allocated budget for the whole i.t. project which i think was over a 10-year program so now that we've got this will done, just like following bond issues we should follow how well we're doing. >> having a look at cost and projection over the life of the contract. >> i just wanted to join my colleague thanking you. you've been a fixture here since i joined the commissioner and it's been a ride. i'm getting goose bumps thinking about august 3rd coming up and while our next commissioner meeting is too early to get up dates. thank you for everything. we really loved having you and welcome to jeff and jeff to join the team. thank you for everything. >> thank you so much. >> it's been great hearing for you regularly as we prepare for

this. >> even though you may not be prepared to give us a report on august, just tell us we're live. [laughter] we can do that. >> i just wanted to add to that question about each worked for the office of health in order to develop their own dash boards and epic. these are standards reports so they got to define one of the key metrics clinical and operational that they want to see and they'll be able to produce out of this multi-million dollar project that we've put forward. those have already been established and they'll be going as time goes by and readily available to report. >> thank you. i just really want to acknowledge her leadership and her perseverance and her courage moving things forward and also to acknowledge that she had a little bit to do with attracting

our new talent. so i just really want to acknowledge that. as someone that came into this department with this huge epic piece, she really educated me in a way that was extremely helpful and i'm really excited she's going to continue to work with a team to ensure that there's success and she has not only passion for this and deep commitment but just unwavering belief this is the right thing to do and the inparticular rit e shows is inspiring to me. >> commissioner grown. >> thank you, next item. >> item 10 is the san francisco public-health emergency preparedness and response annual update. >> dr. gurly. >> good afternoon. i'm just going to make a couple of opening comments before

dr. gurly speaks. good afternoon commissioners. director of health. i've been with the health department since 1996 and after 211 it was our introduction to this world of disaster preparedness. we were focusing on terrorism and bio terrorism and in 2003 we deal with sars and in 2009 it was h1n1 pandemic. having been here this long, nothing has been like it's been the last couple of years. i'm going to share a couple of comments. a couple things that i've realls that we've learned is we prepare for the big events by practicing on the small events. and the small events are not just things that involve just a few people but it's just involved a small team of people working on things that are big. you are going to see that in a second with dr. gurly when she

talks about climate change and extreme weather which is the other big thing happening now. and the third thing that goes along with extreme weather is really that we learn a lot about not just human physical'ology and physical infrastructure and how important it is to make sure the physical infrastructure is there not only to take care of the community but also to take care of our workers so when our workers are working own heat or air quality it's a challenge to be working on that while we are actually having to work in conditions when they get too hot or the air quality is not as good. dr. gurly has a lot of experience and expertise in disaster response, not just locally but globally. and so, she's going to give you an update and she's taking over this new world of disaster preparedness and response and

i'm excited to have her as part of our team. >> thank you for the kind words. good afternoon. directoi'll be talking today abk that's been done by what i can say is a highly dedicated group of individuals. i'm having trouble with my -- >> go over to view and it should say full slowe slide show. got it. so, not only is winona a hard act to follow, but i would say a lot of the work i'm going to present here builds on an amazing foundation built by deputy director baba who was in this position before me. as you may be aware,

public-health emergency preparedness and response lives in the population of health division. it is a branch that's responsible for public-health emergency preparedness and response not just for d.p.h. but for all of san francisco. today, we'll talk about how our acronym and one of the word things about disaster work is there's an acronym for everything. it's even worse than medicine. if i mention one without saying the full words, please don't hesitate to ask me about it. we are known as fepr. so i'll talk about how fepr works with the city's emergency response activities. i'll talk about how our work is a really important balance of proactive and reactive responses and cover and in that i'll review and we'll talk about the

reactive forced to give you a flavor of them, they'll include commune i canal diseases, cyber i.t. events and they activate an emergency operation center and an emergency and sometimes for plan events like as we sit under the umbrella, however, they have

hospitals across the city, skilled nursing facilities which are a new development this past year, members of our dialysis clinic, private clinics and across the broad service delivery system within d. p.m. including san francisco general and our population health division including key functions like environmental health and disease and especially our emergency medical services authority partners. who oversee our e.m.s. services within the fire department it includes ambulatory care. how are we doing? if we gave ourselves a qualitative report card, here are some of the pluses in the areas for opportunity and both our preparedness work and our response work. we have had extensive exercise partnerships which have been deepening in the past year.

we've had to do and perform solid communication and messaging around some complex topics including receipt per rer eight or and a strong healthcare coalition. we can improve by working to improve our community engagement more and we have taken mini strides recently. we could also move towards more d.p.h. involvement and training in these disaster issues and our numerous activations and responses do impact planning because we have the same small group of people to do both activities. in terms of our responses we had strong response activity across a broad range of areas giving us a lot of experience in areas to prepare for the big event. those experiences foster a city wide team and deep connections. however, we could improve by expanding our response experience within our own

department and having a small team carrying a large number of responses means they suffer burnout and get stretched thin and one of our goals is to unite what we call the planning response cycle which means you don't just respond to an event like a cyber terrorism threat but you can change your plan so that the next time it happens it's better and you are activities get improved every single cycle. so how are some of the ways we've done the things i just mentioned? in terms of preparing, last fall we had a large city wide medical needs disaster shelter exercise. it was done at saint mary's cathedral and involved a large number of partners at the local state and federal level including n.g.o.s like the american red cross and the salvation army. it was a really successful event looking at what it takes to put together a very large shelter focused on medical needs.

we also did last fall a large state wide medical health exercise is what we call it and we chose to focus it and the state tells us what to do and we did it for i for in flew ends as impacted by influenza epidemic. we had 75 participants and we have both the tabletop where we talk through the problem and how we work together and then we do what is called a functional exercise where we pretend it's actually happening. we included all of our local hospitals and had a focus on managing scarce resources such as receipt per eightors or anti viral medications. in preparing in terms of our community training and information, we had training for psychological first aid and training for 300 participants. we moved into continuity of

operations training, in other words, if you only have your minimum staff, what are you going to keep going in an urgent setting and we focused in on our methadone providers and there were 18 different clinics participating. we have a critical partner's list which say list of agencies that serve our most vulnerable communities in san francisco. we engage with them frequently. so we were training the trainers and we worked with media, especially big shout out to our public information officers here in the d.p.h. and we had an extreme weather media workshop where over 15 bay area media tv radio and electronic

representatives attended. we have our healthcare coalition, which in nights are hospital and other healthcare facilities across the city and this year we launched a a quarterly bulletin and we also won a natural association of seeing county health officers national award for a promising program in their model program division because of our meth tone disaster workgroup. where we have pulled together all of our medication assistant treatment clinics and they have actually begun to decide how they would distribute scarce resources in a disaster situation and how they would communicate effectively with each other about people who maybe in desperate need of these medications. we have also worked to expand the training and exercising within d.p.h. and we developed 18 training over 146 participants. one thing to keep in mind is this is happening while people have full time jobs and are often over stretched so it's

quite a commitment for our department. now we're going to move to what kind of emergencies we have responded to and these are just some examples. as a snapshot, to speak to what the doctor mentioned, in all of 2018, we had 12 total full activations that means we declared that there's an emergency. we organize ourselves in an instant command structure and we do all the documentation from beginning to end including our q.i. processes for what happened and how it should be improved. that was 87 days of activation and 2018 representing about a quarter of the days of the year and a little over a third of the work days of the year but we work during the weekend also. so, however so far in 2019, we've had 15 full activations

having 12 last year with the same group of people. what things do we see? we've had two different u.c. labor activations where we activate to make sure there's no negative impacts to our hospitals and medical a search that might happen and monitor whether or not there's an event that could be impacted during a labor action. we also had a kaiser labor action and then you may remember the day where there were multiple bitcoin bomb threats sent across the city include something of our own facilities but we manage it city wide and not just for d.p.h. and our i.t. department and it's been in the director's report a chiller failure when we had an i.t. shut down for a day. we have activated for a t.b. contact investigation which was 60 days of planning and 16 days of operations to identify exposures and get them tested

and treated in a very effective manner and we were activated for a prolonged period of time to prevent the hepatitis a epidemic coming up the coast towards san francisco. that was five months total of 2017 and 30 days in january of 2018. i'm sure all of you remember the beaut campfire where they were activated for 14 straight days and then we had our extreme heat activation recently of four days where our e.m.s. system was significantly impacted as were many of our facilities and within d.p.h. i just like to say thank you all of the work that i just mentioned and shared with you is actually the very hard work from this very small group of people who deserve a big shout out. thank you for your time today >> public comment. >> i have not received questions. >> it's in the hands of the commission. any questions or comments?

>> thank you. >> commissioner. >> all right. thank you. curious, where do the community disaster response teams come in? for many years there have been discussions and parliament began in china town with the 1989 earthquake. the mission created something and not sure whether that is still around. you talk about critical partners but what is now the mechanism to use these and are we still doing trainings or anything like that as part of the over all programs? >> yes, thank you for the

question. so, we work closely with the fire department. at the time, nert, the neighborhood emergency response teams live within the fire department. they have a great group there that does the training and the organization. when we activate, we coordinate through them. our community group and our community work tends to focus heavily on the public-health as aspect of disaster. in that sense, we have been very involved in our medical health core, volunteer responses and we sent volunteers out to the beaut campfire for for example, from that group. that group of living within nerts upset and with the state is deeply a part of the work that we do right now. in addition, we're working to develop specific agency collaborations around emergency

responses that are somewhat neighborhood specific. during the recent heatwave, we worked with senior centers and meals on wheels to define wellness checks and how we were reaching out to the most vulnerable. i don't know if that fully answers your question but i would be happy to get back to you with more information. >> i'm interested in understanding whether it's in the first part doing all nerd training but communities were, like i said, specifically english and chinatown were creating kind of a multi task agency so that if with you needed public-health sponsor they needed transportation, or they needed food or something in two areas they could mobilize internally some of the already

existing non-profit and have that work. i didn't know if that was till continuing or it is only nerd that is still part of the legacy that remains from the '89 earthquake. >> i would be happy to get back to you with more on that. right now it's nert. there's a coalition in the bay view where we have joined them to do some exercises that sound exactly like that. there's a plan within the department of emergency management to expand those. it's community resilience, it's a capability called esf-16. i mention it because we are willing and active participants in those efforts. we don't own them. i think it is in the area where we hope to improve on going forward. because within our large city wide plan, if a big disaster

happened, those organizations would exist within a battalion chief's district. and that is how it would be organized. so, that has not been exercised in a while and i'm not sure, other than the one i mentioned in the bay view, how many are still active and separate from the nert program. >> well, yeah. this is sort of a 30-year warning that never gets any traction all the way from the very top when the admiral used to head emergency services here to what looks like a great response from public-health is not integrated with the rest of the local community. i find this is a little distressing that each one of these great plans don't include

the community or. >> it may be my lack of communication. i feel like that sort of hub is what we call it and lives under department of emergency management and we try to jump in. that's why i'm offering to get back to you and i can find more information and i would be happy to share with you how it's more formally structured and where it might be missing and where our hubs are in terms of development we've participated in the short time is in bay view. >> right. and so, one time, the chinatown health center for example was part of these response zoos if you are not really aware of what else is going on within that

because it's been going on for all these years, everyone thinks it's a great idea to have neighbors involved but it seems sufficient infrastructure and resources to really allow the neighborhoods to blossom and i was asking, what is the status of this now because eventually, when we say you are on your own for 70 hours and there are people who can't be on their own and this is where some of the neighborhoods were going to try to take that up and we have a plan to take care of that have but it might be there and you are just the opportunity to ask about it. >> i fully appreciate it and i do want to make sure i that i

that china town health center say great champion and they're involved in this work. just not feeling comfortable speaking for them about how embedded they are in the rest of their neighborhoods for this but we will definitely take this as a charge to improve and i appreciate it. >> thank you green. >> on the next level in terms of the hospitals, i wonder if in the future you can give us more details about whether there's standardtation in a major emergency. how quickly can they react and how do we know which hospitals have which services, verdicts, if there were this great need what are we doing as a community to use the best resources of our hospital systems. >> sure, we are in close touch

with them. we have direct phone access with them if case there's an emergency. obviously hospitals may not have access and we have radios positions at every hospital. we make sure and that is their partner and hospitals and where else they might need to be organizing or ak ta rate ising and and we also have a communications infrastructure that exists on multiple levels including the ready net system where we can do hospital polling and real time to find out how emergency departments are doing

in our public healing medical respite and sobering center. during beaut campfire and another campfire, we were asked to provide numbers for how many skilled nursing facilities beds might be available in case they were out of jurisdiction disaster so we have a number of methods and a number of communication and a number of ways of interacting with our hospitals and our hope is to just expand that further out to other facilities and systems like dialysis clinics that serve very fragile populations and it would be very much needed in the setting of any serious or sustained dis as terse. >> i have one question that has to do with the psychological first aid training and provides a psychological first aid and what kind of training is involved. >> sure. >> great question. so as we all know, after a disaster, there can be many

psychological ramifications including to the people who respond. and psychological first aid say training that can be done either for behavioral health clinician and goes deeper and to the issues of post disaster, psychological needs and treatment or it can be done for any lay person so there's kind of a intense training and a light training and so our goal is to both provide psyche long cal first aid trailing to any of the organizations that are interested in it including partners who are not necessarily clinicians but we have another innovative approach put into our m.o.u.s with all of the organizations that contract with the city and do behavioral health services that they need to be trained in. we're push particular further out into our communities and

agencies so we can deepen the pool of people available to respond in any widespread disaster. >> thank you. >> you mentioned your presentation that you maintained a list of 38 critical partner organizations, could you give an example of those organizations and is there a way for an organization to step forward to partner in these efforts? >> great question. it includes meals on wheels-type organizations. it includes rams. richmond area mental health services. it includes a lot of adult day health places. many of the organizations within our critical partners list also work with our close city partners at h.s.h. and the housing services agency and they do include ihss workers who are very important trying to reach the most vulnerable. in the past year we have new and deeper partnerships around

issues like i mentioned and defining what a wellness check is for someone who is not necessarily a clinician. several were honored by the mayor and we are willing to and eager to partner with anyone who would like to partner with us and we are actively trying to engage as many as possible. you might ask how we chose the people we started working with and we chose them particularly because we felt like they represented very vulnerable people within our community. i did want to mention that another approach is we are working to develop what is called an empowered data base which the federal government can provide a list of people with medicare only who are medically dependent on medical devices. it can range from people who have home oxygen or home dial advertise to people who have devices so some people are living in essentially an i.c.u.

at home and so we're in the process of developing work flows for how to create a team of first responders who can go out in a power outage. >> thank you. >> i just want to thank you. i want to thank dr. gurly for the key role of the department. just to emphasize that i've asked dr. gurly to focus on drills and training. i think we need to be as prepared as possible. also to emphasize there's just a climate change report out today. it estimates that the days over 100° in san francisco will double in the near future. we're also taking a very hard look at our infrastructure because we need to ensure that patients and staff are able to function within the confines of

our delivery services so that's a real key piece. the last piece is as an equity issue, disaster preparedness is key because we know that population that's suffer from the greatest health and equity of chronic diseases are the most at risk in disaster for poor health outcomes so dr. gurly has been a real champion across the department. i want to thank her and her team for that leadership and thank you in terms of how we have moved from a less frequent execution of these duties to a frequent one. ensuring the department and the commission is aware of these and that we prepare accordingly. thank you. >> thank you. >> next item, please. >> item 11 is other business and the counter is before you and it's just a reminder the august 20th meet be will be held at the chinatown ymca at 5:00.

>> anything else? >> we can move on to item 1. the report back from the july 9th, 2019jcc meeting and i believe commissioner green attended. >> yes, the laguna honda hospital the committee discussed the following items. we heard the administrator's report discussion of the patient incidents and change of hospital leadership. we reiterated our sadness and our commitment to support current leadership to ensure the safety and quality of care of patients at laguna honda hospital and necessary changes are made. we heard the regulatory affairs report. we heard about their ethic implementation which was fantastic and they in deed had a lot of green dots that were red a week earlier. added congratulations to you and we approved a policy and

procedure manual that was quite extensive and very well done with a lot of great updates. >> a consider for close the session. i have not received public comment for that item. >> is there a motion to go into -- >> a second. >> second. >> all in favor aye. >> we'll go into closed session. thank you, >> consideration to disclose are not disclose. >> consideration. >> motion to not disclose. >> is there a second. >> second. >> all those if favor. >> aye. >> any consider for adjournment. >> looking for adjournment. >> so moved. >> is there a second. >> second. >> all those in favor signify by saying aye. >> aye. >> meeting adjourned. thank you, everyone.

we spoke with people regardless of what they are. that is when you see change. that is a lead vannin advantage.

so law enforcement assistance diversion to work with individuals with nonviolent related of offenses to offer an alternative to an arrest and the county jail. >> we are seeing reduction in drug-related crimes in the pilot area. >> they have done the program for quite a while. they are successful in reducing the going to the county jail. >> this was a state grant that we applied for. the department is the main administrator. it requires we work with multiple agencies. we have a community that includes the da, rapid transit

police and san francisco sheriff's department and law enforcement agencies, public defender's office and adult probation to work together to look at the population that ends up in criminal justice and how they will not end up in jail. >> having partners in the nonprofit world and the public defender are critical to the success. we are beginning to succeed because we have that cooperation. >> agencies with very little connection are brought together at the same table. >> collaboration is good for the department. it gets us all working in the same direction. these are complex issues we are dealing with. >> when you have systems as complicated as police and health

and proation and jails and nonprofits it requires people to come to work together so everybody has to put their egos at the door. we have done it very, very well. >> the model of care where police, district attorney, public defenders are community-based organizations are all involved to worked towards the common goal. nobody wants to see drug users in jail. they want them to get the correct treatment they need. >> we are piloting lead in san francisco. close to civic center along market street, union plaza, powell street and in the mission, 16th and mission. >> our goal in san francisco and in seattle is to work with individuals who are cycling in and out of criminal justice and

are falling through the cracks and using this as intervention to address that population and the racial disparity we see. we want to focus on the mission in tender loan district. >> it goes to the partners that hired case managers to deal directly with the clients. case managers with referrals from the police or city agencies connect with the person to determine what their needs are and how we can best meet those needs. >> i have nobody, no friends, no resources, i am flat-out on my own. i witnessed women getting beat, men getting beat. transgenders getting beat up. i saw people shot, stabbed. >> these are people that have

had many visits to the county jail in san francisco or other institutions. we are trying to connect them with the resources they need in the community to break out of that cycle. >> all of the referrals are coming from the law enforcement agency. >> officers observe an offense. say you are using. it is found out you are in possession of drugs, that constituted a lead eligible defense. >> the officer would talk to the individual about participating in the program instead of being booked into the county jail. >> are you ever heard of the leads program. >> yes. >> are you part of the leads program? do you have a case worker? >> yes, i have a case manager. >> when they have a contact with a possible lead referral, they give us a call. ideally we can meet them at the scene where the ticket is being

issued. >> primarily what you are talking to are people under the influence of drugs but they will all be nonviolent. if they were violent they wouldn't qualify for lead. >> you think i am going to get arrested or maybe i will go to jail for something i just did because of the substance abuse issues i am dealing with. >> they would contact with the outreach worker. >> then glide shows up, you are not going to jail. we can take you. let's meet you where you are without telling you exactly what that is going to look like, let us help you and help you help yourself. >> bring them to the community assessment and services center run by adult probation to have assessment with the department of public health staff to assess the treatment needs. it provides meals, groups, there

are things happening that make it an open space they can access. they go through detailed assessment about their needs and how we can meet those needs. >> someone who would have entered the jail system or would have been arrested and book order the charge is diverted to social services. then from there instead of them going through that system, which hasn't shown itself to be an effective way to deal with people suffering from suable stance abuse issues they can be connected with case management. they can offer services based on their needs as individuals. >> one of the key things is our approach is client centered. hall reduction is based around helping the client and meeting them where they are at in terms of what steps are you ready to take? >> we are not asking individuals

to do anything specific at any point in time. it is a program based on whatever it takes and wherever it takes. we are going to them and working with them where they feel most comfortable in the community. >> it opens doors and they get access they wouldn't have had otherwise. >> supports them on their goals. we are not assigning goals working to come up with a plan what success looks like to them. >> because i have been in the field a lot i can offer different choices and let them decide which one they want to go down and help them on that path. >> it is all on you. we are here to guide you. we are not trying to force you to do what you want to do or change your mind. it is you telling us how you want us to help you. >> it means a lot to the clients to know there is someone creative in the way we can

assist them. >> they pick up the phone. it was a blessing to have them when i was on the streets. no matter what situation, what pay phone, cell phone, somebody else's phone by calling them they always answered. >> in office-based setting somebody at the reception desk and the clinician will not work for this population of drug users on the street. this has been helpful to see the outcome. >> we will pick you up, take you to the appointment, get you food on the way and make sure your needs are taken care of so you are not out in the cold. >> first to push me so i will not be afraid to ask for help with the lead team. >> can we get you to use less and less so you can function and have a normal life, job, place to stay, be a functioning part

of the community. it is all part of the home reduction model. you are using less and you are allowed to be a viable member of the society. this is an important question where lead will go from here. looking at the data so far and seeing the successes and we can build on that and as the department based on that where the investments need to go. >> if it is for five months. >> hopefully as final we will come up with a model that may help with all of the communities in the california. >> i want to go back to school to start my ged and go to community clean. >> it can be somebody scaled out. that is the hope anyway. >> is a huge need in the city. depending on the need and the data we are getting we can definitely see an expansion. >> we all hope, obviously, the

program is successful and we can implement it city wide. i think it will save the county millions of dollars in emergency services, police services, prosecuting services. more importantly, it will save lives.

my name is doctor ellen moffett, i am an assistant medical examiner for the city and county of san francisco. i perform autopsy, review medical records and write reports. also integrate other sorts of testing data to determine cause and manner of death. i have been here at this facility since i moved here in november, and previous to that

at the old facility. i was worried when we moved here that because this building is so much larger that i wouldn't see people every day. i would miss my personal interactions with the other employees, but that hasn't been the case. this building is very nice. we have lovely autopsy tables and i do get to go upstairs and down stairs several times a day to see everyone else i work with. we have a bond like any other group of employees that work for a specific agency in san francisco. we work closely on each case to determine the best cause of death, and we also interact with family members of the diseased. that brings us closer together also. >> i am an investigator two at the office of the chief until examiner in san francisco. as an investigator here i investigate all manners of death that come through our

jurisdiction. i go to the field interview police officers, detectives, family members, physicians, anyone who might be involved with the death. additionally i take any property with the deceased individual and take care and custody of that. i maintain the chain and custody for court purposes if that becomes an issue later and notify next of kin and make any additional follow up phone callsness with that particular death. i am dealing with people at the worst possible time in their lives delivering the worst news they could get. i work with the family to help them through the grieving process. >> i am ricky moore, a clerk at the san francisco medical examiner's office. i assist the pathology and toxicology and investigative team around work close with the families, loved ones and funeral

establishment. >> i started at the old facility. the building was old, vintage. we had issues with plumbing and things like that. i had a tiny desk. i feet very happy to be here in the new digs where i actually have room to do my work. >> i am sue pairing, the toxicologist supervisor. we test for alcohol, drugs and poisons and biological substances. i oversee all of the lab operations. the forensic operation here we perform the toxicology testing for the human performance and the case in the city of san francisco. we collect evidence at the scene. a woman was killed after a robbery homicide, and the dna collected from the zip ties she was bound with ended up being a

cold hit to the suspect. that was the only investigative link collecting the scene to the suspect. it is nice to get the feedback. we do a lot of work and you don't hear the result. once in a while you heard it had an impact on somebody. you can bring justice to what happened. we are able to take what we due to the next level. many of our counterparts in other states, cities or countries don't have the resources and don't have the beautiful building and the equipmentness to really advance what we are doing. >> sometimes we go to court. whoever is on call may be called out of the office to go to various portions of the city to investigate suspicious deaths. we do whatever we can to get our job done. >> when we think that a case has a natural cause of death and it

turns out to be another natural cause of death. unexpected findings are fun. >> i have a prior background in law enforcement. i was a police officer for 8 years. i handled homicides and suicides. i had been around death investigation type scenes. as a police officer we only handled minimal components then it was turned over to the coroner or the detective division. i am intrigued with those types of calls. i wondered why someone died. i have an extremely supportive family. older children say, mom, how was your day. i can give minor details and i have an amazing spouse always willing to listen to any and all details of my day. without that it would be really hard to deal with the negative

components of this job. >> being i am a native of san francisco and grew up in the community. i come across that a lot where i may know a loved one coming from the back way or a loved one seeking answers for their deceased. there are a lot of cases where i may feel affected by it. if from is a child involved or things like that. i try to not bring it home and not let it affect me. when i tell people i work at the medical examiners office. whawhat do you do? the autopsy? i deal with the a with the enou- with the administrative and the families. >> most of the time work here is very enjoyable. >> after i started working with dead people, i had just gotten

married and one night i woke up in a cold sweat. i thought there was somebody dead? my bed. i rolled over and poked the body. sure enough, it was my husband who grumbled and went back to sleep. this job does have lingering effects. in terms of why did you want to go into this? i loved science growing up but i didn't want to be a doctor and didn't want to be a pharmacist. the more i learned about forensics how interested i was of the perfect combination between applied science and criminal justice. if you are interested in finding out the facts and truth seeking to find out what happened, anybody interested in that has a place in this field. >> being a woman we just need to go for it and don't let anyone

fail you, you can't be. >> with regard to this position in comparison to crime dramas out there, i would say there might be some minor correlations. let's face it, we aren't hollywood, we are real world. yes we collect evidence. we want to preserve that. we are not scanning fingerprints in the field like a hollywood television show. >> families say thank you for what you do, for me that is extremely fulfilling. somebody has to do my job. if i can make a situation that is really negative for someone more positive, then i feel like i am doing the right thing for the city of san francisco.. >> shop and dine the 49 promotes loophole businesses and changes residents to do thirds shopping and diane within the 49 square

miles of san francisco by supporting local services we help san francisco remain unique and successful where will you shop and dine shop and dine the 49. >> my name is neil the general manager for the book shop here on west portal avenue if san francisco this is a neighborhood bookstore and it is a wonderful neighborhood but it is an interesting community because the residents the neighborhood muni loves the neighborhood it is community and we as a book sincerely we see the same people here the shop all the time and you know to a certain degree this is part of their this is created the neighborhood a place where people come and subcontract it is in recent years we see a drop off of a lot of bookstores both

national chains and neighborhoods by the neighborhood stores where coming you don't want to - one of the great things of san francisco it is neighborhood neighborhood have dentist corrosive are coffeehouses but 2, 3, 4 coffeehouses in month neighborhoods that are on their own- that's >> once i got the hang of it a little bit, you know, like the first time, i never left the court. i just fell in love with it and any opportunity i had to get out there, you know, they didn't have to ask twice. you can always find me on the court. [♪]

>> we have been able to participate in 12 athletics wheelchairs. they provide what is an expensive tool to facilitate basketball specifically. behind me are the amazing golden state road warriors, which are one of the most competitive adaptive basketball teams in the state led by its captain, chuck hill, who was a national paralympic and, and is now an assistant coach on the national big team. >> it is great to have this opportunity here in san francisco. we are the main hub of the bay area, which, you know, we should definitely have resources here. now that that is happening, you know, i i'm looking forward to that growing and spreading and

helping spread the word that needs -- that these people are here for everyone. i think it is important for people with disabilities, as well as able-bodied, to be able to see and to try different sports, and to appreciate trying different things. >> people can come and check out this chairs and use them. but then also friday evening, from 6:00 p.m. until 8:00 p.m., it will be wheelchair basketball we will make sure it is available, and that way people can no that people will be coming to play at the same time. >> we offer a wide variety of adaptive and inclusion programming, but this is the first time we have had our own equipment. [♪]