>> the chamber and our partners strongly support the mayor touch effort to build new homeless shelters to help individuals and families get off the streets as quickly as possible. we are encouraged by the diversity of approaches that the mayor has been taking to address the shortage in different ways. creating alternative procedural procedures in expediting contracts and the appeals process. are creative -- they are creative solutions that will meet san francisco's needs sac to address the emergency shelter crisis as quickly as we can. we urge you to support both of these items. thank you. >> thank you. >> good afternoon. i'm with the lutheran social services and part of the human services network. we want to add our voices of

support for the critical nature of both of these proposals. we deal with every day with people living on the street. we see the agony, we see the agony only in the people living there, but with the folks we have been working with who warehoused and now every day are reminded how vulnerable they are even in their current situation of returning. it is a critical need and we really support and appreciate your efforts in making this happen. >> thank you. after, i have a few more speaker cards. come on up. >> good afternoon, supervisors. and executive director of the providence foundation that has operated shelters since 2,000. we currently operate three shelters and we are here to lend our support to the mayor's order to eliminate the crisis of homelessness. i'm sorry i did not fill out a card, but we were outside with

all the fire gels. thank you so much. we urge you to support this effort. thanks. >> thank you. >> hello, supervisors. i'm here to speak in favour of the two proposed ordinances. the crisis on our streets i think is, in many ways, primarily one of a lack of shelter, there are lots of other cities that have similarly sized homeless populations in san francisco where the crisis is not as severe, and not as visible because they provide people with shelter. san francisco provides about between 0.3 and zero-point for shelter beds per homeless person whereas a city like new york city, which has a unlearned number of homeless people per capita provides 1.1 or 1.2. anything that helps us produce more shelter beds and get more people off the street and inside

where they can receive services is good and really, really a necessary step. >> thank you. next speaker. >> good afternoon. my name is erica, i live in san francisco. i work for a nonprofit healthcare provider serving 30,000 californians and 10,000 very low income san franciscans annually through our primary care treatment and mental health services. more than half of clients and patients are experiencing homelessness. we support your support legislation to expedite siting and construction services of shelters throughout the city. as you know, our city has a fragmented system where each year hundreds of unstable he house people living with mental health and addiction disorders are released from hospitals without follow-up. according to the 2017 performance audit of d.b.h., almost 40% of people discharged from they psychiatric emergency services where without follow-up services, even when they were homeless, living with dual mental health and substance to

just -- addiction disorders. very often, we have no option but to do the same. that same year, we discharge 600 people from treatment into unstable and unsustainable living conditions, making it more difficult for people to maintain treatment gains or stay connected to ongoing services. there is a broad overlap between low income san franciscans with behavioural health needs and the nearly 7,000 people experiencing homelessness in the city. we appreciate the mayor and board of supervisors commitment to increase housing and save opportunities for people expensing homelessness in the city. in particular, beds for people coming out of residential treatment. we have had great success of this -- with this model as they are given help as an extension of services while accessing treatment on an outpatient basis clients would be back on the streets without these beds. with these ordinances, it would drastically improve how we serve the people living or barely living on our streets, and that begins with access to housing. this helps us move towards a system that helps us offer predictable housing and

healthcare including addiction and behavioural health services to approve the efficacy of care, otherwise work is done in vain. thank you. >> thank you, next speaker. >> afternoon, supervisors. my name is sam, i'm the the executive director of mission housing -- we are a nonprofit affordable housing developer. end of our current 1600 units, 500 of them are for formerly homeless individuals, i'm here today to express our support for both measures. i think the proof is in the pudding. you have a service after service provider helping right bills and install services that are here and they too supported. this is an opportunity for u.s. leaders of the city to take action and show that you want to lead us out of this crisis and i ask that you vote in favor of both measures. thank you. >> all right. are there any other members of the public for public comments

-- comment? seeing none, colleagues, the matter is in our hands. if there is no objection, we will send these -- go ahead. >> real quick, i wanted to ask for the record, i know you talked about that this would last -- can we talk about the five years or 30% reduction, and then you also, you said there was something legislatively that the members of the board could do as well. could you clarify that one more time? >> item number 6, the abdomen and planning code ordinance does have a sunset date of five years or 30% reduction in homelessness , whichever comes first until the end of the waiver. item number 5 focused on the building code, is a much shorter term legislation. it currently can be authorized up until january 1st, 2021. this ordinance also includes a

provision by which any member of the board of supervisors could bring an ordinance and it would need to pass by a majority vote to essentially disallow the expedited welding procedures for any specific sight. so there is a veto power and the board's hands to not permit -- to require the shelter to go through the traditional birding permit processes. >> that is an item number 5. >> correct. >> i just wanted to clarify. and it says, doesn't really say 30% reduction, or it gives the number? >> it gives the number that represents the 30% reduction. >> so the number we have today is what? >> our point in time count from january 2017 on any given night, we have 7,499 experiencing homelessness, and so we would base any reduction, or the measure of that reduction would be based on a subsequent count. >> i assume that is your 2017 counts because you still have

not released your 2018 county. >> correct. we do not have the date from the 2019 count. >> still, it boggles my mind that it takes so long in san mateo county and they get it two days after the actual count. >> it does take a long time. we have traditionally always released that data in the late spring, early summer consistent with where many of our neighboring jurisdictions released their data. >> supervisor haney? >> thank you. i have a few questions. so the first is that there would be some removal of the competitive bidding process, not just for shelters and navigation centers, but for all services that relate to homelessness. can you talk about what are some of the examples of that? i do imagine -- do you imagine

that that part of it will account for the projects, or are you expecting that this is mostly more directly about shelters and navigation centers? >> that is a great question. for clarification purposes, the provisions for public works are limited to the construction of safe centers and navigation centers, and then the provisions for the department of homelessness and supportive housing are certainly for the contracts to operate those programs, but also extend to the contracts to operate other homeless services that might not be site-specific, rapidly, housing, for example, is an example of where we will grow investments, and the ability to move those resources quickly has a direct impact on the length of time that people spend homeless, wanting to make sure that those type of contacts are also able to move quickly to be not just building the shelter, but also able to get folks into the housing that we also making available. in terms of the proportion, i'm not entirely sure.

gg from the department of homelessness can probably better speak to that. >> thank you. i'm deputy director of admin and finance for the department of homelessness and supportive housing. as she was saying, most of our services are housing or ongoing housing support, but we have a variety of services we provide in addition to temporary shelter and permanent supportive housing , including the mobile and ancillary services that support both the shelter and the permanent supportive housing, for example, we have arrangements for meals at all of the navigation centers, nonprofit run community, transportation, and our problem-solving grants and flexible subsidies because we want to really make sure that folks don't have to come to shelter or it may not require

permanent supportive housing in order to get their services that they need. it is a package of programs to enable the department to respond to the crisis as quickly, expeditiously as probable -- possible. >> what is a safe centre or safe centre, which is referenced in here, it is something, as far as i understand, we don't have any of those yet, and yet we are expediting the approval process, but it is a pilot that we don't know what it is. >> sure. it is basically taking the best practices that we've gathered from the navigation centers in terms of lower barriers to access, people could bring at the navigation centers, partners , their possessions, there is adequate storage, even their pet.

it is trying to take that navigation center model which is nationally recognized and successful, and scale it into a more cost-effective, larger facility, so it is really a rebranding as well as an expansion of the model that's worked successfully, but trying to expand it to a larger number of beds per shelter, as well as get some efficiencies across the shelter in terms of cost, or navigation centers. they are relatively small, and the price point per bed is much higher than our traditional shelters. we want to get that price point down, but we don't want to sacrifice the services, the enriched services, as well as the model that really helps folks that are resistant to coming into our shelters access that service. >> thank you. so basically it is a larger navigation center, but we

haven't tried it yet. we are intending to try it, so just to clarify on that, and one of my concerns is that we've had this navigation center model that we believe has been successful, it seems partly because of the size of it and because of the level of services and intensive support in the type of communities that we have been able to build. will services be reduced in a sense that if it's cheaper, that means that there is less social workers per person, or less councilors per person because there's more people there, because he economy has suggested to me it is maybe because there's less support to go around. is that not accurate? >> i would say that's not accurate. essentially, the navigation centers were piloted in or around 2015, it might have been

our first navigation center. since then, especially with the last three we have opened, we have learned a lot, we've also been more innovative about how we want to deliver services. so the sacrifice is not going to be on the service in richmond, but it may be how we deliver the services. for example, we may not have the same ratio of dedicated case managers on site, but a more mobile team, especially around some of the health intensive or case management intensive work, so some of our navigation centers, now, for example, or up to 128 beds. the department, through conversation with community providers really wants to limit these safe centers to about 250 beds, so we're not talking about a massive shelter. we are trying to scale it appropriately, and then the more innovative -- be more innovative

about how we deliver benefits navigation, services navigation, case service management and other health services. >> can you say if this ordinance were to pass, how it would impact the seawall project, the one that we currently have proposed? >> these ordinances are critical to opening this in a timely fashion both on the construction side and on the contracting side we are able to move that project along at the pace at which the community needs, certainly we know we have folks in that neighborhood our plan for that site relies on many of the provisions on many of the audiences to ensure that we are able to open it in a timely fashion. i don't think it should have a negative impact at all in terms

of the program design, but we are iterating and building each time with each new sites that we open and learning from the time before. i think we have a great foundation. h.s.h. has a great foundation of the program model that they will be moving forward, but this will allow us to do robust community process and the contracting to open the facility and a streamlined way that could otherwise take much longer, many more months would be added. >> what is the process that will be removed from that if we pass this, other than the bidding? >> there is a contracting side, then on the building code side, essentially what would happen is that the department would enter into an m.o.u. for m.o.u. and then the inspection processes as well. we would save time on the building permit component and go directly to the roundtable review signoff, inspection,

sign-up process. we're in the process of negotiating the m.o.u. between the departments that outlines exactly how each step will take in the process for the sign offs to be completed. >> okay. there's a piece of this where you changed the section around navigation centers. there's a description of what he navigation center is in the time limit on it and such which has taken out completely and replaced with a line about opening up navigation centers can you say -- i'm concerned that we have a model of navigation centers that is working, that has worked and then we have a future model that we haven't tried yet and then we are wiping the table here of some of the elements of the navigation center that has worked before we tried the new model. >> thank you for the question. there is a number of reasons for this change. and first we have request -- met

the requirement of the 2016 ordinance to open six navigation centers. we currently have those navigation centers up and running, additionally we have learned that my having such a short term use, the component of the navigation centers that this ordinance changes is just the two year provision, and we have learned that setting up and taking down navigation centers is incredibly costly, and we want to save resources on the construction and take down and be able to operate programs for longer while we continue to need the beds. two years is far -- two years is too short of a time to meet the need of the community. we want to be able to operate these navigation centers when they are on sights that will allow a longer term use. we want to be able to operate them longer. knowing that all sites are different and sometimes we will be in temporary facilities, we will have to work with that, but this will give the city more flexibility to use a site for a

longer period of time and save on those construction costs. >> okay. i have expressed this before to you all around this and i know the chair brought this up in terms of his desire to see navigation center in his district, and i know others would like one as well, i think that i would like some language added to the findings portion of this that makes that commitment and makes it clear that we have a goal to expand to other supervisor districts and two neighborhoods where we currently don't have navigation centers or safe centers. but i think that's really important. i don't think that will be a major change to this, but it is something that i would like to add for it comes forward to the full board.

>> so do you have language suggestions, or would you like to draft that language in the intervening week between now when he gets to the board? >> i would like to draft it. i have language here which it says that the city plans to expand upon the successful model this would be in section d. pag. >> that is the recital in regards to the 2016 action by the board. >> yes. at the end of that, at the end of section d., the city plans to

expand upon the successful model of shelter and service delivery with greater geographic diversity across the majority of supervisorial districts. >> i would take that as an amendment right now. it sounds like you have articulated it. is that okay with you? okay. without objection, we will take that amendment as written into the record, and you will provide that to the clerk. >> thank you. >> a couple questions, emily, hot teams, are they under dh or are they under d.p.h.? >> it is under h.s.h. >> got it. thank you for that. colleagues, if there is no objection, we will take the items, one amended, one not, and send them to the full board with a positive recommendation and we will do that without objection. we are adjourned..

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china in our chinatown you don't have to go far. >> small business is important to our neighborhood because if we really make a lot of people lives better more people get a job here not just a big firm. >> you don't have to go anywhere else we have pocketed of great neighborhoods haul have all have their own uniqueness. >> san francisco has to all >> the goal is simple. it's to raise women's voices. >> learn a little bit about what you should be thinking about in the future. >> we had own over 300 -- over 300 people who signed up for the one-on-one counseling today.

>> i think in the world of leading, people sometimes discount the ability to lead quietly and effectively. the assessor's office is a big one. there are 58 counties in the state of california and every single county has one elected assessor in the county. our job is to look at property taxes and make sure that we are fairly taxing every single property in san francisco. one of the big things that we do is as a result of our work, we bring in a lot of revenue, about 2.6 billion worth of revenue to the city. often, people will say, what do

you do with that money, and i like to share what we do with property taxes. for every dollar we collect in property taxes, about 68 cents of it goes to support public sstss, our police officers, our fire departments, our streets, our cleaning that happens in the city. but i think what most people don't know is 34 cents of the dollar goes to public education. so it goes to the state of california and in turn gets allocated back to our local school districts. so this is an incredibly important part of what we do in this office. it's an interesting place to be, i have to say. my colleagues across the state have been wonderful and have been very welcoming and share their knowledge with me. in my day-to-day life, i don't think about that role, being the only asian american assessor in the state, i just focus on being the best i can

be, representing my city very well, representing the county of san francisco well. by being the only asian american assessor, i think you have a job to try to lift up and bring as many people on board, as well. i hope by doing the best that you can as an individual, people will start to see that your assessor is your elected leaders, the people that are making important decisions can look like you, can be like you, can be from your background. i grew up with a family where most of my relatives, my aunties, my uncles, my parents, were immigrants to the united states. when my parents first came here, they came without any relatives or friends in the united states. they had very little money, and they didn't know how to speak english very well. they came to a place that was completely foreign, a place where they had absolutely nobody here to help them, and i can't imagine what that must have been like, how brave it was for them to take that step because they were doing this in order to create an opportunity

for their family. so my parents had odd jobs, my dad worked in the kitchens, my mom worked as a seamstress sewing. as we grew up, we eventually had a small business. i very much grew up in a family of immigrants, where we helped to translate. we went to the restaurant every weekend helping out, rolling egg rolls, eating egg rolls, and doing whatever we need to do to help the family out. it really was an experience growing up that helped me be the person that i am and viewing public service the way that i do. one of the events that really stuck with me when i was growing up was actually the rodney king riots. we lived in southern california at the time, and my parents had a restaurant in inglewood, california. i can remember smelling smoke, seeing ashes where we lived. it was incredibly scary because we didn't know if we were going

to lose that restaurant, if it was going to be burned down, if it was going to be damaged, and it was our entire livelihood. and i remember there were a lot of conversations at that time around what it was that government to do to create more opportunities or help people be more successful, and that stuck with me. it stuck with me because i remain believe government has a role, government has a responsibility to change the outcomes for communities, to create opportunities, to help people go to school, to help people open businesses and be successful. >> make sure to be safe, and of course to have fun. >> and then, i think as you continue to serve in government, you realize that those convictions and the persons that you are really help to inform you, and so long as you go back to your core, and you remember why you're doing what you're doing, you know, i think you can't go wrong. it's funny, because, you know, i never had thought i would do this. i became a supervisor first for the city under very unusual

circumstances, and i can remember one day, i'm shopping with friends and really not having a care in the world about politics or running for office or being in a public position, and the next day, i'm sworn in and serving on the board of supervisors. for many of us who are going through our public service, it's very interesting, i think, what people view as a leader. sometimes people say, well, maybe the person who is most outspoken, the person who yells the loudest or who speaks the loudest is going to be the best leader. and i think how i was raised, i like to listen first, and i like to try to figure outweighs to work with -- out ways to work with people to get things done. i hope that time goes on, you can see that you can have all sorts of different leaders whether at the top of city government or leading organizations or leading teams, that there are really different kinds of leadership styles that we should really foster because it makes us stronger as

organizations. >> take advantage of all the wonderful information that you have here, at the vendor booth, at our seminars and also the one-on-one counseling. >> i wouldn't be where i was if i didn't have very strong people who believed in me. and even at times when i didn't believe in my own abilities or my own skills, i had a lot of people who trusted and believed i either had the passion or skills to accomplish and do what i did. if there was one thing that i can tell young women, girls, who are thinking about and dreaming about the things they want to be, whether it's being a doctor or being in politics, running an organization, being in business, whatever it is, i think it's really to just trust yourself and believe that who you are is enough, that you are enough to make it work and to make things successful.

. >> my name is dave, and i play defense. >> my name is mustafa, and i am a midfielder, but right now, i

am trying to play as a goalkeeper, because they need a goalkeeper. >> soccer u.s.a. is a nonprofessional organization. we use sports, soccer in particular to engage communities that can benefit from quality programs in order to lift people up, helping to regain a sense of control in one's life. >> the san francisco recreation and park department and street soccer u.s.a. have been partners now for nearly a decade. street soccer shares our mission in using sport as a vehicle for youth development and for reaching people of all ages. rec and park has a team. >> i'm been playing soccer all my life. soccer is my life. >> i played in the streets when i was a kid. and i loved soccer back home. i joined street soccer here.

it was the best club to join. it helps me out. >> the tenderloin soccer club started in the summer of 2016. we put one of our mini soccer pitches in one of our facilities there. the kids who kpriez the club team came out to utilize that space, and it was beautiful because they used it as an opportunity to express themselves in a place where they were free to do so, and it was a safe space, in a neighborhood that really isn't the most hospitalable to youth -- hospitable to youth playing in the streets. >> one day, i saw the coach and my friends because they went there to join the team before me. so i went up to the coach and asked, and they said oh, i've got a soccer team, and i joined, and they said yeah, it

was he for everybody, and i joined, and it was the best experience ever. >> a lot of our programs, the kids are in the process of achieving citizenship. it's a pretty lengthy process. >> here, i am the only one with my dad. we were in the housing program, and we are trying to find housing. my sister, she's in my country, so i realize that i have a lot of opportunities here for getting good education to help her, you know? yeah. that's the -- one of the most important things that challenge me. >> my dad was over here, making some money because there was not a lot of jobs back home. i came here, finish elementary in san francisco. after that, i used to go back

to my country, go to yemen, my country, and then back here. last time i went back was a couple years ago. >> i came here six months, i know nobody. now i have the team has a family, the coaches. amazing. >> i'm hoping for lifelong friendships, and i'm super inspired by what they've been able to achieve and want to continue to grow alongside them. >> i love my family, i love my team. they're just like a family. it's really nice. >> street soccer just received a five year grant from the department of children, youth and family, and this is an important inreflection point for street soccer u.s.a. because their work in our most important communities is now known beyond just san francisco recreation and park department, and together, we're going to continue to work with our city's most vulnerable kids and

teach them to love the beautiful game. >> i want to tell everybody back home, i hope you all make it over here and join teams like this like street soccer u.s.a., and live your life. get a better life. >> right away, just be patient, and then, everything will be okay.

>> good morning. oh, my gosh. this is not only an auspicious occasion, it is truly joyful. it is my tremendous pleasure and honor to ask you to give a warm welcome to our mayor, london breed. you've got it. [applause] >> the hon. london breed: all righty, huh? we're getting started, but today is really a very happy occasion. i am so really honored to be here to celebrate the