francisco like no one else. we are in your enable, we are in language, we are champions for our patients wherever they are in their life so this is a great opportunity for us to differentiate in this market. so when i come into a situation, sort of try to assess i come from a marketing background but as we said i think the challenge here is communications. the early questions are always what should we do, a brochure or is it a web site, how digital is

it? but the way i like to think about it, what is it that we as an organization need to accomplish? so in my early meetings as i was getting out and meeting all the great people in the network i was having a lot of conversations with people about the different silos. oh, i work on the web site, i'm in primary care marketing, i work at the birth center, we're working on the ambulatory care call center. as you know there's great advances being made in each of these places, whether it be around the nurse hotline capacity, everyone is moving forward with great progress in this system. the challenge is because we're still communicating in silos it doesn't make a lot of sense to our patients. so what's important from my perspective is that we find new members and we help them find us, that we enroll them into our system and we then serve people throughout their lives. i think once you have that system and framework in mind

then wook talk about the programs. a lot of what i showed you earlier around the hospital advertising and changing perception of the hospital is really about reinventing how we think about public health so it's a system we would choose, not a system of last resort. when people go to the health plan to enroll, this is medical patients, not the population of the city, approximately 20 percent choose us. i think we could do much better than than. second is moving people from enrolling to serving and we talked a little bit about that already with chinatown. once they are enrolled we don't proactively communicate to introduce them in, so that leaves us with over 10,000

patients in the system who are enrolled but not yet seen. we're going to need to see those patients, bring them in, when you do see patients it's clearly documented they are less likely to leave. so you are more likely to retain patients who you have built a relationship with. in the serve for their lives, we have limited patient communications about available services and the connection between clinics and hospitals. again, the birth center is a pilot in this area. when our patients go elsewhere for services such as emergency, birthing, eldercare, when they go elsewhere for one service we often lose them from our system. so we don't just lose the delivery of the baby, we lose the mother care, we laz the baby care. this will give you a first draft at our goals. i know we

talked a little bit about metrics earlier. a couple that are important to us are maintaining the number of managed care members and primary care patients, decreasing attrition and appropriate use of hospital services for key services. i will close on reiterating the priorities of the foundation. thank you. any questions? >> thank you. commissioners, questions? commissioner singer. >> thanks, super helpful and super impressive. we've come a long way since this idea of the network kicked off and we're beginning it kind of engage and that feels good. so congratulations on all that. it would be great to see page 32 again with actually in the future with actual numbers to measure these things by.

>> absolutely, yeah. >> i don't know if you have them or not but what do you mean when you say this and how do we figure out what we're doing? the second thing i think, and we've talked about it a lot at the zsfg -- sorry, you guys know what i'm talking about -- the zsfg we often assert how good we are in quality of care but our metrics are ambiguous. and i think, i mean there's a lot of attention to that, there's increasing self-realization that that is a fact, there are a lot of people who are crazy focused on getting the metrics back where we assess ourselves wanting to be, which is great, but i give you a little bit of caution in asserting that too strongly in a world where people are going to increasingly ask, what do you mean we have high quality

care? what do you mean about readmission rates, what do you mean be about h cap scores, how do we compare? the work started but i think we got to be a little careful right now with that assertion. the second thing i was going to say is that we have a huge -- we have two huge advantages. one is that as a system compared to most other counties and municipalities and cities and such we are actually organized in a totally rational way. it's all in one department with the ability to really be thoughtful about that. the second huge advantage we have is that san francisco to date is ground zero for people trying to think of new ways to engage patients, to change behavior in the health care system at large. so there's an

enormous soup of creativity here. some of the ideas seem great and will be terrible and some of the ideas seem to be bizarre and will turn out to be genius. so i encourage you it tap into what's going on here because you're beginning to behave like other actors in the health care ecosystem. i hope your mobile site will have the ability to have someone look at it in a language they understand because the current site doesn't have that. i know the mailings are starting that way. there's a lot of learnings going about this. to me it's exciting that we're here and we can tank advantage of that. >> thank you. >> commissioner karshmer. >> i think this is terrific. when you look at the timeline and it's been two years, it's a lot of moving forward in two

years, so kudos to everybody involved in that work and really it doesn't just -- network, what's a network? actually i understand why you did some of the things you did, the internal communication and then the external communication. and there are some things that i resonate with about dealing with the members, the folks who are our patients, differently and giving them for credit for what they're looking for. this beautiful new hospital and to leverage that into this opportunity that this is an attractive way to seek health care in this very crowded space i think is very important. i do think that just as you think in terms of these metrics, you used the example of perception and awareness of being run one of your key

measures, which is okay, but you also have tied directly to one of the priorities which is right place right time which would be the natural metric for that particular initiative they are doing. it's not just the awareness, did the awareness sink into the people that they chose the right -- so i would urge you to make sure it's more than just awareness as you do this. i also think it's great that you are doing things as you are going forward because you will learn, oops, that wasn't a very good idea. and the less mushy that one is, for instance, roland has to have that for his true north so those are all linked together. >> thank you. >> commissioner pating. >> i just want to thank you both for a wonderful presentation. what i really liked a lot about your presentation is that you have placed the patient at the center of all the communication, which is so important as a brand, not only

your communication but how we really want to shape our whole health system. so i really want to thank you for correcting us because we asked you for a branding plan and you gave us a patient-centered communication plan. i think that's a very significant shift. i also want to ask that you would follow-up with parts of this later on with the commission at the population health committee. i think this affects the communication and the patient-centered care affects who we serve and then what services we provide which will impact a lot of areas of the network. i think under the community population health it would be nice to look at how they intersect, not just a plan but the issue of providing services to meet the expectation of this patient-centered aproef. that's just fwo rr wishes. but then i want to make 4 comments if i could.

page 22, the mission, i visited part of the work group that came up with the mission provide high quality health care that allows all san franciscoans to live vibrant quality lives. i want to call out the word vibrant, i think it's a special word not found anywhere in our documents but i think it's a special word that calls out the affect of our health care system. have a lack at that word and see what spins out of it because i think there's potential uses. not every health system is vibrant and not every health system achieves or wants to aspire to that. i think that's a special word in terms of branding. my next comment, sorry about this, is no. 24, page 24. so key to being vibrant is knowing what services you are going to provide and who you are

providing them to and these four sirb 4 circles for me are your key mission. once you noi who you are treating then you can provide services well and in a vibrant way. i think this particular diagram needs a lot of work. i have been asking for really the last year now who is the health network's key client, what is the vision of what they look like and what services do wae want to provide. i think we're still stuck in the problem. this is not anyone's fault but i think we need to think about it more. we are still providing on the one hand capitated care, that's the model, medicare, affordable care, i'd like to see how you move between the various

circles with capitation but where does the safety net fit in and provide this capitated model, they seek services in different ways as we know and as we are learning. i think it relates to some of the questions mr. singer is asking about. how much of this will be capitated and how much will be safety net because a really relates to what we do. as best i can gather we're probably going to be at a 50-50 mark, we're going to be half capitated, how does that affect the brand name and service delivery. does that make sense at all? this diagram is fine for now but in the future as we move forward with the business strategy, how are you going to get from the 152 to adding hlty

san francisco and adding covered care. let's start here and figure out where we go. sorry about this next comment. page 37, this is in the appendix, you didn't show us this, but there's a lot of meat here that i think many of the commissioners would be very interested in. you went through a whole process, i don't know how many days you did this slot analysis but i'm looking at several weeks or month of work you must have done to come up with this slot, strengths, weaknesses, as a commissioner i would really like to understand this because this would help me to be close to the work you are doing and the whole work at the health network to understand in detail the slots and so i would be interested in hearing more on

this at the population health commission subcommittee but i'm wondering whether it would be worthwhile spending a little time on this at a later point. this is not just the brand name khal challenges, don't think we've seen it as clearly laid out and this is a good place to be able to support the work you are doing. i want to commend the work you are doing and call it out. >> this is a lilt long, this is my last comment. page 41. you'll go into this and see -- actually why don't you go to 40 first. you have learnings from other health systems. so you have ole health, cambridge health alliance, kaiser permanente, then you have us, san francisco

health network. i still think we might need to look at our name and what is a network and how does a network relate to my care? i understand it's a collection of clinics kind of brought together but i'm wondering whether there's again one way we can capture the vie braepbs of the name of our system. i don't know what i want to submit, maybe we find a big donor who has a big name and put the name on our network for the right billion dollars maybe that would be worthwhile and we would capture that as the vibrant network of our name. but i think one of the issues is how to sell the network as a basic network and the concept of it and getting past it. i mean the zuc is the zuc, it's the general. you know where it is now and getting that brand recognition for the health network, how it differs from the health department or the san francisco

zoo or the san francisco department of transportation. it's kind of in there as what's unique about the health network and i'd like to call it the garcia network or something like that, or the garcia health plan in honor of our --. >> i challenge that a little bit. you know, kaiser? >> yeah, i know. we dropped the permanente. i get you on that one. >> thank you, that's excellent feedback. >> those are my comments, wonderful, wonderful job. thank you for really guiding us and putting patients first because that's a message that i think we want to send out in all directions, the most vibrant health network in the city. >> thank you. that's coming from dr. pating, we won't tell your employer. i also want to commend your

report. when dr. pating was asking in terms of more detail, certainly the committee that should work with you in terms of areas that you would like to explore a little further, in further depth. we can get that agenda. as we also have regular reports back from the san francisco health network which gives us the overview and then we can select, as you have today, certain areas that you would like to also be able to go further into and remembering also what commissioner singer had proposed, that there be more detail on what might be the criteria for success that are in some of the objectives that you have. i'd like to point out, though, i think that commissioner singer really pointed out a very unique aspect of the city here and also our mix of

population that could in fact perhaps go and not necessarily might not even need funding, i suppose with all the innovation going on here, we've got a population which i just added up, probably half of which have a different language than english. and be this has been a real challenge trying to get this information that you are talking about being patient-centered and being able to even access through the webs or patient opportunities for conversing back to their providers because of language. and that's been one of the big problems already with patient interaction with the hr's, for example. and i think you have a wonderful opportunity here to really experience how we can actually answer that need and that the city probably could well be that vehicle, that experiment, that really is able to do it. and there are people out there who may well be

available and perhaps some sort of an interaction between what we need and what is available in terms of thinking because once that happens and you are able to actually have multiple languages that are accessible, this is something almost everybody is looking for and nobody really has that, that i am aware of. and i think that is really a great opportunity. also i recall part of the grant from the zuckerbergs was it look at how to strengthen our branding, if you want to call it, or even our outreach into this and that might be another area where you might work with the foundation is to see if some of these new different ideas really could help, that certainly everything you have in here has to be done. but here is really a great opportunity and it could be, you know, a new app today that really all of a sudden

starts opening up avenues for patient care that we can't do today for those who are non-english speaking. non-english speaking and in a safety net relationship, which is certainly a very major need. i think the other area that i would ask is that as you are looking at the types of population that you are looking to want to bring in, that i don't think we should ignore the medicare pop place. it's a senior, a growing senior population. we have a wonderful facility to be able to take care of these people. we have a highly trained staff and there isn't a reason be why we shouldn't also have that as part of our -- now, i understand that part of the medicaid managed care might well include medicare, but that is a separate segment of the population really because what

does medical managed care is i think that you've listed is that area that at the moment does not include the due eligibles but as you age and the due eligibles become medicare principlely, it becomes another segment we should be concentrating on, may even become more important than commercial because a lot of our commercial is tied up with large companies or already group contracts and all. we could become a provider but your opportunity at being the primary care for a medicare recipient i think is even higher. but those are just some ideas. >> thank you. >> a wonderful presentation. >> commissioners, are there any other comments? >> yes. >> commissioner sanchez. >> i don't want to, i think everything said i think is really right on, but i would underline again you've done an exceptional job and really

presenting before us the number of what's been done, more importantly, some of the challenges coming up. just one little footnote i want to add because it was discussed again, quote, the safety net. the department of public health and sfgh have always been the first to respond to any emergency, especially in latin america whrx it be the earthquake, whether it be the earthquake in nacaragua, now we have the destruction of hospitals in brazil and argentina. sfgh has been some of the prime movers in having professionals come and train here, in diabetes,

orthopedics, you name it, the whole gamut. there's a network here that is still on-going including a cohort of latino physicians who are here but cannot practice because of the number of restrictions but more importantly because they are still involved in many of the things affecting latin america today. and maybe some of you have read the tragedy going on in venezuela particularly because that's the latest on the radar i can think of at least four post-docs who trained to go back, sister city, had resources, training grants, whatever, and to see what's going on today is just a tragedy. but we won't forget that san francisco general is an important city and we've always had communication and links that sfgh has always listened to and i hope will continue to listen to as either we step up and work together with some of the different

organizations as needs come in, but it affects also patients and one of the highlights i really enjoyed in your presentation was we listen. it isn't just, quote, the undocumented, per se, it's human beings' families that have always used the general and many of the outstanding clinicians, nurses, staff, because they were able to understand, they were able to provide the quality of service and work with different agencies and institutions. that's part of our challenge also to market. i can't think of anything more important than having a couple of our venezuelan ball players talk about the importance of this hospital, what it was in the past an what it continues to be, as we continue it provide the highest quality of care for those who have come here and want services. it's something that has been constant for over

a hundred years. that is part of the challenge rs that's part of the safety net and hopefully we will continue to step up, i know barbara as director of public health has worked with a number of resources in our latino population. what i'm saying to where there will no longer be any health services within central and south america in so many of these places where we have had, as i said, a continuum of training and post-docs and docs, nurses, train here and then go back. now they are in great crisis and they are asking, will be asking for additional help. that's it. >> thank you, well done ?oo . >> great context, thank you. >> public comment? >> there have not been any requests for this item. >> i look forward to your work.

>> thank you for the input ?oo ?a item 9, san francisco department of public health fiscal year 2014-15 annual report. there is no action item for this report, it is just a presentation. >> good afternoon, commissioners, i am sneha patil with the office of policy and planning and today i will be presenting an overview of the fiscal year 2014-2015 annual report. as required by city ordinance, the purpose of the annual report is to highlight the department services, programs and achievements from the previous fiscal year. this year's report opens with a message from director garcia

which highlights key achievements in our efforts to proat the time and promote the health of san franciscoans which is the theme of this year's report. this message describes the department's response to the ebola outbreak in west africa, our on going work to address health disparities between san francisco's african american residents and the historic donation of 75 million from mark zuckerberg and priscilla khapb. our population health division which provides core public health services for all residents. this letter also recognizes the many generous donations to san francisco general hospital, which is opening this week, and affirms the commission's commitment to

providing a sustainable health care delivery system and public health services to meet the needs of san francisco residents. the next section of the report provides an yofr view of our two maipblg divisions that help the department fulfill under the circumstances mission, as well as an organizational chart to help orient the reader. this fiscal year our population health division moved closer to public health accreditation through the development of a quality improvement and work force development plan and the san francisco health network, our integrated plan, worked on many strategic initiatives to become a provider of choice. some of these initiatives include the acquisition of an electronic health record, the development of the business intelligence unit and the expansion of the network's call center. the next section of the report

provides an overview of the health commission structure, commissioner bios and fiscal year 2014-2015 resolution. so based on some of the feedback that we heard from the health commission last year, this year we have streamlined some of the contents of the report, ultimately making the rrt a little shorter compared to previous dwreers -- years and a little more readier friendly. one of the ways we did this was by choosing 3 achievements to feature and organizing shorter highlights around the theme of protecting health. the first feature in this year's report is the response to the ebola outbreak in west africa. this fiscal year dph activated its departmental center and over 100 staff the

department also monitored 113 travelers returning from ebola-affected countries. this demonstrated we are able to successfully respond and protect the health of residents and visitors. this year dph, in collaboration with the san francisco health improvement partnership, introduced the oral health disparity plan to improve the oral health of children of san francisco. goals include increasing access to dental care, integrating oral health into primary care and introducing oral health into african american communities. the first group is focused on collective impact by addressing health disparities in clinical

outcomes for african american clients in the san francisco health network. the second group is focused on increasing cultural humility across the department and the third group is focused on work force development and this year the groups met quarterly to prioritize their work activities. the next section of the report is our fiscal year highlights, which describe the department's key activities and accomplishments to protebt and promote the health. i will talk briefly about a couple of things on the slide. in an effort to protect the health of individuals at risk for hiv, the san francisco health network developed a prep program that increased access to prep and developed clinical management guidelines for more than 30 primary care providers at our network's clinics. aligned with our efforts to poe mote health by ensuring residents have access to health

care, this year dph developed a plan to provide health care for all low and moderate citizens. this will increase access to health care for 3,000 residents as well as maintain san francisco health network for those who do not have access to other health care opposites. this section provides information about december grachks such as race ethnicity, race, gender patient payer source. we made one formating khaifrpg since you all received the rrt page 24. there was a little bit of a field covering up the data so we made the change since you received it.

this yaer we also included a section highlighting programic activities which include safe and healthy living environment, access to finally provides information about the revenues and expenditures for the entire department. the last section of the annual report is a map of our dph service sites and affiliated partners as well as a list of all dph contractors. i also want to thank linda accosta in our communications department who did a lot of the work on the design and layout of the report. the final report will be posted on our web site shortly and as required by city ordinance, the link will also be sent to the san francisco public library and posted there as well.

thank you. >> thank you, commissioners, you have received the report. dr. sanchez. >> i just want to say it's excellent. you have really done an outstanding, everything is just -- it really shares what in fact we're involved with, in particular when you cite services available, i've been walking by some places on mission street i always thought there was just a group of psychiatrists there and i find out there's at least 5 other units will and they have been operational and they are doing fantastic things. as we take a look at the bayview, the mission, excelsior, everything is very much quaul litative and really shows us our outreach and services we are providing in the report so well done. >> thank you. >> commissioners, any other comments with your permission then we will also send a copy of this to each of the supervisors and the mayor's

office as we have in the past with cover letter. >> it's actually required by the mayor's office to send annually to them and the supervisors. >> thank you. >> thank you very much, the graphics are also outstanding and i think the ability you have been able to shorten and yet the succinct and yet comprehensive is very helpful. >> thank you. >> all right, commissioners, moving on to item 10, which is other business. >> no public comment? >> no public comment. >> other business. >> i just wanted to make a request for a future agenda item. two things were touched on today, one was the

appointment of the new head of the homelessness department, i'm sure it's called something else, of that department and that there would be things leaving the department of health. i think it would be informative for us to hear about what that is and the timing of that and the second thing is coming in, understand there's some thought to bringing back to dph some of the regulatory oversight that relates to emergency services. and i think it's probably, be good to understand that and maybe give us a tutorial on how actually all these things fit in the city and what our responsibility is and what other people and what the transition plan is, how you are thinking about it, what are your concerns about it, et cetera. >> very good. we will definitely look into that, commissioner. >> okay, thank you. any other comments or requests? if not

we can move on to our next item, please. >> item 11 is the joint conference committee report back and we've got april 26. >> on april 26 we welcomed of course dr. erlich as our new ceo of the hospital and during the meeting discussed quality management, regulatory affairs report and heard an update on the new patient closed strategy between pes and the emergency department. we also reviewed the in patient psychiatric core measures and mary thornton, our consultant be who has been there for several years, indicated that they were on course and our compliance officer there also indicated that the last 3 audits of the unit's charting met regulatory requirements. we've corrected

that problem. as you've heard, we are ready to move into the new building. there was also a discussion of the hospital diversion rates contributing to this. of course is also the high number of patients needing low levels of care who are not able to be diskharpbld discharged from the hospital, how the flow from the system would assist in decompressing this and how at least a short term solution as we move into the new building the number of slots that are available within the emergency room will be increased considerably over what we have now so that diversion hopefully would then go down. we also then discussed the patient care services and the hr report showing that we're on schedule to be able to staff the hospital.

during the medical staff report we did approve the radiology clinical services rules, regulations, cidp, policy, controlled substances utilization review and evaluation systems mandate and in closed session approved the credentials report. if there were any questions from that, otherwise you also see those in the minutes that will be distributed. >> now commissioner karshmer can get an update from the may 10. >> laguna honda joint jcc met and discussed the administrator's report, heard presentation on the rehab and psychiatry presentations. the committee encouraged laguna honda and the san francisco health network to continue to explore ways to earn revenues through the hospital's rehabilitation program and excellent outcomes and also discussion about how laguna honda hospital will work with dffg during the move-in

process. in closed session the committee approved the credentials report. i also just have a quick report from ihhs committee on which i sit, and just to announce that they have relaunched their mentorship program to prepare both providers as well as their consumers and they are working closely with the laguna hospital transition program personnel. >> thank you. >> i have not received public comment requests for this item. >> good, go on to the next session. >> item 12 is adjournment. >> i would like to draw attention to the master calendar for everybody's own calendar, we are currently scheduling a community meeting in september and at the same time we discussed at our last planning meeting we will be

also angendizing a planning session on finances, budget and our long-term plan. so please look at the schedule and be sure to keep those dates available. >> if there is no other business before the commission we are prepared for a motion for adjournment. >> so moved. >> and a second? >> second. >> all those in favor please say aye. all those opposed? this meeting is now adjourned. (meeting adjourned). good afte i'm [inaudible] public address anounssment for you 3 time world

championship [inaudible] [applause] the team must always be introduced. it is my honor to welcome you to this very special celebrationment we gather to celebrate the birthday of the greatest player to ever play the game of baseball. right! san francisco treasure and living legend the hall of famer number 24, give it up to mr. willie mays. [applause]. before we begin i like to mometd to recognize our dignities. he is on his way, mayor willie brown. he heard that a few times. chairman tom nolan. mta

board member malcon hine iky. [inaudible] ceo mr. larry bear and his wife pam. mr. peter megalen is on his way. he here yet? he will be here, yes, sir, you know he won't miss this mr. mays. supervisor mark farrell. also we are expecting fire chief joan hayes-white. and director of the mta ed riscon. let me tell you about our honored guest today. born in west field alabama in 19thry 1 willie mays junior was introduced to baseball. his professional career began in 1947 still in high cool. ofew short years

later the new york ginets signed willie a minor league deal and made his major league debay in 1941. the next year the army drafted willie removing him from it game befr about a year and a half and returned to baseball in 1954 with a bang winning the mrp award and selected to the a l star team. in 1958 the giants franchise relocated to beautiful san francisco where willie spends most of his career. over 2 twenty-two seasons with the new york and san francisco giants and the new york mets the beloved say akid with 660 home runs won 12 gold glove awards and two mpv awars and played in 24 all star games. 1979 in his first year

of eligibility he was elected to the baseball hall of fame. willie mays is one the greatest to ever play the beautiful game of baseball but equally impressive is his cairth. he is president of & ceo of say afoundation. provides ecass to education, health care and safe communities. he also workwise institute on aging here in san francisco. many bigitaries recognized willie for generous contribution tooz the society, most recently president obama awarded with medal of freedom. willie mays name is synonymous withsuch giants baseball every game day

40,000 fans [inaudible] greeted by a larger than life statue oof mr. mays flanked by 24 palm rr trees. the namesake speaks volumes about the franchise and todays event [inaudible] speaks volumes what willie means to the the itsy of san francisco. willie, we wish you a very happy birthday, right everybody? [applause] now at this time i like to bring up the mayor of city and county of san francisco, the honorable ed lee. mr. mayor! >> thank you. welcome everybody to the cable car barn of san francisco hosted by local 255 a of san francisco! thank

you! in the men and women are so lucky because they work in a great city and proud of their job and get to put this carbol car out every single day for peoples enjoyment. they will be proud to do that. happy 85 birthday willie mays! we are here to honor the greatest athlete in america and let me give you a snap shot. i know [inaudible] went through some of it but there is other data i love to have and it is when i think about giant, i love the data and stats. rookie of the year. remember those days, willie? two time most valuable player. 24 time all star. world searings champion. 660 home runs! hall of famer

and of course when everybody gets on this cable car they will say, where is the catch? ! he was a legendary baseball player for sure but know willie mays is much more than that. his connection to san francisco goes way beyaunds the baseball diamond. as a civil right leader he paved a way in the really many time said during the social upheaval happening in the united states when he was playing this game. drafted by the u.s. army he served our country honorably and has a roll model he always inspired kids to dream big and as a human itarian he made the world a better place. everyone knows

willie may saz great baseball player and i say he is the best every. he became a superstar around the world because of his good nature. his infectious personalty and good heart. that is one of the reasons why president obama awarded willie the presidential medal of freedom. the nations highest honor presented to individuals who made contribution tooz the national interest of the united states. he is our national treasure that we should haun frr generations to come. so, we are here today ladies and gentlemen joined by all our city family and the audience and giants and baseball lovers and transportation lovers coming together to join a national

treasure with a national historic landmark 6789 today we dedicate cable car number 24 to the one and only 24. before we unveil the delaware dedication we have a special message from someone who couldn't be here today in person but wanted to send his congratulations. tee it up. >> hello san francisco. it is a even year which means good things happen in this town and today is one of them because we honor a favorite son and greatest living ball player. when the giant moved west willie mays said he would work [inaudible] once he got here he hit many 660 homers against the wins of candle stick park. he collected more than 3 thousand hits many times

running [inaudible] when they say the san francisco cable car was the first national historic that moved they forgot to include willie. willie running second or pop fly is baseball. a cable car rolling down the hillicize san francisco, both of them can be fiercem sites for over whoo ever gotd in the way. [inaudible] will ask a dodgers on the diamond. today with ilweas 24 cable car to american icons come together to create a new landmark. willie, your city loves you because you are as complete a person as you were a player. a mentor, a community leader, a army veteran and ambassador for the game and something with that special ability to put a smile on a kids face. when willie would visit sick children in bay area hospitals he refused to hand out base balls he already signed. he wanted kids

to watch him sign his name so they know the autograph was real. i got to spend #250i78 with willie on the white house and air force ones, two places i would never be if people like willie hadn't pushed towards a more inclusive america. his legacy is giant so congratulations my friend on this special honor. [applause]. happy birthday, willie mays! >> suprise! yes, you do that. [laughter] alright, you are very welcome. now for the ceremonial unveiling of the plake rr i need these special individuals to join us, mr. bear and mr. mayor if you would return. did willie brown make it yet?

still waiting. we are not going to wait, we will keep it moving mr. mays. tom nolan come up, malcolm hine iky and ed riscon. whenever you guys are ready. [applause]. there we go. cable car number 24, willie mays cable car! give you time to get your photo's in. i think we should all sing, right? i think we should sing. please join me singing happybirth to the greatest ever. happy birthday to you,

happy birthday to you, happy birthday dear willie, happy birthday to you! there you go. [applause]. big round of applause to willie mays! mr. mays has a few comments for us. >> we got it. thank you very much. first of all, i didn't sleep last night to tell you the truth. those guys going to kill me at the ball park. 17 runs. i started to cut it off but said i got to watch this and watched and went to sleep maybe 1 o'clock and woke up and couldn't hardly see

because i was watching hits all the field. this is great honor for me. i have been involved with the city for such a long time, but before i get to that i like to thank larry [inaudible] for doing something for a friend of mine back in new jersey. i think it was a wonderful gesture he goes back, that he read a letter that renee and i happened to write. did a very very good job. just like to thank him because he didn't have >> student to do that but if he didn't i would probably get on him. i like to thank him for that and also like to thank pam for escorted him there to make sure he got there. very much so.

when you have a city like this, i didn't come out here until 1958. you didn't know anything about me at the time, because it was something strange, it is [inaudible] city and joe was my [inaudible] when i came out here. nobody know that, but i did. the thing that i never seen a picture oaf and when joe hit his last home run in 1951 we played a game in new york and he had a grand slam. i'm out there clapping for him. you don't do that when you play the opposition in new york, you just don't do that, but i was clapping and my think was, why didn't you want to get that pitch in. i'm glad they did want because [inaudible] probably would have shot me right away. it was just a wonderful gesture on my

part and forgot all about what was geing on but he was my guy. i also like to thank peter [inaudible] he was the guy that came to me and says, you will be in san francisco the rest of your life and i said i'm doing fine and don't need anything. yes, you do. he said you will need something later on in life and i didn't understand what he was talking about and he says, we will do something at the ball park and make sure you have a life time job, who ever may be here, you will be here to honor them. i thank peter for doing that for me because at that time i had a wonderful life and call her may because i couldn't call her mays, i said may and she understood. she was a very very nice lady. anyway, when you come

to a event like this and you have as i know the lawyers i have and he talks all the time-malcolm-he is truly a lawyer and he truly a friend. he says, we going to get a cable car for you. i said what do i need a cable car for, i have a car to ride down the hill, i have been on one from the fairmont hotel to the hilton and said it is okay. he said not this cable car. he said a cable car will be number 24 and it will say mays 24. i said to him, what happens to the [inaudible] they come and play here, they brought me here. he said no, the giants will come later, we are going to do something for them later but the cable car is

yours. you will see it when you come to a event like this. it was kind of heart warming because i never had a car that moved as fast as i did when i played, so i had to take a back seat. now, all these things are coming into play and what i like just a couple minutes ago, the president called, nobody told me the president was going to call, nobody told me anything but i'm surprised he didn't call my house to tell me he was going it doall this stuff. he is a friend. avenue every time i went to the white house it was like home, what can we do for you. i said you can't do anything for me, i'm okay. i have a friend at the white house named rejy and i said rejy i need to take

something back home for the kids that i can give like [inaudible] or something that comes from the white house. the president says, whatever he wants, gets it to him. in the mean time take 1600 from him so we can take care of everything. i understand all these kind of things. i wish i was as great a speaker aslarry, but i'm not. i was just a player and larry wasn't a player like i was. on a lot of avenues when you stop and think look at all the things you have to do during a course of the season and i only had to play 162 games. after 162 games he had to be there so it is just a wonderful feeling for me to understand so

many people helped me and all the kids around the country and what it is all about is it is not just san francisco or new york, i go to birmingham and arizona, i take care of kids because they are kids, they don't know where they are. they are just kids and kids to me make a difference in the world and think it is so important guys like myself are able to play 22 years base ball, go in the service and come back and [inaudible] they know you. there are a lot of guys that come up and say i was there when if 9 or 10. i don't know who these people are but they know me. what i like to do, i haven't been in any trouble yet, trouble will come. you cannot go in this world without having trouble and i said to

myself, i just hope i don't get in trouble so the kids will not change their mind about things that i do, so i'm so pleased malcolm and the mayor got together and said, we going to give you this cable car so it goes up and down the street every day and the cable car will be in your honor. it is just a wonderful wonderful feeling so like the thank the giants and mayor and malcolm and all the people that will be involve in the cable car because to me the t is just a wonderful feeling so, i like to thank all of you ahead of time. thank you very much, okay? [applause] >> mrs. mays we thank you inmemories and all you do for the

community and continued support and dedication to our youth is definitely commendable and thank you for that. i believe that wraps up our ceremonyism mr. mays and dignitaries will take the inaugural ride. you ready? there we go. thank you everybody, hope to see you [inaudible] where his birthday celebration with continue and it is metallica night so there you go. we'll see you tonight!

>> are we ready good afternoon ladies and gentlemen, good afternoon my name is supervisor cowen the chair and this is the regular meeting of land use committee to my right is commissioner weiner the vice chair and our clerk clear and thank to charles

kremack and others for broadcasting this meeting electronic devices. completed speaker cards and documents to be included should be submitted to the clerk. items acted upon today will appear on the june 7, 2016, board of supervisors agenda unless otherwise stated. >> thank you very much call hematemesis one ac. >> amending at planning code for the rooftop screening. >> the planning department is the sponsor of this item we have a staff person from the planning department to present. >> we're ready. >> good afternoon chair cohen and honorable supervisors tilly chang department staff this is the planning code for the controls to two spate areas of

planning code the map controls and rooftop park screening with the clean up of applicability of the controls expanded regarding this roof deck the amendment increases the flexibility of the controls as written it is the large project authorization in the south of market mixed use and over 200 linear feet to create pedestrian friendly zones for expanding the 3 adjacent districts the fulton nct some and nct and regional commercial district what adapted did controls apply for the district for the mid block alley are - the boards wants to expend them to all eastern neighborhoods south of market mixed use and south of market c-3, however,

the 50 percent was not stent for the central district and more xhvn to the city this ordinance amended the planning codes for the mid block alley are applicable in all the aforementioned additionally this may occur on middle-income alley and centralize will be amended so some projects with street or alley frontages are currently the case in the following 3 go things shown in orange are the areas where the middle-income alley controls apply in blue the additional location for the allocations this graphic is the cemetery running north-south and fulsome nct jefferson east west this map the additional areas where the middle-income that the

western nct returning east west and the general northbound finally this map shows other areas the middle-income involves controls with the urban and the mixed use in the southeast parts of city the second part of the amendment is lou gehrig's disease for flexibility to be clear the flexibility is not carolyn's permitted and requires a venue review with the section 309 as written the planning code 0 policies for this is not only adequate for the equipment or allow for better urban design and curling have an enclosure - this proves consistent with the buildings overall design and projects any choose to provide a screen without a set back r setback, however, it is reduced by 25 or 50 feet it height can - screened and the height of many

mechanic features 50 feet or more providing for flexibility allowing third street the height of 20 feet up to one hundred rather than 75 percent and the flexibility is not californian permitted and requires the planning commission for the project and large project authorization that concludes my presentation. i'm available to answer any questions. >> public comment thank you for your presentation. >> open up for public comment at this time just as a reminder everyone has two manipulates a 30-second chime indicating soft chime you have thirty sections remaining public comment is up seeing none, public comment is closed a motion on that item. >> supervisor wiener do you have a motion thank you. the motion to forward workers'

compensation and without objection that motion carries. >> mr. clerk i'd like to call items two and three together. >> the resolution for the intention the board to order the vacation of portion of jessie street with the ocean wide in 3 of the ordinances to establish the denounced neighborhoods with the street vacationed of alley for a total of $36 million. >> all right. thank you very much someone from the mayor's office to present on this item. >> mr. buckly. >> good afternoon supervisors i'm jeff from the mayors staff to talk about the 51 street project as long as ocean wide give you a brief update or overview of the project and in

addition that give you an opportunity to hear about an interesting aspect of the project which is the urban rum we'll have the project sponsor come up for that 3 to 5 minutes go through the concept and the need and i think you have a array of city staff to take any questions you may have on the amend e item, however, large or going forward i wanted to start off by talking about the project so 41 street is a mixed use project at the northeast corner of first street and mission for one million square feet of total office space 200 and 64 units, one hundred and 69 room hotel and ground floor retail and pub

opted open space to two towers this space received its approval from the planning commission on may 5th who's before you the street vacation of own alley and a portion of jessie street and also in addition to that some of the details of the downtown preservation fund i'll be happy to with you on so the main reason for the legislation before you the vacation of jessie which is necessary in order to build the administrator tower to the height contemplated in the district plan that was adopted in 2012 the plan is a comprehensive vision for shaping and growth in the southern side of downtown the transit center focuses on regional growth towards downtown san francisco and in a sustainable manner for the sculpting thought you tower and

the extra and improvements to the streets and the open space as the parks downtown in order to make that happen it includes the clarification of parcels in the area to increase height limits and including a landmark tower from the transit center from one thousand feet and several other nearby sites with 6 to 8 hundred and 50 feet the plan leverages the intent to generate revenue for the transportation facilities including the support for the new transit center and downtowns improvements of the sidewalks and other infrastructure to create a public realm so some of the think interesting aspects of this project just so you're aware of that includes some of the one time fees that are generated from the project

again this is not the issue about you but important to understand the project in general estimated to generate one and $17 million fees those fees are die construction dot net for an issuance of november 2016 this is about one $.9 million for downtown parks and 2. $9 million for school and childcare millions and sustainability fee and talk about did affordable housing consultant in addition to the downtown lease but the transit center is 11 want 9 with the transportation street is 3747 so the issue before you is the street and authorization to create the new downtown preservation fund

so the i wanted to first talk about with you the purchase for jessie alley so this is the purchase price is $22 million, about 22.6 to be exact providing the closings doesn't occur beyond or before the effective date which will be $33 million plus and in addition to that in partial consideration the city's agreement to sell the property the buyer will produce the 20 percent inclusionary fees that maybe applicable under the san francisco planning code section to 33 percent affordable housing fee the affordable housing payment as it is known and the city will waiver the portion the

downtown program as well for this the fee buyer will pay for the project under the planning code but we've essentially down is create this fund and fees and kept them one a mile radius to the principle project and dictated those for purposes of acquisition and in that one mile area that fund will be in use for no less than 10 years and acquire administrative code by the mayor's office of community development that is a brief discussion i think the purpose for us being here i want to invite a representative of the project sponsor to come up for about 3 to 5 minutes to discuss the urban room development and how it relates to the street vacation for the context.

>> thank you, mr. buckley welcome. >> good afternoon, supervisors with reuben, junius & rose representing the project sponsor for the ocean wide center we're going to keep our focus specifically on the items the street vacation component and the ordinances that allows the direction of some of the affordable housing development impact fees for the community in the big picture the project has approve patterson's within the past month including the planning commission approval on may 5th when the entitlements were approved it includes the 5 thousand square feet of area that is fronting jesz i didn't street and the additional we're

here for the recommendation on the vacation component and as i said on the use of required and voluntary affordable housing impact fee payments so quickly i want to mention on the street vacation the fact we're asking to vacate or with the existing streets and mean we'll have access public assess around the project prompt and in reality you think that is the case with respect to jessie street terminates at one street and in conjunction with the street vacation creating a number of easements that allows the project assess for a pedestrian cross and throughout the site so one of the key reasons this is this the driving the open room a pubically assessable open space that is on first street

and the dedicated parts of jessie street within the urn area the second component before you is the creation of downtown neighborhoods preservation fund that allows the project job linkage fee and the 20 percent of affordable housing fee and an additional 13 percent affordable housing to be directed and used within a mile radius of the site more affordable housing purposes so i the now i'm going to turn it over to to my colleague b that will talk about the visible where the streets radio located our entire team is here and available to answer any questions you may have. >> hello. >> hello, i'm carmen yee for the ocean wide project can we switch

so we're talking about the benefit quite a low the project is part of transbay redevelopment we called the transit redevelopment plan the district plan and two towers two hundred and 65 units actually unit one hundred and 69 hotel and one office space that the whole project is about mixed use project so the project at the corner of mission street on the north and west corner and the basics design concept we tried to bring create a friendly place for the city so to achieve that together with surrounding environment with the transbay center the south tower and alley we tried to implement

our project and to keep the passages through jessie street and the alley and create a connection from the mission to jessie to the hotel so inside of the passage is transit development plan we add more and also, we exhaustive jessie center of the middle-income passenger way so the towers are over the heart of the urban space we call the urban room this is the designation for the neighborhood for the visitors and the users for this site so everyone has a friendly open to the public open space and have the fully assess passage to connect to it. >> so here's an animation we

wanted to show you so take into account of time to load. >> so the basically concept is a traditionally central core which leads and on the ground floor to the floor is open and jessie street turned 90 degrees by doing that we have a fully opened pedestrian friendly your honor, room space for the city for the neighborhood and for the project itself so the project that we mentioned the jessie streets turned 90 streets all of jessie will keep open for emergency vehicle and long trucks so this is the design idea for

this your own room one hundred and 16 by 200 plus with a high 6 feet 8 feet the urban room will have the functioning side to besides the setting back and you can do performance and gathering and art exhibition and night things and this you urban room is open for the public and again jessie street turns 90 feet, however, keeping the inteshgz through the urban design and through the security cars to carefully maintain the city for this urban use so this is a diagram that shows the vacation this is basically partial of the jessie street and partial of the ed dom alley as

it is by doing this we will achieve 3 goals one we create a landmark tower with benefits for the city, second we achieve the much enriched to the pedestrian middle passage for the neighborhood and third we achieve the 26 thousand open space which for the opens for the city for the neighbors and for the folks. >> that's it. >> okay. thank you. >> mr. buckly something in closing. >> we are here and have city staff to answer any questions. >> i don't have any supervisor wiener didn't have any i'd like

to go straight to public comment and call of ms. christie wong (calling names). >> hi supervisors christie wong and policy director for spur thank you for the opportunity i want to urge you to allow ocean wide center project to happen it is a key component as a build out of the corridor this plan is seeks to focus regional growth in the right place and invest in transportation and will prohibition, of course, the downtown so we firmly believe that this location is the right place for growth due to proximity with the regional transit as the center of

regional employment people that work in downtown san francisco are the most frequent users of travel and it is important that the john updyke has placed like this and permitted opportunity in downtown 90 san francisco it is targeting the dense development and this ordinance is necessary for the development to happen also just want to applaud all of the contributions this development will make on a revenue side both the one time and voluntary and on an ongoing basis and just don't take those opportunities - don't underestimate i have you to keep this and now ms. grace to speak. >> thank you, ms. grace.

>> thank you thank you for your time i'm one of the residents at the one acre located here and i wanted to propose one of the concerns the neighborhood as well as people that take public transportation my understanding we currently have two streets that are actually allow the trucks deliveries here and here to make a round on to the first street and on to mission street for the jessie street in the future to go this way to have the street going this way what that impact would be the truck delivery will have to make a round into the mist and to the streven son street for the first

street and the impact is the neighbor on the division street is congested on that street as well as for market street we know that the subway train and muni trains are underneath and i asked for the supervisors to consider what will be the impact if by the divert the traffic to market street as well as i see that today, we have 5 lanes on the first street as well as mission street taking one lane out of that will be is a savior nightmare i have an article talking about what is the traffic today roe vs. wade the bay bridge which we know is acquit congested so i'd like to ask the supervisors to consider that location thank you very much. >> thank you, ms. sheryl davis. >> good afternoon. thank you for this opportunity to speak

just reilly wanted to speak from a community perspective and show the appreciation being in the western edition and being in the opinion of some folks ignored and working with the large african-american population that is awesome to have someone take an interest in san francisco as a city not just in yards regarding to where they're doing their development the displacement that is happening citywide and is great to see folks coming up and trooib trying to work with us with the community members and people have a place to learn and grow and at this point looking at the development so i was grateful that they came and sought us out to support this city but they can support this community and i

just wanted to recognize that a lot of times things go unnoticed and everything going on nationally and locally folks to reach out when they didn't have to their commitment and dedication much like you supervisor cowen great your doesn't the to the dedication and again, i recognize them and want to thank them and recognition they've reached out to folks they didn't have to and shown an interest and makes it so is thank you. >> thank you, ms. davis. >> next speaker, please. >> michael. >> good afternoon, supervisors i am want to take the opportunity to speak in support of the downtown neighbor preservation fund and the ocean wide center development i'm michael the deputy director of the african-american museum with the regularly us hotel from the

ocean wide site and want to welcome the possibility of the cultural challenge with the ocean wide project we've seen the engagement power community benefit and hope that ocean wide will attribute to the sustaining of the businesses for arts and athlete in the neighborhood ocean has shown they're reaching out and turning over the amount and two folks share the goals of the tour with director linda harrison and myself we've waved their enthusiasm for the ocean project and motivated to continue to serving the community across the city with the be sure and the world and expand that reach with the sdprikts in san francisco and the neighborhood you see a growing number of new residents and families that want to

welcome to the neighborhood and surrounding areas with the museum into the design open space plan at ocean wide called the urban room missouri has visited the office and well accepted we look forward to continue in our conversation with them about activating the space for the art performance and humanities program this an unprecedented opportunity we urge you to support this legislation thank you. >> thank you. >> next speaker >> good afternoon, supervisors my name is michelle i'm director the programs with the united playaz and to support this project this is a huge disconnect what happens on mission street and after 6 we were existed they reached you

did to our clubhouse and working together we're excited about any improvements that had happen in our community united states of america it is a neighborhood we need everything to make the streets more liveable for the people we serve so we're just excited about the potential for new open space and finding ways that we can continue to bring that community to the folks and happy with how much they are interested in hearing that community voice and learn from our he experience and just reilly incorporating the needs for the community and projects not only office workers during the day but people that live there and eddy and chang they're excited for the community and struck a chord that means the sthaung same thing to us we're looking forward to them being our neighbor thank you.

>> thank you very much >> next speaker. >> good afternoon. i'm nora the associate correct and crossroads and we hope you'll consider our experience when we do the project it is a organization for homeless youth in san francisco for 16 years we've moved people off the streets ocean wide reached out to us earlier this year to let us know they're interested crossroads is not a high proliferate not a lot of flexibility and many organizations that help with the pr because of their size are because of their public profile we're not amongst those organizations those who engage with us want to make a difference in the community and a couple weeks later the folks met with us and folks