difference is going to be making in the lives of our patients here in the county, particularly those the most vulnerable and i just hope we are at a point where other counties and other cities are going to be able to look at us and see what we are doing and really sort of maybe model or collaborate on the processes that are being put into place. >> thank you, commissioners. we have also just to note are taking the lean process all the way north for the entire department so it is a leadership issue that we are all very supportive of and we find that we have focus on quality and it also focuses on our patients and consumers and residential individu individuals. it will do well as we are putting our ethics together

because we are using that same methodology. we found the alignment within the department is pretty easy and part of it was because we really did begin with some of the major entities and want to just make sure that we know that it was the one that started this journey for us. we've been trying to catch up as a whole department. it's an incredible journey and one that we will continue on in the department. we are investing in this process and improvement. >> president chow: i just had a thought in regards to the lean process and trying to measure its effectiveness since several of the cohorts don't start until like nearly 2019. does it make sense to see whether there's a difference in performance between the various clinics that is using lean and those not using lean? i just ask mr. pickens if --

that's just a thought. maybe we have sort of a built-in, you know, test here. >> a double blind study? >> president chow: it's not quite double blind but one -- you know, several clients are using one process to try to meet your measurements and others are, you know, not using that process. i'm just wondering if there's any possibility of trying to understand the difference that might occur because one is using lean and one is not? >> thank you for that question. i apologize for not being at that presentation earlier. i was in another meeting so i wasn't there to hear about these different cohorts. so all the clinics within primary care are using the same metrics and they have gone through the lean training so i need to find out more about what this is about the different scheduling of the cohorts

because to my knowledge all of them have gone through their lean training so i need to delve into that a little bit more to understand how that got reported to you. >> president chow: okay. maybe i'm misunderstanding. commissioner loyce? >> vice president loyce: i think that part of the process is, yes, everybody has gone through training but you can't do this big box of training so there were primary cares doing this, taking the principals and the objectives and the metrics and applying specifically to primary care clinics and making it useful to those clinics for the work that they do on a daily basis. the seven categories if you look at them, they are in this document here, i want to get them quick all from the same department. care experience, financial development, financial stewardsh stewardship, quality, safety and equity. that's for the whole department. nothing is different there. so take those and everybody in the department understands those

six, seven objectives and now it's the application of the lean process to them. so as i said earlier, all 90 of the folks who are in primary care in terms oh -- of the seniors have had the opportunity to sit down and have discussions for what we are doing for cohorts in one and two and those in three and four they will get the primary care page but they have the information they need from any department wide perspective. >> so it is true that not every employee within primary care has gone through the exact same lean training, it is a roll out, a cohort process. so there's at least a team of leaders through each clinic who have been through it. so now it's who are the remaining staff in the clinics who still need to go through the process? they are still implementing the lean methodology within all the clinics. they just happened to get caught up in making sure everyone went through the training.

we have new people that may have come on since the staff have been trained and those new people need to go through the next training process. >> president chow: commissioner. >> commissioner bernal: two points to note. number one, this was just focusing oun with -- on one of the metrics, which was safety and 7-day post hospitalization follow up. so it's just to illustrate the progress in the clinics. the second is the focus was on front line managers in terms of engaging them and those front line managers had a patient focused approach. >> president chow: okay. thank you. so as i understand what you are saying, is that all of them are actually using lean and some are a more in depth training for the staff versus others or some may have put in a process for every day huddles and things like that and the other people haven't. >> so my understanding is they are all using the -- what is called dms, daily management system. >> [inaudible speaker]

>> come on up here then. >> president chow: it's okay. we don't really quite know. you can come back and let us know how this is working. >> good afternoon. all of primary care -- >> introduce yourself. >> dr. alice chen. all the primary care clinics are using the lean true north metrics. some of them have embedded daily management system in the daily huddles and daily work, others have used some pieces of it like the visibility walls or occasional huddles but that's the roll out, the full on daily management system and that's tied to our epic implementation. >> president chow: so go back to my first question then. does it make any, you know issues -- you know, any sense to say that this first block do or do not perform better than the blocks who haven't gotten all the training yet? >> you are thinking like a scientist. i think the issue is that the

reason certain clinics are chosen is because of staffing and leadership issues. that are are actually qualitative differences. >> president chow: okay. i won't ask further. >> commissioners, we are getting updates on a regular basis around lean as a whole. as you know in our meetings with both jccs we are trying to standardize the way we report out in a lean model so where he will continue to give you updates on all parts of the lean journey for us. >> president chow: thank you. it's going to be an interesting process. >> commissioners, the next meeting is item 6, a vote to hold the august 7th, 2018, health commission meeting at the richmond recognize creation center, located at 251 18th avenue. you all need to vote to move a

meeting so the public can be notified. >> president chow: so commissioners, the action requested is before you and so now we are required to follow our rules. we can say that we actually now have to have a formal motion in order to hold the meeting at the richmond. so i entertain a motion. >> so moved. >> second. >> president chow: all right. is there further discussion? if not we will then proceed to the vote. all those in favor? all those disapprove? we have passed the motion and we will be holding our august 7th health commission meeting at the richmond recreation center. >> if i may, president chow, during our community meetings we do several standard work issues there. one is that we give a background to that community in terms of data and the status that we have. we also bring and invite community members to give us their perspectives on the health

status of the communities and then we invite our providers from the communities as well to talk to us and tell us about the work that they are doing. so -- and then neighbors and others come to testify or to listen. so just to let you know, we do that out reach before these -- meetings. i've gotten compliments because we go to them. >> president chow: thank you. i forgot that a number of people have not been to our community meetings. we do invite the representatives, the supervisors from those districts to be able to come also to both participate and hear what the local residents are saying. >> and our supervisor in that area is supervisor fira and we have had conversations with her about this coming up meeting and she's very excited. i think we will try to have her and her staff there. >> president chow: very god.

-- very good. we actually look forward to the neighborhood meetings which are very informative for the commission and most importantly also provide the neighborhood as a form -- forum for them to present what they are doing and what their needs are. so thank you. we'll proceed on to the next item. >> item 7 is the 2016 public bond update. >> mark primeau, capital projects director's office. so there's one error on this slide two. it should say accomplishments since the march 6th meeting that we had so i just wanted to make sure that that's was correct.

so it's not going down, mark. so joining me today on the left is joe chen from dpw and then terry from zuckerberg and then on the right associate vice chancellor, michael from ucsf. this is the first bond sale in 2017. we are only tracking the money that came to dph. the june bond was a $350 million bond split between three agencies of which dph received $272 million. this slide just shows you the break down of the actual

authorization coming to dph. then on this slide we are tracking expenditures and -- we are showing 23% expended. in march we had about 19%. we are not spending as fast as we originally projected and primarily that's the result of having -- instead of -- like when we did the rebuild we had a very large project that had large costs attached to it. in this bond we have several hundred small and enabling projects that have small numbers attached to it. a lot of those projects aren't in construction so you're not seeing as high expenditures until the next maybe two quarters you're going to see a jump up in that. now this is a break down just looking at building five, which is the $222 million of the $272

million. so we are about 10.5% expended. then the next slide shows the community centers, which is the balance of the $272. they are spending around 11.4. i'm going to turn this over to terry and he can go over the accomplishments. >> good afternoon. i'm terry salts from zuckerberg capital programs reporting to you about our accomplishments. i'm happy to say that we have some cause for celebration in this timeline of accomplishments in the last quarter. if you look at -- to point out to you the urgent care clinic, it received its certificate of occupancy. we are waiting for licensing to be complete todayd to provide p

care. we got through the huddle so that's cause for celebration. we started celebration of the ntp that was issued. additionally, we got our plan approved for a seismic retrofit. major hurdle. in june ncp was issued so construction is now beginning. so those are all very great milestones to be celebrated. i do want to point out to you the mechanical core phase one, electrical core phase one. we are getting those studies underway. those are important because it's going to look at existing infrastructure and how it can be applied to these new projects. one example of that is the electrical core of phase one. that will be a study of the electrical distribution. it was a hospital building and it happened emergency power. within this day and age with the

i.t. infrastructure emergency power is a big deal. this gives us the opportunity to look at it, study it and redistribute it to the new needs. moving to the next page, that's the ambulatory care accomplishments. we can celebrate that vaccine hall got the 100% design drawings complete and submitted to the building department for review. the projects are winding thundershower way through the review process and civic review and eir process. so those are not great at construction but they are making their way. i do want to point out that we did complete the seismic assessment at tri-town health center that's being digested. you'll have more information about that next time in your

report. additionally, we are beginning to do seismic assessment in the city clinic. with that i'm going to pass the baton to joe chen from dpw. >> thank you, terry. good afternoon, commissioners. joe chen, public works program manager. i would be providing updates on the upcoming milestone, the activities on the zuckerberg building five component as well as the community health center component. so let's focus first on slide number 10, that will be on zuckerberg building five. we are currently tracking two projects in construction. this is well into construction. contract had some -- had a slow start to get all their infection control submittals in place but

we are into demolation that will continue for the next month or two with our target date to finish is towards the end of the year. another project we just launched is the rehabilitation department relocation, recreate for construction was granted yesterday. we've been working closely with the contractor to get all their subm submittals in place to give us a good head start. we are currently tracking to start construction. we'll hopefully get abatement controls, procedures approved and have construction start in july, end of july is what we are targeting. that project is a 14-month duration project. so that's our second project. not too far behind we have the retrofit project. we just got the approval that allows us to start construction.

we are using a phased approach now to kind of slowly work through the various locations in the sizing retrofit. the first phase is the south side so we can stay ahead of the uscf research building. that's what we are working toward to hopefully have a third project in construction by the quarter three of this year. then the other nine projects are just in various phases of design and planning. so i won't go into detail in those projects. then our other component is southeast health center. it's currently in the design phase. we've reached various design milestones and working towards finishing design towards the end of the year. i think currently we also working through two activity with the arts commission, one of which is to move towards our phase two review and civic design review which is currently

targeted for the third quarter of 2018. yesterday we also had a kind of a round one review with the various -- our selection panel in the selection of the public art for this new facility. so that's -- currently construction is targeting for q3 of 2019. then moving on to the other community health center. we are primarily focused on two health centers in this component that includes maxine hall and commission health center. both projects are very similar in scope. we are proceeding with retrofit as well as an interior renovation to improve the work flow for the clinical staff. so maxine is currently going through the plan review and we are working towards starting construction early q1 of next

year of 2019. okay. the next three slides, this is a different format. we took the feed back and created this more detailed break down of the schedule. the way you look at it is that it's broken up into three phases. that's represented by the green bar. the green represents either construction, we have design and planning. so currently in construction we are showing three projects, six day surge, recently completed urgent care phase one and the department which we just started. then design and planning is on

the next page. we also included the ucsf research building here as well because it's on the same campus. then the last slide is also very similar. this is focused on the ambulatory care projects. those are all the community health centers and also references four clip i wanti --s but we are analyzing those. so at this point that concludes my piece of the presentation. i'll turn it back to mark to go through the ucsf research building. >> thank you, joe. the first three bullets are the things that beestablished over the last two years.

we are now in the fear of satisfying all legal requirements for the closing ofs owe -- of escrow. these are some of the things that we are doing now. we had to do a report against the property that uc is taking a ground lease, which it did on the first of june we are in the process of clearing the title, making sure there's no glitches in the title, they have a clean title and transfer during the ground lease. there's a whole series of other document that is are spelled out that together we are going to meet agreement and receive aproouchlts and reviewing. we also -- approvements and reviews. we also meet every three weeks.

>> i use a mac. >> president chow: please introduce yourself. >> michael, the campus architect at ucsf. >> president chow: so we are moving onto item 8, everyone, the ucsf research and academic building.

>> there we go. okay. so just to remind you of where this project is going to land is on the bc lot out on 23rd and vermont streets. the calendar is basically unchanged in the end point which is moving in q2 of 2022, four years from now. we had a lengthy internal approval process to our institution. we are about two months -- we used two months of our float,

which i would rather have not used but it did get our leadership aligned behind the project and now we are moving forward and i'm happy to report that we have released the procurement package to our contractor, the four contractors who are competing for it. our procurement process assembles a full design team. so the contractors first, the engineers and then we'll start design. so we'll start design later in the summer, maybe in the latter part of july. i'm hopeful. my team is figuring out how to accelerate the process. we do do a kind of concurrent process so each time we procure we then partner with the folks that we just brought on board to procure the next step. so we have three steps to go through. the assembly of a design build

team will allow us to move quickly though and the team is responsible to deliver the project on time and on budget. so we feel like we will get good risk mitigation and we'll also be able to work with mark and terry and really know what we are doing and know how we are going to do it. the project has two components. one is the building itself and the other is the road and site improvements between building five and in and around the new building. the latter project is one that we will deed to the city once it's done. it will be done on city property, permitted by the city and the city will take it over when it's finished. the building will be ours through the term and ground lease and then at the end of the

ground lease it becomes city property 75 to 100 years from now. that's where we are at this point. does anybody have any questions? >> president chow: well, we'll take all the questions in regards to the two presentations. so i guess from what you are saying you felt that even though you took a little extra time you're feeling confident that you can make up that time and still hit your target for the q2 2022. >> we do. we do. we are confident that we can do that. >> president chow: and at the moment in regards to the coordination with what the city is doing in terms of its buildings, then we feel confident that those actually will be coordinated and be done

so that it doesn't interfere with the uc building? i guess that's part of this coordination, right? >> yes. good question. doctor chow, that's one of the reasons we are moving so quickly on the seismic improvements that primarily go around the exterior perimeter of the existing building five. so the first component that we are going to tackle months before they even break ground will be that south elevation that is adjacent to their building. in fact, terry and joe came up with a very cleaver way to begin that even faster by taking a portion of that south elevation where there's no occupancy on the inside so that we can actually do that work a lot fast ere. so we are constantly looking at ways to speed through some of the work so we don't get into a conflicted situation.

>> president chow: so we have the governing bodies approvals. how many are we talking about? >> we are talking about the regents of the university and the board of supervisors. >> okay. good. just the two. okay. >> president chow: it will come back here first or just go to the board? these are just documents? >> as far as this presentation when we get closer we can probably expand the dialogue around the ground lease but part of the signing of the lease disposition and development agreement incorporated by reference to ground lease so if you -- the public has access to that document. you will see both documents together when they were signed off by the mayor and the departments. >> as you know, we do these quarterly so you will be able to

see before. we will make sure there's not a timing issue. we come here first. >> president chow: this is more to a question of our work charts right now because understand you haven't actually created your work charts yet. in the past it was actually put down where we had anticipated in the beginning of a project that we were going to be at and then we would see where we are today, so perhaps the legend is a little misleading or maybe that's what you mean. i'm not sure the greens for example in your project lines is where you feel you are but is the yellow where we said we were thinking of going? because that's described as a previous milestone or is that really sort of the original

intended time line. >> can we pull up the slide please for the public in case they can show that? >> president chow: so you can take any of the summaries. >> doctor chow, the yellow is what we reported the last time in march and then we are measuring in there are any changes in the green currently. i think part of the issue is -- michael eluded to it as they obtain their procure their building, once they get a buildingbuild builder they are going to have a firm sed. we are almost in the same situation where we have a few projects in construction with the contractor and then we have a real firm timeline because it's attached to money and time and it's a contract that has liquidated damages to it. so you'll see some fluctuation son on -- on some of the projects and some contractors

can go faster and some will take a little bit longer. >> president chow: i guess i'm still thinking of where we were following for all those years. so i think what you're telling me is that was after the contracts were signed, you then had a firm timeline. so we don't have that yet. >> yeah, i think the difference in the rebuild -- that was an integrated design. we actually had the contractor on board early and we did incremen increments, the utility relocation and were able to get into the ground five months of the bond passed in november with an actual contract for that work. so we had a pretty good idea as well as a contractor about how long it was going to take. this is going through a traditional bid build system which takes a little bit longer and you don't get that contract commitment and agreement with the contractor until later on.

>> president chow: all right. so when we do get the agreement with the contractor then it will be another line that says this is the contractor line and we could then follow where that's going? >> we could do that or we could modify the green and just explain that this is now a firm contract and we have x number of days to execute the work. >> joe may have some other requested are -- other ideas. . -- >> commissioner, the bar graphs show a green, a yellow and a different color bar that would show what we call the baseline. what we'll do is once a project has reached -- has been awarded to a contractor we'll then rebaseline or align all three lines to be fully aligned and then in the green it will show the progress of the project. so you will then have kind of the baseline of where we

started, the yellow will then show what was reported previously and then the green will show status. so i think that's what you're looking for. >> president chow: yeah, i'm just looking for a way that we can all follow where we are going. commissioner guillermo? >> commissioner guillermo: thank you. at this point with either building five or with the research construction -- actually, even with the clinic, what are any anticipated delays or barriers that might come up that we might anticipate effecting the timeline? >> well, i think think on campus the big wild card is oshpod, being able to get the project through there and then they go through back checks. if it goes back three times that's a couple of months.

that's the biggest risk. the other thing that's a challenging for the team is to do some of these projects there may be to do dialysis or the public health lab there might be eight to ten other small projects that you move people around just to be able to do that primary project. so i think that challenge is internal and then the external challenge for zuckerberg is oshpod. on the clinic side what we are finding is we lost a little bit of time with city planning who construed that maxine hall and castro mission were historic. so we had to do the whole series of reports and get consultants on board to satisfy some of their requirements. the other issue we ran into and this is happening, director garcia, across the city as usgs who regulates some of the seismic codes has increased the

threshold for earthquakes, the proximity to the actual fault line as well as some other aspects to it are creating buildings to become more resistant to greater forces. so we are seeing a lot of our clinics that 10 years ago seismically were okay are not. that's the same thing for libraries and rec park. all those small buildings that were built, you know, pre60s and pre50s are going to run into the same thing. so those are our challenges on the clinics. >> commissioner guillermo: and are those built into the timelines or are they not? >> both the cost and the time are built in now. >> commissioner guillermo: okay. >> i think that we are always watching the cost and we know throughout the stay and throughout the region that there is a lot of construction going

on and so there could be -- that's what we watch and that's why you are getting quarterly reports and then we have twice a month meetings to really look at the capital projects. but cost is also that we always look at and that could be something that we could anticipate. >> president chow: let me just add something to this. i'm particularly worried about the research building because it's a larger scale project. the smaller scale projects, our experience are small scale portfolio doesn't have difficult getting construction resources but our large scale portfolio does because it's harder to get large crews. so we are worried about the ability of us to attract the crews we need in this market. that's something that we work on carefully with our contractors. also as mark said, i've just been discussing this with

specialists who advised our capital program the next iteration of the california building code is going to increase the force that the -- the earthquake force that buildings have to resist by 27%, which is a very large amount. so this is going to have major ramifications for all building owners. those are good questions. i also actually appreciate the understanding of trying to help us understand where we are in the projects and understand we don't have those contracts here too. so we'll look forward to your next report. was there any public comment? >> no public comment request for these items. >> president chow: thank you very much. we'll see you next quarter with good news i hope. >> thank you. >> do you mind closing out the presentation too, please? thank you. the next item is item 9 -- i'm sorry. 9 and 10 are going to be presented separately.

commissioners are going to vote separate by but they are similar and related and one packet for them. ion temperature 9 is laguna hospital gift fund expenditure budget for fiscal year 2018 and 19. >> hi. good afternoon, commissioners. i'm here filling in for laguna -- >> president chow: anuannounce your name please. >> cha ma. i'm filling in for mike, the hospital executive -- administrator. couldn't be here today. so i would like to help her to present the gift fund budget for the fiscal year 2018/19 for you and your approval. i have my colleague here, mr. william frazier. he's the gift fund program manager for

laguna hospital. in the package you're see the one page of the gift form proposal. the gift fund budget was discussed and then proposed by the gift fund management committee, this consists of different areas at laguna honda. so i believe this is like the fourth year we are here in front of the health commission to is for your approval of the budget. so currently the total balance of the gift fund budget is about $2.7 million. this number is from our third quarter presented to jcc a couple of months ago. so just to give you some idea that the total balance and how much we are asking for you to approve. so there are three different columns in your budget proposal. the first column was the current

year budget. we have requested $382,000 and then year to date we spent about $152,000. a little bit under spent because of the delay of some of the contracts due to the city nearly implementing. so we'll catch up. we still have some pending expenses. based on this information we'd like to is for your approve for next year to increase our gift fund budget to $474,000. the increase is mainly due to the change of our nonprofit charity -- basically, like a work fun foundation but it's friends of laguna honda. majority the donation to our gift fund is from honda. they used to be able to give

through the e -- reimbursement process or respond to the activity or programs that we have. going forward they want a more centralized approach. they just want to give us a one lump sum donation based on our proposal of the budget. so usually if we look back the last three years their donation is about $50,000 but actually going next year they will give us $100,000 total lump sum donation. that will include -- if you look at the list, the bottom two items, you see the new items that were donated, especially the last item, the wish list. this is something that has been supporting throughout years, i don't know how many years, before i even started at laguna

honda, but this year and going forward they would like to just give us the money for us to procure. usually the program is for like minor or defensive supplies and then they purchase for our residents. going forward they just want to give it to the give fund and then laguna honda will do the programs for our resideour resi. do you have any other questions? >> president chow: commissioner bernal. >> commissioner bernal: thank you. with the total increase in the budget that's significant increases in here but there's two lines with significant decreases of about one-third each. the first is the active therapy program and then the second the end of life programs. can you explain why the reduction? >> sure. so the first one, the activity, really there was one program so this is something that the

friends of laguna honda use to support directly and then through the process. it's a program that we get $200 per neighborhood per month for small sending for -- spending for residents. that program will no longer continue. the service will continue but then we are not going to be limited only to $200 per month per neighborhood. so that's one thing that is a major decrease from prior year. that's the first one. the second one is for the end of life program. can you? >> yes. that budget was a result of a large donation from years ago. our first year i believe we shot way too high, we were two ambitious, we didn't have the infrastructure in place to support some of these. so we scaled it back a little

bit and we will develop infrastructure in kind of a slower pace. definitely that's a weigh benefit and a blessing to have and we will be spending it. >> commissioner bernal: thank you. >> president chow: any other questions? i'm not sure -- your three quarters of the year through and you think you are going to spend the rest of this money by the end of the year? >> probably not fully all 100% of it. we definitely will. >> president chow: you are not deliberately doing that? >> we continue -- the service is not interrupted. we are just being slow on the payments and the contract side. >> president chow: commissioners, the request is before us and a motion is in order. >> there's no public comment requested for this item. >> president chow: thank you.

so we need to mission to accept the proposed budget. >> so moved. >> president chow: is that a second? >> second. >> president chow: further discussion? if not all those in favor? opposed? the budget has been adopted. thank you so much for your work. >> the next item is the revised laguna hospital gift fund management policy. >> yes. so we started this policy back in 2001 and then the last major haul of the policy was in 2010. so most of the items are the same as the last major haul of the policy in 2010 but with minor changes. the changes mainly because of the newly implemented city wide financial system. people saw a lot of accounting, financial terms change. so basically you will see the terminology changed from the grant. we no longer use the grant code

for each different part of money. we changed the project, project code, the number changed. that was the majority of the update for the policy. there's no other major changes. >> president chow: okay. commissioners, we have before us this -- any questions in regards to the changes that are highlighted here? if not a motion is in order to. commissioner bernal? >> commissioner bernal: just quickly, i think this requires a correction on page 6, the second to the last item. the aids fund, and then then it should be fully capitalized. >> i'll do >> commissioner bernal: thank you. >> president chow: oh, under -- i see. under description. >> commissioner bernal: correct. >> attachment a. >> president chow: thank >> commissioner bernal: thank

you. >> president chow: with that correction, is there a motion to accept the proposed revisions? >> so moved. >> second. >> president chow: any further discussion? if not all those in favor? all those opposed? and this has been approved. thank you very much. >> thank you. >> thank you. i'll note there was no public comment arequest. item 11, other business. commissioners on your calendar just to remind you that august 7th is your community meeting and september 6th is the meeting with the -- the joint meeting with the planning commission to discussion the development agreement. >> we will have the report ahead of time? >> yes, yes. i believe it's in process now and i will keep you updated on when the timeline will >> vice chair heinicke >> president chow: thank you. >> any other comments? >> president chow: any other comments? to not we'll proceed on.

>> report back from the june 12th, 2018, laguna honda hospital jcc meeting. >> president chow: commissioner sanchez headed the meeting and it was a closed session for quality reports. thank you. >> great. so item 13 is a consideration of the closed session and there's no public comment for that item. >> president chow: a motion a closed session is in order? >> so moved. >> and a second. >> second. >> president chow: all those in favor of a closed session? all those -- we shall n

so i want to thank everyone for being here today at the

civic center bart station. we are all here today because we care. we care about our commuters in san francisco, we care about the residents that visit and work in our city. we care about the people on -- the residents who live in our city. we care about civic pride here in san francisco. civic center and the bart station is at the heart of san francisco. it is the door way to our city government and city hall, it is -- that's better. it is the doorway to the plaza, to market street and mid market, the growing part of our downtown corridor. this is the heart of san francisco. it has become unfortunately a glimpse into the homeless and behavioral health issues that we have here in san francisco. it

is not safe. it is not acceptable anymore. so today i'm proud that we are announcing a partnership between our san francisco police department and part that is going to increase staffing here at civic center bart station. san francisco police department, we are going to be increasing foot patrols by over 300 hours per week. bart is also going to be increasing their staffing levels as well. we need to make a difference for the commuters that use bart. we need to make a difference for san francisco residents and we need to make a difference for visitors who come to our beloved city of san francisco. let's also make sure to know that this is not a police matter alone. i'm proud to be joined by barbara garcia who runs our department of public health. this is also a public health issue and an issue that we are going to be dealing with through our healthy streets operation

center. bart is now going to be a participant in this effort. we are going to coordinate with our homeless department, with our department of public health, with our department of public works. this will be a coordinated effort to make sure that civic center bart station once again is an area at civic center station that we can be proud of. at the end of the day this is building upon a lot of initiatives that we have focused on over the last six months around homelessness, around behavior health on our streets, around the cleanliness of our streets. this applies to every area of san francisco as well including our bart stations and our city. civic center bart station has been the example of what has gone wrong and now our city government in partnership with bart is stepping up and making sure that we have a plan into the future that will once again make our civic center bart

station an example and a symbol of pride for the residents of san francisco as they commute through here. so i want to thank everyone for being here today. i'm going to turn it over to our police chief, bill scott. >> we are increasing and chief scott can -- actually, why don't i let chief scott talk about it. >> good morning, everyone. first of all let me thank mayor farrell for his leadership. the last month he introduced the idea that we had to collaborate better to get things done in this bart, in this platform to make it safer and make it cleaner and to make it the pride of our great city. at that time he brought all the parties together and asked us to draft a plan that would address the issues and concerns that have been repeatedly voiced by members of our community. although the platforms between our community platform and the

bart platforms are shared underground in this corridor we do, between chief rojas and our folks, we knew that we had to work better and more collaboratively to get these problems solved. both riders in both systems go back and forth to school, work and visit the many great tourist attractions in our city and the idea that each system or each department is responsible for separate law enforcement duties in this platform cannot be a barrier for us working together. the only concern that we have is that people when they come here and take public transportation that they feel safe, that they have a clean environment and that they are able to go to and from where they need to go to without worry and without concern. i agree with mayor farrell wh e wholeheartedly that the only way

that will occur is all these people standing here working together. this partnership we believe will do just that. the san francisco police department, as the mayor said, we have a healthy street operation center, better known as hsoc. we use that initiative to collaborate efforts between our various city departments to address the very issues that we have in this bart station. with that we will be increasing our footly presence almost five fold by nearly adding approximately 500 patrol hours a week to this effort. we believe that will make a tremendous impact and enable us to do what we need to do to keep this platform safe, clean and for our residents and our people that use this transportation hub to enjoy it.

i'd like to thank keith carlos rojas from the bart pd who has really been a partner in this and we believe jointly that we will really make a difference in terms of realizing mayor farrell's vision to make this the safest transportation hub in this region by working together our officers will be able to respond to immediate concerns and more appropriately proactively work to identify on going behavior that we get calls about all the time that contribute to threats to public safety. additionally, we will work in partnership with all of the city agencies and organizations under the healthy street operation center initiative that i mentioned to be able to get the individuals who need help to that help. so with that i'd like to turn this over to chief rojas and thank you this morning for being here. >> good morning. chief carlos rojas with the bart

police department. i'll keep my comments brief. we are very excited with this new partnership with the san francisco police department. while historically we worked well with the san francisco police department i think this has really refocused our commitment to the civic center station that is truly the gateway to san francisco for many people. as both mayor farrell and chief scott stated this is one team and it doesn't matter if it's a san francisco patch or a bart patch we are in it together and we want to make sure that our riders feel safe in our stations as well as throughout the city and county of san francisco. we do cover a very large area and there isn't a better partner than the city and county of san francisco so we are very excited about this. i would be remissed if i didn't also recognize our board of directors for their leadership and then allowing me to do the difficult job. director joe is with us today if you want to say a few words. >> thank you very much.

member of the bart board of directors. i think it's clear that anyone who rides bart or anyone who rides muni comes off at civic center station the problems that we are seeing aboveground with homelessness with drug addiction are really coming down into our stations. bart is not a social service agency, bart is not a public health agency and the only way we can get to grips with these problems is indeed collaboration with the city of san francisco and with the other cities and counties that we serve. that's why this is such an exciting moment because not only are we starting to collaborate much more deeply with the san francisco police department and the bart police department because ultimately our riders are not particularly concerned whose badge it is, they just want to know that they are going to be safe. we are independent -- integrating much more deeply into problems and i think that's something that's going to be

critical to making sure that our riders and muni riders have the safe and clean experience that they deserve. so i'm going to hand it over to barbara garcia at the department of public health. thank you. >> good afternoon. barbara garcia, director of health. i want to thank mayor farrell for all his support in the last many months of expanding services for us. many of those services will help individuals who people are concerned with who are seeing open drug use and mental health issues. i also want to thank the san francisco department of -- the san francisco police department and the bart police. we've been working for many months with both of these agencies to identify individuals who they have been concerned with for many years at times. we have those individuals in our hands in terms of their names and we are identifying them and trying to get to them and trying to provide support.