>> it sure does and we can use it again next weekend when we go to see the giants. there is a new destination section on the website that shows us how to get to at&t park. >> there is a section, and account alerts and information on parking and all kinds of stuff, it is so easy to use that even you can use it. >> that is smart. >> are you giving me a compliment. >> i think that i am. >> wow, thanks. >> now you can buy dinner. sfmta.com. access useful information, any >> the mayor, by the way, is in route. he will join us shortly. he just had to meet with another elected official that happens to be running for president. so when he's done meeting with her he's on his way. so, my name is richard lines up and i want to welcome you to your home which is the san francisco unified school

district board room. thank you for being here. i have some very good news. the good news is, not that today is the last day of school with kids, that's not because we live two circuits. the good news is here we are after 4 pm and no loss children on the last day. so, he gave. i keep checking my phone and so far everybody is accounted for. that's always good news. so, with that, i like to going to the meeting if you will and working to keep to a very tight time schedule. i know that many folks have events to get it to make the meeting marked the end of our first year together as you know. as a counselor and am thrilled, and i want to say that again, i'm absolutely thrilled of the progress we've collectively made. if your

call, in september, we agreed upon some bylaws and guiding principles and in january we greeted two and outcomes framework. this means our foundational work really for all intents and purposes is done and the good news is it's done. even better news that the real work now begins. so in our first council meeting we agreed in order for this really to work we needed to disrupt the status quo. guess what time it is? 2016,-27 and is the time to disrupt it were into disrupting states. that means there were going have to agree that to do the things that most of us hate to do we are going to have to change. we need to change the way we do our business not that it's been good or bad, it's just that we want to get to the that we have collectively-not individually-collectively never ever been as a system. to make that happen, we need to follow a solid plan and tonight we will be voting on a roadmap for the next five years. now, keep in mind this must be a process

we all are going to own. so, no one can be quite tonight get go i can just get through the agenda. we need your voices. so with that of the importance meeting this evening. so, in order to get this moving and we a lot to do i like to call the meeting officially to order and to kick things off with a to be given a role call. before we do that, i would like to take this opportunity to welcome back our ocof staff member, sandra nine, back from maternity leave. so, susanna, welcome. >>[applause] >> i'm happy to say she now has a healthy baby boy and congratulations to xander and she turned in her enrollment information adding a five-year head start which is a good thing. so sandra, would you please do the honor of a local and biddings are meeting councils. >> thank you superintended baroque oh, >>[call of the roll]

>> thank you. >> great. thank you, santa. we have an exciting evening planned and women exciting update on our services inventory at the very top of our agenda. so, why don't you launch into our agenda. our featured speaker dr. michael mcafee is a national expert working with leaders across the country and building collective impact, cradle career initiatives linking education health and social supports and we are very eager to learn from his leadership. after we hear from dr. mcafee, will dive into a discussion and actually vote on a five-year plan. finally, will end with a few quick

announcements. so, with that said, let's roll up our sleeves and get into the content of the meeting. so we will now open it up because this is a public meeting, will open it up to public comment on any of the items listed below as discussion only. sandra, do we have any speakers wishing to address the council? >> clerk: can you please raise your hand if you have any public comment? i don't think we do. thank you superintendent >> great. sandra, it's all yours. >> sorry. on next item will be an update on services inventory from dr. lori's caloric. >> good evening, everybody. i want to give you an update on where the stock are on the service industry many of you have been very involved in this process 01 thank you for ongoing support of this effort. for some of you this information may be new. we want to make sure we updated you as to the progress we've made. so,

you may remember this is a part of the charter itself. to create a citywide inventory of all the publicly funded services including state and federal. for children youth and families. the concept is to great really a online one-stop shop for all services for children youth and families from ages 0-24. really, the focus is to create a space to store all of our data in a warehouse and eventually, the goal is for all of the domains that are in the outcome framework using the models 19 measures, although services will be rolled up into a service inventory. so, if we take this concept back to remember our first speaker, alicea came and told was her circuit if we were to think about all of the services that she wished she would've known to access or how to access, but did not because of bureaucracy or did not know how to utilize the system so if we were to think about the concept it's our job to roll all those services into this online portal

so that she can easily access them through either herself directly or through service provides. given service providers should be able to go into this online shop and to provide that information to her and her family. so, the long-term vision is again, citywide information sharing and the focus is to make sure that the database is actually accurate, timely, reliable, user-friendly, and centralizes all the services in one spot. that aggregate community data needs are also in the one-stop suite and look for service gaps

, and then also, long-term vision is to make sure that policy division decision-makers many of you in this room, could understand what programming if you penetrate new programming, what already exists out there by looking in this one-stop shop. but for the short term, we start with a pilot and pilot is focusing on summer programming and that's been what we focused on so far. the reason for the pilot is we want to overcome any stumbling blocks also to build trust among all the different agencies in terms of sharing data together. and we want to create a prototype so we can work out kind of what are the technical kinks will be facing. we want to make sure the outreach for this pilot is really looking for an equity perspective, reaching out to the communities that are most disconnected and the stakeholders recommended we start with summer programming. so, this is our new website. welcome to go on the new website. the website address is up there at the top and so this is the summer activity guide. what you can do is you could search for activities as you see there. you see on the left-hand side is a free and discount bargain. we want to make sure we're prioritize for him as i cannot afford some of these very expensive summer

programs that they can go to one button and easily access and find a low-cost or free summer activity. if you were to click on that, free and discount button, this is what would come up. so, you can see it gives you a listing of the different activities that are available and you can see that you can search on the left-hand side-it might be a little hard for you to see from so far away-but as a search option on the left inside so you can look by age. you can look by dollar amount also. so far, we have had right now there's 1800 seamer summer activities and website so far. this is mobile friendly. that is important for our families. we talk to families many things that we don't have a computer. we but those of us have a phone. so it is mobile friendly so few jump on your phone and look at that website you can see that it is friendly for phones. we have

done some initial outreach, focused on the bayview hunters point, the mission the excelsior and chinatown. posters are up in every library or should be coming up i think you centered every library and recreational center. you might've seen some posters as you enter the room today this evening and you'll start to see them around the city. some just initial stats. over the past 60 days, the landing page has received 1120 visitors sessions and those visitors viewed 8500 webpages. 36% of the first-time viewers have returned to the site again. it is translated into chinese and spanish, and if the family is spanish-speaking for example and are used to having their mobile phone or computer in spanish, then the computer already knows that. the cookies will enable. it comes up automatically in spanish. but if not there's also the function of their of chinese and spanish. so, what we've

learned so far through this process is there's a lot of excitement from service providers. we been hearing over and over we needed this. this is really important. thank you for this. it's really because they wanted to have a site like this so they could better serve their families. so, the services they don't provide what they want to be able to refer their families two. the process of gathering the data was rather difficult. so, we expected that. but all of the different data sources came to us in different types of spreadsheets in different formats. so that's a lesson learned we want to fix the long-term service inventory. so, we want to figure out a way for service providers to actually input their own data so it's more reliable and timely. we did change the design of the home page website. it didn't look like that so we changed it based on some feedback we received and make it more user-friendly. the next steps could we are

continuing we got 1800 on an outdoor still uploading activities. there's a little bit of a lag happening as of this week, but they are being uploaded. we are seeking and asking for continued feedback from service providers and we were to continue to get feedback from folks using the site directly, from parents and youth also. we want to build in a process for the longer service image. we party started that process we have a list of over 100 individuals, many of you we sat down to interview and asked questions about what kind of services are you providing the we can upload into our system get so, we will continue those interviews throughout. that is the service inventory at any questions? yes? >> [inaudible]

>> that is exactly the goal, yes. that second point is exactly the goal. so that we as-folks that are administrators can make decisions around what already exists in our neighborhoods. supervisors were thinking about new programs in their district could look up and see, all, we are to have this many day care centers for example in our neighborhood. that's exactly the issue at your second question, for now we have all the library activity in there. although the magic activities funded through dc wire. bargain rack and so basically right now

it's all organization. their publicly funded through one of those entities currently. but that's a great question. we are going to explore that the answer to that question i think, the larger longer-term vision. any other questions around? okay. can i just think of you folks in the room who have been instrumental. whistle the cost of cochair of the service inventory. his live somewhere in here? there she is. >>[applause] >> adam when has been on service inventory and instruments of the thank you. bob palacios and teresa chen a student delegate, and kristi estimates from the lobby. thank you all for all your input and support throughout. the copying >> thank you dr. scolari. wonderful progress. for us were poorly but more poorly for families. this can be a real

resource for all of us. we look forward to more all updates and progress towards long term vision in the years to come and at this point would like to do is call commissioner mendoza-mcdonnell to introduce our next speaker. >> thank you. i'm keeping track of the mayor. he will be here shortly thank you superintendent. so as we dive further into this work i think part of what were looking to do is to understand what other cities and states are doing and sit be mindful about what we can learn from them. we are very fortunate tonight to have a friend and somebody who is a national leader in this kind of work, and i'm really just grateful, michael, you are here tonight to share your experience and your expertise with us. he's a national expert that is the vice president of programs that policy link they

spent more than 20 years serving as a results driven leader in the government philanthropic and human services sector. he's collaborated with philanthropic governments civic business and nonprofit. more than 3000 units before the housing, 5000 jobs, and systems cueto to career supports that serve more than 300,000 children and families. he's on a journey to build a legacy grounded in equity, just in their inclusion into a society in which we are fully participating prospering in reaching their full potential. dr. mcafee is also in her visor for the mission promise neighborhood and he's been advising all our promise neighborhoods across the country. so, we are really grateful. please join me in welcoming dr. mcafee. he will also be doing a question-answer session immediately after his talk with kenneth-and who will join in on that conversation and consulted it some your questions. so, michael. >>[applause] >> good afternoon. >> can return a button on there, i go? there you go.

>> good afternoon. i'm really excited to be here and first and foremost i oh san francisco and many of you a big debt of gratitude and a big thanks because you been you've inspired the work that i do. when i entered the field in the early 90s, san francisco was on the leading edge. i came out in the 90s not really knowing what i wanted to do, but i was exposed to readers who were at that time were leaving on the children's fund believe it was. some of the first in the nation to pass a tax to support this worker that would actually inspire me and the work that the leaders were doing here. it inspired me so much that i should try to go back and do in kansas city and got fired. i got fired because we did not have the conditions that you all had here where you have work together to do this work, but the interest stayed with me

about what i saw here that this was the work. the work of having a dedicated funding stream that we would try to figure out how to create opportunities. that work inspired me. it inspired me so much that this is all i want to do with my career and the legacy i want to build. i been fortunate enough to go from working at a community foundation in kansas city to get the federal government and out to work nationally and internationally to do one thing. figure out how do we continue to expand the process and not just focusing on one development receipt of a child's life, but holding the most vulnerable children, in fact all of our children imitate they are conceived to the time they can enter the workforce. that's our job. where we entered the field, if you go and read voices from the field, three, which is a really good meta-analysis with this large-scale committee change has come, we are entering at

the most exciting and challenging time because all the good stuff has been done. when i say good stuff this is what i mean. when i came into the field we were good at programs that initiatives and folks are good at creating their own thing, and that's great, but it's not enough. the reason why it's not enough is because when you look at the numbers, we are looking at a very special number. we are looking at a population level member. it makes no sense to look at a population level member and look at numbers for entire populations and then do something very small. the reason why it makes no sense to do that, even though that is good work, is because our hopes and aspirations were always in doing something about that big number. and, if anything is we've learned enough we can do something about it. the challenge is to we have the leaders in the room to do that. so i was whispering to just, when i was excited about i can

tell you, it's where i've seen a room of leaders like this that was not formed because of it and initiative. a big crisis with them i come together for a moment but they really don't know why they are there and even if they had come together they don't have focus and i don't have the framework. we look at the framework deeply and we don't need to tell you how wonderful you are, let me tell you the framework you're laid out some of that stuff i've seen across the country including london and johannesburg south africa, brisbane, adelaide and sydney australia. it's really good stuff. it's good stuff because it's grounded in population level impact. it's grounded in

clarity about what you want to do and now we've got to do the work of putting you all together. the work that i've done with thomas neighborhoods has been about that. figuring out how do we get the discipline of declaring a population we want to support, being clear about how were going to measure our journey for results and build what i would call the supply chain to do it. the reason why i use the word supply chain is because what we are trying to do is actually create something we can really articulate the children are on board. and they progressed through its and the not lost along the way. into many of our cities what we have is really negative early learning childhood development that we lose those children in elementary school. early childhood in elementary school really well and then we lose children in middle school. although i was to look at a population level numbers and saying why is it getting bad. common sense will tell you why it's getting that. you have not designed a system to hold them all the same children. that's the work of our time. even if folks get that, simplistically that common sense, it's where they have the leaders in the room who can actually make it happen. so, for a lot of the good work that i see going on around the country, the problem is you've got some managers but

they actually don't control the money and power and resources and can't navigate the politics did they actually can make the institutional commitments necessary to do this work. so, that's what i'm excited about in this room. because even as i think about how i pick up my only ownership i have to choose to take up differently. i often tell folks that as an intermediary organization that works nationally, if you're not careful you can get by writing reports, going and doing public speaking, writing some more imports and talk about what you're seeing and you never have to own anything, right. you just fly in and five. that's not the work. so with thomas neighborhoods where the first thing we would do as an intermediary and for that's when the reasons i was excited about coming because i share on how you do this work is to say, that i actually take up my role differently and by four i were about policy or anyone else, what is it in terms of what i control that i can do different

and there were a couple of things. the first was to say i'm going on the same results and indicators the promise neighborhoods sights all cross-country on. i'm only going to measure my progress, the progress of the institute, by all sides make a different in children's lives. so not measure my soapy how much am on the road, how do times testified in congress,y the fact the we design the programs, the white house and this is successfully implemented. how do reports we write. that's not what success looks like it is a scary thing. you know what phenomena link might take two leaders what no control over quality. i had no control over real commitments. but i'm going to do it anyway and were going to go on a journey together. it's amazing what starting with the right by joining in the real world. it allows you a level of great to push harder. to expect accountability and it forces you to really figure out what your value added is. so, instead of just thinking about white providing you with technical assistance, we

started figuring out what is the system really look like that is built from cradle to career? we started figuring out the financing mechanisms. we started figuring out how to tell result stories that would actually impact policy. we started getting folks to think about moving beyond programs or initiatives and think about how do you actually engage families in the work so they actually own a solution, so they don't come to meetings the type of omission for anyone to the door is they own something. they only contribution. and how do you take all that good programmatic and initiative work and inspire into systems and policy change because that's how you really begin to get the scale. to take a good practice and remove those barriers that are embedded in our systems that are embedded in our policy, and that is the work i'm at to figure out what are the right solutions of every development will stage in the city outraged communities of opportunity. that's where we are engaged in. and that is tough work. it is software

because it's not sexy work. what is sexy is when you keep creating something new. you have never mastered what you already had on your plates. unfortunately, for us, the mastery is in us being able to look at each other in his room and say you know i'm cannot go back and do something different. i am actually going to it spend some of my capital, more of my capital consider creating an opportunity. and the benefit will not be seen for many many years. i don't know what be more exciting? i got fired in kansas city i got fired because i would not be quiet. i actually would not run a program and just be quiet. it was the best gift that i got. because in kansas city, at that time, i'm not even 30 years of age yet. i'm making $100,000 a year. i'm getting to rub elbows

with the mayor. i've part of the foundation. all i had to do was be quiet. and look the part. write a little, speak a little, and acted in my career. you all know that's not the word. so the best gift that they did me was clearly dealt with who i want to do with my life. what do i want to do with the gifts that i have and who don't want to be in service. do i want to be in service of maintaining a relationship to institutions into power or do i actually want to do something with that gift? not everybody gets to sit in the room that we get to sit in. not everyone gets it be in these rooms. not everyone gets to a place in their career where they control money and power and can influence people to act in different ways. those of us in this room that can do that. now

the question is what will he do with it. you've got a powerful framework that you laid out. it is i would say, it's the most thoughtful framework i have seen. it is the most thoughtful framework i've seen all across the country. it is deeply thoughtful. the results and measures are evidence-based. the only thing now is for us to actually get to life through our leadership. that is something that we don't no longer can write about. the most fundamental thing now is how will you choose to be in a relationship with each other. how you choose to be in a relationship with each other? that is the work for our time. the reality is this could we actually don't know how to operational that failure we will figure that out as we go.

we talked about adaptive leadership and that's what it means to we got a good friend with the question is how old we operationalize it at a scale that will be worthy of that talent in this room. that is a hard subject we don't know the answer to her to go on a journey where were going to try to figure out the answer was still holding ourselves accountable for the [inaudible]. that's the opportunity. then you look back in five years and say, wow. two member [inaudible] buildout but were surely walking early child. note that a plan to build that middle school pieces to keep on moving from there. so what i meant ask you to think about is this. no longer time for you to think about what's in your head and what's in your heart can it's the time for you to think about bringing both of those together, beginning to think about at this moment with your leadership, and the position you hold them a what do you have to do differently to get results of scale? everybody's got an answer that question individually. the more from where you sit, what do you have to do differently to get results of scale? i can tell you, i do not a personal right

care a lot for process and where i call look a lot for group think and where i care a lot for joining with other people. it's not my personality preference. but to do this work, it that are done well be. because if i don't want to do that work, i'm actually useless in this position. that's the frustrating thing. that's also the thing that makes you a lot because you've got to grow. so, on my worst days, jesse that's all my complaining and cursing and since i can't do it out in the real world, she is my son and were bored because software. when holding is the interest of the population in holding the interest i've got to stay in relationship with my colleagues. even when i can't stand it. believe me, the reason is, because i'm not right either. my point of view of a mighty wonderful it does not mean they are right or the only right way. what only

matters is, can we be in relationship with each other and get some work done. that's all that matters. there's a lot of right ways. there's also a lot of robberies. the only thing that will matter is can we figure out a way for us to be in a relationship and to get results of scale. i can tell you, where folks have broken down, trying to do this, it's because they are nice. they come to meetings like this. the fed. sometimes the bring families and children and talk to then they go out in the parking lot and they say all the stuff they should've said in this room. that's not the work. the work is for us to have some tension in this room. the work is for us to ignite conflict in this room and in service of results. the word disruption was used early on and it is a powerful word because i believe that it would be effective we must be disruptive but respectful of each other. our job because were all skilled is to hold attention. can hold attention.

but the thing we got to mature beyond his being nice. is being nice. nice is sitting here having really deep thoughts, or really severe disagreements and your choosing not to say something. to know one of your partners is not delivering and your choosing not to say something. you may not say anything in the group meeting but you should be pulling each other side and saying i know we can do better. if you're going to be able to take on the adaptive challenges, being in a relationship means there's copies of new ways we relate around accountability. i did not say relate around being friends. professional bodies. but we have to be able to relate differently around accountability, to the population that we declare if we do that, where i see that happening all across the country folks are making big progress. i'll give you two examples and i'll be quiet.

indianola mississippi if you want to go back in time to talk about a place that is a time warp in terms of its cultural representation between black folks and white folks, that he tell you it is really real. you would think this is a place that could not figure it out. it's so stop they will you to get you know, you asked why i don't like kids in schools. they will tell you, you don't understand. the white kids go to private schools and the black kids go to the public schools. they're very clear about that. they have no problem about it. very matter of fact. now, you would think because of that difference they could not come together. they came together in scale their early learning portion of the promise neighborhoods cradle to career work. they've done that in three years. to go from taking a federal program whether thinking about a few hundred kids in st., no this is

not a big budget talked about 2000 folks at maximum. so then be able to say even though our school district is in receivership, we're still going to figure this out. so, the folks that of [inaudible] racial tension still be able to come together and produce results in an early learning portion of the pipeline is a powerful example. so i know it can be done in san francisco. the second example i would share with you is minneapolis minnesota. they really talk-and am much like you in this regard-we started doing this work without external stimuli of a federal grant or something like that. they decided that in order for us to be successful we got to be able to articulate what that [inaudible] if we don't know what we're building it's really hard for us to a lot. i actually decided to meet and eat and eat it every developed will stage early learning providers can together all it through the continuum. they decided what their system would look like what that

supply chain would work like what the quality standard would be, what was the expectation for using data to improve accountability, and then do you want to be part of this or do you not want to get some nonprofit said, no thank you. summitt said no thank you and your one and came back in your people what they were doing was modeling the way for. what they were saying we've got to get out of slice the pipe so every nonprofit is happy. that's not results based look. that's triage. there's nothing wrong with toyota lets call that if that's what we want to do. what they decided to do is build that system out talk about scale and out every development also is they can tell you this is what our system looks like. your is where quality standard looks like we can begin to tell you how much time it takes for a family looking for a resource. one of the biggest systems for housing instead of the taking 14 or 30 days to

housing what you get that down to two or three. the promise neighborhoods zoned for housing. that's an example of how when their system leaders came together they were able to reduce the time to get housing so they could deal with other issues. so there's a lot going on across the country. it is not more exciting than the work going on here. most folks don't have dedicated funding streams like you have. those folks do not have that luxury. most folks do not have a table like this. so come i want to just think about you have a luxury here that folks are craving right now. you got the leadership. you've got the smarts to do it. so, ask you to think about what is your number? what is the population you want to circle effect and what do you have to do you work leadership to create a society that is just and fair and

allows all to participate and prosper? breast that's the meaning of equity and that's what i'm asking you to think about today. how will this system and your create an opportunity property. thank you for allowing me into your space. i'm deeply inspired by your work and i will you a deep debt of gratitude what you meant to me in my career. so, thank you. >>[applause] >> dr. mcafee, thank you very much for your words and guidance and your encouragement as we launch into the next phase in what we are working on. your experience, your dedication is really felt and i want to say for all us here, and certainly for my team and the teams were all joining together, something you said earlier you know i'm not really the sexy mayor. i like to talk in terms of five-year plans,

tenure commitments, but one of the things i want to make sure everybody understands, when not making any new promises of what we are doing here. we are actually for filling old promises good when we said to parents and the kids if they come into our school system we will get them the best education possible. that's been the mantra for decades. and you are just saying to us, hold ourselves accountable to that outcome and will be okay. because that's not a new promise. it's a promise that every city is trying to make, could we are just discovering that many more ways to get it done and to hold ourselves accountable and this is what i really like about what you're telling us because we've got to have that kind of dedication in order to get it done so, thank you very much. well, ladies and gentlemen, we the compost a lot this year, with this new counsel can always still have a lot of work to do, we've made a great foundation for identifying the outcomes we want to see for all of our families and all of our

children. i'm excited about that especially for those who often have fallen behind in school and in health and economic security. i'm excited for them because i know that were going to get a lot more things done because we have been working out of the box and trying to do things and the results are quite encouraging. we got to figure out this out together to make better outcomes and a reality for our children and for families. we are fortunate to have a district vision 2025 there's a strategy here that ensures we have students that are prepared for the future for our future world challenges, and the district has broke the mold in developing this very strategic plan in the identity input also to stakeholders from our city

officials, our community based organizations, business representatives, to students and the teachers themselves. we all know that plans can look pretty good and goal statements can sound pretty great, but it's about how they are implemented that makes the real difference. it makes a difference on the ground. so, we need to come i think we need to make sure these words come to life and the work that we do every single day and certainly, in every budget cycle. speaking of budget cycles, you kind of know this administration and my being mayor, i worked really hard to make sure all the departments are on five year economic plans, and i will tell you, it makes a huge difference when you're not going year-to-year, struggling with what emotionally important and then having things. together. when we do deliver it planning, it works even better. to make sure that the clinical work

that we want to do is tied to what we're trying to achieve here,. so i asked all my departments to align their five-year plans with our children and families oh, framework to aligning them together. i know that my cochairman or superintendent has asked his cabinet to similarly aligned with their planning for the next year and beyond with the goals and measures we adopted. i have also allocated an additional $72 million to services for children youth and families in my proposed two-year budget. that's about to be announced. i'm telling you something nobody else knows yet. i'm telling you ahead,-i'm sorry >> it was already announced. >> but if it wasn't announced by me it wasn't real. i have to sign off on it. well, this

additional $72 million that was as a 13% increase over the next two years and support preschool for all. it will support the cys children and youth fund. it will support the children's fund. the transitional aging based on. and this investment includes 11% increase in the public education enrichment fund based on. which supports sports, libraries, arts, music, wellness centers, family support and all the efforts that will be identifying. also, some of these funds will be used to expand the services inventory that you were briefed on earlier. we want to see that tool grow and becoming a one-stop shop resource for all of our youth and families and service providers. so, i'm counting on all of you. everyone in this room both on the city and school districts, as well as our community

partners, to continue to align your budget resources. everything from budget to your request for proposals, to the contract and service deliveries, with the goals identified in the outcome framework. we've got to align these things so that he can do as the doctor has smartly suggested, have the outcomes that we want to have. this is the change that we are doing. yes, it doesn't sound a whole lot sexy like this and all lined up. that's not sexy but that's exactly what we have to do. we know we can no longer work in our silos. that's a given factor we need to align resources along with our efforts we need to know what the right hand and left in our working together to make sure that the type of change we all want to see those actually get done and

we need to be able to measure our progress over time to ensure that we are all living up to the promise in making a difference in the lives of our youngest residents. speaking of the next steps, like the moves onto the next order of business could give you in the room have spent time and energy helping us to develop an approach to collect the planning. the results of this effort this year are embodied in a document that you have before you, the five-year plan. we are fortunate to have dr. eckstein and deputy superintendent cochairs of the plan working group that are here to provide us with an overview of that document, and other briefed on the process that took place earlier this year in the resulting document and i feel confident this is the road we got to take. so, with that i like to invite dr. epstein and superintendent we need to present the five-year plan. thank you >> before you do that, we did want to do just the brief engagement from a follow-up on the discussion from dr. mcafee's presentation to give you an opportunity to reflect and to respond and then we'll go into the five-year plan. >> thank you so much. mr.

mayor and dr. mcafee. we just have a few questions to get the ball rolling on some of the comments that you shared with us, dr. mcafee, and we are at a very important inflection point in this overall effort will we now have our legislation passed. it's in the charter. we have our outcomes framework. were going to consider hopefully approve the five-year plan tonight but even the five-year plan itself is a planning document. it's a roadmap to many more details to come. so, just one question to follow-up on some of your comments. how do all of the members in this council, all of the folks in the working groups and beyond, how do we think about collaboration in a different way that will deliver

the outcomes that we want to see that we've agreed to and names? what our own actions? how do they look different than they might have in the past? >> perfect. one of the first things i would say was that wait for moving from talk to action? one of the ways we do not bring best practice into our work is that we often come to meetings and we form a table and we just start talking. but there's a lot of evidence-based practice out there on how to do that whether you're using six sigma or the discipline of results accountability that you don't have to learn that all yourself. what you need to be able to be clear about is layout that processor were going to a process because your job is to align contribution. so now that you have results and indicators, for me, work now becomes how do you organize around those indicators. now

that's all that matters. how moving from the baseline from those indicators. the first step is to say, do we have good baseline data for each of the indicators. i think there's 19, right? for the 19 indicators we have good baseline data. then, can we think about how do we craft good strategy using the baseline? do we understand why it's truly a particular way. before we start trying to sell programs and partners and all that, do we really have a handle on why something is truly moving in the wrong directory all give you good example quickly. in true chula vista california, they will look at children about how college families been engaged in a look at survey data and tonight percent of families were talking to children about going to college. and they thought they could just double down on something they were good at community outreach. it was a [inaudible] that data does not mesh with what i know is going on in this community. it really does deepen the data and discover that actually, 90% of the famous rotunda children not to go to college. they were talking to them but they were telling them not to go. so imagine if you had a start an

undisclosed strategy process and you try to fix that three years later. think about now that you have the indicators do it good baseline data and we know how to move from the baseline crafted strategy. once you have a strategy then you begin to think about who are the partners that can deliver. >> dr. mcafee,-can you mimic? dr. mcafee is appreciated what you said. before he spoke i asked you around the questions and remember what you said to me as to ask you things that had pinpointed it was like music to my ears. so here i go. for those of us in leadership positions, managing the intentions of the policies and practices at the ground level, and we know that it truly going to be in relationship between the teacher and the student, the therapist, the counselor, the librarian, the make the change with the family mother

family worker. what ideas or thoughts or expenses have you had around navigating policy intentions and practice? what have you seen? how do we go through those-we're intention from the policy where we know that needs to be related to the practice at the line level? >> sure. clearly starting to bite and get there in the opposite direction. we see teachers and others involved in this work and say, you know what the problem x is getting in the way. restorative justice practices for example. the folks are saying i would love to be able to have more time with the children, but folks are keeping them out of school for-can we fix that? california actually leads the nation where the california alliance has got some

restorative justice practices passed at the state level. now the question is bill how do you implement it locally. that's an example where this group is meeting regularly, will start hearing things like that. in minneapolis, when it was happening the super instead before you kick a child out i'm going to see that child. i'll make that decision. so when away from being this magical system think that we just got to do to that superintendent owning and saying this is getting in the way of children being proficient academic subjects because her not in their seats. i'm going to start assessing whether we kick them out and that's what i mean about how you'll pick up your leadership role differently because that's an example with the superintendent said the most about the policy have got to do. that superintendent made that call. so with things like that that as you hear about these barriers to making progress, and progress will be

straight up and down. this can be some absent flows and something to make any progress but if you can to make these types of decisions as leaders, it will to implement the policy is being guided by good practice. >> thank you so much. were taken down a lot of concrete specific ideas. so tapping your while we have you. speaking of leaders, one of the themes i think were getting a better handle on this question, but it's still important question that were wrestling with. change is hard and were also many of us if not all of us to some extent grooved in our practices. this is a very aspirational broad set of changes that were trying to make. so, as busy leaders, as busy people that are moving more forward in our own ways, how can we think about that change in a way that doesn't feel like one more thing to our already busy duties and

responsibilities? >> this is the most fundamental question because this is not liquid. our work. everybody has to arrive at that commitment on their own should remember what i said about how i took of my leadership role coming to the institute. if i talk up another way i would've done a whole different set of things. one of the things you can do because y'all will get there on your own in your own time, is to make sure this container is different. so that you're been able it it forces you to be in a different relationship. imagine and if you are much you come into this room and baseline data is all wrong on the walls. were either-while talking in generalities anymore. when we come to meetings that were talked about making progress on one of those indicators. everybody may not to be involved with the way we start forcing the change is to start forcing the conversations to be about delivering results. no more philosophizing. number looking at reports. that's all work avoidance. there's tons of work avoided the behaviors that will emerge that folks will want to debate. folks will have more resources another expert to come in. stay away from all that. start having conversation

focus on the indicators. who is responsible for doing something. and watch how the culture starts shifting. figure out then, how do you support each other in that journey so the meetings and talk about results is not about punishing someone for not delivering or not doing what they're needed, it's about us creating a culture of supports. if you do that, i watch group accelerates. start talking about in indicator in specificity, and limiting of all be very clear about why you're having a general meeting but the framework. >> i think we have one more question. i really appreciated your comments about being nice. mostly appreciated the thoughtfulness about disruption and that's part of a conversation. i think that gets into the question of inclusion.

so it's sort of a two-part question. one is, what ideas or thoughts or have you seen around-we have inclusion should not inclusion that just puts people at the table that can agree and be nice, and secondly related to that, if we are not going to a nice how are we going to get work done? >> perfect. we member what i said about disruption but being respectful. we should always be respectful. when i say not being nice, but i mean is often times when you're challenging people they do not perceive that as a nice behavior. you got greater culture where being challenged and questioned and pushed his okay. so, that's going to feel really got to folks for a while. so i always judge myself by this bit on where to push hard but as long as i'm not disrespectful i could care less how you feel about it. because remember, i'm

accountable for population it am not accountable for a public opinion poll about how you feel about me or how i feel about you. now when you to to be smart to be in relations not discounting the power that's really how things are going to get them. i'm not undercutting the importance of that but what i do know i'm doing with enough senior-level leaders who now to exercise judgment to find a balance in that. because if you let folks get out of balance, as soon as you start seeing people talking in the coffee room were in the parking lot and you don't-so why did you say that in the room? that's when nice is been avoiding work. the way you do that is to make sure you have accountability conversation about moving work and being conscious that this is what it's like to work on a question that were going to push at sector. on this issue of

inclusion, i believe the only inclusion that matters is when folks contribution is front and center in service of a result. i don't believe in gratuitous tracing people out to tell their stories and all that stuff that we do. if folks are valued needed and acknowledge the come into this room like all of us as equals and be able to own something you got 19 indicators. family members should be owning some and so they can come in this room and tell you i'm reading to my child at least three times a week, you see my point? that the contribution they have. there's no reason for anyone to be in this room that isn't delivering on windows 19 indicators because every time you let a person in this room that doesn't own the contribution you're going to manage that personality. when folks don't want to contribute they act out. they feel they throw new ideas that gets the group octet. they start philosophizing and you find a way to be disruptive and won't be in service of a result. so the price of admission the way you're showing people that we love them, you value them, they're needed and you're going to acknowledge them is by saying, i respect you so much i

know you got a contribution. until we find one you can come to the meeting. now, let's figure out how to do that and that's what we have to do for everyone. practice community members. everyone has to walk in the door owning the contribution. that will change your culture overnight. because people stop coming. folks who don't want to look back on the meeting at the contribution. they won't stop coming. that's how you do. your contribution, when you own that you respect people by engaging the contribution you have to worry about inclusion. it takes care of itself. >> thank you. >>[applause] >> thank you. becky so much again dr. mcafee. we didn't have a kind of time with you tonight, but very very good ideas and lessons for us at an important time. so to continue to be in touch and have you continue to guide us as a part

of this effort. so, now we are going to transition to the next agenda item, which is the consideration of the five-year plan itself. so, dr. epstein and i are going to walk through the next part of the presentation, and for starters, we want to clarify one semantics issue, which is about the document that hopefully everyone has in front of you. the deliverable. this is another important deliverable is part of the charter requirements, which is the first version of the five-year plan. so, it has been the titles slightly. so, the title of the document is now, the five-year plan: year one. the reason behind that is that this we know this is not going to be the five-year plan for the next five years. there's so many different layers of the work, the content, as well as process. so we arrived at this recommendation for that

particular title with all that in mind, and at the same time the charter requires us that the council to pass a five-year plan. so, we thought this was an appropriate way to bridge that requirements, but also be truthful to the content of the document. so, we are going to talk about in more detailed timeline for what happens after your one, starting in year two but we want to make sure everybody understood that language change up front. so, one of the main cop assurance of the last council meeting was the adoption of the outcomes framework. we had the benefit of very strong body of work by the outcomes working group and we had some discussion focused on this in our last council meeting. so, we want to ground -we want to make sure everyone understood that the five-year

plan and the work ahead is anchored in the outcomes of framework. so, my hope is that everybody has studied this, familiarize yourselves with this framework, and this is going to continue to be the basis of the five-year plan. all the versions, the addendum the progress reports of the five-year plan and certainly underlies the year one plan that's in front of you. so, just to recap, there are five goals. a, b, c, d and e. and 19 measures. there's a total of 19 measures 8-1 through e-four. that correspond to those five goals. the five-year plan is going to articulate how we employ the collective impact strategy on the bottom. so sharon accountability, coordinating service delivery, targeting resources, sharing data and train staff. all that is meant to happen in a collaborative-to these very

specific intentional collective impact strategies. last but not least, the equity lens, equity lenses, are critical. so, we've named a number of equity lenses in the outcomes framework and part of the work ahead is looking at disaggregated data, setting targets for each of these subgroups of our community. so, we can't lose the equity lens in the midst of the broader measures or indicators. so, the purpose of the plan, just broadly speaking is to focus on strategies for improving collaboration and alignment across our public institutions as well as community based organizations. we have identified i think this is been a big push in this version of the five-year plan,

to name and describe these five collective impact strategies. we will talk about that more in a few minutes. we are proposing creation of working groups, so for each of those five goal areas, the next phase of the work would be to establish working groups that can really bear down on those five goal areas. of course, correspond to the out framework. in the first year we see the work being focused on understanding is collective impact strategies, and will be starting to apply what we were just talking out with dr. mcafee. thinking about systems change. thinking about behavior change. how we rewire our own practices and move much more intensely towards working toward together and collaboratively. not working in

isolation. and really having that be a major push of our efforts. i want to talk about the process a little bit. first of all, we want to thank the 21 individuals who served on the working group the five-year plan working good. and some of you are here. could you just stand it even participating on the working group? or raise your hand. go ahead, yes thank you. thank you very much. can we get a little appreciation for the working group? >>[applause] >> the group met five times over the course of eight months. and had very deliberate substantive conversations. this is a hard-working group. hard-working working group. and they were always nice. we delivered on that of not being nice all the time. we did pretty well. the other appreciation that we want to make sure is for the ocof staff. dr. scolari, jennifer, karen who's a consultant that

have been helping the other empire to her standard non-. deftly thank you for all incredible work you did for this working group. >>[applause] >> some of which included research. so i want to make a specific mention there was a lot of research around other collaborative that happened in other hearts of the country, as well as within san francisco. previous efforts within san francisco. we had many vehicles to gather feedback from members of the community were knowledgeable about that. so, i want to clarify a few things about this plan. and some of this i think his service in the january council meeting. we been thinking a lot about these questions in the past four months. i want to confirm and update the council and everyone else here about the contents of

this document and what it is and what it isn't. what it is-i'm sorry. but it is not you will see it does not yet include some of what one might expect to see over traditional five-year plan to things like baseline data and targets and articulation of strategies and implementation steps. so, given where we are, the breath and the complexity of the subject matter, we intentionally have not attempted to construct all of that for this first year one version of the plan. so, instead, we are specifying a process and it works structure to do that work, to align and coordinate services, to provide

an approach to proposal and approach to other initiatives to departments and plans and also part for that prioritizes that focus on the equity measures. the underserved students, students of them is most in need, and were going to talk about our timeline next, but i just want to make sure people if you're flipping through the plan, many of you did participate in some of the outreach sessions we've had over the last two weeks, but if you were able to do that and you're seeing the plan for the first term, just know it's intentional by design. we do not put all those implementations that sort targets in this version. that is going to come next. so, this is our five-year timeline and if you want to see this documentieve it's on page 17 of your plan. so, you can refer to it on hard copy if you like. this-the work of the

first year, is mostly focused on the design and development work by those goal working groups the wind will talk about more in a second. it will also include a landscape analysis of existing resources, supports and initiatives across each of the five goals. at the end of each year, including next year, the staff will publish an annual progress report. that's another requirement of the charter. that every year there's a progress report that's published. in a year from now, in may of 2017, the progress report will include more details about the continued process steps, plus, our content strategies. in resource allocation recommendations. so, there's a lot of work to be done in this next year, and that wall show up in the progress reports that will be proposed for may 2017.

so, i'm going to turn it over to kim. >> good afternoon everybody. i just want to start with thinking the superintendent and the mayor and the commissioner and the staff and the councilmembers for allowing me the opportunity to cochair this committee. it was really an honor and experience to work with such a talented spirited group of people around such an important area. i think i learned a lot and we had incredible challenging conversations that i think were really productive and the plan you are seeing today is evidence of that. what you are looking at is a at the screen i want to stress is a plan and the plan does not create change, but without a plan you can't make change. so, this really a first step and as has been said a lot needs to be said more is that it will be incumbent on all of us to

implement the plan and move the needle is for all of us to be different, and at different essences and it isn't just about adding more resources. it's about our resources acting differently and i was very clearly expressed by our group. so what we have consensus of is that there's lots of good work already happening, that year one will focus on the five collective impact strategies, the children youth and families have must participate were must have the equity lens to go design the system. we need to remove barriers for community members to participate. this might involve stipends and we need to coordinate the work across the five goals because they're interconnected. there's a lot yet to be finalized and this is where a lot of our conversations focused can we

need to talk about the composition and structure of the group. we learned a lot from our speaker about how potentially to think about that. we have to think that the frequency of meetings, being mindful of both of meeting overload and actually getting things done. the working group will interact with existing collaboratives. we have a lot of things going on in this city. at any given time, there's a group of people talk about one thing and there's a table somewhere else talk about the same thing were five other tables talking about the same thing. we note that one meeting and there's four other meetings. how are we going to align those meetings and utilize the resources without continuing the fragmentation. and how to best again, include children youth and families in meaningful ways and how to select members of each of the groups. probably was complicated and how to align our budget cycles. how to think about lots of conversation about the way in which budgets

are ongoing and make changes while the budgets are happening whether an rb process or other departments and how to ensure we do this work aligning our budget processes together. so not to go into all the details on the site. it's on pages 19 and 20. i'm just to summarize that way when it's onus there's three important areas that are working groups need to focus on. i think, again, as our speaker told us, we have to clear measurable objectives. objectives that really develop specific recommendations and we can measure and work towards good our participants have to represent the communities we are serving, inclusive and we have to balance the workgroups are large enough to include participants and small enough to get something done. that's probably will never do it right, but we have to always keep it in mind to do it as

best as we can. at our meeting structure, i think one of the most unique ideas that we came up with a solution of tri-chairs and the tri-chairs would include summary from the public systems, school system potentially, public system as well as somebody from cdl or and of course summary from the community. so those tri-chairs will really navigate. the tri-chairs, because our groups are interrelated, if you look at the five working committees, you can see there's lots of interrelationship those tri-chairs would meet together to coordinate and align the services. that there be an orientation for the workgroup to orientate everybody in a common set of practices and procedures. it's a very important point that we not just for people in a group without teaching them what the work and the objectives going

forward with. so, which are looking here is our five collective impact strategies. they been talked about a lot. they can't be talked about enough. we know you can group practice without data. we need to share data weenie to have an effective sharing of data to improve practices and we have to not just use data leaves practice-based data as well as data that comes from other places. some of our data is localized or cultural or specific to populations. so, it's not just about big data but qualitative data, all kinds of data that contributes to us improving practices. if you target resources and coordinate our budgets already said what can be said enough, it's not just about adding resources but coordinating our resources. that we have to look at gaps in coordinating our service

delivery and look for redundancies. training staff. we talked about a lot of the fact there's training going on all over the city but often were trained people on the same things and will would be like if it was a common curriculum for folks that work with children youth and families across the city as well as specific curriculums in our departments were ceos were education, so we can coordinate training across the city which would both be efficient and develop a common language and common principles across all workforce. given our workforce often moves from our agencies to the other at best if they don't move out of the city. then we have shared accountability. shared accountability we spent a lot of time talking about what that means. what would it mean that potentially rrsp process work

contracts would have mutual goals across departments so that agencies would not have different objectives from different departments. what would it mean if we can measure things together. so we should talk about shared accountability-our speaker spoke about that i think articulately-for all held to a set of metrics were responsible for the were asking our teachers and counselors to do then i think we might be motivated to make a change and try to move the needle. and that always was set of recommendations. many people know what has seen this slide. it's self-explanatory, i think, in terms of the difference between equality and equity. our group and remember, any outcomes frame framework and the program framework equity goes across all of our goals and we couldn't stress enough that everything we do, everything we do, everything we do, has to have equity in the sector of what we do because we know that the disparities in our city are great and have not

been moved in certain populations, and that if we don't succeed in moving the needle on that, then we will not have succeeded in our five year plan. so, equity is really about ensuring that those folks that we have failed or underserved or poorly served have not just equal services, but services that help them succeed and prosper with the rest of the city. i don't know if any of the members-and were members. articulate about this. i don't know they want to add anything to what i said about equity, but we spent a lot of time talking about that. >> [inaudible] >> you are okay? i want to make sure. thank you. >> at this point, i think we

want to invite discussion and questions from the council. i imagine-i don't know there's a public comment section connected to this? okay, great. please, if anybody has questions or comments then, please, chime in.

>> yes, it's a great question. there will be an opportunity to reevaluate. every time you see a diamond on one of the comments, that's the point we want last to reevaluate the outcomes framework. the other contribute measures the right contributing measures? because raskin newsgroups to begin the process to do a warranty analysis about what data points to we have, what data points we not have? that the opportunity to this process in year one breast to make a shift if needed as we begin to implementation work in year two. >> [inaudible]

>>

>> so we began to collect baseline data to understand where things currently are. it's a work in progress. we have to do a bit of benchmarking to help inform where we set our targets, and whether the charges were having, as mentioned by deputy superintendent, we want to look through a lot of different equity lenses, and often summit data we want to look at is not available. so where looking into creating kind of a survey to help supplement some of the

data we currently have, i do source that would address some of the questions that are not currently available through our various surveys were testing were measures that exist to kind of supplement that but i think there'll be an ongoing challenge for us. something we hope to see change your time is our agencies, systems collecting more data two more lenses to up was really kind of, as dr. mcafee said, figure out why something is trending or what's the real story to get specific on the baseline indicators. just then a pastor note, the question i think abbey was asking what was our real plan around baseline indicators. for any of the questions that come up around the council, if you were caught to the microphone to speak in record and get a record we'd appreciate any questions commit to a podium. >> is also being televised so people not watching the warriors game are watching this right now. but great question, thank you.

>> a brief question we can rid aid for you but-i know. i do not want to say that. >> john them with the planning department. first of all, appreciate the year one qualification. in my will to win a plan does take time and appreciate a roadmap to creating that plan. if dr. mcafee would still here i can't resist saying that in my world people being too nice is not a problem i've experienced but

nonetheless, i do think i appreciate his point about people challenging each other respectfully. we're doing a lot of work right now on the issue of neighborhood civilization. how we balance the city's growth with stabilization demographics of existing neighborhoods and were trying to establish a whole series of strategies and protocols that nothing to do with development that have to do with the eviction control and tenant counseling and keeping people and keeping people in their homes and businesses in place. try to establish within the context is series of performance metrics on how to measure success. one of the challenges we have is getting people to agree on what those measures should be that are reasonable that the city can accept. particularly, around affordable housing production which is extraordinarily expensive proposition, but also true in other measures. with the measure of success and how may people can stay in their apartments were humming locally owned businesses can stay in place? that is becoming one of biggest sticking point of our work with the community, and how we measure those. so, i note that the question or comment, but it's kind of a

call to think through that process and how you get to agreement on those measures as we move forward into the next segment. it's going to be very important to create reasonable expectations. >> thank you for the comments. when we get our community outreach around developing the communities, on-site, developing outcomes framework we did hear a lot of feedback from summer kennedy partners especially parents and some of the measures that we were considering an summit ended up in our plan felt very distant for them. they are at the population level. how does this relate to day-to-day life of a family struggling to make ends meet here in san francisco or to a service provider working one-on-one with a student or group of students. so, if something we hope to develop

over time. we want to keep the lens of population level but i think your point is right on. how do we make these population measures really kind of real to our stakeholders on the ground who are wondering about their individual child or their families with a student in their classroom, wearing their communities, etc. so, thank you for that. >> can i just add, sort of a prediction that's connected to the question. actually, i think is one of the reasons why we sort of managed our expectations about this work product. one of the things that i think is going to be quite complex and difficult and perhaps controversial is looking at the task of setting targets for each of these indicators that are disaggregated. so, what should-what is reasonable and what is aspirational and what's the right balance that might be different from one population to another. it's potentially right with tensions and

different points of view. so when we thought about that question, we sort of abandon hope that we could propose something that got to those levels worse year wasn't version of the plant not to say another use can make a less controversial but it's quantity they sophisticated conversations that are awaiting us and everybody knows in those working groups. so we have to expect that there'll be challenges and work through it and talk about them as a counsel and with the staffs help of course. i think it's going to be quite an interesting conversation. >> can i just add one thing about data, which is where i feel excited about is even if we can't share data immediately or collect all the data we need, if we know that certain population of youth are not attending school, and on the behavioral health director for

children health and families and we've shared outcomes, i think it's reasonable for me to talk to my staff about whether kids are attending school or not and what the work they could do to help attend school and we are aligned with the content bar practices even with that single data point which has complex reasons why kids may not attend school, and all art departments may have different strategies related to it. so, i think we wait for the data to get perfect, will have waited our five-year plan. >> can i just add another thing? just thinking about in particular what john just mentioned, and then ed just on the transportation comments, so much of what we been doing thus far has involved departments. i just appreciate you guys if they know what that-how those components get added to what we've already been doing. i

think that the data component of what you're trying to figure out, john, is also helpful in the commentary and the narrative you have, that you're able to share with us. so, as you are talking about warehousing is getting built are some of the bigger plans and transportation becoming and, those are the kinds of things that could help us determine why students don't get to school on time, or why families are not able to get to jobs that are located on the other side of the city. so, i think in addition to the data you are trying to hone in on, the narrative component of it is really valuable to us because that could also factor in when we are seeing gets endives in certain places that don't make sense to us. but, you have the knowledge of where transit is going to be coming

in or where places are being planned and approved and what we should be looking for, so that we can catch some of that stuff i had a time. with it about it very differently. that's just another layer of importance and value of not having the data that we would-that many of us have been collecting for years, specific to children and youth in their outcomes, but i also think within our own department we have and always ask the right questions in order to get to the data. because we been doing compliance data were we have been doing-we've been asking the kinds of questions required in the report so, this is yet another opportunity, as were starting to think about what the plan is going to look like going forward, to start integrating some of those questions into the work we are doing so we do end up with the data at the end of the day. i think there's also some opportunity for those of you

that have rfp and rfq and manage grants for the city or for the school district, and so, are there ways that we can require those that we fund to help us to collect some of that data. so, if there are things that were looking for and i know you've are even doing this, when were starting to look at where kids live or what high school they went to, and this is just very superficial-you know it's not something we would typically ask in a grant because it's not a thing we would report on, but now we can say, when your kids@intimate you need to understand where they come from. so this is, again, that strange whale were different way of thinking. this culture we want to set so that we are data is not to come overnight. it just going to kind of evil and get to the place where we can also look for data in places that we normally would not look for a.

>> if you'd like to speak and you come up to the podium, please and we can have you addressed the group.i'm sucking on a stop you for a second because we are going to have you speak at public comment, if that's okay. perfect. we will do that at the end. thank you. other councilmembers? >> talk about everybody's-this is your time. >> by michael wold where the

public members of the committee and i do want to take up something what mike said and particularly, following what john just said. i do think what you take out any area of the five outcomes, economic, security, housing stability, is by far the most challenging outcome that we have, and it's going to take thinking through in a way. what i want to put on the table from having been involved in this for a long time in san francisco, and because i think mindsets are

very important, i truly believe having worked on this academically and on the ground in a number of ways, that with respect to outcomes for children around health, emotional health, academic, or achievement and personal security, that we actually can get very close to 100% in terms of the children that are in this city that were very far along at this point, and that a change of mindset and process could take us very close to the 100%. i want to just put in a small-not to single out any group but when the data comes out and it's there but to just to take one group that's

particularly at risk in terms of bad outcomes in san francisco are african-american youth. there's many groups. last year in san francisco there were 435 african-american children [inaudible]. we had multiple systems plus $100 million children's fund that is flexible. if we can't get the 135 children to age 18 meeting a set of basic incomes we are really failing. >> thank you. that should've grounded you.

>> following up on that, when comments were potential concerned with the five-year plan for me is that i wonder if it's part of the collective impact strategy word you consider putting targeted at universals in one of those strands? having a kid commit that as a group we feel that we have a focus on the most marginalized people to come to any particular outcome than we have the expectation that's going to improve outcomes for all groups. if not, specifically, no targeted universalism than having a clearer definition of what equity means. so, when we look at that powerpoint slide and see what equity means in terms of looking over the fence, it

means those that need more resources get more resources. so, how can this document reflect that when we talk about equity. >> last call for comments. >> with that, again, i want to thank everyone's sentiments, thank you for the robust discussion, for the presentation. for the work at moving right along and be respectful of everybody's time, i like to open the floor briefly to entertain any motions related to the plan by councilmembers. so, does anyone have any motions regarding the planned? >> we moved to adopt >> that would be a motion. >> i motion we moved to adopt.

>> so it's been moved and seconded to adopt the plan. so, phil hubbard moved. kevin jewett has seconded. is there any discussion? great. seeing none, let's have a vote. public comments. okay get public comment on this item >> if there's anyone who would like to speak, please come up to the podium. >> hi. glad to talk with us? okay, well this is my comments. okay you know how we were

talking about-i am [inaudible]. no problem. you know how we were talking about bringing this plan to people of the community and getting them on the same boat as us even though they already should be, i just want to beat people to be mindful of the language that we use because i'm sitting back there and i get the gist of the conversation, but some of the words are still confusing me. so, i just want people to be mindful of the language that they use when giving this to people in the community. that's it. >> thank you. >>[applause] >> thank you for the comments. any additional comments?

seeing none,, are we doing an individual goal or just all in favor? so, all in favor of adopting the five-year plan, year one, please signify by saying aye. great. congratulations we've adopted the plan.so the motion is passed. on the next agenda item, announcements. dr. scolari >> okay, we are almost there. getting closer to all to go see that warriors game. so, we have three names of the charter indicates we must have three meetings of the council every year. so we will be content in you to schedule those good as to be fun. schedules meetings for next year. were planning as mentioned earlier to have an ation this fall for all the council members and the working group members also. we would like to ask all of you to consider engaging more of your

staff and process as this next year comes about as we start to begin the real work. we want to make sure that we get more of your team on a newsletter. so, if you can, please either forward the information to them or you can-somewhere here-let's see,-we have an e-mail address oc 11@sf.org and you can e-mail us and ask for us to add individuals from your team to the newsletter. were you can go to the website but we're asking folks to be engaged at many levels at this point. that's it, thank you. >> great. so, with that, i

think we've reached the end of our agenda. i want to thank all of you for coming. i want to thank you for your commitment. i want to thank you for your contributions. just a reminder, we need your continued support for real change and real change is just beginning. so, looking forward to diving in on this critical phase of the work and congratulations to everyone for this great work commerce during this first year. all kids are home safe and we are adjourned. >>[adjournment] good morning, e >> and want to thank supervisor wiener our castro merchant and residents all of our agencies for being here this

morning of course, this is a scheduled presentation of our neighborhood fix it programs that we want to announce before i begin i want to say that i'll be here briefly because another trample has occurred in our city been an officer-involved shooting in the bayview i have to get back to the office and pay attention and get all the facts but every incident in our city regarding an officer-involved shooting is a tragedy and one we're from the mist of reforms for the police department making sure that everybody is safe but whatever an incident of on officer-involved shooting we want to make sure that that we understand and whether or not it fits both our reforms and why on officer will be required to use

his or her weapon in heir circumstance i know your communities of san francisco everyone wants to better understand to move on the santa sanctity of life the most important policy in the police department so i simultaneously right now chief suhr that providing information to the people there in the bayview on what happened i don't have all the circumstances by do know that involved an individual that was in a stolen vehicle but at the same time whether or not it required the use of deadly force is something we need to look at very, very specifically with the promise that our police department is improving it's policies and should take life only when other lives are in

danger and that's where the circumstances have to be reviewed specifically ufb i'm upset about that because i take all the officer-involved shootings very sorrowful on behalf of everyone in the city and want everyone to know that that the purpose of this gathering today is to really keep our neighborhoods safe and clean with the tremendous amount of involvement we have and i don't want to ever loss it theme to make sure the city is safe and clean for everybody so let me spend a moment only simply thanking all the people hear our officers and muni, our pit stop monitor and volunteers as well as our departments 311, public works, public utilities commission commission the homeless outreach teams that are working with the merchants

association with the cb d and castro all the groups that supervisor wiener and i have been lucky to go work within others past are beginning to come together on at least this immediate treatment of 5 neighborhood corridors in the city corridors that will we believe not only needs this immediate almost eco implies that mohammed nuru if dpw calls it we come in and try to fix things whether or not broken signs or faded out crosswalks or damaged things on the streets that don't work or anything that might make residents visitors, merchants and others feel unsafe in their neighborhoods needs to be fixed the assembly will be

better coordinate under if program i've directed all the parks including the rec and park department and departments we nominated working together to make sure that we fix that's why the fix it teams are announced under the directorship of sandra a very veteran, if you will, within our public works department and have my authority as the mayor to coordinate the departments and get them at a maintenance level when we fix things to maintain them great places like the castro where i often go or mission geneva or chinatown or fillmore all going to be part of these initial 5 neighborhoods in the next 3 years with the budget we

have planning and hopefully gets approved in working with the board will be over $6 million to public works to make sure they do their job in cleaning but all the other departments that have access to the streets will collaborate in fixing the platform at the 311 calling center where we have a lot of people logan in but not know if, in fact, things are fixed sometimes they are and sometimes needs refixing that's the announcement today, i wanted to again thank the two pit stops monitor herman and another individual you delayed you were doing our job people call out for help recently you were there in preventing a robbery from

happening thank you for those who step up to help others this is what the teamwork is an embracement of a team to keep the corridors we value to be kept clean and safe and more liveable but to keep up oftentimes i'm also sometimes do it i'll come in with a parachute of people to do something we leave and great moment how about next week and the week after how to keep this up this is what the fix it teams are doing make sure that the public health department outreach workers are here part of team we have challenges on our streets with certain individuals who make take the opportunity and not using the pit stops and make

sure that everybody is feeling safe i thought want to make that announcement and make sure you know that i wanted to celebrate but keep it going for the merchants that oftentimes are facing other challenges about the corridors for not only their driving but for all the residents and so forth but with that, i need to get back not only to the office but the ongoing conversations with the police chief and the community advocates that are concerned about the officer-involved shooting hope you understand that it is a serious thing for the city i take it seriously we will have today or the next few days a clarification of what has happened and a response to it but thrill tell you it is very uneasy and tragedy to have an individual die on officer-involved shooting and we

just need to make sure quarry doing all the right thing to prevent that from happening thank you very much. >> (inaudible). >> well, you know again, i think we'll have to ask a lot of questions excluding that and are the officers following the protocol what were the circumstances that led up to it we're trying to con stringent a circumstance in which an officer uses his or her gun that lethal force had not been at the center of attention for so many months i have internal listed if on ever shooting that happened and make sure that everybody is following the protocols in circumstances was that officers

life challenged in any way were other people's lives champed in any way those circumstances have to be looked at i need every single officer who carries a gun and authorized to use it only do that has a late result this and many other questions will be under review. >> he's at the top i'll be meeting to see what occurred obviously i have to hold the chief accountable and especially, when an officer-involved shooting is the circumstance. >> thank you. >> thank you. >> sandra i'm the fix it director justice wanted to thank mayor ed lee for his leadership the neighborhood promise is

important to our mayor and city i'm grateful the mayor has trusted me to execute this initiate for the visits and residents i'm planning to work act a team with all the city agencies to get it done so i'm looking forward to working with everyone but today, i'm honored to be joined by a strong neighborhood advocate not only in this neighborhood but citywide please welcome supervisor wiener. >> (clapping.) >> can question get this taller? >> oy. i'll get the tall ignite mike so first of all, i wanted to really recognize herman and dashaun those are dpw employees that are pit stop workers that help to keep your neighborhoods clean up and our public restrooms clean and usable thou

for your work and they disrupted a robbery at the chevron we have approval of the minutes inform thank y thank you. your heroic effort. >> (clapping.) >> and he really wanted want to thank mayor ed lee for this upcoming budget to really help to improve our neighborhood and increase cleaning and your

ability to ronald to graffiti and broken street lights all the things that degrade the quality of life in a neighborhood it is incredibly important we'll also be able to step up the city's response in terms of entering departmental work to try to contribution people out of the homeless encampments into shuttle and housing and having that entering departmental with the outreach team with the police and department of public works and all people to get people off the streets we know those encampments that are inhuman for people in them are really unhealthy and unsafe for right down the street an 16th street a resounding occurring problem and need to keep our neighborhoods clean and people

safe and grateful that the mayor and i hope the board will keep our commitment to the people of san francisco to restaff our police department our police department staffing collapsed just as the city was growing sixth we've been aggressively funding police academy scomplaz to restaff the department so we have more beat officers keeping our neighborhood safe and officers with traffic enforcement people need to feel safe to the mayor is proposing 7 police mainstreamed classes might be close to a record and working hard to make sure that the budget we've passed actually includes the 78 police academy a classes towards the full staffing and have the police officers we need to have a city

that is safe r safe for everyone i want to thank all the departments i know you'll do amazing work in executing in in a humane way that keeps our neighborhood safe and clean thank you very much. >> (clapping.) >> thank you supervisor wiener 311 is the city's non-emergency number here today from 311 our 311 director nancy and morning everyone. >> (clapping.) >> i'm excited about this program again, a way of helping customers get things done and 311 is really our easy way to connect to government we can connect you by phone or web, by using our mobile aps a technology in particular has become really in high demand as

of april of 2016 we actually saw 60 percent of our requests coming in through web or mobile that swer placed phone calls so it shows the demand of technology for our customers we are introducing our new website which is my sf 311.org my sf 311.org we want to make sure that people can easily log in requests and create accounts and actually text the history of requests and they can submit requests in a single contributor page if you have facebook or google link to that you don't have to be remembering more passwords and 311 is our partner with all of the departments within the city so this is the best way of making sure you

report our issues and we can provide very robust reporting that will assist sandra in getting things done a reminder of that. >> thank you nancy the strange and enduring character of our neighborhood lies in the community synonym that know that more than i had a local retained and local business owner and after school merchant president dan. >> thank you we're grateful to the mayor and the departments for coming out and do some spit shining in the neighborhood and it is appreciated so thank you all and thanks to those guys that did a bang up job for the neighborhood. >> (clapping.) >> okay. that concludes the

neighborhood promise announcements thank you,

commissioner serlina commissioner loo commissioner itani commissioner ow commissioner roy and commissioner sims and please note that executive director sheree is present. >> could we have i have a motion to approve the june 1st agenda. >> so moved. >> second. >> there is a motion and a second we approve the agenda. >> all in favor, say i. >> i. >> opposed? the i's have it. that motion carries we have a motion for the consent