the community centers. in march, we had indicated we might go to for a sale in the fall, but it didn't look like that was going to work out in terms of other measures, so we're pushing to the last quarter of 2019. there is slight increases in expenditures, about 2% at zuckerberg, but at the clinics, there is about 16% jump, primarily because we had maxine hall health center with a bid that came within budget. that is why it's jumping from 20% in march to 36% currently. i hope you can see some of this detail. sorry. i was going to do --

[laughter] -- 11 by 17 and my printer got crazy. but let me tell you about the framework that we have here. and what i'd like to do is have terry salts from zuckerberg and talk about how the team has been able to navigate a lot of risk on the project. this represents bringing both programs at zuckerberg and the clinics into black in terms of budget balancing. so on the chart, what we did, we broke the projects so that you could see basically most of the money that zuckerberg is going into clinical. that's the bulk of the money. then as you move down, we have categories for infrastructure, seismic, et cetera. so you can see where the variations are happening. oops sorry. so the first project that was

the original budget with little or no detail that went into the 2016 bond. the forecast second column project tells us where we're at today with all the available information. and then the four variation column tells us how we varied. so i'll just touch on this, because i think terry can give it more detail. in the terms of the clinical, what we didn't anticipate were like 200 enabling projects of moving people back and forth to get access to columns for seismic strengthening, other areas. so those projects had to be complete before we come in to do dialysis, public health lab, et cetera, so we're constantly moving around in a very complex building that is open 24 hours a day, 365. almost similar, but on a huge scale, to grant when we did

h.i.v. bridge at 25 van ness, but that was a lot easier than building 5. so we also, the team assessed the risk level which is the column to the left of the comments. we went medium, low, high. so if there is low risk level, that means we already completed the project or we're in construction. likewise, if we're still in design or we haven't had a permit, the risk could get higher. i'll terry talk about that. this is how we're balancing. we had a grant -- or no, a donation from zuckerberg. so we put all the monies together to balance the project.

we're kind of doing the same thing here, the same strategy. so these nine elements are things that we bring to the table. there is a program contingency of $5 million. there is a grant that cathy jung was successful in getting for castro mission. there is interest earnings on the bond we're calculating and so on and so forth. so some of those assumptions are very conservative, so we know we could get some funding from san francisco general hospital. dr. susan irwin is working on that, but i included it as a zero for now. there are other things in here where we don't have a firm grip on how much money is coming in, so we just put a zero out. totalling out, though, these nine sources give us an additional $20 million. and then we're committing about

14.6 of that to balance both the clinics and zuckerberg. and that gives us $5.4 million going into the future. let me just go to the -- if you notice on zuckerberg, that we actually balanced most of the issues within the projects. however, when we get to the clinics, we had to bring in additional money we had applications in for state money. i mentioned the fema grants. we're bringing all those sources to also balance here. primary drivers, why they're going over here is originally we had -- we didn't have evidence that both castro mission and

maxine hall had horrible seismic vulnerabilities, so those two aspects along with the historical nature of how city planning was treating the buildings, those costs rose because of those two elements. i want to go back to, if i could -- terry, do you want to talk about how you navigated risk. >> good afternoon, commissioners. capital programs. terry salts. mark did a good presentation about the high, low, medium. as we progressed further down the road of the project, the risks get lower and lower. every once in a while we sit down, go through the project and forecast how we feel the risk is. one of the biggest ones you see, is seismic. so i'm going to focus on seismic. i'm going to give you a couple of examples how we were able to mitigate some risk, but we have more out there.

we have $7 million built into the risks. there was several areas of risk that we were looking at. we know that the pharmacy was going to be a tremendous impact to operations. we knew that the clinical labs, the impact of clinical labs was going to be large because the big open space is hard to confine it and contain it to the work and not disturb operations. the dental and oral surgery section, big open space, too. it doesn't have walls to segment the work. so that is going to be impact to operations. another one, we're going to be cutting down between the outpatient wing and the main hospital, expanding the expansion joint from six inches to 22 inches and that is going to disrupt operations. it's going to basically, like i said, like a seven layer cake, down the side there. that is to prevent the buildings

from bumping into each other on the upper levels. all of this has impact that wasn't taken into account when the engineers were dividing the project, but we're fortunate now to have a strong team. we have a structural engineer assigned to the internal -- it's actually joint dpw, d.p.h. team. project engineer, resident engineer, project coordinators. we have a tight team right now that is peeling this onion and discovering things within the project. and it's either confirming assumptions, or debunking them. we are doing, as you may recall, previously we explained we were doing phase one as a mockup or lessons learned. it's a smaller scope, just the south side of the building. for two reasons, to get the lessoned learned and out of the way of the projects coming.

you'll see we started the work this past quarter. and we've learned a lot actually. we learned that the exterior work to the building is not as terrible as anticipated. that we can actually get it done in a faster time. so that's really adjusted our ability to kind of gauge some of the impacted areas. for instance, our fear about the dental and oral surgery area, where we thought we would have to impact operations greatly. it turns out from our lessons learned, we can get the work done in the two-week period they schedule off. so we can schedule that and not have any impact to operations. that's a major win. the other win is pharmacy. if i had come to you three weeks ago, i would have told you we have to build a whole new pharmacy to produce the project, because the work is so invasive, the way it was outlined by the structural engineers, it was cutting across the entire

pharmacy. so we had in there about $4 million of risk, because we thought we had a pharmacy to build. not only in money, but also probably 2-3 years in design time and build-out of a new pharmacy. since then, we've -- we went back to our structural engineers, not once, not twice, but three, four times, and finally came to an understanding, that, yes, it's going to be more design and it's going back again, but the $70,000 it's going to take to do that is mitigated by the $4 million we're facing to build a pharmacy. so we went back and we think we have a solution that is go back to osh pod, but we think we mitigated that risk to the pharmacy. basically we're going down instead of across. those are two examples how we're mitigating risk to the project.

as we peel back the skin of the projects, we'll discover more. so... -- which leads me into the accomplishments page. so page 10. accomplishments. you can see that we started the seismic work that i just explained and talked about. we took out sun shades. we exposed columns. we grouted and we prepared the columns for fiber wrap. and in june, we'll be applying the fiber wrap to the columns. we have submitted to osh pod, we've submitted i.t. infrastructure and we submitted a back check, so we're already a second round on the infrastructure. that's going to provide for a whole new network of structure

in the building. we've advanced the c and gc contractor. and we have a short list of contractors. and the -- as i said before, the seismic retrofit is moving along. there is pictures there of what is going on. and the inventory care. we had three different community meetings, castro mission, maxine hall, and health center had meetings in the past quarter. we had three submittals to dbi for design documents. we had one permit approved for maxine hall. actually, it's for -- yes, it's for maxine hall, we issued notice to proceed. i think mark alluded to the contract, the uptick in the budget because we awarded that

contract. and that's what i have for accomplishments for both ambulatory care and zuckerberg. i'll pass this on to joe to talk about milestones in the future. >> thank you, terry. good afternoon, commissioners. joe chin, san francisco public works program manager for the 2016 health and safety bond program. i'll focus on two topics. upcoming milestones activities, as well as the overall view of the program schedule. let me first go through the upcoming activities. overall, on the building, five components, we are tracking 19 core projects and of the 19, we're working on 15 of them. so when they say 15, the projects are in various phases of the life cycle. either completed or in construction or in the early phase of program design. with that said, let me give you

an overview of some of the construction projects in construction -- projects in construction right now. we're kind of in the process of wrapping up the work, we're 80% complete and we're on target to finish the work by end of july. so there are photos up there that shows kind of the current status of the project. rehabilitation department, relocation. that's about 35% construction completed. the contractors focus on finishing up the framing. that's about 85% complete. and then just continue with the m.e.p. installations in 3p and 3g. and one key work here that we're doing to minimize impact to the operations, is working in the kitchen. we're working with the facility staff to ensure that the kitchen is not impacted and a lot of the work is being done at nighttime

and it's broken up into five phases. let me just quickly on the seismic retree fit. i want -- retrofit. this shows the before and after picture. this is a picture of what we've been calling the removal of the contract sun shade. so above, it's a little piece of horizontal. it's the concrete above. as we remove it, it's gone. you don't see it visually, but that is a major impact on the seismic performance of the building. another scope of work that we're going to be -- the project will proceed next, is one we keep calling concrete -- or the column strengthening. on the middle of the slide is the column. what you see in gray is the existing column. what we're doing is the area

that is highlighted in yellow. that's what we're doing, adding reinforcing steel and making the column larger and stronger. that's putting into perspective what we're facing with and the efforts in making that happen within the occupied facility. so other than that, i won't spend too much time on the 10 projects that are in design and programming. i can answer any questions you may have later on. just moving onto southeast health center. this project, the team is focused on moving the project from design into construction, which is currently on target for starting at the end of this calendar year. november, december. 2019. we've already submitted the drawings to dbi, so that will initiate the plan review process with dbi. ongoing focus on continuing our community outreach to make sure the community stakeholders are aware of the project as we're getting closer to start of

construction. and then on the community health center component, there is two projects that we've been tracking what i call comprehensive scope. it includes the seismic retrofit of both clinics as well as a substantial interior renovation of the two buildings. the maxine health centre, we've been awarded the contract, we're just in the process of selecting the n.t.p. date and the supersede date for the start of construction. some of the hurdles, or challenges we're facing is better align the construction start date with the alignment with epic implementation, because we know the go-live date is august 3rd. and pretty much that day is holding and we need to work around that date. the other effort is getting the temporary trailer in place -- our temporary clinic, which is trailers and those are the two

sites that have been selected. as well as a temporary office for the west side clinic in front of the building itself. in the castro mission, we're in the process of being submitted the drawings to dbi to initiate the plan review and likewise, we're trying to find the right time to start construction and most likely will be after the august 3 date of go-live for epic. and then the next three slides are the overall, you've seen this before. this is what we've been showing and hopefully it's a fairly simple graphical representation of the schedules. i won't go into the details, but i wanted to point out for zuckerberg building 5, there hasn't been much significant change in the schedule. so i think the dates and the graphic will speak for itself. i do want to point out that we

did have one extra project added, which is the poison control office and that project is now being added as part of the phase 2 of the space. so we'll have a better schedule for the next presentation. and then other than that, the last slide is scheduled updates on the community health center, ambulatory, community health centers. these are the same dates i had talked about previously, so i won't go into much detail unless there are questions later. with that said, that concludes my presentation. let me at this point turn back to mr. primeau. >> so actually i'd like to ask, commissioners, would you like to hear the u.c.s.f. building before you ask questions or would you like to break it up?

go forward? go for it. michael, associate chancellor could not be here to give the presentation, but his chief, project manager, alan owens -- ellen owens will give that presentation. ellen? >> for the record, this is item 9. good afternoon, commissioners. thank you for the opportunity to present the ucsf research and academic building at zuckerberg update to you. i believe you may i have seen

this slide before. this is a site plan. it shows that the building will be located in the southwest corner of the zuckerberg san francisco general campus along 23rd street and vermont. this slide shows a schedule. last fall, we selected and procured our design build team made up of the bold company and the architect, the skidmore company and merrill. we're in the middle of design right now and we'll be finishing design and permits with an eye toward starting construction in early 2020. we plan to finish the roadway portion of construction by the end of 2020. and the building construction will go until the summer of 2022. and then we will move into the building. we have recently been engaged in

community engagement and approvals. in march, we had -- we participated in the quarterly community meeting with other city agencies at zuckerberg san francisco general in building 5. on march 28th, we had orientation meeting with dr. grant colfax to present the project to him. on may 14, we had an informational presentation with the boosters design group. and they were pleased with the project. and on may 20, we presented to the san francisco arts commission for an approval for the exterior design of the building. today, june 4, we're here at the health commission committee. we will not be going to the san francisco historic preservation design committee tomorrow. they actually cancelled the june 5 meeting. it appears we'll be on the july 17 agenda.

and we will be presenting to them as well, because of the historic nature of the campus and the responsibility our project and building has for fitting into that area. we will also be making an informational presentation to another local community group. and we will be having another quarterly community meeting with the u.s. f.g. -- zsfg. the approval happens in september as is shown here on the slide. this slide shows the first floor of the building. and what we're showing here is that the major entrances are on the northwest corner by the

turnaround. so across from building 5 and caddie corner from the new hospital building. the area in yellow is the lobby and the most public part of the building. the red areas are the patient research centre. it's part of the clinical research, if patients participate, they'll come in and having meetings and maybe have exams. this won't be clinical work, but it will research work and it's where we'll engage in the research. the green area in the south is the educational area. there is large conference room. surgical training. bio mechanical testing. as we get toward the east end of the building which is buried in the hill -- if you're familiar with the site -- there is a slope that goes up to the northeast and up to that top right corner.

and we'll have storage and building services in that area. there will be a green area between the face of the building and the historic wall and fence along 23rd street which we are preserving. this is a 3d rendering of the building. and besides using materials that sit in historically, there will be glazing and we'll be using terra cotta and masonry. you see they have an h or u-shape. we have a three-part building like the other buildings. to the west and facing the drive

aisle that enters the building is the lobby and what we're calling town centre. that's the area on each floor where people gather to get coffee, activities. the center of the building which you see that has the vertical orientation is where the work stations and labs would be. and to the right -- or to the east is where we have the back of house activities in the most private activities. and this is a rendering from across the street, probably about where the parking garage is. and you can see that this west public end is more translucent. it will have more glazing. and then the work areas have the terra cotta and masonry. i'm open to take questions. >> public comment.

>> i have not received public comment. >> commission? >> commissioner chow: i don't have comments about ucsf, but it's nice to see it's going to start earlier than perhaps anticipated. maybe this was probably the schedule, but we always anticipate something delayed, so that's very nice. and so this public entrance. i was just trying to clarify. that's just as you're going off the street then? you're not going up into the circle of the hospital, right? >> the building doesn't extend

that far into the circle, but the drop-off area could be utilized and what i did not focus on -- and i'll go back to it because i should have -- i think the slide shows it best. to the north is a new road. right now the turnaround does not connect to vermont street. we're building to the north of this building and the south of building 5 a road that will connect the turnaround to vermont. so there will be more circulation through the site and out. >> commissioner chow: okay. thank you. my other question is actually in regards to the schedules for the other two buildings, i mean for the clinics and for zuckerberg, it appears we're on schedule as had been -- in general -- as had

been the baseline, is that an accurate reading of the chart? >> thank you for the question, commissioner. yes, in general, we are on schedule. obviously for working in the old building we have encountered numerous unforeseen conditions, whether it's design-side or just finding things that we would not anticipate finding during design. so we've worked with the contractor to mitigate that. when there is a change that is warranted based on what is in the bid document, we are working with the contractor. [please stand by]

>> each of those five or six things i mentioned, we will work through them. we have two positive outcomes so far. we are looking for others to reduce the risk and deliver the project on time and on budget. and i thought, i'm interested

how our other commissioners feel that the way that the budget is being displayed is really quite helpful, and where the additional funding is coming from, as i assume that -- and i assume that the project budget itself doesn't actually show whether or not you are on the targets that you wanted, and that is probably more a question regarding the project budget pages, and is this about what you were expecting in terms of the process of recovery, and i know that you forecasted this -- >> i believe that our expenditures are -- we were a little bit light on our expenditures. would you agree? >> yes. >> we expected there to be 60%

or 70% span, but because of the thing that we encountered, enabling projects, some of the seismic issues that drove those projects, we are spending less because we can't get them to construction, and i went over the last two reports and we saw huge spike in the money expended because we will get more projects under construction. >> you indicated there was a complication of moving everyone from one place to another and then back to wherever they belong. do you anticipate that even know now you are drawing that there are no delays in the project, you have worked out this part of it so that we wouldn't anticipate too many. it is a process in the making. we have a lot to figure out, we have a lot of negotiations to

make with each operational area. we will do our best to stay on target. that is our intention. there is a lot of hurdles that we came across and we are learning more about them as we go through them. >> that is the next quarterly report. >> absolutely. you will be hearing more about this. >> thank you. >> thank you. this is so interesting and intricate. i was curious to know how often you reforecast project costs, you probably already told us that, but i was wondering if you could refresh us. also, some of the things you just spoke about, the seismic upgrades, for example, it is a small some relative to the whole project, the clinical improvements are much larger. can you give us context, in other words, the increase in clinical improvements is a lot worse than 20% on the seismic, in other words, are there areas of vulnerability where you can

even project costs, and the bigger bucket items? >> on the clinical side, a lot of it is what terry and i have been talking about. no one anticipated all the things that had to have been in the sequence before we could get all these new things into a building that is 50 years old or older, so on the seismic peace, i believe, because of the way we are doing it on the southside first, we are taking all the lessons learned that we encountered there, and we will apply them as we go around the building. i am sure you guys have seen the congestion. they took the entire corridor all the way down to lombard, ended encountered and it encountered so many difficulties and utilities issues, that they actually stopped the job, it was twice as long as it should have been in the first place.

we're doing it this way so we can apply the intelligence that we learn on the south south side to the other elevations. >> do you feel you have accounted for -- these issues were unforeseen previously and the projected costs. >> i think so, they will get adjusted. to be completely transparent, all these numbers will change. little things affect them up and down, and i think the key is to get these projects into construction in a bidding climate where we have five or seven bidders where we can force -- use competitions to force costs down. i think the theme is looking at things in a smart way. for example, the pharmacy is dodging a four and a half million dollar problem and doing it for 70,000 just by pushing three times that in engineers to come up with a creative solution would you agree?

>> i wholeheartedly agree. there was a long discussion along -- around canopies for people who are vulnerable to weather conditions coming in for their care.

it is important to build communities and build relationships that we care for so it is not just about the healthcare, but helping shape the fabric and structure, the architecture of the community as well. it really has been great to see that. i want to acknowledge mark and terry and jones on the contributions and support in this, and others. you some 90 different projects under this one piece. it is an amazing amount of detail to keep track of to keep it on time and keep it on budget thank you all. >> thank you, gentlemen. >> commissioners, item ten is other business. >> commissioners? >> i will note that the august 20th meeting in chinatown world be at the ymca and it will begin at 5:00 p.m. due to the room availability.

i will e-mail that all out to you all. we can move on to item 11 wishes report back from the may 31st -- may 31st meeting. >> yes. as you know, our may 28th meeting was not able to be held because we did not achieve the ability to actually opened the meeting, and so the committee met on may 31st to do the closed session work, which was principally looking at the credentials report. we are pleased to say that we completed that without disruption. >> now we will adjourn. >> motion to adjourn? >> so moved. >> second. >> all those in favor? >> aye. >> thank you.

>> good morning, everyone. you guys should be excited. good morning. thank you. i serve as the director of public works in the city and

county of san francisco. on behalf of public works, we are very excited because we are going to be a tenant in this new building 49 south vanness. how about a big hand for that. [applause.] i am also excited to be here to celebrate a major construction milestone. today is very, very exciting not just for public works but for the other nine city departments that will be relocated into this state-of-the-arts building upon its completion. at the end of our ceremony, we will raise the final steel beam into place to complete the structural framing of this new 430,000 square foot building. 430,000 square foot building. how about a big hand for that.

[applause.] it will house approximately 1-800-cit1800city staff to movet summer. this gives us a good reason to celebrate. i want to thank all of those forgetting us here today. thank you builders, the prime contractors. let's give them a big hand. the development firm and the architects worked on many projects. let's give them a big hand. public works takes great pride in the public private partnerships such as this one as they help bring the city's

vision for a modern advanced san francisco to life. i also want to give a special shout out to the project management team. let's give them a big hand. [cheers and applause.] all of this work would not happen, however, without the leadership from our elected officials who allow for capital infrastructure projects to be approved and implemented. with that said i have the pleasure of introducing our mayor london breed to say a few words about this project. welcome, mayor breed. >> thank you. you know, as someone who grew up in the city and someone who has had to get permits and get permits specifically for festivals and community events, it was often times frustrating works through did bureaucracy.

one minute it is the planning department in this building then to city hall, then down the street somewhere that you couldn't find, and the fact is this building what is so amazing. we are bringing 10 city agencies together in one building with a central permitting system that would make it easier to do construction projects, would make it easier for entertainment, easier for events and all of the things we do in san francisco that make san francisco such a great city. it is about making bureaucracy more efficient. that is what this building is about. i know people don't get excited around efficiency, but i do. because i know you all remember when it was taking us 18 months to build one accessory dwelling

unit and putting out an executive directive to bring in the fire department and planning and building department to work together. we completely reduced the time. now it takes up to six months. streamlining the process is critical to building more housing and making sure the festivals and events and nightlife that we are so excited to have in our city continues without delay because san francisco as we know is a special place, but we only work when we work more efficiently together. i am excited, and i know those over 1800 employees are excited to have new bathrooms and shower and places to park bicycles and the other great things we are adding to new buildings. i want to thank everyone who is building this place and the work

you are doing to get this building built on time and hopefully on budget. you know that is important to us. more importantly, how this is going to be one of the projects that really changes how we do business in san francisco. no longer will you have people going on line to those different places where they complain about the process and what they have to do to get a permit. what i want to see them going on line to say is, wow, the city makes it easier. they have a new permitting process to get permit online and it doesn't take that long. that is what this place is about. i want to thank all of you for being here today. i also would like to acknowledge which i think is absolutely incredible that we will have an on site child care at this location as well so that families who work for our city in those various departments have a place to take their children.

this budget that i just announced last week also including $7.7 million to digital the city permitter and create an electronic review process. san francisco is the technicaltal of the world but our city is a little behind schedule. we have to make the right investments to get to a better place. this is making bureaucracy more efficient. i want to thank all of you who have played a critical role in doing that. probably the only member of the board of supervisors who cares about efficiency the way that i do is my former colleague on the board who is supervisor for district 6. i want to ask supervisor aaron peskin to say a few brief words.

>> supervisor peskin: thank you, mayor breed. i am the supervisor representing the northeast corner of the city, but i share with mayor breed the desire to have a one stopper hitting shop for everything in san francisco, and this floor print of almost an acre, 40,000 square feet, is precisely the right way to do it whether it is integrating planning and building and health and fire. this is going to be a huge step forward for the city and county of san francisco. thank you to related, thank you to public works. i cannot wait for it to be finished. [applause.] >> it is not easy to get projects done in our city. the person who is a leader to make sure we put forward the responsible policies and

budgeting practices to allow an opportunity like this and recognizing we need to make the city more efficient and provide facilities that are safe and energy efficient is really the leader, one of the leaders of the city, our city administrator, naomi kelly. >> good morning. i have to say i am so honored to be here today. i want to thank mayor breed, supervisor peskin. they were with us in the beginning. we had to go to them to help with financing. part of that was selling off three city buildings to get into this one beautiful building that will have a one stopper mitt center. part -- permit center. why they supported us to open a restaurant you need 20 permits from 13 different city locations all over the city, not just one

spot. if we get a one stopper mitt ste permitting that is how we kick started this. i promised we are not just about brick and mortar co-location. we need to streamline that process to make the permitting process more customer friendly through digital. i want to thank the mayor and board through funding those opportunities. in this building is the department of public works, building inspections, city planning, environmental services. in the one stopper mitter shop in addition to those major departments it will include the fire department, public utilities, office of small business, entertainment commission and we are looking at

other satellite departments to touch the building in here, m.t.a., office of cannabis, disability. police, board of appeals and tax collector. that is all important. as the mayor talked about a.d.u. pilot and trying to streamline that process, let me drilling down what our team is looking at. as we currently before if you were an a.d.u. permit resident you needed five different departments, answer 516 questions and navigate multiple applications and forms, as we looked at that we want to unduplicate questions we are asking over and over. we needed 289 questions. we could stop asking the same question 227 times. that is what we are looking for. one clap is good government.

that is the bureaucracy mayor breed and supervisor peskin wanted eliminated. then we will make it digital. i am excited to be here today. thank you tom, john, stephanie and all of those and ken leading this out of my office and melissa white house. you have all been fabulous to make sure we are not thinking about this as brick and mortar but streamlining the process. thank you. next up our partner in the begins, matt woody is instrumental to make sure he works with us every step of the way. he works on many projects. this is one that is near and dear to my house. up next matt woody from related california. [applause.] >> thank you, mayor breed, city

administrator kelly, director, i am matt woody. we are overseeing the development of this unusual project. in the city like san francisco that is so land constrained, it is rare to find a 2.5-acre site, much less acquire it in the heart of the city close to public transportation and co-develop it. that is the reason we are here to celebrate. i would like to recognize the vision and leadership of our former mayor ed lee. many years ago as city administrator mayor lee began creating the one stopper mitt center to simplify the process. this including the food truck to a project like this, everything you need approval for in san francisco. this is less than a year away from realizing his vision.

later on, as mayor, he was instrumental in acquiring this site from goodwill industries in 2014. this is the type of thing we look to do. it is something we are going to be proud of it a year from now when it opens. i would like to recognize the people you have heard about from the supervisor and mayor. chief among them is john updike, josh keene, john ram, jeff jocelyne and dan snider from planning. edgar lopez at public works and charles sullivan from the city attorney's office who work with us to get us to this point. related has been partnering with the city and working in san francisco for over 30 years on

large projects of this type. innovative public private partnership is the type of challenge world class developments we work to do. 49 south vanness fillings the need to consolidate the city to one place as you have heard. by designing abconstructing both buildings at the same time we had the unique opportunity to plan and consider the needs for both buildings. i would like to kill out som and their team who work with us and the city to get these two buildings less than 200 feet apart to look as compatible as we can agree they do. the results of 1.3 million square folk and two magnificent buildings to bring 1800 city

employees and apartment complex is unique in san francisco. this mixed use is proof of what san francisco can accomplish when we work together with optimism. thank you very much. >> let's hear from the team on the ground getting this building done. come on up. >> thank you for introducing me. i am joe mckeown. i have the honor to stand up with this great group of speakers. i hope i can live up to their charm and wit. welcome. this is a place of pride for all of the workers. this is our daily life and family. we are here to work together to build this great building for the city and county of san francisco. we appreciate related california and the city and county of san francisco to build this building

that will live on for the next 100 years to serve the city and county of san francisco. a special thanks to the teams that show up every day and work hard building this building. [applause.] it is the skilled trades men and women behind me today that have worked over 260,000 hours on this building. they excavated 92,000 cubic yards ofvillsoil. today will hang the last beam of 2200-tons of -- 2300-tons of structural iron. i am proud to represent this team and i would like to ask you to join me in a great round of applause for the men and women

behind me who are the heart and soul of this project. thank you. [applause.] >> thank you. now, mayor, we will go sign the beam and we can get our signatures and it makes the journey to the 16th floor to complete the structural work, and next summer this building will be occupied with the city agencies you heard and the one stop to get anything you want done in the city. come in the door and someone will take care of you, right melissa? thank you. thank you.

>> good mni