bit since i've been working with staff trying to get it done. >> yes, of course you can. i feel like this is a set up. >> what's a set up? >> you take one motion and you say yes and then the second when i'm trying to add meat to the previous motion and now it needs more time. >> i think what is important here -- this is been a monumental task for staff. and there are things i asked staff back in july, to do that have been pushed back several months affect the portfolio, not just a small portion. if we're going to focus on a small portion we're missing the big picture. governor brown said in the next downturn, pensions will be cut. we have people on one side of

the room who hate us and want to cut us to nothing, like in san jose and we have people on the other side of the room that are supposed to support us and want to cut us down to nothing. what we're trying to do is just -- things take a little bit of time. no one here is against what you are saying. we're just asking to give staff wiggle room so it can be thoughtful. that's all. >> excuse me. governor brown is not going to be the governor for very much longer. for those that are going to vote in the governor's race start thinking how you will evaluate who that person is going to be. perhaps instead of july, which is in six months, we give you three months. that way i'm meeting you halfway >> it makes it more impossible. >> you are absolutely right. >> that was a great compromise. >> no wonder they cheered.

>> no, but -- >> we'll do our best to deliver all three but i feel uncomfortable committing, we will without resources, be able to, because a lot of things have been put on the backburner, we'll deliver. you can determine in july whether we're doing a good enough job. >> commissioner cohen, the hiring process in san francisco gets out of our control. there are procedures and a process that can be surprising about how it is. >> i work for the city too, i know. >> very good. but, everything that you conveyed are things that i can agree to and that i am inspired by. it's just research, process and resources. when we have those three things done, we will come to you with our findings.

>> what is uncomfortable to me and it sounds reasonable and it's such a reasonable man. what is hard for me is it's been a long time. it hasn't been the case. we don't have that demonstrated. >> i would like to point out that this pension plan has done more than any other public pension plan in the united states. it's not -- >> please be respectful. >> they diverted $6 million in fossil fuel holdings. $6 million. we're talking $500 million here. you've heard the plan we're presenting is going to -- >> please, from the audience, let him speak. if you can't act like an adult step out of the room. >> you've heard the work we've done putting together a recommendation would be putting us on the van guard. if we want to say the word leader, we'll be a leader with the seven-point approach. >> ok. >> the fact that everyone says

it's not fast enough is not relevant to how much work has been put in and how much actions have been approved by this board i mean this board made the decisions. and we've done more than any other public pension plan in the united states. >> so let's die little bit more. i'm going to go ahead and give you the time you are asking for. i'm going to be not voting or supporting it but i'm going to let this body make their decision to move forward. does staff need more time, that's fine. vote your conscience on this. >> point of order. >> yes. >> you made the motion. >> yes and it was seconded. >> this is a different motion now. >> this is -- >> you want me to withdrawal my second because you have a new motion? >> i'm happy to restate it. there's anna den dumb to the motion and that is to put a time line on it. they let the staff has asked to come back us on july 31st.

it sounds like most of these colleagues want to honor the staff's request. >> i have a question on this behind you. >> i support what you are trying to do, not just the issue and the spirit. i can say in april i would like to see the plan how they identify these issues as one. because, we voted on this thing without it in front of us. i am more than curious to make sure to find out does staff understand what we voted on? because if don't have it they can march down working on stuff and we're not quite in sink. that's a kind of how to plan the workout, that could be sent to us in april and they figure out it takes six months to hire someone because right now there's no extra capacity in staff to do although work, unless we let them not doing

something else. we talked about prioritization by the c.e.o. and the c.i.o. if we have a change in priorities we've demanded more work. and don't lose any money, that's what we told them to do. that's why this work plan to have them tell us how they would execute all of those things you have listed. >> thank you. >> commissioner cohen, we have two really big deliverables to the board coming here shortly. the risk mitigateing strategy, which is in february, and then on march 21st, is the entire strategic plan for the entire planning in the portfolio context. and those are really big deliverables. our calender is really full. >> there is a motion on the table, there was a second. when you made the motion you didn't give a specific time.

>> i'm happy to -- >> wait a minute. >> so i understand -- >> ok. >> i just talked about april, correct? so that would work incorporating that april date. as the second, i would encourage you to support the april date. >> why we would move it up and make it harder on them? >> because what trustee is saying is that we don't want the staff to get too far ahead and it's not what we're looking for. >> is there anything keeping any one of us from touching base or coming to me and making a request and i talk to you? isn't that how this process worked the whole time? >> i think we've heard from the presenters here that there are different ways of evaluating riskyist and dirtyest and certainly p.r. i. has resources that we would have access to and

we would do our own evaluation as to whether or not we hold them, what part if plays in the portfolio and who is invested in it and we would come back and, if you want to make sure we're all in sink to identify these folks, march meeting means we have. >> since i've been president what percentage have we spent on fossil fuel. >> april is too soon and it's unreasonable and staff is saying they need more time. i will not support april, i will 100% support july but we've got to give staff time. this is a monumental task. i can tell you because i've been working on this every day since july. it's a sum total of almost everything that we talk about. the fact that we even got here by january, is a huge task.

for the record, we've now done more than anyone else and we're blazing a new trail. there's a lot of work that has to be done. we just have to give staff time. they're not saying they won't do it and they don't want to but they're maxed out. >> we're saying we can't promise we would have it ready. we'll do our best. >> i think it's really important that we do get this right. when we read the headlines of other pension plans loosing money on this, it defeats the cause. we need to get us that we're doing it right and our turns -- returns are there and we'll have a lot of people that follow what we do. this will have an impact in the whole country. we've got to get this right and tell other plans that we did perform well by divesting and doing these things. we haven't sacrificed the return and you will get people following what we do.

i think, a couple months, is worth that not to take that risk in the plan. >> that's the domino that we need so everyone else follows. >> maybe i missed something. >> and i agree, i missed something too because the fact is we have staff, and i agree with you, i understand what you are saying, but are we also engaging and consulting as well as p.r. i. as an outside so when you have the combination of staff consulting the p.r.i we can't get back to a certain expectations. >> it's hard to believe. >> my understanding, just what i missed, is that what commission er driscoll asked was that we have a clear understanding by april, definition, of what we mean by what we're doing. is that correct? >> yes. >> but we're asking for a plan by july. i mean they're two different -- there's two tasks that go together hand and hand. i don't think you can have one

without the other. why would we try to set two different timelines. you say they're incapable of doing this and we'll have to bring it back or we're going to give them time, they're asking for it. it's a statement. that's a retore cal statement. we have to give staff time watch is three months? staff is asking are few time. how can you ignore that? if you want to meet with staff, they're happy to meet with you. i think share what they're working on. am i wrong? >> unless i'm missing something, i keep looking at commissioner driscoll, you stated that by april, they should come back with the definition of what we were going to be looking at so that we all had a clear understanding at what was going forward from that point. is that correct? >> yes.

and outline how they would plan -- outline how they would plan to do all these additional items that commissioner cohen talked about. not to come back with all these answers. that might take more than six months. just one example, the issue of hiring someone to do this work. i think this may be a job that has to be agreed to by the union , not just human resources, you go through that whole process, that's three months. easy. but you can put that in the work plan to hire someone you go to all those lists of tasks, that's what the work plan is. it's not the answers. >> we're looking by a plan by april 31st and you are asking for an extension of the july 31st, why don't we do that and give you an extra three months for the final product that we will see. >> that's what we were saying the whole time. >> did we resize that motion?

>> >> the first priority is to get a divestment plan report. we would like that report in april. and then, we're going to establish a watch list and establish the goals for the companies under level 2 engagement and we will have that by july. july 31st and i'd like to have the the april 30th, 2018, as the deadline to have the divestment plan before us. >> outlined. the divestment outline, before the plan before us. >> i think you are asking for the july 31 extension to give us extra time? >> what i'm saying is the first point we all agreed on is simple and it can be done expeditiously

and the second plans need more time. >> it may take longer than july 31st. >> we can revisit it. >> we need some hard stops, some timelines. we can't get it all done by july >> so you should come back july 31st with your work product , what you finished and what you need more time to request at that time. >> exactly. >> is that more comfortable for staff? you may get a portion of it done ? >> april 31, we'll have -- >> april 30th, we'll have the definitions and we'll have the outline, the steps that we are recommending to the board to pursue everything. >> correct. >> all seven points, including the watch list and the level 2 bench marks, not saying they would be set up but the points. to make sure we're on track and that the board approves the direction we're going in. >> correct. >> and i thought i heard that we

would have six months from that point, where the board has said we're going in the right direction to bring back options for the board to vote on as to who is identified and who we recommend to divest from. >> i'm fine with that. it's reasonable. >> you can tell us we're going in the wrong direction and you can turn the car around and come back. >> hold on, let's get a hold of this meeting again. i made a motion, will you second that motion. >> yes. >> i believe we're all in the same page. i'd like to call a vote. you can do a roll call vote. if you are in agreement vote yes and if not vote no. >> i'm going to vote against this. i think that we have distribute hardest decision today was the one that we made 30 minutes ago. this is the easiest decision and yet we spent the more time talking about it.

from a procedural perspective there's no reason to have two different timelines. we told staff to come in july. we asked them to come back with a plan, it should all happen at once. staff has a ton of work on their plate and this is a real challenge for them and we have made a ton of progress in the last several months. commissioner mackers wanted this a a -- we have worked hard to get this done and i'm telling you, i do not think they have the bandwidth to do this, i'm not vote are for this because it's a matter of process. >> ok. >> i support the motion. i believe this body is given staff every body they want to do their job. i specifically ask how much bandwidth do you want to accomplish everything we're

doing. also what is on that agenda for five years? we know we're talking about this i trusted them when they say this is the team we can put together to accomplish what we want and i believe the budget was passed unanimously for that. just because we're off on occasion, we have our consultants, we have certain lawyers on the team, we can higher someone faster than the city can hire someone. we can't go to a couple of universities and ask their professionors to give us an analysis? i don't believe there's not a rating out there we can take as a beginning point to accomplish all of this. so i think that we have the team and if they -- the difference is , forgive me for saying it, it's the commitments to do it.

to get it done. it's not the time and resources to do it. and i will be critical on what was said from when we voted in 2013 to now. i will be critical that the material that was shared with this body is questionable. for one, the label of the item, just the label of it, said commission information. it's not my motion. >> guys and ladies. >> it was your question. >> it was for the supervisors resolution urging us to devest. >> you made the motion in open session, seconds by commissioner bridges. >> but i put forward the board of supervisor motion urging us to divest their second motion urging us to divest. i'm not going to go through the

whole thing and be critical about a bunch of items in there. i may just do that off line in writing for entertainment purposes. the vote took place and i'm pressure tive. everyone knows if there's a motion to take our worst defenders for five years, i'll support that. if there's a motion it devest from our owe pend fenders, that we made no money in 10 years i will support that. i'm dump the whole thing in the 180 days and we don't have to have this discussion. on how we're going to monitor and how we're going to track the people that are polluteing the world and we're going to track the district of stuff that are just loosing money for us. so those were easy decisions for me. i'm not going to sit here and say we should plot out what we want staff to do. if staff can't do it they should

come back to you and mr. president or this commission at the next meeting and say we need to spread out the time for this reason or come to us and say we want to hire two people or come to us and say we're going to go out to the private sector and ask them to help us. >> but they just did ask you that. >> let's call the vote. >> call the vote. >> anymore discussion on this item? >> i know you have to leave. i made my suggestion trying to bring clarity to what we were trying to do. clarity is one of the key issues to get commitment for action. >> that's right. >> through the whole series of steps. but this effort has made it more confusing. we did this several years ago and we told staff how to do it and step back to do it and criticize them when we didn't want them to do. they didn't do it the way we thought. we could not agree on what we told them to document i'm trying to avoid that mistake again. they may not have the resources

to do it and they have to identify what they understand from us and what they think the work plan would be, the resources they'll need to do it. whether it's hiring someone or contracting out, that's their decision. we'll approve it i assume. but this is gotten messy over an important issue. i want to give staff the time to do it right. it's too important an issue and if you want this done and you don't have the resources and you haven't hired the right people. i don't want to take a risk that we're not going to do the right thing. i am much more pro giving staff the benefits of the doubt if you want to add a progress report in

between, because you don't want to give them the extra six months with an open window, i would be much more prone to vote yes for that, if that was the case. >> i think that -- >> that's what was stated. >> from the april date? ok, i'm fine with that. >> ok. >> i don't even know what the motion is on the table. >> april. >> with definitions and a plan. an outline of a plan and six months later to do what was in the original motion, which is to deliver to this body options for divesting of the dirtyest and riskyest assets on a -- >> the july 31st date has been moved. >> i thought i heard he was still. >>

>> they tend to come up here and drive right up to the vehicle and in and out of their car and into the victim's vehicle, i would say from 10-15 seconds is all it takes to break into a car and they're gone. yeah, we get a lot of break-ins in the area. we try to -- >> i just want to say goodbye. thank you. >> sometimes that's all it takes. >> i never leave anything in my car. >> we let them know there's been a lot of vehicle break-ins in this area specifically, they target this area, rental cars or vehicles with visible items. >> this is just warning about vehicle break-ins. take a look at it. >> if we can get them to take it with them, take it out of the cars, it helps.

>> good afternoon. the health commission will now begin. >> i will call roll. [roll call] >> first item on the agenda is at approval of the minutes december 19, 2017. >> i move to approve. >> second. >> any deletions or corrections pertaining to the minutes? all in favor, aye? opposed? approved. >> director's report. >> good afternoon, commissioners. wanted to start my report with the issue of the flu. the flu season is off to an early start nationwide and california department of public health reports widespread flu activity in the state.

we encourage san franciscans to get the flu shot and take other steps. we have flu shots being given at the immune clinics, project homeless, and san franciscans can obtain flu shots at their doctors offices, primary care and pharmacies on a walk-in basis for a fee. in monitoring the flu activity, we've looked at our emergency medical service call volumes that have fallen to the normal range for this time of year. we reached out to hospitals, and while they're fairly full, they're managing to keep up with demand so far. to date, no reported deaths from flu of people under 65. and we have information on our website regarding this. on issues regarding the federal government and health, i just wanted to -- we're closely monitoring three areas. one is the issue of the individual coverage mandate and

the impact on those who will not have a mandate to have insurance and as well as the 340b savings cuts in 2019. and the children health insurance program. i hope to have some review of the three areas and impact and responses that we have for you in the coming meeting of the health commission. also just to let you know, we have been working with st. mary's and u.c. to open up 40 mental health beds. it's an exciting program. mid february will be the opening and we'll send you an invitation for that. that's the end of my report unless there are questions from the report itself. >> thank you. any questions regarding director garcia's report? there's a lot of things on the radar coming up. next item, please.

>> thank you. item 4 is general public comment. i'm noting that only members of the department here. so we'll move on to item 5. >> item 5, let's go. mr. pickens? >> >> good afternoon, commissioners. roland pickens, director of the san francisco health network. it's my pleasure to present to you with the very first update on the network under our newly adopted strategic plan.

this slide is one we use in all of our presentations to you and to show where the structure fits. in today's presentation, we'll review four things. first, i will provide you with a brief review of our journey to guide our strategic planning and performance improvement and daily management activities. next, i'll share with you our current, newly adopted strategic plan, which builds upon and refines the work of our previous plan that guided the journey over the last two fiscal years. third, i will describe how the network is with the greater department of health. and, finally, i will share the status of our quarter one

metrics and scorecard. this slide depicts the journey that started in 2012. and quickly spread to primary care in 2013 and then to the network in 2016, culminating in the adoption at the dph level in the third quarter of last year, 2017, with a dph strategic plan and an accompanying ex-matrix. the ex-matrix is that one-page document, which you have in your supporting information, that cross-references the key elements of our strategic plan. it shows the outcomes and performance measures that we'll measure over the next few years. >> mr. pickens, if i may, and it

has an x on the document, just so you know. >> yes. x-matrix, yes. thank you, mark. i wanted to show the evolution from our previous to our current strategic plan. you will remember when i've come up to present to you, we had nine various strategic, key initiatives. one of the things that we did when developing our new plan and i will talk about this later on, was that we narrowed our scope from nine down to only three strategic initiatives. the ehr readiness, in -- implementing that, and developing our people. and that's been drafted at the

dph level and we adopted them at the network. we prioritize aligning care and finances and outcomes. really to recognize the shift in healthcare reimbursement from fee to service to fee for value. so, again, those are the three things that we'll focus on over the next two years. and that's also very complimentary with the work we're doing with the medicaid waiver and the whole person care. here's the multidisciplinary team that came together this past fall to develop our new network strategic plan. so we had representatives across the network from laguna honda,

maternal-child health and central dph, finance, hr and it. on this slide, we begin to see how we've begun to use the same standard tools like the x matrix, which you have seen before, and the sections throughout all of the visions through dph, with the goal of developing one common language and methodology. and particularly for those of you on laguna honda or jcc, you've begun to notice how we've been using that methodology. so that's across the network and also other parts of the department.

and so i put this slide together to show you just another picture of how we're beginning, as we matured over the last few years, we really started at the divisional level dph. now we've done that strategic plan. the sfg is about to do their strategic plan, and so is laguna. so we're beginning our cascading effect. and then for those divisions to take the priorities and figure out how to implement them. it's incorporating a top-down, and bottom-up approach to strategic planning. so what did we learn over the

last two years within the network, as we implemented our first strategic plan when it comes to using lean as a roadmap. first, we need to have more focus on a fewer set of priorities and initiatives that are aligned with the more global dph plan, particularly giving our challenges with reliable data. secondly, we need to have more alignment across the different sections of the network, rather than having them focus on separate things. we felt it was important to end the other divisions and have some common items we're working on. for example, staff inquiries, and what they've chosen. and, finally, we needed to have a real commitment to fidelity of

the lean model. it gives you one of the tools for reporting, but if you don't put it in practice, you don't get the power of the process and not able to fully monitor and see your progress. one of the things we've done is we've reported a lean reporting calendar for the network and it shows which divisions will be reporting on their various true north and strategic plans. this shied provides a summary of our quarter 1 and our true north metrics. as you can see from the six sections of the network, maternal child health, behavioral, jail health, laguna honda, and dph, we have 47

metrics, which are quality, safety, care experience, work force, financial stewardship and equity. in terms of quarter one data available at the time of this report, we show that nine of these 47 metrics are on target. 20 are off target. and for some that are off target, many of them are not off target by very much, just one or two points. you are either red or green. there is no yellow, so they ended up being red, being offtarget. and you also notice that 18 show data was still pending at the time of the report or data definitions and sources are still being developed. i wanted to talk more about this. while we've made great strides in improving our ability to capture and report timely and meaningful data, we still have room to improve in this area. obviously, we believe that

implementing epic will be one way we can improve our data recording capabilities, also bringing on behavioral health services into the lean process. it's probably the last big group within the department that we still need to spread lean and do education and training with that work force. as we continue to have more and more of our reimbursements based on performance measures and payments, it will provide incentive to develop more robust data reporting capabilities. so that's just a brief orientation to our new strategic plan and performance for this first quarter. when i come back to you in the next few months with quarter one data, ideally we're on the right

track, we'll have more data available. that's our overview. i am happy to take questions and comments. >> thank you very much for an outstanding presentation and look forward to your additional one and especially some of the variables that you mentioned that you need to look across rather than separate. so well done and thank you very much. >> thank you.

>> commissioner? >> i would like -- you're deciding as a network to use common language, it's making sense. finally sinking in better. thank you. >> if i may, commissioners, going back to the cascading lean slide. the one with the picture. there you go. just to note that we now have the full department under this model. and that we've opened up an office for dph that is working with the other groups. so now it's taken us over five years to catch up and be able to do the work we needed to do as a department. so it's an ongoing process and big learning progress and i

would like to thank the partnership that have helped us on the dph oversight of all the work. so now as we fund some of this, we look at how much can we do, particularly as we do the electronic health record. and then the public health side has their own process as well. everyone in the major divisions are working under the lean model, so i wanted to acknowledge that and thank all the leaders to help us from a department-wide perspective on this >> very good. thank you very much. any other questions or comments? thank you very much. next item, please? >> item 6 the sfdph security update. >> commissioners, this was supposed to come to you in october and it was bumped, due to that it was a very busy meeting, so this report is a few months late.

>> thank you. >> good evening, commissioners, director garcia -- >> excuse me. will you speak into the mike or move the mike over? thank you. >> so i will give an update as far as the development of the security program for dph the presentation will highlight the work that's been accomplished at zuckerberg and laguna hospital and the performance metrics as well as program effectiveness. since this report, we've also developed a security management plan to include performance

metrics as well as developing a safety and security committee for primary care and behavioral health clinics. so this slide and the next slide following calls out eight mile stoin accomplishments in the area of security services, training, education and electronic security systems. so in the area of at-risk response, they've exceeded target as far as at-risk patient response. they had a return of 88%.

customer satisfaction surveys are conducted to measure employee, patient and visitors satisfaction with security at both hospitals. 90% and 81% for the year. this year, we began doing surveys for laguna honda residents, just to receive input from them as far as to provide safety in their environments. so where there are electronic security systems, which is applicable in both facilities here, we want to ensure that they remain operational. on a quarterly basis, we inspect 100% of the system with a target of 98% functional. the overall functionality of a system was 95% and 85%.

based on this performance, one of the things we did, we were able to replace the systems vendor at zuckerberg, where we're getting more timely response in regards to any system malfunctions. we're holding laguna honda's vendor -- we're holding monthly meetings, so we hold them to task for functionality. we've added dedicated security system personnel to address functionality. on a monthly basis, 20 elements of the mou between dph and the sheriff's department are measured as far as compliance, so that reflects that in both hospitals for the entire year. the sheriff's department exceeded the target for compliance with the mou.

this chart reflects the crime stats for zuckerberg for three years. and so we have actually a 22% decrease in crime on campus. a lot of that is contributed to the collaboration that we have with the sheriff's department in regards to addressing staffing assignments, increasing visibility and implementation of a security awareness program that encourages employees to report suspicious persons and activity. increased at laguna honda in crime to 40% through no fault of their own. what we found out is that the data for grand theft of facility property included patients' personal property and that drove the numbers up, which we've addressed that moving forward.

the next slides will focus on use of force. 124 incidents where sheriff's deputies used some degree of force to affect an arrest or address risk behavior, risk behavior, that which is displaying a danger to themselves or others. we break it out. 119 were at zuckerberg and 5 at laguna honda. to give some context, the year prior to this, there were 173 incidents, so compared to 119, a decrease of 33% of use of force on campus and year-to-date, it's been only 58 of these incidents. so on this chart, the chart on the left, you have the type of

force, which was used, and you will see in most cases, 88% is what is called physical force. physical force being control, personal impact or physical takedowns. on the right side, you have the demographics as far as those individuals by demographics that the force was used upon. and then down at the bottom on the far right as far as locations, you actually have the highest being at zuckerberg with campus buildings and that consists of the outpatient buildings as well as the campus grounds outside of the hospital, followed by pes and emergency department. in regards to opportunities and next steps, at both hospitals, there's a huge opportunity to change the culture in regards to

calling law enforce kwchment toe no crime was committed. we had 4,000 calls for patient assist or stand-by or restraint. as a result of that, 40% of the use-of-force incidents were against patients. so we started to address this issue by implementing crisis intervention training for direct patient care. we completed the emergency department. this will assist staff in regards to building competence when it comes to de-escalating risk behavior at the early stage. in addition, also providing that same training for the sheriff's department to give them additional tools as far as how to react with risk behavior in a hostile environment. other measures that the hospital has taken to address this issue

include emergency department response plan, address risk behavior prior to law enforcement and a behavioral environment response team to provide the escalated support to the high-risk departments. this is an update of the security program. are there any questions? >> commissioners, if i may, those of you on the jcc know that security updates have been given at those committees as well. the hospitals are hearing their own data as needed. >> i just want to thank you. it's remarkable how much you've done in the years you've been doing this and to see this kind of responsiveness and this co collaborative work with the sheriff's department. thank you. >> thank you.

>> please turn on your microphone. [no audio] >> sorry. just want to say that we have really been impressed by your leadership and the ability to integrate the incidents and data to make a comprehensive review of the situation. if questions are asked, do we have people from inside the system or are they mostly latino or asian or from this area? all of these things could never really be answered in a comprehensive way because much of the data wasn't there and you've been able to work with your colleagues on the team and all units, whether it be the general or laguna, to really

provide us with comprehensive insight. as far as where the situations take place, the type, classificati classification, time, place, situation, so we want to thank you for really updating a system that was a couple of centuries back. thank you for a job well done. >> thank you. further comments? >> thank you very much. >> thank you. >> commissioners, this may be the quickest meeting i've ever attended. item 7, other business. >> do we have any other business? no. >> item 8, a report from january 9, 2018, jcc meeting. there's a summary sheet in front of you. >> okay. a report that in essence the jcc

at laguna honda pertaining to members brought before us. it was an excellent presentation, staff training, etc., and we had a comprehensive review of director price and security at laguna honda, but more importantly, as was shared today, how, in fact, it's linked to our other facilities and institutions, as we take a look at security for patients and staff and our citizens in san francisco. we also went into closed session pertaining to medical certification and approvals, hires, terminations, etc. that was for december. my colleagues, if you would like to add anything to that. if not, that concludes the joint conference committee for this commission meeting. next item? >> item 9, agenda calendar.

on february 6 and 20, there will be two budget hearings. please let me know you will not be attending, for quorum issues and who needs to be updated on the side. that's all i have for the calendar, but it's before you if you have any questions. otherwise, it's adjournment. >> just one thing. i want to see if we can add an item to get an update on insured in san francisco, because there's new articles that just came out and said that last year there were actually an addition of 3 million people added in the united states. if we're ahead of the curve, i

would like to know how ahead we are. >> we'll incorporate that into the mandate. >> thank you. >> yes. >> before we adjourn, i would like to recommend that the commission adjourn in memory of dr. matilda crim, who passed away today. she did tremendous work along with elizabeth taylor and others in research and advocacy at the early days of the aids epidemic. she did so much to address stigma in communities of color and she was a hero. >> second? all in favor, aye. we're adjourned in her memory. any further discussion or comments? welcome back, everybody. happy new year. is there a motion for

adjournment? >> so moved. >> second. >> all in favor, aye. >> opposed? commission is hereby adjourned.