tv Government Access Programming SFGTV January 13, 2018 12:00pm-1:01pm PST
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moment. so, you see in front of you i mentioned the $1.9 billion is completed funded. there are essentially -- i will call it five trenches that require the funding. the first is electrification. the second the scada. there are a bunch of separate contracts dealing with tunnel as well as the support we require in order to delivering the program. this set of numbers here is from november of this year. there is an oversight protocol that governs the business of this project. and certainly on the budget and expenditure side, this is overseeing certainly on a monthly basis with the report we provide to the caltrain board. it is a subject of review on a monthly basis by the configuration management board that is comprised of members
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from all of the funding partners. so, moving on to the schedule. you will see here it's a bit small. the gray represents milestones that have been achieved. the blue represents "to be achieved" milestones. where we're at now is we're in this intensive construction phase. we look to receive our first train set on property in late 2019. and then from the time that we receive that first train through the commencement of passenger service we will be completing the electrified system. we will be completing it and bring us to passenger service in early 2022. so, if you have certainly any questions in between updates to this body, this is the project contact information. we run an office out of our project office down in san
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mateo. but as i mentioned, this is really the first in what we see as a series of improvements that hopefully will not be too far down the pike, including making full use of the downtown extension, fully electrifying the corridor so there will be no more diesel fleet, as well as extending the trains to provide for more capacity. much what are you're seeing here is supported by a tircp grant application that is being submitted to the state at the end of this week. we certainly appreciate letters of support from san francisco and the sfcta. and most notably, many of you've heard about the caltrain business planning effort that we have ticked off which seeks to really outline the strategic vision for the next many years of caltrain through 2040. much of what is applied for in that grant will support these business plan processes.
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so, moving on to what we consider to be the third project of the caltrain modernization program is the communications based signal system which is caltrain positive train control project. we've been working at this project for slightly longer time. and it's as a result of this federally mandated need that it was legislation passed in 2008, the rail safety improvement act. we awarded a contract in 2011 to install a ptc system. but it is important that we always talk about ptc project projects by context yul liezing that -- tennessee connectionu --
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contextulizing. it has provided for a time deadline and so there's fierce competition for all sorts of things, including funding and resources both in terms of people and for the very few vendors that provide this technology. caltrain has made significant progress. we awarded a contract in 2011. the budget for that program was $239 million. you'll' there's much we have completed on the caltrain corrid corridor. but our program was not without its issues. after making several attempts to finish the project with the prime contractor that we initially awarded to, we terminated that contract in
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february 2017. since then, what we've done is we've obviously kept our funding partners in the loop. we've also contacted our regulators in the form of fra and fta in order to seek their counsel and advise. i will mention there's litigation currently underway. there's not much detail we can talk about but caltrain takes the need to get into revenue service demonstration, the federal deadline, very seriously and we are pursuing several different paths to get back into a long term contract and get our service and our ptc program up and running by the federal deadline. so, with that, what i'd like to do is just talk a little bit about project oversight. the pcep and ptc program are
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overseen by oversight that provides for what you see here. there are 16 elements to it. it is a very active oversight program. want to thank luis for contributing very much to that process. that process is contributed to by all of our funding partners and i think it provides for a level of transparency that certainly is unprecedented with respect to projects that we've delivered at caltrain. so, with that, this slide is real busy. we do have the link to the website as far as the entire oversight protocol and i'm happy to answer any questions you may have. >> chair peskin: thank you, ms. broussard. are there any questions from members? commissioner kim? no. okay. are there any members of the public who would like to testify on this matter?
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mr. lebrong >> public: thank you. i would like to close off with light at the end of the tunnel. first of all, if you google the fra ptc and you see the rail lines in the united states and scroll down to caltrain which is known as pcjx, you will find out there's no progress whatsoever in the last year. they've got zero in operations and the plan has not been approved by the authority. that was over three years ago. specially you are look -- with regards to the rail cost in your
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packets, you have a letter from shirley johnson that basically highlights the issues with the emu's. there's nothing wrong with them except they don't have anywhere near the capacity we need. the 2012 capacity analysis used for the model, these new trains have got 400 feet short. how are we going to increase capacity is anybody's guess. the last thing i would like to touch on is the electrify case issues themselves. there are issues with the activations. [bell]. >> public: that has been known for ten years. this hasn't been addressed. they haven't got solutions and the main issue is cost. it's about three to four times the cost of elect --
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electrification of four corridors. in closing, the only light i see at the end of the tunnel is john fungy. i'm hoping he will put this project back on track. thank you very much. >> chair peskin: thank you. seeing no other members of the public for public comment, i would like to go to our executive director. >> thank you to the team for coming. this is a critical project. we now how important it is what a critical service it is and it was a pleasure to help to bring the federal funding forward. we commit to continuing to partner with you and the business plan that you've involved us in. we appreciate the support that caltrain also showed for the regional measure three plan. we hope the voters will see fit
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to approve that funding going forward and want to commit to partnering on blended service. all the things necessary for that, the level boarding, the grade separations, all the different pieces of it. coordinating with the state rail plan. just wanted to thank you very much and to continue to commit to partnering with you on those goals going forward. >> chair peskin: do you want to mention anything about doors? >> i think the level boarding and the upper doors mentioned in the slides will be part of that conversation. we continue to participate in the technical groups. it is important to be sure they are compatible between the two services. thank you. >> chair peskin: thank you again mr. hartnet. thank you for your patience this morning. and with that, item number eight is just an out date. so, we are done -- update. so we are done with item eight. items number nine and ten are very important. but i'm afraid that we are about
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to lose quorum. so, i would like to continue those two items, numbers nine and ten to our next meeting. but they are on the agenda. some of you have waited patiently. i have speaker cards for items nine and ten. if you could call those two items, mr. quintanilla, we can hear from mr. strauss on both those items. >> clerk: item nine, presentation on the voters survey prepared for the san francisco task force 2045. item ten, update on the transportation network companies regulatory landscape and across the country. also an information item. >> chair peskin: mr. strauss. and i apologize that we have to continue these, but these are interesting times at city hall this week. >> i'm sorry. i missed the prelude because i was talking to the last
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presenters. you are continuing these items? >> chair peskin: yes, sir. >> i will continue my testimony. >> chair peskin: thank you. are there any other members of the public? seeing none, public comment is closed. is there any introduction of new items? seeing none. general public comment. mr. yip. >> public: good morning. seeking a wealthy nation in great unity for the people. seeking of civil liberty and civil justice of human rights for the people. the principle of lively hood is the seeking of prosperity and benefits for the people. the principle progressive leadership is the seeking of progress of human civilization and improvements for the people. [indiscernible]
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>> public: these principles are the goals and objectives of management in the seeking of true perfection and happiness of our people. political leaders should in heart and consistency in two studies an extension for the right path of -- [indiscernible] >> chair peskin: thank you. next speaker please. >> public: i want to touch base on -- follow up on the congesti congestion. people complain about congestion. part of this is caltrans and the
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commissioner of transportation to spend trillions and billions of dollars on the destruction of the bay bridge. you have two bridges that are right alongside of each other and i believe it was a false narrative to make it look like that bridge needed to be torn down. truth of the matter is that any weak spot locations on that bridge could have been reinforced with diagonal braces and pressure tested and that bridge could have been used to reduce the flow of traffic for people who are commuting back and forth and forth and back across the bridge. and then for caltrans and the transportation commissioner after the last explosion where tnt was used to blow up that bridge, they have the audacity to give a press conference claiming they're going to raise the taxes on the price of gasoline in order to preserve
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our bridges and our roads after you completed just blowing up the bay bridge. this is an insult on the commuters' intelligence and they should be held accountable for that and included when you are trying to remedy the problem of congestion in the city pertaining to parking and traffic jams. >> chair peskin: thank you, sir. next speaker please. >> public: excuse me. i was a little out of line. i will recognize i was a little upset. but forgive me. >> chair peskin: you are forgiven, ace. >> public: i want to excuse people for my appearance. i'm working hard. i'm at city hall. i'm working day and night without no pay. but that's okay. i'm going to show this community with my new website called ace on the case.net i got them all. so, that's my property now. and i'm going to fulfill the
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whole city on information that they have not gotten. what i'm going to do first thing is because this tv thing, i created this. i ain't going to get the credit. i don't want no credit. if you are going to give me some money, give me some money. forget about the credit. but i'm here in front of y'all, the city and the county. city by the bay. i had a chance to talk to madame queen, the acting mayor. i'm acting. i'm an activist. i wasn't born in the projects. but i was born close to the projects. let me just say, i got 51 seconds. ed lee. i will tell a story about ed lee and me coming up. everybody said what they want to say. i will tell a true story. ed lee, may he rest in peace. i'm talking about the congestion. have you vizzed fillmore street? you aren't going to see anybody that look like me. [bell]. >> public: you have in the
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papers about justin herman. whoever sits in room 200, when the real deal comes down you will deal with ace and people like me that got a black face. because this city and council is responsible. if you take away african americans and i can't let that happen. i will be back when the curtains go up at 2:00. >> chair peskin: are there any other members of the public for general public comment? seeing none, general public comment is closed. i really apologize with regard to item nine. but these are interesting times at city hall. we are adjourned. [meeting adjourned]
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>> good afternoon everyone. i'm barbara garcia, director of health. we have mayor london breed and supervisor jane kim. we're so happy to be here today, we're opening a new part of the respite providing services for those who need that kind of support from our shelter system. this respite has been open for over 10 years and providing over
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45 beds for those needing support around alcoholism and around another 30 beds for those coming out of hospital who need additional support. these are focused on the shelter system to ensure that those individuals who need more medical support and i want to acknowledge supervisor kim who has been a champion for the expansion, particularly when she spent time in the shelter and saw that many individuals needed additional medical support. this took about two years to open with the renovation and with the staffing and we're so happy today to be with you to open these new beds, as well as the fact that the staff is there already, we have served over 3,000 homeless individuals in the past 10 years providing the upmost care for these individuals who really need support and provide them the additional support to continue their pathway into housing. at this point, i would like to ask for mayor breed to give us
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some comments and she has been a big champion around homeless issues and very happy for the respite to be open today. thank you very much. (applause) >> thank you. i want to start by thanking director garcia for all the work that her and her team have put in to really making this dream a reality. supervisor kim has been an amazing champion on this expansion. and our mayor, mayor ed lee actually had an opportunity to tour the facility. he was really excited about what it could do for some people that we know that are facing challenges, our most vulnerable population. we think it's as simple as showing up to a shelter, but just imagine if you have a medical issue. just imagine if you have a wound or something going on with your body that basically you have not been medically treated for. people who sadly are living on
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our streets need medical support, too. often times, imagine when we're in the same situation and we stay home and need time to heal, this is what the respite center is going to provide, a place for people to heal, a bed, a safe space, three meals a day, support they need and 30% of the people who have been helped in this respite center have been permanently housed. that's been amazing. the staff is not only providing the medical care, they're providing the social services that go with helping people transition into permanent housing. our goal has to be to make sure people are taken care of and this is one way to do that. to go from 45 to 75 beds is tremendous. which means we have a larger capacity to serve more people and that means everything for
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the person using this service. so i'm happy to be here today. i want to thank the staff and everyone who has been active in making sure that this space is not only providing care, but is providing compassion and support and resources because we want to make sure it's a wrap-around service that will eventually help people into something permanent where they have homes to live and the support they need to be sustainable in our housing market that is so challenging for so many. thank you for being here and with that, i want to turn it over to my colleague supervisor kim who has been a champion and an important part of making this possible. the funding and all of the things we needed to do to get this place open, she was a fierce advocate for that. i want to turn it over to supervisor kim. (applause) >> thank you. thank you mayor breed for being
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here today. it's a little sad to be here without mayor ed lee. i had fought and advocated for $4 million to expand the medical respite shelter and i remember the day he called me and said he was going to make it an important piece of the budget. while it takes some time for the build up, it's amazing we have this resource in our city here today. director garcia mentioned why i came to fight for the medical respite shelter, it was because when i was appointed acting mayor, much more briefly, my staff decided i would spend my first night as acting mayor in one of our single adult shelters in my district. in my first night there it became clear to me that homelessness is not just a poverty issue, it's a public
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health issue. the residents staying there were far oral far older and sicker than i imagined and we're seeing so many brothers and sisters aging in places on the streets. so i worked with director garcia to fight for our adult shelters and to see what the nurses are doing every day at sanctuary, next door, they are doing god's work. our residents need to see a nurse every single day and need the medical attention they can get at the shelters. the expansion of a 24/7 medical respite shelter is a huge resource in our city. i don't need to tell anyone what we're seeing on the streets today, people are so sick and to have this resource with increased beds and 24-hour attention from doctors, nurses,
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psychiatrists is how we address homelessness in san francisco today. i want to thank director garcia, who has been an impassioned person working on this and to dr. barry stephen who is not here today and kate shuten and dr. alice chen. and finally to president breed, who knows -- probably the supervisor who knows my district the best on the board of supervisors, she's in fact the only colleague who constantly asks me of the needs because she knows our residents there. i want to thank you for your support and for your support of a safe injection site. we also have to address
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substance abuse in our city as well. thank you for being here and i'm incredibly excited to double the expansion of the medical respite shelter here today. (applause) >> thank you supervisor and mayor breed. i'm honored to be able to present our doctor and medical director of the respite dr. kelly egan. dr. kelly egan has professionalism and compassion in the way she has brought the new respite expansion and all the patients she serves directly. so dr. kelly egan. (applause) >> thank you supervisor kim, mayor breed and director garcia. as medical director i have experienced this program's transformation first hand in recent months. medical respite has served the sickest and most medically
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complex people in homelessness. in the past we have accepted referrals only from hospitals and now we can accept them from shelters for people who are too sick to stay there and are at risk. i want to put a face for the clients we served. we recently cared for a gentleman with a new cancer diagnosis and he needed a place to rest and recoup rate. without a bed -- (laughter) without a bed at respite, cancer treatment may not have been an option for this gentleman. and we have been working with a woman working intensely with physical therapy, she can walk and take care of herself now again and ready to go back to the shelters. and we're seeing an increasing aging population among the homeless, people who are
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cognitively impaired and unable to keep themselves safe. they receive behavioral health, primary care, assistance with medications and referrals to psycho social services such as housing. personally i want to thank the staff of medical respite and sobering who provide the care day in and day out and shelter house street medicine, these are the care teams that provide compassionate and patient-centered care for our patients every day. i'm proud to be a part of the team. thank you. (applause) >> here are scissors for the supervisor and mayor to share.
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no longer have any. seeing none, we'll go ahead and call your next item. item 4 is board of directors new and old business. none. then move into your executive director's report. >> directors, happy new year. 2018 will be a very exciting year for the tbpa. my report today will include two presentations. first intention will be an annual year in review presentation that we present to you at the beginning of every year. it includes our accomplishments in 2017 and more importantly our goals in 2018. this presentation will also include the quarterly agreement reports, which you have a copy with you. second item in my report will be the brief presentation on the collier's international efforts for the leasing of the
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transit center. >> let's go ahead with your report. >> about an hour. >> your report is about an hour? >> looks like we're going to be shuffling the agenda around if that's okay with the board members. >> okay. we'll note that director kim has arrived, and with that, we're going to go ahead -- we're going to be losing quorum. so we're going to be taking our regular calendar first so we're going to be taking our regular calendar items out of order. we'll come back to items 4 through 7 prior to going into closed session. okay. with that, moving to your regular calendar, it's also been suggested and concurred with the chair that we all
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items 8 and 9 together since they are related. it would make a lot more sense to present them that way. if there are no objections, questions, we'll go ahead -- i'll call the item, so item 8 is authorizing the director to execute a universal agreement for unarmed security guard for the transit services with an option to extend the term by up to two one-year extensions. >> and director, our chief security officer will present both items. >> thank you. good morning chair nuru and board members. the transit center security plan. following an extensive review, the initial staffing plan was developed in consultation with local law enforcement and
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security experts as part of tgpa's safety and security concept of operations. over a period of several months, staff reviewed the proposed staffing with san francisco sheriff's department, conducted a comparative analysis with major metro transit agencies, including metro atlanta transit authority, washington metro transit authority, and denver union station. nearly 2017, the staff was peer reviewed by the national association of transportation, which assembled a panel of public transportation leaders. the five peer reviewers spent three days on-site reviewing the documentation and familiarizing themselves with the facility. the panel concluded the plan represented the plan was adequate. they also recommended that we periodically reassess the
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periodic staffing plan to assure the staffing levels remain adequate. for scope of services following a multistep procurement process, tgp staff h-- doing business as allied universal security services. this contract will provide an experienced security guard presence for phase one of the transbay program including the sales force transit center, the bus ramp and the bus storage facility. they will fill security posts, roeving security and ambassador positions. security staff will participate in training and exercise programs simulating real world day-to-day operations and also train to respond in exceptional circumstances such as natural
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disasters or human caused events. on opening day, the transit center allied will provide unarmed security guard staff including stationary patrols. they'll also have the supervisory management staff in place. in addition, the security operations staff will monitor and manage the security center's enacted at the hub for security transactions. i'll be an active part of the security team, which is composed of staff already mentioned. the tjp security staff will work cooperatively with the tjp asset manager staff and those managing the transit center, retail tenants, the department of emergency management, personnel from sfpd southern station and other federal state and local first responders.
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tjpa staff completed a multistep competitive procurement process to select a qualified security guard contractor. on july 5, 2017 we advertised a request for qualifications for unarmed security guard services. the rfq was posted on the tgpa website and firms listed as safety act certified or designated on the department of homeland security website. six firms submitted applications, and three firms met all of the qualification criteria and were invited to submit proposals. on sept 5, staff sent the request for proposals to the three firms. all three submitted proposals on october 3rd. the prices ranges from $4 million to $5.1 million.
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three firms were asked to provide a first year cost proposal based on the first year staffing plan in the rfp. it is broken-down into labor costs and other direct costs such as training, uniforms and equipment. following the interviews allied received the highest score from the selection panel and also has the lowest price panel. their price was based on a $19.50 wage rate, a 13.2% overhead for payroll cost, and a 3% profit margin, and the rates for the g-4s in securitas is listed on this slide. so in the fy 17-18 budget, we
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have just over $1 million, and this assumes those operations start on april 1st. any delays to the start of bus operations will significantly reduce this amount in fiscal year 17-18. in fiscal year 18-19, the budget is $5.2 million. allied's contracted amount in fy 19, which was the first steady state period that we have to look at for 12 months is higher than their first year price proposal which was the $4.4 million, because ambassador services were added during negotiations. the fy 20-21 budget is $4.4 million. the budget includes a not to exceed amount of 350,000 for additional services over the term of the agreement. staff anticipates that 1u67
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additional services will be required for special events and in the case of emergency. tjpa anticipates recovering such additional costs from the event sponsor. the total not to exceed amount for the 3.5 year term is $18 million. the budget specifies not to exceed amounts for the two one-year option periods should tjpa elect to exercise that option. this agreement and the mou for sfpd to provide law enforcement services willen assure that tjpa has a security staff in place to manage security at the transit center. the staff's recommendations, to authorize the executor director to execute a professional services agreement with allied universal security services for a 3.5 year term in an amount not to exceed $18,191,100, with
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an option to extend the term up to two one-year extensions, and the staff recommends the board to authorize an mou with sftd at the new transit center and related facilities under the tjpa's control for a $2.3 million annual rate, escalated by 3% each year. i'm happy to answer any questions. >> yes. first of all, it's great to see these items. it's obviously one of the most important aspects of the operation, so commend the staff for getting us to this point. just a few questions. kind of overall, we have a blended approach to security with san francisco police department and private, which i think is a good approach.
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it's something obviously i think the board had endorsed last year. how will the joint training happen? how will they communicate on a day-to-day basis? can you give us a sense on how these two items kind of flow together in operations. >> so i'll start with the communications part because the soc is really going to be the communications hub for both security and then anything that's going on in the center that needs to be broadcast to a large number of staff through various different organizations. within that, sfpd, we will have communications directly with sfpd through the soc. we'll have communications with allied, and allied has the two layers, so they have the security guards and the ambassadors under the same management structures, so that simplifies the control part of the unarmed security, and then
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allied will be monitoring the communications. and then, allied has guard tracking software, and that will allow the soc to be able to see where all the security guards and ambassadors are at any one time so they'll have an idea of where they need to send people if something is going on, and they'll also be able to let sfpd, their staff, if they're needed, they can be quickly pulled in, instead of coming down from three blocks away. >> so will there be any kind of meeting surveillance, so that they're aware of issues that they're happening, people that they're seeing, problems that are emerges. >> there are. we'll have daily briefings, so we're looking at midday when it's something like that period between commute hours, and in that we will discuss operations and security so we'll have everybody on the same page. they'll know whether there's events going on, sharing information with the
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neighboring businesses, so we'll know what's going on with their security and their operations. because with sales force, we share a common area with mission square. and so we want to have situational awareness in the situation, both horizontally-vertically. we'll share that information with our neighbors so they know what's going on. and then, sfpd, whatever information they want outside of the law enforcement unit at the transit center, then they will be able to get that information as well. >> and there's at least some of the police department staffing will be dedicated or consistent; it will be the same people? >> we still haven't gotten into the details on that but we're expecting that we will see a lot of different people. and frankly, we want to be the employer of choice for both sfpd and allied, so we want people to come to work at the transit center and request those jobs. >> i think the continuity in the relationships between the
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police department and the contractor will help a lot, whether it's a dedicated sergeant -- i don't know what rank the senior pd person will be, but at least that's consistent. i know they change out every few years, but at least consistent over time and not a different person every day. >> and we're expecting definitely on the lieutenant level that we'll be dealing with one person all the time and we're already in communications with how we're going to manage security and getting their input to various different rules and regulations, code of conduct. >> and will there be any joint training or training by the sfpd security teams in terms of how to deal with certain situations and when to engage sfpd? >> there will be. we haven't gotten into the details on that. we've just identified that that's something we'd like to do and they're willing to do. we're already going to do the training, so the day we turn on the lights, it will be another
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day at the transit center. >> and then with the contract itself, it seems we've been lucky in a lot of these where the highest rank is also the best -- the best cost, so our value of the one we're selecting is significantly -- i just wanted to note they were the highest ranked, but the separate, by far, it seems they stood out by far. it's of benefit to the public to know that great news. and just my last question, the 350,000 for things that we haven't foreseen and possibly which would just be support for third-party events. it's great to have in there. it seems over the term of this contract to be a pretty small number and if there are a lot of events where the event users need or we require them to have security services, it could -- even though it's not our cost, it could chew up that allowance
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in the contract pretty quickly. i wondered how you got there, and if you all could figure outweighs which somebody having an event could rent directly with the security firm as opposed to our contractual mechanism and then up our cost. >> i think if it becomes a big enough event we would be looking for ways to do that. and i have done that before where we had the sponsor go directly to the same contractor. >> and i guess i hadn't thought about this before, but same with police. rather than eating into our agreement with the police department, they could contract directly for ten officers. i just want you to think about that. also gets you out of the middle of all of the administration of filling out an invoice. >> and in regards to we did some research. we think that most of the special events that would require additional security would be roof top events on the park, and so i got input from brb, how often, what size of events, what sort of work that
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they need. and then based on that, we just multiplied it by the hourly wage rate or the hourly rate we would be charged to get that number. and then if it's something like a natural disaster, completely unforeseen. that's something we would be coming back to the board for, and we would also be expecting that we would be reimbursed by fema for those costs eventually. >> okay. thank you. >> yes. >> just a quick question related to the sfpd mou, and the personnel available. the memo talks about ten shifts within the confines of the existing policing community efforts in the neighborhood. what does that translate into in terms of actual sfpd personnel committed to the transit center? >> because the actual security plan is classified, i can't talk about it in a public venue, but we're looking at getting the coverage that we
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need for the times that we have different activities going on in tin the transit park, becaue it will vary during the commuter periods. once we get the mou in place, we'll be sitting down with sfpd and really getting into detail on who, what, where, when, how. >> thank you. >> i -- i am unfamiliar with this ambassador security thing, and i don't know that i've been in a transit center that had ambassadors. either they're well hidden or this is something that's kind of new. what -- where's -- is there anybody else, a major transit center that's -- that this is modelled on? >> it's not. it's actually modelled on the community benefit districts, and looking at what our unique issues are here in this city and what our neighbor's concerns are, and so quality of
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life is huge. it's probably the densest part of the city or it will be when it's completely built out. so we looked at fisherman's whafsh, we looked at yerba buena gardens. the ambassadors are going to be a friendly, nonthreatening presence. they'll probably be in polo shirts and khakis. we want them to create a relationship with the people that are coming into the transit center on a regular basis. if they need help from city services or if they even just need help getting to their bus or where's an event going on, so they're going to be that friendly first face of the transit center that everybody will see. they'll be very apparent by their uniform that they are, with the transit center in that they're ambassadors. >> our security people won't be armed? >> no. law enforcement is armed. security is the contract security. >> so i'm wondering why
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everybody can't look friendly? >> it's more the uniform. >> yeah, that's what i'm getting at. >> and they'll be getting additional training as well on how to deal with people that may be impaired. >> i mean, if i think of the models that cities are now going through and have been going through for the last couple of decades, the ambassadors on your street are the cops. and the whole idea of understanding that the police force is something that the neighborhood has to come to integrate, accept, everything. and when i see this, where it looks like the ambassador's going to be a whole different thing from security, i wonder if we're not taking a step backward in terms of what most cities have figured out. and there, you've got armed people that are trying to be your neighborhood ambassadors, right? so if ours -- if our security people aren't armed to begin with, why can't we -- why can't
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they all integrate and be a separate -- why does it have to be two separate workforces? 'cause those ambassadors don't know how to be security and security don't know how to be ambassadors? why not have a single thing with a single uniform and get everybody cross-trained on all of that? 'cause this looks like we're headed off this way, which is what cities are trying to get away from. >> we're really looking at trying to have as many tools in our toolkit as possible. so we expect that the ambassadors are going to be very intensively involved with the population that comes into the transit center that needs that assistance and getting to know them better while other security guards that are not trained ambassadors are going to be doing the roving and the stationary security patrols. they're going to be checking doors, monitoring cameras, out on the bus ramp, that sort of thing. so by having this specialty, we
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think that we're really going to be able to get to know our homeless population more, those that are in need of assistance, and get to know them. get to know their history, get to know their situation. get to build some relationship and accountablity with them so that they're more willing to accept the services and the assistance that the city has. 'cause the city is so resource rich and it's just how do we get people to accept those services. >> it seems to me you're selling people short a little bit, and the cross training would be beneficial to everybody because a security person is going to run into a lot of situation where ambassador is called for, and am bar do remembers are going to run into the same situations where security is called for and they're all on the same pay grade. >> interesting, because
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ambassadors will have their guard card, and then, in addition they'll have the training to deal with people that need that sort of assistance because they have the time. because they're not on a round where in a certain period of time hit a certain number of doors and make sure everything is locked down or open. they'll be able to focus on the human side in the transit center. it's just another tool in the toolkit. >> i would argue for variety. look for that opportunity if it comes up in the next year or so, and start to work with people and figure out if you've got something. because if someone has a complex job, and it changes a little bit as the week goes on or as the month goes on, they're happier employees, so that's all i'm saying. >> absolutely. thank you. we'll make sure that happens. >> any other questions?
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>> director harper's question triggered one for me. how will we figure out the three tiers of police services, ambassador services -- how will we know it's working, how we're doing? >> we'll have a -- i call it a guard tracking system, but it's more than that. they'll have incident reports on that, they'll have a daily activity report, and that's where every guard, every ambassador will write up what they're doing, and so we'll be able to start tracking what's going on with them, and especially to link with other city departments. so with sfhot, sfpd to identify people that really need help and are resistant to accepting it, then we're able to get more about them and get them to accept the services, but we have to know who they are and pass that down from shift to shift, so we'll be doing that
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through the -- >> and how about the police services that we're purchasing? >> they have their own separate system of tracking and we've already talked about how we will be briefing -- it could be from daily to weekly, from criminal statistics to human statistics, everything from hot spots to areas that we need to either police are concentrating on or that we as a security team need to put more attention on, so it's going to be a moving target, and we recognize that and so we're trying to get in front of it as much as possible with the contract and the mou how we have it written. and then, we'll just shift as necessary as things change. >> okay. as we're shifting into being an operating entity, you probably should start thinking about what the skey performance indicators are so there's a role up of what those metrics are that you just talked about
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it so we could report it to the public when we're up and running. there are other nonmetrics that you would be thinking about, as well. >> thank you. >> i'd be happy to move for approval. >> second. >> we have a move and second. we have one member of the public that wishes to comment on item number 9. mr. patrick. >> good morning, ladies and gentlemen. jim patrick, patrick and company. i want to direct your attention to the police mou as written. you're right. it calls for ten preliminary to -- policemen to be there. what happens when the police doesn't have the people to supply that? it seems to me the budget keeps
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to breach, i think we -- mr. patrick's point is well taken. we want to pay for what we get, and for whatever reason, they're unable on a day or a month or a quarter unable to deliver 100% of the hours, we should be paying -- i don't think we should -- i don't think we should go to a breach of contract. we should have a procedure by where they're providing us a verified number of hours. >> time card. >> and ranks of people providing those and we should be paying based on that, i would guess. >> i think the way it's been setup is they use a minimum for sfpd but then as part of the blended program, they've actually extended police protection with the various district stations to support the center. is that right? >> yeah. >> our expectation is that sfpd will provide those ten officers every day regardless of how --
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whether it's on overtime or they're regular straight time, but they have committed to providing those officers. and i recognize, i think we all recognize that in extraordinary circumstances, they could pull an officer somewhere else. emergencies happen. big emergencies happen once in a while, but we're -- we've worked very hard to get this agreement so that they are committing to providing that, and they consider the transit center to be a very high priority, and so they are in -- they're motivated to be there. >> just to add to that that the budget is certainly based on an expectation of a certain level of service and to the extent that service isn't provided, tjpa won't be compensated for services it doesn't receive, the process calls for invoicing as well as auditing, so there is a process to make sure that it's getting the service it needs and has contracted for. >>
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