so one of the things that we're doing at hsoc is managing the encampment team, which is managing the large encampments and then work with d.p.w. and the police. we offer everybody assistance, and today, we're wrapping up around gerald and rankin, hetch everybody out there move into shelter and navigation centers and get assistance.

>> we're coordinating how we handle 311 calls and doing our best, given our resources to ensure when we get a call and a team is needed, it's the hot team or the department of public health team as opposed to public works. so that's it, and i'm going to

wrap it up around what's going on at hsoc. it has not been easy to do this, and it certainly is not perfect, but i've been doing this work in the city for a long time. i would just tell you on a person note, i've seen quite a few clients for many years before i've been in this job able to get assistance after really struggling on the streets with multiple complex issues because we have multiple departments working to get care for these individuals and have been successful around not only addressing tents but addressing needs in a way that has not been seen here, at least in my

memory. in you have in data on reduction by police districts. you'll see most districts have seen significant decreases. there's been increases of 13 tents in three of the stations, relatively low numbers. this is a comparison of the number of tents versus the number of 311 calls, complaints that we get about tents. as you'll see, it's fairly uneven. for example, bayview had 30% of the tents in july 2018, but only 5% of the 311 calls, which is in addition to responding to 311 calls, we're responding to hot calls based on what our staffers are seeing.

as you will see on this slide, we've reduced -- [inaudible] >> here is just some data on the impacts we've seen. again, a 33% reduction in 311 calls, 27% reduction in the average call time, a reduction in tents, but at the same time, we have also significantly expanded the resources we have. i know this was spoken about earlier. i think it's very important to remember that since -- you know, in the past few years, we've seen 690 shelter beds open. we've gone even further.

sam mentioned we were punching above our weight and continue to do so with really significant expansion and these resources. we've added 390 negate units of housing in the past year, we have opened up # 9 new behavioral health beds in the past year. all signature expansions in the work that we're doing. >> supervisor ronen: can i just ask a clarifying question on the last slide. at that time that you've opened 691 new beds in the past year, how many have you closed? [inaudible] >> it's a net new 491 beds. >> okay. 491, the net new. >> and we can talk later, but let's wrap up with talking

about what's in the pipe line. here's some other results around d. ph, needing collections, encampments addresses. this is some more detail on what we have expanded, which again has been fairly significant, and then, this is what's in the works. we are opening up another 800 shelter beds. we have 1,000 more units in the m.o.h. pipeline. we've added 500 new rapid housing slots, opening up additional mental health bezs, expanding the e.r. t. beds so we can help people who are in tents as well as people who are in vehicles. expanded the d. ph capacity.

in addition to coordinationing our work, we have done a good job of coordinating our resources. if you go back and look at san francisco between 2005 and 2015, you'll see a 15% increase in homelessness while the rest of the country saw a 28% decrease in homelessness. we also need to work on what's the rest of the region doing? what are we doing to coordinate our resources which hsoc is the answer to that. and then, as sam mentioned earlier, and i just can't mention this enough is the prevention issue. we have a graph that shows -- every week, we're seeing 50 people getting housed or exiting homelessness as a result of our efforts, but we also are seeing about 150 people coming in, becoming

homeless, 48 of whom are coming from other counties. this isn't really an 4 soc or a tent discussion, this is about prevention, about coordinated entry, about diversions and other efforts that we're going to get into if we're ever going to solve homelessness in san francisco, and i thank you so much for your time. >> supervisor mandelman: we -- through efforts on the part of our clerk, we are able to move to the chamber, and it will be a ten-minute recess to do that, but i think it makes sense to do that because there are apparently a fair number of people to go over. unless my colleagues object, i'm going to have us recess for

ten minutes, reconvene in the chamber, and then reset. okay. we are at recess. [gavel] .

>> supervisor mandelman: we're reconvening our february 28,

2019 public safety and neighborhood services meeting. mr. clerk, it might be useful just to repeat some of our initial announcements for folks who might not have heard them at the start. >> clerk: please ensure you have silenced your cell phones and on electronic devices. please drop off your speaker cards with me at the rail, and i will come back and pick them up at the rail. >> supervisor mandelman: thank you. supervisor peskin, i think you might have some comments or questions. >> supervisor peskin: thank you, chair mandelman. i'm glad that members have to cycle in and out. that is a sign that the board is engaged, and i think that is a good thing. i think supervisor ronen really got it right, which is that we

all know that is the most vexing issue in the city and county of san francisco. you don't have to be a rocket scientist to know the latest polls, we are all confused about this. i think just about all of you, even supervisor ronen -- actually, i think it might have been supervisor campos, when we voted unanimously to vote all the different departments around homelessness into all departments. i believe it was supervisor walton who said it is our job to hold that agency accountable. and interestingly enough, there was a moment in time when supervisor campos made a

clarion call to ask every member of the board of supervisors and their constituents in all corners of the city to do their part. and it was kind of interesting because there were some supervisors who said they did not want to have homeless facilities, also known as navigation centers, in their district. and this is not about me, but i've been actually trying for three years -- and mr. dodge is looking at me because i knows i've tried to get our lady of guadalupe church. he knows that i tried to get 88 broadway -- in large part. that was inspired by what you showed, supervisor ronen, on vanness, that we could have temporary facilities. so when you were able to do that for less than a year in time, i realized that, and i said it in these chambers yesterday when we were visiting with the mayor's office of housing, we had a site, and i

went to mayor lee, and mayor lee said, i support having a navigation center at that site, but you, supervisor, have to sell this, if you will, get the support of your constituents, and we did that, and i want actually delighted that after a meeting that i believe mr. cozc kozinski was at, i was delighted when i said at the end of that meeting with over 200 people in the room from russian hill, from chinatown, from the northeast, from northeast waterfront, do you want to have a navigation center in district three, almost everybody -- emily, you were there -- raised your

hands. and today, i still don't have that site. and now it's time to hold people in the government accountable because various government officials have gotten in the way of that, okay? and i said that yesterday relative to mayor's office of housing, that convinced themselves that they would be in the ground with an affordable housing project at 88 broadway in september. we were informed yesterday that the earliest it could happen would have been april. i could have had that much longer than supervisor ronen had it at 1515 vanness. subsequently we found another site, not owned by the people of the city and county of san francisco, portlan land, cornef

bay and kearny. we took the merchants at fisherman's wharf on repeated -- matter of fact, we have one on today. we took folks that are skeptical about it to the dogpatch navigation center, and yes, the system, and yes, respectfully, mr. kozinski, i'm looking at you, put the kibosh on that, too. so interestingly, i took the pledge of i wanted a navigation center or a respite site or a shelter in the northeast corner of the city. but respectfully, the bureaucracy has actually made this not happen. when you have an elected official who is willing to standup to his or her constituented to make it happen, so as mr. walton said,

it is time to hold our elected officials accountable, why have you resisted a homeless shelter in district three? >> thank you, supervisor. jeff cozin see, department of homelessness. i believe there were life safety at that site at the church. there are other issued at # 8 broadway -- one of the things with navigation center, and i think rolling these things out responsibly and effectively is when you have a project that you're going to spend millions of dollars to make it come alive, and then, it's only on a

temporary basis, it takes a tremendous amount of time, money and work. so we are looking for sites that are available longer term. and the other issue that we're trying to sensitive to is the cost of operating navigation centers. currently, some of smaller sites are costing us more than it does to operate permanent supportive housing sites. so we are looking at sites that are going to be cost effective, and the site that we are talking about on kearny street did not meet those requirements. and also, supervisor, while i appreciate everything, we still would like to find a site that's appropriate and works in district three. but we are looking at opening up -- it was very much needed in that part of the city, that

corner of the city, but we are looking for sites that can serve the northeastern part of the city in your district, as well. so that is the -- there certainly was no intent to be obstructive. we certainly want as many beds as we possibly can. the mayor has spoken about it and asks me about it all the time where we are in opening up more shelter beds. we are looking at any and all alternatives. >> supervisor peskin: i appreciate that. i also want to associate myself with the comments of supervisor brown, who raised some pretty radical ideas about using parks, and let me make some

other suggestions, commander lozar. we all heard the comments of our new governor relative to high speed rail. we have a facility that is larger than several football fields called the transbay terminal. we have -- and senator wiener just introduced a piece of legislation relative to the cow palace which sits in part in this county and in part in san mateo county. it is a huge facility. so if you want to do economies of scale, we have sites, right? now, i've always thought that the navigation center model was that we wanted to put the sites where the people were because we cannot take folks to where they don't want to go. but if we have facilities --

and this is where i really part company with you, jeff, which is if you go and create a facility that's far away from where folks are, they're not going to go there, and that's why even though some of my c constituents don't want it, i'm happy to have an 80-bed facility. and what really bums me out and pisses me off is we had a department of city government -- and mr. dodge, you can come up and tell me how much money you spent and how much money city government spent having a department that other people in the government ultimately killed. it's like guys, gals, we've got to get this together. you can't have one arm of government screwing another arm of government when we consolidated all of these disparate functions into one department. so i'm getting close -- it's

very rare that i get this frustrated and upset, but jeff, i mean, you've got to -- one way or another way, step up, and that takes me to the homeless point in time count. which is we had hundreds of volunteers. i believe supervisor ronen was one of them and supervisor stefani was one of them. supervisor mandelman was one of them, and we have no data -- how long? almost two months after that happened at the dawn of the 21st century when everything happens in real-time or close to that. can you explain that, mr. kozinski? >> yes. you asked me last night how come san mateo released their report.

very few counties release their reports before june. there are very good reasons why that is, which i would be happy to explain. i think for most of the counties that have large homeless populations, they contract out to other providers to ensure that there is a certain level -- not a certain level, a clear delineation between us, the departments -- and i think we all would like to see the numbers go down but do have a very independent evaluator, also gathering data from the jail system, from the hospital system, from all of our shelter systems. we're also serving between 500 and 1,000 people to ask more detailed questions to work in the report. there's multipliers that have to be developed and then used and applied to people who are in tents and in vehicles because we don't disturb people at night. we're making estimates as to how many people are in each tent and in each vehicle. so it is a complex process. i wish that we could get it

faster, as well. believe me, there's very few people that want that data than i do because it is eventually or report card, but i also believe the company, a.s.r., who does the work. and i believe that the process where it is frustrating, i would like the data to be correct and also that it's done independently. we are developing the one system which will be a by-name list of people who are experiencing homelessness. we have added 600 people experiencing homelessness. almost every familiar who is experiencing homelessness are in the system, and once it's up and running, and i think we're another year away from it being

fully functional, we will have information on a daily basis to tell us our inflows and outflows coming in and exiting homelessness. i agree, supervisor that it is the 21st century. we inherited in the department 15 different data systems from multiple government agencies and probably 40 other nonprofits managing their own data systems. bringing them into one system is a challenge, but i think we've done it relatively quickly. some of you supervisors who have called me with concerns about individual people -- although i did not divulge a lot of information because of hipaa regulations, i can look people up on this system and am able to resolve problems. i agree the point in time count is important, but i'd say the work we're doing around the one system is incredibly important, it's long overdue, but it is -- you know, along with the pit

count, an important -- hit count, an important piece of us doing the work not just every year, but every day. >> supervisor peskin: so chiu the chair to director kozinski. first of all, i don't think the pit count is the be all end all. i understand this is a requirement from the federal government, and i don't want to get fixated on that, but it's weird, because i serve on another regional state body with a member of the san mateo br board of supervisors, and she told me 48 or 72 hours after what their numbers are. it's consistently told me what i see in the streets, which is in the northeast corner of san francisco the homeless crisis has expanded exponentially. and interestingly enough, even

though this supervisor keeps trying to get the resources in an area that the data supports, i've been unable to do it and you're aware of my frustration there. but i keep asking my staff, where's the point in time count? and they're, like, we don't know. last evening, interestingly enough, i talked to you, and i came to understand this is a private contract. and i called a.r.s., and they have two phone numbers on the internet, and their voice mail is full on both of those numbers, which is highly unprofessional. and then, i talked to the gentleman. thank you for having called me last evening. he said the reason it takes that long is because we have to revise our numbers. huh-uh. i don't want to revise our numbers, jeff, i want them to be the real numbers. don't cook the books. >> well, i believe, supervisor, that's why we use an

independent company, so we can't cook the books. i'm sure peter would be happy to come and speak to anybody that would like. his books are not cooked. they're adjusting the numbers based on getting data from the shelter system, getting data from the hospital system. it's now they're adding to the system. i also would like to add -- because i too take verieer -- i do take very seriously any questions that i get from the board. i've spent many hours on the phone both to san mateo county and a.r.s., the company that does this. san mateo county, very similarly to the city and county of san francisco is doing instant managing. san mateo county is doing that every year in a very informal count that they do not publish,

so i believe the data that the county supervisor that you spoke to is -- is that data. i spoke to an official in san mateo because i'm concerned, how is it that they can have their point in time data done in april or may or june and confirm this fact? we are a data-driven department. we use driven analytics to figure out where we should spend our money. we are spending a tremendous amount of effort on this new system which is a national best practice. it has not been perfect, but it's been successfully rolling out, so i agree data is incredibly important. numbers should not be cooked, but i think that we have taken every step to ensure, number one, that we have excellent useable data, and that when we are being graded, if you will,

it is being done completely independently. city used to have city staff managing it. this was done completely independently by a completely reputable firm. but i believe numerous people in a.r.s. and san mateo county make me feel confident that we are on the right path, and the timing, whereas it's not desirable, it's certainly -- it's understandable and very, very similar to what my colleagues are experiencing around the country. >> supervisor peskin: all right. through the chair, i don't want to belabor the point, and i know supervisor haney wants to cycle into this meeting. how many r.f.q.s? >> we put out an r.f.q., and only one company replied.

i'm sorry, i haven't been to my office, but i will send you that as well as a.r.s.s contract. >> supervisor peskin: thank you for remembering my request from last evening. transparency, transparency, transparency. so we count much more complicated things called elections downstairs once or twice a year, and we get frustrated when ranked-choice voting takes three or four days. the fact that you cannot in real-time at least reveal the numbers -- so fine. you're out there, you know, processing additional data, doing other things in the jails. show us and the public the numbers in real-time. that should not be a heavy request. when it takes between january

and may or june, that just looks -- that looks bad to a supervisor, it looks bad to the public or your contractor whose voice mail is full, is hiding something. it is unacceptable. with that, i will let supervisor haney cycle in. i'm sorry i'm so incensed about this, but we voted 11-0 to allow a new department to be created, and mr. kozinski, this supervisor is going to hold you accountable. [applause] >> supervisor mandelman: no applause in the chamber. thank you, supervisor peskin. >> chair, if i could possibly respond to that. >> supervisor mandelman: yeah. >> so i will say it's incredibly disappointing to me that this is the conversation that we're having about the number one issue in the city

and county of san francisco. you know, there are unfortunately -- >> supervisor mandelman: so if you continue in that way, i'm quite confident supervisor peskin is going to come back in and respond. >> yes. i would just like to add that homelessness has been around for 40 years now. and unfortunately, this is a field of people who have become experts in this, and i will tell you i look around the country. i don't think we have the answers to everything else. i took the supervisor's comments seriously, and contacted people around the state. i know i'm nervous, and my thumbs are shaking, but if you give me some time, i can give you the data about how many homeless people there are in

the city, how many people are being addressed. this is one area where i think the city has done because i think it's important to do that, a tremendous amount of work. i'm flabbergasted based on best practices and the numbers that are done apart from us. and the fact that when i stop shake i can open up my phone and provide you real-time data on both our system and on individuals which again was not possible not that long ago and has been really and will continue to be a revolutionary -- you know, this doesn doesn't mean that we solve homelessness, but it's an important step for homelessness. instead of getting in 50 lines, you get in one line, and the person can tell them what to do

and where to go next. i'm sorry i took the time. i appreciate the opportunity to respond, and i will get back to you. i know my colleagues have a lot of questions andmen comments, i'll start with supervisor ronen. >> supervisor ronen: i want to thank my colleagues. and i want to say, mr. kozinski, you have an incredibly difficult job, and i know that you're balancing a lot on your plate. but i, too, have had a hard time with your department.

and even though opening up 1515 vanness was your original idea, when i worked with the owners of the site, lennar, and got them to say yes, i don't believe you would have opened up the center there if i wouldn't have gone to mohamad nuru and mayor lee directly and asked them to open that site because of the crisis on the streets. so i have to agree with my colleagues, supervisor peskin, that it's been very frustrating, the level of burea bureaucracy that we encounter the level of resistance that we experience on the streets. when you say in the last year, there's been 491 net new beds, less than 250 net new beds, that is frankly not responding to the level of crisis that we

have on the streets with the urgency that we need to have when we've all agreed that there is this crisis. to be told no every single time we propose a new site and then offer up an alternative and an alternative. when i bring up we have to deal with the r.v. crisis, it's incredibly frustrating. when you throw up your hands and say, we don't deal with mental health, and you need to go to d. ph and i say, i thought we created this one department. how can you say that mental health and homelessness should

not be interlinked and dealt with in the same department. and then, i go to d. ph, and they say sorry, the department of homelessness and supportive housing took all our beds that we have access to, what do you expect us to do? we're at our wit's end on this side of government. so i'm going to go and ask my questions, but i have to say, as frustrated as i was with mayor lee -- i'm sorry, mayor breed with prop c, because her excuse was she doesn't believe in the ability of her own departments to carry out and use that moneywisely, then we have a crisis in this city and we have to deal with those departments so we can timely

and effectively use the resources that we have to respond to the emergency that we have. we have to ask for this level of accountability. it is uncomfortable, but it is the truth, and we have there ae on the streets dieing that we have to fight for. you say you're opening up 800 more shelter beds. where are they going, and what is the timeline for all 800 beds? >> so our plan is to have 500 beds open by this summer and 500 more beds open by 2020. >> supervisor ronen: i want more detail. where are those beds going to go? >> we are exploring specific locations around the city, and i don't have information on

those sites at this time. >> supervisor mandelman: i'm going to interrupt for just a he second. so i know it is -- for just a second. i know it is challenging when someone is saying something that you vociferously opposed to. i'm glad folks are here, but it is against our rules to have applause or jeering or booing in the chamber. if people want to express their approval, i believe we do the hands thing, and if they are unhappy, we ask them to do the thumbs down. but this is not an inquisition of our staff, nor is it an opportunity to stir up -- this is not a rally, it's a hearing. so i would ask folks to try and

keep the level of quiet greater. >> supervisor ronen: thank you chair mandelman. so the reason that i'm asking for more detail, we have intense budget fights here. we put money in the budget last year for a transitional age youth navigation center that we all agreed was urgent. the crisis in the lgbt community for homeless youth is at a level that is obscene. so we all agreed it and it's i the budget, but there's still no navigation center. how is that possible? >> so the navigation center, we

need to be opening up navigation centers where they're needed. bulk of the tay population is in district five, so we have been working hard to find a site in district five. we are currently pursuing a number of sites. supervisor brown absolutely has been sending me ideas, and we have been running all of those ideas down. we are currently looking at a site that's tied up in a court battle location wise, court battle, and it could be a permanent site for t.a.y. it's just a challenge in san francisco given the cost and many other reasons to find a site in that district. we could probably find a location to open a t.a.y. navigation center somewhere else, but we're going to run into the problem of that is not where the site is needed. we appreciate your sense of

urgency but want to assure you we are chasing down all sites. yes, 1515 vanness was my idea, and i came to you for help. i appreciate your help, i could never have done that without you. i will say that supervisor brown has been just as fierce in identifying sites and has been supportive and really creative. she alluded to some of her ideas earlier, but that's the problem, we are having a hard time putting the site where it needs to be and have been told no by a lot of places that we've asked. we will make this happen, supervisor. this is a high priority. it is what our staff wake up every day thinking and caring about, myself included, but that one has been frustrated and complex. it's being funded in part through a federal grant that san francisco fought hard to get, and we are one of ten cities to get funding.

we have been, in the meantime because it's not okay not to address this, adding 500 slots for transition-aged youth in trying to help a population that have been traditionally underserved. we have been working hard on this every single day. the director of real estate in the city and county of san francisco has called me three times today. maybe it's good news, maybe it's another site, but it's something we're talking about on an ongoing basis. >> supervisor ronen: so if -- i -- if we can't find a site in an entire year to even start building it and opening up to deal with the crisis of transitional age youth, you know, that are on the streets, how do you not create an alternative plan? you see what i'm saying?

if it's a crisis, we do not accept no for an answer. we cannot accept no for an answer. we are going to go to another district. i have a hard time believing we could be find a site in district five. the mayor needs to tell her staff no is not an okay answer. we must open the site this year because there are kids dieing in the street. that's the kind of urgency that i'm looking for and that i'm not seeing from your department and that we as members of the board of supervisors have to get involved at this microlevel to demand because it has to happen faster and with more urgency. so again, i'm going to layoff, although i shouldn't -- i should take the rest of this hearing to go over each of these 500 beds and ask you where you're going to put them

and the timeline because that's my right to ask those questions and it's the public's right to know it. you're clearly speaking in very vague terms and i don't know why. i just don't have the face to trust you anymore that these are going to get open anymore because it hasn't happened. i think i might call on tuesday for a hearing where we ask for all 800 beds for a document with the timeline and the place that they're all going to go because it's seeming that we're having to provide that level of supervisor for the city departments to take the level of urgency and the level of action that we need to treat this crisis on par with where it's at. so i'm going to let you go for the moment, but i want you to know with those 800 beds, that the answers we're working on

500 by summer and another 300 by the end of the year is not going to cut it for me. we need more detail than that. i'm going to turn it over to my colleagues to ask more questions. >> supervisor mandelman: all right. thank you. supervisor walton? >> thank you, chair mandelman. so definitely have a few questions and a few statements. as we look at slide 14, and on slide 14, we talk about having 33 individuals on the hsac high priority list? >> so there's multiple different mechanisms and it's really funneled through the department of public health. these are individuals that are potentially having mental health needs or other needs

that are causing concerns either through city agencies or neighborhoods and have gotten multiple citations -- not official citations but multiple notifications about them. most of those go through hsac and then gets consolidated. >> supervisor walton: and then having 33 individuals on the high priority list. now what are we doing with these 33 individuals. >> so it's very dependant on each case, what are the needs of each case and it's a care coordination plan and what services they're willing to receive right now and how we could get them to a point where they get more care and get into our system. >> supervisor walton: and then, when we set the care plan,