>> madam chairman. at this time cgboc is called to order. there's a quorum roll call. larry bush, kristin chu, brian larkin, brenda mcnulty, jane

natoli, bart pantoja, lauren post, alexander tonisson. item two, opportunity for the public to comment on any matters within the committee's jurisdiction that are not on the agenda. seeing there are no member of the public present, we'll go on to item 3, which is the election of the chair. >> i would like to nominate kristin chu as chair and larry bush as vice chair. >> i second that nomination. >> i like to nominate alex as vice chair. >> i will decline that

nomination. [laughter] [indiscernible] >> please be sure to speak into your mic >> not at present. >> no thank you. >> this election happens yearly right? >> yes. >> i'm deputy city attorney. the election is traditionally held under our bylaws a the first meeting fiscal year, which is in july. in this case, miss mcnulty is stepping down as chair. bylaws call for us to elect a vice chair by this committee's action, you can waive the requirements of the bylaws. i should note that no members of the public are here. as of right now, we don't need

it take my public comment after discussion by the committee members. >> is there -- would you like to vote? >> i have a question. since i don't know the candidates, i was going to abstain. i don't want to hurt whatever quorum is required for the vote. i don't want to stop the business of electing officers. >> this comes up quite a bit. we need five votes to be chair or vice chair. we need five of them. in terms of an abstention, our vice to committee members is even if it's your first meeting, you if feel comfortable, you can rely on the opinions of your colleagues. they've known these people. that's entirely your call, however. >> thank you. >> you're welcome. >> based on what she said, we'll

have elections said in the beginning of the fiscal year, so in july. we got two meetings between then anow. there's going to be another opportunity to have this. >> or small correction, the committee has the right to defer election of a vice chair today until the next meeting because many of you are new. we have a chair today. you can choose to elect a vice chair at the next meeting in march or just wait until the new fiscal year in july. that is your option. >> the other thing to be aware of is larry bush term is up in july of this year. your term su is up too? >> actually point of correction. myself, i need to correct myself. ms. lane made a good point. i'm looking at the the agenda. item 3 says election of chair.

it does not say election of officer. so thank you ms. lane for that correction. we can vote on the vice chair at the next meeting. >> i will vote on the chair then. >> i think the motion is modify for nominating kristin chu vice chair. >> is there a second? >> you'll need to vote please. if you all agree, are there any abstentions? >> we all agree on the nomination to elect kristin chu as chair? >> aye.

>> so approved. item 4, approval with possible modification of the minutes of the november 19, 2018 meeting. >> i move to approve. >> second. >> i should note for the record, i believe there are no members of the public here. no need to take public comment at this time before you vote. >> so the committee has approved the minutes? >> yes. >> item 5, presentation from public works regarding the 2016 health bond and possible action by the committee in response to such presentation.

>> gorggood morning madam chaird member of the cgboc. i'm i' joe chin. i'm also joined today with members of the public works project management team and also i see chief rivera from the fire department in support of the bond program and address any questions that i may not be able to address in my presentation. with that said, just a quick update, my last formal presentation to cgboc was augus. the team has been submitting quarterly reports to cgboc last submittal was november of 2018.

as part of this presentation, we also submitted a january quarterly report for the public health and safety bond program. let me move on to slide number two. for some of the newer members, i can give a quick overview of the bond program. this is the public health and safety bond program passed in june of 2016. it provides funding for three client department spread across six components. the departments include department of public health, the san francisco fire department as well as the department of homelessness in support of housing. of the $350 million which was approved for this bond program, $272 million is ilindicated toi- allocated to the department of

public health. ly zuckerberg building 5 for the fire department, it was allocated $58 million with two projects or two components. first component is the ambulance deployment facility and second is the neighborhood fire station component. in the third is the department of homelessness in support of housing, $20 million was wasallocated for homeless service site. just a recap for this bond program, we've completed two bond sales to date. the first bond sale provided funding for all these components. bond sale number two, which was completed last year, was for two components. those two components are fully funded from the bond at this

point. moving on to slide 3, this is executive summary over the entire bond program. the team in general has been advancing all projects across all components moving from programming to design and into construction. this gives you a highlight somee accomplishments in the past few months. the zuckerberg building five component, we have four projects in construction. under the zuckerberg building five, there's 19 core projects we've been tracking. of the 19 we have 15 projects active. we're working on various phases of the project lifecycle, either in programming, design, construction or closeout. of the 15 active projects we have four in construction and there's 11 that's currently

active. then on the community health centre, on the maxine hall health centre, we are actually we won't to bid in december of 2018. we received five bids and we're currenting in the bid award phase. which allow us to start construction by summer of 2019. on the similar balance deployment facility, we have awarded a construction contract to s.j. amoroso that was awarded in the latter half of 2018. notice to receipt has been issued. on the homeless service site, we have 440 turks street, which is currently in construction with a target completion date of summer of 2019 as well.

the next slide i'll be focused, more drilling down on each of the components. first up is zuckerberg building five component. i want to mention that on this component, one of the first projects that we worked on that was completed is urgent care clinic. i'm happy to report that this project has been licensed, we have an opening ceremony that's been scheduled for februar february 12th. we mentioned two other projects in construction is the rehabilitation department relocation project. we have encountered some schedule extension.

they are primarily driven by unforeseen conditions and oshpd code requirements. we are targeting to finish that project by second quarter of 2019. on the slide just pointing you to the lower right hand corner, there's some recent construction photos just to highlight what we're doing. 6h surge space is in process of finishing up the dry wall. things are closed out, which is in line with our completion date. rehabilitation project is just starting in certain areas. we're starting has ma hazmat mal and abatement. that's one of the major tasks to remove all the hazardous

material. third project i want to quickly mention is the seismic upgrade, phase 1. phase 1 is what we call a subset of the larger seismic upgrade project. we o isolated 20 to 30 locations which is vacated in building five. we're going in and proceeding with the seismic scope which includes saw cutting and separating beam beams from colu. we're doing some column strengthening through a fiber wrap to strengthen columns and also to do some enlargement of

columns. that's what we call phase 1 of that project. building five component, we advertised a request for provocation and r.f.q. to hire a general contractor -- a construction manager, will be called cgmcp it's an agreement method that allow us to bring on contractor to agree with public works and public health and work out the details needed to deliver the project. for this r.f.q., we're intending bundle eight projects that will be included under the larger project. that's moving along. we had our orientation meeting recently. we're expecting r.f.q. submittals by february 8ths. moving on to the southeast

component. this is a component for public health. we are building a new health centre for d.p.h. it's a two story new health centre. we're currently in the design phase for this project. we are intending to complete the design by summer of 2019 then moving on to construction before the end of the year. other highlights, we did receive design review approval for phase 2 toward the latter half of 2018. we selected two artists a will be contributing to the public arts program for it building as well. this is the slide for southeast

health centre. sorry. moving on to the other community health centres. this is really focused on two clinics that's under the d.p.h. network. maxine hall i mentioned earlier, we've completed the design. we have approval, we are currently if the award phase for this project. we're hoping to start construction by summer of 2019. one of the risk factors for this project is the need to relocate the clinic during construction. after various rounds of discussion with department of public health and the community and the district supervisor, we've identified a location for the clinic. we're working towards the procurement of the trailers and to get that installed. the start of construction for

the maxine hall building project depends on the temporary clinic being set up. just quickly on castro mission, that project is in design. we're intending to finish the design by 2nd quarter of 2019. and starting construction latter half of summer of 2019. kind of in summary, you can look at both southeast health centre and maxine hall and castro will pretty much have all three clinics in construction by end of 2019. whicmoving on to the balance deployment facility component, i mentioned earlier, the construction contract has been awarded to s.j. amoroso, d.p.h.

was issued in october of 2018. the construction was also anticipated to start in january. i'm happy to report that, w. of the first tasks on the construction side is the driving program that got started last week. that's the kickoff construction activity for the project. for those that aren't familiar with the facility, this is a brand new facility for the emergency medical services. i don't know all the details but, kathleen is here to explain better. this is essentially restocking facility for all the ambulances. it's not meant to be deployed. it's place where all the ambulance can come back and restock all their supplies and they get deployed from their

locations throughout the city. moving on to the neighborhood fire station component. this component is focused on two main scopes. one is the seismic host tower removal project at six locations. six fire stations -- in the second scope is the generated replacement project at fire station 18. i know there's other locations that may have a potential if there's funding available for additional general replacement projects. for now, we know for sure station 18 is included as the generated replacement scope. other than that, seismic host tower project schedule, has been

driven by the entitlement process. we got clarifications from the planning department. we're moving toward an interpretive approach that allow us to get past the entitlement project and get to a category exemption which will allow the project to start construction. at this point, design is in progress to be completed by end of year with construction to starstart in early part of 2020. for the january project, little bit ahead because there's no entitlement process there. we focus on finishing design that should be complete by marc. then also allow construction to start by the end of the year as well. now moving on to the last

component of the program. this is for the homeless service sites. there's three projects that we're focused on. first is 440 turks street. it's going to be the administrative office as well as client access point for the department of homelessness and supportive housing. we're using that to deliver the project, construction. demolition has been completed as of november. we're working on a building permit and once we get the permit it will allow us to proceed into the renovation. we're currently anticipating that to be february of next month. construction completion date for 440 turk street is 2019. the other project that we have tracking under homeless service

sites is the what we call the client city-owned shelters. the three locations have been identified as part of this project scope, it's 1001 hope street and 525, 5th street. once we have the scope of work, that will allow the design to proceed. currently we're anticipating design to start or kick off by the first quarter of 2019 for the shelters. the last project, i will go through is 1064-68 missions. this is a multi-agency project which includes the mayor office, housing community development and d.p.h. and department of

public health. it's funded by the bond program it's creating a centralized deployment office as well as client access point for the san francisco homeless outreach team. that's currently also in design with construction to start by early part of 2020. that's the components. the last slide i have for this morning is the overall expenditure for the bond program. expenditure generally has been low but obviously for these capital projects driven by construction. you can kind of focus on ambulance deployment facility. you can see the total bond budget is $48 million and

currently we've encountered $30 million. majority of that isallocated to the construction that project. i anticipate the maxine hall under the community health centre component to have uptick of expenditure. that will be the same for other clinics as well. at this point, that ends my formal presentation to cgboc, myself and my team are available to answer any questions that yu may have. >> thank you. one of the ways that we organize ourselves at cgboc, we adesign individuals on this group to different bonds. this one happens to be the bond that i'm assigned to. i work with joe prior to these meetings to go over the status of what's going on. after his presentation, i let

you know about my findings. for the new members, what i'm looking for specifically in the governance of this bond is two things. one is this bond being managed in a financially responsible way? the second one is the bond meeting the expectation of the voters? i will talk about both of those to give you an idea what things i used to determine those things. regarding is the bonding managed in a financially responsible w way. when it comes to the cgboc side of the job we do, only stick that we have the ability to stop a bond from issuing bonds. the issuance of bonds happens well before the projects a really well under way. it's important to know early on whether the bond is heading in a

fiscally responsible way. what you use to do to make that decision is the audits that are done. the city services auditor -- they'll talk about the work that they do -- later on there's a mid-year update from the audits and project group from the auditor. the last slide talk about the planned 2016 public health and safety audit. that is a financial one. that is to determine whether bond revenues are spent in according to the bond measure. this is a way for us to have confidence in it. i'm not an expert in the numbers at this level. that's their job. this is scheduled for this. what i noticed, this is scheduled for this fiscal year.

in the back of our packet, there's a memo from the controllers office public finance about our upcoming issuance. i want to see that before they issue that. i also did little math. i now that we issued two bonds for the public health already that add up to $225 million. this next issuance is the last issuance of the 350 total. for me, that's okay, this is it. this is an important issue for us from a governance body perspective. having said that, i don't have any concerns. i'm trying to explain what is in our purview. the other thing that is a bond meeting expectations of voters. i really do mean that when we go to the ballot and we vote for these bonds what information

have we used to make that decision? what do i think will happen? is my homeless shelter going to get upgraded? do i have that expectation? have they been clear? i find this bond in particular extremely difficult to cover. i've said this every time. i think that the way that it was written and presented to the voters was unfair to us as voters. it's six different programs within those programs, it's many projects. little projects, big projects, all kinds of stuff. i don't know how the voter could have known knowing what they'll get. it's also some of the -- because there's so little and they weren't completely understood when we voted for them. there's decisions being made at the client level about what to do. should we do this one or that

one. i think that's not fair to the voters. certainly not something joe or the fire department or mayor's office air department of public health can change. it's something i find very difficult to do. the other thing i want to point out, joe works for the department find publi of public. he's an uber project manager -- >> i thought you were going to say driver. [laughter] >> he's working on behalf of the client department. one of the things i think the question of do the client department feel like they're getting the services that they expected. i do want chief river rivera to comment on that. beyond that, i think it's very hard to go back to the voters, particularly on this one and

say, we closed up the general rebuild. that was pretty clear what they were doing. joe manage that too. it was very well-managed and delivered on budget and on time. pretty impressive project. those are my comment purpose guys.you guys have any question? >> kristin, at our last meeting i said i'll do some follow-up on the 2018 general hospital bond. i discussed with joe just before the meeting. there have been potential claims from the general contractor web corps on that job. the city was hoping to resolve them short of trial. they had not yet as a matter of

fact, the trial is scheduled to start today. ithey may yet come to a resolution. as of today, they are going to trial. i checked in with the attorney from the city attorney's office who was representing the city. her name is elaine o'neil. she gave me a brief description of what the current claim was about. it's really a pass or subcontractor claim through webcor to the city. the city had moved for summary judgment, dismissing it, feel that the judge would not award that summary judgment. the trial started. there's yet the possibility that the claim will settle short of continuing with the trial. that is to be seen. do i have that right joe? >> you're right. >> they're up to date. i'll continue to stay in touch

with elaine o'neil and if there are updates i will report them next meeting or subsequent meetings. >> now i want to ask chief rivera and any other client departments here -- do you feel in the program is meeting your expectations and what youen the expectations of the voters were? >> good morning everyone. my name is assistant deputy chief tony rivera with the san francisco fire department. to answer your question, yes, it is -- dpw and this bond america is goin--measure will meet the . in 1997, san francisco fire department actually merged or took over the ambulance portion

of d.p.h. we brought them under our wing. we cross-trained our paramedics as firefighters. what we found was d.p.h. was deploying the ambulances, parking them all over the city. there was knoll central idahoed- centralized location. we put the paramedics and the fire houses, we tried the same program that d.p.h. had. we finally came up with a solution was to have a centralized location. we used a san francisco fire department logistics warehouse. we basically rammed all our paramedics and ambulances and all the medicine and the equipment that they need into that space. it is absolutely overgrown. we respond to over 140,000 calls last year. what happens is, because not only is the facility overgrown, it doesn't have the

infrastructure to support all of the satellite phones or any of the i.t. needed for state of the art fire facility. d.p.w. has been working with us. we were able to use an empty parking lot behind fire station nine which the fire department does own. we'll be able to convert that into our new state-of-the-art. i believe it's going to be the first on the west coast, if not in the united states, an ambulance, ems facility. it's going to be fire department but it's our ems division. it's also going to have training for e.m.s. firefighters. which is different than regular firefighters for fire sub suppression. we're going to have the ability

to score more quilt and supplies. if you went to our current facility, we jammed all our supply into every nook and cranny we have available. which is extremely inefficient which lowers our ability to turn ambulances around and restock them in time. i really feel that this new facility not only is going to be beneficial for sffd. it's going to be beneficial for the citizens and as joe mentioned, the name is little bit misleading. stays it's an ambulance deploy facility. this going to be the hub. we're going to have fuel, gasoline, diesel and communication center. for example, something were to happen to headquarters, this could also be a new essential facility that will have that

capacity to also work as a command sister if the city of san francisco. we're absolutely excited in the fire department to have this. i know the members are extremely elated. we currently park ambulances back-to-back which means that if i assigned to an ambulance, i have to go find the person who has the ambulance parked in front of them, have them move it to move it out. this is going to have a different layout. i would say, we're really excited. we really feel that d.p.h. is listening to our needs and representing us properly. >> all right, thank you. >> that's the short answer. [laughter] >> are there any other client departments here? >> good morning. i'm kathy john. i'm director of facilities in capital planning for the department of public health. i can speak to the $50 million

that is going to our primary claire clinics. i want to thank joe publicly for the extraordinarily efforts he's gone into putting this project successful. you all know about the projects. southeast health centre will be a brand new clinic. it will also allow us to deliver services in a way that reflects best fro practices. southeast health centre was built for a private clinic for when our community health centre that was community-based clinic. maxine hall and castro mission have been built in the '60s and have not been updated to reflect how we deliver care. we're move into integration primary care with behavioral health in a base model.

each renovations will help us deliver care in a much better way for our patients. i think we've been working very closely and successfully with both public works as well as our community partners as well as the clinic. i think it's going well. >> thank you. >> good morning members. i'm the deputy director of administration and finance for the department of homelessness in support of housing. we're meeting the voter's expectations. you'll recall, about $20 million for the department and its services was put if the bond. about the time the new department was created in august of 2016. since then, we have five projects either under way, going into construction or through the planning stages. it really has covered all

elements of the bond. we have been able to use the bond funds to leverage state and other federal resources for access point of 440 turk which was originally going to be 24-7 access point for clients. that plan rejected by the board of supervisors will help us meet our internal headquarters needs. it will be the front door to our new department as well as an access point for adult who need referrals to housing and emergency services that are experiencing homelessness. we've also been able it use the bond funds for an incredible collaboration with the mayor's office of housing, department of public health for 1064-68 mission which we were able to procure for a dollar to the serve homeless clients, both upstairs and permanent supportive housing and on the

ground floor with a d.p.h. clinic as well as dispatch team. finally, about $6 million of the bond is going to go to tackle those immediate emergency repairs or adult and family emergency shelters. there's been number of significant deferred maintenance over the years. i'm most pleased with public works and their ability to really help us to define what the work will cost and be and help us start planning for a real master planning effort around those critical infrastructure needs. it's been a very positive collaboration with public works. i'm very pleased that the progress are new department has made in such a short period. thank you. >> thank you so much. any other member have a question?

>> my question, i think it's for joe. in the beginning on your slide number three, issues and concerns for budget. can you go into little bit detail on the ongoing challenging and bidding environment? kind of what the challenges are as you see them? >> sure. thank you for the question. it's a great question. all projects facing the same issues. i mentioned earlier for maxine hall, that's the last project we went out to bid. i was happy to hear that we got five bids. two the bids were below the estimate. it's not -- market is getting better. it may be good sign construction issue is throwing -- slowing

down. we will continue to carry a conditions factor in our estimate. lot of that's driven by lack of resources in the construction. there's so much construction going on, it isn't enough skilled labor to go to all the projects. they take certain projects that are easier to deliver and get paid and maybe not deal a public sector projects. this project is kind of the first taste of maybe things are getting better. >> thank you. >> i have two questions for assistant chief rivera and couple of questions for joe.

what is a hosed tower? >> great question. lot of our fire stations are actually 50 to 100 years old and they have the older technology. we used cotton jacketed hose which means after every fire you have to wash and scrub each hose because of mildew problems, we would hack the hoses in hose towers. some of our hoses are up to 100 feet long. now, with synthetic hose, which has anti-mildew properties, we no longer need those hose towers. hose towers have been considered seismic issues we've been working with d.p.w. to designate which stations are most in need of having these hose towers

removed. >> thank you. where is fire station 9 locationed? >> located at 2235 gerald avenue, which is probably block away from the old san francisco produce market and the ambulance deployment facility will be in the rear portion. one the designs that we looked at which has helped out, we're going to have two entrances. there will be an entrance on gerald and one only mckinnon for the balance facility. in case there was an issue with one of the gate or if there was a tractor-trailer blocking, making delivery to other companies nearby, we would still have access to either egriss or ingress. it's very near the ceasar cesarz

area. >> i don't know how abulances are deployed around the city. i don't live near there and it would concern me if all the ambulances are down there. can you explain how our ambulances distributed through the city so when -- so you don't have to wait? >> what the san francisco fire department come up with is a dynamic deployment man. what that means, we have certain areas of the city -- let's say eureka valley, north beach, chinatown, we'll have an ambulance post up. the ambulance staffed by the crew, standing by for call. what happens is as soon as that ambulance responds to an incident, we have a backup a takes their place. let's say we're having the chinese new year parade.

we would then post up our ambulances more closer but still be able to respond but other parts of the city. with that being said, we also have the deployment facility where we have remainder of our vehicles. theoretically if we had 30 ambulances on the street, we would still have another 25 back up at this facility because of its location, we have the ability now to deploy and have our ambulances jump on the freeway if you will, get out to the west side lot faster or use surface streets if necessary. we think it's a really good location. because it's going to be little bit taller than lot of the factories or warehouses it will give us great communication because of heights and other possible areas that might slow us down.

i think it's just a great location. it's financially responsible. we're using land that we already had. we're really excited about it. >> thank you. i have a few questions for you. it's one basically. it's some of us are coming up to speed. if you and perhaps kristin all city departments in the future when they make presentations whether it's parks or education, if you could tell the locations of each project, the neighborhood and maybe the cross streets. i don't know where the maxine hall centre is. i know castro and mission neighborhood are. things like that. it would be helpful to give us some context on where the projects are throughout the large city. >> sure. we can do that. >> can you do it right now?

>> yes. maxine hall located in supervisor brown's district. 1305 pierce street. it's off pierce and ellis. right across from kimball playground. that's maxine. castro mission is off 17th street. it's next to pond and it's in the castro district. southeast is off of k street which is a block from martin luther king or third street corridor. it's in the bay view district. all those zuckerberg building five projects -- >> thank you. >> any other comments or questions?

any public comment? thank you joe. item 6, presentation from the city services auditor regarding the c.s.a. mid-year report. >> good morning everyone. i'm peg stevenson i'm the director of the performance section of the city services you a of auditor unit. this is my counterpart tonia lediju who is director of audit section of the city services auditor. we'll be speaking. our functions today and happy to answer any questions you have. we'll give you some background on our function especially for the new members and mid-year update on our activities.

then there's a couple of things that we do specifically that are in service to the cgboc i'm sure you want to hear about. we are a creature of charter appendix f which was passed in 2003. it took the city's internal audit function together with our performance program and several other mandates and wrap them up into one charter section which is about the city's performance analysis it's reporting those things to the public, transparency, growing and expanding specifying the internal audit function. there's a number of specific charter mandates that our program is responsive to which we'll touch on. there's a specific mandate to a measure and report on the city's streets parks sidewalk standards and how we're doing.

there's a specific mandate for whistleblower program. specific mandate for reporting on the city's management and employment practices and how well they serve public services. then some broad general mandates about transparency, reporting to the public and working to keep our performance reporting at a very high level as is the expectation of local governments now. there's two units. my part which is performance and technical analysis and then tonia's part which is internal audit section. we listed on the slide the basic mandates. the performance measurement side for our part, if you spend some time exploring our website, you'll see a long list of reports. but probably the more interesting and dynamic consent is performance website which has the main public creature is something called performance score card, which is about 80

measures, critical ones for all city services that give member of the public an idea of the city's most critical performance, how well we're doing in terms of homeless services, ambulance response times, how long it takes you to get an appointment at the public health clinic. the views there are dynamic. you can change the time periods and there's geocoding. if you look at nothing else, look at the performance score cards. we're proud of that product. we'll be interested in feedback you have to make them more user friendly. i'll say couple of things about our functions as a whole.

the budget together for our two units is there $16.5 million for the annual budget. we get a chunk of the money that comes through the bond program. the math of it is two tenths of one percent. we look like the city. our budget looks like the city budget. our large clients are the city's large departments. we get a chunk of money from the health department, public utility commission?. we do work with and for them. we build them. money that's not spent is returned to the fund that it came from unless there's a special project it we want to carry forward in the future fiscal year. that's how we work. we can also allocate our costs across those budgets so we can do work that benefits the city as a whole. allocating our cost proportional

to the amount represented in the budget. the whistleblower program is run that way. just to give sta an idea how we work. we have about 70 staff, about 35 or 38 auditors and the rest performance analysis and some operation folks. we send cgboc in a variety of ways. tonia will talk about the construction audits. we try to issue it in coordination with your reporting. it's little delayed this year because of the financial cleanup that had to get done in the new financial system. it's intended to be complementary. we do work at the end of the meeting, we'll touch on other

projects that we're working for you. we're doing citizens survey on their feeling about a couple of bond projects. you're getting some direct public feedback. we have ongoing dialogue with you and our liaison about the project work that we can do that will help your purposes under the charter. our work planning process, we take big budget. we look well in advance to the start of the fiscal year on audits, the operating and compliance environment that each department lives in, grand jury reports, new mandates. we go down in the organization and interview people. we talk to stakeholders, we look at citizens consultive projects they do. we take all those things together, also the city's leases, any operating requirements that appears in the city's operating environment. we develop a long list of audits and projects that we hope

risk-based, best fit to the performance needs of that department. we specified we can and estimate the cost and hours. put them in the schedule, do a balancing process so we're not spending too much money in any one department. another balancing process so we fit them to the hours we have available. we issue work plan at the start of every fiscal year. we make a presentation to get your feedback and comment. then during the year, we report to you periodically on how we're doing. that's the kind of quick summary of our unit as a whole. i will touch on where we are at the mid-year unless tonia want to speak about the audit function now? i'll do the performance summary and she'll come up. the next slide page 5 is a list of our completed projects through december 30th. i won't go over them.

the title i hope are self-explanatory. i'll point to the third line down there and give you an example. actually, i'll come back to that because i have a slide on that. even for a project which is sort of inside baseball as we would call it, it's technical. we tried to issue a public summary that says what the work is so we're reporting to the public and to you. couple of these are like that. the zsfg analysis it's a very technical project where we're talking about how they're

evaluating the levels and whether it's at professional standard. the content of the report is really only of interest to the people who manage the hospital. we do want the public to know that we're doing this work so we issue a project summary. i'll touch on three major projects that are going on now to give you a sense of the content of our work. this slide linking homeless clients with benefits, a request of the department of homelessness in support of housing together. we looked at pilot program which placed a position called benefits navigator in two shelter site. the idea is to help the people apply for med cal, cal freshtor county adult assistance why you have people in the shelter site, you trying to establish their legal identity, get them the documentation they need to apply for public benefits so that the

assistance they are provided, they get those benefits. we become less reliant on emergency ambulance services or overnight shelters. as long as you have warm handoff, day-to-day access to this person, you're not trying to schedule them for another future appointment. we had higher success rate with this benefits navigator. they wanted to test exactly how well we did that so we evaluated all the cases that came through using the benefits navigator. we mapped their processes. we had performance metrics and dashboards and interagency communication between the different types of benefits program. we're able to demonstrate to everybody satisfaction the real success that was achieved with this type of position. they'll have to use it in more shelter sites and more homelessness s