as part of the original project. >> supervisor breed: okay, that's helpful. >> while there's a wide variety of scopes they proposed, that was one of the most important to us because those are internationally known murals and they did not have money at that time to restore all of them and so there are a couple that still do need work. >> supervisor breed: okay. thank you. that's helpful. >> supervisor kim: thank you, mr. frey. if maybe the committee members can remind me of the three that we forwarded with recommendation to the full board, 101 , and 940 grove and 637 waller, did we limit all three of those to a tenure mill is act? >> supervisor breed: i don't think that we did all three, the 940 grove i pushed for no limit, and i can't recall exactly -- i think that waller was a limit and what was the other one?

i don't remember that one. >> supervisor kim: mr. frey. >> my ris recollection is only e waller street project is the only one with a 10-year limitation. >> supervisor kim: okay. and that was actually a significant reduction, at 59% in terms of their property assessed value. okay. these two projects are slightly lower in their reduction rate. for me on a level of consistency i would move both of those items forward with the 10-year limit and that would be my recommendation to have the property owners come back again to explain additional costs or rehabilitation at that time. so that will be the amendment that i will be making on these two -- on these two items. so before we take a motion to do that, we're going to open up these two items for public

comment? any members of the public that would like to speak on items 4 and 5? packagpublic comment is now clo. colleagues on item 4 and 5, can we take a motion to move those forward with recommendation, amending it with a 10-year term for the mills act exemptions? >> supervisor breed: so moved. >> supervisors, so the way that these will work as with the waller item is that the board may approve the mills act agreement which has a 10-year term and can be terminated by the city at its discretion at any time, 10 years in advance, so you would be approving the agreement and then any supervisor of the h.p.c. can initiate termination by introducing a separate resolution as we're working on

for supervisor peskin with the waller item. >> supervisor kim: consistent with what we're doing for 637 waller. >> that's right, so you don't need to include changes to the agreement itself and you're expressing your intent that soon you'll be introducing a resolution to terminate the agreement 10 years from now. >> supervisor kim: okay, great. so can we add that just to the same motion? >> you don't need to make any motion on that because the termination is just a separate item but we will take that direction from you to initiate that process. >> supervisor kim: thank you very much. supervisor peskin? >> supervisor peskin: so just way of background i'll introduce the 637 waller termination in january and i can add these two to that. >> supervisor kim: great. >> supervisor peskin: if you two would like to be -- i don't care who is the sponsors and co-sponsors and all three

members of committee can affix their names. >> supervisor kim: that would be great, and thank you very much, supervisor peskin. and that being clarified we'll take a motion to move forward items 4 and 5 with recommendation. we have a motion and a second and we can do that without objection. thank you so much to all of the departments that were here today and to our property owner and also to mr. barnes for coming to speak on this item. mr. clerk, call the next and final item? >> clerk: a review of theup date on recreation and parks department's strategic, operational, and capital plans. >> supervisor kim: good morning, mr. ginsberg. we appreciate you being here today and i want to recognize that danny kurn, the operation director, talk and taylor emerson and the strategic planning analysts are here and they're available to answer

questions and i see that gary mccoy is here as well. >> if i can modify that a bit. they're upstairs in a capital planning presentation of his own that i was supposed to be in so he's covering that and i have tillerson who is overseeing, and danny kearn is our operation director and jordan lam berson is here, a chief land plan use owners and gary mccoy from our staff so we have plenty of people to answer questions should they arrive and they are here to cheer me on. >> supervisor kim: thank you for being here today and one of the civil grand jury recommendations that this board, that this committee took upon was to call a hearing as a follow-up on your strategic operational and capital plan and to also ask some questions that had come up during the civil grand jury process. but before we do that, why don't we start with you, mr. ginsburg. >> thank you, supervisor, and we

appreciate the opportunity to present and we take a lot of pride in the work that we've done in the department over the last several years and particularly a lot of work, a lot of pride in our strategic planning work which we've taken extremely seriously in the last, you know, three, four years or so and it's worth noting that prior to that the last strategic plan that was done in the department goes back to 2003. so i thought they would start with -- if we could flip on the projector very quickly because this was in response to the civil grand jury report and it's worth noting the cover of the civil grand jury report which is planning to make our parks each better. i was doodling and it occurred to me, well, that's a good title, right, even better. and we thank the grand jury and, frankly, thank all of you for that work, that's what we want, we want the best park system that we can have. so i'll turn back to the presentation now. and start here which is to offer a little bit of high-level

perspective before we can dive into the details which is that we have a very, very, very good park system and that's because of some very good planning decisions made a long time ago but it's because of the work of numerous generations of the board of supervisors and numerous mayors and numerous general managers and most importantly, you know, generations of hard-working staff of our department, that we are considered and have been for several years one of the top performing park systems in the united states. this year we are the very -- we are the number one park system in the united states, except for minneapolis and st. paul. and they -- >> supervisor peskin: they have an incredible park system. >> they have incredible park systems and they have a lot less density and they have a lot more space and they're built on the mississippi river and they have some, you know, they have an incredible park system and i got to be there this summer and actually i particularly loved

the rail-to-trail bike network, the cross-town bike network they had, and they had the benefit of having numerous train lines going north/south, east/west through, and they have been converted to bike highways with on ramps and off-ramps and exits and it's pretty neat. but this is a sophisticated evaluation system and the trust for public land annually analyzes the top 100 park systems and they look at a variety of quantitative criteria. and we -- as the criteria changes a little bit and they add new park systems but we have never in the last several years been lower than five and this year we are at number three, and so overall we're doing pretty well and i thought that was an important place to start. the most important part, now turning to our strategic plan and the most important part of our stra teami strategein plan r mission and our values and they

were refreshed through a rather comprehensive process that was internal, external, literally hundreds of meetings over a year-long period and we got pro bono assistance from the harvard business school partners program. but our mission is to provide enriching recreational activities and pain tain beautiful parks and to preserve the environment for all. our vision, we boil it down to three simple words -- we seek to inspire, connect and play. this slide is overlapping a bit and making it very confusing for me and the long version of that is inspiring a more livable city for all and san francisco's parks connect us to play and to nature and each other. inspire, connect, play. and our values, and, by the way, i mean, a little bit -- i think that you all know this -- but a bit of h.r. tech talk, you know, a mission statement should

describe who we are and a vision statement should describe what we appear to b aspire to be ands should aspire how we do our work and in particular i love our five rs and our value statements because this really did come from staff. and these were the words that really resonated most with our 1,000 staff and that was respect, resilience, and we never know what is coming at us and the environment changes need change and relationships, responsiveness and results. so that is a very important part of our strategic plan. and now diving a little deeper, in part because, well, in large part because of the passage of proposition b in 201 2015 whiche really, you know, appreciate the support of most of our elected officials and it created a general fund baseline for us

that really stabalized our funding. thank you, supervisor peskin, for acknowledging the joke. it created a baseline. and that is really important to us because we are in the business of not just responding to the crisis of the day or the political need of the day, but we do need to engage in medium and long-term planning and having my first five, six seven years -- my first i would say five years on the job was really responding to the financial crisis of the day. and we are very emergency response driven. and because of proposition b and because the economy is better and, frankly, because you all have had faith in us and the mayor to invest in us a little bit more, our funding system, our operations funding has stabilized and proposition b actually really kind of prevents it from, you know, from the bottom -- hopefully prevents the bottom from falling out any time in the fea near future and allos

to engage in long-term planning and this is our engaging process and it's a cycle that goes on all the time and it begins and it does come from proposition b. it integrates both data and philosophy of equity and community feedback, and we end up updating our strategic plan each year and reporting how we have done and in the anticipation of the following year's budget we have capital plans that are on shorter horizons and focus on not the big mission vision values and not our four core values but the tasks that support our strategies and our objectives and that feeds our budget and then we measure and begin the loop again. so this is another kind of look at that. which shows over a five-year

horizon, which is our strategic plan and, again, the big picture stuff isn't going to move that much and it's our mission vision values and our strategies and objectives. where the details lie are in the specific initiatives and how are we going to achieve our objectives and pursue our core strategies. and that's what kind of changes on a year-to-year basis and our operations plan and our capital plan are merely a report of the initiatives that we are tackling in every two-year horriz horizo. so starting with our strategic plan, and i think that you have had it before but you have a copy -- i believe -- on the dais, our five core strategies which are to inspire place, play, investment, stewardship and team. and we really do track all of the initiatives and i think that you have a list of what they are

under each strategy and these are -- these are -- it's a working list. it changes every year as we do new things and you either ask us to do things or the mayor asks us to do things or we come up with new things or the community asks us to do things that are, you know, that help us to pursue our core strategies so this is a work -- this part of it is more of a working document. but we do track very carefully things that we said that we were going to try to do, what we have completed, what's in progress, what we haven't started yet. and -- and to the good, this strategic plan has been in place, tillerson is 2015 or 2016-2017, only in place for about two years of our initial batch of initiatives, about 85% of them have actually either been completed or are in progress in some way. and, you know, we talk as staff how to plan to work out for a

number of years but we're off to a pretty good start. now what follows are some examples of what this means. so one of our core strategies is to inspire great public space and one of our objectives in furtherance of that strategy would be to develop more open space to address the population growth in high-need areas and emerging neighborhoods. we have a number of initiatives in furtherance of that objective but one was to ensure that 100% of san francisco's residents live within a 10-minute walk to a park. and this is something that we've worked on with the trust for public land, it requires a lot of g.i.s. mapping and requires a lot of collaboration with our sister agencies because we don't oversee all of the open space but it required us to identify where our gaps were, 900 ennis was a gap and shoreview was a gap and, jordan, give me an

example of a gap in mission -- >> (indiscernible). >> around the balboa reservoir so we knew where our gaps was and we have collaborated with the agencies for acquired space and the first city in the united states where 100% of our residents actually live within a 10-minute walk of a park which is a pretty outstanding bench mark. so now we need to turn from, you know, accessibility as measured based on qawptity t quantity tod making sure that our parks are clean and safe and joyous and are inspirational and that is ongoing significant amount of ongoing work. what we do is with the controller for the last several years, we actually do our park maintenance scores and our park maintenance scores for 2017 came out -- i think they were issued yesterday -- and this is our annual report for park maintenance standards -- and we

evaluate each one of our parks based on very, very specific criteria four times a year and the controller is the control group in that exercise and we report quarterly and then they issue an annual report. and over the years our performance has definitely improved. this year we are two percentage points higher than last year's evaluation and our average scores are about 88%. another example of inspiring public space, that core strategy, is our work with let's play, and they are here with the community task force and we identified -- or the community task force identified what were really the 13 most -- well, the 13 worst playgrounds or the 13 most failing playgrounds in the city and they based that on a couple of criteria and one was the prns presence of arsenic and

playgrounds that didn't have that chemical in it but were in poor condition in low-income high youth density serving neighborhoods and we have an overall list of 13 playgrounds, part of the funding to repair those worst playgrounds and we're parking with the park alliance to raise over $10 million to make sure that each and every one of those playgrounds is renovated. turning to an example of how our strategic plan comes to action under strategy 2, inspire play, one of our objective is to work with the partners and neighborhood groups to activate play, and we, our recreation division, offers 6,000 programs a year, 6,000 in our full service rec centers and our clubhouses all over the city. 80% of which, by the way, are geared towards children and seniors. but we are also able to even

offer more whether it's unstructured play or permanent activities or community activities. so we take very seriously our effort to partner with the variety of community groups that use our parks and one of our initiatives was to support safe bicycling to and through parks and increase the recreational bicycling within the parks and to that end our bike safety project is an example of the actual work, the actual initiative, that accomplished that objective under that strategy. our development of 17th and folsom is another objective and we worked with a number of community groups and a number of city agencies to convert what was a parking lot into a really amazing park, with one of the most productive community garden -- actually almost

operates as a little bit of a farm in our system. we have one farm which is alamini farm, but it produces a remarkable amount of food. and community gardening and urban farming are an example of a community partnership activity that we engage in with furtherance of the strategy. okay, so from there and those were just a couple of the examples, that was our strategic plan. and then we take a little bit of a two-year window, what is the work that we're doing over a much narrower window over a two-year period of time and that becomes the focus of our operational plan and this shows the number of initiatives that have either been completed or launched or are in progress in our operation plan. notable initiatives now include project life cycle which helps us as a new data tool to help us

to imagine our capital renewal cycles and securing a long-term tenant for the former rod and gun club. and we're working on the continued expansion of our trail network and we're working on the ocean beach master plan and we have begun working on how we improve our own technology services and all are examples of initiatives that are in our operations plan and all of the detail is in the documents that you have been given. and some examples, again, that are found in our operations plan, this is farm camp and this is one of the coolest things that we did last summer at alamini farm and it's traditionally been used by community groups both at alamni public housing and an ag group in the neighborhood and for the first time we have offered two-week camps for our kids and

gave them farming and cultivation and cooking experience. and, again, all of these things, everything that we are doing should be tied to our strategic plan or our operations plan or capital plan in some way. this is yet another example of increasing adaptive programming for people with mobility impairments and other forms of disabilities. i don't know what happened to our photo there. also in our operations plan is our ongoing partner-driven projects, civic center play growns which you'll see very soon, both a capital project but also the fundraising and philanthropy side is on the operation side and all of the city center commons work that we're doing is an example of an operational -- of an initiative in our operations plan.

so turning from there we also submit a capital plan and, again, the operations plan and the capital plans are developed, next year's plans are actually underway. and they'll be at our operations and capital committees at the park and rec commission this week and they'll be finalized in time to interact with our budget submission for next fiscal year so really this data and this presentation is more focused on our capital plan and operation plans that are already in play. park acquisitions. this is all referenced in our capital plan and it all comes from our strategic plan. recent park openings include glenwood park center and mclaren bike park and west sunset and we have balboa and alta plaza in construction right now and a number of let's play s.f. playgrounds in the design

process. we've got garfield, pool and rec center and george christopher and hyde park mini park, and willie woo wang, and sergeant john mccauley, aquavista park, all examples of parks in various -- that one is wan not ours -- that is somewhere else, but all of the others are examples of initiatives or tasks referenced in our capital plan that are underway. this is just another example of some work that we're doing, the strategy is to inspire public space, one of our objectives is to preserve and to celebrate cultural resources. we have been working quite a bit on adding interpretive signage to showcase the cultural resources, so this picture is actually from hilltop park and one by one we're trying to add

either to showcase the park's environmental history or its cultural history. this is just a glance at the 2012 park -- the status of the 2012 open space plan and a bit more detail because all of these projects i mentioned are referenced in our capital plans, and we are at about 90% either spent or encumbered of the neighborhood parks plan of our 2012 park and open space bond. we have a number of big projects that are underway including i think the biggest one, margaret hayward is a $27 million park renovation that we're just getting going on but you'll see in this chart and i think that green is complete and i think that blue means that funds have

been issued or reserved, and so we're making pretty good progress on the 2012 parks funds. equity, i do want to talk a little bit about that. because it infuses everything that we do as an organization, as an organization now. we developed in response and totally leaned into this in the conversation with proposition b, developing some equity metrics to evaluate how we're delivering services all around the city. and we created what we referred to as equity zones and our equity zones are those census tracks in the city that have the highest 20% incident rates of a variety of vulnerable population charactecharacteristics. and then we locate the parks, and all of the parks within a

five minute walk of those sens us is tracks and -- census tracks and as a result we have been able to make stronger data comparisons on how we're delivering services in distinct sectors of the city and they all have equity zones and are outside of equity zones so it's actually a bit more precise and targeted in understanding how we're delivering services than simply a much broader district, supervisor district by supervisor district comparison. and i think that what this chart shows is that some of our initiatives here -- before i talk about the equity metrics -- what this chart shows is that we have a variety of initiatives in our strategic plan that are focused on parks in equity zones or programs that are equity-serving programs. so we highlight those initiatives in our various plans to show how we're doing with them. one of our equity serving, an

example of an equity-focused initiative is internal. how we engage with the community and how we engage with our staff, and one offe our objectis was to have an internal equity tool and we are one of a few departments that are participating in the governmental lands and racial equity and i have two department representatives leading that let effort and we'll have a second cohort this year and all of our supervisors and managers are participating in a four-hour equity learning initiative at the end of january and this is something that we talk about, you know, in my meetings, all of our managers talk about, and we talk about in all of our staff meetings. an example of another equity initiative is -- relates to strategy four which is stewardship which is our green program that some of you are familiar with. and the green acres operated out of the bayview and this is an

environmental and workforce program for underserved youth. this year we started a second-class supervisor peskin actually operating out of chinatown and we now have a green acres class in the southeast and a green acres class in the northeast. i think that this really ties -- and another example of this would be out of our operations plan or maybe it's a focused initiative which is why it's here but some of the work with strategy 5 which is really internal and focused on, you know, creating, you know, the strongest concept of teams. we did surveying of our staff and several surveys every year on the tools they need and what they'd like to see and we have been doing a lot of work on internal communications and collaboration. and so this an example of our

equity metrics at work, okay? and this is how we're guiding some of our resource allocation and some of our policy decisions. you can see -- and the demographics and the data changes. this was last updated this year, taylor, right? and we are using census data and we're using cal enviroscreen data that does get updated from time to time. and so the parks that are in our equity zones and they slip out, it's not stagnant, it's an evolving document. but you can see some of the metrics that we have and for example, it covers approximately 20% of our population, but 40% of our parks by number but only 15% of the acreage. okay? which means that we have a lot of smaller parks in some of our equity zones. to the good, 53% of all of our capital investment is going into

equity zone parks and facilities. more than double the size of the equity zone, which means that our capital planning and some of the work that you all are asking us to do is truly targeted on parks that from a data perspective fall within our equity zones. within our equity zones is where you're going to also see some of the highest rates of public safety challenges, about 59% of all san francisco park incidents that are recorded and then happen within 500 feet of a are around our -- a park are around our equity zones. >> supervisor kim: can you tell us what the most common comments are? >> i think that it is mostly -- well the me flip because i actually have a chart here -- it's mostly theft, supervisor. >> supervisor kim: theft? >> hold on, let me pull it open and i have the answer to that question and let me pull it open in one second.

>> supervisor kim: well, there's a break and i want to recognize the supervisor sandra fewer who has joined our committee for this hearing. >> great. so the most common incidents were larceny and theft or were traffic related or violations categorized as "other" which includes selling stolen goods and probation violations and restraining orders, right? so we're not in the public safety and the public protection business and i have park rangers that enforce park code on park land and these are incidents that occur within 500 feet and we thought that it was important and honest and transparent to track this data. >> supervisor kim: absolutely. >> because we need to understand, you know, it's one thing to have a park in a neighborhood but if people don't feel safe coming to that park, then, you know, that's work that we need to do together as a city to understand that. and so the data is important, but it's also worth noting that

the most frequent number of incidents, the three parks with the highest number of incidents are union square, palace of fine arts and alamo square and they're mostly car break-ins. and none of those three parks are actually in equity zones. so the data is scattered. but i think that as a city, you know, we talk about safe routes to school and safe routes to parks and i think that we do need to pay attention to making sure that the neighborhoods and the areas and the street streett surround our neighborhood parks are getting the attention that they need to -- so that people feel safe. >> supervisor kim: and just because i don't remember the equity zone, is there a map in the presentation that shows where the equity zone is? >> we're equity zones -- in your book if you look in the book and i can put it on the screen so that the public can see it. i think that i have a map here that shows where the equity zone parks are.

ah. so if we flip over to the presentation here and i think i have a list someplace, i have a lot of information in my binder but i can show you the list of the parks in our equity zones but i want to remind you that this is not constant. we've had some change where the parks have fallen out of this. this is purely based on data. but this is the current map that shows -- this is fy15-16, that shows where our equity zones are the deep purple and parks within a five-minute walk or the five-minute boundary or the lighter pink and you can see the neighborhood parks are in there. so getting back to the slide very quickly, so to the good we talked about police incidents

and to the good, you know, 53%, almost three times of our capital investment is going into equity zones and 29% of all of our volunteer efforts happen in equity zone parks which, remember, are 20% of our population. and 37% of all of our recreation programs are offered from a park in an equity zone and 64% of all of our scholarships are received by residents of equity zones which is triple the size of the population. so, i mean, i think that, you know, we're never done with our work and resources are always going to be a challenge for us and we really do appreciate and welcome your guidance and support, but if i can just, again, go back to where i started which was to elevate a little bit. in the last 10 years because of our bond program and because of the operational changes that we have made and because of the strategic plan and because of the support of the board and the mayor, our park system has evolved to the good very

significantly. we've resurfaced 58 of 87 of our tennison basketball courts including a pretty significant number this very year. this year alone, and this is post-prop b, and resurfaced 10 basketball courts and two volleyball courts. we have renovated 94 of 130 play areas. and either renovated or funded -- it's renovated or funded 130 play areas and 13 of 18 rec centers. our rec programming is incredibly robust and so, you know, i go back to the even better, we want to make them even better. we are resource challenged. we do have $1.7 billion still on the books of deferred maintenance, including some very big projects coming up that we need to figure out how to tackle in, you know, in all of your districts, but overall this is a pretty good news story and i'm

quite proud of it. >> supervisor kim: thank you so much, mr. ginsburg and we have questions and comments and i'll start with supervisor peskin. >> supervisor peskin: thank you, madam chair and thank you for that presentation and for what i think are very impressive metrics. i wanted to address a couple, three different issues, two of them particular to this committee and i want to start by acknowledging that you are not only investing externally but internally within the staff and those two issues are things that we've dealt with mostly in closed session around legal settlements and around honest employee evaluations. i mean, the good news is that you're doing employee evaluations and some of them as we have noted in a few cases are maybe not as candid as they ought to be for lack of a better

term. and i was wondering if that is part of your strategic planning? >> yeah, i mean, we do have initiatives and management expectations in all of our -- all of the performance evaluations and performance appraisals that we do for everyy supervisor and manager and it's required they get trained on how to appraise and all of our new supervisors have to go through 24 plus, which is the h.r.'s supervisory training program and if the supervisors don't be do,o evaluations, they get dinged. as a former head of the department of human resources i take personal stuff very, very, very seriously and i want to manage expectations a little bit with this board. i cannot stand here and tell you that you won't see another settlement or another case. we have a very, very large workforce and we do have a lot of temporary staff and seasonal staff that kind of come in and go out and i think that overall our permanent core staff, we

have done a lot of work, a lot of work over the last few years and all of our employee satisfaction surveys it is -- look, it's a j.o.b. and some people really love -- most of the people in my organization love their job. but not everybody. and i -- you know, i think that overall the culture of the workforce is pretty -- it's pretty good right now. and we do take all of our supervisorrial management and personnel training very seriously and we're tackling tricky subjects and it's not easy toe open up a discussion with staff and raw stuff bubbles up but we think that it's very important to do and to have honest conversations in the workplace. we take sexual harassment and sexual harassment training extremely seriously. i had to rely lease release a y high-level employee for an

incident but it was zero tolerance, gone. with that said i have a lot of people on staff and, you know, we're going to continue to do the best we can but i -- something tells me that i will be back here on one of those settlements. it, you know, it happens. >> supervisor peskin: thank you for that and i think that was a candid response. and the other is kind of an interesting and weird one that is not addressed in the plan and, obviously, park acquisitions is addressed and, you know, we're happy about your visionary view of india basin and sclage lock but there's an odd one that you and i are familiar with and that is the fact that we are the proud owners of a park in another county, which in my role as a member of the coastal commission eeked out a coastal development permit which is relatively short in duration and i wa wondering e

was strategic planning of the deaccusation of parks? mr. becker, you might know that the liability of that seawall not only to the rec and park department, but to the city and county of san francisco is in excess of $30 million if it fails and it did fail once before in the 1980s which led to the coastal development permit that we had to adjudicate last month. and so i wonder if you have any long-term strategic planning? >> we do not at the moment have a long-term plan to deaccusation deaccusation -- to deacquisition the park. and it's included in our stewardship where in consultation or regulation with the fish and wildlife and the coastal commission and the army corps of engineers and about 17 other city -- you know, state, local and state and federal agencies -- that we are

trying -- working very hard to achieve a balance between exceptional eclogical stewardship and a very affordable accessible recreational amenity. and it is a tricky property and i think that sea level rise and climate change will require us to continue to discuss not just shock park but it's part of the reason that we have the ocean beach master planning process and part of the reason that you're having conversations with my colleagues a at the port and why the design at indian basin is so focused on climate adaptation and sea level rise. so candidly, we actually tried to have a conversation with samatao as you well know and they declined. so this is a park that the city has been responsible for for probably over a hundred years now, it's not the easiest property to manage. but it is also one of great

potential and i think that in some respects is very emblematic of our mission which is, you know, really focused on the environment and eclogical stewardship and also focused on affordable, accessible, recreational amenities. we have to develop some smart common sense solutions to achieve that balance. what your question, which is about the ultimate liability with respect to the citywall is totally -- seawall is legit and i will candidly tell you that i'm not sure that i have the perfect answer for that but that is not at shock park alone. we have a seawall at the marina and a sawall around other areas and we have a zoo, and there's larger properties besides just shark park that face, you know, some serious challenges related to sea level rise. >> supervisor peskin: the only difference between the aforementioned, whether it's the

ocean beach or the northeast waterfront, they happen to be in the county that we happen to work for. >> understood, understood. >> supervisor kim: supervisor fewer. >> super fewer: yes, thank you very much, mr. ginsburg for all of this information. and so i have questions around the equity work. so who is leading your internal equity work in your department? >> i am. >> supervisor fewer: okay. really? is there a facilitator? >> we have worked with facilitators and two of our managers have participated in the government alliance on racial equity. i have participated in a number of different trainings and i'm not the facilitator and i was being a little facetious but i say that i'm responsible for it because i'm the general manager.

and we have a year-long cohort with other city staff and called the government alliance on racial equity and we have done a lot of work and spent a lot of time with the human rights commission and cheryl davis and her team, and we have a team of -- we have an equity working group that has about 35 or 40 people from different levels within the organization that has begun to meet regularly both for education purposes to talk about different issues and to think to develop a strategy, so this is -- you know, we started a couple years ago with data and now we're moving into more, you know, facilitated conversations. we're also doing some external equity work and we have retained civic edge to help us to do some survey work of park users around parks in our equity zones so we can better understand their needs, how often are they coming to the park, what are they coming to the park for? if you're not coming to the park very frequently, why? and so we have a mix of

strategies, one is an external survey, and one is data collection and one is a survey strategy and another is an internal task force exploring issues around equity and, obviously, we're doing work with the human rights division and the department of human resources. >> supervisor fewer: okay, so i also wanted to say about these equity zones, you know, we just got a report on the housing balance but also about what part of san francisco is undergoing or at threat of gentrification, blah, blah, blah, which reduces our racial diversity and our economic diversity, right? so what concerns me is that if you use census information about equity zones it doesn't really get to whom you are serving. and when i look at demographics, for example, i'm just going to

use an example -- if i were to ask you, so how many black children are as you are saying in your summer programming in different -- in different camps, that is the kind of information that we get to and now about whom weer tryin we're trying to. if we look at the people in san francisco that are most marginalized around opportunity, but also around income, then we need to look at specifically who they are and it's not just about i think us making the decision about this is -- we're making this accessible to them but it's really about what are the tools that they need and that we need to change in order to make them much more accessible. i'll use swimming as an example. we have modeled beautiful swimming pools but what is the process to sign up for swimming?

does an adult need to be there with you? do you need to know the timeline for it and when we're looking at you can do it through twitter and we can do social media and on the website and do all of those things, a lot of people don't have that accessibility and i'm talking also about seniors. and it is about reaching those groups and whom we are serving, so when i ask who was leading your equity work, it is really not -- it is really -- you know, we did this in the san francisco unified school district around schools, right? and it was like turning some big ship around because, quite frankly, about 90% of the people that were working for us didn't really understand equity. equality and equity are two different things. if we're looking at who is most challenged in our city and who do you want to get the relief to and who are we targeting to? and an the zone doesn't get it

because every neighborhood in san francisco is undergoing gentrification. who is getting accessibility to those programs and who is participating? and how can we eliminate the barriers so that more of those people who we are not reaching and what we want to reach and the targeted group, we can actually measure our success around that and it's not measure a success around general statistics, but really about specifics, the specifics. >> do you -- >> supervisor fewer: and so that's the thing they would love to see as one of your equity measures is that we're really not even talking just about -- i know that in the charter it really says about certain areas and resources because that's what equity is. some people just need more money, and - quite frankly, thes more students that need more money to be successful than my children who have privilege.

and so i'm looking for these parks to be accessible to these people, the people who are not english speakers and don't get information off the website and people can say, well, frankly, they can go to our website and people who don't have that capability or even the resource to do it, like, are we reaching them and are we constantly asking ourselves what are the barriers? when i just held a hearing a while ago, well, in the first couple months in my office, i asked about language accessibility, and rec and park did not come in high on the measures through our office of, you know, whatever that office is -- i don't know the acronym, so i am thinking -- so i am looking at these sort of measures because i feel like we have wonderful parks there and, you know, bill, i think that you have done a great job. i have wonderful parks in my neighborhood, playgrounds. but my neighborhood i see is an equity zone 2, but i also think

that i don't -- i'm not -- i don't have a measure of whom is using these, and who are using these programs and it's not in their words a gap. and so i wanted to know if we do even ask them -- i mean, i have to just say that we also did not understand and we still don't understand whom we are teaching and so i say the same thing around every city department is who we are serving in our park system and if we are missing a population that we are serving and this is a population that actually we should be serving and we need to serve, then that is just the impact on us. >> let me respond to some of that and i agree with 99% of it and i appreciate the comments and this is a journey, supervisor, we are not going to have this all figured out in day one and data and equity are

not -- data is a tool to understand but it is a tool and it doesn't -- the answers are not here in our equity metric. it's a basic tool for us to provide some starting point to look at how we -- how we do service delivery. this year for the first time and i think that you all know this, particularly on this committee, that the state of california is a little weird about asking for data about race. and in is the first year -- so we made a policy decision to include race in our equity metrics and we're doing that. and we are also actually listing as an optional question now in our registration data and in our scholarship data, we are asking we're trying to collect data on race and we're doing intercept data to understand who is using our parks and who is not using our parks and why. but beneath this, this department has been very, very committed to equity for a long time, long before i ever got

here. and this department, you know, multigenerational ethos is providing community and open space and recreational opportunity to those who need it most. and you need to look no further than a number of our centers and supervisor kim you have a couple in jean friend where we get -- not everybody is going to sign up for a camp or a class through an online tool. we have a number of drop-in programs in our system. you have the golden gate seniors' center that is a drop-in program and the art studio and the jean friend work center and we have trouble collecting data on some of our drop-in programs so it's harder to understand who is using it and we tried to explore ways of taking census counts and figuring who is coming into our building so we know and so i can tell you. our scholarship program, it's one of the things that i am most proud about when i started in this department. this department gave away

$80,000 in subsidized programs and subsidized scholarships for camps and fees. as we sit here today in 2017, we have -- our scholarship program has grown to $1.5 million. we've gone from $80,000 to $1 $1.5 million in free or subsidized programs in our system. those are programs that we register for and those don't even include drop-in and a lot of community -- the free zumba classes and the things that we're not currently counting. we have initiative with s spd and the mayor's office called peace parks where we're staffing and programming a number of our parks down at hurtz and petraro and bodecker where we're staffing our program it's i don't think that we're doing peace parks at bodecker, denny. and there's one more, maybe

polega, where we're bringing in extra staff and working with sfpd and trying to keep people safe. there's a lot that we're trying to do in furtherance of that really important mission, supervisor, that is not, you know, this is a data presentation, but there are -- there are stories, lots and lots and lots of stories, all of our youth employment stuff with our summer camps, right, we hire 350 kids a year and the teen outdoor experience, where we take 70 teens a summer that have touched our juvenile system up to camp mather and many end up working for us. and we have hired kids from visitation value that are now working at the new mclaren bike park. so some of these are sisters sis that are hard to quantify. >> supervisor fewer: i do think that how we measure our success is that it is through data and

it is through sort of a data collection but it is also through i think a sense -- so i just really just want to say that i think around equity that it comes down to a fundamental belief in what we believe, not just about parks but what we believe about people and what do we believe about segments of our population. >> i agree. >> supervisor fewer: when we do equity work that's what we're really getting at, it's about who we are, and who we are as people and what do we fundamentally believe and for some of us it is a paradigm shift, for some of us -- but if we don't have also people teaching us we won't know. and as a chinese woman and college educated in this

position, i have a huge privilege. i think that i would not other than how i am serving sort of my population and in my district if there weren't -- if there wasn't a way to specifically outreach to that population how well am i serving you and to hear from them about how well -- so i get that it's hard to get data and i get all that, i just think that it is really important to capture as much data as possible and i'm just -- i'm just going to say that i know that we have -- we have need for many of our juveniles or minors in the city, but i am particularly concerned about the most marginalized of them. and i think that when we put them in zones and who is participating in zones it really doesn't capture it, because, quite frankly, in san francisco we're all mixed up and everything is over a million

dollars. and so we're all in awe -- every neighborhood now, right? and everyone -- and high wage earners are mixed in with low wage earners and where there's public housing, so just one of the things i want to say is how accessible these programs are to the people that we're targeting to meet? what are the barriers to accessibility and those are the things that i'd like us to look on. have we done language accessibility studies and how many have language needs and are we meeting those language needs and how many of the population that you are serving and how many in your staff are able to speak in a cultural sensitive way to different racial groups and ethnic groups and also different populations? have we surveyed on challenges for people to actually engage in their programs? and then is there diversity at all levels so there's diversity of thought, quite frankly.

and then i just want to say one thing about public safety is that 70% of the golden gate park is in my jurisdiction but when i just met with police captain she says that the park police isn't on sfpd broadband so they're not communicating with each other. >> i know a lot about that if you'd like to have -- >> supervisor fewer: this is something that i think we need to work on together. and then i just want to say another thing about golden gate park and on behalf of the supervisor katie pang, she wants to know why the strategic plan does not include the golden gate park master plan. and then i want to say that it is about how decisions are being made in golden gate park and what kind of community outreach are we doing around golden gate park, in particular -- this is where my stakeholders such as road closures and, you know, as

i have in my district that borders golden gate park, the largest growing group in my district are seniors. and so they are very concerned about accessibility issues. also curb space. if they were to drive there or to be dropped off there. and i think what people are just saying is that they -- we need to have sort of a formal and transparent process to discuss the plans of golden gate park and specifically john f. kennedy drive because it's not just for people who manage parks, it's actually about people who use the parks. and so i would love to have sort of a process to engage all park neighbors, stakeholders and moving forward and what that process might look like and are they willing to do tht