not just riders but also people that don't ride muni. what can we do in the neighborhood, how come you're not riding munis, is is there a way to improve conductions, or is it too crowded. you need other resources to ride our system and provide that service. so, through that extra outreach effort and focus on talking with individuals at the neighborhood level and the really block level, we attended over 40 community meetings and these things ranged from backpack giveaways to sunday streets to just yourty cal neighborhood meeting that was taking place. we talked over 500 organizations -- excuse me. we collected over 4,000 surveys is. once again, this was about not just riders and people who ride on the service, but people who weren't righting our service and how could we improve muni so we touched over 65,000 people in this process, got

information from many of those 65,000 people and used that to develop our recommendations that then fed into this two-year operating budget cycle. this list here shows the ones in gold have already been implemented or are being implemented in the next month and the lines in gray there are going to be implemented in the next several months. really exciting stuff, quite honestly. the 48, for example, extending the service to the beach right now. the 48 subs at west portal except during the peak periods when it goes out to the beach. we heard from a number of individuals in the intermission specifically that having that service to the beach all day long would be a huge benefit to them. of course, we also heard from d4 residents about that as well. increasing service on the 29. in 2016, we increased service on the 29 during peak periods.

but this time we really heard a lot about afterschool, the 29 serves a lot of schools. it's very busy during the 2:00 to 4:00 time period so there was a lot of discussion about how we can improve service during the nonpeak periods and add some buss to that line during the traditional nonpeak time periods so we're excited to be doing that. and also doing things like the 9r, up sizing, calling it upsizing going from a 40-foot bus to a 60-foot bus on the 9-r that adds capacity and reduces crowding for those people riding that service. so, really exciting on where we're going with these recommendations. and then next steps, obviously we'll be implementing these changes in the next several monthers and monitoring these changes over the next two-years to see how they're doing. we really learned that the more

contact -- obviously if it is not rocket science t more contact you could have with these neighborhoods and these groups, the better it is for everyone and so we're really incorporating that outreach strategy into our work plan. a lot of these groups when we don't necessarily have anything to talk about, we're just going to listen, find out what's going on in our neighborhood and we're hoping that way we kind of have an organic equity strategy to, quote, term equity strategy will just be folded into all of our work and how we do everyday business on the service planning side. so, we're pretty excited about that as a next step. and with that, i purposely kept this pretty short. so i will love to take as many questions as you guys want and we can go from there. >> thank you, mr. kennedy. commissioner ronen? >> thank you, mr. kennedy. i really appreciate this work. i just had one question.

i see that you and you're very adamant that they expanded the 9r to 50-foot buses which both go through the portala neighborhood. but i notice you don't call out or specify the portala as a particular focused neighborhood. and i'm wondering if that was just including it with the outter mission and just not naming it. i just want to make sure that you're surveying those residents in similar ways because there is so much congestion on san bruno and the buses are packed. both the 8 and the 9 every single day to the point where people can't get in and where especially on the 9 there are pretty much sites every single day. >> great point. the naming of the neighborhoods -- these neighborhoods -- we were just trying to identify rough areas.

as you know, our services go through a number of neighborhoods and a number of areas so portala is just kind of -- i don't want to say lumped in, but it's the general vis valley area and we don't draw specific lines on who we're talking to. we've been working with them for a number of years now on improving the nine specifically. those relationships are developed and will continue to be fostered as part of this process. like you said, the 8s and the 99r, it's a really good problem to have as far as from a sustainability standpoint. it's great that there are so many people that want to ride that service and we have to find a way to get them better and more frequent service and reduce some of that crowding. but we heard the same comments that you just said add news nauseam, numerous times over the last six months so. >> out of curiosity.

since you switched to the 60-foot bus on the 9s, i kid you not there was a fight. >> i believe it. so, the incidents have gone down. we get -- if an operator reports that one of the patrons calls our 3-1-1 system and tells us there was a fiesing -- there was a fight on there, we have noticed that the numbers have gone. it's self-report so ited's hard to say that definitely the numbers have gone down. but it seems to be in a downward trend, as does crowding on the line. i think those really kind of go hand in hand. if you are not face-to-face with somebody all the time, everybody can move out and tensions can decrease a little bit. not just the 9r. but we have seen less incidents over the last several months after we implemented that. >> thank you. that's all. >> commissioner brown? >> i see that the western

edition is one of your focus neighborhoods and i was actually in supervisor breed's office as a legislative aide when this process started. and i know you were out in the western edition a lot. and community centers talking to the seniors and there were a few things -- first of all, i don't see anything on here, on your list of what you are going to do, improvements for the western edition. i didn't see it on your list. that is number one. and then number two, and then i'll let you answer the questions. and then number two, as i know there were a lot of the seniors had a lot of issues around that area. you know, we have a lot of the h.u.d. properties, senior sfrrs. we were moving bus stops at the time and they felt like walk ago few blocks for seniors was hard, especially if there is an increase in climb.

and then the second was of safety. because a lot of the bus stops were in dark areas and they didn't feel safe going to the bus stop or being let off on the bus stop. when it was dark. can you address that and let me know what is happening with the western edition since it wasn't on your list? >> you bet. so, western edition has been really the focus -- in 2016, we implemented the 5r service in relation to the equity strategy. drastically increased ridership and reduced crowding just like on the 9-r and we've continued to work on mcallister street and fulton for that matter to improve those services. and we're looking at improving, making some small-captal adjustments and the 31 balboa, for example, is that on that

list. it's indian daughtered with stop signs, especially outer portion of the line which throws it off getting through the western addition. one of the things we serious doing is working on improving reliability and frequency of the 31. we're rolling out new signage at our stops that include a small that include a new beacon of light at the stop of the stop sign. really am by cents light. -- ambient light. there is more safety with eyes on the street type of idea. there's probably people waiting there, that time of thing. but we don't have a program right now, at least of developing, you know, electrical capabilities at every stop. where we do have electrical

capabilities, we've been putting in nex bus, for example, and work on putting out a new nex bus in the future with solar panels and solar way to light the next -- unfortunately that takes a lot of power. so that is something we need to find a way of addressing specifically in viz valley and a lot of neighborhoods that we're talking about. especially safety issues waiting for the bus x amount of sometime a real issue and something we need to work on. >> thank you, commissioner brown. and thank you, again, mr. kennedy s. there any public comment on this item? seeing none, public comment is closed and this is an information item. can you please read the next item? >> item 15, update on the district 10 mobility study. this is an information item. >> ms. hyatt. >> good morning, commissioners.

rachel hyatt. rachel hyatt principle planner and this is a status report on the district 10 mobilities study which is the district 10 end tip planning project and the big picture here is supporting health and livability throughout district 10 as it grows. so a significant share of the growth in residence in the city will happen in district 10 and this is an effort to look at ways to support the mobility of existing and future residents through this growth to support health and livability by reducing vehicle miles of travel, strategis that reduce vehicle miles of travel and are independent of muni. talking about noninfrastructure strategies in addition to that would supplement muni service.

these are recommendations that could be deployed as pilots in district 10. could be included in developer strategies, to help them meet their trick caps in major development areas or as pilots sponsored by the private sector. we are building off the needs that we know. there's been a lot of planning in transportation planning in district 10 in recent years and so we've heard a lots from the community about what their needs are. we're not starting from scratch there. we are coordinating with the studis that have been done in district 10. the equity strategies, starting with them, starting with the bayview neighborhood transportation plan that this agency conducted in 2010, working with m.t.a. and their parallel plan, the community transportation plan at the bayview, we're working closely

together with m.t.a. on these compatible efforts. we just wrapped up outreach events in june and july, including in spanish and we partnered with the community use stror do the language outreach. and the purpose of this work was to engage residents in sort of imagining and creating a transportation sthafs would meet a need that they have. so, we drew pictures and designs with residents, a transportation service that would address a particular trip that they have. and coming out of that is about 25 different ideas. so to inspire folks going into exercise, we sort of suggested four types of categories.

the first is emerging mobilities and on-demand transportation services. like car sharing, scooter sharing, like micro transit and we heard a lot of interest in microtransit. we heard a lot of interests in car sharing, this time of on-demand service to supplement muni for things like senior travel or for use of school or recreational travel. we also looked to gauge interest in tools that would support people's trip making, make their trip planning and way finding easier. i guess the name for these types of tools could be moenlt as a service. what that means is tools that support tripen mraiing, trip payment, navigation all through one interface and weave your

elements of your trip together and show you different options. these can be tools on your phone, on your smart phone or on the street through a kiosk and there are photos there from chicago and from brooklyn where they're piloting kiosks that support transportation and other services. another type of strategy, noninfrastructure strategy that we're looking to gain interest in is rewards and incentives. such as bart perks but expanding that idea to other types of trip making and types of trip purposes, other travelers. we did hear one of the participants in our group was enthusiastic about a program in his workplace where he gets amazon reward for taking transit and there was interest in rewards.

people getting rewards for local businesses, for instance, for taking transit. and lastly, and this really applies to any of the type of strategis that we're talking about in this effort, partnerships between community organizations and the entitis that would implement these strategies like developers and like the service -- private service providers themselves. like the transportation coordinators who will be designated in many development areas there. will be transportation coordinator, identified on site. is there a way to expand the reach of those services beyond the development areas. we heard interest in that in the outreach that we've just done. no that we've heard and

created, i guess, communities about 25 different ideas. we need to screen those and identify the parties and the partnerships that would help implement them. whether it is a developer resources, whether it's private services that could help sponsor the efforts, put those teams together and work on refining the ideas. we will bring back more finite set of strategies and the teams that would help to make them a reality. and we will bring recommendations, final recommendations by the end of the year. thank you very much. happy to take any questions. >> are there any questions for ms. hyatt? i thought maybe commissioner cohen might have some questions for you, but she is off the floor. so why don't we open this up to public comment.

is there any members or members of the public that would like to comment? seeing none, public comment is closed and commissioner cohen has no questions so thank you for your report. and with that, we will read the next item. >> item 16, investment report and debt expenditure report for the quarter ended june 30, 2018. this is an information item. >> ms. fong? >> this is typically the time when we report back on our quartzly investments and quarterly debt reporting and assets and liabilities. since we're approaching the close of june 30, 2018, we'll be reporting out our financial information later in november when we complete the annual fiscal audit. today aye like to report out how we're doing in our investments. as of june 30, 2018, we have approximately $43.6 million of cash sitting in the bank.

47% of the funds are invested in the city and county treasury pool. we alsos have sufficient liquidity in funds in terms of meeting our fiscal year 18-19 budget at this point in time. in terms of debt reporting, back in november of 2017, eight months ago, we issued the t.a.'s very first sales tax revenue bond. as of the first eight months, we are approximately 43% spent on these bond proceeds. this is healthy for our program and we've been spending them on the five major cash flow projects. there is a document in this packet that lists out how we've been spending these funds over the past eight months. >> thank you, ms. fong. another healthy financial report. any questions or comments from commissioners? seeing none s there any public comment on this item?

seeing none, public comment is closed. colleagues s there any introduction of new items? seeing none, is there any general -- oh, i'm sorry. commissioner ronen. >> i just wanted to make a motion to excuse supervisor -- >> i was going to get to that in just a moment. apparently, colleagues, commissioner mandelman did not realize that we were having a t.a. meeting today. so, it happens to new commissioners and with that, is there a motion to excuse commissioner mandelman? made by commissioner ronen, seconded commissioner fewer. without objection s. there any general public comment? seeing none, public comment is closed and the t.a. is adjourned.

>> it's great to see everyone kind of get together and prove, that you know, building our culture is something that can be reckoned with. >> i am desi, chair of economic

development for soma filipinos. so that -- [ inaudible ] know that soma filipino exists, and it's also our economic platform, so we can start to build filipino businesses so we can start to build the cultural district. >> i studied the bok chase choy her achbl heritage, and i discovered this awesome bok choy. working at i-market is amazing. you've got all these amazing people coming out here to share

one culture. >> when i heard that there was a market with, like, a lot of filipino food, it was like oh, wow, that's the closest thing i've got to home, so, like, i'm going to try everything. >> fried rice, and wings, and three different cliefz sliders. i haven't tried the adobe yet, but just smelling it yet brings back home and a ton of memories. >> the binca is made out of different ingredients, including cheese. but here, we put a twist on it. why not have nutella, rocky road, we have blue berry. we're not just limiting it to just the classic with salted egg and cheese.

>> we try to cook food that you don't normally find from filipino food vendors, like the lichon, for example. it's something that it took years to come up with, to perfect, to get the skin just right, the flavor, and it's one of our most popular dishes, and people love it. this, it's kind of me trying to chase a dream that i had for a long time. when i got tired of the corporate world, i decided that i wanted to give it a try and see if people would actually like our food. i think it's a wonderful opportunity for the filipino culture to shine. everybody keeps saying filipino food is the next big thing. i think it's already big, and to have all of us here

together, it's just -- it just blows my mind sometimes that there's so many of us bringing -- bringing filipino food to the city finally. >> i'm alex, the owner of the lumpia company. the food that i create is basically the filipino-american experience. i wasn't a chef to start with, but i literally love lumpia, but my food is my favorite foods i like to eat, put into my favorite filipino foods, put together. it's not based off of recipes i learned from my mom. maybe i learned the rolling technique from my mom, but the different things that i put in are just the different things that i like, and i like to think that i have good taste. well, the very first lumpia that i came out with that

really build the lumpia -- it wasn't the poerk and shrimp shanghai, but my favorite thing after partying is that bakon cheese burger lumpia. there was a time in our generation where we didn't have our own place, our own feed to eat. before, i used to promote filipino gatherings to share the love. now, i'm taking the most exciting filipino appetizer and sharing it with other filipinos. >> it can happen in the san

francisco mint, it can happen in a park, it can happen in a street park, it can happen in a tech campus. it's basically where we bring the hardware, the culture, the operating system. >> so right now, i'm eating something that brings me back to every filipino party from my childhood. it's really cool to be part of the community and reconnect with the neighborhood. >> one of our largest challenges in creating this cultural district when we compare ourselves to chinatown, japantown or little saigon, there's little communities there that act as place makers. when you enter into little philippines, you're like where are the businesses, and that's one of the challenges we're

trying to solve. >> undercover love wouldn't be possible without the help of the mayor and all of our community partnerships out there. it costs approximately $60,000 for every event.

undiscovered is a great tool for the cultural district to bring awareness by bringing the best parts of our culture which is food, music, the arts and being ativism all under one roof, and by seeing it all in this way, what it allows san franciscans to see is the dynamics of the filipino-american culture. i think in san francisco, we've kind of lost track of one of our values that makes san francisco unique with just empathy, love, of being acceptable of different people, the out liers, the crazy ones. we've become so focused onic maing money that we forgot about those that make our city and community unique. when people come to discover, i want them to rediscover the

magic of what diversity and empathy can create. when you're positive and committed to using that energy, is. >> good afternoon. we will proceed with the health commission meeting, and the secretary will please call the roll. [roll call] >> clerk: the second item on the agenda is the approval of the minutes of june 19, 2018. >> so the minutes are before us for approval. a motion is in order.

>> motion. >> is there a second? >> second. >> are there corrections to the minutes? seeing none, we will proceed with the vote. all those in favor of the minutes, please say aye. all those opposed? the minutes have been approved. >> clerk: and on that item, there was no public comment request for that item. item three is a director's report. >> since the meeting is long today, i'm expecting dr. omagon to come and talk about the i see of camp mather and just for your edification, it's open now. but i think i'll start, if you don't mind, until he gets here regarding the issue of anything on the report -- on my report. >> okay. and you want dr. aragon to present at this point? >> he should be here shortly. he just stepped out for a

second. >> okay. commissioners, we have before you the director's report. are there any questions in regards to it? the director has also provided us an overview of the epic install. >> as you know, kent mather is part of our hetch hetchy property near yosemite. we run a camp with almost 500 people that come at any given time. i was contacted by the parks and recs director regarding some sicknesses that were flu like and because it's in tuolomne county, and i had a question for one of the commissioners about this, there's an m.o.u. by our county that any communicable disease

would be managed by tuolomne county. i did ask dr. aragon to attend and go to the camp because of the concern of the number of staff members that were getting sick, and so with that, i will contact -- have dr. aragon come and explain the background to the sicknesses and also the resolution. i think it's a great example, multicounty work, and also, the incredible footprint that san francisco has throughout northern and southern california. >> good afternoon, commissioners. so actually, i was to start out with a comment. the last time i was at camp mather was when i was a little boy, so i had these positive memories of camp mather. i don't know how many of you have been there, but it's

almost a four hour drive from sonoma. but i went there to get an assessment of what was happening. at that point, we new that at least four staff had come down with what looked like noro virus, gastroenteritis. the young staff that works there with between 18 and 23 years old, so they're really young, and one was actually transported by ambulance to sonora. we were concerned about the number of medical cases, we didn't know what was going on. in approximate combination with the tuolomne county folks, we

recommended to camp mather that they close down for a week, give an opportunity to disrupt transmission, figure out what's going on, do an investigation, let everybody recover, educate, disinfect the camp, it gets to sort of do a reboot, and we did that. we decided to do that. i met with the staff on saturday, and we did do a survey with the staff of 77. so 33 staff up to that point had become ill, and so it was more than the initial 11, so it was at least 31. and it doesn't look like it really penetrated into the campers. it's hard to tell because they always leave on saturday. they're only there for one week, so there's some that may have already been exposed, but they had gone already more than a week ago. so everybody mobilized very quickly. the camp mather management was fantastic. and every place was cleaned twice. we consulted with the

california deputy of public health, and staff cleaned, and then, we actually had professional cleaners come in. they have these things where they cloud the rooms, and they cleaned everything really well. to date, there are no additional cases. we've got two incubation cases with no out breaks, so we're fine. for me, it was great just to get up to camp mather and see how beautiful everything was. >> and i did call dr. aragon on the 4th to get him over, and we are doing debriefing with the park and rec department because they do have volunteer doctors and nurses, so there's a question to that volunteerism that happens, and what do we do with the future? we'll be having a conversation with them. >> at least one more comment.

>> please. >> is so we've had the opportunity to work on two other large norovirus out breaks, and in 2012, we had a high school where over 900 students became ill, where they had projectile vomiting in the hallway. so we have a tremendous respect for gastroenteritis or norovirus. >> thank you. commissioners, do you have any questions? you see dr. aragon is retreating quickly, but do you have any questions? >> question. campers that have departed the camp, what is the level of risk of them perhaps infecting family, co-workers, etcetera? >> yeah. there's always a risk. it didn't look like a large

number of campers. we know that about six had become ill, and what we notice is that probably the number of people that have been affected is twice that number, so it's not a large number. we notified everybody when they left -- i was there friday. when people left on saturday, everybody left with a notice, is that there was an outbreak here. if you get sick, here's what you need to do, see your doctor, etcetera. and then, for the incoming, after the week, everybody had signs every, hand washing stations, and people had a plan, letting them know what happened because the plan was to do ongoing surveillance with the new group to make sure now new cases occurred. >> commissioner green? >> it's remarkable what you did. i have two questions, and i wonder if there's any differences in the decontamination protocols from the first out break years ago,

and what about precautions in general? is there any set precautions where outbreak is rare but it's possible? >> so one thing when i first started looking at norovirus, you had to use electromagnetic copy to get a diagnosis. the challenge with norovirus is that hand sanitizers do not work with it. that's sort of the key thing to know, is that hand sanitizers are not a substitute for hand washing. and then, the other thing is it is just so incredibly infe

infectious. even when you vomit, that vomit has become -- is infectious, as well. >> yes, director garcia? >> yes, again, thank you, dr. aragon. we did a short, quick update through my director's report regarding our epic update, and there was a question from the commissioners on that, and i did want someone to come and speak on that. >> okay. please. >> let me take you through this. >> could you speak more into the microphone. >> i surely will. >> thank you. >> so i was going to take you through a little guide of our epic phases. i'm currently the acting director positiof d.p.h. and we for the original implementation of envision c.p.r. next month will mark my 20th anniversary with d.p.h. so epic is however much larger

than any of our previous implementations, and -- let me get the presentation up for you. should be seeing that on your screen. it's much larger, like i said, than anything else that we've done in the past. but we are ready for it. we've been preparing for quite sometime, and i want to take you through a few things that we're doing to prepare for it. we are continuing to update the equipment in the network for the infrastructure. we are continuing to hire staff at a quick pace, and done with great help from h.r. i certainly appreciated that, so that was a fast timeline. we established a build team. we established governance and project communication for the staff and the itch willmentation team, as well. we have established a robust

informatics and team, and we are hiring a staff to lead the end user training, which is managed by eric schafer. i'll outline a few more things as i taking through the phases of the project. there are five phases to the first wave of the implementation. these phases have been defined by epic, and they're refined every time epic rolls something out, and epic has done hundreds of implementations, including right here in the bay area. d.p.h., as you can see from the timeline, is currently in phase two. and on august 3, 2019, we will go live with the initial wave. the first wave includes zuckerberg san francisco general hospital and emergency trauma center, laguna honda hospital and rehabilitation center as well as primary care

and specialty care. the remainder of our network will go live in subsequent waves of the implementation, but that is just the first wave that we're in right now with those five phases. phase zero, which was from january and ended in march of this year, included on boarding the team and epic training, it is also the start of third party systems, which are necessary to have a fully functional epic system. d.p.h. identified 85 contracts required to make epic fully functional. while some of these were for simple licensing, such as billing codes, others were for actually software applications. to date, 50 contracts have been completed, and the team continues to meet deadlines required for epic build.

as you can imagine, it's very rapid for 50 contracts. phase one focused on the completion of the project plan as well as training and certification of the epic build team. this phase of the project involved holding 230 demonstration and work sessions with clinical and business staff who made over 1700 decisions that determined how the epic team would build and configure the system. d.p.h. staff also attended epic training during this i see if a. the epic training was a rigorous process. it involved completing a project and having to take a test, in addition to a week-long training, and this had to happen before any of these staff would be allowed to build on the system, and i'm very proud to say that 100% of the d.p.h. staff who went through that process actually passed and got their certification. so we're well positioned now in our build phase. phase two, the phase that we're currently in, started in may

and goes through november . in this phase, d.p.h. plans to complete the billing implementation of front line staff, such as specialties, clinics, clinic schedules, order sets, and many of the other details that will allow the system to be fully ready for testing and use. during this phrase, we're preparing staff by closing work gaps against the epic foundation. that is what they delivered to us. it is built off of, again, every one of their implementations. they've improved the system to what they consider it to be a very functional foundation system. and they improve it with each install. we've now seen a couple -- a least a couple installs have been built off of the foundation model and they're very successful. the work flow gap is led by dr.

albert yu. during this phase, d.p.h. will less setup integration with all third party systems. right now, we're establishing communications during this phase. d.p.h. continues to establish quality control channels to ensure communication and coordination. we have cross team work groups, and these teams are tightly coordinated. we have a dedicated communications expert to guide the communication. we continue to prepare the sites with work stations that meet epic specifications, and also add any devices and peripherals that are needed at that time. this includes the deployment of single sign on and wireless where it's needed to make sure that it's adequate for use. so phase three, which will be from november to may will include integrated testing. this includes testion the patient flows from beginning to end using different scenarios. these are based on typical flows such as submitting a patient for typical diagnosis, following the data flow as the

patient is assessed on the floor, orders are placed, diagnostic test results come in, the patient is discharged and then scheduled for a follow up through a clip ib. we track all that data through the system and make sure that it's flowing property. also in this phase, we're making sure that the third party systems are doing and receiving the data, along with any physiological device monitors are functional and have the data flow in. phase four involves completing training for the d.p.h. staff who will be using epic as well as the technical dress rehearsal and tracking the go live. and then, on august 3 of 2019, we will go live on epic. after we go live, we enter into the fifth phase which involved post live support and user surveys, ongoing training,

installing the system upgrades and preparing for the next wave. so i want to highlight a few areas that we're closely monitoring. third party contracts, we still have contracts to finish up, and while we're making deadlines, there are many variables involved in contract completion, and the team is -- this is a daily call to monitor this. completing the clinic work station roll out, building out test printing and connectivity to epic, this is what i.t. does well, but it still means we have to closely monitor it because there are thousands of devices. making sure d.p.h. is completed which includes over 21,000 build configurations inside the epic system. epic has the tools to monitor it but again we need to make sure we're staying current with where we need to be. testing of 125 interfaces, another thing that i.t. does very well, but it involves third party vendors, different

departments. managing the logistics and content fore the training, this is our end user training. d.p.h. anticipates training 9200 end users, so a large group that we've got to run through within a two-month time period, so huge lodge stick effort as well as go live planning, another large logistical effort. the team is and i am very, very excited to have it go live and be in full use. i'm scheduled to come back and give you a full i.t. update in september, and so today was just to kind of take you through where we were with the epic project. do you have questions -- and that date was september 18 for the full update. >> okay. first, we'll start with commissioner guillermo. >> thank you for the full update. also appreciate the information that you provided for us, and also appreciate the excitement

that seems to be pervasive across the department. regarding -- i have a couple questions. the first one is regarding phase two, if you were to do a stop light sort of dashboard on this, would you say that beginning in may and up to the present time, we are green, yellow? >> we are green for most things. i had i'd say a little bit of yellow. we're close on the contracts. we've got a couple that we're making the deadlines. >> and will any of those impact the cost? >> no, it won't impact the cost of it. i'll also say that we will work with epic on some of those because there's usually a way if there's one or two, that we can figure out how to manipulate the timeline and still get them in there. we just can't have this happening with many of them. >> so you would say that there aren't any red flags. >> i don't have any red flags.

>> great. thank you. >> and i hope to not have red flags. we will address them as they turn yellow. >> okay. great. the other question i had is regarding these third party contracts and issues of cyber security. and so -- because it's not mentioned anywhere here in the update, so questions about how the implementation is going to address issues of cyber security, particularly with third party contractors, and then the training of internal staff with regard to cyber -- >> we are in the process of hiring, and i think training is one of the things we need to address and make sure it's, you know, very robust for our staff, ongoing. in terms of access to the system, that's one point we will monitor. in terms of third parties, they have business associate

agreements with us whenever there's ph i. involved. so there is a look at and a security agreement with them about how they're going to do that. >> just -- just a caution. the third -- oftentimes, with issues of cyber security, it's the third-party contractors where there is an infiltration that actually occurs because of the inability to control on that end, and so i just raise it as an issue that's something -- >> i agree with you. >> -- it could be red as opposed to red going to green. >> thank you. >> commissioner green? >> i just want to understand, the hospital needs are different than the clinic needs. who's really involved in that, and if when it's really kind of test driven by the end users, is it in phase three that some of their input or comments will

be incorporated? how will that work? >> dr. yu is anxious to get up here, but let me just say that as we are part of this process of build. in august that we're starting to go back and meet with our input -- our subject matter experts and run things by them as we built. so it's an iterative process. there's been a very complex number of subject matter experts and domain groups that have been setup so that folks can get answers to their questions, and we can have those open lines of team communications, and they're seeing what they get before they get it. >> thank you. commissioner bernal? >> thank you again for the presentation. first of all, congratulations and thank you in advance for your 20 years of service with d.p.h. >> thank you. thanks. >> i was wondering, could you share an example of a work flow gap that could emerge or perhaps has already emerged and how that gap is filled? >> there are going to be things that today we may not do in the system or there are instances

where things may be combined in the system and they're more automated, and so that what people do today and what they're going to have to do when they get on epic, to the extent we can close that gap, we will change their work flow to meet that. i'm not giving you a specific, but it could be during checking in patients, it could be something we're doing # when they're actually documenting on a patient, it might be slightly differences than what they're doing today, or it may be large differences than what we're doing today. >> and it could also be what they're doing in a test drive. >> and it also begs uniformity across the system. we can't be doing it differently at different locations. >> thank you. >> thank you. i have a -- a question that as you're getting into the phase in which you're beginning to look at the user starting to

use the system for -- as you described, have we found that one of the advantages presumably of epic is that many of the users are acquainted with it at ucsf? has that been with systems or does that cause a conflict because we have a little bit different system? >> you know, i don't know. i haven't had any comments back about that, and the difference, with one exception. some folks have asked to have this uscf build installed, and of course we can't do that. we're going with best practice, and we're going with the content. so things that make it unique with how we're practicing, we build that. we don't change the entire system. >> so i guess we'll see as it goes along. in emergency room its of the coming reports -- in terms of the coming reports, we have, in

the past, received a timeline, right, with different points for completion. i think commissioner guillermo has raised the potential of using a dashboard. i don't know which is the better way or way you wish to convert it, but i think as we get our reports it would be helpful to understand some of the areas that you're addressing in a fashion which -- >> so i can give you a dashboard with some of the detail here, like, whether it's red, yellow, or green? that works in a timeline? >> right. i think we had both as we were going through both of the actual rebuilds, and this is an actually rebuilding or sort of a building process. i think that could be helpful now as we're moving into some critical areas. >> okay. >> okay. thank you. >> thank you. >> thank you very much. we'll look forward to your report in september.

next item, please. >> clerk: sure. i'll note there is no public request comment for that item. item four is general comment, and there's been one request. >> yes, i believe we have one- >> clerk: actually, it's one for this item. >> one for this item, and the other is item six. that would be evan mclaughlin, please. >> and i have an egg timer. when the egg timer beeps, please know your time is up. >> thank you very much. thank you, commissioners. my name is evan mclaughlin. i am a representative of ifpte local 21. we represent employees throughout the city and d.p.h. i'm here to talk about an issue that involves understaffing of a particular team within d.p.h. this team is the procurement team for information technology. i moy wynona is aware of what

i'm talking about here, and the commissioners should have received a letter detailing what is actually going on, but i wanted to emphasize the importance and urgency of this. since the implementation of the f.s.p. program, this team of employees has identified their workload has increased significantly, a 440% increase in the minimum time required for data entry perrequest. at the same time, the size of their team has been reduced. while just for comparison, the materials management team at san francisco general, which does a similar type of work, their staff was increased by 19% at the same time. some of the consequences of this has been increased amounts of staff sick leave. there's been an increase of reports of stress. there's been an increase of human error. most seriously, there was an employee that suffered a

physical injury on the job while performing something that was an extra duty without assistance. so like i said, we already are in conversation about this. there's been some talk about trying to address the structural issues about why this team has consistently not been staffed adequately, but i will say that employees have consistently brought this up to i.t. leadership. they feel that no movement has happened. so we both have an interest in making sure that these people are able to do their job as well as possible. we both have an interest in shen you are that the health of the city and county of san francisco workforce. so again, i'm sure here to urge this commission to help this process go along, making sure that these critical vacancies are filled -- >> time. >> -- and that we address this issue as quickly and effectively as possible. thank you. >> thank you, mr. mclaughlin. as you know, in public comment,

we do receive the comments, and then, we will ask in this case, our staff and the director to give us a report back on the resolution. i'm glad that you are already in conversation, and we will look forward to being able to respond, and the director will then give us an update on this. thank you very much. >> thank you, commissioners. item five is a vote to hold a september 6, 2018 joint meeting with the planning commission to discuss the 2017 cpmc annual compliance statement. as you remember, you approved a revised version of your rules and regulations, and it requires that you vote on special meeting dates. >> so commissioners, before you is a need for us to motion that we hold a september 6 joint meeting with the planning commission. a motion is in order.

>> so moved.