intake, they go off to a separate track and we have a designated team within the fire department that focuses on adu and large development projects. that consists of a captain, a fire protection engineer and a fire inspector at this time. we're looking to grow that. what we see coming down the road is that this program will be expanded to other types of affordable housing, not just adus. the other thing we've done is we've set aside every monday, one day of the week, where we meet with building departments and applicants, we set the whole monday aside for pre-application meetings to meet with applicants. moving forward, i think what we're looking at, and i'm in discussion with the building department, over-the-counter. is it really over-the-counter when you have multiple counters? in my point, it's a little

misleading. it's not a one-stop shop where you bring your application and you're out. i've been in discussion with the building department on this, i would like to pursue the idea of being with adus, we're talking about with existing buildings. you have a mandatory -- i'm just floating the idea, a mandatory preop. why do i say mandatory preop? for those there is another reason for the pre-app. i'm not going to speak for building department, a majority of the intake, the applicants and the designer does not have the appropriate information on there and it gets kicked back right away. so how do we get around that? if maybe we had a pre-app where you come in, handle all requests for equivalencies and also have a checklist of what was expected on the drawings when they came back in. that would be step number one.

step number two is, we would have a review with the whole team, building and fire, and whatever agency had to be there, at the same time. so they come in for a second meeting with all the updates on the plans, the information, the items they incorporated in the plans. you go into a room, whether it's by appointment, or a certain day and you turn page right there, realtime. building and fire and they're out the door. we're looking into that. let's talk numbers. since we started the dedicated adu team, our numbers are -- we are reviewed about 45 plans from the new team. we have five of them that are in -- they're pending. so let's talk about backlog. backlog, when we talk about backlog, what does that mean?

that means those plans that are pending. that means we have not set eyes on the plans yet. that is the backlog. if you have started the review, completed the review, or comment waiting for the applicants to return with the updates, that is not part of the backlog. so at this time as of today, i came and checked, we have five plans that are pending. all of which are a week or less. in there for a week or less. so we're moving in the right direction. there is room to grow, room to improve i should say and we're working with the building department on that. >> supervisor kim: supervisor brown? >> supervisor brown: thank you for your suggestions. i do like the pre-application idea and the checklist. because many of my constituents

start this had program trying to do an adu in a small unit building and one thing they said, it looks like they go along until they hit fire. they come back and have to redesign the plans and that drives up the costs. and it seems like the architects don't understand what fire is saying has to be there. a checklist right at the beginning, i know it's more detailed, but some kind of checklist they should know before they even start their plans is a great idea. >> i agree. and one thing i like to mention about -- i hear this quite often -- fire is holding us up. i hear it all the time. i look at those comments, the majority of those, granted we're not perfect and we get off track, but the majority of those comments are required by code.

we cannot be less restrictive than code. so there is a disconnect between the designer and the authority that is review them, whether it's building or fire. so the pre-app i think would help a lot in that. >> supervisor kim: can i ask a quick follow-up to the question about the code. how much is open to interpretation by the department? and how much do you feel is strictly, you know, just a strict question as this is not possible and this is possible via code? >> the code is pretty clear. we, as the local, can make interpretations and quite often do. there are some that rise to the level where it is given to the state fire marshal office for interpretation, and we follow that lead. but the local, we have that authority to make the interpretation. we're talking about single exit exception.

in those cases, the buildings are required to be fully sprinklered. that's clear. you're coming in, typical adu built in a garage. now i'm putting a couple of units in the garage. if i have a single exit, that whole building is required to be sprinklered. so is it an interpretation? yes, it is. no it's clear. how do we get around things like that? not around. that didn't sound right. how do we have the same level of protection for the people living in the building as if the building was fully sprinklered? that's how we look at it. we talked about early warning, talked about horizontal fire separation, sprinkling the ground floor. and a number of other things. so overall, the code is pretty clear. but we do have latitude coming up with the equivalencies.

>> supervisor kim: thank you. >> supervisor peskin: i was going to add that for, again this is back to professionals versus lay people. there are actually architects out there and i actually thought i could put an adu into a property that i owned and i hired somebody and for the cost of $120 came to the conclusion that i did not fit within the fire code. there was no way i could do it. i had ceiling height, but there were other issues and i couldn't do it. and so for $120 i realized that i shouldn't go and do plans and get the brain damage of standing in front of the various agencies that have codes to enforce. and so i guess, i mean the handbook is important, but also when people come in and they're exploring this, our giving them a list of competent professionals who do this, so they can go out there and be told, don't bother, you're never

going to get past public safety laws we appropriately have, i think that is part of streamlining this process as well. >> >> agreed. and one of the things that is overlooked is access to rescue windows. if i'm a residential building, four stories and less, and that construction is not sprinklered, every requires a rescue window. quite often on these applications where we could go through a garage or breezeway, with a ground ladder and now you build out the units, now we cannot get to the rear of the existing building to ladder the windows of the existing units. that's another example of things we focus on that is quite often overlooked. >> supervisor kim: thank you so much. i'm not sure if we should bring dbi back up.

did you need more time? we're not opening up for public comment. i'm asking if the department of building inspection wanted to come back with the updated numbers? >> ok for the updated number for the week ending 9-21-18, 81. rent controlled adus 74. total number of adus was 474. >> supervisor kim: i'm sorry. you said tot i'm sorry. you said total number of adus is 474. what does that mean? >> for the week ending september

21, this year, total number of adus completed, the owner has received a certificate of completion, they can rent the unit, total number is 81. of the approved and issued adus, program to date, so received approval from the city to begin construction, that would be an additional 393 adus on top of that completed number. >> supervisor kim: on top of the 81. so not 343, 393? >> correct. so those are the adus in action. >> supervisor kim: ok. >> so that's kind of the updated number. >> supervisor kim: great. and then roughly 889 submitted permits, not the number of adus. thank you so much. so at this time, i'm seeing --

>> supervisor, the numbers mean little between planning the building and what happened, because there are technical services that do that, that work with the numbers to make sure they're accurate before we report them. >> supervisor kim: thank you. yeah, i understand there are two different agencies, but we should have the same numbers. at this time, we'll open up for public comments on items number 3 and 4. >> good program, but as you can see, i don't have to go through the problems. they've already demonstrated the problems. modular units, the amount of money, time, consumption and investment you're doing is counterproductive. it's called oversupervising. the amount of money you're spending should be spent on building a brand new building up to code where you don't have to maneuver around codes that's already on the books. i move you to incorporate the same technique you're using for

homeless teachers. you have $44 million bond for 100-unit apartment building complex to be built. you got another $44 million bond for an additional 120-unit apartment unit building complex for homeless teachers and that same technique should be used for the people living in these modular units. i even seen one idea where you want to use overseas shipping containers in order to house people who are vulnerable and down on their luck. you need to treat people in the same manner that you treat people in higher income brackets and quit cutting corners. it's a waste of time and money and you're not looking at the significance of a process control where you get the maximum amount of services that is provided to the customer and by the same response, spend the least amount of money in order to achieve the target.

[bell ringing] example, if you build the same technique that you use fort homeless teachers for the people that are going to be in the modular units, you eliminate all this red tape. and having these walls put in front of you after you reach a step and finding out that you can't complete the step because there is a code regulation. sincerely. >> ace washington. founder of case. i want to make -- since i have this time, just two minutes. i'm going to do it in two minutes. case does rhyme with ace, but it has significance behind it. my statement is here to you all and everybody on this committee, this committee is supposed to be rules and audit. well, i'm not going to mention no names, but somebody sitting on that committee over there

needs to be audited. they need to have other things that you're all monitoring right here in their district. because i found out the other day somebody sitting on your committee, in my opinion, in my opinion, my opinion only, is doing some things i think are unethical if not illegal in the community. has been doing it for a number of years. it's been passed down from one administration to the other. i'm talking about the fillmore, i'm calling it the fill no more. so i ain't got to talk no more, not mentioning no names. but our community is aware. through my investigation, i'm like senator leahy out there. one man stopped the procedure and it will be revealed in my articles. if it had not been for ace on the case, appropriate things would have been going on with

that building. somebody sitting on your committee right now is in charge of that. my name is ace, and i'm on the case and i'm here to let the city and county and all the politicians, everybody must come clean in 2018. i'm not going to tolerate in the african-american on both sides of the city, on the west side, and the east side, because in the middle you have the buildings, that's corruption, too, because it comes to the administration prior to you all. [bell ringing] >> supervisor kim: thank you. i guess our phones are beeping because of the national wireless alert system. seeing no comment, we will close public comment. colleagues, are there any further questions or comments? if not, i do have -- our office

has distributed amendments to item number 4. and mr. clerk, do i just read them into the record? >> that would be fine. >> supervisor kim: so we have added the resolve clause that the board of supervisors that they agree with finding number f2. that we agree with finding f-6. that we agree with finding f-7. and that we -- and that we report that r 2 requires further analys analysis. they should study the correlation between the permitting fees and adu construction. supervisor peskin talked about the importance of having a financing vehicle. perhaps being equally or more important than the permitting

fees, which is a smaller fraction of the cost. and we report with the budget office. then we finally further resolve that the board of supervisors urges the mayor to accept the findings and recommendation through her department heads and the development of the annual budget. so that is my motion to amend item number 4. supervisor peskin? >> supervisor peskin: i might quibble with one of the recommendations, but i wanted it start out by thanking the civil grand jury. i think this report is very timely and helpful. this is a policy conversation that has been going on really for many, many years. it used to be the third rail of politics in san francisco. i think a decade and a half ago i proposed a city-wide secondary unit and now we call them

accessory dwelling units, adus and i couldn't get it through the board of supervisors. it died on a 6-5 vote and everyone said i would never be able to run for office again. times have definitely changed. it's now embraced as a way to increase housing production. that is affordable by design. do not tear asundayer the fabric of the neighborhoods we love. it's going to be a long process. i think the planning department said we could build as many oz 30,000 of these. that there are residents that lend themselves to adu and we have heard the numbers, albeit, no offense, they're a little bit all over the map, but this is going to roll out and we need to streamline, whether it's mayor lee or our current mayor. i think all 11 members of the

board are trying to do that. we're holding adu fairs. we are looking for a financing product that will help mom-and-pop owners doing it. i'm not totally sanguine. it's a relatively small percentage of the entire package. i think it's worth analysis, the fee structure. and certainly i agree that lower fees are an incentive, but i don't know this is where the bottle neck is occurring. so as to f-6, it's not a big deal, but partially disagree and say that the recommendation requires further analysis within six months of this hearing date. and maybe during that time we can get the controller to do further analysis to determine

the effect of permit fees on the construction of new adus. and i think that is more consistent with our recommendation which is that further analysis is required. so i would make that suggestion relative to f-6. >> supervisor kim: thank you, supervisor peskin. i agree that does make our amendments more consistent. so what i will take the friendly amendment and change the motion to have it be resolved that we agree with findings f-2 and f-7, however, we would like further analysis for r 2, r 3 and f-6. we stated -- would you like us to add that to the list? that is the motion, and can we accept this motion without

objection? >> thank you, again. >> supervisor kim: thank you so much to the civil grand jury report. i also want to thank all of the city departments for coming through today and answering all of the questions. i understand the confusion about all the numbers, but it just highlights the importance of aligning and coordinating amongst our city agencies. i know this is a huge priority for our mayor and i think it is for many members of the boards board of supervisors. i'm going to take a motion to continue this hearing to the call of the chair. supervisor peskin mentioned perhaps six months. i'm sure this will be interesting and topic that many of us will continue to want to be engaged with. we'll take this motion to continue this -- >> clerk: excuse me. >> supervisor peskin: so moved. >> supervisor kim: we can do that without objection. >> clerk: the resolution is

still before us. >> supervisor kim: yes. so we'll continue this hearing and can we recommend the resolution to the board as amended? and we can do that without objection. thank you, everyone. mr. clerk, can you please call item number 5 for closed session. >> leanna: ordinance authorizes settlement of a lawsuit for suzanne montes for 575,000. >> supervisor kim: at this time we open up for public comment on thistime. seeing none, public comment is closed. we are now asking that members of the public exit the room so that this committee can convene into closed session? a motion?

we are now back to session for government audit and oversight. >> during the closed session, the committee voted unanimously to send item 5 to the full board with positive recommendation. >> supervisor peskin: make a motion not to disclose. >> supervisor kim: we have that motion and we can do that without objection. any other items before the committee? >> there is no further business. >> supervisor kim: seeing none, this meeting is adjourned. thank you, everybody.

san francisco, 911, what's the emergency? >> san francisco 911, police, fire and medical. >> the tenderloin. suspect with a six inch knife. >> he was trying to get into his car and was hit by a car. >> san francisco 911 what's the exact location of your

emergency? >> welcome to the san francisco department of emergency management. my name is shannon bond and i'm the lead instructor for our dispatch add -- academy. i want to tell you about what we do here. >> this is san francisco 911. do you need police, fire or medical? >> san francisco police, dispatcher 82, how can i help you? >> you're helping people in their -- what may be their most vulnerable moment ever in life. so be able to provide them immediate help right then and there, it's really rewarding. >> our agency is a very combined agency. we answer emergency and non-emergency calls and we also do dispatching for fire, for medical and we also do dispatching for police. >> we staff multiple call taking positions. as well as positions for police and fire dispatch. >> we have a priority 221. >> i wanted to become a

dispatcher so i could help people. i really like people. i enjoy talking to people. this is a way that i thought that i could be involved with people every day. >> as a 911 dispatcher i am the first first responder. even though i never go on seen -- scene i'm the first one answering the phone call to calm the victim down and give them instruction. the information allows us to coordinate a response. police officers, firefighters, ambulances or any other agency. it is a great feeling when everyone gets to go home safely at the end of the day knowing that you've also saved a citizen's life. >> our department operates 24 hours a day, 7 days a week, 365 days a year. >> this is shift work. that means we work nights, weekends and holidays and can involve over time and sometimes that's mandatory. >> this is a high stress career

so it's important to have a good balance between work and life. >> we have resources available like wellness and peer support groups. our dispatchers of the month are recognized for their outstanding performance and unique and ever changing circumstances. >> i received an accommodation and then i received dispatcher of the month, which was really nice because i was just released from the phones. so for them to, you know, recognize me for that i appreciated it. i was surprised to even get it. at the end of the day i was just doing my job. >> a typical dispatch shift includes call taking and dispatching. it takes a large dedicated group of fifrst responders to make ths department run and in turn keep the city safe. >> when you work here you don't work alone, you work as part of a team. you may start off as initial phone call or contact but everyone around you participating in the whole process. >> i was born and raised in san francisco so it's really rewarding to me to be able to

help the community and know that i have a part in -- you know, even if it's behind the scenes kind of helping the city flow and helping people out that live here. >> the training program begins with our seven-week academy followed by on the job training. this means you're actually taking calls or dispatching responders. >> you can walk in with a high school diploma, you don't need to have a college degree. we will train you and we will teach you how to do this job. >> we just need you to come with an open mind that we can train you and make you a good dispatcher. >> if it's too dangerous to see and you think that you can get away and call us from somewhere safe. >> good. that's right. >> from the start of the academy to being released as a solo dispatcher can take nine months to a year. >> training is a little over a year and may change in time. the training is intense. very intense. >> what's the number one thing that kills people in this

country? so we're going to assume that it's a heart attack, right? don't forget that. >> as a new hire we require you to be flexible. you will be required to work all shifts that include midnights, some call graveyard, days and swings. >> you have to be willing to work at different times, work during the holidays, you have to work during the weekends, midnight, 6:00 in the morning, 3:00 in the afternoon. that's like the toughest part of this job. >> we need every person that's in here and when it comes down to it, we can come together and we make a really great team and do our best to keep the city flowing and safe. >> this is a big job and an honorable career. we appreciate your interest in joining our team. >> we hope you decide to join us here as the first first

responders to the city and county of san francisco. for more information on the job and how to apply follow the links below. >> supervisor safai: okay. good morning, everyone. this meeting will come to order. welcome to the october 3, 2018 meeting of the rules committee. my name is ahsha safai. i am the chair of the rules committee. to my left is supervisor kathrin stefani, and to my right today, we're joined by supervisor sandy fewer. before we begin, can we entertain a motion to excuse

supervisor yee? okay. our clerk today is victor young, and i'd like to thank sfgovtv for airing this meeting. mr. clerk, do you have any announcements before we begin? >>clerk: items acted upon today will appear on the october 16 board of supervisors agenda unless otherwise stated. >> supervisor safai: okay. great. mr. clerk, today we're going to take items two, three, and four out of order, so can you please call item number two. >>clerk: i'd number two is an ordinance amending business and tax recommendation environment fire, health, police and transportation codes to make nonsubstantive changes that correct errors such as incorrect sighition at thats, typo graph cal errors, incorrect numbering or heading and omitting headers or references. >> supervisor safai: great. i'm going to hand it over to our deputy city attorney, jon

givner, who's going to present on these items. thank you, mr. givner. >> deputy city attorney jon givner. every year or so, our office worked on a cleanup to fix errors that appeared in the ordinances over the last year. this cleanup, it doesn't have any sub-stantive effect or cleanup that would change the law. it's really just fixing errors in the code. that said, since this ordinance was introduced, we have actually fixed a couple of the errors in other ordinances, so i've prepared for the clerk an amended version which i can hand to you which just makes additional clerical changes on top of the clerical changes that

are already in the ordinance. so i would just ask that following public comment you accept these amendments and forward it onto the full board so we can have a clean municipal code. >> supervisor safai: okay. unless we have any initial questions, i'm just going to open it up for public comment. anybody wishing to comment on item number two, please come forward. seeing none, public comment is closed. any comments from committee members? i'm going to make a motion to continue this for a month -- i'm just kidding, jon. make a motion to send this to the full board with a positive recommendation. >> mr. givner: accept the amendments, first. >> supervisor safai: motion to accept the amendments. make a motion to send this to the full board with positive recommendations.

so moved. thank you, mr. givner. mr. clerk, item three. >> to change the qualifications for member of the shelter monitoring committee, create staggered terms for members, establish a sunset date for the committee and to allow shelters that contract with the city to provide clients with blaine blankets if clean sheets are unavailable. >> supervisor safai: correct. mr. howard chen, policy analyst from the department of public health, is here to present -- oh, and can you -- i'm sorry. can you call item number four, as well. we're going to do item number three and four together. >>clerk: item number four is a hearing on the annual report of the shelter monitoring committee and asking the shelter monitoring committee to report. >> i'm tyler morimoto, assistant deputy department of public health. the proposed legislation changes

in the administrative code is regarding the shelter monitoring committee, which was established as -- established a committee of appointees from the board of supervisors and the mayor's office and also through the local homeless coordinating board. what this committee does is they also go out and create a standard of care for homeless shelters. according to that standard of care, they go out and inspect -- they do two things. one is inspect the shelters, and then, item number two is they take complaints from residents of those shelters. so there's -- we're requesting some changes in the administrative code. this has been quite a process because it started in -- we reviewed it -- began in 2015, november 2015, and 2016, january is when the shelter monitor had reviewed all these

changes, and we also went through with then h.s.a. and then h.s.h. about a discussion with these changes and included providers. and so the shelter monitoring then passed it. i can go over what some of the highlights of the legislation changes are. >> supervisor safai: just briefly. that would be fine. >> sure. so one is this change should be staggered starts for the committee because one of the problems, there are two year terms, and what would happen is at the end of the term, we would lose the whole committee. so what this does, it allows for staggered terms, and creates better continuity. there's also -- there was some stipulations on some of the seats, and one of the difficulties we had was one of them was living with her homeless child who was 18.

that was a requirement, and we had difficulty filling that seat, so we changed the recommendation to someone who was living with a homeless child under the age of 18 at some point in the candidate's lifetime. and then there was a staff -- there's also the issue about blankets and clean sheets. so in doing the site -- there's several sites that don't do separate sheets and blankets, and so they kept getting cited for the same thing. how they compensated, they would have two blankets. so we're asking for that request to change it, particularly around certain shelters, it affords them to provide two blankets but not have to do the sheet part. and so it -- and then, i think the minor ones that there's a

sunset date, and it creates a sunset date on this, 2020. >> supervisor safai: okay. great. sounds good to me. any questions from the committee members? okay. seeing none, i guess we can -- and then, who's going to do -- >> howard chan, he's going to do the report. >> supervisor safai: okay. come on up. mr. clerk, should we vote on three before we do the report on number four? i know they're called together. >>clerk: can you take the vote on three, and then, we can move onto item four. >> supervisor safai: okay. so let's just, before we do the report, any members of the public wish to comment on item number three, please come forward. seeing none, public comment is closed. [ gavel ]. >> supervisor safai: okay. so i'm going to entertain a moment to item number three to move the amendments governing the monitoring of sheltering committee to the full board with a positive recommendation. can we do that without

objection? okay. so moved [ gavel ]. >> supervisor safai: okay. please come forward and present the sheltering monitoring report. >> good morning, members of the committee. okay. thank you.

good morning, members of the rules committee. my name is howard chan. i am the policy analyst with the sheltering monitoring committee, and today i will be presenting the committee's annual report for 2016-2017. i'd like to begin by quickly going over the committee itself? the shelter monitoring committee is composed of 13 members who are appointed by three different bodies. the first body is yourselves, the board of supervisors, as well as the local homeless coordinating board and the mayor's office. of the 13 members, half of them are homeless or formerly homeless individuals. the rest of the seats are filled by service providers. the committee has two purposes. the first is to provide city agencies and the public with information about shelter conditions and operations, and the second purpose is to monitor

city funded shelter programs for compliance with minimum operating standards, known as the standards of care. the committee accomplishes these goals by conducting site visits at different shelter programs and taking client complaints. their several different sites that are monitored by the committee. resource centers, reservation stations and drop in centers which provide shelter reservations laundry, showers and more. in addition there's single adult shelters that provide shelter for homeless adults over the age of 18 and family shelters for homeless parents and children. moving onto the 2016-2017 site visits, one of the new features of this report is attempt to try to highlight programs that do exceptionally well either on item visits or client complaints. on the left you'll see several programs that had two or fewer total infractions noted over the

course of the entire year, so we did want to recognize those. there are also two programs that had a little bit more difficulty meeting the standards of care. these were women's shelter and community council. we conducted intensive site visit training which involved on-site visit and highlighting potential standard of care infractions so they could be addressed. i can report that in subsequent site visits, we have seen the number of infractions drop at both of those program sites. in addition, i wanted to speak really briefly on standard 12, which is the infraction that received second more infractions during the reporting period. that was one of the standards that were part of the recommended legislation changes that were just approved. as you can see, this was an issue where we were citing several programs over and over again, and there were a large number of infractions for that particular standard. moving onto the client complaints, the committee received 219 complaints filed by

133 unduplicated clients during the reporting period. once again on the left, you will see several programs, specifically, compass, hamilton, interfaith winter shelter and larkin that did not receive a single standard of care infraction that year. the program that received the most complaints was next door with 123, and we did take a closer look at the complaints that were submitted about that program, and we will have more information about that in just a few slides. just for -- to touch briefly on the status of the complaints, shelter programs did respond to all of the complaints that were received. 54 received responses that actually satisfied the client, while 24 received responses that did not satisfy the client. the remaining 141 were closed due to either no contact or if the client told us they were neither satisfied nor dissatisfied but simply wished to close the complaint. as far as the types of complaints that the committee received, the standard that came up the most was a standard one, which falls into the staff category. standard one -- allegations of

standard one that came up in client complaints were largely due to unprofessional behavior from staff. while we do try to investigate these allegations to the best of our ability, often these are he said, she said situations and they can be difficult to prove or disprove in either case. what we have been doing is tracking the name of shelter employees that come up in complaints. if their name comes up more than two in a month or six in a year, their name is sent not only to the shelter staff but also the h.s.h. contract monitor. lastly, i just wanted to speak briefly about the complaints that we received about next door. next door is the second largest single adult shelter that is monitored by the committee with a capacity of 334 beds. it is a 24 hour facility that shelters both 34e7b and women. we saw a surge in complaints compared to the previous fiscal year, where they increased from

29 to 123. after investigating all the complaints, we determined that one, a disproportionate number of complaints were submitted enough by five individuals, the increase could not be attributed to any individual shelter employee as none of them were involved or named in more than six complaints over the year. third out of all the 123 complaints, 36 actually received responses that satisfied the client, which is a higher rate than the year before. and lastly, we have continued to track the number of complaints filed about next door, and we have seen that that number has dropped down in the following fiscal year. i would now like to take sometime to answer any questions that you have about this report. >> supervisor safai: yeah. i have a question that's not really clear here. how many shelters are there in our entire system and how many beds in total are you monitoring? >> so the shelters that are monitored by the shelter monitoring committee do not

compose of every shelter in san francisco. >> supervisor safai: why? >> so our legislation, our m mandate is to monitor city funded shelters. >> so how many city funded shelt shelters? >> 21. >> 21. >> supervisor safai: how many beds? >> there are approximately 1201 shelter beds. >> and how many of those are 24 hour. >> of those programs, i would have to -- i would have to double-check and get back to you about that exact number. it is -- there -- it is a mix because some of the programs are operated out of temporary facilities. i don't have the exact numbers of which ones are 24 hours, but i can follow up with your services. >> supervisor safai: yes. >> we have a representative from

h h.s.h. >> supervisor safai: okay. it sounds like you might have been a technical person. >> good morning, supervisors. my name is scott walton and i'm the director of shelter monitoring and incentive housing. there are 21 shelters, 8 -- >> you're breaking down the 21. >> yes. eight adult, six family shelters, and then, the other sites are resource centers that are not shelters but are places where clients go to access programs and so forth that are also falling under the shelter monitoring committee. >> supervisor safai: they're not really places where people with go for shelter. >> yes. >> supervisor safai: there's only 14 shelters that you're monitor. >> when the winter comes on, we

have an interfaith program that comes on. i can tell you that today, we have the eight adult shelters, of them, the largest are open 24 hours, although due to operational components, people don't have necessarily access to their bed at one of those 24-hour shelters, but they have a rest and recline area when the bed floors are being cleaned. >> supervisor safai: so 1200 for the adult. how many beds are there for the family? >> the family beds, it's roughly around 450. that's a little harder to give bed numbers too because we do rooms for family, and it may be a family of three. >> supervisor safai: so 450 rooms. >> i don't have that number in my head. i've just recently taken on the responsibility of overseeing family, but i can get back to you. >> supervisor safai: i would

just say since this is an important point of conversation that all of us are involved in, it would be good to have, when you're presenting the information, to say this is how many shelters are being monitored, this is how many -- what we just did, adult, family. and are you monitoring the navigation centers or is this outside the scope of this? >> i'm with the department that actually funds and oversees the committee. for navigation centers, that is something we're moving towards but we haven't fully itch willmented that, but -- implemented that, but that's where we're going. this is an annual report from 16-17. there is an annual report for 17-18 that will be coming to the committee. >> supervisor safai: when will that happen? >> the committee is scheduled to vote on that at the october

shelter committee meeting. >> supervisor safai: so we'll have that soon. >> but you are soon when we get to the shelter monitoring committee's report for fiscal year 18-19, i expect that shelter monitoring reports will be included in that for part of the year. >> supervisor safai: how many rooms or beds in total do the navigation centers have? >> so today, we have four navigation centers that are open, and i'd have to -- just give me a moment to do the math. >> supervisor safai: roughly. >> roughly, it's 300. >> supervisor safai: 300 beds or 300 rooms? >> 300 beds. this month, we're closing one and opening two. we do produce a matrix on these sites. i did not bring that, but i'll

make sure i bring this to future committee meetings so you have that. >> supervisor safai: thank you. commissioners, any further questions? supervisor fewer? >> supervisor fewer: yes. so i understand there's 1,202 year-round beds, is that correct? >> yes. those would be for the year-round adult shelters. >> supervisor fewer: and what is their occupancy rate, so are they all filled? >> our occupancy rate, when we take the snapshot in the morning, we're generally 95% full, but that is a moment in time count because generally, all of our beds are reserved at some point during the day, so then, clients may not show up for their bed so late that it may not be replaced with somebody else. so our occupancy report, which we produce daily and monthly shows that for the adult shelter system, a 95 -- roughly 95% occupancy, but again, that's the

6:30 a.m. snapshot, and a bed may have it one or more reservations, but the clients never showed up for it. >> supervisor fewer: okay. great. because of these reports that we see, we see shelters that are doing great, and have zero complaints, and then, we have other shelters that have more complaints? are we seeing that clients actually prefer these shelters that have zero complaints to the shelters that have multiple complaints owe are we seeing the same is kroo the board. >> we see that the occupancy rate is pretty squint across the board. one of our sites that's 24 hours is more remotely located. one of the factors, it might have a slightly higher vacancy

on some nights. we have shelters as small as 30 beds in our adult system, and our largest is 340, so naturally, they have more people, more complaints. >> supervisor fewer: and these shelters, are they just for an over night stay, these are not for extended, 90 day periods? >> in our adult shelter system, we have a process where adults with get on our 311 wait list and get an additional 90 day stay, and get an additional 30 days. the beds that are not reserved are released for one night use. and then, we do have a portion of our beds in our adult shelter system that are tied with the care, not cash, legislation and those are filled by clients what are on cap benefits and homeless and in the care not catch benefits program. and so -- cash benefits program

and they get a stay that's roughly 45 days, because they see their worker every 30 and that's how it gets renewed. >> supervisor fewer: so the maximum that they can stay at a facility is 120 day zblz we do have some specific situations where people can extend an additional 30 if they have a pending housing placement, and they're under medical treatment that will be done in that 30 days, so we try to build in that flexibility. as soon as you drop off for a stay, you can get back on the list for the 90 day stay, you can use the process to get beds on a one night stay while you're waiting to get back in that. >> supervisor fewer: how successful are we using those fo fo -- housing those folks once they're done with the 120 day

stay. >> we've implemented coordinated entry where we assess everybody in a uniform fashion, so we had a pilot adult coordinated entry program for three years. we're implementing a new version of that now. we have a family coordinated entry program, and that is who determines who's eligible for the city's funded support housing, so it treats everybody the same whether they choose to use shelter or not. so the process of placing people out of shelter does happen, but it's not -- accessing shelter doesn't get you priority for housing? does that make sense? our process looks at people's length of homelessness, barriers to housing and acuity as determining who should have access to those services. and then, our department is rapidly -- it currently has and is expanding what we call or problem solving alternate tiffs for people who do not get

priority for that housing which would be some rapid rehousing responses or short-term subsidy or issues that will help them resolve their homelessness. >> supervisor fewer: thank you. and now, i wanted to know about the complaints. thank you very much. is there a difference in the people that are complaining? >> there hasn't been a done that we've noticed. we do get complaints from clients that are staying on a one-night basis, weekend basis, or staying the whole month. i would have to go back and pull the exact numbers. we typically see more clients that come in on a longer term stay, but i don't have the exact

numbers. >> supervisor fewer: okay. thank you very much. i have no more questions. >> supervisor safai: any other questions from the committee? okay. great. thank you very much. can we entertain a motion to file -- >>clerk: public comment. >> supervisor safai: oh, sorry. any members of the public wish to comment on this item, please come forward. >> good morning, commissioners -- i mean, supervisors. my name is ace washington, founder of the case community assistance service enterprise, and the reason why i put that together is because everybody knows me as ace on the case, that word, case, rhymes with ace, but it dignifies everything that i've been doing for the last 25, 30 years for my community here at city hall. i want to define what ace on the case means, because everybody thinks it rhymes. it rhymes but it has significance to it.

in every experience, i had significance in the homeless -- experience in the homeless program. you all may not know it, but i'm victim of the homeless program. most of my family is across the bay. most of them, blacks have left the city because of whatever reason it is, and i won't go into that right now. but i'm here speaking on these homeless programs, shelter programs, that the city spends hundreds of millions of dollars. ever since angela alioto took over the homeless program, that's when it was running the smoothest. but since then, hundreds of millions of dollars have been put in there. you've got your director of homeless, and all these other programs. you've even got a guy that worked in the shelter that's on the commission of homeless. i want to know when you're going to get people like myself that's on these commissions that can tell you the truth and from

eyeball witness that goes on at these shelters. these people, i've never seen before, they're new to city hall, talking with shelters and wraparound programs. i'm not going to waste my time with you right now, but in my report, it's going to show you totally different than all these people standing up here saying we've got this, we've got this. you need to hear from the homeless people how they're treated. when i was in these shelters, if you left and come back in, you've got to stand in lane. be aware, ace is on the case on this particular homeless programs, particularly since you've got all these millions of dollars -- >> supervisor safai: next speaker, please. >> my name is lucy schwartz, and

i was the lead crime reporter at the san francisco chronicle. because of various things that happened in my life, above all, my tender situation, i have become extremely active in the transsituation in the tender lane and frankly with the disadvantaged members of our society. woman's place is a scandal, a scandal, a scandal. i am working with someone who i have -- i have a pretty diverse past, as i'm sure you can imagine. i'm working with someone who's worked with francis coppola on a film. it's a film that's based on a french novel that casts trans women in traditional female roles. one of our stars living at a women's place -- i could give her name -- i can give her first name on