column off on the far right side and that is the dollar amounts of our unfunded commitments. again, we're on page 2 on the far right side in the new column. and that is to show just a magnitude of our unfunded commitments because it's grown quite a bit. and we were at less than $2 billion, 3.5 years ago. we are still in a good position and we monitor this all of the time and there's a lot of metrics and someday we'll walk through it. and commissioner driscoll asked to do a cash flow for casting and so we will walk through that in a future meeting but we are in good position here. but we want increased visibility for the board to see the dollar amount of our unfunded commitments. if we turn to also -- also to the graph, i'm not sure that i see a page on it but commissioner driscoll, you asked

for the liabilities on the spurs monthly net assets that is included. and i do have a couple obligations i need to walk through in the c.i.o. report. you know, first of all in terms of economic conditions, everything is still quite solid. and earnings growth has been really, really good and it's north of 20% for the last couple quarters. and as long as earnings growth is going to be good, the markets, that should put a line on anything that happens in terms of valuations and those kinds of things. the markets don't do well when earnings decline. and the -- i did want to point out on page 3 just the status of our implementation of the strategic asset allocation and you can see that we have come quite a long ways. you will see our rate in june of

2014, both our policy and our actual. the bottom line is that except for private credit we are most of the way through on everything, okay? and the private credit is one that we still think is going to take about five to seven years but we are anticipating making a large recommendation next month. i just want to say quickly that liquidity in the bond market continues to dry up and i just want the board to an, whatte, a, it can take a long time to sell assets that we think are taking a long time to sell. some obligations in terms of reporting things to the closed session, board approved in closed session. beacon light which is a short manager we asked the board to approve $225 million and we have funded $100 million of that and future funding will come over the course of time.

and d.c.m., which is a venture capital strategy, we asked for $50 million and the board, and we received $35 million. and a strategy that the board approved earlier this year, we requested $100 million and we did get the full $100 million. and k4 private investments which is a software oriented mid-market buyout strategy, we asked for $50 million and we did get all $50 million. kitty hawk, we asked for -- this is real assets, real estate real assets strategy and we asked for £40 million euros and we got £35 million euros. and pepperton, we asked for $60 million in u.s. dollars and we did get $60 million. we have a couple additions, closings that took place, on

thursday night and friday respectively that i believe that the board has received print copy of. first regarding polaris, this is a growth equity strategy in the portfolio and we asked for $30 million and we got $21. and solis which is a distressed credit oriented strategy in our buyout -- excuse me, in our out state return strategy that we asked for $300 million and the board approved that. we did fund the first $100 million on august 1. and with that that's the close of the c.i.a. report. >> president stansbury: are w we (indiscernible) the funding? >> yes, they are calling capital as they see opportunity. >> president stansbury: and questions from the board? >> not really questions but, one, the cash flow that we

talked about is a big issue and it will be a subject for the investment committee to talk about because it's a large task that he and his team has to manage. and in the immediate term though is the fact that it's not simply that private debt which would take several years to get to that allocation target but now we're overwreat and that's a tactical decision. and we're underway real assets and we're at 4%. and so we look at a public equity as a private equivalent and i look at those three groups together.

>> it's a long bull market. tactically the decision is that you park the money at your decision which we are supporting. (please stand by).

>> clerk: item 11 --

>> let's call items 11 and 12 together. >> good afternoon, commissioners. i will make this quick in the interest of time. item 12 before you is a monthly activity report. i just wanted to point out on page 3 that we had included a line item to call out the target dates

-- i will keep this quick. we had our meeting on july 25 where we had interviewed the three semifinalists, which are indicated in commissioner bridges report. and we are authorized to conduct offsite due diligence. we were busy flying all over the country visiting these vendors. i wanted to report that they were very beneficial and helpful and able to learn things that were not seen on paper and that will help us in crafting our recommendation to the board. we plan on finalizing our recommendation to the committee on september 19. we're targeting an october board

recommendation, but that could change and that's my update. >> thank you. commissioner bridges? >> my report is not different than the report in that we had a very lengthy meeting july 25 and committee supports everything in her recommendation that we did review the semifinals of all three and the onsite due diligence, so looking forward to hearing the recommendations coming back from the visits to understand all the details of the offsite and due diligence. once we hear all of the recommendations from the travel and research, then we'll come back as a committee and make recommendations to the full board. >> thank you very much. let's open it up for public comment. any members of the public that would like to address the commission on this item?

seeing none, we'll close public comment. anything further from the board? great. on item number 13, i'm going to continue that, pending feedback from our newest commissioners. and then why don't we help on to item 14, please. >> clerk: item 14, travel expense reports for the quarter ended down30, 2018. >> we'll take it as submitted. any members of the public that would like to address the commission on this item? seeing none, we'll close public comment. anything from the board? >> a lot of due diligence going on out there.

>> any questions from the board? seeing none, we'll open it up to the public. any members of the public that would like to address the commission on the executive director's report? seeing none, we'll close public comment. is there a 16? >> yes. >> let's call item 16.

anything from the board? >> the september 19 meeting of the investment committee is on september 19, following the deferred compensation meeting that morning. thanks to commissioners, we have a commissioner coming to speak at the meeting. we want to start promptly at 1:00 to take advantage of the amount of time we have with him. he's a world-class investor, very strong views on the credit market. so my request to the board, please be on time so we can start on time. if you can't be here at 1:00, sit in the back of the room and don't come waltzing up here. hopefully we'll start at 1:00. >> we'll send out a reminder to everyone. anything else from the board?

seeing nothing, we'll open it up to public comment. any members of the public that would like to address the commission only about the good of the order? >> i am a great believer in punctuality. in the last 50 years, i don't think i've been late five times. all you members waltz in whenever you feel like and you give the impression that you are only concerns about your own time and nobody else. i think that you should be on time. people behind me probably have other commitments and meetings. so when you start late, it may make them late for their meetings. thank you. >> thank you very much. are there any other members of the public that would like to address the commission regarding this item? seeing none, we'll close public comment.

>> there are no reports -- board member reports or comments. >> nothing in the packet, right, for item 17? >> that's right. >> meeting adjourned, everyone.

>> the hon. london breed: hi, everybody. thank you all for being here. many of you know that housing production here in san francisco is my number one priority. we know that we face a number of challenges, especially the bureaucratic red tape that sadly gets in the way of producing the kind of housing we need here in san francisco. we're very fortunate because there's so many creative ways to produce housing, and the reason why we are here today is to talk about a.d.u.s, accessory dwelling units, otherwise known as inlaws. and what we have discovered in trying to move forward the process is a number of challenges that exist with

various city departments. sometimes, unfortunately, inconsistent information. and part of what we know about a.d.u.s is we've already awarded 377 permits. over 90% of those 377 are rent control. they're subjected to rent control because they will be built in rent control apartment buildings, and that is pretty amazing. so with over 900 units that are in the pipeline that have yet to be issued permits, we can probably expect that a significant portion of those would be rent control as well. this is the only way when producing housing -- new housing stock that we can provide rent controlled units. these are often times more affordable, and we have to make it easier in san francisco to produce these units so that they are available to the public. just imagine being able to put

900 plus the 377 units. that's over 1,000 new units here in san francisco that will go into our housing stock. this, along with new development, along with preservation and building more affordable housing is something that is key to producing housing here in san francisco and meeting our goal of producing 5,000 units every single year at a minimum. and so today, what i would like to talk about is my executive directive, and that is working with our fire department, our planning department and the department of building inspection, putting forth a directive to do a number of things. first of all, those over 900 units that are in the process of getting permitted, my goal is to make sure that they not only get permitted, but they get through the process within six months. i also want to make sure that

the backlog of units get addressed within a four-month time period. and finally, because of the challenges of inconsistent information, i'd like to make sure that the departments come up with clear guidelines so that when people are coming to the city and asking for direction, they're getting the clear guidelines they need so they can produce the information to get the job done within a timely manner. the goal is to get those units on the market as soon as possible, to get them completed, and to make it easier for the property owners trying to provide these units, to make it easier for them to get done. that's what this is about, and so i'm excited about this. i know that our departments are coming together to work on this particular directive already, and i really appreciate their efforts in trying to get it done. i want to also thank a number of the commissioners who are here, commissioner myrna melgar

who's here from planning. i know that commissioner debra walker is here from building commission, as well as angus. people are working together to make sure that our departments are working together, that we are doing everything we can to create housing in san francisco, and this is one of the most creative ways to produce housing stock of rent controlled units here in the city. and so at this time, i'm not sure if there is any other speakers other than me, since this is just a directive -- oh, yes, thank you. thanks for reminding me. so someone who has been an incredible advocate, a fierce advocate in helping to support this particular program, my former colleague on the board of supervisors and someone who i truly admire, someone who's innovative and is really pushing to develop new,

creative ways to provide housing, and that is supervisor from district four, supervisor katey tang, and so she's going to say a few words at this time. >> supervisor tang: first of all, i want to thank mayor breed so much for lighting this fire around the issue of a.d.u.s. first of all, it's not enough to have it on the kbobooks tha say we can create a.d.u., we have to take action. i want to thank all the different city departments that are working together to make sure this happen. recently at the board of supervisors we passed a piece of legislation that i sponsored trying to remove the legislation around a.d.u.s. we did quite a few listening sessions and working tours to find out what are the challenges to building a.d.u.s. some of the things we found out were street requirements or bicycle parking.

those are really important but we can't let those things stand in the way of creating more housing. i think in san francisco we really need a mixture of solutions for housing, right? there might be some neighborhoods where high-rise developments might be more appropriate, and there are some neighborhoods like the sunset where a.d.u.s are more appropriate, so we need to have the solutions for all of those. i definitely want to thank some of the staff who are really instrumental in pulling together all of the different interdepartmental meetings. i know my former legislative aide, monica mojan, and so many people, including mark hogan, who you'll hear from next after me were just really instrumental in sharing with us what we need to do to ease the permitting process for the creation of a.d.u.s. i want to thank everyone who made this possible. look forward to constructing more in our neighborhoods, and next, i'll turn it over to mark

hogan. [applause] >> thank you, supervisor tang. i'm mark hogan, open scope city architects. had the pleasure of working on the a.d.u. handbook starting in 2014. at the time there was only a few small parts of the city that you could build a.d.u.s and then had the pleasure of working with several members of the board of supervisors to bring that legislation citywide, and it's been amended several times, but i think the missing piece is what we're hearing today. the missing piece is getting all the various departments coordinated so that these permits can be processed efficiently, and we can actually get those units built. [applause] >> the hon. london breed: thank you. and i also would like to acknowledge the president of the planning commission, rich hillis is here, thank you for being here today. and just to be clear, the goal

of the directive is to move the process forward as quickly as possible. specifically, we want to make sure that we get -- address the backlog by pushing forward those particular projects within six months, and that a new directive is set for future projects, those who will submit applications for a.d.u., that we do it within a four-month time period, and finally, that we have an organized process with departments so that we give people clear direction of what could expect here at the city, and the departments will be continuing to work with me and report back to my office so that i know exactly the numbers, what we have in the pipeline, what the delays are, what are the challenges, so that we can move san francisco forward. housing production is something that is really important. we have, sadly, for far too long, pushed for job growth and addressed other issues in if oif -- in our city, but we have

definitely not done our part in producing more housing, which is why we're experiencing such a significant challenge, a significant affordability crisis. this is just one way i think that we can get the job done, and we want to make sure we make it easy for the people who are trying to move these projects forward, to do so, and i want to thank everyone for being here today. [applause] >> good morning. tom huang, department of building inspection. i'm here to have all of you come here today, and especially honorable mayor breed and supervisor tang to come over here, and especially their staff helping us to work with all of the department, including planning, department of public work, p.u.c., and

fire department, especially. we all working as a team with -- and we're going to fully commit to achieve the goal from that little directive, and then working as a team with all of the departme departments. and then also, i want to thank the commissions from the planning department and fire department and d.b.i. and other. we will work together, and then, you know, we will achieve all those goals. thank you to come over, and then, if you want to interview the mayor or anyone else, we can, you know, still stay on the floor to answer any questions. thank you. [applause]

cp >> good morning and welcome to the san francisco planning commission and health commission joint special meeting for september 6, 2018. i would like to remind the public the members of the commission do not tolerate any outbursts of any kind. please silence any electronic devices that may sound off during the proceedings. i'd like to take roll for the planning commission. [roll call] >> clerk: we expect commissioners hillis and richards to be absent today and commissioner melgar to remind shortly. >> and i'll be taking roll for the health commission. [roll call] >> clerk: very good. commissioners, you have one item under your special

calendar for case number 2012.0430w, this is the annual compliance statement. this is an informational item. >> good morning, president chow and commissioners. i'm elizabeth purl, planning department staff. the item before you is an informational presentation on california pacific medical center's compliance agreement for the fifth annual agreement. i'm joined by several people. today's hearing is one part of the annual review process required by the development agreement: d.a. required cpmc to submit an annual report on compliance and for the department to evaluate their compliance and hold this hearing. following this hearing, the

directors of planning and public health will determine whether cpmc is in compliance with the findings from last year. cpmc's development agreement allowed them to build a new hospital and medical office building at the vanness and geary campus with the requirement that they also build a new hospital to replace st. luke's. the development agreement requires that the replacement st. luke's hospital be opened within two years of the opening of the vanness hospital. the d.a. also requires sutter to make payments for a range of public benefits and improvements. in 2017, sutter was required to make three payments for a total of 7.1 million, all of which were paid, and that completes their payments under the development agreement. sutter's total payments to date have been over $73 million.

construction of the vanness hospital is now well underway. it's expected to open in 2019, and the associated medical office building will also open in 2019. cpmc regularly provides the required schedule updates through their website. future construction will include the new hospital at bernal, and the planned guerrero park upgrade, which is due in 2019 as well. for the 2017 reporting period, there are 11 main action items up for review as shown here, including payments, hiring commitments, health care commitments, public improvements, and community outreach. my colleagues will go into many of these in greater detail. one particular area, the public area has a reporting period that does not correspond to the calendar year, so that means we'll be able to provide you with more recent information than other topics, and we'll be

able to provide information on how cpmc's hiring record compares to roles under the d.a. >> good morning, commissioners, mitchell griggs. in late march of 2018, milman provided the evaluation indicating the analysis between calendar years 2014 and 2015 using data from january and december of those years. cpmc was in compliance. peragreement, milman reported that cpmc had satisfied the annual rate increase commitment of the increase to be less than or equal to 5%, but no additional details were provided other than the methodology used for the analysis. cpmc and san francisco health

service system has agreed to engage milman to conduct two separate analyses: evaluation comparing calendar year 2015 data to 2016 data and comparing 2016 data to 2017 to determine year to year rate increases. san francisco health is service system requested the claims data from united health care and from blue shield of california for 2016 and 2017. milman has received the claims data from u.h.c., and we are expecting those results in about eight weeks. thank you. >> now we're going to turn it over to ken mann of workforce. >> good morning, commissioners. thank you for having me here. i manage the office program at the office of workforce

development. first, before i start, i'd like to acknowledge emily chair and lowell rice in my office. they're the ones in the ground doing the work and getting people to jobs, and -- [inaudible] >> it wouldn't be successful of course for cpmc, so that's my acknowledgement. now, first, the first goal is hiring at least 50% of new entry level positions for new nonunion administrative positions. we exceeded the goal, 32 out of 37, which is 86% of the applicable participants got on this jobs, and some of these are lead documenting coordinators, documenting clerk, project manager, and these were hired through our

capsa program, and that stands for construction professional services academy. it's specifically focused on these administrative positions, so the project has exceeded the goals. moving onto the next, which is hiring interns, 56% of the interns were hired. we worked closely with the school district, san francisco state university, we focused on them to get these opportunities. and of the 29 interns, actually ten were hired full-time, with a contractor on the project, so this was very successful in making sure that students graduating from our schools get the opportunity to work on the project. now, the next slide, and actually, the third and fourth slide are the challenges we've

been experience, and this is specifically focused on construction. first the hiring goals for entry level union apprentices. the goal was 50%, and we've reached 30%. though it's below the 50%, both contractors really worked in our system, particularly our city build academy and our community based organizations that we recruit individuals to get into the industry to get them to work. to date, of the july 2018, we've had 168 resident apprentice construction workers that was placed on the project. and some of challenges we've been experiencing is actually getting available local residents interested in some of these higher skilled crafts. for example, the drywall, ironworkers, sheet metal workers, brick layers, operating engineers. it was very difficult to fill these positions. we get employer requests for these workers and working with the unions and the trades and these community based organizations, we were able to get some workers in there, but

it still wasn't enough to reach the 50% goal. i'll address a little bit more of the details of why on the next slide, which is our fourth goal, reaching a 30% overall hours for journey men and apprentices would be performed by san francisco residents. as of july 2018, we've reached 25%. of the 5 million plus hours, 1.2 million were performed by local residents, the problem is san francisco we've had a booming construction. city build had been involved with all the major construction work, and in the last several years, there was unprecedented demand for local construction labor across the region, and this impacted cpmc's contractors to achieve the minimum 30% goal, and compared to this same reporting period as last year, we've actually increased 1.8 million work hours, which is about 36% of increase and keeping it at 25%,

which is -- to our end was very successful in working with the contractors to make sure that they fulfilled their commitment. and also, at the same time period, city build had been working with the chase build to build this other major infrastructure. a lot of hours were added into those work, and they were pulling local residents to make sure they had their own local requirement that they had to meet, they were competing against each other for our workers. but still we've had more than 309 resident construction workers placed on this workforce project alone. and some of the things that city build have been doing to meet the demands of the industry. last year, we increased from our regular two cycles of regular city build training, we added three cycles. this year we've already increased to five specialized trainings just this year alone to meet the demands, and one of those examples was the chase

training center. training center graduated last week. 32 out of 32 participants graduated last week and are aligned to work on the construction of the chase arena. in addition to that, we have the glenn eagles training program, and all of this effort to make sure we don't leave anyone behind. even though we have 2.1% unemployment rate, we want to make sure that the communities that are still challenged with unemployment to get the residents to work on not just this construction projects but across the -- san francisco. all right. and these are just some additional informations for your reference. these are the demographics and pie chart whereas you can see with the work hours and how many of that is apprentice compared to the rest of the work hours. and now, we break it down by demographics of the neighborhood it represents.

and one of the neighborhoods that we really target with the bayview-hunters point, ingleside, mission-excelsior. now, in addition to our workforce development, i'm here also to speak on behalf of the c.m.d., contract monitoring division. the contract goals have been met, so the main goal was the l.b.e. participation was at least 14% of the contractors working on the project are local business enterprises, and some of the specific -- the success, vanness had 15%. the current medical office building had 12%. the st. lukes which just celebrated its grand opening had 21%, and all three projects combined is 16.4%, and as of july 2018, something like 22.5 million have been

generated for local businesses. and specifically outside of construction, we also have opportunities to work on the operations of the hospital, so this is entry level positions. it could be medical, clerks, and working in the -- in the hospital's operations for the food industry, so a lot of those jobs are entry level, which our goal is 40%, and i'm happy to report that it's exceeded. and these are some of the target areas that we worked with, so western addition, chinatown, outer mission. and they currently were at 54%, so 35 of the 65 employees were hired through the workforce system. and in addition to the workforce hiring, there's also investment fund grants that was provided? cpmc paid over $3 million fund

to workforce through san francisco administration and also in partnership with the office of economic and workforce development. it focused on the area movable job training and economic opportunities, so our office worked with local community based organizations to make sure they get the funding that they need to provide the services to get residents to get through some of the barriers to work on the project. and it also targeted educational institutions and nonprofit organizations that in priority neighborhoods. some of the current grantees are faces sf, jewish vocational community, success for help and young developers. that concludes my portion, and i'll be around to answer questions. thank you. >> thank you, commissioners.

my name is sneha patil. so this slide provides a summary of the health care commitments within the development agreements. there are multiple provisions related to health care which are intended to insure that cpmc continues to provide high quality care to san franciscans, especially those who are low-income, medi-cal or uninsured. so as i mentioned, this slide is a summary of this commitment. the first three provisions from multiple commitments, so there are five baseline commitments to maintain the same baseline of charity care, three provisions to increase care to medi-cal beneficiaries and low-income individuals. there were two provisions on the innovation fund, which totalled 8.6 million to fund community based services andum practices, and finally, there are an additional five health care provisions that range on

various topics around subacute care to culturally and linguistically appropriate services, so the next slides will provide more details on these commitments. so this slide shows each of the five baseline health care commitments. cpmc's 2017 performance, and a determination of whether cpmc is compliant on each. so starting at the top, in the past few years, the cpmc has exceeded the development agreement requirement of caring for 30,345 charity care or medi-cal parents. charity care refers to health care provided to those who can't afford to pay without expectation of reimbursement. second provision is related to community benefit, which is unreimbursed costs that cpmc

incurs to improve community health. in 2017, cpmc exceeded the $8 million community benefit requirement and provided about 12.5 million. cpmc has -- provides -- met this requirement by providing grants, including community health programming and community outreach. i just want to note that these first two requirements are also verified by deloitte as a third party provision. the third provision was in effect until 2017, which was that cpmc was to maintain their current charity care policies. that obligation was met by the end of 2015. the fourth provision was that cpmc maintained charity care policies that are compliant with the state law, and that is the case as of 2017, cpmc's charity care policy was the same as it was in 2015. the last provision is for cpmc to continue to support bayview

child center. since the ownership has transferred to the south of market health center, cpmc has provided an operations grant for five years, invested over $1 million, transfer assets, and is still serving as the clinic specialty and hospital partner. so the next three provisions focus on medi-cal, which is public insurance for low-income san franciscans. so the first provision, cpmc has continued to participate in medi-cal managed care with the san francisco health plan. the next provision requires cpmc to assume responsibility for 5,400 new medicare beneficiaries, and this obligation was met in 2014 and cpmc continues to meet this obligation. in 2017, they had a total of 29,739 beneficiaries.

the third requirement is that cpmc serve 1,500 of new medi-cal beneficiaries through a partnership with a tenderloin care provider. currently there is no such provider. to meet this obligation, cpmc has partnered with northeast medical services to bring in st. anthony's clinic as a primary care provider in the tenderloin. cpmc has reported that they are continuing to work with st. anthony's leadership toward a path for sustainability and outreach efforts. a grant of $35,000 was awarded to st. anthony's through the innovation fund to help increase capacity to do outreach. there are two provisions in the development agreement that pertain to the innovation fund. the first that cpmc is to make

payments between 2013 and 2017 totaling $8.6 million. the total payment was made in 2017, and this completes their obligation to the innovation fund. the second provision describes how the funds will be used, and they're administered by the san francisco foundation. cpmc along with the department of public health and the san francisco foundation sit on a committee to grand awards that support community clinics, behavioral health, and other community based services and programs that ultimately support the health of san franciscans. in 2017, the committee granted awards totaling near 27,000 to six different organizations. so the remaining health care provisions in the d.a. are stand-alone and again span a range of topics. the first provision on should lied requires cpmc provides

specific proposals for providing subacute skill nursing services in which patients require a higher level of care than your average person in the s.n.f., and so the requirement was that cpmc present these proposals to the health commission. this obligation was completed in 2016 through a presentation of the post acute care project report to the commission. the second provision is around the integration of staff across cpmc campuses. in 2016, cpmc completed this integration of st. luke's medical staff into a single integrated staff at all four campuses with the completion of the new hospital campus, cpmc also plants to integrate that staff. [please stand by]

>> from out patient services

from cpmc to sutter pacific medical foundation through the proposition q process, they have informed the commission of plans to transfer management of out patient clinics including the saint lukes diabetes center so the health commission held a hearing on this and will deliberate in a sesquicentennial and have an impact on continuity for patients. >> th this was discussed at previous hearings and i wanted to provide update. sub acute squarely is skilled nursing care for medically fragile individuals and in 2016, cpmc announced they were closing saint luke's and skilled nursing units so that unit did close in 2018, it was the opening of the mission bernal campus which is a 68% reduction in over all beds and cpmc, however, following hearings in the health

commission in 2017, cpmc did commit to continue to care for the remaining sub acute patients. as of august 18th, the remaining patients have been transferred to the davies campus. that concludes this portion of the presentation. >> as heard from my colleagues, they are in comply with the development of the cpmc agreement although there are concern that include enrollment with the managed care providers, appropriate services and construction hiring of the union journey men and apprentices and the information we've received so far for 2018 is continuing compliance. staff's recommendation in health and planning is to find cpmc in compliance for the 2017 reporting year.

staff will be available for questions and we will have a presentation briefly. >> good morning commissioners. i'm from external affairs group. thank you for having us here this morning. i'm joined by colleagues who can serve as subject matter experts when i'm sure we get into question and answer portion of the morning's hearings and we're pleased to be here today. as you've heard, we've opened the new mission bernal campus on the 25th of august and you are looking at baby isabella who is the first baby born at the new mission bernal campus. everything there, with patient census appears to be steadily

increasing and satisfaction from staff and patients alike. we're happy to have a successful opening under way. this is photos of the vaness campus which will open march 2n. it's when we'll transfer patients from the campuses to that new location. we have been awarded approval to staff and stock so we're getting our training schedule ready and a little later on in this fall, we'll begin training at the new vaness facility. these are photos. m.o.b. which went up much quicker than the hospital across the street. even still, with some tenant improvements going on, it looks like the m.o.b. might open just a bit later than the hospital. maybe the end of march. maybe if we can squeeze that schedule in the next six months, it will open at the same time.

right on schedule. we showed this last year, just to make an over-arching view of the major transitions that we see. we're counting this as four major transitions and with the opening of mission bernal, we have accomplished one of those. which is to move services from saint lukes and a few from pack and cal to the new mission bernal hospital. as i said in march, number two will be opening van ness number three will be the van ness m.o.b. and four will be once that situation has settled, we'll resort a few programs and service that's have had to move to tem temporary locations whie construction was finished and that will take us to 2020. something we've talked a lot about in these hearings in the past is community engagement. last year, we wanted to make

sure we showed the broad range of community engagement that we're involved in, not just certain specific conversations, we wanted to continue shares that view with you here today. there's a couple things specifically i'd like to call out because we actually have not included them in the past. one is that first point. in 2015, we established a buy-local program in the lower polk neighborhood. we've talked a lot about the neighborhoods and activities around the mission bernal campus, not so much around our new van ness campus. this is a program we're very proud of. we've worked with our partners

on and it's been on going since 2015. we wanted to make sure to include it here today. i also would like to point out sunday streets program, if any of you are familiar with that. this will be our fourth year of participation with sunday streets. throughout the entire year in 10 neighborhoods across the city, we're there talking to the people coming to the events, getting their input, answering their questions. it's a very grassroots level of community engagement that we've had on going for years, across the city. and we wanted to make sure we pointed that out to you today. it was mentioned the gurerro park community help design what that park would look like. the last thing would be to just note that we had a very lively, exciting, public block party the