the diversity of the people, of this city, of the values, of the talent that is here in the city. it is stimulating and motivating and inspiring and i cannot imagine working anywhere else but in sannnnnnnnnnnnnnnnnnnnnnn >> the health services system board will now come to order. please stand for the pledge of allegiance. [pledge of allegiance] madam secretary, roll call, please. [roll call]

we do have a change in our supervisor. rafael nadal him and will no longer be part of our board and we will have mr. dean pressed things -- preston starting next month in february. we have a quorum. >> item number four? >> item four is the possible modifications of the meetings set forth below. regular meeting minutes from december 12th, 2019. >> are there any corrections to the minutes? >> i move adoption of the minutes for the december 12th meeting. >> second. >> any public comment on this item? all those in favor of approving the minutes signify by saying aye.

>> aye. >> any opposed? it's unanimous. item number five. >> number five is the general public comment on matters within the board's jurisdiction. >> happy new year. i'm sure you are tired of hearing from me, but i want to let you know that i genuinely appreciate all of your time. i wanted to say that last month or the month before when you made the recommendations for the memo, i really wanted take to get to hard. i especially thought about what you said, commissioner as the only md on the board, that you felt confident that a memo and not a change in the policy in that implying up a luminary diagnosis would be sufficient. i really thought about that, and

that maybe standing operating procedure in the field of medicine in internal medicine or h.i.v. or in many other fields of medicine, but that was not my experience. i was not given april luminary diagnosis, and none of the people who received denials were given preliminary diagnosis, otherwise they would have been approved. and so what we are expecting is for clinics to do something that may not be standard operating procedure for all clinics, that members are able to find this memo that exists. a memo that is pretty wonky in its rating and doesn't even use the word preliminary diagnosis, which to me, is not someone from the medical field is clear. expecting members to advocate to their doctors, something that may not be standard operating procedure. i have been told that blue shield has someone specifically

assigned to help members navigate when they received denials. i have worked with the person. they are wonderful. however, how are the members supposed to find this person? i have been connected because i've spoken here. denial letters are form letters. they do not say a specific person to contact. it is like an 800 number. it is reasonable to expect somebody to call concierge on their card. so is it reasonable to expect the hundreds of people that answer these phones for a concierge to know that this one person exists? i think that is disingenuous. if a person is able to find this employee to help navigate, that would be amazing because she is great. however, is it in her job description to be proactive and ensure that no one else is being denied? i am tired and wanted to basically give up on this, but i was contacted by someone in

public safety whose job it is to protect and serve our public and our lives and what this person told me was -- identifies the lgbtq community and was worried about getting denials. this is not what this body or this board wants. the department mentioned both here and that the budget and finance meeting with the board of supervisors last year is there looking into specifically those agencies that cover fertility benefits. i haven't heard any updates. i don't know if you have received any updates. i know the budget is due to the mayor's office next month and i'm curious if there are any recommendations being made for the turning over of the budget when it is given to the mayor's office. >> thank you. >> thank you. >> any other public comment?

>> good afternoon, commissioners and happy new year. i was here last month and i talked about -- whatever i said about -- [indiscernible] -- i can't understand them. apparently they can't, in the computer system, can't tell who is in the smile program. all i know is they haven't fixed my wife's bill since the last meeting. the rep has been nice, but she didn't even know we were in the smile program until i told her and then she found it out. i don't know what is going on there. i wanted to come and talk about kaiser, you know, last month i was here. somebody called me, but nobody ever got back to me about the issues i raised. but i want to talk about an incident that happened maybe two weeks ago.

i was near kaiser at the san francisco facility and i still hadn't heard about the shingles shot, so i decided to go to the injection centre on the sixth floor. i couldn't believe what the nurse manager told me and why there is a shortage. i understand there is a national shortage. they came out with a new shot. that i understand, but what i don't understand, what blew my mind is what kaiser does with the shots. apparently they distribute them to each facility on an even basis and don't, you know, distributes them proportionately to the members. so my friends who go to kaiser outside of the safety got theirs right away. people in the city, which i assume are a lot of retirees have to wait. i waited over a year. and then she told me they have

lists, but they don't have a consolidated list. i asked her where i am on the list, which is a valid question and they didn't know because she says we have multiple lists and we need to consolidate them. that really just blew my mind. so she took my information. so i left and a few minute later she said, richard, are you near to the medical centre and i said , yeah. long story short, i got the last shingles shot a current -- apparently in the building. my wife still needs one, but this is just really outrageous. we are one of kaiser's biggest customers. and i think when we start negotiating next year, you know, we need to get them on the ball. the doc -- the doctors are great the medical staff i have no problems, but their bureaucracy i think we need to put some pedal to the metal and get them

to change this bureaucracy there thank you. >> thank you. any other public comment? all right. item number six. >> item six is the president's report. this is given by president breslin. >> i have nothing to report at this time except happy new year to everyone. is there any public comment on this item? [laughter] we will move on to item number seven. >> item seven is the director's report. this is given by the executive director. >> good afternoon, commissioners the director's report is brief this week, or this month, but to make it clear to everyone, we do have a seat open on the board

that is currently filled. we he will be stepping down when his term expires in may. we will be conducting an election and those official election practices begin in january, january 10th, to be exact, where we will be distributing the nomination forms and looking forward to having eligible candidate step forward for this role. the nominations will be accepted through february 14th and then the election process will ensue, assuming that we have more than one qualified candidate. we're looking forward to that. the second highlight in the director's report is the centre antitrust case. there was a settlement that was announced on that in december. much of that is still being discerned and considered and will be made public in february.

there is both a financial compensation award that will go to eligible employers, unions, and public entities covered under the class action and legal fees, and importantly there also a number of practices that centre had had in place that will be changing. those are highlighted in your director's report. and as we learn more specifically about how h.s.s. will be impacted by this decision, we will bring that information to the board. there is a lot of discernment underway as we speak. we look forward to having a clear understanding of the impact in we will notice the board in due time. also out of washington there was some good news regarding

healthcare taxes in that the cadillac tax, which had never been actually implemented, has now been completely appealed. there it has also been a repeal on two other taxes, one on the medical devices, and that one we solved indirectly through our providers. and then the health insurance tax, which has been the subject of much discussion at the health service board. so we look forward to having that eliminated in the next round of the negotiations because it is effective 2021. it does not affect rates go into effect in 2020. but it will impact next year's. so there's more detail on that in the director's report. the other healthcare tax that was extended is the quarry, which is the patient centre outcome research institute.

it is much smaller in dollars. that will continue. that is the only tax that came out of the a.c.a. that will continue. the others have been illuminated operationally, i think everyone is recovering from open enrolment. it went really well. mitchell will shortly tell you about some of the evaluation mechanisms we were able to put in place this year to help us improve. we are looking forward to getting a new telephone system installed. february is the target at this point. it will be a pretty nice and good change for us because we have been concerned that our current telephone system is pretty old and we have been worried about system failure, but we are just around the corner of getting this new system installed. hopefully february unless something delays us from moving forward.

the equipment has all been purchased. we are moving along at a good clip. that will afford us a lot of opportunities for automating a lot of services over the phone that we don't currently have that opportunity for. first thing is first, will get the hardware installed and learn how to use it and navigate a new phone system and then we will see how it can enhance member services. >> i just want to follow up on the r.f.p. for first responders. did you find any more out on that as far as -- >> i'm scheduled to meet with them this month. i have actually spent some time trying to identify best practices around the bay area people and how they have worked with employee assistance programs and where people are at we are taking a look at what that might be and then we will be meeting with the first responders this month. >> so this r.f.p., though, is outside -- it has nothing to do

with e.a.p.? >> not directly. it is an employee assistance program. police has had it in place for some time in fire want to do something. they want to seduce -- do it in partnership with all the public safety agencies. >> would this be and the union negotiation issue? >> i suppose it could be. i don't know that it has been in the past, but, you know, that would serve outside my purview, but i think understanding how we assess what the needs are and where and how we implemented those and how they marry up to our benefits are very important questions that we continue to look at. i haven't met with them yet. it is early january. i intend on doing that this month. >> okay. thank you anything else on the director's report? >> no. that concluded my report.

>> questions? any public comment on this item? >> good afternoon and tapping new year, everybody. i am an active and retired firefighter. the start of this r.f.p. came out of contract negotiations that it would be explored. it was in the last contact and they are now getting around to it. one of the things in talking to the president of our union, all the stresses -- all the stress is a cumulative. it continues on and on even after you retire. so as part of this r.f.p., i hope they are exploring at least the same as we can claim other injuries from the job after we retire, it goes five years. that would be a nice number to

start with to treat these people as part of this r.f.p. >> thank you. i definitely think this is true, especially with the first responders group. many retire early, not because they want to, sometimes because they have to. so the challenges of the job or injuries or something. that makes it worse too because they are retiring when they would like to still be working. i think there is a lot of real issues about the retiree group. thank you for bringing that up. any other public comment on this item? all right. item number eight, please. >> item eight is a san francisco health services post open enrolment 2019 survey report out this will be given by the chief operating officer. >> good afternoon.

i believe i mentioned last month in our open enrolment presentation that this year we did something new under abbey's direction. we developed and gave out some surveys. not only to membership members receiving these benefits or that are active and open enrolment, but also staff and their preparedness. the first survey that i do want to talk about on page one of your presentation, is a survey we presented to our employees and staff. the member services staff are the employees that have the face-to-face contact with the members on the phone, interaction with members, processing open enrolment applications and perfecting those enrolments. basically customer service as well. this survey was designed to follow-up on the 29 employee engagement survey.

that is employment, the employee survey that we did in earlier 2019. and the two surveys were to measure the readiness, specific to open enrolment and to inform us on what we can improve and what we can start doing now to improve processes and any other things about open enrolment. the first survey was given pre open enrolment right before open enrolment to see how they felt prepared as they were getting ready to start open enrolment, and the second survey was done post open enrolment after october 31st. all in all, there were 25 responses. probably 20 of the 25 employees actually responded, but a total of 25 for those surveys. in the preopen enrolment survey, it gave the staff access to knowledge and resources and how supported and heard they felt within their departments. and what our opportunities they had to collaborate with other agents divisions.

the post open roman survey consisted mainly of open ended questions. it means they could type in their responses and not select from prepared responses. basically these questions were learning what additional knowledge and tools to they feel were needed for the future and what types of team support they received during open enrolment. in addition, what questions were asked most frequently during open enrolment as they were interacting with the membership. in general, looking at both surveys, we determined that stuff really did agree that overall they had knowledge. the knowledge they needed and resources they needed in general for open enrolment and were confident in their own ability to successfully engage members. staff did express a desire for more collaboration.

for more collaboration opportunities with other divisions and more training on self-service and benefits and peoplesoft components. both of these surveys, something we heard a lot about was self-service. it was very exciting for the membership, exciting for our employees to work with, and there was a lot of positive feedback. a lot of recommendations on what to do. it is new and it's always good to hear from other people. i didn't include the survey itself in the presentation because it's a small crew and a small response, and to keep it, to keep the anonymity of the survey, i didn't put it with the presentation, but i will make a few more comments that are not on the presentation. some of the questions that were asked, for instance, specific questions that were asked, asking if they felt supported in discussing both positive and challenging professional experiences openly and honestly

within the department. most people agreed, they agreed on that particular question. another question that was asked was the hard work that they do and preparing for open enrolment is valued. that motivates them to do their job to the best of their abilities. so there is strong agreement with that question. one of the more fun questions was how do you prepare for open enrolment mentally and physically? this was an open-ended question. a couple of my favourite responses were, i sleep more the night before and another response was they prepare by conserving their energy and prioritizing. that was the preopen enrolment survey. the post survey, some of the questions that were asked were open ended questions. what type of support did you receive from your team and from experts of your department during the period?

a lot of them felt they were very -- they worked very cohesively and it was a team effort. our business analyst who filled in before natalie came as board secretary was mentioned in several of these responses about how helpful he was in helping the benefits analysts was self-service and explaining self-service or providing support for self-service. that was really good to hear. what is the most common concern or question that members ask? we knew what this was, but it's always good to have it documented. the number one question is, if i'm not making any changes, doing need to do anything? just a few examples of questions before i go on to the member survey, do you have any questions about the employee survey? >> and ass a couple questions? thank you very much. this is really encouraging and i particularly like the response

of those surveyed that they were interested in self-service. i saw that is something that i think is a big benefit for our members and for the staff in terms of their efficiency and use of time. but to be sure i am clear, how many employees were eligible to fill out both surveys? so i got the impression there was maybe 25 and so the total of 25 responses meant that the number of responses could have been 50, so i guess the question is, what exactly are the numbers , into the people who -- do you have a sense of people who fill out the prealso pull out the pope -- fill out the poster was as this a scatter? >> at the beginning of open enrolment, we had 24 employees working. we had 16 responses to the first survey and to the second survey, we had a total of nine. probably a little less than half

the stuff staff responded to the second one. i'm not really sure how many of those, because it was anonymous, i'm not sure how many of those were the same people. it was 16 in the first and nine in the second. >> it's interesting. you might want to set focus on ways you can increase -- encourage people to respond to it post because that is where, you know, the open-ended questions like how do you prepare for this? will how will the sleeping the night before work? and so it might want to focus on how you can get a better post participation. >> absolutely. this was our first time in doing this. we are setting the baseline. it is important, you know, not only on our interpretation of what we can do, with the staff realizing, you know, that if they do something, if they do participate, things could be for the better. >> has staff received this feedback from both of the

surveys? has that been internal discussion about the general findings? >> yes. they will be. we have sent some comments out in the presentation is available to them. they will be a more in-depth meeting and we will discuss this when everybody comes back from holiday vacation and some people out for illness or whatever. we want the majority of staff there for one of our thursday meetings. it will be coming real soon. >> thank you. >> if there are no other questions, i will move to the membership survey. again, this is the first time we have produced one of these surveys to distribute electronically throughout the membership. we were able to send it to all active employees that we have -- actually all active employees because we have e-mail addresses for all active employees.

either their business address or personal address. we were able to send it to retirees that we have on our mailing list, our e-mail mailing list. we don't have a lot of personal e-mails for retirees and we're hoping self-service corrects that as we further along role that out. this survey went out on novembe. we wanted to give a few days after enrolment, will before confirmation letters came out so it's still kind of russian people's minds what their experience was. we had just under 1,000 responses and 49 unique city departments responded. the department of public health and munimobile and human service agencies, they are our biggest agencies so we had the most respondents for them. however,, just a note, the department of public health outnumbered m.t.a. by three

times the number of responses. they definitely wanted to provide their feedback. so what you do with these types of surveys and how can you measure that into industry standards? the taoiseach, i don't think is -- there she is. she did a lot of research and a lot of help on providing these types of scoring for customer service. again, this was our first time doing it so you're setting baselines. on the fourth bullet here, the three benchmarks that we use are calculated based on the responses. one of them was a network promoter score. the other one was a customer satisfaction score and customer effort score. like i said, these are evidence-based measurement tours -- tools that are widely used by service oriented organizations to gauge client satisfaction, experience and loyalty. this was the first time we did

this so we are setting a baseline. i tried not to worry too much about the comments, but there are a lot of positive things, too. on the next page, page three, presenting a lot of the questions and some of the scores that went out that were calculated. based on the benchmark on the left row, the customer effort score, this is a score that tells us whether we were successful in reducing membership's effort to resolve their problem. we were resolving their problems or helping them to do this more quickly. the actual question was, did h.s.s. make it easy for me to handle my open enrolment needs? this is one of the indicators. so the score was one through seven and we got a 5.9 out of seven, which i think is pretty

good. [please stand by]

>> the question is how likely you be to recommend sfhss to a colleague. this is based on members being more likely to discuss negative interactions than positive. so we wanted to know where we were with that. that score was 32. anything above 0 is good. 50 and more is excellent and 70 and above and considered world class. our score right now is good. we also included quite a few open-ended questions. these questions were varied based on things like accessing e-benefits, et cetera. so looking, there were

potentially 1,000 of these responses to look at, but overwhelmingly the response about self-service was extremely good. everyone was so happy to get it to do it electronically, they liked it. what i also liked was they were very appreciative and they said, could you do this or that in the future. there were several comments or concerns about moving to electronic only and not having paper again. a few questions about communications materials. a lot of it was positive, but asking for other things, clear comparisons, and that type of thing. but overall, every comment that caught my eye was mostly about self-service and being able to access it this year. retirees that responded were hoping that they would have access to it next year for those who didn't. and i just also included as an example on the next page, this

includes all the questions on the survey and the numbers of responses and, you know, kind of what they looked like on a graphic. it's kind of small i realize, but the questions themselfves ae pretty much large enough to read well. again, dph, by far, was the highest responder. so any questions about the member reports? >> regarding -- let me go back for a moment, excuse me, i had it here. it's on page 4. you have kind of what the benchmark or the score for that particular network promoter score. i was wondering do you have similar kind of data or standard embedded in the customer service efforts score and the customer

satisfaction score? in other words, what are their benchmarks, finding out what they scored relative to the answers we were given and what would these organizations say is good, better, world class, what have you? >> right. well, with the score background and calculations included in the second row, for instance, like the mps, you know, 0 is considered good -- above 0 is considered good. i think we do have that compared to other organizations. we do have that, but not readily available. with the network promoter score, and this is one thing i had to wrap my mind around, we were talking about any kind of customer service. you answered about your service and your cellphone service and

how likely would you recommend that particular company. so it is a broad question. something we would like to do and should do is go back and look at similar types of benefits, administration employee benefits, organizations and the types of customer service scores they have received. >> that's really what i was getting at. i recognize you're doing this score here, and it's great that you've done it, but it would be great to see if there were similarly described organizations using some kind of composite and see how we compare to that. that might provide a pathway for what you're doing and you do it well or here is an area we might want to improve. >> hi. along the same lines, i was wondering were there specific industries that you guys used for the benchmark data. was it other sort of public

agency or customer service providers and how did you mark that? was it region or nation-wide? >> with all customer service organizations, i don't believe these were limited to just one organization. they are just benchmarks that are used specifically, you know, it's the broad range. all of these are national. so all of these are national. so it wasn't looked at in a specific area of like northern california or something like that that they are national scores. >> then do you have any idea about the size of their customer base that you measured against. >> it would be all size, small or lornlger. that's a good comment too. we can certainly look for future surveys of drilling down to the specific industry and similar

maybe public sector or california/west coast type of thing. >> i think what's important is we have used validated survey questions and standardized polls. what i think is very helpful about this is it gives us an objective way to measure the quality of our member services. we know we have areas of needing improvement. so as we put those in place, say the phone system or what have you, we would expect to see an impact on these scores going forward. so it's a brave thing to do is to put these kind of scores public. so i commend the team for consenting to do it. moving forward i do think it will give us a nice way to be objective about some of the objectives we're doing and it

was a good time to do it when we made a radical change of going to self-service. the scores are in part reflecting the fact that for sure as i consider coming to this job one comment i got from everyone in the city was, please don't make me go down there anymore. i think we've met that demand and we can continue to improve it and expand the access for others that don't yet have it. there's many things we can do throughout the year. member services stays busy all year long. i think there's other activities we can do to improve. >> this is my fifth year on the board, and i have to say this is truly impressive and i want to commend you and all your staff, not only for the work they do in the participation, but also for participating in the employee survey as well, which i think moves everyone forward, particularly the services to our clients. i think that's really fantastic. i'm very impressed.

>> thank you. >> yeah, i echo that. thank you, harvey and mitchell, for the good job well done during the open enrolment. and positive comments on the open enrolment. most of the members who participated in the open-ended enrolment were happy. just on the customer service benchmark on m.p.s., when i take that survey, i put the low score on the m.p.s. score because i took it literally. how likely would you -- for you to recommend it says to a colleague. how could i recommend that because only these people could take part in h.h.s., unlike if you have a credit card, you want

to open a new one. i think that's the comment too that i got from some of the members. most of the city employees are in s.s.s. that's why i'm baffled by that question. >> it is a standardized question. so -- >> it could have been differently worded i think. i mean, the services that you're getting, how likely are you or something related to the services, but to recommend h.s.s. to a colleague from outside of the city, they cannot get it anyway. >> our hope with that question is people would take it as -- you know, we know that employees talk a lot amongst themselves about open enrolment and what's

happening. we found that out when we introduced three or four years ago. so we were hoping that if they would take the question as if a fellow employee had some type of issue with their provider or issues with the open enrolment, they should contact h.s.s., i did, it was great, or that type of thing. so we -- and that's a good point, something we had a long discussion about that particular question internally since it was a standardized question, i can't change the wording too much. it would be worth looking into a different benchmark and perhaps developing a question that would gear people to that thought. >> any other questions? any other comments? no. thank you. very good job. any public comment on this item?

seeing none, item number 9, please. >> the san francisco health services reporting as of october 31, 2019, this is done by pamela levin, chief financial officer. >> good afternoon. the report provided to you summarizes the revenues and expenses of the employee benefit trust fund and the budget through october 31, 2019, as well as fiscal year projections through june 30, 2020. in terms of the trust projection, the trust balance on june 30, 1, was $19.2 million. based on activity through october 31, the fund balance is projected to be $90.6 million june 30, 2020, that's a decrease of $1.6 million.

we're projecting no material change in the fund balance for uhcppo plan. for the blue shield access plus plan, the fund balance is projected to increase $11 million primarily due to pharmacy rebates and favorable claims experience. for the trio plan, we're projecting a $6.7 million decrease in fund balance, primarily due to large claims incurred in the first quarter. when we report next month, we will report a decrease in the medical claims, but due to better claims experience. however, we did -- so i had the advantage of being able to see things that occur in november and december where this just reports through october. the reason we don't do a report directly after the month end is because the entries continue to

be put in and hit the trust throughout half of the month. so we're looking back through october. i can see in november that claims dropped about 50%. and then in december, they went up again. we are continuing -- we're working with blue shield to understand why there's such a fluctuation. we do know that for that first quarter this year, there was claims that were paid from prior years due to -- they were high-cost claims, catastrophic claims, that were from a prior year where there was an incorrect presentation when the member went in, they gave a medicare medicaid card rather than their blue shield card, and

it really is a blue shield claim. therefore, it took a couple years for everything to get straightened out. we are looking very carefully at the large-cost claims because that continues to be an issue that requires due diligence. when we do report next time on the trio, we will see a little better claims experience. we're projecting a $4.3 million decrease for the delta dental plan. the reason it's a decrease in fund balances is the amount that was used to subsidize the rates is higher than the favorable claims experience. the healthcare sustainability fund is projected to have a year-end balance of $2 million. we project to have $1 million in

investment earnings by june 30, 2020. we did not have any performance guarantee payments in october, so you won't see anything in there. there were no reimbursements under the surface see and assistance plans in october and the fund balance is projected to decrease $200,000 due to the disbursements under the plan at the end of this fiscal year. the amount of forfeitures for unused flexible spending accounts which is in the trust won't be known until june 2020. that's because while the spending accounts and december 31, you still have three months run out to be able to put in your claims for the prior year. we don't see anything until

closer to the fiscal year-end. as we mentioned in last months report, we use the forfeitures and the flexible spending accounts for administration of the accounts, which is pursuant to i.r.s. rules. the forfeitures are found in the trust. the expenditures for admin straiting the flexible benefits is found in the general fund. while there's a budget for the transfer of $600,000, we'll only transfer the amount that is actually collected for that year. it's a little confusing, but it is -- it's allowable and best practice. as october we received $2 million in pharmacy rebates, and the year-end projection is $8

million based on the prior year's experience. we continue to put graphs in the there. we are showing the cumulative expenses compared to the budgeted premiums. the cumulative expenses are tracking lower for the uhcppo plan, a funded plan. in terms of the general fund budget, at this point expenditures through october 30 we're projecting to end the year on budget. that concludes my report. are there any questions? >> none. thank you. >> thank you. >> any public comment on this item? seeing i couldn't even, item number 10, please.

>> item 10 is the mayor's budget instructio instructions presentation for fiscal years 2019-2020 and fiscal years 2020-21, general fund administrative budget. this presentation is done by pamela levin, the chief financial officer. >> pamela levin, chief financial officer. there is an error on the agenda because it's for the fiscal years 2020-21 and 2021-2022. we do a two-year budget process. the instructions that i will go over today only apply to the general fund administration budget. the instructions that the mayor put out were a response to the deficits that are projected in

the five-year financial plan which covers fy 2021 to 2024 to 25. for 2021 it's expected to be $224.1 million. they do the estimations based on current levels and staffing revenues. years ago when -- and i've been here almost 20 years. the deficits during a period of time were in the $400 million a year. so these deficits are alarming in the second year. i anticipate that in the end the deficits will go down when they do the reporting in march. the local tax revenues are projected to grow in the short term, but there is an decrease

in expenditures that outpaces revenue growth. this is what we see every year. this is primarily due to voted mandated initiatives set aside, such as the money that's set aside for park and rec, the parks department. the reserves, we have very high reserves, which is good for if there's a recession. the cost of salaries and benefits. most of the unions negotiated a three-year contract this last year. there are some outstanding unions. then we're always dealing -- the city as a whole is always dealing with the investment earnings in the pension fund. they can, depending on how that is, it affects the pension budget along with the cost of

health benefits. the areas of impact include the labor negotiations for 2021-22, the risk of economic recession, and state and federal budget impacts. the mayor is focused on addressing the growing deficits and the challenges of people struggling on the street. the mayor's budget decisions will emphasize accountability and an outcome-driven budgeting in order to prioritize discretionary funding and particularly she's looking for providing housing shelter and services for those in need, promoting safe streets for everyone, and fostering healthy and vibrant neighborhoods. i'm going to now talk about the key themes in the budget instructions. the first is to focus on accountability and equitable

outcomes. in terms of accountability, the mayors office is looking for a demonstration in the effective use of city funding, tracking and monitoring meaningful and measurable metrics, and achieving outcome and goals based on performance measures and project deliverables. all of these things are what we're doing now as a department and what is in the strategic pl plan. they're also looking for equitable outcomes. providing city services to reflect the value that each person deserves and an opportunity to thrive in a diverse and inclusive city, and prioritizing funding initiatives that serve residents with the highest need. and then they're going to require from some departments accountability and equitable outcome plans. this is not something that was required from us, but these

are -- the goal is to track your outcomes. you know, have measurable metrices in terms of what it is you want to achieve and report how you're achieving it. now getting down to the actual budget instructions. so the first thing is departments propose ongoing reductions equal to 3.5% of the general fund support, and the reductions in 2020-21 must be ongoing reductions. that means what we reduce out of the budget in 2020-21 needs to stay out of the budget when we submit the 2021-22. and then there's another 3.5% that is in 2021-22. so over the two-year period

we're supposed to submit a budget that cuts 7%. the value of each year is $126,000. so it's $126,000 in 2020-21. keep those and add another $126,000. this will be difficult for our departme department. that message has been given to the mayor's budget office. when i got the news, i said this is going to be tough because we've taken a lot of cuts over the years and we're a small department. the second is for the department to propose solutions that increase sufficient and effective use of general fund dollars. they want us to look for revenue options, review and consolidating service contracts for potential savings, streamlining programs and operations using the lean principles that this is a

program that is being used in our department right now. and then pilot creative solutions that reduce costs. and then the instructions say the department shall not add new positions in their budget submissions. however, they do say that after the budgets are submitted to the mayor's office, there can be discussing on new positions if they align with the mayoral priorities. the next instruction is that we must demonstrate the effective use of existing city funding, including tracking, monitoring, measuring outcomes to achieve and deliver on core department functions and city-wide principles. we -- you know, as you can tell from the reports that you get attached to the director's reports from the functions that

we provide, we are a department that cares about demonstrating what we do and how we do it in terms of data. departments -- budget proposals are also supposed to reflect the goal of achieving equitable outcomes for residents. this says that departments are to submit budgets that seek equitable outcomes across the city, focusing on communities most impacted by economic and social inequities in serving residents with highest needs. >> excuse me, but i don't think we need to go over every one. i don't know how everyone else feels. >> there are a couple more that are important. >> we don't have to go over all of these. >> i understand. the one thing that the city, the mayor's office, and the board of supervisors work together on,

and that's developing a new way of doing budgets, and it's in terms of transparency. so we have to hold one public meeting to consider the department's proposed budget by february 13 -- ours is february 13. then they're going to centralize all the documents into a single website. so people from -- you know, our members, other people that don't attend these meetings can actually see what the budget proposals are. we also put them on our website, but this is a broader -- >> would that be our budget and finance meeting? >> budget and finance meeting is on february 13. then the budget gets submitted to the mayor's office on the 21st. the meeting that we're talking about, yes, is on the 13th. >> okay. right. and then, you know, we should

consider anything that people have looked at in our department and found deficiencies or things we need to work in. those are reviews and audits. so to wrap up, on the 13th of february, as we just mentioned, the proposed 2020-21 and the 2021-22 will be presented to the budget and finance and board for approval. and at that time we will be providing the 2020-21 and 2021-22 budget. >> the instructions and salary savings -- >> any salary what? >> they usually ask for a salary savings like 5%. >> no. they basically are saying that

you are -- so there's no layoffs. you could keep positions vacant in order to get salary savings, but there's no particular instruction that that must be done, at least for our department, for the larger departments that's a way that you save money. >> thank you. so just one comment on the focus and accountability and equitable outcomes. for number 3 it says it will include outcomes of important communities. we are saving money, but we are not being rewarded for any of the savings we give the city. so in terms of outcome, we're overperforming almost all other departments and saving the city

millions and millions of departments, but every year there are some instructions that we only use to cut our budget and all the amount is under $126,000 in terms of presentations for smaller departments, that's a big deal. i mean, big departments could easily absorb some small dollar amounts, but for agencies, $100,000 is still a lot of money. thank you. >> when we submit the budget, we always emphasize the cost savings of the board to the city as a whole in terms of the health rates. that is one of the arguments we have -- not arguments, but that's one of the real kind of armor we go forward to the

mayor's office, saying it doesn't make sense to cut our budget, it's small, it's tight, and we produce savings for the city. so that's a very good point. >> any public comment on this item? no public comment. item 11. >> item 11 is the presentation of the audited financial statements through june 30, 2019. the presentation will actually be done by g. walid from kpmg instead of lisa avis. >> i'm pleased to introduce chi walid. she is a senior manager over our audit. we worked with her for several

years. it's always been a pleasure to work with her and she will be presenting the required information to you as the board. >> if you could just make this high end, just the important points. >> great, thank you. thank you, everyone. as you probably have in your audit package, it's a copy of the presentation. i will go through, assuming you had the opportunity to read through them, i will go through high level some of the key points. on page 2 and 3 -- 2 to 4, this is kind of like a summary of the required communications. i do want to highlight that the scope of the audit was the financial statement for the year ended june 30, 2019. kpmg did issue an opinion on the financial statements as well as a report on the internal controls in accordance with government auditing standards.

both were, i would say, unqualified opinion, which also means a clean opinion. so there were no audit or corrected misstatements or internal control deficiencies noted as part of our had financial statement. and then on page 4 there are no matters to report to the board committee. same thing with page 5, no matters to report. everything worked really well this year. page 6, this is the report that relates to the various communication topics, as it relates to illegal acts, non-compliance, subsequent events. page 7 i'm not going to go into in detail, but these are the required increase that we

performed with management. i did want to bring this to the members of the board just to keep these questions in mind as you think about the financial statement audit as well as if there's anything that has become alarming to any of you, please feel free to reach out to the auditors and discuss with us. the next slides are very high level. we wanted to show you there is no changes to management policies as it relates to significant accounting. there were no exceptions noted. we did our substantive test work, and there were no issues report reported. page 10 this is a significant accounting estimate that we noted during our audit, and this relates to the reserved for the self-insured claims. we paid a little bit more

attention to it because it is an estimate that derived by the actuaries. so we did a little bit more due diligence, such as involving our actuaries to review the claims. we did our underlying data testing, as well as just to look in at the reconciliation between the claim triangles and the general ledger. as a result, there were no exceptions noted. we found that the assumptions and the inputs to be reasonably reported. okay. and then on page 12, this is a significant risk noted in our audit. it relates to the management overrider controls. this is a presumed risk across all entities, so it's not specific to h.s.s., which assumes some level of all entities there are some levels of risk. these are the procedures we performed. we looked at general entries,

post-close entries, and inquired of management any unusual transactions or any kind of accounting estimate aside from what we had already presented that we should be made aware of. i think page 13, this is just like one of the accounting standards that would be assessed in future years that could have an impact on management. this is something that we're still talking to management about and whether there would be an impact on future financial statement disclosures. >> would you in a thumbnail, through the president, give me a summary of what this fiduciary activity is, what it's trying to cover, its scope, its activity. >> yes. so i think in the current indicia right now, there's not really a standard guidance in terms of how to report fiduciary duties. so the purpose of this standard

is to provide some consistency and comparabilities for all government units to be able to identify and report any relevant fiduciary activities. >> okay. if you defined it using the word "fiduciary." so, for instance, we are the board here. will there be some aspect of this standard that would engage this board? >> no, no. >> in this way? >> no, it would not be. >> it would just be the financial operations of the system as represented by our chief financial officer in that department and the city and county of san francisco's controller's office? >> correct, correct. >> if i may. so 84 is mostly for reporting purposes, the fiduciary trust fund, it's mostly a reporting. it's mostly a guideline on the

reporting side. >> thank you. when i say that, my ears go up because we are the fiduciaries of the system. so if we're going to have to do something differently than we're doing now, then i think we need to know that or prepare for it. >> no, it would be involved more with pamela in management and the city controllers in terms of the financial statement disclosures. >> thank you. >> and i think on page 14, this is just more disclosures defining like what kpmg's responsibilities are. the purpose is to provide an opinion on the financial statements. we do not have a responsibility to opine on the effectiveness of the internal controls, but if we do see internal control deficiencies then we would have to assess it. we did not find any internal control deficiencies. and then the next couple of

pages are the appendices. it's detailed and lays out the responsibilities held at management level as well as the board committee responsibilities. questions? >> this report is remarkably similar to last year's report and the year before, which is always reassuring. since kpmg did read over the minutes of the board, are there any comments about maybe not the level of deficiencies, but interaction or things that the board might be paying more attention to, even though there is not really a deficiency, just to ease my anxiety as well? >> no, we actually did not identify any sort of i would say issues noted, like working with management or even the work itself. i think that it was a pretty clean audit.

of course every year we do come in with a fresh lens and make sure our risk assessment is appropriate for the current year. it's been a pleasure working with pamela as well as her team to be able to get this out before the holiday break. >> this year's audits seemed to take longer than prior years. could you comment on that. >> yes, i think it's still the effects of gazo 75, which is the oped standard. while it does not directly affect h.s.s., a lot of their data do come from h.s.s. and that was the delay or issues noted when working with the controllers office. i would say it's not any of h.s.s. like management level that caused the delay. >> i just wanted to have that on the record because i know that pamela stood before us about a month ago saying this is coming,

it's coming, and there's some systems changes and delays in the process. thank you for that clarification. >> i just want to acknowledge and commend pamela and her staff for giving an unqualified opinion and also acknowledge the great operations group and management for a job well done for a clean audit. thank you. >> thank you. any other comments? this requires an action. so i will need a motion here to approve the audit. >> i move that we accept the audit as presented, a commendation to our internal financial team and their role during the past year in not only working with our auditors but the general financial of our financial systems at h.s.s.

>> second. >> okay. any public comment on this item? seeing none, everyone to vote. all those in favor? >> aye. >> any opposed? it's unanimous to approve the audit. item 12. >> approve the resolution ordering that 2020 health board election for one term and authorizing the staff to proceed with the election. this is presented by the executive director abi ian. >> i spoke to this during my director's report. there is a resolution regarding the election in the packet and the announcement about the process that will ensue. so i think it's fairly

straightforward. >> all right. >> questions about the process? we did go through this just last year, so i think it's fairly familiar to the board. >> all right. we need a motion then. >> i move that we accept the -- endorse the resolution as presented, and with one qualifying comment on my part after the motion is adopted. >> second. >> all right. public comment on this item. >> go ahead. seeing none, all those in favor of adopting this, please respond by asssaying aye. >> aye. >> any opposed? it's unanimous. >> my only qualifying comment is i'm regretting that my colleague to my left is not planning to be with us in the ensuing cycle.

>> you mean to the right. >> to my right, my left, your right. >> so we're now into our rates and benefits section of the agenda. if anybody would like a break, let me know, otherwise we can probably get through this without too much more time it looks like. should we just go ahead on this? anybody need a break? okay. good. item 13, please. >> item 13 is the presentation of the 2020 rates and benefits calendar for plan year 2021. this is presented by abbie yant, the executive director. >> thank you. we have inserted into our packet the rates and benefits calendar as we know it today for the ensuing season. please note that we did as we had last year put additional

holds on this room should we go beyond our normal meeting requirements. if board members would please take notes of those dates. we will be -- i guess at this point we can cancel the january 23 meeting. so we will take that on a month-by-month basis. i think that's all i have to say on that. any questions or comments. >> i just want to note, i did make all the start times at 12:30 and i have that confirmation for next month, if we want to start early we can. also month by month we can adjust the start times to be 12:30 or 1:00, depending on if we need the extra half-hour. is that okay? >> yeah. i'm just trying to read the board, what's the preference of

the board, whether we have a fixed time and stick to it. >> i would prefer 1, but if we need a longer meeting, it is there. >> i would request when we have a variation from the 1:00 start time that we really highlight at to us as board members. >> i would not want to change our ongoing time from 1:00 to 12:30. you're just talking -- >> so we'll keep the regular meetings at 1:00. >> but these are all rates and benefits so these will be at 12:30, this whole january and through it from now on? >> that's what i'm trying to clarify here because what's the preference of the group, to do a 12:30 standard time for all meetings for rates and benefits? >> well, how does everybody feel like about that? >> i prefer 1:00.

>> i do too. >> given the time for those ones that end, unless we anticipate that the meeting would go longer than 3:30 it's fine, but my preference is 1:00. >> i agree with that to the point that half an hour early means we don't have to meet on another date, i would prefer a half-hour early rather than scheduling a second meeting. >> okay. my understanding now then is that we will keep the 1:00 time for the regular meetings. if we see a need to add time or add a meeting, we will notice yourselves and the public. >> yeah. >> okay. >> so this calendar is going to change. >> i'll keep it for next month.

>> yes. we'll keep the room reserved for the extra meetings. >> but change the others to 1:00. >> yes, that is correct. >> all right. that's fine with me. any public comment on this item? seeing none, item 14. >> item 14 is the approval of the june 30, 2019, incurred but not reported and the contingency reserves amount. this presentation is going to be done by tom hicks from aon. >> good afternoon. i'm one of your actuaries, tom hicks. i appreciate the next hour and 30 minutes i have for this presentation. [ laughter ]. >> so we're going to be talking about your ibnr contingency reserves today. if we go to slide 3, just as a quick reminder, the incurred but not reported, or ibnr reserve,

this is a required reserve you hold that is meant to value any outstanding claims as of a certain date. if your plan were to shut down as of june 30, how much money we have to set aside for money to pay the claims bills as they come in. that is the goal of that reserve, the reliability of the runout claims. the second reserve we'll mention is the contingency reserve. this is in effect sort of a rainy day fund. so we do work to specifically determine the amount of variability in the claims payments and forecast a confidence interval of how much money you should set aside in case things don't go the way that we plan. that is june 30 as well. the third reserve is the stabilization reserve, and that will be addressed in future

meetings as we assess each plan's funding for the upcoming year. so we'll move to slide 4, which is a summary of the incurred but not reported reserves as of june 30, 2019. these are the reserves you heard from the auditor that they tested and didn't have any exceptions. so overall we saw very minor changes in our estimates for 6/30/2019, versus the previous year. we saw an increase of $74,000, or 0.3%. high-level observations, blue shield, we did see some trend increase in the costs per employee or member per month. we are refining our models as we've separated out the access plus and the trio populations. but really, you know, a fairly

minor increase there and then united healthcare and dental both showed a 4% decrease, which is in part coming off of claims changes and in part recognizing that our 12/30/2018 forecast ended up being higher than was necessary. so we had a bit of extra margin based on what was actually paid has runout as at june 30, 2019, that we've now lowered that and taken that out of the equation. on slide 5 -- i'll pause. any questions on the incurred but not reported reserve? on slide 5 we're going to switch to the contingency reserve. minor changes, 5% increase overall. the number that will jump off the page to you will be the united healthcare city plan, which increased by $600,000, or

10%. this is really being driven by the retiree portion of that plan, where we saw a lot of claims volatility, especially being driven by large claims. the way this reserve is being calculated is a function of the magnitude of the claims on average being paid per member per month, the number of members, and then the stability of the month-to-month estimate. if we see spikes in large claims during our measurement period, that is going to reflect in higher risk and volatility, which will produce a little bit of a wider confidence interval. that's what we're seeing some spikes in claims have driven up the volatility estimates requiring a higher reserve. but on the whole, 2.5% increase

for all plans combined. any questions on the contingency reserve? >> questions. all right. i guess we need a -- >> and this will be -- and the contingency reserve and ibnr will be included as part of the rates, as far as part of the ratings when we go to the premiums? >> yeah, so the contingency reserve is a component of the claims stabilization reserve calculation. so that number, the increase by plan that you see in the table will come back as a line item -- >> it got integrated -- >> yes, you're absolutely correct. >> thank you. >> any other comments or questions? all right. this is an action item. we need a motion. >> this is june 30, 2019,

incurred but the not reported and the contingency reserve amount. >> second. >> okay. all right. any public comment on this item? all those in favor, signify by saying "aye." >> aye. >> it is unanimous. we are finished with our rates and benefits section. we're into our regular board matters. the timing is looking very good. okay. item number 15, please. >> item 15 are reports and updates from contracted health plan representatives. >> come forward, please. >> happy new year, everyone, sharon stanilo with delta

dental. on the man who spoke earlier, we have been in communication about his wife's claim. i do have access, but it is not my primary job. it did take me a minute to go to that screen to see that him and his wife were enrolled in that plan. i did say i would have further conversations with him later tonight or first thing tomorrow morning. >> thank you. >> go ahead. >> so last night i got a call from a retiree who is a member of united healthcare. he got a card from blue shield, and he's asking me how come i'm getting a card from blue shield, where i'm united healthcare?

no, it's a day before yesterday. and he said when he called blue shield, blue shield said this is the list we got from health services system. so i'm not sure if you're aware. >> mitchell is taking note, if you would have a conversation with him after the meeting to let him know who, he can follow up. >> i mean, there were more members that received a card from blue shield although they are retirees. one is a member of kaiser advantage and the other one is united healthcare. >> yeah, these are the types of issues that the member services really relishes resolving for our members, so please let us know. >> any public comment on this item? seeing none, item 16, please. >> item 16 is the community for public to comment on matters within the board's jurisdiction.

>> good afternoon again. dennis kruger, active and retired firefighters and spouses. i too got cards from blue shield for my wife and i, even though we are both in united healthcare. i have reported it to the main phone service, and i was told to disregard it. then they sent me another statement showing me what my benefits were for the year and who was carrying me, but i did get a set of cards from blue shield. i have another question regarding our carriers. what is the policy on experimental drug studies and tests as far as people participating in them and how much aour insurance carriers wil

support them and pay for what comes up? is there a policy regarding that or is it individual and individual insurances. through the board to any of the people in the audience who represent companies. the reason why i ask, a person contacted me. they've been recommended for a cancer study, and they wanted to know if the parts that they were responsible for, if the insurance company would cover it because it's experimental or it's in the testing phases.

>> we would definitely review each one on a case by case basis in the event that member had some sort of rare condition that required an experimental procedure. >> the sponsor of the study and the health plan, so no one should be denied, or should not have access to emergent or urgent or routine care just because they are in a clinical study, but the same -- the investigator said, you need the following 23 tests that would not be part of routine care, that i think most of the health providers and most of our health plans would probably say, you know, i would not be normally ordering this soy can't really authorize this. it's very individualized. >> okay. individual basis then. and the last thing i want to reiterate in the director's

report regarding the r.f.p., i might have not been clear in what i was saying, but i believe that for everybody active, first responders, should always be available, but i also believe that even after departing, that same r.f.p. should cover them for a number of years after -- the same as if they are covered for heart conditions or lung conditions which is usually five years. which is what i would want to say. >> the service i was talking about it was worker's comp. >> they cover that going beyond, but this r.f.p. is specific to first responders and i would just hope that that would also cover the ongoing employee -- beyond employment. that is all. >> thank you. >> in light of the issues that the commissioners and we've

heard in terms of cards going out to people, i don't know if there is a root cause, but in dealing with this, which is easy to just rip a card, but if we could maybe explore why cards are going out inappropriately and get some sense about is this the tip of the iceberg? were there more cards that we haven't heard about and was this some sort of computer glitch a violation of confidentiality or something. >> this is the time that we learn of these issues. because the cards have been mailed so people have received them. we will take a look at what the underlying issues are. >> did i hear it wasn't only -- blue shield was also a cars or person that received? >> we will look to see how much of an issue it is and certainly address it. >> thank you.

any other public comment on this item? seeing none, item 17, please. >> seventeen is opportunity to place items in the board board's jurisdiction on future agendas. >> all right. does anybody have something they would want to put on the agenda here all right. not seeing any, public comment on this item? all right. we are on number 18. do i have a motion to adjourn? i don't think we need to second that. >> i move we adjourn. >> this meeting is adjourned. i-

>> our united states constitution requires every ten years that america counts every human being in the united states, which is incredibly important for many reasons. it's important for preliminary representation because if -- political representation because if we under count california, we get less representatives in congress. it's important for san francisco because if we don't have all of the people in our city, if we don't have all of the folks in california, california and san francisco stand to lose billions of

dollars in funding. >> it's really important to the city of san francisco that the federal government gets the count right, so we've created count sf to motivate all -- sf count to motivate all citizens to participate in the census. >> for the immigrant community, a lot of people aren't sure whether they should take part, whether this is something for u.s. citizens or whether it's

something for anybody who's in the yunited states, and it is something for everybody. census counts the entire population. >> we've given out $2 million to over 30 community-based organizations to help people do the census in the communities where they live and work. we've also partnered with the public libraries here in the city and also the public schools to make sure there are informational materials to make sure the folks do the census at those sites, as well, and we've initiated a campaign to motivate the citizens and make sure they participate in census 2020. because of the language issues that many chinese community and families experience, there is a lot of mistrust in the federal government and whether their

private information will be kept private and confidential. >> so it's really important that communities like bayview-hunters point participate because in the past, they've been under counted, so what that means is that funding that should have gone to these communities, it wasn't enough. >> we're going to help educate people in the tenderloin, the multicultural residents of the tenderloin. you know, any one of our given blocks, there's 35 different languages spoken, so we are the original u.n. of san francisco. so it's -- our job is to educate people and be able to familiarize themselves on doing this census. >> you go on-line and do the census. it's available in 13 languages, and you don't need anything. it's based on household. you put in your address and

answer nine simple questions. how many people are in your household, do you rent, and your information. your name, your age, your race, your gender. >> everybody is $2,000 in funding for our child care, housing, food stamps, and medical care. >> all of the residents in the city and county of san francisco need to be counted in census 2020. if you're not counted, then your community is underrepresented and will be underserved. .

>> my name is angela wilson and i'm an owner of the market i worked at a butcher for about 10 years and became a butcher you i was a restaurant cook started in sxos and went to uc; isn't that so and opened a cafe we have produce from small farms without small butcher shops hard for small farms to survive we have a been a butcher shop since 1901 in the heights floor and the case are about from 1955 and it

is only been a butcher shot not a lot of businesses if san francisco that have only been one thing. >> i'm all for vegetarians if you eat meat eat meat for quality and if we care of we're in a losing battle we need to support butcher shops eat less we sell the chickens with the head and feet open somebody has to make money when you pay $25 for a chicken i guarantee if you go to save way half of the chicken goes in the enlarge but we started affordable housing depends on it occurred to us this is a male field people said good job even for a girl the interesting thing it is a women's field in most of world just here in united states it is

that pay a man's job i'm an encountered woman and raise a son and teach i am who respect woman i consider all women's who work here to be impoverished and strong in san francisco labor is high our cost of good ideas we seal the best good ideas the profit margin that low but everything that is a laboring and that's a challenge in the town so many people chasing money and not i can guarantee everybody this is their passion. >> i'm the - i've been cooking mile whole life this is a really, really strong presence of women heading up kitchens in the bay area it is really why i moved out here i think that we are really strong in the destroy and really

off the pages kind of thing i feel like women befrp helps us to get back up i'm definitely the only female here i fell in love i love setting up and love knowing were any food comes from i do the lamb and that's how i got here today something special to have a female here a male dominated field so i think that it is very special to have women and especially like it is going at it you know i'm a tiny girl but makes me feel good for sure.

>> the sad thing the building is sold i'm renegotiating my lease the neighborhood wants us to be here with that said, this is a very difficult business it is a constant struggle to maintain freshness and deal with what we have to everyday it is a very high labor of business but something i'm proud of if you want to get a job at affordable housing done nasal you need a good attitude and the jobs on the bottom you take care of all the produce and the fish and computer ferry terminal and work your way up employing people with a passion for this and empowering them to learn

>> this is one place you can always count on to give you what you had before and remind you of what your san francisco history used to be. >> we hear that all the time, people bring their kids here and their grandparents brought them here and down the line. >> even though people move away, whenever they come back to the city, they make it here. and they tell us that. >> you're going to get something made fresh, made by hand and made with quality products and something that's very, very good.

♪ >> the legacy bars and restaurants was something that was begun by san francisco simply to recognize and draw attention to the establishments. it really provides for san francisco's unique character. ♪ >> and that morphed into a request that we work with the city to develop a legacy business registration. >> i'm michael cirocco and the owner of an area bakery. ♪ the bakery started in 191. my grandfather came over from italy and opened it up then. it is a small operation. it's not big. so everything is kind of quality that way.

so i see every piece and cut every piece that comes in and out of that oven. >> i'm leslie cirocco-mitchell, a fourth generation baker here with my family. ♪ so we get up pretty early in the morning. i usually start baking around 5:00. and then you just start doing rounds of dough. loaves. >> my mom and sister basically handle the front and then i have my nephew james helps and then my two daughters and my wife come in and we actually do the baking. after that, my mom and my sister stay and sell the product, retail it. ♪ you know, i don't really think about it. but then when i -- sometimes when i go places and i look and see places put up, oh this is our 50th anniversary and everything and we've been over 100 and that is when it kind of hits me.

you know, that geez, we've been here a long time. [applause] ♪ >> a lot of people might ask why our legacy business is important. we all have our own stories to tell about our ancestry. our lineage and i'll use one example of tommy's joint. tommy's joint is a place that my husband went to as a child and he's a fourth generation san franciscan. it's a place we can still go to today with our children or grandchildren and share the stories of what was san francisco like back in the 1950s. >> i'm the general manager at tommy's joint. people mostly recognize tommy's joint for its murals on the outside of the building.

very bright blue. you drive down and see what it is. they know the building. tommy's is a san francisco hoffa, which is a german-style presenting food. we have five different carved meats and we carve it by hand at the station. you prefer it to be carved whether you like your brisket fatty or want it lean. you want your pastrami to be very lean. you can say i want that piece of corn beef and want it cut, you know, very thick and i want it with some sauerkraut. tell the guys how you want to prepare it and they will do it right in front of you. san francisco's a place that's changing restaurants, except for tommy's joint. tommy's joint has been the same since it opened and that is important. san francisco in general that

we don't lose a grip of what san francisco's came from. tommy's is a place that you'll always recognize whenever you lock in the door. you'll see the same staff, the same bartender and have the same meal and that is great. that's important. ♪ >> the service that san francisco heritage offers to the legacy businesses is to help them with that application process, to make sure that they really recognize about them what it is that makes them so special here in san francisco. ♪ so we'll help them with that application process if, in fact, the board of supervisors does recognize them as a legacy

business, then that does entitle them to certain financial benefits from the city of san francisco. but i say really, more importantly, it really brings them public recognition that this is a business in san francisco that has history and that is unique to san francisco. >> it started in june of 1953. ♪ and we make everything from scratch. everything. we started a you -- we started a off with 12 flavors and mango fruits from the philippines and then started trying them one by one and the family had a whole new clientele. the business really boomed after that. >> i think that the flavors we

make reflect the diversity of san francisco. we were really surprised about the legacy project but we were thrilled to be a part of it. businesses come and go in the city. pretty tough for businesss to stay here because it is so expensive and there's so much competition. so for us who have been here all these years and still be popular and to be recognized by the city has been really a huge honor. >> we got a phone call from a woman who was 91 and she wanted to know if the mitchells still owned it and she was so happy that we were still involved, still the owners. she was our customer in 1953. and she still comes in. but she was just making sure that we were still around and

it just makes us feel, you know, very proud that we're carrying on our father's legacy. and that we mean so much to so many people. ♪ >> it provides a perspective. and i think if you only looked at it in the here and now, you're missing the context. for me, legacy businesses, legacy bars and restaurants are really about setting the context for how we come to be where we are today. >> i just think it's part of san francisco. people like to see familiar stuff. at least i know i do. >> in the 1950s, you could see a picture of tommy's joint and looks exactly the same. we haven't change add thing. >> i remember one lady saying, you know, i've been eating this ice cream since before i was born. and i thought, wow! we have, too. ♪

[♪] >> i really believe that art should be available to people for free, and it should be part of our world, you shouldn't just be something in museums, and i love that the people can just go there and it is there for everyone. [♪] >> i would say i am a multidimensional artist. i came out of painting, but have also really enjoyed tactile properties of artwork and tile work. i always have an interest in public art. i really believe that art should be available to people for free, and it should be part of our

world. you shouldn't just be something in museums. i love that people can just go there, and it is there for everyone. public art is art with a job to do. it is a place where the architecture meets the public. where the artist takes the meaning of the site, and gives a voice to its. we commission culture, murals, mosaics, black pieces, cut to mental, different types of material. it is not just downtown, or the big sculptures you see, we are in the neighborhood. those are some of the most beloved kinds of projects that really give our libraries and recreation centers a sense of uniqueness, and being specific to that neighborhood. colette test on a number of those projects for its. one of my favorites is the oceanview library, as well as several parks, and the steps.

>> mosaics are created with tile that is either broken or cut in some way, and rearranged to make a pattern. you need to use a tool, nippers, as they are called, to actually shape the tiles of it so you can get them to fit incorrectly. i glued them to mash, and then they are taken, now usually installed by someone who is not to me, and they put cement on the wall, and they pick up the mash with the tiles attached to it, and they stick it to the wall, and then they groped it afterwards. [♪]

>> we had never really seen artwork done on a stairway of the kinds that we were thinking of because our idea was very just barely pictorial, and to have a picture broken up like that, we were not sure if it would visually work. so we just took paper that size and drew what our idea was, and cut it into strips, and took it down there and taped it to the steps, and stepped back and looked around, and walked up and down and figured out how it would really work visually. [♪] >> my theme was chinese heights because i find them very beautiful. and also because mosaic is such a heavy, dens, static medium, and i always like to try and incorporate movement into its, and i work with the theme of water a lot, with wind, with

clouds, just because i like movements and lightness, so i liked the contrast of making kites out of very heavy, hard material. so one side is a dragon kite, and then there are several different kites in the sky with the clouds, and a little girl below flying it. [♪] >> there are pieces that are particularly meaningful to me. during the time that we were working on it, my son was a disaffected, unhappy high school student. there was a day where i was on the way to take them to school, and he was looking glum, as usual, and so halfway to school,

i turned around and said, how about if i tell the school you are sick and you come make tiles with us, so there is a tile that he made to. it is a little bird. the relationship with a work of art is something that develops over time, and if you have memories connected with a place from when you are a child, and you come back and you see it again with the eyes of an adult, it is a different thing, and is just part of what makes the city an exciting place. [♪]

george washington high school marching band. [applause] >> please welcome kayla smith. [applause] >> good morning, everyone. how's everybody doing today? thank you. thank you for joining us today for this historical occasion. my name is kayla smith, and i will be your mistress of ceremonies for the evening. growing up in san francisco d-5, hayes valley, to be exact,

since the age of four, i have been privileged to receive mentorship from my community. i went from running departments at project level to now earning my internship at nbc this upcoming summer. [applause] >> i've always been ambitious, but i was lucky to have women in my life that looked like me and achieved great things, and one of those great women that i looked up to the most, our current mayor, my godmother, london breed. she wasn't changed much, by the way. to this day, she is still the same wise, inspiring, and supportive person that she was when i was a child. i know all too well the impact that mayor breed has had on myself, and i am extremely excited to see all the

wonderful things that she will do for the city, and for that, i say thank you. [applause] >> and now, please join me in welcoming father paul fitzgerald, president of the university of san francisco, to deliver today's invocation. [applause] >> thank you, kayla, and thank you all for being here today as we honor and congratulate and thank our mayor, london breed. mayor breed completed a masters in public education -- public administration at the university of san francisco back in 2012, and i offer the following blessing on her behalf and on behalf of her fellow professors who loved her, her fellow students at san francisco who loved her, and for all of us who love her and are praying for her continued

success. but even more so, we are continuing to pray that mayor breed will continue the goals of the degree program that she so ably completed. in it our masters in public education program, we prepare our graduates, people like london breed, for public leadership by advancing a challenging curriculum while pursuing complimentary research, transforming learning into actions that serve our communities, especially the most vulnerable among us. our diverse graduates become outstanding leaders who provide ethical, workable solutions, societial needs, and who advance justice. so in london, we see all of the learning outcomes of this degree program. social justice for all people of the city and county of san francisco and beyond. diversity in all its forms. integrity in all that we do.

accountability to all whom we serve. excellence. educating students like london breed to become compassionate and effective leaders who humanely manage organizations. providing and facilitating interactions between government, for-profit and nonprofit sectors to provide ethical and workable solutions to societial needs. i join with her many fellow usf alumni of the city and county of san francisco on asking blessing for mayor london breed this day and every day as she brilliantly fulfills her leadership of justice and hope into a future of inclusiveness, peace, and prosperity for all.

so i ask you to join me in raising a hand of blessing. we ask god to bless london breed with the seven gifts of the holy spirit. wisdom, understanding, council, piety, and fear of the loving god. and please bring her great satisfaction as she joins to lead all of us, and i ask all of you to join me in saying amen. [applause] >> thank you, father paul fitzgerald, for that beautiful invocation. and now for the posting of the colors of today's inauguration is the color guard from george

washington high, where london breed attended. please rise and join me for the posting of the colors and singing of our national anthem. ♪ o say, can you see by the dawn's early light ♪

♪ what so proudly we hailed at the twilight's last gleaming? ♪ ♪ whose broad stripes and bright stars through the perilous fight ♪ ♪ o'er the ramparts we watched were so gallantly streaming? ♪ ♪ and the rockets' red glare the bombs bursting in air ♪ ♪ gave proof through the night that our flag was still there ♪ ♪ oh, say, does that star-spangled banner

yet wave ♪ ♪ o'er the land of the free ♪ ♪ and the home of the brave? ♪ [applause]

>> thank you, katie. it is truly an honor to introduce our next speaker who will administer the oath of office. as our first female african american to be appointed at the san francisco superior court, she has paved the way for women and people of color to succeed in law and has been a role model and mentor to lawyers who are people of color. please join me in honoring judge teri l. jackson. [applause] >> i have to guess dresset dre in front of you. welcome. just as a little aside, when i

see this many people in a room, i'm ready to swear you in as jurors and you just report in across the street, so watch with a me. but on behalf of the superior court for the state of california, all 1600 strong trial judges throughout this state, it is such an honor and such as pleasure to be here. as my last official duty as a superior court judge, it is such an honor to be able to administer of oath of office to our mayor, london breed. [applause] >> i've also been told to explain why this is my last duty as a superior court judge. as of january 21, 2020, at 11:00, i will be elevated to the california supreme court,

as the first african american woman. so with that being said, madam mayor, could you please come forward. [applause] >> are you ready? >> the hon. london breed: yes. >> okay. raise your right hand and repeat after me. >> i, london n. breed, do solemnly swear that i will support and defend the constitution of the united states and the constitution of the state of california against all enemies, foreign and

domestic. that i will bear true faith and allegiance to the constitution of the united states and the constitution of the state of california. i take this obligation freely without any mental reservation or purpose of evasion. that i will well and faithfully discharge the duties upon which i'm about to enter, and during such time as i hold the office of mayor of the city and county of san francisco. congratulations. [cheers and applause]

>> the hon. london breed: thank you. thank you. thank you all so much forum here today, and thank you to the people of san francisco for trusting me to continue to serve as mayor of such an incredible city. as we welcome a new decade, it's really worth taking a moment to reflect on how far we've come in this decade. in 2010, san francisco was deep in the great recession, and our workforce was in trouble. our unemployment rate had more quadrupled since 2000 and was

at a 20-year high. ten years later, we are riding the longest period of economic growth in our history with one of the most -- the lowest unemployment rates in our city's history. [applause] >> the hon. london breed: the homicide rate has dropped to its lowest in more than 55 years. [applause] >> the hon. london breed: in the last decade, san francisco's stance on marriage equality and medical cannabis became the laws of the land. we made a record investment in our parks and our libraries. we modernized our muni fleet and made it free for those in need. we launched our clean energy program, dramatically reducing greenhouse gas emissions.

we even got our hands dirty, replacing our sewer system. we passed paid family leave, a $15 minimum wage and made city colle college free for all. we paved our streets and remodell remodelled the moscone center. we welcomed the warriors home. we watched the giants win it, and win it again, and our congress woman gave up the gavel and won it back. [applause] >> the hon. london breed: and we became the capital of the resistance. [applause] >> the hon. london breed: over the past decade, we've made great progress, but through it

all, we've grappled with the twin troubles of homelessness and housing availability. i was an intern in the mayor's office right here a quarter of a century ago. i had the privilege to walk up these stairs every day as a member of the board of supervisors. this building's beauty is timeless, its spirit and inspiration. earthquake and fire destroyed san francisco's first city hall, but we built another even more magnificent than the first. why? why do we build these monuments? what do these marble stairs and golden dome -- what does it mean to us? it isn't excess or vanity, it's

a reminder. we swing the doors open for everyone because it reminds us that our government welcomes everyone. our successes are shared, our potential unbound, and that none of us would be left out in the cold. i take the oath of office today remembering that not too long ago, my ancestors were in chains. i've never found out exactly where they lived, but i know a bit about how they lived. i know their masters sat at tables eating generous meals that they didn't prepared. i know they hudled outside. they ate mush not with wooden spoons but with hands in a

trough. the civil war ended the bondage, but the inequity had only begun. the slave owners kept their lands, and the former slaves kept the nothing they already had. so with that nothing, most went back to work at the farm. they rented their labor as share croppers, or if they were lucky, tenant farmers. generations of poor african americans scraped by, living in fear that if they protested too loudly, men in hoods would come. when the depression hit, two of those share croppers, a young couple with 11 children moved from louisiana to texas. sometime later, their daughter, miss camellia brown came to san francisco. she came in search of work. she came in search of something better.

she came to raise her children in a place where they might be equal. my grandmother came here to believe in a city of hope, a city where a young black girl can go from public housing to the mayor's office. [applause] >> the hon. london breed: and she was right. san francisco is so much more than our home. it's a refuge for the gay, lesbian, and transgender brothers and sisters from all over the country. it's a new start for immigrants from guatemala and guangzhou and everywhere in between. it is my promise that everyone has a place in this city, that no one should be left out in the cold. so when we come to this hall or

walk down market street and see the suffering of thousands of people outside our doors, it hurts. it hurts not because we are callous but because we care. the suffering on our streets, it offends our civic souls, and it should. but if we're going to do something about the conditions on the streets, we need to level with each other. homelessness isn't new, it isn't easy. we are not the only city struggling with it, and quite frankly, we are not going to solve it in 100 days, a year, or even entirely in this term. and i'm not sure solve is the right word any way. while the city has helped thousands of people out of homelessness, thousands more took their place. and sadly, sadly, there will always be people whose addiction or mental illness or poverty leads them down a dark path or puts them in need of

help. los angeles has more than 36,000 homeless residents and a skid row that is its own tragic city within a city. three years ago, san diego had a hepatitis outbreak among its homeless population that killed 20 people. they had to spray their sidewalks with bleach to fight the infection. i point this out not to criticize those cities. i know how hard they are fighting to address these problems. cities up and down the west coast, seattle, santa rosa, portland, los angeles, san diego are launching this fight. too many people are grappling with drug addictions and insufficient resources and insufficient housing. [applause] >> the hon. london breed: now we haven't stopped sending our

taxes to washington, d.c., but they stopped sending back anywhere near enough for homelessness and affordable housing. so each year, san franciscans write bigger and bigger checks, and we ask ourselves, why doesn't it keep getting better? why do we keep sending money, yet the homeless count keeps going up? first, let's dispel some of the inaccurate conversations that we hear. it's not because we aren't funding solutions. it's not because we are indifferent. no one in my office, no one at the board of supervisors, no one in any city department, no one who works here is kicking back and throwing their hands up and pretending like we've been able to do something great. we are all working on it every day, frustrated by it every single day. homelessness is so severe, so

acute up and down the west coast for a few simple reasons. housing is too expensive. working class jobs are too uncertain, and their wages too outpaced by the cost of living. drugs, opioids and meth in particular are too common. and two decades after the state closed its mental hospitals, california still hasn't come to grips for how we're going to care for people who are severely mentally ill. [applause] >> the hon. london breed: homelessness isn't just a problem, it's a symptom. the symptom of unaffordable housing, of income inequality, of institutional racism, of addiction, of untreated illnesses, of decades of

disinvestment. these are the problems, and if we want to fight homelessness, we've got to fight them all. [applause] >> the hon. london breed: and in san francisco, we are. we will meet our goal of opening 1,000 new shelter beds by the end of this year. we just opened a new navigation center along the embarcadero center, and our bayview shelters break ground shortly. [applause] >> the hon. london breed: we just opened our first state parking facility to help people who live in their vehicles. we're adding more than 200 new mental health beds, expanding outreach, and we are transforming how we deliver mental health and substance use treatment in our city. we have more permanent supportive housing units per

ca capi capita than any major city in the country. we've expanded rental assistance and emergency problem solving funds to help people avoid homelessness in the first place. we are expanding our conservetorship program to help people on the streets and get them the support that they need. [applause] >> the hon. london breed: we are working to open meth sobering centers, safe injection sites, and managed alcohol facilities so we can stop walking by addictions spilling out on our streets and start treating it like the health care issue that we know it is. [applause] >> the hon. london breed: i've directed our city departments to reprioritize spending towards making our streets

safer and cleaner for all of us. we are riding ballot measures to housing shortage.

[applause] and if we want to relieve the pa pain on the streets and stop seeing our family members and friends moving away in moving vans, we need to build more housing, build more homes a lot more and set policies that make

this possible. [applause] >> the hon. london breed: over the next decade, in addition to our work on preserving thousands of permanently affordable homes, we need to build at least 50,000 new homes, at least 50,000 new homes. [applause] >> the hon. london breed: and at least 17,000 need to be affordable. and to get to 50,000, we can't let disingenuous warnings of shadows and heights get in the way of badly needed housing. [applause] >> the hon. london breed: to get to 50,000, we need to recognize that density is not a dirty word. to get to 50,000, we have to push for solutions to build homes faster and support

policies like sb-50 that will allow more housing all over the bay area. [applause] >> the hon. london breed: i'll be going to sacramento to fight for new housing because we need more housing for our workers, for our families, for our seniors. because our retail shops can't afford to hire people who live here, because housing should be affordable and viable to san franciscans of all levels. >> the hon. london breed: we can't say we need more housing and then reject the policies that actually allow us to build

that housing. [applause] >> the hon. london breed: i wasn't here decades ago when we imposed restrictive laws to prevent more housing, but i will be here when we start build housing in san francisco and the bay area again. it is time. so here's what i want the next decade to look like. i want this to be the decade where we no longer walk by a person shooting up or a person who's shouting out of control or suffering on our streets and shrug our shoulders or turn away and wonder, what should we do? i am determined over the next four years to take in people with addiction and mental health problems so that when

you encounter someone in need, you can make a call and know that person will get the help they need. [applause] >> the hon. london breed: as i said before, compassion can no longer mean anything goes. i want this to be the decade when residents and visitors to our city can enjoy every neighborhood every single day without fear of crime or unacceptable behavior. we have what we know is one of the most beautiful cities in the world. this is an incredible city. i want it to be lively, i want it to be diverse, i want it to be safe, and i know you all want that, too. [applause] >> the hon. london breed: and i want this to be the decade when

san franciscans from the multigenerational native to the newly arrived immigrant that he, she, or they can arrive with their children and call this city home for generations to come. [applause] >> the hon. london breed: we can be a vibrant and welcoming city, a city of affordable and diverse homes, a city where we come together and put aside our differences to meet the challenges that we know we all face with clarity and conviction. a city where we can care for one another, where our streets are safe, and no one is left out in the cold. san francisco can be the city that a share cropper's daughter dreamed it to be. san francisco can and will be a city for all of us.

thank you. [applause] >> the hon. london breed: ladies and gentlemen, this person said to me, it is a blessing to be a blessing. and today, the person that's providing a blessing to all of us so that we can start 2020 off right and what we need to do to move our city forward is no other than san francisco's santana! [cheers and applause]

>> the hon. london breed: and with his amazing special guest, yolanda adams. [cheers and applause] [♪]

[applause] [♪] >> put your hands together! [♪]

>> carlos santana. [applause] >> sister of life yolanda. [applause] >> we want to say we're so grateful and it's such a deep honor to be here in this most memorable location because our sister of light is in charge of changing -- changing the narrative. her light will efficient, sufficient to change the whole -- not just the bay area, this nation and the whole world because she's anointed. she is designed by grace, and

we salute you and say it's about time. [applause] >> as a woman of color who grew up in san francisco i understand how institutions can have an impact on communities of color. i think having my voice was important. that is where my passion lies

when the opportunity to lead an office in such a new space came up. i couldn't turn it down. i was with the district attorney's office for a little over nine years, if you include the time as an intern as well as volunteer da, all most 13 years. during the time with the da's office i had an opportunity to serve the community not only as the assistant district attorney but as director of community relations. that afforded the opportunity to have impact on the community in an immediate way. it is one thing to work to serve the rights of those without rights, victims. it is really rewarding to work

to to further the goals of our office and the commitment we have as city employees and advocates for people who don't have a voice. i don't know of anyone surprised to see me in this role. maybe people have an impression what the director of the office of cannabis should be like, what their beliefs should be. i smash all of that. you grew up in the inner city of san francisco. my career path is not traditional. i don't think a person should limit themselves to reach full potential. i say that to young women and girls. that is important. you want to see leadership that looks diverse because your path is not predetermined. i didn't wake up thinking i was going to be a prosecutor in my life. the city administrator reached out and wanted to have a conversation and gave me interest in the new role. i thought you must not know what i do for a living.

it was the opposite. she had foresight in realizing it would be helpful for somebody not only a former prosecutor but interested in shaping criminal justice reform for the city would be the right person for the space. i appreciate the foresight of the mayor to be open how we can be leaders in san francisco. i was able to transition to the policy space. here i was able to work on legislation, community relations, communication and start to shape the ways our office was going to reform the criminal justice system. it is fulfilling for me. i could create programs and see those impact people's lives. i am the change. it took truants youth to meet with civil rights movement leaders who fought to have access to education.

being a young person to understand that helped the young people realize this was an important thing to give up. what we find is that young people who are truanted have a really high homicide rate in our city, which is a sad statistic. we want to change that. >> coming from a community we are black and brown. i don't reach out to other people. i don't think they feel the same way. >> i had the great opportunity to work on prison reform issues and criminal justice reform issues. we created a program at san quentin where we brought district opportunities t to lifs and talk about how we are all impacted by the criminal justice system. we brought over 40 elected das to san quentin for the situation. now we are inviting the police department. our formerly incarcerated group

born out of this programming asked for the opportunity to work on a project where we could bring the men in blue on the outside to come speak to the men on blue inside to start the healing dialogue around how the criminal justice system specifically in san francisco impacts the community. i was attracted to the role. there was a component of equity that was part of this process. the equity community here in san francisco is a community that i had already worked with. before i took steps to visit cannabis businesses i thought it was important my team have a chance to go inside and speak to men who ha had been impacted. that conversation needed to happen so we know how we are making an impact with the work that we are doing. the da's office as we were leading up to the legalization of marijuana in the state we started having conversations on the policy team what that could

look like. the district attorney was really focused on the right side of history for this. we realized it would be quite a heavy lift for individuals who have been negatively impacted by the war on drugs to expunge the record. it was important to figure out the framework to make it seamless and easy. they put their minds to it after some time and many conversations the data analysts and other policy walk throughs on the team came up with the idea to engage the tech community in this process. code for america helped us developed the rhythm to be used for any jurisdiction across the state that was important to create a solution to be used to assist all jurisdictions dealing with this matter. the office of cannabis is the first office to have a completely digital application

process. we worked with the digital team to develop the online application. there are going to be hiccups. we are first to do it. it is one of the most rewarding parts to offer a seamless -- to offer a seamless approach. that is how they can find solutions to solve many of the community challenges. the best way to respond to prop 64 was to retroactively expunge 9,000 cannabis related records for san francisco. it feels like justice full circle for my personal experience. in the past i was furthering the war on drugs just as my directive. really coming from a place of public safety. that was the mandate and understanding. it is nice to see that pass a society we are able to look at some of our laws and say, you

know what? we got it wrong. let's get this right. i had the privilege of being in the existing framework. my predecessor nicole elliott did an incredible job bringing together the individuals super-passionate about cannabis. >> the office was created in july of 2017. i came in early 2018. i have been able to see the office's development over time which is nice. it is exciting to be in the space, stickily in thinking about her leadership. >> looking for the office it is always we might be before my time when i was working for the board oforboard of supervisors. i learn new things every day it is challenging and rewarding for me. >> we get the privilege to work in an office tha that is innova.

we get to spearhead the robust exprogram. >> i am excited she came on board to leverage experience as a prosecutor 10 years as we contemplate enforcements but approaching it without replicating the war on drugs. >> i was hired by cam laharris. i haven't seen a district attorney that looked kind of like me. that could be a path in my life. i might not have considered it. it is important that women and certainly women of color and spaces of leadership really do their part to bring on and mentor as many young people as they can. it is superimportant to take advantage of as many opportunities a as they can when they can intern because the doors are wide open. plans change and that is okay. the way this was shaped because i took a risk to try something

new and explore something and show that i was capable. you are capable, right? it was about leaning in and being at the table to say my voice matters. you find your passion, the sky

>> i would like to call thesky commission to order. i'll take the roll. [roll call] the second item on -- hello, everybody and welcome. the second item is the approval of the december 17, 2019 minutes. >> you have the minutes before you. i would like a motion to adopt these minutes. >> so moved >> is there a second? >> second. >> comments or questions from the commission? all those in favor say aye. >> aye >> thank you. there is no public comment for that item. item 3 is the director's report. >> good afternoon, commissioners. grant colfax,