work. >> what are your hopes for it? >> that in a way it just becomes part of the area. i think it is starting to have that feeling. people utilize it. they sit and, and have their lunch and play on -- they sit and, and have their lunch and play on that -- they sit and come and have their lunch and play on it. just for it to be part of the neighborhood. that is my hope. >> is such a beautiful addition to our public art in san francisco. thank you for joining us. it was nice to meet you. and thank you for telling us about your beautiful mural. thanks for watching "culturewire."

>> good afternoon i'd like to call the meeting of san francisco public utilities commission to order can we please have the roll call secretary of state. >> commissioner caen commissioner courtney commissioner kwon and we have quorum. >> thank you next item. >> please item 3 approval of the minutes of july 16th is there a motion to approve the minutes 30 the >> all in favor, say i. >> i. >> opposed? that motion carries next item. >> please general public comment. >> item 4 general public comment i have a couple of cards mr. da costa good afternoon.

>> good afternoon, commissioners i've come here before you before and asked for a report on a number of things that effect our community i'd like one page report on the following what exactly has the san francisco public utilities commission to address lead in the water linked to public housing a paragraph on what is intention of the commission the mayor, and the southeast community facility commissioners linked to the building your short term goals

and long term goals i would ask to have an understanding how the public utilities commission understands the demographics of southeast sector i want your understanding so i can reveal to you what i know great ground zero i widow did signed project agreement between local 261 and i believe the city the mayor was there and other so-called dignitaries and always the public is left out i want on understanding why it is we had the first label agreement with local 261 with the water

system improvement project which was a long term known as is water system improvement the one water water system improvements and sewer system improvements and this commission not all of you all but one who can be a whiff witness to what i say they decided to go with the water system project and now the sewer system improvements over $6 billion project with the local 261 and i'm kind of confused if that so much stipulated a lot of mechanical engineering how that that - you may have a reason some of i live in parenthesis call you genius but present to the public what exactly is happening with the

second project agreement i have 3 seconds thank you for your time. >> thank you i have another card from deless than hello good afternoon. >> good afternoon commissioner i'm from abrogate line a nonprofit in san francisco i'm here putting together a sustainability from it in the hunters .0 on wednesday, september '67 from 11 to 4:00 p.m. with length officials and other key stakeholders to talk about the workforce issues in the neighborhood and so far we have 6 nonprofits and service providers to sign on as partners with the mission hiring hall and the asian neighborhood designs and young community developers and the salvation army community facility and the summit will be on the

southeast facility and bayview hunters point as we look to heathen the community the assembly member david chiu is to speak and love the sfpuc to be involved in the endeavor a great opportunity to bring visibility to our workforce in the southeast sector of the city if you have any questions you can contact me or eddy at bridled line thank you send the information to the secretary and thank you very much. >> any other general public comment on items not on the agenda today hearing none next item. >> >> communications. >> you should have before you

the communications items a there g any questions or comments from the commission yes. >> i wanted to address first of all, the real estate update it is excellent and nice to get the update we don't have to think about it in our heads you read that that i appreciate it it caught any attention what the poll circulations that we have we have so many pending and wondering why that is the cased as opposed to to having them in actually outlet. >> thank you barbara hale for power the system licensing agreements we have involve the

licensed and others working before the licenses and transactions that are complete so i think what you're seeing is evidence of that work effort that it takes time as part of the progress yes. >> thank you i was curious. >> i have another comment. >> yes. please the peninsula water shed recreation improvements this used to be a great discussion for us many years ago and i don't think we have discussed this in meeting correct me if i am wrong but i think that should come before the commission i know that read back the material is pending and not going to be perhaps for another year i'd like to request that before anything it done it comes before the commission. >> thank you

good suggestion. >> any other commission comments any public comment on communications? haggle next item. >> please. item 6 is other commission business with the recognition of - >> well, it's my great privilege to honor her on behalf of the san francisco public utilities commission after 10 year anniversary of the a.d. park so if you'll come up here please isabel. >> (clapping.) >> do you know i have talking points but looking at the resolution it is wonderfully crafted and reflects everything you've done and brought to the farming community and the city of san francisco but i'll go ahead and read the resolution if this is okay.

>> thank you. >> whereas is a bela driving force in the food movement for decades and whereas is a bell has - for over 25 years and whereas her work as a project developer has brought together the go healthy local good and agricultural in the bay area and beyond and whereas it was her vision as a founder the urban education about the ashen that gave rise to the farmer's market in 1992 and called upon the city to embrace the connection to the food and whereas her automatic stage in 2006 who's primarily mission for the agricultural

where farming can thiefl and be celebrated on the same page 0 entered into an agreement to lease 18 acres of land near the temple known as the a.d. park an organic farm that promotes the agriculture protects natural resources in the water shed and community-based organizations as well as businesses civic leaders established to advise on achieving the goals of the academy and whereas supported the work and education and farming as well as the farming operations the conserve the following organic practices and whereas the park has held 21 farming accusations that grown 20 crops in any given year and whereas 2006 the park farms are

two tons of produce and crops that was donated and whereas in partnership with the sfpuc on the same page developed education of over 72 hundred students about the history of stewardship and protection of our water sheds whereas nearly of thousand community members participated in the a.d. park including job training for youth and volunteer opportunity for community members and workshops whereas the president of on the same page is a bell has the linkages for the agricultural 9 to 5 now therefore, be it resolved that the sfpuc hereby celebrates the 10 year anniversary of the park and be it therefore resolved that the sfpuc horns the tireless work of

her and her contributions to the park and the food community in general and therefore, be it resolved that the sfpuc recognizes her efforts to promote the urban u urban agriculture and help the children about the farming and making connections to agricultural land and be it therefore resolved the sfugsz acknowledges her legacy will continue with the a.d. park through the education program that on the same page established in partnership with the sfpuc and have become part of the foundation the proposed alameda water shed center is built congratulations and thank you so much. >> (clapping.) >> would you like to say a few words please. thank you so much commissioner vietor and puc staff i appreciate this accolade and all

the support and trust you've shown over the past 10 years when we came before the commission and the general manager i don't know you knew what you were getting users into and we didn't know either but you might have suspected this is a passionate project that was first brought to your attention this land and opportunity but the passionate folks from the movement and glad to say they've been engaged in the project and seriously the sfpuc sore in the a.d. park concept and goals they were consistent with the water shed plan and also going to help to advance the preliminary landscape sea recreation plan those goals as mentioned will deliver the farming and enhancement of public education and together we have remarkable achieved that goal as

commissioner vietor outlined a few minutes with thousand of school children and members out there and dozens of farmers that came from diverse backward and some have used the opportunity to discovery maybe they didn't want a farm that's part of value the adas park contributes and throughout the process the land is more fertile and the populations of birds and policy nartsz have thrilled many, many sfpuc staff and commissioners have helped contribute to the success over the past decades and francesca and others betsy and joe and amy and many more have many times gone out of their way to resolve the issues for the a.d. park to become what it is today

and i'm so happy the adas park we create out of ideas and a great opportunity has a very fertile future and delighted the adrc long partners will manage the a.d. park in 2016 and the water shed center will think an extremely place four education for the public about the water shed and the lowell high school's and the sustainable agricultural and more broadly the a.d. park is a model for public agricultural and others public land in santa clara county so it thank you and the residents of the community and your support. >> thank you, very much. >> (clapping.) >> good afternoon. thank you commissioners i'm mary i'm chair of the board of sustainable

agricultural and education we want to commend briefly thank you and the entire puc staff for taking a risk with a small nonprofit 10 years ago and launching this amazing project i want to say a as a form director the municipal district i understand how seriously commissioners and board of directors in the wart district take their responsible about the water shed and i understand you took a huge risk steps away in alameda creek for the local farmg on the water shed land you've really demonstrated the forward thinking of commission and more importantly any view is expressing the best of how a local pub water agency can express it's commitment to stewardship by supporting the

water management including the local farming and benefiting the community on behalf of the entire board thank you. >> really presenter you coming today. >> additional public comments on yes mr. da costa. >> for the most part let me commend sage - my hope is that once tribal chairperson rosemary the ancestors minding there the hearst family bought a lot of

land lock stock and barely with the tribal people we have recently tried to establish a relationship between the muwekma ohlone the first people of san francisco who also have links with sin oil so that we can endeavor to as i said establish a relationship but also continue things that are linked to plans more home shareal plans and things like that so that we have harmony i call upon the characterize person to cack sage so many

rosemary the tribal chairperson what work with them to see how she can have her own tribe to think outside the box you know commissioners as with the golf course the leads with sage, not very far away the leads with the acquire i'm the tribal liaison for san francisco but correct the empirical data you can sit down and discuss this is a gotten opportunity to work with the muwekma ohlone the first people of san francisco with real links to synol to take us to a better place thank you very

much. >> thank you any other general public comment if not i'd like to invite here's one more comment but like to invite mary and others first public comment is this on that item so if you like to come up and present you with the resolution and congratulate you in person. >> this way.

>> thank you. >> sorry. >> great, thank you next item. >> please general manager report. >> item 7 the general manager report. >> good afternoon, commissioners i have a little lengthy report

let's get started by giving an update of sf and barbara hale. >> hi commissioners barbara hale assistant general manager for power our clean power services the consumers and surveying 7 three hundred actively at this point our total opt out is one .8 percent last time one .6 it is increased and our participation has increased to 3.1 percent another increase those are go increases serving the customers from the third party cal pine and she low and hetch hetchy power we're generating some we're providing grafting water so we're generating some and the

cleanpowersf is benefiting meanwhile we're presenting for the next enrollment our preenrollment with 4 hundred and 47 supergreen 71 supergreen sign ups and the procurement for the service for those engrossment of approximately 20 megawatts worth of customers that is our original plan and you endorsed sticking with that this is assuming staff is able to get sufficient renewable energy resources to meet the objectives and regulatory requirements consistent with the best practice that the commission adopted in december of 2015 you also authorized the general

manager to negotiate and execute additional contracts for energy supplies to serve up to 75 megawatts of customers and finalizing a purchase in a renewable project that allows us to meet the conditions assuming we close on that deal we will precede with enforcement notification for our next enrollment of customers those 2340z will be mailed on september 13th i want to give you a heads-up those 2340i6gsz will occur before by the see you that assumes we're able to close the deal wear very close to closing and now talk about the sets of operating issues we're addressing as we finally lists that transaction we'll turn our

attention to two other procurement efforts to meet the regulatory requirements one is to meet a resource adequacy requirement we received the notification from the california public utilities commission what our resources for the cleanpowersf program being procurement for that probably in in conjunction with the hetch hetchy needs they'll have adequacy requirements to meet might be more cost-efficient for us to do one transaction that serves was protocols and the other item to meet the long term contracting requirement of state renewable protocol standards that requirement excuse me - is a 10 year or more requirement cleanpowersf has to execute the long term contract by the end of this calendar year and we're working together with the finance staff and at the puc

and the city attorney's office on a long term contract for new renewable energy projects and we are also in discussion with a couple of the short listed bidders from the solicitation to meet that regulatory requirement more as our attention turns but about heads up the next issue we'll be talking about has we get back together in september and in addition in september we'll be talking about how we're proposing to integrate our cleanpowersf program and the go solar were commissioner moran you've asked for that and been patient with the contractors that are active in the program we've got a lot more work to do in those conversations but ready by the september 13th meeting i'll be happy to answer any questions you may have. >> thank you. >> the resource adequacy plan

is that to make sure we have enough power to provide to the customers. >> the resource adequacy capability requirement that the state has to make sure that all entities low serving entities have enough to keep the system reliable so as they've become more and more active low serving entities in the marketplace the california public utilities commission tagged their level of responsibility we got tagged we'd like to meet the requirement okay thanks. >> that's correct. >> any other questions public comment on the cleanpowersf sf report next item. >> general manager. >> the next item is the session planning update juliette and to point out this is one of the actions in our strategic plan and this is something that is really important to the

agency and so would like to definitely present all the good work as it relates to the session planning and great juliette ellis assistant for the affairs and glad to be here to talk about this issue that presentation is the requests that several of you had so share with the challenges facing the sfpuc tied to the retirement risks and as as you may know succession planning is a hot topic at the puc but a friends of mine there is a wave of baby boomers retirements happening in cities all over the 0 country that is raised as part of budget presentation last spring with regards to the weather enterprise and discussed it as

general manager kelly mentioned as part of sfpuc plan see it the one of 6 goal projects and we've brought together over feigning illustrates to talk about this issue together and how not to reinvent the wheel but common things to do together as we think about grappling with the foreperson phenomena and we met with the department of labor to identify funding opportunity for the workforce needs so the bottom line we're not alone on facing it retirement issue and while ear looking at opportunity to develop strategies internally we are going engaged with folks in a national context with us so here at the sfpuc is a multi

praungd efforts with bureaucracies today's collaboration is between the internal affairs and enterprise workforce are working on the issue and convening for a number of months and working with rochets across the bureaus and the workforce as part of 2020 strategic plan and goal in support of sfpuc workforce needs we put this slide together what is happening within the organizations specifically around voluntary separation within the sfpuc this is voluntary separation not folks that are termed but folks leaving on their own over the past 6 years 35 percent of the individuals leaving the puc

volunteer will i retired. >> enough is enough 43 percent were resignations we are surprised one-half focused so much on the conversation with you around the retirement but the resignations is something that is higher than retirements this helps us the retirement is one piece of the puzzle and developing the workers to make sure we have the workforce we need we've organized the presentation for those areas so first cindy our director of human services will quam through the analysis on the risks how we compared to other departments in the city and what this means for the enterprises and what some opportunities for us and followup u follow-up with a brief presentation to build a pool of qualified individuals in

the community our operations to build the pipeline and lastly daniel from our enterprise workforce division will speak to the work on the current employees and the strategies to improve the workforce to remain our existing staff so the core competent she'll talk about been present by dan and i'll come at the end talking about the initiative we have in the pipeline to move over the next year and then before i i'm going to turn it over to cindy this presentation is focused on the internal employment needs and not on construction opportunity we talk about construction and the opportunities generated through our infrastructure investment we'll not talk about that too much but can come back it is important we're talking about the internal workforce. >> on that point.

>> please. so does that include the engineering staff that may fluctuate over time or excluded. >> it is included. >> so the way we structure extra we identify a core number of engineers. >> right. >> we for peaks we use consultants. >> right. >> we've pretty much had a steady number of engineers, however, we also use the department of public works to supplement this as well i want to point out we don't fluctuate in engineering. >> this number is the puc core permanent engineering staff. >> 23 hundred employees. >> part of that. >> yes. >> with that. >> i'd like at a future time to have an understanding of the

sfpuc and the longer than term construction jobs, if you will, well, what the mix will be some of them are short and long what those numbers are. >> we've been working with kathy howe who is the infrastructure person looking at the pipeline and conducted under working with others you know the chain analysis what are the workforce needs for ssip when will they peak and the strategies to take advantage of that around the business small contractors we can definitely come back with that, i'm going to turn it over to cindy who many of you have not had the chance to meet she's your h.r. director and how long have you been here she's new. >> (laughter). >> thank you juliette good afternoon, commissioners i'm cindy human resources director for the sfpuc it's my

pleasure to share the data on the current workforce trends on the rate of retirements and future projection based on the past trend and how this influences our workforce respect over enterprises so assessing this data we came crossed sites the average age are 38 and the average acknowledge of total workforce is 49 this is data utilized for you to hold on to as we look at the provision of the retirement data it is relevant okay. so the first couple of slides we'd like to focus on a brief orientation into our current workforce that is a snapshot of our total head count for puc by enterprises and

barriers we have approximately 2 nine hundred filled positions and a little over three hundred vacate position we're in the process of phil or reserved for purposes as you can see a majority of our workforce resides in the wart and wairmentd enterprise come pricing over 60 percent of workforce before we move into the retirement analysis i'd like to provide some context into how the city and city and county of san francisco circulates the retirement eligibility the retirement system our sf force the goikt criteria is as follows: age 50 with 20 or more years of service and 60 with 10 or more years and 65 regardless

of the years of service i'd like to highlight the second perimeter with 10 or more years of service as you can see into the retirement trends share why this data is prevalent so as you may know employees can leave an organization for many reasons we choose to look at deeper look at the retirement data we darwin our analysis by comparing that motion carries retirement rational versus the city if you as you can see fiscal year 2013-2014 it is 3 percent of retirement ratio to that compared to their head count that is roughly over 28 thousand employees and puc was higher at 2.6 percent the puc

has not published additional data but tracking our retirement ratio in fiscal year 2015-2016 as you can see we're at roughly 3.5 percent compared to our head count sorry is it okay if i interrupt. >> please. just curious there is any expected benchmark for what it is. >>. i'm sorry. >> repeat question >> how the 3 and a half percent compares to a benchmark compared to what a healthy corporation looks like you'll expect that no to the be zero is there a number that is normal. >> we're currently in the process with the workforce efforts we're evaluating and assessing that data how we compare to old utility

organizations i'm aware across the bay it is comparable we are actually very interested in exploring nation wide data perhaps harlan can speak to that. >> our benefits are different our benefits maybe better than others so folks any take advantage it is hard to compare apples to apples but for the most part of age in which people retire and you know so we can get data to kind of you know draw from that data. >> absolutely. >> thank you. >> so to understand the retirement trend for puc we looked at those employees that actually left in the last 3 fiscal years so see what age and length of service they retired at according to the analysis this shows the average age of

retirees with were 63-year-old with 25 years of service. >> again, this is slightly above the city's afternoon length of service though it seems to be fairly consistent it is important to note that once employees reach 60 years of age and 10 years of service their eligible to retire this is where we find ourselves most eventually vulnerable this is the data we look at a few slides ago so earlier we looked at the current snapshot of that motion carries workforce now let's take into account the future workforce and how we will see sort of the increase of goikt of the retirees overall the retirement equity will be growing at a steady pace in

fiscal year 2015-2016 from 21 percent to 49 percent in fiscal years 2021 with 11 percent falling within the retirements risk zone that retirement risk zone the 63 years of age and the 25 years of service i mentioned earlier awhile that represents a small fraction of the total workforce it is significant this is where a majority off our baby boomer populations are individuals with key instrumental knowledge leaving us and certainly through the workforce efforts we're trying to address that there our succession planning. >> the way it represents folks that maximize you their retirement they reach the 60 and

25 years pretty much motorcade o museum of modern art out the retirement that's what we're concerned that. >> in looking fiscal year 20 twenty the question how does this impact our enterprises and barriers out of all the enterprises wastewater enterprise will have the highest percentage of its workforce which is roughly 17 percent falling within that risk and second in line the water enterprise that has the highest overall workforce eligible for retirement so we continue to pay attention to the numbers and again, it is areas we are vulnerable so looking at those employees eligible to reserve we look at

the retirement risk to some of the clarifications and positions we see a significant impact to two specific categories our professionals which are our chemists and botanical lifts and utility analysts and engineers and the skill class our skill trades our stationary engineers and water shed keepers and treatment operates and maintenance planners and so again to workforce effort we plan to explore the shortfalls in our workforce in the coming years. >> so we look at our our workforce is impacted by the people leaving the organization we understand this creates challenges and into opportunities in how we shape our future

attracting and remaining skills and diverse workforce is the key to the success of organization and core to the 2017 strategic plan - 2020. >> in looking at the gender by profession puc workforce is 345i7b8 composed of males through workforce development efforts both at the puc we're working closely with dhr and greer strategies for all classifications and positions another significant data race and ethic night life distribution we employ a diverse workforce through the recruitment and outreach efforts and compared to the san francisco lash market and the

city and county of san francisco total workforce puc workforce data is fairly consistent okay and looking at the data as you can see the distribution is composed of 45 percent of workforce being white and 23 asian 10 percent of that african-american, and 8 messenger filipino, and 12 percent hispanic and the one percent represents an unidentified source we look forward to exploring various retention it attracts the diversity in the possessive of professions that links us to the 2020 plan with that, i'll go ahead and i'm going to turn it over to daniel that will talk about the workforce effort and at this time if you have any questions

ethic of i'll be happy to answer them. >> any questions. >> thanks. >> i'll go ahead and thanks cindy want to build off the last slide and speak to the workforce needs as an opportunity cindy gave a good snapshot in time of our as our workforce broken down with regards to gender and race and we've been having the conversations how to focus on areas we can improve as we look at issues of diversity as we try to loop that to say opportunity we're investigating have not future in harlan our general

manager brought together the other utilizes to discuss you our workforce needs and initially the utilities in chicago and others were in a panic we be compared our eligibility retirement and camden mosts and new orleans has 50 percent and los angeles is the same the meetings were oh, my gosh what will we do there is a loss as people leave our workforce over time the conversation has shifted especially over the last year to see this as an opportunity throughout the sector to create a pipeline that is more exists and reflective of the community where many of our operations took place so looking at ahead we'll have to hire for hundreds of positions and many of the positions are relatively high

wage middle skill and working with the hsr human resources to hone in in a more detailed way to get a sense of the data around which of the positions are eligible for retirement that needs an aa degree or less so have a sense of belonging how many opportunity have low barriers for entry as we create the pathways so work will be to link the demand with the supply of underemployed people in the community and think through the benefits community through the wastewater or the water enterprise working to build those career pathway into the utilities over the last few years we've developed a strategic pathway beginning with the kindergartener to teach what the puc is and what we do and

connect them with the wastewater entry you've seen this slide it can be broken down we have a literacy for the kindergartener through 5 grade and focus on the scientists and middle school students and then focus with the there are no 12 graders focusing the students to careers within the puc our goal at the early age for the viral stewardship and with a focus on growing those young people problem engaged adults future rate payers and future workforce we provided copies of that the idea of framework that is the framework we're working with the security guard to expose the teachers really the idea even at the youngest age to spark the

imagination around the passion and can support them as they move into middle making the investments in a practical way of life problem solving through the curriculum where they're doing things willie l. brown middle school and behavioral change at school and home as you may know we at the high school level we'll continuing to hone in a more detailed way around the experienceal for the high school students this year we hope to reach 15 hundred youth through the paid internships so we'll continue to really double down on that strategy and as we get the streaming if the human resources team to get a sense of belonging what careers are

online through the 12 pipeline we're imposing the students to careers with that, i'll privet and now i'm going to turn it over to daniel to really from recommended to the other piece of the puzzle we mentioned what do we do to attract remain and keep our current workforce and she'll talk about that. >> thank you juliette. >> hello excited to talk about the entries workforce planning to attract, develop and retain our workforce the planning is a fairly new group founded in 2014

and run parallel to h.r. and focus on strategic workforce planning initiative one of which the most visible is you're coming ton c model i'll define those terms in just a minute we're focused on this initiative has amazing impact on all the items in the workforce strategic plan and really improve and align all the personnel processes so when i say competency modeling an orientational practice you may not be familiar but the examples of competency you think and speak about work in those ways competency is example like critical evaluation and comboungs and business this is a way to broke down the performance into more meaningful building blocks to use those

vocabularies to describe work in a classic way across the organization so a competency model is a collection of competency that encompasses success in a given area for example, the human resources competency model reflects this critical to success in a hsr profession one of the favorite things about the competency we're writing them for the puc every single one in addition to a title and description are broke down across 5 levels of expertise and given behaviors that truly exemplify what success performance would look like at the level in the organization and those levels as they increase increase in organizational impact and expertise so this example is a

competency to truly understand what the provision looks like from the first day on the job to the highest levels in the organization our first competency model and the one is the leadership competency model those are the 16 competency that define the success at the puc by consulting that our staff understand where they are at and need to improve in the organization remember every single one of those competency may be difficult to see i'll give you a couple of examples like accountability and adopt ability and those are identified by the leaders and the literature to see the understanding of what success

looks like this is also critical for the transfer and the succession planning because staff can see the provision from early to expertise in leadership competency and start developing those early in the career instead of waiting until their north america in a supervisory role inform deputy competency we are building actional competency model r those are models that describe the success around the organization on the left is success in our group that includes the competency and general behavior like critical evaluation and technical competent so we're into the functional areas for example, organizational research

and application this is a model within the wastewater group we say several designed and valeted all of these are developed with a lot of research and insight with the experts in the organization you know this has a lot of possibility for setting the developmental goals to help the staff groping grow one of the immediate needs of uses of this is career paths by comparing models from different groups we're speaking the same language and using the same vocabulary people see the contestant commonalities and understanding the career pathways available to them in emotion to identifying the competency models it is important to provide the resources for the staff we don't want to put the standards of

what performance should be without tools they can self-direct their on-ramp we've been in the process of identifying and linking the new development resources to the staff and this chart shows the distribution and shows you we're not targeting interns and highest level weighing we have developments for staff at all phase-in their career we have produced individual development plan and by the way, along the way we development a customized internet site to showcase all the competency models for the staff so this individual development plan is available on the pages to guide their growth and finally we partnered with the public library to take advantage of the resources so many free resources out there that are available to all californians every resources we're providing to the staff are free and 1/3rd from the public

library here's a picture from the library card drive that shows the library card membership up 80 people signed up in our lobby so the competency models really have a lot of applications for career paths for developmental goals and knowledge succession planning but we are also focused as mentioned before an organizational combetsd staff retention and transferment programs have a lot of poektd for this this is not a supervisory project there are matched based on mulch needs and encouraging in the planning phase 20 employees that have signed up and expressed interest and going to - this is 0 through passive sign up and

actually putting out increased marketing effort for this program next week any questions about the external efforts. >> yes. how does that process align with the civil rights process and standards competency sounds like unlike stuff we're eyed to seeing in job analysis. >> yep this system is set up to sort of compliment the job analysis we don't see job analysis there's a place in understanding the minimum qualifications and the most essential conversations that is beneficial for understanding that specific position but becomes difficult you're trying to do a gap analysis and using

the same vocabulary and trying to guide people into development that is a complimentary process that hits on the job analysis that didn't hit on we still see potential for using this in structuring the personnel structures i want to point out all the things that are all the competency are developed in a similar way to job analysis we environment with the experts we have interviews with staff, we always do a validation rating so the experts rates the competency and tells you what are the best level so we have the validation report we're going behind the scenes this presentation not this exact one we presented the competency to the h.r.

professionals meeting every week we're requested by dhr to present and they said this is the direction to move towards their huge advocates of. >> we can use this in selection and promotion. >> if we are doing it the right way. >> we're working with h.r. to pilot. >> the one thing i like typically within the organization you identify folks who you feel with the next leaders and try to start investing in those people but what this does is pretty much articulates what is necessary and in a leader to hold that position so everyone can get the training and mentor with certain people to get to that level it is a balance of level the

playing field and i like that we really put what core confidence for those positions. >> yeah. there is a tension between the identification and the development of people on the on one hand and having a level the playing field when it comes time for job selections that's been tension within civil service for a very long time to the point where it makes career tracking the path development difficult this looks like it may have methodical if you can bring those worlds together that most be a major accomplishment. >> we're one of the departments but on the first and foremost that is, i think this is more of a piloting phase but

working closely with the h.r. department and working closely with dhr to make sure that everything is scientific. >> of the tools you've mentioned the monetarily would traditionally raise flags that presents an opportunity or persevered as favoritism i'll mentor the devil out of them they'll get it. >> from the perspective that's the way to have the formal system for enrollment we're trying to make that formal and available for everyone. >> thank you. >> yes. >> so that was a great presentation and i think that is easy for folks to follow when you're talking about identifying leadership it hits all the marks i'd like to hear more not necessarily today but more funny

coming from me in the labor representative but it is popular amongst the rank and file and popular amongst other labor folks as a labor organization we're not wealthy identifying the leaders is as important as identifying people that are not interested we talk about creating opportunity we have an obligation to make sure that people that don't want to be part of program are not part of project programming this is the heaviest lift identifying not only the leaders that the people that makes sure that bona fide percent a gets a program b gets out or c one way or the outlet that's the obligation and like i said the organizations that those folks are part of representative them sure an obligation to do so but at the

end of the day what i'd like to see eventually culture change across all departments we only retain the very, very best and bright folks if we're going to reach out to community and make available those opportunities make sure those spots are being held down by people that cannot cut it working with folks in the city i know they'll say it ousted the more and harder of a worker you'll get for jobs and there are people that don't get assigned anything. >> competency. >> yeah. >> so the other thing i'll point out that is really important not only identifying the core competent of a position but one of the things i'll doing

as part of performance satisfaction identifying what my core competent and how we can get to where i think they will need to be it is really a good conversation because they may think they're at one level and you think they're at another level are you political yes, i am they'll say no. you do this and don't need to do this anymore you have those conversations and you know if you're a junior engineer may not not need the savvy or at a high basic level this helps that conversation and so i think this is a really great model and i definitely embrace it and well, thank you. >> one other question on this talked about the high percentage

of voluntary leaving which is. >> 40. >> not retirement related. >> do we do exit interviews do we know why people are choosing to leave. >> i'll speak on behalf of the cindy we think that is hit-or-miss depend on i don't know that is institutionalized every single person is getting an exit interview but some enterprises do. >> we're that's a great question the information a lot of the spargsz from internal problems but typically internal promotions within puc and we have our competitors pg&e and other will utilities and a lot of folks get recruited by private sectors we have the

seeking of the employees but definitely something we want to look at deeper and happy to provide context. >> you have the 43 percent basically people leaving the puc not an internal promotion but external promotion and a lack of opportunities internally but that will be good to know that. >> from my understanding and what i've seen yes. you have folks frustrated and you know fill there is no-growth however, given we have limited opportunities and the timing that people would like opportunities i look at it as a good thing for the organization that a lot of folks who are looking for promotion to other departments we have people a lot

of opms they went to the airport or mta and you know so their telephone how well, we've done on the programs and start sharing that for example, juliette we went to run the valued water and then cia frernz is going to. >> the foundation. >> i mean there is a great stories but we have relationships over there as well i think we should do more of survey to know if it is a greater fabulous that are leaving forgive a greater place and what they're feeling about the puc and how we contribute to them in a position they can get the promotions. >> i think commissioner vice president moran's point and the staff we're bringing in tend to be less baby boomers and

non-baby boomers we're understanding around the millennials their mindset not to stay in a place for 25 or thirty years i think even from the personal experiences in internal affairs the idea around the pension go motivates the folks yeah, but you've not hit our 5 year mark that's not how they think about work but we'll get good information about people more transitional in that way. >> the general manager point is absolutely right if the puc is known as a place you can come and do we will and succeeded in or outside the organization that's a healthy organization so the exit interviews will help to figure out if it is that or some satisfaction. >> good turnover and bad

turnover to hear people grow i have a couple of questions one is that do you do annual review is there a mid point a mid year review. >> we had had annual and folks check in with the supervisors and regular feedback and people in the probational periods over 6 months. >> in other past employee satisfaction is there anything along the lines where a manager would report on rating on their financials and then their employee engagement scores is there anything in the works. >> the performance review so two things on the satisfaction piece we have the strategic planning process and prioritize

if you think about the outreach and engagement as a goal one of the 6 goals it internally focused so wanted to get more feedback from the staff in an intentional way are they satisfied in dealing supported and challenged and doing more surveys since the strategic plan was approved by you all done 2 to solicit feedback from the strategy plans to different issues that's one piece and specifics i know we're on time and there's a couple of next steps we'll highlight i can do. >> i'll add as part of an effort for the project effectiveness of competency we're assessing measures we'll expect to improve based on the competency by the work group

that is looking at things whether or not people abdominal their career they'll find a career pathway within the puc and whether or not they see this as a learning organization or they will feel they have opportunities but related concepts. >> a couple of next steps if you pull up the slide you can work off the slide. >> at the national level we are really focused often the workforce last april met point white house it connected us from the white house my brother's keeper initiatives and hoping we will engage with them to match our workforce positions that will be obama online with the workforce needs and met with

congressional staff in washington, d.c. last april they asked us to do a briefing with the utility partners to the troy so the black asian caucus will be focused on the workforce utilities opportunity in june our general manager met with the department of labor they're interested in the development of a national certification program targeting the specification occasions within the sector and so they'll be doing the regional meetings throughout the country with chicago and camden and washington and, etc. and again really honing on the national certifications opportunities and then we've been working with members of congress in the water development that puts resources dedicated to the pilot in the industry and two senator booker

and casey are introducing the language and finally working with the brooke institute who want to work with the informal group of general manager to think about the workforce on a national level at the regional level we continue to be engaged in bay works with the regional collaborative and partnered with a group called j.d. s to have pathways into waishth utilities this is from the workforce board with that, and locally we're looking at working closely with the locational high schools to create a targeted program that will expose the 9 and 12 graders that will be coming online with the data and here within the puc we're convening the working

group coming out of strategic plan that has representatives from the bureaus to look at the implementation of the oufshz we're outlined in that and as daniel discussed core competency and rolled them out and piloted with the executive teem but the idea they'll roll out through the organization and include them in job discrepancies and announcement those are the qualities and gun to get put sweet spot job amazements and last but not least we're working through cindy's leadership that the dhr to communicate on the hiring needs and kind of looking at the classifications to update them based on the type of workforce we're looking to create with that, we're done. >> great, thank you it is we're very pleased you're paying attention and look forward to the ssip see pieces as well and

you know what opportunity to cross over criteria pipeline between the jobs and feeders to puc jobs. >> anyone else on this item. >> one more. >> i'd like to talk about this next time to determine whether there is an appetite and capacity to deal with the human services agency the hsa still has folks coming in based on certain needs and certain qualifications and they're paying the wage; right? what happens the departments are allowed to interview the candidates and the departments take them in those are field workers; right? this is important to look at that make a ders whether we have an appetite or the capacity to do that or not and more importantly the personnel on the ground that

can perform those tasks and if those criterias are met doesn't effort i want to explore that and other departments do it well, this department is not like rec and park but like us to have that conversation >> great. >> thank you comment on that item. >> mr. da costa. >> let me break this presentations down for you commissioners, i want you to pay attention because i saw one commissioner one commissioner asked did president questions on this subject so san francisco public utilities commission was created in 1996 as you may know for that it was a water department and well known in san francisco over 40 percent of those employees

when it was created were to put it very diplomaticly if you knew someone you got a job good leaders show the way and go the way fundamentally in the work environment we neediest and morals you commissioners if you read what the ethic condominium conversion has given you and some of the employees you've fundamentally understand that you commissioners every single one of you all your commissioners have to work very, very hard to create a work environment

35 percent retirement, 43 resignation it up to 88 percent according to any math bring negative impact an outside expert since someone was talking about experts and give this person the data all the fields, all the data and more data than what was shown on the pie and ask the person to give you the report any outside person can give you the results i've been monitoring the some of those issues for the last 38 years and i've handled over seven hundred and 68 cases be it all federal and never loss a case and i like the way you were

talking about the dynamics about mentorship and leadership but always remember ethics morals, standards, never once mentioned in the presentation so a lot of fluff that needs to be addressed thank you very much. >> i want to make a quick comment because i actually am with the union in the workforce and sensitive to the who you know thing because a lot of it is true i think we have to admit what we're actually trying to do and real honest about it we are trying to favor a community and favor folks from a community that we're identifying underserved and underrepresented

it frustrates me francesca a number of job clarifications we oversee but they lead to better jobs i'm bothered by the fact we have success in 09 departments transportation authority plans & programs committee our own personnel our union leaders on hiring panels and bogged we have 14 vacancies they'll not fill the 14 vacancies if they don't see 14 highly qualified individual they know the people if the prehit a home run and those are the people that get picked up my thought is on outreach thing and we've really want to do better outreach and a lot of folks they won't seek out positions that if at the look at the job scope and know they don't meet the minimum qualifications that's why month

units will not do this we're intentionally deunskilled those positions to bring the community folks in and develop those minimum qualifications to take the good jobs and it is unavoidable i got a text to show me the challenges we have an obligation to fill the vacancies with qualified people and i'll admit i'm favoring local folks because those are the people we know i hope you understand that. >> yeah. >> actually it is (inaudible). >> can you come up. >> one minute. >> one minute is all i need no want to debate anyone without those i debate with knowing what

we're debating about i did not i've worked with the federal system and studied this system for a long time and know what i'm speaking about it is mostly about opportunity and good education if you are given other opportunity and given good education you can address month everything if you keep a lot of people down if you create an environment that is hostile and prevented pretend it is okay. when you use influence to gather education i don't want to go there as part of presentation next time 5 minutes i'll lay it down with names and imperial

data i have i know fluff when i see fluff from one million miles thank you very much. >> i will respond i have a lot of respect for francisco but i thought that was jermaine that i admitted that we are very, very, very interested in providing opportunities for some folks as opposed to to other folks that is what drives and motivates us part of topic we discussed and ssip pla signing the other day i'm proud of the fact a lot of the destruction units nostril to be coach with the community wove of workforce agenda are signing on the dotted line so maybe you'll indulge me.

>> the circle with 35 percent of folks retiring 22 percent transfer with promotion and 43 percent resignations i'll give you what the percentage of whole workforce i don't want you to think that is 40 percent of workforce is recommended o represented here this represents a breakdown of that small percentage don't think this is rabbi bid. >> any public comment on the planning succession item. >> the next item. >> the public utilities

commission recognition program juliette. >> juliette automated teller machine for internally affairs today, i was giving a brief overview the employee recognition as you recall the commission approved a resolution to launch a new recognition program for employees and for external partners commissioner courtney has been a champion thank you for working with the staff we've development the program and moving forward and external affairs human resources has been partnering to develop and this with a lot of support from the it team the goals of the program and what we're trying to accomplish is one to recognize and encourage excellence across the

agency that speaks to commissioner courtney comments a second ago two we want to strengthen employees connection to the vision and values of the new improved plan and 3 engage the employees and build the morale and highlight the successful barnes the external and internal partnerships much of the work is working hand in hand with the city departments and nonprofits, consulate, etc. we want to lift up the works of teams to support the mission. >> there are 3 exponents to the new awarded program an individual award with very similar to the one award for the sfpuc employees awarded annually and the main difference the criteria will be based on the

core values you approved as part of the strategic plan and the second team award those awards for teams up to 12 people and can include internally or external individual and pa based on the sfpuc values and celebrated at the reception and the third component the instant recognition a less formal way to thank a colleague for excellent work they are easy online from one employee to another to be deserving of an immediate recognition this is the goal to present the immediate recognition for employees providing services in a way that is above and beyond their regular day to day work. >> the next few slides focus on some of the components of

individual team awards awards are 3 areas of consideration the first commitment to the sfpuc values with the excellence or inclusiveness or any of the areas services and innovation some examples are accomplishments that improve the engagement with the communities and stewardship really looking for examples of work that contribute to the protection of our waterfront and eco system or natural resources or final projects that is efficiency and cost saving and safety you can imagine as recognizing individuals or teams around reporting unsafe working conditions and improving the health with the community we serve and the other two

component of difficulty of the process i know the process folks are questions how this is rolled out in fall an open nomination for one month any employee can submit for an individual our h.r. staff will insure the staff meets the eligibility requirement and the individuals are in good standing and the nomination forms sent to the supervisors as notification and then go to their atms for approval and all will be evaluated and scored by a selection committee that has been formed that includes representations from all the selection committees and they make the recommendations to the general manager that makes the finally be decisions in terms of timeline we plan to open up the period in october and then conduct the sros in november and

december and hold like to hold the first reception in late june january of next year the commission will play a leadership role at that event. >> they then in addition to the award ceremony through the media wall at the 525 on golden gate and other afs like staff meetings etc. and with that, i'll open up for any questions >> it's a great policeman and let us know how we can support you. >> i want to propose that you add do commission president to the general manager oh. >> yep that sounds good

without objection any other questions or comments public comment on that item public school next item. >> please. i just want to say that great work i'm sorry it is - >> great. >> people are reilly going to like that jutting yet very, very, very popular we'll know it later but thank you thank you for all your hard work. >> i love that instant appreciation. >> (laughter). >> and he love added the commission president as the final say i, blame that person. >> didn't think that was what the recommendation was (laughter). >> next item. >> on general manager report. >> public comment. >> okay. >> the next item is watering study.

>> may i have the slides please. so this picks up on the discussion we started in january of this year right before we kicked off the budget process and i provided a presentation on financial sustainability as well as briefly on stormwater run off allocation you had a number of questions i said i'll be came back in the summer when we started the work on the waste study i'm coming now we kicked off the rate study and wanted to proceed you with the report the agenda today to provide some context for the rate study and all the scope of the study and highlight some of the policy decisions we'll be presenting to you with discussion and consideration over the next two

years and describe how we are managing the project internally and talk about the work tasks when we intend to come to the commission for input. >> so i know the words rate study may seem a little bit borrowing to many people the actual work contained really supports critical strategic objectives of the organization and here well in may you adopted the strategic plan and one of the goals areas the financial sustainability and four subordinated objectives this rated study supports all of those objectives but particularly numbers one, two and four if we go into the big picture mode if you look at what is happening with the business extraordinary levels of xhoechl

and the convergence of wastewater streets green space and all of those presents adopt active challenges to the agencies or our enterprises and really indicate we shouldn't - should be taking this opportunity to think outside the box about rates and charges and not crank through the rate study we're not cranking through the rate study we have an ambitious scope in terms of a little background the charter requires every 5 years we retain an independent consultant to do a cost study it is i suppose one of the fundamental elements of legislative record that supports the adoption of rates and charges is the rate study so as prop 218 has evolved over the

years and rate litigation the rate studies and the administratively record is the key underpinning for the rates and charges so the charter requires we do at least every 5 years we last presented a rate study in spring of 2014 that was for rates and charges for the following 4 years fiscal years 15 through 18 we're in fiscal year 17 we're in the third year of the package you adopted we're about two jars introduce adopting the wastewater charges we selected grow engineers to perform at the independent rate consultant and we're starting early earlier than usual we have a scope that is ambitious with a lot of new

things so, now let's talk about the scope of the rate study 3 basic tasks one one is so develop the revenue requirements and the second to allocate costs of service and the third to review the rate design so revenue requirement basking refers to how much money you need to the opm and the investment and lastly what are the financial policies that may require additional resources so reserve debt service and fund more of the capital plans for cash rather than debt those impact the revenue the next task is the cost of service that tries to draw the k within the customers and system costs on the other so our

basically constructed around customers with usage characteristic when you think of the water system you're talking about peak versus demands on a monthly and annual basis and thinking about the waishlth you're thinking about the strength of those flows do they contain a lot of solids and organic and how much grease is in them that's the way you allocate the costs in the exercise and once you determine the revenue requirement you've allocated those to the customer next to look at how to recover those costs from etch customer class and the rate structure i want due wanted a fixed or variable or charge to strengthen the sewage or a charge for the

meters or connections so those are the 3 basic components of rate study i think i find it helpful to look at the three-legged stool as a met for and take each leg not go no a comprehensive description of all that is involved but highlight some of the policy issues that we're going to be paying attention as we run through each the tasks so on the revenue we have a number of financial policies we will look to review a revenue requirement is learning bans the 10 year financial plan required by the charter but what informs them are financial policies related to the reserves and capital financing we'll be looking at our rates policy that is kind of

an and/or expression interests regarding the rates and charges to the community we'll, looking at a reserve policy a policy that identifies the minimum policies of reserves and try to look at what other people are doing and develop a target dent service coverage and policy we don't have a policy on debt policy we have a minimum requirement and then capital financing policy we don't have one but it makes sense to consider the development of one so i do have a company presentation a memo that thoroughly outlines in more detail a long meeting so i'll not go into the detail here but refer to the memo and i'll be

happy to answer any questions you may have. >> so, now turning others second leg of the school the cost study i mentioned a lot of things you look at in the cost study this study we'll be paying attention to the stormwater cost allocation you know we have a combined system that treats both sanitary waste and sfrrm run off and sort of taking apart the treads and allocating the costs for stormwater flow it is essential one of the considerations we're looking at we'll be looking sewage strengths one of the things to consider we'll have extraordinary conservation one the area within the city that means that our loading the concentrations of the flow and so we'll, reconciling some of the data with that sampling

now on the rate design leg of the stool is where the work is and the policy for the commission where we'll be seeking input from the commission so in terms of the commodity rates we're looking at the mix continue fixed and variable charges how much we put on a meter charge and how much a variable charge when we driving into the variable charges we have tiered water rates do we want to continue to utilize the tier water rates or characteristics have changed a little bit system costs have adjusted and may want to reconsider what we do there and drought rates we've been spending the last year the conversation about the financial impacts of the drought felt organization how we've been

managing throwing that for the last 2 and a half, two years and a drought rate want to consider a drought rate surcharge to incentivize the drought we might be experiencing and maybe mitigate some of the financial impacts because of reduce sale another thing to look at in terms of the sewer rate structure the thing we've been talking about that i talked about in january is the stormwater flow charge do we want to sort of take separate the costs we call the roll. >> recover on the surcharge that is based on sanctuary discharge and water use and allocate that think parcel services we're going to go into this in much more detail this structure presents a number of

implement challenges we want to get to you early to get a decision we have there's more work to do in terms of reprogramming the customer billing system and getting gi s and rolling out the ideas that the customers mitigate the impacts there's a lot of work so we'll get to you early i'll talk about this schedule at the end the presentation and finally looking at interruptable and recycle rates this is the rate world that examiners litigation and so in addition to the three-legged stool there are other scope items don't go best practices outreach that means

we're doing financial policies and rate structures and rate levels compared to the compatible levels in california we want to see is anybody doing anything interesting that helps us achieve our policy goal, and, secondly, we talked about this quite a bit at the budget hearings we want to develop a more robust level of affordability within the service area to date the medium household income is it so just one data point of what our customers look like we want a better understanding who is paying the bill and what the income and demographics look like so we can present more you know a more subtle picture about the impacts and hopefully design the low income customers in addition to that we'll be

reviewing the commissions capacity charges for wastewater and water those are charges for the connections to the system that really insure quality between people that are paying for it for years and making sure that new development pays pay your fair share we'll be looking those charges in addition being activities regarding the steward management we don't often talk about them they're part of collective system and their sort of a confusing understanding of responsibility for maintenance and repair of the sewer laterals and resulted in a number of customers less exciting consumer implication has to do with with that and considering the implementation of an inspection and insurance program hoping to address some of the issues

you'll be hearing some a colleague or myself in september i believe on this and then to support all the work that that study all of concludes of the study we need robust prelims and having been at a number of utilities i can say the puc does an extraordinary job with respect to what i've seen bayview at other places we want to continue the legacy of robust and thorough outreach and i mentioned any changes to recent charges have an implementation component we can implement anything we present to you in terms of how we are managing the project extraordinarily internally the commission is a

policy making body we have a inclusive and steering committee and the deputy general manager their coordinating the work at a high-level it is critical to the strategic plan and a cross fundamental team that has representatives for the project and have the consultants engineers supporting it and i guess one thing to clearly point out we have the rate fairness board and the advisory committee that provides information on the things we put forward and lastly to discuss the timeline when you'll hear from us we have in this table the various areas of study where we expect is to be

before the commission and the tops essentially you'll hear our financial policies we'll be coming in october timeframe seeing what the review has found and coming for a robust discussion the next item. >> will the the sfrrm cost allocation we hope to talk about in november and we'll pick up work from july to september on the cost of the service allocation and gear part of the study and then in october through december 2017 is really where we'll be talking about the rate design i anticipate to be where the commission will want to focus most of its attention in january of 2018 we'll be talking about the affordability model and then finally we'll be getting into the rate setting process in - which will be

parallel actually with the budget deliberations for fiscal year 2019 and 20 that's my presentation be i'll be happy to answer any questions you may have. >> thank you looks like we have our work cut out for us thank you commissioner moran. >> first of all, i think the scope of the rate study is ambitious and appropriate ore business model as utility is challenged by the need to conserve more and basically sell less product that's where it is a schizophrenicic thing steve will say we are chief financial officer yeah, but we have a financial problem we need to reconcile that with a business

model and structure that basically ports ambitious terms and minimizing the water we use i'm very glad you're taking a broad approach that is the challenge we'll all wrestle with and presents questions there are not simple or straightforward questions so thank you looking forward to hearing more. >> i want to add eric this is like on all outlining and we'll be looking to other utilities to see how they're handling similar problems so thank you. >> thank you. >> thank you very much any public comment on this item.

>> commissioners as you may know i'm addressing the people at home the people at home have been told to conserve water and to flush as little as possible encouraged by you, you all sfpuc and as one commissioner who is wise stated earlier before me speaking that if you don't collect sufficient money than and you have this committee deciding how to increase the rate we have a problem. >> but commissioners, i think this is the final time i'm going to bring this to your attention that you all have failed in realtime to monitor the sewer

pipes and the clean drinking pipes that are 85 years old so why we are talking about something that relevant on one level impractical speaking not objected the goals in replacing the sewer pipes and at the clean drinking water pipes the gentleman that made the speech earlier he mentioned about sewer everybody that is practical thank goodness a very good idea and have to think if we're a dual system to have large catch areas so we can capture the solids if we're wise and some of us when the skyscrapers are

built and have so many in san francisco they should pay more and they have taxed areas where more water goes into the system and the solids are captured nearby which is possible in today's technology and again and again commissioners people don't want to come here and give public comment they feel they say something and nobody listens to them i can reference steve lawrence and joe and eric who passed away and many others we have astute people if san francisco that understand those issues but want the san francisco public utilities commission to step up and i know your capable of doing that and

do the right thing thank you very much. >> any other future comment on this item next item. >> please. oh, one more public candle stick park. >> i'm ace washington a person that ran for many years and coming to you speaking as the czar of the out migration that's been studied and nothing has taken pa place this is not the commission that takes care of of it but the rates commission has failed us and come to speak of commissions in the city have failed miserably i'll applaud the supervisors to create this advocate public advocacy committee that will watch over the commission we have commissions no oversight only oewd it is amazing but this i'm

coming up here i don't want to reflect i had the wrong impression but someone came from this department heading san francisco hope i'm an african-american and that's what the report is about our leaving the city and dwindling down to the non-restricted exonerate and terrible i'm a father not a grandfather not a great grandfather i'm 62 years old you call it city hall i call it silly hall. i'm here to say the out migration a lot with that i'm hoping the commissions will lend a hand to our dwindling population it is literally down to non-excited what do i tell

the young with the people with the police department the city didn't give a damn about us with education and health and so i'm proposing that the city and county set aside 5 hundred black families into the next 10 years with the health and education and all the things recommended in the out migrations i think that is a parallel and we looked at ahead and saw my name is ace and i'm on the case and you'll see more more and more as the months guarantee community-based by. >> thank you for your comments. >> is there any additional public comment on this item next item. >> please general manager. >> can we combine b and f together and no objection e and f. >> dan will give an update on

the sewer system improvement program and the water capital improvement plan for the report. >> good afternoon, commissioners dan and i'm going to first briefly touch on the water enterprise capital improvement program and a few comments on some of the highlights one is that there are several regional projects active for the pooimgz of peninsula and soma valley we want to point out and point out wire excited about the fact that the fattens of the peninsula seismic updates about break ground f this month we will have fully met the seismic doles as part of the wsip that's

important and highlight that we are making good process on pipeline replacement within san francisco and feasting we replaced nearly 13 miles this last year this is the goal for the coming year and hit on the red dots in the report and there are several one is an 8 month delay for calaveras turbine it is on hold until the alameda project is fully scoped the amount of water will effect the ability to generate hydro power from the calaveras pipeline that's the reason for the delay an is southern boulevard trail extension we have about a six months a delay because the team is applying for a grant and that requires a bunch of vital

documents on the suspension system a delay due to a long list of item the project is in service on the grour study a 17 most delay part of it due to the design delay or actually excuse me - a six months delay on the protest for the building of that project and a one year delay for the phase one construction for the record 40 in order to integrate the rec and park department irrigation operations with that project but the most significant red dot i should say on the water and cpi is the san francisco west side recycled water proximately and on this project we have now forecasting for the first time

in the port a 15 month delay about an $18.7 million cost increase and the preliminary reason for that there's a couple of reasons for the delay the project team needed to preselect the membranous supplier for the project that was detailed the procurement of the supplier was detailed for a number of reasons the design had to be put on hold until the supplier was selected and integrate their details and the number of cost grants due to the scope of the project namely with the irrigation systems retrofits we need to make sure the system has the capability to take the water before the project is effective so the

scope is added to the project to essentially retrofit the irrigation system and be a separate construction contract to do that those are the highlights of water system or the water enterprise capital improvement plan as far as the wsip goes the program is currently 92 percent completed overall as you can see the breakdown between the local and the regional program a number 67 accomplishments to report i don't go through all i'd like to highlight the fourth major believability we have 40 of 43 projects this is exciting in the program.

>> there is one major project the preconstruction the alameda creek the rendering of the pump station and we are 95 percent design phase completed and reviewing the administratively craft of eir currently of course, our largest project in construction will will be active to the end will be the calaveras project you've seen the slide a number of times i want to focus on the foundation for the new dam that will start construction this fall down stream of the existing dam this is essentially in the middle of the slide and point out something that happened on the abutment this slide shows the kind of the close up of the foundation where the new dam

will be constructed you see a lot of activities because the final foundation currently take place a lot of the shaping and groout is complete slush grouting to internet the combroet into the cracks of the rock and the slush grouting take place and sexual needed to be done we're neither here nor there complete. >> some things not talked about the fines and several hundreds fossils and this location just last month we removed 20 million-year-old humpback whale fossil

we estimated age, of course, 29 years approximately two and a half tons and located this in 2013 and took to now to take it out and preserve it properly and that will be displayed in a proper location. >> fish package is well under construction you can see the process on that is finish ladder facility the reasonable ground water the major challenge we have to wells to be sited and in discusses with potential pertains in the bernal heights area and seeking the assistance of bosca and san bruno to help

us make that happen an bio regional restoration to contracts remaining one on the peninsula and one in synol and we are moving forward with the vegetation removal non-vegetation removal on the peninsula and that project will be the last year to be completed i'll be happy to answer any questions you may have. >> questions. >> comments. >> thank you for your report any public comment on the report. >> anyone else. >> i want you to know on my piece of paper to discuss the red dots. >> how did you know. >> i've heard you ask that before alu. >> general manager. >> that concludes any short

report. >> next item. >> please madam secretary. >> the bosca update. >> good afternoon and thank you for your patience. >> good afternoon michael the waters resource manager for bosca the center regrets but wants me to give you a short report on the cost saves a lag time in getting results we were able to put together a graphic and want to start out with - >> start out the gold bars in the graphic the individual conservatism target by the agencies the blue bars is users the lawyers color motif etch the

24 agencies that are required to meet the standards achieve the standards over the course of the year 15 percent amongst accident agencies and as you can see noted 27 percent saved in the measurement. >> another way if we quantity if i roughly 2 and a half billion gallons were saved as you recall during the spring a sort of interimmediate step the tarts were extended and even in the 12-month period the bosca

agency achieved that so really i think the point here is this type of salesforce with not individual coordination your staff work together with bosca and other agencies put together a campaign that was instrumental in the salesforce we're required in june 2017 that campaign rolled out and certainly look at the element of our success we saved i'll be happy to answer any questions you may have. >> that's correct thank you for all your hard work any other comments or questions. >> public comment on the report. >> hearing none next item. >> >> item 9 is routine and may be acted upon by

a single roll call vote of the commission. there will be no separate discussion of these items unless a member of the commission, the public, or staff so requests in which event the matter shall be removed from the consent calendar and considered as a separate item at this or a future hearing. a approve of the agreement to 2346 and the amendment with time extension of one year to the job contract 47 r increasing the contract over a time extension of three hundred plus subsequent days with the improved modifications decreasing the contract and authorized final payment to the contract and d approved the plans and specifications in an award contract nouchls of $1 million plus the lowest responsive bidder in the american supply

and d approve the specification and award the contract in the amount of of $3 million plus to theowest qualified and responsive bidder j m b construction and f the plans and award the contract not to exceed of $8 million plus to the lowest quality and responsive bird j construction company g approves the terms and conditions and 9 year irrevocable for 45 thousand plus dollars with 3 percent annual increases and h the general manager to modify the the grant program minimum eligibility criteria of 2 point acres or more to half anarch or more. >> a request to remove any of

the items. >> is there a motion to approve the consent calendar. >> so moved. >> seconded. >> any public comment on this the consent calendar. >> >> all in favor, say i. >> i. >> opposed? consent calendar passed next item. >> please. item 10 discussion of draft water management priorities action plan. >> thank you. >> good afternoon, commissioners steve richie assistant general manager for water we spoke about the action plan in early june and talk about priorities for the water management action plan and give you a brief workshop on the issues of the palo alto that were widely talked about at the june meeting if i could have the slides the overall map for a refresher is a plan to provide

includes background information of customers and the water system improvement program the regulations and 15e789 between water supplies and demands in drought and non-drought years to focus on the policy questions the commissioners grapple with and the policy questions do we make santa clara a permanent customer and other question the commission take action to increase the supply available to etc. palo alto as well as considering whether or not we make additional supplies available in drought we discussed those plans and what are we asking the commission really looking for priorities to meet the demands and the requests if the customers and the commission priorities related to the supply projects first before we get into those issues i wanted to update you on

the east pooltd as you recall they are at closed to their individual supply guarantee have a backlog that are out there that can't move forward until a secure water supply so since that time i listed the thanks going on first, the staff has met about east palo alto city of mountain view and yesterday august 8th to talk about the potential for transfer of individual supply guarantee from mountain view to east palo alto those discussions are proved useful and so potential there i'll refer to that a little bit later and another action east allocating a palo alto on july 19th took action to answer into the reimbursement development with 3 components that will help to pay the

development for the palo alto assisting them with trying to obtain the transfer of supply guarantee and officially placed a moratorium on projects based a lack of water supply you know widely viewed by the community and a lot of people were concerned but the point to make it clear without the water you know they can't be approving the projects that is a problem to be 1068dz that and the biggest development was mountain view sent a conducive letter that is included in the correspondence regarding the transfer of at least 5 hundred thousand gallons of supply guarantee the city manager talked about the certain terms and conditions prepared to recommend that to the mountain view council and last friday two

commissioners toured the east palo alto and bosca a useful tour i believe you know introduced folks to the issues around east palo alto but were then again like i said, we met yesterday afternoon with east palo alto and talked about the posh for a transfer of supply guarantee i think that folks have a good understanding the potential there so basically east palo alto and mountain view about talk and see if at the, come together and agreed to meet in the second week of september to see how that progress is going i think things are looking positive for transfer of individual supply guarantee but no means guaranteed so kind of a quick summary there is a lot of interest on the east palo alto to make something happen if

there's any objections or questions before the tour. >> when will that happen is there discussion. >> that's one of the questions you folks have to get to if there is an agreement between east palo alto and mountain view for a transfer assignment action by those two parties no one else has to side anything we have to send a letter the plumbing works and the water can get there fine we can do it, it's up to their processes as well as whatever commons that might combo play it could happen relatively quickly. >> there was a request for an additional m g d question flushed that auto a little bit yesterday wouldn't wanted to put a number but mountain view said this is probably doable if they

reach an agreement that was yesterday's conversation went well. >> that's excellent news we've talked about as a commission you know willingness and wanting to make east palo alto whole sounds like good progress. >> we'll have to keep it up to make sure that something hispanics it was an excellent tour thank you for the tour and putting it together we learned a lot. >> a lot of east palo alto with the city assistant manager and carrying the water so to speak. >> but now to the issues do i have the slides two tables in the agenda item for the commission those are slightly misdemeanor the first is what is the priorities in the water action plan going forward into

the future and so we've laid out in the table a recommend order of priority by which needs to be taken care of first meeting the obligations making sure we are delivering the one and 84 million gallons a day we've talked about that but just to be clear number one is that we need to flel fulfill that m g d obligation it is an additional supplies the second meeting the obligations to the customers and here we've list the demands for palo alto they show a needs of one and a half m g d to 35 that increase in the demand starts earlier but researched of repetitiveness it 2035 i think our preference to be taken care

of with the individual transfer arrangement if it didn't happen that way there that be the next priority we recommend to the commission to try to achieve the future water supply for east palo alto outside of one and 840 m g d and the third priorities making the customers that time permanent it is san jose and santa clara they were envisioned the four and a half m g d we breakdown into 3 pieces to make them permanent at 4 levels this is the first priority beyond the first two, and, secondly, they asked for additional supply to we put that has priority after meeting the base demands so to speak of four and a half of the additional m g d for santa clara and plus for san jose last year

rising the suggestion on the drought year reliability this is kind of the longer than o longer-term and the new state regulations for drought we'll need to deal with coming out in january and not ready for a recommendation as far as long term planning those are the priorities as we heard the commission talk about those matters and looking other factors in mind so like any feedback on the priorities from the commission if we are headed the right distraction from our perspective. >> this is the letter from bosca i see you're still here as i paraphrase and correct me if i am wrong support the

general priorities structure and then put top priority on the first two within that list my question there is a statement saying the top two priorities are the medium action and i've like to know what that means and my confusion is the fact given the current demand levels and supply capacity we're meeting the levels of service of objectives i thought that sidewalks give us the time to react appropriately i'll confused as to the immediate action that was anticipated as required. >> well on the palo alto the east palo alto we agree that whatever we can do sooner than later and meeting the one and 84

a contractual obligation even though this is not there. >> as far as the action on is east palo alto. >> that's the way i interpret that i'll let you ask michael to delineate certainly the east palo alto is the most the obligation is the most important. >> michael. >> thank you i think steve characterizations it accurately the east palo alto is the most imminent and steve indicated the mechanisms they can be addressed quickly and reference to the one 84 and the requirements to meet the contractual requirement we see that has an impact that is

effected retail and wholesale customers and certainly want to see efforts made starting immediately to make sure those levels of service are continued to be met. >> thank you. i guess the my question goes to the immediately part that have last. >> sure. >> an issue i understand if we try to increase our capacity to one 84 you'll basically be paying for capacity that you don't need and not using you'll put a rate burden on users in advance of need certainly always a timing element trying to get those and make those supplies as available as needed but my understanding that when you went into the contractual negotiations committed to the one 84 those are losses were unforeseen as

part of the wsip correct me if i am wrong but certainly we want to make sure as it is indicated here as a top priority and want to move forward to address. >> i think there is an issue there we just need to keep on the table that the obligation is clear the speed for which we meet the obligation is not clear right now there is not a demands we're failing to meet under the - not a level of service we're failing to meet but if there is a timing issue a component of that also there is a body of water in there that could be used to solve current problems i know that runs into some contract issues we need to be mindful of that that's why i think we have a lot of stuff on that particular issue i don't know there is a project to

proceed at a different rate of speed p than we are but deal with the policy issues and recognizing that obligation is there and that's our commitment to meet. >> and next i don't know. i don't need a response to that i'm curious though we'll you're up here the 5th item the changing the reliability standard steve mentioned some procedural issues around making sure that whatever we do conforms with or cognizant of the three-legged stool i that point it aside my rough calculations say we can go to a 10 percent level of service

instead of the 20 percent. >> at a cost of 10 m g d and that's seems and in the past been an expression of real significant level of interest your members and improving that level of service even though it was not part of the original negotiations i'm interested in whatever enlightenment and make sense to number 5 on the list. >> well as you recall bosca undertook its own reliability study and focused on that commitment by the puc as i understand coming out of eir discussions as part of the wsip a decision to defer any discussion of additional supplies to approve that the

decision to keep it at no greater than a 20 percent shorms was a commitment as part of long term water supply strategy we looked at bosca improving or reducing that potential shortage level and so i think we're comfortable that one-half taken a looking at that and certainly not something that was part of the commitment in 2009 to improve that but i'm the new guy in town so - >> i think you're right the reason i raise that and sense then when we talked to our wholesaler customers and have an opportunity to improve that if we want to beyond the wsip and

the eir done on that but an opportunity should we want to do that because of man levels that are a lot lower we've expected than the original wsip plan and when a part of what you're saying that you've taken that on your problem to solve and not looking to us to solve if it's the case this is important to know. >> i didn't come to speak to p that directly but something that the braid needs to weigh in on we were not expecting that to be one of the needs identified originally so that was a bit avenue surprise so we haven't had in terms of discussions on whether we need to take a position we're interested to see the puc is proposing. >> i appreciate that and my intent not to put you on the spot clearly you're not asked to be here to address that

this, however, is kind of the kickoff to the thought process and want to surplus that should be on the table and was identified as a significant need for your service and if there's a role we should know that is the fact and be thinking how to address that i think that is something for us to deal as we go forward and identify if you have anything to clarify for us. >> you know i think part of our strategy analysis we really looked in terms of development the demands forecast but trying to remember this is the history of the california water so something we need to be prepared for and ideally we would like to

be comfortable with our demand projections but it is worth studying internally this is the beginning the process and recognize there is there's more work to do and we're looking forward to work with the puc. >> thank you very much. >> thank you you are have a question about the policy stack and what it really means to set those priorities does that mean it is a matter finds dosage we work on the highest ones the most and soonest or how does that work and he'd them in all in order in some capacity. >> i think this part of it is the easy part you could say yeah. if we do one keep the one 84 and hopefully, the east palo

alto we'll take care of that and then san jose and santa clara but what we get to say supplies how to come by supplies our experience is clear along with others developing new supplies a real challenge no california so one of the key things priorities if you can only develop so much supply where will you apply it in this case that's where the priorities come up one way to take a look at this the commissioner may have articulated in a side conversation priorities of your man's needs and priorities of the way to pursue the projects or the kind of projects you want to pursue and if you only get so far down the list if you can get down the list priorities are less relevant but the sufficient

timeframe - (microphone feedbac feedback). >> i did it. >> (laughter). well, they turned it off oh, no, they didn't turn it off >> (microphone feedback) and. >> you did is that time. >> i even forgot where i was but basically again if you develop all the supplies meet

all the needs not a big deal but we know the world of water supply is not it easy the timeframe are making decisions on santa clara and san jose not needing the supply available but need to make a decision in the contract that is what the commission will do and palo alto this is something that people want to take care of right now one way or another a this is the backstop for hopefully guaranteed transfer that can occur. >> i had asked for this kind of a list a couple of meetings ago a lot on the table and a lot of parties it is important to put down what we that the priorities are we have we think about palo

alto and the other customers that is important to remember we have existing customers and we have obligations the first obligation to deal with that having that on paper and going through process with bosca and responding was an important part of conversation process so everyone is clear as to what the expectation how we approach those. >> actually - >> i think identifying the priorities has been a great thing i said as part of terms of the contract that we want to meet the existing obligations if you or anyone you know has information for the folks but recognizing that the kind of demands are low and make sure we live by the contract so it could be as easy identifying that as you grow the demands grow it

triggers you to start doing projects that meet the demands so you can not spend all the money developing the projects you really not necessary so plan it work out over time so that you don't have to do all the work to come up with a plan when it triggers you need more supply you can start developing the project and once you get an agreement move to the next priority not necessarily mean you have to meet this but i think have some kind of an agreement how you'll death penalty deal with that long term this is great-uncle i think meeting the existing obligations do that now i don't know if everyone wants to do that as you mentioned. >> factored into the program we described by which we will

accomplish it it will be needing a environmental review by the new decisions in 2008, and if i guarantee every bosca letter will say you need to meet the 284 we'll not forget and to those priorities do they look like they means to the commission. >> they're very helpful. >> are you about to turn the page. >> i'm about to turn the page laughter. >> i summarized what was in the text in the documents the considerations for supply option priorities if i can have the slides up basically the allows of priorities has to do with with implements eligibility which in many cases we're finding the local controls the easiest but need a lot of time

the storage took 20 years from concept to signing an agreement that is a long hard process what kind of party supply is it available in the wet or dry years or emergency years or a combination the quality of the water that can be obtained and one of the things we're talking about one water and one component the right quantity for the right use for irrigation and preserving the grouft and cost and regulatory requirements is permitting or water rights both things come in the environmental considerations and impact to the public at the ability for the infrastructure and flexibility in adapting the future change

they're important considerations for setting provided we wanted this list out there as the lens we need to look at the projects through. >> so in turning to the table that is actually in the document again, we have an abbreviated version on the slide one of the things i think we've heard 24 loud and clear all the time conservatism is at the top of the list and it is a given we're going to do more conservatism in the projections 0 wholesale a water reuse we're looking in san francisco those are happening a matter of course a few m g d supply but will happen we need to know that. >> can you go back a slide for

a second. >> i don't see the word drought i think you're talking about water supply availability. >> yeah. >> i don't know if that word needs to be in there. >> a consideration to be explicit. >> we'll make that more explicit and talking about the 20 percent you know no more than 20 percent rationing and given what we've clufd have not conservatism last drought we may need to revisit that 20 percent reduction number in light of the picture has changed and achieved more 20 percent not by our water supply but people did a lot out there and the economy seemed to continue to boom maybe it is good to have drought in go

economic booms but when things are tougher that question of drought supplies in the future will deserve examination in the process. >> and maybe as it ties to state mandate. >> well, we feed to see what the state comes up with something that shifts our attention and, yes drought will be explicit. >> okay. >> so again turning to the priorities for projects what we've listed 10 projects some are categories for example, portable reuse have a number of different affordable housing bonus program we're looking at for parties silicon valley and alameda community district but expect multiple opportunities enclosing over time and some maybe pie in the sky but maybe

some are real fairly rapidly. >> and how did that get to be provided number one. >> the portable use was a priority it is one our control. >> okay. so basically for all of the regional projects of the new supply projects the only one excuse me - >> that is under our control the rest are - >> require us to be roimentsz with other people one way or another i would say the diversions within our control but requires a lot of stakeholders control so we want the stakeholders to achieve that one for example, but the east side portable use the puc

facilities and you know is actually like i said totally within the control of puc not priority number one but that's why that made the top of this list currently. >> okay number 7 is also something that is pretty much under our control. >> well in this case it was basically taking wastewater from a wastewater plant near redwood city and transferred to the streets of redwood city in a club in woodside there are local jurisdiction we have to work with and silicon valley clean water and the city of redwood city so not totally in our control and has to be expensive water. >> that was my other comment 10 seems to be a good number for that (laughter).

>> very little water and very little cost this is hive influenced by jurisdictional issues so - >> as the staff is talking about the experiences over the last several years within the staff we worked on this is the biggest biggest load to carry and moved on projects. >> this is different than what you said orally that conservation is on the top of list. >> yeah. >> so this is not that kind of a list the regulation for i don't know so this is not that kind of a list but this is kind of a variety of considerations. >> yes. variety of considerations and and applied to real projects that exist

today. >> yeah. and from your preserves nothing magical about the list the bias we brought to it but hearing about you know the consideration we should take into account commissioner vietor comments and your comment about little water for little money that should be at the bottom of the list and points of feedback we're looking for. >> if there is an explicit bias that will be useful thing to know. >> i think this is a bias towards recycled water that ultimately will be portable or indirect portable we foresee that train is moving long and we're going to get there sooner than later. >> part of where this goes we

as a commission have's decisions to make what we think an appropriate commercialism target that is into the setting how far we can push commercialism not only in the residential but the commercial areas and what are t options we have that are not fund what's the opportunity to reduce the sale if that's an obviously - as we go through this. >> we can bring that back that's the urban management plan the conservatism by natural and plumbing processes and thing we

expedite by investments we've done a great job seeing the investments through the 25 year planning periods your money will become less important people have to do to right now commercial buildings in san francisco in january 2017 have to have low flow fixtures in place not a lot have them but a code requirement not for us to pay money for code compliant that's another thing that people are obligateed to do things in the budget we said we'll be planning for a couple of years rates to support our operations and no increase in demands as the drought eases and mates the

closest if we're to maintain that long term we need to know what remains of those opportunities something in the process of going away and others opportunities if we allocate funds we can the obviously are of stabilizing and expect to cack come back in october or november to make sure that is build explicitly into that. >> questions of like green extra or gray water our technical solutions on the horizon are those embedded in the priorities or they egging merge do we something comes up we are we're not for seeing. >> in the conservatism lies the deference version of package

talks about conservatism and non-portable building levels or district level reuse this is for largely for developments that is required in san francisco a code compliant so folks are doing t for the requirements partly because they want to be greener than the next guy and we'll have discussions will boy maybe that will have a bigger impact if enough water leaves the system won't be that much but certainly have to account for that we feel probably not a lot of opportunity digging down into the residence level or replumbing of older buildings those will be harder to table but reuse for the buildings and that will show up.

>> many if this time of development throughout the city it has to be effecting the numbers if we are doing it right; right? building for conservatism and portable use and bringing those things online and but your building bigger density so you have a lot nor people in each square feet so they're more efficient than that use that makes it round. >> thank you are you finished and i think i got what i need. >> public comment. >> yes. >> i have your card as well. >> hello good afternoon good morning i'm sorry shawn i'm the assistant city manager and thank you for the work and

effort trying to find solutions to the challenges it is the third consequent workday to work with the staff on this issue when bosca mentioned the immediate we feel the responses to our request is rapid and appreciate that all of the signs are positive and we support the priorities in this and staff's recommendation and appreciate them i have one comment about the priorities and that is they identify our target year as 200035 for us we need to sooner that's the end of our planning our general plan period for example, right now 3 applications on file that will useless predominantly institutional building with three hundred thousand gallons a day and probably another 5 projects both commercial and residential that will consume other 4 hundred though gallons a

day held up because of the lack of water if anything changes 200035 would be synced but strongly appreciate our efforts and if you have any questions, we'll be happy to answer them. >> great. thank you very much. >> helurling i didn't. >> we're - i hope i'm clear on the immediate needs action oh, quickly echo we feel the discussions are mountain view at the puc are going very well as

to be expected trying to educated address the needs west portal to the type of impacts i think that we would like to see more information are the needs intermit and commissioner moran indicated a grateful of the reliability given the solution predicted split and demands that tends to we're imposed to some degree if we add dances on the shortage i want to work with staff and understand what the marginal impacts to the potential of having and being able to meet that maximize shortage level of 20 percent but the nature and the type of projects you'll elect select and focus on may

change depending on the type of needs it is associated with the characteristics moving on to the supplies themselves we understand that staff was given a quick turn around and not you know a lot of time to develop that background information but certainly want on understanding of the criteria about the considerations but what are the goals the objectives relative waiting subject to those we've had that brief discussion as substantive but said what the process is going forward is that more a quantitative process or the thought with respect to that. >> the linkage between the two is not clear to us that priority one is in each the allows is

associated with each other again, it comes back to the type of character and the needs associated with those and finally add just the good our sense is there is the liability situation is very good but on the back end are we getting into a situation a greater risk of violating the 20 percent shortage should we add the new demands so with respect to that the different grounding storage a options - clearing could meet the needs owe look forward to meeting with staff i'll be happy to answer any questions you may have. >> thank you. >> any other public comment on

this item. >> next item. >> please. approve the amendment a through d and authorize the general manager with the time extension of 4 years. >> is there a motion on this item. >> i move to approve public >> i. >> opposed? that item passes next item. >> please. item leveling for the agreement and authorize the agreement duration by 5 months. >> so moved. >> >> public >> i. >> opposed? that item passes next item. >> please. item 13 an increase in the construction contract contingency up to one and 80 communication calendar days and future modifications to the contract for a total duration of one thousand consequent active.

>> public comment. >> all in favor, say i. >> i. >> pulling item 14. >> item 15 a memorandum of understanding with the san francisco housing authority not to exceed one and 50 thousand. >> is there a motion? >> so moved. >> second. >> public comment. >> all in favor, say i. >> i. >> opposed? and that item passes next item. >> authorize the mou with the california fish and wildlife for not to exceed 1 hundred plus and the duration of 12 months. >> is there a motion? >> >> public comment. >> all in favor, say i. >> i. >> opposed? that motion carries and

commissioner secretary read the closed session section and items - item 19 the litigation for the city and county of san francisco versus golf and recreation company, 20 unmitigated claim for the cherry aqueduct pilot program and 21st unmitigated claims and martin d iller and 232 the california fish the wildlife office for response, item 23 litigation for the city and county of san francisco versus the gun club san francisco, item 24 existing claims santa clara parks department and items 25 through thirty will not be heard today. >> is there any any public comment on those items is there a motion to